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HomeMy WebLinkAboutMINUTES-2007-06-20-2007y? 7 CITY COUNCIL * June 20, 2007 nC� O� ROLL CALL — PRESENT: Alderman Jean -Baptiste Alderman Wynne Alderman Moran Alderman Bernstein Alderman Tisdahl A Quorum was present. Alderman Holmes Alderman Wollin NOT PRESENT AT Alderman Rainey ROLL CALL: ABSENT: Alderman Hansen PRESIDING: Mayor Lorraine H. Morton At the call of Mayor Morton a SPECIAL MEETING of the City Council was held for the purpose of approving the contract with the IAFF, presentation of the Capital Improvement Plan and a Strategic Plan Update, starting at7:06 p.m. in the Council Chambers. Approval of contract with International Association of Firefiehters. AFL-CIO-CLC. Evanston Firefiehters Association. Local 742. Consideration of approval of two-year collective bargaining agreement between the IAFF, effective March 1, 2007 through February 28, 2009. Alderman Bernstein moved approval. Seconded by Alderman Holmes. Roll call. Voting aye — Aldermen Jean -Baptiste, Wynne, Bernstein, Holmes, Moran, Tisdahl and Wollin. Voting nay — none. Motion carried (7-0) At this time Alderman Rainey was present. Capital Improvement Program Ann Pool, Management Analyst in the Management, Business & Information Systems Department introduced herself and made the presentation. She explained the plan is to guide capital investments, make the best use of limited resources and provide community facilities that function well and contribute to the public health and safety of the City. She presented the first year (2008-09) of a five-year plan. They would also discuss plans for the next four years to guide policy making and to initiate the planning process. Funding sources are GO bonds, CDBG funds, Motor Fuel Tax funds, Water and Sewer funds, TIF funds, grants and private sources. The plan is divided into seven topical sections: Environment, Information Technology, Other Improvements, Public buildings, Transportation, Police needs. In the 10-year plan staff has identified approximately $300 million in capital needs. The 2008-2013 five-year plan identifies $144 million in needs. $133 million includes projects that have been identified for the future but are not included in the five-year plan. A 4% annual growth in the tax levy is funding policy set by City Council for capital improvement projects. In 2009-10 and 2010-11, there are dramatic increases in taxes where direction from Council is needed. This includes the Civic Center replacement or renovation at $15 million for each of two years estimated at $30 million. The Crown Center is also included in the $133 million. A replacement would cost $30 million. The Lakefront Master Plan is a huge investment at $16.5 million with first year (2008-09) at $750,000. The Ladd Arboretum Master Plan has a big ticket at $6 million. 2008-09 Proposed Capital Projects 2008-09 Environment projects for water and sewer include: Security Improvements $50,000; SCADA System Improvements $200,000; Emergency Interconnection $800,000; Filter Rehabilitation $750,000; Zebra Mussel System Repair $200,000; Filter Effluent Turbid Meter System $75,000; Tuck -pointing, $250,000; McCormick Magnetic Meter 431 2 June 20, 2007 $25,000; Hydraulic Study for Distribution Pressure Zones $50,000. The following are ongoing projects: Water Main Engineering Services $300,000; Water Main Installations $2.8 million; Emergency Sewer work $75,000; Sewer Lining $250,000; Street Improvements related to Sewer projects $550,000; Ridge Avenue Relief Sewer Project $2.2 million; Phase S13213 Construction $827,280 (IEPA Loan); and Phase SB2b Construction $110,587 (IEPA Loan). 2008-09 Information Technology projects include $200,000 for upgrade of technology systems and planned replacements, IT Strategic Plan $600,000 for application development and deployment and includes the Accela® project. The IT Strategic Plan is the City's first multi -year information technology plan and contains 80 projects representing $4 million in spending over the next five years. This does not include new projects that may come in the future. 2008-09 Other Improvements Projects include Bond Issuance fees $64,000; Services for the General Fund $300,000; Contingency $200,000 and Emergency Telephone System Upgrades $375,000. 2007-08 Public Buildings Projects include Fire Station #5 Contingency $225,000; Roof Assessments $40,000 and Fire Station #1 Window Replacement. Discussion. Alderman Rainey asked when Fire Station #1 was built. Assistant Facilities Management Director Dave Cook stated it was built in 1996. The windows were medium to light grade aluminum frame windows and the hardware failed 6-7 years ago. Windows could not be opened or closed. They tried to repair them but after a few years they became inoperable. Was there any assurance from the manufacturer? Mr. Cook stated typically they get a one-year warranty on the hardware. There is a longer warranty on the glass because it is insulated. These were not high quality windows. There are three grades of windows: residential, commercial and architectural. These are low -end commercial grade. Mr. Cook said they would purchase higher grade windows. Alderman Rainey pointed out that whether they stay or leave the Civic Center, the building needs a new roof; questioned the need for roof assessments. Mr. Cook explained that a roof