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060208 CC WS AgPCITY OF SHOREWOOD CITY COUNCIL WORK SESSION MONDAY, JUNE 2, 2008 AGENDA 1. 2. 3. 4. 5. 6. 7. CONVENE CITY COUNCIL WORK SESSION A. Roll Call 5755 COUNTRY CLUB ROAD COUNCIL CHAMBERS 6:00 P.M. Mayor Lizee Woodruff Turgeon Bailey Wellens B. Review Agenda CITY ADMINISTRATOR PERFORMANCE REVIEW FORM (Att. -Acting Administrator's memorandum, Draft form) FIBER OPTIC TO CITY HALL BUILDING (Att. -Acting Administrator's memorandum) ARSENIC IN PRIVATE WELL WATER (Att. -Acting Administrator's memorandum) WATER USE RESTRICTIONS (Att. -City Engineer's memorandum) OTHER ADJOURN °I' SHOREWOOD 5755 COUNTRY CLUB ROAD •SHOREWOOD, MINNESOTA 55331-8927 • {952) 474-3236 FAX (952) 474-0128 • www.ci.shorewood.mn.us • cityhall@ci.shorewood.mn.us Celebrating 50 Years • 1956 - 2006 MEMORANDUM TO: City Council FROM: Larry Brown, Acting City Administrator & Director of Public Works DATE: May 30, 2008 RE: City Administrator Review Forms During the work session, conducted on Monday, April 28th, the City Council reviewed the .current evaluation form utilized for the City Administrator (Attachment 1). In addition, forms utilized by other agencies were also reviewed. Attachment 2 is an excerpt of the minutes for that work session.... Of the various forms reviewed, the form from Diamond Bar, California, appeared to be a .form favored by the City Council. The original of this form has been included as Attachment 3 to this report. Out of the discussion of the work session, staff was directed to take the existing points of review from the original form, currently being used by the City of Shorewood, and insert it into the Diamond Bar form. From there, the City Council stated that they would compare the various points together and choose what items were to be included in the final form. The subject form has been compiled and is included as Attachment 4. It is noted that points of evaluation from the Diamond Bar form are lettered, and the points of evaluation taken form the City of Shorewood form are numbered. .~ ®~ ~®~® PRINTED ON RECYCLED PAPER City of Shorewood City Administrator Performance Evaluation ATTACHMENT 1 CURRENT SHOREWOOD -1- EVALUATION City of Shorewood Evaluation of City Administrator Explanations and Directions Evaluation as Team Building If evaluation is to be, in the truest sense, a means of team building, certain conditions must prevail. The two processes must be compatible and interrelated in the following ways: 1. Evaluation is basically a means, not an end in itself. 2. The trust level between the evaluatee and evaluators must be high. 3. The roles each are to fulfill must be clearly indicated and accepted. 4. Responsibilities are matched with pre-determined standards of performance. Definition of Roles City Council A. Conduct annual assessments of performance of the City Administrator. B. Respect the prerogatives of the City Administrator insofar as operation management function of the organization is concerned and the policy function of the Council. C. Make assessments in general terms but also by using specific examples in instances where specific improvements are needed or when explicit commendations are due. City Administrator A. Accepts the prospects of annual evaluation. B. Understands the scope and thrust of the evaluations. C. Expects the evaluations to adhere to the established procedures for evaluating the performance of the City Administrator. D. Agrees to make the effort to implement results of the evaluation. Pre-determined Performance Standards A performance standard is defined as a condition that will exist when a responsibility or function is successfully performed. It is essential that a performance standard be established, at the outset, for each of the eight major areas of responsibility of the City Administrator. This is necessary in order to use the rating scale effectively. Maior Areas of Resaonsibilit It should be reiterated that in determining the appropriate level of expectations, actual performance must be measured in relation to the indicated standard of performance. Eight major areas of responsibility serve as the basis upon which assessments are to be made. Descriptors are provided under each to clarify the meaning and content of the area. However, the evaluation is made of the major area. -2- Explanation and Directions (continued) Rating Symbols Rating symbols are used to make the assessments; and these symbols fall into three main categories: E = Exceeds Expectations (performance has been above reasonable expectations) M = Meets Expectations (performance has attained a level of reasonable expectations) I = Improvement Needed (performance is inconsistent and requires improvement) B = Below Expectations (performance has been below reasonable expectations) As indicated earlier, without more precise definition of the term "expectations", it is possible that ambiguity will result in the use of the term. In order to help avoid this possibility, the concept of performance standards is used. It will be noted that in connection with each major area, a performance standard is stated, including the conditions that have to be met in order to decide the extent to which "expectations" have been met. -3- Eight Major Areas of Responsibility Organizational Management Fiscal/Business Management III. Program Development and Follow-through IV. Relationship with the Mayor/Council V. Long Range Planning VI. Relationship with Public/Public Relations VII. Intergovernmental Relations VIII. Professional/Personal Development -4- ORGANIZATIONAL MANAGEMENT Responsibility • Plans and organizes the work that goes into providing services established by past and current decisions of the Council. • Plans and organizes work that carries out policies adopted by the council and developed by staff. • Plans and organizes responses to public requests and complaints or areas of concern brought to the attention of staff by Council and staff. • Evaluation, recommendation and implementation of new technology. • Selecting, leading, directing and developing staff members. • Performance evaluations are developed and performed for staff on an annual basis. Performance Standard Organizational Management will be considered effective when a majority of the conditions have been successfully fulfilled. • Well qualified, promising persons are recruited and employed. • Employees are appropriately placed contributing to a high retention rate. • Supervisory techniques motivate high performance. • Citizen complaints are effectively resolved. • The organization is aware of new trends in tools and technology and they are implemented where appropriate. Rating (circle one) 000® Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Administrator: (Responses to any of the evaluations, comments, suggestions, and/or commendations) -5- II. FISCAL/BUSINESS MANAGEMENT Responsibility • Plans and organizes the preparation of an annual budget with documentation, etc. that conforms to guidelines adopted by the Council. • Plans, organizes and administers the adopted budget with approved revenues and expenditures. • Plans, organizes and supervised the most economic utilization of staff, materials, and equipment. • Plans and organizes a system or reports for Council that provide the most up-to-date data available concerning expenditures and revenue. • Plans and organizes maintenance of city-owned facilities, building and equipment. Performance Standard Fiscal/business Management will be considered effective when a majority of the conditions have been successfully fulfilled. • Budget preparation and management are thorough and effective. • Cost-effective measures are persistently pursued. • Financial reporting is timely and readily understandable. • Physical assets management is efficient. Rating (circle one) u~® Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Administrator: (Responses to any of the evaluations, comments, suggestions, and/or commendations) -6- III. PROGRAM DEVELOPMENT AND FOLLOW-THROUGH Responsibility • Plans and organizes on-going programs and services to city government. • Plans and organizes work involved in researching program suggestions by Council and staff and the reporting of the results of analysis. • Maintains knowledge of current and innovative trends in the area of services being provided by local governments, and incorporates that knowledge in program suggestions and research. • Plans and organizes work assigned by the Council so that it is completed with dispatch and efficiency. • Plans, organizes and supervises implementation of programs adopted or approved by the Council. Performance Standard Program planning techniques and procedures will be considered effective when a majority of the conditions have been successfully fulfilled. • Ongoing programs and services are fully responsive to the City's needs. • Monitoring procedures are in place and functioning well. • Measurable outcomes (to the extent possible) are used to determine success in program planning. • The City Administrator can be depended upon to follow through. • Makes most effective use of available staff talent. Rating (circle one) ~0~ 1 1® Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Administrator: (Responses to any of the evaluations, comments, suggestions, and/or commendations) -7- IV. RELATIONSHIP WITH MAYOR AND CITY COUNCIL Responsibility • Maintains effective communication, both verbal and written, with Council. • Maintains availability to Council, either personally or through designated subordinates. • Establishes and maintains a system of reports for Council on current plans and activities of the staff. • Plans and organizes materials for presentations to the Council, either verbally or written, in the most concise, consistent, clear and comprehensive manner possible. Performance Standard Relations with the Mayor and Council will be considered effective when a majority of the conditions have been successfully fulfilled. • Materials, reports, presentations and recommendations are clearly and convincingly made. • Communications are made in a timely, forthright, and open manner. • Responses to requests are made promptly and completely. • Recommendations appear to be thoroughly researched. • Adequate information is provided to Council to make decisions. • A system is in place and utilized to report to Council cuz-rent plans, activities, and events of the City. Rating (circle one) ~0~ Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Administrator: (Responses to any of the evaluations, comments, suggestions, and/or commendations) -$- V. LONG RANGE PLANNING Responsibility • Maintains a knowledge of new technologies, systems, methods, etc. in relation to City services. • Keeps Council advised of new and pending legislation and developments in the area of public policy. • Plans and organizes a process of program, planning in anticipation of future needs and problems. • Establishes and maintains an awareness of developments occurring within other cities or other jurisdictions that may have an impact on City activities. • Plans, organizes and maintains a process of assisting the Council in establishing community goals. including a process for monitoring and reporting on the City's progress toward achieving those goals. Performance Standard Long range strategic planning will be considered effective when a majority of the conditions have been successfully fulfilled. • Awell-constructed long-range (strategic) plan, adopted by the Council, is currently in operation. • Annual operational plans are carried out by staff members. • An on-going monitoring process is in operation to attain quality assurance in program and project implementation. • Program evaluation and personnel evaluation are interrelated with the long range strategic planning process: • Legislative knowledge is current and complete. Rating (circle one) 000® Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Administrator: (Responses to any of the evaluations, comments, suggestions, and/or commendations) -g- VI. RELATIONSHIP WITH PUBLIC/PUBLIC RELATIONS Responsibility • Plans, organizes and maintains training of employees who have primary responsibility for contact with the public, either by phone or in person. • Ensures that an attitude and feeling of helpfulness, courtesy, and sensitivity to public perception exists in employees coming in contact with the public. • Establishes and maintains an image of the City to the community that represents service, vitality and professionalism. • Establishes and maintains a liaison with private non-governmental agencies, organizations and groups involved in areas of concern that relate to services or activities of the City. Performance Standard Communication services will be considered effective when a majority of the conditions have been successfully fulfilled. • Contacts with the media are timely and credible. • Publications are varied and consistently well received by the citizens. • Feedback from the public and the community leadership is positive. • City has good image with comparable organizations. • Ability to solicit and use feedback from the public. Rating (circle one) ~~ 1~~~® Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Administrator: {Responses to any of the evaluations, comments, suggestions, and/or commendations) -10- VII. INTERGOVERNMENTAL RELATIONS Responsibility • Maintains awareness of developments and plans in other jurisdictions that inay relate to or affect City governments. • Establishes and maintains a liaison with other governmental jurisdictions and associations in those areas of service that improve or enhance the City's programs. • Maintains communications with governmental jurisdictions and associations with which the City is involved or has interaction. Performance Standard Intergovernmental relations will be considered effective when a majority of the conditions have been successfully fulfilled. • Sufficient activity with municipal and professional organizations. • Regarded as highly competent by municipal officials. • Provides examples of good ideas from other jurisdictions. • Positive relationship with surrounding cities. • Good cooperation with County and State agencies. • Improved mutual understanding and relationship with the State Legislature. Rating (circle one) E M I B Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Administrator: (Responses to any of the evaluations, comments, suggestions, and/or commendations) -11- VIII. PROFESSIONAL/PERSONAL DEVELOPMENT Responsibility Maintains awareness and value of broadening professional and personal development. • Demonstrates imaginative leadership initiatives. • Ability to build cohesiveness in staff. • Decisiveness in leadership performance. • Effectiveness in verbal communications. Performance Standard Professional and personal competencies will be considered effective when a majority of the conditions have been successfully fulfilled. Management techniques show evidences of innovation, imagination, and decisiveness. • Techniques are incorporated that promote cooperation and information sharing between departments and staff as a whole. • Continuous professional personal growth is demonstrated. Rating (circle one) E 0 I~ B Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Administrator: (Responses to any of the evaluations, comments, suggestions, and/or commendations) 11 ~- CITY OF SHOREWOOD CITY COUNCIL WORK SESSION MONDAY, APRIL 28, 2008 MINUTES 1. CONVENE CITY COUNCIL WORK SESSION 5755 COUNTRY CLUB ROAD COUNCIL CHAMBERS 6:00 P.M. Mayor Lizee called the meeting to order at 6:02 P.M. A. Roll Call Present. Mayor Lizee; Councilmembers Bailey, Turgeon, Wellens, and Woodruff; Acting Administrator/Director of Public Works Brown; Finance Director Burton; and Engineer Landini Absent: None B. B. Review Agenda Mayor Lizee requested Item 6, Discussion Regarding Funding for the City Hall Renovation, be added to the agenda. Wellens moved, Bailey seconded, Approving the Agenda as Amended. Motion passed 5/0. 2. ADMINISTRATOR'S PERFORMANCE REVIEW FORMS Acting Administrator Brown stated the Council had requested it have a discussion regarding the forms used for the City Administrator's performance evaluation. He stated the meeting packet contained the current evaluatio-1 form, the current job description for the position, as well as evaluation forms from Springsted Incorporated, other municipalities, and the International City/County Management Association (ICMA). Mayor Lizee stated it was an appropriate time to update the current evaluation form. She thanked Sharon Klumpp, with Springsted Incorporated, for providing evaluation forms from other communities. She suggested if a new City Administrator was hired by -nid-year then the first performance evaluation could be done in December of this year, and again one year from the date of hire; after that the evaluation would be done yearly. The following comments and clarifications were made by Councilmember Turgeon. - The current schedule for evaluating the City Administrator was to conduct an informal evaluation n~id-year and to conduct the formal evaluation at year-end. - There appeared to be multiple interpretations for the current performance standards. She suggested the performance standards section be eliminated and those performance standards worth keeping be incorporated into the responsibility section. - An attempt should be made to make the evaluation criteria more objective. - There were items that were included in multiple performance categories. - She liked the format of the current evaluation form. ATTACHMENT 2 WORK SESSION MEETING MINUTES CITY OF SHOREWOOD WORK SESSION MEETING MINUTES April 28, 2008 Page 2 of 7 - Questions from the sample evaluations could be incorporated into the City's evaluation. She liked some of the questions in the evaluation forms from the cities of Perland, Texas, and Diamond Bar, California. - She liked the form from Diamond Bar, although it could require the services of a professional to compile the data fi•om each of the Councilmember's evaluations into one overall evaluation. - It could be appropriate to use a combination of the Diamond Bar format and the City's format. The following comments and clarifications were made by Councilmember Wellens. - The format of the evaluation form was fine. - He had previously submitted a list of specific tasks that could be included in the evaluation form. For example, comparing the City's performance in specific areas to other cities' performance, how ofte~~ Staff completed things Council had requested, the number of resident calls answered, Staff initiated follow-up on status reports requested by Council, etc. The following comments and clarifications were made by Councilmember Bailey. - Based on his experience with his current employer, for administrative functions similar to the City Administrator position it was not wise to have too many specific numerical performance standards (e.g., how many phone calls were answered). Those types of things were expectations that were more appropriately identified in the job description. The position was not a line operation which was evaluated by volume output. Caution should be exercised to not be too specific. - A responsibility was a performance standard; therefore incorporating the current standards into the responsibility section would be appropriate. - It was important the evaluation criteria were consistent and that it would be possible to evaluate the person on the criteria. - He did not think there were many problems with the current evaluation standards, although there were probably some that could be added or deleted. - He was comfortable with the current format. - He thought the format of the form from Diamond Bar was also fine (provided the questions would not be too specific) and the questions in that form were good. A format similar to Diamond Bar's could be done as a spread sheet which would make the compilation of the evaluations easier. - He would be reluctant to use the sum of the scores of each of the weighted criterion for each of the Councilmembers as the frnal evaluation ranking. There must be more subjectivity to the evaluation. The following comments and clarifications were made by Councilmember Woodruff. - He had provided Acting Administrator Brown with his proposed revisions to the current evaluation form. - He thought the format was fine. - He thought there was a lack of some specificity. - He could support deleting the performance standards section and incorporating those standards worth keeping into the responsibility section. - He suggested Council have more discussion on how it expected to take output from the discussion about the evaluation forth and transform that into a revised evaluation form. CITY OF SHOREWOOD WORK SESSION MEETING MINUTES Apri128, 2008 Page 3 of 7 - He suggested someone with professional experience in developing evaluation forms be contracted with to orchestrate this effort. - He had not spent much time considering the sample forms provided. - He thought it would be possible to take the items in the current form and redistribute them into a format similar to the one from Diamond Bar. That format would force the Councilmembers to consider each criterion individually. The following comments and clarifications were made by Mayor Lizee. - She thought the current evaluation form was somewhat onerous. - She thought the Diamond Bar's evaluation form appeared to allow for a more objective evaluation than the City's form did, and the Diamond Bar form was easier to use. - She thought each of the performance categories should be specific without being overly detailed to the point of including specific job task measures. - She suggested Sharon Klumpp, with Springsted Incorporated, may be able to help create the evaluation form, or she may have a referral who could. There was consensus to have Staff merge the City's criterion into the form from Diamond Bar. Different fonts would be used to indicate it was the City's criterion. 3. DISCUSSION REGARDING USE OF LIQUOR FUNDS Director Burton explained the City's Municipal Liquor Operation was discontinued in December 2007 and both stores were sold at that time. Both stores showed an operating loss for 2007. That downward trend was known earlier in the year and it was a factor. behind the decision to sell the stores. The operating loss was offset by a gain on sale of asset, resulting in combined net income before transfers of $305,000. The cash proceeds in the Liquor Fund at 2007 year were about $932,000. After all known obligations were satisfied, including potential future unemployment claims estimated at about $16,000, the Liquor Fund balance would be slightly more than $900,000. Burton encouraged Council to consider any and all options for use of the Liquor Fund balance. For discussion purposes, she suggested Council could consider tl~e following options. Use all or part of the proceeds to directly fiord a specific one-time project such as the renovation of City Hall, a major environmental or park project, or another project that would benefit the City. Use all or part of the proceeds to pay the debt service requirements for a project that could be financed by issuing bonds. For example, if bonds were issued to renovate City Hall the remaining Liquor Fund balance and/or any interest income it might generate, could be used to meet the annual principal and interest payment on the bonds. Invest the principal balance and use only the interest income for desirable programs on an annual basis. If the City received 4% - 5% on its investments, the interest income on $9.00,000 could be $36,000 - $45,000 per year. The General Fund had been a beneficiary of annual transfers from the Liquor Fund of $40,000 - $50,000 per year, and the Council could decide to continue this custom as it had the effect of reducing the tax levy for general operations. ~ t~/ 1 V i C~ ~ C~ ~ ~ r mr`' ~r~ ~~,~~' ` ~~~~,~. Standards ~ ~ o~ ~a~ ::` ,t~Q ~Q ~arm Evaluation 0 ~`~ ~~~ ~~~ ~~ ~~~ ter..: a oo, ,~~ +~ •~ - ~ A. Does the City Manager maintain effective and open lines - of communication with the Council as a~body and with ~;.:; ~; ;. individual members? ~:;>: - C'; ~ `; `' }_~< ; <: B. Is the Council kept apprised of all ongoing and current situations involving City business? I ~ _ ! .; E.:_: C. Dees the City Manager exercise sound judgement when _ t - I advising Council? : _ '~ - - - A. Does the City Manager anticipate needs and recognize ~ ~ E : ~ ~ , i : ~::. ~:..: ~``~ potential problems? _ ~ ~; ~ - ;. - ~- B. Does the Ci Mana er ro ose effective solutions and tY g P P ~ - t - -_ ` ~~= :;;;:. - ~- - - - rovide alternatives to identifed robiems? P P _ -- ~ ~ =': ~'=' ~< C. In making decisions, does the City Manager obtain the _ F" I =_ ~ ± ~~: facts and consider the Ion -term implications? _ " I t = ,< ' " ;' D. Dves the Cit Mana er rovide Council with aA informa- '': ~~ ~:. _ ~-'' ~ -= C-~ ` lion necessary to make decisions? _ _ `"' ~- E. Are the goals of the Council incorporated into plans for s implementation? A. Does the City Manager exhibit the ability to arrange work ~`: ~~ ';l ''` ~` I and efficient) a resources. -- ;;;::: ~' hi; . B. Does the City Manager make decisions when sufficient - 1= ~`; ~:::;: information is available, and implement action when +>; -- - I>: conditions are ripe for success? _ ~I>: ~ ~- Y g rfY - P `_ C. Does the Cit Mana er exhibit the abil' to reach for ``` j? ~ .' ~;-: ~`: effective and, when necessary, creative solutions? ;;;:::; - - .. L.. 1 I D. Does the City Manager obtain the best possible end ~` result for the money spent? !»!< Gd j:;: ;;- E. Do the departments run smoothly, and is there adequate °` ' ' °~ ::: ;;. internal communication among staff, and between staff j ,.. ~;: "" ~~J~: and the City Manager? ~" I"' ~ ;:`_ i•~<::: mtr :~~ ~ ~~ ~ mm ~ rurRr. arm ~ Page X of 4 ~ ~~~~~~'~ ORIGINAL DIAMOND BAR EVALUATION FORM " ~ ~~~y Manager - pSfartdards~ afi~~ ` y +~'~~` ~`~~~~ q0... mac, ~4 ~. , ~ ` ~ °i~ ~. +~ om evaluation Form ; ~~ ~` ~ . ~ Q :;~~ ~} ~~; ~~ h y i r ~+..:; © . ": e _ ice`,. A. Daes the City Manager adequately and accurately report f ~ ~ I and project the financiaE condition of the City in a timely y _ _. ~ manner? - - ~ < - B. Are management practices and policiesdesigned to ~ ~ ~ maintain a sound long-range financial posifion? :_~. ~~ I;;_ ~;;; C. Are plans forthe long-teml replacement and mainte- ~__ 'i;? _ ; - i } Hance of equipment updated regularly? f...` f..: ' - r., D. Does the City Manager implement effective programs to ~ _- ~ - L; { i, limit liability and loss? _ ` ` i=>:: - E. Are there shorE-and long-term goals for asset manage- -, } (s'< _ ,~_ _ _ - F. Does the City Manager suggest and pursue creative ~ _ _ - ` ~ ~ - sofutions tofinancial issues? k _ ~ ~ ~~_ • ~ • ~ :, A. Does the City Manager have a customer service orienta- " > ~: '' = f - I ~: LL ~ ~~_~; ~_ f tion; is she approachable, available and responsive to the '": '=_ `_ i>_ _ ~' _ t,. ~; - public? - l ~. >: 13. Does the City Manager communicate openly, clearly and i I r ~ I°,' honesty with the public, recognizing their right and need _ to be well informed? ,,; ~,_; C. Do each of the Departments reflect a "customer first" 4 ~ _ attitude? " - ~~ ~~ ,.: ~ l :: - r • ~ • A. Does the City Manager build and motivate a team? _ ~ ~;::> .. ; F: ,: ,. .. f - 1::::: e. Does the City Manager eam the cooperation and _ ". ` respect of subordinates? ; ` pia': ~:~< is C. Does the City Manager encourage employees to update ,,;; i". jj their skills and training? ?_ - I - D. Does the City Manager promote teamwork and .coopera- Lionamong the Department Heads? Fage 2 of d -'qua^^~, ~. Does the City Manager recognize the value of excel- lence in employees, and use all reasonable efforts to ensure that the bes# available individuals are recruited, •hired and continue to work for the City? F. Does the~City Manager maintain adequa#e job descrip- r ~,. bans for employees? ~ ' ' ~_ I ~ G. Does the City Manager ensure annual evaluations for all f E '` employees? ~ H. How do you rate the City Manager's overall manage- I ' - j.; ~ _ ees 7 t ; ment style m dealing with emp oy A , _ ,.t r~} lip; -. A. Does the City Menager have the~ability to resolve ~.f _ ,.:,: _ conflicts•inherent in a publlcagency? __- 1>.;; =_ - _;: - `,. ty 9 9 9 ~`2; $. Is the Ci Mana era ood ne otiator? _ - '' = - r ~; C. Does the City Manager listen'to and understand the { positions and circumstances of others, and communi- ` ~: =;: sate that understanding? ' ~ ~,.. _ well? = - D. Daes the Ci Manager handle stress _ ~ ~~~:>' E. Does the City Manager exhibit resilience; i.e., maintains i:_, ntdemands . ~:~ ff ? ~` - motivation and ever ins ite of cansta I' - gY P <~ _- _ 1._.. F. Does the City Manager follow through in a timely man- ~`'' ~` ~`~': ner an comrtiitments and requests? = =- i.;;; G. Is the City Manager proactive in recognizing issues and - ~`:^: ~, initiating action? ~ , ` ~:;s ~~ ~ `: ~ : j '; H. Does the City Manager handle people well in difficult i ~; ~ . situations? ~ ~. ~::: G`; Does the City Manager clearly communicate expecta- tions to contract organizations/personnel to implement City goals and policies? :i Page 3 of 4 ~~ ; ~~ :~;." A. Does the City Manager maintain regularcommunication - with the contract enforcement agency? `, .. C= - B. Does the City Manager enforce all laws and ordinances ~. ~, Of the City? r. ~<= I;: ~~ I Evaluator: Date: (~ Page 4 of 4 ~~.v W W a W CITY ADMINISTRATOR ~ ~ a a W W EVALUATION FORM z W ~ ~ W J 0 z IQ W >C Z ~ ~ w Q O w ' o ~ ~ o I. RELATIONS WITH THE CITY COUNCIL 5 4 3 2 1 COMMENTS A. Does the City Administrator maintain effective and open lines of communication with the Council as a body and with individual members? B. Is the Council kept apprised of all ongoing and current situations involving City business? C. Does the City Administrator exercise sound judgment when advising Council? 1 Does the City Administrator maintain effective communication, both verbal and written, with the City Council? 2 Does the City Administrator maintain availability to the City Council, either personally or through designated subordinates? 3 Does the City Administrator establish and maintain a system of reports for Council on current plans and activities of the staff? 4 How effective is the Administrator with Planning and organizing materials for presentations to the Council, either verbally or written, in the most concise, consistent, clear and comprehensive manner possible? 5 Materials, reports, presentations and recommendations are clearly and convincingly made. 6 Communications are made in a timely, forthright, and open manner. 7 How promptly and completely does the City Administrator respond to requests? 8 Recommendations are thoroughly presented and researched? 9 Adequate information is provided to Council to make decisions. 10 The City Administrator puts in place and maintains maintains a system to report to Council current plans, activities, and events of the City. Lettered =Diamond Bar Form. ATTACHMENT 4 COMBINED FORM Numbered =Shorewood Form. U V W a W W CITY ADMINISTRATOR ~ ~ w a w W ~~ ZW~ EVALUATION FORM a O p W ."ri ~ Z IQ W X Z ~ v ¢ O W O W ~ ~ p II. PLANNING 5 4 3 2 1 COMMENTS A. Does the City Administrator anticipate needs and recognize potential problems? B. Does the City Administrator propose effective solutions and provide alternatives to identified problems? C. In making decisions, does the City Administrator obtain the facts and consider the long-term implications? p, Does the City Administrator provide the City Council with all the information necessary to make decisions? E. Are the goals of the City Council incorporated into plans for implementation? 1 How effective does the City Administrator Plan and organize work that goes into providing services established by past and current decisions of the City Council? 2 The City Administrator plans and organizes work that carries out policies adopted by the City Council and developed by staff. 3 Plans and organizes responses to public requests and complaints or areas of concern brought to the attention of staff by Council and staff. 4 The City Administrator maintains a knowledge of new technologies, systems, methods, etc. in relation to City services. 5 The City Administrator keeps Council advised of new and pending legislation and developments in the area of public policy. 6 The City Administrator plans and organizes a process of program planning in anticipation of future needs and problems. 7 The Administrator establishes and maintains an awareness of developments occurring within other cities or other jurisdictions that may have an impact on City activities. 8 The Administrator plans, organizes and maintains a process of assisting the Council in establishing community goals, including a process for monitoring and reporting on the City's progress toward achieving those goals. 9 Maintains a knowledge of new technologies, systems, methods, etc. in relation to City services. 10 Keeps Council advised of new and pending -egislation and developments in the area of public policy. Lettered =Diamond Bar Form. Numbered =Shorewood Form. G. U a k CITY ADMINISTRATOR a a w w EVALUATION FORM W ~ ~ w "' O Z N W k z ~ w w ~ y ~ ~ w Q O w o ~ ~ D 11 Plans and organizes a process of program planning in anticipation of future needs and problems. 14 The Administrator maintains awell-constructed long-range (strategic) plan, adopted by the Council, and is currently in operation. 15 Annual operational plans are carried out by staff members. 16 An on-going monitoring process is in operation to attain qualit assurance in program and project implementation. 17 Program evaluation and personnel evaluation are interrelated with the long range strategic planning process. 18 The City Administrator stays current on Legislative knowledge, and remains current and complete on issues. III. ORGANIZATIONAL SKILLS 5 4 ~ 2 1 COMMENTS A. Does the City Administrator exhibit the ability to arrange work and efficiently apply resources? B. Does the City Administrator make decisions when sufficient information is available, and implement actions when conditions are ripe for success? C. Does the City Administrator exhibit the ability to reach for effective and, when necessary, creative solutions? D. Does the City Administrator obtain the best possible end result for the money spent? E. Do the departments run smoothly, and there is adequate internal communication among staff, and between staff and the City Administrator? 1 How effeective is the Administrator regarding plans and organization of on-going programs and services to city government. 2 The City Administrator plans and organizes work involved in researching program suggestions by Council and staff and the reporting of the results of analysis. 3 Maintains knowledge of current and innovative trends in the area of services being provided by local governments, and incorporates that knowledge in program suggestions and research. 4 Plans and organizes work assigned by the Council so that it is completed with dispatch and efficiency. Lettered =Diamond Bar Form. Numbered =Shorewood Form. C. U a X CITY ADMINISTRATOR cw a w w , EVALUATION FORM z W D p W J ~ Z IQ W k Z v W Q O ~ O W ~ ~' D 5 The Administrator plans, organizes and supervises implementation of programs adopted or approved by the Council. 6 The City Administrator monitors procedures that are in place and functioning well. 7 The City Administrator measures outcomes (to the extent possible) that are used to determine success in program planning. 8 The City Administrator can be depended upon to follow through. 9 The City Administrator makes most effective use of available staff talent. IV. BUDGET AND FINANCE 5 4 3 2 ~ COMMENTS A. Does the City Administrator adequately and accurately report and project the financial condition of the City in a timely manner? B. Are the management practices and polices designed to maintain a sound long-range financial position? C. Are plans for the long-term replacement and maintenance of equipment updated regularly? D. Does the City Administrator implement effective programs to limit liability and loss? E. Are there short and long term goals for asset management? F. Does the City Administrator suggest and pursue creative solutions to financial issues? 1 The City Administrator plans and organizes the preparation of an annual budget with documentation, etc. that conforms to guidelines adopted by the Council. 2 The Administrator plans, organizes and administers the adopted budget with approved revenues and expenditures. 3 The Administrator plans, organizes and supervises the most economic utilization of staff, materials, and equipment. 4 The Administrator plans and organizes a system or reports for Council that provide the most up-to-date data available concerning expenditures and revenue. Lettered =Diamond Bar Form. Numbered =Shorewood Form. W W a CITY ADMINISTRATOR c a w W EVALUATION FORM z W n o w -~ O ? z w ,~ ~ v W Q O O W ~ ~ O 5 The City Administrator plans and organizes maintenance of city-owned facilities, building and equipment. 6 How effective and thorough is the City Administrator in the preparation and management of budgets? 7 does the City Administrator persistantly pursues cost- effective measures? 8 Financial reporting is timely and readily understandable. 9 Physical assets management is efficient. V. COMMUNITY RELATIONS 5 4 3 2 1 COMMENTS A. Does the City Administrator have a customer service orientation; is the Administrator approachable, available and responsive to the public? B. Does the City Administrator communicate openly, clearly and honestly with the public, recognizing their right and need to be well informed? C. Do each of the Departments reflect a "customer first" attitude? 1 Citizen complaints are effectively resolved. 2 The City Administrator plans, organizes and maintains training of employees who have primary responsibility for contact with the public, either by phone or in person. 3 The Administrator ensures that an attitude and feeling of helpfulness, courtesy, and sensitivity to public perception exists in employees coming in contact with the public. 4 The Administrator establishes and maintains an image of the City to the community that represents service, vitality and professionalism. 5 The City Administrator establishes and maintains a liaison with private non-governmental agencies, organizations and groups involved in areas of concern that relate to services or activities of the City. 6 The Administrator makes contact with the media that are timely and credible. Lettered =Diamond Bar Form. Numbered =Shorewood Form. ~ W a CITY ADMINISTRATOR ~ ~ W W oW, c w W z w f : ~- ~ EVALUATION FORM ~ x ~ W . D p W ~ ~ Q Z 2 ' W k v~ W W O ~ ~ v W Q O O W ~ ~ O 7 Publications are varied and consistently well received by the citizens. 8 Feedback from the public and the community leadership is positive. 9 City has good image with comparable organizations. 10 The City Administrator has an ability to solicit and use feedback from the public. VI. PERSONNEL RELATIONS 5 4 3 2 1 COMMENTS A. Does the City Administrator build and motivate a team? B. Does the City Administrator earn the cooperation and respect of subordinates? C. Does the City Administrator encourage employees to update their skills and training? D. Does the City Administrator promote teamwork and cooperation among the Department Heads? E. Does the City Administrator recognize the value of excellence in employees, and use all reasonable efforts to ensure that the best available individuals are recruited, F. Does the City Administrator maintain accurate job descriptions for all employees? G. Does the City Administrator ensure that all employees are evaluated annually? H. How do you rate the City Administrators overall management style in dealing with employees? 1 Do the departments run smoothly, and there is adequate internal communication among staff, and between staff and the City Administrator? 2 Performance evaluations are developed and performed for staff on an annual basis. 3 Well qualified, promising persons are recruited and employed. Lettered =Diamond Bar Form. Numbered =Shorewood Form. W W a W CITY ADMINISTRATOR ~ ~ a a w W EVALUATION FORM z W 0 o W ~ o Z Z w x ~ ~ w a o o w ~ ~ o 4 Employees are appropriately placed contributing to a high retention rate. 5 The City Administrator has supervisory techniques to motivate high performance. VII. MANAGEMENT SKILLS 5 4 3 2 1 COMMENTS A. Does the City Administrator have the ability to resolve conflicts inherent in a public agency? B. Is the City Administrator a good negotiator? C. Does the City Administrator listen to and understand the positions and circumstances of others, and communicate that understanding? D. Does the City Administrator handle stress well? E. Does the City Administrator exhibit resilience i.e., maintains motivation and energy in spite of constant demands? F. Does the City Administrator follow through in a timely manner on commitments and requests? G. Is the City Administrator proactive in recognizing issues and initiating action? H. Does the City Administrator handle people well in difficult situations? I. Does the City Administrator clearly communicate expectations to contract organizations/personnel to implement City goals and polices? 1 The organization is aware of new trends in tools and technology and they are implemented 2 The City Administrator maintains awareness of developments and plans in other jurisdictions that may relate to or affect City governments. 3 Establishes and maintains a liaison with other governmental jurisdictions and associations in those areas of service that improve or enhance the City's programs. Lettered =Diamond Bar Form. Numbered =Shorewood Form. U V °- X CITY ADMINISTRATOR c a w W EVALUATION FORM z W ~ ~ w ~ O Z Z Q ~ k I t ~ v O W Q O w ~' ~ o 4 Maintains communications with governmental jurisdictions and associations with which the City is involved or has interaction.. 5 The Administrator has a mutual understanding and relationship with the State Legislature. III. LEADERSHIP 5 4 3 2 1 COMMENTS A. Does the City Administrator inspire a shared vision and enlist staff and City Council support? B. Does the City Administrator seek and pursue opportunities to improve the organization? C. Does the City Administrator enable others to act by creating an atmosphere of trust and collaboration? D. Does the City Administrator create standards of excellence and model this behavior? E. Does the City Administrator conform to the high ethical standards of the profession? F. Has the City Administrator met the goals established by the City Council during this evaluation period? 1 The City Adminstrator is effective at selecting, leading, directing and developing staff members. 2 The Cty Administrator maintains sufficient activity with municipal and professional organizations. 3 The City Adminsitrator is regarded as highly competent by municipal officials. 4 The City Administrator provides examples of good ideas from other jurisdictions. 5 The Adminstrator maintains positive relationships with surrounding cities. 6 The Adminstrator maintains good cooperation with County and State agencies. 7 The City Administrator maintains an awareness and value of broadening professional and personal development. Lettered =Diamond Bar Form. Numbered =Shorewood Form. CITY ADMINISTRATOR W LL! a ~ ~ W W W a a w W EVALUATION FORM W ~ ~ w ~ O p X Z z r ~ ~ a o w O W ~ ~ ~ 8 The Administrator demonstrates imaginative leadership initiatives. 9 The City Administrator maintains an ability to build cohesiveness in staff. 10 The City Administrator is effectiveness in verbal communications. 11 Management techniques show evidences of innovation, imagination, and decisiveness. 12 Techniques are incorporated that promote cooperation and information sharing between departments and staff as a whole. IX. LAW ENFORCEMENT 5 4 3 2 1 COMMENTS A Does the City Administrator maintain regular communication with the contract enforcement agency? B. Does the City Administrator enforce all laws and ordinances of the City? X. ADDITIONAL COMMENTS Evaluator: Date: Lettered =Diamond Bar Form. Numbered =Shorewood Form. MEMORANDUM CITY OF SHOREWOOD 5755 COUNTRY CLUB ROAD •SHOREWOOD, MINNESOTA 55331-8927 • (952) 474-3236 FAX (952) 474-0128 • www.ci.shorewood.mn.us • cityhall@ci.shorewood.rnn.us TO: Mayor and City Council FROM: Larry Brown, Acting City Administrator / DATE: April 25, 2008 Continued for 6/2/08 Work Session • RE: Discussion Regarding Fiber Optic Service _ Councilmember Woodruff requested that this item be scheduled for a work session agenda. Fiber optic cable provides the ability to transmit very large streams of data over a network. The capabilities of such a network provides the ability to easily transmit the larger data file formats such as live video streaming, in addition to voice over the Internet pipeline ("Voice over IP" or VoIP"), or any other Internet service. Councilmember Woodruff has also provided materials for this item, and has. prepared a brief presentation that he would like to present to the. City Council during the work session on Monday evening. _~ is Se~® PRINTED ON RECYCLED PAPER ~~ U p N ap O ~ _ ~ to N F- ~ ~~ N 0 ~ O ~ ~ ~ ~ ~ p U .~ .~ ~" U ~~ ~-- o o ~'- ~ i. L .~ .~ V... -+_ .> U ~ .~ O O v o O U ~ • ~ (n .~ N U N U ~ O ~ .~ o ~~ 0 ~' ~ ,cJ3 U ~ •~ ~ ~ ~ U L -i--~ ~-. .~ ~~ '~ ~~ ~_ N t/) U tt5 O 'F--+ ,~ O .~ 0 U .~ L .}r i~ U O L .~ .N` i`+ ca U O O +-+ 4- .~ a~ ~_ H .-•~ Q3 tt5 ~ ~ v ~ _~ ~ ~ ~ ~ U p ~ • ~ ~~ ~ Q. C6 -+--~ ..,, N -O tf1 ~ O to U _ . ~ to ~ to ,.-~ O • > -O p N N N ~ _i to O ~ U O Q. ~ ~ ~ ~ ~ Q ~ ~ N ~ ~ O O •~ ~ O to U ~ ~ ~ ~ U ~ ~ ~ O ~ ~ ~ U ~ ~ ~ ~ ~ ~ ~ ~ •~ ~ N ~ U ~ N LL to O ~' S ~ O Q c~ OU •~ ~ ~ • ~ O O tC5 0 0 0 Q s- .+r ~+•- -O (t5 (n -~' ~ U .~-~ O N N . U ~ N ~ L to > 'S' ~ O V ~~ O~ N ~ U~ ~ ~ tU N ~ ~ O N-~ Q'N-Q.~~' Q-~' ~.Q p O to I- ~ - ~ >, {~ s-- 0.. O ~.0,~~~ N ~ ~ p ~ t~5 ~ 'a ~ ~ d3 s.. .~ ~ ~-' N (U C Z3 to .~.~I _ i- N NCU ~ Q- N ~ N ~ U • N -~ ~ O tUj .~ ~ ~ L O t6 Ct9 ~ ~ ~ N ~ `*- i'~ ~ ~_ .~-~ ~ ~ :~ N to t1) .~ ~ U ~ ~? ~ O ~ • X ~ O (U N (n ~ U „~ ~ ~ O ~ O ~ . ~ F" N ~ ~ ~"" (~ - ~ O LL ~ t~ ~ O O (~ Q N to ~ . (~ ,~ N .~ ~ _. ~ O U ~ O 0 0 ~ O 11 ISIS tC~ V / /~ V N N f ~ n° t2. ~cc G r ~ _ ~ ~- - L('~ ,- ~ pp L ~~~ R.:, 9e ~~{~ ".: ~~Yr A ~ ~ ~l ~. t/1 ~ ~ ~~ ~ ~ T~ P Q. ~~ r ~ O 3_ L O O U_ ~. UO LLf ,,.` O ~_ Q~ ---+ N ~- •~ ~. ~ ~ Q ~ .-. Q O N O L Q ~..~ W •~w ~-° ~2. ~~ N ~ ~ ~ SZ O ~ 00 ~ ~ .+~ O ~ ~ ~ to +, ~ ;~_~ O ~ ~ O ~ -~ ~ ~ ~ N tll ,d O O ~ }, ~ O ~ N ~ 'O N ~ O ~ .O L N ~ N U U ~ _ ~ ~ ~ ~ ~ ~ ~ N .> ~ ~ ~ N ~ ~ O ~ ~ U ~ RS t0Q ~Q N ~~ ~ N S2 • ~ i ~ O U ~ ~ ~ ~ .~ LL cn ~ O Q +~ ~ ~_ ~ ~ ~ +r ~ .{..., N .;-~ .. ELS ~ ~ ~ ~ ~ j, L N ~ N to ~ `-~ U to - O O ~ N to -'-' ~ ~~D U.~-O ~ ~ ~ ~~ ~ ~ O N ~ ~ ~ ~- ~} Ct5 ~ ~ N ~ ~ ~ ~ O ~ ~ ~ ~ ~ ~ ~ 0 -+..~ U (a N U O U ~ N ~ ~ ~ ~ ~ tL~ ~ .~ '~ U N -~ Q.. U ~ tff ~ Cl3 ~ U S- ~ E-' ~ ~ a~U ~H~to BOO ~O ~' s~._°_,t~ L ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ U m C~ N N Q ~ O ~ ~ ,~ O ~ O ap N ~ N ~ U C 6 O _ ~ O ~ O O _ ~ ~ ~ o ~ ~ ~ ~ _ ~ __ ~ f ~ ~ o ~ ' ~ ~ . > t.t_ cn o N ~ ~ (tf O J ~ ~ ' 1 ~ Z5 Cl'~ O ~ ~ . ..~ ~ U_ t6 'S N 0 ~~ ~ ~ ~ ~ O ~ ~ W ~ N ~. d U ~ U ~ .. ~ ~ -~ ;~ ca LL ~- 0 ~ O O 0 ~ ~ . ~ ~ ~ o L O O to U1 S~ .~ O X LL ~ ~ O Z U U ~ N O ~ (ll ~ Q ~ N O N v ~ 0 ~U MEMORANDUM TO: Mayor and City Council FROM: Larry Brown, Acting City Administrator /Director of Public Works DATE: May 29, 2008 RE: Arsenic in Private Well Water Attached is information on Arsenic in Private Well Water. Shorewood resident, Mr. Justin Blum, who has a high level of arsenic in his private well, has been invited to be present this evening to provide additional information on this topic. t~«0 PRINTED ON RECYCLED PAPER Arsenic in Private Drinking-Water Wells 1. What is arsenic? Arsenic is an element that occurs naturally in rock and soil in many areas. It has been used commercially in products such as wood preservatives and pesticides. 2. How does arsenic get into well water? Arsenic gets into well water through natural erosion. When underground water flows over rocks or soil that contain arsenic, the arsenic slowly dissolves into the water. Arsenic gets into well water primarily in this way. 3. Should I get my private water well sampled for arsenic? Arsenic concentrations in groundwater are generally highest in the West and parts of the Midwest and Northeast. Please contact your local or state health department for a list of labs certified to test water for arsenic. Labs can do a simple test to find out whether arsenic is in the water. In most areas, the cost of testing a sample of water for arsenic usually ranges from $20 to $35. Because the amount of arsenic in well water can vary throughout the year, you should test more than once, at different times of the year. 4. What is the U.S. Environmental Protection Agency (EPA) standard for arsenic in drinking water of private wells? EPA requires that public drinking water supplies have less than 10 parts per billion (ppb) of arsenic. EPA does not set drinking-water standards for private wells. However, persons who use water from wells that contain arsenic at levels greater than 10 ppb should consider ways of reducing their contact with the water. 5. Can arsenic in drinking water affect my health? Studies conducted in other countries found harmful health effects in persons who regularly for many years drank water containing arsenic at 100 ppb to 300 ppb. Compared with other groups, more of these people developed several kinds of cancer (lung, liver, kidney, and prostate) and had darkening skin, thickening of the skin on palms of their hands and soles of their feet, skin cancer, and many small warts or corns. A few studies found no harmful effects in persons in the United States who throughout their lifetimes drank water containing arsenic at levels of 50 ppb to 100 ppb. 2 Even though harmful health effects were not found in persons who drank water containing arsenic levels of 50 ppb to 100 ppb, reducing exposure to arsenic can reduce the risk of harmful health effects. 6. How can arsenic in my drinking-water well get into my body? Arsenic in your drinking water can get into your body when you drink the water or use it to cook or prepare your food. You cannot breathe in the arsenic that is in your water. Arsenic does not very easily get into your body through your skin, so showering and bathing are not a problem unless you have very high levels, greater than 500 ppb. If you do have arsenic in your well water above 500 ppb, you should not drink it, cook with it, or shower or bath in it. You should call your local or state health department for advice. 7. How can I reduce my exposure to arsenic? Several ways are available to reduce your exposure to arsenic in your well water. Each option has advantages and disadvantages that you should consider carefully. • Drink Bottled Water Buying bottled water is easy and effective. You may find it inconvenient but it is always a good first choice while you consider other options. Remember to check your bottled water supplier to ensure that they are providing you with a good, clean product. • Treat the Well Water Two major ways can remove arsenic from well water: 1) Point-of--use devices attached to your tap remove most of the arsenic from that tap. 2) Point-of--entry devices remove arsenic from your water before it enters the house so that all your taps provide clean water. These systems can use reverse osmosis, distillation, or special iron and aluminum units to remove the arsenic. Other systems, such as water softeners and pitcher filters, will not remove arsenic. The effectiveness of a treatment system depends on how well it is maintained and the level of arsenic in your water. Reverse osmosis units tend to waste a lot of water and are less effective at higher arsenic levels. Choosing a system that has been tested and certified is important. The National Sanitation Foundation (NSF) International website has information on certified water-treatment systems at http://www.ns£or~//. • Put in a New Well Drilling a new well with appropriate precautions regarding location, depth and construction may provide water that has little or no detectable arsenic. However, a new well is not guaranteed to be arsenic free. Arsenic levels in your new well may start low but could increase over time. • Connect to a Public Water Supply or Community Well Hooking up to a public water supply or community-owned well may be possible. These wells must be maintained and tested for compliance to federal and state standards that are protective of health. This option may be expensive or may not be available if you do not live near such a supply. Your local water utility will be able to tell you whether a connection to public water is available to you. If you have arsenic in your water above 500 ppb, you should talk to your state or local health department before choosing an option. You can find more information on arsenic at the following Web sites. ATSDS 's Toxicological ProIilHIor Ars~ic http://www.atsdr.cdc. gpv/toxprofiles/tp2.htm1 Arsenic in a rinking Water; EPA http://www. epa. gov/ebtpa~es/watewaterparsenic.html USGS "Ars~ic in Ground ~ ate" http://co.water.usgs Gov/trace/arsenic NIH link for arsenic http://www.sis.nlm.nih.gov/Tox/Ao SENIC.htm Uniy~si~JoI 0 inn~oWIacV~h`Ars~ic in DrinI~Ing ~ ate" http://www. extension.umn. edu/water/arsenic.html isconsin's Ars~ic in DrinNng ~ a~ & d roundwater Information Page http://www. dnr. state.wi.us/org/water/dwg/arsenic/ ' daho's Ars~ic IacV~h~JV http://www.oversight.state.id.us/ov library/Contaminant c act Sheets/Arsenic c a ctSheet_ANi .pdf 4 Arsenic in Well Water -Minnesota Dept. of Health http://www.health.state.mn.us/dies/eh/wells/waterquality/arsenic.html Well Management Arsenic in Well Water Many Minnesotans are surprised to learn that they have arsenic in their drinking water. Despite its reputation as a deadly poison, arsenic is like any toxic substance: its effects depend on how much and how long people are exposed to it. This page tells more about arsenic and its health effects, and what you can do if you have arsenic in your drinking water. On this page: How does arsenic pet into drinking water? Is arsenic in drinking water common in Minnesota? How can arsenic affect health? What are the possible health effects of low levels of arsenic? What is the standard for arsenic in drinking water? Are there other sources of exposure to arsenic? Should I test my private well for arsenic? What are the methods for reducing arsenic in your drinking water? Should I be concerned about other things in my drinking water? Where can I get more information or help? How does arsenic get into drinking water? Arsenic is a part of the earth's crust and occurs naturally in some soil and rock. Arsenic from soil and rock can leach into groundwater. Groundwater is the primary source of drinking water for much of Minnesota. Almost all arsenic in drinking water is from these underground deposits of naturally occurring arsenic. See map (PDF: 229KB/1 page). Human activities can contribute to arsenic levels in drinking water, as well as in soil and air. Mining and manufacturing can displace arsenic from its original location; however, these sources are not considered a concern in Minnesota. While arsenic is not in common use today, arsenic was once an ingredient in pesticides, and residues remain from past use and improper disposal of pesticides. An arsenic-based wood preservative is still used to treat wooden foundations, decks and children's playscapes. more » Is arsenic in drinking water common in Minnesota? Arsenic can occur in groundwater just about anywhere in Minnesota. Groundwater from the twin cities to the South Dakota border, and. north along Minnesota's border with the Dakotas is more likely to contain arsenic. However, arsenic levels can vary from one well to the next, even within a small area. Rock and soil beneath some parts of Minnesota contain high levels of arsenic. Most arsenic in Minnesota groundwater is thought to come from shale deposits that were eroded and redeposited by the glaciers many years ago. Water from wells that are in or just below large amounts of shale often has higher levels of arsenic. Some groundwater in Minnesota has arsenic as high as 150 micrograms per liter (pg/L) or "parts per billion" (ppb). The federal drinking water standard for arsenic is 10 pg/L (see below). Investigations of groundwater in Minnesota and other midwestern states suggest that arsenic concentrations exceeding 10 pg/L are more common than previously recognized. Based on existing monitoring data, approximately 15 percent of all wells in Minnesota may have arsenic levels of at least 10 pg/L. more » How can arsenic affect health? The health effects of arsenic depend on its chemical form, how much is in the water, how much water 1 of 5 5/30/2008 9:50 AM Arsenic in Well Water -Minnesota Dept. of Health http://www.health,state.mn.us/divs/eh/wells/waterquality/arsenic.html people drink, and for how long. In nature, pure arsenic is rare. It is usually combined with other elements to form "compounds." Arsenic combined with compounds containing carbon is called "organic arsenic." Arsenic from plants and animals is usually organic. About two thirds of the arsenic in food is in the organic form. When arsenic combines with other elements, such as oxygen, chlorine, or sulfur, it is called "inorganic arsenic." Arsenic in soil, rock, and water is often inorganic. Usually, organic forms of arsenic are less harmful than inorganic forms. A one time oral dose of 60,000 micrograms (pg) of inorganic arsenic is-fatal for most people. Although this amount is about 1/50 the weight of a penny, it is very large compared to amounts naturally present in water, soil, food, or air. What are the possible health effects of low levels of Arsenic? Even water with low levels of arsenic may cause harm if it is consumed over a lifetime. Sometimes arsenic causes corns (hyperkeratosis) to develop on the palms of the hands, the soles of the feet, and other places on the body. These corns may eventually become skin cancer. Increasing evidence indicates that drinking water containing arsenic at concentrations over 100 pg/L for many years may be linked to health problems, including nervous system effects, diabetes, and several circulatory diseases. Some studies have shown that, even below 100 pg/L, there may be risk of some health problems, including skin problems, high blood pressure, and reduced intelligence in children. Studies have also linked long term exposure to arsenic in drinking water to increased risk of cancer of the bladder, lungs, liver, and other organs. It is difficult to pinpoint the exact concentration of arsenic in drinking water that can lead to a particular health problem. Most information about the toxic effects of arsenic comes from groups of people who have consumed water containing naturally occurring arsenic over long periods of time. But even this information is limited; people drink from a variety of water sources and the amount of water a person consumes varies over time. As a result, it is difficult to know one person's exposure to arsenic in drinking water over a period of time. Most cancer researchers have studied people living in areas where arsenic in groundwater is at least several hundred pg/L. However, a growing number of studies show that consumption of water with lower levels of arsenic may be associated with increased risk of health effects. Health effects from exposure to arsenic in drinking water typically take years to develop. The time required for a condition to develop is related to the amount of arsenic consumed. For example, at high concentrations, darkening of the skin (hyperpigmentation) has been reported after just a few months of exposure, but at low concentrations, it takes years to develop. Cancers related to arsenic in drinking water typically do not develop for decades. It is not clear if an exposure that occurs only for a few years early in life can still cause health effects in adulthood, or whether continuous exposure is necessary to result in health effects later. Some research indicates that cigarette smoking and excessive exposure to direct sunlight may worsen the effects of arsenic exposure. It is clear that stopping smoking and reducing exposure to sunlight reduces your risk of many other diseases and is beneficial for health apart from concerns about arsenic. What is the standard for arsenic in drinking water? The U.S. Environmental Protection Agency (EPA) establishes drinking water standards called maximum contaminant levels (MCLs), which are enforced for public water systems. The MCL for arsenic is 10 u9/L. When EPA sets a MCL, it considers not only the health risks, but also the cost and technical difficulty of removing the contaminant down to that level. Naturally occurring levels of arsenic in the United States often exceed 10 pg/L. While health risks from drinking water with arsenic below the MCL are low they are not eliminated entirely. Also, the diseases associated with arsenic in drinking water develop over long periods. Many other factors contribute to the risk of developing these diseases, so risk can be 2 of 5 5/30/2008 9:50 AM Arsenic in Well Water -Minnesota Dept. of Health http://www.heaIth.state.mn.us/dies/eh/wells/waterquality/arseniahtml greatly reduced by a generally healthy lifestyle, including a healthy diet, exercise, and not smoking. MCLs only apply to public water supplies. Private drinking water wells are not required to meet federal MCLs or any state standards. Rather, it is up to the well owner to decide whether he or she wants to take steps to reduce chemical concentrations in the water. Based on the MCL for public water supplies, the MDH recommends that any private well water with more than 10 pg/L of arsenic not be used as a long term source for drinking or cooking. Because arsenic is not easily absorbed through the skin and doesn't evaporate from water, exposure from household uses such as bathing and washing dishes and laundry is minimal. Are there other sources of exposure to arsenic? For most Minnesotans, food and water are the primary sources of exposure to inorganic arsenic. While meat, including poultry and fish, and grains may contribute approximately half the arsenic in the diet, and dairy products approximately one-third, most of this is the less toxic organic form of arsenic rather than inorganic arsenic. The EPA estimates that dietary intake of inorganic arsenic is approximately 14 pg/day, above and beyond the amount consumed in water. When estimating exposures, the EPA uses a drinking water intake of 2 liters per day for adults. Therefore, at the EPA standard of 10 pg/L in water, daily intake of inorganic arsenic from drinking water would be higher than daily intake of inorganic arsenic from food. However, if arsenic levels in drinking water are lower, food may be the main source of exposure to inorganic arsenic. Foods likely to be high in inorganic arsenic include raw rice, flour, grape juice, and cooked spinach. more Should I test my private well for arsenic? Yes. Arsenic has been detected in groundwater in about two thirds of Minnesota. In some parts of the state, particularly from the twin cities to the South Dakota border, and north along Minnesota's border with North Dakota and South Dakota, arsenic levels exceed the EPA standard of 10 pg/L, often by a considerable amount. Arsenic in water has no taste or odor, so the only way to know if drinking water contains arsenic is to have it tested. While private well owners are not required to test for arsenic, the MDH recommends that every well should be tested for arsenic at least once or twice. Make sure that the laboratory is certified by the MDH to test drinking water for arsenic. If no arsenic is detected, further testing is usually not necessary. If arsenic is detected at levels in excess of 10 pg/L in water from a well used for drinking and cooking, and if repeat sampling confirms the results, the MDH recommends that you use an alternate source of drinking water or install a treatment system to reduce arsenic levels in the water. Private well owners must arrange and pay for testing their well water for arsenic, which typically costs about $35. Visit the MDH -Certified Environmental Contract Laboratories web site for all your water testing needs. Regardless of which tests you want done, always make sure to use a laboratory that has been certified to perform each of those particular tests. For arsenic testing look for "SDWP Metals". What are the methods for reducing arsenic in your drinking water? ~ Install a water treatment system. Characteristics of Minnesota's groundwater make removal of arsenic to low levels more difficult to achieve than in many other places. In order to assure that a treatment system is effective, it is imperative that you work with a water treatment dealer familiar with the characteristics of groundwater in your area of the state, and that the treatment unit be properly maintained. Appropriate water treatment systems can effectively reduce arsenic levels in your household drinking and cooking water. "Reverse osmosis" (with pretreatment) and "distillation" systems have most often been used to remove arsenic. New cartridge type removal systems specifically designed to remove arsenic are now being introduced into the market. Remember that while some treatment systems may be useful for other purposes, systems such as conventional water softeners, activated carbon filters, and chlorinators will not alone remove arsenic. Before you buy a home water treatment system, make sure that it will meet your needs. Work 3 of 5 5/30/2008 9:50 AM Arsenic in Well Water -Minnesota Dept. of Health http://www.health.state.mn.us/dies/eh/wells/waterquality/arsenic.html with a reputable dealer in your area. Find out how much arsenic the system will remove, the maintenance requirements, and the costs. The MDH recommends that you choose a treatment system that is certified by an independent certifier, such as NSF (National Sanitation Foundation) International, that tests water treatment systems to assure their effectiveness in living up to manufacturer's claims. After the system is installed, have the treated water tested periodically to make sure that the treatment system is working. The MDH and the Minnesota Extension Service can provide additional information about selecting a water treatment system. • Construct a new well. Drilling a new well into a different water-bearing formation can sometimes reduce arsenic levels. Drilling a new well may be a good option if you already want to replace your existing well for other reasons. It can be less expensive in the long run than maintaining a treatment system. However, a new well may still contain arsenic even if the well was properly constructed, and in an appropriate location. For more information about new well construction, contact your nearest MDH district office, and ask to speak with a well specialist. • Connect to a public water system. In some cases, connection to a public water system may be possible. All community water supply systems are regularly tested for arsenic and other regulated contaminants, and testing results are available from the public water supplier. • Buy bottled water. You may be able to reduce arsenic levels in your drinking water by using bottled water. However, while public drinking water is regulated by the EPA, no single set of standards applies to bottled water. Instead, bottled water is subject to a variety of standards, depending on the type of bottled water and where it is bottled. These standards may be more or less stringent than those for public drinking water. If you are considering switching to bottled water, be sure that levels of arsenic and other contaminants in the bottled water you choose are lower than levels in water from your current water supply. The bottling company should be able to provide the results of testing their water. Should I be concerned about other things in my drinking water? Bacteria. Private wells should be tested at least once a year for bacterial safety. Spring is usually a good time to test. It's also a good idea to test for bacteria any time water changes in taste, odor, or appearance. more Nitrate. Well water should also be tested every year or two for indications of nitrate contamination. Once nitrate has been found, testing should be more frequent. Always test the water before giving it to an infant. Infants under six months of age must not be given water that exceeds the state level for nitrate (10 milligrams per liter [parts per million] as nitrogen). Boiling water is not a way to remove nitrate from water; it increases the level of nitrate in water. more Lead. When water stands idle in the plumbing pipes for more than a few hours, it can absorb lead if the plumbing has old lead pipes, lead soldered copper pipes, or older brass plumbing components. The MDH recommends either (1) flushing standing water until it feels colder (usually 30-60 seconds), or (2) testing your water for lead after it has been standing in the pipes at least six hours. Also, never use water from hot water faucets for drinking or cooking. more Other contaminants. Other contaminants sometimes occur in private water systems, but much less frequently than bacteria, nitrate, arsenic, or lead. If the well is located close to 4 of 5 5/30/2008 9:50 AM Arsenic in Well Water -Minnesota Dept. of Health http;//www.health.state.mn.us/dies/eh/wells/waterquality/arsenic.html fuel tanks or to a commercial or industrial area, a test for "volatile organic chemicals" (VOCs) is a good idea. For more Information, see VOCs in Well Water. Agricultural chemicals