122120 Work Session Meeting Packet
CITY COUNCIL
WORK SESSION MEETING
New Hope City Hall, 4401 Xylon Avenue North
Civic Center Conference Room
Monday, December 21, 2020
6:30 p.m.
Mayor Kathi Hemken
Council Member John Elder
Council Member Cedrick Frazier
Council Member Andy Hoffe
Council Member Jonathan London
City Hall will be open to the public for this meeting; however due to the current COVID‐19
pandemic, the meeting is also available via Webex. The public may participate in this meeting
by phone by calling 415‐655‐0001 and entering meeting/access code 177 953 3420 followed by
the # sign. When prompted for a password, simply press #.
1. CALL TO ORDER – December 21, 2020
2. ROLL CALL
11. UNFINISHED & ORGANIZATIONAL BUSINESS
11.1 Discuss Storm Water Ordinance Update
11.2 Update regarding 2020 and 2021 construction projects
11.3 Discussion regarding the city’s educational assistance program
11.4 City Manager’s 2020 Performance Evaluation
12. OTHER BUSINESS
13. ADJOURNMENT
I:\RFA\PUBWORKS\2020\Work Session\12‐21 Stormwater Update\RFA‐Stormwater Update
Request for Action
December 21, 2020
Approved by: Kirk McDonald, City Manager
Originating Department: Public Works
By: Megan Hedstrom, Storm Water Specialist; Bernie
Weber, Director of Public Works
Agenda Title
Discuss Storm Water Ordinance Update
Requested Action
Staff is recommending Council receive brief presentation and discuss the storm water ordinance update. The
update to this ordinance is required by the MPCA, Bassett Creek Watershed District, and the Surface Water
Management plan.
Policy/Past Practice
The city’s storm water ordinance was last updated due to review from the MPCA during a routine audit.
Background
In 2019, the city updated the storm water ordinance to meet compliance with new MPCA guidance. In
addition to the updates required by the MPCA, there are updates required by the Bassett Creek Watershed
Management Commission (BCWMC) plan as well as the city’s Surface Water Management plan. Updates
include new language in the zoning and the subdivision and platting sections of the code.
In the zoning code, the general provision’s section contains grading, erosion and sediment control
ordinances. This ordinance should be updated to reflect policies that are already enforced by the city’s
Surface Water Management Plan and local watershed districts regarding the establishment of buffer zones.
Any new development adjacent to water bodies would need to establish and maintain a ten foot vegetated
buffer surrounding the lake or stream. The proposed ordinance language is attached and has been reviewed
by BCWMC and is currently being reviewed by the city attorney and community development staff.
In the subdivision and platting section of the city code, the erosion and sediment control and the drainage
sections should both be updated to more clearly adopt the policies identified in the Surface Water
Management Plan. The proposed ordinance language is attached and is currently being reviewed by the city
attorney and community development staff.
Funding
This ordinance update has been performed primarily by city staff. Fees for the review from the city engineer
and legal teams will be funded from the storm water fund.
Attachment
Draft Ordinance Update
Agenda Section
Work Session
Item Number
11.1
Ordinance Updates
Sec. 4‐3(j)(9)b. Zoning – General provisions – Grading, erosion, and sediment control
regulations – Stormwater pollution prevention plan (SWPP) ‐
b. For all subdivisions and commercial or industrial sites in which land disturbance activities
will impact one or more acres; or fill or excavate over 100 cubic yards, whichever is more
restrictive; or any other site if determined appropriate by the city engineer due to potential
impacts to wetlands, lakes, or sensitive receiving waters.
1. Grading plan. A grading plan shall be provided that clearly indicates the proposed land
disturbance activities. Both existing and proposed topography shall be shown and have a
maximum contour interval of two feet. Drainage patterns shall be clearly shown using arrows
depicting direction of flow. Other information shall be shown as required by the city based on
specific project characteristics.
2. Phasing plan. A phasing plan shall be provided that clearly indicates the areas in the order
they are to be disturbed and restored. The phasing plan shall consider minimization of area and
duration of exposed soil and unstable conditions, minimization of the disturbance of natural
soil cover and vegetation, erosion and sediment control measure installation, weather
conditions and the schedule for temporary and permanent restoration. The area and duration of
each phase shall be indicated on the plan.
3. Pond detail sheet. A pond detail sheet shall be provided for each proposed stormwater pond
that shows detailed pond design including normal water level, high water level, aquatic bench,
maintenance bench, outlet structures, emergency overflow locations and other project specific
data required by the city.
4. Standard detail sheet. A standard detail sheet shall be provided that consists of applicable
construction details for approved erosion and sediment control measures as developed by the
city. Other techniques may be used upon prior approval by the city with details provided by the
designer.
5. Buffers. Native or natural vegetation buffers must be established or preserved in accordance
with this chapter. Buffer zone widths are defined as follows:
i. Lakes. Minimum of 10 feet in width measured from the Ordinary High Water Level
(OHWL).
ii. Streams. 10 feet or 25% of the distance between the OHWL and the nearest existing
structure, whichever is less.
iii. Wetlands. Based on Minnesota Routine Assessment Methodology classification, or a
similar classification system, buffer width are required as follows (measured from the
delineated wetland edge)
(A) Preserve: 75 feet average and minimum of 50 feet
(B) Manage 1: 50 feet average and minimum of 30 feet
(C) Manage 2 or 3: 25 feet average and minimum of 15 feet
iv. Exceptions. Public recreational facilities, such as trails, can run parallel to shoreline up
to 20 feet in width. The width of the facility must be added to the required buffer width.
6. Specifications. Written specifications for land disturbance activities such as product
descriptions, installation and maintenance procedures required by the applicant to carry out the
project in accordance with this chapter.
7. Stormwater pollution prevention plan as required under the NPDES stormwater permit
issued by the MPCA. The stormwater pollution prevention plan shall consist of three
components:
i. Temporary erosion and sediment control plan: Indicate the location of perimeter
controls, construction fence, temporary sedimentation basins, inlet protection, areas to
be seeded, areas to be mulched or blanketed, location of construction waste control
(dumpsters, chemical storage, concrete washout, portable restroom facilities, etc.) and all
other required temporary erosion and sediment control measures as described in
section. This plan shall also indicate staging of temporary erosion control measures.
ii. Permanent erosion and sediment control plan: Indicates areas to be seeded and
sodded, sediment ponds, storm sewer systems and all other required permanent erosion
and sediment control measures. Permanent stormwater pollution controls including, but
not limited to ponds, vegetated buffers and structural measures shall be designed and
constructed in accordance with other chapters of this Code and requirements of other
agencies having jurisdiction.
iii. Narrative: Describes, at a minimum, the nature of construction activity, person(s)
responsible for inspection and maintenance of site erosion and sediment control
including contact information, project phasing, schedules, along with the timing,
installation and maintenance of erosion and sediment control measures and
specifications necessary to carry out the project.
