HomeMy WebLinkAboutAgenda Packets - 2002/01/22M:\MasterFiles\1999 thru 2010\2002\City Council\Work Session Packets\01-22-02 Spec W.S\Agenda -- January 22, 2002 Work
Session.doc
CITY OF MOUNDS VIEW
SPECIAL WORKSESSION AGENDA
Tuesday, January 22, 2002
6:00 PM
REVISED
CALL TO ORDER
ROLL CALL: Sonterre, Quick, Marty, Stigney, Thomas
Items Discussed Per Consensus
_______ 1. January 2002 Pay Equity Report - Reed
_______ 2. Golf Course Personnel - Miller
_______ 3. Gas & Splash Report - Ericson
_______ 4. Edgewood Middle School Expansion – Atkinson
_______ 5. Review Ramsey County CDBG/Home Funding Priorities – Backman
_______ 6. Discussion Regarding TimeSaver (Recording Secretary) Agreement
for 2002 – Miller
_______ 7. Discussion of Purchasing Policy – Hansen
(Please bring your packet information provided with the 01/14/02
packet.)
_______ 8. Discussion of Long Term Financial Planning – Hansen
_______ 9. Discussion of Comprehensive Annual Financial Report for the Year
Ended December 31, 2000 – Hansen
(Please bring the reports provided with the 01/14/02 packet.)
_______ 10. Discussion of Videotaping Policy – Toth
_______ 11. Discussion of Legislative Agenda – Miller (no attachments)
_______ 12. Discussion Options for Retreats – Miller (no attachments)
_______ 13. Discussion of Work Session Format – Miller (no attachments)
M:\MasterFiles\1999 thru 2010\2002\City Council\Work Session Packets\01-22-02 Spec W.S\Agenda -- January 22, 2002 Work
Session.doc
Tuesday, January 22, 2002
Work Session Agenda
Page –2-
______ 14. Press Release
______ 15. Data Requests (no attachments)
M:\MasterFiles\1999 thru 2010\2002\City Council\Work Session Packets\01-22-02 Spec W.S\Item 02--Golf Course Personnel--Miller.doc 1
Item No. 2
Type of Business: WS
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: Kathleen Miller, City Administrator
Item Title/Subject: Golf Course Manager Job Description
Date of Report: January 22, 2002
Background
The Mounds View City Council requested that they review a copy of the
proposed Golf Course Manager’s Job Description. A copy is attached for your
consideration and includes some changes in the following areas:
• Strengthens the managerial skills required
• Requires budgetary abilities
• Involves critical procedural oversight
This position manages a million dollar enterprise on behalf of the City. It is
therefore critical to hire someone who has the ability to evaluate the day-to-day
operations and make recommendations to the City Council that will maximize
revenues, while limiting expenditures.
Recommendation:
Staff recommends the City Council review the attached Job Description and
direct accordingly.
Respectfully Submitted,
___________________________
Kathleen F. Miller
City Administrator
CITY OF MOUNDS VIEW POSITION DESCRIPTION
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GOLF COURSE MANAGER
Position Title: Golf Course Manager
Department: Golf Course
Accountable to: City Administrator
Status: Exempt
PRIMARY OBJECTIVE OF POSITION
Responsible for administrative, budgetary and supervisory over sight of the golf
course operation.
SUPERVISION RECEIVED
Works under the general guidance and direction of the City Administrator
SUPERVISION EXERCISED
Supervises all regular and seasonal employees
ESSENTIAL DUTIES AND RESPONSIBILITIES
ADMINISTRATIVE RESPONSIBILITIES
• Supervise and manage all golf course operations
• Develop policies and procedures for golf course operation
• Maintain the golf course in accordance with all federal, state, and local laws,
regulations, ordinances and City of Mounds View policies and obtain all permits,
licenses, and certifications to do so
• Develop a comprehensive safety and risk management program to ensure the
safe use of the course by staff and guests
• Manage and supervise assigned operations to achieve goals within available
resources
• Resolve disputes as to golf rules, regulations and etiquette
FISCAL/BUDGETARY RESPONSIBILITIES
• Prepare and administer annual operating, maintenance and capital budgets
including monthly financial statements and operations progress reports for the
City Administrator
• Ensure that assigned areas of responsibility are performed within budget;
perform cost control activities; monitor revenues and expenditures in
assigned area to assure sound fiscal control; prepare annual requests;
assure effective and efficient use of budgeted funds, personnel, materials,
facilities, and time.
