Floor Agenda

AGENDA LITTLE CANADA CITY COUNCIL WEDNESDAY, MAY 23, 2018

CALL TO ORDER – Workshop Meeting – 6:00 p.m. Roll Call 1. Review Redevelopment & Determine Next Steps 2. Discuss Objectives of a Downtown Area Adjourn

CALL TO ORDER – Regular Meeting – 7:30 p.m. Roll Call Approval of Minutes May 9, 2018 Workshop May 9, 2018 Council Meeting May 9, 2018 Closed Session Announcements

PUBLIC HEARINGS 1. Easement Vacation at 2320 Preserve Trail & 475 Viking Drive East Applicant: Steve Brausen Address: 2320 Preserve Trail

2. Conditional Use Permit for a Massage Therapy Business at 100 County Road C West Applicant: Jordan Smith & Colleen Zamyslowski Address: Coon Rapids, MN

3. Conditional Use Permit for a Garage over 1,000 Square Feet Applicant: Nick Schwalbach Address: 2912 Vanderbie Street

CONSENT AGENDA 4. Approval of the Vouchers 5. Approve a Temporary Liquor License for Think Small on June 23, 2018 6. Approve a Temporary Liquor License for Little Canada Recreation Association, August 2-5, 2018 7. Approve a Temporary Liquor License for Little Canada Canadian Days, Inc., August 3-5, 2018 8. Approve an Off-Site Gambling License for Little Canada Canadian Days, Inc., August 3-5, 2018 9. Approve Purchase of Cameras at Spooner Park Upper Shelter 10. Approve 2016 Improvement Project Sod Reimbursement for 2434 Morrison Street 11. Approve the Renewal of Liquor and Tobacco Licenses for July 1, 2018 – June 30, 2019 12. Approve Assessment Payment for City-owned Parcel STAFF REPORTS 13. Approve New Massage Therapy Business License for Cloud Therapy Massage and Massage Therapist License for Colleen Zamyslowski 14. Review of Hoggsbreath Liquor License & Conditions 15. 3000 Labore Road Drainage Concerns 16. Q3 Contracting, Inc. Occupancy Agreement 17. Proposed Personnel Policy Amendments: Short Term Disability, PTO & Miscellaneous 18. Amend Resolution 2018-4-83 for the Interfund Loan in Connection with the Suite Living Little Canada Development 19. Survey Results from Old Fire Hall Improvements Committee

ADJOURN

AGENDA LITTLE CANADA CITY COUNCIL WEDNESDAY, MAY 23, 2018

CALL TO ORDER – Special Meeting – Immediately Following the Regular Council Meeting

Roll Call

1. Discuss City Administrator Transition Plan a. Review Executive Search Proposals (2 received, 1 pending) b. Interim Staffing Assignments c. Other

Adjourn

STAFF REPORT

TO: Mayor Keis and Members of the City Council

FROM: Joel Hanson, City Administrator

DATE: May 18, 2018

RE: Redevelopment Workshop

Pursuant to the attached Action Plan, I am preparing a report for your consideration at Wednesday’s workshop. The report will include a review of “Buy & Hold” versus “Buy When Needed” in relation to redevelopment property assembly. I will also be including some funding possibilities for redevelopment including close out TIF District Balances and other funds that could come in to play. Finally, we will be talking about “Creating a Downtown”. This topic may have already changed a bit given our decision involving 93 West Little Canada Road. However, we can still talk about the larger area and whether or not we want to contact other property owners regarding the availability of their sites for redevelopment. Finally, we should also review some possible future assembly sites depending on your interest continuing to utilize the “Buy & Hold” process.

I will have a more detailed report delivered to you by no later than noon on Tuesday. I apologize for the delay, but recent events have limited the time I have had available to work on this topic.

2018 Action Plan

REDEVELOPMENT Develop a plan for the use of the remaining balances in TIF Districts 2-1 & 3-2; Consider exploring proactive options for targeted redevelopment areas; Evaluate outcomes of past land purchases held for redevelopment versus buying land when a project is ready; Include targeted redevelopment as part of 2040 Comp Plan

Responsible Target Tasks Party Date

 Evaluate Outcomes of Past Land Purchases - Develop Listing of Past Purchases - Analyze Price Paid/Lost Property Taxes - Review Properties Purchased at time of Development - Comparison of Pre/Post Tax Base Staff May 18, 2018 - Discuss Site Availability - Resources/Financial Feasibility - Infrastructure Needs - Other

 Consider Proactive Options for Targeted Redevelopment - Prepare Report on Possible Redevelopment Areas Staff May 18, 2018 With Opportunities/Issues Analysis

 Prepare Report on Options for Use of Remaining TIF Balances - Balance From TIF 2-1 - Balance From TIF 3-2 Staff/Ehlers May 18, 2018 - Balance From TIF 3-3 (Housing District) - Resources from Suite Living Project

 Conduct Workshop To Review Reports & Determine Next Steps (Coordinate with Downtown Discussion) City Council May 23, 2018

2018 Action Plan

Develop Plan to Create a Little Canada Downtown

Responsible Target Tasks Party Date

 Conduct Workshop to Discuss Objectives of Downtown Area (Note: Coordination with other Redevelopment Action Plan May be Advisable) - Features/Amenities - Complimentary Development - Location/Size - Availability City Council/Staff May 23, 2018 - Resources/Financial Feasibility - Infrastructure Needs - Other

 Determine Next Steps City Council TBD

Memorandum

TO: Little Canada Mayor and City Council Members

FROM: Lee Elfering, City Engineer

DATE: May 18, 2018

RE: Drainage and Utility Easement Vacation

Attached to this memo are descriptions of drainage and utility easements, which run along both sides of the north, east, and west lot lines of 475 Viking Drive. These easements are the standard easements the City requires along all lot lines. The Property Owner has submitted a simple lot split that creates two new lots out of this parcel and a portion of 2320 Preserve Trail. With the new lot split the existing boundary of 475 Viking Drive will no longer exist and therefore the drainage and utility easements along these old lot lines will no longer be needed.

We would recommend that the City Council approve vacating the attached drainage and utility easements with the condition that the standard drainage and utility easements be granted along both sides of the lot lines created by the new lot split. If you have any questions or would like to discuss anything please feel free to call me at (763) 780-0450 Ext. 3.

Z:\PROJ\120000E - Little Canada General\2018\Memo-051818-CC (475 Easement Vacation).doc

10062 Flanders Court NE – Blaine, MN 55449 – (763) 780-0450 fax (763) 780-0452 Description of Drainage and Utility Easements to be vacated for Steven Brausen Source: Ramsey County Document No. 2847854

PROPERTY DESCRIPTION:

That part of the Southwest Quarter of Section 8, Township 29, Range 22, Ramsey County, Minnesota described as follows:

Beginning at a point on the northeasterly right-of-way line of trunk Highway Number 36 distant 1641.47 feet southeasterly of its intersection with the west line of said Southwest Quarter (bearing of the last named line being north and south); thence northwesterly on said right-of- way line 245 feet; thence North 11 degrees 17 minutes 30 seconds East a distance of 301.50 feet; thence South 77 degrees 52 minutes 00 seconds East 160.6 feet to a line running North 4 degrees 47 minutes 00 seconds West from the point of beginning; thence southeasterly on the last described line 304.94 feet to the point of beginning.

Which lies within the following description: Commencing at the above described point of beginning; thence Northwesterly on said right of way line 75 feet to the point of beginning of the parcel to be described; thence continuing Northwesterly along said right of way line 150 feet; thence North 11 degrees 17 minutes 30 seconds East distance of 125.75 feet; thence South 78 degrees 42 minutes 30 seconds East a distance of 115.34 feet; thence South 04 degrees 36 minutes 11 seconds East a distance of 126.35 feet more or less to the point of beginning.

D/U EASEMENT NO. 1

Permanent Easement for Utility and Drainage Purposes (to be vacated):

That part of the property described above that falls within the following easement description:

A 12.00 foot wide easement for drainage and utility purposes lying 6.00 foot on each side of the following described center line of the following described line:

Commencing at a point on the northeasterly right-of-way line of trunk Highway Number 36 distant 1641.47 feet Southeasterly of its intersection with the west line of said Southwest Quarter (bearing of the last named line being north and south); thence northwesterly on said right-of-way line 75 feet to a point hereinafter referred to as Point A; thence continuing Northwesterly along said right of way line 150 feet to the point of beginning of the center line to be described; thence North 11 degrees 17 minutes 30 seconds East a distance of 125.75 feet; thence South 78 degrees 42 minutes 30 seconds East a distance of 115.34 feet; thence South 4 degrees 36 minutes 11 seconds East a distance of 126.35 feet more or less to said Point A and said center line there terminating. D/U EASEMENT NO. 2

Permanent Easement for Utility and Drainage Purposes (to be vacated):

That part of the property described above that falls within the following easement description:

A 12.00 foot wide easement for drainage and utility purposes lying 6.00 feet on each side of the following described center line:

Commencing at a point on the northeasterly right-of-way line of trunk Highway Number 36 distant 1641.47 feet Southeasterly of its intersection with the west line of said Southwest Quarter (bearing of the last named line being north and south); thence northwesterly on said right-of-way line 225 feet; thence North 11 degrees 17 minutes 30 seconds East a distance of 125.75 feet; thence South 78 degrees 42 minutes 30 seconds East a distance of 115.34 feet to the point of beginning of the center line to be described; thence continuing South 78 degrees 42 minutes 30 seconds East on the Southeasterly extension of the last described line a distance of 20.00 feet and said centerline there terminating.

MAYOR John Keis

COUNCIL Rick Montour Michael McGraw Tom Fischer Christian Torkelson 515 Little Canada Road, Little Canada, MN 55117-1600 (651) 766-4029 / FAX: (651) 766-4048 ADMINISTRATOR www.ci.little-canada.mn.us Joel R. Hanson

CITY OF LITTLE CANADA NOTICE OF PUBLIC HEARING CONDITIONAL USE PERMIT FOR MASSAGE THERAPY AS A PRINCIPAL USE

PROPOSAL: A request for approval of a Conditional Use Permit for massage therapy as a principal use at 100 County Road C West. The property in question is zoned B-3, General Business.

APPLICANT PROPERTY OWNER Jordan Smith Gamer Holdings, LLC Cloud Therapy Massage 90 County Road C West, Suite 300 Coon Rapids, MN Little Canada, MN 55117

PROPERTY LOCATION: 100 County Road C West, Little Canada, MN 55117

PLANNING COMMISSION: The Little Canada Planning Commission will be reviewing this matter at its regular meeting scheduled for Thursday, May 10, 2018. The meeting begins at 7:30pm and will be held in the Council Chambers of the City Center located at 515 Little Canada Road in said City.

CITY COUNCIL: Notice is hereby given that a Public Hearing will be held by the City Council to review this request at their regular meeting to be held on Wednesday, May 23, 2018 at 7:30pm, or as soon thereafter as parties may be heard, in the Council Chambers of the City Center located at 515 Little Canada Road in said City.

All persons with reference to this matter will be heard during the Planning Commission meeting on Thursday, May 10, 2018 and the City Council meeting on Wednesday, May 23, 2018.

For any questions, please contact Jessica Jagoe, Associate Planner at 651-766-4046 or [email protected]

Joel Hanson City Administrator STAFF REPORT

TO: Little Canada Planning Commission

FROM: Jessica Jagoe, Associate Planner

DATE: May 2, 2018

RE: 100 County Road C West, Suite 202 – Conditional Use Permit Massage Therapy

Mr. Jordan Smith has applied for a Conditional Use Permit to operate a Massage Therapy Business out of the office building at 100 County Road C West, Suite 202. This property is zoned B-3, General Business which allows Massage Therapy by Conditional Use Permit as a principal or accessory use.

Mr. Smith, of Cloud Therapy Massage, is requesting approval of a CUP to allow massage therapy as a principal use. His business would be open seven days a week between 10 a.m. – 8 p.m. Along with massage therapy services, they will offer professional therapeutic services and sports massage therapy. Staff has verified that Mr. Smith and his fiancé, Colleen Zamyslowski will be the only two employees of Cloud Therapy Massage. Ms. Zamyslowski will be performing the massage services.

The lease agreement provided with the application indicates that Cloud Therapy Massage will be subleasing a 240 square foot office space on a month to month basis. The business is currently being conducted out of the home of Ms. Zamyslowski. Ms. Zamylowski will see on average of five to six clients a day, but up to a maximum of eight clients. Clients are seen by appointment only. They have three dedicated parking spaces that have been allocated by the Property Owner to this business. Staff believes this is reasonable with the location and description of business.

Analysis - In consideration of the permit request, the B-3, General Business ordinance states the following for consideration of the CUP provisions:

I. Massage Therapy as a principal or accessory use, provided that:

1. The business receives an appropriate license from the City of Little Canada, and complies with all the requirements of that license.

2. All therapists are licensed in accordance with the requirements of the Municipal Code.

3. The City reserves the right to review the conditional use permit at any time, and may add conditions deemed appropriate by the City Council to ensure compliance with the Comprehensive Plan, City Codes, and applicable regulations.

License Requirements – The Municipal Code under Section 2203.020 for Massage Therapy as a Principal Use indicates that no person, partnership, or corporation shall engage in a business, which has massage therapy as a principal use, without being licensed as provided in this Chapter. City code allows up to three licenses for massage therapy as a principal use within the City. Currently, there is only one massage therapy as a principal use license issued.

The following are additional licensing requirements for massage therapy as a principal use:

• The initial application for a license by a business shall be made by completing an application form provided by and containing such information as required by the City and by paying a one- time non-refundable initial application fee as established by City Council resolution.

• If the application for a license under this Chapter is granted, the fee above shall be the first year’s license fee. Thereafter, the license fee shall be as established by City Council resolution. A separate license shall be obtained for each place of business.

• A license for massage therapy business license as a principal use shall be reviewed annually. No license approved by the City grants the licensee a property right or entitlement to a license. The City Council may refuse to issue, refuse to renew, or may suspend or revoke a license for any reason, and the City will not incur liability for any damages including, but not limited to, direct, consequential, or incidental damages, deprivation of property, loss of income, loss of profits, or loss of livelihood.

• No person shall provide massage therapy as a principal use without being licensed individually as provided in Section 2202.040 of the Little Canada City Code. All persons licensed for massage therapy as a principal use shall be subject to the provisions of Sections 2202.030, 2202.050, 2202.060, and 2202.070 of the Little Canada City Code.

The City Clerk handles the licensing for Massage Therapy and will confirm that the applicant complies with all applicable licensing requirements within Sections 2202, Massage Therapy as an Accessory Use & Section 2203, Massage Therapy as a Principal Use. Approval of the Massage Therapy License will be on the City Council agenda for May 23, 2018.

Recommendation – The Zoning Ordinance contains a provision for allowing Massage Therapy in the B-3 District and the proposed use appears to meet the conditions for approval. City staff is not aware of any concerns for insufficient parking for this office building. The small scale business that Mr. Smith has proposed seems to be adequate for the site.

Staff recommends approval of a Conditional Use Permit for Massage Therapy as a Principal Use at 100 County Road C West, Suite 202 subject to the following conditions:

1) A site plan being submitted that shows the dedicated parking for tenant and their clients of 100 County Road C West. This site plan will need to be reviewed and approved by Planning Staff prior to the massage therapy license being issued.

2) A Massage Therapy License being issued. 3) Cloud Therapy Massage is limited to two employees. An amendment to the CUP will be required if the business needs to hire additional staff due to the need to review and ensure off-street parking requirements are being met for the office building.

MINUTES OF THE REGULAR MEETING PLANNING COMMISSION LITTLE CANADA, MINNESOTA

MAY 10, 2018

Pursuant to due call and notice thereof a regular meeting of the Planning Commission of Little Canada, Minnesota was held on the 10th day of May, 2018 in the Council Chambers of the City Center located at 515 Little Canada Road in said City.

Chair Bill Buesing called the meeting to order at 7:30 p.m. and the following members of the Planning Commission were present at roll call:

PLANNING COMMISSION: Mr. Bill Buesing Mr. Chris Kwapick Mr. Eric Thorson Ms. Dawn Kulousek Ms. Taelor Johnson Mr. Nick Sandell Mr. Nick Schwalbach

ALSO PRESENT: Mr. Steve Grittman, City Planner Ms. Jessica Jagoe, Assoc. Planner Mr. Kevin Helander, Cable TV

MINUTES The April 12, 2018 Planning Commission meeting minutes were approved as submitted.

CONDITIONAL USE The Associate Planner reported that Jordan Smith has applied for a PERMIT FOR A conditional use permit to operate a massage therapy business as a principal MASSAGE BUSINESS use in the office building at 100 County Road C West, Suite 202. She AT 100 COUNTY stated that this property is zoned B-3, General Business, which allows ROAD C WEST; massage therapy as a conditional use. She explained that the applicant APPLICANT: plans for the business to be open seven days a week from 10:00 a.m. to JORDAN SMITH & 8:00 p.m. and that he and his fiancé Colleen Zamyslowski will be the only COLLEEN employees of Cloud Therapy Massage. They will be subleasing a 240 ZAMYSLOWSKI, square foot office space, and Ms. Zamyslowski will see on average five to CLOUD THERAPY six clients a day, with a maximum of eight clients, all by appointment. MASSAGE The Associate Planner stated that three dedicated parking spaces have been allocated to this business by the property owner, and staff feels this is reasonable with the location and description of the business. She noted that the City Clerk handles the licensing for massage therapy and will confirm that all applicable license requirements are met. The massage therapy MINUTES PLANNING COMMISSION MAY 10, 2018

business and massage therapist licenses are scheduled on the May 23, 2018 City Council agenda. She stated that staff has no concerns and recommends approval of the conditional use permit subject to the following conditions:

- A site plan being submitted that shows the dedicated parking for tenant and their clients of 100 County Road C West. This site plan will need to be reviewed and approved by Planning Staff prior to the massage therapy license being issued. - A massage therapy license being issued. - Cloud Therapy Massage is limited to two employees. An amendment to the CUP will be required if the business needs to hire additional staff due to the need to review and ensure off-street parking requirements are being met for the office building.

There were no comments from the public.

Schwalbach recommended approving the Conditional Use Permit for Massage Therapy as a Principal Use at 100 County Road C West, Suite 202, subject to the conditions in the Planners report.

Motion seconded by Kwapick. Motion carried 7 – 0.

Following the motion, a resident of Little Canada in the audience did speak to his concern that the Planning Commission did not ask for public comment and voted without seeking any input from the public. He stated that there are too many Conditional Use Permits in Little Canada. The Associate Planner indicated that the Chair did ask if there were any questions or comments. The Associate Planner added that the public hearing is on May 23rd at the City Council meeting and the resident was encouraged to attend. Staff asked the resident if he would still like to share with the Planning Commission the concerns so his comments would be on record, but the resident declined.

CONDITIONAL USE The Associate Planner explained that Nick Schwalbach, property owner of PERMIT FOR A 2912 Vanderbie Street, has requested approval of a conditional use permit GARAGE OVER 1,000 to allow an attached garage of approximately 1,350 square feet on his SQUARE FEET AT property located at 2912 Vanderbie Street. The zoning code allows single 2912 VANDERBIE family properties to have an attached garage in excess of 1,000 square feet STREET; by conditional use permit. The Associate Planner explained that there is APPLICANT: NICK currently an attached garage that is 806 square feet, and the applicant is SCHWALBACH requesting to add between 468 and 544 square feet of additional attached garage space behind the primary two-car garage. She noted that the exact

- 2 - MAYOR John Keis

CITY OF LITTLE CANADA NOTICE OF PUBLIC HEARING CONDITIONAL USE PERMIT

PROPOSAL: A request for approval of a Conditional Use Permit for a garage over 1,000 square feet. The property owner is proposing to expand the existing 806 square foot garage to the rear, which would increase the size to approximately 1,300 square feet. The property in question is located at 2912 Vanderbie Street and zoned R-1, Single Family Residential.

APPLICANT & PROPERTY OWNER Nick Schwalbach 2912 Vanderbie Street Little Canada, MN 55117

PROPERTY LOCATION: 2912 Vanderbie Street, Little Canada, MN 55117

All persons with reference to this matter will be heard during the Planning Commission meeting on Thursday, May 10, 2018 and the City Council meeting on Wednesday, May 23, 2018.

For any questions, please contact Jessica Jagoe, Associate Planner at 651-766-4046 or [email protected]

STAFF REPORT

TO: Planning Commission Members

FROM: Jessica Jagoe, Associate Planner

DATE: May 3, 2018

RE: 2912 Vanderbie Street – Conditional Use Permit for Garage Area to exceed 1,000 square feet

Nick Schwalbach is requesting approval of a Conditional Use Permit (CUP) to allow an attached garage area of approximately up to 1,350 square feet in size on property located at 2912 Vanderbie Street. The zoning ordinance allows single family properties to have an attached garage in excess of 1,000 square feet by CUP. The property currently has 806 square feet of attached garage space. The applicant is requesting to add between 468 and 544 square feet of additional attached garage space located behind the primary two-car garage space. The exact depth of the garage is still undecided. Mr. Schwalbach has indicated the side yard setback will not change if the addition does increase slightly. The CUP as proposed is to allow up to 1,350 square feet to allow for some flexibility in the garage design. The applicant has indicated he plans to use the additional garage space for extra storage.

The subject site is zoned R-1, Single Family Residential, and measures approximately 27,000 square feet in size.

Requirements - Private garages are a permitted accessory use in the R-1 District. Under the Zoning Code 903.020.D.5, the following are allowed accessory structures for single family residential properties:

5. Subject to the other regulations in this Section, each single family lot shall be eligible for the following accessory structures:

a. Permitted Accessory Structures.

(1) One (1) garage structure, whether attached or detached;

(2) One (1) recreational accessory building of no more than one hundred sixty (160) square feet, and with no horizontal dimension of more than sixteen (16) feet in length or width as a permitted use. For the purposes of this ordinance, a recreational accessory structure shall be designed for temporary and seasonal occupancy, but shall not include permanent storage of materials. Examples of such structures shall include gazebos, detached porches, or similar buildings.

(3) One (1) garden shed, provided that: Such sheds shall be constructed of materials and colors similar and/or complementary to the principal building; shall not utilize either corrugated fiberglass or metal siding or roofing; shall be no higher than twelve (12) feet in height; shall be utilized solely for storage of materials and equipment accessory to residential dwellings; and shall not be utilized for shelter or accommodation for animals of any kind.

(4) One detached garage as a second garage on the property, under the following conditions:

(a) The other garage structure is an attached garage. (b) The proposed detached garage meets all of the conditions of Section 903.020.D.2 of this Ordinance. (c) The total of all garage and accessory structure space on the property does not exceed one thousand (1,000) square feet.

b. Conditional Use Permit. Beyond the limitations of Section 903.020.D.4. and 903.020.D.5 of this Ordinance, the construction of an additional garage structure, an additional accessory building, or an additional garden shed shall require the processing of a Conditional Use Permit subject to the provisions of Section 921 of this Ordinance. When a Conditional Use Permit is issued to exceed one thousand (1,000) square feet of garage and accessory building area, the parcel shall not be eligible for a detached garden shed as otherwise permitted by Section 903.020.D.5.a.(3) of this Ordinance. Any existing such sheds must be removed as a condition of the Conditional Use Permit.

Additionally, the following provision under 903.020.D.4 regulates that:

No accessory building or detached garage for a single family dwelling shall occupy more than twenty- five (25) percent of the area of the rear yard. The total floor area of a garage and other accessory buildings for a single family detached dwelling shall not exceed one thousand (1,000) square feet of floor area per lot, except by conditional use permit pursuant to Section 921 of this Ordinance. In no instance shall the total floor area of a garage and an accessory building for a single family dwelling exceed one thousand five hundred (1,500) square feet. No Conditional Use Permit shall be issued for detached accessory building or garage area of more than one thousand (1,000) square feet in which the accessory building and/or garage exceeds ten (10) percent of the rear yard.

Conditional Use Permit Evaluation Criteria: Section 921 of the Zoning Ordinance states that the Planning Commission and City Council shall consider possible adverse affects to the conditional use and judgment shall be based upon (but not limited to) the following factors:

1. The applicant shall demonstrate by clear and convincing evidence that the proposed action has been considered in relation to the specific policies and provisions of and has been found to be consistent with the official City Comprehensive Land Use Plan.

2. The applicant shall demonstrate by clear and convincing evidence that the proposed site is or will be compatible with present and future land uses of the area.

3. The applicant shall demonstrate by clear and convincing evidence that the proposed use conforms with all performance standards contained herein.

