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1996 08-08 CCP Regular Session
AGENDA • CITY COUNCIL WORK SESSION AUGUST 8, 1996 7:00 P.M. CONFERENCE ROOM B 1) Council Member Carmody: discussion of tobacco materials from Hennepin county Community Health Department 2) Council Member Hilstrom: discussion of Resoultion by Hennepin County Commissioners on fiscal disparities. 3) T.G.I.Friday's (Carlson Companies) proposed development. 4) Liquor Lease proposal 5) Block Parry Ordinance 6) Budget discussion 7) Council Member Carmody: discussion of adopt a street/park • 8) Council Member Carmody: discussion of Brooklyn Historical Society - resolution of space needs 9) City Manager evaluation County H ennep1n Equal Opportunity Employer June 17, 1996 Dear Elected Official: Tobacco use by our children has increased dramatically in the past three years. There are many reasons, including the easy access — through licensed tobacco retailers —that kids have to cigarettes and chewing tobacco. Recent checks of vendors in 200 stores in 7 Hennepin County communities found that in 4 out of 10 attempts, underage teens were able to buy their own c g3Tattac. Tobacco use by our young people is a serious public health concern. Tobacco kills more than 400,000 people each year. It is by far the number one cause of preventable deaths in the United States. Studies show that 9 out of 10 regular smokers began using tobacco before they turned 18—the age that people can purchase cigarettes legally. In a recent statewide survey of city council members, including 111 in Hennepin County, a majority of council members identified teenage tobacco use as a serious problem in their community. In addition, 3 out of 4 council members believe their community supports strong tobacco control policies. In the past two years, a number of Hennepin County communities, including Bloomington, Plymouth, Eden Prairie, and Edina have acted to strengthen their tobacco ordinances. In cities with strong youth access ordinances, underage kids were three times less lid to buy cigarettes than in cities without solid ordinances. What can cities do to reduce this threat to our young people? There are a number of effective steps that communities can take. I have enclosed a flyer that describes a free noon program on June 25th that the Community Prevention Coalition is sponsoring which features a panel discussion on this topic, and I encourage you or other city officials to consider attending. If you would like to receive a model ordinance or samples from other communities, please call the Community Prevention Coalition offices (348 -6122) at the Community Health Department. Staff can also refer you to other organizations who can provide technical assistance., include the Leazue of Minnesota Cities, Association for Non - Smokers (ANSR), the Smoke -Free 2000 Coalition, and the Minnesota Department of Health /American Cancer Society's ASSIST Project. Thank you for your concern about the health of our young people! Sincerely, Lema Director Community Health Department • Health Services Building - Level 3 Recycled Pape* 525 Portland Avenue South Minneapolis, Minnesota 55415 -1569 • COMMUNITY C O A L I T I O N Reducing Alcohol, Tobacco and Other Drug Problems in Hennepin County Cigarette Use by Hennepin County Youth is Increasing ➢ More than 1 in 4 high school seniors in Hennepin County smokes cigarettes daily. Weekly Cigarette Use by Hennepin County Students ➢ Smoking rates increased dramatically in Hennepin County between 1992 and 1995: 0i989 • nearly 30% more 12th grade students 101992I are smoking o !■ 1995 • approximately 40% more 9th graders 26% 27 report smoking 21% • daily smoking rates doubled for 12th 17% grade males between 1992 and 1995 12% 12% (13% to 26 %) ➢ However, a greater percentage of high school seniors in e H one in County and P ry Grade 9 Grade 12 Minnesota smoke than in the U.S. • 39% of Hennepin County and Minnesota 12th graders have used cigarettes in the past 30 days compared to 34% of U.S. students in grade 12 ➢ In 1995, the average age of first use of cigarettes was 12.7 years for 9th graders, and 14.7 years for 12th graders (unchanged from 1992). I Cigarettes are Easy for Kids to Buy in Hennepin County ➢ In seven communities in Hennepin County, . stores sell tobacco to minors Cigarette Sales to Minors in 7 about 41% of the time. Hennepin County Communities ➢ 75% of ninth grade students who are regular smokers buy their own cigarettes. Able to Not Able ➢ It is illegal to sell tobacco to persons Buy to Buy under the age of 18 in all states, including 41% ss% Minnesota. 'Compliance checks in 200 stores in Hennepin County, • October 1995 to April 1996, c/o Hennepin County Prevention Center • Room 810, 525 Portland Avenue • Minneapolis; MN 55415 • 612/348 -6122 FAX 6121348 -4841 • HOWEVER— Strong City Ordinances DO Make it Tougher, for Kids to Get Cigarettes ➢ In Hennepin County communities without youth access ordinances, stores The Effect of Youth Access Ordinances on were over three times more likely to sell Cigarette Sales to Minors in Hennepin County tobacco to minors. ➢ Where strong ordinances are enacted, C 70 % compliance with the law increases. For E 60% example, with a strong ordinance, 2 60% St. Paul's violation rate went from 80% in V 1 1993 to 8% in 1995. - 650% 1 i M 40% r ➢ A recent national survey funded by the Robert Wood Johnson Foundation found -30% that adults overwhelmingly support ' 18% C) y PP .20% specific actions to make tobacco less I _ accessible to minors: ° 10% - 94% support I.D. verification by 0% ! vendors selling to anyone appearing a No Youth underage Ordinance Access • - 78% support keeping tobacco products In Place Ordinance behind counters to prevent shoplifting In Place by minors • 74% support banning all cigarette 200 stores in Hennepin County were checked from October vending machines 1995 through April 1996. To qualify as a community with a youth access ordinance, at least two of the following criteria had to be in the ordinance: (1) tobacco vendors are licensed, (2) periodic compliance checks are conducted, or (3) fines and/or penalties in place for non - compliant stores. The ordinance had to be in effect when the corn Hance checks were conducted. Data Sources: Cummings, K. Michael, et al. Where teenagers get their cigarettes: a survey of the purchasing habits of 13 -16 year olds in 12 U.S. communities. Tobacco Control 1:264 -267 Hennepin County Community Health Department Minnesota ASSIST Project, Minnesota Department of Health Minnesota Student Survey -1989, 1992, 1995 • Monitoring the Future Study, University of Michigan, 1996 Robert Wood Johnson Foundation 6/18/96 ■ ■ of 7MF N COMMUNITY ffiMn MI IMM • NNESOTA C O A L I T I O N minnesota prevention resource center • • • • R U M It's Too Easy for Kids to Buy Tobacco in Hennepin County— Results