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HomeMy WebLinkAbout11-12-1997 Council AgendaAGENDA LITTLE CANADA CITY COUNCIL REGULAR COUNCIL MEETING WEDNESDAY, NOVEMBER 12, 1997 1. Call To Order — Workshop Meeting — City Council — 6:00 P.M. 2. Roll Call 3. 1998 Budget 4. Youth Advisory Board Correspondence Pages 5. Adjourn 1. Call To Order — Regular Meeting — City Council — 7:30 P.M. 2. Roll Call Mayor Mr. Michael I. Fahey Council Member Mrs. Beverly Scalze Council Member Mr. Jim LaValle Council Member Mr. Steve Morelan Council Member Mr, Bob Pedersen City Administrator Mr. Joel Hanson City Attorney Mr. Tom Sweeney City Engineer Mr. Paul Heuer City Planner Mr. Steve Grittman Cable TV Producer Mr. Greg Schroeder Administrative Assistant Mrs. Kathy Glanzer 3. Approval of the Minutes October 22, 1997 Regular Meeting October 22, 1997 Closed Meeting October 29, 1997 Special Meeting Announcements This agenda is subject to change by additions and deletions. AGENDA CITY COUNCIL NOVEMBER 12, 1997 PRESENTATIONS Informational/Directional Signs — Knox Lumber Correspondence Pages 1 through 4. Montreal Courts Tax Exempt Financing — Goldmark Investment Company Correspondence Pages 5 through 28. 7. Country Drive Property Acquisition — Franklin Drywall Correspondence Pages 29 and 30. CONSENT AGENDA Authorize Advertisement of Vacancies on the Planning Commission and the Parks & Recreation Commission Correspondence Page 31. Authorize the Closure of Fund 569, 1993 Street Construction Fund, and the Transfer of remaining balance to Fund 450, Infrastructure CIP Fund Correspondence Page 32. 10. Call for Workshop Meeting to Conduct City Administrator's Performance Evaluation Correspondence Page 33. 11. Change December Council Meeting Schedule Correspondence Page 34. 12. Approve 1998 Audit Contract Correspondence Page 35 through 40. 13. Approve the Vouchers 2 AGENDA CITY COUNCIL NOVEMBER 12, 1997 D. STAFF & CONSULTANT REPORTS 14. City Attorney 15. City Engineer a. Intersection of Arcade Street & Keller Parkway Correspondence Pages 41 and 42. 16. City Administrator a. Civil Defense Ordinance Draft Correspondence Pages 43 through 49. b. Pitrina Park Development Agreement Amendment Correspondence Page 50. c. Appoint Representative to Gervais /Spoon Lake Bridge Design Committee Correspondence Page 51. d. Rice Street/Little Canada Road Development Correspondence Page 52. DEPARTMENT REPORTS 17. Economic Development 18. Public Safety /Gaming 19. Public Works 20. Building/Zoning /Code Enforcement 21. Parks & Recreation 22. Administration a. Youth Advisory Board Correspondence Pages 53 through 81. b. City Flag Correspondence Page 82. 23. Adjourn 3 515 Little Canada Road, Little Canada, MN 55117 -1600 (612) 484-2177 / FAX: (612) 484 -4538 November 7, 1997 TO: Mayor Fahey and Members of the City Council FROM: Kathy Glanzer, Deputy Clerk RE: Informational Sign — Knox Lumber MAYOR Michael I. Fahey COUNCIL Beverly Scalze Jim LaValle Steve Morelan Bob Pedersen ADMINISTRATOR Joel R. Hanson Knox Lumber has requested permission to install an informational sign identifying their contractor supply entrance. (Diagram of sign attached.) Please note from the sign ordinance attached that directional /information signs larger than four square feet in size require City Council approval. The sign proposed by Knox would be 4 feet by 40 feet in size. Given the size of the Knox building on which this sign would be mounted, it is staff's recommendation that the sign be approved as requested. Page 1 P.3 /3 Page 2 Page 3 sale or rental of property. Signs may not measure more than four (4) square feet in Residential Districts, nor more than twenty (20) square feet in all other districts. There shall be only one (1) sign per premise. Corner properties, however, may contain two (2) signs, one (1) per frontage. h. Directional /Information Signs. (1) On-Premise Signs. Shall not be larger than four (4) square feet. The number of said signs shall not exceed four (4) unless approved by the City Council. (2) Off-Premise Signs. Said signs shall be limited to situations where access is questionable and /or confusing and resulting traffic safety may be jeopardized or traffic inappropriately utilizes residential, minor streets. Said sign shall require a conditional use permit as approved by the City Council. The size of the sign shall be determined by the City Council and shall contain no advertising. 2. Prohibited Signs. The following signs are specifically prohibited by this Ordinance. a. Any sign which obstructs the vision of drivers or pedestrians, or detracts from the visibility of any official control device. b. Any sign which contains or initiates an official traffic sign or signal, except for private, on- premise directional signs. c. Any sign which moves or rotates. Exempted are time and temperature information and barber poles. d. Except for holiday signs and exceptions provided in provision C, 4. below, any sign which contains or consists of banners, pennants, ribbons, streamers, strings of light bulbs, spinners, or similar devices. e. Portable signs (except in case of paragraph C, 4.). 903 -39 Page 4 ce+ 6/ 2204 cecrytaea, 515 Little Canada Road, Little Canada, MN 55117 -1600 (612) 484 -2177 / FAX: (612) 484 -4538 MEMORANDUM TO: Mayor Fahey & Members of the City Council FROM: Joel Hanson, City Administrator DATE: November 7, 1997 RE: Tax Exempt Financing for Acquisition of Montreal Courts by Housing Alternatives Development Corporation (HADC) MAYOR Michael I. Fahey COUNCIL Beverly Scalze Jim LaValle Steve Morelan Bob Pedersen ADMINISTRATOR Joel R. Hanson Mr. Jim Echtenkamp of Goldmark Investment Company will be present at Wednesday's meeting to discuss the issuance of approximately $20,000,000 in tax exempt financing relative to the acquisition of Montreal Courts by HADC. (Goldmark will be the property manager.) They will be seeking an inducement resolution for the issuance of these bonds and would like us to call a public hearing for November 26, 1997 to consider the adoption of the final resolution regarding bond issuance. Here are some of the key issues for your consideration: ♦ $20,000,000 bond issue will include $1,100,000 in immediate improvements to the complex. (See listing in attached materials prepared by Goldmark.) • In addition to the previously mentioned capital upgrades, $620,000 will be spent on fire suppression improvements including complete sprinklering of all buildings as part of their initial upgrade. ♦ $450,000 will be put aside in a capital reserve to address future improvements to the property. An additional $66,000 to $88,000 per year will be added to this amount over the term of the bonds. • To assist in the installation of the sprinkler system, they are asking that we waive our 1% bond issuance fee ($200,000). ♦ This is not a tax credit project in that the owners are a non - profit corporation. (A non- profit corporation is not able to take advantage of tax credits as they are not subjected to income taxes.) This property will still require 40% of the residents meet 60% of median income to make it eligible for this financing. As you may know, this property will have no difficulty meeting that criteria. ♦ The purchase agreement expires in mid - January. Therefore, closing needs to occur as soon as possible. Page 5 Mayor & City Council November 7, 1997 Page 2 ♦ From the City's standpoint, it is also imperative that closing occur in 1997 in order to avoid IRS regulations regarding limitations on bank qualified tax exempt issues. Any time you issue over $10,000,000 in tax exempt financing, additional bonding is subject to bank qualified limitations. By not being a bank qualified bond, the issuer is subject to higher interest costs. Due to the fact we have not issued any bonds in 1997, this is an excellent year for us to undertake this project; especially in light of our potential work on the Rice Street/Little Canada Road redevelopment area next year. We cannot afford higher interest rates on our project and HADC would not be able to reimburse while maintaining the same improvement program. ♦ HADC could undertake this acquisition with conventional financing. However, the higher interest costs associated with that type of debt would substantially reduce the amount of improvements available to the property and eliminate the option for sprinklering. ♦ Mr. Echtenkamp has talked with the Ramsey County Sheriff's Department regarding Montreal Courts calls for police service. In the attached correspondence, he is indicating efforts they will undertake to address these concerns. He has also noted that a complete management plan for the property has not yet been developed. This cannot occur until they are in control of the property and can gather more in depth, information on -site. ♦ An important issue we should be very concerned with is the opportunity for Montreal Courts to seek a lower tax classification rate effective in 1999. In 1997, the legislature enacted a new "4d" class rate. This lowers the property's percentage of market value for tax capacity calculations from 3.4% in 1997 to 1% in 1999. (1998's rate is being reduced to 2.9% of market value for apartments with a target rate of 2.5 %.) While this property is eligible to take advantage of this new class rate irrespective of our financing, I have asked the prospective owners to consider a payment in lieu of taxes to keep the City whole. ♦ HADC's proposal to keep the City whole in terms of real estate taxes is to pay us 10% of the decrease in tax payments associated with the reduction from the 4d class rate. Attached to this memo is an analysis sheet I put together which attempts to measure the impact of the 4d class rate and HADC's reimbursement proposal. Even with an estimated increase in market value to $15,500,000, their proposal would still leave us short based upon taxes generated in 1997. To truly keep us whole, we should be receiving 14% of the reduction in taxes associated with this class rate change escalated by some inflationary factor to keep future dollars at 1997 levels. I have been informed by Mr. Echtenkamp that they feel they have pushed their financing program to the maximum extent possible and that any change in the formula will impact the timing of the fire suppression system installation. I informed him that the City Council would have to provide direction in this area. It is my opinion that this financing offers the City a significant opportunity to enhance the Montreal Courts property while also protecting us financially from property tax changes imposed by the legislature. I feel it is doubtful that this issue can be resolved at Wednesday night's Page 6 Mayor & City Council November 7, 1997 Page 3 meeting and I see two courses of action to address that. The first would be to hold a workshop with Goldmark Investments and HADC to evaluate the overall program and come up with a solution that is mutually agreeable (I would suggest November 19`h). The second option would be to direct staff to negotiate with them and have a final recommendation available for the meeting on the 26`h. The Council should choose the manner you feel is most appropriate. We are also in the process of checking references relative to Goldmark Investments' property management experience. We hope to have that information finalized before Wednesday's meeting. Should you have any comments or questions in the meantime, please let me know. JRH:kpv Enclosure cc: Jim Echtenkamp Page 7 Payable 97 $8,036,400 3.40% $273,238 1.4708100 $401,881 0.2060400 $56,298; HDAC Proposal MONTREAL COURTS TAX ANALYSIS EMV Class Rate Tax Capacity Tax Rate Total Tax City Rate City Tax Reduction in Total Tax From 1997 Reduction in City Tax From 1997 City Tax With 10% Decrease Payment Net City Difference From Base Value Payable 98 Target Rate 4d Rate With Est. 1999 Increase in EMV $8,036,400 2.90% $233,056 1.5590586 $363,347 0.2139700 $49,867 $8,036,400 2.50% $200,910 1.6190586 $325,285 0.2524577 $50,721 $8,036,400 $15,500,000 1.00% 1.00% $80,364 $155,000 1.6190586 1.6190586 $130,114 $250,954 0.2524577 0.2524577 $20,289 $39,131 $38,533 $76,596 $271,767 $150,927 $53,720 $58,381 $47,465 $54,224 Page 8 8.8 3:p $2 074 The Proposed Acquisition of Montreal Courts Apartments By Housing Alternatives Development Corporation Request For $20,000,000 Inducement Resolution For The Issuance Of 501 c (3) Tax Multifamily Revenue Exempt Bonds Page 9 Specific Request 1. Passage of an Inducement Resolution for the issuance of up to $20,000,000 of tax exempt multifamily Revenue Bonds for the Acquisition and Renovation of Montreal Courts Apartments by Housing Alternatives Development Company. 2. In conjunction with the issuance set forth above, Housing alternatives Development Company and Montreal Courts will make an additional payment to the City of Little Canada in an amount equal to ten percent (10 %) of the decreased real estate taxes from the base year of 1997. This payment is intended to compensate the City for lost revenue if and when the Montreal Courts is assessed a lower real estate tax as a result of changes in the classification laws passed by the Minnesota Legislature. This payment would continue until the bonds are redeemed in full. 3. In recognition that Montreal Courts will invest approximately $1,100,000 in capital improvements, approximately $620,000 in fire suppression and life and safety upgrades and approximately $450,000 in funded capital reserves, the City of Little Canada will agree to waive it's bond issuance fee. All of the above assumes that Montreal Courts will receive all necessary approvals by year end, 1997 and that current interest rates remain relatively constant through the sale of the bonds. Page 10 To assist the Members of the City Council in reviewing the request for an Inducement Resolution to acquire and renovate Montreal Courts Apartments, we are providing the Council with this information packet. We would be happy to address and answer any question in advance of the proposed meeting night of November 12'. Purchaser Goals. 1. Acquire and rehabilitate Montreal Courts Apartments to redevelop the property and significantly upgrade the physical structure, appearance and life /safety aspects of Montreal Courts. 2. Install professional, stable and long term management of Montreal Courts. 3. With the understanding that Montreal has existed as a low and moderate income community, to work towards a strong and stable low and moderate income resident profile that exhibits a "pride of ownership" in their residence. 4. To develop appropriate on -site service programs for the residents i.e. latch -key programming, computer and general tutoring, athletic activities, etc. Background. Montreal Courts Apartments, a 444 unit community, has been under the same ownership for approximately ten years. There has been litigation between the partners of the ownership group, which led to the sale of the property with a purchase agreement signed in December, 1996. The Purchase Agreement contemplates a closing by December 31, 1997. Due to the size of this apartment community, and it's current physical condition. a great deal of due diligence has been performed by both the Purchaser and the Lender on the property. In defining the above goals, it has been determined that there are two primary methods of financing and closing upon the purchase. 1. Tax Exempt Bond Financing. The proposed method of purchase is by a sale to Housing Alternatives Development Company, a 501 c (3) corporation. (HADC). HADC was formed in 1991 to preserve and promote decent, safe, affordable housing which, as a result of this transaction, Montreal Courts can become. Through HADC and the City of Little Canada, tax exempt bonds would be used to acquire and renovate Montreal Courts. The City serves as the conduit to issue the bonds, but incurs no financial risk in doing so. Goldmark Property Management, an Accredited Management Organization, would be retained to provide professional property management. Page 11 This method of acquisition would allow for the following: a. Renovate Montreal Courts with approximately $1,100,000 of investment in capital improvements. b. Provide for the fire suppression of Montreal by retrofitting sprinklers in dwelling units and halls as well as upgrading current alarm and fire prevention equipment. The estimated cost of these items is approximately $700,000. HADC is requesting that the City waive the bond issuance fee it would receive for issuing the bonds and that HADC agree to pay for these costs as a part of it's acquisition. c. Establish a funded reserve for future capital improvements in the amount of $450,000. d. Establish a monthly reserve requirement. One issue raised by City Staff at our meeting was the question of property taxes. It is likely that the property taxes on Montreal Courts will decrease in the future as a result of the recent property tax legislation passed by the State of Minnesota. Staff questioned the possibility of the Property making an annual tax payment to the City to compensate them for any lost revenue as a result of this reduced property tax. HADC has addressed this question by proposing to make an annual payment during the life of the bonds equal to ten percent of the reduced portion of property taxes from the 1997 base tax year. The income from all sources including real estate tax savings is needed to service the debt on the bonds and maintain the debt service ratio needed to effectively market the bonds. As an aside, the new property tax classification is available to all property owners who meet the income and rent restriction. Montreal currently meets those restrictions and the real estate taxes will most certainly go down under current ownership, HADC ownership or under conventional financing if the Property does not use bond financing. Not less than 40% of the project's units must be occupied by tenants having adjusted annual family incomes of 60% or Less of the Minneapolis /St. Paul statistical Metropolitan Area median income, as adjusted for family size, as reported by the U.S. Department of Housing and Urban Development ( "HUD ") (the 40/60 test). Under current applicable limits, 60% of such median for a family of four is $30,600, for a family of three; $27,540; for a family of two, $24,489 and for one person, $21,420. Continuing compliance with the 40/60 test is necessary to maintain the tax - exempt status of the Bonds. As you can see, the total investment to the property would be significant. The City would achieve a substantial upgrading to it's largest apartment community while at the same time mitigating the impact of the real estate property tax reform adopted by the legislature this past session. HADC would evaluate and establish oversight management to Montreal Courts to achieve it's corporate mission. We believe that this method would Page 12 promote the long term stability of Montreal Courts by further strengthening the working relationship between the City, Ownership and Management.. The list of proposed capital expenditures is attached to this letter for your review. 2. Conventional Financing. The altemative to this proposal is conventional financing. Due to the higher cost of finance, it would not be possible to undertake the level of improvements outlined under the tax exempt method. Improvements and reserves of about $1,000,000 versus $2,250,000 would be more reasonable. This method is being actively pursued as a "back -up" in the event tax exempt financing cannot be accomplished or the tax exempt financing proposal is not acceptable to the City. Ownership and Management Company Profiles Housing Alternatives Development Company. The Owner of Montreal Courts will be Housing Alternatives Development Company. HADC was formed in 1991 under the leadership of Mr. Denver Kaufman. Mr. Kaufman has had a distinguished carreer as a leading attorney in Minnesota. Throughout his career he has served his profession in many volunteer positions, including past president of the Hennepin County Bar Association. Bringing his interest in housing, the law and community service together, Mr. Kaufman spearheaded the formation of HADC as a 501 c (3) corporation to promote housing for low and moderate income individuals and families. HADC has an experienced and distinguished Board of Directors that includes Louis Stocco, Rodney Pakonen, Charles Darth and Paul Abzug. The Board of Directors professional backgrounds include experience in development, City government, banking and small business. While Mr. Kaufman is no longer serving on the Board of Directors, he is taking the leading role in the Montreal Courts transaction on behalf of HADC. It is the intention of HADC to renovate Montreal Courts to bring it's physical condition and safety features up to date, to maintain superior property management, to enhance the community with on -site activities for parents and youth, and to establish and maintain adequate reserves to assure a quality housing environment for it's residents in the future. Goldmark Property Management, Inc. Page 13 Goldmark Property Management, Inc. (GPM) was incorporated in 198L GPM is a full service property management company with qualified individuals employed in the areas of Management, construction, accounting and compliance monitoring. GPM is an Accredited Management Organization, the highest designation granted by the Institute of Real Estate Management. The standards for achieving this designation are strict and are monitored by the Institute. They are attached for review by the Members. Most important, the owners of GPM take their strong reputation very seriously. They have developed positive relationships with owners, lenders, city and state governments. They are committed to maintaining this track record. Goldmark staff have conducted some preliminary investigation of the property and a discussion of management is attached. Summary. HADC and GPM believe that the proposed tax exempt financing provides a vehicle for HADC, GPM and the City to achieve their respective objectives: I. provide decent, safe, affordable housing 2. accomplish major reinvestment in a property that has significant amounts of deferred maintenance 3. provide life /safety improvements 4. provide appropriate on -site programs and supervision to improve the quality of life for the Montreal Courts community and to mitigate the impact of this large rental housing complex in the community at large. 