07/30/1984 CONF - 5212)
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FRIDLEY CITY COUNCIL
CONFEREP�CE MEETING
JULY 30, 1984
1� MEADOWLAND PARK DRAINAGE
2� PRELIMINARY DISCUSSION OF 1985 BunsET
3� INDUSTRIAL REVENUE BONDS TIMETABLE FOR 1984
�i� FRIDLEY COMMUNITY BROCHURE
5� CIVIC CENTER LOWER LEVEL REMODELING STUDY
6� SUBURBAN RATE AUTHORITY REPORT FROM COUNCILMAN
HAMERNIK
%� OTHER
7/27/84
SOIL AND DRAINAGE PROBLEM IN MEADOWLAND PARK
--HISTORY AND BACKGROUND
John Flora to City Manager
JF-241
Storm water work was accomplished in the Meadowlands Park Area in 1957 at $0.26/
100 sq.ft. Adjoining sections of the defined watershed were assessed $1.13 in
1962 and a portion was put in by a developer in 1963.
We have looked into the similar type problem and solutions used by Golden Valley
and the University of Minnesota on their golf courses. It appears that by lowering
the water table through construction of a pond and piping into this pond with
stratification of the top soil area using fabric materials, a usable surface can
be obtained from high water table and high peat areas.
The drainage area directly affected by the Meadowland Park is approximately 32
acres, of which the park is about 10� acres. Cost of any substantial improvement
could be excessive, as only a small number of homes are involved.
If the Council would be interested in supporting a planned improvement of
Meadowlands Park, consideration can be given to develop the east end by the sale
of City owned property, for construction of approximately 12 residential sites.
Funds from the sale could then be earmarked for the improvement. Also, 68th
Avenue and Brookview Drive could be improved to MSAS Standards. These sections
would then incorporate any storm water piping necessary to assist in deferring
some of the costs.
In any event, if we are to proceed, we should obtain soil boring information and
hire a consultant to design the most cost effective method of stabilizing the soil.
This initial cost would be around $7,000.00. After that, improvements could be
planned so that as funds and materials are made available, we could progress
towards a final solution and use of the property.
JF:jmo
cc: Chuck Boudreau
Attachment: Maps
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DATE : Ma
SUB,IECT:
From tbe desk d
I�RS11d QURESHI
CITY MAI�AGEB'S OFFICE
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n Fiora
SOIL AND DRAINAGE PROBLEM IN MEADOWLAND
PARK--HISTORY AND BACKGROUND
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MEMORANDUM JF-241
ACT;C�PJ I INFO
Please collect all the background regarding the soil and drainage problem in
the park and different proposals presented to the neighborhood for the
solution of it and discuss this with me so we can maybe give an update to
the City Council.
Thank you for your assistance.
NMQ/ms
To CM
From John �lora
6/15/84
I am accumulating the information available on Meadowland Park, adjoining
properties and storm sewer system proposals. Next week, I will be ready to sprea�d
the history out and discuss the various options we may have.
Recomnend Chuck Boudreau be involved in determining the park designs and what is
deemed necessary for it's accomplishment.
JGF:jmo
cc: Chuck Boudreau
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� (Ofiicial �uDlication) �/;� y
CI1T O! ltIn[.R! /�/
� P�LIC �OTI�
Ir. cor.formance with Section 7.04 of Lhe City Charter, Lhe follwing City Nanager's preliminary
DuCget for fiscal year 1985 will be submitted to the C1ty Council at the Auguat 6. 198k City
Council Aleeting.
