HomeMy WebLinkAboutCity Council Packet 08-13-2019 SpecialCity Council 1 of 1 August 13, 2019
CITY OF PLYMOUTH
AGENDA
Special City Council
August 13, 2019, 5:30 PM
1. CALL TO ORDER
2. TOPICS
2.1 Lodging Tax update
Frequently Asked Questions
State Statute 469.190
Lodging Tax Handout
Special Lodging Tax Legislation
CVB Models of Leadership
Resolution
2.2 Set future Study Sessions
August
September
October
November
3. ADJOURN
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Special City
Council
August 13, 2019
Agenda
Number:2.1
To:Dave Callister, City Manager
Prepared by:Danette Parr, Economic Development Manager
Reviewed by:
Item:Lodging Tax update
1. Action Requested:
Staff will provide an update on the Plymouth lodging tax and ask for Council feedback regarding
next steps.
2. Background:
State Statute 469.190 (attached) allows Minnesota cities to impose a lodging tax of up to three
percent with the proceeds to be used to fund a local convention or tourism bureau for the purpose
of marketing and promoting the city as a tourist or convention center. Currently, 117 Minnesota
cities have enacted a lodging tax, with 26 located in the metro area. Most communities that choose
to implement a lodging tax enact a three percent lodging tax. The following cities have legislation
allowing additional tax levels and uses:
• Bloomington - 7%
• Rochester - 7%
• St. Paul - 6%
• Minneapolis - 5.6%
• Duluth - 5.5%
• St. Cloud - 5%
Convention and Visitor Bureaus (CVB's) are tasked with promoting hotels, businesses, amenities,
and communities in a variety of ways. Attached are Frequently Asked Questions regarding the
lodging tax and CVB's.
Plymouth has venues that draw people from outside the community that benefit local hotels,
restaurants, and related businesses. Plymouth's public recreational facilities play a significant role
in attracting out of town guests, which support hotels, restaurants, and other businesses. Public
venues include:
• Plymouth Creek Center – provides space for corporate and private meetings, conferences,
events, and weddings.
• Plymouth Fieldhouse – provides space for athletic tournaments and special events.
• Millennium Garden – outdoor garden venue for corporate and private events.
• Plymouth Ice Center – draws 500,000 people annually, serves as a venue for many large
tournaments, scouting events and games.
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• Hilde Performance Center – outdoor venue with amphitheater which hosts several large scale
events and concerts including Music in Plymouth.
• Northwest Greenway –outdoor recreation corridor that provides space for large scale events
including walking/running races.
• Athletic Fields – outdoor venues that provide space for baseball, softball, soccer, and lacrosse
games and tournaments.
Due to limitations in the current state statute, Plymouth pursued special legislation to allow greater
flexibility in the use of lodging tax proceeds. The City advocated that these recreational amenities
serve not only the Plymouth community but the Metro Region and therefore, the ability to fund a
portion of their construction from users through a lodging tax would be reasonable.
Earlier this year, Plymouth was successful in obtaining special legislation granting authority to
impose a unique lodging tax to meet its needs. The attached special legislation allows the City to
impose a three percent local lodging tax for ten years. Two-thirds of the revenue from this special
law must be used for capital improvements to public recreational facilities and the remaining
one-third must be used as required under general law - to fund a local convention/tourism bureau
and related activities.
According to the MN Association of Convention and Visitor Bureaus (MACVB), there are three
models for operating a CVB (a memo is attached that gives more details, including advantages and
disadvantages of each model), which include the following:
1) As a Government Agency:
In this model, the CVB is a department within local (city or county) government. The agency reports
directly to the political leadership (mayor, council, commission) or to a local government
manager/administrator. They often work with an appointed oversight or advisory committee made
up of government representatives and tourism stakeholders.
2) As an Independent Agency:
In this model, the organization is free-standing, independent and most often not-for-profit 501(c)6
organizations with their own governing board of directors who hires the executive director,
establishes and governs the policies and procedures of the organization and gives overall direction
to the program of work. Funding for these organizations and their programs of work comes primarily
from local governments who enter into a contracted arrangement with the CVB/DMO (Destination
Marketing Organization) to provide tourism development activities for the community and pay for
such services through local lodging tax collections.
