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HomeMy WebLinkAbout2020-07-07 CC Agenda Packet 216 4th Street N, Stillwater, MN 55082 651-430-8800 www.ci.stillwater.mn.us PLEASE NOTE: City Council meetings are streamed live on the city website and available to view on Channel 16. Public can participate in the meeting by logging in online at www.zoom.us/join or by calling 1-312-626-6799 and enter the meeting ID number: 794 206 779 Public comments can be emailed to stillwater@ci.stillwater.mn.us   AGENDA CITY COUNCIL MEETING July 7, 2020 SPECIAL MEETING 4:00 P.M. I.CALL TO ORDER II. ROLL CALL III.OTHER BUSINESS 1.Public Works Operational Review Recommendation Transition Plan 2.Heritage Preservation Ordinance Amendment Discussion IV.RECESS RECESSED MEETING 7:00 P.M. V.CALL TO ORDER VI.ROLL CALL VII.PLEDGE OF ALLEGIANCE VIII.RECOGNITIONS OR PRESENTATIONS IX.OPEN FORUM – the open forum allows the public to address council on subjects which are not a part of the meeting. Council may take action, reply or give direction to staff. Please limit your comments to 5 minutes or less. X.CONSENT AGENDA – these items are considered routine and will be enacted by one motion with no discussion. A council member or citizen may request an item to be removed from the consent agenda and considered separately. 3.June 16, 2020 regular session meeting minutes 4.Payment of Bills 5.Bureau of Criminal Apprehension Joint Powers Agreement – Resolution 6.East Metro Public Safety Training Facility Contract 7.Judges Appointment and Compensation for the 2020 Primary Election – Resolution 8.Liquor License DBA Name Change for Chilkoot Café – Resolution 9.Encroachment Agreement for retaining wall in the Laurel Street right-of-way - Resolution XI.STAFF REPORTS 10.Information Systems i.Update on new City website 11.Police Chief 12.Fire Chief 13.City Clerk 14.Community Development Director 15.Public Works Director 16.Finance Director 17.City Attorney 18.City Administrator – 2019 Annual Report 19.Library Director Page 2 of 2 City Council Meeting Agenda July 7, 2020 XII.PUBLIC HEARINGS – when addressing Council please limit your comments to 10 minutes or less. 20.CPC Case No. 2020‐21 to consider a request by the City of Stillwater, applicant, for the consideration of a Comprehensive Plan Amendment related to development proposed for Central Commons. Property located at the SE corner of Manning and Highway 36. Notice was published in the Stillwater Gazette on Friday, June 12, 2020. XIII.UNFINISHED BUSINESS 21.COVID-19 Response Update a.Remaining 2020 Events Schedule b.Workplace of Tomorrow Team Update 22.Washington County Update on Hwy 36 XIV.NEW BUSINESS 23.Lift Bridge Brewery Mini-Donut Beerfest Event 24.State Disbursement of Federal CARES Act Coronavirus Relief Fund XV.ADJOURNMENT Comp Plan AmendmentLocation Map Comp Plan Amendment1. Future Land Use Map Comp Plan Amendment2. Future Land Use Table Comp Plan Amendment3. Housing Growth Assumptions Comp Plan Amendment3. Employment Growth Assumptions Comp Plan Amendment4. Transportation Analysis Zones (TAZ) Comp Plan Amendment5. Projected Growth by TAZAdd data for TAZ 2355  Comp Plan Amendment6. Expand MUSA Comp Plan AmendmentRecommendationsThe Metropolitan Council staff believes the changes are consistent with the Metropolitan Council’s regional system plans.City planning staff and Planning Commission find the 6 changes to be consistent with the existing 2040 Comprehensive Plan. Therefore, the Planning Commission and City staff recommend approval. Page 1 CITY OF STILLWATER LIST OF BILLS Ace Hardware Supplies 82.90 Action Rental Inc.Equipment rental 576.00 Advance Auto Parts Equipment repair supplies 788.56 Advanced Graphix Inc.Graphics for Fire Service Specialist 27.00 Amdahl Locksmith Inc Chris Keys cut 124.20 Ancom Technical Center Equipment repair 138.00 Bailey Phyllis Utility Billing Refund 103.75 BHE Community Solar Solar Energy 6,278.69 Blue Tarp Financial Equipment repair supplies 778.65 Board of Water Commissioners WAC Charges 11,682.00 Buberl Black Dirt Inc.Black dirt 915.00 Bureau of Crim. Apprehension Terminal access charge 270.00 CalAtlantic Homes Grading Escrow Refunds 3,000.00 Capras Utilities Mound box - Boom Rd 3,712.00 Cardinal Ron Refund of overpayment of dog license 15.00 Cardinal Tracking Inc Envelopes 895.26 Century Link Telephones 480.31 Cintas Corporation Uniforms & mat cleaning 654.29 Clifton LarsonAllen LLP Audit 5,000.00 Cole Papers Janitorial supplies 104.10 Comcast Internet & Voice 293.92 Community Thread Contribution 5,250.00 Computer Integration Technologies Heirloom & Landmark Website 95.75 Cornerstone Land Surveying Neal Ave Easements 600.00 Cox Peggy Park Fee Refund 185.00 Creative Homes Inc Grading Escrow Refunds 3,000.00 Crosby Hotel Refund of March - June Parking 1,342.00 Cub Foods Food for meeting 53.90 Cummins Sales & Service Equipment repair supplies 15.60 Dakota County Technical College Training 800.00 Dalco Supplies 1,173.37 DCA Title 1250 Main St S 75.00 ECM Publishers Publications 104.50 Ecolab Foam hand sanitizer stand 706.08 Ehnert Brock/Tara Refund one inspection 150.00 Emergency Automotive Equipment & repair 2,951.32 Environmental Equipment & Services Equipment repair supplies 112.75 FleetPride Equipment repair supplies 97.69 Foxit Software Inc Phantom PDF 4,040.82 Friendt Chase Reimburse for work boots 160.00 Frontier Ag & Turf Filters 125.11 Fury Motors Vehicle repairs 392.96 Goodyear Commercial Tire Vehicle repair 476.81 Gopher State One Call Inc.Locates 32.40 Government Finance Off Assoc.Membership 190.00 Page 2 GovOffice Annual Hosting Fee 1,920.00 Grainger Equipment repair supplies 283.83 Guardian Supply Supplies 166.93 Heritage Printing Inc.Envelopes 436.05 Heyer Karen Refund of overpayment of dog license 33.33 Hilpisch Ron Park Fee Refund 50.00 Hisdahl Inc Uniform patches 1,161.00 Hoisington Koegler Group Inc Professional services 8,731.07 Holiday Companies Vehicle washes 355.00 I State Truck Center Equipment repair supplies 345.52 ICMA Membership 1,268.00 Jefferson Fire and Safety Inc.PGI Pounder Coats & Pants 3,561.94 Johnson Controls Inc.Metasys 288.00 Junker Brad Reimburse for coffee from Costco 57.94 Kelly & Lemmons PA Professional services 16,666.00 Lake Management Inc.Adrian Pond 200.00 Lawson Products Equipment repair supplies 406.71 League of MN Cities Workers Comp Claim 1,436.37 LeVander Gillen Miller PA Professional services 26,860.88 Loffler Companies Telephony labor 2,475.00 M&G Trailer Sales Trailer 235.61 MacQueen Equipment Inc.Equipment repair supplies 62.00 Madden Galanter Hansen LLP Labor Relations Services 323.00 Mansfield Oil Company Fuel 9,385.89 Marshall Electric Company Electrical services 800.00 Menards Supplies 870.43 Mercury Electric SCBA Compressor 130.00 Metropolitan Council Wastewater Charge & SAC 191,241.84 Metropolitan Mechanical Contractors Maintenance agreement 420.00 MHSRC/Range Class fee 435.00 Miller Excavating Street sweepings 122.10 MN City/County Mgmt Assoc.Membership 190.00 MN Dept of Labor and Industry Quarterly Surcharge 2,787.08 MP Nexlevel LLC Locating 2,486.25 NAPA Auto Parts Equipment repair supplies 117.02 Office Depot Supplies 556.46 Owen Kay Refund plan review fee charged in error 346.55 Performance Plus LLC Drug screen 270.00 Pioneer Press St. Paul Publication & subscription 330.46 Primary Products Co.COVID supplies 683.40 Progressive Microtechnology Inc PMI Evidence Tracker 695.00 Quill Corporation Office supplies 252.62 RagnaSoft Inc Plan It 1,555.00 Rehn Code Consulting Services Plan review 2,104.48 River Valley Printing Inc.Business cards 49.00 Rivertown Animal Hospital Vet fees 30.00 Roth Monica Park Fee Refund 100.00 Page 3 Safariland Training Group Nik tests 165.07 Sanders Shawn Reimburse for certification renewal 122.50 Sherwin Williams Painting supplies 568.36 SiteOne Landscape Supply Sprayer 40.48 Springbrook Software Monthly UB web payments 309.00 St. Croix Boat and Packet Co.Dock Space Lease 2,666.67 Streichers Supplies 179.94 Sun Control of MN Window film 9,839.00 T.A. Schifsky and Sons Asphalt 9,100.61 Tekler Wendy Refund of overpayment of dog license 5.00 Thomson Reuters Information Charges 150.59 TKDA Chestnut St Civic Plaza - half of invoice 2,411.51 Toll Gas and Welding Supply Cylinders 45.38 Tri-State Pump and Controls Inc.Install new impellers on pumps 1,750.00 Uline Inc Equipment 1,726.39 United States Treasury PCORI Tax 579.12 Valley Trophy Inc.Supplies 56.15 Walmart Community Equipment 287.10 Wash. Cty Historical Society Contribution 3,750.00 Washington County Public Safety Radio 800 Radio User Fees 4,700.94 Washington County Road & Bridge Traffic services 57.30 Waste Management of WI-MN 20 Yd demo flat 737.73 Water Works Irrigation LLC Equipment repair charges 416.45 Winnick Supply Equipment repair supplies 376.21 WSB & Associates Inc.Professional services 3,680.00 Xcel Energy Energy 22,947.27 Youth Service Bureau Contribution 2,750.00 REC CENTER Ace Hardware Supplies 527.81 AT&T Mobility Cell phone 66.91 Cintas Corporation Mat cleaning service 154.50 Clean River Equipment 24,971.37 Comcast TV Internet & Voice 447.02 Energy Sales Rec Center Addition 3,504.00 Generate 360 Consulting Signs & floor decals 865.00 Grainger Supplies 45.00 Ice Sports Industry Liability insurance 85.00 J & W Instruments Inc Equipment repair supplies 204.56 Jaytech Inc Chlorine 288.20 Life Safety Systems Fire inspection 950.00 Lindstrom Solar LLC Solar Energy 7,835.59 Menards Equipment repair supplies 398.91 Minneapolis Lock & Key Repair exit device 355.00 MN Dept of Health Hospitality Fee 40.00 Mouser Electronics Equipment repair supplies 50.95 Page 4 Pro-Tec Design Rec Center Addition 4,512.83 Roof Tech Roof leak 752.48 Sentry Systems Inc.Add on to Vista 3,865.00 Siegfried Construction Company George Dome 31,341.00 St. Croix Boat and Packet Co.Arena billing 24,002.07 STAR Membership 275.00 Twin Cities Dots & Pop Treats for concessions 1,354.32 United Refrigeration Inc Equipment repair supplies 12.69 Ver-Tech Labs Disinfectant 200.00 Viking Auto Sprinkler Co.Repair compressor 2,875.00 LIBRARY Ace Hardware Janitorial Supplies 6.99 Amazon Business Materials 347.48 Brodart Co Materials 1,399.07 Loffler Companies Printer/Coper Contract 609.41 Menards Janitorial Supplies 29.97 Midwest Tape Materials 2,276.83 Office of MN IT Services Phone - May 2020 143.70 Primary Products Co.Hand Sanitizer & Dispensers 482.50 Quill Corporation Supplies 73.42 Recorded Books Inc Materials - eAudio Juv 729.16 Scholastic Inc Programs - Juv SRP Reward Books 65.02 Uline Inc COVID Supplies 357.59 TOTAL 527,253.57 Adopted by the Stillwater City Council this 7th day of July, 2020 Mayor Ted Kozlowski RESOLUTION 2020‐ APPOINTING ELECTION JUDGES AND FIXING COMPENSATION FOR THE 2020 PRIMARY ELECTION WHEREAS, the City Clerk recommends elections judges to be appointed for the upcoming Primary Election including health care and public accuracy testing; and WHEREAS, the City Council makes the appointments at least 25 days before an election day. BE IT RESOLVED, by the City Council of Stillwater, Minnesota, that the followi ng named persons shall be appointed as Election Judges, subject to completion of election training, and if applicable, Health Care Judge training and Head Judge training to be eligible to serve at the Primary Election on August 11, 2020: First Name Last Name Address City Richard Albert Stillwater Cindy Hollister Stillwater Lynette Schleusner Stillwater BE IT FURTHER RESOLVED, by the City Council of Stillwater as follows: 1. The city clerk is hereby authorized to allow substitutions as deemed necessary. 2. That the compensation to be paid to the regular Election Judge is hereby fixed at $10.50 per hour; and the compensation for the Head Judges is hereby fixed at $13 per hour and that the City will provide food (snack and dinner) to judges as part of their compensation. 3. That the following staff members are designated election officials to assist the City Clerk in the 2020 Primary Election administration for the City of Stillwater: Nancy Manos, Dawn Thoren, Jesse Pereboom, Brad Junker, Alicia Hill, Alex England, Sarah Erenberg, Tanya Batchelor and Jenna Schmid. Adopted by the Stillwater City Council this 7th day of July, 2020. ____________________________________ Ted Kozlowski, Mayor ATTEST: __________________________________ Beth Wolf, City Clerk SAINT PAUL FIRE DEPARTMENT Butch Inks, Fire Chief s-.-... ~ oFSA!NTPAUL Melvin Carter, Mayor June 17, 2020 Stillwater Fire Department Attn: Chief Stuart Glaser 250 Maryknoll Drive N Stillwater, MN 55082 Dear Chief Glaser, In recognition of the recent major civil unrest that the Twin Cities experienced during the last week of May 2020, we wanted to assure that the appreciation of the Saint Paul Fire Department was effectively passed along to your fire department for supporting our request for mutual aid assistance. During a 24-hour period of Thursday, May 28, 2020 to Friday, May 29, 2020 at 0800 SPFD responded to 295 calls for service-169 EMS/126 Fire. Of the 126 fire calls, 55 were working structure fires. An additional 85 Fire/EMS personnel from SPFD were called in to support the increase in calls for service during that time period. Even with the added SPFD staff, our city's need for coverage was quickly identified and we put out a call for mutual aid. The response for assistance was tremendous and at 11 of our 55 working fires scenes, we were assisted by our mutual aid partners. The quick response to our request for assistance on the evening of Thursday, May 28, 2020 provided incredible relief to the incident commanders in need of additional personnel and apparatus during our multiple location, firefighting efforts. It has been estimated that in collaboration with our partner agencies, the Saint Paul Fire Department prevented fifteen million dollars in fire damage to businesses in Saint Paul from May 28-30. Know that we respect each one of the firefighters and command staff of your department for the duties that they perform each shift with confidence, professionalism, and pride. The City of Stillwater is undoubtedly, extremely proud of your fire department. Please share our appreciation and respect. Together we are stronger. Respectfully, Fire Chief, Butch Inks Assistant Fire Chief, Mike Gaede Assistant Fire Chief, Matt Simpson AA-ADA-EEO Employer NI l lwa ter The Sirlhplaca of Minnesota 216 4th Street N, Stillwater, MN 55082 651-430-8800 www.ci.stillwater.mn.us PLEASE NOTE: City Council meetings are streamed live on the city website and available to view on Channel 16. Public can participate in the meeting by logging in online at www.zoom.us/join or by calling 1-312-626-6799 and enter the meeting ID number: 794 206 779 Public comments can be emailed to stillwater@ci.stillwater.mn.us AGENDA CITY COUNCIL MEETING July 7, 2020 SPECIAL MEETING 4:00 P.M. I. CALL TO ORDER II. ROLL CALL III. OTHER BUSINESS 1. Public Works Operational Review Recommendation Transition Plan 2. Heritage Preservation Ordinance Amendment Discussion IV. RECESS RECESSED MEETING 7:00 P.M. V. CALL TO ORDER VI. ROLL CALL VII. PLEDGE OF ALLEGIANCE VIII. RECOGNITIONS OR PRESENTATIONS IX. OPEN FORUM - the open forum allows the public to address council on subjects which are not a part of the meeting. Council may take action, reply or give direction to staff. Please limit your comments to 5 minutes or less. X. CONSENT AGENDA - these items are considered routine and will be enacted by one motion with no discussion. A council member or citizen may request an item to be removed from the consent agenda and considered separately. 3. June 16, 2020 regular session meeting minutes 4. Payment of Bills Available Tuesday 5. Bureau of Criminal Apprehension Joint Powers Agreement - Resolution 6. East Metro Public Safety Training Facility Contract 7. Judges Appointment and Compensation for the 2020 Primary Election - Resolution - available Tuesday 8. Liquor License DBA Name Change for Chilkoot Cafe - Resolution 9. Encroachment Agreement for retaining wall in the Laurel Street right-of-way - Resolution XI. STAFF REPORTS 10. Information Systems i. Update on new City website 11. Police Chief 12. Fire Chief 13. City Clerk 14. Community Development Director 15. Public Works Director 16. Finance Director 17. City Attorney 18. City Administrator - 2019 Annual Report 19. Library Director XII. PUBLIC HEARINGS - when addressing Council please limit your comments to 10 minutes or less. 20. CPC Case No. 2020-21 to consider a request by the City of Stillwater, applicant, for the consideration of a Comprehensive Plan Amendment related to development proposed for Central Commons. Property located at the SE corner of Manning and Highway 36. Notice was published in the Stillwater Gazette on Friday, June 12, 2020. XIII. UNFINISHED BUSINESS 21. COVID-19 Response Update a. Remaining 2020 Events Schedule b. Workplace of Tomorrow Team Update 22. Washington County Update on Hwy 36 XIV. NEW BUSINESS 23. Lift Bridge Brewery Mini -Donut Beerfest Event 24. State Disbursement of Federal CARES Act Coronavirus Relief Fund XV. ADJOURNMENT Page 2 of 2 City Council Meeting Agenda July 7, 2020 CITY OF STILLWATER PUBLIC WORKS/WATER BOARD TRANSITION PLAN PRELIMINARY REPORT Transition Plan Elements to Restructure City Public Works Department Including Water Department Operations with Utility Division Transition Planning Team June 30, 2020 City of Stillwater Public Works Water Board June 30, 2020 Contents Executive Summary / Background 1 Description of Current Operations 1 Proposed Operations — Integrated Model 9 Description of Proposed Operations — Integrated Model 10 Recommendations/Next Steps 17 Transition Planning Framework (Appendix A) 19 GovHR Proposed Organizational Structure (Appendix B of this report; App. E of GovHR) 20 Charter Amendment Process (Appendix C) 21 GovHR USA Public Works Assessment Report and Recommendations (Appendix D) 22 Executive Summary / Background The Stillwater Strategic Plan goal of Developing Organizational Excellence contained within an action step to complete an operational review of the Public Works Department, including the Board of Water Commissioners operations and the St. Croix Valley Recreation Center operations. In July 2019, the City Council selected GovHR USA, LLC to conduct the analysis, based upon responses received from an RFP. GovHR USA issued the Public Works Assessment Report and Recommendations on December 23, 2019 and presented their findings, assessment and recommendations to the City Council and Board of Water Commissioners at a joint work session on January 21, 2020. At the January 21, 2020, meeting, the Council acknowledged that operational excellence is key to the City. Further, the Council directed City staff to work internally with the water department to investigate a potential transitional plan and process that would facilitate an updated organizational structure for the City Public Works Department including integration of the Water Department operations into a Utility Division presented in the GovHR report as Appendix E. A transitional planning process by in-house staff began thereafter. The transition planning team was formed comprised of the Finance Director, Human Resources Manager, Information Systems Manager, Public Works Superintendent, Public Works Director, Water Board Manager, City Attorney and City Administrator. The Team developed a transition planning framework (see Appendix A) and met regularly since February 2020 to define the current structure. The team provides the following description of current operations. Description of Current Operations Department Summary Information Administration Strategic Planning Mission 1 City of Stillwater Public Works Water Board June 30, 2020 Vision Values Emergency Planning and Operations Branding and Logo Record keeping Meeting Notices, Agendas, Minutes Data Requests Purchase of Service Contract Administration Capital Improvement Planning Legal Representation Website, Social Media, Communications Facilities Management Finance Utility Billing (sanitary sewer, storm water utility and signs and lighting): Answer customer calls and e-mails Respond to title company/real estate agent inquiries Download, verify and calculate meter readings Create and mail invoices Calculate winter averages Reconcile and adjust accounts Create new accounts Maintain utility database Process account credits Process penalties Prepare annual certifications Prepare and submit direct debit payments Process and receipt payments (including online payments)\ Accounts Payable: Sort and distribute incoming invoices Review invoices for proper authorization Enter approved invoices for payment Prepare check listing for Council review and approval Print and mail payments Submit ACH payments Obtain W-9s from vendors Answer vendor calls and e-mails Process voided payments Review vendor statements and research any discrepancies Issue refund checks Prepare and mail 1099s and 1096 Payroll: Enter approved timesheets in to computer Verify wages and deductions Track and reconcile leave time Process and issue employee paychecks Prepare and reconcile period -end reports Submit direct deposit file to bank Process payroll -related accounts payables 2 City of Stillwater Public Works Water Board June 30, 2020 Calculate severance and retroactive payroll amounts File quarterly, monthly, annual and biweekly payroll reports/taxes Process, mail and submit W-2s and W-3's Accounting Establish departmental budget guidelines and prepare Annual City Budget Organize departmental five year CIP into annual report Oversee Annual Audit Monitor and Establish utility rates Assist with Bond sales Manage operating Budgets and Enterprise Funds Manage Springbrook Software Manage cash reserves Human Resources Organizational Structure Employees, internal relationships, space Department Employees Selection, training, motivation, development and retention Labor Relations HR's role between the organization and bargaining units Recruitment and Selection Obtaining and evaluating qualified candidates from internal/external Education, Training and Development Provide performance skills training and career development Employee Relations Formal policies and procedures governing all conditions of employment Benefits Noncash compensation provided to employees (insurances, retirement) Compensation All cash payments to employees, lump sum payments Performance Evaluation Systems used for employee performance evaluation Human Resources Planning Collection and analysis of data providing strategic, tactical forecasts Organizational Development Improving communication and understanding in the organization Safety and Environment Training, communication, leadership required for safe working environment Security Maintaining and protecting the Organization's employees, assets, info Equipment and Facilities Necessary equipment and facilities to fulfill the mission/service Documentation and Information Systems Preparing, storing and maintaining employee records and info Wellness Programming 3 City of Stillwater Public Works Water Board June 30, 2020 Information Systems Hardware: Ethernet Network Switch Desktop/Laptop Computers Copier Software: Microsoft Office Banyon (Utility Billing, Payroll, Fund Accounting) Beehive Laserfiche Nsight-Neptune for meter reading devices Phone system not connected to City Scada System — Communicate via phone line Meter reading equipment not supported by City Application support not provided by City Legal Framework The City Charter and City Code provide the governance and policy framework for all City departments and operations, including the Board of Water Commissioners. Public Works Director of Public Works Plan, organize, manage, and lead Public Works and Engineering Department, including streets, parks, sanitary sewer, storm sewer, signs and lighting, fleet; and the engineering department Direct the technical and operational functions of the department Develop departmental budget and capital improvement plan Manage personnel Establish and maintain working relationship with city officials, peers and subordinates, other government agencies and the public Report to City Administrator Managers Public Works Superintendent Assistant Public Works Superintendent Secretary -Part time Lead Workers (4) Maintenance Workers (13) Departments Parks Streets Sanitary Sewer Storm Sewer Fleet Signs and lighting Building Location - Public Works Building Operations and Maintenance Answer and respond to questions concerns and complaints Assist other departments as needed 4 City of Stillwater Public Works Water Board June 30, 2020 Street Department Pot Hole Patching Crack Filling/Sealing Trash Pick up Tree Removal Snow and Ice Control Snow Removal Fleet Department Maintenance of City vehicles and equipment Research and Specify Public Works equipment Capital Purchases Maintain Public Works facility Monitor and Maintain Fuel System Parks Department Trash pick up Public bathrooms --clean and maintain Turf Maintenance Mowing and trimming parks, outlots, trails, sidewalks, ditches Maintain landscape features in park system Chemical applications, fertilizer and weed control Monitor and maintain Irrigation Systems Back flow prevention inspections Inspection and repair of playgrounds and equipment Inspect and maintain athletic field and courts Snow and ice control - sidewalks, trails, steps, Ped Plaza Snow removal- Part of wide snow removal of streets Tree removal and trimming Flood Rinks Event preparation and take down Assist other department as needed Sanitary Sewer Department Sewer cleaning Manhole rebuilds Televising sanitary sewer and storm Utility locates Inspect and maintain lift stations Sewer jetting Monitor SCADA systems Respond to sewer back ups Storm Sewer Department Catch basin repair Catch basin cleaning Pond outlet cleaning 5 City of Stillwater Public Works Water Board June 30, 2020 MS4 responsibilities Pond and pond outfall Inspection Maintenance of ponds Street sweeping Signs and Lighting Department Fabricate signs Install signs Repair and maintain signs Manager Duties ( All Departments) Personnel Issues Performance reviews Hire personnel Discipline employees Customer Service Meet with public Investigate public concerns Budgeting Assist in development of 5 year CIP Capital purchases Assist with annual department budgets Authorize purchases of materials, small equipment and supplies Monitor department budgets Monitor and approve Payroll Operations Call in employees outside of regular work schedule Develop daily, weekly and seasonal schedules Consult with crew on maintenance procedures Develop department policy and procedures Hire contractors and manage contracts Monitor and implement new technology and techniques Asset management Special projects ( floods, emergency repairs) Assist other City departments Daily meeting with Public Works Director Establish safety standards Other duties Streets Work with other government agencies Work with Private utility companies Parks Staff lead on Parks and Recreation Commission 6 City of Stillwater Public Works Water Board June 30, 2020 Work with athletic organizations Collaborate with Community Development on Park Planning Organize volunteer groups Work with individual and groups on donations Contact for department for special events Sanitary Sewers Work with private utility companies Monitor lift stations Signs and Lighting Manage street lights issues Fleet Fleet maintenance decisions Voice of the Customer Connecting/Disconnecting service, bill payment, service calls Remitting payment — two invoices for water service at each location Service calls — two different numbers to call regarding service concerns Water Department Meter Reading Download Customer address data into Routes Drive Routes with Data Collection Computer Read Commercial Meters Manual Read AMR Meters Download Readings into Banyon Data System Customer Billing Software System Review Data to all Customer Meter Readings were collected and valid Transfer Meter Data into Billing System Home inspection for leaks, Data Log past 96 days- generate report for customer and keep one on file (WB) Daily pump readings, monthly reports to Minnesota Department of Health. Billing Prepare Software Application to receive quarterly and monthly meter reading data download (WB) initiate Billing Process Print Bills Stuff Bills and add communication documents Mail Bills Respond to Billing questions and complaints Provide Water Usage Data to City for Sewer Billing Final Bills on closing date (WB) Delinquent Bills (WB) 24- hour shut off notices — door hangers (WB) Monthly Bills to customers and contractors — service or sale of goods (WB) Inventory Water Meters, meter parts through hydrants parts $48,000 7 City of Stillwater Public Works Water Board June 30, 2020 Finance Process customer payments into Accounts Receivable Process Miscellaneous Income into Accounts Receivable Pay all Expenses as received in 30 days Payroll (WB) Annual Audit (WB) Consumer Confidence Report yearly — to all residents Yearly water use report and payment to DNR Management/Administration Manage Enterprise Business Prepare Annual Capital Budget Prepare Annual Revenue Budget Prepare Annual Expense Budget Prepare Monthly Board Meeting Packet Provide O+M Oversight Customer Service Oversight Meter Reading and Billing Oversight Engineering Oversight Capital Outlay Budget — yearly (WB) Operations Well House Inspections/ Respond Rounds Respond to Customer Service Calls- Troubling Shooting, repairs replacement and testing Meters Assist Customers Support City Public Works Request Snow Plowing and Removal Mowing and Landscaping Well House Maintenance / Painting Chemical Controls & Calibration Water Testing bi weekly Fluoride and Chlorine Lead and Copper testing every three years Annual testing Minnesota Department of Health Maintenance Emergency Corrective Preventative Hydrant Flushing Leak Detection Surveys Hydrant Repairs Locates Utility Marking Water Service installation - inspection Service Line Repairs — Ca11 out for emergency's hook up by-pass with neighbor when possible. Provide contractors list. (WB) 8 City of Stillwater Public Works Water Board June 30, 2020 Service valve replacement/ repair in homes street side before meter. Bill customer for repair and parts (WB) Turn Water on & off for customers as needed Turn Water off for non payment Construction Support Annual Street and Utility Replacement Contract Repairs (Hydrant replacement, valve repairs, etc.) Outsource Work Main Break Repairs - Local Contractors Leak Detection Consulting Engineer SCADA Control System Functional Areas City Services IT and Business Services Large Exterior Buildings Maintenance - siding, windows and roofing Back Flow Prevention Program Active Board Member Support Technical Support Communications support Business Support Efficient Monthly Meetings City Collaboration Council Liaison Participant Human Resources/ Union Management Fire Department - Hydrant Flushing Finance - Auditing Contract IT Support Supply water usage data to Finance for Sewer Billing Supply Water to Public services - non Billable Water Water Board Performance Rates monitored and updated Cash reserves monitored/ managed Fund most projects out of earnings not by Bonding Capital Projects budgeted/ managed Proposed Operations — Integrated Model Based upon the summary of the current operations state described above, the transition planning team developed the following summary of required actions and protocols necessary to integrate the organizational structure and operations of the Public Works Department and Water Department into the model shown in App. E in the GovHR USA report (see Appendix B). Further analyses (procedural, fiscal and operational) will be necessary to identify specific transition processes and 9 City of Stillwater Public Works Water Board June 30, 2020 cost/benefit impacts of those processes and outcomes. The additional analyses may require consultant assistance and additional costs. It is important to note that moving to an integrated model assumes the provision of current programs and services to the community by the public works department and water department as well as other departments in the City will continue. Daily operations in the water department that support the city water supply system will not change. Financial, personnel, technology, legal and other operational support would be centralized to be consistent with the rest of city operations. Description of Proposed Operations — Integrated Model Department Summary Information Administration Strategic Planning Mission Vision Values Emergency Planning and Operations Branding and Logo Record keeping Meeting Notices, Agendas, Minutes Data Requests Purchase of Service Contract Administration Annual Operational Budget Capital Improvement Planning Legal Representation Financial Management Finance Utility Billing:(Sanitary Sewer, Storm Water Utility and Signs and Lighting and Water): Answer customer calls and a -mails Respond to title company/real estate agent inquiries Download, verify and calculate meter readings Create and mail invoices Calculate winter averages Reconcile and adjust accounts Create new accounts Maintain utility database Process account credits Process penalties Prepare annual certifications Prepare and submit direct debit payments Process and receipt payments (including online payments)\ Accounts Payable: Sort and distribute incoming invoices Review invoices for proper authorization Enter approved invoices for payment 10 City of Stillwater Public Works Water Board June 30, 2020 Prepare check listing for Council review and approval Print and mail payments Submit ACH payments Obtain W-9s from vendors Answer vendor calls and e-mails Process voided payments Review vendor statements and research discrepancies Issue refund checks Prepare and mail 1099s and 1096 Payroll: Enter approved timesheets in to computer Verify wages and deductions Track and reconcile leave time Process and issue employee paychecks Prepare and reconcile period -end reports Submit direct deposit file to bank Process payroll -related accounts payables Calculate severance and retroactive payroll amounts File quarterly, monthly, annual and biweekly payroll reports/taxes Process, mail and submit W-2s, and W-3's Accounting Establish departmental budget guidelines and prepare Annual City Budget Organize departmental five year CIP into annual report Oversee Annual Audit Monitor and Establish utility rates Assist with Bond sales Manage operating Budgets and Enterprise Funds Manage cash reserves Manage Springbrook Work with IT department to determine financial system needs of Water utility and possible Integration of Banyon into Springbrook Human Resources Organizational Structure: Add water utility as a new department, or merge it with existing department; determine relationships with other functions, and staff supervision, job titles, employee work location Department Employees: How will department align with the City: what credentials will be required for water utility employees. Labor Relations: Collective bargaining agreements expire 12/31/2020 for both entities. Currently City HR does not have a collective bargaining role with Water Board. Recruitment and Selection: With a utilities merger, Employees may have more options for internal transfers depending on structuring of organization. Benefits: Water Board currently has City of Stillwater benefit package. Some contract language is different between Water Board and City. If labor groups merge, then will health insurance plan change? Compensation: Follows labor agreement and positions are on same class/comp design/plan. 11 City of Stillwater Public Works Water Board June 30, 2020 Performance Evaluation: No change for City. New process for Water Board. Training required. Human Resources Planning: Employee engagement expands to include all members of Water Utility. Organizational Development: City Strategic Plan would incorporate all departments inclusive of Water Utilities Division. Safety and Environment: May improve bench of talent and expertise with employees holding water utility certifications available to serve the community. Security: Employees, assets, HR documents, information Equipment and Facilities: City values quality and intends to support eqpt and facilities. Documentation and Information Systems: Determine preparation, storage and maintenance of employee records and information, including computerized human resources information systems, and meeting federal, state and local requirements. Information Systems Given Current work locations remain the same: Hardware Meter reading equipment (connectivity to Springbrook and other software, Maintenance agreement) Server (keep separate, or integrate with City infrastructure) Combine shared drive (S:) with City Identify other data storage needs by Water Board Desktops/Laptops: No change, currently on City network; determine if additional need for desktops/laptops exist; develop replacement schedule SCADA: Determine if remains standalone system or to be connected to network; is future integration necessary; what kind of maintenance has occurred, have upgrades been applied, what version is it running Phones: Currently separate system; requires new hardware if connected to city system; determine if need to purchase new phones and direct dialed numbers or keep same main line and assign numbers to employees Other hardware: Most other hardware is already on the City's network and is being maintained by City Information Systems staff. Software Banyan: Continue to use, or incorporate into City Financial System; determine what Banyan is being used for and how it works with meter reading equipment. Determine if Springbrook does everything Banyan currently does; determine training needs if software is changed, determine financial system needs of Water utility, and system maintenance and upgrades. Nsight-Neptune: How does it work with Banyan, will it work with Springbrook, what maintenance and support is needed, and what training is needed. Microsoft Office: Already incorporated in to City system, licensing cost will need to be determined. Laserfiche electronic records storage: Currently separate system with separate storage; combine sites or keep separate; combine repository or keep separate Beehive: Already incorporated in to City system, Licensing currently shared. 