are sometimes found in wells located near cropped fields or handling areas for agricultural chemicals. Shallow wells are more vulnerable to pesticide contamination than are deep wells. If your well is located in an agricultural area, and especially if it is a shallow well, testing for several of the pesticides most commonly used in the area may be warranted. Fluoride. If children or adolescents are drinking the water, a test for natural levels of fluoride will give your dentist useful information when considering fluoride supplements. A small number of wells in Minnesota (primarily northwestern Minnesota) do exceed the health standard for fluoride, which can cause discoloration of tooth enamel. Where can I get more information or help? If you have any questions about wells or well water quality in Minnesota contact your local Minnesota Department of Health office, and ask to talk with a well specialist or contact the Well Management Section Central Office at wells@health.state.mn.us or by telephone at 651-201-4600 or 800-383-9808. Deaf and hard-of-hearing: TTY 651-201-5797. Updated Monday, 08-Oct-2007 13:32:09 CDT 5 of 5 5/30/2008 9:50 AM (I1Y UP SHOREWOOD 5755 COUNTRY CLUB ROAD •SHOREWOOD, MINNESOTA 55331-8927 • (952) 474-3236 FAX (952) 474-0128 • www.ci.shorewood.mn.us • cityhall@ci.shorewood.mn.us MEMORANDUM TO: Mayor and City Council Larry Brown, Acting City Administrator, Public Works Director FROM: James Landini, City Engineer DATE: May 29, 2008 RE: Water Conservation ordinance discussion As part of the 2008 Goals and Priorities for the City of Shorewood the Water Conservation ordinance was listed for updates. It was placed as a goal to attain better management of the drinking water resource and assist with attaining a 10 year water use permit from the DNR. Staff submitted an updated Water Emergency and Conservation Plan to the DNR for review in April. The DNR has submitted two options for City approval. Option A: The DNR would approve the plan as a permit based on 10 year water use if the City makes a stronger commitment to water conservation. Option B: The;DNR would approve the plan as submitted based on 2012 water use and the City would have make annual amendments to the permit as needed. Staff would like to pursue Option A to reduce and consolidate the annual paperwork. There are five options to show stronger commitment as viewed by the DNR. The five options in order of importance: 1. Time of day watering restriction. Suggested no watering from 10 a.m. -5 p.m. 2. Odd /Even watering restriction. 3. Audit large users and audit system for loss. 4. Implement an increasing block water rate structure or add high user additional fees. 5. Public information campaign including monthly water utility billing. The City of Shorewood already has implemented the increasing block water rate structure, so that does not apply toward our commitment. Mr. Jack Gleason of the DNR highly recommended the time of day restriction. This option if placed City-wide would be the easiest for resident compliance and complaint enforcement (no watering from 10 a.m. - 5 p.m.). He also commented that option 2 doesn't really work on a conservation base because it forces an every three day watering resident to water every other day. Option 3 does not seem to apply to Shorewood due to no one single customer consumes more than S% of the system production. And option ,,would require reading the meters monthly and preparing bills 7j®r® PRINTED ON RECYCLED PAPER a.,.d` on a monthly schedule. This would require a great amount of staff involvement which may not be financially viable. The City Code currently has the following section of water conservation code: 903.12 CONSERVATION MEASURES. Whenever the City Council shall determine that a shortage of water supply threatens the city, it may, by resolution, limit the time and hours during which water maybe used from the water system for lawn and garden sprinkling, irrigation, car washing and otheruses specified therein. Appropriate notice of the limitation shall be given prior to the enforcement thereof. Staff proposes to add the following to 903.12. To conserve water resources, prevent the wasteful and harmful effects of sprinkling during mid-day hours, and allow the city's water system adequate opportunity to replenish the water supply in the city's water storage tanks, certain limitations must be placed on the use of the city's water supply. During the period of May 1 through September 30 of any year, a person may only sprinkle or irrigate lawns, sod, seeded areas, gardens, shrubs, or other vegetation in the city before 10:00 a.m. and after 5:00 p.m. Penalties. a. A violation of the restrictions contained in paragraphs 1 through 3 is a petty misdemeanor, except that a violation that is preceded within the previous 12 months by two or more violations of these paragraphs is a misdemeanor. b. In addition, a civil penalty may be imposed for each day of violation. This penalty will be collected with water usage charges for the premises where the violation took place. The penalty will be $50.00 for the first violation and will increase by the sum of $25.00 each time for each succeeding violation. The source for the additional ordinance text is the City of Minnetonka with editing from suggestions from Jack Gleason, DNR. A printed copy of the Water Emergency and Conservation Plan is available at City Hall for your review, and I will bring it to the work session. An electronic copy will be made available on laser fiche for your electronic viewing. Email correspondence about the plan and permits from the DNR is attached. Staff recommends discussing this topic at the June 2 City Council Work session and provide direction to staff as to which option A or B the City Council would like to pursue. Page 1 of 2 James Landini From: John Gleason [John.Gleason@dnr.state.mn.us] Sent: Wednesday, May 21, 2008 12:11 PM To: James Landini Subject: RE: City of Shorewood's Water Supply Plan Hi, James. Good question. If the Plan stated, "the City will adopt hourly restrictions" rather than "will consider", that would do it as we really like to see such a restriction. However, the City has to adopt the Plan after our approval so it needs to be a real commitment. Another option is for the City to conduct an audit of water usage that will identify opportunities to decrease usage and developing appropriate conservation measures in response. I understand that's a pretty simplistic answer on my part. I am going to be out of the office from this afternoon the rest of the week. I'll call you next week and we can discuss some additional options. Jack John (Jack) Gleason, Area Hydrologist -West Metro MN DNR Waters 1200 Warner Road St. Paul, MN 55106 651-259-5754 (W) 651-772-7977 (F) John.Gleason dnr.state.mn._us Visit our website at: http;//www.dnr.state.mn. us/waters/i ndex. html »> On 5/21/2008 at 8:54 AM, <jlandini@ci.shorewood.mn.us> wrote: ~ Jack What exactly is a stronger commitment to water conservation? We have water conservation policies tentatively scheduled for a June 23 work session. Would you like to present 5 minutes of options to the Council, or provide me with some options to present to Council? The work session typically begins at 6pm and we could place you first on the agenda if you are interested. James 952-474-3236 From: John Gleason [mailto:John.Gleason@dnr.state.mn.us] Sent: Tuesday, May 20, 2008 4:29 PM To: James Landini; Larry Brown Cc: Dale Homuth Subject: City of Shorewood's Water Supply Plan Dear Mr. Brown and Mr. Landini: 5/29/2008 Page 2 of 2 I have reviewed the City's revised Water Supply Plan received 4/4/08. Thank you for your meeting with me to discuss the Plan in March and for the prompt submittal of a revised Plan. Since the City is planning to eventually integrate the water distribution system into a single system, we plan to combine all the current City's permits and wells into a single permit. This will simplify water use reporting and permit administration. As for Water Supply Plan approval, you have two options. My office previously informed you that the city's residential per capita demand over the past 5 years reported was calculated at 109 gallons/day, (which is significantly higher than the 2002 metropolitan average of 75 gpcd) and that the city's average maximum day to average day ratio for the last five years reported was 3.4, (which is higher than the metropolitan average of 2.6.) In the revised Plan, you state that the City is considering water conservation measures such an hourly irrigation restriction, which we encourage you to adopt. Option 1: If the City were to now make a stronger commitment to water conservation, we can authorize an annual volume equal to the City's projected usage in 10 years (2018), which extrapolated from the projected use data in table 5 (p. 5), is 206 million gallons per year. Option 2: The alternative option is that we can approve the Plan as it now stands, authorizing an annual volume equal to the City's projected usage in 2012, which is 191 million gallons per year. The City would have to apply for a permit amendment to appropriate water in excess of 191 million gallons; additional conservation measures will be required before the amended permit could be issued. Please let me know which option you'd like to pursue. If you decide on Option 1, you do not need to resubmit the entire Plan, just the page/s in which you discuss water conservation on pages 13 and 14, updated to reflect the City's timely commitment to water conservation. Regardless of which option you chose, Plan approval will also include combining all wells and permits into a single permit. If you have any questions, please feel free to contact me. Thank you for your efforts. Regards, Jack John (Jack) Gleason, Area Hydrologist -West Metro MN DNR Waters 1200 Warner Road St. Paul, MN 55106 651-259-5754 (W) 651-772-7977 (F) John.Gleason@dnr.state.mn.us Visit our website at: http//www.dnr.state.mn.us/waters/index.html 5/29/2008