City of West St. Paul 1616 Humboldt Avenue, West St

CITY OF WEST ST. PAUL 1616 HUMBOLDT AVENUE, WEST ST. PAUL, MN 55118 ______REGULAR CITY COUNCIL MEETING

MUNICIPAL CENTER COUNCIL CHAMBERS MONDAY, AUGUST 26, 2019 6:30 P.M.

1. Call to Order

2. Roll Call

3. Pledge of Allegiance

4. Adopt the Agenda

5. OCWS Briefing

6. Citizen Comments Individuals may address the City Council about any item not included on the regular agenda. Speakers are requested to come to the podium, state their name and address for the Clerk's record. Generally, the City Council will not take official action on items discussed at this time, but may typically refer the matter to staff for a future report or direct that the matter be scheduled on an upcoming agenda.

7. Council Comments

8. Proclamations, Presentations and Recognitions

A. Beyond the Yellow Ribbon / Police Department Presentation on Local Hero Documents:

COUNCIL REPORT - PRESENTATION OF WEST ST PAUL WAR HERO.PDF

B. Police Department Programming Presentation Documents:

COUNCIL REPORT - RESERVE PROGRAM.PDF

C. Presentation of the Outstanding Property Awards Documents:

COUNCIL MEMO - OUTSTANDING PROPERTY AWARDS.PDF ATTACHMENT - OUTSTANDING PROPERTY AWARDS.PDF

D. Donation to the City Documents:

COUNCIL REPORT - DONATIONS.PDF RESOLUTION - DONATION TO THE CITY.PDF

9. Consent Agenda All items on the Consent Agenda are considered to be routine and have been made available to the City Council at least two days prior to the meeting; these items will be enacted by one motion. There will be no separate discussion of these items unless a Council member or citizen so requests, in which event the item will be removed from this agenda and considered under separate motion.

A. Minutes of July 22, 2019 - OCWS Documents:

MINUTES - OCWS 07-22-19 (EDITED 8-20-19).PDF

B. Minutes of August 12, 2019 - OCWS and Council Documents:

MINUTES - OCWS 08-12-19.PDF MINUTES - COUNCIL 08-12-19.PDF

C. List of Claims for August 26, 2019 Documents:

8.26.19 LIST OF CLAIMS.PDF

D. 2020 Fee Schedule Documents:

COUNCIL REPORT - FEE SCHEDULE-2.PDF 2020 PROPOSED FEE SCHEDULE.PDF

E. June-July Financial Reports Documents:

COUNCIL REPORT - JUNE-JULY FINANCIAL REPORTS.PDF JULY 2019 GENERAL FUND BUDGET TO ACTUAL.PDF COUNCIL REPORT - JUNE FINANCIAL.PDF COUNCIL REPORT - JULY FINANCIAL.PDF UBS JULY INVESTMENTS.PDF

F. City Licensing Documents:

COUNCIL REPORT - CITY LICENSING.PDF

G. Rental Licensing Documents:

COUNCIL REPORT - RENTAL LICENSING.PDF

H. Declaration of Surplus Motor Vehicles Documents:

COUNCIL REPORT - DECLARATION OF SURPLUS MOTOR VEHICLES.PDF RESOLUTION - DECLARATION OF SURPLUS MOTOR VEHICLE.PDF

I. Notice of Pay Equity Compliance Documents:

COUNCIL REPORT - 2019 PAY EQUITY- AUG 26 MEETING.PDF ATTACHMENT - INCOMPLIANCECERT.PDF ATTACHMENT - INCOMPLIANCELETTER.PDF ATTACHMENT - STATISTICALTESTRESULTS.PDF

J. Amended Permanent Sidewalk and Trail Easement and Temporary Easement for the Marie-Oakdale Trail Project 18-4 Documents:

COUNCIL REPORT - AMENDED TRAIL EASEMENT FOR PARCEL 7 FOR THE MARIE-OAKDALE TRAIL PROJECT 18-4.PDF

K. Stipulation of Settlement for Parcels 12 and 15 for the Marie-Oakdale Trail Project 18-4 Documents:

COUNCIL REPORT - SETTLEMENT OF PARCELS 12 AND 15 FOR THE MARIE-OAKDALE TRAIL PROJECT 18-4.PDF

L. Resolution Supporting Application for a State Health Incentive Program (SHIP) Grant from Dakota County Documents:

COUNCIL REPORT - SHIP GRANT RESOLUTION.PDF RESOLUTION - SHIP GRANT RESOLUTION.PDF

M. Police Chief Selection Report Documents:

COUNCIL REPORT - POLICE CHIEF SELECTION.PDF ATTACHMENT - WEST ST PAUL POLICE CHIEF HIRING INPUT REPORT - FINAL 8-2019.PDF

10. Public Hearing

11. New Business

A. First Reading - Ordinance Vacating Haskell Street Right-of-Way Documents:

COUNCIL REPORT - FIRST READING OF ORDINANCE VACATING HASKELL STREET RIGHT-OF-WAY.PDF ORDINANCE - VACATING HASKELL STREET RIGHT-OF-WAY.PDF RESOLUTION - AUTHORIZING THE CONVEYANCE OF CERTAIN LAND.PDF QUIT CLAIM DEED - HASKELL ST RIGHT-OF-WAY.PDF

B. Rental License Review - 1115 Humboldt Ave Documents:

COUNCIL REPORT - RENTAL LICENSE REVIEW 1115 HUMBOLDT.PDF ATTACHMENT - RENTAL LICENSE REVIEW 1115 HUMBOLDT(1).PDF RESOLUTION - 1115 HUMBOLDT AVE - PROVISIONAL LICENSE.PDF RESOLUTION - 1115 HUMBOLDT AVE - FINDINGS OF FACT FOR DENIAL.PDF

12. Old Business

A. 2019 Bond Sale Documents:

COUNCIL REPORT - BOND SALE RESULTS.PDF RESOLUTION - ISSUANCE AND SALE OF GENERAL OBLIGATION BONDS, SERIES 2019A.PDF

13. Adjourn

______If you need an accommodation to participate in the meeting, please contact the ADA Coordinator at 651-552-4100, TDD 651-322-2323 at least 5 business days prior to the meeting www.wspmn.gov EOE/AA CITY OF WEST ST. PAUL 1616 HUMBOLDT AVENUE, WEST ST. PAUL, MN 55118 ______REGULAR CITY COUNCIL MEETING

MUNICIPAL CENTER COUNCIL CHAMBERS MONDAY, AUGUST 26, 2019 6:30 P.M.

1. Call to Order

2. Roll Call

3. Pledge of Allegiance

4. Adopt the Agenda

5. OCWS Briefing

7. Council Comments

8. Proclamations, Presentations and Recognitions

A. Beyond the Yellow Ribbon / Police Department Presentation on Local Hero Documents:

COUNCIL REPORT - PRESENTATION OF WEST ST PAUL WAR HERO.PDF

B. Police Department Programming Presentation Documents:

COUNCIL REPORT - RESERVE PROGRAM.PDF

C. Presentation of the Outstanding Property Awards Documents:

COUNCIL MEMO - OUTSTANDING PROPERTY AWARDS.PDF ATTACHMENT - OUTSTANDING PROPERTY AWARDS.PDF

D. Donation to the City Documents:

COUNCIL REPORT - DONATIONS.PDF RESOLUTION - DONATION TO THE CITY.PDF

A. Minutes of July 22, 2019 - OCWS Documents:

MINUTES - OCWS 07-22-19 (EDITED 8-20-19).PDF

B. Minutes of August 12, 2019 - OCWS and Council Documents:

MINUTES - OCWS 08-12-19.PDF MINUTES - COUNCIL 08-12-19.PDF

C. List of Claims for August 26, 2019 Documents:

8.26.19 LIST OF CLAIMS.PDF

D. 2020 Fee Schedule Documents:

COUNCIL REPORT - FEE SCHEDULE-2.PDF 2020 PROPOSED FEE SCHEDULE.PDF

E. June-July Financial Reports Documents:

COUNCIL REPORT - JUNE-JULY FINANCIAL REPORTS.PDF JULY 2019 GENERAL FUND BUDGET TO ACTUAL.PDF COUNCIL REPORT - JUNE FINANCIAL.PDF COUNCIL REPORT - JULY FINANCIAL.PDF UBS JULY INVESTMENTS.PDF

F. City Licensing Documents:

COUNCIL REPORT - CITY LICENSING.PDF

G. Rental Licensing Documents:

COUNCIL REPORT - RENTAL LICENSING.PDF

H. Declaration of Surplus Motor Vehicles Documents:

COUNCIL REPORT - DECLARATION OF SURPLUS MOTOR VEHICLES.PDF RESOLUTION - DECLARATION OF SURPLUS MOTOR VEHICLE.PDF

I. Notice of Pay Equity Compliance Documents:

COUNCIL REPORT - 2019 PAY EQUITY- AUG 26 MEETING.PDF ATTACHMENT - INCOMPLIANCECERT.PDF ATTACHMENT - INCOMPLIANCELETTER.PDF ATTACHMENT - STATISTICALTESTRESULTS.PDF

J. Amended Permanent Sidewalk and Trail Easement and Temporary Easement for the Marie-Oakdale Trail Project 18-4 Documents:

COUNCIL REPORT - AMENDED TRAIL EASEMENT FOR PARCEL 7 FOR THE MARIE-OAKDALE TRAIL PROJECT 18-4.PDF

K. Stipulation of Settlement for Parcels 12 and 15 for the Marie-Oakdale Trail Project 18-4 Documents:

COUNCIL REPORT - SETTLEMENT OF PARCELS 12 AND 15 FOR THE MARIE-OAKDALE TRAIL PROJECT 18-4.PDF

L. Resolution Supporting Application for a State Health Incentive Program (SHIP) Grant from Dakota County Documents:

COUNCIL REPORT - SHIP GRANT RESOLUTION.PDF RESOLUTION - SHIP GRANT RESOLUTION.PDF

M. Police Chief Selection Report Documents:

COUNCIL REPORT - POLICE CHIEF SELECTION.PDF ATTACHMENT - WEST ST PAUL POLICE CHIEF HIRING INPUT REPORT - FINAL 8-2019.PDF

10. Public Hearing

11. New Business

A. First Reading - Ordinance Vacating Haskell Street Right-of-Way Documents:

B. Rental License Review - 1115 Humboldt Ave Documents:

12. Old Business

A. 2019 Bond Sale Documents:

COUNCIL REPORT - BOND SALE RESULTS.PDF RESOLUTION - ISSUANCE AND SALE OF GENERAL OBLIGATION BONDS, SERIES 2019A.PDF

13. Adjourn

MUNICIPAL CENTER COUNCIL CHAMBERS MONDAY, AUGUST 26, 2019 6:30 P.M.

1. Call to Order

2. Roll Call

3. Pledge of Allegiance

4. Adopt the Agenda

5. OCWS Briefing

7. Council Comments

8. Proclamations, Presentations and Recognitions

A. Beyond the Yellow Ribbon / Police Department Presentation on Local Hero Documents:

COUNCIL REPORT - PRESENTATION OF WEST ST PAUL WAR HERO.PDF

B. Police Department Programming Presentation Documents:

COUNCIL REPORT - RESERVE PROGRAM.PDF

C. Presentation of the Outstanding Property Awards Documents:

COUNCIL MEMO - OUTSTANDING PROPERTY AWARDS.PDF ATTACHMENT - OUTSTANDING PROPERTY AWARDS.PDF

D. Donation to the City Documents:

COUNCIL REPORT - DONATIONS.PDF RESOLUTION - DONATION TO THE CITY.PDF

A. Minutes of July 22, 2019 - OCWS Documents:

MINUTES - OCWS 07-22-19 (EDITED 8-20-19).PDF

B. Minutes of August 12, 2019 - OCWS and Council Documents:

MINUTES - OCWS 08-12-19.PDF MINUTES - COUNCIL 08-12-19.PDF

C. List of Claims for August 26, 2019 Documents:

8.26.19 LIST OF CLAIMS.PDF

D. 2020 Fee Schedule Documents:

COUNCIL REPORT - FEE SCHEDULE-2.PDF 2020 PROPOSED FEE SCHEDULE.PDF

E. June-July Financial Reports Documents:

COUNCIL REPORT - JUNE-JULY FINANCIAL REPORTS.PDF JULY 2019 GENERAL FUND BUDGET TO ACTUAL.PDF COUNCIL REPORT - JUNE FINANCIAL.PDF COUNCIL REPORT - JULY FINANCIAL.PDF UBS JULY INVESTMENTS.PDF

F. City Licensing Documents:

COUNCIL REPORT - CITY LICENSING.PDF

G. Rental Licensing Documents:

COUNCIL REPORT - RENTAL LICENSING.PDF

H. Declaration of Surplus Motor Vehicles Documents:

COUNCIL REPORT - DECLARATION OF SURPLUS MOTOR VEHICLES.PDF RESOLUTION - DECLARATION OF SURPLUS MOTOR VEHICLE.PDF

I. Notice of Pay Equity Compliance Documents:

COUNCIL REPORT - 2019 PAY EQUITY- AUG 26 MEETING.PDF ATTACHMENT - INCOMPLIANCECERT.PDF ATTACHMENT - INCOMPLIANCELETTER.PDF ATTACHMENT - STATISTICALTESTRESULTS.PDF

J. Amended Permanent Sidewalk and Trail Easement and Temporary Easement for the Marie-Oakdale Trail Project 18-4 Documents:

COUNCIL REPORT - AMENDED TRAIL EASEMENT FOR PARCEL 7 FOR THE MARIE-OAKDALE TRAIL PROJECT 18-4.PDF

K. Stipulation of Settlement for Parcels 12 and 15 for the Marie-Oakdale Trail Project 18-4 Documents:

COUNCIL REPORT - SETTLEMENT OF PARCELS 12 AND 15 FOR THE MARIE-OAKDALE TRAIL PROJECT 18-4.PDF

L. Resolution Supporting Application for a State Health Incentive Program (SHIP) Grant from Dakota County Documents:

COUNCIL REPORT - SHIP GRANT RESOLUTION.PDF RESOLUTION - SHIP GRANT RESOLUTION.PDF

M. Police Chief Selection Report Documents:

COUNCIL REPORT - POLICE CHIEF SELECTION.PDF ATTACHMENT - WEST ST PAUL POLICE CHIEF HIRING INPUT REPORT - FINAL 8-2019.PDF

10. Public Hearing

11. New Business

A. First Reading - Ordinance Vacating Haskell Street Right-of-Way Documents:

B. Rental License Review - 1115 Humboldt Ave Documents:

12. Old Business

A. 2019 Bond Sale Documents:

COUNCIL REPORT - BOND SALE RESULTS.PDF RESOLUTION - ISSUANCE AND SALE OF GENERAL OBLIGATION BONDS, SERIES 2019A.PDF

13. Adjourn

MUNICIPAL CENTER COUNCIL CHAMBERS MONDAY, AUGUST 26, 2019 6:30 P.M.

1. Call to Order

2. Roll Call

3. Pledge of Allegiance

4. Adopt the Agenda

5. OCWS Briefing

7. Council Comments

8. Proclamations, Presentations and Recognitions

A. Beyond the Yellow Ribbon / Police Department Presentation on Local Hero Documents:

COUNCIL REPORT - PRESENTATION OF WEST ST PAUL WAR HERO.PDF

B. Police Department Programming Presentation Documents:

COUNCIL REPORT - RESERVE PROGRAM.PDF

C. Presentation of the Outstanding Property Awards Documents:

COUNCIL MEMO - OUTSTANDING PROPERTY AWARDS.PDF ATTACHMENT - OUTSTANDING PROPERTY AWARDS.PDF

D. Donation to the City Documents:

COUNCIL REPORT - DONATIONS.PDF RESOLUTION - DONATION TO THE CITY.PDF

A. Minutes of July 22, 2019 - OCWS Documents:

MINUTES - OCWS 07-22-19 (EDITED 8-20-19).PDF

B. Minutes of August 12, 2019 - OCWS and Council Documents:

MINUTES - OCWS 08-12-19.PDF MINUTES - COUNCIL 08-12-19.PDF

C. List of Claims for August 26, 2019 Documents:

8.26.19 LIST OF CLAIMS.PDF

D. 2020 Fee Schedule Documents:

COUNCIL REPORT - FEE SCHEDULE-2.PDF 2020 PROPOSED FEE SCHEDULE.PDF

E. June-July Financial Reports Documents:

COUNCIL REPORT - JUNE-JULY FINANCIAL REPORTS.PDF JULY 2019 GENERAL FUND BUDGET TO ACTUAL.PDF COUNCIL REPORT - JUNE FINANCIAL.PDF COUNCIL REPORT - JULY FINANCIAL.PDF UBS JULY INVESTMENTS.PDF

F. City Licensing Documents:

COUNCIL REPORT - CITY LICENSING.PDF

G. Rental Licensing Documents:

COUNCIL REPORT - RENTAL LICENSING.PDF

H. Declaration of Surplus Motor Vehicles Documents:

COUNCIL REPORT - DECLARATION OF SURPLUS MOTOR VEHICLES.PDF RESOLUTION - DECLARATION OF SURPLUS MOTOR VEHICLE.PDF

I. Notice of Pay Equity Compliance Documents:

COUNCIL REPORT - 2019 PAY EQUITY- AUG 26 MEETING.PDF ATTACHMENT - INCOMPLIANCECERT.PDF ATTACHMENT - INCOMPLIANCELETTER.PDF ATTACHMENT - STATISTICALTESTRESULTS.PDF

J. Amended Permanent Sidewalk and Trail Easement and Temporary Easement for the Marie-Oakdale Trail Project 18-4 Documents:

COUNCIL REPORT - AMENDED TRAIL EASEMENT FOR PARCEL 7 FOR THE MARIE-OAKDALE TRAIL PROJECT 18-4.PDF

K. Stipulation of Settlement for Parcels 12 and 15 for the Marie-Oakdale Trail Project 18-4 Documents:

COUNCIL REPORT - SETTLEMENT OF PARCELS 12 AND 15 FOR THE MARIE-OAKDALE TRAIL PROJECT 18-4.PDF

L. Resolution Supporting Application for a State Health Incentive Program (SHIP) Grant from Dakota County Documents:

COUNCIL REPORT - SHIP GRANT RESOLUTION.PDF RESOLUTION - SHIP GRANT RESOLUTION.PDF

M. Police Chief Selection Report Documents:

COUNCIL REPORT - POLICE CHIEF SELECTION.PDF ATTACHMENT - WEST ST PAUL POLICE CHIEF HIRING INPUT REPORT - FINAL 8-2019.PDF

10. Public Hearing

11. New Business

A. First Reading - Ordinance Vacating Haskell Street Right-of-Way Documents:

B. Rental License Review - 1115 Humboldt Ave Documents:

12. Old Business

A. 2019 Bond Sale Documents:

COUNCIL REPORT - BOND SALE RESULTS.PDF RESOLUTION - ISSUANCE AND SALE OF GENERAL OBLIGATION BONDS, SERIES 2019A.PDF

13. Adjourn

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Brian Sturgeon, Interim Chief of Police Date: August 26, 2019

Council Presentation – Local War Hero

BACKGROUND INFORMATION:

This presentation is a collaborative endeavor of the Police Department and the Beyond the Yellow Ribbon Group.

Every so often staff becomes aware of certain individuals from our community that should be recognized for many different reasons. Tonight we recognize West St Paul resident, Jack Hinderscheid, whom was laid to rest on July 31st.

He was a husband, father, grandfather and a war hero. Most of us did not know that he was a member of the Marine Corp who joined with seven of his classmates from Monroe High School in St Paul. He was a part of the group known as the Monroe 7 and the Lucky 7. Seven high school friends who went to boot camp together and fought in the same unit during the Korean War. All of them coming back from war with some scars, physically and mentally, but more importantly, all of the Monroe 7 came back alive. Staff Sergeant Hinderscheid is labeled number six of the Monroe 7, as he is the sixth member to be laid to rest. Only one member remains with us today.

Tonight we recognize Staff Sergeant Jack Hinderscheid, a West St Paul resident who raised his family consisting of two daughters and five sons. His one son, John, is a Sergeant with our Police Department.

This presentation will give the community information about the Monroe 7, their struggles during the Korean War and some history regarding Staff Sergeant Hinderscheid before, during and after the war.

FISCAL IMPACT:

Amount Fund: Department: None Account:

STAFF RECOMMENDATION:

This presentation is for information purposes only to recognize a hero that was among us.

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Brian Sturgeon, Interim Chief of Police Date: August 26, 2019

City Council Presentation – Police Reserve Program

BACKGROUND INFORMATION:

Every few years the Police Department likes to formally recognize certain programs or individuals that contribute to the Department and City of West St Paul. Tonight we are pleased to recognize the Police Reserve Program in front of Council and the citizens of West St Paul.

The Police Department has had a reserve program on and off since the early 1900s. After several years of inactivity the program came back in 1997 and has been strong ever since.

We have for you tonight a Power Point presentation that provides information and accomplishments of this group of highly dedicated volunteers that contribute to make West St Paul a great place to live.

FISCAL IMPACT:

Amount Fund: Department: Account:

STAFF RECOMMENDATION:

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Melissa Sonnek, Community Development Coordinator Date: August 26, 2019

Outstanding Property Awards

BACKGROUND INFORMATION: Since 2003, West St. Paul has had the Quality Housing Program initiative. One piece of this initiative is the Outstanding Property Awards, this award asks the members of the community to nominate and recognize property owners, both commercial and residential, that have maintained their property in a well-kept manner or that have made significant, positive improvements.

With each nomination submission, City Staff conducts a review of the exterior of the property to ensure it is well maintained as well as a review of the history of the property to ensure there are no significant historical property maintenance issues. Upon successful completion of the internal review, Staff reaches out to each nominated property owner and invites them to attend the Council meeting to receive their award and recognition for their hard work and continued efforts.

This year, City Staff received a record high number of nominations reaching ten properties. This shows that many people take great pride in their properties and are properly recognized for the their hard work. This is very exciting from a Staff perspective.

City Staff is pleased and proud to present the following properties and respective owners with the 2019 Outstanding Property Award: 1. 1285 Charlton Street . Donald and Joanne Sylvester 2. 170 Emerson Avenue East . Mary Ann Smerud 3. 1137 Charlton Street . Kari Isaacs 4. 1231 Seminole Avenue . Deacon and Kendra Klemme 5. 191 Curtice Street West . Shannon and Mary Mack

STAFF RECOMMENDATION: Staff recommends the City Council approve and acknowledge the above listed property owners for the 2019 Outstanding Property Awards.

ATTACHMENTS: Map of Outstanding Properties 2003-Present Property Photos

Outstanding Property Award Winners, 2003-2018

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City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: City Staff Date: August 26, 2019

Donation to the City

BACKGROUND INFORMATION:

The below described individuals and/or organizations have donated to the City:

South Robert Street Business Donation – SRSBA continues to donate generously to the City of West St. Paul. This donation is for the Parks & Recreation Little Tykes & Safe Kids Safety Camps in the amount of $300.00.

FISCAL IMPACT:

Amount Fund: 101 Department: 30000 $300.00 Account: Various

STAFF RECOMMENDATION:

Publically thank South Robert Street Business Association and accept their generous donations by adopting the attached draft resolution.

CITY OF WEST ST. PAUL DAKOTA COUNTY, MINNESOTA

RESOLUTION NO. 19-

RESOLUTION ACCEPTING DONATIONS TO THE CITY

WHEREAS, the below listed individuals/organizations have donated funds to the City:

AND WHEREAS, the donors may have indicated a particular use for their funds; and

WHEREAS, the Mayor and City Council acknowledge the generosity of these individuals/organizations and extend their appreciation to them for their consideration and generous donations.

NOW, THEREFORE, BE IT RESOLVED that the Mayor and City Council accept these donations on behalf of the City of West St. Paul and authorize City staff to expend these funds in the manner described therein.

Adopted by the City Council of the City of West St. Paul, Minnesota, this 26th day of August 2019.

Attest:

David J. Napier, Mayor Shirley R Buecksler, City Clerk City of West St. Paul Open Council Work Session Minutes July 22, 2019

1. Roll Call

Mayor Napier called the meeting to order at 5:00 p.m.

Present: Mayor Dave Napier Councilmembers Wendy Berry, Lisa Eng-Sarne, Anthony Fernandez (arrived at 5:02), John Justen, Bob Pace and Dick Vitelli

Absent: None

Also Present: City Manager Ryan Schroeder Attorney Peter Mikhail, Kennedy & Graven Assistant City Manager/HR Director Sherrie Le Interim Police Chief Brian Sturgeon Finance Director Char Stark Parks & Public Works Director/City Engineer Ross Beckwith Assistant Community Development Director Ben Boike City Clerk Shirley Buecksler

2. Review and Approve the OCWS Agenda

Council approved the OCWS Agenda, as presented.

3. Review the Regular Meeting Consent Agenda

Council approved the Regular Meeting Consent Agenda, as presented.

4. Agenda Item(s)

A. Banquet Hall Zoning Discussion

After receiving multiple inquiries for a potential banquet hall/conference center in West St. Paul, Assistant Community Development Director Boike said Staff reviewed the option amending the zoning ordinance with the City Council. After discussing it, the Council wasn’t sure that the B4 Shopping District was the best fit for this type of use as this district is comprised primarily of big box retailers and strip centers. Therefore, Council directed Staff to discuss appropriate zoning for the Use with the Planning Commission.

Boike distributed a survey for Council and said that many of the Cities surveyed do not list banquet halls in their code. During the June 18th Planning Commission work session, he said a general consensus was reached that banquet halls should be limited

Open Council Work Session Minutes of July 22, 2019 Page 1 of 21 to an accessory use for primary uses, specifically for restaurants or golf courses (similar to zoning in other cities). In addition to banquet halls being an accessory use only, the Planning Commission would like to make it a conditional use to allow for a formal review of each application.

Boike said Staff is requesting that Council discuss whether or not to proceed with a formal zoning code amendment to allow banquet halls as a secondary use to restaurants or golf courses as a conditional use with specific building, parking, and location requirements.

Mayor Napier recognized the Planning Commission as very active and hardworking and said he appreciates them for all they do and the time they put into it. He added that Chair Kavanaugh calls him often.

Councilmember Pace seconded Mayor Napier’s comments about the Planning Commission. He said they do a good job and that they often email him to ask his opinion as a Councilperson. Councilmember Pace said when this topic was discussed previously, that he was absolutely not a fan but now he likes the idea. He said whoever came up with this idea, he is on board with it the way it is.

Mayor Napier, Councilmember Vitelli and Councilmember Eng-Sarne agreed.

Mayor Napier said that part of it is that it would all be catered food with no commercial kitchen. He added that we really need a banquet hall in our community.

Boike said Staff will draft a formal ordinance amendment which will go to the Planning Commission and then come back to Council for two readings.

B. Discussion Regarding Vacant Property Ordinance

In 2018, Boike said that Council reviewed a draft ordinance regarding the adoption of a vacant property registry for the City. The primary purpose for the registry is to obtain ownership info should there be any code or public safety issues while the property is vacant. Council reacted in favor of the proposed ordinance but requested that there be no fee to register and include exceptions for snowbirds and for military personnel. Boike requested that Council review the draft ordinance and provide direction on whether or not to proceed with a formal ordinance amendment.

Mayor Napier said this is a hot topic right now and that Councilmember Pace requested it be placed on tonight’s agenda. He said he agrees 100 percent because even with all the work that we are doing, he said this is still an issue for him.

Councilmember Pace said he drives up and down the street and sees properties that either the owners are absent or they don’t care about it, such as Burger King and the

Open Council Work Session Minutes of July 22, 2019 Page 2 of 21 old pawn shop, as well as the old Signal Bank. He said an owner from California doesn’t care what happens in West St. Paul. He said we should look at the ordinance and implement any needed changes. Councilmember Pace said the economy is such that there is a lot of building going on but, in the future, we may have more properties. He said we need to give them incentive to want to move their property.

Mayor Napier asked if a citation has been issued to Burger King since the last one. Boike said one was issued last week for long grass and, if it hasn’t been taken care of as of today, a third party will take care of the grass either today or tomorrow. He added that the graffiti has been addressed and dealt with.

Mayor Napier said he would like to have the grass done by Friday by either our team or a third party and send them the bill. He said it’s bad and looks bad on Robert Street as a whole by having four foot high weeds.

Mayor Napier said he would also like an update on the 326 Orme Street house across from St. Joe’s School. Boike said he does not have an update; however, the Code Enforcement Officer has issued several letters and abated the lawn over the years. He said he will check on it tomorrow.

Mayor Napier said it’s bad to have a property sit vacant for at least ten years in our city.

Councilmember Vitelli asked if the taxes have been paid.

Mayor Napier said we need to tackle it and hit it hard. When it just sits there, he said it brings the neighborhood down.

Councilmember Vitelli asked if Starbucks was contacted because they have a new lawn sprinkler system and it looks good.

Mayor Napier said our City property has some pretty significant weeds and that he sent pictures to Schroeder. He questioned why property owners would take care of their properties if we don’t. The weeds are in the brick pavers and along the sidewalk and some are pretty tall. Mayor Napier said we need to take care of our own stuff.

Councilmember Vitelli added that there are a lot of suckers coming out of the trees on Robert Street.

In regards to Mayor Napier’s comments, Schroeder said Parks & Public Works Superintendent Schneider suggested spraying those weeds as he gets to it. Beckwith said they will probably be done tomorrow but that one tree took all day for Public Works to take down. He added that we have one person who does part-time weeding, supplemented by four Parks Staff, on Robert Street. He said we are weeding as fast as we can.

Open Council Work Session Minutes of July 22, 2019 Page 3 of 21 Councilmember Vitelli said we should look at the budget for next year and increase it to get more summer people.

Schroeder said it is on our list. Beckwith said he has been concerned that we aren’t able to keep up.

Mayor Napier said he wouldn’t want to put all of us in the position of answering the phone from someone who got a citation for weeds but look at ours. He said he realizes the issue of staff and money but, at the end of the day, we need to take care of it.

Councilmember Justen questioned the placard on page 3, Item G, and that property owners may not want a sign saying “nobody’s here.” He said this leads into where the information on vacant properties is available. The placard is definitely public, but a big sign that says come in and steal my copper, that’s a little questionable, he said. If we have the list, Councilmember Justen asked if there is a reason for the placard.

Boike said the placard isn’t really necessary and doesn’t see a need for it since Staff has the list of properties.

Councilmember Fernandez said he wondered the same thing and asked how far this will go and whether it includes people who leave for the winter. He said this came from a situation where you had thousands of vacant properties. It’s obvious with Burger King, he said. But somebody who leaves for Florida for half of the year and a neighbor who wants to call them on the fact that they’re technically a vacant property – there needs to be more determining factors of vacant properties.

Boike said we added an exemption for that on the second to last page. Between the months of September and March, he said they don’t need to register as long as they notify the City. This also applies to military, as long as they notify us.

Councilmember Fernandez asked if other first ring suburbs are doing this.

Boike said he wasn’t sure but over a year ago he said that we did a survey and it was mainly Minneapolis and St. Paul.

Councilmember Fernandez said, to get to Councilmember Pace’s point to get there quicker, we would need to identify a zone. It could start in a commercial zone and see what happens. In the neighborhood areas, it causes extra things for residents and Staff to do. There could be a one-off across from St. Joe’s but he said it’s not a huge problem at this point. It was about eight years ago when this ordinance was created, he said. You get there quicker and faster by developing a zone. It’s our main strip, our vertebrae of the community. When I see all this language, I think this is just adding work and compiling things, he said. We can get to your issue quicker and more succinctly.

Open Council Work Session Minutes of July 22, 2019 Page 4 of 21 Councilmember Pace said he agrees with Councilmember Fernandez and, looking through this whole thing, it pulls things together with commercial versus residential. He said he looks at commercial and residential as two different things. For commercial, he said he identifies that as the industrial area, Robert Street, Smith/Dodd area, and said we could create a completely separate ordinance or Staff and Council could keep an eye on it.

Mayor Napier said he likes registering properties as vacant when talking about residential from a public safety standpoint so the Fire Department knows a house is vacant. We have seniors moving out to other properties with families owning the home but the family doesn’t have any motivation to do anything because they live somewhere else. If it’s registered with the City, we can stay on top of it and if a fire breaks out, we know it’s a vacant home, he said. Police approaching it know it is a vacant home, as well, so it’s a public safety issue.

Boike said with rental licensing, we have a contact and a local contact if there are issues with the property. For Burger King, we have an owner that is listed with the County. The main benefit for Staff is to get that local contact through registration versus sending a letter to an address in California. That’s the benefit for Staff, Boike said.

Councilmember Justen said this goes toward what Council is saying and asked if a local contact must be included. If we have the property information, he said he would assume that we are also trying to get someone who can react quickly. Also for residential. If it’s not looking for a local contact, then it doesn’t gain anything. If we specified local contact, local caretaker, then this would have some useful power. Councilmember Justen said he doesn’t see it in there right now.

Boike said we will certainly add a phone number and a contact to start, similar to our rental licenses that require a local contact. Councilmember Justen clarified a local “responsive” contact.

Councilmember Berry asked if it’s possible that there will always be a local contact in most situations, similar to Burger King. Boike said they should have someone maintaining the property.

Councilmember Berry asked if we have never had contact information for some properties. Boike said we just have County information. Unless there’s zoning approval application or a City license, he said we don’t typically have that information.

Councilmember Eng-Sarne said it currently includes the name, phone number, email and addresses of owners and names and addresses of all lien holders. She said we would have to define local contact. Boike said we can tailor it however we see fit.

Open Council Work Session Minutes of July 22, 2019 Page 5 of 21 Councilmember Pace asked if this is the ordinance Council reviewed a year or so ago and asked if Staff ever looked at the one from about five years ago. It had some teeth in it to get money on the tax base to influence the owner.

Boike said there was a registration fee but this one does not require a registration fee.

Councilmember Pace asked if it’s possible to add a time restriction to start assessing the property if the owner is not actively trying to sell it. Or if it’s land and no building and no one is doing anything with it. He said this is the direction he would like to go regarding commercial.

Attorney Mikhail said this is a great question and the answer is the fee would have to be only for cost recovery for Staff expenses in doing the work. He said we are not permitted to try and induce private property owners who are otherwise making lawful use of their property to do something else with their property. That “fee” would run a fowl of the fifth amendment, as well, he said.

Schroeder said his perception of this is that St. Paul wouldn’t agree with that. His perception of St. Paul is that their ordinance is set up to make it painful.

Attorney Mikhail said he does eminent domain for St. Paul. The idea that there is a secondary effect of your structure to make you in fact do something with your property is okay. If they aren’t actually in that range, then you run into trouble. You may not get called on it and a lot of Cities may do that but imposing things, in terms of honoring our duties under the law and the rights of our citizens, fees need to be cost recovery for Staff expenses, he said.

Councilmember Fernandez said that St. Paul has hundreds of properties and where they get you up front is on the registration fee. If the Police went out there, right out of the gate it’s two to three thousand dollars, he said. Then they have a code compliance inspection. 1, 2 and 3’s with 3’s being the worst, 2 is to bring it up to code, and 1 is more like a smoke detector that needs replacement.

On the upfront fees, Councilmember Justen said he could support a more aggressive fee for commercial, less so for residential. If we think that could be a motivator on the commercial side, he said it’s $2,000 to keep it doing nothing. The other thing to look to is to be active on our code enforcement. For Burger King, he said to do it as straight and narrow as humanly possible. Keep hitting assessments and be forcing the hand. If you aren’t going to bother to maintain it and it’s clearly vacant with lack of maintenance on the exterior, hit them with everything that happens until they take care of it, Councilmember Justen said.

Boike said we have those tools to get them to take care of it. Up front, we could have this expectation that they maintain the property and we know how to get ahold of them, he said.

Open Council Work Session Minutes of July 22, 2019 Page 6 of 21 Councilmember Eng-Sarne said, similar to what Councilmembers Justen and Fernandez said, to define residential from commercial and look at two separate ordinances.

Councilmember Vitelli asked about a vacant building such as Signal Hills old bank building if Officers walk around the building. Sturgeon said they walk all around an pull on the doors, so it’s possible and it does happen.

Councilmember Vitelli said that may be grounds for a fee for the Police Department to check buildings.

Councilmember Fernandez said the only other thing he would add is if we go down this road again, there has to be a lot more teeth in what determines a vacant building. If the property is vacant but they are pulling permits to do work, he asked if we would hammer down on them. He said we need to finite this. If we are taking this time when no one else is, it’s kind of asking for issues. He said he understands the commercial part but said residential is a waste of time. There needs to be more language as to what constitutes a vacant building. If someone is stopping by to check on the property, he asked if that means it’s vacant or not.

Councilmember Pace said he agrees. When you drive by Burger King or the old bank and there is no sign for lease or rent, to Councilmember Justen’s point, we should cut the grass once a week like everyone else does and assess them for it. Let’s add those numbers up, he said, and that may be a motivator. He said he doesn’t know what the rules are for boarded up windows. If we have tools to use, we should be more aggressive, he said.

Mayor Napier said he would like to go a step further and make sure we have dated photos.

Boike said all of our photos are dated. He said the nice thing is that Council amended the code that we send an initial letter and if it happens again in the next 12 months, it goes straight to abatement with no letter.

Councilmember Berry said she is on board for separating commercial and residential and being strict on the commercial. She said she likes the fees for the commercial properties to register and hopefully they will be more serious about it. Councilmember Vitelli agreed.

C. Smith/Dodd Overlay Zoning District Discussion

In October of 2017, City Council accepted the Smith/Dodd Small Area Plan. The Plan provides recommendations specifically for the Smith/Dodd neighborhood for future land use, development guidelines, the realignment of the Dodd/Smith intersection, bike/pedestrian improvements, park improvements (Albert and Dodd), etc.

Open Council Work Session Minutes of July 22, 2019 Page 7 of 21 One of the specific recommendations of the plan was to explore the creation of a B2 overlay district to allow for flexibility beyond the existing B2 district requirements (commercial district in the Smith/Dodd neighborhood) while requiring a pedestrian scale (development catered to the pedestrian vs. automobile) and re-establishing the automobile use focused to the rear of the buildings. In doing so, future redevelopment within the overlay zone will be required to abide by the regulations outlined in the overlay district.

Per language in the article titled Making Use of Overlay Zones, overlay districts are a tool that allows cities the ability to place a set of regulations that is applied to property within the overlay zone, in addition to the requirements of the undelaying base zone. In other words, the City can define a zone within an existing zoning district (B2 Neighborhood District in this case) and place additional requirements beyond the underlying B2 district requirements. The overlay district requirements can be more flexible or more restrictive than the underlying zoning district requirements, in attempt to guide a different development standard in the overlay district.

Boike said the Planning Commission held three separate work sessions to discuss/develop the draft overlay district/ordinance. The draft overlay district accomplishes the following:

 Prohibits certain uses currently allowed in the B2 District from locating in the district;  Establishes a front building setback build-to-line of 10 feet. The front 10 feet can be utilized for expanded sidewalk, outdoor seating, and/or landscaping;  Minimizes parking lot frontage along the street;  Allows “shingle signs” on the front of buildings (see attached info);  Requires additional building façade requirements; and  Allows for flexibility with off-street parking requirements.

The Smith/Dodd Plan discusses using the City-owned parcel at 1010 Dodd Road to accommodate the realignment of the Smith/Dodd intersection. In addition, due to the small size of the parcel, it is not likely to redevelop without the inclusion of adjacent parcels. As such, the plan does not recommend development of the property at this time.

Mayor Napier said this has been talked about at the Planning Commission and they went through it in detail.

Boike said the goal is to try and provide a more neighborhood friendly area where people can park on the street and walk around to the various shops and restaurants.

Open Council Work Session Minutes of July 22, 2019 Page 8 of 21 Mayor Napier said his understanding of this is to promote redevelopment and that hopefully it will make a different for a development to come in with a vision.

Boike said, in doing so, we are requiring some things that are more restrictive in order to create a look and feel for this neighborhood.

If we do this, Mayor Napier said the overlay district takes precedence over any other, which is the most important to him. Other Councils have done a lot of work years ago and this is all coming to us at a time when we can take advantage of this and get it zoned right if someone comes in, he said.

Boike introduced Planning Commissioner Maria Franzmeier and said she is here to support the recommendation on behalf of the Planning Commission, as well as answer any questions the Council may have.

Boike reviewed the amendments to the ordinance and the intent of the zoning district for Council.

Mayor Napier asked if it is common to have such specific language in the ordinance. Boike said it can be as detailed as you’d like. If there are uses that the Council doesn’t feel are acceptable, we can further restrict them through this district.

Boike said parking is not changing with this but we are further restricting the amount of frontage. Right now, the building has to be up to the street. Our code doesn’t define how much front. This defines that the maximum frontage can be 30 feet of parking and minimizes the amount of parking in front of the street to encourage building frontage.

Councilmember Fernandez asked why we prohibited nursing and retirement homes. Boike said the thought process for this area is that the parcels are so small and you wouldn’t want to combine five parcels to build a big retirement home.

Councilmember Fernandez said the biggest chunk available for development is Oxendale’s. He asked why we would prohibit one of the largest things that could potentially boost a massive redevelopment, which would be a retirement home. He said we would be building up, not out, and that site is prime for something like that. He said that’s the flavor right now. Boike said that’s a very valid point.

Councilmember Berry said the other flavor is walking. She said she doesn’t think a retirement home would bolster the walking to a nursing home.

Boike said nursing homes versus independent living are two separate things.

Councilmember Vitelli asked if there is some kind of wording that we could put in that doesn’t restrict anything but that anything proposed would have to come to Council.

Open Council Work Session Minutes of July 22, 2019 Page 9 of 21 Attorney Mikhail said Council wouldn’t be able to say after whether or not it’s permitted. The way the zoning code would work is permitted uses would always be blessed. The middle ground is the Conditional Use Permit (CUP) kind of use but you set those types of uses out in the code. There has to be some kind of objective measure in the code that we’re pegged to decide on something someone wants to do.

Boike said you would have to define something that is related to health, welfare, etc., in order to deny.

Councilmember Justen commented that the reason for restricting banks is due to drive thru lanes and asked if we haven’t already covered this because we restricted drive thru lanes. If it’s a small satellite bank, he said he wouldn’t want to restrict that. If this is the only reason, he would want to strike bank from the language.

Boike said the Planning Commission also discussed and wasn’t sure a bank would be a good fit for Smith Avenue.

Councilmember Justen said when you see places that thrive in areas like this, you may see a real compact bank. He said to just stick with the drive thru lane restriction.

To the point of retirement communities, nursing homes, Councilmember Fernandez said you see them all over the city and below is mixed use so you don’t realize that they’re there. You may have an eight story building but you won’t realize that it’s a nursing home. A prime example is Dale University. On the northeast corner you would never know that it’s a retirement community because there is a taco shop, light rail, and all these things up and down University. Councilmember Fernandez asked about the height restriction. For all commercial districts, Boike said anything above four stories requires a CUP and said we could add a cap for certain height thresholds.

Councilmember Fernandez said when they rezoned University, it was zoned as B2. Boike said that it is how it’s defined but that it’s more of a neighborhood. Councilmember Fernandez said if someone came in that corner, they would be looking to go up.

Mayor Napier said a perfect example of what he would like to see on Smith Avenue is Selby Avenue. It’s walkable with two to three story condos. The street is so walkable, so many shops, it’s not as busy with traffic, so it’s more like Smith Avenue. All the way to the high bridge, it would be a home run. He said he likes the direction that the Planning Commission went on this. He said he was definitely a little concerned about being specific; for example, if a shoe shop wanted to come in, they would come in. There are so many businesses that aren’t thought about until they come in. If we’re going to be specific, Mayor Napier said to make sure you have everything you do not want.

Depending on the definition, Councilmember Vitelli said he isn’t sure we would want either nursing or retirement homes there. If you want market rate condos or apartment

Open Council Work Session Minutes of July 22, 2019 Page 10 of 21 buildings six stories high, that would be better because it’s the high point of our city with a view one direction or another. He said prohibition of nursing and retirement homes should stay.

Councilmember Justen asked if pedestrian scale gets into the height requirements. Boike said the Planning Commission didn’t address that.

Councilmember Justen asked if we have a tall development going in, if we are now off of pedestrian scale. Pedestrian scale almost establishes height limit and asked how we are narrowly defining that. Boike said this language pertains to the first story.

Boike said the carrot for redevelopment is parking. There isn’t a lot of space for parking on these properties. If they meet all the requirements as outlined, based on the square footage of the building, we would reduce required parking by this percentage. The Planning Commission had examples of what this would mean for specific uses. The whole idea is, if they are meeting these requirements and Smith/Dodd is pedestrian friendly, that we should allow off street parking. This would allow them to reduce those parking requirements.

Councilmember Fernandez suggested zero. Boike said this was the consensus with the Planning Commission and that a lot of metro areas are going with this.

Councilmember Fernandez said if that area is flourishing that much and we are not worried about parking, then we’re doing something good.

Councilmember Justen said he is in complete agreement and also supports zero. He doesn’t want to have a parking requirement in this area, given the vision that we want. He said he cannot imagine anyone not putting in the parking they would need for their business. Parking is important for any business and they will know what they need.

At 50th and France, Councilmember Vitelli said there is an eight story apartment complex at market rate. He asked if residential would require parking. Boike said it would be smart for a larger complex. Councilmember Fernandez said it could be underground.

Councilmember Vitelli asked if there could be any implications if we put in zero.

Councilmember Justen said he cannot imagine an apartment building would come in and say they aren’t going to have any parking. A business is going to know what they need and they are going to find that number.

Boike said we could exclude residential from that.

Mayor Napier thanked the Planning Commission for their work and the time they put into it.

Open Council Work Session Minutes of July 22, 2019 Page 11 of 21 Commissioner Franzmeier said that Commissioner Samantha Green had shared an Excel spreadsheet with the Planning Commission, which was created by resident Ken Paulman, that was telling of what is currently happening. Literally doing the math and square footage of the space, Commissioner Franzmeier said she is a little afraid to say zero parking. A developer won’t put in additional parking if they don’t have to, similar to DARTS who already has reduced parking. In ten years, they may be short of parking and that’s her and a few other Commissioners’ concern. She said the Planning Commission was challenged with the fact of why not make it zero to bring businesses in. Also, the neighborhood is looking for some charm. Buildings over 5,000 square feet in space won’t bring in charm, she said, and challenged the Council to think about what will bring charm to this area. Commissioner Franzmeier said she is also concerned about snow removal in an area with zero parking, which will put more street on on-street parking. She said it was hard to get by this year.

Councilmember Fernandez said one thing he’s learned is everyone loves the snow plow drivers and you don’t talk against them.

Commissioner Franzmeier asked about the rules and restrictions that will be allowed. She said we have had two big discussions on this with a lot of good checks and balances and a good solution.

Councilmember Vitelli said Public Works will hall away the snow; Beckwith said this is a MnDOT road.

Mayor Napier asked Boike what he needs for a realistic timeline. Boike said probably September with a formal adoption. Mayor Napier directed him to edit this and bring it back to OCWS.

Mayor Napier thanked Commissioner Franzmeier for coming and asked her to thank the rest of the Planning Commission for their work.

D. Review of Mid-Year Report

With the adoption of new Council Initiatives for 2019-2020, Schroeder said Council requested periodic updates on progress toward goal accomplishment. He provided a mid-year update and said that an annual report was also done in the last three years.

Council Initiatives:

 Accessibility Improving accessibility and bikeway/walkway infrastructure has been a focus for a number of years. However, a good share of City efforts has been planning for future construction. Included, of course has been the Bike/Ped plan of 2011, the completion of the ADA plan in 2018 and the cost estimating update of the Bike/Ped Plan during 2019. In looking back at accounting records, it is difficult to confidently state what the public investment has been in this area.

Open Council Work Session Minutes of July 22, 2019 Page 12 of 21 Trailway/walkway costs are not typically segregated from other roadway project costs (excluding Robert Street roadway project costs in total have averaged about $2.6 million/year between 2008-2018).

What we are certain of, however, is that 2019-2020 projects under construction and in queue include significant investment in bikeway/walkway infrastructure. Trailways are currently under construction under the Dakota County joint projects on Wentworth and Oakdale/Marie with a County ped crossing of Wentworth at Marthaler Lane funded. The R2R trailway from Wentworth to Oakdale/Thompson is currently under design for a 2020 bid project. The County Thompson Lake restoration project had a trail component. Sidewalk improvements are part of the Livingston construction project.

Past trail/sidewalk expenditures, according to accounting records, have been:

2008: $194,509 2009: $109,411 2010: NA 2011: NA 2012: NA 2013: NA 2014: - Construction of Marie Trail included in Marie Street project - Construction of Ped improvements included in Robert Street Project (2014-2018) 2015: $12,101 2016: $4,596 2017: $75,254 2018: $597,035 2019: - Marie/Oakdale: $2.4M trail project ($1.35M City Cost) - Wentworth: Trailway included in $6M County road project ($1.9M City Cost) - Livingston: Sidewalk included in $5.1 million street construction project - Wentworth Crossing at Marthaler: $70,000 (City cost $0) - Thompson Lake Reclamation with trail component: $2M ($144K City Cost) 2020: R2R Trailway: $6.7 Project Cost (Grant and County funded)

Through the design process for Robert Street, there was inclusion of Transit planning along the corridor. Ultimately, the net of that planning was revisions in bus stop location and reconstruction of transit stop shelters. There has not been recent transit deliberations within which the City has been a participant. However, the Dakota County Chamber of Commerce and East Metro Strong (a regional transit planning non-profit) have collaborated recently in order to pursue a transit study for portions of Dakota County including West St. Paul. That four month study is intended to

Open Council Work Session Minutes of July 22, 2019 Page 13 of 21 commence in August. The County is also beginning a review of the current transit plan.

 Blighted Properties An ongoing activity of the community has been to address owner occupied and rental properties that do not meet community standards. With that focus, staff operates a monthly Problem Property Committee including public safety, inspections, and housing staff. Enhancements to the code/rental inspections program have been implemented during 2019 (see “Housing Stock”). Staff has also identified all residential structures with EMV’s below $100K for future program recommendations to Council.

 Branding and Identity A facet of branding for West St. Paul includes success and appearance of public and privately owned properties within the community. Advancing our brand, thus, includes development and redevelopment activities. Included this year is $12M in improvements (total) to Garlough and Moreland Schools, the new $1.8M Solas Salon, $1.6M buildout of the Children’s Clinic at 963 Robert, the $1.4M remodel of Walmart, the new $750K Animal Hospital at 2000 Robert, the $600K remodel of Taco Bell, the expansion of Michoacan a Pedir de Boca Ice Cream at Signal Hills, and build out of Tokyo Sushi at Southview Square. $24.4M YTD in permit value. The final plat for a Hy-Vee grocery store was approved in 2019 for 2020 anticipated construction.

Council has allocated funding to ensure that newly reconstructed Robert Street continues to create a draw for consumers. Included is an approximate $60,000 allocation on litter and planting bed maintenance programming specifically for Robert Street. We have struggled to keep ahead of maintenance needs in this area and are intending to revisit our current approach. Through our Volunteer Program, we have been successful in improving citizen participation throughout the community on clean-up activities of roadways, parks, and transit stops.

We are focused on communication to stakeholders through internal/external newsletters, social media, and collaboration with NDC4 (Town Square Television) to promote City programming, events, and activities throughout the community. To date, we have hosted a number of stakeholder meetings including Council led listening sessions, public safety neighborhood meetings and events, coordination of ROMA (rental owners and managers) meetings and more recently listening sessions as part of the Police Chief selection process.

In 2019, we collaborated on a joint hosting of the West St. Paul Days event at Harmon Park during which we marketed WSP T-shirts. While the event venue was somewhat lightly attended (cold weather) T-shirt sales, which was a pilot marketing effort, met expectations.

Open Council Work Session Minutes of July 22, 2019 Page 14 of 21  Diversity and Inclusion Considerable efforts to recruit diverse applicants have been implemented since early 2018 resulting in a significant increase in number of diverse applicants. Four new diverse employees have been hired into permanent positions since 2017. Females have been hired or promoted into male-dominated jobs in Police, Police supervisory, and engineering intern.

During 2018 we established an outreach Committee to assist with our inclusion efforts. That committee was shelved during 2018 and has not yet been re-energized. However, internal communication enhancements such as a growing menu of dual language communication has been ongoing.

Schroeder said we are about to kick off the complete count for the Census which will cause us to do some things that we haven’t focused too much on to date.

Councilmember Vitelli asked if we could put Tobacco 21 on a future agenda. The legislature seems to be doing nothing, he said, and noted that Arden Hills is already doing something on Tobacco 21.

Mayor Napier said he’s open to discussing it.

Councilmember Eng-Sarne said that she thinks this is on the list for the next legislative agenda. Councilmember Vitelli said it’s not going to happen at the legislature.

Mayor Napier said he told the community that we would talk about it tonight. Schroeder said he can add it to the next meeting.

Councilmember Berry said she would like to add the LGBTQIA+ proclamation to the Diversity and Inclusion piece because it’s a big thing for diversity. Schroeder said he will add it.

 Fiscal Constraints Perhaps our most significant 2019 achievement to date is legislative/gubernatorial adoption of a Local Option Sales Tax for WSP. Council has approved implementation of this tax effective for 2020 which is projected to generate $28M over the next 20 years toward major maintenance (mill/overlay or reconstruction projects) of collector and high priority roadways over that span. As part of this initiative the Council has adopted changes in capital planning, fiscal and debt policies to set a direction toward debt reduction and improved fiscal metrics.

The Council has also approved contracts to install solar panels on the Public Works and City Hall roofs as well as a contract to join a solar garden consortium. The net will be long term savings in energy payables absent a capital investment by the City.

Open Council Work Session Minutes of July 22, 2019 Page 15 of 21 A review of the 2020 Legislative agenda and priorities will be in front of Council by August.

 Housing Stock Approved during 2019 has been a 174 unit affordable senior housing project by DARTS/REE, on Marthaler Lane, a portion of TIF revenues from which are targeted toward future housing rehab programs. Another project which should be going through the entitlement process soon is a County approved senior assisted living (18 units) /memory care (14 units) project at Robert and Haskell. The EDA has approved a development agreement for a 152 unit market multi-family development on 5 acres at the former Thompson Oaks property. We do anticipate projects coming forward yet this year for the 900 Block of Robert and Town Center 1 project areas. The grand opening for the Rooftop 252 market multi-family project on Marie Avenue was July 19.

The City Council approved an updated contract with Dakota County for administration of CDBG entitlement funds. In West St. Paul, program funds are targeted toward housing rehab programming. This year, staff has revamped the Code Enforcement/Rental Inspections program to assign staff toward both aspects of the program with assignments either east or west of Robert Street. Compliance correspondence has also been amended to include photo depictions of non-compliant features of a complaint as suggested by members of Council.

 Infrastructure and Public Facilities The 2019 Street Improvement Project is reconstruction of Livingston Avenue. There are a number of County and State led projects finishing up from 2018 or under construction in 2019 within the community. Public Works staff recently completed a one mile drive lane temporary bituminous mat on Annapolis from Smith to Robert. The draft 2020-21 budget includes an allocation to the street department to continue similar mat construction in future years. The forcemain 1 project should be completed by August as part of a 2018-2024 forcemain/lift station replacement project.

In 2017-2018, the City has replaced all of the HVAC units on City Hall (but for those on the Fire Department which were newer than all of the others) and has replaced the entire roof on this facility. We have also reconstructed all of the parking lots and replaced overhead doors. In total, addressed deferred maintenance on this building has cost $1,054.887 through 2018.

In 2019, we will be replacing all of the windows in City Hall as approved by Council on June 24, 2019 (amount of $173,763). The City has contracted with Wold Architects to design the next phase of this project, which includes improvements within the Police Department and common area enhancements in City Hall. In 2019-2020, the project fund is budgeted at $1,006,000 in revenue and $1,061,400 in expenditures. Total

Open Council Work Session Minutes of July 22, 2019 Page 16 of 21 project fund balance at year end 2020 is projected at $406,345. Given the favorable window bid, we are anticipating the opportunity to begin the 2020 project during the 4th quarter of 2019, which may allow for more favorable bidding than would otherwise be the case.

On July 17, Wold presented concepts for reconfiguration of both the PD upper and lower levels. Those layouts will be provided to staff for review and comment prior to cost estimating of a project proposal for consideration by the City Council.

Schroeder said he said there are two items for Facilities, one mentioned here and one mentioned in a memo on Wednesday. We are working towards the 2020 Police Department remodeling but anticipate that we would have an opportunity to start that this year if things go according to the current plan. The second to mention is, because it’s more public, there has been quite a bit of conversation in some communities about the ice arena. The Booster Club is working on eventually getting to a proposal to build the locker rooms, probably in the next two to three years. He said he is looking for any feedback that Council would want to provide on this. He said we have sort of finished up the last $1.8M rehab of that facility and we have about 900,000 to do in the next phase and the parking lot. The Boosters are talking about what seems to be another $1.3M worth. If everyone says yes, Schroeder said we then need to look for funds. School district, state bonding, etc.

Schroeder asked if Council sees any problems with starting the 2020 work early on the facilities piece. He said it seems that we are underspending the 2019 budget.

Mayor Napier asked how many Councilmembers have taken a tour of the Police Department in the last year and how many have toured other Police Departments that are to today’s standards.

Councilmember Pace said ours is terrible.

Mayor Napier said, if you’ve done that, you will strongly support what Schroeder is saying. If you haven’t, he suggested that they tour ours and others, as well.

Councilmember Vitelli said that he and Mayor Napier went and toured Cottage Grove.

Mayor Napier said it’s a shame that we are putting our Police force in those accommodations, with how they have to handle confidential items and how they do their daily work. He strongly encouraged that this be kept on the list.

Schroeder said he sent out a floor plan on Friday. How we are thinking through this is that we can make significant improvements downstairs that will allow the opportunity to reconfigure upstairs. He said we think we can make some significant improvements.

Open Council Work Session Minutes of July 22, 2019 Page 17 of 21 Mayor Napier said he cannot believe that there wouldn’t be grant funding for some of the things we lack.

Councilmember Pace said he is on board 100%. If you’re saying there may be money, then he said you need to move forward. He asked Sturgeon if he and his staff know how to do sheet rocking like former Chief Shaver and said that he did it all himself out of his own pocket, in order to keep the place decent. Councilmember Pace said we need to have respect for our Police and Fire Departments.

Mayor Napier agreed and said holding Chief Shaver back was the hard part. He said this is a very high priority from several years ago and said we should get a proposal together and figure out how to get the funding to make it happen. Phasing it is fine, also, he said.

Schroeder said we have $503,000 in this year’s budget. We could bid it in November so it becomes a winter project. There are other funds next year, which is all in that project. He said we are intending to do something in the common area here, as well, but it depends on what that project demands in the common space.

Mayor Napier said to keep it in there and get some bids.

Schroeder said he wanted to make sure everyone is aware of the conversation occurring regarding the ice arena.

 Parks The City Council has adopted changes to the CIP and fiscal policies that include limiting future debt incurred to fund Park development projects. However, due to projects in queue and through third party funding there are a number of enhancements to the Parks system underway. Concurrent with the Wentworth reconstruction project will be $150,000 in improvements made to the north side of Marthaler Park this year. Smaller improvements are being made to Oakdale and Haskell Parks. We continue to undertake scheduled improvements at both the Pool and Arena and are in the process of planning a larger five year plan for the latter which may include a request for funding assistance from third party stakeholders. Finally, the planning for the Thompson Oaks wetland reclamation/R2R project is well underway for funding requests yet this year.

 Recreation The recreation department has initiated some new collaborative programming in 2019. A new joint program with Mendota Heights called “Tour de Rec”, travels to different parks throughout West St Paul and Mendota Heights. Every 2 weeks, kids 6-12 years old are welcomed at a designated park for 1.5 hours of free recreation programming. Staff leads the kids in group games, sports, crafts, art and more. This is a free drop in program with no registration needed. It has been a big hit for the first half of the summer. Recreation staff is also collaborating with the YMCA to offer free “Fitness

Open Council Work Session Minutes of July 22, 2019 Page 18 of 21 in the Park” classes this summer. This inaugural program is being offered 3 times in 2019 at varying times and locations. It is open to all ages. If successful, we hope to expand this partnership in 2020. West St Paul is partnering with Mendota Heights and South St Paul to hold the first annual light up the night “Glow Dash” in September. This 1.36 mile dash is designed for all ages and abilities. The modest fee will cover refreshments and a glow swag bag for each registered participant. Staff will once again be offering movies in the park, youth safety camp as well as many other programs. Other new programs being offered this year include art and musical theater camps, music together programs for parents and young children, new parent child birthing classes, and adult and family yoga classes.

The new management contract for dome operations is under way. This new 5 year contract limits staffing reimbursements, while also expanding maintenance duties to include summer dome maintenance outdoors. Year to date rentals are tracking behind 2018 totals, but that is most likely due to a late spring in 2018 that kept more spring sports indoors. The projected rentals for the rest of the year are trending upwards. The management company is in the process of securing multiple new advertising contracts.

Mayor Napier said it is both good and important that Schroeder is creating this summary document for Council. He added that if it could be done monthly that would be great but doesn’t expect that. At least quarterly, he said.

E. 2020 Legislative and Funding Priorities

Schroeder said efforts at the State Legislature, as well as work with third party funders such as the Metropolitan Council, other State Agencies, and Dakota County and JPA’s with various operational partners, has been of increasing emphasis. During this past year, Dakota County convened a legislative forum in order to enhance familiarity with various policy level participants and to seek an understanding of priorities within the County. Early in the past legislative session, Council took positions on specific bill introductions.

At this time, Staff is looking for input and feedback from Council on priorities for this next legislative session. To date, Council has approved a capital request for forcemain and lift stations. No other positions have been taken since adjournment of the 2019 Legislature. Schroeder provided a working document to facilitate discussion.

Schroeder said he’s not sure if this City has ever done this in advance. In past years, the legislative platform was to go find money. Every now and then, he said there is an attack on fiscal disparities. The legislature has been self-congratulatory that they could get Local Government Aid (LGA) back to 2002 levels and a thank you was sent to the legislature for doing that. Prior to 2002, however, he said West St. Paul was getting a lot more money in the mid-90’s than what we are currently receiving. Schroeder said LGA is something we should be pushing.

Open Council Work Session Minutes of July 22, 2019 Page 19 of 21 In regards to local control of right of way and Xcel Energy stuff, we could lose the battle at the Federal Communications Commission (FCC). He said the current FCC seems to be convinced that cable companies and others’ needs should take priority over the needs of the public and taxpayers.

Schroeder said there is really nothing new with infrastructure. Tobacco 21 is on here, he said.

Mayor Napier said one that is not on here is wetland restoration and land restoration projects in our parks. We are looking at doing Marthaler Park this year and asked if there is anything we can lobby for funds to help. Schroeder asked if he is looking for third party funding; Mayor Napier said yes. Either land or wetland restoration. Marthaler Park or the pond, it would be nice to have a component to redo the pond.

Mayor Napier said the other was paths, trails and sidewalks, which should be something we know we need in our city. It’s a priority but we just don’t have the money to do it, he said.

Schroeder said we do need to come back on the Livingston sidewalk funding item soon, which we could probably wrap into the larger funding at the same time. He said that Beckwith provided an update a month or two ago. We could bring that forward again and talk about it all at the same time.

Councilmember Fernandez asked where the Met Council is on this stuff, specifically trails and sidewalks.

Schroder said their funding wraps transit, walkways, redevelopment and affordable housing all together. To the extent that any City can pile it all together in one project, he said it’s a fundable project. For specific trailways, standalone, DNR funding, he doesn’t know if the Met Council has a funding pool but they might, he said.

Councilmember Fernandez said we have busses that run down Robert Street but residents who cannot safely get to that bus. He said he talked with our new representative at the Met Council who said he supports that.

Boike said the Transportation Alternatives Program is a funding sources that we got for Marie and Oakdale. The next application process is next spring.

Councilmember Fernandez said we should be constantly trying for this. He added that we have a pretty compelling story and said to just look at all the other first ring cities. We are worst in terms of connectivity.

Boike said we have a list ready to go for that solicitation.

Open Council Work Session Minutes of July 22, 2019 Page 20 of 21 Councilmember Eng-Sarne said that the legislature doesn’t want to hear about Robert Street anymore. She asked if we could have a strategy session with our state elected officials so that we are all on the same page in terms of order of priorities. Schroeder said he intends to but didn’t want to do that ahead of this meeting.

Schroeder suggested that if Council has anything on wording or the goal to send them to him. He said the next piece is that he will send them to Senator Matt Klein for his thoughts.

5. Adjourn

Motion was made by Councilmember Berry and seconded by Councilmember Pace to adjourn the meeting at 6:23 p.m.

All members present voted aye. Motion carried.

David J. Napier Mayor City of West St. Paul

Open Council Work Session Minutes of July 22, 2019 Page 21 of 21 City of West St. Paul Open Council Work Session Minutes August 12, 2019

1. Roll Call

Mayor Napier called the meeting to order at 5:00 p.m.

Present: Mayor Dave Napier Councilmembers Wendy Berry, Anthony Fernandez, John Justen, Bob Pace and Dick Vitelli

Absent: Councilmember Lisa Eng-Sarne (excused)

Also Present: City Manager Ryan Schroeder City Attorney Kori Land Interim Police Chief Brian Sturgeon Fire Chief Mark Juelfs Human Resources Director Debra Gieseke Finance Director Char Stark Parks & Public Works Director/City Engineer Ross Beckwith Community and Economic Development Director Jim Hartshorn City Clerk Shirley Buecksler

2. Review and Approve the OCWS Agenda

Council approved the OCWS Agenda, as presented.

3. Review the Regular Meeting Consent Agenda

Councilmember Berry requested that the OCWS minutes of July 22, 2019 be pulled for editing.

Councilmember Vitelli said he was confused about the abatement for Lowe’s and Culver’s was but that Schroeder explained it to him. Taxes on those two properties will pay for the bonds for the sidewalk on that street. Those are the only two that are needed, so those are the only two they picked, he said. Schroeder said, since we are not assessing for that project, we can’t issue bonds under 429 so we have to do abatement bonds so we have some mechanism for financing.

Councilmember Fernandez said he would like to pull Item 12A, 2019 Housing Plan Review. The reason is he doesn’t recall talking about this item at a Regular Council meeting, just at OCWS. The housing plan has some good things in it but, instead of taking another planning document and having it accessible on our website, Councilmember Fernandez said that he thinks it should be looked at again and find some key things that we can tangibly implement. There isn’t a rush to get this done, he added. He also said that it is an overview we use but that there’s been an example lately where we haven’t used one

Open Council Work Session Minutes of August 12, 2019 Page 1 of 15 of our documents lately, like the renaissance plan. He said we just approved two single story small buildings but they don’t fit into the renaissance plan for this site, which is density and building up. It’s important to actually look at these documents and how we are going to use the work that Staff is doing so Council can use it as a guiding point for Staff and say that these are key things that we can get done tangibly, he said.

Mayor Napier agreed that there is no rush and suggested it be brought to tonight’s Regular Council meeting. He suggested that Councilmember Fernandez make his statements at that time, along with a motion to move it to a future meeting.

Councilmember Fernandez said he is suggesting a future OCWS for discussion.

Councilmember Pace agreed with Councilmember Fernandez that it should be looked at again.

Mayor Napier said we should feel that we are invested in it.

Councilmember Justen said he supports this decision, as well. Looking through the list of suggestions from the Planning Commission, he said his concern is that a lot of their suggestions were dismissed a little too quick. He said the Planning Commission worked hard on it, so it’s not fair to the work the Commission did. Councilmember Justen agreed that it should be looked into deeper.

Stark said another check needed to be added to the accounts payable check run for condemnation after the Council packet was published. She said a new list has been provided at the Council table for Council to review.

Council approved the Regular Meeting Consent Agenda, as amended.

4. Agenda Item(s)

A. Thompson Oaks Wetland Restoration Project Update

Beckwith introduced Mike Behan, Environmental Specialist – Stormwater, from Dakota County Environmental Resources Department. He added that Mr. Behan also grew up in West St. Paul.

