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Home My WebLink About1995 07-31 CCP Special Work Session CITY COUNCIL AGENDA CITY OF BROOKLYN CENTER JULY 31, 1995 6:00 p.m. Special Work Session Council Chambers 1. Call to Order 2. Roll Call 3. Discussion with Kay McAloney of League 6:00 p.m. of Minnesota Cities Regarding City Manager Recruitment Process 4. Discussion with Perspective Representative 7:00 p.m. from Labor Relations Associates Regarding the Management Union Contract 5. Capital Improvement Program 7:30 p.m. • 6. Adjournment City of Brooklyn Center Memorandum To: Mayor Myrna Kragness Councilmember Kathleen Carmody Councilmember Debra Hilstrom Councilmember Barb Kalligher Councilmember Kristen Mann FROM: Cam Andre, Interim City Manager DATE: July 28, 1995 SUBJECT: City Manager Advertisement The Council had some concerns regarding the salary range for city manager. In order to assist ou in di o y scussm this on Monday at our 6 . m. work a session I have put together Y P P some information as it relates to Myron rfi ' O eld s memo dated March 31 Y , 1995. In Representative Orfield's memo, it stated that in 1994 North Metro Mayors Association city manager's average salary was $69,000 as compared to Municipal Legislative Commission city manager's average salary for 1994 of $83,000. Attached are surveys from 1994 and 1995 showing North Metro Mayors Association and Municipal Legislative Commission cities and average city manager salaries. I have also included a map of the Twin Cities Metropolitan Area highlighting in yellow those cities included in North Metro Mayors Association and in pink those cities in the Municipal Legislative Commission. Finally, for your information, I have attached information from the 1995 DCA Stanton Survey showing population of metropolitan cities as well as 1995 data on city manager /administrator salaries. Also attached is information on manager salaries in cities of comparable size and salaries of department heads. As I see it, the Council has two options for advertising: 1. Remove the salary range and leave salary advertised as "salary negotiable "; or 2. Advertise a salary range lowering the bottom end of the range to cover Councilmembers' concerns but also leaving the range wide enough giving Council the opportunity to hire someone at the higher range if you find that this is the candidate you are highly interested in. Accordingly, the suggested range in the ad is $67,000 to $87,000. ® I believe either option will work, but it is best, if possible, to set a salary in the ad so candidates know what the Council may be willing to negotiate as it relates to pay. Attachments North Metro Mayor 1995 94 Mgr 95 Mgr Assoc Member Cities Title Population Salaries Salaries Andover Administrator $ 55,000 $ 60,400 Anoka City Manager 17,481 $ 59,700 $ 65,000 Blaine City Manager 40,814 $`85,500 $ 88,500 Brooklyn Center City Manager $ 86,400 ;$,82Q0 Brooklyn Park City Manager 58,125 $ 84,500 $ 84,500 Circle Pines Administrator 4,779 $ 46,400 $ 49,400 Columbia Heights City Manager 25,752 $ 72,000 $ 75,000 Coon Rapids City Manager 58,833 $ 78,600 $ 84,000 P- Crystal City Manager 23,807 $ 76,500 $ 79,800 p Dayton Adm/Treas 4,740 $ 44,900 $ 50,400 Ham Lake Adm/Clrk/Treas 9,462 $ 50,800 $ 53,400 Mounds View Administrator 12,611 $ 67,500 $ 70,800 New Brighton City Manager 22,355 $ 67,000 $ 70,400 New Hope City Manager 21,758 $ 79,600 $ 81,800 Oak Grove 5,942 Ramsey Administrator 14,081 $ 55,500 $ 58,000 Robbinsdale - ICity Manager 14,410 1 $ 74,200 $ 76,400 p Spring Lake Park Clerk/Treas L 6,523 1 $ 54,300 $ 55,900 Average $ 66,965 $ 69,935 Municipal Legislative 1995 94 Mgr 95 Mgr Comm Member Cities Title Population Salaries Salaries Apple Valley Administrator 38,261 $ 79,400 $ 77,300 Bloomington City Manager 86,918 $ 92,600 $ 92,600 p Eagan Administrator 53,004 $ 83,900 $ 86,400 Eden Prairie City Manager 42,442 $ 82,500 $ 85,000 Edina City Mana er 46,984 $ 91,900 $ 94,100 Lakeville Administrator 30,149 $ 80,900 $ 82,500 Maplewood City Manager 32,394 $ 85,600 $ 88,500 Minnetonka City Manager 49,285 $ 79,000 $ 82,600 Plymouth City Manager 55,137 $ 82,500 $ 89,000 Roseville City Manager 33,487 $ 79,500 $ 79,500 p Shoreview City Manager 25,730 $ 73,600 $ 75,400 Woodbury Administrator 25,875 $ 78,000 $ 81,000 Average $ 82 $ 84,492 P= pending 1994 & 1995 salary data taken from the DCA Stanton Group salary survey for each respective year Population and title taken from 1995 DCA Stanton Group salary survey • r cmgrsal_xls r -- fT.n.rcn S TNU 1 1 f ' I I LIN WOOD 1 Fall f(TNEI I BURN{ ( O+/ GROVE - 1 BAr>KT ANQKA CO. COLUPISUS ; "Doves MAN LAKE ►O�&Agg I P.C. N I SCI O.. FOREST LAME , UwO LAKES . CHAIN in Coor ullOf • «rtnTlaat MAr NYGO HANOVER ILII/GTO/ dfCLL ►1N[f WASHINGTON CO, . Gu[uuta CORCORAN OVA /LC GROVE ua it o-Nes SIT view - T - 11 VIEW z7 1 --' -- I tf00[l TN IA1K Vr NOKTM STlltwaiER OC[tOBO - 12 OAR{ ylT[ B41 HENNEPIN CO. BfouarN ►noan ME I CENTIf *I TO" VIOMAt • G RANT [IGNTS ❑LOflTTO C STAL Qu of LS S f AT[ It iLlt t I pt�� T.V� I tR0[ /[NOINCC w[-I /. IaTYOYTN a 0► 10 Me METRO AN - D Isl iTTLI 70 t I BOftrill[ - .u0 COUNCIL rant n_IM I COl o VALLI tw it rAK row "'Y" LAK[ YTTO r- - - t 17 our. UK IMKDAIt Etwo - T • I t •r (r NEST I o�AT[fforNl IN oao /o I RAYSEY CO. I r I a+aEtwo I I MNE tt Tf.A ""CU gA 7 Y/ 91. AitN{ 1 4 f1AIMT PAM 1 2 LAKtLAN «OLLTWWO ( w+TEafOWN I f. �MINSHIA►OUIS 3 I C ►MAVEN oIRINf b / 1 (-1 _ ST. C.1 REACH ( tY l • 1 ' (f t 19 =TT 1000892T - - - ■Art& - EDINA 1 PAUL I tOYTN AFTON -j MINA LIf MANY 1 la TICHFIELD phis T': NEMOOTA ST. New t tt CTORI CHANNASfIM I •32' N[IGMts UN R`H .Ut LA ' «aCONIa tAAf TOew Coca /RA421C I ■AG ONIA ST. Af P AUL BLOOMINGTON Olves Glovt CARVER CO. CHA IR{ t GG.R "EIGHTS CG TAGS GROVE 0ENUARK j�} rOYMC I CI.ASRA A N DAKOTA CO. Rohr I (/•t•ASON � COLOGN C AI VCP I DA «l1:REN I BY {MfriILC YOUNG m( RICA � tENrpN I RAVAGE - I I ►BIOS Ar/t[ IaItCT f0f[MOYwT NININGER MAMR�YRG 1 i r LOUISVILLE LAKE 1 HASTINGS L HaNCCCM SAN FRANCISCO i I ' I I i ( vERrIll10A i 'RavENA+ - . S CMEEM SIRING L.AE ) CREDIT LIKETIIt[ iHnRE i HARS «.N ' I I ROVER vlfYLLtwt I I S FARMINGTON I ST. I += ENCE I MlOAK COTT CO. B ta LCPLAIN! -- 1 - -- ' LMI . I N1 W NaRKET t I ' 1� TRIES ULAACLCT I bEtlt MAINE HELENA I I MAN OM I I CE WR LAKE EUREKA � CASTLE ROCK - I I I ' N AHITON ' Fw +S '. Neti►eAGY[' I I —:l-- TL - - - -- J 49W waaaCT R.MOOI /N MI LES ! 