4. The applicant shall demonstrate by clear and convincing evidence that the proposed use will not tend to or actually depreciate the aggregate property values in the area in which the amendment or conditional use is proposed. 5. The applicant shall demonstrate by clear and convincing evidence that the proposed use can be accommodated with existing public services and will not overburden the City's service capacity.

6. The applicant shall demonstrate by clear and convincing evidence that the development of the conditional use shall reflect the architectural character of the conforming buildings in the surrounding area in regard to the following:

a. Proportion, scale and roof line; b. Architectural style; and c. Exterior finish materials.

Analysis - Setbacks: The Ordinance requires over-sized accessory structures to be set back not less than 10 feet from side lot lines and 30 feet from the rear lot line. The proposed attached garage addition is located behind the existing garage on southeast side of the property. The site plan submitted shows a setback of 14 feet on the side (south) lot line and far greater than 30 feet from the rear (east). Applicable setback requirements have been satisfied.

Lot Coverage: According to the Ordinance, no Conditional Use Permit shall be issued for detached accessory building or garage area of more than 1,000 square feet in which the two combined exceeds 10 percent of the rear yard. The proposal is for attached garage space and the applicant does not have any other accessory structures in the rear yard. The proposed garage addition complies with this provision as it would total approximately 3% of the rear yard.

Accessory Building Area: The total garage and accessory building space upon a property may not exceed 1,500 square feet. The proposed total attached garage area will be up to 1,350 square feet. The primary issue with most over- sized garages relates to the potential for over-crowding on the lot. As designed, the addition will be located behind the two-car garage and will appear as if it were a portion of the principal building. When a CUP is issued for garage space of more than 1,000 square feet, the parcel shall no longer be eligible for a garden shed. The applicant does not have a shed and understands he is forfeiting the ability to add a shed at a later date.

Recommendation - The proposed garage addition appears to be consistent with the requirements of the Zoning Ordinance.

Staff recommends approval of the Conditional Use Permit for 2912 Vanderbie Street to allow attached garage floor area up to 1,350 square feet subject to the following conditions:

• No business activities shall occur within the garage structure. • The parcel shall no longer be eligible for an accessory shed.

2912 Vanderbie Street

MINUTES PLANNING COMMISSION MAY 10, 2018

There were no comments from the public.

Schwalbach recommended approving the Conditional Use Permit for Massage Therapy as a Principal Use at 100 County Road C West, Suite 202, subject to the conditions in the Planners report.

Motion seconded by Kwapick. Motion carried 7 – 0.

- 2 - MINUTES PLANNING COMMISSION MAY 10, 2018

depth is still undecided, but the side yard setback will not change from what it is currently, which meets the code requirements. She explained that the applicant has indicated that he plans to use the additional garage space for storage, and understands that no additional accessory storage buildings will be allowed on the property.

Johnson asked if there would be space added above the garage. Mr. Schwalbach confirmed that there is currently a finished livable bonus room above the garage since the water table is too high for a finished basement. He stated that there would be a continuation of the bonus room over the new garage area, and the roof line would stay that same and the existing deck would simply get pushed back and remain on the rear of the garage.

The Associate Planner stated that staff has no concerns and recommends approval of the conditional use permit subject to the following conditions:

- No business activities shall occur within the garage structure. - The parcel shall no longer be eligible for an accessory shed.

There were no comments from the public.

Johnson recommended approving the conditional use permit for an attached garage up to 1,350 square feet at 2912 Vanderbie Street, subject to the recommendations in the staff report.

Motion and amendment seconded by Kulousek. Motion carried 6 – 0. Schwalbach abstained.

COMMENT ON SALE The Associate Planner reported that the City currently owns the properties OF CITY-OWNED at 53 & 167 South Owasso Boulevard. She explained that 167 South PROPERTY AT 53 & Owasso Boulevard was originally purchased on a voluntary sale basis in 167 SOUTH OWASSO 2010 as the site to house a new public works facility, but the City Council BOULEVARD decided that the site could be combined with other property in the area to create a larger redevelopment project. She stated that 53 South Owasso Boulevard was purchased on a voluntary sale basis in 2013, and the City has not been able to combine any other parcels with these two in the last few years.

The Associate Planner stated that the City Council listed the two parcels for sale in 2016 and had a few inquiries and a false start on a potential sale. She explained that a couple of months ago, a Little Canada business, Q3 Contracting, inquired about the site for a training facility and administrative space. They would occupy about 27,000 square feet of building. She explained that pursuant to Minnesota Statutes 462.356 subd.2, the Planning

- 3 - STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Heidi Heller, City Clerk DATE: May 18, 2018 RE: Temporary Liquor License – Think Small Fundraiser Event June 23, 2018

A Little Canada business, Think Small, has made application for a Temporary Liquor License for June 23, 2018 in conjunction with a fundraising event to be held in their parking lot at 10 Yorkton Court. Think Small is a non-profit that was established in 1971 with a focus on early childhood care and education. They have two offices, in Minneapolis and Little Canada. Established non-profits are one of the few groups that can be issued temporary liquor licenses.

Think Small is holding a fundraising event at their location called a Homebrew Review on Saturday, June 23, 2018 that is being sponsored by Good Company Brewing (GCB).

All application materials have been submitted. Staff recommends approval of the one-day Temporary Liquor License for Think Small, on June 23, 2018, on the condition that a satisfactory background check from the Ramsey County Sheriff’s Department is received.

From: Gail Bultman To: Heidi Heller Subject: RE: Liquor license info Date: Thursday, May 10, 2018 11:33:18 AM Attachments: Homebrew Review.pdf

Heidi, I have attached the detail specifics on our Event scheduled for June 23rd, 2018.

Good Company Brewing (GCB) sponsors our event. Home brewers of beer register and will attend the event organized by GCB. The beer will be served Free of charge with attendees giving a free will offering that will go to the non-profit hosting the event, Think Small. There will be gatekeepers who check identification to ensure no underage drinking. Attendees can only sample two 2-ounce samples of each beer.

Please let me know if additional information or details are needed. Thank you for your assistance,

Gail Bultman Executive Assistant

------This email may contain confidential material. If you were not an intended recipient, please notify the sender and delete all copies. ------

From: Heidi Heller Sent: Monday, May 07, 2018 3:26 PM To: Gail Bultman Subject: RE: Liquor license info

Can you pleases tell me again what your event is and how the liquor will be distributed? The City Council will want to know since your is a new temporary license. I will have this on the May 23 City Council agenda for approval.

Heidi

From: Gail Bultman [mailto:[email protected]] Sent: Monday, May 07, 2018 3:05 PM To: Heidi Heller Subject: RE: Liquor license info

June 23rd, Homebrew Review 2018

The Homebrew Review is a way for twin cities residents to sample craft beer from local homebrewers while raising funds for a local non-profit.

Details: ● 15 - 20 local homebrewers will have the chance to showcase their favorite homebrew recipe. They will be asked to bring one (1) 5 gallon batch bottled or in a keg. ● Tickets will be managed through Eventbrite, attendance capped at 200, with donation options available: ○ Freeloader ($0-$19): All are welcome and donations are at will, but come on... we've got baseline expenses to pay. Expect public mockery and horrible service ○ Kindred Spirit ($20+): Yes, Thank You! You love beer + helping good causes. We're going to have an awesome time. ○ VIP ($100+): You Rock! As a special thanks we'll give you early access to the event & access to some special brews by award winning homebrewers ○ Big Friggin' Deal ($500+): Roll out the Red Carpet! You get VIP status and a free keg of homebrew for your next shindig (subject to some fine print) ● Attendees will be given a ‘passport’ describing each homebrew, and able to sample a 2 ounce portion of each. ● Attendees will be able to vote for their 3 favorite homebrews, the winning homebrewer(s) will receive a prize. ● In attendance will also be certified Beer Judges. Beer judges will also select a winning homebrewer to receive a prize. ● All proceeds after expenses from the event will be donated to the non-profit organization partner. ● Sponsors will be sought to help fund the event, with logo on website and special recognition. $500+ sponsor will be able to have presence at event (eg booth) ● Raffle a plus! ● GCB will be allowed a booth for publicity and merch sales.

Logistics: ● Location (Restrooms or Portable Facilities) ● Permit to serve alcohol ● Ticket & ID check @ entrance ● Company sponsors ● Awards/Prizes ● Tables/tents ● Beer serving (jockey boxes, ice/coolers) ● Food truck(s)/caterer, tables to eat at ● Homebrewer sign up ● Attendee sign up ● Marketing, Design STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Heidi Heller, City Clerk DATE: May 18, 2018 RE: Temporary Liquor License – Little Canada Recreation Association August 2-5, 2018

The Little Canada Recreation Association has made application for a Temporary Liquor License for August 2-5, 2018 in conjunction with Canadian Days to be held at Spooner Park.

All application materials have been submitted. Staff recommends approval of the four-day Temporary Liquor License for the LCRA during Canadian Days, August 2-5, 2018.

STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Heidi Heller, City Clerk DATE: May 18, 2018 RE: Temporary Liquor License – Little Canada Canadian Days, Inc. August 3-5, 2018

The Little Canada Canadian Days, Inc. has made application for a Temporary Liquor License for August 3-5, 2018 in conjunction with Canadian Days to be held at Spooner Park.

All application materials have been submitted. Staff recommends approval of the three-day Temporary Liquor License for the LCRA during Canadian Days, August 3-5, 2018.

STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Heidi Heller, City Clerk DATE: May 18, 2018 RE: Off-Site Gambling Permit for Little Canada Canadian Days, Inc.

Little Canada Canadian Days, Inc. has submitted an application for off-site gambling in order to sell pull-tabs and tipboards and play bingo at their annual Canadian Days from August 3-5, 2018 at Spooner Park. All application materials are in order.

Staff recommends the Council approve an off-site gambling license for Little Canada Canadian Days, Inc. August 3-5, 2018.

STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Bill Dircks, Public Works Director DATE: May 18, 2018 RE: Additional Security Cameras at Spooner Park

In 2016, when fiber optic line was run to the Spooner Park upper shelter, a camera was added to monitor the inside of the shelter. The camera has served us well but it has also made us aware that we still need additional cameras to properly monitor the rest of the area surrounding the shelter. The cameras act as a security measure and also allow staff to monitor shelter rentals for excessive capacity, parking issues, playing volleyball on Gilbertson Field, illegal use of fryers, and other potential violations of the rental agreement.

A representative from Marco visited the site and recommended we add three additional cameras to the shelter to provide coverage of the parking lot and some of Eli Road, the area to the south including the playground area, and the east side of the shelter where the bathrooms are located. The east side has been a target for graffiti in the past.

The attached quote from Marco reflects the cost of materials for the three additional cameras. The three cameras will cost $2,473.00. The installations will be done by City staff with help from Roseville IT. Marco is the company used by Roseville IT and they have always been extremely competitive on price.

Staff recommends authorizing the purchase and installation of three additional cameras for Spooner Park at a cost of $2473.00. $4000 has been budgeted in 2018 for cameras in the Public Works portion of the General Capital Improvement Budget. Legend

City Halls Schools Hospitals Fire Stations Police Stations Recreational Centers Parcel Points Parcel Boundaries

Notes

Enter Map Description 195.3 0 97.64 195.3 Feet This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be NAD_1983_HARN_Adj_MN_Ramsey_Feet accurate, current, or otherwise reliable. © Ramsey County Enterprise GIS Division THIS MAP IS NOT TO BE USED FOR NAVIGATION May 9, 2018

A Proposal for CITY OF LITTLE CANADA Bill Dirks [email protected]

Prepared By

Josh Froelich Technology Advisor 651.288.6909 [email protected]

Document Number: 008929 City of Little Canada - Axis Cameras

Prepared by: Prepared for: Quote Information: Marco - St. Cloud CITY OF LITTLE CANADA Quote #: 008929 Josh Froelich 515 LITTLE CANADA RD E Version: 1 651.288.6909 LITTLE CANADA, MN 55117 Date Issued: 05/09/2018 [email protected] Bill Dirks Expiration Date: 05/31/2018 651.766.4029 [email protected]

Products

Description Price Qty Ext. Price AXIS P3227-LVE 5 Megapixel Network Camera - Color - 3.50 mm - 10 mm - 2.9x $763.00 1 $763.00 Optical - Cable - Dome

AXIS P3225-LVE MK II 2 Megapixel Network Camera - Color - 1920 x 1080 - 3 mm - $593.00 1 $593.00 10.50 mm - 3.5x Optical - Cable - Dome - Bracket Mount

AXIS Q1765-LE Network Camera - Color, Monochrome - 1920 x 1080 - 18x Optical - $1,117.00 1 $1,117.00 CMOS - Cable - Fast Ethernet - Bullet

Subtotal: $2,473.00

Page: 2 of 3 Quote #008929 v1 Job #: Quote Summary - One-Time Expenses

Description Amount Products $2,473.00 Total: $2,473.00

Payment Terms: Payment terms are net 15 days from date of Invoice. For orders over $25,000, we require a twenty-five percent down at time of order. All Software and Hardware are invoiced at the time of delivery to the customer. Professional Services are due upon completion of the engagement or with progress billing as laid out in the scope of services.

Warranty: Your equipment is covered by it’s respective manufacturer warranties. Please consult the warranty documentation that accompanies the product for details. Any charges from the manufacturer are the sole responsibility of the customer (including, but not limited to, shipping, travel and/or labor charges). Marco can provide assistance with the processing of these warranties for a processing fee. Optional contracts or warranty enhancements are available for an additional fee at the time of purchase.

Returns: Upon receipt of merchandise, make sure specifications are correct before opening or marking merchandise. If you need to make a return to Marco, you must: Request to return the UNOPENED merchandise within fifteen (15) days; Product must be returned in the original undamaged/unmarked box; Recognize that special or custom orders are non-returnable; Merchandise can be subject to restock fees and/or denial of return. – For Marco’s Complete Return Policy, please refer to: http://www.marconet.com/support/request-return/return-policy/

Tax, Shipping, Errors: Taxes, shipping, handling and other fees may apply where applicable. We reserve the right to cancel orders arising from pricing or other errors.

Marco Technologies, LLC CITY OF LITTLE CANADA

Signature: Signature:

Name: Josh Froelich Name: Bill Dirks

Title: Technology Advisor Date:

Date: 05/09/2018 PO Number:

Page: 3 of 3 Quote #008929 v1 Job #: Memo

TO: Mayor Keis & Members of the City Council

FROM: Lee Elfering, City Engineer

DATE: May 16, 2018

RE: Sod Reimbursement 2016 Street Improvements

The City provided the residents of the 2016 Street Improvements project the option of having sod installed for the final restoration method on the project. Several properties elected to have the sod installed and the work was done in the summer of 2017 and paid for by the City. The Property Owner at 2434 Morrison Street completed his own sod restoration, thereby eliminating the need for the City to complete the work. An impacted area of 34 square yards was measured in the field by the Project Inspector shortly after the work was performed. The City’s past practice has been to provide property owners a reimbursement if they complete work in correlation with the project that provides a cost savings to the City.

Staff is recommending the City provide a reimbursement to the Property Owner at 2434 Morrison Street that completed private sod restoration in conjunction with the project equal to the amount saved by the City. The total amount of the reimbursement recommended for approval is $170.00. If you have any questions please feel free to call me at 763-780-0450 Ext. 3.

10062 Flanders Court NE – Blaine, MN 55449 – (763) 780-0450 fax (763) 780-0452

Z:\PROJ\120190E - 2016 Street Improvements\0071\Memo-051618-CC (Resident Reimbursements).doc STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Heidi Heller, City Clerk DATE: May 18, 2018 RE: Renewal of Liquor Licenses, Tobacco Licenses & Amusement Device Licenses License Period July 1, 2018 through June 30, 2019

Below are the listings of 2018 Liquor Licenses, General Sales & Display Tobacco License, Tobacco Store License, and Amusement Device License renewals.

Staff recommends approval of these license renewals subject to receiving all required materials and receipt of satisfactory Sheriff’s Department background checks.

The liquor licenses for the Hoggsbreath will be reviewed separately.

GENERAL SALES & DISPLAY TOBACCO LICENSES

BP Station, 300 Little Canada Road Gas-N-Go, 2640 Rice Street Hoggsbreath, 2504 Rice Street Kath Bros., 3096 Rice Street A-1 Liquors, 2680 Rice Street Tierney’s Liquors, 2760 Rice Street

TOBACCO STORE LICENSES

Little Canada Smoke & Specialties, 27 Little Canada Road The Hookah Hideout, 3 East Little Canada Road 2018 LIQUOR LICENSE RENEWALS

ON-SALE LIQUOR LICENSE 2 A.M. LIQUOR LICENSE AMF Saxon Lanes The Little Venetian El Sombrero Mexican Restaurant (Rest.) Gordies Place Gordies Place JJ’s Hospitality (Rest.-Event Center) Mama T’s Castle Tap Porterhouse Steak & Seafood Grill (Rest.) The Little Venetian

ON-SALE LIQUOR BILLIARD HALL ONLY LICENSE TNT Billiard Products

ON-SALE SUNDAY LIQUOR LICENSE AMF Saxon Lanes El Sombrero Mexican Restaurant Gordies Place JJ’s Hospitality Mama T’s Castle Tap Porterhouse Steak & Seafood Grill Taste of Scandinavia The Little Venetian

ON-SALE WINE LICENSE Taste of Scandinavia

OFF-SALE LIQUOR LICENSE A-1 Liquors Tierney’s Liquors

AMUSEMENT DEVICE LICENSE AMF Saxon Lanes Gordies Place Hoggsbreath Mama T’s Castle Tap STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Heidi Heller, City Clerk DATE: May 17, 2018 RE: Assessment Payment for a City-Owned Parcel on Ryan Drive

When the list of assessments to certify was sent to Ramsey County in December 2017, a City- owned parcel on Ryan Drive was inadvertently left on the list. We were unaware of this error until receiving a property tax statement with an assessment. Staff recommends paying the 2018 assessment amount of $254.46 to Ramsey County from Fund 450 and the County will be notified to remove the assessment going forward. The 450 Fund will be reimbursed for this when the County sends our payment for collected assessments.

Staff recommends approving a payment to Ramsey County for a street improvement assessment in the amount of $254.46 from Fund 450 for PIN 31-30-22-34-0015. STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Heidi Heller, City Clerk DATE: May 18, 2018 RE: New Massage Therapy Business License – Cloud Therapy Massage New Massage Therapist License – Colleen Zamyslowski

Colleen Zamyslowski has applied for a new massage therapist license, and Jordan Smith has applied for a new massage therapy business license for their company, Cloud Therapy Massage. They have applied for approval for a conditional use permit to operate their massage business at 100 County Road C West, Suite 202. All required materials and fees have been submitted, and a satisfactory background check was completed by the Ramsey County Sheriff’s Department. These licenses would run through June 30, 2019.

If the Conditional Use Permit for a principal use massage therapy business for Cloud Therapy Massage is approved, City Staff recommends the Council approve a new massage therapy business license for Cloud Therapy Massage, and a new massage therapist license for Colleen Zamyslowski. STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Joel Hanson, City Administrator DATE: May 18, 2018 RE: Review of Hoggsbreath License Conditions

As you know, Hoggsbreath and the City agreed to a number of conditions relative to the operation of the establishment (a copy of the revised conditions approved last December is attached to this memo). Staff is not aware of any violations of these conditions.

One issue that has come to our attention is the difficulty Ramsey County Sheriff’s Department is having filling the weekend overtime assignment. There are other opportunities for deputies to work overtime and they are spread rather thin. This position has gone unfilled on a few nights and that may become the norm going forward. We may need to discuss the use of an outside security agency if RCSD can’t fill this position. It should also be pointed out that use of an outside security company likely raises other issues that will need to be discussed.

Also attached to this memo is the Activity Call Log for the Hoggsbreath as generated by the Sheriff’s Department. I have attempted to highlight the serious calls that we are trying to minimize.

Mr. and Mrs. Duray have also requested two changes to the operation conditions. Their request is as follows:

I would like to ask the city council for an amendment to our conditions for our liquor license at the Hoggsbreath. As our current conditions stated on page three (3), bullet point number four (4) on our establishment capacity, I would like to ask that our 250 person capacity be increased to 300. Additionally, I would ask when the patio is open for business from April through September the capacity be at 350. We feel that this is still 100 people below our fire capacity of 450. We would like to keep all other conditions in place. We feel that all the conditions as a whole are doing a good job of controlling our clientele.

I have reviewed our calls for service from July 1, 2017 through present time and I do not believe there have been any major issues within this time period. I believe with the slight increase in our capacity, we would be able to continue our large security presence and be able to add more security cameras as well as update our entire camera system.

Staff recommendation is the Council should review the current conditions and address Mr. Duray’s requested modifications. Depending on how detailed this discussion could become, it may be advisable to schedule a workshop with the Duray’s before our meeting of June 6th to allow more time for the topic. We could also invite the Sheriff’s Department to comment on any revisions to the security protocol if they are unable to consistently staff the parking lot squad. cc: Tom Duray, Hoggsbreath From: Joel Hanson To: Heidi Heller Subject: FW: Amendment to License Renewal Date: Thursday, May 17, 2018 4:26:45 PM

From: Thomas Duray [mailto:[email protected]] Sent: Thursday, May 17, 2018 4:06 PM To: Joel Hanson Subject: Amendment to License Renewal

TO: Joel Hanson, Mayor and Council Members FROM: Tom and Jocelyn Duray DATE: May 17, 2018

I would like to ask the city council for an amendment to our conditions for our liquor license at the Hoggsbreath. As our current conditions stated on page three (3), bullet point number four (4) on our establishment capacity, I would like to ask that our 250 persons capacity be increased to 300. Additionally, I would ask when the patio is open for business from April through September the capacity be at 350. We feel that this is still 100 people below our fire capacity of 450. We would like to keep all other conditions in place. We feel that all the conditions as a whole are doing a good job of controlling our clientele.

Your consideration in the matter will be greatly appreciated.

Sincerely,

Tom and Jocelyn Duray

STAFF REPORT

TO: Mayor Keis and Members of City Council

FROM: Heidi Heller, City Clerk

DATE: May 18, 2018

RE: Renewal of Liquor Licenses for the Hoggsbreath License Period July 1, 2018 through June 30, 2019

Tom Duray, owner of the Hoggsbreath, has applied for a renewal of his 2018 Liquor Licenses:

- ON-SALE LIQUOR LICENSE - 2 A.M. LIQUOR LICENSE - ON-SALE SUNDAY LIQUOR LICENSE

All of the required materials and fees have been submitted. Approval of these liquor license renewals should be subject to receipt of satisfactory Sheriff’s Department background check.

HOGGSBREATH ENTEPRISES, INC. 2504 Rice Street LIQUOR LICENSE OPERATING CONDITIONS Thomas & Jocelyn Duray

Re: On-Sale Liquor License, Special Sunday Sale Liquor License, and Optional 2:00 a.m. Closing License

The above named licensees on behalf of the named establishment do hereby agree to the following provisions as a condition of continued licensure for the licenses noted above that are effective from July 1, 2017 through June 30, 2018. The conditions noted in bolded italics apply only to entertainment events held on Friday and Saturday nights as well as any holiday eve. An “entertainment event” is defined as a live or pre-recorded amplified musical performance, and/or dancing to live or pre-recorded amplified music or song, either by patrons or by performers for the benefit of an audience of two or more persons.