Mr. Behan provided an overview of the Thompson Oaks Wetland Restoration Project for Council. He said he will go through the presentation of a concept for Thompson Oaks and that tomorrow he will be going to the County Board, Physical Development Division, to request authorization to apply for the State Clean Water Fund.

Background of Property  Thompson Oaks Municipal Golf Course (now closed), City of West St. Paul  City/County Joint Powers Agreement (JPA) to construct River to River Greenway & “Water Quality Project” (September 2018)

Open Council Work Session Minutes of August 12, 2019 Page 2 of 15 Purpose  Prior to 1990’s, the majority of the undeveloped site was wetlands and a small creek  Golf course constructed in 1990’s, wetlands filled with construction waste, creek placed into underground sewer  Site receives significant amounts of untreated stormwater runoff and sediment from upstream parking lots and streets

Water Quality Improvement Project o Stormwater treatment – removes ~58,000 pounds of sediment per year to Mississippi River o Wetland restoration o Restore historical creek o Provide green space amenities for greenway users and local residents

Contaminated Site Assessment and Remediation Project o Remediate contaminated soils o Create opportunities for redevelopment

Mr. Behan said the former golf course used to be predominantly wetland. There is a creek that ran from southwest to northeast. It was eventually constructed on top of construction debris and waste that was dumped into the wetlands. The creek was placed into an underground storm sewer system. It receives a significant amount of drainage and runoff and sediment from upstream streams and lots.

Mr. Behan said that three storm sewer chunk lines enter into the golf course parcel. Mostly impervious surface. A pretty big opportunity to provide some treatment to remove 58,000 pounds of sediment per year from entering the Mississippi River and restore the wetlands in the middle of the site and bring the buried creek to the surface. Not only will it treat the water before it gets to the Mississippi, he said it will also provide some greenspace.

A weir would slow the water down and promote infiltration with a boardwalk or two over the top of it, Mr. Behan said. There is also an opportunity for loop trails and market rate apartments. The majority of the waste on the site is in the central portion of the site. The cleanup component would create for potential development. He said a developer could tie into the system and irrigate their property. There is also a potential for native prairie area.

Project Costs

Water Quality Improvement Project o $576,448 Minnesota Board of Water and Soil Resources (BWSR) Clean Water Fund Grant; 75% of total project cost o $96,075 City of West St. Paul; grant match, up to $100K committed via JPA

Open Council Work Session Minutes of August 12, 2019 Page 3 of 15 o $96,075 Dakota County Environmental Legacy Fund (ELF); grant match via 2020 Capital Improvement Plan (CIP) o Total $768,597

Contaminated site Assessment and Remediation Project County is coordinating with City and Dakota County Community Development Authority (CDA) to:

o Complete environmental assessment o Develop cleanup plan o Finalize total project costs (preliminary estimate $1.76M) o Pursue Federal, State and County funding options

Timeline  September 9, 2019 – Clean Water Fund Grant application deadline  December 2019 – notification of grant award

o If Clean Water Grant Fund is awarded: . Spring 2020 – County Board request to execute grant agreement and complete final design . 2021 – Project construction

o If Clean Water Fund Grant is not awarded, potential funding strategies include: . September 2020 – Revise application and reapply . Pursue other Federal, State, Watershed or County funding options

 Contaminated Site Assessment and Remediation Project Timeline November 1, 2019 – Minnesota Department of Employment and Economic Development (DEED) Contamination Cleanup Grant deadline:

o County to assist City in developing grant application o If grant is not awarded, reapply in 2020 and/or pursue other Federal, State or County funding options

Councilmember Fernandez said it may be premature but he’s going to say it every time Dakota County is here with this plan and that is the importance that we are going to have a circulating trail with clear definitions of biking and walking. He doesn’t want this to be forgotten because it is very, very important. If we don’t define anything, it’s extremely important. He said the plans look cool but it’s really important to do this.

Councilmember Justen asked about what happens if we get the first grant but don’t get the remediation. He questioned if that will stop the project in its tracks and whether they are independent or tied together.

Open Council Work Session Minutes of August 12, 2019 Page 4 of 15 Mr. Behan said there is an option to do a smaller cleanup where the water quality footprint is in the way and not do a whole comprehensive cleanup. He said their consultant is indicating that the material would be hauled offsite at that point. It wouldn’t be economically feasible to cover it on a berm. He added that it is very important to leverage cleanup funds. We would potentially not go back to the Board in the spring or the County may not accept the funds or the County could decide to utilize Environmental Legacy Funding from landfill fees.

Councilmember Justen said he doesn’t want to see us get the first half of this and then watch it fall apart because one is after the other.

Mr. Behan said by spring of 2020 we would have an idea if we got one or the other or both.

Councilmember Vitelli asked how the year 2021 works with the trail. Mr. Behan said the trail construction needs to be lumped into the same contract. Schroeder said the trail schedule is a bid award for next June but not for this piece, though they are coordinated pretty well.

Councilmember Vitelli said it doesn’t seem like a lot of money but it does seem like a lot of good. He asked if we have a contingency plan if we get turned down on these grants.

Schroeder said we are working closely with partners and that Dakota County is an important partner. The Dakota County Board has been supportive through every step of all these various things. He added that if this particular part doesn’t avail us the money, there are other paths.

Mayor Napier said this type of project in a first ring suburb is hot and said he doesn’t think it would be an issue.

Councilmember Vitelli asked if the water flows to the northeast. Mr. Behan said this is correct.

Mayor Napier asked who will maintain it when it’s done. Mr. Behan said they have some rain gardens that they maintain along the regional trail and that this seems like something they would do on a greenway. However, he wasn’t sure if the County currently maintains the large existing pond.

Mayor Napier said there should be a part component with this, with a lot where you can park and hike. It’s going to be a very attractive amenity in our community. He said it feels like a park component, which would fall on our Parks Department.

Schroeder said we’ve been talking to Dakota County Parks and Planning folks about all of that. He added that the library makes a pretty good trail hub. Mayor Napier agreed, especially with the amphitheater.

Open Council Work Session Minutes of August 12, 2019 Page 5 of 15 Councilmember Fernandez asked what the loop would be in distance if it were to start at the mouth/swirl separator. Mr. Behan said he thinks it would be about a third or half mile. Councilmember Fernandez said it would be important for someone to click into it and know how far they could walk on the loop.

Mr. Behan said you could create a bigger loop with another boardwalk where you could look up at the waterfall and down to the creek at the same time.

Councilmember Justen said this also feeds into what Councilmember Fernandez is talking about. The top of the loop looks like the River to River trail. If we want a loop, Councilmember Justen said we need to have walking adjacent to biking at the top of the loop.

Councilmember Fernandez said he would like to have it loop all the way around, all the way up and back down so someone could walk the entire pathway and know how far they walked.

Mr. Behan said that he thinks the County is committed to the greenway but the rest of the loops are a work in progress.

Councilmember Fernandez said it may be premature but it’s important to discuss.

Mayor Napier agreed that it’s nice for the County to hear and said there is positive feedback and a route we are excited about. Mayor Napier thanked Mr. Behan for coming in today.

B. 2020 Fee Schedule

Stark provide the 2020 Fee Schedule for Council. The entire fee schedule will be published at the beginning of 2020 with all the new changes.

These changes include:

1) Lifetime Pet License – a small increase, as the goal is to get more citizens to be in compliance:

Fee Description 2019 Adopted Fee 2020 Proposed Fee Change

Cats - Lifetime 20.00 30.00 + 10.00 Spayed/Neutered 15.00 25.00 + 10.00 Duplicate License 2.00 5.00 + 3.00 Dogs – Lifetime 20.00 30.00 + 10.00 Spayed/Neutered 15.00 25.00 + 10.00 Duplicate License 2.00 5.00 + 3.00

Open Council Work Session Minutes of August 12, 2019 Page 6 of 15 2) Drain Pipe Work in Easement or Right of Way (ROW):

Fee Description 2019 Adopted Fee 2020 Proposed Fee Change

Permit – Each 52.00 55.00 + 3.00

3) Utility Rates Per the Utility Rate Study:

Utility Rates - Sewer

Fee Description 2019 Adopted Fee 2020 Proposed Fee Change

Base Rate 28.48 29.90 + 1.42 Volume Rates 5.48 5.76 + 0.28 Residential (per CEF) -Winter Qtr. Use 6.05 6.35 + 0.30 All Other (per CEF) 6.05 6.35 + 0.30

Utility Rates - Stormwater

Fee Description 2019 Adopted Fee 2020 Proposed Fee Change

Flat Rates 5.48 5.76 + 0.28 Residential (per Quarter) 12.50 12.75 + 0.25 All Other (per month) 4.17 4.38 + 0.21

Also, the title for WSP Youth Sports changed to “Youth Sports (all organized local youth sports clubs).”

Mayor Napier said the changes for animal licensing is fair since we won’t have an annual license.

Council agreed that the changes to the fee schedule look good.

C. 2020-2021 Preliminary Budget Discussion

Finance Director Stark presented an overview of the 2020 and 2021 preliminary budget. By September 30, the City is required to certify the preliminary budget and preliminary tax levy to the County. For the City, this means by the second Council meeting on September 23, 2019, the City Council must set and approve the preliminary budget and tax levy for 2020. In tonight’s budget packet, Council was provided with information on the current proposal for 2020‐2021, proposed tax rate, proposed tax levy, as well as historical information on the prior year’s operating, capital and debt expenditures. Stark said that Staff is looking for direction on the

Open Council Work Session Minutes of August 12, 2019 Page 7 of 15 preliminary tax rate, tax levy and the new Economic Development Authority (EDA) tax levy and budgeted items.

Personnel Costs

Health insurance is currently budgeted for an 18.5% increase. Currently, Human Resources is seeking quotes from three other providers to see if the City can obtain a lower cost.

 No new full-time positions are in this budget  4.75% increase in all contracts plus non-union  No change to long-term disability (LTD) or life insurance premiums  A 4% lane change for staff that are not at the top of their pay range scale  Merit pay for salaried employees

Charges for Services

 Election Judges for 2020  Police – Dakota Communications Center (DCC) charges and other professional service charges utilized by the department  Fire Department Contract – our share of the shared services provided by South Metro Fire Department  EDA – increased the business subsidy/programming provided by the EDA. This is funded by the EDA levy, which is new this year. Increased funding will provide for the following activities:

Business Subsidy $100,000 South Robert Street Business Association Special District $40,000 Robert Street Maintenance $80,000 Unallocated (Other Services) $105,000 Total EDA Levy: $325,000

 Also included in Council’s packet was a chart which showing the past eight years of budget history. The average annual spend is $50,000, excluding 2017 in which a pass-through grant was awarded to Tapemark and IEM.  Increases in workers’ compensation insurance, general liability, auto premiums.  Increase for additional street maintenance needs - patching and salt costs.  Increase for annual sewer lining, televising and Metropolitan Council Environmental Services (MCES) charges.

Capital

Decrease for 2020: Road construction will be a small mill and overlay project on Marie Avenue. This will allow the sales tax to be collected for a year before we

Open Council Work Session Minutes of August 12, 2019 Page 8 of 15 add it to the budget for street construction program in 2021. Details are in the Capital Equipment Plan-Capital Improvement Plan (CEP‐CIP) that was adopted on June 24, 2019.

Stark said we will do a very small street program in 2020 and jump back in full force in 2021 after the sales tax has accumulated for one year.

Debt

Increase levy per debt service schedule. The goal is to issue no new debt for road construction improvements. With the revenues of sales tax, Local Government Aid (LGA), franchise fees and state aid, the City should be able to fund the street improvements without issuing debt. This will allow the City’s outstanding debt of $58 million at the end of 2019 to start to decline by $3 million annually. This will improve the City’s overall financial outlook. Standard & Poor’s (S&P) during this year’s rating call had concern on the amount of debt the City has. This is the one comment in which the City was considered weak. As part of the documentation for this discussion, the S&P’s rationale for affirming the City’s AA rating was included. The last two sections of the report were dedicated to the City’s debt.

It is a goal for West St. Paul to attain the highest rating of AAA. To attain that rating, the City needs to reduce debt, increase cash balances and lower the tax burden on the citizens of West St. Paul. The financial plan that the City has adopted should achieve these steps over the next five to eight years.

City Levy and Tax Rate

The City has experienced an 8.58% increase in total tax capacity for pay 2020. This results in an estimated market value (Mean) of $238,635, up 9.63% from pay 2019, in which the estimated market value was $217,669.

The preliminary budget is presented with an increase to the total overall levy of $1,042,682, or 7.84%, for 2020 and $472,493, or 3.40%, for 2021. There is a new piece to this rate. The EDA levy is a new separate tax rate in which the City’s EDA business subsidy program and other EDA activities will be funded. Currently, this EDA levy is budgeted at $325,000. For 2020, this separate levy is 1.67% of the overall tax levy of 71.992%, which is a slight decrease from 2019. In a previous report to Council, a much higher increase to the tax rate was projected. At one point, the projected 2020 tax rate was 81.139%.

These levy dollars can be used for the business subsidy, typically a $100,000 each year. We have also indicate that we would put a $40,000 SRSB district allocation. Stark said we also have an unallocated amount of $105,000 which could decrease the levy or be added to something else.

Based on the market value of $238,635, the taxes from this tax rate are up 151.87 from 2019.

Open Council Work Session Minutes of August 12, 2019 Page 9 of 15 Stark asked Council if the EDA levy should be a separate levy or combined with the City as one levy. Schroeder added that we end up in the same spot either way.

Mayor Napier said it would identify it as EDA.

Councilmember Pace asked what the benefit or no benefit is of doing this. Schroeder said the advantage of separating it out is the transparency and if there are specific EDA expenses where you want it addressed.

Schroeder said $40,000 is for start-up costs. To get that service district moving, there is consulting work that has to happen. The $80,000 for Robert Street maintenance seems obvious. The rest of it ($205,000) is for the business subsidy and things like that.

Councilmember Pace asked if it’s proposed to do the same amount every year. Schroeder said it’s a percentage of market value, with the current cap about $326,000, so it wouldn’t grow a lot.

Councilmember Justen asked what the advantage is of moving Robert Street maintenance into EDA instead of the general budget. Schroeder said it is totally up to Council. He said if Council thinks adds some positive optics and it’s a good thing, then it makes sense to do it. If not, don’t do it.

Councilmember Justen said some element of optics is the number that people see. With all the best intentions, a lot of people will see $325,000 being taken away. Even if it’s in the budget anyway, the larger the number, the more the chance it could have bad optics.

Schroeder said at one point is our levy target, whether it has a separate EDA levy from the general fund, it’s the same exact dollar number. It’s not that the EDA allows you to increase your tax levy, you end up in the same spot, he said.

Councilmember Vitelli asked what number we need to certify. Stark said we will certify a tax levy and certify a budget.

Councilmember Justen said he is trying to figure out how it will look to the public.

Councilmember Vitelli said he feels it should be in the EDA. He also said he would like to see hanging flowers up and down Robert Street to make the street beautiful, similar to Grand Rapids and Bayport. Schroeder said we could do this either way.

Councilmember Justen said he doesn’t understand why we would take the special district and put it in the hands of a private organization. There will be some concern because not every business owner on Robert Street is part of the South Robert Street Business Association (SRSBA), so he said he could see some significant pushback. And with it now in both the levy and in the budget, Councilmember Justen said he

Open Council Work Session Minutes of August 12, 2019 Page 10 of 15 thinks we need to talk about it before it’s allocated. He wondered why it couldn’t be handled by City Staff. Not sure why it’s being moved to an outside entity.

Schroeder said it’s here so we can have this conversation. And if, as a result of completing that conversation, you say you don’t want to fund that effort, you don’t.

Historically, Mayor Napier said a lot of that has been funded by the SRSBA. A lot of maintenance, putting up flags and banners, it has all been funded by them. What needs to happen, he said, is creating a committee made up of whoever wants to be included in it. Business owners on Robert Street should have a right to be a representative on that group. A significant source of costs can be covered through a group like that.

Councilmember Pace said if a certain amount of businesses sign on to a special service district, every business will get taxed for the service district and for marketing. But what we’re talking about, he said, is the maintenance of the street which the City should take care of. SRSBA does the flags, he said.

Schroeder said there are two things. We have said for 2019 that we have $60,000 and are proposing to increase it to $80,000 for maintenance. The second is the $40,000 request which would fund startup costs for the service district. Total consulting costs for the service district. Schroeder said that this is the request that has been made but he doesn’t think it will take that much. If we don’t fund the startup costs of the service district, it probably won’t get funded in another way.

Councilmember Vitelli said when we sell Maaco, we will have a lot of money invested in that corner. When we receive payment for it, he asked if we can use that to offset the street.

Schroeder said that’s a whole different item and that cash would be housed somewhere.

Councilmember Vitelli asked if we still need to levy the $325,000 if we have that cash. Schroeder said it will most likely go to some sort of fund balance and there will be additional project costs on that block.

Stark said it will replenish the fund balance in the EDA as the cash balance goes down over the years.

Councilmember Berry asked if we can talk about the differences between Robert Street maintenance and the special district.

Schroeder said they don’t intersect much. Our $80,000 is for weeds, garbage, tree replacement. The service district as talked about is for banner purchase and replacement, marketing, things like flower baskets on the poles, but Schroeder said he’s not sure if they’ve decided any of that as they are still working through it.

Open Council Work Session Minutes of August 12, 2019 Page 11 of 15 Councilmember Berry said they provide a great service by doing that now. If we don’t create the service district, she asked if they will no longer do that. Schroeder said yes and that they could then reallocate their gambling funds to whoever asks for monies.

Councilmember Vitelli said his concern with the service district is that it will take a long time to get done. There are some business owners who take care of their place and others who don’t, he said.

Schroeder said he doesn’t know if it will ever get done even if money is allocated because it has to go through an approval process. He said there is a separate organization that is a service district. Part of that is asking the property owners if they are in support of it.

Councilmember Pace said one thing to remember and the reason why the group decided to go after the service district, and they visited White Bear Lake who has a service district, is to recoup some of the money that will actually be paid in tax. On the other hand, it could make the street look better and save the City money in the long run. He added that it is a long complicated process, because the State has to approve it and they have to get money from each business. and if it goes through in the end, the businesses will be paying for it and not the citizens, he said.

Councilmember Justen said, though not speaking for himself, that his concern is there are all these businesses on Robert Street that are not a part of SRSBA and there are others who are members, that now we are asking SRSBA to say they will tax these businesses and that they’re going to market for all businesses. But if I’m a business owner and not a member, my concern when I see marketing is going here, and I’m paying for that marketing, is the marketing going to be for all of the businesses or is it going to lean towards just those involved in the organization. He added that he would think there are a lot of business owners who wonder how they will benefit from this or if only those who are already members of the organization will benefit. Councilmember Justen asked if SRSBA brought this forward. Schroeder said yes.

Naming it after a specific organization that doesn’t contain all of business owners, Councilmember Justen said, could cause both some worry and could do more to discourage that vote going through approving it if they have misgivings of not being in control of how the marketing is going to work and the banners but are paying for them.

Schroeder said to keep in mind that we aren’t either but the request was made if the City would assist with the startup costs of creating this entity. If the answer from the Council is that we are not interested, it either gets removed from the budget or it gets approved in the budget but is not spent.

Open Council Work Session Minutes of August 12, 2019 Page 12 of 15 Councilmember Fernandez asked what the percentage is for the majority of businesses and how that vote is cast. Schroeder said it’s a formula or percentage of market value and land area, that sort of formula. Attorney Land said a service district is statutory. If the businesses that are being asked to be assessed don’t like the assessment number, they have options to appeal. There are statutory protections. The service district has to run within the guidelines that the Council passes as an ordinance. She said there will be some direction given from this body as to how that money can be spent and there will also be constitutional rights to appeal it.

Councilmember Fernandez said Target, for instance, who is presumably the largest land owner fronting Robert Street and with the most weight behind their vote…. Schroeder finished by saying all those big boxes. Schroeder said the service district might end up being manipulated in geographical boundaries because of that.

Councilmember Berry asked if these special districts are usually referred to similar to the White Bear Lake special services.

Councilmember Fernandez said it’s similar to Grand Avenue’s special service district.

Councilmember Justen asked to clarify if it is business owners or property owners. For example, the business owners at Signal Hills, any business in there, he questioned if they have a say in this. Schroeder said he would want to go back and read it again. Attorney Land said it’s the property owner.

Councilmember Justen said the secondary problem is the businesses won’t have a vote yet the controlling organization, SRSBA, is a group of businesses.

Mayor Napier said the business owners can be a member of the organization.

Councilmember Vitelli said a business can be a member of the organization but if they don’t own the property, they still don’t have a vote.

Councilmember Justen said they won’t have a vote on the assessment. He added that if he doesn’t choose to join SRSBA and he doesn’t own the building that his business is in, he won’t have a vote. He said we would be compelling business owners to join the SRSBA if they want to guide any of this market and that’s the only way they’re going to have a voice at the table.

Schroeder asked if there is an answer regarding a separate EDA levy or not. If Council isn’t ready for that conversation, he said we can come back to it so we can continue the budget and bring this to future meetings.

Councilmember Pace asked if we could get members of the organization to come.

Open Council Work Session Minutes of August 12, 2019 Page 13 of 15 Councilmember Vitelli gave a nod to the EDA assessment. Mayor Napier agreed.

Stark said the separate EDA levy ties into the fiscal disparity number that we were talking about earlier and it may change their mind.

Schroeder passed information to Council showing where the local tax rate has been over the last 12 years, changes in the City’s tax capacity, and our tax capacity after subtracting fiscal disparities and tax increment financing.

Mayor Napier asked Schroeder to explain fiscal disparities.

Schroeder said we get every commercial development since 1971. When there’s new commercial tax capacity or it is created, the increment between what was there before and what is there now goes into sort of a bucket. The portion of the bucket from West St. Paul goes into the pool and that entire pool has an entire pile of tax capacity which is distributed in a certain amount. Mendota Heights is a really big loser in that math, he said. They contribute a lot more than they get back. West St. Paul is a winner in this. Taxpayers in the area are subsidizing through that pool. It’s to subsidize cities that have lower commercial tax market values than some others. Bloomington is a big contributor, as well as Maple Grove and others. South St. Paul, West St. Paul, North St. Paul, St. Paul and others are gainers. Woodbury is a contributor. We are a beneficiary of that. If you have a separate EDA levy, he said that will have an impact on our fiscal disparity distribution, in a negative way for the following years.

Councilmember Pace said if it’s going to cost money, don’t do it.

Councilmember Fernandez asked if having a separate EDA levy would restrict us in certain ways. Schroeder said actually no, that you could fund just about anything from the EDA levy. He said you could fund a squad car or street maintenance if you wanted. In the old days, it was different.

Back to fiscal disparities, Councilmember Fernandez said he doesn’t see a point to have a separate EDA levy. Mayor Napier said that is why he asked about what we would gain from it.

Stark said there would be more certifications.

Councilmember Justen said we are weighing the optics of the EDA looking good versus the financial disparities. He said he would not support the separate EDA levy.

Stark said when they put the worksheet together, they broke out both rates but always stayed within 2019 as the high tax rate but trying to lower that number.

Open Council Work Session Minutes of August 12, 2019 Page 14 of 15 Stark said what she is hearing is that Council wants to have one tax rate for 2020, which would be 70.685%.

Councilmember Fernandez said the levy percentage seems good and asked what last year was. Stark said 5.8%. Councilmember Fernandez said that seems like a good number.

Mayor Napier said Schroeder and Stark did a good job on this.

Schroeder said there is a lot that went into that. Our Local Government Aid (LGA) went up, there was a franchise fee increase, the fiscal disparities went up more than expected, and we reorganized debt.

Mayor Napier added that we put road construction on hold for a year. Schroeder said that is more of an impact on 2021-2023.

Mayor Napier said this is really good news.

Stark said we held our rating call for 2019 and S&P liked a lot of things we’ve done. She said we could go one of two ways. Keep going positively in the right direction and get an increase to our rate. But if things were to reverse, S&P could look at decreasing our tax rate. She said we want to go with the plans and policies we have in place.

5. Adjourn

Motion was made by Councilmember Berry and seconded by Councilmember Justen to adjourn the meeting at 6:07 p.m.

All members present voted aye. Motion carried.

David J. Napier Mayor City of West St. Paul

Open Council Work Session Minutes of August 12, 2019 Page 15 of 15 City of West St. Paul City Council Meeting Minutes August 12, 2019

1. Call to Order

Mayor Napier called the meeting to order at 6:30 p.m.

2. Roll Call

Present: Mayor Dave Napier Councilmembers Wendy Berry, Anthony Fernandez, John Justen, Bob Pace and Dick Vitelli

Absent: Councilmember Lisa Eng-Sarne (excused)

Others Present: City Manager Ryan Schroeder City Attorney Kori Land Interim Police Chief Brian Sturgeon Human Resources Director Debra Gieseke Finance Director Char Stark Parks & Public Works Director/City Engineer Ross Beckwith City Clerk Shirley Buecksler

3. Pledge of Allegiance

4. Adopt the Agenda

Motion was made by Councilmember Berry and seconded by Councilmember Justen to adopt the agenda, as presented.

Vote: 6 ayes / 0 nays. Motion carried.

5. OCWS Briefing

Mayor Napier said the Council held a work session prior to the regular meeting to discuss the following topics:

A. Thompson Oaks Wetland Restoration Project Update B. 2020 Fee Schedule C. 2020-2021 Preliminary Budget Discussion

6. Citizen Comments

No one addressed the Council.

West St. Paul City Council Meeting Minutes of August 12, 2019 Page 1 of 4

7. Council Comments

Councilmember Justen said he appreciated the opportunity to ride with Officer Melville during Night to Unite and said it was an inspiring night in a lot of ways. He said it was nice to receive positive feedback from residents regarding the work the current Council is doing.

Councilmember Justen wished his son, Michael, a happy 6th birthday today!

Councilmember Vitelli said Night to Unite was a success and that he enjoyed it very much.

Councilmember Vitelli provided notice to everyone that Butler Avenue will be closed again at Carrie Street from 9:00 a.m. Thursday morning, August 15th, through sometime on Friday, August 16th. Detour signs will be posted similar to the last closure.

Councilmember Pace said the Beyond the Yellow Ribbon network will be hosting a Military Appreciation Day for our National Guard Armory, Company A, 135th Infantry Battalion. The event will be on Sunday, August 18th, from 10:00 a.m. to 4:00 p.m. at the West St. Paul Sports Complex. About 160 Guard members and their families are expected to attend this event. Lunch will be served to all Guard members and their families, along with games. Anyone wishing to volunteer, donate cash or items for door prizes, may contact Beyond the Yellow Ribbon at [email protected] or 651-259-2614.

Councilmember Berry thanked Police Investigators Mitchell and Wood for allowing them to ride along during Night to Unite. She said it’s neat that we have two female Investigators and appreciates the opportunity and said it was a lot of fun.

Councilmember Berry mentioned upcoming events:

 Wednesday, August 14, 1:00 p.m. to 3:00 p.m. Celebration Barbeque at Southview Park

 Friday, August 16, 6:00 a.m. to Noon Cop on the Top Special Olympics at Dunkin Donuts

 August 20-21 Safe Kids Camp at Harmon Park

Mayor Napier said that he made it to about ten of the over 30 Night to Unite parties that were held. The biggest takeaway, he said, is that it really takes someone in the neighborhood to take on the leadership role to gather their neighbors together. Mayor Napier said it was a nice night to get the neighbors out and also nice for elected officials to go out and see what makes up the community and our neighborhoods. He added that it was amazing to see how many kids now live in these neighborhoods where many homes have turned over to new young families. Mayor Napier said he was impressed with the high quality of parties, phenomenal food and the volunteers that put them on.

West St. Paul City Council Meeting Minutes of August 12, 2019 Page 2 of 4

Mayor Napier thanked Interim Police Chief Sturgeon, his Officers, and South Metro Firefighters who came out to Night to Unite. He said the fire trucks were a big hit and that it was really a successful and great night and an event that should continue.

8. Proclamations, Presentations and Recognitions

There were no proclamations, presentations or recognitions.

9. Consent Agenda

Motion was made by Councilmember Vitelli and seconded by Councilmember Pace to approve the following items on the Consent Agenda, as amended:

A. Minutes of July 22, 2019

1) OCWS Minutes – pulled for editing 2) Regular Council Minutes

B. List of Claims for August 12, 2019 C. City Licensing, Including:

1) Resolution No. 19-076 Concurring with the Issuance of a Minnesota Premises Permit Application and Lease for Lawful Gambling Activity for Sibley Area Youth Hockey Association at Cherokee Tavern, 866 Smith Avenue South 2) Resolution No. 19-077 Concurring with the Issuance of a Minnesota Off-Site Gambling Permit for Tapemark Charity Pro-Am, September 20-22, 2019

D. Rental Licensing E. Amendments to the General Service Employee Pay Plans:

1) Resolution No. 19-078 Amending the General Service Salaried Employee Pay Plan to Add Exempt Position of Marketing and Communication Manager 2) Resolution No. 19-079 Amending the General Service Hourly Employee Pay Plan to Remove One Title

F. Final Payment for the 2018 Street Improvements Project 18-1 in the Amount of $154,849.86 to McNamara Contracting, Inc. G. Resolution No. 19-080 Approving the Application for a Redevelopment Incentive Grant (RIG) from the Dakota County Community Development Agency

Vote: 5 ayes / 0 nays. Motion carried.

10. Public Hearings

A. Final Assessment Hearing for 2018-2019 Robert Street Sidewalk Snow Removal

Mayor Napier opened the Public Hearing at 6:42 p.m.

Seeing no one wishing to speak, Mayor Napier closed the Public Hearing at 6:42 p.m.

West St. Paul City Council Meeting Minutes of August 12, 2019 Page 3 of 4

Motion was made by Councilmember Vitelli and seconded by Councilmember Pace to adopt the final assessment roll for 2018-2019 Robert Street Sidewalk Cleaning.

Vote: 5 ayes / 0 nays. Motion carried.

B. Tax Abatement Debt Issue

Keith Dahl of Ehlers answered questions for Council.

Mayor Napier opened the Public Hearing at 6:45 p.m.

Seeing no one wishing to speak, Mayor Napier closed the Public Hearing at 6:45 p.m.

Motion was made by Councilmember Justen and seconded by Councilmember Fernandez to adopt Resolution No. 19-075 Approving Property Tax Abatements for the Marie- Oakdale Trail Project.

Vote: 5 ayes / 0 nays. Motion carried.

11. New Business

There was no new business to discuss.

12. Old Business

A. 2019 Housing Plan Review

Motion was made by Councilmember Fernandez and seconded by Councilmember Justen to continue this item to a future OCWS for further discussion.

Vote: 5 ayes / 0 nays. Motion carried.

13. Adjourn

Prior to adjournment, City Manager Schroeder introduced Debra Gieseke as the City’s new Human Resources Director. Mayor Napier and Council welcomed Ms. Gieseke to the City of West St. Paul.

Motion was made by Councilmember Fernandez and seconded by Councilmember Justen to adjourn the meeting at 6:49 p.m.

All members present voted aye. Motion carried.

David J. Napier Mayor City of West St. Paul

West St. Paul City Council Meeting Minutes of August 12, 2019 Page 4 of 4

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Char Stark, Finance Director Date: August 26, 2019

List of Claims

BACKGROUND INFORMATION:

Invoices to be paid

FISCAL IMPACT:

$1,413,004.46

STAFF RECOMMENDATION:

Approve payment of the attached

CITY OF WEST ST PAUL Summary of List of Claims Council Meeting of August 26, 2019

PAYROLL CHECK REGISTER: Payroll Period 7/29/19-8/11/19 Date Paid 8/16/2019 Direct Deposit $185,392.48

Payroll Period Date Paid Direct Deposit

TOTAL NET PAYROLL $185,392.48

DISBURSEMENT CHECK REGISTER:

Checks 130707 - 130812 $974,321.84 EFTS 549 - 564 $253,290.14

TOTAL DISBURSEMENT CHECKS $1,227,611.98

TOTAL PAYROLL, DISBURSEMENTS, ACH AND WIRE TRANSFERS $1,413,004.46

8/23/2019 Finance Dept. LIST OF CLAIMS CITY OF W.S.P Payment Register From Payment Date: 8/20/1019 - To Payment Date: 8/26/2019 Transaction Number Date Payee Name Amount AP-1 - Accounts Payable Check 130707 08/26/2019 A B C RENTAL $43.67 130708 08/26/2019 AARON HAGEBAK, LLC $300.00 130709 08/26/2019 ABDO, EICK & MEYERS, LLP $754.95 130710 08/26/2019 ACCOUNTEMPS $2,960.00 130711 08/26/2019 ACCUTAC ARMS $220.00 130712 08/26/2019 ALBRECHT, MARK $792.90 130713 08/26/2019 ALL HVAC SYSTEMS LLC $4,500.00 130714 08/26/2019 ALL PRO LAWN CARE & SNOW REMOVAL $765.00 130715 08/26/2019 ANCOM COMMUNICATIONS $136.50 130716 08/26/2019 ARMOR SECURITY $629.50 130717 08/26/2019 ARROW MOWER $29.59 130718 08/26/2019 BDI (78) $126.11 130719 08/26/2019 BEACON ATHLETICS $1,050.00 130720 08/26/2019 BOLTON & MENK INC $9,982.00 130721 08/26/2019 BOYER FORD TRUCKS INC $50.80 130722 08/26/2019 C J SPRAY CO $500.00 130723 08/26/2019 CAR WASH PARTNERS, INC $115.06 130724 08/26/2019 CENTURYLINK $412.08 130725 08/26/2019 CLEAN HOLDINGS, LLC $20,000.00 130726 08/26/2019 COMCAST $222.41 130727 08/26/2019 COMMERCIAL ASPHALT COMPANY $20,982.66 130728 08/26/2019 CROWN TROPHY $20.00 130729 08/26/2019 CUB FOODS - WEST ST PAUL $64.75 130730 08/26/2019 DAKOTA COUNTY FINANCIAL SERV $1,423.16 130731 08/26/2019 DAKOTA COUNTY PROPERTY RECORDS $1,154.79 130732 08/26/2019 DANNER INC $148.00 130733 08/26/2019 DVS RENEWAL $12.00 130734 08/26/2019 FLEETPRIDE $28.54 130735 08/26/2019 FLYNN, JOHN $600.00 130736 08/26/2019 FRESH REMODEL & CONSTRUCTION LLC $77.00 130737 08/26/2019 FURTHER $3.95 130738 08/26/2019 GADE, MARC $1,059.28 130739 08/26/2019 GALLS INC $64.99 130740 08/26/2019 GARNER, CATHERINE $100.00 130741 08/26/2019 GENERAL SECURITY SERVICES $124.98 130742 08/26/2019 HAWKINS WATER TREATMENT $3,866.99 130743 08/26/2019 HIRSHFIELDS $180.56 130744 08/26/2019 HOSE/CONVEYORS $66.53 130745 08/26/2019 IFS $1,798.84 130746 08/26/2019 INVER GROVE FORD $129.19 130747 08/26/2019 IPMA-HR $384.75 130748 08/26/2019 JACKSON, TREVOR $194.97

user: Penny Okane Pages: 1 of 3 Friday, August 23, 2019 CITY OF W.S.P Payment Register From Payment Date: 8/20/1019 - To Payment Date: 8/26/2019 130749 08/26/2019 JENSEN, BARB $50.00 130750 08/26/2019 JOHNSTONE, KATELYN $75.00 130751 08/26/2019 KENLEY, JESS $690.00 130752 08/26/2019 KRAFT CONTRACTING & MECHANICAL $13,583.00 130753 08/26/2019 KRISS PREMIUM PRODUCTS $838.00 130754 08/26/2019 LANGUAGE LINE SERVICES $51.77 130755 08/26/2019 LEVANDER, GILLEN & MILLER $29,494.55 130756 08/26/2019 LITINPAK $57.27 130757 08/26/2019 LMCIT $1,225.84 130758 08/26/2019 LMCIT $660.00 130759 08/26/2019 LOFFLER COMPANY-SUPPLIES $422.49 130760 08/26/2019 M T I DISTRIBUTING $323.35 130761 08/26/2019 MAYER ARTS INC $2,610.00 130762 08/26/2019 MENARDS $620.12 130763 08/26/2019 MENDOTA HEIGHTS/CITY OF $3,055.00 130764 08/26/2019 METROPOLITAN COUNCIL $170,428.98 130765 08/26/2019 MINGER CONSTRUCTION COMPANY, INC $454,949.52 130766 08/26/2019 MINNESOTA/WISCONSIN PLAYGROUND $12,250.00 130767 08/26/2019 MN GLOVE $47.83 130768 08/26/2019 MN HOMES TEAM, LLC $264.52 130769 08/26/2019 NORTHERN SAFETY CO., INC $182.53 130770 08/26/2019 O'REILLY AUTOMOTIVE, INC $671.77 130771 08/26/2019 OFFICE DEPOT $162.60 130772 08/26/2019 OFFICE OF MNIT SERIVICES $310.00 130773 08/26/2019 PAWN AMERICA $134.66 130774 08/26/2019 PETERSON, JEFF $615.00 130775 08/26/2019 PIONEER SECURESHRED $55.00 130776 08/26/2019 PLANT & FLANGED EQUIPMENT LLC $214.31 130777 08/26/2019 PLUNKETT'S PEST CONTROL $94.00 130778 08/26/2019 REAA $322.04 130779 08/26/2019 ROSTI CONTRUCTION COMPANY OF MN, $81,363.70 INC 130780 08/26/2019 RUMPCA EXCAVATING $36.00 130781 08/26/2019 RUPPERT APPRAISAL & CONSULTATION $663.80 INC 130782 08/26/2019 S ST PAUL, CITY OF $28,156.00 130783 08/26/2019 SACK, BETTY $742.50 130784 08/26/2019 SAM'S CLUB DIRECT $189.62 130785 08/26/2019 SCHUELLER, CASSANDRA $62.07 130786 08/26/2019 SFDMG, LLC $5,464.72 130787 08/26/2019 SHERWIN WILLIAMS $56.71 130788 08/26/2019 SMAIL, JACK $50.00 130789 08/26/2019 SOUTH EAST UMPIRES $1,209.50 130790 08/26/2019 SOUTHVIEW GARDEN CENTER INC $1,887.00 130791 08/26/2019 SPARTAN PROMOTIONAL GROUP $335.95 130792 08/26/2019 SPORTSENGINE $780.00 130793 08/26/2019 SPRWS $13,161.57 130794 08/26/2019 ST PAUL/CITY OF $3,240.92

user: Penny Okane Pages: 2 of 3 Friday, August 23, 2019 CITY OF W.S.P Payment Register From Payment Date: 8/20/1019 - To Payment Date: 8/26/2019 130795 08/26/2019 SUMMIT FIRE PROTECTION $865.00 130796 08/26/2019 SYLVA CORPORATION, INC $4,650.00 130797 08/26/2019 SYVERTSEN, KURTIS $145.56 130798 08/26/2019 T - MOBILE $1,565.42 130799 08/26/2019 TIMBERLAND PRTNRS XXXIV,LLP/MICHAEL $2,000.00 A NELSON, LLC 130800 08/26/2019 TIMBERLAND PRTNRS XXXIV,LLP/MICHAEL $12,050.00 A NELSON, LLC 130801 08/26/2019 TRANE U S INC $975.00 130802 08/26/2019 TRI STATE BOBCAT INC $315.08 130803 08/26/2019 TURFWERKS $1,592.34 130804 08/26/2019 TWIST OFFICE PRODUCTS $419.90 130805 08/26/2019 UPS STORE $39.26 130806 08/26/2019 VISU-SEWER , INC $637.50 130807 08/26/2019 WALD, JEFFREY $1,094.40 130808 08/26/2019 WATSON COMPANY $297.34 130809 08/26/2019 WENCK ASSOCIATES, INC $1,992.00 130810 08/26/2019 WSB & ASSOCIATES $3,393.50 130811 08/26/2019 XCEL ENERGY $34,286.61 130812 08/26/2019 ZIEGLER INC $67.22 Type Check Totals: $974,321.84 EFT 549 08/20/2019 FURTHER $5,550.00 550 08/20/2019 I C M A $150.00 551 08/20/2019 I C M A RETIREMENT TRUST - ROTH $287.00 552 08/20/2019 I C M A RETIREMENT TRUST-457 $7,168.07 553 08/20/2019 IRS - PR TAXES $55,568.20 554 08/20/2019 MII LIFE --- VEBA $2,486.87 555 08/20/2019 MN DEPT OF REVENUE - PR TAXES $13,858.31 556 08/20/2019 MSRS - 457 $1,941.08 557 08/20/2019 MSRS HCSP $2,678.86 558 08/20/2019 PUBLIC EMPLOYEES RETIRMNT ASSN $55,268.08 559 08/20/2019 PUBLIC EMPLOYEES RETIRMNT ASSN $203.08 560 08/26/2019 BLUECROSS BLUESHIELD $98,802.26 561 08/26/2019 FURTHER $500.00 562 08/26/2019 HIGHER STANDARDS INC $1,207.15 563 08/26/2019 MN STATE TREASURER $2,185.00 564 08/26/2019 US BANK CARDMEMBER SERVICES $5,436.18 Type EFT Totals: $253,290.14

TOTAL CHECKS & EFTS $1,227,611.98

user: Penny Okane Pages: 3 of 3 Friday, August 23, 2019

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Char Stark, Finance Director Date: August 26, 2019

2020 Proposed Fee Schedule

BACKGROUND INFORMATION:

Attached is the 2020 Proposed Fee Schedule. The changes are shown in red in the attached spreadsheet. A fee increases in the schedule for Council to consider.

Lifetime pet license a small increase as the goal is to get more citizens to be in compliance. Drain Pipe Work in Easement or Right of Way (ROW) Utility Rates per the Utility Rate Study

At the August 12 Open Council Work Shop this schedule was presented and discussed.

FISCAL IMPACT:

Amount Fund: Department: Account:

STAFF RECOMMENDATION:

Adoption of the 2020 proposed fee schedule to go into effect January 1, 2020.

West St. Paul-2020 Proposed Fees

Fee Description Fees 2020 Fees NEW * Proposed Proposed change RENEWAL Background Background 2019 Adopted 2019 Adopted BUSINESS LICENSE FEES Liquor, Wine & Beer: Intoxicating Liquor Off-Sale (MS 340A.408 Subd 3 (a)(3)) * 380.00 380.00 - 1,400.00 100.00 On-Sale (MS 340A.408 Subd 2 (a)(b)) Category 1 7,500.00 7,500.00 - 1,400.00 100.00 Category 2 (formerly tavern) 7,500.00 7,500.00 - 1,400.00 100.00 On-Sale Installment Option Due December 15 3,750.00 3,750.00 - Due June 15 (includes $25 Admin Fee) 3,775.00 3,775.00 -

On-Sale Outside Service 205.00 205.00 - 100.00 100.00 Sunday Sale (MS 340A.408) * 200.00 200.00 - 100.00 100.00 On-Sale Temporary - per application 25.00 50.00 25.00 100.00 - Adopted on 4/22/201 Wine (MS 340A.408 Subd 2©) 1,475.00 1,500.00 25.00 1,400.00 100.00 Adopted on 4/22/201

3.2% Malt Liquor Off-Sale 128.00 128.00 - 100.00 100.00 On-Sale 500.00 500.00 - 100.00 100.00 On-Sale Outside Service 205.00 205.00 - 100.00 100.00 On-Sale Temporary* 25.00 25.00 - 100.00 - On-Sale Temporary Outside Service * 25.00 25.00 - 100.00 - Brewpub/Taproom Off-Sale (Growler sale-refillable container) 200.00 200.00 - 100.00 100.00 On-Sale 500.00 500.00 - 100.00 100.00 Cocktail Room 500.00 500.00 - 100.00 100.00 Temporary Off-sale Wine* 25.00 50.00 25.00 100.00 - Adopted on 4/22/201 Culinary Class limited On-sale* 25.00 50.00 25.00 100.00 - Adopted on 4/22/201

A 10% surcharge may be applied for provisional or conditional liquor, wine or beer licenses * per application

Special Events Consumption and Display Permit (Annual) 300.00 300.00 - 100.00 100.00 Consumption and Display Permit (One-Day) 25.00 25.00 - 100.00 - Live Entertainment (Annual) 350.00 350.00 - 100.00 100.00 Live Entertainment (Additional, Similar Events) 50.00 50.00 - 100.00 100.00

Live Entertainment (Additional, but Significantly Different - Events)^ 150.00 150.00 100.00 100.00 ^ events requiring staff to revisit site

Amusement & Amusement Devices: Carnival - per week 2,750.00 2,750.00 - 135.00 100.00 Gambling (MS 349.213) Gambling - annual license * NA NA 100.00 100.00 Gambling - one day license * NA NA 25.00 25.00

Commercial & Service Activities: Adult Use (Sexually-Oriented Business) 7,250.00 7,250.00 - 1,450.00 100.00 Massage Therapy Business 95.00 95.00 - 150.00 100.00 Personal 95.00 95.00 - 150.00 100.00 Pawnbroker 7,100.00 7,100.00 - 1,450.00 100.00 Pawn Transaction Fees Modem Transmissions 2.00 2.00 - Manual Transmissions 5.00 5.00 - Peddlers, Solicitors and Transient Merchants License 95.00 95.00 - 135.00 100.00 Registration 85.00 85.00 - Photo ID Badge 14.00 14.00 - Precious Metals Dealer 1,925.00 1,925.00 - 175.00 100.00 Rubbish Hauler (commercial and residential) 625.00 625.00 - Truck Sticker 50.00 50.00 - Roll Off Sticker 50.00 50.00 - Second Hand Dealer 280.00 280.00 - Tattoo/Body Art - Business 1,925.00 1,925.00 - 135.00 100.00 Firework Sales NON-BUSINESS LICENSE FEES LICENSE NON-BUSINESS Other Businesses: Building Permits: Building Animals: Residential RentalLicense Motor Vehicle RelatedBusiness: Trades: Related and Mechanical Construction, Building, oreyBnhs-ec 50 50 35.00 35.00 Courtesy Benches -each Rental HousingInspection Late Payment ofApplication Fee eieta idwpri Fxdfe+S.Srhre 5.00 5.00 permit(Fixed fee +St.Residential Window Surcharge) Residential Roofing permit(Fi 200.00 200.00 basedpermitfee equaltothevalue Fee: Investigation Contractor LeadCertificationVerification Residential ContractorLicenseVerification contracting, sheetrock,fences,and parkinglots) 20.00 326B.153 Building Permit Fee 210.00 210.00 allBuilding PermitsFor theCity follows theMNStatute 20.00 Animal Impoundment-plusboardingfees(by contract) 2 Allowed Renewal ofSpecial Permit-Exceeding NumberofAnimals Special Permit -Exceeding NumberofAnimals Allowed Exotic Animal Permit Dangerous Animal (includingwa Potentially DangerousAnimal Dogs-Life Time Cats-Life Time oac 0.0 500 - 500.00 500.00 92 92.00 9 92.00 180.00 Residential RentalDwe Residential RentalDwellings New & Used MotorVehicle Dealer/Broker Motor Vehicle RelatedBusiness Motor Vehicle Sales andRentals Tobacco ulct ies 2.00 15.00 2.00 15.00 Duplicate License Spayed orNeutered Duplicate License Spayed orNeutered Category B Category A Category C 25.00 75. 25.00 75.00 Inspection Fee(goestoSMFD) Permit (MS624.20-624.25) * Per Unit 10.00 10.00 10.00 10.00 40.00 40.00 8.00 8.00 35.00 35.00 Per Unit Base Fee Per Unit Base Fee Per Unit 20.00 20.00 20.00 20.00 50.00 50.00 - 150.00 150.00 15.00 15.00 50.00 50.00 Reinspection Per Unit Base Fee Per Unit Base Fee Fee Description llings -perUnit>1 e e t ucag)xed fee+St. Surcharge) Schedule (includesgeneral nn ybladtg 42 rning symbol andtag) 0.0 100 - 100.00 100.00 9.0 9.0 - 95.00 95.00 - 25.00 25.00

50 50 - 95.00 95.00 2019 Adopted 00 0.0 - 200.00 00.00

.0 400 - 420.00 0.00 Fees 50 3.00 5.00 10.00 25.00 3.00 5.00 10.00 25.00 3.0 10.00 30.00 10.00 30.00 .0 - 5.00 50 - 5.00

100 - 180.00 2020 Proposed .0 - 2.00 0 - .00

0 - 00 Fees - - - - - change - - - 100.00 - 100.00 - - - 100.00 -

1400 100.00 1,400.00

Background NEW *

Background RENEWAL Plumbing Permits: State Surcharge -FixedFeePermits: State Surcharge -Value BasedPermits: Mechanical Permits: lmigFxue ah 1.0 1.0 10.00 10.00 Plumbing Fixtures -each Residential emtfels hn$000 10 1 1.00 Commercial fee x .0005 Permit feemorethan$10,000 Permit feelessthan$10,000 $l,500 +.00005x -$5,000,000) (value Greater than$5,000,000- $l,400 +.0001x -$4,000,000) (value $4,000,00l to$5,000,000- $1200 +.0002x -$3,000,000) (value $3,000,00l to$4,000,000- $900 +.0003x -$2,000,000) (value $2,000,00l to$3,000,000- $500 +.0004x -$l,000,000) (value $1,000,00l to$2,000,000- Valuation x .0005(50centsper$l000) $l,000,000 orless- xas as 5.0 5.0 50.00 50.00 50.00 50.00 - 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 Exhaust Fans Garage Heater /Unit 200.00 Fireplace Air Exchanger Heat In Floor Boiler Air Conditioner Furnace New Single Family Dwelling HVAC Systems Residential Commercial Minnesota State Surcharge As Required withoutPenalty aPermit forWorking Residential Siding permit(Fixed fee+St. Surcharge) $200 For Each additionalfixture will add$10forthefee. (plus thestatesurchargeof$5) For (plus thestatesurchargeasrequired) Greater of1.5% of totalvalue Greater of 1.5% of total value o Greater of1.5% of totalvalue Project Commercial - HVAC new single family single new dwelling existing buildings ( plus thestatesurchar Fee Description therewill beabasefeeof$50 g e of$5 of work orminimum$50fee -thisincludesonfixture. oko iiu 5 e min 5 f work orminimum$50fee there will there beaflatfeeof ) Permit Fee mn5.0 mn5.0 - min50.00 min50.00 Doubles 50 50 - 95.00 95.00 2019 Adopted Fees .0 mn5.0 - min 50.00 0.00 Permit Fee 0.0 - 200.00 2020 Doubles Proposed Fees .00 - .00 - - -

- - change - - -

Background NEW *

Background RENEWAL PLANNING, AND ZONING COMMUNITY DEVELOPMENT FEES Electrical Permits: Zoning Request: Permits: Sign Interim Use Permit Variance 40.00 25.00 25.00 40.00 1 50.00 7.10 112.75 50.00 17.50 4 67.00 40.00 50.00 50.00 50.00 Building has1PID & -base& 1Service each 50.00 Each unithasPID & Separate -each Service Reattachment of Electrical 50.00 Components (Multiples) 50.00 inspection) 50.00 50.00 10 Multi-Family UnitsUpTo New/Extend 200Amp -each Circuitsabove New/Extend Circuitsup200Amp -each 5 50.00 Service/Power Supply 800Amp Over Service/Power Supply 401-800 Amp Service/Power Supply 0-400 Amp Electrical Permits: Gas Piping Miscellaneous /Other Gas Appliance Energy Recovery Ventilator Only /DuctExtension Duct Work Heat Pump Radon System tt ucag .0 10 1.00 1.00 25.0 25.00 40.00 Rezoning based Other Signs-value SignsTemporary perpermit 40. State Surcharge Permit MinimumperInspection Fee up to$1,000 IsGreater FeeDoubled,Whichever $78Total Investigative 80.00 Concrete-Encased Electrode Inspection-Per Trip 120.00 Luminaire RetrofitModifica Furnace/Air ConditionerorCo 22 14.20 225.50 35.00 Equipotential Planes -Per Trip 13 8 134.00 80.00 Separate Bonding Inspecti Ceiling3Inspections Commercial RemodelsWith 40.00 Commercial RemodelsMinof2Inspections Remote Control/Signal Circuits(0-50V) -each Control/Alarm Communication Circuits/Fire& Temp Tech New/Extend 200Amp -each Circuitsabove New/Extend Circuitsup200Amp -each Service/Power Supply 800Amp Over Service/Power Supply 401-800 Amp Service/Power Supply 0-400 Amp OVER 250VOLTS Special -Per InspectionFee Trip 5.75 Supplies &Units Projects MinimumPlus PowerCarnivals/Fairs/Transient PowerSigns/Transformers Supplies -each Outdoor Signs/Outline Power Supply/Electric & LED UpTo Transformer Street orParking LotLightStandards -each Transformers Above Above Transformers omril-Fe 200 0.0 200.00 200.00 700.00 500.0 Commercial -Escrow Deposit(multiplevariance) Commercial -Escrow Deposi Commercial -Fee Residential -Escrow Deposit(multiplevariance) eieta e 0.0 100 100.00 100.00 Residential -Escrow Deposi Residential -Fee 23.00 Building has1PID & -each 1Service e 2.0 350 - 325.00 325.00 800.00 800.00 Escrow Deposit Fee 10 KVA - 10 KVA- Fee Description 10 KVA - 10 KVA- ons ForSwimming Pools & in e itr 0.3 tions -Per Fixture Circuits 2Inspections($40per ah 1.0 1 17.00 each bnto e rp40 mbination -Per Trip ah 3.0 34.00 each snl aine 400.00 t (singlevariance) snl aine 0.0 600.00 t (singlevariance) 00 00 - 80.00 80.00 80 80 - 78.00 78.00 - 40.00 40.00 - 0.95 0.95 - 174.00 174.00 - 6.05 6.05

2019 Adopted Fees 0 00 - 40.00 .00 0 4.0 - 40.00 00 0.0 - 500.00 0 .2 - 0.32 2 700 - 700.00 400 - 400.00 100 - 120.00 - 5.75 0.0 - 600.00 00 - 40.00 4.0 - 40.00 75 - 17.50 00 - 80.00 - 35.00 .0 - 7.10 2.0 - 23.00 1.0 - 14.20 2020 6.0 - 67.00 4.0 - 40.00 - 40.00 27 - 12.75 40 - 34.00 Proposed .0 - 0.00 - 0.00 .0 - 5.50 - 4.00 - 0.00 .0 - 7.00 Fees - 0 ------change - - - -

Background NEW *

Background RENEWAL PARKS &RECREATION FEES Softball Ice Arena Regional Athletic Center (Sports Dome): Fields rates above) Batting Cages,perhour(1batti 10pm) (M-F:5pm- Prime Time c rn prhu a) 250 0.0 205.00 205.00 Leagues Multi Purpose –2hr.minimum Ice Arena (perhour+tax) rpsdPeiiayPa e 7.0 275. 275.00 Proposed Preliminary Plat -Fee aeNgt-atr1 m n a,ayfed e orMay - Octobe Late Night-after10pm,any day, any field,perhour iePa prvl-Fe 250 7.0 275.00 275.00 175. 175.00 275.00 Zoning Letter Site Plan -Fee Approval Special MeetingsofthePlanning Commission -Fee Vacation ofRightsWay Conditional UsePermit Park DedicationFees: 10pm) (M-F:5pm- Prime Time November -April il ,prhu 60 60 26.00 26.00 77.00 seasonal marketingpurposes *All othertimes-ratesmay be adjustedpercontractorfor Field 3,perhour Fields 1and2together,perhour lwpth(/)NnRsdn d' 0.0 100.00 10 100.00 100. 100.00 50.00 50.00 5.00 5.00 Slow-pitch (C/D)Non-Residentadd'l Slow-pitch (C/D) 20.00 20.00 30.00 30.00 Slow-pitch (E) Non-Residentadd'l (E) Slow-pitch Fast pitch-Non-Residentadd'l pitch Fast Damage Deposit Each Add'l Hour Two Hours-Non-Resident Two Hours-Resident Preliminary Plat -Fee Preliminary Plat -Escrow D eald 200 0.0 - 200.00 200.00 - 100.00 100.00 - 175.00 175.00 275.00 275.00 275.00 275.00 Detailed 800.00 800.00 Standard 400.00 400.00 Preliminary Plat -Escrow D Commercial -Escrow Deposit Commercial -Fee Residential -Escrow Deposit Residential -Fee Fee nutil e ce 2500 1,0.0 12,500.00 12,500.00 12,500.00 12,500.00 Residential - Industrial, peracre Commercial, peracre PUD (amountbasedonactualusage) il ,prhu 5.0 150 155.00 155.00 180.00 180.00 180.00 180.00 Field 3,perhour Field 2,perhour Field 1,perhour iePa prvl-Eco eoi 1300 1,30 1,300.00 Site Plan -Escrow Approval Deposit 3 e nt ,5.0 ,5.0 2,250.00 2,250.00 2,500.00 2,500.00 3,000.00 3,000.00 R3, perunit R2, perunit R1, perunit r lesser of8% ofmv o Fee Description 10pm, Sat: 7am-10pm,Sun: noon- 10pm, Sat: 7am-10pm,Sun: noon- adlprlt .0 2.00 (add'l perlot) pst(+lt) ,0.0 1,600.00 eposit (3+lots) pst(- os 0.0 600.00 eposit (1-2lots) ng cageisincludedwith field r: 00 00 - 30.00 30.00

100 0.0 - 100.00 100.00 2019 Adopted Fees 600 - 600.00 7.0 - 275.00 ,0.0 - 1,600.00 20 - 2.00 2020 7.0 - 77.00 100.00 - 100.00 Proposed .0 - 0.00 0.00 - 0.00 0 - 00 0 - 00 Fees 00 - 00 ------change - - -

Background NEW *

Background RENEWAL PUBLIC WORKS FEES WORKS PUBLIC Youth Sports (AllYouth Sports Clubs) Youth Local Organized Right-of-way permits: Pipes: WSPYAA Youth Sports Thompson Park Activity Center Harmon Park Neighborhood Center Picnic Shelters amnPr 3.0 200 230.00 230.00 20.00 20.00 30. 30.00 230.00 230.00 230.00 230.00 -permember Non-Resident Fee 7.00 -permember Resident Fee 350. 350.00 225.00 Horseshoe League 7.00 225.00 Harmon Park Sports Complex, permonth Ice Arena, permonth Concession Fees Football/Soccer (Per player perseason) Baseball/Softball (Per player perseason) Individual Fees Baseball/Softball -perweekend Football/Soccer -perweekend Tournaments ih-fWyOsrcin 5.0 5.0 55.00 55.00 50.00 Permit/per dayDelay fee Penalty forROW Obstruction Right-of-Way $0.20/ft. inRight-of-Wa General Work emt-ec 50 50 55.00 55.00 line, including clean-out(s House drainconnections from Permit -each Property: onPrivate Exterior DrainPipe Work ekn 5.0 500 - 550.00 - 550.00 300.00 300.00 35.00 35.00 50.00 50.00 Lights atSports Complex Per hour,any field Weekend One Day Tournaments loo d-nFe 5.0 5.0 50.00 50.00 30.00 50.0 50.00 60.00 40.0 50.00 40.00 50.00 50.00 Alcohol Add-on Fee 30.00 50.0 50.00 Non-Profit, perhours(plustax) 60.00 Non-Resident perhour(plustax) Resident perhour(plustax) 80.0 80.00 100 100.00 Non-Resident perhour(plustax) Resident perhour(plustax) Southview, &SportsOakdale, Complex Alcohol Add-on Fee Non-Profit, perhours(plustax) Non-Resident perhour(plustax) Resident perhour(plustax) Non-Resident FullDay (plus tax) DayResident Full (plustax) Marthaler and Garlough military may for waived and be service organizations other non-profit organizations attheCity Manager's NOTE:

Park

Shelter Fee Description discretion ah10f. 3.0 30.00 ) -each 100 ft. fees y (up to500-ft)-after500-ft, buildingtoproperty

are

waived

for

bonafide

5.0 100 - 150.00 150.00

2019 Adopted Fees 3.0 - 30.00 .0 - 7.00 .0 - 7.00 00 - 50.00 2020

00 - 30.00 - 60.00 - 50.00 - 30.00 - 60.00 Proposed 0 - .00

0 - 00 - 00 Fees - 0 - 0 - 0 - 0 ------

- change -

Background NEW *

Background RENEWAL POLICE DEPARTMENT POLICE FEES Rental Rates for Radio Equipment, Marie Equipment, Ratesfor Radio AveRental Tower : Traffic Control Signs: Inspection fee Single User, Cellular or Trunking E-SMR Single User,CellularorTrunking ReviewDeposit feeforTechnical ofApplications D 90 .0 - 9.00 9.00 12.00 12.00 General Police Services: Reports -per8-1/2 x 11page(MS 13.03 Subd 3-c) weeklyorganization (provides Public CrashDataforcomme Fee Admin Drug LabClean-upActual Cos Clearance Letter CD a tce/ah(ii f1 tcesprrqet RadioEquipment Conventional 1 day sticker/each(limitof15stickersperrequest) Microwave Relays 200.00 200.00 Per Antenna Multi-Use System (ce Permit Parking stickers( 30.00 30.00 Permit Parking signs/persign 52.00 30.00 30.00 Connection ChargesforSewer: 30.00 Minnesota State Surcharge As Required 30. 30.00 30.00 30.00 to same-each Manholes, CatchBasins, andcutinconnections property linetopublicmain-each100ft. House drainconnecti Permit -each inPublic Easement orRight-of-Way: Drain Pipe Work Storm Sewer -each100ft. Sanitary Sewer -each100ft. Manholes andCatchBasins 800 MHZ Trunking System800 MHZTrunking andE-SMR I&I Inspectionfee-noshow e plcto 2150 2150 2,185.00 2,185.00 1,095.00 1,095.00 Per Application Per Frequency Pair fie lsvhceprhu 5.0 150. 150.00 hour 1 officer plusvehicle/per igeUe e ot 3.0 300 330.00 330.00 435.0 435.00 Community Repeater-permonth Single User-permonth e nen e ot 5.0 500 550.00 550.00 550 550.00 Per Antenna -permonth Radio CommonCarrier-permonth 445.00 445.00 225.00 225.00 Signs Requested Street orTraffic cost threeorm Structures having dwellingMultiple Two family dwelling Single family dwelling e ot ahAtna 120 1.0 112.00 112.00 112.00 112.00 112.00 112.00 112.00 Per montheachStandard, 2x2 floorspace Per montheachAntenna Per montheachReceiver Per montheachTransmitter Fee Description ons fromeasementor llular, paging,etc.) s tce ocag)15.0 1st stickernocharge) rcial requestors,annualfeeper reportstoeachrequestor) t ofClean-up+10% City ore dwelling units-eachunit 00 00 - 50.00 50.00 2.0 250 - 225.00 225.00 00 50.00 50.00 Actual costs

.0 10 - 1.00 1.00 2019 Adopted

.5 02 - 0.25 0.25 Fees 50 - 15.00 0 5.0 3.00 55.00 3.0 - 30.00

120 - 112.00 2020 Proposed 0 - .00 0 - 00 0 - 00 Fees - 0 ------change -

Background NEW *

Background RENEWAL UTILITYRATES-SEWER PUBLICATIONS AND OTHER SERVICES ADMINISTRATIVE CITATIONS UTILITYRATES-STORMWATER Repeat violations withinRepeat violations 12 months l akn iltos2.02.0- 20.00 20.00 200 200.00 Code orZoningOrdinance Except asotherwise oftheCity statedherein,allviolations exceptAll misdemeanorviolations, asotherwise stated All parkingviolations busi involving All violations l nmllcnevoain 50 50 - 55.00 55.00 100.00 100.00 oftheDangerous All violations All animallicenseviolations exceptAll animalviolations otherwise noted Firearm Storage Fee aeRt 28.48 5.48 6.05 155.00 5 155.00 50.00 1.00 1.00 220.00 6. 220.00 21.00 21.00 City SAC adminfeePer SAC Unit 93.00 93.00 All Other-(perCEF) 20.00 20.00 Qtr.Use Residential(perCEF)-Winter 93.00 93.00 Volume Rates Base Rate Staff Costs Zoning Book Precinct Map service) Notary Fee(when notperformedwith otherfee-based Copies per8-1/2x 11copy (MS 13.03Subd 3-c) City CodeBook Property Assessment Search Annual FinancialStatements Annual Budget Book Admin Fee Abatement Fee ulcHat l iltosecp tews oe 0.0200. 200.00 Public Health-All violations Public except Health-All violations otherwise noted igrrnig(eiet ny 1.0 17.00 Abandoned Property Storage Fingerprinting (ResidentsOnly) ltRts5.48 4.17 200. 12.50 200.00 Building Code-All violations Building except Code-All violations otherwise noted All Other-(permonth) Residential(perquarter) Rates Flat False Alarms etllcnevoain - Rental license violations al trg e .0 05 0.50 0.50 50.00 50.00 50.00 50.00 Daily Storage Fee ofFirearm Removal Intake ofFirearm nst prie) 75 .0 7.50 7.50 Off-site (peritem) On-site (peritem) -0Aam e er 100 9.0 190.00 190.00 130.00 130.00 300.00 300.00 More than10Alarms peryear 7-10 Alarms peryear 4-6 Alarms peryear 0-3 Alarms peryear Fee Description eslcne,ecp etl500.00 ness licenses,except rental ivlighzroscniin 50 hazardousconditions involving ivlighzroscniin 50 hazardousconditions involving Dgrgltos500 0.0 500.00 500.00 Dogregulations .0 10 - 1.00 1.00 Actual Cost+ amount ofthe maximum of violation, up violation, Double scheduled 0 00 000 2 fine fora previous previous $25 to a 2019 Adopted 0.0200.00 200.00 .5 02 - 0.25 0.25

the Fees .0500 - 500.00 0.00 .0500.00 0.00 05

63 0.30 6.35 0.30 6.35 0.28 5.76 1.42 29.90 43 0.21 4.38 0.25 12.75 0.28 5.76 violation, up to violation, scheduled fine a maximum of Actual Cost+ amount ofthe for a previous for aprevious Double the 2,000.00

$25 2020 0.0- 500.00 70 - 17.00 Proposed .0 - 0.00 Fees 0 - .00 0- 00 0- 00 ------

- change - - -

Background NEW *

Background RENEWAL REPEATNUISANCECALLS SERVICE ee tr1400 ,0.0- 1,400.00 800.00 1,600.00 - 1,000.00 400.00 - n/a 2,000.00 200.00 - 1,400.00 700.00 1,600.00 800.00 - 1,000.00 500.00 400.00 2,000.00 200.00 700.00 n/a 1,000.00 - - 350.00 500.00 - Unless otherwise shallbe required bytheCode,alatefeeof1.5% 250.00 - 1,000.00 500.00 callswithinsubsequent nuisanceservice 12months 350.00 callwithin7th nuisanceservice 12monthsandall 250.00 callwithin6th nuisanceservice 12months 500.00 callwithin5th nuisanceservice 12months callwithin4th nuisanceservice 12months callwithin3rd nuisanceservice 12months call(s)within1-2 nuisanceservice 12months NoStar participation 1Star Level 2Star Level Violation within Third 12months NoStar participation 1Star Level 2Star Level Second Violation within 12months NoStar participation 1Star Level 2Star Level Violation First Fee Description

,0.02,000.00 2,000.00 2019 Adopted

appliedtoallinvoicesthatar Fees

2020 Proposed Fees ------change e notpaidinatimely manner - -

Background NEW *

Background

. RENEWAL

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Charlene Stark, Finance Director Date: August 26, 2019

Financial Information-July

BACKGROUND INFORMATION:

Attached for Council review the June-July financial reports:

Bank statement reconciliation-June and July

Investment statement-July General Fund-Budget to Actual report for July

FISCAL IMPACT:

Amount Fund: Department: Account:

STAFF RECOMMENDATION:

Accept the June and July financial reports as presented.

