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81-01-13
CITY OF MOUND Mound, Minnesota AGENDA CM 81-14 CM 81-13 CM 81-17 CM 81-18 CM 81-15 CM 81-16 CM 81-20 CM 81-22 CM 81-21 CM 81-19 Mound City Council January 13, 1981 City Hall 7:30 P.M. 1. Minutes Pg. 138-145 2. ~ublic Hearings ~A. Vacation of Unnamed Street Between Blocks 2 and 3, Avalon and Subdivision of Land - Lots 1 and 2, Block 3, Avalon Pg. 133-137 B. Delinquent Utility Bills Pg. 131-132 3. County Road 110 Pg. 130 4. Street Construction A. Bids - Tuxedo and Three Points Boulevard Road Improvements Pg. 128-129 B. Phelps Road Pg. 127 5. Entertainment Permit - Rager's Pub Pg. 125-126 6. Comments and Suggestions by Citizens Present (3 Minute Limit) 7. Bicycle Safety Program Pg. 120-124 8. Planning and Park Commission Appointments Pg. 119 9. Full Time-Part Time Employees Pg. 118 10. Sergeants' Union Contract Pg. 117 II. Payment of Bills 12. Information Memorandums/Misc. Pg. 76-116 13. Committee Reports CITY OF MOUND Mound, Minnesota January 13, 1981 COUNCIL MEMORANDUM NO. 81-25 SUBJECT: Audit of Fire Relief Fund The audit agreement with George Hansen for auditing the City books does not include auditing the Fire Relief Fund. Green-T Accounting has agreed to do the audit on the Fire Relief Fund for $600.00. A Council resolution authorizing Green-T to do the audit is requested. opp · PUBLIC ACCOUNTING · INCOME TAX · BUSINE~..S MANAGEMENT · January 8, 1981 The City Council City of Mound Mound, Mn. 55364 Dear Mayor and Council: At the request of Mr. Kopp, we are pleased to submit this estimate of the cost of an audit of the City of Mound Fire & Relief Assoc. for the year ending December 31, 1980. We estimate that our fee would not exceed $600. All the items mentioned in the City's request for ~roposals would be complied with. Our fees are based on the amount of time we spend on an engagement. 'We encourage our clients to have their personnel assist in the preparation of working papers and schedules, and give us as much clerical assistance as possible in order to keep this cost to a minimum. Should our time be less than anticipated, our fee would be reduced accordingly. OUR APPROACH The audit which we will perform will be an examination which consists of a review of internal control, accounting procedures, and the details of all records, including subsidiary records and supporting data as to mathematical accuracy, propriety and completeness of all transactions on a test basis. The test e~-mination presumes that the items setected are representative of all the transactions. GB/Jk GREEN-T ACCOUNTING GARY BRAKKE GORDON TULBERG /43 RESOLUTION NO. RESOLUTION AUTHORIZING THE MAYOR AND CITY MANAGER TO EXECUTE A LABOR AGREEMENT WITH LOCAL NO. 35 OF THE LAW ENFORCEMENT LABOR SERVICES, INC. AND ADVISING THE UNION OF A POTENTIAL REORGANIZATION OF THE POLICE DEPARTMENT WHEREAS, the City currently has a labor agreement ir~ force between the City of Mound as the employer and Local No. 35 of Law Enforcement Labor Services, Inc. (the union), and WHEREAS, the Mound Police Department has previously through a joint powers agreement contracted to provide police servi, cc.s with the Cities of Spring Park, Minnetrista and St. Bonifacius, arid WHEREAS, prior to January 1, 1981 the Cities of Spring Park~ Minnetrista and St. Bonifacius have all withdrawn from the ag'ceement and are obtaining their police service elsewhere, and WHEREAS, as a result of the other cities not renewing the joint powers agreement, there is a substantial reduction in money available to fund police services and this has resulted in the City of Mound reducing its force by terminating the services of feur polic~:: officers, and WHEREAS, as a result of the substantial reduced resources available to provide police officers and as a result of the substan- tially reduced responsibility to provide police service to a much larger area, the newly elected Mound City Council is currently studying and reviewing the police organization, and WHEREAS, the police chief, Charles Johnson, has resigned and the City will be seeking a new police chief, and it appears advisab]~.~ to have the council carry out its responsibility to reorganize the department prior to hiring a chief so that he or she will kno~ the type of force and the organization of the force which he or she is to command, and WHEREAS, this council wants to emphasize to the members of the union that under Article III of its existing contract and under Chapter 412 of the Minnesota Statutes, the City as the employe~ retains the full and unrestricted right to establish policy as to functions and programs and as to the organizational structure of the Police Department, as spelled out in Article III of the current labor agreement and the labor agreement approved by this resolution, and WHEREAS, the newly elected City Council shouId have sufficie~ time to study the problem and obtain input from the union, the co~- munity and from the City administration, but firmly believe that a reorganization is necessary and will be forthcoming in the near futu¥: ~ and in fairness this council wants members of the union and the uni~,~ to understand that the City Council is c~,~~ a reorganizatio~ of the Police Department, and WHEREAS, the City does not want the union members or the union to misunderstand the approval of the contract, which approval will be given by this council with the specific understanding that Police Department will p~ be reorganized in the near future and the position of sergeant in the Police Department may either be cc>m-- pletely eliminated or reduced in number; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL CF TIlE CITY OF MOUND, MINNESOTA:~ £~7~(~-~ / 1. The labor agreement recommended to this council by the City Manager with the following amendn~nts is approved, and the Mayor and City Manager are authorized~to execute said contract after the following changes have been made in the agreement: On page 2, Section 3, line 2 the word "employee" should be changed to the word "employer". bo On page 2, Article VII, Section ~°, line 6, the word "employer" shall be changed to "employee". On page 5, Article XI, Section 4, subsection e, the misspelling of the word "disciplinary" shall be corrected. do Appendix A under Sergeant of Patrol shall be corrected so that the second line under months of service, "After 6 months" shall be changed to "Aft~:~:' 1~ months" as in the agreement submitted. 2. The approval of this labor agreement between the City Mound and the union is being executed by the City with the specific understanding on the part of the City Council that under Article of the agreement the council is reserving to itself pursuant to the agreement, the right to the full and unrestricted right to establish policy, to establish the overall budget, and to establish the organ[-- zational structure of the department and to select and direct the number of personnel in the various organizational slots. T~e ~nio~ is cautioned that by entering into this agreement the City does not consider itself bound for the full term of one year and it di~'ects the City Manager to inform the union members of Local 35 of the Law Enforcement Labor Services, Inc. (Mound P.D. Supervisory Bargainin~.,~ Unit) that the council ~ a reorganization of the super- visory responsibilities of the department in the very near future. The council wants this to be open and above board and wants there to be no misunderstanding on the part of the union or its members that it is relinquishing any of its rights to reorganize the depart- ment. It further directs the City Manager to inform the un:ich and the union members that the council will be actively studying a re- organization for the reasons set forth in the Whereas provisions of this resolution. 3. The City Manager is directed to bring any and all additional information which he has available concerning the organi- zation of the department to the attention of the council and no assist this council in providing an organizational structure which will provide maximum police service to the citizens of Mound within the confines of the limited resources which have resulted frc~n the withdrawal of the other three communities, it being the intev~t of this council to have the maximum number of officers on the street at:: all times serving the citizens; and being the further intent to do everything within the council's power to establish an organ:[zational structure which will accomplish these goals. 4. A certified copy of this resolution shall be pr(::.vided Local 35 of the Law Enforcement Labor Services, Inc. and to (~ach of its members in an effort to minimize any'future difference of opinic,~-~ between employees of the City and the City administration. It is also a finding of this council that the union and the union member~ have represented to the council that execution of this contract does. not in any way inhibit or restrict the rights of the City Council reorganize the department. McCOMBS-KNUTSON ASSOCIATES, INC. CONSULTING ENGINEERS · LAND SURVEYORS · SITE PLANNERS Reply 12800 Industrial Park Boulevard Plymouth, Minnesota 55441 (612) 559-3700 January 12, 1981 Mr. Leonard Kopp City Manager City of Mound 5341 Maywood Road Mound, Minnesota 55364 Subject: City of Mound Three Points Boulevard & Tuxedo Road Job #5387 Dear Mr. Kopp, Bids were opened Friday, January 9th, on the Street Improve- ments on Tuxedo Road from Brighton Boulevard to Minnetrista City limits and on Three Points Boulevard from Commerce Boulevard to Resthaven. Six bids were received. A tabulation of the bids is enclosed. The low bid was from Hardrives, Inc. for the following prices: Tuxedo Road Three Points Boulevard Alternate on Sidewalk on North Side of Road from Commerce Blvd. to Gull Lane Total $330,438.52 $494,448.52 $ 22,787.38 $847,674.85 The sidewalk on the north side of Three Points Boulevard is an alternate bid which the City may accept or reject without affecting the cost of the other improvements. Hardrives was the contractor on the 1979 Improvements and Section 2 of the 1980 Improvements. It is our opinion that they are a competent contractor who can satisfactorily perform the work. Minneapolis - Hutchinson - Alexandria - Granite Falls printed on recycled paper Mr. Leonard Kopp Page Two January 12, 1981 The estimate given for this work in the Preliminary Engineering Report was: Tuxedo Road Three Points Boulevard $364,105 572,200 We recommend that the contract for this work be awarded to Hardrives, Inc. LS:ch Enclosure Very truly yours, McCOMBS-KNUTSON ASSOCIATES, INC. Lyle Swanson, P.E. printed on recycled paper At a duly authorized meeting of the City Council of the following resolution was moved and adopted: Mound Minnesota, RESOLUTION WHEREAS, Plans for Hennepin County Project Nos. 7921 & 7002 showing proposed alignment, profiles, grades, and cross sections for the ~n~~n, reconstruction, ~x~m~m~ of County State Aid Highway No. 110 within the limits of the City as a (R~e~t) (State) (£~) Aid Project have been prepared and presented to the City. NOW, THEREFORE, IT IS RESOLVED: That said plans be in all things approved and that the City shall provide the enforcement for total prohibition of on-street parking in the commercial business district~an~ prohibition of peak hour on-street parking on the remaining portions of CSAH 110 constructed under these projects within its corporate limits. Dated this day of , 19 CERTIFICATION State of Minnesota County of Hennepin City of Mound I hereby certify that the foregoing Resolution is a true and correct copy of a resolution presented to and adopted by the City Council of Mound at a meeting thereof held in the City of day of ,19 said City in my possession. (Seal) Mound , Minnesota on the , as disclosed by the records of City Clerk 1 -13-81 CITY OF MOUND Mound, Minnesota January 13, 1981 COUNCIL MEMORANDUM NO. 81-26 SUBJECT: Addendum to C.M. 81-22 - Planning & Park Commission Appointments Roy O'Donnell has advised that he is eager to serve on the Planning Commission. Steve Chase (Park Commission) has advised that he doesn't wish to be re-appointed. Also Sara Miller called and wish her name removed from list for consideration for the Planning Commission. ~L'~onard L. Kopp McCOMBS-KNUTSON ASSOCIATES, INC. CONSULTING ENGINEERS · LANO SURVEYORS · SITF. ?LANNE~5 Reply To: 12800 Industrial Park Boulevard Plymouth, Minnesota 55441 (612) 559-3700 January 12, 1981 Mr. Leonard Kopp City Manager City of Mound 5341 Maywood Road Mound, Minnesota 55364 Subject: City of Mound Co. Rd. 110 Improvements No Parking Requirements Job #2113 Dear Mr. Kopp, As requested we have reviewed the MN Department of Transportation requirements for parking on State Aid Streets and the procedure for requesting variances from these require- ments. The projected (20 year) average daily traffic on Co. Rd. 110 is 13,000 vehicles per day. The State Aid Standards for this street require a 52 foot width with no parking or a 62 foot width with parking on one side. The Hennepin County plans for this project show a 48 foot width on that portion of Co. Rd. 110 south of Co. Rd. 15 (south of R.R.), which is less than MSA Standards. They will be requesting a variance from State Standards for this section of street. I have talked with Vern Genzlinger from Hennepin County. Since the last Council Meeting, he has talked with Chuck Weischelbaum, District State Aid Engineer. Mr. Weischelbaum and the State Aid Office has tentatively agreed that they would grant a variance to Hennepin County allowing on street parking during non-rush hours on Co. Rd. 110 except in the "downtown" area, where no parking would be permitted. Mr. Genzlinger will be at the January 13th meeting to explain this to the Council. Minneapolis - Hutchinson - Alexandria - Granite Falls printed on recycled paper Mr. Leonard Kopp Page Two January 12, 1981 i am enclosing a copy of that portion of the State Aid Rules regarding variance procedures from the August 4, 1980, State Register. I believe Hennepin County would have to request any variances since they are the initiating agency on the project. LS:ch Enclosure Very truly yours, McCOMBS-KNUTSON ASSOCIATES, INC. L3~ Swanson, P.E printed on recycled paper d. Reconstruction. All costs incidental to the necessary revision or relocation of existing lighting facilities, up to and including the cost of completing the new base. 2. Traffic control signals. a. State-Aid projects. I I ) Plans for the construction or reconstruction of a-P, the electrical portion of traffic control signals ma;,' shall be designed trod ce,"t,i.qc~ by a master electrician licensed in the State of Minnesota or by an electrical engineer registered in the State of Minnesota. la) The District State-Aid Engineer ma;,' shall review said plans upon submittal by the local engineer and make recommendations to the State-Aid Engineer. lb) The State-Aid Engineer ma2,' shall approve the electrical portion of said plan based on the certification of the master electrician or I~. t-he electrical engineer and the remainder of the plan based on the certification of a registered professional civil or highway engineer, g_cv, mctricg ~ ',he :i~,n.".l gt'.'.r, dar~g d mac, zer~ancc wit~ fl~e cu.'-re.-~t '?,~,.:n'..'al ~ Ur, ifc, tm Trafl~.c Cc, ntrv, l (21 Plans for the construction or reconstruction of the electrical portion of a44 traffic control signals not certified by a master electrician or rcgi.~t~.rc~ electrical engineer shall be approved by the Traffic Engineer of the Minnesota Department of Transportation prior to the approval ~ of the State-Aid engineer. b. Federal Aid projects. Plans for the construction or reconstruction of ag traffic control signals shall be approved by the traffic engineer of the Minnesota Department of Transportation prior to the approval by the State-Aid engineer. c. The extent of State-Aid participation in agl signal installations shall be determined by the State-Aid engineer in relation to the proportion of State-Aid routes involved at each installation. 3. Right-of-way. The cost of any lands and properties required to accommodate the design width of the street or highway as governed by the State-Aid standards, including necessary width for sidewalks, shall be considered as eligible expense. This cost ma3' shall include relocation and moving costs as provided by law and ma;,' shall include damages to other lands if reasonably justified to the satisfaction of the commissioner. 4. Sidewalks. On County State-Aid projects, sidewalks shall be considered as an eligible expense only where the proposed construction necessitates the alteration of existing walks. On Municipal State-Aid street projects, State-Aid payment for sidewalk ma;,' shall be made when requested by the urban municipality. 5. Storm sewers. Plans containing items for storm drainage shall be reviewed by the hydraulics engineer for the Minnesota Department of Transportation and his recommendations obtained as to design features and the proportionate share chargeable to the State-Aid system. These recommendations along with those of the district engineer shall be considered in determining the maximum State-Aid participation in said work. L. Local road research board. I. The commissioner shall appoint a local research board consisting of the following members: a. Four county engineers, only one of whom may be from a county containing a city of first class. b. Two city engineers, only one of whom may be from a city of first class. c. Two Department of Transportation staff engineers. d. One University of Minnesota staff engineer. e. One ex officio secretary, who shall be the department's research coordination engineer. 2. Future appointments. All appointments of county and city engineers, except for unexpired terms shall be for three years. The other members shall serve at the will of the commissioner. 3. Operating procedure: a. The board shall initially meet on call from the commissioner, at which time they shall elect a chairman, and establish their own procedure for the selection of research projects to be recommended to the commissioner. Final determination on ali such research projects shall be made by the commissioner, and the cost thereof shall be paid out of the State-Aid research accounts provided for by law. b. In the event that the board recommends a project covering research in methods of and materials for the construction and maintenance of both the County State-Aid highway system and the Mufiicipal State-Aid street system, the board shall also recommend to the commissioner the proportionate share of the cost of such project to be borne by the respective County State-Aid highway research account, and the Municipal State-Aid street research account, based on the benefits to be realized by each system from such research project. . e~ M. Variance. i. Any formal request by a political subdivision h~ng, .-.'v.!: ~ ...'v.!:: ~ g.e',v,~mc::.: for a variance from these rules shall b submitted to the commissioner in writing. I~GI: 'll~l ST.~,'I'I: FII:(~ISTI:Fi, MOI~ID&Y, .&.LI(~IJ$'I' 4, 191~0 ({~ITF: ,5 I ' , ADOPTED RULES ...,,......% a. The specific rule or standard for which the variance is requested. Any monies ~ nacded ~ compensate eemm~t,,ee shall l~e retu..'~cd pro rata ~-o ~ ~ ::.':its o~ gove.-'n,."qent fro.,'n '.';hic.~ ~ '.'.'crc rteeeoe~. ~ b. The reasons for the request. ~ c. The economic, social, safety and environmental impacts which ma), result from the requested variance. d. Effectiveness of the project in eliminating an existing and projected deficiency in the transportation system. e. Effect on adjacent lands. f. Number of persons affected. g. Safety considerations as they apply to: (1) Pedestrians. (2) Bicyclists. (3) Motoring public. (4) Fire, police and emergency units. 3. The commissioner shall publish notice of the variance request in the State Register and shall request comments from all interested parties be directed to the commissioner within 20 calendar days from date of publication. An;,' variance objee',ed ~o m writing ov denied l~y t-he Cv, mmis~ioncr is ~ubjcc: ,,o a contested case hearing ~ required ID, ~. :abe ..... otr a contested case bem4~ ~'~" be 0ac ...... .............. v .......... ~ o~ t-he ~ unit o~ anita o~ gavcmmcm. 