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Home My WebLink About1996 [06] Jun 06 {Book 09} ·'~ F// €- &¡¿p v~ CITY OF ST. JOSEPH CITY COUNCIL MEETING June 6, 1996 - 7:00 P.M. 21 First Avenue NW P.O. Box 668, AGENDA St. Joseph, MN 56374 (612) 363-7201 Fax: 363-0342 1. Call to Order 2. Approve Agenda MAYOH Donald "Bud" Reher 3. CONSENT AGENDA a) Minutes May 16 and May 22 b) Watab Creek Deer Hunters Gambling Exemption Permit. CLERK! c) First Responder Certification - Police ADMINISTHATOH d) Liquor Licenses Rachel Stapleton 4. Bills Payable & Overtime and Callouts COUNCILORS 5. Mayor Reports Ross Rieke Bob Loso 6. Council Reports Ken Hiemenz Cory Ehlert 7. 7:30 P.M. - City Engineer Reports a) 12th Avenue - ROW Issues . b) St. Wendel Township Sewer Study 8. Local Performance Measures 9 . Buffer Zone - Ellen Wahlstrom 10. 8:00 P.M. PUBLIC COMMENTS 11. RECESS 12. Pond View Ridge Addition Phase 3 & Phase 4 - Rick Heid 13. Policy Review a) Funeral Policy for Law Enforcement b) Use of accumulated holiday hours 14. Clerk/Administrator Reports a) Dog Control b) County Board of Review - Final Report c) Noise Violation d) Workers Comp Coverage Increase e) Broken windows - Police Office f) Well Closing Grant Received g) Other Matters of Concern - 15. Adjourn - ~._~ .'\ ! I . MEMORANDUM Date: May 31, 1996 From: Rachel Stapleton To: Honorable Mayor and Members of the Council Subject: Council meeting June 6, 1996 ------------------------------------------------------ 3. CONSENT AGENDA a) No corrections were received for May 16 minutes. b) Copy enclosed. c) Information enclosed. d) You will receive a listing next week, of the liquor license applications for July 1, 1996 through June 30, 1997 for liquor establishments in the City. . 13. These are items from the last meeting to give the Council time to think about. The Personnel Committee may recommend on the use of holidays within 30, days. 14 a. One of our citizens recommended stronger control of dogs and cats in our City. He also recommended raising the license fees and charge more for un-neutered or un-spayed dogs or cats. He recommended charging less spayed or neutered dogs owned by citizens over age 65. This would be advertized in the paper. Your thoughts on this matter. (Some time ago there was interest in controlling cats, but the League advised, because of their nature cats are difficult to control. 14 b. Copy enclosed. 14 c. Copy enclosed on this first violation. 14 d. LMCIT has increased the Workers Comp coverage to now pay the cost of diagnostic testing under some conditions, for employees who have been exposed to certain defined infectious diseases, i.e. some hepatitis, HIV, AIDS, and tuberculosis. - 14 e. During the altercation on College Avenue on 5-25-96 someone broke three windows on the Police Department - Offices facing the alley. ~,.,., I> . . 14 f. Dick Taufen made an application to Stearns County for a grant for closing a well (Well Number 1) , and received $1,163 for it. Also included in your packet is the preliminary official statement for the bond sale. It has been postponed until June 11 at 4:30 P.M. O'ther items in packet are ~QR. 6'(--<2" s;r:4-~ ~~ Mike & I will be on vacation next week, Monday through Friday, (Council policy requires Department Heads to notify Council when we will be gone more than two days). Judy will be 'handling the Council meeting. John Scherer will be at the June 20 meeting. Agenda items include Tobacco Ordinance, Community Events Sign, Outdoor Liquor Special Event Permits. . - - _...-.. , I . Pursuant to due call and notice thereof the city Council for the City of st. Joseph met in special session on Wednesday, May 22, 1996 at 5:00 p.m. in the st. Joseph City Hall. Members Present: Mayor Donald "Bud" Reber. Councilors Ross Rieke, Bob Loso, Ken Hiemenz, Cory Ehl ert. Deputy Clerk Judy Weyrens. Others Present: Ellen Wahlstrom, Bob Wahlstrom, Jim Graeve, Mary Ann Graeve, Joe Bettendorf. Bid Award - East MN street Improvement: City Engineer Joe Bettendorf presented a tabulation of the bids as opened on May 15, 1996 for the East MN street Improvement Project. Bettendorf stated that he has reviewed the bids and is recommending the Council award the bid to the low bidder, Mid-Minnesota Concrete and Excavating, in the amount of $I,100,799.58. Loso made a motion awarding the contract to Mid-Minnesota Concrete and Excavating for $ 1,100,799.58, as recommended by the City Engineer. The motion was seconded by Rieke. Ayes: Reber, Rieke, Loso, Hiemenz, Ehlert. Nayes: None Motion Carried 5:0:0 . Bettendorf stated that the project will begin on June 10 and be constructed in three phases. The phases are as follows: Phase 1: 91st Avenue to CR 133/7th Avenue Phase 2: CR 133/7th Avenue to 4th Avenue East Phase 3: 4th Avenue East to 1st Avenue East The contractor has been informed that before starting a new phase, the phase under construction must have all the underground complete and first grade of gravel must be in place. Phase 2 of the construction includes the site improvements to the Roske Property. When the project is completed the site for the fire hall will be to grade and compacted. Loso questioned whether the contractor will be installing the walking trail in Brian Klinefelter Memorial Park during the reconstruction of East MN street. Bettendorf stated that he is still in the process of finalizing the numbers and will be meeting with the contractor to discuss the inclusion. Drainaqe Easements - Pond view Ridge: st. Joseph Enterprise is requesting to be reimbursed expenses for planting the area adjacent to MN street that will be used for a holding pond. When it appeared that the East Minnesota street project may be delayed st. Joseph Enterprise allowed a local farmer, Bechtold Brothers, to plant the area with corn. The Enterprise association is requesting - $125.00 per acre. Bettendorf stated that the City received the right-of-way and easement at no cost. Rieke made a motion to - reimburse the Bechtold Brothers $125.00 per acre for the time and materials lost due to the need to construct the holding pond this , . year. Further, the City shall cap the reimbursement to the equivalent of five (5) acres or $625.00. The motion was seconded by Loso. Ayes: Reber, Rieke, Loso, Hiemenz, Ehlert Nayes: None. Motion Carried 5:0:0 12th Avenue: The Council discussed the proposed 12th Avenue corridor and the property acquisition needed. Those present agreed to have the st. Cloud Area Planning Organization review the need for the northerly extension of 12th Avenue and the anticipated type and amount of traffic that would be coming through the already developed portion of 12th Avenue. The Council also discussed what impact the re-aligning of County Road 133 has on 12th Avenue. As the Council realizes the need to obtain the right-of-way for 12th Avenue, Bettendorf was authorized to meet with the property owners to discuss their concerns. Park Refriqerator: The refrigerators at the park are in need of replacement. Public Works Director Dick Taufen received a replacement cost from Central Appliance Recyclers for $240.00 plus tax per refrigerator. Rieke made a motion approving the purchase of two refrigerators for the parks at a total cost of $511.20. The motion was seconded by Hiemenz. Ayes: Reber, Rieke, Loso, Hiemenz, Ehlert . Nayes: None. Motion carried 5:0:0 Adiourn: Loso made a motion to adjourn at 5:30 p.m, .: seconded by Hi emenz . Ayes: Reber, Rieke, Loso, Hiemenz, Ehlert Nayes: None. Motion Carried 5:0:0 ?f~Yw:;!~ /Deputy Clerk - - - LG220' For Board Use Only Rev06/95 . Minnesota Lawful Gambling Fee Paid . Application for Authorization for an , Exemption from Lawful Gambling Licensè' Check # Initals Date Reed . Organization Name Watab Creek Whitetails Chapter/ Previous lawful gambling exemption number Minnesota Deer Hunters Association Street City S ate Zip Code County 632 Wilson Ave NE St Cloud MN 56304 Stearns . Name of Chief Executive Officer of organization {CEO} Daytime Phone number of CEO First Name Last Name Richard Olson ( 61~ 251-0443 Name ot organazation I reasurer Daytime Phone Number of Treasurer First Name last Name Greg Studer (612) 255-0929 d.' Check the box below which best describes heck the box that indicates the type of proof attached to this application your organization by your organization: D IRS letter indicating income tax exempt status D Fraternal CFertificate of good standing from the Minnesota Secretary D Veterans of State's office /;JA charter showing you're an affiliate of a parent D Religious nonprofit organization [XJ Other nonprofit Oroof previously submitted and on file with the Gambling Control Board Name of Establishment where gambling acti~ity will be conducted LaPlayette Bar Street City State Zip Code County 19 North College Ave· St Joseph MN 56374 Stearns ~ Date{s) of activity {for raffles, indicate the date of the drawing} . September 11, 1996 Check the box or boxes which indicate the type of gambling activity your organization will be conducting D Bingo [X] Raffles D Paddlewheels D Pull-tabs D Tipboards ~.~ - ' . 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'.' ""'.' "'>""",,"',c*'",~~~Y"'I""";-''-'''';F;-'"'T'Y>''''»'~'Iz" UOI :JISl.Jn y; UøUJUJaAO.. pO." fU .j ~:J..Oi'; N~ "..' "/··~'ª"i~;'.~,,·<:,;ßG~t'~-·'('·>·n\+n'T:~f$'~ft.~'Yft·IJtf.~···~10:}0*,~~!! POLICE DEPARTMENT BRADLEY J. LINDGREN, CHIEF OF POLICE . BOX 268, 25 N.W. 1ST A VENUE ST. JOSEPH, MINNESOTA 56374 lEOUCATlONAl CE.NTEn OF CENTRAL IoIIHNESOTA (612) 363-8250 EMERGENCY 911 1 DATEr. I'\(.:)Y pø~ :I. 9':3(:,) TO :: ST JOSEPH CITY COUNCIL F ¡:;: 01'\ :: CH I EF L. I \',IDG¡:;:EI',I SUBJECT :: 1ST RESPONDER RECERTIFICATION DE(':)R COUNCIL MEMBERS~ EVERY OTHER YEAR OUR DEPARTMENT NEEDS TO BE RECERTIFIED AS 1ST RESPONDERS~ (EMERGENCY MEDICAL TRAINING) ",IE HA"IE (.:) GR(':)NT THAT PAYS FOR THE COST OF THE TRAINING~ ~;ßí:.