The City of Woodbury is subject to Title II of the Americans with Disabilities Act, which prohibits discrimination on the basis of disability by public entities. The City is committed to full implementation of the Act to our services, programs, and activities. Information regarding the provisions of the Americans with Disabilities Act is available from the City Administrator's office at 651-714-3500. Auxiliary aids for disabled persons are available upon request at least 72 hours in advance of an event. Please call the ADA Coordinator, at 651-714-3500 (TDD 651-714-3568) to make arrangements.

CITY OF WOODBURY, MINNESOTA

CITY COUNCIL WORKSHOP MEETING

COUNCIL CHAMBERS, WOODBURY CITY HALL

JANUARY 17, 2018

6:00 p.m. Dinner – City Hall Lunch Room

WORKSHOP AGENDA 6:30 p.m. 1. Parks and Public Works Building Debt 18-18 7:00 p.m. 2. Woodbury Thrives 18-19 7:30 p.m. 3. Use of HealthEast Sponsorship Proceeds 18-20 8:00 p.m. 4. BREAK 8:10 p.m. 5. 2018 Legislative Initiatives 18-21 8:40 p.m. 6. Administrator Comments and Updates1 8:45 p.m. 7. Mayor and City Council Comments and Commission

Updates1

8:50 p.m. 8. Adjournment

1. Items under comments and updates are intended to be informational or of brief inquiry. More substantial discussion of matters under comments and updates should be scheduled for a future agenda.

1 CITY OF WOODBURY, MINNESOTA

Office of City Administrator

Council Workshop Letter No. 18-18 January 17, 2018 TO: The Honorable Mayor and Members of the City Council FROM: Clinton P. Gridley, City Administrator SUBJECT: Parks and Public Works Building Project Financing

SUMMARY Staff has reviewed various financing options with the City’s financial advisor, Ehlers, Inc., and we have determined the lowest cost option to be the issuance of general obligation capital improvement bonds. This same financing option was used for the previous expansion of public works and the expansion of the public safety building. The recommended financing method is the utilization of the expiring debt levies for the project. The Series 2003C/2010C General Obligation Refunding Bonds will be paid off February 1, 2019, and the Series 2000A/2009A G.O. Capital Improvement Bonds will be paid off February 1, 2020. The 2003C bonds were issued for the 2003 public works building expansion and refunded in 2010. The 2000A bonds were issued for the 2001 public safety building expansion and refunded in 2009. The City will reduce the existing levies referenced above to offset the “new” debt levy. The new debt service tax levies will be timed to commence at the same time as the expiring debt levies. It is recommended that the Water and Sanitary Sewer Utility Fund participate in 25 percent of the cost of the public works facility. As with the debt levies above, there is an expiring debt service contribution in the Water and Sanitary Sewer Fund that may be utilized towards the new debt service. However, it is estimated that this expiring debt service amount is only 40 percent of the needed debt service. The utility rate impact needed to fund this new debt service amount will be evaluated through the 2019 budget process and is subject to the actual debt service amount determined on the sale date. Staff is recommending a total debt issuance amount of $13 million. Debt service funding is proposed to be allocated as 75 percent from property taxes and 25 percent from utility rates. The $13 million is the estimated amount that can be supported from the expiring debt levies in 2019/2020 and provide a manageable increase in the debt service for the utility fund. In order to limit the issuance amount to $13 million, a significant contribution from reserves will be needed. Staff has analyzed the impact to the Capital Improvement and Water and Sanitary Sewer Funds and determined the funds can fiscally support the project contributions. The following tables illustrate the proposed funding and project costs:

Council Workshop Letter No. 18-18 January 17, 2018 Page 2 Funding

Debt Issuance $13,000,000 PW/Parks Building Fund 2,150,000 Water and Sanitary Sewer Fund 1,806,250 Capital Improvement Fund 3,228,750 Total $20,185,000 Project Costs Proceeds to the Project Fund $19,840,000 Debt Issuance Costs 160,000 Capitalized Interest 185,000 Total $20,185,000 Jason Aarsvold from Ehlers, Inc. will be present at the workshop. There will be a presentation detailing the debt issuance process, estimated debt service amounts and the interest rate environment along with an opportunity for questions and requests for more information. RECOMMENDATION Staff is requesting feedback on the proposed financing option as we move into the next phase of finalizing the project timing and plans. Written By: Tim Johnson, Finance Director Approved Through: Clinton P. Gridley, City Administrator

2 CITY OF WOODBURY, MINNESOTA

Office of City Administrator

Council Workshop Letter No. 18-19 January 17, 2018 TO: The Honorable Mayor and Members of the City Council FROM: Clinton P. Gridley, City Administrator SUBJECT: Woodbury THRIVES Update SUMMARY Woodbury THRIVES began as a grass roots effort in 2015 to discuss ideas on how to build a healthier community together. The coalition currently consists of Woodbury residents, more than 40 civic, non-profit, faith, education and community organizations and representatives from the City, County, HealthEast Care System, Woodbury Area Chamber of Commerce and Woodbury Community Foundation. In 2016 Woodbury THRIVES hosted 24 community conversations with over 350 participants to gain input on the health related needs in the community. Utilizing the input from the community conversations and data from its partners in public health, local government and healthcare, Woodbury THRIVES identified three priority focus areas for 2017:

