HomeMy WebLinkAboutCouncil Information Memorandum 06-14-1985CITY OF
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CITY COUNCIL INFORMATIONAL MEMORANDUM
June 14, 1985
UPCOMING MEETINGS AND EVENTS......
1. PLYMOUTH FORUM -- Monday, June 17, 7:00 p.m. Plymouth Forum in
Council Conference Room.
2. REGULAR COUNCIL MEETING -- Monday, June 17, 7:30 p.m. Regular City
Council meeting in City Council Chambers.
3. BOARD OF ZONING ADJUSTMENTS & APPEALS -- Monday, June 17, 7:30 p.m.
The Board of Zoning Adjustments and Appeals will meet in the large
conference office conference room. (M-3)
4. PLANNING COMMISSION -- Wednesday, June 19. A special meeting of the
Tanning Commission is scheduled for 7:30 p.m. in the City Council
Chambers. Agenda attached. (M-4)
5. JULY CALENDAR -- A copy of the July meeting calendar is attached.
M-5
FOR YOUR INFORMATION....
1. EROSION PROBLEMS -- Two weeks ago the Council directed me to more
vigorously enforce the City's erosion and siltation policy. Since
that time, building inspectors, engineering staff, as well as
administrative staff personnel, have been inspecting sites through-
out the community. I believed great deal of progress has been
made, but, as the Council members know, it is a continuing problem,
and one which must be continually monitored to be effective. Sherm
Goldberg is responsible for monitoring the erosion policy for the
Department of Public Works. Attached is a memo from Sherm dealing
with sedimentation reaching Bass Lake. Also attached is a memo I
received from Councilmember Crain on his observations of specific
sites throughout the community, as well as general observations on
the policy itself. In those cases where we are observing dirty
streets, as compared to serious erosion problems, we are hiring a
street sweeping contractor to go into the developments and sweep.
Fred Moore intends to continue this practice throughout the
construction season if necessary. If individual Councilmembers note
areas of serious problem, I would appreciate your contacting me in
order that we can get on top of it promptly. (I-1)
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 559-2800
CITY COUNCIL INFORMATIONAL MEMORANDUM
June 14, 1985
Page 2
2. METROPOLITAN COUNCIL'S ORGANIZED COLLECTION TASK FORCE -- (The
following is a report from Pat Neils on the Metropolitan Council's
Organized Collection Task Force.)
The Met Council's Organized Collection Task Force has finally
finished its report. I was the AMM representative.
The Task Force, mandated in 1984 by the Legislature, to "assess the
need for a system to implement a system of organized collection" in
the region, was created at the request of the Met Council. Members
represented local and county government, Met Council and waste
haulers. The Task Force was to submit a report to the Legislature
in dune and had only 6 weeks in which to do its work because Met
Council staff had been tied up on other projects.
The Task Force divided on one issue: recommendations. Some members
favored adoption of recommendations supporting mandatory organized
collection; others of us felt that a needs assessment is just that
and that inclusion of recommendations would go far beyond the legis-
lative charge. We did, however, vote to include five statements of
findings and conclusions; each was adopted individually and was
purposely general.
Our findings and conclusions said that organized collection may
reduce costs, that municipalities currently have adequate authority
to organize collection and that individual communities should
consider "potential benefits".
After the report was ostensibly finished, the chair hastily called a
final Task Force meeting. Met Council staff had changed two of the
conclusions so that they , in effect, had become conclusions. Staff
wrote that "organized collection -- could significantly facilitate
regional waste management objectives". Not what we had said at
all! The group affirmed its original findings and conclusions and
directed staff to include them as written.
The Task Force also directed the chair to send a letter to the
editor of Metro Monitor which published the attached article about
the report before our final meeting. This article was written
before the report was finished and does not reflect our conclusions
at all in that we "favor" nothing. The article does reflect the
Metro Council bias toward organized collection and sets forth the
advantages (real and imagined) in a less than objective manner.
Metro Monitor, in my mind, remains a tax -supported propaganda piece
that the Met Council uses to disseminate its version of "the truth"
and to advocate for its position on any number of issues. I take
some comfort in my belief that it's not widely read! (I-2)
CITY COUNCIL INFORMATIONAL MEMORANDUM
June 14, 1985
Page 3
3. SYCAMORE LANE NORTH OF 6TH AVENUE -- Attached are reports from the
Public Safety Department and consulting engineer with respect to
speed enforcement and traffic volumes on Sycamore Lane north of 6th
Avenue. The Council directed that these actions be taken in
response to concerns expressed by Mr. and Mrs. Goetsch. The speed
enforcement assignment found that of the total 52 vehicles clocked,
50 were travelling at or below the posted speed of 30 mph, with 2
exceeding the speed limit travelling between 31 and 35 mph. The
consultant engineer's traffic report shows an average daily traffic
count of 236 trips. Considering that residential street traffic
counts range from a low of 50 to a high of 2,000 trips per day, the
volume of 6th Avenue North is considered well within acceptable
limits. We'will advise the Goetsch's of these findings. No further
changes are recommended with respect to Sycamore Lane north of 6th
Avenue. (I-3)
4. PLYMOUTH METROLINK UPDATE -- The Minnesota Department of Transpor-
tation evaluation of the Plymouth Metrolink system recommended that
we investigate the possibility of service reductions to reduce
operating costs and fare increases, particularly for the internal
circulator, to develop a better cost recovery ratio and reduce the
deficit per passenger. In order to accomplish this, a survey was
administered to 50 internal circulator passengers. The survey
(attached) asked for information both about service, enhancements,
reductions, and fare increases. As a result of the responses to the
survey, the following changes will be implemented effective duly 1
on an experimental basis.
The mid-day circulator will begin service one hour earlier, at
9:00 a.m.
The route scheduled at noon will be eliminated.
Service to Ridgehaven Mall, including Target and Byerly's, will
be included as part of the internal circulator route.
Fares will increase from 50t to 60¢ per trip.
Because of telephone calls received from new developments in the
community, enhancements are also scheduled to the commuter service.
A request for service has been received from Fox Forest. Alteration
of one of our existing routes will enable us to serve this area
which was not previously served. Park Place will also be served by
modification of an existing route, utilizing 34th Avenue.
Two other changes are anticipated. The first involves the park and
ride lot, and the second, bus schedules. During the last month, we
have regularly experienced park and lot usage at or beyond the lot's
capacity of 23 vehicles. This week the lot was restriped to provide
for an additional 12 stalls while retaining the necessary space for
passenger transfer and bus turn around.
CITY COUNCIL INFORMATIONAL NENORANDUM
June 14, 1985
Page 4
The new schedules to be available July 1 will reflect the
enhancements outlined above and will be reformatted. The commuter
and reverse commuter services will be separated into two different
schedules. Each schedule will show the reverse commuter routes on
one side and the mid-day service schedule on the other side. Maps
will be included for each type of service and should result in more
understandable schedules.
The changes outlined above represent "finetuning" to the Plymouth
Metrolink to help us better serve our developing community at an
economical cost. (I-4)
5. PUBLIC ACCESS TO LAKES -- Attached is an article by Ron Schara which
appeared in the Minneapolis Star and Tribune Wednesday, June 12 with
respect to public access to Christmas Lake. The Department of
Natural Resources had been granted authority by the Minnesota
Executive Council to exercise eminent domain in order to acquire
access to Christmas Lake. It is reasonable to conclude that
Christmas Lake will not be the last where public access will be
acquired in this fashion and since Bass Lake has been on the
priority list for the DNR, the Council might anticipate the issue of
DNR provided public access to Bass Lake being raised in the future.
(I-5)
6. SUN/SAILOR DISTRIBUTION -- Advertisers Distribution Services (ADS),
has contracted with the Sun/Sailor papers to distribute their papers
throughout Plymouth. Prior to the end of June, ADS will be mailing
to all postal customers a copy of the attached notice informing them
of the proposed change. By the second week of July, they will start
to install their own mailtubes on mailbox stands throughout the
community. At that time, they will insert another notice similar to
the one attached informing the public of the changeover. They
expect to have the entire community converted to the new
distribution system prior to the end of summer. The Sun/Sailor is
presently distributed through the U.S. mail. Mr. Emil Rutten, of
ADS, informs me that over time, other free distribution materials
such as the Sun telephone directory and community college brochures,
will be distributed by them via these mailtubes. In those instances
where mailtubes are not installed, they will distribute the
materials via plastic bags attached to the homeowner's door. (I-6)
7. "A PASSION FOR EXCELLENCE" -- Attached is a copy of an extract from
a Fortune magazine article dealing with the Peters and Austin book
"A Passion for Excellence". You may have had the opportunity of
reviewing this article, but on the chance you missed it, I believe
it is worthwhile reading. You may even want to acquire the book.
We are encouraging all our supervisors to read this article and
hopefully, the book, for many of its common sense suggestions which
can be applied to our everyday work experience. (I-7)
CITY COUNCIL INFORMATIONAL MEMORANDUM
June 14, 1985
Page 5
8. INFORMATIONAL MEETING FOR MEDICINE LAKE RESIDENTS -- The Hennepin
County Park Reserve District has scheduled a special informational
meeting for Medicine Lake residents on dune 18, 7:30 p.m. at the
Medicine Lake City Hall. The Park Reserve plans to discuss with
residents the planned Aquatennial program which will involve the
Canadian Snowbird Aerobatic team and the status of the Regional
Trail Corridor around Medicine Lake.
9. MINUTES -- The following minutes are attached for your information:
a. Bassett Creek Water Management Commission, May 21, 1985 (I-9)
10. COMMUNITY CENTER -- The attached three articles, taken recently from
the Minneapolis Tribune, will give you some perspective on the
market and trends for large indoor recreation centers in the metro-
politan area. Note there are some very interesting parallels of the
philosophy of the private clubs with that which we outlined with the
Plymouth community center. (I-10)
11. RECYCLING -- Attached is article from the Minneapolis Star and
Tribune describing the recycling program the City of Fridley
initiated this week. (I-11)
12. LOCKUP INSPECTION REPORT -- On May 9, representatives of the
Hennepin County Sheriff's Department conducted an inspection of the
City's lockup facility. No code violations or deficiences were
noted during the inspection which would require correction action.
A copy of their report is attached for your information. (I-12)
13. COMMUNITY ACTION FOR SUBURBAN HENNEPIN BOARD -- On dune 11, 1985,
the Hennepin County Board adopted a resolution announcing six
vacancies to the newly created Community Action for Subuicban
Hennepin Board. Appointments to this Board will consist of elected
municipal officials of suburban or rural Hennepin County munici-
palities; two from each suburban human services council planning
area. The appointments will be for a one year term. Applications
will be accepted by the County until duly 25. A copy of the
Hennepin County Board resolution is attached. (I-13)
14. SOLID WASTE RESOURCE RECOVERY VENDOR SELECTION -- Attached is a
letter from Luther Nelson, Director of the Department of Environment
and Energy concerning the County's plans and timeframe in selecting
a vendor to implement a solid waste resource recovery facility to
serve Hennepin County. In April, 1985, the County accepted
proposals from five companies for the design, construction,
acceptance -testing, ownership and 20 -year operation of a resource
recovery facility at the Greyhound site in Minneapolis. The County
has evaluated these proposals and plans to issue a final report on
June 17. The County Board Public Service Committee will meet on
June 20 at 10:00 a. m. and 1:30 p.m. , and on dune 21 at 9:30 a.m. ,
for consideration of the reports. (I-14)
CITY COUNCIL INFORMATIONAL MEMORANDUM
June 14, 1985
Page 6
15. PLYMOUTH EMPLOYEES:
a. New Employee -- Michael Buske will start employment with the
City on Monday, June 17 as a police officer. Mike is from
Hutchinson, Minnesota, where he was employed by the Hutchinson
Police Department as a part-time police officer. Mike attended
Willmar Community College, receiving an A.S. Degree in Law
Enforcement, and also Mankato State University, graduating with
a B.S. in Public Administration - Law Enforcement.
b. Mike Ridgley -- Mike Ridgley was admitted to Methodist Hospital
Thursday evening for an emergency appendectomy. I have been
advised that Mike appears to be recovering well from the
surgery.
c. Correspondence -- I have received the following correspondence
on Plymouth employees:
(1) Letter of appreciation to Larry Rogers from Gene
Kacheroski, a member of the Robbinsdale Armstrong Social
Studies staff, on Larry's participation on a panel
discussion at the school on police philosophy, procedures
and interaction with the public. (I-15-1)
(2) Memorandum from Pat Neils advising of the positive feedback
she received from Julee Quabe-Peterson, a new Plymouth
resident, on assistance she received from City staff when
filing her homestead application. We checked our records,
and find that Jan Evenson of the Assessing Division
assisted Ms. Quabe-Peterson. (I-15-2)
(3) Letter of congratulations to Sue Mauderer from Mayor
Davenport on achieving the Minnesota Certified Specialist
designation. The Mayor also commends the Assessing staff
for their excellent Job with this year's Board of Review.
(I-15-3)
16. CORRESPONDENCE:
a. Letter to Donald Horst, President, Wayzata -Plymouth Soccer Club,
from Mayor Davenport, on the Club's decision to amend their
bylaws to include "Plymouth" in their name. (I -16a)
b. Letter of congratulations to Dr. Roger Adams, Acting Superin-
tendent, Wayzata School District, from Mayor Davenport. (I -16b)
C. Letter to David Peterson, Hewitt, Peterson & Associates, from
Mayor Davenport, in response to Mr. Peterson's inquiry of June 5
concerning the Tennant Company property. (I -16c)
CITY COUNCIL INFORMATIONAL MEMORANDUM
June 14, 1985
Page 7
d. Letter to Steve Chesebrough, from Mayor Davenport. on his
resignation as Commissioner on the Park and Recreation Advisory
Commission. (I -16d)
e. Letter responding to Alan Schackman, Vice President, Ryan
Construction Company, on Mr. Schackman's letter of May 10
regarding trash accumulation along 51st Avenue and on private
property within Ryan Business Center. Mr. Schackman's May 10
letter is also attached. (I -16e)
James G. Willis
City Manager
JGW:Jm
attach
AGENDA
board of Zonina Adjustments and Appeals
Monday - June 17. 195
WHERE: Plymouth Citi Center
3400 Plymouth Boulevard
Plymouth, Minnesota
�' \ — 03
1. CALL TO ORDER 7:30 P.M.
2. ROLL CALL
3. APPROVAL OF MINUTES May 13. 1955
4. NEN BUSINESS
A. Leonard S. Busch. lariance from the required building front yard setbacks. The
Property is located at 4045 High%dN 101. (06-01-55)
B. James Lauer. \ariance from the required buildinq front yard setbacks and also
from the maximum 20% lot coverage in a residential district. (06-02-55)
C. Robert and Cynthia Deere. variance from the required front and side yard
setbacks. (06-03-55)
D. Kenneth Peterson. variance from the required front and side var.d setback.
(06-04-55)
5. OTHER BUSINESS
6. ADJOURNMENT
PLANNING COMMISSION MEETING AGENDA
WEDNESDAY, JUNE 19, 1955
M -aA
WHERE: Plvmouth 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.