5. Reduce the negative impact of the real estate property tax reform enacted by the State legislation. Our anticipated time line is as follows: November 12, 1997 Request approval of Inducement Resolution by City of Little Canada. By November 26111 Obtain third party reports for appraisal, environmental, structural, financial analysis and survey. By November 26'x' Public hearing and request for financial approval by City of Little Canada. December 15th Approximate date to obtain IRS approval of transaction. December 31 Close on the purchase of Montreal Courts. Fund capital reserve, fire and safety reserve and future capital reserve. One year from date of closing Completion of all capital and fire and safety improvements. Page 14 1 MONTREAL COURTS SCHEDULE OF CAPITAL IMPROVEMENTS WINDOWS - SUBTRACTED THOSE COMPLETED 290,000.00 2 SIDING REPLACEMENT OF HARDBOARD & Till 210,000.00 WOOD TRIM 3 TOWNHOMES : MANSARD- REPAIR/REPLACE SIDING- REPAIR/REPLACE 35,000.00 12,000.00 12,000.00 PARKING IN ADDITION TO THE WORK LISTED IN THE 4 APPLICATION 540,000 APPLICATION + $20,000 60,000.00 5 ROOF- PER APPLICATION 80,000.00 6 BALCONIES - REPAIR/REPLACE 25,000.00 7 BOILER ROOM ASBESTOS REMOVAL $ 7,000.00 REINSULATE $ 3,500.00 10,500.00 8 DOWNSPOUTS 6.615.00 9 INTERCOM - REPAIR 4,000.00 INTERCOM - NEW 30,000.00 10 COMMUNITY BUILDINGS WINDOWS $ 30,000.00 VENTILATION $ 10,000.00 40,000.00 11 12 13 REPLACE COUNTERS 12,686.00 EXIT SIGN REPAIR 2,100.00 BOILER CEILING & WALL REPAIR 1,500.00 A/C UNITS REPAIR WATER DAMAGE TO UNITS DUE TO IMPROPERLY TILTED UNITS AND MAKE SURE ALL ARE 14 PROPERLY MARKED 6,343.00 15 FIRE DOORS ALIGNMENT & CLOSURE 1,050.00 REPLACE/ REPAIR FLOOR COVERING CARPET /VINYL AND REPLACE WITH PROPER PRODUCT (MINIMUM 16 STANDARDS) 159,000.00 17 WATER DAMAGE 6,343.00 18 REPAIR REFINISH CABINETS 15,857.00 Page 15 MONTREAL COURTS SCHEDULE OF CAPITAL IMPROVEMENTS PATCH AND /OR REPLACE SHEETROCK IN HALLWAYS 19 WHERE WATER DAMAGE PROBLEMS EXIST 1,100.00 20 GFI IN UNITS 18,440.00 21 REPLACE 82 GARAGE DOORS 28,700.00 22 REPLACE/ REPAIR STEPS & STOOPS (THROUGHOUT) 6,000.00 23 GRADING & DRAINAGE 20,000.00 ADD ELECTRICAL OUTLET TO CORRECT UNITS- WHERE 3 24 BR CONVERSIONS HAVE BEEN COMPLETED. HEAT O.K. 2,500.00 CEILING, TENANT NOTED EXTENSIVE PROBLEMS IN ONE 25 UNIT 20,000.00 26 FIRE AND SAFETY UPGRADES: 7- 8 ZONED CONTROL PANEL W/ BATTERY BACKUP AND DIALER 126- HORN /STROBES 231- SMOKE DETECTORS 42- HEAT DETECTORS 70- MANUAL PULLS 444- PIEZO ALARMS (IN EACH APARTMENT) 126- MAGNETIC DOOR HOLDERS 7- LOCK BOXES 122,430.00 ALLOCATION FOR ADDITIONAL CITY OF LITTLE CANADA IMPROVEMENTS 7,800.00 TOTAL CAPITAL IMPROVEMENTS 1,331,064.00 PLUS: PROPOSED FUNDED CAPITAL IMPROVEMENT RESERVE TOTAL INVESTMENT IN CAPITAL IMPROVEMENTS AND RESERVES 450,000.00 1,781,084.00 ESTIMATED COST OF FIRE SUPPRESSON (including city contribution from bond issuance fee) 500,000.00 TOTAL INVESTMENT WITH FIRE SUPPRESSION 2,281,084.00 Page 16 GOLIDMARK PROPERTY MANAGEMENT INC.AMO° MANAGEMENT OF MONTREAL COURTS City of Little Canada Staff has recommended that we include brief information concerning the management plan for Montreal Courts Apartments by Goldmark Property Management. With limited access to the property it is somewhat difficult to set forth a management plan with detail. The property was managed by Gaughn Company until about January, 1997, when Cedar Management began managing Montreal for the current owner. While the occupancy of Montreal appears to be stable at about 95% (although we have not confirmed this), we anticipate that the amounts expended for repairs, maintenance and capital improvements has decreased in the past year due to the impending sale. Therefore deferred maintenance, which was already evident, is most likely increasing. Current Property Performance. With an overall strong multifamily housing market in Little Canada, we would expect Montreal Courts to be well occupied. As of October, 1997, for all Little Canada properties, the vacancy for studios was 1.9 %, for one bedrooms was 2.7 %, for two bedrooms was 1.9% and for three bedrooms was 0% for an average vacancy of 2.1%. To the best of our knowledge, Cedar Management continues to aggressively screen applicants. When we conducted an audit of the resident profile, almost 100% of the residents met the income and rent limitations that will be maintained by HADC. There were approximately 100 residents receiving assistance from the HRA. The several residents who exceeded the income restrictions were temporary residents who were building homes. In other words, there will be little or no resident displacement. It is our understanding that approximately 75% of the residents must be at 80% of the median income of $57,800, adjusted for family size and 20% must be at 50% of the median income. The property currently meets this test. Future Performance Goals. Given the relative strength of the market Goldmark would focus on two main goals for Montreal Courts. 1. Overseeing and gaining maximum impact from the significant renovation of the Property. Minneapolis Office • 5001 West 80th Street • S Page 17 55437 • (612) 832 -0737 • Fax (612) 832 -5412 2. Developing a strong and stable resident profile. Professional oversight of the construction and renovation will satisfy the first goal. It is our intention to substantially complete the renovation within one year of the closing of the purchase. Meeting the second goal will require a careful analysis of the property. This cannot be fully conducted until the management transition takes place. However Goldmark and HADC have discussed the historical crime prevention aspects with Deputy Gary Wilzbacher of the Ramsey County Sheriffs department and discovered the following: Though we do not know why, current management has decreased involvement in crime prevention activities. Police calls appear to be quite high and may be increasing. Our focus would be on "proactive" instead of "reactive" measures. Deputy Wilzbacher encouraged, and we would agree to enact the following: 1. Neighborhood watch. 2. Crime prevention inspections. 3. Crime free multihotising. 4. National night out. We currently utilize these services and take these steps at other local properties that we manage and would continue this policy of active involvement in crime prevention activities. Our goal is to enforce strict rules that benefit our residents and aggressively remove the element of residents who cannot adhere to proper and safe community conduct. There are fundamental property management practices that will benefit Montreal Courts. As in most business, the success is not in determining the practices, but in the successful and consistent implementation of the practices. With the experience and strength of GPM's organization, we have found success in consistently applying our procedures to our portfolio of properties. In the case of Montreal Courts, we would consider the following: 1. Significant renovation is always a positive for a property. Creating pride of ownership and attracting residents to an "as new" apartment. Among competing properties, we want to be the property with the best product. 2. We will examine upgraded lighting and resident security services. In West St. Paul we have experienced success by implementing walking patrols. In all cases crime has decreased, resident security has increased and quality of resident profile has increased. This has translated into fewer police calls, less vandalism and greater resident retention. Clearly, creating a safe environment is a number one consideration by apartment residents today. Page 18 3. Like any business, property runs on the strength of it's staff With ongoing training and oversight by senior management, we intend to run a tight property at Montreal. While in no way criticizing past management, staffing Montreal with individuals who can carefully screen and attract quality residents as well as identify and resolve the inevitable problem issues that will arise is key to achieving the highest level of success at Montreal. This may mean that we identify special needs at the property. For example, at one property we staffed with an individual fluent in Spanish to address the needs or our Spanish speaking residents. This person increased our screening ability as well as developed a repoir with residents who effectively helped her screen our property. Again, this followed a property renovation and pride of residence played an additional role. HADC, in conjunction with GPM, intends to assess the needs of the Montreal Courts residents for "non- housing" support activities. Often times affordable housing communities have a large percentage of single working parents or households where both parents work. When children return from school between 3:00 and 3:30 they often have several hours without adult supervision or planned activities. Boredom may lead to inappropriate, unplanned and often uncharacteristic behavior for youngsters. At Montreal Courts, HADC and GPM believe that there are special needs for families and children. Once we are able to properly evaluate these needs, HADC is committed to staffing services and activities that cater to the needs of these individuals and families. Clearly we have a unique opportunity with the current strength of the multifamily market to develop a strong community at Montreal Courts. Combined with the positive changes that renovation will bring, we are in a position to renovate and manage Montreal Courts into a property that the City of Little Canada and its residents can be proud of. Page 19 MANAGEMENT CLIENT REFERENCE LIST For Goldmark Property Management NAME COMPANY OFFICE PHONE Mr. Richard A. Solberg State Bank of Fargo 701- 237 -0561 Chairman Fargo, ND Mr. John O. Lyngstad E. W. Wylie Co. 701- 282 -5550 President & CEO Fargo, ND Dr. Michael Van Valkenburg Dakota Clinic 701 -280 -4100 Physician Fargo, ND Dr. Gary A. Pramhus Merit Care Clinic 701 -234 -2000 Physician Fargo, ND Mr. Dale Beling Charles Bailly & Co. 701- 237 -5275 Partner /CPA Fargo, ND Mr. David L. Schwengler Dakota Appraisal & Consulting 701 -255 -3181 Senior Appraiser Bismarck, ND 58502 Mr. Kenneth V. Nordling N.F.P., Ltd. 612 - 844 -0754 President Edina, MN Mr. Mark L. Anderson Seventh Avenue Salvage 701- 282 -4393 Owner Fargo, ND Mr. Leon Halbur LESCO, Inc. 612 -542 -8242 President Maple Grove, MN Dr. Jack Neufeld Retired 218 -532 -2011 Professor Lake Park, MN Mr. Steve Cheney Cheney Carpets 612 -559 -1980 Owner /Manager Plymouth, MN Mr. Richard Haraldson U.S. West Communications 701- 280 -0153 Fargo, ND Mr. Tom Dawson Dawson Insurance Agency 701- 237 -3311 President Fargo, ND Mr. Matthew Mohr Dacotah Paper Co. 701- 281 -1734 President Fargo, ND Mayor Bruce Furness City of Fargo 701 -241 -1310 Mayor of Fargo Fargo, ND Mr. Ery Inniger North Dakota State University 701 -231 -9425 Associate Athletic Director Fargo, ND Page 20 NAME MANAGEMENT CLIENT REFERENCE LIST COMPANY OFFICE PHONE Mr. Kurt Knoff Senior Vice President Mr. John T. Korsmo Vice President of Physician Relations/ Network Development CB Commercial Real Estate Group, Inc. 612 - 924 -4622 Minneapolis, MN Dakota Heartland Health System Fargo, ND 701 - 280 -4100 Mr. Dick Savageau Butler Machinery 701- 280 -3100 President Fargo, ND Page 21 FINANCIAL REFERENCE LIST for Goldmark Property Management NAIVIL Mr. Richard A. Solberg Chairman & President Mr. Ron Robson Vice President Mr. Dan Jacobson Vice President Mr. Tom Hansen President Mr. Neil Qualey President Mr. Steven P. Worwa President/CEO Mr. Myron Pfeifle President Mr. John Weisenburger Commercial Loan Officer Mr. Kevin Powers President/CEO Mr. Scott Thompson V.P. /Senior Loan Officer Mr. Lance Wolf Vice President Mr. Judd Graham Vice President of Business Banking Mr. Curt Walth President Mr. Barry Martin President Mr. Dennis Schock Vice President LUIVIYAiN Y State Bank of Fargo Fargo, ND First Bank Fargo, ND Norwest Bank Fargo, ND Community First Bank Fargo, ND State Bank of Moorhead Moorhead, MN American Federal Savings Bank East Grand Forks, MN Bank Center First Bismarck, ND Bank Center First Bismarck, ND First American Bank Fargo, ND Ramsey Bank Devils Lake, ND Gate City Savings Bank Fargo, ND Norwest Bank -Grand Forks Grand Forks, ND First Southwest Bank of Bismarck Bismarck, ND First Bank Fargo Fargo, ND First International Bank Fargo, ND Page 22 VI PILL VI-FUN L 701- 237 -0561 701- 298 -1534 701 - 293 -4227 701- 293 -2200 218- 233 -3107 218 -773 -9711 701- 258 -2611 701 -258 -2611 701- 293 -3334 701- 662 -4024 701- 293 -2400 701 - 775 -1660 701 - 223 -6050 701 -280 -3546 701- 232 -1700 Bruce `W. !Furness Mayor City of Fargo Office of the Mayor October 30,1997 Mr. Joel Hanson, City Administrator City of Little Canada 515 East Little Canada Road Little Canada, MN 55117 Dear Mr. Hanson: Goldmark Property Management, Inc. has requested a letter of recommendation regarding their Company to the City of Little Canada. I have been personally familiar with Goidmark and its owners since they began their business in 1981. They have grown from a small local business to become a significant regional Company in their marketplace. Over the past ten years, Goldmark has been one of the largest developers in our community. Throughout, the Company has exhibited integrity and performance in its dealings with our City. To my knowledge, the Company stands behind its promises and projects. Goldmark has a long history of strong property management, maintenance of its properties and of responding quickly to issues as they arise. It is my understanding that Goldmark has provided offices and had property ownership in the Twin Cities • since 1990. I believe you will find that Goldmark Property Management and its owners are committed and that your experience with them will be most positive. BWF sf ffgm City Hall • 200 North 3rtl Street . • jar) Sincerely, 4Eal GU Bruce W. Furness Mayor Page 23 1241 -1310 Fat (701) 241 -1526 Dear Real Estate Investor. I'm pleased ro present IREM's 1997 ACCREDITED MANAGEMENT ORGANIZATION° Directory for Investors. This IREM resource identifies the best real estate management companies available. The AMO° designation assures you char, as an owner and investor of real estate, your investments are receiving the best management expertise available. Only those firms with impressive credentials in the areas of experience, education, and ethical conduct qualify for this sought -after designation. AMO' firms are recognized for high performance, stability, and financial accountability. With a CERTIFIED PROPERTY MANAGER' member of IREM as one of the principals ar each firm, your investment will receive a high level of experienced financial and physical management. Choosing an AMC)" firm means confidence in your borrom line. Use the 1997 AMO- Direcrory for Investors today and get the best firms in real estate management, managing over S85 billion in real estare assets in the United Stares and Canada. Call or write one of the firms in your area for timely solurions to your real esrare problems or TO enhance the value of your real estare investments. With an AMO" firm, you're not only getting a service, you're getting a partner! Sincerely, Jo Anne Corbin. CPM' Alliance Commercial Real Estate Services, Inc., AMO" 1997 President Institute of Real Estate Management AMO"... the mark of distinction among real estate management fern. ® IRENI Institute of Real Estate Management Why Astute Investors Choose AMO Finns In today's complex real estate markets, selecting the right real estate management firm is one of the most important decisions owncrs and investors can make. With more than 10,000 real estate management firms to choose from, this can be a difficult decision. That's why asmre investors choose ACCREDITED MANAGE- MENT ORGANIZATION (AMO) firms. These investors know that, with AMO firms, they will gee Accreditation A firm chats accredited is set apart from chose that aren't as having met higher standards. IREM alone accredits real estate management firms and awards the AMO designation co chose that meet its stringent criteria. Fewer than 700 firms in the United Scares and Canada have qualified for this prestigious designation, Stability An AMO firm has beery in the real estate management business for at least three years —and most AMO firms have been in business for many more. This translates into the experience and financial stability investors are seeking. Honesty and Integrity AMO firms are sworn to uphold minimum standards and a Code of Professional Ethics which is enforced by IREM. Professional Management Staff The real < state management activity of every AMO member firm is supervised and directed by a CERTIFIED PROPERTY MANAGER member of IREM. CPM° is the most widely recognized designation in the real estate management arena. A CPM member at each AMO firm has completed IREM's advanced -level course on "Managing the Management Company" in addition to having met the rigorous criteria needed to become a CPM. Insurance Protection Every AMO firm is required to carry a fidelity bond and depositor's forgery and alterations coverage —and IREM is notified if this coverage is ever lost. In addition, this insurance must meet strict criteria governing exclusions, deductibles, and the insurance company's raring. Reputation AMO firms have served the real estate industry since 1946, and IREM's consistent growth is indicative of the value of the AMO designation. Today, an elite group of over 1,200 AMO offices manage: . $88 billion in real estate assert . l.5 million residential units . 600 million square feet of commercial space Areas of Specialty Most AMO firms specialize in real estate management, although over one -third characterize themselves as full- service real estate firms. There are over 650 AMO headquarters offices and just as many branch offices. AMO firms operate in almost every state and Canadian province and some have offices in foreign countries. A number of the firms operate on a regional basis and are able to provide services to all of your properties, no matter where they are located. To help you find the AMO firm that's right for your investment properry, this directory lists the areas of specialty of each AMO firm. The letter codes accompany- ing each AMO listing refer to the real estate management services each office provides as indicated by the firm. The number codes accompanying each AMO listing refer to the other real estate services the firm can provide. Individual firms should be consulted for further details. Principal contacrs at each AMO are indicated by a diamond (10). Property types: A Conventional apartments C Condominiums F Federally assisted housing H Cooperative housing 1 Industrial parks M Mobile home parks 0 Office buildings P Public housing R Retail properties and shopping centers S Single-family homes T Hotels and motels W Warehouses and miniwarehouses Other services: 1 Brokerage 2 Leasing 3 Construction services 4 Consulting 5 Appraisal 6 Financing 7 Tax appeals 8 Maintenance 9 Facilities management Vr Institute of Real Estate Management MINIMUM STANDARDS AND CODE OF ETHICS FOR AN ACCREDITED MANAGEMENT ORGANIZATION Raved November 1995 An ACCREDITED MANAGEMENT ORGANIZATION (AMU). when complying with she following practices and pruxdures. shall be deemed confirming w the minimum seandards and Code of Ethia established by the Institute of Real Estate Management for the ACCREDITED MANAGEMENT ORGANIZATION. Relations with Clients and Public An ACCREDITED MANAGEMENT ORGANIZATION must engage in property management on a Fee basis. M ACCREDITED MANAGEMENT ORGANIZATION shall be capable of performing duties for clients including bur not limited to: Collection of rent and assessments. Supervision of employees at the properties, Contact with tenants and oumen in regard to complaints, Purchase of minor operating supplies and repairr, Hiring and dismissal of employees at the properties, Purchase of major repairs (e.g., roofs, exterior paint, masonry), Purchase of major supplies (e.g.. fuel), Preparation of specifications covering major expenditures. Consultation on major replacements, additions, or remodeling. Negotiation of leases. Ordering and supervision of tenant decorating, Obtaining competitive bid; on major repairs and alterations. Preparation of payroll deductions, social security Taxes. etc.. Payment of real estate and personal property Taxes. Recommendations about rental rates, Preparation of operating budgets, or Other management activities. An ACCREDITED MANAGEMENT ORGANIZATION Shall exert due diligence for the protection of clients funds against ill foreseeable conungencia. The deposit of such funds in an escrow. [ruse or agency account with an FDIC or equivalently insured financial institution, or as otherwise required by the management agreement, shall constitute due diligence. An ACCREDITED MANAGEMENT ORGANIZATION shall not permit any of its employees to make any misleading or inaccurate representations to the public. An ACCREDITED MANAGEMENT ORGANIZATION shall have at last one (1) CERTIFIED PROPERTY MANAGER (CPM) in an executive position who directs and supervises the property management activity of the firm. An ACCREDITED MANAGEMENT ORGANIZATION shall conduct ics Operation in such a manner so as co comply with the Code of Professional Ethics as prescribed for a CERTIFIED PROPERTY MANAGER and shall be responsible for the conduct of its employes and others over whom it KIS supervision Or Camel. Any actions by an ACCREDITED MANAGEMENT ORGANIZATION emanating from is headquarters office or any of is branch offices or occurring at any of the properties it manages shill be subject to these Minimum Standards and Code of Ethics. An ACCREDITED MANAGEMENT ORGANIZATION shall consandy strive to achieve and maintain a sound business reputation in the community and shill encourage is employees and asurlates to rake leadership roles in local. civic, and governmental organizations. Each ACCREDITED MANAGEMENT ORGANIZATION shall, whenever possible. have a written management agreement with each of its