Healthy Lifestyles – Reducing physical inactivity and growing obesity Mental Wellbeing – Addressing mental health issues and stress Social Connectedness – Fostering connections and inclusivity

Action teams were organized around these three priority areas and a variety of activities were undertaken in 2017. As a result of those activities, Woodbury THRIVES was able to further define their mission and vision and set their 2018 community-focused goals. Simi Patnaik and Roger Green will be providing an update for the Council on the activities undertaken by Woodbury THRIVES in 2017, and the plans for 2018. RECOMMENDATION Woodbury THRIVES is requesting the City to co-sponsor specific activities that align with our City initiatives, using the City’s communication outlets (newsletter, InTouch, Facebook, etc.) to continue to promote and advertise their activities for community participation. Written By: Robert Klatt, Park and Recreation Director Approved Through: Clinton P. Gridley, City Administrator Attachments: 1. Woodbury THRIVES Update to Woodbury City Council 2. Community Gathering, Jan. 11, 2018 Event Flyer 3. Coffee, Tea and Indoor Winter Walk for Free, Feb. 1, 2018 Event Flyer

Woodbury THRIVES Updateto Woodbury City Council

January 17, 2018

2017 Accomplishments• Community gathering of 50 prioritized 3 core work areas from 21 broad

themes provided by Community Conversations: • Healthy Lifestyles, Mental Wellbeing, Social Connectedness

• Connected with local partner groups: non-profits, healthcare organizations, businesses, etc. to ensure subject matter expertise

• Action Teams created programming around each focus area: • June: Coffee, Tea, Walking event focused on 55+ age group• August: Panel discussion for parents/caregivers focused on the Netflix series “13

Reasons Why”; training of 10 Make It OK Ambassadors; student presentation of Make It OK at Woodbury High School

• August-November: Wellness Challenge & Community Celebration • SoFit (Special Olympics), HealthEast Ways to Wellness, THRIVES partnered program

• Engaged 60+ regular volunteers plus 350+ participants in Woodbury THRIVES activities

• Secured grant funding from HealthEast, MAVA, HealthPartners/Tria & AARP

2018 Goals

IdentifyW

oodburyThrives Identify5Ws(who,what,when,where,why)

• ClearlyarticulatemissionandvisionforWT

• Clearlyidentifymission,goals,andoutcomes

• Developmeasurablegoalsandoutcomes

• Define“ownership”-whosebabyarewe?

• ShouldourLeadershipTeambeatraditionalboard?

• ExpandbeyondWoodburytoincludeallSouthWashingtoncounty

• Data-drivendecisionmaking

EngageandEmpowerCommunity

ExpandandEmpowerCommunityInvolvementbyOfferingPrograms,Events,andActivities

IntentionallyDiversityLeaders,Volunteers,andAudience

EngageandAlignStrategicPartners

• CommunityLeaderFormII

• Holdquarterlybreakfastsforfaithleaders

• DoluncheonpresentationtoChambermembers

• HealthFair(atHealthEastSportsCenter)

• Planeventsandactivitiesmorethan6monthsinadvancetoproperlypromoteandadvertise

• InternationalFair

• Expandcommunityconversationstoengagebroaderpopulations

• Parentsandchildrenservetogether

• MAVAtrainingonrelationshipbuildingwithdiversegroups

• Leverageandinfluenceexistingsurveystoconnectwithcommunity

• Sustainability:intentionallydiversifyWTleadersandvolunteers

• Recognizebarriersfromrecruitingnewmembers

• Recruitatleast10studentsfromallschoolsrepresented

• Faithcommunityrepresentationoneachactionteam

• Identifykeypopulationstoengage

• AlignandmarketourselvestoChamberofCommerce

• Linkwithexistingdiversegroups:Internationalgroup,EthiopianImmersion,ChristianCupboardEmergencyFoodShelf

• FormalizepartnershipwithCity

• Formalizepartnershipwithschooldistrict(s)

• Assetmap

• Partnerwithbusinesseswithconsistentmarketingcampaign

• Linkfaithorganizations

CreateSustainability

CreateSustainableFundingPlan NurtureBrand

• WoodburyThrivestobecomeprogrammaticarmofWCF

• Findgrantstoprovideoutcomes

• CloseralignmentwithWCF(forfunding)

• Createsustainablefundingplan

• Findgrantsandgrantwriters

• SecurelargeRWJForothergrant

• Developuniquebranding

• Stickers(decal)supportingWoodburyThrivesinbusinesswindows

• CreateandwidelyblastoutWTvisualbrand

• Growsocialmediawithsmalleractivitiesandvideos

3

• Aligned with planning session feedback

• Both “community-oriented” and “process-oriented”

• Focused on optimizing volunteer effort without contributing to volunteer burnout

Updated Mission & Vision• Woodbury THRIVES Mission (adopted at Nov. 30, 2017 Leadership Team meeting):

We connect our community to inspire health and wellbeing for everyone

• Woodbury THRIVES Vision (draft)

Wellbeing for all!

