HomeMy WebLinkAboutCC WORKSESSION 01292013Work Session Agenda
January 29, 2013
(following 5:30 p.m. Joint Meeting with School Board)
1. 7:00 P.M. -Wine & Canvass. Erik Swenson (Owner) Presenting
2. 7:15 P.M. "Open to Business ". Rob Smolund, Enterprise Facilitator
Presenting
3. 7:30 P.M. Regional Indicators Initiative. Rick Carter, Project Manager
Presenting
4. Navigating the New Normal. Monday, March 18 (Joint meeting with Dept.
Heads, Planning Commission and Park's Commission). Mark Casey, City
Manager Presenting
Next worksession — Monday, — 5:30 p.m.
City of St. Anthony
CITY COUNCIL WORK SESSION
City Council Chambers
December 3, 2012
Present:
Mayor & Council. Jerry Faust, Mayor; Hal Gray, Councilmember; Jan Jenson, Councilmember; Jim Roth,
Councilmember; Randy Stille, Councilmember.
Absent:
None
Staff:
Mark Casey, City Manager and Jay Hartman, Public Works Director
Call to Order:
Meeting called to order by Mayor Faust at 5:30 p.m.
Trees:
Hartman reviewed the current tree inspection procedure along with the diseased tree ordinance and sample
notification letters. The Mayor & Council discussed being reasonable and reluctant in coming down too hard, but
making sure the City is consistent in the treatment & application of the ordinance. By consensus, staff was
directed to keep the program the same and re- evaluate potential problem areas in the spring.
Park's Commission Interviews:
The Mayor & Council interviewed two (2) candidates and recommended re- appointment of Fahrenholz and
appointment of Bentz.
Planning Commission Interviews:
The Mayor and Council interviewed seven (7) and recommended re- appointment of Heinis, Poucher and Crone.
Mayor and Council also recommended appointing Grahek to finish off the remaining two (2) years of Jensen's
term.
Goal Setting:
Casey reviewed the agenda along with the pre - planning work that was conducted by the department heads, the
department heads "number two's" and consultants.
Integrated Loss Control Report:
Casey reviewed the city -wide review of the safety audit. Casey stated this information will be used to proactively
correct identified safety issues /concerns and provide the framework for City's safety workpian.
Council Chamber's "Upgrade:
Casey review the proposed AV upgrades to Council Chambers which would be done over several phases. The first
phase would be adding a large TV that would be digitally hardwired to a networkable PC.
Adjourn:
The meeting adjourned at 9:05 p.m.
Minutes respectfully submitted by Mark Casey, City Manager
' 112.04 LICENSE TYPES.
(D) Wine license. Permits the on -sale of wine at qualifying hotels and restaurants;
112.09 PLACES INELIGIBLE FOR A LICENSE.
(D) Wine licenses. In addition to the requirements of division (A) above, no wine license shall be granted
to any establishment other than a restaurant located in the Commercial District.
'112.12 SPECIAL REQUIREMENTS FOR THE ON -SALE OF WINE, INTOXICATING MALT LIQUOR, AND
INTOXICATING LIQUOR.
(C) Percentage of food sold. Not less than 50% of the restaurants or hotels gross receipts from the
combined sale of food, non - alcoholic beverages, wine and liquor, on an annual basis, shall be
attributable to the sale of food and non - alcoholic beverages.
