HomeMy WebLinkAbout1978-11-06_COUNCIL MEETINGAGENDA .
EDINA CITY COUNCIL
REGULAR MEETING
NOVEMBER 6, 1978
ROLLCALL
MINUTES of September 5, 11, 18 and October 2, 1978, and Special Budget Meetings,
approved as subilLitted or corrected by motion of , seconded by
SALE OF $1,750,000 TEMPORARY IMPROVEMENT BONDS AND $370,000 RECREATION CENTER BONDS
SERIES D
I. PUBLIC EEARINGS ON ZONING MATTERS Affidavits of Notice by Clerk. Presentation
by Planning Department. Spectators heard. First Reading of Zoning Ordinance
requires offering of Ordinance only. 4/5 favorable rollcall vote to pass if
Second Reading should be waived. Lot Divisions, Plats, Flood Plain Permits,
Appeals from Administrative or Board of Appeals and Adjustmenrs Decisions and
Plan Amendments require action by Resolution. 3/5 favorable rollcall vote to
pass.
A. Kerr Companies - R -1 Single Family Residential District to 0 -1 Office
District - Located at 4917 Eden Ave.
1. First Reading - Z -78 -8 (-rC- 8/2/78) - (Continued from 10/16/78)
B. Frank Kreiser Real Estate Company - Appeal from Board of Appeals and Adjust-
ments Decision for 29 car parking variance (BAA- 8/24/78) - Part of Lot 49,
Auditor's'Subdivision 11 (5036 France Ave. S.) - (Continued from 10/16/78)
C. Lot Division
1. Lot 7, Block 1, Parkwood Knolls 13th Addition and Lot 6, Block 6, Park-
wood Knolls 11th Addition (PC- 10/25/78)
D. Set Hearing Dates
1. Community Development Block Grant Public Hearing - Year 5 - 11/20/78
2. Modification of Morningside School Purchase - Year 4 - 11/20/78
3. Rauenhorst Corporation - R -1 Residential District to PID Planned Resi-
dential District - Generally located at the Southwest quadrant of W. 76th
St. and France Ave. S. - 11/20/78
II. PUBLIC HEARING ON SUPPLEMENTAL ASSESSMENT Affidavits of Notice by Clerk. Pre-
sentation by City Manager. Action_of Council by Resolution. 3/5 favorable
rollcall vote to pass.
A. Street Improvement No. BA -211 - Oak Lane
III. CABLE TV
IV. SPECIAL CONCERNS OF RESIDENTS
A. Mrs. I Betty Kent - Trapping Ordinance
V. AWARD OF BIDS AND QUOTES Tabulation and Recommendations by City Manager.
Action of Council by Motion.
A. Halifax Ave. Well Repairs
B. Confirmation of Sanitary Sewer Lift Station Emergency Repair
C. Storm Covering for City Hall Windows
D. Edina Junior Football League - Pictures
E. Grader Blades
Council Agenda
November 6, 1978
Page Two
VI. RECOMMENDATIONS AND REPORTS
A. Notice of Claim,- Patricia D. Hodne
B. Appointment of Canvassing Board
C. Special Council Meeting - Reorganization Structure 11`/8/78
D. Telecare Program for Senior Citizens
E. Senate Hennepin County Delegation Meeting - November 13
F. Bingo. Ordinance
G. DeLaria's Restaurant Update
H. Women's National Golf Tournament Contract
I. Special Concerns of Mayor and Council,
J. Post Agenda and Manager's Miscellaneous Items
1. LaNae W. Fisher Suit
VII. COMMUNICATIONS
•A. Petitions
1. Watermain, Sanitary Sewer - to serve 4359 Brookside Ave. between W. 44th
St. and Lot 2, Auditors Subdivision 176
2. Watermain, Sanitary Sewer - Brookside Ave. from W. 44th St. to Lot 2,
Auditor's Subdivision 176
B. Mr. Vern Lake - 54th Street West of Xerxes Ave.
VIII. ORDINANCES First Reading requires offering of ordinance only. 3/5 favorable
rollcall vote to pass Second Reading. 4/5 favorable rollcall vote to pass if
Second Reading should be waived.
A. First Reading
1. Ordinance No. 1353 - Regulating Physical Culture,.Health Services and
Clubs, Recuding Salons,-Massage and Sauna Parlors and Escort Services
(Continued from 10/16/78
2. Ordinance No. 1432 -A1 - Taxicab Ordinance
IX. RESOLUTIONS
A. Release of Utility,Easement for. Braemar Hills .9th and 10th Addition
(Continued from 10/16/78)
X. FINANCE
A., Liquor Fund as of 9/30/78
B. Claims Paid - Motion of secon'd'ed by for payment of
the following claims as per-Pre-List: General Fund, $109,415.89; Park Fund,
$8,619.53; Art Center, $644.85; Park Construction, $9,245.30; Swim Pool,
$163.39; Golf Course, $49,986.64; Arena, $5,703.67; Gun Range, $1,377.07;
Water Works, $69,951.25; Sewer Ren-tal,-$97,670.37 ;.Liquor Fund, $4,174.35;
Construction, $3,088.83; IBR; $681,543.6'8; Total,.$1;041,584.82; and for
confirmation -of- paymen -t of-the-following el aims: Gener-al- Fund -, $- 107 -,- 616.03;
Park Fund, $1,768.04; Art Center, $121.31;.Park Construction, $16,467.18;'
Swimming Pool, $39.84; Golf Course, $2,292.37; Arena, $984.28; Gun Range,
$76.87; Water Works, $3,427.81; Sewer Rental $425.33; Liquor.Fund, $194,014.39;
Construction, $43,7.80; Total, $32- 7,671.25 .
h,ow
PROCLAMATION
YOUTH APPRECIATION WEEK
WhEREAS, the vast majority of the youth are concerned, knowledgeable and
responsible citizens; and
WHEREAS, the accomplishments., and achievements of these.young citizens deserve
recognition and praise of their.elders; and
WHERLAS, Optimist International has since 1954 developed and promoted a-
program entitled. "Youth Appreciation Week "; and
1
WHEREAS, the citizens of the City-of Edina have indicated a desire to join
with the Optimists in expressing appreciation and approval of the contribu-
tions of the youth, I James Van Valkenburg, Mayor -of the City of Edina,
therefore proclaim the second week of November as Youth Appreciation Week
in Edina, Minnesoba. By this action let it be known that we•have faith in
the.ability of today's youth as they assume responsible roles in the future
of mankind.
DATED this 6th day of November, 1978.
T Mayor
Television and Radio
1. Request local businesses to tag their com-
mercials with Youth Appreciation Week
slogan.
2. Contact radio stations and ask for public
service time. Recorded messages are avail-
able from OI. Supply Dept.
3. Supply local television stations with YAW art
work and request it be incorporated into sta-
tion identification slides.
Newspapers and Magazines
1. YAW ads sponsored by Optimist clubs.
2. YAW ads sponsored by businesses.
3. YAW art work added to standard ads run
by businesses.
4. Request businesses to include feature story
on YAW in house organs.
Outdoor
1. Arrange for billboard space and display YAW
billboard signs.
External Assistance
1. Request YAW be explained and promoted at
staff meetings of local firms.
2. Request local firms purchase quantities of
YAW bumper signs and distribute to em-
ployees.
3. Request local firms display YAW bumper
signs on all company vehicles.
4. Encourage PTA, Chamber of Commerce, and
other civic groups, to participate in YAW as
a group.
5. Distribute YAW posters to local businesses
throughout the community.
Resolutions
1. Arrange for adoption of resolutions support-
ing YAW. Mayors, county supervisors, gov-
ernors, premiers, town councils, commissioners.
Optimist Involvement
1. Variety of events celebrating YAW.
2. Frequent contact with news media for ap-
propriate coverage of YAW.
3. Distribution of available YAW materials.
4. Cooperative efforts between Optimist clubs
in metropolitan areas. This will result in
greater acceptance by the news media.
o- :... .r � Z ceY et Y . i ♦f _ ., , , .v4 a . n . v.r u J
WHEREAS, the vast majority of the youth are
concerned, knowledgeable and responsible citi-
zens, and
WHEREAS, the accomplishments and achieve-
ments of these young citizens deserve recogni-
tion and praise of their elders, and
WHEREAS, Optimist International has since
1954 developed and promoted a program en-
titled Youth Appreciation Week, and
WHEREAS, the citizens of (city, state, province)
have indicated a desire to join with the Optimists
in expressing appreciation and approval of the
contributions of the youth, I (name & title)
therefore proclaim the second week of November
as Youth Appreciation Week in (name of com-
munity, state or province). By this action, let
it be known that we have faith in the ability
of today's youth as they assume responsible
roles in the future of mankind.
4801 WEST 50TH STREET, EDiNA.� MINNESOTA 55424
612-927 -8861
December 5, 1978
Mr. Stephen Swimmer
Northern Cablevision, Inc.
1650 Northwestern Financial Center
7900 Xerxes Avenue South
Minneapolis, MN 55431
Dear Mr. Swimmer:
In response to your telephone.request today, I am enclosing a certified
copy of the resolution passed by the Edina City Council at their meeting
of November 6, 1978, regarding a proposed cable service territory.
Sincerely yours,
Kenneth E. Rosland
City Manager
KR:md
enc : /
bcc: Florence Hallberg.
/-
/
(f A RESOLUTION DENOTING QUALIFIED APPROVAL OF
A PROPOSED CABLE SERVICE TERRITORY WITHIN
THE BOUNDARIES OF THE MUNICIPALITIES OF
J� BLOOMINGTON, EDINA, RICHFIELD, EDEN PRAIRIE,
1�0 I ST. LOUIS PARK, HOPKINS, AND MINNETONKA
WHEREAS, Northern Cablevision, Inc. [ "Northern "], has given notice
of its intent to propose a cable service territory [ "CST "] within the
boundaries of the municipalities of Bloomington, Edina, Richfield, Eden
Prairie, St. Louis Park, Hopkins, and Minnetonka; and
WHEREAS, such a proposal must be submitted to the Minnesota Cable
Communications Board [ "MCCB "] for approval; and
WHEREAS, the MCCB has been charged by law with the duty of approving
cable service territories within which a franchise may be awarded and the
procedures to be followed for alteration of cable service territory boun-
daries; and
WHEREAS, the MCCB has adopted certain regulations relating to the .
processing of proposals for the establishment of CSTs, which regulations_
include a provision that the MCCB shall require and consider, among other
information, resolutions from the governing bodies of all municipalities
contacted by the party or parties proposing the CST, stating their approval
or disapproval of such proposal, and a provision that the MCCB shall con-
sider a number of factors in determining its approval or rejection of a
CST; and
WHEREAS, the City of Edina does not yet have information addressing
the factors to be considered by the MCCB in the approval or rejection of
a CST, and does not now know what the effect upon the City of Edina and
its citizens would be in terms of enfranchising a cable communications
system if it were included in the proposed CST; and
WHEREAS, the City of Edina does not oppose being considered for
inclusion in the proposed CST, but desires to have complete information
about all relevant factors and criteria before being required to state
its position on the merits of being included or excluded; and
WHEREAS, the regulations require the City either to approve or
disapprove of the proposed CST prior to the filing of the application
and the receipt of all such factors and criteria and the opportunity to
examine and study the same.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Edina, that:
Resolution No.
Page 2
1. The City of Edina does not object to being considered for
inclusion within the proposed CST described above.
2. The City of Edina takes no position at this time on the merits
of its being included in or excluded from the proposed CST.
3. The City of Edina approves of the proposed CST for the sole
purpose of fulfilling the regulations of MCCB requiring approval or
disapproval, and requests that it be permitted to participate fully,
as an interested party, in any proceedings relating to the establishment
of the proposed CST or any modification thereof.
PASSED by the City Council of the City of Edina this day
of , 1978.
