HomeMy WebLinkAbout2022/06/13 - ADMIN - Agenda Packets - City Council - Study Session AGENDA
JUNE 13, 2022
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meeting or study session.
6:30 p.m. STUDY SESSION – council chambers
Discussion items
1. 30 min. EDA loan to STEP
5 min. Communications/updates (verbal)
Written reports
2. Monthly financial report
3. Community and Civic Engagement System wrap up
4. Juneteenth holiday recognition update
The agenda is posted on Fridays on the official city bulletin board in the lobby of city hall and on the text display on
civic TV cable channel 17. The agenda and full packet are available after noon on Friday on the city’s website.
If you need special accommodations or have questions about the meeting, please call 952.924.2505.
Meeting: Study session
Meeting date: June 13, 2022
Discussion item: 1
Executive s ummary
Title: Request for financial assistance – STEP (Ward 3 with citywide impact)
Recommended action: Discuss and provide staff with direction relative to STEP’s request for a
$1 million loan from the EDA to enable expansion of operations and programming.
Policy consideration: Does the EDA wish to provide STEP with a $1 million loan to enable it to
expand its current operations and programming?
Summary: St. Louis Park Emergency Program (STEP) is a local, nonprofit, social service
organization that provides many community services and programs including operating a food
shelf and providing clothing and school supplies. STEP has been operating at its current
location, 6812 Lake Street West, since 2010. The need for STEP’s services has increased
significantly in recent years, resulting in a need for larger space. In response, STEP recently
acquired two neighboring properties (6800 and 6804 Lake Street West), doubling its space and
enabling them to expand their operations and programming. To address the cost of these
expansions, STEP is currently engaged in a campaign to raise $2.7 million to cover its expanded
programming costs as well as $2.27 million in building purchase and renovation costs. To date,
STEP has spent approximately $200,000 on the new buildings and has secured nearly $600,000
in loans from Citizens Independent Bank, as well as a $350,000 grant from Hennepin County. As
part of the fundraising efforts, STEP has formally requested a $1 million loan from the EDA and
has requested a $250,000 grant from the city’s ARPA allocation. Should the city agree to
provide the grant at a later point, the EDA loan would be reduced to a net $750,000.
STEP representatives will be at the study session to present and discuss their requests for
financial assistance.
Financial or budget considerations: If the EDA wishes to provide the requested loan, it is
proposed that the EDA enter into a formal agreement with STEP in which STEP would be
provided with a loan up to $1,000,000 at three percent annual interest over a five-year term
with no prepayment penalty. In the event STEP is provided a $250,000 grant from the city’s
ARPA allocation at a later point, the EDA loan would be reduced to $750,000. The EDA loan
would derive from the Development Fund.
Next steps: If the EDA wishes to provide STEP with the requested loan, a formal Loan
Agreement could be brought to the EDA for its consideration on June 20, 2022.
Previous/future actions Governing body Date
Loan Agreement with STEP EDA June 20, 2022
Strategic priority consideration: St. Louis Park is committed to providing a broad range of
housing and neighborhood oriented development.
Supporting documents: STEP attachments
Prepared by: Greg Hunt, economic development manager
Reviewed by: Karen Barton, community development director, EDA executive director
Approved by: Kim Keller, city manager
Space to Serve A campaign for
the St. Louis Park
Emergency Program
When COVID-19 disrupted our community,
many people were made more vulnerable.
They faced impossible choices between paying
for food or rent.
Hundreds of St. Louis Park families who were
economically vulnerable had their lives turned
even more upside down from the disruptions of
the pandemic. Hundreds of others have found
themselves in need for the first time ever. Since the
onset of the pandemic, more neighbors have come
to STEP to meet their basic and emergency needs.
The need is tremendous, and we have stretched
to meet that growing need every day for almost
two years. Before the pandemic, STEP had grown
beyond our current space. Now, we are at the
crossroads of available resources and need.
We will not fall behind our promise to the community.
The Space to Serve Campaign is our call to our
community of partners and supporters to join us
and create the space and capacity needed to fully
implement services to all our neighbors seeking
support. This campaign will support the purchase
and renovation of a new building in order to most
effectively serve the St. Louis Park community.