General Fund Income Statement Through 7/31/19 Summary Listing

Adopted July 2019-YTD Remaining % of Budget Budget- Organization Organization Description Amount Actual Amount Actual Amount YTD Actual Spent Variance Explanation

REVENUE 30000 Revenues 14,435,335.00 1,836,762.31 6,507,301.68 7,928,033.32 45% REVENUE TOTALS $14,435,335.00 $1,836,762.31 $6,507,301.68 $7,928,033.32 45% EXPENSE 41110 Mayor and Council 145,790.00 503.68 75,439.79 70,350.21 52% 41120 Charter Commission 1,500.00 442.00 442.68 1,057.32 30% 41320 City Manager / City Clerk 720,494.00 53,818.62 381,106.16 339,387.84 53% 41350 Marketing and Communications 157,743.00 12,722.49 90,242.76 67,500.24 57% 41410 Elections 7,450.00 .00 541.09 6,908.91 7% 41520 Finance 343,072.00 32,625.25 217,341.19 125,730.81 63% Contracted payroll during rehire process 41610 Legal 357,000.00 29,521.47 165,173.62 191,826.38 46% 41910 Planning & Community Development 442,771.00 34,665.22 224,389.82 218,381.18 51% 41915 Recycling Dept. 64,241.00 3,814.36 31,108.33 33,132.67 48% 41920 Information Technology 458,420.00 34,445.46 284,553.07 173,866.93 62% Severance payout 41940 City Hall Building 255,445.00 18,442.72 109,876.74 145,568.26 43% 41945 PW Facility 72,635.00 7,087.64 36,877.11 35,757.89 51% 42100 Police 5,704,019.00 444,168.47 3,263,935.24 2,440,083.76 57% 42151 Communications Center .00 1,110.00 1,110.00 (1,110.00) 0% 42200 Fire 2,476,969.00 .00 1,828,145.25 648,823.75 74% 1st and 2nd half funding 42401 Building Inspections 371,298.00 29,207.73 211,065.89 160,232.11 57% 42500 Civil Defense 15,860.00 701.65 13,178.27 2,681.73 83% Annual fee to Dakota Co. 42600 Traffic Signs .00 .00 .00 .00 0% 43000 Engineering 192,391.00 18,638.23 114,639.19 77,751.81 60% 43100 Streets 1,346,465.00 93,821.80 783,787.34 562,677.66 58% 43160 Street Lighting 142,000.00 15,310.75 60,146.78 81,853.22 42% 44140 Human Resources 181,708.00 6,141.82 20,523.14 161,184.86 11% 45000 Parks and Recreation 978,065.00 114,872.65 523,302.03 454,762.97 54% 49200 Unallocated .00 .00 .00 .00 0% EXPENSE TOTALS $14,435,336.00 $952,062.01 $8,436,925.49 $5,998,410.51 58%

Fund 101 - General Fund Totals REVENUE TOTALS 14,435,335.00 1,836,762.31 6,507,301.68 7,928,033.32 45% EXPENSE TOTALS 14,435,336.00 952,062.01 8,436,925.49 5,998,410.51 58% Fund 101 - General Fund Net Gain (Loss) $0.00 $884,700.30 ($1,929,623.81) $1,929,622.81

Run by Char Stark on 08/11/2017 15:56:35 PM Page 1 of 1 CITY OF WEST ST. PAUL BANK RECONCILIATION June 1, 2019

Old National BANK BALANCE: Ending Balance - Checking Account $ 408,913.19 Deposits in Transit 14,195.63 Outstanding Disbursements & Checks (274,533.52) Petty Cash 1,900.00

RECONCILED BALANCE$ 150,475.30 BANK & TREASURER BANK & ACCOUNT (0.00) (0.00)

0.00 CITY TREASURER'S BALANCE: Previous Month's Reconciled Balance $ 218,802.40

Daily Receipts Posted 5,262,844.00 Disbursement Checks Issued (2,145,434.34) Payroll Direct Deposits (344,265.83) Cash Journal Entries (net) (2,811,264.48) Adjustments: Reverse Prior Months Adj. (868.43)

Payroll Further Dec Deposit in Transit 868.43 Further (2,475.00) Further (2,675.00) Depository Trust (12,572.87) Further (6,193.82) Further (6,290.02) #457 0.55 ADJ (0.28) -0.01

RECONCILED BALANCE$ 150,475.30

CASH ACCOUNT BALANCE: $ 179,813.32

Adjustments: (29,338.02)

RECONCILED BALANCE$ 150,475.30

$ - CITY OF WEST ST. PAUL BANK RECONCILIATION July 1, 2019

Old National BANK BALANCE: Ending Balance - Checking Account $ 1,216,917.13 Deposits in Transit 13,331.69 Outstanding Disbursements & Checks (91,421.17) Petty Cash 1,900.00

RECONCILED BALANCE$ 1,140,727.65 BANK & TREASURER BANK & ACCOUNT 0.00 0.00

(0.00) CITY TREASURER'S BALANCE: Previous Month's Reconciled Balance $ 168,109.14

Daily Receipts Posted 6,141,775.31 Disbursement Checks Issued (3,676,560.54) Payroll Direct Deposits (356,827.07) Cash Journal Entries (net) (1,147,473.37) Adjustments: Reverse Prior Months Adj.11 ,704.18

RECONCILED BALANCE$ 1,140,727.65

CASH ACCOUNT BALANCE: $ 1,140,727.65

Adjustments: -

RECONCILED BALANCE$ 1,140,727.65 UBS Financial Services Inc. 681 Lake Street E. Suite 354 ab Wayzata MN 55391-1758 Business Services Account July 2019

CNQ7003447621 0719 RP 0

CITY OF WEST SAINT PAUL CUSTODY ACCOUNT ATTN: CHARLENE STARK Account name: CITY OF WEST SAINT PAUL 1616 HUMBOLDT AVE WEST SAINT PAUL MN 55118-3905 CUSTODY ACCOUNT Friendly account name: Custody Acct Account number: RP 34592 SH

Your Financial Advisor: HARNETT/SORLEY Phone: 952-475-9440/800-627-2463 As a service to you, your portfolio value of Value of your account $19,268,840.58 includes accrued interest. Questions about your statement? Call your Financial Advisor or the on June 28 ($) on July 31 ($) ResourceLine at 800-762-1000, Your assets 18,059,453.92 19,268,840.58 account 712034592. Your liabilities 0.00 0.00 Visit our website: Value of your account $18,059,453.92 $19,268,840.58 www.ubs.com/financialservices Accrued interest in value above $61,029.58 $56,374.26

Sources of your account growth during 2019 Tracking the value of your account Value of your account $ Millions at year end 2018 $18,011,968.31 Net deposits and 23.7 withdrawals $697,297.70 19.0 19.3 Your investment return: 17.4 18.0 18.1 14.9 14.3 Dividend and 10.7 interest income $217,372.83 Change in value of accrued interest $7,446.96 Change in market value $334,754.78 Dec 2012 Dec 2013 Dec 2014 Dec 2015 Dec 2016 Dec 2017 Dec 2018 Jun 2019 Jul 2019 Value of your account on Jul 31, 2019 $19,268,840.58

Member SIPC CNQ70004003447621 NQ7000167242 00002 0719 010558356 RP34592SH0 000000 Page 1 of 20 Business Services Account Account name: CITY OF WEST SAINT PAUL Your Financial Advisor: ab Friendly account name: Custody Acct HARNETT/SORLEY July 2019 Account number: RP 34592 SH 952-475-9440/800-627-2463

Your account balance sheet

The value of your account includes assets held at UBS and certain assets held away from UBS. See page 1 for more information.

Summary of your assets Value on Percentage of July 31 ($) your account

A Cash and money balances 21.53 0.00% Your current asset allocation B Cash alternatives 5,601,518.49 29.07% A C Equities 0.00 0.00% B D Fixed income 13,667,300.56 70.93% E Non-traditional 0.00 0.00% F Commodities 0.00 0.00% G Other 0.00 0.00% D Total assets $19,268,840.58 100.00%

Value of your account $19,268,840.58 Eye on the markets

Percentage change Index July 2019 Year to date S&P 500 1.44% 20.24% Russell 3000 1.49% 20.48% MSCI - Europe, Australia & Far East -1.26% 13.05% Barclays Capital U.S. Aggregate Bond Index 0.22% 6.35%

Interest rates on July 31, 2019 3-month Treasury bills: 2.07% One-month LIBOR: 2.22%

CNQ70004003447622 NQ7000167242 00002 0719 010558356 RP34592SH0 000000 Page 2 of 20

Business Services Account Account name: CITY OF WEST SAINT PAUL Your Financial Advisor: Friendly account name: Custody Acct HARNETT/SORLEY ab July 2019 Account number: RP 34592 SH 952-475-9440/800-627-2463

Change in the value of your account Dividend and interest income earned

July 2019 ($) Year to date ($) For purposes of this statement, taxability of interest and dividend income has been determined from a US tax reporting perspective. Based upon the residence of the account holder, account type, or product type, Opening account value $18,059,453.92 $18,011,968.31 some interest and/or dividend payments may not be subject to United States (US) and/or Puerto Rico (PR) income taxes. The client monthly statement is not intended to be used and cannot be relied upon for tax Deposits, including investments purposes. Clients should refer to the applicable tax reporting forms they receive from UBS annually, such as transferred in 2,500,000.00 6,500,000.00 the Forms 1099 and the Forms 480, for tax reporting information. It is the practice of UBS to file the applicable tax reporting forms with the US Internal Revenue Service and PR Treasury Department, and in Withdrawals and fees, such forms accurately classify dividends and/or interest as tax exempt or taxable income. Please consult your including investments transferred individual tax preparer. out -1,350,000.00 -5,802,702.30 July 2019 ($) Year to date ($) Dividend and interest income 45,182.39 217,372.83 Taxable dividends 9,242.29 21,596.23 Change in value of accrued interest -4,655.32 7,446.96 Taxable interest 35,940.10 204,858.41 Change in market value 18,859.59 334,754.78 Taxable accrued interest paid 0.00 -9,737.08 Taxable accrued interest 0.00 59.18 Closing account value $19,268,840.58 $19,268,840.58 received Total current year $45,182.39 $216,776.74 Prior year adjustment 0.00 596.09 Total dividend & interest $45,182.39 $217,372.83

Summary of gains and losses Values reported below exclude products for which gains and losses are not classified.

Realized gains and losses Unrealized July 2019 ($) Year to date ($) gains and losses ($) Short term 0.00 0.00 139,169.90 Long term 0.00 -4,800.00 8,073.67 Total $0.00 -$4,800.00 $147,243.57

CNQ70004003447623 NQ7000167242 00002 0719 010558356 RP34592SH0 000000 Page 3 of 20

Business Services Account Account name: CITY OF WEST SAINT PAUL Your Financial Advisor: ab Friendly account name: Custody Acct HARNETT/SORLEY July 2019 Account number: RP 34592 SH 952-475-9440/800-627-2463

Cash activity summary UBS Bank USA Deposit Account APY

See Account activity this month for details. Balances in your Sweep Options are included in the opening and closing balances value. FDIC insurance applies to deposits at UBS Bank USA and all banks participating in the Interest period Jun 7 - Jul 7 UBS FDIC Insured Deposit Program. It does not apply to deposits at UBS AG, Stamford Branch. SIPC protection applies to money market sweep fund holdings but not bank deposits. See Important information Opening UBS Bank USA Deposit balance Jun 7 $9,271.67 about your statement on the last two pages of this document for details. Closing UBS Bank USA Deposit balance Jul 7 $396.74 July 2019 ($) Year to date ($) Number of days in interest period 31 Opening balances $2,278.50 $18,924.11 Average daily balance $10,432.30 Additions Interest earned $2.22 Deposits and other funds credited 2,500,000.00 6,500,000.00 Annual percentage yield earned 0.25% Dividend and interest income 45,182.39 217,372.83 Proceeds from investment transactions 1,573,886.99 9,936,577.25 Your investment objectives: Total additions $4,119,069.38 $16,653,950.08 You have identified the following investment objectives for this account. If you have questions Subtractions about these objectives, disagree with them, or wish to change them, please contact your Other funds debited -1,350,000.00 -5,802,702.30 Financial Advisor or Branch Manager. You can find a full description of the alternative investment objectives in Important information about your statement at the end of this Funds withdrawn for investments document. bought -2,771,326.35 -10,870,150.36 Your return objective: Total subtractions -$4,121,326.35 -$16,672,852.66 Current income Net cash flow -$2,256.97 -$18,902.58 Your risk profile: Primary - Conservative Closing balances $21.53 $21.53 Investment eligibility consideration - None selected

Loan summary Your account instructions = Your account cost basis default closing method is FIFO, First In, First Out. Year to date late payment interest -$366.06

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Your assets

Some prices, income and current values shown may be approximate. As a result, gains and losses may not be accurately reflected. See Important information about your statement at the end of this document for more information.

Cash Cash and money balances Opening balance Closing balance Price per share Average Dividend/Interest Days in Holding on Jul 1 ($) on Jul 31 ($) on Jul 31 ($) rate period period Cap amount ($) Cash 0.00 21.53 UBS BANK USA DEP ACCT 2,278.50 0.00 250,000.00 Total $2,278.50 $21.53

Cash alternatives Money market instruments Trade Purchase Cost Price on Value on Unrealized Holding Holding date Quantity price ($) basis ($) Jul 31 ($) Jul 31 ($) gain or loss ($) period BANK OF CHINA/HONG KONG MATURES 09/19/19 Jun 26, 19 1,000,000.000 99.402 994,026.39 99.658 996,580.00 2,553.61 ST

Money market funds Money market funds are neither insured nor guaranteed by the Federal Deposit Insurance Corporation or any other government agency. Institutional prime and institutional municipal funds must float their net asset values (NAV) per share to the nearest 1/100th of a cent (e.g., $1.0000). Government and retail money market funds will continue to transact at a stable $1.00 net asset value. Although money market funds seek to preserve the value of your investment at $1.00 per share, it is possible to lose money by investing in these funds.

Total reinvested is the total of all reinvested dividends. It does not include any cash dividends. It is not a tax Unrealized (tax) gain or loss is the difference between the current value and the cost basis and would lot for the purposes of determining holding periods or cost basis. The shares you receive each time you generally be your taxable gain or loss if the security was sold on this date. The unrealized (tax) gain or loss may reinvest dividends become a separate tax lot. need to be adjusted for return of capital payments in order to determine the realized gain or loss for tax reporting purposes. Cost basis is the total purchase cost of the security, including reinvested dividends. The cost basis may need to be adjusted for return of capital payments in order to determine the adjusted cost basis for tax Investment return is the current value minus the amount you invested. It does not include shares that are not reporting purposes. reflected on your statement, including shares that have been realized as either a gain or a loss. It also does not include cash dividends that were not reinvested.

Purchase price/ Number Average price Client Cost Price per share Value on Unrealized Investment Holding Holding of shares per share ($) investment ($) basis ($) on Jul 31 ($) Jul 31 ($) gain or loss ($) return ($) period UBS SELECT PRIME INSTITUTIONAL FUND 4,604,478.050 1.0001 4,604,938.49 EAI: $106,824 Current yield: 2.32%

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Your assets (continued) Fixed income Certificates of deposit and share certificates Cost basis has been adjusted for accreted original issue discount (OID) on long-term (more than 1 year) CDs CDs are FDIC insured up to $250,000 in principal and accrued interest per depositor and per depository and share certificates. Cost basis has been adjusted automatically for amortization of premium using the institution, in accordance with FDIC rules. Share certificates are NCUA insured up to $250,000 in principal constant yield method on long-term (more than 1 year) CDs and share certificates. and accrued interest per qualifying account and per credit union, in accordance with NCUA rules.

Trade Total face value Purchase Adjusted Price on Value on Unrealized Holding Holding date at maturity ($) price ($) cost basis ($) Jul 31 ($) Jul 31 ($) gain or loss ($) period ALLY BK UT US RATE 01.2500% MAT 08/26/2019 FIXED RATE CD ACCRUED INTEREST $1,308.91 CUSIP 02006LK51 EAI: $1,531 Current yield: 1.25% Aug 17, 16 245,000.000 100.000 245,000.00 99.932 244,833.40 -166.60 LT BMW BK OF NA NA UT US RATE 01.5500% MAT 12/16/2019 FIXED RATE CD ACCRUED INTEREST $488.99 CUSIP 05580AFT6 EAI: $1,899 Current yield: 1.55% Dec 06, 16 245,000.000 100.000 245,000.00 99.835 244,595.75 -404.25 LT WEBBANK UT US RATE 01.8500% MAT 06/29/2020 FIXED RATE CD CALLABLE 08/28/2019 @ 100.0000 ACCRUED INTEREST $37.26 CUSIP 947547JP1 EAI: $4,155 Current yield: 1.85% Jun 19, 17 245,000.000 100.000 245,000.00 99.878 244,701.10 -298.90 LT FLAGSTAR BK FSB MI US RATE 01.7500% MAT 07/21/2020 FIXED RATE CD ACCRUED INTEREST $117.47 CUSIP 33847EY76 EAI: $4,288 Current yield: 1.75% Jul 11, 17 245,000.000 100.000 245,000.00 99.770 244,436.50 -563.50 LT WORLD'S FOREMOST B NE US RATE 02.3000% MAT 08/06/2020 FIXED RATE JUMBO CD ACCRUED INTEREST $315.06 CUSIP 9159919E5 EAI: $4,600 Current yield: 2.33% Jul 28, 15 200,000.000 100.000 200,000.00 98.813 197,626.00 -2,374.00 LT continued next page

CNQ70004003447626 NQ7000167242 00002 0719 010558356 RP34592SH0 000000 Page 6 of 20

Your assets 4 Fixed income 4 Certificates of deposit and share certificates (continued)

Trade Total face value Purchase Adjusted Price on Value on Unrealized Holding Holding date at maturity ($) price ($) cost basis ($) Jul 31 ($) Jul 31 ($) gain or loss ($) period CAPITAL ONE NA VA US RATE 02.0500% MAT 12/29/2020 FIXED RATE CD ACCRUED INTEREST $440.33 CUSIP 14042RFE6 EAI: $5,023 Current yield: 2.05% Dec 22, 16 245,000.000 100.000 245,000.00 100.039 245,095.55 95.55 LT CAPITAL ONE BANK N VA US RATE 02.0500% MAT 12/29/2020 FIXED RATE CD ACCRUED INTEREST $440.33 CUSIP 140420S43 EAI: $5,023 Current yield: 2.05% Dec 22, 16 245,000.000 100.000 245,000.00 100.039 245,095.55 95.55 LT TBK BANK, SSB TX US RATE 02.1000% MAT 09/29/2021 FIXED RATE CD CALLABLE 09/29/2019 @ 100.0000 ACCRUED INTEREST $451.06 CUSIP 87219RBN3 EAI: $5,145 Current yield: 2.10% Sep 29, 17 245,000.000 100.000 245,000.00 100.017 245,041.65 41.65 LT SYNCHRONY BK UT US RATE 02.1000% MAT 12/09/2021 FIXED RATE CD ACCRUED INTEREST $732.99 CUSIP 87164XPB6 EAI: $5,145 Current yield: 2.10% Dec 06, 16 245,000.000 100.000 245,000.00 100.025 245,061.25 61.25 LT SALLIE MAE BK UT US RATE 02.3500% MAT 03/22/2022 FIXED RATE CD ACCRUED INTEREST $2,024.20 CUSIP 795450ZW8 EAI: $5,640 Current yield: 2.34% Mar 15, 17 240,000.000 100.000 240,000.00 100.628 241,507.20 1,507.20 LT continued next page

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Your assets 4 Fixed income 4 Certificates of deposit and share certificates (continued)

Trade Total face value Purchase Adjusted Price on Value on Unrealized Holding Holding date at maturity ($) price ($) cost basis ($) Jul 31 ($) Jul 31 ($) gain or loss ($) period PRIVATEBANK & TR IL US RATE 02.0000% MAT 05/05/2022 FIXED RATE CD ACCRUED INTEREST $1,167.93 CUSIP 74267GVX2 EAI: $4,900 Current yield: 2.01% Dec 10, 18 245,000.000 96.000 235,200.00 99.702 244,269.90 9,069.90 ST COMENITY BANK DE US RATE 02.4000% MAT 06/21/2022 FIXED RATE JUMBO CD ACCRUED INTEREST $368.22 CUSIP 981996RH6 EAI: $4,800 Current yield: 2.48% Jun 16, 17 200,000.000 100.000 200,000.00 96.776 193,552.00 -6,448.00 LT NATIONAL BK WI US RATE 02.1500% MAT 06/27/2022 FIXED RATE CD CALLABLE 08/27/2019 @ 100.0000 ACCRUED INTEREST $57.72 CUSIP 633368EK7 EAI: $5,268 Current yield: 2.15% Jun 21, 17 245,000.000 100.000 245,000.00 100.011 245,026.95 26.95 LT BARCLAYS BK DE US RATE 02.2000% MAT 07/19/2022 FIXED RATE CD ACCRUED INTEREST $177.20 CUSIP 06740KKJ5 EAI: $5,390 Current yield: 2.20% Jul 11, 17 245,000.000 100.000 245,000.00 100.223 245,546.35 546.35 LT MERCANTIL COMM BAN NJ US RATE 02.3000% MAT 12/16/2022 FIXED RATE CD ACCRUED INTEREST $694.72 CUSIP 58733ADQ9 EAI: $5,635 Current yield: 2.29% Dec 06, 16 245,000.000 100.000 245,000.00 100.243 245,595.35 595.35 LT MEDALLION BK UT US RATE 03.3000% MAT 12/19/2022 FIXED RATE CD ACCRUED INTEREST $287.94 CUSIP 58404DCZ2 EAI: $8,085 Current yield: 3.19% Dec 04, 18 245,000.000 100.000 245,000.00 103.497 253,567.65 8,567.65 ST continued next page

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Your assets 4 Fixed income 4 Certificates of deposit and share certificates (continued)

Trade Total face value Purchase Adjusted Price on Value on Unrealized Holding Holding date at maturity ($) price ($) cost basis ($) Jul 31 ($) Jul 31 ($) gain or loss ($) period MERRICK BK UT US RATE 03.4000% MAT 01/20/2023 FIXED RATE CD ACCRUED INTEREST $251.05 CUSIP 59013J4X4 EAI: $8,330 Current yield: 3.27% Nov 15, 18 245,000.000 100.000 245,000.00 103.837 254,400.65 9,400.65 ST DISCOVER BANK DE US RATE 03.3000% MAT 10/03/2023 FIXED RATE CD ACCRUED INTEREST $2,635.93 CUSIP 254673UL8 EAI: $8,085 Current yield: 3.19% Sep 25, 18 245,000.000 100.000 245,000.00 103.567 253,739.15 8,739.15 ST GOLDMAN SACHS BANK NY US RATE 03.5500% MAT 11/21/2023 FIXED RATE CD ACCRUED INTEREST $1,691.84 CUSIP 38148P2H9 EAI: $8,698 Current yield: 3.39% Nov 15, 18 245,000.000 100.000 245,000.00 104.673 256,448.85 11,448.85 ST CITIBANK, NA DE US RATE 03.5500% MAT 11/24/2023 FIXED RATE CD ACCRUED INTEREST $1,644.19 CUSIP 17312QW47 EAI: $8,698 Current yield: 3.39% Nov 15, 18 245,000.000 100.000 245,000.00 104.681 256,468.45 11,468.45 ST MORGAN STANLEY PRV NY US RATE 03.5500% MAT 11/24/2023 FIXED RATE CD ACCRUED INTEREST $1,644.19 CUSIP 61760ASL4 EAI: $8,698 Current yield: 3.39% Nov 15, 18 245,000.000 100.000 245,000.00 104.681 256,468.45 11,468.45 ST MORGAN STANLEY BK UT US RATE 03.5500% MAT 11/24/2023 FIXED RATE CD ACCRUED INTEREST $1,644.19 CUSIP 61690UBN9 EAI: $8,698 Current yield: 3.39% Nov 15, 18 245,000.000 100.000 245,000.00 104.681 256,468.45 11,468.45 ST continued next page

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Your assets 4 Fixed income 4 Certificates of deposit and share certificates (continued)

Trade Total face value Purchase Adjusted Price on Value on Unrealized Holding Holding date at maturity ($) price ($) cost basis ($) Jul 31 ($) Jul 31 ($) gain or loss ($) period AMER EXPRESS NATL UT US RATE 03.5500% MAT 12/04/2023 FIXED RATE CD ACCRUED INTEREST $1,358.23 CUSIP 02589AA28 EAI: $8,698 Current yield: 3.39% Nov 26, 18 245,000.000 100.000 245,000.00 104.705 256,527.25 11,527.25 ST WELLS FARGO BK NA SD US RATE 03.5500% MAT 12/14/2023 FIXED RATE CD ACCRUED INTEREST $405.08 CUSIP 949763VU7 EAI: $8,698 Current yield: 3.41% Dec 04, 18 245,000.000 100.000 245,000.00 104.083 255,003.35 10,003.35 ST CELTIC BK UT US RATE 03.5500% MAT 12/27/2023 FIXED RATE CD CALLABLE 12/27/2019 @ 100.0000 ACCRUED INTEREST $95.30 CUSIP 15118RQL4 EAI: $8,698 Current yield: 3.53% Dec 04, 18 245,000.000 100.000 245,000.00 100.672 246,646.40 1,646.40 ST WEST TOWN B&T IL US RATE 03.5000% MAT 06/14/2024 FIXED RATE CD CALLABLE 12/14/2019 @ 100.0000 ACCRUED INTEREST $399.37 CUSIP 956310AN6 EAI: $8,575 Current yield: 3.48% Dec 04, 18 245,000.000 100.000 245,000.00 100.579 246,418.55 1,418.55 ST JPMORGAN CHASE BK OH US RATE 02.5500% MAT 06/28/2024 FIXED RATE CD CALLABLE 06/28/2020 @ 100.0000 ACCRUED INTEREST $564.84 CUSIP 48128HG77 EAI: $6,248 Current yield: 2.54% Jun 17, 19 245,000.000 100.000 245,000.00 100.534 246,308.30 1,308.30 ST continued next page

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Your assets 4 Fixed income 4 Certificates of deposit and share certificates (continued)

Trade Total face value Purchase Adjusted Price on Value on Unrealized Holding Holding date at maturity ($) price ($) cost basis ($) Jul 31 ($) Jul 31 ($) gain or loss ($) period SILVERGATE BANK CA US RATE 02.3000% MAT 07/31/2024 FIXED RATE CD CALLABLE 10/31/2019 @ 100.0000 CUSIP 828373GX2 EAI: $5,635 Current yield: 2.31% Jul 03, 19 245,000.000 100.000 245,000.00 99.398 243,525.10 -1,474.90 ST Total $6,765,000.000 $6,755,200.00 $6,853,975.10 $98,775.10 Total accrued interest: $21,444.54 Total estimated annual income: $174,286

Municipal securities Prices are obtained from independent quotation bureaus that use computerized valuation formulas to discount for securities issued at a discount. When original cost basis is displayed, amortization has been calculate current values. Actual market values may vary and thus gains/losses may not be accurately done using the constant yield method, otherwise amortization has been done using the straight line reflected. Cost basis has been automatically adjusted for mandatory amortization of bond premium on method. coupon tax-exempt municipal securities using the constant yield method and for accreted original issue

Trade Total face value Purchase Adjusted Price on Value on Unrealized Holding Holding date at maturity ($) price($) cost basis ($) Jul 31 ($) Jul 31 ($) gain or loss ($) period BERKELEY CNTY SC SCH TAX SR C BE/R/ RATE 02.350% MATURES 03/01/23 ACCRUED INTEREST $2,350.00 CUSIP 084203WV6 Moody: Aa1 S&P: AA EAI: $5,640 Current yield: 2.34% Original cost basis: $242,767.20 Oct 02, 17 240,000.000 100.777 241,866.42 100.417 241,000.80 -865.62 LT NEW YORK NY CITY TRANSI TAX A-2 RV BE/R/ RATE 01.850% MATURES 05/01/23 ACCRUED INTEREST $2,312.50 CUSIP 64971WJ43 Moody: Aa1 S&P: AAA EAI: $9,250 Current yield: 1.87% Jun 16, 17 500,000.000 97.814 489,070.00 98.902 494,510.00 5,440.00 LT continued next page

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Your assets 4 Fixed income 4 Municipal securities (continued)

Trade Total face value Purchase Adjusted Price on Value on Unrealized Holding Holding date at maturity ($) price($) cost basis ($) Jul 31 ($) Jul 31 ($) gain or loss ($) period UNIV KY GEN RCPTS RV TAX SR B OID99.123 BE/R/ RATE 02.500% MATURES 04/01/24 ACCRUED INTEREST $3,333.32 CUSIP 914378KW3 Moody: Aa2 S&P: AA EAI: $10,000 Current yield: 2.49% Feb 23, 17 400,000.000 99.505 398,020.00 100.553 402,212.00 4,192.00 LT LEXINGTON-FAYETTE URBAN TAX SR B BE/R/ RATE 02.500% MATURES 06/01/25 ACCRUED INTEREST $1,000.00 CUSIP 52908EM83 Moody: Aa2 S&P: AA EAI: $6,000 Current yield: 2.50% Original cost basis: $241,231.20 Sep 21, 17 240,000.000 100.398 240,955.71 99.981 239,954.40 -1,001.31 LT WISC ST GEN FD APP 2003 TAX SR A RV BE/R/ RATE 02.383% MATURES 05/01/26 ACCRUED INTEREST $3,276.62 CUSIP 977100DC7 Moody: Aa2 S&P: AA- EAI: $13,107 Current yield: 2.39% Aug 17, 17 550,000.000 97.600 536,800.00 99.676 548,218.00 11,418.00 LT Total $1,930,000.000 $1,906,712.13 $1,925,895.20 $19,183.07 Total accrued interest: $12,272.44 Total estimated annual income: $43,997

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Your assets 4 Fixed income (continued)

Government securities Prices are obtained from independent quotation bureaus that use computerized valuation formulas to automatically adjusted for amortization of bond premium using the constant yield method. If you have calculate current values. Actual market values may vary and thus gains/losses may not be accurately made a tax election to deduct the premium amortization on taxable debt securities, you may request that reflected. Cost basis has been adjusted for accreted original issue discount (OID). Cost basis has been UBS adjust cost basis for the bond premium amortization.

Trade Purchase Adjusted Price on Value on Unrealized Holding Holding date Quantity price ($) cost basis ($) Jul 31 ($) Jul 31 ($) gain or loss ($) period FNMA NTS STEP-UP RATE 1.5000% MATURES 07/27/21 ACCRUED INTEREST $83.35 CUSIP 3136G3XT7 EAI: $7,500 Current yield: 1.51% Jul 27, 16 500,000.000 100.000 500,000.00 99.121 495,605.00 -4,395.00 LT FHLB BOND STEP-UP RATE 1.5000% MATURES 11/23/21 ACCRUED INTEREST $1,416.65 CUSIP 3130A9Z95 EAI: $7,500 Current yield: 1.51% Original cost basis: $495,760.00 Jun 19, 17 500,000.000 98.902 494,510.00 99.023 495,115.00 605.00 LT FHLMC NTS STEP UP CALL RATE 2.0000% MATURES 06/29/22 ACCRUED INTEREST $1,511.13 CUSIP 3134GBTZ5 EAI: $17,000 Current yield: 2.00% Jun 13, 17 500,000.000 100.000 500,000.00 99.996 499,980.00 -20.00 LT Jun 21, 17 350,000.000 100.000 350,000.00 99.996 349,986.00 -14.00 LT Security total 850,000.000 850,000.00 849,966.00 -34.00 FFCB BOND RATE 2.6900% MATURES 06/19/25 ACCRUED INTEREST $1,569.15 CUSIP 3133EHNA7 EAI: $13,450 Current yield: 2.70% Apr 01, 19 500,000.000 99.657 498,285.00 99.689 498,445.00 160.00 ST FNMA NTS STEP-UP RATE 2.0000% MATURES 03/30/26 ACCRUED INTEREST $6,666.70 CUSIP 3136G3DZ5 EAI: $20,000 Current yield: 2.00% Jan 15, 19 1,000,000.000 99.000 990,000.00 99.923 999,230.00 9,230.00 ST continued next page

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Your assets 4 Fixed income 4 Government securities (continued)

Trade Purchase Adjusted Price on Value on Unrealized Holding Holding date Quantity price ($) cost basis ($) Jul 31 ($) Jul 31 ($) gain or loss ($) period FFCB BOND RATE 3.8200% MATURES 11/05/26 ACCRUED INTEREST $9,125.60 CUSIP 3133EJQ77 EAI: $38,200 Current yield: 3.81% Original cost basis: $1,008,100.00 Dec 12, 18 1,000,000.000 100.752 1,007,529.21 100.293 1,002,930.00 -4,599.21 ST FHLMC MED TERM NTS STEP RATE 1.7500% MATURES 10/27/28 ACCRUED INTEREST $2,284.70 CUSIP 3134GARR7 EAI: $8,750 Current yield: 1.79% Nov 19, 18 500,000.000 92.800 464,000.00 97.953 489,765.00 25,765.00 ST Total 4,850,000.000 $4,804,324.21 $4,831,056.00 $26,731.79 Total accrued interest: $22,657.28 Total estimated annual income: $112,400

Your total assets Percentage of Cost Estimated Unrealized Value on Jul 31 ($) your account basis ($) annual income ($) gain or loss ($) Cash Cash and money balances 21.53 21.53 Cash alternatives Money market instruments 996,580.00 994,026.39 2,553.61 * Money market funds 4,604,938.49 106,824.00 Total cash alternatives 5,601,518.49 29.07% 994,026.39 106,824.00 2,553.61 Fixed income Certificates of deposits and share certificates 6,853,975.10 6,755,200.00 174,286.00 98,775.10 Municipal securities 1,925,895.20 1,906,712.13 43,997.00 19,183.07 Government securities 4,831,056.00 4,804,324.21 112,400.00 26,731.79 Total accrued interest 56,374.26 Total fixed income 13,667,300.56 70.93% 13,466,236.34 330,683.00 144,689.96 Total $19,268,840.58 100.00% $14,460,284.26 $437,507.00 $147,243.57 * Missing cost basis information.

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Account activity this month

Date Activity Description Amount ($) Deposits and other funds credited Jul 5 Deposit FEDERAL FUNDS DEPOSIT BY CITY OF WEST ST PAUL AT OLNAUS44 2,500,000.00 Total deposits and other funds credited $2,500,000.00

Date Activity Description Amount ($) Dividend and interest income Taxable dividends Jul 31 Dividend UBS SELECT PRIME INSTITUTIONAL FUND 9,242.29 SYMBOL: SELXX Total taxable dividends $9,242.29 Taxable interest Jul 1 Interest FHLMC NTS STEP UP CALL 02.000 % DUE 062922DTD 062917 FC 12292017 8,500.00 PAID ON 850000AS OF 06/29/19 CUSIP: 3134GBTZ5 Jul 1 Interest CAPITAL ONE NA VA US RT 02.0500% MAT 12/29/20FIXED RATE CD PAID 2,504.37 ON 245000AS OF 06/29/19 CUSIP: 14042RFE6 Jul 1 Interest CAPITAL ONE BANK N VA US RT 02.0500% MAT 12/29/20FIXED RATE CD 2,504.37 PAID ON 245000AS OF 06/29/19 CUSIP: 140420S43 Jul 1 Interest TBK BANK, SSB TX US RT 02.1000% MAT 09/29/21FIXED RATE CD PAID ON 1,296.82 245000 AS OF 06/29/19 CUSIP: 87219RBN3 Jul 3 Interest COMENITY BANK DE US RT 02.4000% MAT 06/21/22FIXED RATE JUMBO CD 394.52 PAID ON 200000 CUSIP: 981996RH6 Jul 8 Interest UBS BANK USA DEPOSIT ACCOUNT AS OF 07/05/19 2.22 Jul 11 Interest WORLD'S FOREMOST B NE US RT 02.3000% MAT 08/06/20FIXED RATE 378.08 JUMBO CD PAID ON 200000AS OF 07/06/19 CUSIP: 9159919E5 Jul 15 Interest BANGOR SVGS BK ME US RT 01.1000% MAT 07/15/19FIXED RATE CD PAID 1,336.42 ON 245000 CUSIP: 060243EJ7 Jul 15 Interest WELLS FARGO BK NA SD US RT 03.5500% MAT 12/14/23FIXED RATE CD 714.86 PAID ON 245000AS OF 07/14/19 CUSIP: 949763VU7 Jul 15 Interest COMMUNITY FINL SER KY US RT 03.5500% MAT 12/14/23FIXED RATE CD 714.86 PAID ON 245000AS OF 07/14/19 CUSIP: 20364ACN3 continued next page

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Account activity this month (continued)

Date Activity Description Amount ($) Dividend and interest income (continued) Taxable interest (continued) Jul 15 Interest WEST TOWN B&T IL US RT 03.5000% MAT 06/14/24FIXED RATE CD PAID 704.79 ON 245000AS OF 07/14/19 CUSIP: 956310AN6 Jul 18 Interest MEDALLION BK UT US RT 03.3000% MAT 12/19/22FIXED RATE CD PAID ON 664.52 245000 CUSIP: 58404DCZ2 Jul 18 Interest STATE BANK INDIA IL US RT 03.6000% MAT 01/18/24FIXED RATE CD PAID 4,373.75 ON 245000 CUSIP: 856283G83 Jul 18 Interest TWO RIVERS ST BK NE US RT 01.2500% MAT 07/18/19FIXED RATE CD PAID 158.22 ON 154000 CUSIP: 90206UBC9 Jul 19 Interest BARCLAYS BK DE US RT 02.2000% MAT 07/19/22FIXED RATE CD PAID ON 2,672.85 245000 CUSIP: 06740KKJ5 Jul 22 Interest MERRICK BK UT US RT 03.4000% MAT 01/20/23FIXED RATE CD PAID ON 684.66 245000 AS OF 07/20/19 CUSIP: 59013J4X4 Jul 22 Interest FLAGSTAR BK FSB MI US RT 01.7500% MAT 07/21/20FIXED RATE CD PAID 2,126.13 ON 245000AS OF 07/21/19 CUSIP: 33847EY76 Jul 24 Interest FIRST BK HIGHLAND IL US RT 01.9500% MAT 07/24/19FIXED RATE CD PAID 1,166.79 ON 240000 CUSIP: 3191408T9 Jul 29 Interest FNMA NTS STEP-UP 1.5000% DUE 072721DTD 072716 FC 01272017PAID 3,500.00 ON 500000AS OF 07/27/19 CUSIP: 3136G3XT7 Jul 29 Interest CELTIC BK UT US RT 03.5500% MAT 12/27/23FIXED RATE CD PAID ON 714.86 245000 AS OF 07/27/19 CUSIP: 15118RQL4 Jul 29 Interest WEBBANK UT US RT 01.8500% MAT 06/29/20FIXED RATE CD PAID ON 372.53 245000 AS OF 07/28/19 CUSIP: 947547JP1 Jul 29 Interest NATIONAL BK WI US RT 02.1500% MAT 06/27/22FIXED RATE CD PAID ON 432.95 245000 AS OF 07/27/19 CUSIP: 633368EK7 Jul 31 Interest UBS BANK USA DEPOSIT ACCOUNT 21.53 continued next page

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Account activity this month (continued)

Date Activity Description Amount ($) Dividend and interest income (continued) Taxable interest (continued) Total taxable interest $35,940.10 Total dividend and interest income $45,182.39

Date Activity Description Amount ($) Other funds debited Jul 24 Withdrawal FEDERAL FUNDS TO City of West Saint Paul AT OLD NATIONAL BANK -800,000.00 Jul 29 Withdrawal FEDERAL FUNDS TO City of West Saint Paul AT OLD NATIONAL BANK -550,000.00 Total other funds debited -$1,350,000.00

Investment transactions For more information about the price/value shown for restricted securities, see Important information about your statement at the end of this document. Proceeds from Funds investment withdrawn for Accrued Date Activity Description Quantity Value ($) Price ($) transactions ($) investments bought ($) interest ($) Jul 3 Bought UBS SELECT PRIME INSTITUTIONAL FUND 17,082.352 -17,084.06 SYMBOL: SELXX Jul 5 Bought UBS SELECT PRIME INSTITUTIONAL FUND 2,499,750.025 -2,500,000.00 SYMBOL: SELXX Jul 15 Call COMMUNITY FINL SER KY US RT 03.5500% MAT -245,000.000 245,000.00 Redemption 12/14/23 FIXED RATE CD AS OF 07/14/19 CUSIP: 20364ACN3 Jul 15 Call BANGOR SVGS BK ME US RT 01.1000% MAT -245,000.000 245,000.00 Redemption 07/15/19 FIXED RATE CD CUSIP: 060243EJ7 Jul 18 Call STATE BANK INDIA IL US RT 03.6000% MAT -245,000.000 245,000.00 Redemption 01/18/24 FIXED RATE CD CUSIP: 856283G83 Jul 18 Call TWO RIVERS ST BK NE US RT 01.2500% MAT -154,000.000 154,000.00 Redemption 07/18/19 FIXED RATE CD CUSIP: 90206UBC9 Jul 24 Call FIRST BK HIGHLAND IL US RT 01.9500% MAT -240,000.000 240,000.00 Redemption 07/24/19 FIXED RATE CD CUSIP: 3191408T9 Jul 29 Sold UBS SELECT PRIME INSTITUTIONAL FUND -204,979.502 205,000.00 SYMBOL: SELXX continued next page

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Account activity this month (continued) Investment transactions (continued) Proceeds from Funds investment withdrawn for Accrued Date Activity Description Quantity Value ($) Price ($) transactions ($) investments bought ($) interest ($) Jul 31 Reinvestment UBS SELECT PRIME INSTITUTIONAL FUND 9,241.366 -9,242.29 DIVIDEND REINVESTED AT 1.00 NAV ON 07/31/19 SYMBOL: SELXX Jul 31 Sold UBS SELECT PRIME INSTITUTIONAL FUND -239,863.004 239,886.99 SYMBOL: SELXX Jul 31 Bought SILVERGATE BANK CA US RT 02.3000% MAT 245,000.000 100.0000000 -245,000.00 07/31/24 FIXED RATE CD YTM = 2.300 CUSIP: 828373GX2 Total $1,573,886.99 -$2,771,326.35

Date Activity Description Amount ($) Money balance activities Jun 28 Balance forward $2,278.50 Jul 2 Deposit UBS BANK USA DEPOSIT ACCOUNT 14,805.56 Jul 5 Withdrawal UBS BANK USA DEPOSIT ACCOUNT AS OF 07/03/19 -16,689.54 Jul 8 Deposit UBS BANK USA DEPOSIT ACCOUNT AS OF 07/05/19 2.22 Jul 12 Deposit UBS BANK USA DEPOSIT ACCOUNT 378.08 Jul 16 Deposit UBS BANK USA DEPOSIT ACCOUNT 249,225.18 Jul 30 Withdrawal UBS BANK USA DEPOSIT ACCOUNT AS OF 07/29/19 -244,886.99 Jul 31 Withdrawal UBS BANK USA DEPOSIT ACCOUNT -5,113.01 Jul 31 Closing UBS Bank USA Deposit Account $0.00 The UBS Bank USA Deposit Account is your primary sweep option. Jun 28 Balance forward $0.00 Jul 16 Bought UBS SELECT GOVERNMENT CAP FD 244,245.75 Jul 19 Bought UBS SELECT GOVERNMENT CAP FD 404,196.49 Jul 22 Bought UBS SELECT GOVERNMENT CAP FD 2,672.85 Jul 23 Bought UBS SELECT GOVERNMENT CAP FD 2,810.79 Jul 25 Sold UBS SELECT GOVERNMENT CAP FD AS OF 07/24/19 -558,833.21 Jul 30 Sold UBS SELECT GOVERNMENT CAP FD AS OF 07/29/19 -95,092.67 Jul 31 Closing UBS Select Government Cap Fd $0.00 The UBS Select Government Cap Fd is your secondary sweep option.

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Realized gains and losses

The estimated realized gains and losses shown below are not for tax purposes. Please note that gain or loss information. We may not adjust gains and losses for all capital changes. We automatically adjust cost basis for recognized on the sale or redemption of certain Structured Products, like Contingent Debt Securities, may be tax-exempt and AMT coupon municipal securities for estimated amortization of bond premiums and for accreted OID ordinary, and not capital, gain or loss. Please check with your tax advisor. To calculate gains and losses, we for securities issued at a discount. If you requested that UBS adjust cost basis for the bond premium amortization on liquidate the oldest security lot first. This is known as the first-in, first-out or FIFO accounting method. We use taxable debt securities then cost basis reflected for these securities has been adjusted. Estimates in the Unclassified this method unless you specified which tax lot to close when you placed your order. This is known as a versus section can not be classified as short term or long term because information is missing, or the product is one in which purchases or VSP order. See Important information about your statement at the end of this document for more the gain/loss calculation is not provided. Short-term capital gains and losses Wash sale Quantity or Purchase Sale Sale Cost cost basis Security description Method face value date date amount ($) basis ($) adjustment($) Loss ($) Gain ($) COMMUNITY FINL SER KY US RT 03.5500% MAT 12/14/23 FIXED RATE CD FIFO 245,000.000 Dec 04, 18 Jul 14, 19 245,000.00 245,000.00 STATE BANK INDIA IL US RT 03.6000% MAT 01/18/24 FIXED RATE CD FIFO 245,000.000 Jan 07, 19 Jul 18, 19 245,000.00 245,000.00 Total $490,000.00 $490,000.00 Net short-term capital gains and losses $0.00 Long-term capital gains and losses Wash sale Quantity or Purchase Sale Sale Cost cost basis Security description Method face value date date amount ($) basis ($) adjustment($) Loss ($) Gain ($) BANGOR SVGS BK ME US RT 01.1000% MAT 07/15/19 FIXED RATE CD FIFO 245,000.000 Jul 05, 16 Jul 15, 19 245,000.00 245,000.00 FIRST BK HIGHLAND IL US RT 01.9500% MAT 07/24/19 FIXED RATE CD FIFO 240,000.000 Jul 16, 14 Jul 24, 19 240,000.00 240,000.00 TWO RIVERS ST BK NE US RT 01.2500% MAT 07/18/19 FIXED RATE CD FIFO 154,000.000 Jan 09, 13 Jul 18, 19 154,000.00 154,000.00 Total $639,000.00 $639,000.00 Net long-term capital gains or losses $0.00 Net capital gains/losses: $0.00

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Your notes

CNQ70004003447640 NQ7000167242 00002 0719 010558356 RP34592SH0 000000 Page 20 of 20 End of statement for account number RP 34592 SH Important information about your statement

UBS Financial Services Inc. (the Firm or UBS Financial hear from you no later than 60 days after the Firm capacity. A full copy of the policy wording is available income or returns and may not keep pace with Services), is a member of all principal security, commodity sent you the first statement on which the error or upon request. inflation. and options exchanges. UBS Financial Services and UBS problem appeared. • Moderate: Willing to accept some risk to principal and Bank USA are indirect subsidiaries of UBS AG and – Provide your name and account number (if any). Neither the SIPC protection nor the supplemental tolerate some volatility to seek higher returns. affiliates of UBS Securities LLC. The Firm's financial – Describe the error or the transfer you are unsure protection apply to: • Aggressive: Willing to accept high risk to principal and statement is available upon request. The Firm's executive about, and explain as clearly as you can why you • Certain financial assets controlled by (and included in high volatility to seek high returns over time. offices are at: believe it is an error or why you need more your account value) but held away from UBS Financial • Investment Eligibility Consideration: If selected, a information. Services. For example certain (i) insurance products, portion of the portfolio for that account may include UBS Financial Services Inc. – Provide the dollar amount of the suspected error. including variable annuities, and (ii) shares of mutual complex strategies, limited liquidity and greater 1200 Harbor Boulevard funds registered in the name of the account holder on volatility. Weehawken, NJ 07086 The Firm or Card Issuer will investigate your complaint the books of the issuer or transfer agent); and will correct any error promptly. For alleged errors • Investment contracts or investment interests (e.g., Statement “householding” ® This statement represents the only official record of your involving UBS Visa debit card transactions, if we take limited partnerships and private placements) that are We may consolidate all related account statements with UBS Financial Services account. Other records, except more than 10 business days to do this, we will credit not registered under the Securities Act of 1933; the same address in the same envelope, e.g. because official tax documents, containing conflicting data should your account for the amount you think is in error, so that • Commodities contracts (e.g., foreign exchange and they have owners who also maintain joint account not be relied upon. If you believe there is an error or you will have the use of the money during the time it precious metal contracts), including futures contracts relationships with other clients at the same address. If omission, please report it immediately in writing to the takes us to complete our investigation. and commodity option contracts; and you prefer to receive individual statements mailed in Branch Manager of the office serving your account. • Deposit accounts (except certificates of deposit) at UBS separate envelopes, you may decline householding by Please make all checks payable to the Firm or the Bank USA, UBS AG U.S. branches and banks in the calling your Financial Advisor. Although all figures shown are intended to be accurate, financial institution indicated on the front of this FDIC Insured Deposit Program. statement data should not be used for tax purposes. Rely statement. In addition to regular account fees, accounts The SIPC protection and the supplemental protection do Friendly account name solely on year-end tax forms, (i.e., Form 1099, 5498, may be subject to maintenance fees, charges for late not apply to these assets even if they otherwise appear The Friendly account name is a customizable "nickname" 1042S, etc.) when preparing your tax return. The Firm is payment for securities purchases and charges for unpaid on your statements. The SIPC protection and the chosen by you to assist you with your recordkeeping. It required by law to report to the IRS all taxable dividends, amounts in cash accounts. Accounts that are transferred supplemental protection do not protect against changes has no legal effect on your account, is not intended to reportable non-taxable dividends and taxable interest to other institutions may be subject to a transfer fee. in the market value of your investments (whether as a reflect any strategy, product, recommendation, earned on securities held in your account, net proceeds result of market movement, issuer bankruptcy or investment objective or risk profile associated with your on sale transactions, and cost basis on certain covered UBS Sweep Options otherwise). accounts, and is not a promise or guarantee that wealth, securities. UBS offers options for sweeping cash balances to bank or any financial results, can or will be achieved. All deposit accounts at non-affiliated banks and affiliated Dividend Reinvestment Program (DRIP) investments involve the risk of loss, including the risk of Communications with the Firm banks and money market mutual funds (Money Funds). The price reflected is an average price. You may obtain loss of the entire investment. You can change your • Please re-confirm any oral communications in writing Deposit accounts at UBS Bank USA and non-affiliated the actual price from your Financial Advisor. Only whole Friendly account names through Online Services or by to further protect your rights, including your rights banks participating in the UBS FDIC-Insured Deposit shares are purchased under DRIP; partial shares will be contacting your Financial Advisor. under the Securities Investor Protection Act (SIPA). Program are FDIC-insured in accordance with FDIC rules. sold and the cash will be deposited in your account. The • If the financial institution on the top left of the front For more information, please visit www.fdic.gov. Deposit dividend reinvestment price supplied by the issuer may Account overview accounts at UBS AG Stamford Branch and shares of of this statement is not UBS Financial Services, UBS differ from the market price at which the partial shares • Value of your account/portfolio. Net of assets and Money Funds are not insured by the FDIC. Financial Services carries your account as clearing are sold. liabilities. broker by arrangement with the indicated institution. • Assets. Includes available cash balances, values for We informed you of this relationship when you Bank deposits are not protected by SIPC. Money Fund Cash-in-lieu restricted security (est.), and Global Time Deposits, opened this account. In this case, your funds and shares are protected by SIPC. See “UBS Financial Services Only whole units may be held in your account. If you are unrealized marks to market, and certain assets not held securities are located at UBS Financial Services and not Account Protection” below. entitled to a partial unit as a result of a dividend payment by the Firm. Does not include unpriced securities/assets the introducing broker, and you must make a report or otherwise, the Firm will either sell partial units at at the end of the prior and current statement periods, or of any error or omission to both firms. Upon your request, balances in the bank deposits may be market price or accept an amount determined by a withdrawn, and shares of a Money Fund may be private investments, unvested stock options and • As described in the account agreements, you must registered clearing agency, and credit your account. exercisable stock options. notify us of any errors or fraud involving checks liquidated, and the proceeds returned to you or your • Liabilities. Includes debit balances, outstanding margin reflected on your statement within 30 days after it was securities account. Investment objectives loans, credit line, short account balances. mailed or made available. The investment objectives and risk profile are specific to • Cash/money balances. Total of uninvested available • Please direct customer complaints or inquiries to the Further information about available sweep options, each account and may vary between your accounts. cash balances, plus deposit balances at affiliated and Firm’s Client Relations Department at 201-352-1699 including current interest rates and yields, is available at Please advise the Firm promptly in writing of any non-affiliated banks, and money market mutual fund or toll-free at 800-354-9103, 8:00 A.M. to 6:00 P.M. www.ubs.com/sweepyields, from your Financial Advisor significant change in your financial situation or sweep balances, at the close of the statement period. ET Monday through Friday, or in writing to UBS or by calling 800-762-1000. investment objectives. For each account held, you Non-commodity free credit balances in your account are Financial Services Inc., Client Relations Department, choose one of the following investment objectives: not segregated from other balances and the Firm may P.O. Box 766 Union City, NJ 07087. UBS Financial Services account protection • Produce Current Income: Investments seeking the use any of these funds in the ordinary course of its • All statements shall be deemed complete and accurate The Firm is a member of the Securities Investor Protection generation of income only. Corporation (SIPC), which protects securities customers business. These funds are payable upon your demand. if not objected to in writing within 60 days. • Achieve Capital Appreciation: Investments seeking of its members up to $500,000 (including $250,000 for This total is included in the current period closing value. • For TTY services: Call 844-612-0986 or from outside growth of principal rather than the generation of claims for cash). Explanatory brochure available upon the U.S.: Call 201-352-1495 income. request or at www.sipc.org. The SIPC asset protection Lending information • In case of errors or questions about an electronic • Produce Combination of Income and Capital For detailed information on the Firm's lending practices funds transfer (EFT), bill payment or UBS Visa® debit limits apply to all accounts that you hold in a particular capacity. Appreciation: Investments seeking both the generation and disclosures, refer to your Client Relationship card transactions, call 800-762-1000, or write to UBS of income and growth of principal. Agreement or Account Agreement and the General Financial Services Inc., 1000 Harbor Blvd., 6th floor, The Firm, together with certain affiliates, has also purchased supplemental insurance. The maximum Terms and Conditions. UBS Statement of Credit Practices Weehawken, NJ 07086, Attn: RMA/BSA Services. Overall risk profiles available in Agreements and Disclosures amount payable to all eligible clients, collectively under • Conservative: Seeks to maintain initial principal, with at www.ubs.com/accountdisclosures. Call or write as soon as you can, if you think your this protection is $500 million as of December 10, 2016. low risk and volatility to the account overall, even if statement or receipt is wrong or if you need more Subject to the policy conditions and limitations, cash at that means the account does not generate significant information about a transfer on the statement or the Firm is further protected for up to $1.9 million in the receipt. The Firm or Card Issuer (as applicable) must aggregate for all your accounts held in a particular Important information about your statement (continued)

Your assets – For certain securities trading in non-conforming • Est. (estimated) income, current yields and rates. – We receive compensation from UBS Bank USA, UBS Your statement itemizes securities and other assets held denominations, price and quantity (face value) may An estimate of annual income is based on current AG Stamford Branch and non-affiliated banks in the account at the end of the statement period. You have been adjusted to facilitate proper valuation. dividend and interest rates, assuming the securities will through our cash sweep programs. This may ask for delivery of fully paid securities at any time. To obtain current quotations, when available, contact be held for one year from statement date or until compensation may be a monthly per account fee or You may receive securities used as loan collateral after your Financial Advisor. maturity. This estimate is only a guideline; accuracy may be a percentage of average daily deposit paying any balance due on them. Any securities and continued income are not guaranteed. balances. transferred to the Firm during the statement period are • Private investments and structured products. – Estimated annual income and current yield for listed at market value as of the end of the statement Private investment securities (including direct certain types of securities could include a return of Activity period. participation program and real estate investment trust principal or capital gains in which case the est. Information regarding commissions and other charges • Cost basis. In determining the cost basis of the securities) and structured products are generally highly income (and current yield) would be overstated. incurred in connection with the execution of trades, securities included in this statement, where indicated illiquid. Certain structured products have not been – Estimated annual income and current yield and the including option transactions has been included on with the number “1," UBS Financial Services has relied registered with the Securities and Exchange actual income and yield might be lower or higher confirmations previously furnished to you, and will be on information obtained from sources other than UBS Commission or under any state securities laws. We than the estimated amounts. provided to you promptly on request. Financial Services, including information from another provide estimated values for private investment – An estimate of annualized income (dividend and/or firm or that you may have provided to your Financial securities and structured products for informational interest) divided by the current market Short selling Advisor. The Firm does not independently verify or purposes only. Accuracy is not guaranteed. value/average balance is based on the last dividend If you are engaged in short selling a security, you may guarantee the accuracy or validity of any information – These values may differ substantially from prices, if or interest payment made by the issuer and incur a charge due to certain borrowing costs for that provided by sources other than UBS Financial Services. any, at which a private investment security or assumes the securities/deposits will be held for one particular security. In addition, although UBS Financial Services generally structured product may be bought or sold and do year from the statement date or until maturity. updates this information as it is received, the Firm not necessarily represent the value you may receive Accuracy and continued yield are not guaranteed. Open orders does not provide any assurances that the information upon liquidation. Regarding open or "good-till-cancelled" orders that under “Cost basis” and “Unrealized gain/loss” is – Third party estimates of value are as of a certain • Assets not held by UBS Financial Services. Certain were not executed by the statement date, open buy and accurate as of the date of this statement. As such, date and are supplied to UBS Financial Services on a assets are not held by the Firm and not within the sell stop orders are reduced by the amount of dividends please do not rely on this information to make regular basis by an independent valuation firm. Firm’s possession or control. These assets are or rights on an ex-dividends or ex-rights date unless purchase or sale decisions, for tax purposes or – Issuer, general partner or sponsor estimated values, displayed on your statement for informational instructed otherwise by you. You are responsible for otherwise. Accounts transferred to the Firm may if any, are supplied to the Firm by the issuer, purposes only. Positions and values presented are orders that are executed due to your failure to cancel reflect gain/loss information only for the period of general partner or sponsor and may be calculated provided by the issuing firm. UBS Financial Services is existing open orders. time they are held at the Firm. More historical based on different information from that used by not responsible for this information and does not information can be added by your Financial Advisor. third parties to derive their estimated values. guarantee its accuracy. These assets are not protected Privacy • Unrealized gains/losses. When data is available, – You can obtain additional information regarding by SIPC or the Firm’s supplemental SIPC coverage. To obtain a copy of our current Client Privacy Notice, estimated unrealized gains/losses are calculated for the methodology used to determine the estimate of please contact your Financial Advisor or visit our website individual security lots. The transaction data for value and the date of the information that is the • Revenue sharing and additional compensation. at www.ubs.com/privacypolicy. individual lots may or may not reflect commissions, basis for the estimate by contacting your Financial – In addition to commissions on sales and 12b-1 fees – UBS Financial Services is not a bank. The RMA, Business charges and/or security reorganization events. Advisor. received in connection with the distribution of mutual Services Account BSA and IRMA are brokerage Dividend and other reinvestment lots and systematic – Third party estimated values may be reflected as funds to our clients we and/or our affiliate receive accounts which provide access to banking services and purchase lots are each combined to display one "Not priced" in several situations: when an revenue sharing payments from distributors and/or products through arrangements with affiliated banks averaged lot. The "Trade date" column presents the independent valuation firm has not supplied or is advisors of the mutual funds that we sell. These and other third-party banks, and provides access to original transaction trade date. unable to assign a value, when we become aware amounts are based on two different components: (i) insurance and annuity products issued by unaffiliated • Callable securities. Bonds and preferred stock that that a material event has occurred that may call a the amount of sales by UBS of a particular mutual third-party insurance companies through insurance the issuer calls for early redemption will be selected previously reported value into question, or when a fund family to our clients; and (ii) the asset value of a agency subsidiaries of UBS Financial Services Inc. impartially by lot from among all securities of that value would be highly speculative due to the nature particular mutual fund family's shares held at the – Investment, insurance, and annuity products: issue held in our name or in nominee name for our of the security. firm. – Not FDIC insured • No bank guarantee• May lose value clients. Call feature information is obtained from third – When neither an issuer, general partner or sponsor – We and our affiliate also receive networking and – RMA. Resource Management Account, Business parties and its accuracy is not guaranteed. Other call estimated value nor a third-party estimated value is omnibus processing fees in consideration for transfer Services Account BSA, IRMA and international Resource features may exist which could affect yield; complete provided, the value of the security will be different agent services that we provide to the mutual funds. Management Account are registered service marks of information will be provided upon request. from its purchase price. These fees generally are paid from investor assets in UBS Financial Services Inc. • Price/value. Prices displayed for securities and other – "Distributions to date" may include return of the mutual fund and are a fixed dollar amount based – VISA is a registered trademark owned by Visa products may be higher or lower than the price that capital, income or both. on the number of accounts at the broker-dealer International Service Association and used under you would actually receive in the market. Prices are – "Original unit size" represents the initial offering holding mutual funds of that fund family. license. The UBS Visa credit cards and the UBS Visa obtained from various third party sources which we price per unit and may not reflect your cost basis. – In addition to commissions received in connection debit cards are issued by UBS Bank USA with believe to be reliable, but we do not guarantee their – DPP and unlisted REIT securities are not listed on a with the sale or distribution of annuity contracts and permission from Visa U.S.A. Incorporated. All other accuracy. national securities exchange, and are generally unit investment trust units to our clients, we and/or trademarks, registered trademarks, service marks and – We generally use the closing price when available or illiquid and even if they can be sold, the price our affiliate receive revenue sharing compensation registered service marks are of their respective the mean of the bid and ask prices for listed received may be less than the per share estimated from many of the insurance companies underwriting companies. securities and options or only bid prices for OTC value provided in the account statement. the annuity contracts, affiliates of the insurance securities. companies or sponsors of the unit investment trusts UBS Financial Services Inc. Rev. 201810 – Less actively traded securities may be priced using a • Restricted securities. Restricted securities generally we distribute. valuation model or the most recent price we are not currently eligible for public sale. UBS Financial – In addition to commissions received from the obtained and may not reflect an actual market price Services uses the market price of the unrestricted stock purchase and sale of NextShares funds, we and/or our or value. of the same issuer as an imputed value for the affiliate receive an asset-based revenue sharing – Certain positions may appear without a price and restricted stock for purposes of this statement only. To payment from NextShares distributors, as well as will show as "price was not available" if we are the extent that restricted securities are eligible for sale, funding for technology development, training and unable to obtain a price for a security. the value received may be substantially less than the education. – Deposits or securities denominated in currencies imputed value shown. – Our affiliates also receive trading commissions and other than U.S. dollars are reflected at the exchange other compensation from mutual funds and insurance rate as of the statement date. companies whose products we distribute.

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Police Department Date: August 26, 2019

City Business and Liquor Licenses

BACKGROUND INFORMATION:

Licensing Staff have reviewed the following business and liquor license applications and all requirements have been met.

All license holders must comply with all conditions placed on the property pursuant to any zoning approval.

2019 Business Licenses – Background Required

El Nuevo Morelos Mexican Restaurant, 360 Bernard St W, Wine & Beer Liquor License. This is a new owner of this establishment. All background checks have been completed and no concerns have been noted.

FISCAL IMPACT:

Action Fund Department Account Amount Liquor License Fee 101 30000 32110 2,175.00 Background Fee 101 30000 34208 1,400.00 Total: $3,575.00

STAFF RECOMMENDATION:

In processing this application staff found no notable concerns or issues. Staff does not foresee any special or reasonable conditions. Council needs to consider the application for approval.

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Melissa Sonnek, Community Development Coordinator Date: August 26, 2019 Rental Licensing

BACKGROUND INFORMATION:

2019 Rental Business Licenses – Background Required

According to the Rental Dwelling Ordinance, the city requires a background investigation for each new rental property applicant. In addition, the Police Department and Code Enforcement reviews calls for service to the properties to help identify potential problem properties.

The Community Development Department reviewed the application, inspection report, rental density, and code compliance requirements.

The background investigation, inspection report, and code compliance review on the properties listed below did not identify any incidents that would result in a denial of the rental license.

APPLICATIONS FOR APPROVAL:

252 Marie Avenue East (Apartment – New Construction) 1762 Oakdale Avenue (Apartment – Renewal) 1777 Oakdale Avenue (Apartment – Renewal) 1802 Oakdale Avenue (Apartment – Renewal) 1812 Oakdale Avenue (Apartment – Renewal)

226 Curtice Street West (Single Family – New Rental) 1105 Robert Street (Single Family – New Rental)

FISCAL IMPACT:

Amount Fund: 101 Department: 30000 Account: 32170 $ 4,092.00

STAFF RECOMMENDATION:

Staff recommends City Council approve the license applications.

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Police Department Date: August 26, 2019

Declaration of Surplus Motor Vehicles

BACKGROUND INFORMATION: Through the Police Departments DUI and Drug enforcement efforts the below described motor vehicles came into possession of our department. Through the civil forfeiture proceedings the owners of the motor vehicles lost their claim of ownership to the motor vehicles and their ownership was then transferred to the City of West St. Paul.

Due to the condition of the motor vehicles, the city has no use for them; thus, pursuant to state statute and city code the motor vehicles will be sold at a public auction upon approval.

The vehicles are:

2004 Acura TL Sedan VIN/ 19UUA66274A049417 2006 Chevrolet Equinox VIN/ 2CNDL73F466004386

FISCAL IMPACT: Pursuant to Minnesota state statute all proceeds from the sale of the above motor vehicles will be placed into the Police Department’s forfeiture account to be utilized for DUI enforcement efforts.

STAFF RECOMMENDATION:

By approving of the proposed resolution, declare the above listed vehicles as surplus and authorize the sale, with any proceeds placed into the appropriate fund. CITY OF WEST ST. PAUL DAKOTA COUNTY, MINNESOTA

RESOLUTION NO. 19-

RESOLUTION DECLARING CERTAIN PROPERTY SURPLUS AND AUTHORIZING SALE AND/OR DISPOSAL THEREOF

WHEREAS, certain City property is no longer needed and has no practical use for public service; as such, the below listed property should be offered for sale and/or disposal:

Vehicles:

2004 Acura TL Sedan VIN/ 19UUA66274A049417 2006 Chevrolet Equinox VIN/ 2CNDL73F466004386

NOW, THEREFORE, BE IT RESOLVED by the West St. Paul City Council that the above listed vehicles are declared surplus and City Staff is authorized to dispose of said property by auction, with the proceeds of such sale being disbursed according to law.

Adopted by the City Council of the City of West St. Paul, Minnesota, this 26th day of August 2019.

Attest:

David J. Napier, Mayor Shirley R Buecksler, City Clerk

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Debra Gieseke, Human Resources Director Date: August 26, 2019

Approve 2019 Notice of Pay Equity Compliance

BACKGROUND INFORMATION: This past July 2019, staff resubmitted the approved Pay Equity Compliance Report utilizing the current data as directed.

On August 14, 2019, we received a Notice of Pay Equity Compliance stating that the City of West St. Paul meets the requirements of the Local Government Pay Equity Act M.S. 471.991 – 471.999 and Minnesota rules Chapter 3920.

FISCAL IMPACT:

There is no fiscal impact.

STAFF RECOMMENDATION:

Request approval of attached report confirming Pay Equity Compliance.

Notice of Pay Equity Compliance

Presented to West St. Paul

for successfully meeting the requirements of the Local Government Pay Equity Act M.S. 471.991 - 471.999 and Minnesota rules Chapter 3920. This notice is a result of an official review by Minnesota Management & Budget and your 2019 pay equity report.

Your cooperation in complying with the local government pay equity requirements is greatly appreciated.

August 14, 2019

Date Myron Frans, Commissioner August 14, 2019

Local Government Official West St. Paul 1616 Humboldt Avenue

West St. Paul MN 55118

Dear Local Government Official:

Congratulations! I am very pleased to send you the attached notification of compliance with the Local Government Pay Equity Act. Since the law was passed in 1984, jurisdictions have worked diligently to meet compliance requirements and your work is to be commended.

