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83-10-04 CITY IF M~UN! Moun~l ~ Minnes®ta AG E N D^ MOUND CITY COUNCIL REGULAR MEETING Tuesday, October 4, 1983 1. Approve Minutes of September 27, 1983, Regular Meeting PUBLIC HEARINGS 2. Central Bus~nes District Parking Maintenance Total Cost: $22,586.20 3. Proposed Assessment of Delinquent Water & Sewer Bills For 1982-83 4. Assessments 'for: Unpaid Tree Removal Charges Unpaid Garbage Removal Charges Pg. 2325-2334 Pg. 2335-2343 Pg. 2344-2346 Pg. 2347-2348 Pg. 2349-2350 Pg. 2351 Comments and Suggestions From Citizens Present: Linda Johnson Bernie Benz Anyone Else 6. Assessments by Waiver: Levy #9147 -$ 279.30 Levy #9148 - 350.40 Levy #9149 - 822.64 Levy #9150 - 77.92 Levy #9151 - 1,615.OO Levy #9153 1,828.15 &#~9154 1,828.15 Levy #9155. 1,756.35 Levy #9156 4,421.13 Levy #9157 295.00 Pg. 2352-2353 Pg. 2354-2355 Pg. 2356-2357 Pg. 2358-2359 Pg. 2360-2361 Pg. 2362'2363 Pg. 2364-2365 Pg. 2366-2367 Pg. 2368-2369 7. Review of Suggested Ordinance Modifications to City Water Pg. 2370 8. PUBLIC HEARING: Proposed Use of Reven~e Sharing Funds Pg. 2371 9. Set date for Public Hearing - Alcohol I~surance of Non-Intoxicating (3.2 beer) license - Three Points Tavern - Roger Rager. Suggested Date: Octover 18, 1983 Pg. 2372 10. Renewal of Garden Lease for Leo & Beverly Wallis, 1668 Canary Lane Pg. 2373-2374 ll. Payment of Bills Pg. 2375 12. INFORMATION & MISCELLANEOUS Management Articles 1. Center for Creative Leadership 2. Harvard Business Review Pg. 2376 Pg. 2377-2382 Pg. 2383-2394 2523 Bo D. E. F. G. H. Thank you note - American Legion Auxiliary Donation of $50.00 for City Flags Article on Suburban Office Space (i.e. Tonka) Springsted Inc. - Newsletter Better Streets Within the Budget West Hennepin Human Services Letter October 1983 Calendar List'of Top l0 Property Tax-Payers Pg. 2395 Pg. 2396 Pg. 2397-2398 Pg. 2399-2402 Pg. 2403-2404 Pg. 2405 Pg. 2406 2524 September 27, '19~3 REGULAR MEETING OF THE CITY COUNCIL Pursuant to dues call and notice thereof, a regular meeting of the City Council of the City of Mound, Hennepin County, Minnesota, was held at 5341 Maywood Road in said City on September 27, 1983, at 7:30 P.M. Those present were: Mayor Robert Polston, Councilmembers Phyllis Jessen, Gary Paulsen, and Russ Peterson. Councilmember Pinky Charon arrived at 8:00 P.M. Also present were: City Manager Jon Elam, City Attorney Jim [arson, City Engineer John Cameron, City Clerk Fran Clark, and the following interested citizens: Fred Bame, Bud Nolan, Merritt Lynn Geyen, Richard Heggemeyer, Larry Connolly, George Kinzer, Dudley Fitz, Bud Skoglund and Ernest Strong. The Mayor opened the meeting and welcomed the people in attendance. MINUTES ~e Minutes from August 23, 1983, Regular Meeting; September 6, 1983, Regular Meeting; September ?, 1983, Special Meeting; September 13, 1983, Special Meeting; and September 14, 1983, Special Meeting were presented for consideration. Paulsen moved and Jessen seconded a motion to approve all the Minutes submitted with typographical errors corrected. The vote was unanimously in favor. Motion carried. pUBLIC HEARIN$; ON-SALE WINE LICENSE & ON & OFF-SALE BEER LICEnSES- AL & ALMA'S SUPP~ CLUB The City Manager explained that A1 & Alma's Supper Club has been sold by Bud Nolan to Merritt Lynn Geyen and Fred Bame and they are requesting licenses for On-Sale Wine and On & Off-Sale Beer. The Mayor opened the public hearing and.asked-if anyone wished to speak in favor of or against the Council granting these Licenses. There were no objections. The Mayor closed the public hearing. Peterson moved and Paulsen sesonded a motion to authorize the issuance of an On-Sale Wine License, an On-Sale Beer License and an Off-Sale Beer License to Merritt Lynn Geyen dba A1 & Alma's Supper Club. The vote was unanimously in fa¥or. Motion carried. The City Manager stated that Merritt Lynn Geyen has also applied for the following licenses: Restaurant, Cigarette, Games of Skill and Set-Ups. P@ulsen moved and Peterson seconded a motion to authorize the issuance of the following licenses to Merritt Lynn Geyen dba A1 & Alma's Supper Club: Restaurant (expires April 30, 1984), Cigarette (expires February 28, 1984), Games of Skill (1 license - expires April 30, 1984), and a Set-Up License (expires May 31, 1984). The vote was unanimously in favor. Motion carried. September 27, 1983 ?UBLIC HEARING; C~$E ~83-250 - RICHARD HEGGEMEYER, FINAL SUBDIVISION ......... APPI OVAL The Mayor opened the public hearing and asked if anyone wished to speak in favor or against the final subdivision request. No one responded. The Mayor closed the publiohearing. Richard Heggemeyer was present and explained that he is requesting final plat approval for 7 lots on the south side of Beachwood Road. The Council asked whether soil borings have been done on this property. The developer stated yes, but he did not have the report back yet. The City Manager stated that before any building permits would be issued-the soil reports would be checked. The-City Engineer suggested that an amendment be made to the'proposed resolution on page 2387, under #4, that the performance bond amount be changed to $5,500 and that e) be added, "sewer and water service to Lot 4". The developer agreed to this change. The City Manager reported that the Pianning Commission has recommended approval of the final plat. Paulsen moved and Jessen seconded the following resolution: RESOLUTION #83-160 RESOLUTION TO CONCUR WITH THE PLANNING COMMISSION TO APPROVE THE FINAL. PLAT OF LANGDON VIEW SUBDIVISION The vote was unanimouslY~in favor. Motion carried. PUBLIC HEARING; DELINQUENT.UTILITY.BILLS FOR SEFTEMBER The Mayor opened the public hearing and asked if anyone wished to speak regard to the delinquent utility bills for September. There was comment. The Mayor closed the public hearing. _._..._.. Peterson moved ahd Jesse~' seconded the'folloQing resolution: RESOLUTION ~83-161 RESOLUTION TO APPROVE THE DELINQUENT UTILITY in no BILLS IN THE AMOUNT OF $1,990~69 AND AUTHOR- IZE THE STAFF TO SHUT-OFF WATER SERVICE FOR THOSE ACCOUNTS The vote was unanimously in favor. Motion carried. SET DATE FOR PUBLIC HEARING: AMENDMENT TO ZONING ORDINANCE ~422 TO ~STAD. I~H A ?LANNF~ COMMERCIAL/INDUSTRIAL AREA The City Manager presented the Council with a draft ordinance from the City Planner regarding the above zoning amendment. The Planning Commission is in favor of adopting this type of amendment for the B-2 Zoning Districts. Jessen moved and Paulsen seconded a motion to set October 18, 1983, at 7:30 P.M. for a public hearing on a proposed amendment to the General Provisions of the Zoning Ordinance #422, to Establish a Planned Commercial/Industrial 2 September 27, 1983 District. The vote was onanimously in favor. Motion carried. SUGGESTIONS FROM CITIZENS PRES~U _The Mayor asked if any of the citizens present had an comments or suggestions. George Kinzer, Highland Blvd., suggested establishing some guidelines for the aesthetics of commercial buildings in Mound. He further stated that he would be interested in becoming a Planning Cammission member. The Council thanked him for his sugg~pn and stated the Staff would keep his name on file for any future Planning Commission vacancies. Councilmember Charon arrived at 8:00 P.M. SET DATE FOR PUBLIC HEARING; ON PROPOSED.AMENDMENT OF ZONING MAP ~ ._'CONDITIONAL USE PERMIT FOR THE CONSTRUCTION OF MINI-STORAGE FACILITIFS' pART OF LOT 2~,.LAF~YETTE PARK · Charon moved and Jessen seconded a motion to set October 18, P.M. for a public hearing on a proposed amendment of the Zoning Map Conditional Use Permit for the construction of mini-storage facilities part of Lot 26, Lafayette Park (north Highway 110). The vote unanimously in favor. Motion carried. C~S~ OF. SKILL LICENSE Charon moved and Paulsen seconde~.a motion to'~uthorize the issuance of 2 Games of Skill Licenses-to-James D. Shelton dba PDQ Store, 5550 Three Points Blvd. The vote was unanimously in favor. Motion carried. 1983, at 7:45 and on was .... SET DATE FOR PUBLIC HEARING; , BLUFF'S TENNIS COURT PROJECT .Ch~rpn moved and Paulsen seconded a motion to set November i, 1983, at 7:30 ..P.M. for a public hearing on the Bluff's Tennis Court Project. The vote was unanimously in favor. Motion carried. .EXTENSION OF VARIANCE - RESOLUTION 82-250 .The_ City Manager explained that this is just an extension of Resolution #82-250 until September 21, 1984. Paulsen moved and Jessen-seconded the following resolution: RESOLUTION #83-162 RESOLUTION TO APPROVE THE EXTENSION OF RESO- LUTION ~82-250 UNTIL SEPTEMBER 21, 1984 The vote was unanimously in favor. Motion carried. CASE #8~-2~ - DOW-SAT OF MINNESOTA - REVISE VARIANCE REQUEST GFJ~NTED ON JULY 5, 1983 The City'Manager explained that Dow-Sat is asking that a revision be made 3 September 27, 1983 in resolution #83-117 that was passed on July 5 granting a 20ft. variance. The reason for this revision is because of an update to their site plan. The City Manager drew out what Dow-Sat has now requested and explained that they are asking to be allowed to install their mechanical devices within the 20 foot setback variance that was granted earlier. The mechanical devices are a 40 foot towerand a receiving dish. The Planning Commission recommended approval at their meeting on September 26, 1983. RESOLUTION #83-163 -RESOLUTION TO AMEND RESOLUTION 483-117 ALLOWING THE MECHANICAL DEVICES TO BE PLACED WITHIN THE 20 FOOT SETBACK.~VARIANCE GRANTED UNDER THAT RESOLUTION . The vote was unanimously..in..favor. Motion carried. CORRECTION OF .]982 .CBD A~.SES$~r .RO~.L FOR PARCELS 13-117-24.33 0040 & 13-117-24 33 0064 .... ._The City Manager. explained that an error was made in the 1982 CBD Assessment Roll on the above two parcels. They were charged for a total of 88.5 parking spaces and should only have been charged for 46'.5 parking spaces. The error occurred because the vacant lot behind Super Yalu and the Coast to Coast Store parking lot were n~nbered the same. This error caused Will Johnson to be charged $800.33 for Parcel 0040 and.S723.31 for parcel 0064. He should have only been charged $143.14 for parcel 0040 and $948.29 for parcel 0064. To correct this error we should have a correcting resolution assessing the difference of $723.31 on the 1983 CBD Assessment Roll. The Council agreed. The City Manager then suggested that parcel 0040 be treated like Bill Clarks property next to it and be deleted from the 1983 CBD AsSessment Roll because it receives none of the services from the Central Business District. The Council agreed. Peterson moved and Jessen seconded the following resolution: RESOLUTION #83-164 RESOLUTION CORRECTING THE 1982 CBDASSESSMENT. ROLE FOR PARCELS 13-117-24 33 0040 AND 13- 117-24 33 0064 AND ADDING AN ADDITIONAL $723.31 TO THE 1983 CBD ASSESSMENT ROLE The vote was unanimously ~p_favor. Motion'carried. .C~3~ .C~LLING ASSESSMENTS ON CERTAIN TAX FORFEIT LOTS Th~ city Manager explained that now that we have the ability to allow certain.tax forfeit property which is unbuildable, to be sold to adjoining property owners, we are running into some questions by some of the prospective buyers. When a lot is only worth $2,500 and has $5,000 worth of assessments against it, do we cancel the special assessments and sell the lot thus putting it back on the tax rolls or do we sit with the lot not sold because it is not worth $7,500 to an adjoining property owner. He further explained that the City does receive about 80% of the amount paid for the lot to be applied to the special assessments before forfeiture. September 27, 1983 Peterson moved and Paulsen seconded thefollowing resolution: RESOLUTION #83-165 RESOLUTION CANCELLING ALL REMAINING SPECIAL ASSESSMENTS ON PID $13-117-24 11 0091 AND PZD $23-117-24 42 0089 AFTER THE PROPERTY IS SOLD BY HENNEPIN COUNTY AT PRIVATE SALE TO ADJOINING PROPERTY OWNERS The vote was unanimously in favor. Motion carried. APPROVAL OF BID. - FIRE DEFT. PUMPER City Manager explained that there were 7 bids received. The one who met the specifications and was the lowest bidder was Cust~n Fire Apparatus for the P~mper at $107,166.00 and Heiman Fire Equipment for the Additional Equipment at $14,652.72 for a total of $122,577.72. He suggested selling Certificates of Indebtedness for 5 years for $123,000.00. Peterson moved and Charon seconded the following resolution: RESOLUTION #83-166 RESOLUTION AWAR~I_NO THE FIRE' DEPT. PUMPER TRUCK - - - BID TO CUSTOM~ FIRE APPARATUS IN THE AMOUNT OF $107,166.00 AND THE ADDITIONAL F~UIPMENT BID TO HEIMAN FIRE EQUIPMENT IN THE AMOUNT OF $14,652.72 The vote was unanimously in favor. Motion carried. .CASE $.8B-246 - DENYING A YA~IANC~ AND LOT-SPLIT The 'City Attorney has prepared a resolution of Commission Case #83-246 as was directed by the September 6th meeting. -- ' - denial for Planning City Council at the Paulsen moved and Charon seconded the following resolution: RESOLUTION #83-167 RESOLUTION DENYING CASE NO. 83-246 FOR A VARIANCE AND A LOT SPLIT OF THE FOLLOWING DESCRIBED PROPERTY: THE EASTERLY 100 FEET OF .... . THE WESTERLY 160 FEET OF LOT 28, AUDITOR'S SUBDIVISION NO. 170, HENNEPIN COUNTY, MINNESOTA The vote was unanimouslY·-i~ ~avor. Motion carried. ?AYMENT REQUEST: WEBCO TANK CO. $~6,566.09 Charon moved and Jessen seconded a motion to approve the payment request of Webco Tank Co. in the amount of $46,566.09 for the Island Park water stand- pipe. The vote was unanimously in favor. Motion carried. 5 327 September 27, 1983 LETTER FROM AMM EXECUT/VE DIRECTOR REGARDINQ. LOST LAKE The City Manager submi~'~'~d a letter to the Council for their information on the Lost Lake site. The letter was written by Vern Peterson, Executive Director of the Association of Metropolitan Municipalities and relays the results of a meeting he had with Pollution Control Agency staff relative to the Lost Lake Dump site. This letter has been given to Kraus-Anderson who is the contact for the development of this site. The City Manager reported that Kraus-Anderson will be going to thee next Planning Commission meeting for conceptual approval of a six million dollar housing project for the Lost Lake site. After this approval by the Planning Commission and then the City Council they will continue to see if the numbers will work. If the numbers prove acceptable, they will then come forward with a Tax Increment Financing plan. If those tax increment figures prove out, then Kraus-Anderson has stated they will deal with the P.C.A. at that time. No action was taken on this item. PAYMENT REQUEST: FALLS & NYHUSMOEN CONSTRUCTION r $9,883.00 Jessen moved and Peterson seconded a motion to approve the payment request of Falls & Nyhusmoen Construction in the amoun~ of $9,883.00 for the Fire Station Addition. The vote was unanimously in favor. Motion carried. PAYMENT REQUEST: W.J.WHITE CO. - $B8,906.25 Polston moved and Peterson seconded a motion to approve the payment request ~of the W. J. White Co. in the amount of $38,906.25 for the City Hall sky- light and roof. The vote was unanimously in favor. Motion carried. PAYMENT.REQUEST: BUFFALO BITUMINOUS - $~,610.90 Charon moved and Jessen seconded a motion to approve the payment request of Buffalo Bituminous in the amount of $4,610.90 for the 1983. Street Repair Project. The vote was unanimously in favor. Motion carried. LETT~ FROM N~P R~GARDING CONVERSION OF STREETLIGHTSTO HIGH PRESSURE SODIUM The City Manager informed the Council that Northern States Power has notified the City that they will be converting all the street lights in Mound to High Pressure Sodium. He reminded the Council that several months ago NSP asked if the City wished to have the lights converted to high pressure sodium for a specific amount of money per street light. The City and probably many other Cities said no so NSP will be doing it anyway and will find a way to include the conversion cost in the billing. The Council discussed this item and decided to have the City Manager write a letter of passive concurrence to NSP regarding the conversion. September 27, 1 Peterson moved and Paulsen seconded the.following resolution: RESOLUTION ~83-165 RESOLUTION CANCELLING ALL REMAINING SPECIAL ASSESSMENTS ON PID ~13-117-24 11 0091 AND PID ~23-117-24 42 0089 AFTER THE PROPERTY IS SOLD BY HENNEPIN COUNTY AT PRIVATE SALE TO ADJOINING PROPERTY OWNERS vote was unanimously in favor. Motion carried. ...AP. PROVAL OF BII) - FIRE DEFT. PUMPER The City Manager explained that there were 7 bids received. The one who met the specifications and was the lowest bidder was Custom Fire Apparatus for the Pumper at $107,166.00 and Heiman Fire Equipment for the Additional Equipment at $14,652.72 for a total of $122,577.72. He suggested selling Certificates of Indebtedness for 5 years for $123,000.00. Peterson moved and Charon seconded the following resolution: RESOLUTION #83-166 RESOLUTION AWARDING THE FIRE DEPT. PUMPER TRUCK BID TO CUSTOM~ FIRE APPARATUS IN THE AMOUNT OF $107,166.00 AND THE ADDITIONAL EQUIPMEN~ BID TO HEIMAN FIRE EQUIPMENT IN THE AMOUNT OF $14,652.72 The vote was unanimously in favor. Motion carried. CASE ~8)-246 - DE~Y~NG. A VA~.IANC~ AND LOT-SPLIT The 'City Attorney has prepared a resolution of Commission Case #83-246 as was directed by the September 6th meeting. '- - denial for Planning City Council. at the Paulsen moved and Charon seconded the following resolution: RESOLUTION ~83-167 RESOLUTION DENTING CASE NO. 83-246 FOR A VARIANCE AND A LOT SPLIT OF THE FOLLOWING DESCRIBED PROPERS: THE EASTERLY 100 FEET OF .... ~HE WESTERLY 160 FEET OF LOT 28, AUDITOR'S SUBDiVISION NO. 170, HENNEPIN COUNTY, MINNESOTA The vote was unanimously"i~ ~avor. Motion carried. PAYMEnt? REQUEST: WEBCO TANK CO. $46,566.09 Charon moved and Jessen seconded a motion to approve the payment request of Webco Tank Co. in the amount of $46,566.09 for the Island Park water stand- pipe. The vote was unanimously in favor. Motion carried. 23 7 September 27, 1983 LETTER FROM AMM EXECUTIVE DIRECTOR REGARDING LOST LAKE The City Manager submi~'~d a letter to the Council for their information on the Lost Lake site. The letter was written by Vern Peterson, Executive Director of the Association of Metropolitan Municipalities and relays the results of a meeting he had with Pollution Control Agency staff relative to the Lost Lake Dump site. This letter has been given to Kraus-Anderson who is the contact for the development of this site. The City Manager .reported that Kraus-Anderson will be going to the next Planning Commission meeting for conceptual approval of a six million dollar housing project for the Lost Lake site. After this approval by the Planning Commission and then the City Council they will continue to see if the n~nbers will work. If the numbers prove acceptable, they will then come forward with a Tax Increment Financing plan. If those tax increment figures prove out, then Kraus-Anderson has stated they will deal with the P.C.A. at that time. No action was taken on this item. PAYMENT REQUEST: FALLS & NYHUSMOEN CONSTRUCTION ..- $9,88B.00 Jessen moved and Peterson seconded a motion to approve the payment request of Falls & Nyhusmoen Construction in the amounb of $9,883.00 for the Fire Station Addition. The vote was unanimously in favor. Motion carried. PAYMENT REQUEST: W~J.WHITE CO. - $38,906.25 Polston moved and Peterson seconded a motion to approve the payment request · of the W. J. White Co. in the amount of $38,906.25 for the City Hall sky- light and roof. The vote was unanimously in favor. Motion carried. PAYMENT REQ~ST: BUFFALO BITUMINOUS - $4,610.90 Charon moved and Jessen seconded a motion to approve the payment request of Buffalo Bituminous in the amount of $4,610.90 for the 1983 Street Repair Project. The vote was unanimously in favor. Motion carried. LETTER FROM NSP REGARDING CONVERSION OF STREET LIGHTS TO HIGH PRESSURE SODIUM ''' The City Manager informed the Council that Northern States Power has notified the City that they will be converting all the street lights in Mound to High Pressure Sodium. He reminded the Council that several months ago NSP asked if the City wished to have the lights converted to high pressure sodium for a specific amount of money per street light. The City and probably many other Cities said no so NSP will be doing it anyway and will find a way to include the conversion cost in the billing. The Council discussed this item and decided to have the City Manager write a letter of passive concurrence to NSP regarding the conversion. September 27, 1983 PAYMENT REQUEST: A & K CONSTRUCTION - $8,188.81 Charon moved and ?eterson seconded a motion to approve the payment request of A & K Construction in the amount of $8,188.81 for the Island Park booster pump station. The vote was unanimously in favor. Motion carried. WEST HENNEPIN HUMAN SERVICES DUES INCREASE The City Manager explained that since the Budget was completed, West Hennepin Human Services has requested a dues increase for 1984 from $400 to $1,164.00. The Council discussed this increase. Charon moved and Polston seconded a motion to approve the increase in dues for 1984 for West Hennepin Human Services from $400 to $1,164.O0. The vote was 3 in favor with Jessen and ?eterson voting nay. Motion carried. The Council asked the City Manager to write to West Hennepin H~nan Services and ask that in the fUture they submit their annual dues request for the following year around July 1 of the year before so it can be dealt with in .the Budget. PAYMgNT OF BILLS Peterson moved and Jessen seconded a motion to approve the payment of bills as presented on the pre-list, in the amount of $187,547.15, when funds are available. A roll call vote was unanimously in favor. Motion carried. FINAL REVISED ADOPTION OF AMENDED_FIRE SERVICE COSTS & SPECIAL LEVIES FOR 198~ The City Manager explained that the 1983 Assessed valuations have now been received from the Hennepin County Assessor and this caused the fire service costs for all the Fire Contract cities and Mound to change. Thus we must revise the budget accordingly. He also gave the Council new pages to insert in their budgets to reflect this change'. Charon moved and Jessen seconded the foilowing resolution: RESOLUTION ~83-168 RESOLUTION TO DIRECT THE COUNTY AUDITOR TO LEVY CERTAIN TAXES; APPROVING THE BUDGET REVISION INCREASING THE GENERAL FUND TAX LEVY TO $990,117 AND TRANSFERS TO $72,449 The vote was unanimously in favor. Motion carried. MISCELLANEOUS RESOLUTIONS Charon moved and Peterson seconded the following resolution: RESOLUTION ~83-169 RESOLUTION CANCELLING THE LEVY ON THE GENERAL OBLIGATIONS BOND ISSUE DATE 1-64 IN THE AMOUNT OF $11,400.00 7 September 27, 1983 The vote was unanimously in fa¥or. Motion carried. Peterson moved and Jessen seconded the following resolution: RESOLUTION ~83-170 RESOLUTION REQUESTING THE COUNTY AUDITOR NOT TO LEVY $23,806.13 FOR 1976 WATER REVENUE BONDS The vote was unanimously in favor. Motion carried. Polston moved and ?.eterson seconded the following resolution: RESOLUTION ~83-171 RESOLUTION CANCELLTNG THE LEVY ON THE GENERAL OBLIGATIONS IMPROVEMENT BONDS OF 1982 IN THE AMOUNT OF $19,400.00 The vote was unanimously in favor. Motion carried. Charon moved and Paulsen seconded the following resolution: RESOLUTION #83-172 RESOLUTION CANCELLING THE LEVY ON GENERAL OBLI- GATION IMPROVEMENT BONDS ISSUE OF 1976 IN THE AMOUNT OF $1,816.23 The vote was unanimously in favor. Motion carried. Jessen moved and Peterson seconded the following resolution: RESOLUTION #83-173 RESOLUTION CANCELLING THE LEVY ON THE GENERAL OBLIGATION IMPROVEMENT BONDS OF 1979 IN THE AMOUNT OF $21,80~.00 The vote was unanimously in favor. Motion carried. · Paulsen moved and Charon seconded the following resolution:I RESOLUTION ~83-174 RESOLUTION CANCELLING THE LEVY OF THE GENERAL OBLIGATION IMPROVEMENT BONDS OF 1980 IN THE AMOUNT OF $6,707.00 The vote was unanimously in favor. Motion carried. Charon moved and Jessen seconded the following resolution: RESOLUTION ~83-175 RESOLUTION REQUESTING THE COUNTY AUDITOR NOT TO LEVY $22,161.00 FOR FIRE EQUIPMENT CERTIFI- CATES OF INDEBTEDNESS OF 1981 The vote was unanimously in favor. Motion carried. CHANGE ORDER ~2 - 1983 WATER SYSTEM IM?ROVEMENTS Charon moved and Peterson seconded the following resolution: September 27, 1983 RESOLUTION #83-176 RESOLUTION TO APPROVE CHANGE ORDER ~2 IN THE AMOUNT OF ~R,770.O0 FOR T~. ~ WAT~.~ ~¥ST~ IMPROVEMENTS The vote was unanimously ip_f~vor. Motion carried. RESTAURANT & GAMES OF SKILL LICENSES - ?IZZA FACTORy Jessen moved and Paulsen seconded a motion to authorize the issuance of a Restaurant License and 2 Games of Skill Licenses to Dolores McGinnis dba Pizza Factory, 5560 Three Points Blvd. The vote was unanimously in favor. Motion carried. HOUSING & 'RED~OP~ AUTHORITY BUDGET The City Manager explain~ that the HRAhas now had its first meeting and ~has approved their budget for 1984. They can by law special levy up to 1/3 of a mill for' these funds.