1. CALL TO ORDER
2. ROLL CALL
7:30 P.M.
*3. CONSENT AGENDA/APPROVAL OF MINUTES June 12, 1985
4. PUBLIC HEARINGS
A. Lundgren Brothers Construction Company. RPUD Preliminary Plan/Plat and
Conditional Use Permit Amendment for "Mission Trails" located north of
Goldenrod Lane and 41st ,Avenue North (85035)
B. City of Plymouth. Preliminary Plat and Final Plat for property located
northwest and east of Northwest Boulevard at West Medicine Lake Drive (85040)
C. John Karos. RPUD Concept Plan, Preliminary Plan/Plat, Rezoning and
Conditional Use Permit for "Heritage Knoll" located southeast of Northwest
Boulevard at West Medicine Lake Drive (85041)
5. NEW BUSINESS
None
6. OTHER BUSINESS
A. Agenda Items for Joint Meeting with Council
B. July and August Meeting Dates
C. Capitol Improvements Program Review and Hearing Schedule
D. Conditional Use Permit Minor Amendments
7. ADJOURNMENT 9:00 P.M.
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CITY OF PLYMOUTH
3400 PLYMOUTH BLVD., PLYMOUTH, MINNESOTA 55447
TELEPHONE (612) 559-2800
DATE: June 5, 1985
MEMO
TO: Jim Willis, City Manager
FROM: Sherman L. Goldberg, City Engineer
SUBJECT Siltation of Bass Lake
Response to the May 8, 1985 memo and subsequent calls from some of the
residents in the area, I have met with the developers of the Creekwood Hills
Development north of Hamel Road and west of Larch Lane. I went over with them
the concerns the citizens and the Council had for the siltation and discolored
water that is entering Bass Lake from primarily their development. In addition
to cleaning up their streets and placing hay bales around the catch basins, hay
bales and more siltation fence in the back of the curbs where the dirt is
running off the site onto the streets. In addition as shown on the attached
drawing, we are going to have them build a sump area to trap the runoff prior
to it's going underneath the railroad tracks and into Bass Lake. At this point
in the creekbed, the entire runoff from the site comes through prior to
entering Bass Lake.
In reviewing the area on June 4, 1985 the water running through the creek and
from their site was relatively clear. If at this point we can slow the water
down thereby creating time for the silt to settle out, especially during the
initial flush from the storms that might occur, I think we can keep the water
relatively clean before it enters the lake. Besides the sump that will be
built, we will put up additional straw bales and silt fence.
I have also talked to the developers about putting some pressure on the home
builders to get their yards sodded as quickly as possible. This will help cut
down on the erosion problem.
V4,—
Sherman L. Goldberg, P.E.
SLG:kh
cc: Fred G. Moore
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DATE:
TO:
FROM:
SUBJECT
CITY OF PLYMOUTH
3400 PLYMOUTH BLVD., PLYMOUTH, MINNESOTA 55447
TELEPHONE (612) 559-2800
MEMO
June 5, 1985
Jim Willis
Dave Crain
EROSION CONTROL
Monday I talked with Blair about several developments I visited over
the weekend relating that there were severe problems with mud in the
streets in virtually all of them. Specifically the problem existed
in Harrison Hills, Jamestown, Creekwood, Pheasant Hills, DeVries II
& III, Deerwood and Middlemist's duplex development at Cty 9 and
Zachary.
Blair explained tae aggressive program now being undertaken by Joe
Ryan and the inspectors. He also explained the problems that result
from our use of city inspectors as enforcers of our Erosion Control
Policy and the recalcitrance of some builders.
For the inspectors it necessitates a judgement call as to whether a
street is "dirty" and, in some cases, judgement as to what builder
is responsible for the dirt in the street. Secondly, there are the
logistical problems inherent in having to reschedule inspections.
The rescheduling may penalize builders who are doing a good job.
Additionally, there may be a 2-3 week time period between inspection
visits to a site during which builders may ignore control
procedures. Also, if inspectors are to stop at sites they are
passing by when they see a problem this also can severely hamper the
insiection process.
Not surprisingly, there are builders who don't seem to care whether
they are inspected or not. Some apparently view building permits,
codes, inspections, etc. as a city problem --not theirs.
My perspective is that we have a severe problem (erosion) that will
be corrected. I believe we should aggressively enforce the current
policy through this building season while keeping a record of
enforcement actions and problems. This fall or early winter I
believe it would be in order for the staff to report on the
experience this year, an evaluation of the problem and suggest
changes in the policy, if necessary, to meet the objective.
Certainly, if there are any actions or changes that are necessary
sooner, I'm sure we will want to act quickly.
I recognize I should have talked to you rather than Blair on this
and will do so in the future.
HDC:ns
Plan trash hauling, says report
Chances are one trash hauler picks up
your trash, a different hauler picks up
your neighbor's, and yet a third hauler
collects from your neighbor two doors
away. Many different trucks rumble
into most Twin Cities Area neighbor-
hoods each week to collect trash.
Would it make sense for one hauler to
collect refuse from your entire neigh-
borhood?
"Yes," said a neighborhood association
in St. Paul's "Tangletown"area. (Tangle -
town is located south of Grand Av.,
north of St. Clair Av., west of Snelling
Av., and east of Fairview Av.)
A survey of residents revealed serious
concern about the large number of gar-
bage trucks going up and down their
alleys. The gr -)up found 29 different
haulers were serving their 17 -block neigh-
borhood. The association persuaded
more than two-thirds of the households
in the area to use one hauler, chosen by
a committee of residents.
A new Metropolitan Council report has
me to a similar conclusion. It Tavors
"organized collection," in which a pub-
ic or private group prevents over ap
!rasm pickupservices in an area. r an-
ized collection the report says, has
advanta�es over the prevailing systems
in whit each Ouse c a rT� an.ges se
ara e y Tor trash collection. ver ap in
The angle[own area has been drastically
reduced through the neighborhood asso-
ciation's efforts.
The report found that cities can elim-
inate overlap within service areas by
contracting with or franchising one or
more private companies to collect trash,
or by providing municipal pickup. Cities
may improve efficiency of collection
and reduce costs by an average of one-
fourth to one-third.
"We got bids from about a dozen haul-
ers, and half offered us lower prices,"
said Chip Peterson, a Tangletown resi-
dent who helped organize collection
there. "The hauler we finally chose
charges households about $2 less per
month than the lowest prices for normal
service.
Continued on page 3.
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TRAFFIC 85-7
DATE: June 6, 1985
TO: director Carlquist
FROM: D. Paulson
SUBJECT: Speed Enforcement
On Sycamore Lane north of 6th Avenue
Four radar assignments were made at this location. Two during
the morning rush hour period and two during the evening rush
hour period.
During the four assignments a total of fifty-two (52) vehicles
were clocked by radar. Fifty (50) of those vehicles were
traveling at or below the posted speed limit of 30 MPH. Two (2)
vehicles were traveling between 31 and 35 MPH.
No tags were issued as no vehicles were traveling at, or above,
36 MPH (residential tolerance was applied).
A' :I) i 21)1 7 J
• PORTABLE TRAFFIC RECORDER DATA SHEET J
LOCATION .'@ �U. COUNTY Ul�uQE:fl Q STATION NO.
6
COUNT BEGINNING DATE lb/3 / ,5r, DATA BY -jf:�.)
w
I AVERAGE of
COUNT
MIA
IF
SKETCH
Ji
AVERAGE DAILY TRAFFIC'
�I
Remarks:how
RECORDER TYPE: MR 0 MR 0
MACH NO. NO. NO.
AR 0
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rt4my,JOUTH
METROLINK
MIDDAY CIRCULATOR PASSENGER QUESTIONNAIRE
PLEASE ASSISI' US WITH REFIN l� MIDDAY SERVICE BY ANSWERING THESE O(JESTIONS!
FmITrII�: 1. If Metrolink served businesses west of Plymouth Road in Ridgehaven
P1 -ill, such as Target and Byerlys, would you ride that route?
Yes_ 41 No
2. If yes, then which trips would best serve your needs? (Pick two)
10:00 a.m. 19
11:00 a.m.
12:00 p.m. ']
1:00 P.M.
2:00 p.m. µ
3:00 p.m. Q
4:00 p.m. /Q
9CH RULE: 3. If service were to be eliminated for any given day of the week, which
day would you Drefer no service? (Pick one)
Sundav Z g
Monday
Tuesday
Wednesdav
Thursday 0
Friday Q
Saturday 2-
4.
4. If service were to be eliminated on the day you indicated above,
would you ride as often each week but on other days?
Yes 41 No 4
5. If service were to be eliminated for any given hour of a day, which
hour would you prefer no service? (Pick one)
10:00 a.m. 15 2:00 p.m. s
11:00 a.m. 3 3:00 p.m.
12:00 D.m. 4:00 p.m. / 3
1:00 D.m.
6. If service were to be added at 9:00 a.m. or 5:00 p.m., would you ride
at either of those times?
Yes y 5
-OVF'R-
No j
7. If yes, would you ride most often in the morning or afternoon?
(Pick one)
9:00 a.m. 5:00 p.m. 2.3
FARES: 8. If service is offered to Ridgehaven, would you be willing to pay
lOC to ride between Ridgedale and Ridgehaven?
Yes 340 No 77
9. If the base fare were to be increased to 60C per ride, would
you ride Plymouth Metrolink?
More often O
About the same _
Less often
per• 10. Is there any location near the route that is not presently served
where you would desire direct service to?
11. What troubles you the most about the Plymouth Metrolink Operation?
12. What pleases you the most about the Plymouth Metrolink system?
�A4po »� `O'a s•1* *1 06
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RESIDENTS OF HENNEPIN COUNTY:
A.D.S.. Inc. of Cambridge. Minnesota, has contracted with the publishers of THE
SAILOR NEWSPAPERS for the weekly delivery of their publication.
Postal regulations prevent A.D.S., Inc. from making deliveries in your U.S. Mail box. so
we will be installing black A.D.S. Mail tubes in your community. The installations will
be made in a neat and workmanlike manner on your mail box post. or on a separate
post provided by A.D.S., Inc. A short time after the tube is installed, deliveries will
begin.
Along with the regular weekly publications, other materials such as circulars, flyers.
community education and college class offering schedules, community and telephone
directories, product samples, etc. will be delivered to you in your mail tube.
The pressure of time and cost make it impossible to contact each homeowner in advance
to explain the project. Therefore. we install the mail tube first and trust that the
installation is acceptable to you.
If there is anything about the A.D.S. tube installation that you would like changed. or if
you prefer not to have a tube installed for you, please call the A.D.S. area manager at
542-9582.
or WRITE TO: A.D.S.. Inc.
2828 Hedberg Drive
Minnetonka. MN 55343
T * Alk
- y'
x
ih1%
�n
NR{F`
k
Y �g
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y`.
Dear Postal Patron:
As a result of postal regulations, higher costs, and delivery delays, some publishers
of free weekly newspapers and shopping guides in this area are seeking more depend-
able and economical alternatives for distribution.
A.D. S. , Inc. provides local distribution of third class materials for publishers and
merchants who contract for our delivery services. Postal regulations prevent A. D. S. ,
Inc. from making deliveries to your U. S. mail box. Therefore, we have installed
an A. D. S. , Inc. mail tube next to or on your mail box post.
Pressure of time and cost does not permit us to personally contact each patron to get
installation agreements signed in advance, so we install first and trust you to return
the enclosed agreement with your signature.
Please read it over, sign it, and place it in your A.D. S..mail tube by next Monday.
The carrier delivering your route will pick up your signed agreement, and include
you in his regular delivery route every Tuesday or Wednesday sometime thereafter.
A.D. S. , Inc. will be delivering most of the free weekly shopping guides and news-
papers in the area, some advertising from leading stores, merchandise samples, etc.
We will only deliver to your A. D. S. , Inc. mail tubes.
The mail tubes are hirnished at no cost to you, but we must have the installation
agreement signed anal returned for our files. If you have already returned a signed
agreement, please ignore this request.
-------- PLEASE SIGN AND RETURN TO YOUR A. D. S. TUBE -------
AGREEMENT
I hereby grant my permission to Advertisers Distribution Services, Inc. of Cambridge
to install a mail tube near my postal box.
(Ilse this space if you want any changes in the tube installation)
I agree that ownership and jurisdiction over the tube and installation materials remains
with A. D. S. , Inc. and they shall have authority to regulate its use, or retrieve anything
left in these tubes without authorization by A.D. S. , Inc.
DATE: SIGNED:
PHONE NO.: ADDRESS:
FIRE NUMBER:
FORTIIN E
MANAGING/COVER STORY
A PASSION FOR
EXCELLENCE
That's the title of the forthcoming sequel to the remarkably successful In Search of Excellence
These excerpts, exclusive in FORTUNE, reflect the main themes. Among them: organization
attain excellence by doing a lot of little things well. ■ by Tom Peters and Nancy Austi
easured by marketplace success, In
Search of Excellence ranks as the
business book of the century—five
million copies sold so far, in 15
languages. Now comes co-author Thomas J.
Peters with another publishing event—a se-
quel, A Passion for Excellence, to be pub-
lished by Random House in May. The prede-
cessor's coattails alone should be enough to
ensure best-sellerdom.
