HomeMy WebLinkAbout05-05-2025 City Council Work Session Packet
CITY COUNCIL WORK SESSION
Mayor
Amáda Márquez Simula
Councilmembers
Connie Buesgens
Rachel James
Justice Spriggs
Laurel Deneen
City Manager
Aaron Chirpich
City Hall—Shared Vision Room, 3989 Central Ave NE
Monday, May 05, 2025
6:00 PM
AGENDA
ATTENDANCE INFORMATION FOR THE PUBLIC
Members of the public who wish to attend may do so in-person, or by using Microsoft Teams Meeting
at columbiaheightsmn.gov/joinameeting ID 271 361 336 205, Passcode sd66JM7R. For questions,
please contact Administration at 763-706-3610.
Auxiliary aids or other accommodations for individuals with disabilities are available upon request when
the request is made at least 72 hours in advance. Please contact Administration at 763 -706-3610 to
make arrangements.
CALL TO ORDER/ROLL CALL
WORK SESSION ITEMS
1. Rainbow Site Development Update. (20 Minutes)
2. MnDOT: Layout Recommendations for Central Avenue. (Continued from April 7, 2025)
(60 Minutes)
3. Gould Ave NE and Peters Pl Parking Update. (20 Minutes)
4. GreenStep Cities Progress Discussion. (20 Minutes)
5. Malt Liquor at City Events. (20 Minutes)
6. City Hall Emergency Action Plan. (20 Minutes)
7. Leadership Retreat – Executive Summary Review. (30 Minutes)
8. Council Corner.
Discussion Items Suggested by Mayor Márquez Simula:
Review Language for Consent Agenda / Public Hearings.
Review St. Anthony Village Commercial Tobacco Ordinance.
Monthly Calendar Sharing.
Monthly Event Notification, Attendance and Past Event Updates.
Jamboree Parade Participation.
Monthly Proclamations and Meeting Guests.
ADJOURNMENT
1
City of Columbia Heights AGENDA May 05, 2025
City Council Work Session Page 2
Auxiliary aids or other accommodations for individuals with disabilities are available upon request when the request is
made at least 72 hours in advance. Please contact Administration at 763-706-3610 to make arrangements.
2
ITEM: Rainbow Site Development Update
DEPARTMENT: Administration BY/DATE: City Manager – 4/29/25
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
_Healthy and Safe Community
X Equitable, Diverse, Inclusive, and Friendly
_Trusted and Engaged Leadership
X Thriving and Vibrant Destination Community
_Strong Infrastructure and Public Services
_Sustainable
BACKGROUND:
In July of 2021, The City partnered with Alatus LLC, to acquire the priority redevelopment site at 4300 Central
Avenue NE. To facilitate the acquisition and preparation of the property, the City made a bridge loan that
allowed Alatus to purchase the property and demolish the existing buildings. To provide the loan, the City
issued Taxable General Obligation Temporary Tax Increment Bonds (Series 2021A), in the amount of
$5,935,000. The original maturity date of this bond issuance was February 1, 2024. Ultimately, the project
stalled due to post-pandemic global economic strains and subsequent rising interest rates. This left Alatus
unable to begin phase one construction and repay the loan/bonds in time. To account for this and extend the
repayment timeline, the City issued a new series of bonds (2023A) in the amount of $6,615,000 in late 2024.
These bonds were used to refund the Series 2021A bonds and a new amended loan was provided to Alatus.
The new bond issuance was $680,000 more than the first to account for closing costs and capitalized interest.
The new loan maturity date was set for July 31, 2025, and the new bond maturity date is February 1, 2026.
In addition to financially facilitating the acquisition of 4300 Central Avenue, the City established the Alatus
Redevelopment Tax Increment Financing District in 2021. This district was created to offset qualified costs of
development including land/building acquisition, public improvements, utilities, and demolition. The only
qualified expenditures completed to date are site acquisition and demolition. This is of important note
because state statutes require that all TIF eligible development activity be finished within a five-year period
that begins with the certification of the district. The five-year expiration date for completion of eligible activity
in the Alatus TIF district is August 3, 2026.
SUMMARY OF CURRENT STATUS:
Following the federal elections at the end of 2024, economic uncertainty and instability have only grown
worse under the new administration. Interest rates are not lowering, and trade wars are shaking the
foundations of the global economy. These factors have made it very difficult to finance the developme nt of
new market rate high-density housing in Minnesota and across the Country. Despite these headwinds, Alatus
has been working diligently to develop new funding options and strategic partnerships. Some of their new
partners are looking at the full Alatus development pipeline and have interest in funding and developing
multiple projects with Alatus. However, it is unlikely that any new partner will be ready to help Alatus and the
CITY COUNCIL WORK SESSION MEETING
AGENDA SECTION WORK SESSION ITEM
MEETING DATE MAY 5, 2025
3
Item 1.
City of Columbia Heights - Council Letter Page 2
City meet the constraints of current deadlines related to bond funding and TIF expenditures. Therefore, the
City must develop a strategy with Alatus to stabilize the project and create the time and space necessary to
develop the site in a manner consistent with the current vision.
NEXT STEPS:
To keep the project moving forward, staff will be working through the following steps throughout the rest of
the year:
Modify loan agreement with Alatus. The current maturity date is July 31, 2025. Alatus cannot make this
deadline.
Determine what bond refunding strategies are available and execute a plan to ensure that the City and
Alatus are prepared to repay the Series 2023A bonds by February 1, 2026 and issue new debt in place
of the 2023A Series. Or, alternatively, close on phase one construction financing by the same deadline.
Prepare a plan to present a bill to the MN legislature during the 2026 session requesting special
legislation for an extension of the five-year deadline related to the completion of TIF eligible site
improvements.
Staff from Alatus will be at the work session to provide more in-depth information on their new funding
partners/strategies and to answer general questions regarding the potential timeline for development.
4
Item 1.
ITEM: MnDOT: Layout Recommendations for Central Avenue (continued from April 7, 2025)
DEPARTMENT: Public Works BY/DATE: City Engineer / May 1, 2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
_Healthy and Safe Community
_Equitable, Diverse, Inclusive, and Friendly
_Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
X Strong Infrastructure and Public Services
_Sustainable
BACKGROUND:
The Minnesota Department of Transportation (MnDOT) has recommendations on the preferred layout for
Central Avenue from 37th to 53rd Avenues, and will be reviewing those with the Council. Work will be shifting
from the layout phase to preliminary and final design phases of the Central Avenue project following
consultant contract award by MnDOT later this spring or early summer. MnDOT had asked for continued
discussions on Central Avenue from the April 7 th 2025 work session.
SUMMARY OF CURRENT STATUS:
At the April 7th work session, MnDOT’s began the discussion to share their recommendations for the corridor,
and to have a check in with the Council based on agency, public, and council feedback and make sure the
project is headed in the right direction. To reiterate, if the recommendations present questions, issues, or
concerns - these should be addressed by the time Municipal Consent is considered by the Council later this
year or early in 2026.
Two items seem to warrant continued discussion: Reservoir Boulevard closure and the lane configuration for
the northbound direction of TH 65. Additional information is as follows:
Reservoir Boulevard closure: As discussed at the April 7th meeting, access from Reservoir Boulevard to the
signal at 37th Avenue and Central Avenue will be removed. MnDOT has shown a ‘right-in’ only from Central
Avenue north of the 37th Avenue. Staff recommends a full closure of Reservoir Boulevard and designing a cul -
de-sac to accommodate City needs for truck turn around including fire trucks. Attached is a detailed listing of
public feedback on Reservoir Boulevard provided by MnDOT through their outreach efforts. Approximately
70% of the respondents support the full closure of Reservoir Boulevard at 37th Avenue.
TH 65 North Bound Lane Configuration:
City Staff, in addition to other agencies, are advocating for 2 lanes in the northbound direction. This
configuration would be either a dedicated bus lane or second travel lane. Considerations for a second
northbound lane:
CITY COUNCIL WORK SESSION MEETING
AGENDA SECTION WORK SESSION ITEM
MEETING DATE MAY 5, 2025
5
Item 2.
City of Columbia Heights - Council Letter Page 2
1. Aligns with the 2-lane configuration in Minneapolis south of 37th Avenue (two lanes).
2. Supports bus traffic (stops and re-entering traffic) with the addition of the BRT line in 2028.
3. Allows traffic to by-pass when buses are stopped, traffic is waiting to turn at an intersection, or
maintenance crews are working on the street or boulevards.
4. A second lane would only add 6.5 feet to the overall crossing distance for pedestrians.
5. Allows for City maintenance activities to function ‘in-traffic’ with a lane closure as opposed to shutting
down all traffic and detouring under a single lane configuration.
6. Allows for trash pickup or deliveries on Central where side streets or alleys are not available.
Additionally, the Council asked for costs of a traffic detour under the single lane scenario to support MnDOT,
County, or City maintenance activity. MnDOT provided a cost range of $7,500 to $10,000 for traffic control per
occurrence. While some maintenance activities can be provided by the new trail, some cannot such as sewer
cleaning, water main breaks, road maintenance (pothole patching, street sweeping, lane striping, crack
sealing).
Staff is also providing additional information on a road diet (two lane to single lane) attached. While not all
lane reductions will have similar results, this does indicate higher traffic volumes can influence some of these
negative outcomes following implementation. I would also note that the issue identified are most influenced
during peak hour times.
Chris Bower from MnDOT, along with the project team will be attending. MnDOT is working towards finalizing
the project layout to ensure alignment with the community’s needs and priorities, and to shift to the design
phase,
STAFF RECOMMENDATION:
None – information only.
RECOMMENDED MOTION(S):
None – information / discussion only.
ATTACHMENT(S):
Public Comments on Reservoir Boulevard (MnDOT)
Traffic volume impact on road diets (web)
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Item 2.
Reservoir Boulevard feedback
City of Columbia Heights
Central Avenue Northeast
Survey results
Most respondents who don't use Reservoir Blvd. shared that the closure is a good idea.
About 60% of respondents who use Reservoir Blvd. would be okay with this change, and
the remaining 40% would find it inconvenient.
Closing Reservoir Blvd. is a popular idea among non‐users passing by on Central, but
frequent users of the roadway are more divided on whether this is a good change.
One idea to reduce delays at 37th Avenue while still improving safety is to close southbound Reservoir
Boulevard at the Central and 37th Avenue intersection. What do you think about this change? (select
all that apply)
I don’t use
Reservoir
Boulevard and
think this is a
good idea
I don’t use
Reservoir
Boulevard, but
think closing
this is a
mistake
I use Reservoir Boulevard
and would be okay with
this change; I can get to
Central Avenue
Northeast via 40th
Avenue or 39th Avenue
instead
I use Reservoir
Boulevard and
would find this
change very
inconvenient
Other (please
specify)
41.53% 7.33% 29.62% 17.89% 12.90%
141 25 101 61 44
Business outreach
No major feedback from businesses in the area.
Additional comments
A few people did ask/request a full closure, but a partial closure is what was
shown/reacted to in the survey and open house.
Additional concerns for this area included safer bike/ped crossings, backups caused by
the train, and people potentially cutting through side streets or alleys with the closure.
7
Item 2.
Source Comment Topic Sentiment
Survey, Q13 - responses
Most respondents who don't use Reservoir Blvd., shared that the
closure is a good idea.
About 60% of respondents who use Reservoir Blvd. would be okay
with this change, and the remaining 40% would find it inconvenient.
Closing Reservoir Blvd. is a popular idea among non-users passing by
on Central, but frequent users of the roadway are more divided on
whether this is a good change.Support 32 Supportive comments
Project email
Project email expressed strong support for improving pedestrian
crossing opportunities and safety at the 37th Ave. Intersection Support 8 Unsupportive comments
Business outreach No major feedback from businesses in the area Other
Mpls OH, comment card
The traffic back ups at the railroad tracks on 37th are going to be
insane. If there are only two lanes. Add in the fact that there are
always emergency vehicles in front of the nursing home, so the bus
viewers into the car lanes. Tracks Other
Mpls OH, layout comment
3 lane arrangement does not solve or even address backup
from trains just south of 37th - could make a significant
challenge much worse Tracks Other
Mpls OH, layout comment A lof cut thru traffic at Bobby and Steve's Other
CH OH, layout comment
In support of closure! Hard to drive this at night, especially with
the complicated signage. Support
CH OH, layout comment
There’s an alley behind buildings that people use to cut thru the
intersection onto reservoir. How will that affect the new closure
option? Alley Other
CH OH, layout comment
Maybe even consider fully closing so people can't skip central to
get to 39th/40th Close entirely Support
CH OH, layout comment
Concerns about people still routing up reservoir when traffic is
congested. Do not support
Mpls VOH comment
Just curious, is there a reason to keep access to Reservoir with
just one lane? I live nearby, don’t use it much. Would it improve
traffic to just remove access entirely? Keep bike/ped, obviously. Close entirely Support
Survey, Q13 - write in
STRONGLY in favor of this change, it is so confusing and
dangerous navigating this intersection SB from Reservoir onto
Central, I nearly turned into the NB lanes on Central the first
time I went this way Support
Survey, Q12 - write in
I rarely use Reservoir, I think this is a great idea! It will keep
traffic flowing better at intersection of 37th/Central. As long as
there is a good/safe left turn option at 39th or at 40th.Support
Survey, Q12 - write in
I use the Reservoir Blvd intersection every day and feel like it
needs to intersect Central at a 90 degree angle (likely where the
bus stop is currently), to increase pedestrian safety and slow the
speeds coming off of Central onto Reservoir. Bus stop could
also benefit by being closer to the 37th intersection. No issues
with a 90 degree intersection being right turns only, 39th or 40th
can currently handle left hand turns.Other
Survey, Q12 - write in Reduce safety how? Very inconvenient and nonsensical Do not support
Survey, Q12 - write in
That is how access to 37th eastbound is often used since the
reduction of lanes on 37th and a dangerous narrow width of a
turn lane from Central ave north bound to 37th west bound Other
Survey, Q12 - write in I didn't have an opinion Other
Survey, Q12 - write in
Accessing the gas station on onlybome side would create more
safety issues and traffic build up. Other
Survey, Q12 - write in
This is the only safe way for me to get to my home on 45th
because central is such a nightmare. That goes for both car
and bike travel. I also use it to run to the golf course. This road
is so important to the neighborhood Do not support
Survey, Q12 - write in
I take this route every day, there is very rarely congestion at this
point of Central, it is further north Other
Survey, Q12 - write in I dont use it Other
Survey, Q12 - write in
It’s a confusing intersection and if you closed it, it would have to
be really obvious or people will still turn to go there. Other
Survey, Q12 - write in THIS IS A GOOD IDEA Support
Survey, Q12 - write in The 5 way intersection feels unsafe whenever I use it. Support
Survey, Q5 I don't drive this portion, so no opinion Other
Survey, Q14
Reservoir should have been closed at this location long ago, it's
a clusterfuck.Support
Survey, Q14 I don’t use it so I have no opinion Other
Mpls OH, comment card
Waste of money but otherwise I don't care except that it just
shuffles traffic off onto 2 other streets that may not be able to
handle inlux.Other
8
Item 2.
