City Council Workshop

AGENDA City Council Workshop Workshop February 22, 2022 Council Chambers 5:00 PM OpenGov Citizen Services, Budgeting & Planning and Reporting & Transparency 5:30 PM Comprehensive Plan Land Use Chapter Discussion Part 2 6:00 PM Business Retention, Expansion and Attraction Program Scope of Work 6:15 PM Council Code of Conduct 6:40 PM Council Topics 6:55 PM Adjourn for Regular Meeting  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Jason Zimmerman, Finance Director Christina Volkers, City Administrator Date: February 22, 2022 Subject: OpenGov Citizen Services, Budgeting & Planning, and Reporting & Transparency Software BACKGROUND At the January 11, 2022 City Council Workshop, staff discussed OpenGov’s Citizen Services, Budgeting & Planning, and Reporting & Transparency software. Based on Council feedback from the Workshop, staff met with representatives from OpenGov to discuss the parameters of a potential agreement. Proposed implementation timeline: Start Date Functional Area April 1, 2022 Budgeting and Planning April 1, 2022 Building Permits June 1, 2022 Online forms September 1, 2022 Licensing Proposed annual billing table: Billing Date Amount Due Notes April 1, 2022 $98,854.00 Annual Subscription ($38,729) & Professional Services ($60,125) January 1, 2023 $60,500.00 Annual Subscription January 1, 2024 $62,500.00 Annual Subscription January 1, 2025 $62,500.00 Annual Subscription January 1, 2026 $65,000.00 Annual Subscription The OpenGov Solution OpenGov is the only company that offers an integrated, cloud-based suite-of-suites for Budgeting & Planning, Financial Management, and Citizen Service solutions for local government. OpenGov’s suites sit on top of a state-of-the-art Reporting & Transparency platform that visualizes data in interactive and attractive visualizations that are easy to share and analyze with stakeholders, whether across the organization or to the public. OpenGov’s patented Chart of Accounts Engine allows the technology to map to Oakdale’s exact Chart of Accounts, at any level of depth, and with any amount of complexity. This capability enables OpenGov to provide a level of granularity and the ability to drill-down into data for self-exploration, unlike any other product else in the marketplace. Why Modern Cloud Technology:  Modern Cloud Software (Saas or Software as a Service) is valuable when navigating the challenges of working remotely.  Available anywhere, on any device. No Virtual Private Network (VPN) required.   No applications to install.  One single source of information.  No on premise hardware to purchase and maintain.  Can be operated without IT staff involvement. Permitting, Licensing, and Code Enforcement Considerations In 2002, the City engaged with Permit Works to provide an on premise software solution to assist with building permitting. This software has become obsolete due to limited customization, inability to provide a web-based presence, and lack of integrated payment processing, document storage, and workflow. Additionally, planning, licensing and code enforcement functions don’t currently use software to track, monitor, communicate, or take payments. Staff is recommending the acquisition of a cloud-based Permitting, Licensing, and Code Enforcement software. With the current development underway at Willowbrooke, and upcoming projects at 4Front and BRT stations, staff is anticipating unprecedented residential and commercial development. In an effort to streamline resident and developer services as we move past the pandemic and into an environment where services are expected to be easily accessible online and remotely, staff is recommending the approval of a software agreement with OpenGov. The implementation of this software will standardize business processes, reduce barriers to the application and payment process, and minimize the administrative burden of outdated software and paper based workflows. From an external perspective, the software will allow self-service access to permitting, licensing, and code enforcement 24/7 from any location. Applicants can track the progress of their submissions, directly communicate with City staff, upload relevant documents, and pay their fees at any time. The investment the City makes today to facilitate development will pay for itself in the next two to three years through increases in both market value and the tax base and will aid in future economic growth by:  Creating a better customer experience for residents and developers to do business in Oakdale;  Provide an easier way to collect payment of permits and license fees thereby reducing unpaid fees and collection efforts  Ensure proper documentation of inspections, revenues, costs, and levies by imposing standard processes and business continuity  Allow staff to process permit and license applications 50-60% faster Budgeting, Reporting, and Financial Transparency Considerations In December 2021, the city upgraded its financial software system with