In Search of Excellence, the sequel says,
"used a broad brush to paint a picture ofexcel-
lent performance" in 43 big companies. "A
Passion for Excellence etches a finer, bolder
portrait of the sources of long-term distinction.
And passion it is. Top-flight per is
not dry and deadly; it is spirited, it is emotion -
filled. " The book is spirited too. It shoots down,
or at least at, several notions favored by busi-
ness school professors and management con-
sultants—economies of scale, the experience
curve, the importance of marketing strategy. A
Passion for Excellence even questions wheth-
er companies that seek to increase their market
shares by cutting costs will be rewarded in the
long run. That's heresy. On the bright side,
many pages tell of companies doing things
that are rewarding in the long run.
Unlike its predecessor, A Passion for Excel-
lence carries its gaze beyond business, to look
at managing in education, sports, municipal
government, and the U.S. Air Force. There's
A "BACK TO BASICS" REVOLUTION
A revolution is brewing. In large measure it is a "back to basics"
revolution. The management systems, schemes, devices, and struc-
tures promoted during the last quarter-century have added up to
distractions from the main ideas: the achievement of sustainable
growth and equity. Each such scheme seemed to make sense at the
time. Each seemed an appropriate response to growing complexity.
But the result was that the basics got lost in a blur of well-meaning
gibberish that took us further and further from excellent perfor-
mance. We got so tied up in our techniques, devices, and programs
that we forgot about people.
The concept of leadership is crucial to the revolution—so crucial
that we believe the words "managing" and "management" should be
discarded. "Management," with its attendant images, connotes con-
trolling and arranging and demeaning and reducing. "Leadership"
connotes unleashing energy, building, freeing, and growing.
THE TWO EDGES OF EXCELLENCE
Many accused In Search of Excellexce of oversimplifying. After
hundreds of seminar s we have reached the opposite conclusion: In
Search of Excellence didn't simplify ugh. In the private or public
sector, in big business or small, we serve that there are only two
ways to create and sustain superior terformance over the long haul.
First, take exceptional care of yo customers via superior service
..+icv5 .•�.._ .s..b�'., 5r:r.•Jf/irn.r-. •F-rx
20 FORTUNE
also a difference in authorship. In the h7
book the co-author was Robert H. Watermu
Jr., who had been a colleague of Peters
McKinsey & Co., the big management co;
sulting firm. This time the second name c
the title page is that of :Nancy Austin, wi
used to run Hewlett-Packard's manageme
development seminars and is now a partn
in the Tom Peters Group, a consulting out
headquartered in California.
A Passion for Excellence, the authors sa
"is not a how-to book. It is not a book on A
ory. It is rather an avowed Whitman's Sal
pier of the passion for excellence observed ai
celebrated, " W hat follows is a sampler of t
sampler, adapted forpublication in FORTUN
and superior quality. Second, constantly innovate. That's it.
Neither superior customer service nor constant innovation—t;
two sustaining edges of excellence—is built upon genius in the exe
utive suite, sleight-of-hand techniques, or mystical strategic mov
on a game board. Both are built, instead, on a bedrock of listenir.
trust, and respect for the dignity and the creative potential of ea
person in the organization. Thus, customer courtesy means court
sy from the accounting department, the purchasing department, a;
the engineers, as well as from the salespeople. Quality, too, is an
hands operation. The winners stun us not by their cleverness, but'
the fact that each and every aspect of the business is just a tou
better than the norm.
So that is our model: care of customers, constant innovatic
turned -on people. Yet one thing is missing, one element that cc
nects all the others. It was a shadow over the pages of In Search
Excellence, but was seldom labeled. as many subsequently point
out. It is leadership.
The brand of leadership we propose has a simple base of MBV
(Managing By Wandering Around). To "wander," with custome
and vendors and our own people, is to be in touch with the fir
vibrations of the new. Hard -data -driven information is usually a d
late and always sterile. The adaptive organization is one that is
touch with the outside world via living data. The No. I manager
productivity problem in America is, quite simply, managers who a
out of touch with their people and out of touch with their custome)
_L-7
ART FRY, research scientist at 3M.• Singing in a choir lett to a maraetptace winner, muse euay-up . .. •., ,,
THE ART OF NAIVE LISTENING
The importance of listening to customers is an oft -strummed theme
in A Passion for Excellence. The authors recommend "naive listen-
ing"—listening to end users, not just intermediaries, and doing so
without preconceptions, to pick up the real message.
"Naive listening" is a term we ran across when talking with the
chairman of Allergan, a highly profitable Irvine, California, subsid-
iary of SmithKline Beckman. About $100 million of the company's
$200 million in revenues is derived from a product family of oint-
ments and the like for ophthalmology patients, especially contact
lens users. Chairman Gavin Herbert described the breakthrough
that had led to development of the product: "I've repeatedly argued
PHOTOGRAPH BY STEVE SMITH
that reading the data and talking to the ophthalmologists is not
enough. In the pharmaceutical industry we're overwhelmed by data.
All the prescription information comes in by the bushel, rapidly and
neatly summarized. We have more than we need. But we miss the
basic customer. I've always insisted that our people stay in touch
with the users, the patients.
"With contact lens wearers, we kept coming across, in one form
or another, the same problem: 'itchy -scratchy eyes.' Now you know
and I know that no'ophthalmologist, after 20 years of professional
training, is going to write down as his diagnosis 'itchy -scratchy
eyes.' It's just not professional language. Yet it was the problem. We
started working on coming up with something to deal with itchy -
MAY 13, 1985 FORTUNE 21
MANAGING
scratchy eyes. That, plain and simple, was the genesis of this im-
mensely successful product line."
Naive customer listening. Raw impressions. They are not substi-
tutes for computer printouts—but there are no substitutes for them
either. Apple Computer prides itself on having gotten its senior ofi. -
cers to volunteer for a regular stint of listening in on the toll-free 800
customer call-in number. Procter & Gamble exemplifies sophistica-
tion in analysis of market data, yet the biggest payoff from the toll-
free complaint number the company has placed on all its packages
probably does not come from the brand managers' analyses of the
phoned -in comments. It probably comes from the listening done by
top executives, who each month receive a 30 -minute tape of select-
ed calls. (The taping is done with the callers' permission.) "I can't
tell you exactly what I do differently as a result of listening," says
one senior vice president, "but I can tell you that no decision is made
quite the same way."
The studies continue to pour in. There are now over 80 that we
have unearthed, including those reviewed for In Search of Excel-
lence. Virtually all say the same thing: the lion's share of new ideas
comes from the users. Milliken & Co., the big textile manufacturer,
discovered that in virtually every division 50% or more of their
product ideas came from users. And this was before the company
developed conscious "naive listening" programs.
A GAME OF INCHES
In Search of Excellence has one chapter on customers. The sequel
has five. The subject of customers "has become our preoccupation, our
obsession, " the authors say.
The first of the two sustainable strategic advantages, we have ob-
served, is an obsession with customers. Customers, not marketing.
Not strategic positioning (whatever that means). Just customers. A
"market" has never been observed paying a bill. Customers do that.
Time and again we watch companies sharpen their market focus;
we watch them work on quality issues. Progress is made. But it is
either fleeting or a fraction of what it might be, because the custom-
er has not become the obsessive focus of all hands. Some very suc-
cessful companies appear to be good marketers, masters of segmen-
tation and strategic positioning, because they slavishly put the
customer first. We believe that long-term strategic advantage via
"marketing orientation" comes principally from commonsense
traits: listening, common courtesy (or uncommon courtesy as we
more correctly call it), devotion to adding value to and differentiating
the most mundane of products, and superior service and quality.
Advantage comes from a persistent seeking of the mundane edge.
Excellence is a game of inches. No one act is clinching. But a thou-
sand things, a thousand thousand things, each done a tiny bit better,
do add up to memorable responsiveness and distinction—and loyal-
ty (repeat business) and slightly higher margins. As the president of
a high-tech company put it to us once: "I'll teach you all you need to
know about marketing in one easy lesson—in one easy sentence, in
fact: The most important marketer in our company is the man or
woman on the loading dock who decides not to drop the damned box
into the back of the truck."
THE IMPORTANCE OF SOLI NOP
It may jolt some MBAs to find that in the Peters -Austin view "reve-
nue enhancement is more important than cost containment. "
In one of our seminars, a senior regional sales manager from
22 FORTUNE MAY 13 1QR
—L`
Deere & Co., the big farm -equipment maker, was wearing a tie clasp
with the letters SOQ NOP. When asked what the letters stood for,
his reply was, "Sell on quality, not on price." He added, "It's my
toughest job, in down markets, to make my own people realize that
the objective is to sell the benefits, not just resort to price. I tell
them a story. I was going after a sale some years ago. It came down
to two final contenders. The fellow making the buy called me in to
give me one last chance. His message in a nutshell: 'You're just too
high on the price side.' I was about to walk out the door, unhappy to
say the least. Then I had an inspiration. I said, 'Those are nice -look-
ing boots you've got on.' He was a bit surprised, but said, 'Thanks,'
and he went on to talk for a minute or so about those fine boots,
what was unique about the leather, why they were practical as well
as fine. I said to him, at the end of his description, 'How come you
buy those boots and not just a pair off the shelf in anArmy-Navy sur-
plus store?' It must have taken 20 seconds for the grin to spread all
the way across his face. 'The sale is yours,' he said, and he got up
and gave me a hearty handshake."
Evidence accumulated in the past few years speaks loud and clear
to our point: people who find bases for differentiation and who pro-
duce for the higher ends of markets tend to be winners over the long
haul—that is, the customer will pay a tidy premium for things that
solve a problem and that work and are well serviced.
Testimony to the long -run importance of quality comes from anal-
yses made by the PIMS team, which has at its command the most
extensive strategic information database in the world. The PIMS
(Profit Impact of Market Strategy) database is managed by the Stra-
tegic Planning Institute in Cambridge, Massachusetts. PIMS has
correlated hundreds of variables with long-term performance, and
the variable most closely associated with good financial performance
over the long haul is relative perceived product quality. Contrary to
the conventional wisdom of the past 15 years, PIMS data suggest
that in the long run relative perceived product quality is much more
positively related to financial performance than market share.
KINKS IN THE EXPERIENCE CURVE
As interpreted by Peters and Austin, the experience curve prescrip-
tion is to expand market share through price competition and thereby
establkh w cost advantage as a result of the increased volume. It
doesn't work, they argue.
The evidence favoring differentiation and higher -value-added
products and service (in any part of a market) is close to overwhelm-
ing. So why did we fall for the experience curve? Why did we come
to act as if we believed that cost (and, derivatively, price) was the
only variable we could manipulate? The reasons are doubtless nu-
merous and will never be clear. One was a shift in the Sixties and
Seventies to dominance of the executive suite by financially trained
executive -administrators and the exclusion of the people who are
closest to the product—those in manufacturing, design, and sales.
People with the same type of orientation also came to dominate
business schools, with the result that much of our current business
school logic is implicitly focused on just one variable: cost reduction.
The negative results are all unintended. As one chief executive
officer noted: "We act as if cost is the only variable available to us. In
our hellbent rush to buy share to get costs down, we unintentionally
give too short shrift to quality and service. So we wake up having, at
best, bought great market share, but having, often as not, a marginal
or lousy product or service. It's a precarious position. Somebody's
gonna come at you sooner or later."
GAMIN NERSERT, pharmaceutical maker. A profitable new product tine cameirom -weninx w ...� J—,-� - --- -
There's no doubt that market dominance combined with lowest
industry cost is nice if you can achieve it. But quality is the driver; it
must come first. You simply make the very best product or provide
the best service you can. That, in turn, far more often than not, is
what wins customers by the bushel—which in turn allows you to
reap whatever benefits there may be in economies of scale.
All this, we must urgently add, ignores a point that we've made
persistently: these economies of scale at the end of the rainbow add
up to the most overrated variable in the economist's variable cheFt.
Paper economies are seldom realized in the harsh, cold real world.
Smaller, more highly focused and motivated units outperform the
larger time and again.
THE COFFEE STAIN FACTOR
Peters and Austin think it's a bad mistake for managers to regard
any company problem as "only a perception problem. "
The real problem is that perception is all there is. There is no
reality as such. There is only perceived reality, the way each of us
chooses to perceive a communication, the value of a service, the
value of a particular product feature, the quality of a product. The
real is what we perceive.
It is an unfair world in which we ply our trades. Don Burr, chair-
man of People Express, notes: "Coffee stains on the flip -down trays
mean [to the passengers] that we do our engine maintenance
wrong." How right he is! We've often argued that the real distinc-
MAY 13, 1985 FORTUNE 23
MANAGING
tion of IBM, McDonald's, Disney, Frito-Lay, and Marriott is that
they are the world's greatest wipers -up of coffee stains.
Major corporate turnarounds are few and far between. A remark-
able one is surely that at Scandinavian Airlines System (SAS), which
was accomplished in just three years and in the midst of the 1981-83
recession. How was it done? SAS's president, Jan Carizon, focused
attention not on buying new $35 -million aircraft but on the "mun-
dane" (read "cost effective") items that would vault SAS into the
No. 1 position as the European businessman's preferred airline. He
painted the planes, spruced up the interiors, intensified the custom-
er -service training of personnel, bought more de-icing trucks to put
the on-time departure rate at the top of the heap.
Carizon describes his view this way: "SAS has ten million passen-
gers a year. The average passenger comes in contact with five SAS
employees. Therefore, SAS is the product of the ten million times
the five. SAS is 50 million 'moments of truth' per year. Fifty million
unique, never -to -be -repeated opportunities to distinguish ourselves,
in a memorable fashion, from each and every one of our competi-
tors. My job is simply to manage the dickens out of the 50 million
moments of truth."
TRUDGING TOWARD PERFECTION
This entire book is about quality. Because quality, above all, is
about care, people, passion, consistency, eyeball contact, and gut
reaction. Quality is not a technique, no matter how good.
