02-05-16 CC Staff Retreat Agenda
City of Shorewood
City Council - Staff Retreat
8:30 AM
Monday, February 8, 2016
South Lake Minnetonka Public Safety Facility
24150 Smithtown Rd
Emergency Operating Center, Training Room, Building Basement
8:30 AM Continental Breakfast Available
9:00 AM Call to Order
1. Goals and Objectives Update (Att. - 2015 Work Plan/Action Items)
2. Southshore Center (Att. – Interior Update Recommendations & Capital
Maintenance Plan-2015
3. Review of City Finances
a.Projects/Funding Sources (Handout at the meeting)
b.Tax Abatement
c.MSA Advance Funding Opportunities (Att.-Engineer’s memo)
4. Staffing/Succession Planning
5. Minnetonka Country Club Development (Att. – MCC Development Stage
Recommendations Summary)
6. Badger Park Improvements
7. Policy on Providing Services to Other Cities (Att. – Dir of PW Memo)
8. Traffic Committee (Att. – Engineer’s memo, 11/9/15 & 7/27/15 Council
meeting memos, 1/21/16 Concept Idea List)
9. MS4 and Forestry/Arborist Staffing/Scope of Services (Att. – List of
Program Services)
10. Other Issues
a.Residency Requirements
b.JPA Funding Formula (Att.-Funding Formulas)
c.Conflict of Interest-Role of Liaisons (Att.-Roles of Liaisons)
d.Water/Sewer Charges from Other Cities
11. Adjourn
Note: Lunch will be provided. A lunch break will be taken around Noon.
South Shore Community Center, 5735 Country Club Rd Prepared by: Joe Pazandak
Capital Maintenance Plan, 2015
BUILDING Component
Const Year
Age
CMP Strategy
Useful Life
Replacement Year
Current cost
Replacement cost
Projected funding ni
Projected expence 2015/2017
Roof
1996
19
4. a
21
2017, Note 7.c. & f.
$ 38,675.00
$ 40,995.50
$ 37,090.00
$ 37,090.00
Building structure
1996
19
4. b
$ -
Siding
1996
19
4. a
40
2036
$ 9,000.00
$ 12,960.00
$ 6,156.00
Exterior painting and caulking
1996
19
4. a
20
2016
$ 1,800.00
$ 11872.00
$ 1,778.00
$ 1,872.00
Doors, exterior
1996
19
4. b
40
2036
$ 9,000.00
$ 12,960.00
$ 6,156.00
Windows
1996
19
4. b
30
2026
$ 13,600.00
$ 16,864.00
$ 10,680.00
Mechanical systems, Furnace & AC
1996
19
4. a
22
2018
$ 36,000.00
$ 38,880.00
$ 33,578.00
$ 6,000.00
Electrical systems, light fixtures
1996
19
4. b
25
2021
$ 56,000.00
$ 63,840.00
$ 48,518.00
$ 3,000.00
Plumbing systems, plumbing fixtures
1996
19
4, b
30
2026
$ 6,000.00
$ 7,440.00
$ 4,712.00
Water heater
1996
19
4. a
20
2016
$ 2,200.00
$ 2,288.00
$ 2,174.00
$ 2,288.00
Kitchen exhaust mechanical system
1996
19
4. c
25
2021
$ 30,000.00
$ 34,200.00
$ 25,992.00
Fire suppression sprinkler system, attic
1996
19
4. b
25
2021
$ 20,000.00
$ 22,800.00
$ 17,328.00
Gutters
1996
19
4. b
25
2021
$ 7,000.00
$ 7,980.00
$ 6,065.00
$ 500.00
Retaining walls
1996
19
4. b
25
2021
$ 8,000.00
$ 9,120.00
$ 6,931.00
Fence
1996
19
4. b
15
2011
$ 1,000.00
$ 1,000.00
$ 1,000.00
$ 1,000.00
Landscaping
1996
19
15
2011
$ 10,000.00
$ 10,000.00
$ 10,000.00
$ 10,000.00
Micellaneous, Note 9
$ 3,000.00
Total
$ 218,158.00 1
$ 64,750.00
Notes:
1. Scope of Capital Maintenance Plan (CMP) is intended to address replacement of major building components.
2. CMP does not address maintenance or replacement of minor building elements.
3. Some maintenance and repair comments may be included.
4. CMP Strategy:
a. Set useful life and cost, used for elements that will have a generally determinate useful life or life cycle and the end of the life cycle will have issues for building use or durability.
b. Components that have a longer life cycle that may become obsolete, become inefficient with new technology, deteriorate slowly, repairs or maintenance exceed return on investment over a given time.
c. Components that due to performance should have a strategy established to address issues prior to components life cycle.