RT?.gOT.TTTT nm
WHEREAS, the following described property constitute various separate parcels:
Lot 7, Block 1, Parkwood Knoll 13th Addition, according to the recorded plat
thereof. Also, that part of the North half of vacated Cadillac Drive, Parkwood
Knolls 11th Addition, lying West of the extension across said drive of the West
line of Lot 6, Block 2, Parkwood Knolls 11th Addition; and
That part of Lot 6, Block 1, Parkwood Knolls 13th Addition, lying Southerly of
a line run from the Southwest corner of said Lot 6 to a point in the East line
of said lot, distant 50 feet Northerly of the most Southerly corner thereof; and
Lot 6 including that part of the North half of vacated Cadillac Drive, lying
East of the extension across it of the West line of said Lot 6, Block 2, Park -
wood Knolls 11th Addition, according to the plat thereof on file and of record
in the office of the Registrar of Titles in and for Hennepin County; and
WHEREAS, the owners of the above tracts of land desire to combine said tracts into
the following new and separate parcels (herein called "Parcels "):
Lot 7, Block 1, Parkwood Knolls 13th Addition except that part of said Lot 7
lying Easterly of a line drawn parallel to and distant 22.43 feet West, as
measured at right angles to the most Easterly line of said Lot 7 and lying
Northerly of the Westerly extension of the centerline of vacated Cadillac
Drive. Also that part of Lot 6, Block 1, Parkwood Knolls 13th Addition, lying
Southerly of a line run from the Southwest corner of said Lot 6 to a point in
the East line of said lot, distant 50 feet Northerly of the most Southerly
corner thereof, except the Easterly 22.43 feet of said Lot 6 as measured at
right angles with the Easterly line of said Lot 6; (Parcel I) and
The Easterly 22.43 feet of Lot 6, Block 1, Parkwood Knolls 13th Addition, as
measured at right angles with the Easterly line of said Lot 6, lying Southerly
of a line run from the Southwest corner of said Lot 6 to a point in the East
line of said lot, distant 50 feet Northerly of the most Southerly corner thereof;
and
That part of Lot 7, Block 1, Parkwood Knolls 13th Addition, lying Easterly of a
line drawn parallel to and distant 22.43 feet West, as measured at right angles to
the most Easterly line of said Lot 7 and lying Northerly of the Westerly exten-
sion of the centerline of vacated Cadillac Drive. Also that part of the North
half of vacated Cadillac Drive lying West of the extension across said Drive of
the West line of Lot 6, Block 2, Parkwood Knolls 11th Addition; and
Lot 6, including that part of the North half of vacated Cadillac Drive,
lying East of the extension across it of the West line of said Lot 6, Block 2,
Parkwood Knolls 11th Addition, according to the plat thereof on file and of
record in the office of the Registrar of Titles in and for Hennepin County;
( Parcell II); and
WHEREAS, it has been determined that compliance with the Subdivision and Zoning
Regulations of the City of Edina will create an unnecessary hardship and said
Parcels as separate tracts of land do not interfere with the purposes of the
Subdivision and Zoning Regulations as contained in the City of Edina Ordinance
Nos. 801 and 811;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Edina that
the conveyance and ownership of said Parcels as separate tracts of land is
hereby approved and the requirements and provisions of Ordinance No. 801.and
Ordinance No. 811 are hereby waived to allow said division and conveyance thereof
as separate tracts of land -but are not waived for any other purpose or as to
any other provision thereof, and subject, however, to the provision that no
further subdivision be made of said Parcels unless made in compliance with the
pertinent ordinances of the City of Edina or with the prior approval of this
Council as may be provided for by those ordinances.
ADOPTED this 6th day of November, 1978.
STATE OF MINNESOTA )
COUNTY OF HENNEPIN ) SS
CITY OF EDINA )
CERTIFICATE OF CITY CLERK
I, the undersigned duly appointed and acting City Clerk for the City of Edina,
do hereby certify that the foregoing resolution was duly adopted by the Edina
City Council at its Regular Meeting of November 6, 1978, and as recorded in
the Minutes thereof.
WITNESS my hand and seal of said City this 8th day of December, 1978.
City Clerk
j'
MICHAEL J:-ADAMS
GREGORY D. GUSTAFSON
MARK G. OHNSTAD
THOMAS 1. HARA
JOHN M. BUJAN
RONALD L. SNELLING
JAMES D. ATKINSON. 111
November 4, 1978
GUSTAFSON. GUSTAFSON & ADAMS. P. A.
ATTORNEYS AT LAW
SUITE 411
7400 METRO BOULEVARD
EDINA. MINNESOTA 66436
TELEPHONE (612) 836 -7277
Mr. Harold Sand
Edina Planning Department
Edina City Hall
4801 West 50th Street
Edina, Minnesota 55424
RE: Parkwood Knolls Lot Division
Dear Mr. Sand:
OF COUNSEL
HARRY GUSTAFSON
WALTER C. GUSTAFSON
As per your request, I have prepared the legal descriptions involved
in this lot division. As you know, Mr. Stuckey is exchanging a small
portion of his lot for a small portion of an adjacent lot belonging to
Mr. Amis. The legal descriptions for the parcels involved before the lot
division are as follows:
Stuckey: Lot 7, Block 1, Parkwood Knolls 13th Additi.on according
to the recorded plat thereof. Also, that part of the North
half of vacated Cadillac Drive, Parkwood Knolls 11th
Addition lying West of the extension across said drive of-
the West line of— L-ot- 6,B1-ock -2,Parkwood— Knolls 11th
Addition.
Amis: 1) That part of Lot 6, Block,-1, Parkwood Knolls 13th1,Addition
lying Southerly of a line run from the Southwest` corner of
said Lot '6 to a point in'the East line of said lo.t, distant
50 feet Northerly of the most Southerly corner thereof.
2) Lot 6 including that part of the North half of'vacated
Cadillac Drive, lying East of the extension across it of the
West line of.�said Lot 6;;Block 2.9 Parkwood Knolls 11th
Addition, according to the'plat thereof on file and of record
in the office of the Registrar of Titles in and for Hennepin
County.
After the lot division and exchange between Mr. Stuckey and Mr. Amis,
the legal descriptions will be as follows:
•st:
Mr. Harold Sand
Edina Planning Department
page 2
November 4, 1978
Stuckey: Lot 7, Block 1, Parkwood Knolls 13th Addition except that part
of said Lot 7 lying Easterly of a line drawn parallel to and
distant 22.43 feet West, as measured at right angles to the most
Easterly line of said Lot 7 and lying Northerly of the Westerly
extension of the centerline of vacated Cadillac Drive. Also that
part of Lot 6, Block 1, Parkwood Knolls 13th Addition lying
Southerly of a line run from the Southwest corner of said Lot 6
to a point in the East line of said Lot, distant 50 feet Northerly
of the most Southerly corner thereof, except the Easterly 22.43
feet of said Lot 6 as measured at right angles with the Easterly
line of said Lot 6.
Amis: The Easterly 22.43 feet of Lot 6, Block 1, Parkwood Knolls 13th
J Addition, as measured at right angles with the Easterly line of
said Lot 6, lying Southerly of a line run from the Southwest
corner of said Lot 6 to a point in the East line of said Lot,
distant 50 feet Northerly of the most Southerly corner thereof; and,
That part of Lot 7, Block 1, Parkwood Knolls 13th Addition, lying
Easterly of a line drawn parallel to and distant 22.43 feet West,
as measured at right angles to the most Easterly line of said
Lot 7 and lying Northerly of the Westerly extension of the center-
line of vacated Cadillac Drive. Also, that part of the North half
of vacated Cadillac Drive lying West of the extension across said
Drive of the West line of Lot 6, Block 2, Parkwood Knolls 11th
Addition; and,
Lot 6, including that part of the North half of vacated Cadillac
Drive, lying East of the extension across it of the West line of
said Lot 6, Block 2, Parkwood Knolls 11th Addition, according to
the plat thereof on file and of record in the office of the
Registrar of Titles in and for Hennepin County.
You will notice that Mr. Amis is retaining Lot 6, Block 2, Parkwood Knolls
11th Addition and the portion of vacated Cadillac Drive adjacent to it as the
description for that parcel is set forth herein. Mr. Amis is exchanging a
piece of Lot 6, Block 1, Parkwood Knolls 13th Addition, which piece is adjacent
to and north of Lot 7, Block 1 in the same Addition, for a 22.43 foot strip of
said Lot 7, Block 1, which lies adjacent to and West of Lot 6, Block 2,
Parkwood Knolls 11th Addition.
Thus, Mr. Stuckey will change his Lot (Lot 7, Block 1, Parkwood Knolls 13th)
by adding a strip to the North in exchange for a strip to the East of his lot.
Mr. Amis will completely give up the strip of Lot 6, Block 1, Parkwood Knolls
13th Addition (which is currently contained on a separate Certificate of Title)
in exchange for the Easterly 22.43 feet of Mr. Stuckey's lot.
Mr. Harold Sand
Edina Planning Department
Page 3
November 4, 1978
I hope this information, together with that previously submitted to
the City, answers your questions in regard to this lot division. We will
have someone at the City,Council meeting to answer additional questions,
if there are any.
In the interim, if any problems develop,t please do not hesitate to
call me.
Very truly yours,
GUSTAFSON, GUSTAFSPV & ADAMS, P.A.
J s p J. ristensen
L w Clerk
JJC:lmf
HAND DELIVERED
HUBERT H. HUMPHREY, III
Senator 44th District
8116 40th Avenue North
New Hope, Minnesota 55427
(612) 296 -4180
I II
S enate
State of Minnesota
MEMORANDUM September 28, 1978
TO: All Hennepin County '_Municipalities
Mayors and City Council Members
PROM: Senator Hubert H. Humphrey, III
Senate Hennepin County Delegation Chairman
RE: Hennepin County Delegation Meeting for Municipalities
You have received a previous memorandum regarding a meeting
scheduled for Wednesday, November lst, 7:30 p.m. at the Crystal
City Hall. Due to a previously scheduled League of Minnesota
Cities regional meeting at the same time, the Hennepin County
Delegation meeting has been rescheduled for Monday, November 13th,
7:30 p.m., at the St. Louis Park City Hall, Community Room,
1st floor, 5005 Minnetonka Boulevard.
The agenda will remain the same.
HHH:III:jmg
COMMITTEES • Finance • Education . Energy & Housing ;:
J'
FIUQEItT IL HUIIPHREY, III
Senator 44th District
8116 40th Avenue North
Ncw Hope. Minnesota 55427
(612) 296 -4180
MEMORANDUM September 221 1978
TO: All Hennepin County Municipalities
Mayors and City Council Members
FROM: Senator Hubert H. Humphrey, III
Senate Hennepin County Delegation Chairman
RE: Hennepin County Delegation Meeting for Municipalities
The Senate Hennepin County Delegation is interested in hearing
from you with regard',to any proposed legislation affecting your
city or Hennepin County. It is our intent to review and take
recommended .ction on legislative proposals prior to the 1979
legislative session which begins January 3, 1979. In order to
accomplish this.I would appreciate.your forwarding any proposals
you may have to my office, Room 121 State Capitol, St. Paul, Y
Minnesota, 55155.
The Hennepin County Delegation has scheduled a meeting for Wednesday,
November lst, 7:30 p.m., at the Crystal.City Hall, 4141 Douglas
Drive North. We invite you to attend and present any proposals
or comments you may have to the Delegation. Please contact
Joanne Garcia at my Senate office, 296 -4180, if you plan to attend
and /or make a presentation, or have_any questions regarding this
meeting.
The Delegation looks forward to seeing.you November 1st,
HHH :III:jmg
CO111117TEE.S . I-inance • Education . Unergy R Housing ;��
MEMORANDUM
To: Mayor and Council
From: Kenneth Rosland, City Manager
Subject: Management Study
Date: November 3, 1978
As you are already aware, presentation of the conceptual plan
that has been-developed will be at 4:00 p.m. Wednesday, November 8.
Attached is a copy of the executive summary for your perusal prior
to that meeting.