LSTpLL1'� tE�AIIE
G�ISR�I. P9pD
Taxes and Special Assessments:
Current Ad Yalore�
Delinquent, Penalties,
Forfeited
Special As�essments
Licen�es snd Permits:
Licenses
Permits
Ir.tergoverr�mental :
Federal
State -
Aomestead Credit (Current
A� Yaloren)
All Other
Charges for Services
Fir.e: and Forfeits
Ir,terest on Investments
Miaceilaneoas Aevenues
Oter Financing Sources:
Nur.icipal Stzte Aid Fund
Reverue SharinE Fund
LiSuor Fur.d
TOTAL RE�ENi1PS I�D 071�t
FUUICUG S�HCBS
Fur.d Ba:ance:
DesigrateC for Replacemer.t
of Fixed Assets
Cenersl Fund Surplus
TOTAL P91ID B�1.�/f�
TOTAL G�ER�1. POltD
SPECIAL AEYHIDE PONAS
State lid Yund
xe�enue S6arin6 Puad
Cable 14 Fund
T07AL SPBCIAI. R�Y�OH PDlID6
D�T SP.R�ICE FUNDS
Ci�ic Center Boad �und
. Property Tax - Currer.t
Ac Valores.
Interest
l+OTIIL D�T S0t7IC8 lO�DS
C�PITAL PYQJS�T POI�S
Capital Lpro�sent ivad
Propert)' Tax - Current
Ac Va:ore�
Ir.:erest
TOTAL CIPITAL PRQIBLT FONDS
TOTN. �1.1. PQiDd
NA�Il; M.. QUR£SHI
City Manager
=2�655,�79
35 � 8T0
3�300
141,628
100�000
31�000
367,395
2,003,�99
121�402
150�000
260,000
�t2 , 500
1 �10.000
232,652
50 , 000
6.33;.365
161,152
372,u26
�T 3.5T8
6,so7.9A3
402,821
232.652
53,550
689,023
3�,�85
6,666
41,/51
4L ,100
53�7��
97.83�
i7.635.948
Legislative:
City Council
Planning Commis�ions
Other Commissions
City Nanag�ent:
General Manager
Personnel
Legal
Central Services:
Elections
Finar.ce
Aasessing
Civic Center
Police:
Police
Civil Defenae
Animal Control
Fire:
PuDlic Morks:
Code Enforcement
Planning
Technical Engineering
Traffic Engineerin6
Street Lighting
Storm Drainage
PuDlic Works Nair.tenance
Parks and Recre2tion:
Naturalist
Par ks
Recreation
Reserve:
�PPZOPYI�iIONS
= 151.59u
329.702
602,237
2,040.628
�65,857
1,521,8�2
�,��„7ua
3gp,�?o
6,a0T.9�3
�102 , 621
232,E5�
53 �55�
689.023
L1,1°,1
� �1.151
9T�83'
99,83�
=�,635.9�8
i
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;
�
POBLIC YORb4
1985 BIIDGET OYER9I$ii
July 23, 1984
� �■' .y� �M
1. Obtained St. Paul District Corps of Engineera aupport for a
Federal Project to upgrade the levee along RivervieW Terrace.
Division approval is expected this Pall and the design should be
completed within 12 months after approval. This would upgrade
the existing levee to Corps Flood Standards and eliminate the
regquirements for individual flood insurance protection in this
area.
2. Formed the Six Cities Watershed Management Organization� and
Was elected Chairman. ile are progressing to�ards having a
consultiag firm prepare the xatershed plan and modeling for
Spring Brook Creek. This portin should be completed by June
1g85.
3. Removed the record snox accumlation received during the
1983/84 xinter.
4. Initiated use of the Community Action Program (CAP) personnel
to complete CDBG projects for the citizen's handicap access to
public facilities to include the Nature Center Trail System.
5. AbsorDed the resignations of Jerry Boardman and Bill Deblin
from the Planning Department. fiith the elimination of the
planning personnel, redistributed their duties to the Public
Works Staff and temporary positions.
6. Continued a joint sealcoating contract procedure with the
City of Columbia Heights. NeW Brighton was not prepared to
identify their requirements due to the April tornado and Spring
Lake Park decided not to join in this year.
7. Completed an electronic alarm system Por all Wells, well
pumps and filter plant buildings. The alarm aystem provides
immediate notiee of temperature drop, illegal entry and major
equipment failure, reducing overtime costa for manual
inspections.