5. CMP Program will be reviewed each year for adjustments.
6. Useful] Live, Replacement Year and Costs are estimates.
7. Additional comments:
a. Kitchen equipment and related mechanical systems should have a cost /benefit analysis evaluation due to operation and maintenance costs.
b. Sidewalk at side of building needs adjustment. Repaired in 2014.
c. Roofing needs repair. Roofing condition ranges from 2.5 to 7.0 (average 5.5) on a scale of 0 to 10.
d. Exterior paint and caulking is about 60 %.
e. Gutters need repair.
f. Roofing is continuing to split /crack. This may move replacement forward. 2016/2017; Some splits /cracks repaired, to extend roof.
8. Changes from 2014 CMP are shown in red.
9. Tuck point block, cleaning around building exterior, water softener and other miscelaneous items.
#5
MCC Development Stage
Recommendations Summary
ISSUE /RECOMMENDATION
R
Fl?
DA;
DC
REMARKS
-- -- ---------
Planning Report
1. Open spaces to be low maintenance/natural; mow trail
X
X
Since the open space areas will be owned by the public, it is
edges and two small maintained turf areas
recommended that maintenance be performed by the City;
final plans will include a landscape maintenance manual; see
- -----
Exhibit A
2. HOA responsible for street trees
X
X
X
---- -------
3. Alternative energy
X
X
No prohibition on solar in declaration; allow solar as accessory
use; allow roof-top solar, but not above peak of roof; allow
solar as allowable encroachment - two feet in side yards and
60 percent of rear yard setback; allow 20-foot height for
ground-mounted solar; allow hardcover credit for solar;
4. Concept Plan revision - Venero property
X
Venero survey received but inadequate for minor subdivision
approval in January; address with Final Plan
5. Use of outlets
X
X
X
- ------ ---
Outlot F to be revised - modify to include entry sign area and
northeast corner as HOA owned and maintained; Outlot G to
be conveyed to adjoining property owner
6. Building setbacks
X
X
X
R-1C standards recommended for traditional lots, except allow
30' front on lots abutting 60-foot R.O.W.; 25' front setbacks for
age targeted, except for east side of westerly units - 20'; final
---------- ---
plans to include a setback graphic
-- -----
7. Impervious surface (hardcover)
X
X
40 percent allowed
8. Maintenance standards - private open space
X
X
X
Developer to provide standards; reference in conservation
easements
9. Additional R.O.W. for Smitthtown and Country Club
X
X
Final Plat
10. Second access to Smithtown Road
X
X
Final Plat
11. Shift easterly access on Smithtown Road
X
X
Final Plat
12. Site drainage - outlet approval and pond sizes
X
Developer and City continue to work with MCWD; pond sizes
will depend on allowable outlet size; ponds may increase in
size
NAC Report
1. Defer to MCWD relative to wetland buffers
X
Maintain 35-foot buffer and 15-foot setback abutting homes;
;increase buffers to 50' where possible
ISSUE/RECOMMENDATION
R
FP
DA
DC
REMARKS
R = Resolved FP = Final Plans DA =Development Agreement DC =Declaration of Covenants
MCC Development •
r
NAC Report (con t'd)
2. Wetland buffer monuments
X
Buffer monument signs to be determined; show on final plan
3. Proposed land covers
X
Revise /reduce eco -turf areas; incorporate into maintenance
manual
4. Revise tree replacement calculations
X
Calculate based on 82 disturbed acres
5. List tree, shrub, grass and perennial species and identify
X
Incorporate into revised Open Space Groundcover Plan; see
where to be planted
Exhibit A
6. Address the balance of tree species; incorporate Hackberry
X
Incorporate into landscape plan and plant schedule
trees into replacement plan; increase size of replacement trees
to 3" caliper; increase shrub spacing to 3'
7. Adjust entry detail landscape plans to comply with 30 -foot
X
Developer requests measuring 30 -foot sight triangle using
sight triangle
paved street surface rather than R.O.W.; consider amendment
to current Code requirement where intersection is controlled
by stop sign; see Exhibit B
8. Provide vegetation management plan
X
Developer has agreed to prepare a landscape maintenance
manual addressing care and maintenance of public and private
open space areas
9. Provide a plan for identifying and eradicating invasive
X
Include in landscape maintenance manual; include buckthorn
exotic plants
removal in grading plans
10. Add additional sidewalks
X
;After considerable discussion, staff suggests that sidewalks
within the project be limited to one side of the street only;
more would be out of character with other streets (e.g.
