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041822 Work Session Meeting Packet CITY COUNCIL WORK SESSION MEETING New Hope City Hall, 4401 Xylon Avenue North Northwood Conference Room Monday, April 18, 2022 6:00 p.m. - dinner 6:30 p.m. - meeting Mayor Kathi Hemken Council Member John Elder Council Member Andy Hoffe Council Member Michael Isenberg Council Member Jonathan London 1. CALL TO ORDER – April 18, 2022 2. ROLL CALL 11. UNFINISHED & ORGANIZATIONAL BUSINESS 11.1 Discuss request for community garden 11.2 Discuss Memorandum of Understanding between Tim Hoyt and the City of New Hope for Director of Police and Acting City Manager 12. OTHER BUSINESS 13. ADJOURNMENT I:\RFA\COMM DEV\2022\Work Session\04‐18‐22 Community Garden\WS Community Garden 04‐18‐22.docx   Request for Action  April 18, 2022    Approved by: Kirk McDonald, City Manager  Originating Department: Community Development  By: Jeff Alger, Community Development Specialist;   Jeff Sargent, Director of Community Development  Agenda Title  Discuss request for community garden  Requested Action   Staff requests that the City Council discuss a request for a community garden on city‐owned property. The  community garden that has operated at The Food Group’s property at 8501 54th Avenue North since 2011  will be discontinued as of this year.  Policy/Past Practice  The city has helped coordinate gardening and planting projects throughout New Hope with volunteer groups  in the past. The city helped establish a community garden at The Food Group’s property in 2011.  Background  Community gardens provide the opportunity for a wide variety of people and organizations such as renters,  nonprofits, religious groups, and businesses to learn about gardening and growing healthy food. Community  gardens provide opportunities for physical activity and education, the production and consumption of fresh,  nutritious foods, environmental stewardship, and improved food security. The Hope Grows Community  Garden was established in 2011 at The Food Group’s property at 8501 54th Avenue North. The community  garden was set up as a partnership between the city, The Food Group (known as Emergency Foodshelf  Network at the time), area organizations, and residents. It was funded with user fees and grants from  Hennepin County Active Living. City staff was heavily involved with initial setup of the community garden.  After the first few years, The Food Group took over managing the operation and city involvement has been  limited. The Food Group considered discontinuing the garden in 2014, at which time the city discussed  starting a community garden on the south side of Northwood Park, but it was decided at that time that it was  not an ideal location. Some soil testing was also completed at Lions Park in 2018, and it was determined that  an area where tennis courts were previously located would not be suitable for gardening due to the soil  conditions. Ultimately, The Food Group agreed to continue hosting the garden and it operated at 8501 54th  Avenue North through 2021. The Food Group has elected not to continue hosting and managing the  community garden as of this year due to the impact the pandemic has had on regional food needs and changes  in the organization’s staffing capacity.    Upon learning that The Food Group would be discontinuing the community garden at their facility, a resident  and gardener inquired if there was any city property that could be used for a community garden this year.  Parks and Recreation and Community Development staff met to review the request and determined that it  would not be feasible to get a community garden up and running in time for the 2022 season. It was  recommended that the gardeners check with churches, nonprofits, and schools in the area to see if they would  have space available for this year and for future years. Staff wanted to discuss the topic at a work session to  determine if the City Council would be supportive of dedicating the funds and staff time necessary to starting  and maintaining a community garden on city property. There would be significant costs and staff time  Agenda Section Work Session Item Number  11.1    Request for Action, Page 2    involved with setting up and managing a community garden. Some of the factors to be considered include  the following:   An acceptable parcel of land that meets size, topography, soil quality, and parking needs would need  to be identified.   Access to water would need to be provided. Installation and setup costs could be a significant as well  as the cost for ongoing water usage.   The city would need to assign a staff person to assist with setting up and maintaining operations,  budgeting, preparing contracts, collecting payments, coordinating supplies, communicating with  gardeners, resolving issues that arise, etc.   City staff would need to assist with annual tasks such as setting up, monitoring, and turning off the  water, laying out garden spaces, tilling land and spreading compost, supplying and replenishing wood  chips, maintaining walkways, setting up and emptying compost bins, cleaning up at the end of the  year, etc.     