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HomeMy WebLinkAboutCC WS PACKET 01092024CITY OF SAINT ANTHONY VILLAGE WORKSESSION AGENDA Tuesday, January 9, 2024 at 5:30 PM Join Meeting via Zoom There is also a dial -in option available. Members of the public who wish to attend the meeting may do so in person. Minutes Approval Of CC WS Meeting Minutes WS 12 -12 -23.PDF Worksession Topics New Councilmember OnBoarding Charlie Yunker, City Manager, presenting. NEW COUNCILMEMBER GUIDE FINAL.PDF City Council Standing Rules Of Conduct Charlie Yunker, City Manager, presenting. STANDING RULES OF CONDUCT.PDF Protocol For New Worksession Topics Charlie Yunker, City Manager, presenting. Future Worksession Dates, Times And Agenda Items Future Agenda Items FUTURE AGENDA ITEMS.PDF Adjournment If you would like to request special accommodations or alternative formats, please contact the City Clerk at 612 -782 -3313 or email city@savmn.com . People who are deaf or hard of hearing can contact us by using 711 Relay. Our Mission is to promote a high quality of life to those we serve through outstanding city services. 1. A. Documents: 2. A. Documents: B. Documents: C. 3. A. Documents: 4. CITY OF SAINT ANTHONY VILLAGEWORKSESSION AGENDATuesday, January 9, 2024 at 5:30 PMJoin Meeting via ZoomThere is also a dial -in option available. Members of the public who wish to attend the meeting may do so in person. MinutesApproval Of CC WS Meeting MinutesWS 12 -12 -23.PDFWorksession TopicsNew Councilmember OnBoardingCharlie Yunker, City Manager, presenting.NEW COUNCILMEMBER GUIDE FINAL.PDFCity Council Standing Rules Of ConductCharlie Yunker, City Manager, presenting.STANDING RULES OF CONDUCT.PDFProtocol For New Worksession TopicsCharlie Yunker, City Manager, presenting.Future Worksession Dates, Times And Agenda ItemsFuture Agenda Items FUTURE AGENDA ITEMS.PDF Adjournment If you would like to request special accommodations or alternative formats, please contact the City Clerk at 612 -782 -3313 or email city@savmn.com . People who are deaf or hard of hearing can contact us by using 711 Relay. Our Mission is to promote a high quality of life to those we serve through outstanding city services. 1.A.Documents:2.A.Documents:B.Documents:C.3.A. Documents: 4. City of St. Anthony CITY COUNCIL WORK SESSION Minutes December 12, 2023 Roll Call: Mayor & Council: Randy Stille, Mayor Wendy Webster, Thomas Randle, Jan Jenson, Bernard Walker, Councilmembers Staff: Charlie Yunker, City Manager Call to Order: Mayor Stille called the Work Session to order at 6:00 p.m. Council Onboarding: Staff presented the latest version of the Council Onboarding handbook for the Council’s review. Council discussion various revisions and enhancements throughout the document. Staff will integrate all the Council suggestions and bring an updated version to the January 9th City Council Worksession. Council also discussed the objective of the handbook, which is to provide a guide for new Councilmembers and provide those considering running for a City Council position, they have access to the expectations of the role. Future Work Sessions: Next Work Session will be held on January 9th, 2024, at 5:30pm in the Council Chambers. Adjournment: The meeting adjourned at 6:50 p.m. Respectfully submitted by Charlie Yunker, City Manager. THIS PAGE LEFT INTENTIONALLY BLANK WELCOME→ NEW COUNCILMEMBER GUIDE A Village Within the City 1 2 3 4 5 The City P A G E 5 City Departments P A G E 7 City Council and Housing & Redevelopment Authority (HRA) P A G E 1 3 Laws and Policies for Council Members P A G E 2 3 Servant Leadership Core Competencies P A G E 3 1 CONTENTS 3 6 Expectations for Council Members P A G E 3 9 4 THE CITY PROMOTE A HIGH QUALITY OF LIFE TO THOSE WE SERVE THROUGH OUTSTANDING CITY SERVICES BY THE NUMBERS 2.35 Total Square Miles 9,257 Population (2020 Census) 20% seniors 20% children $375,000 median home value 40% without a mortgage 1,508 acres overall 44% Residential 8% Commercial/Industrial 14% Streets/Utilities/Railroad 34% Open Space/Park/Water 46% Single Family Detached 54% Attached Household Tenure: 55% Owner-occupied 44% Renter-occupied 1% Vacant Affordability: 65% of all housing affordable to households at 80% of Average Median Income HOUSEHOLDS GOVERNMENT & ADMIN Statutory Plan B: an elected mayor and four council members with an appointed city manager. The city manager oversees administrative duties for the city while the mayor and council focus on policy making and governance. Mayor & Council: policy and legislative City Manager: administration and operations 5 6 PLANS & REPORTS The City has developed long-term strategic, infrastructure and financial plans that guide the City’s work. These are reviewed and updated every year. These are in addition to the Comprehensive Plan required by the Metropolitan Council. The City also produces annual reports for each department and the City Council and receives a Comprehensive Annual Financial Report from an auditing firm contracted by, and reporting to, the City Council. CITYDEPARTMENTS ORGANIZATIONALCHART: 7 City Manager Human Resources & Deputy City Clerk Assistant to the City Manager The Administration Department administers city government within the guidelines of state law and policies established by the City Council. The City Manager supervises the Administration, City Clerk, Finance, Police, Fire, Public Works and Liquor Departments in addition to the consulting planning, legal, and engineering services. The Human Resources Coordinator & Deputy City Clerk is primarily responsible for the human resources function in the City. Administering all the benefit programs, arranging informational meetings with benefit providers, and generally serving as a resource for staff needs. The position supports the City Manager, and performs many City Clerk functions. The Assistant to the City Manager supports the City Manager with day to day operations and special projects. As City Clerk, the position is responsible for the preparation, maintenance and publication of official records, documents, resolutions and ordinances, as well as maintenance of the City’s website and communications coordination. In addition, the position is the point of contact for elections administered by Ramsey County. CHARLIE YUNKER JENNIFER DOYLE NICOLE MILLER ADMINISTRATION City Planner In 2019, the city selected Northwest Associated Consultant, Inc (NAC) to provide all planning related work for the city to be more efficient with the services provided to residents and be conscious of planning expenditures. The planner reviews land use and development applications, works with residents on a variety of home improvement projects, and advises on long range planning for the City. STEVE GRITTMAN Communications Coordinator The Communications Coordinator works in conjunction with the Assistant to the City Manager to handle messaging, produce the quarterly newsletter, and support all departments in their communications and outreach efforts. BARB TUOMINEN 8 Finance Director DEBORAH MALONEY FINANCE Mission Statement Ensure that City resources and assets are managed effectively to provide residents with the City services desired and to sustain the City’s infrastructure for current and future residents. Responsibilities: Budget Preparation and Administration Manages Annual Audit Accounts Payable and Receivable Debt Management/Bond Issuance Utility Billing Fixed Asset Oversight Investments Payroll Licenses & Permits POLICE Police Chief JON MANGSETH Safety Through Service The St. Anthony Police Department takes pride in our high quality service. "Safety Through Service" is our motto. Our emphasis is on arresting offenders, preventing crime, solving problems, and increasing the overall quality of life for those we serve. In addition to providing police services for the City of St. Anthony, we provide services to the city of Lauderdale. 