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HomeMy WebLinkAboutApril 4, 1994 Work SessionCITY OF COLUMBIA HEIGHTS 590 40th Avenue N. E. Columbia Heights, MN 55421-3878 (612) 782-2800 Mayor Joseph Sturdevant Councilmembers Donald G. Jolly Bruce G. Nawrocki Gary L. Peterson Robert W. Ruettimann City Manager Patrick Hentges NOTICE OF OFFICIAL MEETING Notice is hereby given that au official is to be held in the City of Columbia Heights as follows: meeting Meeting of: ' Date of Meeting: Time of Meeting: Location of Meeting: Purpose of Meeting: MAYOR, CITY COUNCIL, AND CITY MANAGER MONDAY, APRIL 4, 1994 8 P.M. CONFERENCE ROOM WORK SESSION AGENDA 1. CITY ATTORNEY APPOINTMENT STATUS 2. SHARED RIDE ADMINISTRATION 3. AMBULANCE SERVICE STUDY STATUS 4. POLICE OFFICER CONTINGENCY FUNDING 5. CITY COUNCIL CHAMBER IMPROVEMENTS 6. ADJOURNMENT The City of Columbia Heights does not discriminate on the basis of disability in the admission or access to, or treatment or employment in, its services, programs, or activities. Upon request, accommodation will be provided to allow individuals with disabilities to participate in all City of Columbia Heights' services, programs, and activities. Auxiliary aids for handicapped persons are available upon request when the request is made at least 96 hours in advance. Please call the City Council Secretary at 782-2800, Extension 209, to make arrangements. (TDD/782-2806 for deaf only) "SERVICE IS OUR BUSINESS" EQUAL OPPORTUNITY EMPLOYER CITY OF COLUMBIA I-[EIGHTS TO: FROM: DATE: RE: MAYOR AND CITY COUNCIL PAT HENTGES, CITY MANAGER MARCH 31, 1994 CITY ATTORNEY ARRANGEMENT'S'" At the Work Session of April 4, 1994, I request that we discuss the City Attorney contract including the following: 1) City Attorney Interviews: I would like your reactions or perceptions on the three candidates who were interviewed. Determine your desire to interview additional candidates. 2) Retainer Negotiations: I would propose to discuss the possibility of further negotiating minimum retainer along the lines as outlined in the attached hereto. Essentially, the retainer amount would be based upon 252 hours annually. Other items being billed on an hourly rate basis, with the rates established by level of expertise needed for the legal work. 3) Three Year Average Retainer: Attached please find a review of the City's legal costs for the past three years. Barna, Guzy, and Steffen have proposed taking the legal services for both prosecution and general work on a retainer based on a three year average, of the City's legal cost. The retainer would exclude labor/employment issues, city litigation, and jury trials. The City has a fairly good history on litigation. However, it is difficult to determine the amount of time spent on self-insurances, litigation issues, or jury trials. Labor/employment issues have typically been independently contracted to a variety of firms. 4) Extension of Current City Attorney Arrangements: I have given Greg Woods the verbal commitment to extend our services with his firm under the arrangements that litigation, and general city work would be billed on an hourly basis. However, because of his staffing needs, prosecution would be continued only with a $3,000 per month retainer for case coordination/paralegat work and an hourly basis for actual attorney time. Prosecution service would extend for a minimum period of six months with a 90 day cancellation notice. s) In-House City Attorney: I would like to discuss your interest to proceed with wage/job description establishment and interviews for an in-house city attorney staffing. Alternatively, City Staff could contact local individuals about a combination contract/employment arrangement, whereby a person may only practice law on a part time/limited basis, such as a private practice attorney looking towards retirement or to trim back his o'r her practice. 6) City Prosecution: It would be my intention to schedule individual interviews with the City Prosecutor candidates. I would include police staff in on the interview process. After the interviews are concluded, City Staff would recommend three candidates for City Council interviews. cb RETAINER MINIMUM ESTIMATE ITEMS INCLUDED IN RETAINER: -Attend Regular City Council Meeting Estimate 24 at 4 Hours -City Council Meeting Agenda Packet Review/Follow up Call to City Manager -Attend Charter Commission Meetings; Estimate Four Meetings at 1 1/2 Hours -Attend Planning Commission Meetings on call basis; Two Special Meetings a't 3 Hours -Planning Commission Agenda Review/Pre-Agenda Con- sultation; Estimate Twelve Meetings at 1 Hour -City Contract Review/Signoff, Review Bond/Insurance Requirements, Miscellaneous Contract Amendment Rewrite -Consultation on Agenda Preparation Including Motion Wording, Miscellaneous Written Preparation, Amendment Changes/Wording on Ordinance and Resolution -Weekly Consultation with City Manager, Estimate Every Other Week Meeting at 1 Hour -Preparation of Quarterly Report of Status of Litiga- tion, Important Judicial Holdings Issues Affect- ing Municipalities or New State/Federal Legis- lation, Four Times per Year -City Department Consultation, On Call Basis Fire/Housing, 5 Hours Police,. 5 Hours Public Works, 10 Hours Building/Zoning, 10 Hours Finance, 5 Hours Other Departments, 5 Hours Estimate Total Annual Hours: 96 hours annually 24 hours annually 6 hours annually 6 hours annually 12 hours annually 24 hours annually 12 hours annually 24 hours annually 8 hours annually 40 hours annually .252 Hours ITEMS NOT UNDER RETAINER: -City Litigation: (Billed under Case Number Reviewed by City Manager) -Self Insurance Claims Administration/Collection: (Billed under Separate Claim Number, Reviewed by Finance) -Draft Ordinance Preparation Agreements, Contracts, Other Documents: (Billed by Items/Hours,Reviewed by City Manager) -Researching/Submitting Formal Legal Opinions: (Billed by Items/Hours, Pre-Approved by City Manager) -Eminent Domain Proceedings: (Billed by Case, Reviewed by City Manager) -Real Estate Transfers/Document Preparation, Filings, Etc.: (Billed by Case, Reviewed by City Manager) -City Prosecution: (Billed Under Separate Contract) o o oo 0 0 CO JIM A. KORDIAK County Commissioner District #4 The Honorable Joseph Sturdevant Mayor, City of Columbia Heights 590 40th Avenue NE Columbia Heights, MN 55421 UNTY OF ANOKA Office of the County Board of Commissioners GOVERNMENT CENTER 2100 3rd Avenue. Anoka, Minnesota 55303-2489 (612) 323-5680 March 1, 1994 I~',AR.,° 1994 ,~ANAt~ER ¢l"~Y OF ~LUM~tA HDGHTS Dear Joe: This letter is in response to the letter submitted on your behalf by Patrick Hentges, City Manager, requesting additional funding to cover the 1993 cost overruns incurred by the Shared Ride Transportation program in the amount of $18,244.83. After careful consideration of your request, I am preparing to submit a resolution to the Anoka County Board of Commissioners requesting we assist in subsidizing this overrun in the amount of $13,538.00. This amount exceed the $9932.89 ($24,935.83 x 2/3 = $16,623.89 - $6,6691 = $9932.89) by $3,605.11 and represents the maximum amount the funding formula would have provided based on your original cost overrun estimates and is the amount that has been set aside in the Transit budget. As a part of the resolution I will formally separate Anoka County from providing the Shared Ride program with local match dollars in 1994. We will, however, honor our commitment to give the City of Columbia Heights a dollar amount allocated on a per capita basis that directly reflects the administrative dollar amount spent by Anoka County on the Traveler service as was suggested by Mr. Hentges at the work session held on August 24, 1993. The 1994 administrative budget would allow for a maximum payout of $7,230.00 with this number adjusting accordingly if the entire budget is not spent. This would be payable after the 1994 budget year is closed. Further information on this formula can be found in the memo Mr. Hentges dated August 31, 1993. I will have a resolution prepared for presentation to the County Board at the earliest opportunity available to me'. Assuming a favorable vote by my fellow Commissioners, you will receive a check for 1993 cost overruns shortly thereafter. Sincerely, JK:pd Anoka County Commissioners E1 Tinklenberg, Anoka County Margo LaBau, Anoka County Tim Kirchoff, Anoka County Jim Kordiak Anoka County Commissioner Columbia Heights City Councilmembers Pat Hentges, City of Columbia Heights ~41h"~a Magee, City of Columbia Heights CITY OF COLUMBIA IzI~IGHTS TO: FROM: DATE: RE: MAYOR AND CITY COUNCIL PAT HENTGES, CITY MANAGER~ MARCH 31, 1994 AMBULANCE STUDY Here is rough draft information on the ambulance study. We will be meeting with the State and Health One on Wednesday, April 6th, at 10 a.m. I would like to review this information with the Council at the work session. cb Attachments The cun'ent role of the Columbia Heights Fire Department of first responder as Emergency Medical Technician Defibrillator (EMTD) is becoming more common in the fn'e service. A survey was conducted in 1992. Of the 285 depathiients represented, 51% of the Paid Departments had instituted EMTD programs. Emergency response has been the primary focus of this depa~iment since it started. In 1974, we had 527 rescue/medical calls; in 1993, we had 1372 rescue medical calls. The increase in the EMS service delivery has required the need for increased levels of training to EMT's. Today, all members that are through their probationary periods are EMT's. We started the EMTD program in early 1985 with only the full-time personnel being trained to that level as advised by our Medical Director. The rapid response to citizen's requests for help is a fundamental component of the current EMS system. The study of the 285 departments across the United States revealed 49% of the Paid Departments provide transport. If the decision is made to shift the transport of patients to the Fire Department from Health Span, a logical, orderly method must be designed. This method would include the acquisition of one more vehicle, the training of personnel, the addition of personnel, the identification of appropriate fees, and a time table for implementation. Once units were available for service and additional personnel were hired and trained, we could then assume the transportation of BLS patients only. Unexpected ALS Procedures on Non-Em-Amb Calls This study reported that 1.8% of patient initially dispatched as BLS later required or involved ALS intervention. 1. Will the BLS personnel always recognize a situation requiring ALS and request ALS support? o If an ALS situation is recognized, other factors may preclude the BLS personnel from requesting ALS support such as, short transport time or the unavailability of a close ALS unit. It is possible that an all ALS system would provide better patient care by providing a universally higher level of care to all patients from the time of the first EMS arrival to the patient. September 93 30 18 41 31 90 October 93 31 15 48 30 93 November 93 30 22 37 17 76 December 93 31 31 50 28 109 January 94 31 28 41 31 87 TOTAL 153 114 217 137 455 October 93 Calls between 4:45 p.m. and 8:00 a.m. 21 Occurrences of more than one call at same time 8 December 93 Calls between 4:45 p.m. and 8:00 a.m. 37 Occurrences of more than one call at same time 8 September 93 20 3 4 3 5 6 October 93 15 1 9 7 7 9 November 93 21 1 1 2 3 9 December 93 25 2 6 6 3 8 January 94 24 2 3 3 3 5 I1 tl II II ~ It CO QO "~ Clg ~ "~ ':~ II tl II C~ CO "~ ,,--i ~ 0 0 Il ~ Il tl I1 11 tl Ii ~ 11 I1 II ~ Il 0 0 0 0 0 0 0 It II~ 11 0 0 0 0 0 0 0 tl II 0 ~ II " , tl JJ ~ JJ~ ~ ~ ~ ~ ~ ~ ,~ ~ ~ ~q ~ ~ ~ 11 II tt II It II IJ tl II It Jl II 11 It II tl .... 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Illl .......................... till ~ ~ ~ ~ II :Im ~ m ~ ,: m ~ BLS Option #1 Start transport of BLS patients Start-up Cost - AMBULANCE Purchase additional ambulance @ $90,000 Cost to be spread over 9 years $10,000 per year Back-up Ambulance $ 10,000 Medical Advisor 5,000 Hire three Firefighter/Paramedics (see NOTE) OR 130,000 Promote three Volunteers to Full-Time Stares Bookkeeping 4,000 Overtime for Callback of Paid Firefighters 8,000 Higher Pay for Volunteers on Runs 8,000 Computer Program for Billing 1,000 NOTE: There are currently many Firefighter/Paramedics seeking full-time employment with fh'e departments that run EMS Service. ALS Option Transport of all patients Start-up Cost AMBULANCE Purchase additional ambulance @ $90,000 Cost to be spread over 9 years: $10,000 per year Ambulance supplies: $10,000 Have Public Hearing - - - Back-up Ambulance, fully equipped (see above) $ 20,000 Medical Advisor 10,000 Hire three Firefighter/Paramedics 130,000 Train three Current Employees to Paramedic 8,400 Overtime Callback during Employee Paramedic 5,000 Training Bookkeeping 8,000 Higher Pay for Volunteers on Runs 8,000 Overtime to Cover Second Alarms 8,000 Computer Program for Billing 1,000 OPTION :gl OPTION #2 TOTAL TOTAL DIFFERENCE $166,000 $198,400 $ 32,400 Fire Chief Recommendation: If transporting, ALS is recommended over BLS, for the little cost difference. ALS Option #3 Transport of all patients Start-up Cost AMBULANCE Purchase additional ambulance @ $90,000 Cost to be spread over 9 years: $10,000 per year Ambulance supplies: $10,000 Have Public Hearing - - - Back-up Ambulance, fully equipped (see above) $ 20,000 Medical Advisor 10,000 Hire six Firefighter/Paramedics 260,0(X) Bookkeeping 8,000 Computer Program for Billing 1,000 OPTION g2 OPTION #3 TOTAL TOTAL DIFFERENCE $ 198,400 $ 299,000 $ 100,600 Fire Chief Recommendation: If transporting, ALS is recommended over BLS, for the little cost difference. Option gal A. Columbia Heights Fire Department Continue to respond to all calls as always B. Healthspan to Transport C. Healthspan to: 1. replace at no cost all supplies used by Columbia Heights Fire Department. reimburse Columbia Heights Fire Department when Firefighter/EMT's are requested to ride the ambulance for patient care. 3. reimburse Columbia Heights Fire Deparm~ent when extrication tools are used. 4. provide the monthly and specialized training to keep EMT's certified, at no cost. 5. provide a Medical Director, at no cost. CITY OF COLUMBIA HEIGHTS TO: FROM: DATE: RE: MAYOR AND CITY COUNCIL PAT HENTGES, CITY MANAGER MARCH 31, 1994 CITY COUNCIL CHAMBER IMPROVEMENTS I would like to discuss the Council's interest in proceeding with City Council Chamber improvements. Bill Elrite spoke with Dale Winch at Anoka County. As you are aware, the County is in the process of remodeling space at the Court House to enable them to move the court from Columbia Heights to Anoka. Mr. Winch's best guess is that the space in Anoka will not be ready for occupancy until late September of this year. Beyond that, he does not have any real true idea when the court will be moving out of City Hall. Today, I spoke with Jane Morrow, Court Administrator, and she had indicated that we should plan on the courts being in City Hall through December, 1994, with the space not being scheduled for use in 1995. cb [MUfgT ~E CO.