HomeMy WebLinkAboutAgenda Packets - 1997/10/03 CITY Of MOUNDS VIEW
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• AGENDA
NOVEMBER 3, 1997
6:00 p.m-
Items Discussed
Per Consensus
1. Legislative Update from Representative Geri Evans. (Presented by: Geri
Evans and Chuck Whiting, City Administrator)
2. Presentation of Engineering Study of City Hall HVAC System.
(Presented by: Wold Architects and Engineers)
3. Discussion of Spring Lake Road, Co. Rd. I Construction Design.
(Presented by: Mike Ulrich, Public Works Director)
• 4. Discussion of a Redevelopment Options for Mermaid Site and surrounding
area. (Presented by: Cathy Bennett, Director of Economic Development,
Charlie Hall, and Consultant)
5. Discussion of purchase of 8005 Groveland Road. (Presented by: Cathy
Bennett, Director of Economic Development)
6. Discussion of Golf Course Update. (Presented by: John Hammerschmidt,
Golf Course Manager)
7. Discussion of Ring Road Community Meeting Summary. (Presented by:
Chuck Whiting, City Administrator)
8. Status discussion of MPHA Agreement Concerning the Silver Lake
Commons Project. (Presented by: Bob Long, City Attorney)
9. Discussion on Determination of Election Winner to Take Council Seat.
(Presented by: Bob Long, City Attorney)
10. Discussion of Minnegasco Franchise Request. (Presented by: Bob Long,
City Attorney)
11. Discussion of Final
City Administrator)Preliminary Budget. (Presented by: Chuck Whiting,
•
12. Discussion of Mounds View Telephone Area Code Revision. (Presented
by: Chuck Whiting, City Administrator)
• MEMO October 31, 1997
To: Honorable Mayor and City Council
From: Chuck Whiting, City Administrator
Re: November 3, 1997 City Council Work Session
It has been an interesting week with the ring road meeting. Some may have noticed that the meeting
did not get aired live. This was unfortunate and apparently due to a computer error at the CTV
studios. In talking with Patrick Toth, the signal was in place 15 minutes prior to the start of the
meeting, but when the meeting started no one at the studio caught that it hadn't kicked in. Patrick
has assured me that he will replay the video numerous times over the next couple of weeks.
As for the agenda on Monday, here's what we have:
Item 1 - Representative Geri Evans: Geri will come on Monday to talk with the Council about
general stuff we may be interested in for the upcoming legislative session. As far as topics the
Council may want to run past her,we may want to voice opposition to reductions in local government
aid, continued support on the airport issue, resistance to further legislative tinkering with TIF laws,
questions regarding the future of property tax reform and positions regarding the nature of and charge
• to the Metropolitan Council. It may be interesting to hear her insider's insight to the stadium debate
but that doesn't really effect Mounds View directly. Overall, this is meant to be an opportunity to
stay in touch with our house rep. I will be contacting Senator Novak for a similar opportunity with
him soon.
Item 2-City Hall HVAC:Wold has presented its work to staff and will be present to review it with
the Council on Monday. While their options are clear, not a lot of detailed analysis accompanied their
report. I think the Council however can get a good idea of the scope of options and the nature of the
problems with the building. Depending on your concerns, the Council may want to hold onto the
report for a while before committing to any action. I would suggest this simply for two reasons, one,
obviously the air conditioning doesn't have to be in working order this winter, and two, if something
should develop with the ring road idea that impacts City Hall, we wouldn't have wanted to put more
money into this building. Since we have some time, my suggestion will be to use it.
Item 3-Spring Lake Road,Co.Rd.I Construction Design:Mike is addressing this item and will
be seeking some feedback from Council members.
Item 4 - Redevelopment Options for Mermaid Area: Cathy has been following up on the
Council's previous discussions regarding a possible hotel and banquet facility project at the Mermaid
and will discuss with the Council.
• Item 5 - Consideration of Purchasing 8005 Groveland Road: Cathy has done some follow up
work with this question as well and will present options on Monday.
Item 6 - Golf Course Update: John will be in to discuss some work he is doing and some future
projects designed to increase revenues and customers at the Bridges. One component I would like •
the Council to keep in mind is the need for the golf course to not only remain competitive, but flexible
in the marketing of itself. John can touch on this during the discussion.
Item 7-Ring Road Community Meeting Summary: I have received some positive feedback from
our meeting on Tuesday night and think this subject warrants some attention with the Council on
Monday. A key component to evaluating this meeting is going to be determining the issues people
have with either the concept, possible plans, specific interests stemming from the discussion or
concerns about past actions the City has been involved in. Quite often the City finds itself stymied
over some past sin and I believe we are going to have to confront those issues and work with the
individuals voicing those concerns. Frankly,I was skeptical going into the meeting that such a broad
concept could be presented to people with some understanding that such things present problems and
issues to be dealt with and overcome. I felt the residents that attended were cautious and probably
with good reason, but I feel that the issues outlined at the meeting can be addressed. I would like the
Council to consider three tracts of thought that should be maintained through any formal and informal
process that would bring interest to developing a plan to help the community. First, the formal
process and City obligations for facilitating the planning process and requirements needs to be
recognized, specifically regarding the theater project. A tremendous amount of work took place
during the past year with the neighborhoods around this project to protect their interests and with
what appears to be success in recognizing the opportunity presented to the community with the
project itself. That was all an informal process, outside any required City action, and therefore the
Council may want to be a little cautious in making statements without knowing what was agreed to •
between residents and the developer. The formal planning process is to take place soon for this
project with the Planning Commission. The second concern is in addressing the issues brought up
by the townhouse association regarding traffic. I suggested after several comments were made about
traffic that the City get the SEH traffic engineer in to look at the plans and area and come up with
comments on ways to address speed,volume, direction and time of traffic along Mounds View Drive.
It should be imparted to the engineer that the premise of the ring road is not to help in diverting traffic
off Highway 10, but to assist local community traffic in getting around Highway 10 without having
to get on Highway 10. Residents appear to be much more favorable when the concept in presented
in that way, the way it was intended by the U of M. I believe we should commit to the engineer's
assistance and get back to the town house association no later than mid December for another
meeting. This would be helpful as the Planning Commission work should be going by then on the
formal application, but also I think the City needs to respond quickly and accurately to the concerns
expressed if anything is ever to take place again in this community.
And last, it appears the ongoing discussion about generating a Highway 10 corridor theme should be
expanded to consider the possibility of the ring road. The corridor work has been on hold since the
ring road concept was first put forth, and it appears that the two should be tied together. The
comprehensive plan may also develop out of this. It was discussed repeatedly at the meeting on
Tuesday and I thought fairly well understood that development pressures will continue in Mounds
View and that the problems we repeatedly face are done without some sort of planned direction or
sense of local control. It only makes sense then to develop the corridor theme as a precursor to more •
formal planning so as to know what the community would like for this area. Staff would appreciate
the Council's thoughts on this matter Monday.
111
As of Friday,8-MPHA Agreement re: Silver Lake Commons: I have heard of no resolution
to the impasse Bob Long discussed with the Council last Monday. He is to have another meeting
with Milo Pinkerton on the subject and will report on Monday evening.
Item 9-Election Winner and Taking Council Seat: Bob will also discuss what he has determined
to work for the election winner to take the vacant council seat.