• Hoggsbreath to provide City with its video surveillance configuration (internal & external). The City, in conjunction with the RCSD will review the configuration and recommend changes to ensure appropriate angles for image capture at entry/exit points of the club are occurring. Should modifications to the system be needed, Hoggsbreath will complete reasonable modifications within 45 days of notification by City. • Hoggsbreath will also ensure that the video surveillance system is fully functional and operating at all times. Recordings are to be retained for a minimum of ten (10) days. • In the event of a police incident at the establishment and upon the request of a law enforcement agency, Hoggsbreath shall produce full and complete copies of all surveillance video not more than eight (8) hours following an incident. • Hoggsbreath to provide for overtime, Ramsey County Sheriff’s Department deputy to be in the parking lot from 11:00 p.m. to 3:00 a.m. on every Friday and Saturday night entertainment occurs on the premises. (This is subject to RCSD’s ability to fill the position.) It is understood that RCSD will be billing the City of Little Canada for these services based upon actual time expended as part of the contract between the City and the County. It is further understood that the Hoggsbreath will pay for those services prospectively on by the 1st business day of each month. The estimated monthly cost is $2,380 and a reconciliation of costs will be made quarterly and within 30 days of the end of March, June, September and December to adjust to actual costs incurred. Any under billings will be reimbursed by the Hoggsbreath and any overbillings will be reimbursed by the City; to be within 30 days for either situation. • It is understood that the Deputy will not be involved in breaking up fights. They will be present to observe the parking lot and to call for backup when required. • Job descriptions shall be prepared for security personnel that clearly define responsibilities and expectations for the position. Appropriate skills for security personnel should include being a good listener, a focus on customer service, a firm but fair approach in handling issues, an ability to be calm under stress, and the ability to control their emotions in a potentially volatile situation. De-escalation skills are to be valued. Copies of the job descriptions shall be provided to the City within 60 days. • A background and criminal check must be completed on all people hired as security personnel. People with violent criminal histories or with questionable work histories from previous jobs of a similar nature are not to be employed. Those records will be available for inspection by the City upon request. • All new hires shall receive on-line server and security training within 30 days of hire. Note: Hoggsbreath is to provide a listing of on-line courses available from their provider and agrees to offer all classes deemed essential by the City. All employees shall be annually retrained on-site for responsible service and security protocol by Loss Control Services, Inc. The City shall be advised of any change in instructors for training courses. • Security personnel will not be armed on the premises (inside or in the parking lot). • Security Staffing for all Entertainment Events held on Friday, Saturday, and any holiday “eves” shall be a minimum of 12 security personnel. Minimum Security Staffing for other days  Sunday – two (2) security staff  Monday – two (2) security staff  Tuesday – three (3) security staff  Wednesday – four (4) security staff  Thursday – four (4) security staff • Hoggsbreath shall prepare a written security plan that documents deployment of personnel and how emergency situations are to be handled during the entertainment event and after its conclusion. Specific emergency situations to be addressed are fires, robbery, shootings, or any other emergency that would require evacuation of the building. Said plan is to be provided to all employees and a plan to train staff on its use must also be developed and followed. A copy will be provided to the City by September 15, 2017 and the City shall also be notified of any changes to said plan. Hoggsbreath agrees to make reasonable modifications to said plan at the request of the City and/or the Ramsey County Sheriff’s Department based upon RSCD’s recommendations. • Security personnel are to wear clothing that clearly identifies them as Security Personnel. Said clothing shall be consistent among all security personnel and be brightly colored to make it easier for patrons and law enforcement to identify them. (Orange/yellow reflective vests and labeled “SECURITY” shall comply with this provision. When in the parking lot, security personnel shall also wear reflective vests, shirts, or coats that allow them to be clearly identified. • A member of the security staff shall be posted at the entrance that is familiar with gang signs/symbols. People displaying known gang signs/symbols are to be refused admittance to the establishment while at the same time complying with Minnesota Statute Section No. 604.12. • Hoggsbreath will establish a dress code and publicize same at the entryway of the premises in compliance with Minnesota Statute Section No. 604.12. A copy of the dress code will be presented to the City and reviewed by the RCSD. Hoggsbreath shall make reasonable modifications to the dress code as requested by RCSD. The dress code shall be enforced daily from 9:00 p.m. until closing. • Commencing at 9:00 p.m. and continuing until closing, Security personnel are to screen people before entering the club to ensure no weapons or controlled substances enter the establishment. Screening is to include visual inspection, examination of bags/purses, ID checks, and wanding for metal detection. Pat downs of patrons shall occur when the wand identifies the presence of a metal object. When a patron leaves the club and then wants to re-enter, they shall be rescreened. Screening shall include the use of metal detection wands and be done in a reasonable manner to ensure the safety of patrons. • Security personnel are to immediately intervene when a patron(s) is observed using a controlled substance. Patrons illegally using controlled substances shall be promptly removed from the premises by security. • Security personnel are expected to immediately report to the Ramsey County Sheriff Office anticipated traffic safety issues, disorderly conduct, or criminal behavior that might affect the safety of employees, patrons, and the surrounding community. Hoggsbreath must employ the use of ID swipe technology for all entertainment events for a period one hour (typically 9:00 p.m.) before the commencement of the event (typically 10:00) until closing. It should be noted that music starts to play at 9:00 p.m. without active DJ participation. At 10:00, the DJ actively participates in on-going announcements with the crowd. • ID swipe technology will also be in use from 9:00 p.m. until closing every day Hoggsbreath is open. Wanding of all patrons entering the establishment for metal detection shall occur every day that Hoggsbreath is open. • Patrons without a government issued ID shall not be allowed to enter the club. • When the capacity of the establishment reaches 250 people, no additional patrons shall enter the building unless an equivalent number leaves. This City agrees to review the capacity limitation with Hoggsbreath prior to the July 1, 2018 license renewal. In the event there are no major issues arising directly related the operation of the establishment, the maximum capacity will increase to 300 (when the patio is not open for business) and 350 (when the patio is open for business). • Outside security personnel will monitor any unusual or suspicious activity outside in the parking lot. • From 10:00 p.m. through vacation of the parking lot after closing, at least two security personnel shall be present at all times to actively patrol the lot to ensure no loitering is occurring and to minimize the impact of patrons upon neighboring properties from April 1st through September 30th. Only one security person shall be required in the parking lot from October 1st through March 31st. • Security will be monitor the rear wall near Demont Avenue to ensure noise is minimized and refuse is not dumped in this area. • At closing, outside security personnel will control and direct patrons leaving the premises to ensure safe, orderly departure. No loitering in the parking lot shall be allowed and it is to be cleared of all patrons by no later than 2:45 a.m. • Hoggsbreath shall not sell or distribute alcohol by the bottle under any circumstances. • Music shall be played at a reduced volume on the deck at 1:00 a.m. • Hoggsbreath shall discontinue entertainment by no later than 1:45 a.m. and no music of any kind shall be played. • The volume of outdoor speakers shall be limited so as to not be audible at the east property line. • If noise from the deck area becomes a problem as determined by either party to this agreement, Hoggsbreath shall install Plexiglas on the east wall screens of the smoking area in the same manner as is currently done for cold weather months. • Hoggsbreath shall prepare a “Closing Announcement” that will be used prior to ending the entertainment event. This announcement shall encourage people upon vacating the building to promptly move to their vehicles and leave the parking lot in an orderly fashion. It is also to include a reminder that patrons need to be respectful of the residential properties in the area. It shall be read at the conclusion of the music session and again at closing. • Any change in music format or the addition of live entertainment shall be discussed with the City prior to implementation. • The City and Hoggsbreath agree that modifications to these provisions may be necessary from time to time and agree to cooperate with each other in implementing reasonable revisions. • Hoggsbreath acknowledges that the City has the right to conduct compliance inspections at any time, without notice. Should these conditions be violated, Hoggsbreath will be subject to suspension or revocation of its intoxicating liquor licenses.

I have read and understand the conditions listed above. I agree with the conditions and understand that failure on my part or on the part of my company or employees to adhere to these conditions, may be cause for future adverse license action including the suspension, revocation, or denial of the renewal of the Hoggsbreath Enterprises, Inc. licenses. These conditions will be effective for the duration the licensee operates these premises, unless otherwise amended by the City Council of Little Canada.

Based upon the foregoing, this agreement is FREELY & VOLUNTARILY ENTERED INTO IN GOOD FAITH.

HOGGSBREATH ENTERPRISES, INC. DBA Hoggsbreath Bar and Nightclub

By: ______By: ______Thomas A. Duray, President/Owner Jocelyn Duray, Owner

Date: ______Date: ______

CITY OF LITTLE CANADA

By: ______By: ______John T. Keis, Mayor Joel R. Hanson, City Administrator

Date: ______Date: ______

STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Joel Hanson, City Administrator DATE: May 18, 2018 RE: 3000 Labore Road Drainage Concerns

John Sculley, owner of 3000 Labore Road, spoke at the last Council meeting about his continued concerns regarding the water and drainage on his property. The City Engineer has looked into this issue again, and staff plans to meet with Mr. Sculley early next week. After meeting with Mr. Sculley, staff will prepare a report for the May 23 Council meeting. STAFF REPORT

TO: Mayor Keis and Members of the City Council

FROM: Joel Hanson, City Administrator

DATE: May 17, 2018

RE: Q3 Occupancy Agreement

With the pending sale of the properties at 53 & 167 South Owasso Boulevard to Q3, they have requested the ability to occupy the property before the closing date to fabrication activities for a project taking place in the area. This work is not directly related to their planned use of the site.

Staff drafted the attached agreement. The City Attorney has reviewed and approved it. Q3 is also agreeable to the terms. As an industrial use, this activity would be permitted. The occupancy agreement is also conditioned on no outdoor storage at the property. They will also insure the property and name the EDA/City as an additional insured and be responsible for all utility costs. No revenue will be generated from this early occupancy. If they don’t close on the property by June 30th, they will need to vacate the site.

Staff recommends approval of the Q3 Occupancy Agreement as presented. OCCUPANCY AGREEMENT

This Occupancy Agreement (“Agreement”) is made effective as of the ___ day of May, 2018, between Q3 Contracting, Inc., a Minnesota Corporation (“Occupant”) and the Economic Development Authority of the City of Little Canada a Minnesota Municipal Corporation (“EDA”) regarding real property located at 53 & 167 South Owasso Boulevard, Little Canada, Minnesota, legally described as follows:

53 South Owasso: Section 6, Town 29, Range 22 - The north 253 6/10 FT of S 486 1/10 FT of Part easterly of Soo Line RR R/W of NW ¼ of NW ¼ (Subject to easements) in Section 6, Town 29, Range 22. PIN # 06-29-22-22-0017

167 South Owasso: Section 6, Town, 29, Range 22 - The north 160 feet of the south 646.1 feet of the NW ¼ of the NW ¼ lying easterly of the Soo Line R/W subject to easements, Section 6, Twp 29 N. R. 22W. PIN # 06-29-22-22-0016

(the “Property”)

In consideration of one dollar and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, Occupant agrees as follows:

1. Nature and Purpose. Occupant is in the process of purchasing the Property and plans to close by June 30, 2018. Occupant would like to use the property before closing to facilitate staging/fabrication/assembly of work associated with underground improvements being conducted within the Public Right-Of-Way in the general vicinity of the Property.

2. Duration. Occupant may occupy the Property until midnight, June 30, 2018 or later if the Occupant completes the purchase transaction for the Property by June 30th. Should the closing not take place by June 30, 2018, then Occupant shall vacate the Property by that date. Failure to vacate will result in the EDA commencing an eviction action to remove Occupant from the Property, and Occupant shall be liable to the EDA for all costs and expenses thereof, including but not limited to attorneys’ fees and costs.

3. Use of the Property. The Property shall be used only for Occupant’s business and for no other purpose. Occupant shall not use the Property for unlawful activity. No outdoor storage shall be allowed and all activities shall occur within the buildings on the Property.

4. “AS IS”. The EDA has made no representations or warranties with regard to the condition of the Property or its suitability for occupancy and use by Occupant. Occupant accepts possession of the Property “as is” and with all faults. In the event the Property is not suitable during the term of the Occupancy Agreement for occupancy and use, Occupant hereby agrees that its right to possession under this Occupancy Agreement shall terminate immediately, in which case Occupant hereby agrees to vacate the Property immediately and hereby waives any rights and claims with respect to the early vacation of the Property.

5. Maintenance and Repair. Occupant promises to maintain, at Occupant’s expense, the Property in a neat and orderly condition, including any required mowing. Occupant agrees to eliminate any violation of health and safety laws that result from the negligent, willful, malicious or irresponsible conduct of the Occupant or its agents or guests. Occupant shall comply with all the sanitary laws affecting the cleanliness, occupancy and preservation of the Property. The EDA has no responsibility for maintenance and repair of the Property during the term of this Agreement

6. Alteration of the Property. Occupant may not make any material alteration to the Property without the EDA’s written consent.

7. Damage to the Property. If the Property is damaged or destroyed, the EDA may terminate this Occupancy Agreement immediately.

8. Right of Entry. The EDA and its agents shall have the right to enter the Property, at reasonable hours, during the term of this Agreement for the purpose of accessing materials stored on the site or for any other lawful purpose. The EDA is not required to provide any notice to the Occupant if entry to the building is required.

9. Utilities. Occupant shall be responsible for all utility services needed to facilitate Occupant’s usage of the property and shall pay all bills for utility service provided during the period of Occupant’s possession of the Property, as and when they become due.

10. Insurance. Occupant shall, at Occupant’s expense, procure and maintain for the duration of this Agreement (i) personal property insurance and (ii) general commercial liability insurance in the minimum amount of $1,500,000 listing the EDA and the City of Little Canada as an additional insured party and indemnifying the EDA and the City of Little Canada from any claim relating to Occupant’s use and possession of the Property. Such insurance shall be provided by a reputable insurance company licensed to issue policies in the State of Minnesota.

11. Property Taxes. Occupant shall be responsible for any property taxes that become due and payable as a result of this transaction. The EDA does not believe there will be any taxes due and payable, but any risk of same is borne by Occupant. Payment of property taxes shall be accounted for at the closing of Occupant’s purchase of property. Should Occupant remain on the premises after July 1st, then occupant shall pay an additional amounts owing directly to Ramsey County.

12. Assignment Prohibited. Occupant may not assign this Agreement or permit any other person or entity to use the Property without the prior written consent of the EDA. 13. Surrender of Property. If Occupant vacates the Property, Occupant shall leave the property in generally the same condition and as it was when this Agreement started, with the exception of reasonable wear and tear. All of Occupant’s garbage and debris must be removed at Occupant’s cost. Occupant is not required to remove personal property, fixtures or improvements

14. Indemnification. Occupant shall indemnify and hold harmless the EDA against all liabilities, damages, claims, fines, penalties, costs and other expenses that may be imposed upon, incurred by or asserted against the EDA by reason of any and all of the following: (a) any use or condition of the Property or any part thereof; (b) any personal injury or property damage occurring on the Property; (c) any negligence on the part of Occupant, its agents, contractors, licensees or invitees; (d) any failure to comply with any requirement of any governmental authority; (e) any prosecution or defense of any suit or other proceeding in discharging the Property from any liens, judgments or encumbrances created by Occupant or related to Occupant’s use or possession of the Property; (f) any proceedings in obtaining possession of the Property after the termination of this Agreement; (g) any litigation commenced by or against Occupant to which the EDA is made a party without any fault on the part of the EDA; (h) any response costs, other damages and expenses which may be imposed upon, incurred by or asserted against EDA by reason of the use, release, threatened release or disposal of Hazardous Wastes at the Property during the term of the Agreement; and (i) any failure on the part of the Occupant to perform or comply with any covenant or agreement required to be performed or complied with by Occupant hereunder. Notwithstanding anything to the contrary herein, Occupant does not agree to and shall not be responsible for defending or indemnifying the EDA for claims arising in whole or in part from the negligent, willful, malicious or irresponsible conduct of the EDA, its officers, employees, contractors, consultants, agents and representatives.

15. Survival of Obligations. Occupant’s obligations under this Agreement shall survive the expiration or termination of this Agreement.

(signatures on following page)

STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Joel Hanson, City Administrator Sharon Provos, Finance Director Heidi Heller, City Clerk DATE: May 17, 2018 RE: Proposed Personnel Policy Amendments: Short Term Disability, PTO Maximum Accrual, PTO Conversion Policy & Miscellaneous

Short Term Disability Plan Amendments Currently the City provides Short Term Disability (STD) and Long Term Disability (LTD) coverage to all regular full-time and part-time employees who accrue benefits as a supplement to the PTO program. These plans went into effect in 2014 when the City switched from sick & vacation time to Personal Time Off (PTO). Both plans are paid for by the employees.

The intent of STD is to bridge the gap between banked PTO or deferred sick time, and the 90th day when an employee may qualify for LTD. The STD benefit is provided through a self-funded City account and the cost to full-time employees is $10 per month (post-tax dollars) with that cost pro-rated for eligible part-time employees. The STD benefits currently begin on day 15 of continuous disability, and employees are paid 2/3 of their base salary. This benefit is paid on a post-tax basis since the employee is paying the premium with post-tax dollars. The STD benefits run from the 15th calendar day through the 89th calendar day of absence. Our LTD plan from Unum then begins on day 90. The STD plan has been used more than was anticipated, and the fund balance has gone negative more than once. The personnel policy was amended in 2016 to state that if the STD balance was depleted, the City would contribute funds to bring the balance back to $0.00. The balance has been depleted more than once, but to date, the City has not contributed any funds to the STD account.

Due to the time and difficulties that we have had with Administering our current STD plan, staff is proposing to change the self-funded STD policy to a City paid STD policy from Unum. The proposal is for a City paid plan since an employee paid STD plan is almost twice the cost due to insurance underwriting policies. The cost of the plan increases substantially from a benefit start day 30 ($1,583.96/year) to a benefit start day 15 ($2,892.46/year), so the recommendation is for a benefit start day 30. Having an outside plan administrator (Unum) also means that City Staff would no longer have to decipher medical records and determine when and for how long an employee qualifies for STD.

There are no changes proposed to the Long Term Disability plan which is currently through Unum and employee paid. Once an employee begins on LTD, the City no longer contributes towards health insurance or pay opt-out, and there is no PTO accrual or holiday pay. PTO Maximum Accrual Amendments Currently the Personnel Policy states that employees may not have more than 30 days (240 hours) of PTO accrued at the end of the year. If the STD benefits start day is changed from day 15 to day 30, Staff suggests that the allowed PTO accrual be increased to 45 days in order for employees to be able to bridge the 30 day gap until STD benefits begin. By allowing more accrued PTO, it would also help employees have some extra PTO time to supplement the STD benefit (60% of their salary). When STD premiums are employer paid, taxes are taken out of benefit checks, which is not the case when the premiums are employee paid. The City would continue to pay health insurance or opt-out while the employee is on STD, but there would be no PTO accrual or holiday pay.

PTO Conversion Amendment- New Policy Currently all PTO over the maximum accrual amount is lost if not used by the end of the year. Each year during November and December, there are times when several people in the same department are out of the office at the same time using their excess PTO in order not to lose it. Some cities offer a PTO “cash out” conversion option at the end of each year. This type of policy would allow employees the option to cash out a certain number of hours at the end of the year versus taking the days off. Staff is proposing a PTO Conversion policy that allows employees who have more than the maximum hours of banked PTO at the end of the year, to convert up to 5 days (40 hours) to cash or deferred compensation.

Miscellaneous Amendments There are several housekeeping amendments for updating position titles and correcting section references.

Summary of all proposed Personnel Policy changes:

- Move from a self-funded STD plan to a City-paid STD plan through Unum - Change the STD benefits start day from calendar day 15 to calendar day 30 - Increase the maximum allowed PTO accrual amount from 30 days to 45 days - Adopt a PTO Conversion Policy to allow up to 40 hours of excess PTO at the end of the year to be converted to cash or deferred compensation - Housekeeping amendments: updated position titles and correcting section references

These proposed PTO and Short Term Disability changes are a benefit for the employees in that they would no longer pay for their STD policy and could accrue more PTO, but the drawback is 15 more days to wait before STD benefits begin. Another issue could be a new employee who has not yet accrued 30 days of PTO, would not be paid between when their accrued PTO runs out and day 30 when STD benefits begin. There is a PTO Donation policy that may possibly help employees who do not have 30 days accrued.

The proposed changes to the personnel policy are attached. Several parts of the STD section are shown to be removed since we would be following Unum’s policies rather than the City’s.

A benefits survey of Ramsey County cities and a few others is also attached. The cities listed in purple have PTO versus sick and vacation time. Staff only compared the cities that have PTO. The survey shows that every city who offers STD, allows a maximum PTO accrual amount of more days than what it would take an employee to get to their first day of STD benefits. SECTION 13 – OTHER INSURANCE BENEFITS - SHORT TERM DISABILITY (STD)

Purpose

The City provides Short Term Disability (STD) coverage at no cost to all regular full-time and part-time employees who accrue benefits as a supplement to the PTO program. The intent of STD is to bridge the gap between banked PTO or deferred sick time, and the 90th day when an employee may qualify for Long Term Disability. No enrollment forms need to be completed. Participation is mandatory and Employees are automatically enrolled once they are eligible. This benefit is provided through a self-funded City account and there is a cost to full-time employees of $10 per month (post-tax dollars), with that cost pro-rated based upon an employee’s percentage of a 40-hour work week for eligible part-time employees. Should the use of STD deplete the accrued balance, the City will contribute funds to bring the balance back to $0.00.

If, due to a disability, an employee is absent from work for more than 14 consecutive calendar days, the City will continue the employee’s salary at up to 2/3rds of the base pay amount from the 15th calendar day through up to the 89th calendar day of absence.

The employee must provide documentation from a physician certifying that the employee cannot return to work in some capacity the City finds acceptable. The City Administrator is responsible for administration and the program guidelines for STD. The City reserves the right to modify or terminate the program at its discretion.

Eligibility

STD is available only for an employee’s non-work related disability. It may not be used to care for ill or injured family members. The employee or their representative must submit all paperwork stipulated by the City Plan Administrator in order to qualify for benefits. If an employee’s injury or illness is determined to be covered under workers’ compensation, it is not eligible to be covered under this STD program.

If an employee’s disability restricts the number of hours the employee may work, they are still eligible for compensation. The STD coverage will bridge the difference between the hours the employee is able to work and the 2/3rds cap.

Definition of a Disability

A disability is defined as a physician-certified, non-work related, accidental injury or illness (physical or mental) including pregnancy that precludes the employee from performing the duties of their job description in some capacity that the City finds acceptable. A determination that an employee is able to work a modified schedule (i.e., part-time) would not disqualify them from eligibility to receive benefits.

Requesting STD/Filing a Claim

In order to receive STD benefits, an employee or their representative should file a request with the City Plan Administrator to initiate the claims process. STD claims must be filed within 14 days the required time stated by the Plan Administrator after the date the disabling injury or illness occurs. The employee must also contact his/her supervisor indicating that time off is needed. The employee must provide a physician’s certified statement along with the completed STD claim request form. The request form must be completed by the doctor and the employee.

All forms and requested documents must be completed and submitted to the City Plan Administrator’s satisfaction before an employee will be determined to qualify for payment of benefits.

Medical Certification

The physician’s certified statement must certify the entire absence is due to the disabling illness or injury, length of rehabilitation and expected date the employee will be able to return to work. This statement must be signed by the treating physician.

The City reserves the right to have an independent medical examination made any time an employee claims the STD benefit. Such examination may be made by a physician designated by the City. The City may require the examination in order to verify the illness or injury claimed before making a final determination to approve or deny disability payment.

Commencement & Length of Benefit

STD benefits will commence on the 15 30th calendar day of continuous disability provided that the employee or their representative has provided all required paperwork as requested by the City. A partial absence on the first day is not counted toward the 15 30 days. An employee may use any accumulated deferred sick leave bank, PTO, or combination of the two during this waiting period.

Benefits will continue until the employee returns to work able to carry out the full or partial duties and responsibilities of the employee’s position, the disability certification time runs out, the employee begins LTD, or through the 89th calendar day of absence, whichever comes first. An employee receiving STD benefits who separates employment with the City for any reason will not receive STD benefits beyond the last day of employment.

If an employee returns to work after receiving STD payments, and is disabled again due to the same non-work related injury or illness within 6 months of the conclusion of the previous disability, the employee will not have a second waiting period. However, the short-term disability benefit will not extend past a maximum of 89 calendar days within one 12 month period, excluding the waiting period, for any illnesses or injuries regardless of the number, type, and spacing of the episodes.

Maternity Benefit

The maternity benefit is based on delivery type and is for the expected recovery period only. In the case of a pregnancy without complications, benefits may be received for up to six weeks. If the employee submits a doctor’s certification that the pregnancy has had complications outside of the employee’s control, benefits may be extended up to the full nine weeks. Total disability prior to delivery would be indicated on the medical certification if it is intended to extend coverage beyond a six week period for vaginal delivery and an eight week period for a Cesarean delivery (less the waiting period).

Amount of the Benefit

The STD benefit will be in an amount up to 2/3rds 60% of the employee’s gross regular rate of pay at the time of the disabling incident, up to the maximum benefit amount stated in the STD policy. Regular rate of pay is defined as base salary and excludes overtime, on-call pay, or other specialty pay. This benefit amount is paid on a post-tax basis given the employee is paying the premium with post-tax dollars.

The amount of the STD benefit payable shall be the difference between 2/3rds of the employee’s regular rate of pay and any payment(s) the employee receives or anticipates receiving in wage loss replacement whether it be from PERA disability, Social Security, personal injury protection, or any other source. The City may request the release of documentation of income being received or anticipated due to the loss. This income will be subtracted from the 2/3rds possible income from the City. Employees not submitting requested documentation of other income in a reasonable amount of time as set by the City may be denied benefits under this program.

For the purpose of this program, holidays will be counted as a regular workday both in calculation of days absent prior to STD eligibility and also in the maximum days allowed once eligible for STD.

