City Council Workshop

AGENDA City Council Workshop Workshop April 12, 2022 Council Chambers 5:00 PM Conversation with Fire Chief and Fire Marshal Services 5:25 PM Livable Communities Demonstration Account (LCDA) 5:35 PM BRE&A Program 5:50 PM 2023 Budget Planning 6:15 PM 2022 Debt Considerations and Strategy 6:30 PM Utility Billing Payment Electronic Payment Processing Fees Follow-Up 6:40 PM Council Topics 6:55 PM Adjourn for Regular Meeting  COUNCIL MEMORANDUM To Mayor and City Council Through Kevin Wold, Fire Chief Date April 12, 2022 Subject Discussion with the Fire Chief Staffing Update In February 2022, we submitted an application for six firefighter’s through FEMA and their Staffing for Adequate Fire and Emergency Response (SAFER) program for $2.4 million dollars. We expect to be notified sometime in the next 6 - 8 weeks if we will receive the grant. Currently we have 18 City of Oakdale Fire Department Staff including a Fire Chief, Assistant Fire Chief and one Part Time administrative assistant. Three fulltime Firefighters were promoted to Captain on January 1, 2022. We are expecting to hire three additional firefighters to start Monday July 11, 2022. We have 75 applications submitted for the three positions and are working on the interview schedule at this time. Currently we have 14 paid on call staff between the two fire stations. The paid on call staff respond to approximately 25 calls per month. We continue to work through the process for dissolving the Oakdale Volunteer Fire Department by the end of the year, 12-31-2022. We will need to have city council pass a Resolution to dissolve the organization and confirm that the city of Oakdale will take over and become a career fire department effective January 1, 2023. 2021 Run Total’s The fire department ended the year with 3257 calls for service, which is a 15% increase over 2020. We averaged nine calls per day with 79% of those calls being emergency medical services (Ambulance) runs. Fire Marshal Positon As part of the transition to an all career fire department, we continue to identify a need for a Fire Marshall within the organization. Currently the Fire Chief is responsible for all of the Fire Marshal responsibilities and with the increase in development over the next 5 years; these duties should be dedicated to a Fire Marshal position and not part of the daily duties of the Fire Chief. This discussion has occurred many times with the City Administrator who supports this recommendation. It is understood the financial impact and burden this will place on the city budget and feel we can try and strategically plan for this in the future and investigate what this position looks like. In the short term, we are proposing to add a temporary Fire Marshal under contract to assist us with the responsibilities of this position. The current workload has become overwhelming and it is expected to increase exponentially as new development progresses. This person would work approximately 10 hours a week at roughly $50.00 per hour. They would handle all the new construction and perform plan review for both fire alarms and fire sprinkler systems as well as handle all the field inspections that go along with each project. By adding this resource, we can acquire state delegation from the State Fire Marshal’s Office, do our own fire sprinkler plan review in-house, and generate revenue to offset the cost of this position. So far this year to date we have lost approximately $11,000 dollars in revenue to the State Fire Marshal’s Division for fire sprinkler plan review by Oakdale not having a Fire Marshal dedicated to this work. Training with the Fire Department at the East Metro Fire Training Center We would like to extend an invitation to any city council or staff members to participate in live burn training with the members of the fire department. We have done this with past members of city council and have had great success. This allows you an opportunity to see what it is like to be in our fire gear and go into a burning building that is controlled and safe while experiencing what our staff deals with at a house fire. Facilities A quick update will be provided on both fire stations regarding capital and maintenance needs, in addition to some projects that have been done recently to accommodate the new full-time staff.  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Shannon Reidlinger, Sr. Community Development Specialist Date: 4/12/22 Subject: Livable Communities Demonstration Account (LCDA) Development Grant Agreement BACKGROUND Policy Three of the Housing Chapter of the Comprehensive Plan establishes the City of Oakdale’s policy to “facilitate the creation of at least an additional 791 housing units affordable to households earning up to 80% of area median income, by using a variety of tools”. The Implementation Chapter of the Comprehensive Plan identifies Livable Communities Development Account (LCDA) grant funding as an appropriate tool for addressing Oakdale’s identified need for additional affordable housing. The LCDA grant program is administered by the Metropolitan Council and provides grant funding for