1 1 NI l0 3S 20 - 2S � CREENV.IE IwatE RFOIO 1 ; SCIOT A Twin Cities Metropolitan Area �- J Political Boundaries &PIING ►.IK f N 17 FALCON HEIGHTS 25 49111 LAKE OR0110 10 ►OBBINS -ALE 1R 4IMOOTA 26 Blecitw000 AN KA MIN /QONtA.RtACN 11 SPRING LAKE , &K 1f LIl7DAL[ 27 WHITE I EAR — 4 - - County Boundary A toMRa BAT 12 Y. f. GOVT, 20 GREY CLOV0 b BarrOtT [KCZL&IOf 13 N1tlT0r 2I LARD /All ORONO e Gf[EMr 27 NtLLEfNt[ Municipal Boundary COLUMBIA NtIGHTS 22 DELLrOOD 30 OaK rAfK M[IGNTf N000L I 1. S ST &MTNONr 23 Pint SIRRG& 21 LAKELAND &HOICS 1 AI C 1 11 — Township Boundary • r(OICIMI LAKE lB IA...e.Lt 2a MANTOMLDI 32 R, M ART'& MAY dd �r- 1995 METRO SURVEY UNITS OF GOVERNMENT - GROUPINGS AND POPULATION a Listed below, in logical groupings for survey reporting purposes, are the units of state, metropolitan -wide, county and municipal governments in the Twin Cities Metropolitan area. Of these, 114 reported data in the 1994 survey. Group One - State Agencies State of Minnesota tjriNerii`lyat Minnesota - - Group Two - Metropolltan -wide Agencies - (Seven County Area) Metropolitan Airports Commission Metropolitan Waste Control Commission Metropolitan Council Metropolitan Transit Commission Group Three - Hennepin County, Ramsey County, Twin Cities Hennepin County 1,051,426 Minneapolis 367.924 Ramsey County 491,306 St. Paul 272,243 Group Four - Selected Counties Dakota County 298,679 St. Louis County 198.213 Ofmsted County 113,237 Anoka County 261,814 Washington County 156,276 Scott County 64,242 Carver County 52.758 Group Five - Suburbs Over 25, Bloomington 86,918 St. Louis Park 43,764 Lakeville 30,149 Coon Rapids 58,833 Maple Grove 42,682 Brooklyn Center 28,533 Brooklyn Park 58,125 Eden Prairie 42.442 Fridley 28,287 Plymouth 55,137 Blaine 40,814 Woodbury 25,975 Burnsville 53,363 Apple Valley 38,261 Cottage Grove 25,752 Eagan 53,004 Richfield 35,538 Shoreview 25,730 Minnetonka 49,285 Roseviite 33,487 Edina 46,984 Maplewood 32.394 -G roup Six - Suburbs Under 25,000 and Over 10,000 White Bear Lake 24,979 Champlin 18.565 Savage 12.889 Inver Grove Heights 24,332 Andover 18.304 Shakopee 12,732 Crystal 23.807 Anoka 17,481 North St. Paul 12,730 New Brighton 22,355 Hcckins 16,406 Mounds View 12.511 Oakdale 22.192 Hastings 16,143 Prior Lake 12,072 New Hope 21,75a Stillwater 15,001 Vadnais Heights 11,638 Golden Valley 21,029 RotbrIsdals 14,410 Lino Lakes 11,193 South SL Paul 20,235 Ramsey 14,081 Rosemount 10,478 West St. Paul 19.304 Chanhassen 13.388 Mendota Heights 10,466 Columbia Heights 18,999 Chasita 13,012 Group Seven - Suburbs Under 10,00 Mound 9,643 Belle PWne 3,190 Greenwood 643 Arden Hills 9,493 Jordan 3.003 Landfall 624 Ham Lake 9.462 Independence 2.951 Marine on St. Croix 6C8 Little Canaca 9.134 Victoria 2.333 Willemie Sol East ?etrei 8,471 Aficn 2.329 Minnetonka Beach 575 SL Anthony 8.019 SL Frands 2.727 Cologne 567 Crono 7,323 Lauderdale 2,710 Liiydale 542 Farmington 6,574 Csseo 2.538 Mayer 513 Spring Lake Park 6,523 New Prague 2.520 Vermillion 510 Shorewood 6.430 Watertown 2.495 Hamburg 503 Forest Lake 6,242 Excelsior 2,377 Woodland 484 Lake Eimo 6,057 Lexington 2.198 Loretto 47 Maht'ttedi 5.966 Macle Plain 2,117 Rockford 461 Corcoran 5.498 Centerville 2,095 Gem Lake 446 Falcon Heights 5,348 Laxeiand 2.006 Pine Springs 435 SL Paul Park 5.091 Long Lake 1,980 Bethel 430 Hugo 5,030 Spring Park 1,757 Medicine Lake 388 Circle Pines 4,779 Greenfield 1,564 Hampton 383 Dayton 4,740 Tcnka Bay 1,466 New Germany 367 Wacania 3.920 Young America 1,427 SL Mary's Point 343 Wayzata 3,830 Norwood 1,377 Randolph 333 Newport 3,756 SL Sonifacius 1,195 Hanover 329 Oak Park Heights 3,701 Lake SL Croix Bead 1,127 Lakeland Shores 320 Ceephaven 3,646 8irdlwocd 1,024 Elko 246 North Oaks 3.502 Oellwood 896 New Market 227 Minnemsta 3,574 Carver 773 Coates 184 Medina 3,534 Rogers 759 Miesviile 135 Bayport 3,195 Hiiltco 749 • Population figures are based an uii93 population estimates providea by the Mletropoikan Council. 1994 estimates were not available at the time of publication. J)CR .Stanton Group SURVEY JOB TITLE: City Manager /Administrator /County Ackninistrator JOB NO. 174 Skill Level - Top administrator in municipality, county or related government unit. Example of Duties - Carries out the policies established by the Board, Council or Commission for the efficient ackninistrat.ion of the county's or municipatityts business. administration of all county or municipal departments, developing the annual budget, prep Duties include coordinating the administration for and attending board or council meetings, providing information to the public concerning government business, supervising the maintenance of records and making recommendations for the improvement of efficient adninistration of the affairs of the governmental unit. Mininxm Qualifications - Requires managerial, administrative and educational experience necessary for the management of a governmental unit. All Rates Quoted Annually -- P After WTD MEAN RATES indicates periling rate * - Multiple range ----- RANGE DATA ------ WTD WAGE FREQUENCY DISTRIBUTION # OF 0 YRS EXCLUDING LONGEVITY INCL. LONGEVIT rY OF MEAN JURISDICTION EMPL TRANSPORT / JURISDICTION EMPL RATES 25.9 46.6 67.4 88.1 +DEGREE SUPV ALLOWANCE T N TITLE # OF TO # OF TO -- MIN MAX STEPS MAX MAX STEPS MAX MET AIRPORTS COMM 1 94.4 1 M.P.A. 380 CAR PROV N 10.0 EXECUTIVE DIR 81.8 107.6 r rn METROPOLITAN RANSI COUNC 1 103.6 1 3954 300 /MONT11 N 1.0 REGIONAL ADMIN MET COUNCIL TRANSIT 1S 89.8 MOWS 1 B.S. CAR PROV N 2.0 GENERAL MGR 80.1 103.0 1 84.9 P 1 I.L.B. 1032 225 /MONTH N 2.0 GENERAL MANAGER 70.6 100.7 x GROUP STATISTICS: 95.9 Q1: 89.8 Q2: 94.4 03: 103.6 -------- -•--- --- --- --- Average: 81.0 105.3 HENNEPIN COUNTY 1 108.8 -' -- '� -" " -._.__ 1 M.A. .26 /MILE N IE4 CNTY ADMIT - RAMSEY COUNTY 1 103.9 1 N 9.0 COUNTY MANAGER 8507 108.5 7 125 ,6 14 18 MINNEAPOLIS 1 96.3 P 1 M.A. 4300 200 /MONTII N 2.0 CITY COORD 77.0 115.5 GROUP STATISTICS: 106.4 Q1: 103.9 Q2: 106.4 Q3: 108.8 -- ---- ----- ------ ----------- ----- - -- --- Average: 97.3 108.7 117.8 DAKOTA COUNTY 1 93.4 ___ ___ __ _______ 9 - ��- -��-�'� " " -" . -"-'-" '- ___ ___ _ -- -- -- -- - - - 1 M.P.A. 1432 275 /MONTII N 3.0 COUNTY ADMIN 59.9 99.9 . 