Smithtown Road) and expensive relative to short and long-
term maintenance
11. Extension of trail along Country Club Road to connect with
X
Take into consideration recommendations of Traffic
Yellowstone
Committee (e.g. redesign with curvilinear design; curve
Country Club to intersect with Yellowstone Trail at 90 degrees,
creating level space for construction of trail extension
WSB Report
1. Obtain MPCA, MCWD, WCA, and USCOE permits
X
2. HOA maintenance of stormwater facilities
ISSUE /RECOMMENDATION
R
X
FP
X
DA
X Incorporate into master landscape maintenance manual
DC REMARKS
I
R = Resolved FP = Final Plans DA = Development Agreement DC = Declaration of Covenants
MCC Development Stage
gle-MA
WSB Report (cont'd)
3. Increase entry lane widths to 20' and move landscape
X
median back south of Smithtown Rd. ROW
4. Sidewalks on both -sides -ofAyrshire Lane
X-1
See remarks for NAC item #10
5. Culs-de-sac longer than 700 feet
X
The Bentrass Way/Feather Bay cul-de-sac is approximately 715
feet in length, despite having already been shortened to save
trees in the northeast corner of the site. This is considered to
be de minimis and no revision to the plat is suggested. The
Bentgrass Way cul-de-sac on the west end is approximately
750 feet long. While this could be corrected by shifting
Ayrshire Lane to the west, it would result in loss of trees and
move the street closer to homes to the west. In light of the
minimal number of lots served by the cul-de-sac, no change is
recommended.
------ ---- -- --- - ---
6. City water
X
X
X
The City's water policy requires a $10,000 connection fee per
lot, minus the developer's costs in getting water to the front
property line of each lot. City policy also provides for
reimbursing the developer for oversizing of mains
7. Streets and utility standards
X
X
The City Enginneer is currently updating the City's standard
plates and specifications, which will be provided to the
developer's engineer for inclusion into the final plat
R = Resolved FP = Final Plans DA = Development Agreement DC = Declaration of Covenants
#7
MEETING TYPE
City Council
City of Shorewood Council Retreat
Retreat
Title / Subject: Discussion Regarding Services Provided to Other Cities
Meeting Date: February 5, 2016
Prepared by: Larry Brown, Director of Public Works
Reviewed by: Jean Panchyshyn, City Clerk
Attachments None
Policy Consideration: What, if any, services should Shorewood Staff provide to other
communities?
Background / Previous Action: Staff has been asked to list out the type of services and to
attempt to quantify the resources put forward to other Cities. Given below is a summary of
these services.
Election Judge Training
Jean Panchyshyn, City Clerk, has provided training for Election Judges for the Lake area. Jean
spends numerous hours preparing the training, to insure that elections go as planned and meet
current standards.
For 2014, approximately 50 Shorewood Judges were trained, in addition to 25 for the City of
Deephaven, 12 for the City of Greenwood, 9 for the City of Woodland, and 9 for the City of
Excelsior.
The City of Tonka Bay conducted their own training sessions.
Other cities provided refreshments (pop, water, cookies) for all the training sessions and
supplied their own training materials for their Judges that were emailed to them by Jean.
Extra time outside of what would be required for Shorewood Election Judges is estimated at
approximately 9 hours of Jean’s time.
The additional time discussed equates to approximately $450
per year.
South Lake Minnetonka Public Safety Facility
The Police and Fire organizations do not have a building engineer to troubleshoot mechanical
and/or technical issues that arise in the operation of the building. Often times, when the issue
requires some technical expertise they rely upon Shorewood Public Works for assistance.
Mission Statement: The City of Shorewood is committed to providing residents quality public services, a
healthy environment, a variety of attractive amenities, a sustainable tax base, and sound financial
management through effective, efficient, and visionary leadership. Page 1
On the average, approximately 45 hours per year is spent on building engineering.
The additional time discussed equates to $2,857per year.
In addition, the Public Works Department provides the clearing of snow and lawn maintenance.
Clearing of snow and deicing equates to approximately 70 hours person hours per year.
Grounds maintenance equates to approximately 60 hours per year.
The additional time discussed equates to $5,056 per year.
Salt - Sand Storage
In 2014, the City of Shorewood entered into a contract with the City of Excelsior for the storage
of salt for the salt storage facility located on the Public Works Site at 24200 Smithtown Road.
Salt and sand are delivered to the site, for both cities. The City of Shorewood mixes salt, sand,
and seal coat rock and places this into the salt storage facility, using Shorewood equipment.
Approximately 12 additional hours per year are added to mixing operations.
In turn, the City of Excelsior is to pay Shorewood $250 per year.
Flood Resources
In 2015 the Lake area was impacted by high water and floods. As the scenario played out,
Shorewood Public Works became “Sandbag Central.”
Approximately 30 additional person hours and equipment were involved in coordinating
and assisting with the distribution of sandbags.
The additional time discussed equates to $1,167 per year.
Outdoor Warning Siren Monitoring
On the first Wednesday of every month, sirens are triggered by Hennepin County to prove
operation of each siren. The need to physically verify that sirens were working as designed
became an issue highlighted in the press and media a number of years ago, due to sirens by
various communities that had fallen into disrepair. As a service to the Lake Area Emergency
Management Director, and to minimize administrative time, Shorewood Public Works opted to
carry out the witnessing of the sirens for Shorewood, Excelsior, and Greenwood since
Shorewood personnel were typically spread across the City Limits and likely near the subject
sirens anyway.
Extra time spent is for the single Excelsior Siren and the single Greenwood siren. Time
involved for these two sirens is 8 person hours per year.
The additional time discussed equates to $312 per year.
Cathcart Park
Cathcart Park is owned by the City of Shorewood and is located within the corporate boundary
of the City of Chanhassen.
Under a verbal agreement and practice, the City of Chanhassen is to mow the park. The City
of Shorewood maintains the Little League Field and the hockey and skating rinks.
Refinancing for the South Lake Minnetonka Public Safety Facility
Countless hours were spent performing the analysis, coordination, and planning for refinancing
the bond issuance for the SLM Public Safety Facility.
Approximately 35 hours of combined staff time by our City Administrator and Finance
Director were spent for the bond issuance.
The additional time discussed equates to $2,040.
Southshore Community Center
Included in the list of joint services provided is the Southshore Community Center. While this
facility and operation are on the list, resources being dedicated are well documented in the
legal preceding’s that are underway, and for brevity have not been included here.
#8
MEETING TYPE:
City of Shorewood Council Retreat
RETREAT
Title / Subject: Traffic Committee Citywide Discussion
Meeting Date: February 5, 2016
Prepared by: Paul Hornby, City Engineer
Reviewed by: Bill Joynes, City Administrator, Larry Brown Director of Public Works
Attachments:
Background: The Traffic Committee is nearly complete with their task of reviewing roadways adjacent to
the Minnetonka Country Club development and recently reviewed their alternatives and prioritized in a
matrix format. The Committee is meeting on February 4, 2016, to discuss the content of the report to
Council and the format for presentation. We anticipate the Committee findings will be ready for Council
on February 22, or March 14, 2016.
Upon the Traffic Committee’s completion of the Minnetonka Country Club border roadways, Council
discussed a general look at overall City policy on establishing speeds and design options at selected
“pain points” throughout the City. The intent is to take a broader look at City traffic policy and issues at
problem areas around the City. Staff suggested that before proceeding on this objective, that the
Committee and its charge be discussed at the next Council/Staff retreat, after January 1st.
Financial or Budget Considerations: The scope of the Traffic Committee and staff and/or consultant
support will need to be identified and included in discussion. The level of consultant support will need
to be determined based upon Council discussion of the desired need and Committee support.
Recommendation / Action Requested: Staff requests Council discuss the Traffic Committee as a policy
and provide clear direction if there are other actions desired of the committee and staff.
Mission Statement: The City of Shorewood is committed to providing residents quality public services, a
healthy environment, a variety of attractive amenities, a sustainable tax base, and sound financial
management through effective, efficient, and visionary leadership. Page 1
MEETING TYPE
City of Shorewood Council Work Session Item
Regular Meeting
Title / Subject: Traffic Committee Facilitation and Technical Support
Meeting Date: November 9, 2015 Work Session
Prepared by: Paul Hornby, City Engineer
Reviewed by: Bill Joynes, City Administrator, Larry Brown Director of Public Works
Attachments:
Background:
The City Council accepted a proposal from WSB to facilitate a Traffic Committee that was formed for two
objectives:
1.Look at alternatives for enhanced traffic management along the corridor of Country Club Road,
Yellowstone Trail and Lake Linden Drive between County Road 19 and TH 7. This is a targeted
effort due to the MCC redevelopment. Staff suggested a six-month timeframe with
st
recommendations provided to Council after January 1 next year.
2.General look at overall City policy on establishing speeds and design options at selected “pain
points” throughout the City. This is intended to take a broader look at City traffic policy and
issues at problem areas around the City. Staff suggested that before proceeding on this
objective, that the Committee and its charge be discussed at the next Council/Staff retreat, after
st
January 1.
As directed, staff has solicited applications for Traffic Committee members, and Council approved all 14
applicants for the Committee and two have since dropped off the Committee.
Council requested WSB & Associates, Inc. provide a scope of services for professional services to
facilitate the Traffic Committee and provide technical assistance and guidance on achieving the first
objective listed above. The Council approved scope of services includes:
Project Management
Committee Meeting attendance and participation (one meeting per month)
Technical Support, Analysis and Review
No formal traffic studies are included in this scope of services
o
Traffic studies that are authorized by the Council would be a separate project
o
City Council Meeting Attendance – Support the Traffic Committee in presenting issues to the
Council
Staff recommended acceptance of the proposal from WSB and Council accepted the proposal.
Mission Statement: The City of Shorewood is committed to providing residents quality public services, a
healthy environment, a variety of attractive amenities, a sustainable tax base, and sound financial
management through effective, efficient, and visionary leadership. Page 1
Financial or Budget Considerations:
The scope provided by WSB and corresponding fee was $6,174 as approved by Council. Staff
recommended Council consider budgeting up to $10,000 for items that may extend consultant time for
this process.
Recommendation / Action Requested:
Staff requests Council discuss the Traffic Committee priorities and provide clear direction if there are
other actions desired of the committee and staff.
MEETING TYPE
City of Shorewood Council Meeting Item
Regular Meeting
Title / Subject: Traffic Committee Recommendations
Meeting Date: July 27, 2015
Prepared by: Bill Joynes, City Administrator
Background: At our last meeting Council asked staff to come back at the next regular meeting with a
recommendation concerning the establishment of a Traffic Committee to review and discuss issues generated
by the Minnetonka Country Club Proposal and also incorporate general traffic concerns that might exist
throughout the City.
Staff is of the opinion that there are two objectives to consider: The first is to look at alternatives for enhanced
traffic management from County Road 19 to Highway 7 along Country Club, Yellowstone Trail and Lake Linden
Drive; the second is a general look at overall City policy on establishing speeds and design options at selected “pain
points” throughout the entire City. The first effort is a targeted immediate discussion occasioned by the MCC
Project; the second is a longer term discussion that has City-wide policy implications and a broader constituency.
Country Club Corridor
To accomplish the first task we recommend the Council establish a small committee of effected residents from
the adjacent roadways:
Country Club Road
Echo Road
Ridge Point Circle
Yellowstone Trail
Lake Linden Drive
Minnetonka Drive
We recommend the Council provide the Committee with consulting support from WSB to review traffic
volumes, design options and “traffic calming” techniques that might be relevant for this project. We suggest a
six month time frame with recommendations provided to the Council after the first of the year. We have asked
WSB to provide an estimate for the staffing of such an effort.
City-Wide Traffic Committee
We would suggest that before we move further on this tract that the Council participate in a work session to
establish a charge for this group and to review some of the experience and results generated by other
communities looking at this same issue. We have gathered a few policies that have been generated recently
and may provide insight the Council would find useful in establishing workable parameters. If Council so directs
we will work to schedule a date in early fall.
Mission Statement: The City of Shorewood is committed to providing residents quality public services, a
healthy environment, a variety of attractive amenities, a sustainable tax base, and sound financial
management through effective, efficient, and visionary leadership. Page 1
Committee Support
Concept/idea Advantages Disadvantages
H M L
Smithtown Road at Country Club Road
Roundabout with by -pass lanes - Includes a new
Improves safety
Moves cut - through to other streets /development
roundabout with bypass lanes restricting traffic from
Traffic efficiency
Moves traffic to non -State Aid streets
southbound CSAH 19 to southbound Country Club Rd
Limits cut - through traffic
Restricts local traffic
1
1
6
and providing an exclusive lane from northbound
Eastbound traffic less efficient
Country Club Rd to southbound CSAH 19.
High cost
Mini Roundabout - Includes a new mini roundabout
Improves safety
Does not limit cut - through traffic
allowing all movements without any modification to
Traffic efficiency
Eastbound traffic less efficient
0
2
6
CSAH 19.
High cost
Dual Roundabout (Country Club Road and CSAH 19) -
Improves safety
Does not limit cut - through traffic
Includes reconstruction of both CSAH 19 and County
Traffic efficiency
High cost Requires
3
4
1
Club Rd with two interconnected roundabouts.