8. Coordinated the design criteria for the Police/Ga,rage and
Storage Area with the architect designing the Target Northern
Operations Center construction.
9. Moore Lake Phase II permit approvals from DNR and Rice Creek
Yatershed District for removing the xeeds from the East baain and
placing a poly material liner to reduce phosphoroua levela vithin
the basin. iiork is acheduled to commence on September 1984 -
eompleted by May 1985.
10. Increased the production of wells 6 and 8 by 625 gpm each
during the normal maintenance work for an additional cost of only
#t6,894.50. Thia equals the establishment of one Ae� xell.
11. Received commendation from the American Water liorks
Association for our outstanding aafety record during 1983• Not a
single disabling aecident.
12. Completed analysis oF electrical generator requirements to
maintain our water and seWer systems during emergency conditions.
1. Hired a t�ll time secretary - Jean Ottensmann - replacing
Inez Rapala who retired in June 1982.
2. EstaDlished a temporary poaition of Code Enforcement
Inspector to follorr-up and obtain compliance of Council and Staff
stipulations on Rezoning, Speeial Use Permits, Variances,
Platting and Building Permits.
3. Microfeched the Council and Commission records.
4. Progressed with the acquisition of residential properties on
Apex Lane utilizing LAWCON and CDBG funds for a Riverview Park.
5. Used temporary laborer positions Within the Street sector for
street pothole patching, sealeoat preparation and vacation
au�entation.
6. Continued the concrete atreet joint resealing maintenance
program initiated in 1982.
7. Progressed With the Municipal Utility Data Computer System
xhich inputs all building permits, eontractors, eomplaints,
atipulations and fo11oW-up information of retreval and
completion.
� •� 4
1. Planning - =1,000.00
Plan files Por development proposals and area design ooneepta.
2. Code Enforcement _ ;250.00
Plan Check Table for plan revie�r and draPting.
3. Bngineering _ =3,100.00
a. Radio acanner to pick up area emergency frequencies for
mutual aid communications.
b. Traffic counters to replace 14 year old equipment with
directional output atate of the art equipment.
4. Public works - =93,028.00
a. SideWalk �nrnrbloWer to remove deep ano�+ and direct snow
to different locationa. (fissential for Center City Walkway
Syatem).
b. Snow plows for our 4-iiheel Drive vehicles Which a11oWs
directional plo�ring.
c. Tar kettle for asphalt crack sealing and street repair
to replace destroyed kettle.
d. Three mobile radio replacements with multiple channel
capability.
e. 45RW emergency generator for Municipal Garage, booster
or lift atation poaer.
f. Emergency poWer hook-up for Garage.
� •,
1. Initiate data imputting for the Municipal Otility Data
Syst�.
2. Improve and timely initiate folloW-up actions for summertime
completion oP eode and atipulated it�s.
3• Extend computer terminals and connection to the City Garage.
4. Design an Equipment Control Management Computer System.
5. Continue those work and policy activities that were
exceptional in 1983 and attempt to improve those that have proven
not effective or responsive.
6/2/3
t � t
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� j' �J CITY OF FRIDLEY
� ,
a
!lBNORANDQM
T0: NASIM N. QURESHI, CITY MANAGER
FROH: SID INMAN� DIRECTOR OF CENTRAL SERVICSS
3QBJECT: II�IDDSTRIAL DEVELOPI�:NT BOND ALLOCATION
aers: .mi.Y 26, �g84
Attached is a eopy of the schedule for 1984 for the Industrial Development
Bond allocation and the application of those funds to actual Industrial
Development Bond issuers. lihile the City Council has some flexibility in
selecting those Industrial Development Bond applicants that it prefers, they
are someKhat restricted by the combination of schedules that are imposed by
the State and by their oWn Couneil meetings.
As you are aWare, the City Council currently has two issues before it which
fall under the allocaton la�, i.e� the River Road Investors, �6�000,000 and
North FreeWay Investors, �7,500.000. As you recall, we recommended to the
Council When these issues first came to our attention that if there Were no
other issues requested, the staff would recommend their approval. When the
discussion of the allocation began, the City Council somewhat indicated that
they would prefer to use its allocation in the tax inerement areas and the
redevelopment districts.
