HomeMy WebLinkAbout1982-12-28_SPECIAL MEETINGSAGENDA
SPECIAL MEETING
EDINA CITY COUNCIL
DECEMBER 28, 1982
5:00 P.M.
ROLLCALL
I. AWARD OF BIDS Tabulation and recommendations by City Manager. Action
of Council by Motion.
A. Civil Defense Siren Bids
II. RECOMMENDATIONS AND REPORTS
A. January 3, 1983, Meeting
B. PERA Legislation
C. Special Concerns of Mayor and Council
III. RESOLUTIONS
A. Salary Schedule for 1983
IV. FINANCE
A. Security Pledges
B. Statement of Estimated Expenditures and Recommended Transfers
C. Claims Paid. Motion of , seconded by , for pay-
ment of the following Claims as per Pre -List: General Fund,
$43,569.58; Park Fund, $6,913.29; Art Fund, $671.44; Swimming Pool,
$90.30; Golf Course, $1,460.14; Arena, $7,000.96; Gun Range, $417.95;
Water Fund, $10,386.92; Sewer Fund, $1,302.68; Liquor Fund,
$27,907.72; Construction $2,977.28; IBR #2, $43,447.53; Total,
$146,145.79
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STATEMENT OF ESTIMATED EXPENDITURES
AND RECOMMENDED TRANSFERS
FOR YEAR ENDING DECEMBER 31, 1982
For
Year 1982
Estimated
Transfer
Expenditures
Appropriation
Balance
To
From
Mayor and Council
$ 36,297
$ 32,800
$ 3,497*
$ 3,600
Cost of liability insurance.
Planning
114,160
111,568
2,592*
2,700
Printing report for Met. Council
Administration
250,503
239,273
11,230*
11,400
Higher cost of payroll and dues and subscriptions.
Finance
193,170
189,356
3,814*
3,909
Data processing $2500; Conferences and schools $1200; Other $200.
Election
45,676
45,908
232
Assessing
176,832
171,450
5,382*
,/ 5,600
Part -time help $2500; Data processing $3100.
Legal and Court Services
171,932
119,000
52,932 *
/ 53,400
Professional fees $10,000; Court charges $1700; Board and room
prisoners $36,000; Prosecuting attorney $5700.
Public Works:
Administration
68,434
68,314
120*
200
Conferences and schools.
Engineering
246,381
240,882
5,499*
5,600
Higher cost of payroll.
Other
1,810,494
1,786,689
23,805*
24,000
Overtime snow plowing $8000; Retaining wall second garage $9000;
Repairs to Ramp caused by storm $7000.
Police Protection
1,953,302
1,960,905
7,603
$
7,000
Less cost of payroll.
Fire Protection
1,261,053
1,241,812
19,241*
19,500
Payroll overtime.
Civilian-Defense
18,216
18,341
125
Animal Control
29,942
32,528
2,586
2,200
Less cost of payroll.
Health
194,286
194,851
565
Inspection
142,476
142,592
116
Contingencies
43,764
509,000
6,236
5,500
See schedule attached - Note A.
Special Assessments on
City Property
77,257
70,000
7,257*
7,300
Higher cost of special assessments.
Central Services -
Capital Outlay
9,393
21,200
11,807
11,600
Purchase less automobiles.
Capital Improvements
20,000
20,000
Commissions and Special
Projects
56,163
55,383
780*
800
Tree program (Cost before cancellation).
$6,919,731
$6,812,852
$106,879*
$138,000 $
26,300
Central Services:
General
City Hall
Public Works Building
Equipment Operation
Allocated to other
departments & funds
STATEMENT OF ESTIMATED EXPENDITURES
AND RECOMMENDED TRANSFERS CONTINUED
For Year 1982
Estimated Transfer
Expenditures Appropriation Balance To From
$1,216,954
90,459
94,491
623,322
$1,254,060
70,260
88,620
597,300
$ 37,106
20,199*
5,871*
26,022*
$ 20,500
6,000
26,200
$ 36,500
2,025,226 $2,010,240 $ 14,986* $ 52,700 $ 36,500
2.010,240 2,010,240
14,986 -0- 14,986 $ 52,700 36,500
$6,934,717 $6,812,852 $121,865*
Recommend an increase in budgeted estimated revenue
as follows:
Miscellaneous income
Court fines
Building permits
TOTAL
$ 22,900
30,000
75,000
TOTAL $127,900
90,700 $ 62,800
KI) onn
.- , v
$127,900
Less Cost of insurance(Liability and Workmen's Compensation).
Higher cost of payroll and supplies for improvements to
police area.
Higher cost of light and power and heat.
Higher cost contracted repairs $8000; Accessories and
parts $17,300; gasoline $10,900.
GENERAL FUND:
Surplus at January 1, 1982
Estimated revenue for year
Less transfer from surplus (Budgeted Item)
Less estimated expenditures:
Operating accounts
Central services - Net
BALANCE AT DECEMBER 31, 1982
STATEMENT OF ESTIMATED EXPENDITURES
AND RECOMMENDED TRANSFERS CONTINUED
$ 603,583
$6,923,384
138,782 6,784,602
7,388,185
$6,919,731
14,986 6,934,717
$ 453,468
Note A - Disbursements charged to Contingencies for 1982 were as follows:
Logis - Development cost - data processing
York Focal Point
Newsletter
Unemployment compensation
Professional services
School - Personal Skills
Plaques
Training aids -Fire
Meetings and schools - Various
Payroll - utilities review
Room dividers and furniture
Printer
Chairs - Various departments
Miscellaneous - small items under $100
November and December items
TOTAL
$ 7,000
3,009
4,376
4,252
200
725
462
451
288
845
9,495
1,035
4,500
1,126
6,000
$ 43,764
v
BALANCE RESERVE FOR COMMITMENTS AT DECEMBER 31, 1982:
Capital Improvement (Street replacement) $230,531
Capital Improvements (General type) 97,800
Improvements - City Hall 2,400
Accounting system 13,500
Microfilm equipment 5,550
Police - Pension supplement 32,800
School assessing 3,000
Reserves:
Fire equipment $188,750
Police - radio equipment 7,000
Civil Defense - Siren 7,000
Animal Control - vehicle 3,000 205,750
$591,331
J
zc
PROPOSED 1983 RATES
('82 in parenthesis)
YEAR ROUND
\ Level A Level B
Step 1 (3.60) 3.80 (4.00) 4.20
Step 2 (3.95) 4.15 (4.50) 4.70
Step 3 (4.15) 4.35 (4.80) 5.05
Step 4 (4.40) 4.65 (4.95) 5.20
Step 5 (4.75) 5.00 (5.05) 5.30
Managerial (5.75) 5.95
SEASONAL
Level
1
3.35
3.60
3.75
Level
2
3.50
3.80
4.00
Level
3
3.80
4.10
4.25
Level
4
4.10
4.35
4.50
Level
5
4.25 - 5.50
PERSONNEL COMPENSATION RATES
1
2
3
4
( 5)
Management III
$37,232
$&0,456
$43,706
$46,488
(11)
Management II
27,794
30,238
32,682
34,762
( 7),Management
I
23,400
24,480
27,482
29,276 -'
( 6)
Technical Management
21,346
23,270
25,116
26,728
(12)
Technical III
18,876.
20,514
22,204
23,582
( 4)
Technical II
16,744
.18,200
19,682
20,930
(11)
Technical I
15,028
16,328
17,628
18,772
( 7)
General III
14,014
15,236
16,484
17,524
( 7)
General II
13,000
14,144
15,288
16,276
( 8)
General I
11,570
12,584
13,598
14,482
Public Safety:
( 2)
PS Management III
31,538
34,538
37,076
39,416
( 8)
PS Management II
29,510
32,110
34,684
36,894
( 7)
PS Management I
26,832
29,172
31,538
33,540
( 2)
PS General II
16,406
17,862
19,266
20,514
( 1)
PS General I
13,000
14,144
15,288
16,276
MEMORANDUM
TO: MAYOR AND COUNCIL
FROM: KENNETH ROSLAND, CITY MANAGER
SUBJECT: PERA 2%
DATE: DECEMBER 29, 1982
As you are aware, the
resolve the State's f
PERA by 2% for 1983.
in turn will send the
reduced by 2% but the
original share.
State Legislature as a part of their short term efforts to
inancial problems, increased the employee contribution to
This money will be deducted and forwarded to PERA which
money to the State. The original bill had the City's share
bill that finally passed has the City contributing its
This action raises two issues of which we would like to make you aware:
- The first, it is felt, is that the 2% represents an infringement
by the State on local government and the manner in which local
government officials compensate their employees.
- The second is that the State apparently looks to the pension system
and its funds as a means to resolve its spending problems. In the
future they may alter state statutory law which could open up state
access to pension funds to solve its perennial state government fiscal
problems. This would disrupt pension funds which are currently in
fairly good acturial shape and at the same time fail to realistically
come to grips with the root spending problems in this state.
We are passing this on to make you aware should your legislators want to converse
with you, together with finding out your views on these matters.
Cfty anager
KER:md
11
j
I
STATE OF 1U.NNESOTA )
COUNTY Or HENN't"PIN ) SS
CITY Or EDINIA )
If
CEPTIFICATE OF
POSTING NOTICE
I, the undersiFncd duly appointed and actinr Police Patrolnan for the
City of Edina, County of I:ennepin. State of 2iinnesot:a. do Hereby certify
that I have, this date, posted copies of the attached and fo�egoin�*
Notice of Special Informal Council Meeting
.on three official City Bull,tin Boards, as follows: 1. City Hall.
4."101W. 50th Street 2.. 50th and France Business Area ( -,922 14. 50th St.)
?. Amundson Avenue Shopping Center.
Dated .� Signed ! 4�e
Police Patrolman
Signed and sworn to before me, a Notary Public
in and for Hennepin Coun*_y,'Minnesota, this, the
�L day of /'JL�� 19x_
R -74
CITY OF EDINA
4801 W. 50TH STREET
EDINA, MINNESOTA 55424
NOTICE OF SPECIAL MEETING
THE EDINA CITY COUNCIL will meet in a special informal session in the
Edina City Hall Council Chambers, 4801 W. 50th Street at 5:00 p.m. on
Monday, March 29, 1982.
All interested residents are urged to attend.
BY ORDER OF THE EDINA CITY COUNCIL.
Florence B. Hallberg
City Clerk
TO:
FROM:
SUBJECT:
DATE:
MEMORANDUM
MAYOR AND COUNCIL
KENNETH ROSLAND, CITY MANAGER
STRATEGY PLANNING /MEETING
NOVEMBER 10, 1982
i
During the approval session for the 1983 Budget, a meeting was established for the
Council to begin discussion of critical issues in preparation for the 1984-Budget
and beyond.
In order to approach this matter in a logical way, I would propose that the Council
start by looking at "the big picture" and the assumptions and goals that we the staff
feel are our overall direction from Council and reach decisions on those before
proceeding to discuss specific issues relating to levels of services, means of
producing those services, etc.
To assist in this process, I would like to utilize a procedure which combines the
Strategy Planning Process (attached) submitted by Councilmember Bredesen (and utilized
by the School District) with the work the staff has done to date on "The Plan" since
the two do not seem very far apart and would bring Council and staff together on long
range planning. This process would be as follows:
Strategy Planning Process
1. Statement of Company Mission and Objectives
2. External Analysis
3. Internal Analysis
4. Key Strategic Issues
5. Strategic Plans
6. Time and Action Schedule and Strategic
Objective
"The Plan" Components
Corporate Goals
(Part II, p. 1 -3)
Corporate Organizational Guidelines
(Part III, p. 1 -7)
Community Description
(Part I, p. 2 -5)
Economic /Financial Analysis
(when developed)
Organizational Guidelines
(Part III, p. 1 -7)
Corporate Strategies
(Part IV, p. 1 -4)
Corporate Strategies
(Part IV, p. 1 -4)
Combine Corporate Work Plan and
(Part V, p 1 -6)
Council Work Plan
(when developed)
Mayor and Council
November 10, 1982
Page 2
7. Key Strategic Decisions At points spelled out in Council
Work Plan (assume specific issues
considered between March -June)
The various aspects of "The Plan" would be reviewed in line with the instructions for
the Strategy Planning Process and modified and altered in line with the Council's
direction.
It is expected that the meeting on November 15 would result in a Council Work Plan
outlining the process that you.have agreed to, plus listing achievement dates.
Additionally, if the agreed process.is as outlined, that the Council is able to
accomplish Step 1 of the process by review of the Corporate Goals and Guidelines and
modification to the goals as is appropriate.
City Manager
KER:md
The Strategy Planning Process
The attached diagram identifies the major component steps of the strategy
planning process, and outlines the flow of logic which must underlie
the development of a sound strategic plan.
1. Statement ofz Company Mission and Objectives
The statement of company mission and objectives is the basic
starting point for strategic planning. The statement of mission
defines the Operating Company's essential nature and character.
It describes the Company's role in the Corporation, how it will
contribute to the Corporate Strategy, its market position in terms
of target customer segments and geographical markets, its major
strategic appeals to these customers, and its current performance
objectives. The statement of mission, in short, defines what the
• company is now and what it is- to become.
2. External Analysis
The external analysis involves an assessment of major environmental
trends and their likely impact on the company's future. This includes
an analysis of long term economic trends,'consumer market trends,
competitive trends, public policy trends, and other key external
forces impacting on the business. The result of the external
analysis is the identification of a limited number (2 -4) of key
external threats and opportunities: That is, the one or two major
factors which may threaten the company's future success, and the
one of two major trends which the company might exploit as potential
opportunities.
3. Internal Analysis
The internal analysis is a situation and trend assessment `'of the
company's key performance capabilities and resources. This analysis
should include at a minimum an assessment of the company's personnel
resources and organizational structure, its physical facilities, its
major operating policies and procedures, and its financial position
and performance. The internal analysis results in the identification
of a limited number (again 2 -4) of key internal strengths which can
be leveraged, and weaknesses to be corrected.
4. Key Strategic Issues
By comparing the company mission and objectives, the external
threats and opportunities, and-the internal strengths and weaknesses,
the key strategic issues facing the company can be identified. These
key issues again must be limited in number to only those core issues
which will have a major impact on the future of the company. Examples
of key strategic issues might be: New competitive threats against
which a company is not currently well defended; emerging new market
opportunities which a company either is not currently well positioned
or does not currently have the resources to exploit. These key issues
provide the focus and direction for developing sound strategic plans.
-2-
5. Strategic Plans
Once the key issues have been identified- sound, action- oriented
strategic plans must be- developed which will resolve 'the issues
and help the company fulfill its mission and accomplish its
objectives. Individual strategies may take a•.variety of forms
reflecting the unique capabilities and resources of individual
companies. In any case, however, the strategies must be a response
to the key strategic issues facing the company. These strategies
may involve an aggressive expansion program, they may indicate
reintensified merchandising programs to regain a dominant but
threatened competitive position, or they may suggest a program
of short term retrenchment and internal rebuilding in anticipation
of future growth and improved profitability. The critical point
is that the' strategic plans must be consistent with and be-based
on the company mission, its external threats and opportunities,
its internal strengths and weaknesses, and be addressed to the key
strategic issues determining the company's. future vitality.
6. Time and Action Schedule and Strategic Objectives
Even the most rigorous and well- considered strategic plan will be
to no avail unless it is implemented with commitment and precision.
Consequently the next step in the planning process is to develop
.a realistic but challenging Time and Action Schedule for the
execution of the plans. This schedule would also include a sta teMLnt
of specific objectives or milestones for the coming year - control
-3-
points for monitoring the company's progress. Even though the
strategy reflects a long run plan, it is still executed in a
series of short run actions.
7. Key Strategic Decisions
The final step in the strategic planning process is possibly the
most crucial component - identifying and forcing the resolution
of the key decisions which have to be made before the plan can be
implemented. Most of these decisions are the responsibilities of the
Operating Company, but some, most notably those involving major
capital expenditures, are dependent on corporate management approval.