~~':;. øø" THI~:; GRANT MONEY HAS TO BE USED BY JUNE 30, 1996" I A 1'1 I t, THE PROCESS TO SEE IF THE TIME FR(':)ME C(.:)N BE EXTENDED~ BUT I t, EITHER C(.:)SE WE NEED TO ATTEND THE TRAINING TO BE CERTIFIED" . THE nUESTION IS~ (':)ND I AM NOT SURE IF I NEED THE APPROVAL TO SCHEDULE THIS TR(':)INING, IF SO, 1'1(,¡Y I H('¡VE THE ('~PPF;:Olj('~L " THE L.ENGTH OF THE CLASS IS 16 HOURS, DEPEt-IDII·,IG 01·,1 WHO IS SCHEDULED TO WORK DURING THE TRAINING, (,¡I\ID THE TII'IES OF THE TRAINING~ THE AMOUNT OF (.:)CTUAL OVERTIME OR COMP TIME WILL VARY ACCORDINGLY WITH EACH OFFICER" SH'ICEr~:ELY ~ ~~~IP"·.I~'r·11 . ··..f·· ._ ::. II _. '\ "t:I'''' ::. \ CHIEF OF POLICE . " , - , Jl]J Bonestroo BonestroQ, Rosene, Anderlik and Associates, Inc. is an Affirmative Action/Equal Opportunity Employer . Principals: Otto G. Bonestroo, PE. . Joseph C. Anderlik. PE. . Marvin l. Sorvala. PE. . Rosene Richard E. Turner. PE. . Glenn R. Cook. PE. . Thomas E. Noyes. PE. . Robert G. Schunicht. PE. . Jerry A. Bourdon. PE. . Robert W. Rosene. PE. and Susan M. Eberlin. C.P,A.. Senior Consultants . ~ Anderlik & Associate Principals: Howard A. Sanford. PE. . Keith A. Gordon. PE. . Robert R. Pfefferle. PE. . Richard W. Foster. P.E. . David O. Loskota. PE. . Robert C. Russek. A.I.A. . Mark A. Hanson, PE. . Michael T. Rautmann. PE. . Ted K.Field. PE. Associates Offices: St. Paul and Rochester, MN . Mequon. WI Engineers & Architects May 29, 1996 Ms. Rachel Stapleton City Clerk-Administrator City of St. Joseph P.O. Box 668 St. Joseph, MN 56374-0668 RE: St. Wendel Township Sewer Service Interest Dear Ms. Stapleton: . Thank you for the opportunity to meet with you and Joe Bettendorf on May 20, 1996. We appreciate your sharing of your time and information about St. Joseph's Sanitary Sewer System. I am writing this. letter to formally request you to discuss with your City Council the feasibility of St. Joseph providing sanitary sewer service for the Lake Rassier- Watab area of St. Wendel Township. We are studying the technical and political feasibility of providing sanitary sewer service for a limited area of St. Wendel Township around Rassier and Watab Lakes. We are investigating several options which include the City of Sartell, City of St. Cloud through St. Cloud Township, building their wastewater system, the City of St. Stephen and the City of St. Joseph. There are about 200 homes now to serve around the Lakes with the potential for growth over the next 10 to 20 years. The attached summary sheet shows two possible service scenarios if sewer service becomes available. Service through St. Joseph could be realized on a temporary(lO year) basis or long-term depending upon the availability of service directly to the City of St. Cloud in the next 5-10 years. The apparent best long- term solution appears to be to go directly to the City of St. Cloud as services are extended into the former St. Cloud Township west towards St. Joseph and St. Wendel. Please call me if you wish to discuss this further once you have consulted with your City Council. I can be reached at telephone number 612-604-4892, if you have any questions or concerns. Thank. you again for your generous help. ~ - 2335 West Highway 36 · St. Paul, MN 55113-3898 · 612-636-4600 ~ > , . Ms. Rachel Stapleton . Page 2 May 29, 1996 Sincerely, BONESTROO, ROSENE, ANDERLIK AND ASSOCIATES, INC. 1f~J . j~ - Frederic Stenborg, P.E. Project Engineer cc: Joseph Bettendorf, SEH St.Cloud Office TEN BRA File 52601 . - - .' . . . Summary of St. Wendel Sanitary Sewer Needs for RassierlWatab Lake Area - BRA File 52601 Wastewater flow projections were estimated for two growth scenarios for the sewer study area of St. Wendel Township. The first is based on the assumption that the sewer will support a 2% growth rate for the study area. 2% represents the St. Cloud Area metropolitan average growth rate since 1970. 2% could be considered a conservative rate which will allow a tightly controlled expansion of sewer development once sanitary sewers are built. It also allows sewering of existing homes as sewer growth occurs. The second scenario assumes a growth rate of 5% or 24 new sewered homes per year. This could be possible if development of adjacent large land tracts is allowed by the Town Board. Once sewer is available, development pressure is likely to follow. The 5% rate is representative of growth in communities near the Twin Cities which have become sewered in the last 15 to 20 years. . S. Hhs @ S. Hhs @ Flow @ 2%(gpd) Flow @ 5%(gpd) 2% 5% Existing 200 200 50,000 50,000 2006 310-380 480 78,000-95,000 120,000 2016 440-480 680 110,000-120,000 170,000 Frederic J. Stenborg P.E. Bonestroo, Rosene, Anderlik and Assoc. Inc. - - - - . MINNESOTA Department of Revenue Property Tax Division Mail Station 3340 St. Paul, MN 55146-3340 . Phone (612) 296-5141 Fax (612) 297-2166 April 22, 1996 TO: ALL CITY CLERKS, ADMINISTRATORS, MANAGERS, AND FINANCE DIRECTORS RE: CERTIFICATION OF LOCAL PERFORMANCE MEASURES FOR LOCAL PERFORMANCE AID PAYABLE IN 1997 Laws 1996, Chapter 471, Article 3, Section 48 provides for a new state aid for all qualifying counties and cities beginning in calendar year 1997. This new aid is called Local Performance Aid (LP A). In order to qualify for this new aid, your city must have a system of performance measures for services provided by the city, and must regularly compile and present these measures to the city council at least once per year. If there is currently no system of performance measures in place, your city may still qualify for this aid if it is in the process of developing and implementing a system of performance measures. However, eligibility based upon being in the process of development may not be used for more than two consecutive years. . For the purpose of the enclosed certification form, "in the process" may include having the subject of performance measures on the agenda of the city council. The city should then use the time period betweenthis year's certification and next year's certification to develop basic measures such as "workload," unless it has already moved beyond this stage. The second year of "in the process" must be used to move to a higher level of performance measurement, such as measuring efficiency and effectiveness. All cities should be able to qualify to receive LP A in the first year of the aid program. This new aid will be determined as follows for calendar year 1997: The total amount of aid available for cities is $441,735 plus $1 times the most recent population of each qualifying city. A per capita aid amount is then determined by dividing the total aid available by the total population of all cities that qualify for the aid. Each qual~fying city would then receive an aid amount based on its population times the per capita aid . amount. It should be noted that the $441,735 is appropriated from the general fund, and the additional amount ($1 times the most recent population of each city) is a permanent reduction in each city's homestead and agricultural credit aid (HACA). The HACA reduction applies whether or not the city is eligible to receive LP A. Distribution of this new aid will be based on yearly certifications for each qualifying city. Cities will be required to submit an annual certification in order to receive LP A payable in calendar year 1997 and subsequent years. LP A will be paid in two equal installments on July 20 and December 26 of each year, beginning in 1997. Qualifying cities will receive a certification of their 1997 LP A by - July31,1996. - (continued) An equal opportunity employer TDD: (612) 215-0069 - t . Page 2 As mentioned above, your city may qualify for LP A by (1) having a system of perfonnance measures in place, or (2) by being in the process of developing and implementing a system of perfonnance measures. If your city qualifies for LP A by either criteria, and your city wishes to participate in the distribution of this aid for calendar year 1997, your city must fill out the enclosed certification and return it to our office by June 30, 1996. Please note: if our office does not receive a certification from your city by June 30,1996, your city will not be eligible to receive this aid in calendar year 1997. If you have any questions regarding the completion of this fonn, please feel free to call me at (612) 296-5141. Sincerely, -- ---- ~r Research Analysis Specialist Property Tax Division Enclosure . - - '. ~ f Z - ~ N . 3 . I'D ~ -. - 0 ß) 0 g¡ g Z ~-i 3;::: ~Rg 0. 3 -. 0 -. :r "0 :T CD (/I 3 ï <C CQ -. - CD ß) ~ ::> S' -. tf CD3 ^' CD ....CD '< ;. "C ~ .. 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'" CD - (1)~ "'3 -.::!I 'CI ... ß) ~ 0 .., II> A) - 0 Cþ ::J (/I...J 0 (f):: '< ~ ê:::s. a. _CD ê-. g(f) A) S» 3 g '< Q. g ~ £ C'" ::s C" II> -i ~ 5' _. _ (') ~ @ s» - <c g () CD ,...,. >< 0 (,r) _. ~ c ~~ :::s 3: II> .i:' go -CD ~ ëij' 3 en U) S» o õ' ~ U) f/) Q ::s "tJ ..., c: ¡¡¡ - II> ... o C' ~ CD r+ '< ;:.. ~ en s:: ;j ::s ~ Cþ ~ ~ ~ ~ 6i - m m (1'1 - ,^ en (1'1 <0 w ~ <0 ~ ~ w o -. w ~::s ~ I'D 0 ... "tJ C. ~ Cþ 0 ... = - ( o .. ... - '< z z ~ 000 ~ s:: N ... ø Q) " , -. (1'1 ~ t ~ - o C' Cþ . ,... ~ "; , ~-, t - . Andy Dawkins Min t State Representative neso a District 65A House of Ramsey County Representatives , IN Anderson.' Speaker COMMITIEES: T~XE~~~\CE CHAI.R: SALES AND INCOME TAX DIVISION; JUDICIARY; HOUSIli.G; CAPITAL INVESTMENT April 15, 1996 Mr. Gary carlson . League of.. Minnesota- 'Cities 145 university: Avenue West st. Paul MN 55103 Dear Mr. Carlson: .ThiS is a follow-up to our meeting on April 11, ~996, during which I told you I would be happy to put in writing what I told you at the meeting. As the chief,author of the "Local Performance Aid" provisions of this year's omnibus tax bill (H.F. 2102, Article 3, Sees. 48 and 49), I want· to be clear that my intent is that every city and every county qualify for performance aid for calendar year 1997. The threshold to qualify is. very low: "affirm that it is in the process of developing and implementing a system of performance measures. II So long as a city councilor a county board has this as an item on the agenda prior to June 30, 1996, that city or county will qualify for performance aid'. In fact, any city or county that presently tracks "workload input" (see enclosure) has already begun the process of developing and implementing performance measures.. ,In other words, if a city or county tracks the number of employee houts worked, number of applications processed( tons of .garbage collected( number of police arrests, etc., that city or county qualifies (again, see enclosure) . Or stated another way, how difficult is it to keep track of the number of accidents in the jurisdiction which can be attributed to icy or slippery streets? However 1 I also want to be clear that t"lY intent is that cities anà counties will make a good faith effort over the course of the next year to move beyond simple workload measurement and get to the next levels of --rerformance measurement in due course (again, see enclosure regarding _ eff ìciency measures ( effectiveness measures, and producti vi ty measures. ) 783 Chër:es Avenue, SI. Paul. MInnesota 55'04. _ (6121 ::::::~-62ìO Slate Ol::ce Build;ng, 100 Conslltu!!On Ave, S:. Pau:. MIr.'~SOt2 55155,1298 ,t:: 1"" - - - =,- ,. . .. . ; I. As you know, the fin~l report of the Local Government Aid Distribution and Government Service Delivery Subcommittee included an Appendix C which had examples from Minnesota cities and counties that already have performance measurement in place. Please have your jurisdictions refer to that appendix for examples of what the legislature is expecting. Finally, as I also explained at our meeting, it- is my intent to reconvene the Local Government Aid Subcommittee (referred to above) prior to the start of the next legislative session to determine what will be in the 1997 tax bill.·regarding standards for local performance aid and that it is my hope that the 1997 legislature will appropriate $200 million for the next round of performance aid, but this will only happen if cities and counties make a good faith effort to. meet- the . legislative intent contained in the 1996 tax bill and this letter. .- Please call me with any questions you might have, and I thank you for your cooperation in disseminating this letter. sincerely, ~~~. . \? Andy Dawkins state Representative AD:BF - - '-<' f" .. '. ~ "J .. . EN¿tDS't.<.R-£ - ~ . . = oMÒ ~b fLu cftart, RaWe'le¡:, are wr,f.1cd. lœ tO~.Ld outputs, . acknowledge the potencial benefits of perform1nce me:uure- It· oØt1to:.lh~. VL ¡.x:Lfõrma:nG:~ ~mlt¡ ÙUEt teww pIUlnin~. er~¡" ment and &equendy report moré tha..~ "llCÜmenwy symm.s in ¡~ '. .l.rìo¡:¡ù £mICCtll', ¡rid. mlftag¢m¢R.t proc~m's {NC¡" T PP..A, opencion in their jurisdiction. détailed invesrig2.cion often astS I . :u. ~ doubt on the number of such systems being chimed 1nd on it rhetoric dtclaring dediQcion to the perfomunce me2SUfCl11cm -{ - enterprue. :1 Modest Use of Performance ¡¡ More th411 h~f of the cities 1nd ~unties responding to.a i! Measures or Standards t 1971 survey reported using efficiency 4lld effectiveness m~- I . Performance measures generally may be placed in one of suees i~ the budget p:occss (Winnie, 1972). Five y~ ut.er. 1\] (our ç,are:gories: workload. efficiency. effectiveness. or produc- appronnu.tdy two-clmds o~ all ropond:~ts made th7c cla.lm JÍyí.