HomeMy WebLinkAbout2018.01.29 CC PacketCITY C]F
EST. 1906
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14869 Fitzgerald Avenue North • Hugo, MN 55038
1. Call to Order
2. Roll Call
3. Overview
• Highlights of 2017
• 2018 Objectives
4. Updates from Commissions
• Planning Commission
• Parks Commission
• EDA
• Historical Commission
• Fire Department
5. Discussion Items
• Long Term Goals
6. Selection of 2018 City Goals
7. Direction to Staff
8. Adjournment
AGENDA
HUGO CITY COUNCIL
GOAL SETTING SESSION
HUGO CITY HALL
MONDAY. JANUARY 29.2018 — 7 P.M.
TO: City Council
FROM: Bryan Bear, City Administrator
SUBJECT: 2018 Goals
DATE: January 25, 2018 for the City Council workshop of January 29, 2018
BACKGROUND:
Attached to this memo is a copy of the 2017 Goals approved by the City Council last year, as
well as the 2018 goals that were discussed in recent weeks by the Parks Commission, Planning
Commission, Economic Development Authority and Historical Commission. I'd encourage you
to review this information as you prepare the City's goals for 2018. As you know, staff uses the
goals developed by the Commissions and City Council to direct our work priorities in addition to
our daily work assignments.
Also attached are the legislative priorities from Washington County and Metro Cities. Please
review them.
Prior to the 2017 goals discussion, with encouragement from the Council, staff created a "wish -
list," or a list of longer range goals that the city will possibly work on in the future. This several
page list was well received by the council with encouragement for staff to complete all of the
listed items. We are attaching this list again, unchanged from last year. Many of the items on
that list are also in progress.
Infrastructure:
Pavement management program. In 2016, the city re-evaluated the streets CIP
program. Council decided to accelerate the program by dedicating additional funds. In 2017,
with a recommendation from the Public Works Director, the council discontinued the city's
sealcoating program, and reallocated the previously dedicated levy to the streets CIP for mill and
overlay projects. The city uses a rating system for our city streets, which has been used to set
priorities for the City's street reconstruction program. Based on this rating system, the Council
authorized a feasibility study for reconstruction of Oneka Lake Blvd and Harrow Ave. Later this
year, staff will provide the council with updates on the condition of city streets and long term
maintenance costs and will ask council to consider approving another street reconstruction
project for 2019.
Gravel Roads. The Public Works staff has been updating the Council on the condition
of the City's gravel roads. Despite prior changes to gravel specifications in 2016, some of the
city's gravel roads remain in a condition that is less than ideal. Staff is conducting tests of
various gravels used by the city, and is recommending a spring workshop with the City Council
to discuss test results and methods for improving the gravel roads. At that workshop, the staff
will likely recommend a significant improvement project to occur on some of the city's gravel
roads in 2018.
Construction projects in 2018 will focus primarily on new public roads and utilities to
be constructed concurrent with private development. Aside from that, we are not anticipating
major projects to impact Hugo this year. Work on the Hugo Short Line Railroad will be
completed in the spring. Completion of fiber-optic lines in eastern Hugo in 2017 will allow high
speed internet service to much of rural Hugo. Conversion of City street lights to LED is
underway, which will lower energy and maintenance costs. Discussion on a collaborative effort
with Lino Lakes in underway concerning paving of Elmcrest Avenue in Southern Hugo and
Cedar Street in Lino Lakes.
South Water Tower. Staff is preparing plans for a new water tower on 125th street to
replace the existing tower on 130th Street. Plans, specs and construction timelines will be
presented to Council in 2018.
Bridges. City consulting staff has completed inspections of several city bridges that will
need maintenance work. Staff will present this information to the Council in 2018. Included
will be a continuing discussion about whether to close the Forest Road Bridge.
Water:
White Bear Lake Lawsuit. Judge Marrinan's ruling has significant impacts on the City.
The DNR has amended the city's water appropriations permit as a result. Staff anticipates
spending significant time and resources dealing with the requirements and consequences of the
court order. Unfortunately, it will likely cause us to re -set conservation priorities, and will divert
effort away from the normally good work we complete on responsible water management each
year. An appeal of the lawsuit is expected to be heard by the Court of Appeals this summer.
Staff will continue to provide periodic updates to the Council which will include discussion on
requirements for creating a water supply contingency plan, implementing a total residential
irrigation ban, amendments to the city's water supply plan, creation of plans to ensure
compliance with maximum water consumption levels, reports on required collaboration
measures with other jurisdictions, and a myriad of other related tasks.
Stormwater re -use. The looming irrigation ban might encourage additional stormwater
re -use projects for those who wish to continue to irrigate. Staff is prepared to continue working
with developers and homeowners associations to encourage conversion to stormwater-based
irrigation systems. The Waters Edge re -use project will be operational in the spring. We
continue to seek outside funds for these purposes.
Water Conservation. Many of the measures the city has implemented for water
conservation, may no longer be relevant as a result of the court ruling. These programs will need
to be re-evaluated before they are continued. Council has approved a new water rate structure
that is now being implemented. The rates will need to be changed again in 2018 if the court
ruling still stands at the end of the year.
Regional water studies are being finalized that include the City of Hugo. Most
importantly, a new DNR groundwater model shows that Hugo's water use does not impact White
Bear Lake. Staff participates on many task forces and committees and is involved in regional
discussions involving water use. Phil Klein remains as a member of MAWSAC.
Fire Department:
Ambulance Service. An annual report will be provided to the council in the spring.
Staffing. Fire Department leadership will continue expansion of recruitment and
retention efforts with the goal of increasing staffing levels. A focus this year will be on methods
to bolster daytime staffing
CIP. The Fire Chief's primary recommendation involves a long term strategy that would
allow for a 1991 pumper/tanker truck to be replaced with a ladder truck when it reaches the end
of its 30 -year life cycle.
Continue Leadership Development Program. This program has been created by the
Fire Chief and allows educational and training opportunities for HFD staff.
Continue Grant Application System. The Fire Department has increased their
participation in grant programs recently. It is a time intensive process to write grant applications.
When successful, grants for the fire services can be substantial. HFD staff expects to continue a
focus in this area in 2018.
Parks:
Recreation programs. The city is continuing to strengthen partnerships on
programming for our residents. The staff is continuing work to add new programming for 2018
in collaboration with the new Forest Lake YMCA. A task force created by the White Bear
School District to assess the needs of seniors was finished in 2017 and is now being
implemented. Some of the larger events created by city staff are now being run by some degree
through our partnerships, which creates an ability to provide additional events.
Trails. The Parks Commission will focus this year on creating trail connections within
Clearwater Creek Preserve. We expect to work with Washington County on planning for a
southerly extension of the Hardwood Creek Trail. Many important trail connections are being
addressed through our partnerships with the development community.
Water Access. The Parks Plan encourages a focus on improving access to the City's
water amenities. Work may occur this year on the access to Bald Eagle Lake at 121St Street.
Irish Avenue Park. A timeline and vision for Irish Ave Park will be created.
Lions Park. The Parks Commission would like to identify revenue sources and next
steps for redevelopment of this park.
Parks Plan. The Parks Plan is a chapter of the City's Comprehensive Plan and is one of
the chapters that will likely see major revisions when the comp plan is updated. The Parks
Commission has begun this process with approval expected this spring.
Administration and Planning:
Downtown Hugo. Following the completion of the downtown market study, we know
that commercial development in downtown is viable. Staff anticipates continuing to spend time
in 2018 meeting with people who are interested in development within downtown. The Council
and Planning Commission have also determined that the downtown design guidelines are still a
proper guide for new development in the downtown area. The EDA has approved a marketing
plan that is being implemented by staff. Staff will continue to facilitate discussions between
landowners to promote the private redevelopment of the old stock lumber site.
Collaboration with others. We will continue to seek ways to provide improved
municipal services at a lower cost where possible by combining efforts with other entities.
Washington County has completed a study of Economic Development services and has hired a
full time staff person who has been collaborating with us. The Building Department continues to
provide full time building permit and inspection services for the City of Scandia, and part time
for other cities. The City has strong working relationships with a multitude of organizations and
agencies throughout the region.
Development. Staff is closely monitoring the pace of development activity which has
been increasing recently. Some ongoing development projects include Adelaide Landing, Prairie
Village, Victor Gardens North Village, Clearwater Cove, The Good Life Senior Living,
Schweiters, TGK Auto, Creekside Heights, Fable Hills, Leroux Property Development, and
others. There is significant interest in vacant, undeveloped land parcels as well.
Facilities. In early 2018, staff anticipates hiring an architect to perform a space needs
study of city facilities, including a review of expansion at Public Works, remodeling of the front
lobby at City Hall, and the evaluation of the Fire Hall. A new roof and HVAC mechanical
equipment will be installed at the Fire Hall in spring 2018.
White Bear Lake School Facilities. The school district is evaluating their own facility
needs in response to growth within the district, including Hugo. There has been significant
discussion between While Bear Lake School Administration and Hugo staff about the need for
additional school buildings. It is possible that new school location(s) will be identified in 2018.
Technology. The staff continues implementation of a document imaging system. Much
of this conversion to electronic files has been complete, which is improving the way that service
is delivered. Staff is beginning the implementation of a new permitting software that will allow
for electronic submittals of permits and plans. We expect the system to be in place by mid -2018.
When complete, much of the transactional business that must now occur at the front counter, will
now occur on-line instead. New equipment that has been installed in the conference room, and at
the front counter has been helpful during meetings and interactions with the public.
Comprehensive Plan. This will be a major effort for the Council, Commissions and
City staff throughout 2018. We anticipate approval of the plan to occur by mid -2018 with
formal submission to the Met Council by the end of the year.
The Historical Commission has hired an intern who has been collecting information
about the Hopkins Schoolhouse. The Commission will evaluate and make recommendations
concerning the future of the Schoolhouse. The intern has established a social media presence for
the Commission and has made significant progress in cataloging the city's history. Much of this
historical information is being made more available to the public and is being organized in a
searchable format. The Historical Commission would also like to attract additional members.
In the spring, the Historical Commission will request a join workshop with the City Council to
discuss the Hopkins Schoolhouse.
The Beautification Subcommittee has been established and has been making
recommendations on entry signs, landscaping, monuments, and other items to improve the city's
appearance. New landscaping was installed within the Hwy 61/CSAH 4 roundabout in 2017.
This year, a new monument sign at the city's north entrance is anticipated.
STAFF RECOMMENDATION:
Staff recommends council use the information provided to discuss and prepare a list of goals for
2018.
017 City Cou.ncll Focus Goals
*Design and build stormwater reuse/management projects and seek grant funds
*Promote water conservation practices through education and incentives
*Consider changes to water rate structure
*Be a leader in regional activities related to water supply
•Expore topic of City Resiliency
*Evaluate possible solar panel installations at city facilities
*Focus on marketing the City -owned property
•Work with Bald Eagle Industrial Park businesses on rail service
*Expand communication efforts with existing businesses
*Work with Washington County on economic development activities
*Conduct update of City Comprehensive Plan
•Prepare needed updates to zoning ordinances
*Prepare design and cost information for City gateway elements and entrance signs
•Reconstuct roadways in the North Sunset Lake neighborhood
*Prepare 5 -year maintenace plan for1D2
•Conduct space needs study for city buildings
•Evaluate completion of fiber-optic expansion in rural Hugo
*Begin LED street light conversions with Xcei and Connexus
*Consider creation of a building maintenance fund
*Prepare for constuction of south water tower
*Complete revisions to Parks Plan
•Develop needs and spending priorites for Park and trail improvements
*Strengthen programing partnerships
•Address senior recreational programming
*Hold neighborhood planning meeting for Irish Avenue Park
•Conduct regular evaluations of emergency services
*Review future options for a ladder truck
*Target recruitment efforts toward daytime firefighters
*Collaborate with surrounding cities to improve operations and consider automatic mutat aid
*implement security recommendations at City buildings
•Continue document imaging of City files
•Evaluate the condition of the Hopkins Schoolhouse
*improve technology and communcation methods to better serve our residents
40-UY C3F
i
2017 Ongoing Priorities
*Continue to provide training and education and opportunities
*Continue firefighter recruitment and retention
*Continue internship program
•Recruit qualified citizens for commissions
*Provide adequate resources and technology
*Monitor development activity and adjust staffing levels
•Hold semiannual workshops with each Commission/Board
*Continue training new Commissioners and Council Members
*Continue to promote leadership within the Commissions/Boards
-Develop long-term strategies for industrial development
-Proceed with street reconstruction program
*Share services with neighboring communities
*Manage growth responsibly
*Provide transparency by keeping up-to-date postings in newsletters, website,
and cable bulletin board
•Maintain relationships with HBA, Senior's Club, Lions Club, American Legion,
Food Shelf, YRN, recreational and other civic organizations.