Over the last five years, The Food Group had three different staff members overseeing the community garden  in New Hope and they each had a different sense of how much time the garden required. Estimates ranged  from 1‐2 hours per week during the season up to 2‐4 hours per day. It was noted that The Food Group believes  there is an opportunity for many more of the tasks to be handled by gardeners in the future to reduce staff  commitment.    Staff is aware of two community gardens that operate privately in New Hope. One is at Broadway Village  Apartments, at 6046 West Broadway, and the other is at House of Hope Lutheran Church, at 4800 Boone  Avenue North. There are also community gardens located in neighboring cities such as Brooklyn Center,  Brooklyn Park, and Plymouth. Staff contacted other cities in the area to see what is being offered and who  manages the sites.   Brooklyn Center – One community garden with 18 plots that is managed by the recreation assistant.   Brooklyn Park – Three community gardens with 178 total plots that are managed by the recreation  supervisor (some additional plots in one Brooklyn Park community garden are reserved exclusively  for Crystal residents).   Crystal – One community garden that is located in and shared with the city of Brooklyn Park with 57  plots and managed by the recreation services manager.   Golden Valley – No community gardens offered on city‐owned property.   Plymouth – One community garden with 90 plots located on land owned by Hennepin County  corrections facility and managed by the city forester.   Robbinsdale – One community garden with 18 plots that is managed by recreation services staff.    The amount of staff time other cities dedicate to community gardens varies depending on the size of the  garden(s) and amount of turnover amongst participants. Brooklyn Center dedicates minimal time to their  garden. Crystal staff reports that garden setup required a lot of staff time, however, now that it is up and  running it requires minimal staff time. Plymouth dedicates about two days’ worth of staff time for spring  startup and two days’ worth of staff time for fall shutdown plus a few hours during the year.        Request for Action, Page 3    Recommendation  Staff recommends that the City Council discuss installation and operation of a community garden on city‐ owned property. It is recommended that the City Council provide direction on whether the city should pursue  such an initiative.  Attachments   Letter from Richard Terrill    Council Members, I’m writing to support the establishment of a Community Garden in New Hope. I’m a twenty- year New Hope resident and gardened for eleven years at Hope Grows Community Garden until The Food Group’s sudden notice, in mid-February, that they were ending the garden, giving the 30-some gardeners little chance to find a plot elsewhere. Dates and specifics below are to the best of my recollection: BACKGROUND Hope Grows Community Garden was launched in the fall of 2010 and broke ground in spring 2011. The first president of the garden worked with City staff to get things started. He never took a plot himself; he was just doing the work because he thought New Hope should have a garden. Gardeners were solicited via City newsletters and the Sun Post. I imagine the City funded purchase of compost, fencing, and garden tools. After the garden was established, this president stepped down and Vice President Laurie Morrison took over for the second season. Over the next few years Katie Kovich and I formed an unofficial committee, probably with others, to help Laurie. During these first years Laurie collected applications and fees, set up a bank account, assigned and marked out plots, scheduled works days, purchased equipment, and communicated with gardeners. In about 2014, The Food Group planted their own farm on the property and assigned a full time “farmer” who would also oversee the garden. At that time, TFG took over all management. Then in mid-February of this year, new TFG Executive Director Sophia Lenarz-Coy told gardeners that she was ending the garden because she didn’t have staff time to devote to it. We asked for one more year to give us time to work with the City to find a more dependable sponsor, but to no avail. All this is to say that gardeners would have preferred not to start over. We come to you only because there is no alternative. CONTEXT Most surrounding cities have community gardens. Plymouth has one municipal site (over 80 plots, https://www.plymouthmn.gov/departments/parks-recreation-/parks-trails/community- gardens?locale=en), and one large privately run garden. Brooklyn Park just opened its third community garden on city property (240 total plots, https://www.brooklynpark.org/parks/community-gardens/#applying-for-a-community-garden). St. Louis Park has five gardens on city land with 139 plots (https://www.stlouispark.org/home/showpublisheddocument/20057/637490879055870000). There