of Compliance Checks in Seven Cities • ■ T obacco use by youth has risen dramatically across the United States, including Minnesota and Hennepin County. Recent data from the Jan Bernards Minnesota Student Survey shows that nearly 40% of Hennepin County 12th ASSIST Project graders have smoked cigarettes in the past 30 days, with one in four students reporting daily use. Facilitator, Bloomington Divison Where do Hennepin County students get cigarettes? Studies show that of Public Health nationwide 75% of ninth grade students who smoke regularly buy their own cigarettes. Recent checks of licensed tobacco vendors in seven Hennepin County cities verify that it is all too easy for minors to buy their own Craig Gerdes cigarettes -- recent compliance checks in 200 stores found that 41% of the time Director of Public underage youth were able to purchase cigarettes. Safety, City of Plymouth What can cities do to prevent the sale of tobacco to minors? Findings from the compliance checks indicate that cities can successfully reduce tobacco sales by enacting comprehensive youth access ordinances that - include regular Erica Hertz compliance checks. In the three Hennepin County communities with strong Compliance Checker, youth access ordinances, stores were three times less likely to sell to minors Recent Graduate of than in the other four cities with weaker tobacco licensing ordinances. Wayzata High School At this Prevention Forum, panelists will discuss how compliance checks are conducted, the results of the checks, and how cities and store owners have Jeanne Weigum responded to the findings. In addition, elements of an effective youth access President ordinance will be described. ANSR (Association for Non - Smokers —MN) When: Tuesday, June 25,1996 Where: City of Plymouth Dept. of Public Safety* 3400 Plymouth Boulevard Time: 12 noon — 1:30 pm Cost: FREE — no need to pre - register Lunch: Bring your lunch, or call ahead (348 -6122) to request a box lunch ($6.00). Community Prevention Coalition Beverages will be provided at no charge. of Hennepin County 525 Portland Avenue South A� Minneapolis, MN 55415 t to be * Directions to the City of Plymouth Dept. of Public Safety 612/348 -6122 1A,seat 3400 Plymouth Boulevard, 509 -5160 • FAX: 612/348 -4841 Plymouth Boulevard is 2 blocks west of the intersection of 1-494 and Hwy. 55. The Department of Public Safety is 1 -1/2 blocks north of Hwy. 55 on Plymouth Boulevard. The Forum will be held in the second floor training room. =UG 01 '36 02:51PM HENNEPIN CO C_CrM1E5 P.1 1� 0865 RESOLUTION NO. 96 -7 -43681 • The following resolution was offered by the Ways and Means Committee: WHEREAS, the Metropolitan Council has projected that the region's Population will expand by 330,000 households within the next 25 years and a quarter of the region's growth will occur within Hennepin County and WHEREAS, the Metropolitan Council is considering three development options to accommodate the future growth: continuing current trends, concentrating development, or fostering growth centers; and WHEREAS, each of these options will require differing levels of regional and local public infrastructure investment for transportation, sewer and water, totaling $13.3 billion under current trends, $11.0 billion for concentrated development and $11.9 billion for growth centers; and WHEREAS, Hennepin County is the major source of the Twin Cities' economic activity with 55t of the metropolitan area's jobs; and WHEREAS, Hennepin County has implemented a variety f policies y s and programs in recent years to enhance the livability, Y attractiveness, and d economic stability of neighborhoods; strengthen the tax base; provide core area residents with access to new suburban jobs and affordable housing; cleanup polluted lands for redevelopment and protect ocher areas from environmental degradation; and improve transit systems to better serve all county residents and businesses and ease congestion, BE IT THEREFORE RESOLVED, that the Hennepin County Board of • Commissioners concurs that a sound growth management policy is needed to guide residential and commercial development with limited public resources for highways, sewers, education and other public services while also protecting the environment, improving the region's livability and ensuring the availability of employment and housing options for residents throughout the region; and BE IT FURTHER RESOLVED, that the Board of Commissioners encourages the Metropolitan Council to adopt growth strategies that will prioritize investment and redevelopment within fully - developed areas and in the core (such as Hennepin Community Works), tap underutilized infrastructure, decontaminate polluted sites, restore neighborhoods with attractive designs, and improve transit service by increasing transit ridership and reverse commuting, and BE IT FURTHER RESOLVED, that the Board of Commissioners encourages the Metropolitan Council to implement appropriate planning and regulatory policies that complement, rather than undermine, market forces, enhance the range of residential neighborhood choices, and meet future needs for a variety of housing types; and BE IT FURTHER RESOLVED, that the Board of Commissioners urges the Metropolitan Council to support county and municipal activities that restore the core, promote orderly, efficient development of outlying areas to meet residential and commercial needs, foster the creation of jobs paying living wages and preserve and protect the environment, and BE IT FURTHER RESOLVED, that the Metropolitan Council explore additional growth management strategies that address public costs of development (such as development fees), and 0 -It' Fax Note 7671 Date A From coJoeat. Co. J a 3 1996 Phone r Phone # Fsz # �!o Q ^ c j Fu N j-+UG ©1 '96 a2:5EPM i Ei`NE ?ii`I CO Co1jr1iSS1 Page 2 0867 BE IT FURTHER RESOLVED, that the Metropolitan Council is urged to support state legislation establishing development agreements with the State • of Wisconsin and addressing residential and commercial influences originating beyond the metropolitan area that have a significant impact on the metropolitan region. BE IT FURTHER RESOLVED, that the Hennepin County Board urges the Metropolitan Council to recognize the vital significance of the quality of public education for the health and vitality of communities and calls upon the Met Council to join countie,§ in convincing the legislature to provide educational resources commensureate with the needs of children. Commissioner McLaughlin offered the following amendment: BE IT FURTHER RESOLVED, that the Board of Commissioners urges the Metropolitan Council to advocate legislative changes in the Fiscal Disparities program that would place service needs on an equal footing with per capita tax base as a factor in the tax base redistribution formula, The motion