clients. ■ `w IREM Operating Practices M ACCREDrrcD MANAGEMENT ORGANIZATION shall use due diligence in selecting and placing tenants for its dents so es co ensure stability of the properties in compliance with ill ( del. sate. and loci laws and regulations. An ACCREDITED MANAGEMENT ORGANIZATION shall not deny nor permit any of its employees co deny equal anploymatt opponuniry or equal proiasiord services to any persona for rams of race. gender, religion. familial status, national origin, age or handicap. An ACCREDITED MANAGEMENT ORGANIZATION shall rigorously and legally pursue the collection of any rental accounts to inwm prompt payment of rents and revenues when due. In accordance with the mumps-mu agreement. an ACCREDITED MANAGEMENT ORGANIZATION shall, on behalf of the diem, demonstrate its apenence, with diligence and imagination, in the makaing and merchandising of rental space. In accordance with the managanem agreement. an ACCREDITED MANAGEMENT ORGANIZATION shill disburse the funds of the client in such a manner so as to make prompt payment of all obligations as they become due or as requested by ahc client. In accordance with the management agreement, an ACCREDITED MANAGEMENT ORGANIZATION shall make reasonable efforts co conserve the resources of the client and shall cake Rill advantage of discounts, purchasing oppormnitia. and other ethical meths ac its disposal when purchasing or contacting for supplies. screica, or material on behalf of the client. An ACCREDITED MANAGEMENT ORGANIZATION shall at all times keep and maintain accurate financial records properly marked for identification canccrnine the properties managed for Indian and shall tender a statement of receipts and disbursements in accordance with the Management agreement in sufficient detail to reflect an account For the funds a the client and the status of the property. Such raards shill be available fa inspection at all rawnablc times ' by each tame-rim client. In accordance with the managemrni agreement. an ACCREDITED MANAGEMENT ORGANIZATION shall make Or came to bc made regular physical insoeaions of the properties of Its clients and shall not neglect to keep its clients informed as to the condition of their properties. The (nquency of regular inspections swill be as mutually agreed upon with the dime. An .ACCREDITED MANAGEMENT ORGANIZATION shall endeavor to expend funds of its clients with wisdom and integrity so as to achieve the greatest benefit For its clients. An ACCREDITED MANAGEMENT ORGANIZATION shill not commingle in funds with any of the funds of its management clients bus shall deposit ill such funds in an FDIC or equivalently insured financial instimdon or as otherwise may be directed in writing by the client. and all such receipts and revenues shall bc deemed to bc trust funds held in Nusr For diem, or +limn' accounts or as athcrvise provided m the management age ecru ea:. An ACCREDITED MANAGEMENT ORGANIZATION shall have sufficient staff and administration to ensure rho amble handling of the clients property during any absence Of the aecutive CEM5FIED PROPERTY MANAGER from also office. Neither an ACCREDITED MANAGEMENT ORGANIZATION nor any person connected with it shall receive from third panne or Suppliers rebates, gifts with a value of more than fifty dollars (S50), or whet consideration in connection with the management or property which is not disclosed to the client. Neither an ACCREDITED MANAGEMENT ORGANIZATION nor others of the organizatio ngaged in psopercT management shall hold themselves out to anyone as being an ACCREDITED MANAGEMENT ORGANIZATION at any time before it is accredited or aria rile capitation or revocation of any accreditation. An ACCREDITED MMUCEMENT ORGANIZATION shall advise the client of the need to obtain proper insurance. M ACCREDITED MANAGEMENT ORGANIZATION shall gain urn the neganauon OF union contracts when alld upon to do so. Relations with the Institute of Real Estate Management An ACCREDrTEO MANAGEMENT ORGANIZATION scull remain in full compliance With all rules and regulations governing the ACCREDITED MANAGEMENT ORGANtunON program and shall report to the Institute of Real Estate Management in a timely fashion any changes within the firm that may affect in status as an ACCREOrsED MANAGEMENT ORGANIZATION. Page 26 North Carolina AMO® Firms High Point Craven-Johnson- Pollock, Inc. 615 N. Hamilton St. P.O. Box 1207. 27201 (910) 884-4555 York Properties, Inc. oI Fax: prty ype4 -8110 0 Cameron St, 27605 Property types: Other services: Fax: 821-1350 9828 - Other services: 1,2,4,9 Fax: (919) 828 -9240 Johnson, Harold P. Property types: Mason, Frank N. C,ORLW,A Other services: 1.2,4,8,9 Grass, Carolyn H. Words, Hal V, IH Worth. Lynne Clark York, G. Smedes *Spectrum Pt.4...fl.. Management Co. 4000 West ('ha• Blvd, Ste. 140, 27607 (919) 832 -1140 Fax: (919) 832 -1228 Property types: 0 Huntersville §Spectrum Properties Management Co. Huntersville Business Park, 13801 Reese Blvd. West, Ste. 300, 28078 (704) 875 -0100 Fax: (704) 875 -0102 Property types: 0,W Raleigh §Daniel Realty Services 4505 Falls of Neuse, Ste. 500, 27609 (919) 872 -8270 Fax: (919) 872 -2374 §Drucker & Falk 7200 Stonehenge, Ste. 211, 27613 -1620 (919) 846 -7300 Fax: (919) 846 -9771 Property types: F,O,R,LW,MA,H Buch, Jere R. §Goodman Segar Hogan Hoffler 4011 W. Chase Blvd., Ste. 225, 27607 (919) 839 -5900 Fax: (919) 839 -5901 *Spectrum Properties Management Co. 150 Fayetteville Street Mall, Ste. 1300, 27601 (919) 832 -0768 Fax: (919) 832 -1458 Property types: 0 Winston -Salem §Spectrum Properties Management Co. 200 W. Second St., 27101 (919) 725 -1821 Fax: (919) 725 -6918 Property types: 0,W NORTH DAKOTA 70 • Principal Fargo Goldmark Property Management, Inc 1112 Nodak Dr S W., Ste. 200, P.O. Box 3024, 58103 (701) 235 -2920 Fax: (701) 239 -5837 Property types: A,C,S,F,O,R.W Grand Forks *Insignia Management Group, L.P. 925 N. 43rd St, Ste. K95, 58203 (701) 775 -0597 Fax: (701) 775 -9875 Property types: A,F2 contact § Branch Office MEM Ohio OHIO Akron §The Galbreath Co. 1 Caerad, Plaza, 44308 (216) 376-5566 Fax: (216) 376 -1815 Riverview Management Company 1765 Merriman Rd., 44313 (216) 836-0721 Fax: (216) 864 -8094 Burrows, David B.• Canton Royal Estate Corp. 1327 Market Ave. North, 44714 (330) 454 -3700 Fax: (330) 454-4368 Property types: F,O,R,A,C,H,LS,W Other services: 1,2,3,4,7,8.9 Webster, Charles L. Cincinnati §Axiom Real Estate Management, Inc. 600 Vine Si, Ste. 2700, 45202 (513) 241 -9931 Fax: (513) 241 -9242 Property types: 0,I Other services: 2,9 *CB Commercial Real Estate Group, Inc 201 E. Fifth Si, Ste. 1510, 45202 -3959 (513) 369-1300 Fax: (513) 241 -2291 Property types: 0,R,I,W §Insignia Management Group, L.P. 12159 Sycamore Terrace Dr., Ste. 5, 45249 (513) 469 -6144 Fax: (513) 469 -6211 Property types: A See Page v for Specialties Page 27 11Ko1 Management Services, Inc • 6 E. Fourth St.. 11th FI., 45202 (513) 763 -7600 Fax. (513) 763 -7615 Property types: ORLW Other services: 1.2.3,4,6.8,9 §Mathews - Click- Bauman, Inc 120 E. Fourth St, Ste. 750, 45202 (513) 241 -1492 Fax: (513) 241 -8838 Property types: 0,W,I,A.C.R Otha services: 1,2,3,4,5,8,9 Babbitt, Jane C. Cox, Clarence W. Droesch, David W. Gibbons, Gail IC. Plattner, Paul M. §Midland Group 10200 Alliance Rd., 45242 (513) 891 -2323 Fax: (513) 891 -2467 Property types: R Other services: 1,2,3 Nelson & Associates, Inc. 2516 Park Ave., 45206 (513) 961 -6011 Fax: (513) 961 -6050 Property types: H F P A,C,0 Nelson, Ramona M. §Nooney Krombach Co. 8220 Northcreek Dr., 45236 (513) 891 -8524 Fax: (513) 891 -8547 Property types: 0,LW Normar Corp. 3091 Shadycrest Dr., 45239-4258 (513) 931 -1030 Fax: (513) 728 -3927 Property types: R,A,C,F,O,H,S,M,W Denhart, Norbert J. §Ostendorf- Morris Co. 525 Vine St., 17th FL, 45202 (513) 421-4884 Fax: (513) 421 -1215 Property types: 0,R,I,W Elliott, Alan G., Jr. 71 The GOLD Culture INTEGRITY We promote integrity through our respect for individuals and the company, communication of expectations, equity and consistency and fairness in our actions. This integrity spans all boundaries which include honesty in our conversations and conduct to foster long -term relationships. ACHIEVEMENT We continually strive to find better ways to achieve our company and personal goals. The Company is dedicated to providing training and growth opportunities for its team members. They can, in turn, capitalize on these opportunities in order to create the environment for a secure future. TEAMWORK We demonstrate individual responsibility to the team effort by being team players. We recognize that a team player contributes to the team's success with a willingness to make individual sacrifices. We foster teamwork within the company and through involvement within our community. EXCELLENCE We work to do our best in everything we do and strive for personal excellence by surpassing expectations. We distinguish ourselves through superior performance, thereby achieving exceptional results. INNOVATION We create a work culture where team members feel free to practice independence of thought and where their personal strengths and potential are valued and utilized. Team members are recognized for enthusiasm, motivation, persistence, and dedication. We encourage innovative thinking that promotes beneficial change. GOLDMARK Page 28 ice+ 1 29da clams 515 Little Canada Road, Little Canada, MN 55117 -1600 (612) 484 -2177 / FAX: (612) 484 -4538 MEMORANDUM TO: Mayor Fahey & Members of the City Council FROM: Joel Hanson, City Administrator DATE: November 6, 1997 RE: Country Drive Property Acquisition MAYOR Michael I. Fahey COUNCIL Beverly Scalze Jim LaVaile Steve Morelan Bob Pedersen ADMINISTRATOR Joel R. Hanson Attached is a Voluntary Offer to Sell Real Estate form executed by Phil Franklin of Franklin Drywall of 2825 Country Drive. Mr Franklin is constructing a new building on Viking Drive and is interested in selling this property. Given the fact we have funds available in this TIF district and we have the opportunity to buy from a willing seller (lower acquisition costs), I would recommend we authorize an appraisal of this property to serve as the basis for acquisition. JRH:kpv Enclosure Page 29 NOV- 4 -97 TUE 17:22 CITY OF LITTLE CANADA FAX N0. 484 4538 P.02 VOLUNTARY OFFER TO SELL REAL ESTATE As the owner(s) of the property located at 4)t'z,i/r,J 4/7, within the City of Little Canada, (street addiess) Ramsey County, Minnesota; I .ta67' hereby request the City to purchase my Noma property subject to the following conditions: My (ag asking price . for the property and improvements is $ /0 S— %'Sjrcc`2==- . I (we) understand that the City's offer to purchase will be supported by an estimate of value as determined by an independent property appraiser to be selected by the City. In the event that the appraisal is less than the asking price, then the value indicated in the appraisal will be the City's offer. it note r; ?.tf 1-0 reAise 0, +7'5 o (fey?, The offer to sell is made on a voluntary basis and, as such, I wet- agree to waive any and all claims for relocation benefits which may be payable pursuant to the Uniform Acquisition and Relocation Act. No listing fees or sales commissions are to be paid by the City to a third party for services associated with this sale. if any such fees are payable, they are the responsibility of the seller. It is understood that ad valorem real estate taxes due and payable in the year of sale shall be prorated between seller and buyer to the date of closing. It is further understood that payment of all levied special assessments, if any, shall be the responsibility of the seller. * I Me) understand the City may choose not to acquire my (tar) property at the sole discretion of the City. /� This offer to sell is dated this 7- day of "�71''ez °�"/%%% • 199 . Owner Pf //Z // v . f.r< /9/L -,r L.' -4 By Owner st NOV- 4 -97 TUE 5:54 PM 484 4538 Page 30 F. 2 c‘4 9'We ceG;~ea, 515 Little Canada Road, Little Canada, MN 55117-1600 (612) 484 -2177 / FAX: (612) 484 -4538 November 5, 1997 TO: Mayor Fahey and Members of the City Council FROM: Kathy Glanzer, Deputy Clerk RE: Advertise Vacancies on the Parks & Recreation Commission and Planning Commission MAYOR Michael 1. Fahey COUNCIL Beverly Scalze Jim LaValle Steve Morelan Bob Pedersen ADMINISTRATOR Joel R. Hanson The following terms of office expire on December 31, 1997: Planning Commission — Gene DeLonais and Dennis Carson Parks & Recreation Commission — Howard Remerowski and Roger Christensen Therefore, staff requests authorization to advertise these vacancies with appointment to be considered by the Council at its December meeting. Page 31 A RESOLUTION AUTHORIZING THE CLOSURE OF FUND 569 1993 STREET IMPROVEMENTS CONSTRUCTION FUND AND TRANSFERRING THE REMAINING BALANCE TO FUND 450 INFRASTRUCTURE C.I.P. FUND WHEREAS, The obligations of the 1993 Street Improvements construction fund have been completed; and, WHEREAS, The remaining fund balance for this fund is $64,291; NOW THEREFORE BE IT RESOLVED BY THE COUNCIL OF THE CITY OF LITTLE CANADA, MINNESOTA That Council hereby authorizes the transfer of the remaining fund balance to the Infrastructure C.I.P. Fund (Fund 450) and the closure of the 1993 Street Improvements Construction Fund (Fund 569) ; The motion for the adoption of the foregoing resolution was seconded by Council Member and upon vote taken thereon, the following voted in favor thereof: Fahey, LaValle, Morelan, Pedersen, and Scalze; and the following voted against the same: None. Whereupon said resolution was declared duly passed and adopted. 11/4/97 Page 32 4 , , Ydia 3ainaa 515 Little Canada Road, Little Canada, MN 55117 -1600 (612) 484 -2177 / FAX: (612) 484 -4538 November 5, 1997 TO: Mayor Fahey and Members of the City Council FROM: Kathy Glanzer, Deputy Clerk RE: City Administrator's Performance Evaluation MAYOR Michael I. Fahey COUNCIL Beverly Scalze Jim LaValle Steve Morelan Bob Pedersen ADMINISTRATOR Joel R. Hanson It is once again time to schedule the City Administrator's performance evaluation. One option would be to schedule the evaluation at a workshop meeting at 6:30 P.M. prior to the November 26th regular Council meeting. Unless, however, that date is necessary to hold another budget workshop meeting prior to the December 2"d Truth In Taxation Hearing. Please bring your calendars to Wednesday's meeting in order to assist in choosing a date that is most convenient. Page 33 515 Little Canada Road, Little Canada, MN 55117 -1600 (612) 484 -2177 / FAX: (612) 484 4538 November 5, 1997 TO: Mayor Fahey and Members of the City Council FROM: Kathy Glanzer, Deputy Clerk RE: Change in December Council Meeting Schedule MAYOR Michael L Fahey COUNCIL Beverly Scalze Jim LaValle Steve Morel= Bob Pedersen ADMINISTRATOR Joel R. Hanson As you may recall, for the past few years, the Council has held only one regular meeting during the month of December. That meeting has typically been scheduled on the third Wednesday of December. Staff would recommend the continuance of this policy and suggests that one regular meeting of the Council be scheduled for Wednesday, December 17th, at 7:30 P.M. Just a reminder — the City's Truth In Taxation Hearing is scheduled for Tuesday, December 2nd, at 7:00 P.M. Page 34 515 Little Canada Road, Little Canada, MN 55117 -1600 (612) 484 -2177 / FAX: (612) 484 -4538 MEMORANDUM TO: Mayor Fahey & Members of the City Council FROM: Joel R. Hanson, City Administrator DATE: November 6, 1997 RE: 1998 Audit Contract MAYOR Michael I. Fahey COUNCIL, Beverly 5calze Jim LaValle Steve Morelan Bob Pedersen ADMINISTRATOR Joel R. Hanson Attached is the proposed contract for audit services for fiscal year 1997. This is the third year of the three year agreement between the City and Tautges, Redpath, Inc. It is my recommendation that we approve the contract as presented. JRH:kpv Enclosure Page 35 November 3, 1997 TAUTGES, REDPATH & CO., LTD. c69T 1iT_D PUBLIC ACCOUNTANTS Joel Hanson, City Administrator City of Little Canada 515 Little Canada Road Little Canada, MN 55117 Dear Joel: Enclosed are two copies of our standard Agreement for Auditing/Accounting Services for the year ending December 31, 1997. This contract is similar to last years contract. The scope of our services include the following: • Financial audit of the City • State Legal Compliance Audit • Preparation of the Annual Financial Report • Management Letter Federal law requires that the City have an Annual Federal Compliance Audit if the City expends $300,000 or more of federal grants or aids per year. Please advise our office of your expected level of federal aid so that we may plan for an expanded scope of audit as may be required. For the 1997 audit, we commit to the $17,500 fee in accordance with our three year proposal approval December 20, 1995. This fee is based on anticipated cooperation from City personnel and the assumption that unexpected circumstances will not be encountered. If significant additional time is necessary, we will discuss it with you before we incur additional costs. Upon the approval of this agreement by your Council and execution, please return one copy to our office and retain the other copy for your files. Your early consideration of this contract will assist us in preparing our 1997/1998 audit schedule and will be greatly appreciated. If you have any questions, please don't hesitate to call. Sincerely, TAUTGES, REDPATH & CO., LTD. Mark C. Gibbs, CPA 4510 White Bear °e Page 36 4X 426 -5004 Member of HLB internat'onai November 3, 1997 City of Little Canada 515 Little Canada Road Little Canada, MN 55117 T.4UTGES, REDPATH & CO., LTD. CERrrfEC °uBDC ACCOUNTANTS We are pleased to confirm our understanding of the services we are to provide the City of Little Canada, Minnesota for the year ending December 31, 1997. The scope of services includes the following: • We will audit the general purpose financial statements of the City of Little Canada, Minnesota as of and for the year ending December 31, 1997. We will provide an "in- relation-to" opinion on the combining, individual fund and account group financial statements. The statistical section will not be subjected to the auditing procedures applied in our audit of the general purpose financial statements. • Preparation of Annual Financial Report. • Preparation of separate Management Report. Our audit will be conducted in accordance with generally accepted auditing standards, the standards for financial audits contained in Government Auditing Standards, issued by the Comptroller General, and the minimum procedures for auditors as prescribed by MS 6.65, and will include tests of the accounting records of the City of Little Canada, Minnesota and other procedures we consider necessary to enable us to express an unqualified opinion that the general purpose financial statements are fairly presented, in all material respects, in conformity with generally accepted accounting principles. If our opinion is other than unqualified, we will fully discuss the reasons with you in advance. If, for any reason, we are unable to complete the audit, we will not issue a report as a result of this engagement. The management of the City of Little Canada, Minnesota is responsible for establishing and maintaining internal control. In fulfilling this responsibility, estimates and judgments by management are required to assess the expected benefits and related costs of the controls. The objectives of internal control are to provide management with reasonable, but not absolute, assurance that assets are safeguarded against loss from unauthorized use or disposition and that transactions are executed in accordance with management's authorizations and recorded properly to permit the preparation of general purpose financial statements in accordance with generally accepted accounting principles. n While Bear 3:... Page 37 FAX 2,95-50041 Miemoer of HLu ":emotional In planning and performing our audit for the year ended December 31, 1997, we will consider the internal control in order to determine our auditing procedures for the purpose of expressing our opinion on the City of Little Canada, ivfinnesota's general purpose financial statements and not to provide assurance on the internal control. We will obtain an understanding of the design of the relevant controls and whether they have been placed in operation, and we will assess control risk. Tests of controls may be performed to test the effectiveness of certain controls that we consider relevant to preventing and detecting errors and fraud that are material to the general purpose financial statements and to preventing and detecting misstatements resulting from illegal acts and other noncompliance matters that have a direct and material effect on the general purpose financial statements. (Tests of controls are required only if control risk is assessed below the maximum level.) Our tests, if performed, will be less in scope than would be necessary to render an opinion on the internal control and, accordingly, no opinion will be expressed. We will inform you of any matters involving internal control and its operation that we consider to be reportable conditions under standards established by the American Institute of Certified Public Accountants. Reportable conditions involve matters coming to our attention relating to significant deficiencies in the design or operation of the internal control that, in our judgment, could adversely affect the entity's ability to record, process, summarize, and report financial data consistent with the assertions of management in the general purpose financial statements. Compliance with laws, regulations, contracts, and grant agreements applicable to the City of Little Canada, Minnesota is the responsibility of the City of Little Canada, Minnesota's management. As part of obtaining reasonable assurance about whether the general purpose financial statements are free of material misstatement, we will perform tests of the City of Little Canada, Minnesota's compliance with certain provisions of laws, regulations, contracts, and grants. However, the objective of our audit will not be to provide an opinion on overall compliance with such provisions, and we will not express such an opinion. Our procedures will include tests of documentary evidence supporting the transactions recorded in the accounts, and may include tests of the physical existence of inventories, and direct confirmation of receivables and certain other assets and liabilities by correspondence with selected individuals, creditors, and financial institutions. We will request written representations from your attorneys as part of the engagement, and they may bill you for responding to this inquiry. At the conclusion of our audit, we will also request certain written representations from you about the financial statements and related matters. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements; therefore, our audit will involve judgment about the number of transactions to be examined and the areas to be tested. Also, we will plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. Because of the concept of reasonable assurance and because we will not perform a Page 38 detailed examination of all transactions, there is a risk that material errors, fraud, or other illegal acts may exist and not be detected by us. However, we will inform you of any material errors and any fraud that come to our attention. We will also inform you of any other illegal acts that come to our attention, unless clearly inconsequential. Our responsibility as auditors is limited to the period covered by our audit and does not extend to matters that might arise during any later periods for which we are not engaged as auditors. We understand that you will provide us with the basic information required for our audit and that you are responsible for the accuracy and completeness of that information. We will advise you about appropriate accounting principles and their application, but the responsibility for the financial statements remains with you. This responsibility includes the establishment and maintenance of adequate records and related internal control structure policies and procedures, the selection and application of accounting principles, and the safeguarding of assets. Management is also responsible for identifying and ensuring that the entity complies with applicable laws and regulations. We understand that your employees will type all cash or other confirmations we request and will locate any invoices selected by us for testing. We understand the workpapers for this engagement are the property of Tautges, Redpath & Co., Ltd. and constitute confidential information. However, we may be requested to make certain workpapers available to certain regulators pursuant to authority given to it by law or regulation. If requested, access to such workpapers will be provided under the supervision of Tautges, Redpath & Co., Ltd. personnel. Furthermore, upon request, we may provide photocopies of selected workpapers to regulators. The regulator may intend, or decide, to distribute the photocopies of information contained therein to others, including other governmental agencies. Our audit is not specifically designed and cannot be relied on to disclose reportable conditions, that is, significant deficiencies in the design or operation of the internal control structure. However, during the audit, if we become aware of such reportable conditions or ways that we believe management practices can be improved, we will communicate them to you in a separate letter. Our fee for these services will be at our governmental audit hourly rates plus out -of- pocket costs (such as report reproduction, typing, postage, travel, copies, telephone, etc.) except that we agree that our gross fee, including expenses, will not exceed $17,500. Our hourly rates vary according to the degree of responsibility involved and the experience level of the personnel assigned to your audit. Our invoices for these fees will be rendered each month as work progresses and are payable on presentation. If we elect to terminate our services for nonpayment, you will be obligated to compensate us for all time expended and to reimburse us for all out -of- pocket expenditures through the date of termination. The above fee is based on anticipated cooperation from your personnel and the assumption that unexpected circumstances will not be encountered during the audit. If significant additional time is necessary, we will discuss it with you and arrive at a new fee estimate before we incur the additional costs. Page 39 Government Auditing Standards -1994 Revision requires that we provide you with a copy of our most recent quality control review report. Our 1995 peer review report accompanies this letter as Appendix A. We appreciate the opportunity to be of service to the City of Little Canada, Minnesota and believe this letter accurately summarizes the significant terms of our engagement. If you have any questions, please let us know. If you agree with the terms of our engagement as described in this letter, please sign the enclosed copy and return it to us. Very truly yours, TAUTGES, REDPATH & CO., LTD. David J. Mol, CPA RESPONSE: This letter correctly sets forth the understanding of the City of Little Canada, Minnesota: By: By: Title: Title: Date: Date: Page 40 c4 2541/ee ceamaa 515 Little Canada Road, Little Canada, MN 55117 -1600 (612) 484 -2177 / FAX: (612) 484 -4538 November 7, 1997 TO: Mayor Fahey and Members of the City Council FROM: Joel R. Hanson, City Administrator RE: Curbing at Intersection of Keller Parkway and Arcade Street MAYOR Michael 1. Fahey COUNCIL Beverly Scalze Jim LaValle Steve Morelan Bob Pedersen ADMINISTRATOR Joel R. Hanson In further reviewing this situation, it appears the above - referenced intersection was not constructed as designed (see attached diagram). At this time I have not been able to determine how that came to be. Paul Heuer has met with Ken Haider, Public Works Director for the City of Maplewood. Mr. Haider is agreeable to modifying the roadway to achieve the design width. However, he is not willing to modify the node on the east side to the degree necessary to prevent traffic from being forced into Arcade's southbound lane. Our staff feels that if the road had been built as designed, that problem would not exist. Mr. Haider feels his City Council would have to be brought into the discussion if this change was to be implemented. Paul Heuer will be present at Wednesday's meeting and will have diagrams depicting the current condition, the alternative Maplewood would agree to, and the design which was included in the plans and specifications. At this point in time, it appears we will need to convince the Maplewood City Council of the necessity to modify this road back to the original design. It is my assumption this will meet with vehement opposition by the property owner on that corner and could result in the Maplewood City Council vetoing this request. Cooperation between the two cities is imperative as this section is within Maplewood's boundary and they still owe us for the work on this road. Your direction is needed as to how you would like us to proceed. Page 41 Page 42 515 Little Canada Road, Little Canada, MN 55117 -1600 (612) 484 -2177 / FAX: (612) 484 -4538 MEMORANDUM TO: Mayor Fahey & Members of the City Council FROM: Joel R. Hanson, City Administrator DATE: November 6, 1997 RE: Civil Defense Ordinance MAYOR Michael 1. Fahey COUNCIL Beverly Scalze Jim l.aValle Steve Morelan Bob Pedersen ADMINISTRATOR Joel R. Hanson Attached is a draft of the proposed civil defense ordinance we discussed at our last Council meeting. This is modeled after the ordinance proposed by the Association of Minnesota Emergency Managers. I have made some minor modifications in it to reflect our needs. This agreement has been reviewed by Don Smiley and he is in agreement with it. The City Attorney is also conducting his review. Subject to any modifications you make and to any comments by the City Attorney, it is my recommendation we adopt this ordinance as proposed. JRH:kpv Enclosure Page 43 CITY OF LITTLE CANADA ORDINANCE NO. AN ORDINANCE AMENDING SECTION 210 OF LITTLE CANADA'S MUNICIPAL CODE RELATING TO CIVIL DEFENSE The City Council of the City of Little Canada hereby ordains: Section 1. Chapter 210 of the Little Canada City Code is hereby amended in its entirety to read as follows: 210. CIVIL DEFENSE 210.010. POLICY AND PURPOSE. Because of the existing possibility of the occurrence of disasters of unprecedented size and destruction resulting from fire, flood, tornado, blizzard, destructive winds or other natural causes, or from sabotage, hostile action, or from hazardous material mishaps of catastrophic measure; and in order to insure that preparations of this City will be adequate to deal with such disasters, and generally, to provide for the common defense and to protect the public peace, health, and safety, and to preserve the lives and property of the people of this City, it is hereby found and declared to be necessary: A. To establish a City emergency management organization responsible for City planning and preparation for emergency government operations in time of disasters; B. To provide for the exercise of necessary powers during emergencies and disasters; C. To provide for the rendering of mutual aid between this City and other political subdivisions of this State and of other states with respect to the carrying out of emergency preparedness functions; and D. To comply with provisions of Minnesota Statutes, Chapter 12, Section 12.25, which requires that each political subdivision of Minnesota shall establish a local organization for emergency management. 210.020. DEFINITIONS. A. Emergency management means the preparation for and the carrying out of all emergency functions, other than functions for which military forces are primarily reponsible, to prevent, minimize and repair injury and damage resulting from disasters caused by fire, flood, tornado and other acts of nature, or from sabotage, hostile action, or from industrial hazardous material mishaps. These functions include, without limitation, fire - fighting services, police services, emergency medical services, engineering, warning services, communications, radiological, chemical, evacuation, congregate care, emergency transportation, existing or properly assigned functions of Page 1 of 6 Page 44 plant protection, temporary restoration of public utility services and other functions related to civil protection, together with all other activities necessary or incidental for carrying out of the foregoing functions. Emergency management includes those activities sometimes referred to as "Civil Defense" functions. B. Disaster means a situation which creates an immediate and serious impairment to the health and safety of any person, or a situation which has resulted in or is likely to result in catastrophic loss to property, and for which traditional sources of relief and assistance within the affected area are unable to repair or prevent the injury or loss. C. Emergency means an unforeseen combination of circumstances which calls for immediate action to prevent from developing or occurring. D. Emergency management forces means the total personnel resources engaged in city- level emergency management functions in accordance with the provisions of this resolution or any rule or order thereunder. This includes personnel from City departments, authorized volunteers, and private organizations and agencies. E Emergency management organization means the staff element responsible for coordinating city-level planning and preparation for disaster response. This organization provides City liaison and coordination with federal, state and local jurisdictions relative to disaster preparedness activities and assure implementation of federal and state program requirements. 210.030. ESTABLISHMENT OF AN EMERGENCY MANAGEMENT ORGANIZATION. There is hereby created with the City government an emergency management organization which shall be under the supervision and control of the City Emergency Management Director, hereinafter called the "Director." The Director shall be appointed by the City Council for an indefinite term and may be removed by them at any time. The Director shall serve at a salary determined by the City Council and shall be paid his/her necessary expenses pursuant to City policy. The Director shall have direct responsibility for the organization, administration and operation of the emergency preparedness organization, subject to the direction and control of the City Council. 210.040. POWERS AND DUTIES OF THE DIRECTOR. A. The Director, with the consent of the Council, shall represent the City at any regional or state conference for emergency management. The Director shall develop proposed mutual aid agreements with other political subdivisions of the state for reciprocal emergency management aid and assistance in an emergency too great to be dealt with unassisted, and shall present such agreements to the Council for its action. Such arrangements shall be consistent with the State Emergency Plan B. The Director shall make studies and surveys of the manpower, industries, resources and facilities of the City as deemed necessary to determine their adequacy for emergency Page 2 of 6 Page 45 management and to plan for their most efficient use of time in an emergency or disaster. C. The Director shall prepare a comprehensive emergency plan for the emergency preparedness of the City and shall present such plan to the Council for its approval. When the Council has approved the plan by resolution, it shall be the duty of all City agencies and all emergency preparedness forces of the City to perform the duties and functions assigned by the plan as approved. The plan may be modified in like manner from time to time. The Director shall coordinate the emergency management activities of the City to the end that they shall be consistent and fully integrated with the emergency plan of the Federal Government and the State and correlated with emergency plans of other political subdivisions within the State. D. In accordance with the State and County Emergency Plan, the Director shall institute such training programs, public information programs and conduct practice warning alerts and emergency exercises as may be necessary to assure prompt and effective operation of the City Emergency Plan when a disaster occurs. E. The Director shall utilize the personnel, services, equipment, supplies and facilities of existing departments and agencies of the county to the maximum extent practicable. The officers and personnel of all such departments and agencies shall, to the maximum extent practicable, cooperate with and extend such services and facilities to the City Emergency Management organization and to the Governor upon request. The head of each department or agency in cooperation with the director shall be responsible for the planning and programming of such emergency activities as will involve the utilization of the facilities of the department or agency. F. The Director shall, in cooperation with existing City departments and agencies affected, assist in the organizing, recruiting and training of such emergency management personnel, that may be required on a volunteer basis to carry out the emergency plans of the City and State. To the extent that such emergency personnel are recruited to augment a regular City department or agency for emergencies, they shall be assigned to such departments or agencies and shall be under the administration and control of said department or agency. G. Consistent with the State emergency services law, the Director shall coordinate the activities of municipal emergency management organizations within the county and assist in establishing and conducting training programs as required to assure emergency operational capability in the several services (Minnesota Statutes, Chapter 12, Section 12.25). H. The Director shall carry out all orders, rules and regulations issued by the Governor with reference to emergency management. Page 46 I. The Director shall act as principal aide and advisor to the City official responsible for direction and control of all City emergency operations during an emergency. The Director's main responsibility is to assure coordination among the operating departments, non - governmental groups, and with higher and adjacent governments. J. The Director shall prepare and submit such reports on emergency preparedness activities as may be requested by the City Council. K. The Director shall also be responsible for maintaining the emergency warning system in good operating condition and shall recommend upgrades or replacement of the system as warranted. 210.050. LOCAL EMERGENCIES. A. A local emergency may be declared only by the Mayor of the municipality or Chair of the County Board of Commissioners or their legal successors. It shall not be continued for a period in excess of three days except by or with the consent of the governing board of the political subdivision. Any order, or proclamation declaring, continuing, or terminating a local emergency shall be given prompt and general publicity and shall be filed promptly by the Deputy Clerk of the subdivision. B. A declaration of a local emergency shall invoke necessary portions of the response and recovery aspects of applicable local or inter jurisdictional disaster plans, and may authorize aid and assistance thereunder. C. No jurisdictional agency or official may declare a local emergency unless expressly authorized by the agreement under which the agency functions. However, an inter - jurisdictional disaster agency shall provide aid and services in accordance with the agreement under which it functions. 210.060. EMERGENCY REGULATIONS. A. Whenever necessary to meet a declared emergency or to prepare for such an emergency for which adequate regulations have not been adopted by the Governor or the City Council, the Council may be resolution promulgate regulations, consistent with applicable federal or state law or regulation, respecting: the conduct of persons and the use of property during emergencies; the repair, maintenance, and safeguarding of essential public services, emergency health, fire and safety regulation, drills, or practice periods required for preliminary training, and all other matters which are required to protect public safety, health, and welfare in declared emergencies. B. Every resolution of emergency regulations shall be in writing; shall be dated; shall refer to the particular emergency to which it pertains, if so limited; and shall be filed in the Office of the City Administrator, which copy shall be kept posted and available for public inspection during business hours. Notice of the existence of such regulation and Page 47 its availability for inspection at the Administrator's office shall be conspicuously posted at the front of the City Center or other headquarters of the City or at such other places in the affected area as the Council shall designate in the resolution. By like resolution, the Board may modify or rescind any such regulation. C. The City Council may rescind any such regulation by resolution at any time. If not sooner rescinded, every such regulation shall expire at the end of 30 days after its effective date or at the end of the emergency to which it relates, whichever comes first. Any resolution, rule, or regulation inconsistent with an emergency regulation promulgated by the Council shall be suspended during the period of time and to the extent such conflict exists. During a declared emergency, the City is, notwithstanding any statutory or charter provision to the contrary, empowered, through its governing body acting within or without the corporate limits of the City, to enter into contracts or incur obligations necessary to combat such disaster by protecting the health and safety of persons and property and providing emergency assistance to the victims of such disaster. The City may exercise such powers in the light of the exigencies of the disaster without compliance with the time - consuming procedures and formalities prescribed by law pertaining to. the performance of public work, entering rental equipment agreements, purchase of supplies and materials, limitations upon tax levies, and the appropriation and expenditure of public funds including, but not limited to, publication of resolutions, publication of call for bids, provisions of personnel laws and rules, provisions relating to low bids, and requirement for budgets. 210.070. EMERGENCY MANAGEMENT — A GOVERNMENTAL FUNCTION. All functions thereunder and all other activities relating to emergency management are hereby declared to be governmental functions. The provisions of this section shall not affect the right of any person to receive benefits to which he would otherwise be entitled under this resolution or under the worker's compensation law or under any pension law, nor the right of any such person to receive any benefits or compensation under any act of Congress. 