• We are a community where business, government, non-profits and individuals work together to foster good health for the entire community

• Health and wellbeing are considered in all planning and program development in our community

• Every single person in Woodbury has access to the programs and services needed to support wellbeing

• Woodbury is a diverse, integrated and thriving community• The health of those who live, work and play in Woodbury is measurably among the best in the

nation

4

2018 Community-Focused Goals

• Healthy Lifestyles: Engage underserved communities in Woodbury to increase their activity levels

• Mental Well-Being: Arm Woodbury youth to be more resilient

• Social Connectedness: Connect Woodbury seniors to the broader community and other generations

5

July August September OctoberMay June5/6

5/13

5/20

5/27

6/3

6/10

6/17

6/24

7/1

7/8

7/15

7/22

7/29

8/5

8/12

8/19

8/26

9/2

9/9

9/16

9/23

9/30

10/7

10/14

OverallWTevent WellnessChallenge

MentalWellbeing KickoffChallenge MentalWellbeingEvent MentalWellbeingEvent

TeamActivity

SocialConnectedness KickoffChallenge SeniorPotluck IntergenerationalEvent

TeamActivity

HealthyLifestyles KickoffChallenge HealthyLifestylesRun Walk/BiketoSchool

WalkaMilewithTheMayor atWoodburyDays partnerwith833

SpeakerSeries

Othernon-WTevents

awarenessorpartner 10/5-7

5MmealsWdbyDays-8/24-26RelayforLife July4th

• Potential timing: May 20 to October 13

• Potential events: Walk a Mile with the Mayor, Ride & Stride Event at Woodbury Days, speaker series, Community Celebration

• Partner with other organizations within the community to amplify their events; mail Challenge materials and community wellness calendar to all Woodbury households

• Open and welcoming to everyone, regardless of income or other limitations 6

A Summer of WellnessThe Woodbury THRIVES Wellness Challenge

• Partner with the Vital Aging Network on introduction of Wellness 50+ in Woodbury

• MAVA Education Session on relationship building with diverse communities for THRIVES volunteers and community organizations

• Affiliation with community events• Polar Plunge, Kat Perkins Event, CCEFS Chili

Feed, Woodbury Area Chamber of Commerce Expo, Relay for Life, Woodbury Days, 5 Million Meals MobilePack, SoWashCo CARES events

• Potential Activities Focused on Underserved/Diverse Populations• Special Olympics partnered programs• Collaboration with City of Woodbury

Diversity, Equity & Inclusion Strategic Initiatives

• Collaboration with Ethiopian, Somali and Native American Lab projects sponsored by Twin Cities YMCA

• Collaborate with International Group

• Partner with area faith organizations to bring WT message to their communities

• Increase partnership with business community, focused on serving their employees and clients• Design methods to serve Chamber of

Commerce members and other large employers

• Partner with restaurants and grocery stores to create focus on healthy eating

7

Potential Additional Activities 2018

Key Dates• January 11 – Community Gathering

• January 19 – Deadline for submittal of SHIP Grant Request

• January 31 – Deadline for inclusion in Woodbury Parks and Recreation Catalogue

• February 28 – Deadline for sponsor commitments

• March 30 – Materials production completed for mailing and distribution at Expo

• April 7 – Woodbury Expo – kicks off promotion of Wellness Challenge• City of Woodbury Registration process goes live• Woodbury THRIVES website features calendar and online completion of Challenge form

• April 18 – Mailing of Challenge materials and Calendar to all Woodbury households

• May 20 (tentative) – Wellness Challenge Kick-off event at HealthEast Sports Center

• October 13 (tentative) - Wellness Challenge Community Celebration

The Woodbury THRIVES-City of Woodbury Partnership• Key staff support

• Bob Klatt on Leadership Team• Reed Smidt and Polly Blom on Healthy Lifestyles Action Team• Emma Jarrett on Marketing Committee• Sara Alig and Elizabeth Owens on Social Connectedness Action Team

• Facility usage• HealthEast Sports Center (Coffee, Tea, Walk for FREE events, 2018 Kickoff, Social Connectedness Action Team

meetings)• Eagle Valley Golf Course (Prioritization Gathering 2017, Community Gathering 2018)• City Hall Conference Rooms (Leadership Team meetings)• Central Park (Community Celebration 2017, tentatively Celebration 2018)• Ride and Stride Event in collaboration with Woodbury Days – potentially Ojibway Park or another location• TBD – location for speaker series

• Communications support via InTouch, Nextdoor, Social Media, Parks & Rec Catalogue

• Wellness Challenge registration via City Recreation registration system

• Woodbury THRIVES volunteers supporting city events (e.g. Family New Year)

• Longer Term?????

Longer Term Issues• Measurement of improvement in wellness outcomes

• Continued efforts at inclusivity, diversity participation, identifying and addressing barriers to wellness in Woodbury

• Stronger alliance with the business community

• Continued growth of the Woodbury THRIVES brand

• Adopting a Health in All Policies philosophy by government entities

• Sustainable Funding – will sponsorships, grant funding be sufficient in the long term?

• Woodbury THRIVES infrastructure – independent non-profit alliance or a non-profit alliance as program of Woodbury Community Foundation, city, county, other entity?

3 CITY OF WOODBURY, MINNESOTA

Office of City Administrator

Council Workshop Letter No. 18-20 January 17, 2018 TO: The Honorable Mayor and Members of the City Council FROM: Clinton P. Gridley, City Administrator SUBJECT: Use of HealthEast Sports Center Sponsorship Proceeds

SUMMARY At the November 15, 2017, Council Workshop the Council discussed potential uses for the HealthEast sponsorship funds. The discussion was framed around the following five questions, along with a review of a comprehensive list generated by staff of possibilities for use of the proceeds.