Mpls OH, comment card
Make the "No Turn on Red" signs at 37th more visible. They do
not make a presence and are easily ignored or missed. 39th is
just a stop sing intersection. At leat 37th has a traffic light for
southbound vehicles. Seems contradicting to force traffic to a
lesser controled intersection to make a left turn.Other
Mpls OH, comment card I don't see any benefit to closing Reservoir Blvd at that junction.Do not support
Mpls OH, comment card
Might be a good idea to take the old rails out when you do this
project.Other
Mpls OH, layout comment I live nearby on Polk, seems like a good idea Support
Mpls OH, layout comment
Could you turn it into a cul de sac and remove northbound
access as well?Other
Mpls OH, layout comment
Agree with this. Fifth road here adds a lot of complexity, and it is
EASY for anyone using this southbound to find another route
that at worst adds like 30 seconds to their drive.Support
Mpls OH, layout comment
In my experience, most of the delays at 37th are either from
construction or a train at the level crossing.Other
Mpls OH, layout comment
I don't use Reservoir Ave but would like to see it closed and put
a roundabout at 37th Support
Mpls OH, layout comment
I don't understand this question. The map only shows what's
open, not what's closed Other
Mpls OH, layout comment
I use Reservoir Blvd but can get to Central at 37th. There is no
light at 39th and a left turn is not always feasible.Other
Mpls OH, layout comment How will we stop traffic from going the wrong way?Other
Mpls OH, layout comment
Doesn't Southbound Reservoir Blvd end at Central Ave and
37th?Other
Mpls OH, layout comment
I don't want to have to go four blocks out of my way because
that's my route back from the grocery store it's not fair I live on
40th that means I would have to go up to a different street come
back down to get home Do not support
Mpls OH, layout comment I don't use this road and have no opinion.Other
Mpls OH, layout comment What a dumd idea Do not support
Mpls OH, layout comment I don't use it so I don't have a strong opinion either way Other
CH OH, layout comment
This would mean if I'm going south and reservoir boulevard I
would have to go over to Central and go back North that makes
no sense Do not support
CH OH, layout comment
I think minimizing car delays should not be a priority. The priority
should be creating strong neighborhoods and transportation
systems that serve everyone. Other
CH OH, layout comment I have no opinion on this change Other
CH OH, layout comment
I think there are better options. Take the house down on the
corner of Reservoir & 37th Other
CH OH, layout comment
I've had no issues with the 37th/Central/Reservoir corner as a
driver. I've lived 2 blocks from this corner for 29 years.Do not support
Mpls VOH 39th Needs a traffic light to turn safely on to Central Other
Mpls VOH Will there be a light at alternate spaces?Other
CH VOH
I don't live there an don't feel that I have a stake in this part of
the project. I do know that if I need to get across heights I will
take reservoir instead of Central given the proposals.Other
I don't use reservoir and I'm unsure if this is a good idea to close
or not.Other
I cross Central on 37th Avenue NE and think the closure is
worth doing. Access from 39th is acceptable.Support
I live on Reservoir and fully support it being closed off.
Commuters on reservoir routinely drive past our home going
over 50 mph due to the long sight lines on Reservoir. I’ve never
heard a neighbor on reservoir complain that they can’t access
central fast enough, residents routinely express concern about
traffic speed and volume on reservoir and capping it at one end
would help. MNDOT could implement this tomorrow and I’d be
happy. I’d also like to see truck restrictions on Reservoir.Support
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Item 2.
10
Item 2.
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Item 2.
Central Avenue Redesign: Best Practices review, Public Works and Traffic Safety
Concerns (DC)
Summary:
MnDOT proposes reducing Central Avenue to one lane in each direction, despite traffic
volumes exceeding 20,000 vehicles per day - a level where national best practices caution
against full road diets without strong mitigations. While the plan improves safety by
reducing crashes and slowing vehicles, major operational and traffic concerns remain
unaddressed.
Key Risks:
• Traffic congestion and detours will become common.
• Higher Public Works costs for closures and maintenance.
• Bus stops blocking traffic during peak periods.
• Side street safety issues from diverted vehicles.
• Emergency response delays due to no alternative lanes.
Action Requested:
• Implement adaptive traffic signals
• Plan University Avenue improvements now.
• Include pull-outs or bus lanes for safe bus stops and maintenance.
• Model full side street impacts and mitigation plans.
• Design a flexible traffic management system for emergencies.
Conclusion:
Addressing safety in the corridor is primary, the current MnDOT plan leaves Columbia
Heights vulnerable to traffic gridlock, high operational costs, and Public Works safety risks.
City staff recommends a balanced approach with stronger mitigation measures moving
forward.
12
Item 2.
ITEM: Gould Ave NE and Peters Pl Parking Update.
DEPARTMENT: Community Development BY/DATE: CD Coordinator / April 30, 2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
X Healthy and Safe Community
_Equitable, Diverse, Inclusive, and Friendly
_Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
X Strong Infrastructure and Public Services
_Sustainable
BACKGROUND:
In December 2024, Staff presented the City Council with a proposal to alleviate on-street parking congestion in
the neighborhood immediately south and east of City Hall. The principal objectives were:
to preserve driveway access to existing off-street parking; and
to ensure municipal service operators such as trash and recycling can provide services; and
to protect passage and access needs for emergency services vehicles and snowplows.
The City Council approved this plan on December 9th, 2024, and moved to delegate to the City Manager the
act of establishing certain parking regulations (Resolution 2024 -93). Following this approval, Staff proceeded
with implementation of Step 1 of the plan and then provided an initial update to the City Council in January
2025.
SUMMARY OF CURRENT STATUS:
Since the implementation of Step 1 (designation of three parking zones) went into effect on January 2nd, Staff
have monitored parking conditions in the neighborhood.
Staff have observed that the north “No Parking (except for emergency services)” zone extending the entire
north street frontage of Gould Ave NE from Peters Pl to Reservoir Blvd has been effective. This frontage was
previously the most at-risk for driveway blockages due to parked cars. The elimination of parking on the north
side of the avenue has also ensured that Gould’s drive lane remains wide enough to accommodate trash and
recycling trucks and emergency services vehicles, even in snowy conditions.
The “No Parking (except for emergency services)” zone on portions of the east and west frontages of the north
arm of Peters Pl between Gould Ave NE and the 90-degree turn to the east has also been successful. Staff
observed that during the winter parking season, a few cars did park illegally in this zone and received citations
from CHPD. Overall, and particularly since the change from winter parking to summer parking on March 16th,
this zone has remained free of cars.
CITY COUNCIL WORK SESSION MEETING
AGENDA SECTION WORK SESSION ITEM
MEETING DATE 05/05/2025
13
Item 3.
City of Columbia Heights - Council Letter Page 2
An unexpected observation over the past four months has been the intense use of the “Commercial Parking
Only – 3-hour Limit” zone on the north and south frontages of Gould Ave NE between Central Ave NE and
Peters Pl. Staff have observed that this zone is often full, with cars parked bumper-to-bumper even early in the
morning. This zone presents a challenge because the regulation of these spaces relies primarily on the honor
system: enforcing the use requirement would be impractical and invasive, while enforcing the time limit would
require a substantial investment of City staff resources.
Since January 2nd, two residents have contacted Staff to discuss the regulations. One of these individuals
wanted clarification on rules for cars with disability parking hangtags, while the other wanted to express
frustration with congestion in the “Commercial Parking Only – 3-hour Limit” zone. Several neighborhood
residents also shared their feedback during a recent City Council meeting. Residents’ comments during the
meeting included acknowledgement of success in terms of trash pick-up and recognition of improved
conditions overall but also concern about congestion in the “Commercial Parking Only – 3-hour Limit” zone
and about enforcement of parking violations.
In preparation for this work session, CHPD provided parking violation incident statistics for the neighborhood.
The attached charts detail parking citations in 2024 and year-to-date in 2025 (January-April), excluding winter
parking overnight (2 AM – 6 AM) violations. In 2024, a total of eighty violations were recorded. In the period of
January-April 2025, a total of twenty-three violations were recorded, including at least four vehicles towed.
The most substantial change in the data is the number of citations for violation of MN State Statute
169.34.1(a)(14), Traffic Regulation - Stopping/Standing/Parking Where Signs Prohibit Stopping: only six
violations were recorded in all of 2024, whereas thirteen violations have already been recorded in 2025. The
increase in citations in this category demonstrates that CHPD is enforcing compliance in the posted “No
Parking (except for emergency services)” zones.
STAFF RECOMMENDATION:
Because the Step 1 implementation actions (designation of three parking zones) achieved the three principal
objectives, Staff recommend no changes to the parking regulations on Gould Ave NE and Peters Pl.
That being said, Staff have remarked that on Peters Pl, the combination of snow and cars parked on both sides
of the street can create an extremely narrow drive lane in the winter season. Furthermore, when cars remain
parked on the street overnight despite winter parking regulations, they also cr eate challenges for snowplows.
Staff are of the opinion that limiting parking to one side of Peters Pl would likely create safer conditions for
drivers and for pedestrians. However, it is important to recognize that neighborhood residents might prefer
maintaining all available on-street parking on Peters despite these safety concerns. Staff recommend no
change at this time but will continue to monitor seasonal conditions on Peters Pl.
Finally, Staff recommend that the City Council consider whether it would like to address the “Commercial
Parking Only – 3-hour Limit” zone congestion on Gould Ave NE through increased parking enforcement by
CHPD.
ATTACHMENT(S):
1. Neighborhood Parking Regulations Map (Current Conditions)
2. Parking Violation Data from CHPD
3. Copy of Parking Plan Council Letter, as presented to the City Council on December 9th, 2024
14
Item 3.
Neighborhood Parking RegulaƟons Map (Current CondiƟons)
City Council Work Session 05/05/2025
15
Item 3.
16
Item 3.
17
Item 3.
ITEM: Gould Ave NE and Peters Pl Parking Solutions
DEPARTMENT: Community Development BY/DATE: Community Development Coordinator /
December 5, 2024
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
X Healthy and Safe Community
_Equitable, Diverse, Inclusive, and Friendly
_Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
X Strong Infrastructure and Public Services
_Sustainable
BACKGROUND
The City Council directed Staff to develop solutions to alleviate on-street parking congestion in the
neighborhood immediately south and east of City Hall. Gould Ave NE, extending from Central Ave NE to
Reservoir Blvd, and Peters Pl, between Gould and Reservoir, have been the main locations of congestion.
The principal objectives were:
to preserve driveway access to existing off-street parking; and
to ensure municipal service operators such as trash and recycling can provide services; and
to protect passage and access needs for emergency services vehicles and snowplows.
These objectives align with § 7.102(B)(2) of the City Code, which states, “Any public street, alley, municipal
parking lot or portion thereof is subject to regulation by the Council or by the administrative service, as is
necessary to prevent accidents, to eliminate traffic congestion, to provide public access to adequate parking
facilities, or to otherwise promote the safety and welfare of the city.”
SUMMARY OF CURRENT STATUS
Because there is no east-west alley between 40th Ave NE and Gould Ave NE, most residential properties along
the north side of Gould have parking access—driveways—from the street. This development pattern created a
street frontage with many curb aprons and small, irregularly sized spaces between them. The south frontage
of Gould does not have the same conditions because most properties on the south side of the street access
parking from the alleys between Gould and Peters Pl.
Neighborhood residents have expressed concerns about pedestrian safety on these streets and have told Staff
and members of the Council that cars parked between the closely spaced curb aprons have repeatedly
blocked access to driveways. The narrowness of the street combined with the presence of parked cars on both
sides has made it difficult for emergency vehicles to pass down the street. Trash and recycling trucks have
struggled to access cans on collection day.
CITY COUNCIL MEETING
AGENDA SECTION ITEMS FOR CONSIDERATION
MEETING DATE DECEMBER 9, 2024
18
Item 3.
City of Columbia Heights - Council Letter Page 2
The west portion of Gould, between Central and Peters, is part of the city’s Central Business District. This
portion of the street was widened during the City Hall redevelopment project and does not face the same
congestion challenges. However, based on a comprehensive analysis of the neighborhood, Staff believe that a
reduction in parking on the east portion of Gould could have the unintended effect of shifting residential
congestion westward, interfering with on-street commercial parking for nearby businesses.
Peters Pl is a narrow, winding street with several hills and no pedestrian infrastructure.
When faced with parking congestion in residential neighborhoods, some cities have established permit
parking districts. The creation of parking districts is supported by legal precedent in U.S. Supreme Court case
County Board of Arlington County, Virginia, v. Rudolph A. Richards (1977). Cities that have chosen this strategy
have often done so to regulate parking between different uses, for example, between residential parking and
institutional parking for a hospital or a school. Cities have also used parking districts to limit on-street parking
for the safety and well-being of residents, for example, to prevent hazardous conditions for emergency
vehicles.
Although permit parking districts can limit the number of cars parked on a street or restrict parking to
residents, they also have disadvantages. The creation and enforcement of a parking district incurs substantial
staff time and cost for implementation, enforcement, and ongoing administration. Crucially for this
neighborhood, parking districts cannot ensure that parked cars do not block driveways or trash cans.
STAFF RECOMMENDATION
Based on our analysis, Staff concluded that using existing regulatory tools available to the City Council would
be the fastest, least expensive, least administratively burdensome, and most effective method of addressing
the identified objectives.
City Code provides, per § 7.202(A), that “[t]he Council may regulate traffic flow and prevent traffic congestion
by designation of certain streets or portions thereof as “no parking, no stopping, or no standing” zones and
may limit the hours in which the restrictions apply,” and per § 7.202(B), that “[t]he Council may regulate
access to public parking areas by designating areas where the right to park is limited to a specified duration of
time. The Council may limit such restrictions to specified hours of the day.”
Staff recommend a three-step phased approach to resolving the parking congestion, with the first two steps
provided for in the attached Resolution 2024-93. This proposal was originally presented at the December 2 nd,
2024 City Council Work Session and received a positive recommendation from the Council to move forward.
Step 1: Designate three zones:
a “No Parking (except for emergency services)” zone extending the entire north street frontage of
Gould Ave NE from Peters Pl to Reservoir Blvd; and
a “No Parking (except for emergency services)” zone on portions of the east and west frontages of the
north arm of Peters Pl between Gould Ave NE and the 90-degree turn to the east; and
a “Commercial Parking Only – 3-hour Limit” zone on both the north and south frontages of Gould Ave
NE between Central Ave NE and Peters Pl.
19
Item 3.
City of Columbia Heights - Council Letter Page 3
“Emergency services” use shall include fire, police, public safety, and emergency vehicles such as, but not
limited to, ambulances.
Step 2: If on-street parking congestion persists, designate a fourth zone:
a “No Parking (except for emergency services)” zone extending the entire west, south, and southwest
street frontages of Peters Pl.
Step 3: If the objectives are still not achieved, create a residential permit parking district in the neighborhood:
a residential permit parking district along the south street frontage of Gould Ave NE between Peters Pl
and Reservoir Blvd; and
a residential permit parking district along the remaining east, north, and northeast street frontages of
Peters Pl.
Note that in Step 3 implementation, all four zones detailed in Step 1 and Step 2 would also be maintained.
Today, Staff recommend advancing Resolution 2024-93 providing for the implementation of Step 1 and Step 2.
The implementation process for Step 1 shall begin immediately following the passage of the resolution,
subject to signage fulfillment and installation timelines. If evaluation of the impacts of Step 1 shows that
additional action is necessary, Staff will inform the Council and proceed with implementation of Step 2. If
evaluation of the impacts of Step 2 shows that additional action is still necessary, Staff will inform the Council
and present draft legislation for adding residential permit parking district powers to City Code.