was seconded by Commissioner Johnson and adopted unanimously. Commissioner Tambornino offered the following amendment, to be added after the fifth resolving clause: BE IT FURTHER RESOLVED, that the Metropolitan Council is encouraged to adopt growth management strategies that provide that all marginal costs of public infrastructure and services necessary to support future development beyond the existing MUSA be born by developers and owners of affected properties rather than local or regional taxpayers. • The motion was seconded by Commissioner Andrew and adopted unanimously. The question was on the adoption of the resolution as amended and there were Five YEAS and Two NAYS as follows: COUNTY OF HENNEPIN BOARD OF COUNTY COMMISSIONERS YEA NAY OTHER Mike Opat X Sandra Hilary X Mark Andrew X Randy Johnson _ X Mary Tambornino X Penny Steele — X Peter McLaughlin, Chair X , RESOLUTION ADOPTED. • ATTEST: Clerk o Uthe County Board JUL 2 3 1996 M E M O R A N D U M DATE: August 5, 1996 TO: Michael McCauley FROM: Stephen Baker RE: Fiscal Disparities Comments on Hennepin County Board of Commissioners resolution to advocate that the Metropolitan Council place service needs on an equal footing with per capita tax base as a factor in the tax base redistribution formula of fiscal disparities. Currently fiscal disparities contributions are base on 40% of the excess tax capacity from commercial and industrial properties in a district when compared to the total from 1971. This would remain unchanged under this proposal. All fiscal disparity contributions are currently based strictly on the amount of market value per capita. This is the part of the formula the County Commissioners seek to change. The idea is to help identify areas where the cost of government can reasonably be expected to be higher and to target area -wide resources to that district. i They propose that "service needs" be incorporated into the funding formulas. Exactly what constitute service needs and how the funding is to be redistributed is yet to be decided. Some proposals of identified service needs that affect the cost of providing government service include: crime, part 1 police calls, social service demands, etc. Essentially this proposal will establish an additional layer of fiscal disparity contributions and distributions, a new "pool ". Additionally, I understand that some proposals are to limit this new "pool" to only new contributions. That is, to new captured tax capacity; capturing only new tax dollars and then redistributing them to these newly targeted areas . Based on the limited research and discussions I have made on this issue I feel that it is likely that the City of Brooklyn Center would fare well under these proposals. Further research however is certainly advisable as many unknowns still exist. I will continue to gather information on this issue and will provide another update August 12. PS. Due to a one year delay in the current fiscal disparities contribution and distribution funding formulas the reductions to Brookdale Shopping Center will • not impact our net revenues from the current system until 1998. • Memorandum To: Michael J. McCauley, City Manager From: Brad Hoffinan, Community Development Director Date: August 1, 1996 Subject: TGI Friday's Development Agreement TGI Friday's (Carlson Companies) Planning Commission Item No. 96012 will be before the City Council for approval on August 12, 1996. At the same time, the EDA will be asked to approve a development agreement between the EDA and Friday's. The specifics of the development agreement are detailed in the Planning Commission report, and the incentive package is detailed in the body of the attached agreement. Under the terms of the agreement, Friday's agrees to build a minimum 70 -unit Country Suites Inn (actual number is 85), along with a 6,800 square foot TGI Friday's. In addition, a third site will be developed with a restaurant. Originally, the third restaurant was to be an Italianni's, however, Italianni's is undergoing some corporate restructuring at the present time. The second • restaurant may well be Italianni's or some other restaurant of comparable quality. The site for this project is the 14 -plus acre parcel of vacant land on Freeway Boulevard west of Schmitt Music. As an inducement to development on this site, under the terms of the agreement Friday's will pay the up front costs of the sewer access charge (SAC) estimated at approximately $80,000, as well as pay to relocate a sanitary sewer running diagonally across the property. At the last City Council meeting, a bid of $69,000 was rejected for relocation of the sanitary sewer. The bid was rejected for timing reasons but it does indicate the potential cost of the relocation. The EDA will reimburse Friday's on a pay -as- you -go basis. At the present time, the City holds $86,349 in SAC credits. Existing buildings in the City have already paid a SAC fee. When a building is demolished, as credit is established because the fee has already been paid. By using the credits, the money corning to the city up front from Friday's can be put into our account with greater latitude in its use than the current situation. The credits have to be used for SAC fees. As I previously stated, Friday's will pay the SAC fee and relocation costs up front. They will be reimbursed for those costs over time at no interest by the EDA from available TIF funds. If the project does not generate sufficient funds in any given period, the reimbursement is carried forward. The ERA's obligation is based solely upon the availability of TIF funds. Payments • would begin August 1, 1998, and then every February 1 and August 1 thereafter until February 1, 2003. Should there be any outstanding reimbursable costs as defined in the contract after that date, the FDA's obligation to pay such costs would terminate. As a practical matter, the Memorandum to Michael J. McCauley • August 1, 1996 Page 2 minimum improvements of this project would generate sufficient TIF monies in its first full year to pay off the entire obligation should the EDA elect to do so. The TGI Friday's /Country Suites Inn project represents a significant development in the redevelopment of Brooklyn Center. First, it is a statement to other developers and businesses that Brooklyn Center is a good place to locate. Second, it brings a new restaurant to Brooklyn Center, adding to the choices people have. Additional restaurants were important to the business community, according to the survey conducted by CRP. Third, the Country Suites Inn brings a mid- market hotel/motel to Brooklyn Center. Currently, Brooklyn Center has a high -end hotel in the Hilton and several budget motels. The mid -level hotel/motel is missing or under- represented in Brooklyn Center, as well as the northern suburbs. Fourth, when fully - developed, the