1. Are the funds to be used in relation to activities or facilities associated with the HealthEast Sports Center or can other general locations or purposes be considered?

The Council consensus was to use the funds at the HealthEast Sports Center.

2. Are the funds to be used only for capital projects or to support operational or replacement costs?

The Council consensus was to use the funds for a capital project.

3. Should the Parks and Natural Resources Commission or original sports center Expansion Task Force be engaged to provide recommendations on how to use the funds?

The Council discussed having only the Commission provide input before making the final decision on how to use the funds, but there was an interest to have more public input into the process.

4. Should the public be asked to provide ideas or to respond to a short list of

recommendations? The Council did not provide clear direction on how to involve the public, but

there was some interest to ask the public for additional ideas on how to use the proceeds.

5. Is the Council open to doing an internal loan in order to advance the use of the funds or

do the funds need to be in hand before initiating a project? The Council generally indicated support for doing an internal loan in order to

advance the use of the funds should a specific project be determined a priority.

Council Workshop Letter No. 18-20 January 17, 2018 Page 2

Attached is the list of ideas prepared by staff. There was no clear consensus of a preferred idea by the Council. There was some support by multiple Council members for the pleasure rink canopy, pickle ball courts, climbing wall, circuit training equipment and tennis court lighting. The Council also discussed holding the funds in reserve or seeking proposals from the community for additional ideas. The initial goal of the Council, as part of the approval of the HealthEast sponsorship agreement, was to have a public input process to determine how the sponsorship funds would be utilized. The only defining guidelines discussed at the time was that the funds should leverage further initiatives that promote healthy, active lifestyles in the community. RECOMMENDATION If the Council decides it wishes to move forward to use the proceeds now (i.e., 2019), staff suggests that the community be asked to respond to a culled list of Council-preferred options along with submitting their ideas, and that those responses be reviewed by the Parks and Natural Resources Commission for a recommendation back to the City Council later in 2018. BUDGET IMPACT The Sponsorship Agreement requires annual payments to the City by HealthEast of $126,785 for 14-years for a total of $1,774,990. The first payment was received May 2017. HealthEast has an option for an additional five years with an annual payment of $307,163, for a total of $1,535,815. The first payment has been set aside in a special revenue fund designated the HealthEast Sponsorship Fund. PUBLIC PROCESS

On April 26, 2017, the City Council approved the HealthEast Marketing and Sponsorship Agreement.

On November 15, 2017, the City Council has the first discussion on how to use the HealthEast sponsorship proceeds.

On January 17, 2018, the City Council has the second discussion on how to use the HealthEast Sponsorship proceeds

BACKGROUND In April 2017, the City Council approved an agreement with HealthEast to make the East Metro-based healthcare provider the named sponsor of Bielenberg Sports Center. As part of the 14-year sponsorship agreement, the HealthEast name has replaced Bielenberg as the primary name on the facility. As per the agreement, the City/District 833 monument signs have been updated, the roadway signs have been replaced, an in ice logo has been added, interior building signage has

Council Workshop Letter No. 18-20 January 17, 2018 Page 3 been changed and a new building sign at the main entrance has been installed with the new HealthEast name. Staff apparel and print and social media has also been updated. HealthEast completed the first year sponsorship payment of $126,785 in May 2017 with 13 more annual payments due for a total amount of $1,774,990. HealthEast has the option of extending the agreement beyond the initial 14-year term for an additional five years at $307,163 per year. The Finance Department has established in the 2018 Budget document a special revenue fund called the HealthEast Sponsorship Fund to receive and track the use of these funds. As the East Metro’s premiere showcase for healthy living, the sports center will continue its role as a place where the community can gather for a broad range of civic events and activities. The sports center operated by the City, includes a 90,000-square-foot indoor field house, two indoor ice rinks, one seasonal outdoor ice rink, 36 athletic fields, a splash pad feature and Madison’s Place playground. It is home to three local high school hockey teams and is used by other School District 833 athletic teams and multiple youth athletic groups. The partnership with HealthEast, and the additional financial resources received through the sponsorship agreement can be used to further the initiatives of the City through the Parks and Recreation Department to promote healthy, active lifestyles in the community. In addition to garnering naming rights on the sports center, HealthEast will seek new ways to provide alternative access to health care at the facility, such as hosting flu shot clinics, screenings and concussion baseline testing. Written By: Robert Klatt, Parks and Recreation Director Approved Through: Clinton P. Gridley, City Administrator Attachment: Ideas List for use of Sponsorship Proceeds

Listing of Ideas for Use of The HealthEast Sports Center - Sponsorship Dollars

$1.775m / 14-Year Period

HealthEast Sports Center Site and Building

1. Retain exclusively for future HealthEast Sports Center capital upgrades, additions and replacements, such as: Concrete floor for West rink Emergency generator for ice arenas Field house turf replacement Retractable bleachers for the field house Upgrade to outdoor rink refrigeration capacity Facility-wide Wi-Fi system Video scoreboard for arena Scoreboards for fields Irrigation upgrades Outdoor field improvements

2. Take no action until full amount has been collected

3. Retain as a HealthEast Sports Center endowment fund to be invested per new state statute to provide an additional source of investment-related operating income

