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Home My WebLink AboutCC PACKET 01242002 Meeting Sheet IIIIIIVIIIVIIIVIIIVIIIVIIIIIIIIIII 102955 Box: 29 Folder: CC PACKETS 2001-2004 Document: CC PACKET 01242002 • )ain tho�ny ills e C� REMEMBER - THERE ARE NO SUCH THINGS AS UNREALISTIC GOALS, JUST UNREALISTIC TIMEFRAMES 1 . Face reality as it is, not as it was or as you wish . 2. Be candid with everyone. 3. Don't manage - lead. 4. Change before you have to. 5. If you don't have a competitive advantage, don't compete. 6. Control your own destiny, or someone else will. CITY OF ST. ANTHONY 2002 GOAL SETTING AGENDA' Thursday,January 24,2002 9:00 AM to 3:00 PM Participants: Mayor, City Council,Staff Facilitator: Jim Prosser 1. Establish Session Expectations. A. Review/update mission statement. B. Review/update values. C. Establish goals. D. Develop success measures. E. Develop tracking mechanism. 2. Establish Roles and Responsibilities. A. Council. B. Staff. C. Commissions. D. Public. 3. Review Strategic Planning Process. A. Review last year's goals. B. Review resident survey. C. Review key action areas. D. Identify necessary resources for strategies. 4. Logistical Support. A. Staff presentations. B. Council feedback. 5. Review development tape. 6. Capital project financing. 7. Discuss Kenzie Terrace redevelopment. 8. Develop 2002 -2003 goals. • St. Anthony Village } {A y Strategic Planning 2002 4 1 f �J Session Overview ` • Establish expectations. Review roles of staff,council,commissions, • " ' public. r-, • Conduct strategic planning process. T M1d� f�.f. Expectations Review/Update Mission Statement. 2. Review/Update Values. s. Establish a limited number of goals directed at helping city achieve shared vision. a. Develop success measures. IH s. Develop tracking mechanism. • 1 • J ' Roles and Responsibilities • Council Staff • Commissions • Public _j 1 f Strategic Planning Process j t. Review/update mission statement. z. Review last year's goals/achievements. • I Environmental scan. { What has changed? What's working and what's not? • Different perceptions regarding needs/problems/opportunities. Survey results I Resident feedback 1 1 FStrategic Planning Process (continued) a. SWOT analysis s. Development of goals(what do we want to focus on to achieve vision?) s. Brainstorm strategies to accomplish goals. 7. Identify necessary resources for strategies. a Identify methods to track strategy results. • 2 • Logistical Support Presentation(Department Heads):What is the most significant challenge your department will face in the next year? Feedback(Council Members):What issues/concerns do Council Members hear I about the services provided by city {+ departments? 1 • • CITY OF.ST. ANTHONY STRATEGIC PROFILE Our Vision "A Village in the City" Our Core City Values ➢ Community... ➢ Collaboration... ➢ Resident focus... ➢ Safe and secure environment... ➢ The feel of a Village... ➢ Fiscal responsibility... Our Mission Our Mission is to be a progressive and livable community, a 'walkable' village which is safe and secure, that invites residents to linger and enjoy our centralized environment. Our Key Action Areas ➢ Flood protection ➢ Redevelopment ➢ Welcoming image and appearance ➢ Strong infrastructure ➢ A safe and secure environment ➢ Clear and open communication • Revised January 18,2001 20 12 CITY OF ST. ANTHONY 2001 GOALS AND OBJECTIVES Shape the future by defining and reviewing regularly the City's goals and fiscal policies. ❑ Develop a Financial Strategies Plan. Develop a plan or options for the Stonehouse property. ❑ Provide the Council with enough detail to enable them to make an informed decision regarding the Stonehouse property/one-sale liquor business. Provide 100-year flood protection for all residents and businesses to protect health and property. ❑ Continue to provide a City-based flood relief grant program to all residents as needed. ❑ Complete the 29"' Avenue street reconstruction project. ❑ Complete the street reconstruction project/Harding Street Pond Project according to plan. , ❑ Reduce the amount of inflow and infiltration of storm water to the City's sanitary sewer and meet conformance standards set by the Metropolitan Council. Focus on redevelopment initiatives so that our m.a and tax base stays fir P 9 Y • Finalize the Northwest Quadrant Master Plan. • Begin the Southwest Quadrant Master Plan process. Protect and maintain our infrastructure so that our City works both now and in the future. ❑ Develop a plan using the City's consultant and a community-based task force to upgrade and enhance the look and feel of the Community Center and City Hall building. ❑ Develop a plan for the entire City to incorporate sidewalks, decorative lighting, and tree enhancements for all Minnesota State Aid roadways. Provide a park system that offers a mix of recreational opportunities for residents of all ages. ❑ Begin the redevelopment of Central Park and park shelters. ❑ Complete the Silver Point Park project. Build a sense of community involving the City's diverse groups in the on-going development of the City. • ❑ Offer clear, current and open communication through a variety of means so people are informed about St. Anthony's issues and news. ❑ Increase citizen participation and community ownership by increasing the number of citizens involved in St. Anthony's govemment and volunteer activities. THE SEVEN 2001 CITY GOALS Goal #1: Shape the future by defining and reviewing regularly our goals and fiscal policies. Goal #2: Develop a Plan or Options for the Stonehouse Property. Goal #3: Provide 100-Year Flood Protection for all residents and businesses to protect health and property. Goal #4: Focus on redevelopment initiatives so that our image and tax base stays firm. Goal #5: Protect and maintain our infrastructure so that our City works both now and in the future. Goal #6: Provide a Park System that offers a mix of recreational opportunities for residents of all ages. Goal #7: Build a sense of community by involving our City's diverse groups in the on- going development of the City. 21 Goal#1: Shape the future by defining and reviewing regularly our goals and fiscal.policies. Objective#1: Develop a Financial Strategies Plan. Individual(s) Primarily Responsible: Ehlers&Associates Key Individuals Involved: Roger L, Mike M., City Council, Department Heads Target Completion Date: 10/31/01 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Ask for a proposal from Ehlers &Associates. Mike M. Roger 2/1/01 2. Obtain a proposal from Ehlers &Associates. Mike M. Roger 3/1/01 Ehlers and 3. Have the Council approve the proposal. City Council Assoc. 4/1/01 Ehlers and City Council May 4. Develop the Financial Strategies Plan with Ehlers & Assoc. Department. September Associates' process outliner Heads Ehlers and 5. Review plan to find agreement on recommendations City Council Assoc. 10/15/01 and implementation of the plan. City Council 6. Council approves the "Financial Strategies Plan." City Council 10/31/01 Define Goal Accomplishment: Have the City Council and Staff agree on a financial plan that is able to identify and prioritize the funding for all infrastructure improvements, new construction projects, reconstruction projects, and the Five-Year Capital Equipment Plan. 22 LGoal.#2: Develop a Plan or Options for the Stonehouse Property. Objective#1:. Provide the Council with enough detail to enable them to make an informed decision regarding the Stonehouse Property/on-sale liquor business. Individual(s) Primarily Responsible: Mike L, City Council Key Individuals Involved: Mike M. Target Completion Date: 10/1/01 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Develop detailed informational packets for the Mike L. City Council 7/1/01 Council to preview containing both pros and cons, detailed information of costs and savings of the Mike M. Stonehouse property. Information will include: isplit liquor store referendum: ■ Financial impact on the Sports Boosters. ■ Cost of improvements needed for the building. ■ Repair and maintenance costs. ■ Complete.pro forma Financials. ■ Labor costs. ■ Overall purchasing policy. ■ Product costs and retail pricing. ■ Repair and maintenance costs. ■ Survey cross customer base. ■ Customer information/frequency study findings. 2. Approximately one month after the Council has 8/01 received the informational packet, schedule a- Council meeting with the Council to discuss the Stonehouse Operation. 3. The decision made by the Council regarding the 9/15/01 future of the Stonehouse. Council Define Goal Accomplishment: The Council has enough information to make an informed decision about the future of the Stonehouse. i 23 Goal#3: Provide 100-Year Flood Protection for all residents and businesses to protect health and property. Objective#1: Continue to provide a City Based Flood Relief Grant Program to all residents as needed. Individual(s) Primarily Responsible: Todd Hubmer Key Individuals Involved: Jay H, Mike M., Roger L., City Council Target Completion Date: December 31, 2001 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Approve 2001 Grant Program by Council. Todd H. Mike M. 1/23/01 Roger L. Jay H. Council • 'Todd 2. Publicize 2001 Program. Connie Mike M. 4/15/01 Todd 3. Receive FRG Applications. Judy Jay 6/15/01 4. Conduct application evaluation to ensure qualification Todd Jay 7/1/01 and complete site inspection. 5. Submit qualified grants to applicants. Roger Todd 6. Pay applicants and conduct project inspections. I Roger Todd Define Goal Accomplishment: Timely granting of Flood Relief Grants during 2001. • 24 Goal#3: Provide 100-Year Flood Protection for all residents and businesses to protect health and property. Objective#2: Complete the 29th Avenue Street Reconstruction Project. Individual(s) Primarily Responsible: Todd Hubmer Key Individuals Involved: Jay H, Mike M., Roger L., City Council Target Completion Date: August 15, 2001 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Begin construction on Phase III and current project Todd Jay 511/01 and restoration of Phase I and II. 2. Finish adding decorative lighting, driveways, and tree Todd Jay 6/15/01 enhancements. Define Goal Accomplishment: 29th Street Reconstruction completed to project specifications. 25 Goal#3: Provide 100-Year Flood Protection for all residents and businesses to protect health and property. Objective#3: Complete the Street Reconstruction Project/Harding Street Pond Project according to plan. Individual(s) Primarily Responsible:Todd Hubmer Key Individuals Involved: Jay H, Mike M., Roger L., Springsted, Dorsey and Whitney, Evergreen, City Council Target Completion Date: December 31, 2001 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Authorize Bond Sale. City Council Springsted 3/13/01 Todd H. 2. Award contract. City Council ._ (WSB), 3/13/01 3. Hold neighborhood meeting to discuss project WSB Jay 4/15/01 progress and details. 4. Acquire and obtain all easements necessary to Evergreen Dorsey and 4/15/01 complete project. Whitney 5. Construction begins. WSB Jay 6/1/01 6. Substantial completion of project. Pond and road WSB Jay 10/1/01 reconstruction will be completed. F7. Restoration and pavement complete. WSB Jay 5/02_J Define'Goal Accomplishment: Project completed to specifications on time and within budget. 26 Goal#3: Provide 100-Year Flood Protection for all residents and businesses to protect health and property. Objective#4: Reduce the amount of inflow and infiltration of storm water to the City's sanitary sewer system and meet conformance standard set by the Metropolitan Council. Individuals) Primarily Responsible: Todd Hubmer Key Individuals Involved: Springsted, Jay H, Sue, Mike M., Roger L., City Council Target Completion Date: December 31, 2001 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Continue on-going inspections and enforcement at Jay Springsted 12/31/01 point of sale of residential properties. 2. Provide a city wide educational program consisting of a separate newsletter to inform residents of key Sue Jay 12/31/01 issues/areas of interest and hold one or two Todd neighborhood meetings(late spring/early fall). 