Benefits are paid bi-weekly in conjunction with the regular payroll. If the City Council approves a cost of living adjustment (COLA) to the City’s wage system, wages for an employee on STD will be adjusted at the same rate and at the same time of implementation as other employees.

Status of City Benefits

An employee receiving STD benefits shall not accrue PTO or receive holiday pay. Employees may not supplement STD benefits with paid leave such as, but not limited to, PTO, deferred sick leave or accrued compensatory leave in order to offset the difference between the employee’s regular wages/salary and the STD benefit payments. In no event shall the employee earn more than their normal wages by combining STD benefits, deferred sick leave hours and PTO. The City will continue to pay its share of health insurance premiums or Opt-Out for an employee receiving STD benefits.

Appeal Process for a Denied Claim

If the City determines that an employee is not eligible for full or partial benefits, the City Administrator will provide a written determination including the specific reason(s) for a denial and additional information or material needed for the employee to refile a claim.

If the employee believes they are entitled to greater or different benefits, an appeal can be filed in writing for review by the City Council. The appeal must be filed within 14 calendar days of the initial denial notice from the City Administrator. The appeal shall state the employee’s reasons for requesting greater or different benefits and include any claim pertinent information.

The City Administrator shall notify the employee, on behalf of the City Council, of the appeal decision in writing within 14 calendar days of receipt of said appeal. The City Council’s decision is final.

Return to Work

Employees must coordinate their return to work with their supervisor prior to the end of the STD period. An employee returning to work is expected to provide a doctor’s note releasing them to work. This note must also provide any activity restrictions and duration of these restrictions. The City reserves the right to not allow the employee to return to work if the City cannot accommodate the restrictions.

Disability Extension Requests

If an employee finds they are unable to return to work by the date certified by the doctor in the original claim paperwork and needs to continue receiving STD benefits (if less than allowable maximum), an employee must submit medical documentation substantiating the extension of the disability and rehabilitation for the changed timeframe. The physician must recertify that the absence from work continues to be due to the same injury or illness and provide an updated recovery and prognosis report and timeline.

This information must be submitted to the City Plan Administrator prior to the original scheduled return date. The employee must also notify their supervisor of their inability to return to work prior to the scheduled return date.

In order to continue to receive STD benefits, all required forms must remain in effect and unexpired for the duration of the disability. If the request is to be absent more than the 89 calendar day maximum coverage for STD, the employee should request the paperwork to file a claim for Long Term Disability (LTD) benefits. SECTION 14 - PAID TIME OFF (PTO)

Purpose

The City recognizes the importance of employees balancing their professional lives with personal responsibilities. It is the objective of the City to provide equity, consistency, and flexibility through a Paid Time Off (PTO) benefit to all eligible City staff.

The PTO Plan replaces vacation and sick leave plans with a combined single benefit program. Employees accrue benefits based on length of service with the City. This means employees receive the same amount of paid time off regardless of personal or family situations. Through PTO the City seeks to attract and retain its employees by providing equity, consistency, flexibility, personal responsibility, and recognition of years of service.

PTO can be used for any purpose and is subject only to routine requests and approval procedures.

Eligibility

PTO accrual for each eligible employee shall begin on the date of policy inception, employment with the City, or if a change of status creates eligibility on the date the employee becomes eligible.

All regular, full-time employees will earn full PTO benefits.

Regular part-time employees are eligible for PTO provided they work 20 or more hours per week. These employees shall accrue PTO pro-rated according to the accrual percentage of full-time equivalency status. For example, an employee with a half-time schedule (20 hours per week) would earn PTO at a rate of 50% of full-time employees.

Regular part-time employees regularly scheduled to work fewer than 20 hours per week shall not accrue nor be given PTO benefits.

Temporary, contract, seasonal, and intern employees shall not accrue nor be eligible for PTO benefits.

PTO Leave Accrual Schedule

PTO is accrued bi-weekly, and is documented on your paystub. All eligible employees accrue benefits based on length of service and hours worked. Employees earn PTO benefits according to the following accrual schedule:

Years Of Service Number of Days Accrued Per Year 0-5 Years 18 6-15 Years 23 16-20 Years 28 21+ Years 30 One day of PTO shall equal eight (8) hours for full-time employees. PTO accruals are pro-rated for eligible regular part-time employees. When an employee moves to a new accrual level based on years of service, the new accrual rate will begin with the first full pay period after the employee’s anniversary date.

Department heads will earn an additional 5 days of PTO each year subject to satisfactory performance.

Maximum Accumulation

An employee may not have more than 30 45 days of PTO accrued as of the last day of the last pay period of the year, unless a written request has been submitted to and approved by the City Administrator prior to that time. The written request should include an estimate of the number of hours being carried-over, the reason the employee was unable to use the hours, and the employee’s plan to use the excess hours in the near future.

Exceptions

The City Administrator has the authority to establish beginning levels of PTO balances and placement on the accrual schedule for newly hired department heads. In making such a determination, the City Administrator will consider the prospective employee’s qualifications, education, prior experience, and length of service in the same or similar jobs.

PTO Conversion

An employee who has a PTO balance of more than the maximum accumulation of 45 days by the last payroll of the year, may opt to convert up to 5 days (40 hours) of PTO to cash or deferred compensation. The amount of PTO an employee is able to convert is limited to the amount that will bring their balance down to 45 days (360 hours), with a maximum of 5 days (40 hours) converted. This conversion may only take place one time per year in December. Employees must notify the payroll department by December 10 to process the conversion within that calendar year’s payroll.

Procedures

PTO is requested and approved through leave slips available in each department. Leave slips are approved by the immediate supervisor and/or department head. Approval of requests is based on timeliness of the request, authorization by the appropriate supervisor, and the needs of the department. Approval is not guaranteed based on the needs of the City.

Non-exempt employees must complete a PTO leave request slip for all regularly scheduled hours that the employee does not work, unless the employee’s supervisor has given prior written approval for the employee to work those hours on a different day or days within the same pay period.

Exempt employees must complete a PTO leave request slip for any time needed to account for a 40-hour work week and/or if an exempt employee works less than 4 hours during the normal business hours of 8:00 a.m. to 4:30 p.m., Monday through Friday. Exempt staff cannot create schedules outside of normal business hours without the consent of their supervisor and the City Administrator. Exempt employees have some occasional flexibility to work less than eight (8) hours in a day, but not less than four (4) without using PTO to account for their time away providing that they work no less than 40 hours in any given week.

PTO may consist of the following two forms: 1. Planned leave which is scheduled in advance with departmental approval. 2. Unplanned leave requires the employee to notify their supervisor within one-half hour of the beginning of the employee’s scheduled work day. In situations where the use of unplanned leave would jeopardize the operations of a department, the supervisor must approve unplanned leave. Unplanned leave is intended for unexpected use such as illness or emergencies. If unplanned absences show a pattern suggesting abuse, the supervisor will proceed with progressive discipline. Good attendance is an essential job function for all employees. If unplanned absences are determined to be excessive or in excess of three consecutive days, a doctor’s notice may be required. The doctor’s notice shall state the nature and duration of the employee’s illness or injury and verify that the employee is unable to perform the duties and responsibilities of the position. A statement attesting to the employee’s ability to return to work and perform the essential functions of the job and a description of any work restrictions may also be required before the employee returns to work.

Use of Deferred Sick Leave Hours

Prior to the City’s current system of PTO, the City had vacation and sick leave. In 2014 the City converted to PTO. Employees hired prior to 1/1/2014 may have sick leave hours from the previous system, and these will now be considered a deferred sick leave bank. These deferred sick leave banks may be used in the following manner:

1. Illness or emergency: When an employee is unable to perform work duties for a period of five (5) consecutive days or more in the case of personal illness, physical incapacity, or medical treatments of an employee or with the demonstrated need of the employee’s spouse, children including adult children, parents, grandparents, stepparents, or siblings. 2. Workers’ Compensation: An employee who is eligible to receive workers’ compensation payments may use deferred sick leave hours to supplement the difference between the employee’s regular wages/salary and the workers’ compensation payments. In no event shall the employee earn more than their normal wages by combining Workers Compensation, deferred sick leave hours, and PTO.

Conversion of Deferred Sick Leave Hours to PTO The City will allow the conversion of up to four (4) days of deferred sick leave to PTO in each of the years 2014 and 2015. Any such conversion will be a direct deduction from the employee’s Severance Pay Off as provided for in Section 18.

Example: Employee is eligible for 20 days of Severance, and in 2014 converted 4 days of his/her Deferred Sick Leave Balance to PTO, and in 2015 converted 3 days of Deferred Sick Leave Balance to PTO. Employee’s Severance would be 13 days (20-4-3=13).

Employees on Short Term Disability (STD)

Employees on STD may use their Deferred Sick Leave Bank, PTO, or a combination of the two to get them to day 15 30 when STD benefits begin.

PTO Pay-Off at Termination of Employment

Under the PTO program, employees will be eligible to receive 100% of their accrued PTO balance when they leave City service. In no case shall the PTO pay-off exceed 30 45 days of PTO carry-over plus the amount of annual PTO accrued to the point in the year that the termination is effective. Employees may not use PTO during the two-week notification period unless approved by the City Administrator.

Miscellaneous Personnel Policy Amendments

Page 3 SECTION 3 - SCOPE OF POLICY

This personnel policy applies to all employees of the City except the following:

1. All elected officials;

2. The City Attorney, Health Officer, City Engineer, City Planner, and all other consultants retained by the City;

3. Exempt Employees hired after July 12, 1995. Specifically, the City Administrator, Park & Recreation Director /Community Services Manager, Public Works Director, Building Official, City Clerk and Finance Director;

4. Members of City boards, commissions, and committees;

5. Members of the Little Canada Fire Department;

6. Volunteer personnel working on behalf of the City;

7. Other employees not regularly employed in City positions.

Page 4 SECTION 4 - DEFINITIONS

The following words, terms and phrases, when used in this policy, shall have the meanings ascribed to them in this section, except where the context clearly indicates a different meaning:

Compensatory Time - Time off in lieu of paid compensation at the rate of one and one-half hours for each hour worked in excess of forty hours per work week.

Exempt Employees - For the purposes of this policy, exempt employees include the City Administrator, the Park & Recreation Director /Community Services Manager, the Public Works Director, Building Official, City Clerk and Finance Director. This handbook and this provision do not apply to exempt employees hired after July 12, 1995.

Page 11 SECTION 9 - COMPENSATION

Post-Employment Health Care Savings Plan In an effort to help employees fund health insurance costs after employment, the City provides a Post-Employment Health Care Savings Plan through the International City Management Association-Retirement Corporation (ICMA-RC). All regular full-time, regular part-time employees working a minimum of 20 hours per week on average, with five (5) years of service, are automatically enrolled in this Plan. Post-Employment Health Care Savings Accounts are funded by • Employer contributions (see Severance Pay-Section 18 20); • Employer contributions equal to one-half a percent (.5%) of an employee’s gross wages. • Employee salary reductions of one-half a percent (.5%) of an employee’s gross wages.

Page 12 SECTION 10 - OVERTIME & COMPENSATORY TIME

City Administrator, Park & Recreation Director /Community Services Manager, Public Works Director, Building Official, City Clerk and Finance Director - These employees are paid on an annual salary basis, therefore, exempt from both overtime and compensatory time requirements. This handbook and this provision do not apply to exempt employees hired after July 12, 1995.

Page 28 SECTION 15 – OTHER LEAVES WITH PAY

Holidays

E. Any regular full-time employee, as well as regular part-time, working a minimum of 20 hours per week on average projected over a calendar year based on anticipated demands of the position, other than the City Administrator, Public Works Superintendent Director, City Clerk, Park & Recreation Director /Community Services Manager, Building Official, and Finance Director who is required to work on any of the above-named holidays, shall be paid for each hour worked on the holiday at their regular rate of pay plus time and one/half. This rate of pay includes the holiday pay referred to above. This handbook and this provision do not apply to exempt employees hired after July 12, 1995.

Pages 45-46 SECTION 21 - DISCIPLINARY ACTION

Major Work Rule Offenses

10. Intoxication, or being under the influence of intoxicants, drugs, narcotics or unperscribed unprescribed psychoactive drugs or any other violation of Section 21 24 regarding alcohol and psychoactive drugs.

13. Accepting any fee, gift or other valuable thing in violation of Section 16 18 regarding receipt of gifts and other gratuities.

21. Any violation of Section 22 26, Harassment Policy.

22. Activity which has been determined to be incompatible with employment as provided in Section 16 18 regarding outside employment. Page 49 SECTION 24 - ALCOHOL AND PSYCHOACTIVE DRUG POLICY

Any employee who violates this section will be subject to discipline or dismissal pursuant to Section 18 21 of this policy.

Page 69 SECTION 32 – UNIFORM POLICY

Footwear The City will provide an allowance of up to $200 for full-time Public Works and Parks employees to purchase steel-toed footwear. Footwear is to be replaced on an as-needed basis, with the determination of need to be made by the Public Works Superintendent Director and Parks & Recreation Director. When possible, employees should keep an older, yet functional, pair of safety boots at the shop to be utilized for tasks such as blacktopping. In no case will the per employee reimbursement of up to $200 occur more often than once per year. Employees may use this allowance to purchase winter boots only if they are steel-toed. Regular, non-steel-toed winter boots shall be purchased at the employee’s expense. A B C D E F G H I Sick/ Vac or Maximum accrual STD employee What day does STD 1 City PTO How many days per year accrued? allowed Offer STD? or City paid start? Offer LTD? Any conversion possible? 0-5 years: 18 6-15 years: 23 16-20 years: 28 30 days 2 Little Canada PTO 21+ years: 30 (240 hours) Yes Employee Day 15 Yes Short term benefits start on the first day after an 0-3 years: 22.75 days After injury or after eight days 3 years: 22.75 days After 9 of an illness and years: 24.375 days After continues until the 14 years: 27.625 days 30 days Yes - employee returns to Yes - 3 Arden Hills PTO After 19 years: 29.25 days (240 hours) mandatory City work or until the start of mandatory 4 Falcon Heights Vacation: hired pre- 4/2016: max accrual = twice annual accrual, hired after 4/2016: max accrual Vacation: 30 days 0-5 Years: 10 days 6-Sick: Accrue 1 Yes - 10 years: 15 days day/month optional Over 10 years: 0.31 hours per pay Hired pre-4/2016 - 90 (use Yes - optional, period (bi-weekly) for each year days, hired after county's use county's 5 Lauderdale Sick/Vac starting at year 11 4/2016 - 60 days plan) Employee 30-60-90 day options plan No 1-4 years: 19 days 5-11 years: 24 days Employees have the opportunity to elect to convert up to 80 12-20 years: 29 days 62 days hours, under certain conditions, to deferred compensation or 6 Maplewood PTO After 20 years: 34 days (496 hours) Yes Employee Day 30 Yes - city paid cash at the end of the year Health Club Membership - Employees are reimbursed for a health club membership in exchange for accrued Sick Leave. An An hour of Sick Leave is valued at the employee’s current rate of pay. Employees can participate if a minimum balance of 80 hours sick leave is maintained. The maximum monthly contribution amount is $55 per month. Balance and contribution amounts are pro-rated for part-time employees. The following contributions will be allowed to the Retirement Health Savings Plan: Sick leave accrued: 8 hours/month A. Employees who have a sick leave balance of 600 or more hours Vacation: shall contribute their excess balance to the RHSP at a 2 to 1 ratio with a 0-5 years: 10 days maximum annual contribution of 160 hours (80 hours converted) or that 5-10 years: 15 days amount which brings the employee’s sick leave balance down to 600 hours—whichever is less. The City shall calculate and process the 11 years: 16 days Vacation max annual employee contribution to the RHSP on the first payroll period of 12 years: 17 days carryover: 10 days + December of each year. At no point however shall an employee’s 13 years: 18 days annual accrual cumulative contributions exceed the employee’s maximum eligible 14 years: 19 days Sick max: none but hours, as defined above. After 15 years: 20 days there are caps for 7 Mounds View Sick/Vac After 20 years: 25 days payout No NA NA No A B C D E F G H I Sick/ Vac or Maximum accrual STD employee What day does STD 1 City PTO How many days per year accrued? allowed Offer STD? or City paid start? Offer LTD? Any conversion possible? Sick leave accrual: 8 hrs/month Vacation: 0-3 years: 10 days 4-5 years: 11 days 6-10 years: 15 days 11 years: 16 days 12 years: 17 days 13 years: 18 days 14 years: 19 days 15 years: 20 days 20 years: 22.5 days 21 years: 23 days Vacation max 22 years: 23.5 days accrual: 32.5 days 23 years: 24 days Sick max accrual: 24 years: 24.5 days 120 days and caps Yes - 8 New Brighton Sick/Vac 25+ years: 25 days for payout No NA NA Employee pd City Admin - 29 days Deputy Clerk & Office Admin 6-12 months: 4.375 days 1-4 years: 8.75 days 5-9 Have 4 employees - 2 FT & 2 PT/job share years: 13.125 days 10- 14 years: 15 days Yes (for FT) - 15-20 years: 17.5 days Vacation max city paid - day 9 North Oaks PTO 21+ years: 21.875 days carryover: 20 days Yes (for FT) City Day 1 90

Sick leave: 1,000 hrs Vac: 0-15 years: 20 Sick leave accrued: 8 hours/month days (160 hours) Vacation: 3.08-7.69 hrs per pay 15+ years: 30 days 10 North St. Paul Sick/Vac period (240 hours) No NA Yes - day 90 1-4 years: 18 days 5-14 years: 23 days 62.5 days 11 Roseville PTO 15+ years: 28 days (500 hours) Yes City Yes - city paid 0-5 years: 22 days 6- 15 years: 27 days 150 days (1,200 12 St. Anthony PTO 15+ years: 32 days hours) No NA Yes Transfer of annual leave to ICMA RC – An employee who is accruing 26 days of annual leave per year and has 220 or more hours in their annual leave bank, may transfer up to twenty (20) hours of annual leave to ICMA RC (deferred compensation or IRA options). This transfer may only take place one time at year 0-4 years: 16.5 days end/year beginning during the month of December or January. 5-9 years: 21 days 30 days An employee may not make a transfer in December for one year 13 Shoreview PTO 10+ years: 26.25 days (240 hours) Yes Employee Day 22 Yes - city paid and January of the following year. A B C D E F G H I Sick/ Vac or Maximum accrual STD employee What day does STD 1 City PTO How many days per year accrued? allowed Offer STD? or City paid start? Offer LTD? Any conversion possible? 0-3 years: 17 days 3- 6 years: 20 days 6- 9 years: 25 days 9-15 years: 27 days 40 days Yes - City paid 14 Vadnais Heights PTO 15+ years: 30 days (320 hours) Yes City Day 30 - 180 days For everyone except Police: Vac: 0-2 years 10 day 3-5 years 15 days over 5 years 20 days. SICK: 10 days for exempt; 12 days Vac: 25 days Day 1 if hospitalized, Yes - 15 White Bear Lake Sick/Vac for non exempt Sick: no max Yes Employee otherwise day 30 Employee pd 0-5 YEARS: 18 DAYS (5.54 hrs per pay period) Cash or deferred compensation. Employees must have used at 6-10 YEARS: 23 DAYS (7.08 hrs per least 30 percent of their annual PTO accrual during the current pay period) payroll year. Employees may then be paid for or convert up to 40 11-19 YEARS: 28 DAYS (8.62 hrs percent of the balance to deferred compensation. Employees per pay period) who have not used 30 percent of their annual accrual during the 20 YEARS +: 30 DAYS (9.23 hrs per year and have more than fifty days in their accrual will lose the White Bear pay period) number of days between what they used and 30 percent of their 16 Township PTO 50 days Yes Employer Day 7 Yes - City paid annual PTO accrual before converting 40% of their balance. 1-4 years: 17 days 5- PTO (union 9 years: 22 days employees & 10 years: 23 days some pre- 11 years: 24.1 days 2012 12 years: 25 days employees 13-14 years: 26 days Employees have the opportunity to elect to convert up to 80 have 15-19 years: 27 days 20+ 64 days Yes - Yes - City paid hours, under certain conditions, to deferred compensation or 17 West St. Paul sick/vac) years: 32 days (512 hours) optional Employee Day 31 - 90 days cash at the end of the year 1-7 years: 18 days 8-15 years: 24 days 35 days Day 21-90, receive 18 Fridley PTO 16+ years: 26 days (280 hours) Yes City 100% of pay Yes - optional STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Joel Hanson, City Administrator DATE: May 18, 2018 RE: Amend Resolution 2018-4-83 for the Interfund Loan in Connection with the Suite Living Little Canada Development

Resolution 2018-4-83 was adopted at the April 25, 2018, stating:

The City has determined to use an internal loan to provide $600,000 in financing to the Developers to acquire the properties at 2736 and 2744 Rice Street.

The loan amount has since changed from $600,000 to $450,000. This amount includes the $400,000 for the purchase of the property, and the additional $50,000 for site preparation costs that was requested by the developers and approved at the May 9, 2018 City Council meeting.

Staff recommends the Council approved Amended Resolution 2018-4-83 with a loan amount stated as $450,000. CITY OF LITTLE CANADA, MINNESOTA

AMENDED RESOLUTION NO. 2018-4-83

APPROVING THE TERMS OF AN INTERNAL LOAN IN CONNECTION WITH THE SUITE LIVING SENIOR HOUSING PROJECT WITHIN TIF DISTRCIT 7-1

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF LITTLE CANADA, MINNESOTA ("CITY") AS FOLLOWS:

Section 1. Background.

1.01. The City has approved a 32-unit Senior Housing project to be constructed at 2736 and 2744 Rice Street.

1.02. The City has determined to use an internal loan to provide $450,000 in financing to the Developers to acquire the properties at 2736 and 2744 Rice Street.

1.03 The source of funding will be the Water & Sewer Capital Replacement Fund #604 (the “Fund”), which fund is administered by the City and has a balance that is legally available for such purposes.

1.04. The City intends to reimburse the Fund from the repayment made by the Developer within three years of the date of the loan as documented by the loan documents with the Developer (which terms are referred to collectively as the (“Internal Loan”).

Section 2. Terms of Internal Loan.

2.01. The City shall transfer $450,000 from the Water & Sewer Capital Replacement Fund #604 to the Economic Development Fund #105 to provide the interim financing for the Developer of the Suite Living project. Interest on this Internal Loan shall be at four percent per annum (4%).

2.02. Principal and interest ("Payment") shall be due and payable in full with a balloon payment due within three (3) years from the date on the loan agreement between the City and the Developer.

2.03. The principal sum and all accrued interest payable under this Internal Loan are pre- payable in whole or in part at any time by the City without premium or penalty.

2.04. This resolution is evidence of an internal borrowing by the City and shall not be deemed to constitute a general obligation of the State of Minnesota or any political subdivision thereof, including, without limitation, the City. Neither the State of Minnesota, nor any political subdivision thereof shall be obligated to pay the principal of or interest on this Internal Loan or other costs, and neither the full faith and credit nor the taxing power of the State of Minnesota or any political subdivision thereof is pledged to the payment of the principal of or interest on this Internal Loan or other costs incident hereto. The City shall have no obligation to pay any principal amount of the Internal Loan or accrued interest thereon, which may remain unpaid after the final Payment Date. 2.05. The City may amend the terms of this Internal Loan at any time by resolution of the City Council, including a determination to forgive the outstanding principal amount and accrued interest to the extent permissible under law.

Section 3. Effective Date. This resolution is effective upon the date of its approval.

Adopted this 23rd day of May, 2018.

______John T. Keis Mayor

ATTEST:

Joel R. Hanson City Administrator

2 STAFF REPORT

TO: Mayor Keis and Members of City Council FROM: Joel Hanson, City Administrator DATE: May 18, 2018 RE: Old Fire Hall Improvements Committee Survey Results

Before making a final decision on either tuckpointing and painting or stucco on the side and rear exterior walls of the Old Fire Hall, the Council wanted the Old Fire Hall Improvements Committee to give their input. The results of this survey will be presented at the May 23 Council meeting. St. Bonifacius Office: 4796 Merganser Drive St. Bonifacius, MN 55375 (612) 920-3320 x111 | fax: (612) 605-2375 [email protected] www.ddahumanresources.com

May 16, 2018 Sent via email only

Mr. Joel Hanson City of Little Canada 515 Little Canada Road East Little Canada, MN 55117

Dear Mr. Hanson,

Thank you for the opportunity to submit a proposal to assist the City of Little Canada with a search for your next City Administrator. Our firm has extensive experience with local governments, and we thoroughly understand the complexities faced by City Councils in Minnesota.