The STEP Solution
•Clothing program will resume, now triple in size
•Food shelf will increase by 50%
•Better and more accessible onsite school supply program
•Expanded holiday and birthday gift programs for kids
•More efficiently & effectively having all programming onsite
•Office and meeting space for all staff and operations
•Expanded warehouse storage space for essential programming
Study session meeting of June 13, 2022 (Item No. 1)
Title: Request for financial assistance – STEP (Ward 3 with citywide impact)Page 2
STEP is there when:
• a family is struggling to put food on the table
• a parent needs diapers or formula
• a person doesn’t have a winter coat
• a student needs school supplies
• a parent needs help buying gifts for a child’s birthday or holiday
• a senior needs a ride to their medical appointment
Neighbors helping neighbors create
communities that thrive
Not every person in St. Louis Park has what they
need to thrive. Since 1975, St. Louis Park Emergency
Program (STEP), has rallied our community to
support our neighbors in crisis.
Our community faces ongoing inequities and
challenges which prevent our neighbors from
meeting their basic needs. However, the unexpected
occurs for us all. These challenges have only
increased as our community faced harm to our
physical, mental, and emotional health because of
the COVID-19 pandemic.
In these times, we need each other more than
ever before. That’s why St. Louis Park Emergency
Program (STEP) exists: to identify, address, and
respond to the critical and emergency needs of
the St. Louis Park community.
STEP exists to empower lives and restore hope
through a holistic approach inclusive of the whole
person—embracing their full story and including the
entire family.
We are neighbors, helping neighbors.
Study session meeting of June 13, 2022 (Item No. 1)
Title: Request for financial assistance – STEP (Ward 3 with citywide impact)Page 3
STEP says ‘yes’
to the needs of
St. Louis Park
neighbors
In 2022, St. Louis Park Emergency Program
will conduct a campaign to secure $2.7
million to build our capacity to serve more
neighbors.
The Space to Serve Campaign will
provide the solution to our space
constraints.
The foundation to expand programs will
be a critical expansion and upgrade of
our physical space where neighbors find
support, volunteers find purpose, and staff
provide critical services for our neighbors
to thrive. The expansion, in turn, will double
our current space capacity, from 8,000
square feet to 15,276 square feet, enabling
us to expand programs.
We were met with an amazing opportunity
to purchase the building next door to
our landmark building. The two buildings
together will create...
Space to restore
The STEP building has long been a place of
restoration for our neighbors. The expanded
space will be more welcoming and provide
deeper, wrap-around services.
Space to connect
Relationships are at the heart of our work.
Our expanded space and programming
will enable more neighbors and volunteers
to connect in more—life changing—ways.
Space to grow
With our new space, our hallmark programs
– our food shelf and clothing closet –
will be bigger and have more choices.
The building will offer flexibility to adapt
programs to the needs of the future.
...Space to Serve.
The newly-expanded STEP building, doubling the size of our space
Study session meeting of June 13, 2022 (Item No. 1)
Title: Request for financial assistance – STEP (Ward 3 with citywide impact)Page 4
More space to serve,
more impact
STEP’s approach, services, and volunteers meet each
client in need of support where they are, with respect
for their personhood and their unique circumstances.
Agency and choice
When we have control of our choices, we have
control of our futures. Too often social services
organizations assume a ‘good enough’ mentality
that limits agency through low-quality, prescriptive
solutions.
A resource-strapped, one-size-fits-all option is a
reality in many communities and while it serves
immediate needs, it is not enough to support the
whole person. At STEP, our clients are our neighbors.
Because of that, only the best is good enough.
In everything we do, we provide agency to our
clients. Whether that’s choosing color and style of
clothing in the closet or a favorite brand of food in
the food shelf, STEP imbeds respect and dignity in all
of our services.
Our new, larger site will provide more
opportunities for access to these types of
services to support St. Louis Park’s thriving.
Powered by the community
St. Louis Park is an incredibly generous community.
STEP exists because of the generosity of donors, and
our volunteers. With a staff team of 12 people, STEP
amplifies its impact through the tireless dedication
of hundreds of volunteers, each serving at least four
hours every week. Their impact increases our staff
capacity by 50 percent and allows 90 percent of
dollars raised to go directly to program impact. From
communicating with stakeholders, to processing
donations, these volunteers bring our ethos of
neighbors helping neighbors to life.
Trauma-informed care
Clients come to STEP with concerns of domestic
violence, physical health, mental health, family and
parenting, grief and loss, employment, financial
needs, housing, and for access to community
resources. STEP’s intentional investment in onsite
social work creates relationships that are built with
regard for individual worth and dignity. Our trauma-
informed approach respects the whole person, and
the rights for clients to make decisions.
Study session meeting of June 13, 2022 (Item No. 1)
Title: Request for financial assistance – STEP (Ward 3 with citywide impact)Page 5
financial emergency. Priority is given to low-income
neighbors and households receive anywhere from
one to six months of rent or mortgage assistance.