-The amount is $21,504.15. .Jessen moved and Charon seconded the following resolution: RESOLUTION $83-177 RESOLUTION APPROVING THE ONE-THIRD MILL LEVY FOR THE PURPOSE OF DEFRAYING THE COST OF OPERATION OF THE HOUSING & REDEVELOPMENT - ~- AUTHORITY OF THE CITY OF MOUND FOR THE .'YEAR 198~ PURSUANT TO THE PROVISIONS OF MSA 462.~11 THRU ~62.~11. The vote was unanimously in favor. Motion carried. INFORMATION/MISCELLANEOUS Announcement of Minnesota Housing Finance Agency - Home Energy Loan Program. Be Update of Levy Increase Modifications. Meeting Notice - Watershed District - Sept. 29, 1983. D. 1983 Strnmer Recreation Program Report· E. Meeting on "Paving the Way". Hennepin County Transportation Program Newsletter. American Legion Post #398 - Gambling Report for August. Metropolitan Council Reviews - August 26 and September 9, 1983. !. Letter from City of Shakopee re Local Government Aids. Letter from Kraus-Anderson re Town Square. September 27, 1983 L. M. N. S. T. All revised Budget pages. Paulsen moved and Peterson seconded a motion to adjourn at 9:35 P.M. vote was unanimously in favor. Motion carried. Ehlers & Associates Newsletter for September. Letter from City Attorney re Judge Johnston letter. Thank you letter from Mary Ellen Church re flags. Public Services Redesign Project Newsletter, "The Declining Need for the Fire Department". Article, "How ~o Stay Out of Trouble and Still Get Things Done"'. Metropolitan Council Material on, "Creating a Metropolitan Housing Fund". Watershed District Agenda & Minutes - Agenda, September 15, 1983, Minutes, August 18, 1983. Metropolitan Council Study of Metropolitan Development Guide. Twin Cities Labor Market Information - September. The Jon Elam, City Manager Fran Clark, City Cierk 10 TC N]O!.i IT I'~Y CONCERN: September 14, 1983 NOTICE IS HEREBY GIVEN that the City Council will meet at 7:30 P.H. on Octobeu 4, 1983, at the Mound City Hall, 5341 '4ay~..ood toad to pass upon the proposed assessments. The general nature of ti~e improvements and the areas to be assessed are as follows: oa:,IRAL BUS!UESS DISTRICT PARKN.!G 1,__I,T~M{,,CE 1983 Area within the following boundaries proposed to be assessed: Belmont Lane on the East North of Lynwood Boulevard to Tonkawood load 700 feet Uest cf Co~::erce Boulevard 700 feet South of Shoreline Boulevard Total Cost to be Assessed $22,586.20 The proposed assessments for the above are on file for public inspection at the City Office. Written or oral objections will be considered at the hearing. An owner may appeal an assessment, to district cour~J pursuant to Minnesota Statutes Section 429.081 by serving notice of the appeal upon the l'iayor or City Clerk within 30 days after the adoption of the assessment and filing such notice with~the district court within ten days after service upon the Hayor or City Clerk. No such appeal as to the mr.,cunt of an assessment as to a specific parcel of land may be made unless the owner has either filed a signed written objection to ti:at assessment with the City Clerk prior to the hearing or has presented the written objections to the presiding officer at the Francene C. Clark, City Clerk Publish in The Laker September 19, 1983 CITY OF MOUND CENTRAL BUSINESS DISTRICT ASSESSMENT JULY 1, 82 - JUNE 30, 83 Salaries Salaries-Summer Clean-Up Operating Supplies Maintenance Materials Engineering Services (Map Revision) Electricity for Christmas lights Garbage Railroad Lease Snow Removal Install & Take Down Xmas Lights Specials Assessments Parking Lot Leases Signs and Striping of Lots Legal Publication for Hearing Christmas bulbs Prior Year Correction LESS: 25% Snow Removal Costs TOTAL 1668.52 385.00 16.14 154.00 44.00 75.88 168.00 6399.96 9337.75 474.39 310.13 2311.10 1091.86 24.72 56,33 723.31 23241.09 2334.44 20906.65 CAPITAL EXPENDITURE: Parking Lots 8397.75 ~--- 5 Years 1679.55 NET TOTAL ASSESSABLE 22586.20 / M£RC~' I BELMONT IIIIIIIIIIIIIlllllllllllllllllllllllllllll oo88888888888888 IIIIIlllllllllllllllII ooo8~8888888588°°° oooo~2oooo~go -400 --~ 000~0~0 ~0 ~000'0000000t~OOOOOOOt~ OO00~O~O ~, CiTY OF I'~0UI.ID J'~OTiCE OF HEARI~!G O~'! PROPOSED ~.S CBD PARKING I'[AINTEI'~ANCE - 1983 TO '~'~'HO~.i ZT ~,[~Y COl.!CERN: ~ep~ember 14 1983 NOTICE iS HEREBY GIVEN that the City Council will r;;eet at 7:30 P.M. on October 4, 1983, at the Mound City Hall, 5341 Maywood Road to pass upon the proposed assessments. The general nature of the improve..ments and the areas to be assessed are as follows: CE!.~TRAL BUSII~!ESS DISTRICT PARKING I.,AII,T~I,A~CE 1983 - Area within the following boundaries proposed to be assessed: Belmont Lane on the East l~orth of Lynwood Boulevard to Tonkawood Road 700 feet West of Co~zaerce Boulevard 700 feet South of Shoreline Boulevard Total Cost to be Assessed $22,586.20 Ti~e proposed @ssessmen~s for the above are on file for public inspection at the City Office. Written or oral objections will be considered at the hearing. An owner may appeal an assessment, to district court pursuant to Minnesota Statutes Section 429.081 by serving notice of the appeal upon the Mayor or City Clerk within 30 days after the adoption of the assessment and filing such notice with 'the district court within ten days after service upon the ~.~ayor or City Clerk. No such appeal as to the amount of an assessment as to a specific parcel of land may be made unless the m,mer has either filed a signed written objection to that assessment with the City Clerk prior to the hearing or has presented the written objections to the presiding officer at the meeting. Francene C. Clark, City Clerk , ~,,_~ish in The Laker September 19, 1983 October 4, 1983 RESOLUTION ADOPTING THE CENTRAL BUSINESS DISTRICT ASSESSMENT ROLL IN THE AMOUNT OF $20,533.11 TO BE CERTIFIED TO THE COUNTY AUDITOR AND SPREAD OVER 1 YEAR AT 8% LEVY 9145 WHEREAS, pursuant to proper notice duly given as required by Law, the City Council has met and heard and passed upon all objections to the proposed assessment for the following improvement, to wit: "CBD PARKING MAINTENANCE FROM JULY 1, 1982 TO JUNE 30,1983. Mound: NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Such proposed assessment, a copy of which is attached hereto and made a part hereof, is hereby accepted and shall consti- tute the special assessment against the lands named therein, and each tract of land therein included is hereby found to be benefited by the proposed improvement in the amount of the assessment levied against it. Such assessment-shall be payable in one annual installment to be payable on the first Monday of January, 1984. To the installment shall be added interest at the rate of 8% per annum from the date of the adoption of this assessment reso- lution until December 31, 1984. The owner of any property so assessed may, at any time within 30 days from the adoption of this resolution, pay the whole of the assessment agains~ any parcel to the City Treasurer, and no interest shall be charged; and he may until November 15, following the date of this resolution pay to the City Treasurer the whole of the assessment with interest accrued to December 31, of the year following the date of assessment. The Clerk shall forthwith transmit a certified duplicate of this assessment to the County Auditor to be extended on the proper tax lists of the County, and such assessments shall be collected and paid over in the same manner as other muni- cipal taxes. 6L'8E9 0 L' 9E~ L £0' 906 O£'~OL E~' 962 LS'61~E Gg'O9E 09'Z~ 9/-' 9Gfi EL'99Z 00' Zg' 68 A 99'09~ 00' ZO'8~ E9'fiOfi 29' trOff- 0fi'099- ~8'08- Off' 26 t- 00' 00' OOG- OG'9EE- 6 L'EE9 26' t £g OL' 9EG t Efi'E6LL EO' 906 O/.'qOt LO' ALE ~' E6L 09'/.8 9A' 9~ g t' 998 Eg'6SL 06'9~0E 99'09~ 00' EO'~ NOSNHOP 'M-XH~DIV8 9~00 ED fiE-LtL-EL GNflON JO LtI3 GfiO0 EE fiE-LtL-EL :~IT~'A H~dflg gfiO0 gE fiE-LtL-Et · lqVA H3dflg ZffO0 EE ,Z-Att-Et i~ Oi L~ fi900 EE ~Z-LLL-EL LAID Oi (/SIgV3'"I L,~NOI4V qqOH J.,NMHSS~SV GE3 E86L GfftLO tA2'I ( (gL) (fit) (EL) NV~MDI8 3 LEO0 EE fiE-/.LL-EL (EL) NOgNHOf £H3EOH 9frO0 iff fig-LtL-fit 38dDNO'I LLO0 EE fiE-/.LL-EL SHdgNOq 9LO0 H~flWI gLO0 gE fiE-LtL-Et H3flWI fiLO0 EE .E-LtL-Et ~OI~O ZSOa ttO0EE fZ-/.tt-Et NHO (PEVMOH 9000gE fiE-LtL-EL NHO ~HYt~DH ZOO0EE fiE-/.LL-EL NO~NHOP SIH~D 9000 XO~ ~0 ~S~OH GO00 EE fE-/.LL-EL NO~'v~I 8 H fO00 EE fiE-LLt-£L DNI~H¥8 NO~TE¥O 9000 'T~£ q~Z~N~NIiNO3 EO00 ~fi fiE-Ltt-~t O~H~ H~XN~ LO00 ff fE-£LL-~L 'WH~A NNIH 9900 EE fiE-LtL-EL OONOO ~ ~'N'D OfiO0 EE fiE-/.Lt-EL 8~FLL HO~-H~I~fi~ LO00 E£ fiE-/.LL-EL (Eft) (Ok) (6) (9) (E) (GE) (rE) (gE) (LE) (OE) (LE) (L) L L' ggc;OE OL' LLg~- 00'~- 0 L' gg O~'ZLL- O0'L- XZI3 0£ GNV~ HOA £I(I~H3 Tf£O.T. GN3HHMH~ '039 Ego0 gg fig-LtL-gL ~3HdMN~ '039 E900 gg tTg-LLL-gL N~ 0900 ~ ffZ-Zkk-[~ 'dOHH '~ ~N~ 6~00 gg ~C-LLL-gL (ftC) 'dOHd '~ ~NON 8gO0 gg fiE-Lt,-gL ([~) ~Oq ~N~ ff~O0 gg fiE-LtL-gL ~~-9NIg~ OEO0 gg .Z-LtL-gt V Dig 6~00 g~ ~Z-Lt~-gt ~ ~00 gg ~Z-Ltt-~t ~~ t~O0 ~ ~Z-LLL-~L (0~) VOIN~ HMd~ ~[00 ~ ~E-ZLL-bL (~) N3IqqIN 9~00 ~ ~E-ALL-~L '(9~) Bickmann & Hibbard 815 Cedar Ave. South Minneapolis, MN. 55404 September 30, 1983 Mayor of Mound and City Council Members Mound City Hall Mound, MN. 55364 Re: Notice of Hearing on Proposed Assessment, CBD Parking Maintenance-1983 Mr. Mayor This letter is in objection to the proposed assessments of $906.03 (nine hundred and.six dollars and three cents), against property identified by P~D #13-117-24 33 0027. Under section 23.30 subdivision lg. this property is required to provide one parking space"..."for each five workers based on peak employment, in addition to the one loading space"..."completely enclosed within a building." Since peak employment is 25 workers only five spaces are required by your ordinance. As on site parking has been provided for as required and whereas occupants of this building do ~ot use or have a need to use parking provided by the city, I do not feel it is just that we be forced to pay for establish- ing or maintaining any such municipal.parkin, g lot(s). It is instead the obligation of those property owners that have not met the cities off street parking requirements that must bear the cost of such muni- cipal parking. After all, it is these owners that have a use for, but have not provided parking for their customers and employees. Since thay have not undergone the expense of providing land for their parking needs does not make it correct to distribUte their economic burden to property owners such as my- self who have privately spent money to provide for the off street parking re- quired by your ordinance. Based on the above facts I am requesting that no assessment be made against this property f6r parking lot maintenance, it 'is the responsibility of bene- fiting property owners to bear this entrie expense. Sincerely, cc Tonka Corporation Bickmann & Hibbard 815 Cedar Ave. South Minneapolis, M~. 55404 September 20, 1983 Mayor of Mound and City Council Members Mound City Hall Mound, M~. 55364 Re: Notice of Hearing on Proposed Assessment, CBD Parking Maintenance 1983 Mr. Mayor, This letter is in objection to the proposed assessments of $870.59 (eight hundred seventy dollars and fifty-nine cents), against property identified by PID ~13-117-24 33 0027. Under section 23.30 subdivision lg. this property is~ required to provide one parking space"..."for each five workers based on peak employment, in addition to the one loading space"..."completely enclosed within a buit&ing." Since peak employment is 25 workers only five spates are required by your ordinance. As on site parking has been provided for as required and whereas occupants of this building do not use or have a need to use pa~king provided by the city, I do not feel it is just that we be forced t'o pay for establish- ing or maintaining any such municipal .parkin. g lot(s). It is instead the obligation of those property owners that have not met the Cities off street parking requirements that must bear the cost of such muni-. cipal parking. After all, it is these owners that have a use for, but have not provided parking for their customers and employees. Since they have not undergone the expense of providing land for their parking needs does not make it correct to distribute their economic burden to property owners such as my- self who. have privately spent money to provide for the off street parking re- quired by your ordinance. Based on the above facts I am requesting that no assessment be made against this property for parking lot maintenance, it is the responsibility of bene- fiting property owners to bear this entire expense. S incer ely, Randy B ic~5~ann October 4, 1983 RESOLUTION ADOPTING THE DELINQUENT UTILITY ASSESSMENT ROLE IN THE AMOUNT OF $3,401.94 TO BE CERTIFIED TO THE COUNTY AUDITOR AND SPREAD OVER I YEAR AT 8% LEVY 9146 WHEREAS, the following sewer and water service charges are unpaid and past due: ~ROPERTY IDE,NTIFICA~ON 13-117-24 31 0046 14-117-24 14 0017 14-117-24 41 0016 19-117-23 31 0082 22-117-24 43 0007 23-117-24 42 0012 23-117-24 42 0063 24-117-24 11 0012 24-117-24 23 0007 24-117-24 23 0020 24-117-24 44 0081 25-117-24 11 0015 25-117-24 11 0016 25-117-24 12 0118 58.22 91 ~6 85.74 9146 102.62 9146 80.00 9146 1,575.00 9146 194.14 9146 195.60 9146 97.20 9146 460.88 9146 93.18 9146 133.50 9146 109.18 9146 109.18 9146 107.50 9146 3,401.94 WHEREAS, Minnesota Statutes, Section 444.075 permits unpaid service charges to be certified to the County Auditor for payment with taxes. NC~4, THEREFORE, BE IT RESOLVED by the City Council of the City of Mound, Minnesota: 5 That the foregoing charges be herewith certified to the Hennepin County Auditor for collection with the 1984 taxes. Charges shall bear interest at the rate of 8% per annum from the date of adoption of the resolution. CITY OF MOUND Mound, Minnesota NOTICE OF HEARING ON PROPOSED ASSESSMENT DELINQUENT WATER AND SEWER BILLS TO WHOM IT MAY CONCERN: NOTICE IS HEREBY GIVEN, that the City Council of the City of Mound will meet at the City Hall, 5341Maywood Road, Mound, Minnesota at 7:30 P.M. on October 4, 1983, to hear, consider and pass on all written and oral objections, if any, to the proposed assessment on the following parcels of land for: Unpaid Water and Sewer Bills: ACCOUNT # 11-214-2137-21 11-O88-5773-91 11-169-5818-O1 33-472-4431-51 22-259-6639-51 22-259-5656-01 22-280-5846-31 22-274-2901-21 33-415-4808-31 22-259-5501-81 33-539-4852-81 33-563-3213-41 33-590-5066-71 PROPERTy I.D. # 13-117-24 31 0046 14-117-24 14 OO17 14-I17-24 41 OO16 19-117-23 31 0082 22-117-24 43 0007 -23--L1-7-~4~14~OO27 23-.117-24 42 O012 23-117-24 42 0063 24-117-24 11 OO12 24-117-24 23 0007 ~7=_2-4-41-0097 24-117,24 44 0081 25-117-24 11 0015 25-117-24 12 0118. NAME Vets. Adm. Paul Wolfe Vets. Adm. C. M. Gables Mobile Park West Sub. Prop. Jeff Erickson John Hogesteger Gary Nelson -H. Kur~hner R~__gr_aeg~H ma n~ Michael Gray Robert Kraft Michael Hiller ADDRESS 2137 Centerview Ln. 5773 Grandview Blvd. 5818 Lynwood Blvd. 4431 Dorchester Rd. 6639 Bartlett Blvd. 5~5(>Barttett Blvd. 5846 Idlewood Rd 2901 Holt Lane 4808 Longford Rd 5501 Bartlett Blvd. .-~--Bartiett Blvd. ./+9~CLMonmout.h Rd. 4852 Glasgow Rd 3213 Devon Lane 5066 Windsor Road An owner may appeal an assessment to district court pursuant to Minnesota Statutes Section 429.O81 by serving notice of the appeal upon the Mayor or City Clerk within 30 days after the adoption of the assessment and filing such notice with the district court within ten days after service upon the Mayor or City Clerk. No such appeal as to the amount of an assessment as to a specific parcel of land may be made unless the owner has either filed a signed, written objection to that assessment with the City Clerk prior to the hearing or has presented the written objections to the presiding officer at the hearing. AMOUNT $ 58.22 85.74 102.62 8O.OO 1,575. O0 194.14 195.60 97.20 460.88 133.50 218.36 107.50 Francene C. Clark, City Clerk Publish in The Laker September 19, 1983 October 4, 1983 ASSESSMENT ROLE IN THE AMOUNT OF $~ ~3u~,-7 ~ TO BE CERTIFIED TO THE COUNTY AUDITOR AND SPREAD OVER 1 YEAR AT 8% LEVY 9146 WHEREAS, the following sewer and water service charges are unpaid and past due: PROPERTY IDENTIFICATION 13-117-24 31 0046 14-117-24 14 0017 19-117-23 31 0082 22-117-24 43 0007 23-117-24 42 0012 23-117-24 42 0063 24-117-24 11 0012 24-117-24 23 0007 24-117-24 44 0081 25-117-24 11 0015 25-117-24 11 0016 25-117-24 12 0118 58.22 91 46 85.74 9146 4Q2.62 ~.%~ ~3~ 80.00 9146 1,575.00 9146 194.14 9146 195.60 91 46 97.20 91 46 460.88 9146 133.50 9146 109.18 9146 109.18 9146 107.50 9146 WHEREAS, Minnesota Statutes, Section 444.075 permits unpaid service charges to be certified to the County Auditor for payment with taxes. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mound, Minnesota: e That the foregoing charges be herewith certified to the Hennepin County Auditor for collection with the 1984 taxes. Charges shall bear interest at the rate of 8% per ann~n from the date of adoption of the resolution. CITY of MOUND 5341 MAYWOOD ROAD MOUND, MINNESOTA 55364 (612) 472-'t 155 September 28, 1983 Mr. Jeffrey D. Erickson 10401 Town Line Ave. S. Bloomington, MN 55438 Dear Mr. Erickson:. We are in receipt of your letter dated September 2], 1983, concerning a proposed Special Assessment'of $195.00 for delinquent water and sewer bills. The city's policy on all overdue water and sewer .bills is that the bill goes with the property - not the person. When you purchased that property, you.should have checked with the city to insure all delinquent bills were paid and that it they weren't, whoever owned the house previously, would have agreed to pay them. This is a very common municipal policy and reflects that unless the city if told, there is no-way we could even guess what or when a property is sold. You may be correct about Mr. Relman owing the city a bill. It now is your responsibility to collect the $195.OO from him by Tuesday, October 4th, or it will be posted with interest at 8% on your 1984 Property Tax Statement. Sincerely yours, Jon Elam, City ~anager September 23, ~983 City Clerk City of Mound 5343 Maywood Road Mound, MN 55364 Dear Sirs: Pertaining to a water and sewer bill I received from the city of Mound for the property located at 2903 Meadow Lane. I am objecting to the assessment of $~95.00 for the foilowing reasons. The owner of the property at 290~ that used the service was Gerald Reiman who vacated the house in early summer. He is responsible for the charges which he and his family used. I did not own 'this property until September 35, ~983_at which time I reinstated the mortgage. I believe Gerald Reiman who lives at~ 17554 Hwy~ New Germany"is r~sponstble for this bill.. Why should I have to pay for this man's bills? Sincerely. Jef£fey D. Erickson October ~', 1983 RESOLUTION ADOPTING UNPAID TREE REMOVAL ;~SSESSMENT ROLL IN THE AMOUNT OF $390.00 TO BE CERTIFIED TO THE COUNTY AUDITOR & SPREAD OVER 5 YEAR AT 8% INTEREST k~EREAS, the City Council, pursuant to Section 27.10 of the City Code and Minnesota Statutes, Section 429.101 has the power to levy assess- ments for tree removal; and WHEREAS, pursuant to proper notice duly given as required by Law, the City Council has met and heard and passed upon all objections to the proposed assessment for tree removal. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mound, Minnesota: Such proposed assessments as listed below, are hereby accepted and shall constitute the special assessment against the lands named therein, and each tract of land therein in- cluded is hereby found to be benefited by the tree removal in the amount of the assessment levied against it. PID AMOUNT L~ 23-117-24 14 0049 390. O0 9157 e Such installments shall be payabIe as follows: The first of the installments to be payable on ~or before the first Monday in January, 1984 and shall bear interest at the rate of 8% per annum from the date of the adoption of this assessment resolution. To the first installment shall be added interest on the entire assessment from the date of this resolution until December 31, 1984. To each subsequent installment, when due, shall be added interest for one year on all unpaid installments. The owner of any property so assessed may, at any time prior to certification of the assessment to the County Auditor, pay the whole of the assessment on such property, to the City Treasurer and no interest shall be charged if the entire assessment is paid within thirty (30) days from the adoption of this resolution; and he may, at any time prior to November 15 of each year, pay to the City Treasurer, the entire amount of the assessment remaining unpaid, with interest to December 31 of the year in which such payment is made. The Clerk shall forthwith transmit ~ certified duplicate of this assessment to the County Auditor to be extended on the proper tax lists of the County, and such assessments shall October 4, 1983 be collected and paid over in the same manner as other muni- cipal taxes. October 4, 1'983 RESOLUTION ;/)OPTING UNPAID GARBAGE REMOVAL ASSESSMENT ROLL IN THE AMOUNT OF $1,071.00 TO BE CERTIFIED TO THE COUNTY AUDITOR & SPREAD OVER 1 YEAR AT 8% INTEREST k~ERF3~, the City Council, pursuant to Section 27.10 of the City Code and Minnesota Statutes, Section 429.101 has the power to levy assess- ments for garbage removal; and WHEREAS, pursuant to proper notice duly given as required by Law, the City Council has met and heard and passed upon all objections to the proposed assessment for garbage removal. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City'of Mound, Minnesota: Such proposed assessments as listed below, are hereby accepted and shall constitute the special assessment against the lands named therein, and each tract of land therein in- eluded is hereby found to be benefited by the garbage removal in the amount of the assessment levied agalnst it. 13-117-24 12 0103 13-117-24 33 0005 19-117-23 33 0162 19-117-23 33 0163 19-117-23 33 0164 19-117-23 33 0165 19-~17-23 33 0166 19-117-23 34 0102 2.00 9144 75.00 9144 165.00 9144 165.00 9144 165.00 9144 165.00 9144 330.00 9144 4.00 9144 1,071.00 The garbage removal assessment.shall be payable in one annual installment, to be payable on the first Monday of January in 1984.. To the installment shall be added interest at the rate of 8% per annum from the date of the adoption of this resolution until December 31, 1984. The owner of any property as assessed may, at any time with- in 30 days from the adoption of this resolution, pay the whole of the assessment against any parcel, and no interest shall be charged; and may until November 15 following the date of this resolution pay the whole of the assessment with interest to December 31 of the year following the date of assessment. After November 15 following the date of the assessment, to the annual installment shall be added interest on the entire assessment from the date of this October 4, 1983 resolution until December 31 of the year in which the annual installment is payable. The Clerk shall forthwith transmit a certified duplicate of this assessment to the County Auditor to be extended on the proper tax lists of the County, and such assessments shall be collected and paid over in the same manner as other muni- cipal taxes. £-..5 0 2 CITY of MOUND 5341 MAYWOOD ROAD MOUND, MINNESOTA 55364 (612) 472-1155 TO: FROM: DATE: CITY COUNCIL CITY MANAGER(~ OCTOBER 4, 1983 In case you get the idea the city grants widespread variances to the "No On Street Parking" program, a little background information might be useful. In 1983, only twelve variances were granted. For 1984, Geno has been able to reduce this to three. Two of the nine not receiving variances are appealing this decision to the council. Hoth, when a little creativity and calmness could easily solve their problem . Mrs. Johnson lives at the corner of Canary Lane and Three Points Blvd. Although her lot is small, a second parking spot could be developed if we were to move the tree that the city planted as a part of the 1981 street ~r~j~ct. Basically, she feels it is her right to park within the city right-of-way or on the street. - Being on the corner adds to the problem. Mr. Benz lives just down the street from me on Bluffs Lane at the bend. He has a spot 21' x 26' at the top of his driveway that could easily be used. In addition, the Street Department agreed to provide him with free salt/sand to use if it became icy. He didn't like Geno's suggestion and his retort was "l live in the Bluffs and I pay taxes, So I ought to be able to do what I want." Thus, in these two cases you have two of the more difficult people to solve problems for. For that, I wish us all alot of luck. INTEROFFICE MEMO FROM: SUBJECT: Jon Elam., City ~nager Bruce Wold, Chief of Police Response to Linda Johnson's note DATE October 4, 1983 ~.