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• Prepare and maintain daily, monthly, and annual reports and records, as
assigned. Develop and maintain systems to ensure adequate internal controls
and accurate and timely reporting of financial information.
• Develop five-year and ten-year capital improvement plans in conformance with
City Charter requirements, which shall be subject to review and approval by the
City.
OPERATIONAL RESPONSIBILITIES
• Oversee the grounds maintenance on all greens, tees, fairways, roughs, driving
range, clubhouse lawn, and all other turf area within the boundaries of the golf
course property. Administer contracts for golf course concessions, cart and
other rentals.
• Plan, coordinate and supervise course maintenance and improvement
projects in cooperation with maintenance staff.
• Provide necessary supervision, direction, and assistance to crews at work
sites. Enforce policies, regulations, and safety and health standards.
• Project needs for equipment, materials and supplies. Assist in the
preparation of specifications, estimates, and bids for machinery, equipment,
and contractor services.
• Assure that tools and equipment are properly maintained and kept in proper
working condition.
• Establish competitive prices for all golf course activities and supplies
PERIPHERAL DUTIES
Serves as a member of various employee committees, as assigned.
MINIMUM QUALIFICATIONS
(A) B.A. in business administration, public administration or a related field
(B) Two years municipal golf course management experience
(C) Two years experience in budget preparation
(D) Three years supervisory experience
(E) Class B Drivers License
DESIRED QUALIFICATIONS
Education and Experience
(A) Business management skills and knowledge of clubhouse management and
outside operations.
(B) MN Pesticide Applicator’s License
(C) Two years training/experience in turf management and disease control
NECESSARY KNOWLEDGE, SKILLS AND ABILITIES
(A) Preparation and oversight of annual operating and capital budgets
(B) Experience with operation/maintenance of enterprise funds
(C) Knowledge of the game and rules of golf
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(D) Ability to effectively supervise staff; Ability to establish effective working
relationships with employees, supervisors, golf associations and patrons, and
the public
(E) Ability to work independently with minimum supervision; ability to coordinate
course maintenance activities and major course improvements; Ability to
communicate effectively orally and in writing.
(F) Training/experience in turf management and disease control
(G) Knowledge of golf merchandising including purchasing, inventory control and
marketing
SPECIAL REQUIREMENTS
(A) First aid card or ability or obtain one within six months
TOOLS AND EQUIPMENT USED
Motor vehicles; phone; copy and fax machines; personal computer including word
processing and data base software; cash register; calculator; mobile or portable
radio.
PHYSICAL DEMANDS
The physical demands described here are representative of those that must be met
by an employee to successfully perform the essential functions of this job.
Reasonable accommodations may be made to enable individuals with disabilities to
perform the essential functions.
While performing the duties of this job, the employee is regularly required to reach
with hands and arms. The employee frequently is required to stand; walk; and use
hands to finger, handle, feel or operate objects, tools, or controls. The employee is
occasionally required to sit; climb or balance; stoop, kneel, crouch, or crawl; and talk
or hear.
The employee must frequently lift and/or move up to 50 pounds and occasionally lift
and/or move more than 100 pounds. Specific vision abilities required by this job
include close vision, distance vision, color vision, peripheral vision, depth perception,
and the ability to adjust focuses.
WORK ENVIRONMENT
The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job.
Reasonable accommodations may be made to enable individuals with disabilities to
perform the essential functions.
While performing the duties of this job, the employee occasionally works near
moving mechanical parts and in outside weather conditions. The employee is
occasionally exposed to wet and/or humid conditions.
The noise level in the work environment is moderately quiet.
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SELECTION GUIDELINES
Formal application and supplemental application, rating of education and
experience; oral interview and reference check; job related tests may be required.