RECOMMENDED MOTION(S):
MOTION: Move to waive the reading of Resolution 2024-93, there being ample copies available to the
public.
MOTION: Move to adopt Resolution 2024-93, a resolution of the City Council for the city of Columbia
Heights, Minnesota, delegating to the City Manager the act of establishing parking regulations on Gould Ave
NE and Peters Pl.
ATTACHMENT(S):
1. Resolution 2024-93
2. Map of Proposed Parking Zones: Step 1 and Step 2
20
Item 3.
ITEM: GreenStep Cities Progress Discussion.
DEPARTMENT: Community Development BY/DATE: Andrew Boucher / City Planner, May 1, 2025
CORE CITY STRATEGIES:
_Healthy and Safe Community
_Equitable, Diverse, Inclusive, and Friendly
_Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
_Strong Infrastructure and Public Services
X Sustainable
BACKGROUND:
Over the past two years, the City has sought to increase participation in the GreenStep Cities program and
progress towards a Step 3 recognition. As a result, there has been a variety of reporting on past actions as well
as introducing new policies and ordinance amendments. Some of these items include but are not limited to:
- Making no/low-cost indoor lighting and operational changes to city-owned/school buildings to reduce
energy costs (i.e. replacing lighting fixtures with LEDs, installation building controls, and creating on-
site renewable energy for multiple public buildings as well as increasing the amount of renewable
energy credits purchased).
- Implementing a solar permit checklist and pursuing additional actions through the SolSmart
designation process including a GIS dashboard to track solar capacity as well as establishing solar rights
as permitted uses in all zoning districts.
- Adopting a Complete Streets Policy and incorporating it into zoning code through the design standard
district language as well as participation in Safe Streets for All and preparation of a citywide
Transportation Safety Action Plan.
- Creation of a City Sustainability Commission and goal-setting activity to determine their future
priorities, which has also contributed to the development of an Energy Action Plan for consideration
new month.
There are still specific items that are required to be completed before the City can be recognized as a Step 3
GreenStep City and should be prioritized by staff in the relevant departments responsible as applicable . These
actions include:
- BPA 15.1: Adopt a sustainable purchasing policy or administrative guidelines/practices directing that
the city purchase at least EnergyStar and EPEAT certified equipment and appliances as well as paper
with a post-consumer recycled content.
o Have a written policy/guidelines/practices specifying at a minimum purchase of Energy Star
and/or EPEAT equipment/appliances, and/or recycled-content paper (at least 50% post-
consumer, or at least 10% of copy paper with 100% recycled content); require the purchase of
remanufactured toner cartridges or high yield OEM cartridges when purchasing monochrome
printer cartridges.
CITY COUNCIL WORK SESSION MEETING
AGENDA SECTION WORK SESSION ITEM
MEETING DATE 05/05/2025
21
Item 4.
City of Columbia Heights - Council Letter Page 2
- BPA 24.2: Organize goals/outcome measures from all city plans (social, environmental, economic) and
report to community members data that show progress toward meeting these goals.
o Report goals/outcomes annually from plans such as comprehensive, parks, library, housing,
stormwater, drinking water, transportation, economic development, energy, sustainability .
- BPA 29.1: Prepare to maintain public health and safety during extreme weather and climate -change-
related events, while also taking a preventive approach to reduce risk for community members.
o In consultation with the county, every two years review the county (or city if there is one)
Hazard Mitigation Plan and identify who is responsible for city preparedness, emergency
response, and recovery efforts for each hazard. Routinely p articipate in updating the
County/City Plan to include equitable actions for climate adaptation and community resilience.
(Category A & B cities must achieve a 1-star rating plus either a 2- or 3- star rating for Step 3
recognition). Report community engagement efforts under BPA 29.3.
o Address how all diverse populations in a jurisdiction are served by emergency communication,
evacuation and sheltering, mitigation and prevention, planning and preparedness. Develop
targeted emergency communications in appropriate languages (or get access to existing
versions) for each population of non-English speakers in your community for each hazard.
These three items have to be completed prior to the City receiving recognition as a Step 3 GreenStep City.
This item is being presented as an informational update for the Council. As part of this effort, we welcome any
input or direction from the Council how to delegate and prioritize these actions.
SUMMARY OF CURRENT STATUS:
Council informational item.
STAFF RECOMMENDATION:
None.
ATTACHMENT(S):
1. 2025 Assessment
22
Item 4.
1
Assessment 2025
City of Columbia Heights: Category A City
Table of Contents
About the Program ............................................................................................................................................................. 1
Information and GreenStep Status ..................................................................................................................................... 2
Notable Actions .......................................................................................................................................................... 2
Step Advancement Guidelines ............................................................................................................................................ 2
Best Practice Actions: .......................................................................................................................................................... 4
Buildings and Lighting (BPs 1-5) ................................................................................................................................. 4
Land Use (BPs 6-10) ................................................................................................................................................... 9
Transportation (BPs 11-14) ...................................................................................................................................... 15
Environmental Management (BPs 15-23) ................................................................................................................ 19
Resilient Economic and Community Development (BPs 24-29) .............................................................................. 28
About the Program
The GreenStep Cities program is a five-step program for cities and tribal nations to work towards sustainability. There
are 29 best practices which each provide required and recommended actions. Recommended actions are placed into the
following categories: buildings and
lighting, land use, transportation,
environmental management, and
resilient economic and community
development. Each action submitted
by a city receives a ranking based on
a three-star system.
Assessment Date: 4/15/2025
Assessment completed by: Erica Bjelland
23
Item 4.
2
Information and GreenStep Status
Preliminary submission for city review: Yes
Final April 1st recommendation to League of MN Cities: No
All required BPs done for Step 3?: No
Step 3 BP distribution requirement met?: No
Recommend June 2025 recognition Step 3?: No
Current Distribution of BP Categories: Star-Rating of Actions:
Notable Actions
● Library built on brownfields site revitalized community’s “main street” and
recognized with 2016 ReScape award.
● Sump pump inspection program reviewed every property and removed
sump pump and roof drain cross-connections to the sanitary sewer.
● Sustainability Commission started in 2023 includes 9 members and a
Councilmember liaison.
● Youth Commission includes 7-13 members with students between 14 and 18 years of age.
● City Hall vertical mixed-use development built in 2023 includes 266 apartments, 3,500 sf café space, and
community room.
● Employee bikes available for staff to travel from City Hall to other City offices located within one mile.
17%
25%
8%
29%
21%
Buildings & Lighting
Land Use
Transportation
Environmental Management
Resilient Economic & Community Development
The star-rating system represents the rating of the city’s
action, where Not Rated (NR) is an uncompleted action, 1-
star represents basic completion, 2-star is full completion,
and 3-star is the maximum completion of the given action.
See all city-reported actions at
https://greenstep.pca.state.m
n.us/city-detail/11932
Joined: February 2013
Status: Step 2
Total Best Practices (BPs) Complete: 10
Total BP Actions Complete: 24
Columbia Height’s GreenStep Page
43%
48%
9%★
★★
★★★
24
Item 4.
3
Step Advancement Guidelines
Guidelines for Step 2:
As a Category A city, to be recognized as a Step 2 GreenStep City, ANY 8 Best Practices
must be reported.
Any 8 Best Practices
Guidelines for Step 3:
As a Category A city, to be recognized as a Step 3 GreenStep City, the following must be
reported, at minimum:
Any 16 Best Practices (currently: 11)
Public Buildings: 1.1, 1.2, and any one additional action from 1.3-1.7
Buildings & Lighting: any one additional Buildings & Lighting BP (2-5)
Comprehensive, Climate & Energy Plans: 6.1 and 6.2
Land Use: any one additional Land Use BP (7-10)
Living & Complete Streets: 11.1 and any two additional actions from 11.1-11.6
Mobility Options: any two actions from 12.1-12.6
Sustainable Purchasing: 15.1 and any one additional action from 15.2-15.8
Community Forests & Soils: any two actions from 16.1-16.7
Stormwater Management: any one action from 17.1-17.6
Environmental Management: any one additional Environmental Management BP (18-23)
Benchmarks & Community Engagement: 24.1 and 24.2
Green Business Development: any two actions from 25.1-25.7
Climate Adaptation & Community Resilience: 29.1 at a 2- or 3-star rating
Guidelines for Steps 4 and 5:
Steps 4 and 5 focus on metrics – what are the outcomes of all of the actions that the city
has implemented over time?
● Step 4: Measure and report a minimum number of core and optional metrics for
the previous calendar year or the most recent available data.
o Category A communities: In addition to the CORE metrics, include 5 additional metrics of choice.
● Step 5: Demonstrate improvement three eligible metrics measured in Step 4, from one data year to the
next.
o Category A, B, and C communities: Improve upon 3 eligible metric elements.
Learn more about
Step 2
Learn more about
Step 3
Learn more about
Steps 4 & 5
25
Item 4.
4
Best Practice Actions: Detailed Descriptions
Buildings and Lighting
BP 1: Efficient Existing Public Buildings
BP 2: Efficient Existing Private Buildings
BP 3: New Green Buildings
BP 4: Efficient Outdoor Lighting and Signals
BP 5: Building Redevelopment
Best Practice 1: Efficient Existing Public Buildings
BP 1 Completed? YES Total actions completed: 3
Actions to Complete BP 1: 1.1, 1.2, and any one additional action
Best
Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last
Entry:
1.1 ★★ Enter/update building information
and monthly usage data into the MN
B3 Benchmarking database.
5 main buildings entered into B3 system
back to 2007
2/21/2014
1.2 ★
Make no/low cost indoor lighting and
operational changes in city-
owned/school buildings.
Evaluating older buildings with MSC
since 2010
12/24/2014
1.3 ★ Invest in larger energy efficiency
projects.
Lighting switched to LED as lighting fails
or due for upgrades
12/22/2014
1.4 Choose an
item.
Implement IT efforts and city
employee engagement to reduce
plug loads, building energy use and
workflow efficiency.
1.5 Choose an
item.
Meet the SB 2030 energy standard or
qualify under a green building or
energy framework.
1.6 Choose an
item.
Improve operations and maintenance
of city-owned/school buildings and
leased buildings.
26
Item 4.
5
1.7 Choose an
item.
Install one or more of the following:
-A ground-source, closed loop
geothermal system.
-A district energy/microgrid system.
-A rainwater harvesting system
Best Practice 2: Efficient Existing Private Buildings
BP 2 Completed? NO Total actions completed: 1
Actions to Complete BP 2: Any one two actions
Best
Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last
Entry:
2.1 ★ Create or participate in a program to
promote energy and water efficiency.
Welcome packet includes info on Home
Energy Squad, waste collection
11/7/2023
2.2 Choose an
item.
Integrate green building and EV
charging best practices information
and assistance into the building
permit process.
2.3 Choose an
item.
Implement an energy
rating/disclosure policy for
residential/commercial buildings.
2.4 Choose an
item.
Describe energy/water efficiency
outcomes and other green building
practices at local businesses and not-
for-profit organizations.
2.5 Choose an
item.
Create one of the following:
-Water-wise landscaping ordinance/
guidance
-WaterSense purchasing program
-Guidance on rainwater harvesting
and home water softener use
2.6 Choose an
item.
Provide a financial or other incentive
to private parties who add
energy/sustainability improvements,
meet the SB 2030 energy standard,
or renovate using a green building or
energy framework.
27
Item 4.
6
2.7 Choose an
item.
Customize a model sustainable
building renovation policy that
includes the SB 2030 energy standard
and adopt the language to govern
private renovation projects.
Best Practice 3: New Green Buildings
BP 3 Completed? NO Total actions completed: 0
Actions to Complete BP 3: Any one action from 3.1-3.2 and any one action from 3.3-3.5
Best
Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last
Entry:
3.1 Choose an
item.
Require by city policy that new city-
owned buildings be built using the SB
2030 energy standard and/or a green
building framework.
3.2 Choose an
item.
Work with the local school district to
ensure that future new schools are
built using the SB 2030 energy
standard and/or a green building
framework.
3.3 Choose an
item.
Adopt a sustainable building policy
for private buildings; include the SB
2030 energy standard; adopt
language governing new
development projects.
3.4 Choose an
item.
Provide a financial or other incentive
to private parties who build new
buildings that utilize the SB 2030
energy standard and/or a green
building framework.
3.5 Choose an
item.
Adopt environmentally preferable
covenant guidelines for new common
interest communities addressing
sustainability.
28
Item 4.
7
Best Practice 4: Efficient Outdoor Lighting and Signals
BP 4 Completed? NO Total actions completed: 0
Actions to Complete BP 4: Any two actions (including one from 4.5-4.8)
Best
Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last
Entry:
4.1 Choose an
item.
Require energy efficient, Dark-Sky
compliant new or replacement
outdoor lighting fixtures on city-
owned/private buildings/facilities.
4.2 Choose an
item.
Purchase LEDs for all future street
lighting and traffic signals.
4.3 Choose an
item.
Replace city street lighting with Dark
Sky-compliant LEDs, modifying any
city franchise/utility agreement and
adding smart grid attributes.
4.4 Choose an
item.
Coordinate traffic signals; optimize
signal timing to minimize car idling at
intersections yet maintain safe and
publicly acceptable vehicle speeds.
4.5 Choose an
item.
Use LED/solar-powered lighting for a
flashing sign or in a street/parking
lot/park project.
4.6 Choose an
item.
Relamp/improve exterior building
lighting for city-owned buildings/
facilities with energy efficient, Dark-
Sky compliant lighting.
4.7 Choose an
item.
Replace city-owned parking lot/ramp
lighting with Dark-Sky compliant,
energy efficient, automatic dimming
lighting technologies.
4.8 Choose an
item.
Replace city's existing traffic signal
indications with LEDs.
29
Item 4.
8
Best Practice 5: Building Redevelopment
BP 5 Completed? NO Total actions completed: 0
Actions to Complete BP 5: Any one action
Best
Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last
Entry:
5.1 Choose an
item.
Adopt an historic preservation
ordinance/ regulations and
encourage adaptive reuse.
5.2 Choose an
item.
Implement the Minnesota Main
Street model for commercial
revitalization.
5.3 Choose an
item.
Plan for reuse of large-format retail
buildings, or work with a local school,
church or commercial building to
either add-on space or repurpose
space into new uses.
5.4 Choose an
item.
Create/modify a green residential
remodeling assistance/financing
program to assist homeowners in
adding space or sustainable features.
5.5 Choose an
item.
Adopt development/design standards
and programs that facilitate infill,
redevelopment, and adaptable
buildings.
30
Item 4.
9
Land Use
BP 6: Comprehensive, Climate and Energy Plans
BP 7: Resilient City Growth
BP 8: Mixed Uses
BP 9: Efficient Highway and Auto-Oriented Development
BP 10: Design for Natural Resource Conservation
Best Practice 6: Comprehensive, Climate and Energy Plans
BP 6 Completed? YES Total actions completed: 2
Actions to Complete BP 6: 6.1 and 6.2
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
6.1 ★★ Adopt a comprehensive plan or a
future land use plan adopted by the
county or a regional entity.
Comp Plan adopted 2010 8/1/2010
6.2 ★ Demonstrate that regulatory
ordinances comply with the
comprehensive plan.