3. Provide a citywide educational program consisting of Sue Todd 8/1/01 a program displayed on Cable to inform residents of Jay key issues/areas of interest. 4. City staff completes voluntary inspections of Todd Jay 12/31/01 removals to ensure compliance is occurring. Define Goal Accomplishment: Reduction in the amount of inflow.and infiltration in the sanitary system. 27 Goal#4: Focus on redevelopment initiatives so that our image and tax base stays-firm. Objective#1: Finalize the Northwest Quadrant Master Plan. . Individual(s) Primarily Responsible: Dahlgren, Shardlow, and Uban (DSU), Steering Committee, City Council Key Individuals Involved: Sue, Mike M., Ehlers &Associates Target Completion Date: 7/30/01 Primary Key Target Action Steps Responsible Individuals Completion Involved Date. 1. Complete the four project phases as outlined by NW 7/0/01 (DSU)which includes research and analysis (phase DSU Quadrant 1), community visioning (phase 2) preparation and Steering • evaluation of alternatives (phase 3), and.preparation Committee of the Master Plan (phase 4). 2. Phase 2 involves flushing out the preferred concept NW 4/24/01 plan at Steering Committee Meetings in February and DSU Quadrant March, 2001, The Council will review and approve Steering the preferred Concept Plan. Committee 3. The final document of the Northwest Quadrant DSU NW 7/15/01 Master Plan will be submitted to the Council for Quadrant approval. Steering Committee 4. The Council takes action on the Master Plan. City Council DSU/Ehlers 9/1/01 Define Goal Accomplishment: Develop a realistic redevelopment master plan for the City's Northwest Quadrant. 28 Goal#4: Focus on redevelopment initiatives so that our image and tax base stays firm. Objective#2: Begin work on the Southwest Quadrant Master Plan. Individual(s) Primarily Responsible: Ehlers and Assoc., City Council Key Individuals Involved: Mike L., Joel H., Sue , Mike M., Dorsey and Whitney, Steering Committee Target Completion Date: 12/31/01 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Review proposal from Ehlers&Associates on the City Council Mike M. 3/13101 Economic Development Plan for the Southwest Quadrant. 2. Close on Custom Liquidators. Determine the future Dorsey and Mike M. 4/30/01; . of the building in conjunction with the Southwest Whitney Quadrant Redevelopment Planning-Process. 3. Recruit community members for the Southwest City Council Mike M., 10/31/01 Quadrant Steering Committee Sue H. Southwest 4. Review financial analysis from the Steering City Council Quadrant 11/30/01 Committee. Steering Committee 5. Look at possible fire station relocation and off sale Ehlers and Joel H., 12/31/01 location (select architect, developer draft design, Assoc. Mike M. select possible station sites, and estimate cost of Mike L. station construction). 6. Begin to implement the Master Plan. City Council Ehlers and 12/31/01 Assoc. Define Goal Accomplishment: To develop a plan to redevelop blighted property located in the City's southwest quadrant. • 29 Goal#5: Protect and maintain our infrastructure so that our City works both now and in the future. Objective#1: Develop.a plan using the City's consultant and a community based task force to upgrade and enhance the look and feel of the•Community Center and city hall Building. Individual(s) Primarily Responsible:Task Force Key Individuals Involved: Jay H., City Council, Molly O. Target Completion Date: 8/1/01 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Receive letters of interest from residents considering Mike M. City Council 2/15/01 Facility Improvement Task Force. Approve these letters. 2. Schedule the first Facility Improvement Task Force Mike M. Molly 0. . 3/1/01 meeting. 3. The Task Force will make recommendations to the Task Force Jay 7/1/01 Council for proposed plans for improving the Community Center and the sound system in the Council Chambers. 4. Make recommendations.to Council. Task Force Molly 0. 11/1/01 Jay Define Goal Accomplishment: Based on community involvement, inform the City Council what are some ideas for improving the City` Hall/Community Center facility. 30 Goal#5: Protect and maintain our infrastructure so that our City works both now and in the future. Objective#2: = Develop a plan for the entire city to incorporate sidewalks, decorative lighting, and tree enhancements for all Mutual State Aide (MSA) roadways. Individual(s) Primarily Responsible: Jay H., Joel Key Individuals Involved: SEH, John O. (PD), Neighborhood Watch, Excel Energy Target Completion Date: 9/1/01 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Develop a list of all roadways in the City included in SEH Jay H. 3/1/01 MSA roadways. 2. Ask the Police Department and Neighborhood Watch John O. Jay H. 5/1%01 Groups to list all areas of the City where there might be inadequate lighting 3. Receive a proposal for a comprehensive sidewalk SEH Jay H. 5/15/01 plan for all MSA roadways. 4. Contact Excel Energy and have them provided an Excel Energy Jay H. 7/1/01 assessment of street lighting needs. 5. Review the plan with the City Council and have the City Council Jay H. 7/1/01 Council adopt the plan. 6. Develop a lighting plan for all streets and alleyways SEH Jay H. 10/1/01 to improve visibility and security for all residents. Define Goal Accomplishment: . Update the City's code enforcement policies and procedures. • 31 Goal#5: Protect and maintain our infrastructure so that our City works both now and in the future. Objective#3:,, Develop a code policy for the City. Individual(s) Primarily Responsible: Joel Key Individuals Involved:All staff, Planning Commission, City Council Target Completion Date: 10/1/01 . Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Present code policy to the Planning Commission. Joel Sue 2120/01 2. Present code policy to the City Council. Joel Mike M. 3/13/01 3. Review and discuss policy with.the City Council. Joel Mike M. 4/10/01 Define Goal Accomplishment: Update the City's code'enforcement policies and procedures. • 32 • Goal#6: Provide a Park System that offers a mix of recreational opportunities for 'residents of all ages. Objective#1; Begin the redevelopment of Central Park and pack-shelters.. Individual(s) Primarily Responsible: BRW Key Individuals Involved: St. Anthony Park Commission, City Council, and City Staff Target Completion Date: 7/1/01 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. BRW will advertise forbids for construction. BRW Park Comm. 3/30/01 2. The City Council will approve a bid. City Council Park Comm. 4/30101 3. Construction.will.begin. BRW Park Comm. - 7/1/01 4. Target completion date. BRW Park Comm. 5/1/03 9 P Define Goal Accomplishment: A redeveloped Central Park. 33 LGo #6: Provide a Park System that offers a mix of recreational opportunities for residents of all ages. Objective#2: Complete the Silver Point Park Project. Individual(s) Primarily Responsible: SEH, Molly O. Key Individuals Involved: St. Anthony Park Commission, Todd H., Jay Target Completion Date: 5/31/01 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Begin the construction of permanent park shelter. SEH Park Comm. 6/13/01 2. Complete security lighting throughout the park. SEH Park Comm. 7/1/01 • 3.. Complete the permanent park shelter. SEH Park Comm. 8/30/01 4. Regrade the'skating areas. WSB Jay 8/30/01 5. Grand Opening Celebration. Park Comm. Jay 10/15/01 Define Goal Accomplishment: Improved park facilities in 2001. 34 Goal#7: Build a sense of community by involving our City's diverse groups in the on-going development of the City. Objective#1: Offer clear, current and open communication through a variety of means so people are informed about St. Anthony's issues and news. Individual(s) Primarily Responsible: Sue Key Individuals Involved: Police Department, Connie, Action Board, And Volunteer Committee, Newsletter Designer Target Completion Date: December 31, 2001 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Utilize a design consultant to make improvements to Sue Newsletter 6/1/01 the layout and design to the City's quarterly Designer newsletter. 2. Develop a policy, procedure, and wish list to keep the Connie Sue 7/1/01 City's web site fresh and current. . 3. Have the Planning Commission present the overall Planning Sue 7/1/01 findings to the Council regarding a City Comm. Monument/Sign Message Board by June, 2001. 4. Have department heads attend at least one work session/year to discuss pertinent issues and Department Mike M. On-going concerns, offer the Council information on key issues, Heads etc. 5. .Have staff obtain proposals regarding a citizen Consultant - survey. Also, discuss with the retained consultant the Sue Mike M. 10/15/01 possibility of conducting an employee survey. 6. Survey data completed in time for Council/Staff 2002 Sue Mike M. Goal Setting Session. Define Goal Accomplishment: • Refine and enhance the City's communication vehicles. 35 Goal#7: Build a sense of community by involving our City's diverse groups in the'on-going development of the City. Objective#2: Increase citizen participation and community ownership by increasing the number of citizens involved in St. Anthony's government and volunteer activities. Individual(s) Primarily Responsible: Sue Key Individuals Involved: Police Department, Connie, Action Board,.And Volunteer Committee Target Completion Date: December 31, 2001 Primary Key Target Action Steps Responsible Individuals Completion Involved Date 1. Publish community volunteer opportunities through Sue/Connie Amy Quarterly the City newsletter, web site, and cable television 2001 bulletin board. 2. Increase National Night Out block parties b Sue Police 9 Y publishing them in the Newsletter and web site. Department 3. Conduct our first intergenerational town meeting. Amy City Council 10/01 4. Continue to foster civic pride in the community by 5/16/01 continuing popular events such as Clean Up Day and City Council Public Works 8/4/01 Village fest. 5: Determine a committee for the Community Center to develop ideas on Community Center improvements (see goal#5- that would enhance the overall building and its' objective#1) functioning. 6. Increase the number of active volunteers.Assess by City Council City Council 12/31/01 comparing this year's volunteer dinner invitation list.to next year's list. Look for an increase. Define Goal Accomplishment: Continue city-community partnerships. • 36 EXECUTIVE SUMMARY Village of Saint Anthony Methodology: This study contains the results of a telephone survey of 400 randomly selected residents of the Village of Saint Anthony. Survey responses were gathered by professional interviewers between November 26" and December 12`h, 2001. The average interview took twenty-one minutes. In general,random samples such as this yield results projectable to the entire universe of adult Saint Anthony residents within ± 5.0 percentage points in 95 out of 100 cases. Residential Demographics: Fifteen percent of Saint Anthony residents reported moving to the community within the past five years, while twenty-five percent had lived there for more than thirty years. The median • residential longevity proved to be 14.3 years, indicative of a mature suburban area with a substantial renter population. Senior households composed a large forty-two percent of the community's residences; in fact, thirty-four percent of the households were composed entirely of senior citizens. Twenty-four percent of the households reported the presence of school-aged children, while seven percent had pre-schoolers in residence. Thirty-six percent classified their households as "single,"with the vast majority containing"no others." Sixty-two percent reported they were "married or living with a partner," with forty-one percent of this group reporting the presence of children. Ninety-five percent called themselves White, with the remainder split between African-American, Hispanic-Latino, Asian-Pacific Islander, and Native American. The average age of an adult resident was found to be 54.8 years