4. Canopy, lighting over pleasure rink per Woodbury Area Hockey Club proposal

5. Retain until expiration of Summit Orthopedics’ lease and use proceeds to retrofit leased area for community recreation/programming activities

6. Bring proceeds of marketing/sponsorships into HealthEast Sports Center operating revenues to hold rental fees from inflationary increases

7. Outdoor pickle ball courts

8. Artificial turf for lighted, outdoor soccer/football field

9. Additional athletic field outdoor lighting

10. Climbing wall

11. Enhance meeting and banquet facilities

12. Team rooms for field house

13. Multi-use space for athletic training, seniors, teens, recreation programs

14. Additional storage and maintenance space

15. Tennis court lighting

16. Create amphitheater venue

17. Add gymnasium (see no. 5)

18. Baseball stadium

19. Aquatic facility

20. Stationary or circuit training system

Listing of Ideas for Use of The HealthEast Sports Center - Sponsorship Dollars

$1.775m / 14-Year Period

Revised 01/03/18 

Parks/Trail System Capital Project Ideas

1. Tamarack Nature Preserve boardwalk and interpretive signage

2. Ojibway Park Development additional funding source to implement full master plan and larger upgrade to outdoor Lion’s Amphitheatre

3. Central Park improvements – pays for replacement of Lookout Ridge Playground

4. Winter recreation / cross-country skiing area

5. Valley Creek Park / Miller Barn Development

6. La Lake Park Development

7. Ice skating loop

8. Trail gaps construction

9. Bike-friendly amenities throughout community / bike sharing stations

10. Mini golf course

11. Adventure course

12. Obstacle course

13. Ropes course

14. Zip line

15. Disc golf

16. Bike skills track for youth

17. Rubber surface for playgrounds

Operational Specific Ideas

1. Health and Wellness programming

2. Park patrol funding

3. Transportation for programs

4. Concert series

5. Reserve funding for parks and trails replacement costs

6. Large community event at HSC - free to public, all age groups, showcasing facility

7. Woodbury Thrives funding

5 CITY OF WOODBURY, MINNESOTA

Office of City Administrator

Council Workshop Letter No. 18-21 January 17, 2018 TO: The Honorable Mayor and Members of the City Council FROM: Clinton P. Gridley, City Administrator SUBJECT: 2018 Legislative Initiatives SUMMARY With a new legislative session about to commence, this workshop item is to discuss our 2018 legislative initiatives. Accordingly, the City Council annually reviews the proposed Woodbury Legislative Program items for communication benefit to our legislative delegation. Each year, the Municipal Legislative Commission (MLC) also puts together a legislative program to provide their legislative delegation guidance on key initiatives and the MLC lobbyists advocate for the advancement of those key initiatives at the Capitol. The members of the City’s legislative delegation have been invited to attend the Council workshop to discuss the upcoming session. We have also invited Tom Poul of Messerli Kramer, who provides services for the MLC to briefly review the MLC’s legislative program. RECOMMENDATION

1. Staff is requesting Council to review the updated Woodbury legislative program for feedback ahead of adoption consideration on January 24, 2018.

2. It is also requested Council review the legislative program of the MLC and provide feedback to staff and Messerli Kramer.

BUDGET IMPACT Generally, enactments of the MLC and Woodbury legislative programs would have a positive budget impact.

Council Workshop Letter No. 18-21 January 17, 2017 Page 2 BACKGROUND The MLC is an association of 17 suburban communities established in 1984 representing over 850,000 residents and over half a million employees. For 2018, MLC’s main initiatives are:

I. Promote accountability and transparency in the state/local fiscal relationship II. Invest in job retention and growth

III. Support local government opportunities to be efficient, productive, and enterprising

Written By: Clinton P. Gridley, City Administrator Attachments: 1. Woodbury Legislative Program

2. Municipal Legislative Commission (MLC) Legislative Program

DRAFT 2018 Legislative Agenda

1. LOCAL CONTROL

Local governmental entities are closest to their constituents, are most knowledgeable about its jurisdiction, and are most invested in the welfare and success of its community. Therefore, elected local governmental officials are best suited to making important decisions about its operations, regulations and activities. The following are specific areas of home-rule authority pre-emption that need to be resisted or relaxed.

a. The City of Woodbury supports the principle of representative democracy that allows city councils

to formulate local budgets and therefore oppose state-imposed levy limits.

b. State imposition of artificial limitations such as the “taxpayer’s bill of rights”, valuation freezes, reverse referenda, fund balance restrictions, limits on use of G.O. bonding authority, super majority requirements or other limitations to the local government budgeting and taxing process are not supported by the City of Woodbury.

c. The City of Woodbury supports exempting cities from local government compensation limits per Minnesota State Statute 43A.17 which limits the salary and the value of other forms of compensation of a person employed by a political subdivision of this state, excluding school districts and university personnel. The local government compensation limit was originally established in 1983 and as enacted, permanently set the limit at 95 percent of the governor’s salary. In 2005, the law was modified to annually adjust the compensation cap based on CPI-U increase over the prior year. This cap is an impingement on city home rule authority and their ability to recruit and retain the best talent it needs to operate cities. Moreover, Woodbury is not an LGA recipient, which should allow for exemption under this act.

d. The City of Woodbury supports amending State Statutes 469.190 Local Lodging Tax that would

allow cities more flexibility to utilize the lodging tax proceeds to finance economic development, marketing and tourism-related expenses without requirement to form a convention and visitors bureau / destination marketing organization.

e. The City of Woodbury opposes legislation that reduces or eliminates the City’s authority in the

areas of local land use controls - local zoning, land use, comprehensive planning, utility and transportation planning, etc. These types of regulations have significant impacts to local neighborhoods. Cities are best positioned to govern these matters and have effective processes for hearing and addressing concerns of affected citizens. The City has an adopted Comprehensive Plan based on broad community input that articulates the community’s goals. Interference with these effective local processes impedes the City’s ability to effectively implement the Comprehensive Plan.