Food shelf
Our confidential food shelf provides the best quality,
wholesome foods and baby care supplies that
volunteers would provide to their own families.
In alignment with our focus on agency, clients have
full control of their orders and schedule regular,
predictable pickups or deliveries—based on their
availability—to ensure that they never need to worry
about where their next meal is coming from. In cases
of emergency, groceries are available to whoever
needs them, whenever they need them.
“For the first time in my life I needed help. STEP provided
me with resources and a sense of certainty that I could keep
providing for my family until my work situation gets stable
again. It is great not to have to suffer a huge breakdown just
because of a temporary work shortage. I am very grateful
to STEP and to all the staff and volunteers.”
— STEP client
STEP services impact 3,300 lives every year.
Hundreds more are impacted through volunteering
and conducting drives for STEP.
Rent and mortgage assistance
When faced with an unexpected life circumstance,
such as medical expenses, job loss, or childcare
needs, STEP doesn’t want any neighbor to worry
about losing their housing.
As a partner to our community in all circumstances,
STEP provides crisis assistance for those in St.
Louis Park at risk of losing their housing due to a
The Space to Serve Campaign will create
the physical space to house expanded and
enhanced services.
The food shelf with new and improved refrigeration
Study session meeting of June 13, 2022 (Item No. 1)
Title: Request for financial assistance – STEP (Ward 3 with citywide impact)Page 6
Clothing and other supports
Year-round, STEP offers clothing and supplies
for the whole family. The choice-based
clothing closet offers gently-used, high quality
clothing for children and adults. Through
coordination with a social worker, this service
ensures that STEP is providing for the holistic
needs, beyond just clothing, of each of its
clients. During certain times throughout the
year, STEP offers add-on supports like coats
and school supplies in the fall and food and
toys during the holiday season.
The Space to Serve Campaign will expand
our clothing closet, enabling us to embrace
an onsite retail store model.
Our new, larger site will provide more
opportunities for access to these types
of services to support St. Louis Park’s
thriving.
Community resources
STEP knows that we cannot address
every need of the community. However,
through our licensed social workers, we
connect neighbors with the resources they
need. Whether it is COVID vaccinations,
crisis intervention, mental health services,
temporary housing, legal support, or services
for seniors, STEP will ensure that all neighbors
are connected to the support they need.
Our work in action
Nearly 15,000
volunteer hours
12,353 social work
appointments
90% of all philanthropic
dollars go directly to programs
93 households received
financial assistance
preventing homelessness
551 children received
holiday gifts
433 neighbors
received rides
486 children equipped with
school supplies and backpacks
Study session meeting of June 13, 2022 (Item No. 1)
Title: Request for financial assistance – STEP (Ward 3 with citywide impact)Page 7
Space to Serve A campaign for
the St. Louis Park
Emergency Program
Our community has responded to the needs of neighbors for decades. Make sure that when
circumstances are challenging, our neighbors will always have a place to turn.
Expand our building
Purchase the building next-door to the current STEP building to double the size of
our space from 8,000 square feet to 15,276. Renovate both buildings to create
a spacious, modern, inspiring space for neighbors, volunteers, and staff. Create
a $100,000 fund for future maintenance and enhancements.
$2.7 million campaign goal
Expand our programs
Create a fund to hire more social workers and translators for our neighbors. The
fund would be used to hire more professional social workers and translators, as
well as provide seed funding for new programs and resources.
$2.45
million
$250,000
Together, we will
create a community
that thrives, neighbor
to neighbor.
Study session meeting of June 13, 2022 (Item No. 1)
Title: Request for financial assistance – STEP (Ward 3 with citywide impact)Page 8
Derek Burrows Reise
Executive Director
952.234.4309
Derek@stepslp.org
stepslp.org
For more information, please contact:
Study session meeting of June 13, 2022 (Item No. 1)
Title: Request for financial assistance – STEP (Ward 3 with citywide impact)Page 9
REQUEST TO CITY OF ST LOUIS PARK JUNE 2022
ST LOUIS PARK EMERGENCY PROGRAM EXPANSION
STEP is on the precipice of a once in a generation need and opportunity to create a space that
will meet the challenges of serving the community of St. Louis Park. The center of the Space to
Serve campaign is an expansion of the current facility to respond to a post-COVID world.
BACKGROUND
STEP’s mission is to identify, address and respond to the critical and emergency needs of
residents in St. Louis Park. Some families depend on STEP to help meet their recurring needs,
while others find themselves turning to STEP for the first time because of an unexpected job-
loss, unplanned medical expenses, children with ever-growing and expanding needs, or many
other challenges.