is one church run garden in Golden Valley. Our garden at TFG started with about 30 plots and had about 45-50 plots after being expanded the last two years. All of these municipal gardens say on their applications that priority will be given to residents of those communities. I would suggest that New Hope do the same when and if a new garden is established. I think doing so makes it easier to create a true community of gardeners. Some people have multiple plots in gardens in several cities, so their commitment may be less. I’d also recommend starting over on the application process rather than importing the waiting list from TFG site. It’s also important to make rules and consequences clear. Among them should be chemical free gardening and hours of work on community garden upkeep. RATIONALE Gardening and community gardens have been booming since well before the pandemic. Isolation has increased interest, but it’s not likely to recede. People are starting to realize that lawns not used for recreation serve no environmental function. They’re more interested in healthy, chemical free produce. They also enjoy having a common pursuit with their neighbors. If you like doing things outdoors, you understand the spiritual element of gardening. RELOCATING A site at another nonprofit is a possibility, but then gardeners are subject to the whims of administration, as with TFG. Preferable is an arrangement as in the three cities I mention, where the garden is on city property. RESOURCE NEEDS Fees in the above-mentioned gardens range from $40-60. I’m guessing garden fees are not sufficient to cover start-up costs—tilling, soil and compost, tools, fencing. We had some fencing and garden tools—are those ours or TFG’s? Water on site is essential, as is sunlight and good drainage. I’m not in a position to speculate on the staff time needed to re-start a garden. I would assume, as in the first few years of Hope Grows, that gardeners could handle most of the admin duties. If rule violations made it necessary to ask a gardener to forfeit a plot, the City might have to step in. The key to good management is having a committed group of gardeners who know each other. And, as in any volunteer-run group, getting multiple people involved so one person doesn’t do all the work and burn out. Feel free to contact me with your questions and concerns. Richard Terrill Richard.terrill@mnsu.edu 763-438-9689 I:\RFA\City Manager\2022\City Manager MOU\ws 041822 MOU\11.2 Discuss Memorandum of Understanding.docx    Request for Action  April 18, 2022    Approved by: Kirk McDonald, City Manager  Originating Department: City Manager  By: Kirk McDonald, City Manager  Rich Johnson, Director of HR/Admin Services    Agenda Title  Discuss Memorandum of Understanding between Tim Hoyt and the City of New Hope for Director of Police  and Acting City Manager  Requested Action  Staff recommends the City Council review the draft MOU for the acting city manager appointment.   Background  At the March 28 Council Meeting, Resolution No. 2022‐37 was adopted appointing Tim Hoyt as Acting City  Manager for a six‐month trial period (June 2 – December 1, 2022). The resolution stated a Memorandum of  Understanding would be prepared to define the terms of employment. A MOU has been drafted by the city  attorney for Council’s review. The MOU specifies the training and trial period dates, performance goals,  pension plan, salary, benefits, professional development, commission appointments and general conditions  of employment. Salary adjustments will coincide with the April 1 training date and the June 2 start date. It is  understood that ongoing dialogue will occur between Council and the Acting City Manager during the trial  period with an informal performance review to occur at the August 15 work session. It is recommended that  the MOU be approved at the April 25 Council Meeting.     As Acting City Manager Hoyt will serve on the following four commissions: West Metro Fire‐Rescue District  Board of Directors, North Metro Mayors Association, Hennepin Recycling Group (HRG) and the New Hope,  Crystal, Golden Valley Joint Water Commission.     Currently the city manager serves on the Northwest Suburban Cable Communications Commission and the  CCX Media Board of Directors but the city’s representative does not have to be the city manager. Council  Member Hoffe also serves on the cable commission. Many other cities have their communications personnel  attend the cable meetings. It is recommended that Beth Kramer, communications coordinator, be appointed  to serve on the Northwest Suburban Cable Communications Commission and CCX Media Board of Directors  instead of Hoyt. Ms. Kramer is willing to attend the meetings if Council supports the decision. Hoyt will  continue serving as Alternate Director on the PUPS Board and as Alternate Director on the LOGIS Board  (Tom Mahan and Rich Johnson are Directors, respectively).    