These decision points must be explicitly identified, and it is encum-
bant on corporate management to respond to these points in a direct
and timely manner. The results of these decisions can then be incor-
porated in the Operating Company's financial goal planning..
-4-
THE STRATEGY. PLANNING PROCESS
EXTERNAL ANALYSIS:
KEY THREATS AND
OPPORTUNITIES
STATEMENT OF COMPANY t4ISS10N
AND '
OBJECTIVES
KEY STRATEGIC ISSUES
STRATEGIC PLANS
TIME AND ACTION SCHEDULE
AND STRATEGIC OBJECTIVES
FOR COMING YEAR
KEY STRATEGIC DECISIONS
OPERATING COMPANIES _j
INTERNAL ANALYSIS:
KEY,STRENGTHS AND
WEAKNESSES
CORPORATE MANAGEMENT
m
T H E P L A N
Executive Management Committee
City of Edina
August 1982
Prologue
Introduction
(8/30/82)
Part I
Since December, 1981, nine members from various City departments have met to
discuss ways to guide the organization's future. This document serves as the frame-
work for consolidation of ideas and objectives, together with being a work plan to
make the needed changes. It is anticipated that this document should be reviewed
by this group on an annual basis prior to budget time to reassess the general
assumptions and set the priority objectives for the ensuing year and one -half
(i.e. July, 1982 - December, 1983).
The outline of this document goes from general assumptions and objectives in
the areas of community description, Comprehensive Land Use Plan, management objec-
tives, financial planning and service provisions to the necessary time - specific
work plan and objectives. The degree of control as to accomplishment of objectives
varies both by type of objective and by time. (In reviewing "The Plan ", the three
roles Edina plays as regulator, income transferer and service provider /arranger
should be kept in mind.)
The following represent major modules of this plan:
Edina - The Developed Community. A discussion of the baseline plus antici-
pated changes during the next 20 years.
Corporate Goals - A brief outline of the general goals for the City in
areas it is active.
Corporate Organizational Guidelines. A delineation of general guidelines
that reflect the philosophical direction of the organization.
Comprehensive Land Use Plan. While originally created prior to development
of "The Plan "; inclusion of this as a module incorporates it in the annual review
process, and makes. the Corporate Work Plan the vehicle for implementation of the
Comprehensive Plan.
Economic /Financial /Forcast. A list of expectations regarding those principal
trends that are anticipated to impact the organization's operation in both the
short and long term future. Included are a list of indications to judge the
financial inability of the organization.
Service Production Levels. While not presently available, staff members
during the next several months will be working to develop service level descrip-
tions in each end use area. This will permit decisions regarding services to be
made on a more informative and objective basis.
Corporate Strategies. This is a compilation of directions to be undertaken
during the next five years.
Corporate Work Plan. The listing of specific objectives to be accomplished
during the upcoming 18 months based on development of the objectives in July in
conjunction with the budget for use during the last 6 months of the current year,
plus the 12 months of the year being budgeted.
Edina - The Developed Community
Maintenance and Adaptation
With the additional amount of new development declining due to limited
availability of raw land (exceptions being in the France /494 area and Parkwood
area), the prime goals over the past five years have become:
- The preservation and maintenance of existing physical development, both
public and private.
- Adaptation of the community both socially and physically to external
changes brought about by the passage of time.
-2-
Given that the majority of the physical development is relatively young (finder
60 years old), there has been little need for major redevelopment in the form of
replacement of old buildings by new facilities. As time passes redevelopment will
become important since it impacts both land use density and u sea ge. It will-be initially
influenced by the City's efforts made in maintenance.and adaptation of the.City.
(The cost of replacement may be considerably more than the cost of timely
maintenance.) The other influence on the demand for redevelopment will be
(the value of the developed land for replacement by new development) when the
"cost" of undeveloped land in other communities because of development and
transportation costs is higher than the redevelopment of land in Edina. Redevelop-
ment of this type is invariably of greater density.
that:
Principal demographic forecast for the community in the next 10 years is
- The actual census will not increase substantially and will generally
stay around 46,000 with the 1990 population expected not to exceed 48,000.
- While the average age of the population will increase for the next five
years, it should begin leveling off with the percentage of seniors
population reaching a maximum of 18 %.
- Relative land values will continue to escalate but not as rapidly as in
the 70's. It relatively will become.affordable to an ever decreasing
upper income bracket. To the extent that interest rates come down,
there will be a direct impact on how rapid values will go up, although
not a direct dollar for dollar basis.
- The per household population will continue to decline as many of the
remaining residential units to be built will be multiple residential and
therefore smaller; generally for 1 to 3 people rather than 3 to 8.
-3-
Median income of the community, while remaining high, may level off
relative to other surrounding communities due principally to the
increased retired population.
The school age population will show some resurgence but only a 10 -15%
increase by 1990 over the present population.
- The number of jobs in the community will increase from a 1980 level
of 36,000 to 1990 level of 41,000.
- Daytime population (residents, employees, retail shoppers, etc.)
should increase about 10% by 1990.
Edina could during the next five to ten years attempt to minimize its
expenditures by maintaining a status quo or less in the personnel area; foregoing
routine capital replacements of facilities and equipment, not engaging in
modification of operations or introduction of available technologies to improve
service production costs. Such a course, however, has a cost in two respects:
- By postponing maintenance /replacement of capital facilities and equipment
the total cost will at a certain point become more expensive to repair
than the ongoing costs of a replacement or routine upkee
- Give the current and anticipated control the State is exercising on
local finances, attempts in 8 -10 years to do significant repair /replacement
of capital facilities or introduction of capital intensive technologies
will not be possible because growth of the current major source of general
fund revenue, property taxes, will be strictly a function of what has been
raised in previous years. A lower than permitted tax levy in 1983 and
ensuing years will have a direct effect on what will be able to be levied
in 1990.
The course for the City of Edina set forth in this plan proposes to maintain
and adapt in the next 10 years so that Edina can remain in such a mode for
-4-
another 30 to 50 years. This is in opposition to the adoption of a minimalist
approach which would necessitate that Edina enter a significant and costly redevelop-
ment mode as a result of unmaintaihed public and private facilities. (As is evident
in Morningside, the caliber of the public facilities in a neighborhood can have a
decided impact on the private facilities.)
As for service provision, the Plan as outlined intentionally seeks to maintain
current service levels while reducing service provision costs by introduction
of proven technologies, by adoption of improved production methods and by using
fulltime staff personnel as a nucleus to a force of parttime and.volunteer personnel
to handle service provision as appropriate.
In order however, to remain in the renewal and maintenance mode for capital
facilities and equipment together with improved service effectiveness, the City
will be required to make a conscious decision to spend the needed "investment"
money on the front end in order to realize the savings in the long term.
The Progress anticipated then for Edina during the next ten years in pursuing
this course will have two dimensions:
- Improvement in the efficiency of service provision through tools and
techniques that become available
- Advances in the nature and quality of services provided.
To the extent that these two dimensions are interrelated, progress for the
purposes of efficiency improvement will also result in improved quality of service.
Such progress will keep Edina in its position as responsible, effective local
government leader.
-5-
ti.
T H E P L A N
Corporate Goals
nrurnn
- Maintain the character of the community for which Edina is
noted.
COMMUNITY DEVELOPMENT
(8/30/82)
Part II
- Retention of the mix of development currently found in the community
particularly . maintaining the character of the established residential
neighborhoods through the use of appropriate land planning tools.
- Maintenance of private facilities should be encouraged to avoid
deterioration of either residential neighborhoods or commerical/
industrial areas.
- Public facilities will be maintained through an ongoing capital expenditure
program.
- Promotion of affordable housing particularly to help establish new
families in the community.
- At a minimum retain the current areas of business to insure a healthy
community with a strong tax base.
- Implement the comprehensive plan as approved.
COMMUNITY REGULATION
The City will institute, retain or eliminate regulation of activities in the
community in the interests of public health, safety and quiet repose of
the community when:
- such reduces the demand for City provided services;
- protects health, safety and property of persons in the community; and
- assists in achievement of community objectives regarding community
development.
Regulation will be kept to a minimum however so as not to create:
- an undue economic burden on business;
- needless inconvenience or impose restrictions in the use of one's own
private property; and
- unnecessary duplicates of regulation by other regulatory bodies.
SERVICE PROVISION
- Provide a base set of municipal services to the community in the most
effective manner possible.
- Where appropriate finance those service through the use of service charges
in order to:
a) reduce the amount of service costs bourne by the community at
large; and
b) not create excess demand associated with a "free good ". This limits
the amount of income transferred between parties through provision of
services.
- Introduce proven technological advances when such results in improvement
to service provision to the community.
GENERAL MANAGEMENT
- Policy development shall be a joint effort of City Council and Staff
with Staff proposing alternatives and Council deciding. Implementation
shall be the responsibility of City Staff.
- Management of the organization by Staff shall attempt to maximize the
individual worker's productivity in achieving city organizational goals
in an effort to minimize overhead control costs.
-2-
- Production of services shall appropriately be done with a nucleus
of fulltime staff assisted by parttime and volunteer to handle demand
periods of service.
Compensation of personnel should be competitive enough to attract
and retain high calibre personnel.
- Financial resourses shall continue to be managed in a responsible manner
implementing more sophisticated tools of such management as they become
available.
-3-
T H E P L A N
Corporate Organizational. Guidelines
Introduction
(8/30/82)
Part III
The following guidelines represent general statements of purpose that are to be
used in the development of specific organizational objectives and also in the overall
operation of the organization.
The framework of this section splits the guidelines between those which generally
relate directly to production of end -use City services and those which, while production
related, are not direct production as such.
SUPPORT FUNCTIONS
Corporate Planning and Policy Development
- A written organized planning document will be maintained and updated annually
prior to budget. It will outline the general organizational direction for
10 years, general objectives for the medium term (3 -5 years), and specific
objectives for the ensuing year and a half. Review of the City's Comprehensive
12-A use plan is an integral part of this activity.
- Coordination and long range organizational planning will be done through a
modified team concept using members from various operating departments.
- The relationship with the Council will be one defined by the.extent to which
policy development is to be done by staff as desired by Council.
Management Control
- To the extent possible, decisions that are in line with organizational goals
will . be made at the lowest level practicable. Supervisory personnel will
be consulted /informed when exceptions to normal methods are undertaken. Through
such decentralized decision making, the responsibility of the individual is
enhanced.
- The amount of supervision and control will be kept at the minimum needed to
insure production and limit abuse. Such minimalization attempts to:
a) reduce non - productive overhead
b) promote teamwork among service provider groups /areas.
- Give department heads greater accountability and responsibility in the
expenditure of money in their departments among the.various funds /types of
expenditures that fall in their area.
- Develop and utilize work plans for employees to use as a guide in perfor-
mance of their job.
- Improve capabilities to store, retrieve, analyze and dispose of information
relevant to the operation of the City.
- Implement and maintain upgraded management of contracted services
not only to insure appropriate accountability of current services, but as a
preparation for expanded contractural service administration.
Financial Management
- Financing shall be by the end user of a service when such a user is easily
identifiable as the principal consumer of the service. (This impacts both ,
which services are charged and the amount charged.)
- Services should be funded principally by the property tax:
a) when it is principally provided for the protection of the community
other than the direct recepient;
b) the administrative cost of handling a service charge becomes prohibitive and /oi
c) no direct recipient that is identifiable.
- Where appropriate, each department after having developed a base line /level of
service shall establish a fee for all usage above the basic service level.
- Maintain an effective easily understood internal control structure to inhabit
gross misappropriation and redundancy /incompetence in the expenditure of funds.
- Even if a user fee is not charged, costs will be determined for each service
provided. Attempts to relate costs to non end use activities should be avoided.
- Insure City financial control methods remain in compliance with accepted practices.
-2-
- Insure appropriate procurement and disposal of equipment and commodities.
- For enterprise funds.: Insure that rates in profit making funds pay fully for the
service (excluding land /development costs) although all other bonds and interests
for non -land capital facilities will be charged to the funds.
Realistic capital replacement, renewal and upgrade budgets will be established
in the following areas to insure timely capital upkeep and improved productivity
for both.general and enterprise funds:
* Capital Equipment
* Capital infrastructure Renewal - Maintenance and replacement of streets,
sewer, water and storm sewer.
* Capital Facilities - Renewal and revision of City facilities apart from
infrastructure.
* Capital Development - Use of special /dedicated funds to upgrade primarily
park facilities - limited by the amount that can be adequately maintained.
- Maintenance of a contingency reserve of 2% of annual budget.
- For all City funds establish and utilize guidelines for acceptable
debt levels in line with City management and financial objectives.
- Appropriate measures need to be taken to insure a well balanced investment
portfolio that is attuned to the City's cash management objectives.
Research and Development
- Personnel shall seek more cost effective ways to perform operations. New
methods requiring minimal capital investment should be introduced once
impact of such have been explored with supervisors.
-3-
- The City will on a pilot basis selectively invest in testing of new
products for use. When appropriate the company owning the product should be
billed for all overtime or applicable regular time.
- At the replacement point for used equipment, proven technically advanced
egnipwient will be explored and, if appropriate, budgeted for replacement.
marketing and Service Determination
- provide a basic line of municipal services to the community - citzen /non
citizen /business.
- The City will only introduce new or expanded services in an area when:
a) there is a demographic shift that decreases the need for another
service that can be substantially reduced or.eliminated;
b) that service is a prevention activity with a demonstrable reduction
in cost for a corresponding remedial or enforcement activity;
c, non -local tax funds cover the implementation and recurring program costs;
or
d) there is a clearly demonstrated need (not just
i
meant or desire) for such a service and the City is the most appropriate
entity to handle such.
The individual department heads will study market demands for services. They
are respansible to ascertain when alterations should be made regarding service
levels and mix.
- Seek reduction and resist additions in regulation of both business and private
parties not only at the local level, but also at other governmental levels
when such regulation:
a) is no longer appropriate.
b) Does not assist in promoting City policy objectives.
c) Does not increase the demand for City or other provided remedial services.
-4-
Such regulation reduction should result in savings by reducing the need for
enforcement activities on the part of the City and counter activities on the
part of the party regulated, together with increasing opportunities and competition.
- Seek to have responsibilities for service provision and regulation shifted
from the federal, state, metro and county levels to the local level when local
controland response is more appropriate and effective and also accompained by
appropriate financial resources.
- The City will actively promote use of those preventative services which can
deomaonstrably reduce demand for remedial services and therefore result in an overall
cost redaction or improved quality to life. Remedial services will riot be promoted.
- In enterprise areas the City will:
a) actively promote usage of its recreational activities,
b) promote conservation in its utility usage,
c) promote liquor sales only through in -house marketing efforts, coupled
with use of the name in conjunction with sponsorship of selected ads.
- The City shall use its newsletter (published three times a year) in conjunction
with public /government access cable television programs and announcements to
inform the community and market its preventative services.
- In determining the price to be charged for a service, the impact of price on
demand (whether elastic or non - elastic) shall be taken into account when
attempting to cover all service costs by use of fees.
- Add capital facilities only to the extent that it does not adversely impact current
maintenance demand.
PRODUCTION FUNCTIONS
General
- Provide services to the community in the most cost effective manner possible.
- Provision of service should be done in a courteous businesslike manner.
-5-
- Implement service production changes when there is a minimal investment
at risk; or that there is a guaranteed payback within five years.
- Where appropriate seek out private and /or public sector service providers
who are able to furnish current City services either under contract or in
the competitive marketplace which results in a more cost - effective provision.
than through the City. This shift must result in a realized net savings
to the City in both that and related areas.
Human Resources
- Personnel will be cross - trained to:
a) provide back -up to areas where staff is minimal to cover vacation,
sick leave, and occasional heavy workloads.
b) shift from one work areas to another to accomodate shifts in demand.