100.8 3 15 o A COUNTY 1 100.0 1 M.A. 1579 CAR PROV N 12.5 COUNTY ADMINITR 65.6 98.4 ST LOUT? COUNTY 1 82.9 1 2450 .30 /MILE N 2.0 CNTY ADMIN WASHINGTON COUNTY 1 86.7 1 M.A. 895 .30 /MILE N 1.0 CO ADMINISTRATR 68.4 OLMSTED COUNTY 1 87.5 1 M.A. 1075 .29 /M.ILE 101.2 . CARVER COUNTY 1 80.8 1 N 220 CTY ADMIN M.A. 498 CAR PROV N 8.0 CNTY ADMINIST 56.8 87.5 11 9.0 GROUP STATISTICS 88.6 41: 82.9 Q2: '87.1 03: 93.4 - - - ------- -- -- - -- /MONTII N Average: 61.8 96.1 100.8 B LOOMINGTON 1 92.6 P - - - - -- - __ ___ 1 M.P.A. 512 350 .. - .. ' - � - - � ON RAPIDS 1 84.0 P 1 4.0 CITY MGR ADMIN M.P.A. 250 250 /MONTII N 4.0 CITY MANAGER 11 i� Th tll 1% 111 P% iMM 711 oft 1Ih. Am ft M *. .ft _., .. SURVEY TITLE: City Manager /Ackninistrator /County Administrator (Cons.) JOB No. 174 --------------RANGE DATA----------- - -- EXCLUDING LONGEVITY INCL. LONGEVITY NTD WAGE FREQUENCY DISTRIBUTION # OF 0 YRS YRS YRS # OF MEAN EMPL TRANSPORT / OF # OF TO # OF TO JURISDICTION EMPL RATES 25.9 46.6 67.4 88.1 +DEGREE SUPV ALLOWANCE T EXP TITLE MIN MAX STEPS MAX MAX STEPS MAX BROOKLYN PARK 1 84.5 P 1 M.P.A. 389 325 /MONTH it 5.0 CITY MANAGER PLYMOUTH 1 89.0 1 M.P.A. 210 350 /MONTH N 2.0 CITY MANAGER 64.3 98.4 BURNSVILLE 1 88.2 1 M.A. 239 350 /MONTH N 4.0 CITY MANAGER 88.2 88.2 EAGAN 1 86.4 1 H.P.A. 200 493 /14ONTH N 19.0 CITY ADM 74.5 86.4 6 8.0 MINNETONKA 1 82.6 1 M.P.A. 193 350 /MONTH N 2.0 CITY MANAGER EDINA 1 94.1 1 M.A. 234 CAR PROV N 17.0 CITY MGR ST LOUIS PARK 1 84.0 1 M.P.A. 240 CAR PROV N 2.0 CITY MANAGER 79.0 99.8 MAPLE GROVE 1 85.2 1 M.P.A. 151 525 /14ONTH N 6.0 CITY ADMINIS EDEN PRAIRIE 1 85.0 1 B.S. 232 400 /140NTH N 13.0 CITY MANAGER 79.6 103.4 BLAINE 1 88.5 1 B.S. 110 N 7.0 CITY MANAGER APPLE VALLEY 1 77.3 1 B.A. 146 385 /14ONTH N 1.0 ADMIN 69.9 77.3 4.0 ROSEVILLE 1 79.5 P i M.P.A. 145 275 /14ONTH N 6.0 CITY MANAGER 67.1 98.0 MAPLEWOOD 1 88.5 1 M.P.A. 154 450 /MONTH N 8.0 CITY MANAGER 68.4 92.1 LAKEVILLE 1 82.5 1 NONE 137 375 /MONTH N 6.0 CITY ADMINISTR 65.5 81.8 6 5.0 BROOKLYN CENTER 1 85.2 1 M.A. 153 CAR PROV N CITY MANAGER 73.5 90.8 FRIDLEY 1 88.9 1 Ph.D. 180 254 /MONTH N 6.5 CITY MANAGER 80.9 111.2 8 10.0 WOODBURY 1 81.0 1 M.A. 109 300 /MONTlI N 8.0 CITY ADMIN 4 COTTAGE GROVE 1 76.5 1 M.P.A. 112 300 /MONTH N 6.0 CITY MANAGER 76.5 1 1.0 SHOREVIEW 1 75.4 1 M.P.A. 69 275 /MONTH N 2.0 CITY MANAGER 68.4 75.4 3 1.5 RICHFIELD 1 85.0 1 M.P.A. 220 350 /MONTH N 8.0 CITY MANAGER �ti I GROUP STATISTICS: 84.6 Qi: 82.5 Q2: 85.1 o3: 88.5 Average: 73.8 90.1 WHITE BEAR LAKE 1 75.5 1 M.P.A. 101 295 /MONTH N 10.0 CITY MANAGER 75.5 75.5 INVER GROVE HEIGHTS 1 74.2 1 M.A. 82 300 /14ONTH N 2.0 CITY ADMIN 74.2 74.2 CRYSTAL 1 79.8 P 1 M.P.A. 91 400 /MONTH N 7.0 CITY MANAGER 73.0 87.8 5 NEW BRIGHTON 1 70.4 1 M.P.A. 300 /14ONTH N 1.5 CITY MGR OAKDALE 1 80.5 1 B.A. 20 257 /14ONTH N 2.0 CITY ADMIN 66.1 80.5 5 4.0 NEW HOPE 1 81.8 P 1 M.P.A. 98 500 /MONTH N 12.0 CITY MANAGER 58.8 81.8 5 3.0 GOLDEN VALLEY 1 88.8 P 1 M.A. 125 423 /MONTH N 11.0 CITY MANAGER WEST ST PAUL 1 71.9 P 1 M.P.A. 97 200 /14ONT11 N 10.0 CITY MANAGER 58.6 73.2 COLCIRBIA HEIGHTS 1 75.0 1 M.A. 126 250 /14ONTH N 2.0 CITY MANAGER CHAMPLIN 1 78.8 1 M.A. 61 100 /MONTH N 6.0 CITY ADMINIST ANDOVER 1 60.4 1 M.P.A. NONE N 1.0 CITY ADMINIST ANOKA 1 "65.0 1 M.P.A. 125 325 /MONTH N 6.0 CITY MANAGER 56.1 73.8 9 8.0 HOPKINS 1 75.9 1 B.S. 103 300 /MONTH N 5.0 CITY MANAGER 60.5 81.7 HASTINGS 1 69.6 1 M.A. 85 .30 /MILE N 6.0 CITY ADMIN 60.0 70.8 6 5.0 72.9 3 15 STILLWATER 1 59.0 P 1 B.S. 66 .30 /MILE Y 16.0 CITY COORD ROBBINSDALE 1 76.4 P - 1 B.S. 300 /MONTH N 3.0 CITY MANAGER 69.3 79.1 RAMSEY 1 58.0 1 M.P.A. 40 250 /MONTH N 4.0 CITY ADMIN 55.5 80.5 CHANHASSEN 1 67.8 1 M.P.A. 61 375 /MONTH N 19.0 CITY MANAGER 57.3 77.5 SURVEY TITLE: City Manager /Administrator /County Administrator .(Cont.) JOB NO. 174 ---------- --- -RANGE DATA----------- --- EXCLUDING LONGEVITY INCL, LONGEVI WTD WAGE FREQUENCY DISTRIBUTION # OF 0 YRS YRS YP.S # OF MEAN EMPL TRANSPORT / OF # OF TO # OF TO JURISDICTION EMPL RATES 25.9 46.6 67.4 88.1 +DEGREE SUPV ALLOWANCE T EXP TITLE MIN MAX STEPS MAX MAX STEPS MAX CHASKA 1 66.8 P 1 M.P.A. 26 275 /MONTH N 10.0 CITY ADMIN 58.9 76.5 SAVAGE 1 67.0 1 M.P.A. 69 250 /MONTH N 0.5 CITY ADMINISTR 55.9 70.8 8 6.0 SHAKOPEE 1 73.9 1 M.A. 69 300 /MONTH N 5.0 CITY ADM 59.1 73.9 8 7.0 SOUTH ST PAUL 1 70.6 1 M.P.A. 97 392 /MONTII N 3.0 CITY ADMIN 70.6 NORTH ST PAUL 1 63.0 1 55 300 /MONTH N 1.0 CITY MANAGER MOUNDS VIEW 1 70.8 1 M.A. 65 .30 /MILE N 4.0 CITY ADM 57.3 70.8 5 3.0 PRIOR LAKE 1 67.3 P 1 M.A. 56 350 /MONTH N 3.0 CITY MANAGER 57.6 77.9 VADNAIS HEIGHTS 1 56.0 1 B.S. 18 150 /MONTII Y 17.0 CITY ADMIN 44.8 56.0 5 4.0 LINO LAKES 1 57.0 P 1 M.A. 42 N 14.0 CITY ADMINISTR ROSEMOUNT 1 63.0 P 1 M.A. 60 200 /MONTH N 1.0 CITY ADMIN 14ENDOTA HEIGHTS 1 60.2 1 M.P.A. 43 175 /MONTH N 5.0 CITY ADM GROUP STATISTICS: 69.1 Q1: 63.0 Q2: 70.4 Q3: 75.0 Average: 60.2 736 e: . 72.9 .............................................................. .......------------------....----------------------- -.............................. -- - -- MOUND 1 65.9 1 M.A. 34 DAY USE N 9.0 CITY MANAGER 53.2 66.5 4 3.0 = 0,ARDEN HILLS 1 47.0 P i B.A.' 20 200 /MONTH N 1:0 CITY ADMIN 42.7 57.0 6 5.0 00 HAM LAKE 1 53.4 1 NONE 12 .30 /MILE N 8.0 ADM /CLERK /TREAS 42.7 53.4 5 3.0 LITTLE CANADA 1 60.0 1 M.A. 12 .30 /MILE N 5.0 CITY ADMIN 45.0 60.0 ST ANTHONY 1 55.0 P 1 M.A. 53 150 /MONTH N 1.0 CITY MANAGER 55.0 ORONO 1 60.1 P 1 M.A. 41 200 /MONTH N 3.0 CITY ADMINSTR 57.0 67.0 4 3.0 FARMINGTON 1 58.5 1 M.P.A. 56 200 /MONTH N 12.0 CITY ADMIN 48.8 58.5 3 3.0 SPRING LAKE PARK 1 55.9 1 NONE 30 .28 /MILE N 26.0 CLERK TREAS SHOREWOOD 1 58.5 1 M.P.A. 30 .30 /MILE N 4.0 CITY MANAGER 46.1 58.5 5 3.0 FOREST LAKE 1 53.0 1 M.P.A. 30 .29 /MILE N 1.0 CITY ADMINISTR_ LAKE ELMO 1 41.9 P 1 NONE 10 100 /MONTH N 4.0 ADMINISTRATOR 39.3 46.2 3 3.0, MARTOMEDI 1 43.2 P 1 M.P.A. 10 50 /MONTH N 3.0 CITY ADMINISTR 38.0 48.0 B 7.0 X, ` 5 FALCON HEIGHTS 1 50.5 1 M.A. 10 165 /MONTH N 4.0 CITY ADMINSTR 50.5 r . ST PAUL PARK 1 61.1 1 M.P.A. 47 260 /MONTH N 20.0 CITY ADMINISTR 61.1 HUGO 1 48.9 1 M.P.A. 4 225 /MONTH N 3.0 ADMINISTRATOR 48.9 CIRCLE RUNES 1 49.4 1 M.P.A. 15 CAR PROV N 9.0 ADMINISTRATOR 41.4 55.2 5 6.0 DAYTON 1 50.4 1 NONE 8 .30 /MILE N 5.0 ADM /TREAS 36.6 51.1 WACONIA 1 45.2 1 M.Av 13 .28 /MILE N 1.0 CITY ADMINISTR 40.6 61.1 7 NEWPORT 1 55.0 1 B.S. 38 250 /MONTH N 1.0 CITY ADMINISTR 55.0 55.0 OAK PARK HEIGHTS 1 49.0 1 M.A. 16 .29 /MILE N 0.0 CITY ADMINISTR 49.0 49.0 53.4 4 16 MINNETRISTA 1 49.2 1 NONE 11 CAR PROV N 12.0 ADMIN /CLK 41.0 60.0 5 6.0 BAYPORT 1 54.7 1 _ M.A. 18 300 /MONTH N 3.0 CITY ADMIN 46.6 62.9 7 6.0 JORDAN 1 41.0 1 M.A. 6 140 /MONTH N 1.0 CITY ADMIN INDEPENDENCE 1 39.0 1 NONE 5 26 /MILE Y 7.0 CLERK-TREASURER 22.0 50.0 VICTORIA 1 54.2 1 M.A. 8 210 /MONTH N 6.0 CITY ADMINISTR 46.8 59.7 6 ST FRANCIS 1 41.3 1 B.S. 16 .28 /MILE N 4.0 CITY PLANNER 35.2 45.8 10 8.0 LAUDERDALE 1 35.0 1 M.A. 5 .30 /MILE N 0.0 CITY ADMIN i - - - %V w W v 140 is W rr �► Y� i1 1 r W ill W 11/ IE1; SURVEY TITLE: City Manager /AcLninistratur /County Adoinistrator (Cont.) JOB NO. 174 --------------RANGE DATA -------------- EXCLUDING LONGEVITY INCL. LONGEVITY WTD WAGE FREQUENCY DISTRIBUTION # OF 0 YRS YRS YRS N OF MEAN EMPL TRANSPORT / OF .