Comp Plan referenced in Chapter
10: Land Use
2/27/2014
6.3 Choose an
item.
Include requirements in
comprehensive and/or other plans for
intergovernmental coordination.
6.4 Choose an
item.
Include ecological provisions in the
comprehensive plan that explicitly aim
to minimize open space fragmentation
and/or establish a growth area with
expansion criteria.
6.5 Choose an
item.
Adopt climate mitigation and/or
energy independence goals/objectives
in the comprehensive plan or in a
separate policy document; include
transportation recommendations.
31
Item 4.
10
Best Practice 7: Resilient City Growth
BP 7 Completed? YES Total actions completed: 1
Actions to Complete BP 7: Any one action
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
7.1 Choose an
item.
Eliminate barriers and actively
encourage higher density housing in
city zoning ordinance and map.
7.2 ★ Achieve higher density housing with
one of the following:
a. Flexible lot size/frontage
requirement for infill development.
b. Density and floor area ratio (FAR)
bonuses in selected residential zoning
districts.
c. Clustered residential development.
d. Allowing accessory dwelling units,
single-room occupancy housing, senior
housing, co-housing or tiny houses /
apartments by right in selected zoning
districts.
e. Implement a vacation rental
property registration policy and/or
special tax.
Grand Central Lofts development
only allows condos and town
homes
12/19/2014
7.3 Choose an
item.
Achieve higher intensity
commercial/industrial land uses
through at least one of the following
strategies:
a. Include a commercial district with
zero-lot-line setbacks and a FAR
minimum of 1.
b. Set targets for the minimum
number of employees/acre in
different commercial zones.
7.4 Choose an
item.
Provide incentives for affordable
housing, workforce housing, infill
projects, or for life-cycle housing at or
near job or retail centers, or for
32
Item 4.
11
achieving an average net residential
density of seven units per acre.
7.5 Choose an
item.
Use design to create social trust and
interaction among neighbors and
allow developments that meet the
prerequisites for LEED for
Neighborhood Development
certification.
Best Practice 8: Mixed Uses
BP 8 Completed? YES Total actions completed: 2
Actions to Complete BP 8: Any two actions
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
8.1 Choose an
item.
Organize or participate in a
community planning process for the
city/a mixed-use district, including
specific community engagement
practices that engage cultural and
income diverse community members.
8.2 ★★ Locate or lease a property for use as a
school, city building or other
government facility that has at least
two of these attributes:
a. Adjacent to an existing employment
or residential center.
b. Designed to facilitate and
encourage access by walking, biking,
or other non-vehicle travel modes.
c. Accessible by regular transit service.
2023 City Hall located along
Central Avenue with transit, 250
apartments above municipal
center, EV charging; central
business district does not require
parking
12/1/2023
8.3 Choose an
item.
Modify a planned unit development
(PUD) ordinance to emphasize or
require mixed-use development or
affordable housing, to limit residential
PUDs to areas adjacent to commercial
development, and/or to add
sustainability features.
33
Item 4.
12
8.4 Choose an
item.
Report that a (re)development meets
a city/community-determined
minimum point threshold under the
Equitable Development Scorecard or
LEED-Neighborhood Development.
8.5 ★★★ Have a downtown zoning district that
emphasizes small and destination
business, entrepreneurial spaces, and
allows or requires residential and
residential-compatible commercial
development.
Central Business District
encourages mix of retail,
financial, office, service, civic, and
educational uses with residential
allowed above first floor
commercial
12/1/2023
8.6 Choose an
item.
Incorporate form-based zoning
approaches into the zoning code, in
those areas where a diverse mix of
uses is desired.
8.7 Choose an
item.
Create incentives for vertical mixed-
use development in appropriate
locations.
Best Practice 9: Efficient Highway and Auto-Oriented Development
BP 9 Completed? YES Total actions completed: 1
Actions to Complete BP 9: Any one action
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
9.1 ★★ Establish design goals for at least one
highway/auto-oriented
corridor/cluster.
Corridor design guidelines
adopted 2003 which includes
Central Ave corridor
streetscaping, pedestrian
infrastructure, plantings, etc.
11/20/2014
9.2 Choose an
item.
Participate in regional economic
development planning with
representatives from surrounding
townships, cities, the county and
business interests to:
a. Estimate commercial/industrial
needs among all jurisdictions.
b. Jointly implement
recommendations to stage
34
Item 4.
13
highway/auto-oriented commercial
development in order to avoid
overbuilding and expensive low-
density development.
9.3 Choose an
item.
Adopt infrastructure design standards
that protect the economic and
ecologic functions of the highway
corridor through clustering of
development, native plantings and
incorporating access management
standards.
9.4 Choose an
item.
Adopt development policies for large-
format developments, zoning for auto-
oriented commercial districts at the
sub-urban edge and/or in tightly
defined and smaller urban
development corridors/nodes that
have some bike/walk/transit access.
Best Practice 10: Design for Natural Resource Conservation
BP 10 Completed? NO Total actions completed: 0
Actions to Complete BP 10: Any one action
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
10.1 Choose an
item.
Conduct a Natural Resource Inventory
or Assessment; incorporate protection
of priority natural systems or
resources such as groundwater
through the subdivision or
development process.
10.2 Choose an
item.
For cities outside or on the fringe of
metropolitan areas, conduct a build-
out analysis, fiscal impact study, or
adopt an urban growth boundary and
a capital improvement plan that
provides long-term protection of
natural resources/systems, and
agriculture outside the boundary.
35
Item 4.
14
10.3 Choose an
item.
For cities within metropolitan areas,
incorporate woodland best
management practices addressing
protection of wooded areas into
zoning or development review.
10.4 Choose an
item.
Adopt a conservation design policy;
use a conservation design tool for pre-
design meetings with developers and
for negotiating development
agreements in cities with undeveloped
natural resource areas.
10.5 Choose an
item.
Preserve environmentally sensitive,
community-valued land by placing a
conservation easement on city lands,
and by encouraging/funding private
landowners to place land in
conservation easements.
10.6 Choose an
item.
Conserve natural, cultural, historic
resources by adopting or amending
city codes and ordinances to support
sustainable sites, including roadsides,
and environmentally protective land
use development.
10.7 Choose an
item.
Support and protect wildlife through
habitat rehabilitation, preservation
and recognition programs.
36
Item 4.
15
Transportation
BP 11: Living & Complete Streets
BP 12: Mobility Options
BP 13: Efficient City Fleets
BP 14: Demand-Side Travel Planning
Best Practice 11: Living & Complete Streets
BP 11 Completed? NO Total actions completed: 1
Actions to Complete BP 11: 11.1 and two one additional actions
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
11.1 ★★ Adopt a complete streets policy, or a
living streets policy, which addresses
landscaping and stormwater.
City Council adopted a Complete
Streets Policy January 13, 2025
1/23/2025
11.2 Choose an
item.
Adopt zoning language or approve a
skinny street/development project
that follows green street and/or
walkable streets principles.
11.3 Choose an
item.
Modify a street in compliance with the
city's complete streets policy.
11.4 Choose an
item.
Identify, prioritize and remedy
complete streets gaps and lack of
connectivity/safety within your road
network.
11.5 Choose an
item.
Identify and remedy street-trail gaps
between city streets and off-road
trails/bike trails.
11.6 ★★ Implement traffic calming
policy/measures in at least one street
redevelopment project.
Roundabout built at Jefferson
and 39th
11/19/2014
37
Item 4.
16
Best Practice 12: Mobility Options
BP 12 Completed? NO Total actions completed: 0
Actions to Complete BP 12: Any two actions
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
12.1 Choose an
item.
Increase walking, biking and transit.
12.2 ★★ Conduct an Active Living campaign
such as a Safe Routes to School
program.
Program with Columbia Heights
Police Department where
unclaimed bicycles are
refurbished and given to the
school district
6/10/2024
12.3 Choose an
item.
Prominently identify mobility options:
transit; paratransit/Dial-A-Ride;
ridesharing/cab services; rental cars;
bikes; airports.
12.4 Choose an
item.
Promote carpooling or ridesharing
among community members, city
employees, businesses, high schools
and institutions of higher education.
12.5 Choose an
item.
Implement workplace multi-modal
transportation best management
practices - including telework/
flexwork - in city government,
businesses or at a local health care
provider.
12.6 Choose an
item.
Add/expand transit service, or
promote car/bike sharing.
38
Item 4.
17
Best Practice 13: Efficient City Fleets
BP 13 Completed? NO Total actions completed: 1
Actions to Complete BP 13: Any two one actions
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
13.1 Choose an
item.
Efficiently use your existing fleet of
city vehicles by encouraging trip
bundling, video conferencing,
carpooling, vehicle sharing and
incentives/technology.
13.2 Choose an
item.
Right-size/down-size city fleet with
the most fuel-efficient vehicles that
are of an optimal size and capacity for
their intended functions.
13.3 Choose an
item.
Phase-in operational changes,
equipment changes including electric
vehicles, and no-idling practices for
city or local transit fleets.
13.4 ★★ Phase in bike, e-bike, foot or
horseback modes for police,
inspectors and other city staff.
Two city bikes available for City
Hall staff to travel to Public
Safety Building, Community or
Municipal Service Centers
5/21/2024
13.5 Choose an
item.
Document that local school bus fleet
has optimized routes, start times,
boundaries, vehicle efficiency and
fuels, driver actions to cut costs
including idling reduction, and shifting
students from the bus to walking,
biking and city transit.
13.6 Choose an
item.
Retrofit city diesel engines or install
auxiliary power units and/or
electrified parking spaces.
39
Item 4.
18
Best Practice 14: Demand-Side Travel Planning
BP 14 Completed? NO Total actions completed: 0
Actions to Complete BP 14: Any two actions
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
14.1 Choose an
item.
Reduce/eliminate parking minimums;
add parking maximums; develop
district parking; install meters and
charge for parking at curb and city-
owned lots/ramps.
14.2 Choose an
item.
For cities with regular transit service,
require/provide incentives for the
siting of retail services at transit/
density nodes.
14.3 Choose an
item.
For cities with regular transit service,
require/provide incentives for the
siting of higher density housing at
transit/density nodes.
14.4 Choose an
item.
Require new (re)developments to
prepare a travel demand management
plan or transit-oriented development
standards or LEED for Neighborhood
Development certification.
40
Item 4.
19
Environmental Management
BP 15: Sustainable Purchasing
BP 16: Community Forests and Soil
BP 17: Stormwater Management
BP 18: Parks and Trails
BP 19: Surface Water
BP 20: Efficient Water and Wastewater Systems
BP 21: Septic Systems
BP 22: Sustainable Consumption and Waste
BP 23: Local Air Quality
Best Practice 15: Sustainable Purchasing
BP 15 Completed? NO Total actions completed: 0
Actions to Complete BP 15: 15.1 and any one additional action
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
15.1 Choose an
item.
Adopt a sustainable purchasing policy
or administrative guidelines/practices
directing the city purchase at least:
a. EnergyStar and EPEAT certified
equipment and appliances.
b. Paper containing post-consumer
recycled content.
15.2 Choose an
item.
Purchase energy used by city
government with a higher renewable
percentage than required by MN law.
15.3 Choose an
item.
Establish purchasing preferences that
support local, Minority, Disability, and
Women-Owned businesses and,
working with a local business
association, develop a list of locally-
produced products and suppliers for
common purchases.
15.4 Choose an
item.
Require purchase of U.S. EPA
WaterSense-certified products.
41
Item 4.
20
15.5 Choose an
item.
Set minimum sustainability standards
to reduce the impact of your concrete
use, asphalt, roadbed aggregate, or
other construction materials.
15.6 Choose an
item.
Require printing services to be
purchased from companies using
sustainable practices.
15.7 Choose an
item.
Lower the environmental footprint of
meetings and events in the city.
15.8 Choose an
item.
Use national green standards/
guidelines for purchasing/investments
such as cleaning products, furniture,
flooring/coatings.
Best Practice 16: Community Forests and Soil
BP 16 Completed? YES Total actions completed: 2
Actions to Complete BP 16: Any two actions
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
16.1 ★ Certify as a Tree City USA. Tree City USA for 22 years; May
arbor month declaration
11/19/2014
16.2 Choose an
item.
Adopt best practices for urban tree
planting/quality; require them in
private developments and/or use
them in at least one development
project.
16.3 Choose an
item.
Budget for and achieve resilient urban
canopy/tree planting goals.
16.4 Choose an
item.
Maximize tree planting along your
main downtown street or throughout
the city.
16.5 Choose an
item.
Adopt a tree preservation or native
landscaping ordinance.
16.6 ★★ Build community capacity to protect
existing trees by one or more of:
Certified Forester on staff
conducts inspections for city
12/22/2014
42
Item 4.
21
a. Having trained tree specialists.
b. Supporting volunteer forestry
efforts.
c. Adopting an EAB/forest
management plan or climate
adaptation plan for the urban forest.
trees and private hazardous and
diseased trees; Diseased Tree
Management Program
16.7 Choose an
item.
Conduct a tree inventory or canopy
study for public and private trees.
Best Practice 17: Stormwater Management
BP 17 Completed? NO Total actions completed: 0
Actions to Complete BP 17: Any one action
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
17.1 Choose an
item.
Adopt and use Minnesota's Minimal
Impact Design Standards (MIDS).
17.2 Choose an
item.
Complete the GreenStep Municipal
Stormwater Management
Assessment.
17.3 Choose an
item.
Adopt by ordinance one or more
stormwater infiltration/management
strategies to reduce impervious
surface.
17.4 Choose an
item.
Create a stormwater utility that uses
variable fees to incentivize and
educate property owners.
17.5 Choose an
item.
Adopt and implement guidelines or
design standards/incentives for
stormwater infiltration/reuse
practices.
17.6 Choose an
item.
Reduce de-icing and dust suppressant
salt use to prevent permanent surface
water and groundwater pollution.
43
Item 4.
22
Best Practice 18: Parks and Trails
BP 18 Completed? NO Total actions completed: 0
Actions to Complete BP 18: Any three actions
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
18.1 Choose an
item.
Make improvements within your city's
system of parks, offroad trails and
open spaces.
18.2 Choose an
item.
Plan and budget for a network of
parks, green spaces, water features
and trails for areas where new
development is planned.
18.3 Choose an
item.
Achieve minimum levels of city green
space and maximize the percent
within a ten-minute walk of
community members.
18.4 Choose an
item.
Adopt low-impact design standards in
parks and trails that infiltrate or retain
all 2 inch, 24-hour stormwater events
on site.
18.5 Choose an
item.
Create park/city land management
standards/practices that maximize at
least one of the following:
a. Low maintenance turf
management; native landscaping;
organic or integrated pest
management; pollinator/monarch-
safe policies.
b. Recycling/compostables collection;
use of compost as a soil amendment.
c. Sources of nonpotable water, or
surface/rain water, for irrigation.
18.6 Choose an
item.
Certify at least one golf course in the
Audubon Cooperative Sanctuary
Program.
44
Item 4.
23
18.7 Choose an
item.
Document that the operation and
maintenance, or construction /
remodeling, of at least one park
building used an asset management
tool, the SB 2030 energy standard, or
a green building framework.
18.8 Choose an
item.
Develop a program to involve
community members in hands-on land
restoration, invasive species
management and stewardship
projects.
