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Council Information Memorandum 06-22-1990
PCITYF CITY COUNCIL INFORMATIONAL MEM�V111 June 22, 1990 RECYCLING CASE DRAWING $200 Winner Joseph Wittig 11425 - 50th Ave. Next Week: $100 UPCOMING MEETINGS AND EVENTS.... 1. NEXT COUNCIL MEETING -- Monday, July 2, 7:00 P.M. Regular City Council meeting in City Council Chambers. 2. PLANNING COMMISSION -- Tuesday, June 26, 7:00 P.M. The Planning Commission will meet in the City Council Chambers. Agenda attached. (M-2) 3. MUSIC IN PLYMOUTH -- Wednesday, June 27, City Center grounds. Entertainment begins at 5:30 p.m.. Minnesota Orchestra scheduled to begin at 8:15 p.m. 4. HRA MEETING -- Thursday, June 28, 6:30 p.m. The Housing and Redevelopment Authority will meet in the City Council Chambers. Agenda attached. (M-4) 5. CITY PICNIC -- Wednesday, July.18. The Employee City Picnic will be held at the Baker Park Reserve in Maple Plain from 4:30 - 9:00 p.m. Food will be served from 6 to 7 p.m. The menu includes: brats and kraut; BBQ pork; potato salad; coleslaw; beans; sweet corn; and beverages. Employees are asked to bring a dessert to share, and lawn chairs. There is a parking fee of $3.25. Please let Laurie know by June 29 if you and your family plan to attend. 6. MEETING CALENDARS -- Meeting calendars for June and July are attached. (M-6) 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 550-5000 CITY COUNCIL INFORMATIONAL MEMORANDUM JUNE 22, 1990 PAGE 2 FOR YOUR INFORMATION..... 1. MINUTES• a. Plymouth Safety Committee, June 20, 1990. (I -1a) b. Park and Recreation Advisory Commission, June 14, 1990. (I -lb) 2. DEVELOPMENT SIGNAGE -- On Friday, June 15, development signs will be installed at the following locations: a. Southwest of Medina Road and Dunkirk Lane. Hans Hagen Homes and Westa-Rome Partners is proposing a PUD Concept Plan, Preliminary Plan/Plat, Conditional Use Permit and Rezoning. The PUD Concept Plan, Preliminary Plan/Plat are for 77 units of single family, 6.18 acres of commercial, and 1.6 acres of industrial. The Rezoning is from FRD to MPUD which is Mixed Planned Unit Development. The Conditional Use Permit is for the PUD. (90029) b. Northeast of County Road 101 and County Road 24. Craig Scherber and Associates is requesting a PUD Concept Plan, Preliminary Plan/Plat, Conditional Use Permit, and Rezoning for 76 units of single family, 56 units of twinhome duplex and one church site on 87.76 acres. The Conditional Use Permit is for the PUD, the Rezoning is from FRD to RPUD. (90037) c. 14515 44th Avenue North. Geoffrey Gage is proposing an amendment to the Conditional Use Permit for Kingsview Heights 2nd Addition Planned United Development to allow an accessory structure on a lot without a principal use. (90047) d. 1054 Forestview Lane. Church of St. Mary of the Lark is proposing to change their Conditional Use Permit for the existing preschool from Children's Learning Center to Church of St. Mary of the Lake. (90049) e Northeast Corner of I-494 and County Road 9. Ryan Construction Company is proposing an amendment to the Planned Unit Development Preliminary Plan and PUD Final Site Plan for Rockford Road Plaza including Rainbow Foods, T. J. Maxx and other retail uses. (90051) These requests will be heard by the Planning Commission at their Tuesday, June 26, 1990 meeting. 3. PLYMOUTH - MINNETONKA ROTARY VOCATIONAL LEADER AWARD -- The Rotary Club has conveyed upon Eric it's 1st Annual CITY COUNCIL INFORMATIONAL MEMORANDUM JUNE 22, 1990 PAGE 3 Vocational Leader Award. This award was presented to Eric Thursday at the Club's meeting. In addition to donating $1,000 in Eric's name to the Paul Harris Foundation, an additional $300 has been contributed in Eric's name to the Minnesota "Make a Wish" Foundation. Attached is a copy of a brief notice of this award which appeared in the local paper this week. In making this award to Eric, I believe the Rotary Club has recognized a highly motivated and dedicated public employee whose contributions to this community will become even more apparent in the years ahead. (I-3) 4. MEETING WITH BILL PRITCHARD, U.S. HOMES CORPORATION REGARDING PROPOSED DEVELOPMENT -- U.S. Homes has acquired a 122.5 acre tract of land between Vicksburg and Dunkirk Lanes, south of County Road 9 which they propose to develop. A portion of the property, adjacent to County Road 9 and Niagara Lane, is contemplated to be a community park/playfield. Mr. Pritchard and his associates are now preparing to seek preliminary plat approval and have indicated their desire that we seek to resolve the issue of park land needs. Based upon the scope of the U.S. Homes development, approximately 10 acres of land would be dedicated for park purposes. Based upon our Comprehensive Park Plan, approximately 50 acres of land is forecast to be needed. It is clear that the City will have to acquire this land through purchase if it desires to acquire this land for future park use. Mr. Pritchard and I have both agreed to have independent appraisals done on the parcel in order that we can determine the value of the land. It is expected that these appraisals will be available in approximately one month. After the appraisals are received, the Park and Recreation Advisory Commission and Council will need to review this matter to determine what course of action the City should take to reserve land for future park development. District 284 has also indicated a possible interest in acquiring some of the U.S. Home property for a future school site. 5. PRIVATELY DEVELOPED RECREATIONAL FACILITIES -- Eric Blank and I have had several meetings with two private groups who have expressed interest in developing one or more recreational facilities in Plymouth, likely to be located on the community center site. Both proposals are far from being fully developed. The common theme in both, however, would be a requirement that the City become an active participant in the cost, either through loan guarantees and/or lease/purchase arrangements. i The first proposal revolves around an ice arena. This concept is brought forward by Rob Furst and Andy Benson. Y Their concept revolves around constructing an ice arena on the community center site which would serve area CITY COUNCIL INFORMATIONAL MEMORANDUM JUNE 22, 1990 PAGE 4 hockey needs, including those of the Wayzata and Armstrong High Schools, as well as other skating users. The concept drawings indicate they would develop an ice arena similar in design to the one in the community center concept. Their thought is to have the design comparable with the community center in the event it was ever developed in phases. The second development has been brought to us by Ryan Construction Company and involves a concept being promoted by Mike Brown, who is President of Sports Dome of America. This particular concept would involve the use of the community center site. The facility would consist of a permanent structure housing a wide range of sports activity facilities and an attached "sports dome." The sports dome would be an inflatable structure and would have space for softball, soccer, football, etc. This structure would be 540 feet long and 360 feet wide. Eric Blank is meeting with representatives of the Corp of Engineers to determine and evaluate the potential impact of this proposal on the wetland in the community center site. Once that is determined, a developer will be able to provide us with further information on the economic feasibility of this project. Obviously, both projects would need to be closely evaluated to determine whether or not there is any economic basis for proceeding. It is reasonably that the developer must profit from any venture if it is to proceed. On the other hand, it is equally obvious that the City would be expected to become a substantial financial participant. Whether or not either of these proposals proceed beyond this preliminary staff review stage is at this time unknown. 6. GEESE RELOCATION PROGRAM -- On Saturday, June 22, the capturing of geese will take place at various key locations in the City. Attached is a letter from Dr. Cooper on this year's program. (I-6) 7. ASSOCIATION OF METROPOLITAN MUNICIPALITIES -- Larry Bakken, AMM President will be present at the August 6 Council meeting to give a presentation to the Council on the proposed 20-25% increase in dues and associated AMM service enhancements which the increase will make possible. 8. CITY COUNCILS - FIVE TO SEVEN MEMBERS -- A memorandum from Laurie Rauenhorst is attached on discussions with the cities of Minnetonka and Eden Prairie regarding the number of councilmembers in each city. (I-8) 9. VOTER REGISTRATION SYSTEM -- Effective June 1, the Hennepin County voter registration system has been CITY COUNCIL INFORMATIONAL MEMORANDUM JUNE 22, 1990 PAGE 5 discontinued and Plymouth and all cities in Hennepin County are now on the State voter registration system. Attached is a report from Laurie on the changeover in systems. (I-9) 10. TRANSIT REQUEST FOR PROPOSAL -- Attached is the timeline which will be used to solicit proposals from transit providers for service commencing April 1, 1991. Since the Regional Transit Board will be soliciting proposals for the regular route services for New Hope, Crystal, and Golden Valley, we have agreed to issue a joint request for proposal. Under the request for proposal, either body has the unilateral authority to accept any vendor it desires, or reject any or all vendors. Our hope is that by jointly requesting proposals we will encourage more - vendors to submit proposals. (I-10) 11. WASTE TRANSFER STATION -- The status report on Hennepin County's application for a Waste Transfer Station is attached. (I-11) 12. METROLINK RIDERSHIP -- April and May ridership statistics for the Plymouth Metrolink (Southwest) system are attached. (I-12) 13. CONFERENCE/SEMINAR REPORTS -- The following reports are attached: a. Annual League of Minnesota Cities Conference, June 12-15, 1990, City Manager and Assistant City Manager attending. (I -13a) b. National Public Risk and Insurance Management Association Annual Conference, June 10-13, 1990, Finance Director attending. (I -13b) 14. WEST HENNEPIN HUMAN SERVICE PLANNING BOARD -- The Annual meeting of the WHHS Planning Board will be held Tuesday, June 26, from 6 - 9 p.m., at the French Regional Park. A copy of the meeting announcement is attached. Please contact Laurie as soon as possible if you plan to attend. (I-14) 15. LEAGUE PUBLICATION -- Attached is a handout on "Ethics" from one of the League of Minnesota Cities annual meeting sessions. It was provided by Councilmember Zitur. (I- 15) 16. NEWSLETTERS -- The following newsletters are attached for your reading enjoyment: a. Metro Mosquito News b. Lasting Woodlands CITY COUNCIL INFORMATIONAL MEMORANDUM JUNE 22, 1990 PAGE 6 17. CITY EMPLOYEES -- The following correspondence has been received on City employees: a. Letter of appreciation from Sharon Bailey -Bok to Plymouth Police Reserve Officer Brenda Perry. (I - 17a) b. Letter from Roger and Sally Carlson, 14072 Dellwood Road, Stillwater, commending the services of Police Reserve Officer Brenda Perry, and Community Service Officer Phil Sykes during the "Easy Does It" race. (I -17b) c. Public Service Customer Comment Card submitted by the Chuba Co. on service provided by Val Krisko. (I-17 d. Letter from Charles Mundale, Exec. Director, Minnesota Center for Corporate Responsibility, to Dick Carlquist. (I -17d) e. Letter from Marc Berris, 2625 Cole Avenue SE, Minneapolis, to Dick Carlquist, commending Police Officer Mike Goldstein. (I -17e) 18. CORRESPONDENCE: a. Letter to John Sandberg, JRS Enterprises, from Chuck Dillerud, regarding administrative approval of site plan for aircraft engine test cell. (I -18a) b. Letter to Charles Eck, Minneapolis Auto Action, from Blair Tremere, concerning the continued use of property at 1125 Nathan Lane. (I -18b) c. Letter responding to Shari Nelson, 4555 Nathan Lane, from Mayor Bergman, on the City's recycling program. (I -18c) d. Copy of letter mailed to 25th Avenue property owners advising of the Council's action reaffirming the 25th Avenue watermain and street reconstruction project. Also attached is a letter returned by a property owner with comments. (I -18d) e. Letter from Maple Grove Mayor, James Deaner on the June 11 joint meeting. (I -18e) f. Letter to Donald Seeberger, Bureau of Public Service, Hennepin County, from Chuck Dillerud, concerning the proposed project to sort household batteries at the Adult Correction Facility in Plymouth. (I -18f) CITY COUNCIL INFORMATIONAL MEMORANDUM JUNE 22, 1990 PAGE 7 g. Letter from John Capell, Chief Administrator, MTC, to City Manager, regarding the MTC bus shelter program. (I -18g) � h. Letter from Donald and Yvonne Kutz, 13005 55th Avenue North, to Eric Blank, concerning the design of the Bass Lake playfield. (I -18h) i. Letter to Eric Blank, from Douglas Bryant, Hennepin Parks Superintendent, on the updating of the Park District's Master Plan for a System of Parks. (I - 18i) j. Letter responding to Melbourne E. Wrolstad, 340 Ranchview Lane, from City Manager, regarding storm drainage concerns. (I -18j) k. Letter to John Detloff, Chair, Wayzata Schools, from Mayor Bergman, conveying the Council's request for the School Board to consider adding the name "Plymouth" to the Wayzata School District. (I -18k) 1. Letter responding to Mrs. Leona Neutgens, 14407 County Road 6, from City Manager, on the County Road 6 project. (I-181) M. Letter from Bridget Jodell, 10100 South Shore Drive, an d Terrie Christian, 9910 South Shore Drive, to City Manager, regarding landscaping and water quality issues on Medicine Lake. (I -18m) James G. Willis City Manager PLANNING COMMISSION MEETING AGENDA TUESDAY, JUNE 26, 1990 CITY COUNCIL CHAMBERS WHERE: Plymouth City Center 3400 Plymouth Boulevard Plymouth, MN 55447 CONSENT AGENDA All items listed with an asterisk (*) are considered to be routine by the Planning Commission and will be enacted by one motion. There will be no separate discussion of these items unless a Commissioner, citizen or petitioner so requests, in which event the item will be removed from the consent agenda and considered in normal sequence on the agenda. PUBLIC FORUM 1. CALL TO ORDER 2. ROLL CALL 3.* CONSENT AGENDA 4.* APPROVAL OF MINUTES 5. PUBLIC HEARINGS 6:45 P.M. 7:00 P.M. June 13, 1990 A. Geoffrey Gage. RPUD Conditional Use Permit Amendment to construct an accessory fence in "Kingsview Heights 2nd Addition" located west of 14515 44th Avenue North (90047) B. St. Mary's of the Lake Church. Conditional Use Permit Amendment to Change the Operator of the Existing Day Care Center located at 105 Forestview Lane North (90049) C. Hans Hagen Homes & Westar -Rome Builders. MPUD Concept Plan, Preliminary Plat/Plat, Conditional Use Permit and Rezoning for "Seven Ponds 2nd Addition" and "Seven Ponds West" located southwest of Medina Road and southeast of County Road 24 (90029) D. Craig Scherber & Associates. MPUD Concept Plan, Preliminary Plat/Plan, Conditional Use Permit and Rezoning for "Stone Creek" located southeast of -Medina Road and Highway 101 (90037) E. Ryan Construction Company. MPUD Preliminary Plan Amendment and Conditional Use Permit and Final Site Plan for "Rockford Road Plaza" Lots 1, 2,-3, Block 2, located at the northwest quadrant of I-494 and County Road 9 (90051) F. Continuation of Public Hearing for Amendments from June 13, 1990 Meeting. (1) Flood Plain Regulations (2) Residential Facilities (3) Shoreland Private Recreation Facilities (4) Planned Unit Development Attributes (5) Private Streets (6) Temporary Real Estate and Other Signs 6. OTHER BUSINESS A. Report on Status of Comprehensive Plan Update 7. ADJOURNMENT to Zoning Ordinance �� JUN 2 AGENDA PLYMOUTH HOUSING AND REDEVELOPMENT AUTHORITY SPECIAL MEETING June 28, 1990, at 7:30 p.m. I. Roll Call II. Approval of Minutes for May 3, 1990, Meeting III. Selection of Senior Citizen Housing Financial Consultant IV. Scattered Site Housing Construction Options V. Advertisement for Section 8 Certificates and Vouchers from HUD VI. Discussion of NAHRO Membership for Plymouth HRA VII. Community Energy Council Program Proposal VIII. Other Business IX. Information Items X. Adjournment GIM JUN 22'90 n r N N fa - N N = W N W fD 1- N O W O r m ID J N 0 r^. 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F- w CD p < C) d. M m ^ r- N M J J 00 O p M O C) F- 0 J J ► LIJC-0 En LD oLULIFU- M w Co LL. W X N M M V) Q Z D LO N a) 00 r- N N cim JIS 9') 'I'll PLYMOUTH SAFETY COMMITTEE June 20, 1990 PRESENT: Don Kilian, Tom Nelson, Mark Peterson, John Ward, Kevin Leuer, Scott Streacheck, Don Kissinger, Andy Jordan, Dave Johnson, Bob Pemberton ABSENT: Ken Johnson, Craig Bechtold, Bob Fasching ALSO PRESENT: Dave Drugg, North Star Risk Services; Dave Volker, Employee Benefit Administration A. gpvroval of May 23, 1990 Minutes. The minutes were approved as submitted. B. Vehicle Qualification Test for Temporary Employees. Mark Peterson stated that for the Park Maintenance and Forestry Divisions, based on the number of employees (24), and the limited number of vehicles (9), there are situations when temporary employees are required to drive dump trucks. Therefore, he stated that the vehicle qualification program should include the driving of dump trucks. Bob Pemberton stated he had discussed this issue with Jim Kolstad and was advised that he and Mark Peterson had reached an agreement on the number of temporary Park Maintenance and Forestry employees who would be allowed to drive dump trucks. They will allow two Forestry and four Park Maintenance temporary workers to drive dump trucks provided they have a Class B license and pass our qualification test. Bob Pemberton stated that the vehicle qualification test would be administered as soon as possible. C. Proposed Fire Department Trench Rescue Policy. Bob Pemberton advised that the proposed policy on the City's response to emergency trench rescue will be reviewed by the Trench Response/Rescue Committee after Fred Moore returns to work the week of June 25. Mark Peterson inquired if City maintenance employees should be included in trench rescue training. Tom Nelson stated that at minimum, maintenance employees should be knowledgeable of trench rescue procedures. Bob Pemberton stated that because of maintenance work operations involving trenching, maintenance employees will be included in the training. He will try to arrange for maintenance employee training in conjunction with the Fire Department training once our Response/Rescue Policy is established. D. Annual Inspection of City Parks. Bob Pemberton advised that the annual inspection of City parks and park CIM JUN 2 2190 A PLYMOUTH SAFETY COMMITTEE ,June 20, 1990 `Page 2 buildings will take place on June 21, 1990. The committee will be provided with a copy of the inspection report. 10 Mark Peterson informed the committee that the Minnesota Park and Recreation Association will use a Plymouth park facility as a demonstration safety inspection site in September. A. Consent Agenda. nda. Bob Pemberton advised he was deferring Scott Webb's vehicular accident to the July meeting in order to allow Scott an opportunity to review the accident with the committee. The consent agenda as approved contained one vehicular accident and two personal injury accidents. The vehicular accident was determined preventable. One personal injury accident was determined preventable and one non -preventable. A report and recommendation will be forwarded to the City Manager. B. Windshield Damage. The committee reviewed a damaged windshield report involving a City pool vehicle driven by Bob Pemberton. (They decided to defer his execution to a later date.) III. OTHER BUSINESS Dave Volker reported on new State legislation under the Minnesota Awareness Bill. The bill will require employers to.establish a written accident reduction program. Dave provided a copy of the bill to Bob Pemberton for review. Dave Volker reported on a new OSHA standard, "Occupational Exposure to Hazardous Chemicals in Laboratories." He advised that the standard will impact the City's water plants. A copy of the standard was given to Bob Pemberton for review. Bob Pemberton stated that the City's Safety Manual is being prepared for reprinting. He stated he will need assistance from committee members in reviewing the policies for revisions. Kevin Leuer, Andy Jordan, Don Kissinger and Mark Peterson will assist Bob in the review of the policies. Mark Peterson asked for a clarification on the City's policy relating to the number of employees required to be present when operating a chain saw. Bob Pemberton stated the policy requires two employees to be present. Don Kissinger questioned what the City's policy would be if, for example, a tree was blocking a roadway, and only one elm JUN 2 2190 PLYMOUTH SAFETY COMMITTEE June 20, 1990 Page 3 employee was immediately available to clear the tree from the roadway. Bob stated that irregardless, policy provisions require two employees be present. Dave Drugg advised that the policy also requires that one or more employees at the site be trained in first aid procedures with respect to severe cuts, and a city radio must be continuously available at the work site. Bob Pemberton inquired on the Police Department procedure for directing traffic at an accident scene. He stated that at a June 19 multi -car accident on Highway 55 and Plymouth Boulevard, police officers were observed directing traffic without wearing safety vests. John Ward advised that department policy requires the wearing of a safety vest and helmet whenever directing traffic. The meeting adjourned at 8:12 a.m. IN elm JUN 22'90 Minutes of the Park and Recreation Advisory Commission Meeting June 14, 1990 Page 20 Present: Chairman Freels, Commissioners Anderson, Edwards, Beach, Rosen and Hanson; staff Blank, Greupner, Patterson and Pederson, Councilman Ricker Absent: Commissioner Waage 1. CALL TO ORDER Chair Freels called the June meeting to order at 7:30 p.m. in the Council Chambers. 2. APPROVAL OF MINUTES A motion was made by Commissioner Beach and seconded by Commissioner Edwards to approve the minutes of the May meeting as presented. The motion carried with all ayes. 3. VISITOR PRESENTATIONS a. Athletic Associations. None were present. b. Staff. Karol Greupner announced the concert in the parks schedule and the special concert featuring the Rockin' Hollywoods set for Saturday, June 16, at 7 p.m. This special event was made possible by the financial support of Schneider USA. The concert is to be held outdoors at Plymouth City Center, but in case of rain will be moved to the gym at Wayzata East Jr. High. Additional programs Karol discussed included the Water Carnival at Parkers Lake on July 24, which will feature the Teddy Bear Band and the Sons of the Beach band; the summer school program in District 281, featuring a class called "Just for Kids," which is sponsored by Plymouth Park and Recreation; a community music lesson program sponsored with northwest suburban park and recreation departments. Music lessons will be offered in two locations in each community and are geared to pre-school and elementary children. Karol presented this month's "Employee of the Month" certificate to Peggy Rick, who has a B.A. in Educational Psychology and teaches Jazzercise and Know More Diet to adults, Jr. Jazzercise to teens, and Small Change for mothers and their pre-school children from six months to three years old. Peggy will also be teaching the "Just for Kids" class which is part of the 281 Summer School program. Mary stated that draft budgets for 1991 are completed. Fall programs for inclusion in the Plymouth News must be in by the end of July. A summer intern will begin work with the Plymouth Park and Recreation Department June 18 and will be with us for ten weeks. c. Others. None. 4. REPORT ON PAST COUNCIL ACTION None. elm JUN 2 2 ,90 June 1990 PRAC Minutes Page 21 5. UNFINISHED BUSINESS a. Parkers Lake Playfield Master Plan. Brauer and Associates consultant, George Watson, explained the master site plan for Parkers Lake Playfield, which features two soccer fields, three baseball fields, two of which are 90' diamonds, four tennis courts with an adjacent basketball court, two tot lots, picnic grounds with shelter located on the site of the Workhouse Superintendent's house, parking for about 200 cars, and a concession/restroom building which will be located between the baseball fields. Hennepin County has granted the City permission for an entrance and an exit off County Road 6. The entrance to the picnic grounds will be one way off County Road 6, and will use the existing driveway access to the Workhouse Superintendent's property. This site will also have a gate at both the entrance and exit. This will be a large group picnic area with parking on site for about 12 cars. Staff is recommending that lighting be included on the internal roadway/parking areas, tennis and basketball courts, the large soccer field and one large baseball field. Tunnel access to the Parkers Lake City Park will eventually be provided near the intersection of Niagara Lane and County Road 6. Chair Freels invited comments from residents, but since none were present, he asked the commissioners for their questions and comments. Commissioner Rosen asked what the plans are for the southwest side of the Parkers Lake City Park. Staff responded that the master site plan called for group picnic facilities with shelter buildings, but it was contingent on securing off road parking in that area. Commissioner Rosen then stated that he agreed with the comments made by a resident in a letter received by the Commission that group picnic facilities were not appropriate at the new Parkers Lake Playfield site. It's a duplication of services. He wants staff to further research the proposed group picnic area on the southwest side of Parkers Lake, and to leave the old Workhouse Superintendent's property as is. Commissioner Beach stated that she supports the new proposed group picnic area, because she feels the City needs a place for groups to reserve, since the large picnic shelter on the south side of County 6 is on a first-come, first -serve basis. Commissioner Anderson stated that Plan #2 as presented by staff was supported by the residents with the exception of one person. He commented that a tunnel is going to be constructed under County 6, which will provide access to the park on the south side of 6. Commissioner Hanson stated that French Park has group picnic facilities which can be reserved, so she isn't sure that we need them at the new playfield site. She also commented that the tunnel will provide some safety for people who want to get to the other side of County Road 6, but it's pretty far away from the group picnic area. She is also concerned about how the one way access would be controlled to prevent it from becoming a two-way road. Chair Freels supports the group picnic area and the development of the old Superintendent's property. He has visited the site with the consultant and believes it is an ideal spot for a picnic grounds. 9 CIM JUN 2 2'90 —fiIts June 1990 PRAC Minutes Page 22 Commissioner Rosen stated that if Plan #2 is approved, he would like the proposed picnic grounds on the southwest side of Parkers Lake to be deleted from the master site plan. 