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122021 Work Session Meeting Packet      CITY COUNCIL  WORK SESSION MEETING    New Hope City Hall, 4401 Xylon Avenue North  Northwood Conference Room    Monday, December 20, 2021  6:00 p.m. ‐ dinner  6:30 p.m. ‐ meeting    Mayor Kathi Hemken  Council Member John Elder  Council Member Andy Hoffe  Council Member Michael Isenberg  Council Member Jonathan London        1. CALL TO ORDER – December 20, 2021    2. ROLL CALL    11. UNFINISHED & ORGANIZATIONAL BUSINESS     11.1 Planning Commission Dialogue with the City Council   11.2 Discussion on TreeHouse property at 4201 Boone Avenue North   11.3 Discussion on possible regulation of recreational vehicles   11.4 Discussion regarding staffing level of sworn police officers in the police  department   11.5 City Manager’s 2021 Performance Evaluation    12. OTHER BUSINESS    13. ADJOURNMENT  I:\RFA\COMM DEV\2021\Work Session\12‐20‐21 PC Update to CC\11.1 Q ‐ 12‐20‐21 PC Update to CC.docx   Request for Action  December 20, 2021    Approved by: Kirk McDonald, City Manager  Originating Department: Community Development  By: Jeff Sargent, Director   Agenda Title  Planning Commission Dialogue with the City Council  Requested Action  The City Council has requested the opportunity to meet with the Planning Commission on an annual basis to  receive updates on Planning Commission activities. Staff requests that representatives from the Planning  Commission present an update to the City Council at this time.  Policy/Past Practice  It is past practice for the Planning Commission to give periodic updates to the City Council at least once per  year. Because of the COVID‐19 pandemic, the last update was given to the City Council at the October 21, 2019,  City Council work session meeting. This update will include all cases the Planning Commission has reviewed  since that time.  Background  The Planning Commission carries on planning activities regulating future physical development, platting of  properties and subdivision of land in the City and makes recommendations to Council regarding matters  affecting zoning, platting, commercial/industrial expansions and redevelopment and public improvements.  Meetings are held the first Tuesday of the month at 7:00 p.m.    Currently, the Planning Commission member roster only has five of its nine members, as the others have  resigned or asked not to renew their term. The city is in the process of recruiting new members, and currently  has a couple of applications that the City Council will review in the future.  The following is a list of the current  Planning Commission, along with when they were appointed and when their current term expires:    Commissioner Appointed Term Ends  Jim Brinkman 02/14/05 12/31/22  Heather Koshiol 02/08/21 12/31/23  Roger Landy 09/12/94 12/31/24  Matt Mannix 01/23/17 12/31/22  Michael Redden 05/22/17 12/31/22    The Planning Commission has reviewed and made recommendations on the following redevelopment efforts  and text amendments since October 21, 2019:    Text Amendments:    (2020) Zoning amendment to the Business Warehouse (B‐W) District, disallowing self‐storage facilities  and requiring an Administrative Permit for outdoor storage (up to 20% of gross floor area of the  building)  Agenda Section Work Session Item Number  11.1    Request for Action, Page 2     (2020) Zoning amendment disallowing the placement of fences in the right‐of‐way, but allowing the  installation of irrigation systems   (2020) Reviewed amendment to liquor license requirements that would microdistilleries the ability to  sell on‐sale products on Sundays   (2020) Zoning amendment to allow the rezoning of the property located at 4215 Louisiana Avenue from  CB, Community Business to R‐1, Single‐Family Residential to accommodate the construction of a new  single‐family home through the Scattered Site Housing Program   (2020) Zoning amendment establishing new regulations regarding partial destruction and  discontinuance of nonconforming uses   (2020) Zoning amendment establishing new regulations for single‐family nonconforming structures   (2020) Zoning amendment defining setbacks for terraces, steps, decks, stoops or similar features   (2020) Zoning amendment specifying at what height a building permit is needed to construct a fence  and height limits for fences   (2020) Zoning amendment prohibiting pools in the front yard, prohibiting pools and areas used in  conjunction from being placed within an easement, and reducing setback requirements for pools in the  rear yard   (2020) Zoning amendment prohibiting synthetic turfs and artificial grasses as acceptable forms for  landscaping   (2021) Zoning amendment reflecting policies enforced by the city’s Surface Water Management Plan  and local watershed districts, referring to buffer zones around protected waterways   (2021) Zoning amendment eliminating restrictions on the amount of outdoor dining space for eating  establishments in the CC, City Center District, as long as certain conditions are met   (2021) Zoning amendment establishing stricter requirements for the construction of a carport in  residential districts   (2021) Zoning amendment defining on‐site service businesses to be allowed in the City Center District   (2021) Zoning amendment disallowing off‐site service businesses in the City Center District     Recent Redevelopment Actions:   (2020) Reviewed revision to the Cooper High School Conditional Use Permit (CUP) for the use of the  outdoor stadium. Recommended extending the trial period until 2022   (2020) Recommended approval of the CUP for the Pocket Square Microdistillery located at 7530 – 42nd  Avenue    (2020) Recommended approval of a 5‐foot rear yard setback variance for the construction of a detached  garage located at 7821 – 44th Avenue   (2020) Recommended approval of a CUP, site plan review and two variances to accommodate the  construction of a 15,00 square foot expansion to the industrial business (Furniture Industries), located  at 3101 Louisiana Avenue   (2020) Recommended approval of a CUP for Calvary Church to operate in the building located at 9220  Bass Lake Road   (2021) Recommended approval of a CUP to allow the operation of Escuela Exitos, a Spanish immersion  school, located at 4741 Zealand Avenue   (2021) Recommended approval of a 3.5‐foot side yard setback variance to allow for the expansion of a  single‐family home located at 7711 – 49th Avenue   (2021) Recommended approval of a CUP to allow for the operation of a daycare located at 7700 – 42nd  Avenue  I:\RFA\COMM DEV\2021\Work Session\12‐20‐21 TreeHouse\11.2 Q ‐ WS 4201 Boone Ave N TreeHouse 12‐20‐21.docx    Request for Action  December 20, 2021    Approved by: Kirk McDonald, City Manager  Originating Department: Community Development  By: Jeff Alger, Community Development Specialist;   Jeff Sargent, Director of Community Development  Agenda Title  Discussion on TreeHouse property at 4201 Boone Avenue North  Requested Action  Staff requests a discussion with the City Council on the property owned by TreeHouse at 4201 Boone Avenue  North. The organization is interested in selling the property to the city.  Policy/Past Practice  It is a past practice to request input from the City Council on larger redevelopment projects prior to entering  into a purchase agreement.  Background  TreeHouse is a Minnesota‐based nonprofit organization that has served teens since 1979. The organization  “gives teens a safe space to find support and belonging.” Mentorships, retreats, and other off‐site activities  give teens an opportunity to build relationships with peers and caring adults. TreeHouse was started in New  Hope by Fred Peterson, inside of the single‐family home at 4201 Boone Avenue North. The property had  been used by Mennonite Brethren Church for Sunday School and youth meeting rooms from 1969 to 1980. A  conditional use permit was approved in 1980, allowing for the upper half of the building to be used as a  residential rental property and the lower half to be used as an office for the Youth Investment Foundation  and later, TreeHouse. The conditional use permit was later amended to allow for the continued use of the  house for youth activities and the addition of a garage on the east side of the building.    In November of 2021, TreeHouse merged its New Hope and Plymouth locations and staff. While planning for  the transition, TreeHouse determined that both the New Hope and Plymouth locations recruit in the same  schools and overlap more than needed. The space at 4201 Boone Avenue North in New Hope has presented  the organization with limitations for years and TreeHouse has explored other locations on multiple occasions.  The newly opened New Hope/Plymouth location is at 5005 Northwest Boulevard in Plymouth at Beautiful  Savior Lutheran Church, about four miles from 4201 Boone Avenue North.     In preparing to sell the property at 4201 Boone Avenue North, representatives of TreeHouse contacted city  staff. Staff expressed interest in the property as the 0.6‐acre lot is large enough to split into two lots without a  variance in order to accommodate the construction of two new homes. Access to both lots would come off  Boone Avenue North. The attached sample lot layout shows how the subdivided property might look with  two new homes. There would be significant costs associated with demolition, tree removal, grading, and the  installation of new utilities, however, the sale of two lots instead of one would help offset some of those  expenses. Because TreeHouse is a nonprofit, there are no taxes being generated from the property. Two new  homes would add approximately $800,000 in value to the city with $4,800 in new taxes paid to the city per  year. This would likely result in a positive Return on Investment for the city over 30 years.      Agenda Section Work Session Item Number  11.2    Request for Action, Page 2    An appraisal of the property was ordered by the city and estimates the value of the property at $250,000. If  the City Council is supportive of pursuing this project, staff will attempt to negotiate a sale price with  TreeHouse representatives, contingent upon approval by the Economic Development Authority (EDA). If a  preliminary agreement is reached, the item will be presented at a future EDA meeting with a detailed budget  and investment metrics.  Funding  Funding for this project would come from the 2022 EDA budget.  Recommendation  Staff recommends that the City Council provide direction on the potential purchase of the property owned by  TreeHouse at 4201 Boone Avenue North.  Attachments   Sample lot layout   Appraisal    178.8’4201 Boone Ave NZͲϭ͕^ŝŶŐůĞͲĨĂŵŝůLJƌĞƐŝĚĞŶƟĂů182.3’90’92.3’90’88.8’WŽƚĞŶƟĂů HomeWŽƚĞŶƟĂů HomeDrivewayDriveway145.09’145.2 Appraisal Professionals of MN LLC Jayne Preusse Eden Prairie, MN 55344 612-267-5269 12/09/2021 Jeff Alger City of New Hope Community Development 4401 Xylon Avenue N New Hope, MN 55428 Re:Property:4201 Boone Ave N New Hope, MN 55428 Borrower:N/A File No.:AP20645 Opinion of Value: $250,000 Effective Date:12/03/2021 In accordance with your request, we have appraised the above referenced property. The report of that appraisal is attached. The purpose of the appraisal is to develop an opinion of market value for the property described in this appraisal report, as improved, in unencumbered fee simple title of ownership. This report is based on a physical analysis of the site and improvements, a locational analysis of the neighborhood and city, and an economic analysis of the market for properties such as the subject. The appraisal was developed and the report was prepared in accordance with the Uniform Standards of Professional Appraisal Practice. The opinion of value reported above is as of the stated effective date and is contingent upon the certification and limiting conditions attached. It has been a pleasure to assist you. Please do not hesitate to contact me if I can be of additional service to you. Sincerely, Jayne Preusse License or Certification #: 20559939 State: MN Expires: 08/31/2023 jstrikos@msn.com APPRAISAL OF REAL PROPERTY 4201 Boone Ave N New Hope, MN 55428 LOT 003 BLOCK 001 MENNONITE BRETHERN ADDITION City of New Hope 4401 Xylon Avenue N New Hope, MN 55428 250,000 12/03/2021 Jayne Preusse Appraisal Professionals of MN LLC 7164 Crowne Oak Road Eden Prairie, MN 55344 612-267-5269 jstrikos@msn.com Form GA1V - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE LOCATED AT FOR OPINION OF VALUE AS OF BY Form UA2 - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE City of New Hope AP20645 4201 Boone Ave N New Hope MN 55428 LOT 003 BLOCK 001 MENNONITE BRETHERN ADDITION Hennepin 18-118-21-21-0107 2021 0 2,005 N/A Treehouse Inc 0 New Hope 33460 0215.03 N/A N/A N/A City of New Hope 4401 Xylon Avenue N, New Hope, MN 55428 Jayne Preusse 7164 Crowne Oak Road, Eden Prairie, MN 55344 95 5 220 315 283 47 76 57 70 3 5 18 Other 4 CR 10 to the north, Winnetka Ave N to the east, 36th Ave N to the south, and State Highway 169 to the west. Market trends analysis was from a 1 mile radius from the subject property, City of New Hope only. Under present land use, 4% indicates "Other". The primary portion of this amount includes parks, miscellaneous, water and undeveloped land. This does not indicate any negative impact on the Subject's value & marketability at this time. Market data indicates overall property values have been increasing for the previous 12 month period prior to the effective date of this appraisal. Market times are deemed to be in the "0-3 months" range at this time. 182x145x179x145 26,192 sf R1-Single Family Residential - See Attach Adden AMP CB Asphalt Concrete None Yes None Slants upward, levels 26192 sf Rectangular Average N;Res Average Asphalt/Avg Typical X 11/04/2016 27053C0192F Subject is located with a busy street to the front and side, along with a church parking lot to the rear. 1 1 Detached Rambler Existing 76 60 Concrete/Avg Brk/Stuc/Avg Asphalt/Avg Aluminum/Avg DBH/Hge/Avg Thermo/Avg N/A N/A N/A Full/WO None None None None 1,914 91% Finished/Open SR/Wd/Pl/P/Avg Vyl/Cpt/Avg Yes Unkn Unkn Unkn Unkn N/A N/A 1 2 1 1 1 3 1,914 1 1 1 4 1.1 1,200 6 4 1.1 1,200 Cpt/Vyl/Avg SR/Plstr/Pnl/Wd/Avg Wood/Avg Vyl/CT/Avg GB/Insert/Avg Wd/Avg Yes FWA Gas Avg Yes X Avg 1 Aggregate None None None None Shed 8 See Attached Addendum. C4;The subject is a "Rambler" detached single family home reflecting overall average condition as compared to competing properties of a similar age and design. The subject property exhibits some functional obsolescence. The subject has a kitchenette on the main level and a full kitchen in the basement. The subject exhibits external obsolescence due to the busier streets to the front and to the side. See attached addendum and photo addendum. None Noted. Jayne Strikos Property Description File No.UNIFORM RESIDENTIAL APPRAISAL REPORT SUBJECTProperty Address Legal Description Assessor's Parcel No. Borrower Property rights appraised Neighborhood or Project Name Sale Price $ Lender/Client Appraiser Location Built up Growth rate Property values Demand/supply Marketing time City State Zip Code County Tax Year R.E. Taxes $Special Assessments $ Current Owner Occupant:Owner Tenant Vacant Fee Simple Leasehold Project Type PUD Condominium (HUD/VA only)HOA $/Mo. Map Reference Census Tract Date of Sale Description and $ amount of loan charges/concessions to be paid by seller Address Address NEIGHBORHOODPredominant occupancy Single family housing Present land use %Land use change Note: Race and the racial composition of the neighborhood are not appraisal factors. Predominant Urban Over 75% Rapid Increasing Shortage Under 3 mos. Suburban 25-75% Stable Stable In balance 3-6 mos. Rural Under 25% Slow Declining Over supply Over 6 mos. Owner Tenant Vacant (0-5%) Vac.(over 5%) PRICE AGE $(000)(yrs) Low High One family 2-4 family Multi-family Commercial Not likely In process Likely To: Neighborhood boundaries and characteristics: Factors that affect the marketability of the properties in the neighborhood (proximity to employment and amenities, employment stability, appeal to market, etc.): Market conditions in the subject neighborhood (including support for the above conclusions related to the trend of property values, demand/supply, and marketing time -- such as data on competitive properties for sale in the neighborhood, description of the prevalence of sales and financing concessions, etc.):PUDProject Information for PUDs (If applicable) - - Is the developer/builder in control of the Home Owners' Association (HOA)?Yes No Approximate total number of units in the subject project Approximate total number of units for sale in the subject project Describe common elements and recreational facilities:SITEDimensions Site area Specific zoning classification and description Zoning compliance Highest & best use as improved: Corner Lot Yes No Legal Legal nonconforming (Grandfathered use)Illegal No zoning Present use Other use (explain) Utilities Off-site Improvements Electricity Gas Water Sanitary sewer Storm sewer Public Other Type Public Private Street Curb/gutter Sidewalk Street lights Alley Topography Size Shape Drainage View Landscaping Driveway Surface Apparent easements FEMA Special Flood Hazard Area FEMA Zone FEMA Map No. Map Date Yes No Comments (apparent adverse easements, encroachments, special assessments, slide areas, illegal or legal nonconforming zoning use, etc.):DESCRIPTION OF IMPROVEMENTSGENERAL DESCRIPTION No. of Units No. of Stories Type (Det./Att.) Design (Style) Existing/Proposed Age (Yrs.) Effective Age (Yrs.) EXTERIOR DESCRIPTION Foundation Exterior Walls Roof Surface Gutters & Dwnspts. Window Type Storm/Screens Manufactured House FOUNDATION Slab Crawl Space Basement Sump Pump Dampness Settlement Infestation BASEMENT Area Sq. Ft. % Finished Ceiling Walls Floor Outside Entry INSULATION Roof Ceiling Walls Floor None Unknown ROOMS Basement Level 1 Level 2 Finished area above grade contains:Rooms;Bedroom(s);Bath(s);Square Feet of Gross Living Area Foyer Living Dining Kitchen Den Family Rm.Rec. Rm.Bedrooms # Baths Laundry Other Area Sq. Ft. INTERIOR Materials/Condition Floors Walls Trim/Finish Bath Floor Bath Wainscot Doors HEATING Type Fuel Condition COOLING Central Other Condition KITCHEN EQUIP. Refrigerator Range/Oven Disposal Dishwasher Fan/Hood Microwave Washer/Dryer ATTIC None Stairs Drop Stair Scuttle Floor Heated Finished AMENITIES Fireplace(s) # Patio Deck Porch Fence Pool CAR STORAGE: None Garage Attached Detached Built-In Carport Driveway # of cars COMMENTSAdditional features (special energy efficient items, etc.): Condition of the improvements, depreciation (physical, functional, and external), repairs needed, quality of construction, remodeling/additions, etc.: Adverse environmental conditions (such as, but not limited to, hazardous wastes, toxic substances, etc.) present in the improvements, on the site, or in the immediate vicinity of the subject property.: Freddie Mac Form 70 6/93 Fannie Mae Form 1004 6/93PAGE 1 OF 2 Form UA2 - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE 80,000 1,200 80,000 City of New Hope AP20645 Estimated economic life based on 100 total years. The most similar land sales per RMLS include the following: RMLS #4779014 $55,000 and #4780925 $75,000. 