assessment means they look at all roofs and prioritize them to allocate funds at the right time to extend the longevity of the investment. She said the Civic Center roof was assessed and they know it needs to be replaced. Mr. Cook noted a report in 2002 said it would take $1.5 million to fix the Civic Center roof. At that point, staff was told do not go further until there is direction from the Civic Center Committee. The roof continues to deteriorate. Alderman Rainey stated there is an obligation by staff to come to Council and make a recommendation regarding the roof. Mr. Cook noted that staff has come to the committee noting that costs are increasing. City Manager Carroll spoke to the roof assessment; heard from the public that the City does not maintain its facilities. The roof assessment was put in for buildings other than the Civic Center. She understood the direction from Council has not changed. If there is a change, she recommended it be discussed at the Civic Center Committee meeting next week. Alderman Tisdahl asked if it would be possible to patch the roof when they discuss the Civic Center or whether an entire ,new roof is needed. Mayor Morton said the roof issue preceded her election as Mayor in 1993. When she toured the building, one portion of the roof was in bad shape. Council voted $800,000 to repair the roof. She did not know who told staff not to repair the roof; noted scaffolding was put up at least three years ago and costs $3,600 annually. 2008-09 Public Buildings Projects include Library Youth Area Expansion costs $2.42 million, funded by GO bonds and other public and private sources. Main Library compressor $22,000 (2 of 16 units are being replaced) and Branch Library Renovations $510,000. 2008-09 Proposed Parks & Recreation Projects include Foster Park $800,000; Lighthouse Landing $313,000 for ADA improvements; Togerson Park $250,000 for general safety and ADA improvements; Chandler -Newberger Center improvements $60,000; Lawson Park $900,000 (public/private venture/Evanston's first special -needs playground); Twiggs Park expansion $400,000; Crown tennis courts/lighting $350,000; Neighborhood Public Art $65,000; Crown Center repairs beyond upkeep $100,000; Ladd Arboretum Master Plan $150,000 and Lakefront Master Plan $750,000. 2008-09 Transportation Projects include alley paving $500,000 for City share, $75,000 City (CDBG), $500,000 private share. Street Resurfacing $4.2 million of which $3 million is GO bonds and $1.2 million is MFT. Traffic Signal System Study $50,000; 50/50 curb & sidewalk $100,000; Block Curb & Sidewalk $215,000; Neighborhood Traffic Calming (speed humps) $50,000; Traffic Signal Upgrades $250,000, Traffic Signal & Streetlight Maintenance $100,000. Y39 3 June 20, 2007 Chicago Avenue Streetscape $200,000 from developer and $350,000 GO bonds. Capital outlay for Fleet Services $2 million for planned replacement of vehicles. Discussion. Mayor Morton asked about the Traffic Signal System Study. Public Works Director David Jennings explained it is an annual expenditure to look intensively at problem intersections to determine how they can improve traffic flow. This year they are doing Asbury/Oakton, Dodge/Oakton and another one. This is the second year to study intersections. Ms. Carroll stated this is engineering services; analysis and conceptual design, potential solutions for problem areas. Mayor Morton has heard a lot of criticism about consultant services; suggested that some could be handled internally and urged more use of staff expertise; would rather given staff a stipend. Ms. Carroll explained that consultants are hired only when staff does not have the time to complete a project in a timely manner or if they need special expertise. Internal staff designed the entire street program for next year. The special assessment process is done in-house. For the Mayor the best way to assess it would be to know the results of a previous study. She has great faith in David Jennings; suggested they tighten their belts on consultants and have a study on the amount spent on consultants annually. Alderman Jean -Baptiste said Council needs to get a sense that the consultant's services they have contracted for are really needed. Ms. Carroll will provide a report. Alderman Jean -Baptiste asked what are they looking for. They look for accidents and congestion issues. The first -year study was on pedestrian safety from Harney to Eastwood on Central. The City does not have the capacity to do that kind of study. They have the ability (skilled engineers) and can do simple signal designs, but sometimes they need more skilled engineers. They look at pedestrian and vehicular safety, plus congestion and try to pick those that they would get the most benefit from an outside consultant. He noted that Asbury/Oakton and Dodge/Oakton rack up terribly. Fresh eyes were brought in to look at those intersections. Alderman Rainey agreed that Oakton was terrible; thought parking on the south side of Oakton between McCormick and Dodge contributed to the problem; agreed with the Mayor about getting a tally of what has been spent on consultants and results of the studies. She said the timing on the temporary lights on Ridge was off, complained and that evening drove from Oakton to the Civic Center on all green lights. Staff worked with the contractor on Ridge to correct the