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HomeMy WebLinkAbout1994 07-11 CCP Regular Session CITY COUNCIL AGENDA CITY OF BROOKLYN CENTER JULY 11, 1994 7 p.m 1. Call to Order 2. Roll Call 3. Opening Ceremonies 4. Open Forum 5. Council Report 6. Approval of Agenda and Consent Agenda -All items listed with an asterisk are considered to be routine by the City Council and will be enacted by one motion. There will be no separate discussion of these items unless a Councilmember so requests, in which event the item will be removed from the consent agenda and considered in its normal sequence on the agenda. 7. Approval of Minutes: * a. June 21, 1994 - Special Work Session 8. Presentation: a. Boy Scout Troops 542 and 529 9. Mayoral Appointment: a. Housing Commission 10. Discussion Items: a. Staff Report Regarding Proposed Willow Lane Park Modifications b. Staff Report Regarding Proposed City Hall Remodelling 1. Resolution Authorizing Developmemt of an RFP for Professional Services, Improvement Project No. 1994 -32, City Hall Remodelling, and Amending the Appropriation 11. Resolutions: • a. Appointing Nancy Gohman as Responsible Authority for Purposes of the Minnesota Government Data Practices Act • b. Appointing Nancy Gohman to the Board of Directors of the Northwest Hennepin Human Services Council CITY COUNCIL AGENDA -2- July 11, 1994 * c. Expressing Recognition of and Appreciation for the Dedicated Public Service of the Earle Brown Days Committee d. Providing for the Acceptance of Certain Real Property in the City and Authorizing the Execution of an Agreement Therefor * e. Authorizing Execution of an Agreement Between MCC Behavioral Care and the City of Brooklyn Center for an Employee Assistance Program L Giving Preliminary Approval to the Issuance of Tax - Exempt Bonds and Authorizing Application for Allocation of Bonding Authority - Within the past two weeks, a new ownership group has expressed interest in p purchasing Four Courts Apartments. This group is also interested in seeking an allocation for revenue bonds for the purchase and rehabilitation of the project. This resolution would provide preliminary approval of the issuance of the bonds. The revenue bonds do not affect the debt capacity of the City. g. Authorizing Condemnation Proceedings, Improvement Project Nos. 1992 -29 .y (Storm Water Pond) and 1993 -18 (MTC Park and Ride) * h. Declaring a Public Nuisance and Ordering the Removal of Diseased Trees (Order No. Dst 07/11/94) * i. Accepting the Brooklyn Center Fire Department Relief Association Financial Statements for the Calendar Year Ended December 31, 1993 W * j. Approving Purchase Agreement for Improvement Project No. 1992 -29 (Storm Water Pond) * 12. Licenses 13. Adj ournment Cz%=9 Mewing Date Jaty 11, 19% 31 City of Brooklyn C -�r Ageaaa h m xtaobw - 7 cz Request For Council Consideration Item Description: CITY COUNCIL MINUTES - JUNE 21, 1994 - SPECIAL WORK SESSION Department Approval: 3�b� Sharon Knutson, Deputy City Clerk Manager's Review/Recommendation: No comments to supplement this report Comments below /attached Summary Explanation: (supplemental sheets attached i ,Recommended City Council Action: • MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL UI� 'THE CITY Of BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA SPECIAL WORK SESSION JUNE ZI, 1994 CITY HALL COUNCIL CHAMBERS CALL TO ORDER The Brooklyn Center City Council met in special work session and was called to order by Mayor Todd Paulson at 7 p.m. ROLL CALL Mayor Todd Paulson, Councilmcmbers Celia Scott, Barb Kalligher, Kristen Mann, and Dave Rosene. Also present were City Manager Gerald Splinter, Finance Director Charlie Hansen, Director of Public Services Diane Spector, Director of Community Development Brad Hoffman, Earie Brown Heritage Center Manager Judith Bergeland, and Council Secretary Barbara Collman. Councilmember Mann requested the addition of three items to the agenda: a violation of the City Charter, discussion of the financial audit recommendations, and an upgrade of ordinance conduct. Since Bill Morris had not yet arrived, it was decided to move Councilmcmber Mann's agenda items to this point in the agenda. FINANCIAL AUDIT RECOMMENDATIONS There was a motion by Councilmember Kalligher and seconded by Councilmember Scott to schedule a discussion with the Finance Director of the financial audit recommendations at an upcoming work session. The motion passed unanimously. CITY CHARTER VIOLATION Councilmember Mann made reference to Section 2.09 of the City Charter, "Interference With Administration." She said she wished to point out that this section of the charter has been violated by Mayor Paulson, She said the interference related to an ongoing investigation concerning the Police Chiefs performance. She said the majority of the Councilmembers agree with her, City t C Manager was interfered ' n Paulson contacted media rather than contaceen � with when Mayo J y the City Attor ttorne She added a discussion on the g t} Y issue is difficult because of the sensi of the issue, but offered to be more specific in a personal conversation. 6/2 1/94 _ r � 1 Mayor Paulson said he did not agree with Councilmember Mann's position and said her contact with the other Councilmembcrs had been unlawful. Councilmember Mann replied that she did not use a "tcicphone tree," but rather phoned Councilmembers individually; thcref0rc, her actions were not unlawful, Councilmember Kalligher asked the City Manager whether the meeting could be closed at this point due to the difficulty in discussing the issue under the sensitivity restrictions, The City Manager said he was not comfortable in determining what type of discussion could be held. He suggested a Councilmember contact the City Attorney for his advice or the Council direct him to contact the City Attorney, Mayor Paulson asked why Councilmember Mann hadn't contacted him directly instead of bringing this to the work session as a "surprise attack." Councilmember Mann said she had tried to contact him. There was a motion by Councilmember Kalligher and seconded by Councilmember Mann that the City Attorney be contacted on how to conduct discussions on this matter, Mayor Paulson stated Councilmember Mann and others had interfered with the administration of the Police Department. The motion passed unanimously. Mayor Paulson added that 're is willing to listen to complaints. CITY ORDINANCE A IENDMENT Councilmember Mann said there should be an u;�grade to the ordinance regarding licensing. 0 Some municipalities have added domestic abuse to the offenses to not renew rental licenses. She suggested the matter be discussed at a City Council meeting. The City Manager mentioned Brooklyn Park recently made such an addition to the ordinance. He asked whether Staff should point out any other differences found in the ordinances of other cities. Councilmember Mann responded affirmatively. Councilmember Scott said she would like tc see samples of the other communities' ordinances, Councilmember Rosene requested the addition of an item to the agenda since the agenda was never approved. REQUEST FOR STATE AID REPRESENTATIVE TO ATTEND CITY COUNCIL M EETING Councilmember Rosene stated he has heard that the Humboldt area residents havc: contacted Mary Bieringcr of State Aid - MnDC!T. He expressed a desire for her to come to a meeting of the City Council. 6/21/94 . 2- There was a motion by Councilmember Rosene and seconded by Councilmember Kalligher that Ms. Bicringcr be asked to attend a City Council meeting. Mayor Paulson and the Director of Public Services said Ms. Bieringer will be attendin g the Transportation Task Force meeting on Tuesday, June 23. The City Manager said Staff has asked Ms. Bieringer to reply to some questions and can ask her to confirm the meeting on the June 28 o come to another meeting. There was a motion b Councilmember Rosene and seconded by Councilmember Kalligher that Ms. Bieringer be asked to attend a City Council meeting and the City Council be notified of meetings Ms. Bieringer will attend. Councilmember Rosene commented all Councilmembers might not be able to attend the Task Force meeting. The motion passed unanimously. PRESENTATION - BILL MORRIS, DECISION RESOURCES, INC. The City Manager explained since the City Council had decided to proceed with the consideration of a bond issue, Bill Morris of Decision Resources, Inc, had been invited to present some information, Mr. Morris explained Decision Resources, Inc. is a survey and market research firm. The company has a 91 percent success rate on getting referendums passed by voters. He mentioned four considerations to be made when structuring a bond issue. The timing of the bond issue is important. If the bond issue is put on a general ballot, there will be a large number of voters to the polls; however, the bond issue can become insignificant to the voters in the face of larger campaigns. Conflict with referendums by other municipalities or school districts must be considered; voters are more apt to support a single issue. The number of issues within the referendum is an important question. The issues can be presented together, divided, or on a contingency plan. He. said voters evaluate an issue based on its direct effect on their household property taxes. A visible citizen Yes committee is indispensable. �z� �spensaule. The members help conv � citizens the proposal is worth the tai increase. The City can issue informational materials but not ersuasional l n } materi so a citize P e committee must do that. Mr. Morris added ideally a bond issue campaign should be thirty to forty -five days long, which is enough time to identify, persuade, and motivate the voters He also reviewed the characteristics of voters. He said it should be determined, by asking, how much people are willing to let their taxes be increased. At that point, you are aware of their comfort zone and can work on persuading them to a higher level, 6121194 -3 Mr. Morris said his company recommends the items in a referendum be tested individually. He said a referendum might pass or not pass because of one small element. Knowing what is important to the voters allows you to plan the package with the right emphasis, His company conducts surveys to collect the broad thinking on the issues. Councilmember Scott remarked it sounded like the best plan is to separate the issues and present them separately, She asked if there were five issues what the chances would be of all five passing. Mr. Morris said if there are five issues, one can be eXpected to be lost. Usually no more than three issues are recommended. Councilmember Scott asked the chances of all the issues passing. Mr. Morris said it depends on what the issues are but two- thirds might pass with the right handling. Councilmember Scott said it seems separating issues is best because some voters might not like a part of a package and vote against it; voters like to feel they have a choice. Mr. Morris added that is true especially if there is a "red flag" item. He said if all three issues are acceptable issues, it doesn't matter, The City Manager asked Mr. Morris to describe the recommended steps in designing the bond issue, Mr. Morris said the ideal sequence would be to have a benchmark survey (find out what citizens see as needs, identify the symbolic no vote) and plan the information campaign. The Director of Public Services asked whether, during a survey, a question might be Y q $ answered differently depending on the way it was asked. Mr. Morris said he feels the best phrasing to use is, "How much would you be willing to have your taxes increased ?" The Director of Public Services asked whether follow-up surveys are d one. Mr. Morris said they are, especially when incorrect information has been around. He said surveys are not intended to be persuasional but rather to determine how well the information campaign has worked. Throughout his presentation, Mr. Morris gave numerous examples of other issues his firm has been involved. Councilmember Scott said the dissemination of information is very important because people need to know the needs, and the only way they can be funded is with a bond issue, The City Manager commented it has been twelvw years since the City had a bond issue. He asked Mr. Morris whether there is a trick to the timing of a bond issue. Mr. Morris said it is better if there is not a bond issue every two years from either the City or the school district, as there is a fatigue factor. He said there are windows of opportunity, however. 6121/94 - 4 - Mr, Morris cautioned against presenting a bond issue at or around the same time as a school referendum, People are usually willing to increase taxes for schools. He also said to use sense about timing a bond issue; for example, a vote on a referendum should not come close to April 15, He said a "good" proposal can lose if presented at the "wrong" time. Councilmember Rosene commented two school districts in the area recently passed bond issues, He asked whether those events would affect a City bond issue in 1995, Councilmember Scott said another school district has an upcoming bond issue. The City Manager stated four school districts in the area complicate the matter. He said the City Council could discuss hiring Mr. Morris, especially for the initial survey. He said the best chance of success is to use people who have followed a process. He added an active Vote Yes commitecc is vital as the City cannot promote or put up money toward the campaign. Councilmember Ralligher mentioned a past use of teams in which the community effort was successful. The City Manager said that type of effort takes nine to twelve months, He added the dollar figures listed on the Council's materials arc unrefined, A refined wish list needs to be compiled following the initial survey since then the limits are known. Councilmember Scott suggested contacting the superintendent of District 281 to find out whether that district has an upcoming bond issue, The City Manager said all four districts should be polled concerning their intentions. He suggested the Council direct Staff to do that and report to the Council in thirty days. Councilmember Rosene asked the City Manager whether Mr. Morris is being paid for this presentation and whether he will be recommending Decision resources, Inc. to work for th City on this bond issue. The City Manager said Mr, Morris is not being paid for this evening's visit, Councilmember Rosene asked Mr. Morris how the citizen committees fund buttons, dyers, etc. Mr. Morris replied usually businesses in the community with an interest in the issue get involved in funding, He added if a sports facility is included in a referendum, the leagues will contribute funds and people power, The City Manager, in response to Councilmember Rosene, said Mr, Morris has a good track record and he does lean toward hiring his firm, He said an estimated cost and timeframe will be presented to the Council. C -ouncilmember Mann asked whether the next step would be for Staff to prepare an outline and cost estimate, including the elements and costs of cxccuting the plan. It was confirmed that was the next step. 6121/94 -5 _ Mayor Paulson asked at what point the Council gets involved in the process. Councilmember Scott and the City Manager answered the Council should be involved immediately. Tile City Nfanager said a Vote Yes committee should be formed and perhaps the commissions should be called upon for help. Councilmember Scott commented after the outline and survey are completed it might be necessary to go back and make cuts. The City Manager said the list might be too much to test evert now. Councilmember Scott agreed the. list should be cut first. Councilmember Rosene mentioned the City physical plant and the parrs are on the list. He said Council had discussed bonds for property acquisitions but wondered if that would be an unreasonable effort. The City Manager said it probably would and the best source of funding for property acquisitions is probably Tax Increment Financing (TIF). There was a motion by Councilmember Scott and seconded by Councilmember Mann to have Scarf bring a report listing a timeframe, identification of issues, and probable costs. motion pa The ssed unanimously. Councilmember Scott expressed appreciation to Mr. Morris for his time at the meeting. Mayor Paulson asked fir. 1Niorris, in regard to surve how many citizens are polled, how IOng the survey lasts, and whether he could provide samples of surveys. :*rir, - Niorris said about 4CIO pcopic are surGeyed for 2 to 22 minutes, and he could provide sample surveys. ACQ>:I I'I'TON OF 7000 BROOKLYN BOULEVARD The Director of Community Development explained an ofticy building at 7000 Brookin Boulevard has become available for acquisition by the EDA (Economic Development Authority). He said he would have prei`erred to purchase this property in 1995 r afher than now but it is available now. i nc building has been repossessed by Marquetze Bank. The bank has offered to sell it to the EDA, but it needs to be cleared from the books immediately. The EDA can buv it now for S171,000, 3"ne cost to acquire the property later will be approximately S240,CN Councilmember Kalligher asked whether it is true tenants of the building have 30 -dav leases and wnet her the IrUA would collect the leases if it purchaser th property The Dir= of Community Development said the tenants have 30-day leases which the EDA would collect. Tae money collected would go to the EDA reser - �'e fund, which would also be the sourcy of funding for the purchase. Monthly rents would be collected until such time as the Ouildin is leveled: however, when any t a v o -� g r er.,.nt lea e th a will s at S c not e spac r,. ��nted. There was a motion by Councilmember Mann and seconded by Councilrnembe; Kalligher to have Staff present a resolution t)n this matter at the neat Eepnomic Development Authority meuting. The rroticn passed unanimously, 6r,/94 Councilmember Rosene asked whether there are EDA funds available. The Director of Community Development said there are funds available. Mayor Paulson asked whether there will be money left in the fund to acquire residences on Brooklyn Boulevard as they become available. The Director of Community Development said such residences would probably be purchased with CDBG funds. He said there will be a point this fall at which all funding will be committed from that fund until bonds are sold, Councilmember Scott commented the EDA is in no hurry to tear down the building at 7000 Brooklyn Boulevard and it does generate a small income for the EDA. The Director of Community Development said the building will probably not be torn down until 1996. He added the income will be enough to pay the tares. Councilmember Rosene asked about the residences which were for sale on June Avenue and if those would be acquired with CDBG funding. The Director of Community Development said Staff will be returning to the Council on that issue and that CDBG funding will probably be available. EARLE BROWN HERITAGE CENTER UP AND RECOMMENDATIQN The City Manager stated the Earle Brown Heritage Center Manager and the Director of Community Development would be presenting an activity and finance update on the Earle Brown Heritage Center. The Earle Brown Heritage Center Manager announced if the Center is not in the black this year then it will be in the next year; it is moving; rapidly in that direction. There has been a positive economic impact on the community. The figure showing the number of hotel rooms being occupied is significant; hotels in the area thought they would lose revenue but they are now working hand -in -hand with the Center to create additional business. Regarding the parking lot, the Earle Brown Heritage Center Manager said over the past 5- t fZ months only 45 days was the parking lot not full. She said one reason the parking problem needs to be resolved is there are Wan s renting office space from the Center wbo need parking. Using parking at the corporate center across the street is helpful, but those spaces arc only availahic at night and the Center needs more parking during the day. The Director of Community Development discussed progress made on purchasing the lot across the street for parking. He said a Contract For Deed is acceptable to the selling party, The EDA, last week, offered $300,000 for the land, which is a good price. A reply has not been received; a counter - proposal is expected. The Contract For Deed would be paid from revenues from the existing TIF district. Councilmember Rosene mentioned concern that the landscaping of a new parking lot be appropriate for the farm motif, The Director of Community Development agrccd design will be important but said the concern right now is obtaining the land, 6/21/94 -7. Ij The Earle Brown Heritage Center Manager presented many hand -outs, overheads, and packet information, She said the net operating loss figures now are at $83,000 as opposed to approximately $500,000 four years ago. The Earle Brown Heritage Center Manager mentioned the Council's decision to re -do the Blacksmith Shop was a good one. Occupancy figures show the investment was wise. The Earle Brown Heritage Center Manager described the process of selling an event. She said the Center has a reputation for service and for client satisfaction. Sales persomicl develop a relationship with their clients; in fact, a client works with the same sales representative through the entire process of the event. Because of the system of selling and servicing, sales representatives work non - traditional hours, including nights, weekends, holidays, and consecutive hours. Therefore, an increase in staffing needs to be considered. She reviewed the organizational flow chart and stated she would like to add a Director of Sales position. She estimated adding such a position would result in a net $50,000 increase in sales. Councilmember Rosene asked whether a person in that position would sell as well. The Earle Brown Heritage- Center Manager answered yes. Councilmember Mann inquired about the salary schedule for a Director of Sales. The Earle Brown Heritage Center Manager said that, based on industry standards, a salary would be in the range of $33,000 to $38,000. Councilmember Kalligher asked whether there would be a performance clause attached to g P such a position; she was told no. Councilmember Kalligher asked whether the position would have a sic -month review; she was told yes. Counciimember Kalligher commented it is risky to promise a salary of $33,000 with no assurance of an increase in sales. She asked whether the Council is being asked to authorize the addition of the position. The City Manager said the position would be presented in the budget. Councilmember Kalligher asked whether, if the question does come to the Council for authorization, they can impose a sic -month triai period. Councilmember Rosene commented the Earle Brown Heritage Center Manager has a good track record and she is recommending the position. The Earle Brown Heritage Center Manager added she would like to continue the momentum which is present. 6 /Z1 /94 -8 - Councilmember Scott stated business can be lost if someone is not available and only so much can be expected of the current sales representatives. The City Manager said when the budget comes u a justification will be resented. He ty $ g P J P added one sales representative is being replaced. Councilmember Rosene said there should be no time wasted. Councilmember Scott asked whether summer months are the biggest booking months at the Center. The Earlc Brown Heritage Center Manager said July is good for booking Seminars. Mayor Paulson asked the status of Earle's. The Director of Community Development said the cost of operation has been less than projected and the outlook is bright. The Earle Brown Heritage Center Manager reviewed marketing strategies. The Earle Brown Heritage Center Manager also explained that one of the two "small" meeting rooms needs some remodeling work. It needs finish on the concrete blocks. She would like to have dry wall installed, paint, baseboard heat, white board, and cork stripping, The cost would be approximately $4,000 and is not in the Center's budget. The Director of Community Development said there could be a capital outlay amendment to the budget and it would come out of revenue. Councilmember Scott asked whether the room will probably be booked more if it is finished. The Earlc Brown Heritag: Center Manager said it would. The Director of Community Development recommended Staff return to the Council in July with a justification for personnel changes for formal action. There was a motion by Councilmember Kalligher and seconded by Councilmember Scott to have formal actions recommended in the future. The motion passed unanimously. ADJOURNMENT There was a motion by Councilmember Kalligher and seconded by Councilmember Mann to adjourn the meeting, The motion passed unanimously. The Brooklyn Center City Council adjourned at 9;11 p.m. Deputy City Clerk Todd Paulson, Mayor Recorded and transcribed by: Barbara Cullman TimeSavcr Off Sitc Secretarial 0 6/ Council Meeting Date 7 7/ /11/94 City of Brooklyn Center Agenda Item Number Request For Council Consideration • Item Description: Presentation by Boy Scout Troops 542 and 529 Department Approval: Gerald G. Splinter, City Manaj6r Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Summary Explanation: (supporting documentation attached Yes ) • Attached is a letter from Kathleen Pierce, Troop 542 committee member, requesting to appear before the City Council to acknowledge appreciation for Director of Recreation Arnie Mavis. • BOY SCOUT TROOP 542 o a & 529 A A ATCA -V r D1?_C 1Y_ C/o KATHLEEN A. PIERCE 5508 EIGHTY -FIRST AVENUE N. BROOKLYN PARK, MN 55443 -2314 30 June, 1994 Mr. Jerry Splinter, City Manager City of Brooklyn Center 6300 Shingle Creek Parkway Brooklyn Center, MN 55429 Dear Mr. Splinter, Boy -Scout Troops mops 542 and 529 recently held a pancake breakfast. Much of the success of this event is due to the generous contributions of local businesses. One of those donations came from the City of Brooklyn Center. Mr. Arnie Mavis was gracious enough to allow our Scouts and parents the opportunity to promote the breakfast at the Dudley Softball Classic held in your city. We would like to acknowledge our appreciation at the next scheduled City Council meeting. We would like Mi. Mavis to be at the council meeting for this presentation. Please advise us of the date of the City Council date. If you need any addi- tional information I can be reached at 561 -'895. Sincerely, Kathleen Pierce Troop 542 Committee member Council Meeting Date 7/11194 Cit of Brooklyn Center Agenda Item Number 31 y Request For Council Consideration Item Description: Mayoral Appointment: Housing Commission Department Approval: Gerald G. Splinter, City Manager Manager's Review/Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Appoint one person to the Housing Commission to fill the unexpired term of Jon Perkins which will expire on 12/31/95. Summary Explanation: (supporting documentation attached Yes ) • On Ma y 17, 1994, Jon Perkins resigned from the Housing Commission, creating one vacancy. Notice of vacancy on the Housing Commission was announced in the Brooklyn Center Sun -Post on June 1, 1994, and Northwest News on June 6, 1994, and was posted at City Hall and Community Center and aired on Cable Channel 37 from May 25, 1994, through June 24, 1994. A letter was sent to those persons who previously had submitted an application for appointment to a Brooklyn Center advisory commission informing them of the vacancy and encouraging them to call Sharon Knutson if they are interested in applying for the commission. They were given the choice of either reapplying or having their application previously submitted be considered. Notices were also sent to present advisory commission members. On July 1, 1994, the City Council received complete copies of the applications for appointment to the Housing Commission submitted by applicants interested in serving on the Commission. Attached for City Council members only are the applications from Stephen Reichel, 3618 53rd Avenue North, and Jack Kelly, 6129 Scott Avenue North. For your convenience, attached is the Resolution Creating the Brooklyn Center Housing Commission and Defining its Duties and Responsibilities Therefor. Following is a table outlining the geographical distribution of the current members of the commission • and the applicant. Request For Council Consideration Page 2 Geographical r hical Distribution Housing Commission Applicant and Current Members July 11, 1994 Neighborhoods bo Current Members m bers e Southeast Todd Cannon 2206 Brookview Drive Northeast Kathleen Carmody 7024 Knox Avenue North Northwest Ernie Erickson 6800 Drew Avenue North W C West Ce tra � >' R Torres rres 4501 Winchester Lan �... e Keith Tuttle • 7 r 82 Drew <`. 