4201 Boone Ave N New Hope, MN 55428 N/A RMLS/HennCA Inspection A;BsRd/ChurchP Fee Simple 26,192 sf N;Res Rambler Q5 76 C4 6 4 1.1 1,200 1914sf1742sfwo 91% Average FWA C/Air None None Pt/Shed 1 None Notable Extras 2nd Kitchen 12/03/20221 RMLS/HennCA 8810 42nd Ave N New Hope, MN 55427 0.05 miles W 304,500 271.39 RMLS#6011319/102DOM RMLS/HenneCA ArmLth Conv;7500 0 s11/21;Unk 0 A;BsRd Fee Simple 22651 sf 0 N;Res; Rambler Q5 -30,000 70 C4 -2,000 6 3 1 +2,000 1,122 0 1122sf0sfwu +26,130 0 Average FWA C/Air None 3gd1tu6dw -24,000 None +2,000 None +2,000 None None +4,000 -19,870 Net 6.5 % Gross 30.3 % None 284,630 12/03/20221 RMLS/HennCA 8910 42nd Ave N New Hope, MN 55427 0.09 miles W 280,000 237.29 RMLS#6082510/2DOM RMLS/HenneCA ArmLth FHA;6704 0 s09/21;Unk 0 A;BsRd Fee Simple 19166 sf +4,000 N;Res; Rambler Q5 -25,000 74 0 C4 -2,000 4 2 1 +2,000 1,180 0 1180sf826sfwo +13,740 2rr1br1.0ba1o 0 Average FWA C/Air None 2ga4dw -12,000 Dk/Pt/EnPor -5,000 1 FP None 2nd Kitchen -24,260 Net 8.7 % Gross 22.8 % None 255,740 12/03/20221 RMLS/HennCA 8140 49th Ave N New Hope, MN 55428 0.81 miles NE 220,000 200.00 RMLS#5735920/1DOM RMLS/HenneCA ArmLth Cash;0 0 s04/21;Unk A;BsRd/Sch 0 Fee Simple 9148 sf +12,000 N;Res; Rambler Q5 -20,000 58 C4 5 3 1 +2,000 1,100 0 1100sf700sfwu +15,630 1rr1br1ba1o 0 Average FWA C/Air None 1ga3dw -6,000 None +2,000 None +2,000 None None +4,000 11,630 Net 5.3 % Gross 28.9 % None 231,630 12/03/20221 RMLS/HennCA See attached addendum. 250,000 See Attached Addendum. Most emphasis was placed on the Sales Comparison Approach to Value. The Income (GRM) Approach and Cost Approach were both considered with the Sales Comparison Approach weighing in as the most viable approach to value/opinion of value. 12/2021 12/03/2021 250,000 Jayne Preusse 12/09/2021 20559939 MN Valuation Section File No.UNIFORM RESIDENTIAL APPRAISAL REPORT COST APPROACHESTIMATED SITE VALUE ESTIMATED REPRODUCTION COST-NEW-OF IMPROVEMENTS: Dwelling Garage/Carport Total Estimated Cost New Less Depreciation Depreciated Value of Improvements "As-is" Value of Site Improvements INDICATED VALUE BY COST APPROACH Sq. Ft. Sq. Ft. Sq. Ft. @ @ @ $ $ $ Physical Functional External = = = = = $ $ = = = = = $ $ $ $ $ Comments on Cost Approach (such as, source of cost estimate, site value, square foot calculation and for HUD, VA and FmHA, the estimated remaining economic life of the property):SALES COMPARISON ANALYSIS//// ITEM SUBJECT COMPARABLE NO. 1 COMPARABLE NO. 2 COMPARABLE NO. 3 ITEM SUBJECT COMPARABLE NO. 1 COMPARABLE NO. 2 COMPARABLE NO. 3 DESCRIPTION DESCRIPTION +( )$ Adjust.–DESCRIPTION +( )$ Adjust.–DESCRIPTION +( )$ Adjust.– Total Bdrms Baths Total Bdrms Baths Total Bdrms Baths Total Bdrms Baths Sq. Ft.Sq. Ft.Sq. Ft.Sq. Ft. +–+–+– $ $$ $ $ $ $ $ $ $ $ $ $ $ $ $$ Address Proximity to Subject Sales Price Price/Gross Living Area Data and/or Verification Source VALUE ADJUSTMENTS Sales or Financing Concessions Date of Sale/Time Location Leasehold/Fee Simple Site View Design and Appeal Quality of Construction Age Condition Above Grade Room Count Gross Living Area Basement & Finished Rooms Below Grade Functional Utility Heating/Cooling Energy Efficient Items Garage/Carport Porch, Patio, Deck, Fireplace(s), etc. Fence, Pool, etc. Net Adj. (total) Adjusted Sales Price of Comparable Comments on Sales Comparison (including the subject property's compatibility to the neighborhood, etc.): Date, Price and Data Source, for prior sales within year of appraisal Analysis of any current agreement of sale, option, or listing of subject property and analysis of any prior sales of subject and comparables within one year of the date of appraisal: INDICATED VALUE BY SALES COMPARISON APPROACH INDICATED VALUE BY INCOME APPROACH (if Applicable) Estimated Market Rent /Mo.x Gross Rent Multiplier =RECONCILIATIONThis appraisal is made "as is"subject to the repairs, alterations, inspections or conditions listed below subject to completion per plans & specifications. Conditions of Appraisal: Final Reconciliation: The purpose of this appraisal is to estimate the market value of the real property that is the subject of this report, based on the above conditions and the certification, contingent and limiting conditions, and market value definition that are stated in the attached Freddie Mac Form 439/FNMA form 1004B (Revised ). Signature Name Date Report Signed State Certification #State Or State License #State Signature Name Date Report Signed State Certification #State Or State License #State Inspect Property Did Did Not I (WE) ESTIMATE THE MARKET VALUE, AS DEFINED, OF THE REAL PROPERTY THAT IS THE SUBJECT OF THIS REPORT, AS OF (WHICH IS THE DATE OF INSPECTION AND THE EFFECTIVE DATE OF THIS REPORT) TO BE $ APPRAISER:SUPERVISORY APPRAISER (ONLY IF REQUIRED): Freddie Mac Form 70 6/93 Fannie Mae Form 1004 6-93PAGE 2 OF 2 Form UA2.(AC) - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE 4201 Boone Ave N New Hope, MN 55428 N/A RMLS/HennCA Inspection A;BsRd/ChurchP Fee Simple 26,192 sf N;Res Rambler Q5 76 C4 6 4 1.1 1,200 1914sf1742sfwo 91% Average FWA C/Air None None Pt/Shed 1 None Notable Extras 2nd Kitchen 12/03/20221 RMLS/HennCA 4800 Virginia Ave N New Hope, MN 55428 0.71 miles NE 272,000 202.38 RMLS#6102709/13DOM RMLS/HenneCA ArmLth Conv;8160 0 s11/21;Unk 0 N;Res -12,000 Fee Simple 10454 sf +8,000 N;Res; Rambler Q5 -25,000 61 0 C3 -4,000 7 4 1.0 +2,000 1,344 -5,760 1344sf0sfwu +27,130 0 Average FWA C/Air None None EnPor 0 2 FP -2,000 None None +4,000 -7,630 Net 2.8 % Gross 33.0 % None 264,370 12/03/20221 RMLS/HennCA Net % Gross % Net % Gross % 4 5 6 SALES COMPARISON ANALYSISUNIFORM RESIDENTIAL APPRAISAL REPORT MARKET DATA ANALYSIS These recent sales of properties are most similar and proximate to subject and have been considered in the market analysis. The description includes a dollar adjustment, reflecting market reaction to those items of significant variation between the subject and comparable properties. If a significant item in the comparable property is superior to, or more favorable than, the subject property, a minus (-) adjustment is made, thus reducing the indicated value of the subject. If a significant item in the comparable is inferior to, or less favorable than, the subject property, a plus (+) adjustment is made, thus increasing the indicated value of the subject. //// ITEM SUBJECT COMPARABLE NO. COMPARABLE NO. COMPARABLE NO. DESCRIPTION DESCRIPTION +( )$ Adjust.–DESCRIPTION +( )$ Adjust.–DESCRIPTION +( )$ Adjust.– Total Bdrms Baths Total Bdrms Baths Total Bdrms Baths Total Bdrms Baths Sq. Ft.Sq. Ft.Sq. Ft.Sq. Ft. +–+–+– $ $$ $ $ $ $ $ $ $ $ $ $ $ Address Proximity to Subject Sales Price Price/Gross Living Area Data and/or Verification Sources VALUE ADJUSTMENTS Sales or Financing Concessions Date of Sale/Time Location Leasehold/Fee Simple Site View Design and Appeal Quality of Construction Age Condition Above Grade Room Count Gross Living Area Basement & Finished Rooms Below Grade Functional Utility Heating/Cooling Energy Efficient Items Garage/Carport Porch, Patio, Deck, Fireplace(s), etc. Fence, Pool, etc. Net Adj. (total) Adjusted Sales Price of Comparable Date, Price and Data Source for prior sales within year of appraisal COMMENTSComments: Market Data Analysis 6-93 City of New Hope AP20645 Form UADDEFINE1 - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE File No. UNIFORM APPRAISAL DATASET (UAD) DEFINITIONS ADDENDUM (Source: Fannie Mae UAD Appendix D: UAD Field-Specific Standardization Requirements) Condition Ratings and Definitions C1 The improvements have been recently constructed and have not been previously occupied. The entire structure and all components are new and the dwelling features no physical depreciation. Note: Newly constructed improvements that feature recycled or previously used materials and/or components can be considered new dwellings provided that the dwelling is placed on a 100 percent new foundation and the recycled materials and the recycled components have been rehabilitated/remanufactured into like-new condition. Improvements that have not been previously occupied are not considered “new” if they have any significant physical depreciation (that is, newly constructed dwellings that have been vacant for an extended period of time without adequate maintenance or upkeep). C2 The improvements feature no deferred maintenance, little or no physical depreciation, and require no repairs. Virtually all building components are new or have been recently repaired, refinished, or rehabilitated. All outdated components and finishes have been updated and/or replaced with components that meet current standards. Dwellings in this category are either almost new or have been recently completely renovated and are similar in condition to new construction. Note: The improvements represent a relatively new property that is well maintained with no deferred maintenance and little or no physical depreciation, or an older property that has been recently completely renovated. C3 The improvements are well maintained and feature limited physical depreciation due to normal wear and tear. Some components, but not every major building component, may be updated or recently rehabilitated. The structure has been well maintained. Note: The improvement is in its first-cycle of replacing short-lived building components (appliances, floor coverings, HVAC, etc.) and is being well maintained. Its estimated effective age is less than its actual age. It also may reflect a property in which the majority of short-lived building components have been replaced but not to the level of a complete renovation. C4 The improvements feature some minor deferred maintenance and physical deterioration due to normal wear and tear. The dwelling has been adequately maintained and requires only minimal repairs to building components/mechanical systems and cosmetic repairs. All major building components have been adequately maintained and are functionally adequate. Note: The estimated effective age may be close to or equal to its actual age. It reflects a property in which some of the short-lived building components have been replaced, and some short-lived building components are at or near the end of their physical life expectancy; however, they still function adequately. Most minor repairs have been addressed on an ongoing basis resulting in an adequately maintained property. C5 The improvements feature obvious deferred maintenance and are in need of some significant repairs. Some building components need repairs, rehabilitation, or updating. The functional utility and overall livability is somewhat diminished due to condition, but the dwelling remains useable and functional as a residence. Note: Some significant repairs are needed to the improvements due to the lack of adequate maintenance. It reflects a property in which many of its short-lived building components are at the end of or have exceeded their physical life expectancy but remain functional. C6 The improvements have substantial damage or deferred maintenance with deficiencies or defects that are severe enough to affect the safety, soundness, or structural integrity of the improvements. The improvements are in need of substantial repairs and rehabilitation, including many or most major components. Note: Substantial repairs are needed to the improvements due to the lack of adequate maintenance or property damage. It reflects a property with conditions severe enough to affect the safety, soundness, or structural integrity of the improvements. Quality Ratings and Definitions Q1 Dwellings with this quality rating are usually unique structures that are individually designed by an architect for a specified user. Such residences typically are constructed from detailed architectural plans and specifications and feature an exceptionally high level of workmanship and exceptionally high-grade materials throughout the interior and exterior of the structure. The design features exceptionally high-quality exterior refinements and ornamentation, and exceptionally high-quality interior refinements. The workmanship, materials, and finishes throughout the dwelling are of exceptionally high quality. Q2 Dwellings with this quality rating are often custom designed for construction on an individual property owner’s site. However, dwellings in this quality grade are also found in high-quality tract developments featuring residence constructed from individual plans or from highly modified or upgraded plans. The design features detailed, high quality exterior ornamentation, high-quality interior refinements, and detail. The workmanship, materials, and finishes throughout the dwelling are generally of high or very high quality. UAD Version 9/2011 (Updated 4/2012) Form UADDEFINE1 - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE UNIFORM APPRAISAL DATASET (UAD) DEFINITIONS ADDENDUM (Source: Fannie Mae UAD Appendix D: UAD Field-Specific Standardization Requirements) Quality Ratings and Definitions (continued) Q3 Dwellings with this quality rating are residences of higher quality built from individual or readily available designer plans in above-standard residential tract developments or on an individual property owner’s site. The design includes significant exterior ornamentation and interiors that are well finished. The workmanship exceeds acceptable standards and many materials and finishes throughout the dwelling have been upgraded from “stock” standards. Q4 Dwellings with this quality rating meet or exceed the requirements of applicable building codes. Standard or modified standard building plans are utilized and the design includes adequate fenestration and some exterior ornamentation and interior refinements. Materials, workmanship, finish, and equipment are of stock or builder grade and may feature some upgrades. Q5 Dwellings with this quality rating feature economy of construction and basic functionality as main considerations. Such dwellings feature a plain design using readily available or basic floor plans featuring minimal fenestration and basic finishes with minimal exterior ornamentation and limited interior detail. These dwellings meet minimum building codes and are constructed with inexpensive, stock materials with limited refinements and upgrades. Q6 Dwellings with this quality rating are of basic quality and lower cost; some may not be suitable for year-round occupancy. Such dwellings are often built with simple plans or without plans, often utilizing the lowest quality building materials. Such dwellings are often built or expanded by persons who are professionally unskilled or possess only minimal construction skills. Electrical, plumbing, and other mechanical systems and equipment may be minimal or non-existent. Older dwellings may feature one or more substandard or non-conforming additions to the original structure Definitions of Not Updated, Updated, and Remodeled Not Updated Little or no updating or modernization. This description includes, but is not limited to, new homes. Residential properties of fifteen years of age or less often reflect an original condition with no updating, if no major components have been replaced or updated. Those over fifteen years of age are also considered not updated if the appliances, fixtures, and finishes are predominantly dated. An area that is ‘Not Updated’ may still be well maintained and fully functional, and this rating does not necessarily imply deferred maintenance or physical/functional deterioration. Updated The area of the home has been modified to meet current market expectations. These modifications are limited in terms of both scope and cost. An updated area of the home should have an improved look and feel, or functional utility. Changes that constitute updates include refurbishment and/or replacing components to meet existing market expectations. Updates do not include significant alterations to the existing structure. Remodeled Significant finish and/or structural changes have been made that increase utility and appeal through complete replacement and/or expansion. A remodeled area reflects fundamental changes that include multiple alterations. These alterations may include some or all of the following: replacement of a major component (cabinet(s), bathtub, or bathroom tile), relocation of plumbing/gas fixtures/appliances, significant structural alterations (relocating walls, and/or the addition of) square footage). This would include a complete gutting and rebuild. Explanation of Bathroom Count Three-quarter baths are counted as a full bath in all cases. Quarter baths (baths that feature only a toilet) are not included in the bathroom count. The number of full and half baths is reported by separating the two values using a period, where the full bath count is represented to the left of the period and the half bath count is represented to the right of the period. Example: 3.2 indicates three full