HomeMy WebLinkAboutCity Council Packet 06-13-1994 Special2
CITY COUNCIL STUDY SESSION
MONDAY, JUNE 13 1994
7:00 P.M.
Public Safetv Conference Room
I. Discuss City Economic Development Policy
H. Procedure for Evaluation of City Manager
Agenda Number:
TO: Mayor and City Council
FROM: Dwight Johnson, Manager
Anne Hurlburt, Community Development Director
SUBJECT: Economic Development Policies
DATE: June 9, 1994 for the City Council Meeting of June 13, 1994
I. INTRODUCTION
Purpose of Meeting:
For the Council to discuss and develop a consensus and direction for the City's involvement in
economic development activities, which will be used later to develop specific policies and action
steps.
Suggested Approach:
This memorandum contains background information on the need for an economic development
policy and a brief discussion of existing policies and programs. It concludes with a series of
discussion questions that may help the Council address the following areas:
Goals
Industrial Parks
Financial Incentives
Downtown Plymouth
Marketing
Communications and Relationships
We suggest that you spend most of the time at the June 13 meeting discussing these questions and
developing a consensus or direction on each. One method would be to vote or have a show of
hands for Council members to indicate which types of activities or levels of City involvement you
believe to be appropriate. Another option would be for each council member to mark their
choices and have staff compile the answers for discussion at a future meeting.
There is a wide range of possible City roles, programs, financial assistance and governmental
structures for economic development. Before we would suggest any policy position or actions on
any one program or device, we believe that some general philosophical direction from the City
Council is needed.
H. STATEMENT OF THE ISSUE
Need for an Economic Development Policy:
Every day, staff receives inquiries from businesses seeking to locate or expand in Plymouth.
Many of these inquiries go beyond the usual city roles of planning, zoning, and regulating. We
are often asked about the cost and location of available sites, and for demographic and marketing
information about the city. We also get many questions on the availability of financial assistance
for business expansion, such as loans, bonding, or tax increment financing. Very often we are
not able to respond to their requests because we do not have the information readily available, or
because the city does not have a clear policy regarding their request. A business in the process of
making a decision may not have the time to wait for an uncertain response if each issue must be
considered on a case-by-case basis.
Many communities in the Twin Cities metropolitan area have formal economic development
programs in place. Plymouth is, to some degree, competing with other suburban communities for
jobs and tax base. We can share with the Council examples of local businesses that have been
offered incentives to move from Plymouth to neighboring communities. Indeed, Plymouth may
not want or need to offer similar incentives. However, the lack of any business assistance
programs does seem to be contributing to Plymouth's reputation as being inhospitable to
development.
Annually, the Minnesota Real Estate Journal conducts a survey of commercial real estate
professionals on a number of issues, and includes a question about which cities are considered to
be encouraging to development. Plymouth has consistently been rated as the city that most
discourages new development. The survey does not tell us the reasons for this rating, so we are
in the process of conducting our own survey to find out more. The survey, which was sent to all
applicants for planning and zoning applications during the last three years, is now being compiled
by a volunteer. Results will not be available until July, but we have examined the responses to
several of the questions. Question six asked whether the attitude of Plymouth staff toward
development was encouraging, neutral, or discouraging. Question seven asked the same question
about the Planning Commission and City Council. Only 15 and 21 percent of respondents,
respectively, indicated that the city was encouraging. And, 40 and 35 percent indicated that the
city was discouraging. The rest said that the city was neutral.
It appears that our own survey may confirm that Plymouth does have a reputation for
discouraging new development. If the City Council wants to change this, an economic
development policy and programs may help.
HI. BACKGROUND
City Government Powers and Authority for Economic Development:
Attached is an excerpt from the Minnesota League of Cities Handbook for Minnesota Cities,
Sixth Edition. These pages cover in a broad way the structures and programs available for
encouraging and guiding economic development and redevelopment. You may wish to review
this material for general background information.
Pa
Existing Plymouth Policies and Programs:
Comprehensive Plan: Plymouth's Comprehensive Plan, in the "Goals, Objectives and Criteria"
section, contains policy statements concerning the economic vitality of the City. The excerpt
from this section, attached, includes the mission statement and the objectives and criteria for the
economic vitality goal.
IDB's: In 1984, the City Council adopted the attached resolution 84-157, establishing policy and
procedures relating to applications for industrial development bond financing. The City has
approved tax exempt and taxable bonds for a number of projects using these procedures. Recent
examples include the West Suburban Health Campus, Daily Printing, and the Mission Farms
Nursing Home.
TIF: There are no written city policies on the creation of new tax increment financing (TIF)
districts. However, in 1993 the city established policies for assistance for development in
existing districts. A copy of the resolution (93-219) and the letter sent to land owners in the
existing TIF districts is attached. Many of the existing districts will be expiring soon (1995 or
1996) and the city was interested in promoting development that would generate increment during
that short window of time. This policy departed from past practices to offer direct assistance to a
project. Only one project, the Ameridata expansion, has received assistance under this policy.
Past practice reserved tax increments for construction of major infrastructure. For example, the
County Road 6 and Carlson Parkway interchanges on I-494 were built with TIF funds. One
notable exception was the Rockford Road Plaza (Target Greatland) project, in which the city gave
assistance to a project that developed a former gravel pit site.
HRA/CDBG: The City of Plymouth has, established a Housing and Redevelopment Authority
HRA). The HRA has focused primarily on housing programs, and has not utilized the powers
available to an HRA for economic development. Community Development Block Grant (CDBG)
funds received by Plymouth, allocated by the HRA, have been used for housing programs.
Port Authority: The City of Plymouth has been given the powers of a Port Authority. The Port
Authority is currently inactive and to our knowledge has not been used for any economic
development projects.
Other Policies: Another adopted city policy concerning development is resolution 73-38, adopted
in 1973, which directs staff to give only limited assistance to developers. While this was
probably intended to reduce demands on city staff, it may have unintended consequences of
creating a more adversarial relationship between developers and the city. It does not recognize
that more city input to a project early in the development process may result in a project that
better meets the city's goals.
3
IV. ALTERNATIVES FOR DISCUSSION
1. Goals:
The City has about 40,000 jobs and a commercial/industrial tax base of about $1 billion (about
1/3 of the City's overall value). The major pluses for future economic development include
continued low municipal tax rates and convenient jobs for our citizens. The major drawbacks
may be increased traffic and more environmental conflicts.
When Plymouth eventually achieves its full growth, should the current ratios ofjobs to
population and C11 tax base to overall tax base be:
a) about the same as today
b) proportionally larger
c) proportionally smaller
2. Industrial Parks:
The City has major industrial parks in the northeast part of the City (Opus) and south on Niagara
Parkers Lake). Both of these parks are developing. Other individual industrial sites are
available, but are in various states of readiness for development. We know of no private plans to
create a new industrial park in the City at this time. The economic picture for business expansion
is better now than in the last several years.
Should the City undertake any of the following: (circle as many as you wish)
a) encourage private enterprise to consider establishing a new industrial park within
the next several years.
b) assist a private developer with acquisition of a site
c) assist a private developer with development of a site (e.g. either financial
assistance or direct installation of roads, sewers, water lines, etc.)
d) City acquire and develop an industrial park on its own
e) take no action; private market forces are strong enough in Plymouth to meet any
needs.
3. Financial Incentives.
Cities vary greatly in the amounts and types of financial incentives offered to
commercial/industrial developers. Some cities offer assistance almost automatically if certain
criteria are met while other cities offer assistance only occasionally or never. Plymouth generally
has been on the conservative end of this spectrum in the past.
4
Should Plymouth use financial incentives to: (circle as many as you wish)
a) bring jobs and tax base here even iffrom another metro community?
b) bring jobs and tax base here only iffrom outside the metro area
c) bring jobs and tax base here only from out of state
d) level the playing field for a site that is unusually difficult to develop
e) bring in a specific kind of business or industry that is of high priority to the
community
fl to retain a business/industry already in Plymouth
g) none of the above
IV. Downtown Plymouth.
Downtown Plymouth" is the area generally located east of Vicksburg and north of Highway 55
that is designated as "City Center" in the City's Comprehensive Plan. The plan states that "the
intent of this classification is to provide for specialized needs within convenient driving distance
of residents" and "to provide for planned, unified development. "
Is the rapid development of downtown Plymouth a priority that is:
a) high
b) medium or
c) low
Is significant new retail development important to downtown Plymouth, or is it acceptable
that Downtown Plymouth become a civic, cultural and recreational center for the City?
a) significant retail development is important
b) Downtown would be successful if it becomes the important civic, cultural and
recreational center for the City.
Should the City facilitate major development in Downtown Plymouth by such means as
circle all that you favor):
a) reactivate the Port Authority to aggressively assemble land and/or financing
b) major changes/redesign of PUD for Downtown
c) significant use offinancial incentives
d) none of the above; downtown will develop satisfactorily anyway
5
5. Marketing.
Should the City take any or all of the following actions to make our City better known to
the business community (circle as many as you wish):
a) make printed handouts and brochures to respond to inquiries
b) prepare a detailed data base of economic information pertaining to the City.
c) attend real estate development trade shows with a booth.
d) establish a regular visitation program to City businesses or industries to assist with
retention of existing business.
e) become more active in Twin West Chamber of Commerce committees and programs
t) become a Minnesota Star City (a State program to recognize municipalities with
sound economic development policies)
g) selectively market our City to the outside world to attract new business to the City.
h) generally market our City to the outside world via economic development trade
publications, etc.
i) visit desirable business/industry in other areas to encourage them to relocate in
Plymouth
6. Communications/Relations with Business and Industry.
Should the City undertake the following items to improve communications and relations
circle as many as you wish):
a) continue to hold annual business town meetings
b) continue to host a Twin West State of the City meeting for business
c) begin a regular column or feature about Plymouth business in the Plymouth News
d) establish a separate City newsletter for business similar to the Plymouth News
e) hold more "neighborhood" meetings with business people on important issues such
as wetland regulations or code changes
t) work on streamlining development and permitting approvals for businesses
ATTACHMENTS:
1. Excerpt from Minnesota League of Cities Handbook for Minnesota Cities, Sixth Edition,
Chapter 17
2. Excerpt from Plymouth Comprehensive Plan Goals Objectives and Criteria, pages 2-3, 9-
10
3. Resolution 84-157, Policy and Procedures Relating to Applications for Industrial
Development Bond Financing
4. Resolution 93-219, TIF Program for Existing Districts
5. Resolution 73-338, Policy on Staff Assistance to Developers
Chapter 17
Community
Development and
Redevelopment
This chapter deals with the major
structures and programs for encouraging
and guiding the economic development
and redevelopment of a community.
Economic development tools work regard-
less of the size of a city. They are interre-
lated and a city may use several for one
project. Without council coordination and
guidelines, a real danger exists for citizen
criticism of alleged misuse of these tools.
The legislature had enacted develop-.
ment laws with single sections and whole
chapters dealing with development in
many places throughout the statutes. In
an effort to organize all development laws
into a single chapter, the legislature in
1987 passed a massive recodification bill.'
In the short run, the recodification has
probably resulted in more confusion than
clarity. Every statutory provision has a
new reference number, and it is difficult
to trace the applicable attorney general's
opinions and court decisions. Compound-
ing the problem is the likelihood that the
legislature will continue its substantive
review and modification of the state's
economic development laws.
This chapter is divided into two sec-
tions. The first addresses the various
development agencies or structures that
cities may create or that are available to
provide development assistance. The
second addresses the programs or tools
available for encouraging development
and redevelopment.
Structures
Housing and Redevelopment
Authorities
General City Development Powers
Economic Development Authorities
Port Authorities
Municipal or Area Redevelopment
Agencies
City Development Districts
Municipal Industrial Development
Housing Finance Agency
Department of Trade and Economic
Development
Rural Development Board
Minnesota Technology, Inc.
251
HANDBOOK FOR MINNESOTA CITIES
Programs
Housing Bonds
Industrial Parks
Industrial Revenue Bonds
Commercial Rehabilitation
Tax Increment Financing
Community Development Block
Grants
Transportation
Advertising
District Heating
Contributions to Economic
Development Organizations
Contributions to Hospitals, Arts
Organization
How This Chapter Applies to Home
Rule Charter Cities
Structures
Housing and Redevelopment
Authorities
The predominant method of delivering
and administering housing and redevelop-
ment programs in Minnesota is through a
legal public agency accountable to city
government. A city may establish this
public agency, which often is the housing
and redevelopment authority. There are
over 230 housing and redevelopment
authorities in Minnesota.
ELEMENTS OF AN HRA
An HRA is a public corporation with
power to undertake certain types of
housing and redevelopment or renewal
activities.2 While state legislation "creates"
a housing and redevelopment authority in
each city, it is up to the city council to
formally establish a housing and redevel-
opment authority before it can transact
business and use its powers.s Once a
council legally establishes an HRA, it may
undertake certain types of planning and
community development activities on its
own, with council approval.
To create a housing and redevelopment
authority, the city council must, by
resolution, find that there exists within
the city:
Substandard, slum, or blighted areas
which cannot be redeveloped without
governmental assistance; or
A shortage of decent, safe, and
sanitary dwelling accommodations
available to people of low income and
their families, at rentals or prices they
can afford.'
The council must pass this resolution
after a public hearing.5 A copy of this
resolution must go to the commissioner of
252
the department of trade and economic
development (DTED).e
AREA OF OPERATION
The area of operation of a city HRA is
the corporate limits of the city itself.
County and multi -county HRAs operate in
areas which include all of the political
subdivisions within the county or coun-
ties, except that they may not undertake
any project within the boundaries of a city
which has not adopted a resolution
authorizing the county or multi -county
HRA to exercise powers within that city.'
Establishment of a county or multi -
county HRA precludes the formation of
city HRAs unless the county or multi -
county HRA and the commissioner of
DTED agree to let the city form one.8
MEMBERSHIP
The HRA consists of five commissioners
who are residents of the city. The mayor
appoints and the council approves the
members. They serve five-year staggered
terns. City council members often serve
on the HRA, The entire membership of an
HRA may consist of council members.9
The city clerk must file the certificate of
appointment for each commissioner to a
city HRA, and a certified copy must go to
the DTED commissioner. 10
State law allows the HRA to adopt
bylaws. Commissioners may accept
compensation of up to $35 for each
meeting they attend not to exceed $2,500
per year."
