HomeMy WebLinkAboutCCP 02-20-1996
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, AGENDA
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ARDEN HILLS CITY COUNCIL WORKSESSION
PUBLIC WORKS BUILDING LUNCHROOM
. TUESDAY, FEBRUARY 20, 1996, 4:30 P.M.
4:30 P.M. 1. Call to Order/Roll Call
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4:30 P.M. 2. Agenda Adoption
I 4:35 P.M. 3. Miscellaneous Items/Discussion
a. Valentine Hills Playground Request
. b. Old Highway 10 Improvements
c. Council/Department Head Retreat
d. Pre-Audit - Finance Department
I 6:30 P.M. 4. Department Head/Administrator Comments
. 7:00 P.M. 5. Council Comments
7:30 P.M. 6. Adjourn
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I CITY OF ARDEN HILLS
,- MEMORANDUM
DATE: February 16, 1996
I TO: Mayor and City Council
, FROM: Brian Fritsinger, City Administrat~
SUBJECT: Administrator Comments for February 20, 1996, Council
I Worksession Meeting
, 1. Agenda Items
a. Valentine Hills Play Structure
The City has been approached by the Valentine Hills PT A with a request to
, contribute $10,000 towards the purchase of a new playground structure at
Valentine Hills Elementary School. The Parks Committee recently reviewed this
request and in light of the various capital improvement needs of the Arden Hills
, Parks Department, recommended maximum support to this request of$500. Staff
believes the structure does serve some community and neighborhood needs and a
contribution of $500-$1 000 is appropriate. Staff would ask for Council input in
Itt regards to this recommendation.
b. Old Highway #10 Improvements
I Ramsey County is proposing to undertake some improvements to Old Highway
#10 this summer. Representatives of Ramsey County will be present to describe
, the project to the City Council. As part of the project, staff has several related
issues which should be discussed. The three issues of most critical importance are
watermain replacement, trails and assessment policy. Staff would like to discuss
I the project in more depth with the City Council prior to proceeding further.
c. CouncilIDepartment Head Retreat
I Enclosed the Council will find a tentative schedule for the Council/Department
Head retreat. I have tentatively scheduled the meeting at the Sheraton, 1330
Industrial Boulevard, Minneapolis. Staff would like to review the plans for the
I retreat and gain any other input or suggestions from the Council. I still have not
located a facilitator for the meeting.
I d. 1995 Pre-Audit Results
Mr. Post has completed a preliminary general fund and budget summary for 1995
, and would like to update the Council on the results. A preliminary report is
included for Council review.
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2. Non-agenda Items I
a. Januarv 31. 1996 and December 31.1995 Investment Portfolio Analysis
b. February 8. 1996 Memorandum Addressing the Cleveland Avenue Bridge -,
Repair
Mr. Stafford has been meeting with the City of New Brighton and Ramsey -
County on the proposed repairs to the Cleveland Avenue bridge. Four options
have been identified with two options being specifically considered as potential
alternatives for rectifying the problem. A public information meeting has been ,
scheduled for Thursday, March 28, 1996 at 7:00 PM.
c. Article "What we have here is a failure to communicate" I
Recent article on involving local citizens in government decision making.
d. Februarv 9.1996 LMC Cities Bulletin I
e. Bondin!! Bill Request
On Thursday night, February 15, staff testified on behalf of the Arden Hills ,
request for $300,000 from the State of Minnesota. I expect that staff will be
required to testify several more times before the end of the Legislative Session.
Attached the Council will find a brief summary of the proposal staff has been I
providing the Legislature.
f. Cleveland Avenue/County Road D Intersection Improvement --
Enclosed the Council will find a memorandum addressing the proposed Cleveland
Avenue/County Road D intersection improvement. Should the Council have any I
additional input, please contact Mr. Stafford or myself.
g. 1996 Street Improvement Proieet Update -
Enclosed the Council will find the informational letters sent to affected property
owners. The note which identifies the February 26, 1996 meeting was only sent
to those residents from Pascal and Oak Avenues. -
h. MN Amateur Sports Commission - Hockev Rink
Staff continues to meet with representatives of the MASC and local youth hockey -
associations. Most of the key issues appear to be coming together and I am
anticipating ajoint meeting with the area City Council's to present this project in
early March. If you have any questions prior to this meeting, please feel free to I
contact me.
1. Executive Closed Meeting -
I have been meeting with Karen Olsen to look at some possible ideas in regards to
the negotiations with the Local 49. I would like to ask the Council to consider .
scheduling a closed meeting for February 26, 1996 at 6:00 PM.
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I J. Februarv 7.1996 Planning Commission Meeting Minutes
,e k. TCAAP Reuse Plan Report
Camiros has completed and provided staff with the final report. Staff will be
evaluating the report over the next week and will provide the Council with a copy
I in the near future. Once this review is completed and the final recommendations
from the Vento Committee received, staff will be scheduling a Task Force
meeting.
I I. Ramsey County Sheriff Incidence Report Ouestion
At the last Council meeting, the City Council requested information about the
I incidence map which detailed local burglaries. The Ramsey County sheriff has
indicated they do not believe there were any significant reason for the findings.
The report does get distorted to some extent because the GIS program includes
I some incidents which are not necessarily burglaries.
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I CITY OF ARDEN HILLS
I- MEMORANDUM
I DATE: February 15, 1996
TO: Brian Fritsinger, City Administrator
I FROM: Cindy S. Walsh, Parks & Recreation Director OW
I SUBJECT: Valentine Hills Elementary Playstructure
I Background
The Valentine Hills Elementary PTA has approached the City of Arden Hills to contribute
$10,000 towards the purchase of a proposed playground structure at the school. The PT A has
I formed a playground Committee to solicit funds to purchase a $47,000 structure. This new
structure will replace the existing playground structure which is 8-10 years old.
I The Mounds View School District is planning to contribute only to the installation of the
structure, which would amount to up to $7,000 including in-kind services.
-- Parks & Recreation Committee Recommendation
At the January 23,1996 meeting, the Parks & Recreation Committee discussed the PTA's
request for the playground structure donation. The Committee is concerned about the amount of
I the request. They discussed the faet that Arden Hills has projects that need to be finished and
that all play structures in our park system are in need of replacement. The recommended five
year plan shows replacing one old structure with a new one at eaeh park site in our City
I beginning with Perry Park and Hazelnut Park. Thus, the Committee recommended donating up
to $500 towards the project or in-kind service hours. The Committee also questioned where the
I money would come from. Regardless of the source of funding, they concluded that $10,000 was
too much to donate considering the City's need to replace our own play structures.
I Staff Recommendation
In reviewing the request from the PTA, staff has the following concerns:
I While I agree that the school is in need of a new playstructure, I have a few concerns.
1. The structure seems elaborate. The final cost with installation will be approximately
I $54,000.
2. As you know, we are trying to raise funds for the playstructure at Perry Park and begin
replacing our other structures on an annual basis. Would this take precedence over
I structures in our City Parks?
3. The school district is only planning to contribute $7,000 to be used towards the
. installation of the structure, but yet they are asking the City to contribute $10,000.
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On the other hand, there are some arguments to support the City's involvement in the project to I
some extent.
1. Our T-ball and SoftbaU programs use the baUfields during the summer. Families may use -,
the structure during games.
2. It does serve a neighborhood park function for that neighborhood. I
Staff recommends that $500 - $1000 be contributed to the project.
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, CITY OF ARDEN HILLS
,. MEMORANDUM
DATE: February 16, 1996
, TO: Brian Fritsinger, City Administrator
, FROM: Dwayne Stafford, Public Works Superintendent
SUBJECT: Old Highway 10 Improvements
I Back!!round
. In late December oflast year the Public Works staff identified a segment of water main, which
has reached the point of needing replacement. After discussing the problem among staff and Mr.
Stonehouse, it was decided to try and get through the winter before any work be done due to
I extra costs and quality of work associated with an emergency type winter job. Attached is the
information provided earlier. Staff has asked that Tim Mayasich and Dan Solar from the Ramsey
County Highway Department attend the February 20,1996 worksession to discuss the County's
I plan and scheduling for Old Highway 10 this coming summer. Staff would also like to explain
our situation to them and agree on a schedule that the City and County are comfortable with.
.. County Improvements
This coming summer Ramsey County plans improvements to Old Highway 10 from County
Road F north to Highway 96. The plan is to remove any bituminous overlay from the existing
I concrete roadway then rubbleize the concrete pavement. (crush into small chunks). After this is
done, the road would be re-surfaced with three layers of bituminous. The roadway would be
widened at this time to a 32 foot width and new shoulders would be constructed. The City of
. Arden Hills could have the shoulders paved as part of the project, however, this would be done at
Arden Hills expense. As of now, it has not been decided on the width of shoulders, but staff has
. estimated the cost of a 6 foot asphalt shoulder on both sides for 7800 feet to be slightly over
$100,000.00.
. Watermain
The 6 inch watermain should be replaced as discussed in the attached memos. The expected cost
of this replacement is approximately $25,000. This money would have to come out of the Water
. Utility Fund or a special assessment could be made to those served by this line.
Sewer Line
, Running parallel to the deteriorated water line needing replacement is an active sewer line. Staff
recommends televising this line to determine its condition prior to replacing the waterline above
it.
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I Trail
Ie Staff and the Parks & Recreation Committee have identified this segment along Old Highway 10
from Bethel College to Highway 96 for a future trail. The Ramsey County Public Works
Department wanted the City staff to wait until 1997 to apply for ISTEA funds. Ramsey County
had not yet determined the extent of the road improvement and did not want trail development to
I interfere. The County will be supportive of Arden Hills applying for future ISTEA Funds for
this segment once they have decided when Old Highway 10 will be repaired/reconstructed and to
what extent.
I The Council may wish to consider two questions which relate to trails:
I . Is the City Council interested in seeing a trail constructed along Old Highway 10?
. Would the Council be supportive of staff applying for ISTEA Funds for this segment?
I Reconstruction Verses OverJav
Staff and Council may want to question the County as to why this "Rubbleing" prior to overlay
I is the best option for maintaining this road. This option will be cheaper than reconstruction, but
long term results are unknown to staff for this type of procedure.
I Assessments
It states in the Arden Hills Assessment Manual that properties which abut roadways not under
City jurisdiction, (Old Highway 10), but receiving reconstruction or bituminous overlay
.. improvements shall be assessed by the City. The assessment rate levied against these properties
shall be the same as those established for City reconstruction or overlay projects.
I The Council should discuss whether or not the City wants to use its assessment policy in these
situations or should the assessment policy be changed?
I Recommendation
Staff would ask the Council to consider these issues and provide any appropriate direction as
I staff continues to work with Ramsey County on this project.