problem. Police needs include in -car digital cameras $66,000 for 11 police vehicles; furniture replacement $35,000 with a total of $70,000 over two years. Alderman Rainey inquired about information on cameras and computers in police cars asked for previously. Chief Eddington said an e-mail went out and would send information tomorrow. Regular Maintenance Items. This year regularly occurring maintenance/upkeep expenses are no longer included in the CIP. Generally smaller amounts of $15,000 to $30,000 are anticipated annually or biannually. Included in the 2007-08 operating budget: Parks maintenance and furniture replacement $25,000; Crown Center systems repair $25,000. Existing items to be included in 2008-09 operating budget include Ladd Capital maintenance $25,000; Shore Protection $15,000; Noyes Capital maintenance $20,000 and two items requested as CIP projects referred to the operating budget: Public Art maintenance $25,000 and Police furniture replacement $10,000. In the 2009-10 operating budget: GIS base map updating (every two years) $30,000 and Environmental Remediation/Asbestos removal from public buildings $25,000. Mr. Cook was asked where asbestos is in City buildings. It is everywhere and when they find it they address it. Discussion. Alderman Wollin asked that when they get expenditures at the A&PW Committee that they receive the balance that is left in the Maintenance Fund. Alderman Rainey asked about the Johnson Company. Mr. Cook said that Johnson Company, which had a four-year contract, went out of business with a year left and staff took the second low bid to finish out the contract. Alderman Rainey asked why staff did not obtain a fresh bid. Staff felt it was expeditious. Mr. Cook said the second bidder accepted Johnson's prices. The City received Community Discount pricing from Johnson and the second low bidder. Alderman Jean -Baptiste commented that cul de sacs are generally not well maintained and many have deteriorated landscaping. In conversations with Dave Jennings, he understood that neighbors were to maintain them. Some neighborhoods are well landscaped. He suggested the City maintain them. Main/McDaniel is in terrible condition. Ms. Pool thought that was a fantastic idea; said that staff had asked Council to submit ideas during the process of putting together the 2008-09 plan. Mr. Jennings said they would put together a proposal for next year's budget, noting there was no way staff could maintain 110 cul de sacs. Either they would need more staff or contract it out. They could not absorb yqn 4 June 20, 2007 that amount of work with the current staff level. Mr. Jennings explained that when the cul de sacs were put in, there was an understanding that either a neighborhood group or adjacent property owners would take care of them. Mayor Morton asked if the Summer Youth Employment Program youth could help with clean-up. He stated they were talking about landscape maintenance. Alderman Jean -Baptiste did not recall groups or neighbors making a commitment. Mr. Jennings pointed out there is an understanding that homeowners cut the parkway grass. Alderman Bernstein said that, historically, when they put in the turnabouts and cul de sacs in the 2°d Ward, they always got assurances from Alderman Drummer that adjacent neighbors would faithfully, clean and maintain those areas. There was nothing in writing. It was contingent upon this understanding. Alderman Holmes asked for follow-up information and would be glad to approach people about maintaining cul de sacs in the 5t' Ward. Alderman Rainey said that the Greenwood along Dodge is spotless. She created a cul de sac at Chicago/Mulford. Then City Manager Asprooth came up with $5,000 and got a steel bumper that is under the Metra tracks. There is a cobblestone street there and from time to time people steal the cobblestones. They have had police follow people and return the cobblestones. She asked staff to look at that space. It is next to the Reba Fellowship affordable buildings at 602-612 Mulford and Elks Park and is the first thing seen by new people coming into the neighborhood. Something interesting could be done there. Mayor Morton saw nothing in the plan about Fountain Square; noted its condition is an embarrassment. Ms. Carroll explained that something would go in the agenda packet on Fountain Square. Mayor Morton commented that Fountain Square was put there by the community, not by the City and maintenance should not be delayed. It needs to be restored even if money is taken from someplace else because that place honors those who sacrificed their lives. Ms. Carroll said a recommendation would be made to fix it up. The manager did not want to budget $4-5 million to replace the fountain. Project Summary by area shows a total of $24,982,074 and a summary by funding source. The largest source offends is GO bonds. This will be presented to the A&PW Committee on June 25. Discussion. Alderman Moran stated that Council has spent a lot of time developing funding strategies for affordable housing; suggested they should have a significant contribution from the CIP to the Affordable Housing Fund. The City expects to pave three or four alleys each year. Alderman Moran suggested they need to pave many more. It is a quality -of -life issue. The City spends too much on dump and drag projects that don't work. It is time to pave