Item 10- Minnegasco Franchise Agreement: The Council has been copied with correspondence
between our attorney and Minnegasco on how they would go about getting a franchise agreement
in place with the City. They are attempting to service a customer which is the reason this is coming
to us in the first place. Bob Long will explain the process and issues for this.
Item 11 - Discussion of Final Preliminary Budget: The Council was presented with a list of
possible budget changes at the October 20 work session. The primary decisions agreed upon at that
meeting were more on the revenue side of the equation than on the expense side. I feel obligated to
respond to some of the expense items and recommend they be included in the 1998 budget as expense
items and they are noted as such in the packet material.
The Council should note that the inclusion of these items will not affect the levy or franchise fee
amount as planned. Instead, the funds earmarked for those expenses come as an exchange with
contingency funds in the budget. As the items are added back in, the contingency amount is reduced.
• The bottom line remains the same.
The items I recommend be reinstated are:
Association of Metropolitan Municipalities (AMM) membership $4,085
Community Development -training $650
Community Development - enforcement tracking software $4,500
Central Services -web page maintenance $2,000
Parks - lifeguards at Lakeside Park $3,000
Forestry-boulevard tree trimming $4,000
I see the AMM membership as something the City may want to work on in 1998. There is a change
in personnel at AMM and it may be worth the City's time to take a more proactive stance within the
organization on issues of interest to Mounds View. I have discussed the relative merits of belonging
to AMM with another city manager whose council feels somewhat the same as ours and perhaps
working with them we can forge some changes that make the membership fees seem more
worthwhile. This may be a more politically prudent step to take as well considering we often work
with our neighboring metro communities. Mounds View has made no mention of concern with AMM
to this point, in fact, the City has been very involved with the former mayor serving in a board
position just last year. Another year of work may be more beneficial than dropping out with no
explanation.
I would like to reinstate the $650 worth of training seeing as the department is now relatively new
in personnel. As of January 1, three full time positions and the intern position will have been with the •
City for less than a year. In addition to training opportunities, the past years' figure may be down in
part due to the changes in personnel, not general disuse. Also in Community Development is the
reinstatement of$4,500 towards code enforcement trackging software. The October 20 list shows
this as a$12,000 cut out of an original $15,000. We have not been able to accurately tell just how
much it should be, but are concerned about leaving only$3,000. The increase of$4,500 brings the
budgeted amout to $7,500 which should be enough if this item is pursued.
I also believe the web page will serve a more functional communications role for the City in the near
future. We are currently working towards having Internet access on most computers (there is only
one now)and I this should lead to direct managing of the web site information by department in 1998.
Today, communities are creating web sites, and few if any are coming off the net. I think we can do
a better job maintaining the site, and will when more employees are used to utilizing its capabilities.
I also think reinstating the $3,000 for the life guard program should be done. First, this is a joint
program with Spring Lake Park, so our move affects two communities. Second, little discussion has
taken place regarding policy implications for users of the park. I think this item was brought forth
as many items were during the future of the franchise fee discussion developed. Right now, I think
it can be included and given deeper consideration during the winter seeing as it would be offsetting
the contingency account if not included here.
The same can be said of the tree boulevard trimming program. The ramifications of this should be
discussed further before implementing. Again, the large reductions possible from the elimination of
the franchise fee prompted consideration of this program.
If the Council agrees with my assessment, the information in the packet on this item outlines the final
proposal I am submitting. Council will note that the property tax levy ends up actually being a 2.7%
increase instead of 3%. Bruce can explain how this comes about. The difference is about $5,100.
With Council acceptance of this budget, the public information meeting of November 17 will be based
on these figures.
Item 12 - City Area Code: We are checking but apparently with the proposed area code changes,
Mounds View is included in the Minneapolis exchange and not St. Paul. While this is not a huge
problem, it does mean that Mounds View is in another area code than our own school district and
county. I think it may be of benefit to the City to be in the Ramsey County/St. Paul/school district
code. I will check into this prior to meeting time. Council input is requested.
•
)
Geri Evans -
..00,LF:„„,„_ Minnesota
State Representative ��
- - -_-� House of
;�
i mse 52B = - Iv ..r--
el
amsey County •
1 Representatives
COMMITTEES:CHAIR-EDUCATION/FACILITIES SUBCOMMITTEE;VICE-CHAIR-WAYS AND MEANS;JUDICIARY;
ECONOMIC DEVELOPMENT AND INTERNATIONAL TRADE;EDUCATION;HOUSING AND HOUSING FINANCE DIVISION
BOARDS:MINNESOTA BOARD OF GOVERNMENT INNOVATION AND COOPERATION
September 29, 1997 I N FOR MATI 0 N
City of Mounds View
2401 Highway 100 4N1 1 Y
Mounds View, MN 55112
Dear City Administrator Charles Whiting, Mayor Duane McCarty, and City Council members:
This letter is to inform you that we and other legislators are working on bills for the upcoming legislative
session that affect cities. They include:
1) Providing 100% funding of county road turnbacks rather than the current 80%.
0
2) Regional trail and safe trailway crossings funding.
3) Public safety training centers.
We would appreciate any input that you might have or the opportunity to meet with you if you would like
to discuss these issues or any others.
Sincerely,
....... :DA,Ndz...
Geri Evans
State Representative
III
52 Windsor Court.New Brighton,Minnesota 55112 (612)633-6542
413 State Office Building, 100 Constitution Ave.,St.Paul,Minnesota 55155-1298 (612)296-0141
a House Fax(612)296-0574 TDD(612)296-9896
Item No.
Staff Report No.
Meeting Date: November 3, 1997
• Type of Business: W.K.
WK: Work Session;PH:Public Hearing;
CA: Consent Agenda; CB: Council Business
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Michael Ulrich, Director of Public Works
Item Title/Subject: Presentation of Engineering Study of City Hall HVAC System
Date of Report: October 28, 1997
Engineers from Wold Architects and Engineering will be in attendance to present their findings
of the City Hall hvac system. They will also explain the various options, cost effectiveness and
efficiencies available to the City to remedy given situations.
/1.4' (Y-7' - (
Michael Ulrich, Director of Public Works
•
Item No. 3
Staff Report No.
Meeting Date: November 3, 1997
• Type of Business: W.K.
WK: Work Session;PH:Public Hearing;
CA: Consent Agenda; CB: Council Business
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Michael Ulrich, Director of Public Works
Item Title/Subject: Spring Lake Rd., Co. Rd. I Construction Design
Date of Report: October 30, 1997
Conversation and debate over the design and assessment of the proposed Spring Lake Road/
County Road I project has been a controversial topic since its inception. Staff directed SEH to
prepare the feasibility study based on current City Policy. As you are aware of by now, this
design is a street that is a minimum of thirty (30) feet wide from face of curb to face of curb.
(This project is anticipated to receive MSA funding, in which case, standards for design must be
adhered to in order to qualify for funding.) The standard curb and gutter design is B618, barrier
curb. Surmountable curb D418, has not been accepted in recent projects because the driveways
are currently established. Barrier curb also provide a substantial edge for the snow plow to
contact, lessening the chance of damaging boulevard turf areas. Ms. Haake has circulated a
questionnaire with various options that the residents have completed. Council has received
• copies of the results of this survey.
The majority of the residents that completed the survey, requested that if the road were to be
widened, they would prefer 26 feet to 30 feet wide. Residents also spoke very strongly in their
objection to the inclusion of a sidewalk/trail way in the project. A high number of votes were
cast to include some type of walking/bicycle lane on the edge of the pavement.