The attached proposal includes several elements that set us apart in our approach to providing this service. Highlights include: • Knowledge: Our firm comprehensively understands local government in Minnesota, and our consultants are former Administrators with significant experience. • Communication: We will be on site multiple times throughout the search process and will provide weekly email updates to the City Council throughout the process. • Brochure/Profile: We develop a detailed, professional profile to present the City in the most positive manner. A sample is attached. • Adherence to deadlines: When a deadline is established, we will meet it. • Video Interview: DDA uses video interviews in the screening process to get quality data that may not be apparent on resumes. These videos are made available to the Council prior to selecting candidates for final interviews. • Work Personality Index: Prior to deciding on final candidates, the Council will also receive a personality index report on each person being considered for an interview. • Background check process: Instead of doing a comprehensive background check on a single finalist, we do a comprehensive background and reference check on all finalists interviewed by the City Council. This is all included in the price. • Intellectual Profile: Each finalist will complete an intellectual profile measuring verbal reasoning, mathematical and logical reasoning, and overall mental aptitude.

Thank you for your consideration.

Sincerely,

Liza Donabauer DDA Human Resources, Inc.

Enclosures

DDA Human Reso urce s, Inc.

Pr oposal for the City of Li ttle Canada City Administra t or Sea rch

May 16, 2018

City of Little Canada: City Administrator Search Proposal

Cont ent s of the Propo sal

 Description of the Firm  Process Details  Approach to the Process  Fees  Service Team  Assurance  Timeline  References

Descrip t ion of the Firm

David Drown Associates (DDA) is a full-service consulting firm with more than 20 years working with local governments providing a full range of fiscal and economic development services, along with compensation and classification services and executive searches, to over 450 government clients throughout Minnesota. Over these years, we have gotten to know local government well, and we have worked hard to keep our services up-to-date to meet the ever-changing needs of our clients. In 2013, we expanded our scope to provide human resources services — we started with executive recruitment and organizational studies and more recently added classification and compensation studies. Because of growth in our human resource service area, a new Human Resource affiliate company was created in 2017. DDA Human Resources Inc. currently employs seven individuals serving cities, counties, and special districts throughout Minnesota. The vast majority of our consultants are recent practitioners having served as Administrators or Human Resource Managers. In addition, the scope and breadth of experience levels we bring to this project is second to none. We take great pride in providing the best service at a fair and equitable price. We think you will find that our small company is nimble, efficient, and personable. We know and understand local government, and that will always guide our work.

Approach t o the Pr oces s

Our approach to this search will be to focus on finding the best fit for the City of Little Canada. This is

accomplished, first and foremost, by listening to what you are saying, understanding your goals and objectives, and building the search process off of that foundation. After gathering background information, we comprehensively advertise the position and make sure that the posting gets into the hands of prospective candidates. In some cases, those persons are not active job seekers, so we will make every effort to find those folks through direct outreach efforts. After the posting closes, an analysis of candidates will be completed so that, when the semifinalists are presented to the City Council, you will be confident that these people are the best matches from the submitted applications. After the Council selects the finalists, these candidates will be fully researched, and all necessary hiring information will be available prior to the Council making a decision. Communication with the City Council is a high priority. In addition to our Consultant Liza Donabauer being on site regularly, the City Council will receive weekly email updates, and she will always be available for questions.

City of Little Canada: City Administrator Search Proposal

Ser vice Team

Liza Donabauer Liza came to DDA with both private and public-sector experience. With a background in construction and finance administration, her passion for public sector work led her to Wright County where she provided support to the HR Department, County Coordinator, and Commissioners. While pursuing her MBA, Liza entered city management for Clearwater, Kansas, and then later moved to Arlington, Minnesota. During her four years in Arlington as a City Administrator, she completed a reorganization of the administration department, developed an orientation and capital planning process for two new councils, conducted compensation studies for several departments, engaged in a strategic planning session, and took part in developing a leadership curriculum for up and coming leaders in Sibley County. Her work has centered on human resource management, strong community participation, and leadership development. Since joining DDA, Liza has conducted and assisted with several Administrator searches as well as assisting with Compensation and Classification Studies. Liza will be the lead consultant on this project.

Gary Weiers Gary joined DDA in 2013 and has conducted over 50 executive searches and numerous organizational studies. The vast majority of this work has been done in greater Minnesota. This is by design in that we are passionate about meeting the needs of communities in all parts of the State. Prior to joining DDA, Gary had over 20 years of county government management experience, the last 11 years as County Administrator in Rice County. Prior to becoming Administrator, Gary served as the Social Service Department Director in Rice County and worked as a Social Service Supervisor in Mower County and Sherburne County. Gary received his bachelor’s degree from the University of St. Thomas and has honed his skills by working his way up from an entry level social worker position to be the head of a $50 million organization with over 350 employees. In addition to conducting executive searches, Gary has done work with communities on sharing services, organizational analysis, strategic planning, and other management related work. Gary will provide support to Liza throughout the process. Liz Judd

Liz is an Assistant Consultant that provides support and assistance within our Human Resources Division. Since joining DDA in 2015, Liz has been involved in numerous executive searches and other HR projects. Some of Liz’s duties include community research, creating position profiles, assembling interview materials for our clients, and providing general administrative support to our consultants.

City of Little Canada: City Administrator Search Proposal

Tent ative Timeline

This timeline is tentative. The final timeline will be set after the City Council’s decision to proceed.

COMPLETION ITEM TASK DATE Decision by City May 22, 2018 Council to proceed  Gather all pertinent background information Information gathering  Gather salary information and review job description June 6, 2018  Meet individually with each member of the City Council Professional profile  Develop position profile and advertisement June 20, 2018 Approve position  City Council approves profile, job description, salary range, June 27, 2018 profile and hiring process  Post position immediately upon approval of profile Candidate June 28, 2018-  Comprehensively advertise recruitment July 26, 2018  Email and phone calls to prospective candidates Screening of DDA will review and rank applicants based on job related July 27, 2018 applicants criteria and select semifinalists Video Interview Each semifinalist will complete a video interview August 13, 2018 DDA will administer a work-related personality index to all Personality Index August 13, 2018 semifinalists.  City Council selects finalists for interviews Selection of finalists August 22, 2018  DDA will notify candidates not selected as finalists  Includes: • Criminal background: county, state, national Background check of • Sex offender registry all finalists selected September 4, 2018 • Social Security number verification for interviews • Employment and education verification • Credit Check Reference check on DDA will conduct reference checks with current and former September 4, 2018 all finalists employers on all finalists DDA will administer an intellectual profile measuring verbal Intellectual profile reasoning, mathematical and logical reasoning, and overall September 4, 2018 mental aptitude DDA will provide the Council information including: • Summary of references • Results of background checks Finalist Packet September 6, 2018 • Personality index reports • Video interview • Resumes, etc. DDA will prepare all interview materials and be present at all September 13 & 14, Interviews interviews and other functions. It is recommended that 2018 interviews be at a special meeting Decision City Council will select candidate for offer September 14, 2018 Offer and agreement DDA will negotiate agreement with selected person September 17, 2018 Projected start date New Administrator begins October 15, 2018 Follow up DDA will follow up periodically with the new Administrator October 2019

City of Little Canada: City Administrator Search Proposal

Pr ocess Det ails

Step 1: Information Gathering

DDA will gather and assemble background information pertaining to the City and position. In addition, Liza will meet individually with all Council members to discuss candidate attributes, experience, and other important qualifications. A group meeting with senior staff will also take place if requested. At the same time, the job description will be reviewed and, if needed, we will gather relevant comparative salary information for consideration by the Council. We will quickly develop a comprehensive understanding of the organization, community, and position.

Step 2: Development of Position Profile Based on the information received from the City Council and others, DDA will develop a professional position profile that is customized to present the City of Little Canada in the most positive manner and provides prospective candidates with meaningful information. A draft will be presented to the City Council for consideration and approval prior to advertising. A sample profile is attached for your review.

Step 3: Advertisement and Recruitment

DDA will comprehensively advertise the position and make direct contact with possible candidates who are not active job seekers. Some of the places the position will be advertised include: League of Minnesota Cities, International City/County Management Association, Minnesota Association of City/ County Managers, Association of Minnesota Counties, LinkedIn, and municipal associations in Iowa, Wisconsin, North Dakota, and South Dakota. In addition, the posting will be shared with professional networks through Minnesota State University Mankato, Hamline University, St. Cloud State University, and the University of Minnesota. Other local advertising will be done as per direction from the City. Regular communication with candidates will occur throughout the process. The simple DDA online application process will be used unless the City prefers to use an existing City methodology.

Step 4: Initial Screening and Review DDA will complete a comprehensive analysis of every application received and determine approximately 10-12 semifinalists based on job related criteria. Each semifinalist will complete a video interview and a work related personality index. About one week prior to the selecting finalists for interviews, the video interview, personality index, cover letter, and resume from each of the 10-12 semifinalists will be made available to the Council for viewing. This will allow the Council ample time to comprehensively review candidates prior to determining who to bring in the for the final interviews. After the Council selects finalists, those not selected as finalists will be notified by DDA.

City of Little Canada: City Administrator Search Proposal

Step 5: Selection

After the City Council selects finalists, DDA will complete comprehensive background screenings including criminal history, civil court history, verification of recent employment, verification of education, driver’s license review, credit check, and other items. Along with background checking all finalists, DDA will check employment references on each person. In addition, DDA will administer an intellectual profile measuring verbal reasoning, mathematical and logical reasoning, and overall mental aptitude. About a week prior to the final interview process, the City Council will have access to each candidates application materials, video interview, background check results, reference information, a work personality report, and an intellectual profile on each person. Early in the search process, Liza will discuss interview possibilities including department head participation options and possibilities for community involvement through a meet and greet event, interview, or other functions. Prior to interviews, Liza will prepare questions and then facilitate all interviews and other activities the City Council determines appropriate. Our goal is to make the process smooth and painless so the City Council can focus all its energy on finding the right person for the job.

Step 6: Offer

After interviews are complete, we will assist the City Council with deliberations and facilitate the offer to the selected candidate. We will negotiate the terms with the candidate based on the parameters established by the City Council.

Step 7: Follow Up

DDA will make periodic contact with the new Administrator for at least the first year of employment.

City of Little Canada: City Administrator Search Proposal

List of Sea rch C lie nt s From th e Past Two Years

Entity Type of Search Entity Type of Search City of Wadena, MN Administrator Wadena County, MN Coordinator

City of Lake City, MN Administrator City of Mountain Lake, MN Administrator

Rice County, MN Chief Financial Officer City of Plainview, MN Administrator

City of Redwood Falls, MN Chief of Police City of Faribault, MN Administrator

City of Brainerd, MN Administrator City of Fairfax, MN Clerk/Treasurer/Administrator

City of Amery, WI Administrator City of Marshall, MN Administrator

City of Arlington, MN Administrator City of Staples, MN Clerk/Finance Director

City of Warroad, MN Public Works/Utility Director City of Mayer Administrator

City of Nisswa, MN Administrator/Clerk City of Granite Falls, MN Finance Director

City of Lake City, MN Ambulance Director Goodhue County, MN Finance Controller

Pope County, MN Coordinator City of Isanti, MN Finance Director

City of Baxter, MN Administrator City of Willmar, MN Administrator

City of St.. James, MN Administrator Three Rivers Community Action Executive Director

City of Isanti, MN Finance Director City of Motley, MN Clerk/Treasurer

Willmar Municipal Utilities General Manager City of Lake City, MN Finance Director/Treasurer

Dodge County, MN Administrator City of Olivia, MN Finance Director

Rice County, MN Administrator City of Marshall, MN Administrator

In addition to the specific references listed on the following page, the City of Little Canada is encouraged to speak with any of the entities listed above. DDA is currently conducting searches for the Cities of Wadena, Waseca, and Hector, Minnesota, as well as Houston and Crow Wing Counties.

Fees

The fee for the search process is $17,000. This all-inclusive fee covers professional services and all

expenses including travel, advertising, personality index, intellectual profile, background checks on all finalists, etc.

City of Little Canada: City Administrator Search Proposal

Assurance

If the newly hired Administrator leaves the organization within the first 24 months of employment, DDA will complete another search without professional service fees. Only actual expenses will be billed to the City.

References

Ed Menk Royal Ross Mayor, City of Brainerd Council Member, City of Faribault Administrator Search Administrator Search Phone Number: 218-829-7266 Phone Number: 507-456-2932 Email: [email protected] Email: [email protected]

Mike Dodge Roger Ziebell Mayor, City of Mayer Mayor, City of Plainview Administrator Search Administrator Search Phone Number: 952-215-2639 Phone Number: 507-534-2681 Email: [email protected] Email: [email protected]

Erica Zweifel Rich Nagel Council Member, City of Northfield Mayor, City of Arlington Administrator Search Administrator Search Phone Number: 507-663-7131 Phone Number: 507-964-5141 Email: [email protected] Email: [email protected]

“After working with then, City Administrator Liza Donabauer for over 2 1/2 years, I can truthfully say she is the epitome of hard work and dedication to her profession. Her communication skills and procedures are without compare, and she did not shy away from any challenge. I have no doubt that she will continue to provide exemplary service in any work endeavor.” Rich Nagel, Mayor City of Arlington, MN

“We hired David Drown Associates to facilitate our search and subsequent hire of our new City Administrator. They did an outstanding job of walking our City Council through all stages of the hiring process. Liza Donabauer was in constant contact with me and able to quickly answer any question that came up. I would highly recommend DDA Human Resources Inc. to any city.” Mike Nelson Mayor of Mountain Lake, MN

City of Little Canada: City Administrator Search Proposal

DDA Human Reso urce s, Inc.

Sampl e Position Profile

City of Little Canada: City Administrator Search Proposal

Proposal

City of Little Canada, MN

Proposal to Provide Executive Recruitment Services

May 14, 2018

Springsted | Waters 380 Jackson Street, Suite 300 Saint Paul, Minnesota 55101

Sharon Klumpp, Senior Vice President [email protected] 651-223-3053

Table of Contents

LETTER OF TRANSMITTAL

I GENERAL INFORMATION ...... 3

II RESPONSE TO SCOPE OF WORK ...... 3

III PROPOSED COSTS ...... 10

IV FIRM EXPERIENCE ...... 11

V RECRUITMENT PROJECT TEAM ...... 15

SAMPLE BROCHURE ...... APPENDIX I

Springsted | Waters 380 Jackson Street, Suite 300 St. Paul, MN 55101 Tel: 651-223-3000 Fax: 651-223-3046 www.springsted.com

LETTER OF TRANSMITTAL

May 14, 2018

Mr. Joel Hanson, City Administrator City of Little Canada 515 Little Canada Road Little Canada, MN 55117

Re: Request for Proposal to Provide Executive Recruitment Services

Dear Mr. Hanson:

I appreciate the opportunity to submit our proposal for executive recruitment services for the City of Little Canada’s next City Administrator. Our extensive experience in providing executive recruitment services to cities, counties and other public-sector organizations in Minnesota and throughout the region will be beneficial for this recruitment and allow us to find the ideal candidate for the City of Little Canada.

We know that you have options for using other recruitment firms. However, we believe that our approach sets us apart from our competitors in the following unique ways:

• If selected as an option, our web-based survey can be used to determine the key community-wide issues and priorities that are essential considerations for the City and the selection committee to consider. This survey is completed by the City’s employees, community leaders and citizens and would alter the estimated duration of the project timeline. The results of the survey will provide the City Council with important feedback for development of the profile for the ideal candidate;

• Management/Leadership Style Assessment Analysis completed by the candidates to determine if a candidate’s management style matches the approved management/leadership style profile for the ideal candidate;

• Video candidate interviews through a proprietary system will be made available to the Mayor and City Council to assist in the selection process; and

• Utilization of a proprietary online application system exclusively licensed to Springsted | Waters (S|W) to facilitate talent management. The system has been designed by S|W to customize applicant flow and tracking. It allows ease of communication with applicants and the ability to conduct database inquiries for candidates based on characteristics important to the City such as geographic location and specific experience, expertise and qualifications.

City of Little Canada, Minnesota May 11, 2018 Page 2

The proposal document will provide you the details about our approach, expertise, client references and pricing for this executive recruitment. If you have any questions, please contact me at 651-223-3053 or by email at [email protected]. Our Team would consider it a professional privilege to provide these services to the City of Little Canada.

Respectfully submitted,

Sharon Klumpp, Senior Vice President Consultant

sml

City of Little Canada, MN Proposal to Provide Executive Recruitment Services

I. General Information

The Executive Recruitment Division of Waters Consulting merged with Springsted Incorporated in May 2014, establishing one of the largest public sector executive recruitment and human capital consulting firms in the United States. Our firm name, Waters & Company, has recently been changed to Springsted | Waters (S|W) to more clearly reflect the connection to and support from the Springsted group of companies. Springsted Incorporated, our parent company, has been a Women Business Enterprise since 1993. Three employee-owners lead the Springsted group of firms and their 70-member staff. Our corporate office is located in Saint Paul, Minnesota, with regional offices located in Dallas, Texas; Chicago, Illinois; Milwaukee, Wisconsin; Des Moines, Iowa; Kansas City, Missouri; Richmond, Virginia; Atlanta, Georgia; and Denver, Colorado.

S|W has a team of four recruitment consultants available to meet your executive recruitment needs. Each consultant assigned to this recruitment has experience working with City’s and the many different disciplines that comprise the City of Little Canada organization. Our consultants bring an experienced, participatory and energetic perspective to each engagement; our unique approach and personal touch are reflected in our internal standard to provide outstanding services that exceed the City’s expectations. Since 2013 our combined consultant team has conducted more than 455 executive recruitments.

The S|W Recruitment Project Team will partner with the Mayor, City Council and designated staff as your technical advisor to ensure that the recruitment process for your next City Administrator is conducted in a thorough and professional manner. Our objective is to generate high-quality candidates and assist you with the screening and evaluation of these candidates.

We have structured the S|W Recruitment Project Team to draw upon S|W’s and Springsted’s 50-plus years of service to the public sector and to leverage S|W’s experience and capacity to focus nationwide to find the most qualified candidates.

Physical Address Springsted | Waters 380 Jackson Street, Suite 300 St. Paul, Minnesota 55101 Office: 651-223-3000 Fax: 651-223-3002

II. Response to Scope of Work Task I: Recruitment Brochure Development and Advertising

The development of a comprehensive recruitment brochure that includes a profile of the ideal candidate is an important first step in the recruitment process. This profile includes the required academic training, professional experience, leadership, management and personal characteristics related to the success of the candidate in the position of City Administrator. The recruitment brochure will also have a profile that captures the essence of the City as a highly-attractive venue for the successful candidate to live and work.

City of Little Canada, MN. Proposal to Provide Executive Recruitment Services. 3

To prepare the recruitment brochure, the Recruitment Project Team Leader will come on site to meet with the Mayor, City Council and designated staff to discuss the required background, professional experience and management and leadership characteristics for your City Administrator position. We meet individually (or collectively depending upon your preference) with the Mayor and City Council to broaden our understanding of the position’s leadership and management requirements, current issues, strategic priorities and to identify expectations for the City Administrator. [See example of a recruitment brochure in Appendix I.]

The Recruitment Project Team will also work with the City of Little Canada to develop an advertising and marketing strategy to notify potential candidates about the vacancy and conduct an open recruitment that encourages applications from a talented and diverse pool of candidates. Our Team will place ads in appropriate professional publications, websites and local print media, if required. Additionally, S|W has a highly-accessed website that has a special location attracting many potential candidates to upload their resumes. The aggressive advertising and marketing campaign for top talent will include national, state, regional and local elements as determined during our initial meetings with the City’s representatives. Our customized mailing list, selected from our extensive database and contacts collected at appropriate public- sector conferences, will be utilized to further promote the position.

Advertisements for the City Administrator position could be placed with: International City/County Management Association and Alliance for Innovation Careers in Government League of Minnesota Cities and similar sites in neighboring states Minnesota City/County Management Association and similar sites in neighboring states Association of Professional Management Assistants Springsted | Waters LinkedIn sites City of Little Canada website and social media Various alumni of Master of Public Administration programs

Project Milestone Deliverables Estimated Duration

• Onsite interview with the City. • S|W will receive information regarding the City’s budgets, organizational charts, Position profile and recruitment images, logos, etc. 2 Weeks brochure development. • Develop draft documents (Recruitment Brochure, Advertisement, Marketing Letter and Timeline).

• Brochure sent to the City for final Approve brochure, commence approval. advertising and distribute 2 Weeks marketing letter. • Commence advertising and distribution of recruitment brochure.

Task II: Execution of Recruitment Strategy and Identification of Quality Candidates

Utilizing the information developed in Task I, S|W will identify and reach out to individuals who will be outstanding candidates for the position of City Administrator. Often, well-qualified candidates are not actively seeking new employment and will not necessarily respond to an advertisement. However, if a potential candidate is presented with the opportunity directly and in the proper manner, he or she may apply. We take pride in our ability to locate highly qualified candidates across the nation based on the professional contacts and relationships we have developed and maintained over many years.

City of Little Canada, MN. Proposal to Provide Executive Recruitment Services. 4

These efforts will be supplemented by the creation of an appropriate database utilizing our extensive, interactive applicant database for the City Administrator position. This will provide the S|W Team with the ability to customize applicant flow and tracking, communication with applicants and conduct database inquiries for candidates based on characteristics important to the City such as geographic location, particular experience, expertise and credentials.

During this part of the process the Recruitment Project Team will work with the Mayor, City Council and designated staff to reach consensus on the leadership and management style for the ideal candidate. Our research will determine the key competencies, work values and leadership/management style for the position and match the candidates to each attribute.

Each candidate submitting a resume is sent a timely acknowledgement by our Team, including an approximate schedule for the recruitment. Throughout the recruitment process, communications are maintained with each candidate regarding information about the recruitment progress and their status in the process. We take pride in the many complimentary comments made by candidates regarding the level of communication and the professional manner in which they are treated during our recruitments.

Project Milestone Deliverables Estimated Duration

• Online data collection and profile development. • Development of interactive searchable applicant database for recruitment of the City Administrator. Execution of recruitment strategy • S|W performs direct outreach to prospective 4 – 5 Weeks and candidate outreach. candidates identified in the recruitment strategy. • Utilization of extensive applicant database to identify applications and review applicant pool for competencies/demographics.

Task III: Screening of Applicants and Recommendation of Semi-Finalists

In Task III the Recruitment Project Team, under the direction of Sharon Klumpp, will screen the candidates against the criteria within the position and candidate profiles and develop a list of semifinalists for recommendation to the Mayor and City Council.

The most promising applicants will receive a candidate essay questionnaire to complete that will provide additional information about the candidates’ background and experience. We will then narrow the list to a group of 10-15 semifinalists for your review and to select finalists.

Another unique aspect of our recruitment process is our use of online recorded interviews for the screening process. Responses are timed and questions are not provided in advance. This tool allows our Team to develop a more comprehensive understanding of the candidate’s ability to think “on their feet” as well as their personal and professional demeanor. This virtual interview can be scored by individual selection team members as well as the consulting team for later review and comparison.

Our Team will provide an online link for the Mayor, City Council and others designated, who have input into the hiring decision, allowing them to review and rate the recorded responses. This provides the organization with additional candidate assessments that can be customized to fit the unique needs of the City.

City of Little Canada, MN. Proposal to Provide Executive Recruitment Services. 5

Throughout the process, you will have access to our Master Applicant List (MAL), which will provide pertinent data for each applicant.

Project Milestone Deliverables Estimated Duration

• S|W compares applications to the approved candidate profile developed in our searchable applicant database. • S|W develops customized candidate questionnaire & due diligence questionnaire to provide to applicants who most closely meet the candidate profile. • Top 10-15 candidates identified as semi-finalists. • Semi-Final Report is prepared, including the brochure, master applicant list, cover letter, resume and Applicant screening and completed questionnaire of candidates 2 - 3 Weeks recommendation of semi-finalists. to be considered. • S|W and the City review and rate video interviews. • S|W sends links to City to review the aggregate responses and ratings. • Semi-finalists complete candidate management style assessment, responses are reviewed and interview questions are developed. • Recruitment Project Team Leader meets with Mayor and City Council to review recommended semi-finalists. Mayor and City Council selects finalists for on-site interviews.

Task IV: Conducting Background Checks, Reference Checks and Academic Verifications

When the Mayor and City Council approves of a group of finalists for on-site interviews, S|W will begin the process of conducting reference checks, background checks and academic verifications. A Confidential Reference Report is prepared for each finalist to complete our understanding of his/her management and leadership characteristics and professional work performance.