baths and two half baths. UAD Version 9/2011 (Updated 4/2012) Form UADDEFINE1 - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE UNIFORM APPRAISAL DATASET (UAD) DEFINITIONS ADDENDUM (Source: Fannie Mae UAD Appendix D: UAD Field-Specific Standardization Requirements) Abbreviations Used in Data Standardization Text Abbreviation Full Name Fields Where This Abbreviation May Appear ac Acres Area, Site AdjPrk Adjacent to Park Location AdjPwr Adjacent to Power Lines Location A Adverse Location & View ArmLth Arms Length Sale Sale or Financing Concessions ba Bathroom(s)Basement & Finished Rooms Below Grade br Bedroom Basement & Finished Rooms Below Grade B Beneficial Location & View Cash Cash Sale or Financing Concessions CtySky City View Skyline View View CtyStr City Street View View Comm Commercial Influence Location c Contracted Date Date of Sale/Time Conv Conventional Sale or Financing Concessions CrtOrd Court Ordered Sale Sale or Financing Concessions DOM Days On Market Data Sources e Expiration Date Date of Sale/Time Estate Estate Sale Sale or Financing Concessions FHA Federal Housing Authority Sale or Financing Concessions GlfCse Golf Course Location Glfvw Golf Course View View Ind Industrial Location & View in Interior Only Stairs Basement & Finished Rooms Below Grade Lndfl Landfill Location LtdSght Limited Sight View Listing Listing Sale or Financing Concessions Mtn Mountain View View N Neutral Location & View NonArm Non-Arms Length Sale Sale or Financing Concessions BsyRd Busy Road Location o Other Basement & Finished Rooms Below Grade Prk Park View View Pstrl Pastoral View View PwrLn Power Lines View PubTrn Public Transportation Location rr Recreational (Rec) Room Basement & Finished Rooms Below Grade Relo Relocation Sale Sale or Financing Concessions REO REO Sale Sale or Financing Concessions Res Residential Location & View RH USDA - Rural Housing Sale or Financing Concessions s Settlement Date Date of Sale/Time Short Short Sale Sale or Financing Concessions sf Square Feet Area, Site, Basement sqm Square Meters Area, Site Unk Unknown Date of Sale/Time VA Veterans Administration Sale or Financing Concessions w Withdrawn Date Date of Sale/Time wo Walk Out Basement Basement & Finished Rooms Below Grade wu Walk Up Basement Basement & Finished Rooms Below Grade WtrFr Water Frontage Location Wtr Water View View Woods Woods View View Other Appraiser-Defined Abbreviations Abbreviation Full Name Fields Where This Abbreviation May Appear UAD Version 9/2011 (Updated 4/2012) Twelve Month Listing History of Subject Property An extensive search of the subject property was completed and there were no listings of the subject in the previous twelve months. Sources used were Hennepin County Records and Northstar Multiple Listing Service. Market Conditions Overall market conditions for this report were based on the statistics for page one of the Form 1004 - O. Market statistics for page one of the Form 1004-O concluded the following: the median sold price of all single family homes similar to the subject within a one mile radius within the City of New Hope, from the subject property from 12/03/2019-12/02/2020 was $270,000 (data of 47). Whereas, the median sold price of all single family homes similar to the subject from 12/03/2020-12/02/2021 was $292,250 (data of 31). An increase of approximately 7%. Average priced homes of the same RMLS statistics indicates an increase in market conditions as well. Both statistics were taken under consideration, with the final observation of an increase in overall market conditions. National Emergency Concerning the Novel Coronavirus Disease (COVID-19) Outbreak On March 13, 2020, the United States Government declared a "National Emergency Concerning the Novel Coronavirus Disease (COVID-19) Outbreak", which was in effect on the Effective Date of this Appraisal Report. In addition, on March 25, 2020 the State of Minnesota Government declared a "stay at home order", which was in effect on the Effective Date of this Appraisal Report. This appraisal report was performed pursuant to the Uniform Standards of Professional Appraisal Practice (USPAP) and was based on information and comparable sales available on that date. The effect of COVID-19 on the future value of the Subject Property or the value of the real estate market in the area of the Subject Property is unknown and not possible to predict. Reconciliation The effect COVID-19 will have on the real estate market in the region is currently unknown and will largely depend on both the scale and longevity of the pandemic. At this stage Tourism, F&B and Retail sectors are the first impacted, due to the increased response by local and global authorities including home quarantine, restriction of travel and international concerns. A prolonged pandemic could have a significant (and yet unknown or quantifiable) impact on other sectors of the property market. President Donald Trump on Friday 03/27/2020 signed a $2.2 trillion coronavirus economic stimulus bill, putting in motion desperately needed financial relief for millions of Americans set back by the pandemic. The more than $2 trillion bill is the largest economic relief package in modern U.S. history. This appraisal report was performed pursuant to the Uniform Standards of Professional Appraisal Practice (“USPAP”) and was based on information and comparable sales available as of the effective date. At this time, the effect of COVID-19 on the future value of the Subject Property or the value of the real estate market in the area of the Subject Property is unknown and not possible to predict. This valuation is based on the information available as of the effective date. Given the heightened uncertainty, a degree of caution should be exercised when relying upon this report. Values may change more rapidly and significantly than during standard market conditions. The analysis is being performed with as much current information and market feedback as possible. However, the appraiser can only work with what is available. The appraisal is being performed at a point in time and that the market value opinion is - as of a certain date - the effective date. changes after the date may affect the value. Analysis is being performed as quickly as possible to measure the impacts, if any, to the subject's market as a result of this event. Neighborhood Description The subject property is located in the southwest section of the City of New Hope MN within the County of Hennepin. The immediate neighborhood consists primarily of detached single family homes all that generally conform with one another in style, size and price range. All neighborhood conveniences including shopping public schools, parks and highway access are within reasonable distances. There has traditionally been an average demand for housing in this neighborhood. The subject's immediate neighborhood is a mix of single family detached homes. Subjects neighborhood is mainly a residential neighborhood with easy access to other suburban areas via State Highway 169 and connecting to other main arteries. No adverse conditions were observed. Subject Site The subject is a corner site that is typical in parcel size and appeal of the neighborhood. The subject is located with the busier street of Boone Ave N and 42nd Ave N to the front/side, with external from the traffic associated. The topography slants slightly upward at the front and side, and then is level to the parcel rear and Supplemental Addendum Form TADD - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE AP20645 N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Borrower Lender/Client Property Address City County State Zip Code File No. The topography slants slightly upward at the front and side, and then is level to the parcel rear and does allow for a walkout basement. There is an asphalt driveway that is entered from Bonne Ave N. The subject has an asphalt driveway but no garage. There is an aggregate/concrete walkway from the driveway that leads to the front entrance. The subject views detached single family homes on the south side, to the front, to the rear and a church parking lot to the north side. The subject's front door faces 42nd Ave N. The subject parcel is slightly larger in size. The overall location of the subject home is located on the northwest location of the parcel keeping the distance of the busier streets slightly further from the subject home. In short, the subject parcel is observed to be an average site with the external observed, and is considered to be a suitable place for the home improvements. There are no apparent easements or encroachments, other than typical utility easements. In making this appraisal report, we are not aware of any testing for the existence of presence of radon, asbestos, toxic substances, or other environmental pollutants in the building, land, or other surrounding areas, and that the value assigned herein to the land and buildings assume that no such contaminants exist. We further recommend that if you have knowledge of or reason to subject the existence of such pollutants, that you obtain an environmental assessment of the property. To the best of our knowledge, there are no environmental risk factors which may affect the real estate being appraised. Additional Features Exterior features of the subject include an aggregate patio and shed. The subject home is currently being utilized as a non-profit organization called "Treehouse Inc." It was advised by a representative at the time of the appraisal inspection, that is operated as a religious place for young teens to spend time when there are no other places to go. The location in New Hope started approximately 2003. The subject home is observed to have functional obsolescence due to only having a kitchenette on the main level. The kitchenette consists of a refrigerator, cabinetry and a personal microwave. There is a full kitchen in the basement level. The request for this appraisal report was to appraiser as a single family residential home. The external is observed in the Sales Comparison Grid. The first level consists of a foyer, living room, kitchenette, three bedrooms, and a full bath with a half bath within the full bath. The basement is full, finished and is a walkout. The basement consists of a family room with a recreational room, full bath, two offices, two dens and a utility room. The appraiser manually measured the subject with 1200 GLA. There is no other previous RMLS listings for the subject indicating GLA. The subject's water, electricity and heat were on and working at the time of the appraisal inspection. The AC was not turned on due to outside temperatures. "This assignment was completed in full compliance with the appraisal independence regulations". Highest and Best Use Highest and best use is defined in The Dictionary of Real Estate Appraisal, Fifth Edition, Appraisal Institute, at Page 93, as follows: The reasonably probable and legal use of vacant land or an improved property, which is physically possible, appropriately supported, financially feasible, and that results in the highest value. The four criteria the highest and best use must meet are legal permissibility, physical possibility, financial feasibility, and maximum profitability. Alternatively, the probable use of land or improved property – specific with respect to the user and timing of the use – that is adequately supported and results in the highest present value. The subject as improved is a legally permissible use based on its current zoning. Also, the lot size, shape, physical condition and land to building ratio allow the present structure and indicate a good utilization of the improvements. Based on current market conditions, the present use and structure as a single family residence is its financially feasible and maximally productive use. The subject property is currently being utilized as a non profit entity, and is being appraised as a residential single family home. Comments on Sale Comparison Your appraiser has performed a detailed search for comparables to the subject in location, design, utility and appeal. After extensive research, the comparable sales chosen were deemed the best available. The appraiser has researched, reviewed, analyzed and documented the sales. The appraiser has made peer acceptable, unbiased, and impartial adjustments for items of significant variation. Search parameters included the following: Supplemental Addendum Form TADD - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE AP20645 N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Borrower Lender/Client Property Address City County State Zip Code File No. Search parameters included the following: - location of being in the City of New Hope and within one mile from the subject property - similar design style, age, condition and amenities - similar parcel size and view. The subject is a rambler designed detached single family home. The subject is considered to be overall average condition. There is functional obsolescence due to the first floor only having a kitchenette on the main level. Four sold comparables were utilized for the overall opinion of value. Comparables #1-#4 are observed to be the next most viable comparables to the subject, many of the search parameters, and being close in proximity to the subject. Comparables #1 and #2 were given most weight in the determination of the opinion of value due to being close in proximity to the subject while being similar in most of the original search parameters, located on the same street and with similar external. All sold comparables are located within the same City of New Hope and within the same school district as the subject - #281-Robbinsdale. Effective ages were taken under consideration for the sales comparison grid. GLA along with the other parameters were the next most viable attributes in locating similar comparables to the subject. Parcel adjustments were based on Hennepin County Assessor Website values, land sales, parcel size, amenities of the parcels, view and overall utility. Each individual parcel was observed for all attributes, and therefore may not be completely defined by the specific square foot/acres per parcel. Due to extending the search parameters, recommended guidelines were exceeded in gross adjustments, line item adjustments for main floor bathroom, line item adjustments for lack of the subject having a full kitchen on the main level and line item adjustments for finished basement square feet. All comparables were adjusted $20,000 for quality in the Sales Comparison Grid due to the subject lacking a main level full kitchen. The subject has 1.1 bathrooms on the main level. There were no other similar comparables with 1.1 bathrooms above grade to the subject. Line item adjustments for a half bath were utilized. The subject has superior finished below grade feet in the basement. This is due to the garage was completed into finished basement square feet (time frame unknown), and there were no other similar comparables with the similar finished basement sf to the subject. GLA for the comparables utilized within this report have been researched per the individual listings, RMLS Realist and Hennepin County Assessor Website and each analyzed to the best judgment of the most accurate GLA of each comparable. DOM for the comparables exceed from the market trends indicated on page one of the URAR. The results of the market trends includes all detached single family homes and the indication may differ from the comparable sales market. Adjustments LOCATION: The location adjustments, if any, considered accessibility, degree of conformity to adjoining properties, and the overall appeal and marketability of the respective neighborhoods in relation to the subject. Comparable #4 has no external. SITE/VIEW: Adjustments for site/view were made on the basis of lot value and the availability of public utilities rather than size alone. Comparables #2, #3 and #4 all have slightly smaller parcel sizes to the subject. DESIGN/STYLE: Adjustments are made on the basis of interior and exterior appeal characteristics. QUALITY/CONDITION: Adjustments are made on the basis of MLS photos, an inspection from the street and the appraiser's experience and judgment. Line item adjustments were given for the lack of a full kitchen for the subject to all comparables of $20,000. Additional amounts adjusted were added to superior updates/upgrades of each individual comparable. Comparable #1 is observed to be superior in quality upgrades and condition to the subject per the RMLS description and photos in kitchen and miscellaneous interior remodeling. Comparable #2 is observed to be superior in quality upgrades/updates and condition to the subject per the RMLS description and photos in kitchen upgrades/updates. Comparable #4 is observed to be in quality upgrades/updates and condition to the subject per the RMLS description and photos in kitchen and miscellaneous interior updates. ROOM COUNT/PROPERTY FEATURES: Adjustment were made based on the price-point of the residence and on the appraiser's experience Supplemental Addendum Form TADD - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE AP20645 N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Borrower Lender/Client Property Address City County State Zip Code File No. Adjustment were made based on the price-point of the residence and on the appraiser's experience and judgment. GLA- 40.00 Finished Basement sf - 15.00 (smaller amount was due to the overall basement interior finishes and condition) 1,000 Walk-out The subject and comparables have different size amenities, and the size of each was taken under consideration and therefore may not be completely defined by the specific adjustments as described for each above. - No adjustments were utilized for GLA or Finished Basement sf within 100 sf due to the margin of error of the RMLS comparables utilized in the report. Assessed Market Value for Tax Purposes According to Hennepin County Assessor Website records the subjects 2021 is not disclosed due to the subject being operated as a non-profit