Attachments   Memorandum of Understanding (draft)   Exhibit A – city manager 2022 goals   ICMA Code of Ethics      Agenda Section Work Session Item Number  11.2   1 MEMORANDUM OF UNDERSTANDING BETWEEN TIM HOYT AND THE CITY OF NEW HOPE This Memorandum of Understanding (“Memorandum”) made effective this 2nd day of June, 2022, by and between the City of New Hope, a Minnesota municipal corporation ("City"), and Tim Hoyt ("Hoyt") is a summary of the general business terms and conditions regarding the City Council’s appointment of Hoyt as Director of Police and Acting City Manager during the trial term set forth below. The City and Hoyt agree to these general terms regarding his employment as Director of Police and Acting City Manager. The parties agree as follows: 1. POSITION. The City agrees to employ Hoyt as its “Director of Police and Acting City Manager” effective June 2, 2022. Hoyt agrees to serve as Director of Police and Acting City Manager in accordance with Minnesota statutes, City Code and the Code of Ethics of the International and Minnesota City/County Management Associations (“ICMA” and “MCMA”), and to perform such proper duties and functions as the City Council shall from time to time assign. 2. TERM. The term of this Memorandum shall be for the trial term commencing on June 2, 2022 through December 1, 2022 (“Term”). Nothing in this Memorandum or any other material or information distributed by the City creates a contract of employment between Hoyt and the City. Hoyt remains a member of the “Classified Service” as that term is defined by the “Personnel Rules and Regulations” and Minn. Stat. Chap. 44. 3. TRAINING/SALARY. Hoyt will work with City Manager Kirk McDonald on job training and transitioning the City Manager position until Kirk McDonald’s retirement on June 1, 2022. City shall pay Hoyt an annual salary of $148,000 starting April 1, 2022 through June 1, 2022 for additional time spent learning the responsibilities of the position. Effective June 2, 2022, this annual salary shall be increased to $156,706. 4. PENSION PLAN. Hoyt shall continue to participate in the Police/Fire plan of the Minnesota Public Employees Retirement Association (“PERA”) during his service as Director of Police and Acting City Manager. 5. GENERAL INSURANCE. City shall provide Hoyt the same medical, dental, and disability insurance benefits as provided to all other non-union employees. City shall provide Hoyt the same life insurance benefit as provided to department directors. 6. SENIORITY. For purposes of employment benefits such as personal leave and service recognition, Hoyt will maintain his current benefits during his service as Director of Police and Acting City Manager. 7. PERSONAL LEAVE AND HOLIDAYS. Hoyt shall accrue personal leave in accordance with the City's Personnel Rules and Regulations with the exception of the maximum year- end personal leave balance of 400 hours. Due to these unique circumstances, Hoyt may carryover in excess of 400 hours into 2023 with the understanding Hoyt would be held to the same maximum year-end personal leave balance at the end of 2023. City shall provide Hoyt the same holidays as enjoyed by other non-union employees.  2 8. ACTING EXECUTIVE DIRECTOR OF EDA. Hoyt is also appointed as the Acting Executive Director of the Economic Development Authority in and for the City of New Hope (“EDA”) with all attendant powers and duties. 9. AUTHORITY. As Director of Police and Acting City Manager, Hoyt shall have full authority to act as City Manager with all of the attendant powers and duties prescribed to the City Manager by the City Code, Minnesota Statutes, and City Council resolutions. Specifically, as Acting City Manager, Hoyt shall have full authority to conduct financial transactions on behalf of the City and take any and all reasonable actions necessary to successfully carry out his duties as the Director of Police and Acting City Manager and Executive Director of the EDA. 10. DIRECTOR OF POLICE AND ACTING CITY MANAGER GOALS. Hoyt will review and act to further the City Manager Goals set forth on the attached Exhibit A. 11. PERFORMANCE EVALUATION BY CITY COUNCIL. City and Hoyt agree that an informal performance review of the Director of Police and Acting City Manager will be conducted by the City Council at the August 15, 2022 Council Work Session. Hoyt agrees to be open to have an ongoing dialogue with the City Council during the Term of his serving as Director of Police and Acting City Manager. 12. DUES AND SUBSCRIPTIONS. City shall pay the professional dues and subscriptions for Hoyt which are deemed reasonable and necessary for Hoyt's continued participation in national, regional, state and local associations necessary and desirable for Hoyt's continued professional participation, growth and advancement. 