12 City of Stillwater Public Works Water Board June 30, 2020 Legal Framework Pursuant to Article XIII of the City Charter, the City's water system is under the control and management of the Board of Water Commissioners. In order to change the structure so that the water utility is integrated into the City's management, a Charter amendment is required. Minn. Stat. §410.12 dictates the process for Charter amendments, which can begin in 3 ways: 1. A petition of the voters equal to 5% of the total votes cast in the last state general election is submitted. The petition must: a. Be submitted at least 17 weeks before the general election. b. Be signed by registered voters. c. If submitted on separate petition documents, all of the petitions must be uniform in nature and have the exact text of the proposed charter amendment, unless it is more than 1,000 words, in which case a summary of 50-300 words is required. d. Be submitted to the Charter Commission for approval as to form and substance. e. Include an attached affidavit with each petition document with specific language from Minn. Stat. §410.12 subd. 2, authenticating the validity of the signatures. The proposed amendment is then added as a ballot question at the next general election. If 51 % of the votes cast are in favor, it takes effect 30 days from the date of the election, unless another date was identified in the amendment. 2. The Council may propose a Charter amendment by ordinance as follows: a. The proposed ordinance is submitted to the Charter Commission b. Within 60 days, the Charter Commission reviews the amendment (60 days may be extended for an additional 90 days by filing a resolution with the city clerk that additional time for review is needed) c. The Charter Commission shall approve or reject the amendment or suggest a substitute amendment. d. The Council can choose to submit its amendment, or the amendment proposed by the Charter Commission, if any, to the voters at the general election as a ballot question. If 51 % of the votes cast are in favor, it takes effect 30 days from the date of the election, unless another date was identified in the amendment. 3. The Charter Commission makes a recommendation to the City Council to enact a Charter amendment by ordinance. 13 City of Stillwater Public Works Water Board June 30, 2020 a. Within one month of receiving a recommendation to amend, the notice of a public hearing is published that contains the full text of the proposed amendment. b. The Council holds a public hearing at least 2 weeks but not more than one month after the notice is published. c. Within one month of the public hearing, the Council votes on the amendment. d. The ordinance is enacted if it is approved by unanimous vote of the Council. It becomes effective 90 days after passage and publication, unless another date was identified in the amendment. Typically, when the Council has a proposed Charter amendment in mind, the Council can request that the Charter Commission consider the amendment voluntarily and make a recommendation to enact it by ordinance (combining options 2 and 3). This avoids the expense and delay of a ballot question. (Charter Amendment Flowchart shown as Appendix C.) Public Works Public Works Department Head --Director of Public Works/City Engineer Plan, organize, manage, lead the Public Works and Engineering Department, including, streets, parks and utility divisions and the engineering department Directs the technical and operational functions of the department Develop departmental budget and capital improvement plan Manage personnel Establish and maintain working relationship with city officials, peers and subordinates, other government agencies and the public Report to City Administrator Managers(3) Parks Supervisor Streets Supervisor Utility Supervisor Secretary Fulltime Lead Workers (5) Maintenance Workers(16) Divisions Streets Streets Fleet Signs and Lighting 14 City of Stillwater Public Works Water Board June 30, 2020 Parks Utilities Storm Sewer Sanitary Sewer Water Distribution Building Location- Public Works Building Operations and Maintenance Answer and respond to questions concerns and complaints Assist other departments as needed Street Division Responsible Manager - Street Supervisor Pot Hole Patching Crack Filling/ sealing Trash Pick up Tree Removal Snow and Ice Control Snow Removal Signs and Lighting Fabricate signs Install signs Repair and Maintain Signs Fleet Maintenance of City vehicles and equipment Research./ Specify Public Works equipment Capital Purchases Maintain Public Works facility Monitor and Maintain Fuel System Manager Responsibility Personnel Customer Service Budgeting Operations Additional Manager Duties Work with other government agencies (MN DOT, Washington County) work with Private utility companies Manages Street lights issues Fleet maintenance decisions Parks Division Responsible Manager - Parks Supervisor Trash pick up Public bathrooms- clean and Maintain Turf Maintenance 15 City of Stillwater Public Works Water Board June 30, 2020 Mowing and trimming Parks, outlots, trails, sidewalks, ditches, Maintain landscape features in park system Chemical applications Fertilize and Weed control Monitor and Maintain Irrigation systems Back flow prevention inspections Inspection and Repair of Playgrounds and Equipment Inspect and Maintain athletic field and courts Snow and ice control - sidewalks, Trails, Steps, Ped Plaza Snow removal- Part of wide snow removal of streets Tree removal and trimming Flood Rinks Event preparation and take down Assist other departments as needed Manager Responsibilities Personnel Customer service Budgeting Operations Additional Manager Duties Staff lead to Park and Recreation Board work with athletic organizations Contact person for special events Park Reservations Work with individual and groups on Donations Utility Division Responsible Manager Utility Supervisor Sanitary Sewer Sewer Cleaning Manhole rebuilds Televising sanitary sewer Inspect and Maintain Lift stations Sewer jetting Monitor SCADA systems Respond to sewer back ups Storm Sewer Catch basin repair Catch basin cleaning Pond outlet cleaning Televise Storm Sewer MS4 Responsibilities 16 City of Stillwater Public Works Water Board June 30, 2020 Pond and pond outfall Inspection Maintenance of ponds Street sweeping Water Distribution Well House Inspection and Maintenance Control System / SCADA Trouble shooting, repairs replacement testing Water Testing and file required reports Water Service Installation - Inspection hire contractors for water distribution repairs Snow Plowing and Removal Back Flow Prevention Program Smart Controller Program - irrigation Emergency Repairs Preventative and corrective maintenance. Meter Reading Download Customer Address Data into Routes Drive Routes with Data Collection Computer Read Commercial Meters Manual Read non AMR Meters Service Line Repairs — Call out for emergency's hook up by-pass with neighbor when possible. Provide contractors list. (WB) Service valve replacement/ repair in homes street side before meter. Bill customer for repair and parts (WB) Turn Water on & off for customers as needed Manager Responsibility Personnel Budgeting Operations Additional Manager Duties work with Private utility companies Monitor Lift Stations Recommendations/Next Steps The Transition Planning Team recommends that the City Council move forward with the integration of the Public Works Department and Water Department operations as outlined in the GovHR USA report as App. E and included herein as Appendix B. Specifically, the model restructures the Public Works Department into four divisions: Engineering, Streets, Parks and Utilities. The Water Department would become part of the Utilities division. In order for this to occur, the Water Board operation would be merged into the City and the Administration, Finance, Human Resources, 17 City of Stillwater Public Works Water Board June 30, 2020 Information Technology and Public Works departments would be responsible for these areas covered by the Water Board. Integration of the Water Board operations within the City will provide greater efficiencies, consistency and effectiveness of city operations for community members. Policymaking would be consistent and integrated; uniform protocols and practices would be put in place for financial and budgeting operations, information technology applications, personnel practices, and emergency management procedures. To continue the transition planning and integration actions, the City Council needs to initiate procedural steps including city charter and ordinance changes. The process for changes to the city charter is outlined in the Legal Framework section above. Consideration must be given to the governance and policy -making role of the Board of Water Commissioners in any proposed city charter change effecting the Water Departments. Possible options include: maintaining the Board of Water Commissioners current role and authority with a revised organization structure; changing the role of the Board of Water Commissioners to a policy advisory body, or perhaps another alternative. Once the procedural steps for city charter and ordinance changes have been effectuated, the City can begin staged implementation as soon as feasible. The following sections outline the functional areas that will need to be integrated and prospective transition timelines to implement restructuring of the City Public Works Department including the Water Department function with a Utility Division of the Public Works Department: • Governance, Policy Making and Administration (Org charts) • Legal Framework and process flow • Costing Analysis for Transition • Financial Systems and Billing Software/Processes • Labor/Collective Bargaining Agreement Discussions • Information Systems Operations • Operational & Contractual Framework • Facilities Planning Prospective Transition Timeline: Description Timeline Update City Charter and City Code July — December 2020 Create Org. Chart with existing Public Works Water Dept. Managers July — August 2020 Create Job Descriptions and JAQs for new or revised positions July — October 2020 IUOE Local 49 Union Labor Agreements are combined Sept. — December 2020 Water Board is merged in to the City of Stillwater January 2021 New city code adopted January 2021 Water Board functions converted to respective City department January 2021 New Park Supervisor is hired January 2021 Water Board software is converted to City software Jan. 2021 — June 2021 Transfer Water Board records Jan. 2021 — Dec. 2021 New utility billing begins City-wide 4th Qtr 2021 Space remodel completed; move Water Dept.to Public Works Bldg. 2024 - 2025 18 City of Stillwater Public Works Water Board Transition Planning Framework (Appendix A) City of Stillwater Public Works/Water Board — Transition Planning Framework June 30, 2020 Initiative: City Council Directive for Development of Transition Plan Elements to Restructure City Public Works Department including Water Department Function within Utility Division (Appendix E of GovHR USA Analysis) Mission: Develop a transition plan to restructure the City Public Works Department and Water Board from their current models to a more comprehensive single department to improve operational effectiveness and efficiency for city residents. Facilitator: Consultant Team Members: 1 - City Public Works Director 1 - Water Board Manager 1 - City Finance Director 1 -City Public Works Superintendent 1 - Human Resources Manager 1 - IT Manager 1 - City Attorney Team Leader: Tom McCarty City Administrator Desired Outcomes: - Implementation of best practice models/alternatives for efficiencies and effectiveness of city functions. - Comprehensive approach to use of city personnel, equipment, purchasing, billing, technology, branding, staff training and succession planning - Define transition plan elements in detail; what changes, what stays the same. Project Scope/Limitations: - All strategic and operational information for Public Works & Water Board. - Evaluate pros & cons of best practice models/options for both short term transition plans and long tens sustainability. Undesired Outcomes: - Unsustainable department structure. - Reduced customer service to community - Dysfunctional operation protocols & practices. Resources: -100-150+ hours for each person. - Human Resources, Legal, Information Technology, Facilities Management internal resources & possible consultant resources. - Financial. Operational, Technology, Contractual and Plan Document information and data. - Best practice models from other jurisdictions. - Input from affected department staff and other jurisdictions Preliminary Plan Target Date Actual Date START DATE: January 2020 February 6, 2020 DEFINE CURRENT STATE February 29, 2020 March 31, 2020 DEFINE POSSIBLE OPTIONS May 31, 2020 May 21, 2020 PRIORITIZE OPTIONS June 30, 2020 Report to CouncillWaier Board July 7, 2020 DEVELOP RECOMMENDED TRANSITION PLAN wI TIMEL I NES July 31, 2020 Key Stakeholders: City of Stillwater Council Members/Board of Water Commissioners; Employees; Consultants; Contractors; Agencies; Community Members. May Zr.:2© ORGANIZATIONAL CHART ENGINEERING DIVISION Assistant City Engineer (1) Engineering Tech IV (1) Engineering Teti IN (1) UTILITIES DIVISION ((romer Water Board tomhined DPW sewer function) Utilities Supervisor Director of Public worksfCrty Engineer Administrative Position STREETS DIVISION ( with surfocej storm and liter) Streets Supervisor lead Worker Lead Worker lead Worker Water (1) Sewer (1) Streets (1) Lead Worker Fleet (1) PARKS DIVISION (or PARKS AND SPECIAL EVENTS) Parks Supervisor lied Worker Parks (1) Maintenance Maintenance Maintenance Maintenance Worker(s) Workerfs) Worker(s) Werker(s) IV&III IYSIll IVdrIll IV&DI Notes: 3 Divisions treated (shown in green) Span of Control for Director of Public Works increases by 2. Superintendent and Assistant Superintendent positions ore replaced by 3 supervisor positions. If Fleet is kept in house, it would be combined with Street otherwise it would be eIh ranted. Maintenance Workers IV & III would be distributed as needed. Seasonal Workers would be distributed as needed. APPENDIX E June 30, 2020 City of Stillwater Public Works Water Board Charter Amendment Process (Appendix C) Petition Council Charter Commission Charter Commission Charter Commission Council Ballot Ordinance 51� Less than 51% 110 Unanimous Not unanimous Passes Passes Fails GovHR USA � GOVTEMPS USA CITY OF STILLWATER, MINNESOTA PUBLIC WORKS ASSESSMENT REPORT AND RECOMMENDATIONS DECEMBER 2019 GovHR USA GOVTEMPS USA CITY OF STILLWATER, MINNESOTA PUBLIC WORKS ASSESSMENT — REPORT AND RECOMMENDATIONS DECEMBER 2019 INTRODUCTION City of Stillwater, Minnesota City Administrator Tom McCarty contracted with GovHR USA ("GovHR") to assess the City's Public Works organizational structure, including the Board of Water Commissioners (Water Board) and the St. Croix Valley Recreation Center. The impetus to look at some aspects of the department was the desire to determine operating efficiencies, optimize effectiveness in the management and delivery of services to the Stillwater Community, long term staffing and optimal supervisor -employee ratios and structure for the Public Works Department. Additionally, for the Board of Water Commissioners, the primary goal was to review the governance and reporting structure and the goal is the same for the St. Croix Valley Recreation Center as it relates to their role as a third -party manager of a city owned facility and their current recreational programming. In the City of Stillwater's adopted Strategic Plan (July 2019 update), the desire to conduct organizational assessments is defined as a goal and it prescribes an action item to accept recommendations from the public works operational review. Additionally, this study will also incorporate some recommendations that could also help implement another action item of the Strategic Plan by examining affiliation of the Water Department (Board) and the City. It also may lend direction for enhancing city policies/ordinances through the recommendations and options we have included. The focus of the study was on how the public works department could develop better efficiencies and to provide effective delivery of public works services to the residents of Stillwater. Efficiencies can be created in a number of ways including personnel (training and development), equipment, technology and a variety of other factors effecting the delivery of public work services. Municipalities across the country are embarking on similar studies because there is a desire to examine their structures post -recession of 2008. Many communities experienced a downturn in their economies which often resulted in the loss of allocated positions and/or the reduction of services. Consequently, these types of analysis are done to determine current personnel allocations as well as operating efficiencies within particular departments. While the retirement of key staff was not the determining factor for conducting this assessment, it is worth mentioning as it is a national issue for local governments and in particular public works departments where key staff have a tremendous amount of institutional knowledge that is often not passed along. Municipalities across the country are struggling to GovHR USA El GOVTEMPS USA prepare for the loss of experienced employees who bring a wealth of institutional knowledge to their organizations. We see a growing need for municipal employees that have a public works or vocational trades background and/or experience with infrastructure maintenance. Communities like Stillwater want to do their best to train the next generation of leaders. This can be a delicate balance — communities do not want the experienced employees to feel pushed out, but yet they want to be prepared for the day when employees decide to retire. Also emphasized in the City's Strategic Plan (July 2019 update), is a focus on the importance of leadership succession planning and the area of public works cannot be overstated. As the Stillwater management team knows, GovHR is a management consulting, interim placement and recruitment and selection firm. Our experience with interim placements and recruitment and selection has shown us that the public works management and leadership positions can be among the toughest to recruit qualified applicants. The private sector can offer higher paying engineering opportunities further reducing the available candidates. In areas where infrastructure construction activities are in full development, cities compete with higher paying private sector firms for trades workers. Added to that mix of issues are management's basic responsibilities to look at the efficient and effective delivery of municipal services with lean workforces. APPROACH AND SCOPE Mrs. Sarah McKee, Senior Vice President and Mrs. Charlene Stevens, Senior Vice President of GovHR, were authorized to conduct this assessment by the City Administrator. This study recognizes that organizational design and structure should be evaluated against the Council's policy goals, Administration's available resources and principles of management, as well as the Consultant's experience and exposure to what works well in other organizations. An assessment of this nature is concerned with improvement and the payoff is the improvements that result from it. The scope of the study was to: • Examine the existing Public Works Department, the Board of Water Commissioners and St. Croix Valley Recreation Center organizational structure and functions. • Determine the organizational efficiencies and capacity of the Public Works Department, Board of Water Commissioners and St. Croix Valley Recreation Center and explore best practice models for increasing the efficiency and effectiveness of the organizations, including the pros and cons of centralizing the responsibilities of the Public Works Department, the Board of Water Commissioners and/or the St. Croix Valley Recreation Center. • Identify supervisory ratios and based on industry best practices and organizational needs, develop recommendations for appropriate supervisory ratio with and without the added responsibilities. GovHR USA 2 I Page GovHR USA GOVTEMPS USA • Identify staffing levels, based on industry standards in the Public Works Department, both current and future, and develop an optimal organization chart. PROCESS The consultants held a kickoff meeting with City staff on August 1, 2019 to discuss the goals of the study, desired documents needed for the study, comparable communities and the proposed schedule. This meeting was held with Tom McCarty - City Administrator, Shawn Sanders - Public Works Director/City Engineer, Sharon Provos - City Finance Director, Robert Benson - Water Board Manager, and Tim Moore - Public Works Superintendent. It was agreed that the consultants would return to Stillwater after the Labor Day holiday to meet with additional City Staff. The consultants met with the following City staff and the Water Board staff on September 4, 5 and 6, 2019 with a follow up meeting with St. Croix Recreation Center personnel on September 9, 2019: Tom McCarty — City Administrator Robert Benson — Water Board Manager Shawn Sanders — Public Works Director/City Engineer Nick Chaves — Asst. Public Works Supt Staff of the St. Croix Valley Recreation Center. Staff of the Water Board Sharon Provos — Finance Director Tim Moore — Public Works Supt. Staff of the Public Works Dept. Meetings with City's staff were detailed and constructed to better understand how Public Works services are delivered and also how departments interacted with one another. Ahead of the interviews, the consultants received various city policies, studies, budgets, organizational charts, water rate studies, etc. to review prior to the meetings with city staff. These documents allowed the consultants to have a broad view of current departmental operations and their current policies and procedures for department operations. The Consultants asked the following questions when meeting with DPW staff: 1. How long have you been in your current role? Describe your work unit — its functions, size, budget, number of employees, structure. 2. How many people do you directly and/or indirectly supervise? 3. What areas of improvement for the department would you recommend? 4. Have your job duties changed over time? If so, how? 5. What areas do you believe could be changed to be more efficient? 6. Are their pieces of equipment or other supplies that could help improve efficiencies or the effectiveness of departmental performance? 7. If you could, what changes would you make within the department? 8. Do you feel like you are informed about matters that effect the department? GovHR USA 3 I Page tGovHR USA GOvTE MPS USA 9. How often do you meet with your supervisor or the Director? 10. What are your primary job functions? 11. Does the department's, and your division's, current structure provide for an appropriate level of supervision of employees and operations? If not, what needs improvement? 12. What is the relationship like with the Water Board Staff? 13. What other City Departments does Public Works Staff interface with on a regular basis? Is there anything that you would change in the city's organization or how things work interdepartmentally? 14. How often do you hear from residents, what do they call about and are you able to meet their needs? 15. In reflecting on the City's DPW, what else would you like us to know? For those in non -Public Works departments, the following questions were asked: 1. How long have you been in your current job? Describe your work unit —functions, size, budget, number of employees, etc. 2. How does your department or area of work interface with the city's Public Works department? 3. As you consider that interdepartmental relationship, what works well? What needs improvement? Are there any overlapping or unaddressed responsibilities between the departments that need to be clarified? 4. When you consider workflow and interdepartmental activities between your department and DPW, what changes would you recommend? Why? 5. Are there adequate resources in place to develop City Staff? Are there active succession planning processes in place? 6. Are there any opportunities for consolidation of services that your organization could do with DPW that you feel would be valuable for Stillwater to pursue? Are there areas/functions that you would contract out or privatize? In some instances, the consultants were supplied with written answers to some of these questions by staff members. The consultants identified and contacted several peer municipal organizations in Minnesota comparable to the City of Stillwater's Public Works Department. Results of our inquiry from Peer Communities can be found in Appendix H of this report. They serve as an additional resource in assessing and comparing organizational structure. In addition, the consultants examined materials from the International City/County Management Association and the American Public Works Association. The consultants studied the Department as it is organized with services including: Engineering, Streets, Parks, Sewer, Storm Sewer, Surface Water and Lighting. They also reviewed the structure of the Water Board and St. Croix Valley Recreation Center and compared them to other cities similar to Stillwater. GovHR USA 4 I Page IUGovHR USA GOVTEMPS USA The consultants also reviewed the following information and materials prior to preparing this report: • City of Stillwater's Strategic Plan • 2018 City of Stillwater Annual Report • City of Stillwater Code of Ordinances • Organizational Charts for DPW, St. Croix and Water Board • Position Descriptions for certain Public Works positions • Union Contracts of Public Works and the Water Board • Standard Operating Procedures and Workflows, as well as any Department Operating Plans including Capital Improvement Plans • Special Events policy • Current Rate Structure for Water/Sewer • Water Board meeting minutes FINDINGS, ORGANIZATIONAL STRUCTURE/OPERATIONS, RECOMMENDATIONS/OPTIONS FINDINGS: We looked at the City of Stillwater for what their coordinated, strategic view is of the Public Works function through the prism of how it delivers on the City's mission, goals and objectives. The City of Stillwater Mission Statement naturally has public works as a component "To provide the community with a quality living environment, quality public services and facilities while protecting cultural, historical and natural resources through fair and open government, careful planning, effective management and efficient fiscal policy." The City's Strategic Plan — with vision statements and strategies approved by the Council for 2015 — 2020 (revised 12/2017 and 7/2019) highlights, to a degree, a focus on public works - related issues and demonstrates an organizational consistency with all that has been described to the consultants throughout this inquiry. The plan identifies "How can the City of Stillwater.... Develop Organization Excellence, Development Our Community and Sustain Strategic Planning and Implementation." While seemingly elemental to point out that public works issues are part of the plan, its significance cannot be undervalued. Its inclusion in the plan gets to what John M. Bryson says in Strategic Planning for Public and nonprofit Organizations (2011) are at least two of the primary benefits of strategic planning — enhancing organizational responsiveness and performance and helping the organization's people meet their responsibilities. Responsiveness, performance and meeting responsibilities were consistent themes throughout this analysis. Taking into account our direct observations in the City's Department of Public Works, complemented by our experience in assessing organizational needs of hundreds of local GovHR USA 5 I Page pGovHR USA GOVTEMPS USA governments, we present a list of findings, recommendations and options as Stillwater considers how changes within the organization can create better structure for the department and meet those elements of the strategic plan. Additionally, as noted in the City's Strategic Plan as a way to "Develop Organization Excellence", we would ask that serious consideration to be given to implementing the recommendations brought forth in this study. The consultants were asked to look at options for organizational structure and if the current structure provides for the appropriate level of supervision of employees and operations. That is all done within the context of managing service delivery in the public sector that primarily consists of balancing the three classic concerns of public administration. These concerns are: 1. Effectiveness — getting the right things done 2. Efficiency — accomplishing them in the right ways 3. Economy — limiting the use of scarce resources Balancing these three concerns requires a coordinated policy analysis and management approach. City staff were cooperative and candid in their discussions with the consultants. In our interviews, participants were assured that no comments would be attributed to specific individuals, and it is with that understanding we note trends, issues and common understandings about the service, roles and expectations from the department. With that as a backdrop, we present our findings, accompanied by our recommendations and in some instances, options within the recommendations. ORGANIZATIONAL STRUCTURE/OPERATIONS: As part of our research and noted above, we examined information on the City of Stillwater's website and found it particularly interesting that the City has chosen to list various components of the Public Works Department (as currently defined in the organizational chart) as separate Departments of the city. The website states that Engineering, Public Works, Parks and Forestry are all separate departments. But the Public Works Department Organizational Chart shows Engineering (Department) and Public Works (Department) as separate with Parks and Forestry (not specifically mentioned) as components of the Department. It is not typical to have a department within another department, but a department would have various divisions as components of it. Therefore, even the current descriptions need to be addressed from their perceived hierarchical significance. These "Department" designations are carried over into the strategic plan as well. Before considering intra-organizational changes, we deliberated about the Director's position as both the City Engineer and the Director of Public Works. It was clear from our discussions with staff that the Director spends more time on the engineering functions of the Department and Tess time on "public works operational functions". Before a decision would be made to GovHR USA 6 I Page GovHR USA 1 GOVTEMPS USA split the department (as discussed later in Recommendations/Options), we advise the City Administrator to consider the Department's needs, partly in Tight of this inquiry and some of the strategic options we recommend, but also the other needs that the position must fill — staff leader, liaison to the elected officials, and representative to the community and other stakeholders. Our experience tells us that in today's hiring environment, many communities, while valuing professional engineering (P.E.) credentials, do not view the P.E. as a hard-and-fast requirement of a Director of Public Works. In our view, there must be more compelling reasons for a professional engineer to be at the helm of the Department other than professional credibility among some of the staff. Instead, it should be the knowledge of issues affecting their organizations and the community's environment that establishes credibility. Consequently, in some of the reorganization scenarios outlined below, a P.E. would be beneficial, but not critical. In large part and again in today's environment of managing complex public organizations with the size of the City's Department of Public Works, the technical skills, experience and background are what shape today's Directors. It is also the skills of communication, leadership, relational interaction, financial and human resources that additionally and arguably more significantly, define the qualities of a departmental manager. A look at the City's and Department's organizational charts illustrates reasonably tight and manageable lines of authority. Comparatively speaking, the total number of departmental employees ranks about the same with other jurisdictions and the number of the Public Works Director's direct reports is on par when viewed next to the other municipalities. The Director's current span of control — one Assistant Engineer and one Superintendent is very shallow compared to other municipalities. With that as a foundation and the subject of review, the options discussed later in this report may enhance the Director's span of control. A look at the City's and Department's organizational charts illustrate tight, manageable and few lines of authority. Comparatively speaking, even though the total number of departmental employees ranks about the same with the other jurisdictions, the number of direct reports is on the low side when viewed next to the other municipalities. With that as a foundation, some changes, as the options further on in this report will illustrate, will not critically alter, or overburden, the Director's reporting relationships. RECOMMENDATIONS/OPTIONS: (SEE APPENDIX FOR ORGANIZATIONAL CHARTS) We assessed several options with respect to the reorganization of the Department's operations, engineering, utilities (storm, sewer and surface water), streets, fleet and parks functions. Our executive recruitment and consulting practices have exposed us to a wide variety of organizations that handle these services in several ways. As reference, the current Public Works Organizational Chart can be found in APPENDIX A. We also surveyed several organizations of similar size in the state of Minnesota (see APPENDIX H). Here are the recommendations/options we propose: GovHR USA 7 1 Page GovHR USA GOVTEMPS USA 1. Span of Control/Organizational Analysis Through the various research we have done on Organizational Analysis, span of control continues to be revisited as a key management tool. With today's ever-increasing technology, it sometimes allows for the span of control to be greater than in previous organizational structures. Span of control is defined as the number of people a manager can supervise effectively and can be broadly categorized as either wide or narrow. The span of control and layers of management in an organization help determine the way public works operations assign tasks to employees. Improvement in workflow can often be impacted by these factors. A wide span of control is typically a flat or horizontal organizational structure and implies that a single manager has more employees under their direct supervision. This is generally present when there are well -established operating procedures. As an example, this would be the span of control of the City Administrator, as shown below. Layers I Wide A narrow span of control means that a supervisor has fewer employees under their supervision and creates a tall or vertical organizational structure. This means more layers of management, which may lead to confusion in the overall vision and communication from the top of the organization can be strained. This appears to be the current case in Stillwater Public Works, as shown below. Narrow , I r Layers b EtIn Although the current organizational chart shows a narrow span of control, in theory it operates even more narrowly. The current chart shows the Supt. and Asst. Supt on the same layer, while in operation, the Asst. Supt. is under the Supt. in terms of supervision GovHR USA 8 I Page GovHR USA M GOVTEMPS USA given and how it works in the actual field on a typical day. When a narrow span exists, it opens the door for each manager from the top to the final layer to add their input to certain information being relayed which may lead to a different direction than the original concept that was communicated from the top of the organization. Or the reverse, information is not being relayed that could be crucial to the intended outcome. The concept of organizational structure and span of control are interrelated often having an inverse relationship between the organizational structure and span of control. Span of control has a direct bearing on the number of layers in an organization, which is a measure of the length of an organization's lines of communications. These two measures combine as indicators of the efficiency and effectiveness of the department. By example, the current organizational structure would have a City Administrator over a Director of Public Works, over a Superintendent of Public Works, over an Assistant Superintendent of Public Works over the Lead Workers, over a Maintenance Worker(s) IV or III. In each of those positions, there is one person to supervise the next until the final layer. In our proposal, it limits it to a degree. It should also be noted that a Lead Worker has no supervisory authority by union contract. Their only function is to lead, but not supervise. So, while the layer exists, it does not function as a true span of control for the Lead Worker. APPENDIX A shows the current structure of the public works department. Note that all union workers assigned under public works report to the Assistant Superintendent. It