communities to invest in local economic revitalization, workforce housing initiatives, and development or redevelopment that connects different land uses and transportation. Only participating units of local government can apply for these grants; developers cannot directly apply for funding. The City of Oakdale participates in the Metropolitan Council’s Local Housing Incentives Account (LHIA) Program, which is a prerequisite for receiving LCDA grants. Oakdale has participated in the LHIA program since 1995, and recently elected to re-enroll in the program in October 2020. As a program participant, the City of Oakdale has received $2,213,566 in prior grants from the LCDA grant program accounts. POLICY IMPLEMENTATION In January 2022, the Metropolitan Council awarded the City of Oakdale a $656,000 grant under the LCDA Development grant category for the AbleLight (formerly Bethesda) Cornerstone Village – Oakdale project at Helmo Station. The grant application identified the following use of funds: 1. $419,000 for site acquisition prior to award. 2. $75,000 for a surface infiltration basin on the southern tip of the development site. 3. $71,000 to install an accessible playground for affordable housing residents. The City will need to execute a grant agreement with Metropolitan Council and a sub-recipient grant agreement with AbleLight to ensure the obligations of the LCDA grant are fulfilled. Staff will provide an update on the LCDA grant award process for the Cornerstone Village at the April 12, 2022 Council workshop. GRANT ADMINISTRATION According to the Metropolitan Livable Communities Act Grant Agreement, 1. The Project must begin before the expiration date of the grant agreement (December 31, 2024). AbleLight intends to break ground on the Cornerstone Village – Oakdale project in late summer of 2022, and open in late fall of 2023. 2. The City shall process grant disbursements in accordance with Metropolitan Council guidelines. 3. The City shall ensure funds are used only for eligible uses, not for: a. “Soft costs”, or costs not directly associated with the specific proposed Project actives; b. Costs incurred prior to Metropolitan Council action, unless specifically included in the Project Summary or otherwise approved by Metropolitan Council action;  c. Replacing funds from other sources. 4. The City shall ensure that AbleLight adopts and implements an affirmative fair housing marketing plan for all housing units. 5. The City shall ensure that affordable units will remain affordable for a minimum period of fifteen (15) years. 6. The City shall create and maintain records. Records shall be subject to audit for six (6) years. 7. The City shall report to the Metropolitan Council on a semi-annual basis by January 31 and July 31 each calendar year throughout the term of the Project. A final report is due before the final disbursement of grant funds will be approved. 8. Terms of the Metropolitan Livable Communities Act Grant Agreement shall be made part of the subgrant agreement between the City and AbleLight. FINANCIAL CONSIDERATIONS As the LCDA Grantee, the City will act as the fiscal agent for the grant and funding will pass from the Metropolitan Council to the City, and then from the City to AbleLight. All payments from the Metropolitan Council to the City are made on a reimbursement or cost-incurred basis. The City must supply adequate supporting documentation to substantiate each individual line item on the payment claim and must clearly tie that documentation to the claim line item. CITY COUNCIL ACTION This agenda item is for information only. At the April 28, 2022 City Council meeting, staff will recommend that the City Council authorize the Mayor and City Administrator to sign the grant agreement with Metropolitan Council and sub-recipient grant agreement with AbleLight.  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Andrew Gitzlaff, Community Development Director Date: April 12, 2022 Subject: Business Retention, Expansion and Attraction Program Scope of Work BACKGROUND The adopted 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 this goal 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 18 business visits (reduced from 24 per Council input) 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.  Prepare welcoming packets for all new businesses even if the scope or schedule does not allow for a visit.  Ensure invitations to visits are extended to the required staff, elected officials, and business representatives. There would be one elected official, one business member and one to two staff at each visit.  