Tyler Technologies. The city currently prepares the operating budget and capital improvement plan (CIP) using a combination of Tyler Technology software, Microsoft Office (excel, word and publisher), and Adobe Acrobat Professional (PDF), along with InDesign for graphics. Given the current functionality, accessibility limitations, potential for broken software links, difficulty with version control, inability to create multiple scenarios, confusion with multiple non-compatible software programs, and less than ideal support options of the current budget software system, staff is recommending the acquisition of a cloud-based budgeting, planning, and reporting and transparency software system. The operating budget and CIP process is managed by the finance department with support from all city departments. Finance staff currently use Microsoft Excel to develop salary and benefit costs, in addition to the operating budget for each department. This is a labor intensive process, which has several opportunities for error. The CIP also is developed using several excel files, which are then linked into other excel files. Due to the number of systems that are not designed specifically for the purpose of preparing an operating budget and CIP, the city’s preparation process is a very time-intensive one that focuses a disproportionate amount of time on data entry and document preparation, leaving minimal time for priority setting, analysis, identification and correction of potential fiscal issues. In choosing a new budgeting software, staff considered the following:  Easy to access real-time information  Forecasting capabilities In-system personnel budgeting  Reporting functions that are end-user friendly and customizable  Cloud-based hosting  Position control maintenance for staffing  Decentralization of responsibilities during the budget development cycle  Budget document development capabilities to reduce “rework” done by staff  Dynamic, interactive dashboards with public-facing capabilities Citizen Services OpenGov Citizen Services is an all-in-one citizen service suite for permitting, licensing, and code enforcement. We would receive application forms and payments online, which would streamline processing, and allow us to manage inspections in addition to simplifying reporting needs. The suite allows us to route applications through multi-step approval workflows across teams and departments, while giving us the ability to communicate with constituents’ online and record inspection results in real- time onsite from a phone or tablet. Citizen Services drag-and-drop interface allows governments to bring permitting online by easily creating multi-step review processes, which allow us to efficiently coordinate interactions across departments to track applications from submissions to approval. Users can create guided processes for submitting applications to communicate fee information and required forms. Citizen Services will guide applicants step-by-step through the process, building their checklist of necessary forms and fees. Budgeting and Planning: The OpenGov Budgeting and Planning Suite is the only integrated cloud solution for operating budget development, capital and workforce planning, and online budget book creation. This multi-tenant Software-as-a-Service (“SaaS”) solution connects stakeholders to the budget process, engages all for real-time feedback, accurately forecasts personnel costs, and integrates with key government systems, resulting in improved outcomes, enhanced internal efficiencies, and more time for long term/strategic planning. The integrated suite aggregates and synchronizes financial and nonfinancial data. The product streamlines and transforms the budget process from the initial stages of planning and personnel forecasting on through final publication while enabling collaboration throughout. Reporting and Transparency: The OpenGov Reporting and Transparency Platform simplifies and streamlines the collection, analysis, and communication of complex information. This solution reduces manual reporting, data scrubbing, and formatting by providing on-demand access to dynamic, interactive reports and dashboards. Simple, self-service tools empower anyone with access to the platform to perform analysis without burdening technical teams, making it easier to discover trends, provide historical context, and find anomalies quickly. The platform’s solutions reduce manual reporting, data scrubbing, and formatting by providing on-demand access to dynamic, interactive reports and dashboards. Simple, self-service tools empower anyone with access to the platform to perform analysis without burdening technical teams, making it easier to discover trends, provide historical context, and quickly identify anomalies. FUNDING CONSIDERATIONS Staff is proposing that funding for year one of the agreement, or the first $98,854.00 come from the Special Project Fund. If Council approves the transfer from the General Fund to