5 w Avenue North Central Vince Opat 6012 York Avenue North Maria Olek 6612 Ewing Avenue North Southwest Neal Nelson N so venue :rt >: >: ><: »: >: »: >:: >: >«:«::: 3519 d ace • I RESOLUTION NO. 73 -140 RESOLUTION NO. 75-97 RESOLUTION NO. 77 -22 RESOLUTION NO. 87 -131 RESOLUTION NO. 92 -136 RESOLUTION ESTABLISHING A BROOKLYN CENTER HOUSING COMMISSION AND DEFINING DUTIES AND RESPONSIBILITIES THEREFOR WHEREAS, the housing situation in Brooklyn Center has reached a point in its development which requires a concentrated effort in the development of housing standards to protect the quality of life in the community; and WHEREAS, Brooklyn Center shows the beginning of some housing deterioration and it is a common fact that deterioration can quickly reach a point where repair is no longer feasible and deterioration will then spread to the entire neighborhood causing blight; and WHEREAS, for a housing program to be successful, it must involve citizen participation to tailor the progra P o ra P p � m to the citizens of Brooklyn Center; and WHEREAS, the City of Brooklyn Center being a progressive community, must commit itself to the maintenance of quality housing for its citizens. NOW, THEREFORE, BE IT RESOLVED by the Brooklyn Center City Council that there is hereby established within the City of Brooklyn Center an advisory Housing Commission as follows: Subdivision 1. TITLE: This organization shall be known as the Brooklvn Center Housing Commission. Subdivision 2. SCOPE: The scope of activity of this Commission shall'consist of advising the City Council and other Brooklyn Center advisory commissions regarding matters relevant to housing. Subdivision 3. PURPOSE: The general purpose of this Commission shall be to afford citizen input in the development of a housing program to supplement the activities of the City Council. Subdivision 4. DUTIES AND RESPONSIBILITIES: In fulfillment of its purpose, the duties and responsibilities of the Commission shall be to: (1) Advise, investigate and review relevant matters for the City d Council. (2) Develop an overall plan for housing in line with the comprehensive plan for Brooklyn Center and the needs of the metropolitan area. (3) Serve as a forum for the citizens of Brooklyn Center to voice their opinions regarding housing matters. (4) Work closely with the Planning Commission and all other commissions on matters regarding housing. (5) Work with the neighborhood advisory committees of the Planning Commission to understand the housing needs of each area of Brooklyn Center. (6) Develop and recommend standards for occupancy and maintenance of housing for the community. (7) Study the feasibility of establishing an occupancy permit program in conjunction with a housing maintenance code in Brooklyn Center. (8) Investigate new and innovative concepts in housing for the community. (9) Develop and recommend programs which will provide quality housing for low and moderate income citizens. (10) Develop and recommend a rehabilitation ro ram as new p g needed for existing housing in Brooklyn Center, especially for major maintenance and energy modernization projects. (11) Understand the financial resources available to the citizens in Brooklyn Center as it relates to housing. (12) Investigate all housing programs in terms of life safety. (13) Provide education seminars for the citizens of Brooklyn Center in matters of housing. (14) Serve as the initial review and advisory body for the Board of Appeals regarding contested compliance orders pursuant to the Housing Maintenance and Occupancy Ordinance, Sections 12- 1202 and 12 -1203. (15) Assist the Planning Commission in reviewing and discussing a redevelopment policy for the City of Brooklyn Center, and make recommendations to the City Council with regard to redevelopment in the City. i Subdivision 5. COMPOSITION: The Commission shall be composed of a Chairperson and eight (8) members, all of whom shall be appointed and serve as set forth in Subdivision 6. Subdivision 6. MEMBERS METHOD OF SELECTION —TERM OF OFFICE — REMOVAL: Chairperson The Chairperson shall be elected by majority vote of the Housing Commission membership. The election shall be conducted at the Housing Commission's first regular meeting of the calendar year, or, in the case of a vacancy, within two regularly scheduled Housing Commission meetings from the time a vacancy of the chair occurs. The Chairperson may be may by majority vote of the Housing Commission membership. The Chairperson shall assure fulfillment of the following responsibilities in addition to those otherwise described herein: 1. Preside over meetings of the Commission; 2. Appear or appoint a representative to appear, as necessary, before City advisory commissions and the City Council to present the viewpoint of the Commission in matters pertaining to housing, as it relates to business under consideration by said commissions or City Council; 3. Review all official minutes of the City Council and other advisory commissions for the purpose of informing the Housing Commission of matters relevant to housing; 4. Provide liaison with other governmental and voluntary organizations on matters relevant to housing. Vice Chairperson A Vice Chairperson shall be appointed annually by the Chairperson from the members of the Commission. The Vice Chairperson shall perform such duties as may be assigned by the Chairperson and shall assume the responsibilities of the chair in the absence of the Chairperson. Members' Term of Office Members of the Commission shall be appointed by the Mayor with majority consent of the Council. The terms of office shall be staggered three -year terms, except that any person appointed to fill a vacancy occurring prior to the expiration of the term for which his predecessor was appointed shall be appointed only for the remainder of such term. upon expiration of his term of office, a member shall continue to serve until his successor is appointed and shall have qualified. Terms of office for members of the Commission shall expire on December 31 of respective calendar years. T -3- In the event an appointed Commissioner suffers from an extended illness, disability, or other activity preventing proper fulfillment of duties, responsibilities, rules and regulations of the Commission, the Commissioner may be temporarily replaced during the temporary leave by an interim Commissioner appointed by the Mayor with majority consent of the City Council. Qualifications for Membership Members of the Commission shall be residents of the City of Brooklyn Center while serving on the Commission, shall have been residents of said City for at least one year prior to their appointment, and shall represent a broad range of interest in the housing function. Representation Requirements Due regard shall be given by the Mayor and City Council in appointing Commission members which will take into consideration geographical distribution within the City, as described in Subdivision 11, and the representative nature of the Commission in terms of gender, religion, ethnic, racial, age, handicapped, employee, and employer groups. Conflict of Interest No Commissioner shall take part in the consideration of any matter wherein he is the applicant, petitioner, or appellant, nor in the consideration of any application, petition, or appeal wherein his interest might reasonably be expected to affect his impartiality. Initial Appointment The Commission under this resolution shall 'become effective September 1, 1973, and shall consist of three members appointed for a term through December 1974, three members appointed for a term through December 1975, and three members appointed for a term through December 1976. Resignations— Removal from Office — Vacancies Commissioners may resign voluntarily or may be removed from office by the Mayor with consent by majority vote of the City Council. Three consecutive unexcused absences from the duly called Commission meetings or unexcused absences from a majority of duly called Commission meetings within one calendar year shall constitute automatic resignation from office. The Citv staff liaison shall inform the Mayor and City Council of such automatic resignations. Vacancies in the Commission shall be filled by Mayoral appointment with majority consent of the City Council. Notices of vacancies shall be posted for 30 days before any official City Council action is taken. Vacancies shall be announced in the City's official newspaper and notices of vacancies shall be sent to all members of standing advisory commissions. Applications for Housing Commission membership -4- must be obtained in the City Clerk's office and must be submitted in writing to the City Clerk who shall forward copies of the applications to the Mayor and City Council. The Mayor shall present at a regular City Council meeting the nominee for Housing Commission appointment who has submitted the required application form. By unanimous vote, the City Council may approve an appointment at the City Council meeting at which the nominee was presented, or, by majority vote, the City Council may approve an appointment at a regular City Council meeting following the presentation of the nominee. Compensation Commissioners shall serve without compensation. Subdivision 7. RULES AND PROCEDURES: The Commission shall adopt such rules and procedures not inconsistent with these provisions as may be necessary for the proper execution and conduct of business. Subdivision 8. MEETINGS: The initial meeting of the Commission shall be convened at the call of the Chairperson during October 1973. Thereafter, regular meetings shall be held with date and time to be determined by the Commission. Special meetings may be called by the Chairperson. Subdivision 9. STAFF: The City Manager shall assign one member of the administrative staff to serve as staff to the Commission. The staff member assigned shall perform such clerical and research duties on, behalf of the commission as may be assigned by the Chairperson or the City Manager. Subdivision 10. EX OFFICIO MEMBERS: The Mayor or his Councilperson- appointee shall serve as an ex officio member of the Commission, privileged to speak on any matter but without a vote, and shall provide a liaison between the Commission and the City Council. Subdivision 11. NEIGHBORHOODS: Neighborhoods Described Southeast Neighborhood: The Southeast neighborhood shall be bordered on the south by the south city limits; on the east by the Mississippi River; on the north by FAI -94; and on the west by Shingle Creek., Northeast Neighborhood: The Northeast neighborhood shall be bordered on the south by FAI -94; on the east by the Mississippi River; on the north by the north city limits; and on the west by Shingle Creek, Northwest Neighborhood: The Northwest neighborhood shall be bordered on the south by FAI -94; on the east by Shingle Creek: on the north by the north city limits; and on the west by the west city limits. West Central Neighborhood: The West Central neighborhood shall be bordered on the south by County Road 10; on the east by Brooklyn Boulevard; on the north by FAI -94; and on the west by the west city limits. Central Neighborhood: The Central neighborhood shall be bordered on the south by County Road 10; on the east by Shingle Creek; on the north by FAI- 94; and on the west by Brooklyn Boulevard. Southwest Neighborhood: The Southwest neighborhood shall be bordered on the south by the south city limits; on the east by Shingle Creek; on the north by County Road 10; and on the west by the west city limits. Neighborhood Advisory Committees: Commissioners shall be assigned by the Chairperson as liaison to neighborhood advisory committees of the Planning Commission. It will then be a responsibility of each neighborhood advisory committee of the Planning Commission to review housing matters and present the neighborhood attitudes and opinions on general and specific housing programs directly affecting that neighborhood. -6- _ I < '� 't ::Y is ?'7f j N =. 4• - F. "• r.. .1`" 1 "�� ' --•� . - 7 1 I J ll �--� J .•.. -- -�� �., =.moo _ JL ji I ,j . III,I JL= 1L_.J[ 4`?�U_ 1UL -lUC t (ajLU, r `.JfU - 7U _ \ i — O U AL _JL I L xt •.,.,. n . c i('y •.'. •. TII ! t �; :lill ;!/ / 'f' ( �� N II � l � t l— J (- ---�rl �1,� -t III��C : �•����/ ..,..tq 1 I ,• i.i3r .l L'�i .11, u� ��� L I U9 NN 1 riL L-•'.' /� \ �I� - /�. `' ' l �./l •. o.. r' U ��, 1 ,/ //, — __ . � oll I II '. �[ �(n -�[ .� ( 1 -� t r - _' I ''; I S (I .• � �\ I [! I..I .�JL ; /_1(_ - �'�" I •�F�JCi>'� {I -''; , 1 ' r" �'T1 '��� - ' r >JIt � =Y�ItI'.::;% `` U[ _)L_) `� �` I . JL_I � UL_ -�1 I( I ....r."! I�� :JIB j -;�•. I i /�' ��' �il - t (r ! I 1 Z�`�'_ °� • -- ��3. � J t <. f Le UP c f� IL:���� . r..'7 -11 -'." 1 i' ' =� 1•� F' '' —! � f I - � A y Il ' r:.n•r ::,�. f [, '/ IW �µ�'(; ► LLJ ?' ..;�` � _'• ct� -� � � •+: ...,.•.. � �� ���- t - .• _a � lp, ; � IIL.— —. r--- �(-� =-� I _ y, 1I te- , _ 11 it - I " ) . .. .., ... 13:..i•i..:11�1a:� ...+. .... .. .•.x r. ,, . (I � V tt� ;'. •, .... •, ... :::. ......::.: i::` :f.. ( :.:: jh,, ,I ( rl trl II 1 1 1 r (I 1 1 t1 I i , I.•rL ,,L rl l ,,. �I 1 v. I I,1 11 r I r .�_ _ — _ I .- � -��•' II } [ �� 'i I,I I t -- r �Jr•r►! v 1T ' - �!_.... II .� [( wll 11 h l III[I( Iltil� IIII:I J�I(fit. Council Meeting Date 7/11/94 /� 31 City of Brooklyn Center Agenda Item Number Request For Council Consideration • Item Description: STAFF REPORT REGARDING PROPOSED WILLOW LANE PARK MODIFICATIONS Department Approval: (_� "Lo,� " , - Diane Spector, Directo&Zf Public Services Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Summary Explanation: (supplemental sheets attached Yes ) The Council at its June 13 meeting considered recommendations made by the Park and Recreation Commission and staff regarding proposed modifications to Willow Lane Park. It is proposed to remove • the tennis courts, which are in need of costly repair, to expand the parking lot slightly, and to remove or relocate the basketball courts. The Council directed staff to send a survey to the neighborhood soliciting comments on the proposals. Over 125 surveys were sent to the neighborhood; 14 responses have been received. Comments Regarding Playground Improvements Several comments were received about the desirability of replacing the older equipment. A few persons with pre - school age children expressed concern regarding the new playgound equipment arrangement, commenting that they thought it would be difficult for them to use the equipment. Based on our experience at Evergreen Park, where we have a similar arrangement, the conflicts would likely be few. The new playground design is also intended to provide for different play areas, with equipment for pre- schoolers focused in one area. However, it is likely that for a few hours a day when school is in session (recess periods, lunch hour) some parents might be reluctant to take their toddlers up to the new playground. We will review the possibility of installing some additional equipment for pre - schoolers on the site of the old playground, perhaps some tot swings and a small climber. I would also look into the possibility of adding a flower bed and other landscaping, and benches, hoping that neighborhood groups would be willing to adopt the flower bed and help plant and maintain it. • Comments Regarding Tennis Court Removal Five of the respondents commented either that the courts should be replaced, or that as their children get older they would expect that their children would want to use the courts. One of those five would prefer to keep the courts, but "if I had to give up one thing it would be the tennis courts." The other respondents commented that the courts should be removed. One respondent commented that she has lived near the courts for 20 years, that they use to be used, but now are used very little. is Comments Regarding the Basketball Court and Expanded Parking Comments regarding the need for additional parking were mixed. Several respondents were very strongly opposed to removing the basketball courts. One family attended the past Park and Recreation Commission meeting to request that they not be removed. Based on this input, we now recommend that the parking lot be expanded and the basketball courts be relocated to the area where the tennis courts were. This could be done at fairly minimal expense. Other Comments Regarding Proposed Improvements A few respondents commented that they were disappointed that they were not asked for input prior to now. In response, the Park and Recreation Commission is a citizen commission charged with the responsibility to advise the Council on these matters. In this case, they didn't believe it was necessary to formally survey the neighborhood; their recommendations were based on their knowledge of the parks and their use. Recommended City Council Action: • People do tend to feel strongly about their parks. Any change is bound to be threatening to some, and an improvement to others. The challenge is to find the balance between what the majority desire and what the City is able to afford to construct and maintain. It continues to be my recommendation that the Council by motion authorize the removal of the tennis courts. I also recommend that the Council authorize the expansion of the parking lot by 6 -8 spaces, and the relocation of the basketball courts to the area where the tennis courts were. Finally, I recommend that the council authorize staff to develop a plan for the area of the existing playground. This plan would incorporate some pre - school oriented pieces of playground equipment, benches, and flower beds and shrubs. Note: On another, related matter, I have attached a memo from City Engineer Mark Maloney regarding the schedule for the remaining playground improvements for 1994. We do intend on conducting neighborhood meetings for each, on site, to gather neighborhood input regarding the playground design. • MEMORANDUM DATE: July 7, 1994 TO: Diane Spector, Director of Public Services FROM: Mark J. Maloney, City Engineer�� RE: Playground Equipment Replacements For various reasons we are behind in implementing playground equipment and park improvement projects this year. The Willow Lane School /Park project was intended to serve as the prototype for the other playground projects which were scheduled for this year but, as you know, that process has taken longer than we had originally anticipated. Fortunately, the remaining projects (Orchard Lane Park, Lions Park, Firehouse Park) seem to be fairly straightforward and do not involve agreements with outside agencies. Assuming a brief, but constructive public involvement, and projecting the current work load of this department, I offer the following preliminary project schedule: Data Collection, Preliminary Design Mid to Late July 1994 Public Involvement, Comment Mid to Late July 1994 Council Approve Plans, Authorize Ad for Bid August 8, 1994 Council Award September 12, 1994 Begin Construction' Early November, 1994 Construction Complete Mid November, 1994 ' Assumes six weeks for equipment order /delivery turn- around, typical last year 2 Final turf restoration probable in Spring, 1995 cc: File 94 -26 i r PARKS & RECREATION DEPT. z 569 -3400 I ! 2 0 0 0 0 UJ 1 m l J J O m � Q O _J a l a_ O J J V } m F- cc fn J cc o = w I} w m z g Y Y w w 0 Y 0 rL w i to ri z cn U [C p z v( O PARK AND LO 0= g o o f 0C TION a w a cC a o f I g l a CO m v) , i F- Cn 2 j m i a 2 w d m 3 sE_vuE -55 &LDRIc # 7; x x) 1 # x# GRANDVIEW-59TH & HUMBOLDT 131 Xi X, 1L' 2,1L� 2 XL XL Xi 61 1L' Xi X. i ! IONS -55TH &RUSSELL 18 X X:. 2 i x: 1 1 3 - , HAPPY HOLLOW -50TH & ABBOTT f 6, 1 x; x i t j xA Xx{ I! i 1 XI NQRTHPCRT -55T}f & SAILOR LANE jLE�� 25i Xi X j 3i 2i XL� XL Xt GARDEN CITY -63RD & BROOKLYN DR 6 1 201 X XI I i x1 ( I xl BROC:KLANE - 65TH &DREW 21 x xi: ; # xA KYLAWN -61ST & KYLE i 221 X X 1 2; 2i XL i XL X Xj ( Xi Xi Xi ORCHARD LANE & ORCHARD ! 7 i X Xi 4 1 ! k XL xx # x i x �, j WANGSTAD -61 ST & FRANCE t 1 X �C; X 21 2 t XL XL XXX' 2i X, !WILLOW LANE -697 & ORCHARD t g; f # Xi i Xi X_, PALMER (WES T- P ALMER LAKE CIRCLE t X 1 j 21 2 XAI X,tj X X' X ALMER (EAST -sT & OLIVER ; X' Xj { 2� # j F XX i ' I ALMER LAKE MATURE AREA j 226; I X' X FIR=: 1CU' 6✓+ & SRYANT i 1 r EVERGREEN -72 & BRYANT 20 �D X; 1I 2 2 xLj XL j XXI I I L XI X. RIVERDALE- DALLAS RD & RIVERDALE RD 4: Xi XA� XX #.: { FREE`NAY -677' & BEARD 6 1 Xi 1 ( i XA XX I TWIN BEACH - T `4VIN LAKE AVE & LAKESIDE AVE 31 X, Xi. CENTRAL- SHINGLE CREEK ?KVVY- BROOKLYN DR 48 Xi 1 j 2L' 4 ; ; ( X I X; X' ;I r �� I HENNE. IN_COUNTY RIVER RIDGE- MISSISSIPPI ; 151 RIVER & FREEYVAY 9 i a j f ` # i LAKESIDE - TWIN LAKE BLVD & LAKESIDE PL 2'; i MARLINAIIA?LiN DR & INDIANA 2 Xj i TNIN LAKE ISLAND -UPPER TWIN LAKE 4; I I I 1 l TWIN LAKE NORTH -,8I & MAJOR AVE 1+I I 4 4 r TWIN LAKE PENN INSULA- HALIFAX AVE/ECKB 101 SHINGLE CREEK TRL -53RD TO 73RD AVE 30 # i i # X EUGENE H. HAGEL ABORETUM -61 ST & MAJOR 3 1 TOT ALS 52 16 20; a . ; 6, 2., 18 j. 11� 5 1r 1} -3i 21:.1 2" 3 A —R1NK OWL✓ - NC ATTENDANT L— L',GHTED FOR , �IGHTI IME USE 0 In addition to the above, the Brooklyn Center /Crystal Enviromentai Task Force operates "The Preserve" —40 acres of natural habitat and trails `or ramify, group and individual enjoyment, located adiacent to Kylawn Park and the Eugene H. Hagel Arboreturn, delhftrbrook urse 9 Hole Par 3 5500 NORTH LILAC DRIVE, BROOKLYN CENTER, MN 55430 561.3239 CITY OF BROOKLYN CENTER 1 993 GOLF LEAGUES MEN'S LEAGUE SENIOR LEAGUE Who: Men 18 years and older. Who: Men and women 60 years and older. What: Organized golf play using MGA handicap What: Organized golf play using handicaps with special system with special weekly events, prizes and weekly events, prizes and seasonal trophies. seasonal trophies. When: Tee times beginning at 6:30 a.m., Tuesdays for 20 When: Tee times beginning at 3 p.m., Thursdays for 15 weeks, April 27 - September 7. weeks, May 6 - August 12. Fee : $18 plus weekly green fees. Fee : $20 plus weekly green fees. MORNING WOMEN'S LEAGUE MEN'S FUN LEAGUE Who: Women 18 years and older. NOT£: (Separate sign -up date April 9 beginning at 9 am) What: Organized golf play using handicaps with special Who : Men interested in fun golf league. weekly events, prizes and seasonal trophies. What: Organized golf play using handicaps with special When: Tee times beginning at 7 a.m., Thursdays for 15 weekly events, and prizes. weeks, May 6 - August 12. When: Tee times beginning at 7 a.m., Fridays, May 21 - Fee : $20 plus weekly green fees. Sept. 17. Fee : $20 plus weekly green fees. MONDAY EVENING WOMEN'S LEAGUE Who : Women 18 years and older. YOUTH LEAGUE What: Organized golf play using handicaps with special Who: Girls and boys ages 8 -17. weekly events, prizes and seasonal trophies. What: Organized golf play using handicaps with speci When: Tee times beginning at 4 p.m., Mondays for 15 weekly events, prizes and season end picnic weeks, May 10 - _august 16. (No dolt league V1ny 31.) tournament. Fee : $20 plus weekly green fees. When: Tee times beginning at Noon, Wednesdays for 10 i weeks, June 16 - August 18. `WEDNESDAY EVENING WOMEN'S LEAGUE Fee : $10 plus weekly green fees. Who : Women 18 years and older. "What: Organized golf play using handicaps with special weekly events, prizes and seasonal trophies. When: Tee times beginning at 5 p.m., Wednesdays for 15 weeks, May 12 - August 18. Fee : $20 plus weekly green fees. LEAGUE REGISTRATION BEGINS SATURDAY MARCH 20 For 1992 League Members Only 1 71ma: 8:30 a.m. — Senior League LEAGUE REGISTRATION RULES 10:00 a.m. —Mon. & Wed. Evening One person may sign -up for entire foursome if: Women's Leagues 1. That person pays entire foursome entry fee. i 11:00 a.m. — Thursday Evening Men's League 2. All members of foursome played in last year's g ��V Noon — Thursday Mornin omen' p s League (1992) wolf iea�s 1:00 p.m.—Wednesday Youth League All lead entry fees must be pair at the time of i f necessary, numbers will be given out one half hour prior registration. I to approprate sign time. Registration forms MLIST }rave; ull names and addresses or each person. j *0 — FED' I3,EG1STI for league play begins at 9 a.m. on Saturday, March 27 for new league members on a first -come, first- served basis. If necessary, numbers will be given out at 8:30 a.m. i League registration ends April 18, space permitting. L J J o-vv,- ;'t�� � ti.L '-- i'� -`� �.�� �_ f�L } "` {„�,%:. TL l,�, i;'��� �Ll.�u�- z2,LI�- 1 ui- U C', Ila- C cj k- A-j _L C) J- d LAL- �jj r� � J Was 6 O ILL/ TOO mat Aw �..e i �' 1.�,� ��`'�"� -- � -�... "�v'L 4 � �..�_.. t�l�Li�lr�' ��; � � � 1� L. & � � � .'� ,U � ✓' stir -L�,,� ry Y C " L ilia - ? LA j9 Colic I'A C2 0- ' j C Ci IVN 7 6 j �'; ` "�, C't;; bl. u. c L�-� -� �'�..� -'� -! �L�'L � ��t" -� �t,, ,,� � �LV"t � �- `� U/t -C�1 -� -yew- kn- ClUTWITUMIN j ycox 40) ca tout aJ� -t- C , / ", Ina), Glum c -L� D �c�OR odIE ,fit 2 !61 Willow Lane Park June, 1994 Comments Regarding Proposed Changes The City is contemplating some changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. 1. It has been proposed to replace the playground equipment with a much Iarger playground structure in the area south of Willow Lane School. City residents will have access to that playground at all times, and there will be equipment appropriate to all ages, including preschoolers, and persons with disabilities. The same type of improvement has been made in the past few years at Evergreen Park, where the city and the school share a new playground. /� What are your comments regarding this proposal?.a ,G� - -rG�, / 12''6 - A. 2. The tennis courts are in disrepair and the surface needs to be rebuilt from the ground up. We have received estimates from vendors and contractors ranging from $35,000- 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. The City proposes to remove these courts, at an estimated cost of $5,000. What are your comments regarding this proposal? proposal ?� (over, please 2 3. Some residents have said there is a need for additional parking in the park parking 16 4 j# Adding 6 -8 more spaces would require the removal of the basketball courts: 'Again,.thsr-e- arP......,,r, I jM o ther basketball courts in the area, the closest being at Willow Lane School: The,esta�ee ,,�, } cost of removing the courts and enlarging the parking lot is $5,000. What are your comments regarding this proposal? ILI d - r , D an 4. Q � o you have other comments you wish to share with the Park and Recreation f � Commission or the C�Council? t �`" l JV► {. ('�(, "'u ✓nom+ NI 3 NI n Name and Address (if you wis Please return to: Engineering Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 By July 1, or call us at 569 -3340. Thank you. C@ Willow Lane Park j* j4 Comments Regarding Proposed Changes D The City is contemplating some changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. 1. It has been proposed to replace the playground equipment with a much larger playground structure in the area south of Willow Lane School. City residents will have access to that playground at all times, and there will be equipment appropriate to all ages, including preschoolers, and persons with disabilities. The same type of improvement has been made in the past few years at Evergreen Park, where the city and the school share a new playground. What are your comments regarding this proposal? /1 ! - - -G 2. The tennis courts are in disrepa r and the surface needs to be re �ftom ground p. W have received estimates from vendors and contractors ranging from $35,000- 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. The City proposes to remove these courts, at an estimated cost of $5,000. What are your comments regarding this proposal? J (over, please) 3 . Some residents have said there is a need for additional parking in the park parking lot. _­-Adding 6- 8 spaces would require the removal of the basketball courts. Again, there are Courts in the area, the closest being at Willow Lane School. The estimated cost of removing the courts and enlarging the parking lot is $5,000. What are your comments regarding this proposal? n / 4. Do you have any other comments you wish to share with the Park and Recreat ion Commission or the City Council? / i1 L eh-- � � it Cc I'�- �i�- L�1_.s:_1i• C�t�- z-_-r� - -- ��t.c-- c_.� -'� � ��.- -L.0 -! �- c- �._..` —t Name and Address (if you wish): 6 l/ a Please return to: Engineering Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 By July 1, or call us at 569 -3340. Thank you. J UL _ Willow Lane Park June, 1994 Comments Regarding Proposed Changes The City is contemplating some changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. 1. It has been proposed to replace the playground equipment with a much larger playground structure in the area south of Willow Lane School. City residents will have access to that playground at all times, and there will be equipment appropriate to all ages, including preschoolers, and persons with disabilities. The same type of improvement has been made in the past few years at Evergreen Park, where the city and the school share a new playground. What are your comments regarding this proposal? d C ) 10,24 7 2. The tennis courts are in disrepair and the surface needs to be rebuilt from the ground up. We have received estimates from vendors and contractors ranging from $35,000- 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. The City proposes to remove these courts, at an estimated cost of $5,000. What are your comments regarding this proposal? (over, please) 3. Some residents have said there is a need for additional parking in the park parking lot. Adding 6 -8 more spaces would require the removal of the basketball courts. Again, there are other basketball courts in the area, the closest being at Willow Lane School. The estimated cost of removing the courts and enlarging the parking lot is $5,000. What are your comments regarding this proposal? 4. Do you have any other comments you wish to share with the Park and Recreation Commission or the City Council? A . Name and Address (if you wish): Please return to: Engineering Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 By July 1, or call us at 569 -3340. Thank you. D M C�C0ME ' +' Willow Lane Park June, 1994 ,m 2 8 0 Comments Regarding Proposed Changes The City is contemplating some changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. 1. It has been proposed to replace the playground equipment with a much larger playground structure in the area south of Willow Lane School. City residents will have access to that playground at all times, and there will be equipment appropriate to all ages, including preschoolers, and persons with disabilities. The same type of improvement has been made in the past few years at Evergreen Park, where the city and the school share a new piayground. What are your comments regarding this proposal? C 2. The tennis courts are in disrepair and the surface needs to be rebuilt from the ground up. We have received estimates from vendors and contractors ranging from $35,000- 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. The City proposes to remove these courts, at an estimated cost of $5,000. What are your comments regarding this proposal? • (over, please) 3. Some residents have said there is a need for additional parking in the park parkir�'t A 3 a. . Adding 6 -8 more spaces would require the removal of the basketball courts. Again, there are other basketball courts in the area, the closest being at Willow Lane School. The estimated ' cost of removing the courts and enlarging the parking lot is $5,000. What are your comments �•..... regarding this proposal? 4. Do you have any other comments you wish to share with the Park and Recreation Commission or the City Council? n � Name and Address (if you wish): Please return to: Engineering Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 By July 1, or call us at 569 -3340. Thank you. i 2110 �� Willow Lane Park June, 1994 Comments Regarding Proposed Changes The City is contemplating some changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. �.:& � It has been proposed to replace the playground equipment with a much larger playground structure in the area south of Willow Lane School. City residents will have access to that at all times and there will be equipment riate t playground approp o all ages, including preschoolers, and persons with disabilities. The same type of improvement has been made in zAhe past few years at Evergreen Park, where the city and the school share a new playground. r What are your comments regarding this proposal? / . }�, �J. ; -t `7 , .i �� � G n ,G��.. � GJ.�-o�.c.i �✓�-- LiJ -c..