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. The Oakdale Chamber Board voted to approve the BRE&A partnership at their February 17, 2022 meeting. Funding is available in the Community Development Department professional services budget to support the BRE&A program. Staff is targeting a May start date. CITY COUNCIL INPUT The City Council discussed the proposal at their February 22, 2022 workshop and recommended that the total number of visits be reduced from 24 to 18 with a focus on quality over quantity. Council emphasized the importance of following up, being clear on what the City can offer and being strategic on which businesses to visit. Preparing welcoming packets for all new businesses, even if the scope or schedule does not allow for a visit the first year, was also suggested. ECONOMIC DEVELOPMENT COMMISSION INPUT The EDC also reviewed the BRE&A scope of work at their February 2, 2022 and March 2, 2022 meetings and offered their support, willingness to participate on the visits, offered suggestions to improve the work plan by creating an action plan and provided insight on the “categories” of representative businesses to prioritize in the first year. CITY COUNCIL ACTION REQUESTED At this workshop, staff will seek additional input from Council on the categories for businesses to target in 2022. Below are some examples:  Legacy Business (largest employers)  Most prevalent industries (professional, scientific and technical services, retail trade and finance and insurance)  Industries with the most employees (retail trade, accommodations and food service and health care and social services)  Women or minority owned businesses  Industries hit hardest by COVID-19 pandemic  Others Next steps, with Council support, include finalizing the professional services agreement with the OACC and SPACC to form a partnership to implement the BRE&A program for the City of Oakdale. If approved the first step prior to conducting any visits would be another workshop with Council, Oakdale chamber staff and City staff to confirm the participant pool and businesses to target, review the questions that will be asked and the resources that will be provided. Attachment OACC Professional Services Agreement  Professional Services Agreement Business Retention, Expansion, and Attraction Services for the City of Oakdale Revised on March 28, 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 will last one year from the date of execution and approval. Scope of Service SPAC WorkStream staff will perform the services outlined, including: • Hold a kick-off meeting with city staff to review scope of work, process, and identify businesses to be contacted for interviews. • Guide the recruitment of a BRE&A participant pool and conduct a virtual training session for participants. • Guide the creation of a business welcome packet, including information and resources from the City, County, and Chambers of Commerce. • Provide administrative support in scheduling visits. • Ensure invitations to business visits are extended to the required City Staff, Elected Officials (as identified by City Staff), Economic Development Commission (EDC) Members, and OACC Board Members. Ensure minimum participation of 1 city staff, 1 community representative (OACC or EDC), and 1 chamber staff. Suggest an appropriate limit to total participants in a meeting. • In partnership with the City, develop a standard set of questions to be asked at each visit to guide data collection and analysis. • Participate in no fewer than 18 business visits. • Transcribe notes from each visit and deliver to city contact person. • Create a tracker tool, demonstrating visits and follow-ups and share with city contact person. • Create a year-end written report to City Council, detailing BRE&A findings, recommendations, and an action plan to continue to support business growth and retention. 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 $11,700 to provide these services, plus a one time set-up consulting fee of $1,500 to originate the program and develop materials. One half of the total cost of $13,200 will be invoiced at the beginning of the contract and the other half due after 18 business visits are completed, and the end of year report is received. This cost is reflective of an estimated 132 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 Subject to the requirements in the Minnesota Government Data Practices Act, 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. SPAC and the OACC indemnify, hold harmless and defend the City, its officials, agents, and employees against any and all liability, losses, costs, damages, expenses, claims or actions, including reasonable attorney’s fees, which the City, its officials, agents, or employees may sustain, rising out of or by reason of any act or omission of SPACC and OACC, its contractors and their officers, agents, or employees, in the execution, performance, or failure to adequately adhere to or perform SPAC/OACC’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. SPAC will be entitled to compensation only for the hourly services performed through the date of termination. Signed: B Kyle Date Christina Volkers Date President and CEO City Administrator St Paul Area Chamber City of Oakdale Paul Reinke Date Nathan Keech Date Mayor President City of Oakdale Oakdale Area Chamber of Commerce  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Jason Zimmerman, Finance Director Date: April 12, 2022 Subject: 2023 Budget Planning In preparing for the 2023 budget, staff is seeking Council feedback on the process. Specifically:  What worked/didn’t work well in 2022?  What additional information Council would like for 2023?  