•Continue annual citywide bus tour
*Expand social networking where possible
*Keep apprised of legislative issues that impact budgeting
*Remain involved in LMC and Metro Cities activities
*Work with Greater MSP and other regional entities
*Continue discussions with school districts, counties, watershed districts,
neighboring municipalities and other local and state agencies on regional
issues
*Review police protection services annually
Longer Range goals Discussion:
January 2017
During the 2016 mid -year budget review, Council requested staff take the long view when preparing for
the goal setting session this year. The following ideas are only discussion topics that have come up
recently either from within the community, or internally. They are generally unfunded, and may not be
accomplished in 2017, but may be discussed in the years to follow, and might generate some interest as
the Council does future planning and prepares budgets. Staff will elaborate further at the workshop.
Buildings and Equipment
1. Fire Dep't Roof
2. Public Works Expansion
a. More space needed in the shop
b. Space for the Sheriff's Dept
c. Offices?
d. Consider expansion of Rice Lake Center
3. City Hall
a. Security upgrades
b. E -data = elimination of file cabinets
c. Technology upgrades to cc chambers, A/V room, Oneka Room
d. Remodel of front counter and lobby area
4. Fire Station #2
5. Ladder Truck for Fire Dept
6. Vactor/letter truck for PW
7. City Hall van
8. Event Center, Community Center and/or performing arts center
Recommendations:
• Need to consider establishing a building maintenance and replacement fund.
• Hire an architect to do a space needs study and facilities analysis.
• Consider technology upgrades now, and order new tables for Oneka room
Infrastructure, Parks, Amenities
1. Lions park financing and construction
2. Irish Ave Park Planning and Construction
3. New South Water Tower
4. Maintenance plan and budget for trails
5. Playground replacement fund
6. Paving of high volume gravel roads (such as Elmcrest)
7. Garage for city vehicles
8. Southern extension of the Hardwood Creek Trail
9. Improvements for Clearwater Preserve Park
10. Unique outdoor adventure amenities
Recommendations:
Staffing
• It is time to start preparing for construction of the south water tower.
• During the Comp Plan update process, the city plans to reach out to the community for
ideas and guidance in setting parks priorities.
1. Review City Staffing structure
a. Eventual new PW divisions. Such as Parks, Streets, Utilities Divisions
b. Succession Planning (and restructuring?) due to future retirements
2. Review city staffing needs
a. Finance and Administration
b. Parks and Community Development
c. Building and Code enforcement
d. Economic Development?
3. Temporary and Seasonal employees
4. Review of employee benefits
Recommendations: The City is growing, and the staffing needs will change. Those needs won't
always coincide with increased revenues from increasing property valuations.
• The Administrator and Council will need to determine whether the existing
organizational structure will serve the city effectively in the future.
• Prepare for seamless transitions when retirements occur.
• Review of salary and benefits to encourage longevity.
Other Projects and activities
1. Comp Plan
a. Eastern Hugo
b. Withrow School Property
c. Resiliency Planning
d. May lead to new initiatives
2. Excavation of stormwater ponds
3. Stormwater re -use maintenance and operations plans
4. Water Rate Study
5. Acquisition of land in downtown for economic development
6. City development of Egg Lake property
7. Development of next industrial park
8. Beautification efforts
9. City-wide plowing of sidewalks
10. Expanded compost options for residents. Tree waste collection
11. Single -garbage Hauler discussion
12. Fiber to City Hall
13. E-business. a -data, e -applications, e -payments
14. Revised customer service delivery
15. New Communication strategy for emerging generations
Recommendations:
• The City's Comp plan will include significant involvement with the community, and will be
finished by the end of 2018.
• The way that residents and businesses are interacting with city hall is changing; we need to
ensure that our communication efforts are relevant, and that residents can conduct
business with the city in a way that is convenient for them.
2018 Goals
Planning Commission
Approved by the Planning Commission at its Thursday, January 25, 2018, meeting
• Attend Comprehensive Plan Workshops.
• Review sections of the Comprehensive Plan and make
recommendations for changes and improvements.
• Hold public hearings on the 2040 Comprehensive Plan.
• Schedule regular Ordinance Review Committee (ORC)
meetings
• Evaluate and revise the shoreland, small cells, subdivision,
and PUD sections of the City Code
• Schedule Planning Commission meeting procedures and
land use training
• Overview of White Bear Lake DNR order
• Overview of existing conditions and future improvements to
Highway 61
• Recap of design guildelines
2018 Goals
Parks, Recreation and Open Space Commission
Approved by the Parks Commission at their January 17, 2018 meeting
•Address trail and greenway connectivity with new developments.
• Enhance and maintain existing trails.
• Plan trails network in Clearwater Creek Preserve.
• Plan greenway corridors.
• Provide for the recreation needs of our diverse population.
• Strengthen and build partnerships to efficiently provide recreation options.
• Evaluate existing recreation programs and ammenities and explore new options with a
focus on water access.
• Develop a vision for future uses of the park.
• Promote the long-term vision and the short-term uses of the park to residents.
• Evaluate vegetation management and parking.
• Review the feasibility study.
• Engage with the City Council and community to look at next steps.
•Actively utilize the Comprehensive Plan as a planning tool.
• Respond to resident input.
• Review development applications with respect to the Parks, Trails, and Open Space
Plan
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Capital Improvement
Plan(/,
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Parks, Recreation, and Open Space Commissionq,
IF MEOW"
Park Upgrades
$50,000
Bald Eagle/121st Street Property Improvments
$30,000
Hanifl Fields Athletic Park Lighting Improvements
$200,000
Clearwater Creek Preserve Planning/Design
$30,000
Hardwood Creek Trail Extension Planning/Design
$20,000
Misc. Trail Improvements
$100,000
$100,000
$100,000 $100,000
Lions Park
$50,000
$500,000
$1,500,000 $1,500,000
Irish Avenue Park
$50,000
$50,000
$380,000
$200,000
$600,000
$1,600,000 $1,600,000
2018 Goals
Economic Development Authority (EDA)
Approved by the EDA at its Tuesday, , 2018, meeting
• Continue strategic plan to market the City owned property in downtown
• Reach out to commercial real estate brokers to promote redevelpoment
of the Egg Lake Property
-Assist and encourage redevelopment of other properties in downtown
• Evaluate broker options for City owned property
• Continue low development costs
• Continue partnering with local businesses
• Continue business visits
• Encourage the extension of high speed internet through -out the City
• Continue memberships of economic devleopment associations
• Encourage moving forward with installing City entrance monument signs
• Encourage businesses to identify themselves as being located in Hugo
• Review Economic Development section and make recommendations for
changes and improvements
• Continue partnering with local businesses
• Continue to partner with Washington County on its Economic
Development Strategic Plan
•Invite Economic Development experts to EDA meetings for education and
training on certain topics
• Meet with property owners with property for sale to see if there is any way
the City can help
Michele Lindau
From: Bryan Bear
Sent: Thursday, January 25, 2018 9:15 AM
To: Michele Lindau
Subject: FW: goals setting workshops
From: Olivia Schiff man
Sent: Monday, January 22, 2018 11:14 AM
To: Bryan Bear <BBear@ci.hugo.mn.us>
Subject: RE: goals setting workshops
Yes! The historical commission has three main goals for 2018:
1. Decide and present on a recommendation for the Hopkins schoolhouse to City Officials.
2. Obtain more commission members.
3. Establish a solid community outreach program.
Let me know if this needs to be in a certain format, or if it's fine the way it is.
Olivia
From: Bryan Bear
Sent: Monday, January 22, 2018 10:14 AM
To: Rachel Juba <RJuba@ci.hugo.mn.us>; Shayla Denaway <SDenawav@ci.hugo.mn.us>; Olivia Schiffman
<OSchiffman(@ci.huao.mn.us>
Subject: goals setting workshops
If you have a draft of the 2018 goals ready for your Commission(s), can you send them to me?
Thank you
1
Hu
90
o Fire Department
> 5323 14011 Street North
-N Hugo, Minnesota 55038
PH: (651) 429-6366 FAX: (651) 429-3212
U
DATE: January 2311 2018
TO: Honorable Mayor and Council
FROM: Fire Chief Kevin Colvard
RE: Goals for 2018
1) Review daytime staffing and begin discussions on different models
2) Continue Grant application system
3) Review and Refine Capital Improvement Plan
4) Continue Leadership Development Program
5) Continue to pursue options for replacing 1991 Fire Apparatus
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Washington County
Legislative Agenda — 2018
This document represents Washington County's State Legislative interests for the year 2018. The county
is a member of and in general supports the agendas of the Minnesota Inter -County Association (MICA)
and the Association of Minnesota Counties (AMC). The recommendations and platform of these two
organizations are included as a part of this document.
In addition, the county has legislative priorities that are specific to county interests and we have included
these on separate sheets with detailed explanations as to the issues and rationale for support. The county
would like the support of the entire delegation in these highlighted areas.
Table of Contents
Page
Washington County's Vision, Mission, Goals, and Values..............................................................................3
Washington County Contact Information.......................................................................................................4
County Specific Priority Items:
Local Property Tax Protection
Fundingof Mandated Services............................................................................................
State Funding for Safety Net Services..................................................................................
State Funding for Minnesota Eligibility Technology Systems (METS) Improvements .........
Transit
New Bus Route 363 — Red Rock Corridor Phase I Implementation ......................................
Expanding the Regional Transit Capital Area in the Twin Cities Metropolitan Area ............
TH36 and CSAH 15 Interchange Project...............................................................................
Metropolitan Council Regional Park System.............................................................................
LicensingService Fees...............................................................................................................
Assistive Voting Technology......................................................................................................
County Commissioner Appointment........................................................................................
In -Person Absentee Voting Procedures...................................................................................
State Funding for the Local Public Health Grant.......................................................................
f' I ' S ' C t A'd
............... 5
............... 9
.............11
Support Increased Funding or Aquatic nvasive penes oun y i ............................................
Retention of Official Records.........................................................................................................
Funding for Affordable Senior Housing..........................................................................................
Permanent Funding for the School Building Bond Agricultural Property Tax Credit .....................
Local Wetland Replacement Program............................................................................................
Appendices:
Suggested Mandates for Consideration of Repeal or Reform
Truth in Taxation
Association of Minnesota Counties (AMC) Legislative Policy Positions When Finalized
Minnesota Inter -County Association (MICA) Legislative Platform When Finalized
N
Waston
County
WASHINGTON COUNTY'S VISION, MISSION, GOALS, AND VALUES
Vision:
A great place to live, work, and play ... today and tomorrow.
Mission:
Providing quality services through responsible leadership, innovation, and the cooperation of dedicated
people.