also shows each of them reporting directly to the Director of Public Works. The span of control for the Asst. Superintendent is too great for one person given that the Lead Worker has no supervisory authority. The industry standard in public works functions is a typical span of control of 6 to 10 employees on the entry level, assuming their primary functions are the same. Additionally, the standard would be to have no more than 5 layers from top of the department to the bottom layer. With the Lead Worker not having supervisory authority, the department is at that maximum level of 5 layers. As later described in more detail, creating two Superintendent positions (Appendix B) can help narrow the span of control under each position. This would eliminate the Assistant Superintendent and keep the allocated positions the same for the department. We often heard through conversations with the employees of the department that communication could be better and much of that meant communication from the top of the organization so that the employees can know what is happening with the City as a whole and to be informed on changes forthcoming. With the current organizational chart, this narrowness means more layers of management, which may lead to confusion of the City's overall vision and communication from the top. The majority of work being performed by public works is generally under established operating procedures, and therefore should allow for a wide span of control. By distributing this equally between two Public Works Superintendents assigned to two GovHR USA 9 1 Page GovHR USA GOVTEMPS USA newly created divisions, the span of control narrows with work assignments easily distributed and monitored. In our observation, the current Superintendent performs the functions of a typical Public Works Director and the current Assistant Superintendent performs the functions of a Superintendent which makes his span of control much larger than anywhere else in the Public Works organization. The proposed change illustrated in the organizational structure shown in Appendix C incorporates this recommendation along with the following one. 2. Establish a Separate Engineering Department Many communities have a separate Engineering Department with a City Engineer reporting directly to the City Administrator. The effect is to provide direct access to the Administrator and is particularly useful when organizations are undertaking large capital programs or experiencing a large volume of development or redevelopment in the city. Under this model, the department has to be highly collaborative while working closely with the Development Department on development proposals as well as with Public Works operations on capital improvement design and construction. It also shows the City's commitment to undertaking their own engineering services. Additionally, it would reduce the span of control of a City Engineer allowing him to focus primarily on engineering projects. Looking at the peer city comparisons, it is a mix of cities that have engineering as a part of public works and those that do not. This is not an unusual observation in many of our studies of public works organizations. It is typically based on previous departmental structure and in part on the current skillset of the leadership team. It is also often related to the size of the City or as mentioned above the gravity of engineering services provided in-house. In larger cities, we often see a separate engineering department as they can provide better services, but most of those engineering functions are related to plan review for developing cities and not necessarily related to in-house engineering design. It should be noted that the City's website actually lists Engineering and Public Works as separate departments (as well as parks and forestry). Much of the information listed on their respective websites show that the two areas seem to operate in silos as it appears that the engineering function is primarily concerned with designing, bidding and inspecting projects for City sidewalk, street rehabilitation projects and special assessment projects. While they do assist with in-house work, it appears their concentration is outside contract work. In observed function, the current Director does not get involved with many of the day- to-day operations. The day-to-day operations are primarily handled by the Superintendent and specifically by the Assistant Superintendent of the Department, which is not unusual. However, in those case the Director is rarely seen or rarely holds GovHR USA 10 I Page GovHR USA bag GOVTEMPS USA meetings with the majority of the public works staff. Employees noted the lack of regular meetings and presence of the Director during the interviews. There is nothing meant to be negative about those comments other than the Director of Public Works and the City Engineer could be separate positions under this scenario. Obviously, it would be the determination of the City Administrator, but adding one person to his span of control would not be out of line, i.e. having the current City Engineer and adding a Public Works Director is a net gain of one person in his span of control. See APPENDIX C. Staffing Implications: As we have already discussed, finding a qualified and licensed engineer that is willing to work for municipal wages is getting tremendously harder to find. Therefore, if it were a separate department and the current engineer left, this may be a difficult position to fill. Many municipalities now contract out most of their engineering services and choose to not have a licensed one on staff. It may be worth reviewing in the future if there is a change in personnel within the current structure. 3. Creating efficiencies by incorporating the Engineering Department with the Community Development/Building Inspections Department to create a Development Services Department As cities continue to either expand in size or expand in responsibilities through aging infrastructure, we are also seeing the Engineering function combined with the Community Development (along with Building Inspections) to create a Development Services Department. The effect of this would be to create a "one stop shop" for developers and residents, because it provides an avenue for them to have one central point of contact for their construction design, zoning and permitting needs on a variety of levels. Having Engineering combined with Community Development helps ensure collaboration and streamlining with respect to economic development and similar review and regulatory processes. The disadvantage is the need to continue to coordinate with Public Works on capital items and other permit processes in the public right of way. But that could be overcome by regularly scheduled meetings for review and analysis of cross -sectional departmental needs. It would not necessarily mean that the City Engineer would oversee the Building Director but would be combined into one department. It is not unusual to have a designated City Engineer as a member of a Development Services Department or in a Public Works Department but reporting to the City Administrator. In some cities we see the City Engineer as the Assistant Director of Public Works or the Assistant Director of Development Services. GovHR USA 11 I Page riniGovHR USA GOVTEMPS USA Economic Development is emphasized in the City's strategic plan and by the City Administrator as an overall organizational expectation. It is important that all staff involved in any development review share the goal of a review process that is efficient, fair and solution oriented. In the end, this points to a need to encourage and empower staff to cross interdepartmental boundaries more freely, especially when larger City- wide goals outrank hierarchical control, provided that this type of approach is accompanied by information sharing, cross -communication and a respect for project deadlines and costs associated with them. Staffing Implications: The span of control for the City Administrator would increase by one person if the City Engineer is a separate position from the Communiy Development Director, but still housed within that department (this option). The increase would be the hiring of a Public Works Director. 4. Current Organizational Structure Analysis/Work Assignment Efficiencies through technology It was noted through several conversations that there seems to be some redundancy or "wasted time" with the process of issuing daily assignments. The Assistant Superintendent meets with the Lead Workers in the morning to discuss daily activities while the remaining employees are "waiting" or not working. Then the Lead Workers give the daily assignments to the Maintenance Workers. It would save time if the Asst. Superintendent, in conjunction with the Lead Workers, gave out the daily assignments. The effect could allow for additional time spent in the field. Perhaps a quick regroup of the Lead Workers and the Asst. Superintendent at the end of the workday would be a better use of time to discuss what was accomplished that day and what needs to be done the following day. This would allow the workers to get into the field a little earlier and stay in the field a little longer. We realize that many things change during the day, especially for a public works department and it is difficult to sometimes schedule, but for the most part there could be a weekly schedule done and continue to refer back to it throughout the week to see where things are for each assignment. It seems to be the downfall for most public works departments when they spend too many hours throughout the year scheduling daily work without knowing what was completed the day before. As the department continues to experience more demands for services and continues to increase the amount of park lands or public lands, the number of employees will also need to be increased. While it is certainly beneficial for the department to take on seasonal employees, the availability of seasonal workers continues to be unreliable and in some parts of the country, unavailable at certain hourly rates. While additional full- time equivalent positions (FTE's) are needed during the summer months, they are also valuable during the off-season when, if it is not snowing, there are plenty of routine GovHR USA 12 I Page GovHR USA mAit GOVTEMPS USA maintenance issues that can be done as well as an opportune time to complete much needed safety, health and wellness training. Referring to APPENDIX B or C we show how work assignments could be distributed in a more efficient way. Each Public Works Superintendent would be responsible for their daily work assignments. As noted above in the industry standard for span of control, assigning to + 10 employees is Tess demanding than one person assigning to 20 employees. During special events or snow operations when they need everyone directed to specific operations, the two superintendents would coordinate those assignments. While it is great to have everyone cross -trained on the various functions of the department, better efficiencies are created when personnel are consistently assigned to specific tasks within each division. Of importance will be the full implementation of a work order system to create efficiencies for tracking, assigning and monitoring work assignments. It is our understanding that this is either in the works or undergoing evaluation. This type of system can be valuable in tracking work being completed, inventory supplies, man hours and equipment used on a daily basis, etc. if it is used to its fullest capacity. While there will be some painstaking parts and learning curves at the beginning, in the long run the hours saved will be invaluable to the residents. It is this type of technology that can have a direct impact on a public works operations effectiveness and its efficiencies when delivering services. It may not free up manhours on a daily basis, but for year end reporting, FEMA reporting, EPA reporting, etc., it more than makes up for sifting through mounds of paperwork to find the information needed. It is also a productive budget management and budget preparation tool for tracking how manhours and equipment are used and trends in various services provided by public works. With this and an improved GPS tracking system on the vehicles, would also help with efficiencies within the department and it may provide a better communication to residents during snow plowing or emergency operations Many work order and GPS systems can be tied into social media and provide real-time access to public works services. 5. Creating better efficiencies through break time standards In creating better operational efficiencies, we often examine how a public works employee spends their day in the field. It is our understanding that there is an "agreed" 30-minute break per day instead of the two 15-minute breaks as required under the Department of Labor. Based upon this information, it appears that many man hours of work are lost each week with the "agreed upon 30-minute break" where employees are "required" to come back to the facility for break, thus creating inefficiencies within the department. Realizing that there can be an issue with employees making poor decisions about what they may or may not do on their break or where they may or may not go, the loss of total man hours to have all employees come back in the shop for this 30 minute break seems to be an extreme remedy. GovHR USA 13 I Page Trp GovHR USA GovTEMPS USA In our observation, a 30-minute break can easily turn into an hour break due to travel time, actual break time and then getting reset in the field. Perhaps a better emphasis on the terms of "break time" and what can and cannot be done as well as a continued emphasis would result in more manhours in the field. When we hear employees asking to remain in the field so they can get more accomplished, it is noted that employees care about what they are doing in the field and desire to perform better. Perhaps we did not get a full understanding of the established rules and regulations of the break requirements, but it appears that the City could be losing up to 17 manhours per day and obviously this leads to less work being performed and fewer projects being completed. In an extreme analysis, if 17 employees of public works are coming back to the public works facility every working day then: Extreme analysis: 17 manhours x 260 working days = 4,420 working hours (2.125 FTE) While that calculation is the extreme, even given half that time for employee absenteeism from vacations and illness, it could still easily be equivalent to one additional FTE in the department. It should be noted that this analysis is for one morning break and while it currently serves as the "only" break, it would be difficult to determine if employees are also having a brief afternoon break in the field. This was also reinforced through our conversation with the Superintendent. While we did not talk to every employee in the department, we did talk to a large majority of them and they all talked about this scenario and how it sometimes impedes the amount of work they can accomplish. By and large the employees of the department want to provide good services to the residents of Stillwater, but this requirement is a hinderance to them and should be addressed by management. It is our recommendation that a thorough review be done of the break time policy/agreement. 6. Creating better efficiencies through Contractual/Lease Services As experienced municipal managers and department heads, we understand the need for contractual services as there are things that can be done by private contractors to create greater efficiencies within an organization. The City does currently contract some of its traffic lane striping as well as crosswalks, but it may be beneficial to also look at other areas that could be contracted. In many municipal organizations, when activities like striping take place, other operations within public works may not be completed. Pothole patching is another operation that typically can divert manhours of City employees to other functions within public works. Besides paving operations, striping and pothole patching are areas at a high risk for on-the-job injuries and in some cases, fatalities. Given that this work requires a constant concentration on pedestrian GovHR USA 14 I Page pJGovHR USA GOVTEMPS USA movements as well as vehicular movements inside and outside traffic barricades, it is generally more efficient and effective when done by a contractor. Contractors also have a greater flexibility to do these functions during hours of less traffic and therefore, less impact to the residents. An area for leased services is Fleet Maintenance. Given the difficulty the City is currently having with finding qualified mechanics that are willing to work at municipal wages, this certainly an area worth considering. More and more cities are going to fully leased city vehicle programs and, in some instances„ cities are saving thousands of dollars on routine maintenance, part supplies, fluid inventory, maintenance equipment, etc. in addition to keeping an up-to-date fleet with less breakdowns equating to more manhours on the streets. Given that the city currently has one mechanic (not depicted in the current organizational structure), there realistically can not be efficiencies in this operation. It is not a reflection of the employees, but not feasible for one mechanic to maintain the City's aging fleet. As discussed earlier, there continues to be lack of vehicle technicians, plumbers, HVAC technicians, welders and other vocational trades that choose to work in the municipal sector and will soon be some of the hardest positions for cities to fill. Just keeping equipment and supplies needed to run a fleet operation is costly to municipalities and often takes up valuable space that could be used for other operations. It would not preclude the city from keeping a small operation, especially during winter/snow operations, but for year-round operations it typically does not benefit a city, especially when a leased fleet can supply almost any type of vehicle and/or equipment needed. Whether the City chooses to keep fleet maintenance in-house or chooses to lease vehicles, it is worth noting that employees that will be using the equipment should be consulted about the types of equipment that would be best suited for their particular function. Having equipment that is not suited for the job or that has to be modified to fit within the operating parameters, does not create efficient operations. Realizing that it is hard to sometimes justify a higher cost for a piece of equipment that is better designed for a cities operations is hard, but in the long run it will more than pay for itself through efficiencies and more importantly in the effectiveness in the delivery of public works services. 7. Administrative Assistance Realizing there have been some recent changes in administrative assistance provided at the Public Works facility, it is much needed not only by the Superintendent and the Assistant Superintendent, but in the smooth operation of the facility. While there may not be a lot of walk-in "business" at the facility, there are times when deliveries are made, and it is not an efficient use of manhours when someone has to be called in from the field to take a delivery. More importantly, while it may seem frivolous and GovHR USA 15 I Page GovHR USA lag GOVTEMPS USA sometimes only an off -shoot of an administrative position, the position is often seen as the glue that holds the organization together. It is a person that an employee can come to with questions related to uniforms, forms needed, insurance, payroll, etc. and the person may be able to address a lot of questions from residents that may not have to be addressed by the Superintendent/Assistant Superintendent. It is our understanding that the previous person in the administrative position would spend a portion of their time at the Public Works facility and a portion of their time at City Hall. While we are not suggesting a full-time person be allocated to Public Works, it would be a recommendation that the Department continue to have some type of administrative support through either a shared position or a part-time position. (If the Water Board merger is done, this assistance may be resolved). If it is not or in its absence, there needs to be better communication from internal services of the city. Municipalities tend to have one meeting with employees when it comes to say a change in medical insurance carriers or services offered through employee medical insurance, as an example. And while that meeting is probably very thorough, it can be overwhelming even for employees that already understand the insurance process. But for those that may not often deal with insurance issues or have used it very little in the past, these changes can be confusing. Follow up meetings by the personnel department or as mentioned below, quarterly meetings would go a long way to making the departments not housed in City Hall feel like they are a part of the same team. 8. Have a stronger presence at the DPW facility lithe Department is not divided, the Director should to have a stronger presence at the Public Works Facility. It appears that the Assistant Superintendent is "running the show" at DPW. While it may sound simple or time consuming, the Director needs to be seen at public works on more than a few occasions each year. At a minimum, it would be beneficial for the Director to have at least a quarterly meeting with ALL employees to provide an update, so they all feel they are getting the same information and being kept informed on what is happening in the Department. Additionally, if the City Administrator could attend those meetings, it would also give him the opportunity to inform the employees on what is happening in the City overall. We realize that suggestion may sound elementary, but the impact this has on the employees can be tremendous. First, it creates an atmosphere of inclusion for the employees as well as provides them with information. Sometimes it is easy to lose site of the fact that many of these employees are the source of information for many residents in the community as they may be the only City employee that residents come into contact with if they have questions. Information is power and while that information may not seem important to those delivering it, it is vitally important to GovHR USA 16 I Page GovHR USA 1 GOVTEMPS USA those receiving it. It will make them feel a part of the team and create a since of ownership. There is nothing more empowering to most City employees than information. Better communication with the employees and an effort to show interest in their work can lead to greater production and increased efficiencies within the department. Even if none of our options are considered, it is still important for the Director to play an integral part in the chain of information throughout the department. With that same thought, it appears that there has been some resistance to fully embrace a Labor -Management Committee (LMC). We would strongly encourage the LMC to meet on a regular basis with an agenda of items from both sides that need to be addressed. An active committee has been shown to increase communication, increase safety training which does have a direct correlation to on the job injuries as well as worker satisfaction. In addition, it often helps with future labor negotiations when issues are discussed during the time between contract negotiations rather than waiting three years for an issue to be addressed while it may have been easily resolved through the Committee. It also allows the City to educate employees on issues facing the City that may have an effect on what the City can afford to offer during future negotiations. 9. Leadership Succession Planning As also noted in the City's Strategic Plan, an action item to "Develop Organization Excellence" is to develop a leadership succession plan. In almost every discussion we have with municipalities either related to our organizational studies or with recruitment, there is an overwhelming lack of succession planning within municipal departments and Public Works seems to be one of the greatest in their lack of succession planning. Given the ages of the current leadership in public works, it will be a large "brain drain" when they retire. There should be a concentration of providing on -going training to those within the department that have expressed the desire to be in management or that perhaps current leadership believes has the potential to become leaders within the organization. This would also apply to the Water Board given their small staff and limited resources for replacement of those employees that may choose to retire in the coming years. Training employees who have the capability and desire to take on new challenges is almost always beneficial for an organization. Succession planning is often confused with job titles, but that is certainly not the case. Just naming someone a lead or assistant does not equate to succession planning. They need to be provided with the training and tools they will need to be leaders within the organization. Given that the labor pool continues to shrink for public works professionals, municipalities need to continue to develop from within the organization. Creating incentives for on -going professional development or finding cost effective GovHR USA 17 I Page GovHR USA hag GOvTEMPSUSA measures to continue to train employees should be a goal of the city. Additionally, the employees of public works should have opportunities to learn about new or changing technology as often it can lead to better efficiencies. BOARD OF WATER COMMISSIONERS (WATER BOARD) — Current Organization Chart in APPENDIX D. Our recommendation is to move the water distribution function of the City to the Public Works Department and create a Utility Division within the department. As suggested in Appendix E, creating a utility division under public works would lead to better efficiencies for both entities. As we found when examining the peer cities, none of them function with a separate water board. Most municipalities either have a privately held system or one that is controlled by a district or authority with their own taxing authority, if it is not currently a function of the city. Under the proposed Appendix E, the current water function would be combined with the existing sewer function within public works to create the utility division. This would create a more cohesive work group. It would also allow for the administrative position to be fully allocated to public works and address the absence of administrative assistance in public works. Under this scenario, the water billing function would be moved to Finance and absorbed through their current sewer billing function. This would eliminate the need for a General Manager. If engineering is kept as a part of public works, any capital planning or engineering work could be absorbed by them or continue to be contracted as it is now under the Water Board. The Water Board could still function in a similar capacity as other boards of the City, i.e. Human Rights, Downtown Parking, Parks, etc. or it could be eliminated. It may be appropriate to have a Board participation as part of future rate studies or with capital planning but would not necessarily need to meet on a regular basis. Obviously, this would depend on the approach taken to merge the water distribution function with the public works department. In review of the documentation related to the Water Board operations, we believe it is clear that in order to incorporate the Water Board into the public works department it would take a Charter amendment. While that may not be the popular choice, it is the most economically and effective choice to ensure that operations will be efficient. The water system is already experiencing failures due to the age of the system and that will continue as the system ages. Having a system that is supported by various levels of oversight and management, will allow for stronger capital planning as well as the costs associated with them. This can be done when budgets and capital planning are included with the city's as many of their capital needs will coincide with the city's capital needs. That being said and in absence of the City Council wanting to pursue that avenue with the voters of Stillwater, we can offer the following observations that may make the relationship stronger. GovHR USA 18 I Page p_ p GovHR USA wig GOVTEMPS USA Current City Charter: We would suggest a legal review of the language of Article 13.08 of the City Charter to determine if the Water Board has the ability to receive funds and then transfer them to the City. It appears in reading the language that monies due on a water account from any source, shall be paid to the Treasurer (City Treasurer by ex officio office). It was our understanding that this was not the case and water payments are being made to the water office. Perhaps it is our interpretation of the code, but worth noting as an additional fiscal control of funds. It also states that the City Treasurer will receive additional compensation fixed by the Board for services performed pursuant to this article. We are simply pointing out this statement as a matter of detail. We do not find an article in the City Code that forbids a Council member from being appointed to the Board of Water Commissioners. Therefore, if we are correct, the Board of Water Commissioners could also be made up of City Council members. The Code does state that a member of Council cannot be employed by the Water Board or the Library Board. If the elections overlap the terms of the Water board, then the City Council has the right to appoint another member to the Water Board. It should also be noted that at the time of this assessment, the last available minutes of the Water Board on-line was September 13, 2019. Notwithstanding any code that states differently, we believe transparency is key to any local government and prior to that date there seems to be an accurate accounting of the Water Board Minutes. We do find it strange that at that meeting there was a discussion of a merger between the City and the Water Board and also a discussion about them being a part of this analysis and then no additional minutes are available of the Board meetings on-line. As an arm of the City, they should function with the same transparency and follow local and state laws related to open meetings. With that noted, perhaps at the very least, the City and the Water Board could enter into a Memorandum of Understanding (MOU) about how each could work with the other to have a more transparent relationship. The MOU could establish consistent reporting mechanisms on both operational matters as well as budget. The MOU could include language stating that the Water Board will follow City policy and open meeting laws, and also language to clarify reporting to City Council and Administration for budgeting process and review. The MOU could also clearly outline what services the City can provide, such as IT, Accounting, Human Resources and what the expectations are so that both parties have accountability and both parties can gain operational efficiencies and more importantly the public is best served. There is a higher level of scrutiny on public water systems due to the Flint, MI crisis and cities need to provide a high level of transparency to maintain public trust. The Water Board operates as an arm of the City and should be following a higher transparency requirement even if self-imposed. GovHR USA 19 I Page GovHR USA 1 GOVTEMPS USA Options for City and Water Board interaction: In meeting with the members of the staff of the Water Board, they were forthcoming with ideas and opportunities for the two entities to continue to work together. While many of the staff understand that the separation of the water distribution function is not the norm for most cities, whether in Minnesota or other states, it does seem to function. We believe that the sense of function by internal employees and not necessarily externally by residents. Most resident interaction with municipalities on a normal basis is often with a function of public works unless utilities are held by private entities. In this case the Water Board is not a separate entity, but an arm of the local municipality. Therefore, residents are often confused by where to call with questions, emergencies, billing or submission of payments. Offering conveniences to the public ultimately leads to better efficiencies for local governments, i.e. "one stop shops" as discussed above, on-line payment options/paperless billing, balloting options, etc. This also ties into the action plan in the City's Strategic Plan for the "Branding Initiative". If residents do not know who to call when they have a water issue or if they are speaking with someone outside of Stillwater and can not explain how the water system operates, it can create a branding issue for the community. Economic Development comes in a variety of ways and is often enhanced by a resident's ability to discuss the advantages of Stillwater over another community if they happen to be engaged in that type of conversation. Residents are often the number one selling component for a community and having them engaged with an understanding can only provide enhanced communication. If the entities continue to function separately, efficiencies could be achieved through a single billing avenue. As noted above, it would seem reasonable that the City should be the avenue for this process given their availability of resources and in general, it is where residents expect to have their questions answered. At the time of our employee meetings, the Water Board administrative position was being vacated and now has been filled. This would not preclude the city from performing billing functions in the future. The costs in personnel, paper and an ever-increasing postage rate would be justification to have a combined billing process. While the Water Board and the City do share a couple of services, i.e. IT and GIS, there are so many other avenues that could be shared and ultimately reduce costs for both entities. Given that most municipalities lack the resources to fully communicate with residents in all forms of available media devices, the sharing of those resource costs would be logical. The Water Board mentioned they were in the process of building a website which is just one example of how the two entities could be working together. The City already hosts a page for information on the Water Board and most residents will look to the City website for information. It seems ineffective for the Water Board to maintain a separate website and a separate brand when they currently have limited information on their website and much of it is outdated and also have limited IT resources. GovHR USA 20 I Page GovHR Lisa GRVTEMPS USA While both entities mentioned that it was rare for them to share equipment, it does not mean that sharing equipment in the future could be a significant cost savings to both entities (unless they are combined). Having equipment purchased by each entity without it being fully utilized is a burden on the taxpayers. Much of the equipment used by utility services like water and sewer is very costly and not necessarily used on a regular basis for a city the size of Stillwater. Using equipment for excavation, hydro -excavating, cleaning lines and/or slip lining could be shared between the City and the Water Board. Given that the cost of some equipment is well over $100,000 to purchase, it may be worth at least exploring the possibilities which could also be done through a leasing program. In the coming years, Stillwater will continue in its efforts to encourage water conservation. This should be a City-wide effort and not just that of a small Water Board with limited resources. If the Water Board wanted to launch a campaign in the future, it would need to contract with other outside agencies, and this is generally costly and often a deterrent for running such a broad campaign. But combining with the City can help to increase awareness as well as encourage other avenues. Given the uncertainties of the White Bear Lake issues, it would be in both party's best interest to work together. It is also our understanding that the Water Board will be undertaking a rate study in 2020. In the past, it is also our understanding that there have not been coordinated water and sewer rate studies. While one is not dependent on the other, they both have a significant effect on the end users, the residents and businesses of Stillwater. A concerted effort should be done to implement these rate increases together so they satisfy the needs of the operations, but also have the least amount of impact to the residents. A typical resident will not know if they are paying more for water or sewer and either way, it is the city council that will be fielding the majority of those questions. ST. CROIX VALLEY RECREATION CENTER — Current Organizational Chart in APPENDIX F The City currently contracts with a third -party vendor for operations of its ice rinks, turf and dome and associated recreational programming. The venture is profitable for both the City and vendor. From interviews with the vendor and city staff, there is regular communication between the parties and financial transactions follow prescribed procedures. The City benefits from the vendor's ability to solicit donations and partnerships and the vendor understands that all such partnerships must be approved by Council and often seeks guidance from City Administration before pursuing and/or finalizing agreements. The current reporting is through the City Administrator as the City does not have a Recreation Department, although we would note that on the current organizational chart, it appears the reporting is through the Public Works Department. We do note that a Council Member serves as an active liaison, but not in a formal capacity and as such the level of interaction can vary with the appointed Council liaison. We recommend that the organizational chart be adjusted to reflect the current practice of reporting to the City Administrator. See APPENDIX A & F. GovHR USA 21 I Page GovHR USA r GOVTEMPS USA As noted above, the venture is profitable, at least from the operation standpoint and a portion of capital debt is funded by operating revenues — a rarity in municipal parks and recreation operations. Therefore, we do not recommend that the City make major changes to the relationship. At this juncture it would not be economical or advisable for the City to undertake its own recreation department especially when there is overall satisfaction with the current service levels. We do recommend the city work to formalize the reporting structure, i.e. monthly and/or quarterly reports on recreation programs, participants, revenues, expenses. A quarterly report to the Park Board would also be of value and connect some of the physical assets with recreation programming. The City's venture is not without risk. The City should be mindful of the Tong -term relationship with the current vendor and the vendor's sustainability. The City is fortunate that the current vendor is locally based and both knowledgeable and invested in the Stillwater community. Should that relationship change, the City could be at risk to find a vendor who could offer the same complement of services and connection to the community. Greater documentation of programming and capital planning could help the city mitigate future problems if there is a need to change vendors or if the City would at some point in time need to consider establishing an in-house recreation department. St. Croix Valley Recreation Center does interface with Public Works for the purpose of maintenance of facilities and exterior space maintenance and repair. It would be beneficial to have a clear agreement in place that defines areas of responsibility and provides the vendor a direct point of contact for maintenance needs. EXECUTIVE SUMMARY Through this analysis we have offered various findings and recommendations and in some instances options for implementing those recommendations. The goal was to offer expert opinions on current operations and how they can be enhanced or improved for better delivery of public works services through increased efficiencies. The end result would be more effective delivery of public works services for the residents and visitors of the City of Stillwater. The study team's efforts were focused on gaining an understanding of the present organizational structure and staffing of service delivery/operational approaches of the City, comparing those findings to present day models of similar organizations, and making recommendations for revisions, enhancements, and adjustments where necessary. Managing for service delivery in the public sector primarily consists of balancing the three classic concerns of public administration. • Effectiveness —getting the right things done • Efficiency —accomplishing them in the right ways • Economy —limiting the use of scarce resources GovHR USA 22 I Page GovHR USA 1 GOVTEMPS USA Balancing these three concerns requires a coordinated policy analysis and management approach. We recommend the following, 1. It is recommended that the Water Board functions should be merged with the Department of Public Works, AND 2. The Engineering function should either be moved to a separate department or combined with Community Development/Building Inspections. (new Organizational Chart in APPENDIX G) 3. If engineering remains a part of Public Works, there should to be stronger relationship building between the divisions within Public Works and create a team approach to problem solving. (Appendix E) 4. Create divisions within the Department and appoint a supervisor over each division. This will eliminate the need for a Superintendent and Assistant Superintendent in the department. 