The particular question then that needs to be addressed is, at What point
should the City Council finally make the decision as to Khere to apply their
Industrial Development Bond allocation? Please note, that on August 31r 1984
the City has to secure its unused entitlement With a one percent deposit. The
City has tWO choices at this time. 1) Is to secure the one perce nt deposit
With their own funds and speculate that an Industrial Development Bond issuer
Will come forward in the Tax Increment area. The problem With this ehoice is
that if no developer comes foraard, there may not be enough time to complete
the River Road or the North FreeWay developer issues and the City may lose its
allocation for 1984. This, of course, could have a great effect on our 1985
allocation. 2) To inform the tWO current issuers that the City has placed
priority on them and use the developer's funds to secure the one pereent
deposit. Again� a potential problem here is that if another developer does
come forward for an issue in the Center City after these deadlines, we would
not be allor�ed to issue a bond to them.
The August 20, 1984 Council meeting is the last possible time for any
applieant to apply for Industrial Development Bonds prior to the 31st
deadline. Zn order for someone to be on the agenda, �ae must legally publish a
notification not more than 30 nor less than 15 days ahead. In order to secure
that publication date, they Would have had to apply by Wednesday the 25th of
July. Since we received no applications on the 25th, this leaves the City
Couneil With the simple choice of either using their own money to secure the
one percent deposit or a1loWing the River Road Investors and North Freexay
Investors� tbe tWO current IDB applicants, the priority.
NASIM M. QIIRESHI -2- JIILY 26. 1984
INDIISTRIAL DEVELOPI�NT BOND ALLOCATION
After conferring with Mr. Jim 0'Meara, 0'Connor � Hanaan� it is our
reeommendation that it Would not be prudent on the City Council'a part to use
the City's tax dollars to secure the allocaton xhen We have a viable developer
requesting funds. Because of this short period of time, it appeared to be
alsost impractical for a developer to eome forr+ard at this late date in an
attempt to secure funds. It is our opinion that the risk is not Worth the
exposure. Therefore, I am recommending that at the August 6, 1984 City
Council meeting that the City officially authorize the allocation of the
Industrial Development Bond funds to the River Road Investors and the North
FreeWay Investors applicants.
SCI:sh •
cc: Mr. Jim 0'Meara
3/o/u/10
4
!!ay 24
INDOSTRIAL DEVELOPl�NT BOND SCHBDIILE
Fridley applied for Industrial Development Bond
allocation.
June 18 Fridley receives an 8 million dollar allocation.
July 18 Regan signed bill.
July 23 Fridley reapplied for Industrial Developaent Bond
allocation.
July 25 Last day to publish from August 20 meeting.
August 2 Last day for City to reapply for Industrial
Development Bond allocation.
August 6
August 20
August 31
October 31
October 31
November 1
December 31
3/0/4/11
Fridley Council meeting.
Last Council meeting prior to 31st deadline.
Last day for City to secure entitlement with 1�
deposit.
Last day for City to return unused entitlement xithout
loss of 1 x .
Last day reallocation awarded on at least 4 of 19
point requirements.
First day that no minimum points requirements needed
for reallocation.
Last day for City to issue bonds xithout loss of 1�.
Ij .
' Chitectural Alliance
�
���,��,.�.��
(612) 871-5703
Architecture • Pianning • Interior Deaiqn • Eneryy Deaign
Mr. James P. Hill
Director of Public Safety
City of Fridley
City Nall
6431 University Avenue N.E.
Fridley, Minnesota 55432
July 24, 1984
Re: Proposal
Architectural Planning Services
Proposed Police Department Remodeling
City of Fridley
Dear Mr. Hill:
Thank you for meeting with Dave Carlson and me at City Hall
yesterday.