'A' A MOTION WAS MADE BY COMMISSIONER ANDERSON AND SECONDED BY COMMISSIONER BEACH TO ADOPT PLAN 2 AS PRESENTED BY STAFF, INCLUDING THE LIGHTING RECOMMENDATIONS. THE MOTION CARRIED WITH FIVE AYES; COMMISSIONER ROSEN VOTED NAY; COMMISSIONER WAAGE WAS ABSENT. A MOTION WAS MADE BY COMMISSIONER ROSEN AND SECONDED BY COMMISSIONER HANSON TO DELETE THE PROPOSED GROUP PICNIC AREA ON THE SOUTHWEST SIDE OF PARKERS LAKE CITY PARK FROM THE MASTER SITE PLAN. THE MOTION CARRIED WITH FOUR AYES. COMMISSIONERS ANDERSON AND EDWARDS VOTED NAY. b. Bass Lake Plavfield Master Site Plan. George Watson briefly explained five different concept plans which he prepared for Bass Lake, and stated that Plan 5 was prepared because of resident input. Staff is recommending Plan 3, which includes one large and one small soccer field, one 90' baseball field, one 65' softball/baseball field, one hockey rink, a general skating rink, one tot lot, a picnic area, four tennis courts with an adjacent basketball court and parking for 218 cars. Plan 5 is slightly different, with the deletion of the small soccer field and the hockey rink moved to a location east of the pleasure skating area, rather than being south of the pleasure skating rink as shown in Plan 3. Chair Freels opened the public meeting and invited residents to make comments. Dick Bangston, 12470 54th Avenue, stated he is not against the park, but is concerned about its effect on the neighborhood. He is against lighting. He thought that positive steps had been taken in developing the five different plans and said he prefers Plan 5. He encouraged staff that if a plan is approved, they should work with the group Kids for Saving Earth. Chair Freels commented that as many trees as possible would be preserved. Pete Beckman, 12905 55th Avenue, opposes the playfield. He stated that he knew about the 'plans to build the playfield when he moved in, but assumed things would change. He lives right on the park and wants it to remain natural. Right now it is a wildlife refuge and he would like it to stay that way. He named several other cities around the Plymouth area where ball fields can be utilized. Chairman Freels reminded Mr. Beckman that the City purchased the land in 1981 and always intended to build a playfield there. Norman Gartner, 12910 56th Avenue, moved to this area in 1984. He has a young son who looks forward to playing ball. He stated that the fields in the surrounding communities are not available to Plymouth residents as Mr. Beckman claims. He has waited six years for this playfield to be constructed and wants it built as soon as possible. He prefers Plan 5 with lights only on the tennis courts. He is concerned about the timing of the construction of Northwest Boulevard and urges the City to build a temporary access to the park if Northwest Boulevard isn't in when the park is completed. CIM JUN 2 2'90 June 1990 PRAC Minutes Page 23 Don Kutz, 13005 55th Avenue, lives on the northwest corner of the proposed playfield and states that he believes the park will be built regardless of how some residents feel. He is not against the park but is concerned about fencing and landscaping and keeping park users from trespassing on his property. Chair Freels commented that staff is sensitive to this issue and will work with residents to minimize the possibility of trespassing. Neal Lawson, 12730 54th Avenue, stated he was thankful for the process of involving the residents and also believes the park will be built. He is concerned about drainage and he is opposed to any lights. He feels the park's construction should be timed to coincide with the completion of Northwest Boulevard. Scott Glatstein, 12850 54th Avenue, commented that he knew about the park when he moved in, but that the proposed plans are not the same as the one on the sign. He was quite upset to learn that a hockey rink is proposed next to his back yard. He was happy to see that Plan 5 calls for moving the hockey rink farther away. Dick Livermore, 12840 54th Avenue, knew about the park when he moved in. He prefers Plan 5 and is opposed to lights. If Northwest Boulevard isn't in when the park is ready for use, he feels people will trespass on private residents' property to get to the park. Jim Stimson, 13820 60th Place, stated he is in favor of the park. He has children old enough to play organized sports and now spends four nights a week driving them to northern Maple Grove to play. He likes Plan 5 but doesn't want lights. He thinks the cable for lights should be installed, however, when the park is built. Fran Otto, 5475 Rosewood Lane, is concerned about drainage on his property. He is opposed to lights. He would like as many trees and vegetation preserved as possible. Libby Fairchild, 1725 Weston Lane, commented that even though she doesn't live in this area, she supports the construction of this playfield and the Parkers Lake site. She was curious about why there is a hockey rink proposed for Bass Lake but not Parkers Lake. Staff responded that there is more need for a hockey rink in northern Plymouth at this time, and that a hockey rink could be placed on Parkers Lake if necessary. Commissioner Beach then commented that it was her impression that the Plymouth -Wayzata Hockey Association didn't want outdoor ice, only indoor rinks. Director Blank confirmed that Wayzata Hockey has plenty of outdoor ice, but that in northern Plymouth, there are only two outdoor rinks, and they are located at Zachary Playfield. Director Blank stated that it is not feasible to lay underground electricity for future lighting, but electric transformers could be installed at the time the playfield is constructed. Staff is recommending that lighting be included on the large soccer field, the tennis/basketball courts, the hockey/pleasure skating rinks, and the parking lot. 0 CIM JUN 2 2'90 June 1990 PRAC Minutes 71 Page 24 A resident commented that he did not want lights on the large soccer field, because of the elevation of his property. His sight line will be in direct line with the top of the lights. Chairman Freels commented that staff will w rk with the residents on screening them from the lights as much as possible. Mr. Watson commented that the soccer field is at a lower elevation than the surrounding residents' property and that trees will be planted to help shield the glare of the lights. He also stated that electrical engineers are now designing lights to ease the glare. Commissioner Rosen stated that he lives on a neighborhood park and that Director Blank lives on a major playfield, so they both are aware of the activities that take place in these parks. He further stated that he is upset with the City's Planning Commission for giving developers the go ahead to build homes surrounding playfields. He commented that he was involved in the process to get a sign installed in the Bass Lake neighborhood informing prospective buyers that a playfield would be built there. Commissioner Edwards asked if there is a type of lighting available that doesn't spill over. Director Blank responded that advancements are being made in the lighting industry all the time. Mr. Watson indicated they would carefully consider the height of the light poles, the color of the lights and that the intent of the City -is to minimize light spill. Commissioner Edwards thinks it is necessary to light the skating rinks, and she supports the addition of the small soccer field as shown in Plan 3. Commissioner Beach stated that she is the President of the Plymouth Soccer Association and that 33% of the kids in the program are from northern Plymouth. She supports putting the small soccer field back in the master site plan. Commissioner Anderson wanted to know why the small soccer field was deleted from Plan 5. Staff said it was because of resident concerns that they wanted more of the park left natural. Commissioner Anderson commented that the demand for soccer is very high. Commissioner Hanson asked about the scheduled extension of Schmidt Lake Road to Northwest Boulevard. Councilman Ricker responded that Schmidt Lake Road could be constructed before the park is completed. Commissioner Hanson further stated that if the playfield is constructed, staff should coordinate with the Maple Grove Athletic Association so that half of the games are played at this playfield and half in Maple Grove, staff should meet with the surrounding residents concerning fencing and landscaping, and also meet with the group Kids for Saving Earth on the plans for the south part of the park where the tot lot and picnic grounds are proposed. Commissioner Edwards wondered where else the small soccer field could go if it's removed from its present location. Staff responded that there is no other available location. CSM JUN 2*2 1600 June 1990 PRAC Minutes Page 25 Chairman Freels stated that he supports Plan 3. Residents present reacted somewhat negatively to this comment and claimed that Plan 5 is what they want. They feel it is less "community" oriented and more "neighborhood" than Plan 3. Commissioner Rosen commented that based on the standards adopted by PRAC, the City will be short in the area of baseball/softball and soccer/football fields, even if Bass Lake Playfield and Parkers Lake are built to capacity. He believes that scheduling procedures could help alleviate some of the pressure by scheduling more games and practices on weekends. Commissioner Beach stated she is in favor of the small soccer field for use by four and five year olds. She stated that a lot of these parents are driving their youngsters to southern Plymouth in order to play now. Commissioner Edwards wondered if Plan 5 were approved, could the hockey boards be removed in the spring so that this area could be used for soccer. The consultant responded that this was not very feasible. He went on to explain that the area south of the hockey rink in Plan 5 could be graded and then mowed to accommodate soccer, but it would not be a "formal" soccer field. He also stated that the hockey boards could be used as a retaining wall because of the elevation and this area could be landscaped, so that the residents wouldn't notice the hockey rink as much. A resident then commented that because of the proximity of the hockey rink to his property, and the fact that hockey rinks are flooded at 4 a.m., it was asking a lot of him to put up with a rink so close to his back yard and that was why he preferred Plan 5. A MOTION WAS MADE BY COMMISSIONER ROSEN TO ADOPT PLAN 5 AS PRESENTED BY THE CONSULTANT AND TO APPROVE THE LIGHTING RECOMMENDED BY STAFF. THE MOTION DIED FOR LACK OF A SECOND. A MOTION WAS MADE BY COMMISSIONER ROSEN TO ADOPT PLAN 5 WITH NO LIGHTING AT THIS TIME. THE MOTION DIED FOR LACK OF A SECOND. A MOTION WAS MADE BY COMMISSIONER HANSON TO ADOPT PLAN 3, WITH THE FOLLOWING CONDITIONS: HOCKEY BOARDS SHOULD BE DEPRESSED AND NOT VISIBLE TO THE RESIDENTS, THE -SMALL SOCCER FIELD SHOULD BE LEFT AS AN OPEN AND PASSIVE PLAY AREA, THE PROGRAMMING OF THIS PLAYFIELD SHOULD BE COORDINATED WITH MAPLE GROVE, KIDS FOR SAVING EARTH SHOULD BE. INVOLVED IN PLANNING THE OPEN PICNIC AREA, THE RESIDENTS ADJACENT TO THE PARK SHOULD BE INVOLVED IN LANDSCAPING PLANS AND SOCCER LIGHTING SHOULD BE DELETED IN THE INITIAL DEVELOPMENT PHASE. LIGHT ONLY THE PARKING LOT, TENNIS COURTS AND SKATING RINKS. THE MOTION DIED FOR LACK OF A SECOND. A MOTION WAS MADE BY COMMISSIONER ROSEN AND SECONDED BY CHAIR FREELS TO ADOPT PLAN 5 AND TABLE THE LIGHTING ISSUE FOR FURTHER DISCUSSION AND A LATER MOTION. THE MOTION FAILED WITH FOUR NAYS. COMMISSIONERS ROSEN AND FREELS VOTED AYE. CIM JUN 22'90 June 1990 PRAC Minutes ' Page 26 Commissioner Freels commented that Plan 3 was almost identical to Plan 5, with the exception of the added soccer field and the location of the hockey rink. The consultant stated that soccer could be accommodated in Plan 5 with some grading and reshaping of the area south of the hockey rink. A resident wondered if the general skating rink and the hockey rink could be reversed in the plan? This way the hockey rink would be even farther away from the residents and they might not notice the hockey boards at all. They wouldn't mind as much the pleasure rink being close to their homes. The commissioners asked Mr. Watson if this was feasible. He responded that it was and that grading the area south of the rinks for the purpose of playing informal soccer there would not be a problem. A MOTION WAS MADE BY COMMISSIONER EDWARDS AND SECONDED BY CHAIR FREELS TO ADOPT PLAN 5, REVERSE THE HOCKEY AND PLEASURE SKATING RINKS, DO THE MINOR GRADING EAST OF THE RINKS SO SOCCER CAN BE PLAYED THERE, AND APPROVE THE LIGHTING RECOMMENDATIONS MADE BY STAFF. THE MOTION CARRIED WITH FIVE AYES. COMMISSIONER ROSEN VOTED NAY. Director Blank commented that all plans prepared by the consultant will go to the City Council and they will have the option to adopt any of them. Chair Freels thanked the residents, staff and the consultant for all their efforts. C. 1991-95 CIP. Director Blank reviewed his proposals for the 1991-95 CIP and explained that he was not recommending a playground at Plymouth Creek Elementary School, because of the playfield proposed at Dunkirk Lane and County Road 9. The request for a playground at Plymouth Creek Elementary is for matching funds from the City, and Director Blank feels we should spend City funds on our own parks first. He further explained that Plymouth Creek Elementary is not designated as a neighborhood park in the system plan and, therefore, does not quality for matching funds. Commissioner Beach requested that an outdoor pool be included in the 1991 CIP. Commissioner Edwards asked her why outdoor. She responded that she doesn't feel the community will ever vote to build an indoor - pool and she also feels that an outdoor pool is less expensive to build. Commissioner Rosen stated he doesn't like the words "soccer/baseball" associated with the playground at Shiloh Park in the 1991 CIP. He thinks that connotates playfield, and he doesn't want anyone getting the idea that Shiloh will be a playfield. He is also against any soccer goals or backstops in neighborhood parks. He suggests that the wording should be changed to Shiloh Park redevelopment. Director Blank responded that he put the words soccer/baseball in the description, because this is what the residents requested when they attended the May meeting. Commissioner Rosen also said that he CIM JUN 22'90 June 1990 PRAC Minutes Page 27 doesn't believe the community center belongs anywhere in the CTP. He requested that the purchase of a golf course be included in the year 1995. When asked by other commissioners why he doesn't want the community center in the CIP, Rosen responded that he doesn't think the City Council will allocate enough funding to build it. Councilman Ricker commented that PRAC should not be as concerned with where the funds will come from but more with what the community needs. He further explained that a special financial task force is being formed that will be studying the City's financial history and will make recommendations on what items the City would have the ability to fund. He also stated that it is up to the Council to decide how to spend the funds in the CIP and that if PRAC wants a community center, the CIP is where it should be listed. Chair Freels asked staff to identify which trails are being proposed in the CIP. d. West Medicine Trail Update. This trail will be going out for bid in the very near future. e. 46th Avenue Trail Update. This is being designed in-house by engineering staff. 6. NEW BUSINESS None. 7. COMMISSION PRESENTATION Commissioner Beach commented that she is upset about the City of New Hope charging Plymouth residents a fee to use their pool, when we allow New Hope children to play on our fields without charging them a fee. She would like PRAC to consider drafting a policy that would charge non- P.lymouth residents involved in youth athletics a fee of $5. Commissioner Rosen said that he was angry that Plymouth kids are being Sut from traveling teams by non -Plymouth kids, which means they can't play on Plymouth fields. 8. STAFF COMMUNICATION Director Blank handed out some information to the commissioners on Canterbury Downs Night being sponsored by MRPF as a fund raiser. The event is scheduled for July 18. 9. ADJOURNMENT The meeting adjourned at 11 p.m. CIM JUN 22'90 =3 Q MINN ETON KA -PLYMOUTH ROTARY CLUB Dao�ai May 24, 1990 Mr. Eric Blank Director of Parks and Recreation City of Plymouth 3400 Plymouth Blvd. Plymouth, MN 55447 Dear Eric: CONGRATULATIONS! You have been selected as our Rotary Club's Vocational Leader for the year 1990. You have excelled in your vocation which in return has benefited the community. The annual award is given each year to one individual. We invite you and your wife to attend our President's Party the evening of Thursday, June 14th for dinner aboard one of Lake Minnetonka's luxury yachts. Details will follow. Again congratulations and keep up the good work! ,Sinc r -,,N J PACKARD S etary Minnetonka -Plymouth Rotary Club 5s9 Sala CIM JUN 2210 Service Above Self • He Profits Most Who Serves Best JUNIVERSITY OF MINNESOTA Fisheries and Wildlife St. Paul College of Natural Resources 6/14/90 Mr. Dick Carlquist Public Safety Director City of Plymouth 3400 Plymouth Blvd. Plymouth, MN 55447 Dear Dick: Minnesota 55108 612-624-1223 We are currently planning the Canada goose population control program for this summer and want to update you on our activities. The spring was relatively early again with the peak of goose brood hatch occuring in the middle of May. This means that the adults birds will lose their flight feathers in third week of June. We have scheduled the start of goose capture on Monday, 18 June. The dates of goose capture planned for your city/location are: BASS LAKE 6/22/90 MEDICINE LAKE --FRENCH REGIONAL PARK 6/22/90 PARKERS LAKE 6/22/90 SAGAMORE-LOST LAKE 6/22/90 SCHMIDT LAKE 6/22/90 GLEASON LAKE-CAMMARON PONDS 6/22/90 A report of the number of geese captured will be forwarded in mid- July. Sincerely yours, Dr. James A. Cooper Associate Professor and Wildlife Extension Specialist elm JUN 22'90 CITY OF PLYMOUTH 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447 DATE: June 18, 1990 TO: Frank Boyles, Assistant City Manager FROM: Laurie Rauenhorst1,9tity Clerk SUBJECT: CITY COUNCILS - FIVE TO SEVEN MEMBERS At your request I contacted the cities of Minnetonka and Eden Prairie regarding the number of councilmembers in each city. Kathy McGrew, Minnetonka City Attorney's office, indicated that Minnetonka has had seven councilmembers for a long time, probably since inception of their charter. They have not had experience with a five member council to compare to. Craig Dawson, Assistant to the City Manager, Eden Prairie, said the City received a request from the Co -Chair of the IR party that the Council consider a referendum to expand the number of councilmembers from five to seven. This request was not considered formally and has not appeared on a council agenda. Mr. Dawson didn't anticipate a change to seven members in the near future. The Council has not discussed the issue or indicated an interest in pursuing it. He indicated that the League of Minnesota Cities has a listing of cities with five and with seven councilmembers. CIM JUN 2 2'90 N MEMO CITY OF PLYMOUTH 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447 DATE: June 8, 1990 TO: Frank Boyles, Assistant City Manager FROM: Laurie Rauenhorstgzity Clerk SUBJECT: VOTER REGISTRATION TO STATE SYSTEM Attached is a letter from Hennepin County notifying us that the County voter registration system has been abandoned. The City of Plymouth, and all other cities in Hennepin County, are now on the state system. A statewide system was mandated by the legislature in 1989. Since January, 1990, we have been processing parallel state and county edits to the systems. The Hennepin County letter indicates the reason for now going to only the State system is that problems with the state system have been significantly resolved; however, the information I have received is that major problems continue to exist with the state system (such as inability to run a precinct report for the polls) and the reason for discontinuing the parallel run is budgetary. The City of Plymouth participated in the test comparison of the state and county systems. We found the following in the one precinct tested: 5 voters missing on the county system; 2 voters missing on the state system, 1 incorrect address, 1 incorrect date of birth, .5 incorrect name spellings on state report, no apartment numbers on the state report. In summary, 17 errors were found on the state report, four of which we were unable to - resolve. Seventeen errors may not seem significant out of 2,400 voters in the precinct; however, many more errors will likely occur when registration is heavy immediately preceding the fall elections. Also, this is only in one precinct. We have 15 more precincts with a similar or higher error rate. This will cause some problems at the polls when residents attempt to vote. We are working with the county to attain the best possible transfer from the county to state system. We are maintaining an accurate and up-to-date original voter registration card file as clM JUN 22'90 Voter Registration System Page 2 the backup for election day, although this is not "the answer" since calling the City Center for voter verification slows down the voting process. The most critical shortfall of the state system is its inability to provide certain reports and in the programming which allows open fields and causes more data entry errors to occur. For example, if the data entry clerk misspells "PLYMOUTH" on a voter's address, the system will actually set up a voter file to that "new" city name and the voter will not appear on the Plymouth printout. The programming of the state system continues to be refined and we hope will provide a workable system by election day. FUIDEPARTMENT OF PROPERTY TAX AND PUBLIC RECORDS A607 Government Center HENNEPIN Minneapolis, Minnesota 55487-0067 Li U Crossroads To Service May 30, 1990 Laurie Rauenhorst, Clerk City of Plymouth 3400 Plymouth Boulevard Plymouth, Minnesota 55447 Dear Ms. Rauenhorst: As'you are aware, Hennepin County has been maintaining the county voter registration system in addition to the new statewide system since January of 1990. We believed it necessary to function in this manner until problems with the integrity of the'state records were resolved to our satisfaction. Considering our responsibilities in the 1990 election process, we also realized that any parallel operation could not continue past June 1. We now feel that considerable progress has been made at the state level in resolving the voter record problems experienced to date. We therefore will discontinue maintenance of the county voter registration system as of May 31, 1990. We appreciate the cooperation of those of you who compared state/county precinct lists. Your responses and the information you provided were important in confirming correction of the various state data bases and records. We continue to share your concerns regarding the inadequacies of state reports in relationship to maintenance of your card files. The state has assured us that a task force consisting of county auditors and city clerks will be established in the very near future to address these problems. If you have any comments or questions, we would be happy to discuss this matter with you in further detail. in erely, Dale G. Folstad, 'recto Property Tax and Public Records DGF:sw HENNEPIN COUNTY an equal opportunity employer elm "Vim a?'00 PLYMOUTH RTB TRANSIT REQUEST FOR PROPOSAL TIMELINE TASK Complete RFP Mail to Vendors Pre -Proposal Conference Deadline for Proposals Review and Perliminary Evaluation of Proposals Interview with Providers Provider Selected Council Board Confirms Selection Contract Dispute Process Begins Contract Signed Service Begins transit<RFP>timeline U t c Rev. 6/20/90 BY: 7/20/90 7/21/90 8/13/90 9/14/90 9/28/90 10/12/90 10/26/90 11/30/90 12/1/90 12/28/90 4/1/91 CIM JUN 22'9a 90 CITY OF PLYMOUTH 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447 DATE: June 22, 1990 TO: James G. Wilal anager FROM: Charles E. D9,Community SUBJECT: HENNEPIN COUNTY APPLICATION FOR Development Coordinator WASTE TRANSFER STATION (89057) On July 23, 1989 Hennepin County made application for a Conditional Use Permit to construct a solid waste transfer station at the northeast corner of County Road 6 and I-494, pursuant to Section 9, Subdivision D. of the Zoning Ordinance (Hazardous Waste Facilities Conditional Uses). Development Review Committee review of the application commenced immediately together with activity to retain a qualified consultant to review the application on behalf of the City of Plymouth, as the Ordinance specifies. It should be noted that the review by the outside consultant is at the expense of the project applicant. On August 29, 1989, we drafted a letter to Hennepin County reviewing 35 items that are in need of modification; additional clarification; or additional information. These review comments were only the result of review by the City of Plymouth staff and usual retained utilities and traffic consultants. On July*24, 1989, we advised Hennepin County that the City of Plymouth had selected Black and Veatch, Kansas City, to be the consultant that would review technical aspects of their application on our behalf. On August 4, 1989, Hennepin County delivered the necessary financial deposit and authorization to proceed with the review of the application by the outside consultant. On August 10, 1989, we instructed Black and Veatch to proceed with their review. Black and Veatch completed their review and on October 18, 1989, we transmitted a copy of the Black and Veatch report, together with a list of 34 additional design -related items requiring additions, modifications of clarifications related to plans that had been submitted by Hennepin County for this facility. These additional design review items were generated from the report presented by Black and Veatch. To date, neither our design review letter of August 29, 1989, nor our design review letter of October 18, 1989 has been responded to by Hennepin County. The project remains in Stage 2 of the development review process, and cannot proceed until the applicant has provided responses we have requested. elm A 221gA Page Two Hennepin County Application for Waste Transfer Station On March 6, 1990, we sent a letter of inquiry to Hennepin Count requesting an expression of intent regarding the application. (Copy attached On March 15, 1990, we received a letter from Hennepin County transmitting construction plans with minor modifications which are responsive to omissions made on those plans in the June, 1989 submission. The letter also makes reference to complete response to our earlier DRC letters to be expected by mid-April. (March 15, 1990 letter attached) (pl/cd/trans.sta/S:jw) CIM, JU14 2 2'q4 March 6, 1990 Mr. Luther Nelson CIN OF PLYMOUTH - Hennepin County Solid Waste Division 822 South Third Street, Suite 300 Minneapolis, MN 55415 SUBJECT: SITE PLAN AND CONDITIONAL USE PERMIT - WASTE TRANSFER FACILITY (89057) Dear Mr. Nelson: This letter is to inquire as to the status of the captioned project application before the City of Plymouth. The original application was made in June 1989. Following initial staff review of the application, a letter was sent to you on August 29, 1989, delineating 35 specific items for your consideration involving additional information required and/or modifications to your application. Without that information, your application is not complete. Following a review by consultants selected by the City of Plymouth (Black & Veatch) of your application materials, another letter was sent to you on October 18, 1989, listing 24 requests for additional information -or recommendations for application modification. It has now been 6 months since we last communicated, with you concerning this application, and we have received no response to either of *our letters requesting additional information and/or modifications. Your application remains incomplete. Please advise us of your intentions with respect to this application at the earliest possible date. As is the practice with all applications submitted to the City of Plymouth where no response has been received within a reasonable period of time, please be advised that if we have not heard from you with respect to this application by March 20, 1990, we will consider the application to have been withdrawn, and we will proceed to refund a portion of your application fees. I have enclosed copies of our letters of August 29, 1989, and October 18,- 1989, 8;1989, for your review. If you have any further questions concerning these matters, please do not hesitate to contact me. S' c rely, Charles E. Dillerud Community Development Coordinator Enclosures ' cc: Fred Moore, Director of Public Works Jim Willis, City Manager (dre/cd/89057:dl) CIM JUN 2 2 '90 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 550-5000 FTDEPARTMENT OF PUBLIC WORKS Environment & Energy Division 822 South Third Street, Suite 300 HENNEPIN Minneapolis, Minnesota 55415-1208 LFUPhone: 612-348-6846 March 15, 1990 Mr. Charles E. Dillerud Community Development Coordinator City of Plymouth 3400 Plymouth Boulevard Plymouth, MN 55447 gcjo5-� FAX: 612-348-8532 Subject: Site Plan and Conditional Use Permit - Waste Transfer Facility (89057) Dear Mr. Dillerud: In response to your letter of March 6, 1990, The County Board is expected to allocate additional funds for our Consultant to address the questions raised by Plymouth's staff and your consultant Black & Veatch. We expect that our complete response will be completed by approximately the middle of April. If this is -unacceptable, please contact me. Also, we are submitting with this letter the lighting plans and signed plans sheets that were previously submitted. Hennepin County appreciates the efforts of the Plymouth staff in the very thorough review of the Design Development Report. Please U0 not hesitate to call if you have any questions. Yours truly, .7p Luther D. Nelson+ �''irr � , • . i , . !~ Division Engineer M1�r? 15 la�� cc: Warren Porter Brent Lindgren Heyward Milford, HDR HENNEPIN COUNTY -(k an equal opportunity employer CIM JU% 22'90 PLYMOUTH METROLINK SOUTHWEST DAILY RIDERSHIP BY SERVICE TYPE APRIL 1990 COMMUTER REVERSE COMMUTER TOTAL SYSTEM WEEK OF: 4/02 - 4/06 1122 799 1921 4/09 - 4/13 968 159 1610 4/16 - 4/20 1060 717 1777 4/23 - 4/27 1180 702 1882 4/30 272 173 445 4602 3033 7635 DAILY AVERAGE RIDERSHIP 219 144 364 YEAR TO DATE AVERAGE 364 TARGET* 435 % OVER/ (UNDER) TARGET -16.4% * The 1990 target for Metrolink Southwest was calculated at 5 percent over the 1989 year-end "commuter/reverse commuter without transfers" average of 414 passengers per day for a 1990 target of 435 passengers per day. Clm JUS 22'90 METROLINK SOUTHWEST DAILY RIDERSHIP AVERAGES BY MONTH FOR CALENDAR YEARS 1984-1990 COMMUTER/ REVERSE COMMUTER MONTH: 1984 1985 1986 1987 1988 1989 1990 January 330 307 351 429 433 496 427 February 310 292 350 394 426 461 420 March 307 311 338 397 418 467 417 April 301 295 354 365 408 405 364 May 295 298 332 350 392 388 June 276 314 349 358 409 362 July 277 297 328 345 361 356 August 266 292 328 345 377 376 September 275 322 354 348 396 383 October 276 312 384 365 430 441 November 271 311 396 398 437 433 December 265 320 412 391 409 398 --------- YEAR LONG ------------------------------------------------- AVERAGE 287 306 356 374 408 414 364 * Effective April 1, 1990 Plymouth Metrolink providers changed from Medicine Lake Lines to Metropolitan Transit Commission. The passenger numbers for Medicine Lake Lines for the period 1984 - 1989 do not reflect transfers, while the 1990 Medicine Lake Lines figures includes transfers. Metropolitan Transit Commission figures reflect all fares whether cash or convenience. elm '11N ? 2 '00 PLYMOUTH METROLINK SOUTHWEST_ a DAILY RIDERSHIP BY SERVICE TYPE MAY 1990 COMNtUTER REVERSE COD24UTER TOTAL SYSTEM WEEK OF: 5/01 - 5/04 953 603 1556 5/07 - 5/11 1126 740 1866 5/14 - 5/18 1127 724 1851 5/21 - 5/25 1099 622 1721 5/29 - 5/31 678 404 1082 4983 3093 8076 DAILY AVERAGE RIDERSHIP 227 141 367 YEAR TO DATE AVERAGE 365 TARGET* 435 % OVER/ (UNDER) TARGET -16.1% * The 1990 target for Metrolink Southwest was calculated at 5 percent over the 1989 year-end "commuter/reverse commuter without transfers" average of 414 passengers per day for a 1990 target of 435 passengers per day. CIM JUN 2 2'90 METROLINK SOUTHWEST DAILY RIDERSHIP AVERAGES BY MONTH FOR CALENDAR YEARS 1984-1990 COMMUTER/ REVERSE COMMUTER MONTH: 1984 1985 1986 1987 1988 1989 1990 January 330 307 351 429 433 496 427 February 310 292 350 394 426 461 420 March 307 311 338 397 418 467 417 April 301 295 354 365 408 405 364 May 295 298 332 350 392 388 367 June 276 314 349 358 •409 362 July 277 297 328 345 361 356 August 266 292 328 345 377 376 September 275 322 354 348 396 383 October 276 312 384 365 430 441 November 271 311 396 398 437 433 December --------- 265 ------------------------------------------------- 320 412 391 409 398 YEAR LONG AVERAGE 287 306 356 374 408 414 365 * Effective April 1, 1990 Plymouth Metrolink providers changed from Medicine Lake Lines to Metropolitan Transit Commission. The passenger numbers for Medicine Lake Lines for the period 1984 - 1989 do not reflect transfers, while the 1990 Medicine Lake Lines figures includes transfers. Metropolitan Transit Commission figures reflect all fares whether cash or convenience. CIM JUN 2 2'90 CITY OF PLYMOUTH CONFERENCE/SEMINAR REPORT DATE OF SEMINAR/CONFERENCE: June 12 - 15, 1990 LOCATION: Duluth, Minnesota :Z:� \ 7��ct EMPLOYEES ATTENDING: James G. Willis, City Manager Frank Boyles, Assistant City Manager TOTAL COST: $611.70 PURPOSE/THEME OF SEMINAR/CONFERENCE: Annual League of Minnesota Cities Conference SUMMARY: The annual League of Minnesota Cities Conference took place in Duluth, Minnesota June 12 - 15. We attended numerous sessions, the most beneficial of which were: 1) Quality Service - A Priority for Cities; 2) Improving Customer Service; and 3) Performance Evaluation of the Manager. "Quality Service - A Priority for Cities," was presented by Al Checchi, the Chief Executive Officer for Northwest Airlines. Mr. Checchi provided a number of noteworthy points. First, he stated that local government and private industry are not really dissimilar. The fundamental purpose of each is to serve the public. His basic management philosophies include: 1. The individual must be a change agent. 