the Special Project Fund, which is on the regular meeting agenda for this evening, the Special Project Fund will have a balance of $2,624,439.00. The annual ongoing subscription fee is proposed to be funded by the tax levy and paid out of the General Fund, although Council may choose an alternative financing option during the budgeting process. Action Amount Unexpended Funds for Jetter (Purchased via transfer from the Sewer Fund) $ 46,000.00 Transfer from General Fund to Special Project Fund $3,052,580.00 Transfer out to Vehicle & Equipment Replacement Fund $ (474,141.00) Available Balance $2,624,439.00 COUNCIL DIRECTION REQUESTED It is requested that Council provide staff with direction regarding the proposed contract terms for Citizen Services, Budgeting & Planning, and Reporting & Transparency Software. If Council supports the proposal, staff would bring this item forward for Council consideration at the March 8, 2022 City Council meeting.  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Andrew Gitzlaff, Community Development Director Date: February 22, 2022 Subject: Comprehensive Plan Land Use Chapter Discussion Part 2 BACKGROUND At the February 8, 2022 Council Workshop Andy Gitzlaff, Community Development Director gave an overview of the 2040 Oakdale Comprehensive Plan including why it is needed, how it was developed and what type of public and stakeholder engagement was done. Director Gitzlaff reviewed the land use chapter goals and policies and facilitated a discussion with Council. Council provided the following feedback:  Concerned about the preciseness of some of the policy statements in the Comprehensive Plan including Goal 2 Policy 4 establishing an annual EDA levy to fund predevelopment and rehabilitation activities. For example, maybe it should say “consider an annual EDA levy”.  Council emphasized that the words that are used are important.  Council wanted more information on the specific parcels listed under Goal 1 Policy 1 and more clarity on the Council’s role in preparing redevelopment plans considering many of these properties are privately owned. Staff will prepare more detailed maps of each parcel for the next workshop.  Council expressed a concern about references to public financing and how it creates a perception that the City will provide public financing for every project without additional evaluation of the merits. Staff noted that the Comprehensive Plan is not the last word. It provides overall guidance but the City Council can direct staff to conduct additional study and craft more specific policies and programs to better define and interpret the current Council’s position. Staff will discuss public financing and specifically the policy for the use of Tax Increment Financing (TIF) as part of the Housing Chapter workshop.  Administrator Volkers asked Council Members to review the land use chapter and submit any additional questions or concerns regarding language to Director Gitzlaff prior to the next workshop.  Council expressed a preference to finish discussion on the land use chapter first before moving on to the other chapters. At the February 22, 2022 staff will continue to facilitate a discussion with Council on the land use chapter goals and polices. Future Council workshops will focus on the other chapters of the Comprehensive Plan. Attachment Land Use Chapter of the 2040 Comprehensive Plan _ CHAPTER 2 LAND USE Guiding land use ensures that land within the City is developed and redeveloped more wisely; serves citizens and business more effectively; makes the provisions of public infrastructure and services less costly; enables public and private agencies to plan their activities in harmony with the City’s land use plan; and ensures compatibility between land uses and sufficient land for residential, commercial, industrial and park/open space uses. Land Use 9 GOAL 1 The City shall facilitate the redevelopment and development of certain property. Oakdale Mall demolition. Helmo Station Bus Rapid Transit Station Area plan. POLICIES: 3. Implement the Helmo Station Bus Rapid Transit (BRT) Small Area Plan. See Appendix C. 1. Prepare redevelopment plans for the following parcels to guide public and private investment to 4. Promote the development of the following areas: achieve the City’s redevelopment goals. a. 6964 55th Street North a. 6958 40th Street North b. 7264 50th Street North b. 3445 & 3465 Geneva Avenue North c. 4FrontTechnology and Office Campus c. 7511 32nd Street North d. Oakdale Marketplace d. 3240 Ideal Avenue North e. Oakdale Station Phase II parcel e. 7491 Stillwater Boulevard North f. Menards outlot f. 7291 Stillwater Boulevard North g. Granada Avenue North/30th Street North g. 7111 Stillwater Boulevard North h. Outlot B, Granada Business Park h. 7320 Stillwater Boulevard North i. 7287 Stillwater Boulevard North i. 25th Street North j. 6479 Stillwater Boulevard North j. 6349 Stillwater Boulevard North k. 1470 & 1480 Helmo Avenue North k. 1267 Geneva Avenue