� 2. The tennis courts are in isd repair and the surface needs to be rebuilt from the ground up. We have received estimates from vendors and contractors ranging from $35,000- 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. The City proposes to remove these courts, at an estimated cost of $5,000 What are your comments regarding this proposal? a -o ri V l� G (over, p lease) O L 3. Some residents have said there is a need for additional parking in the park parking lot. Adding 6 -8 more spaces would require the removal of the basketball courts. Again, there are _.• other basketball courts in the area, the closest being at Willow Lane School. The estimated..,,,..,__ cost of removing the courts and enlarging the parking lot is $5,000. What are your comments regarding this proposal? ��- � M CCT7wI Gam_ .cam zo2 ry t- the—) 4. Do you have any other comments you wish to share with the Park and Recreation �.. Commissio or the City Council? �.�.��G.� t�-� Cx�Y1 t Gth �C t? GC O C7 Yl.Z i C^Z Cz�t�✓ to 0 V-"- ZA / f✓a -��..� c3- -t-t�� �j ;z.k� �o-�v �t, v% - z. c�C .z.��u1.�c�'n y� w . v � ...� J✓L.i �t.Zl:.t/Z� _i.il�`�...J - �'c�c»'�'L"� C/�- -� LGJLw' ✓...' "/�y� Name and Address (if you wish): Please return to: Engineering Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 By July 1, or call us at 569 -3340. Thank you. L5 IE QY�'\ JUN 2 8 M4 !� � Willow Lane Park June, 1994 Comments Regarding Proposed Changes The City is contemplating some changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. 1. It has been proposed to replace the playground equipment with a much larger playground structure in the area south of Willow Lane School. City residents will have access to that playground at all times, and there will be equipment appropriate to all ages, including preschoolers. and persons with disabilities. The same type o` improvement has been ad:, in the past few years at Evergreen Park, where the city and the school share a new playground. What are your comments regarding this proposal? 2. The tennis courts are in disrepair and the surface needs to be rebuilt from the ground up. We have received estimates from vendors and contractors ranging from $35,000 - 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. The City proposes to remove these courts, at an estimated cost of $5,000. What are your comments regarding this proposal? (over, please) 3. Some residents have said there is a need for additional parking in the park parking lot. Adding 6 -8 more spaces would require the removal of the basketball courts. Again, there are other basketball courts in the area, the closest being at Willow Lane School. The estimated cost of removing the courts and enlarging the parking lot is $5,000. What are your comments regarding this proposal? . �o you have any other comments you wish to share with the Park and Recreation Commission or the City Council? f Name and Address (if you wish): Please return to: Engineering Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 By July 1, or call us at 569 -3340. Thank you. C ir -1! ` ( Willow Lane Park June, 1994 Comments Regarding Proposed Changes 1994 , P The City is cont emplating changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. Q 4 1. It has been proposed to replace the playground equipment with a much larger playground structure in the area south of Willow Lane School. City residents will have access to that playground at all times, and there will be equipment appropriate to all ages, including preschoolers, and persons with disabilities. The same type of improvement has been made in the past few years at Evergreen Park, where the city and the school share a new playground. What are your comments regarding this proposal? re C Get of V" � �ls� 0 'z � G(,j rl // ry _ py 6 5 LL (� (/t S F Q CCc c Q 2S - - 1 - � vi i Vt 2. The tennis courts are in disrepair and the surface needs to be rebuilt from the ground up. We have received estimates from vendors and contractors ranging from $35,000- 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. The City proposes to remove these courts, at an estimated cost of $ ,000. What are your comments regarding this proposal? C t y �-- �G�t( mkt Jere (6C ��,'� ('L�10l`y 0S1& 9 Kota CtF fo �Z u SOP V1 +fveV" , a t O� 4 C I —ei-t � b k- 11 r y' y� {- G (L w S t tit �t r n 1 . (over, pleas I �� � -�� a� �Ky lake ( l << 3� �Q a�f C(34 C � i y omehes en h e s id there is a need for additons © a�rkin the ark parking lot. J g P P g Adding 6 -8 more spaces would require the removal of the basketball courts. Again, there are , other basketball courts in the area, the closest being at Willow Lane School. The estimated cost of removing the courts and enlarging the parking lot is $5,000. What are your comments regarding this pr posal? D� r elr �� Icy fie Ik Li .s4 n ©W � - .9 O-J'e U-1 �e y I ct)qS hozc/('y 4. Do you have any other comments you wish fo share with the Park and Recreation Commission or the City Council? e 4 (U,k t+ 15 �e , 5 7 w `f +1W pro UQ �vt �e vt f�SSe be c ,. f J re S r Gl E' ►i S�1c�t� �C rJ2 - . �u ec Y� n� t► � e� of � � ; r,�� -� � �, s r � - t�U� -� to Prate te+Ms 'r�, k� �e A h(c) r hr , �u� �r k -fir . s fife z r f �, �i✓ Name $ a nd Address if you wish): Please return to: Engineering'Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 By July 1, or call us at 569 -3340. Thank you. Construction U date... if • . Perry, Quail, Regent, Scott, Street and utility June - September Toledo, 70th and 71st Avenues, ; reconstruction north of 69th Avenue Watch for occasional lane or street closures. James, Knox and 54th Avenues Street and utility June - September from 53rd to 55th reconstruction Watch for occasional lane or street closures. Northeast area - generally east of i Sealcoating late June, early July Humboldt, north of 66th I 69th /Shingle Creek Pkwy, Shingle Final landscaping and cleanup of May-August Creek bicycle /pedestrian trails street improvement and wetlands creation project { { i Shingle Creek Pkwy, 1 -694 to Milling and overlay project, ! July - August Freeway Boulevard drainage improvements. Some occasional lane closures, l ariv Willow Lane Park Relocation and replacement of July - August j playground equipment, removal of tennis courts, expansion of parking lot Oro n August - September Parks equipment i I i City parks and trails Replacement of curb cuts and i July - September addition of trails at various parks to improve accessibility, repair of some pedestrian bridges Illegal use of sump treatment plant on Pigs Eye Island. As a result, it is illegal to pumps costs discharge groundwater or everyone rainwater into If you have a sump pump or other the sanitary�— lines which discharge groundwater or sewer system. If rainwater to the sanitary sewer You have any system, you can reduce costs by Questions about repiping that discharge into drain the use of your your yard, street or storm sewer. sump pump, Please remember that the city pays please call . $120 for each 1,000 gallons of water 569-3344 or discharged to the wastewater 569-3390. City Watch Page 3 Heritage Center receives rave reviews from customers, experts alike • Earle Brown One of the major events of 1993 "Moving our worksite health Heritage was the return of the Minnesota promotion program here had a Wildlife Heritage Association's significant impact on our mu 0 no= m Center annual wildlife art show, which attendance," she said. "Many of the Reports Record moved to the Heritage Center in 1992 organizations who participate Bookings for 1993 after 15 years in downtown come from all over the state, and The Earle Brown Heritage Center Minneapolis. they really appreciated being able recorded the best year in its The roster of users is equally " to avoid city traffic, the free history in 1993, and already has a impressive, including blue -chip parking, and the ease of getting names from all over the region. here. heavy schedule bookings in Among them are Nieman Marcus, Lair also praised the Heritage place through 1 Medtronic, Norwest Bank, General Center's staff for its professionalism Opened in 19900, , 9 the Heritage and into 2000. Mills, and Health One. and service attitude. Center has since grown to become "We really work hard to serve "As a conference planner, I know one the Twin Cities' leading our clients well," said Bergeland. from experience how difficult it is meeti ng, exhibit, and convention "It's an absolute delight when they these days to find someone who is centers. come back again and again truly customer - oriented. Heritage The Heritage Center hosted more because of their positive Center's Mark Lynch, who Ce to s ar c P 3'n , than 330 meetings and events experience here." coordinated our meeting, was as during 1993, average of nearly The Heritage Center is owned and interested in our success as we one a day—resulting in a steady operated by the City of Brooklyn were. Some of the things he and Increase In reess revenues, catering and occupancy for the 7 -acre center. Center. For more information call the staff did went above and . 569 -6300. beyond the call of duty," she Rental revenues increased by explained. nearly 30% during the year, and Lair said she selected the current forecasts call fora 15% = Heritage Center for its uniqueness, Increase in 1994. location, and the size of the Heritage Center Manger Judith '� facility. "It's a place we can grow Bergeland called the Twin Cities� into as we expand." market's response to the facility Other factors important to the "overwhelming." In addition to the - Association were cost and historic complex's highly visible flexibility. "We found that the and convenient location at the Heritage Center was very Intersection of I.94 and I -694, she affordable compared to other attributes the Heritage Center's Customer finds Heritag success to its comprehensive "uniquely conference facilities, Lair said facilities. Center staff uniquely and its versatility suited her "The Heritage Center can serve' service- oriented" meeting needs perfectly with Portions of virtually every conceivable type and After four years in a downtown the entire complex hotel location, the American Heart being used d for different functions. size of meeting and event, ranging AHA is so pleased with its from 1,000 - person conventions to Association (AHA) moved its "Heart six - person seminars, and from at Work" conference to the Heritage Heritage Center experience that it Center this sprIn has already booked space for its equipment and antique shows to g 1995 meeting. "We received so charity balls, and, of course, Lisa Lair, director of worksite programs for AHA, said she many, many positive comments weddings," she said. "couldn't be happier with the from our attendees, we wouldn't . results." think of going anyplace else," Lair said. City Watch Page 4 !, rf�H- Willow Lane Park June, 1994 Comments Regarding Proposed Changes The City is contemplating some changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. 1. It has been proposed to replace the playground equipment with a much larger playground structure in the area south of Willow Lane School. City residents will have access to that playground at all times, and there will be equipment appropriate to all ages, including preschoolers, and persons with disabilities. The same type of improvement has been made in the past few years at Evergreen Park, where the city and the school share a new playground. What are your comments regarding this proposal? / 2. The t �r� the surface needs to be rebuilt from the ground �: We have received estimates from vendors and contractors ranging from $35,000 - 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. The City proposes to remove these courts, at an estimated cost of $5,000. What are your comments regarding this proposal? (over, please) 3. Some residents have said there is a need for additional parking in the park parking lot. Adding 6 -8 more spaces would require the removal of the basketball courts. Again, there are ! other basketball courts in the area, the closest being at Willow Lane School. The estimated cost of removing the courts and enlarging the parking lot is $5,000. What are your comments regarding this proposal? 4. Do you have any other comments you wish to share with the Park and Recreation Commission or the City Council? �� G� ✓Yv� F �a.� � . lit? rw Name and Address (if ou wish): ) CP 3 R Ay � ' Yl X r' U 2-9 Please return to: Engineering Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 By July 1, or call us at 569 -3340. Thank you. c 6�7 FN 1 Willow Lane Park Jun Comments Regarding Proposed Changes {' • � �r i C i The City is contemplating some changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. 1. It has been proposed to replace the playground equipment with a much larger playground structure in the area south of Willow Lane School. City residents will have access to that playground at all times, and there will be equipment appropriate to all ages, including preschoolers, and persons with disabilities. The same type of improvement has been made in the past few years at Evergreen Park, where the city and the school share a new playground. What are your comments regarding this proposal? Ex C ry - L - 2. The tennis courts are in disrepair and the surface needs to be rebuilt from the g round up. We have received estimates from vendors and contractors ranging from $35,000- 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. The City proposes to remove these courts, at an estimated cost of $5,000. What are your comments regarding this proposal? • (over, please) -3 Some residents have said there is a need for additional parking in the park parking lot. Adding 6 -8 more spaces would require the removal of the basketball courts. Again, there are • other basketball courts in the area, the closest being at Willow Lane School. The estimated cost of removing the courts and enlarging the parking lot is $5,000. What are your comments regarding this proposal? Y-t �, FvzopL I� N rE.D P f1- -<2.�1 K16 LAU91ce d , vacs ' , F- ° k - rA- c ,� 4. Do you have any other comments you wish to share with the Park and Recreation Commission or the City Council? Name and Address (if you wish): Please return to: Engineering Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 By July 1, or call us at 569 -3340. Thank you. Willow Lane Park June 19 4 9 YL - 1994 j� Comments Regarding Proposed Changes The City is contemplating some changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. 1. It has been proposed to replace the playground equipment with a much larger playground structure in the area south of Willow Lane School. City residents will have access to that playground at all times, and there will be equipment appropriate to all ages, including preschoolers, and persons with disabilities. The same type of improvement has been made in the e ast few ye ars L e.. cn P here he ci � w the school shar L.. Y:lv few /I�yLU L� � r u .Le' v 1 !t� t t� L h i.. c i�l ° h 3 new n��'7!'Y�l�n/'� Y JbL WINt are your comments regarding this proposal? �6 VA ` &90 WO d . � .e .ate A -U )A '-M 96 -y,w- ? W Aki, wow # .e w Z w�.td r,�.c, Ate- ? 2. The tennis courts are in disrepair and the surface needs to be rebuilt from the ground up. We have received estimates from vendors and contractors ranging from $35,000 - 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. The City proposes to remove these courts, at an estimated cost of $5,000. What are your comments regarding this proposal? LQ) - tL - �a (0 °r, pleasel 1. ); 3. Some residents have said there is a need for additional parking in the park parking fbrt:" Adding 6 -8 more spaces would require the removal of the basketball courts. Again, there are • other basketball courts in the area, the closest being at Willow Lane School. The estimated cost of removing the courts and enlarging the parking lot is $5,000. What are your comments regarding this proposal? . �w Aw Av�tkM 94 a CmAl aJ A ! cu a V4)A A4 P Art bo � 4 � I , V 4" . UAJ 4. Do you have an other co ants you w h o share th the Park and Recreation + • L Commission or the City Council? 6tw a aj M Ara" - ate. - CAt W- - ukt jlrl lvw � m n a4 vm 5M4 da m a Mt 044 1 " k tV Name and Address (if you wish): I?EmP — 7 - Ma A) i v 1? �j Please return to: Engineering Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 By July 1, or call us at 569 -3340. Thank you. • V -5. Mt 4U a ,G� � CC�C AN 2 $ Willow Lane Park June, 1994 Comments Regarding Proposed Changes The City is contemplating some changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. 1. It has been proposed to replace the playground equipment with a much larger playground structure in the area south of Willow Lane School. City residents will have access to that playground at all times, and there will be equipment appropriate to all ages, including preschoolers, and persons with disabilities. The same type of improvement has been made in the past few years at Evergreen Park, where the city and the school share a new playground. What are your comments regarding this proposal? 17 1S 1 +�PGiZ ADZ �o fit' zc�t tam KS VO b\1GRYok - S USE S �a t�loi ACs2tb WET! -t �ct�LAt►rtc. 'T�E �L�U►PrvIEN �oiZ x ti z f 7 co I.LO "j ► .A C' ��ASo rl 5 i 1. 1— A ec,z� - G Co% - rs. WIRO VJ1LL MA�NTAI N — j "g Z . — Ii 4 C 00 VM&A T 6 aUiPMtNT 1S L LWOUC�-N 1Z; k "G AwwUNT Or 1�So 1 GciS. - C"Hci2� AtZC- OTHc►2 7�►ZKS ►N ltit t�lct�r�i3o1Z NooO Wk - T4 }�- A1jC.RcUNb GUV1Pnn'F-r T So L.AZc -ze, C[a�? ►P Y�oNT ►S NoI NEC,ESS^ PLY I 3 - 1►a� �lbo,o - A)GPAy o�2 S t- kotA C. 00b — 5P&PA c I O AQ..ZAS S vc. N ag ST' `�cr�A �S A. NDI 5tjtooL - 'BU►uZi N4. MJNINTaJAn 2. The tennis courts are in disrepair and the surface needs to be rebuilt from the ground up. We have received estimates from vendors and contractors ranging from $35,000- 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. The City proposes to remove these courts, at an estimated cost of $5,000. What are your comments regarding this proposal? A,C,AaE 1 HA k k of 1 cP4 C O L P-T /�etZc 140 ©r tGr1 vscZ) At-4D VkA - HE2—E Ark 0«kER- (over, please) i 3. Some residents have said there is a need for additional parking in the park parking lot. Adding 6 -8 more spaces would require the removal of the basketball courts. Again, there are other basketball courts in the area, the closest being at Willow Lane School. ` The estimated cost of removing the courts and enlarging the parking lot is $5,000. What are your coments regarding this proposal? 1 s ea 1 � t� �� i t A c_.ou iR.'fS US�c� ` ��G.Ut.A�2Ly . 7C)D V � 1 - BAL L Co 0 1 �DvtDc NE 1�t- EC �ss��.,f 1po- 0'DS Lo MAit1ix!►nl l ei✓ pV��Low �i'•i�w N c� ��cS N o -�' oCt�c7 R. — (r.t a't 04:'t AD ��4ati n 4 c. t N �kl�c 1 �cC l-0� c" 1 P� S A k3 jAou iZ W 441 ui�: l9S 1 G, 7tlE 15 r!o A C..o N 4. Do you nave any other comments you wish to share with the Park and Recreation Commission or the City Council? S- A1� rC1A; �He- OprzOe:Tvr'�► %y tv {Pf,iZi1C.,ltom'+i 1�1 �1Z}cSC ��c1S�oNS. 7T– �oPE Cti y \ 1 t-AC 1N r v �c�►� ��su�Ts St� . , t5 Name and Address (if you wish): --1 0\--s GI A os- Avia N 1e6nY.c.y+') C iitA sG R- MtA !SS47 t Please return to: Engineering Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 By July 1, or call us at 569 -3340. Thank you. Willow Lane Park June, 1994 Comments Regarding Proposed Changes The City is contemplating some changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. 1. It has been proposed to replace the playground equipment with a much larger playground structure in the area south of Willow Lane School. City residents will have access to that playground at all times, and there will be equipment appropriate to all ages, including preschoolers, and persons with disabilities. The same type of improvement has been made in the past few years at Evergreen Park, where the city and the school share a new playground. What are your comments regarding this proposal? 2. The tennis courts are in disrepair and the surface needs to be rebuilt from the ground up. We have received estimates from vendors and contractors ranging from $35,000 - 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. ool. The City proposes to remove these courts, at an estimated cost of $5,000. What are your continents regarding this proposal? (over, please) 3. Some residents have said there is a need for additional parking in the park parking lot. Adding 6 -8 more spaces would require the removal of the basketball courts. Again, there are other basketball courts in the area, the closest being at Willow Lane School. The estimated cost of removing the courts and enlarging the parking lot is $5,000. What are your comments regarding this proposal? 4. Do you have any other comments you wish to share with the Park and Recreation Commission or the City Council? Will the new park /playground have hockey and general ice skating rinks? If so, will their location be the same as in the past with the current warming shelter being used? Name and Address (if you wish): Cindy Ranwick 6806 Quail Ave. No. Brooklyn Center, MN 55429 Please return to: Engineering Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 I By July 1, or call us at 569 -3340. Thank you. Willow Lane Park June, 1994 " 2 , Comments Regarding Proposed Changes The City is contemplating some changes to Willow Lane Park. Please review the letter accompanying this comment sheet, and then fill in any comments you may have, positive or negative, in the spaces below. All comments will be forwarded to the Park and Recreation Commission and the City Council for consideration. 1. It has been proposed to replace the playground equipment with a much larger playground structure in the area south of Willow Lane School. City residents will have access to that playground at all times, and there will be equipment appropriate to all ages, including preschoolers, and persons with disabilities. The same type of improvement h -s been made in the past few years at Evergreen Park, where the city and the schooi share a new playground. What are your comments regarding this proposal? T 2. The tennis courts are in disrepair and the surface needs to be rebuilt from the ground up. We have received estimates from vendors and contractors ranging from $35,000- 50,000 to rehabilitate these courts. There are other tennis courts in the area, at Northview Junior High, West Palmer Lake Park, and at Park Center High school. The City proposes to remove these courts, at an estimated cost of $5,000. What are your comments regarding this proposal? (over, please) 3. Some residents have said there is a need for additional parking in the park parking lot. Adding 6 -8 more spaces would require the removal of the basketball courts. Again, there are other basketball courts in the area, the closest being at Willow Lane School. The estimated cost of removing the courts and enlarging the parking lot is $5,000. What are your comments regarding this proposal? Y D 4. Do you have any other comments you wish to share with the Park and Recreation Commission or the City Council? Aes o vv --Joy Name and Address (if you wish): Steven J. Burnham 6800 Orchard Avenue N. Brooklyn Center, MN 55429 Please return to: Engineering Department 6301 Shingle Creek Pkwy Brooklyn Center, 55430 By July 1, or call us at 569 -3340. Thank you. Council Meeting Daze 7/11/94 3 City of Brooklyn Center Agenda Item Number Request For Council Consideration is Item Description: STAFF REPORT REGARDING PROPOSED CITY HALL REMODELLING Department Approval: 1 � Diane Spector, Director blic rvices Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Summary Explanation: (supplemental sheets attached Yes ) The City Council on April 11, 1994 received a report regarding proposed remodelling of City Hall. This proposed remodelling would have three objectives: to provide additional space for the Police Department; to provide adjustable, ergonomically correct workstations for employees who regularly use computers; and to provide for additional and more efficient workspace and storage in the upper level of City Hall while correcting code deficiencies and helping meet ADA requirements. The council requested additional information so as to better evaluate the proposed improvements. First, the Council requested evaluation of additional options for providing more temporary space for the Police Department, especially on the cost effectiveness of renting office space nearby. Second, the Council requested more refined cost estimates. This memo provides more detailed information on all three of these items: options for temporary additional space for the Police; the necessity of providing new workstations; and the cost of remodelling upper City Hall. Council action requested is the consideration of a resolution authorizing staff to develop an RFP for construction design & management services, and making an appropriation. I. TEMPORARY OFFICE SPACE FOR POLICE DEPARTMENT An analysis conducted five years ago by architectural /office space consultants indicated that the department, by modern office standards and changing departmental needs, required 11,000 sq ft more departmental space than the 8,500 sq ft currently available, for a total need of 19,500 sq ft. Since that time, the department has added to those needs space for a library and for a fitness area. As a result of departmental growth since the construction of City Hall (35 full time sworn officers and • administrative personnel and 1.5 FTE part -time in 1970 versus 56 full time and 5.6 FTE part -time in 1994), office conditions are extremely cramped. The area has been remodelled several times to try to gain space efficiencies; unfortunately, the HVAC system no longer matches the current room configuration, and many air circulation, heating, and cooling problems exist. Many of these were outlined in the Air Quality study conducted last year by the firm EPI. These air quality problems exacerbate the overcrowded conditions. Page 2 Investigators work two to an 1 V x 7'8 office; the TAP part - timers, many of whom are seniors themselves, work in a converted janitor's closet. The Fire Chief and his secretary work in the same is 11'8" x 11'7" office. The 5 patrol sergeants share a 24' x 7'9" office. Aside from general overcrowding, most of the department's facilities do not meet today's standards. The long term solution to these needs is the consideration of a new public safety facility, as an addition to City Hall or in some other configuration. As that solution could only be accomplished through the voters' approval of a bond issue, which could mean that the new facility is at least three years in the future, consideration should be given to a short -term solution: acquiring more office space. Options Three general options could be considered: remodeling existing facilities to provide more space; moving some or most operations to leased space off site; and adding a temporary facility on site. A. Remodellin g g Existin Facilities The lower level of City Hall has been remodelled several times over the past decades, and most space efficiencies have been achieved. The one remaining option, which has been reviewed and rejected, is expanding the PD into the lower -level storage room. While this would gain space for the PD, that storage room serves all of City Hall and Recreation, and is already filled to capacity now with records storage, voting machines, paper storage, etc. The room also houses chillers, • air handling equipment, and telephone, 911, and data system equipment. Remodelling this room while accommodating the other needs would require costly high - density storage units or records management technologies such as optical disk storage. The estimated cost of implementing optical disk storage is $150,000- 200,000; while the April report to the Council indicated that this technology should be considered as a part of the proposed project, we believe that the cost prohibits further consideration at this time. Remodelling this room would also result in difficult to resolve HVAC, noise, and air quality challenges. B. Leased Space A second option would be to lease additional space off site. One possibility would be to move one division of the PD, such as Investigation, off site. Another possibility would be to move the g P tY entire department, except for jail and dispatch facilities, off site. The Investigation division would require approximately 1,500 square feet for office space, support staff space, storage, and office machines. The table below shows a lease rate of $14.50 per sq ft, the current rate at the 6200/6300 Shingle Creek Parkway buildings for space of that size. In addition to the cost of leasing space and providing minor remodelling and furniture, there would be costs for: leasing about 10 phone lines; purchasing an additional fax machine and copy machine; installing a phone system interface to the City's system; acquiring an additional pair of bridges and data hubs to provide a link to the City's data processing LAN and to LOGIS; and custodial service. The table below, which summarizes the cost of this option, assumes that the temporary s P � P Y ace P would be leased for three years (lease in '94; election in '95; design in '95 and construction in '96; occupy by late '96 -early '97). Page 3 The costs shown below are the quantifiable costs of providing space and equipment. What's not • quantifiable is the cost of the inefficiencies. Since investigators do interact with administration, patrol, dispatch, etc., there would be time lost to traveling back and forth for meetings; the less - than- desirable communication by e-mail and voice mail; and the loss of the benefits of chance and informal contact on morale, teamwork, and effective supervision. TABLE 1 Estimated Cost of Leased Space for Police Department Moving One Division Off Site ANNLTAI, TOTAL BUDGET OVER 3 INCREASE YEARS Operating Costs Lease 1,500 sf, @$14.50 sf $ 21,750 $ 65,250 Phones, Service Contract 10,800 32,400 Custodial Service @ $260/m 3,120 9,360 Capital Costs Minor remodelling $ 5,000 • Furniture (dividers, support staff 20,000 furniture, interview room furniture) Fax, copy machines 5,000 Data processing equipment 33,000 Phone system tie -in 7,000 TOTAL CAST $35,670 ! $177,101 Another option is leasing space off site for the entire department. While this resolves the concerns of locating one part of a larger operation off site, it creates a new set of problems. The Police Department interacts with the rest of city government, and should be in close proximity. There is no building with a large enough space for the entire department nearby; locating the Police Department far away from City Hall would be confusing to residents and visitors who have in the past experienced it being located at City Hall, or expect it to be there. Brookdale Square has