Friday's project will contribute over $250,000 annually to the new tax increment district. Fifth, and finally, the presence of Friday's and Country Suites will make it easier to locate new business in Brooklyn Center or the remaining undeveloped parcels. With the development, Brooklyn Center will start creating that hard to define critical mass that tends to attract others. It is my recommendation that the Council and EDA approve the plans from Fridays, as well as the Tax Increment Development Agreement. I will be at the meeting on the 12th of August to • answer questions about this agreement. City of Brooklyn Center A great place to start. A great place to stay. • To: Mayor Kragness and Council Members Carmody, Hilstrom, Mann, and Nichols From: Michael J. McCauley City Manager Date: August 8, 1996 Re: Rainbow Liquor Store Lease proposal Last week I received a proposal from Rainbow foods for a liquor store lease. I will go over the terms at the work session. The rate is above the apparent market or at the high range. We have not had discussions with Rainbow since receiving the proposal. To put the proposal in perspective, this would increase the cost of operations by approximately $200,000 per year, without including cost for tenant improvements. Budgeted sales for 1996 are $2,795,000. If there were no additional costs associated with the store, it would take a 30% increase in total sales for the entire system to meet the increased facilities costs using the gross profit margin of 24 %. Net revenue for the system is in the 4 % range. Using the net profit margin, sales would require a 160% increase just to pay for the rent and taxes. The range of required sales increase would therefore be somewhere between 24% and 160% depending on the assumptions and • configuration of stores. In any event, we have not had the opportunity to review the proposal with Rainbow to see what room there may be for negotiation on terms and size of any facility. • 6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number (612) 569 -3300 Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494 An Affirmative Action /Equal Opportunities Employer OPPIDAN INVESTMENT COMPANY • 900 Second Avenue South Suite 1800 Minneapolis, MN 55402 (612) 338 -8185 Fax (612) 336 -9734 July 30, 1996 Mr. Mike McCauley, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 -2199 Re: Binding Letter of Intent Lease of Real Property in Brooklyn Center Brooklyn Boulvard and 63rd Avenue Dear Mike: This binding Letter of Intent is for the purpose of outlining in broad and general terms of the present intentions of the City of Brooklyn Park with respect to the lease of real property located in the below- referenced project. Location Approximately 10,000 square feet of lease space subject to verifications by Tenant's architect, (the "Leased Premises' located at the intersection of Brooklyn Boulevard and 63rd Avenue. Landlord: Oppidan Investment Co., or related entity. Tenant: City of Brooklyn Center Conditions To Lease A. Non - Disturbance Agreement from Landlord's lender and ground lessor, if any. B. Building /Zoning/Signage permits for Tenant's use and Tenant's trade dress. C. Review and approval of the final site package and lease by the City of Brooklyn Center. Lease Terms A. Initial Lease Term: Fifteen (15) years. B. Extended Lease Terms: One (1) five (5) year option. Schedule of Rents Years PSF Primary: 1 -5 $15.25 Primary: 6 -10 $16.00 Primary: 11 -15 $16.75 Option 1: 16 -20 Market Additional Charges Tenant shall pay its pro -rata share of the real estate taxes, building insurance and common area charges which are non - capital expenditures. All utilities will be separately metered and paid by Tenant. Percentage Rent None Securi Deposit: None Merchant's Association None Condition of Lease Premises Landlord shall complete construction of the premises to a modified vanilla shell condition at Landlord's expense. Landlord must contemplate Tenant design, trade dress, signage, and layout in the shell work. Landlord shall provide a modified vanilla shell including but not limited to the following: • Taped and sanded perimeter walls, ready for paint. • Level 4" concrete floor slabs. • 15 tons HVAC installed and distributed throughout the space per Tenant specifications. • 2" gas line stubbed to space as per Tenant specifications. • 300 AMP electrical service installed and distributed to Tenant specifications with outlets per code. • • 2" water utility lines service to space. • 6' sanitary sewer to space. • Two (2) rest rooms to code. • Rear fire exit door. • Glass store front with vestibule entrance as per Tenant specifications. Landlord and Tenant to coordinate where necessary to not create rework for either party (i.e. under slab plumbing). See the attached drawings that show a potential layout of proposed area. Completion of Landlord's Work Landlord to use good faith due diligence to deliver space no later than March 31, 1997. Parking: Parking lot lighting in vicinity of Lease Premises until 1:00 a.m. Tenant will have the right to parking stall throughout the development. Si na e: Signage shall be individually wall mounted block letters, lettering on an shed type awning, and Tenant's logo wall mounted as allowed by ordinance or variance thereof by Tenant. Interior marquee on neon "Open" signs. Tenant shall be allowed to use its prototypical signage, store dress and colors, and Landlord will take the prototype look into consideration in the building design. Tenant will be responsible for the cost of signage manufacturing and installation. Landlord will be responsible for electricity to all signage and awnings, including pylon, as well as pylon structure. Landlord will obtain signage City Council level approval (if required) along with site plan approvals. • Landlord and Tenant acknowledge that the proposal is not a lease and that it is intended as the basis for • the preparation of a lease. The lease shall be subject to Landlord's and Tenant's approval and only a full executed lease shall constitute a lease for the premises. If the foregoing terms are sufficient to allow the preparation of the necessary documents and to serve as a framework for further discussions, please sign in the space provided. Regards, Joseph H. Ryan Principal The foregoing a preparation of the necessary documents and an g g t rms are satisfactory as a basis for the prepay ry y further discussions: LANDLORD: Oppidan. trivestment Company, Joseph H. Ryan l Its ?President Date: I V TENANT: City of Brooklyn Center By: Its: Date: • 3 City of Brooklyn Center A great place to start. A great place to stay. • To: Mayor Kragness and Council Members Carmody, Hilstrom, Mann, and Nichols From: Michael J. McCauley City Manager Date: August 8, 1996 Re: Block Parry Ordinance Attached please find the second draft of a block party ordinance