Based on my tour of the present Police f acility on June 19, 1984,
subsequent telephone discussions with you, and our presentation to
the City Manager yesterday, I have prepared a proposal to provide
professional architectural planning services.
You are, at present, considering the remodelling of your present
assigned spaced on the lower level of City Hall and the addition of a
sally port at the north wall. Your basic concerns/space needs were
spelled out in a memo directed to the City Manager dated March 20,
1984. Current space assignment is approximately 7600 square feet
with an option to add approximately 1000 square feet at the adjacent
storeroom to the west. There may also be an option to convert space
further to the west (refer to attached floor plan).
It has been noted that the Target Operation Center construction
im mediately to the north (and across an expanded alleyway) from the
Police Department includes heated parking for city vehicles (squad
cars) and storage for city use.
We understand also that there could be an opportunity to expand the
internal entry to the Police Oepartment into the pubic corridor and
turn the Police public entry 90 to f ace the open stairw ay to the
east.
Except for the probable addition of a sally port, the exterior
boundaries of a remodelled Police facility are defined. Within those
boundaries, however, there Nould appear to be a degree of flexibility
in the rearrangement of spaces Nith few structural or mechanical
"f 1 X@S" .
Minneapolis/Saint Paul • Twin Ckies international Airport • Phoenix
We would propose that a Study be undertaken similar to the one we
completed for Brooklyn Park this year.
The Study would include the following:
Inventory
A revieN and assessment of the existing facility (envelope and
support systems) as well as the site (related traffic) is to be
completed.
�ace Needs Survey
Discussions with prime users (3 or 4 individuals) are to establish
space uses. It is necessary to then project actual present and
possible future space needs. Major issues are identified as
discussion and planning tools. All space needs are analyzed
according to zone.
We have found it useful both in our Richfield and Brooklyn
Park Studies to assign spaces according to the following
zones:
Public Areas
Administrative Areas
Administrative Areas
Secure Areas
Detention Area
with Limited Public Access
with No Public Access
Traffic Flow (both internal and external) should respect (if
possible) distinction between the zones.
Space Options
We would schematically test revisions to the existing defined
spaces which would result in a plan (or plans)which best
satisfies needs within established parameters and best locates
the sally port.
Cost Estimates/Staging
Estimates as to construction and related costs (fees,
furnishings/equipment, etc.) are established as is a plan
(schedule) for accomplishing the work in an occupied facility.
We would not, as part of this Contract, prepare Contract
Documents for construction purposes.
We do not anticipate the need to involve consulting (mechanical/
electrical/structural) engineers at this time. Our Inventory
assessment of existing systems Nill include our own observations of
those systems. Similarly, cost estimates Nill be done by us. At
this point, we Nould estimate that construction costs (total
remodel l ing and sal ly port addition) could range form 5280,000 to
=400,000.
Assignments from Architectural Alliance would be as folloNS:
Principal-In-Charge
Carl J. Remick, Jr.
Project Architect
C. David Carlson
We would anticipate that our Study could be complete in four weeks
from instructions to proceed.
Based on the above-noted tasks (to be presented in written Report
form), we would anticipate a fee of s5,000. In consideration of the
above-stated assumptions, that fee should be considered as a
Guaranteed Maximum Sum.
We bill on an hourly basis. Billing is done monthly with payment due
in thirty days. Normal reimbursables to include travel, copying,
printing and postage are included. We would anticipate presenting you
Nith copy-ready material for the printing of our Report.
Copi es of our Report for Brook 1yn Park and R i chf i el d are avai 1 abl e
should you wish to review them.
Thank you very much for this opportunity to submit our qualifications
and to express our interest in your project. We would very much
appreciate the opportunity to work with you and others from Fridley.
Should you wish us to proceed, please sign both copies of this
letter. Retain one copy and return the other to us for our files.
Sincerely,
.