4. The commissioner may ap~int a committee to se~e as required to investigate and dete~ine a recommendation for each variance. No elected or appointed official that represents a ~litical subdivision requesting the variance may se~e on the committee. T~e c~mmittce ahall c~n:i~t ~ ~ five pcraana ~ ~ fol!~wing: a. The committee shall consist of any five of the following persons: m (1) Not more than two county engineers only one of whom may be from a county containing a city of the first class. ~ (2) Not more than two city engineers only one of whom may be from a city of the first class. ~ (3) Not more than two county officials only one of whom may be from a county containing a city of the first class and ~ (4) Not more than two city officials only one of whom may be from a city of the first class. & ~ elected ~ appointed ~ may gc~.'c ~ ~ committee that rcprcaentg a governmental un:t ~ agency ,.~ g b~ O~rating procedure. m (!) The committee shall meet on call from the commissioner at which time they shall elect a chai~rson and establish their own procedure to investigate the requested variance. & The commissioner =hall publish nmice ~ ~ vaNance request ~ ~ ~ ~ ~ shall request comments fram ,,.~,~o,~: ........ "pa~ies ~ ~ m ~ commigaiazcr ~ ~ calendar days ~'~--,,~,,, ~,,~a-'~ ~ publication. ~ g a wrlncn abjcctlon ~ received ~ ~ case hearing -:.'ill ~ ~cld ~ required ~ law. e The committee, after considering ~ data ~aincnt ~~ variance and ............ e ~ ............ and ~ impacts which ~ ~ from ~ rcqucated vaNancc, ahall recommend m ~ commissioner ~ ~ rejection ~ ~ ~ ~ ~ g~ ~jcctien m ~~ variance ~ received a,,~ ~ c=,,~,,~ittcc rcco,,~,,~nd~ a~cptancc ~ rcqucated ~ ~ ~ C~tcria ~ ~ c~naldcrcd ~ ~ ~ variance ~ ~m (2) The commiuee shall consider: KEY: RULES SECTION- Underlining indicates additions to proposed rule language. £t:'ike w-'-t: indicate deletions from proposed rule language. PROPOSED RULES SECTION ~ Underlinin$ indicates additions to existing rule language. Strike ~ indicate deletions from existing rule language. If a proposed rule is totally new, it is designated "all new material." (CITE 5 S.R. 185) STATE REGISTER, MONDAY, AUGUST 4, 1980 PAGE 185 ADOPTED RULES (a) The economic, social, safety and environmental impacts which may result from the requested variance in[ addition to thc followin~ criteria: e~. (b) Effectiveness of the project in eliminating an existing and projected deficiency in the transportation system.I e~. (c) Effect on adjacent lands. ~. (d) Number of persons affected. ~ (e) Effect on future maintenance. ~ (f) Safety considerations as they apply to: H-) ¢i) Pedestrians. (-2--) (in) Bicyclists. 03) liii) Motoring public. ~44 (iiii) Fire, police and emergency units. (~_) Effect that the rule and standards may have in imposing an undue burden on a political subdivision. (3) The committee after considering all data pertinent to the requested variance shall recommend to the commissioner approval or disapproval of the request. 4. The commissioner shall base his decision on the criteria as specified in 14 MCAR § 1.5032 M.4.b.(21, (a)-(g) and shall notify the political subdivision in writing of his decision. 5. Any variance objected to in writing or denied by the commissioner is subject to a contested case hearing as required by law. N. Personal expenses authorized board or committee members. The commissioner will authorize the payment of all necessary personal expenses in connection with meetings of board and committee members, appointed by him for State-Aid purposes. These expenses shall be reported on forms furnished by the commissioner and paid from the State-Aid administrative fund. O. Identification and numbering. The commissioner is authorized and empowered to change the numbering system of the approved rules. P. Severability. The provisions of these regulations shall be severable, and the invalidity of any paragraph, subparagraph or subdivision thereof shall not make void any other paragraph, subparagraph, subdivision or any other part. Department of Public Welfare Bureau of Support Services Adopted Temporary Rule Governing Limitation of Nursing Hours in the Nursing Home Reimbursement Rule (12 MCAR § 2.049) The proposed temporary rule 12 MCAR § 2.049 published at State Register. Volume 4, Number 48, pp. 1893-1894, June 2, 1980 (4 S.R. 1893) was adopted on July 1, 1980, approved by the Office of the Attorney General on July 2, 1980, and filed with the Office of the Secretary of State July 15, 1980, with the following amendments: 12 MCAR § 2.049 D.2. Nursing care and attendant limitations. a. Nursing care. Nursing-care costs will be limited by a maximum number of nursing hours per patient day as follows: Skilled 2.9 hours ICF I 2.3 hours If the actual average nursing hours per patient day exceed the above limit, the reasonable cost limitation will be calculated by multiplying the ratio of the above stated limit to the average actual nursing hours per patient day for the year times the actual cost per patient day. This limitation will not apply to facilities that qualify for the exception under D.8.d.(3) or facilities licensed under DPW Rule 80, or facilities mandated by a correction order from the Department of Health to provide additional nursing care. c. Nursing care exceptions. Facilities in which the nursing hours exceeded 2.8 hours per day for skilled nursing care a~ or 2.2 hours per day for intermediate care during calendar year 1979 shall be limited to a maximum of 3.2 hours per day for skilled nursing care and 2.45 hours per day for intermediate care. The cost of additional nursing hours in excess of 2.8 hours for skilled care and 2.2 hours'for intermediate care shall be exempted from the rate provision of B.4.b. This provision is effective for facilities ':,'i:~ figcal ycar~ ~ al:ct ,~,n,a;,' 3~, 4980 earl befcre ,L.-.ne -30; 19°,,I submitting cost repons after July 1, 1980 and before July 1, 1981; however, no facility may claim this exception more than once during the above time frame unless this rule or statute is amended. PAGE 186 STATE REGISTER, MONDAY, AUGUST 4, 1980 (CITE 5 S.R. 186) /$7 1-13-81 CITY OF MOUND Mound, Minnesota January 12, 1981 COUNCIL MEMORANDUM NO. 81-24 SUBJECT: Addendum to CM 81-19 Sergeants' Union Contract Last Council meeti.ng the Council tabled a resolution on the Police reorganization. Attached Is a copy of the proposed resolution. L~onard L. Kopp A RESOLUTION REORGANIZING THE MOUND POLICE DEPARTMENT WHEREAS, the City of Mound has for a number of years operated under a joint powers agreement wherein police services have been provided to Mound, Spring Park, Minnetrista and St. Bonifacius, and WHEREAS, Spring Park, Minnetrista, St. Bonifacius have all withdrawn from the joint powers agreement effective January l, 1981 and at this time, the police force is providing service only to the City of Mound, and EREAS, the departure of the other contract Cities has resulted in the City~ of Mound cutting four police officers from the force, and WHEREAS, the present structure of the police department calls for a Chief, 3 supervisory Sergeants and 7 patrol officers, and WHEREAS, this Council believes that the department has more supervisory person- nel than is required and that the Citizens of Mound would be better ....... served by fewer superv~s0ry personne'l and more patrol off~cer~, and WHEREAS, prior to the joint powers agreement with the other Cities, the City had a Chief and all patrol officers and the senior officer on duty was considered to be in charge, and WHEREAS, the City has substantial budget problems as a result of the reduced revenues from the loss of the other Cities and because of a loss of certain State funds, NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF MOUND, MINNE7' SOTA: The City Manager shall meet with the existing supervisory officers and shall reorganize the police department so there shall be a Chief and 10 patrol officers. This determination is being made under Article Ill of the existing Labor Agreement with Local # 35 of Law Enforcement Labor Services, Inc. 2. The reduction in supervisory personnel shall be in accordance with Article XIV Section 2 of the current labor agreement. The City Council hereby finds and determines that the reorgani- zation of the Police Department is necessary for the following reasons: B~ 1-13-81 CITY OF MOUND Mound, Minnesota January 12, 1981 COUNCIL MEMORANDUM NO. 81-23 SUBJECT: Addendum to C.M. 81-14 Vacation of Unnamed Street between Blocks 2 & 3, Avalon The Park Commission at their meeting passed a resolution opposing the vacation of the street. A copy of their minutes reads: The Park Commission "STRONGLY" recommends to the City Council that they deny the vacation for reasons given: 1. Whereas the Long Range Park Plan is nearing completion, e Whereas all accesses are of great value to all the citizens of Mound, particularly the residents of Avalon Addition, who would lose the use of Stratford Lane as a commons. 3. Whereas this would set a bad precedence for future vacations. 1-13-81 CITY OF HOUND Mound, Minnesota January 12, 1981 INFORMATION MEMORANDUM NO. 81-6 SUBJECT: Manager and Police Chief Ads Attached are copies of ads placed in the League of Minnesota Cities magazine. The ads had to be in by last Friday in order to make the next publication. Also I called I~M.C.A. (International City Management Association) and the ad will make their newsletter at the end of January. Leonard L. Kopp CITY MANAGER, Plan B City. Population 9200. Salary open. 4 persons holding position since 1949. 5 member Council. $2.7 Million Budget. MA degree or equivalent preferred with 3-5 years progressive municipal government experience. Send resume to City Manager, P.O. Box 348, Mound, Minnesota. POLICE CHIEF The City of Mound, Minnesota is seeking applicants for position of Police Chief. 11 Man Force - 1 Community Service Officer. Popu- lation 9200. Applicants must have extensive law enforcement experience. College preferred, but applicants with extensive law enforcement experi- ence and demonstrated supervisory ability and administrative ability will receive equal consideration. Submit resume no later than March 1, 1981 to: City Manager, City of Mound, P.O. Box 438, Mound, Minnesota 55364.! 1-13-81 CiTY OF MOUND Mound, Minnesota January 12, 1981 INFORMATION MEMORANDUM NO. 81-7 SUBJECT: Racing on the Ice Roger Rager has asked to hold an Ice Race on Harrison's Bay. We in- formed him there was an ordinance forbidding ice races. It is as follows: SECTION 38.64 Race Tracts Prohibited No person shall establish or maintain any automobile or water craft race track, park race- way, or course of conduct, have, or permit automobile or water craft racing at any such race track, park raceway, or course, whether or not an admission fee is charged. (Ord. 246 - 12/19/68) He said he would appear at the Council meeting and ask that the Counci! change the ordinance. If the Council does consider such action, they should remember that the ordinance was adopted as a result of the noise of races on Cook's Bay some years ago. L~onard L. Kopp CITY OF MOUND Mound, Minnesota January 12, 1981 INFORMATION MEMORANDUM NO. 81-8 SUBJECT: Park Commission -'Nominations The Park Commission has suggested two persons for the Park Commission. They are: Bob Flaten and Ben Withhart. A.THOMAS WURST GERALD t. CARROLL CURTIS A. PEARSON THOMAS F'. UNDERWOOD ALBERT t'-AULCONEla ~12 JAMES D. LARSOR JOHN W. WOOD. JR. LAW OFFICES WURST, CARROLL & PEARSON MINNEAPOLIS, MINNESOTA 55402 January 9, 1981 TELElaHO 1612) 33~- 8~1 Mr. Len Kopp, City Manager City of Mound 5341 Maywood Road Mound, Minnesota 55364 Re: Voorhees v. Hiller and City of Mound Dear Len: I am enclosing herewith a copy of a letter from Attorney Jeffrey R. Schmidt representing Mr. Voorhees. You will recall that we thought this matter was resolved, but it appears that the building did not get started and now the litigation will continue. The City at this point is not a named party, but is my guess that when Voorhees answers Hiller's complaint the City wil be made a third party defendant. This is a rather tragic situation for all parties involved, and the City should be aware of what is happening. Apparently the dismissal of the lawsuit will not take place, and the question of who owes Mr. Voorhees monies is now one which will be litigated. V~y trulyf~rs, City Attorney CAP:Ih Enclosure cc: Mr. Hank Truelson E DW.a, R D 14. GLE~I~ON L DQUIST & VEN 4200 IDS CENTER · 80 SOUI'H 0~_" STREET M I N N EAPO [..I ..~, HINN[~OT/~ TELEX 29 0044 CABLE ADDRESS: LINLAW WAYZATA OFFICE 740 EAST LAKE STREET WAYZA~A~ MINNESOTA S5391 January 9, 1981 m Mr. Curtis E. Austin 730 N.F.C. 7900 Xerxes Avenue South Bloomington, Minnesota 55431 Mr. R. S. Gehrin9 3215 Charles Lane Mound, Minnesota 55364 Mr. Curtis Pearson 1100 First National Bank Building Minneapolis, Minnesota 55402 Re: Clinton Voorhees Dear Gentlemen: The proposal which was tentatively agreed upon at the meeting in my office in December by the various parties required the ap?roval of the heirs of the Hiller estate to abandon their claims to a roadway easement over the property owned by my client. Althouqh we rather vigorously attempted to obtain such approval prior to the onset of freezing conditions which would preclude excavation of the property, such consent could not be obtained by Mr. Austin, and Mr. Voorhees advised me that construction is now impossible. At the earliest, excava-i tion could be commenced sometime in the spring. However, this is simply unacceptable to Mr. Voorhees, who is under a continuin¢ financial committment to Sussel, and will cause Mr. Voorhees further monetary damage. Consequently, he has instructed me to pursue his legal remedies and. recover all damaqes which he has sustained and will sustain as a result of his inability construct a home on the premises. We herewith demand that Mr. and Mrs. Gehring rescind the purch transaction and repurchase the property from Mr. Voorhees and compensate him for all damages which he .~has sustained to date, including payment of attorneys' fees. Secondly, we herewith LIN DQUI ST & VE UM Mr. Curtis E. Austin Mr. Curtis Pearson Mr. R. S. Gehring January 9, 1981 Page Two tender defense of the lawsuit commenced by Catherine Hiller against Mr. Voorhees to Mr. and Mrs. Gehring on the ground that the warranty of good title contained in the deed conveyil the property from the Gehrings to Mr. Voorhees has been breacl I request that the Gehring's respond to these demands within five days of receipt of this letter so that my client may pro his interests as a named defendant in the action. I request from Mr. Austin that the period in which my client have to answer or otherwise plead in defense of the action commenced by his client be extended to January 31 so that we may assure ourselves of a resolution of our tender of defense before undertaking further expense on behalf of Mr. Voorhees. Yours very truly, JRS/ms Enc. cc .glint Voorhees Richard Morris Thom Okoneski LINDQUIST & VENNUM frey ~. Schmidt SPECIAL MEE'[ OF '[H~ C I TY COUNC December 31, 1980 Pursuant to due call and notice thereof, a special meeting of the City CounCil of the City of Mound, Hennepin County, Minnesota, was called for 1 P.M. on December 31, 1980 at 5341Maywood Road, Mound. Those present were: Councilmembers Gordon Swenson and Donald Ulrick. Also present were City Manager Leonard L. Kopp and Acting City Clerk Marjorie St There being no quorum present, special meeting could not be held. In view of the number of people present, it was decided to have a discussio~ goals and policies. Councilman Ulrick asked a record of discussion be keptI The following persons were present: Mayor Elect Leighton Lindlan, Councilm~mb~ Elect Karol Charon, Orval Fenstad, Ray Tharalson, Brad Roy, Bill Hudson, Ga~y Cayo, Joe Dutton, Steve Grand, Cheryl Grand, Dr. Dale Fisher, Chuck Peterson, Bob Smestad, Bill Roth, Steve Anderson, Jim Regan, Bill Holm and sev~al unident lied persons. Discussed police manpower available for duty and keeping Smith on a part time basis. The City Manager recommended keeping Smith on part time with full b~ne- fits during the part time status. Councilmembers Ulrick and Swenson had no objection. Discussed goals and policies for all City departments and the possibility o restructuring departments. Mayor Elect Lindlan would like to see the following: Getting into hiring professional people - brought up because of number ~f complaints - a good many of them on roads. 2. Wants master list of possible applicants for appointment to Commissionst from Councilmembers. (Newspaper to run story of openings) 3. Would like all motions read and clarified before voting on same. 4. Is planning on appointing Bob Polston Acting Mayor and would like 5. Wants Snyder Drug Store to work out parking with the Bank as proposed tion to building will take 85% of present lot. 6. Asked why a delay can't be gotten on the Police situation mediation he. Councilmember Swenson asked that roads be checked over by someone other th. McCombs Knutson before year's guarantee has expired; also complaints have received of dirt on streets. Lindlan wants time to identify what requirements are needed in Mound - nee. develop process for selecting new City Manager and Police Chief and struct departments. Discussed possibility of opportunities for cooperation with communities, share officers with similar duties, etc. Many options to worl¢ ou Discussed structure of police department and options for reorganization. ~ind lan requested that the objectives for year be thought over. Discussion meeting adjourned. SPECIAL I.