Minnesota Rules Chapter 3920 specifies the procedure and criteria for measuring compliance and your jurisdiction's results are attached. You may find a copy of our “Guide to Understanding Pay Equity Compliance” and other resources on our Local Government Pay Equity webpage at: https://mn.gov/mmb/employee-relations/compensation/laws/local-gov/local-gov-pay-equity/

This notice and results of the compliance review are public information and must be supplied upon request to any interested party.

If you have questions or need assistance, please contact Dominique Murray at (651) 259-3805, or by email: [email protected]

Again, congratulations on your achievement!

Sincerely, Dominique Murray Pay Equity Coordinator

Attachments

400 Centennial Building ● 658 Cedar Street ● St. Paul, Minnesota 55155 Voice: (651) 201-8000 ● Fax: (651) 296-8685 ● TTY: 1-800-627-3529 An Equal Opportunity Employer Results of Tests for Pay Equity Compliance

Date: August 14, 2019

Jurisdiction: West St. Paul ID# : 1401

1. Completeness and Accuracy Test X Passed. Required information was submitted accurately and on time.

2. Statistical Analysis Test X Passed. Jurisdiction had more than three male classes and an underpayment ratio of 80% or more. Passed. Jurisdiction had at least six male classes, at least one class with a salary range, an underpayment ratio below 80% but a t-test that was not statistically significant.

3. Salary Range Test Passed. Too few classes had an established number of years to move X through a salary range. Passed. Salary range test showed a score of 80% or more.

4. Exceptional Service Pay Test X Passed. Too few classes received exceptional service pay. Passed. Exceptional service pay test showed a score of 80% or more.

If you have questions, please contact Dominique Murray, Pay Equity Coordinator, at (651) 259-3805 or by email: [email protected]

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Kori Land, City Attorney Date: August 21, 2019 Approval of the Amended Permanent Sidewalk and Trail Easement and Temporary Easement with Fravi LLC for the Marie and Oakdale Trail Project 18-4

BACKGROUND INFORMATION:

The City acquired a Permanent Sidewalk and Trail Easement and Temporary Easement from Fravi LLC for the Oakdale/Marie Avenue Trail project. The Permanent Sidewalk and Trail Easement and Temporary Easement was dated October 8, 2018 and recorded as Document No. 3277633 on October 26, 2018 (“Easement”).

On April 10, 2019, Fravi LLC obtained an Order from Dakota County District Court redefining the legal description of its property. The Order was not subject to the Easement Fravi LLC conveyed to the City. Fravi LLC, through its attorney, realized this error and has requested the City approve and record an Amended Easement.

The attached Amended Easement is intended to amend the legal description of Fravi LLC’s property and it is intended to supersede and replace the Easement.

FISCAL IMPACT:

Amount Fund: Department: Account:

STAFF RECOMMENDATION:

Approve attached Amended Permanent Sidewalk and Trail Easement and Temporary Easement.

AMENDED PERMANENT SIDEWALK AND TRAIL EASEMENT AND TEMPORARY EASEMENT

Fravi LLC, a Minnesota limited liability company granted and conveyed to the City of West St. Paul, a Minnesota municipal corporation a Permanent Sidewalk and Trail Easement and Temporary Easement dated October 8, 2018 and recorded as Document No. 3277633 on October 26, 2018.

This Amended Permanent Sidewalk and Trail Easement and Temporary Easement is intended to amend the legal description for Landowner’s Property referenced below. This Amended Permanent Sidewalk and Trail Easement and Temporary Easement supersedes and replaces Permanent Sidewalk and Trail Easement and Temporary Easement dated October 8, 2018 and recorded as Document No. 3277633 on October 26, 2018.

Fravi LLC, a Minnesota limited liability company, the undersigned Landowner, for and in consideration of One and 00/100 Dollars ($1.00) and other good and valuable consideration, the receipt whereof is hereby acknowledged, does hereby grant and convey to the City of West St. Paul, a Minnesota municipal corporation (“City”), a permanent easement (“Permanent Easement”) and temporary easement (“Temporary Easement”) under, over, across, through and upon the following described land situated in the County of Dakota, State of Minnesota, to wit:

PROPERTY DESCRIPTION:

Real property in Dakota County, Minnesota, described as follows:

The East 267.00 feet of the West 288.20 feet of the North 163.00 feet of the South 177.00 feet of the East half (E ½) of the Southeast quarter (SE ¼) of Section Twenty (20), Township Twenty-eight (28), Range Twenty-two (22), according to the governmental survey thereof.

Abstract Property. PID: 42-02000-87-030

(the “Landowner’s Property”).

1 PERMANENT EASEMENT DESCRIPTION:

The Landowner does hereby grant and convey to the City, its successors and assigns, forever the following:

A permanent easement for sidewalk, trail and right of way purposes and all such purposes ancillary, incident or related thereto, including but not limited a retaining wall for construction, maintenance, improvement, repair and replacement, and restoration purposes and all such purposes ancillary thereto (“Permanent Easement”), under, over, across, through and upon that real property legally described on Exhibit A, (“Permanent Easement Area”) attached hereto and incorporated herein by reference.

TEMPORARY EASEMENT DESCRIPTION:

The Temporary Easement shall terminate on October 31, 2020.

The Temporary Easement shall be for all purposes necessary or incidental to the construction by City under, over, across, through and upon that real property legally described on Exhibit A, (“Temporary Easement Area”) attached hereto and incorporated herein by reference.

EXEMPT FROM STATE DEED TAX

The rights of the City also include the right of the City, its contractors, agents and servants:

(a) To enter upon the Permanent Easement Area and Temporary Easement Area at all reasonable times for the purposes of construction, reconstruction, inspection, repair, replacement, grading, sloping, and restoration relating to the purposes of the Permanent Easement and Temporary Easement; and

(b) To maintain the Permanent Easement Area and Temporary Easement Area, together with the right to excavate and refill ditches or trenches for the location of such curb, gutter, retaining walls, or other street project improvements; and

(c) To remove from the Permanent Easement Area and Temporary Easement Area trees, brush, herbage, aggregate, undergrowth and other obstructions interfering with the location, construction and maintenance of the curb, gutter, retaining walls, or other street project improvements and to deposit earthen material in and upon the Permanent Easement Area and Temporary Easement Area; and

(d) To remove or otherwise dispose of all earth or other material excavated from the Permanent Easement Area and Temporary Easement Area as the City may deem appropriate.

The City shall not be responsible for any costs, expenses, damages, demands, obligations, penalties, attorneys’ fees and losses resulting from any claims, actions, suits, or proceedings based upon a release or threat of release of any hazardous substances, petroleum, pollutants, and contaminants which may have existed on, or which relate to, the Permanent Easement Area and Temporary

2 Easement Area or the Landowner’s Property prior to the date hereof.

Nothing contained herein shall be deemed a waiver by the City of any governmental immunity defenses, statutory or otherwise. Further, any and all claims brought by Landowner or their successors or assigns, shall be subject to any governmental immunity defenses of the City and the maximum liability limits provided by Minnesota Statute, Chapter 466.

The Landowner, for itself and its successors and assigns, does hereby warrant to and covenant with the City, its successors and assigns, that it is well seized in fee of the Landowner’s Property described above, the Permanent Easement Area and the Temporary Easement Area described on Exhibit A and has good right to grant and convey the Permanent Easement and Temporary Easement herein to the City.

This agreement is binding upon the heirs, successors, executors, administrators and assigns of the parties hereto.

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.

[Remainder of this page has been intentionally left blank]

3 EXECUTED as of this day of , 2019.

CITY: CITY OF WEST ST. PAUL

By: David J. Napier Mayor

By: Ryan Schroeder City Manager

STATE OF MINNESOTA ) ) ss. COUNTY OF DAKOTA )

On this _____ day of ______, 2019, before me a Notary Public within and for said County, personally appeared David J. Napier and Ryan Schroeder to me personally known, who being each by me duly sworn, each did say that they are respectively the Mayor and the City Manager of the City of West St. Paul, the Minnesota municipal corporation named in the foregoing instrument, and that it was signed on behalf of said municipal corporation by authority of its City Council and said Mayor and City Manager acknowledged said instrument to be the free act and deed of said municipal corporation.

Notary Public

4 LANDOWNER: FRAVI LLC, a Minnesota limited liability company

By: ______Britt Frandsen Its Manager

STATE OF MINNESOTA ) ) ss. COUNTY OF DAKOTA )

On this _____ day of ______, 2019, before me a Notary Public within and for said County, personally appeared Britt Frandsen to me personally known, who being by me duly sworn, did say that she is the manager of Fravi LLC, a Minnesota limited liability company, the entity named in the foregoing instrument, and that said instrument was signed on behalf of said entity by authority of its Board of Governors and said Manager acknowledged said instrument to be the free act and deed of the entity.

______Notary Public

This instrument was drafted by and after recording, please return to: Peter G. Mikhail (#0249907) LeVander, Gillen & Miller, P.A. 633 South Concord Street, Suite 400 South St. Paul, MN 55075 651-451-1831

5 EXHIBIT A LEGAL DESCRIPTION OF PERMANENT EASEMENT AREA AND TEMPORARY EASEMENT AREA

Parcel 7 as shown on DAKOTA COUNTY RIGHT OF WAY MAP NO. 480, according to the recorded map thereof, Dakota County, Minnesota.

AND

TE 7 as shown on DAKOTA COUNTY RIGHT OF WAY MAP NO. 480, according to the recorded map thereof, Dakota County, Minnesota.

A-1

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Kori Land, City Attorney Date: August 21, 2019 Approval of Settlement with Timberland Partners XXXIV, LLP, Timberland Partners III, LLP and Michael A. Nelson (Parcels 12 and 15) for the Marie and Oakdale Trail Project 18-4

BACKGROUND INFORMATION: Parcels 12 and 15 in the Marie Trail Project are the Timberland Partners apartment building sites at 1972 Oakdale Avenue and 2045 Christensen Avenue.

The City previously reached a settlement for Parcels 12 and 15 and, accordingly, the owners had executed an easement granting the needed right of way. In order to secure title clear of all known claimants in the condemnation action, we need to document the settlement with an additional procedure. We asked the owners to enter into a stipulation of settlement in the condemnation action, with a procedure that includes a commissioners’ hearing to approve the settlement. The owners have agreed and executed the stipulation. The financial terms of the settlement are unchanged.

FISCAL IMPACT:

Amount Fund: Department: Account:

STAFF RECOMMENDATION:

Approve attached Stipulation of Settlement (Parcel 12 and Parcel 15).

STATE OF MINNESOTA DISTRICT COURT

COUNTY OF DAKOTA FIRST JUDICIAL DISTRICT

COURT FILE No. 19HA-CV-18-4611

City of West St. Paul, a Minnesota municipal corporation, STIPULATION OF SETTLEMENT Parcel 12 and Parcel 15 Petitioner,

v. Case Type: Condemnation

Covington Court Apartments, LP; et al.,

Respondents.

THIS STIPULATION is made by and between Petitioner City of West St. Paul (“City”) and

Respondents Timberland Partners XXXIV, LLP, Timberland Partners III, LLP, a Minnesota limited

liability company, and MICHAEL A. NELSON, LLC, a Minnesota limited liability company a

Minnesota limited liability company (“Owners”).

RECITALS

1. The following recitals are a part of the parties’ stipulation.

2. The Owners are the fee owner of the real property identified as Parcel 12 and Parcel

15 on Exhibit A to the Court’s Findings of Fact, Conclusions of Law, and Order Granting Petition,

Authorizing Payment or Deposit, and Awarding Title and Right of Possession, and Order Appointing

Commissioners filed February 7, 2019. An excerpt from Exhibit A pertaining to the Parcels 12 and

15 is attached.

3. Exhibit A identifies the following other potential interests in Parcel 12:

a. Federal Home Loan Mortgage Corporation has a mortgage interest;

b. Board of Water Commissioners of the City of St. Paul has an easement interest;

1 c. BDS Laundry Management has a lease interest; and,

d. Dakota County has a possible interest in Parcel 12 for payment of property taxes. This

condemnation action does not include any fee taking from Parcel 12.

4. Exhibit A identifies the following other potential interests in Parcel 15

a. Federal Home Loan Mortgage Corporation has a mortgage interest;

b. Board of Water Commissioners of the City of St. Paul has an easement interest;

c. BDS Laundry Management has a lease interest;

d. Southview Acres Health Care Center, Inc., has an easement interest;

e. Southview Senior Living LLC has an easement interest; and,

f. Dakota County has a possible interest in Parcel 15 for payment of property taxes. This

condemnation action does not include any fee taking from Parcel 15.

5. The City commenced this condemnation action to acquire easements over portions of

Parcel 12 and Parcel 15 for the purposes of constructing, operating and maintaining a multi-use tail along Marie Avenue (“Project”).

6. The Owners have executed easements for the property the City seeks to acquire from

Parcel 12 and Parcel 15. The parties execute this Stipulation of Settlement, seeking commissioners’

awards, in order ensure the City’s clear title to the easements.

7. The City has deposited the sum of $1,000.00 with the Dakota County District Court,

in payment of its approved appraisal of value for the taking and damages to Parcel 12; the City has

deposited the sum of $6,800.00 with the Dakota County District Court, in payment of its approved

appraisal of value for the taking and damages to Parcel 15 (collectively the “Deposits”).

8. The City and the Owners have reached a full and final settlement and compromise of the matters in dispute.

AGREEMENT

2 NOW, THEREFORE, in consideration of their mutual promises and other good and valuable

consideration, it is hereby stipulated and agreed between the parties as follows:

1. Stipulation to Commissioners’ Award – Parcel 12. The City and the Owner agree to

an award of condemnation damages for the Property by the court-appointed commissioners in the

total amount of $2,000.00 (“Parcel 12 Settlement Amount”) which is payable entirely to the Owners,

and with zero dollars payable to all other respondents, in substantially the form attached hereto as

Exhibit 1 (“Proposed Award”). The City and the Owners jointly request the Proposed Award and will not appeal the Proposed Award. This settlement agreement is contingent upon the filing of the

Proposed Award, and upon the expiration of the statutory appeal period without any appeal. All

known respondents who may claim an interest in Parcel 12 will be given due notice of the

commissioners hearing and the award that is filed by the commissioners. In the event the court-

appointed commissioners fail to issue the Proposed Award, or in the event any other party appeals,

this Stipulation of Settlement shall be null and void.

2. Stipulation to Commissioners’ Award – Parcel 15. The City and the Owners agree to

an award of condemnation damages for the Property by the court-appointed commissioners in the

total amount of $12,050.00 (“Parcel 15 Settlement Amount”) which is payable entirely to the Owners,

and with zero dollars payable to all other respondents, in substantially the form attached hereto as

Exhibit 2 (“Proposed Award”). The City and the Owner jointly request the Proposed Award and will

not appeal the Proposed Award. This settlement agreement is contingent upon the filing of the

Proposed Award, and upon the expiration of the statutory appeal period without any appeal. All

known respondents who may claim an interest in Parcel 15 will be given due notice of the

commissioners hearing and the award that is filed by the commissioners. In the event the court-

appointed commissioners fail to issue the Proposed Award, or in the event any other party appeals,

this Stipulation of Settlement shall be null and void.

3 3. Payment of Settlement Amounts. Within 10 business days after the execution of this

Stipulation of Settlement, the City shall pay the Owners the Parcel 12 Settlement Amount and Parcel

15 Settlement Amount. The Owners shall furnish their W-9 forms to the City to facilitate payment.

4. Deposits. Owners assign to the City all their right, title and interest in the Deposits.

The City may apply to the Court at any time for disbursement to City of the Deposits, together with any interest that has accrued thereon, without further notice to Owners. The City and Owner agree to the entry of a Court order directing disbursement to the City alone of the $1,000.00 Parcel 12 deposit and the $6,800.00 Parcel 15 Deposit, together with any interest that has accrued thereon.

5. Other Considerations. The parties agree to the following additional terms:

a. The Owners acknowledge that they will not have to relocate as a result of the Project.

b. The Owners acknowledges that they did not obtain appraisals and do not seek

reimbursement for an appraisal.

5. Full and Final Compromise. The Owners and the City acknowledge that the terms and conditions of this Stipulation of Settlement constitute a full and final compromise of all matters in dispute with respect to Parcel 12 and Parcel 15. In consideration of the payment and other terms and conditions of this Stipulation of Settlement, the Owners waive any and all claims they may have against the City in connection with this condemnation action, including without limitation, just compensation, statutory remedies, any other damages, interest, relocation benefits, appraisal fees, attorney fees, and costs and disbursements to which the Owners may otherwise be entitled. The

Owners waive any and all rights to further notices, viewings, or hearings regarding this action, including without limitation the commissioners’ hearing at which this Settlement Stipulation is presented.

6. Condemnation Action. After issuance of the Award of Commissioners and expiration of the statutory appeal period, the City will file a Final Certificate in this action with respect to the

4 Parcel 12 and Parcel 15 and record a discharge of lis pendens with respect to Parcel 12 and Parcel 15

in the Office of the Dakota County Recorder. Each of the parties will bear its own costs in connection

with this action.

7. Entire Agreement. The undersigned confirm that each has read this Stipulation of

Settlement, and that each knows and understands its consequences and legal effect. This Stipulation

of Settlement contains the entire agreement of the parties in the above-referenced action.

8. Execution. The parties agree that this Stipulation of Settlement may be executed in

separate counterparts which, taken together, shall be and comprise one agreement.

9. Authority. Any person signing this Stipulation of Settlement in a representative

capacity represents and warrants by signing this Agreement that it is the signer’s intent to bind the principal being represented to the terms and conditions of this Agreement, that the signer has been

authorized to bind the principal to the terms and conditions, and that it is the intent of the principal to

be so bound.

OWNERS:

Dated: ______, 2019 TIMBERLAND PARTNERS XXXIV, LLP

By:______Robert L. Fransen Its: Executive Administrator

Dated: ______, 2019 TIMBERLAND PARTNERS III, LLP

By:______Robert L. Fransen Its: Executive Administrator

Dated: ______, 2019 MICHAEL A. NELSON, LLC

By:______Michael A. Nelson Its: Manager

Dated: ______, 2019 CITY OF WEST ST. PAUL

By: ______David J. Napier Mayor

By: ______Ryan Schroeder City Manager

Dated: ______, 2019 LEVANDER, GILLEN & MILLER, P.A.

By: ______Jay P. Karlovich (#247650) Peter G. Mikhail (# 249907) 633 South Concord Street, Suite 400 South St. Paul, MN 55075 (651) 451-1831

ATTORNEYS FOR PETITIONER CITY OF WEST ST. PAUL

6 EXHIBIT A

Parcel 12 (“Timberland Partners XXXIV, LLP, et al.”)

Interest Name Address and Telephone Number

Fee Owner Timberland Partners XXXIV, LLP, Timberland Partners XXXIV, LLP a Minnesota limited liability 8000 Norman Center Drive partnership Suite 830 Minneapolis, MN 55437

Fee Owner Timberland Partners III, LLP, a Timberland Partners III, LLP 8000 Minnesota limited liability Norman Center Drive partnership Suite 830 Minneapolis, MN 55437

Fee Owner Michael A. Nelson, LLC, a Michael A. Nelson, LLC Minnesota limited liability company c/o Michael Nelson, Manager 3169 Lake Shore Boulevard Wayzata, MN 55391

Mortgagee Federal Home Loan Mortgage Federal Home Loan Mortgage Corporation, a corporation organized Corporation and existing under the laws of the 8200 Jones Branch Drive United States McLean, VA 22101

Easement Interest Board of Water Commissioners of Board of Water Commissioners of the City of St. Paul, a Minnesota the City of St. Paul municipal corporation 15 Kellogg Boulevard West St. Paul, MN 55102

Lessee Interest BDS Laundry Management BDS Laundry Management Company, a Minnesota corporation Company c/o David DeMarsh, CEO 2430 Enterprise Drive Mendota Heights, MN 55120

Property Taxes County of Dakota County of Dakota c/o Joel T. Beckman Dakota County Treasurer/Auditor 1590 Highway 55 Hastings, MN 55033

Possible Unknown All other parties unknown having any right, title or interest in the real Real Property property described below, together with the unknown heirs or devisees, if Interest Owners any, of the parties that may be deceased and including unknown spouses, if any, and all others claiming any interest in the property described below.

7 Parcel 12 (“Timberland Partners XXXIV, LLP, et al.”) – PID: 42-83900-01-050

LEGAL DESCRIPTION OF LANDOWNER’S PROPERTY

Lot 5, Block 1, Westwood Villas Addition, Dakota County, Minnesota.

Abstract Property

8 Parcel 12 (“Timberland Partners XXXIV, LLP, et al.”)

LEGAL DESCRIPTION OF EASEMENT AREA

TE 12 as shown on DAKOTA COUNTY RIGHT OF WAY MAP NO. 480, according to the recorded map thereof, Dakota County, Minnesota.

9 Parcel 12 (“Timberland Partners XXXIV, LLP, et al.”)

DEPICTION OF EASEMENT AREA

10 Parcel 15 (“Timberland Partners, LLP, et al.”)

Interest Name Address and Telephone Number

Fee Owner Timberland Partners XXXIV, LLP, Timberland Partners XXXIV, LLP a Minnesota limited liability 8000 Norman Center Drive partnership Suite 830 Minneapolis, MN 55437

Fee Owner Timberland Partners III, LLP, a Timberland Partners III, LLP 8000 Minnesota limited liability Norman Center Drive partnership Suite 830 Minneapolis, MN 55437

Fee Owner Michael A. Nelson, LLC, a Michael A. Nelson, LLC Minnesota limited liability company c/o Michael Nelson, Manager 3169 Lake Shore Boulevard Wayzata, MN 55391

Lessee Interest BDS Laundry Management BDS Laundry Management Company, a Minnesota corporation Company c/o David DeMarsh, CEO 2430 Enterprise Drive Mendota Heights, MN 55120

Easement Interest County of Dakota County of Dakota Attn: Transportation Western Services Center 14955 Galaxie Ave # 335 Apple Valley, MN 55124

Easement Interest Southview Acres Health Care Southview Acres Health Care Center, Inc., a Minnesota Center, Inc. corporation c/o Pearl A. Lemieux, CEO 11 2000 Oakdale Avenue West St Paul, MN 55118

Easement Interest Southview Senior Living LLC, a Southview Senior Living LLC Minnesota limited liability company c/o Sheridan Law Offices 4470 Erin Drive Eagan, MN 55122

Property Taxes County of Dakota County of Dakota c/o Joel T. Beckman Dakota County Treasurer/Auditor 1590 Highway 55 Hastings, MN 55033

12 Parcel 15 (“Timberland Partners XXXIV, LLP, et al.”) – PID: 42-83900-01-010

LEGAL DESCRIPTION OF LANDOWNER’S PROPERTY

Lot 1, Block 1, Westwood Villas Addition, Dakota County, Minnesota.

Abstract Property

13 Parcel 15 (“Timberland Partners XXXIV, LLP, et al.”)

LEGAL DESCRIPTION OF EASEMENT AREAS

Parcel 15 as shown on DAKOTA COUNTY RIGHT OF WAY MAP NO. 480, according to the recorded map thereof, Dakota County, Minnesota.

AND

TE 15 as shown on DAKOTA COUNTY RIGHT OF WAY MAP NO. 480, according to the recorded map thereof, Dakota County, Minnesota.

14 Parcel 15 (“Timberland Partners XXXIV, LLP, et al.”)

DEPICTION OF EASEMENT AREAS

EXHIBIT 1 – Proposed Stipulated Award – Parcel 12

(attached on the following pages)

16 STATE OF MINNESOTA DISTRICT COURT

COUNTY OF DAKOTA FIRST JUDICIAL DISTRICT

COURT FILE No. 19HA-CV-18-4611

City of West St. Paul, a Minnesota municipal corporation, AWARD OF COMMISSIONERS Parcel 12 Petitioner,

v. Case Type: Condemnation

Covington Court Apartments, LP; et al.,

Respondents.

The undersigned commissioners, appointed by the above-named Court, having qualified according to law, make the following award of damages with respect to the Petitioner’s taking of property interests from Parcel 12 in the above-captioned matter (as described on the attached Exhibit A), as of February 7, 2019, which is the date of taking, including interest accrued:

TO: Timberland Partners XXXIV, LLP; Timberland Partners III, LLP; $2,000.00 and MICHAEL A. NELSON, LLC:

TO: All other respondents: $0.00

TOTAL DAMAGES TO ALL PARTIES: $2,000.00

This award of damages is made after notice of viewing, notice of hearing, and an opportunity

for possible claimants to be heard; and it is based on the Stipulation of Settlement entered into between

the City of West St. Paul and Timberland Partners XXXIV, LLP, Timberland Partners III, LLP, and

MICHAEL A. NELSON, LLC, which the commissioners received and accepted.

Dated: ______

Joel Seltz, Commissioner

Scott Ruppert, Commissioner

Peter Sampair, Commissioner

18 EXHIBIT A

Parcel 12 (“Timberland Partners XXXIV, LLP, et al.”)

Interest Name Address and Telephone Number

Fee Owner Timberland Partners XXXIV, LLP, Timberland Partners XXXIV, LLP a Minnesota limited liability 8000 Norman Center Drive partnership Suite 830 Minneapolis, MN 55437

Fee Owner Timberland Partners III, LLP, a Timberland Partners III, LLP 8000 Minnesota limited liability Norman Center Drive partnership Suite 830 Minneapolis, MN 55437

Fee Owner Michael A. Nelson, LLC, a Michael A. Nelson, LLC Minnesota limited liability company c/o Michael Nelson, Manager 3169 Lake Shore Boulevard Wayzata, MN 55391

Lessee Interest BDS Laundry Management BDS Laundry Management Company, a Minnesota corporation Company c/o David DeMarsh, CEO 2430 Enterprise Drive Mendota Heights, MN 55120

Property Taxes County of Dakota County of Dakota c/o Joel T. Beckman Dakota County Treasurer/Auditor 1590 Highway 55 Hastings, MN 55033

19 Parcel 12 (“Timberland Partners XXXIV, LLP, et al.”) – PID: 42-83900-01-050

LEGAL DESCRIPTION OF LANDOWNER’S PROPERTY

Lot 5, Block 1, Westwood Villas Addition, Dakota County, Minnesota.

Abstract Property

20 Parcel 12 (“Timberland Partners XXXIV, LLP, et al.”)

LEGAL DESCRIPTION OF EASEMENT AREA

TE 12 as shown on DAKOTA COUNTY RIGHT OF WAY MAP NO. 480, according to the recorded map thereof, Dakota County, Minnesota.

21 Parcel 12 (“Timberland Partners XXXIV, LLP, et al.”)

DEPICTION OF EASEMENT AREA

EXHIBIT 2 – Proposed Stipulated Award – Parcel 15

(attached on the following pages)

23 STATE OF MINNESOTA DISTRICT COURT

COUNTY OF DAKOTA FIRST JUDICIAL DISTRICT

COURT FILE No. 19HA-CV-18-4611

City of West St. Paul, a Minnesota municipal corporation, AWARD OF COMMISSIONERS Parcel 15 Petitioner,

v. Case Type: Condemnation

Covington Court Apartments, LP; et al.,

Respondents.

The undersigned commissioners, appointed by the above-named Court, having qualified according to law, make the following award of damages with respect to the Petitioner’s taking of property interests from Parcel 15 in the above-captioned matter (as described on the attached Exhibit A), as of February 7, 2019, which is the date of taking, including interest accrued:

TO: Timberland Partners XXXIV, LLP; Timberland Partners III, LLP; $12,050.00 and MICHAEL A. NELSON, LLC:

TO: All other respondents: $0.00

TOTAL DAMAGES TO ALL PARTIES: $12,050.00

This award of damages is made after notice of viewing, notice of hearing, and an opportunity

for possible claimants to be heard; and it is based on the Stipulation of Settlement entered into between

the City of West St. Paul and Respondents Timberland Partners XXXIV, LLP, Timberland Partners

III, LLP, and MICHAEL A. NELSON, LLC, which the commissioners received and accepted.

Dated: ______

Joel Seltz, Commissioner

Scott Ruppert, Commissioner

Peter Sampair, Commissioner

EXHIBIT A

Parcel 15 (“Timberland Partners, LLP, et al.”)

Interest Name Address and Telephone Number

Fee Owner Timberland Partners XXXIV, LLP, Timberland Partners XXXIV, LLP a Minnesota limited liability 8000 Norman Center Drive partnership Suite 830 Minneapolis, MN 55437

Fee Owner Timberland Partners III, LLP, a Timberland Partners III, LLP 8000 Minnesota limited liability Norman Center Drive partnership Suite 830 Minneapolis, MN 55437

Fee Owner Michael A. Nelson, LLC, a Michael A. Nelson, LLC Minnesota limited liability company c/o Michael Nelson, Manager 3169 Lake Shore Boulevard Wayzata, MN 55391

Lessee Interest BDS Laundry Management BDS Laundry Management Company, a Minnesota corporation Company c/o David DeMarsh, CEO 2430 Enterprise Drive Mendota Heights, MN 55120

Easement Interest County of Dakota County of Dakota Attn: Transportation Western Services Center 14955 Galaxie Ave # 335 Apple Valley, MN 55124

Easement Interest Southview Acres Health Care Southview Acres Health Care Center, Inc., a Minnesota Center, Inc. corporation c/o Pearl A. Lemieux, CEO 2000 Oakdale Avenue West St Paul, MN 55118

Easement Interest Southview Senior Living LLC, a Southview Senior Living LLC Minnesota limited liability company c/o Sheridan Law Offices 4470 Erin Drive Eagan, MN 55122

Property Taxes County of Dakota County of Dakota c/o Joel T. Beckman Dakota County Treasurer/Auditor 1590 Highway 55 Hastings, MN 55033

Parcel 15 (“Timberland Partners XXXIV, LLP, et al.”) – PID: 42-83900-01-010

LEGAL DESCRIPTION OF LANDOWNER’S PROPERTY

Lot 1, Block 1, Westwood Villas Addition, Dakota County, Minnesota.

Abstract Property

Parcel 15 (“Timberland Partners XXXIV, LLP, et al.”)

LEGAL DESCRIPTION OF EASEMENT AREAS

Parcel 15 as shown on DAKOTA COUNTY RIGHT OF WAY MAP NO. 480, according to the recorded map thereof, Dakota County, Minnesota.

AND

TE 15 as shown on DAKOTA COUNTY RIGHT OF WAY MAP NO. 480, according to the recorded map thereof, Dakota County, Minnesota.

Parcel 15 (“Timberland Partners XXXIV, LLP, et al.”)

DEPICTION OF EASEMENT AREAS

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Ben Boike, Assistant Comm. Dev. Dir. Date: August 26, 2019

SHIP Grant Solicitation

BACKGROUND INFORMATION: Dakota County Active Living is currently soliciting applications for the State Health Improvement Program (SHIP). Staff is proposing to request $30,000 to complete a trail feasibility study/preliminary engineering for trail along the south side of Thompson Ave from Robert St. east to Oakdale Ave. and for trail along the east side of Oakdale Ave. from Thompson Ave. north to Butler Ave. Both segments are listed in the city’s bike/ped. plan. In addition, a segment of the River to River regional trail system is located along Oakdale Ave from Thompson north to Emerson. The majority of both segments do not currently have off-street pedestrian facilities. In addition, the existing trail segment for the River to River trail on the east side of Oakdale from Thompson north to Emerson does not meet the regional trail guidelines and is in poor condition.

The city has successfully obtained SHIP grants in the past for the following projects: 1. Development of the city’s master bike/ped plan, 2. Feasibility study for the grade separated trail study for the River to River tunnel project, 3. Feasibility study for the Marie/Oakdale trail project, and 4. Feasibility study for the River to River trail segments through Garlough and Marthaler parks.

If awarded the grant, the City will be responsible for 10 percent of the awarded money, which would be capped at $3,000. If completed, the feasibility study would assist in the city to applying for federal funds through Met Council for the construction of the two trail segments (similar to the Marie/Oakdale project).

STAFF RECOMMENDATION:

Staff recommends that the City Council approve the attached resolution supporting the application.

ATTACHMENTS: Resolution

CITY OF WEST ST. PAUL DAKOTA COUNTY, MINNESOTA

RESOLUTION NO. 19-

RESOLUTION AUTHORIZING SOLICITATION OF GRANT FUNDING FROM THE STATE HEALTH IMPROVEMENT PROGRAM (SHIP) THROUGH DAKOTA COUNTY ACTIVE LIVING

WHEREAS, the City of West St. Paul has identified a project within the City that meets the Dakota County Active Living Grant program’s purposes and criteria for the State Health Improvement Program (SHIP); and

WHEREAS, the City has the capability and capacity to ensure the proposed projects be completed and administered within the SHIP guidelines as outlined in the grant application; and

WHEREAS, the City has the legal authority to apply for financial assistance; and

NOW, THEREFORE BE IT RESOLVED that the City of West St. Paul approves the application for funding from Dakota County Active Living.

BE IT FURTHER RESOLVED that upon approval of its application by the Dakota County, Ben Boike, the Assistant Community Development Director, is hereby authorized to execute such agreements as are necessary to receive and use the funding for the proposed project.

Adopted by the City Council of the City of West St. Paul, Minnesota, this 26th day of August 2019.

Attest:

David J. Napier, Mayor Shirley R Buecksler, City Clerk

City Council Report

To: Mayor and City Council From: Ryan Schroeder, City Manager Date: August 26, 2019

Police Chief Selection

BACKGROUND INFORMATION:

On May 23, 2019, Police Chief Shaver retired from service with the City of West St. Paul. On that same date, Lt. Brian Sturgeon was appointed as the Interim Chief and has been serving in the position since. In accordance with Section 6.02 of the City Charter, the City Manager has been proceeding with a process toward the selection of a regular appointment to the position. That process has included gaining input from both the community and internal Police Department personnel and staff from outside the Department.

Enclosed please find the compendium report of input received and data compiled relating to this position. The report is organized as follows:

Section One Summaries of Community and Staff input (pages 2-11) This input informed both job description and work plan drafts

Section Two Available data addressing a portion of topics noted by staff and the community (pages 12-40) 1. Compendium of existing Police Department Community Events 2. Compendium of existing Joint Powers Agreements 3. Training Budgets and Courses 4. Crime and Staffing Data 5. Neighborhood Meeting Data 6. Police Patrol Officer Recruitment Plan 7. Police Chief Draft Job Description (pages 35-38) 8. Police Chief Draft Work Plan (pages 39-40)

Section Three Appendix (pages 41-137) 1. Minutes from July 16, 18, and 20 Community Conversations 2. Verbatim Community Survey Responses 3. Verbatim Emailed Submittals 4. Key Word Internal Survey Results

We appreciate the thoughtful input received from staff and members of the community which has contributed significantly to both selection and work planning portions of this process.

FISCAL IMPACT:

Amount Fund: Department: Account:

STAFF RECOMMENDATION:

Accept Receipt of Police Chief Input Process. August 2019

West St. Paul Police Chief Hiring Input Report

Section One

Summaries of Community and Staff Input A. Summation of Police Chief Community Conversations (pg. 2) B. Summation of Internal Survey Results (pg. 4) C. Summation of Emailed and Other Suggestions (pg. 6) D. Summation of External Survey Results (pg. 8)

Section Two Available Data Addressing a Portion of Topics Noted

by Staff and the Community A. Compendium of existing Police Department Community Events (pg. 12) B. Compendium of existing Joint Powers Agreements (pg. 15) C. Training Budgets and Courses (pg. 17) D. Crime and Staffing Data (pg. 20) E. Neighborhood Meeting Data (pg. 29) F. Police Patrol Officer Recruitment Plan (pg. 30) G. Police Chief Job Description - DRAFT (pg. 35) H. Police Chief Work Plan - DRAFT (pg. 39)

Section Three

Appendix A. Minutes from Community Conversations i. July 16 (pg. 41) ii. July 18 (pg. 53) iii. July 20 (pg. 71) B. Verbatim Community Survey Responses (pg. 89) C. Verbatim Emailed Submittals (pg. 118) D. Key Word Internal Survey Results (pg. 126)

Page 1 of 137 1 Summation of Police Chief Community Conversations August, 2019

Police Chief Bud Shaver retired from service with the City of West St. Paul in May, 2019. Since then Lt. Brian Sturgeon has been the Interim Police Chief. The City has been preparing to enter a recruitment/selection process resulting in a regular appointment to the position. That process includes an internal and external survey as well as a series of three Community Conversations. These events were hosted on July 16, 18 and 20 at 2PM, 6PM, and 9AM respectively. While some members of the community attended more than one of these events, unduplicated input was received from between 30 and 40 persons over a total of about five hours. While these events included dialogue between meeting participants and City staff the intent was as listening sessions in order to gather ideas, concerns, and general commentary regarding the West St. Paul Police Department and the Police Chief position and attributes desired in an incumbent in the position. Themes received through this process include the following as interpreted by the City Manager:

1. The Chief, the Department, and the City as a whole should have a customer service orientation; included would be integration of a feedback loop to garner if persons with whom we interact are satisfied with that interaction. Further, that the City needs to be aware of, and focus on, the small issues to make sure they do not become big issues.

2. It was suggested that the community have an improved understanding of where the Department is now and where we would like to be in five years (note: what are we doing well, not so well, what are our strengths, weaknesses, opportunities, and threats, how do we address those moving forward).

3. It was a suggestion that through the interview process is included an opportunity to garner from candidates what those individuals see as the top five issues/concerns and how the candidate would address those concerns.

4. A desired cultural aspect of the Police Department is that “we are here to help” as opposed to a more militaristic aggressive approach toward the community. It was expressed by a number of commenters that the PD needs a leader willing to create culture change within the PD and in the community which ensures that all victims are treated with respect and dignity.

5. It was a suggestion that the Police Department, and the City generally, consider the use of Universal Design Strategies. For the PD that would include how police calls are handled, how officers interact, how interaction with various populations occurs.

6. It was a suggestion that the Chief should be someone passionate about finding new and better ways to use available resources and implementation of strategies and efficiencies beyond just getting the basic job done. It was suggested that the new Chief be above long established biases and relationships and willing to think about doing things in a whole new way.

7. A consistent theme was that the Chief be someone who wants to have a relationship with the community, one who is truly engaged in building trust with the various populations and age groups within the community and not just conducting policing in the community. Included was

Page 2 of 137 2 Summation of Police Chief Community Conversations August, 2019

an urging that the Chief and the PD attend events, such as the recent LGBTQ event or other events with seniors, children and others and that they interact with people during these events.

8. A consistent theme was that the City must engage more with owners, operators and tenants within the rental community.

9. It was suggested that the Chief embraces people of color and is willing to listen and approach issues from a point of empathy on all situations; who can embrace the community as a whole, who embraces community engagement and who pushes training around inclusive bias. It was suggested the Chief be able to reconnect with those segments of the population that are disconnecting and have education and experience/training with all different groups in the community. The PD should be aware of growing mental health issues and should focus efforts and training in that area.

10. It was noted that the PD is not communicating its message and its programming as well as it could. Significant portions of these conversations included commenters asking for programming that does exist in the PD but for which there is no awareness.

11. It was noted that the Chief needs to be responsible and he needs to be held accountable when his performance does not meet community expectations. Included would be an expectation for transparency.

12. Several suggestions were received to post the position internally and externally. This was made in part due to concerns that cultural change is necessary in the PD and that change will not occur with an internal hire. Comments were also made that WSP should hire the best candidate for the position and this would not be verifiable if we only post internally (even if we hire an internal candidate after an external process).

13. It was suggested that the City use the opportunity presented by the Cops in the Park event and Nite to Unite to gain additional input (note: flyers were distributed as a result of this suggestion through these events with the survey portion of this process extended to August 11).

14. Several suggestions were received that the community be part of the interview process/team or that community members be integrated into the process in some way such as a panel, or a reception with an input loop afterwards.

15. Finally, there were a number of comments from various participants that their interactions with the PD had been positive and that there are officers within the department who perform in a manner desired by the community. Further, that this aspect of the process (community conversations) was appreciated in spite of attendance lower than desired.

RRS

Page 3 of 137 1 Internal Survey Regarding Police Chief Selection August, 2019

During July, 2019 the City offered the opportunity to all staff within the Police Department and external to the Police Department to provide comments and suggestions related to the selection of a new Chief. The Police Department personnel were asked to respond to eight questions while staff external to the Department responded to four. A compendium of the primary themes follows. This summation is not intended to be all inclusive but instead is meant to capture similar commentary most often noted by survey respondents:

1. Desired Attributes Internal Police Personnel Most often mentioned attributes are open and honest communication and someone who is hard working, supports their staff and is innovative. A desire was also noted for a leader who does not micro-manage, and is both consistent and innovative. A trustworthy, high integrity/honest individual is highly desired.

Staff External to the Police Department Respondents noted the need for a great communicator with leadership and people skills and the ability to focus on the needs of the community. Also noted is trusted/respected by staff, a team player, motivational, with knowledge of newer police techniques. Noted was a desire for a hard worker who takes responsibility for actions.

2. Challenges Internal Police Personnel Attracting and retaining quality officers and adequate staffing levels was noted by most respondents. Addressing needs of the facility within budget constraints was also noted consistently. Dealing with mental health issues, drugs, homelessness, and the needs of a diverse community were most often noted community needs. It was also noted that general demands of the community and changing perceptions by the community is a significant concern.

Staff External to the Police Department Respondents suggest top challenges as dealing with a changing community and a growing mental health case load. Secondary challenges include the need to focus on recruiting quality staff while working within budget limitations.

3. Opportunities Internal Police Personnel Most often mentioned was collaboration with the community and neighboring public safety agencies. Adding patrol and other positions was noted as a desire and also mentioned is a recognition of a young patrol staff providing the opportunity to mold future leaders. Addressing facility needs, taking advantage of social media opportunities and bringing in new technology, specifically body cams, were also noted consistently. Specific training needs were mentioned by a couple respondents and with some exceptions most of the respondents to this survey appear satisfied with the training provided by the department.

Page 4 of 137 2 Internal Survey Regarding Police Chief Selection August, 2019

Staff External to the Police Department Respondents noted that a leadership transition is an opportunity for a reset. Noted most often as an opportunity is interactions with the community. This was followed by internal interactions including both with PD staff and with other departments of the City.

4. Goals Internal Police Personnel Most often mentioned were staffing goals followed by improved facilities, better technology and designated IT support. Better equipment including squads was also noted.

Staff External to the Police Department Respondents noted a top goal as improved collaboration between departments followed by improved outreach to, and visibility within, the community. It was noted that there should be a goal of improving staff diversity as well as improvements to the PD facility.

The following questions were asked only of Police Department Personnel

5. Where to Dedicate More Resources More resources were requested toward building improvements followed by increased staffing including, in some cases, specialty staffing. The request for improvements in the squads and better technology was also noted.

6. Programs for Outside Collaboration Collaboration with mental health issues is recognized as a good thing and improvements within that area are requested. Other areas of collaboration were suggested in the areas of homelessness and gang issues.

7. Training Needs Training needs received relatively moderate levels of input with a recognition that in-house training is working well. Individual training areas were mentioned that might be worth considering and it was noted within the survey that additional mentoring and officer development is suggested.

8. Changes Proposed For the Department In the area of requested change the PD facility was mentioned consistently. Also identified was staffing growth, mentoring/leadership, and equipment improvements.

Page 5 of 137 1 Summation of Emailed Suggestions Regarding Police Chief Selection

During Spring/Summer 2019 about a dozen emails were received from WSP citizens with suggestions regarding the recruitment to replace retired Police Chief Bud Shaver. Suggestions through these emails include the following (editing for brevity; backup narrative is 8 pages):

1. Citizen testimony before the City Council in the past year suggests there be a change, a new outlook in our Police Department. Consideration should be given to an external search.

2. We have had a very good police department but there has been a growing disconnect between this and some of the real experiences of the community. Too little communication back to victims and people have felt officers were disrespectful and alienating. A new Chief can see engaged citizens as an amazing resource. Citizens and Police need to have real relationships. We can work together to make things better; WSP can be a model for excellent police/citizen relationships. People who are interested should be offered involvement in the Chief selection.

3. The process needs to be incredibly transparent. Consider an application process for residents to apply to be part of the committee. Encourage Council to pick residents who are representative of our community.

4. Receipt of citizen submittal of Farmington, Inver Grove Heights, and Mendota Heights process.

5. Brooklyn Park has three officers dedicated strictly to their apartment complexes. WSP hands out police reports monthly at ROMA which sometimes is three weeks after a crime took place. WSP can set the bar for how suburbs deal with rental properties. We’re not doing a bad job, just think we can do better.

6. Recommend citizens advisory committee made up of diverse residents. Would like to see some new blood and someone who has a strong emphasis on community policing; proactive approach with our large rental communities.

7. Search for applicants outside our current police force as it would allow for a greater diversity of candidates to apply. I would like the process to include an open candidate forum.

8. Want to see a Chief who thinks outside the box on additional hires. Our population has not changed but our PD has grown in size. The answer cannot always be we need more cops; the suggestion about hiring more social workers was a good idea. Our PD culture should be less militaristic, more community minded. I don’t support citizens being involved in the direct hiring process. It isn’t absolutely necessary to consider an outside hire but not opposed to it either. I don’t see actual data that our PD culture is poor. Research is split on if you get better candidates going outside. Is there anything we can do to actually engage minorities in our community directly as part of this process?

Page 6 of 137 2 Summation of Emailed Suggestions Regarding Police Chief Selection

9. Many marginalize citizens have felt they have not received the same treatment as conventional groups. Current Administration seems receptive to changing that perception and trying to form a more inclusive city. Search does not need to expand far outside our County.

10. Caller is in support of current interim as he knows the area and our people.

Page 7 of 137 1 Survey of External Community Stakeholders July/August, 2019

Respondents: approximately 50

Questions: Q1: Five most important attributes of Police Chief Q2: Challenges Police Chief will face next 5-10 years Q3: Opportunities next 5-10 years Q4: Goals for next 5 years

Attributes: A Focus on the Community The most often noted area of interest identified by virtually all respondents throughout the survey was a focus on, engagement with and enthusiasm for, the community. Respondents noted a desire for a Chief focused on the success of the community and one willing to adapt as the needs of the community change. A phrase used by a respondent was to “put people they serve first and foremost.” Included was the broad concept of community engagement and somebody willing to be visible within the community at events and providing outreach in additional ways. There were over two dozen comments specific to cultural competency, viewing issues through a racial justice lens, ability to deal with issues surrounding equity and racism and an ability to embrace diversity and a changing community. There is also significant commentary around a broader organizational and personal awareness of the needs of the entire community including those with mental health concerns, those with addiction issues, others with needs for elder care or family crisis issues.

Personal Style Most consistent comments were the desire for an ethical, honest, trustworthy, high integrity individual. A phrase that summarizes substantive comments is “uncompromising integrity who demands the same from staff.” This was followed by the wish for a caring, compassionate approach and somebody who is dedicated to the position and community and who has a strong work ethic. It is hoped the next Chief is a visionary leader and one who is intellectually curious and innovative and also fair, just, and one who holds oneself and the department accountable which includes a critical eye on policing style and to make decisions that may not be popular with staff. A patient, calm presence and one who displays a level of empathy and emotional intelligence/able to take criticism were also mentioned from respondents in addition to myriad single trait suggestions.

A Strong Communicator Included from respondents is someone who seeks community input with compassion and concern in a transparent manner. It was noted that among the desired strong communication skills is included a person who leads and supports community events individually and culturally within the organization. Someone who is responsive and one who is “seeking to understand before seeking to be understood.” It was noted that an open door/approachable individual is desired and somebody who seeks out and is open to new ideas and approaches. Improvements in the use of social media to provide improved data and transparency was also noted.

Page 8 of 137 2 Survey of External Community Stakeholders July/August, 2019

Education and Experience Education and/or experience of the next Chief was mentioned by only about 20% of respondents. Among those responses it was suggested that the individual should be credentialed, knowledgeable of City, employment and labor law, should have a significant number of years of service and should be one able to seek out best practices.

Challenges: A Changing Community Building trust, engaging with and connecting to the needs of various communities and populations (diversity, aging, youth) was noted as the major challenge by a preponderance of respondents. Additionally is a recognition that mental health and drug/opioid issues/trafficking societal issues impact the requirements of the Department and the evolving role of policing and the skill sets required of future officers and a demand for diversity within the Department. Training de-escalation tactics is suggested.

Building/Retaining a Quality Team There is a notable level of trust building requested from survey respondents. There are various comments about the perceived need of a culture change within the department with phrases used such as “obliterating bias,” “gaining trust” or “restoring trust” and the need for transparency and improving accountability. The need to add diversity within the Department was noted by multiple respondents. There are also several comments about the need for improved technology and policy by institution of Body Cam’s. Within the surveys is the suggestion that staffing could improve and at the same time there were more acknowledgements that access to resources and tight budgets will be a challenge.

Growing Crime Proximity to St. Paul, good transportation access and retail were noted as causation for growing crime. Theft from homes and businesses, cyber crimes, robberies, traffic crimes, crimes of opportunity, and neighborhood and property safety are specifically noted by respondents.

Opportunities: An Engaged Community Many survey respondents noted that the current environment in WSP that includes an engaged community provides opportunity for success of the Department. By working with both established and informal community groups, the public generally, and elected officials wisdom can be brought forward to the benefit of the Department. The department should embrace that opportunity in addition to the opportunity presented by growing diversity within the

Page 9 of 137 3 Survey of External Community Stakeholders July/August, 2019

community. The Department and Chief should be visible at community events and it is suggested that additional events, focus groups and the like should be considered to reach out to not only the youth but adults and various other populations and communities. It was noted that there is “interest within the community for more involvement” and one suggestion was that the department consider “more community and less policing.”

Partnerships and Collaborations With turnover of the Chief position it is suggested there is an opportunity to build/maintain trust and partnerships inside WSP and also with social services/probation officers and other agencies as well as other departments within the City and external Police Departments. A specific suggestion on this topic was to not only “maintain good relations with officers but also to include other City Staff, City Council and the public.” Another was to create a “culture that allows people to use their strengths and work on weaknesses” and to build a culture that embraces change. A specific suggestion is to bring in officers with differing life perspectives/knowledge/education to ensure the department understands all communities and situations.

Programs and Technology/Staffing and Training Cultural awareness, diversity and de-escalation training were most often suggested training/programming areas. It is also suggested that improved technologies, such as Body Cams can improve transparency and the delivery of service. Within responses to this question was also noted the desire to hire a more diverse workforce, to improve community policing, outreach to victims of crime, improvement in police professionalism and mentoring by more experienced officers and communication and community education.

Goals: Improve Diversity within the PD Over half of respondents (52%) suggested improving diversity (female, persons of color, LBGQTIA) within the police department and/or the ability of officers to work effectively with non-english speakers or in a culturally competent/sensitive manner to include bilingual officers. There were a couple suggestions on how to do that including adding transparency within the recruitment process and to provide opportunities for junior police training and ride alongs. A goal stated by several is to achieve diversity ratios reflective of the population.

Communication and Community Engagement About 45% of respondents suggested goals to increase communication and community engagement to include respectfully addressing and reaching out to all citizens and populations. More events were suggested including impromptu community outreach, and opportunities for individuals and groups to meet with the Chief. It is desired that police officers be seen within

Page 10 of 137 4 Survey of External Community Stakeholders July/August, 2019 the community and be engaged with the community. Improved use of social media and distribution of real time crime data was requested.

Dedication of Resources About 45% of respondents suggested improved competencies/training/transparency in dealing with mental health issues, victims of sexual assault and domestic abuse, implicit bias, homelessness, drugs, and youth. De-escalation training was recommended by a few individuals as was the adoption of body cams. There were a couple suggestions that a civilian review board should be considered and also a suggestion that the PD should re-evaluate shift coverage (suggestion that 2nd/3rd shifts are light)

Page 11 of 137 EXISTING POLICE DEPARTMENT COMMUNITY EVENTS

Community Events Target Group Impact Partners Youth Presentations in Youth/Young Education/Relationship Building School districts in Schools/Career focuses Adults WSP (Public/Private) Police vs Fire Hockey All ages Relationship Building/Raising Local Game Awareness Business/Sibley Youth Hockey Associations/Sibley High School/360 Communities Jr. Swat All Ages Relationship Building/Positive Anytime life choices Fitness(Combined with Cops in the Park 2019) Teen Academy Teens Relationships Henry Sibley, Other Building/Educations and Safety Law Enforcement Prevention agencies Night to Unite All Ages Relationship Applebee’s, Target Building/Educations and Safety Preventions Little Tikes/Safe Kid Camp Youth Relationship WSP Park and Rec, Building/Educations and Safety South Metro Fire Preventions and other non- profit organizations throughout the Twins Cities Bike Rodeo Youth Relationship Children’s Hospital, Building/Educations and Safety Greenway, Dakota Preventions County Parks, Wentworth Library Garlough Families Relationship 197 school district, Collaborative/Weds Building/Educations and Safety YMCA, Northern Activities Preventions Scouts, Dakota County Parks, Public Health, NAMMI, Dodge Nature Center, SMF and more Heroes and Helpers Youth and Relationship Building Target, Dunham’s Families and Vets Cops in the Park All Ages Relationship Applebee’s, GoGo Building/Educations and Safety Squeeze, Northern Preventions Scouts, Wentworth Library and more Netzsmart Presentations ALL Ages Educations and Safety 197 School district, Preventions churches Daycare Visits Youth Relationship Building WSP Daycares

Page 12 of 137 EXISTING POLICE DEPARTMENT COMMUNITY EVENTS

Community Events Target Group Impact Partners School tours of PD Youth/Young Relationship WSP Schools Adults Building/Educations (Public/Private) TNT Meetings Youth Relationship Building YMCA/TNT Community events- Winter All Ages Relationship Fest, Touch a Truck, Night Building/Educations/Preventions to Shine and etc Coffee with a Cop Adults Relationship Local Businesses in Building/Educations/Preventions WSP LE Day at MN Zoo All Ages Relationship Building MN Zoo Dakota County Fair All Ages Relationship Building Dakota County Fair Bike Events/Safety Youth Relationship School district Building/Educations and Safety 197/churches, Preventions Dakota County Parks End of the year school Youth Safety Preventions/Safety 197 School District release ROMA Rental Relationship Building Rentals Community Park and Rec Events- Youth/Families Relationship Building WSP Park and Rec, Hockey with a Cop, South Metro Fire Kickball, Baseball with a Cop Mock Crash Youth/Families Education and Safety Schools District 197, Dakota County Attorney Office, local business, SMF Halloween Event Youth/Families Relationship Building Several organizations in WSP Cop with Santa Youth/Seniors Relationship Building Senior Living/Daycares Open House All Ages Relationship Building/Educations and Safety Prevention Senior Presentations Seniors Relationship Senior Livings, Building/Educations and Safety Churches, Senior Clubs Health Fair/School Fairs All Ages Relationship Building/Educations Senior Safety Day Seniors Educations/Safety Preventions Senior Center Car Seats Install/Clinics Families Education/Safety Home Assessment Surveys Families Education/Safety Back to School Supply Families Relationship Building United Way, 360 Drive Communities and

Page 13 of 137 EXISTING POLICE DEPARTMENT COMMUNITY EVENTS

Community Events Target Group Impact Partners Church Families Education and Safety Churches in WSP Presentations(Active Preventions Shooter) Neighborhood House Families Relationship Building/ Education St. Paul Community Meetings and Safety Preventions Engagement Team St. Paul PD Fishing with a At Risky Teens Relationship Building Law Enforcement Cop Take a Kid Fishing Event Families Relationship Building Dakota County Parks Citizen Academy Adults Relationship Building/Education and Safety Preventions Apartment Families Relationship Building/Education Meetings/Neighborhood and Safety Preventions Meetings Special Olympics Families Relationship Building Special Olympics Gun Safety Class (CARL) Adults Education and Safety Preventions Gun Safety Class Youth Educations and Safety (Muellner) Preventions Alcohol and Compliance Bars Education and Safety Checks/Trainings Preventions Mental Health Outreach Families Relationship Building, 197 school district, Event (October 2019) Educations and Safety Community Ed, SSP Preventions PD, SMF and more Vaping/Top Secret Project Families Education and Safety 197 School District Preventions Neighborhood Watch Families Relationship Building/Education Meetings and Safety Prevention Community Meetings Families Relationship Building/Education and Safety Prevention Walk and Talk Adults/Seniors Relationship Building WSP Dome Thompson Reuters Bikes Youth Relationship Building Event

Page 14 of 137 Joint Powers Agreements Common Name Parties JPA/MOU Initial Implementation Date Date Last Renewed Term Purpose History

Due to the transition to 800 MHz radio system, the city could not afford to update our equipment to meet this mandate. All Dakota Communications Center (DCC) and all Dakota Communications Center Provides emergency dispatching services to all first agencies in Dakota County entered into this JPA to create the criminal justice and fire agencies in Dakota JPA 2008 2008 5 years Dispatching Services responder agencies in Dakota County. Dakota Communications Center. The DCC is the county wide 911 County. answering point and dispatches for all police and fire departments in the county.

CJIS policy requires a criminal justice agency ensures compliance Until Management Dakota Communications Center / DCC and all criminal justice agencies in Dakota To comply with Criminal Justice Information System with FBI and CJIS policies. Since the DCC is not a criminal justice MOU July 2019 N/A Control Agreement is CJIS Compliance County. (CJIS) policy. agency, the Sheriff's Office is designated as the agency to ensure terminated policy compliance. In order to access criminal history, out of state records and other Dakota Communications Center / Upon termination by Allows the DCC to access National Crime Information DCC MOU October 2008 N/A information stored by NCIC, an MOU was needed to allow the NCIC Compliance either party Center (NCIC) data. DCC to act on behalf of our department to query information.

In order to combat the illegal drug activity in Dakota County we entered into a JPA in 1989 (Est) to create an organization to Drug Task Force (DTF) and all criminal justice Allows for the Task Force to coordinate efforts to combat illegal drugs. We initially had an officer on this Task Drug Task Force agencies in Dakota County along with the City of JPA 1989 (Est) 2019 2023 investigate illegal drug activity and assist in the Force part time, however in 2000 we moved this to a full time Savage in Scott County prosecution of those offenders. position. Each agency in Dakota County has at least on full time officer assigned to the Task Force, except for Mendota Heights which allocates a part time officer.

The last two West St Paul Police officers assigned to the DTF Formalizes the responsibilities of the DTF and Police were also canine handlers. The canine is actually the property of Narcotics Canine Dakota County Drug Task Force MOU 2005 2014 2019 Department regarding the narcotics canine assigned the DTF. The MOA specifies the responsibilities of the DTF and to the officer at the DTF. the City of West St Paul in regards to the training and care of the canine. We used to utilize the Minnesota Bureau of Criminal Apprehension for these services, however it could take several Dakota County and 11 other cities and entities in Creates an entity that gathers evidence from months for an electronic device to be analyzed for evidence. Electronics Crime Unit JPA 2015 Dec-17 2022 Dakota County electronic devices in a timely manner. Dakota County Sheriff's Office brought fourth an idea to create an entity serving on Dakota County agencies to analyze electric devices in a timely fashion.

During an emergency situation local capabilities may not be Upon termination by During an unusual emergency situation, it allows for sufficient to address the situation. This allows for the sharing or Mutual Aid Agreement Dakota County an all cities within Dakota County JPA 2013 2013 any party the sharing of resources to address the emergency. resources to deal with the emergency. The resources can be anything from personnel to equipment.

After the terrorist attacks of September 11, entities in Dakota County realized they are not prepared as best as they could be for a terrorist attack or other major emergency. This JPA creates Allows for the creation Dakota County Domestic an oversight board that provides training, guidance and Ongoing but a 12 Dakota County Domestic Dakota County and 11 other cities in Dakota Preparedness Committee (DCDPC) comprised of resources to respond to large scale natural, accidental and JPA 2003 (Est) 2016 month termination Preparedness Committee County entities to prepare for and respond to large scale terrorist disasters. Created the Special Operations Team (SOT) period available natural disasters or emergencies. which responds to hazardous material emergencies, structural collapses and other major emergencies. Creates and implements training for emergency managers and assists them during times of disasters or other emergencies.

The Dakota County SOT was selected by the State of Minnesota Allows for the SOT under the DCDPC JPA to to be one of five statewide teams to respond to technical rescue MN Task Force One MN Task Force One JPA 2003 (Est) 2017 10 years participate in Minnesota Task Force One Urban operations. This JPA allows for the SOT to be a part of the Search and Rescue Team statewide group. It also allows for reimbursement of expenses from state and federal funds. St Paul wanted a more formal agreement regarding mutual aid Implements a Mutual Aid Agreement between St responses from the police departments. This agreement St Paul Mutual Aid Agreement City of St Paul MOU 2015 2015 2022 Paul Police Department and West St Paul Police authorized police from each city to assist one another when Department permitted by statute. Shares an FTE employee of the Dakota County The Cities of West St Paul, South St Paul, Inver Grove Heights and Sheriff's Office with three other cities in order to Mendota Heights could not each afford (monetary and time) an Shared Emergency Manager Dakota County JPA 2013 2017 2020 ensure our emergency management plans are emergency manager to ensure their Emergency Management current. Create training to ensure adequate plans are up to date. The four cities entered into this JPA to capabilities. share an emergency manager.

Suburban departments cannot fully fund and outfit a specialized team of tactical officers to handle barricaded, armed and violent Numerous cities within Dakota and Rice Counties SWAT / MAAG JPA 1990 (Est) Dec-18 2023 Creates a multijurisdictional SWAT team. suspects. We entered into this agreement and currently provide along with Dakota and Rice County two officers as tactical members. We also have one officer assigned as a hostage negotiator.

Page 15 of 137 In 2011 the State of Minnesota implemented an new evidentiary Allows for a breath test instrument, owned by the Indefinite. 10 day breath testing instrument, the Data Master DMT-G. Any police DMT-G Breath Test Instrument State of Minnesota JPA January 2011 N/A State of Minnesota, be placed at the Police termination notice. department wishing to have the state provide an instrument, Department. without cost, had to enter into a JPA. Allows the City of West St Paul Police Department Prior to 2016 we had numerous JPAs with the BCA. The idea of a access to numerous data bases and computer BCA Master Agreement State of Minnesota JPA May 2016 N/A 5 Years Master Agreement came to reality and combined all the JPAs networks managed through the Bureau of Criminal into one. Apprehension (BCA). In order for a contracted prosecution office to access criminal network information, this JPA must be approved between the Allows the contracted prosecutor access to the law enforcement agency that contracts with the law firm to Prosecutor and CJDN Access State of Minnesota JPA August 2017 N/A 5 Years Criminal Justice Data Communication Network provide prosecution services and the State of Minnesota. This (CJDN). allows the contracted law firm to access information such as criminal history information through CJDN.

Petty, misdemeanor and most gross misdemeanor Offenses are charged criminally through the City Attorney's Office. Asset forfeitures are routed through and processed by either the City County Attorney handling narcotic Indefinite. 30 day Allows the Dakota County Attorney's Office to handle or County Attorney's Office. Narcotic-related forfeitures have Dakota County JPA July 2016 N/A forfeitures termination notice. asset forfeitures for misdemeanor drug offenses. always gone through the County Attorney's Office, even if it is a misdemeanor offense. Due to a change in the language in the statute, we must now designate the County Attorney's Office as the entity to handle narcotics related asset forfeitures.

This year we entered into an agreement with Dakota County Social Services to look at "How we can better provide mental Explores and implements a coordinated response to health and/or social service resources to those in need" in order Mental Health Pilot Program Dakota County MOU January 1, 2019 December 31, 2019 1 year address the increase of mental health calls for to reduce the call load to law enforcement and ensure our service law enforcement experiences. citizens receive the care they need. This is a pilot program and at the end of this year we will evaluate the effectiveness and determine if the program continues.

In 2011 we understood that prescription drugs were being obtained illegally and abused more and more. These drugs were taken by family members as well as thieves from households. Many of the medications were not being used and were just Allows the installation and accessibility of a locked Indefinite. 45 Day being stored. In addition, when a prescription was no longer Drug Take Back Program Dakota County JPA October 2011 N/A and secured container for the purpose of disposing termination notice needed, current disposal methods caused contamination of of pharmaceutical drugs. ground water as well as rivers and streams. This program allows for the proper disposal of drugs 24/7. The drugs placed in the container are inventoried and transferred to Dakota County who ensures they are properly incinerated.