~ :nr~çurcs. WE measures prov~de ?asic counts of (Fukuhm. 1977). Two-thlC(i~ of.the Cltles mponcün.g t~. a activities or efforts e.g.. number pf :lpphcmons processed. 1982-83 survey reported engagmg 111 perform411ce morutonng II libmv visits or tau.! circu1atio":. tQI1S of vrb~e collected, num.-_ :.nd. 58 p«c7nt ~e~~ed that performance me:uures made. a " I ber of police mests). These r2.W numbers may be cnin.ined maJor conmbut1on In evaluanng program performance (POIS- ~ral r:porrin.g periOds to idencify crends or sométimesrer 4lld McGo~, .19.84). The. respons:s to a 1 ?87 survey . --¡ combmed Wlth other tUU to form more reYeWng indi. . prompted the OptunLSt1C declm.t10C1 thac substanWl peCWlt- ::ttors of effiåcncy or effectiveness. Efficie~ measures reflect: ages of mun.iåpal jurisdictions are using perfomunc.e indicuors :he rdationshi between the" uantí 0 ts and the in 2. varict}' of functiorWate2S and...utilizarion of these kinds of .mount 0 re:sources consum m their production or delivery mC2.Sures incr~ed 2.t le:ut incrementally during the decade ~., unit costs or~[nployee.hours eer-park acre mowed). bding to 1988" (poister and Streib, 1989¡246). Other ~ ~ecriveness mC2SUCCS ~ servi uali or the œent to similWy reported cWms of widespt:ead use, although in a. few 'ch objectives m met (e.g., ~t of reference ques· ~, ~tages we~ more modest (Cope. 1987 and 1992). ons answered, C1C cion per apita, re~ered pa.crons asJ A more mrealing glimp~ of the status of performance me:¡- ercemage of tou! population). ~vitY me:uures combine suronem rn;.y be gained. however, noc simply by asking loa! fuJcncy wd dfcaiveness in :z. sin e 111 . Qtor. officUls to offer :z. sdf·assessment of perfomunce me:l.Suroncnt - Despite intermittrot d.aims to the controy' by Joel govern-. applicWons but i.n.ste:¡d by t"I':!miniog rocvant documents. In .et1t officials. most: åùes and counties pb.œ limited emplwis one such c:uminacion ofb~ and other fin;.ncW documents I and nuke litcl:: ~ of perfomw1ce me:uu.res (Downs 4lld of 30 leal governments repo~ed by the Urban Institute in rkey. 1986; Epstein. 1992).2 Although many officials 1971,77 ¡x:¡ttnt were found to present work1o~ <ku, 23 per- :w)[ning the l1u&q1UÒð of Pafocm.ana: Mcuuttmalt in loc-:I1 Govaumcnt 41 - - . J - , . ) 4IÞ -78- APPENDIX C Examples of how local governments are beginning the process of performance measurement. These examples come from Hennepin County, Ramsey County, and the City of Woodbury. Based on these examples, performance measurement can be describèd as follows: Performance measures and outcome measures represent attempts by 4IÞ governmental units to objectively describe the results or outcomes of an activity vis-a-vis the resources utilized in performing the activity. outcome measures are concerned only with the results, or outcomes, of an activity, while performance measures are concerned with both inputs and outputs. outcome measures can range from the simple to the highly detailed: simple Number of clients served More detailed Number of clients served successfully Very detailed Number of lane-miles maintained to a specified standard In a budgeting system, goals for a governmental agency can be expressed in terms of attaining a desired level of an output measure. To be of greatest benefit, performance or outcome measurement should be done consistently over time to allow for year-to-year comparisons. There is even greater benefit if the measures used are somewhat standardized to allow for comparison between jurisdictions. . . . . A GUIDE TO THE HENNEPIN" COUNTY ,.~ MANAGEMENTA CTlVlTY TRA CKING SYSTEM . . . - - PREFACE During the past two years, we LT1 Hennepin County have worked hard . to institute initiatives that will enable us to meet the challenges that face us as we move toward the twenty-first century. Three crit.ica.l areas of . management that we have emphasized are strategic planning, performance measurement 8.nd process improvement: It is critical that we think strategically about where. we want to go and how we will get there. The Hennepin County Board of Commissioners have adopted a mission and vision for the county. Our. department and countywide strategies help provide the means by which we 'achieve that mission and vision. It is important to measure our oerformance in achiev~ results. Performance measurement information is most critical to increase program effectiveness and to improve program operations. We ask that the concepts of thoughtfulness, utility, and credibility guide the development of outcomes. It is imperative that we improve our work processes to improve efficiency. We need to identify non-essential steps or processes that do not add value to services or products, and to look for ways to streamline and expedite work. . Excellent work has been done in implementing. these management systems. The Management Activity Tracking System provides the m~ by which we can communicate these efforts with each other, with the Hennepin County Board of CoÍn1IlÌSSioners and with the broader community. I appreciate the innovation and creativity that is occurring throughout Hennepin County. I look forward with pleasure to learning about the strategic pla.nD.ing efforts, performance measurement development aDd utilization efforts, and process improvement 'efforts as they are initiated throughout county government. 'Thank you for all of your good work. James M. Bourey County Adm.in.istrator June 15. 1995 - - June 15. 1995 - Page: iii , . . ·PART I - THE MANAGEl\1ENT ACTIVITY TRJ\CK!l'¡G SYSTEM WHAT IS MATS? The Management Activity Tracking System (MATS) provides a single reporting vehicle for three critiCal areas of management: ~- - -. - .- - .. ,.~ · departmental strategic plan implementation · perfonnance measurement and episodic .evaluation outcomes · process improvement efforts . . . The information to be .<:n~~into this system is primarilY textual rather than statistical. Information from MATS will be used by Administration and the County Board of Commi~ioners to monitor . progress in implementing str,ategic plans, measurement systems and . process improvement. Information from MATS will also be shared across departments. WHAT IS AN ACTIVITY? The organizing component of this tracking system is an -activity. - An ~ctivity can be a program,·project,or process for which an outcoÍne (or ou~mes) is defIned and measured. Each project ina department's strategic plan is an activity. When a strategy stands aloœ, that is, it is not comprised of projects, the strategy is an activity. We recognize that Ot;l~mes have not been defIned for all projects in the 1995 strategic plan. Despite the lack of defi.Òed. outcomes, the projects will be considered activities for purposes of the 1995 MATS entries. We expect outcomes to be defIned for projects in 1996 strategic plans. .,. J Activities can be defmed and categorized in many different ways. How 2ctiviÖes are defmed is based on what is most useful to departments and their managers. For example: - . A human services department may d~fme an aCtivity as a - single comracted progI"2lI1 for which client outcomes v been established. June IS, 1995 - Page:: 1 , , . Another human ,services department may define an activity as including all supported living services . contracts as long as the contracts have common outcomes. .. A service agency may define an activity as staff support for taSk forces. , . A public works activity may be the capital improvement program process. A useful concept in defining activities is the kvel of aggregation of the activity. A single program isa lower level of aggregation than a group of programs. A step in a planning process is a lower level of aggregation than the entire pl¡µming process. One of the most important management tasks is defIning activities at levels of aggregation that are conducive to useful and credibl~ outcomes. It is not u~common for departments to track activities at multiple levels of aggregation. For example, a human services ageD:)' may track each of five similar programs separately to determine the effectiveness of each of the five. The agency may also aggregate the five programs in order to examine effectiveness in the programmatié area. . MATS provides for tracking acûvities at multiple levels .of aggregation when it . is useful for managers to examine activities at different levels of aggregation. QUARTERLY DATA ENTRY InfoGnation will be entered into the tracking system aDd forwarded tc Admini5tration on a quarterly basis. lnforrMtiori onproj~ in depar mlental strategic plans will be updated quarterly so that progress in implementing those projects can be monitored. Following each qwrter, MATS information will be forwarded to Administration by the end of the subsequent month. MATS will commence with information that is current as of June 30, 1995. Thus, departments will enter and forward the data to Adm..in.istration for the fIrst time by July 31, 1995. Data for the next quarter (July, August, :md September of 1995) will be entered and forwarded to Administration by October 31, 1995. Initially, the only work activities that will be entered will include: - . projects as defined in the strategic plan - - June l5, 1995 - P3.þe: 2 , . . . . . work;activities for which outcomes have been defined or revisited using the framework for performance measurement and evaluation . work activities to which process improvement effortS hive been applied, andfor which outcomes have presumably been developed Additional work activities will be added as, outcomes and process improvement efforts' àre developed.'; Major'inter-departmental . activities,· such as commuriity initiative projects and county,;wide strategies that a.readopted by the County Board of Commissioners will be included. in the system. Work activities are notstatic entities. We will discontinue some work ... ,¡ activities over time; we will add new work actiVities as we undertake new programs and projeCtS; we may redefine thè scope or level of aggregation of work activities over time: THE RELATIONSHIP AMONG. SrRATEG.IC PLANs, . PERFORMANCE MEÅSUREMENT AND PROCESS -IMPROVEMENT The relationship among the three' management tools of strategic planning, performance measurement and process improvement is , straightforward. · All activities will eventl.1al1v bave outcom~ qefined an4 mea.c;ures ÏIImlemented~ We ask that the concepts of though1ju1ness, 'utility and credibility guide the development of those outcomes. · Some activities will be part' of departmental strategic plans. We ask th.~t departmentaI strategies further the . counrywide and departmental missions and visions. · Som~ acthities or components of an activity will undergo prc;x:ess improvement effortS when there is a need to improve efficiency. The goal of process improvement is to 'identify non-essential steps or processes that do not add value to ~rvices or products, and w look for ways to st,·eamline and expedite work. - ~ June IS, 1995 - Page: 3 . DATA FrRT.ns Department(s). This is the place to identify the department that is . repo~g on the activity. Enter the two-letter department code, such as EA for. Economic Assistan:e, in the field. Multiple departments may be involved in the activity and all departments with a major role in the activity will be listed, with the entering/reporting department listed flISt. Separate codes with a comma and a space. Department codes can be found in Appendix B. < ' Division. This field is f9r designating the primary departmental area in which the activity takes place. Divisions will probably correspond to ~e department's organizational chart. However, the department can develop a different basis for defining divisions if it is useful to do so. We ask only that a department use a set of divisions consistently. 