For the background checks, S|W will develop information on the candidates in the following areas:

• Consumer Credit • Bankruptcy • City/County Criminal • State District Superior Court Criminal • City/County Civil Litigation • State District Superior Court Civil Litigation • Judgment/Tax Lien • Federal District Criminal • Motor Vehicle • Federal District Civil Litigation • Educational Verification

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To ensure that our quality standards are maintained, we require a minimum of ten business days between the time that you select the finalists for on-site interviews and when we submit the candidate documentation for your final interview process.

Project Milestone Deliverables Estimated Duration

• S|W confirms interviews with Design final process with City candidates. Council for on-site interviews 1 – 2 Days with finalists. • Travel logistics are scheduled for the candidates.

Background checks, reference • S|W completes background checks, checks and academic reference checks and academic 2 Weeks verification. verifications for finalists.

Task V: Final Interview Process

Upon completion of Task IV, we will work with you to develop the final interview process. We will provide documentation on each of the finalists which will provide the highlights of leadership / management profile (Gap Analysis) as well as a summary of the results of the reference checks, background checks and academic verifications. In addition, the Final Report will include guidelines for interviewing the candidates, suggested interview questions and a candidate assessment process for your interview panel(s).

The Recruitment Project Team Leader will be available during the final interview process to answer questions about the candidates and, if requested, assist with the final evaluation of the candidates. In addition, if the City requests the service, we will assist you with the development of a compensation package and related employment considerations and assist with the negotiation of an employment agreement.

Project Milestone Deliverables Estimated Duration

• Final Report is prepared, including brochure, interview schedule, cover Final Report prepared and letter, resume, candidate questionnaire, 1 Day delivered to City. suggested interview questions, candidate assessment form and management style probing questions.

• Interviews are scheduled. • Recruitment Project Team Leader On-site interviews with finalists. attends client interviews and is available 1 – 2 Days to participate during deliberations of candidates.

• If requested, S|W participates in candidate employment agreement negotiations. Offer made / accepted. 3 – 5 Days • S|W notifies candidates of decision. • S|W confirms final process close out items with the City of Little Canada.

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Strategy for Recruitment of Diverse Candidates

Our corporate core values and work environment reflect our broader social aspirations for a diverse workforce, equal opportunity and cross-cultural respect. We have established strong and credible networks with minority and female leaders nationwide. In addition, we are corporate members of the National Forum for Black Public Administrators (NFBPA) and the Hispanic Network and are on their National Corporate Advisory Council. We participate in their membership events on a regular basis.

To that end, we take responsibility for diversity in our organization, our recruitment strategy and our candidate pools. In this recruitment, we will use our established networks to make direct and personal contacts with prospective minority and female candidates and encourage them to consider the City of Little Canada’s City Administrator position. Because of our performance record in presenting a diverse applicant pool, these prospective candidates know they will be fairly considered in the process.

Springsted | Waters, is committed to ensuring equitable participation in our business and employment opportunities without regard to race, color, religion, sex, national origin, age, disability, veteran status, marital status or sexual orientation. As a leader in the executive recruitment industry, we take positive actions to prevent and to remedy any discriminatory effects of business and employment practices.

Springsted | Waters is a WBE.

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Timeline

Below is an estimated Timeline for the executive recruitment process. You will be asked during the first on-site meeting to review and approve a Timeline for the recruitment project. It is our intent to conduct the recruitment expeditiously, but not at the expense of finding high-quality candidates for you.

CITY OF LITTLE CANADA, MN EXECUTIVE RECRUITMENT PRELIMINARY TIMELINE

The following Timeline represents a preliminary schedule for your executive recruitment based on a commencement date of May 16. Actual target dates will be developed in consultation with and approved by the Mayor and City Council. Project Milestone Deliverables Target Date

• S|W completes on-site interviews to develop candidate profile and recruitment brochure; the City approves ad placement schedule and timeline. Profile development, • S|W sends draft recruitment brochure to the City. advertising and candidate • The City returns draft recruitment brochure (with May 17 – June 29 outreach. edits) to S|W. • S|W commences executive recruitment advertising and marketing. • Online data collection and profile development.

• S|W commences formal review of applications and sends most promising applicants a Candidate Questionnaire to provide additional information about background and experience. Candidates complete recorded interview online. • S|W completes formal review of applications and Applicant screening and sends selected resumes and questionnaire assessment and responses to the City for review. Candidates’ July 2 – 20 recommendation of semi- recorded interviews are also presented. finalists. • Semi-finalists complete candidate management style assessment and responses are reviewed and interview questions are developed. • S|W meets with the City and recommends semifinalists; the City selects finalists for on-site interviews. Comprehensive background • S|W completes reference checks/background check and reference checks August 3 checks/ academic verification on finalists. completed for finalists.

On-site Interviews with • S|W sends documentation for finalists to the City. Week of August 6 finalists. • The City conducts on-site interviews with finalists.

Employment offer made / • The City extends employment offer to selected Week of August 13 accepted. candidate.

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III. Proposed Costs

The all-inclusive professional fee to conduct the recruitment is provided below and includes the cost of professional services by the Recruitment Project Team Leader, the project support staff and all project- related expenses such as advertising, preparation of the recruitment brochure, printing, candidate background, reference and academic verification checks and travel expenses for on-site visits. Travel expenses incurred by candidates for on-site interviews with the client are not the responsibility of S|W and are handled directly by the client organization.

The all-inclusive professional fee will be billed in four installments: 30% of the fee will be billed at the beginning of the recruitment; 30% at the implementation of Phase I; 30% at the implementation of Phase II; and 10% upon acceptance of an offer by the candidate. We are open to negotiate an alternative payment schedule if selected for this recruitment.

All questions regarding the professional fees and project-related expenses should be directed to Sharon Klumpp, Senior Vice President at [email protected] or via phone at 651-223-3053.

PHASE DESCRIPTION OF PROFESSIONAL SERVICES FEES Task 1 – Candidate Profile Development/Advertising/Marketing Phase I (includes one day on site by Recruitment Project Team Leader) Task 2 – Identify Quality Candidates Task 3 – Screening of Applications and Submission of Recommended Semi-Finalists to Client (includes one Phase II day on site by the Recruitment Project Team Leader) Task 4 – Reference Checks, Background Checks and Academic Verifications Task 5 – Final Process/On-Site Interviews with Finalists Phase III (includes two days on site by Recruitment Project Team Leader) Conclusion Acceptance of offer by candidate TOTAL ALL-INCLUSIVE PROFESSIONAL FEE $20,500

OPTIONAL SERVICES FOR CONSIDERATION FEES At the City’s option, S|W will conduct a web-based survey to determine key community- wide issues and priorities that could be considered in the selection of a new City Administrator. This survey is completed by community leaders, citizens, and City $1,650 employees and would alter the project timeline. On rare occasions, S|W is asked to provide additional search services that are not included in this scope of service or to provide more than three on-site visits to the City. Additional work specifically requested by the City which is outside of the scope of this $220 per hour project will be invoiced at the hourly rate of $220 plus expenses. S|W will submit a plus expenses written explanation of the additional services to be provided and the estimated hours that will be required prior to commencing any additional services.

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Triple Guarantee

Our Triple Guarantee is defined as: (1) A commitment to remain with the recruitment assignment until you have made an appointment for the fees and tasks quoted in this proposal. If you are unable to make a selection from the initial group of finalists, S|W will work to identify a supplemental group until you find a candidate to hire. (2) Your executive recruitment is guaranteed for 24 months against termination or resignation for any reason. The replacement recruitment will be repeated with no additional professional fee, but only for project-related expenses. Candidates appointed from within your organization do not qualify for this guarantee. This guarantee is subject to further limitations and restrictions of your state laws. (3) S|W will not directly solicit any candidates selected under this contract for any other position while the candidate is employed with your organization.

IV. Firm Experience References

City of North Branch, Minnesota (Population 10,087) City of Circle Pines, Minnesota (Population 4,953) Richard Hill, Finance Director The Honorable David Bartholomay 651-277-5230 763-785-2859 [email protected] [email protected] The Honorable Kirsten Hagen-Kennedy Project: Selection of City Administrator (2016) 763-639-4111 [email protected] City of Cottage Grove, Minnesota (Population 35,399) The Honorable Myron Bailey Project: Selection of City Administrator (2016) 651-459-4734 City of Rochester, Minnesota (Population 110,742) [email protected] Ms. Linda Hillenbrand, Director of Human Project: Selection of City Manager (2015) Resources 507-328-2561 City of Shakopee, Minnesota (Population 39,167) [email protected] Mr. William H. Reynolds, City Administrator 952-233-9311 Project: Selection of City Administrator (2017) [email protected] City of Moorhead, Minnesota (Population 39,398) Project: Selection of City Administrator (2015) and The Honorable Del Rae Williams Assistant City Administrator (2016) 218-299-5307 [email protected] City of Brooklyn Center, Minnesota (Population 30,712) Ms. Kelli Wick, Human Resources Director Project: Selection of Interim City Manager (2016) 763-569-3302 and City Manager (2016) [email protected] City of Mounds View, Minnesota (Population 12,952) Project: Selection of Deputy City Manager (2016) The Honorable Carol Mueller City of Mankato, Minnesota (Population 40,641) 763-717-4006 [email protected] Ms. Krista Amos, Human Resources Director 507-387-8691 Project: Selection of City Administrator (2017) [email protected] City of Big Lake, Minnesota (Population 10,298) Projects: Selection of Deputy City Manager (2016) The Honorable Raeanne Danielowski 763-263-3801 [email protected] Project: Selection of City Administrator (2015)

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Experience

The following is a partial list of previous Executive Recruitments:

List of Relevant Executive Recruitments: 2013 to Present Year Client State Recruitment Population 2013 Alexandria MN City Administrator 11,580 2013 Bath County VA County Administrator 4,652 2013 Bayport MN City Administrator 3,496 2013 Bellevue WI Village Administrator 14,570 2013 Burnsville MN City Manager 61,434 2013 Clinton NC City Manager 8,676 2013 Cook County MN County Administrator 5,200 2013 East Grand Forks MN City Administrator 8,602 2013 Escambia County FL County Manager 305,817 2013 International Falls MN City Administrator 6,357 2013 Irving TX City Manager 238,289 2013 Jefferson County WI County Administrator 83,943 2013 Justin TX City Manager 3,333 2013 Manassas VA Director of Finance and Administration 41,705 2013 Montgomery MN City Administrator 2,933 2013 Moose Lake MN City Administrator 2,787 2013 Muskegon MI City Manager 37,213 2013 Newport News VA City Manager 179,611 2013 Norwood Young America MN City Administrator 3,583 2013 Orange County VA County Administrator 34,246 2013 Raleigh NC City Manager 423,179 2013 Shenandoah County VA County Administrator 42,684 2013 Sherburn MN City Administrator 1,128 2013 Washington County VA County Administrator 54,827 2013 Watertown MN City Administrator 4,239 2013 West Saint Paul MN City Manager 19,708 2013 Yellow Medicine County MN County Administrator 10,158 2013 York County SC County Manager 239,363 2014 Aitkin County MN County Administrator 15,927 2014 Atlantic Beach FL City Manager 12,864 2014 Bloomington MN City Manager 86,319 2014 Boone NC Town Manager 17,774 2014 Campbell County VA County Administrator 55,163 2014 Cape Charles VA Town Manager 990 2014 Castle Rock CO Town Manager 53,063 2014 Eustis FL City Manager 19,214 2014 Frederick County VA County Administrator 80,317 2014 Hutchinson MN City Administrator 13,871 2014 Irving TX City Manager 238,289 2014 Lakeville MN City Administrator 58,562 2014 Lexington VA City Manager 6,998 2014 Midlothian TX City Manager 19,891 2014 Narberth Borough PA Borough Manager 4,295 2014 Novi MI City Manager 123,099 2014 Oakdale MN City Administrator 27,780

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List of Relevant Executive Recruitments: 2013 to Present Year Client State Recruitment Population 2014 Orange County NC County Manager 140,352 2014 Roanoke County VA County Administrator 93,524 2014 Spotsylvania County VA County Administrator 125,684 2014 Springfield MN City Manager 2,114 2014 Township of Lower Merion PA Township Manager 59,850 2015 Arlington County VA County Manager 221,045 2015 Bemidji MN City Manager 14,435 2015 Big Lake MN City Administrator 10,298 2015 Brooklyn Park MN City Manager 78,373 2015 Coconino County AZ Deputy County Manager 136,539 2015 Cook County MN County Administrator 5,200 2015 Coon Rapids MN City Manager 62,103 2015 Cottage Grove MN City Manager 35,399 2015 Culpeper County VA County Administrator 48,506 2015 Davidson NC Town Manager 11,750 2015 Diboll TX City Manager 5,323 2015 Fairfield County SC County Administrator 23,109 2015 Franklin County VA County Administrator 56,335 2015 Fulton County GA Deputy County Manager 984,293 2015 Gloucester County VA County Administrator 36,834 2015 Golden Valley MN City Manager 20,845 2015 Grand Junction CO City Manager 59,778 2015 Kingsville TX City Manager 26,312 2015 Madison County VA County Administrator 13,200 2015 Manassas VA Deputy City Manager 41,705 2015 Mille Lacs County MN County Administrator 25,833 2015 Monument CO Town Manager 5,817 2015 Sachse TX City Manager 22,026 2015 Scandia MN City Administrator 3,936 2015 Shakopee MN City Administrator 39,167 2015 Sibley County MN County Administrator 15,072 2015 Socorro TX City Manager 32,517 2015 Tazewell County VA County Administrator 44,103 2015 Virginia Beach VA City Manager 448,479 2015 Warrenton VA Town Manager 9,862 2015 Waseca County MN County Administrator 19,097 2015 West Jordan UT City Manager 110,077 2015 Westminster CO City Manager 109,169 2015 Williamsburg VA City Manager 15,206 2015 Wythe County VA County Administrator 29,344 2016 Brooklyn Center MN Deputy City Manager 30,712 2016 Cary NC Town Manager 151,088 2016 Catawba County NC County Manager 154,810 2016 Charter Township of Kalamazoo MI Township Manager 20,918 2016 Chesterfield County VA County Administrator 327,745 2016 Christiansburg VA Town Manager 21,533 2016 Circle Pines MN City Administrator 4,953 2016 Commerce TX City Manager 8,276 2016 Crested Butte CO Town Manager 1,519

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List of Relevant Executive Recruitments: 2013 to Present Year Client State Recruitment Population 2016 Dakota County MN County Manager 408,509 2016 Deerfield Beach FL Assistant City Manager 78,041 2016 Denton TX City Manager 123,099 2016 Dumfries VA Town Manager 5,168 2016 Essex County VA County Administrator 11,229 2016 Fredericksburg VA City Manager 28,132 2016 Goochland County VA County Administrator 21,626 2016 Greensboro NC Assistant City Manager 279,639 2016 Hayden CO Town Manager 1,801 2016 Isle of Wight County VA County Administrator 35,656 2016 Jersey Village TX City Manager 7,862 2016 King George County VA County Administrator 24,926 2016 Mankato MN Deputy City Manager 40,641 2016 Medford OR City Manager 77,677 2016 Mooresville NC Town Manager 34,887 2016 Moorhead MN City Manager 39,398 2016 Moose Lake MN City Administrator 2,787 2016 North Branch MN City Administrator 10,087 2016 Norwalk IA City Manager 9,639 2016 Pittsylvania County VA County Administrator 62,426 2016 Roswell NM City Manager 48,611 2016 Scott County IA County Administrator 170,385 2016 Shakopee MN Assistant City Administrator 39,167 2016 Stafford County VA County Administrator 136,788 2016 Stafford County VA Deputy County Administrator 136,788 2016 Virginia MN City Administrator 8,661 2016 Virginia Retirement System VA Chief Operating Officer 2016 Warsaw VA Town Manager 1,498 2016 Wayzata MN City Manager 4,217 2016 Williamsburg VA Assistant City Manager 15,206 2017 Albemarle County VA County Executive 103,000 2017 Berthoud CO Town Administrator 5,807 2017 Chippewa County WI County Administrator 63,132 2017 Christiansburg VA Town Manager 21,533 2017 Cloquet MN City Administrator 12,050 2017 Commonwealth of Virginia VA Chief Administrative Officer 8,326,000 2017 Commonwealth of Virginia VA Chief Operating Officer 8,326,000 2017 Dickinson TX City Administrator 19,595 2017 El Dorado KS City Manager 12,852 2017 Glenview IL Village Manager 45,417 2017 Lake Havasu City AZ City Manager 53,743 2017 Littleton CO City Manager 44,275 2017 Manassas Park VA City Manager 16,149 2017 Manatee County FL County Administrator 342,106 2017 Menominee County MI County Administrator 23,548 2017 Morehead City NC City Manager 9,203 2017 Mounds View MN City Administrator 12,525 2017 Oldsmar FL City Manager 13,913 2017 Orono MN City Administrator 8,009

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List of Relevant Executive Recruitments: 2013 to Present Year Client State Recruitment Population 2017 Riviera Beach FL City Manager 33,263 2017 Rochester MN City Manager 110,742 2017 Swift County MN County Administrator 9,546 2017 Township of Roxbury NJ Township Manager 23,324 2018 Addison TX City Manager 15,368 2018 Avondale AZ City Manager 82,881 2018 Belle Plaine MN City Administrator 6,838 2018 Christiansburg VA Town Manager 21,533 2018 Dallas TX City Secretary 1,258,000 2018 Kingman AZ City Manager 29,029 2018 Maricopa AZ City Manager 46,903 Current Alliance for Innovation AZ Chief Executive Officer Current Ashland OR City Administrator 21,636 Current Grand Rapids MI City Manager 192,294 Current James City County VA County Administrator 73,147 Current Pinellas County FL County Administrator 929,048 Current Ramsey County MN County Manager 538,133 Current Shawnee KS City Manager 64,323

V. Recruitment Project Team Recruitment Project Team Leader Ms. Sharon Klumpp, Senior Vice President Direct Phone: (651) 223-3053 Email: [email protected]

Mr. Chuck Rohre, Executive Vice President Direct Phone: (214) 466-2436 Email: [email protected]

Ms. Patricia Heminover, Senior Vice President Direct Phone: (651) 223-3058 Email: [email protected]

Ms. Jenelle McDonald, Project Coordinator Direct Phone: (214) 466-2445 Email: [email protected]

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Sharon G. Klumpp Senior Vice President and Consultant

Sharon Klumpp is a Senior Vice President and Consultant with Springsted | Waters. Sharon has extensive experience specializing in organizational and departmental studies, human resource management, and executive search for public agencies. She also assists governing bodies and senior-level managers in the development, execution and evaluation of strategic plans.

Sharon has extensive experience in serving government. She has served as Executive Director of the Metropolitan Council, a seven-county regional planning agency for the Minneapolis-Saint Paul metropolitan area, and as Associate Executive Director for the League of Minnesota Cities. Her experience also includes serving as City Administrator in Oakdale, Minnesota and as Assistant City Manager in both St. Louis Park, Minnesota and Saginaw, Michigan. Her private sector experience includes serving as the chief administrative officer for the Minneapolis office of a major global engineering and design firm.

Sharon also served as an adjunct instructor at Walden University, where she taught public administration and organizational change in the University’s School of Management. She served two terms on the Ramsey County Charter Commission and was chair for two years.

Professional Accomplishments and Education

Education Affiliations University of Kansas, Lawrence, Kansas International City/County Management Association Masters of Public Administration International Public Management Association for Miami University, Oxford, Ohio Human Resources Bachelor of Arts in Political Science

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Charles A. (Chuck) Rohre Executive Vice President/Manager of Executvie Recruitment and Consultant

Chuck Rohre is an Executive Vice President and the Manager of Springsted | Waters, the executive recruitment practice of the Springsted Group. Based in Dallas, he is responsible for managing and conducting executive recruitment engagements for the firm to insure their integrity, timeliness and adherence to budget parameters. He also directs the professional and support staff of the executive recruitment practice to ensure best practices, quality control and customer service. Chuck has more than 35 years of experience in managing and consulting in both the private and public sectors. He has served as Police Chief and Director of Public Safety for North Texas municipalities with populations ranging from 9,000 to 200,000 plus. Prior to beginning his consulting career, Mr. Rohre served for three years as Police Chief of Plano, Texas.

Chuck joined the firm in January 2006 following a 13-year engagement with another nationally recognized public-sector search firm where he managed the Texas and Southwestern operations. He has an extensive and successful track record of completed recruitments across the nation, especially in Texas, Colorado, Arizona, and the Midwestern states. He has led over 350 recruitment engagements in 24 states for key executives such as City and Assistant City Managers, Police Chiefs, Fire Chiefs, Library Directors, Chief Information Officers, City/County Attorneys, Parks & Recreation Directors, Finance Directors and Public Works Directors, as well as Executive Directors of not for profit and quasigovernmental organizations. The clients range from as small as 2,500 to as large as 1,300,000 in population. He has also conducted management consulting assignments in a number of disciplines including public safety, career development and strategic planning. He has written and presented training in a variety of subject areas including personnel assessment, leadership and management skills, and career development for public sector employees. He has earned the designation of Certified Behavior Analyst by TTI, Inc.

Areas of Expertise • Executive Recruitment • Career Development • Background Investigations • Strategic Planning • Behavioral Analysis • Organizational Assessment

Professional Accomplishments and Education Chuck received his bachelor’s degree from the Dallas campus of Abilene Christian University and his Master’s degree in Human Relations and Management from the same institution. He has completed advanced management training at the Institute for Law Enforcement Administration in Plano and now serves on its adjunct faculty and advisory board. Chuck completed the Federal Bureau of Investigation’s prestigious LEEDS course at Quantico, Virginia. He is a veteran of the United States Army, serving in the United States and the Republic of Vietnam.

City of Little Canada, MN. Proposal to Provide Executive Recruitment Services. 17

Patricia (Patty) Heminover Senior Vice President and Consultant

Patty Heminover is a Senior Vice President and Consultant with Springsted | Waters. She has 19 years of public education experience. Prior to joining S|W she was a Client Representative for Springsted Incorporated for seven years. She has also served as superintendent of South St. Paul Schools in South St. Paul, Minnesota. Patty brings considerable experience identifying management talent, leading organizational and process improvements, and developing and administering budgets.

Patty has facilitated discussions with legislators at the state level regarding education funding, securing $1 Million of new funding for South St. Paul Schools. Her understanding of human resources and finance and her experience working with governing boards comes from having served seven years as the South St. Paul Schools’ Director of Human Resources and Finance, prior to serving as the district’s superintendent. She also served for three years as the co-superintendent of schools for Cleveland Public Schools in Cleveland, Minnesota, after working as its Director of Human Resources and Business Services for six years.

Patty has received a School Finance Award, technology leadership awards and helped establish the first K-12 International Baccalaureate School District in Minnesota.

Professional Accomplishments and Education

Education Affiliations Minnesota State University, Mankato, Minnesota Minnesota Association of School Administrators Masters of Education Administration American Association of School Administrators Minnesota State University, Mankato, Minnesota Minnesota Association of School Business Bachelor of Science in Consumer Science, Officials Business Administration River Heights Chamber of Commerce, Member State Negotiators Association University of Saint Thomas, Saint Paul, Minnesota Mini MBA Program, Human Resources Certifications Management Human Resource Certificate, University of Saint Thomas Superintendents Licensure, State of Minnesota Minnesota School Board Association

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Jenelle McDonald Project Coordinator

Jenelle McDonald is a Project Coordinator with Springsted | Waters. She is responsible for supporting the lead consultants throughout the entire scope of the recruiting process as well as providing administrative support to Executive Vice President, Rollie Waters.

Professional Accomplishments and Education Jenelle is a very task oriented professional with over 13 years of experience in office administration – at least six of those years have been spent in executive level support and two have been spent in human resources administration. She also has over eight years of experience in sales and marketing including over seven years overseeing employees. The majority of this experience began in branch banking as a Financial Sales Supervisor where, in addition to managing day to day branch operations, she also took on the role of coordinating the branch’s business development. She went on to merchant services as the Client Relations Executive where she also filled the role of Commissions Analyst with the human resource department. This dual-position entailed managing client escalations, analyzing and adjusting pricing structures, contract negotiation, monitoring non-compete agreements, and the paying and reversal of commissions. Prior to joining S|W, Ms. McDonald was involved in real estate investment as the Operations Manager. In this position, she managed the renovation and budgets of over 200 single family homes and provided administrative support once the properties were tenant occupied.

Jenelle has an Associates of Applied Sciences in Financial Operations and an Associates in Business Administration. She is currently pursuing her bachelor’s degree in General Business at Arlington Baptist College.

