HomeMy WebLinkAboutCity Council Packet 02-16-2016 SpecialCITY OF PLYMOUTH
AGENDA
SPECIAL COUNCIL MEETING
FEBRUARY 16, 2016, 6:00 p.m.
MEDICINE LAKE CONFERENCE ROOM
1. CALL TO ORDER
2. TOPICS
A. Breweries, taprooms, and distilleries
B. Council Goals and Legislative Priorities for 2016
C. Departmental Work Plans for 2016
3. ADJOURN
Special Council Meeting 1 of 1 February 16, 2016
rp) City of
PEymouth
Adding 1711y to Life
MEMORANDUM
2A
To: Dave Callister, City Manager
Prepared by: Luke Fischer, Administrative Services Director
Date: February 16, 2016
Item• Policy Discussion on Taprooms, Breweries, Microdistilleries,
Cocktail Rooms
Near the end of 2015, the City Council supported the concept of amending its licensure requirements related to growler
sales on Sundays. As part of the discussion, the Council expressed an interest in understanding the City's general
regulations related to taprooms, breweries, brew pubs, distilleries, and cocktail rooms. During staff review of the topic,
the scope expanded to include other related ordinances — which should result in a clearer and more succinct set of rules
for the Council, businesses, and public to navigate.
When discussed by the Council, there was general interest in recruiting a taproom -type establishment in Plymouth.
Through its research, staff attempted to understand where the City has been more restrictive than its peers — with the
idea that making it easier for a brewer to do business in Plymouth will increase the City's chances of finding a viable
establishment.
General Definitions
One of the biggest hurdles to any discussion about the City's taproom/brewery/brew pub/distillery/cocktail room
regulation is understanding the difference between each. These definitions are created by the State and cannot be
combined, loosened, or amended, though the City can enact tighter restrictions in certain areas. Staff has drafted a
simple definition of each. The exact language, contained in statute, can be found using the links below.
Beer. Beer is referred to as "malt liquor" in statute. 3.2 beer is referred to as 3.2 malt liquor. For discussion purposes,
these terms will be used interchangeably — but all references in Code will be to malt liquor for consistency.
Brewery. A brewery is a place that produces beer. (Coors Brewing) https://www.revisor.mn.gov/statutes/?id=340A.101
Brew pub. A brewer that holds one or more retail licenses, makes fewer than 3,500 barrels of beer per year, per
location, can have a liquor license and sell beer that is produced someplace else, and is a restaurant. (Granite City)
https://www.revisor.mn.gov/statutes/?id=340A.101
Cocktail room. A cocktail room is attached to a microdistillery and serves distilled liquor produced by the distiller.
Distillers (owners) are only allowed one cocktail room license. A restaurant may be attached to a cocktail room, but it is
not required. (Tattersall Cocktail Room) https://www.revisor.mn.gov/statutes/?id=340A.22
Growler. 64 ounce container to sell beer produced at brewery.
Microdistillery. A microdistillery produces distilled spirits. https://www.revisor.mn.gov/statutes/?id=340A.22
Taproom. A taproom is attached to a brewery and allows for on -sale consumption of beer that is produced at that
specific location. Brewers (owners) are only allowed one taproom license. A restaurant may be attached to a taproom,
but it is not required. Production is limited to 250,000 barrels of beer per year. (Steele Toe Taproom)
https://www.revisor.mn.gov/statutes/?id=340A.26
Page 1
Current Regulation
Currently, the City regulates taprooms/breweries/brew pubs in two places — in the City Code through a licensing process
and the Zoning Code.
The City Code. Chapter 12 of the City Code specifically regulates the sale, consumption and display of alcoholic
beverages. In many ways, this section mirrors or mimics Chapter 340A of State Statutes. As a general comment, this
section of City Code has been added to and amended over time. This discussion has triggered a review that will likely
result in a general "clean-up" of language which will help with conformity to State Statutes. Staff is seeking feedback in
the following areas:
Taproom Hours ofOperation. Currently, the City Code contains specific guidance on when a taproom can be open. Hours
are limited to Wednesdays, Thursdays, and Fridays from 3 pm to 11 pm and Saturdays from 12 noon to 11 pm. Staff has
met with a number of taprooms and recommends the Council remove this regulated hour provision and allow the
market to establish hours of operation similar to restaurants.
Microdistilleries. Since the City adopted language related to taprooms, the State created another licensure type for
microdistilleries and cocktail rooms. During review, staff identified a number of similarities between taprooms and
microdistilliers and it appeared appropriate to apply the same level of regulation to each.
40-60 Ratio. Outside the scope of taprooms, the City Code requires all restaurants with an on -sale liquor license to
generate at least 40% of all revenue from the sale of food. This is certified by an independent accountant retained by the
business. In the past, all reports have met the established thresholds, but have not been used for enforcement action or
independently verified by the City. Other communities (Edina, Minneapolis) have removed similar provisions and staff
recommends reconsidering this language as unused. Instead, staff recommends requiring liquor license (restaurants)
holders to have a licensed kitchen on-site'. This will ensure that food is available, but does not require an additional
layer of regulation that has not been used for enforcement. While this adjustment would not directly impact taprooms
or cocktail rooms, it levels the playing field for other establishments that sell alcohol.
The Zoning Code. When the City first adopted its zoning regulation around taprooms, the concept was new and relatively
untested. Because beer was being produced, these businesses were confined to industrially zoned sites. As taprooms
have grown in popularity, other communities have eased zoning requirements — allowing the use in commercial areas. In
discussions with taproom owners, staff has learned that much of the industry's focus has shifted from industrial
production to retail.
