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Home My WebLink About09.05.89 Council Packet AGENDA COUNCIL MEETING REGULAR SEPTEMBER 5, 1989 1. CALL TO ORDER 2. APPROVE AGENDA 3. APPROVE MINUTES a. August 16, 1989 Special b. August 21, 1989 Regular 4. CITIZENS COMMENTS 5. PUBLIC HEARINGS a. 7:30 P.M. - Storm Water Utility Rates 6. PETITIONS, REQUESTS AND COMMUNICATIONS 7. ORDINANCES AND RESOLUTIONS a. Resolution Approving Preliminary Plat and Signing of Final Plat - Rosebrier Village 8. UNFINISHED BUSINESS a. Reisinger Excavating Permit b. Space Needs - Public Works c. Accept Bids, Award Contract - Flagstaff Bridges d. Project 89-1, 89-3 and 89-14 - Street Improvement Project Update 9. NEW BUSINESS a. Elm Street Parking 10. MISCELLANEOUS a. Administrator's Evaluation b. Rece ve 1990 Operating Budget c. Purchase of MT-1000 Handheld Motorola Radio 11. CONSENT AGENDA a. Schobl/Conference Request - Senior Center b. Approve Probationary Employee - Police Department c. Schobl/Conference Request - Police Department d. School/Conference Request - Police Department e. Capital Outlay Request - Administration f. Public Works Equipment g. Approve Payment of the Bills 12. ADJOURN THE AGENDA IS CLOSED OUT AT NOON ON THE TUESDAY PRECEDING THE MEETING. MEMO TO: MAYOR AND COUNCIL SUBJECT: AGENDA ITEMS - SEPTEMBER 5, 1989 DATE: SEPTEMBER 1, 1989 NOTE: The meeting will be on Tuesday, September 5, 1989 at the Dakota Electric building. 5a. Wayne Henneke and Tom Kaldunski will be giving the presentation. Wayne will present a handout for the audience. 7a. Memo/Resolution enclosed. 8a. Memo enclosed. b. Mr. Shannon will present the information at the meeting. c. Bid Tabs/Memo enclosed. d. Staff memo enclosed. 9a. No information available at this time. 10a. Memo enclosed. b. Memo enclosed. The budget will be presented at the meeting. c. Request enclosed. lla. Request enclosed. b. Memo enclosed. c. Request enclosed. d. Request enclosed. e. Request enclosed. f. Request enclosed. g. Bill enclosed. Lar Thomps5n City Administrator AGENDA REQUEST FORM ITEM NO. _arm_ NAME: Wayne Henneke Fel& DEPARTMENT Finance DATE: August 8, 1989 MEETING DATE: September 5, 1989 CATEGORY: Public Hearings SUBJECT: 7:30 P.M. - Public Hearing to Consider Storm Water Utility Rates EXPLANATION: See memo REFERENCE MATERIAL/RESPONSIBILITY: Wayne Henneke/Tom Kaldunski REFERRED TO: (NAME) DEPARTMENT: Larry Thompson Administration Tom Kaldunski Public Works Wayne Henneke Finance SIGNATUREAi _- AGENDA REQUEST FORM s ITEM NO. NAME: Larry Thompson DEPARTMENT: Administration DATE: August 22, 1989 MEETING DATE: September 5, 1989 CATEGORY: Unfinished Business SUBJECT Space Needs - Public Works EXPLANATION: Jerry Shannon of Springsted, Inc. will be present to discuss a referendum. REFERENCE MATERIAL/RESPONSIBILITY: REFERRED TO: (NAME) DEPARTMENT: Larry Thompson Administration Department Heads SIGNA ' ' . CITY OF FARMINGTON, MINNESOTA $1,100,000 GENERAL OBLIGATION sibrx7-27.5.vteEs BUILDING Estimated Total Cost $1,100,000 Term of Bond Issue 20 Years Estimated Interest Rate 7.15% Estimated Annual Debt Service $ 111,599 Estimated Shared Responsibility/Use Annual Contribution: Sewer Fund (8.3%) $ 9,263 Water Fund (33.3%) 37,163 Solid Waste Fund (30.6%) 34,149 General Fund (27.8%) 31,024 Estimated Tax Impact for General Fund Only: 1988/89 Tax Capacity Rate 106.8997% Estimated Tax Capacity Rate This Issue .7810% Estimated New Tax Capacity Rate 107.6807% Tax Impact compares actual taxes payable in 1989 as to what they would have been if City had added $31,024 to its levy last year. Cif\if Qtc) Prepared September 5, 1989 By SPRINGSTED Incorporated ! • 01 -C - (0- IO•-. 0303 . - 03Lc) � ---- Q1.-•i �t 0NLC) CX) 0NNco) el- 03 a) •r- +) C • r-+ Co) ON1. .-4LOf. LCI N .dr NI. 00 ' CX) MIO - LO L CO 0 (U LI. M•.• e-00 LC) LC)01tO1. M.•-•- MCX) N. et-01 .rCX) 00CIN LC) O S. 