3) Within a Chamber of Commerce:
In some cases, larger and more well-established destinations operate their tourism programming
through a chamber or economic development agency. In these cases, the chamber usually acts on a
contractual basis to perform the program of work of tourism development for the community, with
funding for the program coming from lodging tax collections. Some chambers charge and receive a
management fee for performing this function for a community. In most cases, the CVB is governed
by a board of directors independent of the chamber’s board.
In addition to the three models of a CVB, the Council also has the ability to join and/or enter into a
contract with a neighboring CVB for promotion services. Terms of such an agreement would be
negotiated to ensure that the City has representation on the CVB Board and input over how a
portion of the proceeds are used in the City, i.e. community celebrations, etc.
Next Steps:
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If the Council wishes to move forward with imposing a lodging tax, the Council should direct staff to
do the following:
- Meet with Plymouth hotels to educate them on the lodging tax and what it will be used for.
- Prepare documents to present at an upcoming Council meeting to accept the special legislation
(may accept it without approving it at the same time, but must accept prior to the Legislature going
back into session or the law will lapse). The local lodging tax only goes into full effect after the
Council formally approves the law by adopting a resolution (draft resolution attached) and
submitting documentation of approval to the Minnesota Secretary of State’s Office.
- If the Council approves the special three percent lodging tax, staff would recommend that the City
begin collecting the tax in advance of the formal creation of the CVB, in order to allow for the
establishment of funds to support the work of the future CVB as well as funds to be utilized for the
Plymouth Creek Center expansion/renovation project.
3. Budget Impact:
Based on fluctuating occupancy levels at any given time within the hotel rooms of Plymouth, the
lodging tax revenue will somewhat vary. However, generally speaking, if the Council chooses to
institute the special legislation allowing three percent lodging tax, the City could anticipate
receiving an estimated $400,000 to $500,000 for public recreational facilities and $200,000 to $250,000
for the establishment of a CVB entity for the purpose of promotion.
4. Attachments:
Frequently Asked Questions
State Statute 469.190
Lodging Tax Handout
Special Lodging Tax Legislation
CVB Models of Leadership
Resolution
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LODGING TAX/CVB FAQ’S
Lodging Tax
Q: What lodging tax is the City of Plymouth allowed to institute as a result of the
recently approved special legislation?
A: The special lodging tax allows the City of Plymouth to impose a three percent local
lodging tax for ten years, in addition to the three percent lodging tax allowed under
general law. Two thirds of the revenues from this special tax must be used for capital
improvements to public recreational facilities and the remaining one-third must be used
as required under general law—to fund a local convention/tourism bureau.
Q: What would the impacts be if the Council wanted to only impose a one or two
percent special lodging tax instead of the three percent special lodging tax?
A: The MN House Research Division stated that if the City of Plymouth chooses to
utilize the special three percent lodging tax over the next ten years, the legislative intent
requires the City to impose the entire three percent.
Q: What is the projected lodging tax revenue for Plymouth?
A: Through the implementation of the three percent special lodging tax, the City of
Plymouth could anticipate receiving an estimated $400,000 for public recreational
facilities and $200,000 for the establishment of a Convention and Visitors Bureau (CVB)
for the purpose of promotion.
Q: What other revenue sources are included in the lodging tax revenue?
A: The lodging tax revenue can include other ancillary lodging amenities that also
qualify as taxable sources when purchased in conjunction with short-term lodging, such
as the following: food or liquor from mini-bars and refrigerators, in-room safes, laundry
and dry cleaning services, pay-per-view movies and video games, in-room technology
fees, room service delivery, telephone access and cots/cribs.
Q: What is the process to move forward with instituting the special lodging tax?
A: If the Council wishes to institute the special lodging tax, the following steps must be
taken:
1) The Plymouth City Council must adopt a resolution of approval for the special
law (draft resolution attached).