In an effort to compromise and initiate a project that may receive the most approval, staff is
making the following recommendations for the project:
The following segments would be constructed 28 feet wide with no separate sidewalk:
1. Spring Lake Rd. from Co. J to TH10
2. Spring Lake Rd. from Co. Ito Co. H2
The following segments would be constructed 26 feet wide with a separate 9' sidewalk:
1. County Rd. I from Pleasantview Dr. to Silver Lake Rd. sidewalk on the north
side if approved by St. Paul Water.
2. Spring Lake Road from County Rd. Ito Hillview, sidewalk on the west side.
Staff's opinionis that this design, while is does not allow for any parking, will be acceptable for
the driving public and pedestrian/bicycle traffic. Although the two, twelve (12) foot driving
• lanes could be striped, no additional painting or signage would designate walkways or bicycle
lane. A combined 68% of the residents preferred painting of the driving lanes over a separate
City of Mounds View Staff Report
October 30, 1997
Page 2
sidewalk.
111
Staff cannot recommend a reconstruction project without the addition of curb and gutter
installation. Curb and gutter as stated earlier will provide a guiding edge for snow plowing, and
more important remedy drainage inadequacies on the properties of lower elevation within the
project. Protection of the edge of the asphalt is also extremely important. Without this protection,
water will seep under the edge of the pavement, enter the base material and subgrade, thus
jeopardizing the stability of the entire pavement structure. Traffic that has a tendency to drive
very close to the pavement edge, ie. refuse trucks, mail carriers and MTC busses when stopping
for passengers, will damage the edge in future years, thereby increasing the maintenance costs,
and reducing the pavements longevity.
The current assessment policy has also been under fire. In light of the City's ability to finance
future projects and previously assessing the Bronson Drive project with the current policy, staff
can only see one possible change to the policy. This would be to reduce the percentage assessed
from 50% to no lower than 30%. Removing items assessed such as curb and gutter, storm sewer,
and base material would essentially have the same effect as lowering the percentage. While this
tactic could remove portions of the improvements that residents see as not necessary for
reconstruction, it could also be seen as merely disguising the issue. Should this or any other
reduction occur, a reduction of the past assessment for the Bronson Drive project would seem
likely.
Utilizing funds from Countyroad turn backs, and MSA to reduce individual •
street assessments
will increase the overall burden to the public. While some argument could be made to reduce the
assessment on County or MSA roads due to the higher traffic volumes, everyone is already
paying for the maintenance and reconstruction of these roads with the gasoline tax. Funding for
future projects that do not receive outside funding sources will be lessened and could
consequently increase the burden on the entire community through taxes or bonds. This is not to
say that eventually this situation may happen anyway, although it is anticipated that it would
occur later in the future.
Some comments were made to use only Ramsey County turn back funds to resurface the street.
While this would improve the pavement structure and ride, it would do nothing to the drainage
issues. Not utilizing possible MSA funds for the project because of the standards that must be
followed is also an option. If this direction is taken, the City will essentially lose money
rightfully their's. MSA funds will pay for the engineering, entire street including curb and gutter
and a percentage of the storm sewer improvements. Staff would not make this recommendation.
This could also prove detrimental to future MSA and local projects. The City's MSA fund
balance can only reach a certain amount, at which time the City could lose a percentage of the
balance and possibly future allotments. It is staff's opinion that MSA funding should be utilized
to the full extent whenever the project will allow.
The street width design is the last item that staff would like to touch on. The current minimum •
width is 30 feet. Municipal State Aid streets have design standards that are separate from any
design the City might adopt for non-designated residential streets, and those standards must be
City of Mounds View Staff Report
October 30, 1997
• Page 3
adhered to in order to receive State Aid funding for those projects. Other than the Ramsey
County turn back roads, of which Red Oak Drive was also,the majority of the streets in Mounds
View are from 27 to 30 feet wide. Since one of the objections to reconstruction projects is
widening of the driving surface, staff would recommend merely adding the width of curb and
gutter to the street. The minimum street width, barring extenuating circumstances would be 28
feet wide, from face of curb to face of curb. This width, for a residential street classification, will
allow for two way traffic, although random parking could restrict the use of one lane when two
vehicles approach each other. This design may prove to be more palatable to the residents in the
future.
Percentage of streets at various widths:
27 feet 8.3%
28 feet 29.3%
29 feet 19.4%
30 feet 4.9%
Total 61.9%
This report attempts to summarize some of the major issues brought before Council and staff. It
is potentially impossible to change the policy prior to the next project. Any changes to the policy
can be adopted during the project and in effect prior to the assessment hearing in the fall. A cost
0 estimate and mock assessment for the project has already been prepared per charter. Any
possible changes to the assessment formula or percentages will likely lower the final assessment.
While it is probable, that short of no assessments for public improvements, the residents will
always have some objection to reconstruction improvements. Should Council decide to revise the
current policy this objection will be lessened. If assessments are lowered, resulting in fewer
funds available for future projects, then these projects might have to be extended.
In conclusion, as stated previously, many residents have voiced their negative comments
regarding the existing assessment policy. It is probable that they also do not know the extent of
the deteriorating street network and the amount of money that it will take to rehabilitate the
system in the future. Assessment policies are developed in many communities, in part, according
to the City's ability to fund the capital improvements. The possible revisions to the policy
discussed both in this report and at various meetings could soften the financial burden to the
residents involved in individual projects, thereby increasing the funding required by the entire
community. It is evident that many of the roadways in the City of Mounds View will require
major repair or reconstruction in the future. It is staff's opinion that after the CIP is developed
and adopted, the City would proceed with the projects as identified. If the residents of the
community voice objection to the project or assessment, they can invoke their right to vote down
the improvement through the provisions in the Charter. Should this situation arise, staff would
move on to the next project on the schedule, and greatly reduce repairs and maintenance dollars
on the project that was rejected. The rejected project would then be move to the end of the CIP,
• and will be initated after all remaining projects were completed or the petitioning residents
City of Mounds View Staff Report
October 30, 1997
Page 4
submit an afirmative petition requesting the project. .
Staff is requesting to move forward on the proposed project and for Council to provide a decision
for the design based on the previously mentioned recommendations. Future design standards and
assessment issues may be finalized in the near future and hopefully be more acceptable for a
longer period of time.
If Council has any questions or comments regarding this report, please feel free to call me.
r
Michael Ulrich, Director of Public Works
•
•
Item No. i"
Staff Report No.
Meeting Date 10-6-97
• Type of Business WK
WIC Work Session;PH:Public Hearing;
CA:Consent Agenda;EDAB:EDA Business
Mounds View Economic Development Authority
Work Session Staff Report
To: Mounds View Economic Development Authority
From: Cathy Bennett, Director of Economic Development
Item Title/Subject: Discussion of Expansion of the Mermaid
Date of Report: October 31, 1997
Staff has been working on costs projections for the Mermaid expansion with a 500 seat banquet
facility. Staff has estimated the additional tax increment generated from the project to be
approximately $640,000 financed through a taxable revenue bond for 15 years at 7.25% interest
to come up with $300,000 net proceeds that could be applied to the project. Making several
expense assumptions, there would be a deficit of approximately $300,000. Additional net
proceeds could be generated depending upon the financing structure. The City could finance
some of the project costs internally with available increment from other districts which would
decrease the interest and increase the proceeds. In addition, there could be a possibility to finance
some of the public improvements with tax exempt bonds which again would decrease the interest
• and increase the net proceeds. We have assumed the most costly public financing option because
the expense projections are very preliminary at this point. (See attached spreadsheet)
We met with Kate Drewery regarding the stormwater and felt that it would be possible to take
care of the water runoff with just the Mermaid and Rent-All land but concessions would need to
be made on adding additional green space within the parking areas. These green spaces could
enhance the project and gateway to Mounds View. Discussions and parking studies would need
to be made with Mr. Hall regarding his need for parking spaces as there may be other alternatives
to the proposal.