~EET I I~G OF THE CITY COUNCIL January 3, 1981 Pursuant to due call and notice thereof, a special meeting of the City Council of the City of Mound, Hennepin County, Minnesota was held at 5341 Maywood Road in said City on January 3, 1981 at 9:00 a.m. Those present were: Mayor Leighton "Rock" Lindlan, Councilmembers Karol "Pink' Charon, Gordon Swenson, Robert Polston and Donald Ulrick. Also present were City Manager Leonard L. Kopp, Legal Counsel Curtis A. Pearson and Jim Larson al Acting City Clerk Marjorie Stutsman. The following persons were also present: Ray Tharalson, Bill Hudson, Ron Bost~ Scott Racek, Bill Roth, Brad Roy, Shirley and Richard Hawks, Gary Cayo, Buzz KI Steve Grand, Roy O'Donnell, Jim Regan, Bob Smestad and Bill Holm and several u~- identified persons, i Mayor Lindlan opened the meeting and listed items for discussion at this meeti 1. Council goals, 2. Police matters, 3. Snyder Drug Store building. Ulrick shared the following conceptual goals: 1. Downtown aestheic and functio improvements, 2. Neighborhood aesthetic improvements (City beautification and completion of new zoning ordinance included in above), 3. Evaluation and reorgl zation of City Departments to effect better service and 4. Such other goals as Council deems appropriate to serve the needs of the City. POLICE DEPARTMENT MATTERS Mayor Lindlan reviewed the background and reasons for calling this metting. A discussion was held relative to the unsettled 1981 Sergeant's contract and the notice of mediation meeting, the concern for possibly reorganization the depar and need to get data on comparable police department operations. The Attorney requested an executive session to outline to the Council from a 1 standpoint the City's position. Ulrick moved and Polston seconded a motion for Council to meet in executive se for 15 minutes. All voted in favor. The Mayor reopened the discussion noting that the Attorney gave the Council ad~ only; there was no prior agreement or consensus of opinion spoken of at the executive session. Swenson moved and Ulrick seconded a motion RESOLUTION DIRECTING THE CITY MANAGER TO REORG. ZE THE MOUND POLICE DEPARTMENT WHEREBY THE CIT HAS 1 POLICE CHIEF AND l0 PATROLMEN. The following person presented comments: Richard Hawks Shirley Hawks Roy O'Donneli Bill Hudson Bray Roy Steve Grand Polston moved and son seconded a motion to table action on the Police DepaFtment Reorganization foF 15 minutes to give SeF0eant Hudson time to hear back from the Union. The vote was unanimously in SNYDER DRUG STORE EXPANSION Ambrose Yehle representing Snyder Drug and Dale Radi was present with Douglas Stark to discuss the proposed enlargement of the Drug Store and [he parking space prob]ems. Hr. Yehle advised 6ouncil he is working with Bank regarding the mutual parking problems. Would like to accumulate a central parking district and a change of traffic flow. 6ouncil advised getting a consensus and participation by all property owners on that side of the street. Swenson suggested the Council and Planning Commission have a joint session to expedite action on this project. POLICE DEPARTMENT MATTERS Sergeant Hudson returned after talking with the Union. A 2 week continuation of the Mediation Hearing will be granted. Polston moved and Charon seconded a motion to table action on Police Reorgani- zation until January 13th. Roll call vote was: Charon, Polston and Lindlan - Aye; Swenson and Ulrick - Nay. Motion carried. Polston moved and Charon seconded a motion to direct the City Manager to provid2 background information to Sergeants' Union relative to the reorganization proceS~ and ask Sergeants' Union to provide us with background information and impact on the Police Department concerning the effects of this reorganization which would assist the Council in making its determination with knowledge on both side of what impact this is going to have. Roll call vote: Swenson voted nay, all others voted aye. ADJOURNMENT Swenson moved and Polston seconded a motion to adjourn to the next regular meet on January 6, 1981 at 7:30 p.m. The vote was unanimously in favor. Marjorie Stutsman, Acting City Clerk Leonard L. Kopp, City Manager REGULAR MEET I ,~S OF TH S CITY COUI~CIL January 6, 1381 Pursuant to due call and notice thereof, a regular meeting of the City £oun¢il of the City of Mound~ Hennepin County, Minnesota was held at 5341 Maywood Eoad in said City on January 6, 1981 at 7:30 p.m. Those present were: Mayor Rock Lindlan, Councilmembers Donald Ulrick, Robert Polston, Gordon Swenson and Pinky Charon. Also present were City Manager Leonard L. Kopp and City Clerk Mary H. Cronin. MINUTES The minutes of the meeting of December 16, 1980 were presented for considerati Ulrick moved and Swenson seconded a motion to approve the minutes of the meetin of December 16, 1980 as amended on page 148 regarding the vote of nay on Resolu tions 80-465, 80-466, 80-467 by Councilmember Swenson. The vote was unanimously in favor. ORGANIZATIONAL MEETING Ulrick moved and Polston seconded a motion RESOLUTION 81-1 RESOLUTION ESTABLISHING MEETING DATES AND ADOPT - RULES OF PROCEDURE The vote was unanimously in favor. Ulrick moved and Swenson seconded a motion RESOLUTION 81-2 RESOLUTION AUTHORIZING THE MAYOR, THE CITY MAN- AGER, THE CITY CLERK/TREASURER AND THE ACTING MAYOR TO SIGN CHECKS The vote was unanimously in favor. Swenson moved and Polston seconded a motion RESOLUTION 8]-3 RESOLUTION APPOINTING DR. KENNETH ROMNESS AND DR. CHARLES V. CARLSON AS CITY HEALTH OFFICERS FOR 198] The vote was unanimously in favor. Polston moved and Ulrick seconded a motion RESOLUTION 81-4 RESOLUTION NAMING THE LAKER AS OFFICIAL NEWS- PAPER FOR THE YEAR 1981 The vote was unanimously in favor. Ulrick moved and Swenson seconded a motion RESOLUTION 81-5 RESOLUTION DESIGNATING OFFICIAL DEPOSITORIES FOR CITY FUNDS AND REQUIRING APPROPRIATE SECURITY THEREOF The vote was unanimously in favor. Swenson moved and Polston seconded a motion RESOLUTION 81-6 RESOLUTION DIRECTING THE MAYOR AND CITY CLERK/ TREASURER TO INSPECT THE DEPOSITORY COLLATERAL Tne vote ~.Jas unanimously in favor. Lllrick moved and Polston seconded a motion to table the appointment of Plannin9 Commission members. The vote was unanimously in favor. Ulrick moved and Po]ston seconded a motion to table the appointment of Park Commission members, The vote was unanimously in favor, Polston moved and Ulrick seconded a motion RESOLUTION 81-7 RESOLUTION NAMING COUNCILMEMBER SWENSON AS COUNCIL REPRESENTATIVE WITH THE PLANNING COMMISSION FOR THE YEAR 1981 The vote was unanimously in favor. Polston moved and Swenson seconded a motion RESOLUTION 81-8 RESOLUTION NAMING COUNCILMEMBER ULRICK AS THE COUNCIL REPRESENTATIVE WITH THE ADVISORY PARK COMMISSION FOR THE YEAR 1981 The vote was four in favor with Ulrick abstaining, Ulrick moved and Swenson seconded a motion RESOLUTION 81-9 RESOLUTION NAMING COUNCILMEMBER CHARON AS COUNCIL REPRESENTATIVE WITH THE HUMAN RIGHTS COMMISSION FOR THE YEAR OF 1981 The vote was four in favor with Charon abstaining. Polston moved and Swenson seconded a motion RESOLUTION 81-10 RESOLUTION REAPPOINTING SANDRA ANDREWS TO THE HUMAN RIGHTS COMMISSION OF MOUND, MINNETRISTA AND SPRING PARK FOR A TERM OF THREE YEARS The vote was unanimously in favor. Swenson moved and Charon seconded a motion RESOLUTION 81-11 RESOLUTION APPROVING THE CITY CLERK/TREASURER'S BOND The vote was unanimously in favor. Ulrick moved and Swenson seconded a motion RESOLUTION 81-12 RESOLUTION NAMING ROCK LINDLAN AS DELEGATE TO ASSOCIATION OF METROPOLITAN MUNICIPALITIES The vote was unanimously in favor. Polston moved and Swenson seconded a motion RESOLTUION 81-13 RESOLUTION APPOINTING GERALD BABB AND DON BRYCE TO THE WESTERN AREA FIRE TRAINING ASSOCIATION FOR THE TERM OF ONE YEAR The vote was unanimously in favor, Ulrick moved and seconded a motion RESOLUTION 81-14 RESOLUTION APPOINTING ROBERT POLSTO~4A~IDGORDOt YEAR 1981 The vote was unanimously in favor. Ulrick moved and Charon seconded a motion to recommend a meeting of the Fire Committee be called to discuss the contract and the equipment purchase Jn the near future and prior to the budget adoption. The vote was unanimously in favor. Ulrick moved and Polston seconded a motion RESOLUTUION 81-15 RESOLUTION APPOINTING ROCK LINDLAN AS REPRES ATIVE TO THE SUBURBAN RATE AUTHORITY AND NAMIN~ LEONARD KOPP AS ALTERNATE The vote was unanimously Jn favor. Ulrick moved and Swenson seconded a motion RESOLUTION 81-16 RESOLUTION APPOINTING COUNCILMEMBER CHARON AS LIAISON TO THE WEST HENNEPIN HUMAN SERVICES BOARD The vote was unanimously Jn favor. LJndlan moved and Charon seconded a mot[on RESOLUTION 81-17 RESOLUTION DESIGNATING ROBERT POLSTON AS ACTINI MAYOR The vote was three Jn favor with UlrJck and Swenson voting nay. SEWER ADVISORY BOARD Charon moved and UlrJck seconded a motion RESOLUTION 81-18 RESOLUTION APPOINTING ROBERT POLSTON TO THE SEW ADVISORY BOARD The vote was four Jn favor with Polston abstaining. Ulrick moved and Swenson seconded a mot[on to maintain the "Comments and Sug- gestions'' and designate a three minute limit. The vote was four Jn favor w|th Polston voting nay. COUNTY ROAD 110 Ulrick moved and Charon seconded a motion to table this item. The vote was unanimously in favor. LICENSES & PERMITS Games of Skill and duke Box Swenson moved and UlrJck seconded a motion RESOLUTION 81-19 RESOLUTION AUTHORIZING THE ISSUANCE OF LICENSES FOR GAMES OF SKILL AND dUKE BOX FOR RAGER~S PUB The vote was unanimously Jn favor. ~- Variance Reauest - Off Street Parkinq Permit Po]sion r,~oved and Swenson seconded a motion to approve off street parking permit for 4912 Leslie Road. The voEe was unanimously in favor. EQUIPHEI~T FOR NEW FIRE TRUCK Polston moved and Swenson seconded a motion RESOLUTION 8]-20 RESOLUTION AWARDING PURCHASE OF FIRE EQUIP- MENT FROM LOW BIDDER-SUTPHEN CORP. IN THE AMOUNT OF $23,415.OO The vote was unanimously in favor. STREET SWEEPER BIDS Swenson moved and Ulrick seconded a motion RESOLUTION 81-21 RESOLUTION AWARDING PURCHASE OF STREET SWEEPER TO THE LOW BIDDER-MAC QUEEN EQUIPMENT CO. IN THE AMOUNT OF $53,144.O0 The vote was unanimously in favor. COMMENTS AND SUGGESTIONS FROM CITIZENS PRESENT Gary Paulsen, 2657 Westedge Boulevard expressed his interest in continuing on the Planning Commission. Melvin Larson, 1664 Eagle Lane expressed concern regarding the vacant lot on Ea and Jennings. POLICE CHIEF SELECTION The Council requested the City Manager supply them with job description options and a time line and proceed to advertise the position. SELECTION OF A CITY MANAGER The Council requested the City Manager proceed with advertising the City Manage position. Ulrick moved and Polston seconded a motion RESOLUTION 81-22 RESOLUTION TO APPROVE AN ADDITIONAL POLICE OFFI ON A MONTH TO MONTH BASIS AS NECESSARY TO INJURED PERSONNEL The vote was unanimously in favor. ADDITIONAL TAXICAB LICENSE Polston moved and Swenson seconded a motion RESOLUTION 81-23 RESOLUTION APPROVING AN ADDITIONAL TAXICAB LICE FOR WESTONKA TAXI COMPANY The vote was unanimously in favor. TRANSFER OF FUNDS Swenson moved and Ulrick seconded a motion - Januar). ~, i~Sl RESOLUTION 81-2L RESOLUTION TO APPROVE TRANSFER OF CERTAIN CITYi FUr]DF The vole was unanimously in favor. PAYMENT OF BILLS Swenson moved and Charon seconded a motion to approve the payment of the bills as presented on the prelist in the amount of $23,480.38 when funds are availab Roll call vote was unanimously in favor. ADJOURNMENT Swenson moved and Polston seconded a motion to adjourn to the next re9ular on January 13, 1981 at 7:30 p.m. The vote was unanimously in favor, so adjourned. Mary H. Cronin CMC, City Cie Leonard L. Kopp, City Manager 1-13-81 CITY OF HOUND Mound, M~nnesota January 7, 1981 COUNCIL MEMORANDUM NO. 81-14 SUBJECT: Public Hearing - Vacation of Unnamed Street between Blocks 2 and 3, Avalon A between Blocks 2 and 3, Avalon. Stratford Lane. public hearing has been called to consider vacating an unnamed street The street runs from Denbigh Road to 17 Attached is a copy of a report on the replies by Utilities and City De- partments regarding this vacation. All Utilities approved the vacation. P~blic Wor~s recommended i be vacated. The Engineer recommended that if~et be vacated, an--~asement be kept for the storm sewer in the ground. The original vacation was recommended by the Council in order to keep the house on Lot 1, Block 3, from needing a variance to expand. To vacate the street, a 4/5ths vote of the Council is required. The Council should also consider the subdivision request dividing Lots 1 and 2. Action on this was tabled at the November 12 meeting. Copies of the application and the Planning Commission action are attached. A separate resolution will be required for the subdivision, if the Council grants it. ~--L-L-L~ona~d L. Kopp November 24, 1980 TO: FROM: SUBJECT: The Planning Commission The City Manager Vacation of Unnamed Street between Blocks 2 & 3, Avalon The Council has suggested that the unnamed street between Blocks 2 and 3, Avalon, be studied to determine whether or not it should be vacated. ~ Tl~e utilities companies, etc. have responded as follows: Minneg~sco - "No facilities within the above described area and Minne- gasco has no objection". N.S.P. - "We see no need for that unnamed street" Continental Telephone - "We have no facilities on this right-of-way and do not see any future needs". Fire Department - "No need". Public Works - "Feel that vacation of unnamed street between blocks 2 & 3, Avalon, would be unnecessary. We need the com- plete 15 feet for storm sewer easement that is already installed". Engineer - "A storm sewer was constructed on the unnamed street between Blocks 2 and 3, Avalon as part of the 1978 Street Improvements. The only other potential use for the street would be as a walki~g..~atb., o~the lake. If the street is to be vacated, a pr ~ t for storm sewer purposes should be main- ~ire right-of-way." ~/ .Deonard L. Kopp / - LLK/ms 'FY OF FOR SUBDIVISION O Sec. 22.03-a VILLAGE OF MOUND Location and complete legal description of properly to be divided: .AND FEE $ 25., OO PLAT 37850 PARCEL 0480 19-117-2324 0012 Lots 1 & 2 Block 3 Avalon -r.~,,~be divided as follows: · Lot 1 divided from Lot 2 ZONING A-2 Block 3 Avalon (attach survey or scale drawing showing adjacent streets, dimension of proposed ., building sites, square foot area of each new parcel designated by number) A WAIVER IN LOT SIZE IS REQUESTED FOR: New Lot No. From Reason: I OUND Square feet TO Square feeL. ~ (signature) ADDRESS erest in the property: Fee Owner TEL. NO. ~'/ DATE ~ . This application must be signed by all the OWNERS of the property, or an explan- ation given why this is not the case. PLANNING COMMISSION RECOMMENDATION: vote. A motion to deny subdivision failed by a 4 DATE .0Ct~ 27,' tO 1,3 MINUTES OF THE MOUND ADVISORY PLANNING COMMISSION MEETING October 27, 1~80 Present: Chairman Russell Peterson, Commissioners Gary Paulsen, Margaret Hanson, George Stannard, Frank Weiland and Gerald Smith. Also present: Council Represen tive Gordon Swenson, City Manager Leonard L. Kopp, City Inspector Henry Truelsen Secretary Marjorie Stutsman. MINUTES The minutes of the October 16, 1980 Planning Commission meeting were presented fo consideration. Hanson moved and Pauisen seconded a motion to accept the minutes the October 16, 1980 meeting as presented. The vote was unanimously in favor. BOARD OF APPEALS 1. Subdivision of Land Lots 3 and 4, Block 3, Shadywood Point Mrs. Byrd and Frank Buysse were present. Stannard moved and Hanson seconded a motion to approve the subdivision as presented with the stipulation that the side yard between Parcels A and B be a minimum of 6 feet at any point between existing house. Discussed. Smith wanted it added to the motion to' acknowledge that any structure on Parcel A be placed so as to meet all side yards and setbacks. Stannard and Hanson agreed to make that ~bove)part of motion. The vote on the moti was unanimously in favor. Subdivision of Land Lots 1 and 2, Block 3, Avalon Jacci Segner was present. Stannard moved and Hanson seconded a motion to deny subdivision of land. The vote was three in favor of the denial - Stannard, Smith and Weiland four against: Hanson, Paulsen, Peterson and Swenson. Reasons for and against: Stannard - getting into something less than 40 wide makes it difficult to build on a lot and meet setbacks. Peterson - see any justi'fication.for turning it down. New structure could meet setbacks Hanson - do not see any reason for denial since new lot would meet square age requirements; new structure would have to meet setbacks even though exi house is nonconforming. Paulsen gave same reasons. o 0 Street Front Variance Lots 2, 3 and Part of 4, Block 13, Devon Richard Lundeen was present. Discussed possibility of vacating portion of street. Hanson moved and Weiland seconded a motion to approve a 3½ foot street fronit variance. (Door of garage to be on side.) The vote was unanimously in Nonconforming Use Lot 4, Block 19, Shadywood Point Don Geffre was present. Smith moved and Hanson seconded a motion to acknowledge the nonconforming side yard and undersized lot and recommend a~proval of variance. The vote was unanimously in favor. 1-13-81 CITY OF MOUND Mound, Minnesota COUNCIL MEMORANDUM NO. 81-13 SUBJECT: Public Hearing - Delinquent Utility Bills At the December 16, 1980 meeting, the Council set the date of Janu- ary 13, 1981 for the public hearing on the attached list of delinquent utility bills. A revised list showing payments (if any) will be at the Council meeting. Leonard L. Kopl~ ' v ' 12-11 Delinquent IJtlllty B[lld (Over six months old) Account # 22-235 2314 91 22-238 4898 31 22-256 4778 91 22-256 4972 81 22-256 4988 41 22-259 5561 22-259 6070 31 22-259 6080 21 22-262 2997 51 22-262 3012 21 42-404 4831 81 42-404 5559 41 22-268 5909 41 22-271 2925 71 22-292 6033 21 22-310 3148 11 22-310 3166 31 22-310 3198 61 22-313 6324 91 22-316 2795 71 22-316 2882 31 22-321 3022 51 22-358 5256 91 Total Amou n t $69.70 4~. 4 99,29 --74~ 9--- 6B.48 76.44 7~.~/ 91.29 93.04 88.29 405.43 42.70 181.33 55.42 108.75 97,19 ~4.3~ 114.95 ~76 1-13-81 CITY OF MOUND Mound, Minnesota January 9, 1981 COUNCIL MEMORANDUM NO. 81-17 SUBJECT: County Road 110 The Council continued this item until January 13th - see Council Memorandum No. 81-8. Lyle Swanson is checking into the possibilities of applying for a variance and someone from McCombs Knutson will report on this Tues- day. Leonard L. Kopp 1-13-81 CITY OF MOUND Mound, Minnesota January 9, 1981 COUNCIL MEMORANDUM NO. 81-18 SUBJECT: Bids - Tuxedo and Three Points Boulevards Road Improvements Attached is a copy of the bid tabulation for the subject project. The Engineer will have a report and recommendation at the January 13th meeting. --te~bnard L. Kopp CITY OF MOUND, MINNESOTA TUXEDO ROAD & THREE POINT BLVD. January 9, 1981 Bid Tabulation Bid Planholder Bond Amount Comments Arcon Construction Company, Inc. Mora, MN 55051 Tux. 326,647.40 Buffalo Bituminous, Inc. × 3 Pts. 50],392.00 Box 126 Air. 22,692.50 Buffalo, MN 55313 lu×. 365,839.27 Bury & Carlson 3 Pts. 562,843.09 6008 Wayzata Blvd. X Air. 24,368.80 Mpls., MN 55416 Duininck Bros. & Gilchrist Prinsburg, MN 56281 Grygelko, Co. 4141 Welcome Ave. Robbinsdale, MN 55422 HBH Construction 17545 Sixth St. N.E. Cedar, MN 55011 Tux. 330,038.52 Hardrives, Inc. 3 Pts 494,44S.95 3030 Harbor Lane × ' Air. 22,787.38 Mpls., MN 55441 C.S. McCrossan, Inc. Yux. 370,260.50 Box AD X 3 Pts. 526,92].15 Osseo, MN 55369 Alt. 24,059.00 MN State Curb & Gutter Corp. 68-01 West 150th Street Apple Valley, MN 55124 Northwest Asphalt, Inc. Tux. 344,695.25 10185 Crosstown Circle X 3 Pts. 519,799.90 Eden Prairie, MN 55344 Alt. 22,425.50 Progressive Contractors, lux. 370,53]. Inc. X 3 Pts. 362,687.35 8736 Zachary Lane Alt. 27,956.70 Osseo, MN. 55369 Valley Paving, Inc. 12494 Wyoming Ave. So. Savage, MN 55378 1-13-81 CITY OF MOUND Mound, Minnesota January 5, 1981 COUNCIL MEMORANDUM NO. 81-15 SUBJECT: Street Construction - Phelps Road Jerome Longley of 5227 Phelps Road has requested to be on the Council agenda relative to street construction in front of his home and the construction of his driveway. This will be listed on the January 13, 1981 Council agenda. eona r~l L.-'l~pp / ~/" cc: City Engineer J. Longley 1-13-81 CiTY OF Mound, Minnesota January 8, 1981 COUNCIL MEMORANDUM NO. 81-16 SUBJECT: Entertainment Permit - Rager's Pub Attached is a copy of an application for an Entertainment Permit for Rager's Pub. They are requesting an annual permit and have paid the fee for said permit. L/eonard L. Kopp Fee $50.00 Annual Fee CITY OF ~{OUND Mound, Minnesota APPLICATION FOR ENTERTAINMENT PERMIT ( 1 ) Name / ~-~ (2) Address Type of Entertainment Phone No. ~/7~'~-- ~ Street City State Zip (3) Does anyone other than above have financial interest in the business? (5) License to be applicable: From ~, //---~/ To ./J-- Signature of Applican~ * If answer to Item 3 is "Yes", please list others having a financial interest in th~ business on this application, giving name, address and telephone number. 1-13-81 CITY OF MOUND Mound, Minnesota January 9, 1981 COUNCIL MEMORANDUM NO. 81-20 SUBJECT: Bicycle Safety Program Last year the City had a Bicycle Safety Program financed by the State. We are in the process of making application and need a resolution from the Council in order to complete the application. ~Lelonard L. Kopp I TEROFFICE M E ]1 O TO: FROM: SUBJECT: Leonard Kopp - City Manager Sgt. William Hudson - Acting Chief Comprehensive Bicycle Safety Program DATE 3anuary 7, Attached to this memo is the project grant for our bicycle safety program. The program last year was a very successful program and it is recommended that the program be put on again this year. A resolution is needed from the council and support of the program. Also attached is resoluti~//80-30 for the year '~r~¢ ~i~,7~'M..u~ - / //~nd Police Department Enc. 1980. STAIEIqENT OF SUPPORT FROM' SUPERINTEHDENT OF SCHOOL DISTRICT 'I, Dr. Dale E. Fisher, Superintendent.of public "27.7 Hennep~n County Independent 'School District r, , , Mound, Minnesota, 'give my and District 277's support. for the Comprehensive Bicycle Safety Pro~ram as described in the accompany~n§ proposal. The purpose, content, and Public School District 277's responsC- bility in the proposal,all meet with the District's approval. .. Dale E. Fisher Superintendent WESTONKA SCHOOL D~STRICT 277 5600 Lynwood Boulevard Mound, Minnesota 55364 DATE: JANUARY 5, 1981 fTAI'E CF [:C?