- A form of modified teams should seek ways at the production level to improve
production and reduce costs.
Compensation goals for personnel are to be in the 3rd quartile (50 -75 %)
of comparable jobs in the market to attract and retain quality personnel.
- Make viable performance standards and work plans for personnel tied to
pay for such performance.
- Revision of benefits should be comparable between union and non- union.
- Fulltime personnel will form the nucleus of a production staff which
includes parttime personnel and volunteers where appropriate.
- Treat all personnel in an equitable manner.
Hard -ware and Capital Facilities
- Capital equipment will be replaced at the point that the cost of repair
and needed back -up equipment plus their operating costs equal more than
the average lifetime depreciation, repair and operating cost of new
replacement. (Lease options should be reviewed.)
- Technological advanced equipment should be introduced as outlined
in research and development and general production above.
- Develop and maintain capital equipment replacement guidelines.
Property Acquisition
The City will acquire property for its use only on a limited basis. Such
acquisition of property for additional facilities= for utilities, public
works or public safety, or as additions to currently existing parks. This
does not apply to the acquisition of property for HRA /redevelopment purposes
or to the acquisition of necessary right of way for streets, sidewalks,
utilities or storm sewer purposes. Land and associated developments should
only be added after realistic assessment as to impact on City crews for
ongoing maintenance.
Property Disposition
All property parcels not of use to the City as part of a park and
facilities for City administrative or maintenance purposes or right of way,
shall be disposed of as is appropriate in order to again become taxable.
Capital Infrastructure Renewal /Facilities
-All streets in the City (concrete and bituminous) shall be maintained at
a level to protect the capital investment for the service life of the street.
- Concrete streets should receive periodic surface maintenance to include
joint and crack repair to protect the investment.
- Bituminous streets should receive periodic maintenance on uncurbed streets
to repair street surface and provide positive drainage.
- Bituminous streets (curbed and uncurbed) should receive periodic sealcoating
to correctly protect the investment.
- Major street renovation will occur when the surface or subsurface conditions
-7-
necessitate reconstruction(usually 30 -40 years after capital investment.)
- Water supply facilities shall periodically be inspected for water erosion
or corrosion and appropriately repaired or replaced.
Sewer collection systems shall be periodically inspected and cleaned.
All appurtenant facilities to the public works systems shall be maintained
to provide adequate services to the residents of the community.
-8-
(9- 13 -82)
Part IV
THE PLAN
Corporate Strategy
1982 - 1988
The expectation during the next five years is that the principal consideration
for Edina as well as other Minnesota communities will be the restrictive financial
climate resulting from decreased intergovernmental revenues due to a prolonged
economic downturn, a reversal of the growth trend in the public sector, and more
control of local units of government by the state. This will be particularly true
during 1982 -85.
As the principal driving force, this area will discuss financial strategies
first followed by strategy discussions in the areas of general management, marketing,
production improvement and compensation.
Financial Strategies
The following represent the mid range strategies for Edina to keep fiscally sound
(strategies in other catagories are also integral to this).
Revenue Development
1. Increase non tax (including intergovernmental) revenue apart from liquor store
profits from 7% to 15% of the total general /park fund revenue by 1987 through
a combination of:
- Equating currently charged fees to full actual cost.
- Reducing dependence on tax supported funds - principally_ state and federal.
- Propose user charge mechanisms in all areas of service provision to the
public and institute those where easily identifiable individuals are primary
beneficiaries and when charging will not have an undesirable effect on usage.
- Fully charge enterprise funds for costs they incur which are not paid for
through the general fund.
2. During this transition period it is expected that:
- financial responsibility will shift from the federal and state levels to
the local level.
- Edina will need to attain a strong footing as a renewing /maintaining developed
community principally by insuring capital facilities soundness.
- State controls on local property tax levies will be very stringent based on
the actual levy of the previous year.
Given these factors, Edina is encouraged to levy the maximum it is allowed in order to
retain the needed fiscal flexibility during these years of transition so it can
effectively deal with mid -year declines in other tax supported revenues (state and
federal). Once the transition is made in 3 or 4 years and the needed financial flexi-
bility is attained, the City can reduce its levy below the maximum without endangering
its financial health.
3. Achieve and maintain a budgeted fund balance of 2% of total budget by 1984 for use
as a general reserve for revenue shortfalls from state and federal levels.
4. By 1984 institute and fund the capital budgets needed to successfully maintain the
City's own capital facilities and equipment.
5. Grantsmanship will be pursued in all capital areas - none in operational mode.
6. As an additional item of information, in considering proposals for development/
redevelopment the tax generation and demands for service should be estimated.
7. Explore development of a specific levy for the HRA.
Capital Investment
1. By 1983 prepare capital financial expenditure plans for 1984 -1988 in the areas of
sewer, water, streets, parks, buildings, equipment and other capital facilities.
2. By 1983 review the replacement of the Danens structure for needed City vehicle
storage.
3. Explore upgrading the radio communications system, both in emergency and admini-
strative areas by 1983.
4. By 1983 prepare a technology upgrade and energy conservation budget.
Financial Management
1. By 1985 shift from cash to accrual budget accounting.
2.. By mid -1983 institute modified self insurance in appropriate areas
-2-
(principally health, worker compensation and general liability) together with
appropriate preventative safety, health and wellness programs by 1984 to realize
savings in these area.
Management Strategies
1. Develop further systems and personnel practices for sharing of resources
among /with departments, both in demand times and in non - demand times
by 1986. Included is the expanded use of the successful team management
approach currently employed at the department head level.
2. Improve the information management of the City by 1985 through computerization
in the areas of:
- Police
- Public Works
- Fi re
- Park and Reacreation
together with addition of word processing and computerized management analysis.
In addition, improve file and paper management through use of other storage
modes such as microfilm or computerized alternatives to microfilm.
3. Revive in 1983 the Council -staff policy development program to allow for policy
development in a reflective and informative atmosphere.
4. By 1985 complete and implement a master fire plan.
Marketing Strategies
1. By 1985 have instituted the use of cable television to market City services
in the areas of:
- Public Safety Prevention
- Energy and Utility Conservation
- Policy /Regulatory Information
- Recreation Facilities
2. By 1984 all departments will develop service levels, production and demand
functions, appropriate measures and costs to review appropriateness of services
currently being provided, together with analysis of deletions or additions.
-3-
,.
3. Prepare issues and have City elected officials meet with legislative
representatives, and also testify at hearings, in order to effect changes
needing state legislative approval.
4. Further seek to develop housing that meets the demographic needs of the
community,together with- encouraging Edina people to participate in Edina housing.
5. Annually review a service in each department as to level and appropriateness
of service.
Production Strategies
1. By 1985 establish cost per unit of service in all areas of service to better
understand the interrelationship among service areas.
2. By 1984 develop at least one alternative to current means of providing each
service using a different combination of personnel, equipment, commodities,
etc. and availability of contracting out or joint effort.
3. Prepare by 1984 an energy conservation program including capital improvements
to reduce consumption for buildings and vehicles.
Compensation Strategies
1. By 1985 implement a performance based pay system in supervisory areas and
an incentive plan for non - supervisory personnel.
2. By 1983 fully review benefits and commence modified self insurance.
3. Review annually the present compensation schedule.
4. Review and update Personnel Rules.
-4-
(9- 13 -82)
Part V
THE PLAN
'Corporate Work Plan
August 1982 - December 1983
The following represent specific objectives to be accomplished making assignments as
to the responsible person or group and a.due date.
Area Objective Coordinator Due Date
Financial 1. Increase revenues from fees and charges
to:
- 8% of 1983 Budget
10% of 1984 Budget
2. Improve revenue generation from liquor
stores by:
- Improved stock turnover to 8 times /yr
for all stores by use of computerized
inventory data
- Establishing other management and
financial targets
3. For 1983 Budget, levy the maximum property
tax allowed to at least 8% level plus
avail.able special levies
- The same for 1984
4. Attain a general fund contingency of:
- 1% of 1983 Budget ($90,000)
- 1 112% for 1984 Budget ($135,000)
with a reserve large enough to fund Budget
from beginning of Budget through receipt
of first tax settlement.
10/82
C. Smith /with 8/83
Dept. Heads
C. Peterson
Council /K. Rosland
Council /K. Rosland
Council /K. Rosland
10/83
10/82
10/83
Area
Objective
Coordinator
Due Date
Financial
(contd)
5.
Develop 5 -year capital expenditure
M.
Bernhardson/
Dept. Heads
programs in the following areas:
4/83
- Capital Equipment by.department
including enterprise funds
- Capital Facilities Renewal /Improvement
- Infrastructure
- Buildings
- Capital technology and energy .improvement
6.
Institute capital programs in #5 for
J.
Dalen
1984 Budget
6/83
7.
Study and /or institute self insurance in
M.
Bernhardson
the following areas:
- Health Benefits
11/82
- Worker Compensation
5/83
- General Liability
8.
Strengthen internal.control for financial
D.
Brenske
Ongoing
matters not only in finance but all areas
handling money.
9.
Investigate and decide as to prudence of=
F.
Hoffman
2/83
replacement of Danen's building
10.
Investigate possible billing of utilities
J.
Dalen/
10/83
D.
Brenske
bi- monthly or monthly instead of quarterly.
-2-
Area
Objective
Coordinator
Due Date
Management 1.
a.). Explore better utilization of personnel
F.
Hoffman/
6/83
B.
Kojetin
during various demand times between
public works and park (including sewer,
water, mechanics and various recreational
activities).
b) Implement recommendations
8/83
2.
(a) Investigate shifting primary fire
C.
Swanson/
12/82
B.
Buresh
dispatch to police, utilizing fire
dispatch as a backup when personnel
are available.
(b) Implement recommendations
3/83.
(c) Explore upgrading of radio communi-
cations hardware.
3.
Implement available computer aided manage-
D.
Brenske
ment information systems
- Police /POSSE
C.
Swanson
1/83
- Liquor /Full LICS
C.
Peterson
1/83
4.
Study use of available computer programs
for:
- Public Works /Equipment Control
F.
Hoffman/
12/83
C.
Smith
- Administration /Fixed Assets Inventory
- Licenses
- In House micro computers
5.
Educate personnel and utilize various
C.
Smith
8/83
features currently available in management
information systems.
-3-
- Word Processing
- Visicalc /MATH 3000
- Various Information Network
6. Study in house computer communications
network
7. Research alternatives to storage of doc-
uments on microfilm together with,review
of-applicability of microfilm and related
technologies.
8. Expand present use of modified team manage-
ment to other organizational levels.
9. Test in a problem setting utilization of
new emergency operations center and
emergency organization.
10. Utilize Executive Committee concept in
the organization's long range planning
function.
11. Commence development of fire master plan
12. Reinstate Council -Staff policy develop-
ment program.
13. Develop agendas for meetings of Edina
elected officials with elected represen-
tatives from the State, Metro, County,
School and special districts regarding
desired Edina changes
Marketing
Coordinator Due Date
M. Bernhardson 8/83
M. Bernhardson 12/83
F. Hoffman
C. Swanson
K. Rosland/
M. Bernhardson
B. Buresh
K. Rosland
1. Educate departments and utilize "Community C. Smith
Bulletin Board" available on cable TV via
installed teletype access in City Hall.
2. Develop additional public safety prevention C. Swanson
programs utilizing cable TV local access.
-4-
Ongoing
Ongoing
Ongoing
3/83
12/82
2/83
12/82
1/83
Coordinator Due Date
3. Commence utilization of cable TV as to B. Kojetin 1/83
recreational programs /facilities marketing.
4. Review the status of Winfield /Laukka project K. Rosland 2/83
and decide as to possible construction in
1983.
5. Positively promote to employees desired K. Rosland Ongoing
changes in the organization.
1. As a means to improve organizational per- M. Bernhardson 6/83
formance:
- Determine the demand and the appropriate-
ness of the service level of a minimum of
two services in each department.
- Determine cost savings and service reduction
of two tasks in each department.
- Develop an alternative means of producing at
least one service in each department.
2. Implement 911 to improve emergency response
3. Contract isolated land parcels for summer
maintenance if cost effective.
4. Complete development of energy conservation
base line for buildings and implement those
with 5 -year payback.
5. Develop an energy conservation program
for vehicles through
- Types of vehicles
- Work methods
6. Develop recommendations as to shifting of
zoning enforcement from Planning to Building.
-5-
C. Swanson 12/82.
B. Kojetin
B. Kojetin/ 6/83
J. Shirmang
M. Bernhardson/ 3/83
C. Smith
G. Hughes 2/83
Coordinator Due Date
7. Consolidation of sewer and water under F. Hoffman Ongoing
one operation.
Compensation
1. Review all current non salary compensation M. Bernhardson 1/83
benefits as to alternate method of providing.
2. Prepare outline for administration of a
performance based pay system in supervisory
areas and incentive plan in the non-super-
visory areas.
3. Review and update Personnel Rules. M. Bernhardson 12/83
am
STATE OF MI.NNE?SOTA )
COUNTY OF HEN " %t"PIN ) SS
CITY OF EDINIA )
If
7
CERTIFICATE OF
POSTING NOTICE
I, the undersigned duly appointed and acting Police Patrolman for the
City of Edina, County of Hennepin. State of Minnesota. do hereby certify
that I have, this date, posted copies of the attached and foregoing
•on three official City "Bulletin Boards, as follo:as: 1. City H�
42:01 W. 50th Street 2.. 50th and France Business Area (0972 W. 50th St.)
?. Amundson Avenue Shopping Center.
Dated FO-A Signed �_�(1/
Police Patrolman
Signed and sworn to before me, a Notary Public
in and for Hennepin County,'minnesota, this, the
day of 19 J, Z
R -74
CITY OF EDINA
4801 W. 50TH STREET
EDINA, MINNESOTA 55424
EDINA CITY COUNCIL
NOTICE OY SPECIAL MEETING
NOTICE IS HEREBY GIVEN that the Edina City Council will meet in
Special Session on Monday, February 22, 1982, at 5:00 p.m. in the
Manager's Conference Room in the Edina City Hall.
All interested persons are urged to attend.
BY ORDER OF THE EDINA CITY COUNCIL.
Florence B. Hallberg
City Clerk
February 2, 1982
Florence Hallberg
MEMORANDUM
TO: ALL DEPARTMENT HEAD
'
FROM: MARK BERNHARDSONJ ` ISTANT CITY MANAGER
SUBJECT: CORPORATE REPORT DRAFT
DATE: JANUARY 15, 1982
Attached is a draft copy of Corporate Report 1981. I would appreciate your
reviewing it and then getting back to me by January 19th with your comments.
PIEB:md
enc
Florence Hallberg
MEMORANDUM
TO: ALL DEPARTMENT HEADS
FROM: KENNETH ROSLAND, CITY HIANAGER
SUBJECT: 4 TREND REPORT
DATE; JANUARY 20, 1982
Please review by 9:00 a.m. Thursday, January 21, any changes you would
like made in the attached third part of the report for tomorrow. Your
comments both in terms of content and grammar are appreciated. Any
suggestions on title are also welcome.
KER:md
attachment
PROGRESSION AND TRENDS
"LOOKING BACK
On October 15, 1977, Edina appointed the first new City Manager in 23 years.
FY
While the intervening four years have gone quickly, I felt it fruitful to review some
of the changes that have transpired as an assist in setting future direction.
Many of the changes noted were implementation of ideas set out in 1977; others
have been made to accomodate changing situations or have been forced upon us. Some
ideas set out then still seem appropriate but need the proper time for implementation.
The intent of this discussion is to give you, as Council members,.a flavor for
the trends through a combination of quanitative and qualitative measures. It.in no
way is-- a-comprehensive analysis of all the organizational trends, but a look at the
ones the staff feels significant.
This discussion will initially cover some general areas, followed by an
indication of major task.changes, with a review of individual department trends at
the end.
.1 General
Management - For the most part the quality of the management staff is superb
and through the excellent working relationships that have been established, they
function as an excellent team. Biweekly staff meetings and the Vertical Process
Management teams have been of assistance in this regard. While the.VPM teams have
not been active the past nine months, they may have business following the work of
the new Executive Team. On balance this improved teamwork is evident in: 1) shorter
Council meetings resulting from better staff preparation, 2) excellent service levels .
in light of increased demand and non- increasing resources, 3) positive organizational
movement, and 4) harmonious relations within and among the people in the departments.
Personnel - By 1977, the staff in Edina had grown to a total of 225 fulltime
personnel., At the end of 1981 there were 209 positions with one slot unfilled.
This resulted from a combination of elimination of some tasks, redistribution
Page 2
of duties and use of parttime personnel in selected areas. Turnover of fulltime
staff has decreased each year from a high of 20% in 1977 to 6.6% in 1981.
Sampling parttime employment, the average number of parttimers in the summer
(242) has increased as has the average number in winter (about 130), primarily
because of a greater demand for year round parttimers in liquor, police, fire and
water areas.
Since 1977 the Personnel portion of the budget has increased slightly from 68%
to 71.9 %. In general, employees have not only retained but generally have - increased
their productivity.
Physical Facilities - Since 1977, the City has not contructed any new facilities
apart from completion of the parking ramp on 50th Street and the park shelter at
Lewis Park, but has made additions and /or modifications to City Hall, Grandview
Liquor Store and the Art Center. Energy savings modifications have been made to
other City buildings, principally the Arena and the Public Works garage. In future
years other energy modifications will need to be made to keep energy costs down as
money is available.
Under the vehicle management policy, the City's automobile fleet generally has
been downsized, particularly in administrative vehicles; has become more fuel
efficient (police squads have increased mileage by % since the 1977 model year),
and now is a more modern fleet that requires less maintenance. These same attempts
are being made in the heavier vehicles such as trucks. However, improvement on a
fleet wide basis in heavier equipment is a much longer process because of the
expected life coupled with the larger costs.
Overall, City facilities such as streets and sewers have increased 5% since
1972 with water lines and storm sewers having expanded by 12 %. This has lead to
additional maintenance efforts, both reactive such as snowplowing and also periodic
renewal efforts such as seal coating every 10 years. The cost of principal
commodities for maintenance has risen as illustrated:
Page 3
While the City needs a set amount of seal coating materials for its annual program,.:_
�r�►'.'t t �E.� C, r. ;bi C.`1. S;j:�tJ ��;1 . ( �'.�(_ �wb1 is i�> >.( 1LL. 5 ' 1 b �!..� iF;L Cul ii'•.
am attempts ha§� been made to mi nimi ze the use of sal t bye recommend -a 1 :10 sal t to
W, Ii Vkc-
c' sand mixture. However, differing weather conditions require different mixtures.
Service Provisions - The staff is constantly reviewing the services that are
delivered and the manner in which they are delivered to eliminate or reduce low
demand, non - critical services and to improve methods of delivery of those retained.
The most notable have been use of improved capital equipment and technologies to
make individuals more productive and the use of parttime personnel where it is
appropriate, together with improving the actual methods that accomplish those
service deliveries.
Community Changes - The demand on the City organization is a function of the
population and its associated demography and also of the developed land areas to
which the City provides service. Below are listed some of the changes experienced
by the City in the last several years:
Population
Land Area
Buildings
Parcels
Street Miles
Sanitary Sewer
Storm Sewer
Water
Parks:
Number
Acreage
Street Lights
Measure
(Year)
! Salt -
129%
Concrete Sand
- 77.9%
Blacktop
- i10 %
Cutback Asphalt
- i160/a
While the City needs a set amount of seal coating materials for its annual program,.:_
�r�►'.'t t �E.� C, r. ;bi C.`1. S;j:�tJ ��;1 . ( �'.�(_ �wb1 is i�> >.( 1LL. 5 ' 1 b �!..� iF;L Cul ii'•.
am attempts ha§� been made to mi nimi ze the use of sal t bye recommend -a 1 :10 sal t to
W, Ii Vkc-
c' sand mixture. However, differing weather conditions require different mixtures.
Service Provisions - The staff is constantly reviewing the services that are
delivered and the manner in which they are delivered to eliminate or reduce low
demand, non - critical services and to improve methods of delivery of those retained.
The most notable have been use of improved capital equipment and technologies to
make individuals more productive and the use of parttime personnel where it is
appropriate, together with improving the actual methods that accomplish those
service deliveries.
Community Changes - The demand on the City organization is a function of the
population and its associated demography and also of the developed land areas to
which the City provides service. Below are listed some of the changes experienced
by the City in the last several years:
Population
Land Area
Buildings
Parcels
Street Miles
Sanitary Sewer
Storm Sewer
Water
Parks:
Number
Acreage
Street Lights
Measure
(Year)
Pleasure
(Year)
44,046
1970
46,073
1980
16.4
1886
16.4
1981
15,629
1977
18,099
1981
188
1972
166.7
1972
65.25
1972
170.24
1972
24
1970
34
1980
987
1970
11,157
1980
254
However, these gross indicators do not give any indication as to the age, economic
status and size of household, alterations of which can impact demand on such diverse
programs as recreation, crime and emergency medical - both real demand usage and
desired service levels. Neither.do these indicators speak to the additional time
plowing a cul de sac takes as compared to the same length of "connected" continuous
Pane 4
street. .1rddT_t_io_na-14y t does not speak to catch -up maintenance needed for selected
systems which when new were not maintained as frequently as they should have been.
These numbers, however, speak to a growth in at least the physical facilities to be
maintained.
Financial - Since 1977, revenues have increased an average of 7.9 %. Property
tax revenues have ranged from a low of 57.5% of total revenues in 1979 to a high
of 60.9% in 1982 which is up marginally from the 59% in 1977. Intergovernmental
revenues hit a high of 22.2% in 1979 and a low of 18.4% for the 1982 budget year,
with liquor averaging about 5.7 %. Edina's share of the property tax dollar has
remained between 10 - 11 %.
Departmental Trends
In addition to the general trends, other general and specific changes and
assignments are outlined below by department.
Administration
- Cable TV franchising /construction
- Increased H.R.A. activity
- Recycling responsibilities
- Additional long range planning and coordination
Finance
More efficient operation in fiscally restrained times
Billing for paramedic and false alarm charges
Assessing
This is best illustrated by
load changes since the last
Homesteaded
Parcels Valued Properties
1967 11,593 9,366
the following chart which shows the work
increase i'n fulltime staff in 1967.
Estimated.
Market Value Assessed Value
$ 448 Mil $160.8 Mil
1977
15,629
11,600
1,149
Mi1(156 %)
398.7
Mil(148 %)
1981
18,099
13,700
2 ,003
Mil( 75 %)
558.5
Mil( 40 %)
Page 5
Community Development
While conventionalwisdom would seem to dictate a decrease in amount of work in
this area because of the mature nature of the community's development, additional
tasks have been added to work load, although there has been a decrease in personnel
in the departments related to community development.
Planning - While the number of land developments has subsided since the mid -
seventies, remaining development plans have on an individual basis substantially
increased staff time demands because of the typically difficult nature of the remaining,
undeveloped land. In addition, Planning has had these task increases since 1977:
Comprehensive Plan development and administration
" Doubling the number of Board of Appeals meetings
Introduction of Findings of Fact in denial of selected proposals
Heritage Preservation responsibilities
r Winfield /Laukka /Mixed Use Development
Engineering - There has been a decrease in some aspects of the department's tasks
with a corresponding reduction of staff. However, there has been an increase in new
task areas including renewal maintenance review. These include:
Cable television construction supervision
Increased monthly water samples
Work on Comprehensive Plan
Railroad crossing annual inspection
Required State Aid street traffic counts
Annual bridge inspections
Ongoing 5 -year State Aid street plan development
Metropolitan involvement in selected areas to protect City's interest
Building -With the shift in the character of the community from development to
redevelopment the department has:
Increased the number of permits issued and inspected
Entered energy savings promotion and energy code compliance
Page 6
- Additional meetings of the Board of Building Construction Appeals as
the Energy Advisory Board, plus increase in number of appeals
Public Safety
In a maturing community, public safety demands often increase beyond the nominal
increase in population and building development. In Edina this has been evident in
a general increase in calls for police service; increases that roughly correspond
to the national and locally reported crime statistics, increases in the age of
population which particularily affects emergency medical demands and the general
aging of facilities that can affect the number of serious fires and the maintenance
of safe health practices. In light of increased demands there has not been a noticable
decrease in emergency response.
Police - In the past four years the following changes have been noted:
Calls for service increased
- Police Officer Standards and Training Mandates
Emergency Preparedness improvement
Increased security alarm administration
Research and development of difficult ordinances from operational
viewpoint.
- Bicycle Safety Program
Suburban Police Recruitment System
Parking permit issuance
- Traffic safety administration
Reduced number of sworn officers from 46 to 4.3
- Reduced involvement in police /school li'asion and crime prevention
Fire - After substantial increases in calls in the mid - seventies due principally
to emergency medical calls, demand has stabilized.
- Average annual fire losses in terms of current dollars has remained
constant
Average.annual fire loss has declined in terms of constant dollars. This
is most noticable in inspected properties. (The primary benefit of
regular inspections is in occupant awareness and education rather than
Page 7
enforcement.) Uninspected properties, which comprise 75% of the market
value, haVeshown little change.
- Successful implementation and operation of volunteer program. Once
outfitted, the average cost of 20 volunteers is less than that of one
fulltimer when used as a supplement to the on -duty staff.
Physical Operations
In relation to the large growth of the community, coupled with the attendant
growth in streets, sewer, water and storm sewer lines and maintained parks, the addition
of one individual in 10 years is minimal by comparision.
Public Works
- Increased sidewalk maintenance
- Parking ramp maintenance at 50th Street
- Increased maintenance of aging facilities coupled with better preventive
maintenance to reduce future cost
- Improved productivity in mechanics area resulting in less need for
contract work
- Sharing of custodian to reduce public works costs
- More flexibility to shift to high demand areas and more effective use.of
parttime personnel
r. Energy savings in public works building and community street lighting
- Increase in cost of petroleum products for fuel and street maintenance
sealcoating
- Increase in the time it takes to plow an average snowfall
Parks - The amount of acres to be maintained has continued to increase, both in
developed parks and median maintenance.
Decrease in number of warming House rinks from 16 to 12
- Increased energy savings at Braemar Arena
- Increase in rounds at Braemar Golf Course
Recycling - While turning a substantial profit in 1981 after ten years, it will
probably return to a breakeven "community service" in 1982 as paper has gone from
$20 /ton to $5 -6 /ton within a few months.
Page 8
Human Services
This area has been and continues to be in a state of flux with the City looking
to the recommendations to Council as a result of the South Hennepin Services Study.
Recreation
- Growth in adult activities including softball and the Art Center complex
- Higher participation rate in decreasing.youth age,groups
- Maintenance of excellent program levels by the various volunteer boards
with the addition of board3 for sec -per, 9 i ' i cs®amh bandy
- Addition of volunteer transportation program which has increased
utilization of seniors' programming
Human Relations
- Expanded role in advising Council on selected issues including Storefront/
Youth Action and review of South Hennepin Human Services Study
- Addition of no-fault grievance process
Public Health Services
- Increased utilization of services, particularily home health visits
- Possible cutback in programs due to state funding limitations
SUMMARY
The above narrative is presented to help you, as Council members, understand that
the organization can pare back only so much without affecting programs, morale and
productivity. It is my feeling that the City has reached the point that if further
cuts are to be made the Council will need to do so as a conscious decision in terms
of cutting programs, not just as a general cutback.
t,
STATE. OF T.U.N 1ESOTA )
COUNTY OF Ii E' i;P I:a ) SS
CITY OF EDINA )
CERTIFICATE OF
POSTING NOTICE
I, the undersir-ned duly appointed acd actinc- Police Patrolman for the
City of Edina, County of ilennepin. State of isinnesot:a, do hereby certify
that I have, this date, posted copies of the attached and foregoing
-on three official C ty Bu Min Boards, asrtolloc-rs: 1. City Hal ,
42101 W. 50th Street 2,. 50th and France Business Area (3922 W. 50th St.)
'. Amundson Avenue Shopping Center.
Dated �� /�� S!Fned
ice atrolman
Signed and sworn to before me, a Notary l'u'dic
in and for Hennepin County,Allinnesota, this, the
day of P-9 _2__
R -74
CITY OF EDINA
4801 W. 50TH STREET
EDINA, MINNESOTA 55424
NOTICE OF SPECIAL MEETING
EDINA CITY COUNCIL
-NOTICE IS HEREBY GIVEN that the Edina City Council will meet in
special session on Thursday, January 21, 1982, at 5:00 P.M. in the
Edina City Hall Council Chambers.
All interested persons are urged tolattend.
BY ORDER OF THE EDINA CITY COUNCIL.
Florence B. Hallberg
City Clerk
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CORPORATE REPORT
1981
EDINA - THE NATIONAL AND STATE PICTURE
The year of 1981 which started off with surprisingly strong growth turned out to
be a recycled 1980 with high interest rates and a sluggish economy, particularly in the
third and fourth quarters of the year. The measures by the Reagan administration to
stimulate the economy through reduced federal` spending and tax cuts, both general and
selected, have yet to have any significant impact in promoting economic recovery. The
Federal Reserve's efforts to cool inflation again pushed interest rates to high peaks
in April through July. The apparent result of these rates, together with sluggish
economics abroad, has been a declining inflation rate (around 9.6% for 1981 nationally
but 13.6% locally, a higher figure than 1980 as measured by the CPI); a strengthened
dollar, resulting in lower levels of exports; increased unemployment (about 8.9%
nationally but 4.9% in the local metro area in November) and, at least at present, an
unofficial national recession (real Gross National Product growth for 1981 was only
1- 1.5 %). Hardest hit as a result of this recession have been capital /loan dependent
industries such as housing, automobiles and suppliers of capital equipment to businesses.
As for reduction in governmental regulation, another aspect of the Reagan program, 1981
was more a year of reduced enforcement and a review of current regulations rather than
a wholesale repeal of regulations at the federal level.
The most marked impact on Edina as a result of the downturn in the economy has
been the unprecedented effect on both income and sales tax collections at the state
level. While noted in the 1980 Corporate Report that a deficit would be a problem in
1981 on,the state level, this deficit was worsened by: 1) optimistic but inaccurate
forecasts of revenues for the biennial state budget, and 2) a state legislature that
after one regular and three special sessions was unable to develop a solution to the
problem until just before the start of the 1982 regular session.
While the revenues Edina receives from the State total less than 13% of Edina's
general budget, and payment delays or reductions can be absorbed on a short terra basis,
.the largest problem for Edina, as with several of the better managed cities, is the
Corporate Report
- Page- 2
uncertainty as to how the State will resolve the long term financial problem. While the
Legislature in its final action of 1981 guaranteed payment of withheld 1981 state aids
and homestead monies for November and December, it does little to give any long range
direction as to future financing of local government. Edina feels strongly that this
crisis at the state level provides an excellent lesson as to dependence by local
government on non -local sources. In fact, it may be a turning point in the financing
of local government which Edina.would welcome if it promotes more efficient local
government. However, some communities that may find difficulty in weathering the loss
of outside funding may be prompted to pass off traditional local government functions
to either the County or the Metropolitan Council Edina must work in a positive manner
to counteract this possibility. The current uncertainty, however, inhibits our ability
to deal appropriately with the situation in a positive manner.
Apart from the financial uncertainty, the 1981 economy and other societal events
have provided the following impacts:
Community Development - Development of remaining land has continued at a moderate
level primarily in the office "sector (10 major buildings constructed). The most
notable economic impact has been on residential developments, especially two
multiple residential projects that had been approved in late 1980 /early 1981 and
which now have been delayed until the cost of financing and the market for that
type of development improves. Otherwise, building permits, totaling -999, were
at an all time high and the dollar value of developments,undertaken in 1981 was
$52 Pillion. Any reduction in new construction has been offset by increased
permits for remodeling activities. The results of the 1980 Census listed Edina
at a population of 46,073.
Public Safety - There has been no noticable impact in demand for services as a
result of the economy, with reported crime, fires and medicals remaining at
relatively constant levels. The only growth was a 5% increase in the number of
service calls. The economic downturn ag.ain'demands the necessity of continuing
to look to the most cost effective means of providing police and fire services.
Corporate Report
Page 3
Human Services - Decline in human services funding at both the federal and state
level causes two potential local impacts. These include the ability of the South
Hennepin Human Services Council to serve as a local coordinating hub for both
public and private services, as well as the provision of community health services
through a contract with Bloomincton Public Health Services which is state supported.
In regard to the former, South Hennepin has completed a Human Services Study which
the City's Human Relations Commission is reviewing to assist in development of an
overall City direction, particularly in light of the federal shift to the state
and the state's continuing financial problems.
The prediction for 1982 is not dissimilar to the 1981 economic projection. The
economy will probably remain sluggish through April with prime rates eventually declining
to 14% in May -June and then increasing to 15% with an economic upturn in mid- summer.
Because of continued uncertainty as to the long term trend of inflation, long term rates
such as mortgages may not drop appreciably below present levels (17% /conventional).
- - -
Unemployment will probably bottom out in June (nationally at- 9.3%). The economic turn
around should initially be stimulated by lower interest rates and more dollar avail-
ability (the initial tax break in October 1981). Renewed consumer and business
confidence in the last quarter of 1981, together with an additional tax break planned
for July 1982, should likewise be significant. While the recent growth in the economy
is a positive sign, it is anticipated that there will be a slight upturn in inflation
in mid - summer, although it may end the year at 8 -9% which is below the 1981 figure.
While the state's economic picture should improve along with the national picture,
the state government's financial problems will continue to be troublesome probably into
1983 even if a favorable budget solution is enacted early in the 1982 session. However,
the solution may have a negative long term economic impact on the state if the business
community, particularly the nationwide companies, perceive that it is more profitable
to do business in other states.
Locally, 1982 will find Edina confronting the problems that are a result of the
Corporate Report
Page 4
state government's financial picture. The conservative management of the City in the
past has placed Edina in a strong financial position to deal both with the short term
cash flow problems and the long term reduction of state generated revenues. Once
decisions have been made by.the state, Edina will adapt both in its 1982 budget and
its 1983 budget. The property tax base has experienced a modest increase (11 %) for the
assessed 1981 payable 1982, and will again increase 11% for assessed 1982 payable 1983.
One of the possible solutions to the state's problems may give Edina a share of the sales
tax in lieu'of the current state aids set -up. A portion of the local government revenues
would then reflect the economic picture in a direct manner.
EDINA - 1981
One of the most unusual events for any city council in the metropolitan area
occurred in 1981 when Edina and Bloomington swapped the north half of the Radisson
South Hotel for undeveloped office property along their common border to the west of
the Radisson. The swap became official on July 15, 1981. Additional significant
council issues and actions occurring during the first full year of Mayor Courtney's
term included:
- Continuation of participation in the League of Minnesota Cities.
- Approval of Edina's Comprehensive Plan.
Approval of Planned Office and Mixed Use Development ordinances.
Consideration of Housing and Redevelopment Authority funding of a senior
citizen residence and further exploration of the Mixed Use Development.
- Approval of consolidated ordinances for fees and animal control.
- Review of a significant disciplinary action.
- 1982 B6d4et.
- 2,4b usage in the community including a temporary ban on usage by the City.
- Increased administrative purchasing authorization.
- Consideration of health service options.
Other events in the community that were Council related included:
- Unaunuration of Mayor James Van Valkenburg.
- Annual.Volunteer Dinner.
Corporate Report
Page 5
2nd Annual Edina Foundation Benefit.
- Initiation of League of Women Voters' budget study.
- "Decontrol" of Morningside garbage collection.
GENERAL MANAGEMENT
From a general management standpoint, 1981 was a year of reaction,and reassess-
ment because of numerous events. The year 1982 promises to be a year for substantial
progress towards the organization's goals. We can only hope that current problems on
the state scene will result in solutions that are philosophically in line with Edina's
view of local government.
Concrete results that were evident in the City on a general basis included:
- Completion of City Hall addition, handicapped access and a majority of work
area rearrangement, together with the Art Center addition partially funded
by a private donation.
- Installation of cost - effective telephone system.
- Expansion in the use of computer /CRTs in finance, assessing and liquor stores
with a wider range of applications available in 1982.
Energy savings equipment installations at the arena and public works garage
together with roof repair on that facility.
In the area of personnel, the overall number of fulltime personnel remained
constant, although new positions were created out of old slots for an assistant finance
director, firefighter- paramedic, and a water /sewer maintenance person. The other
significant.addition was 15 parttime /volunteer firefighters. Overall turnover of
full time personnel was 6.60%. - -
Finance - While the state's financial problems may have an impact on Edina, at
least from a cash flow standpoint, fiscal prudence over the years has left Edina in
a strong financial position. The approved 1982 budget is an 8.5% increase over the
1981 budget which itself represented a 6.2% increase over 1980, both of which were at
or below the inflationary trends for the previous years. (The CPI locally increased 11%
i.n 19.80 and 13.6�� for 1981.)- The local property tax will fund 60.8% of the 1982 budget,
up marginally from the projected 60.7% actual expenditure figure for 1981 (although i -t
amounted to 56.7% of projected revenues). The actual dollars raised through property
Corporate Report
Page 6
taxes should increase about 9 %. The City's mill rate will probably represent about
10.3% of the total property tax dollar, which is a slight decrease from the 10.9% of
the past few years.
The estimated market value for property in Edina exceeded the $2 Billion mark
for 1981 payable 1982 and yielded an assessed value of $558 Million, or about an 11%
assessed value increase which is down from the 14.2% increase for 1981.
In 1981 single family residences.continued to account for 75% of the estimated
market value although only paying a 56% share of the taxes with commercial and
industrial representing 19% of the value and 36% of the taxes. The balance of 10% of
taxes come from other properties, principally multiple residential. In 1981 the
tax bills on homesteaded property in Edina, after homestead credit, were as follows:
Effective tax rates on commercial property were 3.8 %.
As mentioned, the largest financial concern particularily for 1982 has been in the
area of intergovernmental revenue because of changes on the federal level and the deficit
on the, state level. These represent about 19.3% of the total budget I-rith state aids
representing 13% of the budget. The originally discussed 20% cut in state aids in 1982
would represent about a 2.6% reduction in funding the budget. The present legislative
b ill would represent an 11% cut of 1.45% overall budget reduction. A reduction in the
1982 homestead credit by the state will probably reduce revenues by about .6 %. While
the State did not reduce the $650 homestead credit to the homeowner for 1982, they
effectively reduced the amount they pay to the City by about 2% of its 10% share.
Fees make up about 5.9% of the general budget and, apart from the liquor stores,
are the sole source of revenue for the enterprise funds. Those fees requiring passage
by ordinance were consolidated in one ordinance with the balance enacted by resolution.
Fee increases for 1982 ranged from 10 -100% depending on the area. The most significant
Effective
Tax Rate
Market Value
Taxes
1981
1980
$ 50,000
$ 348
.70%
1.16%
100,000
1,393
1.39
1.93
200,000
3,867
1.93
2.30
400,000
8,811
2.20
2.52
Effective tax rates on commercial property were 3.8 %.
As mentioned, the largest financial concern particularily for 1982 has been in the
area of intergovernmental revenue because of changes on the federal level and the deficit
on the, state level. These represent about 19.3% of the total budget I-rith state aids
representing 13% of the budget. The originally discussed 20% cut in state aids in 1982
would represent about a 2.6% reduction in funding the budget. The present legislative
b ill would represent an 11% cut of 1.45% overall budget reduction. A reduction in the
1982 homestead credit by the state will probably reduce revenues by about .6 %. While
the State did not reduce the $650 homestead credit to the homeowner for 1982, they
effectively reduced the amount they pay to the City by about 2% of its 10% share.
Fees make up about 5.9% of the general budget and, apart from the liquor stores,
are the sole source of revenue for the enterprise funds. Those fees requiring passage
by ordinance were consolidated in one ordinance with the balance enacted by resolution.
Fee increases for 1982 ranged from 10 -100% depending on the area. The most significant
Corporate Report
Page l
- -- increase dollar -wise for 1982 was a -26%- increase for sewer, with rates -for Morningside-
water (from Minneapolis) increasing 30 %. Both are enterprise funds.
The balance of revenues for 1982 of 14% come from fines, charges, investment income
and revenues from the liquor stores which for 1982 will be 5.6% of total revenues and
will equal about .8 of a mill.
On the expenditure side, personnel services represent 58.5% of the 1982 budget
which is up slightly from 57.5% for 1981, although all related personnel costs increased
from 71% in the 1981 budget to 72% for the 1982 budget. Capital outlay represented
8.2% of the 1981 budget and 7.9% of the 1982 budget. The balance of 20% is for
commodities and contractual services. Total expenditures for the 1981 budget were
$7.3 Million with the 1982 budget expenditures at $7.9 Million, an 8.5% increase.
Between the budget funds discussed above and the enterprise funds, the total
anticipated revenues for 1981 for the City are $17.5 Million and $18.7 Million for
1982. (This does not include revenues derived by the H.R.A. or special assessment
revenues from non -City sources..)
As for bonded indebtedness, the City sold two separate-bond issues -in October.--
The first for $4.2 Million were three -year temporary improvement bonds to help fund
special assessments. The effective rate was 9.763 %. The second issue was $4.5 Million
in general obligation tax increment bonds. These 12 -year serial bonds had an effective
interest rate of 10.5165% and the proceeds above expenses went to fund purchase of
property for the Mixed Use Development. During 1981, $6.315 Million of bond payments
and interest were due (apart from H.R.A.) and paid .leaving an outstanding indebtedness
of $9.3 Million for special assessments, revenue and general obligation bonds.
Community Development - Major new construction in the office area and the strength
in the remodeling area (not atypical' either in a maturing community nor during economic
downturns) led to the largest number of building permits issued by Edina, which had a
total valuation estimated at $52 Million of market value. New development was respon-
sible for another Edina first; the construction of the first precast concrete arch
bridge in this country. Known as a "BEBO" structure, it cost 25% less than a
Corporate Report
Page 8
conventional style bridge. New construction also resulted in the completion of Oak
Glen, low and moderate income housing, together with an 8 -plex condominum development
which was started on Lincoln Drive. The other "new construction" was the commencement
of cable television installation in which most of the areas south of the Crosstown
Highway were wired by year's end. Completion of the system for all residents by
August of 1982 seems real.istic.
Principal "recycling." efforts in 1981 focused on Wooddale School and Edina East
both of which posed significant questions as'to the range of uses to be permitted as
they are adjacent to single family residential areas.
In addition to approval by the Council of the City's Comprehensive Plan, the
Winfield /Laukka /Mixed Use Development, the Edina - Bloomington land swap, and assistance
to a senior citizen residence, the Council reacted to proposals on:
- State Building Code Amendments (deferred).
- Acquisition of house in Todd Park.
- 12 major contracts administered and 5 developer's agreements negotiated in
public works construction. _
The final note in the area was publication of the book, The History and Architecture
of Edina, which was the result of efforts by the Edina Heritage Preservation Board and
the Edina Historical Society.
Public Safety - Calls for service in the police area as measured by requests
increased about 5% with the department remaining stable as to reported crime statistics.
For various reasons, the department's year can be summarized as one in which they
maintained the status quo as far as operations. Calls in the fire department leveled
off with a slight decrease in total calls, the first decline since at least the
early '70s.
Items of note in this area include:
- False alarms for police, which while increasing in number, did not increase
relative to the number of systems in operation. There has been a reduction
at least in repeat problems with a number of users, indicating the charge
for security systems seems to have had an impact.
- Passage of a false alarm charge for false fire alarms, again in an effort
to reduce repetitive problems.
Corporate Report
Page 9
- Establishment and function of a 15- member partpaid firefighter component to
supplement the on -duty strength which has operationally been well above
expectations for the program at this stage.
- Edina spearheaded efforts in the area of victim and witness data privacy
protection which subsequently has been used as a statewide model in the
area of data privacy.
- A growth in the dependency of the Police Department on the Community Service
Officer Program to perform an even larger share of non -sworn duties.
- Mandating of sewer hookups for all properties to which sanitary sewer is
available to reduce public health problems associated with both surface
and private ground water systems due to malfunctioning septic systems.
- New ambulance placed in service.
- Continued success of the Bicycle Safety Program, both in positive community
comments and financial support for the program in 1982 by the Edina Lions
Club.
- Donation of six body armor by the Edina Lions Club.
While Edina's municipal ground water supply remains safe, there is ongoing
concern and monitoring of impact from St. Louis Park's problem.
Participation by the Health Department in the Hennepin County Computer Data
Collection System to assist in code enforcement decisions and problem
identification in the community's food service establishments.
- Continuation of quarterly newsletter "Foodstuff" to restaurant owners. It
has received compliments from both State and County Health Departments and
together with the locally developed slide presentation serve as excellent
educational tools for the food service industry.
Of note this year was the City's ongoing effort in emergency preparedness. A
drill was conducted on April 14, 1981. Exactly two months later a tornado did strike
a portion of
the
City.
The training did pay off to the City's benefit at the time,
especially in'the
area
of traffic control.
Physical Operations - The year 1981 began nicely for this area with a mild winter
and little activity in winter street maintenance. However, June brought the tornado
clean -up which cost $75,000 not including park damage. This easily ate up the winter-
time savings. While adequate moisture through the summer limited the need for any
water bans more restrictive than the mandated odd /even watering ban, continued
moisture in November and December resulted in the heaviest snow i.n 24 hours in the
metro area in 40 years, followed a few days later by perhaps the worst or at least
Q'11
Corporate Report
Page 1.0
the most untimely freezing rain /ice storm in 20 years. These events not only caused
difficulty in the street maintenance area but also resulted in extensive debris clean -up
and associated calls for service. While these events taxed Edina's ability to perform,
the results proved a very adequate response by the City.
Additional items of note in physical operations were:
- Infiltration and inflow study design.
- 10th year for the Recycling Center which turned somewhat of a profit due to
higher paper prices. (Prices have subsequently fallen off and the Center will
probably be at a break-'even just for direct operational expenses.)
Exploration of solutions to Richfield's Adams Hill pond problem.
- Utilization of a new sidewalk snowblower.
Beginning of projected extensive rejuvination program of Edina's 34 parks
commencing with work in Walnut Ridge, Weber and Beard.
- Initial development work on upgrading Arneson Acres, including irrigation
system in mall area and development of perennial flower garden.
- Selection of Braemar Golf Course as one of the top fifty courses in the nation
with a record of 51,000 rounds played. Improvements included upgrading of
the 12th tee and the completion of the irrigation system.
- Successful implementation of parttime water meter readers.
Human Services - While 1981 had many items that could impact services locally,
this area for the City was very much a status quo, mainly working on development
of directions for the City based principally on reviews and recommendations of
advisory committees on the South Hennepin Human Services Study.
Other events included:
- Initial utilization of the no -fault grievance process.
- Ongoing success of the volunteer transportation program.
- While the youth population in Edina seems to be declining, there has been
a small increase in the number of participants in youth recreational programs
indicating an increased percentage participation.