In addition, staff has had discussion with the owners of Rent-All and they are willing to consider
relocating their business to another location on Highway 10. A site has been potentially identified
as a viable option. Rent-All would move if the City purchased another site and built them another
building on that site. In addition, I would assume that we would need to pay the cost for moving
and concessions for loss of business due to the move. We would need to hire a relocation
specialist to assist us in this transaction if the City so chooses to proceed with this project.
Staff will also be presenting other alternatives at the meeting for a comprehensive redevelopment
which would include a hotel and commercial building at the meeting. Additional increment could
be generated and a larger public purpose could be achieved.
0 Staff will be looking for direction on how to proceed on this project based on the potential costs
assumptions at the work session.
•
MERMAID EXPANSION PROPOSAL
500 CAPACITY BANQUET ADDITION
REVENUE
New Value 780,000
Annual Increment 42,537
Total Increment 638,055
Net Proceeds 300,000
EXPENSES
Land Acquisition 500,000
Relocation 100,000
Site Clearance 20,000
Construction 975,000
Public Improvements 50,000
•
Parking 10,000
Landscaping 20,000
PondinglDrainage 30,000
Subtotal 1,705,000
Other: 50,000
Total Costs 1,755,000
Developer Invest 1,160,000
Gap 595,000
Net Proceeds 300,000
Surplus (Deficit) (295,000)
•
C:\tiflproj.htl 10/31/97
Item No. .5
Staff Report No.
Meeting Date 11-3-97
• Type of Business WK
WK:Work Session;PH:Public Hearing;
CA:Consent Agenda;EDAB:EDA Business
Mounds View Economic Development Authority
Work Session Staff Report
To: Mounds View City Council
From: Cathy Bennett, Director of Economic Development
Item Title/Subject: Discussion of 8005 Groveland Road under the Housing Replacement
Program
Date of Report: October 30, 1997
Per EDA direction, I proceeded with the negotiations for the purchase of 8005 Groveland Road
under the Housing Replacement Program. The first offer was at the assessed value of$73,600
which was turned down by the owners. From there I ordered an appraisal which came in at
$85,000. The owner also had the property appraised at$90,000. On previous purchases the City
has not purchased a home over the appraised value. The owners would be willing to sell
somewhere in between the two appraisals.
0 I think it is important to evaluate what the goal is of purchasing this home and what the replacement
would be. We have looked at the lot and it is not wide enough to subdivide for two lots. One
alternative would be to sell for the construction of one single family home which has a higher value
than what is existing. Another alternative would be to sell for the construction of one twin home.
The property would then need to be rezoned but the tax benefits would more than just one single
family home. A third alternative would be to try and work with the property owner at 2833 Highway
I 0 and redevelop the area as a commercial use or with a row of townhomes which could act as a
buffer to the single family neighborhood. ( see attached map of area)
The appraisal for the home at 8005 Groveland Road rated the house in good condition. Even though
this home met the criteria under the program for substandard in size, the policy question that should
be considered is if the market can absorb the opportunities with this site or should the City purchase
to facilitate the development that we envision and desire for the area. If the goal is to rehab for
commercial or multi-family, I would suggest that we purchase the home as Highway I 0
Redevelopment Program rather than Housing Replacement Program.
III
•
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I
0 To: Chuck Whiting, City Administrator
From: Cathy Bennett, Dir of ED MEMORANDUM
Subject: Design Theme RFP's
Date: October 30, 1997
In July the EDA approved funding for a the development of design themes for the Highway 10
Corridor. Staff sent out an RFP for professional services and, with the assistance of Planning
Commission members, interviewed four firms. The interview panel selected two firms and
requested that a larger panel conduct second interviews with them to come up with one
recommendation.
In August, this item was postponed by the EDA until further evaluation of the ring road concept
was identified. Although this is related to the ring road concept it is not exclusively tied to the
ring road. The purpose of developing design themes was to integrate some standard into the
current development proposals along Highway 10 to begin implementing a cohesive feel of the
corridor through Mounds View. These development proposals are moving forward and staff is
unsure what direction to provide them for a design through building materials, landscaping, etc.
0 I would like your direction on how to proceed with this matter. The two firms, SRF Consulting
and Hoisington Koegler Group are both still interested in providing their expertise in facilitation
of what the community may want for the corridor. This will tie directly into the ring road but
there would still be value in a design theme without the ring road. I would like direction from the
EDA to reconvene a group to interview and select a firm and move forward. I think it is critical
to have and EDA representative on the interview panel.
7
• INTER
OFFICEMEMO
To: Chuck Whiting
From: Rick Jopke
Subject: Ring Road Community Meeting Comments and Concerns
Date: October 30, 1997
The following are the comments and concerns which were brought up by the citizens at the
October 28, 1997 Ring Road community meeting:
1. Highway 10 right-of-way width is too wide.
2. If the City is considering relocating or reorganizing the city hall/community center site,
it should relocate the theatre site to the city hall site to preserve trees and wetlands.
This could also minimize potential flooding in the adjacent neighborhood.
3. Wetlands need to be preserved and protected within the ring road study area.
4. There was a question about what the service nodes were which were identified on the
plan, where they were located, and the impact they would have on adjacent residences.
5. The proposed plan for the city hall site would require relocation of a pumping station.
6. The plan would result in the loss of or further reduction of the softball and soccer fields
on the city hall site. There is already a shortage of soccer fields in the city.
7. The proposed theatre and ring road proposals would isolate and adversely impact the
Donatelles restaurant.
8. The ring road would be not benefit properties on the south side of Highway 10. The
area is already developed.
9. The ring road would add to existing traffic problems south of Highway10. The amount,
speed, and time of traffic on Mounds View Drive are problems which would get
worse. The amount of traffic is a problem adjacent existing residential uses (Silver
Lake Woods project).
10. The theatre project would add addtional late night traffic on Mounds View Drive.
Ingress and egress of the theatre must be addressed. Mounds View Drive should not
be extended to the theatre project.
11. The east/west orientation of the ring road is bad because cars will be driving into the
sun in the morning and evening.
12. Lake Court Drive traffic levels increase when Mounds View Drive backs up.
13. Concern was expressed that this was"a done deal".
14. The proposed Walgreens development at Highway 10 and County Road I removes 4
homes and does not protect the homes remaining. The ring road would result in
• additional commercial development which further adversely impact residential in the
area.
Chuck Whiting
Page 2
October 30, 1997
15. There needs to be an overall traffic study done to determine the impact of the ring
road on adjacent residential areas.
16. The theatre project layout may lead to parking and crime problems.
17. There may be more intense commercial development in the future. The theatre may
not be a long term use.
18. Speed of cars on Long Lake Road is a problem. Better enforcement is needed.
19. Redevelopment of the second tier of homes off of Highway 10 is being proposed.
Change of residential to commercial is a problem.