The duties listed above are intended only as illustrations of the various types of work
that may be performed. The omission of specific statements of duties does not
exclude them from the position if the work is similar, related or a logical assignment
to the position.
Approval: Approval:
Supervisor Appointing Authority
Effective Date: Revision History: 3/01 ( XXX HAY POINTS)
6/97
1995 ADA
Item No: 5
Meeting Date: January 22, 2002
Type of Business: WS
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: James Ericson, Community Development Director
Item Title/Subject: Review Priority Use of Ramsey County CDBG/Home
Funds for 2002
Date of Report: January 9, 2002
Background:
Ramsey County is asking the City Councils of the Ramsey County municipalities to
review the funding priorities for CDBG/Home fund expenditures. The Council did a
similar ranking last year.
Please review the following list of priorities, which is ranked according to the Councils’
indicated preferences last year:
Recommendation:
CDBG/Home Funding Priorities
January 9, 2002
Page 2
Please review the above priorities and give some thought as to their ranking. Staff will
present your recommendation to Ramsey County at a meeting scheduled for January 25,
2002.
_____________________________________
James Ericson
Community Development Director
763-717-4021
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2002.doc
M:\MasterFiles\1999 thru 2010\2002\City Council\Work Session Packets\01-22-02 Spec W.S\Item 06--Time Saver Cover Memo--Miller.doc
Item No.6
Type of Business: WS
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: Kathleen Miller, City Administrator
Item Title/Subject: Time Saver’s Recording Secretary Service Agreement
Date of Report: January 14, 2002
Background
The City of Mounds View has had an Agreement with Time Saver for the provision of
Recording Secretary Services. Attached for your review and consideration is a copy of the
Addendum to that Service Agreement. That Addendum includes an increase of less than
3% for the year 2002. Those increases are reflected below:
1. Base Rate of One Hundred Three and 00/100 dollars ($103.00) for any meeting
up to one (1) hour (billing time) plus Twenty-five and 50/100 ($25.50) for each
thirty (30) minutes following the first one (1) hour; or
2. Twenty-one two and 50/100 00/100 dollars ($22.00) per hour for time attending
meetings, and fifteen (15) minutes prior to Call to Order and fifteen (15) minutes
following Adjournment with a one and one-half (1.5) hour minimum; and Nine
and 75/100 Ten and 00/100 dollars ($10.00) for each page of minutes prepared
from shorthand or machine notes of the recording secretary as draft minutes for
submission to and the review and comment of City of Mounds View for their
preparation of final minutes.
Recommendation:
Staff recommends the City Council direct staff to prepare a Resolution for approval of the
Addendum to the Recording Secretary Service Agreement with Time Saver.
Respectfully Submitted,
___________________________
Kathleen F. Miller
City Administrator
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Item No. 7
Type of Business: WK
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: Charles Hansen, Finance Director
Item Title/Subject: Purchasing Policy
Date of Report: January 10, 2002
Attached are the City of Mounds View’s current purchasing policy and policies from four
other cities. At the end is a research memo from the League of Minnesota Cities.
These policies range from the brief (one page) to very lengthy. It is possible to have a
very brief policy narrowly focused on purchasing, or a long policy with a wide focus.
A purchasing policy is a means of carrying out the City Council’s policies and directions.
It should be detailed enough to achieve the City Council’s goals, but not so
cumbersome that it unreasonably slows work or deters vendors from bidding on city
work.
I have begun to draft a new purchasing policy (also attached). Provisions can easily be
added, deleted, or modified according to the City Council’s input. In some cases I have
just referenced sections in the other city’s policies that I though could be a good model
for Mounds View’s policy.
Another consideration is to ensure that the purchasing policy is consistent with state
laws and the City Charter. Any local policy will presumably be made consistent with
state law at the time of writing. But over time, state laws are changed. Depending on
the nature of the change, the state law may supercede the local policy, or it may be
permissible for a local policy to be more restrictive than state law. Either way, the
inconsistencies will add confusion.