5. Examine areas within the department that can be contracted so greater efficiencies are created for work remaining in-house. Suggested areas: pothole patching, striping, fleet services, mowing, etc. 6. Evaluate the "informal" break time agreement between the union and management to create better efficiencies and allow for additional time in the field to accomplish more tasks. 7. Appoint an administrative person to be housed at the public works department either through the merger with the Water Board or shared with other functions of public works (even if on a part-time basis initially). 8. Continue to invest in technologies that help improve operational efficiencies within the department and do not burden employees with administrative tasks. 9. Institute Leadership Succession Planning at all management levels. Identify maintenance workers that potentially may fill management roles in the future and offer supervisory, management and leadership training to them. 10. In the absence of a merger with the Water Board, create a Memorandum of Understanding that specifically outlines reporting mechanisms, roles and responsibilities, and shared responsibilities going forward. 11. Create a reporting mechanism for the St. Croix Valley Recreation Center that would be done quarterly with the Park Board and City Administrator and begin to document procedures and programming. CONCLUSION These recommendations taken in total reflect what we said at the beginning of this section of our analysis, which is: we looked to the City of Stillwater for what their coordinated, strategic view is of the public works function through the prism of how it delivers on the City's mission, goals and objectives. The City can achieve that strategic coordination through examining the thoughts we have offered and examining their organizational and fiscal abilities. Today's modern public works department is an integral and critical component of the City's function. If public works is not functioning effectively, then residents and businesses know it immediately. The Stillwater Public Works Department has a dedicated and TALENTED group of employees who work very hard to ensure that Stillwater residents and businesses receive excellent service. GovHR USA 23 I Page GovHR (BA 1 GOVTEMPS USA All organizations can improve in some areas and we believe that with a focus on the issues raised here, the department will continue to thrive and be a shining star for the community. GovHR USA appreciates the opportunity to work with the City on this important study and we wish you the very best going forward. GovHR USA 24 I Page APPENDIX City of Stillwater Department of Public Works Organizational Chart Pllh,i+r i''ior!s OI:eetor ii i�fGl '71 : ii�.�•11 11:11i. Source: Request for Proposals • Ito lir -x: ,(i` 11' ijtjl APPENDIX A ORGANIZATIONAL CHART ENGINEERING DIVISION Assistant City Engineer (1) Engineering Tech IV (1) Engineering Tech III (1) Director of Public Works/City Engineer Administrative Position STREETS & UTILITIES (or INFRASTRUCTURE DIVISION) Public Works Superintendent Lead Worker Streets (1) Maintenance Worker(s) IV & III Lead Worker Utilities (1) Maintenance Worker(s) IV & III PARKS AND FLEET DIVISION (or PARKS AND SPECIAL EVENTS) Public Wotks Superintendent Lead Worker Parks (1) Maintenance Worker(s) IV & III Lead Worker Fleet (1) Notes: 2 Divisions created (shown in green) Span of Control for Director of Public Works increases by 1. Maintenance Workers IV & III would be distributed as needed. Seasonal Workers would be distributed as needed. APPENDIX B ORGANIZATIONAL (HART Director of Public Works Administrative Position STREETS & UTILITIES (or INFRASTRUCTURE DIVISION) Public Works Superintendent Lead Worker Lead Worker Streets (1) Utilities (1) PARKS AND FLEET DIVISION (or PARKS AND SPECIAL EVENTS DIVISION) Public Works Superintendent Lead Worker Parks (1) Maintenance Maintenance Maintenance Worker(s) IV & III Worker(s) IV & III Worker(s) IV & III Lead Worker Fleet (1) Notes: 2 Divisions created (shown in green) If Engineering Division is made a separate department or if it is combined with other City Departments, the Span of Control for the City Administrator could increase by 1. Depending on how the Maintenance Workers IV & III are distributed, each Public Works Superintendent should have equal span of control. During special events and snow operations, they will be shifted. Maintenance Workers IV & III would be distributed as needed. Seasonal Workers would be distributed as needed. APPENDIX C City of Stillwater Board of Water Commissioners Organizational Chart br_,r�, rrnln sslr;n partrncnl 'r! eLv��snr 1 a e.r %ILI nt''ria r4CL' F.yri Wrrrker Source: Request for Proposals Pr,Pranape A lmin,stratiyr tont 'aTr r A/iil l nlir1 LriLC V'1nr4er aTPt aanLL'riariLi- Wrrr rkPi APPENDIX D ORGANIZATIONAL (HART ENGINEERING DIVISION Assistant City Engineer (1) UTILITIES DIVISION (former Water Board combined DPW sewer function) Utilities Supervisor Director of Public Works/City Engineer Administrative Position STREETS DIVISION (with surfa:e!starm and Fleet) Streets Supervisor PARKS DIVISION (or PARKS AND SPECIAL EVENTS) Parks Supervisor Engineering Tech Lead Worker Lead Worker Lead Worker Lead Worker Lead Worker IV (1) Water (1) Sewer (1) Streets (1) Fleet (1) Parks (1) Engineering Tech Maintenance Maintenance Maintenance Maintenance III (1) Worker(s) Worker(s) Worker(s) Worker(s) IV&III IV&III IV&III IV&III Notes: 3 Divisions created (shown in green) Span of Control for Director of Public Works increases by 2. Superintendent and Assistant Superintendent positions are replaced by 3 supervisor positions. If Fleet is kept in house, it would be combined with Street otherwise it would be eliminated. Maintenance Workers IV & III would be distributed as needed. Seasonal Workers would be distributed as needed. APPENDIX E Advertising Sales (1), City of Stillwater St. Croix Valley Recreation Center & Lily Lake Arena Management Agreemnet Organizational Chart Clericlal (3.1 Source: Request for Proposals City of stliKvater City Council St. Croix Boat & Packet Facility manager (1) "Vfariagerl(1) r Concession Resurface( Skating S Supervisor (1.) Supervisor (3) Director (1) L APPENDIX F e Fitter (1) ORGANIZATIONAL (HART UTILITIES DIVISION (former Water Board combined DPW sewer function) Utilities Supervisor Lead Worker Water (1) Maintenance Worker(s) IV & III Lead Worker Sewer (1) Maintenance Worker(s) IV & III Administrative Position STREETS DIVISION (with surface/storm and fleet) Streets Supervisor Lead Worker Streets (1) Maintenance Worker(s) I & IIIV Director of Public Works Lead Worker Fleet (1) PARKS DIVISION (or PARKS AND SPECIAL EVENTS) Parks Supervisor Lead Worker Parks (1) Maintenance Worker(s) IV & III Notes: 3 Divisions created (shown in green) If Engineering Division is made a separate department or if it is combined with other City Departments, the Span of Control for the City Administrator could increase by 1. Span of Control for Director of Public Works increases by 2. Superintendent and Assistant Superintendent positions are replaced by 3 supervisor positions. If Fleet is kept in house, it would be combined with Street otherwise it would be eliminated. Maintenance Workers IV & III would be distributed as needed. Seasonal Workers would be distributed as needed. APPENDIX G City of Stillwater Public Works Organizational Study Peer Cities City Stillwater Forest Lake Oakdale White Bear Lake South St. Paul Hastings Population 19,835 20,220 28,083 25,888 20,242 22,722 Square Miles 9.08 35.53 11.31 8.72 6.1 11.13 Budget (including utilities) $18.7 M $19 M $22 M $15 M $20.2 M $21 M Public Works Divisions 2 Divisions: 1. Engineering: 2. Public Works 2 Divisions: 1. Streets 2. Utilities 5 Divisions: 1. Engineering 2. Environmental 3. Parks 4. Streets & Fleet 5. Utilities 3 Divisions: 1. Engineering 2. Public Works 5 Divisions: 1. Administration 2. Central Garage 3. Environmental Services 3. Parks 4. Streets 5. Utilities 2 Divisions: 1. Engineering 2. PW Maintenance and Operations FTEs 24 12 26.75 27 22 19 Street Miles 80 130 92 114 112 105 Park Acres 317 250 766 430 240 400 Sanitary Sewer Lines (Miles) 90 90 118 120 77 80 APPENDIX H Jll!r FHE 6 I R T H P I A [. E OF MINNESOTA MEMO TO: City Council MEETING DATE: July 7, 2020 CASE NO.: REGARDING: HPC Ordinance Update and Policy Direction REPORT BY: Abbi Jo Wittman, City Planner As a reminder to the Council, the City has been awarded grant funding to update its preservation ordinance. The majority of the work completed to date is re -writing: • City Code Section 22-7, Heritage Preservation Commission • City Code Section 31-209, Design Permit In addition to these sections, the City's consulting firm has created two new zoning overlay district. The intent of the Downtown Design Review and the Neighborhood Conservation overlay districts is to codify existing design review practice in a way that better aligns heritage preservation with the city's zoning regulations. This will help ensure existing and future owners are aware of the city's preservation regulations, particularly design review requirements, for properties that have not been duly designated as a heritage preservation site. The City is released draft ordinance amendments association with its preservation regulations. Currently in final review by the City's funding partners, Minnesota Historical Society and the State Historic Preservation Office, there are a few policy -related items for which staff is seeking Council's direction. Policy Discussion Items Nominations: Would the Council like the city to accept nominations from others outside of the organization? Aside from granting the HPC authority to recommend the Council to nominate a property, the current nomination requirements are minimal. The code is proposed to allow the property owner, City Council, the HPC, or staff to nominate a property. While some communities allow for any individual to nominate any property, this has not been included in the proposed code amendments. However question has been raised about allowing for other government entities, such as County or State staff, and/or historical/cultural nonprofits, such as the Washington County Historical Society, to submit nominations to the City. Interim Protection: Would the Council like the HPC to be able to review exterior alterations to structures of potential historical significance when said structure is being reviewed for official designation? When a property has been nominated and is being considered for designation as a heritage preservation site, there is often concern that a property owner could make changes to the structure that would inadvertently threaten the property's likelihood of being designated. Interim protection requires certain actions, such as exterior alterations, to be reviewed and approved by the HPC during the nomination period. Zoning Variances: Would the Council be favorable to code modifications to allow the HPC to review use variation requests? MN Stat. 471.193 governs the powers and duties of local HPCs. One of these powers allows a local HPC to grant zoning code use variations. In essence, the HPC has the right to allow for a use in a district when that use would not otherwise be allowed on the property. This tool is often used for the conversion schools or larger residences into multi -tenant building when the owner can demonstrate the alterations will not negatively affect the heritage preservation site. The City of Stillwater has not granted its HPC this authority but question has been raised as to whether or not the City Council would like to consider this option for heritage preservation sites in the future. West Stillwater Business Park District Design Review: Should design review of projects in the West Stillwater Business Park District be reassigned to the Planning Commission and staff? The project has also necessitated minor amendments to other code sections to help clarify roles and responsibilities for the review of design in non -historic districts. While most of these amendments pertain to residential districts where staff's administrative review occurs at the time of building permitting, the City's consulting firm is recommending reassignment of the West Stillwater Business Park District design review requirements. There are a few reasons for this: • It detracts from the city's preservation programs, requiring HPC members to have knowledge in both modern and historic architecture and design. • It requires design review of modern commercial areas when the HPC does not have design review authority of the pockets of commercial areas intermixed in the residential neighborhoods. • Modern design review commonly occurs within the planning/zoning departments or at the Planning Commission level. • The West Stillwater Business Park District does not encompass all of the Highway 36 corridor. The HPC has indicated that some design review, include an update to the antiquated design guidelines, should occur by some body of the City. If the Council would like to continue to require the HPC to review the design of new construction in the business park area, the Council should consider whether or not this overlay district should be expanded to include all of the HWY 36 corridor and/or commercial nodes located in or adjacent to the older residential neighborhoods. Ordinance Amendment Next Steps HPC enabling ordinance amendments must be completed by July 31, 2020, in order for the City to receive warded funds. Staff has requested comments regarding the proposed enabling ordinance amendments be submitted by July 8, 2020. Staff and the City's consulting team will evaluate for inclusion and discuss with the HPC at their July 15, meeting; staff will be bringing all ordinance revisions back to the Council prior to final submission to our funding partners. Prior to bringing ordinance amendments forward for official consideration and adoption, staff is working on language specific to demolition. This will be reviewed by the HPC in July and both the HPC and Council in August. Public hearings on the final ordinance amendments, including demolition review requirements, will be held in September for the City to have all ordinances amended prior to the demolition moratorium expiration on October 1, 2020. 4111wa ter The Birthplace of Minnesota 216 4th Street N, Stillwater, MN 55082 651-430-8800 www.ci.stillwater.mn.us CITY COUNCIL MEETING MINUTES June 16, 2020 REGULAR MEETING 7:00 P.M. Mayor Kozlowski called the meeting to order via Zoom at 7:04 p.m. Present: Mayor Kozlowski, Councilmembers Collins, Junker, Weidner and Polehna Absent: None Staff present: City Administrator McCarty City Attorney Land Community Development Director Turnblad Police Chief Gannaway Fire Chief Glaser Public Works Director Sanders Finance Director Provos Assistant Finance Director Sam Magureanu City Clerk Wolf PLEDGE OF ALLEGIANCE Mayor Kozlowski led the Council in the Pledge of Allegiance. PETITIONS, INDIVIDUALS, DELEGATIONS & COMMENDATIONS Council Service Awards to Stillwater Fire and Police Department, Bayport Fire and Police Department, Oak Park Heights Fire and Police Department, Lake Elmo Fire Department, Washington County Sheriff's Office and Marine on St. Croix Fire Department for participating in the Stillwater Area High School Class of 2020 Graduation Parade Mayor Kozlowski and Councilmember Polehna thanked all the participants in the parade. Comprehensive Financial Report Audit Review - Chris Knopik, CliftonLarsonAllen Chris Knopik and Lucas Chase, CliftonLarsonAllen, presented the 2019 audit. The audit was very favorable, resulting in an unmodified clean opinion. No internal control deficiencies were found. OPEN FORUM There were no public comments. STAFF REPORTS Police Chief Gannaway reported that the Eagles donated two electric bikes. City Clerk Wolf stated that the July 7 Council meeting will start at 4 pm for the Public Works Operation Review Transition Plan; and the July 21 Council meeting will include a 4:30 pm work session on the Manning/Highway 36 Comprehensive Infrastructure Development Concept Plan. City Council Meeting June 16, 2020 Community Development Director Turnblad stated that Chestnut Street Plaza Design vision sessions will be June 18 and June 30. A preference survey is available on the City website. He asked if the Council wishes to start charging for downtown parking facilities yet. He will consult the Downtown Parking Commission as well. Motion by Councilmember Weidner, seconded by Councilmember Polehna, to leave the downtown parking fees status quo until the July 7 City Council meeting. All in favor. Public Works Director Sanders informed the Council that the new parking lot on the Shorty's site should be completed by Labor Day. The mussel survey along Bridgeview Park is underway. Finance Director Provos provided information on costs of retiree health insurance and benefits discussed during the audit review. She introduced Assistant Finance Director Sam Magureanu who assisted with the audit. City Administrator McCarty reported that he has been in conversation with the Co-op general manager regarding the parking lot lease. He informed the Council that a Strategic Planning Workshop will take place July 1. He also provided a legislative activities update. CONSENT AGENDA May 27, 2020 special meeting and June 2, 2020 regular and recessed meeting minutes Payment of Bills Agreement 2020-0616-035, Cleaning Service Contract with Golden Expert Services, LLC Resolution 2020-058, Approving Roll -Off Hauler Licenses Resolution 2020-059, resolution granting license to Stillwater Area Scholastic Cycling Association for the use of Browns Creek Park Gambling Premise Permit for Whitey's Bar St. Croix Rec Center CIP Request for Clocks Motion by Councilmember Collins, seconded by Councilmember Polehna, to adopt the Consent Agenda. All in favor. PUBLIC HEARINGS There were no public hearings. UNFINISHED BUSINESS COVID-19 Update • Temporary Outdoor Business Sales Permit Application and Liquor License Premises Expansion for Stillwater K.C. Hall Community Development Director Turnblad explained that the Stillwater K.C. Hall applied for an amended liquor license to include an outdoor seating area located within the fenced patio next to the hall. No public space is being requested. Staff recommends approval. Motion by Councilmember Collins, seconded by Councilmember Weidner, to adopt Resolution 2020-060, resolution approving additional temporary license premises amendment to Stillwater K.C. Hall, Inc. All in favor. Page 2 of 4 City Council Meeting June 16, 2020 • Update on Main Street for Business Expansion City Administrator McCarty informed the Council that barricades were placed around businesses on Main Street for outdoor sales, per Council approval. Public Works Director Sanders added that MnDOT initially wanted tapers of 8:1 for each barricade, but after discussion they agreed to a 2:1 taper. There is about 350 feet of barriers on Main Street. Mayor Kozlowski thanked staff and County Commissioners for working on street closures. He asked about a petition that is circulating, requesting a crosswalk for Hwy 95 at Hazel Street; and Mr. Sanders explained that MnDOT has been asked to consider this in the past. Because there are no sidewalks on Hazel and no pedestrian ramps, MnDOT has opposed putting in a crosswalk in this location. Staff will look at installing a sign indicating there are pedestrians and possibly at a speed display sign. • Workplace of Tomorrow Team Update City Administrator McCarty shared the COVID-19 Preparedness Plan as required by the State. • Extension of liquor consumption in Lowell Park and Parking Lots 3 and 4 City Administrator McCarty referred to the approval allowing liquor consumption in Lowell Park through the end of June. There have not been complaints. He asked what extension or changes the Council would like to make going forward. Councilmember Junker commented that the change initially was supposed to help bars and restaurants offering take-out. That has not really happened, the take-out has been extremely low for almost every restaurant. Councilmember Weidner pointed out the policy did not seem to cause problems so maybe it should be extended. Motion by Councilmember Weidner, seconded by Councilmember Polehna, to extend the approval allowing liquor consumption in Lowell Park until November 1. All in favor. NEW BUSINESS Ice Arena Connector Addition to Future Curling Center Discussion Councilmember Polehna reviewed design options for the Curling Center to be tied into the Rec Center. He would like to form a committee to work with the Curling club and other interested groups to raise funds. Councilmember Weidner noted it will have to be figured out how funds will be handled if not enough money is raised. Councilmember Junker stated that more amenities have been put into this design, for instance weight rooms, locker rooms, etc., than what was previously shared with the Council. St. Croix Valley Rec Center Manager Brady noted that currently there is unfilled demand for more locker rooms. The high school groups are looking for additional space. Meeting rooms Page 3 of 4 City Council Meeting June 16, 2020 would be great for them. The Curling group expects to build a top rate place which will enhance the whole facility and allow it to remain competitive into the future for the next 30- 40 years. Council consensus was to approve moving forward with a committee to start fundraising. Lowell Park Landscape Plan Discussion Councilmember Polehna reported that Washington County Commissioner Kriesel approached him to help come up with a landscaping plan to restore Lowell Park's former gardens and fountain. He has contacted landscape architect Jim Luger, has lists of the original plants, and has volunteers ready to begin redeveloping the gardens. Council consensus was to move forward. Washington County Cooperative Weed Management Area Agreement Public Works Director Sanders explained that Washington County has formed the Washington County Cooperative Weed Management Area (WC-CWMA) as a way for participating partners to share information, provide assistance, and coordinate invasive species control efforts. Signing the MOU would not require Stillwater to supply funding, nor commit the City to actions of any sort. Staff recommends the City signing the MOU. Motion by Councilmember Polehna, seconded by Councilmember Collins, to approve Agreement 2020-0616-036, Washington County Cooperative Weed Management Area Agreement. All in favor. COUNCIL REQUEST ITEMS Mayor Kozlowski thanked everyone for their work to assist downtown businesses. Mayor Kozlowski and Councilmember Polehna singled out Councilmember Junker for his efforts in communicating with businesses. ADJOURNMENT Motion by Councilmember Junker, seconded by Councilmember Polehna, to adjourn. All in favor. The meeting was adjourned at 9:01 p.m. Ted Kozlowski, Mayor ATTEST: Beth Wolf, City Clerk Resolution 2020-058, Approving Roll -Off Hauler Licenses Resolution 2020-059, resolution granting license to Stillwater Area Scholastic Cycling Association for the use of Browns Creek Park Resolution 2020-060, resolution approving additional temporary license premises amendment to Stillwater K.C. Hall, Inc. Page 4 of 4 RESOLUTION 2020- RESOLUTION APPROVING STATE OF MINNESOTA JOINT POWERS AGREEMENT WITH THE CITY OF STILLWATER ON BEHALF OF ITS POLICE DEPARTMENT REGARDING THE MINNESOTA INTERNET CRIMES AGAINST CHILDREN TASK FORCE (ICAC) WHEREAS, the City of Stillwater on behalf of its Police Department desires to enter into Joint Powers Agreements with the State of Minnesota, Department of Public Safety, Bureau of Criminal Apprehension to utilize applicable state and federal laws to investigate and prosecute crimes committed against children and the criminal exploitation on children that is committed and/or facilitated by or through the use of computers. NOW, THEREFORE, BE IT RESOLVED by the City Council of Stillwater,Minnesota as follows: 1. That the State of Minnesota Joint Powers Agreement by and between the State of Minnesota acting through its Department of Public Safety, Bureau of Criminal Apprehension and the City of Stillwater on behalf of its Police Department, are hereby approved. A copy of the Joint Powers Agreement is attached to this Resolution and made a part of it. 2. That Chief, John Gannaway, or his successor, is designated the Authorized Representative for the Police Department. The Authorized Representative is also authorized to sign any subsequent amendment or agreement that may be required by the State of Minnesota to maintain the City's connection to the systems and tools offered by the State. 3. That Ted Kozlowski, the Mayor for the City of Stillwater and Beth Wolf, the City Clerk, are authorized to sign the State of Minnesota Joint Powers Agreement. Adopted by Council this 7th day of July 2020. Ted Kozlowski, Mayor ATTEST: Beth Wolf, City Clerk SWIFT Contract Number: 153452 ORI: MN0820600 STATE OF MINNESOTA JOINT POWERS AGREEMENT MINNESOTA INTERNET CRIMES AGAINST CHILDREN TASK FORCE This Joint Powers Agreement ("Agreement") is between the State of Minnesota, acting through its Commissioner of Public Safety on behalf of the Bureau of Criminal Apprehension ("BCA"), and the "City of Stillwater on behalf of the Stillwater Police Department located at 216 4th Street N Stillwater, MN 55082" ("Governmental Unit"). Recitals Under Minnesota Statutes, § 471.59, the BCA and the Governmental Unit are empowered to engage in agreements that are necessary to exercise their powers. The parties wish to work together to investigate and prosecute crimes committed against children and the criminal exploitation of children that is committed and/or facilitated by or through the use of computers, and to disrupt and dismantle organizations engaging in these activities. The Governmental Unit wants to participate in the Minnesota Internet Crimes Against Children (ICAC) Task Force and be provided reimbursement of the following: equipment, training, and expenses (including travel and overtime) as are incurred by law enforcement as a result of ongoing investigations. Agreement 1. Term of Agreement 1.1 Effective Date. This Agreement is effective on the date BCA obtains all required signatures pursuant to Minnesota Statutes, § 16C.05, subdivision 2. 1.2 Expiration Date. This Agreement expires five years from the date it is effective unless terminated earlier pursuant to clause 12. 2. Purpose The Governmental Unit and BCA enter into this Agreement to implement a three -pronged approach of prevention, education and enforcement to combat internet crimes against children. This Agreement provides the mechanism to reimburse the Governmental Unit for equipment, training and expenses (including travel and overtime), which are incurred by law enforcement as a result of these investigations. 3. Standards The Governmental Unit will adhere to the ICAC Program standards identified below. 3.1 Investigate activities related to Internet crimes and the exploitation of children through the use of computers. 3.2 Investigate organizations to disrupt and dismantle crimes committed against children. 3.3 Investigators will follow appropriate state and/or federal laws in obtaining arrest warrants, search warrants and civil and criminal forfeitures. Investigators will follow proper legal procedures in securing evidence, including electronic devices. 3.4 Investigators will understand and use appropriate legal procedures in the use of informants including documentation of identity, monitoring of activities, and use and recordation of payments. 3.5 Investigators will use, as appropriate, the most current investigative technologies and techniques. 1 ICAC JPA Stillwater PD (revised March 2020) SWIFT Contract Number: 153452 ORI: MN0820600 3.6 Investigators must be licensed Minnesota peace officers. 3.7 Investigators will comply with the guidelines of the Department of Justice Internet Crimes Against Children Program Operational and Investigative Standards. 4. Responsibilities of the Governmental Unit and the BCA 4.1 The Governmental Unit will: 4.1.1 Assign a Governmental Unit point of contact to act as the liaison between it and the BCA ICAC Project Commander to assist in reimbursement deadlines. 4.1.2 Submit an ICAC reimbursement request for pre -approval of funds. This request shall include a description of the item requested for reimbursement and an explanation of how it qualifies under the required criteria in Clauses 3.1 and 3.2 and an operational plan. 4.1.3 Conduct investigations in accordance with provisions of the ICAC Operational and Investigative Standards, identified in Clause 3.7 above, and conclude the investigations in a timely manner. 4.1.4 Allow BCA to inform participating agencies of potential case connections based on data submitted to BCA through the ICAC Program. 4.1.5 Not comingle ICAC funds with any other existing federal or state grant funded overtime or additional local Governmental Unit funding. 4.2 The BCA will: 4.2.1 Provide a Senior Special Agent who will serve as the Commander of the Task Force. 4.2.2 Review and approve or decline reimbursement requests under clause 4.1.2 within seven (7) business days of the reimbursement request. 4.3 Nothing in this Agreement shall otherwise limit the jurisdiction, powers, and responsibilities normally possessed by a Governmental Unit acting through its employees. 5. Payment 5.1 To receive reimbursement for an expense, Governmental Unit must make a request for reimbursement to the BCA Authorized Representative under the required criteria for operational and investigative standards. 5.2 To receive approved reimbursement, Governmental Unit must submit an expense form no later than 15 business days after the end of the month during which the expense is incurred. 5.3 The BCA will pay the Governmental Unit within thirty (30) calendar days of the submission of the expense form. 5.4 In the event Governmental Unit breaches this Agreement, it will not be eligible to receive reimbursement for any expenses. 6. Authorized Representatives The BCA's Authorized Representative is the following person or his successor: Name: Donald Cheung, Senior Special Agent/Commander of MN ICAC Address: Department of Public Safety; Bureau of Criminal Apprehension 1430 Maryland Street East Saint Paul, MN 55106 Telephone: 651.793.7000 E-mail Address: donald.cheung@state.mn.us The Governmental Unit's Authorized Representative is the following person or his/her successor: Name: Chief John Gannaway Address. 216 4th Street N Stillwater, MN 55082 Telephone: 651-351-4900 E-mail Address: jannaway@ci.stillwater.mn.us If the Governmental Unit's Authorized Representative changes at any time during this Agreement, the Governmental Unit must immediately notify the BCA. 2 ICAC JPA Stillwater PD (revised March 2020) SWIFT Contract Number: 153452 ORI: MN0820600 7. Assignment, Amendments, Waiver, and Agreement Complete 7.1 Assignment. The Governmental Unit may neither assign nor transfer any rights or obligations under this Agreement. 7.2 Amendments. Any amendment to this Agreement must be in writing and will not be effective until it has been executed and approved by the same parties who executed and approved the original Agreement, or their successors in office. 7.3 Waiver. If the BCA fails to enforce any provision of this Agreement, that failure does not waive the provision or its right to enforce it. 7.4 Agreement Complete. This Agreement contains all negotiations and agreements between the BCA and the Governmental Unit. No other understanding regarding this Agreement, whether written or oral, may be used to bind either party. 8. Liability The BCA and the Governmental Unit agree each party will be responsible for its own acts and the results thereof to the extent authorized by law and shall not be responsible for the acts of any others and the results thereof. The BCA's liability shall be governed by provisions of the Minnesota Tort Claims Act, Minnesota Statutes, § 3.736, and other applicable law. The Governmental Unit's liability shall be governed by provisions of the Municipal Tort Claims Act, Minnesota Statutes, §§ 466.01-466.15, and other applicable law. 9. Audits Under Minnesota Statutes, § 16C.05, subdivision 5, the Governmental Unit's books, records, documents, and accounting procedures and practices relevant to this Agreement are subject to examination by the BCA and/or the State Auditor and/or Legislative Auditor, as appropriate, for a minimum of six (6) years from the end of this Agreement. 10. Government Data Practices The Governmental Unit and the BCA must comply with the Minnesota Government Data Practices Act, Minnesota Statutes Chapter 13 and other applicable law, as it applies to all data provided by the BCA under this Agreement and as it applies to all data created, collected, received, stored, used, maintained, or disseminated by the Governmental Unit under this Agreement. The civil remedies of Minnesota Statutes § 13.08 apply to the release of the data referred to in this clause by either the Governmental Unit or the BCA. If the Governmental Unit receives a request to release the data referred to in this Clause, the Governmental Unit must immediately notify the State. The State will give the Governmental Unit instructions concerning the release of the data to the requesting party before the data is released. 11. Venue The venue for all legal proceedings out of this Agreement, or its breach, must be in the appropriate state or federal court with competent jurisdiction in Ramsey County, Minnesota. 