20. All activity being proposed focuses on cars. There is a need for more emphasis on
pedestrian trail systems which connect to the community center area.
21. It is good to talk about these issues. Overall benefits of the ring road concept need to
be discussed also.
22. Will pedestrian bridges be considered?
23. Signal timing should be studied.
24. A good compromise was reached to reduce the impact of the theatre project on the
County Road H-2 residential area.
25. The existing soccer field in Silver View Park is not widely used.
26. The service road would end up too close to the light which would lead to congestion
which would be a problem because of the number of senior citizens in the area and 410
the library. Traffic should be directed to Long Lake Road instead.
27. The status of the city approval of the Theatre project and the proposed project at
Silver Lake Road and Highway 10 was questioned.
28. The city needs to provide protection to residential properties beyond what is provided
by the city code.
29. Public agencies must get together to solve problems.
30. Do public meetings do any good?
31. A right in/right out access should be provided to Long Lake Road.
•
OCT-22-97 18:22 FROM:KENNEDY & GRAVEN ID:6123379310 PAGE 2/3
Kennedy 470 Pillsbury Center /D
200 South Such Street
Minneapolis MN 55402
(612)337-9300 telephone
&Graven (612)337-9310 fax
e-mail:attys>kennedy-gtavcn.com
CHARTERED
Scorn J.Macs
Attorney at taw
Direct Dial(612)337-9260
October 22, 1997
Mr. Chuck Whiting
City Administrator
City of Mounds View
2401 Highway 10
Mounds View, MN 55112
RE: Minnegasco Franchise Ordinance
110 Dear Chuck: •
I am writing in reference to the above noted matter and City Attorney Bob Long's request that
I update you as to the status of this matter. It is my understanding that Minnegasco desires to
install a natural gas utility line to a single property within the City, and that the City will issue
a building permit for this utility line only upon the condition that Minnegasco enter into a
franchise agreement with the City.
Mr. Long has instructed me to begin working on a "letter" agreement between the City and
Minnegasco concerning this matter. The underlying premise of the agreement would be that
Minnegasco would receive a conditional building permit (conditioned on the entering into of a
franchise agreement with the City) whereby, if no franchise agreement is entered into or
approved, there would be no building permit and Minnegasco must abandon the utility line. The
agreement would also state that such utility line and/or abandonment of the utility line would be
at no cost to the City, nor would the City incur any liability as a result to the utility line and/or
abandonment thereof_
Please note that pursuant to the City's Charter, a franchise can only be enacted by ordinance.
In discussing this matter Mr. Long, he noted that he would like to have a draft of the franchise
ordinance available for the City Council at its first November work session, with the first reading
of the ordinance to be at the November 10th City Council meeting. As such, I will continue to
• work on this matter with the above noted time line in reference. In addition, while I have
reviewed a message forwarded to me by Mr. Long from Ms. Cherie Gustafson of Minnegasco,
wherein she notes that Minnegasco is also working on this matter, I will contact her tomorrow
SYR132380
xu210-14
OCT-22-97 18:22 FROM:KENNEDY & GRAVEN ID:6123379310 PAGE 3/3 .
Mr. Chuck Whiting
Page 2
41111
October 22, 1997
to continue working on this matter.
Please feel free to contact me with any questions.
Sincerely,
Scott J.
S.TR/s
cc: Mr. Bob Long, City Attorney
S
S3R137330
MU2.O-1a
I I
Summary of proposed budget modifications from
III the August 18, 1997 budget document
•
(November 3rd work session)
Revenues as previously budgeted 3,626,633
Property taxes -reduce total levy increase to 2.7% (45,000)
Interest-adjust to reflect change in estimated earnings 14,000
Franchise fee-was at 2%, increased to 2.5% 50,000
Intergovernmental -increase for new aid to offset a portion
of pension cost for employees 8,671
Licenses and fees- increase building permit and other fees 10,000
Other-estimated grant from Met Council for comp. plan 5,000
Adjusted revenues 3,669,304
Expenditures as previously budgeted 3,700,899
City Council:
Supplies-reduce to reflect past usage (1,000)
City Administrator-Other Professional:reduce (1,000)
Finance:
Other professional services-audit fee reduction (3,000)
Repairs, equipment-reduce to reflect past usage (350)
• Community Development:
Consultants, special -reduce (5,000)
Capital -use alternative software for tracking enforcement (7,500)
Central Services:
Stationery-reduce to reflect past usage (500)
Other professional -reduce outlay for interne home page (500)
Printing-reduce number and size of newsletter (4,000)
Police-repairs, computers:reduce to reflect past usage (1,000)
Fire-dispatching: eliminate proposed fee from Anoka County (2,516)
Parks -grants-Lakeside Park:
use of fund balance carryover (1,300)
Miscellaneous -fitness program:reduce to reflect past usage (500)
Contingency-decrease to $46,000 (4,000)
Adjusted expenditures 3,668,733
Revenues over expenditures 571
Resulting budget:
Increase of 2.7%for total tax levy including fire bond levy.
Franchise fee reduction from 3%to 2.5%.
0
'\ r c r ..may... :sem,
Jrcjii Li HVii—ii ,i sv' d
MANAGEMENT MEETING MINUTES 0 i LY
111 Wednesday, October 8, 1997, 10:00 AM
I. Call to Order
Meeting was called to order at 10:00 a.m. Present: Whiting,Kessel, Saarion,Ericson, Ulrich,
Ramacher, Sanchez. Absent: Zikmund and Hammerschmidt
H. October 1, 1997 minutes were approved.
Ill. Department Reports-Ulrich discussed a number of issues regarding street assessments
and Whiting asked that a memo be drafted and presented to council members. Ramacher stated
that we should remove the paint (or graffiti) off of a window at City Hall. Saarion volunteered to
have the parks crew erase this with some solvent. Ramacher reported that Dave Brick will
attend the next department head meeting to explain the Emergency Management Plan. Jopke
discussed the issue of Kerry McCarty's expired building permit. An abatement order has been
issued for incomplete construction, Whiting stated that he would speak to the Mayor. Whiting
asked Saarion if the Special Work Session was taped at 5:00 PM. Kessel,Whiting, and Mayor
McCarty met prior to the department head meeting and discussed the budget. Kessel
summarized that the Mayor came up with a page of cuts and Council Member Stigney had a half
0 page of budget cuts. Whiting stated that he will copy the rest of council with this information.
Saarion reported that council liasons to commissions are not calling their alternates when they are
going to be absent.
IV. New Business -Whiting reported that the move date is set for October 17.
Administration/Finance/Community Development will be closed all day during the move. Parks/
Recreation and the Police Department will be open. Whiting stated that the City's phone system
would now use an automated attendant to answer main the line. Saarion discussed that the
Community Center would be in competition with the Mermaid for banquet facilities. Whiting
added that competition is good and the city will need to develop its market niche. Bennett stated
that Delcom was possibly interested in purchasing certain easements by the old water tower site.
Bennett asked department heads to review the schematic plan for phase II of the Community
Center.
VI. Adjournment- There being no further business, the meeting was adjourned at 11:55 a.m.
Next meeting is Wednesday, October 15.