old. In fact, thirty-five percent of the population was found to be 65 years old or older. Women outnumbered men by two percent in the sample. Forty-eight percent reported they had completed college or undertaken post-graduate coursework; twenty-seven percent were high school graduates or less well- educated, while twenty-five percent had post-secondary educational experience short of the completion of college. Thirty-seven percent of the community's households were led by retirees. Professional-Technical job holders led twenty-four percent of the households, and Blue Collar employees headed sixteen percent. The median pre-tax household income was found to be $49,000.00. Eleven percent reported levels of under yearly, while eight percent reported earning over$100,000.00 annually. • Page 1 Village of Saint Anthony Executive Summary January, 2002 Twenty-eight percent of the sample reported living in Precinct One, while forty-one percent resided in Precinct Two. Precinct Three residents, in Ramsey County, accounted for the remaining thirty percent of the community. Quality of Life: Ninety-six percent of the residents rated the quality of life in Saint Anthony as either"excellent" or"good." Only four percent were more critical in their evaluations. The thirty-eight percent rating the quality of life as "excellent"placed the village well within the top quartile of inner- ring suburban areas. Saint Anthony citizens were very contented with their community. When asked what they liked most about the community, twenty-seven percent cited "small town ambience,"while thirty- three percent of the residents pointed to "central location of the community." "Quiet and peacefulness" was posted by fourteen percent, seven percent cited"nice people," and five percent each mentioned "strong neighborhoods," "good schools," and "safe area." Only one major serious issue facing the community was identified: "Apache Mall,"at thirty-one percent. • Nine percent pointed to "high taxes" and seven percent talked about the "need for more businesses." A comparatively normal six percent were "boosters"who saw absolutely no serious issues facing the community today. Eighty-nine percent rated the general sense of community among Saint Anthony residents as either"excellent" or"good;" only ten percent were more critical in their judgments. This rating proved to be comparatively strong when measured against other inner-ring suburban communities. Public Safety: Eighty percent reported they felt either"very safe" or"reasonably safe" walking alone in their neighborhood after dark; eighteen percent, though, felt "unsafe." Seventy percent, in fact, could identify no areas in the community where they would be afraid to walk alone at night. Only one area provoked mild concern: Apache Mall. Seventy-one percent thought crime in their neighborhood has "remained about the same"during the past two years. Nineteen percent saw an "increase," while three percent believed it "decreased." Twenty-seven percent were able to recall the name of at least one Saint Anthony Police Officer. And, twenty-eight percent reported a household member had participated in a • Neighborhood Block Club;Neighborhood Block Party, or activities for National Night Out Page 2 Village of Saint Anthony Executive Summary January, 2002 during the past year. Tax Climate and City Services: When considering the value of city services—quality versus cost—seventy-two percent rated it highly, while eighteen percent were more critical. City service evaluations were very positive overall. Fire protection, emergency medical services, and snowplowing of city streets scored very solid approval ratings of ninety percent or higher. Just behind, eighty-seven percent rated police protection positively. Eighty-three percent thought the same about pavement repair and patching on city streets, and eighty-two percent rated park maintenance positively. Seventy-nine percent rated sanitary sewer services as either"excellent" or"good,"while seventy-eight percent similarly viewed property maintenance enforcement. Animal control was identically rated by seventy-four percent. Sixty-seven percent rated recreational programs positively. But,while sixty-two percent rated accommodation and control of storm water run-off as either"excellent" or"good," a large twenty-three percent considered it to be either"only fair"or"poor." Among the reasons for critical evaluations, "flooding"was cited by forty percent, with smaller numbers pointing to "potholes," "loose animals," and "messy yards." Generally, the property tax climate in the Village of Saint Anthony must be considered "moderately hostile." Forty-two percent thought their property taxes were "high,"while a forty- one percent called them "about average." In addition, one percent classified their property taxes as "low," and sixteen percentage were "uncertain." By a solid 62%-18% margin, residents would favor an increase in their village property tax if it were needed to maintain village services at their current level. Opponents most often recommended cuts in park and recreation services to avoid higher property taxes. By an overwhelming 70%-9% verdict, respondents also opposed a reduction in city services if their village property taxes could be reduced. Again, supporters of this approach favored cuts in park and recreation services. City Government and City Staff. A substantial forty-seven percent were unable to rate the job performance of the Mayor and City Council. Overall, the Mayor and Council were awarded a job approval rating of thirty-seven percent and a disapproval rating of seventeen percent. The level of the approval rating was sixteen percent lower than the Metropolitan Area suburban norm. Not surprisingly, fifty-two percent of the community felt they knew "very little" about the Mayor and the City Council. Positive evaluations were based upon a generalized feeling they were doing a "good job" and the Page 3 Village of Saint Anthony Executive Summary January, 2002 apparent "lack of community problems." Negative evaluations stemmed from specific issue disagreements. The Village Staff received a job approval rating of forty-six percent and a disapproval rating of only seven percent. Both the approval and disapproval ratings were at the Metropolitan Area suburban norm. "Helpfulness" and "good job" were two major reasons for high evaluations. The twenty-six percent of the residents reporting first-hand contact with the staff was about four percent lower than in comparable suburban areas. The City Staff, then, serve a large percentage of the population and, even more importantly, serve it very well. Recreational Facilities and Opportunities: A moderately high sixty-five percent rated the park and recreational facilities in Saint Anthony as "excellent" or"good," while fourteen percent rated them lower. Similarly, fifty-five percent felt either"very well informed" or"somewhat well informed" about the Saint Anthony Park System and Facilities. During the past year, forty-seven percent of the sample reported household members had used the Saint Anthony Community Center; eighty percent of the users rated the facility and programs as "excellent"or"good,"while twenty percent were more critical in their judgments. Forty-eight percent were unable to rate the sufficiency of youth programs offered in the community; however, forty-two percent deemed them sufficient and only nine percent saw them as lacking in some way. Facilities Needs: By a 54%-21% margin, residents supported a property tax increase for a replacement Fire Station 4, which would house equipment, training facilities, and emergency medical services. And, by a 46%-23%judgment, they also supported a property tax increase for a replacement Public Works building to serve as a garage and repair area for heavy city equipment. The typical resident would support a property tax increase of$26.60 annually to fund a new facilities program for the Village of Saint Anthony. But, while twenty percent would oppose any tax increase for this purpose, twenty-one percent would support twice this level. Municipal Liquor Stores and Stonehouse Bar and Grill: Sixty-six percent of the residents reported visiting one of the Municipal Liquor Stores during the past twelve months. Over eighty percent rated the store and staff positively on a series of customer service dimensions: courtesy of the staff, assistance provided by the staff, knowledge Page 4 Village of Saint Anthony Executive Summary January, 2002 of the staff, convenient location of the store, organization of the store for ease of shopping, as well as the store being-clean and well-lit. Sixty-three percent thought a relocation of the Off-Sale Liquor Store located near the Stonehouse Bar and Grill and Fire Station to a site on New Brighton Boulevard would make "no difference" in their willingness to shop there. Eight percent reported they would be "more likely"to do so, while seventeen percent were "less likely"to shop at the new location. By a 54%-14% margin, though, residents supported the relocation of the Off-Sale Liquor Store if the former site were to be redeveloped. By a decisive 74%-11% majority, respondents supported the Village of Saint Anthony operating Municipal Liquor Stores and using the profits to fund village services and programs. By a similarly sweeping 65%-19% majority, residents also supported the Village of Saint Anthony operating food and bar establishments. And, residents supported a referendum, by a 58%-19% margin, to allow the Village simultaneously to issue liquor licenses to community restaurants and close the Stonehouse Bar: Also, if charitable gambling funding of youth recreation programs were no longer available because of these changes, the typical resident would be • willing to support a property tax increase of$22.60 to fund this type of programming. Drain Tile Systems: Twenty-five percent of the sample reported they had a drain tile system at their residence. Among this group, seventy-two percent stated they had a sump pump system there. And, eighteen percent of these households indicated their drain tiles or sump pump were connected directly to the village's sanitary sewers. Organized Refuse Collection: Fifty-one percent endorsed the current system of refuse hauler selection used in the Village of Saint Anthony. Sixteen percent would prefer the Village to assign current haulers to exclusively handle specific areas based on a bidding process, and thirteen percent would opt for the Village designating one hauler to serve the entire community. Twelve percent were indifferent and nine percent were uncertain about the best approach. Page 5 • Village of Saint Anthony Executive Summary January, 2002 Sources of Information: Thirty-six percent of the sample reported their principal source of information about Village government and its activities was the "Saint Anthony Bulletin." Seventeen percent used the "grapevine," and ten percent depended on the "Northeaster." Nine percent each relied upon the "city.newsletter" or"cable television." Seventy-five percent thought the quality and the amount of information they received from the Village of Saint Anthony was "about right," while twenty- two percent saw it as "too little." Eighty percent recalled receiving the"Village Notes"newsletter during the past year. A very strong eighty-seven percent of households receiving the newsletter reported members regularly read it. Even more impressively, eighty-six percent rated the newsletter as either"very effective"or"somewhat effective" in keeping them informed about activities in Saint Anthony. Sixty-one percent of the households in the sample received cable television. Among those households, a rather large fifty-two percent watched local programming on North Suburban Cable Channel 16 during the past six months. Sixty-three percent of the sample reported the presence of at least one computer at home. Most, eighty-seven percent, had access to the Internet from at least one home-based computer. A comparatively large thirteen percent of the sample visited the Village of Saint Anthony's webpage during the past year. Saint Anthony-New Brighton Public Schools: A relatively solid sixty.