[s. Jo~hnson's request for an appearance before the council arose from the impoundment of a 1977 Ford sedan from Canary Lane on August 20, 1983. The impound resulted from the enforcement of Mound City Ordinance 46.28 which prohibits the parking of any vehicle for a period in excess of 24 consecutive hours. Enforcement of this ordin- ance usually occurs as a response to a complaint from a person who is offended by ~the vehicle. A copy of the ordinance is attached to his memo. The 'enforcement action arose after a complaint from Ms. Shirley Lund. ~ls. Lund is the ovmer of a lot at the intersection of Three Points Blvd. and Canary Lane. Ms. Lund complained about the Ford car being parked partially on her property and par- tially on the City street. I took the complaint in the afternoon of August 18, 1983. I asked Off. Kraft to mark the tires of the car to determine if the car is moved within the 24 hour time period. Off. Kraft chalked the tires and checked the car 24 hours later. When the car had not been moved within the 24 hour limit, Off. Kraft wrote a warning ticket and put it on the Ford. Two days after the original complgint, the car was still parked in violation of the ordinance. Off. Kraft wrote a citation for {he ordinance violation and impounded the car as an abandoned vehicle. On ~nday, August 22, 1983, Mr. Lyle Miller came to the police department to obtain a release for the impounded Ford. He was accompanied by the resident of 1709 Canary Lane, (I believe the resident is ~,[s. Johnson's son whose name I do not recall). I explained to both men the reasons for the impound and they accepted the explanantion reasonably well. Both men said they had parked the car for the weekend and gone to Brainerd for the auto races. The car was released to them. Ms. Johnson called the police department later tha~ morning to complain about the impound. I explained the reason for the impound and that the police department routinely impounds cars under similar circumstances on a periodic basis. ~,.[s. Jo]mson complained that the only parking available was in the street. I told l~er I would take a look at the property and call her back, however, any of my findings ~.~ould not affect the L.~pound of the Ford. ~ inspection of the property leads me to believe that two possible parking sights exist on the property. I told ~. Johnson that a curb cut could be put on Canary Lane north of the house and a rock drive installed. A preferred sight would be the existing garage on the northwest corner of the property with the entrance off ~ree Points Blvd. ?~. Johnson explained that the residents could not afford to use either alternative because of the high cost involved of filling the property for the drive off Canary or repairing the garage. I told ~. Johnson that I had no other solutions to the problem. I took the liberty of calling Shirley Lund to refresh my recollection of the circum- stances of this incident. ~.~. Lund is attempting to sell the property and'was show- ing the property on the day she complained to the police. She was specifically Mr. Jon Elam 10-04-B3 Page Two complaining about the fact the Ford was parked partially on her property. She felt the car created an eyesore and detracted from the appearance of her property. She went on to tell me that she had placed notes on the windshields of vehicles parked in the same place in the past. She is unhappy with the residents at 1709 Canary because they repeatedly violate her property rights by parking cars and trucks on the property and by dumping on the property. She finally resorted to the police department because her attempts to settle the problems, failed. Division 4 Chapt?r 46 - Page 3 SECTION 46.27 Overtime Parking in Business District. No person shall park or leave standing any vehicle, other than a truck, bus or commercial vehicle, Whether attended or un~tt~nd~d for a o~riod of more th~n two hour~ between the hours of 6 o'clock A.M. and 6 o'clock P.M. except Sundays and holidays on the Dortions of the fo]lowing described streets and parking area S: / (a) Commerce Boulevard between Tonkaw6dd Read 'ar~cl the Grace Bap%ist Church (b) Shoreline Boulevard between Commerce Boulevard and Belmont D~.ive .... -(c) Lyn~ood Boulevard 1OO £eet East of Commerce Boulevard and 300 _feet west of Commerce Boulevard (d) The oublicly leased area north of Shoreline Boulevard west' of Bel-mont Lane, 'south of the railroad tracks ~nd east of Commerce Boulevard (e) The Dublicly leased parking lots west cf. Commerce Boulevard, south of the railroad tracks and north of Lot 7, Auditor's Subdivision #167. (Ord. - 9/3/1970 Ord. 281 - 5/13/l U). ~ any ve~cle, whether attended or unattended, upon any public street, road,- ~ alley, lane, public land or public parking lot owned or leased by the Villag~ ~ for a period of time longer than twenty-four consecutive hours. SECTION 46.29 (a) Designation of No Parkin~ Zones and' Limited Parkinz Zones. The Council may from time to time by ordinance adopted by. a ma~ority vote designate certain streets, or oortions thereof, as ~No Parki*g'' zones, or as "Limited Parking" zones, and direct .the Street Commissioner or · the Chief of Police to accordingly nlace orooer signs thereon and/or apDrooriately paint the curbs thereby to indicate their character. (b) The following designated streets and locations shall nrohibit harking at anY"ti~e: · 1. Both si~e~s of Edgewater Drlve from Famrvmew Irene to North.sm Road. 2. East side~of Basswood Lane from Church Road to Tonkawood Road. 3. Both sides of Belmont Lane from Shoreline Boulevard to Tonkawood Road. 4. East 'side of Waterside Lane for 100' north of Tonkawood Road.. ~---5. North side of County Road #15 200' east of County Road #1lO. 6. Directly in front of post office for puroose of mail drop. --7. North side of County Road ~15 by Tonka Inc. from Fairview Lane to Cypress Lane. ~- 8. Both sides of County Road #15 (Lynwood Boulevard) on the S-curve w~st of the senior high school. 9. East side of Bellaire Lane from Elm Road to Alder Road. lC. South side of Three Points Boulevard from Finch Lane to Heron Lane. ll. West side of C~ll Lane south of Three Points Boulevard for 150'. !2. West side of Wilshire Boulevard (COunty Road ~25) north of Wych- wood Bridge to Emerald i~ive. 13. North side of Wilshire Boulevard (County Road ~25) south of the Wych~o od Bridge for 600'. 14. West side of Wilshire Boulevard (County Road ~!125) south of Black Lake Channel for 1,450 feet. 15. East side of Wilshire Boulevard (County Road #125) south of Black Lake Channel for 200 feet; parking permitted for 300 feet, and then no parking to Tuxedo. O - ! - 1971 October 41 1983 RESOLUTION ADOPTING UN?AID PRO?ERTY DAMAGE ASSESSMENT ROLL IN THE AMOUNT OF $150.00 TO BE CERTIFIED TO THE COUNTY AUDITOR & S?READ OVER 1 YEAR AT 8% INTEREST ~ER~, the City Council, pursuant to Section 27.10 of the City Code and Minnesota Statutes, Section 429.101 has the power to~vy assess- ments for property damage; and ~k/ ~ER~, pursuant to proper notice d~ly given a~uired by Law, the City Council has met and heard and passed upon all ob~-~ctions to the proposed assessment for pro~rty damage. ~~ · N~, ~ER~ORE, BE IT RES~V~ by the Cit~ ~cil of the City of Mound, Minnesota: . 1. Such proposed assessments as listed below, are hereby accepted and shall constitu'~xthe special assessment against the lands named therein, and ~x~h tract of land therein in- cluded is hereby found to b~ d by the property damage in the amount of th/ .~nt levied against it. ! 2. The property dama~ as~sess~c shall be pa~l~ in one · annual installmen~X~o ~kp~yable on the. fi~ Monday of January in 1984. T~he\~n~tallment shall ~ added interest at the rate of 8~ pe~x~nn~ from the date .the adoption of this resolution until ~'~ber 31, 1984. yv r Xoll ing w~ol~ of th~-3assessment a.~k~Il°win, whole o~ shall be char_~ date of thi~ r~ interest to~e( assessment.~ assessment, to .ehpro at any time with- assessed ad~ ,tion of t/5(s [ution, pay the enl against ~n~p ~and no interest ~a~d may until ~ove~ l~X~ollowing the ~rtr~ion pay the w~ol~ ~h~-3assessment with ~mS~r 31 of the yea~x~ ~ing the date of ~erlNovember 15 foll6wing the date of the ~h'e~annual installment shall be added interest on the entire assessment from the date of this resolution until December 31 of the year in which the annual installment is payable. The Clerk shall forthwith transmit a certified duplicate of this assessment to the County Auditor to be extended on the proper tax lists of the County, and such assessments shall be collected and paid over in the same manner as other muni- cipal taxes. RESOLUTION LEVYING DEFERRED & SUPPLEMENTAL ASSESSMENTS UPON WAIVER OF FORMALITIES: DIRECTING PREPARATION OF ABSTRACT; & DIRECTING CERTIFICATION TO THE COUNTY AUDITOR LEVY 9147 - $279.30 WHEREAS, the City Council, pursuant to Minnesota Statutes Chapter 429, (Laws 1953, Chapter 398, as amended) has the power to' levy supplemental assessments and the power to levy deferred assessments; and kS~EREAS, the following assessments were not initially levied in the projects as indicated, but waivers of formality for supplemental and deferred assessments have been executed by the property owner and delivered to the City. ~ NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mound does hereby: Pursuant to its authority under Chaper 429, Minnesota Statutes, the City Council does hereby determine that each of the parcels of land hereinafter described have benefited in an amount equal to the amount set opposite each of the said parcels by virtue of the project as indicated and that they be, and hereby are, assessed in the amount set opposite each such described parcel, and each such supplemental and deferred assessment shall be payable in equal annual installments over such period of years as shown: PID LEVY ~0, ,iMPROVEMENT .YjEARS AMOUNT 13-117-2~ 12 0118 9147 Supp. St. & Storm Sewer 6703 8 279.30 Such installments shall be payable as follows: The first of the installments to be payable on or before the first Monday in January, 1984 and shall bear interest at the rate of 8% per annum from the date of the adoption of this assessment resolution. To the first installment shall be added interest on the entire assessment from the date of this resolution until December 31, 1984. To each subsequent installment, when due, shall be added interest for one year on all unpaid installments. The owner of any property so assessed may, at any time prior to certification of the assessment to the County Auditor, pay the whole of the assessment on such property, to the City Treasurer, and no interest shall be charged if the entire assessment is paid within thirty (30) days from the mdoption of this resolution; mnd he mmy, mt mny time prior to November 15 of ~eh y~r, D~Y to the City Treasurer, the entire amount of the assessment remaining unpaid, with interest accrued to December 31 of the year in which such payment is made. The Clerk shall forthwith transmit a certified duplicste of this assessment to the County Auditor to be extended on the proper tax lists of the County, and such assessments shall be collected and paid over in the same manner as other municipal taxes. 2 RESOLUTION LEVYING DEFERRED & SUPPLEMENTAL ASSESSMENTS UPON WAIVER OF FORmaLITIES: DIRECTING PREPARATION OF ABSTRACT; & DIRECTING CERTIFICATION TO THE COUNT% AUDITOR LEVY 9148 - $350.40 ¥~EREAS, the City Council, pursuant to Minnesota Statutes Chapter 429, (Laws 1953, Chapter 398, as amended) has the power to levy supplemental assessments and the power to levy deferred assessments; and k~EREAS, the following assessments were not initially levied in the projects as indicated, but waivers of formality for supplemental and deferred assessments have been executed by the property owner and delivered to the City. NOW, THEREFORE, BE IT RESOLVED by t~e City Council of the City of Mound does hereby: FID Pursuant to its authority under Chaper 429, Minnesota Statutes, the City Council does hereby determine that each of the parcels of land hereinafter described have benefited in an amount equal to the amount set opposite each of the said parcels by virtue of the project as indicated and that they be, and hereby are, assessed in the amount set opposite each such described parcel, and each such supplemental assessment shall be payable in one equal annual installment as shown: LEVY NO~ IMPROVEM~N~ YEARS .AMOUN~ 13-117-24 41 0014 19-117-23 31 0022 9148 Supp. Sewer 3180 1 292.00 9148 Supp. Sewer 3~80 1 58.40 350.40 Such assessment shall be payable in one annual installment, to be payable on the first Monday of January, 1984. To the first installment shall be added interest at the rate of 6% per annum from the date of the adoption of this assessment resolution until December 31, 1984. t The owner of any property so assessed may, at any time prior to certification of the assessment to the County Auditor, pay the whole of the assessment on such property, to the City Treasurer, and no interest shall be charged if the entire assessment is paid within thirty (30) days from the adoption of this resolution. The Clerk shall forthwith transmit a certified duplicate of this assessment to the County Auditor to be extended on the proPer tax lists of the County, and such assessments shall 'be colleoted and paid over in the same manner as other municipal taxes. 2 October 4, 1983 RESOLUTION LEVYING DEFERRED & SUPPLEMENTAL ASSESSMENTS UPON WAIVER OF FORMO~LITIES: DIRECTING PREPARATION OF ABSTRACT; & DIRECTING CERTIFICATION TO I~HE COUNTY AUDITOR LEVY #9149 - $822.64 WHEREAS, the City Council, pursuant to Minnesota Statutes Chapter 429, (Laws 1953, Chapter 398, as amended) has the power to levy supplemental assessments and the power to levy deferred assessments; and WHEREAS, the following assessments were not initially levied in the projects as indicated, but waivers of formality for supplemental and deferred assessments have been executed by the property owner and delivered to the City. : NOW~ THEREFORE, BE IT RESOLVED by the City Council of the City of Mound does hereby: 1. Pursuant to its authority under Chaper 429, Minnesota Statutes, the City Council does hereby determine that each of the parcels of land hereinafter described have benefited in an amount equal to the amount set opposite each of the said parcels by virtue of the project as indicated and that they be, and hereby are, assessed in the amount set opposite each such described parcel, and each such supplemental and deferred assessment shall be payable in equal annual installments over such period of years as shown: LEVY. NO., IMPROVEMENT YEARS AMOUNT 13-117-24 41 0014 19-117-23 33 0193 24-117-24 43 0054 9149 Supp. Sewer 3388 7 226.00 9149 Supp. Sewer 3388 7 90.40 9149 Supp. Se~er 3388 7 506.24 ~22.64 Such installments shall be payable as follows: The first of the installments to be payable on or before the first Monday in January, 1984 and shall bear interest at the rate of 6% per annum from the date of the adoption of this assessment resolution. To the first installment shall be added interest on the entire assessment from the date of this resolution until December 31, 1984. To each subsequent installment, when due, shall be added interest for one year on all unpaid installments. The owner of any property so assessed may, at any time prior to certification of the assessment to the County Auditor, pay the whole of the assessment on such property, to the City Treasurer, and no interest shall be charged if the October 4, 1983 'entire assessment is paid within thirty (30) ~ay~ fFO~ the adoption of this resolution; and he may, at any time prior to November 15 of each year, pay to the City Treasurer, the entire amount Of the assessment remaining unpaid, with interest accrued to December 31 of the year in which such payment is made. The Clerk shall forthwith transmit a certified duplicate of this assessment to the County Auditor to be extended on the proper tax lists of the County, and such assessments shall be collected and paid over in the same manner as other municipal taxes. 2 October 4, 1983 RESOLUTION LEVYING DEFERRED & SUPPLEMENTAL ASSESSMENTS UPON WAIVER OF FORMALITIES: DIRECTING PREPARATION OF ABSTRACT; & DIRECTING CERTIFICATION TO THE COUNTY AUDITOR LEVY #9150 - $77.92 WHEREAS, the City Council, pursuant to Minnesota Statutes Chapter 429, (Laws 1953, Chapter 398, as amended) has the power to levy supplemental assessments and the power to levy deferred assessments; and WHEREAS, the following assessments were not initially levied in the projects~as indicated, but waivers of formality for supplemental and deferred assessments have been executed by the property owner and delivered to the City. NOWj THEREFORE, BE IT RESOLVED by the City Council of the City of Mound does hereby: PI,D Pursuant to its authority under Chaper 429, Minnesota Statutes, the City Council does hereby determine that each of the parcels of land hereinafter described have benefited in an amount equal to the amount set opposite each of the said parcels by virtue of the project as indicated and that they be, and hereby are, assessed in the amount set opposite each such described parcel, and each such supplemental and deferred assessment shall be payable in equal annual installments over such period of years as shown: ~LEVY NO. IMPRQ ..VEMENT ~YEARS ;~OUNT 24-117-24 43 0054 2. 9150 Supp. Water 3397 7 77.92 Such installments shall be payable as follows: The first of the installments to be payable on or before the first Monday in January, 1984 and shall bear interest at the rate of 6% per annum from the date of the adoption of this assessment resolution. To the first installment shall be added interest on the entire assessment from the date of this resolution until December 31, 1984. To each subsequent installment, when due, shall be added interest for one year on all unpaid installments. The c~ner of any property so assessed may, at any time prior to certification of the assessment to the County Auditor, pay the whole of the assessment on such property, to the City Treasurer, and no interest shall be charged if the entire assessment is paid within thirty (30) days from the adoption of this resolution; and he may, at any time prior to November 15 of each year, pay to the City Treasurer, the entire amount of the assessment remaining unpaid, with October 4, 1983 interest accrued to December 31 of the yemr in which such payment is made. The Clerk shall 'forthwith transmit a certified duplicate of this assessment to the County Auditor to be extended on the proper tax lists of the County, and such assessments shall be collected and paid over in the same manner as other municipal taxes. October 4, 1983 RESOLUTION CERTIFYING ASSESSMENT TO THE COUNTY AUDITOR FOR REMOVAL OF A HAZARDOUS DWELLING ON LOTS 14, 15, 16 & 17, BLOCK 15, k~IPPLE PID #25-117-24 12 0118 IN THE AMOUNT OF $1,615.00 LEVY 9151 WHEREAS, the structure on Lots 14, 15, 16 & 17, Block 15, ~%ipple (PID #25-117-24 12 0118), also known as 5066 Windsor Road was determined to be unsafe and a hazard to the public health and safety, and WHEREAS, the City requested that the Fire Department burn the building at a cost of $500.00 and bids were sought for the removal of ~he debris and filling in of the basement area with the lowest bid being in the amount of $1,115.00 from Illies and Sons, and WHEREAS, the owners signed authorization forms stating that any costs incurred by the municipality shall be a lien against said real estate and shall be collected and paid as provided in MSA 463.151, MSA 429.101. NC~, THEREFORE, BE IT RESOLVED by the City Council of the City of Mound, Minnesota: That the assessment of $1,615.00 for Hazard Removal on Lots 14, 15, 16 and 17, Block 15, k%ipple (PID #25-117-24 12 0118) be certified to the County Auditor and shall be payable in five (5) equal annual installments. 0 Such installments shall be payable as follows: The first of the installments to be payable on or before the first Monday in January 1984 and shall.bear interest at the rate of 85 per annum from the date of the ~doption of this assessment resolution. To the first installment shall be added interest on the entire assessment from the date of this resolution until December 31, 1984. To each subsequent installment, when due, shall be added interest for one year on all unpaidinstallments. The owner of any property so assessed may, at any time prior to certification of the assessment to the County Auditor, pay the whole of the assessment on such property to the City Treasurer, and no interest shall be charged if the entire assessment is paid within thirty (30) days from the adoption of this resolution; and he may, at any time prior to November 15 of each year, pay to the City Treasurer, the entire amount of the assessment remaining unpaid, with interest accrued to December 31 of the year in which such payment is made. 4. The Clerk shall forthwith transmit a certified duplicate of October 4, 1983 this assessment to the County proper tax lists of the County, and such assessments shall be collected and paid over in the same manner as other municipal taxes~ October 4, 1983 RESOLUTION LEVYING DEFERRED & SUPPLEMJ~NTAL ASSESSMENTS UPON WAIVER OF FORMALITIES: DIRECTING PREPARATION OF ABSTRACT; & DIRECTING CERTIFICATION TO THE COUNTY AUDITOR LEVIES 9153 & 9154 WHEREAS, the City Council, pursuant to Minnesota Statutes Chapter 429, (Laws 1953, Chapter .398, as amended) has the power to levy supplemental assessments and the power to levy deferred assessments; and WHEREAS, the following assessments were not initially levied in the projects as indicated, but waivers of formality for supplemental and deferred assessments have been executed by the property owner and delivered to the City. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mound does hereby: FID Pursuant to its authority under Chaper 429, Minnesota Statutes, the City Council does hereby determine that each of the parcels of land hereinafter described have benefited in an amount equal to the amount set opposite each of the said parcels by virtue of the project as indicated and that they be, and hereby are, assessed in the amount set opposite each such described parcel, and each such supplemental and deferred assessment shall be payable in equal annual installments over such period of years as shown: LEVY NO, IMPROVEMENT .YEARS AMOUNT 13-117-24 41 0014 24-117-24 43 0054 9153 Supp.80 Streets 8297 13 1,828.15 9154 Supp.81 Streets 8298 13 1,828.15 e Such installments shall be payable as follows: The first of the installments to be payable on or before the first Monday in January, 1984 and shall bear interest at the rate of 8.2% per annum from the date of the adoption of this assessment resolution. To the first installment shall be added interest on the entire assessment from the date of this resolution until December 31, 1984. To each subsequent installment, when due, shall be added interest for one year on all unpaid installments. The owner of any property so assessed may, at any time prior to certification of the assessment to the County Auditor, pay the whole of the assessment on such property, to the City Treasurer, and no interest shall be charged if the entire assessment is paid within thirty (30) days from the adoption of this resolution; and he may, at any time prior October 4, 1983 to November 15 of each year, pay to the City Treasurer, the entire amount of the assessment remaining unpaid, with interest accrued to December 31 of the year in which such payment is made. The Clerk shall forthwith transmit a certified duplicate of this assessment to the County Auditor to be extended on the proper tax lists of the County, and such assessments shall be collected and paid over in the same manner as other' municipal taxes. October 4, 1983 RESOLUTION LEVYING DEFERRED & SUPPLEMENTAL ASSESSMENTS UPON WAIVER OF FORMALITIES: DIRECTING PREPARATION OF ABSTRACT; & DIRECTING CERTIFICATION TO THE COUNTY AUDITOR LEVY ~/9155 - $1,756.35 WHEREAS, the City Council, pursuant to Minnesota Statutes Chapter 429, (Laws 1953, Chapter 398, as amended) has the power to levy supplemental assessments and the power to levy deferred assessments; and WHEREAS, the following assessments were not initially levied in the projects as indicated, but waivers of formality for supplemental and deferred assessments have beenexecuted by the property owner and delivered to the City. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mound does hereby: Pursuant to its authority under Chaper 429, Minnesota Statutes, the City Council does hereby determine that each of the parcels of land hereinafter described have benefited in an amount equal to the amount set opposite each of the said parcels by virtue of the project as indicated and that they be, and hereby are, assessed in the amount set opposite each such described parcel, and each such supplemental and deferred assessment shall be payable in equal annual installments over such period of years as shown: LEVy NO, IMPROVEMENT YEARS AMOUNT 19-117-23 24 0052 19-117-23 32 0198 9155 Supp.78 Streets 7514 11 585.45 9155 Supp.78Stree~s 7514 11 1,170.90 1,756.35' e Such installments shall be payable as follows: The first of the installments to be payable on or before the first Monday in January, 1984 and shall bear interest at the rate of 8% per annum from the date of the adoption of this assessment resolution. To the first installment shall be added interest on the entire assessment from the date of this resolution until December 31, 1984. To each subsequent installment, when due, shall be added interest for one year on all unpaid installments. The owner of any property so assessed may, at any time prior to certification of the assessment to the County Auditor, pay the whole of the assessment on such property, to the City Treasurer, and no interest shall be charged if the entire assessment is paid within thirty (30) days from the October 'adoption of this resolution; and he may, at any time prior to November 15 of each year, pay to the City Treasurer, the entire amount of the assessment remaining unpaid, with interest accrued to December 31 of the year in which such payment is made. Re Clerk shall forthwith transmit a certified duplicate of this assessment to the County Auditor to be extended on the pro.per tax lists of the County, and such assessments shall be collected and paid over in the same manner as other municipal taxes. 2 RESOLUTION LEVYING DEFERRED & SUPPLEMENT~J~ ASSESSMENTS UPON WAIVER OF FORF~LITIES: DIRECTING PREPARATION OF ABSTRACT; & DIRECTING CERTIFICATION TO I~HE COUNTY AUDITOR LEVY #9156 - $4,421.13 WHEREAS, the City Council, pursuant to Minnesota Statutes Chapter 429, (Laws 195B, Chapter 398, as amended) has the power to levy supplemental assessments and the power to levy deferred assessments; and k~EREAS, the following assessments were not initially levied in the projects ds indicated, but waivers of formality for supplemental and deferred assessments have been executed by the property owner and delivered to the City. NOW, /'HEREFORE, BE IT RESOLVED by the City Council of the City of Mound does hereby: Pursuant to its authority under Chaper 429, Minnesota Statutes, the City Council does hereby determine that each of the parcels of land hereinafter described have benefited in an amount equal to the amount set opposite ~ach of the said parcels by virtue of the project as indicated and that they be, and hereby are, assessed in the amount set opposite each such described parcel, and each such supplemental and deferred ~assessment shall be payable in equal annual installments over such period of years as shown: PID LEV~f_ NO, IMPROVEMENT .YEARS AMOUNT 23-117-24 31 0079 24-117-24 44 0001~ 24-117-24 44 0002 24,117-14 44 0202 9156 Supp.79 Streets 7928 12 1,768.45 9156 Supp.79. Stree%s 7928 12 442.12 9156 Supp.79 Streets 7928 12 442.11 9156 Supp.79 Streets 7928 12 1,768.45 4,421.13 Such installments shall be payable as follows: The first of the instaIlments to be payable on or before the first Monday in January, 1984 and shall bear interest at the rate of 8% per annum from the date of the adoption of this assessment resolution. To the first installment shall be added interest on the entire assessment from the date of this resolution until December 31, 1984. To each subsequent installment, when due, shall be added interest for one year on all unpaid installments. The owner of any property so assessed may, at any time prior to certification of the assessment to the County Auditor, pay the whole of the assessment on such property, to the City Treasurer, and no interest sh~ll be charged if the entire assessment is paid within thirty (~0) days from the adoption of this resolution; and he may, st any time prior to November 15 of each year, pay to the City Treasurer, the entire amount of the assessment remaining unpaid,, with interest accrued to December 31 of the year in which such payment is made. The Clerk shall forthwith transmit a certified duplicate of this assessment to the County Auditor to be extended on the proper tax lists of the County, and such assessments shall be collected and paid over in the same manner as other municipal taxes. October ~, 1983 RESOLUTION ADOPTING UNPAID TREE REMOVAL ASSESSMENT ROLL UPON WAIVER OF FORMALITIES: DIRECTING PREPARATION OF ABSTRACT; & DIRECTING CERTIFICATION TO THE COU~ffY AUDITOR LEVY #9157 - $295.00 WHEREAS, the City Council, pursuant to Section 27.10 of the City Code and Minnesotg Statutes Chapter 429, has the power to levy assessments for tree removal; and ~EREAS, waivers of formality for assessments have been executed by the property owner and deliverd to the City. NOW', THEREFORE, BE IT RESOLVED by the City Council of the City of Mound does hereby: Pursuant to its authority under ChaPer 429, Minnesota Statutes, the City Council does hereby determine that each of the parceIs of land hereinafter described have benefited in an amount equal to the amount set opposite each of the said parcels by virtue of the tree removal as indicated and that they be, and hereby are, assessed in the amount set opposite each such described parcel, and each assessment shall be payable in equal annual installments over such period of years as shown: LEVY NOt IMPROVEMENT .YEARS AMOUNT 19-117-23 31 0093 9157 Tree Removal 5 295.00 e Such installments shall be'payable as follows: The first of the installments to be payabl~ on or before the first Monday in January, 1984 and shall bear interest at the rate of 8% per annum from the date of the adoption of this assessment resolution. To the first installment shall be added interest on the entire assessment from the date of this resolution until December 31, 1984. To each subsequent installment,~when due, shall be added interest for one year on all unpaid installments. The owner of any property so assessed may, at any time prior to certification of the assessment to the County Auditor, pay the whole of the assessment on such property, to the City Treasurer, and no interest shall be charged if the entire assessment is paid within thirty (30) days from the adoption of this resolution; and he may, at any time prior to November 15 of each year, pay to the City Treasurer, the entire amount of the assessment remaining unpaid, with interest accrued to December 31 of the year in which such payment is made. October 4, 1983 4. '~The Clerk shall forthwith transmit a certified duplicate of this assessment to the County Auditor to be extended on the proper tax lists of the CountY, and such assessments shall be collected and paid over in the same manner as other municipal taxes. CITY of MOUND 5341 MAYWOOD ROAD MOUND, MINNESOTA 55364 (612) 472-1 '~55 September 16, 1983 TO: City Manager FROM: Water & Sewer Supt. SUBJECT: Water & Sewer Services I would like the City to accept these recommendations as City Ordinances. Each unit in a duplex, twin home and double bungalow will have its o~.m 1" water service tapped directly to the main. If there is a existing 3/4" service to the lot that may be used for 1 unit only. Any future water services tapped to the city water ,main will be 1" minimum in size. A 1" minimum water service for commercial building with less than 1,500 sq. ft. of floor area. Any building with 1,500 sq. ft. or more of floor will be required to have a minimum of 1!~" water service. Each single family unit in a duplex,.twin home and double bungalow will have its own sewer line connected to a 4" stub that is connected to the city's trunk line. 4. Water shut off and sewer cleanout will not be located in driveways. Respectfully, Water & Sewer Supt. GS/jcn ,:),3?0 NOTICE OF PUBLIC HEARING CITY OF MOUND PROPOSED USE OF REVENUE SHARING FUNDS This is to annouce that the City Council of the City of Mound will conduct a public hearing on October 4, 1983, at 7:30 P.M. at the City Hall, 5341 Maywood Road, in Mound to solicit proposed uses for the 1983-84 Federal Revenue Sharing Funds. Revenues of $45,000 are expected. Citizens interested in commenting on this are urged to attend this meeting. Francene C. Clark, City Clerk Publish in The Laker September 19, 1983 · ..i:.~..?_.h_.e......C.j_t_y._9.f Mo__und ~__a._ Mi nnesota ~nun i c i ~_a 1 cor.porat ion Lots 1, 2, 3 & 22, Block 5, Dreamwood .......... .1..~..~. ................................... ~ O! ...... ..q..c.t..o....b.~..r.._: ............... , ~0_.8.2._,'. .... .. ' i. It is specifically understood and agreed by .and between the parties that the lessee shall only have a right to use the aforedescribed lands and that the only use that they may put this property to is to plant a garden. The lessee further agrees that they wi il maintain the site, mowing the grass, cutting the weeds and keeping the site clear of litter duri'ng the term of this leg'se. The only purpose for which the lessee may use this ground i's to plant~ a vegetable garden, which...may not be used as a commercial garden plot, and there ~hall be no storage, parking or other use of this property by the lessee. ~,~ ...... uc'iooER 4, 1983 American Flag Pole Acme Tag Co. Acro-H[nnesota Holly Bostrom James Broucksou Daniel Duerr Dependable Services Jon Elam Feed-Rite Controls Fire Control Extinguisher Griggs, Cooper Henn Co. Treas. Eugene Hickok & Assoc Henn Co-op Seed Exchange Henn Co. Sheriffs Dept Jones Chemical Robert E. Johnson Johnson Bros..Liquor Darlyne Kotila Leonard Kopp Long Lake Ford Tractor Mpls. Health Dept MacQueen Equip Mtka Portable Dredge Metro Fone Communications Metro Waste Control Old Peoria Co. Ed Phillips & Sons Brad Roy Greg Skinner Smith' Heating & Air Shepherds Rental Rugs Timber Products Western Tree Service Water Products Widmer Bros. Bruce Wold Youngblood Lumber R.L. Youngdahl & Assoc Ziegler, Inc. 1Go.oo 156.80 lO7.63 245.00 3,ooo.oo 180.O0 53.00 30.13 111.29 48.15 3,796.59 768.75 77.00 79.89 9.00 158.40 46.20 2,100.34 5o.oo 200.00 52.58 38.00 88.99 1,400.00 23.60 26,126.47 1,648.81 5,451.76 11.62 137.74 182.50 37.70 578.18 447.5O 21.37 13o.oo 19.88' 138.36 5,723.OO 72.48 TOTAL BILLS 53,708.71 7 CITY OF MOUND Mound, Minnesota NOTICE OF PUBLIC HEARING ON PROPOSED VACATION OF THE NORTH 7½ FEET OF WINDSOR ROAD ABUTTING LOTS 13 AND 14, BLOCK 20, DEVON TO WHOM IT MAY CONCERN: NOTICE IS HEREBY GIVEN that the City Council of the City of Mound will at the City Ha11,.5341Maywood Road, Mound, Minnesota at 8:00 P.M. on.the 18th day of October, 1983, to consider the vacation of the North 7 1/2 feet of Windsor Road abutti.ng Lots.13 and 14, Block 20, Devon. Such persons as desire to be heard with reference to the above will be heard at this meeting. Francene C. Clark, City CIe~k CITY OF MOUND BURNING GUIDELINES FOR FALL/SPRING LEAF BURNING DEFINITIONS: As used in this regulation the following words shall have the meanings defined herein. 1) "Approved waste burner" means an incinerator or other burner constructed of fire resistant material having a capacity of not less than three bushels, a cover which is closed when in use, and maximum openings in the top or sides no greater than one inch in diameter. 2) "Building material" means lumber, wood shakes and other wood pro- ducts, composite shingles, tar paper, insulation, wall board, wiring or other similar smoke producting materials. "Garbage" means discarded material resulting from the handling, processing, storage, preparation, serving and consumption of food. PERMIT APPLICATIONS: Application for open burning permits may be made in cases where fires are proposed to be set for the following purpose: 1) Leaves only. No building material or garbage. RESTRICTIONS: A burning permit shall be issued on a prescribed form to the applicant if the burning is for the purpose set forth in subsection (B)(1) and the applicant agrees that all burning shall be conducted under the following circumstances. 1) No leaves may be raked or burned on City streets or boulevards. 2) An approved waste burner must be used. The recipient of the permit shall be present for the duration of any fire authorized by the permit. Permit must be in the possession of the person conducting the burning. Burning of leaves will be allowed for a designated period of time which will be set by the Fire Chief or a City Official and announced in The Laker. 6) Burning of leaves may not be conducted during the duration of an air pollution alert, warning, emergency, or other dangerous con- ditions. ?) 8) 9) lO) 11) Burning hours will be 3:00 P.M. to 12:00 Midnight on Weekdays and 8:00 A.M. to 12:00 Midnight on weekends (Saturday & Sunday). The Police and Fire Department will monitor the Leaf Burning Pro- gram and conduct checks to insure all people burning have Permits. A specific location for the leaf burning must be specified on the Burn Permit. All fires must be at least 20 feet from any building structure and done is a manner as to not endanger adjacent property and dwellings. Each person burning leaves must have a Burning Permit from the City of Mound. Cost to be $2.00 per household, per calendar year. LEAF BURNING PERMIT APPLICATION FEE PAID: DATE: NAME ADDRESS CITY PHONE FIRE L~CATION, i.e. front yard, back yard, etc. DATE: Applicant's Signature ,CIT~. ~P?ROVAL This Permit is for leaf burning only, if any other garbage, building material, etc. is burned, it shall be cause for immediate revokation of this permit per City Ordinance #25. DATE: Fire Chief or City Manager 545 Indian Mound Wayzata, Minnesota 55391 (612) 473-4224 September 29, 1983 Mr. Jon Elam, City Manager City of Mound 5341 Maywood Road Mound, Minnesota 55364 Re: Standpipe - 1983 Water System Improvements Dear Jon: Enclosed herewith please find two (2) copies of Invoice Nu,~er 5653 as submitted by Webco Tank, Inc. for work performed on the above referenced p r o j ect. This invoice has been checked and approved for payment and is being forwarded to you for approval and subsequent payment. Sincerely, EUGENE A. HICKOK AND ASSOCIATES Vice President cc: Mr. J.D. Fretz, Webco Tank, Inc. pt INVOICE T,Z ,,I K INCOR PORATi:D ?.O. BOX 120~ ' SAPUL?A. OKLA~Ok~k 74066 SAP ULPA 91 ~224-6232 Ple~se'~emit To: WEBGO TAN~, lNG. Dept. Tulsa, O~ 74182 RECEIVED City of Mound, Minnesota SOLD. c/o George Boyer, Mickok & Associates TO . 545 Indian. Mound Wayzata, MN 55391 DATE: CUSTOMER ORDER NO: CONTRACT DATE: Joe NO.: 2654 9/20/83 5653 To invoice you for progress on water tank at M~und, Minnesota through 9/20/83 as follows: Foundation and earth work 95% $3-0,600 $29,070.00 Materials on tank · 100~ 33,015 33,015.00 Tank e~ection 100! 30,813 30,813.00 Painting 12,950 Cathodic Protection 3,950 Electrical 5,900 Total Earned To ~ate $92,898.00 LESS: Retainage @' 10% 9,289.80 $83,608.20 LESs: Previous Payments/Invoices 46,566.09 TOTAL DUE THIS APPLICATION $37,042.11 O TRBCTOR'5 RF IDA¥IT PART]AL HA]VER OF L]EN STATE OF Oklahoma COUNTY OF Creek Order No. J.D. Fretz of Sapulpa, Oklahoma, being sworn, says that he is the Vice President of Webco Tank Incorporated (hereinafter referred to as the "Contractor") and is familiar with the facts herein stated. The Contractor .has furnished all material, labor, tools, equipment, construction facilities and everything of every sort and performed all work covered by Contractor's Invoice No. 5653 , dated. 9/20/83 for the sum of $ 37.~142_11 under the contract entered into with C±t¥ of Mound, MN dated the day of , 19 per%a]nlng to: Fab and erect (1) 25'-0" dia. x 72'-0" high umbrella roof tank with knuckle The Contrac.tor has fully paid for all said material, labor, tools, equipment and construction facilities furnished by it, or by its subcontractors or materialmen, upon said premises, or furnished therefor. Upon payment of said invoice to Contractor of said sum, it hereby waives all liens and claims against the City of Mound. MN , ~ts premises and property, and, further it represents that no other-person or party has any right to a lien on account of any work performed for, or material furnished'to Contractor in regard to the charges covered by said invoice. WEBCO TA~K INCOP_O~TE~ President, ineerin§ Sworn to me and subscribed in my presence this 20th day of Septembe~ 19 83 My Commission expires: 10/15/85 league of minnesota cities September 28, 1983 TO: .Mayors, Managers, and Clerks FROM: Don Slater, Executive Director Cathy Quiggle, Research Assistant RE: General Revenue ~haring On September 21 the Senate passed a bill reauthorizing General Revenue Sharing. The bill provides for a 3-year extension at the current funding level of $4.6 billio~ with no formula changes. Earlier, the House passed a bill reauthorizing GRS for 3 years, but at $5.02 billion. Shortly the bill will go to a House-Senate conference committee to work out the differen~.e in funding. It is likely that the committee will reconcile the funding difference at some level between $4.6 and $5.02 billion. The Office of Management and Budget reportedly has threatened to recommend that the President veto the GRS bill if it includes any funding increase. To avoid a presidential veto, cities should contact President Reagan urging him to approve a reasonable increase in funding~ In communicating with the President; 1) Remind him of his past strong support for GRS as a model federal-local program, one in which local officials are free to respond to their priorities as they see fit, 2) Remind him that GRS is the model on which he has based his "New Federalism" proposals; and 3) Remind him that this most important program has not had any increase in funding since its first reauthorization in FY 1977, which has resulted in a loss of about half of the program's purchasing power. The more letters of support the President receives, the greater'our chance of getting a modest funding increase for Revenue Sharing. Write to the President at the White House, Washington, D.C. 20500. Since action on GRS is likely to occur soon, timely action is essential. If you have questions, contact Cathy Quiggle at the League office, 612/227-5600. DAS:CRQ:ara I 83 univepsiloy avenue easl;, aC. paul, minnesota 551 01 227-5800 CITY of MOUND MOUND, MINNF$OTA 555~4 (612) 472-1155 September 30, 1983 TO: CITY COUNCIL FROM: CITY MANAGER Sometime back I included an article on creativi, ty as a factor in good management. Enclosed are two additional articles that cover what I think are important management styles that seem important in a city like Mound. These are the kinds of articles that should be read prior to interviewing or discussing other city management styles and qualities. These two articles are out of I'Participative Management" from the Center for Creative Leadership and "What Effective General Managers Really Do" from the Nov.-Dec. Harvard Business Review. I send these articles hopefully not to bore you, but because I think we all need to sit back and think as much about how the City is being managed as much as what is being managed. Thus, as a student of good management both in the public and private sector,, I read articles that I think are worth passing along. I would be interested in sharing some of these thoughts to see how they 'jive' with your own. JE:fc Issues Observations Volume 3. Number 3. CENTER FOR CREATIVE LEADERSHIP August 1983 Participative Management This article is taken from a talk presented to the Human Resources Manage- ment Conference of the United States Office of Personnel Mana~ment by Mr. Cattabiani with the assistance of Dr. White. E.J. Cattabiani Executive Vice President Power Generation Group \Vestinghouse Electric Corporation Randall P. White, Ph.D. Research Associate Center for Creative Leadership I kad the rare pri~,ilege of helping Gene Cartc, biani in his preparation of the following Iek. Rarely do practicing manager~ and or- nizatiom:l researchers work together to wed ir obser~'ations and experience; this is one such occasion. For this article, I ka~,e inserted into the talk a few references for further react- ing and additional material on participative management, some of it drawn from the Cen- ter's Research Sponsor project. - RPW At \Vestinghouse~ we are going through what is usually called a ~cultural revolu- tion." ~Not so long ago, when you heard that phrase, you thought of Chairman Ma& No% you think of the chairman of the board. Our Westinghouse experience is one in- stance of vast and rapid changes which are occurring throughout American industry. The great hierarchical structures which were once thought to express the essence of America's managerial genius are being disassembled. An addiction to numbers and pure logic are being displaced by a new reverence for the human element. There are many reasons for these chan~es: economic hard times, the com- o, information flow and eval- puterization r ration, and a reali:ation that manipulat- tg numbers is not ~he same as making a and selling it at a profit. American corporations are getting leanY* \X~ are learning lessons that will re-ene~ize our industrial base in the late 80's and 90's. To- day, performance is the only crite'rion for employment in many corporations. \Ve are emphasi:ing the use of ad hoc groups that ~}ve specific problems and then disband. We prefer to allow small clusters of entre- preneurial, excited people to take on tasks that are close to their abilities and their hearts. When management itself gets lean, it faces a formidable problem: How do you do an even better job running an organiza- tion with fewer people? I can answer that one from my own experience. 3bu can al- most always do a better job with fewer people ... just because there are fewer people. (In their new book, In Search of Ex- cellence, Peters and ~hterrnan suggest tkat the most successful organi:.ations are cMrac- terized b? sm~ctures which are "elegantly simple." TI'mt is, tho l'~'e few layers o/man- agement and small staffs.) I once took over a medium-sized divi- sion. It was losing money. It was having labor problems. The whole operation had become a bad dream. I cut out the fat -- and introduced participative manage- ment. And a kind of magic occurred. Peo- ple began to work harder -- not from fear, but because their work was no longer muf- fled by unneeded layers of middle manage- ment and supervision. When 1 ~Iked the manufacturing floor, I could hear a differ- ent sound. People were enjoying their work. The product was moving out the door with higher quality. The division soon began making money. It regained its 2 Issues & Observations }f-reSpect along with irs reason for Good people do not mind hard work. The5' thrive on it. \Vhat they mind is work that goes unrecogni:ed ... or ideas that can't I.~netrate layers of middle managers who feel the need to be smarter than the people they monitor. (Without a doubt the work force is 7oung- er and better educated. A.~ reported in Busi. ness Week, May ] I, J 98~, "workers at all let,els [are demanding] more challenge on the job and ... participation in decision-making" (p. 85).) Teaching and Team Building But getting leaner is not the whole an- swer to increased managerial productMty -- not by far. That 'culture' change which everyone likes to talk about these days must happen, and that is where participa- tive management has a big role to play. Participative management is most of all a way of releasing the natural, inherent en- thusiasm and creatMty of the entire or- ganization. Its purpose is to bring the total of that energy to higher levels than old- 'le, autocratic organizations were able to Getting that formula right calls for a new blending of teaching and teamwork ... and especially for a new balance be- tween those two values. Let's concentrate on the teaching analogy first. If you've done an,,, teaching, you know that the teacher enjoys a near total authority in the classroom. He or she is the boss. That much is also true of the top person among a group of managers. But a teacher also has the task of leading the best out of the people in his or her charge. The very word "education" means ~to lead out of." It's a process which often teaches the teacher at least as much as the stu- dents learn. The same is true of the top business executive in a participative man- agement format. The top per~n's job is to lead the best capabilities and performance out of the other managers -- to he]p them become ever better executives. And for him to learn in the process. (In "Producd~.ir.-; Programs: Nurturing the Climate for Creativity and Innovation" (Business Quarterl'); Autumn 1981), ED. Barrett points out tha~ "the skills of leading or managing the work of an innova- tion team ... are facilitoU in nature. The leader5 role is to help the group focus on its goals and on ir.