Goals:
• To promote the health, safety, and quality of life of citizens.
• To provide accessible, high-quality services in a timely and respectful manner.
• To address today's needs while proactively planning for the future.
• To maintain public trust through responsible use of public resources, accountability, and openness
of government.
Values:
1. Ethical: to ensure public trust through fairness, consistency, and transparency.
2. Stewardship: to demonstrate tangible, cost-effective results, and protect public resources.
3. Quality: to ensure that services delivered to the public are up to the organization's highest
standards.
4. Responsive: to deliver services that are accessible, timely, respectful, and efficient.
5. Respectful: to believe in and support the dignity and value of all members of this community.
6. Leadership: to actively advocate for and guide the county toward a higher quality of life.
3
WASHINGTON COUNTY CONTACT INFORMATION
District 1 Commissioner Fran Miron 651-430-6211
E-mail: Fran.Miron@co.washington.mn.us
District 2 Commissioner Stan Karwoski 651-430-6212
E-mail: Stan.Karwoski@co.washington.mn.us
District 3 Commissioner Gary Kriesel 651-430-6213
E-mail: Gary.Kriesel@co.washington.mn.us
District 4 Commissioner Karla Bigham 651-430-6214
E-mail: Karla.Bigham@co.washington.mn.us
District 5 Commissioner Lisa Weik 651-430-6215
E-mail: Lisa.Weik@co.washington.mn.us
Molly O'Rourke, County Administrator 651-430-6002
E-mail: Molly.O'Rourke@co.washington.mn.us
Kevin Corbid, Deputy Administrator 651-430-6003
E-mail: Kevin.Corbid@co.washington.mn.us
Address: Washington County Government Center
Office of Administration
P.O. Box 6
Stillwater, MN 55082-0006
John Kaul, Legislative Representative
15500 -42nd Street South
Afton, MN 55001
E-mail: iikaul@aol.com
a]
612-485-9199
FUNDING FOR MANDATED SERVICES
Position:
Washington County seeks to protect our local taxpayers from any further shifts of state costs to the county
property tax (which is a regressive and unpopular form of taxation) and the potential erosion in our ability
to deliver high quality, essential services in an efficient manner. We encourage the legislature and the
Governor to provide flexibility and full funding for any mandates imposed on local governments.
Issue:
County governments are tasked by both the
state and federal governments to carry out
New County Program Aid (CPA)
mandated programs on their behalf. Nearly
Used Towards Mandates
80% of all operating costs in the annual county
budget are to pay for mandated services.
New CPA Available in 2018: $990,900
Counties have identified potential reforms,
"Significant 2018 Mandated Cost Increases:
repeals, or changes that could reduce costs by
• Out -of -home placements of children $284,900
MNChoices cost shift estimate $260,500
over $8 million a year just for Washington
Child Protection (includes court-appointed attorney increases) $231,100
Regional Treatment Centers Cost Share $205,500
County (see Appendix A for a list of potential
State Public Radio System Upgrade $ 87,500
items for reform). Federal and state financial
• Chemical Dependency Treatment 85100
TOTAL $1,154,600
assistance is provided but does not cover the
Estimated shortage: <$163,7W>
full cost of providing the mandated services
•Additionally, the 2017 Legislative Agenda describes more than $L.4 million in
and in many situations the amount of aid does
unfunded mandates that have been shifted to Washington County in recent years.
sbinatm
v
not even cover the increases in costs from one
year to the next to provide those services. The
shifting of costs to the county property tax
places an unstainable burden on local property taxpayers
and inhibits the county's ability to provide high
quality, essential services.
In 2017, the county has budgeted to spend more than $116 million on services that are required by state
or federal law, rule or regulation. The cost increase to provide just these same services in 2018 is expected
to rise by over 6%, or an additional $4.6 million. This increase in costs just for mandated services required
a 4.5% increase in the county property tax levy.
County Program Aid (CPA) is provided by the state to help fund state mandated services. While the county
will receive more than $990,000 in additional county program aid in 2018, that amount is less than just
the increased costs for six mandated programs, including child protection, out of home placement costs,
and MnChoices assessments. The total county program aid estimated for 2018 for Washington County is
$10,104,300.
Washington County strives to provide services in a highly effective and efficient manner. The county has
the second lowest operating costs per capita of the seven metropolitan counties and the third lowest levy
per capita. The county has the lowest human services administrative costs per capita of all Minnesota
counties and one of the lowest county tax rates. The county holds the highest credit rating (AAA) from
both major rating agencies. The overall growth of the county levy over the past five years has been
considerably lower than the county's growth in population and the growth in inflation. However,
inadequate state resources threaten our ability to continue providing the core functions of county
government at a reasonable cost to county taxpayers.
5
Washington County continues to implement service delivery changes in order to minimize costs.
However, in recent years, the state has eased its own fiscal problems by shifting certain costs and
responsibilities to the counties.
A 2017 law change now requires counties to pay 15% of the cost
of state required assessments and reassessment for the elderly
and individuals with developmental disabilities. In addition,
counties are now required to pay a higher cost for regional
treatment centers and chemical dependency treatment. Law
changes in 2015 and 2016 have dramatically increased county
costs related to child protection services and the subsequent
placement of children outside of the home. These cost increases
in 2018 equal nearly $1,000,000 and counties have little or no
ability to manage these increases.
MOST COSTLY MANDATED SERVICES
RCENT COUNTY
Jail/juvenile detention
FUNDEDPE
�
$9,502,100
97%
Sheriff Patrol services
$4,027,000
93%
911 Emergency dispatch
$3,181,600
88%
services
Probation Supervision
$5,373,600
61%
Child out -of -home
$2,815,500
82°%0
placements
Attorney's Office
$3,202,000
98%
prosecution
The combination of passing on costs, and inadequate increases
in county aid to pay for increased costs to provide mandated services, is eroding the few county services
that serve the public at large. These factors, when taken together, are significantly impairing our ability
to maintain and expand our core services during a period of increasing population and changing
demographics, and the corresponding pressure for citizen and safety net services.
Counties have identified many mandated services that could be repealed, reformed or funded. For
example, the state could eliminate the county share of certain state court costs, reduce the mental health
services maintenance of effort, eliminate recently adopted increases in the county cost share for many
human service programs, and eliminate costly requirements for publications of county financial
information and instead allow for web publication.
Support and Opposition:
Support will come from other counties and other local governments that seek mandate relief. Opposition
may come from those that support mandates.
Previous Consideration:
The county has advocated this position for many years.
No Action:
Counties will continue to be responsible for new, unfunded mandates that will likely result in increasing
pressure on local property taxpayers.
Financial Implications:
County levy increases are likely to be larger than otherwise necessary if the state and federal governments
would fully fund the costs of mandated services.
Contact Persons:
Molly O'Rourke, Administrator
Washington County
651-430-6002
Molly.O'Rourke@co.washin,gton.mn.us
a
Kevin Corbid, Deputy Administrator
Washington County
651-430-6003
Kevin.Corbid@co.washington.mn.us
XNTashington
County
Washington Count] is both an admin-
istrative agency of the state pr rvid-
mandated services, and a local
gm.nernment The county only; has
the po%ver and authority given to it
by the state legislature. Washington
County provides an array of services,
including health and human service s
road constauctien and maintenance;
public safety and probation, election
administration, uater qu t r, pazk-S
libraries, solid %-dste management,
prosecution, property* %-atuatien and
laxation, and recording public proper-
ty records.
rayper-
tyrecords.
Cbuntyprograms are fumed through
a combination of state and feller
al aid, local properh taxes,, a local
sales tax, and fees for sen res. As the
cost ci pro%iding mandated sMiDES
increases, if state and federal funding
does not increase proportionally, the
pressure on the local property- tax
increases.
In 201T, the county spent more than
$115 million on senioer that it is re-
quired by the state or federal gm-ern-
ment to provide:
Source. 2o17 Mandates and C.or+e
Functions report
MOST
Out -of -home place-
PERCENT
COSTLY
AMOUNT
COUNTY
MANDATES
creases
FUNDED
Jail I
detmfian
S'�A00
9796
ShesiffPatwl
4,02-hooa
93%
suvicros
S87,50c
radi0upgrade
,w Fmugm7
S&&t,600
88%
cyte
vermes
Subtotal
Ptdm ico
S,%37376w
61%
supe rvid=
Net increased costs
Ctld crit-
$2,815,5oo
806
et -home
placed
A tomes -SSA02:000 53'*
OfEce yra
co5cn
FUNDING MANDATED SERVICES
SUGGESTED MANDATES FOR
REPEAL OR REFORM
Pressure on the local property tax
from state mandated senzces can be
reduced through the repeal or reform
of certain mandates, or pa}ing the
costs of mandated services from state
-sources, rather than the properly
taxa Examples of costs that could be
reduced, eliminated, orfunded by the
state are:
OEM
f Providing facffites
and security for state
courts
County costs for state
court, including
representation of indi-
gent adults
Eliminate charge to
county for state -
operated treatmimt
facilities
COST
$3,000,000
S575,000
Flim inate require- 51oo,000
ment for county share
for child foster care
transition senices for
38-21 y olds
Flingnate county S2 0,000
charge for Medical A -
sistar" costs for stays
longer than go days
3'n tatal. the county has ideal-
fified snare than $8 naillion in
costa or maintenance of amort
requirements that could he
changed to reduce the reliance
on the comity property toxfor
nuandated sensices.
EXAMPLES OF REGENT
UNFUNDED MANDATE COSTS
More than 51.1 million m new count,
costs for 2018 are the result of recent
legislathm changes related to child
protection, out -of home placement of
children, regional treatment center,
and chemical dependency treatment
costs, an upgrade to the statewide
public safety radio *stem, and &m s-
ments for the elderly and decelopmen
tally dtSabled OluChmcesj. Just the
cost increases in these f %. a programs
exceeds the neve• county program aid
rived Erom the state for 2018.7he
teal county program aid estimated
for 2018 for Washington County is
510,104,300.
SIGNIFICANT 2018 MANDATE}
COST INCREASE COMPARED TO
AN INCREASE
Out -of -home place-
$284,900
meats of children
MRC hOioes cost in
S26o,,504
creases
Child protection costs
S231,1co
Ronal Treatment
S2o&Soo
Center cost share
State public safety
S87,50c
radi0upgrade
Chemical Dependency
SB&loo
Treatment cost share
Subtotal
S1.154,6W
Less neer state old
1($990,900)
(CPA) in 2018
Net increased costs
I $163,700 i
7
COUNTY TAX RATE REDUCED FOUR
Tax Rate History
OF THE LAST FIVE YEARS
The proposed 2018 beset calls for a redsw ion in
the cointyproperty tax rate of 1.2%. Therednc-
37%
tion in tax rate is a fim¢tion of a rising tax base.
35% 34.22S4i
signifiewt new construction value and an increase
0-
in the levy needed to pay for aouaty senices. The
3a-..3L8119L
2018 reduction in tax rate wtild be the foga
out of the last five years the,- county has seen a
31% 30.5(A% 30.448'x;
reduction in the tax rate. Ul sh ton Ccan3ty in
30.09M
2017 had the second loumst tai rate of aft
t
seen aacetropoiitan counties; and our proposed tax
rate for 2018 is anticipated to remain the second
27%
2013 1024 2015 Z016 2017 tos
lMX-A.