prepared by Mr. LeFevere. Chief Kline and I have marked up the draft to remove sections and would also propose considering additional language that would deal with: 1) limit on the number of events per year 2) address issue of commercial. • 6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number (612) 569 -3300 Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494 An Affirmative Action /Equal Opportunities Employer KENNEDY & GRAVEN CHARTERED Attorneys at Law 470 Pillsbury Center, Minneapolis, Minnesota 5$402 JAMES J. THOMSON RUCE M BATTE LARRY M. WERTHEIM ROBERT A. A (612) 337 -9300 BONNIE WILKINS . TERSON L. ) PHE N J. BLBUL JOE Y. YANG tEPHE H. BATTY Facsimile (612) 337 -9310 JOHN B. DEAN DAVID L. GRAVEN (1929.1991) DANIEL J. GREENSWFIG _ DAVID J. KENNEDY CHARLES L. LEFEVERE OR COUNSEL JOHN M. LEFEVRE.]R. WRITER'S DIRECT DIAL ROBERT C. CARLSON ROBERT J. LINDALL (611) 337 -9213 ROBERT L. DAVIDSON ROBERT C. LONG WELLINGTON H. LAW JAMES M. SCROMMEN FLOYD B. OLSON CORRINE H. THOMSON CURTIS A. PEARSON T. JAY SALMEN July 26, 1996 Michael McCauley City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 RE: Block Party Ordinance • Dear Mike: Attached is a revised draft block party ordinance. Please let me know if you or Chief Kline have any comments or suggestions. Very truly yours, Charles L. LeFevere CLL:ckr • ORDINANCE NO. All ORDINANCE RELATING TO CLOSURE OF STREETS FOR BLOCK PARTIES; ADDING NEW SECTIONS 25 -901 THROUGH 25 -908 TO THE BROOKLYN CENTER CODE OF ORDINANCES THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER ORDAINS: Section 1. The Brooklyn Center Code of Ordinances is amended by adding new sections 25 -901 through 25 -908 as follows: PERMITS FOR BLOCK PARTY STREET CLOSURES Section 25 -901. BLOCKING STREETS UNLAWFUL. It shall be unlawful for anv person to erect barricades close block or restrict the flow of through traffic on anv public street in the City for the purpose of conducting a block party without first securing a permit pursuant to sections 25 -902 through 25 -908 from the Brooklvn Center Chief of Police. or the desisnee of the Chief of Police. Section 25 -902. APPLICATIONS FOR PERMITS. Applicants for pen shall no less 2P P than 14 days prior to the date of the proposed block party, provide the following information in a form determined by the Chief of Police: 1, Date, place, time and location of the block party and a description of how the applicants intend to close or restrict traffic to the street during the block party. 2 Whether alcohol will be served at the block party. 3. Whether live music or any amplification equipment will be present at the proposed block party. 4. The names telephone numbers and addresses of the individuals who will be responsible for pianning conducting and cleaning up after the block party. 5. Signatures of residents of at least seventy -five (75 %) of the addresses on the street to which traffic will be closed or restricted. such signatures indicating consent to the street closure or restriction • CLL106416 BR291 -4 6. The name, telephone number, and address of the individual responsible for 4� - ed • to drop off an S 40 Upon receipt of a properly completed application the Chief of Police shall approve the application if, after any necessary consultation with other city departments the Chief determines that the closure or restriction will not unnecessarily interfere with public travel and will not constitute a threat to the public health welfare or safety No more than two closures of anv street, or part thereof shall be permitted in any one calendar year Section 25 -903. APPLICATION FEE The City Council may require the payment of a ermit application fee the amount of which may be set by resolution of the Council. r-0 vt' Section 25 -904. BARRICADES Onlv barricades a= by the Citv may be used to block or restrict traffic to a street upon which a block party is being conducted. The barricades w 11 be up at the address of the person designated on the permit • application. The designated person shall be responsible for placing the barricades in the appropriate positions. The designated person shall be responsible for any damage to or loss or theft of the barricades occurring between the time the barricades are drooped off at the applicant's address and the time the barricades are picked up at the person's address Th v re u v Section 25 -905. SUPERVISION Adequate adult supervision shall be present at all times during the block party. Section 25 -906. GARBAGE AND CLE AN -UP The permit applicants shall provide adequate trash receptacles during the block party The permit applicants shall pick up all trash and othenvise return the street on which the block party was held to the condition it was in orior • CLL106416 BR291 -4 to the block partv . and shall do so no more than ei - (8) hours after the time at which the permit • ex p Tres. Section 25 -907. HOURS No streets may be barricaded prior to 8:00 a m nor later than 11:30 p.m. on the date of the block party. Section 25 -908. GENERAL CODE PROVISIONS APPLICABLE Except as expressly provided for in Sections 25 -901 through-25-907, any permit issued oursuant to these Sections shall be subject to all other applicable provisions of this Code including without limitation the provisions of Chapter 19 and the noise restrictions contained therein Section 2. This Ordinance shall become effective after adoption and upon thirty (30) days following its legal publication. Adopted this day of 19 • Myrna Kragness, Mayor ATTEST: Sharon Knutson, Clerk Date of Publication Effective Date ( sit indicates matter to be deleted, underline indicates new matter). • CLL106416 B ?291 -4 To: Michael J. McCauley, City Manager • From: Tim Johnson, Asst. Finance Director l MEMORANDUM Subject: City Council Budget Reports Date: August 5, 1996 Attached are the budget worksheets you requested. I have included the General, H.R.A., E.D.A. and all debt service funds excluding 1 dmg the tax increment bonds. The remaining funds; capital projects, rise and internal service funds ds are incomplete P P J enterprise and not ready for distribution to the City Council. If you need additional information or require changes to the submitted worksheets, please let me know. I • CITY OF BROOKLYN CENTER 1997 BUDGET SUMMARY Revenues Expenditures 1995 1996 1997 1995 1996 1997 Adopted Adopted Requested Adopted Adopted Requested Fund Budget Bu_Bu_ daet Budge Budoe Budget Bud e General Fund 11,457,923 11,632,894 12,272,207 11,457,923 11,632,894 13,326,582 H.R.A. Fund 136,974 136,981 138,524 136,974 136,981 138,524 E.D.A. Fund 649,165 683,967 571,245 649,165 683,967 3,324,043 G.O. Debt Service Funds 570,165 620,054 810,741 441,015 494,281 656,017 Total 12,814,227 13,073,896 13,792,717 12,685,077 12,948,123 17,445,166 CITY OF BROOKLYN CENTER EXPENDITURES BY DEPARTMENT 12/31/96 12/31/97 12/31/93 