~ interchange of ideas. He is facilitator, tutor, catalyst, animator, mid- wife, metabolizer" (p. 58).) The teaching role of the top manager becomes most evident when he or she has aimed a lower level manager in the right direction, and established a clearcut goal ... only to realize that the path whoich the manager wants to take to reach that goal is not the one the top manager would have chosen. The choice may even seem a par- tial waste of time and resources. The participative manager faced with this dilemma will in many cases, perhaps even the majority ofca~s, allow the other manager to use his chosen method, espe' cially if the manager is enthusiastic about the particular approach. Pilots say that a good flight instructor is like that. He will let the student make many of the choices about how the airplane is to be handled, but will never allow him to crash. Unless a manager is allowed to try his own wings, he will never attain the greatest possible proficiency at his job. But the top manager must make certain that the newer mana- ger doesn't crash. Such decisions are difficult, but there are good reasons for making them. First, the lower level manager will probably learn something valuable from the experi- ence. If not, the top manager will. Second, any attempt by the top manager to insist on his or her own methods can only intro- duce a series of rigidities into the organiza- tion. That is the method of the old-style autocrat. C-ET I~FO~,,4AT~ 0*4... Let's pause for a moment and contrast that old-style autocrat with a modern par- ticipative manager. Their greatest differ- ences lie in two areas -- how they see peo- ple, and how they see their own role in get- ting the job done. An autocrat sees people as things. They are to be purchased and used - much as you might purchase and use a ton of steel or an electronic data handling system. The autocrat uses peo- ple. The participative manager sees people as a resource which can be nourished, im- proved, and learned from; sees people as associates, helpers, and teachers; ~=nts people to gain as much from the job as the company gains from having them. In the matter of getting the job done, the autocrat thinks only of the task itself. The participative manager thinksof the task and the people simultaneously ... try- ing to get each to benefit from the other. It's also very interesting to contrast the participative manager and the autocrat in the matter of getting the information they want and need. The participative mana- ger, because he or she operates in a totally open style -- inviting even personal criticism -- will usually get all the informa- tion needed to run the job. Autocrats, in stark contrast, tend to be isolated. Those who work for them soon begin to offer only information which will merit instant approval. They gild the lily and bury the bad news. Every autocrat l have ever known has been forced to set up a version of the CIA in order to get essential infor- mation with am.' degree of accuracy. Autocrats are always frustrated. will inva,'iably hear them complain: 'Don't they hear me? Don't they understand what I'm saying to them?" Oh x,'es ... they understand. They just don't agree. Perhaps mx.' most interesting moment wi~h a dyed-in-the-wool autocrat came during a discussion or: participative man- Issues & ODservations 3 ~0 ~-~ T'£D. agement. He told me he was ali for it, but that he wasn't having any luck with the idea. He said, 'Toe ordered m~,' people to be participative, but they won't do what I tell them." Lower level managers will work best for organi:ation when they .understand its larger goals, are being allowed to make a ~rsonal contribution to reach them, and are being recogni:6d for that contribution. Ir is a truism, and probably even a cliche, but people are the secret of success in any o~anization. That is why the teaching aspect of the top manager's job is essential. It is, in effect, a technique that demands a balance between authority and helpful- ness ... exactly the balance that a good teacher maintains in a classroom. ~e second side of the participative management procedure is teamwork. ~is, too, begins with the top manager. The most important task facing any top mana- ger is to build the right team to do the job at hand. Implied in that obligation is the need to change the team when either the job or the performance of the people de- mands it. (As manage~ mo~'e /rom a technical area to ~ecoming technical manager.~, they realize tkat pdop~e are an issue. They nmst work ~'ith people and ~nderstand people. The next 5rage in thc transition, from technical ~na- r~ nor.-tec~ni'cal manager, rcq~dres t~at :gc~ gi~ c ~p masteg ora given technical arc,:, tc~rn to aak the right qaestions, and ~.~e other> ~ r~c pml~lem-soh'i~g process. The final :~at;sition to general m~magcr requires r~,,~t ,r,a~::g= ~$ :'c~!izc t~at the job c~:n't be ~ortant memgers of t~e team in crier to get the job done.) The absolute, number one guideline for such team building is excellence. Every position on the management team must be filled with the best possible person. The situation is analogous to a baseball team. You can play second base on any baseball team until a better second baseman comes along. Any top manager who allows friendship, ~ntiment, or any other such consideration to compromise that demand is not doing his or her job. \Ve would all like to believe that there can be exceptions to such a hard-hearted rule, but that just isn't possible. Not even for good old Fred, who's been in the job for 30 years. Excellence is the only rifle! That is the first, but not the last, time that 1 am going to touch on a theme which some people find surprising. It is far tougher to work for a participative mana- ger than for an autocrat. So much for the impression that participative management is a variation of democracy, a sort of bull session in pin stripes. Far from it. The par'- riciparive manager, has no choice but to demand the absolute best you can give. To make that demand, and to make it possi- ble for you to meet ir, is the essence of the entire concept. There is no place to hide if you fail to perform. On the other hand, when you work for an autocrat and do ex- actly what he or she asks, then success or failure is the autocrat's, not yours.- A good participative manager is a good team builder. Here are sex,emi characteris- tics of his management team that are not usualJv mentioned. The team should include everyone ex- cept, in the case of business, the competi- tion. Am.,one who can help accomplish the team's goals should be a member. That includes (for business) the union, all sup- pliers, all customers, and all occasional contributors such as consultants. To mention the union is to speak vol- umes in America. One of the essential fail- ures of the old-style autocratic managers ~ who until recently populated the steel in- dustry, the auto industry, and my own electrical manufacturing industry-- was their absolute insistence on the exclusion of the unions from th~ basic process of running the business. (Th. is attitude is changing. See "The .",?ew ln&~str~aI Relations," Business V~Teek, May I 1, 1981, pp. 84-98.) I have always talked straight to union people, ak~:ays told them ail the facts, and in the end always had good positive rela- tionships with them. That has been my own method of including them in the par- ticipative management process. When ! first took over our large steam turbine manufacturing works in South Phi}adetphia, ] was immediately greeted with a strike. They were letting me know ' who was boss. So I suggested a meeting with the union leaders. As'~i,e walked tox~rd the meeting site, my human resources man kept telling me, ~Gene, there are two things we never talk about with the union -- sub-contracting- 4 Issues & Observations d the plants in the .~ourh. Th~f~ none of .~ir business.~ So l walked into the meet- lng and said, ~Fellas, let's make this a short meeting. 1 only want to talk about two things -- sub-contracting and plants in the south: I don't remember if the human re- sources man had a heart sei:ure, but I do remember the reaction of the union peo- ple. It was the beginning of a constructive relationship. With unions, I always stress the basic team idea. My point of common ground is that we both want the same thing: We want the business to be'successful. Everybody who can play a role has to be on the team. Suppliers have to under- stand how their products and services af- fect your goals. Customers should have a major say about what those goals should be. Only the competition should be for- mally excluded. And even they will teach you some important lessons -- sometimes the hard way. Another aspect of building a team is its role in correcting for your own weaknesses. I am aware, for example, that I am poor at detail. Details bore me. So I we brought people into top jobs at my who are exceedingly good at detail. \Vhen ] confess my x('eakne~, I scare them half to death, and so they protect me against myself. \,~:ry often, the one person who should be on the team and who fails to join it is the top manager. He or she may build a superb team, a sort of alter ego. And that's where the trouble starts. \Vhen the team or any member of it fails to perform well, the top manager becomes protective, rath- er than use the problem to improve per- formance the next time. The pursuit of excellence and its flip side, the rejection of mediocrity, do not de- mand that everyone on the team be super- stars. Good people, working well together, can ahvays beat outstanding people who do not work welt together. It is the team quality that counts, and a team is much' more than the sum of its parts. If there is an essential ingredient in good team building, it is trust. The top manoger has to trust his or her people or replace them. The top manager and the team must be mutually open to one an- other. That trust brings with it the free- that all lov, er level managers need to c×Fcri mcat and grov..' The Participath'e Manager in Practice The Manager as Teacher As part of the Center's Research Sponsor Program, we asked successful managers to tell us abo~r their best teachers. In most cases this turned to be a former boss. The following were the most frequently mentioned characteristics of these managers.as.teachers. · They counselled. They gave younger managers constructive advice and feedback. They used younger managers as sounding boards. · They excelled. Whether in finance, pro&~ction, or marketing, these managers were the best in some aspect of their business. · They gave exposure. They made sure that the work and accom- plishments of young managers were seen. They opened doors/or them. · They provided latitude. They gm,e young managers the freedom to rU', the courage to fail. They involved them in important tasks. · They were tough taskmasters. They challenged; the)' demanded excellence. love ro watch a good worker do his or her job ... whether I'm observing a floor sweeper or a top executive. But I will con- fess a special interest in the characteristics which seem to go along with successful management. After years of u nstructu red observations, I have found four basic skills which seem to be indispensable to success as a manager, even though they do not in themselves guarantee success. The first is intelligence, but not neces- sarily intelligence at the genius level. Geniuses -- or people who think they are geniuses - are easily bored by ordinary mortals, and they quickly become impa- tient and almost invariably autocratic. The second characteristic ora good manager is intellectual curiosity. He or she wants to know why things happen, not just what things are. As a footnote on that point, I must express sceptiisism about the commonly held belief that multi- functional experience provides the best pathway to the top. In fact, the compulsive curiosity of a talented manager will lead him or her to investigate other functions very early in the game. Observation teach- es most of the lessons that need to be learned, arid direct experience across the board is not necessary: The third characteristic is another corollary of intelligence -- the ability to solve problems. The good manager is a natural fact finder, has l~ood reasoning ability, excellent intuition, and is able to make sound decisions. The last of the four characteristics I have observed is the most important: The good.manager must ~ a hard worker, and must regard his or her job as the most im- portant thing in life. ] respect those who have come to reject this last point. There is unquestionably'- much that is wrong with it. All too often, success in management has meant a strain- ed family life, and even divorce. But there are some factors that never change in the continuing human komedy, and one of them is that talented people who work hard wilt always succeed over talented peo- ple who don't. None of the philosophy that has emerged in the past 15 years has changed that fact. Hard work is still the road to success, especially for those who genuineh., enjoy the hard work. These four characteristics are not assur- ances of success in management. They are more like conditions sine o4a non. 'lbu must have them. but you also have to have something else -- an interest nnd ability to ~xork through people to get the job done. Let's look at how a!l of this works out in practice. Participative management does not wcm to produce a lot c;fdramafics. It is a issues & Observations 5 small, ~tcad¥ incr~mcnt.~, rather ~han in I ~randstand plays of the autocrats. So stories ] have to tell are small, but I think they say quite a bit. I mentioned before that I have some people on my operating staffwho have been chosen for their abilky to handle de- tail, as a counterbalance for my own weak- ness in that area. ~t me blend that idea with the concept of trust, and describe what it did for a particular member of my Sta~. This man is extremely bright, able, con- scientious, and su~rb at detail But t~ere was a time when he would sign im~rtant documents on the assumption that ] would certainly read them and (,eeo them if] didn't fee] he was moving to~rd the goal I had set for him. ~at a~umption made him a ]kt]e careless. So, ] let him know t~at I intended to pass some of his documents through without reading them. When ] told him this, he was horri- fied. What if he ~s wrong? Today, know- ing that I might review his decision or l might not, he is much more care~l about the kinds of decisions he makes. ~at helps me. It helps him. It helps Westing- ]t is an aspect ofpa~icipative '~t. Staff meetings under a pa~icipative management system are much more inter- esting. A top manager is wise to encou~ge ~ers to help ~]ve another staffmember's problems. ~en you get more heads and different ~rs~ctives, and maybe a better solution. ~lhen a manager has to explain his or her methods to a group of peers, everyone plays the role of teacher. ~e teaching and teamwork aspects of partici- pative management coincide. So I use a sort of Soc~tJc method in staffmeetings, asking questions like, '~X/hy do you think that approach is better than the t~dition- al app~ach~' or 'Are you sure that your data on this or that is accustom' or alternatives are there~ Can anyone else see a better wav~' If there is a problem in a chosen method or solution, someone else in the staffwi]] usually spot it and bring it out. Such ~er p~essure is [ar more effec- tive than boss ~re%ure. ~taff members ~nve to work together. They know one ot~er's strengths and weaknes~e~ and need one another'5 respect..~nd they are ~tura]]y competitive. So with p~-cr ~re~sure there are usually }%-tier 5olutio~ to proNem~, and you avoid personal embarrassment that might ilhhi}dir independent action in the future. One of the benefits of the emphasis on ;c:~m values is its targeting power. When everyone L, on the team except thc com- petitor, the competitor remains identified as the natural enemy. ~rbu can always tell that your teamwork is slipping when lower level managers be- gin to target artificial adversaries -- not the competition, but people within the or- gani:ation. You may realize that one of your managers has begun to make life mis- emb]e for some internal enemy, such as, for example, the engineering manager. He will spend hours and even days making life difficult for this ~or victim ... and in the p~cess divert competitive enemies that should have been aimed direcdy at the competition. Some of this will probably al- ~ys go on in human a~airs, but it is far less likely to occur when communications are o~n and honest, and when the team is dedicated to excellence. When I have come across situations like this, two things usually occur. First, I hear about it from more than one person. After ! hear it from three people, I act. People are willing to give a top manager that kind of information when they know he or she will be fair to the man or woman who is making the error. Otherwise, there is an unwritten code that encourages people to protect ~me of the poorest performers in the organi:atibn. The second thing that happens is cor- rective. I step in. I point out. ] persuade. If necessary, I get tough. But ] must absolute- 15' re-aim my manager toward the one tar- get he is a/lowed to make life mNerablc for -- the competition. There are rimes when quic~ counseling is very important. I have one manager w,ho had only recently bcgu:,, g=iding that when others on his staff-made presen- tations to us all, he would constantly tell them that even though they had gotten off to a good start, they had a tremendous dis- tance to go before he would be impressed. Naturally this discou."aged everybody. \Vhen ] told him that he had such a habit, he was shocked. But he corrected it. he's careful to assure himself that his peo- ple are going in the right direction, but be- yond that, he only sets attainable objec- tives, and then works to help them go the whole way, one reasonable step at a time. All managers should become outstand- ing listeners. When a manager is con- vinced that he or she !s doing the job right only when his or her jaw is in motion, that's trouble. I remember one man who had the habit of non-stop talk. When I AcCOo .' Sketch~ by Dave Hills tried to tell him about it, he denied it abso- lutely -- and at length. He insisted that he was always careful to engage in balanced dialogue. \Vhile he was telling me about it, I took my wristwatch offand laid it down between us. After 20 minutes of non-stop argument on his part, I picked it up and explained what he had been doing. He got the message. Once in a while, the same process works in reverse. Some years ago, l had a gentleman added to my staffagainst mx, will. The action came from higher up, and I didn't like it. As far as I was concerned, he performed very poorly at his first few staffmeetings. 1 was far from satisfied. 1 was rocked back on my heels when two of my ,other mann?rs took me aside and laid the matter on the line as they saw it. Gene: they said, 'you're makinz this guy 6 · . Issues & Observations To Be Participative, A Manager Needs To ... · Be P~'irient - temper }'o~r style, calm down · Stress In regrir}' -- exemplify basic val:~es of honesty and regard for people · Know the Bxsiness - ~mdersrand the product, the c~momer, the markers · Hm'e Compassion -- be sensitit,e, tolerant, and respecrf:d of sy~bordinates · Be Self-Confident -- belie~:e yo~ can do thejob, and instill this belief in ','our subordinates fail. 'Ibu are not treating him the same way you treat the rest of us." It was the truth, and I think I corrected' myself. You learn such facts about yourself only when you have a management sys- tem which stresses open communication, which believes that all facts -- positive or negative ~ must be brought out when they affect the health and well-being of the organi:htion. \Ve are IMng in an era when change is the norm. For managers, that's not all bad. I've been taking part in some major changes at \%stinghouse in recent years. \Vhen I was given mx., present assignment, inherited two big divisions that were coy- with the dust of the ages. They had doing the same job in the same places for a long time. One division was in Philadelphia. The other was in Pittsburgh. I decided that we should consolidate them. But the two dMsions were such rivals that to choose either city would be to give one the upper hand. The old "artifi- cia! adversary" syndrome was at work.' Change was in order -- and we gave it to them. \Ve moved the whole combined opera- tion to Orlando, built a new headquarters, and invited only those who still had blood moving through their veins to come along. That caught their attention. I have in- structed their management that they can stay in Orlando only as long as they make money. Otherwise, we'll sell the new build- ing and call it a day. That really got their attention. Change can be the best tool available to any manager ... especially organi:ation- al change. People are difficult to change, but it's easy to change an organi:ation. Once you have a significant change under- way. you get the elbow room to adjust the ,-called 'culture' of thc operation. .An environment o(change -- either i;-;im~k-d bv ~ top manager or thrust in fro::', thc world ot.,t~ide -- it helpful in ~oura,.;i:~g thc art {,f participatix c tonnage- m,. at. In '~hc-tartar <ca of ch:met. themselves aboard the same boat. A spirit of mutual support in pursuit of survival can actually be sensed in the group. That's a good climate fo[ team building. A good participative manager cherishes change, whatever its source. He or she is also flexible -- both in policies and in re- sponse to events. Firm, unchanging pol- icies are nearly always unproductive, for two reasons. First, policies inherently state what not to do. They block creatMty. Second, they cannot be changed under the pressure of unexpected demands. In these rapidly changing times, a good, open manage- ment atmosphere is far more useful than 'a set of firm policies.containing what pears to be the wisdom of the ages. Another tie that can link any grouping of managers into a participative entity is an all-out emphasis on quality. Once ! be- gan moving those people to Orlando, I brought in a quality consultant and began a whole new drive to do everything right the first time. For management, quality is a shared methodology. They must help one another. Guidelines for Making it V~ork Now let me offer you a few dos and don'ts for the top manager. If you're the top manager, always insist on excellence. \Vithout that discipline, participative management can quickly de- teriorate into a long, dull conversation. Don't put up with mediocrity. Once you have spotted mediocrity, prune it out immediately, whether it comes in the form of an attitude, a method, or a person. One mediocre performer can, like the bad apple, ruin th~.whole group. Somebody; it is always the lowest perceived level of per- formance that sets the tone. Remember that, at I once saw it stated, 'facts are friendly: Everyone in a participa- tive management group should under- stand that no fact, however negative, should be hidden away, even tcmporarilv. Thc sooner a problem is placed on thc table, thc q~oner tin0 total men:al re- sources oft}he grok~p ca~'a bt. ai,}-,ticd to it. [.e(t in the dark, negative facts grow like mushrooms, and can be just as poisonous. Left in the dark, positive facts may not grow at all. When everyone in your partici- pative management group knows all the facts, they will make the same decision you have made about what to do. If they don't, you are probably wrong. A corollary of the 'facts are friendly" idea is the need to open extensive com- munication between you as top manager and 5'our people. Dialogue is essential to participative management. Not talk -- dialogue. The top manager must always be tenacious. Participative management is not the fastest way to get results. ]t is the fastest way to get successful results. \/ery often, you will have to hold your peace while a member of your team does a job in his or her own way, often a way that you know to be indirect. But in the end, the personal enthusiasm which comes with that kind 9f independence gets the ball rolling mt)ch faster. Slow starts, fast finish- es -- that's one aspect of participative man- agement. ~y to regard such initial losses in time and efficiency as strategic invest- ments. They usually pay off. Value ideas but don't fall in love with ideas for their own sake. The real value of participative management is its ability to implement ideas, which is always a much tougher job than thinking them up. Perhaps most important of all -- no, let me change that -- absoluteS, most impor- tant of all for a top manager: Don't take yourself too seriously. In participative sy.s- terns, and probably in all management sys- tems, a big ego at the top is a tremendous handicap. Remember, in addition to being your mother's incredible son or daughter, it took a lot of luck to get you the top job. You're good, but so are the people around you. Be able to laugh at yourself. That sin- gle characteristic wilt open the channels of communication in your direction, and you will gain a measure of personal loyalty which is never granted to peop]e who have forgotten that they are people. Reprints Reprints of this article are available at a cost of S.25 each for orders of 10 (mini- mum ordert to o0, 5.20 for 100 or more copies. Please send your check or money order tt:: Pulqications. Center for Crea- tix'c Le::dcrshi;', P.O. Box P-1, Greens- t,or<:..NC 27402-! O,,',C. 156 What effective general managers really do They do not function in a crisply defined environment, or direct through formally delineated organizational channels, or systematically set and fo//ow formal plans- in other words, they don't fit the stereotype Jolm R Kotter A rather large gap ex2sts between the con- ventional wisdom on management functions, tools, and systems on the one hand and actual managerial behavior on the other. The former is usually discussed in terms of planning, controlling, staffing, organizing, and directing; the ia tter is characterized by long hours, fragmented epi- sodes, and ora] communication. Actual behavior, as a stud), of successful general managers shows, looks less sys- tematic, ¢hore informal, less reflective, more reactive, less well organized, and more frivolous than a student of strate- gic planning systems, MIS, or organization~ design would ever expect. The gap is important and ddsturbing for many reasons. First of ail, it raises seffous questions about the kind of formal planning, performance appraisal, and other sfstems that are commonly in use today. In a similar way, it raises quesffons about management educaffon, which usually relies heavily on management "theory" and which a's curren ely producing more than 60,000 new MBAs each year. Furthermore, the gap makes it difficult for exccutives to coach younger managers and makes it hard for them to know how they might improve their own effectiveness. The study was conducted by lorn R Kotter, profzssor of organizational behavior at the Harvard Busi- ness School. This article, which is adapted from his book 'lg~e General Managers (Free Press, I982), is his fourth in HER. His last article, which he coauthored ~4th lohn 1. Gabarro, "Managing Your Boss," appeared in our ]anuary- Februao, 1980 issue and won the McKinsey Award for the second best HBR article of that year. Here is a description of a reasonably typical day in the life of a successful executive. The individual in this case is Michael Richardson, the pres- ident'of an investment management firm. A.M. 7:35 He arrives at work after a short com- mute, unpacks his briefcase, gets some coffee, and begins a "to do" list for the day. 7:40 7:45 8:00 8:20 Jerry Bradshaw, a subordinate, arrives at his office, which is right next to Richardson's. One of Bradshaw's duties is to act as an assistant to Richardson. Bradshaw and Richardson Converse about a number of topics. Richardson shows Bradshaw some pictures he recently took at his summer home. Bradshaw and Richardson talk about a schedule and priorities for the day. In the process, they touch on a dozen ferent subjects and issues relating to customers, and other subordinates. Frank Wilson, another subordinate, drops in. He asks a few questions about a personnel problem and then joihs in the ongoing discussion. The discussion is straightforward, rapid, and occasion' ally punctuated with humor. £d, tor's note: All reIeter~ce$ are lis~ed the end o{ the article. Effective general managers 157 8:30 8:40 8:42. 