2. People want and need leadership. 3. Success comes from simplicity. 4. People respond best to encouragement and loyalty. 5. People are our most important asset. The best way to motivate employees to do well are to: 1. Make the environment enjoyable. 2. Provide financial security. 3. Fulfill individual sense of dignity. 4. Try to find a way to tap into creativity of each employee. elm A 22'9 I Annual League of Minnesota Cities Conference June 12 - 15 Page 2 5. Help each employee to leave a legacy of what they have contributed. Mr. Checchi's final points were that one should be uncompromising in their search for quality. The support of the customer must be earned. Each employee needs to be empowered to make the difference and to make decisions which affect their day-to-day work activities. Take care of people below you and use a substantial amount of positive reinforcement. Seize, don't avoid responsibility and create an atmosphere in which mistakes are accepted and understood as part of the price for innovation. The session "Improving Customer Service" was presented by George Hite, a former City Manager of Eden Prairie, and presently, Vice President for Public and Consumer Affairs for Target Stores. He stated that there are a number of things that Target does to ensure its success with customers. 1. They actively solicit customer complaints through their customer comment card program. 2. The responses on the cards are statistically evaluated to determine trends in customer dissatisfaction. 3. The cards are communicated to everyone within the organization who could improve the operation. 4. Training in responding to customer complaints is given regularly to temporary employees. The complaint responses are "scripted" for the employees to follow. 5. In each store the manager is personally responsible for calling back the complainant. This is an area where they need to improve. 6. A written response is also provided to each customer by Mr. Hite which asks whether the follow-up to their complaint was satisfactory. 7. Annually, Target conducts marketing surveys to determine how well they have done. They found that the customer most likely to complain is the one who visits the store most often, and spends the most money, both per time and annually. From Mr. Hite's experience, the fundamental causes for customer complaints are threefold: 1. Employee based - failure to follow a policy or procedure. CIM &1 22'90 Annual League of Minnesota Cities Conference June 12 - 15, 1990 Page 3 2. Company based - a product or service does not meet the consumer's expectations. 3. Customer based - the problem is a customer's inability to fully utilize the service or goods. A survey was done to identify the most common customer frustrations: 1. Staying home to meet a serviceman who never arrives. 2. A poorly informed salesperson. 3. A sales clerk who is on the phone when you need to have service. 4. Someone who claims "that's not my responsibility. You will have to see another department." 5. The salesperson talking down to the customer. 6. A salesperson who can't explain or does not know how the system works. Linda Barton, City Manager of Burnsville spoke about their experience. She stated that their mission statement is "community service with pride." The letters of pride spell out "people," "responsiveness," "innovation," "dedication," and "effectiveness." The motto of the community is "Our Best for Burnsville." The prime emphasis of their program is customer service training, reinforced by performance evaluation, annual recognitions, and annual interviews and surveys to determine how they have done with residents. "Performance Evaluation of the City Manager" was moderated by Jim Willis and included two city managers and two city councilmembers who shared their perspectives on how to make manager assessment work. The materials distributed at this session are attached for additional information. DESCRIBE BENEFIT TO EMPLOYEE/CITY: The conference topics are particularly timely. In July/August we are conducting an employee survey, the purpose of which is to access employee satisfaction/dissatisfaction. This information is to be used to direct our efforts to make Plymouth a better place to work. The results will also assist us in developing our training and orientation efforts for new employees. We have been C11A JU« 22,90 Annual League of Minnesota Cities Conference June 12 - 15 Page 4 evaluating various customer service training programs for City employees. The customer service seminar pointed out'some of the essentials of customer service programs and will act as a helpful template for our efforts. The manager assessment material may be helpful for councilmember reference from committees who have already established and become comfortable with a particular system. CIM JUN 22'90 Exerpt from Public Management February, 1988 ICMA Performance Evaluation: =3` Evaluate or Not? That is Not the Question Lyle J. Sumek valuation is a fact of life. We are al- ways evaluating, whether it be perfor- mance of a symphony, a sporting event, a meal, another person's behavior, or daily experiences. It is easier to evaluate an object than it is to evaluate a person who is likely to react to our comments. When eval- uating a person, we also find it easier to com- ment about them to others than to them di- rectly. In response to this difficult task, mayors and councilmembers have often relied on informal comments regarding the manag- er's performance—using their own methods of conveying their desired message to the manager. A local government manager's per- formance evaluation can take place in a vari- ety of settings that might include the Rotary Club, a local bar while analyzing that eve- ning's council meeting, at community events, or through informal comments made to city employees. The basic question regarding manager performance evaluation is. Nat degree of formality is desired? Unfortunately, no single best method has been identified for conducting an evaluation of the local government manager. This article attempts to: • Present some simple concepts on local gov- ernment manager performance evaluation processes • Define the elements of a manager evalua- tion • Reflect on the realities of the manager evaluation in the 1980s, both from the manager's perspective and from the local council's perspective • Outline key learning points and guidelines for improving the perfdrmance evaluation process for local government managers The thoughts and comments offered here represent an accumulation of experiences and observations, compiled in the author's experi- ence as a designer of performance crzluation processes, as a facilitator of these processes, and as a counselor to mayors, city councils, and local government managers. Performance Evaluation: Basic Definition The evaluation process comprises three basic stages: (1) reflection on past performance, (2) identification of goals and direction for the next year, and (3) development of action plans for implementing those goals and for overall performance improvement. Management literature defines perfor- mance evaluation in a variety of ways. From this author's perspective, performance evalua- tion as related to the local government man- ager is defined as: Assessment of a manager's performance in completing assigned tasks and implement- ing planned programs and services; assess- ment of a manager's behaviors against de- fined standards of performance; identification of future work objectives and tasks; and development of specific action plans for future implementation of goals and for more effective management of the local government organization. The specific reasons for conducting perfor- mance evaluations may vary among local communities. Several general purposes in- clude the following: • To energize the local government manag- er's performance • To modify and change the individual bo- havior of the manager • To recognize and reinforce positive accom- plishmcnts during the past year • To identify and learn from setbacks and crises in order to prevent them in the fu- ture • To strengthen the working relationships CIM g 2.2'90 7 PM Aniary MR among the mayor, council, and manager To exchange feedback, observations, and feelings regarding the manager's perfor- mance during the past year To establish the upcoming year's goals and direction for the locality, for management, and for the individual To develop and commit to action plans for accomplishing goals and improving perfor- mance The performance evaluation should be seen as a team effort by the mayor, the council, and the manager. Observations and Realities Local government managers have always struggled with the issue of performance eval- uation. In the service-oriented municipal envi- ronment of the 1980s, gaining insights into the differing perspectives and barriers affect- ing performance evaluations is important. The Manager's Perspective Local government managers show little agree- ment on the issue of performance evaluations. Some myths concerning performance evalua- tions are reflected in the following comments: • "I am evaluated every day I come to work. If they do not like my performance, they may fire me." • "The council is going to change soon, so why bother doing the evaluation now?" • "My nerves are raw from bad experiences at the last several council meetings, so why do I want to relive those bad experiences again?" • "One councilmember is pushing for evalua- tion. I wonder if he is out to fire me. Maybe I should not proceed." • "Never get a council together when you do not know what is going to happen, because other managers have done that and ended up getting fired as a result of the process." • "Do individual councilmembers have their own hidden agendas, and will my evalua- tion become a politicized process for ex- pressing personal agendas?" These comments reflect many managers' personal concerns regarding the performance evaluation process. Every manager has either heard about or experienced firsthand bad per- formance evaluation processes. In one city, a councilmember collected negative comments about a city manager in a "black book." When he reached page 20, he called for the evaluation process. The result? The manager was fired. In spite of horror stories such as these, a PM February 1988 good process has the potential to be a signifi- cant learning experience for the local man- ager. The goal is to enhance the manager's capacity to manage the organization and ac- complish scomplish positive results in the community. The Council's Perspective City or town councilmembers have differing perspectives and concerns regarding the de- sirability of and the most effective process for conducting performance evaluations. These may include: • Preference for one-on-one versus group evaluation, which provides an opportunity to push personal agendas, avoid group norms or achievement of consensus, cir- cumvent the open meeting law, or level with the manager outside the group. One primary reason for preferring a one-on-one is that some individuals may distrust their fellow councilmembers. • Dislike for evaluating others due to lack of experience in conducting performance eval- uations, uncertainty of outcome, or nega- tive experience with past processes because of unclear standards and processes for con- ducting the evaluation and "personal at- tacks." • Time-consuming delays on evaluations due to the difficulty of getting responses, com- pleting forms, and attending meetings. • Uncomfortable feelings that the manager evaluation actually reflects the council's performance—an evaluation of the policy team (mayor, council, manager, and top management staff)—which may be threat- ening to some councilmembers. • Questionable accuracy of the available data—much of the feedback on the manag- er's performance comes from the negative "20 percent" who are against everything the local government does—those individ- uals who call the city, write letters to the editor, and complain at council meetings. • Concern that a positive relationship with the manager may result in council's focus- ing only on the manager's positive accom- plishments. • Belief that evaluations are simply a forum for political rhetoric—insincere comments and political posturing. • Professional domination—the manager will emphasize his or her accomplishments, leaving councilmembers with minimal opportunity for dialogue. Examples of some myths from the council perspective concerning performance evalua- tions include: • "No big deal. We are simple people in a simple business, and the evaluation process elm JUN 22'90 E3 The evaluation of a local government manager differs in many ways from that of a corporate executive or manager in the private sector. m 'a.2.•,N ). .�..-Y.1W'�.fW�'•�,.L�v!.l YP)�r'.Y. .. {.9 is going to have minimal impact on our daily operations." • "The only reason we are doing the perfor- mance evaluation is because the manager wants more money."k • "The performance evaluation pro des an opportunity to anticipate issues and to pro- vide a firm direction for the manager." • "I have done evaluations in my own busi- ness, and I am the expert on how they should be done." These diverse attitudes about evaluation make it necessary for the council to under- stand why it is doing the performance evalua- tion, and to determine what is its desired end result. Barriers to Effective Performance Evaluations In response to pressures for increased pro- ductivity, many localities have developed rather sophisticated, formal performance evaluation systems for managers, while others have relied on informal discussions. Common barriers to effective performance evaluations include: • Focus on past performance with little em- phasis on future direction • Emphasis on complex numerical evaluation rather than on substantive data • Vague job standards and undefined role ez-pectations • Failure to establish a strong link between manager performance, the evaluation sys- tem, and compensation • Form structure that does not allow for per- sonal comments, observations, or develop- ment of action plans for improvement • No means for continuous monitoring of performance—resulting in focusing only on the negative or most recent observations • Complexity of task and vague terminology • Minimal commitment and support by the mayor; council, and manager in implement- ing the performance evaluation system. Unique Factors The evaluation of a local government man- ager differs in many ways from that of a cor- porate executive or manager in the private sector. Some unique features of the local gov- ernment manager evaluation include: 1. Role of Media. In most states, local man- ager evaluations are conducted as open meetings. Many newspapers want a "re- port card" on the manager's performance and focus only on the negative aspects, not on major accomplishments. 2. "Everything is Personal." The manager is a personification of the local government organization; negative comments about the community thus reflect personally on him or her. 3. Ability of Council to Perform Group Evaluation. The dynamics of the local council affect its ability to perform as a group. If•the council is experiencing se- vere personal conflicts, operating off hid- den agendas, or overreacting to citizen feedback, these factors are likely to nega- tively affect the evaluation. 4. Council Leadership. Council's willingness and ability to focus key issues, develop processes for addressing those issues, and build consensus among members of the council are key to meaningful manager evaluation. 5. Credibility. The performance evaluation of the local manager will be widely shared and will affect the personal credibility of the manager in managing the local organi- zation, in interacting with the community, and in assisting in policy leadership with the mayor and council. 6. Family and Personal Impact. As the man- ager's performance evaluation is shared within the community, an impact will be made on spouse and children. 7. Timing. Depending upon the election and budget cycles, evaluations may best be done at the council's mid-term, or at the "legacy phase," after the election and prior to the next council election. In spite of these observations, the need for more formal evaluations of local managers is indicated. The degree of formality of this pro- cess depends on the council's needs or de- sires. Decision-making The decision-making part of the performance evaluation process is often the most difficult to execute. An overriding question the local manager needs to address is: How formal do I want the performance evaluation process to be? This section attempts to increase un&r- standing of this dilemma. The following ques- tions are provided to stimulate thoughts about the development of positive approaches to the evaluation process. Managers who are facing a performance evaluation in the future are encouraged to respond to the following questionnaire (figure 1) to gain insights into their own evaluation process. The responses to these questions will influ- ence and help determine the type of perfor= mance evaluation process that will take place. Answering the following questions may also be helpful: 1. Why do you want to be evaluated? PM OruAN12210 2. What do you want the results of the eval- uation to be? This section is aimed at helping the man- ager focus his or her own perspective on the evaluation process. Learning Points and Guidelines Learning Point #1: Local Government Manager Role Manager Role: A Common Frame of Ref- erence. An expanded sense of partnership ex- ists today among the mayor/council, man- ager/staff, and the community. Recognition is growing that this interdependence is impor- tant to effectively translate the intentions of the mayor and council into action by employ- ees and volunteers. An effective community is one in which the governance, management, and service delivery processes are linked, and the mayor and council's goals as policy lead- ers are translated into actions by employees. The governance process is aimed at provid- ing overall direction for locality. The key players are the policy leaders—primarily the mayor and the council. They share their responsibilities with various boards, commis- sions, and key managers. The primary func- tions of the governance process are: • Setting a tone that guides management and service delivery • Focusing the future vision of the commu- nity—long-term horizon • Translating this vision into specific target issues that need to be addressed during the Iife cycle • Determining policy direction and guidelines for the community In addition, policy leaders have the respon- sibility of sensing community values and ob- taining feedback on local government perfor- mance. A comparison is made between the desired outcomes and the actions of the local government. The management process focuses on design- ing mechanisms for translating the vision and target issues into action. The key players are the local manager in conjunction with other managers and supervisors within the govern- ment organization. The primary functions of the managers are: • To develop an organizational philosophy that reflects values and beliefs on how the local government should be managed and operated on a daily basis • To develop specific programs for achieving PM February 1988 consistency between values and actions • To anticipate issues • To resolve problems hampering manage- ment and service delivery • To build the capacity of the organization In addition, the manager has the respon- sibility to interpret the directives of the policy leaders and translate them into guidelines for. employees. Figure 1—Performance Evaluation Questionnaire Questions to Ask Oneself About ' Council Yes Maybe No 1. From my perspective, does the council have the ability to provide a meaning- ful evaluation? 2. Is the council committed to complet- ing the evaluation process? 3. Does the council have the capacity to provide complete feedback to me? 4. Does the council have the ability to handle conflict in a positive, nonper- sonal manner? 5. Does the council have a team relation- ship rather than an adversarial rela- tionship with me as their manager? Questions to Ask Oneself as I.ocal Government Manager Yes Maybe No 1. Do I really want to be evaluated? 2. Do I really want direct feedback from the council? 3. Am 1 going to be nondefensive in lis- tening, and understanding council comments? 4. Do the potential positive impacts out- weigh the negatives for me, my family, and the local government? 5. Am I approaching the evaluation as a learning and planning process? Questions About the Evaluation Process Yes Maybe No 1. Do I want my performance evaluation linked to compensation? 2. Is there a good time to do the perfor- mance evaluation and, if so, when? 3. Is council willing to spend the amount of time necessary to complete the eval- uation? 4. Has the council established organiza- tional goals that can be linked to my ` performance evaluation? 5. Is there a good place to do the perfor- mance evaluation outside of the formal council meeting? (Setting: ) Copyright a 1987 Sumek Associates, Inc. All rights reserved. am JUN 2 2'90 E3An effective community is one in which the governance, management, and service delivery processes are linked. 13 The service delivery process focuses on the actual delivery of services to citizens. The pri- mary players are local government employees and contractors. Most systems do not distin- guish between the two but focus rather on the action. Service process employees have the following functions: • To provide services to citizens that reflect the city's values • To provide feedback to managers about the community • To monitor performance in service delivery The actions taken by individuals providing services are the most visible. These service delivery actions are compared by citizens with their actual desires. In the 1980s a shift appear to be occurring in the relationship between the three key pro- cesses. Individuals and communities are rec- ognizing the partnership between policy lead- ers, managers, and employees/contractors; they are becoming increasingly aware of the interdependence among the processes of gov- ernance, management, and service delivery. Each local government strikes its own bal- ance in the relationships of these processes. Diverse Roles of the Manager DOER: Doine the Task Yourself • Responding to complaints • Handling problems • Providing information and analysis • Developing budget • Preparing agenda SUPERVISOR: Getting the Task Done Through Others • Hiring, firing, and promoting staff • Monitoring performance and making ad- justments • Providing direction • Interpreting council goals and directives • Counseling staff on problems MANAGER: Developing Processes and the Organization • Anticipating issues • Developing processes for handling issues • Developing management policies, proce- dures, and systems • Building the management team • Building the capacity of employees through training LEADER: Setting Direction and Creating "Local Team Spirit" • Empowering others to act • Being visible in the community • Representing the community • Professional development • Setting the tone for the organization • Creating a "local team spirit" The diagram below illustrates this concept. To help gain perspective on what portion of your time is spent in each of the following roles, fill in the blanks indicated by the per- centage signs: Doer Supervisor ManagerLeader Immediate Long -Term Hands On Abstract Power Over Task Power Over Others 0% Percentage of Time 100% A clear understanding of the manager's role in the local government organization is vitally important. This should include deci- sion-making parameters and boundaries, as well as clearly outlined expectations and stan- dards to guide daily performance within the organization. The key to successfully evaluat- ing performance is defining (prior to the eval- uation) what criteria you will use to evaluate the individual. Learning Point #2: Define the Evaluation Elements of Task Performance The development of the local government manager evaluation process requires prepara- tory work by the mayor and the council in conjunction with the manager. The past year's performance can be evaluated from two perspectives: Performance Objectives: What is to be accomplished Performance Standards.- How tandards:How it is to be accomplished Defining specific expectations for each of these two elements of performance should be done ideally at the time the manager is hired, or at the beginning of the evaluation period; however, this is often not the case. At a mini- mum, performance objectives and perfor- mance standards should be clearly defined before any evaluative statements or com- ments are made. CIM JPN 21�;9gebruary 1988 Performance Objectives. Performance ob- jectives link the goals of council with the per- sonal goals of the manager. Prior to the time period for which the manager will be evalu- ated, specific performance objectives should be developed. Evaluating the performance ob- jectives involves determining what results have been produced (figure 2). Performance Standards. Performance stan- dards make up the criteria for evaluating daily activities and behavior. This assessment requires explicit definition of the manager's role, which in turn results in guidelines for appraising the behavioral element of perfor- mance. Role Boundaries • Negotiated boundaries within which the manager can perform • Definition of specific role expectations and decision space Performance Standards The performance standards are the basic cri- teria for appraising an individual's perfor- mance, and they will vary from community to community. Some sample performance stan- dards are: 1. Organizes community programs to make most effective use of available resources; develops appropriate linkages.with citizen and advocacy groups; keeps council well informed of program progress; monitors results and makes changes necessary to ensure effective outcome. 