12. Expiration and Termination 12.1 Either party may terminate this Agreement at any time, with or without cause, upon 30 days written notice to the other party. To the extent funds are available, the Governmental Unit shall receive reimbursement in accordance with the terms of this Agreement through the date of termination. 12.2 In the event that federal funding is no longer available, the BCA will email the Governmental Unit's Authorized Representative and terminate the Agreement. The termination will be effective two (2) business days after email notification to the Governmental Unit; and the Governmental Unit shall receive reimbursement in accordance with the terms of this Agreement through the date of termination. 3 ICAC JPA Stillwater PD (revised March 2020) SWIFT Contract Number: 153452 ORI: MN0820600 13. Continuing Obligations The following clauses survive the expiration or cancellation of this Agreement: 8, Liability; 9, Audits; 10, Government Data Practices; and 11, Venue. The parties indicate their agreement and authority to execute this Agreement by signing below. 1 STATE ENCUMBRANCE VERIFICATION Individual certifies that funds have been encumbered as required by Minnesota Statutes §§ 16A.15 and 16C.05. Signed: Date: SWIFT PO Number: 3000065674 2. GOVERNMENTAL UNIT Governmental Unit certifies-inaf the appropriate person(s) has(have) executed this Agreem nt on behalf of the Governmental Unit and its jurisdictional °ve t entity as required by applicable articles, ►aws,'by-law , resol t or ordinances. By: Title: AMIE Date. 22) By Title: Date: By: Title: Date: 4 ICAC JPA Stillwater PD (revised March 2020) 3. DEPARTMENT OF PUBLIC SAFETY; BUREAU OF CRIMINAL APPREHENSION By. (with delegated authority) Title: Date: 4. COMMISSIONER OF ADMINISTRATION As delegated to the Office of State Procurement By Date: Department: Fire STAFF REQUEST ITEM Date: June 22, 2020 1 DESCRIPTION OF REQUEST (Briefly outline what the request is) Council approval for Fire Chief to enter into an agreement to utilize the East Metro Public Safety Training Facility. Agreement is for one year. The East Metro Public Safety Training Facility is the location SFD uses to complete mandatory live burn training as required for State licensing. FINANCIAL IMPACT (Briefly outline the costs, if any, that are associated with this request and the proposed source of the funds needed to fund the request) The Department includes annual training contract costs in the line item operations budget and has the funds to pay for use of this facility. ADDITIONAL INFORMATION ATTACHED Yes X No ALL COUNCIL REQUEST ITEMS MUST BE SUBMITTED TO THE CITY CLERK A MINIMUM OF FIVE WORKING DAYS PRIOR TO THE NEXT REGULARLY SCHEDULED COUNCIL MEETING IN ORDER TO BE PLACED IN THE COUNCIL MATERIAL PACKET. Submitted by: Stuart W. Glaser, Fire Chief Date: June 22, 2020 AGREEMENT AGREEMENT made this 19`h day of June, 2020 by and between the EAST METRO PUBLIC SAFETY TRAINING FACILITY, a Minnesota municipal corporation ("East Metro Public Safety Training Facility"), and Stillwater Fire Department ("Tenant"). 1. Use Fire Training Facility. East Metro Public Safety Training Facility hereby leases to Tenant and Tenant hereby leases from East Metro Public Safety Training Facility the fire training facility located at 1881 Century Avenue North, Maplewood, Minnesota 55109. 2. Term. The Tenant may use the facility as desired for a period of one (1) year from the date of execution of the this lease, subject to availability and pursuant to the terms contained herein regarding hourly -rates, consumables, insurance, etc. Tenant shall schedule with the Training Site Coordinator for use of the facility and Tenant -use will be on a first - come -first -served basis subject to availability. This Lease may be restated and/or amended and renewed annually. 3. Fees. For the use of the East Metro Public Safety Training Facility the Tenant shall pay for time and for all consumables listed in Appendix A (tenant will pay based on the facility actually used and for consumable items actually used). A training site manager must be on -site for all training and Facility shall provide one if needed by Tenant at the rate set in Appcndix A. The total cost of such rental periods shall be determined and invoiced by Maplewood Fire. Payment shall be made no more than ten (10) days following the use of the facility by the Tenant or receipt of the invoice for the use, whichever is sooner. Page# 1 of 5 Effective 11/14 3a. Cancellation Fee. A cancellation fee of $200.00 will be charged if the cancellation is made within less than 24 hours of the scheduled rental; if more than 24 hours notice is given, there will be no charge for the cancellation. 4. Insurance. Tenant shall take out and maintain until six (6) months after use of the facility general liability insurance covering personal injury, including death, which may arise out of the Tenant's use of the fire training facility and equipment owned by East Metro Public Safety Training Facility. Limits for bodily injury and death shall not be less than 51,000,000.00 for one person or occurrence (or the tort liability limits set by legislation for municipalities, currently set at $1,500,000.00 (Minn. Stat. § 466.04). East Metro Public Safety Training Facility shall be named as an additional insured on the policy and the Tenant shall file with East Metro Public Safety Training Facility a certificate evidencing coverage at least ten (10) days before Tenant's use of the fire training facility. The certificate shall provide that East Metro Public Safety Training Facility must be given ten (10) days advance written notice of the cancellation of the insurance. 5. Indemnification. Tenant shall hold East Metro Public Safety Training Facility, cities and its officers, employees, and agents harmless from claims made by itself and third parties for claims including, but not limited to, personal injury, wrongful death, and property damage resulting from Tenant's use of the fire training facility and equipment owned by East Metro Public Safety Training Facility. Tenant shall indemnify East Metro Public Safety Training Facility, its officers, employees, and agents for all reasonable costs, damages, judgments or expenses which East Metro Public Safety Training Facility may pay or incur in consequence of such claims, including attorney's fees. These indemnifications Page # 2 of 5 Effective 11/14 are subject to the tort liability limits set by legislation for municipalities, currently set at $1,500,000.00 (Minn. Stat. § 466.04), for those Tenants that are municipalities. 6. Maintenance. Tenant shall maintain the fire training facility and equipment owned by East Metro Public Safety Training Facility in as good a condition as it was in before its use by Tenant. Tenant shall be responsible for any damage to the fire training facility and equipment as a result of its use and shall promptly reimburse East Metro Public Safety Training Facility for any cost of repair. Tenant shall clean the facility and equipment after use by Tenant. If facility is left in disrepair or unclean Facility shall be cleaned or caused to be cleaned by the site manager and the costs involved to Tenant, 7. Policies and Procedures. The Tenant shall follow the policies and procedures adopted by East Metro Public Safety Training Facility and disseminated to all lessees. 8. Site Manager. East Metro Public Safety Training Facility shall appoint a training site manager to monitor the use of the equipment and fire training facility for Facility and for Tenants that do not have sufficient staff to perform the training and monitoring required (per section 3 above). Tenant shall comply with all instructions received from the training site manager and in cases of conflicting instruction(s), the facility's appointed site manager's decision shall be final. This shall not relieve Tenant from any other undertaking and responsibility under the terms of this Agreement or requirements of the Policies and Procedures. Page # 3 of 5 Effective 11/14 IN WITNESS WHEREOF, the parties have executed this Agreement the day and year first above written. EAST METRO PUBLIC SAFETY TRAINING FACILITY BY: EMPSTF Board Officer TENANT: CITY OF STILLWATER Ted Kozlowski, Mayor Page # 4 of 5 Effective 11/14 Appendix A: East Metro Public Safety Training Facility Facility Fees and Rental Rates Facility fees are for a 2-hour minimum with an additional hourly rate for additional time. Rates are subject to change or review annually. Live Burn Facility Rental 2-hour Minimum Fee Additional Cost per Hour , *Burn Tower: Class A Live Fire (Not including consumables) $400 $150 *Burn House: Class B Live Fire (Includes Smoke/Propane) $600 $250 EMPSTF Site Manager (Required*) $150 $75 Additional EMPSTF Safety Officer/Instructional Assistance Per Hour $50 Facility ONLY Rental 2- hour Minimum Fee Additional Cost per Hour Burn Tower: Other Use $150 $75 Burn House: Other Use $150 $75 Drill Pad Only $100 $50 Classroom $100 $40 Discounts & Cancellations _ I Fee Facility Rental of 6 or more hours on a single, or consecutive days 25% Discount of Hourly rates Facility Cancellation Fee (under24-hours/no show) = 2 Hr. minimum not to exceed $200 n/a Fees - Props, Tools & Consumables Add/Hr. Pallets Per Pallet $6/Per Pallet Straw Per Bale $10/Per Bale Smoke Machine (includes smoke fluid) Per rental session $50 Forcible Entry Prop Per rental session $100 *EMPSTF Site Manager is required to ensure compliance with EMPSTF policies and procedures. The site manager will check the renter in and confirm acknowledgement of rules and site use needs. At completion of any training evolution, the renter will be required to do a walkthrough of the training areas used with the Training Site Manager. Confirmation of site use, consumables use, and documentation of any damage or issues will be verified at the end of the time period. The two hour minimum fee includes time actually spent using the buildings. Payment for instructor(s) includes total time spent. If requested, the Training Site Manager will assist with operation of Class B props if the renter does not have an approved instructor. Appendix A: Effective Date 4-1-2017 CERTIFICATE OF LIABILITY INSURANCE 1-- DATE (MM/DD/YYYY) 06/22/2020 PRODUCER THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). i:O ACT MCGARRY KEARNEY AGENCY NAME McGarry Kearney Agcy Inc 450 N MAIN ST STILLWATER, MN 55082 INSURED CITY OF STILLWATER CITY HALL 216 NORTH FOURTH STREET STILLWATER, MN 55082 PHONEFAX Q Exit_ (651)439-6345 (A/C. No): (651)439-6350 EMAIL ADMESS: — — INSURERS) AFFORDING COVERAGE INSURER A: LEAGUE OF MINNESOTA CITIES INSURER B : INSURER C : INSURER D : INSURER E INSURER F NAIC # LMCIT COVERAGES CERTIFICATE NUMBER: REVISION NUMBER: THIS IS INDICATED CERTIFICATE EXCLUSIONS INSR LTR TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED AND CONDITIONS OF SUCH POLICIES LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID INSURED NAMED ABOVE FOR THE POLICY PERIOD OTHER DOCUMENT WITH RESPECT TO WHICH THIS HEREIN IS SUBJECT TO ALL THE TERMS, CLAIMS POLICY EXP (MM/DD/YYYY) LIMITS TYPE OF INSURANCE AD- -- POLICY EFF IN.I evvaL, POLICY NUMBER (MM/DO/YYYY) A COMMERCIAL GENERAL LIABILITY CMC1000757 01/01/2020 01/01/2021 EACH OCCURRENCE $ 1,500,000 CLAIMS -MADE OCCUR DAMAGE TO RENTED PREMISES (Ea occurrence) $ 50,000 MED EXP (Any one person) $ 1 ,000 I PERSONAL&ADVINJURY $ 1,500,000 GEN'L AGGREGATE LIMIT APPLIES PER: AGGREGATE $ POLICY PRO- JECT LOC _GENERAL PRODUCTS - COMP/OP AGG $ 2,000,000 OTHER _ A AUTOMOBILE LIABILITY CMC1000757 01/01/2020 01 /01 /2021 COMBINED SINGLE LIMIT (Ea accident) $ 1 ,000,000 ANY AUTO BODILY INJURY(Per person) $ '' OWNED SCHEDULED AUTOS ONLY AUTOS BODILY INJURY (Per accident) $ HIRED NON -OWNED AUTOS ONLY AUTOS ONLY PROPERTY DAMAGE war actidenfL $ _ $ UMBRELLA LIAB OCCUR EACH OCCURRENCE $ EXCESS LIAR CLAIMS -MADE AGGREGATE $ DED RETENTION $ $ WORKERS COMPENSATION I PER AND EMPLOYERS' LIABILITY Y / N 1OTH- STATUTE ER ANY PROPRIETOR/PARTNER/EXECUTIVE E L EACH ACCIDENT $ OFFICER/MEMBER EXCLUDED? 1 N/A (Mandatory in NH) E L DISEASE - EA EMPLOYEE $ If yes, describe under DESCRIPTION OF OPERATIONS below E L DISEASE -POLICY LIMIT $ DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) CERTIFICATE HOLDER CANCELLATION EAST METRO REGIONAL TRAINING CBVTER 1830 COUNTY ROAD B EAST MAPLEWOOD, MN 55109 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD Stiliwater Administration Date: June 18, 2020 TO: Mayor and Council FROM: Beth Wolf, City Clerk Subject: Liquor License Licensee Name Change (DBA/Trade Name) Chilkoot Cafe to Muddy Paw Cafe - M&K Duncan, LLC. A reqeust has been received from M&K Duncan, LLC to revise their liquor license business name (DBA/Trade Name). They would like to change their liquor license name from Chilkoot Cafe to Muddy Paw Cafe. The corporate information (Licensee Name) will remain M&K Duncan, LLC. All required documentation has been received however name changes, licensee name (Corp. LLC etc.) or DBA/trade name changes for establishment license(s) require approval from the City and State. ACTION REQUIRED: If approved, Council should pass a resolution approving the business name (dba/trade name) change from Chilkoot Cafe to Muddy Paw Cafe. RESOLUTION 2020- APPROVING LIQUOR LICENSE BUSINESS NAME CHANGE FROM CHILKOOT CAFE TO MUDDY PAW CAFE WHEREAS, revised application documentation for a name change has been received from M&K Duncan LLC, dba Chilkoot Cafe to be changed to Muddy Paw Cafe, located at 824 4th St S; and WHEREAS, only the Licensee dba name has changed and all required information has been submitted. NOW THEREFORE, BE IF RESOLVED that the City Council of Stillwater, Minnesota, hereby approves the name change. Adopted by Council this 7th day of June 2020 Ted Kozlowski, Mayor ATTEST: Beth Wolf, City Clerk Jll!r FHE 6 I R T H P I A [. E OF MINNESOTA PLANNING REPORT TO: City Council REPORT DATE: June 29, 2020 MEETING DATE: July 7, 2020 CASE NO.: CPC 2020-26 REQUEST: Consideration of approval of an Encroachment Agreement to construct a retaining wall adjacent to 309 Laurel Street West REPORT BY: Abbi Jo Wittman, City Planner REVIEWED BY: Shawn Sanders, City Engineer INTRODUCTION Ryan Wright owns the single family structure at 309 Laurel Street West. He would like to install a 32' long and (approximately) 4' tall retaining wall in the front of the home in the Laurel Street right-of-way to improve mowing and for aesthetic appeal. ANALYSIS Street View (Google - August, 2018) The front (northern) property line is situated approximately 4' from the sidewalk edge and 12' from the back of curb. Unlike other adjacent properties, the boulevard adjacent to the subject property is steeply sloped. Though the property owner has room to place the wall on his property, the mature vegetation planted near the house would reduce the useable front yard area to (approximately) 3' in width. There are no utilities present in the proposed construction area. City Public Works staff has indicated snow removal on the Laurel Street right-of-way can be challenging but the three -feet between the sidewalk and roadway can be used for snow storage; no roadway snow is stored on the currently sloped area. Case no. 2020-26 Page 2 RECOMMENDATION Staff recommends approval of the enclosed Resolution, approved an encroachment agreement and authorizing the mayor to sign. Attachments: Narrative Request Resolution Site Location Map Agreement Wall Details (4 pages) cc: Ryan Wright In order to mitigate the need to mow a steep slope of grass, and for aesthetic appeal, we plan to install a retaining wall on the North end of our property line at 309 Lauer St W. The wall will run from the East end of our front steps and project to the North-Eastern most point of our property line. The wall will be 3' tall on the Western most end, and 4'1 " tall on the Eastern most end due to the sloping sidewalk. The wall will be backed by layers of pea gravel, sand, and top soil to support adequate drainage. Thanks, Ryan Wright RESOLUTION NO. CITY OF STILLWATER WASHINGTON COUNTY, MINNESOTA A RESOLUTION APPROVING AN AGREEMENT RELATING TO LANDOWNER IMPROVEMENTS ON 309 LAUREL STREET WEST CASE NO. 2020-26 WHEREAS, Ryan Wright owns the property at 309 Laurel Street West, legally described on Exhibit A and shown on Exhibit B; and WHEREAS, the property owner would like to construct certain improvements associated with the building at 309 Laurel Street West; and WHEREAS, said improvements will encroach onto the Laurel Street right-of- way. NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Stillwater hereby approves the agreement relating to landowner improvements on 309 Laurel Street West. Enacted by the City Council of the City of Stillwater, Minnesota this 7th day of July, 2020. CITY OF STILLWATER Ted Kozlowski, Mayor ATTEST: Beth Wolf, City Clerk EXHIBIT "A" Legal Description Those parts of Lots 1 and 20 Block 5 of Sabin's Addition to the City of Stillwater, as surveyed and platted and now on file and of record in the office of the Register of Deeds In and for Washington County, Minnesota, described as follows, to -wit: Beginning at the Northwesterly corner of said Lot 1 and running thence Easterly along the Northerly boundary line of said Lot 1 and the Southerly line of Laurel Street a distance of 55 feet, thence Southerly and parallel with the Westerly boundary line of said Lots 1 and 20 to the Southerly boundary line of said Lot 20, thence Westerly along the Southerly boundary line of said Lot 20 to the Southwesterly corner of said Lot, thence Northerly along the Westerly boundary line of said Lots 1 and 20 to the place of beginning. 424 213 420 AGREEMENT RELATING TO LANDOWNER IMPROVEMENTS ON 309 LAUREL STREET WEST IN THE CITY OF STILLWATER, WASHINGTON COUNTY, MINNESOTA THIS AGREEMENT (Agreement) is made, entered into and effective this 7th day of July, 2020, by and among the City of Stillwater, a Minnesota municipal corporation (City) and Ryan Wright (Landowner). Subject to the terms and conditions hereafter stated and based on the representations, warranties, covenants, agreements and recitals of the parties herein contained, the parties do hereby agree as follows: ARTICLE 1 DEFINITIONS 1.1 Terms. The following terms, unless elsewhere specifically defined herein, shall have the following meanings as set forth below. 1.2 City. "City" means the City of Stillwater, a Minnesota municipal corporation. 1.3 Landowner. "Landowner" means Ryan Wright an individual and assigns and successors in interest with respect to the Subject Lot. 1.4 Responsible Owner. Responsible Owner means, jointly and severally, each and all of the following: The fee title owners of: 1 Those parts of Lots 1 and 20 Block 5 of Sabin's Addition to the City of Stillwater, as surveyed and platted and now on file and of record in the office of the Register of Deeds In and for Washington County, Minnesota, described as follows, to -wit: Beginning at the Northwesterly corner of said Lot 1 and running thence Easterly along the Northerly boundary line of said Lot 1 and the Southerly line of .Laurel Street a distance of 55 feet, thence Southerly and parallel with the Westerly boundary line of said Lots 1 and 20 to the Southerly boundary line of said Lot 20, thence Westerly along the Southerly boundary line of said Lot 20 to the Southwesterly corner of said Lot, thence Northerly along the Westerly boundary line of said Lots 1 and 20 to the place of beginning 1.5 Encroachment Property. "Encroachment Property" means the following real property located in the City of Stillwater, Washington County, Minnesota: Those parts of Lots 1 and 20 Block 5 of Sabin's Addition to the City of Stillwater, as surveyed and platted and now on file and of record in the office of the Register of Deeds In and for Washington County, Minnesota, described as follows, to -wit: Beginning at the Northwesterly corner of said Lot 1 and running thence Easterly along the Northerly boundary line of said Lot 1 and the Southerly line of .Laurel Street a distance of 55 feet, thence Southerly and parallel with the Westerly boundary line of said Lots 1 and 20 to the Southerly boundary line of said Lot 20, thence Westerly along the Southerly boundary line of said Lot 20 to the Southwesterly corner of said Lot, thence Northerly along the Westerly boundary line of said Lots 1 and 20 to the place of beginning 1.6 City Easement. City Easement means the following easement: Laurel Street West Right -of -Way 1.7 Landowner Improvements. "Landowner Improvements" means Landowner's: ■ A 4' tall and 32' wide, stacked block retaining wall 1.8 City Easement Improvements. "City Improvements" means storm and sanitary sewer pipes, sidewalk, street and parking signs, curb and gutter, pedestrian improvements, and asphalt parking within the City Easement. 1.9 Construction Plans. "Construction Plans" means the site, front view, side view, and drainage plans dated July 1, 2020, on file with the City of Stillwater. 1.10 Utility Costs. "Utility Costs" means all costs incurred by the City, (whether performed by the City or its agents or contractors), for the inspection of and access to and repair, maintenance and replacement of the City's Easement Improvements located in the City Easement and the placement of additional City Easement Improvements in the City Easement. Utility Costs, 2 include, without limitation: excavation costs, labor costs, costs of removing fill, costs of re -burying the City Easement Improvements, re -compacting the soils over the City Easement Improvements, restoring the City Easement area, and all engineering and attorneys' fees incurred in connection therewith. Utility Costs also include the costs of temporarily removing the Landowner Improvements and subsequently replacing the Landowner Improvements in the City Easement, if such costs have not already been paid by the Responsible Owner. 1.11 Pre -Encroachment Costs. "Pre -Encroachment Costs" means a reasonable estimate by the City of the costs the City would have incurred for Utility Costs if the Landowner Improvements did not exist. 1.12 Cost Differential. "Cost Differential" means the difference between the Pre - Encroachment Costs and the Utility Costs in light of the existence of the Landowner Improvements. The City's determination of the amount of the Cost Differential shall be binding on the Responsible Owner. The City's determination shall be appropriately supported by cost estimates obtained from independent contractors or engineers. ARTICLE 2 RECITALS Recital No. 1. Landowner owns the Encroachment Property. Recital No. 2. The Encroachment Property is improved with a residential structure. Recital No. 3. The City Property abuts the Encroachment Property. Recital No. 4 Landowner will be conveying the Encroachment Property to the Responsible Owner. Recital No. 5. Landowner wants to locate the Landowner Improvements within the City Easement. Recital No. 6. Subject to the terms of this Agreement, the City is willing to allow the Landowner Improvements to be placed within the City Easement if the following conditions are met: (a) The Responsible Owner maintains the Landowner Improvements. (b) The Responsible Owner agrees to pay the City any Cost Differential relating to inspections, access, repair, maintenance and replacement of City Easement Improvements and the placement of any additional City Easement Improvements in the City Easement. (c) The Responsible Owner agrees to temporarily remove the Landowner Improvements in the event the City has need to access the area where the Landowner Improvements exist in order for the City to inspect, repair, maintain, and replace the City Easement Improvements or construct additional City Easement Improvements in the City Easement. 3 Recital No. 8. Because Landowner currently owns all the Encroachment Property, Landowner is currently the only Responsible Owner. ARTICLE 3 AGREEMENTS 3.1 Construction And Maintenance Of Landowner Improvements. Under the terms and conditions stated herein, Landowner, at its own cost, is hereby authorized by the City to make the Landowner Improvements in the City Easement. The Landowner Improvements shall only be placed at the locations specified in the Construction Plan. The Landowner Improvements must be constructed according to the Construction Plan. Landowner and the Responsible Owner shall not place any other structures, retaining walls, irrigation systems, buildings, fences, landscaping, trees or shrubs in the City Easement, except for the Landowner Improvements. After construction, the Responsible Owner, at its own expense, shall maintain and repair the Landowner Improvements. 3.2 City Not Responsible For Landowner Improvements. Nothing contained herein shall be deemed an assumption by the City of any responsibility for construction, maintenance, replacement or repair of the Landowner Improvements. 3.3 Continuing Right To City Easement. Nothing contained herein shall be deemed a waiver or abandonment or transfer of the right, title and interest that the City holds to the City Easement. 3.4 Subordinate Position Of Landowner Improvements. The Landowner Improvements are subordinate to the rights of the City in the City Easement and in the City Easement Improvements. 3.5 Risk Of Loss. Landowner and the Responsible Owner understand and agree that the Landowner Improvements within the City Easement may be adversely affected by damage caused to Landowner Improvements arising out of the City's use of the City Easement. The parties agree that the City is not responsible for such events; the City shall have no liability to Landowner or the Responsible Owner for such events. Landowner and the Responsible Owner assume the risk of installing the Landowner Improvements in an area where the City Easement Improvements exist. 3.6 Landowner To Bear Cost Of Relocating Landowner Improvements. The City is responsible for the repair and maintenance of the City Easement Improvements in the City Easement. 4 The City may require the Responsible Owner at the expense of the Responsible Owner to temporarily remove and subsequently replace the Landowner Improvements in the City Easement in order for the City to gain access to the City Easement Improvements for the purpose of inspecting, repairing, maintaining, or replacing the City Improvements or adding future City Easement Improvements. If the Responsible Owner does not perform such tasks, the City may perform such tasks and in such case the Responsible Owner shall reimburse the City for the City's costs and expenses. Prior to commencing such tasks, the City shall send a notice to the Responsible Owner and allow the Responsible Owner twenty (20) days from the date of the written notice to perform the tasks. If the Responsible Owner has not completed the work within the twenty (20) days, then the City may proceed to perform the tasks. Once the City's costs and expenses have been determined by the City, the City shall send an invoice for such costs and expenses to the Responsible Owner. The Responsible Owner must pay the invoice within thirty (30) days after the date of the invoice. Such costs and expenses include, but are not limited to, costs charged the City by third parties such as contractors as well as the costs for City personnel that may have performed the work. Bills not paid shall incur the standard penalty and interest established by the City for utility billings within the City. The charges shall be divided equally among the Encroachment Property. 3.7 Emergency. Notwithstanding the requirements contained in Sections 3.6 relating to a twenty (20) day written notice to the Responsible Owner to perform its obligations under Sections 3.6, the City shall not be required to give such notice if the City's engineer determines that an emergency exists. In such instance, the City, without giving notice to the Responsible Owner may perform the work and in such case the Responsible Owner shall reimburse the City for the costs and expenses relating to the work. Once the City's costs and expenses have been determined by the City, the City shall send an invoice for such costs and expenses to the Responsible Owner. The Responsible Owner must pay the invoice within thirty (30) days after the date of the invoice. Such costs and expenses include, but are not limited to, costs charged the City by third parties such as contractors as well as the costs for City personnel that may have performed the work. Bills not paid shall incur the standard penalty and interest established by the City for utility bills within the City. The charges shall be divided equally among the Encroachment Property. 3.8 Cost Deferential. If a Cost Deferential occurs relating to the access to or inspection, maintenance, repair or replacement of the City Easement Improvements or relating to construction of new City Easement Improvements in the future, then the Responsible Owner shall pay the Cost Deferential to the City. The Responsible Owner must make payment for the Cost Deferential within 30 days after the City has sent a written invoice for the Cost Deferential to the Responsible Owner. 3.9 Remedies. If the Responsible Owner fails to perform its obligations under this Agreement, then the City may avail itself of any remedy afforded by law or in equity and any of the following non-exclusive remedies: (a) The City may specifically enforce this Agreement. 5 (b) If Responsible Owner fails to make payments under Section 3.6, 3.7 or 3.8, then the City may certify to Washington County the amounts due as payable with the real estate taxes for the Encroachment Property in the next calendar year; such certifications may be made under Minnesota Statutes, Chapter 444 in a manner similar to certifications for unpaid utility bills. The charges shall be evenly allocated among the Encroachment Property. The Responsible Owner waives any and all procedural and substantive objections to the imposition of such usual and customary charges on the Encroachment Property. Further, as an alternate means of collection, if the written billing is not paid by the Responsible Owner, the City, without notice and without hearing, may specially assess the Encroachment Property for the costs and expenses incurred by the City. The Responsible Owner hereby waives any and all procedural and substantive objections to special assessments for the costs including, but not limited to, notice and hearing requirements and any claims that the charges or special assessments exceed the benefit to the Encroachment Property. The Responsible Owner waives any appeal rights otherwise available pursuant to Minnesota Statute § 429.081. The Responsible Owner acknowledges that the benefit from the performance of tasks by the City equals or exceeds the amount of the charges and assessments for the costs that are being imposed hereunder upon the Encroachment Property. No remedy herein conferred upon or reserved to the City shall be exclusive of any other available remedy or remedies, but each and every such remedy shall be cumulative and shall be in addition to every other remedy given under this Agreement or now or hereafter existing at law or in equity or by statute. No delay or omission to exercise any right or power accruing upon any default shall impair any such right or power or shall be construed to be a waiver thereof, but any such right and power may be exercised from time to time and as often as may be deemed expedient. 3.10 Indemnification. The Responsible Owner shall indemnify, defend and hold the City, its council, agents, consultants, attorneys, employees and representatives harmless against and in respect of any and all claims, demands, actions, suits, proceedings, losses, costs, expenses, obligations, liabilities, damages, recoveries, and deficiencies including interest, penalties and attorneys' fees, that the City incurs or suffers, which arise out of, result from or relate to any of the following: (a) The Landowner Improvements; (b) Installation and maintenance of the Landowners Improvements; (c) Failure by the Responsible Owner to observe or perform any covenant, condition, obligation or agreement on their part to be observed or performed under this Agreement; and (d) Use of the City Easement for Landowner Improvements. 6 3.11 City Duties. Nothing contained in this Agreement shall be considered an affirmative duty upon the City to perform the Responsible Owner's obligations contained in Article 3 if the Responsible Owner does not perform such obligations. 3.12 No Third Party Recourse. Third parties shall have no recourse against the City under this Agreement. 3.13 Recording. The Responsible Owner shall record this Agreement with the Washington County Recorder against the Encroachment Property and within 30 days after the date of this Agreement, the Responsible Owner shall present evidence to the City that this Agreement has been recorded. 3.14 Binding Agreement. The parties mutually recognize and agree that all terms and conditions of this recordable Agreement shall run with the Encroachment Property and shall be binding upon the heirs, successors, administrators and assigns of the parties. The obligations of the Responsible Owner contained in this Agreement are joint and several. 3.15 Amendment And Waiver. The parties hereto may by mutual written agreement amend this Agreement in any respect. Any party hereto may extend the time for the performance of any of the obligations of another, waive any inaccuracies in representations by another contained in this Agreement or in any document delivered pursuant hereto which inaccuracies would otherwise constitute a breach of this Agreement, waive compliance by another with any of the covenants contained in this Agreement and performance of any obligations by the other or waive the fulfillment of any condition that is precedent to the performance by the party so waiving of any of its obligations under this Agreement. Any agreement on the part of any party for any such amendment, extension or waiver must be in writing. No waiver of any of the provisions of this Agreement shall be deemed, or shall constitute, a waiver of any other provisions, whether or not similar, nor shall any waiver constitute a continuing waiver. 3.16 Governing Law. This Agreement shall be governed by and construed in accord with the laws of the State of Minnesota. 3.17 Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be deemed an original, but all of which shall constitute one and the same instrument. 3.18 Headings. The subject headings of the sections this Agreement are included for purposes of convenience only, and shall not affect the construction of interpretation of any of its provisions. [The remainder of this page has been intentionally left blank.] 7 IN WITNESS WHEREOF, the parties have executed this Agreement the year and day first set forth above. CITY OF STILLWATER Ted Kozlowski, Mayor Beth Wolf, City Clerk STATE OF MINNESOTA COUNTY OF WASHINGTON ) ) ) ss. On this day of , 2020, before me a Notary Public within and for said County, personally appeared Ted Kozlowski and Beth Wolf, to me personally known, who being each by me duly sworn, each did say that they are respectively the Mayor and Clerk of the City of Stillwater, the municipality named in the foregoing instrument, and that the seal affixed to said instrument was signed and sealed in behalf of said municipality by authority of its City Council and said Mayor and Clerk acknowledged said instrument to be the free act and deed of said municipality. Notary Public 8 LANDOWNER Signature Ryan Wright STATE OF MINNESOTA COUNTY OF WASHINGTON ) ) ) ss. On this day of , 2019, before me a Notary Public within and for said County, personally appeared Ryan Wright, to me personally known. This Instrument Was Drafted By And After Recording Return To: Korine L. Land LeVander, Gillen & Miller, P.A. 633 South Concord Street Suite 400 South St. Paul, MN 55075 (651)451-1831 Notary Public 9 $ IP MP • • 10 e 1117. 