Best Practice 19: Surface Water
BP 19 Completed? NO Total actions completed: 1
Actions to Complete BP 19: If the city has a State public water, 19.4 and any one additional action.
If the city does not have a State public water, any one action.
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
19.1 Choose an
item.
Consistently monitor surface water
quality/clarity and report findings to
community members.
19.2 Choose an
item.
Conduct/support multi-party
community conversations,
assessments, plans, and actions to
improve local water quality/quantity.
19.3 Choose an
item.
Adopt and publicly report on
measurable surface water
improvement targets for lake, river,
wetland and ditches.
19.4 ★ Adopt a shoreland ordinance for all
river and lake shoreland areas.
Shoreland Overlay District 12/22/2014
19.5 Choose an
item.
Adopt goals to revegetate shoreland
and create a local program or
outreach effort to help property
owners with revegetation.
19.6 Choose an
item.
Implement an existing TMDL
implementation plan.
45
Item 4.
24
19.7 Choose an
item.
Create/assist a Lake Improvement
District.
19.8 Choose an
item.
Reduce flooding damage and costs
through the National Flood Insurance
Programs and the NFIP’s Community
Rating System.
Best Practice 20: Efficient Water and Wastewater Systems
BP 20 Completed? YES Total actions completed: 3
Actions to Complete BP 20: 20.1, 20.2, and any one additional action
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
20.1 ★ Compare the energy use and financial
performance of your facilities with
other peer facilities.
Engineering study and CIP for
drinking water system every 5
years
12/22/2014
20.2 ★★ Plan and budget for motor
maintenance and upgrades.
SCADA data used; VFD installed 12/22/2014
20.3 ★ Establish an on-going budget and
program for decreasing inflow and
infiltration into sewer lines and losses
in drinking water systems.
Sump pump & roof drain
disconnections; sump pump
inspection for every property;
manhole corrections; sewer
lining; smoke testing
11/20/2014
20.4 Choose an
item.
Optimize energy and chemical use at
drinking water/wastewater facilities
and decrease chloride in wastewater
discharges.
20.6 Choose an
item.
Implement a wastewater plant
efficiency project or a program for
local private business operations.
20.7 Choose an
item.
Create a demand-side pricing
program.
46
Item 4.
25
Best Practice 21: Septic Systems
BP 21 Completed? NO Total actions completed: 0
Actions to Complete BP 21: Any one action
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
21.1 Choose an
item.
Report to landowners suspected
noncompliant or failing septic systems
as part of an educational,
informational and financial assistance
and outreach program.
21.2 Choose an
item.
Use a community process to address
failing septic systems.
21.3 Choose an
item.
Clarify/establish one or more
responsible management entities for
the proper design, siting, installation,
operation, monitoring and
maintenance of septic systems.
21.4 Choose an
item.
Adopt a subsurface sewage treatment
system ordinance.
21.5 Choose an
item.
Create a program to finance septic
system upgrades.
21.6 Choose an
item.
Work with homeowners/ businesses in
environmentally sensitive areas to
promote innovative waste water
systems.
21.7 Choose an
item.
Arrange for assistance to commercial,
retail and industrial businesses with
water use reduction, pollution
prevention and pretreatment prior to
discharge to septics.
47
Item 4.
26
Best Practice 22: Sustainable Consumption and Waste
BP 22 Completed? NO Total actions completed: 0
Actions to Complete BP 22: Any one action from 22.1-22.3 and any one action from 22.4-22.8
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
22.1 ★★ Improve city operations/ procurement
to prevent/reuse/recycle/compost
waste from all public facilities, and
minimize use of toxics and generation
of hazardous waste.
Police Department has program
where they will refurbish and
donate left/unclaimed bicycles
6/10/24
22.2 Choose an
item.
Address concerns over consumer
products and packaging through
education, reuse options,
recycling/composting options, credits,
fees, mandates or bans.
22.3 Choose an
item.
Improve profitability, legal compliance
and conserve resources through
adoption of ordinance language,
licensing and resource management
contracts.
22.4 Choose an
item.
Publicize, promote and use the varied
businesses/services collecting and
marketing used, repaired and rental
consumer goods, especially
electronics, in the city/county.
22.5 Choose an
item.
Arrange for a residential and/or
business/institutional source-
separated organics collection/
management program.
22.6 Choose an
item.
Improve recycling services/expand to
multi-unit housing and commercial
businesses.
22.7 Choose an
item.
Improve/organize residential trash/
recycling/organics collection by
private/public operations and offer
significant volume-based pricing on
48
Item 4.
27
residential garbage and/or incentives
for recycling.
22.8 Choose an
item.
Adopt a construction and demolition
ordinance governing demolition
permits that requires a level of
recycling and reuse for building
materials and soil/land-clearing
debris.
Best Practice 23: Local Air Quality
BP 23 Completed? NO Total actions completed: 0
Actions to Complete BP 23: Any two actions
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
23.1 Choose an
item.
Replace small internal combustion
engine lawn/garden equipment with
lower polluting equipment.
23.2 Choose an
item.
Reduce residential burning of wood
and yard waste and eliminate
‘backyard’ trash burning.
23.3 Choose an
item.
Decrease air emissions from vehicle
idling, business trucking, and
pollutants/noise from stationary
engines/back-up generators.
23.5 Choose an
item.
Install, assist with and promote
publicly available EV charging stations
or public fueling stations for
alternative fuel vehicles.
49
Item 4.
28
Resilient Economic and Community Development
BP 24: Benchmarks and Community Engagement
BP 25: Green Business Development
BP 26: Renewable Energy
BP 27: Local Food
BP 28: Business Synergies and Ecodistricts
BP 29: Climate Adaptation and Community Resilience
Best Practice 24: Benchmarks and Community Engagement
BP 24 Completed? NO Total actions completed: 2
Actions to Complete BP 24: 24.1 and 24.2
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
24.1 ★★ Use a city commission/committee to
lead, coordinate, report and engage
community members on sustainability
best practices.
Sustainability Commission added
2023
10/11/2023
24.2 Choose an
item.
Organize goals/outcome measures
from all city plans and report to
community members data that show
progress toward meeting these goals.
24.3 Choose an
item.
Engage community members/
partners in identifying, measuring, and
reporting progress on key
sustainability and social indicators.
24.4 Choose an
item.
Conduct/support a broad
sustainability education/action
campaign.
24.5 Choose an
item.
Conduct a community visioning/
planning initiative that engages a
diverse set of community members &
stakeholders and uses a sustainability,
resilience, or environmental justice
framework.
50
Item 4.
29
24.6 ★★ Engage wide representation of
community youth/students by
creating opportunities to participate in
city government.
Youth Commission with high
school students
11/7/2023
24.7 Choose an
item.
Engage Black, Indigenous, People of
Color (BIPOC), renters, low-income,
new Americans, differently abled and
other traditionally under-represented
community members.
Best Practice 25: Green Business Development
BP 25 Completed? YES Total actions completed: 2
Actions to Complete BP 25: Any two actions
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
25.1 Choose an
item.
Grow new/emerging green businesses
and green jobs through targeted
assistance and new workforce
development.
25.2 ★ Create/participate in a marketing/
outreach program to connect
businesses with assistance providers.
Partner with Xcel Energy for
Business Incentive &
Sustainability Rider, Energy
Design Assistance, Energy
Efficient Buildings
11/7/2023
25.3 Choose an
item.
Promote sustainable tourism.
25.4 Choose an
item.
Strengthen value-added businesses
utilizing local "waste" material.
25.5 ★★★ Lower the environmental and health
risk footprint of a brownfield
remediation/redevelopment project;
report brightfield projects.
New Library positioned on “Main
Street;” MN Brownfields
recognized the Library with a
2016 ReScape award
11/18/2016
25.6 Choose an
item.
Promote green businesses that are
recognized under a local, regional or
national program.
51
Item 4.
30
25.7 Choose an
item.
Conduct/ participate in a buy local
campaign for community members
and local businesses.
Best Practice 26: Renewable Energy
BP 26 Completed? NO Total actions completed: 1
Actions to Complete BP 26: Any two one actions
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
26.1 Choose an
item.
Adopt wind/biomass ordinances that
allow, enable, or encourage
appropriate renewable energy
installations.
26.2 Choose an
item.
Promote resident/business purchases
and/or generation of clean energy.
26.3 Choose an
item.
Promote financing and incentive
programs for clean energy.
26.4 Choose an
item.
Support a community solar garden or
help community members participate
in a community solar project.
26.5 Choose an
item.
Install a public sector/municipally-
owned renewable energy technology.
26.6 Choose an
item.
Report installed private sector-owned
renewable energy/energy efficient
generation capacity.
26.7 ★ Become a solar-ready community,
including adopting ordinance/zoning
language and an expedited permit
process for residents and businesses
to install solar energy systems.
The City of Columbia Heights has
started the SolSmart designation
process and received the memo
from the SolSmart technical staff,
which city staff took the
recommendations from to
establish solar energy rights in
the City Zoning Code as well as
providing guidance on permitting
in a handout.
3/18/2025
52
Item 4.
31
Best Practice 27: Local Food
BP 27 Completed? YES Total actions completed: 1
Actions to Complete BP 27: Any one action
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
27.1 Choose an
item.
Incorporate working landscapes -
agriculture and forestry - into the city
by adopting an ordinance.
27.2 ★★ Facilitate creation of home/
community gardens, chicken & bee
keeping, and incorporation of food
growing areas/access in multifamily
and residential developments.
Multi-family gardens allowed; 48
rental garden plots; edible
schoolyard plot
12/19/2014
27.3 Choose an
item.
Create, assist with and promote local
food production/distribution within
the city.
27.4 Choose an
item.
Measurably increase institutional
buying and sales of foods and fibers
that are local, Minnesota-grown,
organic, healthy, humanely raised, and
grown by fairly compensated growers.
27.5 Choose an
item.
Assess, plan for, and enhance the
community’s local food system.
Best Practice 28: Business Synergies and Ecodistricts
BP 28 Completed? NO Total actions completed: 0
Actions to Complete BP 28: Any one action
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
28.2 Choose an
item.
Document that at least one business/
building uses waste heat or water
discharge from another business or
53
Item 4.
32
conducts materials exchange activities
with another organization.
28.3 Choose an
item.
Require, build or facilitate at least four
sustainability attributes in a
business/industrial park project.
28.4 Choose an
item.
Use 21st century ecodistrict tools to
structure, guide and link multiple
green and sustainable projects
together in a mixed-use
neighborhood/development, or
innovation district.
Best Practice 29: Climate Adaptation and Community Resilience
BP 29 Completed? NO Total actions completed: 0
Actions to Complete BP 29: 29.1 at 2- or 3-star level
Best Practice
Action:
Completed:
(Star Level out of
three stars)
Action Description:
(View on GreenStep Website for full description)
Action Summary:
(Provided by GreenStep Staff)
Date of
Last Entry:
29.1 Choose an
item.
Prepare to maintain public health and
safety during extreme weather and
climate-change-related events, while
also taking a preventive approach to
reduce risk for community members.
29.2 Choose an
item.
Integrate climate resilience into city or
tribal planning, policy, operations, and
budgeting processes.
29.3 Choose an
item.
Increase social connectedness through
engagement, capacity building, public
investment, and opportunities for
economically vulnerable residents.
29.4 Choose an
item.
Encourage private sector action and
incentivize investment in preventive
approaches that reduce risk and
minimize impacts.
29.5 Choose an
item.
Protect public buildings and natural/
constructed infrastructure to reduce
physical damage and sustain their
54
Item 4.
33
function during extreme weather
events.
29.6 Choose an
item.
Reduce the urban heat impacts of
public buildings/sites/infrastructure.
29.7 Choose an
item.
Protect water supply and wastewater
treatment facilities to reduce physical
damage and sustain their function
during extreme weather events.
29.8 Choose an
item.
Improve local energy resilience.
55
Item 4.
ITEM: Malt Liquor at City Events
DEPARTMENT: Comm Dev/Communications BY/DATE: 4-29-25
CORE CITY STRATEGIES:
_Healthy and Safe Community
_Equitable, Diverse, Inclusive, and Friendly
_Trusted and Engaged Leadership
XThriving and Vibrant Destination Community
_Strong Infrastructure and Public Services
_Sustainable
BACKGROUND:
Earlier this year, the Communications Director observed that other communities were partnering with local
breweries to provide alcoholic beverages at city-sponsored events. This prompted a review of our current
ordinance regarding alcohol in parks, specifically Chapter 10.201, Section O, of the City Code. As it currently
stands, the ordinance prohibits the possession or consumption of intoxicating liquor or non -intoxicating malt
liquor in all city parks, parkways, and bathing beaches. However, the City Council may gran t exceptions for
specific gatherings, including family events, employee-related events, and events hosted by non-profit, public
service, charitable, educational, or religious organizations within the community. These exceptions only apply
to 3.2% malt liquor and are limited to the hours between 8:00 a.m. and 9:30 p.m. Alcohol consumption is not
permitted at public bathing beaches or within Silver Lake Beach Park. Additionally, the general prohibition
does not apply to Huset Park on Fridays, Saturdays, Sundays, or legal holidays between 8:00 a.m. and 11:00
p.m., nor does it apply to Murzyn Hall (Columbia Heights Fieldhouse) at any time.
With the goal of aligning with modern practices and supporting community engagement, staff are proposing
an amendment to the ordinance. This ordinance change retains the city’s current framework for alcohol use in
parks but expands the allowance for the sale and consumption of malt liquor at city-sponsored events in city
parks. The proposal also includes removing the 3.2% malt liquor restriction, as this requirement inadvertently
limits the Columbia Heights Lions Club Beer Garden from operating on Thursdays, as the beverages served
typically exceed 3.2% alcohol content. The proposed revision modernizes our ordinance to reflect current City
standards and simplifies enforcement.
Ultimately, staff aim to increase participation in city events and enhance the overall event experience for
attendees. Allowing malt liquor at designated city events can help foster a livelier and more engaging
atmosphere, encourage local partnerships (such as with breweries), and support economic and cultural
development. If any concerns or issues arise, city staff retain the authority to make administrative decisions
regarding when and where alcoholic beverages will be served at city events.
ATTACHMENT(S):
1. Proposed Amendment to Chapter 10.201, Section O
CITY COUNCIL WORK SESSION MEETING
AGENDA SECTION WORK SESSION ITEM
MEETING DATE 05/05/2025
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Item 5.
Proposed Amendment to Chapter 10.201, Section O
(O) No person shall have in their possession or consume any intoxicating liquor or non-
intoxicating malt liquor in or upon any city park, parkway, or bathing beach within the city.
(1) Provided, however, the City Council may by affirmative vote grant permission to
persons attending family gatherings, employees and their families attending gatherings in
conjunction with their employment, and persons attending gatherings of or gatherings
sponsored by non-profit public service, charitable, educational, or religious organizations within
the community to possess and consume 3.2 malt liquor in city parks, except before 8:00 a.m.
and after 9:30 p.m. No such permission may be granted for such possession or consumption in
or upon any public bathing beach or anywhere in Silver Lake Beach Park.
(2) The prohibitions of this division shall not apply on Fridays, Saturdays, Sundays, or legal
holidays to Huset Park between the hours of 8:00 a.m. and 11:00 p.m., and shall not apply to
John Murzyn Hall (Columbia Heights Fieldhouse) at any time and shall not apply during City-
sponsored events at any location.