12/31/94 12/31/95 ADOPTED YTD REQUESTED ACTUAL ACTUAL ACTUAL BUDGET 06/30/96 BUDGET GENERAL FUND 001 000 NOT APPLICABLE 1 750,0001 200,0001 ol ol 0 1 0 1 1 1 1 1 1 1 111 CITY COUNCIL 1 76,7721 70,8881 103,7441 107,4001 39,876 1 122,837 1 112 CHARTER COMMISSION 1 9161 2,7681 2,6341 1,5001 782 1 0 1 1 1 1 1 113 CITY MANAGERS OFFICE 1 271,2131 335,0621 424,1611 364,1771 165,853 1 443,199 114 ELECTIONS & VOTER REGISTRATION1 22,9661 47,3151 21,7361 47,5081 25,434 1 48,397 1 1 1 1 1 1 115 ASSESSING 1 190,1951 198,3901 195,3941 214,8471 98,763 1 232,107 116 FINANCE I 146,3241 154,8761 171,6081 182,6781 81,570 1 421,772 117 INDEPENDENT AUDIT 1 17,5001 17,8501 18,1301 18,9001 14,000 1 0 118 LEGAL COUNSEL 1 185,2161 174,7091 183,7251 199,7001 83,088 1 201,400 119 GOVERNMENT BUILDINGS 1 329,5771 356,3931 358,0101 334,1881 194,507 1 423,670 120 DATA PROCESSING 1 319,9951 334,0171 351,9011 354,3481 197,271 1 375,216 131 POLICE PROTECTION 1 3,206,3921 3,606,9541 3,791,8171 4,041,2331 1,857,294 1 4,371,261 132 FIRE PROTECTION 1 365,8761 492,2931 493,9231 651,8961 194,355 1 795,251 133 COMMUNITY DEVELOPMENT 1 264,5231 269,7371 280,9211 317,2581 135,130 1 326,596 134 EMERGENCY PREPAREDNESS 1 33,7711 40,5051 31,9581 38,7921 21,446 1 56,137 141 ENGINEERING 1 329,3821 142,8861 199,6321 362,7401 151,875 1 602,153 142 STREET MAINTENANCE 1 994,4151 1,080,7671 1,155,5851 1,182,2811 484,250 1 1,587,820 143 VEHICLE MAINTENANCE 1 427,7731 ol of ol 0 1 0 1 CITY OF BROOKLYN CENTER EXPENDITURES BY DEPARTMENT 12/31/96 12/31/97 12/31/93 12/31/94 12/31/95 ADOPTED YTD REQUESTED ACTUAL ACTUAL ACTUAL BUDGET 06/30/96 BUDGET 152 SOCIAL SERVICES 1 41,3251 41,4951 41,1461 78,5471 44,385 1 109,119 ' 1160 RECREATION SUPERVISION 1 307,0351 228,1561 Q1 01 1,755 1 414,259 .1 1161 ADULT PROGRAMS 1 306,9391 322,8201 439,8151 459,4261 222,844 1 276,249 1 ' TEEN PROGRAMS 1 14,2101 15,5361 20,6261 24,2031 5,05.0 1 12,892 1 163 CHILDRENS PROGRAMS 1 85,2491 98,8981 157,5281 165,1901 72,618 1 110,264 1 164 GENERAL PROGRAMS 1 79,8691 85,8481 114,7581 120,7101 55,493 1 69,250 1 167 COMMUNITY CENTER 1 644,7691 649,6071 810,0251 769,9151 381,145 ( 636,974 1 169 PARKS MAINTENANCE 1 565,8181 661,5251 691,3971 911,4711 313,392 1 964,989 1 170 CONVENTION & TOURISM 1 178,7021 199,9821 209,5761 228,0001 75,655 1 206,570 1 I 1 1 1 1 I 1 180 UNALLOCATED EXPENDITURES 1 300,8031 312,7801 289,7471 455,9861 240,625 ( 518,200 1 `* *TOTAL GENERAL * ** 1 10,457,5251 10,142,0571 10,559,4971 11,632,8941 5,158,456 1 13,326,582 1 CITY OF BROOKLYN CENTER EXPENDITURE SUMMARY BUDGET WORKSHEETS 12/31/96 12/31/97 12/31/93 12/31/94 12/31/95 ADOPTED YTD REQUESTED ACTUAL ACTUAL ACTUAL BUDGET 06/30/96 BUDGET GENERAL FUND 001 SALARIES AND WAGES 1 5,014,0461 4,764,3691 5,058,9631 5,548,9371 2,544,3621 6,453,7081 FRINGE BENEFITS 1 1,276,3681 1,205,7991 1,211,1301 1,487,9071 554,4161 1,511,9251 1 1 1 1 1 1 1 SUPPLIES 1 744,9861 509,3371 518,1721 538,3981 240,8771 567,7691 CONSULTING 1 465,9221 484,2261 521,1001 524,9451 217,7591 519,2031 COMMUNICATIONS 1 162,4971 165,1001 165,9811 210,5181 76,5971 213,1351 REPAIR, RENTAL, & MAINTENANCE 1 445,3391 415,8951 415,7731 458,1391 179,7791 483,6361 OTHER CONTRACTUAL SERVICES 1 594,5661 664,9751 813,1141 718,8041 360,7801 783,7521 CENTRAL GARAGE RENTAL RATES 1 01 886,1311 990,7401 1,151,3711 475,8541 1,492,5521 INSURANCE 1 151,4261 120,9261 120,1681 139,0001 135,0561 138,2251 UTILITIES 1 456,0321 433,8371 449,7281 465,8801 219,6341 472,3801 CAPITAL OUTLAYS 1 346,3341 239,8461 243,3031 213,3341 128,1191 434,4171 TRANSFERS TO OTHER FUNDS 1 750,0001 200,0001 01 01 01 01 1 1 1 1 1 1 1 COST OF SALES 1 50,0081 51,6151 51,3261 51,2001 25,2241 55,8801 OTHER EXPENDITURES 1 01 01 01 124,4611 01 200,0001 ** *TOTAL GENERAL * ** 1 10,457,5251 10,142,0571 10,559,4971 11,632,8941 5,158,4561 13,326,5821 i CITY OF BROOKLYN CENTER EXPENDITURE SUMMARY BUDGET WORKSHEETS I 12/31/96 12/31/97 12/31/93 12/31/94 12/31/95 ADOPTED YTD REQUESTED ACTUAL ACTUAL ACTUAL BUDGET 06/30/96 BUDGET HOUSING AND REDEVELOPMENT AUTH FUND 011 TRANSFERS TO OTHER FUNDS 1 137,9861 132,9391 136,7381I 136,981 O1 138,5241 1 1 1 I 1 1 1 ** *TOTAL HOUSING AND REDEVELOPMENT AUTH * * * 137,9861 132,9391 136,7381 136,9811 O) 138,5241 CITY OF BROOKLYN CENTER EXPENDITURE SUMMARY BUDGET WORKSHEETS 12/31/96 12/31/97 12/31/93 12/31/94 12/31/95 ADOPTED YTD REQUESTED ACTUAL ACTUAL ACTUAL BUDGET 06/30/96 BUDGET ECONOMIC DEVELOPMENT AUTHORITY FUND 012 I I I I I I I I I I I i SALARIES AND WAGES 1 130,2661 128,5741 136,1791 136,2291 65,7651 138,7011 1 1 1 1 1 1 1 FRINGE BENEFITS 1 21,7421 22,9171 25,7721 28,1911 12,5881 27,2731 SUPPLIES 1 8291 9321 6431 1,1001 661 3001 1 1 I 1 1 1 1 CONSULTING 1 119,4851 162,9511 107,8461 112,2361 84,5571 118,3001 COMMUNICATIONS 1 1,4391 20,1531 1,7281 3,5451 3531 3,3701 REPAIR, RENTAL, & MAINTENANCE 1 74,5521 64,6371 135,6371 93,7821 15,1391 58,3061 OTHER CONTRACTUAL SERVICES 1 133,4801 98,5701 98,7891 59,7401 83,9471 1,244,2211 CENTRAL GARAGE RENTAL RATES 1 01 2,9791 2,7711 2,2421 1,3981 1,3721 INSURANCE 1 2451 ,5,6421 5,3551 6,0001 6,0051 6,2001 UTILITIES 1 13,3711 7,6771 8,2121 01 2,4551 01 CAPITAL OUTLAYS 1 606,5311 214,7071 500,1861 233,0001 471,7981 1,726,0001 1 1 1 1 1 1 1 DEBT SERVICE 1 251 161 771 01 DI 01 TRANSFERS TO OTHER FUNDS 1 O1 8,0781 01 01 01 01 OTHER EXPENDITURES 1 01 01 01 7,9021 0I 01 i ** *TOTAL ECONOMIC DEVELOPMENT AUTHORITY * * * 1,101,9641 737,8331 1,023,1941 683,9671 744,0711 3,324,0431 CITY OF BROOKLYN CENTER EXPENDITURE SUMMARY BUDGET WORKSHEETS 12/31/96 12/31/97 12/31/93 12/31/94 12/31/95 ADOPTED YTD REQUESTED ACTUAL ACTUAL ACTUAL BUDGET 06/30/96 BUDGET ------------------------------------ - - - - -- ----- - - - - -- - ------ - - - - -- ------ - - - - -- ------ - - - - -- ----- - - - - -- - - M.S.A. BONDS FUND 032 DEBT SERVICE 1 306,5801 309,4711 306,7251 308,2731 236 308,9771 309f I I I ** *TOTAL M.S.A. BONDS * ** i 306,580 ,4711 306,7251 308,2731 236,3561 308,9771 CITY OF BROOKLYN CENTER EXPENDITURE SUMMARY BUDGET WORKSHEETS 12/31/96 12/31/97 12/31/93 12/31/94 12/31/95 ADOPTED YTD REQUESTED ACTUAL ACTUAL ACTUAL BUDGET 06/30/96 BUDGET G.O. STREET IMPROVE BONDS 1994 FUND 041 DEBT SERVICE 1 O 300 41,690 105 458 85 6951 1 1 1 1 1 1 i 113,7G5I ** *TOTAL G.O. STREET IMPROVE BONDS 1994 * * * 01 3001 41,6901 105,4581 85,6951 113,7651 CITY OF BROOKLYN CENTER EXPENDITURE SUMMARY BUDGET WORKSHEETS 12/31/96 12/31/97 12/31/93 12/31/94 12/31/95 ADOPTED YTD REQUESTED ACTUAL ACTUAL ACTUAL BUDGET 06/30/96 BUDGET G.O. STREET IMPROVE BONDS 1995 FUND 042 I I I I I I 1 DEBT SERVICE 01 01 2001 26,6001 01 101,2751 ** *TOTAL G.O. STREET IMPROVE BONDS 1995 * * * 01 01 2001 26,6001 0) 101,2751 CITY OF BROOKLYN CENTER EXPENDITURE SUMMARY BUDGET WORKSHEETS 12/31/96 12/31/97 12/31/93 12/31/94 12/31/95 ADOPTED YTD REQUESTED ACTUAL ACTUAL ACTUAL BUDGET 06/30/96 BUDGET - ---- - - - - -- ------ -- - - -- 9.0. STREET IMPROVE BONDS 1996 FUND 044 DEBT SERVICE OI OI 0l 0l 0l 90,500 ** *TOTAL G.O. STREET IMPROVE BONDS 1996 * * *) OI OI OI 0l 0l 90,500 CITY OF BROOKLYN CENTER EXPENDITURE SUMMARY BUDGET WORKSHEETS 12/31/96 12/31/97 12/31/93 12/31/94 12/31/95 ADOPTED YTD REQUESTED ACTUAL ACTUAL ACTUAL BUDGET 06/30/96 BUDGET ------------ - - - - -- --- --- - - - - -- REFUNDING BONDS OF 1987 FUND 048 DEBT SERVICE 1 127,1581 111,9131 92,1311 53,9501 52,4501 41,5001 TRANSFERS TO OTHER FUNDS 1 1,125,4371 450,0001 01 01 01 OI ** *TOTAL REFUNDING BONDS OF 1987 * ** 1 1,252,5951 561,9131 92,1311 53,9501 52,4501 41,5001 City of Brooklyn Center Evaluation of City Manager Explanations and Directions Evaluation as Team Building If evaluation is to be, in the truest sense, a means of team building, certain conditions must prevail. The two processes must be compatible and interrelated in the following ways: 1. Evaluation is basically a means, not an end in itself. 