Commercially Zoned Property. Understanding that there has been an evolution in what a taproom looks like — shifting
focus away from mass production to a retail focus — staff recommends the Council consider allowing taprooms and
cocktail rooms in commercially zoned properties.
Attachments:
Growler Article —January 21, 2016
It should be noted that this restaurant requirement would not apply to taprooms or cocktail rooms as both are independently
licensed, per State Statute. Essentially, this provision would ensure that there is not an exclusive on -sale establishment. The concept
is if a business is selling product they make, there is no food requirement. If a business is selling product made by someone else,
there is a food requirement.
Page 2
The increasingly blurry line
between brewpubs and
breweries
January 21, 2016 by Loren Green
Grand Rounds Brewpub in Rochester, Minnesota H Photo by Louis Garcia
Brewpubs and breweries both have "brew" in their titles and both places serve beer; and that's
largely where the similarities between the two business models end—or at least where they used
to.
Brewpubs and breweries are separate entities, each with its own definition and set ofpossibilities
and limitations, and each offering owners very different business opportunities. However, the
legislation passed in Minnesota in recent years has blurred the line between the two business
models. With so many breweries and brewpubs popping up around Minnesota recently, we
thought it was high time to finally explain what exactly the separation between a Surly, a Town
Hall, and a Union Pizza & Brewing is, and why the owners of such establishments chose their
respective routes.
Page 3
In short, a Minnesota production brewery makes beer for distribution. Like Summit or Lake
Superior Brewing Company, being a brewery means kegs, bottles, and cans, with the option for
the brewery (following passage of the taproom bill in 2011) to sell its own beer onsite in a
taproom. Breweries whose annual production is less than 20,000 barrels can also sell their beer
directly to consumers in growlers and 750ml bottles.
A Minnesota brewpub, on the other hand, is a restaurant -plus -brewery that can pour its own beer
as well as operate a full bar, including non -house beers, wine, and hard liquor. Brewpubs cannot
distribute or package their beer (except for onsite growler and 750ml bottle sales for offsite
consumption), but they can operate multiple locations and serve their beer at them, whereas a
production brewery can only operate one taproom. Brewpubs are also capped at brewing no
more than 3,500 barrels per year.
Seems clear cut, right? But don't forget, some production breweries like Dangerous Man choose
to forego distribution altogether and only sell their beer exclusively onsite in their taproom and
in growlers. Oh, and did we mention production breweries can also operate restaurants at their
breweries?
Brau Brothers Brewing Company began as a brewpub and then transitioned to a
production brewery with a taproom // Photo by Jim Tate, Southwest Minnesota State
University
For a long time, the presence of a restaurant served as the key indicator that a place was a
brewpub and not a brewery. When the first generation of Minnesota brewpubs opened in the
1990s, the only avenue available to brewers who wanted to sit across the bar from their
customers was to go the brewpub route. But now that breweries can operate kitchens onsite—
Page 4
think Surly, Urban Growler, Brau Brothers, and more—the difference between the two models
has become less distinct.
There was more of a community aspect to brewpubs," says Town Hall owner Pete Rifakes. "I
don't think that's true today." He chose the brewpub model when he was planning Town Hall in
1995 because it's what he knew and loved. In graduate school, he was a regular at Seattle's Big
Time Brewery & Alehouse, and when he moved to Minneapolis and started his own business
plan, he frequented Rock Bottom. The social aspect was something production breweries
couldn't provide back then. "If we were to reopen ... I'm not in that situation, but I would
probably lean toward opening a taproom," Rifakes says of today's marketplace. "The only
reason to do [a brewpub] is if you're going to have a full bar."
Town Hall Brewery Owner Pete Rifakes H Photo by Brian Kaufenberg
Brewpubs are restaurants first, Rifakes adds. The beer is important, but "Your competition is
other restaurants and the majority of your labor costs are on the restaurant side," he says. Being
known first and foremost as a restaurant with a full bar are marketing tools for brewpubs to draw
different clientele and drinkers than production breweries. "Not everyone who walks in our door
is a craft beer lover like we are," says Steven Finnie, co-owner of Rochester, Minnesota,
brewpub Grand Rounds. "It allows us to appeal to a wide variety ofpeople." Downtown
Rochester's bar scene is already crowded, so being a restaurant helps distinguish their business,
he says.
Page 5
Related Post: Now Open: Grand Rounds Brewpub
Brau Brothers has held both brewpub and production brewery licenses over the years. "We
actually opened as a restaurant first," says co-owner and brewer Dustin Brau. "To be honest, we
added the brewery to the restaurant simply to get people to drive to Lucan for food. It was never
meant to be the focus of the business originally; it was developed to give us identity and draw the
then -limited craft beer crowd out of the woodwork." Due to growth, they changed direction in
2006 and began distributing their beer.
In some cases, the community dictates which business model brewers choose to run with. With
the Mayo Center drawing travelers to Rochester, food sales are a key aspect to the survival of
a business, says Grand Rounds chief operating officer Tessa Leung. A full bar and the ability to
sell lagers, sours, cider, and other beverages they don't make in-house is an extra bonus. The
taproom limitations just don't make sense for a downtown Rochester business, Leung says.
Grand Rounds' Steve Finnie and Tessa Leung // Photo by Louis Garcia
Farther outstate, away from Minnesota's population -dense metropolitan areas, owners have to
take stock of their town's dynamics when deciding between the models. "If you didn't have any
food I think you'd have a hard time making it a full-time deal," says Ben Schierer, owner of
Union Pizza & Brewing in Fergus Falls, Minnesota (population 13,351). He and his wife run the
brewpub as their primary employment, and the restaurant gets customers seven days a week.
Next page: Overcoming challenges and looking toward the future
Page 6
The increasingly blurry line
between brewpubs and
breweries
January 21, 2016 by Loren Green
Reads Landing of yesteryear and today // Historical photo courtesy of Minnesota Historical
Society, modern photo by Doug Hoverson
Bob Nihart of Reads Landing Brewing Co., located in Reads Landing, Minnesota, just north of
Wabasha, chose to open a brewpub because of space limitations. He already owned a historic
building along the Mississippi River, and a production facility in the small building would be
impractical. "My wife and I do a lot of beer tours, and have realized ambiance is key," he says.
Some are a big empty restaurant space that somebody took over that don't have atmosphere at
all. Even if the beer is good, it feels stale and sterile."
Nihart says he knew he could offer something unique with a building pushing 150 years of age
that's located a stone's throw from the river. "Being on the water is a big draw," he says. "The
main reason I ended up here is because I already owned the building. Of course, had the building
been in the middle of a field, I don't think I would have converted that into a
brewery/restaurant."
Reads Landing and Union both use small three -barrel systems; Grand Rounds operates with a
seven -barrel system. The small size ofthese and other such brewpubs means that even if
Page 7
distribution were an option, it would be a challenge. As such, brewpubs tend to feature more
limited -edition beers, which increases their draw as a destination for craft beer enthusiasts.
I think the brewpubs that open don't expect large growth," Town Hall's Rifakes says about the
new wave of openings. "Maybe they're content with that." He points to Town Hall as an
example. He used to be more hands-on with bar work in the early years, but bartending and
brewing are hard, physical work—better suited for younger employees. Eventually, he had to
adopt a new strategy and bring on more workers. "You hire people that grow with the business,"
he explains. "As a brewpub you're constantly going to be turning over your young guys because
they want to grow."
Related Post: Let's Get Physical: Training for the Bar
Town Hall head brewer Mike Hoops
With Mike Hoops holding down the head brewer role at Town Hall, Rifakes says there is no
place to promote his assistant brewers. That makes retention a problem --one he believes would
be solved were he able to distribute; distribution offers more room for internal promotions. The
satellite" system of distribution that allows brewpubs to sell their beer at restaurants owned by
the parent company (e.g. Town Hall beers at Town Hall Tap, Fitger's beers at Burrito Union,
Freehouse beers at Groveland Tap) has helped the issue a little, Rifakes says, but it still
doesn't solve the retention issue. Another consideration is that every satellite location requires
investments in real estate and kitchen equipment. "It gets costly," he says. The bottom line? "I
think if you're selling a legal product and there's demand for that product, you should be able to
sell it," he says.
John Moore of Barley John's circumvented brewpub restrictions by opening a new production
brewery (as a like -named but separate legal entity from the brewpub) in Wisconsin. Moore
Page 8
agrees with Rifakes' frustration with the dueling models and regulations. "When you have four
walls to a restaurant there's a limit," he says. "With a brewery, there are only the limitations of
your space."
Barley John's New Richmond, Wisconsin, production brewery H Photo courtesy of Barley
John's
When Rifakes, Moore, or Tim Nelson—one ofthe founders of Fitger's Brewhouse in Duluth
chose to open brewpubs, it was the early 2000sa different marketplace for Minnesota craft
beer. Like Rifakes, Nelson says he's seen the pendulum swing, but given industry dynamics he
refuses to say one is a better business model than the other. Asked what would he open today:
Two years ago, I would have said the taproom, no question," he says. "But today, as the
competition increases, it becomes a question again."
As for where a brewpub stands in comparison to a production brewery today, Nelson says its the
differing definitions and limitations that are most tricky. "It creates a lot of confusion with
consumers, that's the biggest hurdle," he says.
The lines will continue to blur as the beer scene develops in Minnesota and the state faces more
and more people requesting to adjust regulations. Different communities and individuals have
different goals and needs, and the fact remains that some people just don't want to go to a place
that only serves beer. "I think there's room on both sides," Nelson says. "I think it still is viable,
it just depends on what the individual wants to do."
http://growlermag.com/the-increasingly-blurry-line-between-brewpubs-and-taprooms/
Page 9
rp) City of
PEymouth
Adding 171117 to Life
MEMORANDUM
2 B -C
To: Dave Callister, City Manager
Prepared by: Luke Fischer, Administrative Services Director
Date: February 2, 2016
Item: Council Goals, Legislative Priorities, and Work Plans
Each year, the City Council review its Goals, Legislative Priorities, and Departmental Work Plans for the upcoming
year. This planning provides much of the framework for the things the Council and staff will focus on in the
upcoming year.
Goals
The City Council's goals have remained largely constant over time. The goals focus in on broad themes, rather than
actions or tactics.
Legislative Priorities
The Draft Legislative Priorities continue last year's effort to specifically address issues that may arise in the
upcoming legislative session. While the Legislative Priorities stake out the City's position on certain items, the
Council has recognized other groups that represent its interests in St. Paul — primarily the Metropolitan Legislative
Commission, Metro Cities, the League of Minnesota Cities, and the Minnesota Chiefs of Police Association. The
draft legislative priorities are comingled — advocating among different levels of government. Staff may develop
specific and expanded literature as needs warrant.
Work Plans
Each department has completed draft work plan for 2016 which identify emerging issues and new focus areas for
the upcoming year.