sufficient currently vacant property which could be remodelled. The current lease price is $12.50 per sq ft, or a total of $250,000 annually for 20,000 sq ft. When the costs of remodelling, furnishings, telephone, data, etc., are included, this is far too high a cost to be considered as a viable option. ® C. Adding Temporary Facilities The final option is the addition of temporary facilities to provide additional office space. Unlike leasing space off site, temporary facilities can be added to City Hall in such a way as to utilize Page 4 City Hall's existing phone system, data processing facilities, and support and administrative services. An on -site temporary facility could also accommodate additional operations which could not be located off -site, thus further reducing overcrowded conditions. The proposed layout of the addition is shown on Attachment A. TABLE 2 Estimated Cost of Temporary Police Addition (Includes Professional Services) TOTAL CAPITAL COSTS.......... ESTI V ATED COST' Purchase and installation of portable facility $ 81,650 Construction (71,000) Contingency (7,100) 5% engineering, legal, admin (3,550) Cabling to phone and data $ 2,000 Furniture (for 11 workspaces) $ 29,625 Furniture (23, 590) Contingency (3,535) • Professional Services (2,500) Resale value of portable facility ? TOTAL COST $113 Obvious disadvantages of this option are that the facility would be unattractive and inefficient, and it is unacceptable as a long -term solution should a bond referendum fail. However, given the economics and the impact on operations described above, option three, addition of temporary facilities, is the most cost - effective method of temporarily relieving overcrowding. II. NECESSITY OF PROVIDING NEW WORKSTATIONS At the time the Council reviewed the preliminary report on the proposed remodelling, acquisition of 13 ergonomic workstations was also approved. These workstations would be provided to those employees who currently suffer from some form of injury or stress related to their current workstations: carpal tunnel syndrome, back and /or neck disorders, etc. While those workstations will help to reduce the cost of worker's compensation claims for those particular employees, (the City has already incurred $15,460 in worker's comp costs related to these problems), the City as an employer is obligated review and consider the needs of all its employees. • Employers in both the public and private sectors find themselves in 1994 faced with a very different workplace then even ten years ago. Many employees who only a few years ago were computer illiterate now wonder how they ever got their work done pre -PC. Page 5 Computers are ubiquitous. However, ergonomically correct, adjustable workstations are not. The rise • in worker's compensation claims and health and safety concerns has prompted OSHA to promulgate rules requiring employers to provide ergonomically correct workstations for every employee expected to use a PC on the job. The Notice of Proposed Rulemaking appeared in 1992, and the draft rules are expected to be proposed later this year. However, OSHA is now conducting ergonomic inspections under the general "place of employment free from recognized hazards" standard, and is levying fines. There are also test cases now before the courts arguing that the denial of ergonomic, adjustable workstations is a violation of the Americans With Disabilities Act (ADA). For these reasons, the second objective of the proposed remodelling is to replace the workstations of all employees who regularly use computers with adjustable workstations. Adjustable workstations are especially needed where more than one employee shares a workstation (for example, Recreation, Police clerical). However, all employees would benefit as the biggest failing of traditional office furniture is that it assumes that a 6' person is the same size as a 5'2" person. Obviously, these two employees need desks and work surfaces of different heights, and chairs with adjustable seat and arm heights and back placement. Even two employees of the same size might have different workstation needs. A person who wears bifocal glasses requires a different monitor placement than a person with no or with single correction lenses. TABLE 2 Estimated Cost of Workstations & Furniture NUMBER OF ESTIMATED • AREA WORKSTATIONS COST Upper City Hall* 27 $249,740 Furniture (197,165) Contingency (29,575) Professional Services (23,000) Police Department (excluding new area) 7 41,350 Furniture (33, 780) Contingency (5,070) Professional Services (2,500) Park and Recreation 4 28,360 Furniture (23,960) Contingency (3,600) Professional Services (800) City Garage 2 10,800 Furniture (9,400) Contingency (1,400) TOTAL $330,250 Furniture (264,305) Contingency (39,645) Professional Services (26;300) • * Includes general furniture such as file cabinets and conference room furniture. Page 6 These workstations would be reusable regardless of future remodelling or expansion plans. Examples of • area cities which have installed adjustable workstations as a part of a remodelling project are Crystal and Brooklyn Park. III. ADDITIONAL WORKSPACE AND STORAGE, ADA NEEDS, UPPER CITY HALL The third and final objective of the proposed remodelling is to reconfigure space on the upper level of City Hall to gain more usable area and use existing area more efficiently. This remodelling would also correct existing building code problems, and help meet ADA requirements. A. General Remodelling Most of the proposed remodelling would occur on the west end of the building. The proposed new floor plan of upper City Hall is shown on Attachment B. The current Machine Room, which houses copy and duplicating machines and provides general storage, would be converted into a Community Development office. The Machine Room is very poorly laid out, and is under - utilized space. Community Development is currently scattered: the EDA Coordinator and secretary are located in Administration; the Planning and Zoning Specialist, Building Official, and Inspectors are located in a separate area; the Housing Specialist is located at the Heritage Center; and Assessing is in another area. • Given the magnitude of redevelopment issues which the City will be considering over the next several years, it is especially important that Community Development be in a position to work at maximum efficiency. All parties located in the same office improves communication, supervision, morale, and teamwork. The existing Community Development office (the old "Planning Office ") would be remodelled into a new, more efficiently organized machine and storage room. The remodelling would also increase the size of one meeting room (Conference Room B) and use part of the lobby to create an additional meeting room. Meeting space in City Hall is at a premium. Meetings have been held at the table in the main lobby; at the front counters of offices; and on at least a few occasions outside at a picnic table. The Finance Department would expand north into the area vacated by Assessing. The safe, records, and other stored items currently housed in the Vault would be moved to the new Vault, to be constructed at the extremely inefficient "point" at the north end of the building (currently in the Assessor's office). The data rocessin equipment now housed P g in various la ces throughout the Finance office and the existing P g g Machine Room would be moved to a new secure computer room. A small amount of remodelling is proposed at the Community Center. The first area is associated with the new workstations. It is proposed to replace the front counter with a counter of a new design, which would incorporate workstations and be accessible to • persons with disabilities. Attachment C shows one concept for the proposed remodelling; employees are still considering various designs and options. It is also proposed to increase storage by converting areas in the front vestibule now housing benches into locked closets. Additional remodelling proposed by Recreation Page 7 relocate the northwest entrance to the Community Center (next to the pool) and convert • the existing vestibule into storage for chairs, tables, AV equipment, etc. This equipment is currently stored in an electrical room, the Aquatics Supervisor's office, and in miscellaneous nooks and crannies. Finally, the remodelling would also include recabling the telephone and data systems. This is necessary for two reasons. First, the remodelling is substantially altering the location of offices; without recabling, many offices would not have access to phone or data lines. Second, the data system has substantially changed since the building was recabled in 1989. The current configuration is no longer adequate to support the Local Area Network LA networked shared printers, LOGIS access etc ( 1�, p The proposed recabling would not have to be replaced when the City's phone system comes up for replacement in two to three years. B. Code Compliance There are several instances where the existing building does not meet current building codes. Any remodelling would require that at least some effort be put into meeting these codes. The two most pressing issues are the two long corridors: the corridor which extends past Finance to Assessing, and the corridor which extends past Engineering to Conference Rooms B and C. As a part of the Community Development/Finance reconfiguration, the western corridor • would be redesigned into new offices. The conference room corridor would be incorporated into the enlarged Conference Room B. C. ADA Requirements There are a number of ADA issues to be addressed in City Hall. This remodelling would correct some but not all the issues. First, a new unisex, accessible restroom, often called a "family restroom," would be constructed adjacent to the existing men and women's restrooms. Second, all entrances to offices, and the main reception desk, would be remodelled to ensure accessibility. Counters would have lower levels. Departments would be accessed by the public from the main hallway, eliminating the need for most members of the public to negotiate the existing narrow entrances and high counters. ADA issues which would not be addressed in the proposed project include power assisted doors at the main entrance and police entrances to City Hall; an accessible podium and Council /Commission seating area in the Council Chambers; and internal needs which might be required for employees with disabilities. ADA needs at the Community Center (accessible restrooms, family locker room, elevator, etc.) are not addressed in this project. The types of improvements needed would best be constructed as part of a much larger renovation of the Community Center facility. • I� Page 8 TABLE 4 • Estimated Cost of Remodelling (Includes Professional Services) AREA ESTIMATED COST City Hall $379,500 Construction (includes construction mgmt) (330,000) Contingency (33,000) 5% engineering /legal /admin (16,500) Park and Recreation $46,000 Construction (40,000) Contingency (4,000) 5 % engineering /legal /admin (2,000) Recabling 46,400 TOTAL $4719Q0 Construction (416400) Contingency (37* 000) 5°10 engineering /legal / admin' (18,500) • IV. SUMMARY In summary, the proposed project would provide a short -term solution for overcrowding in the Police Department. It would address an important health and safety issue by providing adjustable workstations, an improvement which is currently being proposed by OSHA as a new workplace health and safety rule. Finally, it would make more efficient use of existing space in upper City Hall, and would held address building code and ADA requirements. It has been proposed that the long -term solution to the Police Department space issues is a new addition to City Hall, or a new Public Safety building. If either of these are implemented, then the temporary addition would no longer be required. Some of the $113,000 cost would be recouped by sale of the addition; all the furniture, estimated cost $30,000, would be reusable. Just over one -half the investment would be "lost;" however, this does not take into account the value to the employees of being in a much more productive work setting. The adjustable workstations, estimated cost $330,250, would be reusable regardless of what happens with City Hall in the future. Most of the remodelling would be considered permanent remodelling. The only portion of the estimated $471,900 remodelling investment which could be said to be "lost" would be remodelling done in that area of the building where a new access to a new addition might be constructed. However, what would be "lost" would be the construction of a few new walls, and some carpeting, • ceiling tiles, and paint -- a very small portion. The exact dollar figure would depend on the exact nature of future expansion. It is even possible that none of the current proposed remodelling would be "lost" or "wasted" in the future. A best guess would be that 80 -85 percent of the total cost of the proposed project would be "'reusable." Page 9 Approximately $1.6 million is available in the Capital Improvements Fund to finance this project, • assuming a minimum fund balance of $3.182 million and taking into account playground equipment replacement and other projects already approved for 1994. The cost of the workstations and remodelling was in April guesstimated as $800,000. The total cost as estimated by architecture, space planning, and telecommunication consultants is $847,275. Adding a construction contingency and the standard multipliers for engineering, legal, and administrative costs increases that cost to $915,425. If this estimated cost is greater than the Council wishes to consider at this time, two items have been identified as deduct alternates: eliminating the construction of additional storage in the lower level of the Community Center, and funding the two adjustable workstations needed at the garage from the garage remodelling project (that is, splitting the cost between the Capital Improvements Fund and the public utility funds.) However, since all these costs are of course estimates, it is recommended that the Council consider appropriating the full amount, directing staff to identify possible deduct alternates, and making a final decision based on actual bid prices, should the proposed project get to that point. However, it should be noted that the architect was directed to assume that improvements would be done in the least costly manner as possible, and that there are very few "nice to haves" in this proposal, which could be identified as deducts. TABLE 5 Total Estimated Cost, Improvement Project No. 1994 -31 City Hall Remodelling • (Includes Professional Services and Contingencies) TOTAL ESTIMATED ` COIVIPONENT COST Construction, Recabling, and Furniture $847,275 Contingency 44,100 5% engineering /legal /admin 22,050 SUBTOTAL $915,425 Passible Deduct Alternates Eliminate Recreation lower storage - 24,725 Garage workstations thru garage project - 10,800 TOTAL $877,900 Recommended City Council Action: Review the information provided above. Approve a resolution authorizing staff to prepare an RFP for • professional services for construction design/management and making an appropriation. ATTACHMENT A m O D ID C_ I I Z I X x 6' -6" c K ,• 0 / m / O - n DD D O \ m c� Ce D x -' O \ � z x o� x o °' �. \ = D X ~ x G) I- _ \\ I x _ o� v \ x x I m WORKPLACE ENVIRONMENTS INC, PROJECT: CITY OF BROOKLYN CENTER VICKS Jl G PLAZA ` SUITE 1115 /� 1115 MCKSBURG LANE NORTH / \ DATE: MAY 13,1994/JUNE 7,1994 PLYMOUTH, MINNESOTA 55447 ®® FILE: BROOKLYN \TEMPBUIL.FCD (612)476 -0663 FAX(612)476 -0680 DRAWN BY: AJP D CD n 13 d8 (3 tE M I 'i E i E n w 00 cn c4 e� 'o ` f3 WORKPLACE ENVIRONMENTS, INC. p -- PROJECT, " ® ® VICKSBURG PLAZA X SUITE 15 o .e + BROOKLYN CENTER ® CKSB V III1,�15 I[U[RG eRAT NE NGRTH ® 4 0083 X 13012)170-0080 �� i n�rtoa *nc��a �nc�r�a�ioa z �o ATTACHMENT C C NN' NA INN \\ I W 7 2 > O oa � Ms Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AUTHORIZING DEVELOPMENT OF AN RFP FOR PROFESSIONAL SERVICES, IMPROVEMENT PROJECT NO. 1994 -32, CITY HALL REMODELLING, AND AMENDING THE APPROPRIATION WHEREAS, the City Council has reviewed more detailed information regarding the proposed remodelling of City Hall, addition of temporary office space for the Police Department, and acquisition of adjustable workstations; and WHEREAS, the Council by Resolution No. 94 -76 appropriated $800,000 from the Capital Improvements Fund to finance the proposed improvements, based on preliminary estimates; and WHEREAS, the cost as estimated by architectural, space planning, and telecommunications consultants is $915,425; and WHEREAS, the Council desires to proceed with the proposed improvenr ents in accordance with its "Policy for Procurement of Professional Services." NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that: 1. Staff is authorized and directed to develop an RFP for construction design and management services, for further Council consideration and authorization of solicitation of proposals. 2. The appropriation for Improvement Project No. 1994 -32, Interim Remodelling of City Hall, is hereby amended from $800,000 to $915,425. Staff is directed to develop deduct alternates which could be considered in the bidding process to minimize the total project cost. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date 7/11/94 City of Brooklyn Center Agenda Item Numbet I/ a' Request For Council Consideration Item Description: Resolution Appointing Nancy Gohman as Responsible Authority for Purposes of the Minnesota Government Data Practices Act Department Approval: Gerald G. Splinter, City Manag Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Pass Resolution Appointing Nancy Gohman as Responsible Authority for Purposes of the Minnesota Government Data Practices Act. • Summary Explanation: (supporting documentation attached No P � PPo g ) The Minnesota Government Data Practices Act requires the governing body of a political subdivision to appoint a Responsible Authority to administer the requirements for collection, use, and dissemination of any set of data on individuals, government data, and summary data within the City of Brooklyn Center. On July 11, 1994, Nancy Gohman was appointed by the City Manager to serve as Assistant City Manager /Personnel Coordinator, and it is recommended the City Council appoint Ms. Gohman to serve as Responsible Authority for purposes of the Minnesota Government Data Practices Act. • Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION APPOINTING NANCY GOHMAN AS RESPONSIBLE AUTHORITY FOR PURPOSES OF THE MINNESOTA GOVERNMENT DATA PRACTICES ACT WHEREAS, Minnesota Statutes, Section 13.02, Subdivision 16, as amended, requires that the City of Brooklyn Center appoint one person as the Responsible Authority to administer the requirements for collection, use, and dissemination of any set of data on individuals, government data, and summary data within the City of Brooklyn Center; and WHEREAS, the Brooklyn Center City Council is concerned with the responsible use of City data and wishes to satisfy this concern by immediately appointing an administratively qualified Responsible Authority as required under the Act; and WHEREAS, City Manager Gerald Splinter was appointed Responsible Authority by the City Council on October 5, 1981, and has served as Responsible Authority since that time; and WHEREAS, on July 11, 1994, Nancy Gohman was appointed to the position of Assistant City Manager /Personnel Coordinator for the City of Brooklyn Center, and the City Manager recommends Nancy Gohman be assigned to perform the duties of the Responsible Authority for the City of Brooklyn Center, and the City Council desires to formally appoint Nancy Gohman as Responsible Authority. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that Assistant City Manager /Personnel Coordinator Nancy Gohman be appointed as Responsible Authority for the purposes of meeting all requirements of the Minnesota Government Data Practices Act, Minnesota Statutes Section 13.02 through 13.87, as amended. Date Todd Paulson, Mayor ATTEST: Deputy Clerk P The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date 7/11/94 City of Brooklyn Center Agenda Item Number / b Request For Council Consideration is Item Description: Resolution Appointing Nancy Gohman to the Board of Directors of the Northwest Hennepin Human Services Council Department Approval: Gerald G. Splinter, City Manag r Managers Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Pass Resolution Appointing Nancy Gohman to the Board of Directors of the Northwest Hennepin Human Services Council • Summa Explanation: (supporting documentation attached No Summary P � PPo g � a ) On December 8, 1975, the City of Brooklyn Center entered into a Joint and Cooperative Agreement with 13 other communities to form the Northwest Hennepin Human Services Council ( NWHHSC). Under the Joint and Cooperative Agreement, members of the Board of Directors and alternates shall be appointed by the governing body of each party. On June 24, 1985, the City Council passed Resolution No. 85 -106 appointing Personnel Coordinator Geralyn Barone to serve as director. On April 11, 1988, the City Council passed Resolution No. 88 -52 appointing City Manager Gerald Splinter to serve as alternate director. Since Personnel Coordinator Geralyn Barone has resigned from the position of Personnel Coordinator, a vacancy exists on the Board of Directors. On July 11, 1994, Nancy Gohman was appointed by the City Manager to serve as Assistant City Manager /Personnel Coordinator, and it is recommended the City Council appoint Ms. Gohman to the NWHHSC Board of Directors. Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION APPOINTING NANCY GOHMAN TO THE BOARD OF DIRECTORS OF THE NORTHWEST HENNEPIN HUMAN SERVICES COUNCIL WHEREAS, the City of Brooklyn Center entered into a Joint and Cooperative Agreement with 13 other communities to form the Northwest Hennepin Human Services Council on December 8, 1975; and WHEREAS, as stated in Article 4, Section 3 of the Joint and Cooperative Agreement of the Northwest Hennepin Human Services Council, Inc., members of the Board of Directors and alternates shall be appointed by the governing body of each party; and WHEREAS, a vacancy on the Board of Directors was created with the resignation of Personnel Coordinator Geralyn Barone for the City of Brooklyn Center. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that Assistant City Manager /Personnel Coordinator Nancy Gohman be appointed to represent the City of Brooklyn Center on the Board of Directors of the Northwest Hennepin Human Services Council. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date 7/11/94 City of Brooklyn Center Agenda Item Number Request For Council Consideration • Item Description: Resolution Expressing Recognition of and Appreciation for the Dedicated Public Service of the Earle Brown Days Committee Department Approval: Gerald G. Splinter, City Manager Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Pass Resolution Expressing Recognition of and Appreciation for the Dedicated Public Service of the Earle Brown Days Committee • Summary Explanation: (supporting documentation attached No ) Each year the Earle Brown Days Committee puts forth many hours of volunteer time to organize the Earle Brown Days celebration. Each year the Earle Brown Days celebration is a great success. The success of the celebration is contributed to the members of the Earle Brown Days Committee, and it is important to recognize the members with a resolution of appreciation and thanks. • �IG Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION EXPRESSING RECOGNITION OF AND APPRECIATIONFOR THE DEDICATED PUBLIC SERVICE OF THE EARLE BROWN DAYS COMMITTEE WHEREAS, the main goal of the Earle Brown Days Committee is to organize, coordinate, and plan the activities of the Earle Brown Days celebration; and WHEREAS, the Earle Brown Days Committee has been vital in the continuation and success of the Earle Brown Days celebration; and WHEREAS, their public service and civic effort for the betterment of the community merit the gratitude of the citizens of Brooklyn Center; and WHEREAS, it is highly appropriate that their service to the community should be recognized and expressed. ' NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the dedicated public service of the Earle Brown Days Committee is hereby recognized and appreciated by the City of Brooklyn Center. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Cavil Meeting Date 7111/94 3 City of Brooklyn Centel Agenda Item N Z t7� Request For Council Consideration • Item Description: RESOLUTION PROVIDING FOR THE ACCEPTANCE OF CERTAIN REAL PROPERTY IN THE CITY AND AUTHORIZING THE EXECUTION OF AN AGREEMENT THEREFOR Department A Hoffman, Director of Co unity Development Manager's Review/Recommendation: No comments to supplement this report Comments below /attached Summary Explanation: (supplemental sheets attached X ) S & G Associates would like to donate the parcel of property described in the attached resolution to the City of Brooklyn Center. • Recommended City Council Action: Staff recommends that the City accept the property, which is currently zoned R5. This property could potentially be developed multi- family, but if the City owns the property it could preclude this from happening. Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION PROVIDING FOR THE ACCEPTANCE OF CERTAIN REAL PROPERTY IN THE CITY AND AUTHORIZING THE EXECUTION OF AN AGREEMENT THEREFOR WHEREAS, S & G Associates, a Minnesota partnership (hereinafter the "Owner "), is the Owner of certain property in the City of Brooklyn Center legally described as Lot 2, Block 1, Tanami Addition, according to the plat thereof on file or of record in the office of the registrar of titles in and for Hennepin County (hereinafter the "Subject Property"); and WHEREAS, the Owner wishes to donate the Subject Property to the City of Brooklyn Center (hereinafter the "City ") pursuant to a proposed Donation Agreement, a copy of which is on file with the City Clerk; and WHEREAS, the City, Council has determined that acceptance of the Subject Property, on the terms set forth in said Donation Agreement, is in the best interest of the City of Brooklyn Center and its citizens. NOW, THEREF BE IT RESOLVED by the City Council of the City of Brooklyn Center that the Mayor and City Manager are authorized to execute the Donation Agreement and to take all necessary and appropriate action to effect the transfer of title to the Subject Property. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. SHEENY COMPANIES S HEE W 360 West Larpenteur Avenue P.O. Box 64562 St. Paul, Minnesota 55164 Telephone: 612 - 487 -6691 June 13, 1994 JUN Mr. Charles L. LeFevere Holmes & Graven 470 Pillsbury Center Minneapolis, MN 55402 Re: Donation of Land to City of Brooklyn Center Dear Mr. LeFevere Enclosed is a signed, notarized Donation Agreement. Please transmit the agreement to the city for consideration by the city council. Yours truly, SHEEHY COMPANIES C . �eFly CES /11 Enc. DONATION AGREEMENT THIS AGREEMENT is made this day of 1994, by and between S &G Associates, a Minnesota partnership (hereinafter the "Transferor ") and the City of Brooklyn Center, Minnesota, a Minnesota municipal corporation (hereinafter the "Transferee ") ; WITNESSETH: WHEREAS, the Transferor is the owner of certain real property in the City of Brooklyn Center legally described as Lot 2, Block 1, Tanami Addition according to the plat thereof on file or of record in the office of the registrar of titles in and for Hennepin County (hereinafter the "Subject Property ") ; and WHEREAS, the Transferor wishes to transfer the Subject Property to the City on the terms and conditions hereinafter provided; and WHEREAS, the City has determined that it is in the best interest of the City and its citizens to accept such transfer on the terms hereinafter provided. NOW, THEREFORE ON THE BASIS OF THE PREMISES AND THE MUTUAL COVENANTS AND AGREEMENTS HEREINAFTER SET FORTH it is agreed as follows: 1. The City will secure a registered property abstract for the Subject Property, at its own expense. 2. The City may undertake whatever investigation it deems appropriate to determine whether, to its satisfaction, the Subject Property is free from contamination or concerns about contamination. 3. In the event the City determines, in its absolute and sole discretion, that the Transferor will convey good and marketable title to the Subject Property and that the Subject Property is free of contamination or concerns about contamination, the City will so notify the Transferor and provide, for execution by the Transferor, a standard form warranty deed to the Subject Property together with any other documents necessary to effect transfer thereof. 4. Transferor warrants that there are no substances located, stored, used or disposed of on the Subject Property which are listed as "hazardous" or "toxic" in the Comprehensive Environmental Response Compensation Act, 42 USC § 9601 et seq. , the Minnesota Environmental Response and Liability Act, Minnesota Statutes §§ 115B.01-115B.24, or any other federal, state or local law regulating toxic or hazardous substances; and to the best of Transferor's knowledge, there have been no such substances on the Subject Property. In consideration of one dollar and other good and valuable consideration, receipt and sufficiency of which are hereby acknowledged by Transferor, if at any time in the future Transferee determines that such substances are, and were at the time of acceptance of the Deed for the Subject Property, on the Subject Property, it may, at its option, at any time thereafter, elect to execute and deliver to Transferor a quit claim deed, to the Subject Property, subject only to encumbrances which exist as of the date hereof, which conveyance Transferor hereby agrees to accept without payment of additional consideration. The obligation of Transferor under the preceding sentence shall be enforceable by an order of specific performance. CLL68438 BR291 -16 1 5. The obligations of this Agreement shall survive and shall not be extinguished by conveyance of the Subject Property to Transferee and shall not be merged with the deed therefor, and shall bind each of the partners of Transferor Jointly and severally. 