2. Projects an active and positive image of the community in all public presentations; works well with representatives of the me- dia to provide factual and informative sto- ries about community programs; develops and maintains effective relationships with community groups such as the JayCees, the Rotary, the Chamber of Commerce, the League of Women Voters, and the NAACP to promote community projects. Basic question: How did the manager accom- plish the performance objectives (complete work tasks)? These become the major standards by which the past year's evaluation can be judged. Many localities already have devel- oped a great deal of the process; however, it is important to capture key information in a formal manner and use it constructively in the evaluation process. Learning Point #3: Adjust the Form to the Individual Local Council It is important to design the form to fit the PM February 1988 Figure 2 Council Goals • Broad policy issues to be addressed during the year • Specific projects to be completed • Problem and complaint response Performance Objectives Personal Goals • Self -development goals • Professional goals • Areas needing personal growth and development Mayor and council link the local government's goals, objectives, and work programs with the manager's personal development The perfor- mance objectives should include a list of specific work tasks (targets) to be accomplished during the year, priorities on work tasks estab- lished, and common expectations about what completion or accom- plishment means. These objectives link organizational needs to profes- sional goals. Basic question: What does the local manager need to accomplish during the next year? assessment needs of each local organization. The simplest evaluation form provides the fol- lowing information: I. Reviewing the past year A. What has the manager accomplished during the past year? B. What are the manager's nonaccomplishments or learning opportunities? II. Goals for the next year A. What goals do you want to see the manager accomplish for the local community B. What goals do you want to see the manager accomplish as an individual? This form allows for numerical rating, but it also requires that individuals write down spe- cific thoughts and observations in narrative format. On the other hand, a more sophisticated performance evaluation form may include three parts: I., Past year's performance A. Performance objectives: Assessment • What has the manager accom- plished during the past year? • What are the manager's nonaccomplishments or learning opportunities? ciM JUN 22.'90 m Defining B. Performance standards: Assessment specific of how the manager performed the jab expectations for The performance standards, again, e. . performance need to be developed by the individ- should be done ual local government. The perfor- ideally at the mance appraisal process is the appli- cation of performance standards to time the past performance. In appraising a manager, the basic levels of perfor- manager is mance are: hired. m • Below expectations is that level of performance consistently falling below the requirements of the job and indicating the need for im- provement. It does not mean that every aspect of the employee's per- formance is below adequate stan- dards but that, in general, the em- ployee does not meet minimum expectations and requirements.. Meets expectations is that level of performance considered adequate to meet the requirements of the job. Some day-to-day variation is to be expected and may range, on occasion, from poor to very good. For the most part, however, "meets expectations" represents satisfac- tory performance neither consis- tently below nor superior to what is necessary to do the job. Exceeds expectations is reserved for the employee who consistently surpasses standards of adequate performance. Individuals who con- sistently do a good job should be rated "meets expectations," not "exceeds expectations." An occa- sional instance of superior perfor- mance is not sufficient justification for an "exceeds expectations" rat- ing. "Exceeds expectations" perfor- Cresap, McCormick and Paget CONSULTANTS TO LOCAL GOVERNMENT LEADERS SINCE 1946 COMPREHENSIVE MANAGEMENT STUDIES OF CITY AND COUNTY GOVERNMENTS, PLUS ANALYSIS OF: • Police And Fire • Compensation And Classification • Public Works • Economic And Tourism Development • Human Services • Information Systems • School Districts • Strategic Positioning 2101 L Street, N.W. 200 West Madison Street 595 Market Street 3475 Lenox Road Suite 400 Suite 3440 Suite 1200 Suite 500 Washington, D.C. 20037 Chicago, IL 60606 San Francisco, CA 94105 Atlanta, GA 30326 (202) 463-2800 (312) 263-7125 (415) 781-8421 (404) 261-0859 Plus offices in five other cities in the United States and Canada. CIM JON 22190 PM Fcbruary 1988 mance requires that the employee has consistently exceeded the su- pervisor's u- pervisor s expectations for ade- quate or "meets expectations" performance. II. Definition of goals A. What goals do you want to see the manager accomplish for the local community? B. What goals do you want to see the manager accomplish as an individ- ual? III. Development of specific action plans— Commitment by the manager This process involves the identification of specific steps to be taken that satisfy developmental needs and clarify roles, is- sues, and concerns. Steps should be spe- cific to ensure that the manager and the council have the same understanding. The choice of a simple or a sophisticated form depends on the needs of the organiza- tion. Two variations have been presented— one that is almost totally narrative and one that allows only for numerical ratings. This author believes that a form with only numeri- cal ratings results in council's focusing on numbers rather than on substantive com- ments. On the other hand, if the manager's compensation is linked to his or -her perfor- mance evaluation, narrative statements are more subjective and are not easily quantified. Learning Point #4: Adjust the Process to the Council The process needs to be adjusted to fit the specific idiosyncrasies of the situation; how- ever, some basic steps are recommended to ensure a comprehensive evaluation. Step One: Review of Previous Year • Establish goals and targets • Define role boundaries and decision space • Outline the evaluation process Step Two. Record Observations Encourage councilmembers to have a file for comments and observations regarding the manager's performance, so that at the end of the year they have positive and negative feed- back for the entire year, instead of just for the past month. Step Three. Process Agreement The mayor and council (in conjunction with the manager) develop a process and agree on the steps for the evaluation. Step Four: Homework The councilmembers complete their eval- uations and return them to the mayor, who PM February 1988 compiles the results and focuses key issues for discussion. The mayor should also contact individual councilmembers at this time to clarify the meaning of specific comments. This is also the time to "test" the issues in a preliminary evaluation session. Step Five. Evaluation Session During this phase of the process, the mayor and council meet with the manager to discuss: • Performance appraisal • Performance objectives • Performance plans More than one session may be necessary to adequately address all the issues. Both the mayor/council team and the local manager may enter the session with different perceptions of what took place during the evaluation period. Since that is the case, even though they have had similar experiences, each will put his or her interpretation into the events. Mayor/ Manager's council's image image Step Six. Manager Response The local manager prepares "My Action Plan" (MAP) for the next year. This plan re- sponds to the council's comments and sug- gested goals for the next year. It also pro- vides a written document for future evaluation. The performance evaluation is an opportu- nity for the mayor, council, and local man- ager to focus on and discuss various aspects of work performance. The evaluation process helps to open the eyes of the manager and the council and lays a foundation for the fu- ture. It should be kept as simple as possible while still meeting the needs of the local gov- ernment organization. PM elm JUN 2 2'00 Performance Evaluation Leabue or Minnesota Cities 1990 Annual Conference Effective education for cities City of A Hibbing E•tE� _ WINEMAIL. Patrick A. Nasi City Administrator City Hail. 1 hblmn2. ?1N 55746 • Phnne 218.262.3486 • VM JUN 22'90 ADMINISTRATOR EVALUATIONS As we all know, evaluation is a fact of life. We are always evaluating, whether it be the performance of a play, a sporting event, a meal or another person's behavior. ,It is easier to evaluate an object than it is to evaluate a person who is likely to react to the evaluation. And, when evaluating a person, it is easier to comment about that person than to the person directly. In response to the difficult task of evaluating, mayors and council *members have often relied on informal comments regarding an administrators performance and relaying them in whatever means with which they felt comfortable. Many times the administrator's performance evaluation may take place in a variety of settings including the local coffee shop while analyzing the latest council meeting, at community events, and possibly at a club meeting. Unfortunately, no single best method has been identified for conducting an evaluation of a local government administrator. However, today's presentation will attempt to present the following: * Present some simple concepts on local government administrator performance evaluation. Define the elements of a formal administrator evaluation. * Reflect on the realities of the evaluation process from the administrator's and from the council's perspective. * Outline key points and guidelines for improving the performance evaluation process for local government administrators. V1M JUN 22'so I. LAYING THE GROUNDWORK FOR AN EVALUATION A. Items needed before initiating,a formal evaluation 1. An accurate job description. 2. An organizational mission statement for the city council. 3. A goal -setting process that is tied to the mission statement and budget. 4. A work plan that guides the implementation of the goals and provides a way to measure accom- plishments. 5. A method to submit an annual report to the council to document progress towards goals. B. During the hiring/interview process establish 1. Criteria to be used to evaluate success. 2. Measures used to determine success. 3. How often evaluation will occur. 4. Who will conduct evaluation and what the process will be. II. THE EVALUATION PROCESS A local gove-fnment•administrator's evaluation may be defined as "an assessment of an administrator's performance in completing assigned tasks and implementing planned programs and services and the assessment of the administrator's behaviors against defined standards of performance". A. Basic performance evaluation definition 1. Reflection on past performance. 2. Identification of goals and direction for the following year. 3. Development of action plans for implementing those goals and for overall performance improvement. B. Specific reasons for conducting performance evaluations 1. To energize administrator's performance. 2. To modify and change individual behavior. 3. To recognize and reinforce positive accomplishments during the past year. 4. To identify and learn from setbacks to prevent them from reoccuring. 5. To exchange feedback, observations, and feelings regarding the administrator's performance during r �� JUN 22'go the past year. 6. To establish the upcoming year's goals and direction for the council and the administrator III. ADMINISTRATOR AND COUNCIL CONCERNS Local government administrators and councils have always struggled with the issue of performance evaluation. Some of the 'differing perspectives and concerns are listed below. A. The administrator's perspective 1. The council may change soon, so why bother doing the evaluation now. 2. M•iy nerves are raw from bad experiences at the last' several council meetings, so why do I want to relive those experiences. 3. One council member is pushing for an evaluation, I wonder if he/she is out to fire me? 4. Do individual council members have their own hidden agenda, and will my evaluation become a politicized process for expressing a hidden agenda. 5. I am evaluated every day I come to work. These comments reflect some administrator's personal concerns regarding performance evaluation. Every administrator has either heard or experienced bad performance evaluation processes. In spite of this, a good arocess has the potential to be a significant learning experience for the administrator. B. The council's perspective 1. Dislike for evaluating others due to lack of experience in conducting performance evaluations. 2. Concern that a positive relationship with the administrator may result in council's focusing only on the administrator's positive accomplishments. 3. Professional domination --the administrator will emphasize his/her accomplishments, leaving council members with minimal opportunity for dialogue. 4. Time-consuming delays in getting council members to meet and respond. 5. Preference for one-on-one versus group evaluation. C11N ,JUN 22'90 IV.' BARRIERS TO AN EFFECTIVE PERFORMANCE EVALUATION Cities have developed a wide range of performance evaluation methods from rather sophisticated point-7rating systems down to informal discussions. to A. Common barriers to an effective performance evaluation 1. Focus on past performance with little emphasis on future direction. 2. Vague job standards and undefined role expectations. 3. Structure that does not allow for personal comments, observations, or plans for improvement. 4. Minimal commitment and support by the mayor, council, or administrator in implementing the performance evaluation system. B. Unique features of evaluation 1. Role of the media. Many times evaluations are con- ducted in open meetings and the newspapers or others want a "report card" on the administrator's performance. 2. Ability or inability of the council to perform a group evaluation. 3. Council leadership. The council's willingness and ability to focus on key issues and build a consensus among members on how to address those issues. 4. Credibility. The performance evaluation will generally be widely shared and affect the personal credibility of the administrator in running the local government. S. Timih4. Depending upon the election and budget cycles, the evaluation may best be conducted prior to the election. 6. Family and person impact. As the administrator's evaluation is shared within the community, an impact will be made on spouse and children. V. HOW TO BEGIN AN EVALUATION PROCESS What can administrators and council members do to establish and foster a performance evaluation system if one is not in place? A. Work out performance indicators together. Define what it takes to be successful in the job. Determine how success can and should be measured. 1. Reviewing the past year. a. What has the administrator accomplished during the past year? b. What are the nonaccomplishments or learning opportunities? 2. Goals for next year. a. What goals do you want to see the administrator accomplish for the local community? b. What goals do you want to see the administrator accomplish as an individual? B. Make sure performance indicators are realistic and within the control of the administrator. Evaluate only those things that are relevant to the job and avoid evaluating hard -to -measure factors. C. Make a commitment to open and honest communication so that conflict can be dealt with as it occurs. D. Never "stockpile" grievances and dump them all at once. Discuss the issues as they arise. E. Separate the person from the problem. Know what is cadsed by internal and external factors. F. Define timeframes for corrective action to ensure that the process is fair and just. G. Continue to meet informally to discuss performance and expectations. Continuous feedback improves communication and helps to avoid misunderstandings LiE�*11:hymb009100.1M The Performance evaluation is an opportunity for the mayor, council, and administrator to focus on and discuss various aspects of work performance. The evaluation process helps to open the eyes of the administrator and the council and lays the foundation for the future. A good system thus is reciprocal with all involved discussing how they help or hinder each other's performance. Information for this presentation was drafted from the following articles: Hopper, Linda. "Laying the Groundwork for Evaluation", Public Management Magazine. February, 1988. McCall, Morgan W. and Michael M. Lombardo. "Off the Track: Why and How Successful Executive Get Derailed", Technical Report Number 21, January 1983, Center for Creative Leadership, Greensboro, North Carolina, page 6. Sumek, Lyle J. "Performance Evaluation: Evaluate or Not? That is Not the Question". Public Management Magazine. February, 1988. CIM JUN 2 2 'go ICMA Code of Ethics with Guidelines As Adopted by the ICMA Executive Board in May 1987 1 Be dedicated to the concepts of effective and democratic • local government by responsible elected officials and believe that professional general management is essential to the achieve- ment of this objective. ZAffirm the dignity and worth of the services rendered by . government and maintain a constructive, creative, and practi- cal attitude toward urban affairs and a deep sense of social respon- sibility as a trusted public servant. Guideline Advice to Official of Other Municipalities. When members advise and respond to inquiries from elected or appointed officials of other municipalities, they should inform the administrators of those communities. maBe dedicated to the highest ideals of honor and integrity in all public and personal relationships in order that the member may merit the respect and confidence of the elected officials, of other officials and employees, and of the public. Guidelines Public Confidence. Members should conduct themselves so as to maintairrpublic confidence in their profession, their local govern- ment. and in their performance of the public trust. Impression of Influence. Members should conduct their official and personal affairs in such a manner so as to give the clear impression that they cannot be improperly influenced in the per- formance of their official duties. Appointment Commitment. Members who accept an appointment to a position should not fail to report for that position. This does not preclude the possibility of a member considering several of- fers or seeking several positions at the same time, but once a bona fide offer of a position has been accepted, that commitment should be honored. Oral acceptance of an employment offer is considered binding unless the employer makes fundamental changes in the terms of employment. Credentials. An application for employment should be complete and accurate as to all pertinent details of education, experience, and personal history. Members should recognize that both omis- sions and inaccuracies must be avoided. Professional Respect. Members seeking a management position should show professional respect for persons formerly holding the position or for others who might be applying for the same posi- tion. Professional respect does not preclude honest differences of opinion; it does preclude attacking a person's motives or integrity in order to be appointed to a position. Confidentiality. Members should not discuss or divulge informa- tion with anyone about pending or completed ethics cases, except as specifically authorized by the Rules of Procedure for Enforce- ment of the Code of Ethics. Seeking Employment. Members should not seek employment in a community having an incumbent administrator who has not re- signed or been officially informed that his or her services are to be terminated. 4Recognize that the chief function of local government at all . times is to serve the best interests of all of the people.. Guideline Length of Service. A minimum of two years generally is consid- ered necessary in order to render a professional service to the municipality. A short tenure should be the exception rather than a recurring experience. However, under special circumstances it may be in the best interests of the municipality and the member to separate in a shorter time. Examples of such circumstances would include refusal of the appointing authority to honor com- mitments concerning conditions of employment, a vote of no confidence in the member, or severe personal problems. It is the responsibility of an applicant for a position to ascertain conditions of employment. Inadequately determining terms of employment prior to arrival does not justify premature termination. 5 Submit policy proposals to elected officials;provide them • with facts and advice on matters of policy as a basis for making decisions and setting community goals, and uphold and implement municipal policies adopted by elected officials. Guideline Conflicting Roles. Members who serve multiple roles—working as both city attorney and city manager for the same community, for example—should avoid participating in matters that create the appearance of a conflict of interest. They should disclose the potential conflict to the governing body so that other opinions may be solicited. 6Recognize that elected representatives of the people are enti- . tied to the credit for the establishment of municipal policies; responsibility for policy execution rests with the members. 7Refrain from participation in the election of the members of . the employing legislative body, and from all partisan political activities which would impair performance as a professional ad- ministrator. Guidelines Elections of the Governing Body. Members should maintain a reputation for serving equally and impartially all members of the governing body of the municipality they serve, regardless of party. To this end, they should not engage in active participation in the election campaign on behalf of or in opposition to candi- dates for the governing body. CIM JUN 2 2'90 12 PM August 1987 Other Elections. Members share with their fellow citizens the right and responsibility to exercise their franchise and voice their opinion on public issues. However, in order not to impair their effectiveness on behalf of the municipalities they serve, they should not participate in election campaigns for representatives from their area to county, school, state, and federal offices. Elections on the Council-Nianager Plan. Members may assist in preparing and presenting materials that explain the council-man- ager form of government to the public prior to an election on the use of the plan. If assistance is required by another community, members may respond. All activities regarding ballot issues should be conducted within local regulations and in a professional ' manner. Presentation of Issues. Members may assist the governing body in presenting issues involved in referenda such as bond issues, an- nexations, and similar matters. Q Make it a duty continually to improve the member's profes- I V • sional ability and to develop the competence of associates in the use of management techniques. Q Keep the community informed on municipal affairs; encour- • 7. age communication between the citizens and all municipal officers; emphasize friendly and courteous service to the public and seek to improve the quality and image of public service. i -10 Resist any encroachment on professional responsibilities, • believing the member should be free to carry out official policies without interference, and handle each problem without discrimination on the basis of principle and justice. Guideline Information Sharing. The member should openly share informa- tion with the governing body while diligently carrying out the member's responsibilities as set forth in the charter or enabling legislation. 11 Handle all matters of personnel on the basis of merit so • that fairness and impartiality govern a member's deci- sions, pertaining to appointments, pay adjustments, promotions, and discipline. Guideline Equal Opportunity. Members should develop a positive program that will ensure meaningful employment opportunities for all segments of the community. All programs, practices, and opera- tions should: (1) provide equality of opportunity in employment for all persons; (2) prohibit discrimination because of race, color, religion, sex, national origin, political affiliation, physical handi- caps, age, or marital status; and (3) promote continuing programs of affirmative action at every level within the organization. It should be the member's personal and professional responsibil- ity to actively recruit and hire minorities and women to serve on professional staffs throughout their organization. 12Seek no favor, believe that personal aggrandizement or • profit secured by confidential information or by misuse of public time is dishonest. Guidelines Gifts. Members should not directly or indirectly solicit any gift or accept or receive any gift—whether it be money, services, loan, PM August 1987 13 travel, entertainment, hospitality, promise, or any other form— under the following circumstances: (1) it could reasonably be inferred or expected that the gift was intended to influence them in the performance of their official duties; or (2) the gift was intended to serve as a reward for any official action on their part. It is important that the prohibition of unsolicited gifts be limited to circumstances related to improper influence. In de minimus situations such as tobacco and meal checks for example, some modest maximum dollar value should be determined by the mem- ber as a guideline. The guideline is not intended to isolate mem- bers from normal social practices where gifts among friends, associates, and relatives are appropriate for certain occasions. Investments in Conflict with Official Duties. Members should not invest or hold any investment, directly or indirectly, in any finan- cial business, commercial, or other private transaction that cre- ates a conflict with their official duties. In the case of real estate, the potential use of confidential in- formation and knowledge to further a members personal interest requires special consideration. This guideline recognizes that members' official actions and decisions can be influenced if there is a conflict with personal investments. Purchases and sales which might be interpreted as speculation for quick profit ought to be avoided (see the section below on "Confidential Information"). Because personal investments may prejudice or may appear to influence official actions and decisions, members may, in concert with their governing body, provide for disclosure of such invest- ments prior to accepting their position as municipal administrator or prior to any official action by the governing body that may affect such investments. Personal Relationships. Members should disclose any personal relationship to the governing body in any instance where there could be the appearance of a conflict of interest. For example, if the managers spouse works for a developer doing business with the local government, that fact should be disclosed. Confidential Information. Members should not disclose to others, or use to further their personal interest, confidential information acquired by them in the course of their official duties. Private Employment Members should not engage in, solicit, ne- gotiate for, or promise to accept private employment nor should they render services for private interests or conduct a private business when such employment, service, or business criates a conflict with or impairs the proper discharge of their official duties. Teaching, lecturing, writing, or consulting are typical activities that may not involve conflict of interest or impair the proper discharge of their official duties. Prior notification of the govern- ing body is appropriate in all cases of outside employment. - Representation. Members should not represent any outside inter- est before any agency, whether public or private, except with the authorization of or at the direction of the legislative body of the governmental unit they serve. Endorsements. Members should not endorse commercial prod- ucts by agreeing to use their photograph, endorsement, or quota- tion in paid advertisements, unless the endorsement is for a public purpose, is directed by the governing body, and the member receives no compensation. Examples of public purposes include economic development for the local government and the sale of local government products. Members' observations, opinions, and analyses of commercial products used or tested by their municipalities are appropriate and useful to the profession when included as part of professional articles and reports. PM CIM JUN 2 2 '90 League of Minnesota Cities Annual Conference June 14, 1990 Manager Assessment Robert P. Roepke Mayor, City of Chaska elk JUN 22 JQ Ke"v Em-D-lasis � ]People Pianning "A QUALITY SMALL TOWN - PHONE (612) 445.2851 CIM JUN 22'90 "A QUALITY SMALL TOWN" PHONE (6121 44&2851 PEOPLE People ----Most Important Resource Conduct Performance Reveiws - All Levels Feedback Ability to Affect Change Develop Motivated Staff C!M JUN 22 190 Results Goals Specific Objectives Administrator Expectations Results Evaluation/Performance Review CHASKA "A QUALITY SMALL TOWN - PHONE (812) 448-2851 CIM JUN 2 2 '90 s --<- -CH-ASKA "A QUA.L= S1VIALL TOS" City of Chaska Planning Process Trends Values 1� Mission -00. .4 Goals l S pecific Objectives Public C ommunications esu ts �y`oa d � a a v. city of Chaska wwvwsota 1 CITY HALL PLAZA • CHASKA. MH 55316.1562 C'm JUN 22'90 Performance Review Report on Objective Results Form Group Review/Feedback Recommendation CHASKA "A QUALITY SMA11, TOWN" PHONE (812) 448-2851 C'M JUN 22'90 June 10-13, 1990 Reno Dale Hahn* $1,125.55 PURPOSEITHEME OF CONFERENCE- National Public Risk and Insurance Management Association Annual Conference. The conference included numerous sessions running concurrently dealing with topics of underground storage tanks, infectious diseases, employee physical fitness, new guidelines for financial reporting, contractors professional liability, and public works liability issues. DESCRIBE BENEFIT TO EMPLOYEE/CITY: Of particular interest was the' session on employee physical fitness. This session dealt with the encouragement of employee physical fitness throughout the work place. Various examples were given showing increased productivity, decreased absenteeism, and decreased injuries. This session went hand in hand with our efforts to encourage use of the physical fitness facility at' Fire Station 13. The session on new financial reporting guidelines explained the details that will be required in future financial reports. We will be expected to make projections for financial reporting of potential liabilities and claims that have occurred but have not been reported to the city. The underground storage tanks are a potential for possible liability to the city also. We are currently reviewing all of our storage facility to determine if improvements need to be made in these areas. In addition to the valuable information received from the various sessions, of equal importance, is the interaction between fellow risk managers and finance directors on the various insurance and financial reported issues. This interaction involves sharing of ideas for additional self-insurance, avoid potential liability, and to maintain proper financial records of the various claims. CIM JUN 22'90 I - ANNUAL Name Address Phone # Attending The menu will include: MEETING Please return by June 21, 1990 Walleye, Wild Rice Salad, Fry Bread, Blueberry Wojapi, Iced Peppermint Tea The cost will be $ 11.00 per person Amount enclosed $ Please return top portion to: West Hennepin Human Services 4100 Vernon Ave South St. Louis Park, Minn,&sota 55416 -------------------------------------- ----------Please detach here -------------------------------------------------- Please cut out permit below and place it on your dash to receive free parking for the picnic. permit for use of CLIFTON E ERENCH_R_EGIONAL 6 PARK on 6/26/ 0 — 6/2/90 area in park to be used FPFOW01 Uq�CWOCID�OQM telephone (000)920-5533 time arrive 6:00 PM time depart 9:00 PM number in party _60 purpose of visit ANNUAL MEETING fee $12-5.00 PAID condition/equipment aET--U 5: *3Q-6 •00 COMMENTS: DAILY PARKING FEF IS WAIVEU $t00 DAMAGE DEP—RECVD 6/7 COPY PERMIT FOR ALL VEHICLES COULD BE UP TO 60 CARS W/GROUP NON—PROFIT GROUP LH/BGF BEV/TERRY/LINDA DATE: 06/07/90 This permit must be carried while in the park and made available to park personnel upon request. Reservation fees are not refundable if cancellation is made in less than 14 days prior to use date (special refunds for weddings/buildings). A cancellation fee will be assessed. VIOLATIONS OF PARK ORDINANCES ARE MISDEAMEANORS AND CAN RESULT IN REVOCATION OF PERMIT OR ARREST. PERMIT HOLDER RESPONSIBLE FOR ORDINANCE VIOLATIONS AND DAMAGE TO PARK PROPERTY. (COPY OF COMMON PARK RULES INCLUDED. ORDINANCES AVAILABLE ON REQUEST) CIM JUN 22'90 ETHICS League of Minnesota Cities June 14, 1990 Larry Bakken Bill Joynes CIM JUN 22'90 To draw a new line between pertinent public and private behavior* How can we distinguish between trivial and significant? Carol Lewis Are we a corrupt society? Have we lost the ability to set ethical standards and expect compliance with them? Connecticut scandals have involved the director of the department of.liquor control, a revenue administrator, a probate judge, officials and employees in several communities, defense contractors and architectural firms. National events touch the great institutions and processes in our society, Including the presidential campaigri, nomination to the Supreme Court, the National Security Council and the integrity of Wall Street. The scoresheet leaves an impression of profound malaise, an to insist upon principles of right and wrong behavior, called *ethics.0 Public opinion here in Connecticut appears to confirm this view-, a majority of respondents to a 1985 survey judged people and businesses as less honest than two decades earlier. In the same poll, a majority of respondents identified "fear of getting caughC as the 'biggest reason most people obey the law' There really is no reliable way of knowing whether ethical behavior is on the decline. Opinions about honesty and integrity are not equivalent to actual corruption or abuse of office. A century ago, the federal government turned to a civil service system to eliminate the spoils of electoral victory and reduce patronage appointments. Predatory business behavior was constrained by labor and anti-trust laws well over