SUMMARY
While the uncertainty of the 1982 financial situation may cause concern and
perhaps eventually make 1981 a good year by comparison, the staff of the City of Edina
looks forward to a positive and productive year in serving our customers, the people
of the City of Edina.
-r 1t
THE PAST FOUR YEARS
On October 15, 1977, Edina appointed the first new City Manager in twenty -three
years. While the intervening four years have gone quickly, I feel it fruitful to
review some of the changes that have transpired as an assist in setting future
direction.
Many of the changes noted were implementation of ideas set out in 1977; others
have been made to accomodate changing situations or have been forced upon us. Some
ideas set out then still seem appropriate but need the proper time for implementation.
The intent of this discussion is to give.you, as Council Members, a flavor.for
these trends through a combination of quanitative and qualitative measures. In no way
does it represent a comprehensive analysis of all the organizational trends,.but a look
at the ones the staff feels are significant.
This discussion will initially cover some general areas, followed by a review of
individual department trends.
- General
Community Changes - The demand on the City organization is a function of the
population and its associated demography and also of the developed land areas to
which the City provides service. Below are listed some of the changes experienced
by the City in the last several years:
Measure
(Year)
Measure
(Year)
' TPopu',ation
44,046
1970
46,073
1980
-Y io Land Area (Acres)
16.4
1886
16.4
1981
U' Parcels
15,629
1977
18,099
1981
Street Miles
188
1972
197
1981
Cul de Sacs
118
1972
154
1981
Sidewalk Miles Maintained
0
1972
14.93
1981
'a Sanitary Sewer Miles
166.7
1972
176
1981
Storm Sewer Miles
65.25
1972
73
1981
Water Plain Miles
170.24
1972
194
1981
Parks:
Number
24
1970
34
1980
Acreage
987
1970
1,157
1980
Street Lights
254
1970
574
1980
However, these gross indicators do
not give any
indication
as to the age,
economic
status and size of household. Alterations of these
can impact
demand on such
diverse
-1-
programs as recreation, crime and emergency medical both real demand-usage and
levels of desired service. Neither do these indicators speak to such things as the
additional time plowing a cul de sac takes as compared to the same length of "connected"
continuous street. It also does not speak to catch up maintenance needed for selected
systems which when new were not maintained as frequently as they could have been.
These numbers, however, - speak to a growth in at least the physical facilities to be
maintained.
Management - For the most part the quality of the management staff is superb and
through the excellent working relationships that have been established, they function
as an excellent team. Bi- weekly staff meetings and the Vertical Process "a ayemer±
teams have been of assistance in this regard. While the VPM teams have not been active
the past nine months, they may have business following the work of the new Executive
Team. On balance this improved teamwork is evident in: 1) shorter Council meetings
resulting from better staff preparation, 2) excellent service levels in light of
increased demand and non - increasing resources, 3) positive organizational movement,
and 4) harmonious relations within and among the people in the departments.
Personnel - By 1977, the staff in Edina had grown to a total of 225 fulltime
personnel. At the end of 1981 there were 209 positions with one slot unfilled. This
resulted from a combination of elimination of some tasks, redistribution of duties
and use of parttime personnel in selected areas. Turnover of fulltime staff has
decreased each year.from a high of 20% in 1977 to 6.6% in 1981.
Sampling parttime employment, the average number of parttimers in the summer (242)
has increased as has the average number in winter (about 130), primarily because of a
greater demand for year round parttimers in liquor, police, fire and water areas.
Since 1977 the personnel portion of the budget has increased slightly from 68%
to 71.9 %. In general, employees have not only retained but generally have increased
their productivity.
Physical Facilities - Since 1977, the City has not constructed any new facilities
apart from completion of the parking ramp on 50th Street and the park shelter at
Lewis Park, but has made additions and /or modifications to City Hall, Grandview
-2-
Liquor Store and the-Art Center. Energy savings modifications have been made to
other City buildings, principally the Arena and the Public Works garage. In future
years other energy modifications will need to be made to keep energy costs down as
money is available.
Under the vehicle management policy, the City's automobile fleet generally has
been downsized, particularly in administrative vehicles; has become more fuel efficient
(police squads have increased mileage by about 85% since the 1977 model year), and
now is a more modern fleet that requires less maintenance. These same attempts are
being made in the heavier vehicles such as trucks. However, improvement on a fleet
wide basis in heavier equipment is a much longer process because of the longer expected
life coupled with the larger capital costs.
Overall, City facilities such as streets and sewers have increased 5% since 1972
with water lines and storm sewers having expanded by 12 %. This has lead to additional
maintenance efforts, both reactive such as snowplowing and also periodic renewal
efforts such as seal coating every 10 years. The cost of principal commodities for
maintenance since 1977 has risen as - illustrated:
Salt - 129%
Concrete Sand - 77.9%
Blacktop - 114%
Cutback Asphalt - 189%
While the City needs a set amount of seal coating materials for its annual program,
increased costs at constant budget could lengthen the renewal program. In line with
minimizing costs, attempts have been made to minimize the use .of salt by using the
recommended 1:10 salt to sand mixture. Differing weather conditions, however, require
different mixtures.
Service Provisions - The staff is constantly reviewing the services that are
delivered and the manner in which they are delivered to eliminate or reduce low demand,
non - critical services and to improve methods of delivery of those retained. The most
notable have been use of improved capital equipment and technologies to make individuals
more productive and the use of parttime personnel where it is appropriate, together
with improving the actual methods that accomplish those service deliveries.
-3-
Financial - Since 1977, revenues have increased an average of 7.9 °0. Property tax
revenues have ranged -from a low of 57.5% of total revenues in 1979 to a high of 60.8%.
in 1982 which is up marginally from the 59% in 1977. Intergovernmental revenues hit a
high of 22.2% in' 1979 and a low of 18.4% for the 1982 budget year, with liquor averaging
about 5.7 %. Edina's share of the property tax dollar has remained between 10 -11 %.
Departmental Trends
In addition to the general trends, other general specific changes and assignments
are outlined below by department.
Administration
Cable TV franchising /construction
- Increased H.R.A. activity
- Recycling responsibilities
Additional lonq range planning and coordination
Finance
More efficient operation in fiscally restrained times
Billing for paramedic and false alarm charges -
Assessing
This is best illustrated by the following chart which shows the work
load changes since the last increase in fulltime staff in 1967.
Homesteaded Estimated
Parcels Valued Properties Market Value Assessed Value
1967 11,593 9,366 448 Mil 160.8 Mil
1977 15,629(3J/0) 11,600(24%) 1,149 Mi1(156 %) 398.7 Mi1(.148 %)
1981 18,099(16%) 13,700(18%) 2,008 Mil(75 %) 558.5 Mil(4O %)
Community Development
While conventional wisdom would seem to dictate a decrease in amount of work in
this area because of the mature nature of the community's development, additional
tasks have been added to the workload, although there has been a.decrease in personnel
in the departments related to community development.
Planning.- While the number of land developments has subsided since the mid -
seventies, remaining development plans have, on an individual basis, substantially
-4-
increased staff time demands because of the typically difficult nature of the remaining
undeveloped land. In addition, Planning has had these task increases since 1977:
- Comprehensive Plan development and administration
Doubling the number of Board of Appeals meetings
- Introduction of Findings of Fact in denial of selected proposals
- Heritage Preservation responsibilities
- Winfield /Laukka /Mixed Use Development
Engineering - There has been a decrease in some aspects of the department's tasks
with.a corresponding reduction of staff. However, there has been an increase in new
task areas including renewal maintenance review. These include:
Cable television construction supervision
Increased monthly water samples
- Work on Comprehensive Plan
- Railroad crossing annual inspection
Required State Aid:street traffic counts
Annual bridge inspections
_ -__ --
- Ongoing five year State Aid street plan development
Metropolitan involvement in selected areas to protect City's interest
Building - With the shift in the character of the community from development to
redevelopment, the department has:
Increased the number of permits issued and inspected
- Entered energy savings promotion and energy code compliance
- Additional meetings of the Board of Building Construction Appeals as the
Energy Advisory Board, plus increase in number of appeals
Public Safety
In a maturing community, public safety demands often increase beyond the nominal
increase in population and building development. In Edina this has been evident in
a general increase in calls for police services; increases that roughly correspond to
the national and locally reported crime statistics, and increases in the age of the
population which particularily affects emergency medical demands and the general aging
-5-
of facilities that can affect the number of serious fires and the maintenance of safe
health practices. In light of increased demands there has not been a noticable decrease
in emergency response.
Police - (See Appendix A for chances since 1940.) In the past four years the
following changes have been noted:
- Reduced number of sworn officers from 46 to 43
- Calls for service increased
- Police Officer Standards and Training Mandates
- Increased security alarm administration
- Research and development of difficult ordinances from operational viewpoint
- Bicycle Safety Program
Suburban Police Recruitment System
- Parking permit issuance
- .Traffic safety administration
- Reduced involvement in police /school liaison and crime prevention
Fire - After substantial increases in calls in the mid - seventies due principally
to emergency medical calls, demand has stabilized.
- Average annual fire losses in terms of current dollars has remained constant
- Average annual fire loss has declined in te;.ms of constant dollars. This is
most noticable in inspected properties. (The primary benefit of regular
inspections is in occupant awareness and education rather than enforcement.)
Uninspected properties, which comprise 75% of the market value, have shown
little change.
Successful implementation and operation of volunteer program. Once out-
fitted, the average cost of 15 volunteers is about half that of one fulltime
firefighter when used as a supplement to the on -duty staff.
Physical Operations
In relation to the large growth of the community, coupled with the attendant
growth in streets, sewer, water and storm sewer lines and maintained parks; the addition
of one individual in 10 years is minimal by comparision.
Public Works
- Increased sidewalk maintenance
-6-
- Parking ramp maintenance at 50th Street
Increased maintenance of aging facilities, coupled with better preventive
maintenance to reduce future cost
Improved productivity in mechanics area resulting in less need for contract
work
A fourfold increase in sewer cleaning due in part to better equipment
- Sharing of custodian to reduce public works costs
- More flexibility to shift to high demand areas and more effective use of
parttime personnel
- Energy savings in public works building and community street lighting
- Increase in cost of petroleum products for fuel and street maintenance
sealcoating
Increase in the time it takes to plow an average snowfall
Parks - The amount of acres to be maintained has continued to increase, both in
developed parks and median maintenance.
- Decrease in number of warming house rinks from 16 to 12
- Increased energy savings at Braemar Arena
- Increase in.rounds played at Braemar Golf Course
Recycling - While turning a substantial profit in 1981 after ten years, recycling
probably will return to a breakeven "community service" in 1982 as paper has gone from
$20 /ton to $5 -6 /ton within a few months.
Human Services
This area has been and continues to be in a state of flux with the City looking
to the recommendations to Council as a result of the South Hennepin Services Study.
Recreation
- Growth in adult activities includina softball and the Art Center complex
- Higher participation rate in decreasing sized youth age groups
- Maintenance of excellent program levels by the various volunteer boards
with the addition of a board for bandy
- Addition of volunteer transportation program which has increased utilization
of senior citizen programming
-7-
Human Relations
- Expanded role in advising Council on selected issues, including Storefront/
Youth Action and review of South Hennepin Human Services Study
- Addition of no -fault grievance process
Public Health Services
- Increased utilization of services, particularily home health visits
- Possible cutback in programs due to State funding limitations
SUMMARY
The above narrative is presented to help you, as Council Members, understand that
the organization.can pare back only so much without affecting programs, morale and
productivity. It is my feeling that the City has reached the point that if further
cuts are to be made the Council will need to do so as a conscious decision in terms
of cutting programs, not just as a general cutback.
* Official estimates.
** Extrapolations.
# Sept., 1966 - Morningside was added with Edina's population.
-9-
NO. OF
PERSONNEL
PER 1000
.513
.821
.702
.702
..702
.736
.708
.707
.765
.777
.711
.795
.864
.933
.940
.918
.954
.924
.910
.878
.879
.921
.912
POPULATION - FORCE
SIZE - NO.
OF
CALLS
NO. OF
TOTAL
UNIFORMED
CLERICAL
NO. OF
UNMARKED
YEAR
POPULATION
FORCE
OFFICERS
DETECTIVES DISPATCHERS
PERSONNEL
ACO
CSO
SQUADS
VEHICLES
CALLS
1940
5,955
3
3
0
1
1950
9,744
8
8
0
2
1960
28,501
20
17
2
3
4
1961
29,860 **
21
18
2
3
5
1962
31,220 **
22
19
2
3
6
1963
32,580 **
24
21
3
3
6
1964
33,940 **
24
20
3
3
6
1965
35,302 **
27
23
3
3
2
7
19.66
37,283*
29
24
4
3
2
7
1967
40,813#
29
23
5
3
2
7
1968
42,800*
33
26
6
3
2
7
9,030
1969
43,500
35
28
6
3
2
8
8,861
1970
44,046
38
30
7
3
2
9
9,119
1971
45,000
42
33
8
3
2
9
8,354
1972
45,712
43
33
9
3
3
10
9
9,930
1973
47,930
44
34
9
4
32
1
10
9
10,658
1974
49,187:
46
36
9
4
3
1
10
9
12,522
1975
49,736
46
37
8
5
3
1
10
11
12,631
1976
48,325
44
36
8
5
3
1
9
14
12,557
1977
48,960
43
36
6
5
3
1
10
15
15,028
1978
48,920
43
34
8
5
3
1
10
13
15,569
1979
46,700
43
36
6
3
3
1
4
12
.12
16,791
1980
46,073
42
35
6
2
3
1
8
13
10
17,022
1981
42
35
6
2
3
1
12
13
11
17,899
1982
1983
1984
1985
50.000?
* Official estimates.
** Extrapolations.
# Sept., 1966 - Morningside was added with Edina's population.
-9-
NO. OF
PERSONNEL
PER 1000
.513
.821
.702
.702
..702
.736
.708
.707
.765
.777
.711
.795
.864
.933
.940
.918
.954
.924
.910
.878
.879
.921
.912
% I
GENERAL MANAGEMENT PHILOSOPHY
CITY OF EDINA
Purpose
These next pages are intended to give you, as Council Members, an outline of the current
management directicn for Edina. If there is a different direction the Council feels
should be taken, this can then serve as a basis for those needed discussions.
Assumptions
The direction set out below assumes that Edina is a fully developed community and that
the expansion and /or contraction of the organization is going to be based on alterations
of the following:
- Change in the types and /or levels of services provided by Council policy.
- Change in demand for services provided by an increase /decrease in utilization by
the public. (This utilization change results from a number of reasons, including
population density change, demographics, aging of physical plant, etc.)
- Changes in productivity in order to deliver services through alteration of the
delivery system.
Changes in degree of local regulation (as enforcement equates to a service
provided).
Functions of Municipal Corporations
Municipal corporations have authority to perform three distinct yet related functions:
1) The power to regulate on a specific basis the social conduct of those within
the community's boundaries through its ordinance powers.
2) The provision of services the municipality selects to provide to those in
the community.
3) Income transfer which is related to the first through taxation and the second
through service provision. This is done to the extent that the services
received by an individual or property do not equate in value to the money
contributed by that individual or property. (This is more pronounced for the
school district and other "higher" levels of government.) (Community develop-
-1-
ment activities, while not direct income transfers, do constitute a transfer
in the development /redevelopment of businesses and /or residences with resources
apart from the market place such as H.R.A.) Many services at the local level,
particularily in public safety, can and perhaps correctly are viewed as an
insurance concept - spreading the risk, rather than as income transfer.
Both the "non- private business" functions (income transfer and regulation) of a municipal
corporation translate into service provision as either inputs or outputs of the
organization's production equation. Any income transfer is the outcome of a conscious
decision as to how to finance either specific or general services. That decision becomes
a part of the input /resources side. On the other hand, regulation directly effects the
output side as it .equates to an altered demand for the production involved by the City
in the development and enforcement of those regulations.