8. Permit documentation: The property owner or ownerʹs agent shall apply for and be issued a
National Pollutant Discharge Elimination System (NPDES) general stormwater permit from the
Minnesota Pollution Control Agency (MPCA) and any appropriate watershed district permits;
and shall submit to the city a copy of the MPCA certificate of permit coverage or watershed
district approval.
Sec. 13‐5(e, f) Subdivision and Platting – Design Standards –
(e) Erosion and sediment control.
(1) Natural limitations. The development shall conform to the natural limitations presented by
topography and soil so as to create the least potential for soil erosion.
(2) Coordination of control with construction. Erosion and siltation control measures shall be
coordinated with the different stages of construction. Appropriate control measures as defined
in the Surface Water Management Plan shall be installed prior to development when necessary
to control erosion.
(3) Minimum size exposure. Land shall be developed in increments of workable size such that
adequate erosion and siltation controls can be provided as construction progresses. The smallest
practical area of land shall be exposed at any one period of time.
(4) Minimum exposure time. When soil is exposed, the exposure shall be for the shortest feasible
period of time.
(5) Topsoil restoration. Where the topsoil is removed, sufficient arable soil shall be set aside for
respreading over the developed area. The soil shall be restored to a depth of four inches and
shall be of a quality at least equal to the soil quality prior to development.
(f) Drainage.
(1) Crown. To insure proper drainage on each individual lot, the crown of the adjacent street
shall be at least 18 inches below the grade of the garage floor of the proposed structure.
(2) Stormwaters. Where municipal storm sewer systems do not exit, or the introduction of said
system is deemed inappropriate by the city council, stormwater drainage shall be discharged to
marshlands, swamps, retention basins or other treatment facilities. Diversion of stormwater to
marshlands or swamps shall be considered for existing or planned surface drainage.
Marshlands and swamps used for stormwater shall provide for natural or artificial water level
control. Stormwater drainage will be subjected to the standards defined in the Surface Water
Management Plan.
(3) Alteration of drainage. No existing ditch, stream, drain, pond, or drainage canal shall be
deepened, widened, rerouted or filled without written permission from the city council.
(4) Drainage ways and recreational use. Where artificial channels must be constructed to
augment the natural drainage system, such channels as well as the natural drainage ways may
be planned as part of the recreation system.
(5) Drainage during construction. The drainage system shall be constructed and operational
during the initial phases of construction.
I:\RFA\PUBWORKS\2020\Work Session\2‐18 2020 Public Works Construction Projects Update
Request for Action
December 21, 2020
Approved by: Kirk McDonald, City Manager
Originating Department: Public Works
By: Bernie Weber, Director
Agenda Title
Update regarding 2020 and 2021 construction projects
Requested Action
Staff would like to update Council on the Meadow Lake Management Plan (Improvement Project Nos. 1037
and 1053), signal replacement at Boone and 42nd Avenue (Improvement Project No. 1029), the upcoming
MnDOT bridge replacement projects, the 2020 Infrastructure Improvement Project (Improvement Project
Nos. 1034, 1035, and 1044), the Green Infrastructure Grant and 2020/2021 Sanitary Sewer Lining Project
(Improvement Project No. 1021 and 1048), the pedestrian ramp at Winnetka and Terra Linda Drive and the
upcoming 2021 joint projects with the City of Crystal. Summaries are included and staff will present more
details on each project.
Background
Meadow Lake Management Plan (Improvement Project Nos. 1037 and 1053)
The Meadow Lake Management Plan is a long‐term project focused on improving water quality in Meadow
Lake. The Watershed and city were unable to obtain a DNR permit to complete the drawdown this year. This
is primarily due to the wildlife impacts of the drawdown. These impacts can be avoided by beginning the
drawdown in early September of 2021.
Signal Replacement at Boone and 42nd Avenue (Improvement Project No. 1029) and upcoming MnDOT
bridge replacement projects
The replacement of the signal at Boone and 42nd Avenues was placed on hold earlier this year. Originally
this project was to be constructed in 2019, but due to the time it took the county to complete the review on the
signal justification information sent by city engineers, the project was delayed until 2020. The estimated
project cost is around $425,000, and the city’s cost is around 50% of that amount. The city plans to pay for
their portion of the cost using State Aid funding. However, State Aid issued a Code Red classification this
summer due to limited fund levels. That classification affected New Hope and other communities, and many
cities chose to not proceed with projects. Based on feedback from State Aid, COVID financial impacts are
affecting funding levels for next year too.
The county now plans to reconstruct 42nd Avenue between Gettysburg and Xylon Avenues in 2023. The city
and county have discussed delaying the signal replacement to 2023 which would reduce overall cost for both
parties. The county applied for state funding for the project, but they were informed recently they were not
selected. The county will evaluate if they can proceed with the project as part of their capital improvement
program. In addition to the county and city work along 42nd Avenue, MnDOT plans to replace the 42nd
Avenue bridge across 169 in 2023 and switch the interchange to a folded diamond. MnDOT is looking for
Agenda Section
Work Session
Item Number
11.2
Request for Action, Page 2
funding to do both the bridge and interchange. MnDOT is also working on preliminary plans to replace the
36th Avenue bridge in 2025.
2020 Infrastructure Improvement Project (Improvement Project Nos. 1034, 1035 and 1044)
Construction of the 2020 Infrastructure Improvement Project began in April. Staff worked diligently with the
contractor and the residents on the full reconstruction streets to develop COVID protocols and digital
communication whenever possible. The project was substantially completed in September of 2020.
Green Infrastructure Grant and 2020/2021 Sanitary Sewer Lining Project (Improvement Project No. 1021
and 1048)
The Green Infrastructure Grant is providing $50,000 for studying I/I reduction in the northwest corner of
New Hope. The 2020/2021 Sanitary Sewer Lining Project is completed with the 2020 work. The 2021 work
will begin typically in late summer/early fall 2021. Once that lining work is completed, the city will do flow
monitoring and analysis on I/I reduction.
Pedestrian ramp at Winnetka and Terra Linda Drive
The city has raised concerns previously with the county about a pedestrian crossing issue at Winnetka and
Terra Linda Avenue. During the Winnetka Avenue watermain improvement project, staff worked with
county staff on a proposed solution which involved widening the center island on Winnetka Avenue and
installing pedestrian ramps to create a safer crossing. This plan relied on CenterPoint Energy removing a
portion of the center island which was originally identified on their gas replacement plans. Unfortunately,
CenterPoint Energy did not end up needing to remove the center island to place their new pipe, so the
pedestrian improvements have not been installed at this time. Hennepin County staff is reviewing if they can
construct the proposed improvements as part of an ADA project in 2021. They are reviewing internally and
will provide an update to the city in January 2021. Also, city staff are reviewing with county staff about
striping and placement of a rectangular rapid flashing beacon at the crosswalk.