111111.11raill ,1111111W1.111111111111111 II I - on view/ City of Stillwater 1,.1;d1,,I ..1 Ili 2019 Annual Report 1 CITY DEPARTMENTS Mayor & Council 4 Administration 6 Human Resources Department 8 MIS Department 10 Community Development 13 Planning Department 13 Building Inspections0 Department 15 Engineering / Public Works 17 Engineering Department 18 Public Works Department 19 Finance 22 Fire 24 Police 28 Legal Services 30 June 2020 2 CITY OF STILLWATER ORGANIZATIONAL CHART (2019) Citizens of Stillwater Mayor & Council el Boards & Commissions lig City Attorney • City Administrator Treasurer Downtown Parking Commission II Heritage Preservation Commission 11 Human Rights Commission MI I Parks & Recreation Commission Planning Commission i r Traffic Safety Committee Administration Human Resources Information Technology Community Develoment Building Inspections 1 Engineering Public Works Finance Fire Police Board of Water Commission (Water Department) Charter Commission Joint Board Joint Cable Commission Library Board of Trustees (Library) St Croix Recreation Center June 2020 3 MISSION STATEMENT To provide the community with a quality living environment, quali- ty public services and facilities while protecting cultural. histori- cal and natural resources through fair and open government, careful planning, effective management and efficient fiscal policy CORE VALUES *Respect' Honor the diverse contributions of all to the betterment of the or- ganization and community; treat all parties equitably. *Integrity Ethical and principled approach dealing with issues, individuals and community; Earns others' trust and respect through con- sistent honesty and professional- ism in all interactions. *Trust* Truthful, open and accountable in all interactions 'Quality' Excellence, pride and stewardship In delivery of best possible cus- tomer service with effective and efficient outcomes. *Competence' Strives for continuous improve- ment in self, community assets and management of resources. Strategic Plan Summary 2015-2020 Revised luly 20I9 How can the City of Stillwater Develop Organization Excellence • Maintain High Community Standards • Implement Software Integration and Update Ciry Faculties • Develop a Leadership Succession Plan • Implement Organization Study Recommendations • Review joint Services with other Communities & Organizations Develop Our Community • Define Economic Development Strategy and Promote Economic Development • Implement 2040 City Comprehensive Plan • Foster an Active and Engaged Community • Update City infrastructure, Including Outdoor Recreation Facilities • Enhance City Policies/Ordinances Sustain Strategic Planning and Implementation • Commit to Strategic Planning • Develop a LegislativeAgendo Develop Organization Excellence Develop Community Strategic Planning Implementation Implement State Performance Management Plan and continue to Create Community Communication Strategy and Branding Initiative —> Work on software Integration and efficiency and Continue to update City facilities Develop a Plan for Transitioning Staff - Examine Affiliation of Water Department and the City Analyze Outcomes of Joint Services with Communities and Organizations Develop Economic Development and Re -development Strategy i Develop & Implement Community Engagement Practices —> Begin Implementing the 2040 Comprehensive Plan - Work with Sustainable Stillwater to develop attainable tasks Develop outdoor recreation properties that includes the river and plan for the parks and trails in Downtown 3 Accept the Public Works Department Operational Review & Recommenda- tions. —) Explore sustainable funding to continue updating City infrastructure Develop a Housing Strategy Plan, Complete the Nuisance Ordinance and Re- view the Leasing Policy —t Conduct yearly Strategic Planning Sessions and provide quarterly reports —f Continue to review Department Vision and Goals —t Develop a Legislative Agenda for annexation south of Hwy 36 June 2020 4 Mayor & Council All City powers are vested in the City Council, except as otherwise specified by law or the Stillwater City Charter. The Council ensures all obligations and duties imposed on the City by law are implemented. Since the City Council exercises its authority or takes action as one body, individual members of Council cannot act on behalf of the City. The City Council is the policy making and legislative body. Council members approve the tax rate, adopt the budget and set the City's vision. The Council provides leadership for the community by identifying issues or opportunities and then implementing goals and strategies to solve issues. Council members focus on City policies, the City vision, ordinances and intergovernmental affairs. Some examples: land use development, comprehensive planning, capital improvement projects and strategic planning. Council member Ward 1 Council member Ward 2 Ryan Dave Collins Junker Voters Mayor Ted Kozlowski Council member Ward 3 Tom Weidner Council member Ward 4 11 Mike Polehna Budget Update (Unaudited) The financial information shown only reflects expenditures and does not include any offsetting revenues. Description Appropriation Actual Personnel Services $ 94,694.00 $ 90,551.73 Services and Charges $ 98,069.00 $ 99,308.02 Miscellaneous $ 27,900.00 $ 28,448.98 Total $ 220,663.00 $ 218,308.73 Council Activities In 2019, the Stillwater City Council adopted the 2020 City budget, conducted 24 Council meetings, adopted 157 resolutions and enacted 17 ordinances. In addition, the Council members are appointed annually as a liaison to a board or commission to facilitate communication and interaction between the Council, internal advisory bodies and other governmental and non-profit organizations. A liaison enhances communication between the City Council and other organizations. Liaison members serve only for communication purposes and do not have any authority to vote, unless specifically designated by ordinance. Councilmember Ryan Collins began his first four-year term. June 2020 5 BOARD/COMMISSION COUNCIL MEMBER Convention & Visitors Bureau Council member Polehna Downtown Parking Council member Junker Fire Relief Association Council member Weidner Council member Polehna Heritage Preservation Council member Junker Human Rights Council member Polehna Joint Board Mayor Kozlowski Council member Weidner Joint Cable Council member Weidner Library Board Council member Collins Middle St. Croix Watershed Management Council member Collins Alternate: Councilmember Polehna Parks & Recreation Council member Polehna Planning Council member Collins Board of Water Commissions Council member Collins June 2020 6 Administration Mission The City Administration Department implements official policies of the Mayor and City Council by coordinating City services to meet the needs of all who live, work, and play in the City of Stillwater. The professional staff provides support, guidance, communications and leadership to assure that quality municipal services are provided to the members of our community. Department Organization City Clerk (1 FTE) Administrative Assistant* h_ (2 FTE) City Administrator (1 FTE) Human Resources Manager (1 FTE) Human Resources Specialist (1 FTE) Information Systems Manager (1 FTE) MIS Specialist (1 FTE) Fund FTE Administration 3.60 Finance* .15 Human Resources* 2.15 Library** .20 MIS 2.80 Parking* .10 IS Technician* (1 FTE) Budget Update (Unaudited) The financial information shown only reflects expenditures and does not include any offsetting revenues. ADMINISTRATION Description Appropriation Actual Personnel Services $ 430,554.00 $ 457,280.84 Supplies $ 4,750.00 $ 4,914.26 Services and Charges $ 197,147.00 $ 196,587.02 Miscellaneous $ 3,900.00 $ 3,745.74 Total $ 636,351.00 $ 662,527.86* ELECTIONS Description Appropriation Actual Personnel Services $ 0.00 $ 0.00 Supplies $ 0.00 $ 0.00 Services and Charges $ 6,244.00 $ 5,921.60 Miscellaneous $ 0.00 $ 0.00 Total $ 6,244.00 $ 5,921.60 PLANT CITY HALL Description Appropriation Actual Personnel Services $ 110,831.00 $ 150,294.58 Supplies $ 11,250.00 $ 61,560.04 Services and Charges $ 119,449.00 $ 87,553.45 Miscellaneous $ 1,000.00 $ 491.70 Total $ 242,530.00 $ 299,899.77 *The reason for the budget shortfall in 2019 was due to the severance payout for an employee that retired. June 2020 7 SPECIAL EVENTS Description Appropriation Actual Services and Charges $ 2,980.00 $ 741.34 Miscellaneous $ 69,700.00 $ 73,950.00 Total $ 72,680.00 $ 74,691.34 Program Descriptions & Goals The Administration Department is responsible for the following functions: respond to inquiries and requests of the City Council, oversee department heads and ensure departments coordinate work towards common city goals, provide administrative services to departments, outside agencies, and the public, complete activities not under the responsibility of other departments, and support communications and information to City Council and the organization. In addition, the department includes the City Clerk, Human Resources and Information Technology divisions. ❖ Provide staff support to the Mayor and City Council; provide thorough and objective analysis of issues, including recommended courses of action ❖ Prepare and submit an annual proposed budget and capital programs to the City Council ❖ Ensure that all departments achieve their program objectives while adhering to City policies and maintaining appropriate management procedures ❖ Oversee the timely completion of major projects & community capital/park improvements ❖ Develop City-wide strategies to guide the City's long-range development ❖ Develop and administer services and assure transparency of Stillwater's conduct of business operations ❖ Coordinate the retention and distribution of City records (paper and electronic) Program Accomplishments and Results, Special Awards, Recognitions The Administration Department's 2019 activities included: scheduling the annual City Council & management staff strategic planning workshop; providing general City management; support for the 4th of July event and staff review of other events within the City; supporting operational needs for City Hall and the physical plant; development of 2020 budget guidelines and budget proposals (in conjunction with the Finance Director); worked with Council to develop a state legislative agenda; and development of a Capital Improvement Program. ❖ Appointed a city performance measures team to develop city plan for the State Performance Management Program - implemented POLCO on-line survey tool to assist in gathering data.* ❖ Implemented an annual training program for all Boards and Commission members.* ❖ 2nd and 3rd floor updates included in Phase 3 of City Hall project substantially complete.* ❖ Implemented a new custodial services contract based on RFP proposals. ❖ Lens Flare ❖ Explored alternative consultants to assist in review of city owned and leased properties.* ❖ Facilitated discussion and actions of City Council for acquisition of Shorty's Cleaners property. ❖ Bethel Bond Project ❖ Initiated comprehensive TIF analysis with financial consultant Baker Tilly. ❖ Coordinated actions with city departments and City Council in management of problem properties. ❖ Completed revisions to Curve Crest Villas development agreement (TIF #9), and began review of Long Lake Villas development agreement (TIF#8). ❖ Initiated Dome and field turf replacement project at the St. Croix Valley Recreation Center. ❖ Assisted with 2019 St. Croix River Flood mitigation activities. ❖ Initiated conversations with State Legislators regarding state bonding support for City projects including Bergstein Shoddy Mills buildings and Hwy 36/Manning Ave Interchange Project.* ❖ Collaborated with Greater Stillwater Area Chamber of Commerce on annual State of the City program and Leadership in the Valley program. ❖ Improved application processes for liquor, tobacco, haulers, peddlers and towing licenses. ❖ Reviewed and removed City ordinance: Chapter 35-25 - Commercial Lawn Fertilizer Applicators. ❖ Successful development and delivery of quarterly City newsletters. ❖ Oversee maintenance of website content to apprise the community of City News. ❖ Continued digitizing city records June 2020 8 ❖ Began process on enhancing and updating New Resident Guide ❖ Assisted Human Resources in the facilitation of the labor-management insurance work group ❖ Issued RFP, selected consultant and received report and recommendations for Public Works Department Operational Review, including Water Board and Rec Center.* ❖ Assisted Community Development with issuance of RFP's for plan, design and construction of Chestnut Street Plaza.* *Notation: City Strategic Plan Element Future Challenges and Opportunities The City of Stillwater will continue to be challenged with budget constraints driven by economic downtown and recovery from COVID-19 pandemic impacts, increasing operational costs, infrastructure maintenance (city streets, sidewalks, infrastructure, technology, and deferred facility maintenance), appropriate staffing levels, and managing health care costs. The City Council and senior management staff will conduct a strategic plan workshop in 2020 to review and update the City's Strategic Plan goals and action items, including city branding and logo considerations. Future opportunities and challenges exist for: recovery and budget impacts from COVID-19 pandemic responses, greater inter & intra governmental collaboration and operational efficiencies; finalize development plans for Aiple property along the St. Croix River; final design for Chestnut Street pedestrian plaza between Main Street and the Lift Bridge; continued review of departmental operations for process improvements; updates to the City Emergency Operations Plan and Continuity of Operations Plan; construction of the St. Croix Riverbank and Integrated Walkway project; and continued development of succession planning strategies for city departments. Program Output Indicators 2016 2017 2018 2019 Data Practices Requests 4 3 26 36 Liquor & Tobacco Licenses Issued 114 139 117 127 Temporary Liquor Licenses Issued 9 16 14 11 Gambling Licenses Approved 12 17 19 18 Events Permits Reviewed and Issued 41 41 30 38 Human Resources Department The Human Resources Department provides programs and services such as workforce planning, classification, compensation and benefits, recruitment and assessment, policy, labor relations, development, risk management and wellbeing. The department reports to the City Administrator, and is comprised of one full time Human Resources Manager. Partial allocation of Payroll staff wages are also included in this budget. Mission To communicate, collaborate and engage the transactional and transformational in-service to the valley community. Budget Update (Unaudited) The financial information shown only reflects expenditures and does not include any offsetting revenues. Description Appropriation Actual Personnel Services $ 173,245.00 $ 166,800.74 Supplies $ 900.00 $ 722.84 Services and Charges $ 42,429.00 $ 42,726.27 Miscellaneous $ 1,910.00 $ 1,338.25 Total $ 218,484.00 $ 211,588.10 June 2020 9 Program Descriptions & Goals The department is responsible for a broad range of functions including labor relations, classification, compensation, benefits administration, policy and procedure, training and employee development, human resource records and systems management, performance management, strategic planning and wellness initiatives. Human Resources serves as an advisor to the City Administrator and various other departments on all personnel matters in the City. The department also provides Human Resource (HR) consulting services to the Library and the Water Board as requested. Goals for 2019 were: ❖ Develop employment policies and update existing policies ❖ Recruit key leadership positions inclusive of planned retirements ❖ Define responsibilities for HR Specialist Confidential and hire position ❖ Organize and facilitate risk management/safety committee ❖ Negotiate and settle six collective bargaining agreements ❖ Value city employees - create professional development opportunities, succession planning and expand employee orientation programs Program Accomplishments and Results, Special Awards, Recognitions Human Resources is pleased to report on significant accomplishments and the ongoing commitment of strategic priorities. The City's employment opportunities site was viewed more than 14,000 times in 2019; 352 people applied for open positions, and the following positions were filled: Administrative Assistant Maintenance Worker II Accounting Specialist Paid On -Call Firefighter Assistant Building Inspector Police Sergeant Assistant Finance Director Patrol Officer Building Permit Technician/Administrative Assistant Seasonal Community Services Officer Community Services Officer Seasonal Maintenance Worker Human Resources Specialist Confidential Seasonal Parking Attendant Human Resources served as a convener for two labor management committees who meet on a regular basis. They are the Insurance Work Group, and a Public Works Labor Management committee. The City engaged in collective bargaining with six labor unions who represent all but three City of Stillwater employees. Thirteen meetings were held in 2018, one bargaining unit ratified a 2019-2020 contract, and then nine more collective bargaining meetings were held in 2019. Following 22 meetings, the settled agreements included a general wage increase, a health insurance plan design change, an increased employer health insurance contribution toward premium and other wage and benefit changes. Facilitation of the Safety and Risk management committee transitioned to Human Resources. ❖ Committee meets regularly ❖ Addresses topics of safety, health and worksite employer/employee security The League of Minnesota Cities Insurance Trust praised the City of Stillwater for its strong support of employee safety, safety training and the resultant low occurrence of workplace injuries. On behalf of the City, HR pursued and was awarded a grant for $15,000 from Living Healthy in Washington County to fund programming and equipment in 2019. The funding was used to: ❖ Deliver employee Health Risk Assessments ❖ Provide a lunch and learn on fitness through the aging process, and 1:1 guidance from a fitness trainer ❖ Purchase a bicycle repair station, benches, and serpentine bicycle racks for the Stillwater community ❖ Refresh the City Hall Fitness Room with ceiling fans, paint, and equipment such as battle ropes, hand weights, yoga mats and equipment storage racks The City's Facility Manager and the Public Works staff did a fantastic job with the installation of community and building -specific equipment. June 2020 10 With programming input from the City's Worksite Wellbeing Committee, the City delivered biometrics screening to 39 employees, hosted 11 educational opportunities, a health fair, and an onsite flu shot clinic. The program experienced record participation with staff completing the City's program and the health care consortium's live well program. Making small changes, over time, has had a positive net effect on employee wellness and organizational wellbeing. Training facilitated by Human Resources included: ❖ Owning and Smashing Goals/Goal Setting ❖ Safe Work Environment (AWAIR, EAP, Bloodborne Pathogens, Hazardous Materials, Ergonomics and Fire Extinguishing) ❖ Respectful Workplace: Five sessions offered ❖ Supervision Fundamentals: Hosted for the region, five sessions held and completed by 22 leaders Future Challenges and Opportunities Goals for the upcoming year include: ❖ Negotiate and settle 2019-2020 collective bargaining agreements ❖ Engage as an active member of the Program Outcome Measurement Team ❖ Explore next steps regarding future options for Retiree Health Insurance ❖ Implement an updated employment policies handbook relative to the Federal Motor Carrier Transportation Act and Drug Clearinghouse ❖ Facilitate staff training for supervision fundamentals, safety, and for community issues (homelessness, mental crisis, drugs, dementia) ❖ HR Strategy: Value city employees - create professional development opportunities, succession planning and expand employee orientation programs Improved employee benefits, wellbeing, collective bargaining, performance appraisal and workforce development were some of the highlights of 2019 having occurred in addition to the regular operational requirements. HR worked to professionally shape the most important part of the service - the people, and looks forward to future progress aligned with the City's strategic plan. Program Output Indicators 2017 2018 2019 Recruitments - Permanent Positions 10 14 12 Recruitments - Seasonal Positions 29 26 25 Number of job applications received 543 421 352 Number of background checks completed 57 67 46 Employee Count - Full Time Equivalency 93.75 94.75 95.75 Ratio of Human Resources Employees to FTE 1% 1% 2% Annual Turnover Rate (Vacancies/FTE) 11% 15% 13% MIS Department The MIS Department is an integral part of the City. Our team consists of three full time employees, IS Manager, MIS Specialist and an IS Technician. Staff is responsible for the information technology needs of all City buildings including City Hall, Police, Fire, Public Works, St. Croix Valley Recreation Center, Lily Lake Ice Arena, Stillwater Public Library, and the Water Department. In addition, we provide support for the Stillwater Parking Ramp and City owned parks. Staff is on call 24/7/365 on a rotating shift. Mission MIS provides the tools to organize, evaluate and efficiently manage departments within the City by using secure, reliable, and integrated technology solutions in alignment with administrative goals, while delivering excellence in customer service. June 2020 11 In support of this mission, we will: ❖ Collaborate with City managers to understand the information technology needs ❖ Provide leadership and planning for the effective, dependable and strategic use of emerging technologies ❖ Demonstrate technical and operational excellence through a commitment to professionalism and continuous improvement Budget Update (Unaudited) The financial information shown only reflects expenditures and does not include any offsetting revenues. Description Appropriation Actual Personnel Services $ 308,110.00 $ 309,290.24 Supplies $ 8,600.00 $ 6,019.09 Services and Charges $ 75,891.00 $ 64,521.56 Miscellaneous $ 500.00 $ 405.00 Total $ 393,101.00 $ 380,235.89 Program Descriptions & Goals The goal is to provide vision and leadership, deliver timely and effective responses, provide reliable, usable information systems, and commit to developing and maintaining technically skilled staff. The MIS Department provides users with the following services. ❖ IS Infrastructure - install, maintain and keep up-to-date hardware and software components, cabling and all other equipment necessary to make the information technology systems function according to the established needs of the City. Network design, administration, and monitoring to keep the system working properly. This also includes wireless networks, security cameras and key card entry systems. ❖ IS Functionality - researching and maintaining operational applications, developing, securing, storing and backing up electronic data that belongs to the City, and assisting in the use of software and data management by all areas of the organization. ❖ IS Support - configure, deploy, maintain, troubleshoot and support computer workstations, laptops, printers, mobile devices, software, and other computer and telecommunications devices. Diagnose and resolve problems associated with information technology. Inventory and document hardware and software. Train and assist users. ❖ IS Governance - establish and manage the selection, funding and prioritization of information technology. Develop and maintain network security, data protection, policy, and compliance. ❖ Website/Social Media - creating and maintaining the website and social media presence to meet the needs of the City and the community. Program Accomplishments and Results, Special Awards, Recognitions The MIS Department consists of three full time employees, IS manager, MIS Specialist and an IS Technician. Staff is responsible for the information technology needs of all city buildings including City Hall, Police, Fire, Public Works, St. Croix Valley Recreation Center, Lily Lake Ice Arena, Stillwater Public Library, and the Water Board. In addition, we provide support for the Stillwater Parking Ramp and city owned parks. Staff is on call 24/7/365 on a rotating shift. During 2019, the MIS Department completed the following tasks. ❖ Maintained 212 PC's and replaced 85 PC's ❖ Maintained 55 printers (workgroup printers, receipt printers and Dymo label printers) • Maintained 8 copiers ❖ Supported 138 video cameras (city facilities, squad cars, interview rooms, and body cameras) ❖ Monitored 30 wireless access points, ❖ Supported 225 TB of server storage, 38 TB of PC support and 90 software applications ❖ Provided technical support to the Stillwater Water Board ❖ Monitored 90 mobile devices (smartphones, tablets) ❖ Performed daily maintenance, troubleshooting and monitoring the City's network to ensure it functions smoothly. June 2020 12 In addition, the MIS Department took over support for the Library's IT infrastructure from Washington County. This included replacing the entire IS infrastructure, creating a separate network for patrons and establishing protocols for ongoing upgrades and support. We also worked on reconstruction of the Stillwater Recreation Center including establishing a new server room, cabling new office areas, creating a key card system, and work on the dome system. Work was done on creating a new webpage to comply with ADA standards and continues to be done in 2020. Hosts, servers, PC's, laptops, cameras, iPads and other hardware and software systems have been replaced according to the replacement schedule and/or necessity. Old equipment has been repurposed, recycled and removed from inventory. Future Challenges and Opportunities The role of IT is shifting and staff has become increasingly responsible for a more integrated approach to overall strategy and operations. Some of the issues are: ❖ Protecting against increased cybersecurity threats ❖ Encouraging innovation with limited resources ••• Managing data security ❖ GIS support, assistance and organization ❖ A growing need for employee's to work from home ❖ Managing governance and the Internet of Things (loT) Program Output Indicators 2016 2017 2018 2019 Help Desk Tickets 1054 1142 939 1021 June 2020 13 Community Development Mission To provide the community with a quality living environment and quality public services and facilities while protecting cultural, historical and natural resources through fair and open government, care planning, effective management and efficient fiscal policy. Department Organization Community Development Director (1 FTE) Planning Department City Planner (1 FTE) Zoning Administrator (1 FTE) Administrative Assistant (1 FTE) Building Inspections Building Official (1 FTE) Building Inspector (2 FTE) Permit Technician (1 FTE) Planning Department Budget Update (Unaudited) The financial information shown only reflects expenditures and does not include any offsetting revenues. Description Appropriation Actual Personnel Services $ 393,665.00 $ 364,482.77 Supplies $ 2,400.00 $ 1,594.83 Services and Charges $ 75,268.00 $ 22,553.08 Miscellaneous $ 5,700.00 $ 5,540.87 Total $ 477,023.00 $ 394,171.55 Program Descriptions & Goals ❖ Long range planning o Comprehensive Plan development and maintenance o Park plan development o Neighborhood plan development o Municipal facilities plan development and construction ••• Current planning June 2020 14 o Land use case management • Manage case load and projects for Planning Commission, Heritage Preservation Commission and Downtown Parking Commission • Manage case load and project management for Park Commission when park and trail development is concerned • Manage case load and project management for City Council when Community Development Department matters are concerned o Short term home rental program • Manage licensing program for Short Term Home Rental properties o Ordinance development • As needed research and develop zoning and related land use ordinances o Grant writing for historic preservation, planning studies and land use related projects o Economic development o Environmental and sustainability initiatives via active GreenStep Cities participation ❖ Land use code enforcement Program Accomplishments and Results, Special Awards, Recognitions ❖ Recognized as a Step 2 GreenStep City ❖ 2040 Comprehensive Plan approved by Metropolitan Council and adopted by the City Council ❖ Revised division work plan to incorporate 2040 Comprehensive Plan implementation strategies and programs ❖ Entered into lease agreement with MnDOT for the Chestnut Street Plaza ❖ Continuing education including: Director and Zoning Administrator attending MnAPA Planning Conference (Director presented at parking session), City Planner attended and presented at the State Historic Preservation Conference ❖ Updated procedures for many administrative tasks ❖ Enrolled in Bird City program ❖ Created new zoning district for Minar Neighborhood ❖ Digitized and made available all CPC and HPC agenda packets available to the public ❖ Digitized all backlogged planning files ❖ Developed improved tracking system for land use enforcement cases 250 200 150 100 50 0 7, w 46 4 90 58 61 90 58 90 106 103 Annual Planning Cases 74 — 15 55 T r - 86 87 51 rr 73 57 44 49 .r 59 58 54 61 50 NI 42 49 62 45 53JU T6 40 41 66 40 35 31 — , w 82 87 86 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Planning Cases ■ Heritage Preservation Commission Cases Future Challenges and Opportunities ❖ Design and construct the Chestnut Street Plaza ❖ Develop implementation strategies for 2040 Comprehensive Plan, including Downtown improvements, affordable housing initiatives, GreenStep Cities best practices, etc. ❖ Update Zoning Code and Zoning Map to be consistent with 2040 Comprehensive Plan ❖ Develop master park plan for the former Aiple property ❖ Develop business plan for Bridgeview Park's historic buildings (Bergstein warehouse and shoddy mill) ❖ Downtown parking capacity study June 2020 15 Building Inspections Department Budget Update (Unaudited) The financial information shown only reflects expenditures and does not include any offsetting revenues. Description Appropriation Actual Personnel Services $ 373,437.00 $ 320,561.61 Supplies $ 9,300.00 $ 4,588.60 Services and Charges $ 49,382.00 $ 120,303.75 Miscellaneous $ 1,250.00 $ 1,419.88 Total $ 433,369.00 $ 446,873.84 Program Descriptions & Goals ❖ Administer the Minnesota Codes (Building, Residential, Mechanical, Fuel Gas, Plumbing, Energy, Accessibility, Conservation Code for Existing Buildings) ❖ Construction education and consultation with owners, contractors, designers and consultants ❖ Perform Building plan reviews ❖ Conduct building, plumbing and mechanical inspections ❖ Short term home rental inspections ❖ Keep current with new building materials and methods introduced to the industry Program Accomplishments and Results, Special Awards, Recognitions ❖ Building Official Shilts was awarded the Minnesota Building Official of the Year award ❖ Continued creating handbook to document procedural processes ❖ Progress on digitizing property files ❖ All staff members completed requisite classes for maintaining licenses and 2020 code adoption. ❖ Improved turnaround time for building permits ❖ Issued 1,496 permits. This represents a drop compared with the past two years. But, this is still above average. (2018 storm = 1,076 roofing & siding permits) ❖ Building permits for 80 new homes were issued this year. This is 100 less than last year. 2018 included a 139 assisted living units at The Lakes. 2019 only had 30 building permits for assisted living units issued. 2006 2007 2008 2J09 2010 21011 2012 202 2414 2015 2016 2017 2018 2015 June 2020 16 1553 Total permits issued 1205 1230 1126 10E5 1055 1105 1233 "\. 2I.mos 2W7 20C2 2009 24]10 2012 2013 2014 2015 2015 2017 2018 2019 6000 Building Inspections Annually 5000 3000 2000 1000 0 �trspeconsperpersue -Total ttspecaons Tarpt i repecti0r3sW3c0 2002 2003 2004 2005 2006 2007 2006 2C(9 2010 2011 2012 2013 2014 2015 2016 2017 2016 21]19 specbars perpersce 1376 1632 1374 1151 1003 1033 1695 1434 1379 1576 1420'1374 1530 1538 1352 1649 2013 1446 To1altbpe€tians 4127 4107 4122 3453 3009 2582 3369 2855 2758 3152 2639 2746 3060 3075 3109 4123 5036 4339 Targetilectio f e scd5 1145 1145 L145 1145 1145 1145 1145 11A5 1145 1145 1145 1145 1145 1145 1145 1145 1145 1145 Future Challenges and Opportunities ❖ Become involved earlier in the development process to identify building code design issues ❖ Digitize all street address files ❖ Continue improving turnaround times with new tracking system, weekly inter -departmental huddles, and proactive customer communication ❖ Continue to mentor & train newer staff members ❖ Adopt, become familiar with and enforce 2020 MN Codes (Building, Residential, Mechanical, Fuel Gas, Accessibility, Energy and Conservation Code of Existing Buildings) Adoption date 3/31/20. Plumbing Code to be adopted in 2021 ❖ Educate owners, contractor, designers and consultants on new codes Program Output Indicators 2017 2018 2019 Building Permits Issued 2,193 2,236 1,496 Inspections per full-time inspector 1,649 2,013 1,446 June 2020 17 Engineering / Public Works Mission To provide the Stillwater community with essential services in a safe, reliable, and environmentally responsible manner, placing a high value on quality and teamwork. Department Organization Public Works Director (1 FTE) Engineering Department Assistant City Engineer (1 FTE) L Engineering Technician IV a (1 FTE) MI Engineering Technician III (1 FTE) Administrative Assisi 1 Public Works Department Publics Works Superintendent (1 FTE) Lead Worker (4 FTE) Maintenance Worker IV (5 FTE) 1 Asst Public Works Superintendent (1 FTE) Maintenance Worker III (5 FTE) Ad MaintenanM Worker II (3 FTE) Al IL Maintenall= Worker I (10 Seasonal) Fund Engineering Streets Parks Sewer Storm Sewer Surface Water Lighting FTE 3.25 6.75 6.25 3.75 .90 2.30 .80 The Public Works Director who works directly for the City Council and the City Administrator heads the Public Works Department. The Public Works Department is divided into two departments: Public Works and Engineering. Public Works is further divided into five departments; Streets, Parks, Sanitary Sewer, Storm Sewer, and Signs and Lighting. In actual practice, these are not separate departments, but rather these are different divisions that are served by the same supervisors and maintenance workers. All the departments within the Public Works Department work together to coordinate services, provide quality customer service, and ensure the infrastructure is reliable, efficient and done in a cost effective manner. There are 24 full-time employees in Public Works: 4 in Administration, 17 assigned to Public Works, and 3 in Engineering. Annual hiring of 10-12 summer seasonal employees assist in each of the departments. Personnel costs are funded from the General Fund, (Streets and Engineering), Enterprise Funds, (Sanitary Sewer, Storm Sewer, Signs and Lighting and Revenue Funds (Parks). The Public Works Department is fortunate to have experienced staff that is very knowledgeable and skilled in their jobs. At the end of 2019, the length of employment with the City for full-time employees ranges from 0.25 to 19 years, with 10 years of average of experience. In 2018, two new employees were added to Public Works, Andrew Zubert and Daniel Carey. Jenna Schmid was added as the Administrative Assistant. August saw the retirement of Steve Wicker, who retired with 20+ years of service. June 2020 18 Engineering Department The objective of the Engineering Department is to insure that the City's infrastructure is kept in working order and rehabilitated in a cost effective manner. The department is responsible for planning, design, and construction of all municipal infrastructure, mapping, surveying, as -built records management, right-of-way management and permitting, pavement and storm water management, grading and utility permits, coordinating projects with other government agencies, and activities associated with park planning and building facilities. Budget Update (Unaudited - General Fund Budget Departments Only) The financial information shown only reflects expenditures and does not include any offsetting revenues. Description Appropriation Actual Personnel Services $ 356,256.00 $ 354,167.37 Supplies $ 4,500.00 $ 3,866.27 Services and Charges $ 63,896.00 $ 52,198.67 Miscellaneous $ 2,000.00 $ 1,485.96 Total $ 426,652.00 $ 411,718.27 Program Accomplishments and Results, Special Awards, Recognitions ❖ Improved 4.2 miles of streets as part of the 2019 Street Improvement Project ❖ Continued to work with AMI Consulting for the design of St. Croix River Shoreline Stabilization and Riverwalk Project ❖ Completed construction of the Vets Memorial Parking Lot Project ❖ Updated street and utility maps on GIS ❖ Conduct MS4 Annual meeting and weekly erosion control inspections for developments ❖ Develop 5-year Capital Improvement Plan ❖ Planned and develop street and utility extension for the southwest corner of the City. ❖ Updated storm water guidelines and adopted MIDS in the City. ❖ Hired consultant for the Downtown Street Light Study and ADA Transition Plan. Intergovernmental Projects The Director of Public Works/City Engineer spent time coordinating and planning with Oak Park Heights, Washington County, MnDOT, Browns Creek Watershed District and Middle St. Croix Water Management Organization for various projects affecting Stillwater and its infrastructure. The following is a list of projects and activities that were contributed to in 2018. ❖ County Road 5 Pedestrian Safety Improvement Phase II (design) ❖ Washington County Jurisdictional Study ❖ Lift Bridge Rehabilitation Project (planning and design) ❖ TH 36 and Manning Interchange Project (preliminary design) ❖ Work with Brown's Creek Watershed District in adopting MIDS Future Challenges and Opportunities ❖ Complete annual Street Improvement Project in a timely and efficient manner ❖ Complete Neal Avenue Construction Project ❖ Begin construction of the St. Croix Riverwalk and Riverbank Stabilization Project ❖ Prepare state of city streets and create a 5-year Street Improvement Plan ❖ Update 5-year CIP ❖ Update GIS System and Beehive Assess Management system ❖ Complete and present ADA Transition Plan to Council ❖ Complete and present Downtown Lighting Plan to Council ❖ Downtown Parking Lot Improvements ❖ Assist in the planning and design of the Chestnut Street Plaza June 2020 19 ❖ Continue development and study of southwest area street and utility extension. Including hiring a consultant for the design. Public Works Department The City of Stillwater Public Works Department is responsible for the reliable and the long-term operation, maintenance, repair, improvement and management of all City infrastructure. Public works staff provides its residents and businesses with clear passage of streets and trails, safe collection of wastewater, reliable flood protection, beautiful parks, fields and recreational facilities. Budget Update (Unaudited - General Fund Budget Departments Only) STREETS Description Appropriation Actual Personnel Services $ 650,230.00 $ 652,936.78 Supplies $ 275,285.00 $ 249,547.09 Services and Charges $ 238,032.00 $ 184,237.26 Miscellaneous $ 10,300.00 $ 30,850.87 Total $ 1,173,847.00 $ 1,117,572.00 PARKS Description Appropriation Actual Personnel Services $ 659,122.00 $ 610,243.49 Supplies $ 118,600.00 $ 105,525.62 Services and Charges $ 204,701.00 $ 168,591.50 Miscellaneous $ 35,500.00 $ 44,917.98 Total $ 1,017,923.00 $ 929,278.59 Program Accomplishments