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. CITY OF ARDEN HILLS
,- MEMORANDUM
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DATE: December 26, 1995
. TO: Brian Fritsinger, City Administrator g;
I FROM: Dwayne Stafford, Public Works Superintendent
SUBJECT:
Old Highway 10 Watermain
I Back!!round
The segment ofwatermain connecting County Road F and Valentine Avenue, lies in the west
I shoulder of the highway approximately 2' off the edge of the pavement. It is a 6" Cast Iron line
which was installed in 1969. It lays in a bed of wet clay. There is one service (I" copper) on this
I line connected to a residence on Valentine Court. This line also creates a looped system for
County Road F and Valentine.
Problems
I Since July 15th we have repaired four leaks on this segment. Three of the four leaks were holes
approxirnately 2 1/2" in diameter where the pipe had rusted through and the areas immediately
.. around the hole are deteriorating. I have pictures of one of these holes. The fourth repair this
year was a clean break where a slight shift in the ground or settlement from poor bedding may
have caused the brittle pipe to crack. The Public Works staff notes we have approximately 15
I repairs to this segment.
Reauest
1 MSA Consulting Engineers have been contacted and brought up to date on this problem. Mr.
Stonehouse has done some research into replacing this segment. Attached is a letter from Mr.
Stonehouse.
I Recommendation
Staff recommends replacing this segment with a class 53 ductile Iron pipe with a polyethylene
I sock or possibly looking at one of the newer plastic pipes which are not damaged by highly
acidic soils. This project should be done before summer as staffhas been informed that Ramsey
I County has plans to overlay Old Highway lOin this area in 1996.
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I ro~SlL TllG L1Gl~EEIIS December 18 1995
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J 326 Energy Pori Drive File: 520-000-00
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SI. Paul, MN 55108
612-644-4389 Dee 'I 11QO;
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I 1-800.888.2923 Mr. Dwayne Stafford
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fox: 612.64.\-94.\6 City of Arden Hills ..'
I 1450 West Highway 96
Arden Hills, Minnesota 55112
I RE: TH 10 W A TERMAlN REPLACEMENT
Dear Mr. Stafford:
I This letter is submitted as you requested to address the replacement of a segment of
watermain along Old Highway 10, between County Road F and Valentine Avenue. The
I CIVil ENGINEERING: existing segment of watermain is six-inch cast iron pipe and was installed in 1969. An
ENVIRONMENTAL attached map shows the watermain of concern. The City's Public Works staff has repaired
MUNICIPAl the watermain four times in the past six months and roughly 15 times in the past ten years.
. .NNING As it has only been in place for approximately 26 years, it appears that there may be a
~OUD WASTE corrosive soil condition contributing to the higher than average rate of deterioration of the
STRUCTURAL utility. Based upon the number of watermain repairs required in recent years and the fact
I SURVeYING that Ramsey County intends to construct roadway improvements along Old Highway 10 in
T~AFF:C 1996, it would be appropriate for the City to consider the replacement of the watermain
TRANSPORTATION along this segment of roadway. Consideration for the installation of C900 plastic pipe is
1 also warranted as that material is inert and not conducive to the possible corrosive effects
ELECTRICAL/MECHANICAL of the soils.
ENGiNEeRING:
I HVA( Based upon the original plans for the project and public works records, the watermain is
POWER DISTRIBUTION
SCADA located approximately beneath the pavement edge on the west side of roadway. The City
, SYSTEM CONTROlS has expressed a desire to install an eight-foot wide trailway adjacent to the roadway in this
area as well. As the existing right-of-way is 100 feet wide, it would be most feasible to
install a new watermain approximately 20 feet behind the existing pavement edge to avoid
I future conflicts with a trail way and costly roadway restoration. The estimated costs for this
reconstruction total approximately $24,500. This cost includes.650 linear feet of six-inch
C900 watermain, two 6-inch valves, and the necessary connections at the north and south
I ends. This estimate also includes engineering, city administration and construction
inspection.
. OffiCES IN: We anticipate this letter adequately addresses your concerns regarding this watermain
_INNEAPOU5 replacement. Due to the high additional costs of completing this work in the winter, it
I RIOR LAKE would be our recommendation to bid the work in February to complete the replacement
5T. PAUL
1 WASECA
An Equal Oppon.unity Employer
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. Mr. Dwayne Stafford
,- December 18, 1995
Page Two -
either prior to, or in conjunction with, the roadway work scheduled for 1996. This,
I however, is contingent upon the operation of the watermain through the remainder of the
winter. If you have any further questions or concerns regarding this matter, please contact
our office.
I Sincerely,
I MSA, CONSULTING N7NEERS
, LJIe ...........
ouse, P.E.
I GJS:pd
Attachment
, 00lJ-1814,dec
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I CITY OF ARDEN HILLS
I- MEMORANDUM
DATE: February 16, 1996
I TO: Mayor and City Council
I FROM: Brian Fritsinger, City Administrat~
SUBJECT: March 1, 1996 Council/Department Head Retreat
I Background
I As a follow up to the January 16, 1996, Worksession, Staff has been preparing for the proposed
Council/Department Head retreat. The following items should be considered by the City Council
as the meeting details are finalized.
. Meeting Details
1. TimeIDate
. The meeting has been scheduled for Friday, March I, 1996. 12:00 to 9:00 PM.
2. Location
.. To be determined. Beverages and dinner to be provided.
, Facilitator
J.
I A facilitator has not yet been confirmed.
4. Topics
. The consensus of everyone was that each topic listed was important and probably
warranted discussion. However, the number one item could be the following:
I * General service levels - (Village vs. City)
I The remaining "top five" list as ranked by Staff and Council is:
1. Facilities
. 2. CommunicationslNewsletter
3. TCAAP
4. Bidding contractor work
I 5. Worksession effectiveness
Others listed were:
I 6. Assessment Policy
7. Economic DevelopmentlEDA
I- 8. Comprehensive Plan
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5. Format .,
The format preferred by most was one where a topic is assigned to a Council
member/Department Head team who would discuss the item and then present the topic to
the broader group. General service levels would take place as a whole to start the I
meeting and other ranked topics could be discussed upon completion of those identified
above.
The Council may wish to discuss the format above in more depth. Specifically, should I
the teams meet prior to the Meeting or at the Meeting itself?
6. Tentative Agenda ,
12:00 - 12: 15 Review Agenda/Get Settled
12:15 - 1:50 General Service Delivery I
1:50 - 2:00 Break
2:00 -2:40 Topic 1
2:40 - 3:20 Topic 2 I
3:30 - 4:00 T opic3
4:00 - 4: 10 Break
4:10 - 4:50 Topic 4 I
4:50 - 5:30 Topic 5
5:30 - 7:00 Dinner
7 :00 - 9:00 Follow Up/Miscellaneous Topics ..
Recommendation I
Staff would ask that the City Council give any additional direction it may have on the retreat or
the items detailed above.
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.. CITY OF ARDEN HILLS
PRELI~lI:'<ARY GENERAL FU:'<O (101) BUDGET SUM~IARY
FOR nn;LVE ~1O:'<THS ENDED DECE~18ER 31,1995
(THROUGH JE 95150)
I REVRNl:E:
1 ..1 A~NUAL ! ACfUALS !REl\L-\I~I~GI % BUDGET I CO~IPARABLE 1994 ACfUALS
I REVENUE SOURCE 1 BUDGET 1 CUR-\ITH 1 YR TO DATE I BUDGET 5 I RECEIVED" I AMOUNT 95/94 VAR Pcf'
1 l
PROPERTY TAXES 1 51,664,600 1$72,382 51,489,709 5174,891 89%. $1,556,835 _4%i
LICENSES & PER.\lITS I 147,250 ! 11,203 253,608 (106,358 172% 185,660 37%
. I1'iTERGOVERNMENTAL REV 1 263,5781 60,502 273,965 (10,387 104% 262,141 5%
(HARGES FOR SERVICE 22,950 2,278 27,999 (5,049 122% 30,356 -8%
FI:'<ES & FORFEITS 26,700 5,970! 28,044 t1,344 105% 25,518 10%
~lISCELLANEOUS RECEIPTS 25,075 9,395 25,344 1269 101% I 22,531 12%
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!;.;-TEREST INCO:\IE 4,0001 4,132 17,174 (13,174 429% 5,083 238%
OTHERINTER.~ALREVENUE 27,450 : 0 27,4501 0 1000/0 26,650 3%
OTHER FIN'A."'iCING USES 0 7,475 7,475 (7,475 NtA 0 N/A
. 'GRAND TOTAL REVENUE I 52,181,6031 528,5731 52,150,7681 530,8351 990/0 52,114,7741 2'%
. E,XPF.NDITlTRF.S'
/ ANNUAL 1 ACfUALS IREMAINING % BUDGET COMPARABLE 1994 ACfUALS
I _ DEPARTMEI'IT '1' .... ... 1 BUDGET I CUR ~lTIl 1 YR TO DATE BUDGET 5 EXPENDED" A-\IOUNT 195/94 VARPCf
. . YOR & COUNCIL 1 570,820 I S10,198: 554,931, 515,8891 78'% 563,709 : .14%
ELECTIONS 1 1001 0' 114] (141 114% 8,7011 -99%
I AmllNISTRA TIVE OFFICE 290,8851 36,074 268.909 21976 92% 289542 -7%
LEGALf.\.IUN. COURT 581001 10,244 59,834 11,734 1030/0 50,006 20%
,PLA.'\:"i'ING & ZONING 36,910 3,776 22,299 14,611 60% 5,384 314%.
. ECONO:\IIC DEVELOPMEl't'T 15,195: 28 203 14,992 0% 1,431 -86%
1
'GOVER~MENT BUILDINGS 1 47,5701 15.339 71,3581 123,788j 150% 41,6431 71%
PROTECTIVEI~SPELl[ONS ! 68,3301 15,593, 97,6291 (29,299] 143%. 83,073 i 18"1"
I POLICE & ANIMAL CQ;'iTROL 1 504,482 I 45,568 : 545,0781 (40,5961 108% 468,3641 16'%
'FIRE PROTECfION i 281,000 I 01 285,867 i 14,8671 102"/" 260,9011 10%
I STREET MAI;o\TENANCE 1 306,4651 66,7631 306,313 i 1521 100% 242,3601 26%
- 3,552 !
SnIMER PLA YGROU:'<D 11,485 0 7,933 69% 9449 -16%
SKAT1:'<G RINKS 45,815 6,678 44,668 1,1471 97% 35,099 27%
PARK MAINTENANCE 220,840 54,977 215,584 5,2561 98"10 164,904 31%
I !OPER.~ TING TRA,'iSFERS OUT I 199,9451 24,100/ 218.850 I 118,9051 109% 122,750 I 78%
1
IGRA1'iDTOTALEXPENDlTURES 1 $2,157,9421 5289,338 52,199,5701 ($41,628j 102% SI,847,316' 190/0 ~
.