Upcoming 2021 joint projects with the City of Crystal
In 2021 the city of Crystal plans to reconstruct a portion of Louisiana Avenue north of 36th Avenue. This part
of Louisiana Avenue is a shared Crystal/New Hope road. The city engineer and public works director have
been working with the city of Crystal on reviewing the design of the reconstruction. In addition, a shared
portion of 38th Avenue just east of Louisiana Avenue is proposed to be milled and overlayed as part of the
2021 infrastructure improvement project.
Attachment:
2020 Construction Projects Update Presentation
City of New HopeProject Update City Council Work SessionDecember 21, 2020
Meadow Lake Management Plan2Phase 1: drawdown to consolidate sediments, kill invasive plant species and fathead minnows.Phase 2: follow up fish and aquatic vegetation monitoring and treatment if necessary.Phase 3: alum treatments in 2 doses in successive years.
Pump Setup3Pump installed at NW corner.Intake pipe installed ~350 feet into the low spot of the lake. Pumping will begin September 2021.City will pump out of SW corner of Golf Course pond.
42nd and Boone Signal Light Replacement4Signal Replacement at intersection of Boone and 42ndAvenues.50/50 cost share project between the city and Hennepin County.Signals are the one of the oldest in the County and too close to travel lanes.Signals, posts, wiring and cabinet all need to be replaced and Left turns added.An accessible pedestrian signal (APS) and pushbutton will be incorporated with the signal improvements.
5Hydrant was relocated in 2019 to make room for the new signals.Planned to replace in 2020 utilizing MSA funding. Code Red was put on funding in 2020, and funding in 2021will be limited due to COVID financial impacts.County plans to reconstruct 42nd Avenue between Gettysburg and Xylon in 2023. They were not selected for MN Highway Freight Funding. They will look for funding in their 2022-2026 CIP.Financially it is best to delay project to line up with reconstruction of 42nd. 42nd and Boone Signal Light Replacement
42nd Avenue Bridge Replacement6MnDOT plans to replace the 42nd Avenue bridge crossing 169 in 2023. This aligns with the County’s reconstruction of 42nd Avenue. Proposed ramp alignment change from a cloverleaf to a folded diamond.
42nd Avenue Bridge Replacement7
36th Avenue Bridge Replacement8MnDOT plans to replace the 36th Avenue bridge crossing 169 in 2025. Pedestrian bridge at this location was installed more recently and will be left in place.
2020 Infrastructure Improvements9Full Reconstruct - Base BidMill & Overlay, Reclaim & Overlay – Base BidMill & Overlay, Reclaim & Overlay –Alternate 1
Project Location –Alternate 2 ‐410Parking Lot to Zealand –Alternate 3Civic Center Trails –Alternate 4Erickson Drive Sidewalk –Alternate 2
Project Update11Project began in April.Staff worked diligently with the contractor and area residents to establish safe methods of communicating daily access updates.Full reconstruction, mill/reclaim and overlay, and all Alternate work was completed by the end of September.Restoration work has been completed, but touch ups will be necessary in 2021.Final wear course paving will be installed in Spring 2021.
Green Infrastructure Grant12Green Infrastructure Grant of $50,000 was obtained in 2018 and later amended to study Inflow and Infiltration (I/I) in the NW Corner of New Hope.Flow monitoring identified I/I hotspots and led to the 2020/2021 Sanitary Sewer Lining Project.Once the 2021 lining work is completed, the City will do additional flow monitoring and report on findings.
2020/2021 Sanitary Sewer Lining Project13Bids came in less than anticipated and the City added additional lining work to the 2020 Project.2020 lining work is now completed.Staff will plan to get quotes/bids in 2021 for additional sewer lining in the NW part of the City, including larger 12” piping (green pipe in figure).
Cured In Place Pipe (CIPP) LiningPost-Lining (CIPP)Pre-Lining (Clay Pipe)14
New Hope Sanitary Sewer Lining Map15“Blue” - clay pipes, “Red” – lined pipes “Yellow” are the Trunk Sanitary Sewer pipes“Purple” are PVC pipes To Date Numbers:CIPP lined sanitary pipe = 68,423 feetTotal Sanitary Sewer Pipe = 377,178 feetPercentage of Lined Pipe in City = 18.07%Benefits of Lining:Reduces I/I flows and Met Council feesAdds +/- 50 years of life to sanitary sewerLess expensive than open cut replacement50% of the costs credited to Met Council Demand Charges
Pedestrian Improvement at Winnetka and Terra Linda16The City replaced the watermain on Winnetka between 29thand 27thave’s.CenterPoint Energy replaced gas beltline on Winnetka Ave. between 42nd& 27thave’s.The County milled and overlaid Winnetka Avenue between 36thand 27thave’s in 2020 and will do 42ndto 36thave’s in 2021.Staff discussed pedestrian improvements with County at Terra Linda Dr. and Winnetka Ave.+/- 6’ wide area
Pedestrian Improvement at Winnetka and Terra Linda17The County planned to install these improvements pending the removal of the center median by CenterPoint Energy.CenterPoint Energy did not ultimately remove the center median, so the pedestrian improvements were not installed in 2020.County is reviewing doing the improvements as part of an ADA Project in 2021. Staff will update us in Jan. City staff is discussion striping and installation of a rectangular rapid flashing beacon.+/- 6’ wide area
2021 Joint Crystal/New Hope Projects1838thAvenueShown in light blue dashed line.Shared Crystal/New Hope street.Project constructed by City of Crystal.1.5” Mill and Overlay.Louisiana Avenue Shown in redShared Crystal/New Hope street.Project constructed by City of Crystal.Full reconstruction. Includes water main and storm sewer improvements. Roadway will be narrowed by 2’ and sidewalk will be installed.
I:\RFA\HR & Admin Svcs\Human Resources\2020\Work Sessions\12212020 Work Session\Q Educational Reimbursement Policy Discussion.docx
Request for Action
December 21, 2020
Approved by: Kirk McDonald, City Manager
Originating Department: HR & Admin Services
By: Rich Johnson, Director
Agenda Title
Discussion regarding the city’s educational assistance program.
Requested Action
Staff requests the opportunity to discuss the city’s educational assistance program, share its thoughts about the
current policy, its recent cost, benefits, potential changes, and to receive input from the city council.
Policy/Past Practice
The city has an educational assistance policy which regular full‐time and regular part‐time employees
working 20 or more hours per week can utilize to continue their education to improve their knowledge as it
relates to their employment with the city. The current policy is attached and outlines criteria for approval, the
application process, and parameters for reimbursement.