KR:md
enc
F. Hallberg - The Council has been notified by phone today of change of date.
M. Daehn
MEMORANDUM
Date: October 23, 1978
To: All Department Heads
From: Kenneth E. Rosland, City Manager
Re: Re- organizational Structure
The staff "dog and pony show" regarding there-organizational structure
will be held on Thursday, November 2, at 9:00 a.m. Please note the change
of .time.
At this time we will present our thoughts and presentations that will be
given to the Council regarding the re- organizational structure. Please
plan to attend as this is important.
The Council will be presented their "dog and pony show" on Wednesday,
November 8, at 4:00 p.m. at which time you are also invited to attend..
KR:md
INTRODUCTION
Edina, during the course of its existence, has had a reputation for excellence
in city government, not only among its citizens but among those in other parts
of the Metropolitan area. This has been due to a combination of factors, foremost
of which are excellent council leadership and decision making and dedicated, pro-
ductive employees at all levels..
To continue maintaining this excellence,the City's organizational structure
needs to adapt to the changing environment in which it exists. Principal among
these recent changes are:
1. Transition of Edina from an expansion mode of operation of a growing
community to the maintenance and renewal of.a recently mature community.
2. Greater demands for not only excellence in service but expanded services
in,an era with financial costs up markedly and financial resources constrained.
For Edina, which has always practiced noted fiscal constraint, this is not new;
but the irresponsibility of others may adversely affect Edina.
3. Changes in personalities in key city positions, particularly at chief
.executive and departmental levels. While all promotions have been from within,_
the style of the new appointees.has differed from that of their predecessors.`
In addition to dealing with changes that have either occurred or are in the
midst of occurring, the City also needs to anticipate future changes and to the
greatest feasible extent possible shape its own destiny in an everchanging govern-
mental environment.
In examining the current structure and its ability to effectively deal with the
changes mentioned, a broad based method was employed. From this evaluation, a
comprehensive approach integrating several diverse elements was developed in
order to maximize the benefits of each. The proposals.put forward do not
represent a radical departure from the present mode of operation but are of an
evolutionary nature that build on the past in light of changing ideas and methods.
In development of the plan, three major objectives were postulated within
which the concept was developed.
1. Provide an organizational framework:
(a) with a proactive stance that enhances communication and planning
to assist in effectively dealing with a changing local government
environment.
(b) with a physical environment that promotes organization productivity
2. Develop a personnel management system to motivate and reward excellent
personnel productivity.
3.. Incorporate technologies that can enhance personnel productivity in a
cost effective manner.
Corollary to this is the desire not to increase personnel costs by additions
to staff, and at the same time avoid a plan that would place people out of work
except by attrition (although job redesign in some cases is unavoidable).
The concept is composed of three major divisions; 1) Organization Design;.
2) Functional Environment; and 3) Personnel Management System. These divisions are .
themselves interrelated and, while divided and discussed separately, the elements
in one can and do have significant impacts. on the others.
The first division, Organizational Design, is comprised of the methods the city
organization utilizes in developing and carrying out its tasks. The five elements
discussed as part of these divisions are;
a. Executive level management
b. Advisory Committees
c. Other agencies
d. Department level management
e. Operational task assignments
The second division, Functional Environment, is composed of those elements
that enhance productivity through employment of technologies or appropriate
physical design. The elements of this division are;
1. Physical Design /City Hall
2. Information System
3. Communications
4. Other technologies
The third division, Personnel Management_System, covers those aspects which
are specific to individual job composition, overall compensation and guidelines
for dealing with personnel on a fair and equitable basis. The elements of this
division are;
1. Compensation System
.2. Staffing
3. Personnel management guidelines
4. Evaluation
While the intent of this following discussion is to outline the general
concept; it does include not only the.proposed approach but also the problems or
objectives.the approach seeks.to.address. In selected cases the range of options
from which the approach was developed are explored. While the.level of detail
differs from section to section, the more specific detail is included to clarify
or exemplify various aspects of the concept.
--------------- ---------------------- ---------- -------------- -------------------------
7-11
Agreement on the eventual shape,of the concept will lead to more concrete
design, transition and implementation steps. It is felt that the significant
effort that could be expended in development of those steps maybe wasted if.
concept approval is not first obtained.
.AOPAAI 1 7A r 1 AKIA1 me I rN
INTRODUCTION
In the initial stages of the study leading to this plan, the individual,
departments were surveyed regarding their functions and interrelationships with
other departments and governmental entities. From these discussions; synopsis
were prepared to serve as a benchmark of .:the current organization. During these
initial discussions and those that ensued,..positive and negative aspects of the
current "system ",were discussed (together with modifications that might possibly
upgrade the City's operation)..
The organization.as it currently exists has developed in response to perceived
needs. The following general statements summarize the overall structure at
present:
*The current organization for the most part is a decentralized operation
which permits individual departments to function with a large degree of autonomy.
Direction from a central point has been on an exception basis to deal with
situations that need resolution by the. staff of more than one department.
*Where it was perceived that an ongoing formal working relationship needed
to be established; the aggregation of two or more departments was employed (as
evidenced by the current responsibilities under the Directors of Public Works and
Public Safety).
*Where overlapping responsibilities have.occurred, the current department
heads have established informal relationships among their departments to deal with
situations as they arise, with these relationships a function of the people involved.
In discussion of the five elements below, the conceptual outline seeks to build
on the positive aspects of the current structure with modifications proposed to
- - - -- i - - — - - - -- -- - - - -- - = -- - -- - -
deal with the changing environment. The concept outlined below is not the uiti=
mate solution. As circumstances change the structure will need to adapt. The
organizational design discussed below however does incorporate an ability to change
as an integral aspect of the plan. The concept is intended to be comprehensive so
that required change builds on rather than destroys the concept presented, and
major revision will not be required in the near future.
EXECUTIVE LEVEL MANAGEMENT
One of the principal areas of study.in.this concept.has been the manner in which_
top managerial personnel plan, function, and interact with each other. After
considerable discussion of the current Edina structure and managerial options
employed by business -and other governmental entities, three general managerial
options and variations of those structures were discussed.
DECENTRALIZATION
This approach features operating departments performing a wide range of,
functions with decisions made principally -at the department head level.
Positive Aspects - Responsibility lies .principally with the department head
for actions of the department with little wasted time in committee meetings.
Negative Aspects - Tends to have minimal interface with other departments except
on a crisis /issue basis, little incentive to anticipate problems and deal with
complex interdepartment problems on an interdepartmental basis.
DEPARTMENTAL AGGREGATION (Mega Departments)
In recent years the response to a) the need for tighter managerial control;
b) greater departmental cooperation; and c) more integrated operations in fiscally
constrained times, has led to consolidation of two or more departments with similar
missions under a single division head. .
Positive Aspects - Provides for greater planning and integration among the
integrated departments with a person who can devote energies in those areas.
Negative Aspects -1t may install another hierarchical layer in the organizational.
It can reduce the perceived responsibility level of the individual department heads
so grouped because of.reduced participation in top management decisions. It also .
tends to inhibit communication among departments in different divisions.
Variation - The division head remains a department head thereby not making as
"heavy" a hierarchy.
TEAM MANAGEMENT
This is a form of participatory management in which persons of equal rank
jointly deal with issues and develop plans, programs and solutions that require the
participation of more than one department. This can be done on an issue or major
subject area basis.
Positive Aspects - Promotes interdepartmental communication and can be a
useful method of developing comprehensive interdepartmental plans. Provides a means
of facilitating, planning and - coordinating of departments.
Negative Aspects - Can be a useless exercise if members do not work well
together. Tends to dilute individual responsibility and negate the intended
benefits. Can foster a lack of commitment by individual members..
Variation - In most team management approaches a team leader is appointed to
ensure team responsibilities are carried together. An alternative method is for
one person to serve as "chair" to facilitate agenda preparation and carry out related
administrative duties without full team leader responsibilities. .Another variation
for those teams addressing complex issues is establishment of a Lead Shop (department)
on a phase of the problem in for which that department has been assigned operating
department responsibility.-—..-
(While the aforementioned methods do not summarize the entire body of management
theory, they do represent the major thrusts for organizational structure. Other
management styles such as authoritarian,.participatory, MBO, etc. represent styles
---- that — can -`be -opera t -ive -with in —these structures.)
VERTICAL PROCESS MANAGEMENT
After considerable discussion of the:various structures and numerous variations,
a concept, dubbed either Vertical Process or Vertical Action Management was evolved
which draws from all three of the structures mentioned. The objectives outlined
for the system designed for Edina;
1. Formalize and thereby continue to promote the ongoing departmental.
communications.
2. Ensure access of executive management to the expertise in each area.
3. Promote a proactive.stance among the managerial team developing integrated
solutions to interdepartmental problems.
4. Minimizing a hierarchical.structure.
5. Maximize decision- making at the most appropriate level.
The overall goal outlined for the style is:
Establishment of an administrative framework that encourages communications,
" information flow and decision making to ensure an effective and efficient operation
of the City as a whole. The primary emphasis will be on planning and coordinating
to facilitate the development of policy alternatives and administrative processes
both in the long and.short term to achieve an optimally functioning organization.
The vertical process management approach places emphasis on the process by which
programs are proposed and decisions are made and not on a.formalized hierarchical
structure either in terms of levels or seniority of departments. The intent of the
process is to have those decisions or programs which are of a comprehensive nature
and require integration of more than one department dealt with in a formal way that
promotes the decision making process by having the expert resource develop workable/
assimilable solutions and programs. It is-not the intent to usurp departmental
decision making on- oper-at -ional decisions wh "ich -have no interdepartmenta -1 - -- impact -but -" - —
it can be of aid in the planning and coordination function for those departments.
For Edina the process approach -is broken into five process sections which are
of a comprehensive nature that address several related subjects and departments. Some
departments are included in.more that one area and they are so covered. Not all
aspects of each process are germaine to all the departments in the area and
departments will be included only when they have a pertinent interest. This differs
from a team management approach in that an ongoing team member would be required to
act on all items raised before the team. An additional feature to distinguish
Vertical Process Management from regular team management is that team consensus
is not required on all items. While consensus on plans will occur in most areas,
the process area is not bound to team decisions. Disputed decisions are passed
to the manager who has final authority to resolve the controversy relying on the
viewpoints of those who have the greatest responsibility in the area in making
the decision. As in team management, success in the process areas are dependent
on the ability of those in the area to work together. The areas are:
Community Development
Purpose - Guide and assist in the overall physical development and redevelopment
of the community on an ongoing basis.
Subject Areas: Land use planning
Physical services planning
Redevelopment
Structural construction
Compliance review and enforcement of applicable codes
and ordinances
Energy
Housing
Operating
Departments: Planning
Engineering
Building
Fire
Police
Health
Park/Recreation - _
Physical Operations
Purpose - Operation and maintenance of City run physical.services and facilities.
Subject Areas: Streets
Parks
Sewer
Water
Garage
Shade Tree
Operating
Departments: Engineering
Public Works
Water
Park /Recreation
Public Safety
Purpose - Provide and coordinate the protection of.persons and property and assist
in mitigating circumstances threatening to such.. Introduce individuals requiring
further services into the appropriate system (emergency medical, criminal justice,
etc.)
Subject Areas: Law Enforcement
Fire Suppression
Emergency Medical Services
Civil Defense
Traffic Control
Structural /Living condition deterioration
Operating
Departments: Police
Fire
Health
Building
Engineering
Human Services
Purpose - Provide and coordinate various services provided directly to persons of
the community to enhance their health and well being.
Subject Areas: Community Health /Public Health
Recreational Programs
Social Service Counseling
"Special Services"
Cultural Programs
Operating -
Departments: Health
Bloomington Public Health
Park /Recreation
Police
Youth Action
Internal Services
Purpose - Provide overall organizational direction together with central and
support services for the operational departments.
Subject Areas: General Administration /Organizational Development
Personnel
Legal
Finance
Council Matters
Elections /Voter Registration
Finance /Budgeting
Assessing
Central Information Center
Physical Facilities Operations and Maintenance
Property Management
Risk Management
Labor Relations
Operating
Departments: Administration
Finance /Assessing
Liquor
Within each of the areas, those who are participating will:
1) Define the issue areas that the team will address.
2) Propose long range planning (up to five years) both in the policy and the
administrative realms. This is done to give general organizational direction and
to identify up- coming issues.
3) Prepare two annual work plans in the subject areas for the following year.
The first is a preliminary one prepared prior to the budget to act as a guideline in
budget development and review. The second is formulated after the budget is approved
to reflect available resources and updated Council policy.
4) Formulate solutions to issues as they arise. Solutions will either be in
conformance with current policies and plans or such policies and plans will be
amended to accomodate the recommended solution.
5) Develop a) policy alternatives for the Council; b) internal policies to
serve as guidelines to departmental operation; and c) administrative processes
to effectively provide services, manage information and carry out Council policies,
particularly in areas which encompass more than a single operating deparment.
Leaders will be assigned in each area and will serve as the "chair" for that
area. They will mainly chair meetings, prepare agendas and serve as coordinators
of the process areas. Each member of the area is responsible for those work
assignments assumed by that individual. The full team is responsible for preparation
of work products. Leadership responsibilities will be rotated on an annual or
biannual basis. Subprocess groups may be utilized to work in specific sections
of the process -area not requiring the entire process group to develop. Incorporation
of the "lead shop" concept may provide the most workable method for having the
operational departments with the greatest responsibilities head up that topic area.
Meetings will be arranged on the basis determined by the group and only so long as
they prove productive to the process effort.
As noted earlier, each department head is directly accountable to the City
Manager for the ongoing operations of that individual's department. To the extent
that the departmental operation is within the framework of the process area, the
department head is responsible for carrying out the tasks outlined in the work plan
and in line with the thrust of the long range plans, programs and goals of the
process area. Decisions which cannot be handled through amendment of these documented
decisions /programs should seek remedy through the City Manager.
ADVISORY COMMITTEES
To this point the discussion has been on the administrative side although
portions of this work require Council approval and as such may involve advisory
committees of the Council. It is envisioned that these advisory committees are
accountable to the Council for three basic functions:
a) Review of externally and internally developed programs
b) Carry out certain assigned governmental functions
c) Act as a proposer of ideas and sounding board for community concerns in the
respective areas.
In both of these functions the committees deal with subject found within the
process areas. While ideally a committee structure concurrent with the lines of the
process areas would be convenient with a liaison from the process area.assisting
each of these '.'Mega Committees ", it is not required, and staff members from the
operational department most closely aligned with that committee's work will serve
as liaison to the committee as in the past. Staff members, however, are still
solely accountable to.the City Manager, and not the committees. With the requirement
that committee representatives be in attendance at all Council meetings, these persons
will serve as advocates for committee recommendations when they differ from staff's
recommendations (although staff may continue_to.present the initial committee
recommendation when presenting it to-the Council.)
OUTSIDE AGENCIES
Transactions with other agencies in a subject area should be handled by the
staff member handling the subject area. Two or more staff working with the same
agency on similiar issues may not be as effective as a single pivot point.
TRANSITION
1. Implementation of the administrative portion of vertical process management
can commence in a relatively.short time span although optimal functioning depends on
the ability of persons within the process areas to work together.
2. Adaption and integration of advisory committees' functions within the
vertical framework is dependent on Council action and the individuals committees'
abilities to work within such a structure. Adjunct to this will be preparation of
a Council approved committee handbook outlining committees and members individual
roles and responsibilities together with how they relate to the balance of Edina
City Government. Development of this. item is expected in December of this year.
DEPARTMENTAL ORGANIZATION
Organizational structure and operation . of the individual departments is dependent
on the functions assigned to.that department and the talents and capabilities of
individuals within the department. It is the prerogative of the' individual department
heads:to manage their operations as they feel is best, once functional assignments,
are _given. Outlines of how the individual departments operate are summarized in
appendix A.
OPERATIONAL TASK ASSIGNMENTS
As part of the organizational.concept certain changes have been made as to the
lines of authority on the executive level and the tasks assigned to the operational
departments. Significant changes are:
1. Recycling will be shifted from Planning to Health which is also in
charge of refuse contract administration.
2. Planning will be the liaison for all watershed responsibilities
3. The Health Department will be located physically with the Building Department
and will share a clerical staff person.
4. Building will become the coordinator of all energy related matters.
5. Engineering will become the liaison for all transportation related
responsibilities.
6. In 19 the Sewer and Water divisions will be merged into one division.
7. The park maintenance crew is ultimately responsible to the Public Works
Supervisor. The Park and Recreation.Director remains able to directly coordinate.
park maintenance activities with the Park Foreman. Such an organization will aid
in better utilization.between park and street. crews.
8. Tasks for certain departments such as actual registration of people to
vote may be performed by other departments to coincide with the proposed physical
structure.
TRANSITION
The majority of these changes (some of which are already in effect) will-take
only a short period of time to accomplish.- Unless otherwise noted these changes
can be made effective by January 1, 1979.
FUNCTIONAL ENVIRONMENT
The productivity of excellent employees working within an outstanding managerial
framework is to a significant extent influenced by the environment in which they
function. This environment consists for discussion purposes of the physical
design and equipment that employees utilize in performing their task. An integrated
approach to change necessitates exploration in this area.
PHYSICAL DESIGN /CITY HALL
A principal function of the Edina City Hall building is providing services
to customers on a walk in traffic basis. From the prospective of a customer
orientation, the current arrangement has several drawbacks:
1. It is difficult for persons entering City Hall to go to the correct
department even it they know the name of the appropriate department and have
directions.
2. Much clerical staff time is spent giving directions to individuals.
3. The arrangement linked with tradition has led to technical /professional
people handling information requests that other persons could be trained to do.
4. Conversations between a customer and a staff person are disruptive to
other staff work.
5. Coverage at various reception points is poor in several areas with reception
coverage often handled by professional /technical staff.
In an effort to address these problems and at the same time enhance general
departmental functioning, a horseshoe service area coupled with rearrangement of
departments so that they relate in proximity to their clerical staff concept was
devised. The main features of the concept in addition to dealing with the above
concerns are:
1. An information center to anchor the setup that would answer questions
relative to assessments, taxes, valuations, certain other property related questions
together with general City information thereby reducing the need to take other
staff time.
2. Combine the positions of cashier and motor vehicle regiestration so that
a balancing of workload between the two areas can be accomplished. Exploration of
having one of the banks processing water bill receipts is currently pending.
3. Clerical staff of related departments will be paired so that one can
cover for the other.
4. With the rearrangement and with clerical staff devoting a greater share
of their time to.customer assistance, the concept of a production typist for all
departments was evolved based on freeing up a clerical slot in the redesign.
5. A final concept that would dictate the physical arrangement is the establish-
ment of a central file area which would serve several departments which currently
use similiar file catalogues and information.
While the design arrangements mentioned could be accomplished within the
present structure, the hall itself has certain limitations including:
1. The present facility, built in an ageeof cheap energy is a poor energy
conserver.. Not only does this result.in high heating bills but also in considerable
discomfort in the winter to employees working near exterior.windows particularly
on the north side.
2. There is no handicapped access to the building.
3. There is some wasted space in the present.facility.
4. Full implementation of the horseshoe service concept would require some
major modification or addition.
5. The building does not meet the life safety codes that the city imposes
on other structures within its jurisdictional bounds.
To remedy these; a two story diagonal addition is proposed as diagrammed in
Appendix B. This would add 3,550 square feet of floor space at an estimated cost .
of $145,000 - $165,000 and permi't'utilization of current space that presently
is wasted. (The floor plans are drawn only to.show a possible approach and do not
represent any definite design).
The additional space should be adequate for the foreseeable future if efforts
continued to maintain or reduce the present personnel level. Construction completion
would take 10 months from bid award.
TECHNOLOGICAL /METHOLOGICAL ALTERATIONS,
Information Storage and Retieval
A significant portion of the work in City Hall is the gathering, storage, .
retrieval, analysis and interpretation of information. At present most of the
information is stored manually on paper in diverse locations throughout. City Hall
or in the minds of the employees. Outdated information is still maintained dispite
past efforts to,delete such information from the files. Coupling these factors with an
inherent desire to have information "just in case" and the duplication of information
and filing systems, problems have arisen both in the amount of space required to
store the information and in the difficulty of retrieving all pertinent information.
In order to improve the current information system in the City, two concepts
have been advanced.
CENTRALIZATION
The first is the consolidation of certain departmental files which currently
are either maintained by similiar increments (such as parcels or common subjects)
or information of a greater than departmental concern. Such information may be
maintained in any of the three following modes:
Computerization - In developing the information center concept, it was proposed
that the person have a CRT online terminal to answer questions concerning assessments,
valuation, etc. Information would be grouped by address and such an arrangement
would aid in the areas of inspections, assessing and public safety. Two sources
of such a service are 1) LOGIS when it develops its geobased files and 2) the
County's assessment record file. While the first may.offer a wider usage, the second
could probabl.y be obtained at an earlier date.
Microfilming - For those informational items that are to be retained for a period
of greater than two to three years, i.t_is proposed that these be microfilmed and
that additional equipment be purchased to fu lly.utilize the advantages of. such a system.
.At present there are two approaches to microfilming both which range in cost from
$12,000 to $16,000 including initial labor.start up costs. Documents which will be
stored for shorter periods of time will remain in paper form.
Paper - This is used for information that is to be maintained for short periods
of time (generally less than three years).
INFORMATION MANAGEMENT GUIDELINES
To adequately store, retrieve and dispose of information that is recorded, it
is recommended that guidelines be devised so that information can be handled in an
effective, efficient manner.
TRANSITION -
Centralization of select files would be done in conjunction with a physical
redesign.. While some temporary employees may be needed to microfilm .a back log of
information, current clerical staff should be able to adequately handle the task
once the system is updated.. Computerization of certain information will be
dependent on availablity of computer services.
COMMUNICATIONS
Linked closely with the informational flow are the various verbal communication
systems in the City. Principal among these are the telephone system, the intercom
system in City Hall, and the four radio systems (police, fire, medical (county run)
and administration.) While the current radio systems appear to be functioning quite
adequately, modernization of certain equipments may be advisable, although any proposals
should await the outcome of the HECO /911 studies.
Discussion as to alteration of the telephone system has been proposed for the
following reasons:
a). The current "cord board" requires relatively more operator time to handle
calls.than do newer systems.
b) The present system is one of only a handful in Northwestern's systems
with difficulty in obtaining parts and competent technical assistance becoming an
ever increasing possibility.
c)There is noticeable difficulty in placing calls out of City. Hall and in
getting.outside calls into City Hall. (At present Bell Telephone is conducting a
survey in an effort to determine the - problem.)
d) Any major physical redesign would involve a significant expense in placing
phones to the new locations.
Given these problems and Bell Telephone's estimate that a new system would be no
more expensive than the.present one at the .seven year mark, exploration of a replacement .
seems: timely. (In addition certain telephone system features could eventually
eliminate the intercom system.).
Options pertinent to improvement lie in three catagories:
1. Technological sophistication
.2. Lease /ownership arrangements
3. Number of trunk lines and number of independent lines.
TRANSITION
Installation of a revised system could be in conjunction with any physical
redesign. Independent of a physical redesign, installation could occur.within.six
months after a contract is awarded.
OTHER TECHNOLOGIES
The only other area of technology explored was the area of word processing
to aid in the proposed "production typist" set up. Depending on level of technological
sophistication, prices range from $4,800 to .$25,000. After a cursory survey, the
number of applications at this point seem limited.and therefore may.not justify the
added expense.
PERSONNEL /MANAGEMENT
The final component in the "production" equation for the City is its personnel.
While this entails a wide range of issues from recruitment through retirement,
the principal areas for reorganization are -1) compensation,.2) staffing, 3)
personnel guidelines and 4) evaluation. All of these areas represent aspects of an
integrated personnel system which will attempt to alleviate the problems currently
encountered by the lack of a system.