~¢T OF TRAFFIC f.t~'-"~' Ei3LCAT]C~I bT,liT PROZ_CT (~¢,'~ b~,~SR ~_.CTI~t ;*Y2C CF PUB_lC LAW ~J-56~ AgD A~EI~(TS ll~ :zUE~TIO, USE C~qLY Date hpprovec Federal Fur~ds Obligated Pro2ect Nu~er Grant Pert~ - Fr~: Re~rks PART I -GENERAL INFORMATION 1. Project Title COMMUNITY BICYCLE SAFETY PROGRAM ~ame and ~d~ss of Appltc~t Agency Hound Police Dept. 5341Maywood Rd. Mound, Hn. 55364 Scurce of Funds Federal $ 4352.00 State $ . Local $ 1771.50 Fees $ TOTAL $ 6123.50 PART II - ACCEPTANCE OF CONDITIONS Whereas, pursuant to M.S. 4.075, Subd. 3, the State Department of Educatic~, has received an approveO application for Highway Safety Project Grants and is authorized to administer local highway safety program~, and has been designated as the appropriate agency to receive, allocate and disburse federal m~qies provided unoer the National Highway Safety Act of 1966 {P.L. 8g-564) as amended, and whereas, the is an agency designated to be responsible for the planning, l~gementa:~on and eValUation of tratfic sate:y e~Ucatlon pro and whereas, the afor~mentiomed agency has applied for a grant the primary objective of which is to reduce traffic related crashes, and whereas the State Department of Education is willing to approve said grant on the terms provided for herein and subject to all applicable state and federal laws, rules and regulations. It witness whereof, the parties have caused this agreement to be duly executed intending to be bound thereby: A. AUTHORIZING OFFICIAL OF GOVERNMENTAL UNIT (Chief ExecutiVe of Applicant Agency) 1. N~me Leonard Kopp ~.~- _ .-. ' Mound City Hall Z. Title City Manaq~of]Mounder- '~ / 5341 Maywood Rd. 3. Signature~ .~ ~ ,~ _ -- J 5. Teleph~e N~er .. ~.~.,~,: .. ~.~/~ _ 472-1155 ~' "~ u ~ary Cayo - 3. Address .... Hound Poll ce Dept. 5341 Ma~ood Rd. 2. Title Police Officer Signature / ~. ~,, ~/~-, · , ^ 5. ~--~ ~.;~L~ FISCAL AGENT (O~ficta~ Responsi~Jle' for ~ccountabllity of Funds) Te lepho~e Number 472- 3711 Az~dress Mound Police Dept. 5341 Maywood Rd. Mound. Mn. _55364 Telephcme Nun~er 472-3711 1. N~,e Allison Tillotson 2. Title Secretary PNIT III - AGREEMENT AND AUTHORIZATION TO PROCEED (Official Res )onslble for State Program) Authorization to proceed with this highway safety project is hereby granted subject to the limitations imposed by Public Laws 89-564 and gl-605 and appltcab, le Federal and State Rules and Regulations. 1. Ne~e Joseph E. Meyerring 3. 2. Title Traffic Safety Education Specialist 4. Signature Address 685 Capitol Square Building 550 Cedar Street St. Paul~ M~4 55101 5. Telephone Number / ~' I 612/296-4899 IV ?RCLECT In narrative form briefly describe all major ele~nts of the proposed project: The Mound Dicycle Safety Program must meet new challenges in its second year of existance. The main challen,qe is to increase the number of people contacted through the specific areas of the program, even though tt police service contracts (Minnetrista, SprinQ Park, and St. Bonifacius) were discontinued with an 80% area reduction~ and 30% population decrease. The new challenges to be met in each specific program are: 1. Enforcement-Hire and train a working student coordinator for the program. 2:"'~ Education~ Increas i n~'~qaanti t~ and- qaal i i~y'- 6iT' 'bi cy~,l 6~saf6ty"-.i'nst~ucti on. 3. C~vnership clinic-Establishing a valid adult bicycle education program. 4. Bike Rodeo's-Using more media and promotion to increase attendance. The grant fund will be used to fund working supervisors and bike patrol training and salaries. Co~nunity will fund all other costs. Coordinator of programs goal is to increase the already high community support of program to a level of complete conTnunity funding for 1982. 1-13-81 CITY OF HOUND F~ound, H~nnesota January 9, 1981 COUNCIL MEMORANDUM NO. 81-22 SUBJECT: Planning and Park Commission Appointments As directed, letters were sent to those interested in these Commis- sions. To date the following have replied to the letters: Toni Case - Park Commission - She is eager to serve. Frank Weiland - Planning Commission - Is eager to serve. David Klein - Applicant to Planning Commission - eager to serve. Gary Paulsen - Replied at the~Counci'~meeting. Cheryl Burns - Applicant to Park Commission - eager to serve. In addition, Peter Ward has indicated he would be willing to serve on either the Park or Planning Commission. L~onard L. Kopp /! 1-13-81 CITY OF MOUND Hound, Minnesota January 9, 1981 COUNCIL MEMORANDUM NO. 81-2l SUBJECT: Full Time-Part Time Employees The Administrative Code covering the subject employees state that in order to get partial fringe benefits, they must work 30 hours per week. Because of Budgeting limitation, we have had to reduce a full time em- ployee to one-half time, 20 hours, per week. If the Administrative Code is followed, all insurance and other fringe benefits would be den i ed. .~j~' C~ ~/~'~ ~1~ It is recommended that the Administrff(ive Code be amended to read that Jfa full time employee is reduced/to a 1/2 time employee or more, insur- ance coverage will remain the same as a full time employee and other fringe benefits will remain the as full time, but holidays and sick leave days and vacations shall be 1/2 that of a full time employee. When a person is hired for a 1/2 time position, then insurance will be avail- able at 50% of the rate paid on a full time employee. Example: Single employee insurance - City pays 100~o; for 1/2 time employee - City would pay 50%. If the employee is married, the City pays 77½% of family rate; for l/2 time employee, the City would pay I/2 of the 77½%. 1-13-81 CITY OF MOUND Mound, Minnesota January 8, 1981 COUNCIL MEMORANDUM NO. 81-19 SUBJECT: Sergeants' Union Contract Discussion on the subject contract was tabled on December 9th and it was suggested this be rediscussed at the January 6 meeting. The contract will be listed for discussion on the January 13 agenda. ~f. ednard L. Kopp //~ 1-13-81 CITY OF MOUND Hound, Minnesota January 7, 1981 INFORMATION MEMORANDUM NO. 81-2 SUBJECT: Conference for Newly Elected Officials A conference for newly elected officials will be held Saturday, Janu- ary 31, 1981. See copy of ad attached. If you are interested in going, advise us by Tuesday and we will make reservations and send them a check. LeonardL. Kopp ,' / Conference for Newly Elected Officials Sarurda)/, Januacv 3 1, 198 1 t'hote] de France, Bloomington Presented by the Government Training Service in cooperation with the League of Minnesota Cities TOPICS · Survival Tactics for the Newly Elected Official · Councils -- What They Can and Cannot Do · Open Meeting Law/Data Practices Act · Personal Liability/Conflict of Interest and You · Governing Your City Personnel and Labor Relations Budgeting and Finance Planning and Zoning · Municipal Realities Locating Monetary Resources Intergovernmental Relations Registration fee: $35 SPECIAL KICKOFF PROGRAMS Friday, January 30, 1981 t'hotel de France, Bloomington Day Session: An intensive skill building 'workshop (topic to be determined) Evening Session: Let's Do It MY Way: The Uses and Abuses of Power Sponsored by Women in City Government Registration fee: to be determined information, call the Government Training 222-7409, or toll free at (800) For Service at (612) 652-9719. Training Seminars Scheduled Update for City Attorneys January 16-17 -- Brooklyn Park Conference for Newly Elected Officials January 31 -- Bloomington HUD Urban Development Action Grant Small Cities Workshop January 28 -- Grand Rapids Information Systems for Local Government Workshop February 3-5 -- Alexandria HUD Urban Development Action Grant Small Cities Workshop February 4 -- Mankato For further information, contact the Government Training Service at (612) 222-7409, or toll free at (800) 652-9719. January 1981 The best way to lower your costs is to adver- tise your projects and equipment to the most comprehensive construction audience in the Upper Midwest. And that's where Construc- tion Bulletin can help. Our readers have come to rely on Construc- tion Bulletin's weekly issues to tell them where the work is in Minnesota, North Dako- ta, and South Dakota. For that reason, your advertisement for bids is certain to be read by qualified bidders. More bidders; lower bid price. It's that simple. It's simple to place your ad, too. Just call or write. Our 87 years of construction publish- ing says you'll get results. That's why it pays to advertise your bids in Construction Bulletin 8441 Wayzata Blvd. Suite 180 Golden Valley, MN 55426 (612) 546-1811 31 1-13-81 CITY OF MOUND Mound, Minnesota January 8, ]98I INFORMATION MEMORANDUM NO. 81-3 SUBJECT: Police Reorganization The Council has discussed plans for reorganization of the Police Depart- ment. At the last meeting, they asked that we meet with the Sergeants and report their findings back to the Council. We met with the Sergeants and it was their feeling that reorganization and signing the contract were two different things. It was their feeling that if they could have their choice: 1. The contract would be signed. 2. That reorganization should be held off until after the appoint- ment of a new City Manager and a new Police Chief. It was brought up in the meeting that last year's contract is in effect until a new one is agreed on, therefore, they felt the contract should be signed. Reorganization Reorganization of the Police Department, as I see it, should be around the problem we work with today and it would seem that the department should have a Police Chief and two Sergeants. This could give a supervisor on each shift except when they have days off, vacation or are i11. However, this might not give an investigator as we now have. Savings in doing away with Sergeants is not as great as you might believe: Patrol Officers receive Detective Sergeant (under the new Contract The other 2 Sergeants $1,948 per Month Difference 2,360 per Month $412. 2,250 ea.per Month 302. each Per Month Savings - Total $1,016. Per Year Savings $12,192. ' If you do away with Sergeants completely, you will save about 1/2 a patrol- mand and then you are without an investigator. If one of the patrolmen is made investigator, you have to subtract $125.00 per month or $1500. Your savings is then $10,692. Also, by going to two Sergeants, you then could possibly be losing local investigation. Does the Council wish the City to continue doing its own investigation providing we have enough budget? Police Reorganization - Page I It is recommended that the current contract be signed. That reorganiza- tion be left to the new Chief. This would, keep two Sergeants and the present Acting Chief until that time. The Acting Chief was asked for reorganization recommendations and a copy of his report is attached. l! January 7, 1981 TO: FROM: SUBJECT: Mr. Leonard Kopp - City Manager Sgt. William Hudson - Acting Chief Police Department Reorganization Recommendation Having myself bring forth recommendations to you, the city manager, at this particular time in reference to certain needs of the police department, expecially supervisory staff, is difficult at best. I express this due to recent council action in an attempt to abolish all police department supervisory positions, excluding the chief, due to budgetary considerations. I also feel that there are two other major items that ought to be taken into consideration at this time as it applies to reorganization or restructuring of the Mound Police Department: 1. Your recent resignation and the hiring of a new city manager by May l, 1981. 2. The chief of police resigning and the hiring of a new chief of police shortly after the city manager's appointment. Any reorganization at this time, ! feel, would be premature and not done with the city's best interest at hand, nor of the police department's. I say this because any reorganization or restructuring without input from the new city manager and the new chief of police may not coincide with their management philosophy and could hinder their management style, policies, and objectives. I feel the present status, as applied to the organization of the Mound Police Department, should be maintained at this time until the appointments of the new city manager and the new chief of police are made. By cutting all supervisory positions which have been maintained for more than eight years, there will be a savings of not quite $11,O00 on salaries for the year 1981. This figure is based on the difference between the top patrolman and sergeants pro- jected 1981 contracts. By saving $11,000 you are, in effect: 1. Eliminating positions and chances for advancement for officers within the Mound Police Department. The elimination of positions will affect a patrolman's incentive once he or she realizes there is no chance for advancement and rewards for a job well done and would simply put in his or her 40 hours a week. l! Leonard Kopp Jan. 7, 1981 Pag~ Two e There will be a higher turnover rate due to employees moving on after certain experiences are gained. Positions that do become available will not draw quality applicants due to lack of advancement potential. With no supervisors, quality and quantity of work cannot be insured nor can department rules, regulations, and policies be insured. Patrolmen are not going to, on a day to day basis, make supervisory decisions on technical and legal issues where they know they will be held responsible and may suffer the consequences. o According to American's For Effective Law Enforcement, a nationally known organization, there are three main reasons why law enforcement officers and cities are being sued today. They are: A. Negligent appointment B. Negligent retention C. Negligent supervision l I honestly feel that the reasons I~ve stated above in addition to many more not mentioned, by far outweigh the ~savings to the budget when all things are considered, especially when liability is taken into consideration. The budget for 1981, for the Mound Police Department, which was submitted to the council and approved in its entirity, did have organizational structure of 1 chief, 3 sergeants, 7 patrolmen, and 2½ civilians. The thing that is having the greatest impact costwise on the budget for 1980 and 1981 is the number of officers and amount of time they have been placed Injured On Duty, we have not had sufficient personnel to cover their absences and overtime has had to be paid out and laid-off employees retained. The amount of man hours spent on Injured On Duty and sick leaves amount to that of 2 men for a full year. The amount of time on holidays, vacations, IOD, sick, and training, amounted to 3.6 men for a full year. With the present structure as I have it; I can give supervision 18 hours per day five days a week, and lO hours a day two days a week during critical periods of time. During other times, a supervisor is on call with a pager, With a supervisor on duty, he will be the second officer on duty also and will, in addition to his supervisory duties, perform as a backup and answer calls. The supervisor as acting chief will perform the chief's duties along with his investigating duties and training duties and will also perform backup when available. 111 Leonard K0pp Jan. 7, 1981 Page Three The above structure is giving the department two men on the majority of the time during critical periods and supervision that is also needed, barring there is no more IOD's. I have contacted all the officers in the Mound Police Department at a departmental meeting and all officers stated that supervision is needed on the street during their shifts. I have contacted the following departments and found that: Orono Police Department is responsible to a population of 11,000, has 13 men which includes 1 chief, 1 assistanct chief for 1981, and will be looking at an additonal supervisor in 1982 or, if performance levels drop or service levels drop before, they will look for an additional supervisor in 1981. South Lake Public Safety, which is responsible to a population of 10,000, has 12 men which includes 1 chief, 2 sergeants, 1 investigator, and 8 patrolmen. 3. West Hennepin Public Safety, which is responsible to a population of 4,000, has 7 men which includes 1 chief and 1 sergeant. Wayzata Police Department, which is responsible to a population of approximatelyJ~7~00~has 7 men which includes 1 chief and 1 authorized sergeant. 5. Minnetrista, which is responsible to a population of 3,000, has 5 men which includes 1 chief. 6. Medina Police Department, population unknown, has 4 men, 1 of which is a chief, however, they do not have 24 hour coverage. Mound, which is responsible to a population of 10,000, with an 11 man department which includes 1 chief, 3 sergeants, and 7 patrolmen, taking into consideration duties performed, I feel has a just organizational structure. I feel that under our present structure, as of now, we can efficiently operate and provide services to the city until the new city manager and chief of police is hired, y' Respectfully,./ "-~S/~. William M. Hudson, Acting Chief und Police Dept. WH/sh 1-13-81 ' CITY OF MOUND Mound, Minnesota January 9, ]981 INFORMATION MEMORANDUM NO. RI-4 SUBJECT: Sale of Police Cars Attached is a copy of an ad asking for bids on two unneeded po]ice cars. Leohard L. Kopp ~ PUBLIC ~OTICE Sealed bids will be received, publically opened, and read aloud at the Mound City Hall at 10:00 a.m. on January 30, 1981, for the sale of two motor vehicles: 1978 Concord 4-door, tan in color, 6 cylinder, approximately 30,000 miles, good to excellent condition, serial #~lz~ooo~ · 1978 Concord 4-door, brown in color, 6 cylinder, approximately 24,000 miles, good to excellent condition, serial #~/2~.oz~. All proposals shall be addressed to Mary Ho Cronin, City Clerk, City of Mound, 5341Maywood Rd., Mound, MN 55364. All bids shall be securely sealed and clearly marked "Bid for Motor Vehicle Sale." All bids are final and will be awarded to the highest bidder. The City of Mound does not guarantee the vehicles after purchase. Pay- ment will be made by certified check or money order paid to the City of Mound. Vehicles can be inspected at the Mound City Hail between 8:00 a.m. and 4:30 p.m. Monday thru Friday. The City of Mound reserves the right to review any and all bids and waive any formalities or irregularites therein. City Clerk/Treasurer 1-13-81 CITY OF MOUND Hound, Minnesota January 9, 1981 INFORMATION MEMORANDUM NO. 81-5 SUBJECT: Job Descriptions The Council asked for sample job descriptions. The attached are copies of those found at the State League Office. I have also enclosed one on a Public Safety Director. There are one or two I found for a City Mana- ger; neither of which are for a Plan B City. Also attached are some articles on selecting a City Manager that may be of interest. ' Leonard L. Kopp ~ rolice Chie~ Cta~ Nature: Under administrative direction to organize and supervise all activities of th~ Police DaDart~nt~ and to porform ralatod work Examples: 1. Plans, organizes, and supervises the work of the Police Department. 2. Develops departmental policies and procedures. 3. Enforces.local ordinances and regulations; federal and state Trains and instructs departmental personnel. Prepares the departmental budget and hires personnel. 6. Maintains departmental discipline and ethics. ?. Interrogates complaints and witnesses. 8. Independently handles the most complex enforcement situations. g. Nay also patrol and mespond ~o initial calls ~hen staff shortages require. - lO. .Studies new techniques in crime detection andjApprehension. ll. Cooperates with other law enforcement agehcieg. 12. Cooperates with civic groups and the schools in crime prevention activities. 13. Makes long range plans for the department. 1~. Maintains records and prepares reports. Qualifications Essential Knowledges and Abilities: 1. Thorough knowledge of modern police principles, methods:,apd practices in the apprehension of criminals and the prevention of cfi 2. Thorough knowledge of the laws, rules and regulations pertaininz to the department. 3. Thorough knowledge of the general statutes relating to police powers health and safety. ,. Considerable knowledge of courtroom procedures. 5. ConsideraJple knowledge of firearrm and first aid. 6. Considerable knowledge of the city and its surroundings. 