8:43 8:45 8:49 8:55 · 9:09 9:15 9:30 Feed Holly, the chairman of the firm and Richards0n's "boss," stops in and joins in the conversation. He asks about an appointment scheduled for ll o'clock and brings up a few other topics as well. Richardson leaves to get more coffee. Bradshaw, Holly, and Wilson continue their conversation. Richardson comes back. A subordinate of a subordinate stops in and says hello. The others leave. Bradshaw drops off a report, hands Richardson instructions that go with it, and leaves. Joan Swanson, Richards4n's secretary., arrives. They discuss her new apart- ment and arrangements for a meeting later in the morning. Richardson gets a phone call from a sub- ordinate who is returning a call from the day before. They talk primarily about the subject of the report Richard- son just received. He leaves his office and goes to a regular morning meeting that one of his subor- , dinates runs. There are about 30 people there. Richardson reads during the meeting. The meeting is over. Richardson stops one of the people there and talks to him briefly. He walks over to the office of one of his subordinates, who is corporate counsel. His boss, Holly, is there too. They dis- cuss a phone call the lawyer just received. While standing, the three talk about possible responses to a problem. As before, the exchange is quick and includes some humor. Richardson goes back to his office for a meeting with the vice chairman of another firm (a potential customer and" supplier). One other person, a liaison with that firm and a subordinate's sub- ordinate, also attends the meeting. The discfission is cordial. It covers many topics, from their products to U.S. for- eign relations. 9:50 9:52 9:55 9:58 10:35 10:41 10:S0 11:03 11:05 The visitor and the subo'rdinate's subor- dinate leave. Richardson opens the adioining door to graclshaw~s 0~ice and asks a question. Richardson% secretary comes in with five items of business. Bradshaw drops in, asks a question about a customer, and then leave,. Frank Wilson and one of his people arrive. He gives Richardson a memo and then the three talk about the important legal problem. Wilson does not like a decision that Richardson has tenta- tively made and urges him to recon- sider. The discussion goes back and forth for 20 minutes until they agree on the next action and schedule it for 9 o'clock the next day. They leave. Richardson looks over papers on his desk, then picks one up and calls Holly's secretary regarding the minutes of the last board meeting. He asks her to make a few corrections. His secretary comes in with a card for a friend who is sick. He writes a note to go with the card. He gets a brief phone call, then goes back to the papers on his desk. His boss stops in. Before Richardson and Holly can begin to talk, Richardson gets another call. After the call, he tells his secretary that someone didn't get a letter he sent and asks her to send another. Holly brings up a couple of issues, and then Bradshaw comes in. The three start talking about Jerry Phillips, who has become a difficult problem. Brad- shaw leads the conversation, telling the others what he has done during the last few days regarding this issue. Richard- son and Holly ask questions. After a while, Richardson begins to take notes. The exchange, as before, is rapid and straightforward. They try to define the problem and outline possible alterna- tive next steps. Richardson lets the dis- cussion roam away from and back to the topic again and again. Finally, they agree on a next step. 158 P.M. 12:00 12:10 12:20 1:15 1:40 1:50 1:55 2.:00 3:00 Richardson orders lunch for hlrnself and Bra&haw. Bndshaw comes in and goes over a dozen items. Wilson stops by to say that he has already followed up on their earlier conversation. A staff person stops by with some calcu- lations Richardson had requested. He thanks her and has a brief, amicable conversation. Lunch arrives. Richardson and Brad- shaw go into the cor~erence room to eat. Over lunch they pursue business and nonbusiness subjects. They laugh often at each other's humor. They end the lunch talking about a potential major customer. Back in Richardson's office, they con- tinue the discussion about the cus- tomer. Bradshaw gets a pad, and they go over in detail a presentation to the cus- tomer. Then Bradshaw leaves. Working at his desk, Richardson looks over a new marketing brochure. Bradshaw comes in againl he and Richardson go over another dozen details regarding the presentation to the potential customer. Bradshaw leaves. lerry Thomas comes in. He is a subordi- nate of Richa?dson, and he has sched- uled for the afternoon some key performance appraisals, which he and ' Richardson will hold in Richardson's office. They talk briefly about how they will handle each appraisal. Fred Jacobs (a subordinate of Thomas) joins Richardson and Thomas. Thomas runs the meeting. He goes over Jacobs's bonus/or the year and the reason for it. Then the three of them talk about Jacobs's role in the upcoming year. They generally agree and Jacobs leaves. lane Kimble comes in. The appraisal fol- lows the same format as for Fred Jacobs. Richardson asks a lot of questions and praises Kimble at times. The meeting ends on a friendly note of agreement. George Houston comes in; the appraisal format is repeated again. Harvard Business Review November-December 1982 3:30 When Houston leaves, Richax4s0n ancl Thomas talk briefly about how well they have accomplished their objectives in the meetings. Then they talk briefly about some of Thomas's other subordi- nates. Thomas leaves. 3:45 Richardson gets a short phone call. His secretary and Bradshaw come in with a list of requests. 3:50 Richardson receives a call from Jerry Phillips. He gets Ns notes from the 11 o'clock meeting about Phillips. They go back and forth on the phone talking about lost business, unhappy subordi- nates, who did what to whom, and what should be done now. It is a long, circular, and sometimes emotional conversation. Near the end, Phillips is agreeing with Richardson on the next step and thank- ing him. 4:55 Bradshaw, Wilson, and Holly all step in. Each is following up on different issues that were discussed earlier in the day. Richardson briefly tells them of his con- versation with Phillips. Bradshaw and Holly leave. 5:10 Richardson and Wilson have a light con-. vegsation about three or four items. 5:20 Jerry Thomas stops in. He describes a new personnel problem and the thxee of them discuss it. More and more humor starts coming into the conversation. They agree on an action to take. 5:30 Richardson begins to pack his briefcase. Five people briefly stop by, one or two at a time. 5:45 He leaves the office. In at least a dozen ways, Richardson's day is typical for a general manager. The daily behavior of the successful GMs I have studied generally con- forms to these patterns (see the ruled insert for a description of the study): 1 They spend most of their time with oth- ers. The average GM spends only 25% of his working time alone, and this is spent largely at home, on air- planes, or while commuting. Few spend less than 70% of their time with others, and some spend up to 90% of their work time this wa): Effective genera! managers 159 2 The people they spend time with many in addition to their direct subordinates )ss. GMs regularly go around the formal cram of command. They also regularly see people who often appear to be unimportant outsiders. 3 The breadth of topics in these discus- sions is extremely wide. The GMs do not limit their focus to planning, business strateg-y, staffing, and other "top management concerns." They discuss virtually anything and everything even remotely associated with their businesses and organizations. 4 In these conversations, GMs typically ask a lot of questions. In a half-hour conversation, some will ask literally hundreds. 5 During these conversations, the GMs rarely seem to make "big" decisions. 6 These discussions usually contain a considerable amount of joking and kidding and con- cern non-work-related issues. The humor is often about others in the organization or indus try. Nonwork discussions are usually about people's families, hob- . or recent outside activities {e.g., golf scores}. 7 In not a small number of these encoun- ters, the substantive issue discussed is relatively unim- portant to the business or organization. That is, GMs regularly engage in activiti, es that even they regard as a waste of time. 8 In these encounters, the executives rarely give orders in a traditional sense. That is, they seldom "tell" people what to do. 9 Nevertheless, GMs frequently engage in attempts to influence others. However, instead of telling people what to do, they ask, request, cajole, persuade, and intimidate. 10 In allocating their time with others, GMs often react to others' initiatives. Much of the typ- ical GM's day is unplanned. Even GMs who have a heavy schedule of planned meetings often end up spending a lot of time on topics that are not on the offi- cial agenda. 11 Most of their time with others is spent in short, disjointed conversations. Discussions of a sin- gle question or issue rarely last more than ten minutes. And it is not at all unusual for a GM to cover ten unre- lated topics in a five-minute interaction. 12 They work long hours. The average person I have studied:works just under 60 hours per Basis of the study Conducted between 1976 and 1981. this study focused cma group of successful general managers in nme corporations. I examined what their jobs entailed, who they were, where t~ey had come from, how they ... behaved, and how this all varied in Ciiflerent corporat, ~and industry settings. . The participants all had some profit center and multi- hJncfional responsibility They were located in cities across the Urlited States. They were involved in a broad range of industries, including banking, consult- lng,tire and rubber manufacture TV mechanical equipment manufacture, newspapers, cop~er$, revest- merit management, consumer products,and $~ i2--';;?JTother$. The businesses they were responsible for sales, others m the $10 million to $50 million range, $1 bill,on range and some dong $1 bdhon or more. ~-~.}~4~'average these execut yes were 47 years o d In 1978 ~?~'~27C selected were believed to be performing well in .~ ':to 12 month~ Each time ~ nterv ~w~d th~m for at five hours, 6tten more. I observed their dai}y routine tot ~:-?~-~'~bc~ut 35 hours and I interviewed for an hour each - the dozen or so key people with whom each worked'.' The GMs filled out two questionnaires and gave me appointment diaries, and annual reports. From these various sources, I obtained information on the GMs~ ~{;;?~ backgrounds, personalities jobs, job contexts, i. :behavior. and performance. Because data co0ectio,~ .:?:~ ~;~L;~.?.~::'::¢.~,:'Zlimit the number of GMs selected for study to 15 I measured the pedormance o! the GMs; by cornbinin¢'~'] :'.:-}~absolute sense and compared with Cans. The Iatler ~;!~*~:}'3~'~(~}~..*..included opinions of people who worked with the GMa f;~?(in¢luding bosses subordinates, and peers), as well as. judged most o( the GMs to be doing a"very goed" jc~b.'? A few were rated "excellent" and a few "oood2fa r' - week. Not many work fewer than 55 hours per week. Although some of their work is done at home, while commuting to work, or while traveling, they spend most of their time at their places of work. These patterns in daily behavior, which Richardson's day illustrate, are basically consistent with other studies of managerial behavior) especially those of high-level managers.~ Nevertheless, as Herin/ Mintzberg has pointed out,~ this behavior seems hard to reconcile, on the surface at least, with traditional notions of what top managers do {or should do). It is hard to fit the behavior into categories like "planning," "organizing," "controlling," "directing, .... staffing," and so on. And even if one tries, two conclusions surface: (11 The "planning" and "organizing" that these 160 Harvard Business Review November-Deeembe: 1982 people do does not seem very systematically done; it seems rather hit or miss, rather sloppy. (2] A lot of behavior ends up being classified as "none of the above/' The h:npllcation is that these are things that top managers should not be doing. Nevertheless, hit or miss is precisely how planning and organizing mani- fest themselves in the daily behavior of effective exec- utives, and for perfectly understandable reasons. How effective executives approach their jobs To understand why effective GMs behave as they do, it iS essential first to recognize the types of challenges and dilemmas found in most of their jobs, the two most fundamental of which are: Figuring out what to do despite uncer- tainty, great diversity, and an enormous amount of potentially relevant information. Getting things done through a large and diverse set of people despite having lit- tle direct control over most of them. · The severity of these challenges in com- plex organ.izations is much greater than most nonex- ecutives would suspect. And the implications of these job demands for the traditional management functions of plannh-~g` staffing, organ/zing` directing, and control- Eng are very powerful. Exhibit I suggests that the very nature of executive jobs requires a complex and subtle approach to planning, organizing, staffing, and so forth. The approach needs to take into account the uncer- tainty involved, as well as the diversity and volume of potentially reJevant information. It must also come to gM'ps with the difficult human environmenL it must somehow help executives get things done despite their dependency on a large number of people, many of whom are not their subordinates. An examination of effective general rnanagers suggests that they have found just such an a.c?oach, a central part of which might be usefully thought of as "agenda setting" and "network building." Agenda setting During their first slx months to a year 2,: ~ new iob, GMs usually spend considerable time ~nage~ ~,..:~ ' Figuring ~ ~at to do 7.: Geffing ,run.ions '<k}~. ': despAe great un~n~, :7' ~rough }~.e:J ::;:',:~ 447:%~7:::': great diversiW,~d an ;.~ ' dive~e :' r- -:'~i.)~ ~47'5~:.: :;into~t~n ~ f: :': :, ~ them b?ar~_nlng ~';.-'~ ! .~:~ P, lann!,ng is very difficult to. :5 :: Planning rnu~ be~io~e~. : :r;~;'~;'.7' ~';-'; ;-: ': oo well n such a contexL I! : in a way lhat does not~ ~;:~:9.' ~*. ;~;:>~:--:'~9 reqmres a lot of time and ??::: exacerSoate the [~:,::~4."~' ~:7i:1~;;::;; ~: attention, not just a series 2-.: veryclitfmulthuman::.~ ES.~,.:~;'~.~!?;~.~:~: ~?' of meetings once a yem'.tt: !~:" envkonmenL One ~ [,~;~. ~ Y:~2;g~ ,7:;7 'fi . sy i:~ re0aru'n~t~'~o ~.Stamn. g a~ ~::. -: ,Some type of sound plan ;::~-.iThe re,tiurces ~' orgamzing }.~: ' or map is essential7-: ~:'c::~;:~'~ needs ~ getlhejc~b'~ ~-~:?.?~::;; ;i.~?,:. becau, se wit2~out it there is:'j; .! done }nctude ma~ ~ ~.TL~3;:.,~}~:::~4.~;~:-.~-:: .no ration, al basis for..."statf;._,:' pie bes~es direct :'-=~.~.:-:~ ~ -~;z:~:~:::L: ;:'! &:%:.=':' 7..:-* ' ': ::~-:*~ .:3~; -,:...~,rnul~ be aimed at !.:; -. ' :::. ,:7~ :~':, ?:' :'~ :~:3-:-:: ~ Y · &' '::~:'Z3.~ 4:::~-. :~:' will have tD rely mainly . %.;o, '.A :'and ' '::'?""~: or map is essential, ,. i' ;; - cooperatverelafion2~7;, [oontrolllng !-~}7;i i .becau$.e. without it, il is-i::.21 ships to those i:e:"$: ,' ~:5:{::Z' *:i= {: - impossible to know where .{ :: on which one is depen~,ai ~~,~¢s:'~ ~o direct one'a attenUon-.">- !¢ ~'{lent is [~..:~-)-:~?~?'-: . ' i. omtJes, wimout zL one ': ::L: } "o'irec~, and establishing their agendas. Later, they continue to update them but in a less time-consuming process. Effective executives develop agendas that are made up of loosely connected goals and plans that address their long-, medium-, and short-term responsibilities. The agendas usually address a broad range of financial, product/market, and organizational ' issues. They include both vague and specific items. Exhibit II summarizes the contents of a typical GM's agenda. Although most corporations today have formal planning processes that produce written plans, GMs' agendas always include goals, priorities, strat- eg/es, and plans that are not in these documents. This is not to say that formal plans and the GMs' agendas are incompatible. Generally they are very consistent, but they differ in at least three important ways: [] First, the formal plans tend to be written mostly in terms of detailed financial numbers. GMs' agendas tend to be less detailed in financial obi&tires and more detailed in strategies and plans for the busi- ness or the o~ganization. [] Second, formal plans usually focus entirely on the short and moderate run (3 months to 5 yearsJ, while GMs' agendas tend to focus on a I broader time fr,ame, which includes the immediate explicit, ngorous, and logical, especially regarding how v~ious financial items fit together. GMs' agendas often contain lists of goals or plans that are not as explicitly connected. Executives beg'in the process of develop- ing these agendas immediately after starting their jobs, if not before. They use their knowledge of the businesses and organizations involved along with new information received each day to quickly develop a rough agenda- typically, this contains a v. ery loosely connected and incomplete set of objectives, along with a few specific strategies and plans. Then over time, as more and more information is gathered, they incre-' mentally {one step at a time} make the agendas more complete and more tightly connected. In gathering information to set their agendas, effective GMs rely more on discussions with others than on books, magazines, or reports. These peo- ple tend to be individuals with whom they have rela- tionships, not necessarily people in the "appropriate" job or function le.g., such as a person in the planning function}. [n this way, they obtain information contin- tuously, day after day, not just at planning meetings. And they do so by using their current knowledge of the business and organization and of management in gen- eral to help them direct their questioning, not by ask- lng broad or general questions. In other words, they find ways with.in the flow of their workdays to ask a few critical questions and to receive in return some information that would be useful for agenda-setting purposes. With this infon'nation, GMs make agenda-setting decisions both consciously {or analyti- cally} and unconsciously {or intuitively} in a process that is largely internal to their minds. Indeed, impor- tant agenda-setting decisions are often not observable. In selecting specific activities to include in thek agen- das, GMs look for those that accomplish multiple goals, that are consistent with all other goals and plans, and that are within their power to implement. Projects and programs that seem important and logical but do not meet these criteria tend to be discarded or are at least resisted. Almost all effective GMs seem to use this type of agenda-setting process, but the best per- formers do so to ag~eater degree and with more skill. For example, the "excellent" performers I have studied develop agendas based on more explicit business strat- egies that address longer time hames and that include a wider range of business issues. They do so by more aggressively seeking information from others (includ- ing "bad news"), by more skillfully asking questions, and by more successfully seeking out programs and Effective general managers i61 · L~ng tun : A vague notion Only a vague .5 lo 20 years : ":' of revenues or notion of what <;~-..~,~. '": ROI desired in k nd of busi- ~::.:~? 7..-: '~ 10 to 20 years, ness (products tmticr: ~-~ ..... ;::,.~ ....Z, ;'L ' - ' and markets) me t~-~';~-~:~i4 '- ? '. ~:: ~ '. :: ..... to develop. GM ~k~:e~ ,~:: '..' .... · , ' that ! Meal|urn run., :'~ Z' A f airt7 specific Some aoals ~?_'..-:C~-set of goals for .. and pl~.ns fo; ' :' item~,c'.,,:L -:4 sales, and * .- growingthe * '-. a3:(~) by ~.~ income and . business, SUCh 19&'3 we . . · ~ , . ROI for the as. (a) ~ntro- ... nee~ a rr.,.lor- next five years. ' duce three '" reorganiz?~or~ ~*~::.~:~:~'.~ .... . . ' new products 5j::,';~:~:!;{'"-' .T''- * :: and (b) explore 'fcr Corey !~;'~-~f~:7~?:~72:5:: ): ..~ .- 'acquisition '-~''- '% '" - ' poss bi ties ,~: ~:~, ,, ;:' ~ L:.'~ :-,-, ~' . ..,; .. inthecoea-, eShortrun :e"'7,: A very detailed Asetofgen- AlistoI Fzero ~: -;;' ¥',;.?;~ li~ o(financial .' eral objec~es ' itemz, s~'ch ~2.~Zfi ',~j~iv~ ~or "~d plans .... a~: (a) fl,,d a ~~"~',:~: ~e qua~er :- aim~ at suc~ , -::.- replacement ~&~:.~'~' ~ the year in ~ings ~: (a) · :,-.:-,o~ Smi~ ~.~ ~eas. ~les, ' share for van- .. ::.:~- get Jon~s ~;77.¥~::~xpe~s, . ous pr~u~;.-~ ;,: "' commit ~$~?~ 5..m~me, ROI, . . ~d (b) ~e - ~' .:~ :-:. self ~ a ~_. projects that c~ help accomplish multiple objectives At O~C~.4 Network building In addition tO setting agendas, effective GMs allocate significant time and effort when they first take their jobs to developing a'network of coopera- tive relationships among those people they feel are needed to satisfy their emerging agendas. Even after the first six months, this activity still takes up consid- erable time; but generally, it is most intense during the first months in a job. After that, their attention shifts toward using the networks to both implement and help in updating the agendas. This network-building activity, as I have observed it and had it described to me, is aimed at much more than just direct subordinates. GMs develop cooperative relationships with and among peers, out- siders, their bosses' boss, and their subordinates' Subor- dinates. Indeed, they develop relationships with {and sometimes among) any and all of the hundreds or even 162 Harvard Business Review . November-December 1982 · ', ' ~ ,- , S~ ,~.