112.05 LICENSE APPLICATION; RENEWAL.
(9) In the case of an application for a wine license or on -sale intoxicating liquor license, the applicant
shall provide evidence satisfactory to the City Manager as to compliance with the requirements of
112.12 as to the percentage of food sold on the licensed premises. This requirement shall be
established by an affidavit of the licensee on a form provided by the City Manager. The affidavit shall be
given with each application for issuance or renewal on a wine license or an on -sale intoxicating liquor
license, or at other times as the City Manager may request. If the application is for the renewal of a
wine license or an on -sale intoxicating liquor license, the affidavit shall also include the actual
percentage of gross receipts attributable to the sale of food during the immediately preceding 12-
month period. The City Manager shall require that any such affidavit be verified and confirmed, on a
form provided by the City Manager, by a certified public accountant. Failure or refusal of a licensee to
give the affidavit with the application, or on request of the City Manager, or any false statement in any
such affidavit, shall be grounds for denial, suspension, or revocation of all licenses held by the licensee;
St. Anthony City Code:
RESTAURANT. An establishment, under control of a single proprietor or manager, having appropriate
facilities for serving meals and where in consideration of payment, meals are regularly served at tables
to the general public, and which employs an adequate staff to provide the usual and suitable service to
its guests, and which has a seating capacity for not fewer than 30 guests at 1 time.
MN Statutes:
"Restaurant" is an establishment, other than a hotel, under the control of a single proprietor or
manager, where meals are regularly prepared on the premises and served at tables to the general
public, and having a minimum seating capacity for guests as prescribed by the appropriate license
issuing authority.
Key Points:
Ratio between food & wine
When they are open, do they regularly serve food at the tables?
City doesn't regulate minimum q of hours open
Similar to taking reservations - if not enough, then not open
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Regional Indicators Initiative Project: City of St. Anthony
Updated 11/19/12
2008 2009 2010 2011 2012 2020 " 2030 "
Population'
Residents
Jobs
8,437
8,514
8,226
8,333
8,152
77,600
25,371
24,106
25,457
26,031
Corn/Ind
Total
40,739
39,178
40,507
4,079
4,0136
3848
3,881
4,062
74,563
7!600
Pop. Density (Res /sq. mi.) 2.251
3,750
11 3,784 1
1 3,656 1
1 3,704
11 3,623 11
3,378
11 3,378
Cooling Degree Days'
Electricity (MWh)
Heating Degree Days°
Therms
Total Energy )MMBtu)
Res. Energy(1,Btu/person /day)
Corn/Ind Energy (k Btu /job /day)
Precipitation (inches) 24.5
Potable Water (gallons) Res 232,425,677
Corn/Ind 75,012,576
Totall 307,438,253
Res. Water(gal. /person /day)
Cont/Ind Water (gal. /job /day)
Travel Energy (MMBtu /yr)
Travel Energy(MMBtu /person /yr)
Vehicle Miles Traveled
Travel fVMT /nerson /davl
Recycled
Incinerated
Landfill
Total
336 334 3:
232 228 239
C
C
0
0
0
no
it
36.9 32.9 kREF!
11,21,519 20,704,94
61,231,519 64,704,694 0
159,849,863 268,532,651 0
100 99 87 88 0 I 0
218,489 200,354
206,305 205,968
781
719
1,014
1,023
Res
25,371
24,106
25,457
26,031
Corn/Ind
Total
40,739
39,178
40,507
40,725
66,110
63,284
65,964
66,756
74,563
8,509
8,001
7,367
7,565
Res
2,649,613
2,603,170
2,286,464
2,529,606
Corn/Ind
Total
2,495,585
2,459,402
2,297,638
2,448,941
5,145,198
5,062,572
4,584,102
4,978,547
Res
351,526
342,566
315,506
341,779
Com /Ind
Total
388,560
379,617
367,975
383,646
740,086
722,183
683,480
725,625
Total Costs'o
Total $ 18,527,923
110
105
112
Precipitation (inches) 24.5
Potable Water (gallons) Res 232,425,677
Corn/Ind 75,012,576
Totall 307,438,253
Res. Water(gal. /person /day)
Cont/Ind Water (gal. /job /day)
Travel Energy (MMBtu /yr)
Travel Energy(MMBtu /person /yr)
Vehicle Miles Traveled
Travel fVMT /nerson /davl
Recycled
Incinerated
Landfill
Total
336 334 3:
232 228 239
C
C
0
0
0
no
it
36.9 32.9 kREF!