Page 1
or -
CITYCITY OF PLYMOUTH
PROTECT PLYMOUTH'S STRONG FINANCIAL POSITION.
Maintain Plymouth's fiscal health by crafting long-term revenue and expenditure plans to ensure
sustainable operations at a fair and equitable tax rate. Seek creative funding sources, where appropriate.
MONITOR ECONOMIC CHALLENGES.
Continue to evaluate and prioritize services. Seek innovative solutions to maintain high quality core
services, promote financial transparency and protect Plymouth's strong financial position and quality of
life.
PROVIDE EFFICIENT AND EFFECTIVE SERVICES.
Continue to explore partnerships with neighboring communities, school districts, businesses, watersheds,
and other agencies to decrease costs through shared services and to eliminate duplicate efforts.
Streamline business processes through the use of technology, including website enhancements, e -permits
and expanded credit card processing. Evaluate community trends and consider associated facility and
service needs.
PROMOTE TRANSPORTATION SOLUTIONS.
Focus on improvements to Highway 169, Highway 55 and BRT. Seek funding partners for bridge crossings of
major rail lines.
PURSUE NORTHWEST GREENWAY.
As development of northwest Plymouth progresses, continue planning and begin construction of the
Northwest Greenway and park system amenities, as directed by voter referendum.
CONTINUE ENVIRONMENTAL INITIATIVES.
Collaborate with watershed agencies to ensure effective progress on water quality mandates. Continue
energy conservation efforts in city buildings, and promote recycling of expanded waste streams.
CONTINUE PROACTIVE PUBLIC SAFETY INITIATIVES.
Continue proactive policing strategies using technology and collaboration to promote and enhance
livability. Build on the successes of fire prevention and fire service programs for a safe community.
PROTECT THE CITY'S INFRASTRUCTURE INVESTMENT.
Ensure that the city can protect and enhance the useful life of City assets (streets, utilities, parks, trails,
facilities, and fleet). Continue to monitor financial resources and economic conditions, and consider timing
with regard to infrastructure needs.
CONSIDER DEVELOPMENT AND REDEVELOPMENT REQUESTS.
Continue to carefully consider land use related to development and redevelopment to ensure a well
planned community with a varied tax base. Begin Economic Development program and efforPage 2
Submitted by Council Member Willis — 2-2-2016
The primary goal of the City Council is to perpetuate Plymouth as a community in which
both residents and others find public services to be exceptional yet affordable; a
community were public safety, public facilities and services are key elements in
maintaining the quality living and working environment that are the hallmark of the City.
Protect Plymouth's Strong Financial Position.
Maintain Plymouth's fiscal health by crafting long-term revenue and expenditure plans to ensure
sustainable operations tami rate with a reasonable tax burden. Utilize
additional Seele funding sources; where appropriate.
Monitor Economic Challenges.
Continue to evaluate and prioritize services. Seek innovative solutions to maintain high quality
core services, promote financial transparency and protect Plymouth's strong financial position and
quality of life. Can we identify which services are "core?
Provide Efficient and Cost Effective Services.
Continue to explore and develop partnerships with neighboring communities, school districts,
businesses, watersheds, and other agencies to decrease costs through shared or contracted services
and to eliminate duplicate or outdated efforts. Streamline business customer service processes
through the use of technology, including website enhancements, e -permits and expanded credit
earl processing. Evaluate current set -vices, community trends and consider assoeWed potential
facility and service needs.
Promote Transportation Solutions.
Focus on improvements to Highway 169, Highway 55 and Bus Rapid Transit (BRT). Seek
funding partners for bridge crossings of major rail lines.
Pursue Northwest Greenway.
As development ofnorthwest Plymouth progresses, ^ niinue planning d begin eenstRietien,
evaluate the need for, and timing of, implementation of the Northwest Greenway and park system
amenities- as d eted b ate of .,a'
Continue Cost Effective Environmental Initiatives.
Collaborate with watershed agencies to et}sw-e-develop cost effective progress on means to
address water quality mandates. Continue cost effective energy conservation efforts in at all city
buildings -and facilities, and promote recycling of expanded waste streams as those markets
evolve.
Continue Proactive Public Safety Initiatives.
Continue proactive policing strategies using technology and collaboration to promote and enhance
livability. Build on the successes of fire prevention and fire service programs for a safe
community.
Protect the City's Infrastructure Investment.
Ensure that the City can protect and enhance the useful life of City assets (streets, utilities, parks,
trails, facilities, and fleet). Continue to monitor City financial resources to protect and enhance
their preservation through the Capital Improvement Program. and eeeaemie eeiid=s
Consider Development and Redevelopment Requests.
Continue to carefully consider land use related to development and redevelopment opportunities to
ensure that the City remains a well planned community with a varied tax base. Begin Prepare an
Economic Development program that includes goals and effectiveness measurements. and effei4s.
Page 3
EXECUTIVE SUMMARY
The City of Plymouth functions in a multijurisdictional environment and is often subject to mandates
from the State of Minnesota, Hennepin County, the Metropolitan Council, and various watershed
districts. This legislative agenda is intended to advocate for the community's residents and businesses,
reduce waste and duplication of services, and enable the city to govern itself.
I. TRANSPORTATION
To efficiently transport commuters and promote business growth, the city encourages the legislature to
identify long-term funding sources with growth potential to allow for the construction and maintenance
of efficient transit and highway systems this session. Specifically, Plymouth supports the following:
Suburban Transit. The city supports preservation of suburban transit, expansion of the transit taxing
district, and maintain full MVST funding to suburban transit providers. (State of Minnesota)
Highway 169. The city supports improvements to Highway 169 in Plymouth. (State of Minnesota)
Rockford Road Bridge. The city seeks funding to replace the bridge over Interstate 494 at Rockford Road.