~LETED IN tN~~, OK TYPED P ERFOP~MANCE EVALUATION NAME Pat PERIOD COVERED BY EVALUATION: Statement of Purpose The basi~ purpose of this evaluation is to assist in the growth of the employee so that exemplary standards may be achieved with regard to the assigned responsibilities and so that the employee, with satis- faction, provides effective and efficient leadership to the City. Contin- uence in the position and compensation shall also be related to this evalua- tion. ]ntroduction The fol]owing instrument is used to assist the employee in ach- ieving maximum potential in this chosen profession. It is used by the em- ployee for the purpose of analyzing self-growth, and by the employee's super- ior for th~ purpose of supervision of growth. While the instrument itself may be discussed infrequently, the items which it contains should be part of the professional thinking throughout the year. Instructions One appraisal form should be completed by the eva]uator, and another by the appraisee. Both forms will provide the basis for the evalua- tion conference. 1. Rate the list of major areas of responsibility. 2. Rate the specific "position targets" for this year. 3. Rate the performance factors. 4. Use explanation sheet to give specific reasons why you checked 1, 2, 4, or 5 of the evaluation code. 5. Submit completed self-appraisals to evaluator. To Eva]uator: 1. Establish with the employee identification of "target objectives': for a given year. 2. Provide appraisee help and assistance as necessary. 3. Analyze appraisee's self-appraisals. 4. Use explanation sheet to give specific reasons why yau c]~ecked 1, 2, 4, or 5 of the evaluation code. 5. Hold an evaluation conference with the appraisee. Signatures Signatures indicate completion of evaluation process. If the appraisee is in disagreement with the appraisal, a statement of this posi- tion ma5' be attached. Appraisee Date Evaluator Date Reviewed by City Manager Date City Manager PART I SCOPE OF JOB -- MAJOR AREAS OF RESPONSIBILITY Instructions: To Appraisee -- Major areas of responsibilities (scope of Job) are listed. Indicate extent of achieve- ment in each. (Self-appraisal) To Evaluator -- Indicate an estimate of accomplishment in each. (Evaluator's evaluation). Evaluation code: Use the number that best describes extent of achievement. Unsatisfactory Outstanding 1 2 3 4 5 For MAJOR AREAS ! 1. The City Manager is responsible to, and implements the policies and directives of, the City Council and serves as technical advisor to the Council and other City boards and commissions. 2. The City Manager has executive responsibility for planning, organizing directing, coordinating, & supervising all department activities of the City to assure an effective and economical system for delivering services to the community. 3. Develops an efficient administrative organization and an effective manage- ment system for all departments within the City's operating work units. 4. Develops staff recommendations regard- ing policy matters for consideration by the City Council; to include avail- able alternatives. 5. Supervises the recruitment and of personnel. Also assigns, trains, and supervises City personnel and main- tains an effective program of continued employee growth and development. Represents the City in regard to local metropolitan and state activity of con- Cern to the community and establishes and maintains an effective system of communication for the City (media, civic groups, legislature, etc.) City Manager PART ! SCOPE OF JOB -- MAJOR AREAS OF RESPONSIBILITY Instructions: To Appraisee -- Major areas of responsibilities (scope of Job) are listed. Indicate extent of achieve- merit in each. (Self-appraisal) To Evaluator -- lndicate an estimate of accomplishment in each. (Evaluator's evaluation). Evaluation code: Use the number that best describes extent of achievement. Unsatisfactory Outstanding 1 2 3 ~ 5 For For Evaluator MA30R AR~S Ii' 1. The City Manager is responsible to, and implements the policies and directives of, the City Council and serves as technical advisor to the Council and other City boards and commissions. 2. The City Manager has executive responsibility for planning, organizing directing, coordinating, & supervising all department activities of the City to assure an effective and economical system for delivering services to the community. 3. Develops an efficient administrative organization and an effective manage- ment system for all departments within the City's operating work units. 4. Develops staff recommendations regard- ing policy matters for consideration by the City Council; to include avail- able alternatives. 5. Supervises the recruitment and s of personnel. Also assigns, trains, and supervises City personnel and main- tains an effective program of continued employee growth and development. 6. Represents the City in regard to local, metropolitan and state activity of con- Cern to the community and establishes and n~intains an effective system of communication for the City (media, civic groups, legislature, etc.) City Manager HAJOR AREAS 7. Supervises the plannlng, develop- ment and implementation of the City's annual budget and assures that supporting data and informa- tion i~ available to the City Counc i 1. 8. Negotiates on behalf of the City' with various bargaining units and participates in metropolitan joint negotiation efforts; and, further- more, attempts to represent the City's best interests in dealing in collective bargaining issues. 9. Prepares City Council meeting agendas and assures the development of supporting information and docu- mentation. Advises the City Council as to financial needs of the City government and recommends a long- /~Y range capital improvement program based on community needs and avail- able financial resources. lO. Assures the implementation, and adherence to, the City's employee performance evaluation program and wage compensation program. 11, Performs the duties of City Manager with considerable latitude for in- dependent action, judgement and de- cision-making under broad policy guidance of the City Council and is reviewed through meetings, re- ports and observation of the results obtained. PERFORMANCE EVALUATION - PART I 2o o o o I believe my implementation and follow through on City Council questions has been timely and attentive. During the first six months on the job, I was somewhat nervous to responding publicly to City Council questions or presenting information at City Council meetings. This is somewhat attributed to the rather "free-flowing" nature of our City Council agenda. However, I believe my informal contact with City Council members has been productive, but I need to continue to initiate more contacts, so as to have a greater appreciation of individual City Council concerns or better define the information needed to develop final decisions on matters. I've made a solid adjustment in my position in terms of establishing leadership and confidence of the division/department heads. My style fits in well with the staff. Overall, my administrative organization enables an effective and efficient system for all departments to operate within. I do spend a considerable amount of time meeting with various individuals and citizens and ~this does pose some problem as to my availability to staff or time constraints with my office schedule. However, I do believe the direct contact and follow through is appreciated by the citizens. I believe my previous municipal and construction experience was considerably more sophisticated in the area of community/economic development, engineering, waste water treatment, water pumping/treatment, and city planning/growth management. Therefore, I feel I can provide sound guidance and offer various alternatives on most sophisticated issues. At times, I do need to more closely review some of the information being submitted through my office. The City's overall employee recruitment and selection system is sound. I realize there is interest on the part of the City Council to recruit as many local employees as possible. City staff is sensitive to your concerns and attempts to give the local citizen the benefit, without destroying the integrity of the overall recruitment system. I have not had an opportunity to recruit or select a department/division level staff member to this point. I maintain an effective relationship with the media and many civic groups. Councitmember Nawrocki participates in most of the legislative and municipal association activities, thus relieving city staff from this time consuming activity. My overall understanding of the city's budget was quickly re-established after two and one- half years out of municipal government. I possess a high level of understanding and knowledge of the fiscal and business side of municipal government. I have worked with City staff in exploring areas of improvement to the City's overall financial system and presentation of budget material. I have in the past been actively involved in labor negotiations in terms of presenting arbitration cases or directly negotiating with bargaining units. Additionally, I have participated in joint negotiations and strategy efforts. I expect my role will be one of guidance and development of strategy as opposed to direct negotiations with the bargaining units. I am currently participating in the Local 49/MMAMA local management committee. I believe the City Council meeting agendas have been ever improving in terms of content, supporting information, and recommendations. The changeover in the personnel has somewhat affected progress in that area. With regards to capital improvement planning and long range financial planning, it appears that the City does not have in place or adhere to any tong range planning principles. This is an area the City Council needs to merge or compromise your philosophies so that City staff can offer techniques, innovations, and programs that improve the City's ability to address emerging issues and better anticipate changes in the future. 10. I have candidly evaluated employee performance. I do believe the City needs to improve its employee performance system by establishing more definable and measurable performance goals and objectives for the non-union, professional employee and the division/department managers. Some of my performance evaluations have reflected this element of change. 