Compensation, While the term applies to both salary and benefits, the..principal
area is salary. In the past, salary decisions were based strictly on personalitites
with little tied to work responsibilities or performance which has led to a disparity
in salaries which is difficult to justify and causes some degree of employee
dissatisfaction (particularly in non union areas.) Coupling this with the difficulty
in obtaining quality employees in certain areas, there seem to be compelling reasons
to establish a fully integrated, rationally based compensation system. The major
concept will be a graduated base salary with individual opportunities.to increase
Oat salary by certain percentage based on a combination of factors including job
performance. The major development will be performed in- house. The thrust in the
area of benefits will be to as great an extent as possible provide equivalent benefits
for all, personnel..
Staffing - With the organizational redesign some functions will be.-shifted
which necessitates changing of job responsibilities in certain areas. No change will
result in a layoff or pay reduction. Change will be accomplished through attrition,
job modification or both.
Personnel Rules Revision will be requested to more accurately reflect the %..
current organizational operation and today's employee environment. Revision will
also include revision of all related policies such as affirmative action.
Evaluation - While a close working relationship has existed between employees
and their supervisors, the changing work environment and the proposed compensation
system seem to make a formal evaluation program of some mode an integral part of the
overall personnel system.
TRANSITION
The bulk of the changes will attempt to be accomplished during the next six
months with changes in certain staffing patterns occurring prior to or in conjunction
with the physical redesign.
CONCLUSION
It is not assumed that the above concept plan necessarily encompasses all
relevant issues or that it represents a finalized plan. Should you have any comments,
.ideas or suggestions, please feel free to discuss them with either myself or Mark
within the next few weeks.
s
MEMORANDUM
To: All Department Heads
From: Kenneth E. Rosland, City Manager
Subject: Management Study Presentation
Date: October 31, 1978
Attached -is a copy of the preview summary for the presentation on
Thursday. Please glance at it prior to that presentation.
The meeting will be held in the Council Room - November 2, 9 :00 a.m.
KR:md
CITY OF EDINA
PROPOSED ORGANIZATIONAL PLAN
EXECUTIVE SUMMARY
During the initial portion of my tenure as City Manager, one of my major .
thrusts has been the examination of the organizational structure of Edina and
formulation of changes that from my viewpoint are needed in order to maintain
the continued excellence in administration of Edina's City Government. A wide
range of issues and ideas have been explored during the past several months and
the conceptual plan to be presented integrates several elements.to take advantage
of a comprehensive approach to a multifaceted organization. While much of the
conceptual plan deals with matters of an administrative nature, certain aspects will
require Council approval in order to facilitate implementation. For this reason,
the entire concept is presented so that Council has a frame of reference in which
to act on the individual aspects of the plan.
The modifications to the present organization are proposed in order that the
organization can better adapt to the following changes:
The transition of Edina from a rapidly expanding growth-community to one
which enters the upkeep and renewal phase of a mature community.
The increasingly restrictive financial environment in light of requirements
for service excellence and potentially greater service demands with which
local government is faced.
The change in personalities and management styles which has occured in
Edina's administration over the past year and half.
The general goals of the conceptual plan are as follows:
*Provide an organizational framework and physical environment that promotes
organizational productivity.
*Provide an organizational framework.with a proactive stance that enhances
organizational communication and planning to effectively deal with the ever
changing local government environment.
*Development of the personnel management system to motivate and reward
excellent personnel productivity.
*Incorporate technologies that can cost-effectively enhance personnel
productivity.
The conceptual plan addresses these goals through several elements that fall into
three general catagories:
Organization Design - This catagory includes the managerial structure
and policies to carry out the organization's objectives.
Functional Environment - This catagory covers the many aspects, primarily
of a physical nature, which surround and aid city personnel in performing their
functions.
Personnel System - This final catagory deals with the manner in which
individual personnel are compensated and evaluated.
It is in line with the general goals. set forth and around the three elements
listed that following conceptual plan -is delineated with these major points incorporated.
Institution of a "vertical process management" plan.
A service delivery oriented physical redesign of city hall.
Various technologies utilized to upgrade productivity.
Revised operational task assignments for departments.
Revision of some individual job tasks.
Establishment of a integrated personnel system plan for all employees.
November 2, 1978
To: The Mayor and City Council
From: Florence Hallberg, City Clerk
Subject: Appointment of Canvassing Board
Please appoint the following to canvass the voting machines after the
General /City Election of November 7, 1978.
Will you also please set a time for the Council to meet and review the
findings of the Canvassing Board and sign the Tabulation of Returns?
This must be done by November 9. Would 5:00 p.m. on Thursday,.November
9, be convenient?
REQUEST FOR PURCHASE
TO:._ Mayor and City.Council
FROM: Francis J. Hoffman, Director of Public Works
VIA: Kenneth Rosland, City Manager .
SUBJECT: REQUEST FOR PURCHASE OF ITEM IN EXCESS OF $1,000
DATE: October 17, 1978
VVV ✓.
Material. Description (General Specifications):
50 Double Bevel Curved Grader Blades and 50 Plow Blades (used as changes.are
necessary during snow plowing season).
Quotation /Bids:
Com an
1. Paper Calmenson & Co.
2. Borchert - Ingersoll, Inc.
3.
Department Recommendation:
Paper Calmenson & Co.
Amount of-Quote or Bid
$5,176.00
$6,107.00
Public Works
' Signature �` Department
Finance Director's Endorsement:
The recommended bid is is not within e u udgeted for the purchase.
. N. Dalen
Finance Director
City Manager's Endorsement:
1. I concur with the recommendation of the Department and recommend Council
approve the purchase.
2. I recommend as an alternative:
Kennet i \os an
City Manager
REQUEST FOR PURCHASE
TO: Mayor and City Council
FROM: Bob Kojetin, Park and Recreation Dept.
VIA: Kenneth Rosland, City Manager
SUBJECT: REQUEST FOR PURCHASE OF ITEM IN EXCESS OF $1,000
DATE: November 2, 1978
Material Description (General Specifications):
Purchas of pictures of football teams for the Edina Jr. Football League.
The Edina Jr. Football League will reimburse the City. -
Quotations /Bids: .
Company
1. Lee's Photgraphy & Art
2.
0
Department Recommendation:
Amount of Quote or Bid
$1,298.00
—,&
Purchasing of pictures from Lee's Photography
Signa Department
Finance Director's Endorsement:
The recommended bid is is not within the amount budgeted for.the purchase.
. N. Dalen, Finance Director
City P1 ager's Endorsement:
G� ?. I concur with the recommendation of the Department epa tment and recommend Council approve
the purchase.
2. I recommend as an alternative: .�
Kenneth Ro land, City M ager
REQUEST FOR PURCHASE
TO: Mayor and City Council
FROM: Francis J. Hoffman, Director of Public Works
VIA: Kenneth Rosland, City Manager
SUBJECT: REQUEST FOR PURCHASE OF ITEM IN EXCESS OF $1,000
DATE: November 3, 1978
Material Description (General Specifications):
Halifax Avenue Well Repair: Pull, repair, reinstall, connect and test Layne
Turbine Pump, 8" Column, 120' setting and 100 H.P. Motor.
Quotation /Bids:
Company
1• Layne Minnesota Company
2. Keys Well Drilling Company
Amount of*Quote or Bid
W/O Bowl Assembly With Bowl Assembly
1900.50 4,075.50
$2507.50
$4,402.50
3. Bergerson Caswell $1982.43 $4,787.93
4. Mc Carthy Well Co. $3636.00 $6,336.00
Department Recommendation: Layne Minnesota Company $1,900.50
$4,075.50 if bowl assembly necessary
60,
Signature epartment
Finance Director's Endorsement:
The recommended bid is is not within the amount budgeted for the purchase.
J. N. Da en
Finance Director
City Manager's Endorsement:
1. I concur with the recommendation of the Department and recommend Council
approve the purchase.
2. I recommend as an alternative:
Kenneth Rosland
City Manager
j ('V
M E M 0
TO: Ken Rosland, City Manager
FROM: Bob Kojetin
DATE: November 3, 1978
In a conversation with Tom Erickson, he indicated that
he thought the contract and the addendum to the contract
between the City of Edina and the U.S.G.A. regarding
the 1979 Women's Amateur. Public Links Tournament, which
I am enclosing, should be signed by either you or the
Mayor.
I am also sending a letter or memo to Cora Jean Blanchard
who will be the Chairperson of the tournament and the
representative of the Braemar Women's Leagues, who will
be doing all of the physical work of hosting the tournament
at Braemar Golf Course.
JB Kojetin
AGREEMENT BETWEEN
CITY OF EDINA PARK AND RECREATION DEPARTMENT, EDINA, MINN.
FX VIA
UNITED'STATES GOLF ASSOCIATION,.GOLF HOUSE, FAR HILLS, NEW JERSEY 07931
COVERING THE
1979 UNITED STATES WOMEN'S AMATEUR PUBLIC LINKS CHAMPIONSHIP
The Executive Committee of the United States Golf Association accepts, with
sincere appreciatiou,,the gracious invitation of the City of Edina Park and.
Recreation Department
to entertain the Association's Women's Amateur Public Links Championship.at the
Braemar Golf Course.
The terms are outlined below and in the current edition of the Association's
"Golf Championship Manual."
In the provisions which follow and in the Manual, Braemar Golf Course, Edina, Minn.
is identified by the word "Club" and the United States Golf Association by the
word "Association."
Dates and Practice Privileges
1. The dates for the competition will be June 27 through July 1, 1979
and any succeeding day or days that may be caused by any postponement.
The Club will extend to competitors the privileges of the grounds and the
clubhouse for the duration of the Championship, and for practice as.follows:
(a) Non - exclusive use of the course - None
(b) Exclusive use of the course - two days - June.25 and 26.
For the duration of the Championship, the Club will open the course for play
only for players in the Championship.
Title of Competition
2. literature issued by the Club, the competition shall be identified as the
3RD UNITED STATES WOMEN'S AMATEUR PUBLIC LINKS CHAMPIONSHIP
General Division of Duties
3. The general division of duties will be that the Club will provide the physical
set -up for the competition and the Association will conduct the competition.
Page 2. Agreement re Women's Amateur Public Links Championship (1979)
Specific Duties of Club
4. Subject to the approval of the Association, the Club at its sole expense will
provide and attend to the following,items, in addition to others called for in the
Golf Championship Manual:
A. Preparation of the course in accordance with Association recommendations.
The USGA Green Section will provide advisory service for this purpose.
B. Adequate practice facilities, including top - quality range balls.
C. Marshaling and policing.
D. Scoreboard to be erected.according to Association specifications.. (The_
Association will provide scoresheets, equipment and compensation for
scorer.)
E. Personnel to assist scorer, copy official scorecards after nine holes of
each round. and deliver copies to scorer.
F. Player registration.
G. Courtesy car service for contestants and officials.
H. Reservation of accommodations for contestants and officials.
I. Public address system for presentation of prizes.
J. Press facility in accordance with Association specifications.
K. Forecaddies on holes and at times specified by the Association.
L. Personnel to carry standards showing ,•status-of.certain.matches.' (The
Association will provide the standards.)
M. An adequate number of comfort stations and a first -aid station..
N. Headquarters room for the Association, with typewriter.
0. A sign for each tee indicating hole number, yardage and par.
P. A.maximum of eight golf carts per day for the Association's use in
conducting the Championship.
The Association is sending the Club copies of the Golf Championship Manual
and the Club will be guided by it so as-to insure a well conducted Championship..
Admissions
S. The Club may charge admission to spectators. The Association waives any
right to proceeds from admissions but reserves the right to approve any charges.
Advertising on Tickets
6. The Club may retain profits from sale of advertising rights on any admission
tickets.