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Item 5.
ITEM: Emergency Action Plan – City of Columbia Heights-City Hall.
DEPARTMENT: Fire BY/DATE: Fire Chief / May 05, 2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
X Healthy and Safe Community
_Equitable, Diverse, Inclusive, and Friendly
_Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
_Strong Infrastructure and Public Services
_Sustainable
BACKGROUND:
As part of the City’s ongoing commitment to safety and preparedness, emergency management staff have
developed a comprehensive City Hall Emergency Action Plan. This plan outlines clearly marked evacuation
routes, and safety instructions for employees and visitors in the event of a fire or severe weather emergency .
The plan ensures an orderly evacuation of personnel and visitors to designated meeting points.
SUMMARY OF CURRENT STATUS:
During this work session, staff will present an overview of the plan, highlight key components, and discuss the
implementation process, including signage, training, and ongoing updates. Feedback from council members is
welcomed to ensure clarity and effectiveness prior to the final rollout.
STAFF RECOMMENDATION:
N/A
RECOMMENDED MOTION(S):
N/A
ATTACHMENT(S):
City Hall Evacuation Maps
Council Chamber Evacuation Maps
CITY COUNCIL WORK SESSION MEETING
AGENDA SECTION WORK SESSION ITEM
MEETING DATE MAY 5, 2025
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Item 6.
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Item 6.
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Item 6.
ITEM: Leadership Retreat – Executive Summary Review
DEPARTMENT: Administration BY/DATE: City Manager – 5/1/2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
_Healthy and Safe Community
_Equitable, Diverse, Inclusive, and Friendly
X Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
_Strong Infrastructure and Public Services
_Sustainable
BACKGROUND:
In February of 2025, the City Council and senior staff participated in a workshop focused on creating a
framework for high performance teamwork and improved interpersonal communication and relationships.
The two-day workshop addressed five primary focus areas:
Establishment of a clear understanding of roles for staff and Council using a governance model as the
framework.
Creation of an agreed upon set of behavioral and operational norms.
Relational learning work using the True Colors assessment tool.
Discussion on potential process changes.
SUMMARY OF CURRENT STATUS:
Since the retreat, staff and Council have engaged in the following retreat-related activities:
Deployed new shared language around True Colors training. (using colors in conversation)
Planning for True Colors branding on name plates and elsewhere.
Planning for the expansion of True Colors assessment for additional staff.
Exercised norms around behavior and operations.
Planning for codification of norms.
Initiated steps to amend rental density cap ordinance. (governance exercise)
Implemented new deadline for Council packet delivery.
STAFF RECOMMENDATION:
Staff would like to discuss the retreat summary and seek feedback from the Council on their impressions of
the training. Staff would also like input on recommendations from the report, specifically the following:
Norms summary – are the norms in the report agreeable to all? Are any changes needed? Staff would
like to codify the norms through Council action and make plans to display them publicly.
Agenda topic proposal system.
CITY COUNCIL WORK SESSION MEETING
AGENDA SECTION WORK SESSION ITEM
MEETING DATE MAY 5, 2025
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Item 7.
City of Columbia Heights - Council Letter Page 2
System approach to organizing policy topics.
ATTACHMENT(S):
Spano Group Executive Summary
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FINAL Summary Report
Winter 2025 City Leadership Workshop
Columbia Heights, Minnesota
February 2025
Submitted by:
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Jake Spano /spano-group-advisors
3978 Dakota Ave. S. jake.spano@spanogroupadvisors.com
St. Louis Park, MN 55416 952.649.0315
March 21, 2025
Mayor, City Council and Staff
City of Columbia Heights, Minnesota
3989 Central Ave. NE
Columbia Heights, MN 55421
Dear Mayor, Council, and staff,
On behalf of Kori Shingles and myself, thank you for your collaboration th ese past few
months! The time we spent together is the next step in building a high performing team on
behalf of your neighbors. Attached is a report and supporting documents which represent
deliverables from our time together and provide a reference for you as you move forward. They
include:
• This cover letter
• An executive summary
• A “Priority Practice List” which are areas that deserve particular attention as you work to
ensure a high performing team.
• A “Reflections and Observations” section which provides additional feedback, context,
and recommendations based on observations during our work together.
• “Parking Lot” items which include topics raised in the course of our work together which
were not fully resolved. These may merit further discussion or action by the council and
staff at their discretion.
• An appendix including documents provided during our work as part of the public record.
• Finally, I’ll include PDF attachments of the Power Point slides used during the workshop
via email with this report.
Finally, as part of our agreement we have time set aside for check ins with the me and the
planning group however based on the workshop survey, we may want to use a portion of that
time to revisit some of the content presented, especially in the second day which was very full.
Let me know your thoughts on that and thank you again for placing your trust in us . I look
forward to watching you all take on even bigger and better things wi th your new awareness!
Best,
President, SGA, LLC.
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Executive Summary
During February of 2025, the City Council and senior staff (referred to here as the
“leadership group/team”) undertook a workshop focused on becoming a higher
performing team. The outcomes from the workshop were impactful including work on
relational learning (using the True Colors assessment tool) and norms creation the first
day, followed by exploration of governance concepts and systems and processes on the
second day. Based on the post workshop survey results, attendees felt they were
working from a solid foundation due in part to the success of the workshop. Staff also
expressed that they would appreciate additional time to explore the content in greater
detail – something we will address in our upcoming check in process.
In January Jake Spano, President of SGA met with a planning group from the city. This
group's role was to inform and shape the content of the workshop in addition to
supporting the logistics and mechanics of the workshop. This group included:
• Mayor Marquez-Simula
• Councilmember Buesgens
• City Manager Aaron Chirpich
• City Clerk Sara Ion
SGA also conducted interviews with all participants in advance of the workshop to help
flush out a “current state” assessment of where the group was at and validate that the
proposed workshop content was aligned with the needs of the group. The interview
summary can be found in the appendix, but key findings of the interviews included:
• Attendees are optimistic about the future of the council, staff, and community at
large and are eager to move forward following the actions of a former council
member which resulted in hardship for this leadership team and the community.
• There is a great deal of change happening in the city as longstanding staff
members retire, new expectations are placed on the leadership team, and as the
broader community demographics shift. While exciting and providing
opportunities for growth, with this change comes some stress, which is normal.
This stress is exacerbated by experiences of the past five years including:
o Managing and adapting to a global pandemic.
o Social unrest related to officer involved shootings.
o The actions related to CM Jacobs tenure on the council.
• In interviews council members shared specific examples of the incredible work of
city staff which often goes unseen. The council has an opportunity to change
that by being more intentional in acknowledging those contributions in public
spaces.
• Greater clarity around everyone’s roles on the team and how certain processes
are handled by the team.
• A need for stronger personal and professional connections between members of
the team.
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Based on this, SGA facilitated a two-day workshop to address these five areas that
included:
● Establishing clear understanding of roles for this team, using the Carver
governance model as a framework for that understanding.
● Helping the leadership group create an agreed upon set of behavioral and
operational norms for the team.
● Relational learning using the “True Colors” assessment facilitated by Kori
Shingles, a certified Advanced True Colors practitioner.
● A discussion of processes and procedures that could be changed to b ring greater
clarity and transparency to the work of this team.
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Priority Practice List
Improving a skill takes practice and the SGA team has identified three areas of
particular focus for workshop attendees as they continue the work of creating,
strengthening, and refining their work as a high performing team. These will be the
items that we will reflect on at our check-ins.
1. Normalizing, deepening, and embedding the use of True Colors in the city
Columbia Heights is fortunate to have a leadership team that works together well and is
generally able to address interpersonal challenges in a healthy manner. For times when
there are disconnects between team members, and to deepen their understanding of
how they can best work together, it can be useful to have a shared language around not
what someone thinks about an issue but how they might approach an issue. How do
they process information, what are their natural preferences in terms of how information
is presented to them, what do they find value in when ma king decisions and interacting
with others?
True Colors is a proven relational learning assessment tool that has respondents
answering a series of questions and the answers provided result in scores in each of
four colors: gold, green, orange, and blue . Each color represents a series of behavioral
characteristics or preferences and indicates where the respondent feels most natural or
comfortable operating. More detailed information is contained in the True Colors books
that were provided to attendees, but it is important to know:
• Everyone has some element of each color type.
• There is no right or wrong color.
• Colors are not an excuse for failure to perform job duties.
The assessments were administered by Kori Shingles, a certified Advanced True Colors
facilitator who also led the group through an analysis of their scores (found in the
appendix) and she and Jake Spano shared practical strategies of how to apply this
newfound information in the team’s daily work. By the end of the workshop, participants
had a foundation on how their True Colors show up in their work and daily life. Some
toplines from this teams True Colors exercise:
• While the general population tends to have gold or orange as their “brightest,”
i.e., highest scoring colors, the Columbia Heights leadership team is decidedly
green and gold.
o Green was the brightest (9) or second brightest (5) color for 14 of the 19
attendees (73.6%).
o Gold was the brightest (5) or second brightest (7) for 12 of the 19
attendees (63.1%).
o Combined, this means that 68.4% of the attendees have either green or
gold as one of their two brightest colors.
• As discussed during our time together:
o A group with this makeup will generally prioritize clarity, rigorous analysis
of data, and adherence to deadlines which has great benefit AND can be
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seen as overly rigid, time consuming, and less able to adapt to the
evolving needs of a team or initiative.
o This group will need to brighten or channel their “orange” traits and not let
“perfect be the enemy of the good” as well as realize that others will lead
with their “blue” and prioritize the human impact and feelings that th eir
work may create.
o Of note, this color grouping may demonstrate a desire to consider the
strengths of other colors but can find it difficult to truly slow down and
make space for other colors given a gold’s belief that there is a ‘right way’
of approaching a project or problem.
o Collaborative teams like this one would be wise to consider the color
composition of those they interact with and ensure that they:
▪ Remember that there isn’t a right or wrong style/color.
▪ Brighten their own pale colors as needed.
▪ Make space for those with different bright colors so they can
contribute with their skills.
Further context for this group around relational learning:
• People with gold/green personality types are strong at building a plan. What
happens when the plan needs to pivot? How will they successfully flex to another
necessary action, or adapt quickly if things do not go to plan (which would come
naturally to a bright orange)?
• Who will ensure they can be flexible, and approach things collaboratively when
there isn’t a bright orange or blue present?
• How do green/gold personality types allow for other perspectives when making
decisions? Are they relying too much on rules and research/logic/information
What happens when another person joins the group with a different bright color?
Will others value their contributions, or could they feel frustrated, have conflict
arise or leave?
• Some of the attendees mentioned a desire to have their staff take the True
Colors assessment and we agree that this would be a worthwhile investment.
• Much like council and senior staff may now talk about “small bowl” issues in
governance, members of this leadership group should normalize talking about
how their colors may impact their work, work to “brighten” their pale colors when
useful, as well as supporting those with Orange and Blue as their brightest
colors.
2. Acknowledging and adhering to the principles of good governance
Over the years the leadership team in Columbia Heights has organically developed a
pretty clear understanding of what each team members role is and makes an effort to
align their actions with their roles at the city where council acts as policy deciders an d
staff are the policy implementers. That said, there have been instances where the lines
around who is doing what and who is accountable to whom, have become blurred and
with the addition of new members to the council and staff, now is a good time to codify a
governance structure that works for the council/manager form of government.
While not designed for local government, the Carver Governance Model, created by
John Carver, is well suited to helping cities with the council /manager form of
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government clarify roles both internally in the organization and externally to the broader
public where:
• The council must remain focused on the policy outcomes (“ends”) they are
seeking and allow staff to formulate a plan (“means”) to achieve those outcomes.
• If staff comes back with a request for additional resources or a change in policy
to achieve those ends, council may choose to re-evaluate but should make every
effort not to “cherry pick” the plan.
• Provided it is not illegal, immoral, unethical, or something council specifically tells
staff NOT to do, council should assume that staff has the freedom to achieve the
agreed upon ends.
Thankfully, the city has several tools already in place that support adhering to Carver.
One, for example, is the reports prepared by staff for council consideration with concise
and well-structured executive summaries at the beginning. While it is always a work in
progress, these summaries do an excellent job of ensuring that the policy question for
council is clear, and the issue is well summarized with supporting documentation . This
document should undergo continual refinement to reflect the evolving needs of council
and the community as it is a public document.
There are specific opportunities to better align the work of the group with the principles
of Carver, both around how the council manages policy consideration at a high level
and on a case-by-case basis. At its biggest bowl for example:
• Engaging in a strategic goal setting process that begins with a community wide
needs assessment – sometimes called a “visioning exercise” - framed council
and staff but conducted by an outside party. Visioning is a process of creating a
compelling statement about what a community aspires to be or accomplish in the
future. It is a mental picture of the ideal future which is shared by its leaders,
residents, staff, community organizations and businesses. This process would
produce a report which would tell council and staff among other things:
o Who makes up the community?
o What do they value? Want more of? Less of?
o What is their threshold for change, and do they have the capacity to
support the change they seek?
o What are emerging trends in the community and how will they change
demands for service and amenities?
• Council and staff then use this report to:
o Revisit the city’s six “Core City Strategies” (CCS) to ensure they align with
the community's needs.
o Use the visioning report and CCS to inform the city’s comprehensive
plans.
o Staff can then use all of these to develop a city-wide work plan that
actualizes the vision.
• At a more granular level are examples of council getting small bowl by setting
policy, then managing the process by which to achieve the policy outcomes they
seek. For example:
o The residential rental policy and specifically how exemptions to that policy
are handled. The council set this policy two to three years ago, which is
more than enough time for a community to adapt to its implementation. It
is also appropriate to have exemptions to that policy, however as it is
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currently constructed the policy can be appealed by anyone for any
reason and the council is the arbiter of these exemptions hearing them on
a somewhat regular basis.
• Unfortunately, despite the considerable effort and time invested, the current
policy and exemption practice has yielded only a handful of actual residential
rental permits. Put simply, the juice isn’t worth the squeeze.
• As discussed, what council might find more effective, less time consuming and in
alignment with their governance role, would be setting the outcomes they want
from the policy and if they want to go one bowl smaller, create a list of allowable
exemptions to the policy that staff can use to administer the program. They
might even consider empowering staff to allow exemptions that are not on the
approved list, but fit the spirit of exemptions the list, thereby delivering on
councils intended outcomes and minimizing unneeded staff and council time
spent hearing each exemption request. If the staff is unclear about a specific
request, they can always ask the council for clarification.
While Carver draws bright lines around roles, the reality of running a city is less defined
so questions to be considered or ask oneself and others as you are doing your work:
• Is the council giving clear direction to staff on the ends they seek ?
• Are staff providing the council with the best information to make their decisions?
• Is council in the “biggest bowl” possible when discussing policy meaning are they
focused on ends/outcomes and not managing the process by which those ends
are achieved?
• Is the council holding staff, especially the city manager, accountable for
achieving the ends they seek vs trying to manage the process themselves?
• It’s normal that in the course of their shared work the council and staff will come
across policies, practices, or procedures they believe may be useful in their city.