Discourages cut - through traffic
property acquisition
Roundabout configuration requires education
Signalized intersection coordinated with CSAH 19 -
Improves safety
Does not limit cut - through traffic
Includes only a traffic signal at the intersection without
Traffic efficiency
High cost
0
5
3
any other roadway improvements on Country Club Rd or
Smithtown Rd.
Signalized intersection coordinated with CSAH 19 -
Improves safety
Encourages cut - through traffic
Includes a traffic signal at the intersection with
Traffic efficiency Reduces traffic
High cost
4
4
0
additional lanes on Country Club Rd and Smithtown Rd.
congestion
Committee Support
Concept / Idea Advantages Disadvantages
H M
Smithtown Road
Widen roadway from Mattamy Entrance to Country
Club Road - Includes addition of a left turn lane, a
Improves safety
Does not limit cut - through traffic
through /right turn lane and a separated bike /ped path
Traffic efficiency Reduces traffic
Moderate cost
3
4
1
without addition of any traffic control at Country Club
congestion
Rd.
Country Club Road
Widen roadway approaching Smithtown Rd - Includes Improves safety Does not limit cut - through traffic
addition of a left turn lane and right turn lane without Traffic efficiency Reduces traffic Moderate cost 3 2
3
addition of any traffic control at Country Club Rd. congestion
Convert County Club Road to a one -way - Includes
Southbound CSAH 19 can not cut - through
Moves cut - through to other streets /development
providing a northbound one -way from Yellowstone Tr to
Reduces traffic congestion Low cost
Moves traffic to non -State Aid streets
0
1
7
Smithtown Rd
Restricts local traffic
Widen add bike lanes with 25 mph Speed Limit -
Includes widening roadway to provide a through lane in
4
3
1
each direction with on road bike lanes with a 25 mph
speed limit.
Off Road Bike Path - Includes a paved off road bike path
1
1
6
adjacent to the roadway.
Stop Signs - Add Blinker Stop signs at existing streets.
1
2
S
Committee Support
Concept/idea
Advantages Disadvantages
-HT-M- L
Yellowstone Trail (Country Club Road to Lake Linden
Drive)
Street Extension - Add street from Yellowstone Tr to TH
7 west of County Club Rd with a traffic signal or
2
1
5
Roundabout at TH 7
Stop Sign Enhancements - Change existing stop signs to
Blinker Stop signs at County Club Rd and Lake Linden Dr
7
0
0
intersections
Improve Sight Lines - Cut back trees along corridor
5
1
1
especially at intersections
Traffic Signals - Add new traffic signals at Country Club
1
0
6
Rd and Lake Linden Dr intersections
Roadway Realignment - Realign Country Club Rd
intersection to 90 degrees. Add bike path on Mattamy
4
2
1
development
Off Road Bike Path - Includes a paved off road bike path
5
2
0
adjacent to the roadway.
Intersection Improvements - At the Lake Linden Dr
intersection add a street light, a pedestrian crossing
6
1
0
walk, and a children's crossing sign.
Yellowstone Trail (East of Lake Linden Drive)
Roadway Widening - Add shoulder east of Lake Linden
1
1
5
Dr to City Limit
Stop Signs - Add Blinker Stop Signs at existing streets.
0
5
2
Off Road Bike Path - Includes a paved off road bike path
0
4
3
adjacent to the roadway.
Committee Support
Concept J Idea Advantages Disadvantages
H M L
Yellowstone Trail (West of Country Club Road)
Improve Sight Lines - Trim trees with additional curve
4
3
0
signing at Seamans Dr (delineate curve)
Improve Sight Lines - Realign Yellowstone Tr at Seamans
4
3
0
Dr to a 90 degree intersection with Blinker Stop signs.
Stop Signs - Add all -way Blinker Stop signs at new
2
3
2
Mattamy site entrance.
Off Road Bike Path - Includes a paved off road bike path
2
5
0
adjacent to the roadway.
Lake Linden Drive
Improve Sight Lines - Straighten curves south of
1 2 4
Yellowstone Tr
Improve Sight Lines - Fix grade changes north of Cub
1
4
2
development access for left turning vehicles
Roadway Realignment - Realign roadway west of
existing Lake Linden Dr with new intersection on
0
0
7
Yellowstone Tr
Committee Support
Concept/ Idea Advantages Disadvantages
H M L
Lake Linden Drive at Cub Entrance /TH 7 /TH 41
Access Improvements - Close Cub development exit
from the east at frontage road (Lake Linden Dr)
7
0
0
maintaining inbound movement.