2) The City must file necessary resolution material, along with a Certificate of
Approval to the Secretary of State. If the City of Plymouth fails to file a
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Certificate of Approval before the first day of the next regular session of the
legislature, the law is deemed to be disapproved.
Q: If the City Council adopts the resolution of approval for the lodging tax, is the
City obligated to impose the tax?
A: No, adopting the resolution does not obligate the City to impose the tax if they wish
to change course and not collect the special tax at any time.
Q: Is the City allowed to collect lodging tax revenues prior to the formation of a
CVB?
A: Yes, according the State Auditor’s office, in order to have adequate financial
resources to support the CVB, the City may have a dedicated account where initial
lodging tax revenues are collected.
Q: What types of things can be funded with the one third portion of the lodging tax
revenue for a CVB?
A: The CVB portion of the funding will not be used to purchase physical assets, but
rather will be used to fund resources and activities to support the promotion of the City of
Plymouth, our local hotels, retail venues, recreational tourism and city events to increase
our visibility and potential visitors. The options for this potential promotion are
numerous.
Q: How are lodging tax revenues collected?
A: There are a number of acceptable ways to collect the lodging tax revenue, but three of
the most common include the following:
1) The city requires each short term lodging facility to file a monthly tax return
with the city that reflects their gross monthly receipts, along with the
appropriate lodging tax revenue. After the city removes the allowed five
percent portion of the gross proceeds to cover administrative costs, the city
distributes the remaining revenues to the CVB. In the case of the special
lodging tax provision, the City of Plymouth would distribute a portion to be
used for recreational facilities.
2)The MN Department of Revenue (MNDOR) will collect the monthly tax
return and revenue from each short term lodging facility and redistribute the
revenue funds on a monthly basis. The MNDOR charges a fee that is
typically 1.5% of the total revenue tax.
3) The city or CVB can hire an outside accounting firm to collect the monthly
tax return and revenue for redistribution to the city and CVB.
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Q: How are VRBO and Airbnb type rentals viewed from a lodging tax perspective?
A: If the rental is considered short-term (30 days or less) and doesn’t have a long term
rental agreement in place, the owner of the facility is required to submit a monthly tax
return that is reflective of the revenues received and the necessary lodging tax portion.
Convention & Visitors Bureau (CVB)
Q: Governing body of CVB?
A: There are typically three types of CVB models: 1) as a government agency, 2) as an
independent agency or 3) within an outside agency, such as a chamber of commerce. In
any case, each would have a Board. The City Council would be responsible for
approving the CVB bylaws and appointing a CVB Board to manage the high level affairs
of the CVB. The Board is typically made up of 5-16 members that commonly represent
the following areas:
- Individuals that represent one or two of the local hotels (rotate between hotel reps)
- Council representation (typically Mayor and an alternate)
- City Manager
- City staff representation
- Representation from a few local retail/restaurant establishments
- The Plymouth CVB Executive Director
Q: Number and type of staff positions at a typical CVB organization?
A: The number of CVB staff is typically correlated to the size of the community and the
number of hotels within the CVB market area. Anywhere from 2 to 69 staff members
(Meet Minneapolis CVB) are utilized by existing CVB’s in the metro. At a minimum, a
small CVB would typically have a CVB Director/CEO and likely marketing staff
support. The larger the CVB organization, the more focused the staff tend to be in
specific industry sectors, recreational themes or regions of the country.
Q: How are CVB/lodging facilities audited?
A: There are a number of acceptable ways for short term lodging facilities and a CVB to
be audited. Most commonly they are audited on an annual basis and through one of the
following methods:
1) The CVB contracts with a third party firm to conduct a yearly compliance audit
regarding the financial management of the CVB collection process and distribution of
funds. All costs associated with the annual audit is covered by the CVB.
2)In a few limited cases where a large city may have its own auditing staff (City of
Bloomington), they can conduct an audit of the CVB with specific separation of data
requirements.
3) A city or CVB can contract the MN DOR to provide auditing services as well.
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Q: Does the City Council have the ability to disband the CVB if they choose to in
the future?