Any device to maintain quality ---quality circles, statistical quality
control—can be of value. But all devices are valuable only if manag-
ers—at all levels—are living the quality message, paying attention
to quality, spending time on it. And if managers, at all levels, under-
stand that no matter where the technology leads, quality comes from
people (starting in the mail room) who care and are committed. Fi-
nally, quality comes from the belief that anything can be made bet-
ter, that beauty is universally achievable—in the collection of gar-
bage, in the services provided by Federal Express or United Parcel
Service, in the raising of chickens, in the making of potato chips,
pizzas, or French fries, in the design of a retail store or a piece of
software or the bypass air intake mechanism of a jet engine. Quality
involves living the message of the possibility of perfection, living it
day in and day out, decade by decade.
Williams -Sonoma is a very successful gourmet -cookware distribu-
tor. Its major business comes via catalogue. Bringing in the world's
best photographers to take the pictures, Williams -Sonoma puts ex-
ceptional efforts into development of the catalogue. In 1983 the cov-
er of the Christmas edition was to feature a piece of quiche in a new
piece of cookware that Williams -Sonoma had imported. The shot
cost tens of thousands of dollars and took a full day. Late in the
evening, founder Chuck Williams came upon the scene, then being
dismantled. He picked up a fork and sampled the quiche. The taste
wasn't quite right. Without a twinge, he threw out the photography.
It wouldn't have occurred to him to have a Williams -Sonoma cata-
logue cover featuring a piece of quiche that didn't taste right.
TWO CHEERS FOR SLOPPINESS
A large expanse of A Passion for Excellence deals with innovation
and how to foster it. Much innovating, it seems, is done in "skunk -
works, "semi-bootlegprojects on the fringe of the organization. More-
over, an innovation seldom makes :t to the marketplace unless a deter-
mined "champion "pushes it.
L 24 FORTU`!E MAY i3 1985
Post -it note pads have become a staple in the American office—
and a winner for 3M (the old Minnesota Mining & Manufacturing)
The notion originated with Art Fry, a 3M scientist who sang in <
choir. The bits of paper he used to mark the hymns kept falling ow
of the books, and lie yearned for an adhesive -backed paper that
would stick as long as necessary but would leave no trace wher
removed. From the labs of 3M, the home of Scotch tape, came
product that would do the job.
"Great success story," you say? Not quite yet. Major office -sup-
ply distributors thought it was silly. Market surveys were negative.
But 3M executives and secretaries got hooked, once they actually
used the little notes. The eventual breakthrough came with an inten-
sive marketing campaign in a single city, Boise, Idaho—the "Boise
Blitz," it's called at 314. The time lapse between the germ of the idea
and its commercial fruition? Almost a dozen years.
This anecdote would amount to little more than just u charming
story were it not similar to stories from Citicorp and Bell Labs, from
accounting firms and companies making jet engines. The course of
innovation—from the generation of the idea through prototype de-
velopment and contact with the initial user to breakthrough and then
to final market—is highly uncertain. Moreover, it is always messy,
unpredictable, and very much affected by determined champions.
Unfortunately, most innovation management practice appears to
be predicated on the implicit assumption that we can beat the sloppi-
ness out of the process if only we can make the plans tidier and the
teams better organized. As a friend at General Electric says, "When
you go through this inordinately messy, sloppy, fouled -up, mucked -
up seven-year process of bringing a new product to market, you say
to yourself at the end, 'Any idiot could have done it better than that!
Let's get organized for the next round.' And in those words. 'Let's
get organized for the next round,' he the seeds of disaster."
Breakthrough. Optimization. Systems analysis. Technology plan.
Such terms are part and parcel of the usual approach to innovation
management. Yet from innovative companies we hear instead about
persistence (passion and obsession!), lots of tries, perverse and un-
usual users, five- to 25 -person skunkworks sequestered in dingy
warehouses for 90 days, plans gone awry, inventions from the
wrong industry at the wrong time for the wrong reason, specs for
complex systems on the backs of envelopes. The technical specs for
a major new Hewlett-Packard test in. rrument consisted of a picture
of an old instrument cut out of an HP catalogue, with a hand -drawn
sketch stapled to it. Innovation, it seems, just doesn't occur the way
it's supposed to.
INNOVATING THE "WEE WILLIE" WAY
A Passion for Excellence describes two alternative paths of innova-
tion. Path One, the `home run" approach, typically involves lots of
people, time, and money. Often the product gets to market only after
more agile outfits have come out with competing wares.
Peters and Austin recommend Path Two, the "Wee Willie Keeler"
approach, named after a Hall of Fame baseball player who hit few
home runs but plenty of singles. On Path Two, small teams work with-
in modest budgets and narrow time frames. Taking Path Two, the
authors say, `can cut the time it takes to complete the development
cycle by 50% or more. "
Hewlett-Packard, it is said, introduces substantially new prod-
ucts at the rate of eight per week. That company is the consum-
mate singles hitter. The instrument that emerged from the cata-
logue illustration and hand -drawn sketch took—from conception
=_.7
ROBERT SWIGGM, chairman of Kollmorgen Corp.: Painful experience with control bycomputerpersuaded him to transform his company.
to development and debugged prototype—just 17 weeks.
Raychem is another company that does Wee Willie Keeler's kind
of work. Raychem is a highly profitable maker of sophisticated prod-
ucts based on materials science. On the occasion of the company's
25th anniversary in 1982, Chairman Paul Cook estimated that
200,000 products had gone through the Raychem product line. The
company listens to customers and builds what the customer wants.
Its motto is "Raychem in Response." This example we stumbled
across is typical. A Raychem field engineer got word of an undersea
leak at an offshore oil platform in the North Sea. Within five days
Raychem had shipped in researchers from Menlo Park, California
(headquarters), and Swindon, England (European R&D headquar-
ters), put up a field site on location, developed a state-of-the-art new
product, prototyped it, debugged it, and installed it.
IN PRAISE OF PAINS IN THE NECK
If an endless series of practical experiments is the "norm" of the
truly innovative enterprise, people called champions are a necessity.
Formal in-house studies of research project successes at IBM al-
ways unearth the presence of a champion. National Science Founda-
tion studies suggest that the champion's role is crucial in pushing an
idea to fruition. MIT professor Donald A. Schon, who first used the
word "champion" in this particular sense, argues that where radical
MAY 13, 1985 FORTUNE 25
MANAOING
innovation is concerned, the new idea either -finds a champion or it
dies. "No ordinary involvement with a new idea provides the energy
required to cope with the indifference and resistance that major
technical change provokes."
There are crucial implications here. In the halcyon days of Organi-
zational Development in the 1960s and 1970s, cooperation and con-
flict -smoothing were considered the most desirable traits for any
human being working in a sizable enterprise. The people who are te-
nacious, committed champions are often royal pains in the neck (ex-
cept to their immediate team members).
Egotistical. Competitive. Passionate. Persistent beyond belief.
These are the most universal traits of those who withstand all the
inevitable rebuffs (occasionally personal) and get their "it" to mar-
ket. They must be fostered and nurtured—even when it hurts.
DECENTRALIZATION, WAVE NO.2
Because of the sense of ownership and commitment it engenders,
competition is crucial to innovation. Formal recognition of the value
of internal competition may have originated at GM in the 1920s, with
Alfred P. Sloan's purposeful creation of product overlap between
divisions. P&G instituted brand -vs. -brand competition way back in
1931. As a fairly small company then, they felt that their innovative
juices would dry up unless brands were allowed to engage in no -
holds -barred competition. Yes, such competition did (and does) lead
to duplication. Yes, it did (and does) mean cannibalization of other
P&G products. But the positive outcome, making sure that the next
product comes from P&G rather than from a competitor, was
thought then—and is still thought—to outweigh by far the more
readily calculable downside costs.
3M states adamantly that they always want the "second product
in the category to come from a competing 3M division, rather than
from a competitor." Candymaker Mars Inc.'s 60 divisions follow the
same rule, with virtually no limits. Perkin-Elmer, a top performer in
the instrument business, talks about "two site" management: at
least two wholly independent centers must be working on anything
important. Hewlett-Packard divisions, too, compete with one anoth-
er. On paper, internal competition is wasteful. But in the real world
and over the long haul it is an engine of sustained success.
Today we are seeing a new wave of decentralization aimed direct-
ly at increasing innovative vitality. The first wave lasted from about
1950 to 1970, and was generally superseded by the matrix forms of
organizations designed to control corporate giants. The new wave is
coming largely from mature industries, with major moves at places
like Campbell Soup and Brunswick leading the way. Rather than pi-
geonholing people and products, they are giving all hands in any divi-
sion the freedom to create new markets, in any product area, on the
Johnson & Johnson/3M/Hewlett-Packard model. Wave No. 1 decen-
tralization was often accompanied by the growth of central staff and
the addition of a "group executive" layer of management. Wave No.
2 is invariably accompanied by paring down central staffs. It is
marked as well by a move toward much smaller divisions, and es-
chews many paper economies of scale (usually unrealized).
LESS EGG ON THE INTERFACES
A vital advantage of the small team/small division approach to or-
ganization is the ability to manage, with less muss and fuss, the
"pass -off" interfaces (for example, design to manufacturing) that,
we judge, account for 75% of the delays in the development of new
26 FORTUNE MAY 13. 79E 5
"- —7
products and new services. At Hewlett-Packard, the principle of the
"triad" development team ensures that the manufacturer and mar-
keter (as well as the design engineer) are full-time partners in the
development process, starting early in the design phase. 3M follows
the same principle.
Ford Motor Co. now systematically solicits input from all func-
tions, including hourly workers. Fust -line people comment on the
manufacturability of various pieces and parts and are full-scale mem-
bers even of advance design teams. Hourly workers provided 1,155
proposals for changes in design or production methods for three
small trucks; more than 700 were adopted.
EVERYBODY AN OWNER
The most interesting concept in A I?assion for Excellence is "own-
ership, " by which the authors mean the employee's sense of being part
of the company. Ownership, they argue, turns employees on. The way
to foster it is to treat them as members of the team, allow them some
control in their work, and let them know what the company is about.
Why in the world would you expect people in a plant to get excit-
ed about their "comparative differential negative variance in scrap
rate" (vis -A -vis competitors) when you never share any information
about scrap rates with them in the first place? Why in the world
would you expect them to be interested in comparative plant profit-
ability if you never tell them how they're doing? We wonder that our
people don't seem interested in the well-being of the business—and
yet we have never told them what the hell the well-being of the
business is.
What we're talking about here is a phenomenon that we've come
to call "all people as `businesspeople.' " Making everybody part of
the strategic information stream of the business: making everybody
an owner. People who are part of the team, who "own" the company
and "own" their job, regularly perform a thousand percent better
than the rest. Treat all people as businesspeople and they do be-
come businesspeople—fully involved in the bottom-line orientation
of the business and committed to its success.
"AWE CAN BREATHE"
Allow us to repeat a brief analysis from In Search of Excellence. It
has come to occupy a front -row -center seat in our thinking: it's at
the heart of the issue of ownership.
In Search of Excellence recounted an experiment conducted by an
industrial psychologist. The subjects were given some difficult puz-
zles to solve and some rather dull proofreading to do; while they
attempted these chores, a raucous audio tape consisting of one per-
son speaking Spanish, two people speaking Armenian, a mimeo-
graph machine running, a chattering typewriter, and street noise ran
in the background. Half the subjects were given a button they could
push to suppress the noise. The other half were not. Those with
buttons to push solved five times more puzzles and made one-
quarter as many proofreading errors as those who had no button.
The news was that never once (and the experiment was repeated
several times) did anyone ever push his; or her button. The mere fact
that people perceived that they had a modicum of control over their
destiny—the option of pushing the button—led to an enormous im-
provement in performance.
Let's quickly get away from the industrial psych lab and proceed
to the real world: Edison, New Jersey, site of a Ford Motor assem-
bly plant. A while back they began an experiment that parallels the
=___7
STEW LEONARD, food store owner.- In sales per square foot, he outdoes the average grocery store nearly 9 to 1.
one from the lab (and also resembles some Japanese factory tech-
niques). Every person on the line in the huge facility was given ac-
cess to a button that he or she could push to shut down the line—
quite a gutsy move on the part of the plant manager. The results
we're sharing occurred during the first ten months of the experi-
ment (the results since then have been consistent with those at
the start). To begin with—no surprise here—Edison, New Jersey,
is not like an industrial psych lab. People did push their buttons at
Edison. To be precise, they shut the facility down 30 times the
first day and about ten times a day thereafter. The ameliorating
news is that after the first day the average shutdown lasted only
about ten seconds just time enough to make a quality adjust-
ment, a tweak, a twist, a turn, to tighten up a nut or bolt.
Productivity in the plant did not change. Three other indicators,
however, are worthy of note. The number of defects per car pro-
duced dropped during the first months of the experiment from 17.1
per car to 0.8 per car. The number of cars requiring rework after
they had come off the line fell by 97%. And the backlog of union
grievances plummeted. Moreover, the change in attitude was as ex-
treme as the numbers. One old pro on the line commented, "It's like
someone opened the window and we can breathe."
And along with the opened -up atmosphere came exactly the
things you pray for: the side benefits of ownership. Story after story
emerges of the following sort. There had traditionally been difficul-
MAY 13. 1985 FORTUNE 27
MANAGING
ties with seat -cover installation. A tine employee worked up a meth-
od using Saran Wrap in appropriate places to increase slipperiness
and thus make it easier to set covers. He did the entire experiment
on his own, at home. He then brought the results to work and shared
them with his colleagues.
THE TEAM THEME
In our discussion of customers and innovation, we observed small
groups producing higher -quality, more personalized service and
faster innovation than larger entities. It turns out that small scale,
via team organization and decentralized units, is a vital component of
top performance.
We regularly observe that small plants, which do not pass any
tests for "efficiencies of scale," outperform bigger ones time and
again. Milliken & Co. maintains that the right number of people is
about 200. 3M says 200 to 300 is the limit. Hewlett-Packard and
Digital Equipment say no more than 300 to 400. Emerson Electric
and Dana limit the size of their plants to about 500. GM now says
that if it ever builds anything new, the limit will be around 300, while
for Volvo the magic number is 500 or fewer. None of these is a
number derived from theoretical science; rather, each is based upon
experience with the failure of giant operations to live up to their
promised performance levels.