11. During my first six months, I believe my overall judgement has been sound on most issues. My recommendations or responses to City Council concerns should have been more decisive. I have had problems during work sessions drawing the City Council to a consensus or direction on particular issues. On the other hand, direction to City staff on most issues has resulted in sound decision- making. EXPLANATION SHEET II. III. IV. PART II POSITION TARGETS VI. VII. VIII. For 1994, I intend to elevate my expectations as to the performance levels of the Depart- ment/Division Heads and improve the overall atmosphere of team work and cooperation between departments and Council staff. In 1994, I could give more attention to improving the budget process, better defining the purpose of insurance reserve, and having a more organized approach to data processing/MIS system. In 1994, the long standing service practices and policies of the City should be brought together in a more organized and documented form. In 1994, I intend to strive for improving the productivity and advance planning/scheduling of City Council meetings and work sessions. In 1994, I will improve my contact with civic organizations and make an effort to be better informed of the concerns of the business community. In 1994, I need to sit down with Bruce Nawrocki and determine that there is no duplication of our efforts in the legislative and association area. In the next few years, I intend to consciously improve my public speaking capabilities so as to be more precise and to the point; and, perhaps in civic settings, be "more interesting" to the audience. From a technology standpoint, I intend to improve my personal computer skills which to this point are elementary in nature. In order to make the organization more "pro~active" in terms of addressing problems or making improvements to the community, the City needs to consider putting in place some type of policy planning program that attempts to address in terms of priority issues. Attached please find an example of issues that could be addressed under a policy planning program. Goals and Ob,iectives for the Coming Year 1993 City Manager Evaluation IV. Sheffield Redevelopment. The Sheffield neighborhood has to some extent dominated my work schedule because the solutions to the problems are multi-faceted and involve participation from most City departments. In order to make effective use of my time, there should be some culmination to the planning efforts for the Sheffield neighborhood. In the event significant improvements to the Sheffield neighborhood were desired in 1994, a final plan and special service efforts would have to be adopted in February and March, 1994. What advice do you have for me in terms of f'malizing the Sheffield Plan? Police Management. Mayor Murzyn specifically requested my assistance and advice on the day-to-day operations of the Police Department. This has been an awkward arrangement, in pan due to the timing of the election and the uncompromising posture of the various parties involved in the dispute. I have formulated my thoughts on what steps need to be taken to put the department back on track. The Mayor and the City Council need to adopt a consensus for resolving Police Department conflicts and should formally define and endorse any continued role of the City Manager in managing the Police Department. What role, if any, should be established for the City Manager in the Police Department? Columbia Heights Pride and Perceptions. I observe that over the past few years, the community and, at times, the city organization are experiencing disengagement from the community pride that was so prevalent and synonymous with Columbia Heights during the '60's, '70's, and early '80's. "Heights' Pride" can be revitalized if the negative perceptions of Heights can be addressed and the positive perception promoted. The city organization, press, and our own citizens at times can be blamed for fostering the perceptions. Does the City Council feel there is a need to put in place an organized community promotion effort to turn the image of Columbia Heights around? Street Rehabilitation. Over the past months, the development of the street rehabilitation program has come up regularly in Council discussions. Unlike previous administrations or Public Works directors, the current City staff feels that a reasonably scaled program of street maintenance and rehabilitation could be put in place to sustain the useful life expectancy of Columbia Heights streets. Though the policies for street reconstruction need to be redefined, I seriously doubt that many reconstructions will occur in favor of upgraded maintenance and mill/overlay alternatives. What would the City Council like to see in terms of a street rehabilitation program? Goals and Ob|ectives for the Comin~ Year 1993 City, Manaeer Evaluation VI. H.R.A. Governance/Management. On a number of occasions, the City Council has posed specific questions to me on why the H.R.A. has t~ken a specific position on an issue or why the executive director is taking a certain course of action. Though, in most cases I am certain of the answer and aware of the circumstances in which the decision is made, I do not directly supervise the executive director or, for that matter, provide policy recommendation to the Board. Though dissolving the H.R.A. Board is one alternative, incorporating the H.R.A. staff into the City's organizational structure would essentially accomplish the same policy continuity that the City Council desires. I believe, in the long term, the ideal would be a community development department created to include inspections, housing/business development into one department under the direction of one supervisor. What should be the City Manager's role in housing/business development or, specifically, the redevelopment issues that are emerging in the community? Long Range Financial and Capital Outlay Planning. Having in place an agreed upon capital improvement plan is a basic responsibility of any city government. Columbia Heights has done an excellent job of planning for its equipment replacement needs, but has straggled with issues associated with reinvesting in its buildings and infrastructure. The City's tax base and financial resources assume a "conservative approach" that is narrowly focused on basic reconstruction needs, with new buildings, park improvements, or infrastructure changes being thoroughly debated. Nevertheless, I feel the city should embark upon a capital planning process whereby our financial resources are precisely matched against our infrastructure needs. If undertaken properly, this process will be time consuming on the part of the City Council, the City staff, and advisory board members. Does the City Council-desire to develop a capital improvement planning process? Citizen/Customer Relations. Columbia Heights has a relatively poor reputation in terms of business relations. We do need to evaluate the capabilities of our staff in dealing with the public. However, there are contractors and businesses that will not operate in Columbia Heights because of some of the special regulatory provisions that are in place or how they have been treated in terms of "red tape." In the long term, we need to develop a "total organizational approach" to serving the general public and the business community. Does the City Council feel that' "customer/citizen relations" is a problem within the city organization? Council Planning. I have had considerable experience and success with goal setting and strategic planning. Such planning has resulted in improved teamwork within the City organization, including more effective management evaluations, improved relations among council members, better council organization, improved board relations/support, and improved morale. A planning effort also gradually tums the City organization from Goals and Ob,iectives for the Comin~ Year 1993 Cit~ Manao_er Evaluation VI. H.R.A. Governance/Management. On a number of occasions, the City Council has posed Specific questions to me on why the H.R.A. has thken a specific position on an issue or why the executive director is taking a certain course of action. Though, in most cases I am certain of the answer and aware of the circumstances in which the decision is made, I do not directly supervise ~the executive director or, for that matter, provide policy recommendation to the Board. Though dissolving the H.R.A. Board is one alternative, incorporating the H.R.A. staff into the City's organizational structure would essentially accomplish the same policy continuity that the City Council desires. I believe, in the long term, the ideal would be a community development department created to include inspections, housing/business development into one depaxixaent under the direction of one supervisor. What should be the City Manager's role in homing/business development or, specifically, the redevelopment issues that are emerging in the community? Long Range Financial and Capital Outlay Planning. Having in place an agreed upon ~apital improvement plan is a basic responsibility of any city government. Columbia Heights has done an excellent job of planning for its equipment replacement needs, but has struggled with issues associated with reinvesting in its buildings and infrastructure. The City's tax base and financial resources assume a "conservative approach" that is narrowly focused on basic reconstruction needs, with new buildings, park improvements, or infrastructure changes being thoroughly debated. Nevertheless, I feel the city should embark upon a capital planning process whereby our financial resoumes are precisely matched against our infrastructure needs. If undertaken properly, this process will be time consuming on the part of the City Council, the City staff, and advisory board members. Does the City Council-desire to develop a capital improvement planning process? Citizen/Customer Relations... Columbia Heights has a relatively poor reputation in terms of business relations. We do need to evaluate the capabilities of our staff in dealing with the public. However, there are contractors and businesses that will not operate in Columbia Heights because of some of the special regulatory provisions that are in place or how they have been treated in terms of "red tape." In the long term, we need to develop a "total organizational approach" to serving the general public and the business community. Does the City Council feel that' "customer/citizen relations" is a problem within the city organization? Council Planning. I have had considerable experience and success with goal setting and strategic planning. Such planning has resulted in improved teamwork within the City organization, including more effective management evaluations, improved relations among council members, better council organization, improved board relations/support, and improved morale. A planning effort also gradually tums the City organization from Goals and Objectives for the Comin~ Year 1993 City, Manager Evaluation reactive to being proactive in nature, improves the efficiency of meetings, and eventually promotes a kigher quality of budgeting. A strategic planning or goal setting process may involve a series of informal meetings including an organizational meeting in January, a spring meeting(s) with boards and commissions seeking input on emerging issues, and an August planning meeting whereby goals for the coming year are identified and the budget document introduced. Does the adoption of the strategic planning process, in some format, interest the City Council? Budget Process/Document. I can safely state that the 1994 budget process was a disappointment to most of the Council and the City staff alike. Not alike long range planning, or City Manager evaluation, the City budget adoption is one of the key responsibilities of the .City Council. All successful private businesses have a "business plan" of sorts, and the city budget serves as the municipality's "business plan." Our process and budget system lack important ingredients and approach to making it a usable, understandable, and effective f'mancial guide. The City should take steps to incorporate within the budget system, performance measures for each activity, def'ming service standards, longer range financial projections, and, of course, improved public presenta- tions/understanding of the document. Essentially, these improvements would move the City to a "performance based" budget instead of a "line item" budget. The difference in the two systems centers on improving service efficiency and budget savings versus justifying expenditures on historical spending patterns such as how many pencils were purchased. The GFOA Distinguished Budget Recognition Award is a good starting point for such a budget approach. Does the City Council have further suggestions or wish further information to improve the budget system/process? PART III PERSONAL AND PROFESSIONAL PERFORMANCE FACTORS Parts I and II of the evaluation relate to what is being accomplished. Part III relates to how it is being accomplished. The phrases after the factors are guidelines only, and not all inclusive. Instructions: To Appraisee -- Major performance factors are listed below. Indicate the extent of acbieve- ment in each. To Evaluator -- Indicate an estimate of accomplishment in each area. Evaluation Code: Unsatisfactory 1 Use the number that best describes extent of achievement. Outstanding 2 3 4 5 >hiJ OR AREAS !. Planning -- provides for logical se- quence; shows creativity; indicates al- ternate courses of action. 2. Initiative -- assesses what has to be done and carries it out without dir- ection; ~illingness to make decisions; enthusiasm. 3. Judgment -- recognizes ramifications and implications of problems and deci- sions, recognizes and profits from mis- takes. 4. Motivation -- stimulates others to maximum learning and performance; en- courages new ideas. 5. Human Relations $'k{lis -- open minded, respects opinions and contri- butions of otbers, tactful, fair, inter- ested in others, established high morale, communicates freely with public related to position. (a) staff (b) administra- tors (c) citizens. 6. Professional Knowledge -- keeps abreast of and utilizes new profes- sional developments. 