-five percent rated the quality of education provided by the Saint Anthony New Brighton Public Schools as either"excellent"or"good." Only four percent were more critical, with thirty-one percent unable to provide a rating. In evaluating aspects of the School District operations, large numbers of residents were simply unable to provide a judgment; negative.judgments proved to be minimal. By a 48%-6% split, residents agreed that duri ng the last few years, the Saint Anthony-New Brighton School District Administration and School Board have spent tax money effectively and efficiently. By a 51%- 8%judgment, respondents felt when the Saint Anthony-New Brighton School District asks - voters to approve a property tax increase, it is only as a last resort after the Administration and School Board have considered all other budget alternatives. By a 52%-5% verdict, residents agreed the Saint Anthony-New Brighton School District has been honest with residents about the ways in which they spend tax money. And, by a solid 62%-5% result, residents stated they trust the Saint Anthony-New Brighton School District School Board and Administration to do what is Page 6 • Village of Saint Anthony Executive Summary January, 2002 right for the children in this district. Conclusions: 1. Life in the Village of Saint Anthony was graded very highly by residents. The quality of life rating was solid and evaluations of both taxes and village services were also comparatively very high. Knowledge about the work of the Mayor and City Council proved to be lower than the norm, although, among those who were aware,judgments were positive. The City Staff, though, received very solid evaluations and were even more highly valued by residents coming into direct contact with them. One issue, though, concerned many residents—flooding and the accommodation and control of storm water run-off. 2. Support for a replacement Fire Station and Public Works building proved to be marginally strong. Convincing the undecided voters will be key to the success of any referendum effort. And, keeping the overall property tax increase as close to $27.00 on the median priced home will also be a critical consideration. 3. Village residents were generally supportive of the Saint Anthony Municipal Liquor Stores, rating both the staff and facilities very highly. In fact, almost three-quarters supported the operation of the stores and using the profits to fund village services and programs. A change of location of the store located near the Stonehouse Bar and Grill and the Fire Station did not dramatically impact future patronage. And, a solid majority of those holding opinions supported the move if the current site were to be redeveloped. 4. Just under two-thirds of the sample supported the Village of Saint Anthony operating food and bar establishments. But, even so, by a 58%-19% margin, residents supported a referendum allowing the Village to issue liquor licenses to community restaurants and closing the Stonehouse Bar. And, if charitable gambling revenue—currently used to fund youth recreation programs—were no longer available, the typical resident would support a yearly property tax increase of$22.60 to fund those programs. 5. The Saint Anthony-New Brighton School District was well-regarded. Very little criticism was found in the study about its operation or performance. However, there was a very large level of uncertainty about the School District, suggesting a need for better and more focused communications with residents. Page 7 Village of Saint Anthony Executive Summary January, 2002 In conclusion, Saint Anthony residents graded their village enterprise very positively in comparison with other inner-ring suburbs. It is clear that Village Government has stayed well ahead of the curve in meeting or exceeding residential expectations. Further, it continues to do an exemplary job in protecting the core values that attracted — and continue to attract— residents to Saint Anthony, as well as recasting the community in order to meet future needs. • Page 8 DECISION RESOURCES, LTD. VILLAGE OF SAINT ANTHONY 3128 Dean Court RESIDENTIAL STUDY Minneapolis, Minnesota 55416 FINAL November 2001 • Hello, I'm of Decision Resources, Ltd. , a polling firm located in Minneapolis . We've been retained by the Village of Saint Anthony to speak with a random sample of residents about issues facing the city. The survey is being taken because your city representatives and staff are interested in your opinions and suggestions. I want to assure you that all individual re- sponses will be held strictly confidential; only summaries of the entire sample will be reported. (DO NOT PAUSE) 1 . Approximately how many years have LESS THAN ONE YEAR. . . . .4% you lived in the Village of Saint ONE OR TWO YEARS. . . . . . 11% Anthony? THREE TO FIVE YEARS. . . 15% SIX TO TEN YEARS. . . . . . 14% ELEVEN - TWENTY YRS. . . 17% TWENTY - THIRTY YRS . . . 14% OVER THIRTY YEARS. . . . . 25 DON'T KNOW/REFUSED. . . . . 0 2 . How would you rate the quality of EXCELLENT. . . . . . . . . . . . . 38% life in Saint Anthony -- excel- GOOD. . . . . . . . . . . . . . . . . . 58% lent, good, only fair, or poor? ONLY FAIR. . . . . . . . . . . . . .3% POOR. . . . . . . . . . . . . . . . . . . 1% DON'T KNOW/REFUSED. . . . . 0% 3 . What do you like most about living in the Village of Saint Anthony? LOCATION, 330; SMALL TOWN, 27%; QUIET/PEACEFUL, 14%; SAFE, 5%; SCHOOLS, 5%; NEIGHBORHOOD, 5%; PEOPLE, 7%; CITY SERVICES, 2%; SCATTERED, 2% . 4 . What do you think is the most serious issue facing the Village of Saint Anthony today? UNSURE, 20%; NOTHING, 6%; GROWTH, 2%; CRIME, 3%; TAXES, 9%; CITY GOVERNMENT, 30; FLOODING, 3%; SCHOOLS, 3%; . APACHE MALL, 31%; AFFORDABLE HOUSING, 30; NEED MORE BUSI- NESSES, 7%; RUNDOWN AREAS, 2%; ROADS/INFRASTRUCTURE, 3%; CITY FINANCIAL ISSUES, 3%; SCATTERED, 30. 5 . How would you rate the general EXCELLENT. . . . . . . . . . . . . 26% sense of community among Saint An- GOOD. . . . . . . . . . . . . . . . . . 63% thony residents -- excellent, ONLY FAIR. . . . . . . . . . : . . . 9% good, only fair, or poor? POOR. . . . . . . . . . . . . . . . . . . 1% DON'T KNOW/REFUSED. . . . .2-% On another topic . . . . . . . • 1 6 . How safe would you feel walking VERY SAFE. . . . . . . . . . . . .43% alone in your neighborhood after REASONABLY SAFE. . . . . . .37% dark -- very safe, reasonably SOMEWHAT SAFE. . . . . . . . . 100 safe, somewhat safe, or very un- VERY UNSAFE. . . . . . . . . .8% safe? DON' T .KNOW/REFUSED. . . . . 2% 7 . Are there any areas in the Village of Saint Anthony where you would be afraid to walk alone at night? (IF "YES, " ASK: ) Where would they be? UNSURE, 40; NONE, 660; EVERYWHERE, 150; APACHE MALL, 5%; APARTMENTS,. 2%; MINNEAPOLIS BORDER, 20; SILVER LAKE ROAD, 3%; SCATTERED, 4% . 8 . Within the past two years, do you INCREASED. . . . . . . . . . . . . 19% think crime in your neighborhood DECREASED. . . . . . . . . . . . . . 3% has increased, decreased, or re- ABOUT THE SAME. . . . . . . . 7106 mained about the same? DON' T KNOW/REFUSED. . . . . 8% 9 . Offhand, do you recall the name of YES. . . . . . . . . . . . . . . . . . . 27% one Saint Anthony Police NO. . . . . . . . . . . . . . . . . . . . 72% Officer? DON' T KNOW/REFUSED. . . . . 1% 10 . During the past year, have you or YES. . . . . . . . . . . . . . . . . . . 28% household members participated in NO. . . . . . . . . . . . . . . . . . . . 72% a Neighborhood Block Club, Neigh- DON'T KNOW/REFUSED. . . . . 0% borhood Block Party, or activities for the National Night Out? I would like to read you a list of a few village services . For each one, please tell me whether you would rate the quality of the service as excellent, good, only fair, or poor? EXCL GOOD FAIR POOR D.K. 11 . Police protection? 38% 5706 306 006 3% 12 . Fire protection? 400 56% 0% 0% 406 13 . Emergency medical services? 36% 5401 10 006 90 14 . Sanitary sewer service? 1306 66% 6% 306 13% 15 . Accommodation and control of storm water run-off? 7% 55% 14% 906 16% 16 . Animal control? 12% 62% 506 3, 18% 17 . Park maintenance? 1706 6506 501 106 13% 18 . Recreational programs? 13% 54% 4% 0% 29% 19 . Property maintenance enforce- ment? 90 69% 6% 2% 14% 20 . Pavement repair and patching on city streets? 10% 73% 1006 506 2% 21 . Snowplowing of city streets? 261 66% 40 2% 3% IF "ONLY FAIR" OR "POOR" ON ANY OF ABOVE CITY SERVICES, ASK: (N=176) 2 22 . Why .do you feel that way? " FLOODING, 400; POTHOLES, 140; LOOSE ANIMALS, 90; MESSY YARDS, 111i; SLOW SERVICE, 80; UPDATE PARKS, 20; NEED MORE PROGRAMS, 5%; SEWER BACKUPS, 50; NOT ENOUGH POLICE PATROLLING, 2%; POOR JOB, 4%. 23 . Would you favor or oppose an in- FAVOR. . . . . . . . . . . . . . . . . 62% crease in YOUR village property OPPOSE. . . . . . . . . . . . . . . . 18% tax if it were needed to maintain DON'T KNOW/REFUSED. . . . 20% village services at their current level? IF "OPPOSE, " ASK: (N=71) 24 . What services would you be willing to see cut to keep property taxes at their current level? UNSURE, 41%; NONE, 6%; PARKS AND RECREATION, 320; ANIMAL CONTROL, 41; POLICE., 3%; ADMINISTRATION, 3%; FIRE DEPARTMENT, 3%; SCATTERED, 8% . 25 . Would you favor or oppose a reduc- FAVOR. . . . . . . . . . . . . . . . . . 9% tion in city services if your vil- OPPOSE. . . . . . . . . . . . . . . . 70% lage property taxes could be re- DON'T KNOW/REFUSED. . . . 21% duced? IF "FAVOR, " ASK: (N=35) ® 26 . What services would you be willing to see cut to reduce your property taxes? UNSURE 401; PARKS AND RECREATION, 29%; MORE EFFI- CIENT, 6% ; ANIMAL CONTROL, 9%; ADMINISTRATION, 3%; FIRE DEPARTMENT, 3%, SCATTERED, 11%. 27 . Do you consider village property VERY HIGH. . . . : . . . . . . . . . 91 taxes in Saint Anthony to be very SOMEWHAT HIGH. . . . . . . . . 33% high, somewhat high, about aver- ABOUT AVERAGE. . . . . . . . .41% age, somewhat_ low, or very low? SOMEWHAT LOW. . . . . . . . . . . 1% VERY LOW. . . . . . . . . . . . . . . 0% DON'T KNOW/REFUSED. . . . 16% 28 . When you consider the- property EXCELLENT. . . . . . . . . . . . . 12% taxes you pay and the quality GOOD. . . . . . . . . . . . . . . . . . 60% of village services you receive, ONLY FAIR. . . . . . . . . . . . . 17% would you .rate the general value POOR. . . . . . . . . . . . . . . . . . . 1% of village services as excellent, DON'T KNOW/REFUSED. . . . 11% good, only fair, or poor? Moving on. . . . • 3 29 . How much do you feel you know GREAT DEAL. . . . . . . . . . . . . 6% about the work of the Saint An- FAIR AMOUNT. . . . . . . . . . . 34% thony Village Council -- a great VERY LITTLE. . . . . . . . . . . 52% • deal, a fair amount, or very DON'T KNOW/REFUSED. . . . . 8% little? 30 . From what, you know, do you approve STRONGLY APPROVE. . . . . . . 50 or disapprove of the job perform- APPROVE. . . . . . . . . . . . . . . 32% ance of the Saint Anthony Village DISAPPROVE. . . . . . .. . . . . . 15% Council? (WAIT FOR RESPONSE) And STRONGLY DISAPPROVE. . . . 20 do you feel strongly that way? DON'T KNOW/REFUSED. . . .470 IF OPINION STATED IN QUESTION #30, ASK: (N=214) 31 . Why do you feel that way? UNSURE, 60; GOOD JOB, 40%; POOR JOB, 90; NO PROB- LEMS, 1.1 ISSUES, 17%; DON' T LISTEN, 6%; HEARSAY,- 2%; LISTEN, 30; WASTE MONEY, 2%; COULD IMPROVE, 30; SCATTERED, 1 32 . How much first-hand contact have QUITE A LOT. . . . . . . . . . . . 6% you had with the Saint Anthony SOME. . . . . . . . . . . . . . . . . . 20% Village Staff -- quite a lot, VERY LITTLE. . . . . . . . . . .37% some, very little, or none at all? NONE AT ALL. . . . . . . . . . .310 DON'T KNOW/REFUSED. . . . . 6% 33 . From what you know, how would you EXCELLENT. . . . . . . . . . . . . . 7% rate the job performance of the GOOD. . . . . . . . . . . . . . . . . . 39% Saint Anthony Village 'Staff -- ONLY FAIR. . . . . . . . . . . . . . 5% excellent,. good; only fair, or POOR. . 