Estimated County Portion of Tax
Bawd *%* harnr nhrd at $190,000In MW
saoc
5720 5712 $7co $706 5 9 ;res
Sc,ae 5681 5681
z
o SFAC sh.&
O 4 'L 'A ♦ 5 b 1
�o
y°
INCREASED PRESSURE ON THE
COUNTY PROPERTY TAX
The cast to provide the 5116 mien in
mandated services in 2o17 is estimated to
increase by 6.�► in 2o18. This grog%th is
from increased service demand, pro-
gram changes, and the typical increases
in costs of employees that provide these
services. The county prop' tax pays
for roughly= 6o%ofthe total cost of them
mandated ser%wes. The uuzeaise m
county property tames to find the cost of
esdsting mandated services in 2o18 will
exceed S4.6 million. A county= property=
tau levy increase of 4.5% is needed to jag
pay for these cots.
STRONG FINANCIAL HISTORY
Washington County has a hLston. of strong finan-
cial management and a to v twx burden. Ibe county
properly tat rate second lovmst of the seven
metropolitan oonnties and has dropped m four
of the past ft v Nvars. The recommended budget
includes a recommended i.a% decrease in the
county tax rate and an annual increase in coun-
ty tax of $34 for the median valued home in the
county (S25 -,Soo in ?oa$) that saw an increase
Of 4.9% m value from :tai -7 to 2oi8, uidch is the
median value increase of residential pro€rerhr. The
median valued home in 22009 (S283,400) Paid
I S7i2 per year m county property tax. Based on the
recommended 2ca18 budget, the wedian valued
home nal tear (S2., ,600) would parr $743, a S31
me re se in the past nine years. Washington Coun-
ty is also one of small number of romhes nation-
wuk that is rated khA by both major credit rating
agues, Standard and Poor's and MoodN!s.
Mandated Services Spending
on Core Functions in 2017
(Wasitington County) r,glL,
■ $116 million, mandated
■ $26.6 million, core function
$13 million, all otter {i.e.,
utilities, rent, technology not
assigned to a specific program}
0
STATE FUNDING FOR SAFETY NET SERVICES
Position:
Washington County supports ensuring adequate state funding for essential health and human service
safety net programs without shifts in funding from the state budget to the county property taxpayers.
Issue:
Year after year the Minnesota Legislature balances the State budget by shifting safety net costs to
counties. In recent years those shifts have come in the form of increases to the county share of residential
costs at state-run safety net institutions. Often these shifts are a product of conference committee
negotiations that do not allow for information to be shared with legislators on the impact of these shifts.
These shifts also often include costs that the county has limited or no ability to manage, and that places
increasing pressure on the property tax to fund state services that are more appropriately paid for with
less regressive state funding sources like the income and sales tax.
Support and Opposition:
Minnesota Counties are united in their opposition to these ongoing cost shifts. The Minnesota Association
of County Social Service Administrators, Minnesota Inter -County Association, and the Association of
Minnesota Counties support the position. Human service advocacy organizations that are focused on
getting their legislative positions included in final legislation are often not concerned about who is paying
the bill and the regressive nature of the property tax system.
Previous Consideration:
The issue has been indirectly referenced in the county position on taxpayer protection. It does parallel a
long-standing county position opposing maintenance of effort requirements. Counties have not had
success eliminating those over the years, despite very compelling arguments that they are an antiquated
means of funding important core services that seriously interfere with innovation and good practice.
No Action:
Counties will be forced to continue to raise property taxes which are not predicated on people's ability to
pay in order to pay for services that should be funded by less regressive state funding sources.
Financial Implications:
County Human Services Cost Shares:
• Minnesota Security Hospital, St. Peter
o Counties responsible for 10% of the daily cost
o Counties responsible for 50% of the cost for the Transitional Program
• Forensic Nursing Home, St. Peter
o Counties responsible for 10% of the daily cost
o Counties responsible for 50% of cost when the individual no longer requires program
(note: counties have no say as to when this decision occurs, nor are there suitable
community options available)
• Community Behavioral Health Homes (CBHH)
o Counties responsible for 100% of cost for individuals who are determined by the State to
no longer meet medical criteria for placement
9
• Community Restoration (to determine competency to stand trial):
o Counties responsible for 20% of the daily cost while deemed medically necessary
o Counties responsible for 50% of the daily cost when individual no longer requires program
services
o Counties responsible for 100% of the daily cost if charges are dropped. Counties have no
ability to budget accurately for this mandate and have no appeal rights to the State
Department of Human Services even when there is evidence that the individual may not
need the level of care required by statute.
• Minnesota Sex Offender Program
o Counties responsible for 10% of daily cost prior to August 1, 2011. 25% for any new
individuals after August 1, 2011.
The fiscal notes for these shifts are a moving target for counties as they depend on utilization. However,
the annual cost is significant and county control over them is minimal.
Contact Person:
Chris Sorensen, Director
Washington County Community Services
651-430-6455
Chris.Sorensen@co.washington.mn.us
10
STATE FUNDING FOR MINNESOTA ELIGIBILITY TECHNOLOGY SYSTEM (METS)
IMPROVEMENTS
Position:
Washington County supports immediate state funding in order to make substantial and rapid
improvements to the Minnesota Eligibility Technology System (METS) so that county staff can effectively,
efficiently and reliably serve clients.
Issue:
Counties provide eligibility determinations and ongoing management services for over 1 million
Minnesotans enrolled in Medical Assistance. The inefficiencies in existing METS functionality have
resulted in extensive labor-intensive manual workarounds and poor customer service. Since its
development, the Legislature has provided inadequate funding to support a system that can operate and
determine eligibility effectively.
Because METS does not function well, counties have been forced to add staff to meet workload demands.
As of 2017, the projected total cost of these staffing increases will be over $27 million statewide per year.
The current state budget level for METS is mostly for maintenance and repair; it does not include adequate
funding for the development of new or additional functionality, nor achieve progress in the efficiency
gains needed to remove the cumbersome manual processes currently implemented in response to
functionality issues. Additionally, other state legacy systems, like the Social Services Information System
(SSIS), are unprepared to continue to operate in a modern infrastructure environment. An investment in
METS must be part of a larger state effort to modernize its existing software programs and systems.
At least $10 million is needed to achieve significant improvement and efficiencies in METS. This state
appropriation would bring in approximately $100 million in matching federal funds for the biennium.
Support and Opposition:
Counties are united in their support for improving METS functionality. The Minnesota Inter -County
Association, the Association of Minnesota Counties, and the Minnesota Association of County Social
Service Administrators all support METS improvements. Opposition to adequately funding METS may
come from legislators who do not want to spend more money on the system during the second year of
the biennium budget process and/or favor a different approach.
Previous consideration:
Last year the county supported a $10 million investment in METS. No additional funding was provided.
No Action:
Counties will continue to manage Medical Assistance cases in an inefficient manner due to inadequate
system functionality, at a higher cost to county tax payers as a result of staff additions needed to manage
the work.
11
Financial Implications:
Counties have added significant staffing resources in the last several years to compensate for system
limitations, which will cost Minnesota counties over $27 million statewide in 2017. Although counties
receive state and federal funding to administer the Medical Assistance program, approximately 50% of
those costs are born by counties.
Contact Person:
Chris Sorensen, Director
Washington County Community Services
651-430-6455
Chris.Sorensen@co.washinp,ton.mn.us
12
NEW BUS ROUTE 363
(RED ROCK CORRIDOR PHASE I IMPLEMENTATION)
Position:
The Washington County Regional Railroad Authority (WCRRA) supports funds for a two-year
demonstration of a new bus route (Route 363) that would provide all -day, bi-directional bus service
between Saint'Paul and Cottage Grove.
Issue:
The existing transit service in the Red Rock corridor is peak period express service designed for downtown
workers with 9 am — 5 pm work schedules. New Route 363 would provide all -day service every 30 minutes
in both directions between Saint Paul and Cottage Grove, expanding multimodal travel options in the
Highway 61 corridor.
All day local service will allow people whose travel needs are not met with peak -period, peak direction
express service to complete trips on transit. Examples include workers within the corridor during
traditional and non-traditional work shift times, reverse -commuters, and people making school, human
service, social, and recreational trips. Local stops within the corridor will also increase access for people
currently unable to use the park-and-ride based commuter -express service, including those with limited
access to an automobile.
A two-year demonstration of Route 363 is estimated to cost $5,600,000.
Support and Opposition:
Support comes from the Red Rock Corridor Commission, Metro Transit, local communities along the
corridor, East Metro Strong, and those who support buses over other public transit options. Opposition
may come from those opposed to expansion of transit in the region.
Previous Consideration:
Through the Red Rock Corridor Implementation Plan completed in 2016, county and city partners have
conducted a thorough investigation of transit needs in the corridor. The plan is a phased approach with a
near-term need for new local bus service and a long-term need for bus rapid transit that includes high -
frequency service, robust stations and enhanced parking facilities.
Washington County collaborated with Metro Transit to submit a Regional Solicitation Transit Expansion
application in July 2016 to fund the purchase of four buses and operate new, local bus service in Red Rock
Corridor between Saint Paul and Cottage Grove in the amount of $7,382,834. This application was not
funded.
Washington County also submitted a request for demonstration funds to the 2017 Legislature. This
request was not funded.
No Action:
Without action the transit needs of the southeastern Twin Cities region will not be met and there will be
no all -day, bi-directional bus service in the Red Rock Corridor.
13
Financial Implications:
Sustainable revenue sources need to be identified to extend the life of the project beyond demonstration.
The financial implications depend on the source of funding and the plan developed.
Contact Person:
Jan Lucke, Planning Division Director
Washington County Public Works
651-430-4316
Jan.Lucke@co.washington.mn.us
14
EXPANDING THE REGIONAL TRANSIT CAPITAL AREA IN THE TWIN CITIES
METROPOLITAN AREA
Position:
Washington County supports expansion of the Regional Transit Capital Area to include the entire seven -
county metropolitan area to provide the Metropolitan Council with funding for transit capital
improvement.
Issue:
The Metropolitan Council is the planning agency for the seven -county metropolitan area and as a result,
is responsible for developing the regional vision for transit. The Regional Transit Capital (RTC) area,
formerly the Transit Taxing District, was established in the 1970's to provide the Metropolitan Council
with property tax funding for transit capital improvements. Communities placed into the RTC were chosen
based on the original Metropolitan Urban Service Area boundary. Since the 1970's the Twin Cities has
added nearly 975,000 people with little change to the RTC boundary. Expansion of the RTC area will more
accurately reflect the current urbanized area and the area benefiting from transit and will coincide with
the boundaries of the Metropolitan Council. The current taxing district boundaries do not equitably share
the cost of providing transit services in the metropolitan region.
Support and Opposition:
The county would need to work with the Association of Minnesota Counties (AMC) and the Minnesota
Inter -county Association (MICA) to develop strong regional support for this proposal.
Previous Consideration:
County Board Position for several years.
No Action:
If the proposal is not enacted, the metropolitan area will not have sufficient funding to implement the
transit vision and the current inequities will continue.
Financial Implications:
Sustainable revenue sources need to be identified. The financial implications depend on the source of
funding.
Contact Person:
Jan Lucke, Planning Division Director
Washington County Public Works
651-430-4316
Jan.Lucke@co.washington.mn.us
15
2016 Park -and -Ride User Home Origins from Minnesota License Plates
i
i f
i
i
J•
i
,.i
J f ��
i
i
i •�
1
i
x
1
}
k
I
i
Interstate Highway
I
N P&R Users
i
0 5 10 20_ Transit Capital Levy Communities
Miles — -- —
Source: Metro Transit 2016 Regional Park -and -Ride System Report
16
TRUNK HIGHWAY 36 AND COUNTY STATE AID HIGHWAY 15
(MANNING AVENUE) INTERCHANGE PROJECT
Position:
Washington County supports $7 Million of state bonding, for the Trunk Highway 36 and County State Aid
Highway 15 (Manning Avenue) Interchange Project.