7. Ability to plan, organize, assign, and supervise the work of others. g. Ability to clearly and courteously enforce, explain and interpret state and federal laws and local ordinances. 9. Ability to establish and maintain effective working and public relationships. 10. Ability to maintain accurate and complete records and prepare clear' and detailed reports. Desirable Trainlng and Experience: 1. Graduation from high school. 2. Five or more years of progressively responsible police work experien above the rank of Patrolman. 3. .Special training in modern police methods and administration. p},ecial ~equirement: Must' comply with any special requirements as to residence, a~e, physical condition, etc., as set by the Police and Fire - 22 - .prescribed by the chief~ and everyone will keep ~~ven;.hair. cut neatly~ uniform must be clean and pressed at date for changing of seasonal umiforms will be ordered by the The City of Hutchinson shall provide Cap and Braid, Badges, Gun, holster and cartridge belt, suitable plainclothes iaentification and uniform name plate. The employee shall be allowed credit up to an amount to be determined annually which shall be used for the purchase of original and replacement uniform shirts, trousers and jackets. No employee shall be permitted to hold outside employment unless approved by the Chief of Police and the Commission° Ail employees are required to keep their accounts paid up at all times. All employees will be required to comply with the rules and regulations set forth in the Manual of Procedure of the Hutchinson Police Department. SECTION 27--Classification of Positions. POLICE CHIEF ~/ Statement of Duties: To have chief administrative responsibility for the maintenance of order, the enforcement of laws and ordinances~ the prevention of crime and the protection of life and property in .the City of Hutchinson~ to direct and coordinate all activities of the police departments. . ~.~.~ Examples of work: (I) Review the acts and reports of subordinate officers; (2) Submit reports to the City Council; (3) Make personal inspections of police beats; (4) Make assignments to officers; (5) Confer with other officers of the City on law enforcement matters; (6) Assist in the selection of new members for the police force, and in the training and promotion of the police personnel; (7) Analyze Crime and police conditions and plan prevention work; (8) Maintain contacts with o~her police departments and with professional police organizations. (9) Explain the functions of the police department to the public. Minimum Application Requirements: Graduation from standard High School, supplemented with successful"compl~tion of a generaI-course of instruction afforded by the F.B.I. National Academy or equivalent; ten years of pro- gressively more responsible law enforcement and crime prevention_work~ at least two of'which shall have been at a supervisory level. Specialized Knowledgesy Abilities~ and skills to be Sought by Examination: Social and general intelligence; a high degree of leadership; tact; good character; medical and physical fitness; ability to treat the public with courtesy and, when the occasion demands, with fi~m~ess, ability to organize the department for the effective performance of its functions; ability to organize, plan and maintain a steady flow of work through the department; ability to delegate details to subordinate officers yet supervise and control their operations; ability to _ secure and hold their confidence; ability to coordinate the work of all divisions of the department; ability to secure the confidence of the public functions; fundamental knowledge of police problems and procedures, familiarity with current developments in the field of police administration; ability to maintain cooperative relations with other city departments; ability to issue intelligible directions and orders and secure their execution; ability to exercise good judgement in matters pertaining to the personnel of the department; ASSISTANT CHIEF OF POLICE Statement of Duties: Under the direction of the police chief to assist in the administration of the police department during an assigned period. Example of work: (1) Inspect and supervise the property, buildings, and personnel of the police department. (2) Direct the work and disicipline of members of the police force; (3) Make assignments, and follow up and review the work of all subordinate officers; (4) Assure proper reporting; (5) Make all necessary inspections; (6) Keep records and make reports to the police chief; (7) Be in complete charge in the absence of the police chief. Minimum Application Requirements: Education equivalent to that of high school graduation. Satisfactory experience in police work. Specialized Knowledges, Abilities and Skills: A high degree of social and general intelligence; medical, mental and physical fitness; fundamental knowledge of police science, problems~ methods and administration; knowledge of modern techniques of criminal investigation and identification; knowledge of the principles of traffic control; ability to lead and have the respect of fellow officers; good character; tact; ability to treat the public with courtesy and, when the occasion demands, with fi~m~ess; skill in planning and checking on work; ability to delegate details to others and to supervise and control their activities; ability to maintain cooperative arrangements with the heads of the other divisions; ability to issue intelligible directions and orders and secure their execution; ability to apply good judgement and practical sense to the work of h~s division. _ -10o /D Page 8 of~ 11 pages 11-10 [2) Employees whose names a~pear on any reinstat~ n~.ent re~ister shall be reinstated in the in- verse ord'.er of the lay-off. ~.~hen vacancies occur, al?pointment shall be ~ade from that r instatement register. Section 21. Amendlments. These regulations may be amended at any meeting the co~ission by unanimous vote of all the comm sioners. In addition, a simple majority of the commissioners may amend these regulations that notice of such intent, together with %he stance of the proposed amendment, has been prese at the last preceding meeting of the commission. Section 22. Annual Service Units Defined. An annual service unit is defined as follows: Patrolman: Sergeant: Captain: Each full year of service equals 1 service unit. Each full year of service equals 1~ service unit. Each full year of service equals 3 service units. Section 23. Service Reqister. The con~r~ission shall maintain a service registe] In the service register shall be entered in the appropriate classes, the n~%es, ages, compensatJ period of past employment and such other facts data ~ith reference to each employee of the Pol Department as the co~nission may deem useful. ~en any vacancy in the Columbia Heights Police Department has been filled or when any new appoz ment has ~Deen made, the names selected.shall be stricken from the eligible register and shall b~ transferred to the service register. Section 24. Classification of Positions. ~'~// POLICE CHIEF SCOPE OF WOR~ This is an administrative and technical police position requiring the effective direction of all officers and activities of the Police Depar ment responsible to the ~ayor. DESIRABLE EXPERIENCE AND TRAINING. Extensive experience in modern police wo~ whic has afforded progressively responsible ex~ in a variety of police functions, including res sible police duties. Page 9 of 11 pages. 11-1-68 Graduation from a standard high school, suppteme by formal training and experience in modern poli~ administration, methods and practices, and in sc tific methods of crime prevention and detection MINIMUM APPLICATION REQUIREmeNTS. _ Education equivalent to that of a high school ate; age 35 minimum, !0 years ek~oerience in poll4 work and 12 service units (See Section 22.) Cit. ship, residence, and character requirements as s~ forth herein for police patrolman. POLICE CAPTAIN SCOPE OF P~ORK Under the direction of Police Chief to assist in the ad]ninistration of the Police Depart~.ent. DESIRADLE E)~ERIENCE AND T~AiNI~G. Substantial experience in modern police work has afforded responsible experience in a variety of police functions. Graduation from a standard high school, supplemented by some formal in modern police administration, methods and practices. ~I~IMUM APPLICATION REQUIREmeNTS. Education -'high school graduate or equivalent. Age - 30 years. Experience: a. Six years experience in police work. b. Eight service units (See Section 22.) Citizenship, residence and character requireme~ as set forth herein for police patrolman POLICE SERGEANT SCOPE OF WORK Supervisory police work in the assistance and direction of police activities on an assigned DESIRABLE EXPERIENCE AND TRAINI~G. Experience as police patrolman and graduation a standard high school MINI~J~ APPLICATION REQUIRE~NTS. Education equivalent to that of high school tion; age 26 and 5 service units. Citizenship, residence, and character requirements as set fo] herein for police patrolman. JOB SPECIFICATIONS for the posltion of DIRECTOR OF PUBLIC SAFE'fY ,~L~TUP...Z OF WORK This is a responsible administrative and technical position involving the vision of all persorinel, activities, and functions of the Department of Public _ Safety which includes police, fire, and civil defense activities. The Public Safety Director directs the administration of the public safety functions. of the Village, including police, fire ancl civil defense; serves as .r.l?ect line a.~.:nin[strator of the police; has administrative responsibility for the fh'e the fire chief and for civil defense through the civil defense director. The Fub!ic Safety Director insures efficient operation of the department throuT!, U:e development and execution of policies necessary for the prevention er de~::'nt.!e~~. of criminal activities and the protectioh of lives and property. He is respn~,~r:.~,]c, for the supervision, assignment, training and discipline of all dep~nrtmen!: personnel. The Fub!tc Safety Director is responsible to the Village Manager with rec~a~'d tl-~e determination of basic plans and policies within the Department of Pub!ir Safety, but works independently in administering these plans and policies. DUTIES AND RESPONSIBILITIES l. Frocwams : Develops, administers and .coordinates al! programs to achieve the .approved objectives of the police, fire, and civil defense fur, ctio-.$ o{ the Department of Public Safety. Coordinates the use of all departmental materials, equipment and facilities. Conducts departmental man~owe,r studies to insure personnel are being used effectively. c. Analyzes all current departmental programs to determine their d. Designs and recommends new programs which will improve the and the servicbs of the Department of Public Safety. e. Assists in the development of applicable computer programs. ?ersonnek "" ." a. Responsible for the supervision, assignment and discipline of al! mental personnel.. S~tliI~II{iV (/NV SI/DIS ' Sa©Cla~iR~ON;~ Z'~uVL::;..,: 's:als~sIp A:l!untutuoo apt~m-u~tu pu~ Ieam,~u }o ~uaAa sq:l ui po::uamoldm! aq U~o qoTq~ su~id AouoS~atua spuatnwooaa puc sol,da.Id .( · spaau pa~,edlop, ue ,Io stu.m~, u! %uatu~,.mdap atp, ~,; .]uo~UdOla~ap aan~nj aq~ ap~nB iH~ qo~.q~ saAl~oa[qo tue~aoad sdola^a£[ -u · A]aadoad pu~ ~uatudlnb'a o~ ofi~ua~p ~o uo!~ua^aad ','N p'au saa,ioldtUa o~ A.m.[u~ qo.~-atD-~o pue qo[-atN-uo )o uo~:luaAa-~d ~f qs;q~z. ~o aA!~Da[qo att~ 'um.:~UaAaad ~uap~Ds~ ~o tu~.~ao~d ~ sdola^a~ -] · spaau asoql 15ul:~aatu to sA~,,~ al~u.~oM~ sureid !,u,:: s'[po5 l'eluatul.mdap qll,~ aou~paooo~ uT spaau tSuu~els am]nt sloafo.M -o · stu'eaBoad uoilenI~aa pu~ Bullasunoo aaAoldtUe punos/Sul~nlIlsu! Jq N, uuos~ad ia~uatu~a~dap ~o :luatuaAoadtuI pu~ :luatudOlaaOp oq~ saBe.~noou2 · p 'laUUOS.md asua}ap I!AIo pu~ 'a.~U '@Ollod ~au ~o uotloalas puu luata -..'.'ii,~oo~ aq~ u! aoIj~o tauuos.~ad pue suolssltutuoo aoIA.~as ITaIa aq~ s~slss¥ '0 .q'ON.qI}.ladXf ClNV ©NINik, kI.T. 2 J~ al~,_ · slaodaa uallta.t,a pu~ I~aO aAI]oaiI~la ]uasaad pu~ a~da.ld o~ -saaq]o q~ sdiqsuotl~iaa aaIloa~)a ul~luwtu pu~ qsHq~lsa o% AMI~.qv a;.:ua];op l'[..,xi3 pu~ a.r[.~ 'oo-[iod ttll,,,,x paloauuoo suoll~.~@do pal.lua ~o:~uh'x~oqas ,Ia aaqmnu a~I ~ ~o >po.,~ aq~, :loaax. p pu~ al~ni~aa 'u~id o~, 'UO'I.~UaAa.~d am]aa pu~ a.~]} pu~ 15utut~a:~ aaAoldtua --'?.,'~'~q-/a :luam~.i~dap ul sumalSo.~d a6u~.i-OUOl :~no ./ia.mo pu~ al~I:lIuI 'u~ld o] A2'.q.rqv --o,d l',U~ s;',Id]out.~d put2 uol.~u.I]Sl.u~ttlpl~ ssu~ap HA~O ~o aBpai~ou>[ alq~.~ap~suoL) Class Code: PUBL lC SAFETY DIRECTOR NATURE OF WORK Under administrative direction, directs' the administration of the public _ safety functions of the city; including police, fire and civil defense; serves as direct line administrator of the police division; has administrative re- sponsibility for the fire division through the fire chief and for civil defense through the civil defense director; and performs related work as required. EXAMPLES OF WORK PERFORMED Admi nisters and reviews all operations of the department of public safety. Assumes responsibility for departmental budget requests and monitors dis- bursal of funds. Works with the civil service commissions and personnel department in re- .cruttment and selection of new police, fire and civil defense personnel. Has responsibility for the supervision, assignment and3' discipline of all departmental personnel. Monitors the projects and regular and special programs conducted within i the Department of Public 'Safety. Has responsibility for management reviews, organization studies, systems and procedures studies and administrative problem-solving as they relate to the Department of Public Safety. Supervises departmental record-keeping ,. ..'methods and procedures; prepares or directs the preparation of period or special reports. Directs the program of departmental in-service training of personnel. Directs the use and proper operation of departmental materials and supplies, facilities and equipment. Plans, coordinates and administers all departmental operations relative "to public safety and property protection'. Directs and. participates in departmental public relations function; meets with individuals and groups to explain and interpret the laws, depart- mental policies and procedures, and modern methods of law enforcement, fire prevention and Suppression and civil defense. DESIRABLE KNOWLEDGES,,. SKILLS AND ABILITIES Comprehensive knowledge of the principles and prac, tices of modem police administration. Comprehensive knowledge of scientific methods of crime detection and criminal identification. Comprehensive knowledge of federal, state and local laws and ordinances pertaining to police work and fire prevention and control. 1 Public Safety Director (Continued) -2- C~msiderable knowledge of principles and practices of fire prevention and fire suppression. Censiderable knowledge of civil defense administration and principles and procedures. Ability to plan, initiate and carry out long range programs in department administration, employee training and fire and crime prevention. Ability to plan, evaluate and direct the work of a large number of subordi- nates performing varied operations connected with police, fire and civil defense activities. Ability to establish and maintain effective relationships with others. Ability to prepare and present effective oral and written reports. DESIltABLE TRAINING AND EXPERIENCE A combination of training and experience substantially equivalent to gradu- ation from an accredited college or university with a bachelor's degree in lm~blic administration or a related field and eight years of progressively responsible experience in public safety work, including substantial responsible command experience. CITY }/~NAGER 8/79 0110 ~=~ OF NA ~ U r-~ WORK This is highly responsible adm~uistrative and supervism~-y work in the m~nag~m~nt of city governmental activities. " - Work involves pleamuirg, organizing, directing, and coordinating city finance,' public works, park and recreation, engineering, planning, inspection and a variety of other services as authorized by the City Council. Work includes responsibility for interpreting and executing ordinances and other directives of the City Council and for representing the City in local, metropolitan, and state activities of interest to the community. Work is perf independent action ~nd decision makdng u City Council and is reviewed through mee obtained. EX~2,-°~S OF WORK Withinbroad policy guidelines, ass coordinating, administering, and followi of requests and probl,m~ of municipal co ~rmed with considerable latitude for ~der the broad policy guidance of the lings, reports, and observation of results ists the City Council and Mayor in ag through in regard to a wide variety acern; researches mud assists in dev. and recommending solutions; interprets ordinances and directives to other dep~--~tments, other agencies, and the general public. Develops and implements administrative policies and guidelines in cooperation with the City Council; advises depar~ent heads and other employees as to a~m~nistrative procedures and policies; evaluates performance and results in accordance with overall city objectives and makes appropriate recommendations. Represents the City Council andMayor in regard to local, metropolitan, and state activity of concern to the community. Supervises and participates in the development of the ar_nual budget; prepares s~oporting information and presents at council meetings. Supervises and participates in administering appropriations; approves and investigates major purchases. Advises the City Council as to the 'finaJcial status and needs of city government; supervises and participates in projecting needs for funding and investment; meets with auditors and investment advisors. Prepares agenda for council meetings; supervises and participates in the development of supporting information; attends City Council and other meetings as required. Adn~nisters personnel matters~ makes policy and pay recommendations; full-t~m~ ?ppointments for council approval. Serves as the City's public informatib~-re~senta~ive~ colorers with media; speaks to schools, civic groups, and other organizations.. Performs other work as required. DiS !____~°~-B LE QUALIFICATIONS ~irg and Eroerience A conbination substantially equivalent to post-graduate education with major ..... o in public administration or related fields and progressively responsible -=s~ra~ve experience in local government. Abilities, and Skills Considerable knowledge of the principles, practices, and techniques of public administration. Considerable knowledge of standard principles and practices in the field of personnel administration, budgeting, and purchasing. Considerable knowledge of the organization and f~nctions of city government and ordinances, regulations, and policies controlli~ its operation. - Ability to assemble, organize, and present an oral or written form statistical, financial, and factual information derived from a variety or original and secondary sources° Ability to exercise resourcefulness in solving new problems in accordance with established ordinances, regulations, and policies° Ability to establish and maintain effective working relationships with employees, officials, and the general public. M 0 UN 174 G 0 V£RNMEN- Burlington, Vermont September, 1968 Vol. 1 No. CHOOSING A MANAGER A MATTER OF PERSONALITIES With the increasing importance of, and interest in, the managerplan inVermont, the latest issue of"Public Management" is a highly relevant periodical. It's theme is that the choice of a manager is not a simple matter of picking the man with the longest list of qualifications. Rather, it requires careful thought, analysis, and a matching approach that would do a computer dating service credit. Unless everyone involved knows what his role is, what to expect of the system and others, and what the com- munity's goals are, there is going to be unhappiness. The result will be poor leadership, constant bickering, and turn- over in the manager's position that will be detrimental to all. Community Analysis Once it has been determined that your community wants to hire a manager, a definite system should be decided upon, along with a willingness to spend the time necessary to do a good job of selection. This is important, because a governing body makes few more critical decisions than the choice of a manager. The right man will usually mean a smoothly run, responsive local government, while the wrong one can mean chaos. But, there is no such thing as the right man, except in relation to your community's particular needs at the particular time. The right man today may have beenthe wrong one a year ago or five years from now. The governing body should appoint a definitive selection committee to screen candidates, whether it be the governing body itself, a subcommittee, oracombi- nation of elected officials and concerned citizens. Their first tasks should be an analysis of the community's needs, a determination of what the manager's role will be, and a rough outline of expected qualifications, keeping in mind that the salary offered will frequently limit their choice. Communities have personality, and it often changes due to external circum- stances, growth, particular problems, etc. The selection committee should know what this personality is, what the needs are at that moment. Managers are, by background, training, and inclination, specialists in certain areas. By this is meant, that certain combinations of per- sonality, experience, and interest result in one manager.being pa-rticularly adept 'at one aspect of his job, as opposed to others who may emphasize other aspects. 