Page 16 of 137 Total expenditures for Travel, Training 40310 2019 2019 2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 YTD Trnsactions Budget General Fund 59,975.00 52,641.39 47,593.20 58,279.56 58,021.39 51,164.48 36,930.18 42,945.10 33,883.42 37,008.69 Council 1,053.00 2,781.00 3,400.00 700.00 1,691.08 5,874.84 9,779.48 8,023.89 - 434.25 635.00 Manager/Clerk 611.79 4,600.00 3,870.00 3,077.06 10,156.23 15,477.94 13,863.95 8,095.41 4,546.48 2,635.92 2,168.31 1,260.56 Communications 10.44 650.00 400.00 100.00 Elections 118.12 700.00 350.00 32.10 357.86 93.80 99.39 105.00 105.00 126.00 Finance 417.56 3,895.00 3,895.00 1,503.86 1,863.72 959.06 865.50 1,861.06 1,313.29 1,961.24 1,222.01 2,874.98 Legal 165.00 - Planning 3,902.52 2,000.00 1,000.00 3,872.76 594.48 3,678.60 795.24 44.52 - 45.20 Recycling 330.40 - - 1,189.95 23.76 109.33 190.00 IT 2,656.48 5,000.00 2,500.00 1,241.46 2,113.23 1,119.98 822.59 161.06 1,099.10 2,917.99 Building 384.02 600.00 600.00 - 119.00 594.00 786.72 28.00 Police 12,177.94 26,500.00 25,000.00 30,884.27 20,850.11 21,881.79 22,998.95 21,855.45 18,086.48 16,392.65 14,682.75 19,840.46 B&I 3,485.10 3,300.00 3,990.00 2,650.72 4,228.51 4,325.09 2,715.81 4,284.78 917.50 2,071.00 1,265.00 1,714.00 Engineering 3,627.64 4,610.00 4,450.00 4,427.54 2,011.03 1,962.71 1,389.68 1,864.76 1,928.78 1,265.23 856.70 625.99 Streets 589.90 4,500.00 4,500.00 1,387.02 1,679.00 1,575.34 2,356.11 2,664.53 1,924.25 1,943.65 772.65 2,248.44 HR - - 3,000.00 45.00 99.00 519.85 1,315.00 559.35 136.00 10.00 Parks 451.12 3,020.00 3,020.00 1,574.65 1,979.19 1,122.08 1,814.84 1,895.02 5,100.30 1,171.00 821.00 353.30 EDA 3,735.86 4,715.00 715.00 2,756.37 2,595.73 2,074.07 2,960.60 2,323.65 2,686.05 1,143.05 1,903.63 2,545.80 Storm - 700.00 700.00 500.00 508.38 1,125.56 2.00 5.00 Sewer 1,710.00 3,600.00 2,600.00 1,196.00 2,999.00 1,421.16 2,557.05 2,343.00 923.36 955.56 1,324.56 1,042.42 Golf - - - 49.00 262.00 75.00 Ice - 500.00 500.00 114.70 100.00 435.00 1,003.70 Pool 570.00 300.00 300.00 518.00 415.00

Total 35,996.89 71,971.00 64,790.00 57,208.46 53,187.93 62,283.17 65,282.60 55,882.13 40,539.59 34,237.61 25,980.61 34,717.85 -

Object-40310

Page 17 of 137 Existing Police Training Course Title Requirements Frequency

Use of Deadly Force State Requirement Annual Use of Force Legal Issues State Requirement Annual Use of Force - Readiness Aspects State Requirement Annual

Preventing In-Custody Deaths State Requirement Annual Mental Health Part 1 - Introduction State Requirement Annual Mental Health Part 2 - Assessments State Requirement Annual Mental Health Part 3 - Intervention State Requirement Annual Mental Health Part 4 - Capstone State Requirement Annual 72 Hour Holds State Requirement Annual Implicit Bias Part 1 State Requirement Annual Implicit Bias Part 2 State Requirement Annual Persuasion and De-escalation State Requirement Annual Serving those with Autism Spectrum Disorder State Requirement Annual Wellnes and Law Enforcement State Requirement Annual

AWAIR and Employee Right-to-Know OSHA Requirment Annual Bloodborn Pathogens OSHA Requirment Annual Hazardous Materials Awarement Training Level 1 Part 1 OSHA Requirment Annual Hazardous Materials Awarement Training Level 1 Part 2 OSHA Requirment Annual Hearing Conservation OSHA Requirment Annual Personal Protective Equipment OSHA Requirment Annual Respiratory Protection for Law Enforcment OSHA Requirment Annual Portable Fire Extinguishers OSHA Requirment Annual

Minnesota Firearm Laws Part 1 Departmental Requirment Annual Minnesota Firearm Laws Part 2 Departmental Requirment Annual Policing Protests Departmental Requirment Annual Child Protection Part 1 - Mandated Reports and Emergency Holds Departmental Requirment Annual Child Protection Part 2 - Recognizing Child Abuse and Neglect Departmental Requirment Annual Legislative Updates Departmental Requirment Annual Responding to Loud Party Complaints Departmental Requirment Annual Critical Incidents Departmental Requirment Annual Distracted Driving Updates Departmental Requirment Annual Ethical Use of Computers and Data Bases Departmental Requirment Annual Ethics and Professional Conduct Departmental Requirment Annual Immigration Law Departmental Requirment Annual Line of Duty Injuries and Prevention Departmental Requirment Annual Miranda - Selected Problems Part 1 Departmental Requirment Annual Miranda - Selected Problems Part 2 Departmental Requirment Annual Steering Clear of Sexual Harassment Departmental Requirment Annual To Serve, Protect and Document Part 1 Departmental Requirment Annual To Serve, Protect and Document Part 2 Departmental Requirment Annual

Use of Force Refresher State Required Annual Handgun Qualtification and Training State Required Annual Shotgun and Rifle Training and Qualification State Required Annual Low Light Shooting Techniques State Required Annual Cold and Incleminent Weather Shooting Techniques State Rrequired Annual Advanced Shotgun Tactics Departmental Requirement Every 3 years

First Responder Refresher Departmental Requirement Annual Emergency Vehicle Operations State Requirement Every 3 years

Page 18 of 137 DMT-G Certification (Breath Test) Departmental Requirement Within 2 years of Hire DMT-G Recertification (Breath Test) Departmental Requirement Every 2 years Standardized Field Sobriety Departmental Requirement Within 1 years of Hire Standardized Field Sobriety - Refresher Departmental Requirement Every 5 years Drugs that Impair - Refresher Departmental Requirement Every 5 years Occupant Safety - Refresher Departmental Requirement Every 5 years Laws Updates Departmental Requirement Annual CJIS Data Practices / Computer Compliance Federal Mandate 2 years

Page 19 of 137 2017 Crime Data

City 2018 Population 2017 Sworn Officers per Thousand Murder Rape Robbery Assault Burglary Theft AutoTheft Arson Total Robbinsdale 14,776 24 1.62 1 4 13 19 66 274 28 1 406 Hopkins 19,713 31 1.57 1 5 10 17 46 176 31 2 288 New Hope 21,790 34 1.56 0 6 9 14 43 341 22 0 435 Brooklyn Cntr 32,299 49 1.52 0 20 61 44 122 843 111 4 1205 West St. Paul 21,053 31 1.47 1 11 26 51 117 797 57 4 1064 Golden Valley 21,580 31 1.44 0 3 8 7 73 358 21 0 470 Mounds View 13,328 19 1.43 0 3 3 5 37 325 29 0 402 Crystal 23,287 33 1.42 3 12 15 20 54 389 22 4 519 South St. Paul 20,878 28 1.34 1 9 9 56 85 362 72 1 595 Hastings 23,136 31 1.34 0 9 3 24 53 416 25 0 530 Roseville 36,272 48 1.32 1 11 31 46 215 1,633 100 4 2041 North St. Paul 12,159 16 1.32 0 2 10 7 40 211 26 0 296 Maplewood 40,710 52 1.28 0 13 39 40 205 1,537 169 1 2004 New Brighton 23,119 28 1.21 1 5 9 13 60 486 47 3 624 Richfield 36,436 43 1.18 1 26 30 36 143 712 67 0 1015 Shakopee 41,506 48 1.16 1 21 10 37 71 635 51 0 826 White Bear Lake 25,071 29 1.16 0 11 11 22 137 509 57 5 752 Oakdale 28,315 32 1.13 0 9 18 33 84 762 65 6 977 Cottage Grove 37,341 41 1.1 0 3 5 7 75 634 40 0 764 Stillwater 19,915 22 1.1 0 7 6 8 54 320 21 5 421 Savage 31,407 30 0.96 0 7 6 13 49 378 30 5 488 Average 25,909 33 1.32 0.52 9.38 15.81 24.71 87.1 576.1 51.95 2.14 767.7

WSP Rank 15 5 NA 6t 5 2 6 4 7t 5t 4

Page 20 of 137 2014 Staffing Comparison

Sworn Police Officers Population* Name # of Staff Staff/Population (thousands) 31,023 31.02 Andover contract with Sheriff's office 22,590 22.59 Chanhassen contract with Sheriff's office 57,048 57.05 Lakeville 53 0.93 49,983 49.98 Apple Valley 49 0.98 23,946 23.95 Ramsey 23 0.96 22,917 22.92 Prior Lake 23 1.00 56,888 56.89 Blaine 58 1.02 48,829 48.83 Edina 51 1.04 Per 23,983 23.98 Champlin 25 1.04 2018 Pop Sworn Thousand 50,747 50.75 Minnetonka 55 1.08 WSP 21,053 32 1.52 20,956 20.96 Rosemount 22 1.05 27,699 27.70 Oakdale 31 1.12 58,430 58.43 Woodbury 63 1.08 59,932 59.93 Maple Grove 65 1.08 46,230 46.23 St Louis Park 52 1.12 21,996 22.00 New Brighton 27 1.23 33,917 33.92 Inver Grove Heights 38 1.12 35,187 35.19 Cottage Grove 40 1.14 26,852 26.85 Savage 32 1.19 64,972 64.97 Eagan 68 1.05 24,679 24.68 White Bear Lake 30 1.22 20,290 20.29 South St Paul 28 1.38 22,339 22.34 Hastings 28 1.25 34,345 34.35 Roseville 46 1.34 22,417 22.42 Crystal 30 1.34 39,065 39.07 Maplewood 52 1.33 35,979 35.98 Richfield 45 1.25 33,969 33.97 Shakopee 47 1.38 26,422 26.42 Fridley 38 1.44 20,860 20.86 New Hope 31 1.49 30,330 30.33 Brooklyn Center 46 1.52 20,326 20.33 Golden Valley 31 1.53

average 1.18

*2012 Met Council Population Estimates

Average 1.18 Staffing- Sworn Officers 1.80

1.60

1.40

1.20

1.00

0.80

0.60

FTEs per FTEs 1000 residents 0.40

0.20

0.00 Edina Blaine Eagan Fridley Crystal Savage Ramsey Andover Oakdale Richfield Hastings Lakeville Roseville Champlin Shakopee Prior Lake Prior Woodbury New Hope New Rosemount Maplewood Minnetonka Inver Grove… Inver AppleValley Chanhassen MapleGrove St Louis Park StLouis New Brighton New SouthSt Paul Golden Valley Golden Cottage Grove Cottage BrooklynCenter White Bear White Lake

Page 21 of 137 2012 Staffing Comparison - Non-Sworn

Other Police Department Personnel (not including dispatch) Population* Name # of Staff Staff/Population (thousands) 31,023 31.02 Andover contract with Sheriff's office 22,590 22.59 Chanhassen 2.5 0.11 contract with Sheriff's office 39,065 39.07 Maplewood 5 0.13 24,679 24.68 White Bear Lake 4.35 0.18 57,048 57.05 Lakeville 12.5 0.22 22,917 22.92 Prior Lake 4.5 0.20 22,339 22.34 Hastings 7 0.31 33,917 33.92 Inver Grove Heights 7 0.21 50,747 50.75 Minnetonka 10.8 0.21 23,946 23.95 Ramsey 5.12 0.21 20,956 20.96 Rosemount 4.5 0.21 59,932 59.93 Maple Grove 13 0.22 48,829 48.83 Edina 12 0.25 21,996 22.00 New Brighton 5.5 0.25 58,430 58.43 Woodbury 13.05 0.22 23,983 23.98 Champlin 5.5 0.23 46,230 46.23 St Louis Park 8 0.17 20,290 20.29 South St Paul 4.5 0.22 34,345 34.35 Roseville 8.5 0.25 64,972 64.97 Eagan 12.8 0.20 56,888 56.89 Blaine 14.5 0.25 33,969 33.97 Shakopee 9 0.26 49,983 49.98 Apple Valley 13.5 0.27 26,852 26.85 Savage 8.5 0.32 35,187 35.19 Cottage Grove 10.775 0.31 35,979 35.98 Richfield 11 0.31 27,699 27.70 Oakdale 8.5 0.31 22,417 22.42 Crystal 8.5 0.38 30,330 30.33 Brooklyn Center 12 0.40 26,422 26.42 Fridley 12.5 0.47 20,326 20.33 Golden Valley 9.75 0.48 20,860 20.86 New Hope 12.5 0.60

average 0.27

*2012 Met Council Population Estimates

Staffing- Non-sworn PD Personnel

Average .27 0.70

0.60

0.50

0.40

0.30

0.20

FTEsper 1,000 Residents 0.10

0.00 Edina Blaine Eagan Fridley Crystal Savage Ramsey Oakdale Andover Richfield Hastings Lakeville Roseville Champlin Shakopee Prior Lake Prior Woodbury New Hope Rosemount Maplewood Minnetonka Inver Grove… Inver Apple Valley Chanhassen Maple Grove Maple St Louis ParkSt Louis New Brighton New South St Paul Golden Valley Cottage Grove Cottage Brooklyn Center Brooklyn White Bear Lake Bear White

Page 22 of 137 Event Count By Event Type

Date Range: 1/1/2019 12:00:00 AM - 8/5/2019 11:59:00 PM

Agency: West St. Paul Police Department

Type ID Count 911 Hangup 455 Accident /Injuries 47 Accident Medic Request 4 Accident/Injuries/Entrapped 1 Accident/No injury 432 Admin Background/Permits 73 Adult Protection 5 Alarm Burg/Holdup/Panic 458 Animal Calls 261 Assault In Progress 10 Assault RPT 20 Assist Other Juris 115 Burglary In Progress 6 Burglary RPT 35 Child Protection 66 Civil Assist 282 Community Policing 35 Criminal Sexual Conduct 16 Crisis Mental Health 175 DNR/Hunting/Off Road/Fishing 3 Deceased 3 Detail Trfc/Tobacco,etc 320 Disturbance/Disorderly 776 Domestic/Disputes RPT 16 Domestic/Disputes in Progress 145 Drug Activity 59 Drunkenness 46 Dumping/Littering 18 Extra Patrol 109 Fight 20 Fire Alarm 80 Fire Related Call 81 Fireworks 27

August 6,2019 Event Count by Event Type Page 1 ofPage 3 23 of 137 Type ID Count Follow up 954 Fraud Activity In Progress 9 Fraud Activity RPT 139 Harassment 89 Juvenile Complaint 83 Medical 160 Medical/Priority 157 Misc/Uncategorized 102 Missing Person/Runaway 54 Motorist Assist 151 OFP/DANCO Violation In Progres 7 OFP/DANCO Violation RPT 26 Open Doors/Windows 12 Ordinance Violation 572 Paper Service/Civil 10 Parking Violation 381 Predatory Offender Registratio 6 Premise Check 2,350 Probation Check 1 Property Lost/Found 135 Public Assist 243 Pursuit 1 Recovered Prop/Person 59 Road and Driving Comp 198 Robbery In Progress 10 Robbery RPT 1 Shoplifting 167 Smoke in a Bldg 1 Suicide Threat/Attempt 10 Suspicious Activity 1,067 Theft In Progress 300 Theft RPT 602 Threats/Stalking 57 Traffic Stop 1,575 Trespass 40 Utility Callout 32 Vandalism/Property Damage 132 Warrant Check/Processing 81

August 6,2019 Event Count by Event Type Page 2 ofPage 3 24 of 137 Type ID Count Weapons 15 Welfare Check 370

Total : 14,558

August 6,2019 Event Count by Event Type Page 3 ofPage 3 25 of 137 Event Count By Event Type

Date Range: 1/1/2018 12:00:00 AM - 12/31/2018 11:59:00 PM

Agency: West St. Paul Police Department

Type ID Count 911 Hangup 773 Accident /Injuries 61 Accident Medic Request 10 Accident/Injuries/Entrapped 1 Accident/No injury 677 Admin Background/Permits 224 Adult Protection 1 Alarm Burg/Holdup/Panic 668 Animal Calls 440 Assault In Progress 20 Assault RPT 31 Assist Other Juris 246 Burglary In Progress 6 Burglary RPT 57 Child Protection 66 Civil Assist 506 Community Policing 80 Criminal Sexual Conduct 34 Crisis Mental Health 336 DNR/Hunting/Off Road/Fishing 4 Deceased 3 Detail Trfc/Tobacco,etc 452 Disturbance/Disorderly 1,084 Domestic/Disputes RPT 28 Domestic/Disputes in Progress 230 Drug Activity 111 Drunkenness 99 Dumping/Littering 48 Extra Patrol 157 Fight 37 Fire Alarm 145 Fire Related Call 132 Fireworks 47

August 6,2019 Event Count by Event Type Page 1 ofPage 3 26 of 137 Type ID Count Follow up 1,344 Fraud Activity In Progress 21 Fraud Activity RPT 248 Harassment 112 Holding Call 1 Juvenile Complaint 96 Medical 228 Medical/Priority 287 Misc/Uncategorized 198 Missing Person/Runaway 109 Motorist Assist 195 OFP/DANCO Violation In Progres 14 OFP/DANCO Violation RPT 44 Open Doors/Windows 21 Ordinance Violation 231 Paper Service/Civil 34 Parking Violation 774 Premise Check 4,187 Probation Check 4 Property Lost/Found 235 Public Assist 307 Pursuit 2 Recovered Prop/Person 69 Recreational Fire 5 Road and Driving Comp 326 Robbery In Progress 10 Robbery RPT 7 Shoplifting 154 Suicide Threat/Attempt 9 Suspicious Activity 1,635 Theft In Progress 286 Theft RPT 794 Threats/Stalking 91 Tow Repo/Private 3 Traffic Stop 3,204 Trespass 66 Utility Callout 56 Vandalism/Property Damage 216

August 6,2019 Event Count by Event Type Page 2 ofPage 3 27 of 137 Type ID Count Void/Test Call 2 Warrant Check/Processing 99 Weapons 18 Weather Related 2 Welfare Check 640

Total : 23,198

August 6,2019 Event Count by Event Type Page 3 ofPage 3 28 of 137 Relevant Neighborhood Meeting Data

Quality of Service of the Police Department How would you rate the quality of service of the Police Dept? 70 2015 2016 2017 Excellent 45 46 61 60 Very Good 39 32 30 50 Average 10 10 4 40 Poor 1 2 1 30 Don't Know 6 10 2 20

0 Excellent Very Good Average Poor Don't Know

2015 2016 2017

Most Serious Issues Facing West St. Paul Most serious issues facing WSP - Weighted Scores Environmental Issues 2015 2016 2017 2018 2019 Changing Demograpics Crime 17 19 12 11 11 Property Upkeep Taxes 16 13 8 9 13 Parks, Trails, & Walkability Aging Infrastructure 50 26 38 16 Economic Development Employment 7 5 7 8 Employment Economic Development 12 16 Aging Infrastructure Parks, Trails, & 22 28 Taxes Walkability Crime

Property Upkeep 21 17 22 18 19 0 10 20 30 40 50 60 Changing Demograpics 14 14 Environmental Issues 4 6 2019 2018 2017 2016 2015

I feel safe in my neighborhood I Feel Safe in My Neighborhood 2015 2016 2017 60 Strongly Agree 39 30 39 50 Agree 54 57 54 Disagree 7 11 7 40 Strongly Disagree 0 2 0 30

0 Strongly Agree Agree Disagree Strongly Disagree 2015 2016 2017

Page 29 of 137 Police Officer Recruitment Plan

Internet (No cost) • City Website -

• Jobheart through BlackHeart publishing. Free diversity email blast to community.

• Minnesota’s Job Bank – www.minnesotaworks.net

• League of MN Cities www.lmnc.org. Email to [email protected]. Include City name, job title, application deadline and brief announcement not exceeding 150 words. **Include closing time of 4:30pm in your email otherwise closing time will be 11:59 on closing date**

• www.governmentjobs.com Automatically posts here when sent to League of MN Cities.

• POST

Military • MN State Offices Military Affairs Department Major John Wisniewski, 651-268-4209 Executive Officer of Deployment Cycle Support [email protected] NOTE: Major Wisniewski’s office will distribute job information on a statewide basis to all local National Guard offices and Brooklyn Park, Cottage Grove, IGH, Stillwater and Anoka Armories.

• St. Paul Armory, 1346 Robert Street S., Saint Paul. 651-552-7528 Email: [email protected]

• St. Paul Armory, 1530 Maryland Ave. E., East St. Paul. 651-793-6522 Email: [email protected]

• Roseville Armory, 211 N. McCarrons Blvd., Roseville, MN. 651-268-8084 Email: [email protected]

• Minneapolis Armory, 1025 Broadway St. NE. Minneapolis, MN. 651-268-8937 Email: [email protected]

• Minnesota Air National Guard, 631 Minuteman Dr., 612-713-2032 Email:

• MN Department of Veteran Affairs (MDVA), 20 W. 12th St. Rm 206C, 651-296-2562 Beth Kocian Email: [email protected] AND [email protected]

• St. Paul Vet Center, 2480 University Ave., 651-644-4022 Bryan Bodrog [email protected]

• Ramsey County Veteran Service Office, 15 W. Kellogg Blvd. Rm 88 651-266-2545 Email: [email protected]

• DEED-Veteran’s Employment Reference, 651-642-0703

Page 30 of 137 Police Officer Recruitment Plan

JoAnn McCauley [email protected]

• VA Readjustment Counseling Services Neil Krenz, 763-258-6993 Cell [email protected]

Associations • Post Portal Map www.IADLEST.org – [email protected] MN POST Board Terri Sandback 651-201-7786 webwsite: www.post.state.mn.us [email protected] under 500 characters North Dakota POST PO Box 1054 Bismarck, North Dakota 58502-1054 [email protected] South Dakota Criminal Justice Training Ctr [email protected] Wisconsin Division of Law Enforcement Services fax 608-266-1656 [email protected] Iowa Law Enforcement Academy fax 515-242-5471 [email protected] Illinois Law Enforcement Training and Standards Bd fax: 217-524-5350 www.ptb.state.il.us [email protected] Nebraska Law Enforcement Training Ctr. www.nletc.state.ne.us Kansas Law Enforcement Training Ctr-Univ of Kansas -Fax 620-694-1420 [email protected] Missouri Peace Officer POST Dept of Public Safety [email protected] Indiana Law Enforcement Academy fax 317-839-9741 [email protected] KY Dept. of Criminal Justice Training fax 859-622-2740 [email protected] Tennessee POST Commission [email protected] Fax: 615-532-0502 http://www.tn.gov/let/post/ [email protected] • National Asian Peace Officers Associations – All NAPOA Affiliations - www.napoaonline.org • Minnesota Latino Peace Officers Association MNLPOA [email protected] • National Latino Peace Officers Association NLPOA West Coast, Midwest, Central East Coast Washington DC and National President Contact for Mailing list - Roy Garivey, National President [email protected] • NAPO National Association of Police Officers www.napo.org email [email protected] • National Black Police Association NBPA http://www.blackpolice.org/career/submit-career-listing Eastern, Southern Midwest, Western and Northeast Regions email info to [email protected] • MN Peace and Police Officers Association www.mppoa.com email: [email protected] • International Association of Women Police – email posting to [email protected] • National Native American Law Enforcement Assoc www.nnalea.org email [email protected] • Federal Hispanic Law Enforcement Officers Association – www.FHLEOA.org • Hispanic National Law Enforcement Association [email protected] mailto:[email protected] • MN Assoc. of Women Police M.A.W.P. www.mnwomenpolice.org mailto:[email protected] • National Assoc. of Women Law Enforcement Executives NAWLEE [email protected] • Wisconsin Professional Police Association www.wppa.com mailto:[email protected] • MN State Patrol Lt. Don Marose 651-297-7132 [email protected] • Fraternal Order of Police (F.O.P.) MN State Lodge www.mnfop.com email [email protected] • Air Force Security Police Association – afsfaonline.com great lakes region Kenneth Barnett [email protected] • I.U.P.A. AFL-CIO www.iupa.org email [email protected] • Iowa State Police Association www.ispaonline.com President, Eric Snyder mailto:[email protected] • Kansas City Police Officers Association www.kcfop.org email president - [email protected] • Illinois Police Association www.ipacops.org fax: 708-452-8332 • Michigan Association of Police www.mapmichigan.org email Executive Director Fred Timpner [email protected] • MN Corrections Association-Criminal Justice Association – email posting to [email protected]

Page 31 of 137 Police Officer Recruitment Plan

• St. Paul Police Federation Dave Titus [email protected] • National Coalition of Public Safety Officer –NCPSO www.ncpso-cwa.org Director John Doran [email protected] • Public Safety Foundation of America www.psfa.us – email Mark Cannon mailto:[email protected] • MN DPS Division of Homeland Security & Emergency Mgt www.hsem.state.mn.us Bruce Gordon Director of Communications mailto:[email protected]

• Citizen Corps List of Councils – Dennis Walter Volunteer Resource Coord. [email protected] • PLEA (Park Law Enforcement Association) at www.parkranger.com posted [email protected] • Three Rivers Park District; Attn: Chief Hugo McPhee at [email protected] • Dakota County Parks; Attn: Steve Sullivan at [email protected] • Hennepin County Sheriff – Kristen Tomlinson [email protected] • Law Enforcement Opportunities Kristin Classey, Business Manager [email protected]

42 emails

Colleges and Universities • Handshake- With handshake we are able to reach multiple universities at one time. • 30+ Minnesota College & University, Career Services Association (MNSCU’s LandIt) http://www.myconsortium.com/mcucsa/employer/ Note: only allow positions with degree requirements or internships for credit. • All MN Community and Technical Colleges - http://www.mnscu.edu/business/recruitment/index.html o Hennepin Technical College (http://www.collegecentral.com/hennepintech) • Alexandria Technical College Law Enforcement Program Scott Berger [email protected] • Bemidji State University Dept of Criminal Justice Troy Gilbertson dept chair [email protected] • Central Lakes College Veterans Center Kathy Marshik, [email protected] Gaye Davis Criminal Justice Department [email protected] • Concordia o https://csp-csm.symplicity.com/employers/index.php?s=home

o Criminal Justice Dept Scott Harr [email protected] & [email protected] • Fergus Falls Community College Criminal Justice Dept http://www.minnesota.edu/fergusfalls/ o post on career center website • Fond du Lac Tribal & Community College Law Enforcement Program [email protected] • Hamline University – Criminal Justice Program [email protected] & [email protected] • Hibbing Community College Law Enforcement Program [email protected] • Hennepin Technical College – [email protected] • Inverhills Community College, Amanda Jaworski – [email protected]; • Inver Hills Community College Criminal Justice Dept Dean Tia Radant [email protected] • Landit.org – Link posting to 30 MN College and University Career Centers • Leech Lake Tribal College – www.lltc.edu email [email protected] • Macalester College – [email protected] Ron Osterman – Athletics Director • Metropolitan State University School of law Enforcement (Skills program) www.metrostate.edu/career post on career center • Minnesota West Community & Technical College (Worthington Campus) fax 507-372-5801 o Mark Holden Law Enforcement Program Coordinator [email protected] • Minnesota State University Mankato Mavjobs.com Coleen Clarke Director of Law Enforcement Program [email protected]

• Minnesota State University Moorhead Dept of Sociology and Criminal Justice http://www.mnstate.edu/career o click dragon careers-employers-instructions-login under your city and enter own password, [email protected]

Page 32 of 137 Police Officer Recruitment Plan

o Geraldine Hendrix-Sloan, Dept Director [email protected] • Northland Community & Technical College Criminal Justice Program http://www.northlandcollege.edu/services/placement/ Teresa Mattison e-mail to [email protected] • North Hennepin Community College Karen Philbin 763-424-0707 [email protected] e-mail to [email protected] • Ridgewater College Law Enforcement/Criminal Justice Program-Artis 320-222-8044 post on-line http://www.collegecentral.com/ridgewater/ • St. Cloud State University e-mail Deb Yorek at [email protected] (320-308-5652) • St. Paul College Career Services Office [email protected] post online to • Saint Mary's University of Minnesota Dept of Sociology Criminal Justice Program Tricia Klosky program coordinator [email protected] • University of St. Thomas post on career center website https://webapp.stthomas.edu/careerdevelopment or e- mail [email protected] 651-962-4860 • University of Minnesota-Crookston Career Center Director Don Cavalier [email protected] Criminal Justice Program Director David Seyfried [email protected] Goldpass to post on website • Vermilion Community College sent e-mail to Doug Furnstahl Career Center Director [email protected] [email protected] Law Enforcement Coordinator • Winona State University [email protected] 507-457-5340 post on line http://www.winona.edu/career/ezlink.asp • MCTC https://minneapolis-csm.symplicity.com post on line • Normandale Community College Ken Bursaw, Normandale Career Center Director, 952-487-7041 send e-mail to: [email protected] • St. Paul U of M Career Center – [email protected] Goldpass 30 day posting

• Saint Paul College: https://www.myinterfase.com/saintpaul/employer/ • University of MN, all campuses and branches. https://www.myinterfase.com/goldpass/employer/

• Link to 13 WI State Universities & more http://www.uwrf.edu/CareerServices/Employers/Jobs.cfm

Paid Advertising • La Prensa Target Audience – Latino Community. Cost is for 1/4-page display ad. Circulation is 10,000.

• Pioneer Press Print & Monster Online

• LawEnforcementJobs.com

• Spokesman Recorder • StarTribune.com w/Diversity

• HireVeterans.com.

Community • International Institute of MN (Refugee mentor program) - Amanda Smith – [email protected] • Twin Cities Rise! – Minneapolis and St. Paul - [email protected], [email protected] • Workforce EAC – [email protected] • Lifetrack Resources Midway - Tom Bates [email protected]

Page 33 of 137 Police Officer Recruitment Plan

• HIRED - [email protected], [email protected], [email protected] • Workforce Solutions – [email protected], [email protected] • Job Connect Workforce (Contact: John O’Phelan) – [email protected] • Hmong American Partnership: Eastside – Midway – Mpls. [email protected] • Lao Family Community of Minnesota - [email protected] • American Indian OIC - Lyle H. Iron Moccasin, MFIP Director [email protected] • American Indian OIC – [email protected], [email protected] • MN American Indian Chamber of Commerce - [email protected] • Hispanic Chamber of Commerce – [email protected] • MN Black Chamber of Commerce – [email protected] • MN Career Solutions - [email protected] • Outfront Mn – GLBT Site Online –[email protected] • Minnesotans in Transition - [email protected] • West 7th Community Center - [email protected] • St. Paul Model Cities - [email protected] • Midwest Special Services – [email protected] • Public Housing-Barbara Williams - [email protected] • Community Action Partnership - [email protected] • Pillsbury Neighborhood House - [email protected] • Neighborhood House – [email protected] • Center for families – [email protected] • Council on Asian-Pacific Minnesotans – [email protected], 651-296-0538 • Chino Latino Affairs Council - [email protected] • Council on Black Minnesotans - [email protected] • Minnesota State Council on Disability - [email protected] • CAPI Centre for Asians and Pacific Islanders – [email protected] • East Side Neighborhood Services – [email protected] • Minneapolis Urban League, Clarence Hightower – [email protected] • Phyllis Wheatley Community Center – • New Hope Church [email protected] • St. Peter’s AME Church - [email protected] • New Salem MB Church - [email protected] • St. Paul Public Schools – [email protected], [email protected] • Guadalupe Alternative Progam –[email protected] • YWCA – [email protected] • Resource MN - [email protected], [email protected], [email protected] • Southeast Asian Refugee Community Home – [email protected] • Workforce Center - [email protected], [email protected] • Mn da’ wah Institute – [email protected] • Goodwill Easterseals - [email protected], [email protected], [email protected], [email protected], [email protected] • Hennepin County Sheriff – Kristen Tomlinson [email protected] • Clues – [email protected]

Page 34 of 137

POSITION DESCRIPTION

POSITION TITLE: Police Chief – Draft. August 20, 2019

DEPARTMENT: Police

STATUS: Regular, Exempt

SUPERVISION: Supervises department staff directly or through supervisory staff.

ACCOUNTABLE TO: City Manager

POSITION SUMMARY This position requires strong leadership skills for the Police Operations for coordinating, implementing and managing the department. Recommends and implements public safety policies/procedures and develops and directs a public safety program to prevent crime, protect lives, enforce laws and ordinances, and maintain public order. This position must have a focus on the community. Requires an open communication style that engages the community, protects and supports its citizens through collaboration. High visibility in the community at events and other outreach activities. Commands the confidence and respect of departmental personnel and city residents.

ESSENTIAL DUTIES AND RESPONSIBILITIES

1. Plans, manages and directs public safety operations for the Police Department including patrol, investigation, crime prevention, records management and support services; ensures the department and officers comply with federal and state requirements.

2. Oversees and directs enforcement of laws and ordinances and ensures personnel are fully trained to ensure the provision of police services, command the respect and confidence of the community, preserve law and order, and protect life and property.

3. Plans, directs and coordinates, through subordinate level management staff, the Police department’s work plan, consistent with the City’s strategic goals; assigns projects and programmatic areas of responsibility; meets with key staff to identify and resolve problems.

4. Assesses and monitors workload, administrative and support systems, and internal reporting relationships; identifies opportunities for improvement, directs and implements changes. Ensures systems or programs are in place to promote officer wellness, fitness and wellbeing.

5. Oversees or directly manages and evaluates personnel within Police Department including conducting performance evaluations, managing employee performance, administering reward and discipline up to and including suspensions and recommending discharge to the City Manager. Works closely with human resources on hiring processes and other personnel issues and recommends finalists to the City Manager for hiring approval.

1 | Page Page 35 of 137 6. Develops and implements appropriate police policies and procedures in compliance with current and new laws, regulations and/or court decisions and consistent with City policy. Evaluates and supervises department activities to ensure that appropriate policies and procedures are followed.

7. Develops and implements programs and operational plans to improve safety in the community and develops collaborative relationships within the community, outside agencies, other cities and County and State partners.

8. Prepares and recommends the operating budgets for all functions within the Police Department to the City Manager; approves major expenditures and administers the budget in accordance with City guidelines and budgeted appropriations.

9. Establishes, within City policy, appropriate service and staffing levels; monitors and evaluates the efficiency and effectiveness of methods and procedures and allocates resources accordingly.

10. Represents the City with regard to contractual services and Joint Powers’ Agreements.

11. Directs and promotes community relations and develops a program for community safety awareness and crime prevention.

12. Receives, investigates and addresses citizen complaints; advises the public on their legal rights and privileges relative to the departmental work and actions.

13. Identifies and responds to sensitive community issues, concerns and needs including mental health issues.

14. Prepares and recommends capital projects and equipment needs, consistent with long and short-term plans affecting police operations.

15. Plans, directs and coordinates emergency preparedness with the Fire Chief and County and ensures all employees with responsibilities in this area are fully trained to respond to emergencies.

16. Works closely and cooperatively with all city departments to ensure all employees work well together to solve City problems and identify issues and solutions affecting more than one area of the City; facilitates cooperative relationships between department staff and city staff in other departments.

17. Prepares or directs the preparation of periodic and/or special reports on departmental activities. Maintains awareness of local and national trends affecting the police profession.

18. Participates personally, as necessary, during emergencies; returns to work and oversees major incidents as needed, ensuring coordination with other agencies.

2 | Page Page 36 of 137

19. Keeps the City Manager abreast of police activities and current and potential problems.

20. Performs other duties and assumes other responsibilities as are apparent or delegated.

ESSENTIAL KNOWLEDGE, SKILLS AND ABILITIES

1. Knowledge of the principles, practices, methods and techniques of law enforcement.

2. Knowledge of federal, state and local ordinances pertaining to police work and emergency management, including FEMA as it pertains to local response.

3. Ability to interpret and apply applicable Federal, State and local policies, laws and regulations.

4. Knowledge of effective management principles and practices, budgeting, revenue sources and management of departmental budgets.

5. Knowledge of current trends, issues and community views impacting law enforcement and police administration and ability to stay abreast of the field through continuing education and training.

6. Ability to plan, organize, direct and coordinate the work of employees and to motivate all assigned personnel.

7. Ability to plan, initiate and carry out long-range programs in law enforcement, crime prevention and community relations.

8. Ability to manage and direct a comprehensive, law enforcement and crime prevention program.

9. Ability to develop and administer departmental goals, objectives and procedures.

10. Ability to analyze and assess programs, policies and operational needs and make appropriate adjustments.

11. Ability to analyze problems, identify alternative solutions, project consequences of proposed actions and implement recommendations in support of goals.

12. Ability to prepare clear and concise administrative and financial reports and complex budgets.

13. Ability to communicate clearly and concisely, both orally and in writing, including making presentations and providing effective testimony.

14. Ability to establish and maintain effective working relationships with internal and external groups and individuals. 3 | Page Page 37 of 137

15. Ability to respond effectively to community needs and concerns.

MINIMUM QUALIFICATIONS

1. Bachelor’s degree in law enforcement, criminal justice, police administration or related field. 2. Must possess and maintain a valid MN P.O.S.T. license and a MN Class D, or equivalent out of state driver’s license. 3. Minimum of eight years of law enforcement experience. 4. Minimum of five years at a sergeant level or higher, in a metro city with a similar or larger population. 5. Physical and psychological capabilities to function in a law enforcement supervisory capacity.

DESIRABLE QUALIFICATIONS

1. Master’s degree in Police Administration or related field. 2. Successful completion of advanced criminal justice management studies. 3. Experience as a commander or higher-level supervisor.

The City of West St. Paul does not discriminate on the basis of disability in the admission or access to, or treatment or employment in, its services, programs, or activities.

An Equal Opportunity Employer

______Human Resource Director City Manager

______Date

4 | Page Page 38 of 137 1 City of West St. Paul Police Chief 2020 Work Plan

Purpose The purpose of this Plan is to set Goals and Objectives for the Police Chief, upon the Regular appointment, in response to Community and Staff input, City Council Initiatives, and the needs of the City of West St. Paul

Introduction/Background The long tenured Police Chief retired from the City in May 2019 succeeded by an interim Chief appointment. Input was sought from internal and external stakeholders to inform the recruitment process and the needs and desires of the organization and community regarding public safety services. The intent, herein, is to positively respond to recommendations received within available current and projected resources.

A preponderance of community stakeholders identified either lack of awareness of, or deficits in, a number of areas including: • Need for improved communication and community engagement • Need for capacity building within the Department in the areas of diversity, sexual and domestic abuse, drugs, gangs, homelessness, and mental health issues • Need for improved staff diversity Internal (staff) stakeholders identified the following needs: • Need to review staffing, technology and equipment, and facility needs • Need for improved collaboration between departments • Need for improved staff diversity • Need to maintain and improve collaboration with outside agencies • Need for improved mentoring, career development, and specialty training City Council Initiatives (paraphrased) related to areas of involvement by the PD include: • Need to improve diversity and inclusion • Need to address blighted properties and blighting influences • Need to improve branding and identity • Need to remain cognizant of fiscal constraints

Goals Upon the above, goals for the balance of 2019, through 2020 include: 1. Improve communication and community engagement and thus the brand of the PD/City 2. Review opportunities to maintain/improve collaboration with internal departments and external agencies 3. Identify deficits in technology and equipment and put a plan in place to address any deficits; continue facilities plan 4. Review recruitment efforts to improve workforce diversity as part of a staffing plan 5. Review capacity building needs of staff including areas of cultural competency/implicit bias, mental health/disability, sexual and domestic abuse, drugs, gangs and homelessness 6. Review opportunities for career development, mentorship, and specialty training/assignment

Page 39 of 137 2 City of West St. Paul Police Chief 2020 Work Plan

Objectives 1. Communication and Community Engagement a. Conduct comprehensive review of WEB/Social Media Data/Outcome/Crime/Program Dissemination; address deficits b. Evaluate existing opportunities for formal and informal interactions between the community and the Chief and Officers; develop enhancements c. Evaluate existing community building events ensuring that all populations are served d. Develop opportunities to communicate activities of the PD such as presentations to City Council and media outreach e. Review Crime Data/reporting and access to such by the public; provide options for enhancements 2. Internal/External Collaboration a. Review current collaborative programming/JPA’s; examine opportunities for enhancement; propose strategies b. Propose problem property/code enforcement/rental licensing collaborative enhancements between and with Community Development 3. Technology and Equipment; Facilities a. Provide an analysis of all deficits; develop short-term/mid-range plan to address within existing resources and/or future budget processes b. Continue to address PD work space needs 4. Recruitment/Diversity/Staffing Plan a. In collaboration with Human Resources review recruitment strategies/job descriptions to attract a broad diversity of applicants for future job openings; create targets b. Review staffing allocations/schedules; identify deficits 5. Capacity Building a. In collaboration with Human Resources review training plan and budget for proposed changes in both if necessary b. In collaboration with Human Resources review the need for programming additions, funding requests and/or external collaborations/JPA’s 6. Career Development a. Develop formal succession plan/leadership training for future supervisory/management capabilities

Resources/Constraints/Accountability Strategy/Schedule

Page 40 of 137 COMMUNITY DISCUSSION WEST ST. PAUL POLICE CHIEF POSITION

ST. STEPHEN’S LUTHERAN CHURCH TUESDAY, JULY 16, 2019 2:00 P.M.

Present: City Manager Ryan Schroeder Councilmember John Justen Marketing & Communications Manager Dan Nowicki City Clerk Shirley Buecksler

City Manager Ryan Schroeder opened the discussion at 2:01 p.m. and thanked everyone for coming. He stated that the City of West St. Paul would like to allow this opportunity for any comments or suggestions, whether they be regarding the Police Chief position or any other subject. He said this is your time to tell us whatever you want to tell us.

Discussion with those in attendance included the following comments, questions and suggestions:

Question: Thank you for providing the survey. What has been the response so far?

Response: Schroeder replied that he has purposely not seen the responses yet.

Nowicki responded that there are separate surveys, both internally with Staff and externally. He said about 40 responses were received from each, for about 80 responses total. Nowicki said with all of the questions being as open ended as they are, this is a pretty good number and a lot of good information has been received.

Comment: For those non-English speakers, it’s really cool that the survey was also provided in Spanish.

Question: Do you have any qualifications that you have set and would like to see?

Response: Schroeder said he asked former Police Chief Bud Shaver for any suggestions on changes to the job description, which he provided. Schroeder said he doesn’t recall what those changes were, but his intent is that once this is done, he will put together a report to compare to the job description. From information received from these discussions and the surveys, he said he will see if there is anything that suggests

West St. Paul Police Chief Community Discussion, July 16, 2019 Page 1 of 12 Page 41 of 137 changes to the job description. Schroeder said he imagines that people may suggest that he or she has qualities in a certain area. Typically, in our job description will be requirements for years of service and number of years in a supervisory position. He said he anticipates that the internal survey will include some commentary about that. Education is another one, and he said the industry has changed over time from when there really were not any educational requirements. Many leadership positions in the Police Department and in West St. Paul almost always require a Bachelor’s Degree. More and more there is a requirement now for higher education. He said he will look at this when it is all done and evaluate if any changes are necessary.

Question: Are Officers able to use their points to get into that position? For example, after so many years of service, they get points that give them a boost.

Response: In civil service, Schroeder said they can use their points but the City is not a civil service agency. He said he spoke with one person who wondered if someone in civil service would be accepted as a candidate. Regardless of the stated job requirements, Schroeder said to submit your application. There is some past practice, for instance, where Lt. Matt Swenke was promoted from Patrol Officer to Lieutenant. Schroeder said Swenke had not been a Sergeant, which is the typical path to Lieutenant. Schroeder said he was the best candidate, so we hired him, even though he may not have met the qualifications for Lieutenant.

Question: Outside of the actual job description, such as the survey with a lot of good questions about personality considerations, in your perspective and with your best hires, what made the best hire for you in the end? It seems there is thought put towards this, besides the years of experience.

Response: Schroeder said, for one, it’s the whole person. It’s not that this person has really done well in this area or another. You have to look at all of it. For most positions, he said it’s attitude. For instance, if an accountant is an amazing accountant but is a pain, they can go somewhere else. As it relates to Police Chiefs, one thing Schroeder said he appreciated about former Chief Shaver and has appreciated about some other Chiefs is they allowed themselves to be external, in addition to taking care of the Police Department. A lot of Police Chiefs, historically, have taken the view of ‘here is my role and I stay on this side of the law and everyone can stay on their side.’ Former Chief Shaver always talked about how to improve, no matter what area. Whether it was code enforcement, administration, human resources or other, he had an opinion about it and was open to sharing it. He felt that he should and could express his opinion, which is valuable. Schroeder said he has seen that in the more successful Chiefs that he has worked with. Oftentimes, though, Patrol Officers do not particularly care for that personality and see the Chief as someone

West St. Paul Police Chief Community Discussion, July 16, 2019 Page 2 of 12 Page 42 of 137 who should be focused on leading them more than anything else, but it is the whole person that I look at, Schroeder said.

Question: Have you reached out to the League of Minnesota Cities or other organizations to help you with the job description process, recruiting, etc.?

Response: Schroeder said no; in every department that he has hired for in the past several years, he said we have included a panel of experts. In this case, the expert panel would be other Police Chiefs. We will have a panel of about three experts (Chiefs from around the area but not necessarily Dakota County) to help us interview candidates. This panel, Schroeder said, will be separate from a department panel. These Chiefs will be there to be sure we are not considering someone we should not.

Schroeder added that, in the past two years, we have hired a Finance Director and a Human Resources Director and the process included outside experts and the Department Heads in the first round, internal staff as the second round, and himself as the third round.

Schroeder said we currently have an IT Manager position open and are going through the first round now. We have also brought in outside folks to assist with this position.

Question: At one point you were talking about soliciting outside candidates. Has that determination been made?

Response: Schroeder said no; that determination will be made after this. He said he would much rather hire from internal than external.

Question: Will you accept outside applications?

Response: If we advertise internally only, Schroeder said no, but that decision has not been made.

Question: Why wouldn’t you want to make the decision that posting internally and externally would be the best decision? Don’t you want to look beyond our non-diverse Police Department? I see the benefits of hiring internally but also see a great benefit to posting externally. It could get into ‘this is the way we’ve always done it,’ but a fresh set of eyes could revamp how things are looked at. Even if the ultimate decision is internal, having had external

West St. Paul Police Chief Community Discussion, July 16, 2019 Page 3 of 12 Page 43 of 137 candidates, as well, the committee would feel much more confident that the right person is in the position.

Response: Schroeder said he is open to either but really wants to go through this process before making that decision.

He added that his favorite hire for Police Chief was an external process but we hired the internal candidate. He said he liked that the individual competed nationally and could stand tall. To him, Schroeder said, the biggest downside of an internal posting is that people will assume. The positive is that Staff, themselves, are most comfortable and will always be most comfortable with an internal candidate. It’s a fear or concern we need to manage, he said.

Question: You will make a choice to post either internally or externally but why not both? Do you have to do either or?

Response: Schroeder said it will be either internally, or both externally and internally. What if, in anyone’s mind, there was just an amazing internal candidate? Making that assumption, then it could easily be submitted that we are just wasting everyone’s time and for the external candidates, why should they go through the effort? With all the emotions and work, why do that if you are planning to hire the internal candidate?

Question: Are there any human resources or legislative requirements that you should be interviewing or opening up to people of color, etc.? Is there a diversity requirement?

Response: Schroeder said we go through all of this and all of the normal sites and/or agencies when we post the position, but we don’t have to make sure that there is a candidate pool that “x” number meet certain criteria.

Comment: We interview and have to dot every ‘i’ twice. Everything is transparent and searchable. I understand the internal aspect but, considering that this is tax money, I think it is in the best interest of the City to have an external search so everything is transparent. If an internal candidate is truly the best, they will rise to the top, and they will also have the confidence of knowing they were the best candidate.

Response: Schroeder agreed and said he wants to make sure and continue to state that he will consider all feedback. An important piece, he said, is feedback from internal staff

West St. Paul Police Chief Community Discussion, July 16, 2019 Page 4 of 12 Page 44 of 137 but that it shouldn’t be assumed that internal folks will automatically suggest that we post internally.

Comment: I have done a lot of hiring, both internally and externally. I have discovered sometimes from interviewing the external candidates that it helps me understand some changes we may want in the position. The goal is to hire the best candidate. I have also participated in processes where we, basically, were told we would hire an external candidate and that can be an absolute disaster. There are pros and cons to hiring internally. But saying only external, there are also pros and cons.

Comment: Up until five years ago, I would see Police Officers drive up and down the street, and I feel better seeing them driving up and down the streets. I read occasionally that Officers will give a child a treat for wearing their bike helmet, yet we hear that there is a shortage of Officers. I would be willing to look at government using funds and making choices to hire more Officers.

Response: Schroeder commented that when he hears concerns about squad cars going by in the north/northwest side of town, most times he’s not sure why there is concern. He also said that we assign officers on overtime so that they are not taken off the street to work at Walmart. It’s overtime but they still need to volunteer to work at Walmart. From our perspective, we figure they would be there anyway, so why not get paid.

Question: Is it fair market value for what we’re getting?

Response: Schroeder said former Chief Shaver was good at doing the math and knowing if we were making money or not. Before leaving, Shaver negotiated another change in that contract.

Question: When you’re looking at candidates and surveys, it’s important that people are represented, and it’s clear that demographics and income levels have changed since Chief Shaver was hired. Obviously, we cannot hire based on gender or race. But can we say in the job description that they need to be bilingual or have worked in a community that is similar to West St. Paul? Are those things that will be a serious consideration or a secondary desire?

Response: Schroeder said anything related to this is currently not in the job description. He added that there is no language requirement.

West St. Paul Police Chief Community Discussion, July 16, 2019 Page 5 of 12 Page 45 of 137 Comment: Perhaps experience working with people with mental health issues could be added to the job description.

Response: Schroeder said that the City has a pilot program with South St. Paul that has become a big piece. The whole role of Patrol Officers has been changing. Having more training on a softer non-ballistic piece of the job description has become important. He said there needs to be emphasis in this area and there has been a lot of discussion on how that relates to hiring and how you go through that process.

Schroeder said one piece in this process will be behavioral analysis. One thing he said he has pondered is if it makes sense to not limit that but to go into the organization a bit, at least through Sergeants, to allow one the opportunity to do some job matching more than they do typically. There may be some who have skills in certain areas that might not be all that obvious.

Question: Have you considered Police Department feedback? Of the survey for everyone to complete, you could have the expert panel fill that out, as well. And read your Police Department for any suggestions. Get feedback from them before you post the position.

Response: Schroeder said this is a good point.

Comment: I’m glad you told us that you have three panels and that it’s not just you. That would be a huge burden.

Response: Schroeder agreed.

Question: Going back to the comment regarding years of service and education, will you look if they’ve had diversity training and people skills that are not necessarily classified?

Response: To the extent that it comes up, Schroeder said.

Question/Suggestion: In the interview process, no matter what step you are at in that process, there should be a diversity question. What have they done to educate themselves more? Not just with diversity, but understanding unconscious bias and what goes into how they do their job. I have done a lot of interviewing for schools and school districts and these have usually been out game changing questions. It gives them a huge leg over anybody else if they understand

West St. Paul Police Chief Community Discussion, July 16, 2019 Page 6 of 12 Page 46 of 137 questions regarding unconscious bias. What would they do, given the chance to lead the force and recognizing the Officers under them?

Response: Schroeder said, up to the extent that anyone has questions they’ve used, I’m always struggling with how to get the answer you’re trying to get without actually feeding them the answer. Please email any suggestions, not just on that topic.

Question: What is the timeline for filling the position?

Response: Schroeder said he is not in any particular hurry. He said he suggested that he would like to kick things off in August but if it doesn’t happen then, that’s just his goal. If it’s an internal process, he said it would be relatively quickly after that. If external, three to four months. One bias that he said he knows of is that he is a big fan of the Minnesota experience in many jobs. He said he has had candidates from Florida, Texas and other places. He said he wants to know that they understand this culture, some of the loss, things like that.

Question: When you say external and internal, I hear internal is only current candidates from the West St. Paul Police Department? Is that what you mean?

Response: Schroeder said yes. Defining it for me, he said, a national search means if I can see if from here, sort of. Wisconsin, okay. Particularly if you’ve spent time in Minnesota. I have a hard time bringing in an east or west coast candidate.

Comment: There are plenty of people in the state of Minnesota with the qualifications you’re looking for. The Twin Cities area has plenty of people, as well.

Question: There is something about living 75 to 85 miles away from work. Do they really care about this community? How fast can they get here in bad weather? Are there points for that? Can we put a question in about what new ideas you would be bringing, like bicycle police? And what changes do they see for West St. Paul? (There was a hint towards chicken police.) If they live close by, they may have a little more heart in the community. Is there a requirement to live closer to West St. Paul? Don’t want to necessarily say but perhaps a certain mileage.

Response: Schroeder said a distance requirement could be added. However, he added that the Interim Police Chief lives a ways away but is at everything that happens. And there is a lot of staff that happens on the weekend here. He said he will get calls and texts

West St. Paul Police Chief Community Discussion, July 16, 2019 Page 7 of 12 Page 47 of 137 from the Interim Police Chief on weekends. And there are a lot of people who would say the same thing. Schroeder said there are a lot of folks in the public sector that dedication is pretty significant and, regardless of where they reside, they don’t go home at 5:00 every day. He said a response he used to give to that comment is, if you think about who is awake in your community at most hours, oftentimes it’s most folks like City Managers, Police Chiefs, Sergeants, because they are here a lot. Those positions tend to lend themselves to it.

Comment: My point is response time. Plows, snowdrifts and all, that plays a factor in response time.

Response: Schroeder said he doesn’t disagree, but every time he sees a leadership position that resides “too far,” it doesn’t make them a bad employee.

Comment: It’s just one consideration when you’re looking at a candidate.

Question: Have you emailed a link to the survey to the folks that request notifications via email? Are the West St. Paul business owners aware of the survey? Rental owners?

Response: Nowicki responded yes for notifications regarding these meetings and the survey. He also said that Crime Prevention Specialist Laura Vaughn brought flyers to the ROMA meeting. Schroeder and some Department Heads went to the South Robert Street Business Association meetings recently. Regarding emails, those are for newsletters but not for surveys and hiring. This is something that may be for breaking that rule a bit. It’s not quite an event but he said we are open to that. Nowicki said we are trying to be more proactive for letting people come to us with their opinion.

Schroeder stopped the discussion for a moment to recognize Councilmember John Justen who was also present at the meeting.

Comment: This only seems to happen every 35 years, but I’m wondering if you’ve expanded it to the Mendota Heights Police Chief and, especially, Inver Grove Heights and St. Paul to see if they can help with the interview process or feel they were included as a larger community.

Response: Schroeder said we are going to include some outside expertise. He added that we did include Sunfish Lake because West St. Paul provides service to them. They have been invited to the same meetings and were provided the survey. He said he hasn’t reached out to any neighboring cities officially, such as Mendota Heights and South St. Paul.

West St. Paul Police Chief Community Discussion, July 16, 2019 Page 8 of 12 Page 48 of 137 Comment: There are a few at the table today who help represent an issue that has gotten under my skin. At a recent OCWS, there were several Councilmembers and perhaps the Mayor talking about the fact that there were policing issues in the community. Upon hearing that there are a lot of people in this community who haven’t gotten up publicly to speak. Living in this suburb, there are a lot of people who are not white female and I felt completely unprotected from the Police Department. I had some knock down emails from former Chief Shaver. An Officer came to my house regarding the screw in my tire and this Officer told me that I’m going to miss Chief Shaver when he’s gone. This was the Officer’s comment, rather than saying that they will work on the issue. How we were interacted with during this situation, the victim support meeting was a joke. Both Officers who came to my house…the things they said and how I felt completely ignored and brushed off.

I came to the Council meeting and talked about how I was not taken seriously. I felt more heat from doing that. I was hoping someone would listen. And that, many women in this community are still looking over their shoulder. We don’t know how to deal with this.

Chief Shaver was my DARE Officer. I’m all about legacy and those who do a good job and shouldn’t be excluded. If Brian Sturgeon is the best for the job, so be it. But I want to be able to feel like the concerns we have brought to the Council and spoken with to the Police Department, I want them to be considered. West St. Paul has completely changed demographically, income, etc. Someone tried to break into my house during high school and we got the same treatment from the Police Department in 1992 as I did recently with the Police Department. Just because of the color of my skin. I don’t want to make it a big firey emotional issue but it is for a lot of people. It’s important that there is trust and that some changes will be made. Chief Shaver was revered by a certain group in the city. The way the case was handled and continues to not be handled is so unfortunate. I don’t even have words to put to it. I felt less safe after the Officer left. Imagine someone who doesn’t have a husband at home. Anything in your unconscious bias immediately discounts. I have lived here my entire life. They have done a great job and, as a whole, the Polcie Department isn’t sunk. It’s just that there were issues that deeply affected this community over the past year. I feel like I saw a totally different side of the Police Department because of that. I feel like I can understand when people say the cops don’t protect them. It’s not just me.

Response: Schroeder said he’s sorry about all that. He said he doesn’t have solutions to this but one of the deliverables in this process is the work plan. Those sorts of comments will be included. It is a compendium of comments that are received that whomever will be in that position will have access to those. He said his goal is to ensure that whoever left that comment, that this is part of the new person coming in and knowing that this is an issue. They have to be at least aware of it.

Comment: The other thing is there are a lot of us who have been reacting to things happening over the past year. There is a hope that this doesn’t have to be the order of business going forward.

West St. Paul Police Chief Community Discussion, July 16, 2019 Page 9 of 12 Page 49 of 137 There may be a certain amount of eye rolling going on during Citizen Comments. I have some sympathy for that. But with that activism, we don’t always want to be reactive. We want to be proactive and unite some of the different groups who are having these problems. I want to meet with the new Police Chief about what is going on in the community. I’m still hearing, even after a year, our elected representatives saying that they haven’t heard of anything happening. I want them to say that they are aware of this problem, here are the challenges, and this is how we are working on it. I want to figure out how a significant portion of our community isn’t afraid to come to Council meetings or to for a run in the morning. I hope the new Chief doesn’t necessarily need to be a person of color or a woman, but we have had a long legacy of not great service.

As one of the co-founders of WoW, I hope the new Police Chief will know that we feel comfortable meeting with them once or twice during the year. This Chief needs to be open to working with community leaders. They need to work with more than South Robert Street Business Association.

The hesitation I have with an internal candidate is that it has been made clear to us by people who used to serve on the Council that we are friends with, that certain ex- Councilmembers have control in the Police Department. And they were the ones. With the response that some got regarding nails in their tires. Many people felt there was a certain person doing it or behind it and that the Police Department was protecting that person because of the threat that person posed. And the history of that person with the Police Department. That is my reluctance to have just an internal search because the Boys Club will continue.

Response: I understand and accept that people have that opinion. Personally, I don’t have evidence that this is accurate. It may be that I have had many conversations about all of this. Unless I’ve been completely unaware, I have not recognized nor seen the eye rolling as mentioned in the Police Department on this topic. What I’ve seen is frustration, not with the customer, but with the fact that we don’t know how to solve this. Everyone has opinions to share.

Comment: The first time – that’s part of the frustration that there is more that the Police Department can do but they don’t. I’ve asked another Officer in another city and they said it is absolutely not cool that I was left out to dry. He even offered to park outside my driveway. The Officer came out the first time and said, “We know how he is. He’s butt hurt. He’ll get over it.” It’s not just one person. There is a relationship of a few individuals with great history in this city that are puppet masters. Besides that fact, I spoke with a gentleman with similar issues in Mendota Heights and he had received some targeted things. The Mendota Heights Police said the same thing, “We know this person is doing things to your property.”

There is a lot of creativity currently in the Police Department. The Officer suggested we set up cameras. Why is it on the victim to solve the crime? Why couldn’t the Police set up some in yards they know are being targeted, with permission from the homeowner?

West St. Paul Police Chief Community Discussion, July 16, 2019 Page 10 of 12 Page 50 of 137 Comment: My neighbor who parks in front of my house got hit. I reported it. They didn’t come talk to him for a whole week until someone else got hit. I reported something else and an Officer came out to talk to me, which I appreciate. When my husband was in the hospital, I asked them to do some extra drive-by’s and they did. In this case, however, and there are several people here who were at that meeting, when Officer Sass came to my house about an issue posted on Facebook, I told him a certain individual got hit again with nails. He said, “Oh, blah blah blah, he’s a rebel rouser. No, he’s a victim.” I called this person and gave the phone to Officer Sass who told him he needs to file a report. He told Officer Sass that he did 4 days ago. When I brought it up at the meeting, Interim Police Chief Sturgeon said he knew nothing about it. We shouldn’t be afraid to go up to the podium and talk about nails or getting targeted for work we had done on our house. If you don’t respond to me and my calls, that leads to me believe. There has been no response from anyone on that whole issue.

Response: Schroeder said we’ve talked about it and that the night she brought it up, he didn’t think anyone at the Council meeting knew what she was referring to. To those at the table, they were unaware. But he understands now, he said.

Comment: If the note says someone’s name and I call and they answer, they should know what I’m talking about and what I need.

Even if you feel you’ve had conversations, we have a lot of evidence to otherwise. Evidence that feels like it goes a different direction. That many people feeling about it can’t be wrong. The call is for someone who is going to take women and people of color in this community seriously and make sure they are protected now too. That’s what it really comes down to.

Response: Schroeder thanked her for her comments and said, When I get preachy, I try to preach two things. One, everyone cussing. Second, everyone could be a Councilmember at the next election. From time to time, we all react to someone not particularly positive and I try to remember that I treat that person with more respect than I may be feeling at the moment. I try to teach that. What we are trying to do with culture relates to that. Point well taken and I understand, he said.

Question: I read the articles about the City of Inver Grove Heights going through some strain in their City management staff. They’re going to be doing a university amongst their staff. Is that a possibility for West St. Paul?

Response: Schroeder said he doesn’t know anything about it other than Inver Grove Heights has had something going on for a while. In spite of the conversation we just had,

West St. Paul Police Chief Community Discussion, July 16, 2019 Page 11 of 12 Page 51 of 137 Schroeder said he doesn’t think we are anywhere near some of the issues they just had. He said that our HR Director has been a good advocate of those sorts of things. It’s a lot easier to hire a consultant to train in cultural, but that it’s good business to pay attention to that. He said he hopes that we don’t have issues like that.

Comment: Jenny Halverson started a domestic abuse victim’s program or something but not sure how far it went. The Star Tribune did a bad expose on abuse victims. I have emailed former Chief Shaver about West St. Paul’s response and what kind of programming we have here. He knew West St. Paul had something but wasn’t well informed on it and referred me to a female Lieutenant. If there is a program, I would like to see it made more public so we know. A liaison who can refer them because people don’t know how to connect someone to the right person, such as with questions on the West St. Paul Neighbor’s page when people are looking for help. They don’t know who to connect them to. It’s a huge opportunity – why can’t West St. Paul be the place that has the most forward-thinking in the area. This is a huge opportunity for the Police Department to be a forward-thinking responsive example for other Police Departments. We don’t want to see it get sidelined by internal politics. It would be great to get some great news. We’ve had some wins.

Response: Schroeder said the Police Department has programs and said he gets confused by some of them. Perhaps there is a web opportunity for listing everything.

Nowicki said we have a program, 360 Communities, that is run in-house by Ana January. He said she is awesome and there are some videos and spots about her on Facebook. English is her second language – Spanish is her first. She is available for anyone not wanting or not comfortable with talking to an Officer. Nowicki said people can email him and he can provide her contact information. He said she came on about a year or so ago and it’s a great program. She is here for women, children, men, anyone going through violent situations. She is not a City employee but has an office in our Police Department. Nowicki said this is a very cool partnership with 360 Communities.

Schroeder thanked everyone for coming and sharing their suggestions, comments, questions and concerns.

The discussion ended at 3:30 p.m.

West St. Paul Police Chief Community Discussion, July 16, 2019 Page 12 of 12 Page 52 of 137 COMMUNITY DISCUSSION WEST ST. PAUL POLICE CHIEF POSITION

HARMON PARK THURSDAY, JULY 18, 2019 6:00 P.M.

In attendance: City Manager Ryan Schroeder Mayor Dave Napier Councilmember Lisa Eng-Sarne Marketing & Communications Manager Dan Nowicki City Clerk Shirley Buecksler

City Manager Ryan Schroeder opened the discussion at 6:00 p.m. He said that surveys have gone out and responses will be accepted through the end of the month. The next discussion will be at Wentworth Library on Saturday, July 20th, at 9:00 a.m. Schroeder said he will also accept calls and emails from anyone – emails are preferred.

Schroeder said any input we receive has two purposes. The first is whatever is received will be considered as helping make a decision of how to get from where we are to where we want to be. The second is part of that processing in developing a work plan. All of the information received, he said, will go into that work plan and will be verbatim. He said he will try to draw out common themes but the actual email, survey, whatever, will be provide to whoever ends up in this position. Schroeder said when he gets emails and for the recording of the minutes at these discussions, we are not including specific names of individuals. He said we only want it as stuff we are hearing from the community.

Schroeder introduced Dan Nowicki and Shirley Buecksler. He said if we need to communicate something, Dan is the man who does that and he makes everything look good. With that introduction, Schroeder said we are really here to listen to whatever it is you want to talk about.

Question: This location and who is in this room, you know all of us, we’re not new voices, but do other people know this is happening? Thank you for doing what you’re doing. But how are we getting to the under-represented people? We as women, I have many comments about that, as well. There are so many folks in the city that have no clue that we are doing this. What are you doing to let them know?

Response: Nowicki responded that, aside from social media, where we hit the most but not everyone, we have a program called ROMA (Responsible Owners & Managers Association) for rental housing managers and owners and higher level employees at those places. A big stack of flyers went to the organizers of those meetings to

West St. Paul Police Chief Community Discussion, July 18, 2019 PagePage 53 1 ofof 137 18 distribute to their tenants. It is also on the website and went via email to people who have signed up for events and such.

Comment: Sounds like a good strategy but it obviously didn’t work.

Comment: With this location, look at the traffic this place brings. One sign on the door or the bathrooms also at the library – were flyers put up prior?

Response: Schroeder said we didn’t put up signage. He said we did put up signage for the Neighborhood Meetings in the spring and we didn’t get 10,000 people at those meetings either.

Comment: This is a little different.

Response: Perhaps, Schroeder said, but I joke periodically. I used to say that if you want to get someone’s attention, you should put Ed McMahon’s picture on the envelope. People open those. It seems that when you get people’s attention is when they think they’re getting money. We don’t have that advantage for this activity.

Comment: Even for town hall meetings, it’s the same demographic that shows up every time. It’s not easy to break into people’s lives. But we have to continue to try different ways. I would have thought the ROMA approach would have had an effect.

Response: Nowicki said you can get the word out to a ton of people but it doesn’t mean they’re going to show up, so it needs to be an interest on their part, as well.

Comment: I doubt there are a lot of people in those apartment buildings renting that have interest in the topic. It may be lack of interest in this kind of format. Or even the location or that they feel they wouldn’t be heard. Maybe having it in the lobby of the area complex. Or housing an ice cream social so they attend.

Response: Nowicki said that he is always open to ideas. If there is something you see that we are not necessarily doing, by all means, he said he is open to new ideas.

Question: Did you mail flyers?

Page 54 of 137 Response: Nowicki said they were given to ROMA for their meetings.

Question: What did you say on the flyers?

Response: Similar to the information on the City’s website, Schroeder said.

Comment: Maybe some people hid when they saw the Police badge on the flyer.

Response: Nowicki said that is a valid point.

Schroeder said that’s why we did these at different dates and times.

Nowicki said we wanted to be sure there were three different locations and three different times. He said we will continue to try and get better.

Comment: The splash pad draws people from other communities, as well. And it should.

Comment: That would bring us to one of the things I would like to attribute to and a solid plan from the Police Chief as to how they are going to bring the community together in some of these under-represented areas without it having to be “Oh my God, it’s the cops, I’m out of here,” type of thing. There needs to be strategies. Some things work better than others but what those are, I don’t know. That’s something the Police Chief should be trying to employ. We don’t want to stop the momentum this community has. There are far more wonderful things happening than horrible.

Response: On Tuesday, Schroeder said there was a question about a domestic abuse program and, essentially, it was phrased that, “I heard rumor that there was interest in developing the program from the former Mayor.” The next morning I figured I would find a link on the webpage and sent it out to the emails for those I knew I had for folks who attended the meeting. We didn’t have it on the webpage, which surprised me, Schroeder said. But he said there will be something like that in the future. There is a lot of stuff that comes from the Police Department programming to all sorts of populations that a lot of folks just aren’t aware of.

Comment: From personal experience, years ago I had domestic issues and I can tell you if the experience wasn’t horrible enough, but Officers showed up at my door and were as

Page 55 of 137 uncaring and flippant as they possibly could. The same happened when I lived in South St. Paul. When my friends dropped me off, a car was following us and she pulled over in front of my house. The car pulled over on the left hand side of my street. We lost our concern, I got out of the car, turned around, and I was slammed in the face by someone with a white shirt. Instinct took over to save my purse. I had blood on me. My 18 month old daughter was inside. My young sister (about 16 years old) was babysitting. I was screaming but no one woke up. When the Officers finally came after I called, I was literally hysterical. I was a tiny girl, punched and dragged down the street. The first thing out of his mouth was, “How much did you have to drink today?” I had blood everywhere and was shaking and that was the first thing he asked. That’s what happens and I don’t think guys understand that it happens a lot. It happened in my own house in West St. Paul when my ex beat the crap out of me. Somehow, it was my fault. Ifyou think that any of these programs are being absorbed by our Officers, I can say 100% that it’s true. My ex was State Patrol.

Comment: I had a sinking feeling not long ago when they saw a domestic assault happening outside and former Police Chief Shaver said, “There’s really nothing you can do unless you catch them in the act.” That’s wrong to say at a City Council meeting, like it’s true. It made me concerned about the philosophy of domestic violence in the Police Department.

Comment: It was a woman who was talking about not having good cooperation with the Police. He dismissed her and the domestic assault example she gave. They even had a witness.

Response: Schroeder said that policing has changed since that period of time. Maybe not enough, but it has changed. Second, the domestic abuse program we have is relatively new within about two years. Schroeder said he is sorry to hear her story.

Comment: Unfortunately, it is not at all uncommon.

Response: Schroeder said part of what he wants to lead with is there are programs that the Police Department is working on that does provide liaisons or advocates and help in certain areas. We just don’t communicate that well enough.

Question: The first responder, he or she needs to realize it’s not uncommon. I’ve talked about my experience with other women and it’s not uncommon at all. Where is the check-off? How was your experience? How did the Officer make you feel? How did they handle the situation? There’s no follow-up. In South St. Paul, there was barely a report.

Page 56 of 137 Response: Schroeder said one thing you’re suggesting is we don’t have a retail sort of approach to the customer and a lot of times it is serviced with S&S Tree, for example. You’ll get an email or postcard back to ask how we did. There might be an opportunity to do something like that. It’s worth a discussion. The other thing to mention is we talk about soft skills training a recruitment a lot. Policing has changed. Recruiting has changed. As mentioned on Tuesday, in the old days, my first job working for a City was in Wright County and I mentioned that how they recruited Deputy Sheriffs at that time was they had to be big. It has changed.