POWERS
An HRA is primarily responsible for the
planning and implementation of redevel-
opment and/or low -rent housing assis-
CHAPTER 17
tante programs within its area of opera-
tion. An HRA has all the powers necessary
to carry out the state HRA act (but not the
power to levy and collect taxes or special
assessments except with respect to cer-
tain redevelopment projects), including,
but not limited to, the following powers:
To sue and be sued;
To employ staff and an executive
director;
To undertake projects within its area
of operation and to provide for the
construction, reconstruction,
improvement, extension, alteration, or
repair of any project or part of a
project;
To sell, buy, own. and lease property
by any means necessary, including
the power of eminent domain;
To cooperate with and use state and
federal financial assistance programs;
To develop rehabilitation and code
enforcement techniques;
To issue bonds for any of its corporate
purposes backed by the pledge of
revenues, grants, or other
contributions;
To implement renewal or
redevelopment programs using tax
increment financing;
To own, hold, improve, lease, sell, or
dispose of real or personal property;
To designate substandard, slum, or
deteriorating areas needing
redevelopment, and unsafe,
unsanitary, and overcrowded housing;
To make expenditures necessary to
carry out the purposes of the HRA law;
and
To develop and administer an interest
reduction program to assist the
financing of the construction,
rehabilitation, or purchase of low or
moderate -income housing. 12
While HRAs have the legal authority to
do whatever is necessary and convenient"
to implement redevelopment, they are
subject to the ordinances and laws in
effect in the city. The city council must
approve HRA plans before the housing
and redevelopment authority may begin
implementation. is
CONTRACTING
All HRA construction work and pur-
chases of equipment, supplies, or materi-
als that involve expenditure of $15,000 or
more must be competitively bid. 14 There
are limited exceptions for emergencies
and certain projects.
FINANCING
Operating funds, capital improvements,
and the debt retirement expenses for HRA
projects may be financed by any one or
any combination of the following methods:
Federal grants;
Revenue bonds that the HRA or local
governing body sell;
General obligation bonds the local
governing body sells;
Tax increments from redevelopment
projects;
A limited mill levy for redevelopment
projects and planning activities; or
A limited mill levy for informational
and relocation services.15
CERTIFICATIONS TO STATE
The following documents relating to the
establishment and activities of local HRAs
must go to commissioner of DTED:
Resolution of need; 16
Certificates of appointment or
reappointment of HRA
commissioners; 17
Project reports: 18
Applications for federal assistance;
Contracts with federal agencies;
Redevelopment plans; and
Low rent public housing project and
management plans.
In addition, annual financial reports
must go to the state auditor. 19
FEDERAL CERTIFICATION
In order for a local HRA to use federal
Housing and Urban Development (HUD)
assistance programs, it must submit a
transcript of organizational documents to
the HUD area office.
PROS AND CONS OF THE HRA
While HRAs have demonstrated compe-
tence and professional expertise in many
areas, any special purpose agency such as
an HRA will have some pros and cons.
Pros
Fiscal self-sufficiency. Due to the
nature of the programs HRAs deal with,
they can fund projects usually outside the
general government budget, with minimal
rl
HANDBOOK FOR MINNESOTA CITIES
direct impact on the city budget. The
enabling legislation also allows for a one-
third mill levy and the use of revenue
bonds.
Greater efficiency. Because of the
specialized functions of an HRA, it can
organize its operations in a certain area
better than general government—focusing
resources on the delivery of a specific
program—rather than on a wide range of
conventional services.
Flexibility. An HRA can act swiftly to
meet a problem and has the flexibility to
be more innovative than a city council in
developing new approaches. Further, it
has the ability to coordinate public and
private resources in solving problems.
Cons
Operating too independently. Because
It is somewhat free of political pressure,
an HRA can administer programs with
only a minimal amount of accountability
for its actions.
Fragmentation of the local govern-
ment function. An HRA can run the risk
of operating at cross purposes or in
contradiction to city policies which can
result in conflict and duplication of
efforts.
Responsiveness to public opinion.
HRA operations, insulated from the
electoral process, can risk being not
sufficiently responsive to public opinion
or community thinking.
General City Development
Powers
Cities have authority to aid and cooper-
ate in the planning, construction, or
operation of housing and redevelopment
projects.20
The following is a partial list of actions
cities may take, with or without compen-
sation:
Dedicate, sell, convey, or lease any of
its interests in any property or grant
easements, licenses, or any other
rights or privileges to an HRA;
Furnish parks, playgrounds,
recreational, community education,
water, sewer or drainage facilities, or
other works adjacent to, or in
connection with, projects;
254
Waive any building code requirements
in connection with the development of
projects;
Do any and all things necessary or
convenient to aid and cooperate in the
planning, undertaking, construction,
or operation of the projects; and
Grant a partial tax exemption of up to
50 percent of all local taxes for
housing projects in a redevelopment
district.
Private development projects that re-
ceive public financial or other assistance
will not necessarily become public
projects which trigger competitive bidding
or other state laws applicable to public
works .21
Economic Development
Authorities/Port Authorities
A development approach gaining in use
is the port authority or economic develop-
ment authority. As of 1993, 24 cities have
the powers of a port authority.22Others
continue to press for those powers
through special legislation. The legisla-
ture, attempting to eliminate or reduce
the special legislation, authorized all cities
to create economic development authori-
ties, which have most of the powers of
port authorities.23 The city may consoli-
date the economic development authority
with an existing HRA, or the city may
grant it HRA powers.
Port authorities and economic develop-
ment authorities have certain powers that
cities ordinarily do not. They have the
ability to use pooled bond reserving.'a In
most development programs, each bond
issue is independent of any other bond
issue, with a separate service or sinking
fund account. Port and economic develop-
ment authorities, however, may create a
single common bond reserve fund. Under
this arrangement, each project's revenues
go into a common fund, which in turn
pays the bondholders on all projects.
Through this pooling mechanism, the
security of each project's bonds increases
and borrowing costs decrease, as long as
the pool has the necessary volume and
diversity of cash flow.
Some port authorities have the addi-
tional powers of owning and operating
facilities, and issuing general obligation
CHAPTER 17
debt without an election and outside the
city's debt limit. Economic development
authorities cannot own and operate
facilities or issue debt without an election.
Also, they cannot act outside of districts
that are contiguous and qualify as
blighted under the tax increment law.25
Municipal or Area
Redevelopment Agencies
Any municipality or group of munici-
palities may establish a public body
known as a municipal or area redevelop-
ment agency in and for the area the
municipalities cover. This law defines
municipalities as home rule charter or
statutory cities, counties, towns, or school
districts.28
The law includes only rural areas, which
generally means all areas not within the
boundary of any city having a population
of 50,000 or more, and not immediately
adjacent urbanized and urbanizing areas
with a population density of more than
100 persons per square mile, or areas
with an unemployment rate of six percent
or more." The restrictions limit applicabil-
ity of the law to rural areas and the Iron
Range.
The establishment of the municipal or
area redevelopment agency is similar to
establishment of an HRA. It also has
similar powers.28 The primary purpose of
these districts is to serve as a conduit for
federal loans or guarantees under the
rural development act of 1972, the public
works and economic development act of
1965, or the small business act, and state
loans financed out of the Minnesota
account .29
City Development Districts
Any home rule charter or statutory city
may designate development districts
within the boundaries of the city. Within
these districts, cities may:
Adopt a development program to
acquire, construct, reconstruct,
improve, alter, extend, operate,
maintain, or promote developments
aimed at improving the physical
facilities, ,quality of life, and quality of
transportation;
Promote pedestrian skyway systems;
and
Install special lighting systems,
special street signs and street
furniture, special landscaping of
streets and public property, and
special snow removal systems.30
The law encourages pedestrian skyway
systems, underground pedestrian con-
courses, people mover systems, and
publicly owned parking structures. It
exempts these structures from taxation
even when they are attached to privately
owned buildings .31
Municipal Industrial
Development
Any home rule charter or statutory city,
or its redevelopment agency, has power to
promote industrial development by:
Acquiring, constructing, and holding
lands, buildings, easements,
improvements to lands and buildings,
capital equipment, and inventory for
industrial projects;
Issuing revenue bonds and entering
into revenue agreements to finance
these activities to promote industrial
projects; and
Refinancing health facilities.32
Under the legislation, cities assist
industries in starting operations and then
use generated revenues to repay the costs.
This law is the basis for issuing most
industrial revenue bonds.
Industrial projects eligible for assistance
include any revenue-producing enter-
prises engaged in assembling, fabricating,
manufacturing, mixing, processing,
storing, warehousing, or distributing any
products of agriculture, forestry, mining,
or manufacture, or in research and devel-
opment activity in these fields.33
The law prohibits a city from operating
any of these projects as a business or in
any other manner .34
Housing Finance Agency
The goals of the Minnesota Housing
Finance Agency (MHFA) are to provide
decent, affordable housing to low and
moderate -income people, to preserve the
existing housing stock in Minnesota, to
preserve existing neighborhoods and
prevent them from deteriorating, and to
promote energy conservation in residen-
tial housing.
255
HANDBOOK FOR MINNESOTA CITIES
The legislature created the MHFA in
response to a shortage of affordable
housing for low and moderate -income
people.35 Private enterprise and private
investment were unable—without public
assistance—to provide an adequate
supply of safe, sanitary, and decent
housing at prices and rents that these
people could afford. Due to high construc-
tion costs and interest rates, new con-
struction has been seriously curtailed,
and home repairs and improvements are
out of reach of low and moderate -income
homeowners. This situation has made the
MHFA and other housing programs more
important than ever.
The sale of state tax-exempt bonds is
the primary financing for MFHA programs.
The nature of these bonds allows the
MHFA to make below-market interest rate
loans for the construction or rehabffita-
tion of single-family and multi -family
housing. Appropriations from the legisla-
ture provide additional funding for pro-
grams, including: the promotion of energy
conservation; an increase in home owner-
ship opportunities for first-time home
buyers; home improvement grants to very
low-income homeowners; and programs to
improve the housing available to Indians,
large families, and the handicapped.
Department of Trade and
Economic Development
The Department of Trade and Economic
Development (DTED) is the primary
development agency of the state. The staff
at DTED is responsible for a wide range of
Housing Bonds
grant and loan programs, as well as
providing technical assistance to busi-
nesses and communities.
Rural Development Board
The Rural Development Board (RDB) is
a state board composed of state agency
commissioners, university chancellors,
and public members.' Two public mem-
bers are local elected officials.
The purpose of the RDB is to promote
rural development in Minnesota, primarily
through a grant program that matches
private foundation grants with state funds
for farm -related and rural development
pilot projects.
Local governments, including cities, are
eligible for grants on a 50 percent match
basis .37
Minnesota Technology, Inc.
Minnesota Technology, Inc. (MTI) is the
new name of the Greater Minnesota
Corporation (GMC). Like GMC, MTI is a
public corporation of the state which the
legislature created in an attempt to meld
the best features of a private development
corporation and a governmental develop-
ment agency.
The focus of MTI has been changed from
general business development to applied
research and technology transfer and
early stage funding to small manufactur-
ers. It may provide financial assistance,
including loan guarantees, direct loans,
interest subsidies, equity investments,
and joint ventures.
Programs
Industrial revenue bonds financed
housing projects until the Legislature
removed from the Minnesota municipal
industrial development act the authority
to finance housing of any kind. In its
place legislators enacted a new statute
authorizing the use of revenue bonds for
financing single-family and multi -family
housing, primarily for the benefit of
families of low and moderate income.39
The law contains single-family and multi-
256
family housing criteria and the specific
actions cities must take to comply with it.
Federal law limits the issuance of housing
revenue bonds; bonding authority is
allocated by a state formula.
Industrial Parks
An industrial park is a tract of land
suitable for industrial use because of
location, topography, proper zoning,
availability to utilities, and accessibility to
transportation. A single body has admin -
CHAPTER 17
istrative control of the tract.
In some cities it may be little more than
a tract of unimproved land, while in other
cities it may be totally served by city
services and have restrictive building
requirements. Its purpose is to attract
industrial development.
Advantages and disadvantages of indus-
trial parks are sometimes real and some-
times imaginary. Advantages include
reduced site development costs and site
readiness. Disadvantages include the
initial cost of acquiring and improving the
land and installing city services, as well
as the potential for the land to become
subject to county and school district
taxation before the city finds a private
buyer. Property a city holds for later sale
for economic development purposes
remains tax exempt for a period of eight
years, or until buildings or other improve-
ments constructed after acquisition reach
one-half occupancy.40
Currently, private enterprise does most
new industrial park development by
creating a for-profit community develop-
ment corporation. A city can cooperate
with that corporation through its land use
controls and methods of financing public
improvements. On the other hand, many
cities have established industrial parks
complete with streets, water, and sewer,
in spite of the possible tax ramifications.
The city then sells or leases a portion of
the park to a business needing a location
for its building.
The law authorizes any city owning
Lands which are not restricted by the deed
to convey the lands for nominal consider-
ation, to encourage and promote industry,
and to provide employment for citizens .41
In finding that a conveyance of land for an
indoor arena was not within the statute,
the attorney general concluded that the
conveyance must both encourage and
promote industry and provide employ-
ment for citizens. A more direct promotion
of industry is necessary, beyond the fact
that more potential customers might be in
town as a result of athletic contests.42
Because the legislature may not constitu-
tionally authorize the expenditure of
public funds for private purposes, there
may be some doubt about the constitu-
tionality of this law. However, the courts
have upheld the municipal industrial
development revenue bond law against
the same objection.43
The laws that authorize the granting of
lands presumably override any charter
restrictions as to bids or voter approval of
the disposition of such lands. However,
they have no effect in granting authority
to convey land a city holds in trust for a
particular purpose.
The city's attorney can best advise the
city concerning the legality of a purchase
of land for resale. Local circumstances are
important in determining the legality.
Industrial Revenue Bonds
The municipal industrial development
laws help cities to attract new commercial
and industrial development, and keep
existing businesses in the city.44 The law
authorizes the council to issue revenue
bonds and use the proceeds to acquire
and construct industrial sites and facili-
ties. The city then leases these facilities to
private industry and uses the rental fee
proceeds to retire the bonds.
A city may issue industrial revenue
bonds, also known as municipal revenue
bonds, without public referendum. It
cannot pledge the full faith and credit of a
community as security for these bonds.
Thus, the city may not tax property
owners to pay principal and interest on
them.
If a city decides to investigate the use of
industrial bond financing, it should
contact the department of trade and
economic development. The department
provides the city information, advice, and
technical assistance. This assistance is
important, due to the adoption of federal
and state laws allocating issuance author-
ity among the states and their political
subdivisions. The commissioner of securi-
ties must approve the project.
Commercial Rehabilitation
Cities have authority to carry out pro-
grams for the rehabilitation of small and
medium-sized commercial buildings .45 The
city must adopt a program ordinance
which provides for the adoption of pro-
gram regulations, including a definition of
small and medium-sized commercial
buildings. Loans under the program may
be for amounts up to $200,000. The city
257
HANDBOOK FOR MINNESOTA CITIES
may finance the program through the sale
of revenue bonds.
Tax Increment Financing
Tax increment financing authority is
available to most cities.4e Cities with
housing and redevelopment authorities,
economic development authorities, port
authorities, redevelopment agencies, cities
administering development districts or
development projects, or cities exercising
port authority powers under a general or
special law may use tax increment financ-
ing, although certain recent amendments
may make use of this development tool
impractical.