11,21,519 20,704,94
61,231,519 64,704,694 0
159,849,863 268,532,651 0
100 99 87 88 0 I 0
218,489 200,354
206,305 205,968
�
26
24
25 25
j��
1,587,264
29,304,390
30,604,520
30,604,520
Emissions (Core tonnes)'
10.3
9.4
10.2
10.1
0.0
�
9,027,476
8,785,874
8,586,250
8,542,420
6.3'
I 0.0=
Subtotal of Primary Sources Greenhouse Gas
E ii946 ,,
6,220,455
5,353,090
6,115,010
Emissions (Core tonnes)'
5,582,433
5,037,833
5,411,063
4,537,761
H
78,542
74,563
21,148,849
20,044,162
19,350,403
19,195,191
9.2
9.1
9.4
Waste )per person per daY)
6.3'
I 0.0=
Subtotal of Primary Sources Greenhouse Gas
Emissions (Core tonnes)'
Total 84,383
78,542
74,563
78,fi45
0
COze (tonnes /person)
10.0
9.2
9.1
9.4
0.0
Total Greenhouse Gas Emissions
(COie tonnes)'
Total 98,067
90,335
85,187
89,044
COie (tonnes/person)
11.6
10.6
10.4
10.7
0.0
Total Costs'o
Total $ 18,527,923
$ 14,862,982
$ 15,639,637
$ 17,489,256
$ -
Co2e (tonnes /person /yr)
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I O -I I- I II
Copy of RI In St Anthony; Initiative Summary 1017
0
0
Minnesota
1
a�e
Na vi atin the
I�ew�Vormal
What
A two -hour interactive workshop for city officials that provides a practical approach to the
new challenges of (re)development.
Three -part format
1. Overview of the New Normal.
2. Profile of community change information.
3. Discussion and dialogue among real estate industry leaders and city policy makers.
Audience
City councils, planning commissions, economic development and housing committees, and staff.
Outcome
Develop a better understanding of:
• The impact of the New Normal on your city, demographic trends, and market preferences.
• The connection between your city's demographics, new market preferences, and future growth patterns.
• The importance of partnerships between cities and developers.
• Strategies to position your community to be competitive and sustainable, and to attract the best
quality development.
New Neighbors, New Preferences, New Responses
Ghanging demographics and new market preferences
are creating demand for different housing choices.
Our region is rapidly getting older. The number of Minnesotans 65 or older
will nearly double in the next 20 years. At the same time, generation Y, with
80 million Americans, accounts for a greater percentage of the population
than the generation that preceded it (generation X, born between 1965 and
1979, with 46 million Americans). Three - quarters of Minneapolis/St. Paul
households are projected to be without children by 2035, and the number
of new immigrants has grown an average of 12% since 2000 in Minnesota.
These changing demographics bring new market preferences — amenity-rich
walkable neighborhoods, rental housing, mufti- generational homes, work/live
spaces — creating a mismatch between housing inventory and market demand,
and a need for different services and amenities. To be competitive, we must
offer choices that reflect these shifts in a time of increasing financial
constraints. It's about priorities. It's all part of the New Normal.
yen Y
Born between 1980 and 1996
Make up 30% of our populatif
80 million Americans
Influence as much as hall of
spending in the U.S. econanm
Projected Minnesota Population
Ages 65 1'�'�
.g. 1,299,aso
1,133,920
947,520
792,590
623,241 677,27o 7
2005 2010 2015 2020 2025 2030 2035
"These things usually creep along at the speed of a glacier.
Not so with aging. In demographic terms, this is a tsunami.
It doesn't get much bigger than this ... "
2003 Housing Supply versus
2025 Housing Demand X2003 Supply
D 2025 Demand
60 Net new units
w,--, needed
50
40
30
20
10
0
-10
NwusenUs
Attached
Small Lot
(<1Brt)
Large Lot
(> llawe)
,r, shoos, work, alit] enter ",_' .. .
"As a developer, it is great to have an opportunity to interact with city officials in such an open way.
The reality is that we are more often negotiating from opposite sides of the table. In this environment, we
are getting to know each other and developing a deeper sense of what is possible. I believe that this
is an important investment on both sides."
New responses are needed.
