Loading...
HomeMy WebLinkAbout8A Retreat Initiatives Report Phone 952.447.9800 / Fax 952.447.4245 / www.cityofpriorlake.com 4646 Dakota Street SE Prior Lake, MN 55372 CITY COUNCIL AGENDA REPORT MEETING DATE: APRIL 2, 2018 AGENDA #: 8A PREPARED BY: FRANK BOYLES, CITY MANAGER PRESENTED BY: FRANK BOYLES AGENDA ITEM: CONSIDER APPROVAL OF A FOLLOW UP REPORT WITH RESPECT TO THE 2017 RETREAT INITIATIVES DISCUSSION: Introduction The purpose of this agenda item is to brief the city council on the progress of various initiatives discussed at the March 31, 2017 retreat and receive direction or answer questions as determined by the council. History Prior to the March 31, 2017 retreat the city council had directed that one of the discussion topics should be new initiatives, Councilors were invited to submit items for discussion. A total of 42 items were submitted for discussion. The council discussed each one and assigned a 1 (implement this initiative), 2 (further discuss this initiative) or 3 (do nothing with this initiative). Current Circumstances The staff has made progress on some but not all the initiatives. Almost a year has passed since the retreat, it seems like an appropriate time to review our progress. ISSUES: Because of the sheer number of initiatives, the city council may choose to discuss only those which they believe were not properly categorized (1, 2 or 3). Or discussion could center around progress or lack thereof on one or two major projects. Finally, the council could act to move one or more initiatives forward or completely delete as deemed appropriate. Kid’s Don’t Float Initiative. Councilmember Burkart has successfully received a $2000 contribution from the Prior Lake Optimists. He would like these funds devoted to the initiation of a “Kids Don’t Float” Program. The receipt of donated funds is laudable, but my recollection is that the city council did not authorize proceeding with this program currently. Direction would be appreciated on this item. Candy Cove Dam Improvement. Another major initiative which has been underway is the “Candy Cove Dam Improvement Program”. WSB previously prepared four concepts for the improvement. The city council selected two and asked that price estimates be provided. A sketch of each option is included together with an estimated price. The prices assume that the existing structure can support the additions, but no testing has been done to verify this assumption. Such testing would cost about $5000. The staff has identified two additional options that the city council could consider. One option would be to purchase eight buoys at a cost of about $750 each ($500 for the buoy and $250 for the line and weights. The buoys would be placed such that the demark the entry and exit on both the lake and bayside of the dam, the dam itself and the shallows on the other side of the dam. This approach is comparatively inexpensive but is only effective during the summer and temporary at best. The city would have to place the buoys as they wear out over time. We have assumed that the buoys would be annually installed and removed by the Scott County Sheriff’s Office. Yet another option is to purchase new or used large ocean buoys. The buoys would be affixed to the dam permanently marking its spot in a unique way. The estimated cost for the ocean buoys and placement is shown on the attachment together with a picture of the buoys. The lack of progress on this project is related both to its uniqueness and price. It would be helpful it the council would narrow the options to one, so we can proceed full speed to accomplish whatever is desired. Please advise the staff if there are other initiatives which should be discussed. FINANCIAL IMPACT: The impact of evaluating or undertaking new initiatives is for the most part in staff time and supplies. ALTERNATIVES: 1. After reviewing the report, motion and second to approve it as presented or with amendments. 2. Take no action and provide staff with direction RECOMMENDED MOTION: Alternative #1 P.O. Box 14714 Minneapolis, MN 55414 www.ethinact.com Strategic Topic Discussion Notes This document is a status report to the city council with respect to retreat initiatives as of 12/11/2017. Council Decided Status: 1. Take action on this topic. 2. Engage in further discussion to determine whether and how to act on this topic. 3. Do not take action on this topic. 1. Related to Council and Council-Staff Interaction and Operation 1.1. The roles of mayor, city council, city manager, and staff (Mike McGuire) – Status 3 (This was sufficiently addressed in the retreat) Council is analogous to a Board of Directors Mayor is analogous to the Chair of the Board Directors City Manager is analogous to a CEO We need to play our respective roles. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 See above. 1.2. Chain of command (Mike McGuire) – Status 3, also addressed in retreat. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 See above. 1.3. Etiquette/protocol at work sessions and council meetings (Mike McGuire) We are developing in this area. 1.3.1. Council email protocols must be consistent with open meeting laws. Status 1 Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 02.21.18 See above. 