7. Personal Characteristics -- (a) neat, appropriate appearance (b) healthy, on the job daily (c) even tempered, pleasant dis- ~osi~ion For Ap.praiseel 1 For Evaluator I EXPLANATION SHEET PART III PERSONAL AND PROFESSIONAL PERFORMANCE FACTORS EXPLANATION SHEET PART iii PERSOn:AL AND PROFESSIONAL PERFORMANCE FACTORS o PART III PLANNING. I do have considerable expertise in organizational planning and physical planning. This experience if applied properly could expand the city's capabilities in this area. I have offered to the City Council and staff members various techniques or programs that could be put in place to improve the city's ability to address emerging issues or to better anticipate changes in the future. It would be helpful if the City Council provides candid reactions to proposed changes or identifies preferred courses of action or priority in terms of issues or problems be addressed by the City Manager. Ultimately, I would like to implement changes that promote long-range strategic planning, clearer departmental operating plans, marketing strategies for city services, and citizen evaluation of services. INITIATIVE, I believe that I've had no problem assessing the need for changes and carrying out the changes with limited direction. JUDGEMENT. I feel my judgement has been sound. When working with staff, I have been able to place emphasis or importance on the issues that need to be given priority or the issues that have the most profitable gain for their organization or the city. MOTIVATION. I believe my management and leadership style motivates the staff and keeps them focused on the issues most important to the organization. Additionally, my management control of the organization is tempered enough so as not to inhibit creativity or team work within the departments. I believe my contact with city employees, outside organizations or citizens have been met with favorable results. HUMAN RELATIONS SKILLS. I am opinionated in my discussions with staff members, but I am open-minded and respectful of their judgements and opinions. I believe one of my strengths is to lead the organization in a pro-active posture, so as to accomplish new goals for the city and address emerging problems before they become catastrophic issues. I do need to better proof my correspondence, as I dictate most of my letters, reports, or support information. This will make my written communication more understandable or to the point. PROFESSIONAL KNOWLEDGE. I see potential for innovation and consolidation of services in Columbia Heights. The city organization at times seems overly cautious and apprehensive to try new ideas or to initiate discussions of service consolidation with other jurisdictions. I feel that my private sector experience and interest in this area has been somewhat stifled. If we are to have success in this area, the Council has to be on board and supportive of discussions within this area. Overall, my private sector experience and full service city experience has exposed me to most of the services available in public Columbia Heights. PERSONAL CHARACTERISTICS. I believe my appearance and personal temperament has been at all times, professional. Again, my contacts with the outside public and the citizens have been favorable. I have spent considerable time and effort to be active in the community, but for the most part my job and family responsibilities limit some of my activity in traditional civic organizations. PART IV SU~iARY CO~R4ENTS AND EVALUATION Appraisee Comments Evaluator Comments OVERALL RATING: Unsatisfactory 1 2 3 Outstanding 5 CITY OF COLUMBg HEIGHTS TO: FROM: DATE: RE: MAYOR AND CITY COUNCIL Linda L. Magee, Assistant to the City Manager/~~ March 30, 1994 1994 City Manager Salaries Attached are the 1994 salaries (unless noted) of the City Managers of the five communities with populations immediately above and below that of Columbia Heights. As the 1994 Stanton Survey is still in the process of being compiled (and won't be available until late June or early July), information was compiled via a phone survey conducted by City staff. Contact me if you have any questions. cb Attachment cc: City Manager, Pat Hentges 94/28 CITY POPULATION 1994 ANNUAL MONTHLY CAR SALARY ALLOWANCE ANDOVER 16,047 $55,000.** $.29/MILE ANO KA 17, 218 $59,675. $325.00 CHAMPLIN 17,771 $69,445. $100.00 COLUMBIA 18,816 $72,000.* $250.00 HEIGHTS GOLDEN VALLEY 20,889 $88,780. $419/MO. HASTINGS 15,722 $63,108. $.29/MILE HOPKINS 16,391 $73,123. $300.00 OA KDA LE 19,735 73,190. $ 250.00 SOUTH ST. PAUL 20,123 $64,000.* $382/MO. WEST ST. PAUL 19,144 $73,000.* $200.00 WOODBURY 21,392 $73,512. ? AVER. AGE 18,477 $69,530. '1993 Salary **Additional $2,000 per year after 6 months CITY OF COLUMBIA HEIGHTS TO: FROM: DATE: RE: MAYOR AND CITY COUNCIL PAT HENTGES, CITY MANAGER APRIL 15, 1994 BILLIARDS ROOM PROPOSAL FOR 4040 CENTRAL AVENUE We have received a proposal to locate billiards hall at 4040 Central Avenue. In my opinion, the City Ordinances when literally translated pose significant problems and costs to operate such an activity in a central business district in Columbia Heights. Specifically, the requirement fer 300 feet separation between the establishment and a church or school will prohibit a pool hall, arcade, liquor establishment, etc. from locating on the west block of 4000(s) and 4100(s) of Central Avenue. This is because of NEI and/or the VanBuren Street Assembly of God Church is located on the back sides of these blocks. The ordinance specifically states that in considering distances to churches or public school buildings, such distances shall be measured in a straight line from the nearest point of the building in which the licensed business is located or is proposed to be located to the nearest point of the church and public school building. Moreover, the ordinances also in some cases places some operating burdens or restrictions on the business, that may be somewhat unreasonable. For example, it has been a past practice to not only license the business, but also the license each game of skill at $50 per game. In the event the City Council feels it's necessary to revise the ordinance, I recommend that first we establish some amount of discretion or give consideration to actual impact of the business on the church and school vs. using a precise distance. Additionally, you may want to comprehensively amend our ordinance to address the modern versions of arcades or billiard halls that are being proposed. As I read our current ordinance, an "upscale" type of billiards hall has many restrictions on its ease of operation in Columbia Heights. Likewise, a youth leisure center, like Sports Spree at the Moore Lake Commons, would have even more difficulty locating in Columbia Heights. Attached please find information concerning applicable portions of the ordinance. I request that you review them in advance of the Tuesday, April 19, work session. cb Attachments ~.ar, e: Fadd!e & Pool, Inc. Location: 40dO Central Ave. NE Physical Description: The design scheme is brass, oak and green. The room will be carpeted, oak paneling will be used on the walls. Brass accents such as, brass coach lights, will be used through out the room. There will be a "bar" area and seating areas. Coffee, juice and soft-drinks will be served. Food (hotdogs, small pizzas, microwave hamburgers, etc.) will also be served. Food consumption will be allowed only at the bar and adjacent seating area. High- lighted in pi.nk on the floor plan. A pro shop will be located in the storage/office area. The pro shop will be equipped with a cue lathe, used for re-tipping and repairing cues. Used and new cues will'be available for purchase..Alone with various other paraphan- .alia associated with pool, table tennis and darts. Philosophical Descriotion: No one under 18 will be admitted, no exceptions, ID's will be checked. No profane, loud or abusive language will be tolerated. Customers will be expected to conduct themselves in a mature manner. There will be no loitering outside the building, illegal activities will not be allowed. I believe in strict and impartial enforcement of these rules. Employees will be expected to anticapate trouble and stop it before it starts. It is very important to provide a safe and comfortable atmosphere. Women will be escorted to their vehicles after dark. Equipment: Pool Tables - 5ea. 4X8 ft. pool tables, 12ea~ 4 1/2X9 ft. pool tables, 2ea. 5X10 ft. billiard tables and lea. 6X12 ft. snooker table. These are all top of the line Brunswick commercial tables. They are not coin operated and therefore not self-service. Balls must be 'obtained from the counter attendant. The customer is charged for the amount of time they use the table. A computer is used to keep track of the amount of time the table is used and to calculate the amount the customer owes at the end of their rental session. Table Tennis Tables - There are four of these on the floor plan. They are Stiga Elite's, a professional grade table. They are not coin operated and are not self-service. Balls and paddles are provided by the counter attendant. Customers are charged by the hour to play, just like the pool tables. Coin 0per, ted Eachines - There will be six machines. Two dart machines, two pinball machines and two video machines. One of the pinball machines will be an Eightbal~ Deluxe, one of the video machines will be a 1970's Donkey Kong. The main purpose for having these machines is to give our customers something to do while waiting for friends, 'or a table to become available. ~usic - The ~usic will be at a background volume. Customerswill be able to talk over the music, not shout through it. There will either be a juke box or taped ~.usic, jazz, soft-rock, easy listening, and country will be featured. �- - The Owner: Amy Fer�an I have lived in the �-:inneapoli s/St. ?aul area since 1968. I have been a homeowner in �.:inneaoolis since 1986. I worked for NCR Comten from 9-10-79 until 2-11-94� I do not drink, smoke or do drugs, and never have. I play on a woman's pool team. We are the 1993 �-:innesota Wo�an's r-�aster Tea.� Champions and 1993 Valley International Woman's raster Tea:n Champions. After working for the same company for 14 1/2 years,· I felt it was time for a change. I have been researching the poolrooms in the midwest area for several years. �ith the idea of opening a poolroom of -ny own. I have cor.foined the �cod attributes of the poolrooms I have seen, with my own ideas, to co�e up with w�at I believe will be a outstanding poolroo-:, and a asset to the nei;,£�·.·;;or:·:oo::1. and business cor:i"'!u!li ty in whic'.�. i'I'= locate. I am available to answer any questions you may have, and caq be reached at J?8-0?J8. �--"J addre ss is 1039 20th Ave. SE, :�pls, ::!n, 55414. --------·· .. �-�------·- W N E CHAPTER 5 ARTICLE 1 SECTION 1 5.101(1) amended 7/8/91 Ord. #1228 5.1o1(2) amended 7/8/91 Ord. #1228 COMMERCIAL LICENSING REGULATIONS LICENSING PROCEDURES GENERAL PROVISIONS For the purposes of this chapter, "license" shall mean the written authority granted by the City to maintain, operate or conduct a business or commercial establishment, or engage in any trade, profession or occupation or conduct any activity or maintain any premises which are subject to regulation under the police power for which payment of a fee to the City may be required; and "person" shall mean person, partnership, corporation or other association. Applications for all licenses required by this chapter shall be submitted in writing to the Clerk and contain the following information, unless specifically provided otherwise herein: (a) The name and address of the applicant. If the applicant is a partnership or corporation, the names of all partners, officers and all persons with a financial interest in the business. Where there are more than ten (10) stockholders in a company, the applicant shall only be required to name the three shareholders with the greatest financial interest in said company. (b) The specific license desired or applied for, citing the applicable section of this chapter. (c) The proposed location of the licensed activity and the name and address of the landowner at the proposed location if the owner is not the license applicant. (d) An address where legal service of process can be made upon the named licensee during normal business hours. (e) Such further information as is requested and needed for the proper guidance of City officials. 116 SECTION 2 5.1o2 (1) APPLICATION PROCESSING The Clerk shall refer all license applications to the Zoning Administrator f~'ra determination of whether the proposed licensed activity would result in a violation of any provision of the Zoning Code. The Administrator shall provide the applicant with a statement citing any specific violation of the Zoning Code that would result from the issuance of a license at the proposed location. 5.1o2 (2) The applicant shall have the opportunity to amend the proposed location of the license activity so as to comply with the Zoning Code, or to resort to all remedies available to cure the prospective violation and obtain author'ization for said licensed activity through pro- visions of the Zoning Code. 5.1o2 (3) '(a) (~) (c) 5.102 (4) The Clerk shall refer license applications for which an inspection is required to the member of the adminis- trative service charged with the duty of making such inspection. Said official sba!l make a report thereon within ten days of receipt of the application and indicate whether there were any observed violations of ordinances at the proposed location of the licensed activity or whether there is reason to believe that an ordinance violation would result from the license being approved. The official shall specify facts supporting such a belief. If no inspection is conducted within ten days, the City official charged with making such inspection shall report the reason why no inspection was conducted. The inspection report and the license application shall then be returned to the Clerk. The administrative official charged with the duty of conducting any inspection that is required under this chapter is granted the authority to conduct such inspections at any reasonable hour and in a lawful ~t~ rL%% er, For license renewal applications, a report of any in- spection conducted within the twelve months preceding the date for renewal may be utilized and no new inspec- tion is reqdired. The Clerk shall forward all license applications to the Council for consideration of said application. The Council shall review all applications submitted to it and shall have reasonable dis- cretion to approve or deny any application, as allowed by law, subject to the requirements of this chapter as hereinafter provided. -- ~q - The Council may by annual Resolution delegate the authority to approve licenses for all qualified ap- plicants u~der any section or subdivision of this chapter to the administrative service; provided that all qualifi- cations, conditions, and requirements for the issuance of a license shall be enforced. 