more alleys and put in conduits to the sewer system for better drainage. Get rid of the mosquitoes, the imponderable cost of continuing to go out to grade, put gravel down, then it rains and that surface is gone. Ms. Carroll had asked to evaluate the cost to pave alleys; thought there was merit to see what is spent on other methods. Mr. Jennings is president of the Board of Local Improvements, the body that processes alley paving. The board has looked at how to increase the number of alleys paved annually. There are 600 alleys with more than 300 paved. In the multi -modal transportation plan, part of the Strategic Plan, they have put a separate element in for alley paving. The study will look at various transportation modes and creative solutions for alley paving. The special assessment is the process for paving alleys. The City's policy is to pave only alleys that citizens want paved. While it has the power to do forced assessments, the City has chosen not to take that approach and paves every alley that they can. To have an alley paved, 51 % of the owners abutting an alley must agree. Alderman Wollin asked if private religious institutions on an alley are assessed. He thought they are. In response to Mayor Morton, Mr. Jennings stated that 99% of the alleys require drainage. Alderman Moran suggested the City re -assess how they go about alley paving. He has seen some alley paving projects defeated for parochial reasons such as: the person who lives in the first house off the mouth of an alley does not care that there is a six-foot pit in the middle of the block because they never go there; the person who wants to sell their house and does not want to mess around with the title/filing of lien for the special assessment; the half of the block that is higher than the other half, therefore, doesn't flood and doesn't care if the alley is paved or not. The correct thing is to pave these alleys. Some raise questions about speeding in alleys if paved, but that can be dealt with by speed humps. He suggested they need to move forward on these projects and to think about the system the City has for getting this done. City Manager Carroll pointed out they start with many capital projects and pare down to fit the funds they have. 5 June 20, 2007 Strategic Plan — First Annual Update Assistant to the City Manager Gavin Morgan noted that one way decision making is guided is by the Strategic Plan. This report highlights implementation of the plan in the first year. It was adopted by Council on March 27, 2006 and implementation began May 1, 2006. There are 13 goals and 13 goal tenders who steer them to meet the goals. Goal One: focuses on developing a vibrant economy in Evanston. Objective I (a) one accomplishment was 40% return of surveys from new downtown residents. Another was the beginning of form -based Zoning Code and Downtown Plan Update. A historic resources survey of 150 buildings in downtown Evanston was done. Objective lA (c) focuses on .creating a new business retention program. Businesses will be visited to find their needs. Eleven businesses have been visited and five business associations. Objective 1 B Zoning and Preservation ordinances are reviewed in context of a new economic development plan. The Preservation Code has been amended to improve efficiencies. The P&D Committee is identified as the entity where appeals are heard. A joint meeting of the ZBA, Preservation Commission and Plan Commission is proposed. Amendments to the Planned Development Code include adding public benefits for the use of sustainable construction for materials and requiring applicants to address newly adopted design guidelines. Accela software will be implemented by Community Development staff and relates to processes in the land management codes. Goal Two: deals with maintaining diverse housing stock. They have sorted out the Affordable Housing Fund and merged the Mayor's Special Housing Fund into that fund. Demolition fees and developer contributions in lieu of creating affordable units will go into this fund. Objective 2C: Creates workforce ownership and rental housing opportunities; 36 households have been assisted. Affordable housing will be created or maintained in a variety of ways including grants, acquisition and the rehab program. A project under this objective is 1710-12 Dodge, which also addresses public safety issues. The total City investment was $162,350 per unit and a good example of meeting the affordable housing goal. Goal Three: generate marketable job skills for Evanston residents. Objective 3A works with ETHS and post -secondary educational institutions to develop job opportunities. This includes internships, partnering with ETHS and the City in which they placed four interns in the Health & Human Services Department. Also partnerships with ETHS, Oakton Community College, Police and Fire to encourage high school graduates to consider a career as a firefighter, police officer or paramedic in Evanston will start in fall 2007.Objective 3D advocates for job skill development and vocational training for skilled trades through the City's Purchasing Division. Two major City -funded projects have employed 16 residents. The Sewer Relief Project provided 10 jobs and a subcontractor provided three jobs. The Howard Street project provided three jobs. Currently staff is developing a local employment program. Goal Four: create and maintain accessible high quality infrastructure and facilities. The McCormick Boulevard project was awarded Project of the Year from the American Public Works Association. This project met sustainable goals. They were able to save many trees, planted complementary trees and recycled the existing concrete base into sub -grade aggregate material for the project. 