Tax increment financing is a funding
technique that takes advantage of the
increases in tax capacity and property
taxes from the development or redevelop-
ment to pay public development or rede-
velopment costs. The difference in the tax
capacity and the tax revenues the prop-
erty generates after new construction has
occurred, compared with the tax capacity
and tax revenues it generated before the
construction, is the tax increment. The
city then uses this "captured value" to
repay public indebtedness or current
costs the city incurred in acquiring the
property, removing existing structures, or
installing public services.
Tax increment financing involves only
the increased property taxes generated
within the area. It does not pre-empt the
amount of property taxes currently de-
rived from the redevelopment area, nor
does it directly affect the amount or rate of
general ad valorem taxes the city levies.
The result of a tax increment financing
project is an increased tax base that will
benefit all local taxing jurisdictions.
For example, consider a property with a
dilapidated building that is now produc-
ing $500 per year in property taxes. If the
local housing and redevelopment author-
ity acquired the building, cleared the land,
and resold it for private development so as
to produce $3,000 in property taxes per
year, there would be a tax increment of
2,500. The city could sell general obliga-
tion bonds to get the funds to acquire the
property and remove the dilapidated
building.
After redevelopment, the original $500
property taxes would continue to go to the
258
local taxing jurisdictions, but the $2,500
tax increment would go into to a special
bond redemption fund until the city pays
off the bonds. After repaying the bonds,
the entire $3,000 property taxes ($2,500
tax increment plus $500 original taxes)
would go to all local taxing jurisdictions,
assuming the tax rate remains constant.
Cities or HRAs should not undertake
this method of financing community
development projects without the advice
of an attorney and professional consult-
ants. Use of tax increment financing may
negatively affect the amount of state aid a
city receives.
Community Development Block
Grants
The Community Development Block
Grant (CDBG) program, under the U.S.
Department of Housing and Urban Devel-
opment, provides cities with federal
funding to initiate and continue a diverse
array of housing and community develop-
ment projects.
ALLOCATION OF CDBG FUNDS
Allocation of CDBG funds takes place
under a formula which gives 80 percent of
the funds to standard metropolitan statis-
tical areas (SMSAs), and 20 percent to
non -metropolitan areas. Of the 80 percent
going to SMSAs, most of the grant money
takes the form of entitlement grants. A
city eligible to receive an entitlement grant
automatically receives the grant by sub-
mitting an application containing eligible
uses for the money. Jurisdictions eligible
for entitlement grants include cities with
populations over 50,000 which are central
cities of an SMSA, urban counties (coun-
ties having a population of at least
200,000 not including the population of
the central city), and central cities of an
SMSA with population under 50,000.
The remaining cities compete for discre-
tionary grants. HUD awards discretionary
grants to cities in two competitive funding
areas. metropolitan and non-metropolt-
tan. The metropolitan funding area in-
cludes eligible municipalities located
within any of the SMSAs in the state, and
the non -metropolitan funding area in-
cludes all eligible applicants which are
not within an SMSA. Applicants may
include cities applying individually or
CHAPTER 17
jointly, or counties applying on behalf of
themselves or on behalf of other units of
government.
USES OF THE FUNDS
There are two general rules relating to
the types of projects or activities that
CDBG program grants may fund. The
initial rule establishes three categories of
projects for which local units may use the
block grant funds. These categories
include projects or activities that princi-
pally benefit low and moderate -income
people, eliminate slums and blight, or
meet other community development needs
having a particular urgency. The second
rule stipulates that 75 percent of the
program money should fund projects or
activities that benefit low and moderate -
income people.
Cities must justify the use of funds
based on citywide priorities. This require-
ment means cities will need to complete a
comprehensive plan before they can
receive CDBG funds. HUD requires that
plans for targeted neighborhoods include
CDBG programs in conjunction with other
local public activities, and that local units
support these plans with quantified needs
statements. Finally, HUD requires evi-
dence that local public activities, such as
street repair or park construction, are part
of the capital improvement program. The
reason for the emphasis on comprehen-
sive physical and economic planning is to
insure HUD that the city is carrying out
the development program in a coordinated
manner.
Eligible uses for CDBG money include
acquisition of real property, relocation
payments, street improvements, neighbor-
hood facilities, recreation facilities, solid
waste disposal facilities, public improve-
ments, removal of architectural barriers,
fire protection and parking facilities,
historic preservation, economic develop-
ment, public services like child care,
rehabilitation by public bodies or private
entities, rehabilitation loan and grant
assistance, code enforcement, payment of
special assessments for low to moderate -
income people, planning activities, and
consulting services.
Ineligible activities include funding for
buildings and facilities for the general
conduct of government and the construc-
tion of the following public facilities:
Facilities for exhibitions, spectator
events, and cultural purposes such as
stadiums, sports arenas, concert halls,
museums, or libraries;
Schools and educational facilities;
Airports and bus, rail, or other transit
facilities;
Hospitals, nursing homes, and other
medical facilities;
Treatment works for sewage or
industrial wastes of a liquid nature;
Purchase of equipment or furnishings;
Maintenance and repair;
General government expenses;
Political activities; and
New housing construction.
Transportation
In addition to the basic authority of
cities to construct and maintain streets,
cities may be involved in alternative
methods of transportation. For some cities
public transportation systems are of
major importance in the overall plan for
community development and redevelop-
ment.
RAILROADS
The regional railroad authorities act
allows counties and other local units of
government to provide for the improve-
ment and preservation of local rail ser-
vice." One or more municipalities may
form a regional railroad authority. How-
ever, before a city may organize an au-
thority, it must ask the county to organize
an authority. If the county or counties do
not organize an authority within 90 days
after receiving the request, the city or
cities may organize under a resolution
they adopt after a public hearing. Cities
may also loan or donate money and
dedicate, sell, or lease city property to an
authority and provide public improve-
ments to authority property. The commis-
sioner of transportation has the power to
pay a portion of a regional railroad
authority's cost of acquiring a rail line.
AIRPORTS
Any city may own and operate an air-
port,48 and may zone to prevent airport
hazards. 49
259
HANDBOOK FOR MINNESOTA CITIES
MASS TRANSIT
Some Minnesota cities operate systems
of mass transit, either under the general
authority of the statutory city code,
charter provisions, or special laws.50 The
law authorizes cities to have commuter
van pools for employees .51 A variety of
state grants to assist public transit sys-
tems are available.
Advertising
Cities have wide discretion in using city
funds to promote their communities.
Because the laws treat certain types of
cities differently, this discussion will deal
with the laws governing the use of city
money for advertising purposes.
Except for first class cities (Minneapolis,
Duluth, St. Paul), the council of any
statutory or home rule charter city may
appropriate money each year for advertis-
ing the city.51 The council may appropriate
money from the general fund without
voter authorization, but it may not allow a
tax outside of statutory limits for advertis-
ing.
A city may use the appropriated money
only "for the purpose of advertising the
municipality ... and its resources and
advantages," including cooperative pro-
grams of more than one city. The council
has considerable discretion in determin-
ing what is advertising. The attorney
general has ruled, for example, that a
survey of business and business develop-
ment is permissible;53 that the council
may decide whether the cost of a city
progress report is a legitimate advertising
expenditure;54 that the city may pay for
signs outside its limits advertising the
city;55 that under similar authority to levy
a tax to advertise the agricultural, Indus-
trial, business, and general resources, the
city could pay for a parade float if the
council determined that this would adver-
tise the city; and that whether the law
authorized Christmas decorations was a
fact question for the counc11.58
As far back as 1911, the Minnesota
Supreme Court held that a contract with a
publicity bureau was a reasonable means
to promote the general welfare of the
city.57 It is important. of course, whatever
a city chooses to do, that it be within the
bounds of the public interest rather than
260
private interest and be of benefit to the
community as a whole.SB
BUREAU OF INFORMATION AND PUBLICITY
Any statutory city may establish and
maintain a bureau of information and
publicity.50 The purpose of the bureau is
to furnish tourist information, provide
outdoor advertising, and prepare, publish,
and circulate information about the
recreational facilities, businesses, and
industrial conditions of the community.
This law does not authorize a special tax
levy. Because the statutes give every city
authority to appropriate money for adver-
tising, this would seem to include author-
ity to maintain a bureau of information
and publicity. It is doubtful that the
publicity statute provides any additional
authority for statutory cities.
Almost all of the home rule charters that
cities have adopted since 1930 or 1940
contain omnibus grants of power autho-
rizing the city, without more explicit
grants of authority, to do anything appro-
priate for a city that the legislature might
itself have authorized. It seems clear from
the Minnesota cases that such grants of
power authorize expenditures for advertis-
ing.00
The attorney general has ruled that
under such a charter provision, the city
may promote business and industrial
development and hire a staff for that
purpose.81 It seems likely that a charter
city without an omnibus grant, but with a
typical general welfare clause, has author-
ity to make expenditures for advertising
the city, as long as the particular expendi-
tures are for a public purpose.
District Heating
Any city may acquire, construct, own,
and operate a city district heating system,
and issue and sell general obligation
bonds to finance any city expenditures
related to the acquisition or operation of a
district heating system.62 Cities may issue
revenue bonds payable solely from all or
portions of revenues the city gets from a
district heating system. The city itself, by
ordinance, may authorize a redevelopment
agency to exercise any and all of the city's
powers to issue these revenue bonds.
CHAPTER 17
Contributions to Economic
Development Organizations
The law allows cities to appropriate up
to $50,000 annually out of the general
revenue fund to any incorporated develop-
ment society or organization of this state
for promoting, advertising, improving, or
developing the economic and agricultural
resources of the city.63
Contributions to Hospitals,
Artistic Organizations
State law also authorizes cities to make
grants to private. non-profit, or public
hospitals that serve the city or to artistic
organizations that provide an opportunity
for people to participate in the creation,
performance, or appreciation of a wide
range of artistic activities.`
How This Chapter Applies to
Home Rule Charter Cities
All of the tools this chapter lists are available to charter cities. The general discus-
sions also apply to all cities.
Legal Notes for Chapter 17
1. Chapter 291, 1987 Session Laws,
codified as Minn. Stat. Ch. 469.
2. Minn. Stat. 469.001-469.047.
3. Minn. Stat. 469.003.
4. Minn. Stat. 469.003, subd. 1.
5. Minn. Stat. 469.003, subd. 2.
6. Minn. Stat. 469.003, subd. 4.
7. Minn. Stat 469.004, subd. 1, subd. 2.
8. Minn. Stat 469.004, subd. 5.
9. Minn. Stat 469.003, subd. 6.
10. Minn. Stat 469.003, subd. 7.
11. Minn. Stat 469.011, subd. 4.
12. Minn. Stat 469.012, subd. 1; Minn. Stat
469. subd. 7.
13. Minn. Stat 469.012, subd. 4; 469.028.
14. Minn. Stat 469.015.
15. Minn. Stat. 469.033, 469.034.
16. Minn. Stat. 469.003, subd. 4.
17. Minn. Stat 469.003, subd. 7.
18. Minn. Stat 469.012, subd. 5.
19. Minn. Stat 469.013.
20. Minn. Stat 469.041; 469.043.
21. Judd Supply Co., Inc. u. Ctty of Princeton,
448 N.W. 2d 895 (Minn. App. 1989).CIL
22. Minn. Stat 469.049; 469.069; 469.070;
469.071; 469.072; 469.073; 469.075;
469.076; 469.077; 469.078; 469.079;
469.080; 469.081; 469.082; 469.083;
469.085; 469.086; 469.087; 469.088;
469.089.
23. Minn. Stat 469.091.
24. Minn. Stat 469.103, subd. 5.
25. Minn. Stat 469.102, subd. 1; Minn. Stat
469.101, subd. 1 and 2.
26. Minn. Stat 469.111.
27. Minn. Stat. 469.110, subd. 11; 429.111.
28. Minn. Stat. 469.111; 469.115.
29. Minn. Stat. 469.120; 469.121.
30. Minn. Stat. 469.124 -.126.
31. Minn. Stat. 469.127.
32. Minn. Stat. 469.152, 469.155, subd. 1-
13.
33. Minn. Stat 469.153.
34. Minn. Stat 469.155, subd. 14.
35. Minn. Stat Ch. 462A.
36. Minn. Stat 116N.02 - 116N.08.
37. Minn. Stat 116N.08.
38. Minn. Stat 1160.01 - 1160.15.
39. Minn. Stat. 462C.01 et. seq.
40. Minn. Stat 272.02, subd. 5.
41. Minn. Stat 465.026; 465.035.
42. Attorney General Opinion 476b.2, March
2, 1961.
43. City of Ptpestone u. Madsen, 287 Minn.
357, 178 N.W. 2d 594 (1970).
44. Minn. Stat 469.152.
45. Minn. Stat 459.31 to 459.34.
46. Minn. Stat 469.174.
47. Minn. Stat Ch. 398A.
48. Minn. Stat 360.032.
49. Minn. Stat 360.061 to 360.074.
50. Minn. Stat 412.221, subd. 32.
51. Minn. Stat 174.27.
52. Minn. Stat 465.56.
53. A.G. Op. 59-A-22, LMC 10d, May 23,
1958.
54. A.G. Op. 59-A-22, LMC 10d, May 20,
1965.
55. A.G. Op. 469-B-2, LMC 215H1, May 25,
1959.
PU
HANDBOOK FOR MINNESOTA CRIES
56. A.G. Op. 476-13-5, LMC 215111, Oct. 29,
1959; cf. A.G. Op. 59-A-22, LMC 215111,
Sept. 28, 1964.
57. Mitchell v. City of St. Paul, 114 Minn. 14,
130 N.W. 66 (1911).
58. See McQuillin, Muntcipal Corporattons (3d
ed.), Vol. 16, Sec. 44.40.
59. Minn. Stat 465.53.
60. Sverkerson v. City of Minneapolis, 204
Minn. 388, 283 N.W. 155 (1939); State v.
Crabtree Company, 218 Minn. 36. 15
N.W. 2d 98 (1944); State ex rel v. City of
262
Duluth, 134 Minn. 355, 159 N.W. 792
1916); Ctty of Duluth v. Cerveny, 218
Minn. 511. 16 N.W. 2d 779 (1944); Cf.
Mitchell v. City of St. Paul, 114 Minn. 14,
130 N.W. 66 (1911); Tousley v. Leach.
180 Minn. 293, 230 N.W. 788 (1930).CIL
61. A.G. Op. 59-a-22, LMC 10d, Dec. 8,
1965.
62. Minn. Stat 412.321; Minn. Stat 465.74;
See also Minn. Stat 116H.31.
63. Minn. Stat 469.191.
64. Minn. Stat 465.037, 471.941.
12/18/89
MISSION STATEMENT
Plymouth - "a city in a country setting" - is a unique, complementary blend of
residential, business, and industrial development and open space. Comprising
nearly 36 square miles, Plymouth is a growing second tier suburban community
of over 51,000 persons (1989 estimate). Our natural amenities feature
numerous lakes, marshes, ponds, woodlands and hills. The community boasts a
strategic geographic location in the metropolitan area and is served by a well
developed regional transportation system.