2% poor? DON' T KNOW/REFUSED. . . .47% IF RATING IS -GIVEN IN QUESTION #33 , ASK: (N=213) 34 . Why did you rate village staff as ? UNSURE, 9%; GOOD JOB, 21%; POOR JOB, 60; HELPFUL, 436; NO PROBLEMS, 100; DON' T LISTEN, 3%; HEARSAY, 40; LISTEN, 26; - SCATTERED, 3% . Let' s talk about .park and recreation opportunities in the Village of Saint Anthony. . . . 35 . In general, how well informed are VERY WELL INFORMED. . . . 10% you about. the Saint Anthony Park SOMEWHAT INFORMED. . . . .45% System and facilities -- Would you NOT TOO WELL. . . . . . . . . . 26% say you are very well informed, NOT AT ALL. . . . . . . . . . . . 15% somewhat informed, not too well DON'T KNOW/REFUSED. . . . .401 informed, .or. not at all informed? 4 36 . How would you rate park and recre- EXCELLENT. . . . . . . . . . . . . 12% ation facilities in Saint Anthony GOOD. . . . . . . . . . . . . . . . . 53o -- excellent, good, only fair, or ONLY FAIR. . . . . . . . . . . . . 12% poor? POOR. . . . . . . . . . . . . . . . . . . 2% DON'T KNOW/REFUSED. . . . 210 37 . During the past year, have you or NO. . . . . . . . . . . . . . . . . . . . 54% members of your household used the YES/EXCELLENT. . . . . . . . . . 9% Saint Anthony Community Center? YES/GOOD. . . . . . . . . . . . . . 28% (IF "YES, " ASK: ) Would you rate YES/ONLY FAIR. . . . . . . . . . 6% the Community -Center facility and YES/POOR. . . . . . . . . . . . . . . 3% programs as excellent, good, only YES/UNSURE. . . . . . . . . . . . . 1% fair, or poor? DON'T KNOW/REFUSED. . . . . 1% 38 . From what you have seen or heard, YES . . . . . . . . . . . . . . . . . . . 42% are there a sufficient number of NO. . . . . . . . . . . . . . . . . . . . . 9% youth programs offered in the com- DON'T KNOW/REFUSED. . . . 48% munity? Changing topics . . . . The Village of Saint Anthony is reviewing its facilities needs, given both the age and adequacy of its buildings and current demographic changes in the population. In particular, there have been discussions about the current Fire Station and Public Works building. To upgrade present facilities or build new ones, a property tax increase would be required. For each of the follow- ing, please tell me if you would strongly support, somewhat support, somewhat oppose, or strongly oppose a property tax increase for that purpose. If you have no opinion, just say ® so. . . . STS SMS SMO STO DKR 39 . A replacement Fire Station to house equipment, training facilities,, and emergency medical services . 16% 3806 1301 80 26% 40 . A replacement Public Works building to serve as a garage and repair area for heavy city equipment, such as snow plows and road maintenance vehicles . 151 31% 150 8o 31% Suppose the Village of Saint Anthony proposed an approach for the replacement of the current Fire Station and Public Works building which you considered reasonable. Residents would be asked to increase their property taxes for twenty years to cover the costs of construction bonds . • 5 41 . How much would you be. willing to NOTHING. . . . . . . . . . . . . . .201 increase your property tax to fund $20 . 00 . . . . . . . . . . . . . . . .150 a new facilities program for the $40 . 00 . . . . . . . . . . . . . . . . . 80 • Village of Saint Anthony? Let' s $60 . 00 . . . . . . . . . . . . . . . . 110 say, would you be willing to in- $80 . 00 . . 50 crease your property taxes by $100 . 00 . . . . . . . . . . . . . . . . 30 $ ? (CHOOSE RANDOM STARTING $120 . 00 . . : . . . . . . . . . . . . . 20 POINT; MOVE UP OR DOWN DEPENDING DON'T KNOW. . . . . . . . . . . .350 ON ANSWER) How about $ per . REFUSED. . . . . . . . . . . . . . . . 30 year? (REPEAT PROCESS) Moving on. . . . As you may know, ,the Village of Saint Anthony owns and operates Municipal Liquor Stores . 42 . Have you visited any of these YES. . . . . . . . . . . . . . . . . . . 660 stores during the past twelve NO. . . . . . . . . . . . . . . . . . . .3.4. months? DON' T KNOW/REFUSED. . . . . 00 IF "YES, " . ASK: (N=266) Please rate the store and/or staff on each of the following criteria. For each one, please tell me if you would rate it as excellent, good, only fair, or poor. If you have no opinion about it, just say so. EXCL GOOD. FAIR POOR DKRF 43 . Courtesy of staff? 290 600 70 00 40 44 . Assistance provided by staff? 230 610 loo 00 60 45 . Knowledge of staff? 190 640 60 00 100 46 . Convenient location of store-? 330 620 20-. 00 30 47 . Organization of store for ease of shopping? 210 670 60 00 70 48 . Cleanliness and well.- lighted store? 260 640 60 10 40 If the Off-Sale Liquor Store located near the Stonehouse Bar and Grill and the Fire Station were to move from its present location to a site on New Brighton Boulevard. . . . 49 . Would you be more or less likely MUCH MORE LIKELY. . . . . . . 30 to shop at the store at the new SOMEWHAT MORE LIKELY. . . 50 location? (WAIT FOR RESPONSE) Is NO DIFFERENCE. . . . . . . . . 63% that much (more/less) likely or SOMEWHAT LESS LIKELY. . 120 only somewhat (more/less) ? MUCH LESS LIKELY. . . . . . . 50 DON' T KNOW/REFUSED. . . . 130 • 6 50 . Would you support or oppose the STRONGLY SUPPORT. . . . . . . 76 relocation of that Off-Sale Liquor SUPPORT. . . . . . . . . . . . . . .470 Store if the former site by the OPPOSE. . . . . . . . . . . . . . . . . 90 Stonehouse* and Fire Station were STRONGLY OPPOSE. . . . . . . . 50 redeveloped? (WAIT FOR RESPONSE) DON'T KNOW/REFUSED. . . .320 Do you feel strongly that way? As you may know, the Village of Saint Anthony also owns and operates the Stonehouse Bar and Grill . 51 . In general, do you support or STRONGLY SUPPORT. . . . . .230 oppose the Village of Saint An- SUPPORT. . . . . . . . . . . . . . . 510 thony operating municipal liquor OPPOSE. . . . . . . . . . .. . . . . . .. 80 stores and using- the profits to STRONGLY OPPOSE. . . . . . . . 30 fund village services and pro- DON' T KNOW/REFUSED. . . . 160 grams? (WAIT FOR RESPONSE) Do you. feel strongly that way? 52 . And, in general, do you support or STRONGLY SUPPORT. . . . . . 120 oppose the Village of Saint An- SUPPORT. . . . . . . . . . . . . . . 530 thony operating food and bar OPPOSE. . . . . . . . . . . . . . . . 150 establishments? (WAIT FOR RE- STRONGLY OPPOSE. . . . . . . .40 SPONSE) Do you feel strongly that DON'T KNOW/REFUSED. . . . 160 way? There has been some discussion about changing Village ordinances to allow Saint Anthony to issue liquor licenses to restaurants in the community. If this change were made, the Village would then move to close the Stonehouse Bar. 53 . Would you support or oppose a STRONGLY SUPPORT. . . . . . 160 referendum allowing the Village to SUPPORT. . . . . . . . . . . . . . .420 issue liquor licenses to rest- OPPOSE. . . . . . . . . . . . . . . . 130 aurants in the - community? (WAIT STRONGLY OPPOSE. . . . . . . . 60 FOR RESPONSE). . Do- you feel strongly DON' T KNOW/REFUSED. . . . 230 that way? The Village of Saint Anthony has traditionally not funded youth recreation programs, including youth sports, from general revenue sources . Instead, these programs have been funded from charit- able gambling sources . . 54 . If funds from charitable gambling NOTHING. . . . . . . . . . . . . . . 240 sources were- no longer available, $20 . 00 . . . . . . . . . . . . . . . . 150 how much would you be willing to $4.0 . 00 . . . . . . . . . . . . . . . . 120 increase your property taxes to $60 . 00 . . . . . . . . . . . . . . . . . 66 fund youth recreation programs? $80 . 00 . . . . . . . . . . . . . . . . .40 Let' s say, would you be willing $100 . 00 . . . . . . . . . . . . . . . . 30 to increase yearly property taxes $120 . 00 . . . . . . . . . . . . . . . . 20 by $ per year? (DEPENDING DON'T KNOW. . . . . . . . . . . . 280 ON RESPONSE, MOVE UP OR DOWN) REFUSED. . . . . . . . . . . . . . . . 70 How about $ per -year? (REPEAT PROCESS) Changing topics again. . . . 7 55 . Do you have a drain tile system at YES. . . . . . . . . . . . . . . . . . .25% your residence? NO. . . . . . . . . . . . . . . . . . . . 56% DON'T KNOW/REFUSED. . . . 19% IF "YES, " ASK: (N=100) 56 . Do you .have a sump pump sys- YES. . . . . . . . . . . . . . . . . . .72% tem at your residence? NO. . . . . . . . . . . . . . . . . .27% DON'T KNOW/REFUSED. . . . . 1% IF "YES, " ASK: (N=72) 57 . Are your drain tiles or YES. . . . . . . . . . . . . . . . . . . 18% sump pump connected NO. . . . . . . . . . . . . . . . . . .740 directly to the sanitary DON'T KNOW/REFUSED. . . . . 8% sewers? As you may know, several refuse haulers serve Saint Anthony. People who are in favor of this arrangement feel it has permitted citizens to choose their own haulers and contract directly with them. People opposed to it say it has also created significant overlap between the hauler routes, substantial damage to streets, and increased noise and congestion. 58 . Of the following three proposals, PROPOSAL A. . . . . . . . . : . . 51% which do you favor the most : PROPOSAL B. . . . . . . . . . . . 16% A. The present system; PROPOSAL C. . . . . . . . . . . . 13% B. The Village assigns current INDIFFERENT. . . . . . . . . . . 12% haulers to exclusively handle DON'T KNOW/REFUSED. . . . . 9% specific areas based on a • bidding process; OR C . The Village designates one hauler to serve the entire c ommun i ty.. Changing topics once again. . . . 59 . What is your principal source of information about Village government . and its activities? UNSURE, 3%; VILLAGE NOTES, 5%; NEWSLETTER, 9%; CABLE TELEVISION, 9%; SAINT ANTHONY BULLETIN, 36%; STAR TRIBUNE, 3%; NORTHEASTER, 10%; PEOPLE, 17%; FOCUS, 6%; SCATTERED, 20 . Thinking about both the quality and the quantity of the informa- tion you receive from the Village of Saint Anthony. . . . 60 . In general, do you receive too TOO MUCH. . . . . . . . . . . . . . . 0% much information from the Village ABOUT RIGHT AMOUNT. . . . 75% of Saint Anthony, about the right TOO LITTLE. . . . . . . . . . . .22% amount, or too little information? DON'T KNOW/REFUSED. . . . . 3% 8 61 . Do you recall receiving the YES. . . . . . . . . . . . . . . . . . . 80% newsletter, titled "Village NO. . . . . . . . . . . . . . . . . . . . 18% Notes, " during the past year? DON'T KNOW/REFUSED. . . . . 2% • IF "YES, " ASK: (N=320) 62 . Do .you or any members of your YES. . . . . . . . . . . . . . . . . . . 87% household regularly read it? NO. . . . . . . . . . . . . . . . . . 12% DON'T KNOW/REFUSED. . . . . 1$ 6.3 . How effective is this VERY EFFECTIVE. . . . . . . . 330 newsletter in keeping you in- SOMEWHAT EFFECTIVE. . . . 530 formed about activities in NOT TOO EFFECTIVE. . . . . 11% St. Anthony, very effective, NOT AT ALL EFFECTIVE. . . 0% somewhat effective, not too DON'T KNOW/REFUSED. . . . . 3% effective, or not at all ef- fective? 64 . Does your household currently re- YES. . . . . . . . . . . . . . . . . . . 610 ceive cable television? NO. . . . . . . . . . . . . . . . . . . . 39% REFUSED. . . . . . . . . . . . . . . . 0% IF "YES, " ASK: (N=243 ) 65 . During the past six months, YES. . . . . . . . . . . . . . . . . . . 52% have you watched local pro- NO. . . . . . . . . . . . . . . . . . . . 48% gramming on North Suburban DON'T KNOW/REFUSED. . . . . 0% Cable Channel 16? 66 . How many computers do you have in NONE. . . . . . . . . . . . . . . . . . 38% your home? ONE. . 440 TWO. . . . . . . . . . . . . . . . . 14% THREE. . . . . . . . . . . . . . . . . . 3% FOUR. . . . . . . . . . . . . . . . . . . 1% FIVE. . . . . . . . . . . . . . . . . . 1% SIX OR MORE. . . . . . . . . . . . 0% REFUSED. . . . . . . . . . . . . . . . 0% IF' "ONE" OR MORE, ASK: (N=249) 67 . Do you have access to the YES . . . . . . . . . . . . . . . . . . . 87% Internet? NO. . . . . . . . . . . . . . . . . . . . 13% DON'T KNOW/REFUSED. . . . . 0% 68 . Have you visited the Village of YES. . . . . . . . . . . . . . . . . . . 13% Saint Anthony' s webpage during NO. . . . . . . . . . . . . . . . . . . . 830 the past year? DON'T KNOW/REFUSED. . . . . 5% Thinking about the Saint Anthony-New Brighton Public Schools . . . . 69 . How would you rate the quality of EXCELLENT. . . . . . . . . . . . . 25% education provided by the Saint GOOD. . . . . . . . . . . . . . . . . 