Japanese corporations have very large manufacturing facilities in
many instances. But their distinctive trait is the team. The focus is
on "sections," groups of ten to 40 people that are given considerable
autonomy. The American experience with reliance on teams, though
not so widespread, also demonstrates their value.
The Swiggett brothers story is an exciting one. Photocircuits
Corp., controlled by Bob and Jim Swiggett, was a leader in the devel-
opment of printed circuit boards. The company proceeded down the
path of more centralization, more automation, and by the late Six-
ties, the Swiggetts were ready to install a state-of-the-art IBM sys-
tem of computer -driven factory control. In Bob Swiggett's words,
"We were going to put this business on line, in real time. We were
going to know where every part was. We were going to have com-
puterized scheduling. We were smart. We weren't willing to trust
our gut." And install the system they did. The result? Bob Swiggett
explains: "Statistically we got what we wanted. But the foremen be-
came preoccupied with their printouts instead of our customers."
Quality deteriorated, schedules weren't met, and the company
plunged downward. Disaster loomed.
Salvation, it turned out, lay in the company's files from the recent
past. Photocircuits Corp. had created what was called the Proto
(prototype) Department, with a team approach. It regularly accom-
plished in one week the product modifications and advances in manu-
facturing that it took the mainline part of the organization fully ten
weeks to complete. The Proto method had been used on numerous
occasions, whenever crisis demanded it. Now, as overall disaster
approached, management decided to scrap the computer -control
system and organize the entire company into small production/
product/customer-oriented teams.
Team manufacturing was installed in 1970. In six months—"a
chaos of empire shattering," says Swiggett—the organization was
transformed into a structure consisting of six teams of 75 to 100
people. The results were dramatic. Within the same six months, out-
put per employee more than doubled, and on-time delivery to cus-
tomers rose from less than 60% to well over 90%.
While this was going on, the company merged with KoUrnorgen, a
,, '4 28 FORTUNE MAY 13, '985
Z-7
maker of DC motors and controls and electro -optical devices. Tf
Swiggetts run the combined company, called Kollmorgen Corp., an
the team mode of operations prevails throughout. Now the tear
are embedded in numerous small divisions (in effect, a second lay(
of teams) that are highly autonomous profit centers. New divisior
are created regularly—as needed, with little fanfare—in an approac
reminiscent of 3M's. Each has its own board of directors to insulat
it from distracting corporate intrusions.
THE $8.95 SYNDROME
We were called upon to assist an Eastern aircraft manufacture
with a $750 -million -a -year operation. The problem was quality. Afte
some study, we decided to focus all our energy on a single topic–
the life and times of the first-line manufacturing supen-isor in tha
company. This is typical of what we found: the first-line supeniso
was responsible for some 25 to 35 people and had capital equipmen
worth at least $1 million, and often up to $4 million, under his or he
control. And yet this supremely responsible individual didn't hav,
the authority to buy an $8.95 can of paint to clean up a work space
An "owner"? Hardly.
It is claimed that Mickey Mouse rules are necessary to ensur(
"fiduciary responsibility." But although a 43 -year-old, high-school
educated, first-line manufacturing supervisor may not know the nu
antes of fiduciary responsibility all that well, he or she surely is ar
expert on the meaning of the word "trust." And trust—make n(
mistake about it—is what it's all about.
From the contents of the four -inch -thick file folder labeled "Th(
$8.95 Syndrome" we'll mention just one other example. A plan.
manager for a Big Three automaker in Europe employs 3,000 peopl(
in a major urban center (it makes tum the biggest employer in th(
city). He was solicited a while back to supply musical instrument
for a school band. The cost would have been a few hundred dollars
But he had to write Detroit for approval, which took weeks. He
couldn't say yes on the spot. Talk about revealing someone's power-
lessness to his peers and people and the community! Talk about
demeaning! Talk about demotivating!
ATTENTION IS ALL THERE IS
Leadership is a major topic in A Passion for Excellence, and a
major ingredient of leadership, as the authors see it, is attention. A
leader does not spread his attention evenly—he concentrates, some-
times to the point of obsession, on what he considers important.
Attention to detail is all there is. Milliken & Co. has long been way
ahead of the pack, even the Japanese, in the technology of textile
manufacturing. The source of their prowess? Here's an example.
Once every three or four years there's a show of textile machinery
from all over the world. In 1984 it was in Milan, Italy. The average
sizable company sent four or five people for three or four days.
Chairman Roger Milliken sent 150 of his people for the full ten days.
He accompanied them. At the end of each long day of wandering the
floors, they had a three- or four-hour meeting that usually lasted way
past midnight to swap ideas. Roger Milliken wouldn't misspend a
single penny knowingly. He's hardly extravagant. Yet he is extrava-
gant when it comes to his strategic obsession—keeping Milliken's
plants at or ahead of the state of the art.
Sam Walton has accumulated a huge personal fortune while boost-
ing Wal-Mart Corp.'s annual sales from $40 million to over $6 billion
in just over a decade (with returns on shareholders' equity staying
__L—_7
ALEX AGASE, assistant coach at the University of Michigan: Ifyou want to advise him, do it Saturday afternoon between plays.
near 40%). Years ago, Walton began making a point of visiting every
one of his Wal-Mart stores at least once a year; that was when he
had only 18. The number by late 1984 was over 700, and he was still
Visiting each one at least once a year. And hitchhiking with Wal-Mart
Trucks across the country, or wandering down to share doughnuts
at 2 A.M. with his people in the distribution centers. Do the store
People know he's interested? You bet!
Got a problem? Symbolize your concern by paying obsessive at-
tention to it. The remarkable cleanliness of Disney's parks is merely
a matter of a lot of people trying to do cleanliness better. The secret
is, they don't sell gum in the parks! Disney is a thousand people
dreaming up a thousand thousand "no gum" ideas.
PIZZA DOUGH DRAMA
"All business is show business," says Jan Carizon of SAS. We
agree with that. All business is show business. All leadership is
show business. All management is show business. That doesn't
mean tap dancing; it means shaping values, symbolizing attention—
and it is the opposite of "administration" and, especially, "profes-
sional management."
Symbols and drama. Domino's Pizza, No. 2 pizza chain after Pizza
Hut, lives by and owes its phenomenal success to its pledge to deliv-
er within 30 minutes. Therefore the supply arm, Domino's Pizza
Distribution, must never allow a franchise to run out of dough.
"Shutting a store down" is the No. 1 sin. It nearly happened a while
MAY 13, 1985 FORTUNE "
MANAGING
back, and Distribution President Don Vlcek gOt a call telling him
about the probable disaster. His response: "Charter a plane. Get it
there!" Charter they did, and they got it there.
Jeff Smith, regional manager for New England, did have a store
shut down for lack of dough. He bought 1,000 black armbands, and
his whole team wore them in mourning for quite a time afterward.
The message, at Domino's, is clear—and memorable.
THE ONE -IDEA CLUB
A Passion for Excellence is full of heroes. Some are chief executives
of big corporations, but one, Stew Leonard, is the owner of a single
store, the `Disneyland of dairy stores" in Norwalk, Connecticut.
Stew Leonard groEsed $80 million in his one location last year.
Average grocery store sales run a bit over $350 per square foot.
Stew Leonard cashes in at about $3,000 a square foot. The trick?
He's made it a delight to shop for chicken, cheese, eggs, and other
foods. He has a petting zoo for kids. Two robot dogs sing country
music, and a robot cow and farmer sing nursery rhymes. The egg de-
partment features a mechanical chicken, "the world's fastest egg
layer." On one wab there are about 1,000 pictures of Stew's custom-
ers displaying the store's shopping bags. He happens now to have a
picture taken under w ater of a customer with a bag on a deep-sea
dive, another of a Lennard regular atop the Great Wall of China.
Stew solicits his people's ideas regularly. One unique way is via
regular visits to other stores. There aren't many stores that com-
pete with Stew across the board, but sometimes he will come across
an interesting department like one of his (for example, bakery
goods) or an interesting store in another business. When he does,
even if it's 300 or 400 miles away, he's likely to grab 15 of his people
(including hourly people, even very recent hires) and hop into the
15 -person van that he uses for such occasions.
Off they go to meet Stew's challenge to join the One -Idea Club.
The issue? Who will be the first to come up with one new idea for
Stew's gleaned from the other store? Next, can everyone come up
with at least one new idea? (It must be implementable immediately
upon returning home.) None of the travelers is allowed to talk about
any that Stew's does better than the store they're visiting. The
point is for each person to find at least one thing that the other store
does better than Stew's. "Often as not it'll be a tiny thing," Stew
says. "But that's the way you get better."
AN ANTI -PAPER TIGER
We have said that there are only two paths to lasting strategic
dominance: constant innovation and superior customer service. Fur-
ther, each is dependent on ownership—i.e., the creative contribu-
tion of each person in the organization. And what most gets in the
way of ownership—on the loading dock, in the mail room? Unneces-
sary bureaucracy. So, logically, inescapably, cleaning up the bureau-
cratic gunk must be the No. 1 strategic priority.
At each meeting we attend, top management promises to do
something "serious" about it. Maybe even something quantitative:
"Cut the paper by 25%." And then they appoint a low-level commit-
tee to carry out this so-called prime directive. By doing so, they
ensure that next year at this time nothing will have happened.
If you're gonna do it, you gotta do it! Lord Sieff, soon to retire as
president of Marks & Spencer, once undertook to reduce the British
retailer's paperwork. In 12 months he eliminated 80% of it, some 26
million pages a year. That's the way.
30 MAY 1� iQQr,
NEVER ON MONDAY
One of the words Peters and Austin use in a special sense—and
they use the word a lot—is "coaching. "In their simplest definition of
it, "Coaching is the essence of leadin"eveloping those with whom
we work. " It can be done only in person, face to face.
Coaching is a real-time endeavor. Alex Agase, assistant football
coach at the University of Michigan, put it this way back when he
was head coach at Purdue: "If you really want to advise me, do it on
Saturday afternoon between one and four o'clock. And you've got 25
seconds to do it, between plays. Not on Monday. I know the right
thing to do on Monday."
You have to be there when games are played. Plan to spend the
lion's share of your time out of your office, not behind your desk.
Show up in your team's floor space. Better yet, move your desk
there. That's what all Milliken bosses, up to and including division
presidents, are encouraged, none too gently, to do. Listen. Spread
rampant enthusiasm and pride. Encourage tries.
Participating directly—seeing with your own eyes and hearing
with your own ears—is simply the only thing that yields the unfil-
tered, richly detailed impressions that tell you how things are really
going, that give you the minute -to -minute opportunities to take an-
other couple of steps toward building trust, toward making room for
people to innovate and to contribute, and toward making your strate-
gic priorities clear. It's the awesome power of personal attention,
and it is communicated in one way only: physical presence.
Every coach, at every level, is above all a value -shaper. The value -
shaper brings company philosophy to life by paying extraordinary
attention to communicating and symbolizing it; he or she also helps
newcomers understand how shared company values affect individ-
ual performance. Effective shared values are a well from which
spring leadership and the ways customers and colleagues appraise
your company and its products and services.
How can you reduce the risk that your actions contradict your
stated values? The first step is to appraise how you spend your time.
Take an unflinching look at what your calendar says about what mat-
ters to you. Any closely held value, no matter how well concealed
(even from yourself), inevitably prompts action that is consistent
with it, because all your people are boss watchers. If you say innova-
tion is important but you don't tolerate the minor missteps that inev-
itably go with innovation, your true priority will be as evident as if it
were emblazoned on banners and streamers. If you preach trust but
impose demeaning limits on purchasing authority—the ability to buy
the $8.95 can of paint—your people get the message in a flash.
SOMETIMES YOU RUN THE XEROX
A Prominent carryover from In Search of Excellence is MBWA—
Managing By Wandering Around. The authors insistently recom-
mend it. With the recurrent emphasis on physical presence, on -the -spot
listening, and face-to-face coaching, A Passion for Excellence is
largely about MBWA.
There is a certain inappropriateness, frankly, to our use of the
term MBWA. It makes the physical act of the wandering seem the
most significant point. That is vital—but MBWA, as we see it, is
much more. It is a code term for all the aspects of leadership we
have stressed. To begin with, it involves at least three major activi-
ties, usually all at once. They are listening, teaching, and facilitating.
Listening is the "being in touch" part, getting it firsthand and undis-
torted—from suppliers, customers, and your own people. The very
act of listening suggests a form of caring. It is also a teaching (and
MANAGING
coaching) act. Values simply must be transmitted face to face.
Teaching emphatically does not mean telling people what to do. It
does mean telling people in a direct, no-nonsense fashion what it is
you think is important about the world—their world and yours. It
can as readily be accomplished by the regular pattern of your ques-
tioning routine as by a formal speech, but it is a big part of the
MBWA process. The pattern of your questioning—and variations
therein—will be noticed and interpreted, have no doubt about it.
We have followed around many managers who squandered their
opportunities. One was involved in a life -and -death quality program:
get it better or lose a $100 -million contract renewal. SEveral solid
successes had been chalked up, and more were coming in every day.
Yet in the course of a four -department visit, he missed opportunity
after opportunity. In one of the four instances he said nothing about
quality. In two others it was an afterthought. Only in one was quality
an up -front topic. In no instance did he try to build momentum by
talking about the successes in other parts of the organization.
Facilitating, the third of MBWA's big three, was nicely described
by a senior manager of Bell Labs: "My job? Run the Xerox machine
for a team at 3 A.M. the morning their project is due for review. I
spend half my time ust asking dumb questions: `What s bugging
you?' 'What's getting in the way?' It turns out it's seldom big stuff.
It's usually petty annoyances. A small group needed a person d com-
puter, and was being dragged through an almost full-blown capital
budget review to get one. I got them one in 48 hours. And so on.
Running interference and kicking down small hurdles. And, you
know, you can only do it if you're out there. Nobody will come to you
with this stuff. They think it's too trivial to bother you with."
The only addendum we have is to point out that it's the small stuff
that is almost always—because of its cumulative effect—at the heart
of major problems. As an IBM systems manager said, "How does a
project come to be delayed by a year? One day at a time."
"WHAT'S HE DOING HERE?"