13. PROFESSIONAL DEVELOPMENT. As determined by the City Council, the City shall pay necessary and reasonable registration, travel and subsistence expenses of Hoyt for professional and official travel, meetings and occasions adequate to continue the professional development of Hoyt and to adequately pursue necessary official and other committees thereof which Hoyt serves as a member. Hoyt shall use good judgment in his outside activities so he will not neglect his primary duties to the City. 14. COMMISSIONER POSITIONS. Hoyt agrees as Director of Police and Acting City Manager he will personally serve on the West Metro Fire-Rescue District Board of Directors, North Metro Mayors Association, Hennepin Recycling Group (HRG) and the New Hope, Crystal, Golden Valley Joint Water Commission. Hoyt may serve on or participate in all other committees, commissions, boards or groups normally filled by the City Manager. However, given the time constraints placed upon Hoyt by his appointment as Director of Police and Acting City Manager he may appoint or assign other qualified individuals to these appointments or positions as he sees fit, exclusive of the four assignments mentioned herein. 15. CIVIC CLUB MEMBERSHIP. City recognizes the desirability of representation in and before local civic and other organizations. Hoyt is authorized to become a member of such civic clubs or organizations as deemed appropriate by Hoyt and City and at City's expense.  3 16. RECUSAL RELATING TO CARISSA HOYT DISCIPLINARY MATTERS. Hoyt’s wife, Carissa Hoyt is employed by the City in the Public Works department. In the event Carissa Hoyt is the subject of disciplinary action during the Term, Tim Hoyt agrees to recuse himself from any review and decision making regarding Carissa Hoyt’s employment. A neutral outside agency would be appointed in such an event, to handle any review and decision relating thereto. 17. GENERAL EXPENSES. City shall reimburse Hoyt reasonable miscellaneous job related expenses which it is anticipated Hoyt will incur from time to time when the City is provided with appropriate documentation by Hoyt. 18. HOURS OF WORK. It is understood that the position of City Manager requires occasional attendance at evening and weekend meetings. Hoyt understands that additional compensation and compensatory time shall not be allowed for such additional expenditures of time. Hoyt further understands he may absent himself from the office to a reasonable extent in consideration of extraordinary time expenditures at other than normal working hours. 19. RIGHT TO RETURN TO FORMER POSITION AS POLICE DIRECTOR IF NOT APPOINTED AS CITY MANAGER. During this period the City Council will also consider Hoyt for permanent appointment as City Manager. If Hoyt is not appointed or declines an appointment as City Manager, Hoyt may elect to return to his position as Director of Police at the end of the Term. If Hoyt resumes his position as Director of Police his annual salary will be readjusted at the time of his reassignment to the level he would have experienced as Police Director in accordance with the City’s pay plan. 20. GENERAL CONDITIONS OF EMPLOYMENT. Except as otherwise provided in this Memorandum, all “Personnel Rules and Regulations” of the City shall apply to Hoyt as they would to other employees of City. Hoyt acknowledges and agrees that as Director of Police he remains a member of the “Classified Service” as that term is defined by the “Personnel Rules and Regulations” and Minn. Stat. Chap. 44. IN WITNESS WHEREOF, City has caused this Memorandum to be signed and executed on its behalf by its Mayor and City Clerk and Tim Hoyt has signed this Memorandum, to be effective the day and year first written above. EMPLOYER: CITY OF NEW HOPE BY: _____________________________ Kathi Hemken Its Mayor BY: _____________________________ Valerie Leone Its City Clerk DIRECTOR OF POLICE AND ACTING CITY MANAGER: __________________________________ Tim Hoyt P:\Attorney\SAS\1 Client Files\2 City of New Hope\99-11451 Appointment of Tim Hoyt as City Manager\Memorandum of Understanding.docx  4 Exhibit A City Manager Goals for 2022 See attached. City Manager Goals for 2022      1. Redevelopment will remain a high priority with continued focus on City Center and  other commercial/industrial/housing redevelopment opportunities throughout the city.  Finalize coordination on Windsor Ridge development and coordinate with St. Therese  Nursing Home to facilitate 3‐year phased expansion and/or renovation of existing  campus. Other potential expansions/new developments could include redevelopment of  Winnetka Shopping Center (Unique Thrift Store property), District 281 bus garage site,  multi‐family housing properties on 62nd Avenue, Conductive Containers, Inc. and AC  Carlson. Continue with variety of scattered site housing new construction and  rehabilitation projects, including potential acquisition of TreeHouse property, with a  goal of six new properties acquired, underway, or completed in 2022. Review Fair  Housing Policy with Council by 3/31/22. Update Economic Development Report by  9/30/22 and continue coordination with Business Network Group. Continue  participation in GreenStep Cities program and record any newly completed best practice  actions. Property maintenance and inspections will continue to be a top priority with a  continued emphasis on proactive enforcement in conjunction with the Police  Department’s Community Engagement initiative.      