Corporate Management /City of Edina
As has been stated several times, the overall goal of the City of Edina is the cost -
effective delivery of services to the organization's customers - the people who live,
work, shop and /or visit Edina. In working toward this goal, the-philosophies generally
outlined below have been followed.
General Organization Set -Up - In any organization, resources are split between
those put into direct production and those put into functions necessary to that
production. These include administration and overhead; research and development; and
marketing. The current set -up is designed to minimize overhead structure and concentrate
on needed service production. This is done by retaining only a minimal command /control
set -up while at the same time having a framework that attempts to maximize use of the
employee's ideas, motivation and productivity. Now a look at those individual components
starting first with the related production functions.
Related Functions
Marketing - While the geographical boundaries of the corporation's markets are
fixed, the demand within those boundaries can and does fluctuate for a wide variety
of reasons as mentioned earlier.
-2-
Edina offers a basic line of services to the community and traditionally has not
altered its product line radically by exploring new or expanded "product lines" as has
been done by some municipalities. Additionally, Edina has spent little in the areas
of: a) market research to determine potential demand and /or "competition ", (the South
Hennepin Human Services Study is an example of an exception to determine other providers);
b) competitive marketing of its services (with the exception of newsletters and Park
Department calendars); or c) economic development to increase particularily the
commercial /industrial tax base. The extent of marketing has been limited to that needed
to encourage utilization of services by those for whom they are intended.
Minimization of expense in this area is prudent for an organization such as Edina
although it needs to determine changing demand trends so its production is not out of
sync with its markets.
Research and Development - Closely allied with marketing and exploration of
potential product line markets is the actual development and delivery of new or inno-
vative products or services, together with research and development of new production
methods. In both instances there has been a traditional reticence by Edina to explore
new areas because of costs associated with the risk and little impetus to enter such
areas. (Other municipalities have entered new areas and have been dependent on grants
for such development. Edina has traditionally avoided doing this.)
While avoiding the expenditure for actual research and development, Edina has been
a leader in incorporating both proven production methods that are applicable to its
situation and also in implementing new services that have had minimal front end costs
when the Council has so directed.
This posture is not uncommon for a stable, production oriented organization. It
avoids the front end costs of heavy research and development and does not lose any
"competitive edge" for the City (which is the principal reason organizations have for
research and development expenditures) while at the same time not falling behind in
methods to improve productivity.
Administration and Overhead - As indicated earlier, administration and overhead
-3-
has been kept to the minimum needed to efficiently carry out the basic organization
operation and yet remain effective by staying abreast of needed changes. Market
research, research and development costs, extensive command and control, and
administration are all information related. Minimization of these expenses reflect
the City management's attempt to limit information development and analysis to that
needed to make the required decisions. The competence of the employees and the trust
that has been developed within the organization has done much to minimize expenditures
in this area and therefore reduces organizational overhead.
Production Function
This is the heart of the organization and rightly comprises the largest portion of the
personnel and expenditures. While demand can fluctuate, production levels are set to
handle the average expected demand (as determined historically) leaving the flexibility
to shift resources from area to area when fluctuation in demands occurs. Production is
not set for the maximum demand.
The production equation as in all organizations is composed of four "inputs ":
capital, human resources, materials and production methods, as outlined below.
Capital - The City's capital breaks down into a) the physical plant, including
not only its buildings but also the streets, parks, utility systems, etc., and b) its
large cost of equipment such as vehicles, machinery, technologies, etc.
Since the majority of the expansion of these facilities is completed, expenditures
are mainly for capital replacement. Expenditures for capital replacement are attempted
to be made at the point where it is cheaper to replace than to maintain. (See Time
article attached.)
The bulk of requested new capital expenditures apart from replacement will be to
institute methods to improve productivity which will trade off capital expenditures
in the short term for capital, labor and /or material savings in the long run.
Human Resources - Presently it is the general philosophy that for Edina it is more
cost effective to attract, develop and retain good caliber personnel than to deal with
the problems associated with poor caliber, poorly motivated personnel with a high
-4-
turnover rate. Retention of good caliber personnel is not solely dependent on com-
pensation, although that is a factor and must be competitive, but also depends on the
organizational set -up, associated motivaton, etc. Retention in this organization is
generally cost effective as turnover entails training which does not add to the
production output.
It is felt that the largest motivational factor in this area is the positive
attitudes which are influenced by good leadership as opposed to negative motivation.
Negative motivational structures generally require greater overhead /organizational
structures to obtain the tightened command and control needed in such an environment.
In addition to fulltimz personnel, the City has made a large commitment to effectively
utilize parttime /paid and volunteer human resources in production of community services,
providing a nucleus of paid staff where needed to properly utilize this resource.
Materials - In a heavily service production- oriented organization, the costs of
raw materials are not as large a factor (5 %). Edina does, however, continue to utilize
those that give the best unit cost overall.
Production Methods - Tying together capital, human resources and materials to
attain the product are the methods utilized to deliver the services. When new cost
saving methods, which sometimes involve capital expenditure, are developed and it is
determined they are relevent they are instituted. However, there is a prudent reluct-
ance to jump from one new method to the next as the useful life of recently implemented
methods and associated cost savings may not have been realized.
As in any production equation, however, as the relative price factors change,
methods of delivery /production need to be explored. (Examples include changes in
implementation of the use of part paid personnel in Police and Fire.)
Summary of Corporate Management Philosophy
The general thread through the previous discussion is that the City of Edina is
an organization which firmly believes in a moderate corporate direction; reaping the
benefits of stability but at the same time changing when it is prudent to do so.
With such a direction it is possible to limit "overhead" to that which is prudent to
-5-
carry out needed production. To retain the integrity of this philosophy requires both
the concurrence and support of the Council. Should there be a difference in the
philosophy outlined above and the direction you see needs to be taken, please contact
me to discuss specifics.
MS
"Productivity and Efficiency In The Public Sector"
Postscript
Just a word on productivity and efficiency in government. In general, govermental
entities have, as mentioned in the General Management Philosophy, three general functions:
- Regulation
- Service provision
- Income transfer
Claims that the public sector is inefficient is a meaningless statement without specific
references. Possible examples of "inefficiency" in the government are:
- Improper regulation which can create drags on efficiency of both the public
and private sector. (If all regulation were inefficient or undesirable there
would be no need for the power or utilization of the function.)
- Taxation for services and overhead can cause a diversion of resources from
distribution and production that would normally be found. This may at least
be considered economic inefficiency although it may be conscious policy by
the municipal governing board.
- Inefficiency in service delivery is not because people who work for government
are individually any less productive or motivated than those in the private
section, but rather:
- It is either work such as research, information development or production
that is not used or is not needed; or is work to support the political
portion of the organization; or is more than a normal overhead found
for a board of directors.
- The organization is structured to hamper productivity.
- The economics of production in some areas cannot be achieved because of
fixed "market" boundaries.
- Poor leadership by the board of directors and /or executive management
turns the idea of lazy workers into a self - fullfilling prophesy.
-7-
As for bankruptcy of governmental organizations, this is due to a failure to
needed commitments in the present by a) not funding capital investments when
it is most cost effective to do so, b) by not fully funding pension liabilities
as they accrue, or c) continuous borrowing to fund current operating expenses.
In parting, the Council has a decided impact on the ability to. manage and on the
efficiency of the organization; particularly in its regulation posture, its desire
for information and research, its measure of trust in the organization, and the direction
i,t sets for the organization.
11 IN Z N Mh low* OMW
L1020 DOM C1 L�' )U U M=Da
Ag�r, J
E�' V L�� a -
Q LOW -3
LJ
Neglected streets and sewers, plus aged bridges and byways, hinder growth
ro the rusting spans of its once
r
proud b idges to the leaking sewers
-eets, America is struc-
beneath its sti
turally unsound. Ii ighways are crumbling.
Avenues are cracking. Trains jump their
worn-out tracks. Coal ships languish out-
side overburdened ports. While the U.S.
has the technological prowess to blast a
magnificent space shuttle into orbit and
land it gently back on earth, it has failed
to care properly for its most important
public works.
One morning two weeks ago, some
New York City commuters liviniz north
of Manhattan awoke to a radio traffic bul-
letin even more dismal than usual. Be-
cause of a turbine breakdown at a Con-
rail power station, their trains into the
city would be half an hour behind sched-
ule. Fearing that the delays could be much
longer, thousands of travelers took to their
cars. But just as rush hour reached its
bumper-to-bumper peak, a 4-sq.-ft. sec-
tion of cement roadbed in the southbound
lane of Manhattan's elevated West Side
Highway suddenly collapsed and tumbled
t th ground buclow. Whilc a rcpair crcw
to IIC
patched the hole wiL' metal plate, traf-
fic backed up for three hours. Said one fa-
tigued driver who reached his office at
noon: "It's like Berlin after the war. Noth-
ing works."
Every school-day morning on the Lil-
ly Bridge near Altoona, Pa., children go
through a poignant ritual that matches
the plight of those commuters. A yellow
bus parks just short of the decrepit 57-
year-old structure, the doors swing open
and its young passengers troop across
the bridge on foot. Then the driver follows
—slowly—to pick them up again, know-
ing that even if the bridge gives way
under the weight of the bus the children
will be safe.
These conditions are neither isolated
nor. unrelated. Urban planners and a
growing number of politicians are wor-
ried about the bridges and byways, streets
and sewers that make up the infra-struc-
lure of the U.S. economy. After decades
of neglect by all levels of government,
much of that foundation is now in an ad-
vanced state of decay.
During the lean years of the 1970s,
many financially strapped states and de-
pressed older cities were hard put to find
money either for maintenance or for new
construction. With teachers, vvelfare re-
cipients, garbage collectors and senior cit-
izens all expecting higher salaries or more
services, government priorities tipped to-
ward meeting social demands. Since
1965, the percentage of the U.S.'s gross na-
tional product devoted to investment in
public works has dropped from 3.6% to
1.7%. a 52.8% decline. Like a pensioner
gradually spending his lifetime's savings,
the U.S. is living off its public capital, and
little by little exhausting it.
This situation is felt most acutely in
the declining cities of the Northeast and
Midwest. and the old Southern river towns
like New Orleans. But tight budgets are
also threatening the infrastructure in the
VVest. T he effCct of C-al'11 Ornia�s Proposli-
tion 13. which slashed property taxes by
an average of 57%, has already shown
up in the deteriorating condition of that
state's streets and highways.
Ronald Reagan has presented Con-
gress with a program to renew American
busLness by encouraging savings and pro-
moting private investment, but the pro-
ductivity of business rests on the quality
of its infrastructure—its network of roads,
State Planning Agencies in a -disturbing
new report entitled Anierica in Ruins:
"The deteriorated condition of basic fa-
cilities that underpin the economy will
prove a critical bottleneck to national eco-
nomic renewal during this decade unless
we can find ways to finance public works."
The worst infrastructure ills:
Highways. In 1956 Congress launched
what President Dwight Eisenhower pro-
claimed to be "the greatest public works
interstate rugh-
way system. Now in its silver anniversary
year, the 42,500-mi. network is only 94%
finished. but 8,000 miles of pavement are
so badly worn that they must be rebuilt.
Though the U.S. Government has picked
up 90% of the $79 billion tab for inter-
state construction so far, it has given the
states almost no money for maintenance,
and state legislatures have been slow to
provide funds to keep up the highways.
�71
ZT
Heavy traffic on the rusted and crumbled West Side Highway in New York City
rails. ports and other vital public services.
If trains and trucks are slowed by poor
tracks and roads, farmers and manufac-
tUrers cannot get their products to mar-
ket on time, and the delay shows up in
the prices of everything from soybeans to
stereo sets. If city sewers and subways are
already strained beyond their limits, com-
panics may be reluctant to expand and
hire new workers, since they may not be
able to get to work. Warns the Council of
To make matters worse, Congress in 1974
lifted the truck weight limit on federal
highways from 73,280 tbs. to a concrete-
crushing 80.000 tbs. On part of Interstate
90 near Erie, Ila., motorists bouncing over
ripples and dodging chuckholes wisely ig-
nore the posted speed limit of 55 m.p.h.
in favor of a more sensible 30 m.p.h.
Secondary roads off the interstates are
often in much worse shape. In eastern
Kentucky, where pockmarked roads suf-
46 TIME, APRIL 27,1981
T I
iij
�71
ZT
Heavy traffic on the rusted and crumbled West Side Highway in New York City
rails. ports and other vital public services.
If trains and trucks are slowed by poor
tracks and roads, farmers and manufac-
tUrers cannot get their products to mar-
ket on time, and the delay shows up in
the prices of everything from soybeans to
stereo sets. If city sewers and subways are
already strained beyond their limits, com-
panics may be reluctant to expand and
hire new workers, since they may not be
able to get to work. Warns the Council of
To make matters worse, Congress in 1974
lifted the truck weight limit on federal
highways from 73,280 tbs. to a concrete-
crushing 80.000 tbs. On part of Interstate
90 near Erie, Ila., motorists bouncing over
ripples and dodging chuckholes wisely ig-
nore the posted speed limit of 55 m.p.h.
in favor of a more sensible 30 m.p.h.
Secondary roads off the interstates are
often in much worse shape. In eastern
Kentucky, where pockmarked roads suf-
46 TIME, APRIL 27,1981
S
i
fer a relentless pounding from overloaded
coal trucks, drivers bitterly complain that
most of their tires blow out before they
wear out. The main road between Baton
Rouge and Shreveport. La., is so bumpy
that freight haulers avoid it by going some
130 miles out of their way through eastern
Texas. Says Trucker John Wooley, a for-
mer rodeo cowboy: "That road just tears a
rig apart. It's like riding a bucking bron-
co." In California, Highway 101 outside
San Jose is full of holes. Says Jon Carroll.
a senior editor at New West magazine:
"There are many blood alleys in Califor-
nia, but this one leads the parade. An ab-
solutely terrifying driving experience."
Most states rely upon gasoline taxes
for maintenance funds but, as the surg-
ing price of fuel has forced people to drive
less, those revenues have decreased. In
Ohio, for example, state officials predict
that their gas tax receipts will be $15 mil-
lion less this year than in 1980. Mean-
while, the cost of rebuilding a road is
166% higher than it was only a decade
ago. Inevitably, repairs are put off.
Maine's original 1980 budget called for re-
pavirg 1,250 miles of highway; because
of inflation and a decline in revenues. only
524 miles were actually restored.
Legislators in many states. including
South Dakota, Virginia and Alabama,
have recently admitted their problems
and hiked gasoline taxes by as much as
4c per gal. Other states will surely fol-
low. Says David Finley. of the Ohio de-
0
rioration are still in use. More than half
of Louisiana's 14,800 bridges do not meet
federal and state standards. Some of the
nation's worst bridges are also heavily
traveled ones. In River Rouge, Mich., the
Miller Road Bridge links a huge Ford Mo-
tor factory with Interstate 94. A city en-
gineer describes it as "utterly dangerous
and in bad need of repair."
The cost of fixing U.S. bridges could
run as high as $33 billion, but states and
cities can spend just a small fraction of
that amount. Federal aid for bridge re-
pairs is only $1.3 billion this year. Ad-
mits Daniel Nines, an engineer for the
State of Michigan: "Bridges are falling
down faster than we can rebuild them."
City Streets, Sewers and Subways. Old
age is catching up with many American
cities. Cleveland's antiquated sewer sys-
tem overflows during heavy rains. Says
City Budget Director Phillip Allen: "We
always have flooded basements through-
out Cleveland. It wouldn't be so bad if it
were just storm water, but it's combined
with sewage water." In St. Louis, about
151% Of the ."ter `supply leaks Out Of the
city's aged pipes. In Newark; 90% of the
streets need patching, resurfacing or com-
plete reconstruction.