6. Upon receipt of a draft warranty deed from the City together with any other documents necessary to effect transfer of the Subject Property, Transferor will arrange for execution thereof and transfer said documents to the City who will be responsible for filing documents with Hennepin County at its expense. CITY OF BROOKLYN CENTER BY Its Mayor By Its City Manager S &G ASSOCIATES, INC., a Minnesota partnership By Its General Partner And By Its General Partner STATE OF MINNESOTA ) ) SS. COUNTY OF ) G The foregoing instrument was acknowledged before me this day of , 1994, by and , the Mayor and City Manager, respective, on behalf of the City of Brooklyn Center, Minnesota, a Minnesota municipal corporation. Notary Public CLL68438 BR291 -16 2 STATE OF MINNESOTA ) SS. COUNTY OF Ramsey ) The foregoing instrument was acknowledged before me this 13th day of June , 1994, by C. E. Sheehy and ' the general partners of S & G Associates, Inc., a Minnesota partnership, by and on behalf of said partnership. + UNUAKU)NA Notary Public NOTARY PUBLIC - MiNNmom RAAAW COUNTY Nr Cww9Ww E*m 3"WP er H. 19% CLL68438 BR291 -16 3 D a f 2f i VACATED ORD. 1980 -6 ~ �C x' ? o � ? ? 1700 1618 1612 1606 1600 I510 E -266 E-268 E -267 so X'C�y'C j�/� j,�X > 3 k Y X xvyv 81.5 81.73 - - - - - -- A ' ' CA ?I S88'56'30'E ' 81.51 SD NO 11 81.43 1 ' SD NO 286 39 776.56 ......... S - 3 59 .......! 328.3 M _ _ 68 195 35 _ — — — 35 K � �X SW -168 S —290 —V _ (5) 1505 X 195 m I o� CD ppo A N O (6) e 5' 6807 � 1 Z Subj ect Property y� v V 3 298.9 S85 _ S86'12'08•E 3p W H LqNB ®d DT SQUARE ESTATES 44 42 42 44 h C! E-283 '�,� - s 5 4 1 Yy N < (24) (21) 9 (20) (17) < i 9 r Y "' 6763 67 3 6761 (25) — N 2 Co (23) (22) (19) (18) 299.07 S86' 11 43' E , ° v , Z 1 V Y 6 1� x (2) 6737 Council Meeting Date 07/11/94 31 City of Brooklyn Center Agenda Item Numbe Request For Council Consideration • Item Description: RESOLUTION AUTHORIZING EXECUTION OF AN AGREEMENT BETWEEN MCC BEHAVIORAL CARE AND THE CITY OF BROOKLYN CENTER FOR AN EMPLOYEE ASSISTANCE PROGRAM Department Approval: Karla K. Wickre, Deputy City Clerk Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Summary Explanation: (supplemental sheets attached Yes ) The contract for the City's employee assistance program is due for renewal for the July 1, 1994, to • June 30, 1995, period. Attached is a memorandum and supplementary materials describing the program and its use by employees over the years, along with the existing agreement. The City's utilization of the program during the 1993 -1994 contract year was 5.5 percent while the average utilization in the metro area was 4.5 percent, so the program seems to be working for us. The cost per employee for the 1994 -1995 period will remain the same as for the previous contract year. • Recommended City Council Action: Pass a Resolution Authorizing Execution of an Agreement between MCC Behavioral Care and the City of Brooklyn Center for an Employee Assistance Program. Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AUTHORIZING EXECUTION OF AN AGREEMENT BETWEEN MCC BEHAVIORAL CARE AND THE CITY OF BROOKLYN CENTER FOR AN EMPLOYEE ASSISTANCE PROGRAM BE IT RESOLVED by the City Council of the City of Brooklyn Center that: 1. The Mayor and City Manager are hereby authorized to execute an agreement with MCC Behavioral Care to provide an Employee Assistance Program for permanent, full -time City employees and their dependents and household members. 2. The cost of the Employee Assistance Program shall not exceed $2,828 for the 1994 -1995 contract period. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. MEMORANDUM TO: Gerald G. Splinter, City Manager FROM: Karla K. Wickre, Deputy City Clerk' DATE: July 5, 1994 SUBJECT: EMPLOYEE ASSISTANCE PROGRAM In 1977 the Brooklyn Center City Council adopted a "Statement of Policy for the Employee Assistance Program ". The policy (attached) established a program in Brooklyn Center and defines the purpose of the program. The policy established a procedure whereby employees experiencing chemical dependency, financial, marital, family, or other problems which may affect job performance could voluntarily seek professional diagnostic and referral services. When possible, employee benefits, such as sick leave and hospitalization, can be used for treatment and counseling. All contact with the diagnostic and referral service is confidential. One other option available under the program is a supervisory referral, in contrast to the self referral, under which the employee voluntarily uses the service; under a supervisory referral, a supervisor may refer an employee to the diagnostic and referral service if job performance is affected. The City contracted with MCC Behavioral Care to provide diagnostic and referral services under the City's program. The service is provided through an annual contract paid by the City and there is no direct charge to employees. If an employee is referred to some form of treatment and the employee chooses to participate in the recommended treatment, such cost is assumed by the employee or his or her medical insurance coverage. Cost of the Program The City will again pay a set rate regardless of utilization. The formula to calculate the annual fee is as follows: Number of Per Employee Four Annual Employees Rate Ouarters = Total 145 $4.875 4 $2,827.52 The maximum cost of the program as noted will be $2,827.52. Gerald G. Splinter July 5, 1994 Page 2 How the Program Works The services to employees provided by the Employee Assistance Program include an assessment of the problem and its severity, the development of an individualized treatment plan, assistance in obtaining appropriate and effective treatment, and followup to review the treatment results. If the employee and the employee assistance counselor decide that further professional treatment is advisable, the cost of future treatment will be the responsibility of the employee or his or her insurance provider. Recommendation Brooklyn Center's utilization for the contract year 1993 -1994 was 5.5 percent while the average utilization in the metro area was 4.5 percent, so the program seems to be working well for us. Staff is recommending renewal of the Employee Assistance Program through MCC Behavioral Care. Attachments City of Brooklyn Center Employee Assistance Program Contract Period Cost to City Utilization Rate 1977 -1978 $119 (City received a 90% Information not available reimbursement from State of MN 1978 -1979 $605 (50% reimbursement Information not available from State of MN 1979 -1980 $1,020.00 4.3% 1980 -1981 1,476.00 7.3% 1981 -1982 868.00 2.4% 1982 -1983 854.00 Less than 1.0% 1983 -1984 1,457.50 4.8% 1984 -1985 1,166.25 3.2% 1985 -1986 1,250.00 3.2% 1986 -1987 937.50 1.6% 1987 -1988 1,679.58 4.8% 1988 -1989 2,080.00 7.7% 1989 -1990 2,278.00 6.2% 1990 -1991 2,346.00 7.2% 1991 -1992 1,986.17 4.7% 1992 -1993 2,774.00 9.1% 1993 -1994 2,827.50 5.5% Statement of Policy Employee Assistance Program City of Brooklyn Center The City of Brooklyn Center recognizes that a wide range of problems, not directly associated with an employee's job responsibilities, can affect job performance. In most cases, the employee will overcome such personal problems independently and the employee's job performance will not be affected. In other cases, usual supervisory assistance or discipline will serve to motivate or guide the employee to solve his or her problems and the employee's job performance will return*to an acceptable level. In some instances, neither the efforts and resources of the employee nor the guidance by the supervisor has the desired effect of resolving the employee's problems. In such cases, unsatisfactory job performance may persist over a period of time, either on a constant or intermittent basis. The City of Brooklyn Center believes it is in the best interest of the employee, the employee's family , and the City to provide an employee service which deals with such persistent problems. Beginning Tune 15, 1977 it is the policy of the City of Brooklyn Center to handle such employee problems within the following framework: I . The City of Brooklyn Center is concerned with the health and well -being of its employees but it has no desire to interfere with employees' private lives. The administration will be concerned with an employee's personal problems only when job performance is adversely affected or when problems reflect dis- credit on the City. 2. This policy applies to all regular full -time employees of the City of Brooklyn Center regardless of their job title or responsibilities . 3. The program is available to families and dependents of employees as well as the employees themselves since it is recognized that problems at home can have an adverse effect on an employee's ability to function while at work. 4. If employees or their dependents.realize that they have personal problems that may benefit from the assistance provided by the Employee Assistance Prbgram, they are encouraged to seek assistance on their own and will be supported in efforts to do so. 5. Participation in the program will not jeopardize an employee's job security, promotional opportunities, or reputation. Page 2 Statement of Policy Employee Assistance Program 6. All records and discussions of personal rob p lems will be handled in a confidential manner as are other medical records. Records will be kept by the diagnostic and referral agency and will not become part of the employee's personnel file. 7. Past experience shows that a significant portion of the problems encountered in such programs are related to problems involving the use of alcohol and /or other drugs. I't will be a policy of the City of Brooklyn Center that chemical dependency is generally recognized as a treatable illness and assuming the cooperation of the employee in treatment, will be dealt with as such. 8. When performance problems are not corrected with normal super- , visory attention, employees may be referred to assistance to determine if ,. perso A naI problems are -causing unsatisfactory per- formance. If performance problems are corrected, no further action will be taken. If performance problems persist, the employee will be subject to normal corrective procedures. 9. In cases where it is necessary, employees may be granted sick leave, vacation or unpaid leave of absence for time for treatment or rehabilitation on the same basis as it is granted for healt1 or disability problems. 10. Employee compliance with the program is strictly voluntary. If an employee is referred to the Employee Assistance Program in lieu of other corrective or disciplinary measures and chooses not to participate in the Employee Assistance Program, then normal corrective measures will apply. Refusal to participate cannot be used as evidence to evaluate job performance. 11. There is no charge for the diagnostic and referral services, however, if costs are incurred for rehabilitation services that are - not covered by insurance or other benefits, that cost will be the responsibility of the employee. 12. The program is not designed to provide ongoing treatment or counseling, but rather to provide early identification, motivation, and referral to appropriate care - giving resources in order to facilitate the resolution of any serious personal problems the employee might have. 13. This policy does not alter or replace existing administrative Policy or contractual agreements, but serves as an adjunct to assist in their utilization. AGREEMENT • Employee Assistance Program This Agreement, effective July 1, 1992, is by and between MCC Managed Behavioral Care, Inc., hereinafter referred to as "MCC ", 11095 Viking Drive, Suite 350, Eden Prairie, MN 55344 and the City of Brooklyn Center, hereinafter referred to as "Employer ", 6301 Shingle Creek Parkway, Brooklyn Center, MN 55430. MCC's Responsibilities MCC has agreed to provide the services set forth in Attachment A. Service Availability. The services as set forth in Attachment A will be available in the service area identified in Attachment B. Employer's Responsibilities Employer agrees to' participate in program exposure and employee education of the services available as set forth in Attachment A. mailings to employees shall be at the expense of the Employer. The Employer agrees to provide MCC with a roster of names of • employees covered under this Agreement, and.a copy of its current, relevant hospitalization and health insurance policies. Employer agrees to pay MCC under the terms identified in Attachment C. Relationship Between The Parties None of the provisions of this Agreement are intended to create nor shall be construed to create an agency, partnership, joint venture, quasi- corporation or any other relationship between the parties other than that of independent parties, contracting hereunder solely for the purpose of implementing the provisions of this Agreement. Indemnification Employer shall indemnify and hold harmless MCC for any losses resulting from the negligent, dishonest, fraudulent, or criminal acts of Employer, its officers, employees, agents, or representatives. MCC shall indemnify and hold harmless Employer for any losses resulting from the negligent, dishonest, fraudulent, or criminal acts of MCC, its officers, directors, or employees. Nothing herein shall be deemed a waiver by Employer of any limitations on liability set forth in Minnesota Statutes, Chapter 466; and the Employer does not hereby agree to indemnify MCC for any amounts in excess of such limitations as are set forth in Minnesota Statutes, Chapter 466. Amendment This Agreement constitutes the entire agreement between the • parties, and no modification or amendment hereto shall be valid unless in writing and signed by both parties. Term This Agreement shall remain in effect for an initial period of twelve (12) months from its effective date and shall be renewed thereafter for successive periods of twelve (12) months without further action by either party, unless either party shall, not less than three (3) calendar months prior to any renewal date, notify the other party in writing of its intention not to renew this Agreement. Termination Either party may terminate this Agreement at any time without cause upon the giving of three (3) calendar months prior written notice. Arbitration The parties agree to submit any disputes or claims arising out of or related to this Agreement to binding arbitration pursuant to the commercial rules of the American Arbitration Association and to conduct such an arbitration in the city of Brooklyn Center. • There shall be a single arbitrator chosen by both parties within thirty (30) days after notice to arbitrate a claim is received. If the parties are unable to agree upon a single arbitrator in a timely fashion, the arbitrator shall be appointed by the American Arbitration Association in the city where the arbitration is to be held. Judgment may be entered upon the award of the arbitrator. Cost of the arbitration shall be borne equally by the parties unless the arbitrator's award directs otherwise. Confidentialitv MCC shall maintain medical, financial, and administrative records, concerning services provided to employees and their dependents pursuant to this Agreement, in accordance with applicable Federal and state laws. IN WITNESS WHEREOF the parties hereto have caused this Agreement to be executed as of the day and year first written above. MCC MANAGED BEHAVIORAL CARE, INC. By: .�' Y: ' Its: Its: Date: 2 Date: ATTACHMENT A Employee Assistance Program services PROGRAM SERVICES /Procrram Development For any additional future locations or divisions and in consultation with Employer management, MCC will prepare a detailed program for Employer outlining the responsibilities, procedures, information, activities (including supervisory orientation and training) , schedules, and tasks needed to implement consultative and referral EAP services. PROGRAM SERVICES /Ongoing Management Consultation Through MCC, MCC will provide consultation as requested by Employer's management or staff who are considering the referral of an employee to the EAP. In addition, senior consultants involved with MCC will provide, upon request, confidential consultation and assistance for key management officials within Employer. MCC will also provide consultation, as reasonably requested by Employer, to corporate management regarding improvement or alteration to Employer's anti -drug program. PROGRAM SERVICES /Diacmostic- Motivational Counseling MCC will be available to Covered Individuals in three modes: a) Covered Individuals may use the National Service Center or the local ZAP Counselor for consultation only; b) Covered Individuals can use the National Service Center EAP telephone number to arrange for EAP assessment services with a local MCC affiliate; or c) Employer management may utilize the National Service Center staff or the local MCC affiliate for consultation regarding management of troubled employees, EAP procedures, or the EAP relationship to any of Employer's personnel policies or procedures. MCC will assure that the local MCC affiliate will be available by appointment on weekdays, evenings, and Saturdays. Emergency requests for service will be accorded prompt attention. Through its MCC, MCC will provide managers access to a 24 -hour toll- free .WATS line to the EAP National Service Center which is equipped to provide personnel management consultation to managers for special or sensitive employee situations. The assessment and referral services contemplated by this S Agreement shall be provided by MCC personnel or MCC affiliates. No service requiring state licensure shall be provided by MCC, its employees or any person acting as a MCC affiliate whether or not the employee or person is licensed to perform a relevant service. • No person acting as a MCC affiliate in assessing the personal problem of an employee shall provide treatment to the employee. PROGRAM SERVICES [Screened and Monitored Referral Service For those Covered Individuals whose personal problems require extended personal counseling or treatment, EAP affiliates or the National Service Center counselors will provide recommendations for referrals to local treatment resources. Fees for services other than those rendered by MCC or EAP affiliates will be the responsibility of the employee. It is expressly understood by MCC and Employer that the identification of, and recommendations for referral to, a local treatment resource does not automatically constitute coverage of such local treatment resource under the provisions of the medical coverage plan applicable to the Covered Individual. Coverage of such provider, clinic, agency or hospital will be determined in accordance with the provisions of the applicable medical plan without regard to the 'fact that the identification of, and recommendations for referral to, such local treatment resource occurred under the provisions of this Agreement between MCC and Employer. PROGRAM SERVICES /Case Management Services . For those Covered Individuals to whom a recommendation for referral to a local treatment resource has been made, MCC staff will maintain contact with the provider of care and the Covered Individual until the Covered Individual has made contact with a provider of care and has expressed satisfaction with the provider to MCC or has indicated to MCC staff that no further services are requested. PROGRAM EVALUATION Through MCC, MCC will provide ongoing analysis of service utilization. Quarterly reports to Employer corporate management representatives will include reporting on the number of employees utilizing MCC affiliates, the types of problems identified, a review of all consultative activities for the quarter, and suggestions for improvements. All reporting will preserve the confidentiality of the Covered Individual. Every individual using the EAP will be given the opportunity to anonymously evaluate the service received. EMPLOYM_ENT RELATED RESPONSIBILITY MCC assumes no responsibility for employment- related supervision of any employee; such supervision and /or decisions regarding the employee are the sole responsibility of Employer. } MISCELLANEOUS Posters: 1 Each Quarter to 1 Site Brochures: 1 For Each Employee Supervisor Guides: 1 For Each Supervisor (Assumes 1 Supervisor for Every 10 Employees) Wallet Cards: 1 For Each Employee Flyers (Payroll Stuffers): 1 For Each Employee • 4 ATTACHMENT B Service Area Minneapolis /St. Paul Metropolitan Area ATTAC:IIENT C -1 FEES MCC's fee for the service contained herein will be $4.875 per employee per quarter. Employer agrees to pay MCC on the first day of each covered quarter. Payments by Employer shall be sent to MCC at the address listed in this Agreement. Fee Renegotiation The parties shall negotiate the service fees for each successive twelve (12) month period not less than three (3) calendar months prior to any renewal date. Notwithstanding the foregoing, the fees charged by MCC for services hereunder may be modified by separate written agreement of the parties, executed at any time during the existence of this Agreement. Any such modification of fees shall be effective in accordance with the terms of such separate agreement, and shall not affect the validity of any other provisions of this Agreement. AMENDMENT ONE This Amendment, effective July 1, 1993, is the first Amendment to the Agreement made and entered into the 1st day of July,.1992, by and between City of Brooklyn Center (hereinafter referred to as "Employer ") and MCC Managed Behavioral Care, Inc. (hereinafter referred to as "MCC".) For good and valuable consideration, Employer and MCC agree to amend the Agreement as follows: I. MCC Behavioral Care, Inc. is hereby substituted for MCC Managed Behavioral Care, Inc. in the Agreement to reflect MCC's name change. 2. Attachment C, Fees, of the Agreement shall be deleted in its entirety and replaced with the attached Attachment C -1. 3. Except as expressly amended hereby, the Agreement shall remain unchanged and in full force and effect. IN WITNESS THEREOF, the parties have executed this Amendment One. CITY OF BROOKLYN CENTER MCC BEHAVIORAL CARE, INC. By: By:_ Name: Todd Paulson Name: Julian Cohen Title: Mavor Title: president Date: July 15. 1993 Date: Council Meeting Date 7/11/94 City of Brooklyn Center Agenda Item Number // F Request For Council Consideration Item Description: RESOLUTION GIVING PRELIMINARY APPROVAL TO THE ISSUANCE OF TAX - EXEMPT BONDS AND AUTHORIZING APPLICATION FOR ALLOCATION OF BONDING AUTHORITY Department Appro G. Hoffman, Director of C66munity Development Manager's Review/Recommendation: No comments to supplement this report Comments below /attached Summary Explanation: (supplemental sheets attached Monday evening, staff is recommending that the Council give preliminary approval to the issuance of tax exempt bonds to finance the purchase of the Four Courts Apartments complex. The buyer, • Dominium, is a large real estate group with over 3,000 units under their current management. As you are aware, Four Courts has been a problem property of late. With the purchase, the property will be under new management. Dominium has a reputation for turning projects around. The bonds are not obligations of the City. They do, however, serve much the same function as a mortgage for the property. You will note Dominium has provided a brief description of the immediate rehabilitation the property will undergo. You will see that they have also provided a management plan. This sale really came together the last week of June. There is a July 25 application deadline for a state allocation for bonding authority. Thus, it is imperative that the preliminary approval be granted Monday evening. I will be recommending that the City charge a fee for their approval. Currently, we are surveying other cities to see what they are charging. I will try to provide you with a recommendation by this Friday. • 1/r- Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION GIVING P RELIMIN ARY APPROVAL TO THE ISSUANCE OF TAX - EXEMPT BONDS AND AUTHORIZING APPLICATION FOR AVOCATION OF BONDING AUTHORITY WHEREAS, the City of Brooklyn Center, Minnesota (the "City ") is authorized to issue tax - exempt bonds subject to the annual statewide volume cap on such bonds; and WHEREAS, the City proposes to issue its general or special obligations in an aggregate principal amount not exceeding $7,500,000 (the "Bonds ") to finance the acquisition and rehabilitation of a qualified residential rental project known as the Four Courts Apartments (the "Project ") located in the City of Brooklyn Center, Minnesota. NOW, THEREF BE IT RESOLVED by the City Council of the City of Brooklyn Center that: 1. The City Council hereby states its preliminary intention to issue its tax- exempt bonds in the aggregate pincipal amount not exceeding $7,500,000 to finance the cost of the Project. 2. The City Manager and authorized officers of the City, ether with Holmes ty IVtanag t g & Graven, Chartered, as bond counsel with respect to the Bonds, are hereby authorized to prepare and submit to the State of Minnesota Department of Finance, an Application for Allocation of Bonding Authority for Tax Exempt Financing under Federal Tax Law, in accordance with the provisions of Minnesota Statutes, Chapter 474A. 3. That the foregoing preliminary approval of the issuance of Bonds shall be subject to final determination by the City of terms and conditions and shall not constitute an irrevocable commitment on the part of the City to issue the Bonds. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. .® ' D MIN O IUM., July 1, 1994 Mr. Brad Hoffi Director of Community Development City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 Dear Mr. Hoffinan: We have recently entered into an agreement to acquire the Four Courts at Brookdale Apartments in Brooklyn Center. In order to help facilitate the acquisition and rehabilitation of this property we respectfully request the City's cooperation in providing an inducement resolution so that tax exempt mortgage revenue bonds can be issued. We are very interested in improving the physical aspects of this project as well as improve the tenant profile. Dominium has the ability and experience to accomplish this task if the City is willing to facilitate bond financing. For your review enclosed is a copy of a brochure on the Dominium Companies, a Fact Sheet and a listing of Dominium's multifamily residential projects. The facts set forth herein show that we have the ability to accomplish this challenging task. Dominium is currently managing 3,300 apartment units located in Minnesota, Wisconsin, South Carolina, Florida and Missouri. Dominium has developed and currently manages a tax credit project in Hartland, Wisconsin and is in the process of acquiring almost 1,000 apartment units for rehabilitation under the housing tax credit program. Because of this, Dominium has become very knowledgeable concerning the tax credit law and the compliance requirements thereof. Minneapolis • Mihvaukee • Miami 3140 Harbor Lane. Suite 102 Minneapolis. MN 55447-5120 Phone 612/559-1711 Fax 612/559 -1783 Deveiopmcnt • Consrrucriot7 • Management Mr. Brad Hoffman July 1, 1994 Page 2 Dominium is used to dealing with compliance requirements that are virtually identical to the housing tax credit program. Internal Revenue Code Section 42which governs tax credit transactions, establishes compliance requirements regarding residents income guidelines. The requirements set forth by the Internal Revenue Code are the same as those necessary to comply with the requirements of the HUD Section 8 Housing Program. Dominium currently manages approximately 1,600 apartment units which receive Section 8 funds and require compliance with income guidelines for residents. Dominium and its property managers are well schooled in dealing with these requirements and in dealing with the Federal and State agencies that administer these programs. This type of familiarity is essential in dealing with the tax credit projects such as the one proposed in Brooklyn Center. In addition, we would be interested in establishing a mechanism by which we could interact with the City of Brooklyn Center on a regular basis to ensure the City's concerns on project issues are properly being addressed. We look forward to working with you on this particular development. If you have any questions please feel free to contact our office at 559 -1495. Very truly yours, DO Wran ENT SERVICES, INC. m icns AEB /sl DOMINIUM MANAGEMENT SERVICES, INC. FACT SHEET ♦ Dominium is a real estate development company as well as an accredited property management company ♦ Dominium has the expertise to assess and complete projects as well as manage existing tax credit properties ♦ Multiple management offices • Minneapolis, Minnesota - Corporate Headquarters • Milwaukee, Wisconsin - Regional Office • Miami, Florida - Regional Office ♦ The management company operates properties in multiple states • Minnesota • Wisconsin • Florida • South Carolina • Missouri ♦ Manages 3,330 housing units ♦ Dominium has developed in excess of 4,000 housing units ♦ Employs 190 individuals in five states ♦ Active member of the Institute Real Estate Management (IREM) • AMO - Accredited Management Organization (highest management accreditation) • CPM - Certified Property Managers on staff • ARM - Accredited Residential Managers on staff ♦ Dominium specializes in project and tenant compliance under various governmental programs. such as Section 8, FmHA 515, and State Agency funded properties ♦ Section 8 compliance requirements are virtually identical to Section 42 - Low Income Housing Tax Credit compliance requirements ♦ Five staff members have received the designation of Certified Occupancy Specialist (COS) ♦ Accounting and Financial Reporting • Centralized accounting staff at Corporate Headquarters • Automated communication between Corporate Headquarters and Regional Offices • Meet profit and financial goals of property owners • Accurate and timely financial reports to owners • Accurate and timely financial reports to HUD, State Housing Finance Agencies, and other Lenders • In -house preparation of Partnership Tax Returns ♦ Education and Training • Key employees have attended Section 42 - Low Income Housing Tax Credit Program Compliance Monitoring Workshops 0 Tax Credit Projects In the process of acquiring 495 units to rehabilitate under the Low Income Tax Credit Program. • Planning to acquire and rehabilitate another 482 units in the next phase of the tax credit allocations. • Currently manage a 65 -unit elderly tax credit project in Hartland, Wisconsin. The Dominium Family of Companies The Dominium family of companies provides a broad range of multi - family housing options to their customers with quality in design and maintenance far above the industry standard. The companies varied disciplines are all utilized in the development and acquisitions process from market analysis, site selection, financing, design and construction to marketing and management. The Dominium family of companies began in 1972 when David Brierton and Jack Safar parlayed their knowledge and entrepreneurial spirit into a new development