Background
Earlier this year, the city council requested staff review the educational assistance program, its usage, cost
and the benefit realized by the city. Staff has assembled information and will present it to the city council.
Funding
As indicated in the educational reimbursement policy, one of the criteria to be considered prior to approving
an employee’s request is that funds are available in the city’s approved annual budget.
Attachment
City of New Hope Educational Assistance Program
City of Crystal Tuition Reimbursement Policy
Agenda Section
Work Session
Item Number
11.3
I:\RFA\City Manager\2020\Perf Review City Mgr\q-CM perf eval 12.21.20.docx
Request for Action
December 21, 2020
Approved by: Kirk McDonald, City Manager
Originating Department: City Manager
By: Kirk McDonald, City Manager
Agenda Title
City Manager’s 2020 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 21, 2020
city council work session.
Policy/Past Practice
This is my 13th year in the position and this will be the 13th 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 12th performance review was conducted last year at the December 16 council work session; please see
attached minutes. At that time, I provided a listing of suggested goals for 2020. The goals were generally
acceptable to the Council but several modifications/additions were recommended. The final goals were
approved at the January 13, 2020 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 11.4
Request for Action, Page 2
There are three sections to the appraisal:
1. 2020 Goals – there were 14 goal statements agreed upon in January 2020. 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 2021. Overall, 2020 has been a very challenging time for city
staff with the COVID-19 pandemic, but I think it has still been a very successful year. 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.
Open Meeting
I do not have a problem with your evaluation of me being conducted in an open meeting setting.
General Comments
I have continued to enjoy my 13th 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 communications 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.
With the COVID-19 pandemic, 2020 was a very challenging year to keep city operations functioning, but I am
very proud of the way New Hope employees pitched in and found new and creative ways to deliver city
services. Whether it was scheduling and conducting inspections remotely, revising park and recreation programs
and facilities operations to meet safety guidelines or limiting public works and public safety employees to
individual vehicles, everyone continued to perform their jobs with a “can do” attitude. After implementing
safety protocols, we were one of the first cities to reopen to the public after the spring shutdown, and many
residents expressed appreciation that we were one of the few cities that offered absentee voting at our facility.
Staff coordinated with the chamber of commerce on free mask distributions to businesses, the outdoor dining
Request for Action, Page 3
ordinance was amended to allow greater flexibility, pro-rated license refunds were approved and information
about business and rental assistance programs was constantly poured out on the website. I think we can all be
proud of the way we all handled city operations during this pandemic.
All of the substantial work in Civic Center Park and on the City Hall campus was completed this year, including
the aquatic center, skate park, performance center, picnic shelter, landscaping, monument sign, and parking lot
striping. It was a big disappointment that we could not open the pool; hopefully 2021 will be different. All the
final paperwork for pool funding from state bonding and Hennepin County grant was submitted and funds
received. The 2020 infrastructure project was substantially completed, public works facility expansion report
presented and the city coordinated with Centerpoint Energy on the Winnetka Avenue gasmain replacement
project. The Windsor Ridge development moved forward at a good pace this year with 10 homes completed and
sold for an average price of $410,000 and another dozen homes are in process. Eight scattered site housing
projects were either completed, initiated or are underway helping to increase the tax base and stabilize
neighborhoods. Other commercial/industrial projects included Orijin headquarters, Pocket Square Cocktail
Lounge/Distillery and C-Axis Medical device manufacture in 2021, totaling about $13 million in value of projects
for 2020. The median home value increased by 5.3% to $257,000, and the taxable market value in the city
increased by 10.3%.
Public safety remained a high priority with highlights noted in the annual report and at the awards ceremony.
The police department shifted into high gear during the civil unrest downtown, a curfew was issued, and a
watchful eye kept on businesses, residents and city facilities. The city also continued close coordination with
West Metro Fire-Rescue District; the District implemented a duty crew staffing model to keep fire fighters safe
and the District was of great assistance in supplying the city with personal protective equipment.
The city clerk oversaw three elections this year and New Hope again had a high voter turnout. We hired and
promoted some great employees this year and the work culture remains positive. There were a number of
departures in the police department, with two officers promoted to sergeants, a new crime prevention officer
assigned, and a highly regarded sergeant promoted as the new chief. A new communications coordinator was
named, along with a new administrative specialist, and I always enjoy the fresh perspectives that come along
with new employees. The city had a clean 2019 audit and received the GFOA Excellence in Financial Reporting
Award for the Comprehensive Annual Financial Report for 2018. The 2021 budget was prepared with a minimal
3.4% tax levy increase and the city received $1.6 million in CARES funding for the pandemic. The pavement
management and long-term financial plans were updated showing no new debt in the next 10 years, and
progress was made on SMART goals. Aside from the CARES and pool funding, the city secured approximately
$350,000 in grant funding.
Taking this all into account, although it was a very challenging year, I would rate 2020 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.
Request for Action, Page 4
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
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
My current salary is $171,347. At the December 14, 2020 council meeting the Council approved a 3% cost of
living increase for all employees, including the city manager, increasing my annual salary to $176,487 effective
January 4, 2021.
2021 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 2021 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 2020
• Updated Grant Listing
• Redevelopment Projects
• 2021 Draft Goals
Request for Action, Page 5
• December 16, 2019 work session minutes re: performance evaluation
• January 13, 2020 RFA approving 2020 goals
• Employment Agreement
CITY OF NEW HOPE
Employee: Kirk McDonald Employee Number: 103471 Meeting Dates:
Department: City Manager Position: City Manager A. 12/16/19
Length of Time in this Position: 13 years B.
This appraisal covers the following time period: From: 1/1/20 to 12/31/21 C. 12/21/20
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.
2020 Goals City Manager Comments City Council Comments
1. Redevelopment will remain a high
priority with continued focus on City
Center and 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.
Continue with a variety of scattered
site housing projects, with a goal of six
acquisitions/new construction or
rehabilitations per year, and consider
affordable housing partnerships.
Implement affordable housing
protection ordinance by 1/31/20 if
Council is supportive. Assist with
promotion of 2020 census and discuss
multi-family census bureau
enumerator access ordinance by
1/31/20. Continue participation in
GreenStep Cities program and
complete or improve ratings for three
or more best practice activities.
Continue to address code enforcement
issues and discuss enforcement
policies with Community
Development staff.
The city has continued to make good progress with
redevelopment/improvement projects this year with nearly $13
million in value in projects through mid-November. Residents
began moving into homes within the Windsor Ridge development
this past summer. A total of 10 homes have sold for an average
price of $410,000 and another dozen homes are either pending, for
sale, or under construction. The renovation/expansion at St.