20 full-time Police Officers 16 volunteer Reserve Officers One full-time Community Service Officer 9 Fire Chief IZZY DIAZ FIRE Demand the Best The St. Anthony Fire Department is committed to excellent service to our community. We demand the best from ourselves and others while minimizing the loss of life, loss of property, and environmental damage from the adverse effects of fires, medical emergencies, and hazardous conditions. The Fire Department is responsible for the House Code, Code Enforcement and Emergency Management. Seven full-time Firefighters – 24 hours a day 27 Paid-On-Call Firefighters Responds to all medical and fire calls PUBLIC WORKS Public Works Director JEREMY GUMKE Livable and Sustainable The Public Works Department’s mission is to deliver superior design, construction, operation and maintenance of the City’s infrastructure. From quality roads to clean water, and by continually improving our efficiency and effectiveness, we strive for a more livable and sustainable village. 14 full-time employees Five Divisions Building Maintenance Parks Division Streets Division Vehicle Maintenance Water/Sewer Division 10 PARKS The City Parks Division maintains a total of six primary parks (Emerald, Central, Tower, Salo, Silver Point, and Trillium). In addition, the Parks Division maintains the City's ice skating rinks, which are open from about December through February, weather dependent. 11 ENGINEERING WSB JUSTIN MESSNER The City Engineer is WSB & Associates. They have served in this capacity with the City since 1996. The role of the City Engineer is to: Prepare feasibility studies Make recommendations on infrastructure needs Prepare construction plans and specifications Solicit bids Prepare assessments Manage construction and contracts Current priorities include: Street and Utility Reconstruction Program Flood reduction Sustainability efforts LIQUOROPERATIONS Operations Manager MIKE LARSON Mission Statement: Our goal is to control the sale of alcohol beverages to minors and intoxicated persons while simultaneously generating revenue to the community, in accordance with City, State and County liquor laws and ordinances. The Liquor Operation contributes their profits back to the City’s General Fund. 12 CITY COUNCIL & HOUSING AND REDEVELOPMENT AUTHORITY (HRA) 13 15 ESSENTIAL TRAINING FOR NEW COUNCILMEMBERS lmc.org/topics/city-council lmc.org/learning-events Newly elected officials will discover the nuts and bolts of city leadership during this blended-learning program. Topics covered during the Foundational Program include: Basics of the Open Meeting Law Common financial situations and theories of public finance Effective communication skills for elected leaders Best practices for city advocacy Experienced officials will develop vital skills to help them navigate tough times and build trust. Topics covered during the Advanced Program include: Communicating during a crisis Best practices when working with the media Effective negotiation and problem-solving skills Work to establish a high quality of life in your city through land use regulations such as comprehensive planning, subdivision of land, zoning for different uses, accommodating special needs with zoning variances or conditional use permits, and working with environmental regulations. https://www.lmc.org/topics/land-use/ FOUNDATIONAL PROGRAM ADVANCED PROGRAM LAND USE 16 ANNUAL GOAL SETTINGWORK SESSION BE IN THE MOMENT The City of Saint Anthony focuses on developing the capacity of leaders to function effectively as a team, share mutual respect, and understand roles and responsibilities. The City Council and staff share a great sense of pride in working together for the best interests of the citizens of the community. The work sessions are recognized for positive, healthy and productive discussions. Each individual opinion is respected and all ideas are welcome. 17 THE PYRAMID Captures short & long-term goals Allows for creativity & innovation The Mayor, Council, City Manager, Department Heads and City Engineer review the ideas generated from the Long Term Vision/Priorities discussion. The Action Steps are updated each year 18 GOVERNMENTAL AUTHORITY CITY'S AUTHORITY Authority to act must be found expressly in Minnesota law or be inferred from such law City’s authority may be pre-empted by state or federal law COUNCILMEMBER'S AUTHORITY Council must approve contracts and other significant actions of the City by a vote of the Council as a whole ROLE OF THE MAYOR Official head of city Signs official documents Presides over and preserves order at council meetings Votes as member of council Represents all residents Chair of the Housing Redevelopment Authority (HRA) ROLE OF A COUNCILMEMBER Community leadership at-large: represent all residents with on-going channel to community Votes as member of council Legislating for city Stewards of city assets Member of the Housing Redevelopment Authority (HRA) NOTICE REQUIREMENTS Notice must be provided three days in advance and posted to the public The city must also mail or deliver notice to each person who has filed a written request for notice of special meetings with the city, also three days in advance of the meeting REGULAR CITY COUNCIL MEETINGS As established on the regular meeting schedule 2nd and 4th Tuesday of each month, City Hall, 7:00 p.m. Schedule of regular meetings must be kept on file at City Hall If the Council changes its regular meeting date, three days posted notice must be given CITY COUNCIL WORK SESSIONS Three days posted notice Notice must include specific topics No formal action may be taken 19 MEETINGS SPECIAL MEETINGS Any meeting of the Council other than a regular meeting May be called by the Mayor, or by any two members of the Council Called by filing a written statement with the City Clerk or City Manager Council may transact business within its powers at a special meeting Only business for which notice has been given may be discussed. Open meeting law rules apply to special meetings EMERGENCY MEETINGS Special meetings called by the Council due to circumstances that, in its judgment, require immediate council consideration A minimum of one day’s notice to the Council must be given. Notice must include a specific description of the subject Good faith effort to notify any who have filed a request for notice Posted and published notice is not necessary 20 HOUSING &REDEVELOPMENTAURTHORITY (HRA) The City Council serves as the Housing and Redevelopment Authority (HRA) for St. Anthony Village. The HRA meets the second and fourth Tuesday of each month as needed following a regularly scheduled Council Meeting. The HRA meets to consider and take action on economic development, housing and redevelopment issues presented to them. 21 COUNCIL LIAISONROLES Each City Council member is assigned to a group of boards/organizations in order to be a resource to and establish good working relationships with those entities. A Council Liaison shall be responsible for communicating and participating with the group as appropriate, and report attendance and activities as warranted to the City Council. Board positions may include additional duties such as voting on decisions. Role Expectations Include: Attend meetings as available Stay informed of the group's activities Serve as an ambassador for the City and help coordinate shared goals City point of contact for the organization VOTING BOARD MEMBER AFFILIATIONS League of Minnesota Cities (LMC) Mississippi Watershed Management Organization (MWMO) Ramsey County League of Local Governments (RCLLG) Regional Council of Mayors (RCM) North Suburban Communications Commission (NSCC) St. Anthony Chamber of Commerce Liaison St. Anthony Community Services Advisory Board North Suburban Access Corporation (NSAC) Northeast Youth and Family Services City Auditor Liaison St. Anthony Sports Boosters St. Anthony Historical Society St. Anthony Sister City Family Services Collaborative St. Anthony Village Kiwanis St. Anthony Village Fest LIAISON AFFILIATIONS St. Anthony Planning Commission Liaison St. Anthony Parks & Environmental Commission Liaison POINT OF CONTACT ROLES 22 STAY CONNECTED 2 Scan the below QR code, or go to savmn.com and click on the yellow "Notifications" button S i g n u p t o r e c e i v e c i t y n o t i f i c a t i o n s : Sign in or create an account Click to receive text or email alerts for... 1 3 CITY PROJECTS CITY COUNCIL PUBLIC HEARING NOTICES P U B L I C W O R K S F I R E D E P A R T M E N T ST. ANTHONY VILLAGE WINE & SPIRITS EVENTS P O L I C E D E P A R T M E N T JOBS ...and follow the city on Facebook @CityofSAV LAWS AND POLICIESFOR COUNCILMEMBERS 23 25 CITY EMAIL POLICIES Only Use City-issued email address only for City business Do not “Reply All” Public nature of e-mail Retention of e-mail Public right to inspection MOTIONS,RESOLUTIONS, ANDORDINANCES Ordinance The highest and most authoritative form of action a City may implement. An ordinance is adopted and intended to be a permanent law, although it can be repealed. Resolution Less formal than an ordinance and does not have same enforcement provisions as an Ordinance. Resolutions are approved and used for administrative or executive matters, or for statements of policy. Motion Used to provide acknowledgements or for giving direction. Public Hearings City publishes notices regarding public hearings that will be held on a variety of topics. Council meetings are available for public comment. 26 GIFT LAW Elected and local officials, including employees, may not receive a gift from any “interested” person. An interested person is one who has a direct financial interest in a decision that a local official is authorized to make. Exceptions Campaign contributions Food or beverage at a meeting where a person is presenting Other exceptions (that mostly relate to items with insignificant value) CONFLICT OF INTEREST A conflict of interest occurs when an individual has a real or perceived personal interest (direct or indirect) in a Council decision (or another decision made in his or her official capacity). Three categories of potential conflicts: Contractual Incompatible offices Self-interest in non-contractual matters 27 CONTRACTUAL CONFLICTS What is it? A personal financial interest in a contract with the City Rule Prohibited unless a statutory exception exists Purpose Protects public money Exceptions Designating a bank or newspaper Contracting for goods or services that are not competitively bid Several other minor exceptions Procedure if a contractual contract exception exists Disclose interest and abstain from discussions Abstain from vote Council must approve contract by unanimous vote Additional requirements for most exceptions Penalties Bad press Contract void Gross misdemeanor ($3,000/one year prison) NON-CONTRACTUAL, SELF-INTEREST CONFLICTS What is it? A personal financial interest in a non-contractual decision Rule Self interest conflicts are prohibited, but the application of the rule is very fact specific Procedure City Manager will contact City attorney for analysis Disclose interest and abstain from discussions Abstain from vote Penalties Bad press Council decision can be reversed Personal liability 28 DATA PRACTICES ACT What is it? “Government data” means all data collected, created, received, maintained or disseminated by state or local government, regardless of its physical form, storage media, or conditions of use. Paper documents, email, CD-ROMs, videotape, and computer files are all forms of “government data.” Rules Councilmembers receive information that is Public, Non-Public, Confidential, and Private Staff will try to inform you of the type of information you are receiving Correspondence and email may contain private or confidential data Limited personnel data is public Public has limited access to government data based on data’s classification An individual who is the subject of data has limited access to data regarding him/herself Councilmembers are not delegated by the City with the authority to determine how data is characterized or respond to data practices act requests All requests for data should be directed to the City Manager C 29 COMPLAINTS What do you do when you receive a complaint? Councilmember should: Obtain name, address, contact info Obtain details about concern Acknowledge concern but do not share personal opinion or offer solutions Notify City Manager of complaint City Manager responds or forwards to appropriate department for follow up as necessary Department Head or City Manager will follow up with resident and/or City Council as appropriate CRISIS COMMUNICATIONS Crisis Communication Team City Manager Mayor Police Chief Fire Chief Finance Director Public Works Director Liquor Operations Manager Legal PIO (Could be designated to a person above) Communications Coordinator Crisis Management Impact on health, safety, or general welfare of residents Impact on service delivery Legal liability Impact on credibility Impact on image SERVANTLEADERSHIP 31 C 33 SERVANT LEADERSHIPMINDSET St. Anthony City Council is committed to governing with a servant leadership mindset. Based on ten core competencies, a servant leadership mindset ensures the Council will lead with values, adhere to its vision, and act on decisions to achieve equitable outcomes. Each Councilmember strives to ensure our behaviors meet high ethical standards, our interactions with our constituents are respectful, our engagement seeks to listen to diverse perspectives, our processes and decisions are transparent, and our policymaking utilizes an equity lens. This information is provided by the League of Minnesota Cities. 34 VALUES Integrity and Ethics Acting with integrity, honesty, and fairness. Actively demonstrating the values and mission of your city. Examples as an elected official include: Complying with laws, policies, and rules (e.g. the gift law) Fostering ethical behavior among your elected peers and city staff Avoiding conflicts of interest Demonstrating a commitment to democracy and fair process Communication Sharing information and fostering the exchange of ideas with fellow elected officials, city staff, and the public. Examples as an elected official include: Being an effective listener Maintaining composure in crisis or other highly charged situations Using different communication tools to engage stakeholders in the community Modeling good social media use Communicating reliable information; not misleading the public Seeking out and listening to broad perspectives Community Engagement Reaching out to the community to involve them in local government in meaningful and sustainable ways. Examples as an elected official include: Building relationships with different community leaders, including those representing underserved or underrepresented groups Modeling civility Welcoming diversity in viewpoints and opinion Modeling good social media use Equity and Inclusion Working to create an environment that is respectful, open, and welcoming to diverse ideas, backgrounds, and talents. Working to create equitable policies and practices. Examples as an elected official include: Taking action to demonstrate a commitment to inclusion and equity in your city Reviewing