2. FINANCIAL

a. 2018 bonding request – 50% state and local cost share for land acquisition, site preparation and development of Health and Emergency Response Occupations (HERO) Center at 12600 Ravine Parkway in Cottage Grove for the cities of Woodbury and Cottage Grove.

b. The City of Woodbury supports expanding the state sales tax exemption to include general vehicle purchases (marked squad cars and emergency vehicles are exempt), fuel purchases, lodging and prepared foods, and municipal golf course purchases. (MS297a.70 see subd 2 subparagraph b regarding exemptions).

c. The City of Woodbury opposes the use of fiscal disparities to fund housing, social or physical

metropolitan programs (e.g. Bloomington Mall of America). Fiscal disparities should be solely used for tax base redistribution.

d. The City of Woodbury supports property tax relief via the Circuit Breaker (Regular Homeowner's

Homestead Credit Refund) as opposed to Local Government Aid (LGA).

3. TRANSPORTATION

a. Support for a comprehensive transportation funding package

b. Support for I-94, I-494, I-694 interchange improvements

c. Support for the Gateway Corridor Gold Line project

4. ADMINISTRATIVE

a. The City of Woodbury does not support expanding the current Data Practice statutes, and encourage reforming the open records law to address some of the abuses that are occurring as follows:

i. Inspection, copies and copy costs - Currently the MGDPA states that when a person requests access to documents for the purpose of inspection, the responsible authority may not impose a charge or otherwise require the payment of a fee to inspect data. This requirement is a hindrance, as the same amount of work is done to research documents for inspection is done as when the individual wishes copies of the documents.

ii. Responding to data requests - Currently the MGDPA states the responsible authority or designee generally may not require requestors to identify themselves, state a reason for a request, or otherwise justify a request for public data. (Statute does allow the responsible authority to request information to confirm that an individual requesting private data is in fact the subject of the data (or the authorized representative). These requirements are a hindrance as there are many times when a requester seeks voluminous, wide-ranging information and the responsible authority should have the ability to be able to ask questions about the information request. This will, in essence, provide a more positive avenue of communication and improve ability to more efficiently provide the requested information.

b. The City of Woodbury supports statewide professional licensure and regulation for practice of

massage therapy so long as new state statutes meets or exceeds current city ordinance standards.

c. The City of Woodbury opposes the January 23, 2016 new Minnesota State Plumbing Code that went to effect requiring annual backflow prevention testing per section 603.4.2 of the plumbing code. Homeowners with new lawn irrigation systems as of January 23, 2016 must have the backflow valve tested every year; homeowners with existing pressure vacuum breakers are exempt from the requirement until the valve is replaced. The reason for requirement is to prevent water from the household irrigation system from backing up into the drinking water system if there is a significant loss of pressure in the city’s water supply system. This level of pressure loss is an exceedingly rare event. The cost for annual testing for residential property is estimated at $100-$150.

5. WATER RESOURCE MANAGEMENT:

a. The City of Woodbury supports legislative action resulting in more flexible approaches to water reuse regulations that meet economic and environmental goals including addressing overlapping, duplicative, and conflicting requirements from the MDH, MDNR, and other state agencies in the current system.

b. The City of Woodbury opposes funding of any implementation cost involved with the DNR North & East Metro study (e.g. connection of northeastern metro cities to surface water) if it does not directly result in supplying water to Woodbury residents.

6. METROPOLITAN COUNCIL:

a. The City of Woodbury favors a modification to the present governance model for the Metropolitan Council as follows:

i. A structure that is more responsive to the needs and challenges of local government. ii. Appointment of Metropolitan Council members by the Governor with four-year, staggered

terms. The appointment of the Metropolitan Council Chair should coincide with the term of the Governor.

iii. Nominating committee process that maximizes participation and input by local officials. iv. Bipartisan Legislative Commission on Metropolitan Government, or another entity, to

monitor and review the Metropolitan Council’s activities and to provide transparency and accountability of the Metropolitan Council operations and functions.

b. The City of Woodbury opposes: i. Any expansion of Metropolitan Council powers such as the conversion of either housing or

potable waters to a “metropolitan systems” classification as defined in the Metropolitan Land Use Planning Act.

ii. Mandatory targets for affordable housing or mandatory inclusionary housing provisions in the regional comprehensive planning process or through other regulatory processes.

2018LegislativeProgram

PreparedbyMesserli&Kramer,P.A.525ParkStreet,Suite130

St.Paul,MN55103

- 1 -

SUMMARYOF2018LEGISLATIVEPRIORITIES

I. Promoteaccountabilityandtransparencyinthestate/localfiscalrelationship

A. Supportsindividualpropertytaxreliefthroughthecircuitbreakerprogram

B. MLCiswillingtoexploremodificationstothefiscaldisparitiesprogramthatwillbenefit the metropolitan region as a whole, while reducing the imbalancesinherentinthecurrentformula.