40a Anthony-New Brighton Public ONLY FAIR. . . . . . . . . . . . . . 30 Schools --, excellent, good, only POOR. . . . . . . . . . . . . . . . . . . 1% fair, or poor? DON'T KNOW/REFUSED. . . . 31% • 9 I would like to ready you a list of statements others have told US . For each one, please tell me whether you strongly agree, agree, disagree, or strongly disagree. If you have don' t know, just say so. . . . STA AGR DIS STD DKR 70 . During the last few years, the Saint Anthony-New Brighton School District Administration and School Board have spent tax money effectively and efficiently. 10% 380 5% 10 46% 71 . When the Saint Anthony-New Brigh- ton School District asks voters to approve: a property tax increase, it is only as a last resort after the Administration and School Board have considered all other budget alternatives . 801 430 7% 10 41% 72 . The Saint Anthony-New Brighton School District has been honest with residents about the ways in which they spend tax money. 8% 44% 4% 1% 44% 73 . I trust the Saint Anthony-New Brighton School District School Board and Administration to do • what is right for the children in this district . 12% 50% 401 1% 330 Now, just a few more questions for demographic purposes . . . . Could you please . tell me how many people in each of the following age groups live in your household. Let' s start oldest to young- est, and be sure to include yourself . . . . 74 . First, persons 65 or over? NONE. . . . . . . . . . . . . . . . . . 59% ONE. . . . . . . . . . . . . . . . . . . 21. TWO OR MORE. . . . . . . . . . . 20o 75 . Adults under 65? NONE. . . . . . . . . . . . . . . . . . 346 ONE. . . . . . . . . . . . . . . . . . . 206 TWO. . . . . . . . . . . . . . . . . . . 42% THREE OR MORE. . . . . . . . . . 5% 76 . School-aged children, 5 to 18 NONE. . . . . . . . . . . . . . . . . . 76% years old? ONE. . . . . . . . . . . . . . . . . . . . 9% TWO. . . . . . . . . . . . . . . . . . . 116 THREE OR MORE. . . . . . . . . .4% 77 . Pre-schoolers? NONE. . . . . . . . . . . . . . . . . . 93% ONE. . . . . . . . . . . . . . . . . . . . 60 • TWO OR MORE. . . . . . . . . . . . 1% 10 78 . Do you own or rent your present OWN. . . . . . . . . . . . . . . . . . . 726 residence? RENT. . . . . . . . . . . . . . . . . . 286 REFUSED. . . . . . . . . . . . . . . . 06 79 . What is your age', please? 18-24 . . . . . . . . . . . . . . . . . . 20 25-34 . . . . . . . . . . . . . . . . . 100 35-44 . . . . . . . . . . . . . . . . . 206 '45-54 . . . . . . . . . . . . . . . 186 55-64 . . . . . . . . . . . . . . . . . 156 65 AND OVER. . . . . . . . . . . 356 REFUSED. . . . . . . . . . . . . . . . 06 80 . What is your occupation and, if applicable, the occupation of your spouse or partner? PROFESSIONAL=TECHNICAL, 240; OWNER-MANAGER, 7%; CLERICAL- SALES, 13%; BLUE COLLAR, 16%; RETIREES, 37%; SCATTERED, 401 . 81 . Which of the following best des- SINGLE/NO OTHER. . . . . . .3201 cribes your household: (READ) SINGLE PARENT. . . . . . . . . .46 A. Single, no other family at MAR/PARTN/CHILDREN. . . . 26% home . MAR/PARTN/NO CHILD. . . . 361 B . Single parent with children at SOMETHING ELSE. . . . . . . . . le home . DON'T KNOW/REFUSED. . . . . 06 C. Married or partnered, with children at home . D. Married or partnered with no children or no children at home . ® E. Something else . 82 . What is the last grade of formal HIGH SCHOOL OR LESS. . . . 6% education you completed? HIGH SCHOOL GRADUATE. . 21% VO-TECH/TECH COLLEGE. . 10% SOME COLLEGE. . . . . . . . . . 15% COLLEGE GRADUATE. ... . . . 326 POST-GRADUATE. . . . . . . . . 166 REFUSED. . . . . . . . . . . .. . . . 1% 83 . Which of- the following categories WHITE. . . . . . . . . . . . . . . . . 956 represents your ethnicity -- AFRICAN-AMERICAN. . . . . . . 2% White, African-American, Hispanic- HISPANIC-LATINO. . . . . . . . le Latino, Asian-Pacific Islander, ASIAN-PACIFIC ISLANDER. 1% Native American, or something NATIVE AMERICAN. . . . . . . . le else? (IF "SOMETHING ELSE, " ASK: ) SOMETHING ELSE. . . . . . . . . 0% What would that be?. MIXED/BI-RACIAL. . . . . . . . 06 DON'T KNOW. . . . . . . . . . . . . 01 REFUSED. . . . . . . . . . . . . . . . 06 And now, for one final question, keeping in mind that your an- swers are held strictly confidential . . . . 11 84 . Is your pre-tax yearly household UNDER $25, 000 . . . . . . . . . 11. income over or under $50, 000? $25, 001-$50, 000 . . . . . . .250 IF "OVER, " ASK: $50, 001-$75, 000 . . . . . . . 15. Is it over $75, 000? (IF "YES, " $75, 001-$100, 000 . . . . . . 10. • ASK: ) Is it over $100, 000? OVER $100, 000 . . . . . . . . . . 8. IF "UNDER., " ASK: DON'T KNOW. . . . . . . . . . . . . 3. Is it under $25, 000? REFUSED. . . . . . . . . . . . . . .2806 85 . Gender. (DO NOT ASK) MALE. . . . . . . . . . . . . . . . . .49. FEMALE. . . . . . . . . . . . . . . . 51. 86 . Region of City: PRECINCT 1 (HENNEPIN) .28. PRECINCT 2 . (HENNEPIN) .41. PRECINCT 3 . (RAMSEY) . . . 30. 12 I � �i..... ...... ... ... Vill v thony 1 7 i Ca ital, Proj ec Fi :p t nancin 9 December 6, Zoos . .. . ....... ....... I j • St. Anthony Village Capital Project Financing December 6, 2001 Potential Projects +Public Works Building ® *Fire Station *Others? Max Cost Projections ®Public Works - $6 million +Fire Station - $2 million Other - ? • 1 Financing Options +Cash on hand +Referendum general obligation *Lease purchase General Obligation Bonds *Voter approved means less public • controversy Of service spread on market value +Impact debt limits (currently no G.O. debt—capacity $8.4 million) Lease Purchase *HRA lease to City *Debt repayment from debt levy and outside levy limits 1J Impacts debt limits if over$1 million and not supported from outside revenue m Potential for increased controversy since not voter approved +Costs spread on tax capacity value • 2 Debt Impacts AnBtyaLS of Tax Impact for pobrttlal G.O.Bond Issue for$8SM in - project Coats Bond Issue Size 58,685,8170 . Est Market Vahm '453,940,510 RCSiCendal: 8Q000 1130 158,058 `.162 150.0W ;'243 20D,OW s 324 3W,0W 487 Comme¢21:10..000 162 200,000 !324 30J.000 487 5 DO.]07—_—.—~bil Debt Impacts Analysis of Tax Impact for potential Lease Revenue issue for$9.5M in Project Costs Eland sue She ® Est tiet Tax QVaCitY m 4,56L.054 Re5W ntal: 61'x'00-. ..135 100,E 168 1SO,UCO 252 207,058 6 MUM SN C—merclal:I00,000 i 252 .__....-----__...._. ___..._._._....___.....__._..._......:._...V7...._._......._.........._ 200,Li 3".,0,00 683 ! -__._..___—___....------------------ ..._._.._._.__---._..._..__._......._._._......._.._II 500.0U i La56 Options +Downsize Public Works Building +Consider lease payments contributions from utility funds to reduce debt levy (would increase water and sewer rates) *Wait for survey results +Other? • 3 EHLERS _A0 & ASSOCIATES INC' OTo:' Mike Morrison, City Manager From: Jim Prosser, Financial Advisor W Subject: Kenzie Terrace Redevelopment Process Options Date: December 14, 2001 St. Anthony Village has requested an evaluation of options for redevelopment of the City owned parcels in the Kenzie Terrace area. These parcels include the Stonehouse, SAV Liquor Store One,the Fire Station and the former Custom Liquidators building. The redevelopment potential of the city owned parcels was evaluated by several developers and professional planner, Don Brauer. The conclusion of this evaluation was that redevelopment of the City owned sites would be relatively difficult from a planning and financial perspective. Increasing the size of the redevelopment area to include the shopping center and the gas station was recommended for the following reasons: 1. The city owned sites,.by themselves,are too small to attract interest from qualified ® developers. 2. The physical arrangement of the site limits development potential. 3. The current state of the adjoining shopping center limits market interest for the City owned sites. 4. There is strong market interest in a site that would include the City owned parcels and the shopping center/gas station for residential mixed use: 5. Concept site plans were prepared to assess financial feasibility for site redevelopment of the combined sites. The concepts demonstrated financial feasibility for redevelopment. Based on these findings it is recommended that the City implement a process to further evaluate redevelopment of a the site including City owned parcels, the shopping center and the gas station. The suggested process would include the following elements: • LEADERS IN PUBLIC FINANCE 3060 Centre Pointe Drive 651.697.8503 fax 651.697.8555 Roseville, MN 55113-1105 -.fax December 14,2001 :. • Page 2 Activity Purpose Time frame Establish City Council appoint task force to 2 weeks community/neighborhood task provide recommendation to City force. Council regarding guidelines for site redevelopment(uses, design elements). Task force orientation. Review history of site development. 2 weeks Review developer feedback regarding site potential. Review planning issues(constraints and opportunities). . Establish task force process and schedule. Task force meetings. Receive community input. 4 to 8 weeks (Most likely 2 or 3 meetings) Identify community issues. Identify planning options. Review concept plans. Develop recommended development ® guidelines(use and design). Council review of Determine target redevelopment site 2 weeks recommendations. use and design guidelines Developer proposals. Solicit proposals from qualified 3 weeks developers using guidelines established by city council. Developer selection. Review development proposals. 2 weeks Assess developer capability. Assess financial feasibility. Assess developer compatibility to city needs, Preliminary development. Identify development agreement issues 12 -26 weeks (preliminary site planning, design, financial need assessment, acquisition assistance) Development agreement. Land use review, site acquisition, 12 - 52 weeks financing Construction Demolition, site preparation, construct 52 weeks development December 14,2001 _ Page 3 An alternative approach would be to designate an individual to facilitate community meetings without use of a task force. The meetings would address the same issues as included within the task force process. The use of a facilitator instead of a task force is sometimes considered for projects such as this to encourage broader based participation of area residents. The use of a facilitator may also expedite the planning process. Both the task force and the facilitator process should be complimented by an aggressive public information program. NAMinnsota',St.AnthonyNKenzie Terrace\dev.opts.12.13.wpd • CITY OF ST. ANTHONY 2002 GOAL SETTING AGENDA Friday,January 25,2002 9:00 AM to 3:00 PM Participants: Mayor, City Council, Staff Facilitator: Jim Prosser 1. Continue Goal Setting. 