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APPENDIX I Sample Brochure

The City of Mounds View, Minnesota is seeking a City Administrator

THE COMMUNITY

The City of Mounds View offers its 13,161 residents a quiet hometown atmosphere with easy access to Minneapolis and St. Paul; it encompasses an area of approximately 4.25 square miles. First established as a township in May 1858, Mounds View took its name from two large hills of sand and gravel. Today, the mounds that gave the town its name are gone due to natural erosion and thousands of loads of sand and gravel that were removed to support the Twin Cities Army Ammunition Plan in neighboring Arden Hills during World War II. In the late 1930s, the area began to attract suburban housing. By the late 1950s, the township began to change as large portions of land were annexed to surrounding communities. In 1958, Mounds View Township became a village and then a city in 1973. The City takes great pride in its friendly hometown environment, its quality of life, and the abundance of parks and natural areas. It offers residents a wide range of recreation opportunities, including programs operated by the YMCA at the Mounds View Community Center, located across the street from City Hall. Mounds View Public Schools (ISD 621) provides public education services to Mounds View residents. The tenth largest school district in the state, the District is recognized for its academic performance. Irondale and Mounds View High Schools are consistently ranked among the nation’s best high schools. With easy access to I-35W and US 10, the City is ideally situated for economic development and redevelopment. Major employers include Medtronic, a major manufacturer of medical devices; SYSCO, a food product and dry goods distributor; and Multi-Tech Systems, a computer peripherals manufacturer. Development of the 427-acre Rice Creek Commons (former TCAAP site) in neighboring Arden Hills is expected to expand redevelopment opportunities .

1 1 THE ORGANIZATION CITY DEPARTMENTS The City of Mounds View operates Administration under a modified weak Mayor-Council Provides professional support for the City Council and the overall form of government directed by a management and coordination of City services. Specific functions of home rule charter. The City Council is the Administration Department include oversight of Mounds View’s comprised of a Mayor and four Council government cable channel, City communications, economic Members. All are elected at-large, the development services and oversight of local elections, which are Mayor for a two-year term and Council coordinated and managed by Ramsey County. Members for four-year, overlapping Community Development terms. Reviews all zoning, conditional use and building permit applications Volunteer advisory commissions and and maintains and enforces the City's Comprehensive Plan and boards created by the Council include zoning ordinance. Other activities include annual rental housing and Planning Commission, Economic building code inspections and housing assistance. Development Commission, the Parks and Recreation and Forestry Finance Commission, and Police Civil Service Oversees all municipal budget activity, long range financial planning, Commission. A nine-member Charter financial reporting, regulatory reporting, accounting, treasury and Commission is appointed by the District investments, risk management and insurance, debt management, Court. financial analysis, utility billing and information technology. The City of Mounds View currently Fire Services employs 50 full-time employees and Responds to fire and rescue calls for services and offers a full range has a 2017 all funds budget of $12.4 of fire prevention programs. Services are provided by the Spring Lake million. The General Fund, the largest Park-Blaine-Mounds View Fire Department, governed by a joint City fund with total revenues of $6.2 powers agreement between the three cities. million, is supported by a $4.2 million levy, which includes debt service. The Police Services Mounds View Home Rule Charter limits Responds to crime and calls for service and engages the community increases in the general fund property to address prevention and quality of life issues. The Police tax levy to the CPI plus two percent, Department, under the leadership of Chief Nate Harder, has 19 not to exceed five percent. sworn officers and a K9 program. Public Works Provides reliable and long-term operation, maintenance, repair, improvement, construction, and management of all municipal infrastructure, including park facilities. Certain services are operated as utilities, including water, sanitary sewer, storm water and street lights.

2 LEADERSHIP OPPORTUNITIES THE POSITION The City Administrator position is open because of the announced resignation Development Projects of Jim Ericson, who has been with the City for over 20 years. The City Provide leadership to proposed Administrator assists the City Council in the development of public policy and redevelopment projects and lay the is responsible for developing and implementing programs, work plans and budgets to advance Council policies, with assistance from department heads groundwork for redevelopment and staff. Under Council direction, the City Administrator plans, directs, and opportunities stemming from the Rice Creek evaluates the delivery of municipal services; ensures compliance with laws Commons project (former TCAAP site). and regulations; manages the City’s personnel system; and attends a wide variety of community and local government meetings outside of regular Seamless Transition business hours. The City Administrator is also responsible for establishing a Get to know City Council members, positive work environment for employees and developing effective working department heads and staff. Gaining trust relationships with citizens, businesses, and other political subdivisions. and clearly articulating expectations will be The City Administrator supervises four department heads—the City Planner/ critical to a successful transition. Supervisor, Finance Director, Police Chief and Public Works Director—and Filling Management Team Positions the Business Development Coordinator, and HR Specialist.

Conduct a recruitment process for a new DESIRED CAPABILITIES public works director and for a professional  Strong community supporter, regularly engages in community events and position to assist with human resources. meets with community organizations and residents Setting a Strategic Direction  Good listener and an effective communicator before a wide range of audiences Engage the City Council and staff to set and  Strategic and visionary while attentive to details; makes the vision implement a strategic direction for the City. happen Organizational Review  Fiscally prudent and resourceful, considers the long-range financial Become familiar with the organization and impact of decisions evaluate its structure, services and processes  Proactive and collaborative approach to leadership, always willing to take to identify opportunities for efficiency. on other duties as needed  Keeps the City Council and staff informed and focused on priorities; Relationship-Building provides professional recommendations and opinions Build effective relationships with the City  Assured and self-confident; guides the City Council and bring forth new Council, residents, community organizations, ideas, including those that may challenge the City Council stakeholders and local, regional and state  Available and accessible to the City Council, staff, and the public officials.  Calm and steady professional demeanor, takes a genuine interest in Succession Planning resident and stakeholder concerns  Establishes a workplace environment where employees feel valued and Take an active role in developing employees respected for increasingly responsible assignments.  Demonstrates confidence in the City’s management team, provides constructive feedback and supports operational decisions  Establishes open communication and builds working relationships with local, regional and state governmental entities

 Demonstrates cultural competence on issues of race, ethnicity, and equity

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POSITION REQUIREMENTS APPLICATION AND SELECTION PROCESS The position requires a Bachelor’s degree in public administration Qualified candidates please submit your cover letter and or a related field, with a Master’s degree preferred, and at least resume online by visiting our website at https:// four years of relevant municipal management experience. The springsted-waters.recruitmenthome.com/. This position ideal candidate must demonstrate leadership and relationship- is open until filled; however, first consideration will be building skills; a solid background in municipal operations and given to resumes received by October 12, 2017. project execution, a thorough knowledge of municipal finance, Following this date, applications will be screened against strong administrative skills, and general knowledge of city legal criteria outlined in this brochure. On-site interviews will requirements. Experience in economic redevelopment, strategic be offered to those candidates named as finalists, with planning, and human resources management, including labor reference checks, background records checks, including relations, is desired. credit history, and academic and employment verifications conducted after receiving candidates’ COMPENSATION AND BENEFITS consent. For more information, please contact Sharon Klumpp at [email protected] or by calling The annual salary range for this position is $107,723 - $134,659, 651.223.3053 (office) or 651.270.6856 (mobile). dependent upon candidate education and experience. The City of Mounds View is an Equal Opportunity Competitive benefits package available. Employer.

Springsted Incorporated Phone: 651.223.3053 380 Jackson Street Fax: 651.268.5053 Suite 300 Saint Paul, MN 55101

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LITTLE CANADA CITY ADMINISTRATOR SEARCH

A proposal for assisting the Community of Little Canada in the recruitment and hiring of a City Administrator.

Submitted by: Dr. Richard Fursman HueLife Organization Development and Leadership 5775 Wayzata Blvd #700| St. Louis Park, MN 55416 | 651.338.2533|[email protected]

Proud to be a Veteran Owned & Operated Business

Table of Contents Page Cover Letter 2 Introduction 3 Firm Experience 3 Approach and Services Overview and Firm Philosophy 4 Detailed Plan of Action Steps and Services Provided 5 Organization Review 6 “Mini” Culture Audit 6 Position Profile Development 6 Recruiting Plan 7 Progress Report 8 Interview Process 9 Onboarding and Follow up 10 Tenure of Hires 10 Principles Assigned to Your Search 11 Guarantee 13 Sample Time Table 13 Fees and Expenses 14

Payment Policy and Signature Page 15 References 16

Attachments Onboarding Article by Richard Fursman Sample Position Profile

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May 20, 2018

Mayor John Keis City Center 515 Little Canada Road E Little Canada, MN 55117

RE: Proposal for City Administrator Executive Search

Dear Mayor Keis and Council Members Fischer, McGraw, Montour and Torkelson and Administrator Hanson:

On behalf of our team at Huelife, I would like to extend our appreciation for the invitation to submit a proposal to assist you and the citizens of Little Canada in the recruitment and selection of your next City Administrator. Picking the City’s Administrator is one of the most important functions you will undertake together, especially following the many years of capable guidance of Joel Hanson. We trust our process, experience, and commitment to you will result in the highest quality and best possible search.

Richard Fursman will be assuming responsibility for the search. Richard has been helping communities for over 10 years in executive search efforts for administrative positions throughout the Midwest. Company project manager/executive assistant, Megan Jacobson, will be assisting with the search with over 6 years of executive search experience. Our team has conducted over 500 executive searches for administrative positions throughout the Midwest.

We will work closely with you to understand your needs and organization culture, so the individuals recruited have the qualities and skills to be successful.

Included with this Letter of Interest are biographies, a select clients list, an estimated timeframe to complete the project and estimated expenses. We are proud of our relationship with Minnesota Cities and would very much enjoy reengaging with you on this vital recruitment.

Thank you again for your consideration.

Very truly yours,

Dr. Richard Fursman Ed. D. President 5775 Wayzata Blvd #700 St. Louis Park, MN 55416

For additional information about Huelife, please visit www.hue.life

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Introduction

Statement of The City of Little Canada is reviewing options in preparation for Understanding the hiring of a City Administrator. It will be the responsibility of the consultant to manage expectations, provide expert guidance, and take careful note of the information provided through the individual council members and the organization as a whole.

Firm Experience Founded by Jim Brimeyer in 1991, Brimeyer Fursman, LLC (now Brief history HueLife) is headquartered in the Twin Cities of Minnesota. Current company president, Dr. Richard Fursman has undertaken scores of Founded 1991 similar projects in Minnesota, Iowa, Wisconsin, Nebraska, Alaska and South Dakota. During those searches they successfully implemented recruitment strategies, demonstrating expertise in candidate assessment and the development of a selection process that addresses the needs of the organization and the entire community.

Richard has completed over 150 management searches in the Midwest. Partnering with other team-members, he has assisted over 200 organizations in other Organization Development efforts. HueLife is now the industry leader in the process of “Onboarding” or preparing the Organization and new Administrator for transition, to ensure the best possible start. We take great care of our client’s needs and concerns not only as the process unfolds, but also through the new City Administrator’s entry and transition.

Current City The firm is currently engaged in Phase 3 of 3 in searching for a new Executive Search Community Development Director for the City of Victoria, MN.

Engagements

Some of the more recent executive level searches include the cities of Gaylord, Bayport, Otsego, Bloomington, Sandstone, Eagan, St. Similar Searches Louis Park, Stillwater, Victoria, Vadnais Heights, Apple Valley, 2011-2018 Woodbury, Detroit Lakes, St. Cloud, Minnetonka, Hopkins, Worthington Minnesota; Okoboji, Maquoketa, Clinton, Nevada, Waverly, Ottumwa, Sioux City, and Centerville, Iowa; New Richmond and Kimberly, Wisconsin; and, Petersburg, Alaska.

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Search Approach Approach and Services Overview Our approach to executive search promotes maximum input from the Mayor and Council, staff, and citizens in the search process. We help guide the process, but you are the final authority in the selection of candidates. We maintain continual contact with the client throughout the search and keep the candidates informed as the search progresses. In addition to our milestone meetings with the Mayor and City Council, we will provide periodic updates to keep you informed of our progress. Huelife is committed to accurately portraying all candidates to the City. Likewise, we strive to accurately represent the position to candidates to prevent unrealistic expectations.

Scope of Services Phase I Meet individually with the Mayor and Council, Summary (Executive Organization Department Heads, and key staff. Meet with Search) Assessment and selected representatives from the community Develop Position and/or conduct public forums. Develop and

Profile present Position Profile. Phase II • Place announcements Recruitment of • Direct recruiting program Best Candidates • Collect and review resumes

• Interview semi-finalists/Screen and evaluate

• Prepare and present progress report • Assist elected board with the selection of top

5 candidates for interviews • Personality/Management Profile Phase III • Coordinate candidates’ interviews Interview • Prepare schedule, questions, review sheets Preparations and • Monitor interviews and facilitate candidate Event review session • Develop compensation package

• Assist with negotiations

• Reference checks - credential verification – credit report – criminal and civil records checks Optional Services Phase IV • Onboarding: Socialization process to assist Onboarding new and existing leadership with the transition to a new City Administrator. Follow-up • 6 months following the Administrator’s start, we assist in conducting a review.

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Detailed Plan of Action Steps and Services Provided by Huelife

Phase I Each search process begins with a careful assessment of the Organization Assessment current state of the organization. This evaluation is used when the position profile is established to ensure applicants are screened according to the needs and established norms of the organization. You will be asked how much if any, change in direction is hoped for with the new City Administrator. Candidates are screened for fit and capacity according to your requirements discovered during the process.

Assessment areas typically include organizational procedures, structure, systems and policies, culture, staff capacity, leadership and management philosophy, and previous experiences. Four methods may be used to gather information for assessment:

1. Interviews 2. Focus Groups 3. Questionnaires 4. Review of artifacts

Employee Engaging as many stakeholders as possible in this first step of the & Citizen Engagement process will provide an impetus for change needed and prepare the organization for the transition in leadership.

Members of our team have extensive training through the Institute of Cultural Affairs on facilitating community discussions. A critical success factor of the search is identifying community priorities and the environment in which the Administrator must function. We encourage meetings with citizens to further assess the climate of the community with the use of forums and individual interviews.

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Establishing and A successful search has a thorough definition and agreement by the Evaluating Expectations Mayor and City Council on each aspect of the position. During this initial phase, our consultants will meet collectively and individually with the Mayor and City Council members, Department Directors and Managers, and key staff to learn more about your goals and objectives. Critical factors to be determined include position responsibility and authority; reporting relationships; educational and experience requirements; personal and leadership qualities; and management style. We will carefully review your expectations and provide industry tested feedback. We will discuss pay expectations, the available talent pool, organization fit, and others that come up during the profile formation.

Organizational Review An organizational review and City Administrator search should be a Coordinated with coordinated process whose elements happen together. The Administrator Search information from the organizational review/assessment is essential for the successful recruitment of the new City Administrator. The same analysis becomes the foundation for a plan of action for the new City Administrator once they start.

“Mini” Culture Audit “Mini” Culture Audit: Our highly credentialed and experienced Organization Development professionals understand that when a CEO or Administrator leaves, there is often heightened anxiety and work interruptions as people adjust. The areas impacting behavior are communication & expectations, environment, time, and group relations (power issues). The mini culture audit is used to help determine how to best recruit candidates for fit to create a positive work environment.

Position Profile – We will pay considerable attention to establishing organizational Recruiting Platform goals and priorities for the position. The identification of priorities serves a two-fold purpose: it assists the hiring authority in developing a consensus on what is important for the organization and it alerts potential candidates to the important issues of the organization.

After drafting the Profile, we will meet with the Mayor and City Council as a group to discuss the critical specifications of the position. A great deal of emphasis placed on the agreement of this analysis. Without this information, it is difficult to determine how potential candidates will affect the City’s plans and organizational team. The final Position Profile, after approval by the Mayor and City Council, becomes the document against which we evaluate prospective candidates.

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PHASE II The Position Profile serves as the primary recruitment tool as a Develop and means of identifying the scope of the position and highlighting the Implement an unique characteristics and qualities of the community. Once the Approved Recruitment Profile is approved, we will prepare and conduct a comprehensive Plan program to contact candidates and determine sources of candidates.

Place Announcements In addition to placing announcements in the appropriate Recruit Candidates professional and trade journals, we will announce the position on appropriate web sites and the Profile will be featured on the Huelife Recruitment Ads web site with a link to the City of Little Canada official web site. We ICMA: International City will utilize our local, regional, and national contacts to identify Managers Association potential candidates. We will identify comparable organizations Gov’t Jobs where key individuals will be contacted. Linked-IN HueLife Web Page Often, we are able to identify candidates from similar assignments League of Minnesota who may be appropriate for the position. Sometimes the most Cities qualified candidates are often not in the job market and do not Neighboring Leagues respond to traditional advertising: therefore, we will directly recruit specific individuals with established patterns of talent, stability, and success through direct visits, calls, and mailings.

Accept and Huelife will take responsibility for accepting and collecting Acknowledge applications and acknowledgments. We will maintain transparency Applications and provide continual updates to the city and candidates as each step in the process proceeds. We take great care to treat all candidates with the greatest respect on behalf of the firm and Little Canada.

Review Resumes and Following the application deadline, we will screen each applicant's Screen Candidates experience and background against the Position Profile. After evaluating and comparing each application, we will compile a list of candidates for further consideration. We will conduct one-on-one interviews with the most promising individuals. Our staff will make every effort to conduct face-to-face interviews with these candidates. Our in-depth evaluation and appraisal techniques will cover issues such as work experience, education, professional development and achievement, career objectives, accomplishments, suitability, and specific interest in the position. We will pay close attention to the management style that most closely reflects the needs of the organization.

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Assessment Tools We use a variety of techniques to “discover” the candidates who will Cover letter & resume review have the greatest chance of success. Research shows that past Short essays on topics related performance is the greatest indicator of future success. We spend a to the position great deal of time reviewing the accomplishments and lessons Writing samples learned on mistakes with each candidate. Additionally, we profile Summary of accomplishments management styles and capabilities of each candidate through Insights management profile testing and interviews. One-on-one interviews 360 Degree Reference Review Huelife is authorized to administer the Full Credit Report Insights Discovery Personality Credential Check Profile System. The results will cover Criminal Check motivation and behavior patterns, management strategies, identification and management of conflict areas. The City will gain insights into the strengths, management style, and key communication styles for each finalist candidate.

Once interviews are complete, we will select the most qualified Progress Report individuals to present to the Mayor and City Council. We will TOP 10-12 prepare a Progress Report that will provide information on ten candidates whose backgrounds most closely meet the requirements of the position. This Progress Report will provide specific information on:

• Educational and work history • Accomplishments and growth potential • Strengths and possible limitations • Skills and performance history related to the position • Personality and decision-making profile

We will deliver this report and personally review it with the Mayor and City Council. Five or six candidates will be selected for further consideration based on the review. We will propose a schedule for interviewing the candidates and discuss the compensation expectations of the Mayor and City Council once the finalists are selected.

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PHASE III Coordinate 360 Review: Prior to the interviews, we will conduct discreet and Conduct Final reference checks on the finalist candidates. We will talk with peers Interviews and former associates of these candidates. We will speak with individuals who are, or have been, in positions to directly evaluate Reference and the candidates' job performance. We will verify the finalist Credential Checks candidates' credentials through educational, criminal, and credit checks.

Final Interview and • Resumes, cover letters, and reference reports will be provided Selection Process on each candidate prior to the interview. • We will also provide the Mayor and City Council with a list of suggested interview questions and evaluation forms. • We will discuss the proposed procedures to be used in the interview process. • Our suggested interview schedule will allow the candidates to get acquainted with the community and community leaders and to visit with the Mayor and City Council and the staff in informal settings. • We culminate the process with individual and group interviews. • If possible, all interviews will be scheduled within a period of two days depending upon the desire of the Mayor and City Council. • A consultant will be present at each interview.

Council/Panel Before the interview process begins, we will review all protocols Interview Preparation and discuss the motivational forces guiding your interpretation of candidates. This is especially strong at the unconscious level with biases in the interview process, including:

• Leniency/ Strictness Bias • Halo Effect • Horns Effect • Similarity Effect • Appraiser Biases • Primacy Effect • Contrast Effect

Selection After the interviews, we will meet with the Mayor and City Council to review the candidates using an ORID (Objective, Reflective, Interpretive, and Decisional) evaluation tool to assist in determining the top candidate. The consultant will assist in this process to the extent requested by the Mayor and City Council. We take responsibility for notifying all unsuccessful candidates each time the candidate pool is narrowed down.

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Negotiating Huelife, will take great care that the City of Little Canada secures Compensation Package acceptance from the most desired individual. We will participate in the final negotiations. If any concerns arise in the final hour, by working as a third-party intermediary we can resolve important details of the offer which may have significant bearing on its final acceptance or rejection. We will negotiate the terms and conditions of employment and prepare a Letter of Agreement on behalf of the City of Little Canada with the selected candidate.

Additional Support If requested by the City, Huelife, will act as a spokesperson with the Services media to maintain the integrity of the selection process and to protect the confidentiality and privacy of the candidates who are not hired. • Family issues and dual career households are factors that influence an individual's decision to change jobs. We address circumstances arising from a job change including spouse careers, real estate issues, family concerns, and relocation details. • After the candidate is employed, we will follow up with both the City of Little Canada and the candidate to insure a smooth transition and satisfactory completion of the assignment. This follow-up contact is intended to identify potential issues early so that adjustments can be made, if necessary.

Phase IV Onboarding is a process focused on the integration of new senior- Onboarding – Preparing level managers into an organization. The goal is to prepare for change Administrators to succeed in their jobs as quickly as possible. Huelife will meet with the directors and key staff, Mayor and City Council and the new City Administrator to discuss and plan for the adjustments that naturally occur during periods of transition. This is particularly helpful to staff as they learn to work with their new supervisor. Items covered include effective communication, setting expectations, clarification of roles and responsibilities, a review of the culture and other norms.

FOLLOW UP If requested by the Mayor and City Council, we will assist in conducting a performance evaluation of the selected City Performance Review Administrator between six and twelve months of employment. We will develop a Work Program that will contain objectives for the City Administrator to accomplish in the ensuing six to twelve months.

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Principles Assigned to Your Search

Dr. Richard Fursman, President: Richard joined Brimeyer Fursman in 2007 and has conducted 100+ searches over that time period. Richard has 25 years of senior management experience in local government, most recently as the City Manager of Maplewood, Minnesota. Richard earned his Doctorate in Organization Development as well as his Bachelor of Arts in Economics from the University of St. Thomas and his Master of Arts degree in Urban and Regional Affairs from Mankato State University.

Richard is an Adjunct Faculty at the University of St. Thomas. He was awarded the title of Credentialed Manager by the International City/County Management Association. Richard is a Richard will be the lead past board member of the Minnesota City/County Management consultant on the project Association, a member of Rotary International, and past President and will be involved in all of the Minnesota Metropolitan Manager’s Association. Richard has conducted numerous strategic planning retreats and consults with aspects of the search. municipalities and non-profits on reorganization and change management in the USA and Abroad.

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Guarantee Huelife offers an 18-month guarantee on the effectiveness of the City Administrator. Should the Mayor and City Council determine it necessary to terminate the City Administrator due to failure to adequately perform the duties as specified in the Profile and as represented by the process.

Huelife will not recruit candidates we have placed with your organization.

Should there be substantial changes in the political situation at the City of Little Canada and a decision is made to terminate the City Administrator for reasons other than failure to perform the duties as specified in the Position Profile, this guarantee is subject to negotiations between the Mayor and City Council and Huelife. The Guarantee is contingent on the Mayor and City Council successfully completing all phases and optional services of the process.

Sample Time Table Huelife will work with the Council on the timing of the search. We The sample time table is to will work closely with you to work through scheduling difficulties. provide a conceptual The following serves as an example that will be altered to fit framework. HueLife will work everyone’s schedules. with the City to develop the

schedule. Highlighted activities require full Council participation

Authorization to proceed May 23 Survey sent to council and staff May 24 Profile Data Collection (with interviews of Council, May 29/30 Community, Staff) Approve Position Profile June 6 Start Recruitment June 7 Deadline for Applications July 5 Screen and Review Candidates 2 weeks Progress Report/Select Finalists July 18 Reference and Credential Checks July Interviews July 27/28 Start of New Administrator Aug/Sept Onboarding Session with New Administrator and At start Council

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Fee Quotation Executive search process overview and fees Search Fee $16,500

Phase I Develop Position Profile • Meet individually with the Mayor and City Council, Department Heads, and key staff $5,250 • Meet with selected representatives from the community and/or conduct public forum • Develop, present, and Position Profile

Phase II Recruit and Screen Candidates • Place Announcements • Direct Recruiting, Send Profiles $6,000 • Review Resumes • Screen and evaluate candidates • Prepare and present Progress Report (progress report will be delivered in person and contain profiles of 10-12 candidates who demonstrate the best fit. Here the council selects the top 5 for interviews. Phase III Interviews $5,250 • Schedule and coordinate candidates' interviews with the City • Develop Interview questions • Participate in interviews • Develop compensation package • Participate in negotiations • Personal Management Style Profile Assessment Expenses: Typical expenses include copies and supplies, position advertising (League Not to Web Sites, ICMA, Minnesota City Managers Association, Linked-IN – Mileage and Exceed Management Profiles. $3,500 This does not cover costs associated with bringing in candidates from outside the area in the event the City would interview someone from out of State.