~ - '~ ~ ~Z~;";-'~' ~Z~ ~:~'-. .' '5 '-~':~ -~ ;' thousands of people on whom they feel dependent because of iheir jobs. That is, just as they create an agenda that ts different from, although generally con- sistent with, formal plans, they also create a network that is different from, but generally consistent with, the formal organization structure {see £xhJbit III for a typical GM's network). In these large networks, the nature of' the relationships varies significantly in intensity and in type; some relationships are much stronger than others, some much more personal than others, and so on. Indeed, to some degree, every relationship in a net- work is different because it has a unique history, it is between unique people, and so forth. GMs develop these networks of cooper- ative relationships using a wide variety of face-to-face methods. They try to make others feel legitimately obliged to them by doing favors or by stressing their formal relationships. They act in ways to encourage others to identify with them. They c~efully nurture their professional reputations in the eyes of others. They even maneuver to make others feel that they are · particularly dependent on the GMs for resources, or career advancement, or other support. In addition to developing relationships with existing personnel, effective GMs also often de. velop their networks by moving, hiring, and firing subordinates. Generally, they do so to strengthen their ability to get things done. In a similar way, they also change suppliers or bankers, lobby to get different peo- ple into peer positions, and even restructure their boards to improve their relationship with a needed resource. Furthermore, they also sometimes shape their networks by trying to create certain types of relationships among the people in various parts of the network. That is, they try to create the appropriate "environment" (norms and values} they feel is neces- sary to implement their agendas. Typically this is an environment in which people are wi[ting to work hard on the GM's agenda and cooperate for the greater good. Although executives sometimes try to create such an environment among peers, bosses, or outsiders, they do so most often among their subordinates. · Effective general managers 163 Almost all effective CMs use this network-building process, but the best performers do so more aggressively and more skillfully. "Excellent" performers, for example, create networks with many talented people in them and with strong ties to and among their subordinates. They do so by using a wide variety of methods with great skill. The "good/hit" performers tend to use fewer network-building meth- ods, employ them less aggressively, and in the process, create weaker networks,s Execution: getting networks to implement agendas After they have largely developed, their networks and agendas, effective GMs tend to shift their attention toward using the networks to imple- ment their agendas. In doing so, they marshal their interpersonal skills, budgetary resources, and informa- tion to influence people and events in a variety of direct and indirect ways. ' In implementing their agendas, GMs often call on virtually their entire network of relation- ships to help them. They do not limit their assistance to direct subordinates and a boss; when necessary, they use any and all of their relationships. During my time with GMs, I have seen some of them call on peers, cor- porate staff people; subordinates reporting three or four levels below them, bosses reporting two or three levels above them, suppliers or customers, even competitors, to help them get something done. There is no category of people that was never used. And in each case, the. basic pattern was the same: The GM was trying to get so. me action on items in his agenda that he felt would not be accomplished without intervention on his part. The people he approached could be of help, often uniquely so. The people he approached were part of his network. The GM chose people and an approach with an eye toward achieving multiple objectives at once and doing so without inadvertently disturbing important relationships in the network. ~-Iaving approached people, GMs often influence them by simply asking or suggesting that they do something, knowing that because of their rela- tion_ship with the person, he or she will comply. In some eases, depending on the issue in 0lYec an4 the nature of the relationshi?~ they also use thckr knowb edge and information to help persuade these people. Under other circumstances, they will use resources available to them to negotiate a trade. And occasional- ly, they even resort to intimidation and coercion. Effective GMs also often use their net- works to exert indirect influence on people, including people who axe not a part of that network. In some cases, GMs will convince one person who is in their network to get a second, who is not, to take some needed action. More indirectly still, GMs will some- times approach a number of different people, request- ing them to take actions that would then shape events that influence other individuals. Perhaps the most common example of indirect influence involves stag- ing an event of some sort. In a typical case, the GM would set up a meeting or meetings and influence oth- ers through the selection of participants, the choice of an agenda, and often by his own participation. Unlike the case of direct influence, GMs achieve much o'f their more indixect influence through symbolic methods. That is, they use meetings, architecture, language, stories about the organization, time, and space as symbols in order to get some mes- sage across indirectly. All effective GMs seem to get things done this way, but the best performers do so more than others and with greater skill. That is, the better per- formers tend to mobilize more people to get more things done, and do so using a wider range of influence tactics. "Excellent" performers ask, encourage, cajole, praise, reward, demand, manipulate, and generally motivate others with great skill in face-to-face situa- tions. They also rely more heavily on indirect influ- ence than the "good" managers, who tend to rely on a more narrow range of influence techniques and apply them with less finesse.6 How the job determines behavior Most of the visible patterns in daily behavior seem to be direct consequences of the way GMs approach their job, and thus consequences of the nature of the job itself and the type of people involved. More specifically, some of these patterns seem to derive from the approach taken to agenda setting~ oth- ers from network building~ others from how they tend to use networks to implement agendas, and still others from the approach in general. Spending most of the time with others (pattern 1} seems to be a natural consequence of 164 · Harvard Business Review November-December 1982 the CM's overall approach to the job and the central role the network of relationships plays. As we saw ear- lier, GMs develop a network o£ relationships with those the job makes them dependent on and then use that network to help create, implement, and update an organizational agenda. As such, the whole approach to the job involves interacting with people. Hence it should not be surprising to find that on a daily basis, GMs spend most of their time with others. Likewise, because the network tends to include all those the GM is dependent on, it is hardly surprising to find the GM spending time with many besides a boss and direct subordinates {pattern 2}. And because the agenda tends to include items related to all the long-, medium-, and short-nm responsibilities associated with the job, it is to be expected that the breadth of topics covered in daily conversations might be very wide {pattern 3). A few of the other patterns seem to be a direct consequence of the agenda-setting approach employed by GMs. As we saw earlier, agenda setting involves gathering information on a continuous basis from network members, usually by asking questions. That GMs ask a lot of questions (pattern 4} follows directly. With the information in hand, we saw that GMs create largely unwritten agendas. Hence, major agenda-setting decisions are often invisible} they occur in the GM's mind {pattern 5). We also saw that network building involves the use of a wide range of interpersonal tac- tics. Since humor and nonwork discussions can be used as effective tools for building relationships and maintaining them under stressful conditions, we should not be surprised to find these tools used often · {as we do-pattern 6}. Since maintaining relationships requires that one deal with issues that other people feel are important (regardless of their centrality to the busi- ness}, it is also not surprising to find the GMs spending time on substantive issues that seem unimportant to us and them {pattern 7}. As I indicated earlier, after the initial period on the job the thrust of the GMs' approach is to use their networks to implement their agendas. They do so using a wide variety of direct and indirect influ- ence methods. Ordering is only one of many methods. Under these circumstances, one would expect to find them rarely ordering others (pattern 8} but spending a lot of time trying to influence others (pattern 9). The efficiency of seemingly inefficient behavior of all the patterns visible in daily Eehavior, perhaps the most difficult to understand, or at least appreciate, are that the executives do not plan their chys in advance m much detail but instead react (panem 10) and that conversations are short and dis- jointed lpattern 11). On the surface at least, ]~ehavhag this way seems particularly managerial. Yet these patterns a~e possibly the most important and efficient of all. The following is a typical example of the effectiveness and efficiency of "reactive" behavior. On b_is way to a meeting, a GM bumped into a staff member who did not report to him. Using this oppor- tun/tM in a two-rrfi_nute conversation he: la} asked two questions and received the irdormation he needed} {b} reinforced their good relationship by sincerely com- plimenting the staff member on something he had recently done; and {c} got the staff member to agree to do something that the GM needed done. The agenda in his mind guided the exec- utive through this encounter, prompting him to ask · imporpnt questions and to request an important action. And his relationship with this member of his network allowed him to get the cooperation he needed to do all this very quickly. Had he tried to plan this encounter in advance, he would have had to setup and attend a meeting which would have taken at least 15 to 30 minutes, or 750% to 1,500% more time than the chance encounter. And if he had not already had a good relationship With the person, the meeting may have taken even longer or been ineffective. In a similar way, agendas and networks allow GMs to engage in short and disiointed conversa- tions, which can be extremely efficient. The following set of very short discussions, taken from a day in the life of John Thompson, a division manager in a finan- cial services corporation, is typical in this regard. The · conver.sation occurred one morning in Thompson's office. With him were two of his subordinates, Phil Dodge and Iud Smith: Thompson: "V4hat about Potter?" Dodge: "He's OK:' Smith: "Don't forget about Chicago:' Dodge: "Oh yeah." [Makes a note to himself.] Thompson: "OK. Then what about next week?" Dodge: Thompson: '~We're set." ? "Good. By the way, how is Ted doing?" Smith: "Better. He got back from the hospital on Tuesday. Phyllis says he looks good." Thompson: "That's good to hear. I hope he doesn't have a relapse." Dodge: "I'll see you this afternoon." [Leaves the room.] Thompson: "OK. [To Smith.] Are we all set for now?" Smith: "Yeah." [He gets up and starts to leave.] Lawrence: [Steps into the doorway from the hall and speaks to Thompson.] "Have you seen the April numbers yet?" Thompson: "No, have you?" Lawrence: "Yes, five minutes ago. They're good except for CD, which is off by 5% :' Thompson: "That's better than I expected:' Smith: Thompson: "I bet George is happy' [Laughing.] "I/he is, he won't be after talk to him:' [Turner, Thompson's secretary, sticks her head through the doorway and tells him Bill Larson is on the phone.] Thompson: Lawrence: Thompson: "I'll take it. Will you ask George to stop by later? [Others leave and Thompson picks up the phone.] Bill, good morning how are you?...Yeah .... Is that right?...No, don't worry about it .... I think about a million and a half .... Yeah .... OK .... Yeah, Sally enjoyed the other night too. Thanks again .... OK .... Bye:' [Steps back into the office.] 'SVhat do you think about the Gerald proposal?" "I don't like it. It doesn't fit with what we've promised Corporate or Hines:' Lawrence: "Yeah, that's what I thought too. What is lerry going to do about it?" Thompson: "I haven't talked to him yet. [He tums to the phone and dials.] Let's see if he's in," This dialogue may seem chaotic to an outsider, but thaCs only because an outsider does not share the business or organizational knowledge these managers have and does not know Thompson's agenda. That is, an outsider would not know who Pot- ter, Ted, Phyllis, Bill Larson, Sally, Hines, or Jerry are, or what exactly "Chicago," "April numbers," "CD," or the "Gerald proposal" refer to. Nor would an outsider 39,=2, ' Effective general managers know what rote Potter or Hines plays in Thompso.:L" agenda. But to someone with that kn0wle dse, t!-e versations make sense. But more important, beyond bein.z. chaotic," these conversations are in fact amazingly cient. In less than two minutes Thompson rcco:n- plished all of the following: 1 He learned that Mike Potter rgreed help on a particular problem loan. That problem, resolved successfully, could have seriously hurt Thompson's plan to increase the division's bus,_'ne.z: a certain area. 2 He reminded one of his managers to c~ Ii someone in Chicago in reference to that loan. 3 He found out that the plans for the ne,-'t week, about that loan, were all set. These included two internal meetings and a talk with the client. 4 He leimed that Ted Ienk.ins was fee~ing better after an operation. Ted worked for Thompson and was an important part of Thompson's plans for the direction of the division over the next two years. 5 He found out that division income fer April was on budget except in bne area, which reduced pressures on him to focus on mondzly income and to divert attention away from an effort to build revenu2s in one area. 6 He initiated a meeting with George Masolia to talk about the April figures. Thompson had been considering various future alternatives for -,.he CD product line, which he felt must get on budget to support his overall thrust for the division. 7 He provided some information {as a favor) to Bill Larson, a peer in another part of the barzk. Larson had been very helpful to Thompson in the past and was in a position to be very helpful in the fi~ture. 8 He initiated a call to Jerry WilkZns, one of his subordinates, to find out his reaction to a pro- posal from another division that would affect Thomp- son's division. He was concerned that the proposal could interfere with the division's five-year revenue goals. In a general sense, John Thompson and most of the other effective GMs I have known are, as one HBR author recently put it, "adept at grasping and taking advantage of each item in the random succes- sion of time and issue fragments that crowd [their] day[s).'" This seems tO be particularly true for the best performers. And central to their ability to do so are 166 · Harvard Business Review 'November-December 1982 theix networks and agendas. The agendas all0w the GMs to react in an oppoitunistic (and highly efficientl way to the flow of events around them, yet knowing that they are doing so within some broader and more rational framework. The networks allow terse (and very efficient) conversations to happen; without them, such short yet meaningful conversations would be impossible. Together, the agenda and networks allow the GMs to achieve the efficiency they need to cope with very demanding jobs in fewer than 60 hours per week (pattern 12), through daily behavior patterns that on the surface can look "unmanagerial." What should top managers do? Some of the most important implica- tions of all this include the following: 1 At the start, putting someone in a GM job who does not know the business or the people involved, because he is a successful "professional man- ager,'' is probably very risk): Unless the business is easy to learn, it would be very d/fficult for an individual to. learn enough, fast enough, to develop a good agenda. And unless it is a small situation with few people involved, it would be difficult to build a strong net- work fast enough to implement the agenda. Especially for large and complex businesses, this condition suggests that "growing" .one's own executives should have a high priority. Many companies today say that developing their own execu- tives is important, but in light of the booming execu- tive search business, one has to conclude that either they are not trying very hard or that their efforts sim- ply are not succeeding. 2 Management training courses, both in universities and in corporations, probably overempha- size formal tools, unambiguous problems, and situa- tions that deal simplistically with human relationships. Some of the time-management pro- grams, currently in vogue, are a good example of the problem here. Based on simplistic conceptions about the nature of managerial work, these programs instruct managers to stop letting people and problems "inter- rupt" their daily work. They often tell potential execu- tives that short and disjointed conversations are ineffective. Th¢y advise that one should discipline one- self not to let "irrelevant" people and topics get on one's schedule. In other words, they advise people to behave diiferently from the effective executives in this study, Seminars on "How to Run Meetings" are proba- bly just as bad. Another example of inappropriate courses is university-based executive training pro- grams that emphasize formal quantitati'~e tools. These programs are based, at least implicitly, on the assump- tion that such tools are central to effective perfor- mance. All evidence suggests that while they are sometimes relevant, they are hardly central. 3 People who are new in general manage- ment jobs can probably be gotten up to speed more effectively than is the norm today. Initially, a new GM usually needs to spend considerable time collecting information, establishing relationships, selecting a basic direction for his or her area of responsibilities, and developing a supporting organization. During the first three to six months, demands from superiors to accomp!ish specific tasks, or to work on pet projects, can often be counterproductive. Indeed, anything that significantly diverts attention away from agenda set- ting and network building can prove to be counter- 'productive. In a more positive sense, those who oversee GMs can probably be most helpful initially if they are sensitive to where the new executive is likely to have problems and help him or her in those areas. Such areas are often quite predictable. For example, if people have spent their careers going up the ladder in one function and have been promoted into the general manager's job in an autonomous division {a common occurrence,'especially in manufacturing organiza- tionsl, they will probably have problems with agenda setting because of a lack of detailed knowledge about the other functions in the division. On the other hand, if people have spent most of their early careers in professional, staff, or assistant-to jobs and are promoted into a GM's job where they suddenly have responsibility for hundreds or Thousands of people (not an unusual occurrence in professional organizations), they will probably have great difficulty at first building a network. They don't have many relationships to begin with and they are not used to spending time developing a large network. In either case, a GM's boss can be a help- ful coach and can arrange activities that foster instead of retard the types of actions the new executive should be taking. 4 Finally, the formal planning systems within which many GMs must operate probably hin- der effective performance. A good planning system should help a GM create an intelligent agenda and a strong network that can implement it. That is, it should encourage the GM to think strategically, to consider both the long and short term, and, regardless of the time frame, to .Effective general managers take into account ~inancia[, product/market, and 0rga- nizational issues. ~utthcn'note, it ~houl~ b~ a flexible tool that the executive can use to help build a network. It should give the GM leeway and options, so that, depending on what kind of environment among subor- dinates is desired, he or she can use the planning sys- tem to help achieve the goals. UMortunately, many of the planning systems used by corporations do nothing of the sort. Instead, they impose a rigid "number crunching" requirement on GMs that often does not require much strategic or long-range thinking in agenda setting and which can make network building and maintenance needlessly difficult by creating unnecessary stress among people. Indeed, some systems seem to do noth- ing but generate paper, often a lot of it, and distract executives from doing these things that are really important. References I Such ~ Sune C~tl~on, E. xecuuve Behavior: A Study o! ~e Work ~od and Manning Directors "M~agemen~ in Operauon~ Research Quarterly. vol. 8, 1957; '~o Understand ~e Manager's Job: Con~ider O~zaflonal S~g 1976, p. ~chael Cohen ~d l~ ~ch, ~a~zrship ~d Ambt~ity lNew York: McGraw.Hill, 197~b "~ecu~ve Beha~or I~dus~M Rda~ons, 19~, vol. ~, p. ~; ~nd ~ Brewer ~d J.W.C. Tom--n, '~e M~ger's Working Io~nal of lndusthM 19~, vol 12, p, 191. 2 See Morg~ Mc~ll, ~ Mo~son~ ~d "Smdi~ of M~ge~l Work: Tec~ Rein No. 9, lGreens~m, N.C.: C~ter for Creative ~dership, 1978L ~is ~xce~ent re~t dozc~ of ~erent studi~ r~ng ~m S~e Carton's ~o~dbre~g work ~ 1951 to re~nt work by ~rg Stew~ ~d others. '~e M~nagcgs lob: Fol~orc or ~R July-Aunt 1975, p. 49. ~ M~ou~ ~ese ~tte~ are not ~dely reco~ed m t~y's ~uven~o~ ~om on m~agemeoL · c~ ~ evid~cc ~m o~ smdi~ · at GMs ~d o~et top ~gc~ do u~ such a pr~ess. See, for e~ple, I~ Brian Q~, $~atz~ for Ch~e: ~gicM 1980h He~ T~ N~ of~M Work [New York: Ha~ & Row, 1973)~ H. Edward Wrapp, "~ M~$e~ ~n'~ Mak~ Policy ~cisio~s," ~R Septem~r-Octo~r 1967, p. Charles Lmdblom, '~e Scienc~ of 'Muddl~ Throu~,'" ~bfic A~ra~on vol. 19, 1959, p. 79; I~es ~a~h and Her~rt Simon, (New York: JoM W~ey, 1958}; Chester B~, The F~clions o~ (Cambridge: ~ud umvenity ~ess, 1939]~ "Managerial h. gcndas- Reac:iv¢ Organizational Dynamic. ^utumn 1979, p. Frank Ag~ilar, ~mng ~e Busings Environ:neat (New York: Macmillan. 1967b and Michael McCaske% "A Contingency Approach to Pl~mng: Pla~ing ~ G~ls and Pl~ing ~tbout A~demy of Management lo~al. June 197~, p. 9L 5 ~thou~ there i~ not · ~t d~l of sup~r~g evideo~ elsewhere, d~s e~st ~at is consistent wi~ ~din~. See, for example, "S~ial~tiou at ~e Top- How CEOs ~d ~eir [volve In~e~rsonal O~amzaeon~ D~ami~. Wrater 19~9, p. ~ Je~ey Pfeifer ~d le~ S~cik, '~o Gets Powe~.~d How ~ey Hold on to h," O~za~onal D~ami~, . W~ter 19~I,p. ~ my "Pow~, ~ndence, ~d ~ifecfive M~nagement," ~R l~y-Au~t 19~7, p. 1~ Md~lle Men Who Manage lNew York: Jo~ Wiley, 1959~ ~d ~rd T~er P~e ~d The ~t of lapanese Managemzn t (Ne~ York: S~on & ~usteg 1981L 6 ~ce s~n, ~s t~ of ~vior ~s ~en zeco~ed ~d discussed ~ ~me but not ~ · ~t de~ of it. ~e recent work by ~m~ L ~d Jei~ey Hdfet, ~ ~rticul~n To~ e~ple, see ~o~s I. "S~ls, Pattc~, ~d Set~ngs: ~ ~timistic for ~t~S ~ Aut~ 1978; ~d I~ey Pf~eg 'M~agement ~s S~lic Ac~on," ~ R~t~ m Or~a~za~onal Beha~or, vol 3, L.L C~mm~ and Ba~ M. Staw, {Greenwich, Co~.: I~ ~ess, M. ~drew Petti~ew, The Polia~ o/ O~amza~onal Decision Ma~ng {~ndon: Ta~tock ~bli~tiona, 1973}~ my aticle, "Power, Dependence, ~d E~tective Management," ~K Iuly. Au~st 1977, p. 1~. 7 ~omas L Petera, "Leadea~ip: Sad ~acts ~d Silver ~R Novem~r-Decem&r 1979, p. 1~. P.~' TO THE //~. ~ .'