1be prefix to the division name is the two-letter department code, such as AS - Developmental DisabD..ities. ' Multiple divisions may be involved in an activity, and all divisionswith a major role in the activity wilfbe listed. Separate entries with a comma and a space. . Work Activity II>. The prefix to the ID is the two-letter department code, such as EA for Economic Assistance followed by a unique code (numbers and/or letters) assigned by the department. When the activity isa project in the departmental strategic plm, the project number will . be used following the prefix. Do not includ~ any spaces within an ID. This ID will be useful for se.1I'Ching the database and for calling up an activity from the database for editing or modifiCation. Work Activity Title. This is a brief descriptive title that can be used to provide listings of activities in the database and can serve as an index !<? the database when aœompanied by the work: activity ID. Work Activity Description. Enter a concise substantive description of the work activity. What is the scope and nature of the activity? What is the client population? What is the nature of the intervention? What is the nature of the process? Action Commitments and Community Initiatives. This section is designed to track the a!ignmeDt of activiti~ with four key county .commitments. The two community initiatives of School Human Services Redesign ?.nd Safe COIIunUI1Ïty are designed 10 !nck acth'ities iliat relate to these initiatives on a county-wide basis. The four specific commitments to Personal and Family Responsibility, Prevention and Early Intervention, Community Engagement and Accountability and Effectiveness cover many, but not all, areas of county responsibility and therefore some activities will not align with any of those four. - Similarly, many activities will not relate to the cwo community initiatives. It is not necessary to check any of these six box~ if the - June 15. 1995 . Page: 4 . . . relationship to each of the six is tenuous or absent. On the other band, some activities will relate to multiple areas, and each of ilie relevant six boxes should be checked. . Two additional fields are available in this section. One item asks whether the activity '. relates· primarily to departmental· operations. This item can. be ~hecked when a departinentconcludes that on-going operations is the best classification of the activity . It is not, however, neœssary tocbeck any of the seven boxes. The comment field can be used to discuss.or explain the activity, m relation to theSe items. The four action commitme~ts are described as follows: Personal and Family ReSponsibility. Traditionally, many of the Hennepin County citizens have needed the help of the cOunty for tbemsel.ves· òr their families. . However, to successfully proVide this help, the county will åSk its clients to.assume a greater responsibility for themselves and ·their families. County programs will be designed to enab1e Clients to help themselves, rather than relying on county employees or services. For those individuals within the justice system a greater level of . accountability "for their actions will be demanded Prevention and Early Intervention. In order to maximize effectiveness, cöunty programs will be redesigned to emphasize preventionov~r tre3tment. However, because the county must provide many treatment'and corrections facilities, these programs will be redesigned to prevent reoccurrences. Where prevention is not practical, programs will be rebuilt to intervene early in the growth of a problem to prevent rOOicaI and costly treatm~nts. Community Engagement. The COUIJty, by itself, cwnot rebuild families and neighborhoods that are ;decaying. However, the county will provide a leadership role in engaging the many communities that can, as a whole, revitalize its citizenry. These communities include: neighborhoods, business, ethnic groups, volunteer organizations, educational systems and other government agencies. Accountability and Effectiveness. The development and implementation of the Management Activity Tracking System is designed to monitor our activities with respect to accountability - and effectiveness by tracking strategic planning, perfonnance measurement and evaluation and process improvement. three - critical areas of mar.agement. Other specific activities that may relate to accountability and effectiveness are information system development. five year fma.ocial planning and account mg. June 15. 1995 - Page:: 5 . ., Stratetk Plans. Strategic plan reports contain three items. Pint, check a box if the activity is a project in a departmental strategic plan. . Second, enter the expected project ~letion date. Third, provide a brief narration of the progress made in the current quar~r. A coœJ.se paragraph or two should suffice for most progress reports. . The fIrst progress repon is due July 31, 1995 and should cover all activity on the project that has occurred through June 30. 1995. That repon will be entered in the 2nd Quarter field of the screen. Desired Outcome(s). Enter the outcomes that have. been defIned for the activity. Knowledge Base. It is helpful to articulate the substantive knowledge on which the outcomes and ·interim outcomes are based. For example, the desired outcome in a tiuancy prevention or early intervention activity may be increased school attendance because the reseMCh shows that school attendance isre1ated to graduation. which in turn is related to success as an adult. Relevant substantive .knowledge is found in state-of-the-art reSearch and can be drawn from creative ideas shared by colleagues in each field. Vat ue Base. In some situations the desired outCOme' may be grounded in values rather than, or in addition to. a knowledge base. For example. client choiCe is currently a strong value in the area of . developmental disabilities. .- When was· the Outcome Defmition Last Revisited. We expect outcomes to be relatively stable over t:ime. However. it is important to revisit outcomes period ically to ensure. that they are still appropriate to the program aOO to the mission. Revisiting also reinforces a results- based focus for the work teaÌIl. Number of Ot.1.tcome Indicators. Self-explanatory. List Outcome Indicators. Self-explanatory. When were Outcome Indicators Last Revisited. We expect indicators to chang~ more often than cutcomes. Indicators will change as the state of measurement a.OO data systems imp~ove. It is iI!J?Qrta.üt to revisit indi~tors regularly. OngoingfPeriodic or EpisGdic Me.asureme!lt. We are emphasizing the need for ongoing or periodic measurement of our activities. However. there is a valuable role for episodic measurement of Ihnìted duration to supplement ongoing or periodic measurement. - ~ June 15,1995 . Page: 6 : . > . Frequency of On2oing or PeriOO.ic Mea51.U'e1DeDt. The measurement may, for example, be daily, weekly t . or. monthly. It may be quancrly in the case of client monitoring, or it maybe at program entry and exit which may be approximately 12 months. Time Frame for Episodic Measurement. The time frame for the . measurement may be for the population that exited a program over an 18 month period .between January. 1 ~4 and July ...1995. Performance. Targets. Performance targets, or the standards you are trying to achieve, may be based on experiential knowledge, on past performance or on the performance of a similar activity. It is appropriate to develop baseline data prior to establishing performance targets. . Are InterimOut~omes Defined? Weare interested in results. With respecfto clients, that . means a change in cÍI'CUm$tance or situation (in child protection-a safe child, in job training--client employment). It is often useful to defIne and measure interim outcomes, such as completion of job training regimen or improved parental skills. These are not the desired outcomes but they are steps. toward that outcome. Information on interim outcomes can be used to better understand and . explain varying results and therefore to enable programs to be . improved. List Interim OutcomeslIndicatorsINumber of· Interim Outcome IndiCa~ors. Self-explanatory. Work Team Membership. The workof performance measurement is best accomplished by work ~ which are principally composed of those who operaœ ~ manage ac.tivitic;s. Most of that work should be done face-to-face so tMt issues and views are ralsed for all to bear and so thát consensus around outcomes can develop. list each work team member's name, position, and department. .. Contact Person on Outcome(s). Self~xplanatory. Contracted Agendes Involved, if any. Self-exp!anatory. Method of Data Collection. As perfonnance measurement data are developed. we want to ensure that these data can be accessed in the future for broader episod~c evaluations. That requires knowing the type of data that are available, knowing where those data are stored, and - kP.owing who to contact to access the data. In this field, provide a concise d(".scription of data collection design and also concise ~ description of specific techniques usea. such as surveys, use of treatment plans, examining official records, or self-report. June 15. 1995 - Page: 7 . Additional Dàta Sources Acœssed. This particularly rden to the secondary analysis of dau wherein dab collected for another purpose is I utilized for this design. For example, SIPS criminal justjce data may . be utilized in a design to ~ outcomes in various criminal justice agencies. Data coll~ted and stored for social services b~ÍDg and payments may be acc~ssed for programmatic perfonn.a.nce . measurement. Storage Medium for Data &to The chta may. for example, be stored on a mainframe, on a PC milor floppy disks or on paper. Location of Data Set. lOOicate the department and division where- the data is physically stored or the dep3rtment or division that can access the data if they are stored on a mai..nframe. Contact ~erson for Data Set. Self-e.xplana~ory. . Utilization Plan. Informaûon generated from 'performaru measurement is expected to be useful and to be used by managers. What types of decisions will be informed by ~ information? How is the information being utilized? I Process Improvement. Cbo:k item if process improvement tools and methods are applied toeI1har.:.e aspects of the work activity. Describe the Proœss Improvement Effort. Provide a concise . description of the scope of activity addressed by the process improvement methodology aM a concise description of the methods employed. OngoingfPeriodic or Eplsodic Process Improvement. . Indicate whether the methodology is imp iem~nted as a peI'II13.