5.102 (5) Any person who has been refUsed or denied a license under this chapter shall have the right to a public hearing before the Council, to be held within 14 days after such hearing is requested and after five days notice to the license applicant. s.102 (6) If the license application is refused or denied after . a public hearing, the Council shall thereafter provide in writing findings of fact regarding the qualifications of the applicant, the results of any inspection, and specific reasons for denial'of the license application. s. lO3 (1) (a) ~ICENSE CONDITIONS AND REQUIILEM~NTS Licenses or license renewals under this chapter will be subject to the below-n~med.conditions: The term of every license shall be no longer than One year, to ~commence on January 1st or the date of issuance, and expire on December 31st, except where otherwise provided hereinafter. Licenses shall be renewed each year in the same manner and subject to the same conditions as the initial license appli~qation. <b) The location of any licensed business, trade or profession may only be changed upon authorization of ~ the Council, unless otherwise provided by this chapter.. Application for transfer of location shall be made to the Clerk and processed in the same manner as an initial license application. <c) Licenses are not transferable from the named licensee to any other person Without the authorization of the Council. The Council may treat a license transfer'as a new license application and impose application require- ments provided by this chapter. (d) Every license issued pursuant to this chapter shall be conspicuously posted at the location or premises of the licensed activity, or carried by a licensee engaged in a mobile business, trade, or occupation and displayed on demand. lO3 (2) The licensee or license applicant shall consent to a lawful inspection of the licensed premise or premises that are proposed for a licensed activity or business, where such an inspection is authorized by this chapter. (a) (b) This provision shall not abrogate or modify any superior. right under law of an owner or person in possession of the premises to withhold consent to such an inspection where such owner or person is not the licensee or license applicant. The Council may waive the requirement for an inspection where withholding of consent to such inspection is beyond the control of the license applicant. (b) This provision shall not abrogate or modify any superior right under law of an owner or person in possession of the premises to withhold consent to such an inspection where such owner or person is not the licensee or license applicant. The Council may waive the requirement for an inspection where withholding of consent to such inspection is beyond the control of the license applicant. 5.103(3) 5.103(4) 5.105(5) amended 7/8/91 Ord. #1228 (a) (b) 5.103(6) No license shall be issued or renewed for any business, trade, occupation or business activity where such licensed activity would result in a violation of the Zoning Ordinance at the proposed location. The Council may deny license approval where an unfavorable inspection report has been made by the inspecting official. No license shall be issued or renewed to any applicant who has refused to grant consent to an administrative inspection authorized by this chapter, unless such inspection has been waived pursuant to 5.103(2)(b). Annual license fees shall be established by resolution of the Council and may be amended from time to time. Fees shall be paid in full to the Clerk/Treasurer prior to the issuance of the license unless specifically provided otherwise herein. Fees shall not be pro-rated unless specifically authorized herein, or by Council resolution, and are not refundable for any reason, including license revocation, suspension or termination of the licensed activity. On application to the Council, fee requirements may be waived only for good cause under such circumstances whereby the regulatory purposes of this chapter will not be defeated, and the license applicant is a non-profit, charitable or community service organization. In considering distances to churches or public school buildings, such distances shall be measured in a straight line from the nearest pblnt of the building in which the licensed business is located or is proposed to be located to the nearest point of the church or public school building. A public school building shall include any public or private elementary or secondary school regularly attended on a full-time basis by students under the age of nineteen (19) years. 120 Greggory J. Woods COLUMBIA HEIGHTS CITY ATTORNEY 941 Hillwind Rd. N.E. Minneapolis, MN 55432 (612) 572-3471 (612) 571-2418 (Fax) April 5, 1994 Ms. Kathryn Pepin Columbia Heights City Hall 590 40th Avenue N.E. Columbia Heights, MN 55421 Dear Kathryn: Just a note to respond to your memo of March 29, i994. With regard to the Pool Hall Ordinance and the "Arcade" Ordinance. As I told you on the phone, on March 31, 1994, it is my feeling that unless the ordinances are inconsistent in whole or in part they can exist simultaneously. Quite frankly, I think there is language in 5.402 which is not covered in 5.411, dealing specifically with pool halls. My feeling is that the ordinance, unless it is unclear as to which part applies, exists together. The fact that one is more restrictive than the other is not unusual and need not be addressed as though it were inconsistent. With regard to the requirement that the pool hall not be located within 300 feet of any school building or church, it is my feeling that since the City measures in a straight line for all of these requirements it is not only consistent but logical that it be done in this circumstance also. To do otherwise would really mean that if you measured on some other tangent it is possible that you could actually abut a school or a church but because there was no direct line or route thereto the ordinance would not apply. My feeling is that as much as you can draw a straight line and do a radius of 300 feet, it is not only likely but good practice within the City of Columbia Heights as well as other co~unities to do so. I suggest that you enforce the ordinance as you see it. I think you have a good grip on the intent of the ordinance. I can appreciate that under certain circumstances the ordinance creates "hardship" but that in and o~fitself should not restrict the enforcement of the same. /, .truly yours, "SERVICE IS OUR BUSINESS" EQUAL OPPORTUNITY EMPLOYER SECTION 2 5.ao2 5.ao2 (2~ POOL HALLS No person shall operate or maintain a pool hall or pool table'on.any, premises used for a,business or co~ercial activity withqut m license issued pursuant to the provisions of this chapter. A license ap~liCatio~ for operation of pool tables on the same premises as ~ny other licensed business or pro- posed commercial activity shall contain a statement indicattng~ a) the nature of other licensed or proposed business or commercial activity, b) the name'of the licensee or license applicant for such a business, c) d) whether the licensee or operator of the pool hall crt pool tables would have operational control over both business activities, whether the operation of pool tables would be an incident of said other licensed business, or would be an independent separate business sharing the same premises. 5.a02 (3) Applications shall contain a statement of the number of pool tables to be utilized, and whether the tables are coin operated. Applications shall be referred to the Chief of ~he Fire Prevention Bureau and the Buildin~ Inspector for an spection of the premises and a report indicating whether the premises are in compliance with all appli- cable ordinances and regulations, unless the same premises have been previously inspected within the same calendar year in coniunctionwith the issuance of a license any other business or commercial activity. (5) 5.402 (6) Applications under this secti6n shall include a state- ment whether the applicant has ever been convicted for violation of any law relating to gambling activities. Such a conviction maybe grounds for denial of said license application. -. No pool hall licensed under this section shall be located within three hundred feet (300') of any school building or church. ORDINANCE NO. 963 BEING AN ORDINANCE AMENDING ORDINANCE NO. 853, CITY CODE OF 1977, PERTAINING TO ARCADES The City Council'of the City of Columbia Heights does ordain: Section 1: Section 5.411 of Ordinance No. 853, City Code of 1977, passed June 21, 1977, which is currently reserved, shall hereafter read as follows, to-wit: 5.411 (1) No person shall operate an arcade without first paying a license fee and obtaining and having a current license as ~erein provided. The license required under this section shall be in addition to any license or li- censes required to be obtained under any other provision of this Code. ~erm ~~ ~h~ii m~n any building, 5.411 (2) For the purpose of this section, the is a~-least one use or activity the ~tructure or tract of land which has ~roviding of any of the following or any combination of any of the follow- ng amusements: . (a) Billiard, pool, foosball, air hockey or pigeon hole tables; (b) Pinball machines (c) Shooting gallery machines (d) Any electric or electronic device or game patterned after table tennis, hockey, and similar games, including electric rifle or gun ranges (e) Any other mechanical or electrical device which is designed to be played by a contestant or contestants and upon which the con- testants receive a score or rating based upon their performance. ~hich building, structure or tract of land contains ~ or more such · tables, machine d as an "arcade".  usement ' s or devices, hereinafter referred to as de- y~ces, or any combinatmon thereof, shall be define (f) Such devices shall be kept at all times within a building which con- forms to the City of Columbia Heights building code and zoning ordi- nance and which is the primary building on the lot. (g) If the devices are kept within a separate room within a conforming building, or in a separate conforming building connected by an open- ing to another building, such separate room or separate building must be adjacent to and directly connected to the remaining por- tions of the building or separate building as the case may be by an opening not less than ten feet (10') in height as measured from the floor to the top of the opening and not less than ten feet (10') in width. (h) If the building in which such devices are kept is connected to a sep- arate building as referred to in paragraph 5.411(2)(g), such con- nected separate building shall conform to the City of Columbia Heights building code and zoning ordinance for use as an arcade except that no additional automobile parking or bicycle parking racks as provided by paragraph 5.411(7)(e) shall be required for the separate building unless the separate building is also used as an arcade or unless otherwise required by state or local law. 5.411 (3) 5.411 (4) (i) Notwithstanding anything in this section to the contrary,~anY build- pg, structure, or portion thereof, the primary use or activity · providing amusements  f which is the of the referred to herein by ~the use of nine or more of the devices or any combination thereof, ag referred to herein Shall be defined as an "arcade". {~) Notwiths'tanding anything in this section to the contrary, ~ny room ~r portion of a building, the primary use or activity of such room portion of such building is the providing of the amusements re- fred to herein by the use of nine or more of the devices, or any dmbina~ion thereof as referred to herein, shall be defined as an ilarcade if such room or'sUchportion of such building is accessible ~tbe Public by a separate entranc~ in addition to the entrance ~om the remainder of the building. (k) Notwithstanding anything in this section to the contrary, any room or portion of a building, the primary use or activity of such room or portion of such building is the providing of the amusements re- ferred to herein by the use of nine or more of the devices, or any combination thereof as referred to herein, shall be defined as an ~arcade" if such room or such portion of such building is accessible ~0 the public by a separate entrance other than an entrance from the ~emainder of the building. Any person desiring to operate an arcade or to renew his license to con- duct such activity shall file with the Clerk an application on forms pro- vided by the Clerk for that purpose. The application form shall contain the following, together with any other information which the City Manager may