policies for fair and equitable outcomes Building an inclusive workforce that represents the community Ensuring city services are accessible and welcoming to all community members Intentionally seeking authentic input into city policies from a wide range of voices and backgrounds 35 VISION Strategic Planning and Decision Making Developing a vision; identifying priorities and resources required to achieve that vision. Examining all factors affecting an issue and taking informed action. Examples as an elected official include: Listening to and considering a variety of perspectives in order to make decisions Ability to develop long-term plans Encouraging creativity of ideas Building trust and consensus; investing in relationships and understanding of core values Policymaking Working with others to create and implement policies that achieve common goals and advance the mission of your city. Examples as an elected official include: Listening to diverse perspectives and building consensus Energizing a group for taking action Identifying priorities Harnessing relationships to bring about positive results. Seeing the big picture Managing Risk Understanding legal requirements and complying with applicable laws. Mitigating risky situations. Examples as an elected official include: Following open and transparent public process with decision-making Fairness in application of ordinances and policies Upholding the values of the city and acting as a role model for integrity 36 ACTION Meeting Facilitation Running effective meetings. Examples as an elected official include: Following Robert’s Rules of Order Modeling collaboration and cooperation Engaging stakeholders in productive discussions Financial Literacy Financial decision-making and accountability. Preparing a budget that reflects the values and vision of the community. Examples as an elected official include: Creating an environment in which financial transparency is valued Analyzing trends that will affect the budget Being a good steward of the public’s resources Preparing your city to meet future needs Personnel Management Consistently implementing employee policies and fair practices. Motivating employees to fulfill their potential. Examples as an elected official include: Investing in employee’s professional development and encouraging a growth mindset Helping employees see how their roles and responsibilities connect to the city’s overall mission Modeling the values of the city Implementing succession planning Driving Diversity & Inclusion Racial Equity Toolkit Government Alliance on Race & Equity (GARE) 37 SERVANT LEADERSHIPRESOURCES Official Conflict of Interest Memo Minnesota Mayors Handbook Resources for Newly Elected City Officials City of St. Anthony Strategic Plan 5 Ways Cities Can Use Data Meetings of City Councils Memo EXPECTATIONS FOR COUNCILMEMBERS 39 41 PROFESSIONALDEVELOPMENT &ATTENDANCE Expectations for Professional Development in 2024 City Council Leadership Development Wednesday, January 17: 12:30 to 4 p.m. in the Council Chambers City Goal Setting Sessions Wednesday-Friday, January 17-19, 2024: 9 a.m. to 12 p.m. in the Council Chambers 2024 Minnesota Public Finance Seminar Thursday & Friday, February 1-2 in Edina League of Minnesota Cities Elected Leaders Institute Friday & Saturday, February 9-10 in Plymouth League of Minnesota Cities: City Day at the Capitol Thursday, March 7 League of Minnesota Cities Annual Conference Wednesday, June 26-Friday, June 28 in Rochester Recommended professional development for council members who have not served on planning commission: Land Use Rules and Guidelines Expectations for Attendance at Council Meetings City Council members are expected to attend all work sessions and council meetings on the second and fourth Tuesday of each month. If you will be absent from a work session or meeting, please communicate your absence in advance through a text or email to Charlie Yunker. 42 COMMON TRAITS Expectations of Councilmembers While there are many differences in Councilmembers, there are many common traits in their approach to governing that seem to strongly influence their success as leaders. These traits include the following: Successful Councilmembers have an attitude of humility. All Councilmembers can be justifiably proud that they have been elected—it is a significant accomplishment and a reflection of the trust that others have that they will be ethical and competent representatives. However, truly successful Councilmembers are also humble; they realize that they are no smarter than before their election, that there is much to learn, and that much is expected of them. Successful Councilmembers reject an attitude of entitlement. Effective Councilmembers expect to give more than they receive. They recognize that their position is not one of entitlement, but rather one of responsibility to their constituents, council colleagues, and staff and — equally important — to the office they hold and will eventually pass on to others. Successful Councilmembers are willing to learn. To have an open mind means to appreciate the value that comes from having one’s opinions and ideas challenged. Successful councilmembers listen, respect diverse opinions, and realize that the correct decisions might be different than they initially believed. Successful Councilmembers recognize the difference between being responsive and responsible. The mayor may be the most visible representative of city government in the community and Councilmembers may spend a great deal of their time simply listening to the concerns of their constituents — who are often also their neighbors, friends, coworkers, and customers. Being a responsive councilmember means listening to the concerns and demonstrating an understanding of the concern. Being a responsible councilmember means sharing the concern with the city manager who can follow up with the community member regarding the concern. However, it is important to recognize that the public’s interest is often different than a particular constituent’s desires and needs. Successful Councilmembers know that while it is sometimes appropriate to respond to the needs of individual constituents, in other instances they must act for the betterment of the whole community, even when some residents may not like it. It is essential to evaluate each decision against both principles, and have the courage to act appropriately. 43 COMMON TRAITS Successful Councilmembers value partnership and teamwork. Effective governments are no more than effective teams. When the mayor, city councilmembers, and staff view each other as resources and partners, they are more likely to be able to meet their community’s needs, no matter how difficult. However, when the city’s elected officials look for scapegoats and blame staff or each other it chills innovation and risk taking, leads to low morale and turnover, and ultimately to failure. Both elected and appointed officials must be held accountable even though mistakes will occur. Effective Councilmembers spend their energy on learning from mistakes and how to avoid them in the future, and not on finding someone to blame. If there is a significant issue, it will be addressed by Council leadership and the City Manager. Keys to team-building success Many observers of government have linked city success with the ability of the mayor and council to work together as a team. Both inside meetings and during one-to-one. Working collaboratively to establish visions, goals, and priorities. When priorities and policies are set collaboratively they often have greater stakeholder buy-in. Successful Councilmembers gather their facts before making decisions. Some issues that arise do require immediate action, even when all the facts or opinions have not been collected. However, successful Councilmembers recognize that these rare situations are the exception rather than the rule. Councilmembers and city councils may at times feel enormous pressure from constituents to act immediately in response to a crisis or new event. Taking the time to plan a thoughtful, concerted response may not always be a popular decision. Nevertheless, it is important to recognize that, even in a crisis, better decisions invariably result when there is opportunity and effort to gather crucial information and thoroughly discuss alternatives. 