STEP is there to support, advocate, and educate. We are there for clients when needed, without
judgement, and with no questions asked. Whether clients need a winter coat, emergency rental
assistance, supplemental food, or a senior needs transportation to their medical appointments,
we are a steady resource through many seasons of life.
After many years of working within the constraints of the current facility, in 2019 STEP’s Board
of Directors unanimously approved an expansion plan for a facility at least 15,000 square feet
(7,000 square feet more than the present space). The pandemic has further magnified the need
for a larger facility. For COVID safety precautions, direct services have had to be reduced or
suspended due to the limitations of safely operating within the current space.
During the pandemic, STEP was able to secure the adjacent parking lot and the building next
door to its current facility. With a comprehensive renovation project, STEP will have a facility
that is 15,276 square feet. This space is projected to serve the community in impactful ways for
decades to come. This is a once-in-a-generation opportunity.
PLAN
STEP has a construction plan that will run approximately from June to November 2022. STEP’s
total campaign goal for this expansion is $2.7 million. The purchase and construction cost share
is $2.27 million.
STEP has responded to the needs of neighbors for decades. We ensure that when
circumstances are challenging, our neighbors will always have a place to turn.
Study session meeting of June 13, 2022 (Item No. 1)
Title: Request for financial assistance – STEP (Ward 3 with citywide impact)Page 10
The expanded facility will make a deep and long-term impact.
• Food shelf shopping area and options will increase by 50%.
• Clothing program will resume for first time since March 2020. It will triple in
capacity.
• The school supply program, which serves about 20% of kids in area public schools,
will be improve and more accessible by being on-site.
• Holiday and birthday gift programs for kids will be more accessible and serve
additional families.
• There will be space for hosing off-site partners that provide assistance on housing,
legal and tax assistance, public benefits, city services, and health services.
• Expanded warehouse storage space will be available for essential programming.
By having all programs and operations on-site, STEP will be more efficient & effective in
meeting the needs of the community.
HIGHLIGHTS OF EXPANSION
Study session meeting of June 13, 2022 (Item No. 1)
Title: Request for financial assistance – STEP (Ward 3 with citywide impact)Page 11
REQUEST
STEP is respectfully requesting the City’s leadership and commitment to this once-in-a-
generation expansion. STEP is requesting the following investments:
1. $1,000,000 in an Economic Development Authority loan
A five-year loan would allow for the construction services to be on schedule while STEP
continues to engage in fundraising efforts. The current construction timeline would allow STEP
to open in an expanded space, including resuming its no-cost clothing program, by January
2023.
2. $250,000 one-time grant
STEP believes it is appropriate for this grant to come from the City’s share of ARPA funds. STEP
recognizes the City Council will best determine where this one-time investment could originate.
If the grant is awarded, then the loan would be reduced to $750,000.
Study session meeting of June 13, 2022 (Item No. 1)
Title: Request for financial assistance – STEP (Ward 3 with citywide impact)Page 12
Meeting: Study session
Meeting date: June 13, 2022
Written report: 2
Executive s ummary
Title: April 2022 monthly financial report
Recommended action: No action is required.
Policy consideration: Monthly financial reporting is part of our financial management policies.
Summary: The monthly financial report provides an overview of general fund revenues and
departmental expenditures comparing them to budget throughout the year. This report is
normally provided in the agenda packet for the second study session each month. Since there
wasn’t a regular study session on May 23, the April report is being provided at this time, and
the May report will be provided in two weeks on June 27.
Financial or budget considerations: Actual expenditures should generally be at about 33% of
the annual budget at the end of April. General fund expenditures were 3% under at
approximately 30% of budget through April. Most departments are at or under budget.
Organized recreation expenditures were at 37% of budget, which is a temporary variance
consistent with prior years due to payment of the annual community education contribution of
$187,400 to the school district in February. Engineering is at 42% due to a lesser portion of staff
hours allocated out to projects prior to the start of the construction season.
Revenues are harder to measure in the same way since they aren’t spread as evenly during the
year, examples of which include property taxes and State aid payments that are only received a
few times a year several months apart. License and permit revenues are exceeding budget at
65% in April because nearly all of the annual business and liquor license fees have been
received, and there have been several large commercial permits issued, including the Risor
apartment building in April. Permits for Beltline Residences and the Phase II of Parkway
Residences were also issued in the first quarter.
Strategic priority consideration: Not applicable.
