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WORKLOAD AND STAFFING <br />then originally formed, the AMM had four full-time staff members. Shortly <br />thereafter, in response to a financial shortfall, the staff was cut to three and <br />has remained at that number since. <br />During that time, the number of legislative policies has increased from 35 to <br />over 100, and the number of legislative study committees from two to five. The <br />Association has taken on other responsibilities including the license and permit <br />survey, and coordination and administration of the Metropolitan Salary Survey. <br />With more time being spent on lobbying of statewide issues and support for <br />committees, there has been a decided time shift away from interaction with the <br />Metropolitan Council and operating agencies. Yet the AMM is the only organiza- <br />tion providing any real oversight of these agencies. For example, we are <br />usually the only commentor on the Metropolitan Council's annual work program and <br />budget. <br />The AMM Membership has come to expect more involvement by the Association, not <br />only in metropolitan issues, but in tax policy, pay equity, tax increment <br />financing, and other areas of statewide concern and involvement. The 1984 <br />Mission and Membership Services Task Force report recommended very strongly that <br />the Board of Directors seek ways to add a staff member. Yet this is the only <br />one of the 1984 recommendations that has yet to be implemented. To quote that <br />report, "the present staff simply cannot adequately cover all the critical <br />issues, agencies, committees and the legislature." The present Task Force <br />report, if ultimately adopted and implemented by the Board and membership, will <br />only serve to increase the workload significantly. <br />RECOMMENDATfONS <br />1. The Task Force strongly recommends that the Board of Directors add a staff <br />person. We further recommend that this person have responsibilities in: <br />a. communicating with member cities and maintaining the legislative <br />contact system <br />b. public relations, including media contacts <br />c. staffing some of the standing and ad hoc legislative committees <br />d, some monitoring of Metropolitan Council and agency activities, <br />particularly during the legislative session. <br />Z. With regard to lobbying at the Capitol, the Task Force observes that this <br />effort will fluctuate from time to time. Therefore, it is recommended that <br />increased efforts in this area be handled through use of contract <br />lobbyists. <br />14 - <br />