entity. Cost Approach The cost approach has not been developed by the appraiser as an analysis to support the opinion of the property's market value. The cost approach may not be a reliable indication of replacement or reproduction cost due to changing costs of labor and materials, due to changing building codes, governmental regulations and requirements, age of the subject and speculative depreciation. Intended Used of Appraisal The Intended User of this appraisal report is the Lender/Client. The Intended Use is to evaluate the property that is the subject of this appraisal for a full appraisal per the client request for market value, subject to the stated Scope of Work, purpose of the appraisal, reporting requirements of this appraisal report form, and Definition of Market Value. No additional intended Users are identified by the appraiser. Scope of the Appraisal The appraiser has viewed all readily accessible areas of the dwelling (and any other building structure located on the property). This complete visual inspection is not intended to be the same depth or for the same purpose as a home inspection. The appraiser has viewed the property solely for the valuation purposes and to observe property characteristics that a typical purchaser would consider in their decision making process, as well as those items outlined in the assumptions and limited conditions and certifications to this appraisal. Personal property or chattel was not included in the appraised value. Zoning Comments about the zoning compliance of the subject property are intended by the appraiser to be in general terms. A detailed analysis about every aspect of the subject property's improvements and the site characteristic with respect to current zoning and building codes are beyond the scope of this assignment and was not performed. The subject is considered to be in compliance with current zoning requirements in a general sense. It is a Single family residential improvement in an area zoned for single family residential use. Site Conditions No obvious adverse site conditions or external factors were observed. Unless otherwise stated, typical drainage, utility and right of way easements do not adversely impact value. However, the discovery of many site related issues often require special expertise or data sources not customary or available in the performance of an appraisal. A fundamental site analysis such as this is beyond the scope of this assignment. A detailed site or location survey, which may reveal adverse easements, encroachments, zoning violations, environmental issues or other matters that could impact the analysis or opinions, was not available to the appraiser. Sketch The subject's sketch is used for representational purposes only. The subject's sketch is to comply with The American National Standard Institute process for calculating gross living area; however, due to the complexity of the subject property and the limitations of the appraisal software it is not possible to develop a blue print of the subject property. The subject's sketch is not intended to be used for any other purpose. The subject's sketch and actual dimensions will very. The appraiser is not a structural engineer. If the lender requires a precise blue print of the subject property it is the lenders responsibility to have the building surveyed by a structural engineer. See Statement Of Assumptions And Limiting Conditions. At the time of inspection, the appraiser physically measured the exterior/interior of the improvement. The appraiser's measurements may differ from that of the assessor's and/or builder's documentation for the subject's gross living area. The appraiser has no knowledge as to if the assessor physically measured the subject property or used blueprint documentation for the gross living area. Since the appraiser physically measured the subject property on the effective date of this report, the appraiser deems their calculations to be accurate and reliable. The subject's sketch is used for representational purposes only. The subject's sketch is to comply with The American National Standard Institute process for calculating gross living area; however, due to the complexity of the subject property, and the limitations of the appraisal software, it is not possible to develop a blue print of the subject property. The subject's sketch is not intended to be used for any other purpose. The subject's sketch Supplemental Addendum Form TADD - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE AP20645 N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Borrower Lender/Client Property Address City County State Zip Code File No. property. The subject's sketch is not intended to be used for any other purpose. The subject's sketch and actual dimensions will vary. The appraiser is not a structural engineer. If the lender requires a precise blue print of the subject property it is the lenders responsibility to have the building surveyed by a structural engineer. See Statement Of Assumptions And Limiting Conditions. Land Value Development of a land value has been attempted by the appraiser . The use of this data, in whole or in part, for other purposes is not intended by the appraiser. Nothing set forth in the appraisal should be relied upon for the purpose of determining the amount or type of insurance coverage to be placed on the subject property. The appraiser assumes no liability for and does not guarantee that any insurable value estimate inferred from this report will result in the subject property being fully insured for any loss that may be sustained. Further, the land value may not be reliable indication of replacement or reproduction cost for any date other than the effective date of this appraisal due to changing costs of labor and materials and due to changing building codes and governmental regulations and requirements. Supplemental Addendum Form TADD - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE AP20645 N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Borrower Lender/Client Property Address City County State Zip Code File No. Form PICPIX.SR - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Subject Photo Page N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Subject Front Sales Price Gross Living Area Total Rooms Total Bedrooms Total Bathrooms Location View Site Quality Age 4201 Boone Ave N N/A 1,200 6 4 1.1 A;BsRd/ChurchP N;Res 26,192 sf Q5 76 Subject Rear Subject Street Borrower Lender/Client Property Address City County State Zip Code Form PICSIX2 - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Photograph Addendum N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Living Kitchenette Foyer Bedroom Main Floor Bath Bedroom Borrower Lender/Client Property Address City County State Zip Code Form PICSIX2 - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Photograph Addendum N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Bedroom Shower in Full Bath Half Bath Bedroom Basement Den Basement Den Borrower Lender/Client Property Address City County State Zip Code Form PICSIX2 - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Photograph Addendum N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Basement Family Basement Walk-out Basement Office Basement Recreation Basement Kitchen HVAC Borrower Lender/Client Property Address City County State Zip Code Form PICSIX2 - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Photograph Addendum N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Basement Bath Basement Office Subject Rear Subject Side Subject Side Aggregate Patio Borrower Lender/Client Property Address City County State Zip Code Form PICSIX2 - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Photograph Addendum N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Shed Church Parking Lot to the rear Boone Ave/42nd Ave Intersection at Front Boone Ave/42nd Ave Intersection at Front Borrower Lender/Client Property Address City County State Zip Code Form PICPIX.CR - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Comparable Photo Page N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Comparable 1 Prox. to Subject Sale Price Gross Living Area Total Rooms Total Bedrooms Total Bathrooms Location View Site Quality Age 8810 42nd Ave N 0.05 miles W 304,500 1,122 6 3 1 A;BsRd N;Res; 22651 sf Q5 70 Comparable 2 Prox. to Subject Sale Price Gross Living Area Total Rooms Total Bedrooms Total Bathrooms Location View Site Quality Age 8910 42nd Ave N 0.09 miles W 280,000 1,180 4 2 1 A;BsRd N;Res; 19166 sf Q5 74 Comparable 3 Prox. to Subject Sale Price Gross Living Area Total Rooms Total Bedrooms Total Bathrooms Location View Site Quality Age 8140 49th Ave N 0.81 miles NE 220,000 1,100 5 3 1 A;BsRd/Sch N;Res; 9148 sf Q5 58 Borrower Lender/Client Property Address City County State Zip Code Form PICPIX.CR - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Comparable Photo Page N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Comparable 4 Prox. to Subject Sale Price Gross Living Area Total Rooms Total Bedrooms Total Bathrooms Location View Site Quality Age 4800 Virginia Ave N 0.71 miles NE 272,000 1,344 7 4 1.0 N;Res N;Res; 10454 sf Q5 61 Comparable 5 Prox. to Subject Sale Price Gross Living Area Total Rooms Total Bedrooms Total Bathrooms Location View Site Quality Age Comparable 6 Prox. to Subject Sale Price Gross Living Area Total Rooms Total Bedrooms Total Bathrooms Location View Site Quality Age Borrower Lender/Client Property Address City County State Zip Code Form SKT.BLDSKI - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Building Sketch N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Borrower Lender/Client Property Address City County State Zip Code Plat Form SCNLGL - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Form MAP.LOC - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Aerial N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Borrower Lender/Client Property Address City County State Zip Code Form MAP.LOC - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Aerial N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Borrower Lender/Client Property Address City County State Zip Code Form MAP.LOC - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Location Map N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope Borrower Lender/Client Property Address City County State Zip Code City of New Hope AP20645 N/A 4201 Boone Ave N New Hope Hennepin MN 55428 City of New Hope None. None. Sources for data were from RMLS and Hennepin County Assessor Website. 0-90 0-90 Jayne Preusse 12/09/2021 20559939 MN 08/31/2023 12/03/2021 Form ID14EC - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE Borrower Lender/Client USPAP Compliance Addendum Loan # File # Property Address City County State Zip Code APPRAISAL AND REPORT IDENTIFICATION This Appraisal Report is one of the following types: Appraisal Report This report was prepared in accordance with the requirements of the Appraisal Report option of USPAP Standards Rule 2-2(a). Restricted Appraisal Report This report was prepared in accordance with the requirements of the Restricted Appraisal Report option of USPAP Standards Rule 2-2(b). The intended user of this report is limited to the identified client. This is a Restricted Appraisal Report and the rationale for how the appraiser arrived at the opinions and conclusions set forth in the report may not be understood properly without the additional information in the appraiser's workfile. ADDITIONAL CERTIFICATIONS I certify that, to the best of my knowledge and belief: The statements of fact contained in this report are true and correct. The report analyses, opinions, and conclusions are limited only by the reported assumptions and are my personal, impartial, and unbiased professional analyses, opinions, and conclusions. I have no (or the specified) present or prospective interest in the property that is the subject of this report and no (or specified) personal interest with respect to the parties involved. I have no bias with respect to the property that is the subject of this report or the parties involved with this assignment. My engagement in this assignment was not contingent upon developing or reporting predetermined results. My compensation for completing this assignment is not contingent upon the development or reporting of a predetermined value or direction in value that favors the cause of the client, the amount of the value opinion, the attainment of a stipulated result, or the occurrence of a subsequent event directly related to the intended use of this appraisal. My analyses, opinions, and conclusions were developed and this report has been prepared, in conformity with the Uniform Standards of Professional Appraisal Practice. This appraisal report was prepared in accordance with the requirements of Title XI of FIRREA and any implementing regulations. PRIOR SERVICES I have NOT performed services, as an appraiser or in any other capacity, regarding the property that is the subject of this report within the three-year period immediately preceding acceptance of this assignment. I HAVE performed services, as an appraiser or in another capacity, regarding the property that is the subject of this report within the three-year period immediately preceding acceptance of this assignment. Those services are described in the comments below. PROPERTY INSPECTION I have NOT made a personal inspection of the property that is the subject of this report. I HAVE made a personal inspection of the property that is the subject of this report. APPRAISAL ASSISTANCE Unless otherwise noted, no one provided significant real property appraisal assistance to the person signing this certification. If anyone did provide significant assistance, they are hereby identified along with a summary of the extent of the assistance provided in the report. ADDITIONAL COMMENTS Additional USPAP related issues requiring disclosure and/or any state mandated requirements: MARKETING TIME AND EXPOSURE TIME FOR THE SUBJECT PROPERTY A reasonable marketing time for the subject property is day(s)utilizing market conditions pertinent to the appraisal assignment. A reasonable exposure time for the subject property is day(s). APPRAISER SUPERVISORY APPRAISER (ONLY IF REQUIRED) Signature Name Date of Signature State Certification # or State License # State Expiration Date of Certification or License Effective Date of Appraisal Signature Name Date of Signature State Certification # or State License # State Expiration Date of Certification or License Supervisory Appraiser Inspection of Subject Property Did Not Exterior-only from Street Interior and Exterior USPAP Compliance Addendum 2014 Page 1 of 1 Appraisal License Form SCNLGL - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE E & O Insurance Form SCNLGL - "TOTAL" appraisal software by a la mode, inc. - 1-800-ALAMODE I:\RFA\COMM DEV\2021\Work Session\12‐20‐21 Recreational Vehicles\11.3 Q ‐WS Recreational Vehicles 12‐20‐21.docx    Request for Action  December 20, 2021    Approved by: Kirk McDonald, City Manager  Originating Department: Community Development  By: Jeff Sargent, Director    Agenda Title  Discussion on Possible Regulation of Recreational Vehicles  Requested Action  Staff requests direction from the City Council on whether recreational vehicles should be further regulated by  code.  Policy/Past Practice  It is a past practice to request input on potentially controversial zoning code changes.  Background  In August, the Codes & Standards Committee discussed imposing potential limitations on the number and  size/height of recreational vehicles stored at residential properties. Recreational vehicles are defined as self‐ propelled vehicles or vehicles stored on licensed trailers which are used primarily for recreational‐leisure time  activities including, but not limited to, campers, tent trailers, motor homes or other vehicles used for temporary  living quarters, boats, canoes, kayaks, all‐terrain vehicles, snowmobiles, golf carts, race cars, stock‐cars,  motorcycles, utility trailers, off‐road vehicles, and similar vehicles or equipment. No more than three (3)  recreational vehicles or equipment may be stored outside as exterior storage on a property. Any recreational  equipment or vehicles stored on a property in excess of three (3) must be stored inside of a building. One or  more recreational vehicles stored on a trailer constitutes one (1) vehicle for the purpose of this definition.  Recreational equipment and vehicles may be stored in the front, side, or rear yards except for recreational  vehicles and equipment not allowed to be operated on public streets, such as boats, all‐terrain vehicles, off road  vehicles, snowmobiles, golf carts, racecars, and stock cars. Such vehicles or equipment must be stored inside of  a building or placed on or inside of a licensed trailer or licensed motor vehicle.    Front yard and side yard corner lots with curb cut access storage of recreational equipment or vehicles must  meet the following standards:   1. Must be on bituminous, asphalt, or other hard surface material that is durable, weather resistant, and  suitable to control dust and drainage. Class 5 gravel or rock and landscaped yard or grass areas are not  suitable for storage.   2. Must be set back 15 feet from the street curb and storage shall not encroach on any sidewalk.   3. May not utilize the minimum number of off‐street parking spaces required by City Code.     Side and rear yard storage of recreational equipment or vehicles must meet the following standards:   1. Must be on bituminous, asphalt, or other hard surface material that is durable, weather resistant, and  suitable to control dust and drainage. Class 5 gravel or rock and landscaped yard or grass areas are not  suitable for storage.   2. Must maintain at least a three (3) foot setback from the side or rear yard property lines except for canoes,  kayaks, and other small boats stored at the shoreline of Meadow Lake and Northwood Lake.   