1.3.2. Add 10-minute agenda item at working session for open discussion of emerging issues from Council members. Status 1 Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 Added to work session agenda. 1.4. Emails from citizens to all the council (Mike McGuire) – Status 1 1 person should be responsible for responding to emails from citizens to the council. This could be the Mayor or City Manager. Frank will propose protocols. Status ☐ No Progress ☐ In Progress ☒ Ongoing ☐ Complete Page 2 05.22.17 Mayor will respond and copy Manager if Manager has received no copy and Manager or Mayor will copy the rest of the council. If Manager is copied, he will respond and copy all members of the council. To date this has been working. 1.5. Increase Council Size to 7. (Kevin Burkart) – Status 3 Objective: As our community has grown it is appropriate to increase the council size so we are more representative. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 No action to be taken. 1.6. Communication (Annette Thompson) – Status 1 I think the Council should have at least one work session with the EDA and at least one work session with the Planning Commission annually. I think in general there should be more communication between these two committees and the Council. Additional topic suggested – evaluation efficacy of EDA over time. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 09.18.17 02.21.18 Meetings with EDA and Planning Commission have been scheduled and will be for next year as well. Meetings will be scheduled for 2018. 1.7. Coordinate communications or meetings between the EDA, planning commission and city council to discuss developments areas and tools used. (Zach Braid) – Status 3 (already underway) Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 09.18.17 Has been discussed at joint meetings and presumably will continue to be a topic in future meetings. 1.8. Establish an independent compensation committee like the legislature. (Kevin Burkart) -Status 1 There is already a council work group on bylaws and compensation. This matter will be referred to that body. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 09.18.17 02.21.18 The Bylaws and Compensation Work Group acts as the compensation committee for the City Council. The city council compensation has not been adjusted since 2008 and will be reviewed by Bylaws and Compensation for recommendation purposes. Bylaws revisions scheduled for upcoming council meeting. 2. Discussion/Information Topics 2.1. (For Discussion Only) We need to learn how to control the message in the media. How can we give more positive and productive headlines to the new editor? (Kevin Burkart) – Status 3 – Presented for discussion only. Status ☐ No Progress ☐ In Progress ☒ Ongoing ☐ Complete Page 3 09.18.17 The city council has directed a great deal more communication efforts in virtually every area of city business. These efforts are expected to continue. The community survey seems to suggest that the city is on the right track with respect to communication but efforts must continue. Some of the most noteworthy areas are improvement projects. The Citizen Engagement Committee may assist in this area. 2.2. Retaining senior employees (Mike McGuire) – Status 1 Recommendation is to focus staff and council attention on employee retention. The staff has scheduled a personnel plan work session. Status ☐ No Progress ☐ In Progress ☒ Ongoing ☐ Complete 05.22.17 To be discussed during Personnel Plan work session and as part of the compensation plan. 09.18.17 02.21.18 The compensation plan has been completed and implemented with non-union wage adjustments occurring on 10/01/2017. Union negotiations with two of three bargaining units complete. Last unit expected in 60-90 days. 2.3. What are the real costs of development? Are we calculating “all costs” into our fees? How can we promote/assist commercial development NOT more residential development? (Annette Thompson) – Status 2. Will revisit this topic after currently-proposed comprehensive plan consulting work is done. Recommendation is to do a study on whether Prior Lake is capturing the full public cost of development. There are two economic dynamics in play. 1. Initial capital cost includes trunk and infrastructure increase. 2. Maintenance of larger infrastructure. Consultants are being engaged to recalculate the capital aspect of city development fees such as water and sewer costs/acre as part of the comprehensive plan update. One perspective: we are already irretrievably behind. Don’t spend money to confirm that. Another perspective: better data will inform decision-making, including annexation questions. Status ☐ No Progress ☒ In Progress ☐ Ongoing ☐ Complete 09.18.17 To be undertaken after 2040 Comprehensive Plan Utility Studies are done which should provide some of the cost data. To fully complete this project a consultant will be necessary. The council and staff should consider what they will do with such information since the city may not unilaterally stop the development of private property. 