The City Code, Chapter 202 on Public Improvements is an example. It was written
when state law required sealed bids for contracts in excess of $25,000. State law has
been changed to raise this threshold to $50,000, but Chapter 202 remains at $25,000.
The danger to the City is that the best contractors may just not bother to submit a bid
when the City advertises for sealed bids on projects between $25,000 and $50,000.
Consideration should be given to simply referencing the state law verses benefits that
may be achieved by writing the same provisions into local policies.
Respectfully Submitted,
Charles Hansen
CITY OF MOUNDS VIEW
PURCHASING POLICY
GENERAL DISCUSSION
1.1 AUTHORITY
The purchasing policies of the City of Mounds View are established
by the City Council under the City Charter, the City Code and state
statute.
1.2 PURPOSE
The purpose of this policy is to provide a legal process for the
purchase of materials and services that will be the right product, in
the right quality, in the right quantity, delivered to the right place, at
the right time, for the right price, to allow for the efficient and effective
delivery of public services to the citizens of the City of Mounds View.
1.3 BUDGET
Under state statute and City Charter, the annual adoption of the
budget shall constitute City Council appropriations for the year.
Budgetary control shall be exercised on the department and fund
levels.
1.4 RESPONSIBILITY
The City Administrator shall identify Department Heads or other staff who
shall be responsible for each fund or department in the annual budget. These
individuals shall be responsible for compliance with the annual budget and for
all expenditures for their departments and funds.
1.5 DECENTRALIZED PURCHASING
The majority of City purchases are decentralized, meaning that each
department handles procurement of materials and services needed
for their own operation. The responsibility lies with each department
to obtain bids or quotes, maintain records of bids or quotes, place
actual orders, receive deliveries, and approve invoices for payment.
To be uniform and save time and money in quantity purchases, the
City Administrator may assign a department to centrally purchase
some products. An example of this would be office supplies.
TYPES OF CONTRACTS AND PURCHASES
2.1 UNIFORM MUNICIPAL CONTRACTING LAW, CHAPTER 471.345
It shall be the policy of the City of Mounds View that the Uniform
Municipal Contracting Law, Minnesota Statutes Chapter 471.345
shall be the policy of the city. Changes in this law will automatically
become the policy of the city.
2.2 MAJOR CONTRACTS
Sealed bids shall be obtained by public notice for major contracts.
From 2002 onward, this shall be for contracts over $50,000, per
Chapter 471.345.
2.3 INTERMEDIATE CONTRACTS
Two or more written quotes shall be obtained for intermediate
contracts. From 2002 onward, this shall be for contracts between
$10,000 and $50,000, per Chapter 471.345.
2.4 SMALL CONTRACTS
Purchases may be made by at least two written quotes when
possible, or in the open market, at the discretion of the Department
Head. From 2002 onward, this shall be for contracts less than
$10,000, per Chapter 471.345.
2.5 PROFESSIONAL SERVICES
Model after a simplified version of Brooklyn Park policy sec. 10.00 on
pages 8 - 11.
2.6 EMERGENCY PURCHASES
Model after Blaine policy sec. 3.5 on page 7.
2.7 COOPERATIVE PURCHASING AGREEMENTS
Model after Blaine policy sec. 3.6 on page 7.
PAYMENT METHODS
3.1 JUST AND CORRECT CLAIMS LIST
A list of checks paid will be submitted for approval by the City Council
at each regular City Council meeting. Approved checks will be
released the following day. Any checks paid by means of Direct
Expense Authorization since the previous City Council meeting will
also be listed.
3.2 DEPARTMENTAL AUTHORIZATION OF INVOICE PAYMENTS
Each Department Head identified by the City Administrator as being
responsible for a department budget shall report to the Finance
Director any deputies they are authorizing to approve invoices for
payment. All authorized persons shall submit a sample of their
signature or initials to the Finance Department for verification of
invoice approvals.
3.3 DIRECT EXPENSE AUTHORIZATION
The Finance Director is authorized to approve immediate payment of
invoices, without waiting for the Just and Correct Claims List, in cases
where it is necessary make payment to avoid penalties, secure
discounts, or avoid disruption of city business. These payments will
be included in the next Just and Correct Claims List.