2. Discussion Items. A. Work session format in 2002. B. Review Standing Rules for conduct'of City Council meetings. C. Discuss open meeting law. D. Code enforcement discussion for 2002. E. Budget calendar for 2003. F. Volunteer Dinner. G. City Hall/Community Center improvements. H. Other issues. • ® CITY OF ST. ANTHONY 2002 STANDING RULES FOR CONDUCT OF CITY COUNCIL MEETINGS INTRODUCTION In the belief that the best decisions are made by the best informed decision makers and that the public decision process is best served when the public has every opportunity to present views, the following rules are established to govern regular and special Council meetings as well as formal public hearings. There are several goals behind these rules. In general, free and open discussion by all interested parties should be an essential part of the decision-making process. The Council process should have as little procedural overhead as possible. Time is better spent on substantial matters rather than performa matters. MEMBERSHIP • The formal Council membership consists of the four Councilmembers and the Mayor: All five have one vote each and all five can introduce motions. For purposes of leading the meeting, the Mayor, or in the absence of the Mayor, the Mayor Pro Tem, will be considered the Chairperson. A quorum of the Council is three members. A quorum is required to do official business. Meetings of the Council shall be held at City Hall on the second and fourth Tuesday of each month at 7:00 pm. The meeting held on the second Tuesday of the month will be conducted as a study session and only Council business deemed necessary by the Councilmembers and/or City Manager will be acted upon. The Council meeting held on the fourth Tuesday of the month will be conducted as a regular Council meeting during which the great majority of Council business will be acted upon. RULES Order of Business The following shall be the order of business of the Council: CALL TO ORDER PLEDGE OF ALLEGIANCE `� • ROLL CALL APPROVAL OF MEETING AGENDA PROCLAMATIONS AND RECOGNITIONS COMMUNITY FORUM'- Individuals may address the City Council about any item not included on the regular agenda. Speakers are requested to come to the podium, state their name and address for the secretary's record, and limit their remarks to five minutes. Generally, the City Council will not take official action on items discussed at this time, but may typically refer the matter to staff for a future report or direct that the matter be scheduled on an upcoming agenda. CONSENT AGENDA - These items are considered routine and will a enacted by one motion. There will be no separate discussion of these items unless a Councilmember or citizen so requests, in which event the item will be removed from the Consent Agenda and placed elsewhere on the agenda. PUBLIC HEARINGS STAFF REPORTS GENERAL POLICY BUSINESS OF THE COUNCIL • REPORTS FROM COUNCILMEMBERS AND CITY MANAGER INFORMATION AND ANNOUNCEMENTS ADJOURNMENT Agenda To be considered, an item must be on the agenda and the agenda must be distributed to all the Councilmembers and any other persons having responsibility for an item at least three working days prior to the meeting. An agenda can be modified with addenda by a majority vote but this should be used only for minor items or items with extreme time constraints. An item can be moved from the consent agenda to the action agenda at the request of any Councilmember. Since there will be audience and cable TV viewers not familiar with each item, the chair will give a brief explanation of each item as it is addressed. • -2- • The order of items on the agenda need not be followed absolutely. The Mayor may adjust the order in the interest of: • Filling in time before a scheduled item, i.e., a public hearing. • Grouping several items to best make use of consultant time. • Accommodating individuals who have attended the meeting specifically to provide input on an item. Process - Regular and Special Council Meetings For these proceedings the Council will use the "open discussion" procedure. That is, discussion is open to any member before or after a motion is made. This privilege is also extended to the City Manager, and any of the consultants who may have an interest in or can contribute to the item at hand. This privilege is also extended to those members of the audience who wish to provide input The Mayor may rule out of order any input felt to be redundant, superfluous or irrelevant. The Mayor can make liberal use of the "unanimous consent" procedure. That is, items that in the judgement of the chair are likely.to be unanimously approved can be ® introduced for approval with the statement: "If there are no objections..........stands approved (or denied)." If any Council member has an objection, the item reverts to the standard motion procedure. This "unanimous consent" procedure cannot be used for items requiring formal votes, i.e., resolutions or for approval of the consent agenda. The standard motion procedure is changed to not require a second. A motion need only be made to be considered. This also applies to amendments. Any motion, by any member, shall be reduced to writing upon request of any member. No motion shall be put to a vote until it has been stated by the recorder at the request of any member of the Council. To eliminate confusion, only one amendment will be considered at a time and that amendment must be germane to the motion. An amendment cannot itself be amended. If a change to an amendment is deemed appropriate, the amendment should be withdrawn and reintroduced accordingly. The general mode of voting will be by acclamation but with enough clarity that the individual votes can be recorded in the minutes. If in doubt, the clerk can request clarification. Each individual's vote will be entered in the minutes. Any member may abstain from voting or disqualify himself/herself. The reason for disqualification or abstention must be stated by the member and entered into the -3- minutes. If a member disqualifies himself/herself, he/she may leave the room while the ® issue is being considered. Any Councilmember may request the City Manager to prepare a proposed ordinance. Roberts Rules of Order (Revised) shall govern the Council procedures not covered by 'the Standing Rules of the Council. The meeting will be video taped and the tape will be retained for 3 months following approval of the minutes of the meeting. The standard retention can be extended if in the judgement of the Mayor, City Manager, City Clerk or any Councilmember, such action is warranted. If the Council action is the result of a resident request and that request is denied in whole or in part, reasons of the fact supporting the denial will be made part of the public record. No Council meeting will extend beyond 10:30 PM except by unanimous vote. This rule is not subject to the modification or suspension provisions of the Standing Rules. Process - Public Hearings Since a public hearing is a more formal procedure and often requires certain procedures • and actions to be legal, the meeting rules are changed accordingly. . The primary aim of a public hearing is to take input from the public. To accomplish this in the most effective manner, the Mayor will introduce the hearing with an explanation of the issues. The Mayor will give this explanation or a person designated by the Mayor. The use of explanatory visual aids is encouraged. Following the explanation, input from the public will be taken. Prior to accepting input, though, the Mayor will state the areas where input will be appropriate, the maximum time to be allotted to any individual presenter and any other procedural rules deemed appropriate to guarantee that all concerned parties have a fair and adequate opportunity to be heard. All individuals wishing to speak must fill out and submit identification form and speak into a recording microphone. Individuals not wishing to speak in public may provide a written statement. The Council may take up to 15 minutes to review written statements presented at the meeting. If the Council decides not to act on the issue at the public hearing meeting, it may by majority vote extend the time where written input will betaken to a day not later than 1 week before the next meeting where a deciding vote is planned. All speakers are expected to be business-like, to-the-point and courteous. Anyone not ® -4- • abiding by these rules will be considered to be out of order: The Council will refrain from initiating a discussion during the pubic input-phase of the hearing except to clarify points brought up. Once the public testimony phase is complete, the Mayor will announce the public hearing to be closed and the Council will revert back to its open discussion mode of operation. From this point on, public input will only be appropriate when solicited by the Council. It shall be the intent of the Council to vote on the issue at the same meeting as the public hearing and as close in time to the public hearing as possible. Should it be necessary to defer voting until a later date, the procedure will be clearly explained to the audience. .. No public hearing will extend beyond 10:00 PM. If the motion contains conditions, as may occur in conditional use or variance requests, those conditions will be conveyed in writing to the requestor. If the public hearing is the result of a resident request and that request is denied in whole or in part, reasons of fact supporting the denial will be made part of the public record. If the public hearing is to set an assessment rate, the assessment formula(s) under discussion cannot be altered. This implies that the Council has fully discussed any formulas prior to the hearing and that the appropriate legal, fiscal and engineering consultants have passed on formula(s) viability, legality, and feasibility. If the hearing is to set an assessment, it cannot be scheduled later than the first meeting in September. This is to allow time to correct errors prior to the time needed to certify the rolls to the county. MAYOR PRO TEM The Mayor Pro Tern shall be appointed in January of each year. The first Mayor Pro Tom after adoption of this rule shall be the Councilmember with the'most continuous time on the Council. The position shall then be rotated among Councilmembers based on time of continuous service. If two or more members have identical seniority, the appointment shall be based on alphabetical order by last name. A Councilmember may not serve as Mayor Pro Tern twice until all other Councilmembers have been Mayor Pro Tem. A Councilmember may decline the appointment for good cause and maintain his/her • -5- • place in the rotation for appointment the following year. ADOPTION/MODIFICATION/SUSPENSION These rules with the exception.of the mandatory 10:30 PM adjournment can be adopted, modified or suspended in whole or in part by a majority vote of the Council. If suspended, they are automatically reinstated at the next meeting. ANNUAL REVIEW These rules will be reviewed annually at the first meeting in January. INTERPRETATION The Mayor will interpret the rules. However, the Mayor's interpretation can be appealed by any Councilmember and can be overruled by a majority vote. • 145 University Avenue West, St. Paul, MN 55103-2044 • Phone: (651) 281-1200 • (800) 925-1122 TDD (651) 281-1290 League o`Minnesota Cities LNIC Fax: (651) 281-1299 • LMCIT Fax: (651) 281-1298 Cities promoting excenence Web Site: http://www.lmnc.orgi January 9, 2002 Mike Morenson City of St. Anthony Village 3301 Silver Lake Rd NE St. Anthony Village, MN 55418-1603 Re: Serial Meetings Dear Mr. Morenson: This letter is response to your recent inquiry for information regarding serial meetings and the Open Meeting law. • As you are aware, the Open Meeting law requires, with some specific exceptions, that all meetings of public bodies be open to the public. A meeting is not limited to official council meetings, and also includes such things as executive sessions and training sessions. In general; a meeting is anytime a quorum of the body is present and official business is discussed. I believe that it is helpful to-keep in mind that the intent of the Open Meeting law is that the public be able to see not only the decisions that are reached, but also the input and deliberation that go into those decisions. Through a serial meeting, it is possible to violate the Open Meeting law without a quorum of the council being together in the same location. Such a violation could occur as follows: council member A meets with council member B and they discuss city business; either then meets with council member C and discuss the same business. Without being in the same room, a quorum of a five person council have discussed the same issue. In theory, council members A, B and C could have reached a decision on the issue and that decision need only be formalized at the next council meeting without comment. Even if a decision was not reached, deliberation has occurred. That is the kind of non-public decision making that the Open Meeting law is intended to prohibit. I think of it as being anytime the ideas or thoughts of a quorum of the council are present in a discussion there could be a violation of the Open Meeting law. A • council member.couldiend an 6-mail or memo'6,the rest.of.the.council outlining his or her view on a.topic._.