Would Council be open to fewer meetings that are longer in duration to discuss the budget?  Would Council like a planning session to provide feedback before rolling out the budget to departments?  Was the presentation of the preliminary levy and truth-in-taxation meetings effective? Any other feedback or commentary would be appreciated, to help ensure staff is able to meet the expectations of Council. Staff anticipates the process to be more transparent, interactive, and flexible with the utilization of Opengov, which began implementation on April 1, 2022.  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Jason Zimmerman, Finance Director Date: April 12, 2022 Subject: 2022 Debt Considerations and Strategy BACKGROUND At the December 14, 2021 City Council Meeting, several road construction projects were approved in the 2022-2026 Capital Improvement Plan. As part of the planning process, the projects identified below were proposed to include the proceeds of debt to finance reconstruction activities. CIP Debt Assessment Est Contract Revised Bid Project Levy Portion Requirement Portion Award Date Amount R2022-01 $1,510,271 $ 806,030 $ 704,241 4/26/2022 Unknown R2022-02 $3,099,546 $1,229,459 $1,870,087 7/26/2022 Unknown R2022-03 $ 515,932 $ 515,932 $ - 1/27/2022 $ 563,277 Total $5,125,749 $2,551,421 $2,574,328 - Unknown Reconstruction Project Administrative Timelines (* indicates estimated future date) R2022-01; 2022 Street Reconstruction  October 12, 2021 – City Council initiated the project  November 3, 2021 – Public information letter mailed  December 14, 2021 – Feasibility Report presented  January 25, 2022 – Improvement/assessment hearing  March 22, 2022* – Council orders project, approves plans, authorizes advertisement for bids  April 14, 2022* – Bids received  April 26, 2022* – City Council awards contract R2022-02; 40th Street Reconstruction  May 25, 2021 – Willowbrooke Master Development Agreement approved  March 8, 2022 – Petition for improvements and ordering of feasibility study  April 2022* - Feasibility Report presented  June 2022* - Council orders project, approves plans, authorizes advertisement for bids  July 2022* - Council awards contract R2022-03; Ideal Avenue Reconstruction  August 24, 2021 – Oakdale enters a cooperative agreement with Washington County  January 27, 2022 – Washington County completed bid tabulation 1 TIMING AND FINANCIAL CONSIDERATIONS The timing of when bonds are issued may have significant financial implications. Generally, staff recommends combining as many projects into one debt issuance when possible, as it saves time and creates financial efficiencies by:  Conducting one rating agency call.  Minimizing risk associated when in a rising interest rate environment.  Reducing service hours with Baker Tilly, our financial advisors. o The cost to issue a $3,000,000 bond is estimated to be $50,000 (excluding interest) Risks to a Single Bond Sale in Late Spring  The award of the 40th Street construction project isn’t anticipated until July; any shortfall/excess bonding would need to be covered from other resources/committed to other projects  The City anticipates assessing the full value of Ideal Avenue, although the parcels involved have waived their rights under Minnesota Statutes, Chapter 429 to challenge or appeal the special assessments up to $462,000. This project is also being managed by Washington County. COUNCIL DIRECTION REQUESTED Staff is seeking input from Council regarding the timing of a bond sale, what should be included, and overall risk tolerance. It is staff’s recommendation to do the bond sale earlier rather than later given all the factors considered. The earliest staff would be able to sell bonds would be May 24, 2022. Attachment Excerpts from 2022-2026 Capital Improvement Plan 2 Capital Improvement Plan 2022 to 2026 City of Oakdale, Minnesota Project Name: 2022 Street Reconstruction and Overlay Project Type New Construction Department Streets Useful Life 20 Years Contact Engineer Category Streets Priority 2 Very Important Status Active Est. Cost $4,771,833 Description The pavement in this area has reached the end of its useful life. The project will remove/replace the asphalt. Patch repair of curb where its heaved or settled. Upgrade lighting system to LED fixtures and metered feed point. Spot repair of sanitary sewer and water main based on televising results and break history. Replace signs to improve reflectivity and compliance with the Manual of Uniform Traffic Control Devices. Overlay 3rd Street and 4th Street west of Inwood Avenue. Justification The Anna's Grove neighborhood was developed in 1996. The public improvements were completed by the developer and turned over to the city as public improvements and maintenance responsibilities. 