half a century ago. The current crop of scandals may reflect to some extent renewed media interest and new investigaic skills and communications capacity. But media scrutiny itself is not new. Muckraker Lincoln Steffens traveled the country to report on corruption in America's booming cities. Today, freedom of Information statutes, such as Connecticut's, open government records and decision- making to public scrutiny. The federal Securities and Exchange Commission, the Environmental Protection Agency and the Occupational Safety and Health Administration all regulate business. The speed and standards of disclosure also have changed, as Gary W. Hart's and Judge Douglas H. Ginsburg's experiences illustrate. These disclosures suggest that the media have withdrawn from the gentlemen's agreement that used to isolate private peccadilloes from public responsibilities and limit public scrutiny—and public voyeurism. The media today have refined what is suitable for public discussion. As party discipline and organization have declined—to be replaced by the politics of personality—the dividing line between private individual and public official has been blurred. Private life is now considered relevant in assessing public character. But we have yet to develop the selectivity by which to separate the trivial and intrusive from the significant. These community standards should include compassion and understanding so that a youthful misstep does not haunt the mature congressman or commissioner. There should be a spectrum of permissible and impermissible behavior. Charles W. Kasmer, who was arrested Nov 5 on charges of bribery, allegedly abused his stewardship of the state Department of Liquor Control for personal gain. Bribery is unquestionably, and legally, unacceptable. Hart showed a lack of judgment and discretion, along with some unwillingness to exert a measure of self-control to achieve a greater goal. The legal views and judicial competence of Ginsburg were, as he put it, `drowned out in the clamor• over his using marijuana. This initiated a stampede of confessions more bewildering than illuminating, considering that serious charges, such as drug abuse and trafficking, never arose. To avoid the frivolous and tyrannical, the test of competence must not include perfection. Are public officials more corrupt than other Americans? CIM JUN 2 2'90 It is squarely in the American political tradition to apply one set of standards of behavior to the private citizen and another to the public official. In a May, 1985 survey of public officials I undertook for the University of Connecticut's Institute of Public Service, a majority of respondents agreed that elected officials and public employees should be held to higher ethical and legal standards. Some of the unease may be caused by the difference between these expectations and what we believe behavior actually is. We are disappointed not because public officials are worse but because we believe them to be no better. Nationai polls by the Gallup Organization indicate that state and local officeholders generally receive average ratings for honesty and ethical standards. The 1985 Connecticut Poll shows more than two- thirds of respondents assessing Connecticut state government as "more or less like other states" when it comes to honesty and corruption. An earlier Connecticut Poll amplifies the point: High-ranking state officials were rated "about as honest' as executives in private industry by almost three-quarters of the respondents in 1983. a► But we apply different standards to the behavior of public officials. One of these speaaWtandards is the "appearance of impropriety; defined as "what a reasonable person could reasonably believe." Public officials are expected not only to act good but to look good, too. The standard of appearance is accepted by many governments and associations of public officials. The 1978 Federal Ethics Law prohibits "any action that results or appears to result" in prohibited activities. The International City Management Association's guidelines for its 1976 code state that "members should conduct their official and personal affairs in such a manner so as to give the dear impression they cannot be improperly influenced in the performance of their official duties." The appearance of impropriety is not addressed directly in the state ethics code, although it is prohibited in many municipal codes. In fact, more cities and towns prohibit the appearance of impropriety than require financial disclosures by officials, according to the 1985 survey of municipalities. Underlying Connecticut's approach to public service is the case law enunciated 39 years ago in Low vs. Madison, by which the court applied the "appearance" criterion to public officials. Is this double standard and heavy burden fair? I would argue "yes" precisely because governmental authority and power are exercised. In addition, the appearance of impropriety when performing official duties is believed to affect public confidence in governmental institutions, The Connecticut' Bar Association's Committee on -Professional Ethics agreed in a June 1985 formal opinion. So, too, did Thomas Jefferson when he wrote, "Where a man assumes a public trust, he should consider himself a public property." Even Machiavelli argued that the prince, the ruler, must appear virtuous. Expecting public officials to be perfect is unrealistic. Hounding them with public disclosure of petty transgressions, such as smoking a few joints of marijuana in college, is distasteful. Standard prohibitions against bribery, conflict of interest which impairs impartiality and abuse of office for personal advantage should be core concerns. Being unrealistic in our demands and unselective in our standards sustains the image of a corrupt, abusive political system. And to no purpose. 'Reprinted by permission of author from The Hartford Courant, Nov 15, 1987. The author is professor of political science at The University of Connecticut. CIM JUN 2 2 *c+n MAMA/MAUMA ETHICS RESEARCH PROJECT ANSWERS 1. DESCRIBE THE MOST SERIOUS ETHICAL DILEMMA YOU HAVE FACED RELATED TO YOUR EMPLOYMENT IN CITY GOVERNMENT: 1. Council members becoming personally involved in issues affecting one of their friends, business associates, relatives -- it puts manager in a difficult "lose -lose" position. 2. Being asked to do consulting work for another city or a developer working in another city. 3. Gratuities are prevalent. The vendors/consultants always like to drop off items to assist you in evaluating their service, i.e. computers, engineering services, etc. Gratuities can include pens, golf balls, T-shirts, lunches, dinners, etc. 4. Actual experience: a council member requested that respondent write a letter in opposition to a position the council had already acted upon which was contrary to what the majority of the council wanted. 5. Providing information to a realtor related to land development, tax forfeiture of property in advance of public knowledge. 6. Mayor requested respondent to falsify test results of a police chief candidate to get him out of contention. 7. Offers of employment from developer in exchange for favorable decision on a project. 8. City attorney offering a golf outing and party with dinner and drinks for all middle and upper management staff, and city council members. 9. Lobbying of council members by developers who are seeking rezoning or some other favorable council action. 10. Elected officials being involved in projects and yet voting at meetings on that same project. 11. Dealing with a conflict of interest situation involving acquisition/improvement of properties owned by council/HRA members. When exactly, do you stop assuming good faith and defending the actions of your employers? 12. City attorney forming a legal opinion to suit the preference of the council majority, regarding land use/building issue where a council member and her husband were involved -- both of which may have gotten the city attorney his job. 13. A female council member participating in discussions on and voting on developments represented by her husband: there was definitely personal gain for the family involved as a result of her positive vote on the project, and she was critical of all developments except her husband's. 14. Dealing with a city attorney who was providing free private legal services to council members in exchange for an ongoing contract. 15. Trying to protect planning staff from undo pressure by council members who have land development pending and want favorable staff recommendations. (City administrator form of government.) CIM JUN 22'90 MAMA/MAUMA ETHICS RESEARCH PROJECT ANSWERS 1 —l5 2. LIST THE MOST PREVALENT ETHICAL ISSUE YOU SEE IN THE DAY-TO-DAY OPERATIONS OF CITY GOVERNMENT: 1. Staff and council members being treated to lunch or dinner by consultants -- engineering, bond, underwriters, etc. Frequently the latter two have a large meal after a bond sale. 2. Consultants offering a day at a professional sports event using their firms season tickets. 3. Minor use of city equipment (such as copy machine or telephone) for personal use. 4. Consultants trying to gain favor by offering gifts, etc. to elected officials and/or staff. 5. Conflict of interest with city council, businesses or commercial development. 6. Golf outings, fishing trips, ticket's to events. 7. Council using sometimes borderline legal and ethical tactics to get developers to do what the city wants. 8. Developers deals with council and staff. 9. Land negotiations. 10. :'m not running a city now, and I'm trying to forget. 11. Confidentiality for developers vs. public interest and public information. C'M JUN 22 `3Q ETHICAL VALUES AND PRINCIPLES Public Officials and Staff Ethical values translated into active language establishing standards or rules desawing rhe kind of behavior an ethical person should and should not engage in are ethical principles 77iir list of principles incorporates the characteristics and values that most people associate with ethical behavior. An ethical decision systematically cornnders which, if any, of the following pnnciples are involved I. Honesty. Honest persons are truthful, sincere, forthright, straightforward. frank, candid; they do not cheat, steal, he, deceive, or act deviously. II. Integrity. Persons with integrity are principled, honorable and upright; they are courageous and act on convictions; they will fight for their beliefs and will not adopt an ends justifies the means philosophy that ig- nores principle or be expedient at the expense of prin- ciple, be two-faced, or unscrupulous. III. Promise -Keeping. Persons worthy of trust keep promises, fulfill commitments. abide by the spirit as well as the letter of an agreement; they do not inter- pret agreements in an unreasonably technical or legalistic manner in order to rationalize non- compliance or create justifications for escaping their commitments. IV. Fidelity. Persons worthy of trust demonstrate fidelity and loyalty to persons and institutions by friendship in adversity, support and devotion to duty; they do not use or disclose information learned in con- fidence for personal or political advantage. They safeguard the ability to make independent professional judgments by scrupulously avoiding undue influences and conflicts of interest. V. Fairness. Fair persons manifest a commitment to justice. the equal treatment of individuals, tolerance for and acceptance of diversity, and they are open- minded; they are willing to admit they are wrong and, where appropriate, change their positions and beliefs; thev do not overreach or take undue advantage of an- other's mistakes or difficulties. VI. Caring. Concern for the well-being of others manifests itself in compassion, giving, kindness and serving; it requires one to attempt to help those in need and to avoid harming others. VII. Respect. Ethical persons demonstrate respect for human dignity, privacy, and the right to self determination of all competent adults; they arc courteous, and decent; t; they provide others with the in- formation they need tq make informed decisions about their own lives. VIII. Citizenship. In a democracy, responsible citizenship is an ethical obligation; it involves lawful- ness (abiding by laws and rules of society), participa- tion (by voting and expressing informed views), social consciousness and public service: public sector profes- sionals have the additional responsibility of encourag- ing participation of others and a special obligation to respect and honor democratic processes of decision making and avoiding unnecessary secrecy or conceal- ment of information, and assuring that the citizenry has all the information needed to exercise responsible citizenship. IX. Excellence. Ethical persons are conte: - with the quality of their work; they pursue excellence. they are diligent, reliable, industrious, and committed. A public sector professional must be well informed and well prepared to exercise public authority. X. Accountability. Ethical persons accept respon- sibility for decisions, for the foreseeable consequences of their actions and inactions, and for setting an exam- ple for others. Persons in the public sector have spc- cial obligations to lead by example, to safeguard and advance the integrity and reputation of the legislative process, to avoid even the appearance of impropriety. and to take whatever actions are necessary to correct or prevent inappropriate conduct of others. XI. Avoidance of the Appearance of Impropriety. Because of the unique importance of credibility and public trust, government employees must avoid even the appearance of impropriety. CIM JUN 22'90 Ethics in Government Resoutce Materials ASPA Conference November. 1989 CoQyright. 1989 Josephson Institute "If It's Legal, It's Ethical" Fallacy A common source of ethical insensitivity is a legalistic notion of ethics --if it is legal it is proper. The prevalence of this notion explains why those accused of wrongdoing commonly invoke the law by pointing out that the conduct in question is not clearly illegal. Subscriber to ethical. legalism believe that technical compliance with disclosure and other laws fully satisfy moral obligations as well as legal ones. The error in this approach flows from the implicit assumption that legal stan- dards articulate or establish ethical principles. Although law abidingness is as aspect of the ethical obligation of responsible citizenship (it is generally unethical to break the law), laws and rules establish only a minimal standards of impropriety. They tell us what we will be punished for doing; they do not describe what an ethical person ought to do. One can be dishonest, unprincipled, untrustworthy, unfair, and uncaring without breaking the law. Ethical persons measure their conduct by basic ethical principles rather than by laws and rules; they do not walk the line of propriety; they do more than they have to and less than they are allowed to. The public expects exemplary conduct from government officials and citizens be- come disillusioned and disaffected from the political process on learning how politicians consistently violate the spirit of campaigning and honoraria laws by legalistic manipulations. Thus, political professionals don't always see ethical issues that are likely to trouble outsiders. They don't seem to recognize that perfectly legal conduct often appears to be improper, inappropriate or downright sleazy to those who expect pub- lic servants to avoid even the appearance of impropriety. For example, many assume that there is no moral significance to various forms of deception and white lies such as falsely stating intentions or knowledge, asking staff to make false excuses, or deliberately misleading by telling only half truths. Similarlv, many see no ethical conflict in soliciting contributions from special in- terests in return for "access," in seeking or granting special favors for family or friends, in accepting honoraria or gifts from people who want to influence official decisions. in building up huge warchests beyond present needs in order to intimidate potential competition, in using campaign funds to support other candidates or to pay personal expenses, in using public facilities and staff for personal political purposes, or many of the other common practices taken for granted by many politicians. "Is" Versus "Ought:" Descriptive and Normative Ethics The notion of ethics becomes meaningful only as one begins to specify the values considered to be intrinsic to ethics and morality. The reason that many discussions about ethics become bogged down in debates over terminology can be found in common assumptions that ethics are "relative," "situational" and "personal." In most cases, people confuse the notion of what certain people or cultures agmallydo. the "is," with the more important philosophical question of what people should do. the "ought. Descriptive Ethics. When we seek to describe by empirical evidence how Ethics in Government Rcsource Materials ASPA Conference November. 1989 Copyright, 1989 Josephson instil' y JUIN 2 2 '90 THE FALSE NECESSITY TRAP Necessity is not an established fact, but an interpretation. --Nietzsche Necessary Purpose Is it actually and truly necessary that the task be completed? --tend to assume validity and importance of task. --ambitious, successful, task -oriented people tend to judge themselves in terms of ability to get a job done. --rationalized self-interest. Necessary Means Is the ethically dubious act actually and truly necessary to completion of a necessary purpose? --deception, commitment breaking, concealing and covering up are readily available shortcuts to ac- complishing specific tasks. --there are usually completely proper means of ac- complishing one's basic goals --though they may raise i sues of: Convenience Time Expense Certainty False Ethical Dilemmas Is the true conflict between ethical principles? --many transform self-interested nonethical motives relating to career and earnings into others -centered ethical ones ("I'm doing it for my family"). --clash between wants (often construed as needs) and ethical principles are NOT ethical dilemmas. CIM JUN 22'90 Ethics in Government Resource Materials ASPA Conferznce Nominber. 1989 Copyright, 1989 Josephson Institute MODELS OF ETHICAL DECISION MAKING GOLDEN RULE ■ Do unto others as you would have them do unto you. CATEGORICAL EMPERATIVES (Absolute duties) ■ Rule of Universality—Do only those acts which you are willing to allow to become universal standards of behavior applicable to all people. —If everyone did it would it be a good thing? ■ Rule of Respect --all individuals entitled to respect and the well being of each is a moral end in itself; never treat persons simply as a means to an end. CONSEQUE SM (UT II �SM) :nd Rule of Benevolence --produce greatest amount of good/least amount of harm for to the greatest number --end justifies the means. GOLDEN KANTLAN CONSEQUENTIALISM I. ALL DECISIONS MUST TAKE INTO ACCOUNT AND REFLECT A CONCERN FOR THE INTERESTS AND WELL-BEING OF OTHERS. STAKEHOLDER RULE --everyone affected by an act has a moral claim on the dec: sion"— aker. STAKEHOLDERS IN PUBLIC SERVICE DECISIONS: Decision maker Higher officials in chain/boss Colleagues/co-workers Lower officials in chain/subordinates Persons/interests affected by substantive decision --those benefited. burdened. excluded Supporters Constituents Others Political party Profession of government service Public in general II. ETHICAL VALUES AND PRINCIPLES ALWAYS TAKE PRECEDENCE OVER NONETHICAL ONES. III. IT IS ETHICALLY PROPER TO VIOLATE AN ETHICAL PRINCIPLE ONLY WHEN IT IS CLEARLY NECESSARY TO ADVANCE ANOTHER TRUE ETHICAL PRINCIPLE WHICH WILL PRODUCE THE GREATEST BALANCE OF GOOD IN THE LONG RUN• -. --If everyone did it, would it be good for society? »If you always acted in this way, would you be the kind of person you want to be? CIM JUN 22'90 Ethics in Government Rnsautee M=me ASPA Conference November. 19&9 Copyright, 1989 Josephson Institute ,0* ��s GKC IN ACTION 1. CONSIDER IMPACT ON ALL STAKEHOLDERS. ■ Seek alternatives which avoid/reduce harm. ■ Never inadvertently cause harm. 2. ETHICAL VALUES TRUMP NONETHICAL ONES. ■ Test of ethics: are you willing to pay price? ■ Ethical principles are not rules of convenience. 3. MAKE TOUGH CHOICES WITH INTEGRITY, COURAGE AND FORESIGHT. ■ Challenge necessity assumptions. ■ Prioritize --how do you want to be thought of. ■ Long ran trumps short ran. ■ Personal warning systems ■ Golden Rule—are you treating others as you would want to be treated? ■ Publicity—how would it look on the front page of tomorrow's papers? ■ Kid on Your Shoulder—what if your children were observing you? PRINCIPLED REASONING CHECKLIST HAVE YOU REASONED CAREFULLY? ■ Look out for tendency to forget or ignore -the interests of stakeholders with whom you have little or no contact. ■ Are you overestimating the costs of doing the right thing? ■ Are you underestimating the costs of not doing the right thing? ARE YOU RATIONALIZING? ■ Getting what you want is not a moral imperative. ■ Principles of ethics apply to all human behavior. ■ It's not proper simply because it is permissible. ■ It's no.excuse that your not doing for yourself. ■ It's no excuse that everyone is doing it. IS TRADE-OFF REALLY NECESSARY? ■ Is purpose/goal so important that violation of an ethical principle is justified? ■ Is act contemplated really essential to accomplish that purpose? CIP4 JUN 2 2 '90 Ethics in Government Resource Materiais ASPA Conference November. 1989 Copyright, 1989 Josephson Institute COMPREHENSIVE ETHICS PROGRAM ■ Inspiration ■ Invocations to goodness can ignite noble aspirations and stimulate conscience. ■ Reinforce personal ethics; permission to be ethical. ■ Make it clear that being ethical is part of job. ■ Create a public service pride, an esprit de corps. ■ Collaboration ■ Unify—appeal to the common interest, develop spigit of community and mutuality. ■ Identify --survey parsons in organization and those served fy it to discover ethical is- sues. ■ Specify --state standards of behavior for common situations and guidelines for deci- sion maldng, including underlying ethical values and principles. ■ Education ■ Knowledge --teach laws, internal rules and policies. ■ Understanding—teach purpose of rules and underlying values and ethical principles. ■ Application --develop ability to perceive ethical issues and apply values. ■ Positive ethical attitudes --develop commitment to values and sense of personal ac- countability. ■ Integration --reinforce by including issues of ethical sensitivity/performance in: ■ Recruiting, hiring and promotion. ■ Rewarding and punishing conduct. ■ Establish methods of communication and discussion of ethical problems. CIM JU« 22'90 Ethics in Government R=ura Materials ASPA Conference November, 19S9 Copyright,1989 Josephson Institute CASE I GIFTS Your city is in the midst of negotiations with a developer who is interested in redevelopment of the downtown business center. This project has been identified as the highest priority by the City's Chamber of Commerce and a residents' task force. Efforts in the past to secure a developer have been unsuccessful and it is the Council's feelings that this particular proposal may be the last opportunity for some time to come. To show the City Council a completed project that is similar to the one planned for your downtown, the developer has invited you and the rest of the Council, and spouses, to visit the completed project. There are no funds available for such travel from the City, the Chamber of Commerce or from personal sources and as such, the developer has offered to pay for all travel and expenses. Would you accept this invitation? CIM JUN 22'90 J CASE 2 PER_ Your city is in the process of selecting a new patrol officer. The selection process is prescribed by the Police Civil Service Commission and the ultimate decision is soiey that of the City Manager. One candidate has outscored all the others on each of the tests that are part of the process. He is clearly the top candidate and you are fairly certain the Manager will select this individual. Approximately six months ago you were called by your seventeen year old son to come get him from a party in a neighboring community where he had been drinking illegally and had been using marijuana. While angry that your son had done this, you were more than happy to support his common sense decision not to drive. At the party, you happened to see the individual who is now likely to be selected for your patrol officer opening. It was obvious to you that there was underage drinking and drug use occurring at the party. He certainly appeared to you to be a willing participant. Would you take any action to influence the selection process? CrA4 JUN 22'90 0� CASE 3 EMPLOYEE DISCHARGE You are the Mayor of a small town in Greater Minnesota and your City Hall staff is made up of very effective long term employees. Your City Clerk Ann Johnson has been with the City for 25 years and is the key administrative person you rely on to conduct the day to day business of the City. She is the kind of worker you can depend upon to put in extra time and effort when it is needed. She is always there in a crisis and several times she has handled situations that would have been uncomfortable or you. You really owe her a lot. Recently, Ann came to you and admitted that for some time, she has been "borrowing" money from the petty cash fund, writing false receipts to cover it. It was never much; usually $10 or $15 and she always repaid it. But her conscience has bothered her so much that she had to confess. No one else has any knowledge of the situation. Under the City's personnel policies her actions are clearly a cause for dismissal. Cris JUN 22'g0 Metro 0- E___ M M0SQUIT0� News Com. Vol.1 No. 3 Metropolitan Mosquito Control District Spring 1990 Welcome Rains Arrive With Spring! Spring has arrived, bringing with it much antici- pated rains. This has been the wettest spring in years, and the rains have generally been of the best kind, slow and soaking. The moisture is badly needed, but it inevitably hatches mosquitoes, as eggs that have been dry for years are finally flooded and burst into life. The Director's Report on page 2 outlines the wide variety of spring activities in full swing at MMCD. Over the last few years, we have added black fly control and now deer tick surveillance to our programs. The scope of our mission has expanded to the extent that our name is no longer an accurate re- flection of all that we do. The American Mosquito Control Association article on page 2 mentions some of the research that is always going on behind the scenes of the opera- tional control program at MMCD. This research con- tributes to MMCD's reputation as one of the best Metropolitan Mosquito Control District MMCD is a seven -county, cooperative governmen- tal agency. It was formed in 1958 and is charged with controlling mosquitoes and black flies (gnats) in Anoka, eastern Carver, Dakota, Hennepin, Ramsey, Scott, and Washington counties. Real estate taxes from these seven counties provide the funds for the program. The District is governed by the Metropolitan Mos- quito Control Commission. This seventeen member board is composed of county Commissioners who are appointed by their respective county boards. They serve one year terms. If you have any questions, or would like more in- formation about what the District does, please feel free to call MMCD at 645-9149. mosquito control districts in the country. The election of our Director, Robert Sjogren, as President of the AMCA this year, underscores this reputation. Helicopters And Mosquitoes on page 3 explains how the District uses helicopters in its control program and how that aspect of the program functions. Though it is only one aspect of a multi -faceted control program, a helicopter sweeping low over a marsh is very visible, so to many people it becomes a symbol of all that MMCD does. MMCD Begins Work On Lyme Disease Deer Ticks on page 4 deals with an issue of great concern to many people. Over the last few years, a "new" disease has slowly been making its way into our environment and into our consciousness. Until now, living in Minnesota left us relatively free from any wide -spread, serious, endemic insect or tick borne diseases. Whether the arrival of Lyme disease has changed that is not yet known, but MMCD is beginning the work necessary to find out. Did You Know?? Canine heartworm has been a problem in the metropolitan area since the 1950's. It is trans- mitted by mosquitoes. Immature worms are very small and are found in an infected dog's blood- stream. A mosquito can pick up these worms when biting an infected dog and then pass them on when biting another dog. Mature worms can be up to a foot long and live in the dog's heart. Rapid tiring, exhaustion, and soft coughing are heartworm symptoms to be alert for. Your vet can test your dog and provide preventive medication. CSM JUN 22'90 From The Director... Spring field control activities are in full swing. Staff are busy implementing plans that were devel- oped during the winter to insure a smooth running control program. Melting snow and the soaking rains of late April and May have brought wetland water levels up, hatching mosquito eggs in the process. Snow melt mosquitoes are the first to hatch every spring. The eggs of these species hatch in much colder water than most other mosquitoes. Some of these mosquitoes, if left untreated, may live the entire summer. We started treatment of these species in mid-April. Aedes ve=ns, this area's principal pest mosquito, began hatching in late April and early May. Small breeding sites of less than 3 acres are treated with Altosid briquets which provide season long control. Larger sites are treated by helicopter with other control materials. During one of these helicopter treatments on April 18, one of our helicopters lost power shortly after lifting off. The pilot, Jim Luce, was forced to make an emergency landing. Eyewitnesses praised him for the job he did avoiding power lines and buildings as he brought the stricken craft down. He was, however, seriously injured. Recovery, though slow and arduous, has been steady. He has our prayers MMCD Speaks To American The 56th annual meeting of the American Mos- quito Control Association (AMCA) was held April 1-5 in Lexington, Kentucky this year. Eight MMCD employees attended the conference and three of them presented papers. Diann Crane presented "When Is It Safe To Visit Northern Minnesota? Seasonal Distribution and Relative Abundance of the Mosquitoes in Savanna Portage State Park." Diann, an entomologist at MMCD, is working on