require: (a) Name and address of applicant; (b) Address of the proposed arcade, and a diagram of the proposed floor plan of the premises; (c) The name and address of all persons owning or having an interest in the licensed premises and in the proposed business. In the case of a corporation, this ~hall include the names and addresses of the officers and directors of the corporation and all share- holders who own alone or in conjunction with their spouse or child- ren more than 10% of the issued shares of corporate stock; (d) If the licensed business is owned by a corporation, a copy of the certificate of incorporation, articles of incorporation and by- laws of the corporation; (e) The name and address of the manager or managers who will supervise the licensed activity; · (f) Whether any of the persons ~isted in paragraphs (a), (c), or (e) of this subdivision have been engaged in the business of operating an arcade in the last five years; (g) Whether any of the persons listed in paragraphs (a), (c), or (e) of this subdivision have been convicted of a crime or have had an application for an arcade license denied, revoked or suspended within the last five years; (h) The applicant's plan of security for the licensed premises. The license fee shall be for the calendar year and must accompany the license application. The license fee shall be set by annual resolution ~.411 (7) of the Council which may set a higher fee for the first year than for license renewals. Ail applications for licenses shall be referred to the Chief of Police and to such other persons on the City staff as the City Manager shall deDm necessary for investigation and 'recommendation. The persons to ~hom an application has been referred shall make their report and recom- mendations in writing. Upon receipt of the written reports and recommendations, the City Mana- get shall cause to be published in the official newspaper, at least 10 days in advance, a notice of public heaming to be-held by the City Council setting forth the day, time and place when the hearing will be held, the name of the applicant and the location where the business is to be conducted. The application, together with the City Manager's recommendation, shall be submitted to the City Council at the hearing. After the hearing, the Council may grant or deny the license. In granting the license, the Council may impose special conditions if it deems such conditions to be necessary because of particular circumstances related to the applica- tion. Existence of any of the following conditions shall render the applicant ineligible for a license, to-wit: (a) If the applicant or the manager of the licensed business is: (i) under 21 years of age; (ii) an alien; (iii) a foreign corporation; (b) If the applicant, manager, or persons owning the licensed activity: (i) is not a person of good moral character and repute; (ii) has been convicted of an offense which relates to the conduct__ of the licensed business; (c) has operated a similar business elsewhere which operation did not substantially comply with the provisions of this section relating to the manner in which the business is conducted; (d) has been denied a license to conduct a like or similar activity or has had such license suspended, revoked or canceled. Issuance and retention of licenses shall be subject to each of the follow- ing conditions, to-wit: ~av b& license~. ~in arcade that is a primary use of the parcel ~'whichit~S.'loc~%edmay not be-~thin one hundred fifty feet ~50') of a~y residential district or within three hundred feet ~00') of any school or church; ~ ~ ~'-'No premises may be licensed unless sufficient visibility exists from outside the entrance to the premises for a person of average stature to visually survey the entire premises and all possible locations of patrons t},~rein;  c)' The consumption of alcot t beverages, whether classified as in- toxicating or ~o~-intc ~ting, or the use of any control!ed substance upon any peri f the licensed prem ~es is prohl'ited; 5.411 (7) - cont. (d) No person under the age of 17 years shall be permitted to remain ~ on any part of the licensed premises after 10:00 o'clock p.m. unless accompanied by his parent or legal guardian; No person under the age of 14 years shall he permitted to enter or " remain upon any part of the licensed premises unless accompanied by his parent or legal guardian; (f9 Adequate off street parking for automobiles must be provided in com- pliance with the current City Code requirements. Additionally, the licensee shall provide bicycle racks for at least twenty (20) bicycles which shall not be substituted for required a6tomobile parking; (g) The licensed premises shall fully comply with all applicable State and local regulations dealing witb health, zoning and building requirements; (h) The licensee shall be responsible for maintaining order on all parts of tbs licensed premises. ~-i) Only amusements with'a current~-*Alid Columbia'Meights license sticker -.~tached may be offered for use or kept on the licensed premises; (j) No'wagering or betting for a consideration or any other gambling shall be permitted on the licensed premises. (k) The licensed activity shall be conducted in such a manner and located in such a place so as not to be likely to result in injury or dam- age to persons or property in the neighborhood or injurious, annoy- ing or disruptive to patrons of other businesses located in the area. Sound emitted at any point of the perimeter of the licensed premises may not exceed the sound allowed at any lot line in ac- cordance with Section 9.117(9) of this Code. ~(1), ~he applicant or manager designated in the license application shall ~' ~e present on the premises during all times the premises are open.  o new manager may be placed in supervision of tbs premises until e has been approved by the City Council~ (m) ~ ~niformed Columbia Heights peace officer shall be present on the * ~remises during all times that tbs premises are open. No pe~ce ~fficer shall be required to serve on the premises except with ~he approval o~ the Chief of Police and only when 'the licensee has paid in advance for such service. ~(m)~ X"n~consumption. . of food. and beverages upon any part of tbs licensed p~remmses is prohibited. e~o) ~e'Smoking of cigarettes, cigars, pipes, or tobacco in any form -~pon any part of zhe licemsedpremises is prohibited. --(p) If the arcade is an accessory use of the property on which it is ~ ~ ~)~ located, tbs arcade may not be open for business at times when /~ Q ~ tbs primary use of the property is not also open for business. (q) If tbs arcade is an accessory use of tbs parcel on which it is lo- cated, any and all entrances to the arcade must be directly through the primary use area of the parcel, and no arcade may be directly accessible to patrons without passing through such other use. Notwithstanding the foregoing, the arcade area may have a fire door that will permit patrons to exit only in times of emergency. 5.411 (8) At tbs time of filing an application for license under this section, the applicant shall file Z'bond with a corporate surety with the City Clerk in the amount of ~5,000.00. Alternatively, the applicant may file a cash bond in tbs Same amount. All such bonds shall be kept in full force S.411 (9) and effect throughout the license period and shall be conditioned as fol- lows: (a) The licensee shall obey the laws relating to the licensed business; The licensee shall pay to the City when due all taxes, license fees, penalties and other charges provided by law; (c) In the event of violation of any law relating to the business for which the license has been granted, the bond shall be for- feited to the City. The license may be revoked or suspended ia accordance with this Chapter whenever the licensee, its owner, manager, or any of its employees or agents have engaged in any of the following conduct: (a) Fraud, deception or misrepresentation in connection with the securing of a license; (b) Conduct inimical to the interests of public health, safety and ~ welfare; Section 2: (c) Conduct involving moral turpitude; (d) Conviction of an offense involving moral turpitude by any court of competent jurisdiction; (e) Failure to comply with any of the provisions of this section or engaging in conduct which would be grounds for denial of an initial application for licensure. This ordinance sba!l be in full force and effect from and after thirty (30) days after its passage. First reading: July 27, 1981 Second reading: September 15, 198] Date of passage: September 15, ]98] Offered by: Seconded by: Roll call: Heintz Logacz Logacz, Heintz, Hentges, ~c-~ ~G. Nawrocki, Mayor -~n~ne Student, Secretary to the Council PROPOSED 1994 MSAS PROJECTS The attached map shows the location of Municipal State Aid Street projects proposed by staff to completed in 1994. Signal Installation - 39th & Stinson This is a joint project between Columbia Heights and St. Anthony that has been under consideration for some time. The intent of this project is to improve pedestrian and vehicular movement through this intersection. Staff has just received approval that the State Aid office of the Signal Justification report. The cooperative agreements between the two cities and State Aid are being prepared by staff. Columbia Heights will be the lead agency and staff will soon be requesting authorization to submit proposals for consultant services to design the signal system. Anticipated cost for the signal is $100,000. one half to be picked up by State Aid, with the two cities splitting evenly the other half. Railroad Crossing Improvements - Stinson Blvd. north of 37th Avenue This is also a joint project between Columbia Heights and St. Anthony. The Soo Line Raikoad will install a rubberized crossing and remove the abandoned set of tracks if the two cities wilt purchase the rubberized crossing material and restore the disturbed roadway surface. Both cities have approved the cooperative agreement for the project and application is being made to State Aid for construction financing. Estimated cost for this project is $30,000. to be evenly split between the two cities. Overlay Proiects: Reservoir Blvd. - 37th to 40th The last time this segment was surfaced was 1958. The project will consist of milling the entire surface and installing a 2" overlay. Estimated cost is $87,300. 40th Avenue - Reservoir to Hayes and Arthur to Stinson The last time these segments were resurfaced was in 1973 and 1968 respectively. The project will consist of milling the entire surface and installing a 2" overlay. The estimated cost is $79,200. Arthur Street - 39th to 44th The last time this segment was resurfaced was in 1974. This project consists of milling the entire surface and installing a 2" overlay. The estimated cost is $98,400. 39th Avenue - Jefferson to 5th The last time thi~ segment was resurfaced was in 1971. The project will consist of milling the edges and installing a 2" overlay, tn conjunction with this project, the abandoned tracks will be removed. The estimated cost has not yet be determined. Proposed 1994 MSAS Projects Page 2 38th Avenue - 5th to Universirg Service Road The last time this segment was resurfaced was in 1979. The project will consist of milling the edges and installing a 2" overlay. In conjunction with this will be removal of the abandoned tracks. The estimated cost has not yet been determined. Mill Street Reconstruction - 5th to 40th cost Mill Street was surfaced in 1949. The 8" watermain was installed in 1949. The proposed project is to reconstruct this segment to State Aid Standards. The current width would be mentioned. The existing curb, gutter and sidewalk would be replaced. Recent watermain work revealed that the maln's carrying capacity has been greatly reduced because of the buildup of scale. The watermain replacement would approximately $72,000. Conventional cleaning and lining would mn $42,000, and a new process, (Pipe Clean), in which an acidic solution is mn through the pipe for 12 hours would cost approximately $15,000. The "Pipe Clean" process has only be tried at one location in the nation, but had excellent results. MAW:brnm 94-229 City of Columbia Heights Recreation Department TO: PATRICK HENTGES, CITY MANAGER FROM: .{~MARK S. CASEY, DIRECTOR OF RECREATION SUBJECT: PRELIMINARY MULTI-USE SURVEY RESULTS DATE: APRIL 15, 1994 As of 4-15-94, 978 of the distributed 12,000 Multi-Use Center survey's have been returned. 576 responded in favor of three or more of the five questions asking about the need for additional space in the different categories. While 402 were opposed to three or more of the categories. A categorical breakdown by each of the five questions is currently being developed. 8,000 were inserted in the city's newsletter and 4,000 were included in two of the three utility billings. Attached are responses to the open ended question dealing in suggestions and comments. A student intern is currently entering the responses into a sophisticated statistical computer program and a comprehensive analysis of the responses will hopefully be ready later next week. Please advise if you need more information. /nf guotmmua~ ~Po c,l- Fle~' ~'~.. u? id¼ ~-i-cps r~dvi ~4 ~) fl) ~) ~) ~) (~) ~) N~ Ne~ If doCn ~r~d ~i~h p~ent Or~o~iz~+~bn¢ onlv. C-HHs Grim. CITY OF COLUMBIA I-[EIGHTS TO: FROM: DATE: RE: MAYOR AND CITY COUNCIL PAT HENTGES, CITY MANAGER APRIL 14, 1994 CITY COUNCIL CHAMBERS UPGRADE Attached is a survey listing possible improvements to the City Hall Council Chambers. Most of them pertain to upgrading for video capability, while some will enhance the presentation of live meetings. Please rank them according to the scale at the top of the survey, in the order you think the City should proceed with them. cb Attachment CABLE SURVEY Please rank the following items 1-3, with 1 being most important (should be done within 6 months to 1 year), 2 being moderately important (should be done within the next 2 years), to least important (should be done within 5 years). 