North l. 7330 12th Street North l. 7515 10th Street North m. Parcel north of Tartan Crossing m. 7703 10th Street North n. Lot 2, Block 2, Oakdale Center 2nd Addition n. 253 Geneva Avenue North o. Bergen Plaza Parcel o. 6944 Hudson Boulevard North p. Lot 1, Block 1, Miniapple Addition q. 7049 4th Street North 2. Prepare small area redevelopment plans for r. 8304 3rd Street North the following areas to guide public and private s. 3M Property (See Appendix D) investment to achieve the City’s redevelopment t. 45 vacant single-family lots goals. a. Glenbrook Avenue North and Upper 51st Street 5. Implement the Greenway Station Bus Rapid North area Transit (BRT) Small Area Plan. b. Century Avenue North and 12th Street North area 10 Land Use GOAL 2 Certain policies shall guide the City’s actions to ensure the redevelopment and development of certain parcels and areas. POLICIES: Subdivision Ordinance, and Capital Improvements Plan to facilitate the achievement of the City’s 1. Prepare small area and redevelopment plans development and redevelopment goals. that include elements such as, but not limited to, land use, intensity and location, roads, trail and 4. Establish an annual EDA levy to fund sidewalks, open space, public utilities, transit, and predevelopment and rehabilitation activities. funding and financing. 5. Provide financial assistance to ensure 2. Undertake pre-development activities to include, redevelopment and development projects are but not limited to, market and financial analysis; financially feasible. property acquisition; building demolition, tenant and resident relocation; soil correction and remediation; 6. Work cooperatively and proactively with developers, traffic, environmental and other studies; repairing builders, other regulators, adjacent land owners title issues; infrastructure installation and financing; and other relevant stakeholders to prepare and and marketing redevelopment opportunities. implement development and redevelopment plans. 3. Modify the Comprehensive Plan, Zoning and GOAL 3 The City’s visual appearance shall incorporate streetscaping and public art. POLICIES: 1. Identify and prioritize areas to enhance streetscaping at major intersections and along key corridors. 2. Develop streetscape design standards for landscaping, lighting, street furniture, side- walks, and public art in priority areas. 3. Develop a public art plan that establishes the purpose, process, and implementation plan for incorporating art in public spaces throughout the City. Land Use 11 The Metropolitan Council’s adopted Thrive MSP 2040 regional development guide identifies Oakdale’s community designation as Suburban. Suburban communities experienced continued growth and expansion during the 1980s and early 1990s, and typically have automobile-oriented development patterns at significantly lower densities than in previous eras. Suburban communities are expected to plan for forecasted population and household growth at average densities of at least five units per acre for new development and redevelopment. In addition, Suburban communities are expected to target opportunities for more intensive development near regional transit investments at densities and in the manner articulated in the 2040 Transportation Policy Plan. Named after the oak savanna that covered the landscape in the early 1800s, Oakdale has a long history of protecting natural resources including tree canopy, open space, wetlands, and public waters. The City will continue to support reforestation, tree preservation, park dedication, open space preservation and acquisition, and water quality improvements to protect these natural resources and maintain property values. POPULATION, HOUSEHOLDS, AND EMPLOYMENT FORECASTS Forecast Year Population Households Employment 2010 27,401 10,956 8,651 2020 29,600 12,000 11,300 2030 35,300 14,600 11,700 2040 36,000 14,900 12,100 Source: Metropolitan Council 12 Land Use EXISTING LAND USE TABLE Existing Land Use Category Total Acres Percentage Single Family Residential 2,244.59 33.6% Twin, Tri, Quad 1,146.65 17.2% 5+ (Multi-family) 191.04 2.9% Commercial 303.15 4.5% Office 159.10 2.4% Industrial 217.63 3.3% Institutional 320.24 4.8% Open Space 77.03 1.2% Open Water 34.50 0.5% Park & Recreation 575.93 8.6% Utility 44.67 0.7% Vacant 573.98 8.6% Wetland 789.93 11.8% Total 6,678.44 100% Source: City of Oakdale, 12/2018 Special Resource Protection: Historic Sites : There are no sites in Oakdale currently on or being considered for the National Register of Historic Places. Aggregate Resources: There are no aggregate resources available within the community. FUTURE LAND USE TABLE Planning Period 2020 2030 2040 Low Density Residential 2,300.33 34.4% 2304.51* 34.5% 2304.51* 34.5% Medium Density Residential 1,098.35 16.4% 1,098.35 16.4% 1,098.35 16.4% High Density Residential 175.35 2.6% 187.30* 2.8% 187.30* 2.8% Mixed Use 298.76 4.5% 301.25* 4.5% 301.25* 4.5% Future Land Use Category Mixed Use Residential 161.17 2.4% 