--~ /~? ~~ ~ State Bank of MOUND AMERICAN LEGION AUXILIARY J~INNETONI<.A UNIT 398 7621 X75- 860. DOLI~RS ,2 THE MN Municipality Volume I, Issue 3 October, 1983 LETTER Bond Registration We are nearing completion of our third month of operating with bond registration and, while some bugs remain to be worked out, the process has gone smoothly. The most pleasant surprise has been the lower than anticipated initial fees for registration. Nancy Langness of S-I spent significant time with local registrars in April and May in negotiating initial and annual fees, which fees for the most part are uniform in the Twin Cities area. While the costs will vary with the issue size, length of maturity and the size of bond denominations, our experience with the fee schedule indicates that on a $500,000, ten- year issue, an average initial set Op charge would be $325; an annual administrative charge would be $100; $200 would be charged cumulatively over the life of the issue for principal payments; while annual costs for interest payments would range from.S100 to $200. A $2 million, ten-year issue would require an average estimated payment of $700 initially; a $150 annual administrative fee; $800 of cumulative costs for principal payments; and an annual cost of from $100 to $800 for interest payments. Payments will also be required for transfers in registration. If you assumed all bonds of an issue would be transferred once, the total additional estimated cost for the $500,000 issue would be $125; the $2 million issue would require similar payments of $500. While these expenses are somewhat lower than anticipated the overall impact is sharply up from those costs associated with former paying agency charges which did not involve registration, and issuers will have to be aware of these fees in establishing their annual stream of revenues required for debt service. Several revenue sources to be reviewed might include an issuer's reinvestment income between the time of collection of debt service revenues and the payment of debt service each year, a slightly higher interest rate differential between special assessments and improvement bonds, a full levy of taxes to provide 105% of annual debt service requirements, or higher user charges. The most encouraging experience with registration is we have seen no indication that it has caused any increase in interest rates. Many dealers felt their buyers might not accept registered bonds without higher yields, but that has not'been the case to date. Investment Opportunities The list of permitted investment instruments continues to grow and now includes two instruments previously not available to Minnesota units of government. They are Commercial Paper and Bankers Acceptance Notes. it is possible you have been contacted relative to investing in these instruments since o number of investment bankers aggressively are promoting their use. Commercial Paper is issued by corporations as a temporary loan for cash flow purposes. Minnesota law requires the paper to be rated at least "A-I" by Moody's or "P-I" by Standard & Poor's. The term of the paper normally does not exceed 270 days. The current short-term yields are approximately one quarter percent higher than comparable term Treasury Bills~ but the interest rate differential begins to narrow after 60 days. The rates are volatile and subject to change almost hourly. Prices are quoted for various terms and you can select a specific maturity date. You should be advised that there is little if any secondary market for this security and you should therefore be confident you will not need to "cash" the security prematurely. Bankers Acceptance Notes are basically loans to major banks, which are issued at a discount to an investor, to cover advances a bank may have made for temporary loans to SPRINGSTED INCORPORATED PUBLIC FINANCE ADVISORS 800 Osborn Building Saint Paul, Minnesota 55102 (612) 222-4241 businesses. Minimum investments ore normally $100,000 and yields mo~' be higher than TreosuryBills for 30doysor less. However, os withCommerciol Paper there isa severely limited secondary market' for these oblig0tions. For those who want higher yields than ore available from Treasury Bills, you might investigate the discount notes of FNMA and GNMA. Security is strong, there is a secondary market, and yields are slightly higher than T-Bills. Equipment Certificates of lndebt~ A number of cities will adopt 1984 budgets which will require the sale of equipment certificates to fund major purchases. The sale of the certificates can be negotiated and may not exceed five years in length. One important change is that if the certificates exceed one year they ore subject to registration. Depending upon the size of the issue and the purchaser, the city may wont to serve as registrar. Additional information about required registrar duties can be obtained from your S-I representative. We hove fOund that interest rates quoted on certificates vary widely, and you would be well served to seek competitive proposals, even if you do not utilize public sole techniques. S-I has placed o number of these issues through negotiation, and if you wont some assist6nce please contact us. Bond Market Conditions " 'While interest rates have been less volatile in 1983 than during the past two years there has still been marked movement in rates. The 20 bond Bond Buyer's Index started the year at 9.48%, and dropped to a Iow of 8.78% on May $. The Index rose sharply after that time on its way to the year's high of 9.85% on August II. The index is currently (September 21) at 9.6296. A number of economists predict o slight lowering of rates in the fourth quarter of 1983 and the first quarter of 1984. Nearly consensus judgment can be developed that interest rates will be higher after the first quarter of 1984, due in part to the pending election. As some sa);, "who cuts programs or raises taxes in an election year?" It seems imperative that both actions must work in tandem if an environment for long-term lower interest rates is to be achieved. S-I hod several clients which were not able to complete an advance refunding of debt issued during 1981/82. because of the increase in the interest rates in late May. We ore monitoring these issues and will be in contact with you when we can forecast a m'orket which will permit successful completion of the refundings. Staff Changes .. S-I has added several key staff members in o continuing effort to keep abreast of changing requirements of our issuer clients. Two recent additions ore Elizabeth Aby and Steven Peyser. Betsey ioined S-I after significant experience with two of the Big 8 accounting firms and holds B.A. and M.S. degrees in economics and business administration from Carnegie- Mellon University. A Certified Public Accountant, she brings to S-I a detailed knowledge of tax laws and the impact of tax-exempt financing on corporate taxes and accompanying rates of return. She has been particularly helpful in the analysis of the amount of and need for tax increment financing in .'making private development and redevelopment feasible, and in the evaluation of purchase versus lease programs for local units of government. Steve recently completed the graduate program at the University of Pennsylvania's Wharton School of Finance and has begun work as a special assistant to senior officers of the firm. Steve formerly worked at Moody's Investors Service as a credit analyst. He will be concentrating initially on S-Ps rapidly growing business with higher education facilities and authorities nationwide. Befler cily streets within the budge Recognizing that the condilion of streets could and should be improved° Rochester, New York',' appointed a task force to recommend corrective action. Assistant City Manager/ Commissioner of £nvironmental Services .lames £. Malone and Depuhv Commissioner of £nrironmenta! Services £dword F. Watson, P.E., explain the ways the ergk force found to improve the eets w'h]le complying with budgetary' restrictions. Although recent innovations in equip- ment and techniques are solving some pavement maintenance problems, the basic maintenance procedures applica- ble to city streets remain unchanged. This fact, however, cannot be used to justify complacency in either street de- partments or city administrations. A program that addresses the basics of street maintenance can prove remark- ably effective -- and did, in Rochester, New York. It was in 1980 that Rochester ac. know!edged the unsatisfactory condi- tion of its street system. The city pointed a task force that included rep- resenta~ives from a number of depart- merits: street maintenance, engineering, planning, water, and bud,.et. They as- signed the task force a ~hree-fold re- n'ology, and recommend action to im- prove the streets' condition. Action began in the summer of ~980, when the cit)' engineer adopted a system for rating streets according to readily observable surface conditions. The sys- tem is explained in A Troining Manual for Setting Street Maintenance Priori- ties, wriuen by S~ephen Biles and Rich- ard Kerbel and published by ~he Texas Innovation Group at Texas A&M Uni- versity in August 19'79. (This illustrated manual has been reprinted by the Tech- nology Sharing Division of the U.S. Department of Transportation as DOT- Following the procedures in ~he man- ual, ciLv summer employees made a vi- sum inspection of lhe 53'7 centerline miles of s~reets maintained by the city Rochester Continued from page 34) with residents. Slurry seals had gener- ated complaints of tar tracked into houses, and ~'ith chip-seal projects, the complaints were about loose stones. Still, surface treatments were consid- ered to be an essential part of maintain- ing pavements in good condition, rather than allowing them to deteriorate to the point where more expensive work would be necessary. The city planned a surface treatment program for the summer of 1981, but made a major effort prior to the stem of the project to convince the public of the need for it. The informational campaign began with the city council, whose members faced an election the following Novem- ber. Citizens who had become accus- tomed to hot-mix overlays would be quick to express negative reactions to surface treatments. The council mem- bers were briefed on the task force re- port and the proposed program. To sat- isfy their concerns, slurry seals were scheduled only for streets in light indus- trial areas, while chip seals were to be used on residential streets. A bus tour for members of the local media showed them surface-treated streets in nearby towns and explained the proposed program. Meetings were held with n.eighborho, od associations and letters o.f explanation hand-deliv- ered 30 residents prior to surface treat- Rochester Street Maintenance Program Recommended Preventative Maintenance Cycle Street type Reconstruction interval Overlay interval ' (Mil pavement at alternate overlays) Surface treatment interval Arterial Collector 40 Years 50 Years 10 Years 10Years Residential 60 Years 15 Years 5 Yeats Annual Street _Maintenance Costs (Million $) - '- -: .... -'- "'~='h: Recon- Mill and Surface Engi- Type of work.. .:. struction overlay treatment neering. Avei'a~e of'foui~. "?:.' $9.5 S1.6 0 .... 51.5 previous years -.;'. '"'- ' Recommended cycle. $10.8 52.5 $0.7 51.8 Recommended increase 5;I .3 $0.9 $0.7 50.3 ment on any street. Individual ques- tions and complaints were addressed -- at the site, if necessary -- by the com- missioner or a member of his im~nedi- ate staff. Despite the extent of the informa- tional program, a few city blocks had to be dropped from the surface-treatment schedule because of majority petition by the residents. Still, the program, which involved chip sealing of 17 centertine Total ' $12.6 $3.2 miles of residential streets and slurry. sealing of three miles of other streets, was judged a success. The city decided to concentrate on chip-seal treatments for future years. The task force had determined that an average of 53 miles of streets should be surface treated each year to meet program objectives. In the summer of 1982, the city chip-sealed 59 miles of (Continued on page 40) good condition, 27 miles in fair condi- tion, and 17 miles in poor condition. · Of the 46 miles of collector streets, 13 miles were rated excellent, 9 miles, good; 16 miles, fair; and $ miles, poor; · Of the 386 miles of local streets, 96 miles were excellent; 175 miles, good; 92 miles, fair; and 23 miles, poor; · Of the 11 miles of alleys, 3 miles were excellent; 3 miles, good; 3 miles, fair; ~nd 2 miles, poor. Overall, 26 p?rcenl of the streets -- 138 cemerline miles ~ were rated fair, and another 10 percent -- 5] miles ~ were found to be in poor condition. These figures confirmed lhe inadequacy of the city's previous street mainte- nance program. When the task force began lo review InCreases in H_ighway Trust Fund and State Fuel Tax Income vs. Increases in Highway Construction Costs (In Billions of dollars) 220 r-' ..... ,,,,, Highway Trusl Fund 2001.m . ,-,. -- Slate Fuel Tax Income 180/ ~ ~ Highway Construcbon Costs 140 120 I--- 100 I 8O GO ~0 F- A cre~ Ioys down her asphalt on a equiprnenf follows behind. Rochester (Continued from page 40) residential streets, with general public acceptance. Street r'eh~bilitation Despite a ~enera! reduction in capital expenditure~ by the city, the caplt.a! programs for 1982 and 1983 have met the recommended objectives of allocat- ing' 52,5 million to mill-and-resurface pro~ects and hot bituminous overlay work. Shortages of funds for this work have been met by reducing street recon- struction projects. Streets scheduled for complete reconstruction have been reas- sessed and, wherever feasible, the proj- ect has been changed to milling and re- surfacing. Capital funds also have been dedi- cated to street maintenance equipment. A Porte.Percher towed small asphalt plant was purchased and is being used to recycle street millings for pothole patching. Five Thermo-Loy pothole patching trucks have been purchased. ith these trucks, a two.man crew can )erly prepare and patch potholes, u.;ing heated, recycled material. Other innovative procedures have been used on a trial basis during the 1992 construction season: · Resurfacing contracts specified the use of more than 2,100 tons of reCx.'c)ed binder and 12,000 ,,oas of recycled top of nonwoven engineering fabric under hot asphalt overlays; - * Woven fiberglass has been applied to control reflective cracking from existing pavement through overlays. This mate- rial was placed in 12-inch widths on longitudinal joints and in 24-inch widths on transverse joints on two mainte- nance projects. Future plans include the trial of soil stabilization on some lightly traveled. roads that are in poor condition, and the improvement of crack-sealing .pro: cedutes by using a rubber:asphalt com- pound. Street-cut permits The task force estimates that more than 5,000 pavement cuts are made in city streets every year. This averages about one cut for every 500 feet of street centerline. Pavement cuts leave permanent scars in the city street, e~en if the best possi- ble repair procedures are used. If the repairs are inadequate, the effects of traffic and freeze-thaw cycles quickly result in "pot-hole" complaints to cnv hall. If a surface restoration requires re- pairs, the responsible utility normally is notified and is expected to make the re- pair. Sometimes,' however, a defect wil} present a condition too hazardous to be left while this procedure is followed. In those cases, city crews are ~mhorized to make immediate corrections and to backcharge the utiliD' for the cost of the work. The city maintains a tickler file or, all street cut restorations. It schedules a reinspection at the end cf ~he :~vo.year trenches. The first pipes for the water distribution system were laid more than 1OO years ago, and the combined sewer system was started at about the same time. All these ~'actors combine to cre- ate street problems. Because of the age of the water lines, they are subject to frequent leaks. These leaks often do not appear on the sur- face, but pass through the glacial tiIl and infiltrate the sewer system. In the process, they wash away subgrade fines until a sinkhole appears in the pave7 men't. For ma~y years, the city water bur renu has engaged a consulting firm to survey the system annually for leaks. Although results have been positive, the water bureau has expanded its program in response to the task force's findings that a more intensive leak-reduction program would diremly affect the con- didon of the city's streets. Moreover, such a program would reduce operating expense~ within the water bureau. The leak-prevention program contin- ues an existing program of cleaning and cement-lining old mains. In addition, it calls for increased attention to unused service lines. Because the water in these lines is no: flowing, it is more likely to freeze in ,,,inter, cracking the line. These leaks are also more likely to go unde- tected than leaks in in-service lines. A high pr3orhy is placed on discon- necting service lines when a buS)ding is demolished. Although funds are un- available for disconnecting the many other unused service lines within the c)I)', the xvalcr bureau auernpts to lo- an>' 5lreel where reconslru'ci'~on or t,,~t.~.;~, ;c c~t",~.4,,1~1 Rochd~ter (Continued from page 40) The task force determined that bener inspectio.n and more effective enforce- ment of street-cut regulations were re- quired. · After reviewing the problem in several meetings with local utilities and a number of contractors, the city engi- neer recommended changes in the city code. The recommendations were adopted by the city council. The basic requirement is for every\ applicant for a street cut to provide an [ irrevocable letter of credit in the amount of $1,000 as a guarantee of his work- manship for a period of two years. If the original repair is judged defective, the applicant either corrects the defect promptly or the city makes the neces- sary repairs and charges the cost against the letter of credit..No new street-cut · permits are issued to an applicant un- less the full amount of his letter of credit is in effect. The city engineer routinely informs the utilities of the city's capital im- provement programs and of specific projects as they are designed. Prior to the scheduled rehabilitative work, the utilities are expected to perform any needed maintenance work on their be- low-street facilities, and to upgrade them for growth commensurate with the expected life of the street improvement. In addition to the normal street-cut permit re.e, an extended maintenance fee is imposed for cuts in a street that has recenfl.y been rehabilitated; this covers streets that have been reconstructed within six years of the proposed cut or resurfaced within four years of the cut. Fees are not imposed for cuts in streets that have been merely surface treated. \ IThe purpose of the extended mainte- nance fee is to reimburse the city for the additional street maintenance cost that it will incur after the two-year guaran- tee period is up, and before the next re- surfacing or reconstruction is accom- plished. The extended maintenance fee ,'aries with the size of the cut: · For cuts of 50 square feet or less, the permit fee is $20 and the extended maintenance fee, Jf applicable, is $50; · For cuts of 50 to 1043 square feet, the permit fee is $50 and the extended maintenance fee is ~150; · For cuts of I01 to 180 square feet, the permit fee is SIO0 and the ex~ended maintenance fee is 5;250; · For cuts lar, ger than 150 square feet, the permit fee is 5;200 and the extended maintenance fee is S500; · For trenches less than 75 feet long, the fees are based on the square foot- age; · For trenches lon~er than 75 feet, the permit fee is 550 plus 50.25 per.linear Curb reveal con be resfozec~ Dy milling tht~ inches or mote ~ fhe curd lithe, onc/ topering the ho! os/:~hal;' overloy lo one inch. Although restorations are the respon- sibility of the permit-holder, city forces are authorized to perform this work for contractors on a unit-price basis. Some small contractors and plumbers are not properly equipped to do pavement res- toration, and they welcome the avail- ability of the city service. The two-year w&rranty p~riod on res- torations begins when the contractor notifies the city tfiat the work has been completed. At that time, an inspector from the city permit office inspects the work. If insufficient manpower is avail- able to inspect all repairs, a representa- ijve sample is checked. The city has the right to test any · street restoration. If it finds that the work was done in accordance with city specifications, the city bears the cost of the test. If the work is found not ac- ceptable, however, the permit holder not only 'pays the cost of the testing, he also must pay a penalty fee in the amount of three times the cost of the test, and ~hen must pay to properly re- store the street. In the fall of 1982, the city engaged a testing firm to take sample cores at 41 surface restoration si~es. Of these 41 re- pair jobs, 11 were rejected: Two of the six performed by plumbers, four of the 2'7 performed by utilities, and five of the eight performed by government agencies. a device that looks like an old.fash- ioned telephone receiver with a spike on its end, is used to sound hydrants and valves. If a leaking noise is heard, fur- ther investigations are made using either a geophone, which looks like a large stethoscope, or the more sophisticated electronic equipment recently purchased by the city. Water meter readers have bee.~ equipped with aquaphones. Whenever they read a meter -- residential meters are read quarterly and large meters, monthly -- they also sound it for leaks. In 1982, this procedure disclosed 121 water leaks, 66 on the customer side of the curb box and 55 on the street side of the box. In addition to meter sounding, all fire hydrants are sounded annually with an aquaphone. Program evaluation It is too soon to measure completely the effectiveness of the new street main- tenance program, but expectations for success are high. All streets were rated in the summer of 1980 and spring of 1981. Only a partial survey was made in 1982 because of ~ lack of manpower, but ali street surfaces are to be sur,'eyed and rated after the completion of the 1983 maintenance work. This survey will provide a good indication of the ef- fectiveness of lhe program after two full years of the five-year cycle for residen- tial streets. Based as it is on a rational program that assigns priorities so that the best results can be obtained with the funds available, the pro.zram should result in 0 henncpln human /ervice; planning board ve,n n avenue ,outh, ,t. Ioui, park. reline,ora 55416 920-5533 ~VICC Septem~r 26, 1983 Jonathan R. Elan, City Manager Mound City Hall 5341 Maywood Road Mound, MN 55364 Dear Mr. Elan-: Several months ago Susan Moore of the Minnesota Energy Agency and I met with you to discuss the Minnesota Energy Conservation Service. At that time your city was offered a small grant if you would be ~lling to undertake the promotion of residential energy audits. At that time your city chose not to seek these funds. Subsequently the West Hennepin Human Services Planning Board applied for and re- ceived these funds. The plan as described in the grant application was to link this with staff support available from the Minnesota Energy Economic Develqpment Program and to implement a conservation and weatheriza- tion promotion campaign for your city. Funding for the MECS Program would be used to print brochures and other information promoting energy audits and other conservation practices. Staff from the MEED Program would be used to conduct a door to door campaign in your com- munity as well as conduct local presentations and workshops on con- servation and weatherization practices. Attached you will ~ind an outline describing in more detail the pro- posed plan developed for Mound and Minnetonka. I would very much like to discuss this with you before we procede any further and will call your office in the next few days to set a time. Specifically, I am interested in linking the audit program with low and moderate home improvement programs, identifying possible neighborhoods for door to door c~mpaigns and in identifying local community groups in- terested in weatherization and conservation. Thank you. Sincerely, ., Bruce E. Larson Program Coordinator BEL/rn attachment west hennepin 4100 vernon avenue 920-SS$$ south, scruiccs planning st, louis park, boa,d minne,ota 55416 Promotion of Conservation and Weatherization Activities For the Cities of Mound and Minnetonka Goal-To Promote Community Awareness for the Minnesota Energy Conservation Service (home energy audits). 1. Submission of articles and news releases to local news- papers and newsletters. 2. Printing and distribution of brochures to community centers, libraries and area businesses. 3. Presentations to interested local community groups. 4. Possible workshops on conservation/weatherization to community groups. II. Goal-To Target Low and Moderate Income Neighborhoods for Intensive Promotions of Home Energy Audits and Other Conservation-Weatherization Activities. me 13. Submission of articles to co~nity newspapers concerning neighborhood conservation and weatherization campaign. Door to door campaign with brochure drop to promote energy audits. To survey households during door to door campaign to identify interest in neighborhood workshops on weather- ization and conservation and to conduct such workshops if interest is there. To link energy audits with home improvement loan and grant programs for those not eligible for the weatheri- zation program administered by Natural Resources Corporation. X CD (30 0 0 0 ~ O~ 0 0 0 0 0 0 CD 0 0 0 0 0 0 0 0 0 0 0 0 0 0 LU > E 0