her M.S. at the University of Minnesota. Her paper covered some of the results of her research. MMCD's chief entomologist, Sandra Brogren, discussed the "30 Year Historical Perspective of Mosquitoes Collected in the Metropolitan Mosquito Control District". Sandy dealt with problems in- volved in analyzing mosquito collection records kept since the District was created in 1958. Dr. Susan Palchick reviewed "Western Equine Encephalitis (WEE) in the Midwest". This paper emphasized WEE in Minnesota and discussed the outbreak of 1983. The business meeting this year was highlighted by the passing of the gavel to MMCD's Robert Sjogren, and best wishes. Blackfly control is another spring activity. Un- like mosquitoes, these biting gnats develop in streams and rivers. Treatments are made with Bti, a natural bacteria registered by the Environmental Protection Agency for gnat control. Four years of impact studies conducted in cooperation with the Minnesota Department of Natural Resources have confirmed the environmental safety of Bti for other insects and vertebrates in the rivers. Lyme disease ticks are a focus of a new program at MMCD. In the 1989 Minnesota Legislative session, Representative Skoglund and Senator Dahl introduced legislation expanding the Metropolitan Mosquito Control Commission authority to include work on Lyme disease ticks. The bill received unanimous approval of the Legislature. After considerable study, the Commission approved funding of a Lyme disease tick survey for the metro counties. Deer tick collections started this spring. They will provide a database on tick distribution, density, and infection which is needed by the Minne- sota Department of Health to make accurate Lyme disease transmission risk assessments. I will continue to update you on our evaluation as informa- tion is received. R.D. Sjogren, Ph.D. Mosquito Control Association the newly elected President of AMCA. These ' annual meetings provide an important opportunity to meet colleagues from around the country and to exchange knowledge and info: %-ration. Diann Crane 2 am JUN 2 2'q0 Helicopters And Mosquitoes: We Fly So They Won't receipt, MMCD entomologists examine and iden- tify all these samples under microscopes. If a sample contains only non -human biting species, that site will not be treated; if it contains human biting species, a helicopter will be called in. Speed is very important, because the larvae are only in the water seven to ten days before emerging as biting adults. The rain that fell the last week of April produced two broods of mosquitoes. The initial rains flooded mosquito eggs laid in previous summers. They hatched and larvae began to grow. The week ended with more rain, bringing the water levels up a bit higher, immersing even more eggs, and producing another hatch of larvae about two days later. Unchecked, both of these broods would have emerged in huge swarms of adult mosquitoes. To prevent this, two different materials are applied by helicopter: Bacillus thuringiensis israe- lensis (Bti) on ground up corn cobs, and Altosid on sand granules. Bti, a naturally occurring bacteria found in soils, kills mosquito larvae when they feed on it. Altosid sand granules contain the same insect growth regulator as the briquets. Both Bti corn cob and Altosid sand are dry mixtures. The District contracts for six small helicopters; each one can carry up to 500 pounds of material. Since five pounds of Bti corn cob or Altosid sand are applied per acre, a helicopter can treat only 100 acres per load. This results in a lot of airborne coming and going for reloading. For example, after the rains at the end of April, over 34,000 acres were treated by helicopter. To minimize this air traffic, a pilot and his District support team select a park, ballfield, or other open space near the targeted breeding sites to use as a landing area. The pilot relies on detailed aerial photographs as he flies. To guaran- tee accuracy, he treats from only 60 feet above the ground. When he needs to be resupplied with material, he briefly touches down at the temporary landing site. After all the nearby breeding sites have been treated, the operation shifts to a new landing site. After every heavy rain our helicopters will be out, weather permitting. When you see one flying low over your neighborhood, please be patient; it is not treating backyards and gardens, and it is not spraying a liquid. It is on its way from a nearby temporary landing site to treat specific mosquito breeding sites with dry control material. After heavy rains, MMCD's helicopters will sweep over large mosquito breeding sites across the District. A major emphasis of our program is larval control with Altosid briquets, which slowly release an insect growth regulator into breeding site water. But because it is difficult to apply them efficiently to larger areas, these briquets are not used in sites greater than 3 acres. Those larger sites are treated by helicopter. Briquet treatments occur only once a year in the spring. Helicopter treatments take place after the spring snow melt and after every rainfall large enough to produce a hatch of mosquitoes. - Aheavy rain sends the helicopter program into action. In a race with nature, field staff visit all the large breeding sites across the District looking for larvae. Within one or two days of the rain, larval samples from hundreds of sites are sent to the District's entomology lab. Within 24 hours of Metro Mosquito News Publisher: Metropolitan Mosquito Control District 2380 Wycliff St. St. Paul, MN 55114 Director: Dr. Robert D. Sjogren Editors: Dr. Susan Palchick Paul Heller Graphics: Marty Kirkman Contributors: Diann Crane, Ross Green, Tim Murch, Dave Nietzel Metropolitan Mosquito Control Commission 1990 Chairman: Jeff Spartz Hennepin Vice-chairman: Nick Cenaiko Anoka Secretary: William Koniarski Scott Anoka: Robert C. Burman Jim Kordiak Carver: Harold Trende Dakota: Don Chapdelaine Steve Loeding Michael Turner Hennepin: Sam Sivanich Tad Jude Ramsey: John Finley Hal Norgard Donald Salverda Scott: Dick Mertz Washington: Dennis Hegberg Russ Larkin Copyright 1990 3 Tim Murch/Paul Heller elm A 2.2,90 MMCD Begins Work On Lyme Disease Deer Ticks The 1989 State Legislature authorized MMCD to begin work related to Lyme disease, an emerging public health problem in the United States. The disease has been reported in 43 states, with most of the reports coming from 2 areas: the east coast, and the midwest (Minnesota, Wisconsin). A tiny tick called a deer tick (Ixodes dammini) transmits Lyme disease. The white-tailed deer is the preferred host of the adult deer tick, and the current spread of Lyme disease is thought to be related to the increase in the deer population across the nation. No practical and effective tick control options are currently available, but this year MMCD is initiating a deer tick surveillance program to define the distribution of the tick in the metro area. The immature stages of the tick, the larvae and nymphs, prefer to feed on small mammals like the white-footed deer mouse. These animals are the major carriers of the bacteria (a spirochete) that causes Lyme disease. If an immature tick feeds on an infected mouse, it too may become infected and can then transmit the disease when it bites again. The first symptoms of Lyme disease can appear anywhere from a few days to a few weeks after being bitten. Approximately 60% of people infected de- velop a characteristic rash around the bite. Often clear in the middle with a red ring around the edge, it can be fairly small or spread up to several inches across. During the initial -stages of the disease there also may be fever, body aches, fatigue, and other flu- like symptoms. Later, as the disease advances, heart or neurological problems or arthritis may develop. The disease can be easily treated with antibiotics in the early stages. If it is not successfully diagnosed until months or years later, treatment is more difficult. Metropolitan Mosquito Control District 2380 Wycliff Street St. Paul, Minnesota 55114 Affirmative Action Employer Personal protection measures are the best defense against Lyme disease. Avoid wooded and brushy areas when possible, since that is where deer ticks are most commonly encountered. In Minnesota they are active from late April until late October, and will attach to any warmblooded animal that brushes by. They do not jump. Wear light colored clothing so the ticks are easier to see. Wear long pants and tuck them securely into your socks or boots. Wear long sleeves. Use insect and tick repellant containing per- methrin; apply it to your clothes, not your skin. In addition to all of these precautions, whenever you are outdoors where you think you may encounter ticks, conduct regular and thorough tick inspections of people and pets. As you look, remember that deer ticks are much smaller than the common wood tick and lack their white markings. The immature stages in particular are hard to see, and they all bite. El ACTUAL SIZE wm nymph am.N mN. 0 1 ONE INCH They are so small that people with Lyme disease are often unaware of ever having been bitten. Finally, do not be afraid to spend time outdoors this summer, but be aware of this "new' disease: what causes it and how it is spread, what you can do to guard against it, and what its symptoms are. Dave Neitzel Bulk Rate U.S. Postage PAID St. Paul, MN Permit No. 6809 Kim 11. Bergman mayor 3400 Plymouth iJl vci P1 ymc�uth , hihi554/1-2 J'J 20 .0 • .�e�Ci+J�IC •-� `` Jl 22'90 OakWiLt On A Rampage 91,000 oak trees have died of oak wilt in the extended northeast metro area according to a 1988 Minnesota DNR survey. Doug McVey presented that and other survey figures at a May 2 seminar at the University of Minnesota. Doug is a Department of Forest Resources graduate student. Although oak wilt is present in 18 eastern states, it is most common in the Upper Midwest. According to the survey, the 45 township area just north and east of the Twin Cities officially earned the long -rumored and dubious distinction as "oak wilt capital of the world." The 45 townships comprise all or parts of Wright, Sher- burne, Chisago, Isanti, Anoka, Washington, and Ramsey Counties. 3,012 infection centers, totaling 5,000 acres, were identified. That estimate may be conservative because infection centers in housing developments are difficult to identify from aerial photo- graphs. Oak wilt is a fungus that spreads via the sap -feeding picnic beetle which is active in May and June. When feeding at an infected tree, fungal spores adhere to the beetle. It spreads the disease to a healthy tree by later feeding on sap oozing from a fresh wound. The beetle can travel as far as two miles. Oak trees must be wounded between April 15 and July 1 for the beetle to spread the dis- ease, making it a very ineffi- cient disease complex. How- ever, infected trees become infection centers because the fungus also spreads to adjacent oak trees of the'same species through interconnecting root systems. According to Doug, the disease spreads through the roots at a rate of 14-25 feet per year. It spreads from the infection center in concentric rings; each diseased tree can infect several others. Spore mats produce the reproductive spores spread by the beetle. These mats form in spring on northern red and northern pin oaks. Though they do not produce spore mats, white, bur, and swamp white oaks are also susceptible to oak wilt. Spore mats are detectable three ways. Lasting Woodlands readers may not be familiar with all of them. Oak Wilt, turn to page 4. St. Pau[Bui(der Hopes To Earn Sea( With Spring -Project Pending an agree- ment with the buyer, a St. Paul builder will apply for the Lasting Woodlands Seal of Approval. The buyer is concerned about a number of large oak trees on the property. He likes the Seal because it governs construction activity from the planning stages through com- pletion of the project. A number of other builders and buyers have expressed interest in the Seal. Call 544- 2291 for information. Inside: LWNews ............................... 2 Publicity .......................... 2 Ordinances ..................... 2 Events............................. 3 Clark on Construction........... 3 The Network ......................... 4 Native Forest Treasure.......... 4 Siems: Italic Conservation_.... 5 Boundaries, a Cartoon.......... 7 To Contribute & Subscribe ............. 7 CIM Jim 22'90 LWNews A gee's Best Friend? That is how Christian Siems was described in a recent article in the May issue of Minnesota Home & Design. Actually Chris created Lasting Wood- lands, Inc. as the mouth- piece of people who know far more about trees and construction damage, people like Dr. Kathy Widin, Steve Clark, Dr. David French, and many others. We hope to gener- ate awareness so that their knowledge can save more trees. The article, written by Kristi Lee Johnson, gives concise de- scriptions of actions that kill trees. The information is sim- plified but serves as a good introduction to a large group of builders unfamiliar with Last- ing Woodlands, Inc. To follow up on the article we sent this issue of Lasting Woodlands to a large number of Minnesota Builders' Association members. LICE Coverage For LWDirector LIFE magazine quoted Lasting Woodlands, Inc. director Donald C. Willeke in their "American Beau- ties" special on native trees. Though certainly not Minnesota Home & De- sign, it is a pretty impres- sive accomplishment nonetheless. Congratula- tions, Don! You can still buy the issue at many newsstands. The more I know the less I understand All the things I thought I knew I have to learn again. Don Henley Ordinance uvdate Oak,PaneCing A panel of "experts" tackled the topic of tree preservation ordinances at the "Shading, Cooling, and Air Conditioning" show May 10 at Hennepin Technical College. 30 people attended the panel, sponsored by'the Minne- sota Energy Council. Brian Helmken of the Minnesota Builders' Associa- tion, representatives of Orrin Thompson and Jefferson Homes, and city planners Blair Tremere of Plymouth and Tom Campbell of Shoreview joined Jonathan Stiegler and Chris- tian Siems on the panel. Jon was recently appointed Minne- sota DNR community forestry programs director, after serving as Robbinsdale and Rob- binsdale/Golden Valley's urban forester for 14 years. For the most part panel members agreed that 1) Tree preservation ordinances are an increasingly popular response by suburban communities to recent woodland loss. 2) Ordi- nances are not innately good or bad. They can be too lenient or too strict. Both scenarios are bad for trees and people. 3) Education is far more impor- tant than regulation. Once a tree is dead, no penalty can bring it back. With education, tree loss could be prevented. 4) Ordinances should be devel- oped in cooperation with both tree care experts and builders. They must be technically sound and operationally practical. Everyone agreed that education is the best solution. The builders said that the more they learn about tree preserva- tion the more they realize they have yet to learn. By recognizing how much common ground now exists, the panel may have been more constructive for its members than for its audience—though it produced some lively discus- sion with audience members as well. New Direction For, Mapfe Grove The Maple Grove Arbor Committee's ordinance efforts hit a snag recently when the city council would not commit to a full-time community for- estry staff position. With- out such a position, the ordinance, as it had been drafted, was unfeasible. All is not lost, however. The committee has been working on a new version of the ordinance that addresses tree preserva- tion as a zoning issue. With a very complete base line inven- tory of trees already in the files, city planners and the council can target certain woodland areas for preservation, and can require tree preservation plans for builders who build in desig- nated areas. According to Patty Anderson of the Arbor Com- mitte. the zoning would be very similar to that for wetlands and lakes, with large areas of forest preserved in contiguous blocks, rather than tree by tree. The Arbor Committee has consulted with the Minnesota Builders' Association to learn about their concerns and interests. Those meetings, Patty says, have taught the Arbor Committee a great deal about what is and isn't realistic to expect of developers, builders, and contractors. Other communities developing ordinances are Inver Grove Heights and Bloomington. Call your community forestry office to get involved. Upcoming Events MBC Developers' Council Meeting July 11, 11:00 a. m., Minneapolis Metrodome Hilton. Chris will talk about construction dam- age prevention and the Lasting Woodlands Seat of Approval. Though usually open only to Minnesota Builders' Association members, a few places are available for friends of Lasting Woodlands, Inc. Call Chris at 544-2291 if you are interested in at- tending. Tree Ordinance Seminar October 4 & 5, Holiday Inn Duluth Sponsored by the Minnesota Society of Arboricul- ture, this seminar will focus on the value of urban trees and the growing number of ordi- nances communities are enact- ing to preserve them. Gary Moll of the American Forestry Association is the featured speaker and will be joined by an "expert" cast of urban foresters, city planners, and representatjves of the building community. For more informa- - - w tion call Jon Stiegler. DNR Community Forestry Programs Specialist, at 612/297-3514. Lasting Woodlands Meeting Lasting Woodlands, Inc. still has not held its "late April" meeting. A number of people have inquired about it. It is difficult to get "tree people" together this time of year but we will try for mid-June. We will discuss the progress of the Seal of Approval, fund raising options, and, as always, the overall development of the or- ganization. Everyone is wel- come to attend. Call Chris at 544-2291 after June 12 to learn the date, time, and location of the meeting. Saving 11 rees Un Construction Sites by Steve Clark, From: ,7ournafofArdoricuf ture, 7anuary 1990.1Zgprinted with permission. Editor's note: Steve Clark is president of Steve Clark & Associates, a Knoxville, TN urban forestry consult- ing firm. The Journal of Arboric- ulture is a monthly publi- cation for professional urban foresters and ar- borists. The "us's" and "we's" in this piece apply to that group. However, it contains information that everyone should read. In many respects it is a peek into the future. We offer this "insider's look" into the tree care profession in an effort to remove the bar- riers that still separate the building and tree care trades. It will be presented in two parts. Part 2 will be in the July August Lasting Woodlands, due out July 30. Proper planning, negotiation and coordina- tion of design and con- struction procedures will save more trees on con- struction sites than trim- ming and fertilizing trees severely damaged by poor planning and construction procedures. Whether it be on residential, commer- cial, industrial, federal, state, county or city con- struction, the faint cry of "Save the trees!" is becom- ing louder. Whether our concern is over the threat of global warming or sim- ply for Aunt Lucy's back- yard, we are all respon- sible for this earth created by God. The very least we can be is good stewards. We must be leaders in this area. Before this type of intervention can be- come widespread, how- ever, our profession must look inward and improve its educational iR A Clark, tur� %tle 6 11 i1 r7/� The Network, One of our biggest goals is to create a net- work of people to share information and work together to save trees. Below is a list of business and municipal contribu- tors as well as new indi- vidual contributors. List- ing supporters' names in each Lasting Woodlands is our way of recognizing their concern for wood- lands and expressing ap- preciation for their help. Businesses & Organizations-, The Arborists• Land Steward- ship Project* LECY Construc- tions Medford Agency, Inc.• Nick Miller Contracting, Inc. • Northern Arborists• Plant Health Associates• Proden & Associates (Builders)• Rainbow Tree Care• S. Kunde Company (Forestry Consultants) • Source Technology Biologicals• Sten - nes Shade Tree, Inc.* Willeke & Daniels, Attorneys at Law Communities* Bloomington, MN• Coon Rapids, MN• Far- ibault, MN• Grand Forks, ND• Hutchinson, MN* Lino Lakes, MN• Ramsey, MN* Richfield, MN Individuals• Mary & Greg Pannone• Paul Moss To Iearn how to contribute and receive Lasting Wood- lands on a regular basis, please seepage 7. LW Applauds ............. A&M Records chairman Jerry Moss and his wife, Ann. Jerry went to H.J. Heinz hoping to convince the board that its subsidiary. Starkist, should harvest tuna in a more dophin- friendly manner. They ex- plained that the increased price page 4 dolphin -safe tuna would com- mand and the "tremendous goodwill" the move would create more than make up for the added expense of changing harvest practices. Heinz offi- cials agreed. "A lot of these environ- mental issues can be resolved around good business," Jerry says. At LW we couldn't agree more! We are sending a letter of congratulations dated June 1. From "Ecologically Sound' May, 1990 Rolling Stone. Native Forest Treasure: Cottonwood This time of year eastern cottonwood is not on everyone's "favorite tree" list Its cottony seeds drift through the sky by the score, invading nearly every nook and cranny of our cars, window screens, and clothing. However this is no cause to rev up the chainsaw. Cotton- woods provide shade in other- wise open fields, excellent wildlife habitat, and beautiful leaves that shimmer on bright, breezy summer days. It is a tree—one of our only—we can plant and see grow to a tower- ing height in our lifetime. oak,Wift from page 1 The pressure built up by the development of spore mats under the bark produces fissures in the bark surface. I 1 The mats also exude a readily detectable fruity aroma. And, says Doug, squirrels often chew through the bark to taste the sweet smelling fungus. There are several reasons the disease is especially severe in the northeast counties. The fungus spreads faster through tree roots in the sandy soils of that region than in the clay prevalent in other portions of the metro area. Also, the forests of that area consist of fewer tree species—largely red and pin oaks—resulting in a greater number of root grafts between oak trees of like species. Most important, the area has developed rapidly in the 1980s. The spread of oak wilt is closely linked to development because of the number of trees wounded by spring construc- tion site activity. Though more severe in the northeast counties, oak wilt is prevalent throughout the metro area. It spread rapidly in recent years because of in- creased demand for homes in wooded areas. Builders and contractors should use special care to avoid wounding oaks in spring and should report wilting trees to the city forester or county extension agent for immediate diagno- sis. According to Doug and everyone working to stop the spread of oak wilt, this disease could be "reduced to an incon- sequential factor in Minnesota" if builders and homeowners refrain from wounding oak trees in spring, immediately treat accidentally wounded trees with a sealant. and call for help at the first signs of infection. Current technology can stop the root -to -root spread of the disease with 9096 effec- tiveness. For more information on oak wilt, call Christian Siems of Lasting Woodlands at 544- 2291. CIM JUN 22'90 Italic Conservation by Christian Siena "That's what we're all about" is probably the most overused phrase in marketing today. Radio stations use it, car dealers use it, and, most notori- ously of all, non-profit en- vironmental organizations use it. It is the lazy writer's crutch. I should know. It has appeared in Lasting Woodlands more than once. It's a quick and dirty way to say what you're all about when you can't think of a good way to say what you're all about. At its unimagina- tive best it follows a one word sentence like "Mu- sic." Or "Teamwork." The "That's" is italicized for maximum effect. It is symptomatic of using the same catch phrases too often to ex- press the same old ideas. To avoid this faux pas, the remainder of this piece will examine a conserva- tion issue other than con- struction damage and describe how Lasting Woodlands, Inc. would go about trying to facilitate a solution. The issue—the harvest of old-growth timber in the Pacific Northwest. "It's a living to me; it's a hobby to them," said Kirk Dahlstrom to a New Yorker re- porter. He referred to "preserva- tionists" who want Kirk and people like him to stop harvest- ing old growth timber. His bitterness sprung from a recent injunction preventing him and his brother, Monte, from har- vesting a tract of big trees. The injunction could result in the release of many of their 19 em- ployees and would indirectly affect the jobs of many more people—loggers, truckers, furniture makers. Should we harvest old growth timber? If so, how much? I don't know. I do know that propaganda and injunc- tions will not lead to an an- swer. In the case of old growth timber, both sides have used these counterproductive tac- tics. They further divide view- points and increase public sentiment for the other side. Conservation is an emotional issue ..... But conservationists don't have a monopoly on emotion. Like construction damage on the urban fringe, the issue of old growth is a conflict between people with different ideas of how to best care for a finite resource, ourforests, within finite boundaries. Harvesting trees (or bulldozing them) doesn't have to mean the end of the forest. The neat thing about trees is if you plant them they will grow. That means the issue is not black and white. As with construction damage, a lot of decisions and actions are based on incorrect information and old wives' tales. Solutions to both issues require experts in the field to teach people about sound forest management principles. Better communica- tion between everyone con- cerned is the only path to an amicable, effective, and lasting solution. In the case of the Dahlstrom saw mill, Lasting Woodlands would sit down with them to (learn about their business, its history, and its future. *e would bring the brothers, "preservationists," and forest service personnel together. By exchanging and comparing information and viewpoir,;ts, we would work toward solutions where it would make more economic sense to conserve resources than overutilize, convert, or destroy them. These might include incentives for using smaller timber or for keeping the wood in the U. S. for proc- essing instead of exporting the timber Viand the associated jobs—aced continuing to har- vest the oldest trees. Com;ervation is an emo- tional is115ue. It was my anger at the loss !of my favorite woods to development that led me into forestry.1 But conservationists have to realize they don't have a monoF�oly on emotion. Kirk is right. Today's environmental- ists are largely city dwellers. They rely on people like him for product:; they use everyday. For them the environment is just a hobby, albeit a passion- ate one. For the Dahlstroms it is the source of their livelihood. If you w Tint to see emotion, try threatening the way a person puts food on the table. By and large, people like the Dahlstroms do their best with the cards they are dealt. With sorne effort and creativity conservEitionists can stack the deck in favor of natural re- sources land deal them some new cards. Rather than being busi- ness' conscience they should try to be business' imagina- tion. There is financial value in conservation if you know where Italics, ton �a4W 6 page 5 Italics, from page 5 to look. There is economic op- portunity in sustainable and wise use. Because business is competitive and specialized, it tends not to see the forest for the trees. Conservationists should learn about the busi- ness in which they want to affect change, and then work within its parameters to create conservation opportunities. My reasons are both practi- cal and humanistic. On one hand it's the way to get things done. On the other, people are basically good, and it's a lot more enjoyable to work with them than against them. Imagi- nation. Education. Opportu- nity. Cooperative Conservation. That's what we're all about. Sorry about that. I guess it's true what they say about old dogs...... Thank you to all who support the re- dundant but heartfelt ideas that precede my lazy italic "That's what we're all about" in every Lasting Wood- Iands. Clark, from page 3 systems. We urban foresters and ar- borists must be leaders in a change of philosophy in the construction industry. Chang- ing global conditions mandate that we, as a global commu- nity, stop sacrificing our re- maining trees in the name of urban development. It is our responsibility as arborists to plan, redesign, engineer and oversee construction proce- dures that save trees. Ours is a profession which nnnP 03 has developed a multitude of state-of-the-art tools, tech- niques and systems. We have done a fantastic job of creating specialities to handle tree removal, fertilization, trimming procedures and chemical treatment of trees on commer- cial, residential, industrial, retail and corporate sites. We have, to some extent, pooled our knowledge. What we must do now is apply this pooled knowledge with the specialities involved in construction at the very beginning, in the planning stages. When it come to working with clients, we have on our side the dollars and sense of this issue. A growing section of the public is convinced that trees are important to almost every environmental setting. Today's forward -thinking client sees the preservation of trees as not only a way of retaining the natural beauty of a site and of holding onto the heritage of an area, he also sees trees as an economic benefit. I needn't tell you again all the benefits of trees. What we need to do is tell people in their language. It is not hard to convince our more informed clients, such as 3M and Chrysler Corporation, of the benefits provided by green spaces. Many can now readily see the advantage of mature trees, along with new landscaping, to enhance the forest. These changes are going to affect all of us in this industry. I have testified on subcommit- tees in Washington, and met with city, county and state officials around the country, like many of you. A small, but growing, number of communi- ties have actually designed ordinances which benefit trees, rather than the politics of -the area. A few counties in Mary- land. Georgia and other states for example, have designed some very workable legislation. There