'The key to finding a good manager is in matching his special talent to your special need. Examples of different types of man- agers include t'ne "promoter", the man who can sell ideas and himself, but frequently stumbles when it comes to administering ~rograms. He would fit well into a situation when new ideas are needed but economics dictate that little can actually be done. Then there is the "doer", the administrator who is finan- cially adept and efficient, often at some expense in public relations. The third major category is the "maintainer of the status quo", t. he quiet sort who irritates no one, maintains a good housekeeping operation, and follows directions. Other categories include specialists such as the first manager in a community, the politician, the reorganizer, the social engineer, the one-project man, the per- sonality kid, and the generalist. Naturally, all managers do not fat nearly into a category, and some are adaptable enough to fit several categories, but as a generalization the above statements hold true. In certain. situations each of these types has some- thing to contribute to a community. What then are your needs? Do you want a salesman, a coordinator, an engineer, a highway foreman, an organizer? Do you want a leader, aggressive and forceful, .or a follower, quiet and mollifying? What type of man will your governing body and citizens work with most happily? All of these are critical questions, be- cause a manager does not work in a vacuum, and the reactions of the com- munity must be gauged. Selection Process Once a personality profile is mapped out for community and potential managers, the selection process begins. The word that you are looking for a man- ager may be spread through the Inter- national City Managers Association Newsletter and other professional publi- cations, through nearby managers and various municipal leagues in surround, ing states. At present most good me: can have their choice of jobs due the shortage of qualified people_Thi~ means that a community must be as ready to sell itself as a candidate~ be to sell himself. This also means the pay and benefit schedules must be propriate to the caliber of man Attracting a good manager costs mone but it is a good investment in a day parttime government cannot keep with the demands upon it. Once resumes are received they be evaluated. If predetermined have been set up, even to a checklis this will be much simpler. The of applicants is winnowed down to tho', whom the committee feels are promi~ lng enough to warrant payment expenses for an interView. The lng candidates should, as a matter courtesy, be irfformed of their In addition, checks should be made any references given by the to be interViewed, and with any people who may give obi, ledgable evaluations of the man's performance. Interviewees should be g-iven information about the selection process in advance, In way they can be prepared for the view, and can relate their ideas mot specifically to your community, If sible, providing them with a tour community prior to the interview also be helpful. The attempt is to the interview a two way process munication and to sell the of living in that location. statements of problems to be faced expectations should also be given. A mat ager may well decide on his own that he not suited for the job and save a deal of anguish for all. It is very difficult to conduct view in an objective manner, effort should be made to do so. paration by all concerned and a able attempt at uniform procedures questions with each candidate will Subjective judgements, the way 'a "strikes" you, are unavoidable (Continued on Pa CHOOSING A MANAGER (Continued from Puge I) necessary, but should not dominate the decision. Once this process is completed, the c0mmittee makes its selection, and recommends a man to the governing body. It is up to this group to make the final choice and attempt to negotiate terms with this chosen man. Perhaps the best summation of this approach is made by Allan Levitt in his article for August '*Public Manage- ment.'' '*The success of a city is. in large part, contingent upon the quality, and effectiveness of its administrative leader. It is absolutelyessential,then, for councilmen to select the best qualified man for the position. In this sense. 'qualified' means a man whose experiences and skills fit the problems and personality of the city. Bringing an organized, logical, an well-planned approach to the process . . . will enhance the chance of success for both the manager and the city." County Police? As one of its major study areas the Chittenden County Regional Planning Commission has undertaken a study of law enforcement practices and needs in the most populated county in Vermont. Encompassing seventeen municipalities and over 80,000 people, this metropoli- tan region now has fulltime police de- partments in only seven jurisdictions. Feeling that the potential for coopera- tive efforts in this field was high, the Commission voted to include a law en- forcement survey on its list of sixteen planning study elements. The first phase of the study calls for a thorough survey and analysis of existing law enforcement activities. As conducted by the Commission's Law Enforcement Study Committee. with staff assistance. the survey will provide data as to cur- rent problems and needs, a definite in- ventory of existing manpower and equip- ment, a random sampling of citizen opinion on law enfo/-cement, and a listof conclusions and recommendations. The second phase of the program will consist of the design of an applied pro- gram for the organization and staffingof a single county-wide enforcement body. This plan. if feasible, would then be presented to member communities for action. Even if the planning study does not reach an action stage, the data it pro- rides will certainly be valuable for future planning, and the approach is a unique one in Vermont. FROM THE CAPITOLS (Continued from Page 2) some time and that it is available to member towns. UP INSURANCE (Continued from Page 2) if interest warrants, a group volunteer fireman's polic~ will be made available. The life, accident, and indemrfity bene- fits are based upon two schedules, op- tional at the community's choice, which approximate one haft of salary annually, in the first case, and full annual salary in the second. In the second schedule, benefits will be available, only to com- munities having ten or more employees, this to insure the underwriting strength of the plan for ali members. The plan will be available to all em- ployees of the communitywho work more than 30 hours per week, and to certain elected officials, with limitations. It is our intention to make lhe plan available tO librarians and school teachers in the event that they desire to join. It is worthwhile noting that the Blue Cross plan being offered is the new Semi- Private plan which covers the cost of semi-private accommodations in any hospital, regardless of the room rates. No cost figures are yet available, since they will depend on the data which is gathered in the first round of visits with each community. Once the data is available specific proposals can be made and decided upon. It is certain, however, that the costs will be less than any but a very few towns could get without the benefit of the potentially large group that League membership offers. Present plans call for a concerted effort to visit each community which might be interested during the six week period from October I to November 15. During this period data will be collected. - proposals made, and tentative decisions requested. The figures can then be in- cluded in your annual budget. Often the suggestion that one more cost be added to the increasing tax burden is met with groans and negative feelings. But in this age of the high cost of liv- ing, the higher cost of dying, and the exorbitant cost of being sick, com- munities have fully as much respon- sibility to provide for their employees' welfare as any private company. In this regard Vermont has lagged behind many other states and it is time we caught up. The cost is negligible in relation to the benefits to a family man faced with a hospital bill equal to a month's salary, or more, or to a widow with few resources trying to bring up a family. We hope you, as responsible officials, will offer a sincere and at- 'tentive ear to our representatives when they visit your community. MONTPELIER -State officials esti- mate that the newly approved Federal Highway Act will result in a $2 million dollar increase in Vermont's share of these funds. Pzge Three [ oing To The Dogs Since the ad0Dti0n 0[ State Legislation perrrfitting the adoption of local dogcon- trol ordinances, this subject has been in the news a great deal. The large turn- outs and spirited debates at hearings on proposed ordinances would do justice to a meeting on the elimination of the town form of government. People feel strongly about the subject, many are directly af- fected, and all have "good" dogs. With some 90 million new cats and dogs born each year. this is a problem with na- tional implications. And now comes a man to tell us we've been going about it all wrong. Mr. Albert Martin, in an article in the July 1967 issue of the "Kansas Government Journal", states that it makes no sense to write ordin- ances to control dogs; they can, t read them anyway. Instead we should be think- ing in terms of controlling people. The typical approach to controlling the dog-at-large problem is an ordinance prohibiting unleashed dogs and requiring the dog catcher or policeman to impound or dispose of any animal found running loose. Frequently it is not well enforced and. more frequently, the dog outruns his pursurer. Mr. Martin suggests another, more logical approach. "The modern thought:..is that the police should chase people ratherthan dogs. The ordinance of this city pro- hibits owners from permitting their dogs to run at large, but instead of providing that officers shall take and impound dogs found running at large it directs the officers to find the owners and cite them into court. So, instead of an officer trying to catch the dog, he follows the dog to its home and cites the owner into court. Some curi- ous things happen. Neighbors. seeing a police car patrolling the neighbor- hood, point out loose dogs and identify the owners. The police fir<t that if they drive slowly behind a loose dog. he be- comes nervous, increases his pace, and then runs for home and as stones he gets into his own yard, stops and barks defiantly at the officers. Thus, the treasonous animal betrays his owner and when the owner answersthe doorbell, he is handed a citation." Mr. Martin notes that such an ordi- nance removes from a neighbor thebur- den of signing a complaint, relieves the police of dog catching duties, relieves the city of the nuisance of feeding and maint.aining dogs, and relieves the owner of a substantial fine ifhedoesn't comply. Certainly there are many advantages. Copies of this type of ordinance will be available from the League office. ORDINANCE NO. AN ORDINANCE ESTABLISHING THE OFFICE OF CITY MANAGER. ARTICLE 1. City of Dawson. ARTICLE 2. THE CITY COUNCIL OF THE CITY OF DAWSON DO HEREBY ORDAIN: The office of City Manager is hereby created in the The City Manager shall be appointed and removed as provided in the City Charter, Chapter 3, Section 3. The City Manager shall be appointed for an indefinite period of time and shall be paid for his services at such a salary as the Council from time to time may determine. ARTICLE 3. The City Manager shall be the chief administrative officer of the city and shall perform the duties in the following subdivisions: Subdivision 1.) Supervision and management of the various subordinate offices, agencies and departments of the City. Subdivision 2.) Coordinate the administration of the various divisions and departments of the city. (O~TI'O~N) Su~bdivisio~3.) Appoint, suspend and r-~e~l~ve, upon the-_~J~asi~ of all h~s of depar~s 6~ll ~ub'~~s~and emp~~ (OPTION) ~ub~sion 3.) ~~spend'~N~emov' ~~ ~e b~~ ~erit an~f~$ness-~~~t to a~t~~o~e<r~le~ll subordinate employees,.e~office~d heads of ~p~tments wb~e~pointment is . rOS~~vor by ord~~ . (~) Subdivision 3.) Make recommendations to the Council regarding (~m) personnel policies, employment and dismissal of subordinate officers and employees. Subdivision 4.) Develope and issue all administrative rules, regulations and procedures necessary to insure the proper functioning of and co-ordination with all departments. Such rules, regulations and procedures shall be consistent with Federal and Minnesota law, city ordinances, and written Council policy, Said rules', regulations and procedures shall be effective upon issuance and shall continue to be in effect until rescinded by the City Manager or by express action of the CoNnci ~. -Page l- Subdivision 5.) Submit to the Council at least thirty (30) days prior to call by the County Auditor, a single consolidated budget document which shall include statements relating to projected revenue and proposed sources of revenue, and all proposed expenditures to be made and obligations to be incurred by the city in the forthcoming fiscal year. Subdivision 6.) Advise the Council on all matters pertaining to or affecting the operation of the city government and the city proper. Subdivision 7.) The City Manager shall be responsible for the enforcement of all laws and ordinances within the city, and whenever necessary shall make recommendations for changes, amendments, or repeal of existing ordinances. Subdivision 8.) .The City Ma~nager shall be directly responsible to the Council for the faithful and satisfactory performance of the duties of the office; shall attend all Council meetings, but shall not vote; and shall attend such committee meetings as the Council may direct. " Subdivision 9.) The City Manager shall be the chief purchasing agent of the city and all city purchases and contracts shall be made or let by the City Manager when the amount involved does not exceed $2,500.00. All other purchases shall be made and all other contracts shall be let by the Council after the recommendation of the City Manager has first been obtained. All contracts, bonds and instruments of any kind to which the city is a party shall be signed by the Mayor .and the City Manager on behalf of the city. Subdivision 10.) Perform such other duties as are required by state law, city ordinance or as the Council shall from time. to time direct. ARTICLE 4. The City Manager shall be bonded at city expense, through a position bond (faithful performance) which will indemnify the city in the amount of $50,000.00. Dated' ~'ebruar?~ !~, 1975 Attest: City Clerk Mayor -Page 2- 188 BY ALAN M. LEVITT Editorial Assistant, PM if councils fail to adequately m;;tch the needs of their communities with the manager's qualifications~ no one will suffer more than the communities. This article contends that the selection of a city manager has not kept pace with the magnitude and importance of the manager's job. The article is based on extensive research and interviews with city councils and selection committees in five communities ranging in size from 25,000 to 250,000--all of which recently hired a city manager. Five counciJmen met to consider whom to hire for the city manager job. They had already narrowed the field from 60 to lg applicants, lqone Of the councilrnon h:~d ever hired a manager before. Three were newly elected and had no experience in public administration. In another city, a citizen's panel discussed the h;ring of a new city manager. It ,.vas the fourth such meeting in as many years. In each instance the city council[ had asked the manager to resign. In a third city a selection committee attempted to screen applications for the city manager position. Wide- spread discrepancies of information existed among the resumes and applications of the candidates. Yet, regard- lack of uniformity~ the less of their incompleteness or committee had to evaluate the candidates for th~ top administrative post in the city. Something's wrong here. When procedures usdd to select a city manager are compared with those us{d to recruit top administrative personnel in the federai~gov- eminent and private enterprise, it becomes evidenl~ that local government lags far behind in sophisticatior~ and effectiveness. For example, when the Civil Service Commlssion receives a request to fill a high level position, it co~suJts a computer which instantly scans a roster of 25,000 ~exec- utives and picks five or six who appear qualified for the position as described by predetermined specifica~tion$. Booz, Allen, and Hamilton maintains its own 15,000 top management personnel in most of the largest corporations. When a client firm needs an rive, the company determines---through a series cussionsmthe type and level of man required to job most effectively. Specialists are drawn from suiting staff as required to evaluate or apprais~ tives. In each phase of the selection process, co~ fact sheets, personality profiles, sketches, and ground information on both the executive and th~ are produced. Obviously methods of selecting a city manager not kept pace with the sophisticated selection of business and the federal government. The perk mediately ahead will likely see an even more acute for executives than now exists. Similarly the shortage current in local government will also Both trends place a significant premium on competent managers. As the premium government may be in danger of dropping out competition. If this trend continues, the selection Jem will undoubtedly become worse since fewer petent managers will be available. Hence, it is incumbent upon local government to increase entering its ranks, but also to be more critical selection of its future managers, vis-a-vis the city's Under the present system of manager selection munities will continue to suffer unless they the selection process more of a matching proce~ the matching of an applicant's skills, personality with those of the city takes than councils appear willing to spend at Twenty years ago, when a council was Iookin Public Management I At~g st '. Il ~.',;a.:0 simp,c iask because an ,:J~gt~f coulo eas.¥ 'double as a city manager. Bu~ sw,~e ~,,-the job has changed along with city prob{ems ~.nd"~ooomplexmes.. To- day, the 'ci;y manager is a genc.~alist and more than ever before the progress of his ccmmunity depends on him. Yet the methods o{ setecting ;hi~, individual remain as simple, as unsystematic, and .