Supporting documents: Summary of revenues and departmental expenditures – General Fund
Prepared by: Darla Monson, accountant
Reviewed by: Melanie Schmitt, finance director
Approved by: Kim Keller, city manager
Summary of Revenues & Departmental Expenditures - General Fund As of April 30, 202220222022202020202021202120222022Balance YTD Budget Budget Audited Budget Audited Budget YTD AprRemaining to Actual %General Fund Revenues: General Property Taxes28,393,728$ 28,635,694$ 29,601,811$ 29,446,907$ 30,532,470$ 30,532,470$ 0.00% Licenses and Permits4,660,811 5,294,310 4,621,829 4,997,980 4,750,604 3,091,865 1,658,739 65.08% Fines & Forfeits280,000 126,192 231,000 150,965 231,000 39,118 191,882 16.93% Intergovernmental1,760,082 2,061,267 1,661,549 1,773,949 1,748,770 459,325 1,289,445 26.27% Charges for Services2,273,824 1,600,806 2,013,834 2,278,004 2,284,483 537,214 1,747,269 23.52% Rents & Other Miscellaneous1,456,102 1,201,119 1,499,091 1,472,637 1,589,934 584,316 1,005,618 36.75% Transfers In2,038,338 2,049,976 2,055,017 2,054,819 2,198,477 697,659 1,500,818 31.73% Investment Earnings 210,000 486,468 200,000 (314,347) 200,000 3,640 196,360 1.82% Other Income621,280 3,442,900 593,300 606,695 526,829 187,766 339,063 35.64% Use of Fund Balance25,000 250,000 250,000 Total General Fund Revenues41,694,165$ 44,898,732$ 42,502,431$ 42,467,610$ 44,312,567$ 5,600,903$ 38,711,664$ 12.64%General Fund Expenditures: General Government: Administration1,868,599$ 1,472,421$ 1,617,882$ 1,362,006$ 2,010,605$ 365,752$ 1,644,853$ 18.19% Finance1,124,045 1,194,828 1,129,591 1,190,180 1,178,516 344,759 833,757 29.25% Assessing808,171 792,277 798,244 767,705 821,530 266,677 554,853 32.46% Human Resources823,209 796,088 837,736 823,448 882,849 220,847 662,002 25.02% Community Development1,571,894 1,536,657 1,576,323 1,443,624 1,606,474 487,940 1,118,534 30.37% Facilities Maintenance1,265,337 1,246,439 1,349,365 1,413,873 1,407,116 467,462 939,654 33.22% Information Resources1,709,255 1,596,487 1,683,216 1,650,478 1,622,619 410,653 1,211,966 25.31% Communications & Marketing828,004 710,334 970,934 807,217 974,064 332,718 641,346 34.16%Total General Government9,998,514$ 9,345,531$ 9,963,291$ 9,458,531$ 10,503,773$ 2,896,809$ 7,606,964$ 27.58% Public Safety: Police10,853,821$ 10,611,141$ 11,307,863$ 11,347,597$ 11,846,760$ 3,740,890$ 8,105,870$ 31.58% Fire Protection5,040,703 4,764,337 4,998,636 5,066,383 5,364,179 1,756,288 3,607,891 32.74% Building 2,696,585 2,321,664 2,571,968 2,493,832 2,712,400 880,185 1,832,215 32.45%Total Public Safety18,591,109$ 17,697,142$ 18,878,467$ 18,907,812$ 19,923,339$ 6,377,363$ 13,545,976$ 32.01% Operations: Public Works Administration273,318$ 216,899$ 249,256$ 239,575$ 255,766$ 76,279$ 179,487$ 29.82% Public Works Operations3,331,966 3,168,538 3,285,820 2,957,465 3,523,669 978,243 2,545,426 27.76% Vehicle Maintenance1,278,827 1,207,998 1,303,159 1,259,534 1,368,929 435,602 933,327 31.82% Engineering551,285 531,801 523,547 655,722 556,115 231,362 324,753 41.60%Total Operations5,435,396$ 5,125,236$ 5,361,782$ 5,112,296$ 5,704,479$ 1,721,486$ 3,982,993$ 30.18% Parks and Recreation: Organized Recreation1,637,002 1,369,309 1,639,358 1,516,192 1,769,060 651,938 1,117,122 36.85% Recreation Center2,061,394 1,864,459 2,082,697 2,198,272 2,274,043 612,802 1,661,241 26.95% Park Maintenance1,906,363 1,802,534 1,916,643 1,857,392 2,034,509 600,446 1,434,063 29.51% Westwood Nature Center748,683 606,378 736,515 652,505 794,170 231,743 562,427 29.18% Natural Resources504,143 433,362 496,497 412,015 612,110 67,109 545,001 10.96%Total Parks and Recreation6,857,585$ 6,076,042$ 6,871,710$ 6,636,376$ 7,483,892$ 2,164,039$ 5,319,853$ 28.92% Other Depts and Non-Departmental: Racial Equity and Inclusion 314,077$ 272,994$ 341,293$ 185,280$ 292,194$ 16,797$ 275,397$ 5.75% Sustainability497,484 244,655 432,043 297,217 404,890 100,473 304,417 24.81% Transfers Out4,878,845 4,878,845 Contingency and Other144,860 225,000 Total Other Depts and Non-Departmental811,561$ 662,509$ 5,877,181$ 5,361,342$ 697,084$ 117,270$ 579,814$ 16.82%Total General Fund Expenditures41,694,165$ 38,906,460$ 46,952,431$ 45,476,356$ 44,312,567$ 13,276,968$ 31,035,599$ 29.96%Study session meeting of June 13, 2022 (Item No. 2) Title: April 2022 monthly finanical reportPage 2
Meeting: Study session
Meeting date: June 13, 2022
Written report: 3
Executive s ummary
Title: Community and civic engagement system wrap up
Recommended action: None at this time.
