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Home My WebLink About2009 05-26 CCP Regular SessionAGENDA CITY COUNCIL STUDY SESSION May 26, 2009 6:00 P.M. City Council Chambers A copy of the full City Council packet is available to the public. The packet ring binder is located at the front of the Council Chambers by the Secretary. 1. City Council Discussion of Agenda Items and Questions 2. Miscellaneous 3. Discussion of Work Session Agenda Items as Time Permits 4. Adjourn Public Copy CITY COUNCIL MEETING City of Brooklyn Center May 26, 2009 1. Informal Open Forum with City Council 6:45 p.m. provides an opportunity for the public to address the Council on items which are not on the agenda. Open Forum will be limited to 15 minutes, it is not televised, and it may not be used to make personal attacks, to air personality grievances, to make political endorsements, or for political campaign purposes. Council Members will not enter into a dialogue with citizens. Questions from the Council will be for clarification only. Open Forum will not be used as a time for problem solving or reacting to the comments made but, rather, for hearing the citizen for informational purposes only. 2. Invocation 7 p.m. AGENDA 3. Call to Order Regular Business Meeting —The City Council requests that attendees turn off cell phones and pagers during the meeting. A copy of the full City Council packet is available to the public. The packet ring binder is located at the front of the Council Chambers by the Secretary. 4. Roll Call 5. Pledge of Allegiance 6. Approval of Agenda and Consent Agenda —The following items are considered to be routine by the City Council and will be enacted by one motion. There will be no separate discussion of these items unless a Councilmember so requests, in which event the item will be removed from the consent agenda and considered at the end of Council Consideration Items. a. Approval of Minutes 1. May 11, 2009 Study Session 2. May 11, 2009 Regular Session 3. May 11, 2009 Work Session b. Licenses 7. Presentations Proclamations /Recognitions/Donations —None 8. Public Hearings —None CITY COUNCIL AGENDA 9. Planning Commission Items —None -2- May 26, 2009 10. Council Consideration Items a. Resolution Granting Preliminary Approval and Authorizing the Formal Submission of the City of Brooklyn Center's 2030 Comprehensive Plan to the Metropolitan Council as Required by Minnesota State Law (Metropolitan Land Planning Act) Requested Council Action: Motion to adopt resolution. b. Resolution Establishing a Limited Lease for BC Liquor at 4811 Dusharme Drive Requested Council Action: Motion to adopt resolution. c. Consideration of Renewal Rental License for 5301 Dupont Avenue North Requested Council Action: Motion to either reschedule the hearing as requested by applicant Spencer Ung or adopt resolution of Findings of Fact and Order. d. Resolution Authorizing the City to Enter into a Prescription Discount Card Program, Sponsored by the National League of Cities in Collaboration with CVS Caremark, to Provide Brooklyn Center Residents Savings on Prescription Drugs Not Covered by Insurance Requested Council Action: Motion to adopt resolution. 11. Council Report 12. Adjournment City Council Agenda Item No. 6a • 05/11/09 MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA STUDY SESSION MAY 11, 2009 CITY HALL COUNCIL CHAMBERS CALL TO ORDER The Brooklyn Center City Council met in Study Session called to order by Mayor Tim Willson at 6:00 p.m. ROLL CALL Mayor Tim Willson and Councilmembers Kay Lasman, Tim Roche, Dan Ryan, and Mark Yelich. Also present were City Manager Curt Boganey, Public Works Director /City Engineer Steve Lillehaug, Community Development Director Gary Eitel, and Carol Hamer, TimeSaver Off Site Secretarial, Inc. CITY COUNCIL DISCUSSION OF AGENDA ITEMS AND QUESTIONS Councilmember Roche requested discussion on agenda item 10b, specifically in relation to whether the current ownership is the same ownership that applied for a liquor license for San Antonio Grill. Mr. Boganey stated he believes the current ownership that would like to open the restaurant under the name of Chilitos is the same ownership that had planned to open the restaurant under the name San Antonio Grill. Staff went through the application review process with the application for San Antonio Grill and recommended denial. The ownership has submitted new information with respect to management staff for the Chilito's restaurant. The applicant has requested that the hearing be continued to July 13, 2009. Councilmember Roche requested discussion on agenda item 10c, specifically in relation to whether this would be the first opportunity for the City to utilize the provisional license. Mr. Boganey replied that he believes this would be the second utilization of a provisional license. Councilmember Yelich requested discussion on agenda item 10h, specifically in relation to the assessments recommended to be rescinded. Mr. Boganey explained that in the last 12 months there was a transition of the administrative responsibilities for this action from the Public Works Department to the Code Enforcement Department. The property owner of 6107 France Avenue N paid the weed removal costs the day of the public hearing. With the other properties the nuisance abatements were conducted after the cutoff date for the spring special assessment levy, which did not allow enough time for the payment process. Moving forward, after this transition period some of these kinks should not continue in the future. -1- DRAFT Councilmember Lasman requested clarification on the funds received by Hennepin County in relation to the Neighborhood Stabilization Program (NSP) as outlined in the memorandum on agenda item 10d. Mr. Eitel stated Hennepin County was awarded $3,885,729 in NSP funding from HUD in addition to $4,715,298 from the Minnesota Housing Finance Agency (MHFA). There was discussion on the use of Tax Increment Financing (TIF) funds and the use of the funds provided by Hennepin County for potential homeowners in the NSP neighborhood. Mr. Boganey stated staff believes that the federal funds awarded to Hennepin County will involve a more complicated and arduous process. It would be in the EDA's financial benefit to ensure that the HUD money is spent first, but it would not be in the City's interest to force people to go through the more complicated, arduous task in order to acquire homes. Staff would suggest with the housing assistance programs that they clearly lay out both programs to potential buyers so they can understand the advantage or disadvantage of each, and allow them to select which of the two programs they will use. Staff believes that most people will likely opt for the EDA program because it is more streamlined; however, there will be people who will choose the County program because they see a greater benefit. Mr. Boganey stated staff believes that the City will get the most benefit out of the NSP program in the area of acquisition and demolition with the ability to significantly supplement the monies available to do that part of the program by using the HUD monies. Staff also believes that for those that want to do rehab they should be able to get significant benefit out of the housing rehab program through the County. There was discussion on the process of identifying blighted properties appropriate for demolition. It was noted that appraisals of properties purchased with NSP funds would be at the current market value. MISCELLANEOUS Councilmember Lasman requested staff to look into potential liability issues associated with walking tours being planned by the Historical Society. Councilmember Lasman provided Mr. Boganey with a community spotlight article on Brooklyn Center included in Sunday's edition of the Star Tribune. Councilmember Roche stated he has received comments of appreciation for Mr. Boganey' s support with the Earle Brown Days Board. DISCUSSION OF WORK SESSION AGENDA ITEMS AS TIME PERMITS UPDATE ON COMPREHENSIVE PLAN Mr. Eitel provided background information on the Comprehensive Plan review process. He stated the review process provides for a recommendation by the Planning Commission at its May 14, 2009, meeting with City Council authorization to submit the draft plan to the Metropolitan Council tentatively scheduled for May 26, 2009. He stated the City Council will consider adoption of the Comprehensive Plan this summer upon receipt of the Metropolitan Council's review and comments. 05/11/09 -2- DRAFT Mayor Willson stated his position that he would not support changes similar to the higher density requested by the Metropolitan Council with the last Comprehensive Plan update, and that citizens should be made aware of this type of request. Mr. Boganey stated Council will be provided with a timeline and outline for the required steps when the document is presented at the May 26, 2009, City Council meeting. ADJOURN STUDY SESSION TO INFORMAL OPEN FORUM WITH CITY COUNCIL Councilmember Lasman moved and Councilmember Ryan seconded to close the Study Session at 6:42 p.m. Motion passed unanimously. Motion passed unanimously. 05/11/09 RECONVENE STUDY SESSION Councilmember Lasman moved and Councilmember Ryan seconded to reconvene the Study Session at 6:48 p.m. Motion passed unanimously. CONTINUATION OF STRATEGIC GOALS REVIEW Mr. Boganey requested discussion from the Council on the Strategic Goal Outcome Statements and whether the draft policies accurately reflect Council policy direction. The Council reviewed the goal desired outcomes of Goal No. 4. The majority consensus of the City Council was to add the following to the goal desired outcomes of Goal No. 4: 1 a: Staff and commissions membership will reflect the community diversity. lb: Participation in major community events. ADJOURNMENT Councilmember Lasman moved and Councilmember Roche seconded to close the Study Session at 7:00 p.m. -3- DRAFT MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA 1. INFORMAL OPEN FORUM WITH CITY COUNCIL CALL TO ORDER INFORMAL OPEN FORUM The Brooklyn Center City Council met in Informal Open Forum called to order by Mayor Tim Willson at 6:46 p.m. ROLL CALL Mayor Tim Willson and Councilmembers Kay Lasman, Tim Roche, Dan Ryan, and Mark Yelich. Also present were City Manager Curt Boganey, Public Works Director /City Engineer Steve Lillehaug, Director of Business and Development Gary Eitel, Community Development Specialist Tom Bublitz, Assistant City Manager/Director of Building and Community Standards Vickie Schleuning, Police Chief Scott Bechthold, Commander Kevin Benner, City Attorney Charlie LeFevere, and Carol Hamer, TimeSaver Off Site Secretarial, Inc. Mayor Tim Willson opened the meeting for the purpose of Informal Open Forum. No one wished to address the City Council. REGULAR SESSION MAY 11, 2009 CITY HALL COUNCIL CHAMBERS Councilmember Ryan moved and Councilmember Yelich seconded to close the Informal Open Forum at 6:48 p.m. Motion passed unanimously. 2. INVOCATION Councilmember Yelich requested a moment of silence and personal reflection as the Invocation. 3. CALL TO ORDER REGULAR BUSINESS MEETING The Brooklyn Center City Council met in Regular Session called to order by Mayor Tim Willson at 7:00 p.m. 4. ROLL CALL Mayor Tim Willson and Councilmembers Kay Lasman, Tim Roche, Dan Ryan, and Mark Yelich. Also present were City Manager Curt Boganey, Public Works Director /City Engineer Steve Lillehaug, Director of Business and Development Gary Eitel, Community Development 05/11/09 -1- DRAFT Specialist Tom Bublitz, Assistant City Manager/Director of Building and Community Standards Vickie Schleuning, Police Chief Scott Bechthold, Commander Kevin Benner, City Attorney Charlie LeFevere, and Carol Hamer, TimeSaver Off Site Secretarial, Inc. 5. PLEDGE OF ALLEGIANCE The Pledge of Allegiance was recited. 6. APPROVAL OF AGENDA AND CONSENT AGENDA Councilmember Lasman moved and Councilmember Ryan seconded to approve the Agenda and Consent Agenda, and the following consent items were approved: 05/11/09 6a. APPROVAL OF MINUTES 1. April 20, 2009 Board of Appeal and Equalization 2. April 27, 2009 Study Session 3. April 27, 2009 Regular Session 4. April 27, 2009 Work Session 5. May 4, 2009 Board of Appeal and Equalization 6b. LICENSES FIREWORKS PERMANENT Big Lots Target Corp. Walgreen Company MOTOR VEHICLE DEALERSHIP Luther Brookdale Buick Pontiac GMC Luther Brookdale Chevrolet MECHANICAL Midland Heating and Air St. Paul Plumbing and Htg. Co United Heating and Air RENTAL INITIAL 5329 -33 Brooklyn Blvd 91055 Ave N 707 58 Ave N 5317 72' Cir 5857 Colfax Ave N 5856 Dupont Ave N 6807 Dupont Ave N 6401 Emerson Ave N -2- 5930 Earle Brown Drive 6100 Shingle Creek Pkwy 6390 Brooklyn Blvd 4301 68 Avenue 6701 Brooklyn Blvd 413 West 60 Street, Minneapolis 640 Grand Avenue, St. Paul 1295 Hackmore Road, Medina Tech Ung Francis McLain Neng Yang Alkis Michaelides Doug Wahl Jack Froelke Jorge Sanchez Jennifer Leif Ronken DRAFT 6819 Humboldt Ave N A304 6324 Indiana Ave N 7124 Indiana Ave N 5924 June Ave N 6413 June Ave N RENEWAL 4210 Lakebreeze Ave 507 69 Ave N 6018 Admiral P1 3806 Eckberg Dr SIGNHANGER Leroy Signs, Inc. Park Motion passed unanimously. Lee Stewart Jared Lundgren Weyu Bekuto Tou Vue Doug Wahl James Bobbi Simons Outreach Six Acres Inc. Lutheran Social Service of MN Jesus Preiado 6325 Welcome Avenue N, Brooklyn 7. PRESENTATIONS PROCLAMATIONS /RECOGNITIONS/DONATIONS 7a. RESOLUTION NO. 2009 -65 EXPRESSING RECOGNITION AND APPRECIATION OF ROBERT A. O'KONEK FOR OVER 18 YEARS OF DEDICATED SERVICE TO THE CITY OF BROOKLYN CENTER Mr. Boganey introduced the item and stated the purpose of the proposed resolution. Councilmember Yelich moved and Councilmember Roche seconded to adopt RESOLUTION NO. 2009 -65 Expressing Recognition and Appreciation of Robert A. O'Konek for Over 18 Years of Dedicated Service to the City of Brooklyn Center. Mayor Willson recited Resolution No. 2009 -65. Motion passed unanimously. 7b. PROCLAMATION DECLARING MAY 17 -23, 2009, PUBLIC WORKS WEEK IN BROOKLYN CENTER Mr. Boganey introduced the item and stated the purpose of the proposed proclamation. Councilmember Ryan moved and Councilmember Lasman seconded to adopt the PROCLAMATION declaring May 17 -23, 2009, Public Works Week in Brooklyn Center. Mayor Willson recited the proclamation declaring May 17 -23, 2009, Public Works Week in Brooklyn Center. Motion passed unanimously. 05/11/09 -3- DRAFT 7c. RESOLUTION NO. 2009-66 RECOGNIZING MAY 10 THROUGH MAY 16, 2009, AS POLICE WEEK AND MAY 15, 2009 AS PEACE OFFICERS MEMORIAL DAY Mr. Boganey introduced the item and stated the purpose of the proposed resolution. Councilmember Lasman moved and Councilmember Ryan seconded to approve RESOLUTION NO. 2009 -66 Recognizing May 10 through May 16, 2009, as Police Week and May 15, 2009 as Peace Officers Memorial Day. Mayor Willson recited Resolution No. 2009 -66. Motion passed unanimously. 8. PUBLIC HEARING None. 9. PLANNING COMMISSION ITEMS None. 10. COUNCIL CONSIDERATION ITEMS 10a. MAYORAL APPOINTMENT TO PLANNING COMMISSION Mayor Willson announced the appointment of Ms. JoAnn Campbell- Sudduth to the Planning Commission with term expiring December 31, 2009. Councilmember Lasman moved and Councilmember Roche seconded to ratify the mayoral appointment of Ms. JoAnn Campbell- Sudduth to the Planning Commission with term expiring December 31, 2009. Motion passed unanimously. 10b. CONSIDERATION OF LIQUOR LICENSE FOR CHILITOS MEXICAN GRILL, 2101 FREEWAY BOULEVARD City Attorney LeFevere stated staff is recommending that the hearing be continued to July 13, 2009, at the request of legal counsel for the liquor license applicant. Councilmember Lasman moved and Councilmember Yelich seconded to continue the hearing for consideration of liquor license for Chilitos Mexican Grill, 2101 Freeway Boulevard, to July 13, 2009. Motion passed unanimously. 05/11/09 -4- DRAFT 10c. CONSIDERATION OF RENEWAL RENTAL LICENSE FOR 5301 DUPONT AVENUE NORTH Mr. Boganey introduced the item and informed the Council that according to City ordinance, the rental property located at 5301 Dupont Avenue North has exceeded the .65 calls for service per unit. The licensee was provided with notice of that fact and under the ordinance was requested to submit an application for a provisional license. The applicant in response to that directive and letter from the City Manager has indicated that he would not wish to apply for a provisional license but rather to request a hearing before the City Council on the application. The purpose of tonight's hearing is to allow the licensee to show cause why a provisional license should not be required under the City's ordinance. Commander Benner provided background information on the rental license for 5301 Dupont Avenue North. He stated on May 6, 2009, the property owner submitted a mitigation plan for the property. Staff feels that the mitigation plan meets the objective of the ordinance to ensure that this is a safe and secure property and recommends approval of the plan. Mr. Boganey clarified that the submission of a mitigation plan is a requirement under the ordinance in order to receive a provisional license; it is not to be provided in lieu of a provisional license. There was discussion on the phases involved in the Crime Free Housing Program. Councilmember Lasman moved and Councilmember Roche seconded to open the hearing. Motion passed unanimously. Councilmember Roche moved and Councilmember Yelich seconded to close the hearing. Motion passed unanimously. Councilmember Lasman stated her position that the Council should support the City's ordinance, which includes the provisional license as a way to put parameters in place and protect the City. Councilmember Lasman moved and Councilmember Yelich seconded to deny a rental license in lieu of a provisional license for the rental property located at 5301 Dupont Avenue North, and to recommend that a provisional license be the preferred license choice. Mr. LeFevere advised that the decision to deny a rental license should be accompanied by findings. He recommended that Council direct staff to prepare findings to be brought back to the next City Council meeting. The motion on the floor was withdrawn. 05/11/09 -5- DRAFT Councilmember Lasman moved and Councilmember Ryan seconded to direct staff to prepare findings in support of denial of a rental license for the rental property located at 5301 Dupont Avenue North. Motion passed unanimously. Mr. LeFevere advised that Council could consider that this was somewhat of an unusual case where all of the calls for service were related to a specific tenant, and that tenant is no longer at the property. The police have reported that the landlord responded appropriately. If the concept of a mitigation plan is a flexible tool to address specific problems that exist at the facility, in this case the problem has been addressed. If the Council feels that this mitigation plan is adequate they could make that decision tonight and it would speed up the process, rather than requiring the applicant to come back for a decision on the provisional license. Mayor Willson stated his support of a mitigation plan with requirements for sufficient screening of tenants. Mr. Boganey indicated that the mitigation plan will be presented at the time the provisional license is to be considered. He noted at this time the applicant has not applied for a provisional license. Councilmember Ryan stated his support to review the staff report with a recommendation on how to proceed at an upcoming City Council meeting. 10d. RESOLUTION NO. 2009 -67 APPROVING SUBRECIPIENT AGREEMENT FOR HENNEPIN COUNTY NEIGHBORHOOD STABILIZATION PROGRAM Mr. Eitel provided a brief PowerPoint presentation on the subrecipient agreement for the Hennepin County Neighborhood Stabilization Program. Mr. Eitel and Mr. Bublitz answered questions of the City Council on the subrecipient agreement. Councilmember Lasman moved and Councilmember Ryan seconded to approve RESOLUTION NO. 2009 -67 Approving Subrecipient Agreement for Hennepin County Neighborhood Stabilization Program. There was discussion on restrictions on the Neighborhood Stabilization Program funds, specifically in relation to the time requirement for committing and spending funds. Mayor Willson commended staff for the work involved in bringing stimulus funds into the City. Motion passed unanimously. 10e. RESOLUTION NO. 2009 -68 DECLARING EARLE BROWN DAYS AS A CIVIC EVENT FROM JUNE 25 THROUGH JUNE 28, 2009 05/11/09 -6- DRAFT Mr. Boganey introduced the item, discussed the history, and stated the purpose of the proposed resolution. Councilmember Yelich moved and Councilmember Roche seconded to approve RESOLUTION NO. 2009 -68 Declaring Earle Brown Days as a Civic Event from June 25 through June 28, 2009. Mayor Willson recited Resolution No. 2009 -68. Motion passed unanimously. 10f. RESOLUTION NO. 2009 -69 AUTHORIZING THE EXECUTION OF AGREEMENT FOR THE SAFE AND SOBER COMMUNITIES GRANT Mr. Boganey introduced the item, discussed the history, and stated the purpose of the proposed resolution. Councilmember Roche moved and Councilmember Lasman seconded to approve RESOLUTION NO. 2009 -69 Authorizing the Execution of Agreement for the Safe and Sober Communities Grant. Mayor Willson recited Resolution No. 2009 -69. Mayor Willson commended staff for continuing to work with Hennepin County and police departments in the area in a cooperative fashion. Motion passed unanimously. 10g. RESOLUTION NO. 2009 -70 PROCLAIMING BROOKLYN CENTER A 2010 CENSUS PARTNER Ms. Schleuning introduced the item, discussed the history, and stated the purpose of the proposed resolution. She answered questions of the City Council in regards to the time period of the 2010 Census, efforts to work with different ethnic groups, and the possible impact on the Census resulting from vacant housing and foreclosures in the City. It was noted that Minnesota will lose an estimated $10,000 per missed person in the 2010 Census with a potential of lost representation in the U.S. House of Representatives as well as redistricting of state legislatures. Councilmember Roche moved and Councilmember Yelich seconded to approve RESOLUTION NO. 2009 -70 Proclaiming Brooklyn Center a 2010 Census Partner. Motion passed unanimously. Mayor Willson thanked staff for efforts in area of the Census. 05/11/09 -7- DRAFT 10h. RESOLUTION NO. 2009 -71 AMENDING SPECIAL ASSESSMENT LEVY NOS. 17348 AND 17349 TO RESCIND CERTAIN ASSESSMENTS FOR WEED REMOVAL AND NUISANCE ABATEMENTS Mr. Boganey introduced the item, discussed the history, and stated the purpose of the proposed resolution. Councilmember Ryan moved and Councilmember Lasman seconded to approve RESOLUTION NO. 2009 -71 Amending Special Assessment Levy Nos. 17348 and 17349 to Rescind Certain Assessments for Weed Removal and Nuisance Abatements. Motion passed unanimously. 11. COUNCIL REPORT Councilmember Yelich reported on his attendance at the following events: April 29, 2009, Evergreen Park Neighborhood Meeting: The Park and Recreation Commission and staff met with the neighbors about concerns regarding unwelcome activity in the Evergreen Park area. A list was identified with items of concern. Staff is in the process of identifying which of those items are appropriate for the Park and Recreation Commission to consider and other items are being forwarded to the appropriate departments to be handled. April 30, 2009, FBI Field Office announcement May 5, 2009, Brooklyn Center Reads Cinco de Mayo Event at Brookdale Councilmember Lasman reported on the Sunday Star Tribune community spotlight article highlighting Brooklyn Center with information on places to eat, drink, play, live, and shop. She reported on her attendance at the following events: April 29, 2009, Evergreen Park Neighborhood Meeting April 29, 2009, Tour of the new Embassy Suites May 2, 2009, Brooklyn Center Prayer Breakfast May 4, 2009, Board of Equalization public hearing continuation May 5, 2009, Brooklyn Center Reads Cinco de Mayo Event at Brookdale May 6, 2009, Crime Prevention Golf Tournament Meeting: The tournament is scheduled for Friday, May 13 Openings remain for the tournament and dinner, and there is a need for more sponsorships and prizes to be donated. Councilmember Roche reported on the following upcoming events: Taste of Northwest at Embassy Suites on Thursday, May 14; 4:00 to 8:00 p.m. Brooklyn Center Crime Prevention Program Summer Safety Workshop on May 19 Crime Prevention Golf Tournament at Centerbrook Golf Course on Friday, May 13 Earle Brown Days: Discussions on signage for the event is progressing very well and parade entry forms are available at City Hall or on the City website. 05/11/09 -8- DRAFT Councilmember Roche stated he received a letter from Pastor Jerry O'Neil regarding the Brooklyn Center Prayer Breakfast, and that together they will make this community better. He reported on his attendance at the following events: May 5, 2009, Brooklyn Center Reads Cinco de Mayo Event May 7, 2009, Aldrich Neighborhood Reconstruction Meeting May 4, 2009, Board of Appeal and Equalization public hearing continuation April 30, 2009, FBI Field Office announcement on the $54 million investment coming into the City Councilmember Ryan reported on his attendance at the following events: April 29, 2009, League of Minnesota Cities Legislative Conference April 30, 2009, announcement naming the developer of the new FBI regional center to be located at 65 and Humboldt. One fact to highlight about the development is that under the PUD it is required that the land and the property be sold to a private developer. It will be subject to local property taxes and the City will reap the full benefits of the value of the $54 million project. May 5, 2009, Brooklyn Center Reads Cinco de Mayo Event at Brookdale May 7, 2009, Aldrich Neighborhood Preconstruction Meeting Mayor Willson reported on throwing the first pitch for Brooklyn Center American Little League on May 2, 2009. He reported on to a letter received from the Minnesota and Wisconsin River Valleys Girl Scouts. Brooklyn Center resident Ashlee Kephart will be honored during a Girl Scout ceremony for Kids Connect, her Girl Scout Gold Award Project. He requested staff to prepare a proclamation to be presented to the City Council for adoption and sent to the Girl Scout organization. 12. ADJOURNMENT Councilmember Yelich moved and Councilmember Ryan seconded adjournment of the City Council meeting at 8:09 p.m. Motion passed unanimously. 05/11/09 -9- DRAFT MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL/ECONOMIC DEVELOPMENT AUTHORITY OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA WORK SESSION MAY 11, 2009 CITY HALL COUNCIL CHAMBERS CALL TO ORDER The Brooklyn Center City Council/Economic Development Authority (EDA) met in Work Session called to order by Mayor/President Tim Willson at 8:16 p.m. ROLL CALL Mayor/President Tim Willson and Councilmembers /Commissioners Kay Lasman, Tim Roche, Dan Ryan, and Mark Yelich. Also present were City Manager Curt Boganey and Carol Hamer, TimeSaver Off Site Secretarial, Inc. CONTINUATION OF STRATEGIC GOALS REVIEW Discussion continued on the goal desired outcomes of Strategic Goal No. 4. The majority consensus of the City Council was to amend the goal desired outcomes of Goal No. 4 as follows: 1. All demographic groups will be represented and participate in civic, governmental, community organizations and activities. a. Staff and commissions membership will reflect the community diversity. b. Participation in major community events. 2. Youth will be adequately served by recreation and education programs and activities. 3. Underserved populations will be served by and participate in programs /activities available to the community at large. 4. The social, health and housing needs of the aging and moderate income population will be improved. The Council reviewed the goal desired outcomes of Goal No. 5. The majority consensus of the City Council was to amend the goal desired outcomes of Goal No. 5 as follows: 1. The City public buildings and other physical assets will be maintained and improved. a. Citizens will benefit from the annual update and implementation of the City Capital Improvement Plan (CIP). 2. Neighborhood streets and utilities will be maintained and improved. a. Citizens will benefit from an ongoing or accelerated neighborhood reconstruction program as outlined in the CIP. 3. The traveling public will benefit from multi -modal transportation options fostered and provided by the City. 4. Citizens will benefit from the expansion and improvement of needed technology infrastructure as viable options become available. 05/11/09 -1- DRAFT The Council reviewed the goal desired outcomes of Goal No. 6. The majority consensus of the City Council was to amend the goal desired outcomes of Goal No. 6 as follows: 1. Citizen and City government recycling and energy conservation will improve. a. Perform and energy audit. 2. The purchasing power of the City will support the goals of an environmentally sustainable environment. 3. Public appreciation of the environment will be enhanced and expanded. a. Public education 4. Development and redevelopment in the City will be sensitive to the environmental impact. Motion passed unanimously. 05/11/09 ADJOURNMENT Councilmember /Commissioner Lasman moved and Councilmember /Commissioner Ryan seconded adjournment of the City Council/Economic Development Authority Work Session at 9:55 p.m. -2- DRAFT • City Council Agenda Item No.- 6b • 1 i TO: MECHANICAL C C HVAC Inc. Dakota Mechanical Flare Heating A/C Golden Valley Heating Kraemer Heating RENTAL See attached report. COUNCIL ITEM MEMORANDUM Curt Boganey, City Manager FROM: Maria Rosenbaum, Deputy City Clerk DATE: May 19, 2009 SUBJECT: Licenses for Council Approval Recommendation: It is recommended that the City Council consider approval of the following list of licenses at its May 26, 2009, meeting. Background: The following businesses /persons have applied for City licenses as noted. Each business /person has fulfilled the requirements of the City Ordinance governing respective licenses, submitted appropriate applications, and paid proper fees. Applicants for rental dwelling licenses are in compliance with Chapter 12 of the City Code of Ordinances, unless comments are noted below the property address on the attached rental report. FIREWORKS TEMPORARY TNT Fireworks 2109 59 Avenue S, Fargo, ND 16730 242 Avenue NW, Big Lake 575 Minnehaha Avenue W, St. Paul 9303 Plymouth Avenue N, Golden Valley 5182 West Broadway, Crystal 7441 Dallas Court, Maple Grove Rental Licenses for Council Approval on May 26, 2009 InspectorClerkClerkClerkPoliceUtilitiesAssessing DwellingRenewalUnpaidUnpaid Property AddressOwnerCalls for Service Typeor InitialUtilitiesTaxes 515 62nd Ave NSingle FamilyInitialJeffrey AgnessNone per 12-911 OrdinanceOKOK 3125 65th Ave NSingle FamilyInitialSa XiongNone per 12-911 OrdinanceOKOK 4606 65th Ave NSingle FamilyInitialMarc SvihelNone per 12-911 OrdinanceOKOK 5420 Fremont Ave NSingle FamilyInitialRoss HermanNone per 12-911 OrdinanceOKOK 6757 Humboldt Ave NSingle FamilyInitialSaleem RazaNone per 12-911 OrdinanceOKOK 4207 Lakeside Ave N #224Single FamilyInitialMarina FeldmanNone per 12-911 OrdinanceOKOK 5349 Sailor Ln NSingle FamilyInitialPavel SakuretsNone per 12-911 OrdinanceOKOK Carrington Drive Apts 4 Bldgs2 Burglaries, 5 Disturbing Peace, 4 Thefts, .(09 1302-08 69th Ave N Renewal Myra ChazinOKOK 128 Unitscalls for service per unit per 12-913 ordinance) 6910-20 Humboldt Ave N Passed with Weather Deferral 5240 Drew Ave N1 Bldg 10 UnitsRenewalBradley SchumacherNone per 12-913 ViolationsOKOK 5000 France Ave N1 Bldg 4 UnitsRenewalDean GannonNone per 12-911 OrdinanceOKOK 5239-41 Drew Ave NTwo Family - 2RenewalAleane Washington1 Drug per 12-911 ordinanceOKOK 6712 Beard Ave NSingle FamilyRenewalMorris MatthewsNone per 12-911 OrdinanceOKOK 401 Bellvue LnSingle FamilyRenewalRobert HildrethNone per 12-911 OrdinanceOKOK 4707 Eleanor LnSingle FamilyRenewalTodd VlasatyNone per 12-911 OrdinanceOKOK 5801 Girard Ave NSingle FamilyRenewalDiana Yang & Cha MouaNone per 12-911 OrdinanceOKOK 6436 Indiana Ave NSingle FamilyRenewalHarry Narine2 Disturbing Peace per 12-911 OrdinanceOKOK 5617 Logan Ave NSingle FamilyRenewalDarwin & Marcia KulzerNone per 12-911 OrdinanceOKOK 6912 Unity Ave N Single FamilyRenewalGeri WilliamsNone per 12-911 OrdinanceOKOK Passed with Weather Deferral 6605 Xerxes Pl NSingle FamilyRenewalRyan BernardNone per 12-911 OrdinanceOKOK 1 City Council Agenda Item No. 10a MEMORANDUM COUNCIL ITEM DATE: May 26, 2009 TO: Curt Boganey, City Manager FROM: Gary Eitel, Director of Business and Development SUBJECT: Resolution Granting Preliminary Approval and Authorizing the Formal Submission of the City of Brooklyn Center's 2030 Comprehensive Plan to the Metropolitan Council as Required by Minnesota State Law (Metropolitan Land Planning Act) COUNCIL ACTION REQUESTED: Motion to accept the Planning Commission's Recommendation and Adopt the Resolution Granting Preliminary Approval and Authorizing the Formal Submission of the City of Brooklyn Center's 2030 Comprehensive Plan to the Metropolitan Council as Required by Minnesota State Law (Metropolitan Land Planning Act) BACKGROUND: The Metropolitan Land Planning Act requires that the Metropolitan Council and local units of Government review and update their Comprehensive Plan at least once every ten years. This planning update started in 2004 with Metropolitan Council's adoption of the 2030 Regional Development Framework, the Transportation Policy Plan, the Water Resources Management Policy Plan and the Regional Parks Policy Plan. The Metropolitan Council then issued System Statements on September 12, 2005, which explained the implications of the Metropolitan System Plans for each individual community in the metropolitan area. The State Statute requires that within three years of receipt of the metropolitan system statements, every local governmental unit is required to prepare a comprehensive plan in accordance with the Metropolitan Land Planning Act and to submit the plan to the Metropolitan Council for review. Local comprehensive plans are then reviewed by the Metropolitan Council for conformance with metropolitan system plans, consistency with Council policies and compatibility with adjacent and affected governmental unit. COMPREHENSIVE PLAN UPDATE PROCESS: The process of preparing the 2030 Comprehensive Plan Update began with a joint meeting of the City Council, Planning Commission, Housing Commission and park and Recreation Commission on June 30, 2008 to review the 2020 Comp Plan, to recognize community planning accomplishments over the last ten years over the last ten years and to forecast community planning issues. Public informational meetings were held on October 8, 2008 and October 15, 2008. The draft comprehensive plan was submitted to adjoining communities, Hennepin County School Districts, Watershed Districts and other Governmental Agencies and Districts on November 25, 2008. The Planning Commission, Housing Commission and Park and Recreation Commission have discussed the draft comprehensive plan update at several meetings during this planning process. On January 29, 2009 and March 26, 2009 joint meetings were held by the Planning Commission and Housing Commission to coordinate their review and comments. The Planning Commission held public hearings on the 2030 Comprehensive Plan Update on February 26, 2009 and on April 30, 2009. On May 14, 2009, the Planning Commission moved to recommend that the City Council grant preliminary approval to the 2030 Comp Plan Update and authorize the submittal to the Metropolitan Council. METROPOLITAN COUNCIL REVIEW PROCESS: The Metropolitan Council's review process starts with an initial review to determine that the plan includes all the elements required by Statute and Metropolitan Council policy in sufficient detail to assure conformance with regional systems and consistency with Council policies. Once the Plan is determined to be complete, the Statute provides the Metropolitan Council up to 120 days to review and comment on a local comprehensive plan. In this time period the Metropolitan Staff will assemble reports on the components of the plan and provide recommendations to the Community Development Committee. The findings and recommendations of the Community Development Committee are then forwarded to the full membership of the Metropolitan Council for their deliberation and action. If the comprehensive plan conforms to the regional systems policy plan, the Council will direct that the municipality may put its comprehensive plan into effect. If the plan does not conform or otherwise is not in order, per the law and policies, the Council shall send the local unit at resolution with its decision to require modifications to assure conformance with the metropolitan system plans. Section 473.866 CONTESTED CASES; ADMINISTRATIVE AND JUDICIAL REVIEW of the Metropolitan Land Planning Act prescribes the process by which a local governmental unit may contest a required modification by the Metropolitan Council. A copy of the Statute relating to the Comprehensive Plan Review, Adoption and contested cases has been included for your review. ADOPTION OF THE 2030 COMPREHENSIVE PLAN: Upon receipt of the Metropolitan Council's action, the Comprehensive Plan will be presented to the City Council for final approval and formal adoption. COUNCIL BUDGET ISSUES: There are no budget issues associated with the adoption of this ordinance. its adoption: Member introduced the following resolution and moved RESOLUTION NO. RESOLUTION GRANTING PRELIMINARY APPROVAL AND AUTHORIZING THE FORMAL SUBMISSION OF THE CITY OF BROOKLYN CENTER'S 2030 COMPREHENESIVE PLAN TO THE METROPOLITAN COUNCIL AS REQUIRED BY MINNESOTA STATE LAW (METROPOLITAN LAND PLANNING ACT) WHEREAS, the City has prepared a proposed update to the Brooklyn Center Comprehensive Plan in accordance with Minnesota statutes and the policies of the Metropolitan Council; and WHEREAS, a draft of the Comprehensive Plan was distributed on November 25, 2008, for review by adjacent jurisdictions and affected agencies; and WHEREAS, the Planning Commission held a public hearings on February 26, 2009, and April 30, 2009, to review the proposed plan, receive public comments, and make a recommendation to the City Council; and WHEREAS, the Planning Commission recommended at their May 14, 2009, meeting the preliminary approval and submission of the Brooklyn Center Comprehensive Plan to the Metropolitan Council; and WHEREAS, the City has reviewed and addressed the comments received from interested parties. NOW, THEREFORE, BE IT RESOLVED, by the City of Brooklyn Center that the proposed Brooklyn Center Comprehensive Plan dated May of 2009 is hereby granted preliminary approval and Staff is directed to submit it to the Metropolitan Council for formal review. ATTEST: May 26. 2009 Date Mayor City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. METROPOLITAN LAND PLANNING ACT 473.175 REVIEW OF COMPREHENSIVE PLANS. Subdivision 1. For compatibility, conformity. The council shall review the comprehensive plans of local governmental units, prepared and submitted pursuant to sections 473.851 to 473.871, to determine their compatibility with each other and conformity with metropolitan system plans. The council shall review and comment on the apparent consistency of the comprehensive plans with adopted plans of the council. The council may require a local governmental unit to modify any comprehensive plan or part thereof if, upon the adoption of findings and a resolution, the council concludes that the plan is more likely than not to have a substantial impact on or contain a substan- tial departure from metropolitan system plans. A local unit of government may challenge a council action under this subdivision by following the procedures set forth in section 473.866. Subd. 2. 120 -day limit, hearing. Within 120 days following receipt of a comprehensive plan of a local governmental unit, unless a time extension is mutually agreed to, the council shall return to the local governmental unit a statement containing its comments and, by resolution, its decision, if any, to require modifications to assure conformance with the metropolitan system plans. No action shall be taken by any local governmental unit to place any such comprehensive plan or part thereof into effect until the council has returned the statement to the unit and until the local governmental unit has incorporated any modifications in the plan required by a final decision, order, or judgment made pursuant to section 473.866. If within 120 days, unless a time extension is mutu -ally agreed to, the council fails to complete its written statement the plans shall be deemed approved and may be placed into effect. Any amendment to a plan subsequent to the council's review shall be submitted to and acted upon by the council in the same manner as the original plan. The written statement of the council shall be filed with the plan of the local government unit at all places where the plan is required by law to be kept on file. 473.865 ADOPTION; CONFLICTS, AMENDMENT OF CONTROLS, DEVICES. Subdivision 1. Control copies to council. Each local governmental unit shall adopt official controls as described in its adopted comprehensive plan and shall submit copies of the official con- trols to the council within 30 days following adoption thereof, for information purposes only. Subd. 2. No conflict with plans. A local governmental unit shall not adopt any official control or fiscal device which is in conflict with its comprehensive plan or which permits activity in conflict with metropolitan system plans. Subd. 3. Amendments. If an official control conflicts with a comprehensive plan as the result of an amendment to the plan, the official control shall be amended by the unit within nine months following the amendment to the plan so as to not conflict with the amended comprehensive plan. 473.866 CONTESTED CASES; ADMINISTRATIVE AND JUDICIAL REVIEW. The council's decision to require modification under section 473.175 may be contested by the affected local governmental unit. The unit shall have 60 days within which to request a hearing on the council's decision to require modification. If within 60 days the unit has not requested a hearing, the council shall make its final decision with respect to the required modifications. If an affected unit requests a hearing, the request for hearing shall be granted, and the hearing shall be conducted within 60 days by the state Office of Administrative Hearings in the manner provided by chapter 14 for contested cases. The 60 -day period within which the hearing shall be conducted may be ex- tended by mutual agreement of the council and the affected local governmental unit. The subject of the hearing shall not extend to questions concerning the need for or reasonableness of the metropolitan system plans or any part thereof. In the report of the administrative law judge the costs of the hearing shall be apportioned among the parties to the proceeding. Within 30 days after the receipt of the report the council shall, by resolution containing findings of fact and conclusions, make a final decision with respect to the required modifications of the comprehensive plan. Any party to the proceeding aggrieved by the decision of the council may appeal to the court in the manner provided in chapter 14 for contested cases. The record on appeal shall consist of: (1) the administrative law judge's record and report, and (2) the findings, conclusions and final decision of the council. The scope of review shall be that of section 14.69, provided that: (1) the court shall not give preference to either the administrative law judge's record and report or the findings, conclusions and final decision of the council, and (2) the decision of the court shall be based upon a preponderance of the evidence as contained in the record on appeal. The costs of the appeal shall be apportioned by the court. 