Agenda Section Work Session Item Number  11.3    Request for Action, Page 2    3. Must be at least 50% screened to break up the visual appearance of the exterior storage from adjoining  properties through landscaping or fencing.    Screening requirements do not apply to recreational vehicles stored in the front yard or side yard corner lots  with curb cut accesses.    The Codes and Standards Committee ultimately decided not to impose further restrictions on recreational  vehicles when they met in August. Since then, staff has received multiple complaints regarding a specific boat  being stored in a residential neighborhood (picture attached). Upon inspection, the boat meets all storage  criteria regarding placement on the property and the fact that it is on a hard surface. The complaints were  regarding the size of the boat, which the code does not regulate.  Recommendation  Staff recommends that the City Council provide direction on whether staff should research alternatives to  further regulate recreational vehicles, and what types of regulations should be researched.  Attachments   Picture of boat in question      I:\RFA\POLICE\2021\Work Sessions\Staffing Level\11.4 Q ‐ Police Officer Staffing Level Change.docx    Request for Action  December 20, 2021    Approved by: Kirk McDonald, City Manager  Originating Department: Police  By: Tim Hoyt, Director      Agenda Title  Discussion regarding staffing level of sworn police officers in the police department.  Requested Action  Staff would like to discuss the staffing level of sworn police officers in the police department. The current  budgeted 2022 contingent is 34 sworn officers. Staffing as of today is at 33 officers, because of the retirement of  a captain in late October.  Staff is requesting hiring two (2) additional officers besides filling the vacant position.  This requested temporary increase is due to one police officer currently being out on an extended leave of  absence (likely not returning), one officer currently testing in another state (family reasons), one officer  currently being backgrounded by another department outside of the metro, and one sworn officer will likely  retire in September, 2022.      This request is being brought to council at this time as the city is currently conducting a recruitment process  for police officers and should a sufficient number of quality candidates exist, staff would much prefer hiring  additional officers at this time due to the very competitive environment for quality police officers and due to  the fact it would result in savings to the city.    Policy/Past Practice   When staff believes it in the best interest of the city to bring on staff which is not included in its typical  staffing contingent and/or due to extenuating circumstances, they have come to the city council and  requested permission to do so.  Background  Staff has previously brought similar situations to the council and asked for their direction. Specifically in 2016  when a police officer submitted their retirement notice approximately one‐year ahead of time, the council  authorized staff to hire an additional police officer which would replace that position approximately six  months prior to their retirement. This resulted in the ability to have a more fully trained officer to replace the  retiring officer.   Funding  Any officer(s) that would be hired would be funded by the approved 2022 budget.  The budget shortfall will  be covered by the new officer’s wages taking place of the veteran officer’s wages.      Agenda Section Work Session Item Number  11.4  I:\RFA\City Manager\2021\Perf Review City Mgr\11.5 Q ‐CM perf eval 12.20.21.docx   Request for Action  December 20, 2021    Approved by: Kirk McDonald, City Manager  Originating Department: City Manager  By: Kirk McDonald, City Manager  Agenda Title  City Manager’s 2021 Performance Evaluation  Requested Action  Per the terms outlined in the Employment Agreement between the city manager and the city, which was approved  December 10, 2007, I am requesting that an annual performance review be conducted at the December 20, 2021  city council work session.  Policy/Past Practice  This is my 14th year in the position and this will be the 14th performance review conducted under the terms of the  agreement that was adopted in December 2007. I think it is important that we complete the evaluation on a timely  basis, per the terms of the agreement.    Background  As the Council is aware, I have been employed by the city of New Hope since May of 1990, at which time I  worked in the community development department. With the resignation of the former city manager on June 18,  2007, I was appointed as the Acting City Manager. At the November 13, 2007 city council meeting the Council  approved a resolution appointing me as City Manager. At the December 10, 2007 city council meeting the City  Council approved the attached employment agreement.    My 13th performance review was conducted last year at the December 21 council work session; please see  attached minutes. At that time, I provided a listing of suggested goals for 2021. The goals were generally  acceptable to the Council but several modifications/additions were recommended. The final goals were  approved at the January 11, 2021 council meeting.    Performance Evaluation/Agreement  The Employment Agreement states: “In January of each year, the City Council and McDonald will define and prioritize  the policies, goals, and performance objectives they jointly determine necessary for the operation of the city. The policies, goals,  and objectives will be reduced to writing by McDonald, approved by the city council and shall generally be attainable within  the time limitations and budgetary constraints.    The city council shall also review the performance of McDonald in December of each year subject to a process as  determined by the city council. The process, at minimum, shall include an opportunity for both parties to: 1) prepare a  written evaluation; 2) meet and discuss the evaluation; and 3) present a written summary of the evaluation results.”    Performance Evaluation Format/Process  Again this year I am using the standard New Hope Employee Performance Appraisal form that is used for all  New Hope employees (in a slightly modified format). I am open to discussing and utilizing a different format if  you want to change the document in the future.     Agenda Section Work Session Item Number  11.5    Request for Action, Page 2    There are three sections to the appraisal:    1. 2021 Goals – there were 13 goal statements agreed upon in January 2021. These are listed on the left column  of page 2. I have inserted my comments in the center column regarding my opinion on the status of the goals.  The column on the far right is for city council comments. I suggest that you prepare your own comments for  participation in the council discussion at the work session. Most goals have been completed or are in process,  and several should be continued forward into 2022. Overall, 2021 has been a very successful year for the city,  but some programs continue to be impacted by the pandemic. Also, I do not take all the credit for  accomplishing these projects, programs, or goals; it is a team effort between Council and city staff.    2. Performance Factors – the second part of the appraisal contains a listing of 11 performance factors, including  technical, job knowledge, customer relations, decision making/problem solving, quality of work, planning  and time management, etc. If you would like, I am requesting that you select a rating for each of the  performance factors (ranging from unsatisfactory to exceptional) to provide me feedback in each of these  areas.    3. Overall Performance Rating – at the end of the performance factors there is an area for an “overall  performance rating”. Taking into account whether the goals have been met and/or including your ratings on  each of the performance factors, I am requesting that you provide a rating on my overall performance.    If you would like to provide additional comments on goals or performance factors, please feel free to do so.    Once the review is completed, per the Employment Agreement, I can prepare a written summary of the  evaluation results and distribute them to each of you or the meeting minutes can serve this purpose, similar to  previous years.    General Comments  I have continued to enjoy my 14th year in this position and think I am a good fit as the city manager of New  Hope. I have continued working hard to maintain good communication and follow through on council  directives, and I appreciate the good working relationship I have with the Council. I am very motivated to do a  good job and always strive to set a good example for employees. I realize there may be areas that need  improvement, and I value constructive feedback.    Probably the biggest achievement for the city this year was the successful opening of the new aquatics facility at  Civic Center Park on June 5. The pool was very well received by the community and persevered through  pandemic/lifeguard shortage issues and had a total season attendance of approximately 47,000, as compared to a  top attendance of about 19,000 at the old facility. Staff coordinated with OBMT on their first production in the  new performance center which was well received and “entertainment in the park” was reinstituted. The golf  course had a very successful season with the most rounds played in almost 20 years (27,531 to date) and highest  revenue reported ($473,332).     The 2020 and 2021 infrastructure projects were substantially completed along with annual crack repair/seal coat/  fog seal projects and the railroad track crossings on both Winnetka and Boone avenues were repaired. In the city  services survey, the overall condition of county roads receiving a rating of “excellent” “or” good” increased from    Request for Action, Page 3    53% to 69% and for city streets the increase was from 76% to 80% between 2020 and 2021. Phase one of the public  works facility improvements are currently in process, as well as the Meadow Lake drawdown.     At Windsor Ridge a total of 27 homes have sold for an average price of $423,000, bringing in approximately $11.4  million in new value to the city and the remaining five homes are under contract for purchase. The scattered site  housing program continued in full force with seven projects either completed, initiated, or underway. These  projects help stabilize neighborhoods and increase the tax base of the city. Other projects included building  improvements at Cooper High School, New Hope Church and the conversion of the New Hope Church  extended campus into a Spanish Immersion Charter School. Pocket Square Cocktail Lounge/Distillery opened in  April, Hamernick’s Flooring Superstore opened in June and Hy‐Vee started construction on Aisles Online Kiosk  in November, with nearly $28 million in valuation for all projects. The median home value in the city increased  by 7% to $275,000 for taxes payable in 2022 and the total taxable property market value in the city increased by  7.72%.    Public Safety remained a top priority in the city. Body worn cameras were implemented for the entire  department along with an officer wellness program. The shared social worker program was implemented and a  variety of community engagement activities took place to encourage more officer interactions with the  community. Security improvements were made at the city hall and pool facility regarding social unrest. There  was a large turnover due to retirements and seven new officers were hired and internal promotions made for  both sergeant and captain positions. The city continued close coordination with West Metro Fire‐Rescue District  and the major apparatus replacement report was presented, the leasing of new engines authorized and plans and  specifications ordered. The District conducted their annual open house event in conjunction with City Day and  had a successful recruiting campaign.    We hired and promoted some great employees this year and the work culture remains very positive. A total of  15 new hires or promotions took place this year. Besides the police officer positions, an internal promotion was  made for building official, a new general inspector and stormwater specialist were hired, new community  service officers started in the PD and the administrative specialist position was reinstituted. The city had a clean  2020 audit and again received the GFOA Excellence in Financial Reporting Award for the 2019 Comprehensive  Financial Report. The 2022 budget was prepared with a 4.67% tax levy increase and the city received $1,142,382  in American Rescue Plan Act funding. The pavement management plan and long‐term financial plan were  updated showing no new debt for the next 10 years. All funds are in solid financial shape and aside from the  ARPA funding, the city secured approximately $290,000 in grant funding.    Taking this all into account, although it continued to be a challenging year, I would rate 2021 as another  extremely successful year for both the City Council and staff.    Salary History  The Employment Agreement states that the city agrees to consider an increase in compensation dependent upon  the results of the performance evaluation, and I am including my salary history in this position below.    01/08/07 Director of Community Dev. $85,671   06/18/07 Acting City Manager $94,238 10% increase  11/12/07 City Manager $97,066 3% cost of living increase for 2008  01/07/08 City Manager $101,920 Car allowance eliminated and added to salary    Request for Action, Page 4    04/18/08 Performance payment $971 1% of 2007 salary (lump sum)  08/21/11 City Manager $102,939 1% increase for non‐union employees retroactive to  1/3/2011  01/01/12 City Manager $108,086 Increase based on compensation study and  performance  01/01/13 City Manager $113,490 Increase based on performance  12/09/13 City Manager $115,760 2% cost of living adjustment effective 1/13/14  01/01/14 City Manager $121,548 Increase based on performance  12/08/14 City Manager $123,979 2% cost of living adjustment effective 1/12/15  01/12/15 City Manager $133,897 Increase based on performance  12/14/15 City Manager $137,244 2.5% cost of living adjustment effective 1/15/16  01/01/16 City Manager $142,734 4% increase based on performance  12/12/16 City Manager $146,302 2.5% cost of living adjustment effective 1/13/17  01/01/17 City Manager $148,497 1.5% increase based on performance  12/10/17 City Manager $152,209 2.5% cost of living adjustment effective 1/8/18  01/08/18 City Manager $156,776 3% increase based on performance  12/10/18 City Manager $161,479 3% cost of living adjustment effective 1/7/19  01/14/19 City Manager $164,709 2% increase based on performance  12/09/19 City Manager $169,650 3% cost of living adjustment effective 1/6/20  01/13/20 City Manager $171,347 1% increase based on performance  12/14/20 City Manager $176,487 3% cost of living adjustment effective 1/4/21  01/11/21 City Manager $180,017 2% increase based on performance  12/13/21 City Manager $185,418 3% cost of living adjustment effective 1/3/22    My current salary is $180,017. At the December 13, 2021 council meeting the Council approved a 3% cost of  living increase for all employees, including the city manager, increasing my annual salary to $185,418 effective  January 3, 2022.    2022 Goals  Per the Employment Agreement, in January of each year the City Council and City Manager will define and  prioritize policies, goals and performance objectives they jointly determine necessary for the operation of the city.  I have prepared the attached list of ideas for your consideration and feedback which can be modified per your  suggestions at this evaluation and then formally approved in January. Many of the goals are similar to the  objectives outlined in the 2022 budget.    Summary  I continue to thoroughly enjoy my job as the New Hope City Manager; think we have made some great progress  in a number of areas, and appreciate your support and the open lines of communication I have with the City  Council.  Attachments   Performance Appraisal for 2021   Updated Grant Listing   Redevelopment Projects    2022 Draft Goals   December 21, 2020 work session minutes re: performance evaluation   January 11, 2021 RFA and minutes approving 2021 goals    Request for Action, Page 5     Employment Agreement    CITY OF NEW HOPE Employee: Kirk McDonald Employee Number: 103471 Meeting Dates: Department: City Manager Position: City Manager A. 12/21/20 Length of Time in this Position: 14 years B. This appraisal covers the following time period: From: 1/1/21 to 12/31/21 C. 12/20/21 PART I: EMPLOYEE PERFORMANCE APPRAISAL Instruction Highlights (Refer to full Instructions Manual for more detail regarding the appraisal process) A. Beginning Of The Year 1. Identify the overall importance of each performance factor by selecting the appropriate rating. H - High Importance M - Medium Importance L - Lower Importance 2. Identify goals or objectives for the year. 3. Review the overall importance of each factor based on the goals/objectives established in step #2. 4. Discuss expectations for the employee’s performance on all performance factors and goals/objectives. B. End Of The Year 1. For each performance factor, read the descriptions for all 5 levels of performance. The descriptions should be used as a guide in selecting a rating. 2. Check the appropriate rating and supply supporting comments for each rating. Check the overall performance rating and supply appropriate summary comments. 3. Sign, date and proceed to Part II.  2021 Goals City Manager Comments City Council Comments 1.  