company. Brierton and Safar both earned their master's degrees in real estate from the University of Wisconsin at Madison, one of the few schools to recognize real estate as a separate business profession. With this combination of analytical skills, creative insight and execution ability, the company set a new standard for multi - family housing. Each Dominium project -- both then and now -- features quality materials, unique architectural design and superior maintenance. Until the mid -80's, the companies focused on developing and constructing federally subsidized multi - family housing, providing tenants with a low -cost, high quality housing alternative. As federal funding programs were eliminated, Dominium 's strong product reputation and innovative financing strategies provided a natural transition into market -rate multi - family housing developments. Upscale market housing was Dominium's market focus during the late 80's. The Dominium companies have developed over 4,000 units and currently own and manage over 3,400 units. They focus on mid -size suburban developments consisting of apartment buildings and eight to fourteen -unit townhomes. Project financing comes from a multitude of sources: HUD, State Housing Finance Agencies, Tax Exempt Bonds, and conventional ,loans across the country. The companies' vast experience with creative financing solutions enables them to determine what source will provide the most cost - efficient loan package for each situation. - more - Dominium Family of Companies, Pg. 2 0 Dominium companies conform to a higher set of standards because they realize the superior product will command higher rents and produce satisfied customers. Dominium properties feature innovative exterior and interior design and quality construction seldom available to customers in the rental marketplace. And Dominium is unique in that it views its residents as "customers" rather than "tenants ", striving to satisfy them is a way reminiscent of the hospitality industry. To maintain its stringent quality standards, the companies have developed a "Build Philosophy" which provides guidelines . on acceptable product amenities and construction methods. The 'Build Philosophy," which is continually updated based on customer surveys and market conditions, articulates cost - effective ways to meet customer requirements while controlling costs. To ensure that each project is completed on schedule and within budget, Dominium forms project teams, headed by a lead developer, to fully utilize the companies' expertise in all facets of the development process. The company owners empower key employees with a great deal of autonomy to make decisions -- a strategy which makes the most of the companies' resources and client's time. The Dominium family of companies is based in Minneapolis, Minnesota; with regional offices in Milwaukee, Wisconsin; and Miami, Florida. Dominium Management Services, Inc. Dominium Management Services, Inc. (DMS) markets and manages market rate and subsidized residential properties. It strives to maintain a level of service and quality for property owners and residents that surpasses industry standards. To accomplish this, DMS focuses on meeting the profit and financial goals of property owners and providing residents with comfortable, attractive, well - maintained surroundings. Properties managed by DMS feature premiere locations, innovative exterior and interior design, and quality construction. The company views its residents as "customers" rather than "tenants" striving to satisfy them in a way reminiscent of the hospitality industry. DMS conforms to a higher set of standards because it realizes that the superior service and product will command higher rents and produce satisfied customers. The quality of Dominium's properties is equalled by the quality of its staff. DMS is an AMO (Accredited Management Organization) and its property managers are either CPMs (Certified Property Managers) or candidates for CPM. As in the development company, owners allow employees a great deal of autonomy to make decisions based on their personal expertise -- a strategy which makes the most of the company's resources and clients time. DMS headquarters in Minneapolis and has satellite offices in Milwaukee and Miami that are linked by computer to ensure timely information transmission. To date, most of the efforts of DMS have been in support of Dominium developed properties. DMS intends to build upon this success by pursuing new opportunities with third -party clients, notably Lenders, Pension Fund Advisors and Syndicators, bearing in mind the unique needs of each. However, DMS's primary focus is on maximizing the revenue potential of each property that it manages. DMS is equipped to provide a battery of services to third -party clients, including market analysis for a customized management plan; accurate and timely computerized financial reports to owners; impeccable maintenance and cleaning of buildings and grounds; detailed projections and monitoring of expenses; and results - oriented marketing support to attract and retain customers. The Dominium family of companies oversees all aspects of the multi - family development process from market analysis, site selection, financing, design and construction to marketing and management. DMS became a separate company in 1980 to focus exclusively on property management. DMS currently manages over 3,400 units. Although DMS intends to expand Y g P eventually, its current focus in on markets where it already has a presence: Minneapolis, Minnesota; Milwaukee, Wisconsin; and Miami, Florida. DOMINIUM COMPANIES Multi - Familv Residential Projects Completed Developer /DVP Name and Location Method of Date Number General Partner /GP of Project Financing Completed of Units Manager/Mgr. Housing for the Elderly Turnkey Oct. 73 30 DVP New Richland, MN Section 8 Housing for the Elderly Turnkey Oct. 74 40 DVP Long Prairie, MN Section 8 Housing for the Elderly and Family Turnkey Feb. 75 85 DVP Aitkin, MN Section 8 Housing for the Elderly and Family Turnkey Feb. 75 120 DVP St. Louis Park, MY Section 8 Housing for the Ederly WHFA Oct. 76 60 DVP /GP/MGR eenah, WI Section 8 Housing for the Elderly WHFA Sept. 76 80 DVP /GP/MGR Jackson County, WI Section 8 Housing for the Elderly HUD 231 Jan. 77 100 DVP /GP/MGR Duluth, MN Section 8 Housing for the Elderly Turnkey June 77 60 DVP Crosby, MN Section 8 Housing for the Elderly MHFA Aug. 77 121 DVP /GP/MGR St. Paul, MN Section 8 Housing for the Elderly HUD 221(d)(4) Dec. 77 40 DVP /GP/MGR Oconomowoc, WI Section 8 Housing for the Elderly WHFA Apr. 78 78 DVP /GP/MGR Richland Co., WI Section 8 Developer/DVP Name and Location Method of Date Number General. Partner /GP of Project Financing Completed of Units Manner/Mgr. M ousing for the Elderly Turnkey May 78 50 DVP aribault, MN Section 8 Housing for the Elderly Turnkey June 78 50 MGR Sibley County, MN Section 8 Housing for the Elderly MHFA Oct. 78 32 DVP /GP/MGR Mahnomen, MN Section 8 Housing for the Elderly HUD221(d)(4) Nov. 78 50 DVP /GP/MGR Watertown, WI Section 8 Housing for the Elderly MHFA Dec. 78 32 DVP /GP/MGR Baudette, MN Section 8 Housing for Family WHFA Feb. 79 15 DVP /GP/MGR Neenah, WI Section 8 Housing for the Elderly MHFA Feb. 79 33 DVP /GP/MGR and Family Section 8 lington, MN Housing for the Elderly WHFA May 79 61 DVP /GP/MGR Neenah, WI Section 8 Housing for the Elderly MHFA Dec. 79 96 DVP /GP/MGR Stillwater, MN Section 8 Housing for the Elderly MHFA Dec. 79 85 DVP /GP/MGR Cloquet, MN Section 8 Housing for the Family Turnkey Aug. 80 40 DVP Waukesha County, WI Section 8 Housing for the Elderly HUD Oct. 80 48 DVP /GP/MGR and Family Section 8 48 Beaufort, SC Housing for the Elderly WHFA Dec. 80 100 DVP /GP/MGR Oconomowoc, WI Section 8 artland, WI Developer/DVP Name and Location Method of Date Number General Partner /GP of Project Financing Completed of Units Manager/Mgr. ousing for the Family MHFA Dec. 80 40 DVP /GP/MGR lymouth, MN Section 8 Housing for the Elderly WHFA Oct. 81 105 DVP /GP/MGR and Family Section 8 Winnebago County, WI Housing for the Elderly HUD Dec. 81 40 DVP /GP/MGR West Allis, WI Section 8 Housing for the Family WHFA March 82 21 DVP /GP/MGR Plover, WI Section 8 Housing for the Family HUD Aug. 82 45 DVP /GP /MGR Menomonee Falls, WI Section 8 Housing for the Elderly Turnkey Oct. 82 100 DVP Broward County, FL Section 8 Housing for the Elderly Turnkey May 83 88 DVP Hollywood, FL Section 8 h ousing for the Hdcp. HUD May 83 20 CTCTR/MGR St. Paul, MN Section 8 Bloomington, MN Housing for the Elderly FmHA Apr. 84 20 DVP /GP/MGR Waconia, MN Rental Assistance Housing for the Elderly FmHA June 85 37 DVP /GP /MGR Farmington, MN Rental Assistance Housing for the Family FmHA Nov. 85 20 DVP /GP/MGR Princeton, MN Rental Assistance Developer/DVP Name and Location Method of Date Number General Partner /GP of Protect Financing Completed of Units Manager/Mar._ , on Seven Apts. Tax Exempt Dec. 87 167 DVP /GP /MGR Wt. Louis Park, MN Participating Mortgage $10,800,000 � Thomas Lake Pointe Tax Exempt Dec. 87 ..16 V p D P /GP/MGR aaa E b n, MN Participating b Mortgage $12,975,000 The Blatz Apts. Tax Exempt Aug. 88 170 residential /commercial Milwaukee, WI 221(d)(4) DVP /GP/MGR $23,000,000 Bristol Village Apts. Tax Exempt Nov. 88 288 DVP /GP/MGR Bloomington, MN Participating Mortgage $17,000,000 Villa Hialeah Tax Exempt June 89 245 DVP /GP /MGR Hialeah, FL Participating Mortgage $15,000,000 Blackrock Terrace Conventional Loan Jan. 93 51 GP/MGR Aitkin, MN $650,000 Skylight Gardens Conventional Loan Jan. 94 59 GP/MGR St. Cloud, MN $490,000 Burlington Apts. Tax Exempt Bonds April 94 427 GP/MGR St. Paul, MN $19,000,000 Breezewood Village II Tax Credit Nov. 93 65 DVP /GP/MGR Hartland, WI WHEDA Loan $1,800,000 Forest Woods HUD 221(d)4 Jan. 94 260 MGR St. Louis, MO $10,300,000 Section 8 0 I` JOB DESCRIPTION ON -SITE MANAGER The On -site Manager's "management responsibilities" will fall into the following three broad categories: 1. Marketing and public relations. 2. Rental collections and deposits. record keeping, and office procedures. 3. Operational supervision and maintenance. 4. Tax credit compliance monitoring. It is very important that the On -site Manager is concerned with the Project's public image at all times asking the following questions: 1. Is the development well accepted? 2. Are we honest and fair in all our dealings? 3. Are our residents satisfied with management? 4. Are we good neighbors in the community? A. Scope and Purpose: To be responsible for all phases of the day -to -day operation of the Project including, but not limited to, the following duties and responsibilities. B. Duties and Responsibilities 1. Maintain and /or document all Project records, files and reports. 2. Train and/or be responsible for work performed by staff members or contract employees. 3. Act as liaison between DMS and on -site management and/or maintenance personnel. 4. Establish schedules and assign necessary personnel needed to properly manage and maintain the Project properly. 5. Collect and deposit all rents, security deposits and any additional income generated by the Project. 6. Compile and submit in a timely manner all operating, leasing, maintenance or other reports. T Lease (rent) apartments and maintain waiting list. 8. Process and enforce all lease agreements. Certain On -site Managers may ( � Y be instructed to also sign leases.) 9. Handle all details of all move -in and move -outs, giving special attention to apartment inspection checklists. 10. Work with residents in establishing good communications. 11. Purchase necessary office and Project supplies in accordance with DMS's policies and/or directives. 12. Ensure all maintenance requests are handled quickly, efficiently and in accordance with DMS's policies. 13. Report accidents and emergency situations that develop immediately, and prepare proper reports. 14. Perform any and all other authorized management /maintenance functions necessary to ensure the proper and effective operation of the Project. 15. Know all DMS's policies and procedures. C. Qualifications 1. Certified Apartment Manager (CAM), real estate agent, or similar designation. College education or three years experience in this or related field. 2. Pleasing personality and ability to work with and understand the problems and various needs of residents and community. 3. Interest, enthusiasm, good sense of humor, health and stamina. 4. Common sense and good judgment in day -to -day matters. 5. Neat, clean and professional appearance. 6. Accounting/bookkeeping and administrative background. 7. Neat and legible handwriting and ability to keep accurate records. 8. Mechanical inclination. JOB DESCRIPTION ASSISTANT MANAGER The following are the general duties of the Assistant Manager. A. Scope and Purpose To assist the On -site Manager with the daily operations of the Project including, but not limited to, the following duties and responsibilities. B. Duties and Responsibilities 1. Collect and record rents. 2. Update rent roll. 3. Record and complete work requests - verifying twenty -four hour time limit, calling the resident if there is a question or problem. 4. Handle resident's complaints and problems during and after hours. 5. Show and lease apartments. b. Process all leases and applications; schedule move -in dates. 7. Code entry-way system with resident's phone number. 8. Assign parking spaces. 9. Check resident into his/her apartment; take notes of maintenance or special requests. 10. Work with residents in establishing good communication. 11. Keep record of all complaints; file information in resident's file and master file. 12. Know all DMS's policies and procedures. 13. Keep inventory of office; order needed supplies. 14. Update resident profile list. P P 15. Book party room and guest suite; collect fees, inspect before and after to assess any damage. 16. Plan and attend resident parties. 17. Keep a list of all pass keys and master keys that are temporarily signed out. Also keep a list of keys signed out to each apartment. 18. Type, answer hone and complete yp p mpl e all assignments as directed by the On -site Manager. C. Qualifications 1. Pleasing personality and ability to work and understand the problems and various needs of residents. 2. Interest, enthusiasm, good sense of humor, health and stamina. 3. Common sense and good judgment in day -to -day matters. 4. Neat, clean and professional appearance. 5. Accounting/bookkeeping and administrative background. 6. Neat and legible handwriting and ability to keep accurate records. 7. Mechanical inclination. DRAFT PROPOSAL FOR MANAGEMENT OF FOUR COURTS APARTMENTS BROOKLYN CENTER, MINNESOTA INTRODUCTION Four Courts at Brookdale apartments will be rehabilitated and operated under the compliance rules of the Housing Tax Credit Program. The project consists of eleven buildings. Ten buildings have 24 units in each building and one building has 12 units. There are 148 two- bedroom units, 102 one - bedroom units, and 2 efficiency units. There is a total of 252 units. Each building has three floors. The buildings are located in Brooklyn Center, Minnesota. The project will ' be rehabilitated in accordance with our rehabilitation schedule. The apartments consist of living room, kitchen and dining area, bedroom and full bath. Sufficient parking spaces for tenants and visitors are provided. The grounds are landscaped with trees, shrubs, flower beds, grass, etc. THE OWNER Four Courts at Brookdale will be owned by a limited partnership with the principals of Dominium as partners. RESPONSIBILITIES OF THE OWNER The Owner is responsible for all pertinent requirements and compliance under the Housing Tax Credit Program. The Owner's representative (Agent) shall have the responsibility of administration, marketing, tax credit compliance and monitoring, maintenance, tenant- management relationships, personnel and physical control of the project. The Owner's representative (Agent) with direct responsibility for this Project is Sam St. Pierre of Dominium Management Services, Inc., 3140 Harbor Lane, Plymouth, Minnesota 55447, telephone number (612) 559 -1495. MANAGEMENT AGENT'S RESPONSIBILITY (DMS) Dominium Management Services shall have the day -to -day responsibilities for the administration and operation of the Project. These duties shall include but are not limited to: 1. Thorough familiarization with the character, location, construction, layout plan and operation of the project; and especially of the electrical, heating, plumbing, air conditioning and ventilating systems, elevator and all other mechanical equipment. 2. Preparation of all dwelling leases, parking permits, etc. and the execution of the same in the name of the Owner. 3. Recertification of tenants on an annual (or more often as is necessary) basis and maintenance of an up -to -date waiting list of eligible applicants. 4. Collection of rents, charges and other account receivables on behalf of the Owner in conjunction with the management and operation of the Project. Such receipts will be deposited in a Federally insured bank separate from all other accounts and funds. 5. Collection, deposits and disbursement of security deposits in an interest bearing account, separate from all other accounts and funds, in a bank whose deposits are Federally insured. 6. Development of daily maintenance schedules and practices to cause the Project to be kept in a condition at all times acceptable to the Federal government and the Owner, including ordinary painting, decorating, carpentry, grounds care, minor plumbing, electrical, heating, ventilating, air conditioning repairs and other such maintenance repair work which may be necessary. 7. Maintenance of long ran preventive maintenance schedule. Z=) g 8. Enforcement of contracts with qualified independent contractors for maintenance and repair of air conditioning systems, and for extraordinary repairs beyond the capability of regular maintenance employees. 9. Arrange for water, electricity, gas, sewage and trash disposal, vermin extermination, decorating, laundry facilities, telephone services with appropriate municipal and private contractors; enter into such contracts as may be necessary on behalf of the Owner. 10. The manager shall be an employee(s) of the Agent and as such shall be paid by the Agent. The Agent will be reimbursed for all employee cost from the Project's funds. All applicable, non - discrimination (EEO) regulations of the Federal government and Dominium Management Services will be followed in hiring such personnel. 11. Maintain a comprehensive system of records, books and accounts in a manner conforming to directives of the Federal government, generally accepted auditing standards and governmental auditing standards for financial and compliance audits issued by the Federal government. 12. Purchase of all necessary maintenance and administrative supplies for efficient operation of the Project. 13. Institute and maintain an active community service and tenant involvement which shall include services from the local community resources. 14. Affirmative action toward the establishment of a democratically selected Tenants Council or organization in cooperative working relationship with the such organization to make know the interests and desires of the tenants. 15. Other duties and responsibilities as they become apparent and appropriate for the 0 management of the Project. PERSONNEL POLICY AND STAFFING ARRANGEMENTS Dominium Management Services subscribes to and actively supports the Civil Rights Law of 1964. Specifically, we nor any of our employees, will not deny employment to any applicant on the basis of race, religion, color, national origin, sex or marital status. At this time Dominium Management Services has eight minority persons on its staff. We anticipate that the staffing requirements for the proper maintenance of the Project would include the following: 1 On -Site Manager(s) 40 hours per week 1 Full Time Assistant Manager 40 hours per week 1 Full Time Leasing Agent 40 hours per week 1 Part Time Leasing Agent 20 hours per week 2 Full Time Maintenance 40 hours per week 4 Full Time Caretaking Couples 40 hours per week The on -site manager will be hired by the Agent. Our goal would be to hire a manager /caretaker couple who would live on site. Hiring for this position will comply with all applicable Equal Opportunity Requirements and follow the personnel policies of Dominium Management Services. The Agent will be directly responsible for the on -site administration and operation of the Project. Such policies as Federal government may wish to establish will be carried out by the Agent, especially in those areas of tenant selection and tenant management relationships. The on -site manager will work under the direct supervision of the Management Agent. The Agent will also be responsible for providing the on -site bookkeeping services. MARKETING PLANS AND PROCEDURES Applications for prospective tenants will be taken by the on -site manager as submitted. The public will be made aware of the application procedure through local news media, including newspaper articles and news releases. If necessary, commercial advertisements will be taken out in the surrounding area newspapers. All other marketing resources will be explored to assure marketing efforts are being targeted to our market. In the event that more applications are taken than there are available apartments, the on- site manager will select tenants on a priority basis using criteria established by Dominium Management Services. Tenants will be asked to attend an orientation session where Dominium Management Services' procedures will be explained. This meeting will also include explanation of the Tenant Lease, and the signing thereof, and the various occupancy rules and regulations which apply. Written instructions and explanations will be given in the form of a Resident Handbook which they will receive upon moving into their particular unit. Explanations and instructions for specific care of their apartment and appliances will be given to the tenant on an individual basis by the manager as the tenant moves in and is settled. MAINTENANCE AND REPAIR PROGRAM Maintenance of the project on a day -to -day basis will be the responsibility of the on -site manager and his assistant. This individual will be directly supervised by the Agent. The manager will become familiar with the construction of the building, and in particular with the heating, ventilation, plumbing, electrical and air conditioning systems. The Owner will provide the manager with a complete set of as -built drawings, a complete set of operation and maintenance manuals for all equipment installed in the Project, and a list of all manufacturers and guarantee cards for such equipment. Maintenance and janitorial services for the Project will be scheduled on a timely basis to maintain the property in a neat and clean condition at all times and keep all associated systems functioning properly. Such schedules will include, but are not limited to the following items: 1. Vacuuming of carpets in public area and halls at least twice a week or more often, as needed 2. Mopping of vinyl tile in public area once a week or as needed; waxing as needed. 3. Daily cleaning of public restrooms. 4. Weekly washing of glass in the public areas, particularly entrance, foyer doors, etc. 5. Dusting, cleaning, emptying of wastepaper baskets, sand urns, ash trays, etc. in all public areas and hallways daily or as needed. 6. Cleaning mopping, etc. of laundry room on a weekly basis or as needed. 7. Dail v Daily r emoval or chang trans bins to accommodate tenant garbage g g � b e and trash deposits. Placement of such trash bins at appropriate site for pickup crew. 10 8. Grass mowing flower a b , nd shrub care, and other cultural activities as necessary to maintain grounds in an orderly, neat and attractive condition. 9. Snow removal from sidewalks and parking lot during the winter months as necessary to provide safe and convenient access to the building from all entrances. 10. Daily checks of mechanical systems including heating, ventilating, plumbing, electrical, etc. Regular maintenance and service of these systems as recommended by manufacturer's instructions or as needed. 11. Cleaning and redecorating of apartments upon tenant move -outs as needed. 12. Maintaining records, filing reports, requisitioning supplies, etc., as necessary and required for proper maintenance of the Project. 13. Setting up and removing folding chairs and tables for tenant meetings and social functions; assisting in tenant meetings and social functions as needed. 14. Other duties and responsibilities as assigned. 15. When necessary and appropriate Dominium Management Services will provide construction management services for large capital improvement items. 16. A preventative maintenance program will be established and implemented. ENERGY CONSERVATION Tenants have direct control of utility usage in their individual units. These utilities will include electricity. Energy conservation is stressed at the time of their orientation meeting. Also, when available, each tenant receives literature as it relates to energy conservation. Management has direct control of utility usage in all community, maintenance and parking areas. These utilities will include gas, water, sewer and electricity. Project managers are responsible to implement, however, not limited to the following energy conservation practices: 1. To strategically turn off hallway lights as to conserve energy but provide adequate lighting. 2. To use energy efficient fficient light bulbs. 3. To insulate hot water heaters, storage tanks and pipes. 4. To set hot water heaters at approximately 13 and check the possibility of shutting one hot water heater down, if applicable. 5. To install insulated draperies when possible. 6. To meet State and Federal suggested temperature settings in hallways and community areas. 7. Lights in the community and maintenance areas are to remain off unless they are in use. 8. To make periodic checks of building insulation and circulation. MOVE -OUT INSPECTION Prior to a resident v mo inQ b out, the manager will schedule amove -out inspection with the resident. Any damages beyond "normal wear and tear" will be determined by comparing the original move - in/move -out checklist with the current condition of the apartment unit. The resident will then be informed of any such damages or repair which they are personally responsible for. All necessary repair and damages will be corrected. No vacated unit will be re- rented until all necessary repairs and/or redecorating has been completed. RENT COLLECTION POLICIES AND PROCEDURES Tenant rents will be due and payable in advance on the first working day of the month. Rents will normally be considered delinquent on the fifth of the month. If the tenant's rent has not been paid by the tenth of the month due, or no other arrangements have been made by the tenant to satisfy his rent, applicable state laws will be followed in issuing an eviction notice to the tenant. Rents are to be paid at the Project office. Rental collection and the issuance of rent receipts will be the on -site manager's responsibility. It is anticipated that the manager will set aside the first week of the month to collect rents. Pre - numbered receipts will be issued to each tenant and generally accepted accounting 0 procedures will be used in recording tenant payment and for the deposit of tenant rents in the local bank. Specific books or account records required by the Federal government, etc., will be maintained for the project by the Agent in a manner prescribed by the Federal government or according to standard accounting manuals. Other policies and procedures for administration or rent collection, security deposits, and other charges and disbursements will be established by Dominium Management Services following the Federal government's guidelines whenever possible `and carried out by the on -site manager. TENAN I UMANAGEMENT RELATIONS It is recognized by Dominium Management Services that establishing good tenant relations is one of the most important aspects of good property management. Therefore, special emphasis will be placed on establishing a friendly and personal rapport with each tenant. The orientation of the tenant to the Project will be accomplished by Dominium Management Services and the on -site manager through a tenant orientation meeting.To further familiarize the tenant with his/her apartment, the building, and the necessary rules and regulations for community living, a Resident Handbook has been developed and distributed. The tenants are encouraged to become involved with the Tenant Council. The on -site manager will cooperate with the Council in establishing both social and tenant service type programs. A tenant security and safety system has been developed including fire drills, severe weather instruction and building security. Liaison between tenants and available community services are established so that needed tenant services can be provided. Other policies concerning grievance procedures. leasing policies, and day -to -day management and operation of the Project shall be established by Dominium Management Services and carried out by the on -site manager. PERSONNEL EDUCATION The Project would receive a copy of the Dominium Management Services' Operations and Procedures Manual, Budget Control Manual, and the Inventory Control Manual, as well as the proper training in the use of these manuals. It is also our goal to encourage professional growth and advancement for our Project employees. All on -site managers /caretakers attend Quarterly meetings as well as annual training seminars put on by Dominium Management Services. JOB DESCRIPTION ON -SITE MANAGER The On -site Manager's "management responsibilities" will fall into the following three broad categories: 1. Marketing and public relations. 2. Rental collections and deposits, record keeping, and office procedures. 3. Operational supervision and maintenance. 4. Tax credit compliance monitoring. It is very important that the On -site Manager is concerned with the Project's public image at all times asking the following questions: 1. Is the development well accepted? 2. Are we honest and fair in all our dealings? 3. Are our residents satisfied with manag ement? 4. Are we good neighbors in the communi ? A. Scope and Purpose: To be responsible for all phases of the day -to -day operation of the Project including, but not limited to, the following duties and responsibilities. B. Duties and Responsibilities 1. Maintain and /or document all Project records, files and reports. J P 2. Train and /or be responsible for work performed by staff members or contract employees. 