3.4 CREDIT CARDS
The City Administrator may authorize the issuance of credit cards to a
limited number of city employees. All provisions of the purchasing
policy apply to credit card purchases.
3.5 PETTY CASH
Model after Blaine policy sec. 3.1D on page 4.
MISCELLANEOUS
4.1 TRAVEL, CONFERENCES, SCHOOLS, & TRAINING
Model after White Bear Lake or Farmington policies.
4.2 MEETINGS & MEAL EXPENSES
Model after White Bear Lake or Farmington policies.
4.3 MILEAGE & PARKING EXPENSES
Model after Brooklyn Park policy sec. 35.10 on page 13.
4.4 MEMBERSHIPS
Memberships in professional organizations shall be listed in the
proposed budget and be reviewed during the budget process.
Memberships not listed in the budget will need to be approved by the
City Administrator prior to payment.
Item No. 8
Type of Business: WK
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: Charles Hansen, Finance Director
Item Title/Subject: Discussion of Long Term Financial Planning
Date of Report: January 10, 2002
The City Charter, Chapter 7, Section 7.05 calls for the City of Mounds View to
have a Long Term Financial Plan. The City Budget has for several years
contained a section titled “Long Term Financial Plan.” However, this section
doesn’t meet the standards called for in the City Charter.
I interpret the provisions of the Charter in the following ways:
Subd.1. A Long Term Financial Plan shall be prepared. The City Council will
review it at a public hearing and adopt it by ordinance.
Subd.2. Public Service Program. This is to be a five year operating budget
for all departments. It will contain a discussion of each department’s objectives
and services and budgetary impacts.
Subd.3. Capital Improvement Plan. This is the section that is in the current
budget, although it doesn’t include street improvements and it isn’t clear that all
building needs are included.
Subd.4. Long Term Revenue Program. This will be a projection of future city
revenues, presumably on the same five-year period specified for the Public
Service Program and the Capital Improvement Plan. A utility rate study should be
part of this section.
Subd.5. Capital Budget. This will summarize the other three sections of the
plan and determine a balance between revenues and expenses. Capital projects
and new services should be listed by priority.
Given current staffing levels and other projects requiring work, it isn’t currently
possible to complete a Long Term Financial Plan. I propose that this be taken up
next summer in conjunction with the 2003 budget and adopted concurrently with
the 2003 budget.
Respectfully Submitted,
Charles Hansen
Item No. 9
Type of Business: WK
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: Charles Hansen, Finance Director
Item Title/Subject: Discussion of Comprehensive Annual Financial
Report for the Year 2000
Date of Report: January 10, 2002
Attached are three documents:
Comprehensive Annual Financial Report for the Year 2000 (CAFR)
Auditor’s Management Letter
Auditor’s Reports on Compliance
These reports together constitute the annual financial report to the City Council.
The Comprehensive Annual Financial Report is difficult to summarize. It is best
used as a reference. Once a person becomes familiar with it, it is possible to
quickly find answers to various questions regarding the City’s finances.
The Auditor’s Management Letter is perhaps of the most immediate interest to the
City Council. An introductory letter appears on pages 2 & 3. This is followed on
pages 4 through 13 by a financial analysis of selected highlights of the financial
report. Pages 13 through 17 contain Reportable Conditions and Management
Suggestions. The letter ends with a discussion of the requirement for the city to
implement GASB 34 in the financial report for the year 2003.
The Auditor’s Reports on Compliance is the most difficult to understand of the
three reports. It makes two statements of importance to the City Council.
First is that while testing for compliance with laws, regulations, grant, and contract
provisions wasn’t a main objective of the audit, no important instances of non-
compliance were found during the audit.
Second is a statement regarding internal controls. These are the checks and
balances built into city procedures to insure that financial transactions are properly
carried out and laws, regulations, contracts, etc. are complied with. The auditors
found several weaknesses in the internal controls. These weaknesses are more
thoroughly discussed on pages 13 through 17 of the Management Letter.