Redevelopment will remain a high priority with continued focus on City Center and other commercial/industrial/housing redevelopment opportunities throughout the city. Continue coordination on Windsor Ridge development and coordinate with St. Therese Nursing Home to facilitate potential expansion and/or renovation of existing campus. Other potential expansions/new developments could include redevelopment of Winnetka Shopping Center (Unique Thrift Store property), District 281 bus garage site, Marcos Pizza/Alex Audio site, Conductive Containers, Inc. and coordinating with DEED on C‐Axis Medical Manufacturing Facility. Continue with variety of scattered site housing new construction and rehabilitation projects, with a goal of six new properties acquired, underway, or completed in 2021. Update Economic Development Report by 9/30/21 and continue coordination with Business Network Group. Continue participation in GreenStep Cities program and record any newly completed best practice actions. Property maintenance and inspections will continue to be a top priority with a renewed emphasis on proactive enforcement in conjunction with the Police Department’s Community Engagement initiative.   The city has continued to make good progress with redevelopment/improvement projects this year with nearly $28 million in valuation for all projects through mid‐November. At Windsor Ridge a total of 27 homes have sold for an average price of $423,000, bringing in approximately $11.4 million in new value to the city (from a former tax‐exempt city owned parcel). The remaining five homes are under contract for purchase. St. Therese Nursing Home is in the planning process for the first phase of campus renovation, which will account for about $40 million of their anticipated $82 million three‐year phased project. Other projects included $5.7 million in building improvements at Cooper High School, New Hope Church gymnasium remodel, the public works facility improvements and the conversion of the New Hope Church extended campus into a Spanish Immersion Charter School. Pocket Square Cocktail Lounge/Distillery opened in April, Hamernick’s Flooring Superstore opened in June, Pub 42 opened a new outdoor deck/patio and Hy‐Vee started construction on Aisles Online Kiosk in November. A CUP was approved for a daycare adjacent to Marcos Pizza on 42nd Avenue but at this date it has not proceeded. The scattered site housing program continued in full force with seven projects either completed, initiated, or underway, with two new houses constructed/sold (4215 Louisiana Ave N and 5353 Oregon Ave N), one rehabilitation project completed through Habitat for Humanity (8720 47th Ave N), two new houses under construction (4637 Aquila Ave N and 5213 Pennsylvania Ave N), and purchase agreements approved for two properties (4215 Nevada Ave N and 5306 Rhode Island Ave N). These projects help stabilize neighborhoods and increase the tax base of the city. The median home value in the city increased by 7% to $275,000 for taxes payable in 2022 and the total taxable property market value in the city increased by 7.72%. City staff coordinated on the 2020 census and New Hope’s population increased by 1,647 residents or 8.10% between 2010 and 2020, bringing the total number of residents to 21,986. The city continued participation in the GreenStep Cities program and received credit for one new best practice action as a result of participating in Hennepin County’s pre‐demolition inspection program, bringing the city’s total number of completed best practices to 92, fourth amongst 144 member cities. Property maintenance, code enforcement and inspections continued to be a   top priority and coordination/communication with the police department has continued to improve with regular meetings scheduled to focus on problem areas in the city. Staff continued to coordinate the monthly Business Network Group (BNG) meetings and the annual Economic Development Report was updated and presented at the October work session. 2.  Continue with infrastructure/environmental improvements; major CIP projects for 2021 will include completing final wear course on 2020 reconstruction project (Northwood Parkway and 36th Circle) by 8/31/21 and the 2021 street infrastructure improvements in the Lions Park neighborhood by 11/30/21. Annual seal coat and crack/fog seal program will continue in the Meadow Lake and West Broadway areas along with sewer pipe lining with substantial completion by 11/30/21 for both projects. Parking lot repairs will take place at Hidden Valley Park and Lions Park, and those repairs are part of the 2021 street infrastructure and seal coat/crack/fog seal projects. Continue review of potential future addition to public works facility. Continue coordination with other cities on Joint Water Commission, maintain partnership with Meadow Lake and Northwood Lake Watershed associations and coordinate with Shingle Creek Watershed Management Commission on Meadow Lake improvement project. Prepare the feasibility study for the 2022 street infrastructure improvements by 10/30/21. Update pavement management plan and present to Council by 11/30/21. Coordinate with Hennepin County and CP Rail on repairs to Winnetka Avenue railroad crossing.  A number of infrastructure projects were continued, undertaken and completed in 2021. The completion of the 2020 infrastructure project on Northwood Parkway and 36th Circle was delayed due to sanitary and storm sewer corrections that were required of the contractor after inspections. The repairs were completed the first part of September and the final bituminous wear course was placed at the end of September along with restoration, but final payment will be delayed until 2022 after all punch list items are completed. The 2021 infrastructure project in the Lions Park neighborhood was substantially completed by the end of November with the final wear course placed at the end of September and the majority of the storm sewer relining completed at the end of November. Remaining punch list items, including additional storm pipe lining to be completed in spring. The annual sealcoat and crack repair/fog seal program was completed by the end of November and sewer pipe lining completed in December. Parking lot repairs were completed at both Hidden Valley and Lions Park as part of the 2021 infrastructure project. A contract was awarded for the phase one public works facility improvements and construction is underway. The city continued partnerships with both the Northwood Lake and Meadow Lake Watershed Associations and the water quality and lake drawdown project at Meadow Lake are currently underway in conjunction with the Shingle Creek Watershed Management Commission and DNR. Staff coordinated with Hennepin County and the CP rail and repairs were finally completed on the Winnetka Avenue railroad crossing. The Boone Avenue crossing was also repaired. The 2022 infrastructure project feasibility report for the Liberty Park area was completed by the end of September with a neighborhood “walk and talk” in October; plans and specifications to be ready in January. Finally, the 10‐year Pavement Management Plan update was presented at the November work session and the average city pavement condition rating increased from 76 in 2020 to 80 in 2021. And in the city services survey, the overall condition of county roads receiving a rating of “excellent” “or” good” increased from 53% to 69% and for city streets the increase was from 76% to 80% between 2020 and   2021.  3.  In Parks and Recreation, open new aquatics facility for 2021 season and finalize Donlar and Sunram contracts. Replace playground equipment at Corner Park and replace Little Acre basketball court by 8/31/21. Improvements at the ice arena include replacement of south rink roof by 6/30/21 and replacement of radiant heaters at north rink and weight room upgrades by 11/1/21. Golf course improvements include replacement of clubhouse HVAC, painting maintenance shop and replacement of tee protector fence on hole #1, to be completed by 11/1/21. Coordinate with OBMT on first production at new performance center, continue dance, gymnastics and movies in the park program and reintroduce “Entertainment in the Park”.  Probably the biggest achievement for the city this year was the successful opening of the new aquatics facility at Civic Center Park on June 5. The pool was very well received by the community and persevered through pandemic/lifeguard shortage issues and had a total season attendance of approximately 47,000, as compared to a top attendance of about 19,000 at the old facility. Both the Donlar pool contract and Sunram landscaping contracts remain to be closed out until all final punch list items and restoration are completed. The Corner Park playground equipment and Little Acre basketball court were replaced by the end of August, with a $25,000 grant received from Hennepin County for the equipment. The new roof on the south rink of the ice arena was substantially completed by the end of June, with a separate contract awarded for the skylight replacement; skylight contract completed and punch list roof work to be completed by year end. The replacement of radiant heaters at the north rink and weight room upgrades will be completed in 2022. The golf course had a very successful season with the most rounds played in almost 20 years (27,531 to date) and highest revenue recorded ($473,332). The HVAC at the golf course clubhouse was completed and the parking lot rental agreement with Ironwood extended; the painting of the maintenance shop and replacement of the tee protector fence will be completed in 2022. Staff coordinated with OBMT on their first production in the new performance center which was well received by the community. Dance and gymnastics programs continued but participation is still not at pre‐pandemic levels. Six “Movies in the Park” events were conducted and “entertainment in the park” was reintroduced with four performances.   4.  Maintain public safety as high priority; present body worn camera phase one implementation program to City Council and have program operational by 8/31/21. Implement shared social worker program and officer wellness program. Implement community engagement program in conjunction with Tip 411 software program for crime prevention. Complete CIP purchases: replace two squad radar units and replace five Taser units. Conduct annual awards ceremony and present police annual report by Public safety remained a top priority for the city. In the city services survey residents feelings about safety decreased a few percentage points (from 92% to 88%), due to the civil unrest in the metro area, but Part 1 and 2 crimes decreased along with the average police response time. There was a tremendous amount of turnover, retirements and new hires in 2021. A total of seven new officers were hired and are in field training and they are all working out well and we have further diversified our police force. Two internal promotions were made from officer to sergeant and another internal promotion made from sergeant to captain. Two new community service officers were hired and two more conditional offers are in process. The administrative specialist position was reinstated and another internal reassignment   6/30/21. made for community relations/crime prevention officer. After discussion with the Council at the beginning of the year, the full scope  of body worn cameras was authorized (instead of a phased implementation) and the program was fully operational by August. The shared social worker program was implemented in conjunction with neighboring cities and Hennepin County to assist the PD in responding to mental health situations. The officer wellness “Neck up/Check‐up” program was initiated for all officers and has been well received. A wide variety of community engagement activities took place to encourage more officer interactions with the community, ranging from community BBQ’s to delivering Meals on Wheels. The Tip 411 software program was also implemented so residents have another tool to use to contact the city about concerns. CIP purchases were completed, and the leasing of some police vehicles was approved as a cost saving measure and security improvements were approved for city facilities in the event of unrest. Chief Hoyt presented his first annual PD report at the July council meeting and has established good working relationships with other law enforcement agencies, District 281, etc. All in all, a very successful year in PD. 5.  Continue support and coordination with West Metro Fire‐Rescue District, including emergency preparedness and EOC, in partnership with city of Crystal. Continue to support long‐term capital plan; present major apparatus replacement report at 1/19/21 work session. Continue to budget annually for Station #3 improvements that are the city’s responsibility ($30,000 per year) and develop long‐term capital replacement plan for major building components. Maintain open lines of communication between chief, staff, and City Council.  Coordination continued this year with Crystal and West Metro Fire‐Rescue District and Chief Larson and her staff continued to assist the city with supplies related to the pandemic. The major apparatus  replacement report was presented at the January work session and the Council supported the leasing option for the replacement of the four engines. Mid‐year the plans and specifications were approved and the new engines were ordered. The District continued to coordinate emergency management training for both cities and this fall a number of employees completed ICS (Incident Command Systems) FEMA training along with regular emergency management training. The chief maintains open communication by providing quarterly council updates, meets monthly with the city managers and coordinates well with staff in all departments. The District also has a great community presence and participates in numerous city events ranging from Safety Camp to National Night Out. They also conducted a successful recruiting campaign this fall and citizens rating of quality of fire protection services remains consistent.  6.  Continue contractual arrangement with AEM for financial oversight, continue to implement technological efficiencies on departmental basis to retrieve budget data and finalize The contractual arrangement with AEM for finance services was continued in 2021 and city finances are in good condition. The city again received the Certificate of Achievement for Excellence in Financial reporting from the Government Finance Officers   accounts payable automation project. Coordinate with public works and parks and recreation on updating CIP plans and present by 3/31/21 along with update on golf course business plan performance metrics/dasherboards. Coordinate with auditors on 2020 single audit for CARES federal expenditures. Update ten‐year plan and present to Council by 11/30/21, monitor utility and enterprise fund operations along with central garage equipment replacement fund. Review EDA budget/tax levy and present options for additional funding for scattered site housing program by 9/15/21.  Association  (GFOA) for the 2019 Comprehensive Annual Financial Report (CAFR) and the city had a “clean” 2020 audit. The city received $1.6 million in CARES pandemic funding in 2020 and a separate single audit for federal funding was completed and approved. Quarterly budget/investment reports were completed and submitted to Council and golf course business plan performance metrics/dasherboards were added to the reports. The long‐term capital improvement plans for both public works and parks and recreation were updated and presented at the March work session. The ten‐year long‐term financial plan for all funds was prepared and presented to the Council at the November work session in conjunction with the pavement management plan. The plan forecasts no new debt over the next ten years. Tax increment financing reports were presented to the Council in May and it was recommended that a new HRA levy be implemented as a funding source for the scattered site housing program. In coordination with Ehlers and AEM, in February the ice arena energy conservation bonds that were issued in 2011 were refinanced to save on interest costs over time and it is estimated that $150,000 will be saved over the next seven years. The police station/city hall construction project was closed out and the remaining proceeds from the premium received when the bonds were issued were allocated to the public works facility improvements. The city was notified in 2021 that $2.2 million in American Rescue Plan Act funding would be received over the next two years, with $1.1 million received in both 2021 and 2022. The Council approved a change order to the AEM contract to assist with the coordination and audit for the funding. An annual update on the ice arena, golf course, pool and park infrastructure funds was completed and presented to the Citizen Advisory Commission in November. The 2022 general fund budget was prepared with minimal increases to help offset the levy increases from 2019 and 2020 for the city hall and pool/park projects and the overall general fund budget had an increase of 1.5%. When taking the total budget into account the cities tax rate increased slightly from 62.60% to 62.72%. 7.  Continue contractual arrangement with Solution Builders for IT services, continue replacing computers as appropriate in order to keep up‐to‐date with technological capabilities and meet IT needs of staff. IT budget to include funds for the city’s share of replacing the fiber optic network in 2024 and additional virtual server and The contractual arrangement with Solution Builders for IT services was continued in 2021 and it continues to meet the needs of the city. Annual computer replacement continued and new iPads were provided to the Council in March. An additional virtual server and video storage were added for both police department body cameras and for a number of security cameras/systems at public works, golf course and ice arena, which were updated so they are compatible with the city hall system. Selected phone hardware that was transferred from the old city hall was replaced. The migration from   video storage at LOGIS for security and police department cameras. Replace selected phone hardware that was transferred from old city hall that is reaching end of useful life. Continue to maintain website and consider website refresh to take advantage of updates that are available. Continue to increase the level of communications from the city regarding programs/projects/events through greater utilization of the reader board signs, social media, media releases, CodeRed, In Touch, and In the Pipeline. Microsoft Office to Microsoft 365 was completed. Video‐conferencing capabilities were added to the Northwood conference room and Council Chambers. The city continued to improve in our communication efforts: website sessions increased 18% and website page views are up 17%. On the social media side, the audience increased 29% and the average reach per post increased 21%. In coordination with the police department, Tip 411 was launched and events and programs were promoted through a variety of resources including readerboard, cable segments, Nextdoor and Facebook. The In Touch and In the Pipeline publications were completed and in an effort to reach a wider audience in 2022, the Council approved increasing In Touch publications from four to six times per year and discontinuing the Pipeline, which reaches a limited number of residents. 