4th Street was overlayed in 1998 as a condition of the road being released from MNDOT to Oakdale. The roadway was to be reconstructed in 2007 to provide capacity to the Carlson Oaks development, which has not fully developed. Due to pavement conditions the roadway has to be resurfaced and will be designed to handle the Helmo Station TOD traffic. Financial Summary Uses 2022 2023 2024 2025 2026 Engineering/Design/Legal/Bonding 1,670,142 - - - - Construction 3,101,691 - - - - Total Uses 4,771,833 - - - - Sources Assessments 806,030 - - - - Municipal State Aid 2,468,562 - - - - Utility Reserves (Capital) 188,000 - - - - Capital Improvement Planning (Capital) 605,000 - - - - Bonds GO Special Assessment 704,241 - - - - Total Sources 4,771,833 - - - - Budgetary Considerations The debt subject to levy for this project is $704,241. Proposed Finance Project Code R2022-01 29 Capital Improvement Plan 2022 to 2026 City of Oakdale, Minnesota Project Name: 40th Street Reconstruction Type New Construction Department Streets Useful Life 20 Years Contact Engineer Category Streets Priority 2 Very Important Status Active Est. Cost $3,099,546 Description Relocate 40th Street into the new alignment created by the Willowbrooke development. Improvements include: paving, curbing, sidewalk, trail, and street lighting. This project will be initiated by a petition form the developer. The developer is grading, and installing the underground water and sanitary sewer utilities. Justification The small area plan for this area guided the realignment of 40th Street to a curvilinear pattern to control speed and to line up the offset intersection with Lake Jane Trail. The improvements and financing for the project are reflected in the Master Funding Agreement. Financial Summary Uses 2022 2023 2024 2025 2026 Construction 3,099,546 - - - - Total Uses 3,099,546 - - - - Sources Assessments 1,229,459 - - - - Bonds GO Special Assessment 1,870,087 - - - - Total Sources 3,099,546 - - - - Budgetary Considerations The debt subject to levy for this project is $1,870,087. Proposed Finance Project Code R2022-02 30 Capital Improvement Plan 2022 to 2026 City of Oakdale, Minnesota Project Name: Ideal Avenue Reconstruction Type New Construction Department Streets Useful Life 30 Years Contact Engineer Category Streets Priority 2 Very Important Status Active Est. Cost $515,932 Description Washington County is reconstructing Ideal Avenue from CSAH 14 to 44th Street in preparation of the Willowbrooke development and the development in Lake Elmo. The Master Funding Agreement with Maplewood Development, Lennar, and the City of Oakdale identified a local cost for the improvements to be assessed to the Willowbrooke Development. Justification Ideal Avenue is currently a two lane rural section from 36th Street to 44th Street. It needs to be upgraded with turn lanes, storm sewer, and trail improvements to accommodate the anticipated traffic. Financial Summary Uses 2022 2023 2024 2025 2026 Construction 515,932 - - - - Total Uses 515,932 - - - - Sources Assessments 515,932 - - - - Total Sources 515,932 - - - - Budgetary Considerations This project will be financed by special assessments. Proposed Finance Project Code R2022-03 31  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Jason Zimmerman, Finance Director Date: April 12, 2022 Subject: Utility Billing Payment Electronic Payment Processing Fees Follow-Up BACKGROUND At the March 8, 2022 City Council Workshop, staff discussed the electronic payment processing fees associated with the various functional areas the City conducts business. Staff would like to follow up with Council regarding Utility Billing processing fees. Utility Billing For more than 15 years, Payment Services Network (PSN) has been the electronic payment processor for utility transactions. PSN allows customers to pay by checking/savings/credit card, view electronic payment history, manage multiple billing accounts, and securely save payment methods. Additionally, the City has a daily integration between PSN and Billmaster (the City’s utility billing software) which ensures payments are applied to the proper account. PSN was recently acquired by Invoice Cloud, which will require the City to migrate to a new platform, should the current billing process remain in place. The current fee structure with PSN is listed below:  $69.95 monthly account fee  $0.55 per electronic payment processed by customer  $1.55 for payments processed by the PSN call center Oakdale does not currently enforce a surcharge for electronic utility bill payments, and processing fees are split evenly between the water and sewer funds. All transaction fees from the individual card issuers are passed along to the City, with no markup. COUNCIL DIRECTION REQUESTED Staff is not recommending passing along an electronic payment processing fee to residents at this time. However, given the variety of opinions shared on this subject at the last discussion, more direction is needed. Does Council support the concept of passing along utility billing electronic payment processing fee? If so:  What rate would Council like to charge for credit card transactions? State Statute §325G.051 allows for a surcharge on credit cards not to exceed five percent of the purchase price. For reference, Washington County charges a 2.35% surcharge for property tax payments made via credit cards.  What amount would Council like to charge for checking or savings payments made via PSN? The fee for this services is $0.55 per transaction.