On January 10, 2002, Kathleen Miller and I met with the new auditors, MMKR. We
discussed changes and improvements to be made in the city’s procedures and
internal controls during the coming year. Also discussed were possible changes to
the financial report for 2001, which will be the result of the coming audit. It should
be understood that the Finance Department is in a transition period that will go on
for at least a year, if not two.
The possible 2001 financial report changes are as follows:
Reclassify the Street Lighting Fund and the Surface Water Fund as utilities
in the Enterprise Funds section of the report instead of the Special Revenue
Funds section.
Reclassify the Park Dedication Fund, the Special Projects Fund, and the
Street Improvement Fund into the Capital Project Funds section of the
report instead of the Special Revenue Funds section.
Change the recording of tax increment revenues so that the revenues and
any surplus balance are in funds in the Special Revenue Funds section of
the report instead of the debt service funds. The debt service funds should
only have resources necessary for the next year’s principal and interest.
These changes and other issues will be thoroughly examined during the upcoming
audit.
Respectfully Submitted,
Charles Hansen
MOUNDS VIEW CITY COUNCIL SPEAKS OUT
There has been more than one occasion during the last year where the past practices of
the City of Mounds View have been called into question – mostly with good reason.
The process of coming to answers for those questions has not been easy or without its
conflicts. And worse, the City has been bound by the strictures of the legal process and
unable to respond to any and every allegation leveled at it. That problem has been
compounded by questionable, and sometimes downright irresponsible, reporting.
Difficult situations are only made worse in such cases.
The most recent media coverage expects us to believe that a Park and Recreation
Commission member is able to run willy-nilly through City Finances spending what and
where he may choose and lining his own pockets at the city expense and then become
Mayor. If anyone believes this to actually be possible, the City has far greater problems
than we have delved into thus far. Regardless of position, no ONE person is able to
expend city resources without the assistance or negligence of at least several other
individuals.
The problem of acquiring city equipment through the proper channels is something that
needs to be addressed, and IS under the proper scrutiny. Situations such as this will no
longer be able to exist if we would have followed the procedures already set in place.
However, for anyone to attempt to crucify the current Mayor for processes beyond his
knowledge and authority – both then and now – is the height of irresponsibility. The City
doesn’t need a scapegoat, we need the truth and ethical standards. Even this problem
is being handled in the manner set forth in city charter and will be solved by the
combined efforts of the staff and Council. The business of the city goes far beyond this
one area of correction and that business must continue.
The city staff, Mayor and Council have gone to significant effort to address each
problem they, and others, have brought forward. Vague and flawed policies and
procedures have been set aside or rewritten to assure that every decision can be
documented and supported. Of course, difficult problems make for difficult
conversations. The City Council debates are becoming notorious for their length,
frequency and occasional squabbles in an effort to hear everyone’s opinion and develop
workable solutions. There is no foreseeable end to those conversations as the duty of
the Council is to discuss and compromise to ensure that no single person EVER has the
ability to make decisions unilaterally. Those five voices do become one with the act of a
vote. At that moment, the Council stands united whether or not the members held
opposing views beforehand. The City Council will continue to do so.
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City of Mounds View Staff Report
To:
Honorable Mayor and City Council
From:
Patrick Toth, Television Production Coordinator
Item Titlel5ubject:
City Communication Resources Regarding Air
Quality Issue
Date of Report:
January 10, 2002
To flue Council,
The issue at baht fm seeking direction about counts the use of city aur iohisual
resources W cover evands surrounding the recent concern of air quality at Prove xi
Elemerri
I was contacted last meek by Barb tiaake and a resident wbo bas taken an active
rale in this issue. They asked if ft city mould participate and hsualy document
series of future meetings W mise public awaranss. Because of the sensi w
nature, opposirg sides and possible litigation f ual might occur man this, I
resporded to both pares flet while our using resources might increase awameriess
of flue issue, ft perception of taking sides and conflict of interest might arse.
Before pursuing this arty harbor, I asking for your admce on abut steps and mle the
city st ould take.
Respecgully Submifted,
Pahick TON