IREVENUE LESS EXPENDITURES 523,661 (S260,765) (548,802) 572.4631
. I' NOTE, IF REVENUES AND EXPENDITURES OCCURED EVENLY THROUGHOUT I
I
THE YTD PCT OF ANNUAL BCDGET RECDIEXPE:'<DED WOULD BE 100%.
I .
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. City of Arden Hills
.. In,,'estment Portfolio Analysis
December 31,1995
I ~MiV~#~i\h@t:~H.__l\CMf'" "":' ,~iU~{~t:~*HMNi lW){,:" ,", ~~Mn ::;~~i~V~~t*f4d~@~ :%$~1.Q;". 'W:~f:\ )~idlt;;:; . ',. . %:d ::Mf~:' t+a:ni!i:@@
Money Market Accounts ( MMA)
4M (Mn Munldpal MM Fund) 51,924,511 $1,009,815 5889,030 $1,883,694
I Norwest Funds (U.S. Govt. Fund) 54,360 0 10,588 13,787
Paine Webber (Cash Fund) 14,315 24,649 0 0
Piper Jaffray (Money Mkt FWld) 647 13,865 0 0
Smith Barney Shearson (Dail)' Div Fund) 20,222 22,006 485611 58,694
T olal Money Market 2,014,055 1,070,335 948,1791 It956,175
I %, Of T olal 15% I 30.8% 17.0% 15.0o/CIIi 26.7%
Fiud Rate Indruments rFR)) I
HartlRaymond James (Govt Bonds) 400,000 400,000 0 0
I 4M1Dain Bosworth (CD's,Govt Bonds) 900,000 800,000 1,300,000 1,100,000
Norwest Invest Sernces (Govt Bonds) 300,000 500,000 1,500,000 1,500,000
Paine Webber (Govt Bonds) 489,124 489,124 0 0
Piper Jaffr:a.y (Govt Bonds) 0 300,000 0 0
I Smith Barney Shearson (CD'S,COli Bonds) 810,000 1,105,000 1,105,000 1,105,000
Total FRI 2,899,124 3,594,124 L 3,905,000 3,705,000
% Of Total 65% 44.3%1 56.9% 62.0% 50.6%
I Mutual Funds 0 0
Piper Jaffray (Instit Govt Income) 510,611 0 0 0
Less: Valuation Reserve * -69916 0 0 0
Total Mutual Funds 440,695 0 0 0
0/0 Of Total 0% 6.7% 0.0% 0.0% 0.0%
. . Zero Counon Indroments (ZEROS)
4M1Dain Bosworth (Agency Strips) 0 190,000 489,598 703,955
Piper JalTray (Treasury Strips) 299,103 498,903 0 0
I Smith Barney Shearson (FDG, TV A,CA T) 886,513 886,513 886,513 886,513
Norwest Inv Sernces (CD) 0 71,152 71,152 71,152
Total Zeros 1,185,616 1,646,568 1,447,263 1,661,620
% Of Total 20% 18.1% 26.1% 23.0% 22.7%
I Total Investments 100% 56 539 490 56311 027 56 300 442 57 322 795
. Recan of 1995 Activity' Reconciliation of 1995 YTD Change:
12/31/95 Cash & Investments Balance 57,322,795 MMA's (557,880)
01/01195 Cash & Investments Balance 6539 490 FRIIs 805,876
Mut Funds (440,695)
. ZERO's iliJllM
Portfolio Increase (Decrease) 5783,305 5783,305
. '" ~ Net Investment Income 5313,204
Net Checking ill.1Q1
5783,305
. '" As a result of the yearend 12131194 e:lternal audit examination,a "mark to market" adjustment
was booked and was adjwted accordingly to renect the future market value of this Investment.
. u Excludes Impact ofreversing 12131194 accrued Interest (529,143) and 1995 interest
income accretion from zero coupon instruments.
I- 95PORTFO
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I- Cily of Arden Hill.
Investment Portfolio Analysis
01/3 1/96
I Inve$tment Catee:onr I Goal.. 01-31-95 11-30-95 12-31-95 01-31-96
Monev Market Accounts (Mi\IA)
4M (Mn MlUllclpal MM Fund) $1,742,546 $889,030 $1,883,694 $1,694,438
I Norwest Funds (V.s. Govt. Fund) 60,452 10,588 13,787 19,972
Paine \Vebber (Cash Fund) 14,372 0 0 0
Piper Jaffray (Money Mkt Fund) 649 0 0 0
Smith Barney Sheanon (Daily Div Fund) 20,265 48561 58 694 58,807
I Total Money Market 1,838,284 948,179 1,956,175 1,773,217
% or Total 15% 28.9% 15.0% 26.7% 24.8%
Fixed Rate Tndnlmr.nt~ (F'RI) 1'100,oo~1
Hart/Raymond James (Govt Bonds) 400,000 0 0
I 4M1Dain Bosworth (CD's,Govt Bonds) 900,000 1,300,000 1,100,000
N orwest Invest Sernces (Govt Bonds) 300,000 I,SOO,OOO 1,500,000 1,500,000
Paine Webber (Govt Bonds) 489,124 0 0 0
Piper Jaffray (Govt Bonds) 0 0 0 0
I Smith Barney Shearson (CD's,Govt Bonds) 810,000 1,105,000 1,105,000 1,105,000
Total FRI 2,899,124 3,905,000 3,705,000 3,705,000
% Of Total 65% 45.6% 62.0% 50.6% 51.9%
I Mutual Funds
Piper Jaffray (Instit Govt Income) 510,611 0 0 0
Less: Valuation Reserve .. (69916 0 0 0
Total Mutual FWlds 440,695 0 0 0
I . % Of Total 0% 6.9% 0.0% 0.0% 0.0%
Zero Counon Tnstnlments (7FROS)
4M1Dain Bosworth (Agency Strips) 0 489,598 703,955 703,955
I Piper Jaffray (Treasury Strips) 299,103 0 0 0
Smith Barney Shearson (FDG, TV A,CA T) 886,513 886.513 886,513 886,513
N'orwest Inv Senices (CO) 0 71,152 71,152 71152
Total Zeros 1,185,616 1,44',263i 1,661,620 1,661,620
% Of Total 20% 18.6% 23.0%1 22;7% 23.3%
I T otallnvestments 100% $6363 719 $6 300 442 i $7 322 795 $7 139837
I Reran of 1996 Activity: Reconciliation of 1996 VTn Change:
01131/96 Cash & Innstments Balance $7,139,837 MMA's ($182,958)
01101/96 Cash & Investments Balance 7.322.795 FRI's 0
Mut FWlds 0
I ZERO', n
Portfolio Increase ( Decrease ) ($182,958) ($182.958)
I .... Net Investment Income $26,165
Nd C'hecldng (209 123)
, ($182,958)
.. As a result of the yearend 12/31/94 exfemalaudU examination,ll "mark to market" adjustment
was booked and was adjusted accordingly to reflect the future market value of this Investment.
I ..'It Excludes impact of reversing 12131195 accnled interest and 1996 intenst
income accrdion from zero coupon instnnnents.
I -
96PORTFO
rev02L496
I
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I -
I CITY OF ARDEN HILLS
.e MEMORANDUM
DATE: February 8, 1996
I TO: Brian Fritsinger, City Administrator
. FROM: Dwayne Stafford, Public Works Superintendent
SUBJECT: Update on Cleveland Bridge
. Background
. On February 1, 1996, Dave Rholl, Ramsey County Design Engineer, Richard Johnson, Bridge
Engineer from HNTB Consulting Engineers, Les Proper, New Brighton Public Works Director
and Dwayne Stafford, City of Arden Hills met for an update on the Cleveland A venue Railroad
. Bridge replacement. This bridge separates Arden Hills and New Brighton at this location.
These are the four (4) alternates offered previously:
I A. Replace bridge at present location and change approach grades to improve safety sight
lines, but creating driveway slope problems to deal with.
.e B. Construct new bridge west of existing bridge lessening driveway impact, but encroaching
into interstate 35W easement.
I C. Remove bridge and cut down approaches creating an at grade signalized crossing.
I D. Remove bridge and turn Cleveland A venue into City owned streets with cul-de-sacs on
both sides of railroad tracks.
. After a discussion of the Alternates, only Alternates A & C seem to be viable options. The City
of Arden Hills indicated alternate A was in the best interest of their City.
I Mr. Proper, however, seems to be leaning toward Alternate C, which even though would not
have a bridge, money from bridge funds could still be used and would probably be more than
. enough to fund the entire project.
. Meetin!!
It was decided to have a Public Informational Meeting, and it will be scheduled for Thursday,
March 28, 1996 at the New Brighton Family Service Center at 7:00 p.m.
. It was also decided to send letters to all residents along Cleveland A venue and East of Cleveland
tt at least one (I) block, between County Road D and County Road E-2. These letters will be sent
by the County and will give a brief update on the Alternates and will inform the residents of the
.
~
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Informational Meeting. Also, the affected Railroad, Fire Department, Sheriff and Health Span .
will be invited to attend, along with Arden Hills and New Brighton Council members. The
results of this meeting will help determine, which Alternate will be selected. e.
Costs
Alternate A (Brid~e Re\.llacement) .
Due to the change in grade of the approach slope and planning for an optional sidewalk now or at
a later date, the shoulders will need widening. This would be done at a cost to Arden Hills of an
estimated $4,700.00. No Storm Sewer is anticipated, however, curb and gutter on the east side of I
the approach would be needed to direct water down the street away from the steep slopes and
driveways. Of the $14,600 estimated cost for New Brighton and Arden Hills curb and gutter, the
County would pay approximately 25 percent, leaving Arden Hills share approximately I
$6,500.00.
rfa sidewalk is requested by the City and runs the entire length of the approach, it would be built I
100 percent at the City's expense or approximately $12,400.00. This sidewalk would include a
small fence on the east side. The proposed bridge would have a walk area on the east side.
Raising the grades on portions of the approach slopes would cause the need for shoulder slopes .
be widened, also. This would impact several property owners. To alleviate this problem a
retaining wall on the east side of the approach ramp would be needed. The estimated cost of the ,
retaining wall for New Brighton and Arden Hills would be $77,200 of which, the County would
pay 25 percent. Arden Hills share of the retaining wall would be approximately $24,400. This e'
brings the cost to Arden Hills to a total of$48,000 for Alternate A, if the sidewalk is included.
Alternate C (remove brid!!e and construct an at grade crossin!!). It is expected that bridge .
replacement funds could be used to remove the bridge and remove approaches, thus eliminating a
need for shoulder work, retaining walls, curbing and sidewalk. Therefore, construction of an at
grade, signalized crossing would be done at no cost to Arden Hills or New Brighton. I
Recommendation
Staff recommends the City of Arden Hills send representatives to the March 28th, 1996 .