Comment: I would love to have a better understanding where we fit in that now and where we’d like to be in 5 years.

Response: Schroeder said part of the effort here is to hear some of the ideas to try and integrate that into the process. One thing is that, on Tuesday, there were some folks asking if we’re going to ask questions in the interview process in this area or another. If you have specific questions to suggest, such as those who are employers who have gone through selection processes and have specific things they often use, please email those to me.

Schroeder also said that he is always looking for questions in lots of areas to do better than what he’s done in the past to draw out something. The extent that folks have something to add, send me an email. The other thing he talked about, he said, is he sort of assumed that people understand but it was news to them. The process isn’t just me interviewing a bunch of folks. For Department Head positions like this, he said there will be about three Police Chiefs and it depends where from. For instance, if the Police Chief from Rosemount applies for the job, we can’t use them. Depending on how that all ends up, there may be South St. Paul, Inver Grove Heights, Cottage Grove, Mendota Heights, Apple Valley, cities similar situated to West St. Paul.

Comment: Sounds like one of the questions is – is there an understanding of the best way to handle domestic violence in a community. There are different philosophies of how you go about it, different proactive and reactive approaches. What you expect from Officers who work with you and their training seems to be an area to explore. It’s a tricky situation because you have victims you can’t necessarily protect. The right thing to do is not always obvious, but there are lots of wrong things to do and they do them all the time.

Comment: Not just in that category. But with autistic or mental health issues, people act in ways we don’t consider ‘normal’ and, when those are reacted upon (I know there’s been talk about identifying those folks), I don’t know what that needs to be on the very high forefront.

Page 57 of 137 Response: Schroeder said we do have programming there, as well.

Question: The Police Chief has a fair amount of altitude on their budget, right?

Response: We can start there, Schroeder said.

Question: They obviously allocated a certain amount of money. For the most part, they can spend it how they want?

Response: Schroeder said if they can acquire grants, they can spend that how it dictates.

Question: Other than that, they can choose to hire more cops or on training or equipment? Are they making those decisions?

Response: Schroeder said no, that additional staffing has to be Council authorized. The Police Department is just a little under $6m and they have to stay within that budget allocation. Within there are categories they cannot exceed in one way or another. The Police Department has not exceeded their budget in the past three years, he said.

Question: How much budget is spent on training? Is that something the past Police Chief needed more money for – training for domestic assault victims?

Response: Schroeder said he doesn’t recall the exact number for training but it’s in the $30,000 to $40,000 range. The minimum training required is in the neighborhood of 40 hours. Some of these areas were mentioned at the Council table about training. I did some research on that and also asked the Interim Police Chief, and they do a fair amount of training. They train in a lot of these soft areas. There are things that they have that are top priority and they have to do that. Everything else is considered optional, in general terms. This Police Department has historically trained well beyond that. Back on budget, how it works here and a lot of places is the Department Head submits a budget request which goes to someone like me and that’s reviewed. Then that is submitted to the City Council for review. Usually that Council review happens in August sometime, the preliminary budget/levy has to be adopted in September, and the final approval happens in December. The preliminary levy that’s adopted in September cannot be exceeded. It can go down

Page 58 of 137 but it cannot be exceeded. On the staff side, there is conversation that occurs as budgets are being developed.

Question: Are Department Heads responsible for grant writing?

Response: Schroeder said the Department Head is responsible. Grants are requested and people that write the grant request varies depending on the topic. There are some grants that are almost rote, where all you have to do is fill in the blanks to get the allocation. There are others that are much more complex, such as for body cams. It’s more difficult to gain those funds. From time to time, the federal government will make grants available for extra cops. The downside is those that have happened in the past couple of decades, they will pay a percentage for the first few years, then it falls on the City’s budget. Year 3 or 4 shows up and that cost becomes a strain on the larger operation and has to be wrapped into the overall operational budget.

Question: How about phrasing a question that, after reading all the input from these meetings, these are the top five concerns of West St. Paul? Which is important to you or how will you address these?

Response: Schroeder said that is a reasonable suggestion.

Comment: My main concern is that Police Officers show up wherever they do with the sense that they want to help. Not just that they want to control and judge. Often they do but not always. I would like to see this part of policy about what the culture is in the Police Department. I don’t know how that gets created. I don’t know how you do that.

Response: Schroeder said anyone can always improve in that area. A couple of years ago, I said he asked for a compendium of all the folks and what I thought was interesting is that 20% of the calls (of 27,000 to 28,000 calls in West St. Paul) are welfare checks. It’s registered as a call but it may just be knocking on a door to be sure someone is okay or pulling over to help someone who is struggling with a lawn mower. It was reported in the newspaper that one of our Officers helped out. That’s a lot of calls that fit in that category and it’s extraordinary. I’ve worked with Police Departments for 27 years and have never seen anything near that.

Question: Is that because we don’t have social services in place or because our Police Department is willing to do that?

Page 59 of 137 Response: Schroeder said he’s understood that it’s the latter. The leadership in the Department has encouraged that.

Comment: Unless we knew for sure that social services were lacking.

Response: Schroeder said some of you that have been to Council meetings have heard us talk about that whole piece, that there is a growing need and the past Chief spent a lot of time in conversation with County Social Services talking about how to get more resources and how do we get out of the office to come here and help us with issues that we’re training for.

Question: With addiction issues, I had to call several wellness checks for my brother over one weekend. They can only do their piece. The Police Department were very wonderful about it. But you can’t always get someone help and now he’s in the ground. What are you going to do? It’s your family.

Question: Has the City considered universal design strategies in how Police Department calls are handled and how Police interact? As a broad concept, it is that Officers and schools are trained to meet the needs of those who need the most services. Not everyone has a substance abuse issue will be identified. People may have needs that are not clear to Officers. When those services are in place for everyone, then those needs are met. That reduces stress during Police interactions.

It’s a really good program and extremely effective. The standard is that everyone needs this type of care and, once you start working with that person, it starts with the highest standard of care as an automatic. It’s extremely beneficial, not only to the person in crisis, but also the people witnessing it. There is trauma involved with witnesses, as well.

Comment: The same can be applied to park and street design, so that things are usable for all and no one would notice that it’s created for a differently abled person.

Comment: No one would say this is too much help.

Comment: One of the things we desperately need in the metro area is completely enclosed playgrounds. There are children who will take off. When we have enclosed playgrounds, kids can be free, everyone has access to the community, and families aren’t segregated in their homes. Imagine if winter was year-round and you couldn’t go to the park. I work

Page 60 of 137 with a lot of people who can’t take their kids to the park. When we implement strategies for everyone, it makes it better for everyone.

Response: Schroeder said we will look into the enclosed playground.

Comment: Put a dome over the splash pad and call it ‘winter splash.’

Comment: Just one playground would be helpful.

Comment: There’s hardship all over the metro area, not just West St. Paul. I work with 500 parents of autistic kids in Minnesota and we have found one indoor playground at St. David’s. Other than that, we have no place to take our kids to play.

Response: Schroeder said he has a grandson and he’s always scared to death that he’s going to leave the sidewalk and bolt across the street.

Comment: When you’re thinking about interview questions, even if they don’t do a full training on that, but if they’ve heard of it or are willing to look into it or pursue, there are a lot of people in the community that would benefit from it. The other piece is a cultural competency type training. We have so many people not just from diverse backgrounds but from countries that don’t trust the Police Department. I work with people who need the Police to help them but they’re terrified to call them. There’s a lot to say for a Police Chief and you ask them about universal design strategies or cultural competencies.

Many years ago, I did some training with the Police Department on how to respond when there’s a mental health emergency and work with the County. The training we did was in situations that were different than some of the training and what you know versus your experience as an Officer. I would be interested to know what they learn but how they respond to something. If you do scenarios, how would you deal with it?

Response: Schroeder said there is always some scenario questions in the interview. The process will have Police Chiefs on a panel, Department Heads on another panel, and we may have Police Department staff on another panel. I’m after that, he said. Each of those panels will have a different focus. But, generally, each of those would have at least a scenario question or two, differently focused.

Comment: I strongly encourage you to have some feedback from the current Officers on at least the criteria. It’s important for their morale that their concerns are heard.

Page 61 of 137 Response: Schroeder said we surveyed staff and I am looking forward to that feedback. Nowicki said we put out an internal and external survey. On the internal, one question was whether they were an employee of the Police Department. It’s going to be very helpful information coming from current Police Department employees.

Depending on what comes out of all of that and this, Schroeder said he anticipates there will be some adjustment to that he will make to what he is thinking today. I believe that there will be a pile of stuff that is suggested to me that I hadn’t thought about yet, he said.

Question: You have many people here with experience with the Police Department, how do you draw on that experience? How can you or the Police Department use us?

Response: Schroeder: I don’t know necessarily but there certainly are ways and what I would suggest, at this point at least, is if you or anyone has an interest in participating more on that sort of thing, send me an email. That will become part of what we review and think about.

Schroeder introduced himself and said emails can be sent to him or to Dan Nowicki or Shirley Buecksler and they will forward it to him. He said all will be read and considered. Not saying that if there are 150 suggestions, there will be 150 reactions, but he said he is looking forward to compiling it all and seeing what we can do with it. He said this is an opportunity that is bigger than the Police Department and it’s exciting.

Comment: My primary concern, what I would love to see is someone who is always reading and looking for new ways and really passionate about continually finding better ways to adapt those to the best of their ability with the resources we have here. That would be an important attribute to learn from others and implement strategies that are more efficient or helpful, besides just getting the basic job done.

Response: Schroeder said one huge advantage of the public sector is there is so much that occurs and is shared. If I have a question, I will probably call another City Manager or someone like that to get their idea or input.

Comment: There are difference approaches that different communities have taken. The Police Department is just part of what needs to happen and they need to coordinate with other agencies.

Page 62 of 137 Response: Schroeder said the Minneapolis Police Chief is asking for more copies. How I reacted – that’s $60M. Once I got beyond that, what went through my mind is that this is missing so much of the picture. That request, as I understood it, talked about basically the janitorial side of the issue. It didn’t talk about what create crimes, what reduces crime, it just talked about that they need people to take the report. You need to get to the front end of that, not the back end.

Question: Whose job is it to deal with the prevention of crime in the Police Department?

Response: Schroeder said, one of the comments I made is if you rad the periodicals about parks, those periodicals will talk about how much a good park system reduces crime. But who reads those analyses? Parks people. It never gets outside of that and, oftentimes, if you talk to Police interests, they’ll see parks as fluff. It’s not for services. It’s extra. It’s optional. I don’t believe that. It’s part of the whole community, building community.

He added that there were 1,200 Type 1 calls in Minneapolis that couldn’t be responded to. For West St. Paul, where there wasn’t a squad available, I would hope it would be de minimis. There is always a squad available, it would just be how long. I don’t have the report information, but I can tell you if a Type 1 call comes in, whatever is going on, they go to that call. The recent incident on Oakdale – a lot of folks responded.

Question: Is the rough figure one Officer per 1,000 people?

Response: Schroeder said in the 80’s and 90’ it was 1.1.

Comment: It goes to your point that Minneapolis has enough Police.

Response: Schroeder said the 1.1 is what people never understand, that that was a starting point. Now you have to adjust for your situation. In Cottage Grove, we thought 1.1 and 1.2 was a reasonable place to be, but Cottage Grove has a much different character than West St. Paul, partially because of retail. There is a lot of retail crime everywhere that there is retail and it creates Police activity. Cottage Grove didn’t have much retail.

That used to be the standard but it ignores special situations.

Page 63 of 137 Comment/Question: I would like to build on about building relationships and having that mindset. It would be incredibly important to see a Police Chief, someone who wants to have a relationship with the community and other departments and also outside communities. One of the biggest struggles for my family in West St. Paul is we don’t have relationships with anyone in law enforcement. There is no one we can talk to. We have had several negative occurrences with the West St. Paul Police Department. At least four, including domestic violence and a kid getting hurt and other stuff. Who do I have at the Police Department to talk to about my concerns? I can file a complaint but the results include no dialog and it’s disheartening and creates distrust and anger. I don’t feel like I can bring my kids to events like COPS in the Park. It doesn’t feel safe to me. During the investigation and after I spoke at the Council meeting, I sent you an email but it wasn’t returned. Instead of asking me what happened, the Investigator started interrogating me about what type of therapies my son was in. My son received a concussion. Whatever therapy he is or isn’t in does not have to come into question about my child. I left screaming that I was suing because that is not how an investigation was to have gone.

Response: Schroeder said, I apologize for that because I’m pretty good about returning emails. If I missed yours, I apologize.

What I would say aside from that is what I would hope is if there is nobody you can identify as a resource within the Department, I would hope the Police Chief would be a resource you would feel comfortable approaching. That is my goal.

Comment: I’m here because I need a Police Department in a city that I plan to live in for several years. I would like to not have to avoid places if I know there will be law enforcement there. It is tough to live in a city and West St. Paul is not very big. All community members should feel safe around law enforcement in the city. That we don’t, is sad.

Question: That’s a really big topic for your interview. How to build trust in the community and be truly engaged and not just policing the community. The trust issue was brought up at the last meeting. When you talk to people about the Police Department, the trust issue is one of the highest concerns. That would be my top question. How will you build trust with community members, the children of this community, everyone in this community?

Response: Schroeder said – again, if I didn’t respond, I apologize.

Comment, continued: My kid got a concussion and there were no consequences to the other kids who did it. During the investigation, he was treated poorly. I don’t feel safe having my son’s hospital records in the hands of the City of West St. Paul.

Page 64 of 137 Question: I’ve heard of programs where they’re working with tenants in housing to build relationships with communities, so the extend that there is a strategy, you can’t assume everyone is a transient. But how do you go about building relationships with renters and make sure they can be proactive, avoid calls and prevent crime in those areas without just reacting to it? It’s hard to turn it around. The transition is hard. Have they don’t a lot of that in terms of working with rental communities, not just landlords? People who aren’t necessarily homeowners.

Response: Schroeder said that we do have an Officer dedicated to rental properties. We have other staff, as well. It’s a high priority. The rental population here is a significant portion of the population and a large part of the tax base, as well.

There a lot of programs operating in rental properties. Part of the material I have received via email talks about that whole area and experiences in that area. Guaranteed that will be part of the process going forwards.

Comment: In the last Planning Commission meeting, that did come up and how Police react with rental properties, not just landlords but renters.

One example is where a long-term caretaker of a building didn’t know about this TOMS meeting because she was never contacted. It was always the landlord. Once she found out about it from Laura Vaughn, now she goes. She asked why the landlord never let her know and told her that we are going to participate in this. Sometimes the landlord is just there to collect the checks where the caretaker and residents have more of an investment.

Comment: As far as having one Officer dedicated to that but any cop can drive by and interact with children. Seeing a cop stop to do something fun with the kids is a huge impact. If you bring them up with that impression, it makes a difference. Officer Wenda was one who made a huge impression coming to our classroom. Now imagine if they show up to play basketball or toss a Frisbee.

Comment: An example of that is – my granddaughter was sitting in the hall and an Officer dealt with a woman regarding domestic violence but I saw many things he did that were kind and patient and wonderful. At the end of dealing with this very serious situation, he walked up to my granddaughter and said hello and gave her his card that looked like a baseball card. That one little interaction for her gave her a connection and generalizes the whole Police Department for her.

Comment: It’s like human reaction is simple and doesn’t include a budget to do that.

Page 65 of 137 Response: Nowicki said some kids were playing basketball and the City received a noise complaint. The Police Department responded to the noise complaint and, instead of yelling at them, his first thought was – let’s play a game of Pig for five or ten minutes. He played a game with them and said he was coming back for a rematch and just suggested that they keep it down.

Comment: Those kids are going to remember that.

Response: In the squadroom, Nowicki said there was a little jealousy amongst the Officers. Rather than making it a negative, the Officer turned it into a positive, with something as simple as having fun playing basketball.

Question: A specific City Manager question – at the last meeting, someone said you should go home and tell your wife you don’t have to listen because you listened all day at work. How did that go?

Response: Schroeder said – she actually wasn’t home when I got home but I haven’t forgotten it.

Comment: There is a consideration of internal versus external. I appreciate that Chief Shaver was here as long as he was and I hope the next will be here just as long. Taking a long hard look at this position, we will be living with this person for quite some time. I’d prefer it be someone who doesn’t have opinions about family names in this area or specific locations in this city. I’d prefer they don’t have friends who used to be the Police Chief. Prefer those kinds of biases not be there in the Police Chief. I want someone who is willing to turn this on its head and think about doing things in a whole new way.

Comment: Those attributes are – the current Officers will be just fine if their approach is that way with the community, it will be the approach to the Department, as well.

Response: Schroeder said Chief Shaver retired on his 63rd birthday and that’s not typical. 50 to 55 is more typical. What the bigger difference is around the metro is you hire a Police Chief and the person is here three to five years, which is unfortunate. They get the skills and abilities and they retire at some point. They figure out they are basically working for free because they can retire at the same income they’re working for, so why continue to work when they can fish? That exists, and I’ve had that conversation with a number of Police Chiefs.

Page 66 of 137 Comment: It’s a high risk job to do for nothing.

Response: Schroeder said Chief Shaver was at a different plan as it relates to dedication.

Comment: I understand he had a lot of qualities and he built things that needed to be built and stayed longer than he needed to. A lot of things were great about him, and I hope the next person will be great, as well. Think about the person they’re replacing and where they may have had gaps and how we fill those for the next one. You need to do that every time. Prefer that we get away from being known as the ‘good ol boy’ community. It’s always been that way with certain families. I hear that all the time about West St. Paul. Whether true or not, I’d love that to go away.

Question: Anything given to residency that the Police Chief lives in West St. Paul? Maybe I can run into him at Target and have an information relationship with my City Official so I can talk to him. That’s how the City gets better, is with relationships with people.

Response: Schroeder said the public cannot require that their hires live within the boundaries of the community. We can have distance requirements that are reasonable. If you hire a Police Officer that lives in Duluth, that’s not going to work out for response times.

Question: Did we do a pay rate at one time for if you lived in West St. Paul, then you got the pay rate?

Response: Schroeder said he’s not sure.

Question: Did I hear that a Police Chief cannot live in the city?

Response: No, you can’t require him to, Schroeder said. They can live at City Hall if they want to but we can’t require it. State law says you can’t.

Comment: Guessing that is for their safety, as well.

Comment: It would also give you a small group of people to choose from and they would have to uproot their family each time they took a promotion.

Page 67 of 137 Comment: It would also give you a small group of people to choose form and they would have to uproot their family each time they took a promotion. Response: Schroeder said, oftentimes, Cities will provide encouragement for any number of positions. A lot of Cities recently (with Firefighters) have provided housing incentives. There has been a lot of talk about building actual apartment buildings to house Firefighters for response time. I don’t know if anyone around here has actually done that but a lot of Cities are talking about it. Fire services has changed a lot in the past decades. Paid on Call is hard to recruit. A typical Paid on Call Firefighter only works depending on what the Department does, 20 to 60 hours a month, which is usually at 2:00 a.m. and you still have to get up at 7:00 a.m. for your regular job.

Schroeder added that Paid on Call Fire Departments have increasingly gone to duty crew models where you actually schedule part-time Firefighters on shifts. That means I am on my own and no one is going to call me unless there’s something huge and that works out for a lot of Cities. More and more are finding that it isn’t sufficient.

Comment: Now we are going to compete with the Mendota Heights Police Chief.

Comment: No, the Mendota Heights Police Chief got pulled into a board by the Governor. She’s not leaving.

Question: The residency thing is interesting. Police Chiefs stay five years and so there was no incentive for them to stay and move into the city. There would be incentive for them to stay longer if their community would be here. How do you tie those pieces together for a Police Chief to stay longer?

Comment: There are good things about turnover, too.

Response: Schroeder said there is retirement, as well, and a lot of people care about that, though Chief Shaver didn’t seem to.

Comment: There was an incentive that they got one pay grade higher.

Comment: Minneapolis did that for years but I don’t know about West St. Paul. St. Paul did at one time.

Page 68 of 137 Comment: I would like to reiterate that there are some concerns from people, not that the last Police Chief was necessarily bad, not picking on him. They were great when I had to call but there are problems. And if we don’t bring in new blood and if Brian Sturgeon feels he can do this, great. But my worry is, what is going to change if we don’t address the problems? Whether it’s Brian Sturgeon or anyone coming in, they need to know there are problems that need addressing, like domestic abuse, good ol boys, and other problems.

Comment: Like when someone other than a male calls for assistance. I’m concerned about that.

Response: Schroeder said everything received, comments received, will be provided to the Chief, so the Chief will be fully aware of those comments. The comments here will be used in the selection process but will also be part of a work plan document for whoever is hired so they can read the comments received through this process. There won’t be attributes to those. It won’t be name specific.

Question: Is there a deadline for getting a Police Chief?

Response: Schroeder said there will be this process, which wraps up at the end of the week. However long it takes us to compile and review and then who knows what that might suggest. There might be things that need to be dealt with before the next step, I don’t know. That aside, my hope is that we are starting something in August.

Comment: Good to bring people to Minnesota in August if they’re not from around here. Doesn’t seem nearly as scary in August.

Response: Schroeder said he did mention this Tuesday and, just from a recruitment perspective, if we do an external recruitment, I have an extremely strong bias against non-Minnesota experience. That’s me. I think Minnesota experience is valuable, not just in a Police Chief but in other positions, as well. The laws are different everywhere. I have interviewed Police Chief candidates in the past from the east coast, from southern states, and they bring something different to the table, and what they bring isn’t anything that resonated with us at that time. There are cultural and work ethic differences.

Question: Wasn’t Chief Shaver from Wisconsin?

Response: Schroeder said if we do a national search, that means Midwest to me.

Page 69 of 137 Question: Someone who was raised here?

Response: Schroeder said, I’m talking about law enforcement experience. If we get a bunch of applications from New Jersey, I don’t know what I’m going to do with that, for instance.

Comment: Very seriously, I’ve been doing some deliveries in this area, and all you have to do is drive down Delaware in Inver Grove Heights, Eagan, and West St. Paul. West St. Paul is the only city where you can see the fire hydrants. In Mendota Height’s they are covered by weeds. Whoever is taking care of them, City staff or South Metro Fire, it’s very noticeable.

Schroeder thanked everyone for coming and for their comments. Mayor Napier thanked everyone for taking time out of their evening to come out.

The meeting ended at 7:30 p.m.

Page 70 of 137

COMMUNITY DISCUSSION WEST ST. PAUL POLICE CHIEF POSITION

WENTWORTH LIBRARY SATURDAY, JULY 20, 2019 9:00 A.M.

In attendance: City Manager Ryan Schroeder Councilmember Wendy Berry Councilmember Lisa Eng-Sarne Marketing & Communications Manager Dan Nowicki Planning Commission Chair Morgan Kavanaugh City Clerk Shirley Buecksler

City Manager Ryan Schroeder opened the discussion at 9:02 a.m. and thanked everyone for coming, especially in the rain this morning.

Schroeder introduced himself as the City Manager and also introduced Dan Nowicki, Marketing & Communications Manager, and Shirley Buecksler, City Clerk. He said, Shirley is taking notes for me so I don’t have to. I hope not to talk too much, but I looked at some of the notes from Tuesday’s meeting and, apparently, I talk more than I thought. That’s not my intent. The intent is to listen. Schroeder also introduced Councilmembers Lisa Eng-Sarne and Wendy Berry.

With the Police Chief’s retirement, Schroeder said we’re trying to go through a process of both recruitment selection process, what’s important to the community in all of that, and developing a work plan for the new Police Chief. The process, itself, includes these meetings, community surveys (through the end of this month) on our webpage, social media, etc. The survey includes open ended questions. Not a multiple choice or yes/no answers. So far, from the internal and external surveys, we have received about 40 responses each. The whole intent is that when we’re done, we will have a compendium of commentary from the public and from staff, both of whom were surveyed, and this process, and along with emails that have been coming in. That will be a public document. For the most part, it will just be iteration of whatever is heard and some sort of summary, and then we’ll make decisions from that. For today, this is your opportunity to suggest whatever should be included in that process or in competencies. You can talk about the Twins, too, if you want, but that’s not what I’m looking for.

Question: Who is the person that chooses that person?

Response: I am, Schroeder said. Question: Does the Council have input on that decision?

West St. Paul Police Chief Community Discussion, July 20, 2019 Page 1 of 18 Page 71 of 137

Response: Not officially, Schroeder replied. According to the Charter, the City Manager hires everyone except for the City Attorney. The process, itself, is not just where I wake up somewhere and hire this person. Whenever we’ve hired or promoted Department Head’s since I’ve been here, I have a long history of doing this, is we use outside experts to assist. Recently, we hired a Finance Director and a Human Resources Director and both of those, we brought outside experts in to assist. It will likely be three or four Police Chief’s from the area that will comprise a panel that will conduct their interview. There will be a Department Head panel for another interview. There might be a line staff panel, and then the recommendations from those panels come to me and I make my decision after that. It’s interesting – I mentioned at other conversations that when we were going through the Human Resources position recruitment, the Department Heads conducted their interview and they had a top candidate. The Human Resources professionals that we were using didn’t feel so highly about the top candidate, so that candidate was actually removed from the pool at that point. That person had the qualifications necessary.

Question: Is what we say here today anonymous or does our name go with it?

Response: Schroeder said it’s just comment. We all have biases and I want to remove any biases as we can. I want a straight compendium and no biases. I’m just looking for a straight pile of what I hear from the community, regardless of who.

Comment: I would like someone who’s not a racist. My daughter had an African-American boyfriend and was always stopped by the West St. Paul Police. We need someone who embraces people of color and relationship building within the community, not just public relations stuff. It will make our community better if it’s more relationship.

Someone willing to listen because all of this started with the borders as it is and people not being able to come into our country. We asked to meet with the Police Chief about that but he refused to answer our questions and meet with us. I want that they’re more responsive to us and what we’re asking questions of.

Comment: Piggy backing on the sense of community, they come from a point of empathy on all situations. There’s a time for Police and legal leadership but, when you’re pulling someone over for a traffic stop, not always thinking of the punitive piece but also have empathy for what the situation is and embrace the community as a whole. I would love the Police Department to set that tone of empathy. There’s a time for punitive but not the first reaction.

Response: A customer service orientation, Schroeder said.

West St. Paul Police Chief Community Discussion, July 20, 2019 Page 2 of 18 Page 72 of 137

Comment: Not us against you. That doesn’t belong in the world anymore.

Comment: Going along with that, I do volunteer work with the Department of Corrections. There’s a lot of work that can be done, such as with graffiti. Meeting with the kids and having the community help clean it up is good for everyone.

Question: One thing that is important is someone who is willing to do community engagement will all populations. How do we engage the adult population, especially the diverse population? How do we draw in and call upon the larger community and have a cooperative relationship with the Police Department? There’s room for taking some of this in our own hands and have a community effort. Someone that is dedicated towards training around inclusive bias. Someone who is aware of and dedicated to training and navigating that.

Comment: Where we have 2,000 people controlling drugs and emergencies and exhibitions, then I got an award from the Governor and DNR Commissioner doing crisis management rather than strategic management. How you manage the mood and backtrack problems, everyone reacted to everyone else. They took it down to zero percent. Worked on the turnaround of St. Paul. They wanted to turn Selby into a Grand Avenue, which would have been a disaster. The two communities on Selby, the Selby Avenue Task Force and Selby Small Area Planning Committee, became a model for the country. The St. Paul Police Chief during that time was on the committee with an African American leader and the African American community. The challenge here is, mostly City Hall and the City Council’s job, the Police Chief has to be on board to manage the extreme complexity of large numbers of people. If you have something that is 99% that same as we’ve seen before, the other 1% can change everything. You have to probe and backtrack and get to an understanding if there is some irresponsible person hiding in the woodwork. You have to find them. If there is a crisis, you have to get on it and take care of it. You have to be like the words inside the dome at the Cathedral – Justice, Temperance, Prudence, Fortitude. First and foremost, you have to be good to people. If the place looks like a pigpen, it’s their junk. But they don’t like it, then they get rebellious and unmanageable, as well. You have to get on top of that stuff. It can get out of hand. You got to work with people and have fun with it, too. Most people get into a mindset how they want to stop what you don’t want. So I encourage you. For the most part, you always have this exception that comes along and, too, you realize the Police Officer on duty shows up and comes to a situation where they are completely cold. There are about 10,000 variables and they don’t know what happened, so they have to act right on the spot. Police thinking to show out a starter pistol to show a cop, freaks some people out. You have to understand the job they have. And if there is some troublesome person, check to see if they have any warrants and you got them right there. There is the judgement, too.

Response: Schroeder said, there’s a lot there – you got your own chapter.

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Comment: I appreciate staff taking the time to do this. It’s very important and a big chance. If we do it right, we could have another 15 years with the Police Chief. Thank you for getting the input and listening. Think this is an opportunity to look at some culture adjustment and change. If you surveyed West St. Paul, they would be very satisfied with the Police force. I am a teacher and everyone likes their local school, if things are set up in a certain way.

Comment: I would like to pinpoint changes. Specifically, the rash of harassment with screws in tires. And a new house, apparently, that hasn’t made the news that is trending that way. My interactions with West St. Paul Police have been great but I feel the answer people get is it has to be enforced. I think it’s a choice that it’s unacceptable. I don’t know what kind of candidate you’re looking for but I don’t want things to have to get worse and something rises to untenable and people move away. I would focus on a way to get a different answer.

Comment: I’ve been to a couple of these meetings and the Harmon Park meeting and it was very beneficial. Thank you, Ryan, for doing this and the survey. But to tag onto what you said, I think there are things you think are fixed but they’re not and are actually getting worse. There are aspects of the community that are disconnecting. A week ago driving in my neighborhood with my husband, he mentioned there was a car there with blankets up on it. He saw that car the day before and it was hot. He thought there was a woman with a baby in it. I reached out to some friends because I wasn’t sure what was okay to do. A friend from the County went with and we knocked on the car. It was a woman and her significant other. It was hot and they were living in their car. He had tried to fix the car. They were between housing situations. Conversing with people about what was available and whether we should call West St. Paul Police. I overwhelmingly heard, don’t call them. Don’t call them. I was struggling with that. With other friends, we got them food and a ride. We were loading food, water and ice and a Police car drove by. The guy’s hood was up but the Police didn’t slow down or stop. I felt I made the right decision in not calling the Police Department because I didn’t think it would be helpful.

Comment: Some of the situations that have gone are continuing, such as screws in tires. The unease that the Police Department will help or resolve the culture feel of that, the trust factor is more wobbly than solid ground. If you can find who is the right leader to create culture change in the Police Department and the community so we can work together to make this a great place to live, is what we need.

Comment: Related to this, the Council meeting last March after Mayor Halverson experienced harassment, there was a person who attended with a gun. While I try not to presume people’s intent, I don’t see how that act was anything other than intimidation. It was legal for him to do that and I didn’t expect him to be arrested. At one point, he left the Council Chambers and, again, my perception was he was in an agitated state. I followed him out the door and found him talking with the West St. Paul Police Department in the parking

West St. Paul Police Chief Community Discussion, July 20, 2019 Page 4 of 18 Page 74 of 137 lot. The Officer turned towards the building to come back in and seemed surprised that I was there watching him. The Officer said, we know who he is. This is a person who we and any number of women, citizens, City Officials, said over and over that they were terrified of this person. It was right after this that screws started showing up in tires. I’m going to acknowledge that there is widespread perception that this person is responsible. There is a perception that I share that the Police Department did not take this seriously at all. It’s not outside the realm of imagination based on what I’ve observed that the Police Department is protecting him. If this is true, it’s a much deeper systemic problem. Don’t want to make any false assumptions of fact but just saying that this is what people are saying. The one thing I do know is that a lot of women in this community feel unsafe, my spouse included. What happens then if someone is assaulted? Do they feel like they can contact the Police Department and be taken seriously? Minneapolis has thousands of unresolved sexual assault issues. We see it every day that women aren’t taken seriously. This is a systemic thing we know is true and I don’t want to see it in our Police Department. Luckily, we are a small enough community that we can make progress and resolve that. We have a difference with transparency. This meeting and a series of meetings is particular that the City is making an effort to earn back the trust of its citizens because you don’t have to be here.

Comment/Question: I wanted to talk about victims and, having lived here for 20 years, I have been a victim of serious crimes. The response has been both positive and negative. I want to see someone well versed in victim issues that come up. Years ago, there was a daycare and it turned out that the husband of the daycare provider had sexually abused one of the kids and my kids were in that daycare. The Police Department did an excellent job of getting information out right away. They had experts there and they had advocates there, victim advocates. The response was excellent, felt really supportive, that kind of thing. I’ve been hit and run. Had a high speed chase end in my driveway and the Police arrived with guns drawn. That thing can’t happen. When someone reports a crime that ‘unresponsive’ or ‘stuff happens,’ that can’t happen here. What if someone didn’t have any experience with crime and corrections, that was their response to that person? That’s the kind of stuff that drives me crazy.

I was a victim more than once with a screw, my kids and myself, I don’t know how many happened before there was a community meeting. That wasn’t to the extent of the daycare, but an event finally happened. There wasn’t that feeling of support that is so important.

Comment: I have either lived or grew up in this city my entire life. I go back several Police Chief changes. The only one that was not done from within was Chief Cook. Cook begged from others not to hire from within the Department. I have had several incidents with West St. Paul Police and, by virtue, where my home is. I live on ‘highway Charlton.’ We had a neighbor at the time who I believe hated life. Anytime anyone on my side would do anything, the Police were called and it escalated to the point that it cost me about $16,000 to fight through courts to stop what was happening to me with our Police Department. They would spotlight our homes while we were sitting in the garage. Had to start

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videotaping everything. Former Chief Shaver gave me his personal cell and told me to call when any cops were out of line. I called but he told me to never call this number again.

When things happen and you get various responses from our Police Department, sometimes they’re helpful and sometimes they’re not. It depends on who you get and when they show up to you. When you hire from within, I would rather see it go outside. Let’s find the best qualified person to take this position.

How do we stop past Councilmembers from picking up their phone and having personal lines to the Police Department of Fire Department and have them show up at their house and pick them up for a joy ride? I watched a cop pull up in one of the Broncos and pick up a former Councilmember for a 20 minute ride. This Councilman is always in bed by 9:00 or 9:30 p.m. That’s how it started with me because of a Councilperson. I would get letters regarding chipped paint on my house. I keep it immaculate but this is what goes on in West St. Paul. We have a good ol boy mentality that needs to stop. They need to be told to stop or go to jail. I don’t think anyone here can take a person ride. Who is he going after now? I’m tired of living through it. I’m scared to death of the West St. Paul Police Department. I’m not going to deal with it anymore. I had to deal with the Civil Rights Association from Minnesota and met with their attorney. When I left, they said I have a case but, unfortunately, she works for the State and she cannot deal with it. If I sue the City, I’m taking my neighbor’s tax money. The screw thing is still going on. Someone had one last night. The cops that are investigating don’t care. We know who it is or the person that had other people do it for him. The person we know, I’ve never seen him at a meeting. How much does he care about the city of West St. Paul and the people that live in it?

Comment: If this is what we’re hearing from a white man, what do you think is going on to the minorities who don’t show up to these meetings and don’t feel safe here. I feel safe but I’m a white woman and I’m way safer than minorities in our community. They feel unsafe because these things happen to women who speak up in our community. That makes me really sad. I don’t want to live in a community where our neighbors are afraid. No one does. We need someone who can fix that.

Further, if we don’t fix this issue, it’s going to accelerate and get worse and someone is going to get hurt and sue the City.

Another thing, we have had women, conversations, just go to the fact that this hasn’t been resolved and there is uneasiness. If something happens to me, if I have a car accident or am side swiped, reach out to my family and tell them it wasn’t an accident. This is what we’ve discussed with each other. Tell them to reach out to these people to press charges.

Comment: Anytime I go out on my bike, my husband tells me to be careful. I refuse to change my ways for anyone, but it is a concern.

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Comment: I have lived here for at least six years, going to Council meetings for not quite two. Personally, I haven’t had any reactions with the Police Department but it’s clear we have a problem with the Police Department culture. I don’t see how that will change if we promote from within.

Comment: I’m a victim of two screws in two different tires. Wearing a gun I carry concealed, but I do it responsibly and keep it covered when I walk in a room. In the Police Department, I had my holster on and they asked first where my gun was. I told them don’t worry about it, I put it away. But that other individual, they only said, ‘we know who he is.’ We need to take a serious look and be involved about who gets hired for this top job. We don’t have a lot to say but you need to look at other ways that our City is run the way it’s supposed to run.

Response: Thank you for this input, Schroeder said. Please don’t take my non-response in any particular way. If I responded, the meeting would be a lot longer. I’m not sure how I respond if it would sound disrespectful. All I can say is keep bringing up whatever topics you have. Well considered. Thank you.

Comment: There is a lot of mental illness, also. A lot of communities have a social worker who goes out with the Police Department. Hopefully that’s something we can consider for our community. It would be good education for our Officers.

Comment: One of the Officers who was shot in South St. Paul by a mental health person is working with a social worker now.

Response: Schroeder said we have training in these areas and have an Officer assigned. Two Officers in a pilot program that the County is funding.

Question: Are the Officers getting training or the social worker?

Response: Both, Schroeder said.

Comment: To train an Officer in their brain to switch would be harder than having someone there to help them.

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Response: That is what’s happening, Schroeder said. I saw this the other day. The requirement for Police Officers has changed. As time progresses, the industry is focusing more on the softer skills than they did in the past. Before it was, car chases and harder things like that where a lot of training used force. That has been changing for a while now. What I’m hearing is we need to reinforce it. Some of this stuff, and I’ve learned this through the process, this is going on in the Police Department but we just don’t communicate it very well with the audience and the customer that is there. Again, I mentioned this last time, there was a question about a special program that folks talked about. I heard there was an effort for a special program and I was asked whatever happened to that. My reaction the next morning was that I would go on our website, catch the link and send it out. But there was nothing on our website. I just assumed that we would have information on that program right there, front and center, but I couldn’t find it anywhere.

One of the outcomes Nowicki knows about from this process is we have programs and we have to let people know about what those are and make them accessible. Nowicki and the Police Department know about that already.

Nowicki said, after that meeting and noticing it wasn’t on the website, I spoke with our 360 Communities advocate and asked for pamphlets. I spent time with her and learned how much she does. She doesn’t just sit down with people, she even goes to therapy with them afterwards. She will take them to the County, find rides for them to get the services they need, etc. We are going to dive deeper into all of the services. Even I don’t know all of them. Another thing - our Officer that is going along with the social worker, is presenting at the City Council meeting on Monday. Check it out or attend the meeting. It’s a good overview of the softer side that the West St. Paul Police Department is trying to get to.

Question: Who is the person at 360?

Response: Nowicki said, we have a partner with 360 Communities. Ana January. She’s not an employee of the West St. Paul Police Department but she has an office there. Her primary language is Spanish, secondary English. Her co-worker is Somali. Between the two of them, they are able to communicate and have resources, as well. They go less on Police calls, and that will be talked about on Monday. The social worker is actually a domestic violence outreach advocate.

Comment: We didn’t know about that resource.

Comment: That is pretty much an issue in every organization, which is communication. The Police Department is terrible with communicating, especially with how Mendota Heights, South

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St. Paul and Inver Grove Heights are communicating. The Mendota Heights Police Department Facebook page is hilarious. They communicate with important information for people. They’re sharing things about how a lot of people are getting homes broken into on this block and to lock your doors. Having a Police Chief with open communication and not just the force is important.

Comment: They’re also proactive. Those three organizations have been proactive with Pride month in June and Domestic Violence Month in October. They show how they support those organizations.

Question: All this information you get, will you give it to the Police Department so they know our concerns? Is there any way to discipline them and have them follow through on this stuff?

Response: Schroeder said all of this will be taken into consideration for the hiring process but will also be part of the work plan for whoever is selected.

Question: There’s no discipline you can impose on your employees?

Response: I’m not their direct supervisor, Schroeder said. I’m not sure how to respond to that.

Question: Wouldn’t that depend on their contract because they are union members? It would talk about discipline procedure and follow the steps.

Response: Schroeder said, just like any other human resources issue, I’m not going to suggest anything other than if situations occur and discipline is alleged to be warranted, the process will occur in the Police Department or Human Resources.

Question: If the Police Chief is found to not be doing their job, what is the accountability structure? Who is that person accountable to with their continued appointment to the City?

Response: Schroeder said Human Resources gets involved. Maybe not 100% of those situations but something close to that. Historically, not just West St. Paul but the industry, there has been a line between the Police Department and everyone else. The challenge always has been how to break down between law enforcement and the rest of the organization. A big part of the conversation going forward in the industry and the last 20 years has been what creates crime, what solves crime, what should be priority, who fits, for instance, in our little corner of the world. We have

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a committee that deals with property crime and nuisance crime, things like that. There are folks in the Police Department and other departments that are involved in those challenges and issues. There are other efforts like that, as well, but that’s just one example.

Comment: A couple special areas of concern is drugs. It could suck the vitality of the city real fast. Good to get people educated just what drugs look like. Police and Fire come by. An African American leader took it real hard and he got young kids to go either way. It may appeal to them as a fast answer. They could go into drugs or have productive lives. It’s good to get on that. Mental illness is part of one of society’s problems. Society tends to reject these people with obscure conditions. There is a large range of them. Recommend the City work with the mentally ill and get specially trained on how to deal with it.

Comment: It’s not so obscure.

Question: When we, the City, hires a Police Chief, ultimately who oversees the Chief?

Response: It’s me, Schroeder said.

Question: If the Mayor walked in and said he doesn’t like what the Police Chief is doing and wants to fire him, that has to be done through you?

Response: Yes, Schroeder said.

Comment: That was the question just posed on the live feed here and they got their answer.

Comment: City ordinances are an effective tool for the Police Department but it is also the way they inflict damage on the citizen to stop them from doing what they’re doing. We had a lady in the city who was taken out of her house by the City and we ended up paying to put her back in that house. It needs to stop. The atmosphere in the City is not good. In Pine County, people tell me they drive around West St. Paul so they don’t have to go through it.

Response: Schroeder said the example you said was a while ago. Just so anyone else doesn’t think it happened last week.

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Comment: The money aspect, the City is concerned about money. There’s talk about our Police Department, the culture that has been going on for a long time, and the influence people have on the Police Department. I’m concerned about the overseeing of the Police Department if this kind of behavior continues. This is a live feed today and people are scared to speak up and say their names and if we will get more nails in our cars What do I say? I followed him home and he put up a restraining order on me. If people file lawsuits against the City, they’re concerned they’ll make the City pay that money. It went to court and the lawyer said, in order to have harassment, it would have had to happen twice but the judge found otherwise. It didn’t work out. So then I was going to appeal that case. I did and the City decided through their lawyer not to do it because it cost the City money, so it was dismissed. If the City doesn’t want to have the money problems, it has to change.

Response: Schroeder said it had nothing to do with the Police. We weren’t involved in the restraining order at all. It was between two private parties. Dropping the suit was also a private matter because the incident you are talking about is no longer with the City. The City wasn’t going to spend money to defend a private citizen. We can talk about that more if you want.

Question: The City didn’t want to spend money?

Response: He wasn’t a City official, Schroeder said. We weren’t going to spend money on a private citizen, so why would we spend money on a private legal matter?

Question: If he’s no longer a City official, can you give us a thought on what our City might do, current administrators of it, what might they do from stopping this individual from acting as if he is a current employee?

Response: Schroeder said, I understand your question but everyone who resides in West St. Paul and in this room has the same rights.

Question: Can I ask the cops to give me a ride?

Response: You can do that, Schroeder said. If you call me and say, I want to show you something, I’m going to find out what it is that you want to show me.

Comment: I respect that. But we’re talking about our City’s Police force. I have two City Councilmembers near my home and everything I do, he picks his phone up and they show

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up to me. It hasn’t happened for a while and I like that, but that doesn’t make me any more at east when I drive through West St. Paul. I’ve been stopped for flicking a cigarette out my window – but I haven’t smoked in 12 years. There’s a pretty horse crap atmosphere inside the Police Department. I think it rests with you. Let’s look inside. They are prodigies of Chief Shaver.

Comment: I would tell runaways, girls of color, to call the Police Department. But they wonder who is going to help them. It’s been my thinking, the more you can get to know people one on one, it’s all about relationships. I’m a nurse and, same as a cop, it’s all about relationships. I would like to see the Police Department go to other events, with seniors, kids, shaking hands and making those relationships. I live on Smith and they have all their stuff on. How do you get to know someone when they look like they’re going to war? They have more on than I ever did in the military. They’re public servants, they should be out there to help everybody. Go around and talk to people at events.

Response: Schroeder said there are a ton of events that the Police Department is involved in and that they run every year. Our crime prevention staff person, essentially her role is to get the Police Department opportunity. They spend a lot of effort doing that.

Question: What kinds of things? The bike rodeo was only two Officers.

Response: There are all sorts of things, Schroeder said.

Comment: We had a Pride picnic and the Police Department was aware of it. It would have been a nice show if one Officer could have come up and given thanks for doing this. A show of support for people.

Comment: The basketball courts – go say hello to the kids. If we could get our Police Department in the news for playing, that would be great.

Comment: At the festival going on, Joe Gobely showed up and played Pig. He talked to the kids and had a conversation about being aware of noise. It was a great example of community policing, how to talk to the kids and not have a bad interaction. Set the tone of the issue that there are issues to be aware of. It was a really good example. We could have more stuff like that happening.

Comment: More Officers. Jesse Mettner’s job is community outreach. Because Joe Sass has the dog, he tends to be out in the community. More than just a few Officers could be doing this.

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Response: Point taken, Schroeder said.

Comment: There are good examples of things happening but there are also some examples of not so good things happening. Some may have a sense that everything is fine, but there are complaints that need to be aware of and balance those concerns. Need to be aware of the negative things and address them.

Comment: The Police Chief needs to hear directly from people and be accountable and responsible. Even a simple acknowledgement goes a long way that they hear us.

Comment: At the Council meetings where I’ve been, he has been criticized and his response was more defensive, rather than saying – I’m sorry, we hear you.

Comment: Criticism is hard to take in any position. Somebody who’s open minded to constructive feedback and truly listens to people is really important. The current Interim Chief is doing a great job. But I feel like there is a problem within the Police Department as a whole and, whether or not that will be addressed with the same people, it is concerning and I think, knowing that there will be consideration of an outside person, is important. I don’t think that cycle will stop itself. I feel like someone who is willing to identify and call out the things that are happening and let us know what he’s going to do about it, transparency and accountability is important.

Comment: For someone coming in, I would want them to have education, experience, and training with all the different groups in our community. I’ve worked with corrections and mental health. Women, people of color, everyone in our community, this person needs background experience working with folks and have a Teflon skin because changing culture won’t be easy. They need to be up to that challenge and be prepared for what’s coming to them and be ready. I’ve only lived here 15 years but we’re looking to move because of what has gone on in the community in the past four to five years, we don’t feel safe. We’re not alone in that. Our community used to be a place to move to. We chose to move here from out of state. I don’t know if I would make that choice again right now.

Response: Schroeder asked, when you’re talking about what’s not been addressed – was it stated or is there additional?

Comment, continued: What has been stated, but we live close to St. Paul. We are a first ring city and our Police Department has that level of issue to contend with. Our block being locked down. Our window being shot through. The Police Department chasing someone through our yard.

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There are also small things. The ugliness that happens that are not being dealt with. Refuse all over our city that wasn’t here five years ago. Things like parking the wrong way on a street, parking in fire zones and handicap zones. If you don’t focus on the small things, they become big things. You have to deal with the small stuff and the big stuff, as well. It’s a balancing act. And taking the training, education and experience and sharing it with your force and expect that they also respond with that knowledge and background. It’s a sustained thing, not just a one-time thing. It has to be sustained and expected.

Question: To add to that, studying the expectation, what does success look like? If we have the right person and a change, we won’t be talking about these things because we will have a great place to live and be. We have an aspirational goal and I think it’s possible.

Comment: When it comes to the actual hiring process, you talked about having Department Heads as part of the interview team and Chiefs. Is there a possibility to have citizens be part of the interview team, since the community is a large stakeholder? Is it possible to have a group of five or six citizens, however you select them, come in and make a rank of choices so you can see from other voices how they feel about the top two candidates. When you get down to the final selection. I’ve been on committees for hiring in leadership roles. We thought we had a stellar candidate but when we brought in a few parents to ask questions, they hit different questions and realized this was not what we wanted for our community.

Comment: That also does a good job of planting the seed that you have the responsibility for hiring and firing but that this candidate knows these are the people relying on you. It makes the candidates themselves aware that this is not just me and the City Manager and other Chiefs but integrating community members levels that playing field a bit.

Question: You have the ultimate decision, but where do we come into all of that? Just listening to us. Anytime you hired new staff, you interviewed the kids also because they are involved too. They’ll tell us what they need. We, as citizens, could be very helpful with that input. I was really surprised it was not a group of people, just Chiefs we don’t know, the Department Heads we don’t know here either. It’s a lot of power you guys have.

Comment: If they live in the city of West St. Paul, most of the Police Department and the previous Chief don’t even live here. They go home somewhere else at the end of the day. Yes, that’s part of being that you should be able to go home. But when you go away from our problems here, I want you to care about them like we do.

Response: Schroeder said, as in the past, what has been helpful is receptions, where three or four candidates are mingling with folks. And in one of them, we did eliminate a

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candidate because of that process. It’s helpful. I wasn’t thinking in those terms but it may be something to consider.

Comment: That sounds like it would be helpful and, in addition to having that forum reception, a brief survey afterwards to leave comments about specific candidates, as well.

Response: Schroeder said, oftentimes in the hiring process, I will ask the front desk people to talk to them about what the interaction was like when the candidate came in. That’s also telling.

Comment: It can also be interesting to live stream the panel, if that’s legal. Having a Police Chief candidate super nervous.

Comment: In terms of the hiring process and actual interview questions, it would be helpful to ask how a candidate has dealt with communication, how they’ve done community outreach, dealt with under-represented groups, how they’ve solved issues. It’s easy to ask about how you deal with something and training, but if you can give specifics and concrete examples as opposed to a simple answer, it’s showing they’ve done it before.

Response: Schroeder said it’s a good reminder that, in one of these groups, we talked a bit about if there are people here with questions and suggestions for things they’ve used successfully, I’m always trying to figure out how to get to more than just the basic answer. Feel free to email me.

Comment: One easy way would be to have a four to six citizen panel. Bring them in and they can ask questions in person. Most people in this room know that Police forces around the state are not that great. They’re a small community. A lot of them know each other. Being a cop to another cop automatically creates a bias when they’re sitting there. Stop that when there are citizens on the panel.

Response: Schroeder said not all of them but some people that I trust and, if they’re available, I want to ask them to be on the panel. In the cases I’m thinking of, I know the quality of advice that they would provide. On the communication piece, what I’ll say at this point is I hear what you’re suggesting and will think about it and will take that into consideration.

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Question: Are you going to have external people come in to interview?

Response: Schroeder said the standard answer is I’ll look at all of the minutes from this and the survey answers and the emails and will consider all of that in future decision making. On any one thing, whether internal or external, or this sentence or another will be in the job description or process, we will see what comes out of what I receive. I mentioned early on that these surveys, some of which are internal staff, I haven’t seen any responses, yet, on purpose. I’m really looking forward to them, in particular the internal responses because I have no idea what I’ll receive from those folks. I don’t know if that will be a whole hearted, keep what we know, or if it will be the opposite. It’s going to be an important consideration.

My goal is August for posting. If it’s internal, it will be a month. If external, that means both internal and external, about three to four months.

Question: You don’t automatically do both an internal and external posting?

Response: Schroeder responded, what I would say if you have great internal candidates, you have a culture you’re happy with and headed in the right direction, the huge advantage of internal is it’s a positive morale booster. People are happy with the leadership options, they’re happy that when someone moves up, someone else moves up, all sorts of stuff. The advantage of an internal/external is that, even if you hire the internal person, the downside for those inside is that it makes them really nervous.

Question: I think that’s okay because what you’re hearing here is we are all nervous. How many people have taken precautions because you spoke up right now? (Directing attention to one of the attendees) He has live streaming. I’m nervous.

Comment: I made the same point at a Council meeting. Even if the internal person is excellent, if we don’t look outside, this process was for naught and sets that person up for mistrust.

Response: If this was a sham, I wouldn’t do it, Schroeder said. It would be wasting everyone’s time.

Question: Are the internal surveys anonymous?

West St. Paul Police Chief Community Discussion, July 20, 2019 Page 16 of 18 Page 86 of 137 Response: Yes, Schroeder said.

Nowicki added that we have about 40 or 45 from both the internal and external surveys.

Question: How are you advertising?

Response: Nowicki responded that Facebook is by far the most social media interaction and a huge boost for our community. Even Google searching, he said, brings the West St. Paul Police Chief survey up to the top.

Comment: A lot of people are not on social media. We need to do a better job somehow. Too bad National Night Out is after that date. You could have provided pencil and paper for some people.

Question: Will it be announced at the next Council meeting? The survey so they know. Those who watch but aren’t on social media. It wouldn’t hurt if you had an illustration of what the link looks like on the page and show it at the Council meeting on Monday. I’ve been sharing it.

Question: Could we keep the survey open longer.

Response: Nowicki said that’s up to the City Manager. Nowicki said he made it through the end of the month but it could be pushed after these meetings that there is still time to get it done.

Comment: A good community building effort and our Police force is out in mass at National Night Out, it would be helpful to show to the community that not just the City is asking, but our Officers are asking for that survey. It may get a lot of responses.

Comment: The process will then be drawn out but it’s far more important to get feedback than to make it quicker.

Comment: There are people at National Night Out and you’ll get a cross section of people not at Council meetings.

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Comment: The right amount of prevention is worth several pounds of care. The more we can get the better. Everyone in the room thanked Schroeder for holding this meeting.

Comment: I am a member of the LGBT community. I feel safer in that community and not getting attacked that I do with this Police Department. I hope I can say our Police Department is great and not worry but we can’t do that here. Citizens on a panel in this process is probably the only way we are going to get past the stigma of a corrupted Police Department. The good ol boy mentality needs to end. Brian – I like him. He’s one of the three cops who has waved at me down Highway Charlton. The stuff I’m telling you and that everyone else is, is real. We have to make that go away.

Nowicki said, if you remember something afterwards or don’t want to speak, please feel free to fill out the comment card here and Shirley will just write it down as a comment. Thank you for coming out in the rain, he said.

Schroeder added, in regards to what Dan was just saying, if you have anything to share later, send me an email. If you’re not comfortable emailing me, you can email Dan Nowicki.

Nowicki said, even through the Facebook page or through Twitter, I’ll get it to Shirley as a comment. If you’re nervous to say something – however you want to get that information to us, we will take that into account.

Comment: Add a message to the electronic billboard about the survey.

Response: Nowicki said that would be a great idea.

The meeting ended at 10:36 a.m.

West St. Paul Police Chief Community Discussion, July 20, 2019 Page 18 of 18 Page 88 of 137 Q1: List the five most important attributes related to success as a Police Chief. (Public)

• 1. Cultural Sensitivity. We are a city/nation of many cultures, some with a traumatic history with law enforcement. Understanding how people view the police department (as a system) and being sensitive to those view points. 2. Mental Health Training - comprehensive training to better serve those in the community struggling with mental health. These symptoms often do not present themselves until the person is in a stressful situation. 3. Representation of the community. Not every person is a white male. 4. Outside perspective. While it can be a benefit to promote from within, having an outside perspective, a "fresh set" of eyes can avoid the issue of "this is the way we always do this". 5. Accessibility - someone who is approachable, able to respond empathetically to the needs of the community.

• 1. Experience with/Training in/Openness in training in: issues surrounding equity, anti-racism, and anti-oppression 2. Responsive 3. Accountable 4. Dedicated 5.

• 1. Strong communication skills, including bi-lingual or multi-lingual and experienced in active listening when dealing with the public. 2. Critical thinking with ability to develop and implement a strategic policing plan that supports City’s strategies and incorporates best practices in community policing. 3. Experience responding to mental health, elder care, addiction and other family crisis situations. Experience dealing with multi-cultural communities with respect. 4. Leading and developing Police teams including best practice recruitment and retaining processes are developed and ensuring ongoing training requirements are met. 5. Lead frequent police & community events to build strong relationships with businesses, schools, residents and children to support making the City a great place to live, work and visit.

• 1. Uphold the law 2. Protect West Saint Paul from becoming St.Paul and Minneapolis 3. Not allow West Saint Paul to become a sanctuary city 4. Cooperate with federal law enforcement 5. Uphold the law

Page 89 of 137 Q1: List the five most important attributes related to success as a Police Chief. (Public)

• Ability to deescalate a situation respectfully, awareness of personal bias, good communication skills, compassion, ability to take responsibility for actions, able to admit mistakes and fix them.

• Accountability, can relate/connect to people (not just cops); Humility, good/positive outlook, sense of humor

• Politicaly neutral. Experience in multiple aspects of law enforcement work. Open door policy Family oriented

• -Representative of the community they are serving, which is more than white males. -Willing to work POSITIVELY with community groups, whether they be official organizations (Girl Scouts) or grass-roots orgs, like WoW. -To be honest, ethical, and trustworthy. Not afraid to call a spade a spade. Not willing to abide by the Blue Code of Silence. -To be an initiator. Whether it be communication or forming committees/groups/task forces, they should be willing and able to do this on their own. -Courageous. Dare to be different than the status quo. To be open to new ideas that help residents rather than create fear.

• Emotionally intelligent Calm Physically Strong Just/consistent Law abiding

• 1. Ability manage diverse groups of people 2. Respect for diversity within the community 3. Interest in technology and how it relates to police work 4. Knowledge of employment and labor law 5. Fairness

• 1. Effective Leadership 2. Cultural competency 3. Empathy 4. Knowledgeable about the city and laws 5. Willing to have a public image

Page 90 of 137 Q1: List the five most important attributes related to success as a Police Chief. (Public)

• 1. Understanding the community that they serve. 2. Being open and willing to listen. 3. Being open to change and new ideas. 4. Serving with a focus on building community relations and de- escalation techniques. 5. Treating all in the community with fairness and equality.

• Ability to identify with (even if not from) diverse cultures (build trust) Ability to LISTEN, then repeat what you hear to establish common understanding Ability to make decisions that may not be popular with officers, but are needed to serve the public Knows at least one language besides English, one that is highly represented in our community (I suggest Spanish) Ability to take criticism constructively and work with people who may be on opposite side of an issue

• Enthusiasm for the community they serve (invested here) - engage with the community Transparency String communication skills Passionate about serving ALL citizens equally Open minded and adaptable - seek and respond to citizen comments/needs

• Integrity. Empathy. A willingness to work with the community. Leadership. Trust.

• Open-minded, fair, honest, willing to hear and respond to criticism, bi-lingual, having a collaborative style of supervision

• -Racial Justice Lens -Adaptability -Forward Thinking on how to improve police work for the community -Open to Input and Critique -Wants to connect with community and work together

• Use fairness, equity, compassion & concern when communicating with all persons

• 1 Displays uncompromising integrity and demands the same of all officers/staff 2 Shows strong moral and visionary leadership 3 Has a calming, thoughtful manner; approachable 4 Is

Page 91 of 137 Q1: List the five most important attributes related to success as a Police Chief. (Public)

knowledgeable, experienced and passionate about applying best practices of modern community policing 5 Is intellectually curious, forward-thinking, innovative; always interested in learning or developing new ways to better results 6 Is articulate and inspirational with both the community and the PD

• *Recruiting and hiring motivated police officers. * Establishing community outreach programs for the department. * Personal outreach through open forums. * Willingness to talk to individual residents. * Political skill, mainly to acquire funds to equip, train, and increase the number of officers on patrol.

• 1. A commitment to maximize resources to protect the rights of everyone in the city with integrity, intelligence, respect, and understanding. This would include working with neighboring jurisdictions to more efficiently deal with issues, an ability to change the culture in city management to recognize that with the conditions in our city now that providing service needed requires sufficient funding of the police department, acknowledging that the city needs enough officers to respond with haste to 911 calls, regularly patrol all areas of the city, provide the officers with the resources they need (including those that provide assurances to the public that the officers are acting appropriately), and that their conduct regularly evaluated, issues addressed, and that they do not get reinstated after for-cause dismissal. 2. A knowledge of the law, including the rights people have who are dealing with police, of issues which can impact constituents behavior (including the stress of being stopped by the police) and how to deescalate situations so that situations are resolved non-violently. 3. A practice of sincere active listening to people in the community, seeking to understand before seeking to be understood, remembering that the chief works for each and every city resident, business and visitor. 4. Fidelity to the Equal Protection Clause in the Fourteenth Amendment of the Constitution so that equal protection of the laws is not denied to any person within the jurisdiction of the City of West St Paul. 5. A dedication to publicizing via the web all information that can legally be released. The community needs data to support assertions city leaders make regarding calls to the police. Getting told by city leaders that there are no issues in a location where people living in that area know of complaints made to the police does not build community/police trust.

Page 92 of 137 Q1: List the five most important attributes related to success as a Police Chief. (Public)

• Community Engagement Honesty Integrity Good communicator Leader

• Compassion, empathy, patience, intelligence, experience with people from a diverse background

• First and foremost. a Police Chief cannot ignore when there is wrongdoing on the part of the officers. Officers that turn off body cameras, promote violence or break the law must be held accountable. Second, I believe there must be a civilian's review board. Keeping the police and the community interacting will go a long way to strengthen relationships. Third. Funding of the police department should not be tied in any way to victimless crimes. Fourth. Ethics. Police administrators, managers, supervisors, and, most important, patrol officers should consider the promotion of ethical behavior a top concern. Fifth. Communication Skills. it will be imperative that the Police Chief has the ability to effectively relate face-to-face with community members.

• Has the ability to engage the community in a way that puts the public and police on the same side. Has the ability to hear criticism of the department or individuals in it and understand that's an opportunity (and not just close rank)

• Honesty Accountability Compassion Communication skills Respect of officers, city staff, and the community

• Integrity Consistency Hard working Experience with diverse people High level of expertise with law

Page 93 of 137 Q1: List the five most important attributes related to success as a Police Chief. (Public)

• Intersectionality training Trauma based policing Understanding of and deference to the fact that police kill black and indigenous people at an alarming rate Be a woman or a person of color Keep I.C.E out of WSP

• 1) Good at listening to understand others 2) Education and credentials 3) Evolve and adapt to the community and its concerns 4) Innovative to solve problems and issues 5) Dedicated to serving the community for a long period of time (versus resume building)

• 1. INTEGRITY 2. BE NON-JUDGMENTAL 3. STRONG MORALS 4 . EVOLUTION - ABILITY TO EVOLVE AND ADAPT 5 . HONESTY

• 1. Leadership style that puts the people they serve first and foremost. 2. A truly critical eye on policing style, changing culture, and what our city looks like and needs. 3. Compassion and kindness. 4. Open mindedness and transparency. 5. Investment in the success of our community, whatever that means to WSP. Setting the bar high.

• Communication: good communication with citizens and the community, good communication with the council, and good communication with officers and staff. Compassion and approachable. Especially towards victims. When a friend was murdered, the police chief in the town where it happened showed up to meet with her spouse. That meant so much to the spouse and the family. And it has stuck with me years later. (This was not WSP) Willing to speak out and defend a position even if it isn't popular. This also goes back to communication--being able to communicate a position and why a certain stand is being taken. Shows strong moral and visionary leadership. Is knowledgeable, experienced and passionate about applying best practices of modern community policing

• Enforce the laws. Enforce the laws. Enforce the laws. Enforce the laws. Enforce the laws.

Page 94 of 137 Q1: List the five most important attributes related to success as a Police Chief. (Public)

• experience in diverse communities, growth mindset, dedicated to improving life for ALL citizens of West St Paul, willing to make changes based on needs of our community, strong communicator

• Integrity, honesty, patience, passion, and drive.

• Level-headed Great leader Humble Hard worker An understanding of mental health issues

• Masters Degree, ability to understand and adapt to a changing community, able to both corral and inform council, understanding of economic disparity, embraces diversity.

• To represent ALL residents fairly and the same. To be more visable at ALL events not just SRS BA events. To have meet and greets with adults as well as kids. Fix the ongoing problems. Make sure no officers are still doing these things. Continue to get grants and continuing education. Work well with council, other city staff, residents and businesses, schools and other cities.

• 1. Acknowledgment of privilege 2. Ability to put aside preconceived notions 3.

• 1. Educated 2. Empathetic 3. Community safety and engagement minded 4. Accountable 5. Independent (willing to do the right thing regardless of political or social pressures)

• 1. Honest 2. Good leadership abilities 3. Years of experience in Law Enforcement 4. Ethics 5. Respect all backgrounds or diversity of races.

• 1. Honesty 2. Integrity 3. Experience 4. Compassion 5. Foresight

Page 95 of 137 Q1: List the five most important attributes related to success as a Police Chief. (Public)

• -Displays uncompromising integrity and demands the same of all officers/staff -Approachable -Is knowledgeable, experienced and passionate about applying best practices of modern community policing -Is intellectually curious, forward-thinking, innovative; always interested in learning or developing new ways to better results -Is NOT part of any old boys club. An outsider would be nice.

• Embraces diversity Compassionate Good communication skills

• Fair, just, good judgement, caring, and enforcing laws.

• I would like to see a police cheif that represents our underrepresented people, and by that, I mean someone who fully understands and publicly rejects racial profiling and policing. We need someone who will be a tolerant, respectful and active part of our community. We need someone who will recognize that de-escalation can save lives, and that training in how to handle mentally ill perpetrators with dignity and care can be instrumental in getting people the help they need

• Integrity Strong work ethic Good communicator Understands the value of diversity in the city Listens to understand not just to respond

• Open Minded Patient Background in psychology Cultural Awareness Public speaking First Aid/CPR

• Build an ethical and empathetic culture, strong leader, good listener, embrace diversity, transparent communication.

Page 96 of 137 Q2: List at least three challenges the Police Chief will face in the next 5-10 years. (Public)

• 1. A changing community. Our city is stretching and growing in very positive ways. However, there are people who do not like the change and may rally against any changes. Our city needs to support and adapt to the changes, which means the Police Chief may be pulled in many directions to help smooth over issues that arise. 2. Overcoming the reputation of the former Chief. Whether people agreed or disagreed with how the former Chief ran the department, people are going to make assumptions about how the new Chief should run the department.

• 1. As a first ring suburb that is easily accessed by multiple highways, we anticipate challenges dealing with criminals from other parts of the metro either expanding criminal activity in our City or passing through our City as they are trying to escape other Police Dept. pursuits. We have a strong retail corridor on Robert Street and continue to deal with thefts at businesses as well as homes. 2. We anticipate ongoing challenges due to opioid and other addictive substance abuse and how to respond to emergency calls as well as increases in drug trafficking. 3. We have a large aging population. We anticipate increasing demands for elderly residents including safe, accessible transportation and pedestrian walkways and increases in assisted living facilities. We anticipate increases in residents and families dealing with dementia and the challenges that can bring.

• 1. Being an immediate suburb to St. Paul, West St. Paul deals with the same issues of a major city but with less resources. Read: Creative problem solving 2. Recognizing the needs of the various communities within West St. Paul 3. Mitigating tensions amongst a very diverse city

• 1. Pressure from a vocal minority to not uphold the law 2. Pressure from a vocal minority to turn West Saint Paul into a sanctuary city 3. Illegal immigration bringing crime into the city 4. Spill over crime from neighboring crime invested St. Paul

• Connecting to all residents, even non-whites Helping resident solve problems Being able to LISTEN

• -If not bilingual or of a diverse nature, they will have difficulty interacting and being trusted by diverse residents. -Will need to break the white boys club that currently exists in the department. -The need to earn trust of the community. Right now a lot of women don't trust the department

Page 97 of 137 Q2: List at least three challenges the Police Chief will face in the next 5-10 years. (Public)

due to the lack of real acknowledgement of the crimes that have been committed against them in the past year. -To prove with actions their department is different, that the warrior mentality is not allowed nor permissable, that de-escalation is the goal. To prove WSP PD is not like the departments we see on the news.