Roadway Improvement - Widen Lake Linden Dr
eastbound to three approaching lanes (one right turn to
westbound TH 7, one through to TH 41 and one left turn
to eastbound TH 7) and one exiting lane westbound
2
4
1
beginning at the existing center Cub development
access.
Roadway Improvement- Widen Lake Linden Dr
eastbound to two approaching lanes (one right
turn /through to westbound TH 7 and to TH 41 and one
left turn to eastbound TH 7) and one exiting lane
5
1
1
westbound beginning at the existing center Cub
development access.
Roadway Improvement - Add right turn lane westbound
at the center Cub development access
0
5
2
Roadway Realignment - Move the westbound right turn
lane from the intersection at TH 41 to a free right with
acceleration lane at approximately the existing Lake
5
1
1
Linden Dr extended. (movement would be removed from
the TH 7 /TH 41 intersection)
Convert to a One -Way - Convert Lake Linden Drive to a
one -way eastbound from the first Cub development
1
2
4
driveway to TH 41
Convert to a One -Way - Convert Lake Linden Drive to a
one -way westbound from the first Cub development
2
1
4
driveway to TH 41
Roadway Realignment - Change TH 7 at TH 41 into a
signalized "T" intersection not allowing access to north
(Lake Linden Dr /Cub Development area). Add a new
0
0
7
signalized intersection west of TH 41 at the existing Lake
Linden Dr extended to TH 7
Concept / Idea
Advantages
Disadvantages
Committee Support
H
M
L
Miscellaneous
Technology Improvements - Remove use of Country
Club Rd, Yellowstone Tr and Lake Linden Dr from Google
7
0
0
Maps directions.
Enforcement - Improve /Enhance enforcement of
speeding and traffic control on area roadways.
7
0
0
Traffic Calming - Add Drive Feedback speed control signs
at selected locations on Yellowstone Tr and Lake Linden
7
0
0
Dr
Traffic Calming - Add speed bumps or rumble strips at
selected locations on Country Club Rd, Yellowstone Tr
0
0
7
and Lake Linden Dr.
Traffic Calming - Add Blinker signs (Stop, Pedestrian,
advance warning, etc.) at selected locations on Country
Club Dr, Yellowstone Tr and Lake Linden Dr
Traffic Calming - Add pavement markings at selected
locations on Country Club Rd, Yellowstone Tr and Lake
Linden Dr.
Traffic Calming - Add Street Lighting at selected locations
on Country Club Rd, Yellowstone Tr and Lake Linden Dr.
#9
Arborist and Forestry Program
Assist with Tree Preservation and Reforestation Management Program development and
implementation
Assist with long- and short-term policy, strategies and implementation of Tree Preservation and
Reforestation Management Program; assist with implementation of program; includes risk management
and emergency preparedness as outlined in program.
Inspect trees on City of Shorewood property and recommend corrective measures as needed
Inspect trees on city property for quality, defects, infestations and pet control and recommend corrective
measures.
Inspect trees for disease and damage on private properties
Upon request of city, inspect private property trees for quality, defects, infestation and pest control and
recommend corrective measures.
Council must determine cost to private property owner, if any.
Assist with public education programs related to urban forest management
Assist city with urban forestry management such as Tree City USA, Arbor Day celebration, Earth Day,
etc.
COST OF ARBORIST SERVICES FOR ALL OF ABOVE IS $65 per hour PLUS Mileage.
#10B
Excelsior Fire District
Formula changes each year – based on tax capacity
Here is 2016 (2015 Tax Capacity payable 2015 numbers form Hennepin County Assessor)
Deephaven $11,630,430 28.52%
28.52%
Excelsior $4,677,689 11.47%
11.47%
Greenwood $3,288,761 8.06%
8.06%
Shorewood** $15,349,359 37.63%
37.63%
Tonka Bay $5,840,418 14.32%
14.32%
$40,786,657 100% 100.00%
South Lake Minnetonka Police Department
See attached Funding Allocation Order (Excerpt of June 1, 2006, Findings of Fact and Order)
2016 Operating Budget:
Excelsior
28.05%
Greenwood
8.47%
Shorewood**
48.49%
Tonka Bay
14.98%
NOW, THEREFORE, based on the findings herein, and the Member Cities'
arguments, briefs, stipulated record, and other submissions, the Panel issues the
following:
ORDER
1. The Allocation for funding the SLMPD, other than for Excelsior's
separately contracted services for park patrol of its Commons area and for dockmaster
services associated with its public docks, shall be set taking into consideration the
Member Cities' tax capacity, demand,3 population,a and other equitable allocations of
costs. Use of those criteria result in allocations as follows:
Excelsior 27%;
Greenwood 8%;
Shorewood 50%;
Tonka Bay 15%.