44 MODEL OF GOVERNANCE Weak-mayor-council Under the weak mayor-council form of local government, administrative as well as legislative authority is the ultimate responsibility of the council as a whole. The weak mayor-council form of local government is by far the most common form of local government in Minnesota. The mayor’s powers in the weak mayor-council system are no greater than those of other members of the council, except that the mayor is the presiding officer at council meetings and has a few other legal and ceremonial responsibilities. The mayor has no extraordinary power to individually make administrative decisions for the city. OUR VALUES OUR PRACTICES HOW WE GOVERN Integrity and Ethics Equity and Inclusion Respect Humility Trust Transparency Civility Communication Community Engagement Future-Focused Strategic Planning Alignment with Mission and Vision Policymaking Data-Informed Decision Making 45 COUNCIL OPERATIONALPLAN St. Anthony City Council is committed to governing with a servant leadership mindset. Based on ten core competencies, a servant leadership mindset ensures the Council will lead with values, adhere to its vision, and act on decisions to achieve equitable outcomes. Each Council member strives to ensure our behaviors meet high ethical standards, our interactions with our constituents are respectful, our engagement seeks to listen to diverse perspectives, our processes and decisions are transparent, and our policymaking utilizes an equity lens. “When you change your operating system, you change culture,” - Jan Jenson. Your paragraph text Competencies for Effective Elected Leaders Mindset and Behaviors Action Item to Consider Source Leading with Values: Communication Leading with Values: Community Engagement Leading with Values: Integrity and Ethics Examples of integrity and ethics as an elected official include: • Complying with laws, policies, and rules (e.g. the gift law). • Fostering ethical behavior among your elected peers and city staff. • Avoiding conflicts of interest. • Demonstrating a commitment to democracy and fair process. Examples of communication as an elected official include: • Being an effective listener. • Maintaining composure in crisis or other highly-charged situations. • Using different communication tools to engage stakeholders in the community. • Modeling good social media use. • Communicating reliable information; not misleading the public. • Seeking out and listening to broad perspectives. Examples of community engagement as an elected official include: • Building relationships with different community leaders, including those representing underserved or underrepresented groups. • Modeling civility. • Welcoming diversity in viewpoints and opinion. • Modeling good social media use. Adopt Values Statement Draft Sample Statement of Values Adopt Values Statement Draft Sample Statement of Values Adopt Rules or Code of Conduct League of Minnesota Cities Minnesota Mayor Handbook (page 28-29) Official Conflict of Interest (page 28) League of Minnesota Cities Minnesota Mayor Handbook (page 31-35, Sample on page 77) League of Minnesota Cities Minnesota Mayor Handbook (page 35) Draft Sample Statement of Values EFFECTIVE LEADERSHIP 46 Leading with Values: Equity and Inclusion Leading with Vision: Strategic Planning and Decision Making Examples of equity and inclusion as an elected official include: • Taking action to demonstrate a commitment to inclusion and equity in your city. • Reviewing policies for fair and equitable outcomes. • Building an inclusive workforce that represents the community. • Ensuring city services are accessible and welcoming to all community members. • Intentionally seeking authentic input into city policies from a wide range of voices and backgrounds. • Key actions for cities to consider in addressing racial inequities • Explore the demographic history, including the racial history, and current demographics of the community. • Normalize the topic of race through hosting facilitated conversations among city staff, elected leaders, and in the community (e.g. book or film and discussion events). • Identify local partners/community groups to engage in conversation about the experiences of people of color in the community. • Collect and analyze data on city services by race (e.g. geographic data on where park improvements have been made or where trees have been planted by the city). • Organize training for staff and elected officials focused on developing shared terminology and concepts of race and race equity (e.g. implicit and explicit bias). • Identify staff and elected officials for an internal equity team; consider who is passionate for and interested in the work. Include employees and other officials of color. Examples of strategic planning and decision-making as an elected official include: • Listening to and considering a variety of perspectives in order to make decisions. • Ability to develop long-term plans. • Encouraging creativity of ideas. • Building trust and consensus; investing in relationships and understanding of core values. Adopt Equity, Diversity and Inclusion Plan League of Minnesota Cities Minnesota Mayor Handbook (page 30-31) Driving Diversity and Inclusion through Governance Race Equity Toolkit: An Opportunity to Operationalize Equity Professional Development for Council: Government Alliance for Race and Equity NLC Race, Equity and Leadership Training 47 Leading with Action: Personnel Management Leading with Vision: Policymaking Leading with Vision: Managing Risk Leading with Action: Meeting Facilitation Leading with Action: Financial Literacy Examples of policymaking as an elected official include: • Listening to diverse perspectives and building consensus. • Energizing a group for taking action. • Identifying priorities. • Harnessing relationships to bring about positive results. • Seeing the big picture. Examples of managing risk as an elected official include: • Following open and transparent public process with decision-making. • Fairness in application of ordinances and policies. • Upholding the values of the city and acting as a role model for integrity. Examples of meeting facilitation as an elected official include: • Following Robert’s Rules of Order. • Modeling collaboration and cooperation. • Engaging stakeholders in productive discussions. Examples of financial literacy as an elected official include: • Creating an environment in which financial transparency is valued. • Analyzing trends that will affect the budget. • Being a good steward of the public’s resources. • Preparing your city to meet future needs. Personnel management as an elected official include: • Investing in employee’s professional development/encouraging a growth mindset. • Helping employees see how their roles, responsibilities connect to the city’s overall mission. • Modeling the values of the city. • Implementing succession planning. Adopt Values Statement Draft Sample Statement of Values A resolution of standing rules for conducting city council meetings is adopted every January. League of Minnesota Cities Meetings of City Councils League of Minnesota Cities Handbook for Minnesota Cities (Chapters 19-25) League of Minnesota Cities Liability handbook League of Minnesota Cities Minnesota Mayor Handbook (page 40- 41) Adopt strategies League of and standards Minnesota Cities of excellence for Minnesota Mayor data-driven Handbook local (page 36-38) government Ways Cities can Use Data 48 STATEMENT OF VALUES Expectations of Councilmembers to Model Values and Civility As a representative of the City, I serve the public interest. 