210.080. PARTICIPATION IN LABOR DISPUTE OR POLITICS. The emergency management organization shall not participate in any form of political activity, nor shall it be employed directly or indirectly for political purposes, nor shall it be employed in a labor dispute. Page 48 Section 2. This ordinance shall take effect and be in full force from and after its passage and publication. Adopted this , day of November, 1997. ATTEST: Joel R. Hanson, City Administrator Michael I. Fahey, Mayor Ayes - Nays - Page 49 515 Little Canada Road, Little Canada, MN 55117 -1600 (612) 484 -2177 / FAX: (612) 484 -4538 November 7, 1997 TO: Mayor Fahey and Members of the City Council FROM: Joel R. Hanson, City Administrator RE: Pitrina Park Development Agreement Amendment MAYOR Michael I. Fahey COUNCIL Beverly Scalze Jim LaValle Steve Morelan Bob Pedersen ADMINISTRATOR Joel R. Hanson This agenda item has been deleted at the request of Gordie Howe. He was originally looking for additional building permits prior to completion of the roadway, but it appears the road will be completed next week thereby negating the need for an amendment to the development agreement. Page 50 ce+ : 22474 camack 515 Little Canada Road, Little Canada, MN 55117-1600 (612) 484 -2177 / FAX: (612) 484 -4538 MEMORANDUM TO: Mayor Fahey & Members of the City Council FROM: Joel Hanson, City Administrator DATE: November 6, 1997 RE: Representative to Serve on Design Committee for Gervais Bridge MAYOR Michael I. Fahey COUNCIL Beverly Scalze Jim LaValle Steve Morelan Bob Pedersen ADMINISTRATOR Joel R. Hanson Ramsey County will be reconstructing the bridge over the channel between Spoon Lake and Lake Gervais. They have retained Public Art St. Paul to assist them in developing design concepts for this bridge. An artist will be utilized to come up with a design based on the function, character, and environment of the bridge within our area. A panel will be appointed to assist the artist with this task. There will be representatives from Maplewood, Ramsey County, and other affected parties. They have asked for us to designate a representative as well. The person filling this appointment is expected to meet four times over the next few months. This will be a voluntary position. They would like to see someone with an objective background who is able to visualize new design concepts. This appointment needs to be made within the next week. At this time, I have no one specifically to recommend and I am asking Mayor Fahey to take charge of this process. Should any member of the Council have input as to who you think can best serve in this capacity, please forward this information on to Mayor Fahey for his recommendation at Wednesday's meeting. JRH:kpv Page 51 515 Little Canada Road, Little Canada, MN 55117 -1600 (612) 484 -2177 / FAX: (612) 484 -4538 November 7, 1997 TO: Mayor Fahey and Members of the City Council FROM: Joel R. Hanson, City Administrator RE: Rice Street/Little Canada Road MAYOR Michael I. Fahey COUNCIL Beverly Scalze Jim LaValle Steve Morelan Bob Pedersen ADMINISTRATOR Joel R. Hanson We are continuing to negotiate the terms of the development agreement to govern this project. Our goal is to have it completed by the end of the year. In order that we are prepared once execution of an agreement takes place, it is my recommendation that we update our current appraisals on the following properties: Guerin Property - 2822, 2826, 2828 Rice Street; The Venetian Inn Property - 2814 Rice Street; Rutzick Property; Ultimate Golf Property - 2768 Rice Street. I would also recommend we obtain appraisals on the following additional properties: Office Building - 93 West Little Canada Road; Dr. Allen's Property - 75 West Little Canada Road Saxon Lanes - 61 West Little Canada Road A portion of the Market Place Shopping Center parking lot. I will work with the City Attorney in selecting the appraiser(s) to conduct this work Page 52 515 Little Canada Road. Little Canada. YIN 55117 -1600 (612) 484 -2177 / FAX: (612) 484 -4538 September 18, 1997 TO: Mayor Fahey and Members of the City Council FROM: Kathy Glanzer, Deputy Clerk RE: Youth Involvement in City Government MAYOR Michael L Fahey COUNCIL Beverly Scalze Jim LaValle Steve Moreton Bob Pedersen ADMINISTRATOR Joel R Hanson As requested by the Council, I have contacted some of the cities which provide a means for youth involvement at the City level. The following is a summary of what I have found: Falcon Heights — This City has a youth advisory member on their Solid Waste Commission and their Human Rights Commission. Attendance has been sporadic. The City also has a Parks & Recreation Commission and a Planning Commission, but no youth members on these two Commissions at this time. If someone were interested, there would likely be an appointment of a youth member, although staff has some concern with having a youth member on the Planning Commission given that the Commission deals with people's property rights. Falcon Heights has used youth as election judges. This City also has a Junior Leaders Program which involves youth volunteers (middle school age) who serve as recreation helpers for children's programs. Eventually these volunteers can work into paid positions. About a year ago a group of about a dozen residents (youth included) formed a volunteer task force called Keeping Connected. Their focus was to get people to know their neighbors. Some of the projects they have been working on include putting together neighborhood directories. Last May they held an intergenerational dialogue and hope to hold this at least once a year. ( See information attached.) Burnsville — This City has had two youth members on their Parks & Natural Resources Commission. Youth participation has not been totally successful, attendance has been sporadic, one member recently left to join the Army, and the other has not attended Page 53 meetings for several months. Burnsville will be advertising in their local newspaper or will contact the government class at the high school to try and find replacements. Burnsville has a Youth Advisory Board. This board runs from September through May (school year). Attendance has been sporadic. It is an open board, anyone can attend. The Board plans youth activities such as battle of the bands, dances, beach party, etc There is a City staff member and a YMCA staff member who serve as liaisons to the Board. Meetings are monthly. They try to get a cross - sections of kids, and work with the student council, government class, and family support workers at the school to find members. Meeting notices are sent out monthly to a list of kids they have developed. Each kid is encouraged to bring a friend to the meeting. The City Council will periodically refer issues to the Youth Advisory Board for discussion and comment. Eagan — For three years this City tried having one youth representative from each of the three high schools serve as members of a recreation sub - committee. They contacted student councils and faculty advisors asking for recommendations on who should serve. Attendance was inconsistent. Kids were too busy to attend. Eagan also observed that kids had a difficult time with the advisory role and were more inclined to roll up their sleeves and work on a specific task. Eagan has decided to let the program go by the wayside for a while. Eagan teenagers have communicated the fact that they want a teen center. There is a Council Member working on this with a group of teenagers. This group is unofficial, and is not endorsed by the City Council. The Eagan Parks & Recreation Department contacts student councils each year asking for input on the types of activities the City should offer for teenagers. The high school government class puts on a shadowing program each year and students spend the day with City employees. Hopkins — Hopkins has one youth member on their Chemical Health Commission. There is an old depot in Hopkins that a group of youth are renovating into a teen center. Renovations are being overseen by City star. Once renovations are completed, these youth will act as a governing board for the teen center and will work with the City on planning youth activities at the center. For your information I have attached copies of articles from the August issue of Minnesota Cities. I have also attached some information on this subject obtained from the Internet. Page 54 BIKE MORE, DRIVE LESS Ever wondered how to find your way around the Twin Cities by bike'? Then you need a copy of the Twin Cities Bicycle Map & Commuter Guide, published jointly by the Metropolitan Council, University of Minnesota, Minne- sota Bicycle Safety Project and others. The newly revised map shows the best bicycling routes in the Twin Cities area to help residents bike more and drive less, and features detailed maps of Minneapolis, St. Paul and the University of Minnesota. It also provides useful information about: on -street bike lanes in both downtowns; paved trails; color -coded ratings of city streets, according to good, fair and poor, and; connecting routes to lakes, parks, and new trails. Copies of the map are available by calling or stopping by the Metropolitan Council Regional Data Center at Mears Park Centre, 230 E. Fifth Street, St. Paul, 602 -1140. The cost of the map is $4 when picked up or $6 when mailed_ Get your copy of Twin Cities Bicycle Map & Commuter Guide JUNIOR LEADERS VOLUNTEER IN THE SUMMER PARK PROGRAMS The Falcon Heights Recreation program appreciates the assistance of middle and high school youth in its Junior Leader program. Youth entering grade 7 and up assist lead instructors and coaches in working with children in a variety of recreation programs such as nearbaii, t -ball, soccer, arts and crafts,and the Time -In playground programs. This year, there are nine Junior Leaders volunteering their time. The Junior Leaders gain valuable experience in working with young children and have lots of funl Page 55 CONNECTING THE GENERATIONS On the last Saturday in May, fifty- two people ranging in age from 11 to 81 shared their ideas about how to build and maintain strong and safe neighborhoods at the Falcon Heights Intergenerational Dialogue. This event was planned by the Keeping Con- nected volunteers to tap into the different perspectives of each of the five generations living in our community. Understanding and trust was built across the genera- tions as participants listened to volunteers from each generation respond to questions from the faciiitator, Mayor Sue Gehrz, and the audience. Intergenerationai small group discussions resulted in 48 recommendations for ways to welcome new people into our neighborhoods, to deal effec- tively with conflict between neighbors, and to increase inter- action among the generations. These recommendations are be- ing passed on to the appropriate city commission or community organization for follow up. Pictured (L - R) Jim Stock Mary Hess Rosemary McHugh Pictured IL - R) Elizaoetn McNautin Tony Mikeionis Mome Nicaotson Mary Mantis Page 56 a S k sr E. e: r Making Kids Count �►7 he National League of Cities recently completed its thirteenth annual State of the Cities report. In general, it found that condi- tions were improving in most of America's cities. A closer scru- tiny, however, reveals chat a number of conditions have wors- ened over the last year. Significandy, most of these worsening conditions — school violence. youth crime, poverty, gangs, and ceen pregnancy — directly affect our youth. A few simple statistics put this in proper perspective: About 20 percent of the children in the United States live in poverty; the percentage is about twice as high for minority children. The United Scares has che highest ceen alcohol and drug abuse rare of any in- dustrialized nation. Between 1988 and 1992, che juvenile arrest rate for vio- lent crime increased 47 percent —more than twice the increase for people 18 years of age and oider. While these are national. statistics. there are serious reasons for concern in Minnesota as well. For example, a na- donwide study tended by the Annie E. Casey Foundanon noced that Qom 1985 to 1994, che percent of Minne- sota teens who are high schooi dropouts increased by about 60 percent. At che same rime, the nanonal average has improved. Likewise. che number of Minnesota children Living in poverty has increased by seven percent while the national race has remained rela- tively constant. Lastly, che teen birth rate increased by 25 percent in Minne- sota dunng that decade. slighdy worse Man the nanonal average. The congruence of these statistics is seen on a daily basis in decisions such as chose to limit youth access to the Mall of America at certain rimes, in the in- creased incidence of vandalism. and the growing complaint by many chat being around youth makes them uncomfort- able. In die most extreme and sensa- ByJim .filler clonal instances, we read about a via- . lenc crime comnucted by a young per - son and our concerns and impressions of youth as problems become even more reinforced. Our negative impressions are further compounded by the simple fact chat most of us have less and less contact with our youth. A recent editorial by syndicated columnist Neal Pierce quoted Charles Bray. President of the Johnson Foundanon, as saving chat the heart of the problem is that we as Americans live in the most age segre- gated society in human history. Only "If weareumvillingtu committhe time snitenergy to develop this. resource..we have ne mete hlanrt fortheirfaihaebataurselves:? one home in four has a school aged child. and many of us do not even speak co a young person for days at a time Such segregated concact obvi- ously reinforces scereorvpes and can be a barrier to solutions. Simply tnding ways to increase our contact with youth. and thereby our understanding of youth, may oe parr of the solution. More rreuuenc contact will aiso present more role models for our most impressionabie citizens. That same edi- conal referenced a survev of Wisconsin adults and teenagers which asked. among ocher questions. co derine teen role models. Whiie the adults most ot- cen named someone like Michael Jor- dan, the teenagers •tended co say. An adult who cares about me." City cials couid be very effective role models in impressing on youth their civic re- sponsibilities and m creating a more posinve attitude coward sovernment :n these future vocers and c axoavers. AUp Js r , 9 9- Page 57 Many of the techniques chat have been utilized so far, such as Irving ceen offenders in adult courts or creating summer youth recreation programs. may be parr of the answer. bur they will ultimately have limited effect. That is because they tend to deal as much with symptoms as with the actual prob- lems themselves. The long -term answer involves a recommitment in every sense to our youth. The United Scares. for example, is the only industrialized country chat spends more per capita on its elderly than on is youth. While char statistic is related to monetary exnendi- cures, the same can be said about our personal investment as well. If we are unwilling to commit the time and en- ergy to develop this resource, we have no one to blame for their failure bur ourselves. The key to successfully dealing with our youth issues on a long -term basis. then, will require more than simply de- signing or redesigning programs co contain the problem, however we de- fine it. Rather. it will take an attitudi- nal change chat begins to recognize the potential of our youth and invoives them. imperfecnons and ail. in the ba- sic fiber of our communities. That is what asset building is about — finding ways to alleviate the conditions. such as high dropout rates. char impede the ability of our vouch to succeed while at the same rime finding ways to involve and develop their potential. This will not be an easy task and is is hoc one chat government is particularly accus- comed to undertaking. But the issue of our youth will not go away. Rather. the question is whether, in the Mrure. we will devote even more public re- sources co deiiing with problems or co strengthening our conunurunes by en- gaging and developing this precious resource. r Jim .Miller is executive director or die League or Minnesota Clues. H E A L T H Y Y O U T H / H E A L T H Y C I T I E S Building Youth Assets The challenges facing today's youth are brought to our attention every day—by che adolescents in our homes and neighborhoods and by the barrage of news on crime, teen pregnancy, drug use, and school failure. If you're a member of local government, figuring out how w address these challenges is part of your job. aditionally, most of the strategies cities adopt to address youth issues focus on identifying a specific problem (such as loitering or crime) and then designing a specific intervention (such as imposing a youth curfew). While these kinds of strategies have a place in public policy, they are inadequate alone for addressing che roots of the problems. What's more, efforts targeted to specific problems can quickly con- sume the available resources. As a civic leader, you may have wished for far- reaching solutions and asked yourself. "What can my city do to meet these challenges in a positive. effecnve way ?" At Search Institute. we love to hear char question, and our answer. in a nutshell. is: Promote positive vouch development. Whiie i local governments tend to Locus on che economic and services in- i-asfructure of a city. positive youth . development highlights che "human " development infrastructure" of com- munities and relationships. This ap- proach inciudes the 'building of youth's internal assets (e.g.. self esteem. leadership. and decision - making ability), enhancing ram - ilv and other reianonships. and engaging vouch in conscrucnve programs and acnvrnes. By combining this positive approach with other city services that focus on specific problems. communities can craft an effecnve response to :he complex cask of heiping young people grow up responsible. competent, and caring. By Kay Hong of youth. In 1990, che institute introduced the conceptual framework of developmental :users, grounded in the extensive literature on child and adolescent development, resiliency, and prevention. Since then. che assets have been measured in over 250.000 youth in hundreds of communities nationwide. These developmental assets, organized into eight categories (Support. Empowerment, Boundaries and EYpectanons, Construcnve Use of Time, Commitment to Learning, Positive Values. Social Competencies. and Positive Identity), range from '`Parents are involved in youth's schooling" co "Youth is optimisnc about his or her future." The research suggests chat the more assets a young person has. the more likely he or she is to do well in school and be involved in service to che community, and the less likely he or ,'"*•' she :s to engage in illegal or high -risk behaviors. Yet our surveys reveal chat youth nationwide experience only about half of these assets. These re- search findings sparked our drive to mobilize all sectors of society to work together to improve the Weil-being of our children and :ouch. i Measuring the well -being of children and youth Search Institute has a 30 -year tradition of in -depth research on [actors :hat contribute co or inhibit the healthy development r! Healthy Communities • Healthy Youth initiative •1 Search Insncute launched its Healthy Commu- nities •Healthy Youth (HC • HY) initiative in ,;, • March 1996, seeking co motivate and equip in- dividuals. organizanons. and their leaders to join together in nurturing competent. caring, and responsible children and adolescents. HC • HY is a nanonai effort to bung Search Insncuce's earadigiri for positive youth development co communines across che country. Based on the framework of devel- opmental assets. the minanve Accc Page 58 seeks to raise national consciousness about che urgency and feasibility of mobilizing individu- als. tami.lies. organizations. and communities to cake positive action on behalf of all children and adolescents. Sissy -four Minnesota communities are already using the assets. often as a concep- tual basis for discussions. brainstorming. and planning within city depaituients. in staff meet- ings. in council workshops. and in community collaborations. Want to learn more? Search Institute's first annual HC • HY Confer- ence. October 3(1- November L 1997 in Min- neapolis. will offer policy makers an opportu- nity to learn more through workshops, practical sessions. and networking. You can request con- ference registration materials or a catalog of Search Institute resources by calling (612) "While local governments tend to focus on the economic and services infrastructure of a city, positive youth development highlights the 'human development infrastructure' of communities and relationships." 376 -8933 or (800) 888 -7828. or by visiting che Search Institute Web site at www.search- institute.org. Another way to learn more is through Search Institute's new periodical Assets: The Magazine of Ideas for Healthy Commu- nities & Healthy Youth. Published quarterly, this Cull-color magazine provides information. ideas. and resources to help individuals and organiza- tions create healthy communities for young people. To subscribe to Assets magazine, call (800) 869 -6882. t- Kay Hong is an associate editor at Search Institute. Minneapolis. The institute is an independent research and educational organization that advances the well- being of children and adolescents through applied re- search. evaluation, consultation, training, and the development of publications and practical resources. IDEAS. FOR CITY GOVERNMENT The insert in the center of this issue of Minnesota Cities magazine provides a completelist of the 40 developmental assets Members of the League of Minnesota Cities Youth Development Subcommittee compiled the suggested ac- dons that policy makers and commnnity leaders can take to build these assets in youth. The suggestions can be categorized into six general types of government action: • Shaping programs and services to advance the vision: • Examining internal practices; • Providing impetus and leadership; • Lending expertise and access: • Engaging in advocacy; and • Providing financial support. The range of roles for cities co play in creating healthy commumnes is highlighted by Search Insnmce President Peter L. Benson in his new book All Kids Are Our Kids. "City hall is an acnve parmer in many of the existing local asset-building initiatives. in some cases public officials be- come important conveners of stakeholders in the commu- nity. in others. they implement specific asset - building strat- egies through chew public works. park and recreation, pub- lic awareness. community education. and other program For example..in Winona. Minn., the community has in- corporated asset building into its child protection services. Child protection workers go through the list of assets with individual families co identify the-positive things each family is doing for its children. The worker then helps the family identify acnvines that would help build more assets in the children's lives. Additional ideas for local government include: • Examining the role of city planning in either promoting or.inhibinng asset building. • Strengthening or developing ordinances that reduce or eliminate juvenile access to alcohol and tobacco; • initiating community -wide -arts to name shared values and boundaries; • Partnering with other orgaruzaaons in creating child - friendly public places and sale places for teenagers to gather; and • Incorporating asset - building approaches into law en- forcement and juvenile justice systems. As more and more communities begin their own initia- tives, opportunities grow for ones to learn from one an- other as well as to contribute innovative programs that make their communities healthier and more livable for everyone Page 59 H E A L T H Y YOUTH/HEALTHY C I T I E S Connecting With Kids Communicating with youth and helping them with their problems has become a high priority for cities across the nation. Most evidence, nevertheless, suggests that city government has a hard time connecting with young people and their families. By Frank &nest and Debbie Thornton N. ew city services go for naught without creative marketing. Take for example these typical challenges.. .A city parks and recreation department schedules a teen dance at the youth center. Few kids show up. In a survey distributed at a jun- ior high school. che mayor's office asks young people to identify che major prob- lems faang youth in their community. Even al- ter teachers urge students to return the survey, only a small percentage respond. To actively in- volve young people in civic affairs, a city coun- cil hies co form a youth commission with kids From different backgrounds and with varied in- terests. However, only a handful of highly mo- tivated. college -bound kids apply. A police de- partment and school dismct recruit volunteer counselors to assist at -nsk youth. Few troubled youth cake advantage of the service. The marketing challenge These failures suggest chat city governments need to market their services to young people and their families more effecnvely. Addressing this marketing challenge is critical if local gov- ernment is to help with problems that confound and hurt youth. actively engage kids in commu- rucv life. and generally support them in becom- ing producnve and conmbunng members of so- ciety. Marketing is defined as finding a need and rifling it. Vlarkenng to youth involves listening co kids and evaluating their needs. then re- sponding with opportunities. expenences. and services that are appropriately priced. promoted. and dismbuted. It requires modifying these ser- vices (or products ") as youth give city hail "customer feedback." This notion of marketing, therefore. goes well beyond merely advertising predetermined youth programs. Marketing is fundamentally an exchange re- lationship: Value :s exchanged for value. If .