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IWXMQEXIWJSVVIHIZIPSTQIRXEGXMZMXMIWMR[LMGLXLI)(%QE]FIGSQIMRZSPZIH6IHIZIPSTQIRX EGXMZMXMIWEVIYWYEPP]TYFPMGTVMZEXITEVXRIVWLMTWMR[LMGL'MX]MRZSPZIQIRXMWYWYEPP]MRMXMEXIH MRVIWTSRWIXSTVMZEXIHIZIPSTQIRXMRMXMEXMZIW0MOI[MWIXLIJMRERGMRKSJVIHIZIPSTQIRXTVSNIGXW MWSJXIREGGSQTPMWLIHXLVSYKLXE\MRGVIQIRXJMRERGIHMWXVMGXW[LMGLEVISYXWMHIXLIYWYEP EZIRYIWSJQYRMGMTEPJYRHMRK Group Results of Community Analysis and Visioning- June 30, 2008 2030 Comprehensive Plan- City of Brooklyn Center 1. What do you consider to be the best features, characteristics, aspects of Brooklyn Center that should be preserved and enhanced? Group 1 Parks, trails, Mississippi River E.B.H.C. City Management's effectiveness Sense of neighborhood (needs to be maintained) Proximity to downtown Minneapolis Freeway access Neighborhood schools, basic to neighborhood strength Diversity can be positive Owner occupied housing builds strength in diversity Mass transit Library Center Group 2 Preserve balance of quality housing and commercial property with emphasis on better utilization/maximizing commercially zoned property (perhaps expanding somewhat). Clean accessible water spaces for all to enjoy; ensure public access preserved/improved Improve traffic flow and access to City Center and neighborhoods; improve public pathways; increase "green belting" at all traffic points/paths Group 3 Earle Brown Conference Center- preserve and enhance Parks and trails, trail access to the Mississippi River Regional Trails and community playfields Housing and improvements to all types; creation of upscale housing opportunities Affordable housing- maintain Brookdale shopping/commercial opportunities- maintain and enhance Location- proximity to downtown Group 4 Parks, green space, trails Location, access, mass transit Neighborhoods, single family homes Employment opportunities 2. Of the issues identified in the 2020 Comprehensive Plan (refer to handout), which have been adequately addressed and which remain to be addressed? What issues not identified in the 2020 Comp Plan should be addressed in this Plan? Group 1 Streetscapes improved Brooklyn Blvd.; 57' use as amenity Owner- occupied senior housing Revisit Opportunity Site vision Redevelop stressed rental property Revisit Brookdale vision I f Group 2 Consolidate school districts in Brooklyn Center Brookdale economic viability and traffic patterns 57 and Logan Civic Center improvement/expansion Group 3 Brooklyn Blvd. south of 65 development Multi- family- needs continuous work on maintenance Foreclosed housing issues Promoting the Opportunity Site Preserving elementary school sites Group 4 Brooklyn Blvd.- overlay Redevelopment of underutilized sites Humboldt Square 3. What is your vision of the ideal for Brooklyn Center in the year 2030? Group 1 Affordable, safe, comfortable Slow speed limits on Brooklyn Blvd. Great parks and trails Daylight Shingle Creek through Brookdale Consolidate school district Increase owner occupied housing Family friendly High -tech service and manufacturing jobs Group 2 Brookdale- viable or redeveloped Shingle Creek "daylighted" Senior housing- accessible Town Center Opportunity site 100% Crime level reduced below metro area Group 3 Maximize on our great location Maximize on a diverse tax base Great schools Clean, attractive Highway 100 Parks and trails I Bustling Brookdale! Increase population to 30,000 to 35,000 October 2008 Group Results of Community Analysis and Visioning- October 8 &15 2030 Comprehensive Plan- City of Brooklyn Center 1. What do you consider to be the best features, characteristics, aspects of Brooklyn Center that should be preserved and enhanced? Group 1 Small town atmosphere Location (close to everything) Schools Parks/Trails Well -built housing Mississippi River National Park Huge opportunity sites (close in) Pride of people Group 2 Parks Schools in parks Proximity to downtown Solid neighborhoods Group 3 Linkage of parks and schools Location of the City vis -a -vis metro 6 minutes from the new major league baseball field Preserved/enhanced multi -modal transportation Mississippi River in a national park and recreation area Twin Lakes unique feature Shingle Creek- ideal feature Hennepin County Service Center Trail system- North Mississippi Regional Trail Less than one mile from North Star Commuter Train (linking city both north and south) Belvue Park housing development enhanced to Humboldt Belvue trail redevelopment corridor Small town feel in large metro area As a residential community preserve and reinvest in single family and multi family housing Excellent parks enhanced through improved walking and bike trails Excellent schools, 6 elementary to choose from Earle Brown Heritage Center 2. Of the issues identified in the 2020 Comprehensive Plan (refer to handout), which have been adequately addressed and which remain to be addressed? What issues not identified in the 2020 Comp Plan should be addressed in this Plan? Addressed Group 1: 53 Ave redo Sewer /water /curb /gutter /streets AA bond rating Metro Transit terminal I 1 1 1 1 1 1 1 1 1 1 1 1 t Brooklyn Blvd. north of I694 Group 2: Southwest corner of city- Howe Fertilizer and Joslyn sites Twin Lakes area adjacent Northbrook has been acquired 252/Regal Theatre Police station north of BrCen High School Need Addressing Group 1 School funding issues Opportunity Site/57 and Logan incomplete Brookdale very partially redeveloped Group 2 Apartments north of BrCen High School not appealing Humboldt and 69 not thoroughly addressed Garden City Elementary /63 Brooklyn Blvd. for the most part Group 3 Brooklyn Blvd. streetscape Brooklyn Blvd. exit from I694- poor appearance and need for better landscaping Need to work more effectively with the County on co. roads, especially Brooklyn Blvd. Daylight stormwater Street beautification Brookdale Identification for City- banners or flowers as you enter on Brooklyn Blvd from north or south Senior housing transition from independent living Seniors in their homes future support Future transportation/post conventional automobile transportation Light rail Number of low income /poor households Key sites for development 3. What is your vision of the ideal for Brooklyn Center in the year 2030? Group 1 Redesignate City land between 252 Camden as part of Evergreen Park create pedestrian bridge connecting Evergreen to Riverdale Entertain a City -side school district or ensure we stay a critical element of Anoka #11 Build community! Telling why people live here or want to live here Creating aesthetic improvements sponsored by citizens /city collaboration grants funding diligence of maintenance People need to know they can be heard, have a voice to have a stake in our City Group 2 Higher income housing/step up commercial improvement Improve reputation Establish unique identity /distinct from Brooklyn Park Easier transportation to downtown Constructively build community engage diversity Take advantage of Mississippi River Group 3 Increase storm water treatment Increase number of rain gardens /the right planting low maintenance and right for Minnesota Multi -modal transport plus more pedestrian friendly Maintaining trails- bus shelters Assisting to create community Strategies to implement goals Learn from other cities Major attraction for Brooklyn Center Image decoupled from Brooklyn Park Change our name? U REVIEW OF BROOKLYN CENTER'S OPPORTUNITY SITE MASTER PLAN AND DEVELOPMENT GUIDELINES INTRODUCTION A. THE OPPORTUNITY SITE CALTHORPE STUDY AREA PURPOSES 2 B. THE CALTHORPE PLANNING PROCESS AND PLAN 3 C. OPPORTUNITY SITE CONCEPT AND MASTER PLANNING 4 D. RESTORING SITE'S VIABILITY IN MARKETPLACE 5 E. REDEVELOPMENT ECONOMICS 5 i. Estimating and Funding the Financial Gap 5 ii. Reducing the Financial Gap 6 Community Open Space 6 Highway 100 District Configuration 6 Structured Parking 7 F. STRATEGIC ACQUISITION APPROACHES 7 G. OTHER REDEVELOPMENT PROJECTS STUDIED 8 i. Silver Lake Village —St. Anthony 8 ii. Excelsior and Grand —St. Louis Park 8 iii. Village in the Park —St. Louis Park 8 iv. Heart of the City Burnsville 9 H. OPPORTUNITY PLAN REVIEW FINDINGS 9 ASSOCIATES January 2008 PAGE 2 INTRODUCTION In mid -2007, the City of Brooklyn Center requested qualifications from consultants to update its 2000 Comprehensive Plan. The request indicated that the update should address incorporation of the Opportunity Site Master Plan Development Guidelines (the "Opportunity Plan prepared early in 2006 into the Comprehensive Plan. The invitation to submit a formal proposal to prepare the Comprehensive Plan update requested that the Opportunity Plan be reviewed to determine the viability and likelihood of successful implementation. This review considers the viability and likelihood of successful implementation of the Opportunity Plan as well as the Plan's foundation, central objective and economics. In 2002, as part of a "Smart Growth" initiative, Calthorpe and Associates was engaged by the Metropolitan Council and the City of Brooklyn Center to study a large area including the Opportunity Site. That study and plan laid a foundation for the Opportunity Plan and this review summarizes the Calthorpe Plan to provide a frame of reference and historical context for the Plan. This review also provides recommendations concerning changes to the Opportunity Plan that will maximize the impact of the Opportunity Site's redevelopment on its central objective: to enhance and strengthen the economic viability of the area and its status in the regional marketplace. Estimates of the cost of stimulating the project envisioned in the Opportunity Plan to occur and of the capacity of a 20 -year tax increment finance district on the Opportunity site to pay those costs are provided. Changes to the Opportunity Plan that, if made, would result in reducing the financing gap while not compromising design are recommended in the review. Finally, strategic approaches available to redeveloping cities to acquire and assemble property to overcome restrictions on the use of eminent domain are discussed. This review draws on experiences of redevelopment projects in the Twin Cities region that used similar design processes. Specific projects that were studied and are summarized in this review include Silver Lake Village in St. Anthony Village; Excelsior Grand and Village in the Park in St. Louis Park; and Heart of the City in Burnsville. A. THE OPPORTUNITY SITE CALTHORPE STUDY AREA PURPOSES The Opportunity Plan addresses redevelopment of a 100 -acre area strategically located between Brookdale Shopping Center and Interstate 94. It focuses on only part of the 500 -acre area that was the subject of a "Smart Growth Twin Cities" study and report completed in 2003 by Calthorpe Associates for the Metropolitan Council and the City of Brooklyn Center that included development of an illustrative plan. The Calthorpe study report included the Opportunity Site as well as the area surrounding it as follows: 1. Brookdale Mall and service uses west of Brookdale; 2. The Hennepin County Library/Service Center, City Hall, Central Park and the multifamily north of County Road 10 and west of Shingle Creek Parkway; 3. The area of office, multifamily and hospitality uses north and northeast of the Opportunity Site; and 4. An eight -acre triangle of land owned by the City on the east side of Highway 100 and its intersections with County Road 10 and John Martin Drive. The Opportunity Plan "propose(s) recommendations that will reinforce and guide public /private investment in a manner that will enhance and strengthen the viability of the area and recommend Brooklyn Center as a regional point of destination." The Calthorpe report "illustrate(s) how Smart Growth development in an older suburban commercial area could serve to revitalize the area and ensure its long -term viability." Public transit and transit facilities are integral to Smart Growth and in the Calthorpe Plans. 2 B. THE CALTHORPE PLANNING PROCESS AND PLAN Three alternative sketch concept plans for the 500 -acre study area were formulated as follows: Concept A —Twins Stadium Concept (page 28): Included a 40,000 -seat stadium with 9,500 dedicated parking stalls and requirement for an additional 3,000 shared stalls for peak attendance. Concept B —Town Center Concept (page 29): A mixed -use neighborhood forms the heart of the area between Brookdale Mall and the Earle Brown Center, creating a true Town Center. Housing units (1400 total) constructed over a 10 -year period, provide a mixture of rental and ownership apartments, townhomes, work -live units. Redevelopment includes a transit center and attractive street frontage facing primary pedestrian routes. Summerchase and Target are retained at their current locations. Concept C— Regional Center Concept (page 30): Adds regional retail center with high concentration of jobs to the Town Center Concept including upgraded transit services and 1400 housing units. Major retail uses are consolidated in retail core areas surrounding Brookdale. Target relocates to Summerchase, Summerchase residents are accommodated in new affordable housing in mixed income developments located throughout the Town Center Area. Shingle Creek is daylighted, new full service transit station is located on south side of County Road 10, pedestrian walkways are improved, cultural center civic plaza -parks are located in the Town Center to create a regional attraction. Mixed office and residential uses locate above ground -floor retail that front onto walkable, tree -lined streets. A final illustrative concept plan similar to C above emerged from input received from the public at open houses, and from the City Council and Finance Commission. This plan (page 40) includes the following features: A mixture of the regional retail destination with a citizens' desire for a place that will become the heart of the City. A new town center with new housing, some new and reconfigured streets, two post- secondary schools, and a new system of neighborhood parks. 1400 new housing units, providing a variety of types (page 41). Relocation of Summerchase and blending of its residents into the Town Center. Small -scale grocery store and other shops to serve the neighborhood. An office park. 250 room business -class hotel. New buildings for the Tech Center and Business School. At the heart of the Town Center is a system of major civic parks and plaza for cultural activities. A network of new streets that crisscross the Town Center rather than the super blocks of 15 -60 acres. A new transit center on the western portion of the Brookdale Ford site. Movement of major retail currently at the Town Center site to the Brookdale area. The Urban Design Framework (page 52) sets the direction for placement, orientation, massing of new buildings in the Town Center so that the area redevelops in a pedestrian friendly manner. 3 The goal is to shape change over time to create a town center with an active street life that mixes shops, workplaces, housing, recreation, and civic uses through design and street connectivity supporting the community and the pedestrians, enhancing civic spaces and connecting to the fabric of the City (page 52). The Calthorpe study included significant public input, including stakeholder workshops and meetings to gather input on the area and on the concept plans. "Chapter 2: Concept Plan Development" describes these public input processes and the Brooklyn Center City Council and Finance Commission's recommendations concerning the plan are summarized on page 40. The Calthorpe report begins its summary of meetings held with the business community in the summer of 2001 as follows: "There was a concern about a general decline in the area, as the building stock is aging and getting run -down and new retail development further out in the suburbs compete for customers." High retail vacancy rates, particularly in the Opportunity Site, are evidence of the relative economic and physical obsolescence of the area as a retail draw within the trade area. Restoration of the economic viability of the area is the central objective of City involvement in the area and in redevelopment of the Opportunity Site. The Calthorpe Plan devotes much of the implementation chapter on transportation issues, including shared parking, structured parking and transit facilities. The Plan identifies the transit center's location within the area as a limited resource available to influence future development patterns. The Plan discusses implementation issues on pages 60 through 62, though the discussion on the use of eminent domain became out -of -date with changes in state statute. C. OPPORTUNITY SITE CONCEPT AND MASTER PLANNING The Opportunity Plan's objective is to transform the site from an underperforming retail area into a vibrant mixed -use neighborhood destination. Six alternatives, as follows, were explored as means of accomplishing this in a manner consistent with the communities' vision: The Village at Shingle Creek The Backyard Green Main Street The Urban Village Earle Brown Parkway Interior Parkway Positive features of the six concept sketch plans identified through review and analysis were synthesized into a master plan providing for five land -use districts as follows: Mixed -use center (20 acres) Primarily retail uses on the first floor with housing or office uses above, a pedestrian friendly commercial center and community destination. Shingle Creek and Parkway Neighborhoods (15 and 22 acres, respectively) —A range of medium- to high- density housing styles and choices for everyone from empty nesters to young professionals. Highway 100 Office District (15 acres) High density office to high density housing according to market demand Community open space, trails and ponds (20 acres). 4 D. RESTORING SITE'S VIABILITY IN MARKETPLACE The Opportunity Plan is intended to enhance and strengthen the economic viability of the area and its status in the regional marketplace. Of the Opportunity Site, the part north across County Road 10 from Brookdale possesses the greatest potential to create draw to benefit the area. The master plan for the Opportunity Site includes a 20 -acre Mixed Use Center District in this location containing retail shops and restaurants on the first floor with office uses (or housing) above a 360,000 square foot, pedestrian friendly commercial center and community destination. While demand for this type of retail in the area exists, neither the Opportunity Plan nor the Calthorpe Study project the time period required to absorb this amount of specialty retail and restaurant. The Illustrative Plan in the Calthorpe report designated the apartment building site directly north across County Road 10 from Brookdale Mall for redevelopment with anchor retail. The Opportunity Plan contains no anchor retail. The Opportunity Site Plan does suggest that "big box" and "franchise" retailers in the Mixed Use Center District would be considered, but that they should be conditioned on buildings being wrapped with in -line shops, architecturally treated on all four sides, oriented (facades) to major streets and serviced with structured parking to minimize large surface lots. Streets segment this Mixed Use Center District into six sites on the Opportunity Site Master Plan and two to five -level buildings on each site are suggested. This design is conducive to specialty retail and restaurant on the first floor with office or housing above, but not to anchor retailers. Incorporating anchor retail in the Mixed Use Center District would necessitate making adjustments to the master plan design. E. REDEVELOPMENT ECONOMICS Real estate development and the assumption of financial risks and rewards associated with it are generally viewed as the private sector's role. In a capitalistic market, investment flows to where projected rates of return, adjusted for risk, are the greatest. Extra costs associated with redevelopment as compared to vacant land development include building acquisition and demolition, occupant relocation and soil contamination remediation. These extra costs of redevelopment need to be assumed by a third party in order to give redevelopment the same profit potential as vacant land development. Unless these extra costs of redevelopment are assumed through a public incentive, land values in a redevelopment area need to decline to the point where they are less than bare land values by the value of the building and cost of building demolition and soil contamination remediation before redevelopment will occur. (Without public involvement there would be no legal requirement to compensate occupants for relocation.) This downward spiral of declining land value and building decay can have a blighting impact far beyond the original area in need of redevelopment if the public sector does not act to stimulate redevelopment when high vacancies are first observed. The Opportunity Site has not redeveloped because of the extra costs associated with redeveloping it. The financial gap between a willing developer's investment in the project and the cost of the project needs to be funded, financed or subsidized in order to entice the private sector to undertake the project. i. Estimating and Funding the Financial Gap The extra land cost of redeveloping versus developing on vacant land needs to come from public sources. These funding sources may include tax increment financing, tax increment fund balances or special assessment financing for infrastructure (street, utilities, landscaping, street lights, grading and park improvements) from the City, as well as grants, loans or loan guarantees from the Metropolitan Council, the State of Minnesota or the federal government. Tax increment financing is the funding source relied on most heavily in Minnesota to fill the financing gap. While the vacancy rate in the buildings in the Opportunity Site is relatively high 5 and many are economically and physically obsolete, not enough appear to be sub standard according to current statutory definition in order to make the findings necessary to create a tax increment financing district. Thus special legislation will likely be required if tax increment financing is to be used to fill the financing gap. Attachment A is an estimate of the capacity for financing project costs assuming special legislation is secured that would allow the City of Brooklyn Center to collect 20 years of tax increments generated from the Opportunity Site from the uses set forth in the Opportunity Plan. Assuming that the cleared land can be sold for $6 per square foot, the project cost capacity ranges from approximately $34 million to $97 million, depending on the intensity level of redevelopment assumed. This compares with project costs of $86 million to $128 million as indicated on cost estimates shown on Attachment B. Thus assuming special legislation can be secured that would allow a 20 -year tax increment financing district to be created, assuming a district is created and assuming a redevelopment project of the sort envisioned by the Opportunity Plan there would be a financing gap of $31 to $52 million. ii. Reducing the Financial Gap The uses and design of a redevelopment project impact the size of the financial gap that needs to be filled to make a project economically feasible. Changes to several components of the master plan for the Opportunity Site would reduce the size of the financial gap while not adversely affecting design. Community Open Space The master plan for the Opportunity site includes a 20 -acre community open green space running through the center of the site with a roadway running around its perimeter. The open space contains ponds and perhaps an outdoor amphitheater, using the ponds as a backdrop. The ponds serve as rate and quality control for storm water runoff as well as an amenity to the project and they are looped by pedestrian/bike trails. Storm water ponds are also located on the master plan between Highway 100 and its northwest frontage roads. The ponds on the master plan occupy about eight acres of the land within the site, probably somewhat less than what will be required to meet the minimum requirements of the Shingle Creek Watershed. While the 13 -14 acres of green space in the community open space, the trail looping around the ponds and the outdoor amphitheater shown on the master plan are amenities to the project, they take up valuable land and therefore increase the financial gap that needs to be filled. At the same time Central Park, a 48 -acre community park within a block of Shingle Creek Parkway west of the project, provides the site with reasonably convenient access to parks and open spaces. Consideration should be given to reducing the size of the green space and enhancing the connection of the project to Central Park in order to reduce the financial gap that needs to be filled to make the project economically feasible. Highway 100 District Configuration With exposure to significant traffic passing the site on and accessing the site from Highway 100, the Highway 100 District will be the signature, image- setting entry to the Opportunity Site Redevelopment Project. A vertical and horizontal mix of office and residential uses, as well as ancillary ground -floor retail will occur in this District, according to the Plan. At least 75% of the required parking for the District will be structured and only 25% of the parking will be allowed in surface lots. The more compact (versus elongated) the parking structure configuration, the lower the cost per parking space, the less detracting aesthetically and the shorter the distance from parking spaces to destination for parkers. This District is about 300 feet in depth measured perpendicular to Highway 100 making it likely that buildings and parking would need to be stretched out along the highway frontage. Consideration should be given to increasing the width of this district so that the parking may be clustered behind buildings to present the buildings to Highway 100. This adjustment to the Highway 100 District could be accommodated by moving 6 the part of the Parkway District adjacent to this District northwesterly and reducing the width and therefore size of the community open space. Structured Parking The Plan encourages structured parking instead of surface parking in both the Mixed Use Center and in the Highway 100 District. As indicated in the Calthorpe Study (page 55) the comparative economics of land value to construction cost do not support structured parking. A surface parking space costs about $7 per square foot or $2,500 per space to build, whereas a structured space costs from $35 to $43 (median $39) per square foot or $12- 15,000 per space. Land for parking must cost in excess of $32 per square foot ($39 minus $7) in order for economics to support construction of structured parking. Land in the Opportunity Site is worth $8 to $10 (median $9) per square foot and therefore will need to increase by about $23 per square foot in order to make construction of structured parking economic. In other words a public incentive of $23 per square foot of structured parking or about $8,000 per structured parking space would be required to make it economical to construct structured parking. About one off street parking space is required per 200 square feet of office or retail and the annual tax increment collected from 200 square feet ($290 to $380) would not be adequate to pay off bonds to provide the required $8,000 up front public incentive. Outside funds could be used to offset the $23 per square foot differential to make construction of parking spaces in a ramp economic. The City of St. Louis Park secured funding from the Minnesota Department of Employment and Economic Development and the Metropolitan Council to help fill in the gap to construct structured parking at Excelsior Grand. Tax increment financing is another possible source of funding that may be used to make up this gap. To some large users, particularly corporate office campuses, this economic gap in construction of structured parking does not necessarily prevent them from building structured parking. For example, it may be difficult to find a site large enough to accommodate such a user in a desirable location and the benefits of consolidating operations in a single location may outweigh the extra cost required to construct the structured parking. F. NEW ACQUISITION APPROACHES Since the Calthorpe study was completed early in 2003, restrictions placed on the use of eminent domain (condemnation) make multiple- parcel redevelopment, like the Opportunity Site, more challenging for cities. In many cases, cities no longer have the threat of eminent domain available to use as leverage in their acquisition negotiations and as a result, cities need to be more strategic in acquisition and assembly of land as part of their redevelopment efforts. Following are strategic approaches that Brooklyn Center as a redeveloping city should consider to overcome restrictions placed on the use of eminent domain: Cities need to be more open in their communication with owners of property in redevelopment areas so they are looked on as potential buyers when owners are thinking of selling. Cities need to become more sophisticated in their understanding of the development process to provide opportunities for investor- owners to reinvest in the redevelopment. Parties occupying one part of a redevelopment site may be good candidates for relocation to a redeveloped part of the redevelopment site. (A couple of strong potential retail anchors are currently located in the northern part of the Opportunity Site. Relocating these users to new buildings in the south part of the Opportunity Site would not only create draw to this area and consolidate new retail with the existing retail in Brookdale 7 Mall but would also free up locations in the north part of the Opportunity Site for additional redevelopment.) G. OTHER REDEVELOPMENT PROJECTS STUDIED The 100 -acre Opportunity Site is significantly larger than any of the other redevelopment projects studied as part of this review. Silver Lake Village and Heart of the City are 57 acres and 54 acres in size, respectively, and are a mixture of housing, office and commercial. The St. Louis Park redevelopment projects studied are much smaller and more intensely developed than the other projects. Excelsior Grand at 15 acres is primarily housing with some first floor retail while Village in the Park is eight acres and exclusively owner- occupied condominiums and row townhomes. Following are summaries of these projects and attached is a table summarizing them. i. Silver Lake Village St. Anthony This project is located about five miles north of the Minneapolis central business district on Silver Lake Road in St. Anthony Village. This project involved the redevelopment of the Apache Plaza Shopping Center and consists of 57 acres of land. Commercial and residential uses are segregated on the site with commercial located along Silver Lake Road, a major street abutting the east side of the parcel. There is no structured parking in the project and the highest valued commercial land is worth $12 per square foot. Commercial anchors in the project include a Cub Foods store, a Wal -mart store and a Walgreens drug store, totaling 238,000 square feet. Additional retail and office of 85,000 square feet bring the total commercial in the project to 323,000 square feet. The redevelopment project includes 263 market -rate rental housing units and 156 cottage and condominium housing units located deeper on the site away from Silver Lake Road. The average density of the housing in the project is 33.5 units per acre. The project contains an outdoor amphitheater with seating built into the side of a storm water ponding area with the "stage" also serving as a piece of public art. ii. Excelsior and Grand —St. Louis Park Located about six miles from downtown, this 15 -acre redevelopment project is very dense as compared to the Silver Lake Village project. The project consists of 644 housing units, about half condominium units and half rental. Condominium and rental housing are located on three floors above 87,000 square feet of ground floor retail in three separate buildings. Two parking structures in the blocks with rental housing accommodate 850 cars and the condominium structures each accommodate parking underground. The overall housing density on the site is 43 units per acre. At $10 per square foot, the highest valued land in the project does not economically support structured parking. The City of St. Louis Park was able to secure funds from the Metropolitan Council and the Minnesota Department of Employment and Economic Development to assist in constructing the parking structures. A green public plaza leads off of Excelsior Boulevard to Wolfe Park and the City's indoor recreation center. A piece of public art is featured in the plaza. iii. Village in the Park —St. Louis Park About six miles from downtown Minneapolis, this project consists of 251 condominium housing units and 77 row townhouses on 7.7 acres of land for an overall density of 42.5 units per acre. There is no structured parking in the project and there are no outstanding public features. It is significant that the condominium units routinely sold for two times the assessor's estimated market value. 8 iv. Heart of the City— Burnsville This 54 -acre project is planned to contain a mix of uses including housing, retail and office. The project has significant land area remaining to be redeveloped and is 15 miles from downtown Minneapolis. Housing components constructed include 84 affordable and 63 market -rate rental apartment units, and 209 condominium housing units. Retail of 38,500 square feet has been constructed, and the project can accommodate significant additional retail. Structured parking has been constructed in the project. H. OPPORTUNITY PLAN REVIEW FINDINGS The Plan and Guidelines are design oriented and have a weak foundation in the realities of the marketplace and redevelopment financing. The Master Plan limits the potential contribution that the Opportunity Site's redevelopment could make to the restoration of viability of the area as a retail center. Adjustments to the master plan to make the Mixed Use Center District conducive to anchor retail should be considered. Adjustments to the master plan to increase the width of the Highway 100 District while at the same time decreasing the Community Open Space area should be considered. In conjunction with authorized modifications to the master plan, the Opportunity Plan should be exposed to the development community for solicitation of development interest. Sources to fund the gap to stimulate the redevelopment of the Opportunity Site, in addition to tax increment financing through special legislative authorization, should be identified and pursued. Sources of funding to make structured parking more economically feasible should be identified. Restrictions on the use of condemnation in acquiring the land in the Opportunity Site require the City to operate strategically. 9 ow Ns am me ow up ow we Amp tam ami am Opportunity Site- Project Cost Capacity Estimate ATTCHMENT A I. After Development Value. Tax Capacity and Annual Tax Units (sq.ft.) Mkt Val. /Unit(sq.ft.) Total Mkt Value Class Tax Capacity Value Tax Annual Tax Increment Use District Low High Low High Low High Rate Low High Rate Low High Res. Shingle Cr. 525 900 125,000 175,000 65,625,000 157,500,000 0.01 656,250 1,575,000 1.20 787,500 1,890,000 Res.- Parkway 330 880 200,000 250,000 66,000,000 220,000,000 0.01 660,000 2,200,000 1.20 792,000 2,640,000 Mixed Use 174,000 360,000 60 70 10,440,000 25,200,000 0.02 208,800 504,000 1.20 250,560 604,800 Office -Hwy. 100 490,000 1,675,000 60 80 29,400,000 134,000,000 0.02 588,000 2,680,000 1.20 705,600 3,216,000 TOTAL 171,465,000 536,700,000 2,113,050 6,959,000 2,535,660 8,350,800 II. Less Before Development Value. Tax Capacity and Annual Tax 39,000,000 39,000,000 0.02 780,000 780,000 1.20 936,000 936,000 Ill. Equals Captured Value. Tax Capacity and Annual Tax Increment IV. Project Cost Capacity 1,333,050 6,179,000 1.20 1,599,660 1,599,660 Jan. 2008 7,414, 800 7,414,800 Interest Rate/ Number Years/ Annual Tax Increment Equals Present Value 0.050 20 1,599,660 7,414,800 (19,935,299) (92,404,797) Present Value Divided by Interest Rate +1 =1.05 Equals Project Cost Capacity from TIF (Capitalized interest) (17,220,861) (79,822,738) Plus land sale proceeds: 72 acres x 43,560 sgft. /acre x $6 /sgft. Divided by 1.05' Equals (17,068,407) (17,068,407) Equals Total Project Cost Capacity (34,289,268) (96,891,145) Structured Parking Retail- Mixed Use Office- Hwy. 100 square feet low high 174,000 360,000 490,000 1,675,000 Subtotal Property Acauistion and Relocation TIF #2 Target Best Buy Brookview Plaza Inland Ryan Susco Corporation Brookdale Square TIF #3 Brookdale Ford Jani King Godlend Value Tire Plus Buffet Perkins Health Partners Mn School of Business Opportunity Site- Redevelopment Cost Estimate acres 9.02 2.90 6.46 4.41 11.69 23.20 parking spaces at 1/200 sq. ft. minimum low high structured 870 2450 3,320 1800 8375 10,175 value x 1.4 value acquisition cost 8,300,000 11,620,000 2,900,000 4,060,000 2,500,000 3,500,000 4,100,000 5,740,000 4,400,000 6,160,000 4,200,000 5,880,000 8.61 4,100,000 5,740,000 1.83 1,000,000 1,400,000 1.61 1,500,000 2,100,000 1.35 1,100,000 1,540,000 1.18 600,000 840,000 0.80 800,000 1,120,000 7.98 3,600,000 5,040,000 39,100,000 54,740,000 Subtotal 81.04 Subtotal infrastructure (from Calthorpe Report) Grand Total ATTACHMENT B structured parking spaces low high 0.95 827 1,710 0.75 1,838 6,281 2,664 7,991 Jan -08 incentive required at $8,000 per space low high 6,612,000 13,680,000 14,700,000 50,250,000 21,312,000 63,930,000 54,740,000 54,740,000 9,800,000 9,800,000 85,852,000 128,470,000 Comparison of Redevelopment Projects to Opportunity Site Project ATTACHMENT C Dec. 2007 Project: Heart of the City- Burnsville Excelsior&Grand SLP Village/Park-SLP Silver Lk. Vil.- St. Anthony Proposed Opportunity Site Public Features: Community Arts Center Brass Sculpture none Outdoor Ampitheater Trail around pond Community Park with Ampitheater Town Green Public Art Size: 54 acres 15 acres 7.7 acres 57 acres 92 acres Uses: Housing Units Rental Affordable 84 units 18 units Market rate 63 units 320 units Owner occupied 209 units 302 units Total 356 units 640 Hotel Units Retail Square Feet Office Square Feet Structured Parking Ramp Underground Total 38,500 sq. ft. 87,000 sq. ft. yes 850 spaces 433 spaces 1,283 spaces 328 units 328 units 263 units 156 units 419 units 1030 -2080 322,500 sq. ft. 174,000- 360,000 sq. ft. 490,000- 1,675,000 sq. ft. yes PROFILE The 2009 Capital Improvement Program (CIP) is a planning document that presents a fifteen -year overview of scheduled capital projects to address the City's goals for maintaining public infrastructure. The CIP includes a long -term financing plan that allows the City to allocate funds for these projects based on assigned priorities. The fifteen -year horizon of the CIP provides the City with an opportunity to evaluate project priorities annually and to adjust the timing, scope and cost of projects as new information becomes available. The information contained in this plan represents an estimate of improvement costs based on present knowledge and expected conditions. Changes in community priorities, infrastructure condition and inflation rates require that adjustments be made on a routine basis. A capital improvement is defined as a major non recurring expenditure related to the City's physical facilities and grounds. The 2009 -2023 CIP makes a concerted effort to distinguish between major maintenance projects contained in the City's operating budgets and capital improvement projects financed through the City's capital funds and proprietary funds. Typical expenditures include the cost to construct roads, utilities, parks, or municipal structures. The CIP is predicated on the goals and policies established by the City Council, including the general development, redevelopment, and maintenance policies that are part of the City's Comprehensive Plan. A primary objective of the CIP is to identify projects that further these goals and policies in a manner consistent with funding opportunities and in coordination with other improvement projects. CIP Project Types CIP (2009 2023) City of Brooklyn Center 2009 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program proposes capital expenditures totaling $93 million over the next 15 years for basic improvements to the City's streets, parks, public utilities, and municipal buildings. A brief description of the four functional areas is provided below. Public Utilities The City operates five utility systems, four of which have projects included in the CIP water, sanitary sewer, storm drainage, and street lighting. A vast majority of the public utility improvements are constructed in conjunction with street reconstruction projects. The remaining portion of public utilities projects include improvements to water supply wells, water towers, lift stations and force mains. Street Improvements Street improvements include reconstruction of neighborhood streets and reconstruction of arterial and collector streets. Proposed improvements include the installation or reconstruction of curb and gutter along public roadways. As noted earlier, street improvements are often accompanied by replacement of public utilities. 1 Park Improvements Park improvements include the construction of trails, shelters, playground equipment, athletic field lighting and other facilities that enhance general park appearance and increase park usage by providing recreational facilities that meet community needs. Capital Building Maintenance Improvements Capital building maintenance improvements include short and long term building and facility improvements identified in the 18 -year Capital Building Maintenance Program approved in 2007. CIP Funding Sources Capital expenditures by funding source for the fifteen -year period are shown in Table 1 and the accompanying chart. Major funding sources are described below. Public Utility Funds Customers are billed for services provided by the City's water, sanitary sewer, storm sewer, and street lighting public utilities. Fees charged to customers are based on operating requirements and capital needs to ensure that equipment and facilities are replaced to maintain basic utility services. Annually the City Council evaluates the needs of each public utility system and establishes rates for each system to meet those needs. Capital Improvements Fund This fund is comprised of transfers from the General Fund, repayment of debt from the Golf Course operating fund, and transfers from liquor operations. Typically the City Council has directed these funds towards municipal facilities such as parks, trails, public buildings and other general purpose needs. Special Assessment Collections Properties benefiting from street improvements are assessed a portion of the project costs in accordance with the City's Special Assessment Policy. Every year the City Council establishes special assessment rates for projects occurring the following year. Rates are typically adjusted annually to maintain the relative proportion of special assessments to other funding sources. Street Reconstruction Fund The Street Reconstruction Fund provides for the cost of local street improvements along roadways that are not designated as municipal state aid routes. A majority of the revenue for this fund is generated from general fund transfers and franchise fees charged for the use of public right -of -way by natural gas and electric utility companies. The City's ability to provide adequate revenue for the Street Reconstruction Fund is currently one of the main limiting factors in determining the rate at which future street and utility improvements can be accomplished. Municipal State Aid (MSA) Fund State shared gas taxes provide funding for street improvements and related costs for those roadways identified as MSA streets. The City has 21 miles of roadway identified as MSA streets and is therefore eligible to receive funding based on this designation. The annual amount available is approximately $780,000 and provides for maintenance and construction activities within the City's MSA street system. Funds to be Determined A dedicated funding source for portions of the Capital Building Maintenance Improvements is yet to be determined. The Liquor Store Enterprise fund is anticipated to be used in 2009. CIP (2009 2023) 2 Water Utility Sanitary Sewer Utility Storm Drainage Utility Street Lighting Utility Municipal State Aid Street Reconstruction Fund Capital Projects Fund Special Assessment Collections Funds To Be Determined [TOTAL Funds To Be Determined, 5% CIP (2009 2023) TABLE 1. Capital Improvement Program Summary by Funding Source Capital Improvement Program by Funding Source Str Construction, Special Assessments, 19 Street Light, 1% Total Funding Need 2009 -2023 $15,840,450 $12,273,950 $17,064,000 $879,700 $9,085,000 $12,570,200 $2,596,000 $17,928,400 $5,084,900 $93,322,6001 Capital Projects, 3% 3 Average Annual Percent of Funding Need Total Need $1,056,030 17% $818,263 14% $1,137,600 18% $58,647 1% $605,667 10% $838,013 13% $173,067 3% $1,195,226 19% $338,994 5% $6,221,5071 100% Sanitary Sewer, 14% Table 2. Overview of projects and funding sources for the 2009 Capital Improvement Program. Annual breakdowns for each project year are accompanied by a brief description of each project. CIP PROJECT AREAS 2009 2016 City of BROOKLYN CENTER Project and Proposed Reconstruction Year: Complete (64.6 miles -62 r■ Aldrich Neighborhood 2009 Shingle Creek Pkwy 69th Improvements 2009 Dupont Avenue -2010 OMB Twin Lake N/ Lakeside Neighborhood 2010 Vincent Neighborhood -2010 Logan Neighborhood 2011 Unity Avenue 2011 East Palmer Lake Neighborhood 2012 UMW Kylawn Park Neighborhood 2013 ■Wangstad Park Neighborhood 2014 63rd Avenue Reconstruction 2015 Freeway Park Neighborhood 2015 Palmer Lake West Neighborhood 2016 Freeway Blvd West Reconstruction -2016 November 2008 7:53 AN 65,/67EN els a+cry 3 C. .301 1 00356 33 WANG: NN City of B ROOKLYN CENTER oa" CI P PROJECT AREAS 2017 2023 SIDI .73 7371-1XKL3C-F03. !MO Project and Proposed Reconstruction Year: Complete (64.6 miles -62 Evergreen Neighborhood 2017 Firehouse Park Neighborhood 2018 Interstate Neighborhood 2019 1111111111111111Grandview Neighborhood 2020 Logan, 57th and Lilac Dr. Reconstruction Area 2020 MUM Ryan Lake Reconstruction Area 2021 Northwest Neighborhood 2022 51st Avenue Reconstruction 2023 wEMO Lyndale Reconstruction Area 2023 53rd Reconstruction Area 2023 November 2008 Project 2009 Aldrich Neighborhood I $441,000 $850,000 Wetland 639W participation with SCWMC $0 $0 Shingle Ck Trail Central Park to CR 10 $0 $0 Arboretum South Parking Lot Reconstruction $0 $0 West Central Park Trail Rehabilitation $0 $0 Automated Meter Reading Program $0 $0 Centerbrook Golf Course Watermain Replacement $0 $0 Sanitary Sewer Lining at Brooklyn Dr. and 1 -694 $0 $0 Shingle Creek Pkwy /69th Ave Street Improv $0 $0 Emergency Bypass for Lift Station 6 $0 $0 Capital Building Maintenance Program 2009 $0 $0 Northport Tennis Court Resurfacing $0 $0 West Palmer Park Tennis Court Resurfacing $0 $0 Riverdale Open Picnic Shelter $0 $0 2009 Subtotal $441,000 $850,000 2010 Dupont Avenue Reconstruction Twin Lake North Lakeside Neighborhood Vincent Neighborhood Storm Water Ponds 12 -002 12 -003 Dredging Capital Building Maintenance Program 2010 Willow Lane Open Picnic Shelter IKylawn and Firehouse Park Trail Rehab. 