Respectfully submitted,
Tracy Sanchez, Recording Secretary
•
y i t
ONLY
MANAGEMENT MEETING MINUTES
Wednesday, October 15, 1997, 10:00 AM
111
L Call to Order
Meeting was called to order at 10:00 a.m. Present: Whiting,Kessel, Saarion, Ericson,Ulrich,
Ramacher, Sanchez, Brick, Hammerschmidt. Absent: Zikmund
II. No minutes presented to be approved.
III. New Business -Lieutenant Brick discussed the City's Emergency Operations plan and
various responsibilities that the mayor, administrator and other department heads would do and
what roles the mayor would play. Whiting stated that there are state statutes of what the mayor
would be responsible for. Ramacher stated that at some time all involved should have a drill to
anticipate what will happen and to sort out responsibilities. Ramacher stated that most problems
in an emergency situation is dealing with reporters. Whiting suggested that all involved set
guidelines to follow and have one significant person responsible for information going out from
City Hall. Ramacher stated that the Police Department will designate one person and prepare
written information from the font line.
IV. Department Reports -Saarion reported that Jeff Wienke is returning to work. Ulrich
reported that Wally Mortenson may be out for six to eight weeks for back and neck surgery.
Ramacher reported that Officer Baumgart developed a pinched nerve in his neck after wrestling
with a suspect. Chief Ramacher apprehended a 14 year old suspect that stole a vehicle from a gas
station. The juvenile has escaped from a detention center in Pine County. Hammerschmidt
stated that Minnesota Golf Magazine would like to do an article on the Bridges Golf Course.
Bennett reported that the schematic design for the community center was approved by council.
VI. Adjournment - There being no further business, the meeting was adjourned at 11:30 a.m.
Next meeting is Wednesday, October 22 at 8:30 a.m.
Respectfully submitted,
Tracy Sanchez, Recording Secretary
•
M rya SS
{u•� � a Y •
{ j 1 '
ti
[iN L
MANAGEMENT MEETING MINUTES
illWednesday, October 22, 1997, 8:45 AM
I. Call to Order
Meeting was called to order at 8:45 a.m. Present: Whiting,Kessel, Saarion,Ericson,Ulrich,
Ramacher, Sanchez,Zikmund. Absent: Hammerschmidt
H. No minutes presented to be approved.
III. Department Reports -Zikmund reported that the ladder truck is in the paint shop. Saarion
reported that she will attend the National Parks and Recreation Association Conference in Salt
Lake City, October 27-31 attending educational sessions, and will tour the Olympic facility site.
Whiting reported that he attended a meeting with the school board district. They discussed the
needs for more soccer fields, ball fields and repairs to the schools. Whiting stated that the school
district needs a capital improvements program in place. Bennett reported that Children's Home
will have a open house November 6. Jopke discussed the option of having a neighborhood
meeting regarding TOLD Development project. The developers would purchase city owned
property on highway 10 and County Road I and the four homes on the east side of Eastwood.
The four homes have already signed purchase agreements. Whiting stated that the mayor has
4111)
received phone calls from residents regarding the development of the Walgreens project.
IV. Unfinished Business -Whiting reported at the Work Session that there were minor
modifications made to the budget. Ramacher stated that he would like the opportunity to go over
cuts that would affect his department and that he should have been informed. Whiting stated that
the web page and AMM may be cut from the budget. Bennett stated that there is a lot of
momentum for the Internet being that we already signed the Joint Powers agreement with the
other cities, it would be embarrassing to back out. Whiting stated that Ulrich did a good job on
the future payment policies for street assessments. Ulrich stated that all issues need to be defined,
but staff will recommend curb and gutter. Ulrich discussed that fact that he has to present
information to council so that it is comprehensive.
VI. Adjournment - There being no further business, the meeting was adjourned at 9:45 a.m.
Next meeting is Wednesday, October 29 at 10:00 a.m.
Respectfully submitted,
Tracy Sanchez, Recording Secretary
III
COVER STORY INFORMATION
ONLY
Hab .t
:.
10
„ of H . hl Eff tl c I l
Carl H. IUeu � Jr-
.. ocal government operations directly affect our daily e.Yis-
3 tence and experiences and the quality of life that we per-
0 ceive we have within our communities. No localgovern-
ment deserves, nor should its citizens tolerate,a
i council or governing body that isn't extraordi-
narily effective and competent in leading the
community.
Thomas Cronin, a recognized authority on public policy,
defines leadership as "making things happen that might not
otherwise happen and preventing things from happening
that ordinarily might happen. It is a process of getting peo-
ple together to achieve common goals and aspirations. Lead-
ership is a process that helps people transform intentions
into positive action, visions into reality"
The quality of leadership effectiveness demonstrated by a
governing body and its ability to be a highly effective council
are not attributes bestowed upon it.by a swearing-in cere-
mony. They are the results of disciplined adherence to a set
of fundamental principles and skills that characterize highly
effective governing bodies. Here, then, are 10 "habits" of
• highly effective councils, based upon the author's observa-
tions of hundreds of governing bodies over the past 20 years.
4 NOVEMBER 1997
•
Think and Act Understand and • Integration of members who ha
Strategically Demonstrate the basic technical, interpersonal, a
Elements of decision-making competence.
1111 A council's primary re- 51 Teams and • A commitment to team success and
sponsibility is not just to make policy Teamwork performance excellence.
or to do its "Roman emperor" routine • A climate of trust,openness,and mu-
(thumbs down or thumbs up) on By law,councils exist and have authority tual respect.
agenda items at public meetings. It is only when their members convene as • Clear standards of success and per-
to determine and achieve the citizens' bodies to do business. They also are formance excellence.
desires for the community's future. components of corporate beings that • The support, resources, and recogni-
Councils and their administrative must speak,act,and fulfill their commit- tion to achieve success.
teams must accept responsibility for merits with one voice and in a mature, • Principled and disciplined leader-
shaping the future of their communi- effective, and reliable manner. Councils ship.
ties by expanding their mental hori- are collections of diverse individuals who
zons to identify and meet the chal- come together to constitute and act as an Highly effective councils spend time
lenges that must be addressed through entity, and only when operating as an building their sense of being a team and
decisive leadership and through shared entity can they exercise authority and enhancing their skills in productive
goals for the attainment of that future. perform in fulfillment of their purpose. teamwork.
A strategic leader always comes This is a classic definition of"team."
from the future and takes you "back Carl Larson and Frank LaFasto,two pre- Master Small-
to the future" from the present. This eminent authorities on teams and team- Group Decision
leadership adventure starts with a vi- work, define a team as an entity corn- im Making
sion and evolves into a definition of prising two or more people working
the strategic issues that must be mas- together to accomplish a specific pur- Most councils are classic small groups,
tered to achieve the vision. The next pose that can be attained only through with fewer than a dozen people. Sma
step is the development of long-range coordinated activity among the team groups demonstrate certain skills a
goals that address these strategic is- members. In short, a team exists to ful- behaviors that link their members t
sues and that provide a decision-mak- 'fill a specific function or purpose and is gether.They also have knowledge of the
ing and budgetary basis for the suc- made up of disparate, interdependent processes they must follow to make de-
cessful implementation of these goals. people who collectively achieve a capac- cisions in fulfillment of their purpose.