œnt feature for ongoing measurement of this activity or whether it is an episodic measurement. . Time Frame of Episodic Proœ:s:s Improvement. If the measurement is of events over a t.hree month period, indicate that time frame, such as March 1995 through May 1995. Contact Person for Process Improvement. The person to contact if additional information about the process improvement effort is úeeded. Key Words-Perfonnance Measurement Methods and Data ~ription. Indicate words that describe key aspeçts of the design and dat2., such as survey. treatment plan, longitudinal, follow-up. experimental, census, secondary analysis, Mulùple descriptors can be used. - ~ June IS, 1995 - Page: 8 . , . . Key WordrProcess Improvement Efforts. Indicate words that . describe key aspects of the methodology, such as flow charts, Pareto charts, fishbone chart. Multiple descriptors can bcused. Key Words-Activity. Indicate' words that descnõc the substance of the activity. Roads, chemical dependency, mentaJ .health, child protection, seniors, children, immunization, pre-natal, adolescents, circulàtion, job training, community service, truancy, and child support are examples. Multiple descriptors can be used. Relationship of This Activity to Others that are Reported at" á Different Level of Aggregation. . As noted at the beginning of this user's guide, managers sometimes find it helpful to ttack activities at different levels of aggregation. For example. it may be important to track each s~p in a process as well as the process as a whole. In the case of an activity involving more than one department, that over-all activity will be tracked, but a department may want to also track its part of the activity separately. This field is to be used to descn1>e how this activity overlaps with others that are reported at a different level of aggregation. Work Activity lD's 'of Related Activities. Indicate the work activity ID's of related activities th~t are reported at a different level of . aggregation. The prefix for the related work activity is -R" such as REA021. The Rprefix differentiates the related work activity from work activity !D's for retrieving and editing work activities. . - - June 15, 1995 . Page: 9 . . .. Funding Outc0l1tes' (Outcome6åsed Funding) Framework and Implications in Program 'and Budget" Processes . Ramsey County Budget Committee May 5, 1995 Pres~nted by Barbara E. RÇ!.ye, Director Policy, Planning & Organization Development - - Outcome Funding . Framework for Discussion Outcomes cOI'U'\ected to investment and/or fundmg is new language that: A. Combines some elements of pastthinking, B. Tries to respond to community and professional frustration, and C. Is a1i evolving process for deciSion making. It might also radically change how policy and funding decisions are made,'services are delivered and structured, and conununication to the public happens. . - - - . . The Big Picture Outcomes vs.Outputs Ends vs. Means ReSultsvs. Activities Community vs. Individual Whatvs~How·· . . Performance Accounting vs. Cost Accounting Quality vs. Quantity . Examples Human Services: Sèrvice Delivery or Community Health Infrastructurè: Transportation serves what end? P~blic Health.: Inspections/Disease Battered Women: Shelter /Violence - - Who is doing ,-vh.t{c,t . · Rensselaerville Institute - Harold Williams - OtÜCCt.;' ':c. FL'Tte5:t17 (book) plus consulting and workbook 2n~:1:·,,-;,¡·ì~'·J· f0" ~'_~ _"~.< " i~ < " ~ (. . -" .. ~_.. - ... ,- - ~..~ '. i' 0:. . l.;'- - . -'* ~- \.'-' \. ~ ~ investors. · Center for the Study of Sodal Policy - Frank F(),:ro~(\' /:_'-.':r_ \/hÜsc;~t - Improved Outcomes Forum · Harvard University: Division of Health Policy Res3aJ'~':>~ ?'ld Education -'Lisbeth Schorr - A Minimalist Approac...h f:;;" t"1·'_·.'C '~:_é:;: Use · Oregon - Community Indiçators - L(;ri:~12hv( P:.-rì-(N-:-/ ,...--·1 Implementation. F . Eo N fit Le d $h' "l ,,~~ .,. . , · onun r onpro a er IP - ~'y'<¡~'\ - ,,~ r:,...lO:I1:-- ~ P:'O)2::-ts 'Wl :1.1 Hennepin County · Unitpd Way o~ St Paul and Huma..r. C 7Y;'-?<; Cr "'V",il . '- .. ,. " ,\ - . - ~- '.' .", - __ __ ". ~, I -. 1__ Ramse C ty Inn tio..... P : '^,,:.é'_ C' i-.,. '.~~": (', J' - ~ {-. nB':> · y oun- ova .d..5 ro)\::'-,C:,_'""·.....ç.L:~.._b¡~...ll.'<-.:..\ ~ - . . . Barriers . A WHAT AREWETALKINGABOUT/LANGUAGE 1. Community Level Outcomes/IndicatorS 2. Service. Delivery /Systems outcomes 3. ' Agency ,Outcomes (Best Practice / Standards) 4.· Client/Individual Outcomes B. EVOLUI10N AND REVOLUl'ION 1. Do 'we need to do #4 before we can do 'I? 2. Research first then application? 3. Experimentation/ findings (how do we know that current indicators are worse at predicting success than other data might be?) , 4. Mandates/Other influences C. CHANGFJRESISTANCE 1. What does tfùs mean? For me, for people, for my organizatio:o, for my profession? ' 2. Show me, where Wetregoing before I leave what I know. . D. TECHNOLOGY .1. What if technology is a barrier - not a help? 2. Gap between l.a.t:lguageand understanding - data and meaning. '. E. ' DIVERSITY 1. Clients, public, service models, professions. F. MOVEMENTS AND TRENDS 1 ThepublicascustoUle~ ~. 2. Improvement only by process improvement 3. Profe$sional wisdom and Lay values/judgment - ~ Driving Forces . A. PUBLIC DEMAND 1. What are we getting for our money? 2. No more taxes until I trust there is a return on my investment 3. Anecdotal counter information to government data 4. Intuitive sense of things out of control 5. Loss of control/grief to action process B. POUTICAL DEMAND 1. Respond to complexity 2. Motivation to improve commW1ity 3. Respond to citizen questions 4. Do more with same or less c. PROFESSIONAL DEMAND 1. Motivation to have made a difference 2. Maturing of managers/ adult to adult relationships 3. Reasonableness vs. detailS/improve trust 4. . Client Demands/Needs . D. VISION/COMMUNITY 1. Shift from mechanistic to holistic paradigm - Systems Thinking 2. COMection - Need. to contributeílink to other parts of life 3. High tech out ofbalance/need high touch information 4. . Inevitable evolution/drive to sucœed/improve/human nature 5. Recognition of complexity and lo.,."'g term recovery cycle E. FUNDING 1- It's already begun! 2. m vestment language / expecta tíons 3. Information overload/KISS - ~ . . - . . -.. -.... - . . -- - - .-.... --,.... , . Outcome Based Fu.odf.ng Pilot Project A. "DEPARTMENTS , - .. · Ccllaborative Effort betWeen Human Services, Corrections andCounty.Manager's Office , B. POPULATION -Pocus on juveniles between 10 andl? whoare-currently in or at risk·of being put in out of home placements - mental health, juvenile' corrections, or clúld protection. · Children in all three systems often have very similar characteristics and profiles - is one approach better, than another? What is the overalloùtcome the community would like to have for thesechi1dren? . . C. CURRENT SYSTEM" . - - D. PROCESS . . . Step 1: Diverse stakeholders come together for a day - children, parents, teachers, service providers, faith community, law enforcement, other professionals, and general community . members - and reach consensus on twp items. The desired outcomes and the best indicators (information that would be . good signs of our progress toward reaching those outcomes). Step 2: The County staff and some of the service providers and customers develop a model that explores the implications for the COW1ty if we were to focus all of our resources on these . outcomes and indicators. Step 3: The Project work group prepares a report for the Board that: a) Identifies the changes that would be needed, b) the related costs for making those changes, c) provides an analysis of the benefits of moving to an . OBF model, and d) makes suggestions for next steps. Step 4; The Board makes a decision regarding the County's policy and practices reganl.ing OBF fer. evaluation of County F-ervkes. - ~ . , . t Outcome Based Budge!s I . Structu1"e/Content' A Community. Outcome to be Achieved B. Selected Indicators of outcome (specific and measurable . changes from base line data) . C. Method of evaluation and timeline for evaluation of indicators D. Summary of Progra.m(s) activities/design E. Assumptions Narrative and BudgetLine Item. figures by indicator or major program F. Totals by Outcome Implications · "Bigger categories" than department in budgeting process. q · Mol'~ cross department collaboration and coordination. . · Longer term evaluation of some indicators than others - different time frame for budget renewal in some areas than in others.. . · Cuts/ expansions by outcome or indicator rather than by line item or favorite "exception". · Resuits known and agreed to in advance = greater accountability, more clarity/less insecurity/experience of capricious evaluation. · Less micro-management. Discussion more on ends than means. · More policy discussion/decisions at bOard level- less need for specialty expertise by board members.. (We don't have a good process to do this and would need to develop one,) · Current process has no relationship to outcomes/ indica tors or programs/projects. · More paperwork? or just Different paperwork? · Unifonnity - may not be changed. May still have a category of exceptions. - - · Centrali2.ed evaluaöón? Centralized planning? · Longer term budget projei:tions/more stable spending. . · Organic opportunity to stop / end efforts not achieving the desired change in indicators. · Different reporting relationship to the public - what was aqùeved/ indicators change rather than what was done and static/unrelated report of indicators. · Think "matrix" model- may , need dual reporting for a while. Transition Steps 1. Use the five priority areas of the Board to think through the. implications. (Not fully linked to commuI:lity outcomes, but could be an insert document.) 2. Take a single department and make th~ shift. 3. Use "Prevention" as pilot/test sinc:e its already on the table as a request (Violence Initiative). 4. Use the Strategic Plan and develop link directly to stated . . conunW'Úty outcomes ~ could still report in 15 sections (some the same structure and some different from how we now do it). 5. Pilot Prcj~ct now un.derway vlith Corrections and Human Services can serve as mod~1. 6. Multiple options - then select best one. (Experimental approach.) . 7. Use voluntary grants/POS to explore implications in specific areas. 8. Tluough perfonnance evaluaion process begin the shift to outcome discussion and assessent. - - , Measurement issues: Example . . COMMUNITY CENTER WITH THE FOLLOWING GOAL: A. Improved Community Support Connections Through Family Center¡ Service Objectives: 1) Provide co-located Services 2) Reduce transportation barriers 3) . Reduce barriers to partidpation 4) Create community awareness of programs/services 5) Use personal assets more effectively Current Effort Measurements: 1) The # of meetings/sessions 2) Posting of bus infôrmation 3) On-site child care 4) Brochures 5) Trainirig sessions/attendance New Outcome Measurements: 1) Did the people agree there were fewer barriers to . services? 2) Did the people using the center define that they had "improved community support connections"? 3) Qid the people who came to the programs state that the efforts of the center were the reasons they could come? 4) Did the people i.dentify that the training sessions made a difference in how they used personal assets? 5) Did the people who did not attend sessions still identify the same barriers as reasons for not attending? Or A secq1"ld question: What do we expect to change if people had "improved community support connectioru;«'? 1) Reduction of isolation? 2) More sense of membership in community? 3) More informal support network/ friends? I If W~ deciàe what outcome we want, we can then measure indicators or thm1e outcomes. - - . . Q.} e <:> ~ = ~ C': ~ ¡ ;..= .c:. ,,'T.:S..... ~ .... ~. = ~ 0 ~ 5 ~ ee~"; f'-l ~ ~.~ ~ ~ è == ... '. u. a,;.¡. :..... ~= (,J: O. ; ..... ....-:.~';.. '-'ZŠ ~ . .~.