•
CARL J. REM , JR., AIA
Principal
cc: Ellsworth NAME
Carlson
Remick
TITLE
CITY OF FRIDLEY
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POLICE DEPARTMENT
. City of Fridley
' Minnesota
DATE MARCH 20, 1984
_ FROM PUBLIC SAF
SUBJECT
DIRECTOR, J.P.HILL
POLICE FACILITY MODIFICATIONS
MEMORANDUM
TO
NASIM QURESHI
JOHN FLORA
PB�L�is The i�ending developnent north of city haii has a
direct effect upon construction of a police garage. The
construction of a police garage has a direct effect upon facility
modifications of the Police Department.
s T'here are currently 17 parking
stalls for police vehicles. It is rather i�erative that
this number not be reduced. T'here are times during daylight hours
and shift changes when all stalls are full. There are 15 city
and 1 privately awned police vehicles that use
these stalls daily. In addition there are other police
jurisdiction vehicles that use the stalls for short periods of
time. Options for parkirrg the$e vehicles at some other location
is not realistic and clanqerous.
In addition to the parking stall requireaents, the follawing must
be considered;
1. Pris�er security and offioer safety.
2. No obstruction of emergency veh�cles by delivery/trash
trucks at any time.
3• Rapid access to police vehicles from the police
facility
4• t7nobstructed access fram police garage,/parkinq to main
main city streets.
5• Heat, floor drains and lights inside garage.
6.
7.
8.
Garage security, including roof.
Good exhaust systea.
Adequate vehicle maneuver area.
Serious consideration should be given to naving the delivery and
trash pick up area for safety and practical reasons.
AC1'ION INFC
X
X
The safety reasons have been addressed. From a practical
standpoint, the double doors in the Police p�rking area no longer
serve their intended purpose. The doors naw open into a narraw,
congested area. Deliveries are d�nped into a small area Which
creates further oongestion and potential OSHA violations. Some
_ of the delivery vehicles are s�ni-trucks that have to �rk in the
roadway blocking traffic. Since all the north side doors are
secure, the drivers have to leave their vehicles and walk to the
east entrance to make arangements for deliveries.
It is suggested that deliveries be made at the east city hall
entrance or another more suitable location. The east entrance
area is always open for temporary parking. This is the entrance
used by the truck drivers for delivery arrangements. There is
double door access to both upper and lower levels of City Hall,
and the delivered goods would be directed to the appropriate
delivery location.
The trash container location is both unsafe and unsightly. It is
positioned in the area that exits fran the property and physical
fitness room which would create a probl�n in event of fire or
medical emergency. It is unsightly in that the trash overflows
weekly. A well screened different location would much better
serve this function.
The need for a police garage has been expressed for several
years. If the design of this garage to solve one problem creates
new additional problems, it may be necessary to reconsider the
garage construction.
: For canparison purposes Fridley Police
operations occupy approximately 7,620 eq. ft. A survey of police
degartments that have had the most recent oonstruction of new
facilities or modifications revealed the following:
1. Eden Prairie, new 16,000 sq. ft.
Population 18,120
2. Brooklyn Park, under construction, 24,800 sq. ft.
Population 45,280
3. Eagen, new 16,000 sq. ft.
Population 23,590
4. Golden Valley, modification 13,158 sq. ft.
Population 22,380
The Fridley Police is utilizing all 76@8 sq. ft. at this time.
This space has become inadequate to professionally and safely
maintain a 24 hour law enforcement function.
With the exception of a single holding roan, the prisoner
processing area is conducted in hallways which creates major
safety and evidence problems. There is an imnediate need to have
all of these functions in one area of the facility, away fram the
normal employee traffic area and away from hearing distance of
the public at the front counter. This specifically requires:
0
1. At least one additional holding roan. Individuals being
held for interrogation can not be held in the same roanf
individuals of different sex can not be held in the same
room; individuals can not be placed in the same room
with one that is canbative.
' 2. A segarate bookir�g room.
3. A separate video room for DUI recording.
4. A separate breathalyzer room.
In addition to the prismer processing area there is a need for
the follawing:
1. One additional office for investigators.
2. Z1a�o interrogatior�/interview roans. This function is
not effectively achieved in an office.