and Results, Special Awards, Recognitions ❖ Resurfaced tennis courts at Staples Park ❖ Purchased new loader with plow and wing ❖ Provided flood protection in Lowell Park (built 2,000 feet of temporary dike and recovered $600,000 in expenses from FEMA and HSEM) ❖ Completed reconstruction of restrooms and installed new playground equipment at Pioneer Park ❖ Employee Training ❖ Developed 5-year Capital Improvement Plan ❖ Assisted in the permitting, coordination and set-up of special events ❖ Installed new fishing pier at Lily Lake in cooperation with Minnesota DNR ❖ Assisted in completing the Public Works Operational Review ❖ Implemented new Asset Management System ❖ Began quarterly labor management meetings with Local 49'ers union Program Descriptions & Goals Streets The Street Department's main objective is the repair and maintenance of the City's 96 mile street network so they are safe for the public. Activities include snow and ice control in the winter months, road maintenance repairs and tree trimming in the summer months. The crew also sealed cracks in the pavement, and painted crosswalks and pavement markings during the summer and trimmed boulevard trees. June 2020 20 The Streets Division also includes the Vehicle Maintenance Department. This department is responsible for the repairs of over 110 pieces of equipment ranging from lawn trimmers and tandem axle plow trucks as well assisting other city departments with their vehicle maintenance. Parks The main objective of the Parks Department is to maintain and operate the parks in such a way as to promote recreation and leisure opportunities for Stillwater residents. Stillwater's Park System includes 40 parks, covering 624 acres, 26 miles of trails, 18 playground areas, 13 ballfields, 12 tennis courts, and 6 bathroom facilities. Activities required in meeting this objective include mowing, prep ballfields, trash pickup, maintain turf, inspect park infrastructure, maintain bathrooms, plow trails, setup and take down special events. Sanitary Sewer The main objective of the sanitary sewer department is to insure uninterrupted operation of the City's wastewater collection system. The department maintains 92 miles of sanitary main, 14 lift stations, and 2,300 manholes. Activities include clean and televise sewer lines, operate and monitor lift stations, provide 24-hour oversight to emergency backups and system failures, repair damage lines and manholes, and assist residents as needed. Storm Sewer The Storm Sewer Department is responsible for the maintenance and operation of the City's storm sewer system to insure minimal flooding during the storm events and to minimize the impact of storm water runoff to the environment. The City's storm system consists of 80 miles of storm sewer, 3,200 storm drains/manholes, 1 lift station, 140 ponds and 101 wetlands. As part of the City's MS4 permit, the City annually inspects and performs necessary repairs on 25% of the City's storm ponds and wetlands. In 2019, 48 locations were inspected and 30 required maintenance. In addition, there were 48 sump manholes and two stormceptor manholes cleaned and debris removed. City crews worked with Conservation District and performed maintenance on 39 rain gardens. Signs and Lighting The main objective of the Signs and Lighting Division is to maintain and operate signs, lighting and signals to ensure roadway safety for the public. The City has 3,599 traffic signs, 1,020 street name signs and 1,643 street lights. The department is in the sixth year of a 10-year plan to replace all traffic and street name signs to meet the FHWA requirement for retro-reflectivity. Future Challenges and Opportunities ❖ Transition planning of the Public Works Department ❖ Complete all scheduled Capital Outlay items ❖ Update 5-year CIP ❖ Review and update Public Works policies ❖ Continue to look for ways to make the department more efficient ❖ Study improvements to the sanitary sewer system for further development in the SW area of the City ❖ Complete construction of Palmer property (future park) ❖ Implement parks study of Prairie Park ❖ Upgrade lift stations at Lily Lake and Market Place ❖ Maintain, repair and improve aging infrastructure (facilities, streets, park amenities utilities) ❖ Creation and development of new parks such as Bridgeview Park, Palmer Property, Aiple Property ❖ Maintain equipment to provide better service. ❖ Meet the demand of the City and residents with current staffing levels due to increase expectations, added infrastructure, services and mandates ❖ Keep staff trained to keep up with new technology ❖ Dedicate staff time for planning, coordination and preparation for events and daily rental of parks and facilities, volunteer groups. ❖ Succession planning of leadership positions and replacement of senior employees within the department June 2020 21 Program Output Indicators 2016 2017 2018 2019 Street maintained, miles 94.20 94.20 94.82 95.48 Snowplow events 12 11 13 19 Asphalt patch mix use, tons 1050 720 1050 944 Sealcoat, miles of streets -- -- -- 1.97 Crack filling, miles of streets -- -- -- 9.7 Right of way permits issued 57 48 83 53 Obstruction permits issued 16 15 24 23 Streets overlayed, miles 1.19 2.7 3 3 Streets reconstructed, miles 0.74 1.6 1.2 1.3 Properties assessed for public improvements 173 367 347 314 Review of new home grading plans 3 3 40 59 Pond outfall inspections 46 37 36 48 Televised sewer pipes, in feet 7,920 7,656 10,560 19,008 Street sweeping, lane miles 2350 2730 2,350 3,375 Street sweeping debris, cubic yards 1850 2556 1850 1476 Sewer pipes jetted, in miles 27 26 27.5 19.9 Sewer backups, each 6 6 6 9 Lift station alarms, each 25 12 31 200 Park area, mowed, acres 69 69 69.18 75.70 Traffic signs replaced 356 356 409 365 June 2020 22 Finance Mission The mission of the Finance Department is to manage and maintain financial records in conformity with generally accepted governmental accounting principles and in compliance with federal, state, and local laws. Additionally, the department oversees the investment of public funds, cash management, and the issuance of debt. The department develops and maintains effective and efficient financial planning, reporting, and central support systems in order to assist the operating departments in achieving their financial objectives; provides the City Council, City Administrator, and other City officials with financial information on a timely and meaningful basis; provides quality service to the City's customers and safeguards the City's assets. Department Organization Assistant Finance Director (1 FTE) Finance Director (1 FTE) Payroll HR Technician* (1 FTE) Senior Account Clerk** (1 FTE) J Fund FTE Finance 3.50 Sewer** .20 Storm Sewer** .15 Lighting** .15 Budget Update (Unaudited) The financial information shown only reflects expenditures and does not include any offsetting revenues. Description Appropriation Actual Personnel Services $ 374,367.00 $ 467,963.38 Supplies $ 3,000.00 $ 3,193.71 Services and Charges $ 84,579.00 $ 76,260.90 Miscellaneous $ 2,300.00 $ 1,190.00 Total $ 464,246.00 $ 548,607.99 The reason for the budget shortfall in 2019 was due to the severance payout for an employee that retired. Program Descriptions & Goals The Finance Department is responsible for providing accurate and timely information regarding the City's financial affairs. To achieve this, the department provides the following services: ❖ Collection of revenue - Revenue is collected from a variety of sources including tax such as sales tax, property tax, and utility user's tax. Other sources of revenue include grant funds, charges for services, interest earnings, and intergovernmental transfers. ❖ Distribution of funds - Payments are made to vendors for services and material received. An improved system of issuing checks made the release of funds a reality on a weekly basis. Employee payroll checks and related benefits are paid on a bi-weekly basis. ❖ Proper transaction recording - Detailed accounting is achieved by recording all financial transactions in the City's financial system using a 15-digit numbering scheme. Each of these General Ledger Numbers are unique, are individually budgeted, and performance against these budgets are tracked. ❖ Financial reporting - Annual reports include the Comprehensive Annual Financial Report (CAFR), a report that regularly receives awards for outstanding financial reporting from the Government Finance Officers Association (GFOA). ❖ Budget administration - A budget is prepared for City Administrator and Council review and approve on a yearly basis. The approved budget is distributed and made available for public review and reference via the internet. Internally, staff manages their department's respective budgets. June 2020 23 Debt issuance/management - Debt is issued with the assistance of the City's financial advisor. Outstanding debt is administered in full accordance with the Official Statements of the City's bond issuances. Investment of City funds - The City's idle cash is invested in strict accordance with the City's Investment Policy with particular emphasis on the following criteria: • Safety • Credit risk • Market risk • Liquidity • Yield Program Accomplishments and Results, Special Awards, Recognitions Successful 2018 Year End Audit Certificate of Achievement in Financial Reporting for the 2018 Comprehensive Annual Financial Report. Future Challenges and Opportunities ❖ Accounting software updates/support ❖ Funding for new capital projects ❖ Certificate of Achievement in Financial Reporting for the 2019 Comprehensive Annual Financial Report ❖ 2021- 2025 CIP (Capital Improvement Program) ❖ Transitioning new Finance Department staff Program Output Indicators 2016 2017 2018 dF3 Certiflcaie of Achie‘emenr for L\celi.ence in Financial Reporting Clrr ess,lN..rer Minimal" C�1 r�MP]y.c! 2019 Moody's Bond Rating Aa2 Aa2 Aa2 Aa2 June 2020 24 Fire Mission Our commitment is to protect life and property through dedicated service to the community. Values The Fire Department's vision is to provide service to our communities with P.R.I.D.E. - Professionalism, Respect, Integrity, Dedication and Excellence. Department Organization The Stillwater Fire Department was established by Council action on May 28, 1872. The Department is configured as a combination Department consisting of 12 career fire personnel and up to 30 volunteer paid -on -call personnel. Career staff consists of the Fire Chief, Deputy Chief/Fire Marshal, Assistant Chief of Operations, three shift Captains, six Firefighter/Engineers and a .75 Administrative Support position. The Department is staffed 24/7/365 days per year with a minimum of two personnel. The volunteer paid -on -call personnel respond when paged and are trained to various levels which include assistant chief officer to the rank of firefighter. Deputy Chief Fire Marshal (1 FTE) Fire Chief (1 FTE) 7 Data Specialist (.75 FTE) A Shift Captain (1 FTE) i Assistant Chief Operations (1 FTE) Lieutenant (1 POC) Firefighter Engineer (2 FTE) Firefighter IL(4 POC) A Assistant Chief (1 POC) B Shift Captain (1 FTE) C Shift Captain (1 FTE) Firefighter Engineer (2 FTE) IFirefighter (5 POC) 1 1 Firefighter Engineer (2 FTE & 3 POC) Firefighter (5 POC) Budget Update (Unaudited) The financial information shown only reflects expenditures and does not include any offsetting revenues. Description Appropriation Actual Personnel Services $ 1,632,681.00 $ 1,573,386.96 Supplies $ 47,300.00 $ 35,999.12 Services and Charges $ 298,045.00 $ 267,660.23 Miscellaneous $ 10,500.00 $ 10,337.22 Total $ 1,988,526.00 $ 1,887,383.53 June 2020 25 Program Descriptions & Goals Stillwater Fire Department provides the following services to the City of Stillwater, City of Grant, Stillwater and May Townships. The total response area includes 53 square miles and a permanent population of approximately 25,000 residents. Services provided include: Fire Suppression .;. •;• •;. •;. Structure - Residential/Commercial Wildland/Urban Interface/Grass Marine Auto Basic Life Support (BLS) Non -Transport Emergency Medical Services .;. .;. .;. •;• •;• •;• Medical Emergencies CPR & AED Certified Advanced Airway Placement BLS Drug Variances Assist Lakeview EMS Blood Pressure Wellness Checks Code Enforcement/Inspections •;• •;• .;. .;. .;. New Construction Commercial Multi -Family Residential Day Care/Foster Care Special Events Technical Rescue .;. •;. •;. •;• Auto/Machinery Extrication High Angle Rope Hazardous Materials - Operations Level Hostile Event Response Community Support ❖ Community Events • Station Tours Water/Ice Rescue ❖ Surface ❖ Dive - Washington County Fire Department Dive Team ••• Boat - River and Lakes Terrorism Fire & EMS Education ❖ In-service Training for Business - Fire extinguisher, AED and CPR ❖ Drills and Exercises - Conduct drills, exercises and review emergency plans for assisted living facilities and area business ❖ Heart Safe Community Designation Fire Prevention ❖ School Visits and Activities ••• Open House ❖ Senior Center Presentations ❖ General Emergency Preparedness and Fire Safety Presentations Maintenance •;. City Fire Hydrants - Assist Water Department with annual required maintenance and flushing ❖ Fire Station - Maintain building, grounds, and mechanical equipment ❖ Trucks/Response Equipment - Daily inspections and inventory of apparatus and equipment Program Accomplishments and Results, Special Awards, Recognitions Stillwater Fire Department, SFD, responded to 2,041 calls for service in 2019. This is a twelve percent increase in call volume from 2018. In addition, SFD performed numerous fire inspections, in both new and existing structures; conducted plan reviews; investigated potential fire code violations; completed hydrant maintenance activities; performed equipment and station maintenance duties, and completed thousands of hours of staff training to maintain required licensing and certification standards. The Department strives for continuous quality improvement to meet the needs of our ever developing community. Standard performance measures and improvements for 2019 include: •;. •;• Insurance Services Office (ISO) rating of 4 - (1 best 10 worst) Rated "Excellent" in quality of service by over 35% of respondents who returned fire department quality of service survey cards in 2019 ❖ 2019 fire calls per 1,000 population for SFD's response area was 21 ❖ 2019 EMS call per 1,000 population for SFD's response area was 51.95 ❖ Replaced 12-year-old self-contained breathing apparatus (SCBA's) with new SCBA's with improved safety and technology Ordered new Class A Fire Engine to replace 34-year-old frontline apparatus Implemented computer incident management software for improved response and situational awareness on scene ❖ Hired and promoted several volunteer paid -on -call personnel throughout the year •;. •;• June 2020 26 The department looks forward to an exciting and productive 2020 and serving our citizens into a new decade. The Stillwater Fire Department aspires to be a recognized "public safety leader" providing a safe and secure environment for our community. The Department will continually evaluate our operations to ensure SFD consistently exceeds the expectations of our citizens. All activities to promote safety and ensure community preparedness are consistent with the City's goal of promoting Organizational Excellence and to provide the best possible service to our citizens. Cal Is by District 174 City of Stillwater - 1 rill; [ity of Grant - 93 MayTowriiship- fig Stillwater Township - 122 ■ Mutual Aid - 29 Annual Run Response Trend 1..913 i 1,821 2017 201a 2019 Mutual Ail 24 17 21 19 t 2017 2010 2019 ■ Given ■ Received June 2020 27 Property Save vs. Loss 516,000,000.00 514,000,000.00 Si zrarrorntyo $1.%000,000.00 $8,000,000.00 $6.000,000.00 $4,000,900. 0 $2,0o0,800i00 ,W +. Property and Cad tent Saved ■ Property and Content Loss 2017 2018 2019 56,999,000,00 514,891,300.00 513,6713,523.0(3 5561,301130 $1,193,700.00 $947,580.00 Est estimates are derr.edFrom property taw reevdsfrom tlbrWasForgton County Propesr, Records and Taxpayer Sr imam Future Challenges and Opportunities Staffing, community growth and special events are challenges facing the Fire Department and is a major concern now and into the foreseeable future. The volunteer paid -on -call deployment model and providing consistent, well trained, staff is an issue not unique to SFD and is a local as well as a nationwide concern. In addition, the continued growth and expansion of our community and the addition of several new senior and assisted living facilities continue to add risk and to the call volume SFD is experiencing. Special events and the pressures of large transient crowds increase risks placed on emergency response and continues to grow. Program Output Indicators 2014 2015 2016 2017 2018 2019 Total Calls for Service 1,815 1,838 1,826 1,913 1,821 2,041 June 2020 28 Police Mission To maintain and enhance the quality of life and public safety in Stillwater by working with the community, enforcing laws and ordinances in a professional manner. Department Organization PATROL Patrol Sergeants., (4 FTE) Police Chief (1 FTE) Captain (1 FTE) INVESTIGATIONS Patrol (12 FTE) 111 • Police Reserves (14) Investigative Sergeant (1 FTE) Investigators (2 FTE) SUPPORT SERVICES Community Resource Officer (1 FTE) Community Service Officer (1 FTE & 3 Seasonal) Parking Officer (1 FTE) Data Specialists (2 FTE) Budget Update (Unaudited) The financial information shown only reflects expenditures and does not include any offsetting revenues. Description Appropriation Actual Personnel Services $ 1,632,681.00 $ 1,573,386.96 Supplies $ 47,300.00 $ 35,999.12 Services and Charges $ 298,045.00 $ 267,660.23 Miscellaneous $ 10,500.00 $ 10,337.22 Total $ 1,988,526.00 $ 1,887,383.53 Program Descriptions & Goals Primary programs are Patrol, Investigations, and Administration. Other programs include Parking Enforcement, Event Security, Crime Prevention, SWAT, K-9, Animal Control, Emergency Management, and School Resource Officer. ❖ Patrol: Calls for service (14,000 per year); Traffic Enforcement. June 2020 29 ❖ Investigations: Investigate cases (each investigator has 15-30 cases to investigate at any time); School Resource Officer (divides time between Jr. High and Juvenile investigations). Computer Forensics. ❖ Administration: Records requests; Background checks; budgeting and finance; logistics; planning; Firearms Purchase Permits, maintaining and monitoring various databases. ❖ Crime Prevention: Night to Unite; Neighborhood Watch; Crimes against the Elderly; Bike Rodeo; Internet Safety, Toys for Tots, Coffee with a Cop, Social Media - Facebook. ❖ Parking Enforcement: Oversee City parking infrastructure (ramp, lots, on -street parking), enforce parking ordinances. ❖ Event Security: Provide planning and staffing public safety for majority of events occurring in City. Program Accomplishments and Results, Special Awards, Recognitions ❖ Conducted first Level 3 Predatory Offender meeting ❖ Navigated officer involved deadly force incident ❖ Conducted complex missing person case that was community sensitive ❖ Handled several opioid overdoses, including two fatalities Future Challenges and Opportunities ❖ Remodel of Police Department 75% complete. Main level still needs some upgrades/repairs. Lower level (locker rooms) to be completed 2020. ❖ Overall Staffing: This is our #1 issue/challenge. 50% of our shifts are staffed by two officers, in a city of 20,000+, 2,000,000+ visitors, and increasing events. Federal grants for police officers are no longer available. Calls for service continue to become more serious. This is a trend, at our current staffing levels, that is alarming and will have serious ramifications in the future. ❖ Succession Planning: The Chief of Police will be retiring in 2020 so naming an interim Chief, developing a process and identifying candidates will be required. June 2020 30 Legal Services Mission To provide the best quality legal services in the most efficient and professional manner. Budget Update (Unaudited) Description Appropriation Actual Personnel Services $ 0.00 $ (2,157.98) Supplies $ 0.00 $ 0.00 Services and Charges $ 196,111.00 $ 199,919.25 Miscellaneous $ 0.00 $ 0.00 Total $ 196,111.00 $ 197,761.27 Legal services are divided into three parts: Retainer, Non -Retainer and Pass -Through. Retainer services include offering routine legal advice, preparing ordinances, review of legal documents and contracts, conducting training for all boards and commissions as requested and attending all meetings of the Council or other meetings as requested. The Retainer fees are capped at $75,000 per year. LeVander, Gillen & Miller, P.A. began representing the City of Stillwater on July 15, 2018 therefore this report covers 5Y2 months of services. Non -Retainer services include condemnation, litigation and special economic development matters. LeVander et al. are paid an hourly rate of $155/hour for these services and these are not capped. Pass -Through services include development agreements for private development. LeVander et al. are paid $205/hour for these services and these are not capped, but are typically recaptured with development fees charged to the developer. A total fee summary of the 3 services is shown below: TYPE OF SERVICE HOURS FEES Retainer 753 $77,544 Non -Retainer 703 $108,003 Pass -Through 50 $8,574 TOTAL 1506 $194,121 How the hours break down by department is shown below: Hours by department an ol !r eu,,!e a we1., o.12 m w n la June 2020 31 The fees by department are shown in this pie chart: Fees by Department Oir lopraenl s ee:x• Man 5za st9 SSAPP ryear sus? PD 52.571. fire suss ppDW War9a 719 Pick AR. Watee lo.r6 S4.490 SEAM '.. item Dowd $Lsw The remaining pie charts show how the Administrative fees, Community Development fees, Litigation fees and Pass -Through fees were allocated by project. Fe. Spin. l.. forfeit swel l.fu WAS SASS au Admin. Fees wnw a.9.enre Wig LiligaD0el Feel r.er A�w. w..4 ewY nr9 s wednr SLIM 51.0.3 Comm. Dev. Fees erpyy Ss. CC*4elee SLOSS Development Projects June 2020 liwater THE BIRTHPLACE OF MINNESOTA PLANNING REPORT DATE: July 1, 2020 CASE NO.: 2020-21 TO: Mayor & Council Members APPLICANT: City of Stillwater REQUEST: Comprehensive Plan Amendment for Southwest Annexation Area FROM: Bill Turnblad, Community Development Director BACKGROUND The City of Stillwater's 2040 Comprehensive Plan identifies the 35.3 acres of property owned by Central Commons, LLC adjacent to the southwest corner of the City as a potential annexation site. It is referred to as Site G and is guided for Highway Mixed Use Development. Central Common's plans are generally consistent with that guidance. However, now that annexation of the site is imminent, there are several related elements of the 2040 Plan that will need to be updated. f 0 2040 Comprehensive Plan - Site G Location Map Lakeview Hospital !1¢vr aucrL sT. ...KM- LT ■YIi BIIL 47, Highway'36 Mixed. se 0 • ( . ,cr ....... .. ...ter R. • Figure 2.4: Land Use Study Areas O YAK 2Aba 400 Feet s; PLAN 01 517LLti4ALLK Fr 2-12 Those related updates include adding the 35.3 acres to the Future Land Use Map; revising growth assumptions for the City's vacant and underdeveloped properties; extending the Metropolitan Urban Service Area (MUSA) to include the property; and revising the Traffic Analysis Zone (TAZ) map and table to show the expected changes in population and employment. Comp Plan Amendment July 1, 2020 Page 2 SPECIFIC REQUEST 1. Amend Figure 2.11: Future Land Use map by adding the subject property with the Highway Mixed Use classification. 2. Amend Table 2.2: Future Land Use by adding the acreage that the subject property contributes to the various applicable land use categories. 3. Amend Table 2.5: Projected Growth Assumptions - Housing, and 2.6: Projected Growth Assumptions - Employment. 4. Amend Figure 9.8: Transportation Analysis Zones to include subject property. 5. Amend Table 9.8: Projected Growth by TAZ to include updated population and employment data for TAZ 2355. 6. Amend Page 10-3, Sanitary Sewer & Waste Water, by including the subject property in the MUSA, and by adding a Figure 10.4 mapping the boundary of the MUSA. DETAILS 1. Amend Figure 2.11: Future Land Use map by adding the subject property with the Highway Mixed Use classification. Excerpt of current Future Land Use Ma J 1 1 ., -:,9 - - .o.ay: . ❑s gib .......�'S.--....36... ti HMU property being added 1 State Hwy 36 HN Figure 2.11: Future Land Use u co .,mo e,oao Feet Pt AN 01 STILL'l'.t11•k Comp Plan Amendment July 1, 2020 Page 3 2. Amend Table 2.2: Future Land Use by adding the acreage that the subject property contributes to the various applicable land use categories. Table 2.2 Future Land Use 2030 2040 Comp. Camp Plan Plan Land Use Land Use change Future Land [Use (acres) lacneal in Acres Very Low Density 1iesidentia] 0.00 11 ti.OF1 1 J&116 Low Density Residential 1.532.911 1,38243 -15050 Low/Medium 937.88 353_S7-54.132 Density Residential Medium Density 143.00 155.63 12.63 Residential High density 72 32 72.32 0.00 Residential Neighborhood 13.17 2291 14.74 Commercial Community. 160_70 24.13 -13552 ComigNiel Comp Plan Amend. Highway Mime 0.00 13&53 136.53 +30.4Q Lisa Downtown Mizell 45.45 44.35 41.60 Lisa Business Park/ 105.47 105.47 OA0 industrial Research, Development Park 94.59 92.99 -1.60 institutional 101.79 124.71 2292 Park, Her or Open 770.77 824.15 53.39 Space Marina 15.79 15.96 0.11 Open Waded 956.74 955.66 -1.67 WeNands 385.65 1172.13 -13.43 +4. R Total• 5,82136 5,32130 0.110 +35.3 3. Amend Table 2.5: Projected Growth Assumptions - Housing, and 2.6: Projected Growth Assumptions - Employment. Tables 2.5 and 2.6 show growth assumptions for vacant and underdeveloped properties within the City. They need to be edited to include the western 35.3 acres of Site G. The table amendments are included as attachments. The 200 planned apartment units on the site are expected to be completed in 2022 and at Metropolitan Council's rate of 2.2 people per apartment unit, that would generate an estimated population of 440 at full occupancy. Using the Metropolitan Council's standard calculation models, the employment projected for the property ranges from 169 to 338 people. This is reflected in Table 2.6. But, the projection that the Metropolitan Council staff is comfortable with is 200 at build -out. This represents typical expected numbers for commercially developed property. It is not specific to Central Commons. So, 200 is the number used in the Traffic Analysis Zone table in Item 5 below. The developer on the Comp Plan Amendment July 1, 2020 Page 4 other hand believes the property could sustain up to 540 jobs with 300 at Hy-Vee alone. 4. Amend Figure 9.8: Transportation Analysis Zones to include subject property. On this map, the city limit will need to be revised to include the subject property. Figure 4,8; Transportation Analysis Zones 0 1ACO Laou 4000 Feet 61 u61 PLAN. Of ST1 LLWATL E. 1.1 Property to add to TAZ map 5. Amend Table 9.8: Projected Growth by TAZ to include updated population and employment data for TAZ 2355. The preliminary plans for the Central Commons property include a 200 unit apartment building, a 4,500 sf convenience store with gas sales, a 95,000 square foot grocery, and two 5,000 square foot retail buildings all with expected occupancy dates in 2022. In addition two outlots with a total of 6.34 acres of developable land will be available for commercial development at some time in the future. Therefore, the data for the portion of TAZ 2355 being annexed with Central Commons would need to be entered into Table 9.8. That data is as follows: 2030 2040 Population Households Employment Population Households Employment 440 200 200 440 200 200 6. Amend Page 10-3, Sanitary Sewer & Waste Water, by including the subject property in the MUSA, and by adding a Figure 10.4 mapping the boundary of the MUSA. On Page 10-2 and 10-3 of the Water Resources Chapter there is a section entitled Sanitary Sewer & Waste Water. It reads: Comp Plan Amendment July 1, 2020 Page 5 Sanitary Sewer management is an important aspect of our urban environment. Citizens in today's cities generate significant amounts of waste. The proper disposal and management of these waters is critical for the maintenance of public health, the protection and preservation of our water resources, and the area's future growth. The Metropolitan Council Environmental Services (MCES) operates the metropolitan - wide sewer system and requires that the city submit a Sanitary Sewer Plan as part of the comprehensive plan update every ten years. The plan is reviewed to ensure conformance with MCES's 2040 Water Resources Policy Plan and the Metropolitan Council's Thrive MSP 2040 to ensure that the Council's regional wastewater system has adequate capacity to serve the future needs of the region. Conformance for wastewater means that, within the Metropolitan Urban Service Area, communities are meeting the overall density expectations identified in Thrive MSP 2040. City staff proposes to add a paragraph to this section. It would read as follows: The entire City of Stillwater lies within the Metropolitan Urban Service Area (MUSA). And as annexation of Site G (see Page 2-15 to 2-16) occurs, the MUSA area will need to expand to include the site. Consequently, the Comprehensive Plan Amendment adopted by the city in 2020 expands the MUSA to include the property shown in Figure 10.4. Figure 10.4 - 2020 Addition to MUSA a) C Highway 36.11 m T1 Subject Property Municipalities STILLWATER GRANT LAKE ELMO OAK PARK HEIGHTS STILLWATER TOWNSHIP Comp Plan Amendment July 1, 2020 Page 6 REVIEW TIMELINE The City Council decision on this case needs to await the receipt of comments from surrounding jurisdictions. So, the public hearing for this Comprehensive Plan Amendment could have been delayed until August 4th when the hearing for Central Commons is scheduled for the City Council. But, that hearing will be so complex that any discussion on the Comp Plan Amendment would likely be marginalized. So, City staff chose to hold the public hearing for this case separate from the Central Commons case. RECOMMENDATIONS Planning Commisison The Planning Commission held a public hearing on this case in June and unanimously recommended that the City Council approve it. City Staff Staff recommends opening the hearing, receiving public comment, closing the hearing, discussing the case, but then tabling decision until August 4th. Attachments: Review timeline for Central Commons Long Term Service Areas Map (aka MUSA Map) Table 2.5 Table 2.6 bt Central Commons Review Timeline Revised July 1, 2020 March 11 City submits hearing notice to Gazette for HMU Zoning District Ordinance. March 12 Technical review meeting on Central Commons March 23 City submits EAW to EQB staff for publication in the EQB Monitor. City distributes EAW to reviewing agencies and publishes in a local newspaper that the EAW is available for review and comment. March 30 EQB Monitor including Central Commons EAW published by EQB. April 1 City submits Central Commons public hearing notice to Gazette. April 3 City mails certified notices of annexation hearing. City mail notices of public hearing for Central Commons. April 22 Planning Commission holds public hearing for Case 2020-09 (HMU Zoning District Ordinance). Planning Commission holds public hearing on Central Commons. Note: Planning Commission recommendations to the Council will be conditioned upon a negative declaration for the EAW and final approval of annexation ordinance by chief administrative law judge. April 27 Park Commission reviews Central Commons. April 29 End of EAW review and comment period. April 30 Developer tabled case to re -submit EAW addressing greenhouse gasses more thoroughly June 1 City submits new EAW Abstract to Environmental Quality Board (EQB) and Press Release/Public Notice to local newspaper June 8 EQB Monitor published — 30 day EAW comment period begins June 24 Planning Commission review of Comprehensive Plan Amendment June 30 Distribution of Comp Plan Amendment to surrounding jurisdictions for 60-day review July 7 City Council holds hearing on Comprehensive Plan Amendment Note: Final action on the Comp Plan Amendment can not be made until: 1) after the 2nd EAW comment period ends and a negative declaration is made or an EIS is completed; and 2) after the 60 day jurisdictional review is completed. July 8 2nd EAW comment period ends July 13-24 2nd EAW comments reviewed and addressed by city and developer July 21 City Council work session re: Infrastructure cost -sharing (Not yet confirmed by Council — confirmation expected at the June 16 Council meeting.) Aug 4 City Council decision on EAW. City Council decides on Comprehensive Plan Amendment (if jurisdicational review is complete). City Council holds public hearing/1' reading of HMU Zoning District Ordinance. City Council holds public hearing on adoption of annexation ordinance. City Council holds public hearing on Central Commons preliminary plat. Note 1: City Council cannot take action on the Central Commons preliminary plat until either they find that an EIS is not necessary, or an EIS is completed. Note 2: Since the annexation is not final until the chief administrative law judge signs off on the annexation ordinance, all Council actions for Central Commons will be conditioned upon final approval of the annexation ordinance by the administrative law judge. Note 3: City Council can only make a final decision on Comp Plan Amendment if the jurisdictional review is completed early. If it takes its full 60 day course, then the decision on Aug 4 must be conditioned upon Council review of comments at its Sept 1st meeting. Aug 18 City Council holds 2nd reading of HMU Zoning District Ordinance. City Council holds 2nd reading of rezoning for Central Commons City Council holds 2nd reading of Annexation Ordinance Aug 19 City submits annexation petition to the Municipal Board Aug 30 End of 60-day jurisdictional review for Comp Plan Amendment Aug 28 Developer submits final PUD and final Plat application to City Sept 1 City Council consideration of any jurisdictional review comments of substance. Final action on Comp Plan Amendment and adoption of Resolution authorizing submission to the Metropolitan Council Sept 2 Submission of Comp Plan Amendment to the Metropolitan Council Note: Annexation must be approved by administrative law judge prior to submittal of Comp Plan Amendment to the Metropolitan Council. Sept 23 Planning Commission holds hearing for Final PUD and Final Plat Oct 19 Met Council's Community Development Committee reviews Comp Plan Amendment Oct 20 City Council holds public hearing on Final Plat and Development Agreement Note: Council decision contingent upon Met Council approval of Comp Plan Amendment Oct 28 Met Council's Council reviews Comp Plan Amendment Nov 2 Deadline for Met Council action on Comp Plan Amendment Nov 3 First possible date for pre -construction conference Regional Wastewater System Long -Term Service Areas City of Stillwater, Washington County Grant Lake Elmo 0 Stillwater Twp. ( Stillwater C j i. / @W3 [ 0.5 / I Baytown Twp. 2 Miles • Existing MCES Treatment Plants Existing Interceptors Gravity L_--i Forcemains Outfall County Boundaries j---- I City and Township Boundaries NCompass Street Centerlines Lakes and Rivers Treatment Plant Service Areas Current Rural Centers Metro Blue Lake Seneca Empire Eagles Point St. Croix Valley Hastings Rogers � East Bethel Potential J eel r i i 1 1 I o 2 Shakopee Mdewakanton Sioux Community Scott Co. Urban Expansion Scott Co. Rural Center Expansion Wildlife Mgmt. Area Orderly Annexations Rural Centers Pre-2030 Blue Lake Pre-2030 Rural Centers Post-2030 Blue Lake Post-2030 Empire Post-2030 Table 2.5: Projected Growth Assumptions By Phase - Housing Growth Areas Highway 36 Mixed Use Net Developable Acres * Acres Percent Residential Percent Net Developable Acres * (Residential) Acres Density Range Min Max Phasing of Net Developable Acres 2020 2030 2040 Number of Housing Units (Min) ** 2020 2030 2040 Number of Housing Units (Max) ** 2030 2040 2020 Mixed Use 136.53 30% 40.96 12 25 0% 35% 25% 0 172 295 0 358 614 Lakeview Hospital (existing site) Acres Percent Min Max 2020 2030 2040 2020 2030 2040 2020 2030 2040 Medium Density Residential 12.63 100% 12.63 6 14.5 20% 30% 50% 15 38 76 37 92 183 Downtown Redevelopment Acres Percent Acres Min Max 2020 2030 2040 2020 2030 2040 2020 2030 2040 Mixed Use 4.84 30% 1.45 25 50 0% 100% 0% 0 36 36 0 73 73 Site A Acres Percent Acres Min Max 2020 2030 2040 2020 2030 2040 2020 2030 2040 Research, Development Park 66.52 0% 0.00 0 0 70% 20% 10% 0 0 0 0 0 0 Site B Acres Percent Acres Min Max 2020 2030 2040 2020 2030 2040 2020 2030 2040 Low/Medium Density Residential 15.46 100% 15.46 5 9.7 50% 50% 0% 39 77 77 75 150 150 Medium Density Residential 11.90 100% 11.90 6 14.5 50% 50% 0% 36 71 71 86 173 173 Acres Percent Acres Min Max 2020 2030 2040 A 2020 2030 2040 2020 2030 2040 Neighborhood Commercial 9.78 0% 0.00 0 0 25% 25% 50% 0 0 0 0 0 0 ite D Acres Percent Min Max 2020 2030 2040 2020 2030 2040 2020 2030 2040 Low Density Residential 21.99 100% 21.99 1 4.4 25% 25% 50% 5 11 22 24 48 97 Low/Medium Density Residential 21.15 100% 21.15 5 9.7 50% 25% 25% 53 79 106 103 154 205 Site E ilkAcres Percent Acres Minab Max 2020 2030 2040 2020 2030 2040 2020 2030 2040 Low/Medium Density Residential 20.46 100% 20.46 5 9.7 75% 25% 0% 77 102 102 149 198 198 Medium Density Residential ite F Very Low Density Residential Vacant Land 25.65 100% 25.65 118.73 6 14.5 'IhlAIMM Max 0.3 1 75% 25% 0% 115 154 154 279 -Imr2030 372 372 11, Acres 118.73 'ercent 100% 2020 I I 2040 2020 2030 2040 020 040 0% 0% 0% 0 0 0 0 0 0 cres PercentAcres i Max 0.3 1 2030 2040 2020 2030040 2020 2030 2040 Low Density Residential 4.13 100% 4.13 30% 40% 30% 0 1 1 1 3 4 Low/Medium Density Residential 8.35 100% 8.35 5 9.7 30% 40% 30% 13 29 42 24 57 81 Medium Density Residential 0.94 100% 0.94 6 14.5 100% 0% 0% 6 6 6 14 14 14 Total 479.07 - 303.81 - - - - - 359 777 988 792 1,691 2,164 Met Council Growth Projections (Net): *** 770 1,370 1,970 770 1,370 1,970 Differential: -411 -593 -982 22 321 194 Notes: Table 2.6: Projected Growth Assumptions By Phase - Employment Growth Areas Net Developable Acres * Percent Employment Net Developable Sq.Ft. FAR Emply. Per sq.ft. Phasing of Net Developable Acres Number of Jobs (Min) ** Number of Jobs (Max) ** Highway 36 Mixed Use Acres Percent sq.ft. Min Max sq.ft. 2020 2030 2040 2020 2030 2040 2020 2030 2040 Mixed Use 136.53 70% 4,163,058 0.25 0.5 1,000 0% 35% 25% 0 364 624 0 729 1,249 Downtown Redevelopment Acres Percent sq.ft. Min Max sq.ft. 2020 2030 2040 2020 2030 2040 2020 2030 2040 Mixed Use 4.84 70% 147,631 0.5 2 1,000 0% 100% 0% 0 74 74 0 295 295 Site A Acres Percent sq.ft. Min Max sq.ft. 2020 2030 2040 2020 2030 2040 2020 2030 2040 Research, Development Park 66.52 100% 2,897,766 0.25 1 1,000 70% 20% 10/° ° 507 652 724 2,028 2,608 2,898 Site C Acres Percent sq.ft. Min Max sq.ft. 2020 2030 2040 2020 2030 2040 2020 2030 2040 Neighborhood Commercial426,023 9.78 100 % 0.25 0.5 1,000 25 /° 25 /° 50% 27 53 107 53 107 213 Total 217.67 - 7,634,478 - - - - - - 534 1,143 1,529 2,082 3,738 4,655 Met Council Growth Projections (Net): *** 600 1,200 1,600 600 1,200 1,600 Differential: -66 -57 -71 1,482 2,538 3,055 * The net developable acres exclude wetlands and right-of-way. ** The total number of jobs projected in a time horizon (i.e., 2020, 2030 and 2040) is cumulative from the previous time bin. *** The growth projection determined for 2020 was determined by using 2017 Census job estimates (10,100 jobs). Event Date(s) Event 2020 Events Location of Event August Every Tuesday 8/5 & 8/19 8/7-8/8 8/28-8/29 September 9/2, 9/16 & 9/30 9/4 - 9/7 October 10/3-10/4 10/10 - 10/11 10/15 - 10/31 Summer Tuesdays Drive-in Cruisin' on the Croix Car Show Relay for Life Lift and Loop Celebration Cruisin' on the Croix Car Show Lift Bridge Brewery Mini -Donut Beerfest Rivertown Art Festival Harvest Fest Haunted History Trolly Tours Lowell Park Parking Lots 8b, 9, 10 Lowell Park Chestnut Street Plaza Parking Lots 8b, 9, 10 Tower Drive Lowell Park Lowell Park Route through City August 2020 September 2020 August 2020 Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa 1 1 2 3 4 5 2 3 4 5 6 7 8 6 7 8 9 10 11 12 9 10 11 12 13 14 15 13 14 15 16 17 18 19 16 17 18 19 20 21 22 20 21 22 23 24 25 26 23 24 25 26 27 28 29 27 28 29 30 30 31 SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY Jul 26 27 28 29 30 31 Aug 1 Farmer's Market 2 3 4 5 6 7 8 I Summer7 Tuesdays Drive In Cruisin the Croix I L Car Show I I Relay for Life Farmer's Market 9 10 11 12 13 14 15 Farmer's Market Summer Tuesdays Drive In 16 17 18 19 20 21 22 Farmer's Market Summer Tuesdays Drive In Cruisin the Croix Car Show 23 24 25 Summer Tuesdays Drive In 26 27 28 29 Lift and Looq Celebration I Farmer's Market 30 31 Sep 1 2 3 4 5 Beth Wolf 1 6/30/2020 1:12 PM September 2020 Su Mo September 2020 October 2020 Tu We Th Fr Sa Su Mo Tu We Th Fr Sa 1 2 3 4 5 1 2 3 6 7 8 9 10 11 12 4 5 6 7 8 9 10 13 14 15 16 17 18 19 11 12 13 14 15 16 17 20 21 22 23 24 25 26 18 19 20 21 22 23 24 27 28 29 30 25 26 27 28 29 30 31 SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY Aug 30 31 Sep 1 2 3 4 5 Cruisin the Croix Car Show Lift Bridge Brewery Min -Donut Beerfest Farmer's Market 6 7 8 9 10 11 12 Lift Bridge Brewery Min -Donut Beerfesi Farmer's Market Labor Day 13 14 15 16 17 18 19 Cruisin the Croix Car Show Farmer's Market 20 21 22 23 24 25 26 Farmer's Market 27 28 29 30 Oct 1 2 3 Cruisin the Croix Car Show Beth Wolf 2 6/30/2020 1:12 PM October 2020 Su Mo TOctober 2020 November 2020 u We Th Fr Sa Su Mo Tu We Th Fr Sa 1 2 3 1 2 3 4 5 6 7 4 5 6 7 8 9 10 8 9 10 11 12 13 14 11 12 13 14 15 16 17 15 16 17 18 19 20 21 18 19 20 21 22 23 24 22 23 24 25 26 27 28 25 26 27 28 29 30 31 29 30 SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY Sep 27 28 29 30 Oct 1 2 3 Fall Art Fair Farmer's Market 4 5 6 7 8 9 10 Fall Art Fair Harvest Fest Farmer's Market 11 12 13 14 15 16 17 Harvest Fest Haunted History Trolley Tours Farmer's Market 18 19 20 21 22 23 24 I Haunted History Trolley Tours Farmer's Market 25 26 27 28 29 30 31 i 1 Haunted History Trolley Tours Farmer's Market Beth Wolf 3 6/30/2020 1:12 PM Trunk Highway(TH) 36 and Manning Avenue/County State Aid Highway (CSAH) 15 Stillwater City Council Project Update July 7, 2020 Nathan Arnold Project Manager Washington -County Presentation Topics • History • Goals • Overview • Schedule • Right of Way & Maintenance • Financials • Next Steps Washington .County LAKE ELMO 4.4.3.57 LAKE SHIP WOODBURY STILLWATER CSAH 15 (Manning Ave NJ & Hwy 36 - Interchange Stillwater, Stillwater Twp, Grant & Lake Elmo Appendix B Washington .