are a lot of good, creative and intelligent people who are part of a growing cause: the promotion of green space in this country. As I speak around the'country, I am .delighted to see the people in the audiences who are more aware of their environment and who are eager to know more about their heritage and how to protect it. When they ask me what an urban forester does, I say, '1 don't know about the rest of them, but, I help de- velopers put sticks, stones, bricks, steel and concrete in the middle of a forest—with minimal disturbance to Mother Nature." A multitude of projects, including a recent National Geographic spread, have pinpointed the dangers of global warming and the impor- tance of trees in countering this pending disaster. President George Bush has allocated money specifically to further the cause. Now, we are not in the business of casting blame for past procedures. Then, and even now, the standard proce- dure has been to clear most, if not all, trees from areas desig- nated for construction. After the building is complete, landscape companies replace the greenspace. In the past, many contrac- tors have tried to save existing trees on construction sites. They roped off the area, and insisted the trees not be harmed, despite the fact that this often meant more work. We have not, in the past, done a good job of communicating to them what our profession can do. What happened? Despite their efforts, after construction was completed, many of the Clark, f lin,} i 3Q 8 3oundaries The Adventures of Frank & Jake ............................................................. Within the boundaries of a town, there's only so many trees. Saving them akes some time and effort; but they're the only mature trees we'veg YEAH MA4 ! (JJ,gTCN US AN6 I-EARAJ py8 TRAM K,/ LOni'T' �f fl SN0T 8 t• T wo0aks ' ��Quality HomesPOP 0@5001ENNZA YEAH, .LOOKS ,L/kE L✓�. J4�AdE � .Cor OF (,,Jo�2fC % o �r Please! help us maintain the newly upgraded quality of Lasting Wood- lands. Help us spread the information and generate the cooperation that is needed to save trees and woodlands where people ebe a full year of Lasting e. Make an annual contribution today, and re Y Woodlands. Businesses (builders & developers, tree care pros,tors, horti- all kinds) culture and landscape design experts, and concerned businesses who contribute will be noted in every issue for a year. $ 30.00 Business contribution $ 10.00 Individual contribution Send your tax deductible check to: Lasting Woodlands, Inc. PO Box 7271 CIM JUN 22'90 St. Paul, MN 55107 nnn Clark, from page 6 trees died anyway. If the trees were going to die anyway, the most expedient route to take was to simply remove them in the first place, and then replace them later. That is a logical deduction based on the wrong procedural knowledge. The problem is, even as I speak, contractors are making decisions based on the wrong information. I was giving a talk a few weeks ago in Alabama and a forester I have known for years came up to me after the talk. He said, "1 always get excited about what you say, but I don't know what to do about it." Trees are needlessly being destroyed across this nation. We have failed to successfully commu- nicate the principles for even a common sense approach. Today, the technology is here to save existing trees on construction sites, to save the valuable topsoil, and to coordinate physical construction on a site with the existing greenscape so that the future growth and health of the trees is insured. I cannot stress enough that our whole philosophy must be that it is our responsibility to plan, redesign, engineer and follow through with construction procedures that will not kill the trees. When it comes to working with clients, we have on our side the dollars and cents of this issue. The technique we use at Steve Clark & Associates has amounted to a 26 to 100 percent savings in some landscaping budgets, depending on the project and ot2her variables. A bonus is that when the building phase is complete, tree landscaping is native, hence low on maintenance, and looks as if it has been therefor years—which, of course, it has. ?here is a certain amount of stability that comes with a large, spreading canopy. On The Parkway project in Houston, for example, we identified a quarter of a million dollars worth of transplantable trees on the 400 -acre site. An estimated $50,000 worth of topsoil was used on all landscaped areas. On the Saturn project in Fran- klin. Tennessee, 800 existing trans- plants represented a quarter of a million dollars on the retail market. We are making headway with developing data base systems and management programs. It is our job now to educate with the best market- ing and educational people in our field. What is best for the country is best for us. We must not get greedy or arrogant as we move into the lime- light. We have been the "good guys" for a long time, and now it is time to move forward with both strength and humility. Society is now high-tech, and our message is what it wants to hear. People want to progress, but they also want what the book MegaTrends calls "high touch." The key is for us to have techni- Printed on recycled paper. Lasting Woodlands, Inc. P. O. Box 7271 St. Paul, MN 55107 LASTING WOODLANDS James G. Willis, Manager "'ity of Plymouth 3400 Plymouth Blvd Plymouth MN 55447 -�7-� \,0 40 cal input at the planning stage of construction. We must convince, the businessman or bureaucrat that the input of trained urban foresters and/or arborists is as important as the input of the engineer, architect, landscape architect, etc. It will take years and maybe even decades to earn this type of respect. First, however, we must look within our own profession. The fact is, we have an education challenge. People are making major mistakes because our profession is not reviewing the initial plans. And, one very important reason is that our educational institutions are not producing specialists trained to do these very important initial evalu- ations. We must train people to be in on the very earliest discussions of construction projects. We need to be familiar with the disciplines of engineering, construction manage- ment, architecture, landscape architecture, marketing and, yes, psychology. Winning reluctant builders over to this new way of thinking about trees will take a gentle hand. Buildings and trees can co- exist. if this relationship is com- pletely understood and the needs of the trees respected. The first step is a tree stand delineation. This general information about the forest will help to convince the plan- ner in the conceptual stage to save the right trees in the right place for the right reason. NONPROFIT ORG. U.S. POSTAGE PAID STILLWATER, MN PERMIT NO. 493 �� JUN 22'90 CIM JUN 2 2 'P^ June 20, 1990 Mayor Kim M. Bergman Mayor of the City of Plymouth 3400 Plymouth Blvd. Plymouth, MN. 55447 Mayor Bergman, I want to write and let you know what a good job Reserve Officer Brenda Perry and Community Service Officer Phillip Sykes did during the recent "Easy Does It 5 Miler" race that Hazelden conducted. After my keys were locked inside my car, your officers politely assisted in getting me back in my car. When others would have given up, your officers kept at it with positive determination and a good sence of humor. He was able to unlock the car and get me and my wife back on the road saving us hours of time and the inconvience of getting a ride to Stillwater to get a spare set of keys. We were somewhat under pressure, as._I had to officiate at a wedding yet that day. In any event, you should know that the Community Service Officer was needed and appreciated. Thank you and your fine city for providing this service. Sincerely, Roger and Sally Carlson 14072 Dellwood Rd. Stillwater, MN 55082 cc:Chief of Police Richard Cariquist <'1�.J.I I Jia �tiq,t �:,.`• tf(%� CIM JUN 22'90 4f DATE: June 21, 1990 TO: Laurie Rauenhorl(sttl, City Clerk I+RM: Helen LaFavej oumunications Coordinator The attached Customer Comment Card was•received at the front counter. Please share these comments with Val. CITY OF PLYMOUTH - - - PUBLIC SERVICE :COUNTERS CUSTOMER COMMENT CARD We value your opinion about the service You Counters!. Please complete this..card"and drop it inSereat the Public a Customer Comment Box. Da e 0,0 �... With which department(s), did/ you'•deal Name of person yov saw Did you have an appointment? Yes Was service prompt? Yes No Was. service courteous? yes - No Is there information you still require? How could we serve you better? ..- .Your name,. would ' be appreciated; ` however; ' if :-You should _'-anonymous, we still value your observations. prefer to remain" ` Name Address Cjar Phone elt, 3M 22'90 A Minnesota Center 4W for Corporate Responsibility June 20, 1990 Richard Carlquist Chief of Police Plymouth Police Dept. 3400 Plymouth Blvd. Plymouth, MN 55447 Dear Richard: Thanks very much for helping with our seminar yesterday. Your remarks provided a perspective that people in the corporate world do not often.get. The attendees' evaluations gave us a combined 4.375 score on the 1 - 5 scale, and they were unanimous in saying they'd recommend the seminar to a colleague. So thanks for helping to make it a winner. Best regards, 66V--�� Charles I. Mundale Executive Director Affiliated rehh The College of Sr. Thmm 450 Marquette Aenue Minneapolis, MN 55401-2278 (612) 647420 Fax: (612) 6474122 CIAI JUN 2 2- --;.� Marc Berris 2625 Cole Avenue Southeast Minneapolis MN 55414-2678 June 20, 1990 Chief Richard Carlquist Plymouth Police Department 3400 Plymouth Blvd Plymouth MN 55447 Dear Chief Carlquist, On Saturday, June 16, I had the opportunity to participate in a ride -along with Officer Mike Goldstein. I am a student at the University of Minnesota majoring in Criminology, and I am in the process of researching for my senior thesis about modern policing. For this thesis I have ridden along with over ten suburban police departments to date, as well as several divisions of both the Minneapolis and St. Paul Police Departments and the Minnesota Highway Patrol. I am writing to you today to share my very positive experience. . The purpose of my ride -along was twofold. First, I wanted to see both the types of calls your department encounters on a random evening, and how they are responded to. Second, I wanted to speak with the officer I rode with about their feelings on policing, and and perhaps uncover where their opinions and knowledge stem from. Officer Goldstein was very concerned with my getting the information I sought. Quite frankly, that was a first. The information he provided was of immeasurable assistance 'to me in understanding both how the Plymouth Police Department functions, as well as how the "larger picture" of policing does. In short, all of my objectives were achieved, and then some. Furthermore, I saw very clearly from his interaction with the public that citizens were left with a very positive encounter with law enforcement. The concern for motorist safety which he displayed on every traffic stop was genuine, and those he stopped knew it. He was very knowledgeable, not only of the application of the law (which every officer should, but from my experiences many are not), but of the history of the laws and their impact on society. He himself had worked on a similar project while in school and was able to offer a great deal of insight. There is no doubt that most members of the public regard a police encounter as a negative thing. Most probably think of the traffic ticket they either received or heard about someone else receiving. I say with all sincerity that Officer Goldstein is not only an exceptional representative of your department, but of the entire police profession. He is the epitome of "the new breed of police officer" that every department should seek in an effort to combat negative perceptions. Granted I am not an expert on policing, but neither is 99 percent of the general public. I, however, do know this. Officer Goldstein treated the members of the public we encountered in a manner of respect and dignity. This, I believe, is what policing is all about. Thank you for the opportunity to observe and learn. If I can offer you any additional information, please do not hesitate to contact me. Warmest regards, Marc Berris cirh JUN 22 '90 f May 29, 1990 Mr. John Sandberg JRS Enterprises 5475 Highway 169 Plymouth, MN 55442 CIN OF PLYMOUTFF SUBJECT: ADMINISTRATIVE APPROVAL OF SITE PLAN FOR AIRCRAFT ENGINE TEST CELL (90034) Dear Mr. Sandberg: This letter is written to inform you that the above -referenced application has been administratively approved per Section 11, Subdivision A, paragraph 8, subject to the following conditions: 1. This administrative approval is based on the finding that the aircraft engine test facility proposed constitutes a legal accessory use to the existing principal use of aircraft engine testing consistent with Section 8, Subdivision D, paragraph 3a of the Plymouth City Zoning Ordinance. 2. Compliance -with the City Engineer's Memorandum. 3. Any signage shall be in compliance with the Ordinance requirements of the City of Plymouth: 4. Any subsequent phases or expansions are subject to required reviews and approvals per Ordinance provisions. 5. Compliance with the Ordinance regarding the location of fire hydrants and fire lanes. 6. All waste and waste containers shall be stored within the enclosure, and no outside storage is permitted. The enclosure shall conform to Zoning Ordinance construction specifications. 7. An 8-1/2 x 11 inch "As -Built" Fire Protection Plan shall be submitted prior to the release or reduction of any site improvement bonds per City Policy. 8. Prior to building permit issuance, the provisions of the Plymouth Zoning Ordinance, Section 11, Subdivsion A, paragraph 11, with respect to a Site Performance Agreement and financial guarantee shall be complied with. 9. Submission of a topographic and drainage map depicting the drainage for the area of the -site where the test cell is to be located. The drainage design shall be approved by the City Engineer prior to issuance of the building permit. 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 550-5000 CIM JUN 22'90 Mr. John Sandberg May 29, 1990 Page 2 The administrative approval of your Site Plan shall become complete upon your acknowledgement of this letter and the return of one executed copy. Please note this approval is valid for one year from the date of this letter, subject to the provisions of Section 11 of the Zoning Ordinance. Should you have any questions concerning this matter, please do not hesitate to call me. Sincerely, ar es E. it ud Community Development Coordinator cc: File 90034 Rebecca Neidzielski, MN Pollution Control Agency Lowell Ainas, T.W.C. Consultant James G. Willis, City Manager Blair Tremere, Community Development Director Frank Boyles, Assistant City Manager I, , AN AUTHORIZED REPRESENTATIVE FOR JRS ENTERPRISES HEREBY ACKNOWLEDGE AND AGREE WITH THE ADMINISTRATIVE APPROVAL OF THE SITE PLAN FOR AIRCRAFT ENGINE TEST CELL INCLUDING ALL THE CONDITIONS THEREOF CONTAINED IN THIS LETTER AND THE APPLICABLE PROVISIONS OF THE CITY CODE. by Date: CINE JU% 22'90 June 20, 1990 Mr. Charles Eck General Manager Minneapolis Auto Auction 8001 Jefferson Highway P.O. Box 408 Maple Grove, MN 55369 Dear Mr. Eck: I appreciated the opportunity to meet with you recently and I have reviewed your June 8, 1990 .letter regarding the continued use of the property at 1125 Nathan Lane which is the former site of the Minneapolis Auto Auction. �- � 9b The proposed auction scheduled for July 31, 1990 by Max Rouse and Sons, Inc. is generally within the intent of the approval previously issued to your company for the use of that property. A significant consideration is that you agree that the City should have been contacted before the property was' occupied with the vehicles. We understand the circumstances that led to that occupancy. Our finding is based on the facts as you have presented them and is subject to the following: 1. The auction is scheduled for July 31, 1990 and all trucks and trailers and other vehicles will be vacated from the premises no later than August 31, 1990. 2. The entire site containing the vehicles and trailers and other vehicles will be protected by the perimeter security fence and gate which will be kept locked at all times the site is not occupied by Max Rouse and Sons, Inc. or your personnel. 3. This is a one -time -only event. Future and other uses of this property by your firm or by persons leasing the property from you while it is under your ownership will be verified against City Ordinances through' our office before such uses are allowed to occupy the premises. The current City Ordinances are limiting as to the uses on this property which is now zoned Planned Industrial; even the use of the property for auto auctions is constrained. Your are safe in assuming that virtually any use of this property in the future is regulated to some extent by City Ordinances; some uses are permitted and may regt1ire a minimum amount of review and permit activity. Other uses however may require a Conditional Use Permit while others may not be permitted at all. CIM JUN 22'-1 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 550-5000 Mr. Charles Eck June 20, 1990 Page Two It is appropriate to describe for us in writing the nature of any proposed uses and the actual activity contemplated on the property. We can provide a response very quickly with that written information. 4. You will advise the Public Safety Department through its Director, Richard Carlquist, at this address who is the emergency contact person and how they may be contacted relative to the property at 1125 Nathan Lane. Your good faith efforts in.resolving the situation regarding this property are acknowledged and we stand ready to assist you in future uses of the property or in terms of advising potential buyers about any zoning requirements that may apply. Please feel free to contact me or Myra Gibson if you have any questions. Sincerely, Pairremere Community Development Director cc: James G. Wil -lb, City Manager Richard Carlquist, Public Safety Director Myra Gibson, Development Services Technician File 36-12-0006 (pl/bt/eck:jw) 0114 AN 22 '90 .. . &Yinneapolis &iuto &uction June 8, 1990 Mr. Blair Tremere Community Development Director City of Plymouth 3400 Plymouth Boulevard Plymouth, MH 55447 Dear Mr. Tremere: Regarding the conditional use permit for the property at 1125 Nathan Lane North, we are requesting consideration be given to extending the permit and on a one time basis only, allowing the storage and auction of trucks. The above mentioned property is still owned by the Minneapolis Auto Auction, a BE Capital Auto Auctions Company, and is currently being used for this one time only truck auction—in conjunction with Max Rouse and Sons Inc. The anticipated auction date is July 31, 1990 and the trucks will be vacated from the premises no later that August 31, 1990. We do not foresee any extra services to be provided by the City of Plymouth. The entire site is protected by a perimeter security fence and lockable gate. Max Rouse personnel are also on site during the day and there have been no security instances to date. There is ample off street parking for public inspection prior to as well as auction sale day. As pointed out in our prior letter (dated May 10, 1990) to Myra Gibson, there have been several management changes at the Plymouth facility in recent years, and I was unaware that we were in violation of the Plymouth Zoning Ordinance. We are not attempting to evade the provisions of the ordinance, however, due to our misunderstanding and the fact that this is a temporary one time use of the property, we would be grateful if you would grant an extension of our use permit on an expedited basis. 8001 Jefferson Highway • P.O. Box 408 • Maple Grove, Minnesota 55360(,,kti JUN 22'9( (612) 425 -SOLD • 1 -800 -MAA -SOLD Blair Tremere June 8, 1990 Page 2 As I'm sure you are aware, the property located at 1125 Nathan Lane Horth is for sale. In the future, if we are considering any alternative uses for the property we will review it with your department before any decision is made. If you have any questions you can contact me at 425-7653. Thank you for your cooperation and consideration. Sincerely; .e:::� & Charles Eck General Manager Minneapolis Auto Auction cc: Jeanne Horton, GE Capital Auto Auctions Gary Meyer, .lex Rouse and Sons Inc. Ctm JUN 22'90 CIN OF PLYMOUTR June 15, 1990 Shari L. Nelson 4555 Nathan Lane, #211 Plymouth, MN 55442 SUBJECT: CITY OF PLYMOUTH RECYCLING PROGRAM Dear Ms. Nelson: Thank you for your letter of May 10, 1990 regarding the City of Plymouth's Recycling Program. You are to be commended for your efforts in taking your recyclables to the recycling drop-off center instead of throwing them in with your regular garbage. It is obvious from your letter, that you have a concern for the environment, as well as the depletion of our natural resources. Please keep up the good work. The City of Plymouth began its Curbside Collection Program for all single family through four plex homes in April of 1986. This was in response to directives, as, -yell as incentives, from Hennepin County. Hennepin County has separated the efforts to promote recycling into two parts. Part one is through the cities and is centered on the single family through four plex residences. Part two is made up of all commercial and industrial sectors including multiple family apartments, which they consider to be a commercial entity. Hennepin County provides an incentive for the City's curbside program to single family through four plex homes by providing 80% of the funding providing at least 10% of the waste stream is diverted through the recycling program. The other 20% of the cost is picked up by the City. In spite of the recommendations and continued request from the City of Plymouth to include multiple family dwellings in the residential program, Hennepin County has seen fit to keep them in with the commercial sector and will not provide funding to the City for any money spent attempting to establish multiple family housing collection programs. The Plymouth Recycling Task Force is in the process of studying this issue and will be looking for ways in which the City can assist in the process of implementing a multi family recycling program. Sincerely, Kim Bergma Mayor KB/rJp/do CIM JUN 22'90 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 550-5000 May 10, 1990 Mayor Kim Bergman 3400 Plymouth Blvd. Plymouth, MN 55447 Dear Mayor Bergman, I am writing this letter in concern of Plymouth's recycling policy in terms of multi -family dwel- lings. My roommate and I moved into the Plymouth Ponds apartments in August of 1988. Until now, we have been very happy with the area and location. Since moving to Plymouth, we have been very conscientious about recycling - bringing our cans, bottles and papers to various drop -o$ points in Plymouth, New Hope and Crystal. I am afraid, though, that we are the exception. I was under the impression that our apartment managers were not choosing to put recylcling bins at the apartment sites. When I inquired about this, I was very upset to find out that it was in fact the city of Plymouth that does not provide recycling services to multi -family dwellings. I find this pol- icy to be extremely unfair, and discriminatory. Part of our rent goes towards paying property taxes, utilities, and garbage removal much the same as private homes. We, and others in our com- plex, as well as other apartment and town house tennants, want to do our part towards the nation-wide recycling effort. Yet due to this policy, we are being forced to find our own means, while other residents are getting curb -side service. Human nature as it is, many people will just throw their recyclables in the trash if not given a convenient alternative. I strongly feel if we were given the same opportunities as other Plymouth residents, we would go a long way in helping reduce our landfills, and in the long term clean up our earth. Please take this opportunity to recon- sider this policy. I feel very strongly about this subject, and would like to stay informed on your decision. Thank you, Shari L. Nelson 4555 Nathan Lane #211 Plymouth, MN 55442 phone: 559-7083 C�t4 27-V CITY OF June 13, 1990 PUMOUTR SUBJECT: 25TH AVENUE WATERMAIN AND STREET RECONSTRUCTION CITY PROJECT 025 Dear Property Owner: The Plymouth City Council considered the request from property owners along 25th Avenue to delete it from the Street Reconstruction Program and also not to install a watermain on this street. Mike Ellis, who submitted petitions on behalf of the property owners, was sent a copy of the staff report previous to the City Council meeting. At the Council meeting, the City Council reaffirmed their previous action that 25th Avenue should be reconstructed as part of our Street Reconstruction Program within this area. All of the streets between 26th Avenue, Kilmer Lane, 18th Avenue, and East Medicine Lake Boulevard are being reconstructed. The existing condition of 25th Avenue dictates that improvements are necessary. The City Council also determined that since the street is being reconstructed, the watermain should be installed at this time. If the watermain is not installed at this time, it would require removal of the newly constructed street to install watermain in the future. For your information, five property owners were against the project and two property owners were in favor of the project. If during the reconstruction of the street or the installation of the watermain there are any questions, please do not hesitate to contact Dan Faulkner, City Engineer, 550-5071. Sincerely, Fred G. Moore, P.E. Director of Public works FGM:kh cc: James G. Willis, City Manager 4 cir4 JUN 22'90 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 550-5000 25TH AVE. WATERMAIN _ l CITY PRO. 025 Mailing List , 25-118-22-11-0025, 0026 Sherman Goodmonson 9620 - 25th Ave. No. Plymouth, MN 55441 - 25-118-22-I1-0024 Michael Ellis 9610 - 25th Ave. No. Plymouth, MN 55441 25-118-22-11-0013 David Chapman 9600 - 25th Ave. No. Plymouth, MN 55441 25-118-22-11-0030 Gary Grantwitt 2455 Kilmer Lane Plymouth, Det 55441 25-118-22-I1-0022 James J. Cashman 117 Hawthorne Road Hopkins, MN 55353 25-118-22-11-0027.6028 Alvin Pema 9650 - 25th Avenue Plymouth, MN 55441 25-118-22-11-0029 Dake Kluck 9660 - 25th Avenue Plymouth, MN 55441 cim JUN 22'90 0 June 13, 1990 S \Q� ti V CIN OF PLYMOUfFF SUBJECT: 25TH AVENUE WATERMAIN AND STREET RECONSTRUCTION CITY PROJECT 025 Dear Property Owner: The Plymouth City Council considered the request from property owners along 25th Avenue to delete it from the Street Reconstruction Program and also not to install a watermain on this street. Mike Ellis, who submitted petitions on behalf of the property owners, was sent a copy of the staff report previous to the City Council meeting. At the Council meeting, the City Council reaffirmed their previous action that 25th Avenue should be reconstructed as part of our Street Reconstruction Program within this area. All of the streets between 26th Avenue, Kilmer Lane, 18th Avenue, and East Medicine Lake Boulevard are being reconstructed. The existing condition of 25th Avenue dictates that improvements are necessary. The City Council also determined that since the street is being reconstructed, the watermain should be installed at this time. If the watermain is not installed at this time, it would require removal of the newly constructed street to install watermain in the future. For your information, five property owners were against the project and two Pr2DQrtv owners were in avor o e ro ect. it during the reconstruction of the s ree installation of the watermain there are any questions, please do not hesitate to contact Dan Faulkner, City Engineer, 550-5071. Sincerely, Fred G. Moore, P.E. Director of Public works FGM:kh cc: James G. Willis, City Manager CIM .JUN 22V 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 550-5000 j - - Cityof a e Grove 9401 Fernbrook Lane, Maple Grove, Minnesota 55369-9790 June 13, 1990 The Honorable Kim Bergman City of Plymouth 3400 Plymouth Boulevard Plymouth, MN 55447 Dear Mayor Bergman: 612-420-4000 I know I speak for the Maple Grove City Council when I thank you for joining us last Monday evening. All have heard many comments from those in attendance about how many interests our two cities share with each other. It was very helpful to learn about your success and philosophy toward growth management and t1+e many areas that we have in common. This meeting provided for a solid foundation for future communications between our Councils and staff. We look forward to working with you and your staff in the areas of "494" traffic management and lake surface management, and uniting our cities via linkages in transportation, water and fire service. We eagerly anticipate a meeting in the future at your City Hall. the best summer. Sincerely yours, 2 g SWO - lateLvmes P.ane Mayor JPD:srw cc: Maple Grove and Plymouth City Councilmembers "Serving Today, Shaping Tomorrow" AN EQUAL OPPORTUNITY EMPLOYER James Deane David Burtness Charles E Dehn Donald J. Ramstad Mayor Councilmember Councilmemlxr Councilmember ® Printed on Recycled Paper We wish you CIM JUN 22°90 Donna Ryon Councilmember June 15, 1990 Mr. Donald Seeberger Planner Bureau of Public Service Hennepin County A-2309 Government Center Minneapolis, MN 55487-0239 CIN OF PLYMOUTIt SUBJECT: ADULT CORRECTION FACILITY,- PLYMOUTH Dear Mr. Seeberger: This shall confirm our telephone conversation of June 15, 1990, which included Blair Tremere, Director of Community Development for the City of Plymouth. Stan Scofield, -Plymouth Fire Inspector, had referred to me your letter of June 12, 1990, where you describe a program where household batteries collected from the City of Minneapolis would be brought to the Adult Correction Facility in Plymouth for sorting and transfer to a permanent disposal site. As Mr. Tremere and I reviewed with you on the telephone, the City of Plymouth has specific Zoning Ordinance provisions with respect to waste and waste facilities. I have enclosed a copy of Section 9, Subdivision D of the Plymouth Zoning Ordinance which specifically addresses a Conditional Use Permit process for "waste facilities". The definition of a waste facility in the Zoning Ordinance would include the operation that you have described before the Adult Correction Facility --regardless of scale. Hennepin County has made application responsive to this Zoning Ordinance provision to locate a waste transfer station within Plymouth. You may wish to consult with Brent Lundgren of the Hennepin County Staff regarding that application and the details of the process required in support of the Conditional Use Permit application. Since our telephone conversation, I have further reviewed the matter and find that the Adult Correction Facility site is zoned R -1A (Single Family Residential) District. Conditional Use Permits for waste facilities are only available in the I-1 (Planned Industrial) Zoning District. As of today, I cannot determine a process, short of amending the Zoning Ordinance, that would accommodate a waste facility at the Adult Correction Facility. I will continue my research of the issue.. CIM JUN 2 2 TO 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 550-5000 Mr. Donal Seeberger June 15, 1990 Page 2 Should you have any questions concerning these matters, please do not hesitate to contact me. Sincerely, Wre. 1llerud Community Development Coordinator Enclosures cc: James Willis, City Manager Blair Tremere, Community Development Director Sigmond Fine, Director of the Adult Correction Facility (pl/cd/33-22-0001:dl) 10 - M E"T R O P O L I T A N T R A N S I T C 560 -6th Avenue North, Minneapolis, Minnesota 55411-4398 June 19, 1990 !