~. rIA e a > =: ._ ='. ~. ... t:S .,. = f "0 - "t - -= .= ~".. ~ Q = ~ ~ -= .... Cj ~= ~. · !!III E ~ = ...... 0... Cj ... ~ .,. ~ . - . ~ . =- L~.... bl). = -= -=. .~ = '. ... ..... ·~t ~ ~.~ ~ E I.e. . . ~ .,~ : ._.: '. .:~. "".\0. .... . . ..,~. .., '::': .....-.. . . ='..--.. ..... .~ ... .~:; :;··r'-;,:,,>e:.·= ~-''w ... ~ - ~ rJ ~-.c .~ ~ - 0 =. ....., CJ ... Ie" .. _ ~ .. .... ~ = ~ Ciì .~ = ~ ._ c. _ t:~ =~ fe ..". 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Q. ..... = = ~ ~ = e .... = ~ =. ..Q = ~ Q. .... aa ~ ef .Q ... = ~ è CI u c.. - a- S .... e .... 0 ~ ~ -= = :: e = = ~ CIJ ~ (j Q .. ~ ~ .~ == Â .Â Â · e ~ ~ ~ := ~ C1 = ,.C ._ ~ ~ ~ ... ... ~ = e e =: \I) .S ~ .- = ... ~ ~ Q¡) Q ~ CJ :Íæ" e ~ CJ ... .so ~ ~ = I. -= \I) ~'. O e Q = ~. e . ~ = ~ r6\ ~ ~ = ~~ ~ ~ -- = e! = ..... = ~ .. ~ .c ~- '- ~~. = ~ c. --= .s: ,Q u u,. ~ ~ = "=' '.= .=... ~ .- = .- .. ~ rl\ = = = = ,,0 \I ...J.. e ~ ~ ... ~ ... e:!", ~ .....;¡¡¡ ~ ~ ~ CJ ~ .. = .; = ~ .c ~ = ~ >-= ~ ~ ~ ~ ~ . -= Â .. . .. . . , . Q.ì =: ~ is "0 -- = .. ,.= CJ (J ;.; ~ = .... CII 0 - cS. ~ -= ~ ,... .,.. = = ~ = ..= - a = CJ .... IS {I} ~ -= = ~ U Â " . Outoøme Baaed Funding . Rarn.ey Oounty Conoept Papw . BIU'bw'a e. Raye. DIr~ PoRcy. Plarvr,g and Organization Development [ WHAt IS ~ ISASED FUNC~? 1 Other characteristi~ of oaF include "¡ tOCL1S on Outcome Based mO~I the de.m:sõn and Providin¡ value; increased accountability tor spe- documentation of success to a measuremem' at cUlc re3uit5; and deœntraJilation of spencUn¡ what was accompUshed (outcomes or reaultI) not authority. - , Just what was done (outputs or activities). 'nUs approach has been described by ~n" IS 11& The gØMraJ public is no longer S&ti.stied by Worma. simple measurement otthe right things (outcomes) tion about how money was SþeIÚ or how DW11 mther than ¡ sophf5t1cated measurement of the acUvttJes were conducted. They are now asking wro ng thIngs (activities ).It J "Wu it WOrth it? What was accompliahed? Were taxpayen' dollm spent wiseJy? Outcome Based Funding (OBF) is not only new tor many of U3, it has difrerent meanings for ditferent Outcomea mean dift"erent thinp at d.iffezwtt levels people in a variety at setUngs. Thiapaper: of ~U8Sion. For ex:aznþ~ a prol)'lm that provid~ · clarifies the language we are using, . services to children and readie8 them !or school · sWeg the loals of an OBF approach to public might have & cl1ent or ctlKomer OWicome of 1Hrn. spending, and ing Uu ~ The entire Pl'8-8Choolsystem · explores the Implications for movïrc to 111 OBF mf¡ht have a program oatcome o186~ rt'tAI úu-- modeL dnú who arr m tM progt am Hm, tIbl4 to f'«Id at . - a ftm gada level by the t1rne they ha'ge reached the In ~~ OaF, ~ and.oa.r age of 8. And sUB the puh1ic mi¡hthave as a com. ftrianóf ~one . ~ ~ reQatfonahlp to ~ oc ~ cr r'MC.Ifta munfty outcome ~ 411 rAadtn grwJ .10 be that are de . McJltAv ad~~I1/IOCÏ4tJJ. Outcome Based Fund.!n¡ ~ a method ~ aIIocat1ng It mftbt be cU1!Icult to pnwe ~~h :C¡>~(.¡n flmmc1&l re~. The L."rteDtion behind It II Ian¡ ~rrn 2.l'.d 4Ibfg picture.· In aw1yir" OS" ~.¡ that the sdvitHs of one æcl:or (Go\.~) and other ftnanciaI decWons ~eot .. <Ireet dJrectJy affected the oatcomet of the conuaunity. relationshfp to the outcomes or results that are Man, tn1Iuences and IIWt1 other aecton work on desired. d1Ientnt etfortB and ~ne Ii not tz;in& to accomplilh the wne outcomes. Bat weld Wœ to try. The 101"18 term perspective IUggest! an ~~t We want either to 'be ible to ~ the tnunewûrlc rather than an annual budþUrc or œntr1but1om IO'i8mment makes to tm~ the tund1ng approach. Complex comrnunttr :ørob!ew community or to change bow we do ~ to ~ are not reducæ or solved in a short terDI ~lIpeC' more ~. tfve. It took several ~ to rœcl1 the curreut AMav~H st4te of a1fairs - it Vii1l take ~ ~ h110ng The re1atlorWtip between community outcom~ p.!!d term actiOIlj to remedy it. the wtivities funded through publio dollan ia what OEF req~ a. fo-."U& on ~ CU~o:nea !roc an OutcomG ked Funding ~ a;~ to iIC~. For e:QìnpJ:j, we car, uk, what is th~ agenci~ rather th!n I'I\2~.giÞg their!pending.-I outcome W9 want from our ~~ Justice ð,y'Stem? - It also requires an ~~nt or oatcoD!el achieved rather thtn an ~ent at dfort mrle. - 1-'. 002 - .. . - - - .,..,.. -.- , ..... v 4- . ,..~ . ~.'..... , 'w'o1S2Il5ury . 8301 Valley Créek Road. Woodbury. Minnesota 55125-3330 612/739-5972. TDD 612fi31·5796. FAX 612/731-5791 January 31, 1996 Representative A-ooy Dawkins" 409 State Office Building Sl Paul, MN 55155 Dear Representative Dawkins: Enclosed is some information about the City's performance measurement program. J apologize for the extreme delay in getting the informaüon to you. I have been out of the offICe a .grem deal" over the last week and we are also in the midst of attempting to complete the definition of thé final parts of the performance measurement program. As a résu~, there is not a complete document that I can send .you. . The City has been working on this program as time will allow over the last two yearS. Some departments are quite a bit farther ahead than others and even those departments which have worked on this for some time are stili making revisions to their performance measures based on the experience we have developed so far. Also. because this is still a ·work-in-pro.gress· some departments have one year's data for thœir performance measures while others have just begun the data collection procedures as of January 1 st. r am sorry that the information is not more complete and if 1here is something else that I can get you, please feel frae to contact me. r would also be happy to gIve you a more complete collection of the performance measures once we have finished 'Nork on them. I expect that to be in approximately three months. ~pÇlL- SarI)' P. Johnson City AdministrëUor fll q:'w.IwIl\...~ .-.. - · Helpful · Effective · Looking Ahead . Professional t- - £"~... . P. 003 JAN.-31'96(WEDI15:31 -- --.-.------. . . ~ . PROGRAM PERFORMANCE MEASURES PROGRAM: Street Maintenance D£PARtMENT: Public Works / Street Department PROGRAM OUTPUTS: Output Activity Unit of Output Bituminous Repairs. ConduC1ed Miles of street maintained Crack Sealir:g MUes of street maintained Seal Coat Miles of street maintained Pavement Message AppUcation Miles of street maintained Street S~eeping Activity Mßes of street maintained '-- Center Une and Edge Striping . Miles Of street maintained EFFECT1VENESSjOUTCOME MEASURES (QualIty. Tunellness, Process): · Percentage of complaints responded to within 24 hours. · Number of co"13laInts per street mile. . · Percentage of patched potholes/sealed cracks meeting standards 3 and 12 months after work performed. . · Percentage of street miles having an acceptable Pavement Condition Jndex rating. · Percentage of citizens rating street maintenanoe as exoellenVgocd. EFFICIENCY MEASURES ( Cost Per Unit of OutPut): · Total cost per mile for asphalt patching. · Total cost per mile for crack sealing. · Total cost per mile for road striping. · Total cost per mile for seal coating. . · Total cast per mile for ditch mowing. · Total cost per mile for street sweeping. PRODUCTIVITY MEASURES (personnel Houl'$ per Unit of Output): · Total annual labor hours per mile for: Asphalt patching Crack sealing Road striping Seal coating Ditch mowfng Street sweeping - - -.-- P. 004 - ...... "'... .I v \ HuLl I .. \J' .....,¡", -------- '- . PROGRAM PERFORMANCE MEASURES PROGRAM; Snow a11d Ice Control DEPARTMENT: Public Wor1<s I Street Department PROGRAM OUTPUTS: Output Activity UnIt of Output Full Service Activity Miles of primary and secondary streets plowed and sanded and number of cul·de--saos cleaned. General Service Maintenance Benching, $aI1dinQ, sod repeÜs occasions required. EFFECTlVENESS/OUTCOME MEASURES (Quality, TlmeUness, Process): .Percentage of primary (red) route lane miles p!owed before rush hour (6:30 a.m. and 5:00 p.m.) for each event. · Percentage of full call out events completed within nine hours. · Average time to complete fun call out events. . · Percentage of citiz.ns rating snow-plowlns Elxoenént or good. · AVerage number of complaints ~er 100 lane miles per even" · Average number of maITboxe$ and boulevards damaged per , 00 lane miles per event. EFFlClENCY MEASURES (Cost Per Unit of Output): · Average total cost (personnel, equipment, saJt and sand) per event · Average total cost (personnel, equipment., salt and sand) per inch of anow. · Average total cost (personnel. equipment. salt and sand) per mile of roadway. · Average total OO$t (pel'$onne~ equipmen~ $8lt and sand) per cul-de-sac. · Annual mailbox and sod damage cost pe(1 00 lane miles per event. PRODUCTMTY MEASURES (personnel Hours per Unit of Output): · Person hours per event, inch of snow and lane mile. · Person hours per cul-de-saclper eventfper year. · Person hours ~r mailbox arid sod damage repair per year. - - . . "'Setl 113 S. FIFTH AVENUE, Po. BOX 1717, ST. CLOUD. MN 56302-1717 612252-4740 800572-0617 ARCHITECTURE . ENGINEERING . ENVIRONMENTAL . TRANSPORT A TlON May 24, 1996 RE: City of S1. Joseph Pond View Ridge 3 & 4 SEH No. A-STJOE 9601.00 Rachel Stapleton City of S1. Joseph P.O. Box 668 21 First Avenue NW 81. Joseph, Minnesota 56374 Dear Rachel: I have reviewed the proposed plat layouts you sent me for Pond View Ridge 3 & 4. Since I have not . received a layout of the proposed improvements, I am guessing at the amount of Engineering required, but expect to see the following costs: Plat Review $ 350.00 Construction Documents Review 350.00 Construction Administration 850.00 Construction Observation 9.400.00 Record Drawings 350.00 Total $11,300.00 I have several concerns with the layouts that have been submitted. A total of 19 lots have been identified as being a part of the two plats, but 23 lots actually abut the improvements. I'm wondering why? Also, I think that Calloway Drive between Pond View Drive and 12th A venue should be completed at this time and the two plats combined into one. This would add 3 lots to the development and complete a short remnant of street, and would add approximately $1,300.00 to the Engineering costs shown above. Finally, I would like to review the future extension of 12th Avenue SE as it goes past Klinefelter Memorial Park. I believe we should consider a buffer zone between the park and the street to maintain the environmental quality of the park and to avoid a small wetland just north of the park. I would also like to have some input to the Developer's Agreement regarding "as-built" or record drawings. - - SHORT ELLIOTT HENDRICKSON INC. ST. PAUL. MN MINNEAPOLIS. MN CHIPPEWA FALLS. WI MADISON. WI Rachel Stapleton May 24, 1996 Page 2 . Thank you, and please call if you have any questions.. Sincerely, (~ Jos ph R, Bettendorf, P.E. T Engineer jrb G:'OFF'PERSIBET1\POXDVIEW . - - - . COU NTY OF STEARNS . Assessor's Office Administration Center Rm 37 · 705 Courthouse Square · St. Cloud, MN 56303 320-656-3680 FAX 320-656-3977 May 13, 1996 Rachel Stapleton St. Joseph City Clerk/Admin PO Box 668 St. Joseph, M1;'l 56374 RE: Local Board of Equalization and Review . Dear Rachel: The enclosed changes were taken by the City Board as a result of the recent local board of equalization and review meeting held for the property owners of your city on April 17,1996. The attached list is a compilation of finalized values and classifications for properties that were reviewed and acted upon at the meeting. These locally certified values and classifications are for the 1996 assessment, for taxes payable in 1997. At this time, personnel from the Stearns County Assessor's Office have informed all property owners regarding the decision made on their particular grievance. It is advised that any further discussion on these property assessment matters can be addressed by the aggrieved owner at the County Board of Equalization set for June 17, 1996 at 8:30 a.m. If you have any questions, you may feel free to contact me. Sincerely, E~~~~ Senior Appraiser Stearns County Assessor's Office - - enclosure #875-2984 Affirmative Action / Equal Opportunity Employer . . . . 