It seems fair, honest, appropriate—and obvious to the many
wounded among readers—to begin by saying that MBWA ain't as
easy as it may sound. MBWA exposes you. Your ability to listen is
exposed. Your honesty (or lack of it) is exposed. Your consistency is
exposed to the scrutiny of the toughest watchers of all—hourly peo-
ple. If you haven't done much of it, we can guarantee that the first
few days, weeks, months, and perhaps years, will be just plain awful.
An experienced wanderer recalls the first time he ventured out
from the safety of his office to begin what was for him an utterly un-
familiar experience: "I was out of touch. I wanted to see with my
own eyes what was going on in my division. People came to me, but
they never seemed very comfortable. Finally I decided to go to
them. I came out of my office, turned the corner, headed for the
coffee urn. It was break time, and everybody crowded around it,
talking about the new product we'd just introduced. As I reached
them, the whole group was involved in how the production cycle
could be improved. Then they noticed me. The conversation thud-
ded to a stop. Just like that. I could see the surprise on their faces:
`What's he doing here?'
"I didn't know what to do with my hands, so I shoved them in my
pockets. It was awkward as hell. Our place is informal, but I had a
meeting that afternoon, so I was wearing a tie—everyone else wore
open collars or T-shirts. For a minute I seriously considered going
back to my desk. But I didn't see how I could back up. Someone
handed me a cup of coffee. I yanked my hands out of my pockets to
32 FORTUNE MAY I3. 1985
=—'-7
reach for the cup—and loose change, car keys, a little tin of aspirin,
and a button fell to the floor. They all stared, didn't know what to do.
I reached down for the keys and collided halfway with a supervisor,
who was reaching for them at the same time. He grinned as he hand-
ed them to me. I had to smile. Two or three of the others collected
the change. My boss's secretary retrieved the aspirin tin and re-
marked, `Here, you'll probably need these in a few minutes.'
"I took a deep breath, gulped my coffee, loosened my tie, tried to
look casual. I decided this wandering -around stuff was for the birds,
it couldn't work. I was there to listen, and they didn't tell me any-
thing. I'd be better off preparing for my meeting.
"But I came back the next day. How could it be worse than yester-
day? People didn't open up that time, either, but I kept at it. I went
around to see people at their desks. I realized that these people
knew a hell of a lot more about what our company stands for, where
we're heading, how our products could be improved, than I gave
them credit for. Now it's a regular thing with me—wandering
around. It's amazing what we've learned from just simple listening."
A CONSULTANT'S CONFESSION
Is there a certain kind of person who alone can exhibit the leader-
ship traits we have described and praised? The answer is no. Or
nearly so. That is, the leaders we've learned from are neither unfail-
ingly extroverted nor unfailingly introverted.
Recall Jan Carizon's dictum that all business is show business. All
of life is show business. Our life, to each of us, is a spellbinding
drama, and we play, day in and day out, the lead role. Time and again,
we are put upon, are not fully appreciated or loved, are misunder-
stood. Thus, we would argue that the magic of the best excellence -
encouraging bosses is that each allows (encourages) humanness,
the very essence of it, to pervade his organization. Commitment,
passion, zest, energy, care, love, and enthusiasm can be readily ex-
pressed. And unashamedly so.
If you're not quite there, getting there takes some nerve. It
means letting go of paper control, the comfort of ten staff reports
before acting. But we urge that every manager give it a shot. Start
with a two-week stint on the graveyard shift at a customer facility.
Start with a graveyard shift in your own operations department.
Goethe said that in order to understand the world it's necessary to
select an Eckchen, a small corner of it, for contemplation. We sorely
need, in managing our enterprises, to get beyond our dependence on
committees, staff, reports, and rules. We need to select an Eckchen,
to begin to get back in touch. We need to begin (again?) to depend,
instead, on people—the power of commitment, ownership, verve,
zest, enthusiasm, celebration, and love.
Take a look at your calendar. Are you living your proclaimed pri-
orities—when it comes to people, to quality, to innovation, to ser-
vice? Have you eliminated at least one unnecessary rule or form
lately? Have you responded to a customer's complaint or query?
Have you shared doughnuts on the loading dock at 2 A.M.? If no to
all the above, you're out of touch. You're not living values connected
to sustainable strategic excellence. And there's nothing to stop you,
darn it. Only you stand in your way, you and the vestiges of the
management theories that we and others have foisted on you in the
past, proving to you that—instead of buying doughnuts at 2 A.M.
for the distribution center team (as Sam Walton does�—you should
hunker down, call in the staff, and review yet another 600 clever
transparencies. We're sorry. We were wrong. Terribly wrong. But
you should have known better! Now is the hour. o
THE BASSETT CREEK WATER MANAGEMENT COMMISSION
MINUTES OF THE MEETING OF MAY 2f, 1985
CALL TO ORDER:
The Bassett Creek Water Management Commission was called to order
by Acting Chairman Donald Asmus, Tuesday, May 2f, 1985, 11:35
A.M., at the Minneapolis Golf Club.
ROLL CALL: CRYSTAL - Commissioner William Sherburne
GOLDEN VALLEY - Commissioner Ed Silberman
MEDICINE LAKE - Commissioner James Padden
MINNEAPOLIS - Represented by Milton Christiansen
MINNETONKA - Commissioner Don Asmus
NEW HOPE - Commissioner Peter Enck
PLYMOUTH - Not represented
ROBBINSDALE - Commissioner Lee Gustafson
ST. LOUIS PARK - Commissioner Don Rye
Counsel: Curt Pearson
Engineer: Len Kremer, Barr Engineering_ Co.
Recording Secretary: Elaine Anderson
General Mills Representative: John Schevenius
APPROVAL OF MINUTES:
It was moved by Mr. Rye and seconded by Mr. Gustafson that the
March 21 minutes be approved. Carried unanimously.
PRESENTATION OF FINANCIAL STATEMENTS:
Mr. Silberman presented the treasurer's report of March 21, 1985,
showing a checking balance of $42.42, a savings account balance of
$87,411.39, and an investment balance of $155,445.18. He moved
its approval subject to audit. Seconded by Mr. Sherburne and
carried unanimously. Mr. Silberman also presented the budget
report for informational purposes.
PRESENTATION OF INVOICES FOR PAYMENT APPROVAL:
Mr. Silberman moved the approval of the Barr Engineering Co.
invoice of $14,373.65 for the period covering March 3 through
April 27 subject to arithmetical verification. Seconded by Mr.
Gustafson. Mr. Sherburne questioned why it was as high. Mr.
Kremer replied that it was for an approximate two-month period and
that it includes work on the revision of the management plan and
erosion control plans. The motion carried unanimously.
Mr. Silberman moved that the $255 invoice from Larry P. Larson,
Licensed Public Accountant, for the annual audit be approved.
Seconded by Mr. Rye and carried unanimously.
Mr. Silberman moved that the $799.28 invoice from Mr. Enck for
Washington trip expenses be approved. Seconded by Mr. Gustafson
and carried unanimously.
Mr. Silberman moved that the $716.60 invoice from Mr. Perry Smith
for Washington trip expenses be approved. Seconded by Mr. Rye and
carried unanimously.
BC Minutes - 5/20/85 - Page 2
AUDIT REPORT
�E-
Mr. Silberman briefly summarized the audit report. He explained
that the figures vary from the last report more than they would
otherwise do because, for the first time, a 100% accrual picture
is reflected. He also informed the Commission that all the
assessments from the member communities have been paid. He moved
acceptance of the audit report. Seconded by Mr. Sherburne and
carried unanimously. Elaine Anderson will send a copy of the
audit report to the legislative auditor.
COMMUNICATIONS
Counsel:
Mr. Pearson stated that copies of his communications had been in-
cluded with the packet. He had included an article from the wall
Street Journal which indicated the House Appropriations Committee
was sending out a water bill with 68 projects. The President had
recommended 28. The water projects were being tied to a foreign
aid bill.
Commissioners:
Mr. Silberman had had a letter from Senator Rudy Boschwitz in re-
sponse to the letter sent by Golden Valley.
Mr. Silberman reported that he had testified before the Minnesota
House of Representatives regarding the bill prepared by the De-
partment of Natural Resources for State support for planning and
implementation for flood control projects. The Governor had
recommended against implementation. Mr. Silberman had told the
committee that our costs have been higher than anticipated and
that we need help for implementation.
Engineer
1. Letter from Mr. Odland regarding capital improvements which
will be taken up under Old Business.
2. Mr. Kremer stated that he had had a meeting with MnDOT
regarding:
a. The Sweeney Lake Branch. The Minnesota Department of
Transportation (MnDOT) is preparing a design of the storm
sewer from Highway 394 along Laurel Avenue to Breck Pond.
Breck Pond is a temporary storage area recently completed
by the City of Golden Valley. The City of Golden Valley
is also proposing a storage area called Cortland Pond at
Laurel Avenue and Florida Avenue.
b. Drainage area at Boone Avenue and Highway 55. A new
interchange is being built in this area.
(Mr. Enck arrived and assumed the chair.)
BC Minutes - 5/20/85 - Page 3
c. Mr. Kremer said that MnDOT is going ahead with final
design of drainage facilities for the Third Avenue
Distributorship so that they can begin construction in
1987. A long discussion followed as to the effect of
MnDOT's design criteria on the proposed cooperative drain-
age plan. Mr. Silberman moved that Mr. Kremer and Mr.
Pearson prepare a letter for the Commission to be sent to
the Commissioner of Highways stressing the need for the
capacity being large enough to include our tying in.
Seconded by Mr. Padden and carried unanimously. Copies
are to be sent to our congressmen and legislators.
3. Mr. Kremer reported that he had a letter from the Water Re-
sources Board in answer to our request for an extension of
time for giving them the legal description of the joint
boundary between the Minnehaha Watershed and Bassett Creek
Watershed. The extension of time was granted. We have now
submitted the legal description and assume it will be ap-
proved. The legal description was received from the munici-
palities involved.
4. Mr. Kremer met with Dave Raasch of the Corps of Engineers. He
is in the process of completing a report on evaluating our re-
quest for credits and he wanted to take a look at the sites
which we are proposing for credit so they took a tour of the
sites. Mr. Raasch took pictures of all of them for inclusion
in the report. The report is supposed to be ready this week.
Mr. Enck asked if we could review a copy. Mr. Kremer will
call and ask to see it.
WASHINGTON TRIP
1. Mr. Rye, Mr. Silberman, Mr. Kremer and Mr. Asmus met and
worked on the statement to be presented in Washington.
2. Mr. Enck reported that they had had an excellent trip and that
the presentation had been well received. They had met the
Congressional staff and had communication with Mr. Dawson and
Mr. Sabo. Mr. Rye asked when we would know anything. Mr.
Pearson said it would be September before we would know any-
thing and that the article in the Wall Street Journal should
not lead to optimism because of the large increase in the
number of projects being recommended.
NEW BUSINESS
1. Mr. Silberman, Mr. Rye, Mr. Kremer and Mr. Asmus had a meeting
in which they had discussed aspects of water quality some of
which is proposed in the budget. Mr. Enck threw out the sug-
gestion that we should have a meeting devoted exclusively to
water quality. Mr. Kremer had prepared a water quality cri-
teria on April 1 and a Water Quality Management plan which was
revised on May 15. After further discussion it was decided to
devote most of the June 20 meeting to water quality and if
BC Minutes - 5/20/85 - Page 4
there is other business that needs to be handled a special
meeting could be called.
2. Mr. Kremer presented the water quality improvement plan for
Bassett Creek from 1985-1991 and in particular the plans for
1985 (Prepare feasibility study of rough fish barrier on
Plymouth Creek, identify sources of construction funds -
$5,000) and 1986 (Final design and construction of rough fish
barrier - $100,000).
The five-year plan for water quality involves the construction
of a rough fish barrier located in Plymouth Creek, a hypolim-
netic aerator in Medicine Lake, and chemical treatment of the
lake that would kill rough fish and some of the small sunfish.
Mr. Pearson said that currently this is not part of the man-
agement plan but that it could be part of the new management
plan. It was questioned whether it was within the Joint
Powers Agreement for the Commission to do construction work
for water quality without a public hearing on the specific
work. The answer was that for Medicine Lake the Commission
would still have to order Plymouth to do it whether or not a
hearing has to be held. The Commission staff could draw up
the specifications and plans without a hearing. Mr. Pearson
said he could see no problem with the engineer laying out the
design. The final- design would not be complete until after
the management plan has been prepared. Funding was discussed
and it was moved by Mr. Silberman and seconded by Mr. Asmus
that a letter be sent to the Hennepin County Park Reserve
District requesting funding for the construction of a rough
fish barrier in 1986. Carried unanimously.
It was moved by Mr. Asmus and seconded by Mr. Silberman that
the engineer proceed with the feasibility study for a rough
fish barrier on Plymouth Creek. Carried unanimously.
3. Budget. Mr. Silberman presented the report of the Budget Com-
mittee which was the proposed 1986 budget. This is attached
to the official minutes. Mr. Asmus moved the adoption of pro-
posed 1986 budget. Seconded by Mr. Sherburne. Carried unani-
mously. Mr. Enck thanked Mr. Kremer, Mr. Silberman, and Mr.
Asmus for their work on the budget. Assessments will be dis-
cussed at the June meeting.
4. Request from the City of Golden Valley to review plan for
Cortland Pond at Laurel Avenue and Florida Avenue. This is a
stormwater storage area being constructed in the Sweeney Lake
Branch and was part of the management plan. Since the plans
are in conformance with the management plan, it was moved by
Mr. Silberman and seconded by Mr. Sherburne that we send a
letter to Golden Valley recommending that they include water
quantity storage and point out to them that we are working on
water quality plan that will likely require this water
storage.
BC Minutes - 5/20/85 - Page 5
Mr. Enck moved that the motion be amended to add that if
Golden Valley does not include water quality within the plan
that they return the plan to the Commission for review. The
amendment died for lack of a second. The vote was then taken.
Mr. Enck opposed the motion but the motion was carried.