161.17 2.4% 161.17 2.4% Commercial 361.64 5.4% 350.87* 5.3% 350.87* 5.2% Office/Limited Business 68.75 1.0% 68.75 1.0% 68.75 1.0% Industrial/Office 309.24 4.6% 301.39* 4.5% 301.39* 4.5% General Industrial 52.71 0.8% 52.71 0.8% 52.71 0.8% Business Campus 194.88 2.9% 194.88 2.9% 194.88 2.9% Public 165.18 2.5% 165.18 2.5% 165.18 2.5% Semi-Public 159.36 2.4% 159.36 2.4% 159.36 2.4% Park 624.09 9.3% 624.09 9.3% 624.09 9.3% Open Space 632.67 9.5% 632.67 9.5% 632.67 9.5% Open Water 32.18 0.5% 32.18 0.5% 32.18 0.5% Bus Rapid Transit Oriented Development 43.78 0.7% 43.78 0.7% 43.78 0.7% Total Acres 6,678.44 100.0% 6,678.44 100.0% 6,678.44 100.0% Source: City of Oakdale *Reflects land that may be reguided at the discretion of the City Council with an approved development plan Land Use 13 FUTURE LAND USE CATEGORY DEFINITIONS Min. Max. FLU Category Allowed Uses Density Density (Net Ac.) (Net Ac.) Low Density Single family detached 3 3 Residential Medium Density Single family detached; two-family detached; townhomes; multi-family 4 8 Residential structures with three or more units High Density Single family detached; two-family detached; townhomes; apartment buildings 8 30* Residential Mixed Use Commercial; residential; office** 8 30* Mixed Use Single family detached; two-family detached; townhomes; apartment buildings 4 55 Residential (See Appendix D: 3M Small Area Plan) Commercial Retail; professional offices; hotels; entertainment; restaurants N/A N/A Office/Limited Offices; research centers; medical clinics; government buildings; hotels; class N/A N/A Business one restaurants Light manufacturing; office; research centers; hotels and conference centers; Industrial/Office N/A N/A office-showrooms; restaurants; indoor recreation; self-storage facilities General Industrial Manufacturing; warehousing; truck terminals N/A N/A Business Campus Corporate offices; light manufacturing; offices N/A N/A Public Public institutional uses (city, county, state, federal) N/A N/A Semi-Public Non-public institutional uses (churches, schools) N/A N/A Park City parks and recreation facilities N/A N/A Open Space Undeveloped publicly owned land; wetlands N/A N/A Open Water Permanently flooded open water; does not include wetlands N/A N/A Bus Rapid Townhomes; apartment buildings; office-industrial; professional office; commer- Transit Oriented cial/retail uses (see Appendix C: Helmo Station) 15 50 Development Source: City of Oakdale * Additional density permitted with City Council approval ** Percentage of uses determined via an approved development plan; residential uses shall be a minimum of 0% or as determined via PUD 14 Land Use FUTURE EMPLOYMENT LOCATIONS AND INTENSITY Map Locations for Employment Gross Est./ Est. 2020- 2030- TAZ Key Growth Acres Approved SF Employees 2030 2040 1c 7511 32nd Street North 4.9 15,000 16 16 - 2390 1d 3240 Ideal Avenue North 4.4 30,000 31 31 - 2390 4a 6964 55th Street North 1.2 8,000 5 - 5 2342 4b 7264 50th Street North 31.2 80,000 53 53 - 2342 4FrontTechnology and Office 4c 25.8 450,000 266 150 116 2347 Campus 4d Oakdale Marketplace 15.7 100,000 54 30 24 2390 4e Oakdale Station Phase II parcel 15.0 200,000 100 75 25 2390 4f Menards 4.8 5,000 5 5 - 2391 4h Outlot B, Granada Business Park 1.5 5,000 5 5 - 2393 4k 1470 & 1480 Helmo Avenue North 1.9 10,000 10 10 - 2398 4l 7330 12th Street North 3.6 20,000 11 - 11 2398 4m Parcel north of Tartan Crossing 10.3 10,000 15 15 - 2397 Lot 2, Block 2, Oakdale Center 2nd 4n 1.5 3,000 5 - 5 2398 Addition 4o Bergen parcel 1.7 3,000 4 - 4 2413 4p Lot 1, Block 1 Miniapple Addition 1.5 7,000 10 - 10 2412 4q 7049 4th Street North 10.6 200,000 300 - 300 2413 4r 8304 3rd Street North 0.8 10,000 10 10 - 2412 3a Helmo Station 12.5 100,000 100 100 - 2412 TOTAL 1,000 500 500 Source: City of Oakdale Note: Some current employment locations are anticipated to lose employees due to redevelopment or a change in use while the locations above may create more jobs due to an intensification of use. The total forecasted job growth for Oakdale from 2020-2040 is 800 employees (net gain). Land Use 15 FUTURE RESIDENTIAL LOCATIONS AND DENSITIES Development Density Timeline Range (new units) 2040 Future Land Min. Max. Map Gross Net Est. Housing Est. 2020 - 2030 - Use Location Net Net TAZ Key Acres Acres Units Population 2030 2040 Category Density Density New Development Low Density 7287 Stillwater 4i 4.1 3.5 3 3 10 22 10 - 2399 Residential Boulevard North Low Density 6479 Stillwater 4j 3.8 3.2 3 3 9 19 9 - 2394 Residential Boulevard North Mixed Use 2347/ 4s 3M Property 206.5 96.7 4 55 1,410 3,102 1,410 - Residential 2348 Low Density 4t Single Family infill 13.7 13.7 3 3 41 90 30 11 varies Residential Redevelopment Low Density 6958 40th Street 1a 14.9 11 3 3 33 72 - 33 2343 Residential North 3445 & 3465 Low Density 1b Geneva Avenue 2.8 2.8 3 3 8 17 8 - 2344 Residential North Low Density 7491 Stillwater 1e 12.8 12.8 3 3 38 83 - 38 2399 Residential Boulevard North Low Density 7291 Stillwater 1f 1.35 1.35 