3. Larger secretary's office to accoaiodate data processing
equipnent and administrative files.
4. Separate officer entrance away fran office activity and
prisoner processing.
5. Separate building entrance for the public other than
through City Hall.
6. �larged roll call/small classroan with chairs and
tables. This function is currently done in a standup
fashion in the Sergeants office. Z�ere is no provision
for training functions.
7. E�cpanded locker area and larger lockers. �rrent room
is full and lxkers will not �ccatadate coat hangers,
jackets, etc.
8. A secure property room as part of the facility. Office
assistants currently have to leave the building to get
property while the public waits at the front counter.
The problem areas that have been identified w�ould best be
addressed by an architect e�cperienced in police facility design.
It may be possible, however, for engineering/planning to develop
some preliminary plans for consideration.
, �
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: �� Pou�n
Office Memoraindum
�Q�(n �JIOf 1
�,�, c,o� a�►
Members of the Independent Management DATE July 16, 1989
To: Study Task Force
FROM:
SUBJECT:
Judith A. Fletcher, Chairperson
i�
Attached for your information and use is a capy of the P4inute�; of
the July 13, 1984 IMS Task Force meeting, and a cop�1 of ^.esollition
�vo, 84-2g1 with attached draft of RFP that is heing presented to
the Commission at its July 17, 1984 meeting. If you have any
questions, please call-me at my office - 770-4624.
JAF:SIL:sl
7.16.84
Attachments
REC��� GD
��u` 1 g i9��
��� OF
B�R;�SV111�
MINUTES OF INDEPENDENT MANAGEMENT STUDY TASK FORCE
JULY 13, 1984
The Independent PZanagement Study Task Force held a meeting on
Friday, July 13, 1984 from 9:00 to 9:50 A.M. at the Commission offices,
350 Metro S�uare Building, St. Paul, MN 55101. The following indiv�iduals
were in attendance: m wc�
�
r�,�o�� Judy �tcher, Lou Breimhurst, Terry Bock, Jim Spore, ,�
� ou'� �David A. Johnson, Phil Carruthers, John Bola,nd, � �,,�,��, .�,�' �
f. �li'1 Vern Peterson, Ro Backes, Joe Sizer �C'r� �
�I�1M �2fo SratE �cR�J�YU�, ,¢�yr-�c!i
Ms. Fletcher asked for any additions, corrections, etc. to the�
Minutes of the June 21, 1984 Task Force meetin�. Being none, the
minutes stood as submitted.
Ms. Fletcher opened the floor for discussion on the draft RFP.
Mr. Breimhurst advised that the draft RFP included all comment:s
made at the initial meeting of June 21 and that the RFP,as drafted,
calls for a two Phase study.
Additional language was added at the end of the third paragraF�h
on the first page as follows: "It is the intent of the Metropolitar�
Waste Control Commission to have the consultant and its subcontraci:or,
if any, perform both Phases of the Study; ho��ever, the Commission
reserves the right to specifically direct which areas will be stud��ed
in Phase II, and if other consultants will be invited to participai:e.".
Additional language was added to the first paragraph under
SCOPE OF THE STUDY, second sentence to read, "...Commission's oner�iting
charge and regional government relationships currently...".
Paragraph 2 under PHASE I was changed to read, "The audit pro<�ess
should encomnass assessment of the agency's organizational structu�_e,
work environment, management, supervisory and personnel oractices, long
and short-range planning, and the accounting and financial rePorti�zg
systems and its system of internal accounting control. Submit
interim report on Phase I, including audit summary and a�nropriate
recommendations not contingent on Phase II activities.".
PHASE II paragraph was changed to read, "Development of a
comprehensive plan which addresses the constraints to effective
performance as identified in Phase I and which includes recommenda�tions
for organizational changes which will lead to improved efficienci��s
in the activities performed by the Metropolitan Waste Control Comm.ission.
The comprehensive plan will include dates for accomplishing recomm��ndatio:
resources required, and change analysis measurement technic;ues.".