2.4. Downtown Development (Annette Thompson) – Status 2 The EDA presented to the public a plan to develop downtown. I would like to see the Council spend time with the EDA to discuss this in more detail. All Councilors should know what the EDA is proposing and why. This will be discussed at the work session. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 09.18.17 Joint work sessions were held. Council and EDA received a map of city-owned properties in the downtown area. EDA and CC discussed downtown, transitional Page 4 town center and future land use designations in the area during a joint work session with the EDA and joint work session with the PC. 3. Review of Current Commitments and Investments 3.1. Technology Village (Annette Thompson) - Status 2 A review of this program, its return on investment. Is it producing any real results? Should we cut funding? Council members did not express strong support for the Technology Village program and agreed to consider Technology Village funding levels at a future meeting. This will come up as part of budget discussion, but there is a benefit to discussing earlier to allow and plan for changes based on Council outcomes. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 09.18.17 02.21.18 2018 Technology Village budget has been revised to remove rental reimbursement/subsidy for participants who are located outside of city hall. 2018 Tech Village budget is revenue neutral; revenues = expenditures. It is likely that First Stop Shop will take over Technology Village and make it a county wide program. 3.2. Review financial and personnel commitment to SCALE. (Kevin Burkart)- Status 1 Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 02.21.18 Prior Lake Mayor and Jordan Councilor prepared a PowerPoint and presented to City Councils, Township Boards and School Board meetings in Scott County to share information about the benefits of SCALE. 3.3. Review financial and personnel commitment to Metro Cities. (Kevin Burkart)-Status 1 Will have a meeting to brief Council on the City’s participation in both organizations, and a discussion of our cost/benefit with respect to both. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 Metro Cities Executive Director to address council in June. Metro Cities, LMCIT and SCALE contained in 2018 budget. 3.4. Review financial and personnel commitment to League of Cities. (Kevin Burkart) – Status 3 Insurance benefit justifies the investment. We will maintain this commitment Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 See above. 3.5. Review Economic Development Authority. (Kevin Burkart)- Status 2 Will be discussed as part of the 2018 budget. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 09.18.17 Was discussed at the joint EDA/City Council work session and 2018 budget. 3.6. Property owned by the City. (Annette Thompson) - Status 1 What property does the city own, what is its total value, and why do we own it? Page 5 City staff will prepare a map of city-owned commercial and residential properties, with values and rationale for ownership. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 09.18.17 02.21.18 A map was provided to the CC that shows which downtown properties are owned by the City. Maps and property descriptions for 13 of 281 properties were prepared by staff and reviewed with EDA. Direction was provided to staff. Any change in disposition of city property must be approved by the city council. 4. Larger-Scope Initiatives 4.1. Establish a Blue-Ribbon Road and Parking Task Force. (Kevin Burkart) – Status 3 Objective of Task Force: Recommend to Council a master road and parking plan. Appoint Community thought leaders and partner with related existing committees. Note that a transportation plan already exists as part of the city’s comprehensive plan and is being updated within about 90 days, at the County level, because individual roads are part of a broader system. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 02.21.18 By virtue of approving and amending the Comprehensive Plan and annually approving the Capital Improvement Program, the City Council performs the proposed responsibilities of this committee. Transportation Plan to be updated together with comprehensive plan revisions by the end of the year. 4.2. Reverse mill and overlay assessment decision. (Kevin Burkart) – Status 2 Will be discussed at next council meeting. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 09.18.17 02.21.18 Special assessment policy was amended last year to provide for assessment and the City Council acted to affirm the policy for this year’s projects. 2018 budget and CIP follow this approach. 2018 Projects to be considered using historic approach. 4.3. Establish a fixed street assessment amount by property class. (Kevin Burkart)-Status 3 Would avoid issues related by special assessments. The assessed amounts should reduce the burden on the city, and should allow property owners to plan for predictable tax amounts. To achieve that, it may imply an increase for most properties. Note: bonding rules would require that we implement this with care. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 02.21.18 Special assessment policy which bases assessments upon special benefit is being followed. City council has provided staff with direction regarding the application of the special assessment policy to public streets. 4.4. Communicate to residents upcoming road projects in their area that are in the CIP. (Zach Braid) – Status 2 Page 6 Currently we communicate this the year before, and residents do not have any time to budget or get warmed up to the upcoming road project. Residents should know ahead of time that a project is scheduled to be coming their way so they can budget and plan accordingly. Much of the resistance the city is faced with from the residents, is since they must budget and feel the city doesn’t, adding more skepticism to the city operations. Advanced communication would reduce that. An online map with this information is in development. The scope of mailing for capital improvement projects is roughly 1000 parcel mailings/year. Wavelength newsletter is sent to about 8600 city water users. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 02.21.18 The Street Projects online map now shows active and upcoming street reconstruction projects that have been approved by the City Council. Annual maintenance projects (seal-coating, overlay work and reconstruction) are shown once they are approved by the City Council. The projects will remain on the map while there is still active work on the site. State and county projects are also marked. The public works director reviewed the map on cable tv as part of his street review. Council has also established a street project review for every council meeting. 4.5. Standardize the notice process for known hot button issues (road projects and zoning changes) going above and beyond the legal requirements to promote engagement and transparency (letters, door hangers, etc.). (Zach Braid) – Status 1 Community members have a perception that the City does not communicate proactively. Dispelling that perception is valuable. Challenge: what constitutes a “hot button” issue worthy of additional communication. Recommendation: Council can direct the City staff to send letters on a situational basis. City engineer/Public works will have the lead on this for implementation when the direction is given. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 09.18.17 1. City staff is providing more detail in zoning/land use related public hearing notices; including links to CC and PC reports. 2. Staff has created a development map and a street project map, which are available on the City of PL website, to identify areas where projects are planned or underway. A ‘pin’ identifies the project area, brief project information and a link to a staff report if available. 3. Staff is beginning the process to require land use applicants to post a public notice sign on the subject property. 4.6. School Board. (Kevin Burkart) -Status 1 Liaison voting position? What do we want our involvement to be with the school board? Recommendation: Council will hear school board liaison reports at meetings when there is news to report. A regular agenda item for all committee/board liaison reports (combined) will be added but not to vote on such issues. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 Added council liaison reports to agenda. Page 7 4.7. Geographic waste haulers/Curbside recycling pick-up every week (Kevin Burkart) – Status 2 (to be revisited after this year). Objective: Ease traffic. Ease road usage. Decrease carbon footprint. Ease visual pollution. Decrease noise. Decrease amounts of recycling material sent to landfills each week. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 02.21.18 Scheduled for council consideration next year. Include in 2040 Vision and Strategic Plan Update if supported by attendees. Feedback from 2040 Vision meeting did not call for organized collection so it is not included in the new draft. 4.8. Clean up the entrance to Candy Cove. (Kevin Burkart)- Status 1 Objective: the current submerged dam is causing more damage to watercraft than invasive species. Frank will determine who has jurisdiction, beginning with DNR. Council members’ informal opinions are for removal. Status ☒ No Progress ☒ In Progress ☐ Ongoing ☐ Complete 09.18.17 Work not begun yet. This project is likely to have two impacts: 1) Expensive. There may be as much as 30 tons of material to remove. Approvals will be necessary. 2) A public process will be necessary as the residents of Candy Cove may like the fact that the existing structure requires all boats to operate at slow no wake speeds upon entering and exiting. 08.01.17 Letters were sent to inquire about responsibility. We learned that the county completed this project after receiving permits. Structure pictures reveal that they are of considerable size. City council asked that staff receive quotes to verify what can be done and at what cost. Proposals would be for full removal, partial removal and for aesthetic improvements only. Current estimate for total removal is $200,000. 