A: Yes, the City Council has the ability to dissolve a CVB at any time, with the
approval of a resolution stating the intent to do so. If the CVB is disbanded, the lodging
tax will no longer be able to be utilized.
Q: If the City Council disbanded the CVB, how would the accumulated lodging tax
revenues be distributed?
A: According to the MN Department of Revenue, the City would be responsible for
spending down the revenue funds for the intended purposes (promotion and recreational
facilities) until the lodging tax revenues were fully utilized. It’s also noteworthy that if
the Council disbands the CVB, the City will need to refrain from collecting lodging tax
revenue further.
Q: Can the City contract with another CVB for services in lieu of creating its own
CVB?
A: Yes, the City Council has the ability to join and/or enter into a contract with a
neighboring CVB for promotion services. Terms of such an agreement would be
negotiated to ensure that the City has representation on the CVB Board and input over
how a portion of the proceeds are used in the City, i.e. community celebrations, etc.
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469.190 LOCAL LODGING TAX.
Subdivision 1. Authorization. Notwithstanding section 477A.016 or any other law, a statutory or home
rule charter city may by ordinance, and a town may by the affirmative vote of the electors at the annual
town meeting, or at a special town meeting, impose a tax of up to three percent on the gross receipts
from the furnishing for consideration of lodging at a hotel, motel, rooming house, tourist court, or
resort, other than the renting or leasing of it for a continuous period of 30 days or more. A statutory or
home rule charter city may by ordinance impose the tax authorized under this subdivision on the
camping site receipts of a municipal campground.
Subd. 2. Existing taxes. No statutory or home rule charter city or town may impose a tax under this
section upon transient lodging that, when combined with any tax authorized by special law or enacted
prior to 1972, exceeds a rate of three percent.
Subd. 3. Disposition of proceeds. Ninety-five percent of the gross proceeds from any tax imposed under
subdivision 1 shall be used by the statutory or home rule charter city or town to fund a local convention
or tourism bureau for the purpose of marketing and promoting the city or town as a tourist or
convention center. This subdivision shall not apply to any statutory or home rule charter city or town
that has a lodging tax authorized by special law or enacted prior to 1972 at the time of enactment of this
section.
Subd. 4. Unorganized territories. A county board acting as a town board with respect to an unorganized
territory may impose a lodging tax within the unorganized territory according to this section if it
determines by resolution that imposition of the tax is in the public interest.
Subd. 5. Reverse referendum. If the county board passes a resolution under subdivision 4 to impose the
tax, the resolution must be published for two successive weeks in a newspaper of general circulation
within the unorganized territory, together with a notice fixing a date for a public hearing on the
proposed tax. The hearing must be held not less than two weeks nor more than four weeks after the
first publication of the notice. After the public hearing, the county board may determine to take no
further action, or may adopt a resolution authorizing the tax as originally proposed or approving a lesser
rate of tax. The resolution must be published in a newspaper of general circulation within the
unorganized territory. The voters of the unorganized territory may request a referendum on the
proposed tax by filing a petition with the county auditor within 30 days after the resolution is published.
The petition must be signed by voters who reside in the unorganized territory. The number of signatures
must equal at least five percent of the number of persons voting in the unorganized territory in the last
general election. If such a petition is timely filed, the resolution is not effective until it has been
submitted to the voters residing in the unorganized territory at a general or special election and a
majority of votes cast on the question of approving the resolution are in the affirmative. The
commissioner of revenue shall prepare a suggested form of question to be presented at the
referendum.
Subd. 6. Joint powers agreements. Any statutory or home rule charter city, town, or county when the
county board is acting as a town board with respect to an unorganized territory, may enter into a joint
exercise of powers agreement pursuant to section 471.59 for the purpose of imposing the tax and
disposing of its proceeds pursuant to this section.
Subd. 7. Collection. The statutory or home rule charter city may agree with the commissioner of revenue 9
that a tax imposed pursuant to this section shall be collected by the commissioner together with the tax imposed by chapter 2
and other rules and that its proceeds, less the cost of collection, shall be remitted to the city.