C. OpposesautomaticinflationaryincreasesinLGA

II. Supportanincreaseinlong‐termtransportationfunding

III. Supportlocalcontrol

A. Opposesplacingfiscallimitationssuchaslevylimitsorreversereferendaonthedecisionsoflocalelectedofficials.

B. Opposerestrictionstocityauthorityonutilizingutilityfranchisefees

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2018LEGISLATIVEINITIATIVES

TheMunicipal Legislative Commission (MLC) has identified the following issue areas asprioritiesforthe2018LegislativeSession:

I. Promoteaccountabilityandtransparencyinthestate/localfiscalrelationship;

II. Supportanincreaseinlong‐termtransportationfunding

III. Supportlocalcontrol

I. PROMOTEACCOUNTABILITYANDTRANSPARENCYINTHESTATE/LOCALFISCALRELATIONSHIP

MLC communities believe that the Legislaturemust constantly strive to develop policiespromotinggreaterstability,transparency,equity,andpredictabilityinthefiscalrelationshipbetweenthestateandlocalunitsofgovernment.Whenpossibleandefficient,publicservicesshouldbeprovidedbythelevelofgovernmentclosesttothoseaffected.Ourcommunitiesbelieve that the system created by the State to finance city services must be equitable,accountableandstraightforward.The MLC urges the legislature to be mindful of the following guiding principles whendeliberatingontax,financeandregionalgrowthinitiatives:

Inordertopromoteaccountability,localgovernmentfinanceshoulddemonstrateastrongrelationshipbetweentaxespaidandbenefitsreceived

Unfunded state mandates, levy limits, property tax freeze and reverse referendasignificantly limit thepredictabilitynecessary for localgovernments toplanwithfinancialconfidence

Cities characterizedwith high property values are not universally populatedwith

high‐incomeresidents.Populationsinallofourcitiesarenotonlyculturallydiverse,but includeretireeson fixed incomes, singleparentsandapartmentdwellers.Thenumberofseniorsinourcommunitiesisrising.Policiesthatignoresuchdiversityarenotequitable.

Intheinterestofmaintainingthestabilityofourlocalcommunities,anytaxreform

that is considered should minimize burden shifts on individual taxpayers andbusinesses, and potential revenue shortfalls for communities and should berecognizedandaddressed.

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A. MLC supports direct individual property tax relief for all income‐eligibletaxpayersinallcitiesthroughthecircuitbreakerprogramProvidingdirectpropertytaxreliefthatisequitableandaccountableisapriorityforthe MLC. The Homeowners’ Homestead Credit Refund program (often called theProperty Tax Refund (PTR) program or the “circuit breaker”) provides directpropertytaxrelieftoindividualsbasedontheirincomeandabilitytopay.TheDepartmentofRevenuepublishes a report called the “ResidentialHomesteadPropertyTaxBurdenReport,”usingdataobtained fromthe “VossDatabase.” Thepurpose of this report is to look at property tax fairness throughout the state bymatching homeowners’ property taxes paid with their actual incomes (includescounty, school, andcityproperty taxburdens).TheDecember2016report (basedpropertytaxespayable2015),showedthatthepropertytaxburdenisgreaterintheMetroAreacomparedtoGreaterMinnesota.Thestudyreportedamedianpropertytaxburdenafterpropertytaxrefunds(taxespaidasapercentageofincome)of2.6%or$2,293fortheMetroregioncomparedwith2.0%or$1,284forGreaterMinnesota.TheMLCaskstheLegislaturetosupportthecircuitbreakerprogramandpromoteamoreequitablepropertytaxburdenforsuburbanhomeowners.

B. MLCiswillingtoexploremodificationstothefiscaldisparitiesprogramthat

reducetheimbalancesinherentinthecurrentformula.Thefiscaldisparitiesprogramwascreatedin1971toreducediscrepanciesintaxbasewealthbetweentaxingunitswithinthemetropolitanarea.Thefiscaldisparitiesformulahasnotbeenmodifiedforover45years,despitethefactthatthepopulationoftheTwinCitieshasgrownbyover1.5millionpeopleandmuchofthemetropolitanareawouldbeunrecognizabletoresidentsinthe1970s.Policymakersshouldnolongerassumethata1970serasolutionmeetstheneedsandchallengesofa21stcenturymetropolitanarea.AsthepopulationoftheTwinCitiesgrowstheneedforretailservicestosupportresidentsgrowswithit.Individualcitiesandtheirpropertytaxpayerstaketheleadindevelopingregional,retailandserviceassetsthatsupportresidentsandvisitorsfromacrossthemetropolitanarea,GreaterMinnesota,thenation,andtheworld.Inadditiontothecostsofplanninganddevelopingtheseregionalassets,retailandserviceindustriesconsumesignificantcityservices,particularlyintheareaofpublicsafety,andimposesignificantburdensonlocalroads,bridges,andtransportationinfrastructure.A2012reportcommissionedbytheMinnesotaLegislaturedemonstratesthatthepropertytaxesgeneratedbytheseretailservicesdonotpayfortheadditionalservicestheyrequire,animbalancethatisincreasedbythefiscaldisparitiesprogram.Localtaxpayersincommunitiesthathostregionalretailassetsareforcedtosubsidizethecostsofcityandcountyserviceswhiletaxpayersincommunitiesthatuse,butdonotdevelop,theseassetshavetheirtaxrateslowered.