02.21.18 The city council was provided with four concepts for the Candy Cove structure and selected two for additional investigation. Order of magnitude estimates for each will be provided at the retreat. Another option was mentioned which amounts to removing bent up hand rails from the structure and utilize buoys on either side of the structure to mark navigation channels and rock hazards. Five buoys are estimated on each side of the structure. Two on each side would mark the channel and two on each side would mark the rocky side and one on each side would mark the structure. The city would purchase the buoys, rope and remove annually. Assuming $250 each buoy, the estimated cost would be $1,000. It would also be necessary to confirm with the sheriff’s office that they would be willing to place and remove the buoys annually. 4.9. Restore lifeguards to the beaches this summer. (Kevin Burkart)- Status 3 Objective: Direct staff to find/recommend resource options to return to pre-recession levels of service. Creates small town ambience. Page 8 Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 Not in 2017 budget. Recreation Supervisor cited various concerns about this proposal. 4.10. Kids Don’t Float signage and life jackets. (Kevin Burkart)- Status 2 Pilot program at Sand Point Beach and Boat Launch. Primary concern is liability. If insurance covers it, then we consider moving forward. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 This program is operational in the States of Wisconsin, Florida and Texas. In each case, there appears to have been a number of drownings that the program was intended to eliminate. The program requires the preparation and erection of a sign at each location (Sand Pointe and Watzls) and safety vests of various sizes to hang from the sign for boaters and swimmers to borrow. Periodic inspection will be necessary to assure that the vests are in good working order, clean and that all sizes are represented. Presumably inspections would be less frequent on weekday and more frequent on weekends. An inventory of replacement vests would be a good idea. Instructions for donning the vests and the appropriate size for each user would be necessary if not included as part of the vest user instructions. Vests would have to be stored in the off season and signs refreshed with paint periodically. The staff has checked with LMCIT, our insurer. They indicate that the city would have park and recreation immunity for most claims related to the beach. Immunity can be lost if there is a hidden condition created by the city that is likely to cause serious bodily harm. Even if the city does not have immunity, the injured person must prove the city was negligent. That means that the city owes each person the duty of care. If the duty is breached, and the breach was the proximate cause of the injury. The insurers say that the city should make sure that the life jackets meet safety guidelines. Regular lifejacket inspection should take place. Damaged, worm out and stolen jackets need to be replaced or repaired. Signs showing proper wear and that jacket wear should be supervised in the case of minors. Our insurers have liability concerns. The staff is concerned about the necessity for ongoing inspections and jacket repair and replacement. While the costs are modest, they are not included in the budget. Whether we initiate this program is a council consideration. Councilor Burkart has indicated that to defray initial city expenses he would donate funds for the signs and initial set of life jackets. 08.01.17 This report was given to council this May. No direction provided. 5. Smaller-Scope Initiatives 5.1. Post the legal notices as we are required to do but also translate the legal notices that we are required to post in layman’s terms so that residents can understand what the city is proposing. Ex: Using PID numbers isn’t easy to understand. (Zach Braid)- Status 2 Legal notice parameters are fixed. We can also do laypersons’ notices that exceed those legal requirements. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete Page 9 09.18.17 1. City staff is providing more detail in zoning/land use related public hearing notices; including links to CC and PC reports. 2. Staff has created a development map and a street project map, which are available on the City of PL website, to identify areas where projects are planned or underway. A ‘pin’ identifies the project area, brief project information and a link to a staff report if available. 3. Staff is beginning the process to require land use applicants to post a public notice sign on the subject property. 5.2. Coordinate a city schedule of events. (Zach Braid) – Status 2 Write and place articles in the PLA outlining the subjects a month or so before it reaches the city’s agenda. Also, will help Dave Elbon and the new combined committee (CTAC, PAC, LAC) coordinate messaging for the city. Roll into work session on city-wide communication. Status ☐ No Progress ☒ In Progress ☐ Ongoing ☐ Complete 05.22.17 02.21.18 See above. Citizen Engagement Committee is becoming educated regarding city issues to prepare for assuming certain of these responsibilities. 