-County Current Traffic: TH 36: 30,700 vehicles per day (vpd) Manning Ave (North) = 17,000 vpd Manning Ave (South) = 500 vpd 2040 Forecasted Traffic: TH 36: 58,000 vpd Manning Ave (North) = 17,400 vpd CSAH 15 - South Segment= 14,500 vpd Why do we need to do something? intersection is approaching its full capacity (long delays/ frustrations) 56 Reported Crashes (2011 to 2015) 1 Fatality Intersection ranked 75 (out of 8,000) based on statewide crash cost comparisons 20% increase in traffic expected by 2040 If we do nothing... Delays will become intolerable Traffic trying to turn onto Manning will spill back onto Hwy 36 Crashes will likely increase History • Four Lane Divide Expressway Vision • Poorly functioning at -grade • One of three at grade signals from I-35W to Washington/ Norell Ave Washington :-� County Legend x,xxx x,xxx - Existing 2018 - Future 2040 NOTE: Future traffic volumes do not account for potential development areas shown. 41 W 33,000 Developer -Owned STILLWATER 14,500 STILLWA "" TW P Developer - Ow e.II A. 25% OAK PARK HEIGHT Goals • Improve Capacity, Safety, and Operations • Maintain/Improve Local Access • Constructible Financially Responsible Project • Maintain Federal Requirements for n:'m• North Frontage Road Connection Maintain multiuse trail connection • Maintain Tong -term transportation goals Washington :-� County AUMMIT Brown's Creek Watershed District Preserving the Integri W of the watershed for Future generations m TJIA N SP O RTA T 16N US. Department of Transportation Federal Highway Ad m in ist rati an ■ trill1R400il Els GOLF COURSE • Lakeview Hospital 14eahhPanwm• THE CITY OF LAKE ELMO M Overview • Stakeholder Involvemen • Project Management Team (PMT) (MnDOT, County, FHWA) — Monthly Meetings • Local Advisory Team (LAT)— PMT + Cities, Watershed, Met Council • 3 Open Houses • 2 Developers • Water Reuse • House Bonding Tour • Senate Bonding Tour Overview • Interchange Study 20+ A ternatives Screen Further Analysis of 5 Recommended Alternative • Preliminary Design Design • 30 MnDOT Approved Layout • Final Desi ' n 30% to 60% Project Schedule Today Washington County 2017 2018 2019 20Z 2021 CONCEPTUAL DESIGN & TRAFFIC ANALYSIS PRELIM. DESIGN AND ENVIRONMENTAL DOC. FINAL DESIGN & RIGHT OF WAY BIDDING CONSTRUCTION Right of Way & Maintenance - Anticipated Washington .-vCounty 11111111.116 I I I LEGEND HNDOT OWNED RIGHT OF WAY CITY OF STILLWATER OWNED RIGHT OF WAY CITY OF LAKE ELMO OWNED RIGHT OF WAY WASHINGTON COUNTY OWNED AIGHT OF WAY G EB THA36 t SW RAMF 9 HP .. F EL, Q NB MANNING ,AVE 1 LE RAMP E NE L00Ps � E Eli LINDEN AVE N AST"a'siG Roil":As PLACED eASED wl� Toe OFSLOPE MO 11.1, A- °ITx. _ � ALL MALL RESORTS MERE kEPSDPEP FPOM ' THE HIGHEST POINT DASEP Ox 1HE EN151ixD Interchange Concept: Nat for Construction - Looking North East Bridge -tall Concept: Not for Constr'on - Loot/ North West Financials — Secured Funding • $7 Million Met Council Regional Solicitation • $10 Million Transportation and Economic Development (TED) State Grant • $5 Million MnDOT Mobility Funds • Still seeking additional funding Washington :-� County Financials — Cost Participation per_.. cG Grant RW , Stillwater Stillwater Township Key Per Washington County Cost Participator Policy County City of Stillwater/County City of Lake Elmo City of Stillwater (or township) CountyfMnDOT �\\,\\ City Limits RW# - Retaining Wall Traffic Signal Washington .-County 11 Financials — Cost Participation \ \WA\ \\\\\\ \\\\\\ \,,,\ \\\\WA\ \\\\ Stillwater Township Washington County 12 Financials • Costs • City Project Costs - $3,489,481 • Manning Avenue South including retaining walls • Design & Construction Engineering • Total Cost (After applying secured funding) • City of Stillwater - $2,367,116 — 24% • Washington County - $6,393,406 — 64% • City of Lake Elmo - $1,194,874 — 12% Washington .County Financials Costs • Lobbying for $3M in State Bonds • If secured, City of Stillwater cost would be reduced to $1,653,800. Washington .County Next Steps • Resolution of support • Finalize on plans/costs • Cost and maintenance agreements • Advertise and Construct Washington .County Washington -County .1.4111S THE •IfTN►LAC[ 0f IIIMNIf Oil EVENTS PERMIT APPLICATION 216 North 4th Street, Stillwater, MN 55082 Telephone: 651-430-8837 Fax: 651-430-8810 Incomplete applications or applications received after deadline will not be accepted. See Event Instructions for application deadline and fees. Date of Application: 6.22.20 Office Use Only Date Application Received Type: Event Special Event Event w/ Contract Event Information Title/Name of Event Lift Bridge Brewery Mini -Donut Beerfest Event Date/Time: Set up: Date 9.3.20 Time 12:00pm to B:OOpm Actual Event: Date 9.4.20 - 9.7.20 Time 12:00pm to 8:00pm Clean up: Date 9.8.20 Time 8:00am to 3:00pm (Events after 10:00 p.m. require a variance from City Council` Location (Address) of Event: (If in Lowell Park please specify north or south Lowell park) 1900 Tower Drive West Description of Event (please be specific - this information will be used to promote the event on the City of Stillwater website) Multi -Day event with a Minnesota State Fair theme featuring sales of Lift Bridge Bini-Donut beer as well as several food and non-food vendors who are normally featured at the MN State Fair. Some live music and carnival games. All aspects of event, including attendance and gathering areas, will be adjusted per State of MN Dept of Health guidelines. Beer sales and Event Attendance will be ticketted to limit the attendees. Additional area is being requested in order to be spread out to accomodate socially distancing guidelines. Estimated Attendance (participants and spectators): 1000 each day Applicant Information (Person/Group Responsible) Sponsoring Organization Name: Lift Bridge Brewery Mailing Address: 1900 Tower Drive West City, State, Zip Code: Stillwater, MN 55082 Primary Contact/Applicant Name: Brad Glynn Phone Number: 651.303.1657 Fax: Cell Phone: Email Address: brad@liftbridgebrewery.com Website Address: www.liftbridgebrewery.com Name of contact person during event: Brad Glynn Cell Phone: 651.303.1657 Alternate contact during event: Robin McDermott Cell Phone: 651.571.6219 Refer media or citizens inquires to: Christina Underkoffler Phone: 888.430.2337 Site Plan: A site plan is mandatory for all events. Please provide a map of the site layout. Include any tables, stages, tents, fencing, portable restrooms, vendor booths, trash containers, etc. If event involves a parade, race or walk, please attach a route map highlighting route. Include rest stop stations, crossings, signage and indicate route direction with arrows. Event Feb A 1�: (10) 7x3' on moveable racking Will any signs/banners be put up No • Yes ® Number and size: Will there be any inflatables? No i7..I Yes • Insurance certificate from rental vendor is required Live Music Fees for electricity may Will there be entertainment? No • Yes le What type: apply see Instructions 12pm-8pm Will sound amplification be used? No • Yes ® Hours and Type: 80x40 tent, 10x20 stage Will a stage or tent(s) be set up? No • Yes e Dimensions: Will there be temporary fencing? No • Yes ►iI How many 4 each day Fees for electricity may Will merchandise/food items be sold? No E Yes ® apply see Instructions vendors expected: Will food be prepared on site? No ❑ Yes ® Contact Washington County Health Department, 651-430-6655 Will cooking operations be conducted? No ❑ Yes ►2 Contact Stillwater Fire Department 351-4950 Will alcohol be served but not sold? No ® Yes ❑ See Alcohol Regulations in the Instructions Will alcohol be sold? No ■ Yes le See Alcohol Regulations in the Instructions Will there be a fireworks display? No �i Yes • Permit required, contact Stillwater Fire Department, 651-351-4950 Describe power needs and location of power source. None; we will be providing a generator for vendor use. Describe level of advertisement (ie, radio, flyers, ads, tv, press release). Attach sample if available Social Media and word of mouth. Links to ticket platform. City Services (After reviewing the event application, City services may be requried for the event.) Will event use, close or block any of the following: If yes specify location on site map. City Streets or Right-of-way No ❑ Yes ® Start/End Time: 12pm / 12pm Date:9.3.20 / 9.8.20 City Sidewalks or Trails No ►1 Yes ❑ Start/End Time: Date: Public Parking Lots or Spaces No ►1 Yes • Start/End Time: Date: Fees may apply Will event need barricade(s)? No ■ Yes l:i Number needed: 4 - class III, 4 - jersey see instructions Fees may apply Will extra picnic tables be needed? No e Yes IN Number needed: see instructions Fees may apply Will portable restrooms be needed? No ►1 Yes INNumber needed: see Instruction!uctiom Fees may apply. Will extra trash receptacles be needed? No ® Yes ■ Number needed: Instructions see Describe trash removal and cleanup plan during and after event: Contract with Maroney's for additional receptacles and use existing dumpsters Will event need traffic control? No 15 Yes IN Contact Stillwater Police Department for assistance, 651-351-4900 Describe crowd control procedure to ensure the safety of participants and spectators: We will have staff at either side of the event on the street directing traffic during event hours in addition to signage for driving / parking. Event will be ticketed entry and cusotmers ID's and wristbanded. Private security and staff will be onsite for additional crowd control resources. Private sleacing crew will be constantly cleaning and sanitizing all surfaces, bathrooms, and picnic tables. Fees may apply see instructions "No Will Parking Signs" be needed? No Ffl Yes • Number needed: Show location(s)onsite map Will event need security? No fg1 Yes ■ If event is overnight, security will be required. If using private secruity, list Security Company and Contact Information: SSI - Mark "Sam" Ehlenz, Cell: 651-248-4013, Office: 651-439-8440 Will event need EMS services? No C/ Yes • Contact Lakeview EMS, 651-430-4621 Describe plans to provide first aid, if needed: Staff will triage and call EMS if needed. Describe the emergency action plan if severe weather should arise: Cancel event and refund tickets with reasonable notice of storm. Shelter in brewery if there is no time to disperse crowd safely. List any other pertinent information: Please see attached map; we will be talking to all of our neighbors for approval also. The sponsor(s) of this event hereby agrees to save the City, its agents, officials and employees harmless from and against all damages to persons or property, all expenses and other liability that may result from this activity. Depending on the size of and scope of the event a "Certificate of Insurance" may be required. If insurance is required, the policy must be kept in force during the event of at least the statutory limits for municipalities covering claims that might be brought against the event that arise out of the events authorized and to name the City as an additional insured on their policy "as their interest may appear." As the sponsor or authorized representative, i certify that the information provided is true to the best of my knowledge and agree to pay the permit fee for this event based upon the information pr+vided in is application. 1 realize my submittal of this application request constitutes a contract between myself and the City of Still , a - r a r i e of Liability. o.-1 G,22.2v Signat an horized Agent Date q I times, traffic and nearby places r DUMPSTER Tower ❑r W Tower ❑r W FOOD AND NON-FOOD VENDORS _GENERA l i Googfe GAMES TENT i ritage Printing g & Design STAGE St Croix Recreation Lift Bridge Brewery Mini -Donut Beer Fairfest 2020, 9/4/20-9/7/20 Search Google Maps q v See travel times, traffic and nearby places O ID Tc "NO OUTLET" sign uilding Center "ROAD CLOSED" 9/4-9/7 7 P Valley Outreach 9 EVENT AREA VLift Bridge Brewing Company St Croix Tower Dr W Public Dfndr ecreation 9 P Midwest Lumber 9 9 051 Physical Therapy Tower DrW "ROAD CLOSED" 9/4-9/7 Edward Jones - Financial Advisor:... Jensen & Jensen 9 River Valley Athletic Club "NO OUTLET" sign Go gle I■�i Map data ®2020 united States Terrns Send feedback 1o0ft Traffic Plan Map: • Class III Barricades and "No Outlet" signs set at ends of Tower Drive, allowing for vehicle entry. Class III plus two jersey barriers on either side of event. This placement allows for entry into ABC Lumber and Herberger's lot to the West, and for entry into Herberger's lot and the St. Croix Recreation building to the East. • The only businesses that will be affected (with no / limited entry) will be Lift Bridge Brewery and Heritage Printing. • Parking will be arranged with Harberger's lot ownership and covered under Lift Bridge Brewery insurance rider. TO: FROM: DATE: SUBJECT: iliwater ,---.. Administration Mayor & City Council Tom McCarty, City Administrator Sharon Provos, Finance Director July 2, 2020 Federal CARES Act Funding — Coronavirus Relief Fund (CRF) Distribution to Local Governments BACKGROUND INFORMATION: The federal Coronavirus Aid, Relief and Economic Security (CARES) Act was signed into law on March 27, 2020, providing over $2 trillion in federal economic relief to the nation. The CARES Act also established a $150 billion Coronavirus Relief Fund (CRF), providing payments to State. Local and Tribal governments to be used for eligible expenses that meet established CRF funding criteria. Minnesota received over $2 billion in CRF funding, and on June 25, 2020 Governor Walz announced that $841.4 million of CRF would distributed to local governments in Minnesota. Stillwater's share of CRF funds is $1,500,401 ($75.34 per capita). The funds will be disbursed via electronic fund transfer directly to the City, following submittal of the Coronavirus Relief Fund Certification Form to the State Department of Revenue (Form was submitted on June 26, 2020). Eligible expenditures must satisfy three major elements: • Necessary expenditures incurred due to the public health emergency with respect to the Coronavirus Disease — COVID-19. • Costs not accounted for in the approved 2020 City budget. • The expenses must be incurred between March 1, 2020 — November 15, 2020. Funding categories for eligible expenses include: • Medical expenses such as PPE, disinfection of public facilities, technology costs related to COVID-19, public safety measures taken in response to COVID-19; • Payroll costs for public safety employees whose work duties are substantially dedicated to response to COVID-19 emergency, sick leave related to COVID-19, unemployment insurance cost related to COVID-19 for public employees; • Grants to small businesses to reimburse costs for business interruption caused by required closures; The City will have some discretion to determine what city incurred expenses will meet the CRF funding criteria. The federal and state governments have issued CRF eligible funding guidance that is constantly updated. 216 4th Street N, Stillwater, MN 55082 651-430-8800 Website: www.ci.stillwater.mn.us NEXT STEPS: City staff has been tracking all COVID-19 expenses since March 17 and will compile a summary of expenses that meet CRF funding reimbursement eligibility criteria. Staff will also research options for establishment of a small business Coronavirus relief grant fund, and report back to the City Council at a future meeting. Use of the CRF funding must be thoroughly documented. The MN Department of Revenue will require submittal of monthly reports summarizing use of the CRF funds. If the City expends in excess of $750,000 in federal CRF funds, a federal single audit will be required as part of the City's annual financial audit (approximate cost $5000). Washington - — County FYI BOARD AGENDA July 7, 2020 - 9:00 AM 1. 9:00 Roll Call Pledge of Allegiance 2. 9:00 Comments from the Public Board of Commissioners Fran Miron, Chair, District 1 Stan Karwoski, District 2 Gary Kriesel, District 3 Wayne A. Johnson, District 4 Lisa Weik, District 5 Visitors may share their comments or concerns on any issue that is a responsibility or function of Washington County Government, whether or not the issue is listed on this agenda. Persons who wish to address the Board must fill out a comment card before the meeting begins and give it to the County Board Clerk or the County Administrator. The County Board Chair will ask you to come to the podium, state your name and city of residence, and present your comments. Your comments must be addressed exclusively to the Board Chair and the full Board of Commissioners. Comments addressed to individual Board members will not be allowed. You are encouraged to limit your presentation to no more than five minutes. The Board Chair reserves the right to limit an individual's presentation if it becomes redundant, repetitive, overly argumentative, or if it is not relevant to an issue that is part of Washington County's responsibilities. 3. 9:10 Consent Calendar - Roll Call Vote Consent Calendar items are generally defined as items of routine business, not requiring discussion, and approved in one vote. Commissioners may elect to pull a Consent Calendar item(s) for discussion and/or separate action. A. Approval of the June 16, 2020, County Board meeting minutes. B. Approval of Amendment No. 7 to Contract No. 3812 between the State of Minnesota Tenth Judicial District and Washington County related to Court Administration. C. Adopt a resolution to approve the 2020-2021 Section 5310 (Enhanced Mobility of Seniors and Individuals with Disabilities) award of up to $320,000 upon the execution of Minnesota Department of Transportation Contract 1036703. D. Approval to apply for additional Emergency Services Program (ESP) funds in the amount up to $145,000 to support sheltering those experiencing homelessness during the COVID-19 peacetime emergency from the Minnesota Department of Human Services for the period of April 1, 2020, up to February 28, 2021, and authorize its execution pursuant to Minn. Stat. 373.02. E. Approve Amendment No. 1, Contract No. 13162, between On -Demand Group and Washington County in the amount of $50,000 for a total contract amount of $145,000, and authorize its execution pursuant to Minn Stat. 373.02. F. Approve Contract No. 13504 with Metropolitan Council for the MetroGlS collaboration, for the period of January 1, 2021, through December 31, 2023, and authorize its execution pursuant to Minn Stat. 373.02. G. Approve Contract No. 13514 with Simacor in the amount of $126,000, for the period of July 7, 2020, through December 31, 2020, and authorize its execution pursuant to Minn Stat. 373.02. Assistive listening devices are available for use in the County Board Room If you need assistance due to disability or language barrier, please call (651) 430-6000 Washington County is an equal opportunity organization and employer Washington County H. Adopt a resolution to delegate authority to the county's Lower St. Croix One Watershed, One Plan Policy Committee representative to vote on whether the final plan is to be submitted for review by the Board of Water and Soil Resources. I. Approve Metropolitan Council Grant Agreement No. 13523 for Washington County's allocation of Regional Park & Trail Operation and Maintenance expenses. J. Adopt a resolution in support Park and Recreation month, proclaiming the month of July as Park and Recreation month in Washington County parks and trails, and proclaim the first non - holiday Tuesday of each month Free Tuesday, waiving the vehicle permit requirement to enter parks. K. Adopt a resolution of support for Washington County's application for the Minnesota Historical and Cultural Heritage Grant Program through the Minnesota Historical Society in the amount of $50,400. L. Adopt a resolution authorizing the Washington County Sheriffs Office to enter into thirty-two Joint Powers Agreements (Contract No. 13530) for the purpose of providing a Mass Emergency Notification System known as CodeRED within cities and townships of Washington County. 4. 9:10 Human Resources - Angie Nalezny, Director A. Recognition of volunteer homemade cloth mask makers to address COVID-19 5. 9:20 Accounting and Finance - Tabatha Hansen, Director A. Adopt a resolution declaring Washington County's intent to retain a Certified Public Accounting (CPA) firm to perform its annual financial audit. 6. 9:30 Property Records and Taxpayer Services - Andrea Banaszewski, Tax Forfeited Land Specialist (item A); Joanne Helm, Deputy Director (items B & C) A. 1. Adopt a resolution providing for the subdivision of tax forfeited land. 2. Adopt a resolution approving the sale of tax forfeited land to Washington County and the City of Lake Elmo. B. Appointment of members to the 2020 county canvass board for the State Primary Election. C. Appointment of members to the 2020 county canvass board for the State General Election. Assistive listening devices are available for use in the County Board Room If you need assistance due to disability or language barrier, please call (651) 430-6000 Washington County is an equal opportunity organization and employer Washington County 7. 10:00 General Administration - Kevin Corbid, County Administrator A. Adopt a resolution to declare a State of Emergency related to 2020 county flooding. 8. 10:20 Commissioner Reports - Comments - Questions This period of time shall be used by the Commissioners to report to the full Board on committee activities, make comments on matters of interest and information, or raise questions to the staff. This action is not intended to result in substantive board action during this time. Any action necessary because of discussion will be scheduled for a future board meeting. 9. Board Correspondence 10. 10:35 Adjourn 11. 10:40 Board Workshop with Accounting and Finance A. Review potential Washington County CARES Act funding plan. Assistive listening devices are available for use in the County Board Room If you need assistance due to disability or language barrier, please call (651) 430-6000 Washington County is an equal opportunity organization and employer Washington - — County BOARD AGENDA June 23, 2020 - 9:00 AM 1. 8:15 Board Workshop with Administration Board of Commissioners Fran Miron, Chair, District 1 Stan Karwoski, District 2 Gary Kriesel, District 3 Wayne A. Johnson, District 4 Lisa Weik, District 5 A. Discuss potential Land and Water Legacy Program contribution to the City of Belwin-City of Afton -Stanton conservation area park project and conservation easement terms. 2. 9:00 Washington County Regional Railroad Authority A. Roll Call B. Pledge of Allegiance C. Approval of the Regional Rail Authority minutes from March 24, 2020. D. Approve Amendment No. 3 to extend the existing option agreement between Washington County Regional Railroad Authority and Washington County Community Development Agency for the purchase of the remaining excess property at Newport Transit Station until March 1, 2023. E. Adjourn 3. 9:15 Roll Call 4. 9:15 Comments from the Public Visitors may share their comments or concerns on any issue that is a responsibility or function of Washington County Government, whether or not the issue is listed on this agenda. Persons who wish to address the Board must fill out a comment card before the meeting begins and give it to the County Board Clerk or the County Administrator. The County Board Chair will ask you to come to the podium, state your name and city of residence, and present your comments. Your comments must be addressed exclusively to the Board Chair and the full Board of Commissioners. Comments addressed to individual Board members will not be allowed. You are encouraged to limit your presentation to no more than five minutes. The Board Chair reserves the right to limit an individual's presentation if it becomes redundant, repetitive, overly argumentative, or if it is not relevant to an issue that is part of Washington County's responsibilities. 5. 9:25 Consent Calendar - Roll Call Vote Consent Calendar items are generally defined as items of routine business, not requiring discussion, and approved in one vote. Commissioners may elect to pull a Consent Calendar item(s) for discussion and/or separate action. A. Approval of the June 2, 2020, County Board meeting minutes. B. Approval of Joint Powers Agreement No. 13468 between the State of Minnesota, Depai t_went of Corrections, Facilities Division, and Washington County, by and through the Washington County Attorney's Office for reimbursement of expenses related to prosecution services for events in state correctional facilities for the period of July 1, 2020, through June 30, 2021. Assistive listening devices are available for use in the County Board Room If you need assistance due to disability or language barrier, please call (651) 430-6000 Washington County is an equal opportunity organization and employer Washington County Consent Calendar continued C. Approve Amendment No. 1, Contract No. 13491, between Simacor and Washington County in the amount of $52,000 for a total contract amount of $150,000, and authorize its execution pursuant to Minn Stat. 373.02. D. Award and authorize execution of Contract No. 13434 in the amount of $126,000 with Short Elliott Hendrickson Inc. to provide pre -design services to determine the feasibility of moving ahead with the County State Aid Highway (CSAH) 14 Signal Replacement and Trail Construction Project. E. 1. Approve a Cooperative Agreement No. 13486 (MnDOT Contract No. 1032936) between the Minnesota Department of Transportation, the City of Oakdale, and Washington County, for the period of signature through perpetuity, for the landscaping on and adjacent to Trunk Highway (TH) 36 at County State Aid Highway (CSAH) 13 (previously CSAH 35) Hadley Avenue. 2. Adopt a resolution entering into Cooperative Agreement No. 1032936 with the Minnesota Depth tiiient of Transportation (MnDOT). F. Approval of Change Order No. 19 to Contract No. 12333 with Shafer Contracting Company Inc. in the amount of $234,517.36 for the Trunk Highway (TH) 36 at County State Aid Highway (CSAH) 13 (previously CSAH 35) (Hadley Avenue) Interchange Project (RB-2589). G. Approve the Assent to Proceeding Subsequent to Initial Registration of the adjacent landowner's property along County State Aid Highway (CSAH) 38 (Maxwell Avenue) in the City of Newport, Minnesota. 6. 9:25 General Administration - Kevin Corbid, County Administrator A. Adopt a resolution for the State Standard Measurement Program and authorize the County Administrator to file the declaration to participate. B. Adopt a resolution to approve a Land and Water Legacy Program project contribution and conservation easement for a publicly accessible conservation area park with hiking trails on Valley Creek in the City of Afton. 7. 9:45 Commissioner Reports - Comments - Questions This period of time shall be used by the Commissioners to report to the full Board on committee activities, make comments on matters of interest and information, or raise questions to the staff. This action is not intended to result in substantive board action during this time. Any action necessary because of discussion will be scheduled for a future board meeting. 8. Board Correspondence 9. 10:00 Adjourn Assistive listening devices are available for use in the County Board Room If you need assistance due to disability or language barrier, please call (651) 430-6000 Washington County is an equal opportunity organization and employer Washington County 10. 10:05 Board Workshop with Public Health and Environment A. Discussion of yard waste services in Washington County. 11. 11:15 Reconvene the County Board of Appeal and Equalization 12. 12:00 Break 13. 12:30 Finance Committee Assistive listening devices are available for use in the County Board Room If you need assistance due to disability or language barrier, please call (651) 430-6000 Washington County is an equal opportunity organization and employer June 11, 2020 STILLWATER TOWN BOARD MEETING Via Zoom 7:00 P.M. PRESENT: Chairperson Sheila -Marie Untiedt, Supervisors Rod Hunter, Tim Sinclair, Bonnie Haines and Mike McMahon, Clerk Kathy Schmoeckel, Planners Merritt Clapp -Smith and Evan Monson, Treasurer Marsha Olson and Chief of Police Steve Nelson 1. AGENDA - M/S/P Haines/Sinclair moved to adopt the agenda as amended. (5 ayes) 2. MINUTES - M/S/P Sinclair/McMahon moved to approve the May 14, 2020 Stillwater Town Board Meeting minutes as written. (5 ayes) 3. TREASURER - a. Report given. b. Checks and Claims - M/S/P Hunter/Sinclair moved to approve the payment of check #23219 through #23239. (5 ayes) 4. PLANNER - a. New Planner - Merritt Clapp -Smith introduced Evan Monson who will be replacing her as Township Planner. b. McDonald Subdivision - The preliminary plat for this subdivision had been approved in January. They have now submitted their final plat. They have been working with the Township attorney on the conservation easement. This meets all or our code requirements. M/S/P McMahon/Haines moved to authorize the Chair to sign the final plat for the McDonalds subdivision. (5 ayes) 5. WEED MANAGEMENT MEMORANDUM OF UNDERSTANDING- M/S/P Sinclair/McMahon moved to authorize the Chair to sign the Memorandum of Understanding. (5 ayes) 6. TOWN HALL POLLINATOR GARDEN - This area to the north of the town hall parking lot is getting out of control. Sheila -Marie Untiedt had checked with Laurie Schneider of the Pollinator Alliance to see if they would be interested in taking over this project, but they feel it is too small for them. The Park Committee will discuss this at their next meeting. 7. PAINTING TOWN HALL - We are still looking for a painter. They will need to submit a bid and have insurance. 8. CHIEF OF POLICE - a. Report given. The burning ban was lifted on May 26 and there were 17 permits issued in May. One dog was impounded which was not claimed. It went to a rescue facility. There have been 4 bear sightings. There were 137 calls in May. Stillwater Town Board Mtg. — 6/11/20 Page 2 The signage on the park trails are inconsistent with respect to motorized vehicles. The Park Committee should discuss this. b. 116th Street Trespassing - The signs have been ordered and Chief Steve has met with the property owner and determined the best location where the signs should go by placing yellow marked stakes in the ground. Miller Excavating will install them as soon as the signs arrive. 9. CROSSWINDS COMMUNITY CHURCH - They have requested using outdoor amplified music and audio for a celebration and picnic in August from 10am to about 2pm. Their CUP does not allow for outdoor music. However, there are special circumstances due to the Covid 19 virus. M/S/P McMahon/Sinclair moved to authorize the Chief of Police to issue a Special Event Permit for the Crosswinds Community Church event and we will waive the fees. They should notify the adjacent neighbors. (5 ayes) 10. FAIRY FALLS PARKING - The temporary "No Parking" signs will be replaced by permanent ones. People have begun parking further to the west which has created additional problems. The National Park Service will keep the park closed indefinitely because of the public health issue. Beyond that they are looking at extending the closure and looking at longer term management of the park with the possibility of moving the parking to Highway 95. M/S/P McMahon/Hunter moved to rescind Resolution 2019-08-01 which authorized parking restrictions at 9033 Fairy Falls Road. (5 ayes) M/S/P Sinclair/McMahon moved to authorize Resolution 2020-06-01 to allow No Parking signage on Fairy Falls Road from Boom Road to 94th Street. (5 ayes) 11. PARK COMMITTEE - Town Board Liaison Bonnie Haines reported on the recent Park Committee meeting including: • There will be no picnic this year. • Drinking fountain issues. • Trees and brushes are overhanging at Little Carnelian Park Mike McMahon offered to trim them. • New trash cans are needed. The Park Committee should get prices for approval at the next Town Board meeting. 12. ELECTION ISSUES - There was discussion of the problem with social distancing at the elections with our small town hall. The primary on August 11 is not expected to have as many voters and the Secretary of State has told Sheila -Marie Untiedt about the possibility of a mail -in voting option for the general election. M/S/P Hunter/McMahon moved to use the mail -in option for the general election if that is found to be legal. (4 ayes, Sinclair nay) M/S/P Haines/Sinclair moved to authorize the purchase of Plexiglas shielding for the election judges at a cost not to exceed $800. (5 ayes) Stillwater Town Board Mtg. — 6/11/20 Page 3 13. LANDSCAPING AT THE TOWN HALL - The landscaping at the town hall needs attention. The website and our Facebook page will ask for volunteers.. M/S/P McMahon/Hunter moved that if there is no interest from a volunteer within a week, then Amelia Untiedt will be hired to clean up our landscaping for up to 5 hours at $20 per hour. (4 ayes, Untiedt abstain) 14. JULY TOWN BOARD MEETING - The consensus was to continue with Zoom meeting for the time being. 15. ADJOURNMENT - The meeting was adjourned at 9:00 p.m. Clerk Chairperson Approved