# OF TO # OF TO JURISDICTION EMP1. RATES 25.9 46.6 67.4 88.1 +DEGREE SUPV ALLOWANCE T EXP TITLE MIN MAX STEPS MAX MAX STEPS MAX OSSEO 1 45.3 1 M.A. 11 200 /1 N 1.0 ADMINISTRATOR NEW PRAGUE 1 50.8 1 B.S. 17 .29 /MILE N 20.0 CITY ADMIN 37.9 50.8 8 8.0 WATERTOWN 1 40.4 1 M.A. 14 175 /MONTH N 3.0 ADMINISTRATOR 36.1 45.0 7 7.0 EXCELSIOR 1 57.3 1 NONE 12 NONE Y 2.0 CITY MANAGER LONG LAKE 1 40.0 1 H.P.A. 5 N 1.0 CITY ADMIN GREENFIELD 1 32.8 P 1 NONE 3 .26 /MILE N 7.0 CLERK TREAS ADM 26.0 40.0 11 10.5 TONKA BAY 1 30.0 1 M.A. 6 .28 /MILE N 1.0 ADMINISTRATOR NORWOOD 1 31.5 1 M.A. 4 .26 /MILE N 4.0 CITY ADM HILLTOP 1 25.9 1 J.D. 1 .27 /MILE N 3.0 CLERK-TREASURER I GROUP STATISTICS: 48.3 Q1: 41.0 Q2: 49.9 03: 55.0 Average: 42.6 55.2 53.4 ----------------------------------- ------------------------------------------------- - -- ------ -- -- --- -- ----- ------ -- OVERALL: 78 68.2 11 26 28 13 59.7 75.0 JOB RATES DISTRIBUTION: P10= 41.0 Q1= 53.4 Q2= 70.0 Q3= 85.0 P90= 89.8 CA t0 'I I City of Brooklyn Center • CONSIDERATIONS IN ESTABLISHING SALARY OF THE CITY MANAGER I. Present salaries of Department Heads in Brooklyn Center. Present Salary Rance Chief of Police $66,204 $54,548 67,366 Director of Community Development 63,168 51,150 - 63,170 Director of Finance 65,376_ 56,000 - 69,160 Director of Public Services 65,916 60,227 - 74,380 Fire Chief 58,697 47,545 - 58,718 These salaries based on the prevailing salaries for comparable jobs in other metropolitan cities. II. City Manager Salaries in the Metropolitan Area A 1995 survey of city manager cities is attached. The median salary is $84,000. The' lowest salary is Anoka at $64,961 and the next lowest is Shoreview at $73,552. Attachment i • 1995 City Mana r Salary Surve • • y v • Rank By Salary 1995 4/1/93 Full -time 1994 Budgeted C ITY - Salary CENSUS Staff Expenditures ** EDINA 94,174 - 46,984 240 15,062,301 BLOOMINGTON* -- 92,600- - 86,918 515 51,241,358 G OLDEN VALLEY 91,355 21,029 118 7,872,100 FRI - DL EY 89,931 28,287 140 11,455,209 PLYMOUTH 89,000 55 ,137 208 15,484,207 BLAINE 88,493 40,814 109 9,503, EAGAN _ 86,417 53,004 187 13,434,350 BR _CENTE ____&5,200 28,533 158 12,919,171 MAPLE GROVE _ 85,200 _42,6 14,693,705 RI CHFIELD* 85,007 _ 35,53F3 _ 216 34,681,670 B ROOKYLN PARK* _ 84,454 5 8,125 241 33,031,463 COON RAPIDS* , 84,000 58,833 201 24,130,000 ST. LOUI PARK 84,000 43,764 246, 29,750,3;8 MINNETONKA* 82,600 _ 49,285 200 13,884,200 NEW HOPE* 81,785 _ 21,758 92 1 11,064.8-26 WOO DBURY 80,739 2 110 8,982,658 CRYSTAL* 79,817 23,807 81 10,760;922 _R OBBINSDALE 79,800 14,410 72 8,022,057 ROSEVILLE* 79,500 _ 33,487 140 5,979,060 SHOREVIEW* 73,552 • 25,730 65 14,669,7 87 ANOKA 64,961 ' 17,481 125 8,181,648 "1994 Actual Annual Salary. 4 Budgeted expenditures reported by Cities to the Office of the State Auditor. Major categgries include General Government, Pulblic.Safety, Public Works, Health & Welfare, Culture and Recreation, Urban Development & Housing and Miscellaneous. Expenditures reported include only those funds that were. budgeted and approved by the Political Subdivision. Reported financial data is unaudited. Census figures are estimates from Metropolitan Council 4/1/93 I Career Opportunity City Manager Immed. opening - Brooklyn Center, MN (pop. 28,543), NW suburb of Twin Cities.. Salary range: $67,000- 87,000. Reports to mayor +' 4 council members''(? -year term). Resp. for $22M all -funds bdgt, including $11M GOP; 158 FT & 150+ PT staff including pub. serv., com. dev., finance, police, vol. fire, admin. Req: BA (MA pref.) + 5 -7 yrs exper in resp gov't mgmt position. Ideal candidates have skills in redevelopment, team bldg, communication, finance /bdgting, pub. relations & strategic planning. AA /EEO. Apps due 4:30 PM, Mon., Sept. 11, 1995. Submit resume to Kay McAloney, League of MN Cities, 3490 Lexington Ave N, St Paul MN 55126. For more info, call (800) 925 -1122 or 612/569 -3309. • • Career Opportunity City Manager Immed. opening - Brooklyn Center, MN (pop. 28,543), NW suburb of Twin Cities.. Salary negotiable. Reports to mayor + 4 council members' (4 -year termj:� Resp. for $22M all -funds bdgt, including $11M GOP; 158 FT & 150+ PT staff including pub. serv., com. dev., finance, police, vol. fire, admin. Req: BA (MA pref.) + 5 -7 yrs exper in resp gov't mgmt position. Ideal candidates have skills in redevelopment, team bldg, communication, finance /bdgting, pub. relations & strategic planning. AA /EEO. Apps due 4:30 PM, Mon., Sept. 11, 1995. Submit resume to Kay McAloney, League of MN Cities, 3490 Lexington Ave N, St Paul MN 55126. For more info, call (800) 925 -1122 or 612/569 -3309. • 9 • 0 SUGGESTED CALENDAR FOR CITY MANAGER SELECTION CITY OF BROOKLYN CENTER MEETING CALENDAR FOR SEPTEMBER, 1995 KEY: CC- Council Chambers Conference Room A Conference Room B Conference Room C Conference Room D SUNDAY Mon Tuesd Wednesday Thur sday Friday SATURDAY 1 2 3 4 5 6 7 8 9 i 10 11 12 13 14 15 16 Deadlinefor- - - - - -- ---------------- - - - - -- ---------------- - - - - -- ----------------------- Applications Review of Applications 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Regular Council Review - -- ---------------- - - - - -- ---------------- - - - - -- ----------------------- Council List of Top Meeting Candidates (12 -15) to Select 3 -5 for Interviews 0 i 0 CITY OF BROOKLYN CENTER CITY HALL MEETING CALENDAR FOR OCTOBER, 1995 KEY: CC- Council Chambers Conference Room A Conference Room B Conference Room C Conference Room D SUNDAY Monday Tuesday Wednesday Thursday Friday SATURDAY 1 1 2 3 4 5 6 7 Referenceand - - - -- ----------------- - - - - -- ----------------- - - - - -- ----------------- - - - - -- Security Checks of 3 -5 To Candidates 8 9 10 11 12 13 14 CouncilInterviews ----------------- - - - - -- ---------------- - - - - -- ---------------- - - - - -- ---------------------- Top 3 -5 Candidates 15 16 17 18 19 20 21 Council Selects - -- ---------------- - - - - -- and Negotiates Contract 22 23 24 25 26 27 28 Contract Approved by Council .29:1 30 31 City of Brooklyn Center POSITION DESCRIPTION Position Identification TrrLE: City Manager STATUS: Exempt SALARY SCHEDULE: Schedule B Position Summary The city manager shall be the head of the administrative branch of the City government and shall be responsible to the City Council for the proper administration of all affairs relating to the City. The city manager shall have the authorities, duties, and responsibilities conferred upon the city manager by law, the City Charter, and City Ordinance not inconsistent with the City Charter. Essential Duties and Responsibilities Operations • Controls and directs the administration of the City's affairs. • Ensures the City's Charter, laws, policies, ordinances, and resolutions are enforced. • Responsible for master planning and updating documents such as the strategic plan, capital improvements, and comprehensive plan. • Works to encourage, develop and /or locate alternate funding for City services and joint/cooperative operations. • Provides assistance to staff in planning and coordinating activities, and follows -up to ensure effective service to the public and efficient conducting of all municipal affairs. • Stays current with legislative issues, specifically those affecting local government. Economic Development • Instrumental in economic development within the community. Personnel • Ensures the development of an effective municipal organization — includes recommending changes in organization structure as appropriate. Financial Activities • Responsible for effective management and use of City assets. • Responsible for effective management of financial assets, including effective investment of available funds, proper accounting practices to control financial assets, and provides for • financial planning. Council Activities • Provides professional support to the City Council by attending meetings to report on City affairs; presenting recommendations concerning policies and objectives, as well as specific • City Manager Page 2 actions; participating in discussions; and implementing Council decisions. • Keeps the Council fully advised of all significant matters and effectively presents all items which require Council action or approval. • Enforces and recommends changes to ordinances and resolutions. • Works with City commissions coordinating their activities with elected City officials and presenting commission recommendations to the City Council. • Attends all City Council meetings and other public meetings as needed. Communications • Ensures proper public relations by following -up with all divisions to ensure public services are efficiently provided and that all complaints, concerns and public contacts are effectively handled. • Identifies appropriate service levels to meet customer needs. • Participates in community activities. • Stays current with developments in both the public administration and organizational development fields, and cooperates with other governmental units and municipalities on matters of mutual interest. • Maintains effective relationships with community organizations and members, representing the City of Brooklyn Center in a positive manner. • Essential Knowledge, Skills, and Abilities Desirable Qualifications • Masters degree in related field. • Seven to ten years experience in responsible position in municipal government. • Experience with labor negotiations, staffing, and organizational development. • Experience with management of budgets and enterprise operations in excess of $5 million. • Experience with computers. • Successful experience with business attraction, retention, and overall redevelopment. • Previous experience with TIF and bonding. Minimum Qualifications • Bachelor's degree in business, public administration, or closely related field. • Thoroughly familiar with the role, responsibility, and function of local government. • Five years progressive public administration experience holding a responsible municipal management position. • Ability to communicate effectively orally and in writing. • City Manager Page 3 Position Description Approved By Mayor Date Human Resources citymgr.795 City of Brooklyn Center Position: City Manager Date Application Received: , 1995 NAME: MINIMUM QUALIFICATIONS POINTS A. Possesses 5 years experience in municipal work YES NO or related field. Points 1S 0 A. B. Possesses Bachelor's degree in Public Administration YES NO or related field. Points 1S 0 B. TOTAL - NIININIUM QUALIFICATION POINTS (A & B): APPLICANT MUST HAVE 30 POINTS TO BE CONSIDERED FURTHER Does the applicant have > >30 points (circle one,) YES Continue :with evacuation of other qualifications below. NO ;; Process for this applicant is completed. Send sorry letter EVALUATION OF OTHER QUALIFICATIONS C. Experience as city mgr /administrator, 6 yrs 7 yrs 8 yrs 9 yrs 10 yrs 10+ yrs assistant to iv nt or equivalent al i ent D. Education /professional development Prof Dev: Min Avg Extensive MA MA+ Ext. E. Experience in public, council, and 6 mo 1 yr 1'k yrs 2 yrs 3 yrs 4+ yrs staff relation & team ea building �ldin ........................ ..... ..::. :..:.. F. Experience in HR /labor relations 1 yr 2 yrs 3 yrs 4 yrs 5 yrs 5+ yrs F. G. Experience in budget prep & Minimal Average Extensive mon n iton n & financial m n mt ..........:.. ....:.....:...:......:.....::.. H. Experience in computers Minimal Average Extensive .............. : ........... : ....... : ..... : ..ar H. I. Experience in supervision Minimal Average Extensive >< << >1 I. J. Exper in redevelopment programs & TIF Minimal Average Extensive J. K. Exper. in operating city facilities, Minimal Average Extensive enterprise rise operations ons & bond issues L Ge neral resentati writing on nt in skills Is SUBTOTAL OF C - L: MINIMUM QUALIFICATION POINTS (A & B above): TOTAL POINTS: i MEMORANDUM Correction TO: Mayor Myrna Kragness Councilmember Kathleen Carmody Councilmember Debra Hilstrom Councilmember Barb Kalligher Councilmember Kristen Mann / FROM: Cam Andre, Interim City Manager DATE: July 28, 1995 SUBJECT: Negotiations of the Management Union Contract We presently have a contract with Labor Relations Associates for