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Lodging tax:
Plymouth asks to
join its peer cities
While peer cities successfully capture tax revenue
generated by tourism, Plymouth is left without
options, forcing residents to foot the entire bill
for the amenities most responsible for drawing
tourists to the city.
Current lodging tax regulation offers limited
benefit to Plymouth, which does not have
traditional tourism attractions such as regional
shopping centers, historic locations, museums and
the like. Instead, Plymouth attracts tourists through
a vibrant mix of city-owned recreational amenities
that generate hotel stays, restaurant visits and
retail shopping.
Tourism in Plymouth is mostly due to city-owned
recreational facilities. The City of Plymouth asks
state lawmakers for the authority to implement
a lodging tax that allows the city to promote and
directly invest in city-owned facilities.
Currently, Plymouth taxpayers pay the entire cost
for well-used regional amenities. As Minnesota’s
seventh largest city, Plymouth seeks to join similar
cities that have received special legislation for
the authority to use a lodging tax to invest in its
tourist-attracting facilities.
Special legislation for authority
to tailor Plymouth’s lodging tax
Plymouth Creek Center
Plymouth Ice CenterPlymouth Ice Center
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Plymouth taxpayers currently shoulder the entire tax bill for
amenities that benefit the region. Plymouth requests special
legislation for the authority to implement a 3 percent lodging tax
to mitigate local costs for regional assets.
This revenue would allow the City of Plymouth to maintain,
improve and expand recreational tourism opportunities. Currently,
110 cities collect varying lodging tax rates. Plymouth’s larger
peer cities have all received special legislation for authority to
implement what Plymouth requests, including:
• Bloomington - 7%
• Rochester - 7%
• St. Paul - 6%
• Minneapolis - 5.125%
• Duluth - 5.5%
• St. Cloud - 5%
Plymouth’s recreational facilities are regional draws and have capital
needs to keep them operating and regionally relevant.
With revenue from a lodging tax, Plymouth will market, promote
and reinvest in the city’s recreational facilities. Improving these
amenities will have a direct impact on the number of out-of-town
visitors staying in Plymouth’s eight hotels, dining in restaurants and
shopping at retailers.
If local property taxes remain the sole source of funding for these
facilities, Plymouth residents will continue to disproportionately
pay for amenities that attract outside visitors staying in hotels.
Plymouth Ice Center
• 445,000 visitors in 2018
• Hosted the 2018 USA Hockey National High School
Tournament, which generated an estimated $1.2 million in
spending within the local economy
• Has welcomed teams from 50 of the 87 counties in
Minnesota, from across the country, and from Canada
Plymouth Creek Center
• Averages 300,000+ visitors per year
• Hosted 150+ regional events in 2018
• Used by 13 high schools, 18 athletic associations and
12 universities from across the region and out of state
• The Creek Center Fieldhouse hosted 1,964 hours of
activities in 2018
Hilde Performance Center
• Music in Plymouth concert draws 15,000+ annually
• Live at the Hilde concert series features national artists
• 40,000-50,000 annual visitors at state-wide, regional and
national 5Ks, fundraisers, corporate events and more
Northwest Greenway
• 350+ acres, 4+ miles of trail connecting to regional trails
• More than 96,000 visits in 2018
• Poised to host regional running and walking events
Outdoor Athletics
• Nine athletic complexes totaling 48 fields that drew players
from 68 cities and six states in 2018
Minnesota’s Fourth Largest Economy
• Generating $6.4 billion in gross business sales annually
Plymouth’s regional amenities
Capital needs total $50 million
Hilde Performance Center
Plymouth’s recreational tourism benefi ts
the city’s hotels, restaurants and retailers
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CVB Models of Leadership
According to the MN Association of Convention and Visitor Bureaus (MACVB), there are three models
for operating a CVB, and they include the following:
1)As a Government Agency:
In this model, the CVB is a department within local (city or county) government. The agency reports
directly to the political leadership (mayor, council, commission) or to a local government
manager/administrator. They often work with an appointed oversight or advisory committee made up
of government representatives and tourism stakeholders.