~s haphazard as they were two decades ago. The only generalization which cm be made about the selection process is that the pr~edures followed are structured and influenced by the personalities, beliefs, and backgrounds of councilmen c~ selection committee members. Each community choo~s its manager in a manner which is "right" for it. The practices are as varied as the communities employing them_ · Probably time most critical factor ctetermining the selec- tion process is the makeup of the ,city council. The per- sonality of each councilman not onlry channels his per- ception of :he role of time manager, it also colors his vision of how to select the right man. Similarly, the length of time a city council has before it must choose its manager also influences selection methods. Naturally, these methods are different in a city where the manager suddenly resigns or in a city where the manager an- nounces that he will retire in a year's time. These two factors--the length of time involved in the selection process and the personalities of the council- . menmare the most important factors shaping the selec- tion process. They reveal not only who will select the manager, but also how he will be selected. Although there are numerous methods of delegating selection responsibilities, the average council employs one of three procedures: It acts as the selection com- mittee itself, it appoints councilmen to do the selection, or it forms a joint citizen-council selection committee. The procedures followed depend upon the length of time before the final selection must be made. Usually the selection committee is the entire city coun- cil. This was the case in one independent city of 25,000 population. The council members and the mayor felt that since the manager wou{d work directly for them, they were more knowledgeable about their own needs and desires and, consequently, it was not necessary to include any citizens on the selection committee. They reasoned that since the council had been electe'd by the people, it had the responsibility to select the key person carrying out its policies. ; The mayor in a city of 250,000 population had a different view. He appointed a city councilman and five businessmen lo serve with him on the selection com- mittee. The committee elected a chairman and began the search. This council decided that businessmen should have a major role in the selection process because they had more experience in hiring and dealing with per- sonnel than the council did. Naturally this selection com- mittee expressed the biases of the business world. A county with a population over '250,000 asked a city manager from another city to' conduct its search for a manager. The manager handled almost the entire process including advertising, screening resumes, checking refer- ences, and even arranging and participaling in the inter- x views. I lc ~qlt,ced Ihe field of applicants Io three giving X a preference to one--the man event.ually selected. In this ~ ~ase, the council was far removed from the selection as California's G~iff~en-Nroe~er. These companies handle advertising, p~pare brochures, screen applica- tions and cand~dates~a[t the work up to the inte~ew- lng stage. A list of the four or five best candidates is then comgi~0d and giv0n to th~ council Concurring never rate candidates in order of preference. grill other municipalities use a combination o~ t~ese methods further increasing the number of different selec- tion committees.' Before any council or selection committee begin{ its search, it must first decide what kind of an individual it is looking for and what qualifications are necessa~. To msst councilmen this is an educational process. Although m~ny are active in community affairs and poli~ formation the number who do not know the basic functions 9f city manager is surprising. - Some city counci.ls undertake the selection without {as outside help. Most send for "The Selection of a Manager," a pamphlet pr, epared especially by ternational City Managers Association for council~e Among those who do seek outside help the= most c~r moa practice is to discuss the functions of~ a man{g with authorities in the field. Leagues ~f municipai~ti and ICMA are usually consulted. Respected leaders in management also provide help. Often a representative ICMA meets with the selection committee and discu the subject, answers questions, and points out pitfall the process. Sometimes the former city manager the city council. Depending upon the view of the cfi, leading citizens are consulted. Novice or inex enced councilmen rely heavily on tenured for direction. Said one selection committee member,:f'l think important that they [councilmen] consult with key lators in other cities where the council-manager plan good operation. They should contact other mare the field to find out the successes, failures, arid di~ ences." After a careful study of t~ese discussions, the committe~ eventually arrives at a consensus '~OE the basic-qualifications and skills as well as functions its potential city manager. When this is done, fur thought is given to the problems and situations to the city. The problems facing a municipality will doubtedly influence the criteria set up by the committee. For example, if a city has racial probl~ the committee might want a manager having prior perience in such problems. If intergovernmental tions are a problem, the committee might look manager having experience in that area, etc. The selection committee must not only attemp' determine specific criteria, it must also decide the of role the city manager will play. Will he be a advocate, a community leader, or an administrator simply follows orders? At this point the political social personalities of the councilmen have the gte. influence.1' . Some councilmen see the manager playing the lea~ing role in determining policies. While this is supposedly contras.to the underlying philosophy of the cou0cil- manager plan, many councilmen believe that by virtu~ of his proximity and full-tlme association with city p~ob- Ictus, the city manager is better qualified to form p~i~. Therefore, a strong advocate is desired. These cou~cil- Public Man,~ement / August ~9~ ,./.CO6r~c~'policies. To them, the city maria :r is just another .', administrator. Still others want a cot alton of these traits. One councilman in one of the cities studied viewed the manager as a working employee o/' the city, not the council. He reasoned that the manager should, theref0re, have special qualifications and skills pertinent to the community. This was the case in one sma~l independent southern city where the previous manager ,.vas asked to resign be- cause the counci. I felt he was too harsh in dealing with the community. When citizens voiced complaints or asked questions the manager brushed them aside abrupt- ly. Consequently, the council decided that the next man- ager should have more tact in communicating with the public. This desire is certainly valid. The extent of the communication deficiency among city managers is not fully realized. A soon-to-be published ICMA research project, "Fac- tors in the Selection of a City Manager," confirms the importance of public relations. The project, conducted by Efraim Torgovnik, assistant director, Bureau of Govern- ment Research, at the University of Rhode Island, asked 710 councilmen what factors they considered most im- portant in a city manager. First on the list was public relations skills. As one councilman commented, "We wanted a man who was adept in public relations. This was fore- most on our list of criteria. We could purchase other services elsewhere like engineering, Planning, and budg-. etary experts. But the city manager has to be able to get along with people and establish-a certain 'rapport with the. public." Another councilman made a similar comment, "We want him to be a one-man Chamber of Commerce. He should mix with people and be seen. Most impor- tant, though, he should have a good image with the citizens--one which would reveal him as approachable and 'facilitating.": To an extent, these opinions probably reflect the per- · sonalities of these councilmen, but there is little doubt that sound public relations skills are increasingly becom- ing a vital qualification of city managers. Critics of .council-manager government frequently charge that the 'city manager is {oo far removed from certain sectors of the public and consequently is unable to communicate with them. And lack of communication often brings resentment and mis. understanding. Once the council determines the basic qualfications of the manager the selection process begins. The first step is usually advertising. This usually includes placing a notice in professional publications. However, the best manager positions are often secured by word of mouth rather than by personal application. Managers, league directors, and other influentials fre- quently act as job brokers--tuned in on who's doing the best job, what cities are doing, what a city's person- alities are, and who would be appropriate to fill the Yacancy. They are aware of managers' personalities, posi- lions, salaries, and other important information of rele- vance to city councils. [Inl~lewood, Calif., City Admin- istrator Douglas Ayres discusses this-idea in his article xx~Nhich appears elsewhere in this issue.] · ~,1~ 2blic Management I August 1968 the selection of particular individuals, it confines itsr~ to providing lists, or dest, of qua]ified managers i~nd assistants. The selection committee may also seek names frbm private businesses within or outside the community, his practice is directly related to the view~ of the cou men. A few council members believe that the mamlger' should be knowledgeable about the community, its ditions, and its people. Therefore, applicants wholave lived or worked in or near the community may gai~ I m edge in the selection process. Other councilmen belbve that a manager will bring more objectivity to his ljob simply because he comes from outside the community. This does not mean that the manager should not! be familiar with the basic problems of the area. Another factor to be considered when hiring a man ~ger from within the community is the extent of resentrlent he may cause among fellow employees. For instance, one city decided not to hire one candidate becau:j~ it felt he would create a sensitive situation among re:Iow employees since he had been the urban planner nd had worked with supe~isors whom he would no~! be supervising. ': Although the most common way to attract appli'¢~nts is to advertise, it is usually more prevalent ant ~ng smaller municipalities. In larger cities and counties, a pli- cants are often invited to apply for the position..Fhis practice is even more common among the la~est council-manager cities. It is predicated on the belief ihat the man the council is looking for already has a hod job and is not in the market for a new one. One couiicil- man said, "If a manager applied, his present posj iion might be placed in jeopardy. In addition, . the typ~ of man being sought is not interested in changing posifOns and must be lured away from his job by the merits and challenges of the city which is seeking him." Said the president of another selection committee;... "It was like industry. If you wanted a good man, ~,ou would have to go and get him. A good man will air--dy have a good job, therefore it was much more of a selling job." ,~' A member of the same selection committee said the committee didn't advertise because "it would bring stacks of resumes and supporting material from scores Of un- qualified applicants and job seekers, unnecessarily over- burdening the committee. The man we wanted was: on his way up, and we knew we would have to go and get him." When the selection committee gathers its own Iisi of individuals it must make up resumes for each potential candidate. Usually this is done while the candidate isun- aware that he is under consideration. Applications received from advertising can take a variety of forms. The standard one-page ICMA application form is most commonly used. However, since it is so brief, some cities prefer to devise their own form. Others leave it up to the applicant and expect him to submit a complete resume. The various types of application forms used result in a wide disparity of information on which councils base decisions. Some councils want the resume to include the appli- cant's major accomplishments, community and personal interests, and various aspects of his philosophy. Even ' -' ' 191 lnu llntormation necessary for propel e_valualion. Support- material poses another .problc, n~ouncilmen inter' ing viewed objected to readin8 muck s'~pporting material. When applications are receive~, the selection com- mittee faces one of the most difficu]~ and subjective jobs of the selection process--evaluatioe,, it's quite common for a city to receive 50 to 60 aF~p,"£cations for the city manager position. Some of these..~ce from crackpot job seekers. Others come from "expert application and resume makers," as one city counc~man put it. However, the bulk of the applications come from sincere and usually well-qualified individuals. T,t,,e problem is to nar- row the field to a manageable nun~er to be interviewed. To further complicate the eva'luau]on, councils usually have no predetermined screening criteria and conse- quently their evaluation is too subjective and erratic. Dis- parities in information on application forms, resumes, and supporting material force the selection committee to narrow the field by subjective measures: which resumes are the nearest, which are the best written, what par- ticular experience or training appeals to the selection committee at that particular mome~t. This approach has been severely criticized by various urban administrators. When selection committee mem- bers were asked how they judged applicants on paper, none could give a tangible answer--even within the same council. Yet, this is a crucial step in the process. In an attempt to solve some of these problems, some cities have prepared their own standard application' form which is sent to interested applicants. The applicant is asked to complete it and return it with a brief letter of transmittal, usually not more than 2 or 3 pages long, presenting further information, accomplishments, abili- ties, etc. Usually no supporting material is requested other than a copy of the applicant's most recent budget. In addition to the usual matching of abilities and skills to needs of the community, the selection committee is also influenced by its own background when screen- ing applicants. The subject is further discussed in the Torgovnik study which related city councilmen's back- grounds to the criteria established for managers and found that the criteria which councilmen seek in their manager are a function of the councilmen's background and personalities. This is probably the greatest drawback of selection committees. When the field of applicants is finally narrowed to a manageable number--usually 10 or less--the candidates are contacted and given appropriate information. Even here cities vary in their actions. Some 'send a letter to unsuccessful applicants thanking them for applying. Others fail to do this and applicants do not know they are out until they read about the appointment. Applicants who make the inten'iew stage are given expense-paid trips to the community. If the applicant is unable to come, the selection committee may go to him. At this point in the selection process investigation of references is usu. ally initiated and continues until one candidate is finally appointed, in addition to the listed references on the application form, some councils check with ortner individuals including legislators, bankers, business leaders, nearby managers, senior managers in the state, friends, and other~ who can give candid appra, i~al.~ o! Ihe candidate. Again, the extent of this investigation depends on the selection committee. Councilmen interviewed tended community leader Once more the findings of the Torgovnik study a~ flected. In his study the manager's prior community n ,t,on.~ were high on the list of selec- tion committees' preferences. Councilmen and commit- tees interviewed confirmed this findiKg. Interview procec]ures e,]so c:]]f~'er and may take many' forms. However, most selection committees share a common trait--objective evaluation is almost negligible in the interview. Some committee members pref~er t° meet with the candidate socially in a home and conduct the interview over cocktails or dinner. Other commiittees conduct formal interviews with the .candidate il~ the council's regular meeting rooml Still other comml~ee.~ tour the area with the candidate pointing out pro~iem.~ and points of interest. Many councils want to me~t the applicant's wife; others don't care_. One councilmar~ saic a comment made by a candidate s wife was the de(idin[ factor in his decision. There is no set time limit for an interview; man~/ lasl about an hour. This may va~ among selection cor~mit tees and depends upon the size of the cityi Some ~ppli cants spend one or two days in a commulnity, me~'etin; with councilmen, community leaders, and ~mploy~es. A city council may anticipate questions that candidate would like to have answered and issue a statement fact sheet setting forth basic information of the/jobll community, and living conditions. A few cbmmlttee~ even prepare elaborate pamphlets advertising botl~ the~ community and the position and send them to all ~ppli't cants. Information such as cost of living, qualifications~; the council's philosophy, and application procedures are usually included. Sometimes municipalities send ar~ an- nuai budget to all applicants. Both the extent to Which these practices are followed, and the personalities Of the councilmen, determine the degree of two-way communi- cation in the interview. Most candidates are evaluated by the total impressiorl they leave at the end of the interview. This highly sub- ' jective process is necessary, some committee members believe, for proper evaluation. "it's like meeting someone for the first time. Either you like him or y'c~"d;~'l:. You 'feel' his overall persbnality." Since the committee members already have gathered information :~r~ investi- gated the candidates, the interview serves not only to further clarify this information, but also to provide 'mem- bets with an opportunity to gauge personalities. Naturally committee members want to find out more about the candidates' background, philosdphy of admin- istration, etc. But most use the interview to judge only personality. To the councilmen interviewed personality was more important than other qualifications. As two selection committee members explained: "1 thought that since he was neat and well dressed, it was indicative of how he was going to handle the city's money." Another councilman said, "1 liked the way he held him- self, he seemed quite mature and had a good sense of humor." Such intangible observations could not be seen from an application or a resume or even from inter- views with associates and friends of the candidate. These subjective judgments are necessary to evaluate 'his personality, flexibility, conversational ability, and poise-but they are used as the only factor in too many cases. After all of the candidates have been interviewed and discussed by the committe, e, the number of applicants c~ly manager. There, comm~llee menr.~, aFK with old emf)loyers, fellow workers, and o:her who might have known the candidate. Another step can be taken to ins~.~e the success of final selection--psychological testins--,. ,.~.s far back as 1953 testing procedures have been regu'.~r]y usecJ ]n Park Ridge, III. (see Public ,',4anagement, [;'~ly, 1955) for city manager and department head applicants. The city em- ploys an industrial psychologist fr~ a university or private consulting firm who is skilled [n executive selec- tion. He attempts to determine inc],";inations, aptitudes, attitudes, and other factors through written and oral analysis. The tests allow the psychola~ist to provide the city with an independent accounting ¢~f each individual,' his adaptability, and the probability of success in the posi- tion. No preference rating is made ~f the men tested. Park Ridge uses psychological te~ng only after the number of candidates has been n~,~:owed down and usually after they have been intervle~.