Therese Nursing Home did not proceed due to the pandemic, but
other commercial/industrial improvements continued: ORIJIN
Stone (renovation for new headquarters), Pocket Square Cocktail
Lounge/microdistillery at 42nd and Quebec, Twin City Garage Door
(office renovation), along with projects at Robbinsdale Area Schools
and district headquarters. City staff are also working with C-Axis
on the potential construction of a new medical equipment
manufacturing facility on Medicine Lake Road that would include
two 20,000 sq. ft. buildings over a three-year period and bring 100
new jobs to the city. Staff also continues to coordinate on potential
redevelopments at the Winnetka Shopping Center and Marcos
Pizza/Alex Audio sites. The scattered site housing program
continued in full force with eight scattered site housing projects
either completed, initiated or underway, with three new houses
constructed/sold (5201 Oregon Ave N, 6027 West Broadway and
5355 Oregon Ave N), one new house under construction (5353
Oregon Ave N), one rehab project completed/sold (3924 Utah),
rehab project underway in conjunction with Habitat for Humanity
(8720 47th Ave N), lot sold for future construction (4215 Louisiana
Ave N), purchase agreement signed for 4637 Aquila Ave N and
appraisals completed for 4965 Winnetka Ave N and 5213
Pennsylvania Ave N. These projects help stabilize neighborhoods
and increase the tax base of the city. The median home value in the
city increased by 5.3% to $257,000 for taxes payable in 2021 and the
total taxable property market value in the city increased by 10.3%.
An affordable housing protection ordinance was approved by the
Council at the January 13 Council Meeting and on March 9 the
majority of the Council approved a multi-family census bureau
enumerator access ordinance. City staff coordinated on the census
with a Complete Count Committee and a training session was held
at city hall.
The city continued participation in the GreenSteps program and
received credit for one new best practice, three new best practice
actions, and increased the star rating for an additional two best
practice actions. Code enforcement issues continued to be
addressed, and the coordination with the police department has
improved. The city entered into an agreement with a private
company to help monitor reduced pressure zone devices
throughout the city, and on-line scheduling of inspections was
implemented. Staff continued to connect with the business
community via the Business Network Group and new initiatives
were undertaken to address partial shutdowns due to the
pandemic: less restrictive outdoor dining ordinance, mask
distribution, license fee refunds, and sharing information about
available state/county grant programs.
2. Finalize Police Station/City Hall
construction project with Wold
Architects and Terra General
Contractors and coordinate with
Sunram Construction on landscaping,
monument sign, final wear course and
other exterior amenities.
The remaining punch list items were completed on the police
station/city hall construction project in conjunction with Wold
Architects and Terra General Contractors. After shutting down for
several weeks due to the pandemic, Sunram Construction finally
completed the landscaping, monument sign installation and other
exterior amenities. The defective heated sidewalk at the police
department entrance was removed and replaced. The final wear
course on the parking lot was installed the first part of October
with striping and the installation of handicapped signs completed
on October 13. The Sunram contract will not be closed out until
2021, and potential damages will be discussed with the Council the
first part of next year.
3. Conduct three elections (Presidential
Nomination Primary on 3/3/20,
Primary on 8/11/20, and General on
11/3/20), recruit and train election
judges, coordinate with Hennepin
County on ballots and equipment
compliance, and provide training and
orientation if there are newly elected
council members.
The city clerk did an outstanding job this year coordinating three
elections and dealing with all the safety protocols required by the
pandemic. Judges were recruited and trained, and staff coordinated
with Hennepin County on ballots and equipment compliance. The
Presidential Nomination Primary was held on March 3 with a 30%
voter turnout (3,742 voters). The Primary Election was held on
August 11 with a 35% voter turnout (4,553 voters). And the General
Election was held on November 3 with an 83% voter turnout
(11,949 voters, including 8,029 absentee ballots). A polling location
changed from a long-term care facility to city hall due to the
pandemic which required mailed notification to all voters within
that precinct. And New Hope was one of the few city halls in this
area that was open for absentee and in-person voting for which
staff received compliments from residents who appreciated that
convenience. A reimbursement request for personal protective
equipment supplies for election judges was submitted to Hennepin
County for the additional costs incurred. One new council member
was elected and orientation with all departments has been
completed.
4. Complete construction on Civic Center
Park and pool projects and open pool
for 2020 season, replace playground
equipment at Begin Park by 8/31/20
and complete tennis court resurfacing
and lighting improvements at Civic
Center Park by 6/30/20. At ice arena
replace radiant heaters at north rink,
scoreboard at south rink, replace
compressors/relief valves and add
security cameras. Golf course
improvements to include painting
maintenance shop and adding security
cameras. Scoreboards to be replaced at
community gyms, and dance,
gymnastics and movies in parks
programs to be continued.
Construction was completed on the Civic Center Park, performance
center, and pool projects this past summer. Unfortunately the pool
could not be opened due to the pandemic. That was a big
disappointment to staff, but the message was fairly well received by
the public. Hopefully the city can have a great grand opening of the
aquatic park for 2021. The Begin Park playground equipment was
completed by the end of August and the tennis court resurfacing and
lighting improvements at Civic Center Park were completed by the
end of June. The ice arena was closed a good part of the year due to
the pandemic so the replacement of the radiant heaters at the north
rink and the scoreboard at the south rink were postponed; the
security camera installation is in process. The golf course was also
closed the first part of the spring and then opened by implementing
the safety procedures recommended by the state. It was very busy at
the golf course as it was a safe activity for participants. The average
number of rounds played the last 10 years was 18,512 ($301,860 in
revenue), and the number of rounds played in 2020 as of December
13 was 26,553 rounds ($429,839 in revenue)! Due to the busy schedule
at the course, the painting of the maintenance shop was postponed
until 2021, but the security camera installation is in process. The
scoreboards were replaced at the community gyms. The dance,
gymnastics and movies in the park programs were all cancelled
during the initial shutdown, but most resumed later in the year with
different formats and with pandemic guidelines in place.
5. Complete 2020 infrastructure project:
Northwood Parkway (east) and 36th
Circle reconstruction, Hidden Valley
Park neighborhood mill and overlay
(substantial completion by 9/30/20).
Complete Winnetka Avenue
watermain replacement from 27th to
29th Avenue by 9/30/20. Complete
annual seal coat and crack repair/fog
seal program along with sewer pipe
lining. Complete parking lot repairs at
the golf course and Lions Park by
8/30/20. Present feasibility report by
3/31/20 on potential future addition to
public works facility. Complete public
works CIP equipment purchases:
sidewalk plow machine, dump
The 2020 infrastructure project on Northwood Parkway (east) and 36th
Circle reconstruction and Hidden Valley Park neighborhood mill and
overlay were substantially complete by September 25 and the
Winnetka Avenue watermain replacement from 27th to 29th Avenue
was substantially complete by September 30. Annual seal coat and
crack repair/fog seal program and sewer pipe lining in the northwest
portion of the city were completed. Parking lot repairs at the golf
course, including crack repair, seal coat and fog seal, were completed
by September 1 and striping was completed when weather allowed.