2. The trust level between the evaluatee and evaluators must be high. 3. The roles each are to fulfill must be clearly indicated and accepted. 4. Responsibilities are matched with pre - determined standards of performance. Definition of Roles 1. City Council A. Conduct annual assessments of performance of the City Manager. B. Respect the prerogatives of the City Manager insofar as operation management function of the organization is concerned and the policy function of the Council. C. Make assessments in general terms but also by using specific examples in instances where specific improvements are needed or when explicit commendations are due. • City Manager A. Accepts the prospects of annual evaluation. B. Understands the scope and thrust of the evaluations. C. Expects the evaluations to adhere to the established procedures for evaluating the performance of the City Manager. D. Agrees to make the effort to implement results of the evaluation. Pre- determined Performance Standards A performance standard is defined as a condition that will exist when a responsibility or function is successfully performed. It is essential that a performance standard be established, at the outset, for each of the twelve major areas of responsibility of the City Manager. This is necessary in order to use the rating scale effectively. Major Areas of Responsibility It should be reiterated that in determining the appropriate level of expectations, actual performance must be measured in relation to the indicated standard of performance. Four major areas of responsibility serve as the basis upon which assessments are to be made. Descriptors are provided under each to clarify the meaning and content of the area. However, the evaluation is made of the major area. • 1996 Goals for City Manager I. Code Enforcement II. Familiarize self with City and Staff III. New Budget Format IV. Building Needs: Develop a Plan General Duties I. Organizational Management II. Fiscal/Business Management III. Program Development and Follow - through IV. Relationship with the Mayor /Council V. Long Range Planning VI. Relationship with Public/Public Relations VII. Intergovernmental Relations VIII. Professional/Personal Development Evaluation of Michael J. McCaulev City Manager Evaluated by: • I. CODE ENFORCEMENT Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: ( Area(s) of performance calling for praise /commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) • II. FAMILIARIZE SELF WITH CITY D STAFF A Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for improvements: a ifi r s gg S c c a ea that need strengthening) A .(A () g g) • Commendations: (Area(s) of performance calling for praise /commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) • III. NEW BUDGET FORMAT Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: ( Area(s) of performance calling for praise /commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) • • IV. BUILDING NEEDS: DEVELOP A PLAN Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) • Commendations: ( Area(s) of performance calling for praise /commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) • I. ORGANIZATIONAL MANAGEMENT Responsibility • Plans and organizes the work that goes into providing services established by past and current decisions of the Council. • Plans and organizes work that carries out policies adopted by the Council and developed by staff. • Plans and organizes responses to public requests and complaints or areas of concern brought to the attention of staff by Council and staff. • Evaluation and keeping up with current technology. 0 Selecting, leading, directing, and developing staff members. Performance Standard Organizational Management will be considered effective when a majority of the conditions have been successfully fulfilled. • Well qualified, promising persons are recruited and employed. • Employees are appropriately placed contributing to a high retention rate. • Citizen complaints are effective) resolved. P Y • The organization is aware of new trends in technology. Rating - Write your Comments in the Space Provided Below: Comments: Observations of Evaluators. Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: ( Area(s) of performance calling for praise /commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) • II. FISCALBUSINESS MANAGEMENT • Responsibility • Plans and organizes the preparation of an annual budget with documentation, etc. that conforms to guidelines adopted by the Council. • Plans, organizes, and administers the adopted budget with approved revenues and expenditures. • Plans, organizes and supervises the most economic utilization of manpower, materials, and machinery. • Plans and organizes a system of reports for Council that provide the most up -to -date available concerning expenditures and revenue. • Plans and organizes maintenance of City -owned facilities, buildings and equipment. Performance Standard Fiscal/Business Management will be considered effective when a majority of the conditions have been successfully fulfilled. • Budget preparation and management are thorough and effective. • Cost - effective measures are persistently pursued. • Financial reporting is timely and readily understandable. • Physical facilities management is efficient. Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) • Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: ( Area(s) of performance calling for praise /commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) • III. PROGRAM DEVELOPMENT AND FOLLOW- THROUGH Responsibility • Plans and organizes on -going programs and services to City government. • Plans and organizes work involved in researching program suggestions by Council and staff and the reporting of the results of analysis. • Maintains knowledge of current and innovative trends in the area of services being provided by local governments, and incorporates that knowledge in program suggestions and research. • Plans and organizes work assigned by the Council so that it is completed with dispatch and efficiency. • Plans, organizes and supervises implementation of program adopted or approved by the Council. Performance Standard Program planning techniques and procedures will be considered effective when a majority of the conditions have been successfully fulfilled. • Ongoing programs and services are fully responsive to the City's needs. • Monitoring procedures are in place and functioning well. • Measurable outcomes (to the extent possible) are used to determine success in program planning. • The City Manager can be depended upon to follow through. • Makes most effective use of available staff talent. • Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: ( Area(s) of performance calling for praise/commendation) • Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) IV. RELATIONSHIP WITH MAYOR AND CITY COUNCIL • Responsibility • Maintains effective communication, both verbal and written, with Council. • Maintains availability to Council, either personally or through designated subordinates. • Established and maintains a system of reporting to Council current plans and activities of the staff. • Plans and organizes materials for presentations to the Council, either verbally or written, in the most concise, clear, and comprehensive manner possible. Performance Standard Relations with the Mayor and Council will be considered effective when a majority of the conditions have been successfully fulfilled. • Materials, reports, presentations and recommendations are clearly and convincingly made. • Communications are made in a timely, forthright, and open manner. • Responses to requests are made promptly and completely. • Recommendations appear to be thoroughly researched. • Adequate information is provided to Council to make decisions. • A system is in place and utilized to report to Council current plans, activities, and events of the City. Rating - Write your Comments in the Space Provided Below: • Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise /commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, • and /or commendations) • V. LONG RANGE PLANNING Responsibility • Maintains a knowledge of new technologies, systems, methods, etc. in relation to City services. • Keeps Council advised of new and impending legislation and developments in the area of public policy. • Plans and organizes a process of program planning in anticipation of future needs and problems. • Establishes and maintains an awareness of developments occurring within other cities or other jurisdictions that may have an impact on City activities. • Plans, organizes and maintains a process for assisting the Council in establishing community goals including a process for monitoring and reporting on the City's progress toward achieving those goals. Performance Standard Strategic planning will be considered effective when a majority of the conditions have been successfully fulfilled. • A well - constructed long -range (strategic) plan is currently in operation. • Annual operational plans are carried out by staff members. • An on -going monitoring process is in operation to attain quality assurance in program and project implementation. • Program evaluation and personnel evaluation are interrelated with the strategic planning process. • Legislative knowledge is current and complete. • Rating Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: ( Area(s) of performance calling for praise/commendation) • Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) • VI. RELATIONSHIP WITH PUBLICIPUBLIC RELATIONS Responsibility • Plans, organizes, and maintains training of employees who have primary responsibility for contact with the public, either by phone or in person. • Ensures that an attitude and feeling of helpfulness, courtesy, and sensitivity to public perception exists in employees coming in contact with the public. • Establishes and maintains an image of the City to the community that represents service, vitality and professionalism. • Establishes and maintains a liaison with private non - governmental agencies, organizations and groups involved in areas of concern that relate to services or activities of the City. Performance Standard Communication services will be considered effective when a majority of the conditions have been successfully fulfilled • Contacts with the media are timely and credible. • Publications are varied and consistently well received by the citizens. • Feedback from the public and the community leadership is positive. • City has a good image with comparable organizations. • Ability to solicit and use feedback from the public. Rating- Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: ( Area(s) of performance calling for praise /commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) • VII. INTERGOVERNMENTAL RELATIONS • Responsibility • Maintains an awareness of developments and plans in other jurisdictions that may relate to or affect City governments. • Establishes and maintains a liaison with other governmental jurisdictions in those areas of service that improve or enhance the City's programs. • Maintains communications with governmental jurisdictions with which the City is involved or has interaction. Performance Standard Intergovemmental relations will be considered effective when a majority of the conditions have been successfully fulfilled. • Sufficient activity with municipal and professional organizations. • Regarded as leader by municipal officials. • Provides examples of good ideas from other jurisdictions. • Positive relationship with surrounding cities. • Good cooperation with County and State agencies. • Improved mutual understanding and relationship with the State Legislature. Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: ( Area(s) of performance calling for praise /commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) VIII. PROFESSIONAUPERSONAL DEVELOPMENT • Responsibility • Maintains awareness and value of broadening professional and personal development. • Demonstrates imaginative leadership initiatives. • Ability to build cohesiveness in staff. • Decisiveness in leadership performance. • Effectiveness in verbal communications. Performance Standard Professional and personal competencies will be considered effective when a majority of the conditions have been successfully fulfilled. • Management techniques show evidences of innovation, imagination and decisiveness. • Synergetic techniques are fostered. • Continuous professional personal growth is demonstrated. Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) • Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: ( Area(s) of performance calling for praise /commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations)