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.
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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.
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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.