1. I fulfill the duties and responsibilities of holding public office. 2. I am ethical. 3. I am professional. 4. I am fiscally responsible. 5. I am conscientious. 6. I communicate effectively. 7. I am collaborative. 8. I am forward thinking. 9. I am respectful and model civility. 10. 1. I serve the public interest. In practice, this value means that: a. I provide courteous, equitable, and prompt service to everyone. b. I am attuned to and care about the needs and issues of citizens, public officials, and city workers. c. I am interested, engaged, and responsive in my interactions with constituents. d. I recognize and support the public’s right to know the public’s business. 2. I fulfill the duties and responsibilities of holding public office. In practice, this value means that: a. I observe the highest standards of integrity in my official acts and undertake my responsibilities for the benefit of the greater public good. b. I faithfully discharge the duties of my office regardless of my personal considerations or partisan agenda, recognizing that the public interest is my primary concern. c. I uphold the Constitution of the United States and the Constitution of the state of Minnesota and carry out impartially the laws of the nation, state, and municipality and thus foster respect for all government. d. I comply with both the letter and the spirit of the laws and policies affecting operations of the city. e. I recognize my obligation to implement the adopted goals and objectives of the city in good faith, regardless of my personal views. f. I conduct myself in both my official and personal actions in a manner that is above reproach. g. I do not use my position to secure for myself or others special privileges or exemptions that are different from those available to the general public. h. I understand and abide by the respective roles and responsibilities of elected and appointed officials and city staff and will not undermine them in their work. i. I am independent, impartial, and fair in my judgment and actions. 50 3. I am ethical. In practice, this value means that: a. I am trustworthy, acting with the utmost integrity and moral courage. b. I am truthful, do what I say I will do, and am reliable. c. I am accountable for my actions and behavior and accept responsibility for my decisions. d. I make impartial, non-partisan decisions, free of influence from unlawful gifts, narrow political interests, and financial and other personal interests that impair my independence of judgment or action. e. I am fair, distributing benefits and burdens according to consistent and equitable criteria. f. I oppose all forms of harassment and unlawful discrimination. g. I extend equal opportunities and due process to all parties in matters under consideration. h. I show respect for confidences and confidential information. i. I avoid giving the appearance of impropriety and of using my position for personal gain. 4. I am professional. In practice, this value means that: a. I apply my knowledge and expertise to my assigned activities and to the interpersonal relationships that are part of my job in a consistent, confident, competent, and productive manner. b. I approach my job and work-related relationships with a positive attitude, contributing to a supportive, respectful, and non-threatening work environment. c. I keep my professional knowledge and skills current and growing. d. I am respectful of all city staff, officials, volunteers, and others who participate in the city’s government. 5. I am fiscally responsible. In practice, this value means that: a. I make decisions after prudent consideration of their financial impact, taking into account the long-term financial needs of the city, especially its financial stability. b. I demonstrate concern for the proper use of city assets (e.g., personnel, time, property, equipment, funds), follow established procedures, and do not use public resources for personal gain. c. I make decisions that seek to preserve the financial capacity of the city to provide programs and services for city residents. d. I provide full disclosure of any potential financial or other private conflict of interest. I abstain from participating in the discussion and vote on these matters. e. I prevent misuse of public funds by establishing, maintaining, and following strong fiscal and management controls. f. I report any misuse of public funds of which I am aware. STATEMENT OF VALUES 51 6. I am conscientious. In practice, this value means that: a. I act in an efficient manner, making decisions and recommendations based upon research and facts, taking into consideration short- and long-term goals. b. I follow through in a responsible way, keeping others informed, and responding in a timely fashion. c. I am respectful of established city processes and guidelines. d. I prioritize my duties so that the work of the city may move forward. e. I prepare for all meetings by reviewing any materials provided ahead of time. When I have materials to contribute, I make sure all others involved have ample time to review these materials prior to the meeting. 7. I communicate effectively. In practice, this value means that: a. I convey the city’s care for and commitment to its citizens. b. I communicate in various ways that I am approachable, open-minded, and willing to participate in dialogue. c. I engage in effective two-way communication by listening carefully, asking questions, and responding appropriately, which adds value to conversations. d. I do not interfere with the orderly conduct of meetings by interrupting others or making personal comments not germane to the business at hand. e. I follow up on inquiries in a timely manner. f. I encourage and facilitate citizen involvement in policy decision-making. g. I am respectful in disagreements and contribute constructively to discussions on the issue. 8. I am collaborative. In practice, this value means that: a. I act in a cooperative manner with groups and other individuals, working together in a spirit of tolerance and understanding to accomplish common goals. b. I share information with others in a timely manner so that, together, we can make informed decisions. c. I work toward consensus building and gain value from diverse opinions. d. I accomplish the goals and responsibilities of my individual position, while respecting my role as a member of a team. STATEMENT OF VALUES 52 STATEMENT OF VALUES 9. I am forward thinking. In practice, this value means that: a. I promote intelligent, proactive, and thoughtful innovation in order to advance the city’s policy agenda and provide city services while considering the broader regional, statewide, national, and international implications of the city’s decisions and issues. b. I maintain consistent standards, but am also sensitive to the need for compromise, creative problem solving, and making improvements when appropriate. c. I am open to new ideas and processes, adopting them as they conserve resources and provide efficient and effective service. d. I consider the potential long-term consequences and implications of my actions and inactions. 