2. The funding percentages shall be reviewed and adjusted, if necessary, in
five year increments from the date of this Order, due to changes in the five year average
of tax capacity, ICRs or population of the Member Cities. The first adjustment to each
Member Cities' dollar allocation toward the payment of law enforcement costs shall be
based on a comparison of 2011 data with the Member Cities'. 2005 ICRs, Tax Capacity
and 2004 Population contained in the Stipulated Record (Exhibit 3 at page 28, Exhibit 5
and Exhibit 7 at page 42). Thereafter, the comparison of the tax capacity, ICRs and
population will be made for each subsequent five year period with the data from the
' Demand refers to ICRs which generally indicate any occasion when there is a complaint or request
for service (Exhibit I at paragraph 7).
~ As determined by Metropolitan Council Website - "Population by Community" Research &
Statistics or agreed upon equivalent (Exhibit 5 at page 34).
8
immediately preceding five year period. Each factor shall be assigned a weight of 33'/3%
and the net difference, if any, shall be utilized to adjust the continuing payment
allocations in paragraph 1 above.
3. Each Member City shall fund the SLMPD the full amount of the allocation
pursuant to the terms of the JPA and this Order.
Dated: ~~d ~
SY THE PANEL:
~~
Ja s .Gilbert
Mari nne D. Short
9
CITY OF # 1010,
5755 Country Club Road • Shorewood, Minnesota 55331 • 952- 960 -7900
Fax: 952- 474 -0128 • www.ei.shorewood.mmus e cityhall @ci.shorewood.mn.us
EXPECTATIONS AND ROLES
OF
CITY COUNCIL LIAISONS TO ADVISORY COMMISSIONS
AND
COMMISSION LIAISONS TO CITY COUNCIL
The Shorewood City Council wants to foster good and thorough two -way communication
with its advisory commissions and committees. For many years this communication has
been performed through the role of liaisons.
What is a liaison? One dictionary defines it as follows:
Liaison -(1) Communication between different offices or units of an organization. (2) A
channel or means of communication: He served as the President's liaison with Congress.
The following points are intended to be a guide — expectations of etiquette, if you will —
that will foster productive and respectful liaison relationships.
City Council Liaisons to Commissions and Committees
The, City Council has created advisory commissions and committees in order to study and
make recommendations about a course of action that the City Council should take or pursue.
Persons on the commission or committee should be providing informed recommendations to
the Council, and free from bias or influence from the Council.
Accordingly, the Council liaison should:
• Respect the prerogatives of the commission /committee, and appreciate the separation of
roles between the commission /committee and the Council.
• Refrain from active or direct participation in the deliberations of the
commission /committee.
• Be willing to provide a perspective of the Council (and not of oneself) on a particular
matter under consideration.
• Ask the commission /committee to address issues or points of particular interest to the
Council (and again, not of oneself).
• Inform the commission /committee of recent City Council actions or business, as may be
relevant or of interest.
• Be able to ask technical questions about the subject /material that would otherwise have to be
asked during a council meeting.
EXPECTATIONS AND ROLES OF
CITY COUNCIL LIAISONS TO ADVISORY COMMISSIONS
AND COMMISSION LIAISONS TO CITY COUNCIL
November 2003
Page 2
Commission /Committee Liaisons to City Council
Persons serving as liaisons at City Council meetings have an opportunity to inform the Council and the public
of the activities of their commission or committee. It is expected that the liaison will be a participant during
the Council meeting, and accordingly the liaison will have "a place at the table ".
In order to be an effective contributor to the Council business, liaisons should:
• Provide a brief overview of the commission /committee activities following their own
meeting(s) from "the table ", rather than from the podium.
• Not review the minutes of their last meeting(s), but rather highlight matters other than
those that may be on the Council's agenda that evening.
• Speak to individual agenda items during the Council meeting that have been reviewed by
the commission /committee. Appear at any Council meeting when such items are
scheduled on the agenda.
• Provide the Council with a summary of the action by the commission /committee, and relate
the minority position(s) stated during its discussion of the matter.
Those seated around the Council and staff tables are expected to be attentive and respectfully
listening while liaisons are giving reports of their commission /committee activities.
Reviewed Jan. 2016