The work on the parking lot at Lions Park was moved to 2021 in
conjunction with the infrastructure project in that area. The feasibility
report for the potential addition to the public works facility was
delayed until the August 24 Council Meeting, as the city manager
requested that a “reduced scope” be developed due to financial
constraints. The 2021 infrastructure project feasibility report was
truck/plow truck and one ton dump
truck. Coordination with other cities to
be continued with Joint Water
Commission along with maintaining
partnerships with Meadow Lake and
Northwood Lake Watershed
associations. Update pavement
management plan and present to
Council by 11/30/20.
presented at the September 28 Council Meeting, with the public
hearing following on October 26. The pavement management plan
update was presented at the November 16 work session. The plan
verified that the streets ranked in poor condition has decreased from
23.47 miles (36%) in 2013 to 4.96 miles (7.6%) in 2020. The pavement
rating index for local streets increased from 75.91 in 2019 to 80.06 in
2020! CIP equipment purchases were completed as budgeted:
sidewalk plow, dump/plow truck and one-ton dump truck. The city
maintained good working relationships with both Northwood and
Meadow Lake watershed associations and coordinated with Shingle
Creek Watershed Management Commission on the drawdown of
Meadow Lake (to occur in 2021). The Emerald Ash Borer
removal/replacement program continued with 112 ash trees removed
and 99 trees of different species were planted on residential
boulevards and in parks.
6. Maintain public safety as a high
priority; major CIP items to include
purchase of advanced ceramic
protective tactical vests, continue
outfitting several new SWAT members
with equipment for riot response (gas
masks, filters, kneepads), replacement
of five old Taser units, and rifle
storage, shelving, etc. for new facility.
Start discussion of squad and body
cameras for potential 2021
implementation. Conduct annual
awards/recognition presentation by
1/31/20 and update police department
statistical report by 6/30/20.
Public safety remained a high priority and citizens’ rating of safety in
the community remained high (92% feel very safe or somewhat safe).
The police department dealt with a number of incidents in a
professional manner, and the annual awards/recognition presentation
was made at the January 27 Council Meeting. With the civil unrest
taking place in the metro area this past spring, the police department
coordinated with others when curfews were implemented, extra
officers were assigned to patrol sectors of the city, and city facilities
were protected. The department has great communication and
coordination with neighboring jurisdictions. Policing policies were
also reviewed/discussed with the City Council, Human Rights
Commission and others. The 2019 annual police department report
was presented at the June 22 Council Meeting showing that both Part
1 and Part 2 crimes had decreased from 2018. The department
implemented revised practices to deal with the COVID-19 pandemic.
Major CIP items were completed, including the purchase of advanced
ceramic protective tactical vests, outfitting new SWAT members with
equipment for riot response (gas masks, filters and kneepads),
replacement of five Taser units and rifle storage and shelving. New
school resource officer contracts were negotiated with District 281
and phase one implementation of body and squad camera systems
was included in the 2021 budget along with a new shared social
worker. Chief Fournier retired September 30 which prompted
internal promotions for chief and several sergeants.
7. Continue support and coordination
with West Metro Fire-Rescue District
in partnership with city of Crystal;
Coordination continued this year with Crystal and West Metro Fire-
Rescue District and Chief Larson and her staff have been very
dedicated in assisting the city in handling the COVID-19 pandemic.
continue to support long-term capital
replacement program; coordinate
emergency preparedness training and
joint EOC; continue setting aside
$150,000 annually for major apparatus
purchases; engine replacement plan
options to be completed in 2020.
Continue improvements to station #3
that are city’s responsibility and
develop replacement/funding plan for
major building components (roof,
boiler, etc).
They provided personal protective equipment (PPE) to the city
throughout the year and provided N-95 masks for the city inspectors.
They have also provided guidance on safety protocols and have
staffed a duty crew 24/7 to keep firefighters safe and prepared to
respond to emergencies. The response to the pandemic and “lessons
learned” will serve as the basic emergency management training
topic for the staff of both cities when the training resumes in 2021. The
major apparatus replacement report was completed and will be
discussed with Council the first part of 2021. The lease payment for
the aerial/tower was incorporated into the general fund budget for
2021 eliminating the need for a “transfer in” from the fire capital
fund. Improvements at station 3 that are the city’s responsibility were
completed this year including exterior aluminum panel restoration
and LED lighting improvements inside the building. A new “citizen
representative” for the Board was appointed for New Hope and
orientation completed. The city managers continued monthly
meetings with the Fire Chief, and she attended work sessions and
management team meetings to keep everyone informed about
District activities.
8. Continue contractual arrangement
with AEM for financial oversight,
continue to implement technological
efficiencies on departmental basis to
retrieve budget data, update ten-year
plan and present to Council by
11/30/20, monitor ten-year
infrastructure financing projections,
monitor utility and enterprise fund
operations, and monitor central garage
equipment replacement fund.
Continue to work on long-term
equipment schedule replacement
program for all park and recreation
facilities and update golf course
business plan by 6/30/20.
The contractual arrangement with AEM was continued for finance
services and a new three-year agreement was approved for years
2021-2023. The city again received the Certificate of Achievement for
Excellence in Financial Reporting from the Government Finance
Officers Association (GFOA) for the 2018 Comprehensive Annual
Financial Report (CAFR). The city had a “clean” 2019 audit completed
by MMKR. Quarterly budget/investment reports were completed and
submitted to Council, and the ten-year financial plan for all funds was
presented to Council at the November work session in conjunction
with the pavement management plan. The plan forecasts no new debt
over the next ten years and a moderate increase in the tax levy. Cross-
training continued in the finance department so that more than one
person can handle the payroll, and the automation of accounts
payable continued to allow automatic payment to vendors. An
annual update on the ice arena, golf course, pool and park
infrastructure funds was completed and presented to the Citizen
Advisory Commission, staff started the long-term equipment
replacement schedule inventory for these facilities, and staff/AEM
will be working on updating the golf course business plan metrics
and present the first quarter of 2021. The utility funds are in good
shape and interfund loans that were previously made to the water
and sewer funds from the temporary financing fund for
infrastructure projects were paid back this year. The 2021 General
Fund budget was prepared with minimal increases to help offset the
levy increases the previous two years for the police station/city hall
and pool/park projects. The General Fund budget was held to a 3.4%
increase and the total tax levy for all funds was also a 3.4% increase.