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C. MLCopposesautomaticinflationaryincreasesinLGA

OurcommunitiesfeelthatLGAfundingshouldnotbeonautopilot.TheLegislatureshouldannuallyaddresstheneedforincreasedinvestmentsandanalyzetheneedforformulachangestoreflectafairdistribution.

II. SUPPORTANINCREASEINLONG‐TERMTRANSPORTATIONFUNDING

Accordingtocensusdata,MLCcitiescombinedareamongthebiggestjobproducingareasinthestatewithoverhalfamillionemployees(532,749)comparedtoMinneapolis/St.Paulwithacombinedtotalof478,453.Alongwiththosejobscomesaddedcongestion.Seattle‐basedglobal traffic‐trackingcompanyInrixestimatesthatTwinCitiesmetro‐areadriverswasteanaverageof42hoursayearstuckintraffic.Thatwasenoughtoearnourregionarankingof15thmostcongestedcityinthenation.MLC supports regionally‐balanced transportation funding that addresses the long‐termneeds of our state, is inclusive of all modes of transportation and provides for neededimprovementstoourroads,bridges,tunnelsandtransitsystem.Theinvestmentsmadein2018provideresourcesforbasicroadandbridgemaintenance;however,additionalfundingwillbeneededtoaddresscongestionmitigationandlocalroadandbridgefunding,bothtopprioritiesforMLC.A. Supportanincreaseinlong‐term,regionallybalancedtransportationfunding

TheMLCsupportslong‐termincreasedtransportationinvestmentsthatwillreducecongestion, provide funding for local roads and bridges, and increase transitoptions. In addition, our members support the Transportation EconomicDevelopment Program (TED), collaboration between DEED and MnDOT thatprioritizesandfundshighwaycapacityandsafetyimprovements,whichwillresultinsignificant job growth and economic development. MLC also supports increasedfunding for jurisdictional alignment of the state highway system to ensuretransportation decisions occur at the correct level of government (also called“turnbacks”).

III. SUPPORTLOCALCONTROL

MLCbelieves strongly that government services shouldbeprovided as close to the localgovernment level as possible. MLC cities see the benefit of partneringwith the State toprovide the best services for their constituents. However, State mandated, and oftenunfunded,programscaninterferewithacity’sabilitytomakethebestfiscaldecisionsforitscommunity,leadingtoeitherareductioninbasicservicesoranincreaseintaxesandservicechargesinordertomeettherequirementsoutlinedbytheState.TheMLCaskstheLegislaturetothoughtfullyconsidertheefficacyexistingmandatesandreduceorrepealthemwherepossible.Wefurtheraskthatunfundedmandatesbeavoided

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altogether. If new mandates on local units of government are proposed, we ask thatlegislatorsshouldprovidecitieswiththegreatestamountof flexibility inordertoreduceimplementationcosts.A. MLCopposesfiscallimitationssuchaslevylimitsorreversereferendaonthe

decisionsoflocalgovernmentofficials

Local taxpayers hold their local elected officials accountable for local governmentspendingandtaxingdecisions.Whenthestateimposeslevylimits,reversereferenda,orotherfiscalrestraintsonlocalelectedofficials,itnegativelyimpactstheabilityofcitiestomeettheneedsoftheirresidentsandremovestheautonomyoflocalofficials.

MLCopposesstatelimitationsonlocaldecision‐makingthatinhibittheabilityofcitiestoplantheirbudgetswithconfidence.

B. Opposerestrictionstocityauthorityonutilizingutilityfranchisefees

Minnesota law allows city to require gas, electric, and cable utilities to obtain afranchisetousethepublicassetsofacommunity,andtochargeafranchisefeeforsuchuse.Thefranchisefeeisanequitablewayforcommunitiestooffsetthecostsassociated with the operations of public utilities and to achieve a return oninvestmentfortheuseoftaxpayer‐ownedassets.Communities that use the authority to impose franchise fees have developedprocessestoreceivepublicinputonthefeestructuresandtoaccountfortheuseoffee revenue within the city. MLC cities have a strong track record of providingbusinesses and residents with information in a transparent manner, and MLCopposesadditionalmandatesontheuseoffranchisefees.

ForquestionsabouttheMLC’sLegislativeProgram,pleasecontact: TomPoul tpoul@messerlikramer.com

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PatrickHynes phynes@messerlikramer.com KatySen ksen@messerlikramer.com RachelStuckeyrstuckey@messerlikramer.com…orbycallingMesserli&Kramer,P.A.at651‐228‐9757.AspecialthankstoourLegislativeProgramSubcommitteemembers: BarryStock CityAdministrator,Savage

DaveCallister CityManager,PlymouthGeneWinstead Mayor,Bloomington

GeorgeTourville Mayor,InverGroveHeights JimHovland Mayor,Edina(MLCChair) JoeLynch CityAdministrator,InverGroveHeights

MaryG.Stephens Mayor,Woodbury MelindaColeman CityManager,Maplewood

MikeMaguire Mayor,Eagan RickGetschow CityManager,EdenPrairie

TerrySchneider Mayor,Minnetonka TerrySchwerm CityManager,Shoreview

TomLawell CityAdministrator,AppleValley