Living from one annual budget to an- ity that none of its members could Figure 1 summarizes the skill sets essen-
other and from one council meeting demonstrate individually. tial to small-group effectiveness.
to the next condemns your commu- Teams always have two components
pity and its future to happenstance that we might call their S components: Clearly Define
and to the type of thinking that often systemicness and synergy. All teams are Roles and
befuddles national governance and systemic by definition,being made up of • Relationships
policy. interdependent parts (people) who af-
For this reason, polls show that an feet each other's performance and that Each team member, whether mayor or
overwhelming majority of citizens of the team. Synergy is the ability to councilmember, makes a contribution
want important issues affecting their achieve an effect, when working to- to and has a relationship with the team.
lives to be decided at the local, home gether as a team, that is more than the Contributions and relationships must
town level. Here, they expect leader- sum of the team members'individual ef- be defined in terms of the role to be as-
ship, sound thinking, and decisive ac- forts.While all teams are systemic, rela- sumed and how that role is to be carried
tion. In spite of this citizen expecta- tively few are genuinely synergistic un- out through the behavior of the person
don, a 1996 survey conducted by the less their members understand,•master, in the role.
International City/County Manage- and demonstrate the fundamentals of A role has two elements:function, the
ment Association (ICMA), "Survey of teamwork,which are: specific responsibilities of that role, re-
Current Practice in Council-Manager gardless of incumbency; and perfor-
Governments," indicates that fewer • A clear sense of purpose. mance,the behavior of the person occu-
than 40 percent of all councils set • A clear definition of the roles and re- pying the role in fulfilling his or h
long-term strategic goals to guide their lationships that unite individual tal- responsibilities.Councils,through ch
semimonthly forays into decision ents and capacities to achieve team ter, statute, or ordinance, have a clear
making. performance. definition of their function.The perfor-
PUBLIC MANAGEMENT 5
V If
Y
�' Figure 1. Effective Small-Group Decision Making
An EFFECTIVE Small Group
Interpersonal Skills Task Skills Rational Skills
The ability to work with others Knowledge to do a job Ability to deal with issues
and problems rationally
• Listening to and understanding . Knowing the form and role of • Selecting and prioritizing the
the views of others the organization issues to be addressed
• Constructively confronting and
resolving differences • Knowing law,policies,and • Analyzing issues and related facts
• Supporting others and showing procedures • Identifying objectives and
• Showing civility and good outcomes
respect for their ideas
• Participating actively in manners • Considering alternative
discussions •• Using professional and technical strategies and courses of action
knowledge •Assessing obstacles and
x; • Taking"time outs" to discuss
consequences
how well group members • • Reaching consensus decisions
interact
• Evaluating and following up
mance component must be defined functions. Policy makingiimplementa- on empowering effective staff perfor-
within the team through discussion and tion is a continuum of thought and rela- mance. Councils that do not do this will
mutual definition of those behaviors tions that transforms ideas and abstrac- frequently fall into micromanaging, that
and practices expected of the mayor and tions(visions,policies,goals,and plans) is, they will perceive a need to become
councilmembers in the conduct of their into defined, observable ends or out- involved in,or retain approval over,even
duties and interactions. comes (results, programs, buildings, minor staff activity and plans.
Vince Lombardi, when asked what streets, deliverable services). Council A critical element and important
made a winning team, replied, "Start and staff share this continuum as part- council task in this partnership is evalu-
4 with the fundamentals.A player's got to nets ensuring each other's success. Each ation of the manager or administrator,
I know the basics of the game and how to person plays an important role in mak- based upon clearly defined goals, poli-
play his [herj position.The players have ing sound policies and in ensuring their cies,and established guidelines on exec-
to play as a team, not a bunch of indi- effective implementation through tell- utive performance. According to the
viduals. The difference between medi- able administrative practices and perfor- 1996 ICMA survey, only about 45 per-
ocrity and greatness is the feeling the mance. Figure?depicts this partnership cent of ail councils formally evaluate
players have for each other,"that is,their and continuum. their managers'performance.
relationships. Teams talk about and de- John Carver, a widely acclaimed au-
fine expected roles and relationships thor who writes about boards that make Make a Systematic
and give constructive feedback to their a difference, discusses this partnership f''"'
members on the degree to which they as one in which councils define the . A� Evaluation of
are fulfilling these expectations. needs to be met and the outcomes to be
--Ai'', Policy
I achieved. He believes that councils implementation
r
Establish and Abide should allow staff,within council-estab- Councils, like most legislative bodies,
by a Council-Staff lished limits, to define the means for frequently exhibit the Jean Luc Picard
,,. ` a Partnership achieving these ends. He sees a council- syndrome (Star Trek II) and simply tell
4 `� staff linkage that empowers staff to do their staffs: "Make it so." They assume
• We have all heard the saying "Council its tasks and to be evaluated on the re- that council action equates to policy and
makes policy, staff implements policy." sults produced. program implementation. The next
Well, this is a total misconception of re- Councils that accept and abide by this time the council hears about policy is
aiity: Policy making and policy impie- partnership focus their energy on estab- when a problem or crisis arises.
mentation are not distinct and separate fishing vision,goals,and good policy and In contrast, highly effective councils
11 6 NOVEMBER 1997
Figure 2. Council-Staff Partnership
(To What Degree Is This Partnership Understood, Discussed, and Respected by Councilmembers?)
GOVERNANCE/POLICY PROCESS
ADMINISTRATOR/ 4111
COUNCIL'S SPHERE 0 A _ MANAGER'S SPHERE
..
I < ' mi
C N •Staff and
r
munity Y implementation
•Political Factors A continuum/interaction •Performance issues
•Values
•Gratification •Values and expertise
CG A D •Gratification
O
U 0 D M
_ . , N A M M 1
,. I M ---_ L I A N . .. ._ . _._. .
L. ' . I S P N N S
S / 0 I A T
S R L S G R
1 E I '•T E A
0 S C R---._ M T
I
N U Y A E-.- . 0
L T N N
T I T
S 0
N
III
expect periodic feedback on policy re- Figure 3 shows the purpose, typical The fourth arena, community rela-
sults and on possible policy amend- setting, focus, and key characteristics of tions, is becoming more important. It is
ments that may be required. This feed- each arena. All four arenas are essential rapidly transforming the role of the
back can be provided through progress to highly effective councils'fulfillment of council and how it spends its time.
reports, status memos or newsletters, their leadership, policy-making, goal- Communities today are more dependent
and policy reviews. setting,and empowering responsibilities. upon sophisticated alliances and part-
A highly effective council will hold at nerships among groups,both public and
Allocate Council least one goal-setting retreat or "ad- private entities. Jurisdictions are subject
7
Time and Energy Vance" annually. It also will hold two to multiple, profound changes in how
Appropriately study sessions monthly, usually between public officials operate.Today, the corn-
regularly scheduled public hearings. munity arena requires more time spent
Councils, like other teams, play in a Here. councilmembers will confer with in interactions outside city hall and puts
number of settings or arenas to achieve staff and other experts on significant greater time pressure on mayors and
overall, peak performance. There are items under consideration that will councilmembers.
•
four council-staff arenas,and each must eventually require official actions.
be appreciated for its purpose and for its While these meetings should be open Set Clear Rules
contribution to a council's effectiveness: to the public as observers, the public -_r -im and Procedures
should not participate in the council- - x�' - for Couneii
• Goal setting(retreats or"advances"). staff dialogue. Many councils short- "?
• Exploration and analysis(study change this arena, pushing the opportu- Meetings
sessions). airy for learning into the formal public Council meetings exist for the purpose
• Disposition/legislation (regular pub- hearing, which is not designed to pro- of doing the council s business. Litera-
lic meetings). mote much in-depth analysis of complex ture on how to conduct effective and
• Community relations (interactions issues.The arena of disposition/legislation productive meetings specifies the need .
with constituents and with other is designed to get to a vote, not to pro- for an adherence to clearly defined rules
agencies). mote careful analysis of complex issues. and procedures.