Generally, the top administrative position serves in an appointed capacity and other staff members fall
under whatever level of civil service protection the local government entity may practice.
Advantages
• Direct accountability to the funding source.
• Direct line of administrative supervision (agency head reports to one person).
• Utilizes administrative, personnel and accounting systems already in place in local
government.
• Interaction and coordination with other departments; tourism development is perceived
as an “equal interest” among the local government programs of work.
• Some cost savings (office space rental, equipment, administrative costs, etc.).
• Overall long-term organizational stability.
• Personnel benefits (insurance, retirement, time off, etc.) on par with local government
employees.
Disadvantages
• Possibility of political influence on program of work and/or staffing decisions.
• If not involved in an advisory/oversight capacity, stakeholders may feel excluded from
decision-making process.
2) As an Independent Agency:
In this model, the organization is free-standing, independent and most often not-for-profit 501(c)6
organizations with their own governing board of directors who hires the executive director, establishes
and governs the policies and procedures of the organization and gives overall direction to the program
of work.
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Funding for these organizations and their programs of work come primarily from local governments who
enter into a contracted arrangement with the CVB/DMO (Destination Marketing Organization) to
provide tourism development activities for the community and pay for such services through local
lodging tax collections. Independent CVB/DMOs also often have other revenue streams through special
events, service fees, advertising sales in publications and on their website, package program sales,
product/gift shop sales and, in some cases, membership fees.
Another type of agency, the Destination Management Company (DMC) or other for-profit corporation
has been introduced and adopted in some communities. The model is an outgrowth of the fact that the
operation and marketing of many large convention centers, meeting facilities, sports venues and events
had been successfully contracted out to private, for-profit companies. This has led to some
governments contracting with those companies to also manage and operate (for a fee) the overall
tourism development services for the community that are traditionally provided by a CVB/DMO.
Advantages
• Independent organizations tend to be less bureaucratic in structure and are free to
operate more on a business model.
• Independent Board of Directors tend to be individuals who have experience in the
tourism industry and who have a direct, vested interest in seeing the work of the
organization being successful.
• CVB/DMO administrative and staff direct accountability to a board of directors and to
the agenda and program of work established by the board.
• Salary and benefit programs in independent organizations tend to be closer to market
equivalency, making it easier to attract and retain experienced and qualified
professionals.
• Since they are not government agencies, independent organizations have the freedom
to develop non-lodging tax revenue streams.
Disadvantages
• Local government may feel a sense of diminished control of a program of work.
• If non-tax revenues become an overly important source of funding, a larger portion of
management time and resources may have to be directed to that function rather than
to the primary function of marketing the destination.
• If a membership-based model is used, there can be a structural bias towards marketing
and promoting members over non-members, often leading to dissatisfaction among
non-members.
• If a DMC model is used, some financial resources that would have been spent marketing
the destination have to be reallocated to management fees.
• In some cases, DMCs appear to be less responsive to the needs of smaller, less
influential stakeholder in the community.
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3)Within a Chamber of Commerce:
The program of work of tourism development for a community often functions as a division of
department of a chamber of commerce or other economic development agency. This is particularly true
for start-up or small destinations, where the community has neither the resources nor staff to operate a
separate tourism program.
In some cases, larger and more well-established destinations continue to operate their tourism
programming through a chamber. In these cases, the chamber usually acts on a contractual basis to
perform the program of work of tourism development for the community, with funding for the program
coming from lodging tax collections. In some cases, the chamber also makes a financial commitment to
the program, most often through personnel and/ or physical office costs. Some chambers charge and
receive a management fee for performing this function for a community. In most cases, the CVB/DMO is
governed by a board of directors independent of the chamber’sboard.
Advantages
If the chamber has a good standing and reputation in the community, that lends credibility
to the CVB/DMO and the program of work of tourism development.
Chambers of commerce generally represent a very broad cross-section of a community’s
business, government and civic leadership. Those resources, skills and influence in the
community can be made available to assist and enhance the work of the CVB/DMO.