8.  Coordinate staffing transitions, continue to evaluate organizational structure needs and make recommendations. Implement an electronic on‐line employment application software tracking system by 3/31/21. Continue assistance to directors and maintain contact with all divisions on regular basis, and continue cross‐training in all departments.   It was a very busy year coordinating staffing transitions; a total of 15 new hires or internal promotions took place and I think they are all working out well. An online applicant tracking software system was implemented in June and the onboarding software installed in November (NeoGov) to expand the cities recruitment capabilities. An internal promotion from general inspector was made to fill the vacant building official position in the community development department and a new general inspector was hired. The new building official not only took on all his new responsibilities, but also trained his replacement. A new stormwater specialist was hired in the public works department when the previous employee took a position in another city. The most activity took place in the police department. At the beginning of the year the administrative specialist position was re‐instated and an internal promotion was made to provide administrative assistance to the chief and other command staff. A total of seven new police officers were hired and are in the field training phase; to be sworn in during 2022. Two of the officers were internal promotions from community service officer. Our police department has a good reputation and there is not a problem soliciting good candidates. Two new community service officers were hired to fill the vacant positions and there are currently conditional offers for two additional CSO’s to fill open positions. With the retirement of a captain, a sergeant from the previous chief’s “certified list” was promoted to the captain’s position. That promotion created a vacant sergeant position and a police officer from previous sergeants “certified list” was promoted to sergeant. And based on an on‐going evaluation of organizational structure needs, two position upgrades/pay plan amendments were approved in human resources and community development. The input/advice and support from the personnel board and other outside professional consultants is very important to me and I feel we have made some good hires and   internal promotions. This helps the city to continue to maintain a very positive work culture. I am in contact with all department heads and most staff on a daily basis and always maintain an “open door” policy. I also enjoy mentoring our employees and encourage additional training or coursework to help prepare them for future opportunities.  9.  Conduct professional city‐wide survey with Morris Leatherman to solicit feedback on city services/projects/issues (preliminary discussion at 2/16/21 work session), continue to encourage/improve public participation in city affairs and promote inclusiveness, continue to promote Nextdoor.com, update performance measurement report and SMART goals measurements and report to City Council by 9/30/21 and conduct City Day event. The Morris Leatherman professional city‐wide survey to solicit feedback on city services was discussed at the February work session and the Council agreed to postpone the survey until 2022 due to the pandemic. Staff proceeded with the regular in‐house city services survey designed by the Minnesota Legislator’s Council on Local Results and Innovation. Several new questions were added, responses were collected between July 1 and October 1 and 663 responses were received. Staff responded to residents who requested a return call. The ratings in a variety of categories were similar to responses received in 2020, with 82% rating the overall quality of the city services as “excellent “or” good”. There was a very positive increase in residents rating of the overall condition of city streets and county roads. An updated performance measurement report and SMART goals document was presented at the September work session which documented that the city continues to show improvement in performance metrics and meet a majority of the goals. The communications coordinator was also trained in the use of Tip 411, an additional communication tool to send timely information to residents. Staff continued to keep residents and businesses informed and engaged in a variety of ways; National Night Out, land use signs placed to inform the public about planning applications in their neighborhood and similar signed are utilized for scattered site housing and park improvement projects; resident surveys are distributed for park projects; project bulletins were sent for infrastructure projects, business networking group monthly meetings have been conducted and the In Focus Photo Contest, RAVE awards and snow sculpture contest were completed or are in process. Several commission vacancies were filled to get new resident input on city affairs. A City Day event was held in October in conjunction with the West Metro Fire‐Rescue District open house and all departments participated along with some commission members and local organizations.  10.Continue Emerald Ash Borer program on public property and invasive The Emerald Ash Borer removal/replacement program on public property and buckthorn removal in parks continued in 2021 and   species (buckthorn) removal in parks. the city forester provided an update at the November work session. In 2021 there were a significant number of trees infested with EAB. A total of 148 ash trees were removed in both parks and on city boulevards and 42 replacement trees were planted. The planting of additional trees this fall was suspended due to drought conditions, tree stock supply and a change in ownership of the city’s tree care service. Buckthorn removal was also completed by STS at both Northwood and Dorothy Mary Parks. Two grants were received related to EAB: one from Hennepin County in the amount of $15,000 for planting trees and one from the DNR for $35,000 for the removal and replacement of trees. In 2016 the city increased the tree removal/replacement budget from $125,000 to $150,000 and for 2022 the Council approved an increase of $50,000 to $200,000 for the program. 11.Coordinate with HRG on recycling efforts and implement residential organic recycling program by 12/31/21, including ordinance amendments and communications with refuse haulers on new licensing requirements. Staff coordinated with HRG and the Council approved ordinance amendments requiring residential refuse haulers that were licensed in the city to provide curbside organics collection by January 1, 2022. The amendments were discussed at the February work session and approved at the March council meeting. Besides the organics issue, other minor code updates were also approved. All licensed haulers in the city were notified about the changes in license requirements and the license application form was changed to require proof that the company provided curbside organics collection.   12.Maintain good communications and keep City Council informed on issues/projects, and maintain good working relationship with variety of outside agencies: Met Council, Hennepin County, North Metro Mayors, District 281, local legislators, and neighboring cities; provide positive work environment and be a positive representative of the city. One of my top priorities is to maintain good communication with the City Council and keep you informed about what is going on in the city. Whether through a Friday memo, a quick email, or the manager’s comments in the council packet, you deserve to be informed about what is happening in the city. I feel that I have maintained a good working relationship with a variety of outside agencies, including: District 281 (new superintendent), Met Council (new district representative to be appointed), Hennepin County (Commissioner Lunde attended a council meeting and communicates with staff), North Metro Mayors and Minneapolis Chamber of Commerce/Twin West merger (annual golf tournament). We have good communication with our local legislators (Senator Ann Rest and Representative Cedrick Frazier both attended bus tour) and with our neighboring cities of Crystal, Golden Valley, Robbinsdale and Plymouth. I always strive to be a positive representative of the city and provide a positive work environment for employees.   13.Actively pursue grants and other outside funding sources for city projects and activities.  Staff again did a great job of pursuing outside funding sources for city projects and programs this year, with about $290,000 expected to be received by the end of 2021. The city also received $1,142,382 in American Rescue Plan Act (ARPA) revenue for a total of $1,429,806. Park & Rec received a Hennepin Youth Sports Playground grant for Corner Park in the amount of $25,000. Four different Hennepin Youth Sports Equipment grants were received totaling $12,676 for swim lessons and pool supplies, broomball nets and signs/benches for the disc golf course. A total of $50,000 was received from Hennepin County and the DNR for Emerald Ash Borer tree removal/replacement. The police department successfully applied for/received a $7,500 grant for a new K9 and $10,657 for bulletproof vests/body armor and Narcan. An $18,355 pass thru grant was received from Hennepin County for the installation of a rain garden at a Meadow Lake Association residential property. And a number of small donations were received to support city programs: Music and Movies in the Park, Safety Camp, Bike Rodeo, etc. And per the direction from FEMA, the city’s reimbursement request for COVID‐19 related expenses incurred in 2020 will be resubmitted. Taking all funding sources into account, for years 2009‐2021 the city has received $17,467,141 in grant funds and donations.  (Review the overall importance of each performance factor based on the goals/objectives established above.) Performance Factors 1. TECHNICAL/JOB KNOWLEDGE - Possesses appropriate knowledge of the job; keeps abreast of new developments, technology, and trends. Unsatisfactory/Developmental Satisfactory Good Very Good Exceptional Knowledge of the job needs to improve based on current requirements of the position. May fail to perform essential functions of job. Performs job within defined job parameters. Basic knowledge of technology is being utilized on the job. Well informed on all phases of job. In most cases, applies available technology to the job. Rarely requires guidance. Possesses full understanding of job and demonstrates it. Exchanges job knowledge with other employees. Knows and keeps abreast of latest technology applicable to position. Has thorough knowledge of job and how it relates to overall operation of the City. City Council Comments: _______________________________________________________________________________________________________________________________ 2. COMMUNICATIONS - Communicates in written and oral form with internal and external customers. Unsatisfactory/Developmental Satisfactory Good Very Good Exceptional Communications are poorly organized, vague, or incomplete, causing misunderstandings or mistakes. Behavior occasionally discourages communication. May not listen well to others. Usually conveys ideas in an understandable manner; listens to others. Communicates subject matter in an understandable manner; rarely misunderstands; seeks clarification; active listener; respects the value of others’ opinions. Communicates clearly and concisely; sensitive to audience; listens to different viewpoints with an open mind. Demonstrates exceptional ability to communicate ideas, opinions, and instructions with others; consistently alert and sensitive listener. Uses strong communication skills when dealing with misunderstandings. City Council Comments: ________________________________________________________________________________________________________________________________ 3. CUSTOMER RELATIONS - Develops rapport with people at all levels; establishes and maintains cooperative relationships and deals with others in a tactful manner. Unsatisfactory/Developmental Satisfactory Good Very Good Exceptional Frequently not as helpful or supportive as desired; does not recognize customer relationships. May lack follow through; action may result in customer complaints; displays occasional moodiness. Recognizes customer relationships. Usually responds to customer inquiries as appropriate. Understands and responds to customer needs in a positive, courteous, and professional style; cooperative with others; accepts constructive feedback; maintains confidentiality when appropriate. Is consistently aware of a customer relationship when dealing with both external and internal customers; demonstrates a high level of interest in meeting customer needs; seeks information not readily available; is amicable and polite at all times; is a positive representative of the City. Performs exceptionally to meet the needs of the customer (by either conventional methods or utilizing creative unconventional methods); consistently displays a positive attitude; praised by customers. City Council Comments: __________________________________________________________________________________________________________________________________ 4. TEAMWORK/LEADERSHIP - Works and interacts with others and understands role in accomplishing group’s overall goals. Unsatisfactory/Developmental Satisfactory Good Very Good Exceptional Has little team concept and may resist working with others; may be possessive about work and unwilling to allow assistance from others; often disrupts morale with petty complaints or gossip; may blame others for errors. Works as a team member, shares adequate information when requested; will usually assist co-workers. Supports supervisory/ departmental/organizational goals and policies; participates cooperatively with others; volunteers to assist even if not part of “job description”; encourages others to take an active, positive role in the organization. Works to maintain respectful and positive working relationships; seeks suggestions from others and offers input to others; frequently takes initiative to be an active team player including participation on committees; instills confidence in others. Encourages others to participate; addresses conflict in a timely fashion; assumes fair share of responsibility to attain group’s goals; acts as a role model for others; maintains balanced and effective emotional state while under stress. City Council Comments: ________________________________________________________________________________________________________________________________ Importance - High Importance - High Importance -High Importance - High 5. MOTIVATION - Displays initiative, drive, and energy to accomplish job responsibilities. Unsatisfactory/Developmental Satisfactory Good Very Good Exceptional Shows little desire to improve performance; may not always display positive attitude toward the department or City goals; may resist new assignments; frequently requires supervision or direction. Performs routine requirements of job; attemptsto improve job skills. Takes responsibility in performing all areas of work; willing to expend extra effort; is a self-starter. Readily accepts and understands job responsibilities; looks for ways to improve self through increased knowledge and skills; volunteers to assume additional responsibilities. Accepts new job assignments as a challenge; spends free time learning new techniques; seeks and takes advantage of opportunities; demonstrates energy and enthusiasm. City Council Comments: ______________________________________________________________________________________________________________________________ 6. DECISION MAKING/PROBLEM SOLVING - Identifies problems, evaluates options, and achieves sound conclusions. Unsatisfactory/Developmental Satisfactory Good Very Good Exceptional Has difficulty recognizing problems; may ignore problems; shows lack of good judgment; makes decisions without factual or adequate information. Considers standard solutions to solve problems; solves problems brought to his/heattention (sometimes with supervisor’s assistance); decisions usually lead to satisfactory results. Accepts problem resolution as a challenge; accurately determines level of seriousness; considers relevant factors and risks; consistently makes reasonable decisions reflective of training and experience; decisions result in short-term solutions without negative long-term effects. Demonstrates sound information analysis and decision making techniques; long-term impact of decisions are considered prior to selecting best alternative; assists others in problem solving tasks. Consistently anticipates and identifies problems and develops plans to correct them for long-term solutions; draws upon multiple resources for solutions; strives for decisions resulting in