negotiating labor contracts. I would recommend that we use the firm for negotiating an agreement with the union. The services would be provided under the provisions of our existing contract with no additional cost *. The Council reviousl had directed p y the City Attorney to prepare an RFP for the service. At this time, it does not seem necessary to spend additional monies for this purpose. If the Council has no objection, I will proceed on this basis. *Correction - the services would be provided at reduced rates. n ' Council Meeting Date 7/31/95 City of f Brooklyn Center Agenda Item Number Request For Council Consideration Item Description: Work Session Discussion Re: Strategic Plan/CIP Department Approval: Diane Spector, Director Public Services Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Review the draft format for a strategic plan, revise as necessary, and provide direction to staff. Summary Explanation: (supporting documentation attached Yes ) • The Council has identified a five year strategic plan as a goal. I have been striving to find some way of making the Capital Improvement Program (CIP) more understandable and useful. I believe the first if done well can go a long ways towards the second. While there obviously has been strategic planning going on in the development of the CIP project listing, that fact isn't obvious to anyone who isn't intimately familiar with every page of the CIP. Attached is a draft format I've developed for a strategic plan which could encompass the CIP, existing , and future strategic planning documents. This format would clearly state the City's strategic goals, and clearly delineate a course of action towards meeting those goals. This is how I would envision a format like this working: 1) The Strategic Plan would be a master implementation document to the Comprehensive Plan (called for short the comp plan). In other words, the Comprehensive Plan is the formal planning document which the City is required,by the Metropolitan Planning Act to enact; the Strategic Plan is the listing of the steps which the City intends to take to assure that comp plan standards are met, or at least considered. These steps may include improvement projects, programmatic changes, ordinance revisions, etc. Depending on its stage in its life cycle, a city may be updating its comp plan infrequently, frequently, or somewhere in between. Brooklyn Center's last major comp plan review was in 1980; the 1995 budget includes $50,000 to begin the process of revising the comp plan. It is appropriate timing that the Council consider establishing a revised strategic planning process. 2) Other planning documents, such as the CIP; special studies such as the Local Water Management Plan, Water Supply and Wellhead Protection studies, and the Brooklyn Boulevard planning study; the MIS Strategic Plan; and the Park and Recreation Policy Plan become supplemeats to the comp plan and the strategic plan. r R Request For Council Consideration Page 2 • 3) The Council would spend considerable time on crafting the strategic plan, in fact, this would likely become the primary focus of most of the worksessions not devoted to budget review. Topics which tend to come forward in study sessions -- housing programs, street improvement plans, redevelopment options - - would all then be discussed in a comprehensive way in the context of the strategic plan and how they fit into specific goals. The Attachments Utilizing the goals the Council identified at its goal setting session earlier this year, I have drafted a set of six strategic goals. The Council's goals appear as strategic objectives. I have added other objectives, mainly those which relate to capital improvement items (mainly because I'm focussed on the CIP right now). Obviously across the variety of activities and services there are many additional objectives that could be added. I've attempted to keep even the objectives broad and generic. The second page of the attachment, labelled "Infrastructure," shows one way of fleshing out each of the strategic goals and its objectives. Again, because I'm starting out just thinking of the CIP, I've focussed on categorizing by year, cost, and source of funds. Additional columns might be items such as priority, impacts, general comments. This is presented for discussion and review. I would appreciate your comments, additions, deletions,revisions, reinventions, etc. • • • Strategic Plan DRAFT I. MAINTAIN THE CITY'S INVESTMENT IN INFRASTRUCTURE A. Update the City's Comprehensive Plan B. Upgrade various City physical facilities* C. Continue a program of neighborhood street, utility, and park improvements D. Continue a program of maintenance and repairs to water, sanitary sewer, and storm drainage systems E. Continue a program of Municipal State Aid street improvements II. PROACTIVELY SEEK OR FACILITATE REDEVELOPMENT OPPORTUNITIES A. Identify options for the redevelopment of critical areas B. Facilitate redevelopment by leading with or participating in infrastructure improvements C. Improve the appearance of commercial districts III. REVITALIZE NEIGHBORHOODS A. Revitalize the City's housing stock* B. Provide for neighborhood beautification projects such as landscaping and • streetscaping C. Address noise and traffic problems IV. COMMUNICATE EFFECTIVELY WITH DIVERSE INTEREST GROUPS A. Increase communication and team spirit at the Council and top management level* B. Become more user friendly, placing high emphasis on treating the citizen as a customer* C. Enhance the City's public image* D. Use technology to enhance information flow V. PROTECT THE PUBLIC'S SAFETY A. Continue a program of equipment upgrade and replacement VI. PROVIDE FOR THE EFFICIENT OPERATION OF CITY GOVERNMENT A. Recruit and hire a new City Manager* B. Recognize staff as professional and empower them with the resources to do their jobs and fulfill their goals* C. Have staff continue to provide adequate information to the Council to make prudent decisions* D. Develop a five year strategic plan and focus efforts on the plan* E. Reexamine and define the "role" of the City* F. Develop or locate alternative funding for City services* *Indicates a goal established at the Council's goal - setting session Infrastructure • Estimated Source I. Maintain the City's investment in infrastructure Year Cost of Funds A Upgrade various City physical facilities