Page 3. Agreement re Women's Amateur Public Links Championship (1979)
Draw Sheet
7. The Club will provide a simple draw sheet for the first two days of the
Championship; for subsequent days the Club will.provide copies of new drawings
and starting times-on request by the Association. The Association -will furnish
the text for all such lists.
Official Program
8. , The Club may publish an official program. The Association waives any right
to proceeds.
Any program will include the conditions of the competition and will be
completely managed by the Club, including preparation of editorial matter,
solicitation of advertising, publication and distribution. The Association
reserves the right to approve editorial . and advertising content.
If the program is sold, the Association reserves the right to approve the
price.,
The Association mould appreciate it if the Club would, if convenient, mail
lu
copies of the program gratis to the Association's member cbs. The Association
would provide mailing labels containing the name and address of its member clubs
and would assume postage charges for such a mailing.
Accounting
9. Not later than November 1 of the year of the Championship, the Club will
submit to the Association detailed accounts of all receipts and disbursements in
connection with the Championship.
Food and Beverages
10. The Association waives all right to proceeds from sales of food and beverages.
While the Association has no control over these items, it has at times received
protests from competitors on account of prices charged therefor, and the
Association requests the Club, so far as competitors are concerned, to make
these charges as moderate as is consistent with the best interests of the Club.
Automobile Parkin
11. The Club may retain receipts from the sale of automobile parking space.
Parking charges are-subject to approval of the Association. Parking space.for
contestants, news media representatives and officials shall be provided free: in
prime locations.
Automotive Transportation on Course Prohibited
12. Automotive transportation shall not be permitted on the course, except as
the Association may specifically authorize.
Page 4. Agreement re Women's Amateur Public Links Championship (1979)
Specific Duties of Association
13. The Association will:
A. Handle entries and retain entry fees.
B. Provide Rules of Golf booklets, bag tags and identification badges for
contestants.
C. Provide scoresheets and equipment for scorers.
D. Provide official scorecard$, some material for marking water hazards,
ground under repair, etc. and prizes. Only the Association may award
prizes.
E. Conduct the competition.
Radio and Television Broadcasting; Motion Pictures
14. The Association, as owner of-the rights for radio and television broadcasting
and for production of motion pictures, will have sole authority to grant the
privilege of broadcasting, telecasting and filming motion pictures on the grounds
and in the clubhouse for the period beginning with the first day designated for
practice and ending with the final day of the competition, including any play -off
or postponement. During this period the Club will.not allow equipment of any
broadcasting company or motion picture producer in the clubhouse, the press
quarters or elsewhere on the grounds except as the Association may authorize.in
writing. The Club will use its good offices to insure exclusive privileges to .
the company or companies designated by the Association. Such company or companies
shall have the right to locate cables and equipment for power transmission, erect
temporary facilities and make such other provisions as may be reasonably necessary
to provide for radio and television broadcasting and production of motion pictures.
The Association, as owner of the rights concerned, will retain for itself all
revenues from radio and television broadcasting and from production of motion
pictures.
Caddie Charges
15. The Association will have the right to approve the caddie fee.
Indemnity
16. The Association does not assume and in fact disclaims any liability for
personal injuries or death of competitors, caddies, spectators or workmen
employed in connection with the cake-of the golf course or the grounds surrounding
the course or any employees of the Club, and also for any property damage which
may occur during the tournament or the practice days prior thereto or any post-
ponement.
The Club will hold the Association harmless from and indemnify it against
any and all liability for any and all accidents or occurrences arising out of the
Championship (including any practice rounds or postponed play) or the conduct
thereof.
Page 5. Agreement re Women's Amateur Public Links Championship (1979)
Gambling
17. It is against the policy of the Association to allow gambling on the property
at which its championships are held. The Association requests that steps be taken.
in advance'to eliminate or avoid this nuisance.
Expenditures of Club
18. In performing.its duties the.Club should follow the standard set by clubs
which have entertained the competition in recent years, but the Association cautions
the-Club to be judicious in expenditures, especially for such things as improvements
to the golf course. The Association does not and will not assume any liability
for any of the Club's.expenditures, nor will it reimburse the Club therefor.
19.. This agreement is forwarded in duplicate. It is requested that one copy be
signed by a proper authority of.the Club and returned to the Association.
20. The Club shall advise the Association on the following points in time so
.that Association consideration and decision where required can be provided the Club:
A. Whether admission will be charged for spectators and, if so, the proposed
charges.
B. Whether an official program will be published and, if so:
(1) The selling price.
(2) Whether copies will be mailed gratis to the Association's member clubs.
C. Proposed caddie fee.
D. Name and address of Club representative with whom the Association should
arrange future details.
E. Name and address of Club representative who will be responsible for
accommodations for contestants.
F. If postponement becomes necessary, whether the competition could legally
be held on the Sunday immediately after the last scheduled day of the
competition and, if so, during what hours.
G. How the Club's name and location should be stated in literature issued by
the Association.
Page 6. Agreement re Women's Amateur Public Links Championship (1979)
The Association is grateful for the cooperation of the Club in furthering
the best interests and the true spirit of golf.
Yours sincerely,
UNITED STATES GOLF ASSOCIATION
By
hutive Director
ADDENDUM TO AGREEMENT BETWEEN
CITY OF EDINA PARK AND RECREATION DEPARTMENT, EDINA, MINN.
UNITED STATES GOLF ASSOCIATION, GOLF HOUSE, FAR HILLS, NEW JERSEY ,07931
COVERING THE
1979 UNITED STATES WOMEN'S AMATEUR PUBLIC LINKS CHAMPIONSHIP
This Addendum shall amend the following paragraphs from the Agreement, and
shall supersede the Agreement paragraphs.
Specific-Duties of Club
Section 4
Point A; Preparation of the course in accordance with Association ..
recommendations. The City of Edina will incur no major changes
in Braemar Golf Course. The City of Edina will be the sole judge
of what is a major change.
Point D; Scoreboard to be erected according to Association specifications.
The Minnesota Golf Association will provide scoreboard.
Point H; Reservation of accommodations for contestants and officials.
The cost of lodging and food will not be borne by the City of Edina.
Point J; The Braemar Golf Course office will be available for press
facilities.
Point M; Present facilities that.are on the course will be used for
comfort stations and First Aid will be provided on a "stand -by ".
basis by the City of Edina Fire Department para- medics.
Point N; The Braemar Golf Course office will be.used for headquarters
room for the Association, with typewriter.
Automotive Transportation on Course Prohibited
Section 12
Automotive transportation shall not be permitted on the course, except
as the Club may specifically authorize.
Indemnity
Section 16
The Association does not assume and in fact disclaims any liability for
personal injuries or death of competitors, caddies, spectators or
workmen employed in connection with the care of the golf course.or
the grounds surrounding the course or any employees of the Club, and
also for property damage which may occur during the tournament or the
practice days prior thereto or any postponement, except, however, -for
such damage, injury or death as may result from the act or neglect
of Association, its agents or representatives.
. Page'2. Addendum.to Agreement re Women's Amateur Public Links Championship (1979)
Section 16 (cont.)
The Club will hold the Association harmless from and indemnify it
against any and all liability for any and all accidents or occurrences
arising out of the Championship (including any practice rounds or
postponed play) or the conduct thereof, except, however, for such
accidents or occurrences as may result from the act or neglect of
Association, its agents or representatives.
Expenditures of the Club
Section 18
In performing its duties the Club should follow the standard set by
clubs which have entertained the competition in recent years, but
the Association cautions the Club to be judicious in expenditures
especially for such things as improvements to the golf course.
The Association does not assume liability for any of the Club's
expenditures, nor will it reimburse the Club therefor. The City of
Edina will not incur any expenses for any banquet or entertainment
or any matter relating thereto.
Point F; If postponement becomes necessary, whether the competition
could legally be held on the Monday immediately after the last
scheduled day of the competition and, if so, during what hours.
Point G; How the Club's name and location should be stated in the
literature issued by-the Association. The Club's name and location
should be stated as follows:
Edina Park and Recreation Department
Braemar Golf Course
6364 Dewey Hill Road
Edina, Minnesota 55435
Sincerely,
City of Edina
Date: 1979 . By
Mayor
Accepted:
For United States Golf Association
By
Title
Date
Page 3. Addendum to Agreement re Women's Amateur Public Links Championship (1979)
- .."Chairperson: Cora Jean Blanchard
4737 Casco
Edina, Minnesota 55424
612/925 -2318
Anything pertaining to the course contact:
John Valliere, Manager
Braemar Golf Course
6364 Dewey Hill Road
Edina, Minnesota 55435
Course No.: 612/941 -2072
Home No.: 612/935 -2809
Bob Koj etin
Director
Edina Park and Recreation Department
4801 West 50th Street
Edina, Minnesota 55424
612/927 -8861, Ext. 50
M E M 0
TO: Cora Jean Blanchard
FROM: Bob Kojetin
DATE: November 3, 1978
SUBJECT: Agreement between the City of Edina and the Braemar.
Ladies Golf Leagues re 1979 Women's Amateur Public
Links Championship
In the agreement that we have settled on between the City of
Edina and the United States Golf Association it is the feeling
also that we have an understanding between the City of Edina
and the Braemar Ladies Golf Leagues, the actual committee
working with the tournament. So as to be specific,.I have
listed the following items from the agreement between the
City of Edina and the U.S.G.A. These are the specific duties
of your committee as stated in the contract:
General Division of Duties
These will be shared jointly by the City of Edina and
the Braemar Ladies Golf Leagues with you taking
responsibility for the following items:
C. Marshaling and Policing
D. Scoreboard
E. Personnel to assist the scorer
F. Player registration
.G. Courtesy car for contestants and officials
H. Reservation of accommodations
J. Press facility
K. Forecaddies
L. Personnel to carry standards showing status
of certain matches
0. A sign for each tee indicating hole number,
yardage, and par
Point 6 - Advertising
Point 7 - Draw Sheet
Point 8 - Official Program
Point 9-- Accounting; this will be shared by the City of Edina
and the Braemar Ladies Golf Leagues.
TO: Edina City Council
FROM: David A. Velde, Assistant Sanitarian
SUBJECT: Delaria's Restaurant
DATE: November 3, 1978
The following items have been completed in the lower level kitchen area
at Delaria's Restaurant:
1. The floor has been replaced with sheet vinyl covering.
2. The walls have been sealed and painted with acceptable paint.
3. All equipment has been removed except for a range. The range
has not been placed on six inch legs.
4. The lighting has been brought up to code.
5. A coved floor to wall juncture has been provided.
The only.items remaining to be completed are the following:
1. Provide a hand washing sink in the lower level kitchen.
2. Complete the grease duct work as required by the fire department.
The grease duct work for the main kitchen must be completed at the earliest
possible date. It is my understanding that this work has been contracted,
and work will be done on November 12, 1978. .`
DAV: j t
l
minnesota department of health
0 717 s.e. delaware st. minneapolis 55440
16121 296 -5221
October 24, 1978
Mr. Vern. Knutson
Director of Facilities and Planning
2312 South Sixth Street Re: Well and Mater Supply for
Minneapolis, Minnesota 55454 Fairview Southdale Hospital
Dear Mr. Knutson:
This Department has not yet received a response from our letter
of April 13, 197:, coii^c,•ring the survey of the existing well
and grater supply syst4�: for Fairview Southdale Hospital. Enclosed
is a copy of that letter.
Special emphasis on cross - connection control, up -dated piping
diagrams and chlorination facilities is needed as indicated in
the report.
A written response concerning the recommended changes or corrective
action would be appreciated by this Department.
If you have any questions, please contact Mr. Stephen Greenwood
at 296 -5270.
Yours very truly,
Gary L. Englund, P.E., Chief
Section of Water Supply
and General Engineering
cc: Kiby Erickson,
Fairview Southdale Hospital
46ity Council, City of Ed4na
Dr. C. V. Rockwell, Health Officer
i�
an equal opportunity employer 3
r
f
1.