2010 Subtotal Special Street MSA Storm Drainage Sanitary Sewer Water Street Light Capital Projects Assessments Reconst. Fund Fund Utility Utility Utility Utility Fund $816,000 $0 $904,000 $1,305,000 $75,000 $117,000 $0 $0 $0 $0 $0 $0 $0 $0 $1,795,000 $1,422,000 Table 2 Capital Improvement Program (2009 2023) Revised November 12, 2008 $0 I $1,447,000 I $285,000 $0 $165,800 I $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $687,250 $0 $0 $0 $0 $0 $51,000 $650,000 $0 $0 $0 $0 $102,000 $0 $0 $19,900 $0 $0 $0 $0 $0 $0 $0 $0 I $0 $650,000 $1,612,800 $1,145,150 $1,365,000 I $563,000 I $308,000 I $290,000 $77,000 I $1,108,000 $970,000 $902,000 $0 I $155,000 $45,000 $26,000 $0 $110,000 $0 I $0 $0 $0 $19,200 $39,000 $0 $0 $0 $0 $0 $0 $0 $0 $1,442,000 $1,936,000 $1,342,200 $1,257,000 2011 Logan Neighborhood Reconstruction $972,000 $906,000 $0 $873,000 1 $395,000 Lift Station No. 9 Force Main Replacement $0 $0 $0 $0 I $415,000 Emer Generator Replacement for Lift Station No. 2 $0 $0 $0 $0 $60,900 Traffic Signal Replace at SCP and 1 -94 $0 $0 $303,000 $0 $0 Storm Water Pond 12 -005 Rehab $0 1 $0 $0 $49,000 $0 Capital Building Maintenance Program 2011 $0 $0 $0 $0 $55,500 West Palmer Park Building Replacement $0 $0 $0 $0 $0 Unity Avenue Reconstruction $181,000 I $128,000 $0 $89,022 $15,000 2011 Subtotal $1,153,000 $1,034,000 $303,000 $1,011,066 $941,400 $205,000 I $38,000 $0 $0 $0 $0 $0 $0 $0 $0 $95,000 $0 $0 $0 $21,000 i $0 $0 $0 $140,000 $0 $2,061,750 $0 $0 $0 $190,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $56,100 $0 $0 $172,500 $0 $0 $24,000 $0 $0 $0 $22,000 $0 $0 $0 $68,000 $0 $2,512,850 $38,000 $370,000 $172,500 $25,000 $53,000 $0 $0 $0 $0 $0 $78,000 $0 $0 $0 $0 $0 $70,000 $62,000 $132,000 $720,000 $54,000 $0 $0 $0 $0 $0 $0 $0 $0 $0_ $0 $0 $0 $0 $7,400 $0 $0 $0 $0 $270,000 $206,000 $13,000 $0 $933,400 $67,000 $270,000 To Be Total Project Determined Cost $3,266,000 $165,800 $95,000 $21,000 $140,000 $2,749,000 $190,000 $51,000 $650,000 $102,000 $248,500 $24,000 $22,000 $68,000 $7,792,300 $0 I $3,367,000 $0 I $5,, $0 I $418 000 $0 $110,000 $172,800 $231,000 $0 $70,000 $0 $62,000 $172,800 $9,577,000 $0 $3,920,000 $0 $415,000 $0 $60,900 $0 $303,000 $0 $49,000 $474,200 $537,100 $0 $270,000 $0 $632,000 $474,200 $6,187,000 2012 Evergreen Park Fence Court Reconstruction $0 I $0 $0 $0 $0 1 $0 $0 $77,000 $0 $77,000 Evergreen Athletic Field Lighting Replacement $0 1 $0 $0 $0 $0 I $0 $0 $105,000 $0 $105,000 Northport Park Building Replacement $0 1 $0 $0 $0 $0 i $0 $0 $275,000 $0 $275,000 Water Tower No. 2 Painting $0 I $0 $0 $0 $0 I $718,000 $0 $0 $0 $718,000 Storm Water Pond 18 -001 Rehab $0 $0 $0 $155,000 $0 1 $0 $0 $0 $0 $155,000 Storm Water Pond 46 -001 Rehab $0 $0 $0 $39,000 $0 1 $0 $0 $0 $0 $39,000 Capital Building Maintenance Program 2012 $0 $0 $0 $0 $17,300 1 $25,300 $0 $0 $202,500 $245,100 East Palmer Lake Neighborhood Reconstruction I $768,000 $860,000 $0 $756,000 $345,000 1 $315,000 I $40,000 $0 $0 $3,084,000 1 2012 Subtotal $768,000 $860,000 $0 $950,000 $362,300 $1,058,300 $40,000 $457,000 $202,500 $4,698,100 e aDRAINTable .xl 11.1. MEN 11110 11.1 MI OM 2013 Baseball Backstop Replacements $0 $0 I $0 1 $0 $0 $0 $0 $20,000 $0 Replace Traffic Signals at 66th Ave Hwy 252 $0 $0 $150,000 I $0 $0 $0 $0 $0 $0 Storm Water Pond 60 -001 Rehab $0 $0 $0 I $17,000 $0 $0 $0 $0 $0 Capital Building Maintenance Program 2013 $0 $0 $0 $0 $0 $111,600 $0 $0 $565,200 Humboldt Ave N (53rd to 57th) Reconstruction $260,000 $0 $0 $0 $100,000 $90,000 $28,000 $0 $0 Kylawn Park Neighborhood Reconstruction $1,358,000 $866,000 $538,000 $878,000 $1,005,000 $958,000 $51,000 $0 $0 2013 Subtotal $1,618,000 $866,000 $688,000 $895,000 $1,105,000 $1,159,600 $79,000 $20,000 $565,200 2014 Central Park Tennis Courts Resurfacing $0 $0 $0 $0 $0 $0 $0 $75,000 $0 vital Building Maintenance Program 2014 $0 $0 $0 $0 $54,900 $85,600 $0 $0 $81,900 Storm Water Pond 50 -001 Rehab $0 $0 $0 $69,000 $0 $0 $0 $0 $0 Willow Lane Trail Reconstruction $0 $0 $0 $0 $0 $0 $0 $40,000 $0 Wangstad Park Neighborhood Reconstruction $1,515,000 $1,002,000 $397,000 $965,000 $1,075,000 $1,005,000 $52,000 $0 $0 2014 Subtotal $1,515,000 $1,002,000 $397,000 $1,034,000 $1,129,900 $1,090,600 $52,000 $115,000 $81,900 2015 Baseball Fence Replacement $0 Freeway Park Trail Replacement $0 Water Tower No. 3 Painting $0 Capital Building Maintenance Program 2015 $0 Lions Park Trail Replacement $0 63rd Avenue North Reconstruction $286,000 Freeway Park Neighborhood Reconstruction $1,085,000 2015 Subtotal $1,371,000 2016 Evergreen Park Trail Replacement $0 $0 $0 $0 $0 $0 $0 $50,000 $0 Brooklyn Blvd City Entrance Signs $0 $0 $0 $0 $0 $0 $0 $12,000 $0 Capital Building Maintenance Program 2016 $0 $0 $0 $0 $110,800 $17,000 $0 $0 $137,100 Storm Water Pond 12 -004 Rehab $0 $0 1 $0 $67,000 $0 $0 $0 $0 $0 69th Avenue Greenway Fence Rehab $0 $0 $0 $0 $0 $0 $0 $36,000 $0 Water Tower No. 1 Painting $0 $0 $0 $0 $0 $360,000 $0 $0 $0 Freeway Blvd West Reconstruction $235,000 1 $0 $215,000 $0 $0 $0 $0 $0 $0 (Palmer Lake West Neighborhood Reconstruction $975,000 $660,000 $0 $1,200,000 $813,000 $753,000 $50,000 $0 $0 2016 Subtotal $1,210,000 $660,000 $215,000 $1,267,000 $923,800 $1,130,000 $50,000 $98,000 $137,100 Project 2017 West River Rd Trail Replacement $0 $0 $0 $0 $0 $0 $0 $115,000 $0 Capital Building Maintenance Program 2017 $0 $0 $0 $0 $0 $22,400 $0 $0 $261,100 Evergreen Neighborhood Reconstruction $1,527,000 $700,000 $1,195,000 $1,500,000 $710,000 $1,305,000 $65,000 $0 $0 2017 Subtotal $1,527,000 $700,000 $1,195,000 $1,500,000 $710,000 $1,327,400 $65,000 $115,000 $261,100 2018 Central Park East Trail Replacement $0 $0 $0 $0 $0 $0 $0 $98,000 $0 Capital Building Maintenance Program 2018 $0 $0 $0 $0 $20,600 $47,900 $0 $0 $389,500 Firehouse Park Neighborhood Reconstruction $1,903,000 $1,050,000 $405,000 $2,116,000 $827,000 $735,000 $70,000 $0 $0 2018 Subtotal Table 2 Capital Improvement Program (2009 2023) Revised November 12, 2008 Special Street MSA Storm Drainage Sanitary Sewer Water Street Light Capital Projects To Be Assessments Reconst. Fund Fund Utility Utility Utility Utility Fund Determined $0 $0 $0 I $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $410,000 $0 $0 $0 $3,000 $123,600 $0 $0 $0 $0 $0 $0 $2,009,000 $0 $112,000 $90,000 $1,040,000 $0 $937,000 $880,000 $820,000 $1,040,000 $2,009,000 $937,000 $995,000 $1,443,600 $1,903,000 $1,050,000 $405,000 $2,116,000 $847,600 $782,900 2009 DRAFT CIP Table 2.xls $0 $0 $0 $0 $0 $53,000 $45,000 $98,000 $70,000 $35,000 $0 $28,000 $0 $0 $0 $0 $299,600 $57,000 $0 $0 $0 $0 I $0 $120,000 $299,600 $98,000 $389,500 Total Project Cost l $20,000 $150,000 $17,000 $676,800 $478,000 $5,654,000 $6,995,800 $75,000 $222,400 $69,000 $40,000 $6,011,000 $6,417,400 $35,000 $28,000 $410,000 $426,200 $57,000 $2,550,000 $4,807,000 $8,313,200 $50,000 $12,000 $264,900 $67,000 $36,000 $360,000 $450,000 $4,451,000 $5,690,900 $115,000 $283,500 $7,002,000 $7,400,500 $98,000 $458,000 $7,106,000 $7,662,0001 Project Table 2 Capital Improvement Program (2009 2023) Revised November 12, 2008 Special Street MSA Storm Drainage Sanitary Sewer Water Street Light Capital Projects To Be Total Project Assessments Reconst. Fund Fund Utility Utility Utility Utility Fund Determined Cost 2019 Park Playground Equip Replacement $0 $0 $0 $0 $0 $0 $0 $203,000 $0 $203,000 Capital Building Maintenance Program 2019 $0 $0 $0 $0 $2,600 $11,300 $0 $0 $480,400 $494,300 Interstate Neighborhood Reconstruction $1,120,000 $1,025,000 I $0 I $1,670,000 $1,090,000 $1,020,000 $48,000 $0 $0 $5,973,000 2019 Subtotal $1,120,000 $1,025,000 $0 $1,670,000 $1,092,600 $1,031,300 $48,000 $203,000 $480,400 $6,670,300 2020 Park Playground Equip Replacement $0 $0 $0 $0 $0 $0 $0 $207,000 $0 $207,0001 Capital Building Maintenance Program 2020 $0 $0 $0 $0 $6,300 1 $42,100 $0 $0 $831,600 $880,000 Logan /Lilac /59th Avenue Reconstruction $450,000 $0 $1,075,000 $0 $46,000 I $150,000 $20,000 $0 $0 $1,741,000 Grandview Neighborhood Reconstruction I $2,070,000 I $950,000 $305,000 I $1,465,000 $1,175,000 I $1,100,000 $84,000 $0 $0 $7,149,000 2020 Subtotal $2,520,000 $950,000 $1,380,000 $1,465,000 $1,227,300 $1,292,100 $104,000 $207,000 $831,600 $9,977,000 2021 Park Playground Equip Replacement )Capital Building Maintenance Program 2021 j'Ryan Lake Industrial Park $0 $0 $0 $0 $0 $0 $0 $211,000 $0 $211,000 $0 $0 $0 $0 $3,100 $0 $0 $0 $95,700 $98,800 $335,000 $165,000 $0 I $437,000 $211,000 $541,000 $32,000 $0 $0 $1,721,000 2021 Subtotal $335,000 $165,000 $0 $437,000 $214,100 $541,000 $32,000 $211,000 $95,700 $2,030,800 2022 Palmer Lake Trail Mill and Overlay $0 $0 $0 $0 Capital Building Maintenance Program 2022 $0 $0 $0 $0 $3 ,600 $37,700 I $0 $0 $366,300 $407,600 Northwest Area Neighborhood Mill Overlay $125,000 $215,000 $0 $35,000 I $25,000 $25,000 I $0 $0 $0 $425,000 2022 Subtotal $125,000 $215,000 $0 $35,000 $28,600 $62,700 $0 $180,000 $366,300 $1,012,600 2023 Capital Building Maintenance Program 2023 $0 $0 $0 $0 $4,000 $7,700 $0 $0 $554,500 $566,200 51st Avenue Reconstruction $74,000 $137,300 $0 $25,000 $30,000 $30,000 $7,500 $0 $0 $303,800 53rd Avenue Reconstruction Area $353,300 $408,000 $401,000 $143,200 $145,000 $155,0 $40,200 $0 $0 $1,645,700 Lyndale Avenue Reconstruction Area $100,100 $185,900 $0 $30,000 $30,000 $2 $11 $0 $0 $382,000 2023 Subtotal $527,400 $731,200 $401,000 $198,200 $209,000 $217,70 $58,700 $0 $554,500 $2,897,700 2009 DRAFT CIP Table 2 .xls NM 1111111 1.1111 1.1. ME 111111 1111 Project Summary 2009 Capital Improvement Program PROJECT DESCRIPTIONS 2009 2023 Capital Improvement Program City of Brooklyn Center Street and Utility Improvement Projects Aldrich Neighborhood Improvements Humboldt Avenue South Improvements Dupont Avenue Neighborhood Improvements Twin Lake North Improvements Logan Neighborhood Improvements Unity Avenue Improvements East Palmer Lake Neighborhood Improvements Kylawn Park Neighborhood Improvements Wangstad Park Neighborhood Improvements 63 Avenue Improvements Freeway Park Neighborhood Improvements Freeway Boulevard West Improvements Vincent Neighborhood Improvements Palmer Lake West Improvements Evergreen Park Neighborhood Improvements Firehouse Park Neighborhood Improvements Interstate Neighborhood Improvements Logan, 59 and Lilac Drive Improvements Grandview Park Neighborhood Improvements Ryan Lake Industrial Park Improvements 51s Avenue North Improvements 53 Avenue Neighborhood Improvements Lyndale Avenue Neighborhood Improvements Miscellaneous Water Main and Sanitary Sewer Improvements Automated Meter Reading Program Lining Sanitary Sewer Under I -694 at Brooklyn Drive Emergency Bypass for Lift Station No. 6 Centerbrook Golf Course Water Main Improvements Water Tower No. 1 Painting Water Tower No. 2 Painting Water Tower No. 3 Painting Storm Water Improvements Wetland 639W Storm Water Pond 12 -002 Storm Water Pond 12 -003 Storm Water Pond 12 -004 Storm Water Pond 12 -005 Storm Water Pond 18 -001 Storm Water Pond 46 -001 Storm Water Pond 50 -001 Storm Water Pond 60 -001 Park and Trail Improvements Shingle Creek Trail Improvements Arboretum Park South Parking Lot Reconstruction West Central Park Trail Improvements Northport Tennis Court Resurfacing West Palmer Park Tennis Court Resurfacing Riverdale Park Open Picnic Shelter Willow Lane Park Open Picnic Shelter Firehouse Park Trail Improvements Kylawn Park Trail Improvements West Palmer Park Improvements Evergreen Park Fence and Tennis Court Reconstruction Evergreen Athletic Field Lighting Replacement Northport Park Building Baseball Backstop Replacements Central Park Tennis Court Resurfacing Willow Lane Park Trail Improvements Baseball Fence Replacement Freeway Park Trail Improvements Lions Park Trail Improvements Evergreen Park Trail Improvements Brooklyn Boulevard City Entrance Signs 69 Avenue Greenway Fence Rehabilitation West River Road Trail Improvements Central Park East Trail Improvements Play Ground Equipment Replacement Palmer Lake Trail Mill and Overlay Project Summary 2009 Capital Improvement Program The Aldrich Neighborhood project area extends from Dupont Avenue to Interstate 94 and from 59 Avenue to 57 Avenue. The project area contains a total of 8,010 linear feet of local streets. The neighborhood consists of approximately 103 residential properties. Project Summary 2009 Capital Improvement Program Aldrich Neighborhood Improvements 3r ram imOB tA WIN mom M M _I i■ _I `.milt 1 1611 it r II s A Streets The majority of the streets in the project area were originally constructed in 1968 through 1969. Existing streets are generally 30 feet wide with no curb and gutter. The street pavement is deteriorated throughout most of the neighborhood due to the age of the pavement and inadequate drainage. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and full depth replacement of bituminous street pavement. Water main The existing water main in the Aldrich Neighborhood area consists of 6 -inch, 8 -inch and 10 -inch diameter cast iron pipe throughout the project area and 24 -inch diameter steel water main along 59 Avenue. A majority of the existing cast iron waterman was installed between 1964 and 1968 and is believed to have an internal lining. New segments of 8 -inch diameter water main and sanitary sewer were installed on the southern part of Camden Avenue as part of the 1996 -06 project. A condition survey must be conducted for the existing water system in the neighborhood to determine the extent of corrosion. Water records indicate one main break has occurred within the neighborhood. The water main is in fair condition based on current maintenance records. The current project cost estimate includes replacement of watermain along Aldrich, Bryant and Camden Avenues due to isolated areas of corrosion or as necessary to allow for the replacement of sanitary sewer and trunk storm sewer within the neighborhood. Sanitary Sewer The existing sanitary sewer consists of 8 -inch diameter vitrified clay pipe lateral sewers along local streets and a 12 -inch diameter reinforced concrete trunk sewer along the Xcel easement between 57 Avenue and 58 Avenue. These sewers were originally installed between 1959 and 1962. Approximately 75 percent of the sanitary sewer is subjected to problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as fair to poor. The current project cost estimate includes replacement of approximately 50 percent of the 8 -inch diameter sanitary sewer. The sanitary sewer located along Camden Avenue must be lowered to facilitate the installation of a new trunk storm sewer between 57 and 59 Avenues. Storm Sewer A substantial portion of the southeastern section of the city drains through two trunk storm sewers located along 59 Avenue and along the west side of Interstate 94. These trunk storm sewers, installed in 1952, are under -sized and do not provide sufficient capacity to convey storm water runoff through the neighborhood and under Interstate 94. The installation of new trunk storm sewers along Camden Avenue, 59 Avenue and under I -94 is necessary to prevent local flooding. The current project cost estimate includes the replacement of storm sewer throughout the project area, boring a new trunk storm line under Interstate 94 and installation of two precast water quality treatment devises. A detailed description of the proposed storm drainage improvements are further described in a feasibility report titled "59 Avenue Trunk Storm Sewer Improvements" prepared by Bonestroo Associates in 2006. Shingle Creek Parkway and 69 Avenue Street Improvements ISM Project Summary 2009 Capital Improvement Program t M AVE d NTERSTA rE 94 The Shingle Creek Parkway and 69 Avenue project area extends from Brooklyn Blvd to Shingle Creek Pkwy along 69 Avenue and from 69 Avenue to the Shingle Creek Bridge along Shingle Creek Pkwy. The project area contains a total of 5,692 linear feet of local streets. Streets This segment of roadway is designated as a Municipal State Aid Route. 69 Avenue was reconstructed in 1993. Shingle Creek Pkwy was most recently reconstructed in 1995. Existing streets are generally 70 to 85 feet wide with concrete curb and gutter and raised concrete medians. The street pavement exhibits a moderate rate of deterioration due to higher volumes of traffic. The current cost estimate assumes street improvements that consist of approximately 25 percent curb replacement, 10 percent sidewalk replacement, 25 percent concrete apron replacement, a 2 -inch mill and overlay of the bituminous pavement on 69 Avenue between Brooklyn Blvd and Drew Avenue and full depth pavement replacement on the remainder of the project. Water main The existing water main in the Shingle Creek Pkwy and 69 Avenue project area consists of 10 -inch, 16- inch and 18 -inch diameter cast iron pipe (CIP) installed between 1956 and 1969. A second 16 -inch diameter ductile iron pipe water main was installed on 69 Avenue in 1993 when the road was reconstructed. The water main is in good condition based on current maintenance records. The current project cost estimate includes no water main replacement. Sanitary Sewer The existing sanitary sewer along 69 Avenue consists of 8 -inch and 18 -inch diameter poly vinyl chloride (PVC) pipe installed in 1993. The existing sanitary sewer on Shingle Creek Pkwy consists of 10 -inch diameter vitrified clay pipe installed in 1969. The condition of the sanitary sewer system within the neighborhood is rated as good. The current project cost estimate includes no sanitary sewer replacement. Storm Sewer The storm sewer on 69 Avenue consists of 12 -inch to 27 -inch diameter reinforced concrete pipe that drains to Palmer Lake. This storm sewer was installed in 1956 and 1993. The storm sewer on Shingle Creek Pkwy consists of 12 -inch to 48 -inch diameter reinforced concrete pipe that drains to Shingle Creek. This storm sewer was installed in 1969. The condition of the storm sewer within the neighborhood is rated as good. The current project cost estimate includes replacing storm structure castings and isolated portions of lateral storm sewer as necessary. Humboldt Avenue South Improvements The Humboldt Avenue South project area extends from 53` Avenue to 57 Avenue. The total project length is approximately 2,660 linear feet. The neighborhood consists of approximately 56 residential properties. Streets This segment of roadway is a Hennepin County Roadway. Humboldt Avenue was originally constructed between 1966 and 1969. Existing streets are generally 36 feet wide with no curb and gutter. The street pavement is deteriorated due to the age of the pavement and inadequate drainage. This project is included in the City's CIP due to a potential cost sharing agreement for the street and drainage improvements and funding for water main and sanitary sewer improvements as described below. Water main The existing water main in the Humboldt Avenue South project area consists of 6 -inch diameter cast iron pipe (CIP) installed in 1966. A condition survey must be conducted for the existing water system in the project area to determine the extent of corrosion. The water main is in fair condition based on current maintenance records. The current project cost estimate assumes that water main will be replaced between 53 and 55 Avenues to coincide with sanitary sewer replacement. Project Summary 2009 Capital Improvement Program Ell In ihr rim NEB Imo 1 i AVE 55774 AVE N -1♦ mew MEI 54711 AWE N J 4710 A1[ N Sanitary Sewer The existing sanitary sewer consists of 8 -inch diameter vitrified clay pipe lateral sewers. These sewers were originally installed in 1952. Sanitary sewer between 53` and 55 Avenues is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The current project cost estimate includes replacement of sanitary sewer between 53 and 55 Avenues. Storm Sewer The storm sewer on Humboldt Avenue consists of 18 -inch diameter corrugated metal pipe that drains to a trunk line along 55`'' Avenue. This storm sewer was installed in 1952. The current project cost estimate includes replacing 100 percent of the storm sewer. The cost estimate assumes that Brooklyn Center may contribute to a portion of the storm drainage cost for the project. Dupont Avenue Neighborhood Improvements The Dupont Avenue Neighborhood project area extends from 73` Avenue to 57 Avenue. The total project length is 10,007 feet. The neighborhood consists of approximately 140 residential properties and the Brooklyn Center High School property and one city parcel. Streets The entire length of the project area is designated as a Minnesota State Aid Route. The majority of the streets in the project area were originally constructed between 1963 and 1968. The existing street between 57` Avenue and 67 Avenue is 42 feet wide with concrete curb and gutter. The existing street between 67 Avenue and 73 Avenue are 30 feet wide with no curb and gutter. The overall pavement condition rating is fair to poor. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement between 59 Avenue and Lilac Drive N and between 67 Avenue and 73 Avenue. Proposed improvements for the remaining areas include 20 percent curb replacement, 10 percent sidewalk replacement and installation on new street pavement. Water main The existing water main in the south portion of the project area is 6 -inch diameter cast iron pipe installed in 1968 and 1969. Dupont Avenue between Interstate 94 and 69 Avenue contains a 30 -inch steel water main installed in 1963. The water main between 69 Avenue and 73 Avenue consists of 6 -inch and 12 -inch cast iron pipe installed in 1961 and 1962. A majority of the existing water main is believed to have a cement based internal liner. The corrosion rate within the project area has not been thoroughly documented at this time. However, there is a history of water main breaks along Dupont Avenue between 69 and 73rd. The current project estimate includes complete water main replacement between 59 Avenue and Lilac Drive N and between 67 Avenue and 73 Avenue. No water main replacement is anticipated in the remaining areas. 4' AIM INSIL% N. LIZ mm MI. Sanitary Sewer The sanitary sewer in the project area consists of 8 -inch diameter vitrified clay pipe (VCP) installed in 1960, 1961 and 1967. Approximately 25 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as fair. The current project cost estimate includes 100 percent sanitary sewer replacement between 57 Avenue and Lilac Drive N and between 67 Avenue and 73 Avenue. Storm Sewer A majority of the storm water runoff from the project area is collected in the existing storm sewer system and conveyed to the existing trunk storm sewer lines flowing to the Mississippi River. These trunk storm lines area located on 70 Avenue, 65 Avenue, 59 Avenue and 57 Avenue. The current project cost estimate includes 100 percent storm sewer replacement between 57 Avenue and Lilac Drive N and between 67 Avenue and 73 Avenue. The cost estimate also includes the replacement of approximately 5 catch basins and approximately 700 feet of smaller diameter lateral storm pipe in the remaining areas. Project Summary 2009 Capital Improvement Program Project Summary 2009 Capital Improvement Program Twin Lake North Improvements The north portion of the Twin Lake North project area extends from County Road 10 to 55 Ave, and from Admiral Lane to Brooklyn Blvd. The south portion of the project area extends from 53` Ave. to 50 Ave., and from East Twin Lake Blvd to Highway 100. The total project length is 15,745 feet. The neighborhood consists of approximately 209 residential properties (R1 and R4) and 4 commercial properties (C1). Streets 51" Avenue east of Brooklyn Blvd is a designated Municipal State Aid Route. The majority of the streets in the project area were originally constructed in 1965 and 1967. Existing streets are generally 30 feet wide with no curb and gutter. The service road along Brooklyn Boulevard is currently 25 feet wide. The street pavement is deteriorated throughout most of the neighborhood. The overall pavement condition rating is fair to poor. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. 'II mg p air- Lir AL= af+iMiiiiY� maim: El i.��IaE�a hI: I: ma UIIUurliI rlrrlrlr. Water main The existing water main in the north portion of the project area is 6 -inch diameter cast iron pipe installed in 1965. The south portion of the project area contains 6 -inch and 8 -inch diameter cast iron pipe installed in 1966 and 1967. A majority of the existing water main is believed to have a cement based internal liner. The corrosion rate within the project area has not been thoroughly documented at this time. However, there is a history of water main breaks along East Twin Lake Blvd. and Great View Avenue. The current project estimate assumes complete replacement of the water main within the project area. Sanitary Sewer The sanitary sewer in the north portion of the project area consists of 8 -inch diameter vitrified clay pipe (VCP) installed in 1956 and 1958. The south portion of the project area contains 8 -inch diameter VCP installed in 1958 and 1960. Approximately 75 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as poor. Complete replacement of all sanitary sewer pipes and access structures are proposed as part of the project. Further investigation of the sewer line within Brooklyn Boulevard is necessary to determine if cured -in -place pipe rehabilitation is necessary or warranted. Storm Sewer A majority of the storm water runoff from the project area is collected in the existing storm sewer system and conveyed to the regional storm water treatment facility in Centerbrook Golf Course. Runoff from the portion of the project area south of 53` Avenue and West of France Avenue is conveyed to Twin Lake. A portion of the existing storm sewer system within the project area could be salvaged, although it is anticipated that expansion of the system and higher capacity will be needed to minimize local flooding. The current project cost estimate assumes complete replacement of the storm sewer system as part of the scheduled neighborhood improvements. The current cost estimate includes an in -line treatment device to remove sediment prior to discharging runoff into Twin Lake. Project Summary 2009 Capital Improvement Program Logan Neighborhood Improvements The Logan Neighborhood project area extends from Logan Avenue to Humboldt Avenue and from 73` Avenue to 69 Avenue. The project area includes a total of approximately 12,321 feet of local streets. The neighborhood consists of approximately 210 single family residential properties (R1) and 1 multi family residential property (R5). Streets The majority of the streets in the project area were originally constructed in 1962 through 1969. Existing streets are generally 30 feet wide with no curb and gutter. Poor surface drainage and low stability subgrade material has resulted in deteriorated pavement throughout the neighborhood. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. ■1 ■■I ME 11111M1111 n att imffl Qlin Water main Existing water main in the Logan Neighborhood area consists of 6 -inch and 10 -inch diameter cast iron pipe installed between 1960 and 1969. Higher corrosion rates have been noted within a majority of the project area. Water records indicate thirteen main breaks have occurred within the area. Several isolation valves have also failed within the project area. Complete water main replacement within the project area is scheduled. 9TH AVE N 4 Sanitary Sewer Existing sanitary sewer within the neighborhood consists of 8 -inch and 10 -inch diameter vitrified clay pipe originally installed in 1960 and 1965. A short segment of sanitary sewer along Irving Avenue was installed in 1978. Approximately 30 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. A televising inspection is necessary to determine the extent of sanitary sewer replacement is justified. The current project cost estimate includes the replacement of 50 percent of the sanitary sewer pipes and access structures within the neighborhood. The cost estimate also includes cured -in -place pipe rehabilitation for the 10 -inch diameter sanitary sewer extending along 71 Avenue from Logan Avenue to Humboldt Avenue. The actual cost may need to be adjusted upon completion of a condition survey. Storm Sewer The existing storm sewer in the project area ranges in size from 18 -inch to 33 -inch diameter reinforced concrete pipe. The project area contains one trunk storm line running through an easement from 73` Avenue to 71 Avenue, then flowing east to Humboldt Avenue. The current project cost estimate assumes that an expansion and replacement of a vast majority of the storm sewer system will be necessary as part of the scheduled neighborhood improvements. The current estimate does not include replacement of the trunk storm sewer noted above. Unity Avenue Improvements The Unity Avenue project area extends from the north city limits to 69 Avenue. The total project length is 2,786 feet. The neighborhood consists of approximately 100 residential properties (R3). Streets The Unity Avenue was originally constructed in 1978. The existing street is 30 feet wide with concrete curb and gutter. The overall pavement condition rating is fair. Private streets adjacent to Unity Avenue, such as 7 1s 72 and 73` Circle, are not included as part of the project. Proposed street improvements consist of the reconstruction of the of bituminous street pavement and replacement of concrete curb as necessary based on the extent of water main replacement on the west side of Unity Avenue. Water main The existing water main in the project area is 8 -inch and 10 -inch diameter ductile iron pipe installed in 1977 and 1978. The corrosion rate within the project area has not been thoroughly documented at this time. The Public Utility Division will excavate and inspect various fittings to determine the extent of water main replacement that is warranted. Water records indicate that two main breaks have occurred within the Elevated corrosion rates have been documented within this segment of watermain. The estimate includes replacement of water main along Unity Avenue. Project Summary 2009 Capital Improvement Program 1111111 NM Nonni II iitt. 11111/ II I.= MI NNE NM IM- -MM M■ MO IMO :ism. vac IBM Ss neighborhood. current project Sanitary Sewer The sanitary sewer in the north portion of the project area consists of 8 -inch and 10 -inch diameter poly vinyl chloride (PVC) pipe installed in 1977. The condition of the sanitary sewer system within the neighborhood is rated as good. The current project estimate includes replacement sanitary sewer castings only. Storm Sewer A majority of the storm water runoff from the project area is collected in the existing storm sewer system and conveyed to the storm water ponds surrounding Unity Avenue. The existing storm sewer in the project area consists of 15 -inch to 24 -inch diameter reinforced concrete pipe installed in 1978. The current project cost estimate includes replacing storm structure castings and isolated portions of lateral storm sewer as necessary. East Palmer Lake Neighborhood Improvements The East Palmer Lake Neighborhood project area extends from Penn Avenue to Morgan Avenue and from 69th Avenue to 73 Avenue. The project area includes a total of approximately 10,460 feet of local streets. The neighborhood consists of approximately 169 single family residential properties. Streets The majority of the streets in the project area were originally constructed between 1962 and 1969. Existing streets are generally 30 feet wide with no curb and gutter. Poor surface drainage and low stability subgrade material has resulted in deteriorated pavement throughout the neighborhood. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. Project Summary 2009 Capital Improvement Program 667N 7O AVE N OEM NM MN MI� r r w MEM Mil MN ■■t riVi -U 1��1� I m Mg MAINE/ 4111 Water main Existing water main in the East Palmer Lake Neighborhood area consists of 6 -inch diameter cast iron pipe installed between 1960 and 1969. Water records indicate that no water main breaks have occurred within the project area. The Public Utility Division will excavate and inspect various fittings to determine the extent of water main replacement that is warranted. The replacement of approximately 50 percent of the water main within the project area is currently included in the project cost estimate to facilitate replacement of sanitary sewer as noted below. AE M Sanitary Sewer Existing sanitary sewer within the neighborhood consists of 8 -inch and 10 -inch diameter vitrified clay pipe originally installed in 1960 and 1965. Approximately 30 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. A televising inspection is necessary to determine the extent of sanitary sewer replacement is justified. An estimated 50 percent of the sewer system is in poor condition. The current project cost estimate assumes replacement of 50 percent of the sanitary sewer pipes and access structures. The actual cost may be reduced upon completion of a condition survey. Storm Sewer The existing storm sewer ranges in size from 15 -inch to 21 -inch diameter reinforced concrete pipe. The project area contains three small storm sewer lines that run to Palmer Lake. Much of the small diameter storm sewer must be reconfigured to reduce local flooding and preserve street pavement. The current cost estimate assumes replacement of all storm sewer in the project area. Project Summary 2009 Capital Improvement Program Kylawn Park Neighborhood Improvements The north portion of the Kylawn Park Neighborhood project area extends from County Road 10 to 61 Ave, and from June Ave to Brooklyn Blvd. The south portion of the project area includes 58 Place and Major Ave. The total project length is 15,311 feet. The neighborhood consists of approximately 279 residential properties (R1 and R4) and 1 commercial property (C1). Streets June Avenue from County Road 10 to 61s Avenue is designated as a Municipal State Aid Route. The majority of the streets in the project area were originally constructed in 1965 and 1968. Existing streets are generally 30 feet wide with no curb and gutter. The street pavement is deteriorated throughout most of the neighborhood. The overall pavement condition rating is poor. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. Water main The existing water main on June Avenue is 8 -inch diameter cast iron pipe installed in 1955. The remaining project area consists of 6 -inch cast iron pipe installed between 1963 and 1966. A majority of the existing water main is believed to have a cement based internal liner. The corrosion rate within the project area has not been thoroughly documented at this time. Water records indicate that three main breaks have occurred within the neighborhood. In general, cast iron water main is highly vulnerable to leaks and breaks when disturbed by replacement of adjacent sanitary sewer as noted below. The current project estimate includes complete replacement of water main within the project area to facilitate the replacement of sanitary sewer as noted below. Sanitary Sewer The sanitary sewer along Major Avenue consists for 8 -inch diameter vitrified clay pipe (VCP) installed in 1967. The remaining project area contains 8 -inch and 10 -inch diameter vitrified clay pipe installed between 1956 and 1959. Approximately 90 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as poor. Complete replacement of all sanitary sewer pipes and access structures are proposed as part of the project. Storm Sewer The storm water runoff from the southeast portion of the project area is collected in the existing storm sewer system and conveyed to the regional storm water treatment facility in Centerbrook Golf Course. Runoff from the southwest portion of the project area is conveyed to the Northport Park storm water pond. Expansion of the storm system and increased conveyance capacity is needed to minimize local flooding. The current project cost estimate assumes complete replacement of the storm sewer system as part of the neighborhood improvements. Wangstad Park Neighborhood Improvements The Wangstad Park Neighborhood extends from Noble Ave. to Brooklyn Blvd and from 63r Ave. to 61s` Ave. The total project length is 15,884 feet. The neighborhood consists of approximately 257 residential properties (R1 and R4) and 6 commercial properties (C1). AYE N C, 1II1I11111 az:7 11111 N �i s� ;i� it �y 61 E N \1 1111111111_ 1111 I iiI1i11� III/ 4111111111111 ara h Streets June Avenue from 61s to 63` is a designated Municipal State Aid Route. The majority of the streets in the project area were originally constructed between 1966 and 1968. Existing streets are generally 30 feet wide with no curb and gutter. The street pavement is deteriorated throughout most of the neighborhood. The overall pavement condition rating is poor. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. Water main The existing water main in the project area is 6 -inch and 8 -inch diameter cast iron pipe installed in 1955 and between 1960 and 1969. A majority of the existing water main is believed to have a cement based internal liner. The corrosion rate within the project area has not been thoroughly documented at this time. Water records indicate that three main breaks have occurred within the neighborhood. In general, cast iron water main is highly vulnerable to leaks and breaks when disturbed by replacement of adjacent sanitary sewer as noted below. The current project estimate includes replacement of the water main within the project area to facilitate the replacement of sanitary sewer as noted below. Sanitary Sewer The sanitary sewer the project area consists of 8 -inch diameter vitrified clay pipe (VCP) installed between 1956 and 1960. Approximately 85 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as poor. Complete replacement of all sanitary sewer pipes and access structures are proposed as part of the project. Storm Sewer The Wangstad Park Neighborhood has only one short stretch of storm sewer on 61s Avenue. An expansion of the storm drainage system within the project area is necessary to reduce local flooding and preserve street pavement. The existing storm sewer in the project area flows from France Avenue. to Brooklyn Blvd. The pipe size and material are unknown. The cost estimate for this project area assumes new storm sewer installation in the entire project area. Project Summary 2009 Capital Improvement Program 63 Avenue Improvements I ■1111111M si111111s sn uiii =i -,t- _'4'• nim ff sf UM -MI 1 min MIIII No= s -s MIN IIIfi IMM CM £CM Woo I 12 MN s .f1111111s Project Summary 2009 Capital Improvement Program The 63 Avenue project area extends from the west City Limits to Brooklyn Boulevard. The project area contains a total of 5,709 linear feet of local streets. The neighborhood consists of approximately 55 residential properties (R1 to R4) and 1 commercial zoned property (C2). Streets This segment of roadway is designated a Municipal State Aid Route. 63 Avenue was originally constructed in 1965. The existing street is 43 feet wide with concrete curb and gutter. Proposed street improvements consist of the replacement of curb and gutter to improve drainage, full depth replacement of bituminous street pavement and complete sidewalk replacement. Water main The existing water main in the 63 Avenue project area consists of 6 -inch and 10 -inch diameter cast iron pipe (CIP) installed between 1956 and 1958. A condition survey must be conducted for the existing water system in the project area to determine the extent of corrosion. Water records indicate three main breaks have occurred within the project corridor. The water main is in fair condition based on current maintenance records. The current project cost estimate includes replacement of approximately 20 percent water main and miscellaneous hydrants as necessary in the project area. Sanitary Sewer The existing sanitary sewer consists of 8 -inch diameter vitrified clay pipe lateral sewers. These sewers were originally installed between 1956 and 1960. Approximately 35 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as fair. The current project cost estimate includes cast -in -place pipe (CIPP) in 35 percent of the sanitary sewer. Storm Sewer 63r Avenue contains two storm drainage systems. The first drainage system consists of 12 -inch and 15- inch diameter reinforced concrete pipe. This system flows to Orchard Avenue and then to the storm drainage pond in Cahlander Park. The second storm system ranges from 18 -inch to 36 -inch reinforced concrete pipe. This system drains to Brooklyn Boulevard and then to Shingle Creek. The current project cost estimate includes replacing a majority of catch basin structures, castings and various pipe laterals. The Freeway Park Neighborhood project area extends from Grimes Ave to Xerxes Ave and from 69 Ave to Interstate 94. The project area includes a total of approximately 12,869 feet of local streets. The neighborhood consists of approximately 216 residential properties. Project Summary 2009 Capital Improvement Program Freeway Park Neighborhood Improvements MI MIME ter, MI 17p1 AVE NT&STATE 94 rn Streets The majority of the streets in the project area were originally constructed between 1967 and 1968. Existing streets are generally 30 feet wide with no curb and gutter. Poor surface drainage and low stability subgrade material has resulted in deteriorated pavement throughout the neighborhood. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. Water main Existing water main in the Freeway Park Neighborhood consists of 6 -inch diameter cast iron pipe installed between 1956 and 1960. Existing water main along France Ave. consists of 16 -inch cast iron pipe installed in 1956. This water main is trunk feeder from Water Tower No. 1 on the corner of 69 Avenue. and France Avenue. Higher corrosion rates have been noted within a majority of the project area. Water records indicate thirteen main breaks have occurred within the area. The current cost estimate assumes 100 percent of the water main in the project area will be replaced. Sanitary Sewer Existing sanitary sewer within the neighborhood consists of 8 -inch diameter vitrified clay pipe originally installed between 1956 and 1961. A sanitary sewer trunk line consisting of 21 -inch diameter corrugated metal pipe runs along Ewing Avenue, 68 Avenue. and Drew Avenue. A cured -in -place liner was installed along the 21 -inch diameter trunk sanitary sewer as part of project 1995 -11. This portion of the sanitary sewer collection system is not proposed to be replaced with the project. Approximately 50 percent of the remaining sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. At least 50 percent of the sewer system is in poor condition. Replacement of the 8 -inch diameter sanitary sewer pipes and access structures are proposed as part of the project. Storm Sewer The Freeway Park improvement area consists of five small diameter storm sewer lines draining to 69 Avenue and Interstate 94. The existing storm sewer ranges in size from 12 -inch to 21 -inch diameter reinforced concrete pipe. The current cost estimate assumes replacement of the storm sewer in the improvement area to increase conveyance capacity and minimize local flooding during larger storm events. The Freeway Blvd West project area extends from Xerxes Avenue. to the Shingle Creek Bridge. The project area contains a total of 2,826 linear feet of local streets. The neighborhood consists of approximately 9 commercial /industrial properties. Streets 4� This segment of roadway is designated as a Municipal State Aid Route. Freeway Blvd was originally J constructed in 1974. The existing street is generally 45 feet wide with concrete curb and gutter. The street pavement exhibits a moderate rate of deteriorated due to higher volumes of traffic. The current cost estimate assumes street improvements that consist of approximately 15 percent curb replacement, 10 percent sidewalk replacement, 25 percent concrete apron replacement and a 2 1/2 -inch mill and overlay of the bituminous pavement. Project Summary 2009 Capital Improvement Program Freeway Boulevard West Improvements Water main The existing water main in the Freeway Blvd West project area consists of 12 -inch diameter cast iron pipe installed in 1974. The water main is in good condition based on current maintenance records. The current project cost estimate includes no water main replacement. Sanitary Sewer The existing sanitary sewer along the west half of the project area consists of 15 -inch diameter reinforced concrete pipe installed in 1996. The existing sanitary sewer on the east half of the project area consists of 8 -inch diameter vitrified clay pipe installed in 1974. The condition of the sanitary sewer system within the neighborhood is rated as good. The current project cost estimate includes no sanitary sewer replacement. Storm Sewer The storm sewer on Freeway Blvd consists of 12 -inch to 30 -inch diameter reinforced concrete pipe that drains to Shingle Creek. This storm sewer was installed in 1974. The current project cost estimate includes replacing structure castings and isolated pipe laterals as necessary within the project area. The Vincent Neighborhood project area extends from the Centerbrook Golf Course to 53 Avenue and from Highway 100 to Vincent Avenue. The total project length is 1,616 feet. The neighborhood consists of approximately 15 residential properties. Project Summary 2009 Capital Improvement Program Vincent Neighborhood Improvements I'll MINE 2 II l Streets er constructed in 1956. Existing The majority of the streets in the project area were originally streets are enerall 30 feet g g Y wide with no curb and gutter. The street pavement is deteriorated throughout most of the neighborhood. The overall pavement condition rating is fair to poor. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. Water main The existing water main in the project area consists of 6 -inch diameter cast iron pipe installed in 1973 and 12 -inch and 16 -inch diameter steel water main installed in 1965. A majority of the existing water main is believed to have a cement based internal liner. Water records indicate one main break has occurred within the neighborhood. The current project estimate includes replacement of the 6 -inch diameter cast iron water main within the project area. Sanitary Sewer The sanitary sewer in the project area consists of 9 -inch diameter vitrified clay pipe (VCP) installed in 1954. The sanitary sewer in the project area extends along back property lines north of 53` Avenue then runs south along Vincent Avenue. The entire sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as poor. The current project estimate includes replacement of the sanitary sewer along Vincent Avenue and cured -in- place rehabilitation of the sanitary sewer along the rear yards. Storm Sewer A majority of the storm water runoff from the project area is collected in the existing storm sewer system south of 53` Avenue. The current project cost estimate assumes installation of new storm sewer in the neighborhood due to the need to increased capacity of local storm sewers and address minor local flooding issues. Project Summary 2009 Capital Improvement Program Palmer Lake West Improvements The Palmer Lake West Neighborhood project area extends from the north City limits to 69 Ave. and from France Ave. to West Palmer Lake Dr. The total project length is 11,621 feet. The neighborhood consists of approximately 198 residential properties. Streets The majority of the streets in the project area were originally constructed in 1956 and 1957. Existing streets are generally 30 feet wide with no curb and gutter. The street pavement is deteriorated throughout most of the neighborhood. The overall pavement condition rating is fair to poor. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. Water main The existing water main is 6 -inch diameter cast iron pipe installed in 1956 and 1957. A majority of the existing water main is believed to have a cement based internal liner. The corrosion rate within the project area has not been thoroughly documented at this time. However, the project area has a history of water main breaks along West Palmer Lake Dr., Ewing Ave. and Woodbine Lane. Water records indicate seven main breaks have occurred within the area. The current project estimate includes complete water main replacement. Sanitary Sewer The sanitary sewer in the project area consists of 8 -inch diameter vitrified clay pipe (VCP) installed in 1956 and 1957. Lift Station No. 3 is located in the project area on West Palmer Lake Drive. The lift station was reconstructed in 1982, the force main was replaced in 1992, and the control cabinet was replaced in 2003. Approximately 75 percent of the sanitary sewer in the project area is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as poor. Complete replacement of all sanitary sewer pipes and access structures are proposed as part of the project. Storm Sewer An expansion of the storm drainage system within the project area is necessary to reduce local flooding and preserve street pavement. A majority of the storm water runoff from the project area is collected in the existing storm sewer system and conveyed to a regional storm water management pond adjacent to Palmer Lake. A trunk storm sewer line extends along back property lines north of Urban Ave. This line consists of 54 -inch diameter reinforced concrete pipe installed in 1956. Expansion of the existing storm sewer system and higher capacity will be needed to minimize local flooding. The current project cost estimate assumes reconstruction of the existing storm sewer system within the street right -of -way, but does not include the replacement of the 54 -inch diameter trunk storm sewer within the rear yards. Evergreen Park Neighborhood Improvements The Evergreen Park Neighborhood project area extends from Humboldt Ave. to State Highway 252 and from 69 Ave. to 73 Ave. Dupont Ave. is not included in the project area. The total project length is 16,996 feet. The neighborhood consists of approximately 214 residential properties (R1 to R5). 112 'ROHM 12,7 11: IN ■Ii III ••I IM 0 ■0 1 a w ��5� 1 70 Avenue is designated as a Municipal State Aid Route. IN. The majority of the streets in the project area were originally constructed between 1963 and 1966. Existing streets are generally 30 feet wide with no curb and gutter. J a( III! C 70 Ave. from Dupont to Hwy 252 has concrete curb and 1 �Nairm i i gutter and ranges in size from 30 to 65 feet wide. 70 Ave. was constructed in 1982. The street pavement is deteriorated throughout most of the neighborhood. The overall pavement condition rating is fair to poor. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. Water main The Evergreen project area contains a complex water main system. This area contains five municipal wells and one water tower. The existing water main ranges in size from 6 -inch diameter cast iron pipe to 30 -inch ductile iron pipe. The main line water main in the residential areas generally consists of 6 -inch cast iron pipe installed between 1961 and 1965. A majority of the existing water main is believed to have a cement based internal liner. There is a history of water main breaks along 72n Ave., Woodbine Lane and Camden Ave. Water records indicate twenty main breaks have occurred within the neighborhood. The project design process must include a detailed hydraulics study using the City's water distribution computer model to determine any warranted modifications to water main sizes and configuration. The current project estimate assumes replacement of the older cast iron water main. Sanitary Sewer The sanitary sewer in the project area consists of 8 -inch diameter vitrified clay pipe (VCP) installed in 1961 and 15 -inch reinforced concrete pipe installed in 1960. The south portion of the project area contains 8 -inch diameter VCP installed in the 1958 and 1960. Approximately 25 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as fair. The current cost estimate includes 50 percent replacement of the sanitary sewer. Storm Sewer A majority of the storm water runoff from the project area is collected in the existing storm sewer system and conveyed to the Mississippi River. Emerson Ave., Bryant Ave. and Camden Ave. have storm drainage systems that flow to 70 Ave. and then to the Mississippi River. The trunk line on 70 Ave. consists of pipe ranging in size from 42 -inch to 66 -inch reinforced concrete pipe installed in 1960. The current project cost estimate assumes complete reconstruction of the existing storm system in the project area. The condition of the trunk storm sewer pipe along 70 Avenue must be evaluated to determine the remaining service life. The project estimate includes construction of a stormwater pond located to the north of 70 Avenue and east of Camden Avenue to treat regional storm water runoff prior to discharging to the Mississippi River. Project Summary 2009 Capital Improvement Program Project Summary 2009 Capital Improvement Program Firehouse Park Neighborhood Improvements The Firehouse Park Neighborhood project area extends from 69 Avenue to Interstate 94 and from Humboldt Avenue to Highway 252. Dupont Avenue and 65 Avenue are not included in the project area. The total project length is 21,456 feet. The neighborhood consists of approximately 305 single family residential properties (R1) and 14 multi- family properties (R4 and R5). Streets 67 Avenue is designated as a Municipal State Aid Route. The majority of the streets in the project area were originally constructed between 1964 and 1967. Existing streets are generally 30 feet wide with no curb and gutter. The street pavement is deteriorated throughout most of the neighborhood. The overall pavement condition rating is poor. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. �I I la( 1 hi I I II sue- 1��s fAl{YIAPI7 ma in f�, is OAS _r."..... t iImo. mu,.= I 91 I ii Is 'i I..1.. I -'S,2 m .,s 1. ran I I° ma= I I- I. i ,11. s s a I 1=7,7 itaua7A Water main The existing water main in the project area is 6 -inch and 8 -inch diameter cast iron pipe installed between 1961 and 1969. In 1974, a 16 -inch diameter ductile iron water main was installed along 64` Ave. A majority of the existing water main is believed to have a cement based internal liner. The corrosion rate within the project area has not been thoroughly documented at this time. The current project estimate includes replacement of approximately 50 percent of the water main within the project area. The estimated water main costs will need to be refined by conducting further field inspections. Sanitary Sewer The sanitary sewer in the north portion of the project area consists of 8 -inch diameter vitrified clay pipe (VCP) installed between 1961 and 1968 and between 1971 and1974. Approximately 25 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as fair. The current project estimate includes replacement of approximately 50 percent of sanitary sewer pipes and access structures. Storm Sewer A majority of the storm water runoff from the project area is collected in the existing storm sewer system and conveyed to the trunk storm sewer line on 65 Avenue, and then to the Mississippi River. Runoff from the portion of the project area north of 68 Avenue is conveyed to the trunk storm sewer line on 69 Avenue. The current project cost assumes reconstruction and expansion of the residential storm sewer system, but does not include replacement of the trunk storm sewer along 65 and 69 Avenues. The Interstate Neighborhood project area extends from Interstate 94 to 59 Avenue and from Dupont Avenue to Lyndale Avenue. The total project length is 14,821 feet. The neighborhood consists of approximately 214 residential properties (R1). Streets The majority of the streets in the project area were originally constructed in 1968 and 1969. Existing streets are generally 30 feet wide with concrete curb and gutter. The street pavement is showing signs of distress throughout most of the neighborhood. Proposed street improvements consist of the replacement of curb and gutter as necessary and placement of bituminous street pavement. Project Summary 2009 Capital Improvement Program Interstate Neighborhood Improvements 41.1 41 11..... 1111 '`s,.. IA i 1161' i S I a... 'rf ,,as am mia :MI MK ISM -'�f S ,M1M ■.armsr— ..,.s,. r s a,.: MIN- Ing 1111 MINIM 7 at�a man ii I mo- L aaur •a. ime Water main The existing water main in the project area consists of 6 -inch and 8 -inch diameter cast iron pipe installed in 1969. Colfax Avenue contains a 24 -inch steel water main installed in 1964. A majority of the existing water main is believed to have a cement based internal liner. There is no history of water main breaks in the project area. In 2019, the water main system will be in service for 50 to 55 years. Cast iron water main is highly vulnerable to leaks and breaks when disturbed by replacement of adjacent sanitary sewer. The current project estimate assumes complete replacement of the water main to facilitate the sanitary sewer replacement noted below. Sanitary Sewer The sanitary sewer in the project area consists of 8 -inch diameter vitrified clay pipe (VCP) installed in 1960. Approximately 90 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as poor. Complete replacement of all sanitary sewer pipes and access structures are proposed as part of the project. Storm Sewer A majority of the storm water runoff from the project area is collected in the existing storm sewer system and conveyed to the storm trunk line on 59 Avenue and then to the Mississippi River. Replacement of the trunk storm sewer along 59 Avenue and an in -line water quality treatment device is proposed as part of the Aldrich Neighborhood Street and Utility Improvement project. The current project cost estimate assumes complete reconstruction of the storm drainage system within the neighborhood due to the need to increased capacity of local storm sewers and the expansion of the system to address minor local flooding issues. This project area includes Logan Avenue from 57 Avenue to Lilac Drive N, 59 from Lilac Drive N to Dupont Avenue and Lilac Dr. N from Logan Avenue to 59 Avenue. The total project length is 3,761 feet. The neighborhood consists of approximately 19 residential properties (R1 to R5) and 5 commercial zoned properties (C1 and C2). Project Summary 2009 Capital Improvement Program Logan, 59 and Lilac Drive Improvements I 5977.1 AVE NM MO M MIMI In Streets The entire project area is designated as a Municipal State Aid Route. The majority of the streets in the project area were originally constructed in 1966. The existing roads are 30 to 35 feet wide. Logan Avenue and Lilac Dr. N have concrete curb and gutter, and 59 Avenue has no curb. The street pavement is deteriorated throughout most of the neighborhood. The overall pavement condition rating is fair to poor. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. Water main The existing water main along Logan and Lilac Dr. is 10 -inch diameter cast iron pipe installed in 1965 and 16 -inch diameter cast iron main along 59 Avenue installed in 1969. A majority of the existing water main is believed to have a cement based internal liner. The corrosion rate within the project area has not been thoroughly documented at this time. Utility records indicate that there has been one water main break along Logan Avenue. However, the Public Utilities Division will need to excavate and inspect various fittings to determine the extent of water main replacement that is warranted. The current project estimate includes replacement of water main along Logan Avenue and Lilac Drive only. Sanitary Sewer The only sanitary sewer in the project area runs along Logan Avenue. This sanitary sewer was lined with cured -in -place pipe (CIPP) in 2005. Manhole casting replacement is the only proposed sanitary sewer improvement for the project. Storm Sewer A majority of the storm water runoff from the project area is collected in the existing trunk line along 59 Avenue. This line consists of 24" to 36" corrugated metal pipe. A second storm lines runs south along Logan Avenue to 57 Avenue. This line consists of 21" to 42" RCP installed in 1988. The current project cost estimate assumes replacement of the corrugated metal pipe alone 59 Avenue as part of the scheduled neighborhood improvements. Grandview Park Neighborhood Improvements The Grandview Park Neighborhood project area extends Interstate 694 to 57 Avenue and from Logan Avenue to Dupont Avenue. The total J project length is 28,821 feet. The neighborhood consists of approximately 345 residential properties (R1) and 4 multi- family properties (R6). Streets The majority of the streets in the project area were originally constructed between 1964 and 1969. Existing streets are generally 30 feet wide with no curb and gutter. The street pavement is deteriorated throughout most of the neighborhood. The overall pavement condition rating is fair to poor. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. Project Summary 2009 Capital Improvement Program I .I I mo- I r. 2 zx at i 2F a- �f 1 VA Pi 112 Water main The existing water main in the north portion of the project area is 6 -inch and 8 -inch diameter cast iron pipe installed between 1964 and 1969. A 16 -inch steel water main runs along Emerson Avenue from 57 to 59` A majority of the existing water main is believed to have a cement based internal liner. Water records indicate two main breaks have occurred within the neighborhood. The current project estimate includes replacement of approximately 50 to 75 percent of the water main within the project area. The 16 -inch steel water main along Emerson Avenue potently could be replaced with C900 plastic water main Sanitary Sewer The sanitary sewer in the north portion of the project area consists of 8 -inch diameter vitrified clay pipe (VCP) installed in 1960 and 1963. Approximately 50 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as fair to poor. The current project estimate includes replacement of approximately 50 to 75 percent of the sanitary sewer system within the project area. Storm Sewer A majority of the storm water runoff from the project area is collected in the existing storm sewer system and conveyed to the trunk storm sewer line on 59 Avenue and then to the Mississippi River. A portion of the existing storm sewer system within the project area could be salvaged, although it is anticipated that expansion of the system and additional conveyance capacity will be needed to minimize local flooding. The current project cost estimate includes replacement of 75 percent of the local drainage system within the neighborhood. Project Summary 2009 Capital Improvement Program Ryan Lake Industrial Park Improvements The Ryan Lake project area includes Lilac Drive N from 48 Avenue to the dead end, 48` Avenue and Dusharm Drive from Drew Avenue to the dead end and 47 Avenue from Drew Avenue to the dead end. The total project length is 1,932 feet. The neighborhood consists of approximately 12 industrial properties and 3 multi- family properties (R5). R4 Ap ariff An j 17TH AVE N Streets The majority of the streets in the project area were originally constructed in 1958 and 1960. The western portion of 47 Avenue and Drew Avenue were reconstructed in 2002. The western portion of 48 Avenue was reconstructed in 2005. The remaining street sections are 25 to 40 feet wide with no curb and gutter. The street pavement is deteriorated and in poor condition. Proposed street improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. Water main The existing water main on Lilac Drive N and 48 Avenue consists of 10 -inch diameter cast iron pipe installed in 1958. The water main on 47 Avenue consists of 6 -inch cast iron pipe installed in 1960. The current project estimate assumes complete replacement of the water main in the project area. The cost estimate also includes the cost of jacking new water main under the railroad tracks from Dusharm Drive to 49 Avenue. Sanitary Sewer The sanitary sewer in the project area consists of 8 -inch diameter vitrified clay pipe (VCP) installed in 1960. The sanitary sewer along 47 Avenue and 48 Avenue is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as fair to poor. Complete replacement of all sanitary sewer pipes and access structures are proposed as part of the project. Storm Sewer A majority of the storm water runoff from the project area is collected in the existing storm sewer system and conveyed to Ryan Lake. Runoff from Lilac Drive is conveyed to storm drainage ditches along Highway 100. The current project cost estimate assumes reconstruction of all of the existing storm sewer system. The cost estimate also includes installation of a small storm water management pond at the intersection of 48 Avenue and Dusharm Drive within City owned property adjacent to Ryan Lake. The 51" Avenue project area extends from 185 feet south of Oak Street on Twin Lake Blvd E to France Avenue. The total project length is 1,171 feet. The neighborhood consists of approximately 25 residential properties. Streets The 51" Avenue project area was originally constructed in 1990. The existing street is 30 feet wide with concrete curb and gutter. After the year 2023 the pavement will have exceeded the expected service cycle. Proposed street improvements consist of reconstruction of the bituminous street pavement and replacement of the concrete curb and gutter as necessary. Project Summary 2009 Capital Improvement Program 51 Avenue North Improvements u WEF TWIN LANE. 50TH AV Water Main The existing water main in the 51 Avenue project area consists of 8 -inch diameter ductile iron pipe installed in 1990. The water main is in good condition based on current maintenance records. Water main repairs should be limited to the replacement of miscellaneous valve and hydrants based on current conditions. Sanitary Sewer The sanitary sewer in the 5 1St Avenue project area consists of 8 -inch diameter poly vinyl chloride (PVC) pipe installed in 1990. The condition of the sanitary sewer system within the neighborhood is rated as good. The current project estimate includes the replacement on sanitary sewer castings only. Storm Sewer The storm sewer runoff from the 51" Avenue project area is collected in the existing storm sewer system and conveyed to the storm water pond west of 51' Avenue. The existing storm sewer in the project area consists of 15 -inch to 21 -inch diameter reinforced concrete pipe installed in 1990. The current project cost estimate includes replacing the storm sewer structure castings and isolated portions of lateral storm sewer as necessary. The 53 Avenue project area extends on 53 rd Avenue from Penn Avenue to 4` Street N. The project area also fi Project Summary 2009 Capital Improvement Program 53 Avenue Neighborhood Improvements includes James and Knox 1 between 55 Avenue and Y i b a Avenue between Logan r 53 Avenue, and 54 Avenue and Irving Avenue. r h 4 g E it 7 The project area includes a total of 9,426 feet of local streets. The neighborhood consists of approximately 100 residential properties. Streets 53 Avenue is designated as a Municipal State Aid Route. 53 Avenue is also the border between Brooklyn Center and Minneapolis. The north portion of 53 Avenue is maintained by Brooklyn Center and the south portion is maintained by Minneapolis. The existing streets in the project area are 30 to 32 feet wide with concrete curb and gutter. 53 Avenue was constructed in 1985, and Knox, James and 54 Avenues were constructed in 1994. Proposed street improvements consist of the reconstruction of the street subgrade, installation new of curb and gutter to improve drainage and placement of bituminous street pavement on 53 Avenue. Proposed improvements for the remaining areas consist of new street pavement and replacement of isolated sections of concrete curb and gutter as necessary. Water Main The existing watermain on 53 Avenue is 6 -inch diameter cast iron pipe (CIP) installed between 1965 and 1969. The existing watermain in the remainder of the project area is 6 -inch diameter ductile iron pipe (DIP) installed in 1994. The corrosion rate within the project area has not been thoroughly documented at this time. The current project estimate includes complete water main replacement on 53r Avenue. No water main replacement is anticipated in the remaining project area. The project cost estimate also includes an emergency connection with Minneapolis if formal inter communication arrangements can be established for this connection. Brooklyn Center staff will need to contact the Minneapolis Water Utility to discuss this potential emergency connection. Sanitary Sewer The sanitary sewer on 53 Avenue consists of 8 -inch and 9 -inch diameter vitrified clay pipe (VCP) installed between 1952 and 1959. The sanitary sewer in the remainder of the project area consists of 10- inch diameter poly vinyl chloride (PVC) installed in 1994. The condition of the sanitary sewer system within the neighborhood is rated as fair. The current project cost estimate includes sanitary sewer replacement on 53 Avenue. The remainder of the project area includes the replacement on sanitary sewer castings only. Storm Sewer The majority of the storm sewer runoff in the project area drains to the trunk storm sewer line on 55 Avenue and is conveyed to the Mississippi River. The storm sewer on 53 consists of 12 -inch diameter to 15 -inch diameter reinforce concrete pipe installed between 1952 and 1979. The storm sewer on the remainder of the project consists of 12 -inch diameter to 18 -inch diameter reinforced concrete pipe installed in 1994. The current project cost estimate includes replacement of 50 percent of the storm sewer laterals and structure on 53 Avenue. Replacement of storm sewer castings is anticipated in the remainder of the project area. Lyndale Avenue Neighborhood Improvements The Lyndale Avenue project area extents from 57 Avenue to 55 Avenue and includes the 56 Avenue and 55 Avenue cul -de -sacs. The current project length is 1,905 feet. The neighborhood consists of 11 residential properties (R2 and R4). Streets The streets in the project area were constructed in 1985. The existing streets area 30 feet wide with concrete curb and gutter. Proposed improvements include 20 percent curb replacement and installation of new street pavement. Water Main The existing water main in the project area consists of 6 -inch diameter ductile iron pipe (DIP) installed in 1978 and 1985. The water main is in good condition based on current maintenance records. The current project cost estimate includes replacement of miscellaneous valves and hydrants as necessary. Project Summary 2009 Capital Improvement Program Sanitary Sewer The existing sanitary sewer consists of 24 -inch diameter reinforced concrete pipe installed in 1959. This sanitary sewer line is the main trunk line that carries the sanitary flow from the eastern third of Brooklyn Center to a lift station on Lyndale Avenue south of 55 Avenue. The condition of the sanitary sewer in the neighborhood is rated fair. The current project cost estimate includes replacement of sanitary services and replacement of sanitary sewer castings. Cured -in -place lining of the trunk sanitary sewer may be necessary based on future televising inspections. Storm Sewer A substantial portion of the southeast section of the city drains through the trunk storm sewer located along 55 Avenue. The existing trunk storm sewer line consists of 36 -inch diameter reinforced concrete pipe installed in 1952. The remainder of the project area consists of 12 -inch diameter to 18 -inch diameter reinforced pipe installed in 1955 and 1985. The current project cost estimate includes replacing the storm sewer structure castings and isolated portions of lateral storm sewer as necessary. Miscellaneous Water Main and Sanitary Sewer Improvements Emergency Bypass for Lift Station No. 6 Lift Station No. 6, located at 3900 Lakebreeze Avenue, receives wastewater flow from a service area of approximately 130 acres within the southwest portion of the city. Wastewater is then pumped into a force main that conveys the flow north from the lift station under the Canadian Pacific Railroad tracks to a Metropolitan Council Environmental Services (MCES) interceptor extending along 50 Avenue North. Prior to the Trunk Highway 100 improvements at the France Avenue interchange, the city had a casing under the railroad tracks for the purposes of installing an emergency by -pass line from the lift station to the MCES interceptor along 50 Avenue. During the TH 100 project, this casing was removed as part of the grade adjustments completed along the railroad tracks. Installation of a temporary by -pass line from the lift station to the interceptor would be very difficult and time consuming now that a casing under the railroad tracks is not available. In the event of a force main break, wastewater would be discharged into the MnDOT right -of -way and eventually into downstream surface waters until an emergency bypass could be installed. The proposed project consists of installing a new 10 -inch diameter casing under the railroad tracks by horizontal directional drilling methods. Access structures would also be placed at both the north end and south end of the casing to allow access for installation of a temporary bypass hose. Centerbrook Golf Course Water Main Improvements Proposed construction includes replacement of the existing 16 -inch diameter steel watermain through the Centerbrook Golf Course from Russell Avenue to the Shingle Creek pedestrian bridge. Replacement of an existing 16 -inch valve near Water Tower No. 3 is also included in the project. A section of this water main was excavated in 2005 to repair a leak. Further inspection revealed that the timber pilings were partially deteriorated and isolated sections of the exterior coating on the steel water main were beginning to fail. Water Tower No. 1 Painting The 500,000 gallon elevated storage tank located at 69 Avenue and France Avenue was last painted in 1999 with complete interior reconditioning and exterior spot repairs. The estimated service life for the paint coating is 15 years. The proposed paint coating improvements consist of interior spot repair and exterior coating replacement. Water Tower No. 2 Painting The one million gallon elevated storage tank located at 69 Avenue and Dupont Avenue was last painted in 1997 when spot repairs were completed for the interior coating and the exterior of the structure was painted. The estimated service life for the paint coating is 15 years. The proposed paint coating improvements consist of complete replacement of the interior and exterior paint coatings. Water Tower No. 3 Painting The 1.5 million gallon elevated storage tank located within the Centerbrook Golf Course was last painted in 1998 with completed interior reconditioning and exterior spot repairs. Exterior spot repairs were also completed on the fluted column in 2005 as part of an exterior pressure washing project. The proposed paint coating improvements consist of interior spot repair and exterior coating replacement. Project Summary 2009 Capital Improvement Program Storm Water Improvements Wetland 639W The Twin and Ryan Lakes Nutrient TMDL Report and the 2003 Twin Lakes Management Plan identify DNR Wetland 639W as a significant source of phosphorus to the Twin Lakes/Ryan Lake system. These reports indicate that Wetland 639W contains high levels of phosphorous within the sediments that have accumulated from the upstream watershed. Water quality sampling conducted in 2003 indicated that the average total phosphorous concentrations double between the inlet and outlet of the wetland. Wetland 639W contributes an estimated 730 pounds of total phosphorous per year into Upper Twin Lake and nearly half of this is in readily available dissolved form. This load represents one of the largest sources of the total phosphorus to Upper Twin Lake. The purpose of this project is to substantially reduce the amount of phosphorous release from Wetland 639W by modifying the hydraulic characteristics and/or implementing active treatment methods. This large wetland complex is located adjacent to the Crystal Airport. Three alternatives for achieving this have been proposed in past studies: 1.) partial diversion of flow around the wetland; 2.) dechannelization and increased storage within the wetland; and 3.) an alum ferric chloride treatment system. The initial project development phase would include a feasibility study to determine the most appropriate and cost effective option for achieving a reduction in phosphorous loads release from the wetland. This project would be implemented through a cooperative arrangement between the Shingle Creek Watershed Management Commission and the Cities of Brooklyn Center, Brooklyn Park, Crystal and New Hope. The estimated project cost included in the Capital Improvement Program consists of the estimated portion of the total project cost for Brooklyn Center. Storm Water Management Basins In 2005, the City of Brooklyn Center hired the consulting firm of Bonestroo Rosene Anderlik Associates to conduct a condition assessment of 30 storm water management ponds located throughout the City. The assessment process resulted in a list of improvements to address problems with shoreline erosion, sediment accumulation, inlet and outlet blockages and other miscellaneous maintenance issues. Below is a description of the projects that were not considered routine annual maintenance work normally addressed as part of the annual operating budget for the Storm Drainage Utility. Storm Water Pond 12 -002 Pond 12 -002 is located within the west central portion of the golf course. The basin receives runoff from approximately 400 acres within the southwest portion of the City. Pond deficiencies noted during the inspection include, shoreline erosion along the eastern portion of the pond; an erosion channel that has cut through the berm separating pond 12 -002 from pond 12 -003; and a large volume of accumulated sediments within the pond. Proposed improvements consist of repairing erosion areas and removal of a portion of the accumulated sediment. Project Summary 2009 Capital Improvement Program Storm Water Pond 12 -003 Pond 12 -002 is located within the west central portion of the golf course and includes a concrete headwall structure connecting Ponds 12 -002, 12 -003 and 12 -004. The basin receives runoff from approximately 400 acres within the southwest portion of the City, the same drainage area as 12 -002. Pond deficiencies noted during the inspection include shoreline erosion along the north and east sides of the pond. The concrete headwall structure is filling with sediment with an average of one foot of sediment in the trench and three feet of sediment near the weir outlet. Proposed improvements consist of repairing erosion areas, removal of sediment from the headwall trench and near the outlets of the headwall structure. Storm Water Pond 12 -004 Pond 12 -004 is located within the northern portion of the golf course. The basin receives runoff from the Brookdale Shopping Center. The pond has lost approximately 20 percent of the wet volume due to sediment accumulation over the first 8 years of operation. By the year 2016, the pond is expected to loose approximately 45 percent of the wet volume due to sediment accumulation. Proposed work consists of the removal of accumulated sediments to restore the water quality treatment function of the storm water pond. Storm Water Pond 12 -005 Pond 12 -005 receives runoff from the upstream ponds 12 -002 and 12 -004. The condition survey revealed that an excessive volume of sediment has accumulated in the pond and has decreased the wet storage volume necessary to provide water quality treatment. The proposed work consists of removing the accumulated sediment. Storm Water Pond 18 -001 Pond 18 -001 is located northwest of Northport Park. The pond receives runoff from approximately 120 acres of upstream drainage area. This basin has filled with an extensive amount of sediment over the past 40 to 50 years. A majority of this basin is likely classified as jurisdictional wetland under the Wetland Conservation Act. However, the basin has lost many of the wetland values due to the accumulation of sediment. The proposed project consists of excavating sediment from the basin to restore the flow capacity through the wetland and restore a wet pool volume with an average depth of 2 to 3 feet in the central part of the wetland. Fringe areas would be restored with native wetland species. Storm Water Pond 46 -001 Pond 46 -001 is located within the northern portion of Orchard Lane Park. The pond receives runoff from approximately 60 acres of residential development located west of Orchard Lane Park and approximately 50 acres located north of Interstate 94/694. The pond is was originally design as a detention basin without wet volume to provide additional water quality benefit. The proposed improvements consist of excavating wet storage volume below the invert of the outlet pipe to increase the water quality treatment performance of the basin. Storm Water Pond 50 -001 Pond 50 -001 is located within Cahlander Park. The pond receives runoff from approximately 230 acres of upstream residential development. Due to the large watershed to pond area ratio, this pond is subject to higher rates of sediment accumulation and potential erosion issues. Traces of hydrocarbon pollutants were noted in the sediment during the most recent site inspection. The proposed project consists of dredging and properly disposing of sediment from the pond and repairs to various shoreline erosion issues. Project Summary 2009 Capital Improvement Program Storm Water Pond 60 -001 Pond 60 -001 is located west of Xerxes Avenue and south of Brooklyn Drive within Central Park. The pond receives runoff from approximately 85 acres of upstream residential development. This pond was constructed in 2003. By 2013, preliminary estimates indicate that approximately 30 to 40 percent of the wet volume will be lost due to sediment accumulation. The proposed work consists of removal of sediment and installation of a skimmer structure to enhance the water quality treatment performance of the pond. Project Summary 2009 Capital Improvement Program Park and Trail Improvements Shingle Creek Trail Improvements Proposed construction includes replacement of the trail system along Shingle Creek from the south City Hall parking lot to County Road 10. Parallel biking and walking trails would be removed and replaced with a single ten foot wide trail section. Arboretum Park South Parking Lot Reconstruction Proposed construction includes replacement of the bituminous pavement within the south parking lot of Arboretum Park. West Central Park Trail Improvements Proposed construction includes replacing the bituminous trail system within Central Park west of Shingle Creek. The project cost estimate includes relocation of a portion of the bituminous trail along Shingle Creek away from the creek edge to prevent flooding and sinking of the new trail. An eight foot wide trail section is proposed. Northport Tennis Court Resurfacing Proposed construction includes the resurfacing and rehabilitation of the tennis courts located within Northport Park. Maintenance of this facility has become an increased priority due to the elimination of tennis courts within Kylawn Park in 2007. West Palmer Park Tennis Court Resurfacing Proposed construction includes the resurfacing and rehabilitation of the tennis courts located within West Palmer Park. Maintenance of this facility has become an increased priority due to the elimination of tennis courts within Kylawn Park in 2007. Riverdale Park Open Picnic Shelter Proposed construction activities include the replacement of the existing shelter building with a small picnic shelter and installation of one security light. The picnic shelter structure would be similar in design to the open picnic shelters located within Firehouse Park and Happy Hollow Park. Willow Lane Park Open Picnic Shelter The former Willow Lane Park building was lost to a fire in 2004. Proposed construction activities include the installation of a small picnic shelter and installation of one security light. The picnic shelter structure would be similar in design to the open picnic shelters located within Firehouse Park and Happy Hollow Park. Firehouse Park Trail Improvements Proposed construction includes replacement of the entire bituminous trail system within Firehouse Park. Extension of the north trail section to the north baseball diamond is also proposed. An eight foot wide trail section is proposed. Kylawn Park Trail Improvements Proposed construction includes replacement of the bituminous trail system along the north part of Kylawn Park and through the playground area. An eight foot trail is proposed. The south portion of the trail system, installed in 1998, is not scheduled to be replaced. Project Summary 2009 Capital Improvement Program West Palmer Park Improvements Proposed construction activities include the replacement of the existing park building and replacement of four park lights. The new structure is scheduled to include picnic facilities, one unisex restroom and a small utility area. The new shelter will be consistent with the park building constructed in Kylawn Park in 2007/2008. Evergreen Park Fence and Tennis Court Reconstruction Proposed construction includes replacement of the soccer field fence and gate, replacement of the baseball and softball outfield fences and resurfacing the tennis courts within Evergreen Park. Evergreen Athletic Field Lighting Replacement Proposed construction includes replacement of the elevated outdoor lighting system for the athletic fields located within Evergreen Park. This project includes replacement of the existing lighting system. The project does not include substantial expansion of the current lighting system. Northport Park Building Proposed construction activities include the replacement of the existing shelter building. The new structure is scheduled to include picnic facilities, one unisex restroom and a small utility area. The new shelter will be consistent with the park building constructed in Kylawn Park in 2007/2008. Baseball Backstop Replacements Proposed construction includes replacement of the baseball backstop fences at Central Park, Freeway Park and Willow Lane Park. Central Park Tennis Court Resurfacing Proposed construction includes the removal of two existing tennis courts and resurfacing of the two remaining two tennis courts within Central Park. Willow Lane Park Trail Improvements Proposed construction includes replacement of the trail system within Willow Lane Park. An eight foot wide trail section is proposed. Baseball Fence Replacement Proposed construction includes replacement of the line fences at Central Park and East Palmer Lake Park and the replacement of the line and outfield fences at Northport Park. Freeway Park Trail Improvements Proposed construction includes replacement of the trail system within Freeway Park. An eight foot wide trail section is proposed. Lions Park Trail Improvements Proposed construction includes replacement of the trail system within Lions Park. Parallel biking and walking trails would be removed and replaced with a single ten foot wide trail section. Evergreen Park Trail Improvements Proposed construction includes replacement of the bituminous trail within Evergreen Park. Replacement of the trail along 70 Avenue is not part of the project. An eight foot wide trail section is proposed. Project Summary 2009 Capital Improvement Program Brooklyn Boulevard City Entrance Signs Proposed improvements include painting the existing City entrance signs and cedar fences surrounding the signs located along Brooklyn Boulevard at the Minneapolis and Brooklyn Park borders. 