New York City is in a class by it-
self. Last year the metropolis had 547
water -main breaks that cost $60 million
to repair. Potholes and other road de-
fects prompted 1;941 nronerty damage
ROGER ALLEN GREGG
-
Coal ships pick up their cargo from the overburdened terminals at Hampton Roads, Va. x4
partment of transportation: "We haven't
raised our gas taxes in more than two dec-
ades, but we will have to now. The con-
dition of the roads has me very worried."
Bridges. One of every five bridges in the
U.S. needs major rehabilitation. Fortu-
nately, those on the brink of breakdown
are usually closed to traffic. In Ohio, 605
bridges have been blocked off, but 4,000
others that show ominous signs of dete-
claims totaling $20.9 million. The ram-
shackle subway system is notoriously
unreliable. 'three weeks ago, a train
bound for Manhattan from Queens broke
down, stranding 1,500 passengers in a
tunnel under the East River for more
than an hour. Concerned New York busi-
nessmen are banding together to lobby
for change. One group called Business
for Mass Transit has taken advertise -
ments in the New York TinEes to de-
47
id
.`t
E
rt
F
't
F
4
t
c
t
4
t
R
i
A spectacular derailment at Auburndale, Fla.
Crossing a dccrcpit bridge rear
Altoona, Pa.
66�
Iii• c��j _= -__-
`
g
i
S
i
fer a relentless pounding from overloaded
coal trucks, drivers bitterly complain that
most of their tires blow out before they
wear out. The main road between Baton
Rouge and Shreveport. La., is so bumpy
that freight haulers avoid it by going some
130 miles out of their way through eastern
Texas. Says Trucker John Wooley, a for-
mer rodeo cowboy: "That road just tears a
rig apart. It's like riding a bucking bron-
co." In California, Highway 101 outside
San Jose is full of holes. Says Jon Carroll.
a senior editor at New West magazine:
"There are many blood alleys in Califor-
nia, but this one leads the parade. An ab-
solutely terrifying driving experience."
Most states rely upon gasoline taxes
for maintenance funds but, as the surg-
ing price of fuel has forced people to drive
less, those revenues have decreased. In
Ohio, for example, state officials predict
that their gas tax receipts will be $15 mil-
lion less this year than in 1980. Mean-
while, the cost of rebuilding a road is
166% higher than it was only a decade
ago. Inevitably, repairs are put off.
Maine's original 1980 budget called for re-
pavirg 1,250 miles of highway; because
of inflation and a decline in revenues. only
524 miles were actually restored.
Legislators in many states. including
South Dakota, Virginia and Alabama,
have recently admitted their problems
and hiked gasoline taxes by as much as
4c per gal. Other states will surely fol-
low. Says David Finley. of the Ohio de-
0
rioration are still in use. More than half
of Louisiana's 14,800 bridges do not meet
federal and state standards. Some of the
nation's worst bridges are also heavily
traveled ones. In River Rouge, Mich., the
Miller Road Bridge links a huge Ford Mo-
tor factory with Interstate 94. A city en-
gineer describes it as "utterly dangerous
and in bad need of repair."
The cost of fixing U.S. bridges could
run as high as $33 billion, but states and
cities can spend just a small fraction of
that amount. Federal aid for bridge re-
pairs is only $1.3 billion this year. Ad-
mits Daniel Nines, an engineer for the
State of Michigan: "Bridges are falling
down faster than we can rebuild them."
City Streets, Sewers and Subways. Old
age is catching up with many American
cities. Cleveland's antiquated sewer sys-
tem overflows during heavy rains. Says
City Budget Director Phillip Allen: "We
always have flooded basements through-
out Cleveland. It wouldn't be so bad if it
were just storm water, but it's combined
with sewage water." In St. Louis, about
151% Of the ."ter `supply leaks Out Of the
city's aged pipes. In Newark; 90% of the
streets need patching, resurfacing or com-
plete reconstruction.
New York City is in a class by it-
self. Last year the metropolis had 547
water -main breaks that cost $60 million
to repair. Potholes and other road de-
fects prompted 1;941 nronerty damage
ROGER ALLEN GREGG
-
Coal ships pick up their cargo from the overburdened terminals at Hampton Roads, Va. x4
partment of transportation: "We haven't
raised our gas taxes in more than two dec-
ades, but we will have to now. The con-
dition of the roads has me very worried."
Bridges. One of every five bridges in the
U.S. needs major rehabilitation. Fortu-
nately, those on the brink of breakdown
are usually closed to traffic. In Ohio, 605
bridges have been blocked off, but 4,000
others that show ominous signs of dete-
claims totaling $20.9 million. The ram-
shackle subway system is notoriously
unreliable. 'three weeks ago, a train
bound for Manhattan from Queens broke
down, stranding 1,500 passengers in a
tunnel under the East River for more
than an hour. Concerned New York busi-
nessmen are banding together to lobby
for change. One group called Business
for Mass Transit has taken advertise -
ments in the New York TinEes to de-
47
F
F
4
t
c
t
t
S
i
fer a relentless pounding from overloaded
coal trucks, drivers bitterly complain that
most of their tires blow out before they
wear out. The main road between Baton
Rouge and Shreveport. La., is so bumpy
that freight haulers avoid it by going some
130 miles out of their way through eastern
Texas. Says Trucker John Wooley, a for-
mer rodeo cowboy: "That road just tears a
rig apart. It's like riding a bucking bron-
co." In California, Highway 101 outside
San Jose is full of holes. Says Jon Carroll.
a senior editor at New West magazine:
"There are many blood alleys in Califor-
nia, but this one leads the parade. An ab-
solutely terrifying driving experience."
Most states rely upon gasoline taxes
for maintenance funds but, as the surg-
ing price of fuel has forced people to drive
less, those revenues have decreased. In
Ohio, for example, state officials predict
that their gas tax receipts will be $15 mil-
lion less this year than in 1980. Mean-
while, the cost of rebuilding a road is
166% higher than it was only a decade
ago. Inevitably, repairs are put off.
Maine's original 1980 budget called for re-
pavirg 1,250 miles of highway; because
of inflation and a decline in revenues. only
524 miles were actually restored.
Legislators in many states. including
South Dakota, Virginia and Alabama,
have recently admitted their problems
and hiked gasoline taxes by as much as
4c per gal. Other states will surely fol-
low. Says David Finley. of the Ohio de-
0
rioration are still in use. More than half
of Louisiana's 14,800 bridges do not meet
federal and state standards. Some of the
nation's worst bridges are also heavily
traveled ones. In River Rouge, Mich., the
Miller Road Bridge links a huge Ford Mo-
tor factory with Interstate 94. A city en-
gineer describes it as "utterly dangerous
and in bad need of repair."
The cost of fixing U.S. bridges could
run as high as $33 billion, but states and
cities can spend just a small fraction of
that amount. Federal aid for bridge re-
pairs is only $1.3 billion this year. Ad-
mits Daniel Nines, an engineer for the
State of Michigan: "Bridges are falling
down faster than we can rebuild them."
City Streets, Sewers and Subways. Old
age is catching up with many American
cities. Cleveland's antiquated sewer sys-
tem overflows during heavy rains. Says
City Budget Director Phillip Allen: "We
always have flooded basements through-
out Cleveland. It wouldn't be so bad if it
were just storm water, but it's combined
with sewage water." In St. Louis, about
151% Of the ."ter `supply leaks Out Of the
city's aged pipes. In Newark; 90% of the
streets need patching, resurfacing or com-
plete reconstruction.
New York City is in a class by it-
self. Last year the metropolis had 547
water -main breaks that cost $60 million
to repair. Potholes and other road de-
fects prompted 1;941 nronerty damage
ROGER ALLEN GREGG
-
Coal ships pick up their cargo from the overburdened terminals at Hampton Roads, Va. x4
partment of transportation: "We haven't
raised our gas taxes in more than two dec-
ades, but we will have to now. The con-
dition of the roads has me very worried."
Bridges. One of every five bridges in the
U.S. needs major rehabilitation. Fortu-
nately, those on the brink of breakdown
are usually closed to traffic. In Ohio, 605
bridges have been blocked off, but 4,000
others that show ominous signs of dete-
claims totaling $20.9 million. The ram-
shackle subway system is notoriously
unreliable. 'three weeks ago, a train
bound for Manhattan from Queens broke
down, stranding 1,500 passengers in a
tunnel under the East River for more
than an hour. Concerned New York busi-
nessmen are banding together to lobby
for change. One group called Business
for Mass Transit has taken advertise -
ments in the New York TinEes to de-
47
liver a warning to city and state of-
ficials: "The impending collapse of our
subways, bus lines and commuter rail-
roads threatens our businesses and the
jobs of millions of workers."
The cost of reversing this kind of ur-
ban decay is too high for many city trea-
suries. Officials in New Orleans believe
that it would take $200 million to repair
the city's crumbling streets, but only $32
million is now available for the job. One
estimate of the cost of modernizing Balti-
more's sewer system comes to $1,880 for
every man, woman and child in the city.
With municipal budgets under severe
strain, some cities are risking even fur-
ther deterioration. Since 1973, Buffalo has
reduced the number of its water - system
workers by more than 40 %. In the past
two years, Boston has cut its mass - transit
engineering and maintenance work force
by 16 %. Oakland, Calif., has trimmed its
street- repair crew by 18 %.
Some elected officials have concluded,
however, that restoring infrastructure can
be good politics. Cleveland Mayor George
Voinovich persuaded voters to approve a
25% hike in their income taxes by prom-
ising that half of the money would go for
capital improvements, including bridge
and street repair. New York City now uses
about 50% of its capital budget for re-
habilitation rather than new construction,
Economy ac Bus"suess
compared with just over 20% in 1970. Says
Mayor Edward Koch: "Discussion at a
city council meeting will not be about
what building we're putting up, but
whether sewer A will be finished before
sewer B. We're not interested in the old
political system of show them something
on top if what you need is something
below ground."
Railroads and Ports. Spending for train
and track maintenance and new equip-
ment has more than doubled, from $7.1
billion in 1975 to $14.9 billion last year,
and once deplorable conditions are im-
proving. But 6,468 trains were still de-
railed in 1980. These incidents caused
property damages amounting to more
than $200 million.
The most serious problems are on
branch lines, which are often unprofit-
able. In many areas of Kansas and Il-
linois, grain shipments creep along on
trains that can safely travel only at 10
m.p.h. Overall, an estimated 30% of total
U.S. track mileage needs major repair.
Efforts to rebuild the railroads should
be buoyed by the deregulation law passed
by Congress last year, which directed the
Interstate Commerce Commission to give
the railroads more freedom to raise their
freight rates. Rail executives hope that
they can make many branch lines prof-
(:aft Thy HU Ulf
e .. ---,0 .. _..� o — a-_ -_ -
Fq hen it comes to smooth efficiency, neither Rome un-
l� der Mussolini nor Richard Daley's Chicago could out-
shine modern day Dallas. Potholes are filled within three
days-, a clogged sewer is usually cleared within 40 min-
utes; streets, sidewalks, bridges and water and sanitation
systems are kept in superb con-
itable and restore their tracks and road-
beds. Otherwise, they argue, the lines
should simply be abandoned.
The railroads are counting on future
profits from a boom in coal transport now
that nations around the world are seek-
ing a substitute for high - priced oil. But
the U.S. will never fulfill its potential as
a coal exporter until action is taken to up-
grade and expand its ports.
Hampton Roads, Va., is the nation's
busiest coal port and also its most noto-
rious bottleneck. On an average day be-
fore the start of the current coal miners'
strike, an armada of 150 ships was an-
chored offshore. Reason: the two loading
terminals are so inadequate that the col-
liers usually must wait in line a month or
more to pick up their cargoes.
Coal companies are planning to build
new terminals at Hampton Roads and
other ports, but a more serious problem
will remain. No Eastern or Gulf Coast
harbor is deep enough to accommodate
so- called supercolliers: giant vessels that
can carry more than 125,uu0 tons of coal,
which is at least twice the load of stan-
dard ships. Many American ports, inciud-
ing Hampton Roads, Baltimore, New Or-
leans and Mobile, need to be dredged to
the 55 -ft. depth required by the supercol-
liers. But congressional appropriations for
these projects have been held up for years,
tern. Dallas keeps a computerized inventory of all street
c„r_f;_ices, curbs, cutters; sidewalks and stop lights. Water -
breaks and cracks in 'he pavement are rinc- --usly re-
corded, as are the costs of repairing them. The city, for
example, annually cleans out 26% of its sewers, and trouble -
prone stretches of underground pipe are inspected by sub-
terranean television cameras.
Equally important is Dallas' system of user fees, which
!.14RN PERLSIEIN specifically charge people for ser-
dition. Indeed, the Urban in- ' r - .� "^ ? ' - ., "` Wh streets areim roved
that Dallas' management of its
public facilities could stand as a
model for large cities all over
the U.S.
While many other towns and
cities are slowly crumbling, Dal-
las has established its reputation
as a city that works. The reasons
include a favorable climate, a
booming local economy, an ency- 1
clopedic computerized malntC_
nance schedule, and a govern-
ment that abhors the idea of
y1ctS. en p
fnr in- ctanrP the nc+nnlP w nwn
houses or businesses on them are
assessed part of the cost.
{ Another major reason for
tf Dallas' success is its tradition of
joint private - public ventures. The
t I city and Oilman Ray Hunt, the
l i hail brother of Siiver Baron Bun-
ker Hunt, combined to develop
a hotel and sports complex in a
section of Daiias' west side that
had been stagnant for 50 years.
Hunt and the city shared the
cost of building new roads and
deferring scheduled repairs to Hunt paid for railroad under-
a'� =- passes in the area.
keep its current expenses low. 1n Lam_- I�----- '-`-'M._ - -- _--- --- .-- - -__'_ — ___ . - p: ,_ .
addition, it is the largest city in Dallas digs anew sewer to prevent overloads Dallas, of course, has its share
the U.S. run by a professional ad-
minisi rator answering to the city council. In most of the larg-
est cities, the day -to -day operations are in the hands of the
mayor. Says Dallas City Manager George Schrader: "A city
government is like GM of U.S. Steel, and the infrastructure
is our assembly line."
The city executes its maintenance work with a preci-
sion similar to that of (tic Dallas Cowboys on a pass pat-
of urban shortcomings. Its mass -
transit system, which consists of only 490 buses, is plainly
inadequate, and a referendum on a new public- transpor-
tation system may be held soon. But, as City Councilman
Lee Simpson says, "we've put our infrastructure in the
hands of high - quality professionals, and our citizens have
little tolerance for failure. That's why any weaknesses
stand out.:'
M,
48 T1ME, APRIL 27, 1981
J
STATE. OF MMINLSOTA )
COl1 ;TY OF H EtI ?,'r,P I N ) SS
CITY OF EDINA )
CEPTIFICATE OF
POSTING NOTICE
I, the undersir.ned duly appointed and actinr Police Patrolnan for the
City of Edina, County of Hennepin. State of idinnesot:a, do hereby certify
that I have, this date, posted copies of the attached and fo�egoin�;
on three official City Bulletin To a - as�follo :7� �.City H all.
41101 W. 50th Street 2.. 50th and France Business Area 0922 w. 50th St.)
?. Amundson Avenue Shopping Center.
Dated — Sipned
Police Pa r man
Signed and sworn to before me, a Notary Public
in and for Hennepin County, 'Minnesota, this, the
day of e 19 g, —L—
R-74
r
CORRECTED COPY
CITY OF EDINA
4801 W. 50TH STREET
EDINA, MINNESOTA 55424
NOTICE OF SPECIAL MEETING
THE EDINA CITY COUNCIL will meet in a special informal session in the
Edina City Hall Council Chambers, 4801 W. 50th Street at 7:00 p.m. on
Monday, March 29, 1982.
All interested residents are urged to attend.
BY ORDER OF THE EDINA CITY COUNCIL.
Florence B. Hallberg
City Clerk