April 13, 1977
P ?r. Vern 1:nutson
Director of Fac_lities and Planning
2312 South 6th Street
n .ea * -)clys, iiinricsota 55454
Dear :1r . ::nut s on :
Re: Survey of hospital air- conLitionin- . erell
to be used as a potable eater source
On February,_0, 1077 an investi�a.tion was conducted by this Department
to deterr:iine if the present air conditioni n7 well -l) 'l could be used
as a source of drinking eater for the Fairview Southdale Hospital.
As a result of.the investigation the following defects were noted:
1. The well has no check valve.
2. A 1,000 gallon fuel tank, buried 15 feet deep, is located 50
feet from the we!:.. �
3. The well is.located approximately 20 feet from a buried overflow
drain pipe which connects to a storm, sewer.
4 The well is located approximately 30 feet from a storm sewer.
.outside the building.
5. The air -break from the p=,p discharge pipe to the surge tank
does not terminate 2 pipe diameters above the flood level rim
of the surge tank.
6. A number of violations of the Minnesota Pluu.bing Code were found.
As ..a result of the defects noted in the survey, the %sell would not
be in compliance with the standards of this Department. It is
recommended that Fairview Hospital connect into the Edina municipal
water supply at a second location or construct a new yell in
accordance with the I-innesota Water li.lell Construction Code.
During* the investigation
were noted: the recom: r en,
1. The daMaged cover of
replaced.
2. Sodium chloride used
Standard E200 -69.
other defects in the water supply system
cations are as follows:
the brine tank should be repaired or
in the brine process should,.reet A WA
9
0
Mr. Vern Knutson I -2-
3. Chlorine gas feed and storage shall be:
April 135 1977
a. enclosed and separated from other operating areas
by.a gas -tijht enclosure in order to-prevent injury to
personnel anti dama -- to equipment; separate chlorine
feed and storage ray be required for large installations.
b. provide l with a shatter -proof inspection ��i ncow rreferably
installed in an interior wall to permit viewing of the
interior of the room and equipment.
C4 Provided with doors opening; directly to the exterior of
the buile -ng. _ ..
d. p r ovided with restraints to prevent r_:oveT...:ent of chlorine
cylinders.
e. designf--d so that the chlorination unit, including injector
for riiyina.chlorine - qas and water, is located in the
chlorine room.
f, the floor drain must be constructed to eliminate fugitive.
gas from escaping through the drain into operating areas.
4. Where chlorine gas is used:
a. fresh air inlets should be located to prevent short
circuiting.
b. the exhaust fan suction shall be 6 inches above the floor,
and the point of discha -rge shall be so located as not to
contaminate air inlets to any room or structure or be
blocked by snow, etc. The point of discharge should be
at least 6 feet above grade.
c. air inlets should be through louvers -near the ceiling, and
temperature controlled to prevent adverse effects on „
chlorinators.
d. switches for fans and li;�:its should be outside of the room,
at the vie%Tin�' window or entrance; a signal light indicating
fan operation should be provided at each entrance when the
fan can be controlled frog more than one point.
e. vents from feec?ers and storage shall discharge to the
outside atmosphere, 4 feet to 6 feet above grade.
f. ventilation shall be provided for one complete air change
per minute when the room is occupied.
8 1 e�i
am Ynutson -3- April 13, 1977 •
5.' The following equipment shall be_ provided when chlorine gas
is used:
a. at least one gas mask in good.operating condition,
preferably the self contained suably of air type, and
approved by the U.S. Bureau of :'ins --s as suitable for
hi h.concentrations of chlorine gas shall be available
at all installations Tv,here chlorine gas is handled and
shall be stored outsid3 every room where chlorine gas
is used or stored. Instructions for usin;, testing and
replacing mask parts shall be posted. Other protective
clothing shall be provided as necessary. Records should
be kept of mask testing, usage, and part replacement.
be a plastic bottle of armionium hydroxide for leak detection.
At larger plants where ton cylinders are used, consideration
should be given to the installation of automatic Eas
detection and related alarm equipment.
6. "Vacuum type" chlorinator installations may be housed in
cabinet enclosures, subject to approval of the Admin. istrative
Authority.
7. A comprehensive rlumnbing survey should be made of the hospital
by a master plumber or engineer familiar with institutional,
plun.bing. A complete piping; layout should be developed and
updated for all additions and changes.
8. To identify and eliminate hazardous backflow connections, a
cross connection control program should be promptly developed
for the entire hospital.
9. Bacteriological tests,should be taken of the water in the . I .
distribution system to assure.sanitary safety of the water.
10. To facilitate identification of pi_pi.ng in the hospital, it is
reco =vended that the following color scheme be utilized:
Potable mater - dark blue
Sewer - dark gray
Chlorine - yellow
In -some cases it may be advantageous to paint arrows in the
direction of flow:
11. Personnel responsible for the hospital crater supply and
distribution 'syste:,t should be trained in rood water nanagerent
practices and procedures. Attenclance at the annual water ,
works operators school, halt: iia tilt : etronolit, an area, is a
Valuable experience for anyone working in this field.
J
;:r. Vern Knutson -4- April 13, 1977
12. Any proposed modifications to the existing, water sur ply c Ila
pliu:.bini T should be submitted to this Pepartrrent for review
and approval before construction.
If you have any questions or co--.rants on this report, please
contact :r. Ro,_:an Koch at 216 -5335 or 1xr: Stephen Greenwood at
296 -5270.
Yours very truly,
J
Gary L. Enulund, Chief
Section of Public Water Supplies
cc: Y,iby Erickson,
Fairview Soutnda. ciosuital
City Council, City of Edina
Dr. C.V. Rockwell,
Health Officer
minnesota department of health
O 717 s.e. delaware st. minneapolis 55440
(612) 296 -5221
October 24, 197$'
Mr. Vorn Knutson
Director of Facilities and Planing
2512 South .Sixth Street Pest We 11 -and Watee+. supply for
Minneapolis, Minnesota 85454 Fairview southdale Hospital
Do" Mr. Knutson;
This Departmnt has not yat received a rssponse from our latter
Of April 18, 10779 concerning the survey of the 43cigting well
and water Supply system for Fairview Southdale Hospital. Enclosed
is alt Copy of that lettmr.
Special emphasis on cross400nnection 4ontrol, .upwdated piping
diagram and chloriMMion faCilities is needed as indicated in
the report.
A written response concerning the recommended changes or corrective
action would be approciatted by this Department.
It you have any questions,, pleas* contact Mr. , Stephen Greenwood
at 296 -52700
Yours very truly,.
Gary L. Englund, F.E., Chief
Section of Water Supply
and General Engineering
cer. Kiby Erickson,
Fairview.3outhdale.Hospital
-sty COuneil! City of Edina
Dr. C. V. H,oc kV01l, Health Officer
an equal opportunity employer _`.3
DEPARTMENT OF TRANSPORTATION = �`IN
320 Washington Av. South W'
FTHopkins, Minnesota 55343 �P
NNES�
HENNEPIN
LFU 935 -3381
October 30, 1978
Florence B. Hallberg, City Clerk
City of Edina
4801 West 50th Street
Edina, Minnesota 55424
Re: Speed Limits on CSAH 158
Dear Ms. Hallberg:
Enclosed are the results of speed surveys conducted on County State Aid
Highway 158 within your municipality. The following describes the area
and changes made:
From the exit and entrance ramps to Eastbound CSAH 62 and the inter-
section with Vernon Avenue, the speed limit has been lowered from
40 MPH to 35 MPH.
Revisions of the existing posted limits will be completed within the next
ten days.
Sincerely,
Dennis L. Hansen, P.E.
County Traffic Engineer
DLH:pj
Encl.
cc: Craig Swanson, Police Chief
HENNEPIN COUNTY
an equal opportunity employer
MHD 29213 STATE OF MINNESOTA
DEPARTMENT OF HIGHWAYS Page 1 of 1 Pages
LOCAL STREET OR HIGHWAY
SPEED LIMIT AUTHORIZATION
Road Authority Hennepin County Date October 11, 1978
Road Name or No. County State Aid Highway 158 (Gleason Road)
Termini of Zone: From County State Aid Highway 62
Date of
To Vernon Avenue Request, May 2, 1978,
Kindly make the following changes in speed limits on the above - referenced section. Changes authorized
herein are in accordance with Minnesota Highway Traffic Regulation Act, M.S. Chapter 169.14 and
applicable subdivisions thereof.
35 idles per hour between the intersections with the exit and entrance
rays to Eastbound County State Aid Highway 62 and the intersection
with Vernon - Avenue.
(3) White -Road Authority
(1) Pink - Central Office Traffic
(1) Blue - District Traffic Engineer Traffic Engineer
for Road Authority use only
Date traffic control devices changed implementing this authorization
,19 Signed Title
:lQsC1)Q # jVu /1:11►`
6th Annual
PEOPLE fAMG
WORKSHOP
presented by
The Edina Human Relations
Commission and Project CHarlie
SATURDAY, NOVEMBER 18, 1978
Edina West Upper Division
(Enter Door 5)
Coffee /Registration .......................... 9:00 -9:30 A.M.
Keynote Address ........................... 9:30 -10:30 A.M.
Workshops ............................ 10:45 A.M. -12:15 P.M.
Repeat of Morning Workshops ........... ... 1:15 -2:45 P.M.
TICKETS AVAILABLE AT DOOR $1.00
BOX LUNCHES
available 03$2.25 each
To reserve lunch call before noon November 17
926 -4430 or 929 -5342 or 933 -8430
For more informagion caA 926 -3900
OF .
1
KEYNOTE ADDRESS
Auditorium
Family Connections:
Binding res or Double Binds?
A look at a model for healthy family
relationships. Defining healthy and
problematic families, and extremes in
families that cause problems.
Dr. Marian D. Hall
Director of Psychology, Children's Health Center, Minneapolis
PhD. Child Psychology, University of Minnesota
Post doctoral study at Hampstead Clinic and Tavistock Center, London
Publications include.
Adolescent Behaviors in School
Marriage and the Family in the Modem World
School Psychology in Minnesota
WORKSHOPS Repeated at afternoon session
Room 240
"I Know You Thought You Heard What I Said, But... "
Ellie Killorin, Family Therapist, Fairview- Southdale Family Renewal Center
Exploring the pattems of communication in families that prevent us from
hearing each other. A chance to look at what happens in your family to
block effective communication. Bring a family member!
Room 239
Interaction Between Home and Office: An Exploration
Ed Chmielewski, Employee Counselor Medtronic, Inc. and his wife, Judy,
Employee Counselor, Litton Microwave
What positive steps can be taken by families and corporations to keep
home and office supportive of one another. How to assess family gains and
losses on the ladder to success.
Room 238
How To Cope With Conflicting Values in the Family
Bob Subby, Director of Treatment Services, First Step, Minneapolis
Discussion of family structure and rules within a family system. The effect of
rules, roles and goals on the growth of family members.
Room 237
It's Okay To Be Old
Patsy Costello, Director of Education, Ebenezer Society, Minneapolis
Exploding commonly held myths and stereotypes about older people.
Building positive relationships between generations.
A Family WC
-..,, 1n
Parents Are People, Too
Ray Nordine, Executive Director, Family Plus, Minneapolis
How to stop being manipulated by your kids. Reclaim your house. Take
charge of your life. Parents and kids both have rights.
Room 235
Closing Out A Relationship: A Means of Learning and Growing
Don Schultz, Family Consultant, Judson Family Center, Minneapolis
Exploring the stages of separation in a relationship and the resulting
restructuring of families. A look at positive growth situations for single per-
sons.
Room 234
Intimacy and Dependency
Miriam Ingebritson, Aftercare Supervisor, Fairview - Southdale Family
Renewal Center.
Exploring how intimacy develops within the family or how to get what you
want out of a relationship.
Room 233
How To Build Self- Esteem in Your Child
Project CHarlie, Elementary Team: Nancy Reinisch, Ted Gwinn, Judy
Terrien, Wayne Krefting
Your Child Is Someone Special! Simple messages and creative exercises to
promote this feeling in the family at home.