69 Avenue Greenway Fence Rehabilitation Proposed construction includes refinishing the wood fence along the north side of the 69 Avenue greenway between Brooklyn Boulevard and Palmer Lake Drive. West River Road Trail Improvements Proposed construction includes replacement of the bituminous trail along West River Road from 73 Avenue to 66 Avenue. A ten foot wide trail section is proposed. Central Park East Trail Improvements Proposed construction includes replacement of the bituminous trail system within the eastern portion of Central Park. The trail segment proposed for replacement is between Interstate 94 and the south City Hall parking lot, east of Shingle Creek. A ten foot wide trail section is proposed along the main trail corridor and an eight foot wide trail section is proposed for the adjacent pedestrian trails. Play Ground Equipment Replacement Proposed construction includes replacing park play ground equipment over a five year period. A total of 20 parks with playground equipment are located within Brooklyn Center. Four parks are scheduled for replacement each year over the five year period. An assessment of the play ground equipment will need to be done to determine replacement priority. Palmer Lake Trail Mill and Overlay Proposed construction includes resurfacing of the existing trail system extending around Palmer Lake. This trail was last reconstructed in 2005 with an expected maximum service life of 15 to 20 years due to the soil stability issues within the park area. Project Summary 2009 Capital Improvement Program 1 City Council Agenda Item No. 10b City of Brooklyn Center City Council Agenda Item Memorandum TO: Curt Boganey, City Manager FROM: Daniel Jordet, Director of Fiscal Support Services DATE: 19 May 2009 SUBJECT: Lease of space for BC Liquor from Surly Brewing Company Recommendation: It is recommended that the City Council consider the attached resolution approving, in substance, the attached lease document between the City, d.b.a. BC Liquor, and Surly Brewing Company. Background: The City was approached by Surly Brewing Company about the possibility of selling Surly's "Darkness" product at a festival to be held in October at their brewery at 4811 Dusharme Drive. After checking several sources, it appears that the State's Liquor Control Board will allow the activity and the City's insurance company will cover the risks under the existing BC Liquor policy. Having cleared these hurdles, a lease has been written which will acquire lease rights to no less than 120 square feet of space (a 10 X 12 area) in the Surly Brewing Company building to sell beer during their festival. The beer will be purchased from Surly Brewing Company, delivered to the leased space, and sold in special 750c1 bottles which are smaller than growlers and therefore do not violate any State regulations. The term of the lease is only long enough to set up the BC Liquor operation, sell the product, and clean up and vacate the premises. It is a one day event, the date not yet having been established. Financial Impact: Staff estimates that the sale of "Darkness will generate a minimum of 10,000 in net profit for BC Liquor after costs of lease, staffing, and mobilization. Commercial Space Lease This Lease is made as of 2009 between the City of Brooklyn Center, doing business as BC Liquor (the "City a Minnesota municipal corporation; and Surly Brewing Company ("Surly a Minnesota company. Between 2009 and 2009 the City will lease from Surly a minimum of 120 square feet of space (the "Store at 4.00 per square foot for the operation of a retail liquor store for off premise consumption. The Store will be within the building located at 4811 Dusharme Drive in Brooklyn Center. The lease payment shall cover all charges incurred by Surly related to use of the leased space for the Store including, but not limited to, access to and from the Store for employees and customers, electrical power access, utility costs, custodial care and maintenance, property taxes, and insurance. The lease payment shall be made in full prior to the expiration of the Lease. During the lease period the City agrees to indemnify and save Surly, its members, agents, contractors, invitees, customers, employees and licensees harmless against any and all claim, demands, damages, costs and expenses, including reasonable attorney's fees for the defense thereof, arising from the conduct or management of the business conducted by the City in the Store or from any breach or default on the part of the City in the performance of any covenant which the City is to perform pursuant to this lease, or from any act of negligence of the City, its agents, contractors, invitees, customers, employees or licensees, in or about the Store. All property in the Store and all property of the City's in the Store shall be there at the City's risk and Surly shall not be liable for any damage thereto or theft or misappropriation thereof. Nothing in this lease shall be deemed a waiver by the City of the limitations on liability set forth in Chapter 466 of Minnesota Statutes and the City's obligation to indemnify Surly shall be limited to the amount specified in Chapter 466 of Minnesota Statutes, less any amounts which the City is required to pay on its own behalf for claims arising out of the same occurrence. Surly hereby waives and releases all claims, liabilities, and causes of action against the City and its agents, servants, and employees for loss or damage to, or destruction of, the improvements in and around the Store resulting from fire, explosion or other perils insured against by Surly's insurance, whether caused by the negligence of any of said persons or otherwise. The City hereby waives and releases all claims, liabilities, and causes of action against Surly and its agents, servants, and employees for loss or damage to, or destruction of, any fixtures, equipment, supplies, or other property, whether that of the City or of other in or upon the Store resulting from fire, explosion, or other perils insured against by the City's insurance, whether caused by the negligence of any said persons or otherwise. Surly shall carry and maintain insurance against such perils and in such amounts as Surly may from time to time determine consistent with coverage which is now, or may in the future be, considered prudent for similar property and business situations in the Minneapolis /Saint Paul metropolitan area or which its mortgagee requires. The City shall carry and maintain, during the lease term, at its expense, the following types and amounts of insurance: Commercial General Liability on an occurrence basis with respect to the City's business and occupancy of the Store, with limits of not less than one million dollars 1,000,000) per occurrence. Worker's Compensation insurance for all of the City's employees working in the Store in an amount sufficient to comply with applicable laws and regulations. Surly shall have the right to enter the Store al all reasonable hours for the purposes of the inspecting thereof, making repairs or cleaning. At the end of the term the City shall surrender the Store to Surly in its original condition, subject to reasonable wear and tear. Prior to the surrender of the Store, the City shall remove all fixtures and property of the City and will not hold Surly responsible for fixtures or property left on or in the Store upon expiration of the Lease. for the Lessor: Surly Brewing Compnay for the Lessee: Mayor City Manager its adoption: Member introduced the following resolution and moved RESOLUTION NO. RESOLUTION APPROVING A LIMITED LEASE FOR BC LIQUOR AT 4811 DUSHARME DRIVE WHEREAS, the City of Brooklyn Center operates a retail liquor sales function at two locations in Brooklyn Center; and WHEREAS, the City has been offered the opportunity to operate a third location for a limited term with the potential to monetarily profit from the opportunity. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the Mayor and City Manager are hereby authorized to execute a lease between Surly Brewing Company and the City of Brooklyn Center, d.b.a. BC Liquor, for space to be used for a one day sale of alcoholic beverage for off premise consumption. ATTEST: May 26. 2009 Date Mayor City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. City oun H Aeen+d . Item No COUNCIL ITEM MEMORANDUM TO: Curt Boganey, City Manager j FROM: Sharon Knutson, City Clerk '��f �Z'�A" DATE: May 19, 2009 SUBJECT: Consideration of Renewal Rental License for 5301 Dupont Avenue North Recommendation: It is recommended that the City Council choose Option A or B: A. Reschedule the hearing as requested by applicant B. Adopt the resolution with Findings of Fact and Order; or Background: At its May 11, 2009, meeting, the City Council held a hearing to consider the renewal rental license for 5301 Dupont Avenue North. (NOTE: I've attached the same documents that were included in the May 11 agenda packet for your reference.) Staff presented a report. The applicant was not present. Following the hearing, the City Council directed staff to prepare findings for non renewal of the rental license and draft said resolution for the next Council meeting. On Thursday, May 14, 2009, the applicant Spencer Ung called me to request another hearing before the City Council. He indicated that he had marked his calendar for Tuesday night, rather than Monday night. Mr. Ung was asked to submit his request in writing, which is attached as an e -mail. A resolution of Findings of Fact and Order has been prepared for Council consideration. Budget Issues: There are no budget issues to consider. Sharon Knutson e0 om: Ung, Spencer (Voyageur) [sung @voyageur.net] nt: Tuesday, May 19, 2009 2:29 PM Sharon Knutson Subject: 5301 Dupont Dear City of Brooklyn Center City Council Members, I respectfully request a re- hearing of the non renewal of the rental license at property 5301 Dupont Ave N. A notice of the city council hearing on May 11th was receive by me, however, I miss read the date to be on Tuesday rather than Monday therefore, was not able to attend the meeting. Please reschedule a future hearing date so that I am able to respectfully represent my case properly. Thank you for your time and consideration. Spencer Ung Ung Properties, LLP Please consider the environment before printing this e-mail •yageur Asset Management Inc. "Voyageur is a federally registered investment adviser founded in 1983. A complete list and description of Voyageur's products including performance composites, mutual fund prospectuses and other statistical information relating to performance can be obtained by calling (612)376 -7000 or writing to Voyageur Asset Management Inc., 100 South Fifth Street, Suite 2300, Minneapolis, MN 55402 -1240, or by e- mailing vammarketinq @voyageur.net. Past performance is not indicative of future results. This e -mail may be privileged and /or confidential, and the sender does not waive any related rights and obligations. Any distribution, use or copying of this e -mail or the information it contains by other than an intended recipient is unauthorized. If you receive this e -mail in error, please advise me (by return e -mail or otherwise) immediately. Thank you. 1 its adoption: Member introduced the following resolution and moved RESOLUTION NO. RESOLUTION RELATING TO THE CONSIDERATION OF A RENEWAL RENTAL LICENSE FOR 5301 DUPONT AVENUE NORTH WHEREAS, the City received an application for renewal of a regular rental dwelling license from Ung Properties, LLP (hereinafter the "Applicant for the apartment complex at 5301 Dupont Avenue North in the City of Brooklyn Center (hereinafter the "Subject Property and WHEREAS, at the request of the Applicant, and upon due notice to the Applicant, the City Council held a hearing on May 11, 2009, on the question whether the Subject Property was eligible for a regular rental license, at which hearing the Applicant presented a written submission. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that, after due consideration of evidence presented at the hearing, the City Council makes the following FINDINGS OF FACT and ORDER: FINDINGS OF FACT 1. The Applicant owns and operates a six -unit multi family apartment complex on the Subject Property. 2. The regular rental license for the Subject Property will expire on May 31, 2009. 3. The Applicant applied for a renewal license for the Subject Property on February 6, 2009. 4. Under City Code, Section 12 -901, paragraph 1, there are two types of licenses: regular and provisional. Provisional licenses are defined in City Code, Section 12 -913. 5. City Code, Section 12 -913, paragraph 1, provides in part that "licensed multiple dwellings, with five or more units, that have generated an average of .65 or more police or fire calls per dwelling unit in a preceding one -year period as specified below, are eligible only for provisional licenses.... 6. By letter dated April 2, 2009, to Mr. Spencer Ung from Sharon Knutson, the Brooklyn Center City Clerk, the Applicant was advised that the regular rental license for the Subject Property would expire on May 31, 2009, that the average number of calls per unit at the Subject Property exceeded .65 in the one -year period from April 1, 2008 to March 31, 2009, and that therefore the RESOLUTION NO. City Manager would recommend to the City Council that the regular rental license at the Subject Property not be renewed. 7. By letter received by the City on April 16, 2009, Mr. Ung requested a hearing before the City Council on the question whether his regular rental license should be renewed. 8. The uncontradicted evidence presented at the hearing was that there were seven calls for service as defined in City Code, Section 12 -913 from April 1, 2008, to March 31, 2009, which is an average of 1.17 calls for service per unit during that one -year period of time. 9. Evidence was received from Mr. Spencer Ung that the calls for service resulted from problems at one unit and that Mr. Ung had removed the problem tenant. Mr. Ung also identified other management activities that would decrease the likelihood of calls for service in the future. However, although such activities may be the basis for granting a provisional license if they are part of an approved mitigation plan, and may result in a sufficient reduction in police calls to entitle the Subject Property to a regular license in the future, they are not a basis for concluding that the Subject Property is eligible for a regular rental license. 10. The Subject Property had an average number of calls per service during the period from April 1, 2008, to March 31, 2009, of 1.17 calls per unit, which is well in excess of the .65 calls per unit that results in loss of eligibility for a regular license. ORDER ON THE BASIS OF THE FOREGOING, IT IS ORDERED: 1. The multi family residential rental complex at 5301 Dupont Avenue North is not eligible for a regular license and will not be eligible for a regular license until the average number of calls for service as defined in City Code, Section 12 -913 falls below .65 calls per unit for the preceding 12 -month period, in accordance with the City Code. 2. Following expiration of the current regular license on May 31, 2009, and until the Applicant qualifies for and receives a provisional license for the Subject Property, units becoming vacant may not be relet to other tenants, as RESOLUTION NO. ATTEST: provided in City Code, Section 12 -910, paragraph 10. 3. The City Clerk is directed to mail a certified copy of this Order to the Applicant. By Order of the City Council of the City of Brooklyn Center this day of 2009. May 26, 2009 Date Mayor City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. COUNCIL ITEM MEMORANDUM TO: Curt Boganey, City Manager FROM: Sharon Knutson, City Clerk ftbW 'IWAt "L_ DATE: May 5, 2009 SUBJECT: Consideration of Renewal Rental License for 5301 Dupont Avenue North Recommendation: It is recommended that the City Council open the hearing to receive staff report and applicant testimony, then close the hearing, and then take action on rental license application. Should the Council wish to not renew the license, it is recommended that the motion be to direct Staff to prepare proposed findings for non renewal of the rental license and draft said resolution for the next Council meeting. Background: Section 12- 901(1) requires rental dwellings to be licensed. There are two types of licenses, regular and provisional. The property located at 5301 Dupont Avenue North is a six -unit multifamily complex owned by Spencer Ung. Mr. Ung applied for a renewal rental license on February 6, 2009, as the regular rental license will expire on May 31, 2009. In a memo dated March 10, 2009, Commander Benner notified City Manager Boganey that the six -unit rental property located at 5301 Dupont Avenue North exceeded the .65 calls for service per unit. Section 12- 913(1) states, "Licensed multiple dwellings, with five or more units, that have generated an average of .65 or more police or fire calls per dwelling unit in a preceding one year period as specified below are eligible only for provisional licenses. Properties with provisional licenses may qualify for a regular license only after a one year period with fewer than .65 police or fire calls per dwelling unit. On March 11, 2009, Mr. Ung attended a neighborhood meeting to discuss the concerns raised in the area as a result of his property. On March 12, 2009, Mr. Ung evicted the problem tenant (see Commander Benner's memorandum dated May 5, 2009). On April 2, 2009, a notice of intent not to renew the rental license for 5301 Dupont Avenue North was mailed to Mr. Spencer Ung. He was given the option of applying for a provisional rental license or requesting a hearing before the City Council before final action is taken. A fax from Mr. Ung requesting a hearing was received by the City on April 16, 2009. City Attorney Charlie LeFevere reviewed the request and notified Mr. Ung of the date and time of the hearing, which is scheduled for Monday, May 11, 2009. Budget Issues: There are no budget issues to consider. BROOKLYN CENTER POLICE DEPARTMENT MEMORANDUM TO: Sharon Knutson, City Clerk FROM: Kevin Benner, Commander DATE: May 5, 2009 SUBJECT: Excessive Calls for Service at 5301 Dupont Avenue North Update A review of all the six calls for service to 5301 Dupont Avenue North was completed to see if any of the calls were one continuous call or categorized incorrectly. All calls were confirmed independent from the other and accurately categorized. (These are the calls which are countable under the 12 -913 ordinance.) During this review, a seventh call was identified within the last 12 months. This was a drug possession call that occurred on March 4, 2009. (This information was included in the memo sent on March 9, 2009, but had not yet been counted in the total.) This call places the six unit property at 1.17 calls for service annual average per unit. The average to this property will not fall below the ordinance set limit of .65 until February 2010, if no additional calls are received. The owner (Spencer Ung) attended a neighborhood meeting on March 11, 2009 to discuss the concerns raised in the area as a result of his property and shared with neighbors his plan to evict. The owner reported, and it was confirmed by police, that all but two of the calls for service directly involved the same tenant that the owner evicted on March 12, 2009. After this eviction Crime Prevention Specialist Becky Boie suggested to the owner to complete the Crime Free Multi- Housing (CFMH) program. On May 2, 2009 the owner reported attending the classroom training on CFMH, which would satisfy the first phase of the three phases of the CFMH program. It was recommended to the owner that all three phases be complete and be a part of his written mitigation plan with a timeline schedule for completion included. This plan has not yet been received by the police department, but actions taken by the owner suggest a working progress to this plan. However, this plan still needs to be submitted in written form. Since the March 12, 2009 eviction, there have not been any calls for service to 5301 Dupont Avenue North, that would be counted under the 12 -913 ordinance. Kennedy April 30, 2009 Dear Mr. Ung: Very truly yours, Charles L. LeFevere CLL:peb Enclosure 351123v1 CLL BR291 -4 Offices in Minneapolis Saint Paul St. Cloud Mr. Spencer Ung 6019 68 Avenue North Brooklyn Park, MN 55429 470 U.S. Bank Plaza 200 South Sixth Street Minneapolis, MN 55402 (612) 337 -9300 telephone (612) 337 -9310 fax http://www.kennedy-graven.com Affirmative Action, Equal Opportunity Employer Re: Rental Property at 5301 Dupont Avenue North, Brooklyn Center, MN CHARLES L. LEFEVERE Attorney at Law Direct Dial (612) 337 -9215 Email: clefevere @kennedy graven.com I represent the City of Brooklyn Center, Minnesota as legal counsel. By letter of April 2, 2009, from City Clerk Sharon Knutson (a copy of which is attached), you were advised that the above referenced property would no longer be eligible for a regular license because of the number of police or fire calls occurring at that property from April 1, 2008 to March 31, 2009. By letter dated April 16, 2009, from you to the City Manager, you requested a hearing on the non renewal of the regular license for the subject property. The purpose of this notice is to advise you that the requested hearing will be held at the regular meeting of the Brooklyn Center City Council on May 11, 2009. The meeting begins at 7:00 p.m. The City Council meets in the Council Chambers at City Hall, 6301 Shingle Creek Parkway, Brooklyn Center, MN. You may address the City Council on this matter at that time if you wish. cc: Curt Boganey (w /enc.) Sharon Knutson (w /enc.) Scott Bechthold (w /enc.) Kevin Benner, Commander (w /enc.) April 16.2009 Rpr 18 OS 12:30a p Ung Properties, LLP Spencer [Jng 6019 68` Ave N Brooklyn Park, MN 55429 City of Brooklyn Center Office of the City Clerk 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 Re: NOTICE OF INTENT NOT TO RENEW LICENSE Dear City Manager, Ung Properties, LLP would like to object to the non renewal of the regular rental license and have this matter reconsidered on a future date and time set forth by the city clerk. The exceeding of the .65 number of calls per unit was isolated to one unit on the property. Ung Properties takes an active role in managing the property. In fact, even prior to the notice of the .65 call violations, Ung Properties had notified the one isolated unit that they would be evicted if they did not voluntary move out. The number of violations occurred between the notice of eviction and eviction court date. Ung Properties, LLP would like to keep the regular rental license it currently holds. Thank you, Spencer Ung Landlord 612.532.7816 er City of Brooklyn Center A Millennium Community April 2, 2009 NOTICE OF INTENT NOT TO RENEW LICENSE Mr. Spencer Ung 6019 68 Ave N Brooklyn Park, MN 55429 RE: Rental Property At: 5301 Dupont Ave N, Brooklyn Center, MN Dear Mr. Ung: Office of the City Clerk Sharon Knutson, MMC City Clerk The regular rental license for the property described above will expire on May 31, 2009. You are hereby notified that the Brooklyn Center City Manager will recommend to the City Council that the regular rental license for the above address not be renewed. The licensing of rental dwellings in the City of Brooklyn Center is governed by Brooklyn Center City Code Sections 12 -900 through 12 -1401. Under City Code, there are two kinds of rental housing licenses regular and provisional. At the time of license renewal, and each six months during the license term, an evaluation is made to determine whether a licensee is eligible for a regular license. The City's records show that the licensed premises listed above had an average of 1.00 police or fire calls per dwelling unit in the one -year period from April 1, 2008, to March 31, 2009. Because the average number of calls per unit exceeds .65 in the one -year period noted above, the City Manager has determined that the premises are eligible only for a provisional license. Accordingly, the City Manager will make his recommendation not to renew the regular license at a regular City Council meeting of May 11, 2009. City Code provides that no final decision may be made not to renew a license until the licensee has had an opportunity for a hearing before the City Council. If you were to have the City Council consider the question whether to renew your regular license, you must give written notice requesting a hearing to the City Manager. Notice must be received in the City Manager's office at the address listed in the letterhead of this letter, no later than 4:30 p.m. on Monday, April 20, 2009. If such notice is received by the City Manager, the matter will be removed from the City Council agenda and you will be given notice of the date, time, and place of the hearing. The hearing will be held to consider the non renewal of the regular rental license at the above noted address on the grounds that it is eligible only for a provisional license because the premises generated an average of .65 or more police or fire calls per dwelling unit as noted above. 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 -2199 City Hall TDD Number (763) 569 -3300 FAX (763) 569 -3494 www.cityofbrooklyncenter.org Recreation and Community Center Phone TDD Number (763) 569 -3400 FAX (763) 569 -3434 Mr. Spencer Ung Page 2 April 2, 2009 At the hearing, you may be represented by legal counsel at your expense if you wish, and you may present oral or written evidence, arguments, and information. If you do not wish to contest the non renewal of your regular rental license at a hearing before the City Council, you may apply for a provisional license. Under City Code Section 12- 913.3, you must submit a mitigation plan together with your application for a provisional license along with the required fee of $157.50 for such license. The mitigation plan must describe steps proposed by the applicant to reduce the number of police and fire calls. The Brooklyn Center Police Department is available to answer your questions and assist you in the preparation of your mitigation plan; please contact Becky Boie at 763 -503 -3272 for assistance. Questions regarding license requirements should be directed to me at 763 -569 -3306. Sharon Knutson, MMC City Clerk Enclosures BROOKLYN CENTER POLICE DEPARTMENT TO: Curt Boganey, City Manager FROM: Kevin Benner, Commander DATE: March 10, 2009 SUBJECT: Excessive Calls for Service at 5301 Dupont Avenue North The six unit property located at 5301 Dupont Ave. N. had a notable spike in violent calls for service starting in mid February 2009. Since that time we have been in contact with the property owner, Spencer Ung, to address the issue of the increase in calls. As of the end of February 2009, the calls for service to the 5301 Dupont Ave N. property exceeded the .65 calls for service per unit as defined in the 12 -913 ordinance. During the past twelve months (3/1/08 to 2/28/09) there have been a total of 18 calls for service to this property, six (6) of which have been 12 -913 violations, placing this property at 1.00 calls for service per unit as of 2/28/09. Because these calls for service have just occurred and the 12 -913 ordinance tracks the previous 12 months calls for service, the average will not be below .65 until February 2010, if no additional calls are received. The following are the violations along with brief note of police actions taken: 8/26/08 Unit #5 Disturbance call First letter sent to owner 9/8/08 12 -911 12 -913 violation 12/3/08 Burglary -Unit #5 No arrests 12 -913 violation citation issued 2/12/09 Fight outside complex No arrests or unit identified 12 -913 violation MEMORANDUM 2/16/09 Robbery /assault/drugs Unit #1 Tennant of #1 arrested for robbery 12 -911 12 -913 violation Statement of Facts hand delivered to owner 2/20/09 2/18/09 CPS Boie spoke with owner. Owner attempted a mutual termination of lease with unit #1, tenant declined. 2/24/09 Burglary Unit #4 No arrests 12 -913 violation 2/25/09 Disturbance call unit #1, second violation Letter and call mailed on 3/4/09. 2/26/09 Owner contacted CPS Boie stating that the tenant would be willingly moving out 2/28/09. 3/2/09 Owner contacted CPS Boie and informed that the tenant did not move out. Owner proceeded to file for an eviction on this date as well (court date 3/12/09 at 1000). 3/4/09 CPS Boie contacted owner to let him know of the second violation as well as the calls to his property exceeding the .65 threshold. Owner has been very cooperative with us to date. 3/4/09 Renter from Unit #1 arrested for outstanding warrant. While officers were on scene, renter had drug paraphernalia in the unit. 3/5/09 CPS Boie contacted the owner to apprise him of the warrant and drug paraphernalia arrest that occurred on 03/04/09 and provide a statement of facts to assist in eviction proceeding. There is a neighborhood meeting scheduled for 3/11/09 at 1830 at the request of the neighbors due to the increase in police cars at the 5301 Dupont Ave. N. building. Mr. Ung has also agreed to attend the meeting. In review of all the calls for service, all the identified nuisance calls have a direct relation to unit #1, except for one call. Cc: Scott Bechthold, Chief of Police City Council Agenda Item No: 104 griil City of Brooklyn Center A Millennium Community TO: City Council FROM: Curt Boganey, City Manag DATE: May 19, 2009 SUBJECT: Resolution Adopting to Participate in LNC Prescription Discount Card Program Recommendation: It is recommended that the City Council consider approval /adoption of the subject resolution authorizing City Participation in the National League of Cities Discount Prescription Drug Program. Background: Upon return from the National League of Cities Conference, Councilmember Yelich suggested that we ponsider participation in the NLC prescription discount program. As a member of the NLC we are eligible to participate. Council directed the staff to further investigate and report back the findings. My review of this program indicates that participation in the program should represent minimal cost to the City and potential cost saving benefits to the Citizens of Brooklyn Center. My research included discussion with representatives from the Cities of Crystal and Robbinsdale the two Minnesota Cities that currently participate in the program. Potential Program Benefits: The average non insurance covered prescription discount is 20% Any person with a discount card may participate There many participating drug stores available to Citizens including seven within the City of Brooklyn Center The City Assumes no liability by participation All marketing materials and cards are provide to the City without costs There is no enrollment form required and any resident or family member not covered by insurance may use the card Potential Program Costs: The City is expected to distribute cards which would plan to do at City Hall and the Community Center The City is expected to market the program which we expect to do using our newsletter and web site The City is eligible to participate only if it retains its membership Budget Issues: We don't believe this program will affect the current City budget. 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 -2199 City Hall TDD Number (763) 569 -3300 FAX (763) 569 -3494 www.cityofbrooklyncenter.org COUNCIL ITEM MEMORANDUM Recreation and Community Center Phone TDD Number (763) 569 -3400 FAX (763) 569 -3434 its adoption: WHEREAS, many citizens of Brooklyn Center are among the millions of Americans without insurance or with limited prescription drug coverage; and WHEREAS, the National League of Cities (NLC) is sponsoring a program in collaboration with CVS Caremark to provide relief to city residents around the country from the high cost of prescription drugs; and WHEREAS, NLC Prescription Discount Card Program will be available to member cities of NLC at no cost to those cities; and WHEREAS, CVS Caremark will provide participating cities with prescription discount cards, marketing materials, and customer support; and WHEREAS, the discount cards offer an average savings of 20 percent off the retail price of most prescription drugs, has no enrollment form or membership fee, no restrictions based on the resident's age or income level, and may be used by city residents and their families any time their prescriptions are not covered by insurance. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that they will inform the NLC of its intent to participate in the NLC Prescription Discount Card Program and will work with NLC and CVS Caremark to implement the program to the benefit of the residents of Brooklyn Center. ATTEST: Member introduced the following resolution and moved RESOLUTION AUTHORIZING THE CITY TO ENTER INTO A PRESCRIPTION DISCOUNT CARD PROGRAM, SPONSORED BY THE NATIONAL LEAGUE OF CITIES IN COLLABORATION WITH CVS CAREMARK, TO PROVIDE BROOKLYN CENTER RESIDENTS SAVINGS ON PRESCRIPTION DRUGS NOT COVERED BY INSURANCE May 26. 2009 Date RESOLUTION NO. City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Mayor Its all about Ineetin the needs of residents! Join the NLC Prescription Discount Card Program SAVE your residents an average of 20% off the retail price of prescription medication at no cost to the city. As a member of National League of Cities (NLC) you can offer your residents a FREE prescription discount card that provides average savings of 20% off the retail price of prescription medication. Now residents who are without health insurance or a traditional pharmacy benefit plan, or have prescriptions not covered by insurance have a solution to obtain medications at a discount. There is no cost to your city to provide this program to city residents in collaboration with NLC. The city will be provided with approved marketing materials and tools to promote and launch the program. Printed ID cards and display materials (customized with the city name and logo) will be provided to give the city residents easy access to the program. Program materials are available in English and Spanish. One benefit of membership in the National League of Cities is that you can save your residents money at no cost to the city! Sign up today! 610 National League of Cities Savings fo vour residents at no cost to the city! Simple implementation process for the city and easy to access for the resident* The city works with a CVS Caremark representative to launch the prescription discount card program which takes approximately eight weeks from receipt of the completed 'Ready to get started' form. Following the launch in your city, your residents will have: Average savings of 20% Easy access, nine out of 10 pharmacies nationwide participate in the program No enrollment fees No membership fees No limit on how many times the card can be used No age requirements No income requirements ALL family members are covered Pet medications that are also used to treat a human condition are covered To obtain more information about the program, please contact Marc Shapiro at NLC (shapiro@nlc.org) or visit www.nlc.org; additional program information can also be obtained at www.caremark.com /nlc. Cities may also sign up for the program by completing the form on NLC's website www.nlc.org. The National League of Cities (NLC) Prescription Discount Card program is administered by CVS Caremark, an experienced prescription discount card provider who has administered these programs since 1992. Your city must be a member in good standing of NLC to sponsor the program. All communications must be reviewed and approved by NLC and CVS Caremark unless the city is using communications supplied by CVS Caremark. This is not insurance. Discounts are only available at participating pharmacies. By using this card, participants agree to pay the entire prescription cost less any applicable discount. Savings may vary by drug and pharmacy. 106- 041040 02/09 Free Prescription Discount Card Your City Name City Logo Brought to you in collaboration with the National League of Cities. This is not insurance. 666 National League of Claes Start saving on prescriptions today! E asy Access Tdhisicsopurnetsccraiprdtioisn brought to you by your city government in collaboration with the National League of Cities. By using this card you have access to nine out of 10 participating pharmacies across the country, including many in your city, to save an average of 20% off the regular retail price of prescription drugs. No Restrictions you rafnadm ily may use your discount card anytime your prescription is not covered by insurance. There are no restrictions and no limits on how many times you may use your card. Extra Saving hi s p ram g you will also be eligible for higher discounts on select medications. To get program information, locate a pharmacy, look up a drug price, or access health resources visit www.caremark.com /nlc, or call toll free 1- 888 620 -1749. Acce otec oy all major pharmacy chains nationwic e! CVS CnRenAIkc Participant: Call toll -free 1- 888 620 -1749. This card is accepted by nine out of 10 pharmacies nationwide. Participante: Llame sin cargos al 1- 888 620 -1749. Esta tarjeta se acepta en nueve de cada diez farmacia participantes en la nacion. Pharmacist: The RxPCN, RxGRP, full participant ID and a 01 person code must be submitted online to process claims for this program. For information, call toll -free 1- 800 364 -6331. To locate the nearest participating pharmacy, please call Customer Care toll -free at 1- 888 620 -1749 or visit www.caremark.com /nlc. Para obtener mas informacion y para localizar la farmacia participante mas cercana, Ilame a Servicio al Cliente, sin cargos al 1- 888 620 -1749, o visite www.caremark.com /nlc. The National League of Cities is the oldest and largest national organization devoted to strengthening and promoting cities as centers of opportunity, leadership and governance. NLC is a resource and advocate for 19,000 cities, towns and villages, representing more than 218 million Americans. This is not insurance. Discounts are only available at participating pharmacies. By using this card, you agree to pay the entire prescription cost less any applicable discount. Savings may vary by drug and by pharmacy. Savings are based on actual 2007 drug purchases for all drug discount card programs administered by Caremark. The program administrator may obtain fees or rebates from manufacturers and /or pharmacies based on your prescription drug purchases. These fees or rebates may be retained by the program administrator or shared with you and /or your pharmacy. Prescription claims through this program will not be eligible for reimbursement through Medicaid, Medicare or any other government program. ©2008 Caremark. All rights reserved. 106- 15094aNLC 11/08 TARGET PHARMACY T -0240 6100 SHINGLE CREEK PKWY BROOKLYN CENTER MN 55430 763- 566 -0143 PARK NICOLLET PHARMACY 6000 EARLE BROWN DR BROOKLYN CENTER MN 55430 952- 993 -4800 CUB PHARMACY 695 3245 COUNTY RD 10 BROOKLYN CENTER MN 55430 763- 503 -6810 CVS PHARMACY 01683 5801 BROOKLYN BLVD MINNEAPOLIS MN 55429 763 537 -1237 WALGREENS 04320 6390 BROOKLYN BLVD BROOKLYN CENTER MN 55429 763 585 -9946 PHARMERICA 2411 5255 E RIVER RD STE 204 FRIDLEY MN 55421 763- 571 -2220 HEALTHPARTNERS- BROOKLYN CENTER 6845 LEE AVE N BROOKLYN CENTER MN 55429 612- 569 -0400 CVS PHARMACY 08435 5696 UNIVERSITY AVE NE MINNEAPOLIS MN 55432 763- 571 -2081 WALGREENS 04697 6525 UNIVERSITY AVE NE FRIDLEY MN 55432 763 586 -0730 VITALIFERX PHARMACY 4203 WEBBER PKWY MINNEAPOLIS MN 55412 612- 294 -1200 Pharmacy Name OMNICARE PHARMACY OF MINNESOTA 5534 LAKELAND AVE N MINNEAPOLIS MN 55429 888 636 -9960 24 H Close Window Print Distance(mi) <1 <1 <1 1.01 1.01 1.4 1.65 2.18 2.48 2.6 2.73 WALGREENS 02316 2.73 2024 85TH AVE N Page 1 of https: /www.caremark. com/wps /myportal/!ut/p/kcxml/04_Sj 9SPykssyOxPLMnMz0vMOY... 5/19/2009 BROOKLYN PARK MN 55444 763 -424 -9243 TARGET PHARMACY 2200 755 53RD AVE NE MINNEAPOLIS MN 55421 763 852 -0004 TARGET PHARMACY T -0003 5537 W BROADWAY AVE CRYSTAL MN 55428 612 533 -1651 WALGREENS 03832 7700 BROOKLYN BLVD BROOKLYN PARK MN 55443 763 566 -8350 CVS PHARMACY 01129 4152 LAKELAND AVE N MINNEAPOLIS MN 55422 763 535 -2459 WALGREENS 05883 6800 BASS LAKE RD CRYSTAL MN 55428 763 533 -5804 WALGREENS 07188 4880 CENTRAL AVE NE MINNEAPOLIS MN 55421 763- 571 -7195 WALGREENS 01980 4080 W BROADWAY AVE ROBBINSDALE MN 55422 763 537 -9487 FAIRVIEW COLUMBIA HEIGHTS PHAR 4000 CENTRAL AVE NE STE 100 MINNEAPOLIS MN 55421 763- 782 -8149 HHHCC ONCOLOGY PHARMACY 3435 W BROADWAY AVE STE 1135 MINNEAPOLIS MN 55422 763 520 -1061 UNITY COMMUNITY PHARMACY 550 OSBORNE RD NE MINNEAPOLIS MN 55432 763 236 -4111 TARGET PHARMACY T -0693 7535 W BROADWAY AVE BROOKLYN PARK MN 55428 612 -425 -5300 CVS PHARMACY 05992 7901 BASS LAKE RD NEW HOPE MN 55428 763 257 -0130 CUB PHARMACY 607 7555 W BROADWAY AVE BROOKLYN PARK MN 55428 763- 424 -0525 ST THERESE PHARMACY 24 Hrs 24 Hrs 2.77 2.95 2.96 3.01 3.04 3.07 3.11 3.55 3.59 3.64 3.67 3.69 3.71 rage z or https: /www.caremark.com /wps /myportal/! ut/p/kcxml /04_Sj 9 SPykssyOxPLMnMz0vMOY... 5/19/2009 8000 BASS LAKE RD NEW HOPE MN 55428 763 531 -5005 CVS PHARMACY 05996 3655 CENTRAL AVE NE MINNEAPOLIS MN 55418 612- 789 -2460 NORTH DRUG 3366 OAKDALE AVE N STE 140 ROBBINSDALE MN 55422 612 520 -5281 NORTH MEMORIAL MEDICAL CENTER 3300 OAKDALE AVE N ROBBINSDALE MN 55422 763 520 -5542 NORTH MEMORIAL EMPLOYEE PHARMA 3300 OAKDALE AVE N MINNEAPOLIS MN 55422 763- 520 -4952 SAMS CLUB PHARMACY 10 -6310 8150 UNIVERSITY AVE NE FRIDLEY MN 55432 763 792 -6653 CUB PHARMACY 674 5301 36TH AVE N CRYSTAL MN 55422 763- 287 -9797 WAL -MART PHARMACY 10 -1952 8450 UNIVERSITY AVE NE FRIDLEY MN 55432 763 780 -9500 WALGREENS 05882 4200 WINNETKA AVE N NEW HOPE MN 55428 763 545 -6466 CUB PHARMACY 732 2600 RICE CREEK RD NEW BRIGHTON MN 55112 651- 631 -8202 CVS PHARMACY 07117 2426 W BROADWAY AVE MINNEAPOLIS MN 55411 612- 287 -0140 WAL -MART PHARMACY 10 -1864 8000 LAKELAND AVE N BROOKLYN PARK MN 55445 763- 424 -7077 FAIRVIEW NEW BRIGHTON PHARMACY 1151 SILVER LAKE RD NW SAINT PAUL MN 55112 651 746 -2580 TARGET PHARMACY T -0820 8600 SPRINGBROOK DR NW COON RAPIDS MN 55433 763 -785 -0720 a n 2A r5 24 Hrs 3.76 3.8 3.85 3.85 3.85 3.86 3.86 4.29 4.31 4.37 4.38 4.38 4.38 4.44 Page 3 of 5 https://www.caremark.com/wps/myportal/ ut/p/kcxml /04_Sj 9 S Pyks sy OxPLMnMz0vMOY 5/19/2009 KMART PHARMACY 3045 4300 XYLON AVE N NEW HOPE MN 55428 763 535 -1342 SNYDER'S DRUG STORE 5077 2120 SILVER LAKE RD NW NEW BRIGHTON MN 55112 651 633 -6440 CUB PHARMACY 604 585 NORTHTOWN DR NE BLAINE MN 55434 763- 780 -7350 WALGREENS 01895 2643 CENTRAL AVE NE MINNEAPOLIS MN 55418 612 789 -6251 WALGREENS 05413 600 COUNTY ROAD 10 NE BLAINE MN 55434 763 786 -9081 CUB PHARMACY 679 3930 SILVER LAKE RD NE MINNEAPOLIS MN 55421 612 781 -6405 RAINBOW PHARMACY 8853 551 87TH LN NE BLAINE MN 55434 763 785 -4707 FAIRVIEW NORTHEAST PHARMACY 2847 JOHNSON ST NE MINNEAPOLIS MN 55418 612 789 -7277 KMART PHARMACY 3031 8949 UNIVERSITY AVE NE BLAINE MN 55434 763- 786 -6820 WAL -MART PHARMACY 10 -3404 3800 SILVER LAKE RD NE MINNEAPOLIS MN 55421 612- 788 -1478 CUB PHARMACY 771 701 W BROADWAY AVE MINNEAPOLIS MN 55411 612- 302 -8740 WALGREENS 06735 3700 SILVER LAKE RD NE MINNEAPOLIS MN 55421 612- 706 -1988 MERWIN DRUG CO, INC. 700 W BROADWAY AVE MINNEAPOLIS MN 55411 612- 522 -3608 WALGREENS 01160 621 W BROADWAY AVE MINNEAPOLIS MN 55411 612 522 -2383 tin 24 Hrs 4.48 4.49 4.64 4.71 4.76 4.82 4.84 4.86 4.86 4.87 4.94 4.95 4.95 4.96 ?age 4ot https: /www. caremark.com/wps /myportaU! ut/p/kcxml /04_Sj 9SPykssyOxPLMnMz0vMOY... 5/19/2009 AGENDA CITY COUNCIL /ECONOMIC DEVELOPMENT AUTHORITY WORK SESSION May 26, 2009 Immediately Following Regular City Council and EDA Meetings Which Start at 7:00 P.M. A copy of the full City Council packet is available to the public. The packet ring binder is located at the front of the Council Chambers by the Secretary. ACTIVE DISCUSSION ITEMS Council Chambers City Hall 1. Community Schools Update City Manager/Keith Lester 2. Street Light Banner Policy Outline Update City Manager 3. JAG Application Update City Manager 4. Update on Neighborhood Meetings City Manager 5. Work Session Items Neighborhood Meetings Web Site and Open House Councilmember Roche /City Manager PENDING LIST FOR FUTURE WORK SESSIONS 1. Center Pointe Apartments Update City Manager 2. TIF Districts Update City Manager a. Brookdale Mall 3. 2011 Brooklyn Center Celebration Status Report 4. Legislative Update 5. Brooklyn Blvd Report 6. Tree Trimming Report 7. Walking Tours EBHC 8. Rental Ordinance Amendments 9. Robbinsdale School District Elementary School Work Session Agende, Item No. It egr City of Brooklyn Center A Millennium Community MEMORANDUM COUNCIL WORK SESSION DATE: May 21, 2009 TO: Brooklyn Center City Council FROM: Curt Boganey, City Mana 3. SUBJECT: Community Schools Update COUNCIL ACTION REQUIRED This verbal report is provided as information only and requires no Council Action at this time. BACKGROUND Several months ago I met with Superintendent Lester regarding a concept that he had for creating a Community School at Brooklyn Center High School. The community schools concept is intended to consolidate or co- locate a variety of services at a single location to better serve students and families. From the City perspective we are attempting to find ways to achieve the Councils goals for the community in a more efficient and collaborative manner. Since our earliest discussions various department directors have met with the Superintendent about the concept and we have submitted a joint application for federal funding to facilitate implementation of the program. Superintendent Lester will be at the meeting to provide a more in depth overview of this proposal. COUNCIL POLICY ISSUES Is this collaborative effort consistent with the goals of the City Council? 