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Tax Capacity Rate with Project: 107.681% SECTION A - 1989 PROJECTED TAX PAYMENT WITHOUT PROJECT Al Estimated Market Value: $70,000 $80,000 $90,000 $100,000 $125,000 A2 Gross Tax Capacity: 1,526 1,776 2,026 2,276 3,101 A3 Gross Tax: 1,631 1,899 2,166 2,433 3,315 A4 Less Homestead Credit: 725 725 725 725 725 A5 Property Tax Bill: 906 1,174 1,441 1,708 2,590 SECTION B - 1989 PROJECTED TAX PAYMENT WITH PROJECT B1 Estimated Market Value: $70,000 $80,000 $90,000 $100,000 $125,000 B2 Gross Tax Capacity: 1, 526 1,776 2,026 2,276 3,101 B3 Gross Tax: 1,643 1,912 2,182 2,451 3,339 B4 Less Homestead Credit: 725 725 725 725 725 B5 Property Tax Bill: 918 1,187 1,457 1,726 2,614 ESTIMATED 1989 TAX INCREASE r DUE TO PROJECT: $12 ' $13 \ $16 $18 $24 *The above schedule shows the estimated increase in taxes payable at various market values if the estimated tax capacity rate increase due to the above project were added to the current tax capacity rate for taxes payable in 1989. The schedule does not include the property tax refund to which a taxpayer may be entitled based on family income. The schedule also does not include the targeting refund to which a taxpayer may be entitled if their 1989 property taxes payable increased by more than ten percent over their 1988 property taxes payable on the same property. Estimated market value is the basis from which gross tax capacity is calculated. This value is not necessarily the price the property would bring if sold. f 'CITY OF FARMINGTON, MINNESOTA PREPARED SEPTEMBER 5, 1989 *- $1,100,000 GENERAL OBLIGATION BY SPRINGSTED INCORPORATED GENERAL SERVICES BUILDING TAX BILL IMPACT* Commercial Property Tax Capacity Rate: 106.900% Estimated Increase: 0.781% Est. Tax Capacity Rate with Project: 107.681% SECTION A - 1989 PROJECTED TAX PAYMENT WITHOUT PROJECT Al Estimated Market Value: $75,000 $100,000 $125,000 $150,000 $175,000 A2 Gross Tax Capacity: 2,475 3,300 4,613 5,925 7,238 A3 Gross Tax: 2,646 3,528 4,931 6,334 7,737 A4 Less Homestead Credit: 0 0 0 0 0 A5 Property Tax Bill: 2,646 3,528 4,931 6,334 7,737 SECTION B - 1989 PROJECTED TAX PAYMENT WITH PROJECT B1 Estimated Market Value: $75,000 $100,000 $125,000 $150,000 $175,000 B2 Gross Tax Capacity: 2,475 3,300 4,613 5,925 7,238 B3 Gross Tax: 2,665 3,553 4,967 6,380 7,794 B4 Less Homestead Credit: 0 0 0 0 0 B5 Property Tax Bill: 2,665 3,553 4,967 6,380 7,794 ESTIMATED 1989 TAX INCREASE DUE TO PROJECT: $19 $25 $36 $46 $57 *The above schedule shows the estimated increase in taxes payable at various market values if the estimated tax capacity rate increase due to the above project were added to the current tax capacity rate for taxes payable in 1989. Estimated market value is the basis from which gross tax capacity is calculated. This value is not necessarily the price the property would bring if sold. AGENDA REQUEST FORM ITEM NO. di. NAME: Larry Thompson DEPARTMENT: Administration DATE: August 24, 1989 MEETING DATE: September 5, 1989 CATEGORY: Miscellaneous SUBJECT: Administrator's Evaluation EXPLANATION: Per Council policy REFERENCE MATERIAL/RESPONSIBILITY: Evaluation Form/Memo - Larry Thompson REFERRED TO: (NAME) DEPARTMENT: Larry Thompson Administration Department Heads SIGNATO MEMO TO: MAYOR AND COUNCIL SUBJECT: ADMINISTRATOR'S EVALUATION DATE: AUGUST 30, 1989 Per its by-laws, the Council is to conduct an annual evaluation of the Administrator. While there is no set policy as to how the evaluation is to be conducted, previous Councils have conducted the evaluation as follows. 1. An evaluation form is completed independently by each Councilmember. 2. A form is submitted by each member which is then forwarded to the City Attorney. 3. The Attorney compiles an average of the evaluations and submits it to the Council for its review. 4. The Council considers the summary at a regular meeting. 5. Councilmembers discuss the evaluation with the Administrator independently. I would recommend that the Council follow the same procedure with the following exceptions: 1. The Council has previously used Attachment A as the evaluation form, while staff uses Attachment B. While both forms have their advantages, I would recommend that Attachment B be used. It should be noted that the HRA and EDC use this form to evaluate the Director. 2. I feel it is extremely important to discuss my performance individually with each member. Often a lower score may be a misunderstanding or a certain quirk which can easily be corrected if both parties understand what the problem is. Therefore, I would request that each Councilmember discuss the evaluation independently with me. This matter will be on the September 5, 1989 agenda for discussion. Lai2Y Thom on City Administrator cc: Department Heads file { , - � 1 (,0I1 f,1 , 4 PERFORMANCE EVALUATION ADMINISTRATOR CITY OF FARMINGTON NAME: PERIOD COVERED BY THIS EVALUATION: Rating Legend: Excellent 1 Good 2 Fair 3 Poor 4 SECTION I - PERSONAL CHARACTERISTICS RATING REMARKS 1 . Leadership 2. Honesty 3. Accountability 4. Initiative 5. Professionalism E I 6. Courtesy (public, staff and council) SECTION II - DUTIES 1 . Availability (public, staff and council) 2. Timeliness in carrying out directions of the Council . 