Issue:
Washington County is leading the Trunk Highway (TH) 36 and CSAH 15 (Manning Avenue) Interchange
Project, in cooperation with MnDOT, the Cities of Stillwater, Grant, Lake Elmo, and Oak Park Heights, and
Stillwater Township. Traffic volumes at this at -grade signalized intersection have increased to the point
where traffic demand is exceeding the capacity of the at -grade intersection. This is resulting in extended
periods of heavy congestion, and an unacceptable level of peak hour service.
The 2017 opening of the St. Croix River Crossing Bridge improves access to Washington County, the Twin
Cities Metro Area and Western Wisconsin but the subsequent increased traffic volumes, and the
additional increased truck traffic due to the new bridge accommodating large trucks, exacerbate this
capacity issue at the existing intersection.
The project preserves existing capacity along TH 36 by constructing an interchange at the existing
signalized intersection and adding a frontage road south of TH 36. This project eliminates an at -grade
intersection along TH 36 and helps achieve the freeway vision of this important interregional corridor.
Support and Opposition:
MnDOT, the Metropolitan Council, the Cities of Lake Elmo, Stillwater, Oak Park Heights and the townships
of Grant and Stillwater support improving efficiency, mobility and safety at the intersection of TH 36 and
Manning Avenue.
Previous Consideration:
This is the first state bond request for this interchange.
No Action:
If the proposal is not enacted the efficiency, mobility and safety issues associated with the TH 36 and
Manning Avenue intersection will continue to grow. The opening of St. Croix Crossing is expected to only
exacerbate these issues as the corridor develops into a regional gateway.
Financial Implications:
The total cost of the TH 36 and Manning Avenue Interchange and Project is estimated to be $25 million.
It is expected that local agencies will provide $5 million, State Grants will provide $3 million, State Aid will
provide $3 million, State Bonds will provide $7 million and Federal Grants will provide $7 million in funding
for this project.
Contact Person:
Wayne H. Sandberg P.E., County Engineer, Deputy Director of Public Works
Washington County Public Works
651-430-4339
Wayne.Sandberg@co.washington.mn.us
17
METROPOLITAN COUNCIL REGIONAL PARK SYSTEM
Position:
Washington County supports $15 million of state bonding be dedicated to the Metropolitan Council's
regional park system for State financial year 2019-2020.
Issue:
Washington County owns, operates, and maintains four regional parks, two park reserves, one special
recreation feature, and two regional trails that are visited more than 1.4 million times every year. In a
2016 survey, county residents awarded the parks system the Top Rated County Service, Top County
Characteristic, and the Services and Facilities Most Used by 01derAdults. Washington County regional park
and trail facilities are one of the most visible and well -used services the county provides. In order to
continue providing high-quality amenities and services for all residents, the county must plan for future
park improvements, recreation facilities, and conservation protections.
Despite the natural resource and recreational value our parks and trails provide, the State has often not
met its responsibility to provide adequate funding for regional parks in the Twin Cities metro area. This
has resulted in placing undue fiscal burden on Washington County and other regional park agencies'
already tight budget.
Washington County depends on state bonding to the Metropolitan Council regional parks system for
ongoing acquisition, capital improvements, and parks operations and maintenance. The Metropolitan
Council matches funding received through state bonding and then passes along 100% of it to regional park
agencies. This provides the funding to address pertinent needs within the regional parks and trails system.
Washington County has four proposed projects in 2018-2019 that rely on state bonding to the
Metropolitan Council regional parks system. Lake Elmo Park Reserve requires trail connection
improvements, additional access for park users and emergency vehicles, and playground upgrades. St.
Croix Bluffs Regional Park requires improvements to the maintenance building in order to serve growing
park and trail needs in the southern part of the county.
Support and Opposition:
With the Metropolitan Council, ten partnering park implementing agencies that make-up the regional
park system are united in their support for increasing the amount of state bonding dedicated towards the
Metropolitan Council's regional park system. Natural resource-based agencies and organizations have
demonstrated support for this effort as well.
Opposition to Washington County's position may come from legislators who prioritize the allocation of
more resources to projects outside of the metropolitan area.
Previous Consideration:
In 2016, Washington County advocated for full funding of the Governor's $10 million request to be
dedicated to the Metropolitan Council's regional park system. This amount was reduced to $5 million,
impacting the projects that relied on this funding source. Washington County's request this session, an
increase from last year's request, would help alleviate the impact of reduced funding from previous years.
18
No Action:
The staff and resources necessary to deliver the projects are allocated. If the $15 million of state bonding
is not dedicated to the Metropolitan Council's regional park system, the proposed projects will either not
proceed, or will be scaled back significantly.
Financial Implications:
Every $3 of state bonding to the Metropolitan Council's regional park system leverages $2 of additional
Metropolitan Council funding, meaning $15 million of state bonding would result in a $25 million package.
100% of these funds get allocated directly to the park agencies that make-up the Metropolitan Council's
regional park system.
6.69% of the overall state bonding to the regional parks, including the Metropolitan Council match, will
be allocated to Washington County. For example, the county would receive $1.67 million if Metropolitan
Council's regional park system receives $15 million of state bonding.
Contact Person:
Wayne H. Sandberg P.E., County Engineer, Deputy Director of Public Works
Washington County Public Works
651-430-4339
Wayne.Sandberg@co.washington.mn.us
19
LICENSING SERVICE FEES
Position:
Washington County supports legislation to fully reimburse counties and deputy registrars for services
provided for the benefit of the State. This business model, when fully funded, allows the county to provide
a wide variety of deputy registrar services and ensures services are available throughout Minnesota.
Issue:
The recent and ongoing implementation of the MN Licensing and Registration System (MNLARS) and the
2018 implementation of Real ID increases the costs of license center operations by moving data entry
from the state to the deputy registrar offices, requiring additional background checks for employees, and
increasing transaction time. In addition to these major operational changes the county is required to
provide approximately 18,000 no fee transactions per year for driver's license and motor vehicle services
such as; motor vehicle sticker address changes, driver's license status updates, and disability certificates.
The deputy registrar portion of the license fee is set by statute and without legislative action it cannot be
increased to provide adequate funding for the staff time and other associated expenses deputy registrars
are incurring. Each year the license and service centers managed by Washington County complete
approximately 300,000 transactions on behalf of the state. In 2016, the county collected and sent over
$36.5 million to the State of Minnesota. In order to maintain these important services and a distributed
service model throughout the state, the fee for service must adequately cover costs.
Support and Opposition:
Support will come from the Minnesota Deputy Registrars Association and the Minnesota Association of
County Officers. There may be opposition from various special interest groups. The legislature did
consider deputy registrar fee increases for Real ID costs last legislative session but ultimately decided that
any action was premature.
Previous Consideration:
The County Board has a long history of prioritizing legislation that provides local taxpayer protection and
allows the county to deliver high quality core services.
No Action:
If no action is taken the county board may need to consider providing levy support for license services or
eliminating this core function.
Financial Implications:
Increasing the fee for service retained by the provider to a level that is adequate to offset wage, benefit,
facility, and supply costs will allow the county to continue to provide a wide variety of services without
property tax levy support.
Contact Person:
Jennifer Wagenius, Director
Property Records and Taxpayer Services
651-430-6182
Jennifer.wagenius@co.washington.mn.us
20
ASSISTIVE VOTING TECHNOLOGY
Position:
Washington County supports legislation that allows for alternative printed ballot styles to be used in the
voting process, specifically assistive voting technology that creates a marked paper ballot indicating the
voter's selection for each office by use of a touch screen or other electronic device.
Issue:
Assistive voting equipment allows all voters, regardless of their abilities, to vote privately and
autonomously. Currently, there are three assistive voting machines certified by the Office of the Secretary
of State for use in Minnesota. The most common, and the one currently used by Washington County for
assistive voting, is the Automark. The Automark is the only equipment compatible with the county's
existing election infrastructure. The Automark is no longer manufactured, is over ten years old, weighs
80 pounds, and takes up a significant amount of storage space. Because this technology is over a decade
old, voters who use it are frustrated by the slow push screen (not touch screen) technology.
Washington County and other counties across the state are interested in upgrading their assistive voting
technology with new technology that is compatible with our existing election infrastructure. One such
advancement in this technology does not print a voter's selection on a pre-printed paper ballot. Instead,
a voter's preferences are printed on a large receipt detailing their selection that is then fed into the ballot
tabulator like every other ballot. This receipt is considered an alternative ballot style and current
Minnesota law does not allow anything but a traditional paper ballot to be used when voting.
The proposed technology provides complete and total independence to voters of all abilities; results in an
easier -to -use assistive voting system for the voter, the poll worker, and elections administrators; reduces
the expense of pre-printed ballots; eliminates unclear voter intention since the voter's completed ballot
will clearly identify the voter's intent every time; and expands options in voting technology to ensure the
specific needs of each county and its voters are met.
Support and Opposition:
Support for these voting systems and the alternative printed ballots at the legislature has been mixed.
House 1569 and Senate 1141 files (90th Legislature 2017-2018) authorizing this type of voting system have
authors from both political parties including Karin Housley and Leon Lillie from Washington County. Some
legislators opposed to the bills are wary of the alternative ballot style due to fear that the ballot style may
cause voters to be identified. Provisions are included in the proposed legislation to address this concern.
House 1569 and Senate 1141 were supported by the Office of the Secretary of State, the Disability
Advisory Committee to the Secretary's Office and the National Federation for the Blind.
An equipment vendor competing with the county's existing vendor for market share in Minnesota
opposes this legislation and has lobbied in opposition.
Previous Consideration:
This legislation was introduced during the 2017 Legislative Session. It has authors in both chambers. It
was heard in the House, but not in the Senate. Washington County has not previously considered this
legislation.
21
No Action:
Absent legislative action Washington County and several other counties in the state do not currently have
the option to replace assistive voting equipment with updated technology compatible with their election
infrastructure.
Financial Implications:
Any eventual purchase of assistive voting technology will have financial cost to the county. The planning
for that expense will occur after approved solutions are available.
Contact Person:
Jennifer Wagenius, Director
Property Records and Taxpayer Services
651-430-6182
Jennifer.wagenius@co.washington.mn.us
22
COUNTY COMMISSIONER APPOINTMENT
Position:
Washington County supports legislation that would allow, but not require, the county board to appoint
an interim county commissioner to serve until a special election can be held and a replacement elected.
Issue:
Under current law, when a vacancy occurs on the county board and there is more than one year remaining
on the unexpired term the county board must call for a special election and may not appoint an interim
commissioner. The statutory restrictions in scheduling a special election create the possibility for
vacancies on the county board of up to ten months in length. These vacancies leave large populations
unrepresented and place additional burdens on the remaining commissioners.
This legislative change would allow a county board to appoint an individual to serve as commissioner
between the period when the vacancy is declared and when an individual is elected at a special election
to fill the unexpired term. If only a short time exists between when the vacancy is created and the special
election, the county board would be unlikely to appoint a replacement. However, if a longer time period
exists, the county board may determine that representation of those county residents would be best
served by appointing an interim commissioner until a successor could be elected.
Support and Opposition:
Because this law change would not change the requirements to hold a special election and it is in rare
cases where this appointment option would be utilized, little to no opposition would be anticipated.
Support may come from other counties that have operated at fewer than the normal number of elected
officials because of a vacancy prior to the election of a successor.
Previous Consideration:
This position was part of the 2017 county legislative priorities. House File 371 and Senate File 373 (90th
Legislature 2017-2018) authorizing the appointment of an interim county commissioner were introduced
and have numerous authors from the Washington County legislative delegation. Because this law change
would not change the requirements to hold a special election and it is in rare cases where this
appointment option would be utilized, little to no opposition is anticipated. Support may come from other
counties that have operated at fewer than the normal number of elected officials because of a vacancy
prior to the election of a successor.