Policy consideration: The purpose of this report is to summarize the outcomes of the recent
discussions within the community and civic engagement system.
Summary: The council recently completed a series of discussions focused on advancing the
city’s strategic priority related to community and civic engagement. These discussions primarily
focused on the structure of public participation in the city, a review of current and past
engagement strategies, and identification of opportunities to leverage and enhance
programming to build and provide clear pathways for engagement. Topics included a review of
the structure, function, and role of city advisory boards and commissions, how council meetings
are conducted and things that could be done t o m ake formal processes more accessible and
transparent, and extensive work to define and outline the purpose of community engagement
from a city perspective.
In this report, an overview of each session is included along with identified outcomes and/or
next steps.
Financial or budget considerations: Funds for community engagement are in the budget
Strategic priority consideration: St. Louis Park is committed to creating opportunities to build
social capital through community engagement.
Supporting documents: Discussion
Prepared by: Michael Sund, elections specialist
Reviewed by: Melissa Kennedy, Jacque Smith, Karen Barton
Approved by: Kim Keller, city manager
Study session meeting of June 13, 2022 (Item No. 3) Page 2
Title: Community and civic engagement system wrap up
Discussion
Background: Study sessions covered a range of topics all relating to how the city council and
staff use community engagement to work with residents to make decisions. Each meeting built
on the previous discussion and had self-contained outcomes based on various policy and
practice questions. Reports on these topics were considered and discussed by the city council
and, where appropriate, direction on future expectations and outcomes was provided to staff
for implementation.
Meeting subject: Community and civic engagement system introduction
Date: 2/28/2022
Overview: The council reviewed the current IAP2 framework utilized by staff to plan
public participation events and programming. The breadth and depth of public
engagement in the city was reviewed as it relates to the strategic priority of creating
opportunities to build social capital. Limitations on the scope of engagement were
reviewed and expectations for the system were discussed. In addition, the focus on race
equity and inclusion was discussed as a core element of all public participation planning.
Outcomes of the discussion: The council generally approved of the strategic approach of
using a limited version of the IAP2 system. Council members offered ideas and topics for
which they wanted more information about during later portions of the system review.
Meeting subject: Public process expectations and outcomes
Date: 3/21/2022
Overview: A review of public participation processes was provided that focused on the
time between the Vision 3.0 process and this current system. Reviews of how the IAP2
system has been implemented previously were provided along with a review of current
tools, programming and results reporting.
Outcomes of the discussion: Council provided feedback that a core element of the
planning process should always include a set of expectations for the public who
participate. They further encouraged staff to be thoughtful about the language used to
describe engagement. The variety of tools and technology used was discussed along
with their relative ability to provide equitable outcomes and consistent metrics of
performance.
Meeting subject: Boards and commissions – struct ure, function, role, authority
Date: 3/28/2022
Overview: A broad-based overview of the current boards and commissions program was
provided. Further, challenges encountered within the current system were reviewed
along with possible opportunities for enhancement. Requirements were outlined for a
plan for the future of the institution and noted that the significant research and
development was outside the scope of current capacity allocated. Staff recommended
that a consultant be hired to complete this work.