There can be cost-savings for both the chamber and the CVB/DMO through the sharing of
administrative, personnel and operating expenses.
Disadvantages
Chambers of commerce and CVBs can have somewhat different missions and objectives.
Chamber boards of directors are not generally experienced in or focused on tourism
development.
If the chamber does not have a good standing in the community, that can be detrimental to
the program of work of tourism development.
In communities with multiple chambers of commerce, the placement of the CVB/DMO
within any one chamber can lead to feelings of favoritism, exclusion or preferential
treatment towards one community over another on the part of the CVB/DMO.
If a chamber of commerce represents multiple communities, issues of favoritism, exclusion
or preferential treatment towards one community over another may be problematic.
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CITY OF PLYMOUTH
RESOLUTION NO. 2019-
RESOLUTION APPROVING A SPECIAL LAW
AUTHORIZING A LODGING TAX
WHEREAS, Article XII, Section 2 of the Minnesota Constitution and Minnesota Statutes §645.021
authorize a local government unit to enact a special law affecting the local government unit following
approval by resolution adopted by a majority vote of all members of the governing body; and
WHEREAS, the Minnesota Legislature approved a special law, Minnesota Session Laws 2019, 1st
Special Session, Chapter 6, Article 6, Section 25 authorizing a local lodging tax in the City of Plymouth; and
WHEREAS, the special law is effective upon approval of the City Council.
NOW, THEREFORE, BE IT HEREBY RESOLVED BY THE CITY COUNCIL OF THE CITY OF PLYMOUTH,
MINNESOTA AS FOLLOWS:
1. Minnesota Session Laws 2019, 1st Special Session, Chapter 6, Article 6, Section 25
authorizing a local lodging tax, is approved.
2. The City Clerk is authorized and directed to file with the Secretary of State a certified
copy of this resolution and the appropriate certificate in the form prescribed by the State Attorney
General.
APPROVED by the City Council on this 13th day of August, 2019.
STATE OF MINNESOTA)
COUNTY OF HENNEPIN) SS.
The undersigned, being the duly qualified and appointed City Clerk of the City of Plymouth, Minnesota,
certifies that I compared the foregoing resolution adopted at a meeting of the Plymouth City Council on
August 13, 2019 with the original thereof on file in my office, and the same is a correct transcription
thereof.
WITNESS my hand officially as such City Clerk and the Corporate seal of the City this ___________day of
__________________, __________.
____________________________________
City Clerk
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Special City
Council
August 13, 2019
Agenda
Number:2.2
To:Dave Callister, City Manager
Prepared by:Sandy Engdahl, City Clerk
Reviewed by:Laurie Hokkanen, Administrative Services Director
Item:Set future Study Sessions
1. Action Requested:
Schedule Study Sessions and/or add topics as desired. Calendars are attached to assist with
scheduling.
2. Background:
Pending Study Session Topics (at least three Council members have approved the following study
items on the list):
• Oversight of the watershed districts (financing of projects) – joint meeting with EQC (fall 2019)
• IOCP Affordable Workforce Housing Tour (off-night in September)
Other Council requests for Study Session Topics:
None at this time.
Staff requests for Study Session Topics:
None at this time.