Combination 1 Develop park and recreation strategic plan of bonds, capital a Upgrade facilities within neighborhood parks improvements b Develop trail improvements fund, other c Acquire and develop any necessary additional revenue park sites 2 Evaluate options for City Hall improvements a General building improvements b Construct additional Police Department space 3 Evaluate options for Community Center improvements a General building improvements b Construct additional recreational facilities 4 Evaluate options for fire station improvements a East station improvements b West station improvements B Improve the appearance of neighborhoods a Continue a program of neighborhood street and utility Annual Bonds + replacement assessments, utilities b Update sidewalk & trail master plan 1995 -96 Local Construct trail & sidewalk projects Annual state aid C Continue a program of maintenance and repairs to water, sanitary sewer, and storm drainage systems a Water system Water 1 Distribution improvements utility 2 Repair & paint towers 3 Replace SCADA system b Sanitary sewer system 1 Replace Lift Station No. 1 1995 -96 Sanitary 2 Replace INTRAC system sewer utility c Storm drainage system Storm 1 Continue phase 11 analyses drainage utility D Continue a program of Municipal State Aid Street improvements a Municipal State Aid Street improvements MSA + 1 69th, Shingle Creek Parkway to Dupont 1996 -97 special 2 57th, Logan to Camden 1996 assessments 3 Logan, 53rd to 57th 1996 -97 4 73rd, Humboldt to Camden 1996 • b Install new traffic signals As MSA + 1 Summit & Earle Brown Drive necessary special assessments Page 1 Council Meeting Date 7/31/95 3 City of Brooklyn Center Agenda Item Number Request For Council Consideration i Item Description: Review of Proposed 1996 Street Improvement Project Areas Department Approval: Diane Spector, Director blic Se ices Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Authorize staff to bring to the Council on August 14 a resolution establishing 1996 improvement projects, ordering initial feasibility studies, and initial neighborhood meetings. Summary Explanation: (supporting documentation attached Yes ) • It's time to start the process for 1996 street improvement projects. The purpose of this item is to acquaint the Council with the proposed projects, provide some preliminary information, and obtain the Council's permission to bring to the August 14 meeting a resolution establishing projects, ordering initial feasibility studies, and authorizing initial neighborhood meetings. 73rd Avenue As the Council may remember, 73rd from Humboldt to Camden was proposed for improvement along with Humboldt Avenue, 69th to 73rd. With so much time, attention, and staff resources devoted to trying to bring the issues of that project to resolution, this project fell by the wayside. It should be resurrected for 1996. Since we share jurisdiction of this street with Brooklyn Park, this would need to be a joint powers project. We have already had some initial meetings with our side of the street, but Brooklyn Park has not yet met with the property owners on their side. The Council authorized an arrangement whereby Brooklyn Center paid a private consulting firm to gather survey data, and provide the data to Brooklyn Park in digital format. Brooklyn Park in turn agreed that its staff would be responsible for designing the project. We both agreed that we would share construction costs 50/50, unless one city or the other requested something out of the ordinary. No formal agreement has yet been drafted. Issues 1) There has been an ongoing debate regarding a sidewalk. Based on resident surveys over the years, there is support for a sidewalk on at least one side of the street -- the other side of the street. Based on usage • and impact on trees, Sy Knapp had recommended the north side, but there is no consensus. 2) Traffic has been a nagging issue, although not as intense as on Humboldt. However, there does appear to have been an increase in traffic since the Stop signs were installed on Humboldt. The third lane project on TH252, which should be complete later this summer, may help reduce traffic somewhat, but it is difficult to predict right now. Request For Council Consideration Page 2 3) Special assessments may well become an issue. I assume the Council would have no problem considering special assessments at the rate that was in effect at the time the project was proposed, then tabled until Humboldt could be resolved. That rate was $1,550, compared to $1,700 in 1995, and a likely higher rate in 1996. Brooklyn Park charges a higher special assessment rate, so we will need to strategize with Brooklyn Park how best to approach this issue. 4) Since 73rd is a State Aid Street for both cities, and should be funded primarily from state aid and assessments, there should be no funding issues. 57th Avenue and Irving to Logan The Council has already uthorized planning for the 57th Avenue project, Y p g p � which was put on hold until issues with Hennepin County could be worked out. We are just beginning to work on resolving those issues. At this time we are suggesting that, depending on the final results of the detailed storm water study being conducted in association with the 57th Avenue project, the Council consider "chipping away" at the southeast neighborhood with improvement projects. Last year we reconstructed James and Knox from 53rd to 55th, an area with severe sanitary sewer problems. The area from 55th to 57th, Irving, James, Knox, and Logan, has streets in relatively poor condition. The Council will also recall that the Maxfield housing study recommended that a priority be put on improving the public infrastructure in the southeast area as one means of stabilizing housing. A very rough estimate of costs suggests that the tax levy impact of reconstructing those one and a half miles (excluding 57th) might be $35,000. 