5. Request from the City of Minnetonka to review a proposed bond
and storm sewer in the Ridgedale area. Mr. Kremer showed a
diagram for the storm sewer which would drain into a marsh
north of Crane Lake (Dayton Pond). It encroaches slightly
below the management envelope but compensatory storage is pro-
vided. It was moved by Mr. Silberman and seconded by Mr. Rye
that the proposal be approved. Carried unanimously.
OLD BUSINESS
1. Golden Valley's request that the following be included under
the 5 year capital improvement plan.
a. Repair of an existing culvert south of Sweeney Lake which
would inzrease the capacity to protect against the 100
year floid. This structure is at the north end of Sweeney
Lake. Two 48" corrugated metal pipes are deteriorating.
We need twice the pipe capacity.
b. Improve channel between Highway 100 and Regent Avenue.
The creek is meandering back and forth at this point.
The question was raised as to where we draw the line between
capital improvements and maintenance.. It was also questioned
what would be the responsibility of the railroad if the
Sweeney Lake culvert would collapse. If it did collapse the
road bed would go down with it. Mr. Kremer said that a simi-
lar situation exists at Con Agra where a railroad bridge is
deteriorating and is inadequate but that we propose to replace
it for flood control, and that has been included in the proj-
ect. There are two reasons for the problem at Sweeney Lake,
one that the structure is deteriorating and the other that it
is hydrologically inadequate. Mr. Kremer said that the Corps
of Engineers would not consider it part of their project
because they cannot justify it from a flood control benefit
standpoint. Mr. Silberman moved that the proposed crossing be
included in the new plan so that the Commission could present
it although it would still be subject to review by the com-
munities at the public hearing. Seconded by Mr. Asmus. Mr.
Sherburne stated that the motion was not appropriate. Mr. Rye
asked if there were any criteria to decide whether a project
is maintenance or construction. It was stated that upstream
from this crossing work is being done at Ring Pond and Cort-
land Pond by Golden Valley and at Breck Pond by MnDOT and
because of this work it may not be necessary to have anything
else done. The motion passed unanimously.
BC Minutes - 5/20/85 - Page 6
1
It was moved by Mr. Asmus and seconded by Mr. Padden that the
cleaning of the channel between Highway 100 and Regent Avenue
be considered a maintenance problem and that we should com-
municate to Golden Valley that the Commission feels this
should not be considered as a capital improvement. Carried
unanimously.
2. Judicial and County Ditch Report. It was suggested that this
report be discussed at the next meeting. However, Mr. Silber-
man moved that we accept the report and that the Watershed
Management Commission NOT petition for authority to take over
the Judicial and County ditches. If they become a problem in
the management planning, we can cooperate with the County and
the District Court to resolve those problems. Seconded by Mr.
Rye and carried unanimously.
ADJOURNMENT
It was moved by Mr. Sherburne and seconded by Mr. Padden that the
meeting adjourn. Chairman Enck adjourned the meeting at 2:10 P.M.
W. Peter Enck, Chairman Elaine Anderson, Recorder
Date:
Donald Asmus, Secretary
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:Fridley to embark
'on citywide recycling
program this week
Fridley will become the first city in
Anoka County to initiate a citywide
recycling program when curbside
pickups begin Friday in one-third of
the community.
The city of 29,810 residents has been
divided into three areas for the ef-
fort, according to Susan Merriam,
Fridley's environmental planner.
Recycling day in Area 1, east of
Central Av. (Hwy. 65) to the New
Brighton border, will be the second
Friday of the month. In Area 2, be-
tween Central (Hwy. 65) and Univer-
sity Avs. (Hwy. 47), it will be the
third Friday. In Area 3, west of Uni-
versity Av., recyclables will be
picked up on the fourth Friday.
Pickups are expected to begin at 7:30
a.m. Single-family and multifamily
residences up to fourplexes will be
serviced. Larger buildings and apart-
ment buildings must make special
arrangements.
Recyclable materials are glass, steel
and aluminum cans, nonglossy pa-
pers and cardboard, automobile bat-
teries and used oil containers.
Fridley will subsidize tl,,e cost of the
cycling Program vita money from
Anoka County.
The City Council had voted last win-
ter to start a recycling program to
help reduce Fridley's share of solid
waste hauled to landfills.
Since 1979 Fridley residents have
had a volunteer recycling program
called S.O.R.T. (Save Our Recyclable
Trash). S.O.R.T. bid for the citywide
recycling job but the one-year con-
tract was awarded to Beermann
Service".
S.O.R.T.'s recycling center at 71st
Av. NE. and Hwy. 47 will be used
next winter as a drop-off site when
severe weather prevents curbside
pickups, Merriam said.
Fridley recycling
scfledule
Area 3/
4th Friday
Area 2/
3rd Friday
Area 1 /
2nd Friday
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Curbside at
7:30 am in
dwellings of four
units or less.
Source, City of Fridley
Star and Tribune graptuc
f�oatplete in STATE OF MINNESOTA
7laplicate DEPARTMENT OF CORRECTIONS
St. Poul, Minnesota 35101
SHERIFF LOCKUP INSPECTION REPORT
city or village Plymouth 2400 Plymouth Blvd county Hennepin
Type of Lockup: M City�Village 0 Used by Municipality and County
Name of Officer in Charge Richard CarlquiSt Title Chief
Mayor David Davenport Clerk Laurie'Houk
A. Administration
I. How is prisoner register kept? Good ( X ) Fair ( ) Poor ( )
2. How are firearms, tools, etc., safeguarded? Well (X ) Poor( )
3. How is fire protection? Good (X ) Fair ( ) Poor ( )
4. How often are prisoners checked? Every 15 -#rs. minutes
S. How long are prisoners held) Maximum Time1--thours Average Time 1 hour
6. Is a Jailer or Custodian always present when someone is being held? Yes (XX) No( )
If not, explain procedure used:
7. Does Jailer or Custodian sleep nights while on duty? Yes ( ) No rX)
S. Do security procedures appear proper) Yes ( X) No( )
9. What is general condition of cleanliness)
Excellent ( ) Good ( X ) Fair ( ) Poor ( )
10. Is lockup swept every day? Yes (X ) No( )
11. Is lockup thoroughly cleaned at least once every two weeks or whenever needed? Yes ( X ) No( )
COMMENTS:
B. Building
1.
General condition) Excellent ( )
Good ( X)
Fair ( ) Poor ( )
2.
Art safety screens provided? Yes (
No (y ) What
are their condition? Good ( ) Fair ( ) Poor
3.
Does Jailer or Custodian have suitable
space? es (
X) No ( )
4.
What is coodi[Tp of windows' Goo4 (
) Fair (
Poor ( )
No ( )
COMMENTS: mere are no windows in cell
areas.
C. Cells
4.
If answer is no to any above; Explain:
1.
Operation of cell doors' Good ( X )
Fair ( )
Poor ( )
2.
Condition of cell locks? Excellent (
) Good ( X
) Fair ( ) Poor ( )
3.
Type of cell locks? Keyed, snap ( )
Keyed, bolt ( X
) Padlock ( ) Remote control ( )
COMMENTS:
COMMENTS:
F. Hooting and Ventilation
'
D. Bedding
1.
2.
What is supplied? None ( 1 Mattress ( ) Mattress covers ( ) Sheets ( )
Pillows ( ) Pillow cases ( ) Blankets ( X )
Itclew beddin issued to each prisoner? Yes ( X) No ( ) If not, explain procedure
lanCet only
3.
Are blankets kept clean and fresh? Yes ( X)
No ( )
COMMENTS: Laundered as needed.
E. Plumbing
1.
Does each cell have a toilet) Yes ( X ) No (
)
2.
Does each cell have a washbasin? Yes ( X)
No ( )
3.
Is there a shower for prisoner use? Yes ( X)
No ( )
4.
If answer is no to any above; Explain:
S.
How is drinking water supplied? Fountain (X )
Faucet( ) Paper cups ( ) Other ( );
Explain:
6.
Cleanliness of fixtures? Excellent ( ) Good (X ) Fair ( )-poor )
7.
Condition of plumbing? Excellent ( ) Good
(XX) Fair ( ) Poor ( )
COMMENTS:
F. Hooting and Ventilation
'
I.
Heating system: Furnace ( ) Steam ( )
Hot Air ( X) Other ( );
Explain Central Heating
2.
Heat supply: Excellent ( ) Good 0(X) Fair
( ) Poor ( )
3.
Ventilation: Winter: Good ( X) Fair ( )
Poor ( )
Summer: Good ( X) Fair ( )
Poor ( )
4.
Condition of windows: Good ( ) Fair ( )
Poor ( )
S.
Condition of screens: Good ( ) Fair ( )
Poor ( )
6.
is there danger of prisoner asphyxiation? Yes (
) No (XX)
COMMENTS:_ No windows in cell areas.
Carr. 342A 09093._10-- 73-- �w
Lighting
1. Amount of light: Days: Good ( X ) Fair ( )
Nights: Good ( X ) Fair ( )
2. Wiring: Excellent ( ) Gobd ( X) Fair ( )
3. Are switches and fixtures out of reach of prisoners),
4. Are cells well enough lighted for reading? Yes ( X)
COMMENTS:
Poor ( )
Poor { )
Poor ( )
Yes ( X) No ( )
No ( ) How well) Good ( X) Fair ( ) Poor ( )
H. Medical and Health Services
1. Is illness given immediate attention? Yes ( X ) No ( )
2. Is a doctor readily available? Yes ( V No ( )
3. Is a hospital available) Yes ( X) No ( ) Distance from Lockup? 12 miles - North Memorial
4. First aid supplies? Good ( X) Fair ( ) Poor ( ) None ( ),
COMMENTS:
1. food
1. Is food prepared at lockup? Yes ( ) No ( X )
2. Who supplies food'Parkinc
3. Preparation: Excellent ( ) Good () Fair ( ) Poor ( )
4. Quantity: Good ( X) Fair ( ) Poor( )
5. Temperature when served? Hot ( X) Cool ( ) Cold ( 1
6. Cleanliness in food serniog? Good (XX) Fair ( ) Poor ( )
COMMENTS:
J. Point and General Appearance
1. Outside appearance: Good ( X) Farr ( ) Poor ( )
2. Interior appearance: Good ( X) Fair ( ) Poor ( )
3. Paint condition: Excellent Good Fair Poor
- Ceilings ( ) ( X) ( ) ( )
- walls ( ) ( X) ( ) ( )
- Floors ( ) ( X) ( ) ( )
- Cellwork ( ) ( X ) ( ) ( )
4. Painting needs: NnnP-
5. General cleanup needed: done
6. Improper use of detention space? Yea ( ) No ( XX)
Explain: -17_3 adult 42 Juvenile
K. Recommendations: none
Deft ofinis"ction May 9 1-p 85 Lt. Michael O'Brien/Sqt. Wm. Wilen
-'igaarare 07 Moral Or Deputy
DISTRIBUTION BY SHERIFF Hennepin C«mh
Governing Body o/ Municipality M i n nea Do l i S County Soot
Commissioner o/ Corrections
Sheriff File
i�oaress: I i
Gwner of Premises:
P,epr�ent ` i�e:
City of Plymouth
Department of Public Safety
Fi re Ma rs ha 1 Division
EXIT INTEP,VIE'.d
0
�Q--
ate:
ime:
/S 5
one:
15-5—Z
In accordance with the provisions of Minresota Statute 299F.011, Minnesota
Uniform Fire Code, inspection of the above premises was completed and the
following violations and/or deficiencies were noted requiring corrective
action:
*NOTE* Signatures indicate receipt of copies
For further assistance please Owner
/Representative
contact the Fire Inspector at t
the following number: 559-2800 j
Fir /Rep r s tative
I r, ire Marshal Division
Distribution: 1Jhite-Ow r/Representative;
uate sent to
Administration June 6, 1985
REQUEST FOR BOARD ACMN .
'TEW
Anmouncement of vacancies on the
Hennepin County Library Board and
th,e Community Action for Suburban
Heinnepi n Board
DIST: RIBUTION
Te(d Farrington, Public Affairs
Bob Rohl f, Library
Phil Eckhert, OPD
BOARD ACTION REQUESTED
�- 13
Date communicated JUN 1 1 imj RBA/Reso. No.
Referred to ACommi t t e e
Originated in Committee
Sent to Committee Chairman
Date of Committee meeting
Approved
Committee Laid over
Action Progressed
Tabled
Other
Date of Board meeting —
Approved
Board Laid over
Action Tabled
Other
ORIGINATING DEPARTMENT
Clerk of the County Board
AUTHDRJtED SIGNATURE
BACKGROUND DATA:
_Attached
On file with
Clerk of Board
Approval of vacancy announcements and closing of applications on July 25, 1985 with
interviews to be held at the following Ways and Means Committee meeting.
BACKGROUNDHennepin County Library boars:
One vacancy due to the resignation of Frank Pucci for a term expiring January 31, 1987.
A inember must be a resident of Hennepin County beyond the City limits of Minneapolis.
Community Action for Suburban Hennepin Board:
i
This is a newly created Board, per Resolution 84-9-599. Six vacancies for elected
municipal officials of suburban or rural Hennepin County municipalities --two from, each
suburban human services council planning area. Appointments shall be for one year terms.
Admieecommend
rator's Comments
approval
Recommend disapproval
Reviewed -no recommendation
Submitted at Commissioner request
Other:
Sign
DEPARTMENT OF ENVIRONMENT AND ENERGY
A-1603 Government Center
Minneaoolis, Minnesota 55487-016:
�r
NENN
612-348-6846 i% u% '. ►, 11
June 13, 1985
To all municipalities in Hennepin County
Re: Solid Waste Resource Recovery Vendor Selection
Hennepin County plans to make an important decision in the June/July time
frame concerning the selection of a vendor (company) to implement a solid
waste resource recovery facility to serve Hennepin County.
An extensive process, including qualification of vendors and the preparation
and issuance of a Request For Proposals has been completed. In April, 1985
five companies submitted proposals to the county for the design, construction,
acceptance -testing, ownership and 20 -year operation of a 1,000 TPD average
annual volume (365,000 TPY) resource recovery facility at the Greyhound site
in Minneapolis.
The proposals have been evaluated and reports are being finalized. I will
send to you on June 17, a copy of the reports.