5.3. City Hall Wi-Fi is not functioning well (Kevin Burkart) - Status 1 City staff is investigating it. Kevin Roach has the lead. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 02.21.18 See above. WIFI has been fortified in city hall. 5.4. Individualize the cost of police response to vehicle lockouts (10-12/month) (Kevin Burkart) - Status 2 Collecting fees is not practical. Police can choose not to assist locked-out motorists except in emergencies. Currently, these calls do represent a distraction from law enforcement duties, but they also create positive interactions between police and the public, which are highly valuable. If this responsibility becomes a problem for Police Department, the chief will decide to cut. Status ☐ No Progress ☐ In Progress ☒ Ongoing ☐ Complete 05.22.17 See above. 5.5. Individualize the costs of Code Enforcement with fines. (Kevin Burkart)- Status 2 Objective: Work with Dale Stefanisko to monetize the cost of non-compliance. Ex. $175 fine. Instead of socializing the cost of compliance as we currently do, it should be “carry your own bags.” This should also help make compliance more efficient. Enforcement report will be submitted to council within a month. Council will consider whether to assess fees for re-inspection of non-compliant issues. City will also research statutory authority and other issues related to any proposal. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 09.18.17 Report provided on legal authority for administrative fines. Page 10 5.6. Acquire digital real estate www.priorlake.com domain from Klein Bank (Kevin Burkart)- Status 1 Staff will pursue this with Klein Bank, seeking a donation of the URL and offering a strong public relations opportunity. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 09.18.17 02.21.18 IT and Klein Bank are currently working on this. Donation occurred. Consideration is being given to how best to use this domain. 5.7. Review anti-icing liquid quantitative impact results (Kevin Burkart)- Status 3 $5400 for January. Is it working? City staff reported that the process is highly effective and cost-effective. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 See above. 5.8. City Council endorsement for climate action. (Kevin Burkart) - Status 2 Given the impacts of a more volatile climate to the residents of Prior Lake and the hidden/socialized costs of fossil fuels Resolution is already drafted for City Council consideration. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 Resolution completed and sent. 5.9. Use local vendors for purchases (Kevin Burkart)- Status 1 City will source from local vendors to the extent allowable by law and consistent with sound stewardship of public resources (cost and availability). Status ☐ No Progress ☐ In Progress ☒ Ongoing ☐ Complete 05.22.17 See above. 5.10. Create a proclamation under 808 of the bylaws celebrating and supporting the new adaptive ski squad of our waterski team (Kevin Burkart)- Status 3 Instead of addressing this single proclamation, the city will establish criteria for issuing proclamations in the future. This will be guided by an awards committee, to be formed. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 Proclamation protocol approved by the City Council. 5.11. Start the Citizen’s Awards – folks like PLAY coordinator (Kevin Burkart)- Status 1 Non-monetary recognition based on a nomination and selection process. the new PAC/LAC/CTAC combined committee will develop processes, to include the appropriate use of proclamations. We want to use proclamations as well as awards to create positive messages from and about Prior Lake. Status ☐ No Progress ☒ In Progress ☐ Ongoing ☐ Complete 05.22.17 02.21.18 Awaiting development of new committee. New committee formed and receiving orientation in preparation for doing its work. Page 11 5.12. Start the City Awards – employee of the year (Kevin Burkart)- Status 1 For some years the city has had an employee of the year program. The winner of this award is announced in a staff meeting. Staff members noted that many recipients liked this employee event. Subject to the wishes of future awardees, council will recognize these employees of the year in council sessions as well. Status ☐ No Progress ☐ In Progress ☒ Ongoing ☐ Complete 05.22.17 See above. New topics proposed in the retreat: Initiative on public works project on Highways 13 and 21 intersection changes. (Kirt Briggs) - Status 3 (for discussion only) Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 Discussion focused on the need for council to work through this, manage conflict, and ultimately hang together. Status ☐ No Progress ☐ In Progress ☐ Ongoing ☒ Complete 05.22.17 Process for formalizing city staff input to council meetings. (Kevin Burkart) - Status 1 Status ☐ No Progress ☐ In Progress ☒ Ongoing ☐ Complete 05.22.17 Bylaws and compensation to review whether a bylaw revision is necessary. Council will clarify the bylaws and parliamentary procedure to allow senior staff leaders to formally present themselves to speak to council motions. Status ☐ No Progress ☐ In Progress ☒ Ongoing ☐ Complete 05.22.17 See Previous objective and action. Guidelines for Council-Staff Interaction Council members and staff 1. Both elected and appointed officials are here to serve. We will respect and honor the commitment and roles of all city leaders with our words and actions. 2. Council is engaged in decision-making at a policy and governance level. Staff is engaged in decision-making at a management and implementation level. 3. All parties acknowledge the difficult nature of these roles. a. There are few perfect answers; we will never please everyone. b. Public sector decision-making differs from private sector decision-making. c. There are complexities associated with any enterprise the size of the City of Prior Lake; public enterprises are also subject to unique regulatory and administrative obligations. 4. Staff actively works to inform Council. Council seeks: Page 12 a. Accurate, factual, timely information. b. Timely updates data as it changes. c. Candid, thoughtful answers to subjective questions. i. Even if it is negative or difficult information. ii. “Tell us what we need to know, not what you think we want to hear.” d. Context: tell us “the story behind the story,” and give us options when appropriate. 5. Council provides consistent guidance and input to staff. Staff seeks: a. A current, shared agreement on the strategic vision and priorities for the City. The Vision and Strategic Plan document shall articulate that consistent vision. b. Consistency in decision-making processes. c. Clear expectations for time-sensitive information, so staff can be responsive. 6. The roles of the City Manager in staff/council communication: a. The City Manager is the primary point of contact between staff and council. b. The City Manager presents staff recommendations that he explicitly supports. c. The City Manager will, at times, present staff recommendations about which he has reservations, in deferring to his staff members’ expertise. He will be candid about his perspective, and will fully support the decision that is made. d. Council needs a realistic understanding about staff capacity and resources, especially as new tasks or initiatives are proposed. We will have recurring, candid conversations on these points. e. Council and staff members can confer, especially to provide context and perspective for council members. Advise the City Manager of these conversations. 7. We will extend the benefit of the doubt to all parties. a. We will assume that our fellow leaders are competent and well-intentioned. b. We will assume that an idea presented to us is fundamentally reasonable, even if we disagree. c. Our questions are not to judge, but to understand. d. We are doing our very best to do an excellent job for the City. 8. We will create opportunities to build trusting relationships. 9. We will strive to have some fun while we serve the public. WSB Project:Candy Cove Concept Planning Project Location:Prior Lake, MN WSB Project No:010982-000 Date:3/21/2018 Prepared by:RR Checked by:CM / JA Concept Description Qty. Unit Unit Price Subtotal Total Estimated Costs A Mobilization / Barge 1 LS $ 15,000.00 $ 15,000.00 Precast Planter Boxes 3 EA 12,500.00 37,500.00 Planting Bed Soil Mix 75 CY 100.00 7,500.00 Ornamental Trees - 2" Cal 3 EA 750.00 2,250.00 Shrubs - 5 Gal 90 EA 40.00 3,600.00 13,170.00 $ 79,020.00 $ 19,755.00 $ 98,775.00 E Mobilization / Barge 1 LS $ 15,000.00 $ 15,000.00 Precast Wall Units 2 EA 9,600.00 19,200.00 Custom Sign Panel 1 EA 12,500.00 12,500.00 Class III Rip Rap 50 TN 150.00 7,500.00 10,840.00 $ 65,040.00 $ 16,260.00 $ 81,300.00 F Mobilization / Barge 1 LS $ 6,000.00 $ 6,000.00 Reclaimed Buoys / Shipping 5 EA 2,000.00 10,000.00 Sandblast and Refinish 5 EA 1,500.00 7,500.00 Mount to Structure / Anchor 1 LS 5,000.00 5,000.00 5,700.00 $ 34,200.00 $ 8,550.00 $ 42,750.00 Estimated Administrative Services (25%) Concept A Total Construction Contingency (20%) Total Construction Cost Estimated Administrative Services (25%) Concept E Total Navigational Buoys Total Construction Cost Construction Contingency (20%) Estimated Administrative Services (25%) Concept F Total Precast Planter Box with Trees Total Construction Cost PRELIMINARY COST ESTIMATE Precast Walls with Cantilever Sign Construction Contingency (20%) Note: Figures included in this estimate are an opinion of preliminary construction costs based on conceptual level design work.These costs are subject to change and will need further refinement upon final design. Concept F is subject to the availability of decommissioned navigational bouys. K:\010982-000\Quantity\Preliminary\Concept Estimate CANDY COVE CONCEPT A Prior Lake, Minnesota 12/27/17 | 01431-580K:0 1 0 9 8 2 0 0 0 C a d E x h ib its C o n c e p ts 0 1 0 9 8 2 0 0 0 C A N D Y C O V E C O N C E P T S CANDY COVE CONCEPT C Prior Lake, Minnesota 12/27/17 | 01431-580K:0 1 0 9 8 2 0 0 0 C a d E x h ib its C o n c e p ts 0 1 0 9 8 2 0 0 0 C A N D Y C O V E C O N C E P T S