Hennepin County, State of Minnesota)
County Road Maintenance Budgets. The city supports adequate funding for maintenance, repair, and
timely replacement of the county road systems within Plymouth. (Hennepin County)
Safe Rail Crossings. The city seeks funding to impFeve-enhance the safety of rail crossings including toe
sued n „f bridges improvements which would enable a whistle ban in Plymouth. (State of
Minnesota)
Utility Coordination on Transportation Protects. The city supports legislation that would compel utility
companies to complete improvements associated with a public transportation protect in a timely
manner — or enable the citv to enLiaee a private contractor to comalete the work at the utilitv's exaense.
II. GENERAL GOVERNMENT
Local Control. The city opposes legislation that erodes local control or creates mandates without a
corresponding state appropriation or funding mechanism.
Mandates. Remove unnecessary reporting and other mandates and provide a funding source for state -
required mandates. (State of Minnesota)
Levy Limits. The city opposes levy limits. State -imposed limits on local decision making are inconsistent
with local accountability. (State of Minnesota)
Improving Public Access to Information. The city supports legislation that would enable it to meet its
official notice publication requirements on its website, rather than a designated newspaper. (State of
Minnesota)
Page 4
Water Management. The city must meet water quality standards from the Minnesota Department of
Natural Resources, Board of Soil and Water Resources, Elm Creek Watershed District, Minnehaha Creek
Watershed District, Shingle Creek Watershed District, Bassett Creek Watershed District, Metropolitan
Council, United State Environmental Pollution Agency, Army Corps of Engineers, Minnesota Department
of Health, Minnesota Pollution Control Agency, and Hennepin County. The city of Plymouth supports
process improvements to streamline applications and standards.
Elections. The city supports a condensed early voting period, rather than an extended no -excuse
absentee process.
2. Fiscal Reform. The city supports fiscal reforms that foster local independence from the state.
No Expansion of Local Government Aid. The city does not support the expansion of Local Government
Aid and favors local autonomy and parity among like communities. Any city not receiving LGA should be
free from any levy limits imposed by the state. (State of Minnesota)
No Expansion of Fiscal Disparities. The City of Plymouth contributes 97% of its tax base to fiscal
disparities and does not support the expansion of the Program as a tool to appropriately balance the
city's tax base. The city opposes any legislation that would repurpose fiscal disparity contributions for
special projects. (State of Minnesota)
No Creation of the Home Grown Housing Fund. The Minnesota Housing Partnership has proposed an
initiative to create a new funding source to pool one-third of the growth in tax capacity above $350,000
on owner -occupied homes (fiscal disparities approach). The revenue generated from the pooled
capacity would be administered by counties who develop housing strategies to use these funds to meet
their communities' needs. The city believes that these decisions are best made at the local level — rather
than the county level. The city should be granted sufficient authority and flexibility to promote housing
types that are best suited to meet local needs, public purposes, and goals. (State of Minnesota)
Market Value Exclusion. The city supports the retention of the market value exclusion. The city opposes
reinstatement of the Market Value Homestead Credit program. The city believes the Market Value
Exclusion phase-out value should be relative to a local housing market and not arbitrarily assigned.
State of Minnesota)
Property Tax Reforms. The city supports property tax relief initiatives that are available directly to the
taxpayer, rather than the local government through the Local Government Aid program. (State of
Minnesota)
Business Property Tax. The city supports reduction of the statewide business property tax. (State of
Minnesota)
Tax increment Financing (TIF). The city supperts increased flexibility in the use r9f Tax Inr_-rP_.m.
Financing. (State of Minneset,)
3. Metropolitan Council. The city does not support expansion of the powers, duties, and responsibilities
of the Metropolitan Council. Council Make -Up. The city supports a re-examination of the Metropolitan
Page 5
Council's make-up and supports municipal input in this process. (State of Minnesota, Metropolitan
Council)
Statutory Authority. The city supports the legislature confining the Metropolitan Council to its statutory
authority. (State of Minnesota, Metropolitan Council)
Transportation Advisory Board. The city supports a re-examination of the Transportation Advisory
Board's make-up and supports municipal input in this process. (Metropolitan Council)
III. PUBLIC SAFETY
Safe Driving/Diversion Programs. The city supports legislation that ensures a traffic diversion program
designed to change driver behavior through sound, structured and consistent education as a means to
mitigate future traffic violations and make roads safer. The city believes this type of program should
focus on improving traffic safety, rather than generating revenue.
Traveling Data. The city supports classifying intelligence information shared by other law enforcement
agencies as non-public data.
Critical Incident Training. The city supports legislation that would fund Critical Incident Training for law
enforcement agencies on calls for service where an individual is experiencing a mental health crisis.
Body Cameras. The city supports classifying and clarifying when body -worn camera footage is public
and accessible versus when the footage is non-public while properly balancing both public safety and
privacy concerns.
Prescription Drug Take -Back. The city supports legislation requiring pharmacies to "take back" unused
prescriptions or over the counter medications at no charge.
Criminal Background Checks. The city supports legislation preventing individuals who are not legally
able to purchase a gun from doing so without a criminal background check where current loopholes
exist (guns shows, online, or private transactions).