To enhance our desirable natural environment, the government of Plymouth
provides an appropriate level of services to its residents, business community
and visitors at comparatively reasonable costs. The City operates on an
efficient staff philosophy, promoting performance principles coupled with
merit compensation and retention of the best qualified performers. To
complement personnel resources the City has adopted a philosophy of acquiring
and maintaining modern tools and capital equipment to accomplish city work
goals. Where appropriate, the City contracts with private vendors to provide
certain municipal services.
The following constitute the mission of the City of Plymouth:
I. Suitable Housing Environment - The City will promote the development of
a variety of affordable quality housing for various income levels
through the development approval process and through Housing and
Redevelopment Authority activity. In addition to meeting the above
criteria, residential developments are to harmoniously integrate with
the natural environmental qualities of the community to provide for an
impression of rural living in an urban setting.
II. Economic Vitality - With the assistance of periodic analysis, the City
will encourage economic vitality through a diversified economic base,
balanced commerce, industry and residential population, and the
availability of a broad range of employment opportunities for residents
and non-residents alike. In accomplishing this goal the City will
promote sound land use and the continued development and maintenance of
a solid property tax base.
III. Security - The City will enact, maintain and administer policies and
ordinances which assure the safety and health of the individual and
preservation of property consistent with maintaining quality of life in
the community and protection the natural living environment of Plymouth.
IV. Access through Municipal Infrastructure - The City will promote orderly
development through advanced planning for municipal water and sewer
extensions, storm water drainage improvements and street roadway
systems. This planning will be supplemented by fiscal analysis to
assess and plan for the impact of extending new, while replacing
existing, facilities.
12/18/89
V. Human Development - A broad range of educational and leisure time
opportunities and experiences will be offered for residents in
cooperation with other area agencies. These will utilize available
municipal buildings and recreation facilities.
VI. Fiscal Resources - Long range fiscal planning, as well as monitoring of
current fiscal activity, will be a continuing high priority. The
careful management of fiscal resources will facilitate the City's
ability to attain its objectives.
V
12/18/89
B. GOAL: ECONOMIC VITALITY
Pursue a prudent use of available resources and the optimum functioning of
economic systems.
OBJECTIVE #1: Strive for a balance between commerce and industry
and population.
CRITERIA:
I. Maintain the amount of City -held tax exempt land at a reasonable level
commensurate with City needs.
2. Reflect the amounts of industrial and commercial development desired on
the Land Use Guide Plan Map.
3. Develop and maintain a method for determining and evaluating the fiscal
impact of adherence to established guide plans.
4. Develop and maintain a method for determining and evaluating the fiscal
impact of departures from established guide plans.
OBJECTIVE #2: Encourage a diversified economic base and a broad
range of employment opportunities.
CRITERIA:
I. Encourage a mixture and diversity of industrial and commercial land uses
that will remain relatively stable under changing economic conditions.
2. Identify the services and amenities which will attract and retain
commerce and industry.
3. Services provided by the City should be within the fiscal and financial
capacity of the City.
OBJECTIVE #3: Promote sound land use.
CRITERIA:
1. Maintain a current City Comprehensive Land Use Guide Plan and Map.
2. Prepare and maintain current official maps for zoning, transportation,
utilities, streets, parks and trails, special protection districts, and
existing land uses
3. Maintain maps and Official Controls that are consistent with the
Comprehensive Plan.
9
12/18/89
OBJECTIVE #4: Maintain high standards in the promotion and
development of commerce and industry.
CRITERIA:
1. Encourage, regulate, and promote nonpolluting and aesthetically pleasing
commercial and industrial development.
2. Develop and support adequate, uniform inspection policies and effective
enforcement procedures.
3. Encourage commercial and industrial self -policing and maintenance of
sites and structures.
4. Maintain proper physical site screening and landscaping standards.
5. Strive to maintain traffic patterns that keep industrial and commercial
traffic clear of residential areas.
10
POLICY AND PROCEDURES RELATING TO APPLICATIONS FOR
INDUSTRIAL DEVELOPMENT BOND FINANCING
Resolution No. 84-157
Date: March 12, 1984 (Supersedes Res. No. 81-197, March 16, 1981; Res. No. 81-212,
March 23, 1981; Res. No. 82-150, March 1982)
The City Council has been granted authority to issue Municipal Industrial Development Bonds
by the terms of the Minnesota Industrial development Act, M.S.A. Chapter 474, as amended.
The Council is aware that such financing may benefit the community and, accordingly has
indicated its willingness to consider requests for Industrial Development Bond financing
subject to the following guidelines:
1. The project shall be compatible with the overall development plans and
objectives of the city.
2. The project shall be of a nature the City wishes to attract, or an existing
business the City desires to have expand within the City. Potential for new
employment, incentive for further development, impact on City service
requirements, and compatibility with other land uses and/or the adjacent
neighborhood will be considered in reviewing the application.
3. Projects of a speculative nature will not be considered, and it is the Council's
desire that a substantial portion of the project be occupied by the applicant.
4. The City's goals will be to approve the application of (a) well-established
companies with good performance records and. good futureprospects and (b)
newer companies whose performance indicates sound future earnings prospects
and product acceptance.
5. The City will not normally consider:
a) Projects of essentially a warehousing nature unless the project provides
substantial additional employment.
b) Special purpose type structures not readily adaptable to other uses.
c) Equipment which is not an integral part of the structure.
d) Inventory of parts of equipment.
e) Professional, service and retail businesses whose location is primarily
dictated by market considerations to be near, or convenient to their
customers.
6. The City shall normally expect the applicant to demonstrate a reasonable
showing of equity in the proposed project. A "reasonable showing of equity"
may vary from project to project, however, will normally involve land costs
and/or other project "soft costs', such as consulting fees, financing reserves and
moving costs. Exceptions to this requirement will be considered by the Council
on an individual basis.
3a
7. The City may submit the applicant's fiscal data to financial analysts of its
choice. The financial analysts will review the data and make such written
comments to the City as to the current and projected financial position of the
applicant in order that the Council will be in a position to reasonably evaluate
the applicant's ability to service the proposed debt.
8. The applicant shall select qualified financial consultants and/or underwriters, to
prepare all necessary documents and materials required for the project. The
City may rely on the opinion of such experts. The application shall be
accompanied by the financial consultant and/or underwriter regarding the
financial strength of the applicant as well as the feasibility of the project, ability
to sell the bonds, or in the case of a tax-exempt mortgage, a tentative letter of
commitment from the lending institution. All fees and expenses of approving
bond counsel shall be paid by the applicant.
9. If the application for financing is reviewed prior to the time the City considers
preliminary land use recommendations with respect to zoning, site plan and
public utilities, the applicant is advised that such financing reviews are not
connected in any way with subsequent requests for land use approvals. The
City Council will consider the financial application and the subsequent land use
requests independent of one another and the favorable finding in one instance
shall not obligate or indicate subsequent findings will be favorable. In any
event, applicants shall indicate their intention to apply for industrial
development revenue bond financing not later than at the time of application for
final site plan approval; failure to do so shall disqualify the application for
further consideration.
10. The applicant and its bond underwriters shall hold the City, its officers,
consultants and agents harmless from any alleged or actual violations of any
securities laws, State or Federal, in connection with the issuance of bonds for
their project.
11. The City reserves the right to deny any application for Municipal Industrial
Development bond financing at any stage of the proceedings prior to adopting
the resolution authorizing issuance of Industrial Development Bonds.
12. The Industrial Development Act permits the Council to issue bonds for certain
non-profit corporations. While the City may consider such requests, the non-
profit corporation shall be reviewed in accordance with the criteria: The
applicant's project will (a) directly fulfill strategic development objectives of the
City, (b) provide a significant number of new jobs for the City, and (c) the
services. rendered by the project shall be of direct benefit to a large segment of
the City's population.
13. The City may waive some of the foregoing requirements to encourage and foster
specific high quality projects of significant scale or scope in the area generally
referred to as "Downtown Plymouth." Proposals submitted shall be responsive
to the adopted General Development Plan for Downtown Plymouth.
14. The applicant shall submit a non-refundable fee of $1,000 with the application
to cover City administrative costs in processing the application.
3b
CITY OF PLYMOUTH
RESOLUTION 93-219
RESOLUTION ESTABLISHING A TAX INCREMENT FINANCING PROGRAM FOR EXISTING TAX
INCREMENT DISTRICTS.
WHEREAS, the City of Plymouth pursuant to State Enabling Statutes has created
several Tax Increment Financing Districts within the City, specifically Tax
Increment Districts 1-3, 1-4, 1-5, 2-1, 3-1, 3-2,.3-3, 4-1, 4-2, 4-3, 5-1, 6-
1, and 7-1; and,
WHEREAS, it is the policy and intent of the City of Plymouth to encourage
development within these existing Tax Increment Districts for the long term
benefit of the citizens and tax payers of Plymouth; and,
WHEREAS, the City Council finds that a specific program to utilize forecasted
Tax Increments to encourage such development through financial incentive is in
the interest of the City.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PLYMOUTH,
MINNESOTA, that it should and hereby does authorize and direct City staff to
execute and undertake the Tax Increment Financing Program as described by the
memorandum from the Community Development Director of April 14, 1993, together
with attachments which is attached hereto as Exhibit A.
FURTHER, that the percentage of forecasted increment directly applied
development project proposed under this program shall be limited to
percent; and administrative fees shall be charged each project in the
of 10 percent of the forecasted increment collectable.
Adopted by the City Council on April 19, 1993.
STATE OF MINNESOTA)
COUNTY OF HENNEPIN) SS.
to the
amount
The undersigned, being the duly qualified and appointed City Clerk of the City
of Plymouth, Minnesota, certifies that I compared the foregoing resolution
adopted at a meeting of the Plymouth City Council on April 19, 1993 , with
the original thereof on file in my office, and the same is a correct
transcription thereof.
WITNESS my hand officially as such City Clerk and the Corporate seal of the
City this 29th day of April, 1993
City Clerk
res/cc/tif)
Resolution No. 93-219
DRAFT
EXHIBIT A. TO RESOLUTION 93-,_l
CITY OF PLYMOUTH, MINNESOTA
Tax Increment Financing (TIF) Program
for Economic Incentives for
the City's TIF Districts
1-3, 1-4, 1-5, 2-1, 3-1, 3-2, 3-3, 4-1, 4-2, 4-3, 5-1, 6-1, 7-1)
Introduction: The City has established a number of TIF
districts which will terminate over the
next few years, and which still have
sizeable undeveloped parcels. The City is
interested in providing economic
incentives to appropriate developments
within these TIF districts. These
incentives will be within the dictates of
eligible expenditures defined in the TIF
statutes. As the remaining duration of
these districts is short, the City is only
interested in assisting those developments
which will move forward in an expeditious
manner.
Objectives: 1) The City wishes to promote development
consistent with the land -use plans and
the zoning ordinance in the subject
TIF districts. A mapping of the
districts and their land -use plans is
enclosed as Exhibit 1. Accompanying
Exhibit 1 is a financial profile of
each TIF district, listing its type
and duration.
2) In particular, the City is interested
in promoting development of the
following types:
Basic Manufacturing
High Tech Research/Development
Distribution
Priority Developments: The City has established a priority of the
types and characteristics of developments
it wishes to see occupy these parcels.
Although developments not matching these
priority types will not be precluded from
receiving TIF assistance, those projects
which do accomplish these objectives will
be given preference. Priority types and
characteristics of development are:
1 -
Resolution No. 93-219
Type of Assistance:
Form of Assistance:
Application for TIF Assistance:
Questions Regarding the Program:
Basic Manufacturing, High Tech
Research/Development, Distribution
Locations Within Existing TIF
Districts
Compliance with all
City/State/Federal Regulatory
Controls on Land Use and Development
The City will consider funding the
following types of expenditures:
1) Land acquisition write-down;
2) Site preparation
3) Necessary public improvements; and
4) The costs of certain development
permitting fees.
The City will consider two forms of
assistance:
1) Pay-as-you-go TIF assistance whereby
payments are made over time as the
property owner makes property tax
payments; and
2) Up -front TIF assistance through bond
proceeds.
The City reserves the right to negotiate
the form of assistance based on cost
effectiveness considerations.
The City has developed a TIF application
form to provide a description of proposed
development, the nature and extent of TIF
assistance and the information from which
a calculation of TIF revenues can be made.
The application form is enclosed as
Exhibit II.
Interested parties should contact Mr.
Chuck Dillerud, Community Development
Director, City of Plymouth, at (612) 550-
5059.
2 -
April 29, 1993
Dear Property Owner:
You are listed as the owner of property within the City of Plymouth that is
located in one of thirteen existing Tax Increment Financing Districts that
have been established by the City over the past few years. A Tax Increment
Financing District is established by the City Council covering a specified
grouping of tax parcels. Once this designation has been established all new
property valuation that is created within those districts is pledged to the
financing of a Tax Increment Financing Plan, which is also approved by the
City Council.
This pledge of incremental tax revenues based on new valuation created
generally extends over an eight year period,and includes all tax revenue that
would normally be distributed to school districts, Hennepin County, special
districts, and the City of Plymouth.
Historically the City of Plymouth has utilized tax increments from the
districts which have been created to fund the construction of public
infrastructure. Such existing infrastructure as the Carlson Parkway/I-494
interchange; the County Road 6/I-494 interchange; and, major portions of
County Road 9 and Northwest Boulevard were funded from tax increments from Tax
Increment Financing Districts existing in the City of Plymouth.
Recognizing the increasingly competitive nature of land development for
industrial purposes, the Plymouth City Council, on April 19, 1993, authorized
a modification to the Tax Increment Financing Program within the existing tax
increment districts in Plymouth. To create an incentive for development
within our existing tax increment districts, the City Council has authorized
solicitation of proposals to direct a.percentage of forecasted.tax increments
from new projects directly to the project to underwrite such project expenses
as site grading, soil corrections, and similar non -building related items.
The result, of course, will be to reduce the cost of project development in
Plymouth - at least in those portions of Plymouth that are located within
existing Tax Increment Financing Districts.
The exact percentage of the forecasted tax increment from any given new
industrial construction project within an existing Tax Increment Financing
District was not established by the City Council on April 19. They have
directed staff to solicit project proposals from property owners within
Plymouth who have qualifying sites, with the understanding that the percentage
of the forecasted increment that would be applied directly to the project be
established based on the amount of increment that is forecasted from the first
Page Two
two or three projects Council reviews. I think it is fair to tell you,
however, that the amount of assistance a project on your property could
potentially receive as an incentive could be as much as $40,000 per $1,000,000
of construction cost.