Informational Meeting, and use information from that meeting to help determine which Alternate
and options best suit the needs of Arden Hills.
.
I
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~ ARCHITECTS ENGINEERS PLANNERS
3400 tv 66th 5lr'e~r
I Suitil150
.'.flrlne~polis.
I~ Minnesota 5,HJ5
(612) 9}().4666
FA.X (612) 921J.OJ7J
February 9,1996
I RECEP,/F'-
FE8 1 Z 19~)r
Mr. David L. Rholl, P.E.
I Design Engineer rJ\ \ \.I~ ,,:.. I,
Ramsey Co., Dept. of Public Works
I Engineering / Operations
3377 N. Rice Street
Shoreview, MN 55126
I S.P, 62-646-12, Proposed Bridge 62569
Re:
I CP Rail System Position Statement
I Dear Mr. Rholl:
Attached is a copy the CP Rail System's letter stating their position on the alternates for the
I . referenced project. This is provided for your information. I will retain the original letter for use in
development of the final Project Memorandum.
I As expected, the CP Rail System is in favor of Alternate A, neutral on Alternate B, and opposed to
Alternate C. Information regarding the volume of rail traffic that we have been looking for is
I provided in the letter.
Questions and comments are welcome, Thank you.
I Sincerely,
HNTB CORPORA nON
I Rio""'. M. Jo","on, P.E. ~ j
I
Project Manager
I attachment
cc: Mr. Dwanyne Stafford - City of Arden Hills wi attachment
I Mr. Les Proper - City of New Brighton wi attachment
I . The H,VT8 Companies
OFFICES, ALEX.'l..";ORlA, v.... ATU....TA.CA; BATON RO\,,'CE, LA: WHON. .lilA, CKAIU.E.STON. WV: CHIC....CO, IL; CLEVEL\.:':O. ort: CONCORD. CAe CALL';. n, OE:>''VER. CO; FAIRFIELO. I'll;
HARTFORO. CL HOl.:STQN. TX.: INDlA.......i"OUS. 1f'J: IJl.VINE, Co\; K.-\SS.ti CITY. MO; LANSING. MI: LOS A....CELES. C'.: LOl:15Y1LLE. KY: MIAMI. Ft. MILWA!:KEE, 11'1, MI!>:NE.\rOLIS. MN;
NMHVIU.L TN: NEW YORX. NY: OKLAHOMA cn. OK, DRUNDO. fL: DVER.L\....O I'MU(, K.S: PHOE!'>lIX, AZ; RALEIGH. NC ROCKUND COtINTY. NY, sE.....rr~E. WA: TA.I.lI'^. FL Tt.:LS^. OK.
I W!CHITA.KS.
105 South 5th 5rreet ~I
Box 530 ~^'!J'1fJ..eapolis MN 55440 _. ..
Tel (612) 347.8000 ~S,~ ~ .
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CP Rail System ~I
Operating Department
Heavy Haul. US
February 7, 1996 I
File: X-PAY-007-80-B I
Richard M. Johnson, P.E.
HNTB Corporation suite 250 I
3400 W. 66th street,
Minneapolis, MN 55435
Re: S.P. 62-646-12, Cleveland Ave. Bridge over Railroad
Dear Mr. Johnson: I
This letter is in response to your December 13, 1995 letter I
requesting CP Rail System position on the Cleveland Ave. Project
alternatives "A" thru "C". Alternative A - Existing alignment with replacement of the existing I
bridge. Position: FAVOR. This alternative retains the grade
separation and acceptable horizontal and vertical clearances. It will
enhance public safety and convenience while not affecting railroad
operations. . I
Alternative B - Alignment shifted to the west with replacement of the
existing bridge. Position: NEUTRAL. This alternative has the same
attributes of alt A, but at a higher cost. I
Alternative C - Existing alignment with elimination of the bridge
(At-grade crossing). Position: OPPOSED.
An at grade crossing at this location would greatly increase pUblic I
exposure to the hazards of a train/vehicle collision. It would also
increase the potential for vehicle/vehicle collision as certain I
classes of vehicles are required to stop at RR crossings and these
stops are not always expected by other motorists.
A railroad curve east of the proposed grade crossing would hamper I
motorists view of approaching trains, and train engineers view of
situations at the grade crossing.
The pUblic will experience frequent and sometimes long delays due to I
train blockages. Train activity in this area is fairly active. A 24
hour period will see 8 to 12 thru trains at up to 40 MPH using this
track. Another 10 to 12 movements per day under the brid~e are made I
in switching movements at very low speeds. Unit coal tra~ns are
operated at very low speeds (due to the sharp curvature of the wye
track) over the crossing twice a day. It is expected that total
train traffic in this area will increase in the future. I
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,
I ... Mr.Richard M.Johnson
Page 2
February 7, ~996
I Up to 6 trains per day wait at a standstill over this area for
clearance orders. A grade crossing would allow only a ~o minute
period of time in which a standing train can block the crossing. This
I would affect train operations unacceptably.
Grade crossings are difficult areas to maintain track geometry and
would increase maintenance costs on this district.
I The initial costs of building a grade crossing would include
construction of grade crossing surface, approximately $35,000, and
I signal construction expense of approximately $~OO,OOO for flashing
light signals with half roadway gates. These costs would be borne by
the roadway authority.
, Finally, under the public safet~ initiative regarding Highway-rail
Crossing Elimination and Consolldation, sponsored by the U.S.
Department of Transportation, all state DOT's and railroads have been
encouraged to attempt to close up to 25 percent of existing at-grade
I crossings. The establishment of a new grade crossin~ to replace this
bridge will be opposed by the railroad. The Cornmissloner of
Trans~ortation, whose approval is re9Uired to establish a new grade
crosslng, will consider this factor In his decision.
I ... Again, the CP Rail System is in favor of retaining a grade separation
at Cleveland Avenue.
I Sincerely,
~tJ.~
I Charles W. Anderson
Engineer of Public Works
CWA:cbd
, mc: G U Mentjes
E E Howard
E N Peck
I P J Nugent
D T Koerner
J C Thomas
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The Case for Citizen
Involvement in Local
Government Decision Making
The mood among American citizens is downright
ugly, according to Daniel Yankelovich, chairman
of DYG, Inc., a marketing and management
consulting firm located In Elmsford, New York.
In November 1994, Yankelovlch addressed the
National Civic League's 100th National
Conference on Governance, where he reported
that Ilpeople are frustrated and angry, anxious
and off balance, pessimistic about the future,
and cynical about all forms of leadership In
government. "
Yankelovich's observations are supported by a study
conducted between mid-1990 and "lay 1991 on behalf
of the Kettering Foundation by The Harwood Group,
a public issues research and consulting firm in Bethesda,
Maryland. Based on a series of 10 two-hour, focus-group
discussions of approximately 12 citizens each~ the
Harwood report re,'ealed that citizens fail to participate
in the U.S. political process because they feel that:
1. They have been denied access to the political
process. Despite the glut of media, public hearings,
bulletin boards, and other information aimed at
educating citizens. the average individual feels that
he or she has been shut out of the U.S. political
process.
2, They have no sense of connection to the issues.
Citizens report that politics are not a part of their
daily lives because the issues that rise to the top of
the political agenda do not reflect their needs and
desires. rvJany Americans believe that public issues
are framed in a way that seems to have no
connection to themselves.
3. Their faith in the mechanisms of public
expression has been shaken. Despite numerOllS
opportunities for participation, most Americans feel
that "no one is listening." Citizens also complain
about the lack of "two-way discussion" that takes
place during public meetings.
4- They often don't know how to participate.
Citizens feel that there are not enough opportunities
for them to "go sorne'vvhere" and express their
opinioIlS. They have a hard time believing that there
_____ ______.____._._ __. - __.._..____n__. "__~_'____' ._______.,,___ .____~
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A-2
are ways in which they can express themselves, Despite these somewhat positive results, Americans' I
5. The system is spiraling beyond citizens' control. distrust of public officials permeates all levels of govern-
Americans believe that politics have been "taken men! The bad vibes surrounding legislative and federal ..
awa"," from them" in a m~1nner similar to that of a government officials have rubbed off on all public
hostile takeover. The "culprits" are special interest sen:ants, even those who try to do the right thing.
groups, sensationalist media, and other "big-gun" According to the Harwood report: 'Those public officials
players. who do choose to reach out to their constituents. . . find
6. The power brokers hold ultimate decision-making a mistrustful, skeptical, and accusatory public, Public I
power. Americans also feel that selcct groups, officials. indeed, are caught in a Catch-22."
including political action committees, special Is it any \vunder that appointed managers feel beat up?
interest groups, and lobbyists, ha\'e taken over I
politics and are the ultimate decision makers on How Public Perceptions
policy issues.
7. Political campaigns turn people off. All the Affect Appointed Managers I
hoopla, rhetoric, money, mudslinging, and To understand the importance to professional local
! propaganda associated with campaigns for public government managers of the observations discussed
office-particularly those of congressional and above, one need only reviev.: the findings of the Harwood
legislative candidates-have driven a wedge study and substitute the words "local government" for I
bchveen citizens and politics. "politics" and "council and manager" for "public
8. The media focus only on the negative. "Media officials."
coverage of politics and policy issues leads to a sense The Harwood research focllsed on citizen mistrust I
of frustration and dismay among citizens," pushing of politics and public officials. Other researchers, includ-
them further away from. rather than closer to, ing Nelson Biddle, a consultant for the Tennessee
participation in politics. ~lunicipal League, have observed that the relationship I
9. It's politics as usual. People have been turned off behveen citizens and their governments has metamor-
by the political process, by what they perceive as phosed from a lack of confidence to an open contempt,
inaction. They believe that public officials pursue specifically concerning state legislatures and Congress.
their own self-serving agendas, which have little In his October 1994 article entitled "Why People Have ..
to do with the common good. Become Cynical About Gm'ernment;' Biddle writes:
10. The relationship behvcen citizens and public " . . . There \-vill be a mini-revolution of sorts. . . the
officials has been severed. The principle under- people ,vill become more and more active and try to I
lying civic democracy, that of the exchange of vie'vs take back control of their government if they can."
within the framework of representative government, In no state has the mini-revolution been felt more
is seriously threatened. Citizens maintain that strongly than in California, ,vhere citizen frustration has
public leaders avoid real issues, use doubletalk, led to "a government destroyed by popular referendum." I
and fail to tell the truth. In an article called "California's Elected Anarchy: A
GOI'ernrnent Destroyed by Popular Referendum" that
According to the Harwood studYI Americans appeared in the Novcmber 1994 issue of Harper's I
generally hold that public officials no longer are magazine, author Peter Schrag had this to say:
accessible and responsive to them, that they have
"closeted themselves away from the public." Many ". . . Californians, pursuing visions of governmental I
wonder \....hether public officials even want to interact perfection, have made it increasingly difficult for elected
with citizens. officials to make any rational policy decisions. And
therein lies a cautionary tale {or all those other Americans
The Good News. . . Or Is It? pursuing constitutional spending limits, balanced budget I
amendments, slJ.pennajority requirements, term limits,
There is good neViS concerning the image of local and the various other mechanisms designed to replace
governrnent officials, who fare best when compared with representative government in America with government I
their counterparts in state and federal government. In by autopilot."
a 1994 report, the Advisory Commission on Intergovern-
mental Relations reported that only 19 percent of the Biddle suggests that when citizens feel that
people surveyed identified local government as the level government has their best interests at heart, they are I
of government from which they felt they got the least for willing to forgo control. When they feel frustrated by
their money, compared with 46 percent for the federal the perceived arrogance of government institutions, ..
level and 21 percent for the state. however, they want control in order to change things.