\ u c:; s r "Marketing to youth involves listening to kids and evaluating their needs, then responding with opportunities, experiences, and services that are appropriately priced. promoted, and distributed." Page 60 youth, in chic case, do not perceive value (in the teen dance, the vouch -needs survey, youth commission or service opportunity), they will not provide value (their attention. discretionary income or parncipanon). Youth must perceive value in what cities orfer or they will tune out. Barriers to overcome The barriers chat prevent city governments from marketing effectively to kids are varied. For in- stance: City departments do not assign star` to develop relationships and rapport with kids be- fore city agencies offer opportunities, experi- ences, and service. Youth are busy and over- whelmed. It is difficult to grab their attention when they are bombarded with stimuli and in- . tormation from many sources. Often. appropri- ate language or positive imagery are not used to connect with young peooie. City government does not often invest :n fostenng diversity among youth leaders who can help canes reach kids from a vanety of backgrounds. Well thought-out and creative communications and marketing plans for connecting with kids are not included as standard operating procedure when designing new vouch programs. As op- posed to corporations with great expertise in reaching the youth market. cuy government of- ten does not pay for marketing expertise to link up with adults. much less kids. Cities fail co rec- ognize chat there are manv kinds of kids. The youth market is highly seernented with niches reianng to age. gender. ethnicity, interests. in- come, educational or occupational goals. aspsa- dons and outlook. Local government agencies often focus on dealing with youth as problems and "deficits" to fixed up with services. Even though adults often talk about youth being the leaders of tomorrow, city govern- ment, schools. and youth- serving organizanons do not provide enough opportunities for vouch to practice ieadersnip skills and behaviors. Making it happen Since adult institutions. such as city govern- ment, have a cough time listening and calking with kids and engaging them in positive experi- ences, government agencies must make con- necting with youth a city commitment and a priority for resources. In order to meet this commitment, local governments must provide marketing Graining and expertise to city depart- ments. These communication and marketing ef- forts can be mixed. matched. and combined • with each other since no one marketing strategy will work alone. Be willing to Fail. but learn from the failure and recomrmc. Effective markenng to youth requires staff time. funding and attention— resources chat "Effective marketing to youth requires staff time, hording and attention — resources that many communities are short on today." many communities are short on today. Never- ; cheless. it is nme char cities re- examine their priorities and renew their commitment co youth. After all young people are our most pre - cious natural resource. r Frank Benesr is ciry manager for the city of Brea, California, and Debbie Thornton is former communi- canons manager of the League of California Cities and atrentiy an account executive at Braun Ketchum Public Relations. Reprinted with permission from the .Way 1997 issue of Western City magazine. the monthly publication of the League of California Cit- ies. For subscription information, please call (916) • 658 -8223. `1V.AY'S to 'K:E.1A,EsHI.t.K71'OS Tiff 11114M11 'M':AIR-K T9 =N;G City government must use and match methods in order to reach our to kids, communicate with them, and engage them in productive activities -and opportunities. Here are some ideas: 1. Learn from churches. Churches have been successful in involving. and serving young people because they effectively use young adult leaders. City deparonenn need to hire staff and /or secure volunteers who can build rrlarionships with targeted youth before marketing to them 2. Go where the kids are. If staff or volunteers are try- ing to reach out and connect with kids, they must go where youth spend time: on campus, at the mall, the park or ocher hangouts. 3. Use creative ways to engage and listen to. kids. Private sector market research companies use focus groups, opinion leaders. and key iruonnants to identify customer needs. Local governments can aiso use these market re- search techniques. 4. Secure contrnunication and marketing exper- tise. A cry government should use its in -house public information resources. outreach skills in the community services department, orpaid or pro bono private market - ing expertise to creatively grab the attention of kids and their parents. J. Use positive imagery. Roanoke County, Virginia recently produced an MTV -style video to successfully attract teenagers to its new youth center. 6. Be bold. Since kids, like adults, .are bombarded with information from many sources, government communica- tions must grab their attention. 8 7. Use kids communicating with kids. Youth -co- youth markedng.is the best way to connect. and market to kids. Organize.a core group ofyouth.cotnmunicacots-to spread the word. 8. Take advantage of existing groups, programs, and channels of communications. The scouring pro- grams, youth sports groups, school interest groups, and youth ministries all have a network of communications. 9. Exploit new techniques. With the help of some volunteer or paid vouch. cities can learn from kids and promote programs and services by using exisrmg elec- tronic chat rooms, creating an eleLuvnic bulletin board, or using e -mail to communicate with designated interest groups. 10. Use incentives. Cities can use discounts, special promotional offers, and gve -aways to introduce new products. services, and opportunities to youth consumers. 11. Engage kids as assets in meaningful opportu- nities. instead of viewing kids as.probiems, engage young people as. assets. 12. Involve youth in doing and self- help..Instead of doing things for kids, partner with other. agencies to engage and train youth in self -help efforts such as.peer counseling, safe rides, and youth hot lines. 13. Model positive behavior. The most effective way that kids learn is from roie modeis. Page 61 : c c H E A L T H Y Y O U T H / H E A L T H Y C I T I E S Measuring Success On any given day, we are inundated with the difficulties facing our youth. Often, the common response is to get tough. But do hard line tactics work and, if nor, how can cities evaluate and innesota communities reap >e che situation facing youth first hand and are addressing it through a number of prevention strategies. Prevention strategies can be grouped into three, broad categories: primary prevention, aimed at the general public secondary prevention. aimed at individuals exhib- iting high risk characteristics; and ternary pre- , ention, aimed at those individuals who have already entered the criminal justice system. The biggest question for all of these emerging tech - niques is, '`Do they work ?" Evaluation can help answer this question. Evaluation is as much a way of thinking about how strategies are implemented as it is a set of handy cools and techniques for collecting information. An evaluator always asks, "How io I know what I am saying about my program ;s true and will be accepted by others as mac?" In setting up an evaluation of youth programs. activities, and events, che goal is not to prove chat all youth have been saved from engaging in ail possible negative activities. Instead. che goal s to develop a chain of evidence chat a reason- able person would accept as demonstrating suc- cess. For example. research may demonstrate that teaching independent Living skills co nomeiess youth reduces their likelihood of comrrutnng crimes or becoming victims of crime. To effec- :iveiv evaivace such a program. che vouch .irould be able to demonstrate chew have learned ivmg skills. The evaluation does not have to Jemonscrate chat youth who have completed :fie independent Living skills program are less :evolved in crime. Previous research has already -stablished that connecnon. Thus. a demonstra- :inn of etfecnve teaching and learning indicates chat the vouch pamcipanng in the program are _lisp less vulnerable to crime. As cities become more involved in vouch 'rogt'amman_, as cnniary sponsors and coilabo- By Edward 0 Siegel 26 Ifl 19 17 13 33 z Cities have varying degrees of responsibility and involve- ment with issues and con- cerns affecting children and families. A 1996 National League of Cities survey asked respondents to report the three areas their city was most connected to dur- ing the previous year. Page 62 mprove programs? rarors, conducting a thoughtful evaluation will both measure success and determine areas need- ing improvement. There are several simple guidelines co consider when evaluating youth programs: Determine basic demographics. It will be im- portant to figure out whether the program is reaching the group of originally targeted youth. Funders especially want to know who receives services. Get feedback. What did the participating youth enjoy about the program? What could have been done differently or better? What as- pects made it difficult to participate: e.g., lack of transportation, meeting tirnes, lack of child care? Was staff well prepared? Were ocher par - ticipants eager and supportive? Finding out the usefi l and not -so- useful components of a pro- gram, event. or activity is vital information. Good feedback data provides the clues needed for improvement. Outcome data is crucial. Although outcome data may be far more dimculc to obtain than ocher types of data 't is by far che most impor- tant. Reliable outcome data cells what was di- rectly accomplished as a result of participating in che program. activity, or event. Some examples of outcome data include test results. records of goal accomplishments. and school records. Be objective. Always collect information, feedback. and data in an objecnve format. This means auesnons should have well defined choices for answers. tests shouid be multiple choice. and opinion items should have defined scales. Limit open ended comments. Warren com- ments are interesting, but for the most part they should be supplemental to che evaivanve daca rather than che mam body of data. Open ended comments are obviously more subjective and difficult to measure. Keep materials brief. Evaluation macenais should be bnef and sail cover :he coon success- fully. Evacuating should take little time away from the program. activity, or event. Make language appropriate. Remember varying reading levels and different first lan- guages when creating evaluation materials. Evaluate the program not the participants. Participants should understand that their re- sponses and comments are being used to evalu- ace and improve the program. This will put youth at ease. encourage more honest answers, and. ultimately. develop a better program. Use established evaluation materials. Al- though it is tempting, and somenmes necessary. co create your own evaluation materials. you will get better and more readily accepted results with established tests. Don't over measure. While this may seem like strange advice. it is possible co over mea- sure. The most valuable information will come from measuring only che most important aspects of your cities youth program, event, or activity. If we are going to meet the challenges of developing healthy youth and healthy cities. we must analyze the effectiveness of our efforts and he willing to accept the messages our data reveals. " Even when evaluanon results do not match - initial hopes and expectations, the research is an important tool. If we are going to meet the challenges of developing healthy youth and healthy cities. we must analyze che effectiveness of our efforts and be willing to accept the mes- sages our data reveals Evacuation is the starring point from which we can measure success and recommend improvements. it- Edward C. Siegel is president of the Center for Evaluation Research. To find out more about evalua- tion tools. Evaluation Instrument Battery: Pre- vention Programs for High Risk Youth. is avail- able?. om the Center for Evaivanon Research, 219 SE :/lain Street, Suite 3030, :Minneapolis, MN 55414 or call (800) 353 -3390. Graphic based on information in Critical Needs. Critical Choices: A Survey on Children and Families in America's Cities. a March 1996 publication of the National League of Cities, INCREASING RESOU:RCES FOR GNILD.REN, YOUTH, AND F'A:M ILIE.S City officials: relayed several lessons 'to the National.League a of Cities-that have been.helpfuldn - promoting an increase in resources .available.for-children, yonth,..and fanrilies in their. cities. 1. It is important to use financing to support the city's •mission and goals, .rather than have available. dollars drive programs. 2. If the city has a vision and a process for citizen input, citizens are morewilling to support a tax increase- A num- ber of cities used an extensive participatory process —some- times involving several thousand children, youth, and adults —to develop theirvision and strategic plan for chil- dren m their community. These processes not only result. in better plans, but build public will for enhanced financing. 3. The public is willing to fund services for children and families when convinced thoseservices are delivered effi- ciently and that expenditures produce results. 4. Getting the media on board to pickup on what your city is doing and explain it to the public builds support. 5.. Design strategies that are broad. and. appeal to all sec- ton of the community. Such approaches. create.more di- verse ownership and.investmentsin the outcomes. 6. Giving neighborhoods or smaller communities some authority over how dollars are spent for children.and families increases their buy -in and support. 7. Build collaborative relationships. Bringing people together increases people's investment as taxpayers and as participants in the political process. 8. Frame an investment in children and youth as an economic investment. The potential of improving out- comes for children, particularly young children, is linked to the future economic vitality of a community. 9. Don't bean-aid to ask the private sector formoney. Repented with permission from the New Direcrions brief —For Cities. Families,. and Children a 1997 publication of the National League of Cities. For more information, contact John .E.. Kyle, Program Director, Children and Families in Cities, National League of Cities, 1301 Pennsylvania Avenue N.W., Washington, D. 0:20004. Telephone: (202) 626 -3030. E- mail:.kyle n1c.og 10 Page 63 x,9 97 HEALTHY Y O J T H / H E A L T H Y C L T I S S Cities and Schools Education is central to every city's quality of life and economy. Although most municipalities have very little jurisdiction over the public schools, mayors and city councils recognize that it is in their best interest to work with schools to strengthen the education of their youth. ducation must be seen as much more than what happens in school rooms between 8 a.m. and 2:30 p.m. Monday through Friday. It starts in che very early years of life and extends throughout adulthood. Education in a healthy com- munity includes a continuum of life -long teaming, each phase of which brings many benefits co the community. Municipal governments have the opportuniry co piav sig- nificant roles in every aspect of this continuum. from participating in helping children enter kin- dergarten ready to succeed, co achieving success in school and graduating, to making a successful transition to che world of higher education and che adult world of woric, family, and commu- nity, and beyond. Holmes Braddock, long -time member of the Dade County Board of Education and former President of the .National School Boards Asso- ciation. states chat the most important thing cit- ies can do co help children achieve better in school is co `help that chid get ready co go co school so chat che edu- cators can do their job. If we had kids come co school basically healthy and well- nounshed. from cnme -tree and clean neighborhoods. they would be much more ready to learn." While municipalities may nor be directly in- volved in schooling, they have a major and direct role in ensuing chat schools understand their role and are ac- tively Involved in building the learning community. By John E. Kyle What can cities do? There are many examples of excellent individual city programs that exemplify how municipalities can play a role in turthenng educational out- comes for their communities and work produc- tively with their schools to achieve their goals. As concern for the state of our children —our future work force mounts, cities are realizing chat isolated efforts and good intentions must be transformed into more institutional and holistic approaches. In some large urban cities. local and state concern for improving the public educa- tion system has translated into broad new au- thority for the mayor to administer and reform the schools. That is not likely to be the solunon in most cities. Instead. changes in federal and state responsibilities will likely place further pressure on local governments co respond locally with new and creanve collaborative arrange- , merits. There are three basic arenas in which cities can play important roles in improving educa- cionai opportunities and student achievement: within city hail in the community. and in parmership with the school distnct. All three are necessary as- pects of a hoiisnc ap- proach chat reaches beyond projecnns" —she dreaded disease char creates Isolated quits tiff projects instead of lasting, :nsnrunonai responses. Within city hall. Local officials can make the most direct impact by ensuring :hat the cuirure within AUGUST 1 Page 64 city hall places a high priority on children, and focuses on the opportunities for educational en- hancement in most city functions. As former Minneapolis Mayor Don Fraser suggests, "Bringing about a change in the culture of city hall is crucial. and is the first step in changing the culture of the larger community." There are many aspects of local governing where this is possible, including city budgeting and policy - making, econorruc development and redevelop- ment, public safery, and youth participation and leadership development. Within the community. Ensuring that stu- dents of all ages have the supports and opportu- nities they need to succeed in school is a corn- munity -wide responsibility. Enriching before - and after- school care for young children, pro- viding mentors. tutoring, job training, commu- nity service opporcunides, and chances to ex- plore potential career paths. are all necessary to the development of capable. competent young people. Municipal government neither can nor should provide all of these services, 'out it plays an important role as a funder, convenor or bro- ker, helping to make sure chat such programs exist and are accessible to every student in the city. Collaborative relationships between cities and schools. In many communities, cities and school districts are forming partnerships to move be- yond joindy sponsoring individual programs. They are collaborating on planning and budget- ing to help them meet long -term goals for their community. Three approaches chat help to in- e.. "Supporting education is not a program. It is a process of committing municipal government to the ownership of education as a Tide -long process important to the success of communities." —"@e Gha gRdeofLacaIComment 17 tenatua^11LC1931 sdtudonalize this work include meetings be- tween the elected leadership of the city and schools, joindy sponsored community-based planning, and creation of school -based commu- nity centers. These approaches are not mutually exclusive, and, in fact. may be most successful if used together. While the National League of Cities and other national organizations advocate for cities to partner with their schools in order to achieve beaer outcomes for children, the relationship is not always easy or natural. The inherent diffi- culties in forging such partnerships stem from differences in governance. financing, bound- aries, or focus and direction. Partners for children and families The need for municipal officials to participate in bringing together the forces that can support young people and improve their education is clear. The trend in education is to consider youth holistically. This requires bringing schools and the community together. Whether it is working together for more joint use farili- des, to revirniive the inner city, promote eco- nomic development. or enhance the quality of programs for youth in the community, it is time to ask "why not" more often when tines and schools consider working together. r John E. Kyle is program director of the National League of Cities Children & Families in Cities Pro- gram. Information in this article will soon be pub- lished as an NLC New Direcnons brief. LESSONS LEARNED- FROM'. CITY - SCHOOL COLLABORATION - Cityoffrr ials zeportseveral .lessons¢ hey -.have_teamednhat ay,bethelpfaldnleasing the- development.of city ;and school-partnerships: 1_..A. greatdeal ofpatience: and- undetsrand ng- isineedede:6 overcomemisaysc .berweea.dties.andschool systems:dt;' rakes - dmeanda. common- goal.to-screngthen good-F *li . J_ auildabroad . base-of supportso-there isan.antomaic.. end.diver :gtoup.rherwilladvocate forhuancial and • ofirical:suppotc - 2-Accepting differencezin oiga zaionand__g :: 6- Stamwichapositiveatamde.based .on- thebelie£siiac • - nri:leamingto work together. despite -she.:diffeimcesas -. : ihesiajorylayesdn:both ctw govemmenc-andschool nr ical.forsucceu. xsystemsamdeatand rheybaveaiuponsibilityto -serve yonrhmuftharrheywantzothelp.. B.... Akhough. ch ange :often:comes:fmm-rhewp,�tm be , .ttpinn nredacthe school:buildmglevel . °_ '::: ._y,,,_. '' :: hesnorncchavxoscs}iaffig canbethgtaed out,-theiur - > -' >y ^ t.