collaborative solutions. City Council Comments: ___________________________________________________________________________________________________________________________________ 7. SAFETY - Works safely and uses safety equipment when necessary. Follows proper safety measures. Reports safety hazards to responsible authority. Unsatisfactory/Developmental Satisfactory Good Very Good Exceptional Performs duties with little or no respect for safety; may create unsafe working conditions to self and others. Usually observes safety rules and regulations; rarelacts in an unsafe manner; attends safety training when scheduled. Regularly promotes safety; practices safe work habits; points out hazards to co-workers; willingly attends safety training; operates and maintains equipment as appropriate. Strongly promotes the use of safety equipment; actively participates in training programs; promptly reports conditions needing attention to proper authority; does not compromise safety. Always alert to unsafe situations for self and others; has excellent safety record; always identifies and reports safety hazards to proper authority; looks for opportunities to improve safety conditions and eliminate safety hazards. City Council Comments: __________________________________________________________________________________________________________________________________ 8. INNOVATION - Offers suggestions for improvement and develops new and unique approaches. Is open, constructive, and positive in response to new ideas and work methods. Unsatisfactory/Developmental Satisfactory Good Very Good Exceptional Reluctant to try new ideas or participate in organizational changes; may criticize organization for enacting changes. Recognizes the need for creative thinking or solutions; offers suggestions for improvements; tends to be logical in approach to alternatives; usualadapts to changing conditions and procedures. Frequently has new ideas and supports those from others; reacts to change as a positive experience. Consistently reviews current work methods and functions in search of improvement; expresses and offers new ideas; promotes positive outlook of change. Shows ingenuity; has ability to recognize effectiveness of a new idea/technique before implementation; always strives to increase proficiency; willingly adapts to change. City Council Comments: _______________________________________________________________________________________________________________________________ Importance - High Importance -High Importance - High Importance - High 9. QUALITY OF WORK - Performs accurate, neat, and thorough work in a timely manner. Unsatisfactory/Developmental Satisfactory Good Very Good Exceptional Work may be inaccurate due to lack of attention to detail; may hastily complete tasks which results in poor product; may spend excessive time completing assignments or deviate from assigned task. Usually performs work with appropriate level oeffort; work occasionally requires correction. Consistently completes daily tasks and meets job standards; does follow-up to detect errors and corrects them; meets deadlines. Pays attention to detail and accuracy; completed projects always meet and normally exceed job requirements. Performs work in a manner that is consistently accurate, thorough, detailed, timely and complete. City Council Comments:______________________________________________________________________________________________________________________ _____ 10. ATTENDANCE - Demonstrates an appropriate attendance record; exhibits punctuality in all work related duties including lunch and break schedules. Unsatisfactory/Developmental Satisfactory Good Very Good Exceptional Is rarely prepared to begin workday on time or is slow to start; abuses breaks; frequently absent. Is usually prepared to begin work on time; usually takes time off in manner prescribed by Personnel Rules and Regulations; usually on time for meetingsConsistently prepared to start work on time; takes lunches and breaks during allotted time; takes time off as prescribed by Personnel Rules and Regulations; provides adequate notice of leave time. Always prepared to start work on time; takes appropriate breaks; exercises good judgment in use of leave time for benefit of self and organization; accurately accounts for time off. Displays outstanding attendance record; sets examples to peers; extremely punctual; never abuses leave time. City Council Comments: ____________________________________________________________________________________________________________________________________________________________ 11. PLANNING AND TIME MANAGEMENT - Structures activities and recognizes and responds to priorities. Uses time efficiently. Unsatisfactory/Developmental Satisfactory Good Very Good Exceptional Unorganized; unable to identify priority tasks; may exhibit costly work habits such as personal phone calls, excessive socializing, daydreaming, etc. Usually has work organized efficiently; can usuallyprioritize simpler tasks but may struggle with morecomplex issues; completes work in acceptable timeframe under normal supervision. Organizes work; recognizes and adjusts priorities according to work demands; completes daily work on or ahead of schedule using time efficiently; supportive of cross-training. Consistently organizes and prioritizes work; sets realistic timetables and develops contingency plans for projects; seeks ways to better manage time; promotes cross-training. Very organized; accurately assesses priorities, goals, and deadlines; consistently maximizes use of resources and time. City Council Comments: ____________________________________________________________________________________________________________________________________________________________ OVERALL PERFORMANCE RATING Unsatisfactory/Developmental Satisfactory Good Very Good Exceptional City Manager Comments: I have continued to enjoy my 14th year in this position and I think I am a good fit as the city manager of New Hope. I appreciate the good working relationship I have with the Council. Probably the biggest achievement for the city this year was the successful opening of the new aquatics facility at Civic Center Park. The pool was very well received by the community and had a total season attendance of approximately 47,000. The golf course had a very successful season with the most rounds played in almost 20 years. The 2020 and 2021 infrastructure projects were substantially completed and the railroad track crossings on both Winnetka and Boone avenues were repaired. Phase one of the public works facility improvements are currently in process, as well as the Meadow Lake drawdown. At Windsor Ridge a total of 27 homes have sold for an average price $423,000 bringing in approximately 11.4 million in new value to the city and the scattered site housing program continued in full force with seven projects either completed, initiated, or underway. These projects help stabilize neighborhoods and increase the tax base of the city. The median home value in the city increased by 7% to $275,000 and the total taxable property market value in the city increased by 7.72%. Importance -High Importance - High Importance - High Public Safety remained a top priority in the city. Body worn cameras were implemented for the entire department along with an officer wellness program. The shared social worker program was implemented and a variety of community engagement activities took place. Seven new officers were hired and internal promotions made for both sergeant and captain positions. The city continued close coordination with West Metro Fire-Rescue District and the major apparatus replacement report was presented and the leasing of new engines authorized. The city had a clean 2020 audit and again received the GFOA Excellence in Financial Reporting Award for the 2019 Comprehensive Financial Report. The 2022 budget was prepared with a 4.67% tax levy increase and the city received $1,142,382 in American Rescue Plan Act funding. The pavement management plan and long-term financial plan were updated showing no new debt for the next 10 years. All funds are in solid financial shape and aside from the ARPA funding, the city secured approximately $290,000 in grant funding. Taking this all into account, although it continued to be a challenging year, I would rate 2021 as another extremely successful year for both the City Council and staff. City Council Comments: ________________________________________________________________________________________________________________________________________________________________ ___________________________________________________________________________________________________________________________________________________________________________________________ ANNUAL REVIEW City Manager Signature _________________________________________________________________________________________________________ Date _______________________________________________________ (Note: Employee signature does not necessarily indicate agreement with the review, only that the appraisal has been discussed with him/her.) Mayor Signature ________________________________________________________________________________________________________ Date _______________________________________________________ City Manager Goals for 2022      1. Redevelopment will remain a high priority with continued focus on City Center and  other commercial/industrial/housing redevelopment opportunities throughout the city.  Finalize coordination on Windsor Ridge development and coordinate with St. Therese  Nursing Home to facilitate 3‐year phased expansion and/or renovation of existing  campus. Other potential expansions/new developments could include redevelopment of  Winnetka Shopping Center (Unique Thrift Store property), District 281 bus garage site,  multi‐family housing properties on 62nd Avenue, Conductive Containers, Inc. and AC  Carlson. Continue with variety of scattered site housing new construction and  rehabilitation projects, including potential acquisition of TreeHouse property, with a  goal of six new properties acquired, underway, or completed in 2022. Review Fair  Housing Policy with Council by 3/31/22. Update Economic Development Report by  9/30/22 and continue coordination with Business Network Group. Continue  participation in GreenStep Cities program and record any newly completed best practice  actions. Property maintenance and inspections will continue to be a top priority with a  continued emphasis on proactive enforcement in conjunction with the Police  Department’s Community Engagement initiative.      2. Conduct two elections (Primary on 8/9/22 and General on 11/8/22), recruit and train  election judges, coordinate with Hennepin County on ballots and equipment  compliance, and provide training and orientation if there are any newly elected council  members.    3. Continue with infrastructure/environmental improvements; finalize 2020 and 2021  infrastructure projects by 6/30/22 (restoration and storm sewer lining) and 2022 street  infrastructure improvements in Liberty Park neighborhood by 11/30/22. Annual seal coat  and crack/fog seal program will continue along with sewer pipe lining with substantial  completion by 11/30/22 for both projects. Phase one of the public works facility  improvements should be completed by 6/30/22 and planning will continue for phase two  improvements. Prepare feasibility study for 2023 street infrastructure improvements by  10/30/22 and update pavement management plan and present to Council by 11/30/22.  Continue coordination with other cities on Joint Water Commission, maintain  partnership with Meadow Lake and Northwood Lake Watershed associations and  continue to coordinate with Shingle Creek Watershed Management Commission on  Meadow Lake improvement project. Make scheduled equipment/vehicle replacement  purchases.     4. In Parks and Recreation, operate new aquatics facility for second season and finalize  Donlar contract by 4/30/22. Staff will continue to work with Sunram on restoration issues  with a goal of finalizing that contract by 11/30/22. Replace playground equipment at  Hidden Valley Park, in conjunction with neighborhood input by 8/31/22. Replace picnic  tables at Northwood Park picnic shelter and continue park lighting upgrades and  completing the replacement of wooden park name signage. Finalize roof replacement  project at ice arena by 1/30/22 and dasher board/glass replacement project at north rink  by 5/31/22. Improvements to be completed at golf course by 11/30/22 include clubhouse  interior updates, the addition of a cart parking area, painting of the maintenance shop  and replacement of the tee protector fence on hole #1. Expand offerings of movies and  music in the parks at the performance center and continue to work with OBMT to offer  musical performances. Continue to offer a variety of programs including dance,  gymnastics, and playground programs.     5. Maintain public safety as a high priority. Continue community engagement activities  with all sectors of the community and implement new shared Joint Community Policing  Partnership (JCPP) with Crystal, Robbinsdale and Hennepin County by 9/30/22.  Continue hiring new officers to reach full staffing levels in anticipation of  departures/retirements. Expand wellness “neck up, check up” program to community  service officers and police clerks. Present annual police report by 6/30/22. Continue to  explore police department vehicle leasing and maintenance options for long‐term  savings. Complete CIP purchases including 36 duty pistols, three SWAT vests and  communication headsets, two radar units, two bunkers and software that will enable  investigations to download cellular data more efficiently. Secure second K9 dog and  train dog handler as certified narcotics detector/tracking dog by 4/30/22.    6. Continue support and coordination with West Metro Fire‐Rescue District, including  emergency preparedness and EOC, in partnership with city of Crystal. Continue to  support long‐term capital plan based on major apparatus report (New Hope’s share of  JPA budget to increase approximately $66,000 including annual lease payment for aerial;  lease cost for new engines to start with 2023 budget). Monitor SAFER grant request  status. Continue to budget annually for Station #3 improvements that are the city’s  responsibility ($30,000 per year) and develop long‐term capital replacement plan for  major building components. Maintain open lines of communication between chief, staff,  and City Council.     7. Continue contractual arrangement with AEM for financial oversight, continue to  implement technological efficiencies on departmental basis to retrieve budget data and  coordinate with LOGIS on potential implementation of new financial software.  Coordinate with public works and parks and recreation on updating CIP plans and  present by 3/31/22. Coordinate with auditors on 2021 single audit for ARPA funding.  Coordinate on FEMA reimbursement, continue discussion on CARES and ARPA  funding and prepare options to internally fund phase two public works building and  site improvements. Update ten‐year plan and present to Council by 11/30/22, monitor  utility and enterprise fund operations along with central garage equipment replacement  fund. Prepare 2023 budget with minimal tax levy increase.     8. Continue contractual arrangement with Solution Builders for IT services, continue  replacing computers as appropriate in order to keep up‐to‐date with technological  capabilities and meet IT needs of staff. In addition to the day‐to‐day operations of the  city, some highlights of the IT budget include funding for: the city’s share of replacing  the LOGIS fiber optic network in 2024, a new police records management system in  2023, annual renewal of the body worn camera software, and new city website in 2023.       9. Conduct professional city‐wide survey with Morris Leatherman to solicit feedback on  city services/projects/issues (preliminary discussion at 2/22/22 work session). In an effort  to communicate with all residents in the city, including multi‐family rental properties  and residents who pay utility bills electronically, the monthly “In the Pipeline” will be  discontinued and the “In Touch” newsletter publication will increase from four to six  issues per year effective 1/1/22. Continue to utilize social media, reader board signs,  media releases, TIP 411 and Code Red to disperse information about city  programs/projects/events. Continue to encourage/improve public participation in city  affairs and promote inclusiveness, conduct City Day event, commissioner bus tour, and  update performance measurement report and SMART goals by 10/28/22.     10. Coordinate staffing transitions, continue to evaluate organizational structure needs and  make recommendations. Continue assistance to directors and maintain contact with all  divisions on a regular basis and continue cross‐training in all departments.    11. Continue Emerald Ash Borer removal/replacement program on public property with  increased funding in 2022 budget and coordinate with Sentence to Serve on invasive  species (buckthorn) removal in parks.    12. Coordinate with HRG on recycling programs, including curbside clean‐up (3/28/22‐ 4/7/22), special materials drop off and yard waste site. Monitor refuse haulers’  implementation of curbside residential organics program, promote HRG reimbursement  for participation, and remind haulers, as needed, regarding city ordinances pertaining to  collection days.     13. Maintain good communications and keep City Council informed on issues/projects and  maintain good working relationship with variety of outside agencies: Met Council,  Hennepin County, North Metro Mayors, Minneapolis Regional Chamber of Commerce,  District 281, local legislators, and neighboring cities; provide positive work environment  and be a positive representative of the city.    14. Actively pursue grants and other outside funding sources for city projects and activities.