This is especially true as this leadership group gathers products, ideas and best
practices from vendors, colleagues and association groups that support civic
entities. As you share those with this leadership group it will be important to
consider:
o Are we staying in our governance roles or “crossing the line”?
o If we are crossing the line, is it reasonable and in the best interests of the
city?
o If we’re crossing the line, are we acknowledging it when it happens and
returning to our role as soon as is reasonable?
3. Healthy adherence to the norms adopted by the group
Perhaps the biggest step the council and staff took towards becoming a higher
functioning team was to craft a set of norms (found in the appendix) that will help them
manage some of the many “gray” areas that are not codified in documents like a city
charter, council rules of procedure, or Roberts Rules of Order. The norms broadly fell
into two areas; behavioral and operational and a greeing on them was an important first
step. Finding healthy ways to hold each other accountable when they are broken can be
challenging but when practiced properly, healthy accountability can be even more
powerful than the norm itself. Key to achieving this will be:
• The ability to realize our own shortcomings not as failings but as traits of being a
human is key to the success of a high performing team. This means that when a
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norm is violated it is respectfully pointed out, perhaps privately at first but publicly
if necessary, focusing on the behavior, not the person exhibiting the
behavior. It’s done in a calm and respectful manner, and we assume the
persons’ best intentions were not to violate the norm in the first place.
• This practice is not just so the members of this group can “get along,” although
that is an important part of norms. It’s also important because failure to address a
violation of the agreed upon norms engenders hostility, both towards those
responsible for enforcing those norms.
o Therefore, while they are expected to adhere to and practice
accountability around their norms, the leadership team explicitly
empowered the mayor and city manager to support their efforts with
healthy reminders as needed. Put simply, the group wants the mayor and
city manager to nudge them when they need it.
• Healthy accountability to norms is important because council and staff must be
able to work together, disagree, provide direction to staff, and support the
implementation of that direction (especially if they didn’t agree with it), and come
back the next week and do it all over again.
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Reflections and Observations
Below are general reflections, observations and points raised throughout the workshop
process. Should city leadership wish to discuss these matters further, please contact
Jake Spano at SGA.
Ongoing professional development:
• During our time several questions came up as well as requests for additional
support to individual members of the council and staff. As such, we would
suggest that the city review their professional development program for both staff
and council with appropriate resources devoted to support the growth and
maturation of a high functioning team. Ongoing annual retreats like the one
recently completed, coaching opportunities both through the SGA network as
well as various professional and industry resources, are just a few of the bare
minimum investments the council and staff must make in ensuring a high
performing team for the residents of the city.
Resources to support staff as a strategy to build organizational resilience:
• Given the council’s interest in much needed improvements as well as adapting to
the changes underway in the community broadly, the city should consider
additional resources, so that staff can carry out the important work of the city.
The council acknowledged that they may need to add resources or shift existing
priorities to achieve this goal. Some options include:
o The city wisely supports ongoing learning and professional development
through tuition reimbursement as part of the compensation package for
employees and should regularly evaluate its funding levels and ROI, and
update the program as needed. In addition to building the skills of existing
employees, it’s a useful strategy in attracting the best candidates to work
in the city.
o Job shadowing programs can build connection, improve communication,
and grow leadership skills between staff. Additionally, they are a proven
strategy for providing enterprise-wide resiliency in the organization.
o Peer support groups, employee resource groups, and similar systems of
connection will provide staff with powerful connections between members
of the team.
o As discussed, the city provides training and mentorship to new employees
AND there’s value in building relationships outside the department through
a “mirror” or partner of some sort. One straightforward way to achieve this
is to pair new hires who are encouraged to use each other as resources
and partners as they navigate their new workspace.
New hires bring not just their skills but their experiences with them and the city should
take advantage of them by:
• Creating a group of new hires that meets quarterly to share their ideas and
experiences from prior workplaces, questions about how/why the city functions
as it does, build personal connections.
• The group would be “rolling” which is to say, at each meeting those hired in the
last quarter would join the group while those who had been in the group for four
quarters would drop off.
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• One or two division heads could come to each meeting and do a brief 10-minute
presentation on their department again, building knowledge and connection
across the organization.
• City leadership could then incorporate the practices and policies brought forward
by these new employees.
Balance responsive and responsible:
• Just because someone makes a request does not mean it should be granted. Is
what is being asked of you in alignment with the community's broader wishes? Is
the request within your role? If not, is there a way to be responsive to the request
while still being responsible to the broader community goals? Never forget that
today’s gift can quickly become tomorrow’s expectation.
Organizational Culture:
• Covid Impacts: Generally speaking, the culture of the city is particularly
good. Staff believe that they are engaged in important work and feel appreciated
by leadership. Staff are also struggling post covid to re-establish the important
personal connections, bonds, and support networks around the city that they
once enjoyed.
• Giving each other grace: As one of the staff noted, “we’re all human and trying
our best.” Implicit in this is the fact that despite our best efforts, we are imperfect
and will fall short of the mark. The role of leading a city is exhilarating, exciting,
and rewarding. It is also demanding, conflicting, and draining and requires
empathy from everyone to everyone.
• Appreciation: The council respects city staff and sees their professionalism daily.
However, the public does not share that access and as such, the city should find
ways to recognize and support city staff internally and externally. Suggestions
include:
o Employee profiles on social media and internal communications provide
the team a chance to share their story, experience and their “why” for what
brought them to the city.
o Employee recognitions and awards and accompanying presentations at
council meetings. These could be recognitions created by the city such as
employee of the month awards or it could be public acknowledgement of
awards given by professional associations, industry representatives,
community groups and others.
Council as leaders:
• While every job has its stressors public service is unique.
• For local elected leaders, they establish priorities for the organization each week,
based on competing demands, limited resources, and the feedback they receive
from the community. This means they will have to say “no” to their neighbors and
friends often and should be prepared to accept the consequences of that
decision. While seemingly simple, for many council members it can be so difficult
to manage that it eventually drives them out of public service.
• As discussed in our workshop, elected officials, especially newly elected ones,
should remember that while they will retain their identity as a private citizen, the
public may not see it that way. Questions at dinner with friends, at the grocery
store and kids events for example, are common and each person will find ways
to manage those demands but it’s important to remember that when elected
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officials speak or act, it carries with it the imprimatur of the city whether intended
or not and even when they explicitly say they ARE NOT representing the city.
Improve outcomes and team performance by streamlining the practice of how
community requests/complaints are handled:
• People are of course imperfect and from time to time will not meet the
expectations (realistic or not) of others, which may result in complaints being
shared with council members. Setting aside any legal or previously stated HR
reporting requirements, when Council receives a complaint about staff, they
should remember that:
o The council acknowledged at the workshop that staff are competent,
trained professionals often with years of expertise in their field.
o They are carrying out council direction as articulated through the city
manager and supervisors and as such, the complaint may be less about
staff’s actions and more about councils' decision that set the actions in
motion.
• An effective process to manage these situations looks like:
o First, check with staff before replying. Staff can provide historical context
for the situation as well as a professional assessment through the lens of
city policy and practices. It also gives them ownership in acknowledging
and correcting mistakes they make – and they will make them because
they are human.
o At that point what you may realize is many complaints that are directed at
staff about what they are doing (means) are really frustrations about a
decision the council made in the first place (ends).
o If it’s something that needs to go to staff for follow up, replying to the
constituent and copying the city manager and the department head for the
issue they are emailing about with an acknowledgement of receipt,
informing them that “staff” will follow up with them, and a reminder that if
they do not hear back from staff in a reasonable timeframe, to please let
you know.
o Then, unless you hear from them again, or there are unique
circumstances, make every effort to refrain from cumbersome requests to
be included on emails, meetings, and follow up.
• While a person may complain about staff, Council should approach complaints
with the assumption that staff are doing their job effectively.
• Of course, if there is a pattern where a staff member is not following through with
their duties, the city manager should be made aware of that privately for them to
follow up on.
Slowing down to improve outcomes:
• Often, especially with a group of newer council members, there will be a n
understandable urgency to complete items a large and ambitious “to do”
list. These policies likely represent feedback provided to the members by the
public during the campaign and since taking office however, what might appear
to some as active, responsive, and a mbitious will appear to others as ill
considered, performative, hasty, or worse yet, unprofessional. Using True Colors
parlance, resist the urge to brighten up your “gold” color by ticking items off your
to-do list and instead slow down so you can truly dig into the issues at hand,
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consider the implications, and unintended consequences of decisions before you
make them. Put simply, slow down to go deep.
• One common frustration for council, staff and the public are requests for
community input that appear performative because shortly after providing the
feedback, the vote is taken on the item. So, another opportunity to deliver better
outcomes is by interrupting that cycle by breaking up the feedback loop by not
voting on an item of substance on the same night as the feedback is provided.
Instead, staff should record the questions asked and opinions provided. They
then research the questions (not opinions) and share the answers/responses in
the council packet before the vote at a subsequent meeting . The downsides of
this are obvious, it takes longer than some may wish and may require attendees
to come back at a later meeting if they wish to see the outcome firsthand,
however the benefits of a better and more informed council and community far
outweigh the drawbacks.
Effective use of the council and staff's time:
• Not surprisingly, the most valuable asset this leadership team has is time, so it is
important to prioritize its use. Two specific strategies and tools were shared with
the group related to this.
• Agenda Proposal Form/process
o It appears that the current process of deciding what goes onto the
council’s calendar largely includes input from the right people but could
use some structure to give it greater clarity.
o SGA shared a document and process that would be used by a council
member to propose a topic for council to consider that would be focused
on the core city strategies. The form would be completed by a member
with a brief description of the issue, and that document would be included
with council materials for consideration. At the next work session, the
council would then explicitly vote on whether they wanted to take the
matter up future work session – this is not a vote on the merits of the
proposal, only if the proposed topic meets the threshold of being worth
discussing. If a majority supported it, the city manager would work with
relevant staff to slot the topic into an appropriate meeting.
• Systems approach to organizing policy topics
o SGA presented a framework for organizing the council’s calendar into
sections that were organized around the city’s strategic priorities.
o So, for example, let us say Sustainability was the focus of January and
February. This means that barring something time sensitive or an
emergency, all sustainability policy discussions would happen in January
and February.
o This would allow the staff and council to take a holistic approach to policy
discussions seeing the full “Venn diagram” of policy implications instead of
on an ad hoc basis, minimizes the actual amount of time spent to achieve
policy decisions thereby reducing costs, and eliminates much of the
jockeying of council members to get their topics heard quickly.
o This concept requires discipline from council and thoroughness from staff
but when maintained, vastly increases the outcomes of the policy making
process.
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Learnings from Covid:
• City leadership would be wise to explore Covid’s impact on city processes and
procedures, to expand the civic and democratic process/culture in the city.
• What practices did we change because of covid?
• Of those practices, were there ones that we found led to better decision making,
a more informed community, etc.?
• Which do we want to continue/expand and which of those do we want to
abandon either in favor of the way those practices were handled pre -covid or
perhaps there’s a third way to move forward that is better than what was done
historically or during Covid.
• For example, perhaps if council meetings were live streamed, and comments
were taken by phone or in writing at the meetings instead of in person only
because of covid restrictions at city hall. Did these changes open the council and
staff to new and better community engagement?
Communication to/from leadership and the community:
• Media requests
o When a council member(s) receives a media request they should forward
it to the city manager, communications director, and the mayor.
o That group will work to decide, is this something that staff will respond to
or will the mayor/council?
o The city manager or communication director will also send an email to
relevant staff with the council as a Bcc, to make sure everyone is aware
that the request has come in and who is managing it.
o The idea here is that there should be a thoughtful approach to managing
media requests rather than multiple people offering their interpretation of
the issue which can create confusion and frustration for everyone,
especially the public.
o Special attention should be paid to open meeting laws.
• The city should never underestimate the power of the mayor and council to be a
reassuring voice to their neighbors. Assets like an informal weekly “Mayor’s
Minute” or “Council Corner '' video will require some planning, support, and
intentionality on the part of council and staff; however, the return on this relatively
minor investment makes it well worth the effort.
• Social Media... Can you “unring” the bell?
o Social media is by its very nature a rapidly evolving tool which when used
effectively can be powerful in its ability to support the city’s work. It can
also rapidly devolve and thrust the city and its leadership, staff, and
residents into chaos. Therefore, it is recommended that:
▪ The city should at a minimum, review this policy annually to ensure
it is compliant with data practices rules, is adding/removing
platforms as the city’s social media evolves, etc.
▪ The council would be well served to consider the pitfalls of
engaging in policy discussions/debates with residents via social
media. While there can be legitimate engagement through those
tools, they often lack the substance and context that more direct
and personal communication brings to the work.
▪ Finally, engaging via social media can set an expectation, realistic
or not, that you will engage with all social media.
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Parking Lot Items
These include items or topics that were discussed but not fully resolved . Included here
for further consideration by staff as they deem appropriate.
• Evaluating city structures for greater efficiency and transparency.
o Whether it was the process for managing and escalating communication
throughout the organization, the 3-ring binder for routing front desk calls,
or the process for managing complaints related to property maintenance
now is the time to re-evaluate how information flows through the
organization, how technology can improve that process, and most
importantly who handles what? There are “legacy” processes, roles, and
structures that were established when the city was staffed and managed
in a vastly different way than it is now which likely are cost staff time and
the public some frustration when they are “handed off” to others.
o A notable example of this was evidenced when Jake asked, “Who handles
road repairs?” and the response from staff was “It depends.” While many
departments may be responsible for the execution of some tasks,
whenever possible a person or department should “own” it in terms of
interacting with the council and public.
• Internal communication
o While different division heads may send information to the council as an
update, the city should consider an “End of the Week” email to council and
division directors coming from or coordinated by Aaron, detailing:
▪ Significant items or updates that the leadership group should have
awareness of
▪ Events and activities happening over the weekend.
▪ Links to media stories that may have included/impacted the city.
▪ Other items that cannot wait until Monday to share.
o More cross-department communication to ensure awareness of big picture
issues for staff.
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Appendix
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Columbia Heights Leadership Workshop Agenda
Day One
Time:
• 3:00 – 9:00pm
Attendees:
• Mayor, Council, City Manager, and Senior Staff
Theme:
The importance of building connection and trust between members of the group to create a
high performing team by:
• Understanding not what your colleagues think, but how they think through relational
learning using the “True Colors” personality assessment tool.
• Creating “norms” for the group that inform not what we will work on but how we will
work together and, in the process, build trust.
Schedule:
3:00 – 3:30pm: Introductions and ice breaker
3:30 – 4:00pm: Review and discuss pre-workshop interview summary
4:00 – 6:00pm: Relational Learning True Colors assessment review with Kori Shingles
(with a break)
6:00 – 6:30pm: Dinner
6:30 – 8:30pm: Norms review and creation by council and staff (with a break)
8:30 – 9:00pm: Review of the day / Closing thoughts from attendees
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Day Two
Time:
• 8:30am – 4:00pm
Attendees:
• Mayor, Council, City Manager, and Senior Staff
Theme:
Building trust by having a clear governance model, transparent and improved systems,
processes, and procedures that govern our work by:
• Reviewing the “Carver Governance Model” booklet and workshopping examples of how
this model works in a city to ensure we remain a high performing team.
• Building greater trust and efficiency through simplified and transparent processes and
systems.