2. Conduct two elections (Primary on 8/9/22 and General on 11/8/22), recruit and train  election judges, coordinate with Hennepin County on ballots and equipment  compliance, and provide training and orientation if there are any newly elected council  members.    3. Continue with infrastructure/environmental improvements; finalize 2020 and 2021  infrastructure projects by 6/30/22 (restoration and storm sewer lining) and 2022 street  infrastructure improvements in Liberty Park neighborhood by 11/30/22. Annual seal coat  and crack/fog seal program will continue along with sewer pipe lining with substantial  completion by 11/30/22 for both projects. Phase one of the public works facility  improvements should be completed by 6/30/22 and planning will continue for phase two  improvements. Prepare feasibility study for 2023 street infrastructure improvements by  10/30/22 and update pavement management plan and present to Council by 11/30/22.  Continue coordination with other cities on Joint Water Commission, maintain  partnership with Meadow Lake and Northwood Lake Watershed associations and  continue to coordinate with Shingle Creek Watershed Management Commission on  Meadow Lake improvement project. Make scheduled equipment/vehicle replacement  purchases.     4. In Parks and Recreation, operate new aquatics facility for second season and finalize  Donlar contract by 4/30/22. Staff will continue to work with Sunram on restoration issues  with a goal of finalizing that contract by 11/30/22. Replace playground equipment at  Hidden Valley Park, in conjunction with neighborhood input by 8/31/22. Replace picnic  tables at Northwood Park picnic shelter and continue park lighting upgrades and  completing the replacement of wooden park name signage. Finalize roof replacement  project at ice arena by 1/30/22 and dasher board/glass replacement project at north rink  by 5/31/22. Improvements to be completed at golf course by 11/30/22 include clubhouse  interior updates, the addition of a cart parking area, painting of the maintenance shop  and replacement of the tee protector fence on hole #1. Expand offerings of movies and  music in the parks at the performance center and continue to work with OBMT to offer  musical performances. Continue to offer a variety of programs including dance,  gymnastics, and playground programs.     5. Maintain public safety as a high priority. Continue community engagement activities  with all sectors of the community and implement new shared Joint Community Policing  Partnership (JCPP) with Crystal, Robbinsdale and Hennepin County by 9/30/22.  Continue hiring new officers to reach full staffing levels in anticipation of  departures/retirements. Expand wellness “neck up, check up” program to community  service officers and police clerks. Present annual police report by 6/30/22. Continue to  explore police department vehicle leasing and maintenance options for long‐term  savings. Complete CIP purchases including 36 duty pistols, three SWAT vests and  communication headsets, two radar units, two bunkers and software that will enable  investigations to download cellular data more efficiently. Secure second K9 dog and  train dog handler as certified narcotics detector/tracking dog by 4/30/22.    6. Continue support and coordination with West Metro Fire‐Rescue District, including  emergency preparedness and EOC, in partnership with city of Crystal. Continue to  support long‐term capital plan based on major apparatus report (New Hope’s share of  JPA budget to increase approximately $66,000 including annual lease payment for aerial;  lease cost for new engines to start with 2023 budget). Monitor SAFER grant request  status. Continue to budget annually for Station #3 improvements that are the city’s  responsibility ($30,000 per year) and develop long‐term capital replacement plan for  major building components. Maintain open lines of communication between chief, staff,  and City Council.     7. Continue contractual arrangement with AEM for financial oversight, continue to  implement technological efficiencies on departmental basis to retrieve budget data and  coordinate with LOGIS on potential implementation of new financial software.  Coordinate with public works and parks and recreation on updating CIP plans and  present by 3/31/22. Coordinate with auditors on 2021 single audit for ARPA funding.  Coordinate on FEMA reimbursement, continue discussion on CARES and ARPA  funding and prepare options to internally fund phase two public works building and  site improvements. Update ten‐year plan and present to Council by 11/30/22, monitor  utility and enterprise fund operations along with central garage equipment replacement  fund. Prepare 2023 budget with minimal tax levy increase.     