I have enclosed herewith a copy of the program guidelines adopted by the City
Council, together with forms we intend to use initially for you to present
projects for consideration under this new program. Once you have a completed
application submitted, I will be utilizing the services of Springsted, Inc.,
the City's Financial Consultant, to analyze the financial data and provide a
forecast of the tax increment expected. This information will be submitted to
the City Council together with your application materials.
I believe it is fair to say that this new approach by Plymouth represents a
significant change of course with respect to how Tax Increment Financing is
handled in our community. As with any new program, I fully expect there will
be "surprises" and procedural adjustments we will have to make as we process
the first few applications.
If you have any questions concerning this matter, feel free to contact me at
550-5059.
Sincerely yours,
Charles E. Dillerud
Community Development Director
pl/cd/taxincre)
V
POLICY ON STAFF ASSISTANCE TO DEVELOPERS
Resolution No. 73-38
January 22, 1973
The City administrative staff is directed to devote only a limited amount of
time in assisting developers and petitioners in formulating proposals.
The City administrative staff should generally be guided by the following in
providing assistance to petitioners:
1. Briefly explain the City Ordinance or regulations involved and pro-
vide the petitioner with necessary forms and procedures.
2. Briefly explain and provide copies (at cost) of the following items
which might have a bearing on the petitioner's proposal:
a. Maps of existing conditions (aerial photographs, topographical
maps, streets, utilities, property line half sections, etc.)
b. Maps and reports of proposed streets, utilities, land use,
capital improvement programs, etc.
3. Review proposals when submitted with all required information and hold
a conference with the petitioner, if required, prior to the preparation
of a Staff Report for submittal to the appropriate committee, commission
or Council.
5-
i
Agenda Number:
TO: Mayor and City Council
FROM: Dwight Johnson, City Manager
SUBJECT: City Manager Evaluation Alternatives
DATE: June 8, 1994
1. ACTION REQUESTED: Consider and approve a procedure for the evaluation of the
City Manager.
2. BACKGROUND: The City Council requested a discussion of procedures for the
evaluation of the City Manager for the June 13, 1994 special meeting. The City Manager
was requested to provide some options. The next evaluation is scheduled to occur during
the month of August. We have discussed making August the official evaluation date for
future years to avoid the situation where new Council members must evaluate someone not
well known to them. Council indicated in February that any salary review should be
conducted during the August review to be effective for the 1995 calendar year.
3. ALTERNATIVES: The question of procedure revolves around several separate
issues:
Issue No. 1 Who will conduct the process? Alternatives:
Use a consultant. The City used Harry Brull of Personnel Decisions for
my first evaluation in August, 1993. However, this was free since it was
a part of the contract which the City had with Personnel Decisions for the
City Manager search.
Use member(s) of the City Council. The member(s) would need to have
specific understanding on the form of the final report.
Find a responsible third party who would do it. It probably should not be
someone the City Manager works with which would tend to rule out
neighboring City Managers, Assistants, School Superintendents and some
County officials. Yet it would be an advantage to find someone many of us
know and respect.
Issue No. 2 What should the evaluation include? Alternatives:
Use the same written evaluation used last August and last September.
It is relatively simple to use and retains the advantage comparability with
previous results.
k
Use a consultant's evaluation form. Harry Brull suggested one to the Council
last August. It was about 150 questions and rather detailed. Department
Managers did use this form last August, since they could more readily answer
the questions based on their day to day contact with me. The 1993 Council
decided that Mr. Brull's detailed questionnaire was inappropriate for the more
limited contact situation of Council -City Manager.
Review forms from other cities to see if they are better. Some
forms we have just received from several other cities are attached..
Issue No. 3 What should be the format of the evaluation report? Options include:
Do not show each Council member's evaluation ratings separately.
Show each Council member's evaluation separately, but anonymously.
Show each Council member's evaluation separately by name.
Show all comments anonymously, even if they duplicate one another
Show all comments, including duplications, by name
Show only each different comment, but not the duplications.
Issue No. 4 Who should be included in the evaluation process? Alternatives
include:
Council only
Council and Department Heads
Council, Department Heads, and staff (via survey)
Issue No 5 How should the evaluation be presented? Options include:
Simply present the written report to the City Manager
Manager meets with member(s) who prepared the report
Manager meets with entire Council
4. DISCUSSION: My preferences among the alternatives listed above are shown with a
double asterisk. In the case of who aggregates the information and reports it, a subcommittee
of two or three council members seems best. Four or more is too unwieldy while having more
than one will ensure the maximum trust in how the results are reported. However, it should
be agreed upon in advance what the format of the evaluation results will be. Paying a
consultant does not seem cost effective. Finding a third party might be difficult and risks a
breach of confidentiality.
The form used last February and in August, 1993 seems relatively simple and flexible.
Additional criteria can readily be added to the form. The form also provides a good
combination of quantitative information and written comments. It also provides for
comparability to the previous two evaluations. Several Shoreview City Councils used this
form successfully for six years with me.
I would prefer to see the ratings and comments of each Council member by name. Even if my
average rating stayed the same in some category, it would be helpful to me to know if the
rating was static or dynamic (several members switching ratings without changing the overall
average). It helps me understand ratings and comments in some context if I know where they
came from. In Shoreview, each Council member signed his/her evaluation and I was able to
see a copy of it.
Council has already agreed to postpone a decision on an employee survey until September.
The concept of the 360 degree review is becoming more popular. It gives the employer a
wider view of the employee. It also lets the Manager know about any unknown difficulties
with staff members. The major drawback is that it tends to put both the employees and the
Manager in a conflict of interest situation. This drawback is normally mitigated by an
employer who is well acquainted with the Manager and the Staff. This is less true with a part-
time elected body, however. One possibility might be for the Council to occasionally use
Staff in evaluations, but not every time.
Finally, it seems to be best to have a meeting on the evaluation with the full Council. I work
for each of you equally, and it would be better not to have any necessary communication lost
in the translation.
5. BUDGET EMPACT: There would be no budget impact if the Council does the
evaluation itself. We do not have any information on the cost range of a consultant.
6. RECOM MNDATION: I recommend that the Council use the existing evaluation form
and create a subcommittee of two or three members to conduct the evaluation and aggregate
the evaluation results. There should then be a meeting between the full Council and the
Manager to discuss the results.
r
ST. LOUIS PARK, MINNESOTA
CITY MANAGER PERFORMANCE EVALUATION
INSTRUCTIONS: Place a check mark on the line
underneath the rating column which
you feel is appropriate for
each item
A. Policy
1. Understands the difference between policy and
administration
2. Assists in policy formulation without exerting
undue influence
3. Provides sound advice on policy matters
4. Carries out adopted policy effectively,
faithfully and in a timely manner
Specific comments
B. Planning
1. Plans, organizes and supervises implementation
of ongoing City programs and services
2. Organizes program planning in a manner that
anticipates future needs and problems and
establishes common goals for adoption
by the City Council
3. Achieves goals set by or in conjunction
with the City Council
Specific comments
C. Agendas
1. Prepares a sound agenda
2. Balances the work flow from meeting to
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D. Reporting
1. Provides reports in a comprehensive and
understandable manner
2. Provides appropriate information for making
sound policy decisions
Specific comments
E. Fiscal Management
1. Presents realistic budget
2. Seeks efficiency and economy in all programs
3. Presents budget in an understandable fashion
4. Keeps the City Council informed on fiscal
matters
5. Administers the budget within adopted limits
6. Instills in department heads and employees
a sense of efficiency and economy
Specific comments
F. Personnel
1. Demonstrates ability to recruit excellent
personnel
2. Demonstrates ability to retain excellent
personnel
3. Impartially administers the merit system
thru evaluation
4. Maintains good relations with employee
organizations
5. Effectively represents City interests in
collective bargaining
6. Seeks to develop skills/abilities of employees
Specific comments
G. Supervision
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H. Leadership
1. Motivates others to accomplish goals
2. Delegates appropriate responsibilities to
other members of management team
3. Develops teamwork and cooperation among
staff
4. Has the support of employees in decisions
5. Effectively evaluates performance of staff
Specific comments
I. Department Performance
1. Takes appropriate and timely steps to improve
departmental deficiencies
2. Obtains the greatest possible performance
from Department Heads and employees
3. Is aware of weak or inefficient administrative
personnel and works to improve their
performance
4. Is aware of exceptional and/or unusually
productive administration personnel and
strives to have their accomplishments
recognized
5. How would you assess Manager's performance
with respect to his supervision and
interaction with each Department*
General
City Manager's office
Personnel Department
Finance Department
Assessing Department
Clerk's Office
Parks and Recreation
Communications Office
Community Development
Public Works
Inspectional Services
Fire
Police
City Attorney's office
Specific comments
4
Please answer only as it relates to your view of the Manager's supervision of the
department, not to the performance of the department itself. To be answered by
Council members only.
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Please answer only as it relates to your view of the Manager's supervision of the
department, not to the performance of the department itself. To be answered by
Council members only.
J. Council Relations
1. Assists Council members in resolving problems
administratively to avoid unnecessary
action at meetings
2. Deals with Council as a whole on policy
issues
3. Demonstrates impartiality and maintains
appropriate relationships with individual
Council members
4. Is receptive to constructive criticism and
advice
5. Responds promptly to Council's inquiries
6. Maintains a balance between frankness and
diplomacy
Specific comments
K. Intergovernmental Relations
1. Maintains good cooperative relations with:
Municipalities and School District
State and Federal agencies
State Legislators
Agencies contracting with or supported
by the City
Specific comments
L. Community Relations
1. Viewed by the community as a person of high
integrity, ability and devotion to the City
2. Handles citizens' questions and/or complaints
promptly and effectively
3. Properly supports the City Council
4. Maintains good relations with the media;
provides accurate and timely information
5. Properly avoids politics and partianship6. Creates a feeling of respect for City
government within the community
Specific comments
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M. Professional Reputation
1. Well respected by fellow managers
2. Represents City in professional organizations
3. Seeks positive recognition for City by public
administration associations
4. Knowledgeable of current developments
affecting the management field
5. Strives to continue professional growth
Specific comments
N. Personal Traits
I. Controls emotions effectively in difficult
situations
2. Is creative in developing practical solutions
to problems faced in the course of work
3. Is flexible in accepting and adjusting to
change
4. Has positive attitude
5. Demonstrates personal honesty and frankness
in day-to-day relationships
6. Seeks to improve own skills/knowledge
7. Completes work in an acceptable time period
8. Performs work accurately
Specific comments
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During the coming year, what can the City Manager take the greatest pride in?
What do you feel are his strongest points and his finest accomplishments this
year?
What areas do you feel most need improvement? Why ? Do you have any constructive,
positive ideas how the City Manager can improve these areas?
JI_Ih.! 0; '' a l_t TII:9`—.15d_60 FPCit l: 1 1 T 111 D I_ t I f'i If -1 T 1 i .11
CITY OF BROOKLYN PARK
P ORMA ALUATION
Crai R Ra
Employee's Name
Evaluation Date
Type of Evaluation: Annual
Supervisor's (Rater's) Name
t:cnployment Date
Probationary Other
INSTRUCTIONS
The performance evaluation consists of four forms:
1) Identification of Critical To, Elements - This form is used to identify the Critical job Herne_'nt,
in a position. This form is also used to identify the major activities which comprise a Cr,ti,,,!
Job Element. (Make extra copies of this form if necessary.)
2) Evaluation of Standards and Objectives - This form is used to evaluate the Standards and
Objectives which the employee and supervisor have established for each Critical Jolt FlrrnWr.r
and Activity.
The following ratings are used:
E - Exceeds Expectations - Performance exceeding the supervisor's expectations.
Supervisor must document how the Standard or Objective
was exceeded.
M - Meets Expectations - Performance generally meets the supervisor's expectations.
B - Below Expectations - Erratic performance falling short of that expected.
Supervisor must comment on how the Standard or Objective
was not met.
U - Unsatisfactory - Unacceptable performance. Supervisor must document
instances where performance was unacceptable.
3) Work Related Behaviors - This form is used to evaluate vanous work related behaviors that II
all positions have in common. ((
u
The following ratings are used:
M - Meets Expectations - Performance generally meeting this supt'rvisor', txh«lctatlon`
B - Below Expectations - Erratic performance falling short of that expvk-tcd.
Supervisor must comment on how the Standard or
iwasnotmet.
U - Unsatisfactory - Unacceptable performance. Supervisor must document !
instances where performances was unacceptable.
4) Overall Performjq. Rating - This form is used to indicate the overall performance r,ltif) fnr
the employee. This form is also used to record remedial and developmental activities,
employee comments, and signatures.
JI H 08 ''34 CIE.': 00 TI_: tt Ctr•i
IDENTIFICATION OF CRITICAL JOB ELEMENTS (CJE's)
A Critical Job Element (CJE) describes the major duties involved in a position. CJE's can be
determined from the duties and sub -duties described in the job Description. List the mayor acn+he
which make up each CJE-
CJE I:
c
CJE II:
ACTIVITIES:
Manage Operations of jurisdiction
a) Set goals, strategy and climate for organization
b) Lead /motivate Qreanization
c) Monitor department QVerations
d) Coordinate Council meeting preparation
e)
Perform Council Advisgry Activities
a) Inform City Co,,lncil Re relevant issues T_
b) Provide Council education/training as needed
c) A trends
d) Inform Cid Council Re: emergencies /serious problem;
i
e)
CJE DI: $u ervise EmRloyees _ _ .—
ACTIVrI'IES: a) Assess performance of Dept. heads and City -Man._ ger staff__________
b) Provide informal feedback to Dept. heads -and City Mana;r
c) Provide necessary training, _.
d) Motivate employees
CJE IV: Perform Financial Management Activities"
ACTIVITIES: a) Prepare recommend, submit annual budget
b) Prepare, recommend, submit 5 -yr. Capital Lmprovements Plan
c) Monitor and control organizational edx enditures _
d) Authorize expenditures
e)
I
Jut I CIX ' q-4 IS: t]t=i TO: IF -A-1 t t•• if : , I T , it i:1 ; . ; , 11
IDENTIFICATION OF CRITICAL JOB ELEMENTS (C)E's)
A Critical Job Element (CIE) describes the major duties involved in a position. CJE's can be
determined from the duties and sub -duties described in the Job Description. List the major ;lctwlhes
which make up each CJE.
CJE V: Perform Communication Activities
ACTIVI'ITES: a) Resolve/respond to Mm lex problems /complaints
b) Coordinate citizen information efforts
c) Make presentations on behalf of the City
d) Release information/respond to media
e) Coordinate employee information efforts
CJE VI: Pursue Professional Development
ACTIVITIES: a) Attend lass, seminars, conferences
i
b) Prepare/follow personal development plan ..._....
C) r
d)
e)
CJE VII:_.—_ --
ACTIVITIES: a) - — -
b) —
C)
3
CJE VIII:
ACTIVITIES: a) ----
b) ------
I
11 EVALUATION OF STANDARDS AND OBJECTIVES 1E
Instructions: List the QE or Activity, enter either S or O indicating a Standard or Objective, enter the relevant Standard or Objective, and enter the evaluation
E, M, B, U). You must enter a comment for evaluations of E, B, or U.