3 3 4 8 4 - 2399 Residential Boulevard North Low Density 7111 Stillwater 1g 1.6 1.6 3 3 4 8 4 - 2396 Residential Boulevard North Low Density 7320 Stillwater 1h 0.9 0.9 3 3 3 6 3 - 2390 Residential Boulevard North Low Density 1i 25th Street North 2.3 2.3 3 3 6 12 6 - 2392 Residential Low Density 6349 Stillwater 1j 5.2 4.8 3 3 14 28 14 - 2394 Residential Boulevard North 1267 Geneva Mixed Use 1k 2.5 2.5 8 30 20 44 20 - 2397 Avenue North High Density 7515 10th Street 1l 11.9 3 8 30 24 52 24 - 2412 Residential North Low Density 7703 10th Street 1m 6 2 3 3 6 13 6 - 2412 Residential North 253 Geneva Mixed Use 1n 27 2.3 8 30 18 40 18 - 2415 Avenue North 6944 Hudson Mixed Use 1o 24.6 18 8 30 360 792 360 - 2415 Boulevard North Bus Rapid Transit Oriented 3a Helmo Station 28.1 22.2 15 50 900 1,992 900 - 2412 Development Total 2,908 6,400 Source: City of Oakdale 16 Land Use DEVELOPMENT/REDEVELOPMENT Land Use AREASGoal 1 4a 2a 2a 4b 1a 4s (RE) DEVELOPMENT AREAS 4c Goal 1 Policy 1: 1a - 1o Policy 2: 2a - 2b 1b Policy 3: Helmo Station 4f Policy 4: 4a - 4t 4d 4e 1c 1d Policy 5: Greenway 4h Station 4g 1h 1f 4i 1e 1i 1g 4j 1j 4k 4l 1k 4m 2b 4n 1m 1l 4o 4p 3 4r 1n 4q 1o 5 2/14/18 v1 CITY OF OAKDALE Land Use 17 EXISTING LAND USE Existing Land Use Legend Single Family Residential Twin Tri Quad 5+ Units Office Utility Commercial Industrial Institutional Park & Recreation Open Space Open Water Vacant Wetland 18 Land Use FUTURE LAND USE Future Land Use Legend Mixed Use Residential Low Density Residential Medium Density Residential High Density Residential Office / Limited Business Commercial Mixed Use General Industrial Industrial / Office Business Campus Public Park Open Space Open Water Semi-Public Bus Rapid Transit- Oriented Development Land Use 19 COMMUNITY DESIGNATION Community Designation City of Oakdale, Washington County Birchwood Gem Lake Village Willernie Stillwater White Vadnais Mahtomedi Grant Bear Lake Heights White Bear Twp. Pine Springs Stillwater Twp. Little Canada Baytown North Twp. Saint Paul Maplewood Lake Elmo Oakdale West Lakeland Saint Twp. Paul Landfall Afton Woodbury 0 0.5 1 2 3 Miles Extent of Main Map Community Designation ANOKA Urban Center - Core City Rural Center Urban Center Diversified Rural Urban Rural Residential RAMSEY HENNEPIN Suburban Agricultural Suburban Edge Outside Council planning authority WASHINGTON CARVER Emerging Suburban Edge SCOTT DAKOTA County Boundaries City and Township Boundaries Lakes and Major Rivers Source: Metropolitan Council 20 Land Use  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Andrew Gitzlaff, Community Development Director Date: February 22, 2022 Subject: Business Retention, Expansion and Attraction Program Scope of Work BACKGROUND The adopted 2040 Oakdale Comprehensive Plan identifies the need to provide business and labor with the support necessary to be successful and ensure continued employment opportunity for all residents as goals within the Economic Development Chapter. Specific polices are identified to achieve these goals including:  Support the success of business and labor by connecting them to resources at the MN Department and Economic Development (DEED) and other State, County, and Federal agencies  Administer a program to attract new businesses to Oakdale.  Administer a program to retain and assist in the expansion of existing Oakdale businesses.  In partnership with public and private stakeholders, support those wishing to start a new business in Oakdale. STAFF RECOMMENDATION Staff is recommending the City establish a new Business Retention, Expansion and Retention (BRE&A) Program to achieve this goal. The proposed scope of work would include the following activities:  Participation in no fewer than 24 business visits (2 per month) for the first year.  Develop a series of questions to ask each business and prepare a packet of resources at the City, MN DEED, other State, County or Federal resources.  Recruitment of a BRE&A visit participant pool that includes key staff, elected officials and business representation.  Identify businesses to be contacted for interviews.  Provide administrative support in scheduling visits.  Ensure invitations to visits are extended to the required staff, elected officials, and business representatives.  Transcribe notes from each visit and conduct any follow-ups as necessary.  Coordinated reporting of regional business and real estate activity.  Year-end report, detailing BRE&A findings, recommendations and an action plan. Staff has been working with the Oakdale Area Chamber of Commerce and the St. Paul Area Chamber of Commerce to form a partnership to implement the BRE&A program. Funding is available in the Community Development Department professional services budget to support the BRE&A program. ECONOMIC DEVELOPMENT COMMISSION INPUT Staff presented the scope of work for the BRE&A program to the Economic Development Commission (EDC) on February 2, 2022. The EDC was supportive of proceeding with the partnership with OACC and SPAAC to implement the BRE&A Program. A few of the members offered to volunteer to be a part of the participant pool for visits. The EDC recommended that an action plan be completed as part of the scope of work to ensure that proper follow ups are done after the visits. CITY COUNCIL ACTION REQUESTED Direct staff to finalize a professional services agreement with the OACC and SPACC to form a partnership to implement the BRE&A for the City of Oakdale. Attachment Professional services agreement with the OACC and SPACC for BRE&A for the City of Oakdale.  