No Action:
If no action is taken unfilled vacancies will leave a portion of the county population unrepresented and
unreasonably burden existing commissioners.
Financial Implications:
Opportunities for county attendance at various boards and committees may be missed leaving the county
unrepresented in decisions of financial and operational importance to our residents.
Contact Persons:
Kevin Corbid, Deputy Administrator
Office of Administration
651-430-6003
Kevin.CorbidLOco.washington.mn.us
23
Jennifer Wagenius, Director
Property Records and Taxpayer Services
651-430-6182
Jennifer.Wagenius@co.washington,mn.us
IN-PERSON ABSENTEE VOTING PROCEDURES
Position:
Washington County supports legislation that will allow an in-person absentee voter to place their ballot
directly into the ballot tabulator during the entire 46 -day absentee voting period.
Issue:
In Washington County during the 2016 general election approximately 25% of all ballots cast were cast by
absentee ballot and in our largest city, Woodbury, over 30% of the ballots cast were cast by absentee
ballot. Existing legislation allows voters to place their ballots directly into the ballot tabulator during the
seven days before the election, substantially improving the voter experience and reducing administrative
burden, however there is a disparity between in-person absentee voters.
Voters casting their ballot in-person during the first 39 days of the absentee voting period are required to
use the more time consuming and expensive mail absentee ballot process which requires a minimum of
two envelopes and an extensive manual process that does not notify the voter of an error on their ballot.
Voters using this process have expressed unease about having their ballot envelopes placed in a locked
ballot box.
In-person absentee voters who vote during the last seven days before the election are allowed to place
their ballots directly into the ballot tabulator. Voters using the certified tabulator receive system
validation that their ballot was accepted without error or receive a message identifying errors and
allowing the voter to mark a replacement ballot. During the 2016 election approximately 14% of the
ballots cast using the envelope process contained errors or stray marks that would have been identified
for the voter with direct feed absentee voting.
Support and Opposition:
Support for expansion of the in-person absentee ballot tabulator process will come from the Minnesota
Association of County Officers, Minnesota Office of the Secretary of State, and various voting rights
groups, though not all may agree on the length of time to allow this alternative procedure. During the
2017 legislative session bipartisan bills were introduce to allow this expansion and both major political
parties actively promoted absentee voting during the 2016 election.
Opposition exists among some House and Senate members who are wary of this expansion and concerned
that it does not allow a voter to change their ballot. During the 2016 election 3 voters in Washington
County, .008% of absentee voters, asked to cast a replacement absentee ballot under the existing
envelope procedure.
Previous Consideration:
The County Board and several Washington County legislative delegates actively supported this legislation
in 2017.
No Action:
If no action is taken the in-person absentee voters will suffer disparate voter experiences, voter concerns
will not be addressed, and the administrative costs for absentee voting will continue to expand as the
popularity of absentee voting increases.
24
Financial implications:
Allowing in-person absentee voters to place their ballots directly into the ballot counter rather than using
the supplies and procedures required for mail voting reduces costs per transaction over 50%, improves
service, and notifies the voter of an error thereby allowing them to obtain a replacement ballot and have
their vote counted.
Contact Person:
Jennifer Wagenius, Director
Property Records and Taxpayer Services
651-430-6182
Jennifer.wagenius2co.washington.mn.us
25
STATE FUNDING FOR THE LOCAL PUBLIC HEALTH GRANT
Position:
Support increased funding for the Local Public Health Grant.
Issue:
Minnesota's local public health system serves to protect and promote the health of safety of our
communities, but an over -reliance on local tax levies and a series of funding cuts have unduly stressed the
system. The Local Public Health Act (MN Stat. 145A) mandates that local public health agencies fulfill six
areas of responsibility: Assure an adequate local public health infrastructure (e.g., assessments and
planning); Promote healthy communities and healthy behaviors (e.g., healthy aging, nutrition, healthy
pregnancies, physical activity); Prevent the spread of infectious disease (e.g., tuberculosis, STDs/STIs);
Protect against environmental health hazards (e.g., foodborne illness outbreaks, public health nuisances);
Prepare for and respond to disasters and assist communities in recovery (e.g., flooding, tornadoes,
terrorist threats); and Assure the quality and accessibility of health services.
Mental health, opioid abuse, terrorist attacks and new infectious disease threats are just some of the
priorities facing communities today that fall within local public health's mandated, core responsibilities.
Insufficient funding from the state means agencies are ill-equipped to respond. The Local Public Health
(LPH) Grant is one of the state's main investments in the local public health system and core
responsibilities mandated by state statute. The grant was created to provide local control to meet state
mandates and address emerging public health priorities, but it funds just 6% of expenses with 47% of the
funding coming from local sources (i.e. property tax, fees for services) and the remaining funding from
program specific categorical grants and federal funds.
In 2017, House and Senate bills were introduced to increase the Local Public Health Grant by $37 million
per year. This amounts to less than a $3 increase per Minnesotan and would increase local capacity to
maintain core state -mandated services, address emerging public health issues, and relieve local tax levies.
Washington County's LPH Grant Award from the Minnesota Department of Health has remained stagnant
at its current amount for nearly 15 years. During that same time, the cost of goods and services (inflation)
has increased 36%. What cost $100 in 2002, now would cost more than $136. Local grant funding was cut
dramatically in 2003 and has not recovered since that time. Reminders of the importance of local public
health and flexible funding are regularly found in news headlines, but our state's investment in the Local
Public Health Grant hasn't kept up. In fact, the LPH Grant has declined as a percentage of total public
health expenditures over time.
Local Property Tax levy funding in the Washington County Department of Public Health and Environment
is approximately $2.3 million. The Local Public Health Grant funding from MDH is approximately $543,000.
We have a funding ratio of more than 4:1 local levy to local public health grant dollars. The Local Public
Health Grant Agreement calls for a minimum 75% local match.
Statewide, nearly half the funding for Community Health Boards (47%) comes from local funds. This
includes local tax levies, which make up the single largest funding source for local public health
(accounting for more than $107 million or 32% of all expenditures).
0
The LPH Grant supports core functions of government. It is one of the state's main investments in the
local public health system and services mandated by the Local Public Health Act.
The LPH Grant is unique from other state and federal funding because it provides local governments local
control to direct dollars where they are needed most in their communities.
Support and Opposition:
This funding increase was a priority item for the Local Public Health Association of MN, the Association of
MN Counties and the Minnesota Inter -County Association.
Previous Consideration:
In 2017 HF614 and SF1144 were introduced.
No Action:
If additional funding is not provided, either local capacity diminishes or property taxes must rise.
A significant investment in the LPH Grant is needed to ensure local public health agencies have the
capacity to respond to the public health needs of their communities.
Financial Implications:
Investing in prevention and local public health pays off by saving health care and other public program
costs, such as those from corrections and child protection. Local tax levies are the single largest funding
source for local public health in Minnesota.
Contact Persons:
Lowell Johnson, Director
Public Health and Environment
651-430-6725
LowelLJohnson@ co.washingon.mn.us
27
David Brummel, Deputy Director
Public Health and Environment
651-430-6662
David.Brummel@co.washineton.mn.us
SUPPORT INCREASED FUNDING FOR AQUATIC INVASIVE SPECIES COUNTY AID
Position:
Washington County supports an increase in the state funding provided to counties to prevent the
introduction and spread of aquatic invasive species.
Issue:
In 2014, the Legislature approved the creation of a new county aid program to prevent the introduction
and spread of aquatic invasive species in our state's lakes, rivers, and streams. Annually $10 million is
appropriated and split amongst the 87 counties based on a formula that takes into account the number
of public water accesses and watercraft trailer parking spaces in each county.
Washington County has developed a competitive grant program to select projects to fund from its share
of the aid program. Projects funded include public awareness and planning activities, watercraft
inspections, and the control of Eurasian watermilfoil and flowering rush in a number of county lakes. The
county has required third -party monitoring of the control activities, and required all grantees to submit
detailed result reports in order to track the effectiveness and efficiency of the projects funded.
The county has partnered with the Washington Conservation District, local watershed districts, and many
local lake associations to carry out projects funded through the county aid program. The county funding
provided to the watershed districts and lake associations has grown in importance because of the
reduction in funding for these efforts by the Minnesota Department of Natural Resources. In 2017, the
county received over $350,000 in requests, nearly three times more than the county's state grant.
Support and Opposition:
Support is likely to come from other Minnesota counties, the Washington Conservation District,
watershed districts, and local lake associations.
Previous Consideration:
In April of 2016, the County Board sent a letter to the county's legislative delegation thanking them for
providing the county aid to prevent the introduction and spread of aquatic invasive species and
recommending additional funding in future years.
No Action:
The county will continue to provide grants to local partners to prevent the introduction and spread of
aquatic invasive species, but as the number of both public water accesses and watercraft trailer parking
spaces continue to increase statewide, Washington County's share of the $10 million in aid will likely
decrease.
Financial Implications:
In 2014, the first year of the program the county received $62,811 of the total $5 million available
statewide. Beginning in 2015, the statewide total increased to $10 million per year and the county share
in 2015 and 2016 was just more than $139,000 and the amount certified to be received in 2017 is just
more than $132,000.
Contact Persons:
Kevin Corbid, Deputy Administrator
Office of Administration
651-430-6003
Kevin.Corbid@co.washington.mn.us
28
Colin Kelly, AICP
Senior Planner, Office of Administration
651-430-6011
Colin.Kelly@co.washington.mn.us
RETENTION OF OFFICIAL RECORDS
Position:
Washington County supports the current law that requires the county to retain official records. The county
does not support additional requirements to retain items that are not official documents or that are not
required as part of the data practices law, including the proposal to keep all email correspondence for a
period of three years. Washington County recommends any modifications to records retention or data
practices law be based on the content, not the media that contains the information.
Issue:
Under current law, counties and other local units of government are required to "make and preserve all
records necessary to a full and accurate knowledge of their official activities." Government records
include correspondence, memos, reports and other data or information regardless of its physical form or
characteristics. Laws are in place to define what is an official government record or document and for
how long that record must be retained.
Legislation was introduced in 2017 that would require all correspondence, whether it meets the definition
of being an official record or government record, to be retained for no less than three years. As noted in
the House Resource bill summary for House File #1185 this change would "significantly broaden the scope
of records retention laws and no longer provide for a distinction between official and unofficial records."
In early 2016, the metropolitan counties formed a workgroup to share information and develop best
practice recommendations on the management of electronic communications. That group recommended
a number of guiding principles for the management of electronic communications including:
• That retention should be applied based on the content of the electronic communication, not the
format;
• That electronic communication is subject to the Minnesota Government Data Practices Act;
• That electronic communication containing data that would be considered part of an official record
must be retained in accordance with established records retention schedules; and
• That the majority of electronic communications are not official records and are transitory in
nature.
The workgroup recommended that counties should have policies in place that address electronic
communications, that all for the efficient management of transient, nonofficial records, and adopt
technology solutions to support the movement and storage of electronic communications.
Support and Opposition:
There were a number of individuals and groups that supported the legislation to require a three-year
retention for all emails. Local units of government opposed the added requirements.
Previous Consideration:
The county Legislative Committee reviewed the 2017 legislation during the last legislative session. No
formal position has been taken by the county board. The county board sent a letter to its delegation on
February 14, 2017 outlining its concerns. The Minnesota Inter -County Association and Association of
Minnesota Counties actively opposed the bills in 2017.
29
No Action:
If no action is taken by the Legislature, official government records and documents will continue to
preserve regardless of the format or media the records is part of. Counties and other governmental
entities would be allowed to manage their electronic documents as they feel is appropriate and legal.