..............................................................................................
_..-~--._.--- - I
----
,. A-3
I The Harwood studv concludes that the "dilemma over At thc same time, 81 percent of local officials
how to become im,:ol\'cd _ . . lies at the corc of why many indicated that elected leaders show a \\"illingness to share
('Americans feel disconnccted. . . ." leadership and decision-making responsibilities and that
One wav in v,,"hich citizens can feel in control is the decision-making processes in their communities are
by becoming involved in the day-to-clay decision making open to citizens.
of their comnmnities. i\:Iany appointed managers, Citizens also \vere much less optimistic ret:TarcIincr
~ ~
I particularly those in council-manager communities, the le\d of influence they held in community decision
nave nelped their local gm"ernments create environ- making. Just over a third agreed that there are many wavs
ments that encourage citizens to make decisions on for them to successfully influence the choice of ser~"ice~
I levels of service and other communih: issues. This their local go,'ernments provide, while a third disagreed
good news needs to be shared and replicated. with that statement. The majority of local officials,
howe....er. agreed somewhat-ta-very strongly that there
ICMA'S Research into the are many \vaI's for citizens to influence service choices.
I Finally, more than a third of responding citizens
Issue of Citizen Involvement indicated that they do not know how often their local
The movement toward helping citizens feel empmvered gm'ernments provide open forums where the opinions
I to participate in community decision making-and the of residents can be heard, outside the regular channels
impact of this movement on appointed local government of eouncillboard meetings, study sessions, and legally
managers-has prompted the International City/County required public hearings.
i\'lanagement Association's research into the issue of
I citizen empowerment. ICMA has employed three Meetings of Citizen Focus Groups
methods of data and information collection: a \vritten To augment the written survey. staff conducted hvo
survey. foclls groups, and a review oflocal government citizen focus-group meetings in IC~IA's Northeast and
I resources. Southeast regions. Participant makeup varied behl,'een
the two focus groups. The Northeast group consisted
Community Research Survey primarily of older citizens \\"ho \verc knowledgeable
In March '995, ICIvIA developed a Community about and active in their communities. The Southeast
Ie Research Survey to compare the perceptions of citizens group, in general, \1/as younger, more diverse, and less
and local officials regarding community service.delivery knowledgeable. Both groups \vere surprisingly positive
issues and the level of involvement and participation about the ways in which their local governments
I available to citizens. operate. A number of interesting themes emerged from
Survey que~tions were based loosely on the 10 these discussions:
indicators developed by the National Civic League
I (NCL) as part of its Civic Index. i\CL had created the 1. The perception that government operations are
index to help communities evaluate and impro\/e "the too ovemhelming. Within both focus groups,
complex interaction of people and groups through citizens expressed a general feeling that "govern-
which decisions are made and problems resolved," and ment has gotten more complex and complicated,"
I this material provided an excellent framework for a that citizens are "inundated by the amount of
discussion of citizen empowerment issues. information they feel they must absorb," and that
ICt.,.l" mailed the survey to some 5,000 randomly this level of complexity "keeps citizens at bay." I
selected U.S. citizens. A nearly identical survey was 2. A lack of kno\vledge among citizens about hmv j
I administered to roughly 3.000 elccted officials and 2,500 local decisions are made. Citizens seem frustrated
appointed managers internationally who ,vere in service with the lack of unbiased, reliable information
I to local governments. Although the low response rate by available to them on the way in ,,,,'hich their local
citizens precludes acceptance of that data as statistically governments work. Among the 1\ortheast group I
valid. it is interesting to compare the results v'lith those participants, however, there seemed to be consenslls I
of the public officials. that \vhen questions arise. citizens should tum to the
, Citizens and local officials disagrecd about the manager, rather than to department heads or elected I
opportunities for participation and invol....ement available officials. as the most likely source of unbiased
to citizens. Fewer than half of responding citizens information.
I reported feeling that their local governments' elected 3. The emergence of the "single.issue" citizen. i
leaders are willing to share community leadership and Participants in both focus groups acknowledged that I
,
decision-making responsibilities. Just over half perceived today's citizens foclls less on an m'erall yision for the !
,
it that the decision-making process in their communities community th~m on specific issues affecting them I
is open to citizens. and their families. In short, citizens organize around I
,
,
,
I ............................................................................................. !
i
i
- ,
.~i>~..,}. :.\ '. ','"_ " --------- ---.- .---.- .
--...---- -~---_.
A-4 ..
one issue, and once that issue has been resolved, doing. This type of meeting angers citizens more than
they disappear. not receiving any information at all. In short, citizens I
+ The recognition that citizen invoh'ement is appear to want sincerity from their local governments.
cyclical. Pro\'ided that things are funning smoothly An interesting comment came from an elderh-' ..
within the community, participants in both groups womJn in the Southeast. \Vhen asked why she, m~re
said that the majority of citizens see no reason to than others in thc group. empathized with the efforts
become im"oh-ed in the day-ta-eb}' affairs of their made by local government officials and employees in
communities. her community, she remarked that her 37 years'
5. The desire for local government responsiveness. invoh.ement in the local school svstem had tauaht her .
' b
P~lrticipants in the Southeast group stressed the that "these things take time" and that it \\.as impossible
inconsistency of responsiveness from one local to satisfy everyone completely all the time.
gO\.ernment department to another. One respondent Could there be a stronger case for empO\vcring .
described how each department seemed to hm.c citizens to become invoked in community decision
"its own personality:' making?
6. The characteristics of a responsive local .
government. Following through on citizen requests A Review of Successful Local Government
for action or information (even if the ans\ver is no), Programs for Citizen Empowerment
taking time to listen, and treating citizens with Successful examples of citizen empowerment programs
respect were listed as the essential characteristics are widespread. as illustrated by the descriptions of local I
of a responsive local g~vernment. government programs reviewed by staff. Programs range
from neighborhood service delivery (\\.hich involves
In both groups, there appeared to be a correlation residents in local government decision making through .
between citizen participation and involvement and a the development of citizen/government partnerships),
citizen's knowledge of local government operations. to community-oriented public safety and governance,
Citizens said they want more information about their to visioning projects in which citizens playa maior role
local governments, but they wallt the illfonnation to be in determining the future of their communities. I
honest, unbiased, and communicated in a format that A large number of these programs originate in
differs from l-vhat they currently receive. Citizens seem communities operating under the council-manager
to be suspicious of sanitized, sound-bite information form. As discussed by IC:-'IA"s Council-1\Ianager Pian ..
that focuses only on positive points and fails to address Task Force in its '995 report, "A Look into Our Evolving
tough issues. Profession," these programs provide excellent examples
of how professional management I
By emP01l'ering citi.:ens to become inrolved in local govemment fosters a partnership among the
council, the manager, and the
decision 11laking. and by educating elected officials about the community, an element essential to
benefits of this t)pe of fJarticifJatioll, managers call get ill li'ont the continued VIability of the council- ,
manager form. Currently, ICi\I:\ is
of the public parade. de.....eloping a clearinghouse of these
programs (see box on page A-5). which I
will be available in spring '996,
Both groups thought their local governments should
hold more meetings in the evening. \',.hen \vorking The Process Is Not Easy I
citizens are a\'ailable. In the Northeast group, partici-
pants observed that one of the primary reasons why The Harwood study suggests that many of the endemic
younger people do not become more involved is that problems surrounding the relationship behveen citizens
they cannot spend time in the daytime researching and their public officials go beyond the issues of respan- I
community issues or attending meetings. siveness and simply educating individuals about the \vay
Citizens also appear to want to move beyond basic in which their local governments \Vork. According to the
public information to honest, hvo-way communication. research, they involve establishing a level of trust among I
\Vhen invited to participate in cOl1lnHmity meetings, citizens.
they want the assurance that their opinions will be heard One viable approach is to invoke citizens pro-
and valued. Several participants remarked that "staged" actively in the process of community decision making.
meetings, stich as i\Ieet-Yotlr-Local-Government-Official During an April 1995 meeting in \Vest Point, Ne\v York, I
Day, often are perceived as public relations opportunities the officers of the Northeast state local aovernment
b
for a local government to tell citizens how \\.e11 it is management associations commented that ';the only ..
..............................................................................................
------- -- - ----~ ".- -_."."-~--_.~.. -- ... _....-.-~..__.y.....- --_.--'" ,___.. _.._.~..m__ ..."._.n""_.~ __..~.__ .~~~-I
I A-5
I \'vay \\-e [managers] can get anything done is to work "Ours is (/ participatory government. But this does /lot
through citizen groups." happen by merely uttering the words. It is born of hard
~ At the Seventh Annual lo\\'a i\lunicipall\Ianage- \.l'Ork and concentration, including otlrciti:ens at ever;.'
ment Institute, held in ~brch H')95, a manager explained step. Cone are the days of 'selling' projects to Ollr residents.
hm\" one city haclused foclls groups to estahlish a h'"o- \Ve need to iTlvo[..;e Otlrselves in legitimate public input.
way dialogue \,-ith citizens. The manager described the lIe need to find Ol1l in which direction the puhlic parade
" extent to \\hich the city had mo\'cd to\'"ard citizen is going and gel in front of it."
en1pOWerl11ent and predicted that local gm"ernment
officials \\'ere "mm.ing into a 'delegation mode'" by
l shifting responsibility and pO\\"t.'r away from officials By empowering citizens to become invoked in
II to citizens. local government decision making. Jnd by educating
Appointed local gm.ernment managers also hold elected officials about the benefits of this type of
responsibility for communicating the importance of participation, appointed managers can get in front of
, citizen empowerment and im.okement to their elected the public parade. At the same time. they can reap the
leaders, \\.ho often resist en1powering their citizenry added benefit of increasing the \'isibility of professional
because they fear a loss of power and authority. management as the critical element in local government
The process of empowering citizens is not easy; service delivery. ;,'(
I however, observers of local government trends, including i\Iichele Frisby is deputy director, communications and
Nelson Biddle, feel that it is no longer possible to turn
back the clock to the days when citizens put complete infonnation, IC^,IA, \Vashinglon, D.C. l\Ionica Bowman,
'I faith in the government's ability to protect them and to public relations coordinator, leMA, also contributed to
provide them with high-quality sen.ices. According to this article.