10. I am respectful and model civility. In practice, these values mean that: a. I support opportunities for civil discourse and discussion in the community and at City Hall. b. I serve the residents of the St. Anthony Village who place a high value on respect and civility in their lives. c. I understand that these characteristics are essential to any healthy community. d. I realize an atmosphere of incivility and disrespect can have a damaging effect on the proceedings, on the quality of debate, and on the practice of democracy itself. e. I recognize the city council sometimes addresses controversial issues about which people often feel passionately, which at times leads to uncivil behavior. f. I will practice the nine tools of civility to provide increased opportunities for civil discourse in order to find positive resolutions to the issues that face our city, including: a) Pay attention d) Do not gossip g) Apologize b) Listen e) Show respect h) Give constructive criticism c) Be inclusive f) Be agreeable i) Take responsibility. Presiding officers should model and enforce decorum. The mayor is in a unique position, as the presiding officer at city council meetings, to model meeting decorum, civility, and respect. The mayor should conduct meetings in a manner that encourages open discussion of issues and honest differences of opinion, without the use of personal attacks, name calling or scapegoating. Civility and decorum, perhaps more than any other factor—both inside meetings and outside – is the key to building successful relationships with council. 53 Codes of conduct Minn. Stat. § 410.20. Recall of public officials is not possible in statutory cities. In addition, there is no authority in state statute to provide for removal of a councilmember by vote of the council or through application of a city- based ethics policy. There is also no authority to levy fines for violations. As a result, city codes of conduct for elected officials are generally enforced through censure. Censure is a formal resolution of council stating that a councilmember has violated the city’s ethical rules and expressing disapproval of his or her actions. League of Minnesota Cities and National League of Cities resources: Core Competencies in Local Government League of Minnesota Cities Handbook for Minnesota Cities League of Minnesota Cities Minnesota Mayor Handbook Elected Officials and Council Structure and Role League of Minnesota Cities Meetings of City Councils League of Minnesota Cities Meetings, Motions, Resolutions, Ordinances Good Start to Good Governance Official Conflict of Interest Sample Resolution from Duluth City Council Race Equity Toolkit: An Opportunity to Operationalize Equity 5 Ways Cities Can Use Data to Become More Efficient and Effective Draft Sample Statement of Values (adapted from League of Minnesota Cities Minnesota Mayor Handbook pages 73-76) Articles/Reference Documents Driving Diversity and Inclusion through Governance Director Onboarding and the Foundations of Respect Organizational Culture and Leadership Defining Culture and Organizational Culture STATEMENT OF VALUES FOR MORE INFORMATION, CONTACT: CHARLIE YUNKER CITY MANAGER CITY OF ST. ANTHONY VILLAGE 612-782-3315 CHARLIE.YUNKER@SAVMN.COM WWW.SAVMN.COM 2024 1 CITY OF SAINT ANTHONY VILLAGE STANDING RULES FOR CONDUCTING CITY COUNCIL MEETINGS INTRODUCTION St. Anthony City Council is committed to governing with a servant leadership mindset. Based on ten core competencies, a servant leadership mindset ensures the Council will lead with values, adhere to its vision, and act on decisions to achieve equitable outcomes. Each Council member strives to ensure our behaviors meet high ethical standards, our interactions with our constituents are respectful, our engagement seeks to listen to diverse perspectives, our processes and decisions are transparent, and our policymaking utilizes an equity lens. In the belief that the best decisions are made by the best informed decision makers and that public decisions are 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. MEMBERSHIP The formal Council membership consists of 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 is required to do official business and a quorum of the Council consists of three members. MEETINGS Meetings of the Council shall be held on the second and fourth Tuesday of each month. Council work sessions will begin at 5:30 pm. Community feedback sessions, or receptions to honor guests who will be recognized at the 7:00 p.m. meeting, will be held at 6:30 p.m.. Council meetings will begin at 7:00 p.m. RULES Order of Business The following shall be the order of business of the Council: 2024 2 CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL APPROVAL OF MEETING AGENDA PROCLAMATIONS AND RECOGNITIONS CONSENT AGENDA These items are considered routine and will be enacted by one motion. There won’t be separate discussion of these items unless a Councilmember so requests, in which event the item will be removed from the Consent Agenda and placed elsewhere on the agenda. Donations to the city will be handled in the same accordance as long as it follows the City of St. Anthony Donation Policy. Significant revisions requested of minutes should be emailed ahead of the meeting to the City Manager or Commission Staff Liaison. PUBLIC HEARING COMMISSIONS AND STAFF REPORTS REPORTS FROM COUNCILMEMBERS AND CITY MANAGER COMMUNITY FORUM Individuals may address the City Council about any City business item not included on the regular agenda. Speakers are requested to come to the podium, state their name and address for the secretary’s records, and limit their remarks to five minutes. Generally, the City Council will not take official action on items discussed at this time, but may refer the matter to staff for a future report or direct that the matter be scheduled on an upcoming agenda. 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 addendum by a majority vote but this should be used only for minor items or items with extreme time constraints. 2024 3 An item can be moved from the consent agenda to the action agenda at the request of the Mayor or Councilmember. With there being cable TV and in-person audience, who are not as familiar with each item, the Mayor will give a brief explanation of each item as it is addressed. 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. The 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. The Mayor can make liberal use of the “unanimous consent” procedure. That is, items that in the judgment of the Mayor 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 that each motion requires a second. 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 maker 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 relevant 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 voiced with enough clarity that individual votes can be recorded in the minutes. If in doubt, any member can request clarification. Each individual’s vote will be entered in the minutes. 2024 4 Any member may abstain from voting or disqualify themselves. The reason for disqualification or abstention must be stated by the member and entered into the minutes. If a member disqualifies them self, they may leave the room while the issue is being considered. Roberts Rules of Order (revised) shall govern the City Council procedures not covered by the Standing Rules of the City Council. The meeting will be recorded, and the recording will be retained for at least four (4) years following approval of the minutes of the meeting. The standard retention can be extended if in the judgment of the Mayor, City Clerk or any other 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. PROCESS – PUBLIC HEARING 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, before opening the public hearing. 