1996 Local Board of Review st. Joseph City Name Parcel Number Action Taken James W. Bruemmer 84.53779.000 No change. 'Kevin Determan 84.86503.007 No change. James D. Schwegel 84.53886.000 Reduce value from $176,700 to $166,700. Brian Orcutt 84.53790.035 Reduce value from $ 158 , 900 to $152,000. Michael J. Deutz 84.53854.000 Classification change. Change from split class of commerical/ residential non- homestead to residential non- . homestead. Lumber One Avon, Inc. 84.53734.100 Reduce value from $14,100 to $12,700. Lumber One Avon, Inc. 84.53734.101 Reduce value from $16,200 to $12,600. Mark A. Brill 84.53734.102 Reduce value from $92,400 to $89,000. Brad M. Hoffarth 84.53734.103 Reduce value from $89,100 to $85,600. Lumber One Avon, Inc. 84.53734.104 Reduce value from $15,600 to $12,200. Lumber One Avon, Inc. 84.53734.114 Reduce value from $14,900 to $12,900. Lumber One Avon, Inc. 84.53734.115 Reduce value from $15,100 to $11,600. Lumber One Avon, Inc. 84.53734.118 Reduce value from $14,400 to $11,600. - - Lumber One Avon, Inc. 84.53734.119 Reduce value from $14,200 to $11,800. .. . . . page 2 1996 Local Board of Review changes st. Joseph City Name Parcel Number Action taken bv Board Lumber One Avon, Inc. 84.53734.120 Reduce value from $15,300 to $12,800. Lumber One Avon, Inc. 84.53734.121 No change. Lumber One Avon, Inc. 84.53734.122 No change. Lumber One Avon, Inc. 84.53734.125 No change. Lumber One Avon, Inc. 84.53734.127 Reduce value from $15,900 to $12,400. Lumber One Avon, Inc. 84.53734.128 No change. Lumber One Avon, Inc. 84.53734.131 No change. John A. Bonacci 84.53734.132 Reduce value from . $102,500 to $99,000. - - POLICE ·DEP ARTMENT ¡-Sf-V ,(t)I4!{/"fð~ .,- BRADLEY J. LINDGREN, CHIEF OF POLICE BOX 268, 25 N.W. 1ST AVENUE ST. JOSEPH. MINNESOTA 56374 ..,:..... (612) 363-8250 EMERGENCY 911 ..' _, ". ,"._ "._0_-- , '- U .;;.~' DATE: ~- 7- -~-_._- --- ..... .."--.---.-----.......-. .-.... '." ..... ...-... . TO:~ t:L) eJ S ~~:e:_______.__."._ FROM: BRAD LINDGREN, CHIEF OF POLlc[~ SUBJECT: NOISE ORDINANCE VIOLATION --- .-_. -.- - --~. -~ - - - .", As pe'r- St. Joseph city o~dinance "102 (noise o~dinance) please be advised that you a~e he~eby g i·...en notice of a noise violation that occu~~ed at the da-t.:e, time, and place listed below. Please find enclosed a copy of t;he a fOT'ementioned o"r-d i na nee and the city 'r-ental housing cor., pIa i nt policy. Also note that the second violation ~eco~ded by ;::h e police depa'r-tment will 'I'eslt 1 t in a hE'i:\'r'ing in f'l'ont; 0 f th e . ...- St. Joseph City Council. You may c,J.bO b(! subject to add i tiona1. c:r-imi nal penalties as defined in ~.ection 111;~. -4, upon the next ~epo~ted violation. DATE OF VIOLATION: _.£:.~L~1l~!._.__..___...._._ PLACE OF VIOLATION : _..1.Qj.._----1J.~_..._c.()jL~:L- TIME OF VIOLATION =._... .~..~~.O.._Ho..t.J...(5 . .. .-.- SINCERELY, ~ -.s-' BRAD LINDGREN CHIEF OF POLICE - - J .. , . . Mon 05-20-':16 St. Joseph Police Depa\"'tment Time: 2:05 am Initial Complaint Reco\"'d Ca s e Number' : ':160010':17 Date Repo\"'ted: 05/17/':16 Repo\"'ted By: SCSD DOB: Add\"'e s s: B07 COURTHOUSE DR. P.O.BOX 217 Apt. #: Phone #: 612/251-4240 Ci ty: ST. CLOUD State: MN Zip Code: 56302 Dange\'" (Y/N): N Complainant: DOB: Add\"'e s s: Apt. #: Phone #: City: State: Zip Code: Danger (Y/Nh Incident Descl"'iption: ANONYMOUS COMPL OF LOUD PARTY IN GARAGE ON N COLLE GE. DROVE PAST FRONT OF 10':1 N COLLEGE & HEARD VERY LOUD MUS I C,YELLING&LOUD VOICES.WARNED RENTERS & CLEARED EVERYONE OUT. NOTIFIED LANDLORD DALE SCHNEIDER. SEE REPORTS. Squad/Badge #s: 774 771 Addt'l Repo\"'ts : Yes Protected : No Rcv'd By: 774 Day: FRI Date Committed: 05/17/':16 Time Committed: 22 : 20 . Mess. Key Control Number <DCA) Cont. Agency NCIC Ident. (CAG> ECI ':160010':17 MN0731100 Date Reported <RPD> Time Reported (TRP) Location Grid Number (LGN) 05/17/':16 22 : 20 10001 Place Committed (PLCh 10':1 N COLLEGE HRD Squad/Badge # <SBN) Time Assig.(TAS) Time Arr.(TAR) Time Clr. (TCL> R 774 22 : 20 22 : 20 22 : 40 I S N U 0 C U C S 01 ':1250 S - - ~ .¡ . . e 1 BT. JOSEPH POLICE DEPARTMENT 1 SUPPLEMENTARY REPORT 1 ICfW ':":)E,øø 109'7 - CDl'lPLn I l'If.~NT: ST.. JOSEPH POLICE DEPARTMENT OFFEHBE :: HO I SE V I OLAT I Ol' AT APPROXIMATELY 2220 HOURS, FRIDAY, MAY 1'7, 199b, MYBELF nHD RESERVE OFFICER BREHT BECHTOLD "54 WERE DISPATCHED TO A LOUD PARTY COMPLAINT AT :1.09 N.. COLLEGE AVE., ST. JOSEPH, t'lt.J ~'jt:.37 4. nLSO WORKING THE SAFE AHD BOBER PROJECT THIS NIGHT wns CHIEF BRAD LINDGREN "771 AND RESERVE OFFICER JOHN BRUHNER "51. STEARNS COUNTY DISPATCH ADVISED ME THAT THEY RECEIVED THREE ANONYMOUS COMPLAINTS REGARDING THIS PARTY WITHIN THE LAST MINUTE.. I nDVISED CHIEF LINDGREN, WHO WAS ON A TRAFFIC STOP, OF THE COMPLAIHT. I DROVE SOUTHBOUND ON N. COLLEGE PAST THE RESIDENCE AND SAW THAT THERE WERE SEVEI:~nL 'J POSSIBLY 150 TO 200, STUDENTS IN THE GARAGE, DfU !""E\.oJAY, (.)I·,II) Ff;:Ot'IT Yf.HW" A ROCK-MUSIC BAND WAS PLAYING INSIDE THE GARAGE WITH THE DOORS OPEI'I" THE MUSIC WAS QUITE LOUD AND VOICES COULD BE HEARD YELLING AND SCf;:EAI'1 I HG" e1 DI:;:O!."IE (4f;:OUt.JD TO THE (~LLEY :BEHIND THE HOUSE WHEF~E THE I'IUBIC SEElylED E!."IEH L.OUDEI:~ . THE OVERHEAD DOOR OH THE BACK OF THE GARAGE WAS OPENED HALF WAY" OFFICER BECHTOLD AND I LEFT THE SQUAD CAR IN THE ALLEY AND WALKED AROUND TO THE FRONT OF THE GARAGE" CHIEF LINDGREN AHD OFFICER BRUNNER ARRIVED AT TH(~1T T I i'IE A I TALKED WITH THREE RENTERS AND TOLD THEM THAT WE RECEIVED SEVERAL COMPLAIHTS COHCERHING THE LOUD PARTY. LORI JEAHHE ZAHRBOCK 9-'7- 73'.1 HANCY ANN NEUWIRTH 10-16-73, AND SARA MARIE WILLEN 2-3-74, BTATED TI··IEY WERE HAVING A GRADUATIOH PARTY FOR STUDENT SEHIORS AND SAID THEY DIDN'T ALLOW ANY I'IINORS IN THE AREA.. I TOLD THEM THAT THEY WOULD HAVE TO BTOP THE BAHD AHD TELL EVERYONE TO L.EAVE THE RESIDENCE. THEY WERE COOPERATIVE IH GETTING EVERYONE TO LEAVE, AND WE STOOD BY UHTIL THE MAJORITY OF PEOPLE HAD LEFT.. I THEN LEFT THE RESIDENCE AND WENT TO THE POLICE OFFICE WHERE I CALLED THE LAHDLORD DALE SCHNEIDER" HE WAS NOT HOME AT THIS TIME AND SO I ADVISED HI" SCHNEIDER OF THE LOUD PARTY COI'IPLAIHT. .- - - :1' ~ :: r\ . . GREATER ST. JOSEPH AREA COMMITTEE MEETING City Hall, 8:00 P.M., May 14, 1996 MEMBERS PRESENT: CITY COUNCIL - Mayor Donald Bud Reber¡ Members of the Council Ross Rieke, Bob Loso, Ken Hiemenz. Clerk/Administrator Rachel Stapleton. TOWN BOARD SUPERVISORS - Jerome Salzer, Joe Bechtold, Tim Weisbrich. Town Clerk Ann Reischl. FACILITATOR: Bob Heim. OTHERS PRESENT: Dan Nierengarten, Kathleen Kalinowski, Ralph Eiynck, Robert Bloomquist, Dave Thralow. Moderato~ Bob Heim called the meeting to order at 8:05 p.m. on Tuesday, May 14, 1996 in the City Hall for the joint meeting of the Township and City of St. Joseph, as the Greater St. Joseph Area Committee, and recognized that a quorum of both bodies was present. MINUTES: The minutes of the April 16, 1996 meeting were approved wi th a motion by Jerome Salzer¡ seconded by Bob Loso. Upon call for the vote, all voted aye. Motion carried. .ROSS Rieke arrived at 8:05 P.M. SECTION M - REMAINDER OF TOWNSHIP: Bob Loso made a motion to approve Section M - Status of Remainder of the Township as amended¡ seconded by Joe Bechtold. Upon call of the vote, all voted aye. Motion carried. MISCELLANEOUS ISSUES TAX SHARING: Loso made a motion to approve the tax sharing schedule on land within the Orderly Annexation area once the land is annexed into the City to be over five years with decreasing amounts starting with a 50% share as follows: Year 1 - 50% Year 2 - 40% Year 3 - 30% Year 4 - 20% Year 5 - 10% The motion was seconded by Bud Reber. Discussion - Joe Bechtold felt 50% is not enough tax share the first year, because taxes are based on the previous year along the fire service contract. Ann Reischl arrived at 8:08 P.M. - Loso moved to amend the motion by substituting the following schedule of tax - sharing: Page 1 I . < Year 1 - 60% . Year 2 - 50% Year 3 - 40% Year 4 - 30% Year 5 - 20% The amendment was seconded by Reber. Discussion - Ross Rieke questioned if a unique situation should arise, would there be an allowance for reconsideration of this matter. Also discussed was the impact of the Fire Hall debt and the Township reaffirmed their intent to continue being half owners of the Fire Hall. Periodic review of the Orderly Annexation Agreement needs to be provided, either annually or as needed. Kathleen Kalinowski discussed the need to provide for unique situations that may cause undue disadvantage to either party. Consideration for a grievance procedure or renegotiation was addressed. It was also agreed changing to a five year tax sharing would allow at the sixth year, and every year thereafter, all pertinent tax revenues to be the property of the City. Upon call for a vote on the amendment to the motion approving a five year tax sharing plan on property within the Orderly Annexation area which is annexed to the City, including the change to allow all pertinent tax revenues to lit the property of the City of St. Joseph at the sixth year, all members prese voted aye. Motion carried. Bob Loso made a motion to approve including the following as Tax Sharing, Section d: Any circumstances of extreme undue hardship may be cause for renegotiation of this section on a case by case basis. The motion was seconded by Tim Weisbrich. Upon call of a vote on the motion, all members present voted aye. Motion carried. Ken Hiemenz made a motion to adopt Miscellaneous Issues, Section 1. Tax Sharing as revised and amended¡ seconded by Bob Loso. Upon call of the vote all members present voted aye. Motion carried. ORDERLY ANNEXATION DISTRICT: Ken Hiemenz made a motion to adopt Miscellaneous Issues, Section 2. Orderly Annexation District Administration of Planning and Zoning with the clarification, committee membership appointments are by the City Council and Town Board. The motion was seconded by Jerome Salzer. Upon call of the vote all members present voted aye. Motion carried. JOINT PLANNING COMMITTEE: Ross Rieke made a motion to approve Section ';k Joint Planning Committee with the clarification of membership, three membJ - Page 2 . 