PUBLIC MANAGEMENT
Figure 3. Arenas for Governing Body and Staff Performance
Exploration and Disposition/ Community
Arena Goal Setting Analysis Legislation� Relations
Purposes • Establish vision • Understanding the • Taking official action • Interacting with
III • Explore potentials issue(s) • Votingon items
• Set goals constituents/citizens
o • Problem -Resolutions • Building alliances
•Set direction/ identification -Ordinances • Doing outreach and
priorities • Selecting"best • Gathering public liaison
-Community options" input • Coordinating with
-Services • Building • Mobilizing support other entities
-Staff action commitment
-Budgets
Typical Setting Retreat or advance— Study session— Public—formal council
Numerous—
informal off-site conference room meeting in chambers diverse formats
workshop
Focuses • Future of community •Developing knowl- • Going throughthe
•Communicating• Evaluation of edge
for decision agenda(formality) • Problem solving
-Needs making • Showing authority • Collaborating and
-Trends • Sorting of options • Ratifiying/adopting coordinating
-Strategic issues
! • Examining • Dealing with political • Forming
• Community desires consequences pressures partnership(s)
and values •Setting strategies • Identifying •Actingas a
• Leadership
• Making competent psychological needs community
and informed
decisions
Key Characteristics • Informality •Starting council-staff •Meeting formally •Being"outside"city
• • Sharing of options dialogue •Setting and following hall
40
• Open dialogue •Questioning and test- rules and procedures •Responding to
• Creative thinking P g
ing ideas • Encouraging public requests
• Humor and
adventuae • Exchanging input and • Starting joint
information involvement ventures
• Face-to-face/group • Negotiating and • Gaining high • Facilitating
interaction
visibility interagency activity
I. consensus building
• No voting • Dealing with • Using multiple inter-
• Face-to-face/group pressure/advocacy action modes and
interaction from groups communication
• Voting techniques
• Interacting as groups
4
Many councils, however, drift from Get a Valid not it is addressing issues effectively.
these rules and procedures in pursuit of
Assessment of the Highly effective councils seek feedback
informality, collegiality, and "just being • Public's through a number of market research
•
nice." They let their meetings drone on Concerns and tools such as focus groups, surveys, and
with a lack of focus, redundant corn- an Evaluation of the questionnaires. Typically, the phone calls
ments,and endless discussion. Council's Performance a councilmember receives or the com-
Rules and procedures do not pre- merits made in public hearings are not
f dude citizen input, courtesy, or sensi- Elections are contests among individuals valid or accurate reflections of the entire
tivity to public concerns and view- vying to become members of the coun- community's sentiments about issues and
points. They respect all these elements cil. They are not valid, obiective assess- about the council's performance."Market
nd the necessity to conduct business in ments of the public's feeling about the research feedback" should be ongoing
orderly, disciplined, and productive quality of the council's performance as a and should be included in the annual
Waal
manner. governing body and about whether or goal-setting retreat or advance.
8
NOVEMBER 1997
ft
The Manager's Role in
.,.�-y. Practice Building a Highly Effective more we should be doing to improve o
.. s�.
T01 ' Continuous Council leadership performance and to ensure
Personal • Focus the council on leadership quality future for our community?"
' �� Learning and achieving a quality future for
As Jack Ethredge observes: "The entire
and Development as a the community. process has helped Thornton's council to
Leader • Select a time and place to conduct identify the issues that are essential to
a facilitated discussion about fac- achieving our community's goals and to
Leaders read, attend workshops, and tors affecting the council's effec- building collaborative relationships with
constantly seek information, under- tiveness. It is recommended that citizens and with staff to agree about the
standing, and insight. Highly effective the manager be involved in this goals. Thornton now is a community of
councils are composed of members who discussion. partnerships, all focusing on a vision and
honestly know they don't know it all. • Invite the council to assess can- using our combined resources to become
They take advantage of the myriad of didly and objectively its perfor- the city we want to be in the future.There
opportunities to learn and to perfect mance relative to the 10 habits of has been a real breakthrough in the
their skills by reading,going to state and highly effective councils included amount of creative energy that is moving
national municipal league workshops, in this article and other effective- Thornton forward."
and attending every forum that can ex- ness indicators that councilmem- The last, and probably most impor-
pand their skills to lead and govern well. bers feel are appropriate. tant, point: Keep your sense of humor.
A highly effective council also learns • Have the council identity where Governance is a serious business dealing
as a council. It works closely with the significant gains in effectiveness with the vital issues affecting our coin-
manager to improve its leadership skills are desired. munities and the quality of life we expe-
and the council-manager relationship, • Develop specific strategies and op- rience within them. But humor reduces
assessing objectively its performance on portunities with the council to Friction and stress, lets others know that
each of the 10 habits. This assessment achieve desired goals. we and they are human, and brings a
should include the observations of coun- • Schedule specific skill-building pause that refreshes our insight and
cilmembers,manager,department heads, workshops for the council. Include commitment. It is essential to forgin�
and selected members of the community key staff members when the focus is and maintaining good relationships.
who have occasion to work and interact on council-staff relationship issues. Every community deserves nothing
with councilmembers. The effective • Establish a process with the coun- less than a highly effective council that
council should decide where gains can be cil to evaluate gains that have been embraces accountability for the commu-
made, then set up the opportunity made and to target new opportu- nity's performance in creating its future
through council workshops to learn the aides for improvement. and in effectively addressing, in the pre-
skills needed to make these gains. • Remember:peak performers con- sent, those challenges vital to attaining
In 1990, Mayor Margaret Carpenter stantiy seek to improve their per- that future. That is what is at stake: our
and City Manager Jack Ethredge of formance.They know they are on communities' future. With few excep-
Thornton, Colorado, began a process an endless journey of growth, tions, every council can be highly effec-
with Thornton's council to increase the performance effectiveness, and tive and can provide strong leadership,
council's leadership skills and effective- achievement. but to become effective will require a
ness that incorporated the 10 habits de- good governance model and disciplined
scribed in this article. adherence to the fundamental habits of
First, the council conducted a careful performance and sense of partnership. effectiveness.C 1
reexamination of the city's mission and Now, the council holds multiple ad-
the role that it had to assume to ensure vances each year to define and validate its Carl Neu,Jr., is executive vice president of
fulfillment of that mission. Then, in dis- strategic perspective and policy leader- Neu and Company, Lakewood. Colorado.
cussions with the city manager, coun- ship. Skill development workshops ac- All rights are reserved to Neu and Com-
cilmembers made a commitment to lead- company these advances and focus on pony and the Center for the Future of
ership innovation and excellence that defined needs that are identified by coup- Local Governance, 1997.
focused on long-term and strategic issues cilmembers. Specific "time-outs" are
vital to the community's future.The pro- taken to evaluate how the council is func- Contribute to the
cess involved advances, close attention to cloning as a team, as well as how it func-
community feedback through focus tions with staff and with the community. ICMA Endowment Fund I 411)
groups and surveys, and frequent self- The continuous quest for effectiveness al- Call 202/962-3648
evaluation of both council's and staff's ways begins with the question "Is there
PUBLIC MANAGEMENT 9