The city’s tax capacity increased along with property valuations, and
the tax rate decreased from 64.72% to 62.47%, resulting in a 2% tax
increase to residential property owners.
9. Continue contractual arrangement
with Solution Builders for IT services,
continue computer replacement
schedule to improve technological
capabilities and meet IT needs of staff.
Continue providing Knowbe4
computer training to all computer
users. Continue to maintain and
update website and continue to
increase notices about city
programs/projects/events on reader
board signs, Facebook, etc.
The contractual arrangement with Solution Builders for IT services
was continued in 2020, and it continues to meet the needs of the city
as an entire company is serving the staff and Council so issues get
addressed efficiently. New IT services were installed at the pool
facility along with security cameras/systems so the entire city
hall/pool/park complex can be monitored. Additional technology was
purchased and implemented to allow most employees to work from
home remotely during the spring “stay at home” order, and we all
learned how to do zoom and Webex meetings this year! Monthly
computer security training was continued for all employees in 2020 so
everyone is aware and cautious about what emails and attachments
should or should not be opened. Computer replacements continued
on schedule. Good coordination with Logis, CCX and others was
continued. The new communications coordinator worked with all
departments to keep the city website updated, events and programs
were promoted on city readerboards, and a number of cable segments
were produced with CCX highlighting city projects and activities.
There was a 13% increase in Facebook followers, a 20% increase in
audience reach, and there was a 156% increase in Instagram post
interactions.
10. Coordinate staffing transitions,
continue to evaluate organizational
structure needs and make
recommendations, continue assistance
to directors and maintain contact with
all divisions on regular basis, and
continue cross-training in all
departments.
We have made a number of new hires and internal promotions this
year, and I think they are working out well. The internal
appointment of a new communications coordinator led to the
external hire of a new administrative specialist in the city
manager’s department. A new administrative specialist was hired
in community development also. And there have been a number of
changes in the police department: a new community service officer
and police clerk were hired and with the retirement of the chief, an
internal promotion was made from sergeant to chief; and two
police officers were internally promoted to vacant sergeant
positions. There are other police officer positions that are vacant
and the interview/hiring process is in motion. The input/advice and
support from the personnel board, as well as 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. We will be reviewing
the educational assistance policy at the December work session to
discuss whether any changes are warranted; employees consider
this an important benefit.
11. Conduct professional city-wide survey
with Morris Leatherman to solicit
feedback on city
services/projects/issues (preliminary
discussion at 2/18/20 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 9/30/20 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 in May the Council agreed to postpone the survey until 2021 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 September 18 and over
839 responses were received (200 more than 2019). Staff responded to
residents who requested a return call. An updated performance
measurement report and SMART goals document was presented at
the September work session which documented the city continues to
show improvement in performance metrics and meet a majority of
the goals. The city continued to utilize NextDoor.com and there was a
15% increase in the number of posts. The communications
coordinator was also trained in the use of CodeRed, an additional
communication tool to send timely information to residents who do
not use social media, and it was used when the deadline for absentee
ballots was changed and is being utilized for snow emergencies. City
staff continued to keep residents and businesses informed and
engaged in a variety of ways: land use signs are placed to inform the
public about planning applications in their neighborhood and similar
signs 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. Unfortunately a City Day
event was not held this year due to the pandemic, but 2021 should be
a great year for community events on the new city hall campus.
12. Coordinate with HRG on recycling
efforts and on preparing to implement
residential organic recycling program
by 2022.
In 2020 coordination continued with HRG on recycling programs and
preparing to implement residential curbside organics recycling by
January 2022. At the end of 2019 all three HRG cities (New Hope,
Crystal, Brooklyn Center) agreed that the best option was to amend
the refuse haulers licensing requirements before 2022 to require them
to provide organics recycling instead of having a separate hauler
(more trucks) provide that service. In 2020 staff worked with HRG on
drafting ordinance changes to implement that requirement and other
changes to update the ordinance. An update was provided to the
Council at the June work session and the matter was also discussed in
October when 2021 recycling rates were discussed. No increase in
rates is recommended. During first quarter of 2021 staff will be
discussing with Council the proposed ordinance modifications to
change the licensing requirements and after Council agrees on the
changes, staff is recommending that the licensed haulers in New
Hope be notified and allowed an opportunity to provide feedback.
Once curbside organics recycling collection services are implemented,
additional funding will be provided by Hennepin County which
could be used to help offset the increase in the cost to residents for the
first year of service.
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, TwinWest, 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 communications with
the City Council and keep you informed about what is going on in
the city. Whether through a Friday memo, a quick e-mail, 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, Met Council, Hennepin County,
North Metro Mayors, Twin West, our neighboring cities of Crystal,
Golden Valley, and Robbinsdale, local legislators, etc. It has been a
challenging year with the pandemic and many meetings have been
held virtually, but everyone has stayed in communication and
navigated the “new normal” with COVID-19. I always strive to be a
positive representative of the city and provide a positive work
environment for employees.
14. 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 over $350,000 expected to be
received by the end of 2020. The city also received $1,653,393 in
COVID-19/CARES revenue, for a total of $2,007,995. The city clerk
submitted the required paperwork and received over $25,000 in
reimbursement for both the Presidential Nomination Primary
Election and for COVID-19 personal protective equipment related to
the Primary/General Election expenses. Park and Rec had a successful
application for $22,766 in “Save the Summer” grants from Hennepin
County. The city was awarded a $10,000 Hennepin youth sports grant
for starting blocks at the new 50-meter pool, and it is anticipated the
city will be awarded an additional $30,000+ in youth sports grants
before the end of the year for Begin Park playground equipment,
broomball nets and swim lesson supplies. And although awarded in
previous years, it’s worth noting the status of the grant funds
associated with the aquatic facility: Hennepin County Youth Sports
grant (awarded in 2019): full grant of $250,000 received fall 2020; state
bonding bill (awarded 2018): $1,911,229 received Feb 2020 and the
remaining $88,700 is expected before year end. Taking CARES Act
funds into consideration, for years 2009-2020 the city has received
$16,037,335 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; attempts
to 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/he
attention (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; rarel
acts 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; usual
adapts 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 o
effort; 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 meetings
Consistently 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 usually
prioritize simpler tasks but may struggle with more
complex issues; completes work in acceptable time
frame 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: With the COVID-19 pandemic, 2020 was a very challenging year to keep city operations functioning, but I am very proud of the way New Hope employees pitched in
and found new and creative ways to deliver city services. All of the substantial work in Civic Center Park and on the city hall campus was completed this year, including the aquatic center, skatepark,
performance center, picnic shelter, landscaping, monument sign and parking lot striping. It was a big disappointment to not open the pool, hopefully 2021 will be different. The 2020 infrastructure
project was substantially completed, public works facility expansion report presented and the city coordinated with Centerpoint Energy on the Winnetka Avenue gas main replacement project. The
Windsor Ridge development moved forward at a good pace this year, and eight scattered site housing projects were either completed, initiated or are underway helping to increase the tax base and
stabilize neighborhoods. The median home value increased by 5.3% to $257,000 and the taxable market value in the city increased by 10.3%.
The police department shifted into high gear during the civil unrest downtown, a curfew was issued, and a watchful eye kept on businesses, residents and city facilities. The city also continued close
coordination with West Metro Fire-Rescue District; the District implemented a duty crew staffing model to keep fire fighters safe and the District was of great assistance in supplying the city with
Importance -High
Importance - High
Importance - High
personal protective equipment.
The city clerk oversaw three elections this year and New Hope again had a high voter turnout. We hired and promoted some great employees this year and the work culture remains positive. The
city had a clean 2019 audit and received the GFOA Excellence in Financial Reporting Award for the Comprehensive Annual Financial Report. The 2021 budget was prepared with a minimal 3.4%
tax levy increase and the city received $1.6 million in CARES funding for the pandemic. The pavement management and long-term financial plans were updated showing no new debt in the next 10
years, and progress was made on SMART goals. Aside from the CARES and pool funding, the city secured approximately $350,000 in grant funding.
Taking this all into account, although it was a very challenging year, I would rate 2020 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 _______________________________________________________
2020 Grant List
Requested Awarded Description Recv’d Date Dept
I:Grants/Grant List 2020
2,193 Bulletproof vests/body armor (from fed) finance code 4415 5/19/20 Police
2,715 Bulletproof vests/body armor (from state) finance code 4435 5/15/20 Police
10,427 Toward Zero Death (TZD) grant (city of Mpls) finance code 4415 6/2020 Police
2,000 Protective vest for K9 Dex from Vested Interest in K9s, Inc. 6/19/20 Police
34,352 Cable capital Grant (finance code 4499) 4/30/20 Mgr.
13,504 Reimbursement for Presidential Nomination Primary Election 6/15/20 Mgr.
3,051 Performance measurement (2019 program) Dec 2019 Mgr.
619 NMM JPA program office supplies (finance code 9001.5490) 04/23/20 Mgr
51 NMM JPA program – paint (field marking) Jan 2020 Mgr
900 Movies in the Park donations (Women of Today, WM Fire Aux,
NH Lions)
7/27/20 P&R
25,000 0 Hennepin Youth Sports Playground Grant for Begin Park P&R
3,000 0 Hennepin Youth Sports Equipment Grant for broomball nets P&R
10,000 Hennepin Youth Sports Equipment Grant – starting blocks for
outdoor swimming pool (NHCP Swim Club)
7/15/20 P&R
5,813 0 Hennepin Youth Sports Eqp Grant for swim lessons supplies P&R
44 Donation from Orenstein Family for scholarship program 4/27/20 P&R
400 Donations for Donut make you wonder/author series 5/26/20 P&R
3,000 Hennepin County Active Living Grant for benches 6/2/20 P&R
1,675 Donation from Hemken/Kloss to golf course (plant sale) 6/8/20 P&R
3,512 Donations for Safety Camp (will be transferred to 2021 Camp) 7/27/20 P&R
770 Donation for 2020 Safety Camp (Twin West) 12/14/20 P&R
385 Donation to Crime Prev Fund (Twin West) 12/14/20 PD
91,000 CDBG 2020 CD
5,000 HRG (annual recycling grant) P&R
22,766 CARE Act funds (Save the Summer Grants through HC) Oct 2020 P&R
92,425 MCES Municipal I&I grant program 2017 2/13/20 PWks
20,000 Hennepin County Healthy Tree Canopy Grant 2020 Pwks
$33,813 320,789 Total grant funds 2020
$354,602 Total grant funds requested and awarded 2020
Requested Awarded COVID-19 REVENUE 2020
$1,641,664 CARE Act funds
11,729 CARE Act funds (for election-related expenses)
TBD FEMA
$1,653,393 Total COVID-19 Revenue 2020
$2,007,995 Grand Total (2020 Grants and COVID-19 Revenue)
$16,037,335 Total grant funds 2009-2020
Grant funds received in 2020 for aquatic facility (awarded and reported on prior years’ grant lists)
$250,000 Hennepin County Youth Sports grant (awarded in 2019); funds received fall 2020
1,911,230 State bonding bill (awarded 2018); partial amount received February 2020
88,770 State bonding bill (awarded 2018); balance received December 2020
$2,250,000 Total
I:\RFA\City Manager\2020\Perf Review City Mgr\2020 New Hope Primary Redevelopment Projects.docx
New Hope Primary Redevelopment Projects 2019
Project Name Project Type Estimated Value
Cooper High School School improvements $8,231,405
Holy Trinity Church Addition to existing church $1,495,000
New Hope Pool & Park
Structures
Municipal facility $17,543,000
Scattered site housing Single-family homes – 3 $788,000
Windsor Ridge Single-family home subdivision – 6 $1,642,000
Total = $29,699,405
*Total valuation of work for all 2019 projects: $38,288,981
New Hope Primary Redevelopment Projects 2020
Project Name Project Type Estimated Value
Arizona Taco Co. New restaurant $130,000
ORIJIN Stone Renovation for new headquarters $750,000
Pocket Square Cocktail
Lounge
Microdistillery $55,000
Robbinsdale Area
Schools
Improvement projects at schools and
school district headquarters
$6,960,000
Scattered site housing Single-family homes – 3 $806,000
Twin City Garage Door Office renovation $500,000
Windsor Ridge Single-family home subdivision – 15 $3,750,000
Total = $12,951,000
*Total valuation of work for all 2020 projects through 11/10/2020: $25,778,341
New Hope Redevelopment Projects in the Pipeline for 2021
Project Name Project Type Estimated Value
C-Axis Inc. New headquarters for medical
manufacturing business
$7,000,000
Conductive Containers Warehouse expansion $1,500,000
Scattered site housing Single-family homes $800,000
Saint Therese First phase of campus rehabilitation $20,000,000
Windsor Ridge Single-family home subdivision $3,500,000
Total = $32,800,000
Draft
City Manager Goals for 2021
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), 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.
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.
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”.
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
6/30/21.
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.
6. Continue contractual arrangement with AEM for financial oversight, continue to
implement technological efficiencies on departmental basis to retrieve budget data and
finalize 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.
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 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.
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.
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.
10. Continue Emerald Ash Borer program on public property and invasive species
(buckthorn) removal in parks.
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.
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.
13. Actively pursue grants and other outside funding sources for city projects and activities.