Schedule:
8:30 – 9:00am: Breakfast
9:00 – 9:30am: Check in from yesterday and morning warm up
9:30 – Noon: Governance Review (with breaks)
Noon – 12:30pm Lunch
12:30 – 1:00pm: Questions/follow up on governance
1:00 – 3:00pm: Process refinement (with breaks)
3:00 – 3:30pm: Parking lot/bike rack follow up (items raised during the workshop)
3:30 – 4:00pm: Closing thoughts from the group
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2025 Pre-Workshop Interview Summary for Columbia Heights
OVERALL THEMES
• Optimism - Staff and council love Columbia Heights and are optimistic about the
trajectory of city government and the community as a whole.
• Future facing - Council and staff are also eager to “turn the page” on recent drama
and start fresh which is part of why this workshop is underway.
• Change management - Both the city and the community are undergoing changes
which are broadly seen as positive but are not without the associated growing
pains that come with change.
Several people used the phrase “good old boys club” when they described
what the past culture was like in the Heights.
• Trust - The city is blessed to have strong professional staff that are generally
trusted by council – council will need to find ways to align their words and actions.
• Stress – This leadership group has collectively experienced stress and trauma which
began with the pandemic in 2020 and continue with upcoming staff departures.
Specifically:
Managing a global pandemic.
Large number of high-level staff departures and the processes for filling
their positions.
Social unrest surrounding around metro area officer involved shootings.
The tenure, censure, lawsuit and recall process of former CM Jacobs.
Use of Mayor/Council office seen by some on staff as bringing council closer
to them, seen by others as micromanaging.
• Words aligning with behavior – Council says they trust staff and that should be
consistent with their behavior. Council and staff will need to craft processes that
validate that trust. This will fall to Aaron to drive, and he is fortunate to have broad
support from staff/council on this.
• The workshop - Finally, lots of excitement for the workshop to get to know each
other at a more personal level and fine tune the engine in Columbia Heights.
COUNCIL RESPONSES
1. Why did you choose to work/serve the city and what gifts or talents do you bring to
the city/your role?
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• The most common response, while not technically a talent, was that their prior service
in the community was an important factor/experience that led them to the council
along with being mission driven problem solvers, focused on ensuring community voices
are heard (although each person defined that differently).
• They did not say they see themselves as “cheerleaders” for the community.
2. How would you describe the Organizational Culture of the city / examples?
• Generally, council described the culture of the city in positive and change based
language using words like “optimistic”, “evolving”, & “improving”.
• Generally council trusts staff and sees them as capable, “collaborative”
professionals, focused on problem solving, and wants to support them moving
forward. There are however, like in any organization, specific issues that create
tension between some members of the group.
3. Do you feel there is a clear understanding of the role of council members as compared to
staff / examples?
• Members expressed that they felt there was some overreach in both staff and their
council colleagues when it came to governance. That overreach, real or perceived, is
creating trust issues between members.
• Council members who served/worked for the city must ensure they transition fully to
their new role.
4. Do you believe there is anything council and staff should be doing differently so they can
be a higher performing team / examples?
• Greater visibility into the long-term impacts on our budget as we are considering a
specific project.
• More chances to get to know staff.
• More staff to meet community needs.
• Greater clarity around agenda setting and priorities for the council’s time.
• Workshops like this and strategic planning so we can set a clear long -term vision.
• Anticipate that norms will help manage interactions and behaviors in meetings.
5. What else do you think we should know to ensure the workshop is relevant for you?
• Excited about setting norms activities.
• Eager to get to know folks at a more personal level through this workshop.
STAFF RESPONSES
1. Why did you choose to work/serve the city and what gifts or talents do you bring to the
city/your role?
• Consistent themes relating to being mission driven and appreciating the civic
mindedness, strong volunteerism, and small town feel of the city.
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• Staff say it’s fun to work in CH, they get to work on a diversity of issues/tasks and see
positive momentum in the city. One person said the city is “right sized” to take on big
things.
• Staff is personally connected to Columbia Heights as several of them lived/live there.
2. How would you describe the Organizational Culture of the city / examples?
• “Evolving”, “Shifting”, and “Adaptive” (in a positive way) were the common adjectives
staff used to describe the culture of the organization.
The specific phrase “good old boys' network” was used by multiple staff
respondents to describe the past culture in the city.
One person described the past culture as “ossified” and at times, “abusive” but
noted Aaron was continuing a positive shift that began with Kelly Bourgois.
• “Trust” - This issue came up in nearly every staff interview in two ways:
Staff feel that council sees them as trusted, competent professionals who do
their homework, and are thoughtful and helpful.
Some staff expressed that they’d “lost some trust” in the council either through
a specific interaction they’d had or a broader sense that council was focusing on
issues/policies/services that in their opinion should be handled by others.
• “More formal” - staff understood that this needed to flex to fit the organizations needs
but more tenured staff talked about the value of having interactions with past council
members via impromptu visits to their workspace. A few wondered if proximity mi ght
lead to overreach, especially with the Mayor/Council office at city hall.
3. Do you feel there is a clear understanding of the role of council members as compared to
staff / examples?
• Responses were mixed and specific to people/departments. Generally, staff feels there
is an understanding of roles and council doesn’t micromanage them.
• Staff concerns around governance fell into two categories:
People/processes: Requests from council to be included in staff processes like
staff hiring, follow up on resident requests, and some examples of council
members going around Aaron when dealing with staff.
Policy: Some concern around micromanaging policy details (ex. winter parking
policies and the rental exemption appeal process).
Roles: CM’s having roles on Council versus Heights Next versus... can confuse
staff.
• Staff was also self-aware, noting times they were acting more in a policy making role
than policy implementation role. It was not clear if those instances were intentional.
4. Do you believe there is anything council and staff should be doing differently so they can
be a higher performing team / examples?
• This workshop to build trust between council and staff.
• More opportunities for personal connections.
• We need to be challenged by council.
• More staff to complete the work plan from council.
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• More transparent agenda setting and council policy priorities to make best use of time.
• Overarching goals to guide our work.
• Better communication and connections between departments.
• Clarify our processes and unwritten commitments to ensure continuity and clarity.
5. What else do you think we should know to ensure the workshop is relevant for you?
• “We’re in this to be great and if not that, why are we here?”
• Really looking forward to building greater teamwork between staff and council.
• Staff are experiencing some trauma related to events over the past few years.
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True Colors Results
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Columbia Heights City Council and Staff Norms
While we are accountable to each other for these norms, the mayor and city manager will help us
adhere to them with respectful reminders and reinforcement as needed.
Behavioral Norms
1. We will assume others best intentions.
2. We will exercise humility.
3. We will praise publicly and criticize privately.
4. We will focus on the policy and not personalities.
5. We will do our best to de-escalate contentious interactions.
6. We will provide reasonable notice to the Mayor and City Manager of any changes or additions
we wish to make at a council meeting so that the mayor is prepared to manage the meeting,
and staff are prepared to address questions council may have.
7. We will show respect for one another by:
a. Paying attention to others when they are speaking.
b. Not interrupting others.
c. Listening to understand others, not simply to respond to them.
d. Honoring each other in public and protecting one another in their absence.
e. Not bullying others.
Operational Norms
1. Council members and staff will respect the mayor’s role to chair our meetings by:
a. Waiting to be called on before speaking so that others can consider our contributions.
b. The Mayor and City Manager will bring closure to policy discussions, public comment,
and other similar “final word” situations.
2. Once a decision has been made by the council, we will support the implementation of that
decision even if we did not support the decision itself.
3. If council has a request of staff, they will direct their request to the City Manager and the
Division Director for coordination with staff unless he City Manager decides otherwise.
4. If council has a question about a program or staff member, they will raise that with the City
Manager privately before raising it publicly.
5. When council is considering a topic, it is incumbent upon council members to ask sufficient
questions to ensure they are making an informed decision.
6. Council and staff will address each other by their titles when engaging each other in any official
capacity and will use first names in informal settings.
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Columbia Heights City Council Study Session Topic Proposal
Date: 2/22/25
Submitted by: Mayor Ecklund
Proposed Agenda Topic: Requiring cash as a payment option in the city
Please provide a brief description of the topic (Max. 200 words):
In Minnesota and nationally, BIPOC people are disproportionately less likely to have bank accounts,
according to the FDIC. Rates are highest among low-income, black, Hispanic and native American
households, as well as homes headed by a person with a disability. Nearly half of the unbanked people
surveyed told the FDIC they can’t afford to maintain the required minimum balances at most banks.
Some businesses in our community do not accept cash as payment. By requiring businesses in the city to
accept cash, council can prevent retailers from discriminating against unbanked people, even if it’s
unintentional. Several cities/states have implemented this including, NYC, Phila, San Francisco,
Washington DC and the state of Massachusetts.
Cash is a legal tender form of payment and not allowing it is discriminatory. Here’s an article I found on
the subject from the Pew Charitable Trust. www.pew.org/unbankedetcetcetcetcetc
Which of the Core City Strategies (CCS) is this topic in alignment with and how? If it is not aligned with
any of the CCS, please provide a rationale why council should consider the topic (Max. 100 words):
Healthy & Safe Community
Equitable, Diverse, Inclusive, & Friendly
Thriving & Vibrant Destination Community
Sustainable
Trusted & Engaged Leadership
Strong Infrastructure & Public Services
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City Council Study Session Topic Proposal Staff Report
Date:
Prepared by: Reviewed by: Approved by:
Proposed Agenda Topic:
Staff Recommendation: ___ Yes ___ No
Summary of Staff Analysis:
•
Scope of Issue in the City:
•
Resources Required (staff, financial, etc.):
•
Legal/Regulatory Considerations:
•
Health Considerations:
•
Economic Considerations (for city/community/etc):
•
Alignment with Core City Strategies:
•
Anticipated timing in systems policy calendar:
•
Support Materials/Links:
•
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Governance Tabletop Exercise
Clearbrook prioritizes being a city where people can travel safely, reliably, and affordably. To achieve
that goal the council recently approved Connect Clearbrook” (C2), a strategic plan to create more non-
motorized infrastructure in the community. Included in C2 is a multi-modal gap analysis and a plan to
address the gaps with infrastructure improvement projects, which may include sidewalks, walking trails,
and bike ways. There are several older neighborhoods in the plan like the “North Innsbruck / Mary
Bergen-York" neighborhood, which don’t have multi-modal infrastructure.
The Clearbrook city council is now reviewing specific road, curb, and gutter improvement plans and in
keeping with C2, staff included bike trails in the plan for NIMBY, including staff’s rationale of how the
plan meets C2 criteria. Staff shared the plan with folks in the neighborhood at a meeting last week and
several people contacted Councilmember Costello who represents them, to say they don’t want the trail
included because it will bring more people through their neighborhood, decrease safety, and disru pt the
“unique and historic” character of NIMBY. A local PTA expressed support for the trails because many
children ride bikes or walk through that neighborhood to get to a nearby school located on the north
side of the improved road.
Tonight, staff presented the plan with the original north side alignment to the council for approval and
residents in attendance re-iterated their concerns. Staff informed council in their staff report that they
considered both sides of the road but chose the north side because it cost less to build, required the
removal of fewer trees overall, better connected to existing trails in an adjacent neighborhood, and
avoided some existing wastewater systems. CM Costello asked the neighbors in attendance if movin g
the trail to the roads’ south side where fewer residents lived, would satisfy their concerns? Of the ten
people in attendance, three said no, five said yes (two with the caveat that no trees on their southside
property were cut), one wasn’t sure, and one apartment dweller from the neighboring city said they
lived six blocks from NIMBY and just learned of the project this morning.
CM Costello moved to amend the project to a southside alignment provided, “... we don’t take the trees
off those two properties.” He then said staff should offset the increased cost of the southside design by
transferring funds from the park improvement f und (PIF) and putting it into C2 stating, “Both funds come
from the same taxpayers and since there’s no parks in NIMBY, they end up paying for something they
don’t use - this events that out.” Finally, he offered to help staff by joining in meetings with the
neighbors on how to save the trees on the two southside properties.
Questions:
1. What governance questions does this scenario raise?
2. Does the amendment meet the ends the city seeks?
3. How might this amendment impact the means?
4. How would you vote on the amendment?
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Using Systems Thinking to Deliver Better Outcomes
“Systems thinking” (ST) is a way of organizing the work of a team that ensures the highest and best use
of the teams’ resources while delivering better outcomes for its stakeholders. ST does this by shifting a
team from ad hoc cycles of start-stop policy consideration to a more thoughtful and comprehensive
approach. Implementing this requires an understanding of how a policy, program, or initiative in an
organization is connected, influenced, and impacted by other parts of the organization.
How it works for a city council and staff:
• Using an annual calendar, staff places “landmark” events on the calendar with as much certainty
as is possible. Landmark events are activities that require substantive city resources to deliver
and must be accounted for in work planning. These may be annual or recurring calendar items
and while there will be unforeseen additions to this calendar, all efforts should be made to be as
comprehensive as possible. Examples might include:
New Councilmember Onboarding (January)
City Leadership Workshop (February 27-28)
Hiring a new Division Director (March 30)
Annual Strategic Planning Workshop (April 4)
LMC Annual Meeting in Rochester (July 12-14)
Central Ave 2030 master planning approvals (August)
City Visioning (various milestones throughout the year)
State of the City (October 10)
Annual Capital Improvement Plan approval (October 30)
Elections (Nov 4)
NLC Annual Meeting (Nov 18-21)
Budget adoption (December)
• The calendar is then divided into sections of time called, “systems”, which match the strategic
priorities of the city. The length of each section will vary to reflect the demands of that section,
frequency of landmark events, staff capacity, time specific decisions, and the impact on other
projects, while leaving space for
• For example, a ST calendar might look like this:
2024 SYSTEMS STRATEGIC PRIORITY
January – February Community and civic engagement
February – May Connected infrastructure
June - July Environmental stewardship
August Open
September – October Race, equity, and inclusion
October – November Housing and community development
December Open
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• As policy items are added to the team’s calendar they are slotted in their respective system. For
example, assume in January the council agrees to consider a policy requiring all buildings in the
city to have electric vehicle charging stations, it would be assigned to the “Environmental
Stewardship” system and discussed with related items in that system, between June and July.
If a policy is connected to multiple strategic priorities, staff will use its judgement to
choose the system that best fits the policy.
• The systems calendar can be adjusted to accommodate urgent/immediate policy matters as well
as unofficial/personal impacts like members observing religious holidays, vacations, etc.
however, every effort should be made to ensure there is clear criteria for what meets the
threshold of “urgent” and discipline exercised to adhere to those criteria.
• Before the start of each system, a general outline is provided to the city council that details the
items that will be addressed within the system. At this point council and staff can fine tune the
system to ensure connections across the policy system are accounted for or any outstanding
omissions are addressed. Again, maintaining discipline about what qualifies in these categories
is key.
The ST approach streamlines policy making for councils and ensures policy implementation is
thoughtful, economical and comprehensive, resulting in:
• Better outcomes for stakeholders.
• Policy makers that practice good governance by focusing on the big strategies and avoiding
getting bogged down in the implementation details whenever possible.
• Making the best use of staff and council time by eliminating time spent considering redundant
policies or programs that are no longer “best in class”.
• Better decision making that minimizes council and staff being whipsawed by “urgent,” real or
perceived, policy demands.
• Better use of time avoiding the start-stop cycle of ad hoc policy consideration.
• Minimize financial impacts.
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