4E manage buildings and establish a long-range facility maintenance plan. Fire Station #5 will be the first City LEED (silver level) building. It will feature an energy efficient HVAV system„ etc. The new station should be completed by July 2008. Goal Five: has to do with protecting natural resources and the built environment. Carolyn Collopy, sustainability coordinator, was hired and will develop a city-wide implementation plan. Environmental Stewardship Awards were given to Dave Cook and Julia Carroll. LEED's principles have been included in the new construction of the children's wing of the Public Library. 5D adopts the Master Plan for Ladd Arboretum. The City has joined the Great Lakes and St. Lawrence River Initiative, Chicago Wilderness and Lake Michigan Eco-systems Partnership. Goal Six: transportation resources, includes Objective 6B leverage funds. Over the past year $11,286,880 has been leveraged for transportation for Lake Street Resurfacing Program, LED Signal Replacement Projects, federal funding for Ridge Avenue, jurisdictional transfers from IDOT and Rapid Transit funds for the Skokie Swift Study. Objective 6C promotes energy efficient and non -automotive transportation systems. The Bike Plan has been submitted to IDOT for review with approval expected in August and implementation to start shortly afterwards. Goal Seven: develop a collaborative and reciprocal relationship with Northwestern University. Objective 7D regular meetings have been established between senior staff of the City and the University. An assessment of needs and 4�Z 6 June 20, 2007 opportunities to work with NU was performed. Some include traffic signal coordination along Sheridan Road and the campus; police chiefs have discussed the possibility of establishing a joint dispatch center. NU was also a supporter of Partnering for a Safer Evanston. Goal Eight: partnerships with community institutions. Objective 813 reviews program with Evanston Hospital, St. Francis Hospital, ETHS and the Evanston Health Department to determine what services these entities could provide. The City has worked with District 65 to develop new terms for the Foster Field lease and Intergovernmental Agreements with Districts 65 and 202 are awaiting approval at the schools. Goal Nine: utilize boards and commission more effectively. City staff has worked with the League of Women Voters to review existing boards and commissions. The next phase will be recommendations to the Rules Committee. Goal Ten: create a comprehensive customer service training program. A training program will be implemented to more than 400 employees on communications. The new training coordinator, Cheryl Schrader-Chukwu, will develop a leadership training program, diversity training and sexual harassment training. Objective 1 OB is an integrated system that allows customer input on service performance. It is called The Customer Service Card Program. Positive responses are used for a reward system. Goal Eleven: neighborhood quality of life. Objective I ID respond to identified needs of Evanston neighborhoods. Neighborhood design sessions have been initiated along Chicago Avenue and West Evanston with streetscape projects. Objective 11 E public safety strategies to promote safe neighborhoods. The City co -sponsored with Districts 65 and 202, ETHS and NU, "Partnering Toward a Safer Evanston" held February 3 at ETHS and a follow-up meeting to identify action steps. Many organizations and individuals participated and felt empowered after those meetings. Goal Twelve: youth initiative, Objective 12A youth and young adult services were assessed through a process called Community Asset Mapping. Two new Youth Outreach Workers were added at the Police Department. The City has partnered with others to increase participation and interest of youth and young adults. This included the Youth Summit held recently where more than 60 youth came together to discuss gang alternatives, drug, alcohol and tobacco use, jobs, racial segregation and diversity. A Youth Council was established in partnership with McGaw YMCA. Currently the City seeks members for the Youth Council. This initiative also led to a youth -focused website. Goal Thirteen: community social services. Objective 13A community health needs assessment and community health plan was done and finalized in September 2006.Objective 13B assess effectiveness and responsiveness of human service programs. The City and Evanston Community Foundation partnered to help build the capacity of local non-profit entities that are grantees of the City to do Outcomes Based Planning and Evaluation. This will help these organizations provide services more effectively. Objective 13C promotes a collaborative network of human services programs in Evanston. This was part of transitioning services from Health & Human Services to community providers and included a partnership between the City and the Child Care Network as well as other community health