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 -2199 City Hall TDD Number (763) 569 -3300 FAX (763) 569 -3494 www.cityofbrooklyncenter.org Recreation and Community Center Phone TDD Number (763) 569 -3400 FAX (763) 569 -3434 A Platform for City Action The National League of Cities' Council on Youth, Education, and Families worked throughout 2005 to develop a platform or agenda for municipal action and leadership on behalf of children, youth, and their families. More recently, America's Promise The Alliance for Youth, the nation's largest cross sectoral alliance of government, nonprofit, corporate, and community organizations focused on positive youth development, joined with NLC to challenge every city and town across the nation to take concrete steps toward positive, significant results for children and their families. Research shows that if children receive five essential resources caring adults, safe places, a healthy start, effective education, and opportunities to help others they are five to ten times more likely to stay in school, avoid drugs, alcohol, and trouble with the law, and grow up to be engaged citizens. By adopting this platform, cities and towns have a roadmap to connect children and youth with these Five Promises, helping to greatly increase the odds of children thriving in their communities. We all know that local circumstances and needs vary greatly. The two -part platform for city action encourages municipal leaders to move forward by building upon their own unique mix of assets and opportunities: The platform's first part highlights an essential "infrastructure," key functions and processes that play a crucial role in effective or sustained investments in children and families. The second part of the platform calls upon municipal leaders to take a series of more specific action steps in each of seven issue areas: early childhood development; youth development; education and afterschool; health and safety; youth in transition; family economic success; and neighborhoods and community. Some may view this platform as quite ambitious. Without question, it asks mayors and other city leaders to place the needs of children, youth, and families high on their city's agenda... and then to keep them there. The Costs of Inaction At the same time, the costs of failing to act are enormous. They are reflected in individual lives, municipal budgets, and prospects for city growth and revitalization. When families fail, children our next generation of citizens, workers, and leaders all too often fail as well. We see the toll of family failure in higher rates of child poverty, child abuse, school failure, and a host of related societal problems. And we know that it takes nearly Herculean efforts to reverse the damage to children when families cannot support and nurture them. Many of the highest costs of family failure land squarely on the doorsteps of our city halls, as spending for public safety, education, and human services rise and the strength of the local workforce and economy is undermined. This platform does not represent a catalog of everything that city leaders can or should do to strengthen families and prevent these failures. Rather, it provides starting points for city action practical steps that every city and town can take to build stronger families and improve outcomes for its children and youth. I. Essential "Infrastructure" for Sustained Progress Every community must have a structure, mechanism, or process for carrying out each of four essential tasks that strengthen families, improve outcomes for children and youth, and sustain the community's efforts over time: 1) Identify needs, opportunities, and priorities for future action through a city commission, mayor's task force, or other group that brings together leaders from the public, private, and non- profit sectors as well as parents and other community residents. 2) Promote effective city school collaboration through regular meetings between the mayor and /or city council, school board, and school superintendent that focus on shared priorities and the development of joint plans of action. 3) Encourage and support youth voice, engagement, and leadership through a mayor's youth council, appointment of youth to municipal boards and committees, and /or community-wide youth summits. 4) Measure progress over time through the use of a community "scorecard" or set of benchmarks that tracks key outcomes and places them within the context of a broader report on the status of children, youth, and families. II. Key Action Steps to Consider Mayors, city council members, and senior city administrators have many opportunities to act on behalf of children, youth, and families in their communities. Initial steps to consider include: In response to a recent set of surveys administered by the National League of Cities, the National School Boards Association, the American Association of School Administrators, and the Learning First Alliance, overwhelming majorities of city officials, school board members, and superintendents expressed the belief that providing high quality education improves community life and social cohesion, attracts and retains families, helps develop a skilled workforce, fosters economic growth, attracts new jobs, and increases real estate values. City and school officials clearly agree that the fortunes of our cities and our schools are closely linked. Strong city school partnerships can address the social and economic conditions that so often hamper the achievement of our most vulnerable students. Successful partnerships include: San Jose, California Hartford, Conn Columbus, Ohio Lansing, Michigan Fort Worth, Texas St. Petersburg, Florida Nashville, Tennessee Long Beach, California Mayors, council members, school board members, and school administrators should jointly commit to the following actions: 1. Schedule regular meetings and joint public appearances or convenings of other key stakeholders to build trust, open lines of communication, and lay the groundwork for collaboration. 2. Develop and report regularly on a citywide vision and action plan that establishes clear goals and benchmarks for school improvement and holds city leaders, school officials, and other stakeholders responsible in fulfilling their respective roles. 3. Partner on school readiness initiatives and strategies for meeting students? health and social service needs to prepare all children to achieve at high levels. 4. Forge joint -use agreements to reduce city and school costs for facilities, equipment, and staff. 5. Address school funding shortfalls by jointly advocating for federal, state, and local funds to support school operations and bond issues to improve school facilities. 6. Launch public- engagement campaigns to highlight the importance of high quality public schools and encourage parents to become actively engaged in the education of their children. 7. Support the development of high school alternatives and options for students who are at risk of dropping out or have already left school and are seeking a second chance. Strong cities need strong schools. Strong schools, in turn, need the active support of city and community leaders. Municipal and school officials can embrace their interdependency while still acknowledging and respecting their unique roles and responsibilities. But business as usual is no longer an option. Only with a renewed sense of urgency on both sides will effective city school partnerships sprout and put down the deep roots that are essential to improve our public schools and help all children reach the high standards we have set for them. Early Childhood Development 1) Work with local United Ways and other community groups to prepare educational kits offering tips for new parents in the most commonly spoken languages, and distribute them through local hospitals and physicians. 2) Provide information for parents that helps them find and assess the quality of available child care and preschool options, utilizing both print and web -based materials developed in partnership with community agencies. 3) Offer family literacy activities appropriate for families from diverse cultures and backgrounds in community- based settings such as public libraries. Youth Development 4) Enlist youth to map local resources and needs, and support other youth -led service activities that tap the potential of young people as community assets. 5) Identify and improve safe places for children to play and youth to get together in every neighborhood in order to promote physical activity, healthy development, and positive interactions with peers. 6) Expand opportunities for youth participation and leadership through programs offered by city recreation departments, libraries, museums, and other youth serving organizations. Education and Afterschool 7) Encourage family involvement in schools by sponsoring "First Day" celebrations and providing release time for city employees when they attend parent teacher conferences or other school events. 8) Develop a blueprint for how the city, schools, business leaders, community groups, and parents will work together to support and improve student achievement, high school completion, and post- secondary access. 9) Establish a local afterschool coalition or task force, including both city agencies and community-based providers, that works to identify new funding sources and create quality standards for afterschool programs. Health and Safety 10) Partner with local health care providers, pharmacies, and other interested groups to highlight the availability of federal and state- funded health insurance for children and their families. 11) Publicize local efforts to recruit foster and adoptive families for children who have lost their parents or cannot safely live at home. 12) Work with school and law enforcement officials, social service agencies, and community or faith -based groups to reduce truancy and keep children safe and on track in school. Youth in Transition 13) Establish or support a mentoring initiative that connects young people to caring adults, recruiting volunteers from municipal agencies, local businesses, faith communities, fraternal organizations, and civic groups. 14) Support the development of alternative high schools and other options for struggling students that emphasize rigor, relevance, and relationships while responding to their diverse needs. 15) Build stronger linkages among key institutions (e.g. police departments, city human service agencies, juvenile courts, and foster care agencies) to help vulnerable youth, including those leaving systems of public care, children of immigrants, homeless youth, and pregnant or parenting teens. Family Economic Success 16) Launch or support a citywide campaign to help ensure that low- income working families receive the federal Earned Income Tax Credit and other key benefits for which they may be eligible. 17) Support or sponsor financial literacy courses or personal financial counseling to help families develop savings plans, repair credit, avoid predatory lenders, and plan for homeownership. 18) Provide transitional jobs for disadvantaged youth and adults who need temporary, wage -based employment as a stepping stone to develop work skills and enter the regular labor market. Neighborhoods and Community 19) Sponsor Street fairs, neighborhood celebrations, and multi cultural community events to bring families together and build stronger ties among neighbors. 20) Create joint -use agreements with school leaders and community-based groups to turn schools into centers of community life. 21) Hold media events, community forums, and site visits to local programs serving children, youth, and families as a way of keeping their needs in the spotlight. Area I Facility Recreation Recreation Youth Development BCYC I Academic Education Partnership Linkages Adult Education Adult Education Other Resources Grant Opportunities Partnerships with City of Brooklyn Center; Possible Partnerships Partnership Park/Building "Swap" Volleyball, etc. at Earle Brown Can we work together to provide afterschool, weekend and summer recreation activities? I What might the role be? City, School, Police, County, Faith Community, Libraries ELL, ABE, GED, Licenses, Financial, Housing Park and Recreation /Community Education Programs Plowing? Landscaping? Cleaning? Stimulus, other Federal, local, state and private funders Expansion More adult recreation activities Is there a tie -in with cooperative sponsorship that includes HS Sports and other Activities? Connect recreation with BCYC including facilities; Provide leadership training; Truancy I See Hennepin County "A- Grad" plan Expand on these and seek others where we can share expertise, space and cost. Senior Citizen Activities; Speakers I Tree Trust workers, etc. The sky's the limit. Why Collaboration Between Cities and Schools Is the Key to Reform (by Donald 3. Borut, Anne L. Bryant and Paul D. Houston) It often seems that city and school leaders don?t agree on much. Turf battles and political rivalries all too often end up as headline news. Yet new survey research from the three national membership associations representing these groups shows that they actually share common perspectives on many of the issues that matter most to the future of public education in America. We all know that communities with high quality public schools have a distinct advantage in the competition for new businesses and private sector investments. We also know that when local schools are strong, they create more durable connections between young people and their hometowns, producing a next generation of citizens who will be more productive and better equipped to meet the challenges of the 21st century. In response to a recent set of surveys administered by the National League of Cities, the National School Boards Association, the American Association of School Administrators, and the Learning First Alliance, overwhelming majorities of city officials, school board members, and superintendents expressed the belief that providing high quality education improves community life and social cohesion, attracts and retains families, helps develop a skilled workforce, fosters economic growth, attracts new jobs, and increases real estate values. City and school officials clearly agree that the fortunes of our cities and our schools are closely linked. Perhaps even more striking is the extent to which municipal and school leaders also agree on many of the key challenges that lie ahead for our public schools. More than half of city officials and school board members and an overwhelming majority of school administrators highlight difficulties in hiring and keeping good teachers and lack of parental involvement as critical challenges. Even larger majorities of school administrators and school board members cite the achievement gaps between different racial, ethnic, and socioeconomic groups as an important challenge, and more than half of municipal leaders share this view. Finally, at least three of four respondents in all three groups express concern that lack of funding is a major or moderate challenge for their school systems. These broad areas of agreement give city and school leaders a singular opportunity to forge partnerships and collaborations that drive future progress. To take advantage of this opportunity, city and school officials must move from a shared understanding of the problems to a common agenda and plan of action with shared accountability for results. The potential benefits of a collaborative effort to improve public schools are enormous. Mayors and city council members are in an excellent position to engage the public, raise awareness of critical needs, and marshal the political will to address them. School board members, superintendents, and other educators can contribute to these efforts and ensure, by virtue of their knowledge and expertise, that new initiatives are designed, targeted, and implemented effectively. Strong city- school partnerships can also address the social and economic conditions that so often hamper the achievement of our most vulnerable students. For example, the surveys by the NLC, the NSBA, and the AASA reveal widespread recognition of the importance of supplemental or ?wraparound? services that support the physical, social, and educational development of children. By working together, cities and schools can achieve important gains in areas such as access to early childhood and preschool education, after school programming, recreation, cultural enrichment, and school safety and youth violence prevention. Finally, city agencies and school administrators can work together to achieve savings and greater efficiency in an era of tight budgets through joint -use agreements for city and school buildings, as well as shared maintenance of facilities, vehicles, parks, and athletic fields. All of these approaches reflect the potential for convening civic leadership and pooling local resources to raise student achievement and meet the needs of children and families. Effective partnerships are built on a foundation of trust. Because municipal officials typically do not have direct authority over school districts, a mayor ?s interest in public schools can arouse suspicion or even alarm among school board members, school administrators, and other community leaders. Fears of mayoral intervention have been fueled in part by the move from elected to appointed school boards in some major urban areas. When the option of a mayoral ?takeover? is off the table, however, city and school leaders can often join together in powerful partnerships that advance a common agenda and plan of action for local school improvement. In large cities and small towns, municipal and school leaders are already working together to make their public schools better. Here are a few examples: Long Beach, Calif. Although the survey data suggest that most city officials, school administrators, and school board members rely on informal channels of communication, more formal and regularly scheduled meetings between city and school leaders can take partnerships to a new level. A ?collaborative conversation? spearheaded by Mayor Beverly 0 ?Neill brings her together with city council and school board members on a quarterly basis to discuss opportunities for enhanced coordination and joint planning. Nashville, Tenn. In response to shared concerns about the adequacy of funding for public schools, city and school leaders have strong incentives to work together in tapping existing funding streams and coordinating the use of available resources. Mayor Bill Purcell formed a task force with a very broad range of stakeholders ?including school board, district, parent, and student representatives, as well as city council members, state legislators, and business, higher education, community, and labor leaders?to examine trends and options for educational funding and the expansion of new programs for a growing student population. Strong city- school partnerships can address the social and economic conditions that so often hamper the achievement of our most vulnerable students. Lansing, Mich. Parent and community supports for learning can contribute in important ways to increased student achievement. Confronted by a growing dropout rate and low achievement among middle school students, the city of Lansing worked with Superintendent E. Sharon Banks to launch a communitywide literacy campaign designed and overseen by a broad -based local coalition. The campaign led to the establishment of a new mentoring program, a clearer emphasis on the use of data to identify problem areas, and a stronger focus on reading, in the classroom and throughout the community. Fort Worth, Texas. City- school partnerships also can drive the expansion of out -of school learning opportunities for children. In Fort Worth, then -Mayor Kenneth Barrand and Gary J. Manny, then the president of the Fort Worth Independent School District ?s board of education, joined together to provide matching funds for a major, new after school initiative. The city and district targeted funds to 52 of the city?s most underserved schools, driving a marked expansion of after school slots and improved program quality at these school sites. This list could easily go on. Mayor Rick Baker in St. Petersburg, Fla., has enlisted the help of local corporations, which are partnering with schools in creative and powerful ways. In San Jose, Calif., Mayor Ron Gonzales has championed school- readiness and teacher recruitment and retention efforts. To bolster college access, Mayor Eddie A. Perez in Hartford, Conn., has brought together postsecondary leaders and worked with the school district to identify strategies for reforming and improving the city?s public high schools. And in Columbus, Ohio, Mayor Michael B. Coleman gathered school district leaders from across the metropolitan region to devise strategies for closing achievement gaps in both suburban and central -city schools. Clearly, city- school partnerships come in myriad shapes and sizes. Although each community and school district has its own specific needs, challenges in every jurisdiction can be addressed through more effective collaboration between cities and their schools. If cities and school districts are serious about making lasting and positive change, they must find new ways to work together, and recommit themselves to supporting joint efforts that boost student achievement. The National League of Cities, the National School Boards Association, the American Association of School Administrators, and the Learning First Alliance call upon their respective constituents to collaborate in areas where there is common ground. By so doing, each organization acknowledges that the education of our children is too important to be left solely to schools. Education must be a collective enterprise and communitywide priority. Mayors, council members, school board members, and school administrators should jointly commit to the following actions: Schedule regular meetings and joint public appearances or convenings of other key stakeholders to build trust, open lines of communication, and lay the groundwork for collaboration. Develop and report regularly on a citywide vision and action plan that establishes clear goals and benchmarks for school improvement and holds city leaders, school officials, and other stakeholders responsible in fulfilling their respective roles. Partner on school- readiness initiatives and strategies for meeting students? health and social service needs to prepare all children to achieve at high levels. Forge joint -use agreements to reduce city and school costs for facilities, equipment, and staff. Address school funding shortfalls by jointly advocating for federal, state, and local funds to support school operations and bond issues to improve school facilities. Launch public engagement campaigns to highlight the importance of high quality public schools and encourage parents to become actively engaged in the education of their children. Support the development of high school alternatives and options for students who are at risk of dropping out or have already left school and are seeking a second chance. Strong cities need strong schools. Strong schools, in turn, need the active support of city and community leaders. Municipal and school officials can embrace their interdependency while still acknowledging and respecting their unique roles and responsibilities. But business as usual is no longer an option. Only with a renewed sense of urgency on both sides will effective city- school partnerships sprout and put down the deep roots that are essential to improve our public schools and help all children reach the high standards we have set for them. Hennepin County Accelerating Graduation by Reducing Achievement Disparities (A -GRAD) Report of Findings and Recommendation to the Hennepin County Board of Commissioners Submitted by the A -GRAD Advisory Board October 2008 Report of Findings and Recommendations to the Hennepin County Board of Commissioners Hennepin County A-GRAD Advisory Board In 2005, approximately 8,500 students graduated from Hennepin County high schools. That same year, 2,000 9th -12th graders dropped out. This is both morally and economically unacceptable. Hennepin County can and must change how it operates to ensure more students graduate. Acknowledgements On behalf of the A -GRAD Advisory Board, we extend sincere thanks to the many Hennepin County staff and consultants who provided tremendous support throughout this process by doing research, writing, facilitation, planning, scheduling and numerous other behind the scenes tasks. In particular, we owe special thanks to Kristine Martin, Carol Miller, Theresa Morey, Latricia Gilmer, Naomi Perez and Barb Nicol. A -GRAD Advisory Board co- chairs: John Stanoch, Qwest, John.Stanoch @gwesf.com, 612 663 -6913 Betty Webb, Educational Consultant, betty.webb @comcast.net, 612 991 -6893 Report of Findings and Recommendations to the Hennepin County Board of Commissioners Hennepin County A -GRAD Advisory Board Contents Acknowledgements Background 1 Problems and Responsibilities 2 Findings 3 Recommendations, action steps, indicators of success 4 Policy 4 Governance structure 4 Investments 5 Reinforce importance of learning 5 Timeline 6 Appendix County Board Education Resolution 1 Matrix for Selecting A -GRAD Advisory Board Membership 3 A -GRAD Advisory Board Members 4 A -GRAD Internal Work Group 5 A -GRAD Announcement Letter 6 A -GRAD Framework 7 Summary Achievement Data 8 Advisory Board meeting notes and presentations 12 For more information about A -GRAD, visit: www.co.hennepin.mn.us/rpd Report of Findings and Recommendations to the Hennepin County Board of Commissioners Hennepin County A -GRAD Advisory Board 1 Background In October of 2006, the Hennepin County Board of Commissioners passed a resolution, with support from educational leaders, calling for a long -range plan to ensure all Hennepin County youth graduate from high school. The resolution acknowledged that investments in education yield both private and public returns and are necessary to maintain the county's competitiveness in a global economy. The Department of Research, Planning and Development (RPD) was charged with turning that resolution into action and launched Hennepin County's Accelerating Graduation by Reducing Achievement Disparities (A -GRAD) initiative. Two stakeholder groups A -GRAD Advisory Board and internal County work group and a framework of guiding principles were created to guide and support the A -GRAD initiative. The A -GRAD Advisory Board met monthly (January August 2008), led by co- chairs Betty Webb, educational consultant, and John Stanoch, president of Minnesota Qwest. Advisory Board members were selected using a matrix of desired disciplinary backgrounds and roles to ensure broad perspectives and skills were involved in the work. The A -GRAD Advisory Board's charge was to focus on how Hennepin County does its work, leverages its investments, engages with partners and holds itself accountable to ensure increased educational success. Advisory Board members reviewed what Hennepin County currently does to support school readiness and success, considered a range of emerging strategies and best practices that are working elsewhere and developed recommended strategies for how Hennepin County can be a stronger partner in ensuring the educational success of all County children ages 0 -21. This report is the culmination of the Advisory Board's work. It presents recommendations, action steps, indicators of success and timelines for adoption by the Hennepin County Board of Commissioners to improve graduation rates in Hennepin County. It acknowledges the central responsibility that schools have in children's educational success but also makes it clear that Hennepin County can and must play a key role in impacting graduation rates, through leadership and collaboration. It does not ask for new money, but instead it outlines changes in how those investment decisions should be made. Tight economic times make this issue especially timely for County leadership. Changes are required to ensure County government does what it must in as efficient and effective a manner as possible to increase graduation rates. The ultimate payoff will be a more highly educated community, more effective and efficient utilization of County resources and a potential increase in County revenue. Report of Findings and Recommendations to the Hennepin County Board of Commissioners Hennepin C 2 ounty A -GRAD Advisory Board Problems and Responsibilities Approximately 8,500 students graduate from Hennepin County high schools each year. At the same time, 2,000 9th 12th graders drop out. The result? Every year there is one high school dropout for every four high school graduates. Education and achievement disparities especially for children of color begin at very young ages and continue /worsen over time. These disparities are a result of multiple institutional and societal factors that can seriously undermine a child's changes for educational success. Even when poverty is considered, children of color fare worse than their white peers. These racial achievement gaps appear far too frequently and they continue into adulthood. There is no shortage of data to document this problem. In purely economic terms, the consequences of this failure are stark. Consider this: 0 High school dropouts generate less in taxes, increase criminal justice costs and incur a wide range of welfare costs. Minnesota dropouts in 2007 will cost the state almost $3.9 billion in lost wages, taxes and productivity over their lifetimes. The number of high school dropouts and the disparities that drive it are both morally and economically unacceptable. When young people do not achieve educational success, they become prime candidates for involvement in the criminal justice, economic assistance and social service systems. As community residents and as County government, we are responsible and we will pay the price. In short, our community is failing its children. While no single institution can solve these problems, Hennepin County government invests in and shares responsibility for the success of all children and youth. Both Hennepin County residents and Hennepin County government suffer when youth do not succeed. Hennepin County residents represent a diverse range of socioeconomic, cultural and racial backgrounds. However, staffing, planning and partnering do not always draw on that diversity as an asset or respond to it appropriately. Hennepin County currently spends at least $44 million through five departments on education related investments supporting contracted and operated programs. These departments interface with more than 200,000 children and youth ages 0 -21. In addition to these direct education investments, the County also invests more than $75 million in programs that include education and rehabilitation of young people such as the County Home School, out of home placement and the juvenile detention center. However, these investments in our young people are not systematically connected to educational success. The problem is not how much money is spent it's how educational investment decisions are made. Gathering data on the County's education investments was a time- consuming and challenging task, as many departments were not accustomed to considering or evaluating the effect of their services or investments on the educational outcomes of children. One thing was clear: there is a broad continuum of ways the County comes in contact with children and youth from library storytimes to serving as in loco parentis. There is also a broad continuum of how educational success is or is not considered in each of these County interactions. Educational success is not only based on academic skills, but is grounded in a child's social emotional well- being. However, this "whole child" approach is not routinely considered. It is critical that graduation from high school for all youth become an imperative for all Hennepin County staff and partners. That will require true collaboration and strong partnerships among all systems that are charged with helping children and supporting families. Hennepin County government can and must be a leader and partner in promoting educational success, in keeping with its mission to "enhance the health, safety and quality of life of our residents and communities in a respectful, efficient and fiscally responsible way." To do so will require a change in how it views its role and restructuring to support that role. Hennepin County has a responsibility to ensure all youth have the ability, opportunity and support needed to graduate from high school. Just as it is unacceptable for a child to be unsafe, it is equally unacceptable for a child to be uneducated. Report of Findings and Recommendations to the Hennepin County Board of Commissioners Hennepin County A-GRAD Advisory Board 3 Findings 1. Hennepin County has no overall policy on its role and responsibilities in the education of youth. While the county's education investments are substantial, they are not always guided by best practices, clear objectives or in partnership with other key stakeholders. 2. County leaders and staff don't universally promote educational success as a key infervention or outcome, nor do they consistently see the County's role in supporting education as a legal right, an imperative to healthy development, a mental health support, remediation for earlier difficult experiences, a requirement for economic viability and the primary path to productive citizenship. There are a large number of children for whom the County is ultimately responsible, yet educational outcomes for children are not systematically and consistently addressed. 3. Without coordination, leadership and partnership: ❑County departments make investments independently and with no system that ensures collaboration, evaluation or adherence to practice based on research. Decisions about County- provided and contracted services aren't necessarily or adequately based on criteria to increase educational success. School readiness and success are not routinely considered every time the County interacts with a child. Benchmarks that support educational success do not exist in some areas, and do not consistently drive Hennepin County work. County efforts are infrequently aligned with school districts' efforts, and the County does not consistently partner with key players as needed. The result? Underutilized, unevaluated and potentially wasteful investments Inconsistent decision making Fragmented and damaged relationships with key community partners Arbitrary contract decisions Children whose educational path is either ignored or disrupted Revolving door for many youth, in and out of the system 4. The path to graduation begins at birth. Hennepin County must assume an active leadership role in improving the educational success of its youngest residents. Hennepin County also needs to be an effective partner with schools and others involved in educating youth. However, neither of these is consistently occurring. The current system of ineffective and wasteful investments and strategies fails to leverage potentially powerful resources from others, and misses strategic investments that while small could have a large impact. 5. Research shows that graduation rates depend on learning opportunities and experiences in homes, schools and communities that keep youth engaged and on a path to educational success from birth to graduation. However, Hennepin County is not proactively contributing to the development of an overarching commitment to ensuring all youth in Hennepin County experience educational success 0 -21 and graduate from high school ready for postsecondary success. Based on its work, the A -GRAD Advisory Board believes Hennepin County can play a key role in increasing graduation rates by re- visioning its role as a leader and a partner, and by providing the necessary leadership structure to support goaloriented decisions and investments aligned with strategies to increase graduation rates. The following recommendations will not necessarily require new money but they will require clear policies and a new level of accountability and strategy for the millions of dollars the County already spends on children and youth. While these recommendations are focused on how Hennepin County does its business, models exist elsewhere that go beyond internal investments and leadership structure. If the County Board and Administration want to go further, community -wide approaches such as the Multnomah County SUN Community Schools (http: /www.sunschools.org), the Harlem Children's Zone (http: /www.hcz.org) and other models have concepts and principles that Hennepin County can learn from and adapt for our community. Report of Findings and Recommendations to the Hennepin County Board of Commissioners Hennepin C 4 ounty A -GRAD Advisory Board Recommendations I. Visibly proclaim Hennepin County's commitment by establishing a clear policy on the County's role as both leader and partner in increasing Hennepin County graduation rates. Hennepin County leaders need to be clear, loud and proud about the County's commitment to increasing graduation rates for all County youth in both words and actions. The County also needs to transparently collaborate with other education stakeholders (school districts, other educators, families, community agencies) to achieve the shared goal of increased graduation rates. Action Steps 1. Adopt a policy that all Hennepin County budgets, staff decisions and contracts that impact children and youth must include strategies for increasing graduation rates. 2. Clearly and publicly state the County's commitment to increasing graduation rates, being a good partner and serving as a catalyst for others to engage in this work. 3. Acknowledge that while families and schools are ultimately responsible for graduation rates, Hennepin County is a key player and must develop effective partnerships and collaborations with schools and community agencies to achieve its goals. 4. Work with community partners to develop shared statements of educational success and effective partnerships to reach those goals. 5. Develop, implement and monitor a plan in consultation with school districts and other educators that supports the community's diversity and aligns investments and service provision with best practices using three integrated approaches: a. Kids: Support child /student preparation for and engagement in school and learning opportunities. b. Families: Support parent and family engagement in learning opportunities and school. c. Places: Support community learning opportunities and school environments for students that lead to educational success. Sample Indicators of Success The County's policy on supporting increased graduation rates is adopted and broadly communicated. Multiple partners have agreed to join Hennepin County in increasing graduation rates. Standards for effective and purposeful partnerships are established. A framework for increasing graduation rates that aligns investments and services with best practices is being utilized by all County departments. II. Establish a governance structure that aligns Hennepin County resources (human and financial) both internally and externally, using models that demonstrate success and include effective accountability. Clear, high -level responsibility and authority for increasing graduation rates is necessary for County leadership and actions to have meaningful impact. Action Steps 1. Create a new position of authority reporting directly to the County Administrator that is responsible for implementing the County's policy on increasing graduation rates and these recommendations. a. Establish a high -level internal cross functional management team to support this focus. b. Charge this team with managing the County's partnership portfolio. c. Hold this team accountable for results. 2. Establish an external policy oversight committee representing partners, community agencies and educational experts to support progress toward increased graduation rates. a. Create meaningful reporting relationships, methods for ongoing input and direct connections to both the internal management team and the County Board. b. Require at least one annual report to the County Board on progress and challenges. 3. Charge all County departments to work together in prioritizing increased graduation rates for all children and youth. 4. Develop accountability measures for County staff and external partners to monitor and report on progress toward increasing graduation rates through the County's Balanced Scorecard. Sample Indicators of Success County governance structure to support increased graduation rates is created and operational. All County departments that come in contact with children and youth ages 0 -21 use an annual action plan connecting their efforts with support for increased graduation rates. 0 A regular reporting system with clear benchmarks and ageappropriate strategies toward increasing graduation rates is established. A scorecard for educational outcomes is incorporated into the County's Balanced Scorecard. Report of Findings and Recommendations to the Hennepin County Board of Commissioners Hennepin County A-GRAD Advisory Board 5 III. Based on the governance structure and policy framework, use investments made in partnership with others, both internally and externally to support strategies that increase graduation rates. The County spends millions of dollars on direct education investments and millions more on children and families with complex financial, emotional and physical needs whose educational success must be assured. These investments need to be clearly tied to increasing graduation rates, both to maximize their impact and to minimize the County's long -term liabilities. Action Steps 1. Align budgets with policies, goals and strategies to support increasing graduation rates. 2. Use investments to fund goal- oriented strategies that are evidence -based or considered best practices to support a foundation of basic skills for all children and promotion of culture as a protective factor across three areas: a. Kids: Support child /student preparation for and engagement in learning opportunities and school. b. Families: Support parent and family engagement in school and learning opportunities. c. Places: Support community learning opportunities and school environments for students that lead to educational success. 3. Develop methods for evaluating and monitoring the investments. 4. View County investments as supportive not punitive, by working with internal and external partners to evaluate and change as needed to reach the goal of increasing graduation rates. Sample Indicators of Success The County is able to track education investments and their step -by -step impact on increasing graduation rates over time. Investment contracts utilize strategies that address the importance of child /student preparation and engagement, family engagement and supportive learning environments. Partners report positive interactions with the County. IV. Based on the governance structure and policy framework, create a culture that reinforces the importance of learning, is inclusive of the needs of all children and is pervasive throughout Hennepin County staff and services. County staff need clear direction to ensure they take actions that support the educational success of their clients rather than ignore it or make counter- productive decisions. They also need training to provide them with the skills and knowledge critical for supporting all children regardless of age, background or culture on their educational journey. Action Steps 1. For all children in County placement or supervision, identify their learning needs early on and require a County individual learning plan, aligned with school plans, as part of their care. 2. Provide preparation, encouragement and support through ongoing professional development for County staff and partners to understand the over arching educational goal and best practice strategies so these can be effectively incorporated into direct provision of all County services that impact children. 3. Provide rewards, incentives and sanctions to encourage County staff and partners to incorporate effective educational success strategies into all interactions with children and families. 4. Work with whole families, not just parents or children, and utilize approaches that recognize stages of child development, the importance of stability, effective communication between families and schools and working with multiple layers on behalf of one child. 5. Deliver services that accelerate learning opportunities for children of all ages and all cultures, and work in partnership both internally and externally toward this goal. 6. Acknowledge and value the role of culture as both a perspective and an asset that can support educational success, and make hiring and training decisions that reflect this knowledge. Sample Indicators of Success 0 Case plans for children of all ages include a review of assets and barriers to educational success, with corresponding strategies to support progress toward graduation. 0 County staff are part of ongoing training on effective strategies to support educational success for children of all cultures, from birth to 21. 0 County staff and partner performance appraisals include expectations for inclusion of educational success strategies. 