CRITICAL JOB ELEMENT OR ACTIVITY i S/O I STANDARDIOBJECTIVE EVAL COMMENT
1. Manage Operations of Jurisdiction
a. Set goals, strategy and climate for
organization
b. Lead/motivate organization
c. Monitor department operations
d. Coordinate Council rreettng preparmion
a) Organize & hold Council/staff retreat
by Mar. 1.
a) Report in June on status of goal
achievement, priority shifts, &
amendments to work plans. This will
be an Exec. Session with the Council.
b) By Feb. 15, hold a retreat with dept.
heads to set goals, establish
organizational direction.
b) Develop & implement a plan to
improve employee involvement in
organizational goal -setting and
decision-making by July 1.
c) Ensure all departments have 1994
departmental goals and work plan
established by Feb. 1. Review goal
attainment with department heads
quarterly to provide direction and
determine necessary changes. Include
status report in City Mgr. quarterly
report.
d) Deliver agenda packets in a timely
manner. No more than 4 packets per
year shall be delivered later than
Thursday.
d) Prepare and present procedures for
Courk;l meetings by ;an- 15, 1944. i l
11. Perform Council Advisary Acuff itivs
a. inform City Council Re relr•.ert ,-otl> E (a) Submit weekly Council update in a
i ( >tardard format approved by Council.
Solicit Courxil input and revise pacl.et
according to stated needs.
S/O = standanl or Obl« ti.e
IEVAL = F-F.K e"i-t Fxp o tnnwi ' ti:.•i. } , i,-. ar , r R Relow Expectations, L -Unsatisfactory
EVALUATION OF STANDARDS AND OBJECTIVES
buctions: List the CJE or Activity, enter either S or O indicating a Standard or Objective, enter the relevant Standard or Objective, and enter the evaluation
E, M, B, U). You must enter a comment for evaluations of E, B, or U.
CRITICAL JOB ELEMENT OR ACTIVITY I S/O I STANDARDIOBJECTIVE EVAL COMMENT
b. Provide Council education/ training as
needed.
c. Advise City Council Re: emerging trends
d. Inform City Council Re: emergencies/
serious problems.
a) There shall be no more than one
complaint per quarter/person that the
City Mgr. or staff did not provide
adequate information or advice on
issues of importance to the City
Council.
Make improvements to Council report
format to improve readability. Present
to Council for input by Mar. L
The City Manager shall prepare at
least two in-depth presentations or
seminars a year for the Council on
topics important sn the City.
There shall be a session conducted
with the Health & Bldg. Inspections
staff Re: inspection procedures.
There shall be a session conducted
with the Finance Dept_ Re: claims list
review procedures.
Ensure that d -)e Meekly Update
functions as primary source of
information :m emerging issues.
d) Call \layor and a':I Council Members
rmmeetiately Re: emergencies such as
city i fall closure, natural disasters or
irmilar incident;, involving imminent
media coverage Nobfy Mayor and
C'(uracil within 24 hrs. of serious
ncuir,nts iuch a fires, shootings, or
tht r ,ncideriL, L4here media coverage
rk.ely but not imminent. (e.g.
A t.lt.t '.l(: }IN•y' 169.)
o - Standard or Obje`uve
f VAI. = F. -Exceeds Expectations, til Ntc-•t, FxpE,-ta6on,, ? Nel -' f, c'A t,, n,, L I 'n>atrsfacWry
11
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EVALUATION OF STANDARDS AND OBJECTIVES
Instructions: List the CJE or Activity, enier either S or O indicating a Standard or Objective, enter the relevant Standard or Objective, and enter the evaluation
E, M, B, U). You must enter a comment for evaluations of E, B, or U.
CRITICAL, JOB ELEMENT OR ACTIVITY S/O STAN DARDIOBJECTIVE EVAL COMMENT
Ill. Supervise Employees (a) Perform annual performance
a. Assess performance of Dept_ heads and appraisals of all employees directly
City Manager staff. supervised, by 60 days prior to
anniversary date.
b. Provide informal feedback to Dept.
heads and City Manager staff.
c. Provide necessary training.
d. Motivate employees
IV. Perform Financial Nia-Tiagement Activities
a. Prepare, recommend, subrnit artnud
budget
b prepare. ru wnrrx.nd, submit 5 -year
Capital lmprr>vements ('Lan.
ntrol ;.rganizabonal
ell t'n L: rU l'J
b) Meet quarterly with employees to
review goal and objective progress,
weekly or as necessary to provide
feedback on individual performance.
Docurr*nt all performance that
exceeds expectations or falls below
expectations.
c) In conjunction with employees
supervised, develop a yearly training
plan.
d) Provide opportunities for individual
growth of employees supervised.
Develop plan by Feb. I and report
results Dec. '94.
a) Submit annual budget on time and in
accordance with approved hudget
calendar and goals.
a) . Maintain GF -OA Budget presentation
standards, expand 1995 Btidget tc
include service level rr.forn-kition
b) Submit 5 -year pian during the -4'( nd
quarter of the year
c) The operating buvK-_i itiali t,
maintained with;r) ripprov i.,1 I,rr„t-
and to accurdaive with t1u, , h,jrtt r
It •urr,:_I(JI
I-V A M -Meas I,xFkc atior s, Rj- eli>w i f'it<itr rn;, l! tir.xiu,te,. t„r.
EVALUATION OF STANDARDS AND OBJECTIVES
Instructions: List the C]E or Activity, enter either S or O indicating a Standard or Objective, enter the relevant Standard or Objective, and enter the evaluation
E, M, B, U). You must enter a comment for evaluations of E, B, or U.
CRITICAL JOB ELEMENT OR ACTIVITY S/O STAN DARDIOBJECTIVE EVAL COMMENT
c) Develop and implement procedures
for controlling department
expenditures. Specifically, ensure that
expenditures beyond budget amounts
include examination of alternatives,
written justification, and Council
approval.
c) Develop a plan for rewarding
expenditure control and innovation by
May I.
V. Perform Communication Activities
a. Resolve/Respond to complex problems/
complaints.
b. Coordinate citizen information efforts
c. Make presentations on behal* of city.
d. Release infonTut,on/res !nd to media
e Coordinate emploype ,nfom-kihon efforts.
a) There shall be no more than 2
substantiated incidents per
year/member where the Council has
not received progress reports on
complaints within the agreed
tirrief rame.
I0
c)
Schedule an item on the C.O.W. by
May I to discuss ways to standardize
and improve citizen involvement in
decision—making,
Make presentations to groups as
requested by Council or pubh,:
Approve all press releases and media
cvntacIZI generated from the city
e) fhevelop a plan for improving
e111p1uyee information about city
affnlr : by %lay I aril ireplerne:nt bN
July ? ln,lexle standards of
ax-.isurenirnt or ferdWA rnechant,m
l = Sta;ldant l'f
EV AL F\l"- Ex[x,:tations. 8 1-14Iio ti I ptk tatjon-- I-- i_ln>an4a, tart:
nn
n
iT
EVALUATION OF STANDARDS AND OBJECTIVES
Instructions: List the CJE or Activity, enter either S or 0 indicating a Standard or Objective, enter the relevant Standard or Ob)ective, and enter the evaluation
E, M, B, U). You must enter a comment for evaluations of E, B, or U.
CRITICAL JOB ELEMENT OR ACTIVITY I S/0 I STAN DARWOBJECTIVE EVAL COMMENT
V1. Pursue Professional Development
a. Attend class, seminars, conferences
b. Prepare/follow personal development
I plan.
a) Submit by Jan. I to the Council a
listing of proposed seminars,
conferences and schools. Include
statement of objectives.
b) Present a plan for long-term personal
development by Feb. 15.
itandard ;)i Ob"tl..c
1'. V -N 1 T 1" k.jlt'd is t Is I d t,
YJ 1 0'2 '94 CIS: F-14 TO: 151=6U- FPFO 1: IT', iiF D LO I Pi 4.1 T +' 4
WORK RELATED BEHAVIORS
The purpose of this section is to evaluate the employee's behavior in regard to the minimum
requirements necessary for any position.
The rating scale for this area consists of the following:
M - Meets Expectations
B - Below Expectations
U - Unacceptable Performance
Goals and objectives MUST be developed for any area judged as "Below Expectations" or
Unacceptable Performance".
BEHAVIOR
1. Punctuality
Arrives/leaves on time
2 Attendance
No unexcused absences. Does not abuse meal periods or coffee breaks.
3. Customer Service
Provides prompt, courteous service to customers, whether the customers are
citizens or other employees.
4. Teamwork
Resolves conflicts on his/her level.
Helps without being asked.
Provides suggestions for improvement.
MBE
MttU
tit B U
M R U
S. Human Relations
t3
Treats citizens and fellow employees with courtesy and respect.
6. Safety ; itFollowssafepractices/established rules.
COMMENTS: Ratings of "B - Below Expectations" or "U - Unacceptable" rm st be. supported by a
statement of the facts. Suggestions to aid employee in improving performance must bt- rn,,Jc
Comments of a special commendation may also be included.
jut I CIE, ":-Ql t=r=; : t=14
OVERALL PERFORMANCE RATING
Carefully read the criteria for each of the performance levels and check the terul which best
describes the employee's overall performance for the evaluation period.
E - Exceeds Expectations -
M - Meets Expectations -
B - Below Expectations -
Performance exceeding the supervisor's expectation ori most
standards and objectives.
Performance generally meeting the supervisor's expectations oil
most standards and objectives.
Erratic performance falling short of expectations on most standards
and objectives. Special review required in 60 days. USE OF TI ILS
RATING REQUIRES COMPLETION OF REMEDIAL ACTIVITIF-S
SECTION BELOW.
U - Unsatisfactory - Unacceptable performance. Special review required within six
months. USE OF THIS RATING REQUIRES COMPLETION OF
REMEDIAL ACTIVITIES SECTION BELOW.
REMEDIAL ACTIVITIES: Actions which supervisor and employee have agreed upon to correct
performance which is Below Expectations or Unsatisfactory. (Use
additional sheets if necessary.)
DEVELOPMENT ACTIVITIES: Actions which supervisor and employee have agreed upon to
further develop employee capabilities. (Use additional sheets if
necessary.)
COMMENTS OF EMPLOYEE:
Employee's Signature (indicates only that appraisal has been reviewed Late
with employee)
Supervisor's Signature
1:\a,ptil-\ a dg \pwforr-.91
fA19-94-06-08 i1 1. ^1 i _;r,7`. I '1 I i
G C, h
CITY MANAGER PERFORMANCE EVALUATION
Name of My Manager ate
Va uator—•--_—.____. (C i rc I e One
Above ects -- i;,JW I
RELATIONS WITH MAYOR AND COUNCIL: Standerd _`•Itanla,d!;
1. WRITTEN COMMUNICATIONS
Effectiveness of letters, memoranda and other
forms of written comnlunicdtiun Lu the Council.
Questions for Thought:
Is the Manager providing the Council with adequate information to r%ekc
Does the Manager make recommendations on issues as often ds you'd Iike and ',I t.h,•
manner _You'd like. Do the Manager/staff recommendations soem as t.horough!y fr,hi-d
as they ought to be? Can you think of an issue where you were not, comfortr0nl wits
what you knew about the issues as opposed to not l ik ing the rcco«unr•ndat
choices? Does the Manager have and maintain a system, written and!or orol,
reporting to Council current plans, activities, events of the City?
COMMENTS:
2. ORAL COMMUNICATIONS
Facility for presenting technical data and other
information in a clear, concise and understandable
manner.
COMMENTS:
9 8 7 6 5 —q_ . 3._. ...1...
Post -It'" brand tax transmittal memo 7671 I P O1 pages •
To - I -F". 0
i.
l394-V6-08 V832 95 1;|9
2-
da r, -`-t a n da r d,
3^ AVAILABILITY TO COUNCIL
Ability to maintain availability to th^ Council
COMMENTS:
4. COMMUNICATION WITH PUBLIC 6 5 1 Z i
Ability to effectively communicate the Council's
position to the public.
COMMENTS:
r-----' rT------
6. PUBLIC RELAT!8NS ABILITY 6 q «
Ability to present and handle oneself in a pro-
fessional and courteous munnYr in dealings wi!-h ih,'
Council and the public.
COMMENTS:
ADM
0 ~ POLICY FOHMULA|0N 8 4
L--_-' JL—
Ability to recognize problems, develop relevant.
facts and formulate alterntive solutions for
Council action.
S34 -06— 9r 1.|l
3-
Policy Formulation, Con't.)
Questions for Thought:
Is the Manager only approaching the job from a day-to-ddy siandpoint. o, or, ^.' ,ffn'/
directed toward broad Council objectivvsY Cux you d/ixk of u k,o^./ [ov//,.| v!*''/iv,
which you feel is understood by the Council and Manager as such which hr 4s/i,, not
managing well?
COMMENTS:
11 O'
7. PLANNING 9 8 7 6 4
Ability to plan, organize and maintain a proc+ss of ---------/ --------'--------''
establishing goals and monitoring and SLutuS nVporii//U.
Questions for Thought:
Dues the Manager even do this and/or du it. to your cati fa.-tion`
C0MMENTS:
O. FOLLOW THROUGH 9 8 7 6 5 4 ] / \
Demonstration of planning and organization skills
in accomplishing work assigned by Council with
dispatch and eff1c1ency.
Questions for Thought:
Can the Manager be depended upon for sustained, productive work! Does he rp,"ii|y
responsibility? Can the Manager be depended upon io follow through when n`k,| to d,
som*thingY Can you give an examplp of when h, didn't?
COMMENTS;
1994—O6-11 _i (1F : _ i
9. LEADERSHIP
4-
bove MNHt.s f nw
SLan dard. Standard ;Lenderdti
9 f3 1 6 b 4 7 1
Ability to motivate others and to obtain optimum
results through the efforts of others.
Questions for Thought:
Does the City manager make the most offecLive use of availah':H taIHnt ot. .Irr thr- wn;
done? Via your feedback from the organizaLion, is ire rHadi ly acc.optod ac, ur
does he need to work on his intraorganizational finigo and rel'It ion•,hit„>'
COMMENTS:
t I
10. PROBLEM SOLVING 9 81 b ', 4
Ability to resolve problems under strained or
unpleasant conditions.
COMMENTS:
11. BUDGETING 9 8 7 6 5 4 I! ?}
Ability to present an annual budget with
sufficient documentation in a comprehensive format;
ability to administer the budget within approved limits.
COMMENTS:
1834-06-08 33
5-
ove
uoJan|
H 7 \ \ 4
22. RELATIONS
Proficiency for appointing, training, loading and
directing staff members.
COMMENTS:
l. SUPERVISION
Facili\y for, supervising proorums and services
adopted by the Council with efficiency,
8 6 b 0
14. Kl[S AND COMPLAINTS H 7
Ability to plan and organize the work that qOC'
into providing services in response to c1ti/en
inquiries and complaints.