Financial Implications:
If the law was changed to require Washington County to retain all email for a period of three years, the
county estimates our costs to be an additional $350,000 to $500,000 for new hardware, software and
personnel to manage the increased storage. Additional resources would also be needed to manage the
increased work to fill data practices requests.
Contact Persons:
Renee Heinbuch, Director
Information Technology Department
651-430-6421
Renee.Heinbuch@co.washin,gton.mn.us
30
Rick Hodsdon, Assistant County Attorney
County Attorney's Office
651-430-6119
Rick.Hodsdonif ico.washin�ton.mn.us
FUNDING FOR AFFORDALE SENIOR HOUSING
(SERVING OUR SENIORS)
Position:
The Washington County Community Development Agency (CDA) is seeking the support of the Washington
County Board to aid in lobbying the State of Minnesota for the creation of programs and policies to
facilitate the construction of new affordable senior housing units.
Issue:
As the population of Washington County ages and as people live longer, demand for senior housing
options is growing. More individuals are seeking homes that require less maintenance and facilitate the
cost-effective provision of services that enable seniors to age in place safely.
The number of residents over the age of 65 is growing rapidly. In just the next five years, Washington
County's population ages 65 and over will grow by nearly one-third. Roughly 10,000 additional residents
will fall in this age category. The population of residents between ages 55 and 64 will grow by an additional
ten percent.
It is estimated that the most difficult to serve will be older adult households "in the middle", those who
cannot afford the high cost of private pay, market rate senior housing because they are unable to find
vacant, affordable, age -restricted housing. Many choose to stay in a home that is too large and presents
physical and financial burdens to maintain.
Further, the practical constraints faced by private developers in terms of financing often means that our
poorest residents do not get served at all absent some type of assistance or intervention from the public
sector.
State -level policy has become more favorable to affordable senior housing in recent years. We have seen
increases in support for housing infrastructure bonds, though state allocation criteria has historically
disadvantaged senior housing proposals, instead preferring a more universal housing design that is
targeted at younger families.
The CDA has met with leadership at Minnesota Housing to discuss this issue and has partnered with other
housing agencies in the state to commission a special report (published in 2014) on the senior housing
market that clearly defines the housing needs for our low-income seniors throughout the state.
Support and Opposition:
The broader community of agencies and non-profit groups coordinated through the Homes for All
coalition has been effective in lobbying for record -level state support for affordable housing. Many of
those organizations will be supportive of these efforts as well. Opposition may come from certain groups
within that coalition if those groups perceive that funding for senior housing may come at the expense of
funds supporting their particular niche. There may also be general opposition from those who choose to
believe that the affordable housing crisis can be solved without assistance from state and local housing
agencies.
Minnesota Housing is also supportive of allowing affordable senior housing as an eligible use of housing
infrastructure bonds, which would provide another potential source of assistance.
31
Previous Consideration:
This position was part of the county's legislative agenda last year. During that time, local housing agencies
have continued collaborations with Minnesota Housing and members of relevant legislative committees
to determine an appropriate path forward. All agencies remain in agreement that the issue of affordable
senior housing is unlikely to be resolved without some kind of further action on the part of the state.
No Action:
The CDA could still act within its autonomous status, but would prefer to do so with the support of the
County Board.
Financial Implication:
Projects are still likely to require local investment as a component of securing assistance from the state.
To that extent, local governments may have to issue general obligation bonds or other public financing
tools in support of any senior housing projects that are pursued.
Contact Person:
Barbara Dacy, Executive Director
Washington County Community Development Agency
651-458-6556
barbarad@washinp,toncountvcda.org
32
PERMANENT FUNDING FOR THE SCHOOL BUILDING BOND AGRICULTURAL
PROPERTY TAX CREDIT
Position:
Washington County supports legislative efforts of the Minnesota Farm Bureau to identify a funding
strategy to pay for the school building bond agricultural property tax credit implemented in the 2017
legislative session on an on-going and permanent basis.
Issue:
The school building bond agricultural property tax credit provides a credit of 40% of the property tax
attributable to school district bond levies. Under Minnesota law a school district is required to hold a
referendum on the question of issuing bonds that are used for capital improvements or the construction
of new facilities. The property tax levied by the school district to fund the debt issued to improve or
construct new facilities is spread on all property types, including residential, commercial and agricultural
properties. The 2017 Legislature approved the school building bond agricultural property tax credit to
provide property tax relief for owners of farm property. The credit reduces.a farm property owner's
property tax bill and the state makes a payment directly to each school district to reimburse them for the
amount of the credit.
An appropriation is made from the state's general fund to the Commissioner of Education to fund the cost
of the school building bond agricultural property tax credit. In order to protect this property tax credit
from future funding reductions, strategies are being considered to ensure the credit is provided in future
years.
Support and Opposition:
Support would come from farm organizations and others that support lowering the tax burden on farm
property owners including other counties, especially those with high concentrations of value from farm
properties. Opposition may come from groups that oppose efforts to dedicate state funds for specific
purposes thus protecting some programs over others from potential reductions when state resources are
under pressure.
Previous Consideration:
None.
No Action:
If no change is made, the funding for this school building bond agricultural property tax credit may be cut
when the state's general fund is under pressure of shrinking surpluses or deficits.
Financial Implications:
There is no direct impact on the county budget, however this property tax credit program provides for
significant property tax relief for owners of agricultural property within the county.
Contact Person:
Kevin Corbid, Deputy Administrator
Washington County Office of Administration
651-430-6003
Kevin.corbid@co.washington.mn.us
33
LOCAL WETLAND REPLACEMENT PROGRAM
Position:
Washington County supports $10 million in bonding to be appropriated to the Board of Water and Soil
Resources (BWSR) to allow the purchase and development of wetland credits to meet Local Road Wetland
Replacement Program obligations.
Issue:
The Local Road Wetland Replacement Program (LRWRP) has been an integral part of the "no net loss"
policy under the Wetlands Conservation Act (WCA) since 1996.
Under the WCA, the reconstruction or rehabilitation of existing county, city and township roads to meet
state or federal design or safety standards are exempt from wetland replacement requirements as long
as wetland impacts are minimized. The Board of Water and Soil Resources (BWSR) is required to replace
the wetlands lost as the result of the eligible local road reconstruction or rehabilitation.
BWSR's obligation to replace the wetlands lost due to the eligible local road projects has been historically
funded with the proceeds of GO bonds authorized in the biennial capital budget bills. Since 2010, the state
has not been meeting the funding obligation as requested by BWSR.
Support and Opposition:
Support has come from the Association of Minnesota Counties (AMC), Minnesota Inter -County
Association (MICA). No major opposition is expected as this program, when functioning, is considered one
of the best examples of government streamlining in the State.
Previous Consideration:
In 2017, Washington County supported a total of $15 Million toward this program ($5 Million cash, and
$10 Million Bonding). The legislature approved a total of $10 Million.
No Action:
Continued underfunding of this program will result in a lack of available wetland credits. BWSR and the
State of Minnesota are required by law to provide these credits.
Financial Implications:
Wetland replacement credits are available on the private market for $60,000 to $80,000 per acre. Project
delays are expected due to lack of BWSR credits. Delays increase project costs.
Contact Person:
Wayne Sandberg, County Engineer, Deputy Director of Public Works
Washington County Public Works
651-430-4339
Wayne.Sandbe[g@?co.washington.mn.us
34
APPENDICES
35
SUGGESTED MANDATES FOR CONSIDERATION OF REPEAL OR REFORM
Mandate I Statute
Public Safety/Corrections
Eliminate 484.77
Responsibility for
County to
Provide Rent
Free Space to
State Courts
Comments
Allowing counties to charge a rental fee to cover the cost of building, maintaining,
operating, remodeling, insuring, and renovating facilities occupied by the court
would provide for accountability and transparency in government costs and
operations. Approximately $1,806,900 per year.
State Court
484.52
The County Sheriff is required to provide state court security. Approximately
Security
$1,242,800 per year.
The 1999 Legislature approved the transfer of responsibility for funding most, but
Eliminate State
480.181
Court Costs Paid
480.1811
not all, trial court operations. Approximately $365,000 per year.
by Counties
480.182
Eliminate Shift
206C.331
Since the 1994 Public Defender takeover by the State of Minnesota, the courts have
of Public
Subd. 3(d)
regularly appointed public defenders to represent indigent parents in Children in
Defender Costs
Need of Protection or Services (CHIPS) and Termination of Parental Rights (TPR)
for Representing
260C.163
cases. Beginning in 2008, the state public defenders no longer accepted these
Parents in
Subd. 3(b)
cases, and when counsel was ordered by the court the costs were billed to the
CHIPS/TPR
county. In 2012 legislation was passed that codifies recent Supreme Court rulings
requiring counties to pay for the representation of adults in CHIPS/TPR
proceedings, if they are unable to financially provide for their own counsel. The
legislation did provide more authority for the county to develop contracts with
attorneys to provide these services. Options are being developed to control county
costs, but the costs would be more appropriately funded by the state through the
public defender's office. Approximately $75,000 per year.
Eliminate State
Public defender's offices can secure court orders to direct payments by counties
611.21
Court Authority
for services other than counsel. This is not an expenditure the county has any
to Direct
ability to control or estimate for budgeting purposes. Approximately $2,000 per
Payment by the
year.
County for
Services Other
than Counsel for
Indigent
Defendants
Subtotal. $3,491,700
Human Services
Mental Health
245.4835
This was imposed by the Legislature out of concern that since the state was shifting
Maintenance of
money from counties to health plans, counties would begin reducing their
Effort (MOE)
investment in mental health. Approximately $5,370,700 per year of which
$3,750,700 is county responsibility.
36
Mandate
Human Services
Commitment
Treatment Costs
County Share
for Medical
Assistance Costs
for Under 65,
Disabled Person
Placed in
Nursing Homes
More than 90
Days, and for
Certain ICF/MR
Placements
Detoxification
Costs
Reform
Requirement
that Counties
Provide Child
Foster Care and
Transition
Services for
Youth in Child
Foster Care from
age 18-21
Statute
Comments
246.54 Eliminate the county share for commitment treatment costs.
• 0-75% for individuals committed to State Operated Services facilities for
treatment of mental illness. Share is dependent on the length of stay. During
the 2013 legislative session, the county share of costs on stays over 30 days
increased from 50% to 75%. The county share for individuals committed to MN
Security Hospital also increased from 10% to 50%. Total cost of these areas is
approximately $389,200 per year.
2566.19
256G.06
Chapter
260C.451
Subd. 1
(Effective
August 1,
2010)
(DHS
Bulletin
#10-68-12,
Sept. 3,
2010)
• 10% for individuals committed prior to 8/1/2011 to State Operated Services
facilities for sex offender treatment. 25% for sex offender commitments
occurring after 8/1/2011. Approximately $158,000 per year.
Currently, the state requires counties to pay the indicated portion of the
nonfederal share of medical assistance costs for stays in excess of 90 days in the
following situations:
• 10% for individuals placed in Intermediate Care Facilities (ICF) for the Mentally
Retarded (MR) of seven beds or more. Approximately $65,000 per year.
• 10% for disabled individuals under age 65 placed in nursing homes.
Approximately $185,000 per year.
The state reneged on its commitment to pay all those costs when counties
surrendered homestead and agricultural credit aid on a dollar -for -dollar basis for
the state takeover of all income maintenance programs in the early 1990s. These
cuts in state funding, enacted in 2003, should be restored.
Eliminate the requirement that the county be responsible for detoxification
services. Approximately $128,000 levy per year.
We are not asking for repeal of this statute, but requesting reform of the
requirement. It has been assumed by the state that local funds will provide funding
for this new requirement, along with any available federal funds. Our request is
that state funds need to be allocated to counties to fully fund the costs, minus any
federal funds, of this recently enacted state (and federal requirement).