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Optional Services Background Checks Phase IIIa. Background Checks (This is done before the interview) $675 per Candidate • Reference checks • Credential verification • Credit Report • Criminal Background Report

POST HIRE OPTIONS

Phase IV: Additional services after the Administrator is hired $950 Onboarding: If the council desires, we will facilitate onboarding of the new + mileage and Administrator to help clarify roles, expectations and reveal important practices copies of the operation. This is done with the council and staff and is planned during the first week or two the Administrator is on the job.

Phase V: Administrator Review: This is completed approximately 6 months $950 after start of employment + mileage and copies

Payment Policy: Our payment policy is one-third of the total fee due upon signing this agreement; one-third after presentation of the Progress Report; and the balance due 10 days after the search has successfully been completed, whether the agreement is oral or written. In the event the City Council terminates this agreement during the search, we will retain the progress payments to that point.

Richard Fursman, President Date Huelife

Mayor John Keis Date City of Little Canada, Minnesota

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Related References

City of Stillwater, MN (Population 18,500) Filled December 2014 Position Filled: City Administrator (Hired Tom McCarty) Applicants received – 53 Contact: Mayor Ted Kozlowski Phone: 651-300-4993 [email protected]

City of Bloomington, MN (Population: 87,000) Community Development Director Position Filled 2018. (Hired Eric Johnson) 31 Applicants Contact: Jammie Verbrugge City Manager Phone (952) 563-8700 [email protected]

City of Rosemount, MN – Population ~25,000) Position Filled: City Administrator (Hired Logan Maratin) Dates of search: 2016 Applications received – 40 Contact: Mayor Bill Droste Phone: (651) 280-5630

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Sampling of EXECUTIVE SEARCH HISTORY 6/2012-2018

YEAR CLIENT/ORGNAIZATION POSITION STATE POPULATION

2018 City of Bloomington Community Development Dir MN 87,000 2018 City of Bloomington Golf Course Manager MN 87,000 2018 City of Grimes City Manager IA 15,000 2017 City of Spencer City Manager IA 11,500 2017 City of Otsego City Administrator MN 15,000 2017 City of Sandstone City Administrator MN 2,700 2017 City of Chaska Park and Recreation Dir MN 25,000 2017 City of Bayport City Administrator MN 3,500 2016 City of Clinton City Manager IA 27,000 2016 Three Rivers Park District Special Counsel MN Millions 2016 City of Rosemount City Administrator MN 25,000 2016 City of Minnetonka HR Director MN 51,000 2016 City of Bloomington City Attorney MN 87,000 2015 City of Ottumwa City Administrator IA 25,000 2015 City of Minnetonka Building Official MN 51,000 2015 City of Apple Valley Public Works Director MN 50,000 2015 City of Woodbury Building Official MN 68,000 2015 City of Worthington City Administrator MN 13,000 2014 City of Stillwater City Administrator MN 18,500 2014 City of Victoria City Manger MN 8,000 2014 City of Victoria Community Dev. Director MN 8,000 2014 City of Independence City Manager IA 6,000 2014 City of Waukee Chief of Police IA 16,000 2013 City of Arlington City Administrator MN 2,233 2013 City of Centerville City Administrator IA 5,500 2013 City of Charles City City Administrator IA 7,700 2013 Borough of Petersburg Chief of Police AK 3,273 2013 City of St. Louis Park Fire Chief MN 45,000 2013 Lincoln Pipestone Rural CEO MN 4,250 Water 2013 Wabasha County County Administrator MN 21,482 2012 City of Apple Valley Chief of Police MN 50,000 2012 City of Eagan City Administrator MN 64,200 2012 City of Eagan Finance Director MN 64,200 2012 City of Eagan Director of Public Works MN 64,200

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PM Magazine ICMA Publications / PM Magazine / July 2014 Onboarding a New Hire Doing it right from the get-go

by Richard Fursman Onboarding: The practice of socializing new managers or executives as they enter a new organization. The first days and weeks of a manager’s entry into a community are the best of times and the worst of times. For most, it is a honeymoon among strangers; a combination of high expectations and invisible agendas. With a median tenure of city managers and administrators of at least five years, per my research, a new standard for transitioning new managers, high-ranking employees, and their organizations is needed. Newly hired managers and department heads can begin in unfamiliar surroundings and require a considerable amount of time to gain the institutional knowledge needed to do their job effectively. The transition period from when the new employee enters to the point he or she is effective can create a significant lag in productivity. Using the private sector as a comparison, studies of newly hired executives show they take an average of slightly more than six months to reach the point where their contribution to the company begins to surpass the costs of bringing them on.1 From 2007 through 2014, I have provided assistance in more than 100 hires and entries of managers, administrators, police chiefs, and fire chiefs as they started in new communities. I interviewed in-depth five managers during the first 10 months at their new job to better understand their personal journey. More than 500 employees and local elected officials were interviewed before, during, and after the hiring processes of the managers and chiefs. A number of findings and recommendations have been summarized here to help new leaders and their hiring authorities reduce the productivity gap, generate stronger performances from the new hire as well as the organization, and reduce turnover. In recalling the first 300 days in a new community, the managers in this study revealed a journey into themselves and into organizations unknown to them. The new managers were greeted, challenged, and burdened by others and themselves with great anticipation and expectations upon their arrival. Moments of excitement and a deluge of new faces, information, and tests combined in an atmosphere that was unsettled and unsettling. During that period, surrounded by staffs who were not behaving naturally, the new managers experienced a bit of a shock described as a “mind-spinning,” “nerve-wracking,” and “disorienting” feeling.

AN ONBOARDING GUIDE Whenever a change occurs at the manager or a department director position, the organization needs to conduct a thorough onboarding process. Onboarding is a relatively new term used to describe the practice of socializing new senior-level managers or executives as they enter a new organization or, in this case, community. A process and question guide for every new hire is outlined here from the perspective of the new manager, the existing staff, and the council.

THE NEW MANAGER What to do prior to arrival:

. Take some time for yourself to charge your batteries. It will likely be a while before you get a break. . Learn as much as possible about the community and organization (this should also be done before the interview for the job). . Develop and practice a personal introduction that lets people know who you are. . Prepare yourself mentally for a lot of attention and imagine to yourself the impression you want people to have of you. The first impression will be the strongest you ever make. It is difficult to recover from a botched first impression. What to do in the first week and beyond:

. Have an onboarding session with elected officials and another with department directors and key staff. . Meet everyone who works for the organization. . Go where they work. Do not have them come to your office. . Be prepared to hear people out. . Do not promise what you cannot deliver, it will only hurt you in the long run. . Be prepared for inquiries on such past issues as staff asking for the raise that was promised. . Know how you want to respond to those inquiries. . For larger organizations, it will take much more time and will likely involve meeting groups of people rather than individually. . Identify and communicate your management style and the way you process decision making (done after onboarding). . Do you have an “open door” policy and what does that mean? . Will you be making any changes right away? . How should people approach you and how should you be addressed? (Are you formal or informal?) . Identify early goals for yourself publicly and follow through on them. This will help establish your credibility by making promises and then keeping them. Again, be cautious not to make promises you cannot keep as this can be disastrous. . Do some ride-a-longs where and when appropriate. . Work with elected officials to have a set of goals and check in regularly. . Have a communication strategy for getting the plan to stakeholders before you implement. Communicate, communicate, verify, and communicate some more. . Plan on putting in a lot of extra hours for at least six months. Others will see that you are putting in the effort to get the knowledge you will need to be effective. . Encourage staff members to provide you input and feedback on your performance (based on established expectations). . Be patient with your new staff. It will take them time to get comfortable with you. . Look for early wins. Having some early successes will help establish your confidence and help others see you as a contributing member of the team. . Do not try to change too much right away. Get to know the organization and gain the trust of the elected officials and staff before making a lot of process and program changes. Those changes will come in time. However . . . . Deal with critical issues right away. Process changes should take time, but if a critical issue that needs immediate attention comes up, deal with it. Seek advice and communicate with the elected officials, management staff, attorney, ICMA resources, and your trusted colleagues.

WORKING WITH ELECTED OFFICIALS In the surveys I have conducted with elected officials to help with the onboarding of a new manager, there has never been 100 percent agreement on the directions that should be given to the new manager. In other words, the manager is at risk of being given conflicting messages right from the start.

Our research found that the most important element for the success of new managers was their relationship with the mayor and council. The basis for a good relationship was a clear understanding of expectations, goals, and culture. In the surveys I have conducted with elected officials to help with the onboarding of a new manager, there has never been 100 percent agreement on the directions that should be given to the new manager. In other words, the manager is at risk of being given conflicting messages right from the start. An onboarding session with the entire elected body can clarify the issues and actions the new manager should take and how. A confidential survey is a good idea before the session to ensure all voices are heard and ideas are expressed. These represent some of the common questions that should be addressed at the start of employment. There also are a number of community-specific questions that should be addressed: What is expected of the manager when there is a split vote on a significant issue? The importance of having the council discuss the answer together is to establish that the manager should not be pulled in different directions or be criticized for following a directive of the majority. Few of the councils I have worked with began with a unified voice on what the manager should do with a split decision involving a significant issue. Elected members have suggested the manager drag his or her feet, bring the item back, wait for consensus, or move ahead with the directive. A new manager faced with this type of confusion is subject to criticism for doing his or her job as directed. What is the responsibility of elected officials moving forward if they are on the losing side of an issue? As the new manager starts, it is an excellent time for elected officials to consider how their conduct sends messages to the staff and public. Losing a vote on a new park doesn’t mean the member needs to vote no on the bid for the new playground equipment. This discussion can lead to the opportunity of the manager being able to engage members with differing points of view and to encourage constructive discussion while moving forward on items. What is each member’s expectation on frequency and type of communication? Some councilmembers like text messages, others phone calls, others e-mail. Most elected officials have different definitions of what an urgent matter is and who should be included in that communication. Is it okay to give some elected officials more face time and attention than others? This happens all the time, depending on the availability of the elected officials. Those with difficult work and family schedules can have difficulty making the regular meetings and are rarely in the manager’s office. Others with flexible hours or who are retired can drop in at any time and stay for long periods. There are times when some councilmembers sense they are being short-changed and that others have more influence as they spend more time with the manager. The onboarding session can help reveal the impact that the inconsistency of face time has on the new manager and other members. The discussion should also include a way for a manager to politely direct the elected member who likes to frequent city hall to give staff (manager included) uninterrupted time to finish work. Are employees allowed to speak directly with councilmembers about work with or without the manager’s knowledge? Do councilmembers go directly to staff when they have a question or want something done? Our research found that this varies significantly from community to community. Managers who attempt to establish fundamentally healthy rules on communication without an understanding from the elected body and staff up front, found themselves at odds with the culture. This misstep leads to a loss of credibility and ability to lead. How soon can the manager make changes? How involved do elected officials want to be? Data indicates that changes are often sought when a new manager comes in; however, the change process and timing are seldom discussed up front. Some elected officials indicate it is the manager’s job, while others express an interest in knowing all the details of change, including how and why. A clarifying discussion and understanding of expectations will help with the timing of change and implementation. How free should the manager be to recommend replacing people if they are not doing what they expected to do? At times, new managers are greeted upon their arrival with a problem employee or two. The council needs to have an understanding of the process and the time the new manager needs to take to address any personnel issues he or she inherits. There are also cases where the manager does address the poor performance of an individual, only to be publically chastised by a councilmember for various reasons. How should the manager handle him- or herself during the meeting if it appears a decision by the council will be made that will have a negative impact on the community? Elected officials need to let the new manager know when and how their individual interjections at public meetings should be handled. Should the new manager sit silent on an issue or offer amendments, suggest caution, or voice outright objection? Who should give the manager direction and when? There is often confusion as to who should be giving the new manager direction. Managers know they act on directives given by the majority of the council at public meetings; however, managers are also routinely given additional directives by individual elected officials. Many of them want that special relationship with the manager, not realizing that their “suggestions” sound a lot like directives. This behavior needs to be discussed and defined up front so the new manager can maneuver quickly through those moments with clear authority to place items on the agenda or say no to directives with the backing of the council. What are the top three to five priorities elected officials want the manager to work on during the first 6 to 12 months, and what will success look like? The new manager who can get clear direction on objectives from elected officials has the best chance for immediate success. Without this, the new manager is either guessing and taking chances, or waiting for clarity to come sometime in the future. This wastes time and can give the impression that the new manager is weak and ineffective. How will the council “ordain” the new manager as its trusted partner? Councilmembers need to make it clear in no uncertain terms that they are 100 percent behind and in partnership with the new manager. Research revealed that those who go around the manager to other staff for information, or check up on the new manager with staff, undermine the new manager’s authority and make his or her new job much more difficult. This is especially true when change is needed and there is resistance. Staff may sense they can control the manager by going to “their” councilmember. During the onboarding meeting, the council must be made aware that it can only hold the manager accountable if all members give the manager the authority to manage.

ONBOARDING WITH STAFF Information with the council onboarding session should be shared openly with staff. The data shared will provide clarity to staff on the manager’s support from the council and its position on managing the community.

New managers need to be aware of the general discomfort employees feel when a new boss arrives. In every onboarding survey this author has conducted, questioned employees responded with fear that the new boss would micromanage them or handle change poorly. Onboarding with staff can eliminate a great deal of the experiential research needed by the new manager as he or she learns the new culture, needs, and expectations of new reports. Information with the council onboarding session should be shared openly with staff. The data shared will provide clarity to staff on the manager’s support from the council and its position on managing the community. Here are some of the questions that managers should discuss at the onboarding session with staff: What are the immediate changes you would like to see at city hall? It is important not to promise things during the discussion, but it is helpful to have perspective on what constitutes key needs. The answers here will help the new manager to assess where tension exists and to test the urgency and needed pace for changes. New managers who are successful at implementing the changes communicate often and clearly the need for the change, the process that will be taken including timelines, and the outcomes anticipated. What type of relationship do you expect to have with the new manager? Staff members, like the elected officials, bring a variety of personalities and expectations on relationships. Some anticipate a strictly professional relationship, others want to be friends, and others are flexible either way. Here the manager can express his or her comfort level while being mindful of the culture and the style of the previous manager. What should you do if you disagree with me? This is an opportunity to establish communication protocols when it comes to debate. Some managers encourage open disagreement to fully vet new ideas, while others want some public restraint and subtlety. The important lesson learned by new managers here is, without this discussion, staff doesn’t know. The self-determined and confident will speak up and the reflective-minded members may stay silent. If the new manager wants feedback, he or she needs to give staff permission as well as a process for doing so. Then, it is important to thank people for their input and perspective. What are the organization’s espoused and lived values? It is nice to know what the organization’s culture is. Maybe it is family friendly and the staff is used to being let go early to attend a soccer game or school play. Maybe the organization talks about the “team” but doesn’t live it. The onboarding session provides the manager with the opportunity to learn what works, where the pain is, and what the values are and how those translate to the management philosophy and expectations. If you are not doing what is expected of you, you expect me to ______? This finish-the- sentence question places the expectation bar back on the staff. It introduces a shared sense of responsibility moving forward. The manager can take the discussion as an opportunity to express standards for performance, goals, reviews, and employee development. Staff may also want to consider additional questions during the onboarding process, including:

. What are you most hopeful for with a new manager? . What are your biggest concerns about having a new manager? . What are some descriptions you would use to describe the team you would like to have? . If you are directed by a councilmember to do work, what will you do or have you done in response? Taking the time to develop a well-thought-out game plan for onboarding will help ensure that new managers start off on the right foot, as they endeavor to work with elected officials and staff in leading their community organizations to accomplish key objectives.

ENDNOTE 1 Wells, S.J. (2005, March). “Diving in.” HR Magazine, 54–57.

Richard Fursman, Ed.D., is president, Brimeyer Fursman Organization Development, Maplewood, Minnesota ([email protected]; www.Brimgroup.com).

COMMENTS & RATINGS Community Rating: 5.0 of 5 stars (average of 4 reviews)Show breakdown

Mary Van Milligen saidJul 2 2014 Richard - Thank you for this great article. I look forward to referring to this article when I take on my first executive position!

Robert Joseph said Jul 5 2014 I agree with Mary. This is a comprehensive and well-written article that accounts for much of what will set the tone for council, manager and staff expectations and behavior. This article can be helpful to new and seasoned managers alike and parts of it may be used to onboard newly elected councilors and newly hired department heads. Working together with purity of intent does not guarantee, but is a very good first step towards creating a real community. Community Development Director Bloomington, Minnesota The City of Bloomington seeks to hire an inclusive and visionary leader to serve as its next Community Development Director. The Department delivers planning, inspection, assessing and development services in a manner that balances the need for speed, accuracy, safety, public input/reflection, customer service and innovation. The successful candidate will bring not only technical skill and knowledge in the areas of development, code enforcement, and planning, but most importantly the emotional intelligence, leadership qualities and cooperative team skills necessary to advance the City’s vision of a High Performing Organization.

BloomingtonMN.gov ANOKA

LINO LAKES 10 169 BLAINE COON CHAMPLIN RAPIDS 65

10 94 35W OSSEO 610 SPRING MAPLE LAKE MOUNDS GROVE PARK BROOKLYN VIEW ARDEN PARK 61 HILLS 35E SHOREVIEW WHITE 694 FRIDLEY VADNAIS MAHTOMEDI BEAR BROOKLYN HEIGHTS 55 694 LAKE 494 169 CENTER

47 STILLWATER NEW CRYSTAL 694 36 PLYMOUTH HOPE 94 MEDINA 65 NORTH 35E ST. PAUL 55 100 LAKE 36 36 ELMO ROSEVILLE GOLDEN 35W 12 MAPLEWOOD 5 VALLEY 51 61 694 55 280 12 OAKDALE About the City of 394 Bloomington ORONO WAYZATA 169 SAINT 5 ST. LOUIS 94 494 PAUL 94 94 Located just south of the Twin Cities of PARK 55 MOUND 51 Minneapolis and St. Paul, Bloomington is a 7 35E 52 494 MINNETONKA M INNEAPOLIS thriving community of approximately 87,000 HOPKINS 61 35W 7 WEST residents and the fourth largest city in theEXCEL state.SIOR ST. PAUL SOUTH WOODBURY 62 Home to the Mall of America and adjacent to EDINA ST. PAUL 62 Minneapolis-St. Paul airport, Bloomington is 110 EDEN MSP 5 MENDOTA NEWPORT 61 100 INTERNATIONAL both an employment and hospitality hub for the PRAIRIE RICHFIELD AIRPORT HEIGHTS 212 494 region. 494 COTTAGE 169 ST. PAUL 77 GROVE 55 PARK The City’s nine departments deliver the full 212 BLOOMINGTON 13 35E 149 scope of municipal services, with a full-time EAGAN INVER 61 35W staff of approximately 565 employees. The GROVE HEIGHTS 52 City is governed by a 7-member City Council

and operates under a City Manager form of 169 13 government. SAVAGE BURNSVILLE SHAKOPEE 77 169

APPLE ROSEMOUNT City Culture PRIOR LAKE VALLEY The City of Bloomington is embracing the High Performing Organization (HPO) concept. City Manager Jamie Verbrugge and the executive leadership team are working to develop a culture that builds leaders at all levels and actively engages and empowers LAKEVILLE employees. The concept of HPO reaches beyond employees to engaging with the public as well. The35 City wishes to partner with the community and seek continuous input on the direction of the City. The Community Development Director (CDD) will be expected to play an integral role in developing and nurturing the HPO culture and community outreach. The City Manager also looks to the CDD to be an active participant in policy formation and strategic thinking. The new CDD is encouraged to continue the practiceFARMING TOofN being an innovative leader in the community.

Page 2 BloomingtonMN.gov Leadership Philosophy The City of Bloomington has adopted the following Leadership Philosophy, which speaks to the nature of our work and our attitudes toward work; what motivates us; how creativity, information and knowledge are distributed throughout the organization; and how decisions are made. • We are invested in Bloomington and our shared contributions to being a great community. We are committed to engaging our co-workers, residents, businesses and visitors in order to provide the best possible services. • We embrace our shared values and accomplish our vision and goals by encouraging creativity, innovation, continuous learning, clear communication and employee empowerment. • Better decisions are made using consultative and team-based participation. • We believe in leadership at all levels. Everyone is heard and respected, so trust is generated across the organization. • We are motivated by meaningful and challenging work and opportunities for growth, recognition and success.

Page 3 BloomingtonMN.gov About the Community Development Department Staffing Bloomington’s Community Development Department has an authorized staff of 78 full-time employees working in the following seven divisions: • Administration • Assessing • Building Inspections • Environmental Health • Housing & Redevelopment Authority • Planning • Port Authority

Budget For 2018, the Department’s financial resources include a $9.2 million General Fund budget, plus $9.2 million HRA and $4.4 million Port Authority budgets.

Culture The department is staffed with experienced and knowledgeable professionals who are leaders in their specialties. They describe department personnel as excited, passionate, and hopeful in an evolving environment. The work embodies the most comprehensive and complex elements of development which often include competing objectives. The department balances the priorities for speed, accuracy, safety, and public input/reflection. Each division within the department, while comprising an independently functioning team, needs the input and cooperation of other divisions to accomplish its tasks. The divisions work cooperatively and effectively in a collegial manner. The CD Director is often requested to provide input to help with creative solutions that reflect the need for safety and quality, while moving forward on projects.

Page 4 BloomingtonMN.gov Major Opportunities and Priorities Bloomington Development Environment: Bloomington’s location in the Twin Cities along with its significant and varied attractions has provided the City with the opportunity to be both selective with development and exacting with standards. The City would like to be known as the best place to build, invest, and create business and community. It is working hard to balance a variety of interests, needs, and expectations.

Position Priorities: The first actions of the CD Director will be to learn the department, organization, and community. There will be many opportunities to become familiar with the people who directly and indirectly interact with development.

Some immediate internal steps suggested by department personnel include: • Learn the specific operations of the divisions within the department and provide support and leadership. • Get to know department personnel and establish regular updates to the entire department. • Encourage department staff to interact more and have a common understanding of the core strategic initiatives, goals and priorities of the City. • Get to know and understand the work culture of the executive leadership team and City Council. • Assist the department with fully integrating the philosophies and practices of HPO and connecting its work to the organization’s vision and values. • Design new council member orientation (developing this relationship with existing and new council members and setting realistic expectations). • Become familiar with the City’s tax base makeup and how it factors into decision making.

The City has numerous projects (large and small) to become familiar with and lend ideas to. Examples of those currently underway or soon to be started include: • Reinvestment in neighborhood commercial nodes. This includes seeking expanded funding options and processes for revitalizing neighborhood commercial centers. • Advance development in priority areas, including work on additional phases of development at the Mall of America, Bloomington Central Station and the surrounding South Loop area. • Develop strategies for creating more affordable housing. • Expand the Neighborhood Support Program.

Page 5 BloomingtonMN.gov Community Development Director

Required Skills and Experience: Candidates with a minimum of 5-10 years of progressively responsible community development experience are considered ideal for the position. It is important for the director to have technical skill and/or awareness in the areas of development, code enforcement, and planning. Experience being persuasive and influential with a governing board, body, or leadership team and soliciting community engagement are also essential. However, the most important hiring consideration will be the individuals’ emotional intelligence and leadership qualities.

Leadership Characteristics: The City is seeking candidates who are creative, passionate, and engaging with the ability to build trusting relationships. The new Director will be considered an integral part of the community who will engage the Mayor and Council, staff, public and community groups. The new Director should embrace the idea of empowerment, learning and team-oriented solutions.

The City is specifically seeking: • A proactive visionary who thinks globally, sees the “big picture” and serves as a “salesperson” for Bloomington. • A personable individual with excellent communication skills and the ability to facilitate dialogue. • A respectful, approachable leader who listens carefully and thoughtfully to others. • An effective manager able to offer and execute practical ideas while fostering a climate/culture of innovation. • A person of empathy who is a good listener, shows compassion, and creates an inclusive environment that values everyone.

Compensation Starting salary of $135,000 to $155,000, depending on qualifications. Position includes comprehensive insurance, pension and paid time-off benefits.

To Apply Submit resume and cover letter to [email protected] no later than Monday, January 8, 2018. Interviews are anticipated to be held the week of February 5, 2018.

BloomingtonMN.gov