COMMENTS:
MERNAL R LATI HI/
l5
8 / ] \
COMMUNITY REPUTATION } | ` |
4
Facility to establish and maintain a positive --------' ---
image of the City Manager position to the community
Continued on Next Page)
iC''.,r.' I I'
6-
Community Reputation, Con't.)
Questions for Thought:
What has been your feedback from the general pubic and community lei(ior-;hlp. On w et
occasions and for what reasons have you gotten negative feedback and arc t hf•r(• ;ni•: '
things the Manager can/should do differently in similar circumstances'
COMMENTS: -- -
hove Meets tarow
Standard. Standard Stan fe
9 g 7 6 5 4
16. PRESS RELATIONS
l
Ability to skillfully represent the City of
Golden Valley to the media.
Qestions for Thought:
The Manager is/has been quoted in newspaperarticles. Would you like c.;> ',al ,j'
be more outspoken, more circumspect? Have you taken oppor'LUnitlr'S ;.i) rl'• ''
representatives how responsive, knowledgeable, fair, your, Kineger see to thy:". )n
relating Golden Valley to them? Does he. use tho press, press; reIooa,t-,, 1't C
COMMENTS:
INTERGOVERNMENTAL RELATIONS T. -I
6 t' 4.
I _J
Facility to maintain a positive relationship with
all governmental agencies and surrounding municipalities
that may enhance the City's plans and programs.
COMMENTS:
o0'oT'S4 11:59 FAX 012 801 0740 CITY 'R|CHF 6U)
PERFORMANCE EVALUATION
MUNICIPAL [BTEF EXF.Clrrr\/E
PLANNING: Ability to antic ipaLe 1110 ona1y'o roblmv`/
solutions.
unacceptable pour _ u(7,C;``yioh10 (', Ci
Comment:
ORGANIZING: Ability to arrange work andnffici,`ntly .,pply reso./,._
uonoceptabIc ____pooz ao e|)Lubln _good 'xcel(,_'//
Comment:
SUPERVISION: Builds and motivotuu a /`*m. provIop1 YmC! Liu:.
and adjusts performance as neceosei/y'
unacceptable ___poor _ac:Qcptab\c _,nnd
Comment:
DELEGATION: Effectively assigns work to' n\-h'rs and build!.; thci,
skills -
unacceptable poor aooepi hle gn/^
c000nez-it:
rzMIN0_ i'c' opportunist: Makes
is availa-bIr' implemencs acLjon when fuz
unacceptablece e ___pooz aooept-able
Comment:
FINANCTAI MANAGEMENT: Accurately an(j rm'ixn/v ,epo/,'
the financial condition; management.
designed to maintain (oz achieve) a rnx/xj ln:q rung inoo./iol
condition -uses debt osutioosly' fn,
and maintenance of equipmeot a d iofraS t.,o'o'
unacceptable ____.poor ___aoceptwble
Comment:
l-
U 6,' 07:9.1 12:t,tr FAX 612 861 9749 c 1'1*1 RI(Ill fill,
I
FORGES COMPROMISES: Has the ability zo
inherent in municipal g0V(T:r1r71CM t, Is a good
unacceptable —__poor (lc- od C: 4F, i '. o:';':
Comment:
ANALYTICAL: In making decisions, Lh(! hQ!_;-,
projections and scientific evidence. To the extent ,.heel.
permit, Insures that these tool.s rir(', uvailahls..
unacceptable --poor e
Comment:
SENSITIVITY: Listens and understands the positions -nd
of others; communicates that understanding.
unacceptable _poor accept.e!blv. good
Comment:
COMMUNICATIONS WITH GOVEPNINC BODY: Acc
direction given by the governing body; kot—pF. 11 1
concise oral and writtF n
unacceptable poor a cce P t. i-1 1) 1 i quod
Comment:
COMMUNICATIONS WITH THE PUBLIC: T5-, rqwii i:ind va-Llabic!
takes their concerns and problems serious;ly,
right and need to be well informed; is v.i5';ihl(.- in tyle
unacceptable --poor accep t.n h I o q, o o d L
Comment:
COMMUNICATIONS WITH EMPLOYEES: ProvidQ.s SUi.*L*_:(_i01'11 ; :I f( -'r I I I;--! t i unI -L,7,'
the employees productive, motivated and part. (it; L hE- I ITI ,:n(-! C' r e4 1
their concerns_
unacceptablepoor. ivx!(_%pt;jb I e C(:e I
Comment:
2 -
rib U7 94 12: 01.1 FAN 612 $61 9749 c I'I'1 k,P III 111.1
CREATIVITY: Ability to reach for effo.(-, .ivc 1tic wetter, r1r'..:c':::::iryinventivesolutions.
unacceptable poor accx.iptoble ctc--,t_,d xc e1.1ont.
Comment:
and str•aight.h_)E-wrir(j; i.mpar-iJul. HONEST -FAIR: Consistently open
unacceptable poor acceptat)lc good c,xc:c i lent.
Comment:
ADAPTABLE: Responds posi.tivC.l v I.() U Ch,11ii1 i ru_1 w:,: Iii
conditions; does not cling t..c, t.trc_ stnt.u-, (ti.r,_, c -,r i t"_ .,, •:
unacceptable poor CE')t•;h 1 t i
Comment.:
RESILIENT: Energy and motivation trig i.nt<: i noci
demands; handles stress well.
unacceptable - pool-
oorComment: Comment:
appropr irt.c. HUMOR: Maintains and shares an
the load.
unacceptable poor------acceptab I e
Comment:
c!xca 1 Tell t. c!tnt: i c-,yeeF: HIRING: Recognizes the value of
reasonable efforts to inst.Te t:trat_ the hte:ct. j%r•lll.it:.t< i calvl<',; .e
recruited and hired_
unacceptable poor
Comment:
3 -
16,, 117 -, 94 12: 111 FAN 612 861 9749 (A TY - R I ( H 1: 1 V1.1)
4
RISK MANAGEMENT: Imple-rcents effeuLive progrewif; to limi t. I ii-ibi I it y
loss.
unacceptable poor ac( -.op t -able ex;...P i
Comment:
LEADERSHIP: Guide:, (-.ffectivelv.
unacceptable —poor acco 1) 1
Comment:
ACCEPTS DIRECTION: Aggressively r,espori(Is. t.() 'J'e
majority of the gove= i rig body not. 5; i (1( L. r i_lckod hy the Lil 1 1() r 1
recognizes their concerns.
unacceptable -Poor acceptablo _qoc,)cl
Comment:
ETHICAL: Conforms to the high standards of th(- profession; if U
of ICMA, knows, follows and promotes the "ICNIA Codti of Lthic:-;."
unacceptable —poor accep tab I e
Comment:
JOB KNOWLEDGE: Has a solid Under!;',.,iiidiriq ol' -i! I
government.
unacceptable Poor
Comment:
PROFESSIONAL DE-VFI.QPMF-NT: Taken wt.i(.)ri to r)QW K.-W,'wi-.*!.It-
skills -encourages employed to do the
unacceptable P Z Ot-)l k
Comment:
4 -
A6 it 7,' 9a 12: (11 FAX 612 861 9749 c ITN PI( III HIP
SUCCESSFUL: In s p e o i I i I h I i L. P_ d r o f, *. o t j r i< j
unacceptable POOT' ar'c:op t. d b 1 (2 400.1
Comment:
QUALITY OF M'UNICIPA-1, SERVICES: HOW W(:Jl (10 Hie direct. r:(.rvi(:e:--,
provided meet the needs of the CQfT1MU1-1it.V_ tx) crrect
following list prior to distributAon) .
Street Maintenance
unacceptable --poor accepL.atAe X(_'(2 1 lent
Police Services
unacceptable ---p(:)or yxxi C!X(-,(! I I (Ilt
Fire -Emergency Medical
unacceptable acceptable: goo(*., x (:,p i -l!
Parks
unacceptable Poor e good f. -1:.
Recreation Services
unacceptable poor t.,: U, i r -
Water and Sewer
unacceptable pno r jcc(-q)T-a"-) I
Land Use
unacceptable PC)( --),r- occept.,-!t'0(' good
Animal Control
unacceptable ---Po(-)T- acceptan I good c n.:
Construction and Engineering
unacceptable poor a cce p to b I e q ()(yj C!.x r.r, I r+ 1:
unacceptable poor acceptable good e ,.c- o 1.1 o f I t
unacceptable Poor acceptabic! good x C el 1r. 11 t.
i16 -U7•'94 12:(11 FAN 612 861 9749 RI( 111 11.11)
OPERATIONAL EFFTCIKNCY: Obtains the he t. P05 -,F; i i.) I e erici roF;kj 1 t,
money spent.
unacceptable --poor _'.accepLab lu
i
cj0()d
Comment:
CREDITS GOVERNING BODY: Credits municipal to t.h(:
policy makers; does not feed a personal ego.
unacceptable —poor _.-acceptable (-txc.(_ I I elft
Comment:
COMPLETION OF PRIOR OBJECTIVES: Cow; i c:c_ r il.1r_4
how well CEO implemnnt.c!d prior- objc(:t-_)vis; .
unacceptable poor b 1
Comment:
NEW OBJECTIVES: List new priorities (tti(! ('I-:() t:h(.,n
action plan for your review)-
OTHER WEAKNESSES: List other areas In need ()f
OTHER STRENGTHS: List other F;tr-enqUv. ;_
Signature of Evaluator PcL-iod I),!
TEL
I
Explanations and Directions (Continued)
Rating Symbols
Rating symbols are used to make the assessments; and these symbols fall intu three rnau, ,:erte(,or r•:,
t = Exceeds Expecinfluna (Na,furrr,al—v I',bS 1•een nbova rea9nnahl0 orrnont.,tiuncl
M = Meets Expectations (performance has attained a level of reasonable
B = Below Expectations (performance has been below reasonable expectations)
To allow for further refinement of these assessments, each of the three categories can Ire ,ndreal-I
symbol. This allows for a continuum of nine rating categories from If which ir,viCates the Irrwest
indicates truly exemplary performance.
As indicated earlier, without more precise definition of the term "oxhectations", it ,s pOSSitrlf+ that
In The use of the tdrrri. In order to help avoid thio possibility, the conratn of uvrf<,rmanr.n
It will be noted that in connection with each major area, a perforrnirnce standarcl is stated. ,r„ I, t!'t7 r'"' ""''-!'t'
that have to be met in order to decide the extent to which "expectations" have beer, n,et.
r
t_rA: CICI d•t t- I i if HI WA fiNUTATILwtt1Tl: ON
Ca CDhsu d OYM 'n isUk)0K1,e,-r
OPMENT. NEEDS INVENTORY For Managers
ITEM BOOKLET
J. Clifton Williams, Ph.D.
pLT#tPOSE; This inventory assesses the development needs of managers at all organizational levels.
It"prOVIdes s basis for. feedback on how a manager is perceived by superiors, peers, and subordinates,
oonti'astecl with his or her self perception; thus, it provides a basisfor planned grow and behavior
L. change. This inventory is not designed for performance evaluation and does not yield a performance score
INSTRUCTIONS: Describe yourself (or the manager you are asked to deacrihe) as honestly and obtecu'el
as possible. Think only in terms of descriptions, not evaluations.
Answer Sheet. Whether you are describing yourself or another perin, begin by entering the follow:nk
information in the appropriate part of the answer sheet. USE A #2 PENCIL ONLY
7'L' Your name — please print.
2. Your organization (company) and department.
3.`The name of the person you are describing. Be sure to blacken the corresponding gest lettA•r
below each letter in the name.
4:: Column 4: status of the Person being described. Based on the following categories, enter the
appropriate number in the box and blacken grid space below that number.
1)yourself (2)your superior (3)your peer or colleague Wyour suhordinat.e
DeKriptions: This booklet contains 136 descriptive statements that apply to managerial behavior. Indicate
your..description by blackening the space on the answer sheet that corresponds to your ret;poww. Use
t e,following guidelines.
A Very poor description
B Poor description
C Fair description
D Good description
x E Very good description
Zjbirbielievehe following description:
113.
exhibits outstanding leadership qualities, you would
itata to give t
113, Is recognized as a leader 113
Besur e to match item numbers on this booklet and the scoring shut. Ccrosicirr each iters srnuusly, but work
idly. Thoroughly blacken each area with a soft lead (N2) ncil. Please keep your pencil rns,rks within the
SPace provided. Comp eteevery item. When unsure, as vnu often may be, especially when describing wrne<mr•
dothe best you can. When you erase, do so thoroughly. Do not hesitate to use the full t ange of &—cript
categories from "very poor" to "very good description." Avoid a common tendencN to nL cruse the mici<ilc i( l
t'cj 1980. by, J. Clifton Williams, Ph.D. Ab rights nrser.ed In all pA,v and a<reyaories. No pot of Un Drvwbpmwnt NcrAa Inventory.
and other aeeensorie+ wA be nntod or reproduced b a mens, elrrtrank, mechAntcat. or h,c, whuntul, awwer sleet, PtvAlea, P • P Y ' P RraP
r•'
any storage ey Print or otherwim mproduce a computer -prt.•, portrgad,i traaslalyd, or (ncloded In inf tnetlon and rctriava) stun, or uYd to nrrytt>d
on; witboot. permission in writing fr"m tha puhllnhnr, J. (:11flno Williams, Ph.n., P.O. Box 6282. W*m. TX 76706, Pnntrd In tho
ttTnctad E'"tes at Ams c
J Jfd t=i '94 i=r : ] 1 i 1°I CITY i:iF 14 11-11 H
DO NOT
wit= Ox.