3. Act as liaison between DMS and on -site management and /or maintenance personnel. 4. Establish schedules and assign necessary personnel needed to properly manage and maintain the Project properly. 5. Collect and deposit all rents, security deposits and any additional income generated by the Project. 6. Compile and submit in a timely manner all operating, leasing, maintenance or other reports. 7. Lease (rent) apartments and maintain waiting list. 8. Process and enforce all lease agreements. (Certain On -site Managers may be instructed to also sign leases.) 9. Handle all details of all move -in and move -outs, giving special attention to apartment inspection checklists. 10. Work with residents in establishing good communications. 11. Purchase necessary office and Project supplies in accordance with DMS's policies and /or directives. 12. Ensure all maintenance requests are handled quickly, efficiently and in accordance with DMS's policies. 13. Report accidents and emergency situations that develop immediately, and prepare proper reports. 14. Perform any and all other authorized management/maintenance functions necessary to ensure the proper and effective operation of the Project. 15. Know all DMS's olicies and procedures. P P C. Qualifications 1. Certified Apartment Manager (CAM), real estate agent, or similar designation. College education or three years experience in this or related field. 2. Pleasing personality and ability to work with and understand the problems and various needs of residents and community. 3. Interest, enthusiasm, good sense of humor, health and stamina. 4. Common sense and good judgment in day -to -day matters. 5. Neat, clean and professional appearance. 6. Accounting/bookkeeping and administrative background. 7. Neat and legible handwriting and ability to keep accurate records. 8. Mechanical inclination. JOB DESCRIPTION ASSISTANT MANAGER The following are the general duties of the Assistant Manager. A. Scope and Purpose To assist the On -site Manager with the daily operations of the Project including, but not limited to, the following duties and responsibilities. B. Duties and Responsibilities 1. Collect and record rents. 2. Update rent roll. 3. Record and complete work requests - verifying twenty -four hour time Iimit, calling the resident if there is a question or problem. 4. Handle resident's complaints and problems during and after hours. 5. Show and lease apartments. 6. Process all leases and applications; schedule move -in dates. 7. Code entry-way system with resident's phone number. 8. Assign parking spaces. 9. Check resident into his/her apartment; take notes of maintenance or special requests. 10. Work with residents in establishing good communication. 11. Keep record of all complaints; file information in resident's file and master file. 12. Know all DMS's policies and procedures. 13. Keep inventory of office; order needed supplies. 14. Update resident profile list. 15. Book party room and guest suite; collect fees, inspect before and after to assess any damage. 16. Plan and attend resident parties. 17. Keep a list of all pass keys and master keys that are temporarily signed out. Also keep a list of keys signed out to each apartment. 18. Type, answer phone and complete all assignments as directed by the On -site Manager. C. Qualifications 1. Pleasing personality and ability to work and understand the problems and various needs of residents. 2. Interest, enthusiasm, good sense of humor, health and stamina. 3. Common sense and good judgment in day -to -day matters. 4. Neat, clean and professional appearance. 5. Accounting/bookkeeping and administrative background. 6. Neat and legible handwriting and ability to keep accurate records. 7. Mechanical inclination. Preliminary Rehabilitation Plan Four Courts at Brookdale Site Location Four Courts at Brookdale Apartments are located at 2802 -2940 Northway Drive in Brooklyn Center near the corner of Xerxes Avenue North and 57th Avenue North. To the north and west of the property are highly developed, low density residential neighborhoods consisting mostly of single - family housing. Directly across the street to the south of the property is the Brookdale Mall which consists of over 100 retail stores. Additional retail stores and commercial office buildings are scattered throughout the area mainly along Brooklyn Boulevard, Humboldt Avenue North, and 57th Avenue North. Property Description Four Courts is a 25 year old apartment complex consisting of 11 three -story apartment buildings. These brick buildings have flat roofs and stucco at recesses. The buildings are on a rectangular shaped site which covers approximately 16 acres. The project also contains a recreational building, an outdoor pool, a tot lot, and a cookout area with picnic tables and barbecue grills. The apartment buildings are arranged into two groups separated by a large landscaped area. The tot lot, pool, and recreation building are located between the two 0 building groups on the north side of the landscaped area. The driveways and arkin areas are asphalt paved w' p g p p with the parkin located on the perimeter of the property. The property has ample parking for the residents, and in addition, the site offers residents six garage structures providing 96 covered stalls. The apartment complex contains 252 units. Ten of the apartment buildings have 24 units in each building and the eleventh building contains 12 units. The unit mix consists of 148 two - bedroom units, 102 one - bedroom units, and two efficiency units. The first floor units are 1/2 story above grade. The second and third floor units have siding doors with walk out balconies. Each building has a laundry room in the basement. Phvsical Inspection /Rehabilitation Plan In July of 1993, the engineering firm of HDR conducted a visual walk through inspection of the buildings and grounds at Four Courts Apartments. In addition, Dominium proposes to immediately rehabilitate all deficient aspects of the property in order to correct the project's operating inefficiencies. The following is HDR's observations and Dominium's preliminary rehabilitation plans for the property. I. Parking Lots/Paving The parking lot is paved with bituminous paving. The lots are in good condition with only normal periodic patching necessary. The lots were restriped and recoated in late 1992. 2 Sidewalks Minor repair of concrete walks is needed throughout the site. Dominium propose to repair all damages sidewalks immediately. I Garages The site contains six garage buildings which provides 96 garage stalls. The buildings are wood framed, slab -on -grade structures with brick ends, flat roofs, and hardboard doors. Currently the buildings are in an average condition and require minor repairs. Dominium proposes to cure all garage structures by replacing water- damaged siding and replacing garage doors where necessary. 4. Balconies /Decks The decks are constructed of long wood beams spanning the recessed opening and supporting joists. Many of these beams have rotted and represent a safety hazard. Approximately 42 decks require repairs. Dominium proposes to immediately repair all the damaged decks and the stucco covered deck facings. 5. Roofs The roofs are flat and covered with built -up asphalt and felt membrane with gravel surfacing. The roofs were replaced within the last nine years. HDR estimates the roofs will last for another 10 to 12 years with periodic maintenance. 6. Exterior Walls Thee g ' exterior walls are mostly back with sidin installed around window units. Dominium proposes to recaulk or replace any damaged bricks. 7. Windows All entrance doors have been recently replaced. All unit windows are 25 years old. The windows are wood framed with 1/2 -inch insulating glass. Dominium proposes to replace all unit windows with vinyl, energy efficient windows. 8. Common Area Finishes New carpet and vinyl wall c ver' v o m s have been recently rp � n recen I} installed in the . corridors. 9. Heating Unit heating is accomplished by hot water baseboards fed from roof mounted boilers. There are 21 boilers, two boilers on the ten larger buildings and one on the smaller building. The boilers were originally installed in 1979. Being located on the roofs, the boilers are exposed to harsh weather conditions. Two of these boilers were replaced in 1992. HDR concludes the boilers will need on -going maintenance and replace expected within the next four to seven years. The boilers were previously Iocated in the two underground boiler rooms but problems with the underground piping resulting in the boilers being installed on the roofs. Dominium proposes to thoroughly inspect all boiler units and repair or replace any damaged or poorly operating P Y arts. �P 10. Hot Water The hot water heaters are still located in the underground boiler rooms. Each boiler room contains three hot water heaters. All the hot water heaters have been replaced within the past four years. The hot water is distributed to the buildings through piping 5 feet underground. Repair of the piping has become an ongoing maintenance issue. The copper piping has deteriorated substantially and requires replacement on an ongoing basis. Current management would prefer to install a centralized hot water system in each building but the physical layout of the buildings does not make this option, feasible. Dominium proposes to either find a location for a centralized hot water system, or dig up and replace the underground distribution system. 11. Appliances Most of the electric ranges, refrigerators, recirculating range hoods, and air conditioning units are original. A replacement program has recently begin but will take an estimated ten years to complete. Dominium proposes to immediately replace all the remaining original appliances with new, energy efficient models. 12. Recreation Building The recreation building currently not available to tenants. The interior of the building requires extensive repairs and renovations. Dominium proposes to immediately renovate the building by installing new carpeting wall coverings and furniture. 13. Site Lighting Dominium proposes to install additional site lighting in the parking areas and near entrances to improve tenant safety and enhance the projects appearance at night. 14. Pool Dominium proposes to repair the pool and deck where necessary, and in addition, thoroughly inspect the pool pumps and piping and repair of replace any of the components. 15. Cabinets and Counter Tops Dominium proposes to replace all kitchen cabinets and counter tops. In addition, all bathroom vanities will be replaced. 16. Sinks and Faucets Dominium Proposes to replace all kitchen and bathroom sinks and faucets. Council Meeting Date 7/11/94 City of Brooklyn Center Agenda Item Number Request For Council Consideration • Item Description: RESOLUTION AUTHORIZING CONDEMNATION PROCEEDINGS, IMPROVEMENT PROJECT NOS. 1992 -29 (STORM WATER POND) AND 1993 -18 (MTC PARK AND RIDE) Department Approval: Diane Spector, Director 'ofP'ublic Services Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Summary Explanation: (supplemental sheets attached No ) Evergreen Land Services and Conworth, Inc., who are providing land acquisition and relocation services on the Storm Water Pond and Park and Ride projects, are currently working with the affected property owners. In a separate action tonight, the Council will consider approving the first purchase agreement for one of these properties. We do expect to reach agreements with many of the property owners over the next few months. It is our goal to have title to all properties and have all residents moved by October 31, 1994, so the land can be cleared and be ready for construction in early spring, 1995. To ensure that this goal can be reached, we are advised to begin condemnation proceedings at this time. Taking this action in no way means that the City is no longer willing to negotiate for these properties. It simply starts the "90 day clock" running, to provide the City with the authority to acquire title to the properties 90 days from filing the court petition, if we haven't already acquired it by then. The Council may recall that a similar action was taken during the acquisition of the 69th Avenue properties, and that all the residential properties indeed were acquired by negotiated sale by the time that 90 day clock was expired. The affected property owners have been made aware that this action could be forthcoming, and that the City continues to be obligated to provide fair market value and relocation compensation, even should the property go to condemnation. Recommended City Council Action: • Approve the attached resolution. Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AUTHORIZING CONDEMNATION PROCEEDINGS, IMPROVEMENT PROJECT NOS. 1992 -29 (STORM WATER POND) AND 1993 -18 (MTC PARK AND RIDE) WHEREAS, the City of Brooklyn Center has undertaken Improvement Project Nos. 1992 -29 and 1993 -18, which involves construction of a storm water retention pond and public park, and a park and ride facility on behalf of the Metropolitan Transit Commission; and WHEREAS, in order to construct the improvements contemplated by Project Nos. 1992 -29 and 1993 -18, the City requires permanent use and occupation of certain privately owned properties located on the west side of Brooklyn Boulevard, between 65th Avenue North and I94/694, and on the north side of 65th Avenue from Brooklyn Boulevard west to 4106 65th Avenue; and WHEREAS, the City Council finds it necessary, proper and expedient in the interests of the public health, convenience and general welfare of the citizens of the City of Brooklyn Center for the City to acquire fee simple title to the affected properties; and WHEREAS, the City Council finds that the construction schedule for Project Nos. 1992 -29 and 1993 -18, makes it necessary to acquire title to and possession of the affected properties prior to the filing of the final report of the condemnation commissioners to be appointed by the district court; and WHEREAS, the use of Minn. Stat. Sec. 117.042 (1992), the so- called "Quick - Take" statute, will enable the City to timely acquire the required lands; and WHEREAS, the City has ordered and received appraisal reports setting forth the damages that will result due to the acquisition of the affected properties, and WHEREAS, the appraisal reports were re ared b professional real estate P P Y a P appraiser, properly certified, who possesses the appropriate appraisal credentials; and WHEREAS, the appraisal reports have been reviewed by an independent review appraiser, who states that the appraisal reports are in proper form and have been prepared in conformance with the professional appraisal standards that pertain in the Twin Cities metropolitan area; and WHEREAS, the "Quick- Take" statute requires the City Council to pass upon said appraisal reports for the purpose of adopting them as the City's approved appraisals of value for Quick -Take purposes. RESOLUTION NO. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota: 1. That the City Attorney is hereby authorized to commence condemnation proceeding for Improvement Project Nos. 1992 -29 and 1993 -18 in accordance with Minn. Stat. sec. 117.042 to acquire fee simple title to the following described properties: Parcel 1 P.I. D .: 34- 119 -21 -24 -0009 Address: 6527 Brooklyn Boulevard Legal: Lot 2, Block 1, NORTHGATE Appraisal: $60,500.00 Parcel 2 P . I . D .: 34- 119 -21 -24 -0010 Address: 6521 Brooklyn Boulevard Legal: Lot 3, Block 1, NORTHGATE Appraisal: $81,000.00 Parcel 3 P. I . D .: 34- 119 -21 -24 -0011 Address: 6515 Brooklyn Boulevard Legal: Lot 4, Block 1, NORTHGATE Appraisal: $68,000.00 Parcel 4 P.I.D.: 34- 119 -21 -24 -0012 Address: 6505 Brooklyn Boulevard Legal: Lot 5, Block 1, NORTHGATE Appraisal: $76,000.00 Parcel 5 P.I. D .: 34- 119 -21 -24 -0053 Address: 6501 Brooklyn Boulevard Legal: Lot 2, Block 1, HAMMS ADDITION Appraisal: $48,000.00 RESOLUTION NO. Parcel 6 P.I.D.: 34- 119 -21- 31 -0101 Address: 6451 Brooklyn Boulevard Legal: Tract A, RLS 970 Appraisal: $78,000.00 Parcel 7 P.I.D.: 34- 119 -21- 31 -0102 Address: 3910 65th Avenue N. Legal: Tract B, RLS 970 Appraisal: $116,000.00 Parcel 8 P.I.D.: 34- 119 -21 -31 -0103 Address: 4006 65th Avenue N. Legal: Tract C, RLS 970 Appraisal: $122,000.00 Parcel 9 P.I.D.: 34- 119 -21 -31 -0110 Address: 4010 65th Avenue N. Legal: Lot 1, Block 1, HAMMS ADDITION Appraisal: $132,000.00 Parcel 10 & 10A P.I.D.: 34- 119 -21 -24 -0013 & 34- 119 -21 -31 -0108 Address: 4012 65th Avenue N. Legal: Lot 6, Block 1, NORTHGATE & Outlot A, HAMMS ADDITION Appraisal: $89,000.00 Parcel 11 P.I.D.: 34-119-21-24-0014 Address: 4018 65th Avenue N. Legal: Lot 7, Block 1, NORTHGATE Appraisal: $93,000.00 RESOLUTION NO. Parcel 12 P.I.D.: 34- 119 -21 -24 -0015 Address: 4024 65th Avenue N. Legal: Lot 8, Block 1, NORTHGATE Appraisal: $79,500.00 Parcel 13 P.I.D.: 34- 119 -21 -24 -0016 Address: 4100 65th Avenue N. Legal: Lot 9, Block 1, NORTHGATE Appraisal: $86,000.00 Parcel 14 P.I.D.: 34- 119 -21 -24 -0017 Address: 4106 65th Avenue N. Legal: Lot 10, Block 1, NORTHGATE Appraisal: $78,500.00 2. That the above listed appraisal amounts are approved as to each of the respective parcels listed above. 3. That the City Director of Finance is authorized to draw a check in the amount of $1,207,500.00, payable to the District Court Administrator, to be deposited with the court. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date 07 /11/94 3 City of Brooklyn Center Agenda Item Numbe Request For Council Consideration Item Description: RESOLUTION DECLARING A PUBLIC NUISANCE AND ORDERING THE REMOVAL OF DISEASED TREES Department Approval: Diane Spector, Directo of Public Services Manager's Review /Recommendation:��� No comments to supplement this report Comments below /attached Summary Explanation: (supplemental sheets attached The attached resolution represents the official Council action required to expedite removal of the trees most recently arked b the City tree inspector, in accordance with approved procedures. Y Y tY P pp p s. It • is anticipated that this resolution will be submitted for council consideration each meeting during the summer and fall as new trees are marked. Recommended City Council Action: It is recommended the Council adopt the attached resolution. Member introduced the following resolution and moved its adoption: 0 RESOLUTION NO. RESOLUTION DECLARING A PUBLIC NUISANCE AND ORDERING THE REMOVAL OF DISEASED TREES (ORDER NO. DST 07/11/94 ) WHEREAS, a Notice to Abate Nuisance and Diseased Tree Removal Agreement has been issued to the owners of certain properties in the City of Brooklyn Center giving the owners twenty (20) days to remove diseased trees on the owners' property; and WHEREAS, the City can expedite the removal of these diseased trees by declaring them a public nuisance: NOW, THEREFOR, BE IT RESOLVED BY THE CITY COUNCIL of the City of Brooklyn Center, Minnesota that: 1. The diseased trees at the following addresses are hereby declared to be a public nuisance: TREE PROPERTY OWNER PROPERTY ADDRESS NUMBER ---------------------- - - - - -- ----------------------- - - - - -- -- - - - - -- LAWRENCE MAROFSKY 7022 BROOKLYN BLVD 42B EDWARD FUERSTENBERG 6601 5TH ST N 43 CITY OF B.C. 6301 SHINGLE CREEK PKWY 44 W CHERYL FUHRMAN, II 7143 FRANCE AVE N 45 DONALD & BETTE MEYER 5842 WASHBURN AVE N 46 WAYNE THOMPSON 5712 EMERSON AVE N 47 GREGORY & CHERYL STOCK 3406 72ND AVE N 48 JUNE DULAC 5449 COLFAX AVE N 49 RICHARD & DOLORES ARNTSON 5418 JAMES AVE N 50 RUTH CARROLL 5443 IRVING AVE N 51 WILBERT & HELEN ANDERSON 5507 IRVING AVE N 52 ROSE LILLERSTOL 5218 PAUL DR 53 MILDRED LORENTZEN 3219 63RD AVE N 54 THEODORE & BARBARA FRANCT 6331 BROOKLYN DR 55 CITY OF B.C. 67TH BETWEEN FRANCE /EWING 56 CITY OF B.C. 67TH BETWEEN FRANCE /EWING 57 CITY OF B.C. 67TH BETWEEN FRANCE /EWING 58 MOUND CEMETARY 3515 69TH AVE N 59 RICHARD & PATRICIA LEONARD 6817 ZENITH AVE N 60 FREDRIC GUTHRIE 5843 FREMONT AVE N 61 LAWRENCE MAROFSKY 7022 BROOKLYN BLVD 62 LUTHERAN BROTHERHOOD 6800 SHINGLE CREEK PKWY 63 CITY OF B.C. ARBORETUM 64 CITY OF B.C. ARBORETUM 65 CITY OF B.C. ARBORETUM 66 ROGER BYLAND 6918 WEST RIVER ROAD 67 ROGER BYLAND 6918 WEST RIVER ROAD 68 ROGER BYLAND 6913 WEST RIVER ROAD 69 BRUCE & CHRISTINE ARNESON 5308 HUMBOLDT AVE N 70 CITY OF B.C. CENTRAL PARK 71 CITY OF B.C. CENTRAL PARK 72 CITY OF B.C. CENTRAL PARK 73 RESOLUTION NO. 2. After twenty (20) days from the date of the notice, the property owner(s) will receive a second written notice providing five (5) business days in which to contest the determination of the City Council by requesting, in writing, a hearing. Said request shall be filed with the City Clerk. 3. After five (5) days, if the property owner fails to request a hearing, the tree(s) shall be removed by the City. All removal costs, including legal, financing, and administrative charges, shall be specially assessed against the property. Date Mayor ATTEST: Deputy City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date -7 / // City of Brooklyn Center Agenda Item Number Request For Council Consideration Item Description: RESOLUTION ACCEPTING THE BROOKLYN CENTER FIRE DEPARTMENT RELIEF ASSOCIATION FINANCIAL STATEMENTS FOR THE CALENDAR YEAR ENDED DECEMBER 31, 1993 Department Approval: Charles Hanseq, Finance Director // Manager's Review /Recommendation: No comments to supplement this report R Comments below /attached P P v Summary Explanation: (supplemental sheets attached _) Attached is the Annual Financial Report of the Fire Department Relief Association for the Year 1993. This report has been audited by the same firm, Deloitte & Touche, which audits the City's financial report. Contained in the report are statements on the balances and activities of the Special Fund • (pension), and the General Fund of the Association. In January 1994, the City Council approved changes to the Association's bylaws which provide benefit increases to be effective on January 1 of 1994, 1995, and 1996. These benefit increases raised the liability as of December 31, 1993. In spite of the increase, the plan remains very close to being fully funded. In other words, net assets available for benefits approximately equal the pension benefit obligation. This is an achievement duplicated by few other relief associations in Minnesota and can be viewed with pride by the association, its board of directors, and the entire City. Recommended City Council Action: Adopt the attached resolution acknowledging receipt of the attached financial report. , Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION ACCEPTING THE BROOKLYN CENTER FIRE DEPARTMENT RELIEF ASSOCIATION FINANCIAL STATEMENTS FOR THE CALENDAR YEAR ENDED DECEMBER 31, 1993 --------------------------------------------------------------------- WHEREAS, the Brooklyn Center Fire Department Relief Association is required by state law to annually produce audited financial statements by June 30; and WHEREAS, the attached statements have been submitted to the State and the City as required. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that the Brooklyn Center Fire Department Relief Association Financial Statements for the Calendar Year ended December 31, 1993 are accepted. 1 Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. cover BROOKLYN CENTER FIRE DEPARTMENT RELIEF ASSOCIATION FINANCIAL STATEMENTS For the Calendar Year Ended DECEMBER 31, 1993 CITY OF BROOKLYN CENTER DEPARTMENT OF FINANCE i contents.txt BROOKLYN CENTER FIRE DEPARTMENT RELIEF ASSOCIATION • ANNUAL FINANCIAL REPORT For the Year Ended December 31, 1993 TABLE OF CONTENTS PAGE INTRODUCTORY SECTION Treasurer's Letter 1 FINANCIAL SECTION Independent Auditors' Report 3 Special Fund: Statements of Net Assets Available for Benefits . . . . . . . . . . Exhibit A 4 Statements of Changes in Net Assets Available for Benefits . . . . . Exhibit B 5 General Fund: Balance Sheets . . . . . . . . . . . . Exhibit C 6 Statements of Revenues, Expenditures and Changes in Fund Balance . . . Exhibit D 7 Notes to Financial Statements . . . . . . . Notes 8 Required Supplementary Information: PERS Analysis of Funding Progress (unaudited) . . . . . . . . . . . Schedule I 16 PERS Revenue By Source and Expenses By Type (unaudited) . . . . . . . Schedule II 17 Other Supplementary Information: Schedule of Pensions and Benefits. . . Schedule III 18 Special Fund - Investment Detail . . . Schedule IV 19 i CITY 6301 SHINGLE CREEK PARKWAY ° F BROOKLYN CENTER, MINNESOTA 55430 B ROOKLYN TELEPHONE: 569 -3300 C ENTER FAX: 569 -3494 EMERGENCY - POLICE - FIRE 911 TO: Board of Directors, Fire Department Relief Association Members of the City Council City Manager SUBJECT: Fire Department Relief Association Financial Report DATE: May 16, 1994 The Annual Audited Financial Report of the Fire Department Relief Association, General and Special "Pension" Funds as of and for the year ended December 31, 1993 is submitted herewith. During 1993, the Wyatt Company, an actuarial firm, was directed to prepare an alternate benefit level analysis for the fund. Based on the analysis, the City Council approved amendments to the Bylaws of the Brooklyn Center Fire Department Relief Association which granted increased benefits within statutory limitations. The increased benefits are effective January 1, 1994, January 1, 1995, and January 1, 1996. For active members, monthly retirement benefits increased, lump sum benefits increased, and provision was made for members who become full -time employees of the City and members of PERA. Other benefits for active members remained the same. Deferred pensioners, retired pensioners, and survivors were given a 10% pension increase. The normal cost of providing benefits was projected to be $68,698 annually and the annual deposit required to retire the unfunded liability by the year 2000 was projected to be $26,241. Note 5 to the financial statements describes the current plan benefits. Adoption of this benefit plan is expected to increase the pension benefit obligation to $3,072,717 as of January 1, 1996. However, stepped fashion in which the benefits are increased, results in the obligation equaling only $2,894,711 as of January 1, 1994. Our plan had reached the point of being fully funded as of December 31, 1992. Contributions and investment earnings during 1993 were sufficient to cover the most of the increased liability and leave the plan 98.4% funded as of December 31, 1993. See Schedule I for an analysis of funding progress. 1 1996ALLr1MFi�fd��Y Real estate taxes in the amount of $27,790 were levied in 1992, to be collected in 1993, to finance the City's share of pension costs. The levy as computed omputed as follows: Required pension contribution $ 83,790 Other costs, (salaries etc.) 14,000 Less State support (estimated) (70,000) Required property tax levy $ 27,790 During 1993, there was one addition to those volunteer fire fighters who were drawing a pension from the Fire Department Relief Association, and no members died, so the total increased to twenty five. These pensions ranged from $124 to $412 per month and totaled $63,398 for the year 1993. There were no additions to the surviving spouses, and none died, so the total remained at nine monthly spouse's pensions being paid. These pensions ranged from $126 to $296 per month and totaled $24,372 for the year 1993. No funeral benefits were paid. No disability benefits were paid. No lump sum distributions were made to retiring fire fighters. Schedule III of this report is a listing of pensions and benefits paid in 1993. All surplus cash of the Special Fund is being invested promptly and in total is earning more than the 5% actuarial assumption. Respectfully submitted, Mark K. Skj01svik Treasurer • 2 I Deloifte & buche ®\ 400 One Financial Plaza Telephone: (612) 397 -4000 120 South Sixth Street Facsimile: (612) 397 -4450 Minneapolis, Minnesota 55402 -1844 INDEPENDENT AUDITORS' REPORT Board of Trustees, City of Brooklyn Center Fire Department Relief Association We have audited the accompanying statements of net assets available for benefits of the Special Fund and the balance sheets of the General Fund of the City of Brooklyn Center Fire Department Relief Association (the Association) as of December 31, 1993 and 1992 and the related statements of changes in net assets available for benefits of the Special Fund and of revenues, expenditures, and changes in fund balance of the General Fund for the years then ended. These financial statements are the responsibility of the Association's management. Our responsibility is to express an opinion on these financial statements based on our audits. We conducted our audits in accordance with generally accepted auditing standards. Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, • on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion. In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of the Special Fund and General Fund of the City of Brooklyn Center Fire Department Relief Association as of December 31, 1993 and 1992 and the results of its operations for the years then ended in conformity with generally accepted accounting principles. Our audits were conducted for the purpose of forming an opinion on the basic financial statements taken as a whole. The accompanying schedules of required supplementary information are presented for the purpose of additional analysis and are not a required part of the basic financial statements. These schedules are also the responsibility of the Association's management. Such schedules have been subjected to the auditing procedures applied in our audits of the basic financial statements and, in our opinion, are fairly presented in all material respects in relation to the basic financial statements taken as a whole. May 13, 1994 • Deloittebuche Tchmatsu International sfasset Exhibit A BROOKLYN CENTER FIRE DEPARTMENT RELIEF ASSOCIATION SPECIAL FUND STATEMENTS OF NET ASSETS AVAILABLE FOR BENEFITS DECEMBER 31, 1993 and 1992 1993 1992 ASSETS Investments (Note 4): Time Deposits in Commercial Banks $108,542 $17,857 Money Market & Mutual Funds (Net of 1,532,816 1,699,910 Valuation Allowance of $49,806 in 1993 and 1992) United States Government Obligations 459,539 284,157 Corporate Bonds and Debentures 739,510 664,645 $2,840,407 $2,666,569 --- - - - - -- --- - - - - -- Receivables: Interest Receivable 12 10,869 Accounts Receivable 2 1,057 --- - - - - -- --- - - - - -- $14,969 $11,926 Cash $679 $9,020 --- - - - - -- --- - - - - -- Total Assets $2,856,055 $2,687,515 --- - - - - -- --- - - - - -- LIABILITIES Accounts Payable $500 $500 Pensions Payable 7,230 7,230 Accrued Wages Payable 250 250 g Y - - -- - - -- ----- - - - -- Total Liabilities $7,980 $7,980 --- - - - - -- --- - - - - -- NET ASSETS AVAILABLE FOR BENEFITS $2,848,075 $2,679,535 See Notes to the Financial Statements 4 sfchange Exhibit B BROOKLYN CENTER FIRE DEPARTMENT RELIEF ASSOCIATION SPECIAL FUND • STATEMENTS OF CHANGES IN NET ASSETS AVAILABLE FOR BENEFITS FOR THE YEARS ENDED DECEMBER 31, 1993 and 1992 1993 1992 ADDITIONS Ad Valorem Taxes $27,790 $20,790 State of Minnesota: Fire Insurance Premium Tax 64,039 72,110 Investment Earnings: Interest and Dividends 201,846 214,439 Net gain /loss on Sale of Investments (21,791) 7,218 Provision for Loss on Investments (49,806) TOTAL ADDITIONS $271,884 $264,751 DEDUCTIONS Membership Benefits: Service Pensions $63,398 $62,388 Lump Sum Distributions 0 24,577 Spouses' and Children's Benefits 24,372 24,372 - $87,770 $111,337 Administrative Expenses: Officer's Salaries $3,000 $3,000 Audit and Financial 9,757 7,411 Investment Management Fees 2,003 2,000 Dues and Insurance 669 200 Office Supplies 145 165 $15,574 $12,776 - - - - -- -- - - - - -- TOTAL DEDUCTIONS $103,344 $124,113 -- - - - - -- -- - - - - -- NET INCREASE $168,540 $140,638 NET ASSETS AVAILABLE FOR BENEFITS: Beginning of year $2,679,535 $2,538,897 --- - - - - -- --- - - - - -- End of Year $2,848,075 $2,679,535 --- - - - - -- --- - - - - -- --------- --- - - - - -- . See Notes to the Financial Statements 5 gfbalsht Exhibit C BROOKLYN CENTER FIRE DEPARTMENT RELIEF ASSOCIATION GENERAL FUND BALANCE SHEETS DECEMBER 31, 1993 and 1992 1993 1992 ASSETS Investments (Note 4): Money Market Funds $10,042 $9,786 Cash $20,712 $22,360 - - - - - -- - - - - - -- Loan Receivable $0 $1,500 Total Assets $30,754 $33,646 LIABILITIES AND FUND BALANCE S I Fund Balance $ 30 f $ 754 $33,646 - - - - - - - - - - - - - - Total Fund Balance $30,754 $33,646 - - - - - -- - - - - - -- Total Liabilities & Fund Balance $30,754 $33,646 See Notes al e to the Finance Statements n 6 gfchange Exhibit D BROOKLYN CENTER FIRE DEPARTMENT RELIEF ASSOCIATION GENERAL FUND STATEMENTS OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE FOR THE YEARS ENDED DECEMBER 31, 1993 and 1992 1993 1992 REVENUES: Dance $9,497 $8,255 Softball Tournament 6,678 9,763 Interest and Dividends 399 655 Donations 512 Miscellaneous Revenue 478 18 - - - - - -- - - - - - -- TOTAL REVENUES 17,564 18,691 - - - - - -- - - - - - -- EXPENDITURES• Purchase of Equipment 6,335 1,844 Banquets 7,959 7,593 Supplies 3,109 2,748 Donations and Memorials 1,266 1,946 Repairs and Maintenance 338 537 Miscellaneous 1,449 3,152 - - - - - -- - - - - - -- TOTAL EXPENDITURES 20,456 17,820 EXCESS OR (DEFECIENCY) OF REVENUES OVER EXPENDITURES (2,892) 871 FUND BALANCE - JANUARY 1 33,646 32,775 - - - - - -- - - - - - -- FUND BALANCE - DECEMBER 31 $30,754 $33,646 See Notes to the Financial Statements 7 BROOKLYN CENTER FIRE DEPARTMENT RELIEF ASSOCIATION NOTES TO THE FINANCIAL STATEMENTS . FOR THE YEARS ENDED DECEMBER 31, 1993 AND 1992 1. Summary of Significant Accounting Policies A. Fund Accounting The resources of the Brooklyn Center Fire Department Relief Association (the Association) are accounted for in the following funds: Special Fund: Accounts for the accumulation of resources to be used for retirement, dependency and disability annuity payments. Resources include property taxes, the two percent insurance premium tax from the State of Minnesota, and earnings from investments. General Fund: Accounts for the resources other than those in the Special Fund, consisting of membership dues to be used for the good and benefit of the Association as determined by Association bylaws. B. Basis of Accounting The accounting policies of the Association conform to generally accepted accounting principles. The accrual basis of accounting is used for the Special Fund, the modified accrual basis of accounting is used for the General Fund. C. Investments Securities of the federal government and its agencies and corporate bonds and debentures are carried at amortized cost. Other investments are carried at the lower of cost or market value. Dividends are recognized when received. Interest is recognized when earned. 2. Form of Organization The Association was incorporated on December 5, 1949. It operates under the provisions of Minnesota Statutes 69 and 424. It is governed by a board of nine members. Six of the board members are elected by the members of the Association for two year terms. The Mayor, Finance Director and Fire Chief are ex- officio voting members of the board of trustees. 8 3. Financial Reporting Entity The Association has implemented the Governmental Accounting Standards Board pronouncements relating to financial reporting for the entity. For financial reporting purposes the Association's financial statements include all funds, departments, agencies, boards, commissions, and other organizations over which the Association's officials exercise oversight responsibility. 4. Deposits and Investments A. Deposits Minnesota Statutes 118.005 authorizes the Association to deposit cash and to invest in certificates of deposit in financial institutions designated by the governing body. At December 31, 1993, the Association had cash deposits totaling $131,795. Minnesota statutes require that all Association deposits be covered by deposit insurance, surety bond, or pledged collateral. Following is a summary of the combined deposits of the General & Special Funds covered by insurance or collateral at December 31, 1993. Bank Carrying Balances Amount Covered Deposits Insured, or collateralized with securities held by the Association or its agent in the Association's name. $100,000 Collateralized with securities held by the pledging financial institution's trust department or agent in the Association's name. 00 Total covered deposits $100,000 Uncollateralized 31,795 -- - - - - -- -- - - - - -- Total $131,795 $129,933 -- - - - - -- -- - - - - -- -------- -- - - - - -- 9 4. Deposits and Investments (continued) B. Investments Minnesota Statutes 69.775 and 11A.24 authorize and define the types of securities available to the Association for investment. The Association's investments are categorized below to give an indication of the level of risk assumed at year end. (A) securities that are insured or registered, or for which the securities are held by the Association or its agent in the Association's name; (B) securities that are uninsured and unregistered and are held by the counter party's trust department or agent in the Association's name; (C) securities that are uninsured and unregistered and are held by the counter party, or by its trust department or agent but not in the Association's name. Following is a summary of the carrying values of the Association's investments, categorized into the aforementioned levels of risk, along with the market values of the securities, at December 31, 1993. CATEGORY TOTAL - - - - -- - - - - -- CARRYING MARKET A B C VALUE VALUE Investments Govt Obligations $459,539 $459,539 $466,127 Corporate Bonds 739,510 739,510 770,443 $1,199,049 NONE NONE $1,199,049 $1,236,570 --------- - - -- - - -- --- - - - - -- Money Market & Mutual Funds 1,542,858 Cash & Time Deposits (Note 4 -A) 129,933 Total Cash, Deposits & Investments $2,871,840 The Association held three investments (other than U.S. Government and U.S. Government guaranteed obligations) throughout the year and at December 31 which represent 5% or more of the net assets available for benefits. These are the Pilgrim Prime Rate Trust Keystone American Strategic Income Fund, and the Pilgrim Strategic Investment Trust, which are included in the investment detail in Schedule IV. 10 5. Plan Description The Association is the administrator of a single employer public employee retirement system (PERS) established and administered under Minnesota statutes to provide pension benefits for volunteer fire fighters of the City of Brooklyn Center. At December 31, 1993 PERS membership consisted of: Retirees and beneficiaries currently receiving benefits. 34 Terminated employees entitled to benefits but not yet receiving them. 6 Active plan participation: Vested 20 Nonvested 20 Total 80 6. Retirement Benefit An actuarial study was completed during 1993 which developed a schedule of benefit increases which will take effect on January 1, 1994, January 1, 1995, and January 1, 1996. Benefits are less for those members retired prior to that date or for their spouses and children receiving benefits. A. Basic Service Pension for Retired Members Upon approval of an application therefor, a monthly service pension based on Table 1 below per month for each year of active service with the Fire Department shall be paid to each retired member during the remainder of his or her natural life; provided, however, that for purposes of computing such service pension, no retired member shall be given credit for more than 30 years of active service with the Fire Department. Table 1 PER YEAR OF SERVICE Effective Monthly Benefit Lump Sum Date of Retirement Level Level 1/1/94- 12/31/94 $24.50 $3,500 1/1/95- 12/31/95 $25.50 $3,750 1/1/96- 12/31/96 $26.50 $4,000 B. Basic Service Pension for Previously Retired Member Effective January 1, 1994, the service pension for a previously retired member, or any benefits in pay status to a surviving spouse of a previously retired member before January 1, 1994, shall be increased by ten percent (10 %). 11 6. Retirement Benefit (continued) C. Basic Service Pension for Deferred Pensioner A member who is otherwise qualified for a service pension but who has not reached the age of 50 years may retire from the Fire Department without forfeiting the member's right to such pension. Upon approval of an application therefor, the deferred pensioner shall receive a pension based on Table 1 above multiplied by such person's years of active service with the Fire Department and further multiplied by the decimal equivalent of the applicable percentage determined from the following table: Years of Applicable Service Percentage 10 60 11 64 12 68 13 72 14 76 15 80 16 84 17 88 18 92 19 96 20 and beyond 100 D. Permissible Forms of Benefit: Any retired member, deferred pensioner or early retired member may elect to receive any pension benefits provided in the followin g forms: 1. Straight Life Annuity 2. Lump Sum Distribution 3. Joint and 100% Survivor 4. Joint and 50% Survivor E. Survivor's Benefit: Upon the death of a participant, an amount equal to the greater of (a) the basic monthly service pension which had accrued or (b) the amount shown in table 2 below, shall be paid to the surviving spouse. In lieu of such payments, a lump sum distribution is also available. Table 2 Effective Dates Survivors Monthly Benefit 1/1/94 - 12/31/94 $490 1/1/95- 12/31/95 $510 1/1/96- 12/31/96 $530 12 6. Retirement Benefit (continued) E. Survivor's Benefit: (continued) Children's Benefit: Upon the death of a participant who is survived by a spouse and children, an additional benefit equal to 25% of the surviving spouse's monthly benefit shall be paid for each surviving child under the age of 18, not to exceed 100% of the surviving spouse's benefit. No additional benefits shall be paid if a lump sum distribution is elected. F. Funeral Benefit: A funeral expense benefit of $2,500 will be paid upon the death of a participant, except in instances where benefits are in the form of a lump sum distribution. G. Disability Benefit: None, now covered through Fire Department Disability Insurance. 7. Funding Status and Progress The amount shown below as "pension benefit obligation" is a standardized disclosure measure of the present value of pension benefits, adjusted for the effects of projected benefit increases, estimated to be payable in the future as a result of employee service to date. The measure is the actuarial present value of credited projected benefits and is intended to help users assess PERS funding status on a going concern basis, assess progress made in accumulating sufficient assets to pay benefits when due, and make comparisons among PERS. The measure is independent of the actuarial funding method used to determine contributions to the PERS, discussed in section 8. below. An actuarial update of the pension benefit obligation from a base year valuation study is performed annually. The pension benefit obligation was updated as of January 1, 1994 from an actuarial valuation as of January 1, 1993. Significant actuarial assumptions used include (a) a rate of return on the investment of present and future assets of 5 percent per year compounded annually, and (b) no post retirement benefit increases. 13 7. Funding Status and Progress (continued) At January 1, 1994, the unfunded pension benefit obligation was as follows: Pension benefit obligation: Retirees and beneficiaries currently receiving benefits and terminated employees not yet receiving benefits $1,406,110 Current Employees: Employer- financed vested 1,321,142 Employer- financed nonvested 167,459 Total pension benefit obligation 2,894,711 Net assets available for benefits 2,848,075 (at carrying value, market equals $2,885,586) --- - - - - -- Unfunded pension benefit obligation $ 46,636 The pension benefit obligation increased by $89,556 because of the additional year of service credited to plan members. The pension benefit obligation increased by $253,333 because of the change of benefit provisions that took effect January 1, 1994. 8. Contributions Required and Contributions Made r PERS funding policy provides for periodic City and State contributions at actuarially determined rates that are sufficient to accumulate sufficient assets to pay benefits when due. City and state contribution rates are determined using the entry age normal cost actuarial funding method. PERS also uses this method to amortize the unfunded liability by 1999. City and State contributions totaling $91,829 were made in accordance with actuarially determined contribution requirements determined through an actuarial valuation performed at January 1, 1988. These contributions are required to fund (a) $63,946 normal cost, (b) $19,844 amortization of the unfunded actuarial accrued liability, and (c) $14,000 administration cost. The State contribution was $5,961 less than budgeted and administrative expenses were $429 less than budgeted. Significant actuarial assumptions used to compute contribution requirements are the same as those used to compute the standardized measure of the pension obligation discussed in section 7. above. is 14 8. Contributions Required and Contributions Made (continued) The computation of the pension contribution requirements for 1993 was based on the same actuarial assumptions, benefit provisions, actuarial funding method, and other significant factors used to determine pension contribution requirements in previous years. , 9. Related Party Investments During 1993 and as of December 31, 1993, the Association held no securities issued by the City or other related parties. 10. Ten -Year Historical Trend Information Ten year historical trend information designed to provide information about PERS' progress made in accumulating sufficient assets to pay benefits when due is presented in schedules I and II. 15 (SCHEM ) SCHEDULE I BROOKLYN CENTER FIRE DEPARTMENT RELIEF ASSOCIATION REQUIRED SUPPLEMENTARY INFORMATION PERS ANALYSIS OF FUNDING PROGRESS YEARS 1984 THROUGH 1993 (UNAUDITED) (B) - (A) (A) (B) UNFUNDED NET ASSETS PENSION (A) / (B) PENSION FISCAL AVAILABLE BENEFIT PERCENTAGE BENEFIT YEAR FOR BENEFITS OBLIGATION (1) FUNDED OBLIGATION 1984 $1,495,111 $1,802,411 83.0% $307,300 1985 1,617,640 1,957,865 82.6% 340,225 1986 1,818,046 2,012,304 90.3% 194,258 1987 1,946,629 1,955,685 99.5% 9,056 1988 2,086,031 2,385,246 87.5% 299,215 1989 2,300,599 2,469,110 93.2% 168,511 1990 2,409,110 2,554,707 94.3% 145,597 1991 2,538,897 2,568,341 98.9% 29,444 1992 2,679,535 2,662,919 100.6% (16,616) 1993 $2,848,075 $2,894,711 98.4% $46,636 (1) All amounts for 1985, 1988, 1991, and 1993 are based on an actuarial valuation. Amounts for 1986, 1987, 1989, 1990, and 1992 are based on an actuarial update of the most recent valuation. Fiscal year 1984 is based upon the preceding actuarial report increased by 1.05, net of any known lump sum distributions. Analysis of the dollar amounts of net assets available for benefits, pension benefit obligation, and unfunded pension benefit obligation in isolation can be misleading. Expressing the net assets available for benefits as a percentage of the pension benefit obligation provides one indication of the PERS' funding status on a going concern basis. Analysis of this percentage over time indicates whether the system is becoming financially stronger or weaker. Generally, the greater this percentage, the stronger the PERS. i6 SCHED2 c ) SCHEDULE II BROOKLYN CENTER FIRE DEPARTMENT RELIEF ASSOCIATION REQUIRED SUPPLEMENTARY INFORMATION PERS REVENUES BY SOURCE AND EXPENSES BY TYPE YEARS 1984 THROUGH 1993 (UNAUDITED) REVENUES BY SOURCE FISCAL CITY (1) STATE (1) INVESTMENT YEAR CONTRIBUTIONS CONTRIBUTIONS EARNINGS TOTAL 1984 $32,019 $54,776 $112,474 $199,269 1985 42,400 59 178,051 280,172 1986 41,743 71,067 181,543 294,353 1987 41 78,913 114,483 235,139 1988 26 83,988 139,797 250,528 1989 23,621 85,015 207,540 316,176 1990 24,621 85 160,952 271,220 1991 27,421 70 205,350 303,019 1992 20,790 72,110 171,851 264,751 1993 $27,790 $64,039 $180,055 $271,884 EXPENSES BY TYPE FISCAL YEAR BENEFITS ADMINISTRATIVE TOTAL 1984 $71,314 $13,997 $85,311 1985 144,391 13 157,643 1986 79,241 14 93,947 1987 86,018 20,538 106,556 1988 91,380 19,746 111,126 1989 95,712 5,896 101,608 1990 154,550 8,159 162,709 1991 158,939 14,293 173,232 1992 111,337 12,776 124,113 1993 $87,770 $15,574 $103,344 (1) Contributions were made in accordance with actuarially determined contribution requirements. 17 sched3 Schedule III BROOKLYN CENTER FIRE DEPARTMENT RELIEF ASSOCIATION SCHEDULE OF MEMBERSHIP BENEFITS DURING THE YEAR ENDED DECEMBER 31, 1993 Spouses' & Per Service Children's Total MONTHLY PENSIONS Month Pensions Benefits Benefits Brunsell, Francis $222 $2,664 $2,664 Cahlander, Robert 412 $4,944 4,944 Canfield, Clarence 211 2,532 2,532 Cashman, Robert 209 2,508 2,508 Cichoski, Jerome 124 1,488 1,488 Claypatch, Jack W. 137 1,644 1,644 Considine, C. C. 194 2,328 2,328 Cornwell, Ralph R. 157 1,884 1,884 Davis, Henry 222 2,664 2,664 Draisey, Darwin 124 1,488 1,488 Durland, Esther 231 2,772 2,772 Edling, Charles 148 1,776 1,776 Fox, Robert 175 2,100 2,100 Hannay, William 266 3,192 3,192 Jacobsen, Mrs. Helen 126 1,512 1,512 Jennrich, Richard 252 3,024 3,024 Johnson, Mary P. 211 2,532 2,532 Knight, Richard 173 1,010 1,010 Kolstad, Robert 183 2,196 2,196 Larson, Louis 183 2,196 2,196 Lindman, Allen S. 255 3,060 3,060 Linner, John 246 2,952 2,952 McKinley, Marion 239 2,868 2,868 Manderfeld, Joan 242 2,904 2,904 Mason, Ruth J. 296 3,552 3,552 Miller, Irwin 232 2,784 2,784 Nerburne, George 247 2,964 2,964 Owens, Stanley 282 3,384 3,384 Paulson, Dorothy 242 2,904 2,904 Sandgren, Lial 207 2,484 2,484 Sienko, Wanda 222 2,664 2,664 Swing, Carl 233 2,796 2,796 Vaughn, J. R. 243 2,916 2,916 Vaughn, William $257 3,084 3,084 Total Monthly Pensions $63,398 $24,372 $87,770 Totals (To Exhibit B) $63,398 $24,372 $87,770 18 (INVESTMT) BROOKLYN CENTER SCHEDULE IV FIRE DEPARTMENT RELIEF ASSOCIATION Continued next page SPECIAL FUND - INVESTMENT DETAIL DECEMBER 31, 1993 Pool Premium or Book Market Original Cost Basis Distribution Discount Value Value Coupon Maturity Premium or at of Amortized December December De scription Rate Date Face V alue - Discount Acquisition Principal to Income 31, 1993 31, 1993 TIME DEPOSITS IN COMMERCIAL BANKS Marquette Bank Brookdale 5.00% Demand 108,541.75 108,541.75 108,541.75 108,541.75 MONEY MARKET & MUTUAL FUNDS Prime Cash Varies Demand - 79,524.14 - 79,524.14 - 79,524.14 - 79,524.14 Piper Jaffray Money Market Fund Varies Demand - 1,206.11 - 1,206.11 - 1,206.11 - 1,206.11 John Kinnard Money Market Fund Varies Demand 9,325.80 9,325.80 9,325.80 9,325.80 Amer Adjustable Rate Term 1995 Varies Demand 58,267.40 58,267.40 58,267.40 54,313.00 Amer Adjustable Rate Term 1997 Varies Demand 29,493.55 29,493.55 29,493.55 27,375.00 Amer Adjustable Rate Term 1999 Varies Demand 61,450.00 61,450.00 61,450.00 56,841.00 Amer Adjustable Rate Term 1999 Varies Demand 30,000.00 30,000.00 30,000.00 27,750.00 American New Economy Fund Varies Demand 21,659.01 21,659.01 21,659.01 20,916.00 American Government Income Port Varies Demand 138.53 138.53 138.53 128.00 Amer Opportunity Income Fd Varies Demand 94.38 94.38 94.38 87.00 Amer Select Portfolio Inc Varies Demand 54,000.00 54,000.00 54,000.00 48,150.00 Amer Strategic Income Port II Varies Demand 42,000.00 42,000.00 42,000.00 41,650.00 Income Fund of America Varies Demand 126,673.51 126,673.51 126,673.51 126,187.00 l0 Keystone Amer Strategic Inc B Varies Demand 155,194.66 155,194.68 155,194.68 160,256.87 Keystone Custodian Fund Varies Demand 100,340.49 100,340.49 100,340.49 97,141.00 Keystone B -4 Custodian Fund Varies Demand 61,999.81 61,999.81 61,999.81 63,044.00 Keystone K -1 Custodian Fund Varies Demand 57,291.46 57,291.46 57,291.46 58,870.00 Liberty Term Trust Inc 1999 Varies Demand 91,365.64 91,365.64 91,365.64 78,852.00 RAC Income Fund Inc 3,000 shares Varies Demand 42,630.00 42,630.00 42,630.00 36,900.00 Olympic Finl LTD CV Varies Demand 45,000.00 45,000.00 45,000.00 54,450.00 Pilgrim Prime Rate Trust Varies Demand 196,770.34 196,770.34 196,770.34 176,848.00 Pilgrim Strategic Inv Trust Varies Demand 185,510.08 185,510.08 185,510.08 179,289.00 Piper Jaffray Balanced Fund Varies Demand 70,024.84 70,024.84 70,024.84 70,844.00 Piper Jaffray Growth & Income Varies Demand 65,156.00 65,156.00 65,156.00 65,515.00 Piper Jaffray Sectr Performance Varies Demand 57,109.02 57,109.02 57,109.02 58,814.00 RJR Nabisco Cum Pfd Varies Demand 12,500.00 12,500.00 12,500.00 12,500.00 Royal Investments Inc Varies Demand 44,375.00 44,375.00 44,375.00 41,625.00 TCW Convertible Securities Fund Varies Demand 19,982.55 19,982.55 19,982.55 18,500.00 Travelers Corp Cum PF PFD Varies Demand 25,000.00 25,000.00 25,000.00 27,375.00 Total Money Market & Mutual Funds 1,582,621.84 1,582,621.84 1,582,621.84 1,532,816.42 LESS: Valuation Allowance - 49,805.42 - 49,805.42 Net Money Market and Mutual Funds 1,532,816.42 1,532,816.42 1,532,816.42 BROOKLYN CENTER SCHEDULE IV FIRE DEPARTMENT RELIEF ASSOCIATION Continued next page SPECIAL FUND - INVESTMENT DETAIL DECEMBER 31, 1993 Pool Premium or Book Market Original Cost Basis Distribution Discount Value Value Coupon Maturity Premium or at of Amortized December December Descri Rate Date Face Val - Discount Ac quisitio n Pri ncipa l to Income 3 1, 1993 31 1993 UNITED STATES GOVERNMENT OBLIGATIONS OR AGENCIES - FHLMC MLTCL Series 1560 -C 5.759 5/15/23 50,000.00 - 1,000.00 49,000.00 11.62 49,011.62 49,500.00 FHLMC MLTCL Series 1625 6.008 12/15/08 60,000.00 - 300.00 59,700.00 59,700.00 59,700.00 Federal National Mortgage Assn. 9.008 3/25/13 25,280.93 - 150.00 25,130.93 24.53 25,155.46 26,039.00 Fed Natl Mort Remic 1993 -18 CL 6.508 2/25/08 31,159.43 - 915.88 30,243.55 100.47 30,344.02 30,631.00 Fed Natl Mort Remic 1993 -44 CL 6.508 11/25/22 60,000.00 60,000.00 60,000.00 60,071.00 Fed Natl Mort Remic 1993 -69 CL 5.508 5/25/23 49,714.29 - 360.48 49,353.81 9.08 49,362.89 48,481.00 Fed Nat]. Mort Remic 1993 -118 6.508 10/25/07 25,702.00 200.00 25,902.00 -71.48 25,830.52 25,702.00 Fed Natl Mort Remic 1993 -210 5.008 1/25/23 69,568.59 69,568.59 69,568.59 69,221.00 Govt. Natl. Mort. Assoc. 2974 8.008 12/15/03 25,000.00 156.25 25,156.25 - 19,346.45 - 103.20 5,706.60 5,951.00 Govt. Natl. Mort. Assoc. 3481. 8.008 4/15/04 25,000.00 - 1,000.00 24,000.00 - 21,292.03 652.86 3,360.83 3,903.00 Govt. Hatl. Mort. Assoc. 6473 8.008 8/15/05 100,000.00 - 2,145.36 97,854.64 - 74,410.42 1,374.28 24,818.50 26,941.00 Govt. Natl. Mort. Assoc. 90174 9.508 6/15/09 30,095.00 - 677.14 29,417.86 - 22,614.02 325.27 7,129.11 8,094.00 N O Govt. Natl. Mort. Assoc. 49975 11.008 6/15/11 50,000.00 701.97 50,701.97 - 29,174.95 - 243.00 21,284.02 23,787.00 Govt. Natl. Mort. Assoc. 219912 9.508 8/15/17 49,933.15 499.33 50,432.48 - 41,188.51 - 102.49 9,141.48 9,426.00 Govt. Natl. Mort. Assoc. 219884 9.508 8/15/17 24,942.25 872.98 25,815.23 - 21,692.30 - 172.69 3,950.24 3,505.00 Federal Home Loan Mortgage Bonds 8.008 3/1/07 97,505.55 - 1,462.56 96,042.99 - 81,679.54 811.80 15,175.25 15,175.00 Total U.S. Government Obligations 6 Agencies 773,901.19 - 5,580.89 768,320.30 - 311,398.22 2,617..05 459,539.13 466,127.00 BROOKLYN CENTER SCHEDULE IV FIRE DEPARTMENT RELIEF ASSOCIATION Continued from prior page SPECIAL FUND - INVESTMENT DETAIL DECEMBER 31, 1993 Pool Premium or Book Market Original Cost Basis Distribution Discount Value Value Coupon Maturity Premium or at of Amortized December December Description Rate Date Face Value - Discount Acquisition Princip to Income 31, 1993 31, 1993 CORPORATE BONDS OR DEBENTURES Atlantic Richfield 10.389 7/15/95 50,000.00 - 437.50 49,562.50 369.24 49,931.74 54,315.00 Commercial Federal Sub Notes 10.259 12/15/95 43,000.00 43,000.00 43,000.00 44,720.00 CM International Inc Euro 13530 0.009 9/11/00 100,000.00 - 48,889.40 51,110.60 8,529.96 59,640.56 73,000.00 Delta Airlines Notes 8.259 5/15/96 30,000.00 1,531.30 31,531.30 - 339.87 31,191.43 30,732.00 General Electric Capital Corp 8.009 3/15/18 30,000.00 - 184.70 29,815.30 14.20 29,829.50 30,241.00 Green Tree Accep Sub Note 10.259 6/1/02 30,000.00 3,902.80 33,902.80 - 292.45 33,610.35 34,500.00 Leucadia Natl Corp SR Sub Note 10.389 6/15/02 65,000.00 7,802.80 72,802.80 - 711.85 72,090.95 72,475.00 MCA 1992 -1 Multi Family 10.259 2/20/01 50,000.00 50,000.00 50,000.00 50,000.00 N Mcdonnell Douglas Corp Notes 7.889 1/15/97 10,000.00 2.80 10,002.80 -2.80 10,000.00 10,000.00 F-' Mcdonnell Douglas Gen Term Notes 7.509 7/15/00 50,000.00 50,000.00 50,000.00 50,668.00 Money Funding Euro #18409 8.259 10/29/96 50,000.00 - 3,747.20 46,252.80 1,572.97 47,825.77 53,000.00 Moore McCormack Bonds 8.889 7/15/01 27,000.00 27,000.00 27,000.00 27,852.00 New England Life Euro Bond 0.009 2/1/99 105,000.00 - 44,882.60 60,117.40 10,907.15 71,024.55 73,500.00 Norwest Financial Inc Sr Notes 7.259 11/1/95 10,000.00 502.80 10,502.80 - 136.25 10,366.55 10,476.00 RJR Nabisco Sr Notes 8.009 1/15/00 30,000.00 377.80 30,377.80 30,377.80 29,325.00 Travelers Corp Conv 8.329 3/10/15 25,000.00 - 1,687.50 23,312.50 113.55 23,426.05 25,356.00 U.S. Air Equip Cert Trust Ser G 9.959 1/1/95 35,000.00 1,840.30 36,840.30 - 741.54 36,098.76 35,263.00 Westinghouse Credit Med Term Not 9.309 6/7/99 60,000.00 4,655.60 64,655.60 - 559.87 64,095.73 64,950.00 Total Corporate Bonds 6 Debentures 800,000.00 - 79,212.70 720,787.30 0.00 18,722.44 739,509.74 770,433.00 TOTAL INVESTMENTS (TO EXHIBIT A) 3,130,465.77 - 311,398.22 21,339.49 2,840,407.04 2,877,918.17 Council Meeting Date 07/11/94 3 City of Brooklyn Center Agenda Item Number / Request For Council Consideration • Item Description: RESOLUTION APPROVING PURCHASE AGREEMENT FOR IMPROVEMENT PROJECT NO. 1992 -29 (STORM WATER POND) Department Approval: Diane Spector, Director of Public Services Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Summary Explanation: (supplemental sheets attached Evergreen Land Services has negotiated a purchase agreement with the property owners at 4106 65th Avenue North, Willard and Rita Bartos. • This agreement is based on a appraised value of $78,500. This offer is acceptable to the property owners, and they have signed the agreement. The date of closing has not yet been established but is expected to be around the end of July. The City Attorney is working with Evergreen and Public Services staff to review and finalize all details. Previous Council Action The Council on March 14, 1994, approved a resolution which provided for the negotiated purchase of real property for projects 1992 -29 and 1993 -18. This resolution authorized the City Manager to negotiate with the owners of the properties to be acquired for this project, and directed him to offer to the owners the amount determined by appraisal and review appraisal. Such purchase agreements are subject to approval and ratification by the City Council. Recommended City Council Action: As all parties agree to the sale of the properties for their appraised value, a resolution is provided that approves and ratifies the purchase agreements. • Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION APPROVING PURCHASE AGREEMENT FOR IMPROVEMENT PROJECT NO. 1992 -29 (STORM WATER POND) WHEREAS, by Resolution No. 93 -105 adopted on June 28, 1993, the City Council ordered the construction of a storm water pond in the southwest quadrant of I94 and Brooklyn Boulevard, Improvement Project No. 1992 -29; and WHEREAS, by Resolution 93 -188 adopted on October 25, 1993, the City Council ordered construction of a Park and Ride Facility on behalf of Metropolitan Transit Commission, on the northwest corner of Brooklyn Boulevard and 65th Avenue North; and WHEREAS, by Resolution No. 94 -53 adopted on March 14, 1994, the City Council authorized the City Manger to negotiate the purchase of these properties, and directed the City Manger to offer to the property owners the amount determined by appraisal and review appraisal; and WHEREAS, the owners of the property at 4106 65th Avenue have accepted the City Manager's offer of the appraised value, and have executed a purchase agreement to that effect. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that: 1. The terms of the purchase agreements are hereby approved. 2. The City Manager is directed to proceed with the purchase of the property at 4106 65th Avenue North. 3. The City Manager and Mayor are authorized to execute the purchase agreements. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date 7/11194 3 City of Brooklyn Center Agenda Item Number Request For Council Consideration • Item Description: Licenses Department Approval: 2 6wy� *Iyq� Sharon Knutson, Deputy City Clerk Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Approve licenses. Summary Explanation: (supporting documentation attached Yes ) • City of Brooklyn Center Licenses to be approved by the City Council on July 11, 1994: AMUSEMENT DEVICES - OPERATOR Beacon Bowl 6525 West River Road Brooklyn Center Community Center 6301 Shingle Creek Pkwy. Lynbrook Bowl 6357 North Lilac Drive Scoreboard Pizza 6816 Humboldt Ave. N. City Clerk AMUSEMENT DEVICES - VENDOR American Amusement Arcades 850 Decatur Ave. N. City Clerk ALI GARBAGE AND REFUSE COLLECTION VEHICLES Browning Ferris Industries 9813 Flying Cloud Drive p Q Twin City Sanitation 279 Meadowwood Lane City Clerk MECHANICAL SYSTEMS Quality Air, Inc. 7907 5th Street NE a •ci �-c�( Building Official Qj/— RENTAL DWELLINGS Renewal: KMS Management, Inc. Shingle Creek Apartments / Patsy Stuva and Rickie Stuva 6413 Brooklyn Drive Director of Community Development SIGN HANGER Stillwater Sign Co. 804 West Laurel Street { Building Official General Approval: Sharon Knutson, Deputy City Clerk