IV. SUPPORT FOR REGIONAL ASSETS
Plymouth Ice Center. The city supports a capital appropriation of $2.12 million for the Plymouth Ice
Center renovation. Combined with matching funds from the City of Plymouth, this appropriation will
make mandated and energy efficiency updates possible at one of the state's largest and busiest
Page 6
facilities. It will also allow for renovation and remodeling, helping meet long-term demands for regional,
state and national amateur sports. (State of Minnesota)
County Road Retaining Walls. The city supports county funding for retaining wall replacement within city
limits. The city has identified significant issues on County Road 6 and requests Hennepin County
adequately fund and maintain its infrastructure in Plymouth. (Hennepin County)
Page 7
Submitted by Council Member Jim Willis — 2-2-2016
EXECUTIVE SUMMARY
The City of Plymouth functions in a multijurisdictionaI environment and is often subject to mandates
from the State of Minnesota, Hennepin County, the Metropolitan Council, and various watershed
districts. This legislative agenda is intended to advocate for the community's residents and businesses,
reduce waste and duplication of services, and enable the city to govern itself.
I. TRANSPORTATION
To efficiently transport commuters and promote business growth, the city encourages the legislature to
identify long-term funding sources with growth potentlaI to allow for the construction and maintenance
of efficient transit and highway systems this session. Specifically, Plymouth supports the following:
1.1.
Suburban Transit. The city supports preservation of suburban transit, expansion of the _t sit
tagtransit-taxing district, and maintain full MVSTfunding to suburban transit providers. (State of
Minnesota)
1.2. Highway 169. The city supports improvements to Highway 169 in Plymouth. (State of
Minnesota)
1.3. Rockford Road Bridge. The city seeks funding to replace the bridge over Interstate 494 at
Rockford Road. (Hennepin County, State of Minnesota)
1A. County Road Maintenance Budgets. The city supports adequate funding for maintenance,
repair, and timely replacement of the county road systems within Plymouth. (Hennepin County)
Safe Rail Crossings. The city seeks funding to ieve-enhance the safety of rail crossings including
t Ae r91461FU4.9 n Of ".;goes improvements which would enable a whistle ban in Plymouth.
State of Minnesota)
1.6. Utility Coordination on Transportation Projects. The city supports legislation that would
compel utility companies to complete improvements associated with a public transportation
proiect in a timely manner— or enable the city to engage a private contractor to complete the_
work at the utility's expense.
II. GENERAL GOVERNMENT
1.1, Local Control. The city opposes legislation that erodes local control or creates mandates
without a corresponding state appropriation or funding mechanism.
1.2. Mandates. Remove unnecessary reporting and other mandates and provide a funding
source _for state -required mandates. (State of Minnesota) Can we cite specific mandates that
we want eliminated or funded by others?
1 3.
Page 8
Submitted by Council Member Jim Willis -2-2-2016
Levy Limits. The city opposes levy limits. State -imposed limits on local decision making are
inconsistent with local accountability. (State of Minnesota)
1.4. Improving Public Access to Information. The city supports legislation that would enable it to
meet its official notice publication requirements on its website, rather than a designated
newspaper. (State of Minnesota)
I.S. Water Management. The city must meet water quality standards from the Minnesota
Department of Natural Resources, Board of Soil and Water Resources, Elm Creek Watershed
District, Minnehaha Creek Watershed District, Shingle Creek Watershed District, Bassett Creek
Watershed District, Metropolitan Council, United State Environmental Pollution Agency, Army
Corps of Engineers, Minnesota Department of Health, Minnesota Pollution Control Agency, and
Hennepin County. The city of Plymouth supports process improvements to streamline
applications and standards.
1.6. Elections. The city supports a condensed early voting period, rather than an extended no -
excuse absentee process.
2. Fiscal Reform. The city supports fiscal reforms that foster local independence from the state.
2.1. No Expansion of Local Government Aid. The city does not support the expansion of Local
Government Aid LGA and favors local autonomy and parity among like communities. Any city
not receiving LGA should be free from any levy limits imposed by the state. (State of Minnesota)
2.2. No Expansion of Fiscal Disparities. The City of Plymouth contributes $7% of its tax base to
fiscal disparities and does not support the expansion of the Program as a tool to appropriately
balance the city's tax base. The city opposes any legislation that would repurpose fiscal disparity
contributions for special projects. (State of Minnesota)
2.3. No Creation of the Home Grown Housing Fund. The Minnesota Housing Partnership has
proposed an initiative to create a new fu n d i ng, source to pool one-third ofthe g rowth in tax
ca Pacity above 5350 OQa on owner-occuPied homes fiscal dis arities a roach . The revenue
generated from the pooled capacity d are proposed be administered by counties who
develop housing strategies -to use these funds to meet their communities' needs. The cit
believes that these decisions are best made at the local level — rather than the county level. The
city strongly opposes any effort that in effect transfers local property tax base and/or funds to
support other public policy objectives. The city should be granted sufficient authority andd4
flexibility to promote housing types that are best suited to meet local needs, public purposes,
and goats. (State of Minnesota
2.4. Market Value Exclusion. The city supports the retention of the market value exclusion. The
city opposes reinstatement of the Market Value Homestead Credit program. The city believes
the Market Value Exclusion phase-out value should be relative to a local housing market and not
arbitrarily assigned. (State of Minnesota)
2.5. Property Tax Reforms. The city supports property tax relief initiatives that are available
directly to the taxpayer, rather than the local government through the Local Government Aid
program. {State of Minnesota 3
Page 9
Submitted by Council Member Jim Willis — 2-2-2016
Business Property Tax. The city supports reduction of the statewide business property tax. (State
of Minnesota)
3. Metropolitan Council.
3.1. The city does not support expansion of the powers, duties, and responsibilities of the
Metropolitan Council. -Council Make -Up. The city supports a re-examination of the Metropolitan
Council's make-up and supports municipal input in this process. (State of Minnesota,
Metropolitan Council)
3.2. Statutory Authority. The city supports the legislature confining the Metropolitan Council to
its statutory authority. (State of Minnesota, Metropolitan Council)
3.3. Transportation Advisory Board. The city supports a re-examination of the Transportation
Advisory Board's make-up and supports municipal input in this process. (Metropolitan Council)
1, 1. Safe DrivingjDiversion Programs. The city supports legislation that ensures a traffic
diversion program designed to change driver behaviorthrough sound, structured and consistent
education as a means to mitigate future traffic violations and make roads safer. The city believes
this type of program should focus on improving traffic safety, rather than generating revenue.