~d by the selection committee. The reason for this is expt~se. With the cost running between S400 and S500 per ~t, it is necessary to limit the number of applicants te~ed to those who are seriously being considered. The ¢~t consists of one day written and a half day of oral testing~both manda- tory for further consideration. The selection committee, armed with the information necessary for proper evaluation, is ready to make its final selection. In some communities there is still another interview, but only for the applicant selected. The com- mittee'then reports its choice to the city council (if it is not actually the city council itself). For all practical purposes the selection process is completed and only formalities remain: notification of the remaining unsuc- · cessful applicants, negotiations between the council and the new manager, and approval of a resolution hiring him. One of the pitfalls so apparent in the selection process 'is the almost total lack of uniformity among and within cities. To an extent, this emphasizes the widespread diversity in the cities.themselves. However, some councilmen and managers view the process with skepticism. They argue that it is far too subjective and that part-time councilmen are not pro- ficient enough to determine,, weigh, and judge the qualifications for this important position. More system, atic and objective evalution of the applicants by knowl- edgeable individuals can help eliminate these faults. Both private business and the federal government appear to have part of this problem mastered. Their selection procedures for top management are better planned and far more scientific than those for a city manager. The federal government creates a job specification for every position under civil service. The supergrades (G$16-18) most closely resemble the management level of city managers and to this extent, the two hiring prac- tices can be compared. When a supergrade position becomes available, pre- determined procedures~governed by the Executive Man- power Program of the Civil Service Commission~must be followed. When a vacancy occurs within a federal eagency, that agency must first contact the Commission f(~r r'eferrals from the 25,000 member executive roster st which contains information on all p. ersons in govern- nt in these grades. When the commission receives ugu~t 1968 ' lion to any candidales ~ay find ~n its own. The agenc~ can al~o contact priva~usiness, universities, or other places to seek candidates, but the li~t of names supplied by the Civil Service Commission greatly reduces the subjectivity involved and eliminates the time-consuming task el a~vertis~ng an~ screen'mg applicants. Private business has probably developed the most sophisticated and scientific means of personnel selection of any sector involved in personnel work through the work of management consulting and executive recruiting firms like Booz, Allen, and Hamilton. Although personnel selection represents a small percentage of the company'~ revenue, it is probably the most advanced means of personnel selection in the count~. The firm's facilities are used by clients seeking men for top positions paying salaries of .$25,000 to $50,000 plus. There is a trend, especially among Western communi- ties to us~ managemenJ consulting firms for city man- ager selection. One firm, Griffenhagen~Kroeger, head- quartered in California, is increasingly being ~hired for. its recruiting sewices. The scope of this orga:nization's sewices ranges from comprehensive plans for~reorgani- zation of a government or major fiscal programs, to specific attention to the details of a single department's procedures and individual problem solving. The firm is similar to its counterpart in the business world, Booz, Allen, and Hamilton, although it devotes more of its' time to recruiting urban administrators. Drawing from its professional staff and from knowledge gained from local municipalities, plus a detachment from local politi- cal and personal involvement, Griffenhagen-Kroeger can place a problem in proper focus and suggest solutions. Final decisions are necessarily always those of local people and officials, but are fortified with the facts, suggestions, and fresh viewpoints provided by the com- pany. The recruitment sewice offered performs any or all actions involved in the recruitment process leading up to the consideration of a few candidates, for final selection by the council. The extent of its help is determined by the council and is based on the' plan of the council and its need for oQtside professional consult- ing assistance. Payment is provided On an hourly basis because of the impossibility of determining [h advance the number of candidates to be evaluated. The company agrees to a maximum charge and then bills for only that time requi.red up to the agreed maximum. The sewice basically consists of four steps: ~ A meeting is held with the counci. I or the selection committee at which the qualifications and special require- ' ments of candidates are discussed. As a result of this meeting, Griffenhagen-Kroeger formulates an image of the type of person the council is seeking and reaches a mutual understanding with the council of the methods and procedures to be followed in attracting qualified applicants.' m The firm next widely publicizes the vacan~ by prepar- ing ads for insertion in professional publications, and a brochure describing the position and related information about the city to be sent to interested'persons. The actual printing of the brochure and the typing of the letters and their distribution is done by the firm or the city. ~ Upon receipt of applications and resumes, the firm 193 ,~,1'o.~.~?o,'~;~1 qualifications of Ihe ~ppl;¢a~lf~ All candidates musl firsl meel tile basic crileria ~d~ed by the oily council. Grh'~'enh,Jsen-Kroe~4er's ev,~b;tion is based on a point system assigned which refle~s years and type 0f experience, size of the city, edu~alion, and training. In each city Jhere are usuaiJy nd~onaJ ~acJors consld- ored important to that communii,~, such as experience in a certain type or economic situation or working with minorily groups. These special n~ds are worked into lhe point s}'stem to help bring ,~t those candidates possessing experience required by ~ne city. Based on these findings, the f;,~ submits a report containing summa~ statements of n limited number of prospective candidates most deser~ of serious consid- eralion by the council. The firm then Eelps arrange meet- ings between persons selected fro~ the listing and the council to discuss the position and qualifications. "If a candidate is selected, the ~ly remaining task Griffenhagen-Kroeger performs is [~ preparation of a letter for the mayor to send to each unsuccessful applJ- cant expressing appreciation for his interest. Grif[enhagen-Kroeger believes t~ final selection is the exclusive responsibility of the council and that its role is one of attracting qualifed candidates and provid- lng the professional assistance required to furnish .the council with the factual information necessa~ to find and select the best person available. The firm avoids any action that might be construed as an effort to influence. The practice of employing a consulting firm to recruit and screen applicants is most prm'nlent in the West, especially California. However, the trend eastward is definitely increasing. The company ~nctions nationwide and provides a similar sewice for other key personnel such as police chiefs, planning directors, public works directors, and finance directors. Communities that use the service range ~rom 20,000 to 150,000 population, There are many inherent values in employing a pro- fessional firm to aid in the city manager selection process. Use of such firms suggests to citiz~s that the selection of the most important person in lheir government is being approached in an objective manner to obtain the best qualified person available. The city manager who might not wish to send a resume to a city council which he knows little about, also may find it easier to discuss the possibilities of the position with a professional con- suiting firm. Assurance that the matter will be handled on a confidential and discretiona~ basis can easily make available qualified candidates who might othe~ise never have applied. Finally, the ciW council is relieved of the detail and time-consuming 'task of handling stacks of resumes and supporting material, keeping the candi- dates posted concerning the progress of the selection, and notifyin; all of final actions taken. The benefits of outside help in the selection process are quite apparent, but most coundlmen remain suspi- cious of employing a stranger. One councilman felt that a con~uhing firm "could never know the image of a community." An outside agen~ al~ seems expensive, especially lo lhe small municipally. In reality, though, the cost is u~ually less than 10 per cent of the first year's s.~Ja~'~a sm.ql sum compared to the coq of hiring the At mo~t Ihe selection task faces a city councilman nly term office and he has little in his Of Too many councilm~ire Carried away by an applicant's pen, onaJity or somc--'~l~er Irait, which is only one of many altrJbules to be considered. To avoid some of these dangers, various sug;esJions have been made. Critics feel that 1C.MA's standard aj~DJicati0tl [0rill inadequ,~te and should be more than a mere profile of' an applicant and include deeper covera;e of backo"round information and special experience. Space would be pro- vided for information such .~s public relations skills, memberships in organizations, and special accomplish- ments. By expanding the application form to include these areas, the initial screening process would be moi'e objective and might eliminate the need for volumes of supporting material as ,,veil as long resumes. It would also insure a common base of information on which to evaluate applicants. Measures can also be taken to insure more uniformity in the interview stage of the selection process. As men- tioned earlier, in addition to determining basic philoso- phies, ideas, and further background information, the interview is necessary to observe the personality and other intangible traits of each applicant. Forms have been devised by personnel consultants to facilitate this task. One company, V. W. Eimicke Associates, Inc., has created an "interview Report Form" which acts as guide in interviewing and allows a basis for objective . comparison of each councilman's evaluation. On the form councilmen use a four-level rating system covering 10 factors: appearance, friendliness, poise-stability, per- sonality, conversational ability, alertness about the eral work field, drive, ekperience, and over-all evaluation. The interviewer can also objectively compare impressions gained from several interviews with the same applicant. Successful interviewing calls for a high degree of finesse, ability, and practice--qualities that a small city administrator seldom has an opportunity to develop. However, lack of training and sophistication in inter,,iew- lng can, to a considerable extent, be offset by a uniform and systematic approach to the information desired. The interview report form will only record observat!ons;' there is no guarantee that the same information will be brought out in each interview. To overcome t~!s, the framework of questions to be asked of each candidate should be drawn up in advance and each interview fitted into ihis framework. Re§ardless of the method used, the success of the selection process still rests with each city council The council has responsibility of determining the needs and personality of the city. If it fails to adequately perform this task, no selection procedure, no matter how objec- tive or systematic, will help. City councils must do a better job of determining what the needs and personality of the community are and matching them with qualified individuals. The success of a city is, in large part, contingent upon the quality and effectiveness of its administrative leader. It is absolutely essential, then, for councilmen to select the best qualified man for the position. In this sense, ".qualified" means a man whose experiences and skills fit the problems and personality of the city. Bringing an organized, Io§ical, and well-planned ,'~pproach to the process, in contrast to the disorganized, subjective app~:oach so prevalent today;' will enhance the chance of success for both the manage, r and the city. 300 Metro Square Building, 7th Street and Robert Street, Saint Paul, Minnesota 55101 Area 612, 291- December 22, 1980 TO: Metropolitan Area Citizens and Local Officials The' Metropolitan Council will hold a second public hearing on January 22, 1981, on modified guidelines the Council will use to review amendments to city, township and county comprehensive plans prepared under the 1976 Metropolitan Land Planning Act. A copy of the public hearing draft, Metropolitan Council Guidelines for Reviewing Local Comprehensive Plan Amendments, is enclosed. The guidelines would require local governments to submit all but "housekeeping" amendments and changes to capital improvement programs to the Council for review. The Council would notify the local government within 10 days as to which "level" of review it would conduct: 1. Proposed amendments with a potential impact on a metropolitan sygtem -- sewers, transportation, parks, airports -- would be reviewed within 90 days of receipt. The local government could not adopt or implement such an amendment until the Council completed its review. 2. Ail other proposed amendments would be subject to a 60-day Council review and comment period for consistency with other regional plans in the Council's Metropolitan Development Guide (eg. housing, health, solid waste). Proposed amendments with no potential impact on a regional plan would be reviewed at the earliest possible Council meeting after receipt. A local government could adopt and implement such amendments during the review period. The propcsed guidelines contain 12 criteria the Council would use to decide whether proposed amendments have a potential impact on a metropolitan system. The criteria cover ~endments that would affect such things as sewer capacity, standards for on-site sewers, acquisition of land designated for regional parks or reserves, metropolitan airport functions, or functions of the metropolitan highway system. A local government would also be required to submit proposed amendments to adjacent communities and affected school districts for comment. An Agency Created to Coordinate the Planning and Development of the Twin Cities Metropohtan Area Corn Anoka County 0 Carver County o Dakota County 0 Hennepin County o Ramsey County 0 Scott County 0 W~hington Coula The puhli£ hearing wlll Be at 2 p.m. in the Council Chambers, 300 Metro Square Building, St. Paul. The hearin$ record will remain open for written comments until the close of the business day on Feb. 2, Additional copies of the hearing draft are available from the Council by calling 291-6464. Sincerely, Charles Weaver Chairman CW/kg Enclosure CITY OF MOUND MOUSED ~ ~,Pi%R~S OTA MONTHLY ACTMTY REPORT OF LIQUOR DEPART~[EHT SALES THIS MONTH I~ST MONTH THIS YEAR. '~o~ .... o~ ~^~ .~Z. o~.~ (,o,~.~ ...... 7~,z. 7~. ?5 ~,?o, 3. ~/~..__.....,~ Cemparison of Monthly Ssles Month & Year Month 19~0 197~ 197F American Legion Post 398 DATE D~C. 31, 1980 CURRENT MONTH YEAR TO DATE EXPENSES: ~SA LFS ?AX .~ qP-50 SUPPL] ES 146.03 PAYOUT AS PRIZES: ~9~ ~53 7~0.00 ~316A .92 _ _ 3_ 3OqO. O0 PROFIT: ~78&5.02 DISTRIBUTION OF PROFITS: ALANO ~Pq.O0 ~25 .O0 .~5537.80 CHECKING ACCOUNT ~=~, o ~ ~ .... O1 ~CEND~ Minnehaha Creek Watershed District January 15, 1981 Wayzata City Hall ?:30 p.m. Call to order; present, absent, staff. Reading and approval of minutes of regular meeting, December 11, 1980. Approval or amendment of January 15, 1981, agenda. Hearing of permit applications. 80-109. M. Nelson - dredging and the placement of fill in the floodplain of Lake Minnetonka (Libbs Lake), 3169 Lakeshore Boulevard, Minnetonka. 80-112. City of Chanhassen - grading/drainage for a fire station proposed for the southwest corner of the intersection of State Highway ~7 and Carver County #15, Chanhassen. 80-113. J. Schuett - after-the-fact review of the grading/drainage for "Hillside Terrace," located in the northwest corner of the intersection of Lakeview Lane and Watertown Road, Long Lake. 80-114. Halley Land Corporation - grading/drainage for "Ivy Park," proposed for the northwest corner of Cedar Lake Road and Mayflower Avenue, Minnetonka. 80-115. Berg-Wofford-Van Eeckhout - grading/drainage for "Farmhill No. 2," S.E. 1/4 of Sec. 28, Tl17, R24, Minnetrista. 81-1. R. Fisher - dredging, Lake Zumbra, Zumbra Lane - Zumbra Ridge, Victoria. 81-2. McNulty Construction Co. - grading/drainage for "Amesbury West," proposed for Lots 1, 7, 8, 9, 10, 11, 12 and 15, of "Holtmere, Lake Minnetonka," Shore- wood. 81-3. Diversified Equities Corporation - grading/ drainage for "Minnehaha Square," proposed for 4000- 4100 east 52nd Street, Minneapolis. Se ~1-4. P. Koosmann -- wetland alterationt LOt 3t Block 14, "Mound Terrace," Moun~. _ 81-5. D. _QDlebohn -~ Placement of rip-rap, 4413 Manitou Road, Carman Bay - Lake Minnetonka, Tonka Bay. Correspondence. Hearing of requests for petitions by public for action by the Watershed District. Reports of Treasurer, Engineer & Attorney. Treasurer's Report - Mr. Russell (i) Administrative Fund Report (2) Minnehaha Creek Improvement Project Fund Report Engineer's Report - Mr. Panzer (1) Galpin Lake - Engineer's memorandum dated December 10, 1980 and December 16, 1980 (2) Draft Permit Application Guidelines, Engineer's memorandum dated January 7, 1981 (3) Proposed Comprehensive Guide Plan for City of Minnetonka (4) Proposed Comprehensive Plan for City of Shorewood (5) Operation and Maintenance Agreement/Gray's Bay Headwaters Control Structure Ce Attorney's Report - Mr. Macomber (1) (2) (3) (4) (5) (6) LMCD deicing permit ordinance Recordation of permits Floodplain ordinances - Hopkins and Minneapolis Proposed WRB legislation High water policy Diversion/Northeast Pond Unfinished Business. Bridge Obstruction at 11907 Cedar Lake Road District Regulation Revision Hydrologic Observation & Operational Plan proposal October, 1980 New Business. 10. Adjournment. Le MINNETONKA CONSERVATION DI ;ICT L.M.C.D. MEETING SCHEDULE January, 1981 Monday 1-12-81 Lake Use Committee 4:30 p.m., I2~CD Office, Wayzata Wednesday Saturday 1-14-81 1-17-81 Public Hearings 8 p.m., Excelsior City Hall Arvidson DUA Variance Bean's Greenwood Marina License Amendment Dennis Boats New Dock License Excelsior Bay Gables New Dock License Howards Point Marina New Dock~License,~Lengt! and Setback Variance Mai Tai License Amendment Water Structures & Environment Committee 7:30 a.m., Harts Cafe, Wayzata Saturday 1-24-81 Executive Committee 7:30 a.m., Park Bench Eatery, Spring Park Wednesday 1-28-81 Regular Meeting of the Board of Directors 8 p.m., Tonka Bay Village Hall 4901Manitou Road (County Road 19) 12-29-80 P~-9¢ 2 CITY OF i,iOUI'JD MOU~JD, NI,,,,~SSOTJ, i,~ONTH OF Deceaber This Last This Work Units Mon[h No. Of Turn Offs No n-Ps~ent 3,, ~) / ~u~ ~o~ ~,~. ,~,.. . 0 ./03 ~m[ i CITY OF NOUND ,/ HOL92D, r'II~OfESOTA ' P~ge ~- t.%onth of De Nonthly Activity t~epork of Water D~partmcnt "' This LaS't This Year " Work Units , Month Month ,t° Date , ~o ~ ', I No. Tines Checked ~o f]l ~ , ~) . No. Times Checked ~m. ff~ ~ - ' ' i,. "!~,!~, HounO~ l'~nnesoL~ %~ork Units ....... ~Ionth l~onth to Date CITY OF tqEIJND Month of D~.c .~,b~.r 1080 Nonthly Activit.'/ Report o£ Street Deo~.rtment & Shop I{il! This Last This Year Tille I Work Units Month Month to Date La~ ar I Control ,, . 9. ,,~ I1~g~ 1;/7 " !! ,. " i !~