Professional Services Agreement Business Retention, Expansion, and Attraction Services for the City of Oakdale Prepared on February 10, 2022 This is an agreement between the Oakdale Area Chamber of Commerce (OACC), St Paul Area Chamber (SPAC) and the City of Oakdale (the City), regarding Business Retention, Expansion, and Attraction (BRE&A) services. Term The term of this Agreement is from March 14, 2022 to March 13, 2023. Scope of Service In partnership with the OACC, SPAC WorkStream staff will perform the services outlined, including: • Guide the recruitment of a BRE&A participant pool. • Work with city staff to identify businesses to be contacted for interviews. • Provide administrative support in scheduling visits. • Ensure invitations to business visits are extended to the required City Staff, Elected Officials, and OACC Board Members. • Participate in no fewer than 24 business visits. • Transcribe notes from each visit and deliver to city contact person. • Coordinated reporting of regional business and real estate activity. • Year-end report, detailing BRE&A findings and recommendations. SPAC shall make every reasonable effort to maintain sufficient staff, facilities, and equipment to deliver the services, and will notify the City in a reasonable timeframe if it believes it will be unable to provide the services outlined above. Value Proposition: With the support of SPAC and OACC, the City will join a region-wide conversation about BRE&A and will have access to information that otherwise would be difficult to collect. The value of working with SPAC is outlined below: • Local and regional business intelligence • Access into more businesses • Year-end reporting  • Capacity building • Relationship building with the business community • Coordinated regional real estate intel/outreach • Minority business connections and access • Administrative support in scheduling Key Staff Kim O’Brien, VP of Strategic Initiatives will be the primary staff member serving this contract. Kim currently serves as Administrative Manager to the Oakdale Area Chamber of Commerce, bringing valuable relationships with Oakdale businesses, and a built-in line of communication to the Oakdale Area Chamber Board. Yao Yaj, Manager of Strategic Initiatives will be a supporting staff member serving this contract. Yao brings 5+ years of experience doing Business Retention, Expansion, and Attraction visits and analysis for the Cities of Saint Paul and Maplewood. She is an Oakdale resident. Cost The City will pay $15,600 to provide these services with one half of the annual cost invoiced at the beginning of the contract and the other half due after 24 business visits are completed, and the end of year report is received. This cost is reflective of an estimated 156 hours of dedicated staff time. The St Paul Area Chamber will serve as Fiscal Agent on this contract. Payment shall be made within 30 calendar days of receipt invoice. Payment of interest and disputes regarding payment shall be governed by Minnesota Statutes § 471.425. Data All data and intellectual property stored in SPAC’s system is the exclusive property to SPAC. Indemnification The City shall indemnify, hold harmless and defend SPAC, its officials, agents, and employees against any and all liability, losses, costs, damages, expenses, claims or actions, including reasonable attorney’s fees, which SPAC, its officials, agents, or employees may sustain, rising out of or by reason of any act or omission of the City, its contractors and their officers, agents, or employees, in the execution, performance, or failure to adequately adhere to or perform the City’s obligations pursuant to this Agreement. Amendments and Alterations Any amendment, alteration, modification, or waiver of this Agreement or its provisions shall be valid only after it has been reduced to writing and signed by both parties. Termination SPAC may immediately terminate this Agreement if any proceeding or other action is filed by or against the City relating to insolvency, bankruptcy, or relief of debtors. If the City violates any material terms or conditions of this Agreement SPAC may, without prejudice to any right or remedy, give the City seven calendar days’ written notice of its intent to terminate this Agreement, specifying the asserted breach. If the City fails to cure the deficiency within the seven-day cure period, this Agreement shall terminate upon