Study session meeting of June 13, 2022 (Item No. 3) Page 3
Title: Community and civic engagement system wrap up
Outcomes of the discussion: The council supported the recommendation to hire a
consultant to review and provide recommendations related to the structure, role,
function, and authority of the city’s advisory boards and commission program, including
the recruitment and appointment process. The analysis was discussed as being
completed and reported on by the fall of 2022 so any program changes can be
implemented prior to the 2023 appointment process. Though staff have been spending
significant time on the recent needed attention on the water main breaks, they are still
hopeful that this timeline can be met.
Meeting subject: Driving civic engagement and participation
Date: 4/18/2022
Overview: Staff provided a definition of civic engagement as separate from community
engagement that was inclusive of programming related to city processes. A review of
the relationship between each element of public participation, along with the tools and
types of programing related to those categories, utilized informed approaches that
drove civic engagement related to voting and elections.
Outcomes of the discussion: Council discussed this strategy and approved the
framework offered by staff. They further elaborated on their specific needs from a civic
engagement system, including a multicultural approach that works with communities to
address individual and community-wide needs. The limitations of civic engagement
provided by staff were discussed along with a need for clear metrics on the outcomes of
programming. Emphasis was again placed on the need for clear expectations for
residents in any public participation process.
Meeting subject: Boards and commissions – considering new commissions
Date: 4/25/2022
Overview: Previous council-requested topics related to the creation of a transportation
commission and a youth commission were discussed. Topics covered included current
needs, capacity, resources, and desired objectives and outcomes of new programming.
Outcomes of the discussion: The council supported the recommendation to include
consideration of new commissions and opportunities to enhance the involvement of
youth in the scope of the work of the consultant to determine if the creation of new
advisory bodies is the appropriate strategy to address needs or if opportunities exist to
modify or leverage existing programs to achieve desired outcomes.
Meeting subject: City council rules of procedure
Date: 5/9/2022
Overview: The guidelines for the conduct of public business by the council were
reviewed. Opportunities for public participation in meetings was also discussed, along
with the possible implementation of standard guidelines of conduct at public meetings.
Study session meeting of June 13, 2022 (Item No. 3) Page 4
Title: Community and civic engagement system wrap up
Outcomes of the discussion: Council directed staff to facilitate the agreed upon changes
to the city council rules of procedure. Staff was also directed to research and return to
the council with recommendations related to public participation in meetings and
guidelines for conduct at meetings. In the interim period, staff will develop tools to
make the process for public participation in meetings easier to understand and more
accessible.
Next steps: The system has concluded in three key outcomes that will guide the work of city
staff in this area.
Refined IAP2 approach – Staff will work to implement suggestions and advice from the
council on the current use of the IAP2 system.
Boards and commissions consultant – A consultant will be hired to evaluate and
provide a recommendation on how the city’s advisory boards and commissions could be
utilized to further advance the city’s strategic priorities, with a strong focus on racial
equity and inclusion and building social capital through community and civic
engagement. The analysis will include a review of the structure, role (including youth),
function, and authority of the city’s advisory boards and commissions, including the
recruitment and appointment process and consideration of new programming.
Civic engagement strategy – Staff will work to define and augment programming
related to an expansion of civic engagement.
Meeting: Study session
Meeting date: June 13, 2022
Written report: 4
Executive s ummary
Title: City recognition of Juneteenth holiday
Recommended action: None; this report is informational only.
Policy consideration: None at this time. The recommended change will be included in the
regular budget process for 2023 and, at a later date, a resolution to approve an updated
personnel policy will be provided for council consideration and approval.
Summary: Juneteenth was added as a recognized/paid holiday in 2021 by the federal
government, Hennepin County, and the cities of St. Paul and Minneapolis. In our local market of
suburban metro cities with similar population, the cities of Bloomington, Burnsville, Edina and
Maplewood also added Juneteenth as a paid city holiday. Currently, cities are not required to
recognize Juneteenth as a holiday by the State of Minnesota.
City staff convened a wide-ranging employee group to review the city holiday policy and
determine if any changes are needed. This report is to provide council with a review of what
the work group studied and outlines the staff recommendation of adding this important day of
national significance as a paid holiday beginning in the 2023 budget year.
Financial or budget considerations: None for 2022. Future costs, estimated at an average of
$50,000 annually, will be built into the 2023 budget and beyond.
Strategic priority consideration: St. Louis Park is committed to being a leader in racial equity
and inclusion in order to create a more just and inclusive community for all.
Supporting documents: Discussion
Prepared by: Ali Timpone, HR director
Approved by: Kim Keller, city manager
Page 2 Study session meeting of June 13, 2022 (Item No. 4)
Title: City recognition of the Juneteenth holiday
Discussion
What is Juneteenth? Juneteenth (short for “June Nineteenth”) marks the day when federal
troops arrived in Galveston, Texas in 1865 and is considered the date when the last slaves in
America were notified that they had been freed. Although the rumors of freedom were
widespread prior to this date, actual emancipation did not reach everyone until almost two and
a half years after the Emancipation Proclamation was signed. On June 17, 2021, it officially
became a federal holiday.