0 Educational status, assets and barriers to education areincluded in the intake screening and referral of children orparents. Report of Findings and Recommendations to the Hennepin County Board of Commissioners Hennepin County A GRAD Advisory Board Timeline October 9, 2008 Hennepin County Board briefing on A -GRAD process and recommendations October 21, 2008 Hennepin County Commissioners endorse A -GRAD report and adopt recommendations January 1, 2009 Appointment of leader responsible for managing and implementing these recommendations. January 1, 2009 Appointment of external policy oversight committee. April 1, 2009 Update from new internal leadership to County Board and original A -GRAD Advisory Board Coalition for Community Schools, www.communityschools.org, 2009 Community Schools Language Comments from Secretary Duncan Key Issues "[The] school day is too short, our school week is too short, and our school year is too short "We must get our priorities in order so that every child in large urban districts like mine [Chicago] where 85 percent of our children are low- income has safe, constructive activities each afternoon..." "We need a new vision for a 21st century education system one where we aren't just supporting existing schools but spurring innovation; where we're not just investing more money but demanding more reform... "We have to continue to think about how we can challenge a culture that has kept parents out. How do we invite parents? How do we open the doors for computer classes and many things that we can and should do if parents want to have access to them Vision "I think the more our schools become community centers, the more they become centers of community and family life, the better our children can do." Schools can serve as community beacons in which schools become the "heart of the community" and "parents and students learn together." "I am just convinced that when families learn together and where schools truly become the heart and center of a neighborhood a community anchor there are tremendous dividends for children." We see our schools as the anchor of the community. The Community Schools Initiative is one way to improve student achievement, increase parental involvement and create opportunities for the community to support our schools." Outcomes "Getting students and parents involved in community schools has dramatically reduced student mobility from school to school, even when parents move to other locations, and Chicago's emphasis on longer days has increased community ties." "Studies have shown that the community school concept helps decrease mobility rates, improve student attendance, decrease truancy rates and increase test scores. "Since I became CEO, I have committed to providing our students with more school options, advocated for a longer school day, and touted the importance of more parental involvement. Community Schools accomplishes all of these objectives, and as a result we see better academic performance in our students." Community Schools Elements Collaboration "Each community school will have a Community Partner, which will be a nonprofit group that will take the lead on developing and offering programs and services for parents and community members." "Everyone will be involved, in planning, in participating and in assessing the programs in their schools. Schools that opt to become Community Schools will develop their own plans, in collaboration with their Community Partner, tailored to meet the particular needs of each school and community. Leveraging "Community schools are able to leverage the investments of community partners to fill a social services vacuum." Extended Day Enrichment "...the days in which schools being open six hours a day and the child goes home for a peanut butter and jelly sandwich at 2:30 with mom, at home that doesn't work for two parent working families, that doesn't work for single moms working two and three jobs, that doesn't work for Chicago's 9,000 homeless children." "The more we're creative in thinking about how our schools are open not six hours but 12 hours, and Saturdays, and over the summer... the more those schools become the centers of community life, the better our children are going to do." "Those things [arts enrichment, debate team, etc.] are somehow seen as extra, non important to give to public school children. And so we've fought very, very hard whether it's during the school day or in the non school hours to give every child the opportunity to develop their skills, to develop their unique interests and talent, and give them reason to be motivated to come to school every single day." Co- location of Services Integrated Services "The more we're co- locating services, GED, ESL, health care clinics... the more those schools become the centers of community life the better our children are going to do." "Because learning doesn't happen in a vacuum, we want to bring into the schools the families, the civic groups, the social and health service organizations, and the business and community groups." "Educating a child involves more than developing the child's mind. We have to look at learning as a holistic process. Children need to be healthy and well nourished; they need homes that are supportive of schooling; they need to be safe both in school and after school." "Each school will have a community organization as a partner and will feature academic and extracurricular programs such as tutoring for students, adult education/GED preparation, sewing, technology training, health services, homework support, and childcare." Parent Involvement "It is very easy to criticize parents and say they are part of the problem. Before we blame parents we need to be self critical and look in the mirror. Historically, we have had a culture where parents weren't invited in. They were supposed to drop their children off at the school door, pick them up at the end of the day, and maybe come a couple of times a year for their children's report card pick up. We are trying to dramatically change that culture." "A parent/teacher advisory committee will be organized at each school to assist in planning the school's activities and programs." "It is critical for the community schools to support instruction for students and involve parents. As such, each school is required to include an educational and parental involvement component in their community school plan." "We need a new vision for a 21st century education system...one where parents take responsibility for their children's success." Every Child Every Pro TURNING FAU.UR KEY IMPLICATIONS The findings from Every Child, Every Promise should guide our approach to meeting the needs of young people in key ways: Consider the whole child. Addressing children's multiple needs means more than improving schools alone, or only supporting parents. Children are the products of all of their environments: home, schools, neighborhoods and communities. These influences are mutually reinforcing. We need "whole child reform" involving the whole of childhood. 2. Involve all sectors of society. The most effective way to ensure that children receive all Five Promises is to engage multiple sectors businesses, nonprofits, communities, policy- makers, the faith community, educators, parents and young people themselves. These groups should work together so that each "investment" in a child is reinforced and compounded. 3. Invest early and often. Sustained investments in children over time produce the biggest dividends by compounding the benefits of previous investments. Early investment is more effective and less expensive than remedial efforts in adolescence or adulthood. More effective still are investments across the entire arc of childhood and adolescence. 4. Strengthen our economy through our young people. Balanced investment in young people yields strong returns in the form of higher rates of U.S. high school graduation and college attendance and lower rates of crime. Those improvements in turn add more dollars and productive citizens to our economy, while reducing costs to taxpayers. 5. View investments as more than programs without minimizing their role. Better programs and schools alone will not ensure that every child receives every Promise. At the same time, cost effective, targeted programs may offer the best strategy for mitigating the risk factors otherwise working against children placed at major disadvantages. 6. Focus attention on the most underserved young people. Research shows that disadvantaged children who are considered most at risk are precisely those who show the greatest gains when they receive investments that build skills for success. As a result, investments in these children also produce the greatest return for our society, in the form of higher tax contributions and reductions in the costs associated with school dropouts, crime, drug abuse and public assistance programs. Coalition for `Community `Schools What are Community Schools and where are they? In the last decade, community school initiatives have spread to localities in 49 states and the District of Columbia. The concept of community school is growing in part because it represent a vehicle for aligning the assets of students, families, teachers, and the community around a common goal improving the success of our young people. Community schools purposefully integrate academic, health, and social services, youth and community development and community engagement, drawing in school partners with resources to improve student and adult learning, strengthen families and promote healthy communities. What We Know RESEARCH BRIEF ON COMMUNITY SCHOOLS A growing body of research suggests that fidelity to the community school strategy yields compounding benefits for students, families, and community. Community school students show significant gains in academic achievement and in essential areas of nonacademic development. Families of community school students show increased family stability, communication with teachers, school involvement, and a greater sense of responsibility for their children's learning. Community schools enjoy stronger parent- teacher relationships, increased teacher satisfaction, a more positive school environment and greater community support. The community school model promotes more efficient use of school buildings and as a result, neighborhoods enjoy increased security, heightened community pride and better rapport among students and residents.' Evaluations demonstrate positive outcomes in a variety of areas. Improved Academic Performance Reading and Math Improvement in student academic performance is significant among community schools. An independent review of the national community school initiative, Communities in Schools, has reported that students in their schools excelled significantly in math and reading scores over students in other schools." The 150 schools in the Chicago Community School Initiative (CSI) have delivered standardized test results from 2001 to 2007 that show a steady closing of the achievement gap with other CPS schools. Out -of- school time, a key feature of the initiative, is linked to increased reading and math scores.'" In New York City, where the Children's Aid Society (CAS) has shepherded their leading community school initiative, students participating in CAS after school programs from 2004- 2007 scored significantly higher on their math tests than students in other city schools. In 2006- 2007, 42.1% of students who spent more than half their time in a CAS community school met the Level 3 standard (proficient) on the state math test. From 1993 to 1995, the number of third grade students at a CAS community school improved by 25 percentage points in reading proficiency (from 10.4% to 35.4 and 33 percentage points (from 23.3% to 56 in math Coalition for Community Schools do Institute for Educational Leadership, 4455 Connecticut Avenue, Suite 310, Washington, DC 20008 202 822 8405, www.eommunityschools.org/ Coalition for Coinrnum Schools proficiency by the fifth grade. In 2004 -2005, middle school youth were significantly more likely to achieve proficiency on standardized test scores if they participated regularly in community school after school programs. Students participating for two years were even more likely to achieve proficiency. During the 2004 -05 school year, seventh and eighth -grade students participating in community school after school programs performed significantly better than non participants on reading and math tests. A study of San Mateo County Community Schools found that their most seasoned community schools had students regularly reaching Academic Performance Index standards and achieving advanced scores on the state's English Language Arts (ELA) assessment (STAR). Compared with the previous year, student participation in extended day activities, student and/or parent participation in mental health services, and parent participation in school programs and activities were associated with higher STAR test scores in 2006 -07. Specifically, over one -third (35 of youth who participated in extended day activities improved their scores on the ELA test, while only 26% of non- participants improved. Over 36% of participants improved their scores on the STAR math test, while only 23% of non participants improved. Thirty -eight percent of students who accessed mental health services and/or whose families accessed mental health services improved their scores on the STAR math test, while just 26% improved if neither accessed services. Dropout Rates Reduced Attendance Improved Community schools have a significant impact on reducing the dropout rate. Compared to dropout prevention programs with scientifically -based evidence and listed in the U.S. Department of Education's What Works Clearinghouse, Communities in Schools is one of a small number of programs to prove it keeps students in school and the only one in the country to prove that it increases graduation rates, graduating students on time with a regular diploma. In Tukwila, WA Community Schools Collaboration on -time graduation has increased annually since 2001, the rate of absentee and drop -outs for middle and high school students has dropped." Higher attendance in community schools contributes to improved achievement. Children in community schools want to come to school and as a result they learn more. In 2003 -2004, findings for the LA's (Los Angeles) BEST After School Enrichment Program showed that higher levels of participation led to better subsequent school attendance, which in turn related to higher academic achievement."' The Children's Aid Society students (New York City) who have participated in after school programs for three or four years have better school attendance than students who participated for less time or not time at all (statistically significant). Communities in Schools (nationwide) found net increases in elementary, middle, and high school attendance for community schools over their matched comparison group.`'" In Iowa, the Eisenhower Full Service Community School model demonstrated a significant reduction in absenses for participants compared to non participants. Coalition for Community Schools do Institute for Educational Leadership, 4455 Connecticut Avenue, Suite 310, Washington, DC 20008 202 822 -8405, www.communityschools.org/ Coalition tor CoCnmunicy Schools In the Cincinnati Public Schools' Community Learning Centers (CLCs), 8 of 9 community school sites reached their benchmark of 93% of students attending daily. The Netter Center for Community Partnerships (CCP) at the University of Pennsylvania (Philadelphia) reported that CCP partner schools University City High School (UCHS) and Ecotech had average daily attendance rates of 79% and 87% respectively compared to the citywide high school average of 65 In Arkansas the Schools of the 21st Century model saw a 2.2 decrease in absenteeism rates. Improved Behavior and Youth Development There are beneficial shifts in the actions, attitudes, interests, motivations and relationships of children and youth who attend a community school. Chicago CSI students have consistently demonstrated significantly lower numbers of serious disciplinary incidents compared to schools with similar demographics. Shaw Middle School, which partnered with the University of Pennsylvania, saw suspensions decrease from 464 to 163 from 2000 to 2006. A study of the Children's Aid Community Schools found significant increases for all surveyed students in self esteem and career /other aspirations, and decreased reports of problems with communication across all three study years. Results demonstrate the quality of youth development approaches embedded in the New York City Beacons centers that helped youth learn leadership skills and had youth report that they were less likely to intentionally hurt someone physically, damage other people's property, steal money, or get into a fight.'' Greater Parent Involvement When families are supported in their parenting role, involvement in their children's learning increases and student performance is strengthened. Consistent parental involvement at home and school, at every grade level and throughout the year, is important for students' sustained academic success.' Parents of community school students are more engaged in their children's learning and are more involved in their school. In the San Mateo County Community School study, parent skills and capacities saw statistically significant improvements. Results show that 93% of parents attended parent/teacher conferences and a high percentage of parents encouraged their child to complete their homework (95% more frequently than occasionally), talk to their child about school (97% more frequently than occasionally), and use everyday activities to teach their child (87% more frequently than occasionally). Parents who receive services from the community school that their children attend are more likely to be engaged in their children's education. For example, in Carlin Springs Elementary School in Arlington, VA, 95% of the adults taking ESL classes attended their parent teacher conferences. Coalition for Community Schools c/o Institute for Educational Leadership, 4455 Connecticut Avenue, Suite 310, Washington, DC 20008 202 822 -8405, www.communityschools.org/ Coalition tor `Communicf Schools In two other community schools (Sayre High School in Philadelphia and Independence School District, Independence, Missouri) 90% of Family Fitness Night participants reported that they are eating healthier and exercising more and Family School liaisons have conducted 17,170 home visits from 2004 -2007. Benefits to the Community Community schools promote better use of school buildings and neighborhoods enjoy increased security, heightened community pride, and better rapport among students and residents. Benefits to families, such as increased physical, economic and emotional stability contribute to the stability of their communities. So do more and better relationships among community agencies, businesses and civic organizations, accompanied by a greater awareness of the services they offer.x' Results from the Coalition's community schools national award for excellence in 2006 and 2007 revealed that in the community school initiative of Bedford Township, Ml, over 1,400 adults participated in more than 250 adult evening enrichment classes. Also, over 14,000 meals a year were prepared and served at the Senior Center, over 40 adults received their GED diploma, and health vans provided transportation to and from non emergency medical appointments 365 days per year. Community schools promote healthy relationships between youth and adults and youth with their peers in the community. In SUN Community Schools in Multnomah County, OR, 93% of students reported having at least one adult they can turn to for help. SUN Community Schools collaborate with 350 business and community partners. In 2005 -06, 2,163 community and business volunteers contributed 33,000 volunteer hours to SUN Community Schools. In that same school year, 16,315 children and youth and 3,142 adults were served through SUN classes and activities. In Lincoln Community Learning Centers in Lincoln, NE the Lincoln Chamber of Commerce passed a resolution recognizing the importance of the CLC initiative to economic development."" Next Steps An Evaluation Toolkit The evidence is mounting behind the community school strategy as one of the best ways to improve outcomes for children, families, schools, and communities. Over 20 community school initiatives are conducting formative and summative evaluations to monitor their progress. In an effort to build the field both in quantity and quality, the Coalition for Community Schools is partnering with the John Gardner Center at Stanford in 2008 -09 to develop a toolkit for individual community school practitioners and community school initiatives to evaluate and modify their practice as they continue to develop more and more effective community schools. Blank, M., Melaville, A., Shah, B. (2003). Making the difference: Research and practice in community schools. Washington, DC: Coalition for Community Schools, Institute for Educational Leadership. Coalition for Community Schools do Institute for Educational Leadership, 4455 Connecticut Avenue, Suite 310, Washington, DC 20008 202- 822 -8405, www.communityschools.orgl Coalition for 'Communityt 'Schools f A study of Communities in Schools, a national community school model found: net increases of +6.0% in grade 8 math and +5.1% in grade 8 reading scores for high implementing community schools over their matched comparison group. Net increases in math scores for all grades over their comparison groups +2.5% urban, +3.3% rural). Net increases in math for schools predominantly serving traditionally -low performing populations. For example, gains were recorded on the state achievement test in 2005 -2006 school year; "In 2001, the average CSI school had 12% fewer students meeting or exceeding expectations in reading while in 2007 CSI schools averaged only 6.9% fewer students, representing a reduction of 43% not meeting reading expectations. "In 2001, the average CSI school had half as many students meeting or exceeding math expectations as non -CSI schools (14% versus 28 while in 2007 the difference was only 5.1 percentage points (64.2% versus 69.3)." Results from the Community Schools National Award Winners for Excellence, 2006 2007, Coalition for Community Schools. Blank, M., Melaville, A., Shah, B. (2003). Making the difference: Research and practice in community schools. Washington, DC: Coalition for Community Schools, Institute for Educational Leadership. vii Communities in Schools found net increases of +0.2% in elementary, +0.1% in middle, and +0.3% in high school for high implementing community schools over their matched comparison group. nil The average number of serious disciplinary incidents is consistently lower by 5 to 10 incidents annually as reported from 2002 to 2006. Chicago Public Schools, Community Schools Initiative, Office of Extended Learning Opportunities, 2008. Blank, M., Melaville, A., Shah, B. (2003). Making the difference: Research and practice in community schools. Washington, DC: Coalition for Community Schools, Institute for Educational Leadership. Ibid. Ibid. Results from the Community Schools National Award Winners for Excellence, 2006 2007, Coalition for Community Schools. For more information, please contact Marty Blank, blankm(ai iel.ore. or Sarah Pearson, nearsonsaiel.org. Coalition for Community Schools do Institute for Educational Leadership, 4455 Connecticut Avenue, Suite 310, Washington, DC 20008 202 822 -8405, www.communityschools.org/ Haalr.y. Chaenan, CosMinn fir Co ,,no, ly S,beel, Asar.lst. Vte.•Pnsk4o.nd Ok.ala NON. C.aar MI Community Padn.nhk. Una/amity a Pothyl sNa W. 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Today, therero� h�ti�Y dt national models and local initiatives that create their own flavor of community °cN '6 tt"(it: l rief provides an overview of leading Initiatives. sbe proihatidefit Li andilevifirpinfeoger families, sod Menhir', comments*. toot? 4For itt ail a set ef OiMpq, .mew health and aenwrwlnity re. ifigegliment, N kn. Comm unity **hash are renters Nibs nky -.pre to everyar- sM day, suer, day, *vanities sadweekende. 1'arnelle, /sod get 1 higher edges- nen IaetMMisa, Mntnessee, can munit* heeed.orgsnhrsdnMe, and loca.elthens are uninvolved. teens more about becoming lemmaally salute, all vw,y W CnnunynitVSehrtok .lf1. Wow do community schools top Into the community? Community schools connect school and com- munity to serve the common good and achieve these results: Children are ready to team when they enter school and every day thereafter. All children end youth are engaged in acs• dunk experiences and enriched opportunities that help them see positive futures and achieve to high standards. Students are healthy physically, socially and emdtlonaNy. Youth are proposed for adult rotes In the wrsrkptaee, as parents and as eltisena, Families end neighborhoods are safe, supportive and engaged, Parent* and community members are Involved with the school end their own Nte -long teeming, Students engage M reat-werkd problem soh• icy as pad of their curriculum and contribute to their communities, Volunteers come to community schools to support student academic, interpersenet, and career success, Before- and after- achtot programs build on classroom experiences and help students expand their horizons, contribute civically to their neighborhood, and have hm. Famit•suppori centers at the community school Iodinate parent Involvement and enrichment looses for adults around topics such as child- rearing, employment, housing, end other services. 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Skdpr\rsm TMstnddYr�sM•'• N•'ah aerie p.ddyh�•�dil•ssnseEle l.elws Is ,sPrijaPlM, My+•W d,oslccitrMlM I drtitalonO.iwM.Mldtw.rdadraAN' geheddRm 21A CM Fehr MNR.udow.sbli scasslhb srdtigflO$MV 5N41' \ry M bMOp•' dw1llPet+d d cFTd,n. Predmae tc.P+ndsgdirom. Wd,bsuM..1r I;AYraA Unlverxlt'r- 4astated Community Schknt., ld i+ll+N•'c The Netter Cantor lor,Qommunlly PJtnnenhI!A, •au d TM Mr u ll st s0 ,ibnaArvMam+Ma n KI •°i'icq ldbYigsadlabN wan eAsIm n�Ptb eWI rnm r j\iAZ hM'w's0°d'P" c syraulrl PltlldP•ei k iw ,pcpiolcyMisies adq to 0thM•'W alride.esarYtY sslgcI •d' AMP at ,dlions161sMn sf htll+e eSeN' hrn tan AMSSa'Ir tr,F.A UlmI e\.r.r S5Ir 1Jsl•V Csnra�Fam l+aa'iSU3. and vnllM M rahllo lsdl cr�Fwrslry.aerkwitwry es,Wpsahoda f+,,esr. Yiperl•n rA a" tw},piS�PDIfP.R9Jk5RhcxsNnys lav aeaalna.�?Mmidcla�OOr.lm+a.. The Harlem Project New York Times Cllr Nen f ork June 20, 2004 By PAUL TOUGH The Harlem Project Page 1 of 7 Back in 1990, Geoffrey Canada was just your average do- gooder. That year, he became the president of a nonprofit charitable organization based in Harlem called the Rheedlen Centers for Children and Families, and he set out trying to improve the world, one poor child at a time. It was a bad moment to be poor in New York City. Harlem, especially, was suffering under the simultaneous plagues of crack cocaine, cheap guns and rampant homelessness, and Canada's main goal at Rheedlen, in those years, was to keep the children in his programs alive. The organization had an annual budget of $3 million, which it spent on a predictable array of services in Upper Manhattan: after school programs, truancy prevention, anti- violence training for teenagers. The programs seemed to do a lot of good for the children who were enrolled in them, at least in part because of Canada's own level of devotion. He was obsessed with his job, personally invested in the lives of the children he was helping and devastated when they ended up in prison or on drugs or shot dead on the street. But after he ran these programs for a few years, day in and day out, his ideas about poverty started to change. The catalyst was surprisingly simple: a waiting list. One Rheedlen after- school program had more children who wanted to enroll than it was able to admit. So Canada chose the obvious remedy: he drew up a waiting list, and it quickly filled with the names of children who needed his help and couldn't get it. That bothered him, and it kept bothering him, and before long it had him thinking differently about his entire organization. Sure, the 500 children who were lucky enough to be participating in one of his programs were getting help, but why those 500 and not the 500 on the waiting list? Or why not another 500 altogether? For that matter, why 500 and not 5,000? If all he was doing was picking some kids to save and letting the rest fail, what was the point? At around the same time, he was invited by Marian Wright Edelman, the president of the Children's Defense Fund, to join a group she had recently founded called the Black Community Crusade for Children. Once a year, she brought together two dozen leaders from across the country who were trying to solve the problems of poor black children. They met down at a farm in Tennessee that had once been owned by Alex Haley, the author of "Roots," and they spent a few days comparing notes on the crisis in America's poor neighborhoods. For Canada, the good news at these discussions was that he wasn't alone but that was the bad news, too. All across the country, in big cities and in small towns, well meaning nonprofits were finding the same thing: they were helping a few kids, getting them out of the ghettos and off the streets and sometimes even into college, but for the masses of poor children, and especially those who were black, nothing was changing; those children were still falling behind in school, scoring below average on reading tests and staying poor. Most of the men and women who were meeting in Tennessee were from Canada's generation he is 52 and they had come of age in the hopeful period following the passage of the Civil Rights Act, when things seemed as if they were about to improve for poor black Americans. But as Edelman convened her group, life in the ghettos was getting worse, not better. To Canada, it felt as if he and his peers were losing more children more quickly than they had ever lost before. For the first time, he felt a sense of hopelessness, and he found himself thinking that the kids he was seeing in kindergarten in Harlem were already doomed, destined to spend the rest of their lives stuck at the bottom. Canada knew there were success stories out there. There were always reports in the newspapers about "special" kids who "overcame the odds." Some brilliant teacher or charity or millionaire went into the ghetto and found 100 kids and educated them and turned their lives around. But those stories seemed counterproductive to Canada. Instead of helping some kids beat the odds, he thought, why don't we just change the odds? When he looked around, though, he couldn't find anyone who knew how to do that. Experts in his field had figured out how to educate one disadvantaged child, or one classroom full of kids, but the benefits were localized, and usually temporary. And no one had any idea how to change a whole school system or a whole housing project, or for that matter a whole neighborhood. So, in the middle of the 1990's, that's what Geoffrey Canada decided he would do. And now, 10 years later, he has become a very different kind of do- gooder, one with a mission both radically ambitious and startlingly simple. He wants to prove that poor children, and especially poor black children, can succeed that is, achieve good reading scores, good grades and good graduation rates and not just the smartest or the most motivated or the ones with the most attentive parents, but all of them, in big numbers. Three years ago, he chose as his laboratory a 24- block zone of central Harlem, now expanded to 60 blocks an area with about 6,500 children, more than 60 percent of whom live below the poverty line and three quarters of whom score below grade level on statewide reading and math tests and he named it the Harlem Children's Zone. After welfare reform passed in 1996, the national debate on poverty seemed simply to shut down. Most conservatives explain poverty by looking to culture and behavior: bad parenting, high out -of- wedlock birth rates, teenagers who don't know the value of an honest day's work. To most liberals, the real problems are economic: underfinanced public schools and a dearth of well paying semiskilled jobs, which make it nearly impossible for families to pull themselves out of poverty. Canada says he believes that both assumptions are true. He agrees that the economy is stacked against poor people no matter how hard they work, but he also thinks that poor parents aren't doing a good enough job of rearing their children. What makes Canada's project unique is that it addresses both problems at once. He keeps the liberals happy by pouring money into schools and day -care centers and after school programs, and he satisfies the conservatives by directly taking on the problems of inadequate parenting and the cultural disadvantages of a ghetto home life. It's not just that he's trying to work both sides httn•/ /nnery nvtimec rnm /net /fi111nana htr„1`),- o.—OCA11 '7T101 01!1102'2 A 1 c100011 A nK7nroD 1111'1nnn The Harlem Project New York Times Page 2 of 7 of the ideological street. It's that Canada has concluded that neither approach has a chance of working alone. Fix the schools without fixing the families and the community, and children will fail; but they will also fail if you improve the surrounding community without fixing the schools. Canada's new program combines educational, social and medical services. It starts at birth and follows children to college. It meshes those services into an interlocking web, and then it drops that web over an entire neighborhood. It operates on the principle that each child will do better if all the children around him are doing better. So instead of waiting for residents to find out about the services on their own, the organization's recruiters go door -to -door to find participants, sometimes offering prizes and raffles and free groceries to parents who enroll their children in the group's programs. What results is a remarkable level of "market penetration," as the organization describes it. Eighty- eight percent of the roughly 3,400 children under 18 in the 24 -block core neighborhood are already served by at least one program, and this year Canada began to extend his programs to the larger 60 -block zone. The objective is to create a safety net woven so tightly that children in the neighborhood just can't slip through. At a moment when each new attempt to solve the problem of poverty seems to fall apart, one after the next, what is going on in central Harlem is one of the biggest social experiments of our time. Social scientists and poverty advocates are watching carefully to see if Canada can pull it off. Many are skeptical; they have seen too many ambitious anti poverty programs collapse because of budget overruns or administrative hubris, and Canada acknowledges that his work has just begun. But the sheer scale of Canada's project has created a palpable excitement among foundation officials, poverty scholars and business leaders. Marian Wright Edelman said that though there are a few other good neighborhood -based programs around the country, "none are as comprehensive as the Harlem Children's Zone, and none of them hold as much promise." David Saltzman, executive director of the Robin Hood Foundation, concurred: "If it works, it'll be the best thing that's happened in a long time. Man, if Geoff can make this thing work, it's huge." The programs that the Harlem Children's Zone offers all seem carefully planned and well run, but none of them, on their own, are particularly revolutionary. It is only when they are considered together, as a network, that they seem so new. The organization employs more than 650 people in more than 20 programs; on a recent afternoon, I spent some time walking around Harlem, dropping in on one program after another. At Harlem Gems, a program for 40 prekindergarten students at a public school on 118th Street, Keith, who had just turned 5 and was missing a front tooth, sat at a computer working away at "Hooked on Phonics," while Luis, a 19- year -old tutor, gave him one -on -one instruction. A few blocks up Lenox Avenue, at the Employment and Technology Center, 30 teenagers in T -shirts and basketball jerseys, all part of the organization's new investment club, were gathered around a conference table, listening to an executive from Lehman Brothers explain the difference between the Dow Jones and the Nasdaq. At P.S. 76 on West 121st Street, fifth -grade students in an after school program were standing in front of their peers, reading aloud the autobiographies they had written that afternoon. And over at Truce, the after school center for teenagers, a tutor named Carl was helping Trevis, a student in the eighth grade, with a research project for his social studies class, an eight -page paper on the life of Frederick Douglass. In a nearby housing project, a counselor from the Family Support Center was paying a home visit to a woman who had just been granted legal custody of her two grandchildren; in other apartments in the neighborhood, outreach workers from Baby College, a class for new parents, were making home visits of their own, helping teach better parenting techniques. A few blocks away, at the corner of Madison Avenue and 125th Street, construction was under way on the organization's new headquarters, a six -story, $44 million building that will also house the Promise Academy, a new charter school that Canada is opening in the fall. While the new building is going up, Canada works on Park Avenue between 130th Street and 131st Street, in a small office in a six -story building that always seems to be under renovation. When I visited him on an icy afternoon in February, the radiator in his office was hissing constantly; when the room got too hot, Canada propped his window open with a book about community revitalization. That cooled things off, but it also created a new distraction. Directly outside Canada's second -floor window, no more than 20 feet away, are the elevated tracks that carry every Metro -North train heading out of Grand Central Terminal toward Connecticut and Westchester County. Each time a train passed, full of commuters on their way back to the suburbs, a rumbling filled the room, and Canada leaned a little closer so that I could make out what he was saying. He is a tall, lean, athletic man with rounded shoulders and long limbs, and on this afternoon he was wearing a dark suit and a light blue shirt with his monogram sewn over the breast pocket. His graying hair was cropped close to his scalp. His office is spare a desk with a phone and a computer and a few piles of mail. There's a coat rack for his suit jacket, a bookshelf and a small round table with four chairs where he holds meetings. On his desk is a big picture of his 5- year -old son, Geoffrey Jr., from his second marriage. On the wall behind his desk are photographs Canada with President Clinton, Canada with Mayor Bloomberg as well as a portrait of a dozen or so of the young people he has trained in tae kwon do, which he has been teaching two nights a week for 21 years. A framed citation on the opposite wall certifies him as a third degree black belt. Although Canada likes to say that he is sick of against- the -odds success stories, he is one himself. He grew up on Union Avenue in the South Bronx. His father left when he was 4, and his mother reared him and his three brothers herself, sometimes supporting them with wages from menial jobs and sometimes relying on welfare and food from local charities. In his memoir "Fist Stick Knife Gun," Canada describes the rituals and codes of violence that governed life for children like him, growing up in the inner city in the 50's and 60's. As a teenager, he drank and fought and smoked pot and carried a knife, but he also stayed in school, worked in a factory in the evenings and won a scholarship to Bowdoin College in Maine, and from there went on to earn a degree from the Harvard Graduate School of Education. Bowdoin doesn't have many black alumni, and so when a promising black high- school senior is applying to the college from New York, the admissions office often sends the student to Canada for an alumni interview. When I arrived at his office, Canada was firing questions at Julian, a 17- year -old from Brooklyn who attends a magnet school. Canada made notes on a clipboard as Julian talked, answered a few of his questions about Bowdoin and Maine and then shook his hand and showed him out. httrr //nttpry nvtirnec nnm /aet /fnllnaa• html9rac— QS(17F7T1Q1 (1111FQZ2 A 1 S1SS('A A O 1/1 P111/1n The Harlem Project New York Times Page 3 of 7 "He's a good kid, and I think he'll be terrific at Bowdoin," Canada said as he sat back down. "But he's not my kid." Not a Harlem Children's Zone kid, he meant. "He comes from a family, they've got it together, his parents are both educators. That's not us. We want those other kids, the ones who don't have two parents, whose parents haven't gone to college, who haven't got a chance statistically of making it." This distinction between children who are "his kids" and children who aren't is one that Canada draws all the time, and it goes back a long way in his own personal history. In "Fist Stick Knife Gun," published in 1995, he describes a summer night when he was 14. He and half a dozen friends were sitting on someone's stoop drinking Rheingold when a car came screeching up and a man they didn't know got out and challenged one of them to a fight. The fight started, and at first it went according to the rules of Union Avenue, meaning no weapons and no one else gets involved. But then the stranger pulled out a gun, which was almost unheard of in 1966. Canada was ready to run, but instead he and his friends slowly converged on the older, bigger, better -armed man and scared him off the block through the strength of their numbers. What he learned that day, he wrote, was that he and his friends "loved one another enough to be willing to die." When Canada talks about "my kids" now, he means the 6,500 children who live in the Harlem Children's Zone. But even more than that, he means the least successful children in the neighborhood. When he talks about them, it feels personal, as if his real objective is to work with children just like the cold, tough, frustrated boys he grew up with on Union Avenue, most of whom are now dead or in prison to make amends for the past by saving Harlem's children today. Still, Canada's approach to poverty is not sentimental. When he considers any given poor family living in the Harlem Children's Zone, he divides their problems up in his mind into the ones he needs to solve and the ones he doesn't need to solve. The ones he needs to solve are the ones that are keeping the child from succeeding in school. Everything else, he has decided, he can leave alone. "Do we think that it would be better for our parents to be married he said, tilting back in his chair. "Absolutely. Why? Because two- parent families have more income. Children tend to do better when they have two parents in the house." In fact, he knows that the great majority of births in Harlem are to single mothers and that most of the parents whose children he serves are unmarried. "But what ability do we have to make an impact on that he asked. "None. Right? If we tried to do that, we'd spend all our time just doing that." Canada admitted that he is engaged in a kind of triage. He described for me an imaginary Harlem parent. "You can be 20 years old, with a job that doesn't pay you enough money to survive on," he said. "You're underemployed. You've got a kid. The kid's not doing well in school. You've got no place for the kid to be after school. Well, we'll provide services for that child. But we're not going to solve the problem of you being underemployed. That's not going to go away." He is, in other words, sidestepping the macroeconomic solutions that some advocates insist are the only way to solve the problem of poverty better wages, a national jobs program, a bigger earned- income tax credit in favor of programs that in one way or another directly affect the performance of the neighborhood's poor children. Canada's educational philosophy emphasizes accountability and testing, and in that way it is similar to the dominant idea in public education today. The doctrine of accountability the idea that if students do poorly on standardized tests, schools should lose their financing and teachers should lose their jobs first emerged in the late 80's and early 90's in the Houston public schools. It then moved to the White House as the basis of the No Child Left Behind law when Rod Paige, the superintendent of the Houston schools, became the education secretary under George W. Bush. In the past year, though, news reports and lawsuits have revealed that when schools are compelled to meet certain numbers graduation rates, standardized -test scores their administrators often succumb to the urge to cheat. In Houston and New York, principals have shoved troubled students out of school, often under an administrative sleight of hand, in order to keep their schools' numbers artificially high. Canada has set the same rigorous goals for his own organization, but for him, the urge is the opposite: not to push the worst kids aside, but to recruit them even harder. On this afternoon, Canada was worried about a set of internal statistics he had just uncovered: some of his students seemed to be doing too well. Last fall, his organization started a new program in four Harlem public schools called the Fifth Grade Institute, an after school program for 160 fifth -grade students designed to begin catching them up to grade level before the charter school opens in September. Canada wanted to calculate how much the program was improving the reading ability of these students, so he asked to see their scores on the previous year's citywide fourth -grade reading test for comparison. Reading scores in New York City public schools are delivered in four categories, the higher the better. A 4 means the child is reading above grade level; a 3 means the child is reading at grade level; a 2 means below grade level; and a 1 means significantly below grade level. In most of the city, 2's and 3's predominate, with some 4's thrown in. In schools in Harlem, though, about three quarters of the students score either a 1 or a 2; there are a few 3's, and 4's are rare. But when Canada looked at the scores for the children in the Fifth Grade Institute, he found a lot of 3's more than a random sampling of Harlem students would have drawn. And on the day I visited, he was worried that the process of recruiting students for the Fifth Grade Institute had somehow been selective. He was sure it wasn't conscious on the part of his administrators, and, in fact, when he later received more detailed scores, they seemed more in line with the neighborhood patterns. Still, it was only natural, he knew, that parents who would bother to sign their children up for an ambitious after school program would tend to be the better organized, better educated ones, and so it wouldn't be surprising if their children were better readers. Maybe his kids, the l's and 2's, hadn't heard about the program, or maybe their parents hadn't managed to get it together in time to sign them up. So what do you do? If you offer a new program, the best students will naturally enroll first, but you want the worst students. How do you get those parents to apply? Sometimes, in Canada's experience, it happens by accident. In 2001, the first year the Harlem Children's Zone offered Harlem Gems, its Head Start-like program for 4- year -olds, the organizers were behind schedule and didn't manage to send out fliers and start recruiting until August, just a few weeks before the program began. All the well- organized parents had already made their child- care plans for the year, and the last- minute, overburdened parents were the ones who signed up. That gave Canada the demographic he wanted, and he was able to get concrete results. When the 4- year -olds started Harlem Gems in 2001, 53 percent were scoring "delayed" or h1"fy,. /Irn rv,7 nvfimac nnm /r 1, +.,,17.