1 2 3 ACOUSTICS UPGRADE (NOISE ISOLATION ANA- LYSIS) W/LOCAL SPEECH REINFORCEMENT AND ASSISTIVE LISTENING DEVICES PUBLIC ADDRESS SYSTEM LIGHTING IMPROVEMENTS (FOR INSTANCE, DIMMER CONTROLS FOR PRESENTATIONS) REMODELING CHAMBERS (INSTALLING MOVE- ABLE PARTITION TO PROVIDE TWO SEPARATE MEETING ROOMS, PAINTING/WALLCOVERING TO ENHANCE VIDEO PRESENTATION REMODEL JUDGE'S OFFICE FOR VIDEO OPERA- TOR FACILITY/SPECIAL PROJECTS COORDINA- TOR OFFICE NEW CHAMBER FURNISHINGS TO IMPROVE VIDEO QUALITY AND IMPROVE COMMUNICA- TIONS BETWEEN STAFF AND COUNCIL AND AUDIENCE/VISITORS 1) HORSESHOE DIAS W/SEATS FOR STAFF 2) SEPARATE HORSESHOES FOR STAFF & COUNCIL 3) MULTISCAN MONITORS FOR EACH COUNCILMEMBER AND CITY MANAGER 4) OPTIONAL MULTtSCAN FOR OTHER STAFF (FINANCE DIRECTOR?) MICS ON GOOSENECK-SPRUNG BELOW TABLE SURFACE OR OTHER METHOD TO KEEP TABLE TOP PAPER SHUFFLING NOISE TO MINIMUM ABILITY FOR INTERACTION (AUDIO/VIDEO) BETWEEN OPERATOR AND COUNCIL/STAFF THREE CAMERA SYSTEM WITH REMOTE ABILI- TY TO ZOOM IN, PAN THE ROOM, ETC. DOCUMENT PRESENTATION PODIUM W/CAME- RA ENABLING DOCUMENTS/PLANS TO BE SHOWN ON CAMERA - REMOTE ZOOM CAPA- BILITY, GOOSENECK MIC, SPRUNG HALLWAY MONITORS IN CITY HALL FOR MES- SAGE DISPLAY AND OVERFLOW FOR LARGE MEETINGS ABILITY TO EXPAND HALLWAY MONITORS INTO CERTAIN OFFICES CITY HALL UPGRADE Please rank according to need with 1 being the most needed (6 months - 1 year), 2 being moderately needed (2 - 3 years), and 3 least needed (4 - 5 years). 1 2 3 CARPETING AND/OR FLOOR COVER- INGS CITY INFORMATION DISPLAY STAND LAYOUT OF OFFICES TO IMPROVE TRAFFIC FLOW AND SERVICE TO THE PUBLIC CENTRALIZED RECORDS STORAGE UTILIZATION OF SPACE COURT IS VACATING (OFFICES, RECEPTIONIST AREA, ETC.) SECURITY (CAMERA) MONITORS CITY OF ,,COLUMBIA HEIGHTS TO: FROM: DATE: RE: MAYOR AND CITY COUNCIL PAT HENTGES, CITY MANAGE~ APRIL 18, 1994 STREET REHABILITATION PROGRAM Attached please find a report from the Director of Public Works regarding the potential development on an ongoing street rehabilitation program. This item for scheduled for work session discussion on April 19, 1994. It would be helpful that you review the information prior to the meeting. Thank you. cb Attachment April 15, 1994 PROPOSED STREET REHABILITATION PROGRAM General The City has responsibility for approximately 79 miles of streets. Approximately 5 miles of the street system are concrete and were built in the 1960's. A majority of the asphalt streets were built in the 40's, 50's and early 60's and many have received no mo_fntenance other than crack 61ling, patching and sealcoating. Approximately 20% of the City's asphalt streets are on the M-nlcipal State Aid Street system and have received more attention in the way of periodic overlays. The Engineering Depa~ent utilizes a progrsm called PMI to track the condition of the streets and predict and schedule the need for various maintenance operations. The program follows a model widely used for determining the useful life of a pavement. The basic premise of the model is as follows: Ae A properly constructed asphalt street will have a useful life of 20-30 years without any maintenance other than crack filling and patching. The useful life can be extended to 50+ years by overlaying the street every 10 years. Ce A systematic program of patching, crack filling and surface treatments such as seal coating can extend the time between overlays to 20 years and potentially provide 100 years of service before reconstruction is needed. In order to keep the inventory up-to-date, the engineering st~__ff annually surveys the streets and rates the surface texture, surface condition, ride quality and effectiveness of the drainage (curb and gutter). One of the items in the data base is whether or not the structure of the pavement is sufficient to support current traffic conditions. This is determ~ued by reviewing the actual records of the pavement thickness and by visually determining the surface condition related to cracking, potholes or other forms of distress such as rut~.ing. Previous discussions with the City Council have centered on the approxlmo_tely $4 million of reconstruction and $1.7 m~lllon of overlay that the program is recommending. In the fall of 1993, staff physically reviewed all the streets that were indicated to need reconstruction. Based on this review, a determination was made as to which streets needed a reconstruction, which streets could be rehabilitated by milling the existing surface and applying a 2" overlay and which streets had a structure that could be saved by using a process called cold-in-place recycling with a 3" overlay. Street Rehabilitation Program - Page 2 The recycling process consists of milling the existing surface and underlying pavement layers to a depth of 6" or more. The millings are then passed onto a m~xer which adds liquid asphalt to create a new asphalt mix. This material is then passed onto a paver which places the new ~ back into the street. Proposed Progrmrn Staffis proposing a 24 year progrsm involving regular maintenance (patching, crack filling), seal coating, overlays, in-place recycling and where necessary reconstruction. The premise of the program is that every residential street would receive an initial rehabilitation (overlay, recycle, or reconstruction) within the next 24 years. Streets will be seal coated on an 8-year cycle and than overlaid again 24 years afcer the initial rehabilitation. The City would be divided into 7 seal coat zones with alleys being seal coated in the eighth year. All streets needing reconstruction or recycling would be done in the first year for a particular zone along with overlaying those streets in the most need of an overlay. AH other streets in the zone would receive the um~al patching and a seal coat. Eight years later, one-half of the remaining streets would be overlaid and all others seal coated. In the 16th year, the remaining streets would be overlaid. The cycle would start again eight years later. Fundin~ The current cost of the various types of maintenance and rehabilitation are as follows. Engineering and administration costs are not included. Seal Coat Includes patching Sq. Yard Per Foot Per Front Ft $0.70 $2.33 $1.17 Overlay Mill entire surface and 2" overlay $6.00 $20.00 $10.00 Recycle $12.00 Recycle exist, pavement and 3" overlay $40.00 $20.00 Reconstruction New C & G, 10" base, 4" asphalt $21.00 $70.00 $3§.00 The attached spread sheet lays out the program over 24 years starting in 1995. The proposal is to assess the property owner for only the cost of an overlay when the street is rehabilitated with the City picking up the any costs over the cost of the Street Rehabilitation Progr2m - Page 3 overlay operation. That is, if the street is to be r~constructed or recycled, the assessment would only be for an overlay. This assessment would be spread over 10 years. The City would also pick up the next scheduled seal coat for that street. Subsequent seal coats would be assessed. In order to fiznd those construction costs not assessed, the City would need to Rnnually add the ~mounts indicated on the spread sheet to the infrastructure fund. Attached is an exRmple of the costs that would be seen by a typical residential property over 24 years. An alternative way of funding the City's portion is to start assessing properties for rehabilitation on State Aid Streets. The assessed ~mount would be added to the infrastructure fund and the construction paid out of M.S.A.S. construction funds. This practice is allowed under current M.S.A.S. rules. z © 0 STREET REHABILITATION PROGRAM - TYPICAL ASSESSMENT ASSUMPTIONS: 50 FOOT LOT ON ANYPLACE ST., TWO LOTS DOWN FROM FIRST AVENUE ANYPLACE STREET IS RECONSTRUCTED IN YEAR 1 AND FIRST AVENUE OVERLAYED IN YEAR 1 ASSESSEMENTS: STREET = 50' X $10 = $500 & AVENUE = 50' X $10 X 1/3 = $166.67. TOTAL = $666.67 INTEREST ON ASSESSMENT IS 7% ASSESSMENT YEAR 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 DESCRIPTION CONSTRUCTION ANNUAL ASSESSMENT ANNUAL ASSESSMENT ANNUAL ASSESSMENT ANNUAL ASSESSMENT ANNUAL ASSESSMENT ANNUAL ASSESSMENT ANNUAL ASSESSMENT ANNUAL ASSESSMENT, SEAL COAT BY CITY ANNUAL ASSESSMENT ANNUAL ASSESSMENT PRINCIPAL INTEREST TOTAL SEAL COAT, ASSESSED COST $78.00* SEAL COAT ASSESSMENT $66.67 $46.67 $113.34 $66.67 $42.00 $108.67 $66.67 $37.33 $104.00 $66.67 $32.67 $99.34 $66.67 $28.00 $94.67 $66.67 $23.33 $90.00 $66.67 $18.67 $85.34 $66.67 $14.00 $80.67 $66.67 $9.33 $76.00 $66.64 $4.66 $71.30 $78.00 $0.00 $77.81 TOTAL $744.67 $256.66 $1,001.14 * SEAL COAT ASSESSMENT: STREET = 50' X $1.17 = $58.'50 AND AVENUE ASSESSMENT = 50' X $1.17 X 1/3 = $19.50, TOTAL = $78.00 52 Recycling Methods Keep Pavement, Costs from Piling Up · {n am effor~ to reduce repair costs is becom{ngmore attractive, ex/stiug pavement into par~ic/es. aand pollution, some cities and court- ..~. Full-depth and cold, pavement re- single press will usually produce par- ties are restor/ngstzee~ surfaces with, ?cycling arc commonly-used, 'in- tic/es I to 4 inches i~ d/ameter. recycled asphalt r~ther than new Place"methods for replacing pave- phalt emulsion, an adhesive that pavement~ - merit without reeving it,. ' 'Rem°ving~and~rephei'~'~mile'°f ~,~FulI-dep~hrecyc/ingcancost~slit_' binds the pavement particles to the P.avem.enho~mgypicaistzeet gener- ;:~.~%[~-as$IperSquar~Because. it; ,aggregate m/xmre, i~ sprayed' onto ~.~ha~out~ ~;~0~0. tons o~asphalt~-~.i~nv_olve~, pturver/z/ng:~i~io~ asphalC ' the particles; and' t~he p. uIver/z/ng. ~m~_ ~On .mil.' e~.~o~.f _as~_ ~; streets andl .,:ijgate, seve~eI~r deteriorated s~ee[,~ .t!rmi~the two. :-~:- competitXOn.,fo~dwindli~glandflll: :",;Z-Fhll~lepth recycling be~i~.q ~ bef°retheasphnlt ~mlsi°uset~up-- Once the surface ha~ bee~, graded~ The National Council for Public-Private Partnerships & AMERICAN CITY &COUNTY present THE 5TH ANNUAL PUBLIC-PRIVATE PARTNERSHIP AWARDS FOR 1994 The Partnership Awards program recognizes individuals, projects and programs that best exemplify the utility and effectiveness of public-private partnerships for helping to solve the nation's service delivery and infrastructure development problems at all levels of government. There are two award categories: LEADERSHIP AWARDS ~ Recognition for the most outstanding individuals or governmental units/authorities at the city, state or federal levels that have demonstrated leadership by instituting policies, procedures and management sysmms to encourage public-private partnerships. PROU~T/PROGRAM AWARDS ~ Recognition for outstanding projects or programs that demonstrate exemplarypublic-private partnerships through ',mn, ovation, initiative, cost savings or efficiency. Nominations are encouraged in au categories of endeavor including but not limited to environmental management, transporta~n, health care, service contracting or public management. · oller./i~use~to compac~it~ increas- For ~ete ~ ~~ga~ or ~ve ~ess due ~ mpe~d pavement overlays~ cold-pav~ ment me~ ~y ~ mos~ effi~en~ ~oice fo~~: Wi~- ~ me~o~a ~o~e~ ~cli'E~pm~mov~shwly over ~~ ~~ ~ move, m~e ~ra~ ~p~ ~. ~e he~oi ~e~.