0 . from the City Planning Commission and three members from the Township Planning Commission, as well as the City and Township members of the Orderly Annexation District Planning and Zoning Administration Board. Added to the section will be "Minutes, posting and publishing shall be the responsibility of the Township Clerk." Upon call of the vote all members present voted aye. Motion carried. INFORMATIONAL LETTER TO RESIDENTS: The Committee reviewed and discussed a proposed informational letter to the residents. Bob Loso made a motion to accept the letter as amended, deleting the first paragraph and clarifying the City "of St. Joseph" and Township "of St. Joseph". The fourth paragraph will state "After considerable time and effort spent in discussion of these and other issues affecting both jurisdictions, we have arrived at a proposed Orderly Annexation Agreement. We call it PROPOSED, because, at this point, that is all it is. - - - - " The last paragraph will change to "We would like the opportunity to present our proposal, answer questions that you as residents may have, and receive your opinions. - - - - " A signature page will follow for all City Council, Town Board and Planning Commission members to sign. .The motion was seconded by Jerome Salzer. Upon call of the vote all members voted aye. Motion carried. Mailing options and costs were discussed along with number of envelopes to be printed. Bob Loso made a motion to approve a 50%-50% cost split on the costs of preparing and mailing information to the residents. Tim Weisbrich seconded the motion. Upon call of the vote all members voted aye. Motion carried. It was also generally agreed to send a press release to the St. Joseph Newsleader, St. Cloud Times, WJON, AND KASM when the informational letter is sent to the residents. ST. JOSEPH ARTERIAL ROADWAY PLAN PROPOSAL: Ann Reischl presented St. Joseph Township's response to a proposed roadway plan south-west of the city. The response follows: "Bill Hansen from APO was present to discuss the proposed road map presented to the Town Board by the City and St. Benedicts. After a lengthy discussion of the proposed map and unsigned letter, Bechtold moved not to approve the map due to the following facts: 1. It would be hard to convince MNDot to obtain another interchange access as this interchange would not show significant relief to the other interchanges. - 2. Being this road would not be keyed into MNDot's philosophy, the - local unit of government would most likely be liable for the cost of the Page 3 . folded diamond and cost of the road. That unit of government would be 4IÞ the St. Joseph Township. One mile of road through St. Bens would be more cost efficient than the 3-4 miles of road plus the folded diamond. The road through St. Bens would take care of the East/West traffic flow through St. Joseph as it was planned for and would fulfill the original request of St. Benedicts for a Southerly entrance which influenced the St. Joseph Road Plan. 3. According to the St. Joseph Township Comprehensive Plan and Road Plan, this road is to be developed for a residential roadway, not a road for trucks. 4. The Township spent 18-24 months of planning to put the road Plan together. It was not an overnight decision. 5.It does not make sense to build a 3-4 mile road South of Town to accommodate the Industrial Park which is North of Town. There is no commercial property South of Town in the Comprehensive Plan. 6 . When one lives in a community, there is give and take. At some point everyone, including st. Benedicts, will have to be one to do the giving. Salzer seconded the motion. All Supervisors voted yes and the motion carried." Ross Rieke again recommended beautifying the route by planting trees now. . the time the roadway is constructed the trees would have some growth and be aesthetically pleasing. Kathleen Kalinowski indicated St. Bens concern is a safety issue. APO has consistently proposed the arterial with a 45 MPH speed limit. Also this is the first indication that trucks would not be allowed on it. She questioned if it would be possible to keep trucks off it. There was further discussion on the need to come to an agreement on the roadway plan. September 11 was proposed as a tentative date to hold the pUblic informational meeting. The next meeting will be held in the Town Hall on June 18, 1996 at 8:00 P.M. The motion was adjourned at 9:55 P.M. with a motion by Ken Hiemenz¡ seconded by Ross Rieke. The motion passed unanimously. Rachel Stapleton Clerk/Administrator - Page 4 · . CORE COMMITTEE May 13, 1996 The CORE Committee, a community relations committee of the Community and City of St. Joseph met in the Haehn Campus Center of the COllege of st. Benedict, on Monday, May 13, 1996 at 6:30 p.m. Present were Ross Rieke, Linda Sniezek, Wendy Wuebben, Brad Lindgren, Shawn O'Meara, Anthony M. Pileska, steve Barekman, Brent Engelman, Bridget Sullivan, Amy Foell, Gina Shields, Molly Slarkey, Steve Streng, Margie Lesnick, Steve Dehler, and Rachel Stapleton. The meeting was called to order at 6:30 p.m. by Shawn O'Meara. COMMUNITY SERVICE AWARD: Wendy Wuebben presented the four nominations for the First Brian Klinefelter Community Service Award. They were Laura Bresnahan, Sister 'Brian Spain, Stephanie Lauinger, and Karin Levine. The Committee reviewed the nominations and cast paper ballots, with Sister Brian Spain to be the recipient of the award. This award will be presented at the Brian Klinefelter Memorial Park dedication on May 19. PINESTOCK REVIEW: The Pinestock planning committee reported to CORE on Pinestock. They felt this year was an exceptionally good event with near sellout ticket sales. Chief Lindgren also felt . indicated it was a good event with no problems to speak of. The police handled no assaults, alcohol violations, fights or damage to property. The student members indicated they had done a successful educational awareness program on responsible behavior, and the number of guests allowed was limited this year. The CORE Committee thanked the students for all the efforts they had extended in controlling problems associated with Pinestock. COMMUNITY DAY 1996: September 15 was tentatively set for Community' day 1996. The CORE Committee agreed to meet in the summer to work on Community Day plans. Several members indicated they may be available during the summer. Ross Rieke brought up the consideration of allowing Millstream Park to be used for a party. It would be large enough to accommodate many people and not cause neighbor concerns. Chief Lindgren indicated he is not opposed to it. ' Any alcohol involved becomes a concern. Also discussed was the need to proceed with the Tree City USA program. September 4 at 6:30 P.M. in City Hall will be the first meeting in the fall. _ The meeting was adjourned at 7:25 P.M. Rachel Stapleton core\96may13.c96 > . . Department Head Meeting 9:00 AM May 17, 1996 Stapleton * Councilor Loso is soliciting players for a softball game to be held in celebration of. the Recreation Association's 20th anniversary to be held on June 14, 1996. (City vs Local Merchants) if Council discussed 30 day limit on the expenditure of Holiday time earned and referred the matter to the Personnel Committee for review and recommendation. Council will discuss at next meeting. if Councilor Loso will represent the City Council at the Klinefelter Park dedication Sunday, May 19, 1996. if Council requested a letter of thanks be sent to the students participating in the clean up efforts the Sunday following Pinestock. if Council approved Scherer Trucking to make application for a building permit as recommended by the Planning Commission. if Council discussed the installation of temporary signs and other methods of regulating parking along Date Street. if Park Board is looking for volunteers to assist in painting the Centennial Park shelter. * Council agreed to allowing Chief Lindgren (or another officer), to attend funerals of area officers slain in the line of duty. * Water rates will increase .20 per 100 cubic feet effective September 1, 1996. if Council received requests for street lights to be installed in the Northland Addition. * Tobacco Ordinance to be considered at the next Council meeting. . Council closed the water tower fund. Council approved Outdoor Liquor Permit for the LaPlayette for an event scheduled for June 22, 1996. Zimmer also requested that he be allowed to conduct an Oktoberfest celebration as last year. Council will discuss the matter of Outdoor Liquor Permits with local bar owners at the next Council meeting. * Shannon Hinnenkamp appealed to the Council for a burning permit after being refused a permit by Fire Chief Dave Theisen. Council denied the request and recommended Hinnenkamp dispose of the materials at a local landfill. * Ellen Wahlstrom expressed concerns about County Road 134 being an arterial road and the impact of this action upon the environment. if Jim Graeve requested that a truck route be posted along County Road 134. Although the Council does not have the authority to ban trucks from using Minnesota Street, they did agree to post a truck route. if Council approved the purchase and installation of a knock-out panel in the Renovation of the Water Filtration Plant. * Voting Precincts have changed as follows: Precinct #1 is west of College Avenue and north of Minnesota Street. with voting polls Precinct #2 is east of College Avenue with voting polls at the American Legion Club Precinct #3 is west of College Avenue and south of Minnesota Street1 with voting polls at the Haehn Student Center. .. Estimated population for 1995 is 4304 with 964 households. if Local Performance Aid & Measurements will implement a system of performance measurement to be defined at a later date. Idqren if- The Police Hiring Committeé will interview patrol officer candidates on May 22nd and 23rd, 1996 to seek Council approval at the June 20, 1996. .. Reported no property damage or noise violations or assaults related to thePinestock. ~ç~ St. Joseph Parks Commission ..--"'w: !'-~ ./ -., ~/ St. Joseph, Minnesota 56374 ~ ~ ... . . _--=--: - 1._.... Minutes of Meeting of May 20, 1996 -' . ",..".,-' ~eeting was called to order by Joe Braun, Vice Chairman at 6:50 pm. Members present: Joe Braun, Darwin Erickson, Irma Lanier, Claudette Klein. Liaison Bob Loso. . Members absent: Marge Lesnick. John Anderson Minutes were approved by Darwin Erickson and seconded by Irma Lanier. Special Olympics: Rob Schwegel carne to give a report on the walk for the dedication of th~Brtan Klinefelter Park and Memorial. About 200 people took part. They sold 160 t-shirts. They received donations from area businesses to help pay for the event. The cement slab was paid for by the City. Liaison Report: Refrigerators are needed in Millstream Park and Centennial Park. Claudette Klein made a motion to purchase two refrigerators for $518 + tax. It was seconded by Irma Lanier. Motion carried. Painting for Centennial Park should be done before June 30th. Each member should bring your own brush and refreshments. Walking Trail in Klinefelter: Bob Loso met with the City Engineer and staked out the tra il . The parking lot will be paved and the edges will be done with 6x6 timbers. Millstream Park: The Recreation Association will be building a parking lot south of the field for softball parking. . June 14th there will be a softball game between the City employees/commissions against the merchants at 7:00 pm in Millstream Park. Old business: Spring Clean - UP went well and all the parks were cleaned. He had about the same turn out as other years. More help would be appreciated. Joe Braun is also planning some kind of clean-up in fall. Summer Recreation Program: 123 students are signed up. Sweat shirts may be purchased at City Hall. Klinefelter Park will have benches. picnic table and garbage recepticles put in this spring. Irma ~ade a motion to purchase 1 picnic table, 3 benches with backs and 2 garbage recepticles for Klinefelter park for an approximate amount of $1100. Motion carried. Meeting adjourned at 8:05. *************************************************************************** MEXT t1EÉTING \\fILL BE IN KLINEFELTER PARK AT 6:30 P~1, BRING YOUR OWN CHAIR! ! **************************************************************************** Respectfully submitted: ~v-~, ~~~..., Claudette Klein. Sec. -