3. Budget Impact:
N/A
4. Attachments:
August
September
October
November
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5:30 PM SPECIAL COUNCIL MEETING
Budget Medicine Lake Room
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August 2019
3400 Plymouth Boulevard Plymouth, MN 55447 OFFICIAL CITY CALENDAR Phone: 763-509-5000 Fax: 763-509-5060
7:00 PM PLANNING COMMISSION MEETING Council Chambers
7:00 PM HOUSING AND
REDEVELOPMENT
AUTHORITY
MEETING
Parkers Lake Room
SUN TUES MON WED THUR FRI SAT
5:30 PM SPECIAL COUNCIL MEETING
Lodging Tax Discussion Medicine Lake Room 7:00 PM REGULAR COUNCIL MEETING
Council Chambers
CHANGES ARE NOTED IN RED
5:30 PM SPECIAL COUNCIL MEETING Budget (if needed) Medicine Lake Room 7:00 PM REGULAR COUNCIL MEETING
Council Chambers
7:00 PM PLANNING COMMISSION MEETING
Council Chambers
5:00 PM Park & Recreation Advisory Commission Meeting Park Tour
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September 2019
3400 Plymouth Boulevard Plymouth, MN 55447 OFFICIAL CITY CALENDAR Phone: 763-509-5000 Fax: 763-509-5060
7:00 PM ENVIRONMENTAL QUALITY COMMITTEE MEETING Medicine Lake Room
7:30 PM PLANNING COMMISSION MEETING Council Chambers
SUN TUES MON WED THUR FRI SAT
CHANGES ARE MADE IN RED
LABOR DAY CITY OFFICES CLOSED
5:30 PM SPECIAL COUNCIL MEETING Economic Development Advisory Commission Discussion Medicine Lake Room 7:00 PM REGULAR COUNCIL MEETING Council Chambers
5:30 PM SPECIAL COUNCIL MEETING District Court Update/Boards & Commissions Discussion Medicine Lake Room 7:00 PM REGULAR COUNCIL MEETING Council Chambers
7:00 PM HOUSING AND
REDEVELOPMENT
AUTHORITY
MEETING
Parkers Lake Room
7:00 PM PARK & REC ADVISORY COMMISSION MEETING Park Maintenance
10:30 AM - 2:00 PM Plymouth on Parade Celebration City Center Area
7:30 PM PLANNING COMMISSION MEETING Council Chambers
5:30 PM SPECIAL COUNCIL MEETING Review Schematic Design for Plymouth Creek Center Medicine Lake Room
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October 2019
3400 Plymouth Boulevard Plymouth, MN 55447 OFFICIAL CITY CALENDAR Phone: 763-509-5000 Fax: 763-509-5060
5:30 PM SPECIAL COUNCIL MEETING CIP, Utility Study & Other Funds Budget Review Medicine Lake Room 7:00 PM REGULAR COUNCIL MEETING Council Chambers
7:00 PM HOUSING AND
REDEVELOPMENT
AUTHORITY
MEETING
Parkers Lake Room
SUN TUES MON WED THUR FRI SAT
7:00 PM REGULAR COUNCIL MEETING
Council Chambers
CHANGES ARE NOTED IN RED
7:00 PM PLANNING COMMISSION MEETING Council Chambers
CHA
7:00 PM ENVIRONMENTAL QUALITY COMMITTEE MEETING Council Chambers
7:00 PM PLANNING COMMISSION MEETING Council Chambers
5:30 PM SPECIAL COUNCIL MEETING CIP, Utility Study & Other Funds Budget Review (if needed) Medicine Lake Room
6:00 PM-9:00 PM Halloween at the Creek
Plymouth Creek Center
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November 2019
3400 Plymouth Boulevard Plymouth, MN 55447 OFFICIAL CITY CALENDAR Phone: 763-509-5000 Fax: 763-509-5060
5:30 PM SPECIAL COUNCIL MEETING
Budget/CIP (if needed) Medicine Lake Room
7:00 PM REGULAR COUNCIL MEETING Council Chambers
7:00 PM PLANNING COMMISSION MEETING Council Chambers
THANKSGIVING HOLIDAY
7:00 PM ENVIRONMENTAL QUALITY COMMITTEE MEETING
Medicine Lake Room
7:00 PM REGULAR COUNCIL MEETING Council Chambers
SUN TUES MON THUR FRI SAT
THANKSGIVING HOLIDAY
CITY OFFICES CLOSED
CITY OFFICES CLOSED
VETERANS DAY CITY OFFICES CLOSED
7:00 PM PARK & REC ADVISORY COMMISSION MEETING Plymouth Ice Center
7:00 PM HOUSING AND RE-
DEVELOPMENT
AUTHORITY
MEETING
Parkers Lake Room
7:00 PM PLANNING COMMISSION MEETING
Council Chambers
Plymouth Arts Fair Plymouth Creek Center
Plymouth Arts Fair
Plymouth Creek Center
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