• Increased threats and violence to minority communities (Black people, LGBTQ+ community, Muslim people, etc.), rise of white supremacy, and active shooters (particularly in places of worship and schools).

• Social media culture The evolution of street drugs Policing with the legalization of low level narcotics

• Serving citizens with Mental Health issues Use of force/de-escalation tactics Providing good service while Working with limited Budget/resources

• 1. Cleaning out the bad cops from the department. 2. Investing in cameras and requiring officers wear them. 3 . Improving staffing so that there is coverage for the city all hours, not just days.

• 1. Learning the cultural norms in an increasingly diverse city 2. Budget challenges 3. Leading a team

• 1. This is a growing community and becoming more diverse each year and the police chief will need to create relationships with the communities that are currently here, and new communities that will come. 2. This community is paying attention to the events that happen throughout town and will demand answers if there appears to be unnecessary violence on the part of the police. We expect our police to keep everyone safe.

• 1. Trust in the police department surrounding issues of use of force and racist policing. These issues have been building steam nationally and even locally in the Twin Cities, whether it's officer-involved shootings or studies of racist messages shared on social media by officers. 2. Growing diversity in West St. Paul, especially with our increasing Latinx population and the language/cultural challenges that arise. It's easy for distrust to blossom in the absence of good

Page 98 of 137 Q2: List at least three challenges the Police Chief will face in the next 5-10 years. (Public)

communication and relationships. 3. The ever-evolving role of the police. Whether it's criminals getting more creative with technology or the actions of officers being more visible than ever with social media, it's a field that (like a lot of others) is changing.

• Additional drug abuse related crimes Racial unrest and claims of inequitable treatment Labor shortages

• Cyber crimes, residential issues and drug related problems

• Dealing with a diverse population, responding appropriately to mental health challenges of residents, dealing with financial constraints

• -Improving relationship with West St Paul POC -Addressing the local Opioid Crisis -Building positive working relationship with community

• Working with diverse ethnic cultures as well as class cultures Gaining trust of both officers and the public

• * Adapting the force to an increasingly diverse community. * As population density increases, so will the need for more officers on patrol. * Filling Bud Shavers shoes. He was broadly admired and respected in WSP.

• 1. Getting sufficient funding so that quality and sufficient quantity of officers can be hired and retained and necessary resources are available to support sharing of data. 2. Transforming the relationship of the police with the community to build trust and cooperation. Black men should not fear for their lives when they're out in public. 3. Preventing and dealing with mass shootings.

• -Dealing with racial/diversity related issues -Dealing with mental health related issues

• Diversity Transparency Community policing

Page 99 of 137 Q2: List at least three challenges the Police Chief will face in the next 5-10 years. (Public)

• Diversity. Much as we might deny it, we are going to see more and migration from not only countries who are experiencing collapse due to climate and/or war; we are also going to see more migration from WITHIN our borders from people who no longer wish to live in hurricane, tornado or flood prone areas. This means the make up of the community will change, and may do so rapidly. We need to prepare for this in numerous ways, but for police, I think it means we need to hire more diversity and learn more cultural cues from each other. There is also no doubt that racism is alive and well in most police departments across the country. There must be an effort made to hire more officers who are natural open to "the other". I'm not sure diversity training has ever worked. I think most police departments in bigger cities are going to have to hold themselves accountable for racism and have plans in place to handle it from within. Delegating. Police officers have become responsible for neighbors who refuse to talk to each other; for putting up temporary no parking signs for private citizens that need them, and other tasks that simply should not be using the police force. I would like to see the civilian review board be renamed to something more reflective of not just reviewing, but also working with city government and neighborhood reps to delegate some of these responsibilities. Many large cities have found ways to get community more involved in their own neighborhoods to take some of the stress off the police. There's no reason WSP could not be a leader in this endeavor. Mental health issues. As more and more people lose access to healthcare, we are going to see more mental health issues on the street. Understanding an autistic persons actions vs one on meth will be critical to the ability of a police department to be effective as a partner in their community. Collaboration with local health departments may become a necessary partnership in the years to come.

• Ensuring that officers are provided, and paying for, needed training including de-escalation training, training in dealing with individuals with mental illnesses, training in providing services to sexual assault victims, etc. Dealing with problematic properties, especially those run by slumlords, that create quality of life issues for residents and neighbors that cannot easily be resolved by the police. Collaborating with other agencies in investigating crimes and apprehending fugitives. Meth.

• ICE Homelessness in the community Keeping schools safe

Page 100 of 137 Q2: List at least three challenges the Police Chief will face in the next 5-10 years. (Public)

• Introduce body cameras into everyday practice and become a model for other departments on their use; demonstrate uncompromising integrity. Rise to the challenge of increasing diversity and density, and ensure renters are given the same priority and respect as homeowners or business owners. Increase the numbers and types of officers/staff and their skill sets to ensure continued effectiveness in ever-changing city.

• Mental health issues School safety Drug activity crimes Expanding population in city Traffic problems

• There have been a few things in the past 2 years that unfortunately have left me with the impression that the police are disinterested in helping provide real safety for women and people who don't look Caucasian. Officers have shown up to crimes and blamed the victims, shamed the victims, and past judgement versus enforced laws. Police have talked in the office about women in ways that are dismissive at best. We know about this and therefore, no longer expect help or respect from the police. Yes, there were probably many times the police were respectful and helpful. But if there are times they aren't, those are the times that will be remembered. Trust can only be extended as far as it can be consistently met with fairness. When the police are inconsistent, and at times rude, demeaning, uncaring, than we can't trust that the next time won't be the same.

• 1) Increased problems from drugs 2) Language and cultural differences as the population grows 3) Pressures to be lax in enforcing the laws

• 1. Negotiation Skills 2. Improve knowledge and abilities (especially as it relates to technology) 3. Physical and mental agility of the entire department 4. Hiring and promoting more female officers and people of color. 5. Background investigations need to be fully examined and if they fail to meet the expectation they should not be hired.

• Changing community members. More resident involvement (good and bad) Lack of funding

Page 101 of 137 Q2: List at least three challenges the Police Chief will face in the next 5-10 years. (Public)

• Changing demographics, diversity within the community and on the police force. Demand for body cameras and how to manage that. Especially developing solid policies around privacy, when the cameras are used, data storage, and release of video. Increased use of technology, both causing distractions for officers and greater budget Demand for diversity within the department Breaking out of an old way of doing things and the influence of a few people, to listen to the needs of many. Not ignoring the victims and being willing to say things need to change, then leading the way in the change. Which also means breaking through the resistance to change (and possibly losing staff because of it)

• Community relations, hiring qualified officers and doing training for working with mental health issues.

• increased diversity which isn't necessarily reflected in our police force (but should be- racially and linguistically), changing infrastructure in WSP (increased speed limits, new developments) which will require more police support, enacting changes from the way things have been done

• Increased economic disparities, racial justice, ensuring victims are treated fairly, federal agencies using local police as proxies

• Robberies Increasing traffic and associated accidents, especially due to the new Vikings facility Increasing drug issues Homelessness

• The increasing presence of suspicious people who are always found on Robert Street and the incredibly hazardous driving the "improvements" on Robert Street have led to. Also, the fact that the number of multiple families living in SINGLE FAMILY HOMES has been increasing drastically but no one in the City seems to care.

• This police chief is going to need to lead the charge to get cronyism and misogyny and victim- blaming out of its culture. She, he or they are going to need to work hard to restore trust among many different populations within the city. Addressing our diversifying population and how best to police in a community-forward mindset is going to be essential. Obliterating the biases we've heard through the grapevine about renters, people of color, those with autism, etc. Diversifying

Page 102 of 137 Q2: List at least three challenges the Police Chief will face in the next 5-10 years. (Public)

the police force. Better application of training for those in mental health crisis, implicit bias, etc. if those trainings have happened. If not, those trainings need to happen. Greater transparency and honesty in general including holding other city officials accountable. We all do better when we all do better.

• 1. Rise of mental health related calls 2. Drugs/alcohol

• 1. Becoming more diverse 2. City becoming younger 3. Need to be inclusive

• 1. Change from a majority white nation to a majority POC nation 2. Fundamental change in the way we hold officers accountable (such as with body cameras) 3. Growing tension between haves and have nots

• 1. Increased repercussions from ADAI and JDAI respectively 2. Volatile political climates 3. Increasing populations- the good, the bad, and the ugly

• Community pressure to ignore laws or selectively enforce

• ICE relationship / community fear/anger surrounding it. Making wsp a safe place for our valued immigrants Neighborhood safety/ property safety Drugs in our city

• -Introduce body cameras into practice and become a positive example for other departments on their use; demonstrate uncompromising integrity. -Increase diversity and ensure renters are given the same priority and respect as homeowners or business owners. -Increase the numbers and types of officers/staff and their skill sets to ensure continued effectiveness in ever-changing city.

• Keeping drugs out of schools Reduce crimes of opportunity on Robert St. Engage the public more

• Problems with people who are under the influence of drugs Working with people of different cultures Theft rings Community outreach

Page 103 of 137 Q2: List at least three challenges the Police Chief will face in the next 5-10 years. (Public)

• Racism in the community Diversity on the force Immigration

• Our changing demographic, mental health, continued tight budgets.

Page 104 of 137 Q3: List at least three opportunities the Police Chief may take advantage of in the next 5-10 years. (Public)

• 1. Cultural awareness training 2. CALEA Accredidation 3. Opiod epidemic initiatives

• 1. Once again, the changes happening in our community. This is a time when the Police Chief can engage the community and create department that works directly with the community to build mutual beneficial relationships.

• 1. Prevent West Saint Paul from becoming St.Paul 2. Keep West Saint Paul a safe community to live in 3. Assist federal law enforcement in apprehending illegal aliens

• 1. Technology and cameras for the officers which should be worn on duty at all times. 2. Clean out the bad apples from the department who are criminals or have been involved with criminals. 3. Include the community more in the decisions relating to the department

• 1. We are fortunate to have engaged residents, businesses, schools, volunteers and staff that are looking forward to working with Police and others to improve access, safety and livability for all people who live or visit here. Successful programs have included Cops in the Park, Coffee with a Cop, Bike Rodeo, and Community events. 2. Citizen/student policing reserves has been successful and residents are interested in participating in future opportunities. 3. The City has a strong partnership with the MN League of Cities that include police training opportunities.

• Building trust within the community through demonstrated action, taking strong stances on protecting those in the community who are most at risk of violence (Black and Hispanic community, LGBTQ+ community, Muslim community, etc.), and putting policies and procedures in place to ensure officers are equipped to appropriately handle situations such as sexual assault, hate crimes, etc., and hold officers accountable to those policies and procedures.

• Social media Body cams Gun safety/protection of our 2nd amendment

• Strong economy

• -WSP has a number of community groups. WORK WITH THEM! -WSP has a number of diverse communities. WORK WITH THEM! -To change the culture of the department for the better.

• 1. There is a active community involvement in the city and the new police chief would do well to engage with the various groups to learn about issues, challenges, pain points and generally get a read on the city. 2. The police chief should make him or herself available through multiple public activities during the year. 3. I highly recommend equity and diversity training for all police staff, as well as de-escalation training.

• 1. There's been incredible community engagement in West St. Paul in recent years, from the launch of Women of West St. Paul to the first ever Pride in the Park event. This is an opportunity for the police department to forge positive relationships with the community. 2. The growing diversity in West St. Paul is a challenge, but it's also an opportunity. There are a lot of proactive

Page 105 of 137 Q3: List at least three opportunities the Police Chief may take advantage of in the next 5-10 years. (Public)

steps the police department can take to build positive connections and ensure that a language/cultural gap doesn't develop. 3. There's increasing interest in community policing and opportunities for the police to forge connections with the community.

• -Building a local police force that wants to work with the community -Seeking out available racial bias support

• Community involvement High interest in fairness and consistency Residents interested in watching their neighborhoods

• Ensure the feds treat all WSP's immigrant residents and families with respect. Do NOT assist with immigration enforcement. Bring more new and differing life perspectives, voices and knowledge/education into the department to ensure officers and staff understand all communities and situations - especially those that may affect their own attitudes toward people dissimilar from themselves. Combat ignorant assumptions with education, facts and strong community relationships. Work closely with social services and other agencies to protect the most vulnerable among us - children, elderly, poor, homeless, disabled, physically/mentally ill, and those living with domestic violence and threats.

• Finding ways to take advantage of and form alliances with various community organizations and/or groups including area youth, take advantage of educational opportunities to learn how to effectively deal with minority and marginalized groups in our city,

• If coming from within current ranks, maintaining a good relationship with officers, yet being clear that you are now the boss and your priorities will now include other groups also (city staff, city council, public). If coming from outside current ranks, developing a good relationship with all the above.

• Improving outreach to crime victims to keep them informed of any progress made in investigating crimes. Using body cameras as a tool to improve interactions between officers and community members, as well as documenting those interactions. Working with the city council, code enforcement staff, etc. on strategies to address problematic properties.

• Not sure.

• Texting and driving - how to set up blu-tooth in car. How-to of our driving rules - have seminars to remind drivers what the rules of the road are. Stranger Danger for kids & what they should do.

• * We have one of the best police forces in the metro area. Keep that going * There is a core of highly engaged citizens. Reach out to them for advice and support. * Work with other inner core suburb police forces to better serve residents of multiple communities.

Page 106 of 137 Q3: List at least three opportunities the Police Chief may take advantage of in the next 5-10 years. (Public)

• 1. Use technology to make police work more transparent. Provide proof of what actually occurred during an encounter. Provide evidence of where officers are to show that the entire city is being protected and that officers aren't just sitting in parking lots. Provide detail on how long it takes for an officer to respond to incidents in a manner that allows citizens to interactively export the data, e.g. being able to look at response times by type of incident, area, and characteristics to provide proof that minorities are not targeted. 2. Since more police are needed to fully cover our parks and neighborhoods, actively recruit and hire officers so that the number of minority officers corresponds at least to the percentage of those minorities in our community. 3. Work with other communities who are already partnering to improve community safety and reduce crime.

• Body worn cameras, mental health training, and hiring.

• Embracing the diverse community Changing demographics

• Identify the most pressing problems that law enforcement agencies face today, including the breakdown in trust, adequacy of training, proper use of new technologies, and media and community relations.. Identify the best practices and most innovative approaches that law enforcement authorities are employing to address these problems and combat crime. Identify the most effective means of communicating with the public and political leaders, building trust and improving police–community relations, and bringing the needs and concerns of police agencies to the attention of federal officials.

• interest in the community for more involvement; opportunities to tap into community Welcoming and protection of immigrants and diverse population, whether renters or home owners. Building a more diverse work force Work closely with social services and non-profit agencies to protect those who are often not heard (children, elderly, homeless, poor, physically/mentally ill, etc).

• More community involvement. Meetings with groups and new businesses Grants and free continuing training Working with other cities in the area.

• More community, less policing Not having to focus on cannabis as it will be legalised Being welcoming to migrant, refugee, and homeless citizens

• Progress in WSP

• There is an amazingly engaged community: people who are listening, learning, interested in and ready to act on improving WSP. These people are from all 3 wards, from apartments, businesses, homeowners. The Police Chief has the opportunity to actively engage with these people to understand what the community wants, how the community is perceiving the police.And the Police Chief can help more people become engaged by creating opportunities for individuals and groups to meet with her or him to talk. The community strongly wants to feel

Page 107 of 137 Q3: List at least three opportunities the Police Chief may take advantage of in the next 5-10 years. (Public)

protected and respected by the police. When that happens, there will be an automatic positive back flow: the people in the community will respect and stand up for our police. Though there are some meet-the-cops events, they seemed geared towards kids. Adults who are really concerned would like to sit with police over coffee and just have the chief or officers ask questions and listen. Take the time to first learn what people are seeing, what people want. Listen to understand, not to agree or disagree. Just to understand. Make sure people know that you have heard them. After that you'll have an audience that will listen back.

• - Ensure the Feds treat all WSPs residents and families with respect. Do NOT assist with immigration enforcement. - Bring more new and differing life perspectives, voices and knowledge/education into the department to ensure officers and staff understand all communities and situations - especially those that may affect their own attitudes toward people dissimilar from themselves. Combat ignorant assumptions with education, facts and strong community relationships. - Work closely with social services and other agencies to protect the most vulnerable among us - children, elderly, poor, homeless, disabled, physically/mentally ill, and those living with domestic violence and threats.

• 1) Being active and visible at events and in the community at large. 2) Building a reputation that law breaking and offensive behavior will not be tolerated. 3) Giving people a chance when they make a mistake and truly regret it.

• 1. Enhanced tactical knowledge and training should be offered to ALL Officers in the department. 2. Police Professionalism needs to be addressed in the department. Not all Officers present themselves as a professional when on patrol. 3. Older Officers should be expected to support all of their co-workers especially new hires and females.

• 1. The current community engagement-people are motivated and vocal right now. Take advantage of that tide to push progressive ideas (inclusion, trainings, community events, etc) 2. Work hand in hand with the newly elected City council-the new ‘regime’ was put in place by activism and engagement at a grass roots level-the people spoke, listen to them 3. Create an alliance with disadvantaged populations while simultaneously encouraging lawfulness and accountability

• A very engaged citizenry that would like to continue to expand its involvement at the municipal and regional level. Use them! Hear them! One example was a citizen who spoke during comments about other city's successful search processes; another was an HR pro who acknowledged the good and bad of an internal hire. There was a lot of free research and expertise there. A safe, fun, thriving city that could be a model for other cities to follow. Interacting with our increasingly diverse population to make sure that the laws work for everyone. Be forward thinking in community police work, protecting the underserved and people of color especially, and making them feel comfortable that the police work for them. Increase diversity on staff and increase the ways and languages in which you engage with the citizens.

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• Actually enforce speeding, noise, and public nuisance laws instead of simply driving around in cars and responding to accidents and incidents after the fact. How about being proactive for once instead of only reactive?

• Engage the young kids so that don't fear the police. Be a bigger presence on Robert St. Be reachable to the citizens

• Improved technology, enhanced recruit hiring techniques,

• The new Vikings facility

• using social media to communicate for action in times of need (for example, when you're searching for someone with helicopters, dogs and multiple forces- you can share messages to stay inside or out of a certain area), continuing to build community and trust with all of WSP

• 1. Becoming more diverse 2. City becoming younger 3. Need to be inclusive

• 1. Great new tools for expansive, city wide communication 2. A culture that is eager to embrace change

• Being a solid role model and ensure a safe community

• Build relationships with citizens of WSP. Diversity events

• Building a relationship of trust within our community.

• He should take the opportunity to hire minority officers.

• More videos available for catching offenders Training in working with people Community events

• Partner not only with social services, but also corrections-probation officers. Build a strong culture that allow people to use their strengths and work on their weaknesses. Build relationships in the community and with the officers-know their passions, their families etc.

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• 1. Increase diversity of the Police Dept. to add more women, people of color, LGBTQ members and others that are not currently represented. 2. Increase communication (including use of social media) to be proactive in community engagement. Listen well and treat others with respect. Increase department’s ability to work with non-English speaking residents, physically or mentally challenged people and those dealing with mental health issues. 3. Strengthen relationships with schools, students and children to build mutually respectful, trusting relationships. 4. Improve police department performance to achieve top rankings in our State.

• 1. More active in the community, especially with youth. 2. Empathetic responses to community concerns. 3. Transparency on trainings officers receive in regards to mental health, race relations, cultural sensitivity, etc.

• 1. The chief has officers who are of poor character, have criminal backgrounds, have interfered in criminal investigations involving their family members and have been untruthful and lied in police reports and court testimony. The goal should be to rid the department of these officers. 2. Enforce workplace standards and ensure the city has adequate police resources all hours of the day, not just during the daytime.

• 1. West Saint Paul continuing to be an non sanctuary city 2. More patrol units along city limits to keep crime out 3. More security cameras and outdoor safety lighting installed to protect residents

• Housed in a new building

• I would like to see more representation amongst the police force. Ie: More folks of color, women, LGBTQIA, etc. I would like to see more community engagement where police are interacting with citizens outside of crime related incidents. Engage the citizens in improving the city.

• More bilingual officers Better knowledge of spectrum disorders & who in our town suffers from them (use Officer Zink’s methods) More impromptu community outreach

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• To become more diverse. To start a citizen's oversight committee. To gain and keep the trust of the community. To build and sustain a domestic abuse victims program, which consists of prevention and help for those escaping. Like real help, not just giving a number to call but actively seeking monies to build a program in WSP. To communicate frequently, timely, and honestly with residents. And to communicate on their own rather than having to be prompted. If DARE is still being taught, to cease participation in the program. Study after study have proven it is ineffective. To work with youth of diverse groups to attend school for law enforcement. If we want a more diverse department the encouragement must start early.

• To improve the response to sexual assault in the community by building the trust and respect with those victims and survivors who engage with the department. To build trusting relationships with minority community members.

• * Resetting the politics of the police force. The community as become more liberal in recent years, reflected in our current council. The previous administration was viewed as focasing on the needs of the conservative base. That needs to change. * Outreach to the growing Hispanic community. We need more spanish speaking officers, and the ability of all officers to at least communicate on a basic level with our spanish only speaking residents. There are many ways to accomplis this (ie, iPhone apps, hiring translators, ect..) * Continued enforcement of our laws.

• 1. I would like to see more women and people of color serving in West St Paul. Our current force does not represent the diversity in population of this city. 2. A more transparent hiring process that looks for applications from officers outside our community. 3. Reaching out to under- represented communities in West St Paul and picking young men and women for Junior police training, or ride alongs, community activities with police. We need our officers engaging with the youth of the city in a positive way.

• 1. Increase connections and relationships within the community, especially with diverse and under-represented groups that have historically had a poor relationship with law enforcement. 2. Reduce crime. In general, West St. Paul seems to do relatively well, but it'd be great to see proactive efforts and community-building result in a reduction in crime and a safer community. 3.

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Build trust in the police department. 4. Create (maintain?) a strong team and a deep bench of talent and skill on the force.

• 1. Increased cultural competency 2. More female/minority police 3. Safety of streets (distracted driving, drivers not stopping at stop signs where there are crosswalks)

• 1. Keep our city and the people in it safe. 2. Recruit and retain a diverse, highly skilled and motivated law enforcement work force. 3. Provide equal protection to all people in the city.

• Become experts in working respectfully and successfully with sexual assault and domestic assault victims/cases. Use state of the art practices. Develop a highly successful, proactive recruitment process to increase diversity of officers and staff - add more highly qualified women, people of color, immigrants, Muslims, Jews, and LGBTQIA employees, reserves and educators. Abolish WSPs notorious old boys' network in terms of it's influence on and within the WSP PD. No special favors or treatment. Ensure everyone in the WSP PD treat women with the same respect, dignity and follow up as men. End the current discrimination. Create a fresh, new, unbiased culture and develop meaningful relationships with non-white, non-Christian, and immigrant communities across WSP. Learn basic Spanish, employ bilingual officers and staff, communicate on website and elsewhere (and any other languages prevalent in WSP at this time or in the future). Ensure against racial profiling. Reward, recognize and fight for officers/staff who show the most integrity; deal swiftly with anyone not willing or able to meet the highest ethical standards.

• Community outreach - more events/park patrol/visibility Strong stance on drugs and “problem” residents/properties Highest training standards

• Devote more resources to investigating crimes, rather than merely responding to phone calls.

• -Improving racial bias -Developing stronger relationships with community -Being open to feedback from community -Continually Working to improve police to be a force for good in the community

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• More responsive to all marginalized groups in the city, hiring a diverse police force that includes marginalized groups, more opportunities to positively interact with the community

• A police force that reflects its community, a police force that practices restoration and repair within the community, increased presence at community events and parks, relationship building across the community

• Be stronger on social media. Use this as means of communication or a way for residents to ask questions. Work better to welcome diviesity. To interact more with all members of community. To have more diverse police force. Represent all groups. Also all people whether rent or home owners To put a stop to what has been allowed to go on in the police force for years.

• Bodycams mandatory. Civilian review board put in place that would also interface with community members about when it is appropriate to ask police to step in and when to find ways to handle situations as a block or neighborhood. I feel very strongly about this! People ask police more and more to step in rather than simply talk to their neighbors! No more "Bullet-proof Warrior" training!! This person teaches officers to react as though they are in a war zone, which escalates the tensions already present. Thank you for allowing us to answer these questions.

• Develop a police department that is respected by the whole community and recognized as not favoring one or a few individuals, but working for the rights and protection of all. Develop a more diverse, multi-lingual department. Develop a strong sexual assault investigation policy and procedures that includes domestic assault and that is used (not just a paper). This would not discriminate based on citizenship or home ownership status.

• Hire more non white officers Hire more female officers

• I wasn't sure where this should go, but I would like to see WSP do whatever it takes to recruit and hire the current Mendota Heights Police Chief, she is exactly what the West St. Paul Police needs to help implement initiatives to become more involved with the community. WSP is a very

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diverse community and we need to have a police department more representative of us. As a LGBTQ resident of West Saint Paul I would love to see this happen.

• Increase opportunities for individuals and groups to meet with the Chief or police officers for the purpose of conversation, connection and two-way respect. Increase police presence... out of their cars, not just driving by. Stop and talk for no purpose other than to connect. Primarily I'd like to see the police return to their role as people who help provide safety and who help in emergencies, rather than people who act like they are the authority in any situation.

• My dream would be to see a woman or person of color in this position. It would be a FIRST and a very important one. It would set the tone and send the message that the police force is willing to change. I believe it would go a long way in changing the entrenched culture within the department. While I believe the force has done many good things I also see so many opportunities for improvement. Some of that is due to being chiefed by the same couple of people with the same mindset for so long. I had many interactions with the police over the years I have lived here. Some good, some bad. So when I hear that some people in the know "aren't aware" of any issues with the police department, my blood pressure skyrockets. It is far better to examine and face these challenges so we can work for all. Why not be a leader in taking accountability for it and moving forward? That would be a huge pearl in the crown for the city. I believe the police really need to set some goals to handle domestic violence (stalking, intimidation, harassment, misogyny as well) better, handling of mentally ill and/or differently abled people as well. This sounds like a lot, and it is, but we have a strong community with engaged citizens, so just imagine what we can do.

• See above [Note: this is in reference to their Q3 answer]

• Solve issues without using force or weapons. Be a friend. Talk things out, encourage people to get help and/or therapy. Understand what drives people to do illegal things, and help them find resources to fix their situations. Don't be militant.

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• - Ensure everyone in the WSP PD treat women with the same respect, dignity and follow up as men. End the current discrimination. - Become experts in working with sexual assault and domestic assault victims/cases. Use state of the art practices. - Develop a proactive recruitment process to increase diversity of officers and staff, especially up to levels that reflect WSPs demographics. Where are the women, people of color (specifically hispanics) and LGBTQ? - Abolish WSPs notorious old boys' network in terms of it's influence on and within the WSP PD. No special favors or treatment. - Learn basic Spanish, employ bilingual officers and staff, communicate on website and elsewhere (and any other languages prevalent in WSP at this time or in the future). (Happy to see the questions in Spanish! I hope there are Spanish responses!) - Create an unbiased culture and develop meaningful relationships with non-white, non-Christian, and immigrant communities across WSP. - Reward, recognize and defend officers/staff who show the most integrity; deal swiftly with anyone not willing or able to meet the highest ethical standards.

• 1. Provide transparency on calls so residents are aware that there is a problem with gangs, drugs, prostitution, robbery, burglary and homicide, etc. in WSP. Residents deserve to know what is happening. 2. Hire additional female officers. 3. Send more officers to enhanced training seminars that are available. 4. Increase the night/overnight shifts. Officers need to have adequate support while on duty. 5. Re-evaluate the current way the shifts are being covered. 6. Encourage all officers in the department and remind them they are valued and respected. 7. Hire new Chief from outside. 8. Important to recognize that new ideas and new faces are the hallmark of a successful department that allows for a good working team atmosphere.

• 1. Every officer completes "Bridges Out of Poverty" course. 2, Every officer gains or improves a second language. 3. Officers will receive additional training in de-escalation and mental health. 4. All officers will meet increased health and fitness regulations.

• 1. Increased police presence/more officers- be seen and engaged. Coffee with a cop, hanging out in troubled areas, initiating conversation within the community 2. Decrease in auto thefts, vandalism, and reckless driving in Annapolis, Emerson, etc 3. Community work service. Utilizing

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Dakota county STS, providing opportunity for legal redemptions that are no cost. Paying off tickets with donations to the food shelf, classes, or providing other volunteer services

• De-escalation training Racial sensitivity training Mental health crisis/autism awareness Transparent communication Community outreach that focuses on inclusivity More diverse police force

• Hire the best qualified person, with no consideration for gender, race, age or political viewpoint.

• More patrol officers An officer dedicated to helping the homeless, especially youth

• More women on the police force. Reduce overall crime by 10 percent.

• Reduce crime, public nuisances, vagrancy, noise violations, speeding violations, actually enforcing laws that are in existence instead of looking the other way, and keeping undesirables off of Robert Street.

• Training on the officers implicit biases and how to overcome them. Plans to deal with people who have mental issues and may not be capable of complying with orders in the ways officers wish

• 1. Ratio of officers matching the ratio of diversity in the city. 2. Programs focusing on community policing more intentionally, meaning not waiting until a community requests officers to attend, but creates programming in neighborhood.

• Hire more diversity officers No incidents of officer involved shootings

• Improve transparency with the community. Do not allow certain residents access to the police that is not offered equally to all residents. Treat victims with integrity and empathy. Decriminalize mental health problems. Identify alternatives to incarceration for substance use disorders.

Page 116 of 137 Q4: What goals would you like to see for the West St. Paul Police Department in the next 5 years?(Public)

• Increase community outreach Encourage more people to use security cameras like Ring Have a place where people can anonymously post tips or report people for crimes. Train all officers in how to deal with people with autism or mental illness and in cultural awareness.

• No politics or messing around, clean up the city

• To become a diverse police force

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Updated 7/17/19

Next, I am very concerned, considering the citizen testimonies that have come before the City Council in the last year that there be a change, a new outlook in our police department. I have heard city council members express their concerns as well.

To that end, and since you work for the citizens of West St Paul, I hope that you

will take into consideration our many requests for an external search for a new police chief vs. an inhouse hire.

Yes. There is a ROMA meeting on Thursday and I am planning on attending. I will bring #1 to them and get back to you. If it is ok with you, I will have them forward any ideas that they come up with in the near future to us.

Laura does have a list of the coordinators from last year that we can send out.

I can reach out to our chaplains and see if there is a local faith based organization that is made up of ministers, priests, rabbi’s, etc from out area. Rotary, SRSBS (ya, I said it), and our mental health roundtable members. The Optimist Club maybe? Kiwanis? Senior Group that meets at Thompson Lodge ( Laura has contact info for that group), local VFW. I will continue to ponder. If you post something on social media for WSP residents to complete a survey or something similar, may I suggest that we do not leave Sunfish Lake out of the mix.

If I understand the process, it seems that you will make the selection of the new police chief..

I believe we have had a very good police department, peopled with excellent police officers. But there has been a growing disconnect between this and some of the real experiences of the community. In some situations, people have felt their concerns were not addressed with the degree of action or concern they expected, that there was too little communication back from the police, and other times people have felt officers were disrespectful and alienating.

I also know there is a unusually large group of citizens who are engaged in the city, working hard to make it a great place for all people. Serving meals at the temporary homeless shelter, working to fill the food shelves, working quickly to help individuals and families, creating forums to educate voters and getting out the vote, etc.. This growing group has been amazingly effective at making good change happen.

Maybe that's the rub. Engaged citizens pay attention, form opinions, have expectations, speak up, expect to be listened to, and take action.

My hope is that the new police chief can see this group of engaged citizens as an amazing resource that most cities don't have. If he or she can include the people who are interested, there could be a way to change the dynamic so that the police and the citizens are working together and trusting each other with more consistently. Citizens who are listened to and included begin to have a vested interest in making things work. And as I said, so far West Saint Paul's engaged citizens have been effective when they've taken on a task. But more than anything, citizens and police need to have real relationships, know each other.

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So I also hope the new police chief will create ways for the police and citizens to spend time together, talking about what's working or what isn't, working together to make things better. My vision is West Saint Paul becoming a model city for excellent police/citizen relationships.

Towards that end, I hope you too will consider offering a way for people who are interested to be involved in the selection of the new chief, understanding that the final decision is yours. A survey is a good start but my concern is that it's impersonal. A piece of paper, rather than an actual person-to- person interaction. Instead, would there be a way for you to select a group of citizens to meet with before you start the hiring process, to hear what they think, hear their questions and suggestions

Since it appears there is no process for hiring a police chief I would like to offer a few recommendations.

First, this process needs to be incredibly transparent. Since this is a public position I realize some things cannot be released to the public, but anything that is not protected needs to be made available for residents.

Second, at least two residents need to be part of the hiring committee. In this current environment citizen participation is a must. However, these citizens cannot be hand picked like they are for PACs. (I've been on WSP PACS and the voices are often the same on each one.) I ask you to consider an 'application' process for residents to apply to be part of the committee and council -all of council- comes to an agreement who gets named as resident representatives.

Last, I encourage council to pick residents who are representative of our community. In other words, females, people of color, and of working age. Several women have been very frustrated with the WSPPD this past year and I strongly believe they need to be a part of hiring process, as we need someone who will listen to them and actually do something to help solve the harassment they have been experiencing. Failure to include resident women will continue the distrust that is currently present.

On May 20, 2019, I emailed the following to the City Administrators of Farmington, Inver Grove Heights and Mendota Heights. These 3 cities in Dakota County have all hired Police Chiefs in the recent months.

I am a resident of West St. Paul and researching how Dakota County cities have recruited recent Police Chief hires. Could you, or someone else there, help me with some of the following questions?

1. Was a job description posted publicly? Did you have the job description posted on the City website, similar to other positions?

2. Were potential candidates sought outside the current Police Department? Did you use recruiters or other online websites to encourage job applicants?

3. What was the process you used to identify the final candidates for interviews? Was that done at a City Staff level or was the Mayor and/or City Councilmembers involved?

4. Did you have any type of resident input into the hiring process? Did any residents participate directly in the recruiting or hiring process? If so, how did you go about that?

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5. Who did the interviews and make the final hiring decisions? Were both Staff and Mayor/City Council involved?

6. How long did the process take? Did you have an acting Chief during the interim or was that not needed?

Thank you so much!

5/20/19 Email Response:

Julie-

We had a unique situation in Farmington where we had a very qualified individual within the department serving as our interim chief (Gary Rutherford).

He had all the qualities we were looking for in our next chief and after watching his work for five months I made the recommendation to the city council to hire him as our chief. The city council was fully on board with this recommendation.

David McKnight City Administrator Email: [email protected]

5/21/19 Email Response

Mendota Heights selected its most recent police chief (Kelly McCarthy) in December, 2017.

I had received notice from the outgoing chief a couple of hours before a City Council meeting that he wanted to have the Council accept his retirement that evening. When I advised the City Council of that, rather than give direction to update the job description and establish an advertising process, the Council chose to immediately promote a Captain who had just be hired about a month before to the Chief position. It should be noted that three of the five on the Council had just recently been defeated in their bid for re-election.

The new Captain had been thoroughly vetted as a Captain, but had no idea that she would be considered to be Chief so soon. Before she would accept the new position, she met with the City Councilors-elect to make certain that they were comfortable with her. They were.

She has worked out very well for the City as chief, but again, that process is not one that I would recommend.

Mark McNeill 1101 Victoria Curve City of Mendota Heights, MN 55118

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[email protected] 651-255-1153

5/21/19 Telephone Conversation Joe Lynch, City Administrator, Inver Grove Heights 651.450.2511 [email protected]

IGH has hired two police chiefs in the past 18 months. The first was Paul Schnell. He left earlier this year to join Gov. Walz’s administration as Commissioner of Corrections. The current Chief is Melissa Chiodo (Chi-do), she was previously with the Mpls. Police Dept.

The IGH City Council decided 18 months ago to hire an outside consultant to help with the recruiting and hiring processes. This was expensive ($25K) but the City Council felt this was the right thing to do.

They hired Springstead Waters. They have a Triple Guarantee – if for some reason the candidate does not work out in the first 12 months – they will do the process again for free. In the case of IGH, although it was around 13 months, Springstead did the second process for free.

IGH had strong community participation throughout the two hiring processes. They sent out a community survey during the initial search to understand what was important to their residents regarding Police and Public Safety.

Note: You can find that survey on IGH’s website. Here is the link: http://www.ci.inver-grove- heights.mn.us/869/Community-Safety-Survey

They also had community representatives involved in the hiring process. Members included the school district superintendent, two Community Relations Advisors (one from the PD, one from the City), representatives from the Latino and Somali populations. The second hiring process had similar representation, but some of the players were different.

They held an open house/meet & greet with the final candidates. Each candidate gave a 3 min. introduction and answered the same set of questions, including how they would handle their first 100 days on the job.

The first hiring process – 6 candidates were interviewed (2 were internal police members). The entire City Council, community representatives, Department Head and City Administrator were part of the interview process.

The second hiring process – 5 candidate finalists were interviewed (2 were internal).

The City did constant communication on social media to keep the community informed of both of the Chief hiring processes. They used Facebook, Twitter and Instagram. The City received positive feedback from the community on their communications.

The timelines were

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1st Chief hiring: 3-4 months 2nd Chief hiring: a little less than 3 months. They did not re-do a community survey since the last one had been done 13 months previously. But they did do a community meet & greet.

Mr. Lynch has hired several Police Chiefs during his career as a City Administrator. He said this was the most complete Police Chief hiring process he has ever experienced.

Brooklyn Park has three officers dedicated strictly to their apartment complexes. Once a week an officer spends time at the rental community they are assigned to. They spend time talking with the property managers, discussing potential problem tenants, informing managers of new programs for property owners and residents ect. I’m actually still friends with the officer that was assigned to my property. He was a great resource for me. If I knew or suspected drugs or domestic issues were happening at an apartment I could talk to him, and he would bring it to the police department for further review. He also spent time on my property positively interacting with my residents. Sometimes he’d show off his cop car, or play ball with kids. Other times he’d chat with people who were hanging outside or helping old ladies carry in their groceries. He had established a presence on my property and often times people would talk to him about any concerns they had... whether that be with me, the property manager, illegal activity on property, or ask questions about city resources, like where is there a food shelf. Also, if there was a police incident on my property I got an email the next day. This helped me swiftly address any problems I had and if I had questions, I had an officer that was always briefed to answer questions. He also was a point of contact between property managers and other departments. If there was ever a warrant he’d come pick up keys to the unit before hand or warn me ahead of time. I’m not sure what the exact statistics are but I know they saw a dramatic drop in crime and code violations just by being proactive with the managers and residents. I know from experience ,WSP hands out police reports monthly at the Roma meetings. sometimes I wouldn’t find out till three weeks later a major crime took place. Or that multiple crimes took place over the course of the month. It hampered my ability to take prompt action. I doubt we would ever need three officers dedicated to our apartments, as we are a lot smaller than Brooklyn Park, but we do have a large percentage of apartment complexes and I believe WSP can really set the bar for how first ring suburbs deal with their rental properties. To be clear I’m NOT saying we are doing a bad job... just that from experience I think we can be doing better

But I wanted to reach out and ask what the process was for hiring his replacement. Obviously, we haven’t needed a clear procedure for this for quite some time, and times are a lot different than the last time we hired a police chief. I would like to make a very strong recommendation that there be a citizens advisory committee, made up of diverse residents, including people of color, renters, ect. I personally would love to see some new blood and someone who has a strong emphasis on community based policing. I’d love to see more proactive policing versus reactive policing. And to be even more specific I’d like to see that approach with our large rental communities. I worked in Brooklyn Park and LOVE the way they deal with their rental communities and would love to see WSP take a similar approach.

I am writing to you today to express my concerns in regard to the hiring of a new Police Chief for our city. The position of Police Chief is one which will have important and long-lasting effects on all citizens here in West St. Paul. I am hoping that the hiring process will be given plenty of time so that many important aspects of this critical position can be given consideration. I would like to encourage you to

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extend the search for candidates to applicants outside of our current police force. This is being referred to as an "external search," and I think it is a good idea, because it would allow for a greater diversity of candidates to apply. I would also like the process to include an open candidate forum at which the public could participate in interviewing the applicants for this position.

Hiring a new Police Chief is not something that happens very often. This is a great opportunity to continue West St. Paul's tradition of outstanding leadership for our community. Let's make it an occasion for promoting transparency and citizen involvement.

CONGRATS CHIEF DAHLSTROM. The Rosemount City Council recently appointed Interim Police Chief Mikael Dahlstrom to serve as the community’s permanent Chief. Chief Dahlstrom has served his entire law enforcement career with the Rosemount Police Department. He had been serving as Interim Chief since February, when his predecessor, Mitchell Scott, retired. Chief Dahlstrom joined the Police Department in September 2006. He was promoted to Commander this January. Before that, he served as a Patrol Officer, Drug Recognition Expert, Field Training Officer, South Metro S.W.A.T. team leader, Patrol Sergeant, Investigations Sergeant, and the Administrative Sergeant.

Thanks again for the police chief listening session yesterday.

I really, really appreciated the time you took with us. I appreciate that you were willing to listen at all, given your authority to hire however you want. It felt like a good-faith effort to all our neighbors and one of the few times I have felt heard in recent months.

I really believe we have such a great opportunity to help shift the culture even further in WSP to represent the whole community -- thank you for also taking your time to do right by that opportunity.

-I would like to see a Chief that thinks outside the box on additional hires. Every year in every PD around the state you will hear Chiefs say they need more officers. We’ve had that here in West St Paul for 20+ years. Our population has not changed but our PD has grown in size year after year. I’m not saying it wasn’t justified, but my point is the answer can’t always be we need more cops. I thought the suggestion about hiring more social workers was a good idea however.

-I agreed with the comment that our PD culture should be less militaristic, and more community minded. I personally think everyday beat cops should not even carry guns at all times but I know that’s controversial.

-I don’t support the comment that citizens should be involved in the direct hiring process. These forums and ability to comment are great. The Charter gives you the right to hire not citizens.

-I don’t think it’s absolutely necessary to consider an outside hire but not opposed to it either. Until I see actual data that our PD culture is poor, I would lean towards internal hire. A few citizen anecdotes is not enough for me. Also, the research is split on if you actually get a better candidate going outside hire even though it intuitively makes sense because you have a larger pool. But there’s an overcompensation

Page 123 of 137 POLICE CHIEF SUGGESTIONS – EMAIL, ETC.

bias on qualifications on paper versus actual results or what the organization needs to be successful. Outside hire does not automatically mean success.

-The room today was very white. I’m part xxxxxxxxxx and was probably the most racially diverse person there today. Were all the meetings like that? What was the cross section of people at the 3 community meetings? Was it the same 12 politically active people that have had a lot to say lately? We have a large population that isn’t paying close attention and a large community of color. I don’t think xxxx.xxxxx speaks for people of color in our community, I actually want to hear what people of color have to say about our PD and their experiences. Is there anything more we can do to actually engage minorities in our community directly as part of this process? I would love to see something done as part of this process that doesn’t first have to go through a small group of politically active white people trying to one up each other on their virtue signaling.

Thanks for listening! Good luck.

Thank you again for conducting these meetings. Taking time from your weekend truly shows you are listening to the citizens and it is very appreciated.

A few comments regarding the hiring of a new police chief and consideration of both an inside and outside search. This city has been going through many challenges and many marginalized citizens have felt they have not received the same treatment as more conventional groups. This current Administration seems very receptive to changing the perception that the marginalized groups have long held and trying to form a more inclusive city. Opening the search to a wider police population, I believe, would help alter perception and perhaps even the actual culture that currently is in place. I agree, this search does not need to expand far outside our county, and ultimately may prove that our inside candidates truly are the best qualified for the position. But without any other candidates to compare, it is hard to make that determination.

I am impressed with how you have handled these meetings and appreciate your response to some highly critical remarks. I truly believe you have not only the best interests of the city administration, but also the best interests of the citizens of this community in making this decision. I thank you for taking time to consider my opinion and look forward to welcoming a new police chief.

Note in County Commissioner Adkins 7/22/19 Newsletter:

AVERTING CRISIS. A pat on the back to two local police officers, including one who was shot by a troubled individual a year ago this week, for their leadership in working with Dakota County to assist people with mental health issues before a crisis occurs. South St. Paul officer Derek Kruse and West St. Paul officer Jesse Mettner work as liaisons with a county mental health coordinator who is embedded within the police departments. The coordinator, Kalyn Bassett, follows up on crisis calls with the officers;

Page 124 of 137 POLICE CHIEF SUGGESTIONS – EMAIL, ETC. reviews calls for service to try to determine if there is a mental health component; and works to connect people with mental health resources with the hope of ultimately cutting down on the need for officers to be called for crisis situations. Kalyn also has gone out with officers on calls. The Pioneer Press featured this innovative effort in a recent article, noting, "Since the start of the Dakota County program, West St. Paul has averaged 25 cases, South St. Paul 35, and there have been dozens of success stories." To read the full Pioneer Press story, click here.

A caller commented that she would be in favor of residency of the Chief until she had found out that the interim chief does not reside within the community and she is in support of the current interim in that he knows the area and our people and she likes him.

Page 125 of 137 Employee Keywords (PD) Q1. List the five most important attributes related to success as a Police Chief. Approachable Assertive Calm disposition Can adapt Commitment commitment Communication Communication Communicates with staff & community open and honest communication open and honest communication community presence compassion consistent consistent consistency Creative decision making skills decisiveness Develops employees Does not cave to City Manager Drive hard working strong work ethic perseverance hard working Engaged ethical ethics honest experience with urban community Fair Fair Firm holds people accountable holds staff accountable establishes and maintains standards integrity integrity integrity high integrity and credibility Knowlegable of dept functions knows all areas of department Knows when to delegate Delegate but not micro-manage does not micro-manage Leads by example leads by example leader not manager Listens to employees and public requests input Long Range Goals and short term Maintains current culture open minded Progressive (equipment/techniques) Progressive proactive innovative Realizes need for new/improved space Reasonable Recognizes Importance of Mental Health respected and respectful command respect Self-reflective supports officers supports officers loyal to employees loyalty support staff loyalty treats employees personable, cares about e caring Trustworthy trusted by staff trustworthy Understands current issues of officers understanding Visionary visionary

Summation: Most often mentioned attributes are open and honest communication and someone who is hard working, supports their staff and is Innovative. Also noted is the desire for a leader who does not micro-manage, is consistent and innovative. Being trustworthy with high integrity/honesty is highly desired..

Page 126 of 137 Employee Keywords (PD) Q2. List at least three challenges the Police Chief will face in the next 5-10 years. body cams body cams body cams budgets Budgets/Robert St Debt Finance/Budget funding Budget Funding Changes w/in community communication to entire dept Crime prevention dealing with mental health mental health mental health mental health issues mental health mental health mental illness Diverse Community Inclusiveness of all groups equipment replacement failing equipment Gangs homelessness homelessness legalized marijuana legalization of marijuana opioid crises outdated facility Condition of Dept planning for new police Dept new building remodeling challenge Dept too small and failing Satisfying public pleasing the City Council demands of community growing resentment toward PD communication to public changing climate of policing social media scrutiny social media backlash relationship building staffing hiring good officers retirement attrition calls for service vs staffing staffing due to retirements and calls hiring good officers recruitment/retention succession planning finding qualified officers staffing/retention hiring qualified officers/retention retention call loads hiring lack of qualified candidates recruiting shortage of officers tech crime investigation technology technology

Summation: attracting and retaining quality officers and adequate staffing levels was noted by most respondents. Addressing needs of the facility within budget constraints was also noted consistently. Dealing with mental health issues, drugs, homelessness, and the needs of a diverse community were most often noted community needs while noting that general demands of the community and changing perceptions by the community is a significant concern.

Page 127 of 137 Employee Keywords (PD) Q3. List at least three opportunities the Police Chief may take advantage of in the next 5-10 years. Body Cams Body Cams Body Cams Build or Remodel Bigger Dept New building Substation in empty bldg Community partnerships Engaging Diverse Community Getting public input Work with neighoring Depts cooperation with neighbor PD's relationship w/ PD's Build relationships with community Having Say on Council Internal Promo of Chief Making Decisions modernize equipment Officer Additions if $$$ Specialty positions Future leaders young staff Diversity in Hiring Officer Promotions Adding sworn for mental Health Full time social worker new employees and leadership Additional Patrol Streamline hiring process Social Media Improve Social Media Take advantage of Social Media use social media Tech Support Improve Tech Technology training apt/rental training/bus. Training

Summation: Most often mentioned was collaboration with the community and neighboring public safety agencies. Adding patrol and other positions was noted as a desire and also mentioned is a recognition of a young patrol staff providing the opportunity to mold future leaders. Addressing facility needs, taking advantage of social media opportunities and bringing in new technology, specifically body cams, were also noted consistently. Training needs were mentioned by a couple respondents.

Page 128 of 137 Employee Keywords (PD) Q3. List at least three opportunities the Police Chief may take advantage of in the next 5-10 years. Better equipment modernize officer equipment Better Squads Better Squads marked squad +1 Better Technology Dedicated IT Designated IT Better Tech upgrade technology Better Training Body Cams Citywide 5/10 yr plan expand training hold people accountable consistent accountability improve communication more officers on street more opportunities streamline hiring process Officer retention 2 more patrol Adequate staffing Improve staffing Crime Prevention Officer More Staff at least 3 officers Community Engagement/Housing Officer FT Mental Hlth Officer PT Clerical Dedicated Social worker 24 Hr Sgt cover Greater officer diversity More staffing 10 officers Addition K-9 or 2 New Building New Facilities New or updated building/report writing Plans for new PD Improved work space New Building New PD improved work space new bldg new bldg public/private partnerships Shot spotters/drones/night vision

Summation: Most often mentioned were staffing goals followed by improved facilities better technology and/or designated IT support. Better equipment including squads was also noted.

Page 129 of 137 Employee Keywords (PD) Q5. In spite of the fact that budgets are tight in what areas do you believe the City should allocate more resources (for instance we recently allocated some staff time toward a collaborative effort to address mental health issues)? Body Cams Community Events coordination w/ PD's Dedicated IT person up to date tech new tech EE wellness mental Hlth/phys Fit. Facility Increase office space report writing room remodel/eventual new improve workspace PD Modernization a new space Bldg improvements new bldg Gang Unit/DEA Gang unit collaborative Traffic Unit Another K9 Eliminate Traffic car Gang Strike Force Gangnet data base Mental Health Issues Office computers Better computers Patrol Officer +2 increase officers new officers PM/Night shifts 1 short officer +1 or 2 more patrol more officers share crime mapping Squad Technology Increase Fleet +1 Squad Equipment training Training for CSO's

Summation: More resources were requested toward building improvements followed by increased staffing including specific specialty staffing. The request for improvements in the squads and better technology were also noted.

Page 130 of 137 Employee Keywords (PD) Q6. What are some projects or programs or areas of need where WSP should seek to collaborate with outside Public Safety agencies such as neighboring communities or Dakota County? Body Cams Cheaper Dispatch Citizen and Teen academy Combine Depts community events Diversity engagement Gang Gang Unit Homeless Outreach Homelessness indoor/outdoor range/training Mental Health Outreach Mental Health County Mental Hlth mental hlth on street mental hlth mental Hlth Mental Health Task Force misdemeaners by loss prevention No need Do a lot of collabor. Partner w/ St. Paul Share with northern PD's Squad Cams Violent Offender Task Force Warrants

Summation: Collaboration with mental health issues is recognized as a good thing and improvements in that area are requested. Collaboration with homelessness and gang issues was also noted as something to be considered.

Page 131 of 137 Employee Keywords (PD) Q7.Is there any knowledge based (training) improvements WSP should attempt to make over the next few years? 40 Hr CIT Better mentoring Crisis intervention Customer service for front staff Do a good job now Drug recognition/handling Drugs and gangs Homicide Identify people to train In-house is good in house officer development Mgmt Training More overall Technology technology

Summation: Training needs received relatively moderate input with a recognition that in-house training is working well. Individual training areas were mentioned that might be worth considering and it was noted in this question and in a couple others that additional mentoring attention would be appreciated.

Page 132 of 137 Employee Keywords (PD) Q8. What other changes within the department would you like considered over the next few years? Apple Squad phones Better equipment tools to do the job collaborative environment Different Programs & specialties Expand Officers Dept Growth Invest. Sgt Large commitment from City Officials Leadership training for mgmt Leadership Mentoring Hlp accomp. Career goals More squads New Bldg Plan for new facility Update the bldg new bldg new space remodel or new bldg imprv. Facilities cubes for patrol more work space Promote Lt Sturgeon

Summation: In the area of requested changes the facility was mentioned consistently. Also identified was staffing growth, mentoring/leadership and improvements in equipment

Page 133 of 137 Employee Keywords (Non-PD) Q1. List the five most important attributes related to success as a Police Chief. accountability takes responsibility Communication Grt Commun. Skills exceptional communication skills communication skills articulate community minded good relationships in community knowledge of community understands community needs consistency Equal minded Experienced good follow through Good under pressure Great Public Relations Hard worker work ethic high ethics/integrity Leadership skills Leadership skills Good Leader/teacher/supervisor strong leadership leadership Modern view on policing knowledge of current issues/strategies motivational motivate staff Objectively determined Organizational skills Organized/multi-tasker Outreach People skills personable, approachable, friendly good listener empathy patience Stern Team Player teamwork across organization tough but fair trusted by PD understands needs of officers respected by staff willing to learn

Summation: Respondents noted the need for great communication, leadership and people skills while focused on the needs of the community. Also trusted/respected by staff, a team player, motivational, and knowledgable of newer policing techniques. A hard worker who takes responsibility for actions.

Page 134 of 137 Employee Keywords (Non-PD) Q2. List at least three challenges the Police Chief will face in the next 5-10 years. Budget Limited Finances/staff Budget Culture Change in PD Dept is Silo'd Drugs growing comm. Diversity keeping trust of community Keeping WSP feel Public Relations changing community Homelessness implementing technology increasing crime language barriers law breakers not held accountable learning curve Mental Illness Mental Hlth Issues mental health problems mental hlth issues mental hlth crisis Political Climate pushback Staff recruitment Need for staff diversity recruitment/retention recruitment

Summation: Respondents suggest top challenges as dealing with a changing community and growing mental health case load. Also, a focus on recruiting quality staff while working within budget limitations.

Page 135 of 137 Employee Keywords (Non-PD) Q3. List at least three opportunities the Police Chief may take advantage of in the next 5-10 years. Better cooperation between Depts Stronger ties between Depts Body Cams Body cams Experienced PD staff knowledgeable staff Add diversity to staff Turnover of supervisors Change in Culture Mentoring opportunities Facility remodel Increased awareness of Ment. Hlth Internal Hire is advantageous Interpersonal communication Updating Dept PD presence within community interaction with public More community events Patrol mingle with residents Reinforce community relationships Supportive Council/community Gaining community respect Bld community trust outreach to diverse communities

Summation: Respondents noted that a leadership transition is an opportunity for a reset. Noted most often as an opportunity is interactions with the community. This was followed by internal interactions including PD staff and with other departments of the city.

Page 136 of 137 Employee Keywords (Non-PD) Q4. What goals would you like to see for the West St. Paul Police Department in the next 5 years? Better reporting Community Education Events across communities staff visibility at functions Better outreach to public Leadership Training Mental Hlth solutions More space for PD staff improvements/updates Open Communication Staff Diversity recruite females and communit. Of color hire staff who care for community Tough on Crime Work better with Dept's Work Closer with Dept's Teamwork w/ Dept's Communication w/ Dept's Culture of interdpt'l cohesion shared goals open communication

Summation: Respondents noted a top goal as improved collaboration between departments followed by improved outreach to and visibility within the community. It was noted that there should be a goal of improving staff diversity and that improvements to the PD facility are valued.

Page 137 of 137

City Council Report

To: Mayor and City Council From: Ryan Schroeder, City Manager Date: August 26, 2019

First Reading of Ordinance Vacating Haskell Street Right-of-Way

BACKGROUND INFORMATION:

The City has entered a Stipulation of Settlement with DTS Partnership, LLC, the owner of property at 946 Robert Street, to acquire property interests for the Phase 2 portion of Robert Street. Under the Stipulation, the City agreed to vacate the excess right-of-way on the south side of realigned Haskell Street for the conveyance to the DTS parcel. In order to complete the conveyance, Council is requested to adopt:

1. The enclosed Ordinance for Vacation of a Right-of-Way 2. The enclosed Resolution Authorizing Conveyance of Certain Land 3. The Quit Claim Deed for the conveyance

Council is requested to hold the first reading of the enclosed ordinance to comply with the above noted Stipulation.

FISCAL IMPACT:

Amount Fund: Department: Account:

STAFF RECOMMENDATION:

Hold the first reading of an ordinance providing for the vacation of a right-of-way by ordinance pursuant to City Code.

ATTACHMENTS:

 Ordinance Providing for the Vacation of a Right-of-Way by Ordinance Pursuant to City Code  Resolution Authorizing the Conveyance of Certain Land  Quit Claim Deed CITY OF WEST ST. PAUL DAKOTA COUNTY, MINNESOTA

ORDINANCE NO. 19-

AN ORDINANCE PROVIDING FOR THE VACATION OF A RIGHT-OF-WAY BY ORDINANCE PURSUANT TO CITY CODE

The City Council of West St. Paul does ordain:

SECTION 1. Pursuant to Minnesota Statutes, Section 412.851 and West St. Paul City Code Section 95.55, on its own motion, with a vote of four of its members, the City Council may vacate any street, alley or public right-of-way within the City by Ordinance.

WHEREAS, the City of West St. Paul wishes to vacate the right-of-way situated in the city of West St. Paul, county of Dakota, state of Minnesota, which is legally described on the attached Exhibit A; and

WHEREAS, notice of Public Hearing on said vacation was duly published and posted in accordance with applicable Minnesota Statutes and a Public Hearing was held on said vacation at the City of West St. Paul, 1616 Humboldt Avenue, West St. Paul, Minnesota; and

WHEREAS, the City Council of West St. Paul then proceeded to hear all persons interested in said vacation and all persons interested were afforded an opportunity to present their views and objections to the granting of said vacation; and

WHEREAS, the City Council of West St. Paul has determined that the vacation would be in the public interest.

NOW THEREFORE, BE IT RESOLVED, that the City of West St. Paul does ordain:

1. That the City of West St. Paul, pursuant to the West St. Paul City Code Section 95.55. hereby vacates the right-of-way situated in the City of West St. Paul, County of Dakota, State of Minnesota, which is legally described on the attached Exhibit A.

2. That pursuant to Minnesota Statutes, Section 160.29, Subd. 2, the City of West St. Paul reserves, unto itself and other utility providers, a permanent easement for public sidewalk, landscape, wall, drainage and utility purposes for the benefit of the City of West St. Paul and such utility providers over, under, across and through the right-of- way situated in the city of West St. Paul, county of Dakota, state of Minnesota, which is legally described on the attached Exhibit A, including the right of the City of West St. Paul, its contractors, agents and servants, and other utility providers, to enter upon said premises at all reasonable times for the purposes of construction, reconstruction, inspection, repair, grading, sloping, and restoration purposes and all such purposes ancillary thereto, and to maintain the above easement area, any improvements and any underground pipes, conduits, or mains, together with the right to excavate and refill

590114v1WE175-11 Ordinance No. 19- Page 2 of 2

ditches or trenches for the location of said pipes, conduits or mains and the further right to remove from the easement area trees, bushes, herbage, brush, undergrowth and other obstructions interfering with the location, construction and maintenance of the easement, pipes, conduits, mains, sidewalks, walls, landscaping, or other public improvements within the easement area.

3 That said vacation has no relationship to the City of West St. Paul’s Comprehensive Plan and, therefore, the West St. Paul City Council has dispensed with the requirements of Minnesota Statutes, Section 462.356, Subd. 2, that may require the West St. Paul Planning Commission to perform a Comprehensive Plan compliance review of said vacation that may constitute a disposal of real property pursuant to Minnesota Statutes, Section 462.356, Subd. 2.

SECTION 3. SUMMARY PUBLICATION. Pursuant to Minnesota Statutes, Section 412.191, in the case of a lengthy ordinance, a summary may be published. While a copy of the entire ordinance is available without cost at the office of the City Clerk, the following summary is approved by the City Council and shall be published in lieu of publishing the entire ordinance:

The City of West St. Paul is vacating a portion of Haskell Street adjacent to 946 Haskell Street, West St. Paul, Minnesota 55118

SECTION 3. EFFECTIVE DATE. This ordinance shall be in full force and effect from and after its passage and publication according to law.

Passed by the City Council of the City of West St. Paul, Minnesota, this ____ day of ______2019.

Attest:

______David J. Napier, Mayor Shirley R Buecksler, City Clerk

Ordinance No. 19- Page 2 of 2

EXHIBIT A

That part of Haskell Street East (formerly known as Lewis Street) as dedicated in WASHINGTON HEIGHTS ADD.TO ST.PAUL, Dakota County, Minnesota, described as commencing at the northwest corner of Lot 6, said WASHINGTON HEIGHTS ADD TO ST. PAUL; thence South 89 degrees 36 minutes 12 seconds East, assumed bearing, along the north line of said Lot 6 a distance of 6.50 feet to the point of beginning of the parcel to be described; thence continuing South 89 degrees 36 minutes 12 seconds East, along said north line, a distance of 75.00 feet; thence North 00 degrees 23 minutes 48 seconds East a distance of 11.20 feet; thence North 69 degrees 10 minutes 25 seconds West a distance of 49.84 feet; thence northwesterly 4.39 feet along a tangential curve concave to the southwest having a radius of 70.00 feet and a central angle of 03 degrees 35 minutes 42 seconds to the centerline of said Haskell Street East; thence North 89 degrees 36 minutes 12 seconds West, along said centerline, a distance of 24.52 feet to the intersection with a line that passes through the point of beginning and is parallel with the westerly line of said Lot 6 and its northerly prolongation; thence South 00 degrees 20 minutes 52 seconds East, along said parallel, a distance of 30.00 feet to the point of beginning.

According to the recorded plat thereof, Dakota County, Minnesota.

Ordinance No. 19- Page 2 of 2

CITY OF WEST ST. PAUL DAKOTA COUNTY, MINNESOTA

RESOLUTION NO. 19-

RESOLUTION AUTHORIZING THE CONVEYANCE OF CERTAIN LAND

WHEREAS, the City of West St. Paul, Minnesota (the “City”), and DTS Partnership, LLP, a Minnesota limited liability partnership (“DTS”) entered into a Stipulation of Settlement, dated as of December 7, 2015 (the “Agreement”), in which the parties agreed upon the compensation which the City should pay DTS, owner of the property located at 946 Robert Street, for easements acquired by the City from that property for the reconstruction and landscaping of Robert Street; and

WHEREAS, pursuant to the terms of the Agreement, in lieu of other compensation for the takings, if vacated by the City Council, the City agreed to convey to DTS the portion of to-be-vacated Haskell Street (“Surplus Street Parcel”) which is legally described in the attached Exhibit A, subject to the easement in favor of the City which is described in Exhibit A.

NOW, THEREFORE, BE IT RESOLVED by the West St. Paul City Council as follows:

1. The conveyance of the City’s right, title and interest in the parcel of land described in the attached Exhibit A, subject to the easement in favor of the City which is described in Exhibit A, is hereby approved.

2. The Mayor is hereby authorized to execute and deliver to DTS the deed which is required to carry out this resolution.

Adopted by the City Council of the City of West St. Paul, Minnesota, this 26th day of August 2019.

Attest:

David J. Napier, Mayor Shirley R Buecksler, City Clerk

Resolution No. 19- Page 2 of 2

EXHIBIT A

Surplus Street Parcel Legal Description

Retaining a perpetual easement for public sidewalk, landscape, wall, drainage and utility purposes for the benefit of the City of West St. Paul over, under, across and through the North 12 feet of the above described property, as measured at a right angle to the north line of said described property and its easterly prolongation.

According to the recorded plat thereof, Dakota County, Minnesota.

QUIT CLAIM DEED

Deed Tax Due: $1.65 -Total consideration for this transfer is $500.00 or less.

ECRV: ______

Date: ______, 2019

FOR VALUABLE CONSIDERATION, the City of West St. Paul, a municipal corporation under the laws of the State of Minnesota, Grantor, hereby conveys and quitclaims to DTS Partnership, L.L.P., a limited liability partnership under the laws of Minnesota, Grantee, real property in Dakota County, Minnesota, described as follows:

See attached Exhibit A

Check here if part or all of the land is Registered (Torrens)  together with all hereditaments and appurtenances.

 The Seller certifies that the Seller does not know of any wells on the described real property.  A well disclosure certificate accompanies this document or has been electronically filed. (If electronically filed, insert

WDC number: ______).  I am familiar with the property described in this instrument and I certify that the status and number of wells on the described real property have not changed since the last previously filed well disclosure certificate.

GRANTOR

By ____ David J. Napier Its Mayor

By Ryan Schroeder Its City Manager

STATE OF MINNESOTA ) ) ss COUNTY OF DAKOTA )

This instrument was acknowledged before me on ______, 2019, by David J. Napier, the Mayor, and Ryan Schroeder, the City Manager, of the City of West St. Paul, a municipal corporation under Minnesota law.

Person Taking Acknowledgement

NOTARY STAMP

THIS INSTRUMENT DRAFTED BY Tax statements for the real property described /AFTER RECORDING RETURN TO: in this instrument should be sent to:

Kennedy & Graven, Chartered (RJL) DTS Partnership, L.L.P. 470 U.S. Bank Plaza 946 Robert St. 200 South Sixth Street West St. Paul, MN 55118 Minneapolis, MN 55402 (612) 337-9300

EXHIBIT A

LEGAL DESCRIPTION OF PROPERTY BEING CONVEYED

That part of Haskell Street East (formerly known as Lewis Street) as dedicated in WASHINGTON HEIGHTS ADD.TO ST.PAUL, Dakota County, Minnesota described as commencing at the northwest corner of Lot 6, said WASHINGTON HEIGHTS ADD TO ST. PAUL; thence South 89 degrees 36 minutes 12 seconds East, assumed bearing, along the north line of said Lot 6 a distance of 6.50 feet to the point of beginning of the parcel to be described; thence continuing South 89 degrees 36 minutes 12 seconds East, along said north line, a distance of 75.00 feet; thence North 00 degrees 23 minutes 48 seconds East a distance of 11.20 feet; thence North 69 degrees 10 minutes 25 seconds West a distance of 49.84 feet; thence northwesterly 4.39 feet along a tangential curve concave to the southwest having a radius of 70.00 feet and a central angle of 03 degrees 35 minutes 42 seconds to the centerline of said Haskell Street East; thence North 89 degrees 36 minutes 12 seconds West, along said centerline, a distance of 24.52 feet to the intersection with a line that passes through the point of beginning and is parallel with the westerly line of said Lot 6 and its northerly prolongation; thence South 00 degrees 20 minutes 52 seconds East, along said parallel, a distance of 30.00 feet to the point of beginning.

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Melissa Sonnek, Community Development Coordinator Date: August 26, 2019

Rental License Renewal Review – 1115 Humboldt Ave

BACKGROUND INFORMATION:

During the most recent unpaid administrative citation assessment hearing on June 24th, 2019, City Staff put forward many properties with unpaid administrative citations. One property that warranted additional discussion was 1115 Humboldt Avenue, which had, at the time, been operating without a rental license for 16 months (since March 1st, 2018) and had accumulated $21,500 in admin citations for operating an illegal rental property.

During the discussion, multiple City Council members stated that they would like to review the application upon submission of a renewal application, but at the time, the discussion was strictly about the unpaid citations. At that meeting, the Council moved to reduce the overall amount of rental citations to $6,000. In addition to the two grass/weed abatement charges that were upheld at the June 10th meeting, the property has a total of $6,675.97 payable during the 2020 tax season.

Since the June City Council meeting, the property owner has become compliant, paid the overdue fees ($285) and has submitted an application for renewal. For a detailed timeline on the renewal actions, see the attached document.