one California manager:
I ' 1('(~J,:"'!it!lm tt${mf;:m,<\!lin<;l1.~~ t;;tfJr'lll:I",~riir;i!wHi1m'fi~m11['r(I1;J D;:l:ll.yf;JIFf~ Cc" <,:' ~'t'ft.l.!),"l
':Atitsj~IY199S;;'eeting,ICMA'sExe(~ti~~ Bo;rd;, ,.c, >.1'f,,__,,'_:}'-t.:i:,<:i:"_, :;';'~:',_ ., _,' "J~;:'-",__" ," __:-.'~';'_,_- ,"_-'::",':',:__,_, :<;,:':1
Ie Bo';(~ar1""e:'~A"?77 No,r'th.cagit~J?r~'it'I\J.E)il500,;;j
, }approved a rec:ommend~tiori forthe AssociatiQrito ' ,<<ashll1gton, D00002-,4201." ,i'," ,",',,"" '.,',.[
,"". ',C',,'..,':"'"'''' ., ,'_, -,",.,." ,<, >,' __:",-/...._", -,--,;,,,_, '--,',,_'..: -" ',' "",,,:,,,',"- "Y"~
<- ~pursue'~ c~ti~ef1_?_u~r~ach 'if!itiat~ve. Thiseffort_:."_:,,, :. <Th~5eryiember5 who wish to download this' ',,' ,:r ,,' OCt
, '_" __ "'>,',"", "_"', ',"::-- -- -, ----".":' ,'''.r_."",':',.,'' '", __" ",' ,.":' -;".. '. '-~','l .
I ': originated frornfn,embe,f and board interest in:,havin~ bibliography~I'iWQnically fromtheDo>vners,Grove ,',j
ICMA develop a national public' awareness campaign' Internethom'ipagesite shoul,duse the U~Lhttp://i,i
focused on_increasing citizen understanding of www.synet~~Ydo';(ners, cho.se the "'(illag'iSouncil" ,
I professional local. governme~t"management as the and Village Manager" o.ptio.n from the ma.in menu,' '<1
critical element in the delivery of quality services. and fo.lto.w'theli~k to the bibliography. ...j
The objective forthis program is to assist members ICMA also has begun collecting success stories that:!
", _,.-" '__ ", ,,,,,' , 'C,
in promoting to Citizens and elected officials the document hovypr<.>fessional,managemenfmakes.a . i
I valuable contribution made by professional ro~al diffe,renc~.in_ci~"ize~rl-ives~ p~rticularIY,-1Nhenth~,loc:al_ :.-,,:d
gov~rnment managemen~ to the' success of" _ g('lvernment i~volves diize.ns in 'the decisio'n~making -:;.,,:,;;
,',,' ".'::' " , ' __ ", ',,' , ' : :.'": ,', " ,-":_'.-',' ':',,"_>:",,:,-.". " _'-',' - __ '-,'" --:', -" "0-:" ,- ",..--. "",,_, " "",':" ':,>\:-.-~
'. comm~ni,"ty" decision" ma~_ing and servicedeHv~ry. process,o,t.r~,sport:is, ~o, s~ch ,commul1itr crises as ..,..::,,,:_':.~'. ;{'d
I The board stressedthe need to. Io.o.k at the issue. ~atural disasters' Rnce thisclearing~o.usehasbeen\';
from the perspective of the value of professio.nal. . establish'id, the it1~terial will be. shared ",Ith .members . '.1
. rn,anagem~~tto dtizen.~.mpowerment..,:.:~ ' . to help~h.~_rl1..~~1{9,~~~epro~Tssiona_lmanagemen_t'....'~' ',:J
. ....As a first step toward fulfilling this objective, .'.'< through pioactive.citizen ir;\Volvement to their staffs,!
,,'., ,___, ,,,:.,' __.',' "..":""",:" '..,_,," -,,' -.c,",: . ,_",,,- ," ',:--- , '_',__.' --',. '" """"~"",":,l
I ICMA.sponsoredthe session '~Rebuilding the Civic." . .' and ~lected..cifficials.'ly1embers wh,?would like toassist:i
.' ",,;,"'_ ' .', ' " :,'. , _' ,",::,' _ " ,',,', ,'" ',. ",',' ",,_ ~ '" ,.',,',_ .,"__'__' ',-,' . "," ,'-'" :--' , '" '''>'_ ',_ '. " ",',' '" ,-, , '. :--,. _'1
'Infrastructure".atthe 81st Annual Co.nference in 'In the devel?p"'Tl)to.f thisdearingho.yse, sho.uldsend'l
I D~'n~er.. The session featured .' National Ci_~ic Lea,9ue . .~. _ ..-~herr.writ.~~~. ~a_~e~:~_fud(~~: 9.r:.pr,?gra_rn.,d~script.i?rt:~ .,to,,'-" ~__,-;::I
, tPre~i~el)tc.:hristoph~r Gates and .lc.:MiI members~urt . Michel" Frisby~t ICMA att~e address listed ab(lV~.. Be)
;Bressn~r,xiil~ge manager, DO'N~'irs c:;r~v~, HlinoIs, and .sureto i;'cIJd{a'.~';fcriptiol)()fthe situati.on that !.;d ... /1
FrankBenest,dty manager, Brea,Calif"rriia..,. ~'... ........ totheprograrn'foexelop';';nt and theputcoITIe ofthe.1
I part of his presentation,Bressner compiled a';> local goy~rn,menn efforts,/, . . ....t '. .....'1
comprehensive bibliography of resources related t< ..' Se~ori(j,ye~r ci\izel) o.utrea~h program activities ... .i
citizen participation and cI~ic infras~ru~ture issu_.es~"a_nd. Vlil!_ ind~u~_~.;_dev~l?ptng _5t~ategies .that 0anagers ca,~ .._ . .., ,
~ that bibliography is available to lCMA members.)'o... d . uS'it;adv6cat~~nd pr,,00.tethe v~lue.()f prof~ssional!
.. .'~c~ive~ copY,b~ mail, .se~~~.s7If-~?dr~f,secl' .~'\~iF\6'.m~n.ageT-~,~!.\").()f~I?,()~'ir.g[]~~1,,eil)i()~ .1'i~~T.r:f'<J
Y' envelope bearing $.60 111 first-class po.stage to MOl1lca >, 'partlcularlythemed.a. ":..';'.<'.'....../..,;:,.....~:,:.. ...,...,....
::'.; ,~,.., ,. ......... .... ........ ....."G...,:. ..c;:.,.;:,..;.';,;'. ....t.:.:.. j,;...:....~,.;;~':t...:
I ~,~-::---~:---- . - ---~--,-------
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I
When I started my local government career 30 I
years ago as a junior recreation leader, I knew what
my job was. It was a simple, straightforward job of ..
delivering services to the community. If the job
changed, an orderly process for implementing that
change was explained, and the adjustment was made. I
Now that I am a city manager, however, I am
confused-not only about the nature of my job but I
about the very business of local government. The
confusion stems from the incredibly different realities I
now facing cities and counties as we approach the
third millennium. I
A Brave New World I
What does today's perplexing external environment look
like? This brave ne\\' \,,"orld has five characteristics: I
1. Problems facing local gm:ernment are complex
and difficult to solve. For example, no one can cite
the one definite cause of community violence, or for ..
that matter of pO\'erty, neighborhood deterioration,
or why Johnny cannot read. These types of con-
temporary problems are qualitatively more complex I
than the engineering issues once facing cities and
suburbs as they grc\v up in decades past.
2, No one agency, including government, can solve I
the problems, No one agency can deal with family
dysfunction or the loss of jobs. Every worth\vhile
effort requires collaboration and partnering among
organizations, thus deepening the complexity. I
;\'Ioreover, even with collaboration, the best that
can be expected is to effectively address. not to
solve. the problems. I
3. Local government does not have the financial
resources to solve problems. ~lost local
governments today are lucky if they have the
funding simply to maintain current levels of core ,
services, No one expects additional funding to
address the social and economic problems
confounding our communities. Of course, a major I
part of this fiscal dilemma is the shifting of costs
from federal and state government to local
government, giving us the legal responsibility to I
address the issues, but \\"ithout adequate resources,
+ Citizens have lost confidence in all institutions,
including local government. In the past, people ..
~n'_ " _._._.._--._------~--.. " "~.__. ....-_.------~_._--------~, I
.' A-7
~. had less confidence in federal and state government Now, certainly we in government need to enhance
but trusted local government because it was "closer customer service. Because we all perceive the need
to the people:' Disenchantment with all major to improve the vending machin.e, local government
I institutions, particularly government. now affects agencies in the United States and aroLlnd the world are
local government as well. (See Figure 1 for survey involved in initiatives to improve cLlstomer service,
results showing "\Vhere Americans Place Their ranging frdOl hiring customer.sensiti\'e employees,
I Confidence.") In fact, as Chris Cates. president of giving existing employees better training, streamlining
the National Civic League, has observed, people's procedures, ClItting red tape, and recognizing customer-
I presumption of "bad intent" on the part of clected service heroes and heroines as role models_ In the
I officials undercuts their ability to exert leadership community of Brea, California, for example, we take
,I in solving community problems. great pride in the Brea Customer Care Commitment.
5. The monopoly is dead. Local governments have Even when the city does in fact provide excellent
belies'ed traditionally that they had a monopoly on customer service, hmvever, there is a fundamental
I certain service areas. They are, however, discovering problem. Ultimately, the vending-machine model
that people have a multiplicity of choices. Certainly. undermines people's confidence in and their allegiance
city and county recreation departments have long to government. Local government becomes illSt another
I competed with boys' and girls' clubs, ThICAs and service provider among many. It is no longer special and
YWCAs, private health clubs, and other forms of can no longer demand the public's allegiance. Even
privately provided leisure activities. But nO\l..', even more troublesome, the vending machine contributes to
. in the area of public safety, localities no longer have passive consumerism. Localities delluIld nothing more
monopoly control. Because public police agencies than that customers drop their quarters into the vending-
have priced themselves out of the market, machine slot. Customers (as opposed to true citizens)
businesses and organizations no\V hire private only care about their needs and the services they
. security services, \vhich have seen phenomenal consume; they have no interest in the needs of others.
growth in the last decade. In short, local governments have turned citizens into
mere consumers.