providers. Most objectives have been addressed and can be seen in the quarterly reports on the Strategic Plan. Alderman Jean -Baptiste expressed appreciation for this report. He reported on a meeting about the MB/EBE program and a need for much more work to be done than staff has capacity to do. They discussed increasing the capacity. They have discussed the need for additional funds and exploring the use of TIF monies. He felt that work has been abandoned. The Strategic Plan needs to incorporate that task to build capacity. He called on the City Manager's office to make that happen. He noted there is a proposed employment program to be supported by an ordinance that they have worked on for a long time. In partnership with the schools, he noted the City has asked ETHS to be more pro -active in developing vocational training programs. He wanted to have a report on this. A few years ago they discussed the TIF funds for vocational training and need to see outcomes. ETHS has the capacity to offer evening programs. A number of youth are in alternative programs. Speaking about the customer service program, he thought they need to think about requests and to make staff more available to people who call into the City to have their needs answered. Some departments are not accessible. N-3 7 June 20, 2007 Alderman Moran asked for a staff proposal for an allocation within the CIP to go into the Affordable Housing Fund for this year; wanted to see various options for contributing to the fund. He noted references to apprenticeship training programs; suggested a major outreach for youth should be initiated where those who come through the Youth Initiative are identified and where there is a liaison with unions that work in Evanston. They also should get into private sector unions so they can slot young people into those programs on a regular basis. He was told by numerous businesses in Evanston that they frequently draw employees who live 50-60 miles away. Evanston should promote its own young people to go into apprentice training programs. There are employers who would like to do that. Alderman Moran just got back from Portland, OR where he met with City officials and reported they have scores of people working on sustainability practices. There are many things they do that could be done in Evanston. Everybody there travels by bicycle and there are places to put bicycles everywhere. He suggested they look for best practices. Alderman Moran commented on a collaborative relationship with NU. The City saved $250,000 this year when NU agreed to put up a radio tower at Ryan Field at no cost to the City and ran fiber optic lines to operate it. It was one example of how they can promote common interests in communications, fire and police services. NU helped on the Central/Prairie intersection where an elderly couple was killed by re -engineering it. The Traffic Institute at NU should be tapped because many people here are thinking about pedestrian safety. Alderman Rainey asked how they could include money for affordable housing in the CIP. She saw no reason to bond for a contribution to affordable housing. Ms. Carroll asked Alderman Moran if he was looking for capital dollars or funds for operating. She would not recommend bonding for operating funds; noted repayment is more than 20 years on bond funds. Alderman Moran said either or would be fine. He read several months ago that the City of Los Angeles floated a huge bond issue related to their affordable housing program. He suggested they think about how they can get returns in ' relationship to a bonding program. If done correctly, it could cover the debt. Ms. Carroll said they would look at it and report back. Alderman Moran said the program was designed to address deficiencies in affordable housing. Alderman Wollin asked how the new cable bill will affect Evanston. Ms. Carroll will give an update Alderman Jean -Baptiste asked about the street lighting improvement program. David Jennings said the changeover of the Talmadge lights to induction lighting is scheduled to be completed this year. Then they will start on the davit arms. Mr. Jennings will update the map and get it to Alderman Jean -Baptiste. City Manager Julia Carroll thanked staff and City Council for supporting the Strategic Plan. They have had a good first year and at the end of 18 months they will review to determine if there are any changes or additions they want to make to the goals. She asked how close they were to a new ordinance regarding the M/B/EBE. First Assistant Corporation Counsel Herb Hill stated it was dependent on input from the M/B/EBE coordinator. A draft proposal was submitted but is not in final form. The MB/EBE coordinator provided questions to some department heads and responses are needed. There will be a meeting soon with an attorney and the coordinator. They are committed to getting it done and have a 30- 45 day window. Mayor Morton suggested Council look seriously at the CIP and see what is needed now and what could wait, and to do things that work to the advantage of citizens. There being no further business to come before the Council, Mayor Morton asked for a motion to adjourn and the Council so moved at 9:15 p.m. Mary P. Morris, City Clerk A videotape recording of this meeting has been made part of the permanent record and is available in the City Clerk's office.