Due to the extended amount of time the property has been operating without a valid rental license, City Staff is recommending that the license be renewed under the provisional status with the condition that if there are any further violations, that the license be revoked. The intent of the provisional license status is to fully emphasize the seriousness of the situation, while allowing the property owner to keep the property compliant.

As outlined in the licensing ordinance, City Council may deny a rental license for any of the following reasons:  The applicant has failed to pay all of the appropriate fees related to the license, or is delinquent on any other city fees;  The licensee has acted in an unauthorized manner or beyond the scope of the license granted;  Failure to continuously comply with all conditions required as precedent to the approval of the license;  The activity has been conducted without a license; or  Other good cause.

STAFF RECOMMENDATION:

Based on the information stated above and the materials provided in the attachments, City Staff recommends that City Council approve the rental renewal application as a provisional rental license for the remainder of the 2019 license term, ending February 29, 2020. Said renewal would include the condition that the property shall remain free of all city code violations and the next renewal shall be completed in a timely manner. Failure to complete either of these items would result in the revocation of the rental license or denial of a future license.

City Council has the following options to take as action on this rental renewal application:  Renewal as a regular rental license,  Renewal as a provisional rental license, or  Denial of rental renewal license

ATTACHMENTS: Renewal Actions Timeline Email Correspondence License Review Notice Resolution for Provisional License Resolution for Denial 1115 Humboldt Ave Rental Renewal Process Timeline 2018 Rental License Renewal 12/07/17 Mailed Renewal Reminder 03/01/18 Rental Renewal Deadline 03/22/18 Emailed Renewal Reminder 04/04/18 1st Citation 05/07/18 2nd Citation 05/10/18 Submitted Application Due March 1st - 60+ Days Late 05/21/18 Inflow and Infiltration Inspection - Pass Due March 1st - 60+ Days Late 06/07/18 3rd Citation 07/12/18 Initial Inspection - Cancelled by applicant 07/12/18 4th Citation 08/15/18 Completed Crime Free Training Due March 1st - 150+ Days Late 08/15/18 5th Citation 09/26/18 6th Citation 10/22/18 Initial Inspection Conducted - Failed 10/23/18 Second Inpsection Conducted - Passed Due March 1st - 210+ Days Late 10/23/18 Emailed out invoice for renewal fees 10/23/18 Offered to reduce $9,500 worth of fines down to $1,500 Final offer 11/07/18 7th Citation 12/12/18 8th Citation 2019 Rental License Renewal 12/31/18 Mailed Renewal Reminder 01/02/19 Emailed reminder about license and fees due 02/04/19 9th Citation 04/04/19 10th Citation 05/08/19 11th Citation 06/03/19 12th Citation 06/07/19 Submitted Application Due March 1st - 90+ Days Late 06/27/19 City Council Assessment Hearing 07/08/19 City Council Assessment Hearing Follow Up Decision was made to reduce amount due down to $6,000 7/11/2019 Attempted to process payment for renewal fees Failed Due to Check Writing Error 7/12/2019 Emailed property owner asking for new payment 7/26/2019 Submitted Payment From: Melissa Sonnek To: Laurel St John Subject: RE: 1115 Humboldt Ave Date: Wednesday, January 2, 2019 1:41:19 PM

Laurel, Can you confirm that you received my previous email?

Melissa Sonnek Community Development Coordinator City of West St. Paul 1616 Humboldt Avenue West St. Paul, Minnesota 55118 651-552-4144 || [email protected]

From: Melissa Sonnek Sent: Monday, November 19, 2018 10:50 AM To: To: Laurel St John Subject: RE: 1115 Humboldt Ave

Laurel, I have no record of payment for any of your items for this year’s rental license. The amount due for the renewal is $225. Since the last time we spoke about the fees, I have issued another citation for renting without a license. As this property continues to remain unlicensed, dropping the fees to $1,500 is my final offer. I believe this to be more than reasonable, considering the property has $11,500 against it currently.

Melissa Sonnek Community Development Coordinator City of West St. Paul 1616 Humboldt Avenue West St. Paul, Minnesota 55118 651-552-4144 || [email protected]

From: Laurel St John Sent: Monday, November 19, 2018 8:01 AM To: Melissa Sonnek Subject: RE: 1115 Humboldt Ave

Hi Melissa,

I’m waiting on confirmation from my bank that the rental fee application was already paid for. I thought I had dropped a check off with the application. Can you verify the amount that would have been paid or needs to be paid if that check was never cashed? Also, I really can’t afford $1500 as a penalty for not submitting the application on time. You say you can’t drop it down to $500, but surely we can find some number to meet at in the middle?

Thanks, Laurel

From: Melissa Sonnek [mailto:[email protected]] Sent: Wednesday, October 31, 2018 8:47 AM To: Laurel St John Subject: RE: 1115 Humboldt Ave

Laurel, Can you confirm the receipt of my last email?

Melissa Sonnek Community Development Coordinator City of West St. Paul 1616 Humboldt Avenue West St. Paul, Minnesota 55118 651-552-4144 || [email protected]

From: Melissa Sonnek Sent: Thursday, October 25, 2018 9:32 AM To: 'Laurel St John' Subject: RE: 1115 Humboldt Ave

Laurel, $1,500 is the lowest I am willing to go, we can set up a payment plan for six months for the citations. However, I will need the renewal fees as soon as possible to proceed with the renewal of the license.

Melissa Sonnek Community Development Coordinator City of West St. Paul 1616 Humboldt Avenue West St. Paul, Minnesota 55118 651-552-4144 || [email protected]

From: Laurel St John Sent: Wednesday, October 24, 2018 8:54 PM To: Melissa Sonnek Subject: RE: 1115 Humboldt Ave Hi Melissa,

I did receive your email. I’m sorry for the delay in getting back to you. It’s a very generous offer and I truly do appreciate you being willing to waive all except the first two. However, it would take me well over a year of rent payments to come up with the $1500 after covering the mortgage. (I’m charging $935 per month in rent and the mortgage payment isn’t much below that) Is there any way for you to also waive the second invoice as well so the balance due would be $500 in late filing fees? There is no way for me to come up with the additional $1,000 in fines. I promise to get the renewal in on time (and will likely have it in quite early!) this coming year.

Thank you, Laurel

From: Melissa Sonnek [mailto:[email protected]] Sent: Wednesday, October 24, 2018 8:10 AM To: Laurel St John Subject: RE: 1115 Humboldt Ave

Laurel, Can you confirm that you received my previous email?

Melissa Sonnek Community Development Coordinator City of West St. Paul 1616 Humboldt Avenue West St. Paul, Minnesota 55118 651-552-4144 || [email protected]

From: Melissa Sonnek Sent: Tuesday, October 23, 2018 12:41 PM To: 'Laurel St John' Subject: 1115 Humboldt Ave

Laurel, Sorry I didn’t respond to your voicemail yesterday, I wanted to speak with Sabrina to confirm a few things. I have attached the invoice for the renewal fees. As for the citations for the late renewal, I am willing to waive all but the first two. This would bring the total down to $1,500. Is that fair?

Melissa Sonnek Community Development Coordinator City of West St. Paul 1616 Humboldt Avenue West St. Paul, Minnesota 55118 651-552-4144 || [email protected]

CITY OF WEST ST. PAUL DAKOTA COUNTY, MINNESOTA

RESOLUTION NO. 19-

RESOLUTION RENEWING THE RENTAL LICENSE FOR 1115 HUMBOLDT AVE. AS A PROVISIONAL LICENSE

WHEREAS, Laurel Umstott (the “Owner”) owns a single family rental property located at 1115 Humboldt Avenue (the “Property”);

WHEREAS, after being given notice and an opportunity to cure, the Owner continued to rent the Property without a rental license for 16 months;

WHEREAS, City Staff and the City Council are concerned about the Owner’s ability to manage this rental property based on the demonstrated inability to renew the license in a timely manner;

WHEREAS, on July 29, 2019, the City provided notice to the Owner that due to the failure to renew the license in a timely manner, pursuant to City Code Section 150.040 the Council could consider action against the Owner’s rental license application, including suspension, denial, conversion, or other reasonable actions;

WHEREAS, on August 26, 2019, the City Council held a meeting and considered the rental license renewal application submitted by the Owner for the Property, during which the City presented its evidence and the Owner was given an opportunity to be heard;

WHEREAS, following the review of the renewal application, after considering all evidence presented, the City Council desires to renew the rental license as a Provisional License for the Property’s license term which begins upon approval by the Council and expires on March 1, 2020; and

NOW, THEREFORE, BE IT RESOLVED by the West St. Paul City Council that the Council hereby renews the rental license for 1115 Humboldt Avenue as a Provisional License with the following condition:

 If there are any future violations on the Property, the license shall be reviewed by the City Council for consideration of revocation.

Adopted by the City Council of the City of West St. Paul, Minnesota, this 26th day of August, 2019.

Attest:

David J. Napier, Mayor Shirley R Buecksler, City Clerk CITY OF WEST ST. PAUL DAKOTA COUNTY, MINNESOTA

RESOLUTION NO. 19-

RESOLUTION MEMORIALIZING THE FINDINGS OF FACT AND REASONS FOR DENIAL RELATING TO THE RENTAL RENEWAL APPLICATION FOR 1115 HUMBOLDT AVE

WHEREAS, Laurel Umstott (the “Owner”) owns a single family rental property located at 1115 Humboldt Avenue (the “Property”);

WHEREAS, after being given notice and an opportunity to cure, the Owner continued to rent the Property without a rental license for 16 months;

WHEREAS, City Staff and the City Council are concerned about the Owner’s ability to manage this rental property based on the demonstrated inability to renew the license in a timely manner;

WHEREAS, following the review of the renewal application, after considering all evidence presented, the City Council desires to deny the rental renewal application for the Property;

WHEREAS, the West St. Paul City Council hereby makes the following findings of fact to support its motion to deny the rental renewal application:

FINDINGS OF FACT AND REASONS FOR DENIAL

1. The Owner has demonstrated an inability to properly manage the Property by failing to renew the 2018 and 2019 rental license in a timely manner, 2. The Owner was actively renting out the property without a valid rental license, and 3. According to West St. Paul City Code Section 110.12 subd. B, the Council may grant or deny a license in its sole discretion.

NOW, THEREFORE, BE IT RESOLVED by the West St. Paul City Council that based on the above Findings of Fact the License application is denied.

Adopted by the City Council of the City of West St. Paul, Minnesota, this 26th day of August, 2019.

Attest:

David J. Napier, Mayor Shirley R Buecksler, City Clerk

City Council Report

To: Mayor and City Council Through: Ryan Schroeder, City Manager From: Charlene Stark, Finance Director Date: August 26, 2019

Bond Sale Results-Acceptance of Highest Bidder

BACKGROUND INFORMATION:

Bond Sale took place this morning. Stacie Kvilvang from Ehlers will be here to go over the results and to submit for Council approval of the best bid.

FISCAL IMPACT:

Amount Fund: Debt Department: $6,530,000 Account:

STAFF RECOMMENDATION:

Staff recommends accepting the best bid from this morning’s bond sale.

Attachments: Resolution accepting the best bidder Bond sale results will be handed out at the meeting. CITY OF WEST ST. PAUL DAKOTA COUNTY, MINNESOTA

RESOLUTION NO. 19-

RESOLUTION PROVIDING FOR THE ISSUANCE AND SALE OF $6,530,000 GENERAL OBLIGATION BONDS, SERIES 2019A, PLEDGING FOR THE SECURITY THEREOF NET REVENUES, SPECIAL ASSESSMENTS, TAX ABATEMENTS AND LEVYING A TAX FOR THE PAYMENT THEREOF

A. WHEREAS, the City Council of the City of West St. Paul, Minnesota (the "City"), has heretofore determined and declared that it is necessary and expedient to issue $6,530,000 General Obligation Bonds, Series 2019A (the "Bonds" or individually a "Bond"), pursuant to Minnesota Statutes, Chapter 475; and

1. Chapter 429 to finance various street construction projects within the City (the "Improvements"); and

2. Section 444.075 to finance improvements to the municipal sanitary sewer system (the "Sewer Improvements"); and

3. Section 469.1812 through 469.1815, particularly Section 469.1814 to finance the construction of a trail along Marie and Oakdale Avenues (the "Tax Abatement Project"); and

B. WHEREAS, the Improvements and all their components have been ordered prior to the date hereof, and have been or will be constructed by the City under contracts which the City has or will let, all pursuant to and in accordance with the applicable provisions of Minnesota Statutes, Chapter 429; and

C. WHEREAS, the City owns and operates a municipal sanitary sewer system (the "Sanitary Sewer System") and a municipal storm sewer system (the "Storm Sewer System", and together with the Sanitary Sewer System, the "System"), which are operated as separate revenue producing public utilities; and

D. WHEREAS, the net revenues of the Sanitary Sewer System are pledged to the payment of the City's outstanding (i) "Prior 2000 Bonds Refunding Portion" of General Obligation Refunding Bonds, Series 2009A, in the original principal amount of $4,000,000, dated March 18, 2009; and (ii) General Obligation Sewer Revenue Bonds, Series 2009C, in the original principal amount of $1,545,000, dated November 18, 2009 (together, the "Outstanding Sanitary Sewer Bonds"); and

E. WHEREAS, the net revenues of the System are pledged to the payment of the City's outstanding (i) "System Portion" of General Obligation Bonds, Series 2013A, in the original principal amount of $1,535,000, dated July 3, 2013; and (ii) General Obligation Utility Revenue Bonds, Series 2016A, in the original principal amount of $5,110,000, dated June 16, 2016 (together, the "Outstanding System Bonds"); and

Resolution No. 19- Page 2 of 26

F. WHEREAS, on August 12, 2019, following duly published notice thereof, the Council held a public hearing on the proposed abatement to finance the Tax Abatement Project and all persons who wished to speak or provide written information relative to the public hearing were afforded an opportunity to do so; and

G. WHEREAS, the City has established a tax abatement program (the "Program"), pursuant to the provisions of Minnesota Statutes, Sections 469.1812 through 469.1815, with respect to providing for the abatement of property taxes for a period of fifteen (15) years on various properties in the City, as described in the Resolution adopted by the City Council on August 12, 2019, approving the Program (the "Abatement Resolution"); and

H. WHEREAS, the amount of the property taxes abated are estimated to be at least equal to the principal amount of the Tax Abatement Portion of the Bonds and pursuant to the provisions of the Abatement Resolution, funds are to be expended to provide money to pay for the Tax Abatement Project; and

I. WHEREAS, the City has retained Ehlers & Associates, Inc., in Roseville, Minnesota ("Ehlers"), as its independent municipal advisor for the sale of the Bonds and was therefore authorized to sell the Bonds by private negotiation in accordance with Minnesota Statutes, Section 475.60, Subdivision 2(9) and proposals to purchase the Bonds have been solicited by Ehlers; and

J. WHEREAS, the proposals set forth on Exhibit A attached hereto were received by the Finance Director, or designee, at the offices of Ehlers at 10:00 A.M. this same day pursuant to the Preliminary Official Statement, dated August 15, 2019, established for the Bonds; and

K. WHEREAS, it is in the best interests of the City that the Bonds be issued in book- entry form as hereinafter provided; and

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of West St. Paul, Minnesota, as follows:

1. Acceptance of Proposal. The proposal of ______(the "Purchaser"), to purchase the Bonds, in accordance with the Preliminary Official Statement established for the Bonds, at the rates of interest hereinafter set forth, and to pay therefor the sum of $______, plus interest accrued to settlement, is hereby found, determined and declared to be the most favorable proposal received, is hereby accepted and the Bonds are hereby awarded to the Purchaser. The Finance Director is directed to retain the deposit of the Purchaser and to forthwith return to the unsuccessful bidders their good faith checks or drafts.

2. Bond Terms.

(a) Original Issue Date; Denominations; Maturities; Term Bond Option. The Bonds shall be dated September 17, 2019, as the date of original issue and shall be issued forthwith on or after such date in fully registered form, shall be numbered from R-1 upward in the denomination of $5,000 each or in any integral multiple thereof of a single maturity (the "Authorized Denominations") and shall mature on February 1 in the years and amounts as follows:

Resolution No. 19- Page 3 of 26

Year Amount Year Amount 2021 2029 2022 2030 2023 2031 2024 2032 2025 2033 2026 2034 2027 2035 2028

As may be requested by the Purchaser, one or more term Bonds may be issued having mandatory sinking fund redemption and final maturity amounts conforming to the foregoing principal repayment schedule, and corresponding additions may be made to the provisions of the applicable Bond(s).

(b) Allocation. The aggregate principal amount of $______maturing in each of the years and amounts hereinafter set forth are issued to finance the Improvements (the "Improvement Portion"); the aggregate principal amount of $______maturing in each of the years and amounts hereinafter set forth are issued to finance the Tax Abatement Project (the "Tax Abatement Portion"); and the aggregate principal amount of $______maturing in each of the years and amounts hereinafter set forth are issued to finance the Sewer Improvements (the "Sewer Portion"):

Improvement Tax Abatement Sewer Year Portion Portion Portion Total 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035

If Bonds are prepaid, the prepayments shall be allocated to the portions of debt service (and hence allocated to the payment of Bonds treated as relating to a particular portion of debt service) as provided in this paragraph. If the source of prepayment moneys is the general fund of the City, or

Resolution No. 19- Page 4 of 26

other generally available source, including the levy of taxes, the prepayment may be allocated to any portion of debt service in such amounts as the City shall determine. If the source of the prepayment is special assessments pledged to and taxes levied for the Improvements, the prepayment shall be allocated to the Improvement Portion of debt service. If the source of a prepayment is taxes abated for the Tax Abatement Project, the prepayments shall be allocated to the Tax Abatement Portion of debt service. If the source of a prepayment is excess net revenues of the Sanitary Sewer System pledged to the Sewer Improvements, the prepayment shall be allocated to the Sewer Portion of debt service.

(c) Book Entry Only System. The Depository Trust Company, a limited purpose trust company organized under the laws of the State of New York or any of its successors or its successors to its functions hereunder (the "Depository") will act as securities depository for the Bonds, and to this end:

(i) The Bonds shall be initially issued and, so long as they remain in book entry form only (the "Book Entry Only Period"), shall at all times be in the form of a separate single fully registered Bond for each maturity of the Bonds; and for purposes of complying with this requirement under paragraphs 5 and 10 Authorized Denominations for any Bond shall be deemed to be limited during the Book Entry Only Period to the outstanding principal amount of that Bond.

(ii) Upon initial issuance, ownership of the Bonds shall be registered in a bond register maintained by the Bond Registrar (as hereinafter defined) in the name of CEDE & CO., as the nominee (it or any nominee of the existing or a successor Depository, the "Nominee").

(iii) With respect to the Bonds neither the City nor the Bond Registrar shall have any responsibility or obligation to any broker, dealer, bank, or any other financial institution for which the Depository holds Bonds as securities depository (the "Participant") or the person for which a Participant holds an interest in the Bonds shown on the books and records of the Participant (the "Beneficial Owner"). Without limiting the immediately preceding sentence, neither the City, nor the Bond Registrar, shall have any such responsibility or obligation with respect to (A) the accuracy of the records of the Depository, the Nominee or any Participant with respect to any ownership interest in the Bonds, or (B) the delivery to any Participant, any Owner or any other person, other than the Depository, of any notice with respect to the Bonds, including any notice of redemption, or (C) the payment to any Participant, any Beneficial Owner or any other person, other than the Depository, of any amount with respect to the principal of or premium, if any, or interest on the Bonds, or (D) the consent given or other action taken by the Depository as the Registered Holder of any Bonds (the "Holder"). For purposes of securing the vote or consent of any Holder under this Resolution, the City may, however, rely upon an omnibus proxy under which the Depository assigns its consenting or voting rights to certain Participants to whose accounts the Bonds are credited on the record date identified in a listing attached to the omnibus proxy.

(iv) The City and the Bond Registrar may treat as and deem the Depository to be the absolute owner of the Bonds for the purpose of payment of the principal of and premium, if any, and interest on the Bonds, for the purpose of giving notices of redemption

Resolution No. 19- Page 5 of 26

and other matters with respect to the Bonds, for the purpose of obtaining any consent or other action to be taken by Holders for the purpose of registering transfers with respect to such Bonds, and for all purpose whatsoever. The Bond Registrar, as paying agent hereunder, shall pay all principal of and premium, if any, and interest on the Bonds only to the Holder or the Holders of the Bonds as shown on the bond register, and all such payments shall be valid and effective to fully satisfy and discharge the City's obligations with respect to the principal of and premium, if any, and interest on the Bonds to the extent of the sum or sums so paid.

(v) Upon delivery by the Depository to the Bond Registrar of written notice to the effect that the Depository has determined to substitute a new Nominee in place of the existing Nominee, and subject to the transfer provisions in paragraph 10 hereof, references to the Nominee hereunder shall refer to such new Nominee.

(vi) So long as any Bond is registered in the name of a Nominee, all payments with respect to the principal of and premium, if any, and interest on such Bond and all notices with respect to such Bond shall be made and given, respectively, by the Bond Registrar or City, as the case may be, to the Depository as provided in the Letter of Representations to the Depository required by the Depository as a condition to its acting as book-entry Depository for the Bonds (said Letter of Representations, together with any replacement thereof or amendment or substitute thereto, including any standard procedures or policies referenced therein or applicable thereto respecting the procedures and other matters relating to the Depository's role as book-entry Depository for the Bonds, collectively hereinafter referred to as the "Letter of Representations").

(vii) All transfers of beneficial ownership interests in each Bond issued in book-entry form shall be limited in principal amount to Authorized Denominations and shall be effected by procedures by the Depository with the Participants for recording and transferring the ownership of beneficial interests in such Bonds.

(viii) In connection with any notice or other communication to be provided to the Holders pursuant to this Resolution by the City or Bond Registrar with respect to any consent or other action to be taken by Holders, the Depository shall consider the date of receipt of notice requesting such consent or other action as the record date for such consent or other action; provided, that the City or the Bond Registrar may establish a special record date for such consent or other action. The City or the Bond Registrar shall, to the extent possible, give the Depository notice of such special record date not less than fifteen calendar days in advance of such special record date to the extent possible.

(ix) Any successor Bond Registrar in its written acceptance of its duties under this Resolution and any paying agency/bond registrar agreement, shall agree to take any actions necessary from time to time to comply with the requirements of the Letter of Representations.

(d) Termination of Book-Entry Only System. Discontinuance of a particular Depository's services and termination of the book-entry only system may be effected as follows:

Resolution No. 19- Page 6 of 26

(i) The Depository may determine to discontinue providing its services with respect to the Bonds at any time by giving written notice to the City and discharging its responsibilities with respect thereto under applicable law. The City may terminate the services of the Depository with respect to the Bond if it determines that the Depository is no longer able to carry out its functions as securities depository or the continuation of the system of book-entry transfers through the Depository is not in the best interests of the City or the Beneficial Owners.

(ii) Upon termination of the services of the Depository as provided in the preceding paragraph, and if no substitute securities depository is willing to undertake the functions of the Depository hereunder can be found which, in the opinion of the City, is willing and able to assume such functions upon reasonable or customary terms, or if the City determines that it is in the best interests of the City or the Beneficial Owners of the Bond that the Beneficial Owners be able to obtain certificates for the Bonds, the Bonds shall no longer be registered as being registered in the bond register in the name of the Nominee, but may be registered in whatever name or names the Holder of the Bonds shall designate at that time, in accordance with paragraph 10. To the extent that the Beneficial Owners are designated as the transferee by the Holders, in accordance with paragraph 10, the Bonds will be delivered to the Beneficial Owners.

(iii) Nothing in this subparagraph (d) shall limit or restrict the provisions of paragraph 10.

(e) Letter of Representations. The provisions in the Letter of Representations are incorporated herein by reference and made a part of the resolution, and if and to the extent any such provisions are inconsistent with the other provisions of this resolution, the provisions in the Letter of Representations shall control.

3. Purpose. The Improvement Portion of the Bonds shall provide funds to finance the Improvements. The Tax Abatement Portion of the Bonds shall provide funds to finance construction of the Tax Abatement Project. The Sewer Portion of the Bonds shall provide funds to finance the Sewer Improvements. The Improvements, the Tax Abatement Project and the Sewer Improvements are herein referred to together as the Project. The total cost of the Project, which shall include all costs enumerated in Minnesota Statutes, Section 475.65, is estimated to be at least equal to the amount of the Bonds. The City covenants that it shall do all things and perform all acts required of it to assure that work on the Project proceeds with due diligence to completion and that any and all permits and studies required under law for the Project are obtained.

4. Interest. The Bonds shall bear interest payable semiannually on February 1 and August 1 of each year (each, an "Interest Payment Date"), commencing August 1, 2020, calculated on the basis of a 360-day year of twelve 30-day months, at the respective rates per annum set forth opposite the maturity years as follows:

Maturity Year Interest Rate Maturity Year Interest Rate 2021 2029 2022 2030 2023 2031 2024 2032 2025 2033

Resolution No. 19- Page 7 of 26

2026 2034 2027 2035 2028

5. Redemption. All Bonds maturing on February 1, 2029 and thereafter, shall be subject to redemption and prepayment at the option of the City on February 1, 2028, and on any date thereafter at a price of par plus accrued interest. Redemption may be in whole or in part of the Bonds subject to prepayment. If redemption is in part, the maturities and the principal amounts within each maturity to be redeemed shall be determined by the City; and if only part of the Bonds having a common maturity date are called for prepayment, the specific Bonds to be prepaid shall be chosen by lot by the Bond Registrar. Bonds or portions thereof called for redemption shall be due and payable on the redemption date, and interest thereon shall cease to accrue from and after the redemption date. Mailed notice of redemption shall be given to the paying agent and to each affected registered holder of the Bonds not more than sixty (60) days and not fewer than thirty (30) days prior to the date fixed for redemption.

To effect a partial redemption of Bonds having a common maturity date, the Bond Registrar prior to giving notice of redemption shall assign to each Bond having a common maturity date a distinctive number for each $5,000 of the principal amount of such Bond. The Bond Registrar shall then select by lot, using such method of selection as it shall deem proper in its discretion, from the numbers so assigned to such Bonds, as many numbers as, at $5,000 for each number, shall equal the principal amount of such Bonds to be redeemed. The Bonds to be redeemed shall be the Bonds to which were assigned numbers so selected; provided, however, that only so much of the principal amount of each such Bond of a denomination of more than $5,000 shall be redeemed as shall equal $5,000 for each number assigned to it and so selected. If a Bond is to be redeemed only in part, it shall be surrendered to the Bond Registrar (with, if the City or Bond Registrar so requires, a written instrument of transfer in form satisfactory to the City and Bond Registrar duly executed by the Holder thereof or the Holder's attorney duly authorized in writing) and the City shall execute (if necessary) and the Bond Registrar shall authenticate and deliver to the Holder of the Bond, without service charge, a new Bond or Bonds having the same stated maturity and interest rate and of any Authorized Denomination or Denominations, as requested by the Holder, in aggregate principal amount equal to and in exchange for the unredeemed portion of the principal of the Bond so surrendered.

6. Bond Registrar. Bond Trust Services Corporation, in Roseville, Minnesota, is appointed to act as bond registrar and transfer agent with respect to the Bonds (the "Bond Registrar"), and shall do so unless and until a successor Bond Registrar is duly appointed, all pursuant to any contract the City and Bond Registrar shall execute which is consistent herewith. The Bond Registrar shall also serve as paying agent unless and until a successor-paying agent is duly appointed. Principal and interest on the Bonds shall be paid to the registered holders (or record holders) of the Bonds in the manner set forth in the form of Bond and paragraph 12.

7. Form of Bond. The Bonds, together with the Bond Registrar's Certificate of Authentication, the form of Assignment and the registration information thereon, shall be in substantially the following form:

Resolution No. 19- Page 8 of 26

CITY OF WEST ST. PAUL DAKOTA COUNTY, MINNESOTA

R-______$______

GENERAL OBLIGATION BOND, SERIES 2019A

Interest Rate Maturity Date Date of Original Issue CUSIP

______% February 1, 20__ September 17, 2019

REGISTERED OWNER: CEDE & CO.

PRINCIPAL AMOUNT:

The City of West St. Paul, Dakota County, Minnesota (the "Issuer"), certifies that it is indebted and for value received promises to pay to the registered owner specified above, or registered assigns, unless called for earlier redemption, in the manner hereinafter set forth, the principal amount specified above, on the maturity date specified above, and to pay interest thereon semiannually on February 1 and August 1 of each year (each, an "Interest Payment Date"), commencing August 1, 2020, at the rate per annum specified above (calculated on the basis of a 360-day year of twelve 30-day months) until the principal sum is paid or has been provided for. This Bond will bear interest from the most recent Interest Payment Date to which interest has been paid or, if no interest has been paid, from the date of original issue hereof. The principal of and premium, if any, on this Bond are payable upon presentation and surrender hereof at the principal office of Bond Trust Services Corporation, in Roseville, Minnesota (the "Bond Registrar"), acting as paying agent, or any successor paying agent duly appointed by the Issuer. Interest on this Bond will be paid on each Interest Payment Date by check or draft mailed to the person in whose name this Bond is registered (the "Holder" or "Bondholder") on the registration books of the Issuer maintained by the Bond Registrar and at the address appearing thereon at the close of business on the fifteenth day of the calendar month next preceding such Interest Payment Date (the "Regular Record Date"). Any interest not so timely paid shall cease to be payable to the person who is the Holder hereof as of the Regular Record Date, and shall be payable to the person who is the Holder hereof at the close of business on a date (the "Special Record Date") fixed by the Bond Registrar whenever money becomes available for payment of the defaulted interest. Notice of the Special Record Date shall be given to Bondholders not less than ten days prior to the Special Record Date. The principal of and premium, if any, and interest on this Bond are payable in lawful money of the United States of America. So long as this Bond is registered in the name of the Depository or its Nominee as provided in the Resolution hereinafter described, and as those terms are defined therein, payment of principal of, premium, if any, and interest on this Bond and notice with respect thereto shall be made as provided in the Letter of Representations, as defined in the Resolution, and surrender of this Bond shall not be required for payment of the redemption price upon a partial redemption of this Bond. Until termination of the book-entry only system pursuant to the Resolution, Bonds may only be registered in the name of the Depository or its Nominee.

Resolution No. 19- Page 9 of 26

Optional Redemption. All Bonds of this issue (the "Bonds") maturing on February 1, 2029 and thereafter, are subject to redemption and prepayment at the option of the Issuer on February 1, 2028, and on any date thereafter at a price of par plus accrued interest. Redemption may be in whole or in part of the Bonds subject to prepayment. If redemption is in part, the maturities and the principal amounts within each maturity to be redeemed shall be determined by the Issuer; and if only part of the Bonds having a common maturity date are called for prepayment, the specific Bonds to be prepaid shall be chosen by lot by the Bond Registrar. Bonds or portions thereof called for redemption shall be due and payable on the redemption date, and interest thereon shall cease to accrue from and after the redemption date. Mailed notice of redemption shall be given to the paying agent and to each affected registered holder of the Bonds not more than sixty (60) days and not fewer than thirty (30) days prior to the date fixed for redemption.

Prior to the date on which any Bond or Bonds are directed by the Issuer to be redeemed in advance of maturity, the Issuer will cause notice of the call thereof for redemption identifying the Bonds to be redeemed to be mailed to the Bond Registrar and all Bondholders, at the addresses shown on the Bond Register. All Bonds so called for redemption will cease to bear interest on the specified redemption date, provided funds for their redemption have been duly deposited.

Selection of Bonds for Redemption; Partial Redemption. To effect a partial redemption of Bonds having a common maturity date, the Bond Registrar shall assign to each Bond having a common maturity date a distinctive number for each $5,000 of the principal amount of such Bond. The Bond Registrar shall then select by lot, using such method of selection as it shall deem proper in its discretion, from the numbers assigned to the Bonds, as many numbers as, at $5,000 for each number, shall equal the principal amount of such Bonds to be redeemed. The Bonds to be redeemed shall be the Bonds to which were assigned numbers so selected; provided, however, that only so much of the principal amount of such Bond of a denomination of more than $5,000 shall be redeemed as shall equal $5,000 for each number assigned to it and so selected. If a Bond is to be redeemed only in part, it shall be surrendered to the Bond Registrar (with, if the Issuer or Bond Registrar so requires, a written instrument of transfer in form satisfactory to the Issuer and Bond Registrar duly executed by the Holder thereof or the Holder's attorney duly authorized in writing) and the Issuer shall execute (if necessary) and the Bond Registrar shall authenticate and deliver to the Holder of the Bond, without service charge, a new Bond or Bonds having the same stated maturity and interest rate and of any Authorized Denomination or Denominations, as requested by the Holder, in aggregate principal amount equal to and in exchange for the unredeemed portion of the principal of the Bond so surrendered.

Issuance; Purpose; General Obligation. This Bond is one of an issue in the total principal amount of $6,530,000, all of like date of original issue and tenor, except as to number, maturity, interest rate, denomination and redemption privilege, issued pursuant to and in full conformity with the Constitution, Charter of the Issuer and laws of the State of Minnesota and pursuant to a resolution adopted by the City Council on August 26, 2019 (the "Resolution"), for the purpose of providing money to finance various public improvements, all within the jurisdiction of the Issuer. This Bond is payable out of the General Obligation Bonds, Series 2019A Fund of the Issuer. This Bond constitutes a general obligation of the Issuer, and to provide moneys for the prompt and full payment of its principal, premium, if any, and interest when the same become due, the full faith and credit and taxing powers of the Issuer have been and are hereby irrevocably pledged.

Resolution No. 19- Page 10 of 26

Denominations; Exchange; Resolution. The Bonds are issuable solely in fully registered form in Authorized Denominations (as defined in the Resolution) and are exchangeable for fully registered Bonds of other Authorized Denominations in equal aggregate principal amounts at the office of the Bond Registrar, but only in the manner and subject to the limitations provided in the Resolution. Reference is hereby made to the Resolution for a description of the rights and duties of the Bond Registrar. Copies of the Resolution are on file in the office of the Bond Registrar.

Transfer. This Bond is transferable by the Holder in person or the Holder's attorney duly authorized in writing at the office of the Bond Registrar upon presentation and surrender hereof to the Bond Registrar, all subject to the terms and conditions provided in the Resolution and to reasonable regulations of the Issuer contained in any agreement with the Bond Registrar. Thereupon the Issuer shall execute and the Bond Registrar shall authenticate and deliver, in exchange for this Bond, one or more new fully registered Bonds in the name of the transferee (but not registered in blank or to "bearer" or similar designation), of an Authorized Denomination or Denominations, in aggregate principal amount equal to the principal amount of this Bond, of the same maturity and bearing interest at the same rate.

Fees upon Transfer or Loss. The Bond Registrar may require payment of a sum sufficient to cover any tax or other governmental charge payable in connection with the transfer or exchange of this Bond and any legal or unusual costs regarding transfers and lost Bonds.

Treatment of Registered Owners. The Issuer and Bond Registrar may treat the person in whose name this Bond is registered as the owner hereof for the purpose of receiving payment as herein provided (except as otherwise provided herein with respect to the Record Date) and for all other purposes, whether or not this Bond shall be overdue, and neither the Issuer nor the Bond Registrar shall be affected by notice to the contrary.

Authentication. This Bond shall not be valid or become obligatory for any purpose or be entitled to any security unless the Certificate of Authentication hereon shall have been executed by the Bond Registrar.

Qualified Tax-Exempt Obligation. This Bond has been designated by the Issuer as a "qualified tax-exempt obligation" for purposes of Section 265(b)(3) of the Internal Revenue Code of 1986, as amended.

IT IS HEREBY CERTIFIED AND RECITED that all acts, conditions and things required by the Constitution, Charter of the Issuer and laws of the State of Minnesota to be done, to happen and to be performed, precedent to and in the issuance of this Bond, have been done, have happened and have been performed, in regular and due form, time and manner as required by law; that the Issuer has covenanted and agreed with the Holders of the Bonds that it will impose and collect charges for the service, use and availability of its municipal sanitary sewer system (the "Sanitary Sewer System") at the times and in amounts necessary to produce net revenues, together with other sums pledged to the payment of the Sewer Portion of the Bonds, as defined in the Resolution, adequate to pay all principal and interest when due on the Sewer Portion of the Bonds; and that the Issuer will levy a direct, annual, irrepealable ad valorem tax upon all of the taxable property of the Issuer, without limitation as to rate or amount, for the years and in amounts sufficient to pay the principal and interest on Sewer Portion of the Bonds as they respectively become due, if the

Resolution No. 19- Page 11 of 26

net revenues from the Sanitary Sewer System, and any other sums irrevocably appropriated to the Debt Service Account are insufficient therefor; and that this Bond, together with all other debts of the Issuer outstanding on the date of original issue hereof and the date of its issuance and delivery to the original purchaser, does not exceed any constitutional, charter or statutory limitation of indebtedness.

IN WITNESS WHEREOF, the City of West St. Paul, Dakota County, Minnesota, by its City Council has caused this Bond to be executed on its behalf by the facsimile signatures of its Mayor and its Manager, the corporate seal of the Issuer having been intentionally omitted as permitted by law.

Date of Registration: Registrable by: BOND TRUST SERVICES CORPORATION

Payable at: BOND TRUST SERVICES CORPORATION

BOND REGISTRAR'S CITY OF WEST ST. PAUL, CERTIFICATE OF DAKOTA COUNTY, MINNESOTA AUTHENTICATION

This Bond is one of the Bonds described in the Resolution David J. Napier, Mayor mentioned within.

BOND TRUST SERVICES CORPORATION Roseville, Minnesota Bond Registrar Ryan Schroeder, City Manager

By: Authorized Signature

Resolution No. 19- Page 12 of 26

ABBREVIATIONS

The following abbreviations, when used in the inscription on the face of this Bond, shall be construed as though they were written out in full according to applicable laws or regulations:

TEN COM - as tenants in common TEN ENT - as tenants by the entireties JT TEN - as joint tenants with right of survivorship and not as tenants in common UTMA - ______as custodian for ______(Cust) (Minor) under the ______Uniform Transfers to Minors Act (State)

Additional abbreviations may also be used though not in the above list.

______

ASSIGNMENT

For value received, the undersigned hereby sells, assigns and transfers unto ______the within Bond and does hereby irrevocably constitute and appoint ______attorney to transfer the Bond on the books kept for the registration thereof, with full power of substitution in the premises.

Dated:______Notice: The assignor's signature to this assignment must correspond with the name as it appears upon the face of the within Bond in every particular, without alteration or any change whatever. Signature Guaranteed:

______

Signature(s) must be guaranteed by a national bank or trust company or by a brokerage firm having a membership in one of the major stock exchanges or any other "Eligible Guarantor Institution" as defined in 17 CFR 240.17 Ad-15(a)(2).

The Bond Registrar will not effect transfer of this Bond unless the information concerning the transferee requested below is provided.

Name and Address: ______

______

______(Include information for all joint owners if the Bond is held by joint account.)

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8. Execution. The Bonds shall be in typewritten form, shall be executed on behalf of the City by the signatures of its Mayor and Manager and be sealed with the seal of the City; provided, as permitted by law, both signatures may be photocopied facsimiles and the corporate seal has been omitted. In the event of disability or resignation or other absence of either officer, the Bonds may be signed by the manual or facsimile signature of the officer who may act on behalf of the absent or disabled officer. In case either officer whose signature or facsimile of whose signature shall appear on the Bonds shall cease to be such officer before the delivery of the Bonds, the signature or facsimile shall nevertheless be valid and sufficient for all purposes, the same as if the officer had remained in office until delivery.

9. Authentication. No Bond shall be valid or obligatory for any purpose or be entitled to any security or benefit under this resolution unless a Certificate of Authentication on such Bond, substantially in the form hereinabove set forth, shall have been duly executed by an authorized representative of the Bond Registrar. Certificates of Authentication on different Bonds need not be signed by the same person. The Bond Registrar shall authenticate the signatures of officers of the City on each Bond by execution of the Certificate of Authentication on the Bond and by inserting as the date of registration in the space provided the date on which the Bond is authenticated, except that for purposes of delivering the original Bonds to the Purchaser, the Bond Registrar shall insert as a date of registration the date of original issue of September 17, 2019. The Certificate of Authentication so executed on each Bond shall be conclusive evidence that it has been authenticated and delivered under this resolution.

10. Registration; Transfer; Exchange. The City will cause to be kept at the principal office of the Bond Registrar a bond register in which, subject to such reasonable regulations as the Bond Registrar may prescribe, the Bond Registrar shall provide for the registration of Bonds and the registration of transfers of Bonds entitled to be registered or transferred as herein provided.

Upon surrender for transfer of any Bond at the principal office of the Bond Registrar, the City shall execute (if necessary), and the Bond Registrar shall authenticate, insert the date of registration (as provided in paragraph 9) of, and deliver, in the name of the designated transferee or transferees, one or more new Bonds of any Authorized Denomination or Denominations of a like aggregate principal amount, having the same stated maturity and interest rate, as requested by the transferor; provided, however, that no Bond may be registered in blank or in the name of "bearer" or similar designation.

At the option of the Holder, Bonds may be exchanged for Bonds of any Authorized Denomination or Denominations of a like aggregate principal amount and stated maturity, upon surrender of the Bonds to be exchanged at the office of the Bond Registrar. Whenever any Bonds are so surrendered for exchange, the City shall execute (if necessary), and the Bond Registrar shall authenticate, insert the date of registration of, and deliver the Bonds which the Holder making the exchange is entitled to receive.

All Bonds surrendered upon any exchange or transfer provided for in this resolution shall be promptly canceled by the Bond Registrar and thereafter disposed of as directed by the City.

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All Bonds delivered in exchange for or upon transfer of Bonds shall be valid general obligations of the City evidencing the same debt, and entitled to the same benefits under this resolution, as the Bonds surrendered for such exchange or transfer.

Every Bond presented or surrendered for transfer or exchange shall be duly endorsed or be accompanied by a written instrument of transfer, in form satisfactory to the Bond Registrar, duly executed by the Holder thereof or the Holder's attorney duly authorized in writing.

The Bond Registrar may require payment of a sum sufficient to cover any tax or other governmental charge payable in connection with the transfer or exchange of any Bond and any legal or unusual costs regarding transfers and lost Bonds.

Transfers shall also be subject to reasonable regulations of the City contained in any agreement with the Bond Registrar, including regulations which permit the Bond Registrar to close its transfer books between record dates and payment dates. The Finance Director is hereby authorized to negotiate and execute the terms of said agreement.

11. Rights Upon Transfer or Exchange. Each Bond delivered upon transfer of or in exchange for or in lieu of any other Bond shall carry all the rights to interest accrued and unpaid, and to accrue, which were carried by such other Bond.

12. Interest Payment; Record Date. Interest on any Bond shall be paid on each Interest Payment Date by check or draft mailed to the person in whose name the Bond is registered (the "Holder") on the registration books of the City maintained by the Bond Registrar and at the address appearing thereon at the close of business on the fifteenth day of the calendar month next preceding such Interest Payment Date (the "Regular Record Date"). Any such interest not so timely paid shall cease to be payable to the person who is the Holder thereof as of the Regular Record Date, and shall be payable to the person who is the Holder thereof at the close of business on a date (the "Special Record Date") fixed by the Bond Registrar whenever money becomes available for payment of the defaulted interest. Notice of the Special Record Date shall be given by the Bond Registrar to the Holders not less than ten days prior to the Special Record Date.

13. Treatment of Registered Owner. The City and Bond Registrar may treat the person in whose name any Bond is registered as the owner of such Bond for the purpose of receiving payment of principal of and premium, if any, and interest (subject to the payment provisions in paragraph 12) on, such Bond and for all other purposes whatsoever whether or not such Bond shall be overdue, and neither the City nor the Bond Registrar shall be affected by notice to the contrary.

14. Delivery; Application of Proceeds. The Bonds when so prepared and executed shall be delivered by the Finance Director to the Purchaser upon receipt of the purchase price, and the Purchaser shall not be obliged to see to the proper application thereof.

15. Fund and Accounts. There is hereby established a special fund to be designated "General Obligation Bonds, Series 2019A Fund" (the "Fund") to be administered and maintained by the Finance Director as a bookkeeping account separate and apart from all other funds maintained in the official financial records of the City. The Fund shall be maintained in the manner herein specified until all of the Bonds and the interest thereon have been fully paid. The Operation

Resolution No. 19- Page 15 of 26

and Maintenance Account heretofore established by the City for the Sanitary Sewer System shall continue to be maintained in the manner heretofore provided by the City. All moneys for the Sanitary Sewer System remaining after paying or providing for the items set forth in the resolution establishing the Operation and Maintenance Account shall constitute or are referred to as "net revenues" until the Sewer Portion of the Bonds have been paid. There shall be maintained in the Fund the following separate accounts to which shall be credited and debited all income and disbursements of the Sanitary Sewer System as hereinafter set forth. The Finance Director and all officials and employees concerned therewith shall establish and maintain financial records of the receipts and disbursements of the Sanitary Sewer System in accordance with this resolution. In such records there shall be established accounts or accounts shall continue to be maintained as the case may be, of the Fund for the purposes and in the amounts as follows

(a) Construction Account. To the Construction Account there shall be credited the proceeds of the sale of the Bonds, less any amount paid for the Bonds in excess of the minimum bid, plus any special assessments levied with respect to the Improvements and collected prior to completion of the Improvements and payment of the costs thereof. From the Construction Account there shall be paid all costs and expenses of making the Improvements listed in paragraph 16 and all costs and expenses of the Sewer Improvements, including the cost of any construction contracts heretofore let and all other costs incurred and to be incurred of the kind authorized in Minnesota Statutes, Section 475.65. Moneys in the Construction Account shall be used for no other purpose except as otherwise provided by law; provided that the proceeds of the Bonds may also be used to the extent necessary to pay interest on the Bonds due prior to the anticipated date of commencement of the collection of taxes, special assessments or net revenues herein levied or covenanted to be levied; and provided further that if upon completion of the Improvements there shall remain any unexpended balance in the Construction Account, the balance (other than any special assessments) shall be transferred by the Council to the Debt Service Account, or in the case of any balance attributable to the Improvement Portion of the Bonds, the fund of any other improvement instituted pursuant to Minnesota Statutes, Chapter 429, and provided further that any special assessments credited to the Construction Account shall only be applied towards payment of the costs of the Improvements upon adoption of a resolution by the City Council determining that the application of the special assessments for such purpose will not cause the City to no longer be in compliance with Minnesota Statutes, Section 475.61, Subdivision 1.

(b) Debt Service Account. There shall be maintained three separate subaccounts in the Debt Service Account to be designated the "Improvement Debt Service Subaccount", the "Tax Abatement Debt Service Subaccount" and the "Sewer Improvements Debt Service Subaccount". There are hereby irrevocably appropriated and pledged to, and there shall be credited to the separate subaccounts of the Debt Service Account:

(i) Improvement Debt Service Subaccount. To the Improvement Debt Service Subaccount there shall be credited: (A) all collections of special assessments herein covenanted to be levied with respect to the Improvements and either initially credited to the Construction Account and not already spent as permitted above and required to pay any principal and interest due on the Improvement Portion of the Bonds or collected subsequent to the completion of the Improvements and payment of the costs thereof; (B) a pro rata share of all funds paid for the Improvement Portion of the Bonds in excess of the minimum bid; (C) collections of all taxes herein and hereinafter levied for the payment of the Improvement Portion of the Bonds

Resolution No. 19- Page 16 of 26

and interest thereon; (D) a pro rata share of all funds remaining in the Construction Account after completion of the Improvements and payment of the costs thereof; (E) all investment earnings on funds held in the Improvement Debt Service Subaccount; and (F) any and all other moneys which are properly available and are appropriated by the governing body of the City to the Improvement Debt Service Subaccount. The Improvement Debt Service Subaccount shall be used solely to pay the principal and interest and any premium for redemption of the Improvement Portion of the Bonds and any other general obligation bonds of the City hereafter issued by the City and made payable from said subaccount as provided by law.

(ii) Tax Abatement Debt Service Subaccount. To the Tax Abatement Debt Service Subaccount there shall be credited: (A) Tax Abatements in an amount sufficient, to pay the annual principal payments on the Tax Abatement Portion of the Bonds; (B) a pro rata share of all funds paid for the Tax Abatement Portion of the Bonds in excess of the minimum bid; (C) collections of all taxes hereinafter levied for the payment of the Tax Abatement Portion of the Bonds and interest thereon; (D) a pro rata share of all funds remaining in the Construction Account after completion of the Project and payment of the costs thereof; (E) all investment earnings on funds held in the Tax Abatement Debt Service Subaccount; and (F) any and all other moneys which are properly available and are appropriated by the governing body of the City to the Tax Abatement Debt Service Subaccount. The Tax Abatement Debt Service Subaccount shall be used solely to pay the principal and interest and any premium for redemption of the Tax Abatement Portion of the Bonds and any other general obligation bonds of the City hereafter issued by the City and made payable from said subaccount as provided by law.

(iii) Sewer Improvements Debt Service Subaccount. To the Sewer Improvements Debt Service Subaccount there shall be credited: (A) the net revenues of the Sanitary Sewer System not otherwise pledged and applied to the payment of other obligations of the City, in an amount, together with other funds which may herein or hereafter from time to time be irrevocably appropriated to the Sewer Improvements Debt Service Subaccount, sufficient to meet the requirements of Minnesota Statutes, Section 475.61 for the payment of the principal and interest of the Sewer Portion of the Bonds; (B) a pro rata share of all funds paid for the Sewer Improvements Portion of the Bonds in excess of the minimum bid; (C) any collections of all taxes which may hereafter be levied in the event that the net revenues of the Sanitary Sewer System and other funds herein pledged to the payment of the principal and interest on the Sewer Portion of the Bonds are insufficient therefore; (D) a pro rata share of all funds remaining in the Construction Account after completion of the Project and payment of the costs thereof; (E) all investment earnings on funds held in the Sewer Improvements Debt Service Subaccount; and (F) any and all other moneys which are properly available and are appropriated by the governing body of the City to the Sewer Improvements Debt Service Subaccount. The Sewer Improvements Debt Service Subaccount shall be used solely to pay the principal and interest and any premium for redemption of the Sewer Portion of the Bonds and any other general obligation bonds of the City hereafter issued by the City and made payable from said subaccount as provided by law.

No portion of the proceeds of the Bonds shall be used directly or indirectly to acquire higher yielding investments or to replace funds which were used directly or indirectly to acquire higher yielding investments, except (1) for a reasonable temporary period until such proceeds are needed for the purpose for which the Bonds were issued and (2) in addition to the above in an amount not greater than the lesser of five percent of the proceeds of the Bonds or $100,000. To this effect,

Resolution No. 19- Page 17 of 26

any proceeds of the Bonds and any sums from time to time held in the Construction Account, Operation and Maintenance Account or Debt Service Account (or any other City account which will be used to pay principal or interest to become due on the bonds payable therefrom) in excess of amounts which under then applicable federal arbitrage regulations may be invested without regard to yield shall not be invested at a yield in excess of the applicable yield restrictions imposed by said arbitrage regulations on such investments after taking into account any applicable "temporary periods" or "minor portion" made available under the federal arbitrage regulations. Money in the Fund shall not be invested in obligations or deposits issued by, guaranteed by or insured by the United States or any agency or instrumentality thereof if and to the extent that such investment would cause the Bonds to be "federally guaranteed" within the meaning of Section 149(b) of the Internal Revenue Code of 1986, as amended (the "Code").

16. Covenants Relating to the Improvement Portion of the Bonds.

(a) Special Assessments. It is hereby determined that no less than twenty percent of the cost to the City of each Improvement financed hereunder within the meaning of Minnesota Statutes, Section 475.58, Subdivision 1(3), shall be paid by special assessments to be levied against every assessable lot, piece and parcel of land benefited by any of the Improvements. The City hereby covenants and agrees that it will let all construction contracts not heretofore let within one year after ordering each Improvement financed hereunder unless the resolution ordering the Improvement specifies a different time limit for the letting of construction contracts. The City hereby further covenants and agrees that it will do and perform as soon as they may be done all acts and things necessary for the final and valid levy of such special assessments, and in the event that any such assessment be at any time held invalid with respect to any lot, piece or parcel of land due to any error, defect, or irregularity in any action or proceedings taken or to be taken by the City or the City Council or any of the City officers or employees, either in the making of the assessments or in the performance of any condition precedent thereto, the City and the City Council will forthwith do all further acts and take all further proceedings as may be required by law to make the assessments a valid and binding lien upon such property. It is hereby determined that the assessments shall be payable in equal, consecutive, annual installments, with general taxes for the years shown below and with interest on the declining balance of all such assessments at a rate per annum not greater than the maximum permitted by law and not less than the rates per annum shown opposite their collection years specified:

Levy Collection Improvement Designation Amount Years Years Rate

See Attached Schedule in Exhibit B

At the time the assessments are in fact levied the City Council shall, based on the then-current estimated collections of the assessments, make any adjustments in any ad valorem taxes required to be levied in order to assure that the City continues to be in compliance with Minnesota Statutes, Section 475.61, Subdivision 1.

(b) Tax Levy. To provide moneys for payment of the principal and interest on the Improvement Portion of the Bonds there is hereby levied upon all of the taxable property in

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the City a direct annual ad valorem tax which shall be spread upon the tax rolls and collected with and as part of other general property taxes in the City for the years and in the amounts as follows:

Year of Tax Year of Tax Levy Collection Amount

See Attached Schedule in Exhibit B

(c) Coverage Test. The tax levies are such that if collected in full they, together with estimated collections of special assessments and other revenues herein pledged for the payment of the Improvement Portion of the Bonds, will produce at least five percent (5%) in excess of the amount needed to meet when due the principal and interest payments on the Improvement Portion of the Bonds. The tax levies shall be irrepealable so long as any of the Improvement Portion of the Bonds are outstanding and unpaid, provided that the City reserves the right and power to reduce the levies in the manner and to the extent permitted by Minnesota Statutes, Section 475.61, Subdivision 3.

17. Covenants Relating to the Tax Abatement Portion of the Bonds.

(a) Tax Abatements; Use of Tax Abatements. The Council has adopted the Abatement Resolution and has thereby approved the Tax Abatements, including the pledge thereof to the payment of principal on the Tax Abatement Portion of the Bonds. As provided in the Abatement Resolution, the estimated total amount of the Tax Abatements, if received as estimated for the full maximum term thereof, is $1,385,000 and therefore the principal amount of the Tax Abatement Portion of the Bonds does not exceed the maximum projected amount of the Tax Abatements. The Council hereby confirms the Abatement Resolution, which is hereby incorporated as though set forth herein.

(b) Tax Levy; Coverage Test. To provide funds, together with the Tax Abatements for payment of the interest on the Tax Abatement Portion of the Bonds, there is hereby levied upon all of the taxable property in the City a direct annual ad valorem tax which shall be spread upon the tax rolls and collected with and as part of other general property taxes in the City for the years and in the amounts as follows:

Levy Years Collection Years Amount

See Attached Schedule in Exhibit B

The tax levies are such that if collected in full they, together with estimated collections of Tax Abatements, will produce at least five percent in excess of the amount needed to meet when due the principal and interest payments on the Tax Abatement Portion of the Bonds. The tax levies shall be irrepealable so long as any of the Tax Abatement Portion of the Bonds are outstanding and unpaid, provided that the City reserves the right and power to reduce the levies in the manner and to the extent permitted by Minnesota Statutes, Section 475.61, Subdivision 3.

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18. Covenants Relating to the Sewer Portion of the Bonds.

(a) Sufficiency of Net Revenues. It is hereby found, determined and declared that the net revenues of the Sanitary Sewer System are sufficient in amount to pay when due the principal of and interest on the Sewer Portion of the Bonds and the Outstanding Sanitary Sewer Bonds and a sum at least five percent in excess thereof. It is hereby found, determined and declared that the net revenues of the System are sufficient in an amount to pay when due the principal and interest on the Outstanding System Bonds and a sum at least five percent in excess thereof. The net revenues of the Sanitary Sewer System are hereby pledged on a parity lien with the Outstanding Sanitary Sewer Bonds and the Outstanding System Bonds and shall be applied for that purpose, but solely to the extent required to meet, together with other pledged sums, the principal and interest requirements of the Sewer Portion of the Bonds as the same become due. Nothing contained herein shall be deemed to preclude the City from making further pledges and appropriations of the net revenues of the Sanitary Sewer System for the payment of other or additional obligations of the City, provided that it has first been determined by the City Council that the estimated net revenues of the Sanitary Sewer System will be sufficient in addition to all other sources, for the payment of the Sewer Portion of the Bonds and such additional obligations and any such pledge and appropriation of the net revenues may be made superior or subordinate to, or on a parity with the pledge and appropriation herein.

(b) Excess Net Revenues. Net revenues in excess of those required for the foregoing may be used for any proper purpose.

(c) Covenant to Maintain Rates and Charges. In accordance with Minnesota Statutes, Section 444.075, the City hereby covenants and agrees with the Holders of the Sewer Portion of the Bonds that it will impose and collect charges for the service, use, availability and connection to the Sanitary Sewer System at the times and in the amounts required to produce net revenues adequate to pay all principal and interest when due on the Sewer Portion of the Bonds. Minnesota Statutes, Section 444.075, Subdivision 2, provides as follows: "Real estate tax revenues should be used only, and then on a temporary basis, to pay general or special obligations when the other revenues are insufficient to meet the obligations."

19. General Obligation Pledge. For the prompt and full payment of the principal and interest on the Bonds, as the same respectively become due, the full faith, credit and taxing powers of the City shall be and are hereby irrevocably pledged. If the balance in the Debt Service Account is ever insufficient to pay all principal and interest then due on the Bonds and any other bonds payable therefrom, the deficiency shall be promptly paid out of any other funds of the City which are available for such purpose, and such other funds may be reimbursed with or without interest from the Debt Service Account when a sufficient balance is available therein.

20. Continuing Disclosure. The City is the sole obligated person with respect to the Bonds. The City hereby agrees, in accordance with the provisions of Rule 15c2-12 (the "Rule"), promulgated by the Securities and Exchange Commission (the "Commission") pursuant to the Securities Exchange Act of 1934, as amended, and a Continuing Disclosure Undertaking (the "Undertaking") hereinafter described to:

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(a) Provide or cause to be provided to the Municipal Securities Rulemaking Board (the "MSRB") by filing at www.emma.msrb.org in accordance with the Rule, certain annual financial information and operating data in accordance with the Undertaking. The City reserves the right to modify from time to time the terms of the Undertaking as provided therein.

(b) Provide or cause to be provided to the MSRB notice of the occurrence of certain events with respect to the Bonds in not more than ten (10 ) business days after the occurrence of the event, in accordance with the Undertaking.

(c) Provide or cause to be provided to the MSRB notice of a failure by the City to provide the annual financial information with respect to the City described in the Undertaking, in not more than ten (10) business days following such occurrence.

(d) The City agrees that its covenants pursuant to the Rule set forth in this paragraph and in the Undertaking is intended to be for the benefit of the Holders of the Bonds and shall be enforceable on behalf of such Holders; provided that the right to enforce the provisions of these covenants shall be limited to a right to obtain specific enforcement of the City's obligations under the covenants.

The Mayor and Manager or any other officer of the City authorized to act in their place (the "Officers") are hereby authorized and directed to execute on behalf of the City the Undertaking in substantially the form presented to the City Council subject to such modifications thereof or additions thereto as are (i) consistent with the requirements under the Rule, (ii) required by the Purchaser of the Bonds, and (iii) acceptable to the Officers

21. Defeasance. When all Bonds have been discharged as provided in this paragraph, all pledges, covenants and other rights granted by this resolution to the registered holders of the Bonds shall, to the extent permitted by law, cease. The City may discharge its obligations with respect to any Bonds which are due on any date by irrevocably depositing with the Bond Registrar on or before that date a sum sufficient for the payment thereof in full; or if any Bond should not be paid when due, it may nevertheless be discharged by depositing with the Bond Registrar a sum sufficient for the payment thereof in full with interest accrued to the date of such deposit. The City may also discharge its obligations with respect to any prepayable Bonds called for redemption on any date when they are prepayable according to their terms, by depositing with the Bond Registrar on or before that date a sum sufficient for the payment thereof in full, provided that notice of redemption thereof has been duly given. The City may also at any time discharge its obligations with respect to any Bonds, subject to the provisions of law now or hereafter authorizing and regulating such action, by depositing irrevocably in escrow, with a suitable banking institution qualified by law as an escrow agent for this purpose, cash or securities described in Minnesota Statutes, Section 475.67, Subdivision 8, bearing interest payable at such times and at such rates and maturing on such dates as shall be required, without regard to sale and/or reinvestment, to pay all amounts to become due thereon to maturity or, if notice of redemption as herein required has been duly provided for, to such earlier redemption date.

22. Compliance With Reimbursement Bond Regulations. The provisions of this paragraph are intended to establish and provide for the City's compliance with United States Treasury Regulations Section 1.150-2 (the "Reimbursement Regulations") applicable to the

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"reimbursement proceeds" of the Bonds, being those portions thereof which will be used by the City to reimburse itself for any expenditure which the City paid or will have paid prior to the Closing Date (a "Reimbursement Expenditure").

The City hereby certifies and/or covenants as follows:

(a) Not later than sixty days after the date of payment of a Reimbursement Expenditure, the City (or person designated to do so on behalf of the City) has made or will have made a written declaration of the City's official intent (a "Declaration") which effectively (i) states the City's reasonable expectation to reimburse itself for the payment of the Reimbursement Expenditure out of the proceeds of a subsequent borrowing; (ii) gives a general and functional description of the property, project or program to which the Declaration relates and for which the Reimbursement Expenditure is paid, or identifies a specific fund or account of the City and the general functional purpose thereof from which the Reimbursement Expenditure was to be paid (collectively the "Project"); and (iii) states the maximum principal amount of debt expected to be issued by the City for the purpose of financing the Project; provided, however, that no such Declaration shall necessarily have been made with respect to: (i) "preliminary expenditures" for the Project, defined in the Reimbursement Regulations to include engineering or architectural, surveying and soil testing expenses and similar prefatory costs, which in the aggregate do not exceed twenty percent of the "issue price" of the Bonds, and (ii) a de minimis amount of Reimbursement Expenditures not in excess of the lesser of $100,000 or five percent of the proceeds of the Bonds.

(b) Each Reimbursement Expenditure is a capital expenditure or a cost of issuance of the Bonds or any of the other types of expenditures described in Section 1.150-2(d)(3) of the Reimbursement Regulations.

(c) The "reimbursement allocation" described in the Reimbursement Regulations for each Reimbursement Expenditure shall and will be made forthwith following (but not prior to) the issuance of the Bonds and in all events within the period ending on the date which is the later of three years after payment of the Reimbursement Expenditure or one year after the date on which the Project to which the Reimbursement Expenditure relates is first placed in service.

(d) Each such reimbursement allocation will be made in a writing that evidences the City's use of Bond proceeds to reimburse the Reimbursement Expenditure and, if made within 30 days after the Bonds are issued, shall be treated as made on the day the Bonds are issued.

Provided, however, that the City may take action contrary to any of the foregoing covenants in this paragraph upon receipt of an opinion of its Bond Counsel for the Bonds stating in effect that such action will not impair the tax-exempt status of the Bonds.

23. Certificate of Registration. The Manager is hereby directed to file a certified copy of this resolution with the County Auditor of Dakota County, Minnesota, together with such other information as the Auditor shall require, and to obtain the County Auditor's certificate that the Bonds have been entered in the County Auditor's Bond Register and the tax levy required by law has been made.

Resolution No. 19- Page 22 of 26

24. Records and Certificates. The officers of the City are hereby authorized and directed to prepare and furnish to the Purchaser, and to the attorneys approving the legality of the issuance of the Bonds, certified copies of all proceedings and records of the City relating to the Bonds and to the financial condition and affairs of the City, and such other affidavits, certificates and information as are required to show the facts relating to the legality and marketability of the Bonds as the same appear from the books and records under their custody and control or as otherwise known to them, and all such certified copies, certificates and affidavits, including any heretofore furnished, shall be deemed representations of the City as to the facts recited therein.

25. Negative Covenant as to Use of Bond Proceeds and Project. The City hereby covenants not to use the proceeds of the Bonds or to use the Project, or to cause or permit them to be used, or to enter into any deferred payment arrangements for the cost of the Project, in such a manner as to cause the Bonds to be "private activity bonds" within the meaning of Sections 103 and 141 through 150 of the Code.

26. Tax-Exempt Status of the Bond; Rebate. The City shall comply with requirements necessary under the Code to establish and maintain the exclusion from gross income under Section 103 of the Code of the interest on the Bonds, including without limitation (i) requirements relating to temporary periods for investments, (ii) limitations on amounts invested at a yield greater than the yield on the Bonds, and (iii) the rebate of excess investment earnings to the United States. The City expects to satisfy the 18-month expenditure exemption for gross proceeds of the Bonds as provided in Section 1.148-7(d) of the Regulations. The Mayor and/or the Manager and/or Finance Director are hereby authorized and directed to make such elections as to arbitrage and rebate matters relating to the Bonds as they deem necessary, appropriate or desirable in connection with the Bonds, and all such elections shall be, and shall be deemed and treated as, elections of the City.

27. Designation of Qualified Tax-Exempt Obligations. In order to qualify the Bonds as "qualified tax-exempt obligations" within the meaning of Section 265(b)(3) of the Code, the City hereby makes the following factual statements and representations:

(a) the Bonds are issued after August 7, 1986;

(b) the Bonds are not "private activity bonds" as defined in Section 141 of the Code;

(c) the City hereby designates the Bonds as "qualified tax-exempt obligations" for purposes of Section 265(b)(3) of the Code;

(d) the reasonably anticipated amount of tax-exempt obligations (other than private activity bonds, treating qualified 501(c)(3) bonds as not being private activity bonds) which will be issued by the City (and all entities treated as one issuer with the City, and all subordinate entities whose obligations are treated as issued by the City) during this calendar year 2019 will not exceed $10,000,000;

(e) not more than $10,000,000 of obligations issued by the City during this calendar year 2019 have been designated for purposes of Section 265(b)(3) of the Code;

Resolution No. 19- Page 23 of 26

(f) the aggregate face amount of the Bonds does not exceed $10,000,000.

The City shall use its best efforts to comply with any federal procedural requirements which may apply in order to effectuate the designation made by this paragraph.

28. Severability. If any section, paragraph or provision of this resolution shall be held to be invalid or unenforceable for any reason, the invalidity or unenforceability of such section, paragraph or provision shall not affect any of the remaining provisions of this resolution

29. Official Statement. The Official Statement relating to the Bonds prepared and distributed by Ehlers is hereby approved and the officers of the City are authorized in connection with the delivery of the Bonds to sign such certificates as may be necessary with respect to the completeness and accuracy of the Official Statement.

30. Payment of Issuance Expenses. The City authorizes the Purchaser to forward the amount of Bond proceeds allocable to the payment of issuance expenses to Old National Bank, Chaska, Minnesota, on the closing date for further distribution as directed by Ehlers.

31. Headings. Headings in this resolution are included for convenience of reference only and are not a part hereof, and shall not limit or define the meaning of any provision hereof.

Adopted by the City Council of the City of West St. Paul, Minnesota, this 26th day of August 2019.

Attest:

David J. Napier, Mayor Shirley R Buecksler, City Clerk

Resolution No. 19- Page 24 of 26

CERTIFICATION

STATE OF MINNESOTA ) COUNTY OF DAKOTA ) ss. CITY OF WEST ST. PAUL )

I, the undersigned, being the duly qualified City Clerk of the City of West St. Paul, Minnesota, do hereby certify that I have compared the attached and foregoing extract of minutes with the original thereof on file in my office, and that the same is a full, true and complete transcript of the minutes of a meeting of the City Council, duly called and held on the date therein indicated, insofar as such minutes relate to authorizing the issuance and awarding the sale of $6,530,000 General Obligation Bonds, Series 2019A.

______Date Shirley R Buecksler City Clerk

(Seal)

EXHIBIT A

PROPOSALS

[To be supplied by Ehlers & Associates, Inc.]

A-1

11937604v1

EXHIBIT B

SCHEDULES

[To be supplied by Ehlers & Associates, Inc.]

B-1

11937604v1