-- Local governments also compete in a market- Finally, the vending machine is based on a deficit
place as they attempt to retain and attract residents, model. Localities assume that something is wrong with
businesses, shoppers, tourists, utility and transit users, people or that they have some kind of deficit. By
service customers, and arts patrons. Public agencies providing services, government tries to fix people. \Vhen
I compete for people's cooperation and political support, teenagers run away from home, for example, govern-
whether that support involves complying with codes, ment tries to fix them or their parents by providing
consen:ing \vater, or paying higher trash fees. Realistic- shelter or family counseling. If a neighborhood
. allv. local government cannot force people to do complains of graffiti or gangs, local government
anything unless they are \villing to comply_ Because responds to this deficit with more police.
citizens are bombarded with communications from all As opposed to the vending-machine idea, the
sources, local governments must vie for their attention. barn-raising concept (a metaphor developed by Daniel
I Cities and counties literally must compete on a daily Kemmis in Community and the Politics aiPlace) suggests
basis for people's hearts and minds. other possibilities for government. In an agrarian society,
no one family can raise a barn. So they call on their
I Vending Machine neighbors from miles around. To raise the barn,
someone hammers; another holds the ladder; and
versus Barn Raising someone else brings the food. Everyone has his or her
. 'T'o evaluate the future of local government, we \\,ill have contribution to make.
to contrast two concepts of government: "the vending The barn-raising approach promotes citizen
machine" versus "barn raising:' responsibility as opposed to the passive consumption
The vending machine (a metaphor articulated by of services. When confronted with a problem. people
I Rick Cole, former mayor of Pasadena, California) is the do not ask, "What is government going to do for us?"
traditional concept of government as a sen.'ice provider. Rather, they focus on "What are we going to do?"
The vending machine is somewhat mysterious: people As opposed to the deficit model, barn raising is
I do not know precisely how it works. They drop in 25 based on an asset model. as described in John
cents in taxes or fees and expect the machine to dispense 1vlcKnight's '993 publication Building Communities
fA at least 2; cents in sen.'ices. "Vhen the machine does not from the Inside Out: A Puth To\wlrds Finding and
work to everyone's expectations, people start cussing at i\lobili.:ing a Community's Assets. To better use the assets
it and kicking it. SOllnd familiar? of young people, for example, the city of Brea conducts
. .............................................................................................
~:-:~----_._,.,--_.__._~ ,~"~,= __ _.__'-,_...._......un "'.. "--"-',"'"- "-'.''''''0'"--
-- -=-:C:-'.~.'-:----:;-::":- -.. . --
M 1
Volunteens, a summer program that provides a small v\'fite the details of a program based on citizens' values I
stipend to teenagers who deliver recreation and other and dreams. .
organized programs to children, other teens. and seniors. Brea has med a visioning process called Brca by .
, The Volunteens program builds on the talents and Design, engaging 12; "communitv designers" in creating
i energies of teenagers, not on their problems. a vision for the ne" dov\'llto"n. Based on the values I
Likewise, in trying to help families who live in and concerns raised bv a cross section of residents and
poorer neighborhoods, a local gov'ernment should try to businesspeople, the city is redeveloping its downtown as
recognize and tolke adv'antage of these residents' strong ev'ervone's "second neighborhood" "ith the full support I
sense of family and support for each other, as shown by of the cOllnHumty.
the mothers who look after each other's children in front As urban planner "-{ichac! Do)'le has asked, "How
of apartment complexes. Gov'ernments also should build can people act in the interest of the whole, if it isn't well- ,
on the people's faith in religion and ties to the church, defined, beautiful, and ennobling?"
should use the organizational abilities they exhibit when
they organize block parties or fiestas, and otherwise Developing Community Leadership
should build on their sense of community. These are In lowas '995 general elections: no one filed to run . I
all tremendous assets. for the office of mayor 111 131 cltLes. ELghty-one councLl
seats in that same election attracted no candidates.
Likewise, public officials in southern California I
Four Illustrative Strategies long have lamented that well-meaning, talented people
While local government never will abandon completely are not stepping forward to take on leadership roles. In
, its service-delivery or vending-machine role, managers response to this leadership crisis, Brea and four other
need to confront their brave new world with more communities in North Orange County and Diamond I
! collaborative problem-solving approaches. The barn- Bar in Los Angeles County joined forces to form the
raising concept encompasses many kinds of strategies. North Orange County Leadership Institute. Coordinated
To illustrate the approach, let us review quickly four by California State University at Fullerton, the nine- ,
strategies that fit the model: month program aims to identify, train, and energize
t potential community leaders who can take on leadership
',.. Visioning positions on school boards and city councils, as well as in
, Typically, local governments try two extreme approaches PTAs, church groups, business associations, and civic
" '" cl ,,""' ,,"" eI" ,",""m"" M 0" e ,," ",,' " '" ,,"" co' e,""" '" ", m'"'" of ," kf" d, TO e ,"",",""" ·
.:., "tell-and-sell" mode, which involves no real community just graduated its first class of 2; community leaders.
. Without comrnunity leaders, local I
governments have no one with \\'hom
The tiLtllre for local uO\'emmellt lies ill trallsformillu !J"ssiye to work. Leadership development must
. b .' ." b be a priority in building a civic
COllSumers of fJllbhc serYlces mto re.sfJollSlhle cltl=ens. infrastructure and addressing I
intr,.]ctable community problems.
I participation at all. After local government agencies Working Through Mediating Institutions I
.. have made a decision, they try tosell it, often with little As the survey results on confidence in institutions
success and much negatLve reaellOn and mIStrust m the mdlcates (see Figure 1), people hav'e greater trust in
'] decision-making process. churches, schools, and voluntary civ'ic organizations I
!:.\ At the other extreme of the continuum of com- than in local government. Schools, religious organi-
'!j munity participation is thc involvement of people in zations, and other voluntary groupS can mediate
"/'1 mundane technical planning, such as the update of a between government and the people. Given this
'?; Gene~al Plan element. At the beginning of the process, potential mediating role. it makes sense for local I
~_''''I energized and mohvated city councl1-appomted go,'ernment agencies to form partnershIps with
"" reSIdents and busmesspeople may attend monthly voluntary commumty orgamzahons.
I;) meetings. After six months of dealing with mind- A good example of such a partnership is the I
~I numbing technical minutiae, however, everyone is collaboration between city rcdevelopment agencies and
t.J bored and drops out. HabLtat for Humamty, a nonprofit ChnstLan mmlstry
Visioning is a barn-raising strategy that truly engages that helps lovv~income families build their own houses I
people m expressmg what they know best: thm values, mth commumty support. Rcdevelopment agencies often
hopes, and fears. Once people have articulated their offer free land, and Habitat for Humanitv enaaoes -.
' 0 0
aspirations, the technical people can develop a plan or churches, businesses, civic groups, and literally
.............................................................................................
~____.____~__--_._----------_..__._-~._------------ m._ .._~~-_. ---.- ---- ~....--I
A-9
thousands of people in these ."home raisings," are im"o\vecI as catalysts or facilitators and commit
Through these relationships \vith mediating institutions, resources; neighborhood groups, hO\\"ever, are the
local gm'ernment can solve problems, promote citizen critical actors.
responsibility, and build trust in the government partner. Building on residents' relationships \\"ith their
neighbors. people are engaged in block parent, cleanup.
Empowering Neighborhoods and mentaring projects. Local gm-ernrnellts also are
\Vhile people do not trust government, the survey on helping neighborhood groups to take b<Jck recreation
confidence in institutions suggests that citizens most areas from gangs and drug dealers, They even are
trust people like themselves: their friends, neighbors, providing these recaptured playgrounds, as \vel! as
and associates. Consequently, many local governments financial grants, to neighborhood groups so that they' can
have focused on neighborhood empmverment strategies start and schedule their own programs for their children.
to solve difficult communit}' problems. To fully use the assets of lac a] groups in different
SOlne local governments have tried to co.locate neighborhoods and to promote self-help and
different programs in neighborhood recreational centers neighborhood-to-neighborhood cooperation, Hampton,
or storefronts and have established multidepartmental, Virginia, has created a Neighborhood Resource Bank.
cross-functional "strike teams" to address neighborhood Under this program, which is coordinated by the city,
crime or blight. These efforts. hO\\'ever, are essentially neighborhoods carl LIse the resource bank to combat
Ile'I-V and impro....ed models of the ....ending machine. their own local problems only if they replenish the bank
A barn-raising approach requires significant with some other talent, skill, or asset.
outreach and building of rapport \vith individuals, Finally, neighborhoods need to look beyond their
families, and groups in a targeted neighborhood. In the own interests. Chris Gates has talked about the need
process, local government identifies neighbors with to overcome "ci'vic cocooning:' the tendency of people
special abilities, talents, energies, and other assets to who may be concerned about issues in theirown
contribute. Local government agencies support neighborhood but not in the one next door.
associations or help form new groups, and encourage Consequently, many local gO\:ernments have organized
existing or potential leaders to provide direction. Groups periodic neighborhood congresses so that a larger
are then engaged in discussing concerns and approaches perspective of the public good can be achieved.
to neighborhood problems. Local government agencies
] I't\!(n'i'~ "Iiilltil.'tiltti~;j ~ t(;;~ ,ii'dtK.r,:tlIl'!.mr{C',~l ",'t~:J1r;r;:;l:1(!\,l],t"';I,("iltli:tu'-~.n uV,rIiGtii-'t!.Wil ,1'1;tlJ Gl
;&, ',,-. ,'",.,"'-- ,,,-,-,"-J," io-,:J ....)
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,...". .:.'__" . .... .___ ._'. ",..", '. H.__...-,'._ ". '-1
~Respondentssta.ting "a greatdeal",or "quite a lot:~.:" ;"
()th~r peop-Ie -I:ike Themseives and Thei'r Fdends1 .: .. . .'. .<. ~':.':. _;: .'. . .' ~' /.:,..~~.-':-; '5:2%
- . .
" ........'_.....' '.' ,,' " . '
R~,ligiO.~s--lnstIt3tI(),~S .;'.' . . . ~. .... ~:'.'_.._. :" .' :..,'~'::..,~_.' .... i.::/~ .<:::..:':;,\.;"~ .,.,<.'::_~':~,';:.:.:.,,;,~57% .................';.. ..;,<'40% <::-::,~l
17:~f~:q,~e,5tiO?-:_~as n~'t:a5ked_o~_ponre~~o~d,e?-t~ r~..J~:~,~.,:--,:.\;~:'.-' _ '.' :__' ....... .. _'_', '.' ." ....' . . __ .' "c'o <..; ..._j
;.-:~~/S~u~es: .DaM,p, t'990, c~urtei~ c;e;,ge,if: ,Ga~lI~t/I~Ie(~~~tj~j;aio,ga(lfz~tion;-datalo..r,:z9~4; courtesyDYG, Inc.' .~::<;;::-"., ;,,,,"',\/~1
.............................................................,........................,.......
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- -.. ..-----.- ..,'c--,-,-::::..:-:-::,-,--.,....,._..
I A-l0
i 'I
New Functions for collective action. E\"eryone has ci\"ic responsibilities.