(One=way communication-is-not,:a'violation.).H'owever, AN EQUAL OPPORTUNITY/AFFIRMATIVE ACTION EMPLOYER • if any of the other council members were to discuss the substance of that message with each other outside of an open meeting, there may be a violation. believe that two council members may discuss the views and positions of other council members if their knowledge of those views and positions are from an open meeting. E-mail can be a dangerous tool under the Open Meeting law. Council members should keep in mind that the use of an e-mail list serve or a "reply all" response can easily create a serial meeting issue. In addition, e-mail messages are subject to the Data Practices Act and may be retrieved from a computer system even after being deleted by a recipient. There has been a court case that regarded serial meetings in the interview process. In that case, each city council member individually interviewed applicants for the city administrator position. The court recognized that these were serial meetings, but ruled that there was not a violation of the Open Meeting law because the serial meetings were not intended to avoid the requirements of the Open Meeting law. It therefore appears that there may be a good faith exception to the Open Meeting law, at least where serial meetings are concerned. I would caution council members not to rely on being saved by that exception and that it is best to take a conservative approach by avoiding anything that could arguably be a serial meeting. ® I hope that this information is helpful. Be sure to'consult your city attorney if you have questions regarding the application of the law to specific facts. Please feel free to contact me if I can be of any further assistance. Sincerely, i Eric L. Hedtke Staff Attorney League of Minnesota Cities • Revised 11/01/01 IMPOETANT DATES St.Anthony Budget Schedule for 2002 Budget A n= it 24, ?001 Public Hearing for Citizens to Communicate 2002 Suggestions. (Department Heads will be present). April - -Tune City Manager&Staff Meetings to discuss Budget suggestions from April 24t'Meeting. August 14, 2001 Proposed Budget is Presented to the City Council. (Overview for Council and Community). A i i giist R,2001 1)Resolution passed setting Proposed 2002 Tax Levy and Budget • 2)Resolution passed setting Public Hearing and reconvening dates. November 29, 2001 Dece:mher 21, 2n0 1 City must conduct a public hearing, which cannot conflict with Hennepin County,Ramsey County,Independent School District #282 or the Special Taxing Districts hearing dates. December 1 ], 2001 Public Hearing Date/adoption of final 2002 Property Tax Levy and Budget. *****Please note: The public hearing must be held between November 29th and December 18th. The City's initial public hearing cannot be held on the same day as Hennepin or Ramsey Counties Initial Hearing Dates, I.S.D. #282 Initial Hearing Date or Metro Special Taxing Districts Hearing Date. For 2002,the State Legislature passed major changes to the property tax system. Included in the reorganization is a provision that waives the Truth in Taxation requirements for 1 year. The City Council has opted to conduct a Public Hearing in its place. • MEMORANDUM DATE: . October 15, 2001 TO: Mike Mornson, City Manager FROM: Roger Larson, Finance Director ITEM: COMMUNITY CENTER UPGRADES Per your direction, I reviewed possible funding options for the proposed Community Center renovations. The funds necessary total $150,000 with transformations and. improvements being implemented over a one to three-year period. To determine if a potential funding source or sources exists, I reviewed the following prospective areas: Community Center Fund Balance The original financing-plan for the Community Center included establishing a building fund for City Hall/Community Center improvements. At that time,'it was the intent of the City that a portion of the annual lease would go towards repayment of capital (thus establishing a building improvement fund) and a portion would reimburse the City for operation and maintenance costs. Based on a cost projection formula for operation and maintenance of$1.58 per square foot (furnished by the architectural firm of Williams/O'Brien), a portion of the School District's rent was slated to fund future building improvements/renovations. As with any structure, the actual costs associated with building can vary depending on the use of the facility. Since the opening of the building in February of `97, the overall use of the building increased significantly, which ultimately escalated the costs for operation and maintenance. The end result of this increased use has been that the revenues derived from the School District lease are consumed by the costs of operation and maintenance of the building. Liquor nrofrts Profits from our Liquor Operation are a major source of funding for Capital Equipment purchases. Over the next 5 years,capital equipment.needs are estimated at$500,000 per year. Profits from operations are projected between $200,000 - $250,000 annually, which • equates to the profits generated from operations are not available for a project of this nature. ® Water filtration funds on hand The contract with the Minnesota Pollution Control expired on 3/_1/01. This agreement was a 10-year contract in which Super Funds paid for 90% of the operation and maintenance costs and the City paid 1.0%. Under the terms of the agreement, the City is now responsible for 100% of all costs associated with the operation and maintenance of the water filtration plant. Upon receiving the funds from the Army, St. Anthony invested the funds with the intent of building up the funds to a level where annual interest earnings generated from the investments would offset the cost of operation and maintenance. Over the past ten years, the yield of these investments exceeded the estimated rate of return. Consequently, as part of the Springsted debt analysis, it was determined that a portion of these funds ($1,000,000) was available for use. Based on their recommendation, these funds were designated as one of the sources of funding for the Central Park Project and are not available. • HRA Proiects Cash Balance The 12/31/00 fund balance for the HRA Project Fund totaled$600,226.00. Designated project funding includes: Apache NAV Quadrant $200,000 S/W Quadrant $ 75,000 Park Renovations $225,000 Non-Committed $100,226 $600,226 In addition to the non-committed funds, interest earnings and charges for administrative services for 2001 are estimated at$50,000. The combination of non-committed funds and the addition of the 2001 interest earnings/administrative reimbursements could be a source of funding for the Community Center renovations by the end of the year. However, 1 caution that 100%designation of _ these funds depletes the fund and restricts the future use of these funds for redevelopment. In the past, this fund has been the source of revenue to fund potential development projects within the City. Committing the $225,000 for the Central Park Project reduced the funds available for redevelopment, but did not expend all of them ($100,226 was • available for designation/use). At this time, I would not feel comfortable in recommending that the City designate $150,000 of the HRA Projects Fund to support the Community Center Project in 2002. My recommendation that this source of funding be viewed as a three-year funding source of$50,000 each of the years 2002, 2003 & 2004. Conceptually, this would leave remaining funds on hand for potential payments to developers, purchase property or fund small redevelopment projects. The down side of three-year funding is that the inflationary nature of construction costs, could require that additional funding be necessary if projects costs are higher over three years versus a one- time appropriation of $150,000. Apache Plaza/Reserves-for LGA losses. In 1996, the City of St. Anthony entered into an agreement with the Ste. Marie Company for the clearance and redevelopment of a portion of Apache Plaza. The intent of the agreement was to provide aid and assistance to the developer(SuperValu, Inc.)through tax increment financing. As part of the agreement, the HRA agreed to pay Ste. Marie $1,800,000 from proceeds of a bond sale. The property taxes from redevelopment (Cub Foods) provide the tax increment that pays for the annual bond payments through year 2013. In addition, Ste. Mane agreed that upon payment, it would immediately make a contribution to the City in the amount of$300,000. These funds were to offset any losses or potential losses in Local Government Aid(LGA). Last year was the first year the City incurred a loss in its LGA because of the Apache Plaza TIF District. The loss totaled$4,207 and was transferred to the General Fund. In 2001, the loss is $1,953, leaving a balance in the account of$293,840. The recent Legislative changes made to the property tax system negate any future losses in LGA. Under the terns of the agreement (Page 6, Section 3.3), the City can apply this payment in any manner it determines. If Council wishes, a portion of these funds could support the $150.000 necessary to fund the improvements and renovations to the Community Center. Prior to approval, I feel it important the City obtain written reassurance from Jerry Gilligan that the funds are available to spend"as the City chooses." In addition, Springsted should finalize its tax increment review, to determine if shortfalls exist in our Tax Increment Districts caused by the Legislative changes. • I • Recommendation: Conceptually, either plan could support the project. However, Council should review the two funding sources as identified: 1) Designate funding from the HRA Projects Fund,of$50,000 for each of the years 2002, 2003 & 2004. 2) Redirect the funds designated for LGA losses associated with the redevelopment of Apache Plaza, totaling$150,000. Special Considerations: As we are all aware, the City is in the middle of several improvement projects that require significant resources. Some of them include: the 100-Year Flood Protection Project; Harding Street Holding Pond Project; 2000, 2001 and 2002 Road Improvement Projects, purchase of Custom Liquidators and the $2.3 million Central Park Project. In addition, for the next two years the State Legislature has imposed levy limits, which will require prudent management of all.operating and capital equipment expenditures. My concern with designating these funds for use is with the restraints or restrictions that potentially could be placed on future redevelopment projects within the City. To ease any burden of potential revenue shortfalls created by the Legislative changes. it is practical to maintain as much funds on hand as possible versus reducing reserves under our current economic conditions. In addition, the State might implement further cuts to City governments creating additional burdens on available resources. Since we don't have a complete picture of what all the Legislative changes mean, logically it seems prudent that we have a"wait and see/hold approach" for at least three to six months before approving either funding concept. This would allow the City Council/Staff time to review the financial condition of our TIF Districts and have a clearer picture if the funds are available to use for renovating the Community Center or if the resources being considered are best used for redevelopment within the City. If Springsted's analysis reveals that we have a shortfall in our Districts or TIF budget, the funding options discussed could become a funding source for shortfalls or potentially used in the redevelopment of Apache Plaza. If it becomes clear that funds are best used in some other fashion, another option would be to include the Community Center improvements as part of a referendum for a new Public Works facility or Fire Station. An additional option would be to include the cost of improvements as part of a financing concept for capital equipment certificates in 2003. .' • 'n tho d I a e C WORK SHEET :�.� • 'n thorry i 1 e C% WORK SHEET We WORK SHEET :,an thong WORK SHEET