-_ \ n O M M I S S 1 O N 612/349-7400 James G. Willis �a City Manager i City of Plymouth, 3400 Plymouth Boulevard Plymouth, MN 55447 ' Dear Mr. Willis: The Metropolitan Transit Commission (MTC) is in the process of reactivating its / bus shelter program. Due to budgetary constraints, the MTC's shelter development program was suspended in 1982. At present, the MTC maintains 628 passenger waiting shelters throughout the metropolitan area. Federal funding is now available to assist in building an additional 89 shelters. Local money must be used to fund 20% of the construction costs of the shelter program and to fund ongoing maintenance costs. The MTC shelter policy encourages the construction of passenger waiting shelters for bus stops which serve 40 or more boarding or transferring passengers on a typical weekday, with special consideration given to bus stops serving the elderly and the handicapped. Under the MTC's shelter program, the MTC will pay the total cost of the shelter installation if ridership is more than 40 passenger boardings per day. In cases where ridership is less than 40 passengers per day, the MTC will consider the shelter installation only if the community provides a portion of the local capital and maintenance costs. Providing a concrete base pad upon which the shelter could be placed, and agreeing to provide minor maintenance such as cleaning, would be ways in which the community could provide this local capital and maintenance cost sharing. At this time, the MTC staff has not identified any new bus stop locations in your community that have more than 40 passenger boardings per day. We are, however, encouraging. you to contact us if -you are aware of any sites that you would like us to investigate further to determine if the site meets the passenger boarding criteria in the MTC shelter policy. In addition, we would encourage you to contact us if your city would be interested in participating in a cost-sharing arrangement with the MTC for the construction and maintenance of bus shelters at locations that do not have the minimum of 40 passenger boardings per day. Also, please contact us whether your community would be receptive to allowing advertising to be placed on MTC bus shelters as a means of providing a funding source to offset a portion of the ongoing maintenance costs of the shelters. Cris? AIN 22'90 -2 - If you are interested in pursuing bus shelters for your community, please contact my Executive Assistant, Greg Failor, at 349-7501, to schedule a meeting to discuss the matter with MTC staff. I look forward to hearing from you on this matter. 4oh cerely, n J. apel hief Adminis rator JJC:sle cc: Mayor Kim Bergman MTC Commissioners C'm JUN 22'90 June 20, 1990 Plymouth City Offices Park and Recreation Department 3400 Plymouth Blvd Plymouth, Minnesota 55447 Dear Sir: �g� REfERRJIt. TQ CITY MANAGM -�- aTY cOUWL PUBLIC WDRK CI REM --+ FINANCE DIRECM P MING DtKCfOR WRAC SAFETY DIRECTOR WM} NYWE llS91SiANT —�• FM COIAtiISNDN -- Aff ATM! za- Imm,tiw �p This letter is in reference to the Bass Lake Playfield that is to be constructed. We live at 13005 55th Ave. No. adjacent to the M corner. The soccer field will be to the south of our property. We have attended all the meetings and have expressed our concerns. This letter is to request that we would be informed of the decisions being made in this area. The following is a list of our concerns: 1. We would like to have input in regards to the landscaping that will be done along our south property line. 2. We would like to be informed as to the type and placement of light on the soceer field. We would expect the park to be designed and constructed with the same regulations as any other private enterprise would have to adhere to in Plymouth. Circ JUN 22'90 C HENNEPIN PARKS Suburban Hennepin Regional Park District 12615 County Rood 9 P.O. Box 47320 Plymouth, MN 55447-0320 Telephone (612) 559-9000 Fax (612) 559-3287 Board of Commissioners David J. Dombrowski Choir St, Louis Park Nicholas P. Eoloff Vice Choir Brooklyn Center Judith S. Anderson Bloomington Shirley A. Bonine Maple Plain Robert L. Ellingson Brooklyn Center Mono H. Moede Golden Volley James M. White Orono Douglas F. Bryant Superintendent & Secretary to the Board INEFERNI M yIr CITY CDUI L --+ PLIM WORT( DIRW= --, FINANCE DIRECTOR —�+ PLANNING DIRECTOR XL1 PUBLIC SAFETY DIRECTOR —� ADMINISTRATIVE l=WW _— PARK COWSSION —1L .CITY ATTDW I0711%ne—M,., f Mr. Eric Blank 3400 Plymouth Blvd. Plymouth, MN 55447 Dear Eric: The Suburban Hennepin Regional Park District (Hennepin Parks) recently reviewed and updated its Master Plan for a System of Parks. Copies have been sent to the Ridgedale, Brookdale and Southdale Hennepin area libraries. Copies are also available for review at Hennepin Parks Headquarters. The purpose of this plan is to provide a comprehensive development plan for all Hennepin Parks' park reserves, regional parks, regional trail corridors and special use facilities. The plan constitutes a detailed analysis of all factors related to the development of a park, such as location and size, site characteristics, development concept, existing developments and descriptions of proposed development. Also included in this publication is the identification of the natural areas planned within each park unit. If you have any questions regarding this plan, please call me or Don King, Chief Landscape Architect, at 559-9000. See you soon. Sincerely, Dou 9 " F. Bryant ant Superintendent DFB: Icz Enclosure RECYCLED PAPER - Conserving Our Resources CIM JUN 22,90 il June 21, 1990 CIN OF PLYMOUTR Mr. Melbourne B. Wrolstad 340 Ranchview Lane Plymouth, MN 55447 Dear Mr. Wrolstad: Thank you for your recent letter expressing your concern and -frustration with respect to the condition of Ranchview Lane and the storm drainage in the area. I agree that you and your neighbors have an irritating and frustrating problem with respect to both the street drainage and conditions. I believe your streets should be reconstructed and appropriate storm drainage installed. I have been with the City since 1971 and know that the entire area between Vicksburg and Niagara, north of Old County Road 15 is essentially flat. The storm drainage system in that area is not adequate and in my view, never has been. Until appropriate storm drainage is installed, the conditions you are experiencing cannot be remedied. The City Council has adopted a street maintenance and reconstruction program which will, I believe, address these problems. I anticipate, given other street reconstruction' priorities, that your area will be slated for street reconstruction within three to four years. The street patching which our crews have done is essentially to try to preserve the life of the existing surface of the street. We recognize that these are only stop gap measures and will not correct either the long-term structural problems of the street, much less the drainage problems in the area. The two holes that the gas company left were filled by our crews because we were seeking to complete our work in the area. We recognize that there may be further settlement of the trenches and additional patching of those depressions may be required. I appreciate your interest and sensitivity regarding this issue and hope that you recognize that we have plans which will untimately correct the problems. Thank you for your letter and your willingness to share your very legitimate concerns with US. Yours truly, mes G. Willis C y Manager JWkec cc: Mayor & City Council C141 ��� 22 X90 Fred Moore, Public Works Director 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 550-5000 Melbourne E Wrolstad 340 Ranchview Lane Plymouth, MN 55447 1 r 3 June 1990 City? Village? Township? of Plymouth 3400 Plymouth Blvd. : Plymouth, Minnesota 55447 -; ' .r Rim Bergman, Mayor, Councilmember Maria Vasilou, Councilmember Lloyd Ricker, Councilmember Robert Zitur, Councilmember Carole Helliwell, Councilmember Jerry Sisk, City Manager James G. Willis, City Engineer, I arrived home late last evening after being away for a The week and to and street department behold, I see another one of Plymouth's smart moves. no regard to the original plans or to the residents has done it again with that have to put up with the further worstening problem of water standing in yards and then ending up in basements etc. I, as a resident in this location since 1961 have so far paid for 3 assessments for storm sewer, one each for sanitary sewer and water. Of the three times I paid for the storm sewer, only the first one was done in a way that in part did us any good. At the time of the storm sewer installation we, the residents asked that catch basins be installed halfway between 3rd Avenue and 6th Avenue on Ranchview Lane. We were told at that time that -we would not have to worry as the street was designed to take all water runoff from 3rd Avenue to the catch basins on 6th. This indeed did work for a time. Between the time the storm sewer was put in and the sanitary sewer was built per drawing 66-1f dated 27 March 1967 as built, grade levels on the street were changed somewhat due to patching, etc. However per the same drawing the road profile was to be returned so that the runoff would again flow to 6th Avenue. On plan project 118 drawing dated 20 May 1974, our famous engineers decided again that water could run up hill to the catch basins. Over the years we the residents have brought this matter up a number of times to no avail. Each time the street department repaired the street, They would start at the end of -my driveway and keep on raising the level of the roadway. I believe at this time if core samples were taken at various places on the street we would most likely find over 12 inches of blacktop, layer upon layer. I, as well as some of the neighbors have tried to keep pace with the city in trying to keep up yard levels to control the water. At this time the roadway is so high that water that used to be able flow from the east side to the west side and into the woods in now going to be left standing, or flow into the area of 410 Ranchview. This yard can not be built up any higher due to the fact the home there was built many years ago and sits pretty low. This will mean that this person will have to keep a sump pump running more often that should be required. Not only will this person have Melbourne E Wrolstad 340 Ranchview Lane Plymouth, MN 55447 problems, but the people behind him and myself as my rear yard becomes a holding pond that according to past engineers, was to flow up hill to the catch basins on 3rd and Quantico. 4 In order to ease the water problem to my basement created by the past experts, I had to have the area around my basement dug up and new tile put in to ease the water coming into my basement. As stated above the problem created by this new paving job hopefully will not hurt me but I feel sorry now for the rest of the area. I am hoping that this problem will not be completly ignored again as in the past when ever it was brought to the attention of the former people in charge of this municipality. I do hope that this time someone will look into it before futher damage is done to the value of the -area and/or it becomes one big breeding ground for water needing insects. By the way, the two holes that the gas company left and were filled in with blacktop when the pavers did the job should be 2 giant pot holes within the next couple of weeks also. Repectfully submitted for health and welfare of the neigherhood. Sincerly, 0 Melbourne E. Wrolstad June 21, 1990 John Detloff Chair Board of Education Wayzata School District 284 210 North Highway 101 P.O. Box 660 Wayzata, MN 55391 Dear Mr. Detloff: CIN OF RLYMOUTFF The City Council requests that your Board consider adding the name 'Plymouth" to the Wayzata School District. We further recommend that you consider renaming "Wayzata East" Junior High School to 'Ridgemount." The matter of adding Plymouth to the name of the Wayzata School District is not a new one. To the best of my knowledge, however, it has not been formally brought before you for consideration. As you and your board members are keenly aware, Plymouth comprises the vast majority of the area within the district and accounts for about 80% of your enrollment. The proportion of enrollment is likely to increase in the years ahead as Plymouth continues to develop. That fact, in our view, warrants particular attention, and recognition in the form of being more clearly identified with the district. We recognize that other municipalities are included within the district, but as noted, comprise only a minor fraction of the area and/or enrollment. In addition, all district schools and facilities, with the exception of Wayzata West Junior High, are located within Plymouth and we anticipate you will develop additional schools in Plymouth in the years ahead. We believe our proposal merits your serious consideration and approval. With your leadership, we believe the name Plymouth can be added to the district name and incorporated in your communications over a period of time so as to minimize costs. I would be pleased to meet with you to discuss this further, or in the alternative, add this item as a subject for discussion at a meeting between your board and our council. Yours truly, Kim Bergman Mayor JWkec cc: City Council City Manager Superintendent CIM AN 22'90 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 550-5000 June 21, 1990 CITY C PLYMOUTE+ Mrs. Leona Neutgens 14407 County Road 6 Plymouth, MN 55447 Dear Mrs. Neutgens: Councilmember Maria Vasiliou has asked me to respond to your letter of June 8. First and foremost, I am -sorry for the difficulties you have experienced with our construction project. It is the City's desire to seek to cooperate in every possible way with residents who are inconvenienced as a result of public improvement projects. We recognize that the impacts of the road construction project, similar to the ones which you are experiencing now, can be and frequently are disruptive to one's normal life-style. In your instance, it is further complicated by the need on the part of the City to acquire additional land from your property in order to accommodate the widened roadway. Since the beginning of this project, the City has sought to work cooperatively with you and Mr. Neutgens with respect to the acquisition of the necessary easements and the other matters related to the construction project as it impacts upon your property. While we have not been able to resolve all of your concerns with respect to this project, it --is our continuing effort to do so. Mr. Dick Pouliot of our staff stands ready to meet with you to work out mutually acceptable solutions wherever possible. It is my understanding that we are proceeding towards a condemnation hearing with respect to determining the monthly value of the impacts of the road construction on your property. It is anticipated that this process will allow third parties to determine the value of the land required for the roadway, as well as any other negative impacts resulting from this project. We recognize that your property has been impacted by this project and that the magnitude of those impacts will be appropriately evaluated by the commissioners when they make their determination of compensation to be paid to you. Both Mr. Pouliot and I would be pleased to meet with you to discuss further your specific concerns as they relate to a means by which we can further minimize the negative impacts of this project to your property. Yours truly, ames G. Willis .ty Manager JW:kec Clha JUN 22'90 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 550-5000 Mrs. Leona Neutgens 14407 County Road 6 Plymouth, Minnesota 55441 June 8, 1990 Ms. Maria Vasiliou Plymouth City Council 1775 North Black Oaks Lane Plymouth, Minnesota 55447 Dear Ms. Vasiliou: Realizing the precious few free moments we would really appreciate your spending a valuable time to share the thoughts of one Plymouth. PiEun �? JUN 201500 V PL MOUTH all have these days, I couple minutes of your resident of the City of The total complexion of my neighborhood has changed from a warm atmosphere to a cold, fearful one since the widening of County Road 6. Half of my front yard, which formerly was a more private area, a buffer from the road, surrounded by valuable mature trees, has been stripped of those trees, and replaced by blacktop. Following is a brief outline of the burdens we've experienced as a result. I can no longer use my front door, as the sidewalk had to be removed as part of all this, and the step has fallen away from the house. Returning home from the hospital after surgery on my foot and ankle this winter, the inability to gain access to my home through the front door caused me a painful fall and further complications. My driveway has been left with such a steep grade that it inhibits my coming and going, both in an automobile, and on foot. It is next to impossible to get out onto the road, especially in the morning, and is horrifying in the winter w ren tr_3 =esalt is glare ice. The apron between the driveway and the road is poorly built, and is not even.square. When it rains, the water rushes down the driveway and behind the retaining wall like a river, eating at the foundation of the house, and has rotted the sheet rock off the walls in places in the lower west end of my basement. My son's truck was damaged when the driveway road -bed, in one phase of its "re -construction", collapsed on one side. Imagine your friends and relatives reluctant to visit your home for fear of having an accident in your driveway. Imagine having to leave home for work in the morning 15• to 20 minutes earlier than would otherwise be necessary just to get out of your own driveway. clh? JUN 2 2'90 0 City of Plymouth Plymouth, Minnesota Page Two Thanks to the close proximity of the road to our house now, strangers waltz through my front yard a few feet from my window now at all hours of the night and day, some leaving garbage (trash, refuse) in their wake. I've been rudely awakened from many a night's sleep from the noise, wondering if I will find some weirdo with a gun who has strayed a few feet from the road, or a car parked in my living room or kitchen. The worst part is being kept awake from the subsequent fear caused by our home's vulnerability since the alteration of our yard. Imagine the consequences were a car to accidentally leave the roadway. On February 5, 1990, in fact, we found someone had attempted to force open our basement bathroom window to gain entry to our home. We reported the incident to the Plymouth police, but we dare not leave the house for any extended period of time, such as for a vacation, etc., as a passerby need only step or drive a few feet from the roadway to attempt any sort of vandalism or burglary. With the trees gone, the noise and dirt from the road have worsened considerably. I can not leave my windows open any more. My ceilings, walls, and carpet are filthy from the dirt stirred up during construction, as well as the emissions from the cars, which used to be filtered by our trees. The ceilings will have to be re- sprayed, the walls re -painted, and the carpets re -shampooed. Imagine not being able to get any fresh air into your house. Our fireplace chimney cracked from ground vibration during construction, and is worsening since the road is now closer. There are cracks in the walls in some spots, and my kitchen cupboards no longer hang level, having dropped a good 1/2" or more on one end from all the vibration. I have used the term "imagine" in several instances; you cannot possibly, ever. For my •iantLly and I, chis is a .cal, nigYitiiare we have to try to live through every day.* I have.been both mentally and physically sick since the start of this infringement on our rights. The stress it has caused me has taken a heavy toll on my health, and adversely affected my job performance. It is evident when speaking with other people throughout what used to be our neighborhood, where the strain of having their lives disrupted has also contributed to the loss of two residents' lives. GIM JUN 2290 40 City of Plymouth Plymouth, Minnesota Page Three Our land, which we have nurtured and paid taxes on for 28 years, has been taken away and manipulated against our will. As a result, we have been stripped of our right and ability to lead a secure and unencumbered existence in the peace and privacy of our home. In all fairness, (although "fair" has had nothing whatsoever to do with anything associated with this project), I feel that the property taxes we have paid all these years should be given back to us, since the City of Plymouth has acted as if the land wasn't ours. in summary. i i_ 1"�ref', '�'� hear' -sir]- that this ,1`��.^. eCt was carried.out with complete disregard..for people's feelings, and in woeful neglect of what this country is supposed to be all about. Sincerely, Mrs. Leona Neutg ens (612) 473-7654 C", JUN 22'91 June 19,1990 Jim Willis City Manager City of Plymouth 3400 Plymouth Blvd. Plymouth, MIST 55447 Dear Mr. Willis, niank you for the opportunity to address the city council last night regarding landscaping and water quality issues on Medicine Lake. As you may recall, I represented both the Association of Medicine Lake Area Citizens (AMLAC) and residents along the South Shore Drive. Our concern involved our interest in preserving the natural and recreational nature of the lake area which is used by many city and non -city residents for biking and running along the South Shore Drive, and boating and swimming within the lake itself. An area adjacent to the South Shore Drive is also the proposed site for the sixty mile Hennepin County Bike Trail. Medicine Lake is the largest lake within the City of Plymouth and includes two of the city's parks on its shores. The lake is the second largest lake within Hennepin County. For these reasons we feel that the natural area surrounding the lake and the water quality of the lake should not only be preserved, but should be improved. Unfortunately, thirty years ago the City of Plymouth zoned the area from the beginning of the East Beach to 13th Avenue industrial. At that time, the Gruman-Ryerson Steel Factory was constructed across the street from the lake on the eastern shore. As you may imagine, city residents along the lake were opposed to the development. The city of Plymouth attempting to address the concerns of residents, agreed to plant trees parallel to the South Shore Drive. A row of poplar trees was planted, but died within the year. Currently, there are nine additional industrial sites within the area. Aside from the continued visual problem to city residents and lake users, there are additional problems of traffic congestion, lack of wildlife habitat and noise. The noise problem specifically involves daytime industrial site machine operation, as well as'routine weekly dumping of industrial dumpsters at 3:00 a.m. In our efforts to further address these concerns, we have met with Eric Blank, Director of the Park and Recreation Department and Don Kissinger, City Forester. They have designed a landscaping proposal to address the visual concerns. Our request is that the city council would approve this landscaping proposal. We would also request that the noise problem be addressed as well as the destruction of wildlife habitat. ahs JUN 2 2'90 4 Our overall concern, however, does not rest with land issues alone, but the quality of water within the lake itself. I have lived on the lake for thirty years and have witnessed changes in the quality of the water. Other residents have expressed similar concerns. For these reasons, we also request your support for two additional water.quality issues. First, we ask that the city discontinue its utilization of chemical methods of lawn weed treatment in efforts to upgrade the run off water which flows into the lake. We also ask that city residents be informed of organic methods of weed control and fertilization or that the city impose stricter measures to insure cleaner run off water. For your review, we have enclosed an article on organic alternatives for home weed control. Secondly, we ask your support for the Water Quality Improvement Grant currently being negotiated between city officials, The Department of Natural Resources and The Environmental Protection Agency. If this grant is not approved, we ask that immediate steps be undertaken to assure that the quality of water be improved. This grant is particularly crucial as its approval has now been delayed for two years while the quality of water continues to worsen. Lastly, we have included for your review a copy of an article which recently appeared in the Minneapolis Star and Tribune. It cites the City of Eagan for its leadership role in their attempts to improve water quality in their city lakes. As the City of Plymouth has been recently cited as a leader in our recycling efforts we ask that the city become a leader in water quality improvement issues as well. The development of a lake management team, as cited in the article, would be of benefit to the improvement of Medicine Lake as well. Again, thank you for your concern and time devoted to lake issues. In the event that you should need to reach us in the near future, we are including two resident contact listings here. Sincerely, '1111m, �Ilm Bridget Jodell 10100 South Shore Drive Plymouth, MN 55441 Home: 545-8374 Work: 627-2673 or Terrie Christian 9910 South Shore Drive Plymouth, MN 55441 Home & Office 546-5266 C. C. Mayor Rim Bergman, Mayor of Plymouth Mr.Eric Blank, Park and Recreation Department Mr. Bruce Larson, President of AMLAC Mr. Don Roberts, Environmental Protection Agency ciM JUST 22'90 Organic Lawn Care ,n we're nature friendly Our products are non-toxic, non- poisonous and will not harm your children or pets. Safe to use next to ponds, lakes and streams. Safe for new seeding, too because our products are salt and -acid free. Aerlation Problem: Compacted soil is unable to absorb and retain water and oxygen, so plants are unable to maintain a healthy root system and depend on frequent watering and fertilization. Solution: Our natural organic products releases the compaction and restores the soils natural microscopic life, thus increasing moisture and oxygen levels and encouraging root development. Fertilization f#jxcWftft\tA+da*U Problem: Fertilizers burn and kill when over -applied, especially when combined with heat and drought stress, because the acid, salt and chlorine are toxic to plant and microscopic soil life. Solution: Our fertilizers are derived from natural organic vitamins, protein and plant tissue that absorbs through the whole plant. These relieve stress and build endurance. Fungus & Disease Control r�cu��+�cmrsts�sf�c�GymuMc�vway�� u���4iu Problem: Excessive watering and chemical fertilizers encourage disease spread because chemical fertilizers contain chlorine and salt, In addition to any chlorine In the water. Together they kill the natural disease destroying micro-organisms in the soil. Solution: Our organic product requires up to 75% less watering and encourages the repopulation of disease fighting organisms. Trees Shrubs _ bs Flowers Gardens 6srn+c►iwaor�ii�c+>,4�.�t���►t�t�fi,"�dE�'ivgi�i4�l(S��1tEal#t46!Xtuc�+►Kiirc6 Problem: Chemical fertilizers drifting in the wind can kill other plantlife. solution: Our product does no harm. Weed Con r Problem: Chemical weed killers are applied even to nonweeds, causing an overburden rate of 6 to 1000 times more product than effective, thus requiring environmental protection signs for dangerous chemicals. Solution: We offer nontoxic, nonchemical alternatives. We also offer chemical use consulting. © — 1989 — Organic Lawn Care, Inc. O&A 0. is our product dangerous to children, pets or wildlife? A- N01 Our product comes from a "LIVESTOCK FEED GRADE SOURCE", from which animals benefit. 0. Why was this company started? A. Mark, the owner, grew up on a farm where he saw weeds become increasingly resistant to weed control chemicals and yearly the costs rose. He sought alternatives. His research revealed the environmental harm being done by chemicals —and the alternatives he developed. 0. How do environmental groups view your program? A. The International Alliance For Sustainable Agriculture Clean water Action Group and The Sierra Club support ou program. We all work to establish and sustain clean air water, clean food and a clean world. CALL TODAY FOR FREE ESTIMATE 612.331.8600 LAWN GUARANTEE PROGRAMS Seeding: The first 12 months after seeding are critical to seedling growth and establishment of a lawn, especially because of heat and drought conditions. We guarantee your lawns establishment and growth during this critical period, OR ORGANIC LAWN CARE WILL RESEED iT. Fertilization: If a lawn we service dies because of drought, ORGANIC LAWN CARE WILL APPLY PAID COSTS OF ALL PREVIOUS APPLICATION TOWARDS THE PRICE OF RESEEDING AND ESTABLISHMENT OF LAWN. Non -Metro Dealer inquiries: Call 1-800-798-1069 Organic bLawn Care we're nature friendly All Services Including: ✓ Aeration r Natural Food Grade Products For Fertilizers ✓ All Trees, Shrubs, Flowers ✓ Natural Fungus & Disease Control ✓ Garden Plants & Soil ✓ Seeding kiea Teln ea". Mvihy Phhibf: and sUcking i,42cg P•Mhho('ihq hf'IuhnPd u O.dp4e. 9'M hof khrnihq n Pieing 6Lm. is '4� ' 1 1 �' • , N •, ' •' J. . 5• l(Al We want your lawn to look fabulous and be SAFE. 1 CiM JUN 22'00 M".. w ry-., t vAl C141 ju#,2,2 90 a cob a' cn, n ACL M".. w ry-., t vAl C141 ju#,2,2 90