I Government Leaders EVeT):one contributes in different ways. .
Hmv can elected officials, managers, and program . Build confidence. Unfortunately, tearing down city
staff solve problems, promote citizen responsibility. and hall has become an acceptable wav for local officials -.
regain people's conlidence? Leaders must forgo the to pander to the citizens who distr~lst or feel disdain
temptation to identify and analyze community problems for government. If those who h3\-e been elected Of
and then organize service programs. To promote a vital appointed foclls on govemment as the problem,
civic society. leaders mllst adopt some of the following government will lose its capacity to help solve I
roles: problems. If officials empower people and become
. Educate, educate, educate. If citizens do not their p<utners, however, citizens will regain their
confront the same "bra\.e new world" as their local confidence in themseh'es and in government.
government officials, people will continue to .
assume that government can solve all their problems
and thus will go on being disappointed. Consequent4 Rediscovering Citizenship
ly, leaders must educate people regarding new .
realities using many different opportunities, The future for local government lies in transformincr
. f b
including state~of-the-community addresses, passive consumers 0 public services into responsible
nev,.sletter articles, interviews, presentations to citizens. Because of the complexitv of the problems
civic groups, and remarks at citj: councilor board facing communities, many people sullenly withdraw .
meetings. In the process, leaders must understand from the political process and from their civic
that educating is also learning; it is a hvo-way responsibilities. They make unrealistic demands on local
process. To engage in dialogue, not monologue, government, ignoring any need for common sacrifices; I
leaders must listen as well as talk. In the process or they seek out heroic rescuers like Ross Perot or Colin
they revise their own perceptions of the brave Powell.
ne...,. world. Local government can help people rediscover their
. Create a new mission for local government. The l?st.sense of responsible citizenship. Citizenship is not .
core business of localities is solving problems, not lLmlted merely to voting in periodic elections. Even
delivering services. Providing se['{ices is a good role when individuals do not have a personal stake, active
for local government, but it is only one aspect of a citizenship requires them to: ..
total problem-solving approach that must engage . Inform t~e.mselves on key issues confronting their
citizens to be effective. commUOltIes.
, Convene stakeholder groups in creative \vays to . Participate in civic improvement groups.
.
confront problems. Government leaders must avoid . Struggle to find common ground with others, I
"rescuing" people. Rather than relieving people of as \-veIl as advocate their private interests.
their civic responsibilities, government leaders need . Become responsible for their local governments
to stimulate public discourse about concerns and and their communities. .
to encourage brainstorming about alternative Yes, local government faces a brave ne\v world.
t solutions. Creative strategies for engaging citizens
.
I in such discussions include visioning workshops, Ultimately, cities and counties cannot govern and
design competitions, chanettes, and problem- call1:ot soke complex problems if people are merely .
solving "festivals:' passIve consumers. Local governments do have a vital
. Stimulate discussion on values, aspirations. and future, however, if they can reconceptualize their role
fears. Instead of discussing technical solutions, in engaging people as responsible citizens. ""(..."{ .
government officials must encourage people to
articulate their values and to envision possibilities Frank Benest is city manager, Brea, Califomia.
for the future. I
. Identify what local government can contribute. [n
, promoting problem solving with people, as opposed
I
1 to delivering services, the local government agency I
.I also must contribute resources. These contributions
might include expertise, skills, facilities, training
programs, seed grants, and coordination.
. Forge collective action. After helping to identify ,
community concerns and stimulating public
dialogue. government leaders must promote ..
.............................................................................................
---- --.---.-----.-.----.. ---_..,---- ---~--.-~--_.----_._--.-- -~-~.-----_._-- -- -~.._------"----~_...-_._.-.---- .----------.. --~-.-~--I
---....-....
t ~~
I CITY OF ARDEN HILLS
Ie MEMORANDUM
DATE: February 16, 1996
I TO: Brian Fritsinger, City Administrator
I FROM: Dwayne Stafford, Public Works Superintendent
SUBJECT: Cleveland Avenue/County Road D Intersection
I
Background
, Several years ago plans and specifications were made to reconstruct this intersection. Due to a
high volume of traffic with no turn lanes and the close proximity to an interstate access it had
been identified previously for reconstruction. For a variety of reasons Ramsey County delayed
I the project Also, the portion of County Road D West of Interstate 35W had been reconstructed
some time ago with no improvements done on the East side of 3 5W.
I Plans
A meeting was held on February 13, 1996 to discuss the plans for this intersection. Those in
attendance were Dan Solar, Ramsey County Engineering; Les Proper, New Brighton Public
.. Works; Karl Keel, Roseville Public Works; and Dwayne Stafford, Arden Hills Public Works.
, Plans were reviewed showing the reconstruction of County Road D from Interstate 35W to
approximately 250 feet East of Cleveland. Also, shown to be reconstructed was Cleveland from
approximately 250 feet North of County Road D to County Road C. Hence, this covers the
I entire intersection of Cleveland and County Road D.
The Plans call for the widening of County Road D and Cleveland approximately 250 feet on each
I side of the intersection to accommodate for turn lanes, and to install storm sewer with concrete
curb and gutter on all the reconstructed areas. On the Arden Hills corner a 5 foot side walk was
shown on both sides of the vacant corner lot, running the entire length of the reconstruction and
I dead ending. Unsure yet is the possibility of signalizing this intersection, It was suggested by
Roseville that the intersection be signalized with an EVP (Emergency Vehicle Remption System)
part of the signal package.
I Trails
I Staff has asked Ramsey County, to exclude the sidewalks on the Arden Hills corner of the
intersection from the plan as they don't lead to anywhere, and the sidewalks would be
constructed at Arden Hills expense. Instead, staff has asked the County to look at the possibility
I of constructing an eight (8) foot trail from the North East corner of the intersection, North on the
Arden Hills side of Cleveland about one (1) block, and connect it to the existing trail at
Cleveland and Glenpaul A venue.
,-
I
-~ ---..-------------
I- i
Costs I
Preliminary cost estimates for the project for Arden Hills were:
Concrete Sidewalk $2,212.00 .,
Sidewalk Base Aggregate $ 322.00
Storm Sewer $ 681.00
$3,215,00 I
If the sidewalks are dropped from the project, the cost to Arden Hills would be approximately
$681.00. I
Should signals with EVP be added it is expected that this would cost the City of Arden Hills an
additional $2,500. Should an eight (8) x (350) three hundred and fifty bituminous trail ,
connecting the intcrsection to the existing trail at Glenpaul be added, this trail would cost the
City approximately $3,750.
Fundin~ I
Staff will be asking the City Engineers to check the availability of MSA funds for the Arden
Hills portions of the project including, possible signals with EVP and a trail. I
Recommendation
Staff recommends approval of the Cleveland A venue County Road F Intersection reconstruction I
with no sidewalks, but an eight (8) foot bituminous trail connecting the intersection with the
existing trail ending on Glen Paul, understanding that Arden Hills would pay for this trail from ..
park funds, if MSA funding is not available.
Staff also recommends the EVP system be added if signalization becomes part of the project if I
MSA funds apply to EVP systems.
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I Vnlome II, No. I ..-------.- -.--.-- ---- --'--
F1broary 1996
I Construction Update
.-
Arden Hill.
, l'ONSUlmNG E~GJNEERS
I Resident Input Sought On
I 1996 Street Improvements I
[
As part of this year's Arden Hills street im- In preparation for this year's improvements,
I
provement program, staff from MSA Con- soil borings and preliminary topographic surveys
suiting Engineers will be on-site to evaluate design have already been completed. This information,
I options and gather further information from along with that gathered from the public next
residents concerning drainage, driveway and week, will be used in the engineering plans now
landscaping issues on streets slated for Teconstruc- being prepared for the coming construction
I tion this year. Residents season. Your input is
of Pascal Ave., Oak important now, so that I
Ave., Ridgewood Court, Site Visit Schedule all items can be con-
,. McCracken Lane and sidered as these plans
Eide Circle who wish to Pascal Ave. Wednesday 2121 3:30 pm are put together.
I alert the engineers to Oak Ave, Wednesday 2121 4:15pm Residents can expect
specific concerns work to begin some-
should check the boxed ,I time this June.
Ridgewood Court Thursday 2122 3:30 pm I
. schedule fOT the date McCraCken Lane Thursday 2122 4:15pm
and time of the site visit Eide Circle Thursday 2122 S~OO pm The city is also
in their neighborhood. investigating the
I possibility of recycling
Project Engineer old pavement in-place
Greg Stonehouse will park his white Dodge Ram in some areas, versus complete reconstruction.
. pickup at a central location on each street during Recommendations regarding this issue will be
the specified time period, and will be available to presented to the City Council at their meeting on
speak with interested homeowners. The truck will February 26. Residents with input on this issue or
, be marked with signs identifYing it as an MSA who would like to learn more about it are encour-
Consulting Engineers' vehicle, aged to attend. .
I
I aa aa
aa aa
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I
l-t:.b-::"b-l'396 09:.::::u ---~[n,L1'::::
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IOIUmc fl, 110. r I
7671 0... z.-
post-it' Fa>< Note
Fro""
To I
CoJDept -l-\I~ CO. tt15A
COI pnone It pn"". alD4'-1-
Fax#'
Fa'X lit I
A r de n -H ill.
fONSU"TING E~GINEERS I
Resident Input Sought On I
1996 Street Improvements I
As part of this year's Arden Hills street im- homeowners. The truck will be marked with signs I
provement program, staff from MSA Con- identifying it as an MSA Consulting Engineers'
suIting Engineers will be on-site to evaluate design vehicle. I
options and gather further information from
residents concerning drainage, driveway and In preparation for this year's improvements,
landscaping issues on streets slated for reconstruc- soil borings and preliminary topographic surveys ,
tion this year. Residents have already been
of Pascal Ave., Oak completed. This I
Ave., Ridgewood Court, Site Visit Schedule I infonnation, along
McCracken Lane and with that gathered
Eide Circle who wish to Pascal Ave. Wednesday 2121 3:30 pm from the public next ,
alert the engineers to Oak Ave. Wednesday 2121 4:15 pm week., wi 11 be used in
specific concerns the engineering plans I
should check the boxed Rldgewood Court Thursday 2122 3:30 pm I now being prepared
schedule for the date III ~eCra~ken Lane Thursday 2122 4:15 pm I for the coming con-
and time of the site visit Thursday 2122 struction season. Your I
5:00 pm
Elde Circle
in their neighborhood. input is important now,
so that all items can be
Project Engineer Greg Stonehouse wll! park considered as these plans are put together. Resi- I
his white Dodge Ram pickup at a cemrallocation dents can expect work to begin sometime this
on each street during the specified time period, and June. . I
will be available to speak with interested
I
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. ._u.... -....- --,. ... -.. . ., -.,. I
I
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