It is roughly estimated that this cost to Washington County will be approximately
$100,000 annually. The total amount of dollars needed is dependent.on the
utilization of this out -of -home care for this age group, transition services needed
by the older youth, etc.
37
Mandate I Statute Comments _
Human Services (continued)
County Match 11913.11, Eliminate or equalize the required county match for the Basic Sliding Fee (BSF)
and Maintenance Subd. 1 childcare program, which is currently equal to the calendar year 1996 required
of Effort and 4 contribution. The average statewide local match for BSF childcare is 3%, but some
Requirements for counties pay as much as 15%. Approximately $40,000 per year.
Child Care
Assistance
Commitment 256G.08 Eliminate the county share for sex offender hold costs.
Hold Costs for
Sex Offenders . 100% cost for holding sex offenders at State Operated Services facilities or jail
facilities, whichever the offender chooses to be held. Approximately $25,000
per year.
Random Drug 256.01, In 2012 the Minnesota Legislature passed a law requiring the random drug testing
Testing of Subd. 18c of convicted drug felons who are receiving General Assistance (GA), Minnesota
Convicted Felons Supplemental Aid (MSA), Diversionary Work Program (DWP), Minnesota Family
Investment Plan (MFIP) or Work Participation Benefits (WB). Counties are charged
with this responsibility. No reimbursement for counties was included in the
legislation. The number of county participants receiving cash assistance benefits
and subject to random drug testing is negligible and the actual test costs are
approximately $500 a year. The operational costs of handling appeals and legal
challenges have yet to be quantified.
z
IE -1 Subtotal: $4,841,400
Human Resources/Employee Benefits
Either Eliminate 299A.465 Employers are required to pay the employer share of disabled peace officers' and
or Totally State- their dependents' health insurance until the peace officer reaches age 65, even if
Fund Continued the officer gains other employment and health insurance coverage. Since this
Health Insurance benefit was created in the late 1990s, there has been a surge in disability
for retirements. In part, because of this, both employer and employee contribution
Disabled Peace rates to the PERA Police and Fire pension plan have increased. When this benefit
Officers was originally enacted, it was predicated on the state paying 100% of its costs. The
state has not kept its part of that bargain for several years. If the state cannot meet
that obligation, the mandated payment by the employer should be eliminated.
Approximately $10,000 per year.
Subtotal: $10,000
C�
Mandate Statute Comments
Financial/Administrative Concerns
No -excuse 2038.02 No -excuse absentee voting is projected to increase absentee voting by 50% and,
absentee despite equipment improvements, is expected to increase election administrative
balloting expenses by more than $50,000.
Minutes,
357.18, Each of the county elected officials has statutory authority to appeal its budgets.
375.12,
Financial
375.17,
Statement,
375.169, &
Budget
279.09,
Publication, and etc.
Delinquent Tax
Notices, etc.
Allowing web publication in lieu of newspaper publication of County Board
minutes, county financial statements, summary budgets, and delinquent property
tax notices, etc. would save money for county taxpayers, while preserving or even
enhancing public access to this information. Approximately $15,800 per year.
Eliminate Budget
357.18, Each of the county elected officials has statutory authority to appeal its budgets.
Appeals and
Subd. 4; These appeals generally occur after the county levy has been set and require both
Independent
384.151; the elected official and the county to hire outside counsel. The County Board is
Spending
385.373; responsible for establishing the county's overall budget and tax levy. The Board's
Authority by
386.015; accountability to taxpayers demands that it, and it alone, have full control over
County Elected
387.20; county spending decisions.
Officials Other
388.18
than the Board of
Commissioners
134.34 Eliminate the requirement that a county must participate in the regional library
Eliminate Library
Maintenance of
system, and levy for library operations an amount equal to the second or third prior
Effort (MOE)
year's level of support, unless adjusted net tax capacity decreases. Counties need
the ability to respond to changing priorities and needs. When one area of the
budget is off limits to reductions, other programs or services and their recipients
unfairly bear a disproportionately greater share of any cutbacks when they occur.
OR
Amend the requirement that a county must budget for library operations in an
amount equal to the second or third prior year's level of support to provide that
the requirement does not apply to a county if its county library meets state
standards for public library service to be established by the Minnesota Department
of Education, State Library Services Division. Therefore, the public and elected
officials will know that their funding is purchasing a quality service.
Subtotal: $65,800
GRAND TOTAL: $8,408,900
ENTHE FACTS ABOUT YOUR 2018
COUNTY PROPERTY TAXES
Washington County Bo
The Washington County Board of Commissioners has been
reviewing a 2018 budget that would allow the county to
continue to serve a growing and aging population, and ad-
dress a growing demand for services. The budget is estimat-
ed to lead to a 1.4 percent reduction in the county property
tax rate, which would be the fourth year out of the last five
with a tax rate reduction.
and reviewing 2018 budget
The budget reflects increased funding for mandated servic-
es; road construction and preservation; the continuation of
a major crimes unit in the County Attorney's Office; tech-
nology improvements to ensure efficient operations; and the
return of the Lake Elmo Library to the county system.
2017 County Comparison of
$" Net Levy Per Capita
$600
$400 $317 $ $376
$200
$0
$513
$S1
$447
I
I
I
I
we ae 0.#-A
The proposed 6.34 percent levy increase for county opera-
tions and 035 percent levy increase for the return of the
Lake Elmo Library, and corresponding tax rate reduction,
would result in an annual property tax increase for 2018 of
about $29 for the owner of the median valued home, which
is $257,000, assuming that home's value increased 4.9 per-
cent during the past year.
The public is invited to a 6 p.m. public hearing on the bud-
get Dec. 5 in the Board Room of the Government Center in
Stillwater.
$1,4°o
County Property Tax on $245,000 Home in 2017 S1,293
$614 $1,200
$1,000 $1,013
$857 $893
$825
$800 $709
600
$40
Key initiatives
The 2018 Washington County budget includes a number of
initiatives. They are:
• a robust road construction and preservation package;
• continuing the County Attorney's major crime prosecu-
tion unit to fight sex trafficking;
• additional public safety investment, including a new
dispatcher, new sheriff's records management system,
and public safety radio improvements;
• investments in library collections, equipment, and
/ / -A oe / / /
for 2018 budget
staffing, and the return of the Lake Elmo Library to the
county system;
• funding for additional child protection costs, which is
mandated by the state;
• funding for additional yard waste options for residents;
and
• additional information technology investments to pro-
tect data, secure systems, and increase efficiencies.
40
Costs for mandated services
relying more on property taxes
Washington County acts as both an administrative agency
of the state providing mandated services, and a local gov-
ernment, with the powers and authorities given to it by the
Legislature through statutes.
The county provides an array of services, including health
and human services, road construction and maintenance,
public safety, election administration, parks, libraries, solid
waste management, and property valuation and taxation.
County programs are funded through a combination of
state and federal grants and aids, local property taxes, and
fees for services. As the cost of providing mandated services
have increased, state and federal funding has not kept pace,
putting greater pressure on local property taxes.
In 2017, the county spent more than $116 million on ser-
vices required by the state or federal government, which
will increase by 6.7 percent in 2018, or by $4.6 million. The
growth is from increased service demand, program changes,
and the cost of wages and benefits for the employees who
provide these services.
More than $1.1 million in new county costs for 2018 are the
result of recent legislative changes related to child protec-
tion; out -of -home placement of children; the regional
treatment center and chemical dependency treatment costs;
an upgrade to the statewide public safety radio system; and
assessments for the elderly and developmentally disabled
(MnChoices).
How does the county spend
each dollar it receives?
Health & Human Services
Public Safety
Highway Construction & Maintenance
General Government
Debt Payments
Libraries & Recreation
■ Property & Taxation
■ Information Technology
a Other Capital Outlay
MONTHLY COSTS TO RESIDENTS IN 2018
ba ,ud on a resident witl3 a home vakwd at 1525-7,000
Health & Community Services
$17.98
Public Safety
$14.26
Highway Construction &
Maintenance
$1.1.16
General Government
$5.58
Libraries & Recreation
$3.72
Debt Payments
$3.72
Property & Taxation
$2.48
Information Technology
$2.48
Other Capital Outlay
$0.62
TOTAL
$62.00
Health & Human Services 29¢—PublicHealth and Environ-
ment provides health services, restaurant inspections, recycling, and
communicable disease control, while Community Services provides
public assistance and care for individuals economically unable to
provide for themselves, including income maintenance, social ser-
vice, and workforce programs.
Public Safety 23¢—These are costs related to the protection of
persons and property; combining Sheriff, Corrections, and Attorney.
Highway Construction & Maintenance 18¢—These are costs
for the maintenance and repair of local highways, streets and bridg-
es, and construction of additional roadways and lanes.
General Government 9¢—Expenditures include administrative
costs of county government, including Administration, Accounting
& Finance, Human Resources, county commissioners, and district
court expenses.
Debt Payments 6¢— This is principal and interest payments on
bonded debt.
Libraries $ Recreation 6¢—These are costs of Libraries and
Parks, and the.county's Land and Water Legacy Program.
Property & Taxation 4¢— Property records, motor vehicle licens-
ing, permits, taxation services, and elections costs are included here.
Information Technology 4¢— This is the cost of buying and
maintaining the technology used to manage the information pro-
cessed and stored by the county.
Other Capital Outlay 1 0—This consists of major capital improve-
ments to county facilities.
A great place to live, work and play... today and tomorrow
41
County Commissioner Appointment
Washington County supports legislation that would
allow, but not require, the county board to appoint an
interim county commissioner to fill a vacancy until a
special election can be held and a replacement elected.
o f -I Welland epl trentrogr m
Washington County is requesting $5 million be appro-
priated to the Board of Water and Soil Resources to
purchase wetland credits from private wetland banks
to meet Local Road Wetland Replacement Program
obligations.
Funding for Senior Housing
The Washington County Board and Community
Development Agency support the creation of dedicated
programs and policies to facilitate the construction of
new affordable senior housing.
Washington County Commissioners
Commissioner Fran Miron 651-430-6211
District 1
fran.miron@co.washington.mn.us
Commissioner Stan Karwoski 651-430-6212
District 2
stan.karwoski@co.washington.mn.us
Commissioner Gary Kriesel 651-430-6213
District 3
gary.kriesel@co.washington.mn.us
Commissioner Karla Bigham 651-430-6214
District 4
karla.bigham@co.washington.mn.us
Commissioner Lisa Weik 651-430-6215
District 5
lisa.weik@co.washington.mn.us
Washington County Administration
County Administrator Molly O'Rourke 651-430-6002Wa§Wngvton
molly.o'rourke@co.washington.mn.us
Deputy Administrator oomftftwwoo
Kevin Corbid 651-430-6003 County
kevin.corbid@co.washington.mn.us
Washington County Deptartment
Contacts
Community Corrections
Tom Adkins, Director 651-430-6902
tom.adkins@co.washington.mn.us
Community Services
Chris Sorensen, Director 651-430-6461
chris.sorensen@co.washington.mn.us
County Attorney
Peter Orput 651-430-6124
pete.orput@co.washington.mn.us
County Sheriff
Dan Starry 651-430-7602
dan.starry@co.washington.mn.us
Property Records and Taxpayer Services
Jennifer Wagenius, Director 651-430-6182
jennifer.wagenius@co.washington.mn.us
Public Health and Environment
Lowell Johnson, Director 651-430-6725
lowell.joluison@co.washington.mn.us
Public Works
Don Theisen, Director 651-430-4304
don.theisen@co.washington.mn.us
John Kaul 651-485-9199
Legislative Representative
jjkaul@aol.com
�E�Cofmty
14949 62nd Street North I Stillwater, MN 55082-0006
www.co.washington.mn.us
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