State of Minnesota)
1.2. Traveling Data. The city supports classifying intelligence information shared by other law
enforcement agencies as non-public data. (State of Minnesota)
1.3.
Critical Incident Training. The city supports legislation that would fund Critical Incident Training for law
enforcement agencies on calls far service where an individual is ex e rie ncing a mental health crisis.
State of Minnesota
1.4. Body Cameras. The city supports classifying and clarifying
when body -worn camera footage is public and accessible versus when the footage is non-
public while properly balancing both public safety and privacy concerns. [State of
Minnesota
1.5. Prescription Drug Take -Back. The city _supports legislation requiring pharmacies to "take
Page 10
Submitted by Council Member Jim Willis — 2-2-2016
back" unused prescriptions or over the counter medications at no charge. 15tate of Minnesota
1.6. Criminal Back round Checks. The c ity suP Ports le islation preventin individuals who are
not legally able to purchase a gun from doing so without a criminal background check where
current loo pholes exist uns shows online or private transactions . State of Minnesota
IV. SUPPORT FOR REGIONAL ASSETS
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apff9ffiation will make man d ang energy i sie nry updates pess
I b le at () ne of t h e stat els
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9f;a1, state a nd natiena 1 a Fn ate UF GPGFtS. (State of M i AAes eta) I
recommend that we focus our state funding requests to transportation infrastructure investments
1.2. County Road Retaining Walls. The city supports county funding for retaining wall
replacement within city limits. The city has identified significant issues on County Road 6 and
requests Hennepin County adequately fund and maintain its infrastructure in Plymouth.
HeF;nepis County)_
H enRepin County Youth SpeFts GFa Rt. The City Of Plymouth has applied fOF Y9Uth SPGF4& GFant fu ndi ngo
Page 11
Clerk's Division
1. Laserfiche — continue importing files converted from microfiche, and train departments on the
system.
2. Elections — implement new E -poll book technology, new procedures regarding absentee voting,
and work on legislation with LMC/MCFOA Elections Task Force.
3. Review liquor ordinances to ensure conformity with State Statutes and recommend changes as
needed.
4. Review City policies and recommend changes as necessary.
5. Codify the City Code.
Communications Division
1. Upgrade the content management software for the city website, move the site to the cloud and
refresh the website's look and feel.
2. Assist the economic development manager with communications and marketing needs for the
new economic development department.
3. Develop communications to inform water customers about the transition to new water meters
and a new utility billing system.
4. Grow the City's Social Media Presence: Continue to manage and monitor city social media
platforms and work with departments to expand content.
5. Continue to work through the Northwest Cable Communications Commission to negotiate a
cable television franchise with Century Link.
Finance Division
1. Improve the City's Utility Billing through new software, new meters, and new billing printer.
2. Upgrade CIP software for a more user friendly and reportable program.
3. Transition of Salaries/Benefits Budget from HR to Finance.
4. Implement of Open Gov Dashboard System.
5. Refine long range financial planning tools.
6. Update Utility Studies and Debt Study.
Human Resource Division
Implement Neogov Onboard software to more effectively and efficiently manage the hiring
process for new hires and rehires.
Restructure the new hire orientation process to provide greater efficiency and opportunities for
increased engagement.
3. Continue to monitor and limit the city's financial exposure under the Affordable Care Act.
4. Work with IT to enhance HR Intranet site.
Page 12
IT Division
1. Continue virtualization of network infrastructure. Implement helpdesk and desktop
management solutions and virtualize workstations.
2. Contribute to meter replacement project through GIS mapping of system.
3. Complete Park and Recreation software transition from Class to Vermont Systems.
4. Upgrade the disaster recovery switch at Public Works.
5. Public Works building expansion — network expansion.
Page 13
COMMUNITY
DEVELOPMENTk
IFF
Inspections
1. Analyze building permit fees to determine if current fees and methodologies are appropriate.
2. Implement the three year rental licensing program for single family and two family units.
3. Code Enforcement efficiency and response times.
4. Work on succession planning to prepare for the retirement of the building official and several
inspectors.
Planning
1. Update the Comprehensive Plan.
2. Analyze development application and associated fees.
3. Continue the analysis and ordinance process for Medical Cannabis.
4. Work with Economic Development on code refinements as necessary.
Housing and Redevelopment Authority
1. Contribute to the Housing and Land Use (redevelopment) Elements of the Comprehensive Plan.
2. Continue City owned vacant lot analysis and disposition.
3. Analyze recently created HRA programs to determine cost effectiveness (Architectural, energy audit,
etc.)
4. Continue to manage and operate the two senior buildings in a fiscally prudent manner.
Support Services & Section 8 Housing
1. Look at software alternatives as possible replacement for current suite.
2. Digitize rental licensing and fence permits.
3. Continue to monitor the Section 8 program revenues and expenses.
Page 14
Economic Development Division
1. Increase opportunities to communicate directly with our existing and potential business
community (BR&E visits, business newsletter, networking events).