The County Board Public Service Committee has scheduled meetings on June 20
at 10:00 a.m. and 1:30 p.m., and on June 21 at 9:30 a.m., for consideration
of the reports. The next regularly scheduled Public Service Committee meet-
ing is July 1 at 10:00 a.m. All meetings are in the County Board Room on
the 24th floor of the Government Center.
Please do not hesitate to contact Warren Porter at 348-6848 or me if you
have any questions.
Sinter , o
At/'her�el,.n4, P.E.
Director
c.c. Vern Genzlinger
HENNEPIN COUNTY
on equal opportunity employer
Irl
-�Z— I-s
ROBBINSDALE
ARMSTRONG
Senior High School
10635 36th Avenue North, Plymouth, Minnesota 55441 546-3266
May 24, 1985
Larry Rogers
Plymouth Police Department
3400 Plvmouth Blvd.
Plymouth, MN 55447
Dear Officer Rogers:
On behalf of the Robbinsdale-Armstrong High School 12th grade students
and Social Studies staff I wish to offer you our sincere thanks for
participating in our panel discussion on police philosophy, procedures,
and interaction with the public.
The panel of which you were a part forms one of a number of curriculum
activities in our unit on the American system of justice. We think that
the open and honest reactions expressed by you and the other panel members
is important for your profession as well furthering and enhancing our
classroom studies.
Discussion in the classes that followed as well as personal comments from
the students outside of class were very positive. Even though the two
sessions were different in the numbers of questions you were able to tackle,
I know the students were pleased.
In closing I again thank you for your participation. We were pleased to
have you on our panel and hope that you might return in the future.
Sincerely,
bene Kacheroski
Team Leader, 12th grade social studies
GK:rr
�S)
CITY OF PLYMOUTH
3400 PLYMOUTH BLVD., PLYMOUTH, MINNESOTA 55447
TELEPHONE (612) 559-2800
MEMO
DATE: June 13, 1985
TO: James G. Willis, City Manager
FROM: Pat Hoyt Neils
SUBJECT JULEE QUABE-PETERSON
Julee was the presenter at the handicapped access workshop I moderated
at the LMC Conference on Wednesday. Julee Just moved into a new home
in Plymouth in the Jamestown Addition. The day after she moved in,
she and her husband came to City Hall to file their homestead
declaration. She told me she was Just thrilled with the reception she
received from the counter staff. Not only did they file their
homestead, staff aided them in registering to vote, filling out water
billing information, explaining the utility billing procedures to
them, etc. Julee told me that she was particularly impressed with the
Comprehensive Plan booklet which she reviewed when she returned home
and the other printed information she received. Her comment was,
"You've got a real class act there.". Julee has her own independent
consulting firm which works with cities on 504 plans, so she is not
unfamiliar with cities and how they operate. I think her high praise
is especially meaningful in that context.
PHN:Jm
June 6, 1985
Ms. Sue Mauderer
City of Plymouth
3400 Plymouth Boulevard
Plymouth, Minnesota 55447
Dear Sue:
:.
OP
CITY C�
PLYMOUTH+
Let me compliment you once again for attaining the professional
designation of Minnesota Certified Specialist. Your designation
as a MCS is a compliment to you and the entire staff in the
Assessing Division. The fact that out of 1,200 assessing
employees in the State, only 20 have received such designation
makes it even more impressive.
Thank you for your continued commitment to excellence.
Thants should also be extended to you, Scott and Mike and the
others 'n Assessing for the excellent job that was done in
r� nhe qty's cent Board of Review to another successful
conclusion,'��
S incaxe
ILIz
DavidLJ.
Mayor
DJD:mlc
3400 PLYMOUTH BOULEVARD. PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 559.2800
CITY C�
PIYMOUT4
June 10, 1985
Mr. Donald Horst, President
Wayzata Soccer Club
3515 North Urbandale Lane
Plymouth, MN 55447
Dear Don:
=- \ 1Oc`,
How pleased I was to receive your June 4th letter and to learn
that the Wayzata Soccer Club will be amending its Bylaws to
change its name to the Wayzata -Plymouth Soccer Club. I have
no objection whatsoever to the Club continuing to utilize the
name 'Wayzata", but I am delighted that 'Plymouth" has been
added.
Please
Sine
i
'appreciation to the association.
David J� Davenport
Mayor
DJD: cap
3400 PLYMOUTH BOULEVARD PLYMOUTH, MINNESOTA 55447. TELEPHONE (612) 559-28UG
June 10, 1985
Dr. Roger Adams
Independent School District 284
Highway 101 North
Plymouth, MN 55447
Dear Roger:
Congratulations on being appointed as District 284's interim
Superintendent. Because of your 34 years of experience with
the District as a teacher, principal and administrator, you
are uniquely qualified to serve and I was pleased that the
Board of Education recognized your outstanding qualifications
by making you their unanimous choice.
If there is anything
run more smoo l -y , �
forward to orkincl/w
Sin0erexy,
Davjid J. rvenport
Mai r
DJD: cap
cc: Mr. Jim Willis
r Jim Willis can do to make your job
e call us. We are both looking
you.
3400 PLYMOUTH BOULEVARD, PLYMOUTH. MINNESOTA 55447, TELEPHONE (612) 5592800
CITY OF
PLYMOUTI-F
June 10, 1985
Mr. David E. Peterson
Hewitt, Peterson & Associates
Suite 102
4900 North County Road 18
Minneapolis, MN 55428
Dear David:
Thank you for your letter of June 5th. I realize that there
have been many rumors circulating about the status of the
property owned by the Tennant Company. Upon receipt of your
letter Jim Willis, our City Manager, contacted Bob Langford,
Vice President and General Counsel for Tennant, and he informed
Mr. Willis that Tennant is not actively seeking to sell the
property. He said that he has received calls from time to time
from people who are interested in purchasing the property, but
it is not actively being marketed.
The Tennant Company previously committed to advise Plymouth of
its plans prior to the end of August so that the City may know
what to do r t to the trunk sewer. All of us will know
a lot mor y rl!? in September. If you want to follow up with
me then, d,'be appy to hear from you.
Si r
David J/ D&venpott
Mayor /
DJD: cap
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447, TELEPHONE (612) 559.2800
bEWIOTT
=- � LP Q--� .
PETERSON5900 N. County Rd. 18 • Suite 102 • Minneapolis h 8,-i$'t2) 533-70a
ASSOCIATES
Mayor David Davenport June 5, 1985
Plymouth City Hall
Plymouth, MN 55447
Dear Mayor Davenport;
We are writing in reference to the Pike Lake connector
and the Tennant property. As a property owner and developer
waiting for this line to service our property, we feel that
we have been left in the lurch by this organization. Tennant
came to the City making all kinds of promises and got the
City to not only change the guiding on , their huge parcel of
land, but year after year move off the construction of the
Pike Lake connector to facilitate their needs. Were they even
suppose to have the availability for IRB's for this project?
How much longer are we as resident's, land owners and
developers in Plymouth going to be subjected to the whims
of this organization. I understand that they are now in the
process of trying to sell the property. It's not suppose to
be known publicly, but it's on the grapevine. They are also
asking almost 3 times what they paid,with the new guiding the
City gave. Does anyone at City Hall feel we've been had?
We would appreciate any help the City can give in holding
Tenn anis feet to the fire on that alignment. Every year
they stall the City, Tennant receives a great advantage and
we receive a disadvantage.
Sincerel
David E. Peterson
C ITY OF
PLYMOUTft
June 10, 1985
Mr. Stephen W. Chesebrough
3615 Evergreen
Plymouth, MN 55441
Dear Steve:
I was surprised and disappointed to receive your recent letter
tendering your resignation as a Commissioner on Plymouth's
Park "d Recreation Advisory Commission. I do fully appreciate
your rationale for doing so, however. I, like you, have also
been always impressed with the quality of people who have
volunteered to serve our community in various capacities and
we also enjoy an outstanding City staff.
Steve, you have been a member of PRAC during its most formative
years and you have made an obvious imprint on the programming
and facilities that are now in place in Plymouth. I especially
appreciated your chair of the Citizens Advisory Commission on
the Community Center. You spent many hours gathering data and
educating our public as to the pluses and minuses of such a
center. I, for one, truly hope that some day Plymouth will
join the ranks of some of our sister suburbs and go forward with
such a center. If that day ever comes, when a groundbreaking
would be held, your contributions will be remembered because it
would have been through your efforts that our public first
became aware of the concept.
I also appreciated your conscientious attendance and your ongoing
contributions to the work of PRAC.
Thank you, Steve, from all of us. I hope that if you do make
a job transfer-tha�tta' you out of the Twin Cities, that you
might retu again outh where you made such a contribution.
God spee .
S in/ r, d'iyI'
David J .Davenport
Mayor
DJD: cap
Jim, please order a plaque for Steve.
3400 PLYMOUTH BOULEVARD. PLYMOUTH. MINNESOTA 55447. TELEPHONE (6121 559.2800
S. W. Chesebrough
3615 Evergreen
Plymouth, MN 55441
May 22, 1985
Mrs. Betty Threinern
Chair, Plymouth Park & Rec. Connission
5860 Lawndale Lane
Plymouth, MN 55446
Dear Betty,
With this letter I am resigning my position as a commissioner on Plymouth's
Park and Recreation Advisory Commission. My reasons are as follows:
1 - my employment is demanding more time;
2 - possibly I may transfer and if it happens I'd like to be ready to
go quickly; and
3 - the Mayor recently suggested appointees ought to move on after a
reasonable term, to make way for others. I agree.
I have enjoyed my term as a commissioner very much. It has been a great edu-
cation, and I have learned a lot. Please convey my appreciation to Jim Willis
and Mayor Davenport.
I have always been impressed at the people serving Plymouth, both as volunteers
(like yourself) and as employees. Plymouth residents are fortunate to have all
these outstanding people working for them.
1 especially want to say how great it has been working with Eric and his
excellent staff. They are always fun to be with and inspiring in their dedi-
cation.
I wish you and the Commission, and Eric and his staff, all the best as you go
forward. There's been a lot of exciting progress while I've been there, and
I'm confident there's a lot more coming. Good luck!
Sincerely,
..�4v'.t
Stephen W. Chesebrough
r..
_...
Fi
,
,J
F-2-
S.%;
With this letter I am resigning my position as a commissioner on Plymouth's
Park and Recreation Advisory Commission. My reasons are as follows:
1 - my employment is demanding more time;
2 - possibly I may transfer and if it happens I'd like to be ready to
go quickly; and
3 - the Mayor recently suggested appointees ought to move on after a
reasonable term, to make way for others. I agree.
I have enjoyed my term as a commissioner very much. It has been a great edu-
cation, and I have learned a lot. Please convey my appreciation to Jim Willis
and Mayor Davenport.
I have always been impressed at the people serving Plymouth, both as volunteers
(like yourself) and as employees. Plymouth residents are fortunate to have all
these outstanding people working for them.
1 especially want to say how great it has been working with Eric and his
excellent staff. They are always fun to be with and inspiring in their dedi-
cation.
I wish you and the Commission, and Eric and his staff, all the best as you go
forward. There's been a lot of exciting progress while I've been there, and
I'm confident there's a lot more coming. Good luck!
Sincerely,
..�4v'.t
Stephen W. Chesebrough
rz
�s
p_ CITY OF
May 17, 1985 PLYMOUTH+
Mr. Alan W. Schackman, Vice President
Ryan Construction Company of Minnesota, Inc.
700 International Centre
900 Second Avenue South
Minneapolis, Minnesota 55402
Subject: Ryan Business Center
Dear Al:
Jim Willis has referred to me your letter with regard to the trash accumulation
along 51st Avenue and on the privatf property within Ryan Business Center. We
appreciate your concern with regard to the illegal dumping which is taking
place within this area.
I would concur with your request to place a fence and gate across 51st Avenue
which would control traffic into the area. Since at this time there is no
development along 51st Avenue, this should provide a solution to the problem.
After building construction takes place, this fence would need to be removed,
but the activity along the street should also stop the illegal dumping.
I am requesting that you or your contractor, which will construct the fence,
contact Tom Vetsch, Street Supervisor. They can review the location of the
fence and its proposed construction. Tom can be reached at 559-2800.
If you have any additional questions, please contact me.
Sincerely,
Fred G. Moore, P.E.
Director of Public Works
FGM:bw
cc: Jim Willis
Tom Vetsch
D_ �VOUTH. MINNESOTA 55447 TELEP�-+ONE i6'2 559 2860
QYAN coMInstrfVNEdOoctiooTAIN coNpany
OF
_COAPORATED
May 10, 1985
Mr. Jim Willis
City of Plymouth
City Hall
3500 Plymouth Boulevard
Plymouth, Minnesota 55447
RE: Plymouth Business Center
Dear Jim:
Again this year I find that our property at 51st Avenue North and
Nathan Lane is being used as a lardfill by persons unknown. I know that
your Police Department has made special efforts tc patrol this area (I
have been stopped on various occasions and asked what I might be doing
when showing this land). The location of the culdesac is remote enough
that anyone desiring so can quite easily use it as a dump without being
caught.
Even though most of the trash, grass bags, tree trimming, old
furniture and appliances is on the public right-of-way on 51st Avenue
North, some is on our property and I amm again going to have someone out
there with a front-end loader and truck and clean up the area prior to
our first cutting of the grass and weeds.
I am sure that you can appreciate that this clean-up becomes very
expensive as well as the mess becoming a distraction when we are trying
to market this land to Industrial users.
I would like to consider barricadirc the property with at attrac-
tive fence and a gate across 51st Avenue North that we would control. 1
have conferred with Mr. Carlquist and I believe he is in agreErent witr
the need to control access. I would appreciate your throughs regarding
this matter.
Best Regards.
Sincerely,
RYAN CONSTRUCTION COMPANY
AA4_�6L4Av-A_____
Alan W. Schackman
Vice President
AWS/dm:16F
700 INTERNATIONAL CENTRE, 900 SECOND AVENUE SOUTH, MINNEAPOLIS, MINNESOTA 55402
TELEPHONE 612/339-9847
x C
c� D
12 Z
M
I
I� • % - �OVM f ■ A r
call
9
33