expiration of the cure period. Signed: B Kyle Date Christina Volkers Date President and CEO City Manager St Paul Area Chamber City of Oakdale  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Christina M. Volkers, City Administrator Date: February 22, 2022 Subject: Council Code of Conduct At the November 23, 2021 and February 8, 2022 council workshop, sample and draft Code of Conduct’s were discussed. Examples of other cities’ similar policies were also distributed and circulated. After discussion, it was requested that a simplified version be created for further consideration. If the City Council is supportive of the attached, with or without edits, the next step would be to put this new policy on the March 8, 2022 council agenda for final approval Attachment Policy CC-001 Code of Conduct and corresponding attachment Attachment: Council Code of Conduct, draft Other Cities Code of Conduct Policies 1584 Hadley Avenue N | Oakdale, MN 55128 651-739-5086 | www.ci.oakdale.mn.us Council Policy City of Oakdale Policy Number: CC-001 Pages: 2 Subject: Code of Conduct Date Approved: February 2022 Amended: 1.0 Introduction 1.1 The purpose of the Council Code of Conduct Policy is to help ensure all Oakdale City Council Members adhere to and promote proper ethical standards, abide by the law, and preserve the City’s integrity, reputation, professional and business relationships. Recognizing it is not possible to address all the ways in which ethical issues may arise, the following principles are intended to guide making sound judgments and decisions on behalf of the City of Oakdale and its Purpose. 2.0 Conflict of Interest Before taking any action or casting a vote regarding a matter before the City Council, which would constitute a conflict under Minnesota law, City Council Members must disclose such conflict(s) and abstain from voting on the matter involving the conflict of interest and from participating in the Council discussion and deliberations on the matter involving the conflict of interest. Conflicts of interest include but are not limited to all conflicts of interest under Minnesota law and membership on a Governing Body and status as a controlling officer, member of a board, president, or chief executive of a political subdivision, a public entity, and private entity, or engaged in legal or administrative action, pending litigation and active litigation in which the City is an adverse party. 3.0 Pledge of Personal and Professional Conduct 3.1 Integrity. I will demonstrate the highest standards of individual conduct, personal accountability, trustworthiness, fair dealings, considerations of the rights of others, and the highest principles of good business relationship. 3.2 Excellence. I will strive to meet the highest performance, quality, service, and achievement standards. 3.3 Honesty. I will communicate directly, respectfully, honestly, and openly and avoid misrepresentation, including misrepresentation through omission. 3.4 Diversity. I will support and value diversity – promoting an environment that embraces all people’s similarities and differences to the organization 3.5 Respect. I will respect and act fairly toward all those I encounter and refuse to engage in or tolerate any form of discrimination or harassment. 3.6 Responsibility. I will take responsibility for my actions and decisions and remain a careful steward of funds and resources. 3.7 Compliance. I will comply with the City Council Code of Ethics and all laws and regulations. 4.0 Process for Addressing Council Member Violations The City Council and its members are committed to faithful compliance with the provisions of the Board's policies. A Board member will inform the Mayor if, in the Council Member’s opinion, the Council or individual members are not in compliance with the Council's policies. If the Mayor is the Council Member who they feel is not acting in compliance with policy, the Council Member will inform the City Administrator or City Attorney. In the event of a member's willful and continuing violation of policy, the Council will seek a remedy in the following order: 1. Conversation in a private setting between the offending member and the Mayor or other individual member. 2. Discussion in a public meeting between the offending member and the full Council. 3. Public censure of the offending member of the Council as set forth in Roberts Rules of Order and/or MN Law Attachment Code of Ethics Council Member Certification  1584 Hadley Avenue N | Oakdale, MN 55128 651-739-5086 | www.ci.oakdale.mn.us A MATTER OF TRUST: THE OAKDALE CITY COUNCIL CODE OF ETHICS CERTIFICATION I acknowledge that I have received and read my copy of the Oakdale City Council Code. I understand that I am responsible for adhering to the Code of Conduct principles, and I confirm that I will conduct myself in accordance with the Code of Ethics principles. The certification process is mandatory for all Council Members. I am in compliance with this policy. Signature Date