2. Enhance the economic development website to create a resource for existing and potential
businesses.
3. Facilitate a Realtor/Broker Forum in conjunction with the Minneapolis Area Realtors Association.
4. Create collaborative business development opportunities with partners such as Medical Alley,
Greater MSP, DEED, TwinWest and Hennepin County.
5. Establish a workforce consortium made up of local manufacturing and medtech businesses to
seek solutions to workforce challenges.
6. Cultivate relationships with landowners and businesses associated with potential
redevelopment parcels.
7. Evaluate where additional economic development data is necessary to understand where
resources may most effectively be utilized.
8. Identify additional proactive economic development initiatives in conjunction with a newly
established Economic Development Authority (EDA).
9. Establish policies that are welcoming to the craft beer and distillery community.
Page 15
PARKS AND
RECREATION
Administration
1. Complete CIP Projects: Northwest Greenway Trail Segment (phase 2) & Pedestrian Bridge,
Plymouth Ice Center/Life Time Fitness Parking Lot Renovation, trail gap project, and
development of a new neighborhood park within the Aspen Hollow development.
2. Work with consultants to develop a master plan for the Northwest Greenway trail heads,
including the potential relocation of the Vicksburg Barn.
3. Work with the Zakkary Johnson Memorial Foundation on the Miracle Field & Universal Design
Playground project (Zachary Park).
4. Continue staff succession planning for eminent retirements in 2016 — 2018.
Parks & Forestry
1. Continue treatment and management plans for invasives (e.g. Emerald Ash Borer and Buckthorn).
2. Complete CIP projects: Parkers Lake tennis court replacement, PIC irrigation system replacement,
playground replacement/renovations at Gateway and Three Ponds Neighborhood Parks.
3. Complete miscellaneous facility improvements and repairs on city trails, parking lots,
boardwalks, shelter facilities and neighborhood parks undergoing playground
replacement/renovations.
4. Implement ADA improvements to trails and facilities when possible.
Plymouth Creek Center & Fieldhouse
Initiate feasibility study for additional space at the Plymouth Creek Center.
Prepare plans and specifications for the replacement of the dome at the fieldhouse.
Maximize program and rental use of the Plymouth Creek Center.
Plymouth Ice Center
1. Complete facility improvements/repairs: new Rupp Roof Air Exchange unit, electronic reader
board and updated sound system.
2. Sell advertising space for the Zamboni and scoreboards.
3. Review and update protocols and procedures to enhance operational efficiencies.
4. Prepare construction plans and costs for the refrigerant/rink conversion proposed for 2017.
Recreation
1. Reevaluate and revise the Recreation Activities Guide in alignment with the new Software
System.
2. Implement new recreation registration/facility use software.
3. Transition new staff — Recreation Manager and Recreation Supervisor.
4. Work with Wayzata School District 281 to implement necessary changes to programs and
services based on the adjusted school start times.
Page 16
Volunteers
1. Review policies for volunteer recognition program.
2. Continue to initiate effective and efficient use of volunteers in the community.
Page 17
General
Fire
PUBLIC SAFETY
DEPARTMENT
1. Further the development and implementation of the Public Safety Model.
2. Incorporate 21St Century Policing Report recommendations (applicable to both divisions).
3. Generate more administrative and operational efficiencies between divisions.
1. Develop staffing roadmap to best support community growth and needs.
2. Initiate schedule changes to provide more reliable and rapid response.
3. Identify operational efficiencies through modern tactics and technology.
4. Redefine community outreach programs and alliances.
Police
1. Initiate 2016-2018 staffing plan to address fifth patrol district and succession planning.
2. Develop a tailored Blueprint Program to better address domestic assault cases.
3. Enhance investigative services to vulnerable adults and children.
4. Continue to lead regional emergency management and critical incident training.
Page 18
Streets
IJP' PUBLIC WORKS
KDEPARTMENT
1. Continue sign replacement program to address Federal regulations regarding reflectivity.
2. Perform snow plowing and street clearing while remaining sensitive to water quality.
3. Continue aggressive maintenance overlay and street sweeping programs and explore crack
sealing options.
4. Implement chemical de-icing mixing and dispensing system.
Utilities
1. Continue inflow and infiltration reduction program.
2. Address and monitor flood control issues.
3. Continue well and lift station rehabilitation program.
4. Implement meter replacement program and enhance water conservation efforts.
Central Services
1. Complete 2015 fleet replacement program and assist with Public Safety fleet additions.
2. Continue energy saving facility upgrades.
3. Manage Public Works Maintenance Facility expansion construction.
4. Install Severe Weather Siren No. 14 at Meadow Creek Elementary.
Solid Waste
1. Improve efficiency of Spring Clean Up.
2. Monitor recycling participation rates and materials collected as well as revenue sharing.
3. Evaluate organics recycling collection and commercial recycling options.
Engineering
1. Continue aggressive pavement management program.
2. Review development proposals and monitor traffic operations during construction.
3. Implement CIP projects including Vicksburg Lane and County Road 24.
4. Manage flashing yellow arrow signal conversion with Hennepin County.
Water Resources
1. Monitor and respond to TMDL requirements.
2. Administer Wetland Conservation Act.
3. Manage Elm Creek Stream Restoration project.
4. Begin Phase I of 15th Avenue/Pineview Lane storm and sanitary sewer replacement under TH 55.
Page 19