3. Liaison with state, county, metro council and other higher government agencies. 4. Liaison with other communities 5. Liaison and support to city commissions and committees. 6. Coordination with consultants 7. Enforcement of laws and ordinances 8. Supervision of department heads. 9. Administration of Personnel Policy 1 RATING REMARKS 10. Preparation of budget 11 . Administration of budget 12. Administering purchases and acquisitions 13. Maintaining books and records 14. Developing and issuing administrative rules, regulations and procedures. 15. General office management a. Public courtesy by office employees. b. Insuring punctuality of office employees. c. General office discipline d. Office efficiency. SECTION III - SPECIAL EMPHASIS ITEMS 1 . Admistering comp time policy toward council objectives. 2. 3. 4. • Rating by individual council member 1n Composite rating of council members [ I City of Farmington EMPLOYEE EVALUATION FORM DUE DATE: NAME: DATE: DEPARTMENT: JOB TITLE: Purposes of this Employee Evaluation: To take a personal inventory, to pin-point weaknesses and strengths and to outline and agree upon a practical improvement program. Periodically conducted, these Evaluations will provide a history of development and progress. Instructions: Listed below are a number of traits, abilities and characteristics that are important for success in business. Place an "X" mark on each rating scale, over the descriptive phrase which most nearly describes the person being rated. (If this form is being used for self-evaluation,you will be describing yourself.) Carefully evaluate each of the qualities separately. Two common mistakes in rating are: (1)A tendency to rate nearly everyone as "average" on every trait instead of being more critical in judgement. The rater should use the ends of the scale as well as the middle, and (2) The "Halo Effect," i.e., a tendency to rate the same individual "excellent" on every trait or"poor" on every trait based on the overall picture one has of the person being rated. However, each person has strong points and weak points and these should be indicated on the rating scale. ACCURACY is the correctness of work duties performed. Makes frequent Careless; makes Usually accurate; Requires little Requires absolute errors. recurrent errors. makes only average supervision; is exact minimum of number of mistakes. and precise most of supervision; is almost the time. always accurate. ALERTNESS is the ability to grasp instructions, to meet changing conditions and to solve novel or problem situations. Slow to "catch on." Requires more than Grasps instructions Usually quick to Exceptionally keen average instructions with average ability. understand and learn. and alert. and explanations. CREATIVITY is talent for having new ideas, for finding new and better ways of doing things and for being imaginative. Rarely has a new idea; Occasionally comes Has average Frequently suggests Continually seeks is unimaginative. up with a new idea. imagination; has new ways of doing new and better ways reasonable number of things; is very of doing things; is new ideas. imaginative. extremely imaginative. FRIENDLINESS is the sociability and warmth which an individual imparts in his attitude toward customers, other employees, his supervisor and the persons he may supervise. Very distant and aloof. Approachable; Warm; friendly; Very sociable and Extremely sociable; friendly once known sociable. out-going. excellent at by others. establishing good will. PERSONALITY is an individual's behavior characteristics or his personal ability for the job. Personality Personality Personality Very desirable Outstanding unsatisfactory for this questionable for this satisfactory for this personality for this personality for this job. job. job. job. job. PERSONAL APPEARANCE is the personal impression an individual makes on others. (Con- sider cleanliness, grooming, neatness and