69th Avenue, Shingle Creek Parkway to Dupont This is a major project, and will be discussed further with the Council when we bring a recommendation for an • engineering consultant, and then periodically after that. This is a state aid route, so there should not be general fund or tax levy issues. Depending on design, scope, cost, financing, etc., this may be a 1996 or a 1997 project Y P J or it may be broken into phases. James Avenue and 67th Avenue These commercial streets in the commercial area are in poor condition, and require a mill and overlay. Since this is a commercial area, most or all of this cost should be assessed to the abutting property owners. A rather straightforward project, of course the biggest issue will be the special assessments. John Martin Drive and Earle Brown Drive Same comments as above. Earlier this year the Council approved some state aid street system housekeeping to release some "dead milage" and designate 73rd Avenue Humboldt to Dupont as MSA. There is some additional dead milage that could be considered for release (62nd, Dupont to Lyndale). We would recommend that John Martin Drive and Summit Drive be designated MSA. The mill and overlay cost could then be charged to state aid. "Orchard Lane East" The next large neighborhood project we propose is what we've given the working title of "Orchard Lane East." It is generally the area east of Orchard Lane Park and north of 63rd, to Marlin Drive. 'Orchard Lane West," generally the area south of 65th and west of Orchard Avenue to the west City limits would follow in 1997. The Orchard Lane East area includes about 4.3 miles of streets. If we are to achieve our goal of addressing all street needs in 20 years, we must consider increasing our pace. In 1994 we reconstructed about 2 miles, and in 1995 about 3 miles. Request For Council Consideration Page 3 The reasons for selecting the Orchard Lane areas are these: 1) The detailed storm drainage study we conducted in association with the pond at the park and ride site indicates some substantial storm sewer trunk line improvements which are necessary. Some additional storm sewer laterals should also be constructed throughout this area to improve drainage. Some of the Council may recall that there is a severe drainage problem in the Halifax/Indiana/63rd area -- it was this flooding area which started the whole investigation which resulted in the pond at the park and ride. Some Council members will also recall that among the solutions proposed for the neighborhood drainage problems was the construction of a wet pond at Orchard Lane Park, and possibly a dry pond at Marlin Park. All these are improvements to consider for 1996. 2) According to the pavement management program, the streets in this area are a mix of "reconstructs" and "on the edge of reconstructs." Street maintenance has spent considerable effort maintaining the streets in this neighborhood. 3) There is a very severe water quality problem in the westerly part of this area. The water main is primarily unlined d " ductile iron pipe, p y p p ,which is no longer used because it contributes to black water and other water quality problems. A series of circulating pumps was installed in the water distribution system ion this area to keep the water moving and try to improve water quality. This helps, but it is also labor intensive, and an ongoing expense because the pumps are always running. The streets north of 65th and west of Orchard Lane Park are not proposed to be included in either of these projects. These streets are in relatively good shape, there are few drainage or utility problems, and we believe . they have several more years of useful life. Our recommendation is that they be sealcoated to obtain at least five more years of life. Issues 1) Constructing a pond in the northeast comer of Orchard Lane Park would be the least disruptive location in the park. When reviewed by the Park and Rec Commission in the past, the Commission obviously would prefer not to give up park space. However, our consultant believes that it should be possible to grade the area so that it would function as a pond in the summer, and could be usable as a skating rink area in the winter. This would require swapping the skating rink and ball field locations. To allow for a 300 foot diamond, the park shelter building would need to be moved. This shelter building is slated for replacement in the near future; this may be an opportune time to consider this. 2) We are including in the 65th Avenue realignment project a stub of a storm sewer to Marlin Drive, so if the 1996 project is approved we will not need to dig up the freshly paved 65th Avenue. 3) The special assessment rate is currently $1,700 per property for streets, and $725 for storm drainage. This is roughly 36 -38 percent of the street portion of the estimated project cost. At this time, our very rough estimate of the tax levy impact of the bond - financed portion of this project is $125,000, compared to about $72,000 for the Northwest Area and James /Knox projects and an estimated $78,000 for the Woodbine Neighborhood project. These cost estimates are based on "rules of thumb" costs per mile. One of the primary purposes for preparing a preliminary feasibility report is to refine the cost estimate. Until a better cost estimate is prepared, we will have only those very rough figures to go on. As far as the special assessment rate, the Council has in the past discussed increasing over a few years the percent of cost charged as special assessments from the current 36 -38 percent to 40 percent. Again, when we have obtained better cost estimates, we will be in a better position to evaluate the financial picture. 4) I'm not aware of any other pressing issues in this area, except for possibly concerns regarding traffic, especially the speed of traffic on 63rd and 65th Avenues, and possible impacts from the park and ride. Request For Council Consideration Page 4 i SUMMARY I ask that the Council review the projects proposed for 1996. On Monday night I will be prepared to review how these proposed projects fit into the larger context of the Pavement Management Program and the Local Storm Water Management Plan, including presenting a preliminary version of the projects proposed for the next five years. If the Council is interested in further consideration of these projects, on August 14 we will present: 1) Resolution(s) establishing projects 2) Proposals for soil borings and sewer televising 3) A calendar scheduling neighborhood informational meetings and dates of future Council consideration of these projects As a reminder, establishing a project and ordering a preliminary feasibility report does not commit the Council to order the project. Obtaining sewer televising and soil borings is extremely useful information to have whether or not a project goes forward. •