{,r. -. wri.o1ong cess:will_be —reco that .:-9- - Crcatcwin -win situatons_All sides:araIlleve ses `t r- `rhzx»stiiffie le -. - - -seethe:benents of working- "°1"'�'. • 12 Page 65 Aucusr 997 1 Building Assets In Youth In 1996, che League of Minnesota Cities defined a "livable community" as one where local government: • Responds to citizens' needs: Is actively supported by enthusiastic volunteers; Is open and user- aiendly; Encourages and implements cooperation and collaboration; Provides and maintains an adequate intiasrructure to meet local needs; Educates citizens on local, regional. and state issues; Informs and communicates with citizens to foster participation in public policy decision- making; and. Participates in youth development. The LMC Improving Community Life Committee was created to gather and disseminate information to increase the communication. tacilitation, and resource developmentskiils that city officials need to buiid and maintain more Livable communities. Over the past year. three subcomrruttees have focused on strategies for building local leadership, educating and involving citizens in city issues. and providing leadership in positive youth development.. The members of che Youth Develonmenc Subcommittee are pleased to present This material to help your city proactively participate in youth development. This material is based on the asset model developed by Search Institute and used by many Minnesota communities. It identities 40 assets. or building blocks, which ail young people need in their relationships and environments. The Search Institute research. which surveyed more than 250.000 vouch. clearly shows that the more assets a young person has. the less Likely he or she will engage in illegal andior high- ask behaviors. (For more information about this model, see sage 5 or contact Search institute at (800) 888 - 7823.) Page 66 The following 40 asses provide a ±amework for discussions. brainstorming, and planning in city depot intents. scarf meetings. Council workshops. and com- munity collaborations. To zec you icarted. we have :denuded it ieasc one exampie of a specific personnel polio. ;.a;.acavnce. or city mruanve :hac builds vouch assets. We hope these suegesnons scimuiace creativity and illustrate possibilities ;or building vouch .asses in \iinnesoca apes. • Asset types Support Empowerment Boundaries and Expectations Constructive Use of Time Commitment to Learning Positive Values Social Competencies Positive Identity 40 Ways Your City Ca EXTERNAL ASSEIS 1 Asset Name / Definition 1 Family support Family life provides high levels of love and support. Positive family communication Young person and her or his parent(s) communicate positively, and young person is willing to seek parent(s) advice and counsel. 3 Other adult relationships Young person receives support from three or more nonparenc adults. 4 Caring neighborhood Young person exnenences caring neighbors. 5 Caring school climate Schooi provides a caring, encouraging environment. 6 Parent involvement in schooling Parent(s) are actively involved in helping young person succeed in school. Ideas For City Government Create personnel policies that are family friendly. When children call the once. make it a priority that employees receive the call. Publicly recognize students for a variety of accomplishments (e.g., volunteering). Present awards at council meetings. Strengthen neighborhood watch and other neighborhood programs. Encourage city employees to mentor during the work day at a local school. Allow employees to volunteer time at schools. Community values youth Young person perceives that adults in the community value youth. 8 Youth as resources Young people are given useful roles in the community. 9 Service to others Young person serves in the community one hour or more per-week. 10 Safety Young person feels safe at home, school and in the neighborhood. Host family and youth celebrations or programs that include residents as well as employees and their children. Hire students when anpropnate (e.g., election judges) and show interest in their development. Hire students to create and update city Web and cable pages. Create community cask force groups that involve decision - making by youth. Promote neighborhood block clubs. DARE. Safety Camp. and other fire and police programs. 11 Family boundaries Family has clear rules and consequences, and monitors the young person's whereabouts. i2 School boundaries School provides dear Hiles and consequences. 13 Neighborhood boundaries Neighbors take resoonsibiliry for monitoring young people's behavior. 14 Adult role models • Parent(s) and other adults model positive. responsible behavior. 15 Positive peer influence Young person's best mends model responsible behavior. 16 High expectations Both parents) and teachers encourage the young person co do well. Enforce curfew laws. Work with the school dismtt to provide parenting tips sn the cnty's newsletter. Create strong neighborhood bonds. Provide acnvrnes that include getting co know neighbors. Enforce laws prohibiting the sale of tobacco and liquor to underage persons. Promote youth volunteer activities wirhin the csry. Encourage youth pamnpanon on city committees. Regularly recognize rhose students who excel in various areas. 17 18 19 20 Creative activities Young person spends three or more hours per week in lessons or practice in music, cheater, or ocher arts. Youth programs Young person spends three or more hours .per week in sports, clubs, or orgamianons at school and/or in community organizations. Religious community Young person spends one or more hours per week in activities in a religious msamnon. Time at home Young person is out with friends "with nothing special co do," two or fewer raglan per week. Page 67 Utilize local talent (youth orchestra, jazz and other youth bands, theater) at city tuncnons. Inform employees of the local youth clubs in the area that accept charitable donations and partake in fundraisers. Budget to support youth.asset development. Post congregational activities that involve youth on government cable channel and other bulletin boards. Limit the number of night meetings employees need co attend. Reinforce the importance of rending ame at home. Build Assets: In Youth INTERNALASSEIS 1 Asset Name/ Definition: 21 Achievement mocivadoir Young person is motivated to do well in school- 22 School engagement Young person u actively engaged in learning. 23 Homework Young person reports doing at least one hour of homework every scnool day. 24. Bonding to school Yonno person cares about her or his school_ 25 Reading for pleasures Young person reads for pleasure three or more hours per week. Ideas For City Government Volunteer mentoring or tutoring time. Help develop cumculum on local government. Provide city :halides for students co do homework. Have curers and mentors available. Recognize entire schools or classrooms. "Reward" students for good attendance. Emphasize the importance of reading by providing volunteers to read co children. Have students receive a lettertrom the mayor recognizing them for reading. 26 Caring Young person places high value on helping other people. 27 Equality and social justice Young person places high value on promoting equality and reduang hunger and poverty. 28 Integrity Young person acts on convicnons and stands up for her or his beliefs. 29 Honesty Young person ".ells the truth even when is is not easy." 30 Responsibility Young person accents and rakes personal responsibility. 31 Restraint Young person believes a is important nor to be sexually active or ro use alcohol or other drugs. Participate in neighborhood rehabilitation projects and encourage' employees and their children co help. Work in cooperation with the school district or scours on a food drive or addressing environmental concerns. Encour- age-students co be on the Human Rights Commission. Model the virtue of standing up for convicnons. Supporrvouth when they act with integrity. Support Teen Court programs. Organize a restorative justice program where youth have ro cake responsibility for acnons. Have the mayor speak at DARE graduations. Send levers co graduates re- sranng me message of making healthy choices. 32 Planning and decision - making Young person knows how to plan ahead and make choices. 33 Interpersonal competence Young person has empathy, sensitivity, and friendship skills. 34 Cultural competence Young person has ;knowledge of and comfort with people of dirxerenr cultural/ racial /ethnic backgrounds. 35 Resistance skills Young person can resist negative peer pressure and dangerous situations. 36 Peaceful conflict resolution Young peson seeks ro resoive conflict nonviolently. Compliment vouch when chef porrrav good decisions (whether one Is the :improver or customer,. Reserve room on the zovernmenc caoie channel for a caiendar of youth amp:tries. Greet vouch in the neighborhood and end rime co calk to chem. Ger co know the (amity next door. Provide programs chat trues-race vouch and seniors. Explain differences in cuicurai values in cm newsletters and brochures. Cerebrate - uiversicv with a hencage resnval. Acnve;v promote DARE and GREAT gang resistance) programs. Offer mediation services co neighborhoods in need. Expand cornrnunicv policing activities 37 Personal power Young person feels he or she has control over -things char happen co me." 38 Self- esteem Young penon reports having a high seif - esteem. 39 Sense of purpose Young person reports chat "my life has a purpose." Positive view of personal future Young person a opnrmsnc about her or his personal thyme. -0 Page 68 Recognize and acknowledge when ernmovees and residents demonstrate goon judgment. Involve youth in planning annual cm events. Celebrate the accomplishment afterwards. Involve youth m volunteer ooportumnes. Recognize skills and accomplishments. Make a public scacement to the community retarding :he c:rv.s commitment ro cue .veil -being of vouch. Provide a aocument of .vacs me c,n- •viii ,.vorK coward this commirmenc. LOCAL VOICES Bridging Generations Together ould we consider our cities co be healthy and liveable if our senior citizens were coo fearful of becoming victims of juvenile crime co leave their homes when school is not in session? Unfortunately, with fears fanned by the me- dia, that is the case in too many homes in Minnesota. While our police offic- ers, teachers, and clergy cry to reassure the public that only a few teens in our communities cause trouble, those few can wreak havoc on the perception of neighborhood safety. Who can change that perception? I believe that the most effective edu- cators about teen issues are teens them- selves. If we create opportunities for teens and adults to listen respectfully to each other, we will reduce fears, build crust, create more realistic planning, and develop supportive relationships among different generations. While natural disasters, like the recent floods, bring people from all generations to- gether to respond to an immediate cri- sis, the challenge to our leadership skills is fostering that cooperative interaction on an ongoing basis. Many of our pub- lic policies and funding practices segre- gate people 'oy age, which is especially detrimental to our youngest and oldest community members. Compared to other levels of government, tides have unique capabilities in promoting and supporting activities that bring people of all generations together in their own neighborhoods. We can provide opportunities for youth to participate actively in the work of the community by serving on city committees, cask forces. and com- missions. When we sincerely and re- spectfully ask for their opinions and their ideas, they respond. The key word is "ask." In focus groups, teens By Sue Gehrz cell us that the major deciding factor in choosing to participate is whether they are invited by an adult or teen who they respect. This is really no different than how most adults get involved. Teens care about their families and friends. and have a major stake in the safety of their communities. In many forums, including the teen panel at the LMC 1997 Annual Conference, teens tell us they want and need adults to set and enforce rules. Most victims ofju- venile crime are other juveniles. If adults shirk their dudes, youth cannot feel safe and secure in their homes. schools, neighborhoods, or work places. If we are sincerely interested in pre - venting came, we need to put energy into bridging our generation gaps. Ex- perts in the field of corrections tell us chat our prisons are full of people who never learned to use their leisure time productively and who did not have enough contact with caring adults and good role models. Our retired residents have so much to offer the young people in our communities. Whether they are tutoring in reading or math: teaching hobbies and skills: or just serv- ing as an accessible, interested adult — they can meet crincai needs in the positive development of our vouch. Our city commissions, cask forces. and recreadon programs all provide op- porcunides for training and mencoring relationships to form while youth gain practical skills and experience in effec- tive planning and problem solving. Yet we look around at most of our city planning meetings, we are likely to see participants between the ages of 33 and 64, We are often missing the younger and older generations. Imagine how much better our decisions would be if we could more effectively tap into the i perspecnves and experiences of all the age groups that will be affected by our decisions? Some Minnesota cities are finding creative ways to reduce generational • segregation and competition for public • resources. Falcon Heights recennv sponsored an intergenerational dialogue where 51 people between the ages of 11 and 81 brought their unique per- . spec-rives to work together on recom- mending ways to reduce conflict among neighbors and increase inter- ; generational interaction in our city. Our council and commissions will ud- lize some of their 48 recommendations in setting our 1998 goals. Intergenera- clonal dialogues on other topics have been conducted in Sc. Paul. Minneapo- lis, South Sc. Paul, Rosemount, Moorhead. Roseville, Duluth, and Bloomington. This is one cool for building trust and communication across all five generations living in our communities and for developing coor- dinated action plans around a local is- sue. The League of Minnesota Cities Improving Community Life Commit - cee is collecting information about intergenerational strategies used by cites across Minnesota. Please contact the committee and let us know what is working m your community. This fall, juvenile crime and youth issues will be part of the evening agenda for the League's Regional Meetings held across the state (see page 28). We hope local teens can be in- ciuded in these discussions and encour- : age you to bring your quesnons, ideas. and experiences to the meeting closest to your city. X Sue Gehrz is mayor of Falcon Heights, chair of the LMC Improving Community Life Committee, and has a consulting busi- ness specializing in intergenerational com- munity organizing. 36 Page 69 AUGUST '.997 Lutheran Brotherhood — Healthy Communities - Healthy Youth http:// www .luchbro.com/youth/HCHYc...nity-Wide Asset Building in Action Y7 l of 3 Lt Ltl1} {LK'1V 11KC)11 ILRI • it _ ,. iar,::;, ..i'. +;,..,,:.-;.,1 _ ..•;•t- cc's (••,• f.nitfien, ,, :. .out • mancral raternals nvestmg HEALTHY YOUTH 1 • outh . of ucic i „ at s • ew • ome We're All in This Together: Communities Taking Action Community. That's the basis of Healthy Communities - Healthy Youth — it's even in the name! So what does an asset- building community look like? Are there flags flying and parades on Main Street and fire -works in the air? (Probably only an the Fourth of July!) But what you will notice are individual commitments from many different members of the community. HC -HY isn't about creating a program. It is about integrating -- integrating asset building into every program that already exists. Asset building communities could be huge or small, urban or rural, liberal or conservative. They could be anywhere! Take St. Louis Park, for example. In 1994, the residents in this suburb of Minneapolis launched a community -wide initiative to promote the positive development of their young people. If you visit St. Louis Park today, you may find senior citizens waiting with little kids for the morning school bus; you may notice the police officers serving lunch in uniform at the public school cafeterias; you may hear about the 300 volunteer coaches in the coaches association who go to workshops to learn what it means to be an asset building coach; you may find the home -room period that has been implemented in the middle school and high school as a time and a place for teachers to develop relationships with kids. And these are only some of the examples of Children First, the St. Louis Park program inspired by HC -HY. St. Louis Park shouldn't be the exception! Link an with some more information about asset- building communities and ways to inspire your community to become focused on youth! Fifteen Characteristics of Asset - Building Communities Five Things You Can Do to Mobilize Your Community for Asset Building Community -Wide Asset Building in Action How Search Institute Can Help You Get Started In Your Community Keep an eye out for these characteristics! They are sure signs of a community that cares about their youngest generation! Just knowing the characteristics will help you to develop ways to make your own community an asset builder! Fifteen Characteristics of Asset- Building Communities 1. All residents take personal responsibility for building assets in children and adolescents. 2. The community thinks and acts intergenerationally. 3. The community builds a consensus on values and boundaries, which it seeks to articulate and model. 4. All children and teenagers frequently engage in service to others. 5. Families are supported, educated, and equipped to elevate asset building to to priority. 6. All children and teenagers receive frequent expressions of support in both informal settings and in places where youth gather. Page 70 3/1/97 9:53 AM Lutheran Brotherhood — Healthy Communities - Healthy Youth httpJ/ www .luthbro.com/youth/HCHYc..siry-Wide Asset Building iu Action 2of3 7. Neighborhoods are places of caring, support and safety. 8. Schools —both elementary and secondary— mobilize to promote caring, clear boundaries, and sustained relationships with adults. 9. Businesses establish family- friendly policies and embrace asset - building principles for young employees. 10. Virtually all 10 to 18 year olds are involved in one or more clubs, teams or other youth-serving organizations that see building assets as central to their mission. 11. The media (print, radio, television) repeatedly communicate the community's vision, support local mobilization efforts, and provide forums for sharing innovative actions taken by individuals and organizations. 12. All professionals and volunteers who work with youth receive training in asset building. 13. Youth have opportunities to serve, lead, and make decisions. 14. Religious institutions mobilize their resources to build assets both within their own programs and in the community. 15. The community -wide commitment to asset building is long -term and sustained. What can you do to make your own community possess these important characteristics? Here are some ideas to mobilize your hometown' Ahh, finally some actual concrete ideas to bring HC -HY alive in your community! But don't stop here! Let your own creativity take over to inspire your community to participate in HC -HY! Other communities know how HC -HY can transform their communities! See it happen in your own community. Five Things You Can Do to Mobilize Your Community for Asset Building 1. Talk with leaders, friends, neighbors, and other citizens about the vision and potential for asset building. Share materials that describe the asset - building approach. 2. Sponsor community -wide or regional events to talk about asset building and its potential. Invite influential people to the event. Also work hard to include youth, parents, senior citizens, and other people. 3. Gather information on what's currently happening in your community and how it could be enhanced with an asset - building focus or parmership. 4. Work with a cross - section of leaders and other citizens to develop plans or strategies for an asset - building initiative. 5. Serve on a committee or task force to implement asset - building strategies. St. Louis Park isn't the only community that has integrated asset building! All kinds of cities have taken on asset building characteristics! Read about the many different faces that HC -HY has taken on! These eclectic examples show how individualized the efforts can be! Still need some help? Search Institute has offered to assist vou! Community -Wide Asset Building in Action • O7arks Fighting Back. an asset - building initiative in Springfield, Missouri surveyed local companies about flexible work options for families, then developed a brochure highlighting the value of flexible options and the cost -- to both workers and the companies -- of not having options available. • Youth in Hopkins, Minnesota are working to create a teen center after they surveyed 1,200 students to Lind out what kind of center they wanted and where it should be. The center will include a coffee shop with couches, dart boards, and inexpensive food. • In Ruidoso, New Mexico, high school students have developed a speakers bureau to share the asset - building story with civic, parent, student, religious, and other community groups. • Kindergarteners and their parents in Kennebunk, Maine will learn about asset building from day one. Beginning in September, parents of each new student will receive a copy of the book "What Kids Need to Succeed" and will be invited to short asset - building workshops. • Housing developer Gary Waiker wants the planned community he is building in Mesa, Arizona to be a community with kids at its heart. By designing neighborhoods, a community center, and other programs with young people in mind. the 10,000- resident community of Las Sendas will be a Page 71 3/1/97 9:53 AM Lutheran Brotherhood — Healthy Communities - Healthy Youth http:// www .luthbro.com/youth/HCHYc...nity -Wide Asset Building in Action place where children are valued, respected and cared for by all the residents. • Many of the communities in the Twin Cities area of Minnesota have begun asset- building initiatives. Twenty-one communities jointly sponsored a "We Love Our Kids" celebration, which highlighted everyone's role in asset building. • Youth and adults co -chair committees that are developing asset- building plans in LaCrosse, Wisconsin. The effort gives youth and adults the chance to spend time together and to develop asset - building plans. Members created sweatshirts, which they wear proudly in support of the effort. • The asset building efforts in Ulysses, Kansas, are all sewn up. Recently, community organization and businesses designed and made a quilt showing their commitment to children, youth and . families in the county. Each organization contributed a square. Wow — it sounds great, doesn't it? But how on earth are you going to be able to get something like this going in your community? Think of Search Institute as your jumper cables! Let them help you jump -start your community into asset building! Check out this list of ways they can help you and then contact Search Institute to get even more guidance! They're more than willing to help! How Search Institute Can Help You Get Started In Your Community (Contact Search Institute for cost information.) 1. Provide tools (booklets, books, guidebooks, videos, etc.) to assist you in telling others about the asset - building approach and for developing asset - building initiatives. 2. Measure the levels of developmental assets among sixth- to 12th -grade youth in your community using the Profiles of Student Life: Attitudes and Behaviors survey. 3. Provide a speaker for major community gatherings to present the asset - building vision and practical ways people can build assets. 4. Link your community with other communities and regions that have begun asset - building initiatives. 5. Offer consultation and training in organizing, launching and sustaining your initiative. For More Information: You can obtain additional information and/or learn how to start Healthy Communities - Healthy Youth in your own communities by contacting Search Institute at (612) 376 -8955 or (800) 888 -7828. illL A out Lt3 1 rmancial I Fratetnais 1 Investtng 1 Youth j Potlucic I What's New 1 Home Copyright (c) 1996 -1997 Lutheran Brotherhood, 625 Fourth Ave. S., Minneapolis, MN 55415, 1- 800 - 990 -6290 Updated 31 July, 1997 I Contact the webmaster Developed by Yamamoto Moss, Minneapolis, MN. 3 of 3 Page 72 3/1/97 9:53 AM Lutheran Bibtherhood— Healthy Communities ' Healthy Youth r�. I. oft littp://www.luthbro.com/youth/HCHYintlivItun 11:11 BRAIN BRO D I1.R1 IDOL) — ., r.,,:: l/t, ..i _/ u,,,u, -;.,f .out manctat stern. s nvesnng ' ou ' o uc a s ome 7M4 HEALTHY YOUTH We Want YOU: Individuals Taking Action Everyone can be involved in Healthy Communities - Healthy Youth — Search Institute and Lutheran Brotherhood encourage individual participation! Come on, there's room for everyone! What good can actions from individuals really do? Think about it for a moment. Almost every major social movement has begun with individual actions. Building young people's foundations is no different. The experiences of our youth will not see a positive change unless individuals — parents, youth, neighbors, friends, grandparents, and others -- take personal responsibility for contributing to their healthy development. Getting involved is easier than it may sound. Search Institute has compiled some lists that can give you ideas about how you can be a positive influence in a child's life. But remember — don't let these lists limit you! Use them as a springboard for coming up with some of your own ideas. Five Things Adults Can Do to Build Assets Five Things Young People Can Do to Build Assets 150 Ways to Show Kids You Care Sure, all this sounds great, but after a long day, who has the time or the energy to brainstorm ways to be a positive intluence in a young person's life? That's why were here! Read this handful of ideas that you can use to explore and find your place in Healthy Communities - Healthy Youth! Five Things Adults Can Do to Build Assets 1. Look at and greet every child or adolescent you see. 2. Have a five- minute conversation with a child or adolescent about her or his interests. 3. Send a "thinking of you" or birthday card, letter, or email message to a child or adolescent. 4. Invite a young person to do something you enjoy doing together (play a game, go to a park, go to a movie, etc.) 5. Have an open -door policy in your neighborhood so kids feel welcome in your home for refreshments, conversation, or just hanging out. Hmm...So where exactly do young people fit into HC -HY? You're the ones that actually KNOW the challenges were tallcing about! You probably see them every day with your friends, in your classrooms and at work. We need your input and your participation! (Finally, someone is including young people in important decisions!) Your role has two parts to it: Page 73 3/1197 9:55 AM Lutheran.) 3rotherhood— Healthy Communities' Healthy Youth http:// www. luthbro.com/youtir/HCHYindiv.html 2of2 0., 1. To take advantage of people's HC -HY efforts. 2. To heip those younger than you by paying attention to them and being a good role model. Check out this list of things you can do to be a piece of the HC -HY puzzle! Five Things Young People Can Do to Build. Assets 1. Take advantage of interesting and cha llenging opportunities through youth programs,. co- curricular activities, and congregational youth programs.. 2_ Pay particular attention to younger children.. • 3. Talk with peers and adults about boundaries, expectations, and values- Commit to supporting each other in the ones you share. 4. Get to know an adult you admire. 5. Find chances to build relationships with younger children through service projects, volunteering, tutoring, babysitting, and other opportunities. 11.41,4 Ak ) cic. A 1 ut LB I Financial 1 Fraternals 1 investing 1 Youth 1 Potluck 1 What's New [ Home- Copyright (c) 1996 -1997 Lutheran Brotherhood, 625 Fourth Ave. S., Minneapolis, MN 55415, 1- 800 - 990 -6290 Updated 31 July, 19971 Contact the webmaster Developed by Yamamoto Moss Minneapolis, MN. Page 74 3/1/97 9:55 AM Lutheran Brotherhood - Healthy Communities - Healthy Youth 1 of 4 limp://www.luthbro.comiyouth/150Ways.html at Lull ILILMN13RC)11ILR11OOI) i:rr ;1;. . usom•i..;; .out . maim. rate . s • vesung ' o . ' of uc n a s ew some 4d COM,kf HEALTHY YOUTH 150 Ways to Show Kids You Care Search Institute has compiled a list of 150 Ways to Show Kids You. Care! Check it out and seeall the little things you can all do to make a difference in a child's life! Can you think of any of your own? At the end of the list, add your own suggestions -things that you do or ideas that you have for showing kids you care! 1. Notice them. 2. Smile a lot. 3. Acknowledge them. 4. Learn their names. 5. Seek them out. 6. Remember their birthday. 7. Ask them about themselves 8. Look in their eyes when you talk to them. 9. Listen to them. 10. Play with them. 11. Read aloud together. 12. Giggle together. 13. Be nice. 14. Say yes a lot. 15. Tell them their feelings are okay. 16. Set boundaries that keep them safe. 17. Be honest. 18. Be yourself. 19. Listen to their stories. 20. Hug them. 21. Forget your worries sometimes and concentrate only on them. 22. Notice when they're acting differently. 23. Present options when they seek your connsel. 24. Play outside together. 25. Surprise them. 26. Stay with them when they're afraid. 27. Invite them over for juice. 28. Suggest better behaviors when they act out. 29. Feed them when they're hungry. 30. Delight in their discoveries. 31. Share their excitement. 32. Send them a letter or postcard. 33. Follow them when they lead. Page 75 3/1/97 9:55 AM Lutheran Brotherhood - Healthy Communities - Healthy Youth httpJ/ www .luthbro.com/youth/150Ways.html 2 of 4 34. Notice when they're absent 35. Call them to say hello. 36. Hide surprises for them to find. 37. Give them space when they need it. 38. Contribute to their collections. 39. Discuss their dreams and nightmares. 40. Laugh at their jokes. 41. Be relaxed. 42. Kneel, squat, or sit so you're at their eye level. 43. Answer their questions. 44. Tell them how terrific they are. 45. Create a tradition with them and keep it. 46. Learn what they have to teach. 47. Use your ears more than your mouth. 48. Make yourself available. 49. Show up at their concerts, games, and events. 50. Find a common interest. 51. Hold hands during a walk. 52. Apologize when you've done something wrong. 53. Listen to their favorite music with them. 54. Keep the promises you make. 55. Wave and smile when you part. 56. Display their artwork in your home. 57. Thank them. 58. Point out what you like about them. 59. Clip magazine pictures or articles that interest them. 60. Give them lots of compliments. 61. Catch them doing something right. 62. Encourage win -win solutions. 63. Give them your undivided attention. 64. Ask for their opinion. 65. Have fun together. 66. Be curious with them. 67. Introduce them to your friends and family. 68. Tell them how much you like being with them. 69. Let them solve most of their own problems. 70. Meet their friends. 71. Meet their parents. 72. Let them tell you how they feel. 73. Help them become an expert at something. 74. Be excited when you see them. 75. Tell them about yourself. 76. Let them act their age. 77. Praise more; criticize less. 78. Be consistent. 79. Admit when you make a mistake. 80. Enjoy your time together. 81. Give them a special nickname. 82. Marvel at what they can do. 83. Tell them how proud you are of them. 84. Pamper them. 85. Unwind together. 86. Be happy. 87. Ask them to help you. 88. Support them. 89. Applaud their successes. 90. Deal with probierns and conflicts while they're still small. Page 76 3/1/97 9:55 AM Lutheran Brotherhood - Healthy Communities - Healthy Youth httpJ/ www .luthbro.com/youth/150Ways.hunl 3 of 4 91. Chaperone a dance. 92. Tell them stories in which they are the hero. 93. Believe in them. 94. Nurture them with good food. 95. Be flexible. 96. Delight in their uniqueness. 97. Let them make mistakes. 98. Notice when they grow. 99. Wave and honk when you drive by them. 100. Give them immediate feedback. 101. Include them in conversations. 102. Respect them. 103. Join in their adventures. 104. Visit their schools. 105. Help them learn something new. 106. Be understanding when they have a difficult day. 107. Give them good choices. 108. Respect the choices they make. 109. Be silly together. 110. Hang out together. 111. Make time. 112. Inspire their creativity. 113. Accept them as they are. 114. Become their advocate. 115. Appreciate their personality. 116. Talk openly with them. 117. Tolerate their interruptions. 118. Trust them. 119. Share a secret. 120. Write a chalk message on their sidewalk.. 121. Create a safe, open environment. 122. Be available. 123. Cheer their accomplishments. 124. Encourage them to help others. 125. Tackle new tasks together. 126. Believe what they say. 127. Help them take a stand and stand with them. 128. Daydream with them. 129. Do what they like to do. 130. Make decisions together. 131. Magnify their magnificence. 132. Build something together. 133. Encourage them to think big. 134. Celebrate their firsts and lasts, such as the first day of school. 135. Go places together. 136. Welcome their suggestions. 137. Visit them when they're sick. 138. Tape record a message for them. 139. Help them learn from mistakes. 140. Be sincere. 141. Introduce them to people of excellence. 142. Tell them what you expect of them. 143. Give them your phone number. 144 Introduce them to new experiences. 145. Share a meal together. 146. Talk directly together. 147. Be spontaneous. Page 77 3/1/97 9:55 AM Lutheran Brotherhood — Healthy Communities - Healthy Youth httpi/ www .luthbro.com/youth/150Ways.html 4 of 4 148. Expect their best; don't expect perfection. 149. Empower them to help and be themselves. 150. Love them, no matter what. Submit your own suggestion. P*4 3{kft ) "I's LB 1 Financial I Fraternais j investing l Youth i Potlucic i What's New l Home Copyright (c) 1996 -1997 Lutheran Brotherhood, 625 Fourth Ave. S., Minneapolis, MN 55415, 1- 800 - 990 -6290 Updated 31 July, 19971 Contact the webmaster Developed by Yamamoto Moss, Minneapolis, MN. Page 78 3/1/97 9:55 AM MEMO TO: Mayor & City Council, City Administrator FROM: Steve MoreIan, Counciimember DATE: June 15, 1997 RE: 1997 LMC Annual Conference Following is a list of ideas that I gathered at this year's League of Minnesota Cities Conference. I think they all offer some potential benefit to Little Canada. I would ask that you give them some thought and let me know if you have any questions. I would also ask the City Administrator to put these items on future Council agendas (as time permits), so we may discuss them in more detail. 1. City's role in youth development A. Allow /encourage High School age kids to become (non- voting) members of the Planning and Parks & Recreation Commissions and the Community Pride Committee. This has been done in Falcon Heights. B. Establish a "Youth Board" consisting of teenagers from the city. This has been done in Barnesville. MN and Clinton, IA. They received help from the League of Women Voters and the Kiwanis Club. The Board is advisory to the Council, and their responsibility is to identify programs and activities that youth can get involved in. Some of the examples given: 1. Dances 2. Volleyball 3. Painting fire hydrants 4. Creating a gathering place for kids by painting an area at a local mall with a youth theme (not graffiti!) 5. Promoting "zero tolerance" for alcohol /drug use, weapons, etc. 6. Other athletic programs for kids not involved in High School sports 7. Creation of a skate board park C. Working with the area High Schools, make a certain amount of "community service" a requirement for graduation. D. Strictly enforce and strongly advertise our curfew. Make sure every parent is aware of it (newsletter, cable TV, Review, fire siren ?). E. Develop a formal recognition program for kids who excel in various areas (honor roll, eagle scout, sports championship, volunteer work, etc.). Present awards at council meetings. F. Post all activities that involve youth (church, school, etc.) on cable channel. Page 79 Session .3 Wednesday, 6/11 - 10:45 -11:45 a.m. "City's Role in Youth Development" Sue Gehrz Weidner /Clarke/E deib roo k Dear 1997 LMC Annual Conference Participant, In 1996, the LMC adopted a definition of a "livable community" in which local government is described as being responsive to the needs of its citizens; is actively supported by enthusiastic volunteers; is open and user friendly; encourages and implements cooperation and collaboration: provides and maintains an adequate infrastructure ro meet local needs: educates citizens on local, regional and stare issues: informs and communicates with citizens to foster participation in public policy decision - making; and participates in youth development. The LMC Improving Community Life Committee was created to gather and disseminate information to increase the communication, facilitation, and resource development skills that city officials need to help build and maintain more "livable" communities. During the past year, three subcommittees have focused on strategies for building local leadership, educating and involving citizens in city issues, and providing leadership in positive youth development. The members of the Youth Development Subcommittee are pleased to present the attached material to assist you in planning for ways your city can proactively participate in youth development. This material is based upon the Asset Model, developed by the Search Institute, and being used by many Minnesota communities. It identities 40 assets, or building blocks, which all young people need in their relationships and environments. The Search Institute research surveying more than 250,000 youth clearly shows that the more assets a young person has the less likely they are to engage in illegal and/or high risk behaviors. For more information about this model, contact the Search Institute at 1- 800 -888 -7828. The forty assets provide a framework around which discussions, brainstorming, and planning can occur within city departments. In staff meetings, in Council workshops, and in community collaborations. To get you started. we identified at least one example of a specific personnel policy, staff activity, or city initiative that you couid do to build youth assets. These are designed to whet the appetite. stimulate creativity, and illustrate possibilities. The following subcommittee members contributed ideas for these assets: Duane Zaun. Chair. Lakeville Mayor Dawn Weitzel. Vice Chair. Richfield Communication/Special Projects Assistant Join Blahna. Landfall Mayor Sharon Feess. Brooklyn Park Councilmember Sue Gehrz. Faicon Heights Mayor Larry Nichoison. Moorhead Councilmember We expect to use the LMC web site and Cities magazine to distribute information about how cities are meeting the challenge of asset building. Please share your ideas and experiences with us. This information should be sent to Ann Higgins at the LMC. Sincerely, Sue Gehrz. Chair LMC Improving Committee Life Committee Page 80 Session 3 Wednesday, 6/11 - 10:45 -11:45 a.m. "City's Role in Youth Development" Sue Gehrz Weidner /Clarke/Edelb rock The Protective Consequences of Developmental Assets: Grades 6 -12 The Challenge 62% 0 -10 Assets 11 -20 Assets 21 -25 Assets Percent of public school students, grades 6 -12 26 -30 Assets Page 81 HIGH -RISK BEHAVIORS PERCENT AT RISK If 0 -10 If 11 -20 If 21 -25 If 26 -30 Category Definition Total Assets Assets Assats Assets ALCOHOL Six or more uses in past month or got drunk once or more in past two weeks 22 44 23 9 3 TOBACCO Smokes one or more cigarettes every day or uses smokeless tobacco regularly 16 35 16 4 1 IWCIT DRUGS Six or more uses in the past year 9 22 9 2 1 SEXUALITY Sexual intercourse. two or more times 32 51 34 17 7 DEPRESSION/SUICIDE Frequently depressed and/or has attempted suicide 23 42 24 11 5 ANTI- SOCIAL BEHAVIOR Two or more acts in the oast year 28 51 28 13 6 AND VIOLENCE SCHOOL FAILURE Skipped school two or more days in the past month. and/or wants to drop out 13 30 12 4 1 VEHICLE RECKLESSNESS Drinks and drives, rides with drinking driver, or non -use of seat belts 54 78 57 35 19 The Challenge 62% 0 -10 Assets 11 -20 Assets 21 -25 Assets Percent of public school students, grades 6 -12 26 -30 Assets Page 81 ice+ ;t*�a!:; 2277/8 `eiwnack 515 Little Canada Road, Little Canada, MN 55117 -1600 (612) 484 -2177 / FAX: (612) 484 -4538 November 7, 1997 TO: Mayor Fahey and Members of the City Council FROM: Kathy Glanzer, Deputy Clerk RE: City Flag MAYOR Michael I. Fahey COUNCIL Beverly Scalze Jim LaValle Steve Morelan Bob Pedersen ADMINISTRATOR Joel R. Hanson I have done some research with regard to the origin of the City's flag. In early 1975 a Bicentennial Committee was formed, and it appears that creation of the flag was one of the accomplishments of that Committee. The first City flag was made by Virginia Fisher and is on display in the trophy case in the lobby of the City Center. I was not able to determine who or how the flag was designed, however. I have also found that the lettering on the first City flag differs from what we have been ordering for the past few years. It appears that the lettering was changed in 1992, but how that lettering change came about I have not been able to determine. Both versions of the flag will be available for the Council's review at Wednesday's meeting. Page 82