appropriateness of dress on the job.) Very untidy; poor Sometimes untidy and Generally neat and Careful about Unusually well taste in dress. careless about clean; satisfactory personal appearance; groomed; very neat; personal appearance. personal appearance. good taste in dress. excellent taste in dress. PHYSICAL FITNESS is the ability to work consistently and with only moderate fatigue. (Con- sider physical alertness and energy.) Tires easily; is weak Frequently tires and is Meets physical and Energetic; seldom Excellent health; no and frail. slow. energy job tires. fatigue. requirements. ATTENDANCE is faithfulness in coming to work daily and conforming to work hours. Often absent without Lax in attendance Usually present and Very prompt; regular Always regular and good excuse and/or and/or reporting for on time. in attendance. prompt;volunteers for frequently reports for work on time. overtime when work late. needed. HOUSEKEEPING is the orderliness and cleanliness in which an individual keeps his work area. Disorderly or untidy. Some tendency to be Ordinarily keeps work Quite conscientious Unusually neat, clean careless and untidy. area fairly neat. about neatness and and orderly. cleanliness. DEPENDABILITY is the ability to do required jobs well with a minimum of supervision. Requires close Sometimes requires Usually takes care of Requires little Requires absolute supervision; is prompting. necessary tasks and supervision; is minimum of unreliable. completes with reliable. supervision. reasonable promptness. DRIVE is the desire to attain goals, to achieve. • Has poorly defined Sets goals too low; Has average goals and Strives hard; has high Sets high goals and goals and acts puts forth little effort usually puts forth desire to achieve. strives incessantly to without purpose; puts to achieve. effort to reach these. reach these. forth practically no effort. JOB KNOWLEDGE is the information concerning work duties which an individual should know for a satisfactory job performance. Poorly informed about Lacks knowledge of Moderately informed; Understands all Has complete work duties. some phases of work. can answer most phases of work. mastery of all phases common questions. of job. QUANTITY OF WORK is the amount of work an individual does in a work day. Does not meet Does just enough to Volume of work is Very industrious;does Superior work minimum get by. satisfactory. more than is required. production record. requirements. STABILITY is the ability to withstand pressure and to remain calm in crisis situations. Goes "to pieces" Occasionally Has average tolerance Tolerates most Thrives under under pressure; is "blows up" under for crises; usually pressure; likes crises pressure; really "jumpy" and nervous. pressure; is easily remains calm. more than the average enjoys solving crises. irritated. person. COURTESY is the polite attention an individual gives other people. Blunt; discourteous; Sometimes tactless. Agreeable and Always very polite and Inspiring to others in antagonistic. pleasant. willing to help. being courteous and very pleasant. OVERALL EVALUATION in comparison with other employees with the same length of service on this job. Definitely Substandard but Doing an average job. Definitely above Outstanding. unsatisfactory. making progress. average. SECTION II • Development Plan This section enables you to construct a development plan in line with the career expectations communicated in Section I, by addressing the key strengths and weaknesses diagnosed in Section II. RELATIVE STRENGTHS SPECIFIC RECOMMENDATIONS FOR BETTER UTILIZING EMPLOYEE'S STRENGTHS RELATIVE WEAKNESSES SPECIFIC RECOMMENDATIONS FOR IMPROVING EMPLOYEE'S CURRENT JOB PERFORMANCE OVERALL COMMENTS: EMPLOYEE COMMENTS: THE INFORMATION PROVIDED ON THIS FORM WILL BE USED TO SUPPORT PERFORMANCE AND DEVELOPMENT RELATED DECISIONS.IT ALSO MAY BE PROVIDED IN INDIVIDUALLY IDENTIFIABLE FORM FOR RESEARCH PURPOSES WHEN NEEDED TO EVALUATE THE QUALITY OF THE APPRAISAL SYSTEM AND ITS ADMINISTRATION,IN WHICH CASE IT WILL BE AGGREGATED WITHOUT INDIVIDUAL IDENTIFICATION.IF ANY FURTHER DISCLOSURE OF THIS INFORMATION IS MADE, IT WILL BE PROTECTED IN ACCORDANCE WITH CORPORATE POLICIES ON DATA PRIVACY. This appraisal has been reviewed and discussed with the employee: EMPLOYEE SUPERVISOR CITY ADMINISTRATOR DATE DATE DATE