-,,,.— ncn7T 7FFni n/ 'I A 1 cr7ccnn A ncnnnoo n iI /nnnn The Harlem Project New York Times Page 4 of 7 "very delayed" on the Bracken Basic Concept Scale for school readiness. At the end of the yearlong brogram, 26 percent were delayed. In that case, the search for the most delayed kids worked because the organizers got lucky. Usually, though, it involves a lot of knocking on doors. I went out one morning with two outreach workers, Francesca Silfa and Mark Frazier, as they searched through central Harlem for new parents to enroll in Baby College. They knocked on the door of every apartment in a 21 -story building on 118th Street, looking for parents with children under 4, leaving fliers under the doors if no one answered. They didn't meet with any resistance or hostility, although they did get a few skeptical looks. Mostly the process seemed slow and painstaking. Whenever they ran into Baby College graduates in the halls, they stopped to chat, prodding them for suggestions of good candidates in the building or elsewhere on the block. In addition to the door -to -door approach, recruiters visit laundromats, supermarkets and check cashing outlets to look for new mothers. On the day I was with them, Silfa approached one woman pushing a stroller down 118th Street and managed to sign her and her daughter up on the spot. For most parents, the attractions of a program like Baby College are obvious: useful information, the relief of spending Saturday morning getting to know other mothers instead of being stuck in a cramped apartment and free child care during class time. But if those aren't enough of a pull, there are raffles at the end of each class for $50 Old Navy gift certificates and a big drawing at the end of the course in which one parent wins a month's rent. This combination of door knocking, cajoling and offering incentives seems to work, and each nine -week session of Baby College draws a class of more than 100 parents, all of whom receive weekly follow -up visits at home. More than 95 percent of the parents 677 so far have successfully completed the course. The real test of this approach, Canada said when we spoke in February, will come when the Promise Academy opens its doors. By law, the charter school will be open to students from anywhere in the city's five boroughs, which means a lottery to choose the incoming classes from a broader pool of applicants. But the only students Canada really wants in his school are the ones from central Harlem, and especially the lowest performing ones, exactly those whose parents, he said, are least inclined to apply to send their children to a special school. "I will make sure that every single poor performing school and parent in Harlem knows about this program," Canada said back in February. "And if we don't get more l's and 2's than 3's, then we haven't done our job properly." What that will require, Canada said, is persistent recruiting. "We're going to have to go and force some of these parents to come and fill out the application," he said. Even once he finds the l's and 2's, he added, "their parents may say no, which means we have to go back and figure out a way to bribe them and get them to say yes. And I hate to put it like that, but that's what we'll end up doing. We'll end up saying, 'If you get your kid to apply, you'll get free movie passes. The point of all of this intensive recruiting is to amass evidence indisputable data that show exactly what it will take to level the playing field and get poor children performing on the same level as the city's middle -class children. "If we just end up saving a bunch of kids in Harlem, that will be good for them, but it won't mean an awful lot to me in the long run," Canada said. "We want to be able to say that thousands of poor children can learn at high levels and perform at rates that are the same as middle -class children if they are given the opportunity to do so. But I want to be clear when I say we've got an answer that we really have an answer." The answer that Canada wants to provide is in fact very much in demand. There are plenty of examples of programs that didn't work: in 2000, for example, the Heinz Endowments abandoned as a failure a $59 million, five -year program to provide early- childhood care and education for 7,600 low- income children in and around Pittsburgh. The program's costs soared, and four years in, when Heinz pulled the plug, only 680 children were being served. What is most startling about the current study of poverty is how little conclusive evidence there is about which cures do work. There are no more than a dozen studies in the field that track how successful various interventions are over the long term, and the evidence from those studies tends to be spotty and subject to debate. To William Julius Wilson, the Harvard sociologist who is one of the country's leading thinkers on urban poverty, this is precisely the significance of the Harlem Children's Zone. "It is very, very important for policy makers to be able to cite examples of how you can improve the life chances of disadvantaged kids," he said. "There are so many people who feel that whatever you do, it's not going to work. They want to say, 'Well, there's just a culture of poverty out there, and you can't really change it. If Canada's project is successful, though, Wilson said, it will "provide the ammunition to policy makers who want to do something to address the problems of poverty." It will allow them to say: "Here are kids who would ordinarily end up as permanent economic proletarians, and here is a program that has been able to overcome the cumulative disadvantages of chronic subordination. So why not commit ourselves across the nation to try to duplicate what he's done'?" Canada has a vivid picture in his mind of a judgment day to come 8, 10, 12 years down the road. Children who are now entering the system as infants will be taking their third -grade citywide math and reading tests, and they'll be scoring at or above grade level. Children who entered the system as Harlem Gems will be graduating from high school he expects that 90 percent of his students will graduate on time. It is only at that point, he explained, that he will be able to say to the rest of the country: "This isn't an abstract conversation anymore. If you want poor children to do as well as middle -class children" not necessarily to be superachievers but to become what he calls "typical Americans," able to compete for jobs "we now know how to do it." If he's right, the services he will provide will cost about $1,400 a year per student, on top of existing public- school funds. The country will finally know, he said, what the real price tag is for poor children to succeed. Canada first came up with the idea for the Harlem Children's Zone in the mid -90's, but it wasn't until a few years later that he was ready to propose it officially to the board of the Rheedlen Centers (as the organization was then known). Crime had dropped sharply in Harlem, as it had everywhere in New York City, and Canada was no longer overwhelmed by the daily anxiety of trying to prevent the children in his programs from being killed. The national economy was booming, housing prices in the neighborhood were climbing and the first signs of gentrification were appearing, but for children in Harlem, the situation hadn't improved much. The unemployment rate there was still very httn•/1rtttary nvtimPC rnm /act lfi,llr,ona rnnrnv A I c nines! nr. es in The Harlem Project New York Times Page 5 of 7 high. (Even now, after the arrival of new middle -class residents, it stands at 18.5 percent.) It was in this context that Canada went before the Rheedlen board in 1998 and said that he wanted to remake the organization completely, to set up a kind of project that had never been tried before. Canada had recently brought on a new board member, a fellow Bowdoin alumnus named Stan Druckenmiller, who, while running George Soros's Quantum Fund, became one of the most successful hedge -fund managers in the history of the stock market, amassing a personal fortune estimated at more than $1 billion. After Canada laid out his proposal to the board, Druckenmiller took him aside and told him that in his opinion he had the right plan but the wrong board. Canada agreed, and the two men politely deposed the chairman and replaced him with Druckenmiller, who set about raising money and recruiting new board members from the higher echelons of Wall Street. The organization now has a lot more money than it did a few years ago. Druckenmiller paid for about a third of the cost of the new headquarters himself, and board members contribute about a third of the annual operating budget. (The rest comes from foundations, the government and private donors.) In April, the organization held a glittering fund- raising dinner at Cipriani 42nd Street, a cavernous former bank building converted into a restaurant, and raised $2.8 million in a single night, mostly from bankers and stockbrokers. (The 2003 fund- raiser, by comparison, pulled in $1.5 million.) Financiers and C.E.O.'s are drawn to the Harlem Children's Zone not just because of its mission but also because of the way it is run. In fact, the relationship the organization has with its donors is as unusual, arguably, as the program itself. In the late 90's, Allen Grossman, then the president of Outward Bound U.S.A. and now a management professor at the Harvard Business School, began studying the nonprofit sector from a business perspective. It was a mess, he concluded: in an article in The Harvard Business Review in 1997, he described a hopelessly dysfunctional relationship between foundations and nonprofit organizations, in which foundations made short-term grants to pet projects, nonprofits spent all their time chasing money and each side had a vested interest in maintaining the reassuring fiction that failing programs were actually succeeding. Grossman proposed that philanthropists start thinking more like venture capitalists: searching out nonprofits with innovative long -term ideas, financing them early, insisting on transparency and frequent evaluation and nurturing them along the way with expert advice and continuing infusions of capital. One of the first foundations to take Grossman's ideas seriously was the Edna McConnell Clark Foundation, which had been financing Rheedlen for years. In 1999, Nancy Roob, the foundation's grant manager, approached Canada and offered him $250,000, plus the dedicated services of a new management consultancy for nonprofits called the Bridgespan Group, to write a new business plan. This was unheard of: when philanthropists give away a quarter of a million dollars, they generally want the money to go directly to poor people, with as little overhead as possible. Clark, by contrast, was inviting Canada to spend the foundation's money first the $250,000, and eventually another $I million entirely on overhead: on developing the business plan; creating a new, more hierarchical management structure; buying new technology for an internal communication system; and constructing a rigorous and continuing process of self evaluation. The business plan that Canada's team came up with proposed a steady increase in the annual budget over nine years, from $6 million to $10 million to $46 million. (This year, four years in, it is $24 million.) The plan reads more like a corporate strategy document than a charity prospectus. It refers to "market- penetration targets" and "new information technology applications," including a "performance- tracking system." In practice, too, the organization feels more like a business than a nonprofit, which offers comforting visuals to donors: everyone at the headquarters wears a suit, every meeting starts on time and there is a constant flow of evaluations, reports and budgets. "Geoff could be a C.E.O. at any S. &P. 500 company," Druckenmiller said, and he meant it as a compliment. During the months I spent visiting Canada, the issue of education took up more and more of his time and attention. When we first spoke, almost a year ago, he described all of the organization's programs an initiative to combat asthma, an organizing campaign for tenants as equally important. But as the months wore on, it seemed, all he could think about were the problems in the schools. He was pouring more and more resources into Harlem's public schools, paying for in -class tutors and after school reading programs, and scores had barely budged. He was beginning to see it as a systemic problem, he said, something that couldn't be solved by the kind of supplementary services he was offering. "We've got to really do something radically different if we're going to save these kids," he told me in the fall. "If we keep fooling around on the fringes, I know 10 years will go by, and instead of 75 percent of the kids in Harlem scoring below grade level on their reading scores, maybe it will be 70 percent, or maybe it will be 65 percent. People will say, 'Oh, we're making progress.' But that to me is not progress. This is much more urgent than that." So at the same time that he has been working inside the school system with a greater intensity than before, he has also begun to try to opt out of it, by establishing charter schools. Beginning in September, the Harlem Children's Zone plans to start educating its own students at two locations. The Promise Academy, which will eventually be a kindergarten through -12th -grade charter school, will start with a kindergarten and sixth -grade class in September. The sixth grade will be housed in the organization's new headquarters on 125th Street; the kindergarten is expected to open inside an existing public school. The academy will expand over the course of seven years into a school of 1,300 students. The curriculum will be intense: classes will run from 8 a.m. to 4 p.m., five days a week an hour and a half longer than regular city schools. After school programs will run until 6 p.m., and the school year will continue well into July. Although charter schools are regulated by the state, and are outside the city's control, Joel I. Klein, the city's schools chancellor, has supported Canada's charter school efforts. Canada said he sees Bloomberg and Klein as his allies, which is a strange feeling, he said, because for so long he felt as if he were at war with the school system. Soon after Klein was appointed, in the fall of 2002, he called Canada and set up a meeting. Canada said that the proposals Klein laid out for the entire school system greater accountability, more charter schools, more involvement for outside groups were exactly what Canada had been waiting to hear. In the summer of 2003, Klein appointed Lucille Swams to be the regional superintendent for Upper Manhattan, and when Canada met her, he was once again pleasantly surprised. httn:// auerv_nvtimes. /fi,llr.aaa html9rae— QSMR7r101 112AL'n22 A 1 c'7c A n4'1n00n n i The Harlem Project New York Times Page 6 of 7 "When I first came here in the early 1980's," Canada said, "we felt that District 3" which stretches from the Upper West Side into central Harlem "ran a system almost of apartheid, where below 96th Street, the schools were doing great, and the schools we cared about were doing lousy." Even after his organization began spending a million dollars a year in the district's schools, he said, he never once got a call from the district superintendent. With Swans things were different right away. The most surprising aspect of the new collaboration between Klein and Canada is that the chancellor is encouraging the Harlem Children's Zone's plans to convert existing public schools in Harlem into charter schools. Canada has received conditional approval from Klein to start a slowly expanding charter school, beginning this fall with the Promise Academy's kindergarten class. As those children move through the school, the organization will take over control of an additional grade each year, sharing the building with the public school while gradually supplanting it. In six years, Canada explained, "we're going to put the existing school out of business" and he said he hopes that that school is only the beginning. All of which makes skeptics, especially those in the teachers' union, wonder about Canada's motivation. Randi Weingarten, the president of the United Federation of Teachers, said that she used to be friendly with Canada, even attending his fund raisers, until Bloomberg and Klein came into office and started making threatening noises toward her union. "Since the mayor became mayor, Geoff Canada has stopped having any relationship with us," she said. In her opinion, Canada's new attitude comes down to politics: "I think what's happened is that they've decided that they'll work with the mayor, and that they won't work with the public school system except through the mayor and the chancellor" meaning that they won't work with the teachers' union. Canada often speaks of the opposition that his charter school plan is going to face from the teachers' union and what he calls the educational establishment, but to Weingarten, it's the other way around: it's Canada who is picking this fight, demonizing the teachers' union in order to score political points with the mayor. "They are working very secretly with the Board of Education and the Bloomberg administration" on the charter school plan, she said, a strategy that she said was shortsighted, not least because it is far from certain that Bloomberg will be re- elected. "If you truly want schools to succeed," she said, "you work with the people who represent the teachers." The battle between the teachers' union and City Hall has been going on for decades, but it has reached an unusually high pitch under Bloomberg. Canada clearly feels a genuine ideological kinship with the mayor, and with Klein, but there's also an immediate advantage to his alliance with them: his charter schools will use nonunion teachers; they will be paid more than public- school teachers, he said, but they will also work longer days, and for 12 months a year. Canada also wanted a free hand to fire teachers who weren't performing up to his expectations authority Canada said he felt sure the union would not give him. At his new school, he will have it. In the days and weeks leading up to the charter school lottery, the organization's outreach workers did exactly what Geoffrey Canada said they would do: they went door -to -door in housing projects, they tracked down recalcitrant mothers and fathers, they solicited applications from the parents of children in every one of their programs. And by the evening of the lottery, a rainy Tuesday in April, they had received 359 applications for just 180 slots 90 in the kindergarten class and 90 in the sixth grade. Legally, they could have held the lottery behind closed doors and simply mailed out acceptance letters, but Canada wanted it to be a real event, so he arranged to hold the lottery in public, in the auditorium of P.S. 242 on West 122nd Street. By the time the lottery began, the place was packed. Every seat was filled with a hopeful parent or a prospective student or a patient sibling, and late arrivals were standing in the aisles or cramming themselves into the back of the room. Multicolored helium balloons were tied to the end of each row of seats, which gave the room a festive air, but more than anything the place felt nervous. Canada took the stage. On a long table next to him, a gold drum held a jumble of index cards, each one printed with the name of a child. "We are calling our school Promise Academy because we are making a promise to all of our parents," Canada said from behind a lectern. "If your child is in our school, we will guarantee that child succeeds. There will be no excuses. We're not going to say, 'The child failed because they came from a home with only one parent.' We're not going to say, 'The child failed because they're new immigrants into the country.' If your child gets into our school, that child is going to succeed. If you work with us as parents, we are going to do everything and I mean everything to see that your child gets a good education." And then the drawing began, starting with the kindergarten class. Doreen Land, the charter schools' newly hired superintendent, read the first name into a microphone: "Dijon Brinnard." A whoop went up from the back of the auditorium, and a jubilant mother started edging her way out of her row, proudly clutching the hand of her 4- year -old son. Land smiled and took the next card: "Kasim -Seann Cisse." Another whoop, some applause and then another name. At the front of the auditorium, Canada greeted each mother (or, occasionally, father) and child. Proud parents shook his hand and introduced their children, beaming on their way back to their seats. In the second row, a woman in her 40's, wearing an "I Love New York" T -shirt and a red nylon jacket, sat with her head bowed and her eyes shut tight, her lips moving in an anxious prayer. And then Land called the name "Jaylene Fonseca," and the woman's eyes flew open. She made her way to the front, shook Canada's hand and then told me that her name was Wilma Jure and that Jaylene was her niece, a 4- year -old already enrolled in Harlem Gems. As her eyes filled with tears, she explained that Jaylene's mother, Jure's sister, was living in the city's shelter system for homeless families. Most nights, Jaylene slept with her mother in a shelter on 41st Street, then spent the day in Harlem Gems. "It's an amazing program for people like us who really don't have the means to send our kids to get such a good education," Jure said. "I mean, she's learning French," she added, a little incredulous. Now Jaylene was guaranteed a spot in the Promise Academy from kindergarten through the end of high school. It was hard not to feel that her life had just changed for the better, with the draw of a card. As the evening wore on, though, the mood in the auditorium started to shift. The kindergarten lottery ended, the chosen students trooped hi iirm ru nv+,mon nnm /n l J 7 7_____( t'/T nn nrnn^ 0. The Harlem Project New York Times Page 7 of 7 out to the cafeteria for a group photo and the sixth -grade lottery began. In the front row, Virainia Utley sat with her daughter Janiqua, listening to the names being called. Utley is something of a model parent in the Harlem Children's Zone. Janiqua is in the Fifth Grade Institute at P.S. 242, and her three younger siblings Jaquan, Janisha and John are all enrolled in the computer assisted after school reading program. Utley is the vice president of her tenants' association, which was organized by Community Pride, the community- organizing division, and she is a regular presence at Zone events. When I first met her, months earlier, she was already talking about Janiqua going to the Promise Academy. But now the lottery numbers were rising 54, 55, 56 and her name hadn't yet been called. After Land read out the 90th name, Canada took the stage again and explained to the remaining parents that it wasn't likely that there would be room for their children in the sixth grade. Land would read out the rest of the names and put them on a waiting list, he said, but this part wouldn't be much fun. He encouraged everyone to go home. Land went back to reading names, and Utley and Janiqua sat and listened, still in their seats, as the waiting list grew and the number of cards in the drum dwindled. By the time Land got to the 80th place on the waiting list, Utley told me, she and Janiqua were just waiting to make sure her name was called. Maybe her card got lost, she said, or stuck to another card. The room was thinning out, and the only remaining parents were angry ones. One by one they were letting Canada know how they felt. A line of parents came up to him to find out what could be done to get their children into the school, and he had to tell each one the same thing: nothing could be done. One woman, who was too angry to give me her name, spat out her complaint. "It's not fair," she shouted. "And I don't like it." Why drag everyone out on a rainy night, she wanted to know, just to sit in a public- school auditorium and feel like losers? Finally, at No. 111 on the waiting list, Janiqua Utley's name was called, and her mother rose, took her by the hand and started up the aisle to the backdoor. As workers began sweeping up coffee cups and popped balloons, I sat down next to Canada. He looked exhausted, overwhelmed not only by the evening but also by the enormity of the task ahead of him. His eyes were watery, and as we talked, he dabbed periodically at his nose with his folded -up handkerchief. "I was trying to get folks to leave and not to hang around to be the last kid called," he said. "This is very hard for me to see. It's very, very sad. These parents feel, Well, there go my child's chances." It was a waiting list, I reminded him, that had started him on the path toward the Harlem Children's Zone more than a decade ago and now, despite all the millions of dollars, and the staff of 650 and the backing of the mayor, he is still setting up waiting lists. He nodded. "We've got to do more," he said. "We've got to do better." He sighed and looked up at the stage, where Land had just reached No. 150. Paul Tough is an editor at The New York Times Magazine. Copyright 2009 The New York Times Company I Home I Privacy Policy I Search Corrections I XML Help I Contact Us I Work for Us I Back to Top httry /nn ar, nvtimao nn1,1/r.o A.I1...,..e, 1,+ ln nc n^7r?^,rrn1Annr nn A 1 r^,cc A ninnrvnr, el le IN 'v Peter S. Wattson Secretary of the Senate (Legislative) United States of limerica. A SENATE RESOLUTION relating to the Community Schools Pilot Program. WHEREAS, the Community Schools Pilot Program aims to close the achievement gap through breaking down barriers to learning while improving curriculum and instruction; and WHEREAS, the research has shown full- service community schools are successful, particularly in high poverty /diverse schools; and WHEREAS, Minnesota has not been able to close the achievement gap; and WHEREAS, there is a need for reform in education; and WHEREAS, revenue is scarce and all schools are seeking ways to save; and WHEREAS, Brooklyn Center has many partnerships in place; and WHEREAS, there is grant funding available including federal stimulus innovation grants to facilitate some of the start -up costs; and WHEREAS, time is of the essence. We cannot afford to delay reform because of our financial crisis. Our children are in school today and need us to act now —not later; NOW, THEREFORE, BE IT RESOLVED by the Senate of the State of Minnesota that Brooklyn Center because of its high poverty and diversity is in the right place to move forward to demonstrate the full- service community school concept can change education by closing the achievement gap through breaking down barriers to learning as we improve curriculum and instruction, and proving the collaborations inherent in community schools can bring fiscal savings through shared services at a higher level. s es Lawrence J. oge filler Chair, Senate mittee on Rules and Administration Linda Scheid State Senator, District 46 relating to the Community Schools Pilot Program. WHEREAS, the Community Schools Pilot Program aims to close the achievement gap through breaking down barriers to learning while improving curriculum and instruction; and WHEREAS, the research has shown full- service community schools are successful, particularly in high poverty /diverse schools; and WHEREAS, there is a need for reform in education; and WHEREAS, revenue is scarce and all schools are seeking ways to save; and WHEREAS, Brooklyn Center has many partnerships in place; and WHEREAS, there is grant funding available including federal stimulus innovation grants to facilitate some of the start -up costs; and WHEREAS, time is of the essence. We cannot afford to delay reform because of our financial crisis. Our children are in school today and need us to act now —not later; NOW, THEREFORE, BE IT RESOLVED by the House of Representatives of the State of Minnesota that Brooklyn Center because of its high poverty and diversity is in the right place to move forward to demonstrate the full service community school concept can change education by closing the achievement gap through breaking down barriers to learning as we improve curriculum and instruction, and proving the collaborations inherent in community schools can bring fiscal savings through shared services at a higher level. Dated: May 8, 2009 kalif/Tr, Marg ret Anderson Kelliher, Speaker M" esot ouse of/Rtepresentatives WHEREAS, Minnesota has not been able to close the achievement gap; and r70 Anthony' ny' Sertich, Chair Rules and L ative Administration Debra Hilstrom State Representative A house resolution uuuuuu VVVVVxXV 1 A :'V V VVVVV CSCVSC `,C V 1 V' Work Session Agenda Item No. 2 MEMORANDUM COUNCIL WORK SESSION ITEM TO: Curt Boganey, City Manager FROM: Steve Lillehaug, Director of Public Works Si DATE: May 21, 2009 SUBJECT: Street Light Banner Policy Outline Update Council Action Required: The following provides an outline for council policy pertaining to street light banners. If acceptable, a final draft will be prepared for formal adoption. Purpose The purpose of establishing a policy is to provide guidelines pertaining to the circumstances, character, location and other standards under which the City will use its facilities to display street light banners. General Provisions and Definitions The following are general definitions of the City's three different potential banner classifications: 1. Standard Banner Aesthetics is the main purpose of the standard banner, which shall promote the City and/or general City area. The duration for use is typically a longer period ranging from six (6) to 12 months. Standard banners shall be provided by the City and/or donated and shall not contain a logo of any type. Replacement of standard banners is generally anticipated to be needed approximately every five (5) to 10 years, depending on use and application. 2. Seasonal Banner The main purpose of a seasonal banner is to promote a particular time of year. The duration for use is typically a shorter period ranging from two (2) to four (4) months. Seasonal banners shall be provided by the City and/or donated and shall not contain a logo of any type. 3. Special Event Banner The main purpose of a special event banner is to promote a community event or activity. The duration for use is typically a short period of up to two (2) months. Special event banners shall be provided by the City, donated and/or sponsored. A logo may be allowed on sponsored special event banners. The City may honor recognized special events that are held annually by reserving banner space for events such as Earle Brown Days, Dudley Nationals, Centennial Celebration, etc. Sponsored special event banners shall be funded by the sponsor prior to the installation of the banners. Banner Eligibility 1. Banners shall be used to promote certain civic activities. 2. No banners with the main intent of commercial advertising or to advertise or promote political candidates, parties or issues will be allowed. City of Brooklyn Center/ Banner Policy Page loft 3. Advertising of a specific product or business will not be allowed and shall not be placed on standard or seasonal banners. 4. The City Manager may allow a sponsor's logo on special event banners. Allowed Locations 1. Banner installation is allowed only on decorative street lights equipped with banner hardware in the following areas: (An exhibit will be prepared indicating these locations based on light poles that are equipped with banner hardware. Currently, the recently installed Xerxes Avenue street lights would be the only allowed locations. This exhibit will be modified from time to time as other street light poles are equipped with banner hardware, should this occur.) Approving authority 1. The City Manager as authorized by the City of Brooklyn Center City Council shall be the approving authority for all banner policy determinations including the approval of graphic designs of all banners and to determine banner placement within the designated area system. 2. An Ad Hoc advisory committee as determined and established by the City Manager on a case by case basis shall review and provide recommendations for the design of all banners to the City Manager for approval. 3. Appeals: If a sponsored banner design or a placement request is denied by the City Manager, the sponsoring organization may appeal this decision directly to the City Council by asking to be placed on the next available City Council meeting. 4. The City Manger will develop administrative procedures for the detailed management of the banner program, which may be modified from time to time as warranted. Council Policy Issues: Does the City Council support the general outline for council policy pertaining to street light banners? City of Brooklyn Center' Banner Policy Page 'of 2 Work Session Agenda It s moo. COUNCIL POLICY ISSUES MEMORANDUM COUNCIL WORK SESSION DATE: May 21, 2009 TO: Brooklyn Center City Council FROM: Curt Boganey, City Manager SUBJECT: 2009 Federal Formula Grant COUNCIL ACTION REQUIRED This is an informational item. BACKGROUND The Chief of Police will provide an overview of the attached expenditure proposal for the 2009 Federal Justice Assistance Formula Grant. BROOKLYN CENTER POLICE DEPARTMENT TO: Curt Boganey, City Manager FROM: Scott Bechthold, Chief of Police DATE: May 10, 2009 SUBJECT: 2009 Federal Formula Grant Expenditure Proposal BACKGROUND The Edward Byrne Memorial Justice Assistance Grant (JAG) Program allows states and local governments to support a broad range of activities to prevent and control crime and to improve the criminal justice system. JAG replaces the Byrne Formula and Local Law Enforcement Block Grant (LLEBG) programs with a single funding mechanism that simplifies the administration process for grantees. The procedure for allocating JAG funds is a formula based on population and crime statistics. The City of Brooklyn Center's award for 2009 is $229,770. This amount is a significant increase over the past year awards due to the four billion dollar appropriation in Federal Stimulus Recovery Act. The duration of the grant is four years. The Brooklyn Center Police Department intends to use the JAG grant toward overtime and equipment purchases for the Problem Oriented Police Unit, the Commercial Unit, and the High Visibility Enforcement (HVE) crime suppression initiative. Overtime MEMORANDUM Overtime will be used, for the most part, to fund the HVE crime suppression initiative. During the summer of 2008, the department developed this strategy based on high visibility traffic enforcement and crime suppression. These strategies are driven by accurate and timely data that is transformed into an effective and fluid operational plan aimed at reducing crime, improving traffic safety and improving quality of life issues. The HVE crime suppression initiative will use the Federal Recovery Act grant dollars to provide 1,868 hours of overtime for the next four years. The HVE crime suppression initiative will work in coordination with the Problem Orientated Police Unit, the Commercial Patrol Unit, Metro Transit Police, and Hennepin County Sheriff's Office. The focus of HVE will be to saturate areas where crime is above average or experiencing clear crime trends. The initiative will target identified main traffic artery flows to maximize visibility and increase pressure on criminals in identified problem areas. Equipment One challenge that the HVE initiative, the POP unit, and the Commercial unit have experienced is the lack of available patrol units during peak patrol hours of 2:00 10:00 p.m. Within the last 18 months, the police department added or detailed seven officers who are assigned to either the POP or Commercial units. The operational hours of these two units fall between 1:00 p.m. and midnight. With the inception of the HVE initiative, additional resources were added between peak hours to work in coordination with these two units. The problem herein lies there has been no increase in the vehicle fleet, with the exception of the two leased unmarked vans used by the POP unit, for the additional resources. In order to resolve this problem, I propose to hold back four squads that are scheduled to be replaced and auctioned this year. By holding back the four squads, the vehicle needs will be met for the HVE crime suppression initiative, the POP Unit, and the Commercial Unit. This request also takes into account the vehicle needs for the proposed youth officer, if approved under the pending COPS grant. Additional equipment expenditures include four complete sets of squad equipment for the hold back vehicles, and the continuation of the two vehicle leases for the POP unit that are set to expire at the end of this year. The duration of the leases will be three years. All items mentioned above are detailed in the budget section. BUDGET Overtime 1,868 hours x $70/hour $130,760 Overtime will be used for the HVE crime suppression initiative. The objective of this initiative is to stem the increase in violent crime, typically experienced in the summer months. The HVE will work in coordination with the POP and Commercial units and be responsible for conducting proactive policing within hot spot crime areas and with known violent offenders. Squad Hold Back and Equipment Modification Set up 69,010 These vehicles are necessary for additional fleet support. Costs include lost revenue from 2009 auction. Costs do not include insurance and approximate .49 cent cost per mile for fuel and repair. Squad modification entails complete set -up costs for four squads using existing set -up standards. Word. Session Agenda Items No. 4 MEMORANDUM COUNCIL WORK SESSION DATE: May 21, 2009 TO: Curt Boganey, City Manager FROM: Scott Bechthold, Chief of Police SUBJECT: Neighborhood Meetings COUNCIL ACTION REQUIRED No action is requested. This will be a presentation for information only. BACKGROUND In 2009, the Police Department held a series of neighborhood meetings in an effort to reach out to our residents and promote participation in the Neighborhood Watch program. The meetings were an immediate success, and we invited other city departments to participate due to the feedback received. This summer we will again host four neighborhood meetings beginning May 28 at Garden City Park. The complete schedule and agenda is attached. Locations were selected based on our focus to maximize our promotion of the Neighborhood Watch program. Other city departments will be invited to present informational displays and selected topics. COUNCIL POLICY ISSUES Schedule May 28 July 23 August 20 Sept 15 2009 Neighborhood Meetings Garden City Park Grandview Park Kylawn Park Firehouse Park Agenda 6:00 Food service and networking 6:15 Welcome Chief Bechthold 6:20 Welcoming remarks and introduction Mayor Willson of council members present 6:25 Citywide and sector overview and Chief Bechthold/ crime reduction strategies Sector Sergeant 6:45 Neighborhood Watch Program National Night Out eMessage 7:00 Community development updates Gary Eitel 7:15 Q A 7:30 Conclusion Becky Boie, Crime Prevention Specialist Work Session Agenda. Item No. S or City of Brooklyn Center A Millennium Community MEMORANDUM COUNCIL WORK SESSION DATE: May 21, 2009 TO: Brooklyn Center City Council FROM: Councilmember Roche /City Manager Bogane) SUBJECT: Worksession Items Neighborhood Meetings Web Site and Open House COUNCIL ACTION REQUIRED Council direction is requested regarding placement of the two subject items on the Council worksession agenda. BACKGROUND I have attached a copy of an e -mail from Councilmember Roche regarding two potential worksession items. The first item involves discussion of a possible "open house" to promote the sale of vacant properties under the ReNew/Rebuild program of the EDA. The second item involves a decision regarding the use of the City Web Page to promote the upcoming neighborhood meetings. According to Council Agenda Policy 1.6 Council Members may also submit agenda items by Noon of the preceding Monday for inclusion on the next Work Session Agenda. Sufficient time will be allocated to Work Session agendas such that each Council, Member may submit at most one item for discussion. Up to five (5) minutes will be provided for the item to be introduced by the Council Member and ten (10) additional minutes will be allowed for Council discussion and disposition of the item. It seems apparent from your policy any Council member may place any single item on a worksession provided the request is submitted in a timely manner. Based on this policy it seems that either of the two items identified by Council member Roche may be placed on a worksession for your disposal. The reason for this discussion relates to a very important question raised in Councilmember Roche's Memo. The Council member asks whether or not the worksession is the appropriate venue for addressing the issue of the Web Site. I would add the same question could be applied to the question regarding the "open house" plan. For this reason, I am asking the Council to provide direction regarding the items that you wish to have placed on your agenda. 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 -2199 City Hall TDD Number (763) 569 -3300 FAX (763) 569 -3494 www.cityofbrooklyncenter.org Recreation and Community Center Phone TDD Number (763) 569 -3400 FAX (763) 569 -3434 Curt Bojaney From: Tim Roche S ent: Wednesday, May 20, 2009 10:05 AM o: Curt Boganey Subject: Housing Commission Update: Parade of Homes- Brooklyn Center, Neighborhood Meeting Notification Good morning again Curt: The idea of a city wide open house was brought to our attention last night at the meeting and that our assistant manager, Vicki is working on developing this event for a roll out sometime next month. Is this correct? If so, will this be on next weeks agenda? If not, is this an appropriate WorkSession item, if not for the next meeting, then the one after that? I am requesting the opportunity to discuss this topic prior to the roll out. Follow Up: Is it possible to have the Neighborhood Meetings which are kicking off in Garden City Park at the end of this month be acknowledged /promoted on the front page of our Web site? If this is not the appropriate manner in which to make the request, please let me know. I would be happy to request this topic /request be vetted as a WorkSession item to be determined by Council if that is the appropriate path. Curt, I am giving this my best shot to use the correct communication /request path. Best efforts here. Thank you and Sincerely, Tim R. 1