Room 231
Raising Mothers and Daughters
Jean Clarke, Director, Mothers, Fathers and Others Who Care About
Children, and her daughter J.J.
As daughters go through various stages of growth, mothers can do some
special growing of their own. Leam some ways mothers and daughters can
help each other grow, mature, separate, and come back together as
friends.
Room 229
Nurturing Fathers
Dr. Michael Obsatz, Associate Professor of Education and Sociology at
Macalester College
Discussion of the joys and problems of fathers. A look at caring com-
munication between fathers and their children. Problems of fathers in
special situations, single non - custodial, single with custody, etc.
or all of us who are family
and gro each er,
,perts • • others our-
Sponsored By:
possibilities for enriching
Calvary Lutheran Church
r.nd thus • lives. This " •
Christ Presbyterian Church
Church of Our Lady of Grace
Relations • • has
Clyde Green
F-�drlie to provide • week
Colonial Church of Edina
Edina ABC Foundation
tctivities for • • citizens.
Edina City Council
• • • day- • workshops -
Edina - Community Education
Edina Community Lutheran Church
late positive thinking about,
Edina Federated Junior Women's Club
" •
Edina Human Relations Commission
Edina Jaycees
Edina League of Women Voters
Edina- Morningside Community
Congregational Church
Edina Mrs. Jaycees
Edina Public Schools
Edina Senior Citizens
k
Edina Special Children's Group
Fairview Southdale Auxiliary
-
Fred Klein
-
Friends of Edina Community Library
Good Samaritan United Methodist Church
Jackson Graves
Lutheran Church of The Master
Normandale Lutheran Church
Project CHarlie
PTA Council
Razidlo Advertising
St. Stephen's Episcopal Church
`
Shepard of the Hills Lutheran Church
Arrangements for Resource Exhibits
made by — South Hennepin Human Services Council
Task Force On Family Violence
_
Storefront /Youth Action
9
G
wo°�gics��MON
_
4
November 1, 1978
To: Everyone Answering Questions about Election
From: Florence Hallberg
Subject: Rides to Polls on Election Day
Absentee Ballot Hours
If anyone requests a ride to their polling place on Election Day,
please give them the following telephone numbers to call:
League of Women Voters - 927 -6738
927 -8348
Republicans - 866 -0594
(after 2:30 p.m.)
DFL - 927 -8458
Please advise persons inquiring about absentee voting that the City
Hall will be OPEN ON SATURDAY, 'NOVEMBER 4, from 8 a.m. to 5 p.m.
CURRENT ASSETS:
Cash:
Demand Deposits:
Working ;:Fund -
Loan to Other Funds
Inventory.:
Liquor
.Wine-.
Beer and Mix
Prepaid Expenses:
Unexpired Insurance
Supplies Inventory
FIXED ASSETS AT COST:
Land
Land Improvements
Building
Furniture and Fixtures
Leasehold Improvements
Less allowance for Depreciation &
Amortization,:
Construction in Progress
CURRENT LIABILITIES:
Trade Accounts Payable
Accrued Payroll
Due to Other: .Funds
SURPLUS:
Invested in Fixed Assets
Unappropriated
ASSETS
$ 110,114.84
3,500,00 $ 113,614.84
415,000.00
$ 298,320.38
LIABILITIES AND SURPLUS
$ 163,258.68
4,995.84
1 8,25 . 2
23 , 3 96.00
TOTAV CURRENT LIABILITIES $ 191,650.52
$ 984,534.33
1,073,397.38.. 2;057,931.71
TOTAL LIABILITIES AND SURPLUS -$2,249,582.23
405,748.47
32,417.68
736,486.53
$ (453.47)
400.00
(53.47)
TOTAL CURRENT ASSETS
$1,265°4047.90
$ 152,-518.85
$ 27,369.87
481,643.80
151,075.01
3,035.55
$663,124.23
268,746.21
394,378.02
$ 546,896.87
437,637.46
984,534.33
TOTAL ASSETS
$2,249,582.23
LIABILITIES AND SURPLUS
$ 163,258.68
4,995.84
1 8,25 . 2
23 , 3 96.00
TOTAV CURRENT LIABILITIES $ 191,650.52
$ 984,534.33
1,073,397.38.. 2;057,931.71
TOTAL LIABILITIES AND SURPLUS -$2,249,582.23
LIQUOR DISPENSARY FUND
COMPARATIVE STATEMENT OF INCOME
AND EXPENSE
CITY OF EDINA
Nine Months Ending September
30, 1978 and
September 30,
1977
1978
1977
INCREASE- DECREASE"
50th.Street
Yorkdale
Grandview
Total
50th Street
Yorkdale
Grandview
Total
50th Street Yorkdale Grandview Total
SALES:
Liquor
S
325,880.84
$ 787,798.30
$ 689,734.12
$1,803,413.26 $
280,890.93
$ 740,326.41
$ 666,512.37
$1,687,729.71
$ 44,989..91
$ 47,471.89
$ 23,221:75
$115,683.55
Wine
146,672.41
338,334.26
283,641.45
768,648.12
82,744.11
292,272.17
244,254.31
619,270.59
63,928.30
46,062.09
399387.14
149,377.53
Beer
113,346.06
293,873.32
215,882.73
623,102.11
85,834.59
261,847.14
203,089.23
550,770.96
27,511.47
32,026.18
12,793.50
72,331.15
Mix and Miscellaneous
10,088.02
27,114.31•
22,287.42
59,489.75
7,923.73
25,850.49
20 671.81
54,446.03
2,164.29
1,263.82
1,615.61
5,043.72
595,987.33
$1,447,120.19
$1,211,545.72
$3,254,653.2
457,393.36
1,320.296.21
§1,134,527.72
2,912,217.29
$138,593.97
4126,823.98
§ 77,018.00,
3 2;435.95
Less bottle refunds
20 578.10
52 653.58
47 447.96
120,679.64
14 421.49
45 179.09
43 016.37
102,616.95
6,156.61
7,474.49
.4 431.59
18,062.69
NET SALES
575,409.23
1,39 ,466.61
1,164,097.76
3,133,973.60
2,971.87
1,275,117.12
1,091,511.35
2,809,600.3
132,437,36
119,3 9.49
$ 72,586.41
$324,373.26
COST OF SALES:
Inventory - January
97,456.21
234,430.65
222,573.02
554,459.88
109,208.09
218,953.44
195,512.91
523,674.44
11,751.88*
15,477.21
27,060.11
30,785.44
Purchases
585 032.45
1,220 397.75
1,038,539.38
2 843 969.58
386 089.70
1,063,375.26
953 345.65
2,402,810.61
198,942.75
157 022.49
85 193.73
441 158.97
682,488.66
1,454,828.40
1,261.,112.40
43,398,429.46
495,297.79
1,282,328.70
$1.148,858.56
2,926,485.05
4187,190.87
$172,499.70
4112,253.84
$471,944.4L
Sept. 30
196 713.14
276 787.91
262,985.48
7369486.5 3
117 291.73
204 673.01
212 884.19
534,848.93
79,421 41
72,114,90
50,101.29
201,637.60
Inventory
$
485,775 52
1,178,040 49
$ 998,126 92
2,661,942 93
378,006.06
1,077,655.69
935,974.37
2,391,636.12
$107,769.46___
100,384.80
62,152:55
270,306.81
GROSS PROFIT
$
89,633.71
$ 216,426.12
$ 165,970.84
$ 472,030.67 $
64,965.81
$ 197,461:43
$ 155,536.98
$ 417,964.22
S 24,667.90
S 18,964.69
$ 10,433.86
$ 54,066.45
OPERATING EXPENSES:
Selling
37,094.29
50,288.88
147,918.22
33,377.61
52,465.78
47,062.37
132,905.76
3,716.68
8,069.27
3,226.51
15,012.46
Overhead
15,244.97
.60,535.05
29,097.90
23,542.89
67,885.76
9,527.86
25,632.25
19,809.72
54,969.83
5,717.11
3,465.65
3,733.17
12,915.93
Administrative
32,390 96
40,412 69
37,712 31
110,515 96
30,318 25
37,546.79
31,318.44
99,183.48
. 2,072.71
2,865.90
6,393.87-`
11,332.48
TOTAL OPERATING
$
84,730.22
$ 130,045.64
$ 111,544.08
$ 326,319.94 $
73,223.72
$ 115,644.82
$ 98,190.53
$ 287,059.07
$ 11,506.50
$ 14,400.82
$ 13,353.55
$ 39,260.87
EXPENSES
NET OPERATING
$
4,903.49
$ 86;380.48
$ 54,426.76
$ 145,710.73 $
8,257.91 *$ 81,816.61
$ 57,346.45
$ 130,905.15.$
13,161.40
$ 4,563.87
$ 2,919.69*
$ 14,805.58
PROFIT
OTHER INCOME:
Cash Discount
8,915.71
18,978.36
16,965.91
44,859.92
5,460.79
14,472.05
13,343.77
33,276.61
3,454.25
4,506.25
3,622.14
11,583.31
Cash over or under
49.46* 98.92* 259.80
111.42
29.83
93.17* 56.82
6.52* 79.29*
5.75*
202.98
117.94
Income on investments
1
2,436.92
2,436.92
2,857.51
2,857.51
420.59*
420.59*
Other
927.25
927.25
2,907.17
1,414.66
1,651.97
5,973.80
1,979.92*
1,414.66*
1 651:97*
5,046.55*
$
12,230 42
18,879 38
$ 17,225 71
$ 48,335 51
11,25500
15 793.54
15,052.56
4 42,101.40
975.12
3,085.84
4 2,173.15
$ 6,23 .11
N ETINCOM E
$
17,133 91
$ 105,259 86
$ 71,652.47
$ 194,046.24 $
2,997 39
$ 97,610 15
$ 72,399.01
$ 173,006.55
$ 14,136.52
$ 7,649.71
$ 746.54*
$ 21,039.69
PERCENT TO NET SALES:
Gross profit
15.58%
15.52%
14.26%
15.06%
14.67%
15.49%
14.25%
14.88%
Operating expenses
14.73
9.33
9.58
10.41
16.53
9.07
8.99
10.22
Operating profit
.85%
6.19%
4.68%
4.65%
1.86 %*
6.42%
5.26%
4.66%
Other income
2.13
1.35
1.48
_1.54
2.54
1.23
1.38
1.50
N ETINCOM E
2.98%
7,54%
6.16%
6.19%
.68%
7.65%
6.647.
6.16%
Metropolitan Transit Commission
801 American Center Building St. Paul, Minnesota 55101 612/221 -0939
October 30, 1978
City of Edina
Members of the City Council
4801 W. 50th St.
Edina, MN 55424
In response to considerable interest on the part of a number of local
governments ..and citizens' groups in the Twin Cities area, the Metro-
politan Transit Commission is beginning an examination of light rail
transit. The enclosed report, "Light Rail Transit - A Discussion of the
Issues," is an initial step in this process.
Light rail is worth a serious examination of the Twin Cities region. It
is simpler, less expensive and faster to build than rapid transit or
automated transit systems. Even so, it provides a significantly higher
level of service quality and comfort than buses. Judiciously applied in
selected corridors of the region, and carefully integrated with the bus
system and paratransit, light rail could create a real improvement in
transit service and have a tremendous impact on future urban develop-
ment.
Even though light rail would only be implemented in a number of corri-
dors, it would benefit the transit system throughout the region. Light
rail is less expensive to operate than bus service because of its higher
levels of efficiency. Savings from light rail operations could be used
to upgrade bus service,.creating regionwide benefits.
Light rail transit can also be useful as a planning tool. It can be
helpful in clustering development to create the more rational develop-
ment patterns which have been the objective of land use planning for
years. In a petroleum -short future, the higher energy efficiency of
such clusters will be even more important than it is today. Light rail
is thus appropriate for consideration in planning for transportation
improvements at the municipal level.
I hope you will find the enclosed report to be interesting and useful.
Sl
W. Levine
Chairman
st
encl.