What is the city required to do? The city is required to follow state statute, which identifies 10
holidays (80 hours) in which no public business can be transacted. One of those days, Columbus
Day, is allowed to be traded for the day after Thanksgiving, which is what St. Louis Park has
done via council-approved policy. Adding Juneteenth is not required by state statute but would
align with federally recognized holidays.
What do other jurisdictions do? The federal government declared Juneteenth a federal holiday
in 2021. Large Minnesota entities such as Hennepin County and the cities of Minneapolis and
St. Paul also recognize Juneteenth as a paid holiday. In St. Louis Park’s market of 27 comparable
cities, four currently have added Juneteenth as a paid city holiday (Bloomington, Burnsville,
Edina and Maplewood).
What other leave programs does the city currently provide? Most benefit-earning city staff
(92%) are on a paid time off policy (flex leave) which was implemented in 1997 and amended in
2001. This leave program is in addition to the 80 hours of paid time off for recognized city
holidays. Flex leave is intended to allow maximum employee choice in how to use their days
off. Entry level flex leave begins at 24 days of leave per year. This accrual represents 10 days of
vacation, 12 days of sick leave, 1 floating holiday, and 1 funeral/bereavement leave day. Our
firefighter union group is covered by a separate sick and vacation leave program and has
different holiday accruals due to the nature of their 24-hour shift schedules.
What process led the staff recommendation? When considering a change to any citywide
benefit issue, human resources staff have historically relied upon the employee benefits
committee or specific employee work groups to review the issue and make a recommendation.
That same process was followed in this case. HR convened a group of employees from across
the city, inviting representatives from every union group, employee resource group and non-
union division to review the overall holiday policy (especially as relates to other leave
programs) and discuss if changes are recommended. Two meetings were held and facilitated by
Phyllis Braxton and Aaron Kesher of Pink Consulting.
What is the employee work group’s recommendation? After review and discussion, the
employee group was overwhelmingly in support of recognizing Juneteenth as a paid city holiday
in St. Louis Park to show systemic support for advancing racial equity and to align with federally
recognized holidays. The group, and city leadership, feel that Juneteenth’s national significance
differentiates it from other cultural and religious holidays. For recognition of those important
days, the city has a floating holiday built into its flex leave policy that employees may choose to
utilize for that purpose.
Page 3 Study session meeting of June 13, 2022 (Item No. 4)
Title: City recognition of the Juneteenth holiday
What are the estimated impacts of adding a paid city holiday? Below are some impacts of
adding an additional paid city holiday:
•Statement toward our values: The employee work group and staff leadership feel strongly
that the national significance of this holiday warrants a strong statement of recognition and
support. It also increases awareness of the holiday within the St. Louis Park community.
•Opportunity to personally recognize: The addition allows time for city staff to personally
recognize and/or educate themselves on the holiday with their friends, families and
community.
•Financial: City policy and union contracts provide for overtime or double overtime for non-
exempt staff who work on recognized city holidays. It is hard to predict what may occur on a
holiday that would require additional staff to work overtime but, based on past hours
worked on holidays and staff’s best estimates, it is anticipated that the city could expect to
pay an additional $50,000 annually (2022 dollars) in additional overtime costs by adding a
paid holiday. If an emergency occurred and all staff were called back to work, the cost could
be as high as $130,000.
•City services: As with other recognized holidays, City Hall and other non-essential city
services would be unavailable to transact business on June 19, or the Friday before or
Monday after (if holiday falls on a weekend), to observe the holiday.
•City council: Historically, council has not met on recognized/observed city holidays. If this
holiday is approved and added, Juneteenth will be included when the council adopts their
meeting schedule for 2023.
What is the recommended timing for this change? Due to timing concerns and lack of
budgeted resources, staff recommends implementing this change as part of the 2023 budget.
For 2022, the city manager is working with the Black, Indigenous and People of Color employee
resource group (BIPOC ERG) on messaging to all staff about Juneteenth and encouraging staff
to participate in the citywide celebration at the ROC on June 19 from 12-4 pm.
Staff will be building this additional holiday into the 2023 budget plan and a resolution will be
presented to council for approval to amend the employee personnel manual policy relating to
holidays for a 2023 effective date (holiday policy originally established by resolution 01-078 and
amended by resolution 21-051).