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 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 be taken to a day not later than one week before the next meeting where a deciding vote is planned. All speakers are to address the council in a respectful and civil manner. The Council has authority to preserve order at its meetings and anyone not abiding by these rules will be considered out of order. ●Everyone who wishes, will have a chance to address the Council, citizens must address all questions and comments to the Mayor, who will then determine who will answer them. Questions will be answered when all persons have had a chance to speak. Only one person may speak at a time. Citizens are urged to be polite and quiet as comments are made to the Council. Applauding or other displays of approval or disapproval are inappropriate during City Council proceedings. 2024 5 ●No one will be given an opportunity to speak a second time until everyone has had an opportunity to speak initially. Please limit second presentation to new information and not rebuttals. ●The Council will refrain from initiating a discussion during the public 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 or the meeting scheduled after the public hearing. Should it be necessary to defer voting until a later date, the procedure will be clearly explained to the audience. 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 tem shall be appointed in January of each year. The first Mayor Pro tem after adoption of this rule shall be the Councilmember with the most continuous time on the Council. The position shall 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 tem twice until all other Councilmembers have been Mayor Pro tem. A Councilmember must serve two years before being considered for Mayor Pro tem. A Councilmember may decline the appointment for good cause and maintain their place in the rotation for appointment the following year. 2024 6 ADOPTION/MODIFICATON/SUSPENSION These rules 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.  Date Type Staff Present January 17 Work Session Goal Setting January 18 Work Session Goal Setting January 19 Work Session Goal Setting January 23 Regular Public Works Snow Plowing Operations presentation Administration Annual Report Safe Routes to School Plan Update Outside Organization‐ Council City Council City Manager PW Director February 5 Work Session Parks & Environmental Commission Interviews City Council City Manager February 13 Work Session Legislative Priorities City Council City Manager February 13 Regular Planning Commission items from January Water Conservation Poster Winners Public Hearing‐2024 Budget Calendar and Process 2024 Planning Commission Work Plan‐ (motion only) 2024 Parks and Environmental Commission Work Plan‐ (motion only) Finance Annual Report Liquor License Renewals City Council City Manager Finance Director February 27 Regular Metro‐Inet Presentation GreenCorp Member application‐resolution Adoption of Strategic Plan Liquor Annual Report City Council City Manager Liquor Op Manager Public Works Director March 12 Work Session City Council City Manager March 12 Regular Planning Commission Items from February Public Works Annual Report City Council City Manager Public Works Director March 26 Regular Police Annual Report Wyland Water Challenge City Council City Manager Police Dept April 9 Work Session City Council City Manager April 9 Regular Planning Commission Items from March Quarterly Donations & Grants Hennepin County Commissioner Irene Fernando Fire Annual Report Arbor Day Proclamation Earth Day Proclamation Quarterly Goals Update City Council City Manager Fire Dept 2024 FUTURE COUNCIL AGENDA ITEMS  Date Type Staff Present FUTURE COUNCIL AGENDA ITEMS April 23 Regular Finance Annual Report Insurance Renewal & Tort Limits‐ Consent City Council City Manager Finance Director May 14 Work Session Discuss Debt Levy/Updated Street Improvement Plan City Council City Manager May 14 Regular Planning Commission items from April City Council City Manager May 28 Regular Villager of the Year and Business of the Year City Council City Manager June 11 Work Session Initial Debt Levy Scenarios City Council City Manager Liquor Manager June 11 Regular Planning Commission Items from May Authorize preparation of feasibility study for 2025 street project  City Council City Manager June 25 Regular Commissioner MaryJo McGuire Presentation Approval of 2025 debt levy‐PUBLIC HEARING City Council City Manager July 9 Work Session 2024 Initial Property Tax Levy Scenarios  City Council City Manager July 9 Regular Planning Commission items from June Quarterly Donations & Grants Quarterly Goals Update Audit Report City Council City Manager Finance Director July 23 Regular Liquor Operations Mid Year Report VillageFest Presentation Night to Unite Presentation Night to Unite Proclamation City Council City Manager Liquor Op Mgr Police Chief August 13 Work Session Discuss Updated Levy Scenarios/Detailed General Fund Budget City Council City Manager August 13 Regular Planning Commission items from July City Council City Manager August 20 Regular 2025 Proposed Budget & Levy Presentation City Council City Manager Finance Director September 10 Work Session City Council City Manager City Planner  Date Type Staff Present FUTURE COUNCIL AGENDA ITEMS September 10 Regular Planning Commission items from August 2024 Preliminary Operating Budget and Levy‐PUBLIC HEARING Students in Leadership‐Consent Approve 2025 Feasibility Study and Order Plans and Specs City Council City Manager Finance Director Engineer September 24 Regular Spirit of St. Anthony Award Fire Prevention Presentation Approve Union Contracts City Council City Manager Police Dept Fire Dept October 8 Work Session 2024 Long Term Capital Budget Plans City Council City Manager Finance Director October 8 Regular Preliminary Certification of Delinquent Waste Hauler Accounts‐Consent Agenda Preliminary Certification of Delinquent Utility Accounts‐Consent Agenda Planning Commission items from September City Council City Manager October 22 Regular Quarterly Donations & Grants Quarterly Goals Update City Council City Manager Finance Director November 12 Work Session City Council City Manager November 12 Regular Planning Commission items from October 1st Reading Water, Sewer, & Stormwater‐PUBLIC HEARING Presentation on Water and Sewer Rates Canvass election results Approval of CIP City Council City Manager Finance Director November 26 Regular Fire Prevention Poster Winners 2nd Reading and Adoption Water, Sewer, & Stormwater Street Project Approve Plans & Specifications, Authorize Advertisement for Bids Union Contracts City Council City Manager December 10 Work Session Council Onboarding City Council City Manager December 10 Regular Planning Commission items from November Appoint Parks and Planning Commissioners and Chair/Vice Chairs Setting Salary of City Manager Authorizing Transfers & Closing of Specified Funds Setting the 2025 City & HRA Budgets and Final Property Tax Levy ‐PUBLIC HEARING 2025 Fee Schedule MS4 Quarterly Goals update Final reading and adoption of water, sewer, & stormwater City Council City Manager Finance Director December 25 Regular 2025  Date Type Staff Present FUTURE COUNCIL AGENDA ITEMS January 14 Work Session City Council City Manager January 14 Regular Planning Commission items from December Housekeeping Resolutions Resolution for the Street Improvement Bond Reimbursement Quarterly Donations & Grants NYFS Agreement Outside Orgs‐Council Students in Government Presentation City Council City Manager