The way development is financed has changed, making it harder to complete
quality projects. An increase in equity requirements has resulted in fewer
developers who have the financial ability and risk appetite to deliver quality
development. Local governments that embrace a collaborative approach to
problem solving with developers will be more competitive and successful
in implementing their vision for a prosperous community.
What are the key policies and practices that cities can embrace in
times of scarce public resources to attract private investment, create
jobs, and build the tax base? An approach that provides clarity, transparency,
and efficiency in the development process helps attract investments that
create thriving, sustainable communities. Working together to solve
problems, identify and pursue new partnerships, and manage development
risks will improve key decision- making skills, with the reward of being
a competitive community. Navigating the New Normal provides a
forum to foster meaningful dialogue between public and private sector
leaders and builds trust and collaboration for common goals.
—John Breitinger. Vice President— Retail Advisory Services, Cushman & Wakefield- Nodhmarq
Born between 1946 and 1964
Want higher connectivity & more walkable areas
Seek active lifestyles, more interaction
(Re)Development -Ready Guide
Local Government Policies and Practices
• Cities can implement (re)development policies and practices that support
Stra to V Quality, competitive, and sustainable communities.
�
J • ULI MN provides technical assistance to local government through the
Opportunity City and Navigating the New Normal programs.
❑ Establish a vision and clearly articulate development expectations creating (re)development -ready sites.
❑ Foster collaborative and integrated strategies.
❑ Provide transparency that clearly defines the development process.
❑ Work as a team to coordinate the approval process across all agencies, departments, elected offices,
and investment partners, e.g., planning, engineering, parks, metropolitan council, county, state, watershed
districts, schools, and private sector.
Provide existing due diligence information to developers up -front to increase efficiency and reduce
development time and cost.
Shift project review and approvals from reactive to proactive; fast track approvals when the project meets
certain requirements; be flexible to achieve project goals.
❑ Analyze and modify land use regulations to allow for a
compact mix of uses with increased flexibility that reflects
About the Urban Land Institute
Lei
Minnesota
ULI Priorities
The mission of ULI is to provide leadership in the responsible use of land and in
creating and sustaining thriving communities worldwide.
Creating Resilient Communities
• What are the best new business models in the real estate and land use industry, and how can we support
their development?
• How can we best adapt and reuse existing real estate while eliminating obsolete space to create thriving
communities?
• How can we influence land use leaders locally and around the world as they reshape the process of
community building and developing both social and physical infrastructure?
Understanding Demand and Market Forces
• How can we best understand the demand (quantity, type, price, and location of the need) for real estate and
discover what the market wants short -term versus what it needs long -term?
• How can we help balance local, regional, national, and global interests, as well as public and private interests,
in terms of how they affect land use decisions and development?
• How will changing technology Influence building and buildings, and how will people's use of technology
influence how they interact with the physical environment?
Connecting Capital and the Built Environment through Value
• How can we best generate value in the built environment that is greater than its cost?
• What are the best ways to ensure the attractiveness of real estate as an investment as institutional capital
allocators continue to change and become more global?
• What is the most effective way to demonstrate and explain the relationship between investment in both public
projects (including infrastructure) and amenities and the impact on real estate value?
Promoting Intelligent Densification and Urbanization
• What are the most responsible ways to provide cost - effective housing for a rapidly increasing global
population that is becoming increasingly urbanized?
• How can we advance the understanding of the relationship between a high quality of life and the built
environment in order to promote creation of high - quality, appropriately priced density that is attractive to users?
• What is the relationship between a thriving economy and a thriving city — between a dynamic society and the
built environment?
Integrating Energy, Resources, and Uses Sustainably
• How can we best reduce the negative impact of the built environment on our natural resources and climate?
• What are the best ways to use the world's energy resources and protect the built environment from volatile and
unpredictable conditions?
• How will trends in energy and resources affect the future best use of land?
Thanks to generous financial support from the ULI 75th Anniversary
Urban Innovation Fund Grant Program, Family Housing Fund, Minnesota Housing,
and the Metropolitan Council.