~: apav~ me~milli-~ech~"~'~e m9~' ve~n~ ~hine~ w~ b~up ~e mille~pavem~ Ioad~,~a: mil]~. ~~~ w~ghe~ The award winners will be featured in American City & County as well as other industry publications. Awards will be presented on June .13; 1994 at the PARTNERSHIP AWARDS LUNCHEON of the 8TH ANNUAL CONFERENCE OF THE NATIONAL COUNCIL for PUBLIC-PRIVATE PARTNERSHIPS June 12-14, 1994 Washin~on, D.C. t~hee dead!ine for award nomin.a, tions ~s April 15, 1994. For information about e awaras p.rograra or an application for making a nomination, please contact: The National Council for Public-Private Partnerships 1101 17th Street, NW Washington D.C. 20036 Phone: (202) 467-6800 Fax: (202) 467-6312 ' March 1994 AMERICAN CiTY & COUNTY League of Minnesota Cities 3490 Lexington Avenue North St. Paul, WIN 55126 (612) 490-5600 TO: FROM: DATE: Mayors, Managers/Administrators/Clerks League of Minnesota Cities President and Mayor of St. Cloud, Chuck Winkelman Thursday, April 21 will be Minnesota Cities Unity Day. To celebrate this event, I would like you to do three things: · Pass the enclosed resolution at your next council meeting and send copies to your Legislators and the Governor; · Send the enclosed news release to your local paper; (be sure to fill in the blanks with your city's name and your mayor's name) and; · Encourage one or two people from your city to attend the Cities Unity Day Rally at the State Capitol on April 21st (see enclosed registration) CITY GOVERNMENT MAY ONCE AGAIN BE DEALT WITH UNFAIRLY IN THE TAX BILL UNLESS YOU COME. We must make sure the Governor and Legislature are heating our message: cities are not a "special interest" lobbying on their own behalf at the Legislature; cities are a partner in the government of Minnesota, providing city services to the over three million people who live in cities as well as those who come to our cities to work, for entertainment, or receive an education. Almost every person in Minnesota uses city services on a daily basis. ( ity affiliate groups now on board for Unity Day Rally Duke Addicks Presidents of three city affiliate groups will rally with League of Minnesota Cities President Chuck Winkehnan and city officials from throughout the state at City Unity Day, Thursday, April 21, 1994. "We' re very pleased they are anxious to participate," said Winkelman, Mayor of St. Cloud. The three presidents are: Coalition of Greater Minnesota Cities Presi- dent Wayne Klinkhammer, mayor of Owatonna; Association of Metropolitan Municipalities President David Childs, city manager of Minnetonka; and Minnesota Association of Small Cities President Dan Elwood, Administrator of Spring Valley. "Cities need a revenue source other than the property tax," Winkelman said. "The local government trust fund was estab- lished to provide a source of revenue based on a statewide sales tax rather than each city establish- ing a local option tax. So far, the trust fund has worked poorly due to manipulation by legislators and the state administration. But we are confident that, as more and more is demanded of city government, the state will lessen our reliance on the property tax by keeping its commit- ment to the principals of the local government trust fund." "A good turnout at the City Unity Day Rally will show the governor and the Legislature that cities are serious about their hope that the state will help them to achieve fiscal stability, improve their local economies, and deliver city services more efficiently," 0 City Unity Day Rally Schedule of events: Meet at the Kelly Inn near the State Capitol in St. Paul 9:00 a.m. Coffee and rolls 9:30 to 11:30 a.m. Briefing Then walk to the Capitol to confront our legislators outside the Senate and House chambers. Find out how the Legislature will affect cities in the closing days of the 1994 session. Tell your legislators how they can help cities achieve fiscal stability and improve their local economies. This will be the critical time when the omnibus tax bill which may or may not deal adequately with our issues is being finalized. Your presence will strongly influence the outcome of this legislative session. Return the registration below to the League. Yes! We're coming to St. Paul to the League of Minnesota Cities City Unity Day Rally. City. .(.please print or type) Name Name Name Registration fee is $5. (Please make advance registration if at all possible so we can have an adequate number of briefing papers.) Make check payable and mail to: League of Minnesota Cities Attn: Finance Department 3490 Lexington Avenue North St. Paul, MN 55126 April 8, 1994 Page 3 Tax bill, continued from page l replacement for the trust fund is an LGA index that would provide only 1.7 percent growth in LGA for 1995. This is far less than the nearly four pement average growth in sales tax revenues into the trust fund. In addition, city HACA would continue to be frozen under the Senate tax bill. The Senate would fund up to $29.5 million to cover the current trust fund deficit. This would likely eliminate the need for any December LGA and HACA reductions. However, if sales tax revenue growth estimates go down further or if the cost of other non-city trust fund programs exceed current cost estimates, cities could still face December aid reductions. LMC Executive Director Jim Miller testified against the elimination of the LGTF and in support of an increase in funding for LGA and HACA. The Property Tax Division of the Senate Tax Com~nittee passed its portion of the bill, and it will now go to the tull Tax Co~nmittee tbr inclusion in the omnibus tax bilk Senators said they would continue to work with cities on the issue. TIFprovisions: Senate bill helpful, House considering serious restrictions The Senate tax committee's omnibus bill appears likely to include several provisions to improve tax increment financing (TIF). The House, however, is considering very seriously restricting its use and penalizing all cities, regardless of whether they use TIF. The League has testified against the restrictions contained in H.F. 3195. House Tax Connnittee Chair Ann Rest (DFL-New Hope) is a longtime opponent of TIF and has authored this bill to attempt to pass many new restrictions and penalties. The propos- als in the bill appear to try to position the House in anticipation of a confer- ence committee with a Senate tax bill that supports TIF. By the end of the Page 4 day on Friday, we will know whether the House Tax Committee agrees with her position, or whether they indeed support TIF as a developmenffredevel_ opment tool for their cities. Penalty on statewide LGA/ HACA pots Of the many new TIF restrictions in H.F.3195, the most onerous is the establishment of a penalty on the total local government aid (LGA) program each time a city uses TIE Rest's bill would create a new penaity to replace the current LGA/H CA offset. This bill would deduct the "hypothetical" · cost of lost state school aid due to TIF districts from the total statewide LGA and HACA allocations for cities, iT any city chose to use TIE all cities receiving LGA or HACA would lose. This requirement would obviously pit cities against each other and totally cripple not only the tool, but the limited state aid programs available to cities. In the brief hearing on the bill (just introduced on April 4), Rep. Rest justified the new penalty because of the claim that TIF "benefits everyone." If she actually accepted this claim she would eliminate all penalties for using TIF, because it improves the tax base for ail local taxing districts. This provision is quite ridiculous--it doesn't make sense for a city in one part of the state to be penalized because another takes the opportunity to clean up pollution or assist a business to create jobs. County withdrawal of their tax rate from TIF The House bill might also include a provision to allow a county to prohibit the use of its tax rate to generate tax increments. This is not a simple county veto, but parallels the bill introduced by Rep. Edgar Olson (DFL-Fosston) to create a community tax abatement program (CTAP). That bill would have allowed counties to grant separate tax abatements of their taxes and to determine the length of the abatement. The tax bill would allow a county to determine how much, if any, of its tax rate could be contributed to a TIF project. Counties could also determine how hmg their tax rate could be used by the TIF district. Ifa county were to withhold all of its tax rate, the com- bined tax rate of the city and the school district (on average 60 percent of the total tax rate) would rarely generate adequate revenue. Such a restriction would 'make the sale of bonds for pollution cleanup, redevelopment, construction of housing, and economic development unworkable. VOlume caps and income limits Rest's bill also includes a proposal for "volume caps" on the amount of TIF each city could use. Under the calculated limit, cities with healthy tax bases would be restricted IFom using TIF. More than It) cities woukl immediately be prohibited from using TIF in the future because they are over their calculated limit; many others would have very little tax capacity available to use for TIF. Income limits for all new TIF housing districts are also included in her proposal. TIF a necessary tool Many legislators and others still do not understand how the penalties imposed by the 1990 tax bill have severely limited the use of TIF and that the perceived abuses are no longer possible. Proposals such as those in H.E3194, would eliminate the only tool the state has pmvkled fi)r cities to improve the state's economy, redevelop urban centers, clean up polluted sites, and create low-and moderate-income housing. Next week's Cities Bulletin will include a summary of the House and Senate tax bills that will be consid- ered by the full houses. 0 LMC Cities Bulletin CITY OF COLUMBIA HEIGHTS RESOLUTION NO. 94- RESOLUTION ESTABLISHING CITY MANAGER'S WAGES AND COMPENSATION WHEREAS, Patrick Hentges was appointed to position of City Manager pursuant to the terms and conditions of Resolution 93-11; and WHEREAS, the performance of the City Manager was evaluated and determined to be satisfactory; and WHEREAS, Resolution 93-11 provided, that subject to a satisfactory review, the City Council may adjust the base salary of the City Manager, plus may grant performance merit pay. NOW, THEREFORE, BE IT RESOLVED: That the City Manager shall be compensated at an Annual Rate of $ retroactive to .; and the car allowance shall be $ per month. The City Manager shall continue to earn vacation, holidays, sick leave, and deferred compensation, together with medical insurance payment at the rate for all other non- union essential and confidential employees. Passed this day of April, 1994. Offered by: Seconded by: Roll call: Mayor Joseph Sturdevant Jo-Anne Student, Council Secretary CITY OF COLUMBIA HEIGHTS RESOLUTION 93 - 1 1 WHEREAS, the position of City Manager will become vacant on April 1, 1993, due to the retirement of Stuart W. Anderson, and, WHEREAS, the City Council has, with the assistance of a consultant, conducted an extensive search for candidates for City Manager, and, WHEREAS, after a thorough process to select a finalist from among a group endorsed by the consultant, the Council has selected Patrick L. Hentges, and, WHEREAS, discussions with Patrick L. Hentges have provided mutually acceptable terms and conditions of employment; NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Columbia Heights does hereby appoint Patrick L. Hentges, City Manager of the City of Columbia Heights, effective April 1, 1993; and, City Manager Designate no earlier than March 8, 1993 nor later than March 22, 1993, under the following terms and conditions of employment: 1. The City Manager shall be compensated at the annual rate of $72,000. Upon completion of six months employment, the City Council will provide a performance evaluation and once again upon completion of twelve months of employment. Subject to satisfactory review, the Council may adjust the base salary plus may grant performance merit pay. 2. The City Manager shall receive a car allowance of $250 per month. 3. The City Manager shall earn vacation, holidays and deferred compensation as is authorized for other non- union essential and confidential employees. 4. The City Manager shall receive $260 a month for 1993 for use of insurance benefits and deferred compensation as is authorized for all other non-union essential and confidential employees. 5. The City Manager shall be granted an immediate thirty day bank of sick leave. The City Manager shall earn one day per month of sick leave against this bank and will not accumulate an excess of thirty days until the entire initial bank has been returned. The City Manager may draw against that sick leave bank. 6. The City Manager is authorized, subject to budget and Council approval, reasonable expenses for professional development in the area of dues and subscriptions, attendance at conferences and seminars, etc. These items include the International City Management Association, the Minnesota City/County Management Association, Metropolitan Area Management Association, and the League of Minnesota Cities. ?. The City shall pay up to $2,000 for expenses incurred by the City Manager in connection with relocation of his residence from Faribault, Minnesota, to Columbia Heights, Minnesota. 8. In the event that the City Manager is discharged without cause, he shall receive thirty days' advance notice and severance pay based on the following schedule: a. Within the first year of employment, five months; b. Within the second year of employment, four months; c. For every year thereafter, a minimum of three months. The City is under no obligation to pay this fee if the City Manager voluntarily terminates his employment, or, if during the time of payment, he finds other comparable employment. Passed this 22nd day of February, 1'993. Offered by: Clerkin Seconded by: Peterson Roll call: C 1 erk i n, Ruett imann, /~-A-n~e Student, coUnal Secretary Peterson,Donald~uJzy~~M~yn - aye. Nawrocki - ~a[ CITY OF COLUMBIA HEIGHTS 590 40th Avenue N. E. Columbia Heights, MN 55421-3878 (612) 782-2800 Mayor Joseph Sturdevant Councilmembers Donald G. Jolly Bruce G. Nawrocki Gary L. Peterson Robert W. Ruettimmm City Manager Patrick Hentges NOTICE OF OFFICIAL MEETING Notice is hereby given that an official meeting is to be held in the City of Columbia Heights as follows: Meeting of: Date of Meeting: Time of Meeting: Location of Meeting: Purpose of Meeting: MAYOR, CITY COUNCIL, AND CITY MANAGER Tuesday, April 19, 1994 7:30 P.M. City Hall Conference Room WORK SESSION AGENDA 1. City Manager Evaluation 2. Billiard Room Proposal for 4040 Central Avenue 3. MSA 1994 Street Projects 4. Street Rehabilitation Program 5. Adjournment The City of Columbia Heights does not discriminate on the basis of disability in the admission or access to, or treatment or employment in, its services, programs, or activities. Upon request, accommodation will be provided to allow individuals with disabilities to participate in all City of Columbia Heights' services, programs, and activities. Auxiliary aids for handicapped persons are available upon request when the request is made at least 96 hours in advance. Please call the City Council Secretary at 782-2800, Extension 209, to make arrangements. (TDD/782-2806 for deaf only) -~ ~,::~ ~:¥ "SERVICE IS OUR BUSINESS" EQUAL OPPORTUNITY EMPLOYER