8. Continue contractual arrangement with Solution Builders for IT services, continue  replacing computers as appropriate in order to keep up‐to‐date with technological  capabilities and meet IT needs of staff. In addition to the day‐to‐day operations of the  city, some highlights of the IT budget include funding for: the city’s share of replacing  the LOGIS fiber optic network in 2024, a new police records management system in  2023, annual renewal of the body worn camera software, and new city website in 2023.       9. Conduct professional city‐wide survey with Morris Leatherman to solicit feedback on  city services/projects/issues (preliminary discussion at 2/22/22 work session). In an effort  to communicate with all residents in the city, including multi‐family rental properties  and residents who pay utility bills electronically, the monthly “In the Pipeline” will be  discontinued and the “In Touch” newsletter publication will increase from four to six  issues per year effective 1/1/22. Continue to utilize social media, reader board signs,  media releases, TIP 411 and Code Red to disperse information about city  programs/projects/events. Continue to encourage/improve public participation in city  affairs and promote inclusiveness, conduct City Day event, commissioner bus tour, and  update performance measurement report and SMART goals by 10/28/22.     10. Coordinate staffing transitions, continue to evaluate organizational structure needs and  make recommendations. Continue assistance to directors and maintain contact with all  divisions on a regular basis and continue cross‐training in all departments.    11. Continue Emerald Ash Borer removal/replacement program on public property with  increased funding in 2022 budget and coordinate with Sentence to Serve on invasive  species (buckthorn) removal in parks.    12. Coordinate with HRG on recycling programs, including curbside clean‐up (3/28/22‐ 4/7/22), special materials drop off and yard waste site. Monitor refuse haulers’  implementation of curbside residential organics program, promote HRG reimbursement  for participation, and remind haulers, as needed, regarding city ordinances pertaining to  collection days.     13. Maintain good communications and keep City Council informed on issues/projects and  maintain good working relationship with variety of outside agencies: Met Council,  Hennepin County, North Metro Mayors, Minneapolis Regional Chamber of Commerce,  District 281, local legislators, and neighboring cities; provide positive work environment  and be a positive representative of the city.    14. Actively pursue grants and other outside funding sources for city projects and activities.  ICMA CODE OF ETHICS The mission of ICMA is to create excellence in local governance by developing and fostering professional local government management worldwide. To further this mission, certain principles, as enforced by the Rules of Procedure, shall govern the conduct of every member of ICMA, who shall: 1. We believe professional management is essential to efficient and democratic local government by elected officials. 2. Affirm the dignity and worth of local government services and maintain a deep sense of social responsibility as a trusted public servant. 3. Demonstrate by word and action the highest standards of ethical conduct and integrity in all public, professional, and personal relationships in order that the member may merit the trust and respect of the elected and appointed officials, employees, and the public. 4. Serve the best interests of the people. 5. Submit policy proposals to elected officials; provide them with facts, and technical and professional advice about policy options; and collaborate with them in setting goals for the community and organization. 6. Recognize that elected representatives are accountable to their community for the decisions they make; members are responsible for implementing those decisions. 7. Refrain from all political activities which undermine public confidence in professional administrators. Refrain from participation in the election of the members of the employing legislative body. 8. Make it a duty continually to improve the member’s professional ability and to develop the competence of associates in the use of management techniques. 9. Keep the community informed on local government affairs; encourage communication between the citizens and all local government officers; emphasize friendly and courteous service to the public; and seek to improve the quality and image of public service. 10. Resist any encroachment on professional responsibilities, believing the member should be free to carry out official policies without interference, and handle each problem without discrimination on the basis of principle and justice. 11. Handle all matters of personnel on the basis of merit so that fairness and impartiality govern a member’s decisions pertaining to appointments, pay adjustments, promotions, and discipline. 12. Public office is a public trust. A member shall not leverage his or her position for personal gain or benefit. Adopted by the ICMA Executive Board in 1924, and most recently revised by the membership in June 2020.