A - Very poor description
B - Poor description
C - Fair description
D - Good description
E - Very good description
1. Seeks opinions and views of subordinates
2. Stands up for his/her rights
3. Gets along well with other managers
4. Is a persuasive person
5. Motivates subordinates to be productive
6. Is an effective delegator
7. Anticipates problems that are likely to occur
8. Allocates time for planning and goal setting
9. Clearly communicates the performance expected of subordinates
10. Makes decisions that get good results
11. Is an effective communicator
12. Seldom wastes time
13. Is a hard worker
14. Trains and develops subordinates
15. Leads rather than drives subordinates
16. Lets others know how he/she feels and thinks
17. Shows consideration for the feelings of others
18. Argues convincingly for a position
19. Understands needs and motives of subordinates
20. Investigates before taking disciplinary action
21. Gives clear work assignments
22. Does not wait to be told what to do
23. Is a long range planner
24. Makes decisions that show common sense judgment
25. Is highly motivated to achieve
26. Optimally uses opportunities to learn from others
27. Motivates subordinates to continually upgrade their skills
28. Allows subordinates maximum freedom and responsibility
29. Actively participates in group discus cions
30. Relates to subordinates an individuals
31. Is trusted by others
32. His/her decisions are viewed by subordinates as fair
33. Does not scold subordinates as if they were inferior
34. Follows up to be sure instructions are carried out
35. Does not put off work
36. A goal -directed person
37. Takes action when standards are not met
38• Makes unbiased judgments about people
39. Keeps superior well informed
40. Does not interrupt the work of others
41. Knows where he/she is going and how to get there
42. Has a drive for change and personal development
43. Rotates job assignments to develop a versatile work force
44. Is not an autocratic leader
45. Does not hesitate to express disagreement
46. Cooperates with others
47. Provides solid evidence to support his/her viewpoint
48. Rewards subordinates on the basis of merit when possible
IV
i-11 1 tl l it' = I_t j Hhl . I T 4 1-1111. I F t
00 NOT
s „ WRrrF ON,
A - Very poor description
B - Poor description
C - Fair description
D - Good description
E - Very good description
49. Takes disciplinary action appropriate for the offenNe
50. Grants all the authority that subordinates need
51. Is not a problem avoider
52. Clearly formulates plans for achieving organizational objectives
53. Is aware of what goes on in his/her department
54.. Uses a rational, analytical approach to solving problems
55. Effectively communicates in writing
56. Schedules his/her work to control interruptions
57. Has high self -expectations and work standards
58. Takes on responsibilities in order to gain experience
59. Coaches subordinates in areas where development is needed
60. Elicits employee participation in work-related decisions
61. Is not unduly submissive to persons in authority.
62. Gets along well with superiors
6.3. Has reputation for making good decisions
64. His/her actions tend to develop loyalty in subordinates
65. Does not put off taking disciplinary action
66. Holds subordinates accountable for result.-,
67. Seeks additional responsibility
68. Considers the far-reaching implications of his/her decisions
69. Makes decisions that show strong commitment to ethical behavior
70. Communicates effectively before a group
71. Completes projects in minimum possible time
72. Constantly tries to improve on his/her past performance
73. Attempts to improve his/her leadership skills
74. Prefers general to close supervision
75. Expresses convictions firmly in face of opposition.
TIJfd A '-:4 rr:+: i=1 Hl°i C I T CIF FAI 1111 fa
A - Very poor description.
B - Poor description
C - Fair description
D - Good description
E - Very good description
97. Has the courage to make unpopular decisions
98. Is not offensive when he/she disagrees with someone
99. Influences policy decisions at his/her organizational level
100. Criticizes sparingly; praises generously
101. Does not do work that should be done by subordinates
102. Takes initiative to establish needed policies and procedures
103, Attempts to forecast uncontrollable variables affecting decisions
104. Effectively uses budgets as a control device
105. Is satisfied only with superior solutions to problems
106. Organizes his/her work for most efficient time use
107. Tenaciously sticks with a job until it is completed
108. Is teachable and open to suggestions
109. Deliberately develops a replacement for himself/herself
110. Does not misuse his/her power and authority
111. Is appropriately assertive in relating to others
112. Is effective in reducing unhealthy conflict among sul>ordii ates
113, Is recognized as a leader
114. Makes subordinates want to follow him/her
115. Does not make decisions that subordinates should make
116. Constantly seeks better methods
117. Actively seeks to improve communication from below
118. Has high level of aspiration
119. Seeks and uses feedback on his/her performance
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CITY OF MINNETONKA
EVALUATION OF CH Y MANAGER
Explanations and Directions
Evaluation as Team Building
If evaluation is to be, in the truest sense, a means of team building, certain conditions must prevaoi. Tarr t.,vo
processes must be compatible and interrelated in the following ways:
1 , Evaluation is bocically a moans, not an And in itsHlf.
2. The trust level between the evaluatee and evaluators must be high.
3. The roles each are to fulfill must be clearly,indicated and accepted.
a. Responsibilities are matched with pre -determined stand.ard5 VI 119rformancg
Definition of Roles
1 . City Council
A. Conduct annual assessments of performance of the City Manauar.
B. Respect the prerogatives of the City Manager insofar as operation manaarrnmnt hincil(Ill Cpr Hit -
organization is concerned and the policy function of the Council.
C. Make assessments in general terms but also by using specific examples in instances MWIt' St OIt",-
improvements are needed or when explicit commendations are due.
2. City Manager
A. Accepts the prospects of annual evaluation.
B. Understands the scope and thrust of the evaluations.
C. Expects the evaluations to adhere to the established procedures for evaluatinu the parfomiarwe, of th(,
City Manager.
D. Agrees to make the effort to implement results of the evAluAtion.
Pre -determined Performance Standards
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Explanations and Directions (Continued)
Rating Symbols
Rating symbols are used to make the assessments; and these symbols fall inw three main caTetipr rrti
t = Exceeds Expeetatlurrs ivulfu1n1a1u.p ha$ hafn above reasonablo 0Hpeet:1tloll[ I
M = Meets Expectations (performance has attained a level of reasonable expnctationsl
B = Below Expectations (performance has been below reasonable expectations)
To allow for further refinement of these assessments, each of the threo categories can bo rndicat-1 r a i .+
symbol. This allows for a continuum of nine rating categories from Ii which indicates rho lowest rRt iru it, t +
indicates truly exemplary performance.
As indicated earlier, without more precise definition of the term "oxpectaUnnti", it is possihlo That t --!I'
In the use of the ttfriri. Irl order to help avoid this possibility, the conrapt of L?VrfSfgian;•p ;j,urnrrt, u.LLi
It will be noted that in connection with each major area, a performance standard is stated, urcluct„ti tr,,, r +„ t t c
that have to be met in order to decide the extent to which "expectations” have been reel.
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IOHT MAJOR AR[AC] OI I1CCPONCIDILI I V
I, Organizatlonal Management
II. Fiscal/Business Management
111. Program Development and Follow-through
IV. Relationship with the Mayor/Council
V. Long Range Planning
VI. Relationship with Public/Public Relations
VII. Intergovernmental Relations
VIII. Professional/Personal Development
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I. ORGANIZATIONAL MANAGEMENT
Responsibility
Plans and organizes the work that goes into providing services establishod by past and current deci,o(:ns nl tho
Council.
oPlans and organizes work that carries out policies adopted by the Council and developed by staff
Plans and organizes responses to public requests and complaints or areas of concern brouuht to the attention o+ daft
by Council and staff.
Evaluation and keeping up with current technology.
Selecting, leading, directing, and developing staff members.
Performance Standard
Organizational Management will be considered eltectrve when a majority or the conartions nave been successruliv
fulfilled.
Well qualified, promising persons are recruited and employed.
Employees are appropriately placed contributing to a high retention rate
Supervisory techniques motivate high performance.
Citizen complaints are effectively resolved.
The organization is aware of new trends in technology.
Rating (circle one)
E-1 I E I E- I M+ I M I M 1 13, I B I ii
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments of the City Manager: (Responses to any of the evalUetiuns, comments, suggestions nild'ur cof)-i0w,1)I"w ')cI
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II. FISCAL/BUSINESS MANAGEMENT
Responsibility
Plans and organizes the preparation of an annual budget with documentation, etc. that contorrny to Uuidelines
adopted by the Council.
Plana, orgoni?oc, and adminictorc tho adoptod budgot with spprovod revenuoi and orpondituroc
Plans, organizes and supervises the most economic utilizatiun of manpower, materials, and machtnery
Plans and organizes a system of reports for Council that provide thu most up to data data avadlblc
expenditures and revenue.
Plans and organizes maintenance of City -owned facilities, buildings, and ectuionlent
Performance Standard
Fiscal/Business Management will be considered effective when a majority of Uhf (Amilttttttis it;wu t u
fulfilled.
Budget preparation and management are thorough and effective.
Cost-effective measures are persistently pursued.
financial reporting is timely and readily understandable.
Physical facilities management is efficient.
Rating (circle one)
E+ E E- M+ M M- 13+ 13 lS
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendailon)
Comments of the City Manager. (Responses to any of the evaluatlons, comments, suggestions. and/or conunCnttdtio-iN
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III. PROGRAM DEVELOPMENT AND FOI I OW -THROUGH
Responsibility
Plans and organizes on-going programs and services to City govrfrnrn m,
ePlans and organizes work involved in researching program suuuasticvts by e•.0 sfc fI A.I t,.-
results of analysis.
Maintains knowledge of current and Innovative trends in the area or sbfvicntf t,nnfu p..uvut...l t.- ,.,, •„..,,.,_...<.
and incorporates that knowledge in program suggestions and ryseatch
9PIAns And nroAnizms wnrk ascipnwri by the Cnllnril sn that it it v,im llavacl r ,irh diCrnrtrf, .0,.rt uff,r
ePlans, organizes and supervises implementation of programs adupted or approved by Me C no,,Cd
Performance Standard
Program planning techniques and procedures will be considered effective when a majority of the coorltt,r„is I.,.,,• t --i
successfully fulfilled.
Ongoing programs and services are fully responsive to the City's needs.
Monitoring procedures are in place and functioning well.
eMeasurable outcomes Ito the extent possible) are used to determine success in program planftiftu.
The City Manager can be depended upon to follow through.
Makes most effective use of available staff talent.
Rating (circle one)
E+ E E- M+ MM- B+ U t1
Comments: (Observations of Evaluators)
Supgi;tt1gn¢ fpr Imorgyments; (Soecifig aroa(al that nood strangtheaioW '
CITY O1-' MINNFTONYA
FAX TRANSMITTA1, tiHEt_'T
r
COMPANY:..—.__
FAX NO: - —
DATE/TIM E: ciZ 71— -------
FROM: GERALYN BARONE
ASSIS'1'AWX t i'1'Y MAWAGZR
CITY OF MINNETONKA
14600 MINNETONKA BOULEVARD
MINNETONKA, MINNESOTA 55345
TELEPHONE: 612-939-8200
FAX: 612-939-8244
Nr?MRFR nF PAGES THCLUDING THIS PAGE:
COMMENTS:
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IV. RELATIONSHIP WITH MAYOR AND CITY COUNCIL
Responsibility
Maintains effective communication, both verbal and written, with Council.
Maintains availability to Council, either personally or through designated subord n3tos
a[stablishes and maintains a system of reporting to Council current plans and activities of the start
Plans and organizes materials for presentations to the Council, either verbally ut written. .n thr „ ,_:s ,
and comprehensive manner possible.
Performance Standards
RfdAtinns with the Mayor and Council will be conridorod offootivo whon a tnrtfority a# the
successfully fulfilled.
Materials, reports, presentations and recommendations are clearly and convincingly made
Communications are made in a timely, forthright, and open manner.
Responses to requests are made promptly and Completely.
Recommendations appear to be thoroughly researched.
Adequate information is provided to Council to make decisions.
A system is in place and utilized to report to Council current plans, activities, and events of itm t.ity
Rating (circle one)
L+_ E E- M+ M M- 13 + U E!• Il
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Areafs) of performance calling for praise/cornmendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, dridlur cummendmions)
TFL
V. LONG RANGF Pt ANNING
Responsibility
Maintains a knowledge of new technologies, systems, methods, etc. in relation to City services.
Keeps Council advised of new and impending legislation and developments in the area of publiC 0011 v
Plans and organizes a process of program planning in anticipation of future needs and problerns
Establishes and maintains an awareness of developments occurring within other cities or other puro.di( lion., tn.11.
have an impact on City activities.
Plans, organizes and maintains a process for assisting the Council in establishinU curnnurnity gems including a prncc>>
for monitoring and reporting on the City's progress toward achieving those goals.
Performance Standard
Strategic planning will be considered effective when a majority of the conditions have bcren SUCcess10,111v t a nt cl
A well -constructed long-range (strategic) plan is currently in operation.
Annual operational plans are carried out by staff members.
An on-going monitoring process is in operation to attain duality assurance in program and project implementation
Program evaluation and personnel evaluation are interrelated with the strategic planning procoss.
Legislative knowledge is current and complete.
Rating (circle one)
E+ I E I E- _I M+ I M l
M- I H r I H I H.
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific areals) that need strengthening)
Commendations: (Areals) of performance calling for praise/commendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, arrdlur curnmendations I
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VI. RELATIONSHIP WITH PURHC/PUBLIC RELATIONS
Responsibility
Plans, organizes and maintains training Of employees who have primary responsibility for comaci wiih U,H pow c
either by phone or in person.
Ensures that an attitude and feeling of helpfulness, courtesy, and sensitivity to public perception exists in (trnplt)yw's
coming in contact with the public.
Establishes and maintains an image of the City to the community that represents service, vitality and prufessionalivn
Establishes and maintains a liaison with private non-governmental agencies, organizmhons and groups involvo(f in
areas of concern that relate to services or activities of the City.
Performance Standard
Communication services will be considered effective when a majority of the conditions have bm"11 x rrr.r ;slully rill! li p
Contacts with the media are timely and credible.
ofublications are varied aird currsisldiilly wall racelved by the chl7ons
Feedback from the public and the community leadership is positive.
City has good image with comparable organisations.
Ability to solicit and use feedback from the public.
Rating Iclrcle one)
E+ E E M+ M M 13 I 13 H
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Ares(s) of performance calling for praise/commendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, sugyestiun%. and'or coRv„rr n,,i o s
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VII. INTERGOVERNMENTAL RELATIONS
Maintains awareness of developments and plans in other jurisdictions that may relate to or affect City 0ovornim,111s
Establishes and maintains a liaison with other governmental jurisdictions in those areas of servict+ that
enhance the City's programs.
Maintains communications with governmental jurisdictions with which the City 1s ulvolvnd or hits inieiar ttrr!
Performance Standard
Intergovernmental relations will be considered effective w11en a rnalorrty of the C0110111irn, h,rvi. uric >.kr
fulfilled.
Sufficient activity with municipal and professional organizations
Regarded as leader by municipal officials.
Provides examples of good ideas from other jurisdictions.
positive relationship with surrounding cities.
Good cooperation with County and State agencies.
a Improved mutual understanding and relationship with the State legislature.
Rating (circle one)
E+ I E I E- I M+ I M I M- I B t 1 13 1 R•
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific areals) that need strengthening)
Commendations: (Area(s) of performance calling for praiselcommendrltlon)
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, andlur cunvr,cridailonsi
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r VIII. PROFESSIONAI./PFRSONAL DLVI IOPMENT
Responsibility
i
Maintains awareness and value of broadening professional and persun:el dovelops-ri m
Demonstrates imaginative leadership Initiatives.
Ability to build cohesiveness in staff.
eDecisiveness in leadership performance.
Effectiveness in verbal communications.
Performance Standard
Professional and personal competencies will be considered effective when a majurity of the coni twins havo occr,
successfully fulfilled.
Management techniques show evidences of innovation, imagination, and decisiveness.
Synergetic techniques are fostered.
Continuous professional personal growth is demonstrated.
Rating ICIrcIe oiw)
E+ I E I E. I M+ I M I M- I B+ I B I Li
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, Svyyesliunf, nncl/ur cummendatlons)