SECTION VI paragraph under PROPOSAL COPJTENT was changed to re�id,
"A schedule of fees and reimbursement for expenses by key individu��ls
assigned to Phase I of the project (supporting staff may be grouped
into classes) with a maximum total cost for Phase I. An estimated
cost for Phase II should be included.".
MINUTES OF INDEPENDENT MANAGE?�4ENT
• STiJDY TASK FORCE - 2- JULY 13, 1984
Paragraph 3. under EV_�I,UATION CRITERIA was changed to read,
"The capability of the consultant to perform the work, including
specialized services within the time limitations, taking into
consideration the current and planned workload of the firm and key
individuals that will be assigned to the �roject.".
Paragraph 6. under EVALUATION CRITERIA was changed to read,
"The maximum total cost for Phase I and the estimated cost for
Phase II of the project.".
Six copies of the proposal should be submitted to the Metropolitan
Waste Control Commission by 5:00 P.Pl., August 31, 1984.
Inquiries and proposals should be directed to Louis J. Breimhurst,
Deputy Chief Administrator., MWCC.
A draft of the proposed RFP will be presented to the full
Commission for their review and consideration at their meeting of
July 17, 1984 at 2:00 P.M. The Task Force committee members were
invited to attend this meeting. After July 17 the RFP will be
advertised for proposals.
The next meeting of the Task Force has been scheduled for
September 5, 1984 at 9:00 A.M.
sil
?.13.84
Commission
"Other"
84-281
M E T R O P O L I T A N W A S T E C O N T R O L C O M*'[ I S S I O 1V
350 Metro Square Building, Saint Paul, Minnesota 55101
222-8423
RESOLUTION NO. 84-281
RESOLUTION AUTHORIZING REQUEST FOR PROPOSALS
FOR AN INDEPENDENT MANAGEMENT STUDY
WHEREAS The Governor's Commission to Review the Metropolitan Waste Control
Commission requested that an Independent Management Study be conductec3 of
the Commission; and
WHEREAS The Commission concurred with the recommendations of the Gove�rnor's
Commission and has established a Task Force to develop a Request for
Proposal for an Independent Management Study; and
WHE�tEAS The Task Force has met and has developed a Request for Propos�31
for a management study designed to insure the efficient and economica:L
service by the Metropolitan Waste Control Commission;
NOW, THERF.FORE, BE IT RESOLVED That the P4etropolitan Waste Control
Commission authorizes its Chairman and Deputy Chief Administrator to
request proposals for an Independent Management Study and to negotiate�
a contract with the,successful pro�oser. Subject contract will be
submitted to the Metropolitan Waste Control Commission for considerat:Lon
and approval. Funding for the Independent Matiagement Study will be
provided in Program 001, Account 5091.
A�proved this 17th day of July, 1984
METROPOLITAN WASTE CONTROL COMMISSIOrI
BY BY
Peter E. Meintsma Louis J. Breimhurst
Chairman Deputy Chief Administrator
LJB:sl
7.13.84
M E T R 0 P 0 L I T A I3 �J A S T E C 0 N T R 0 L C 0 M M I S S Z 0 N
350 Metro Square Building, Saint Paul, Minnesota >j101
222-8423
NOTICE OF R:QUEST FOR PROPOSaI. FOR COIr'SULTZNG SERVICES
TO PERF'OR*i A.'� INDEPrIv'DE1�T M.s.1�AG�SE.`�T STL'D�'
The Metropolitan Waste Control Commission, located in the Minaeapolis-
St. Paul area of Minnesota, is an operating agency which owns and operates
the Metropolitan Disposal System servicing 101 communities scattered
throughou: a seven-county area. The Commission was c:eated by the 1969
Minnesota Legislature. The Metropolitan Disposal System includes 14 was�e-
water treatment plants and approximately 500 miles of interceptor sewer
lines with numerous pumping, metering, and water quali�y monitoring stations
tzroughout the system. There a:e nine appointed Commissioners and 930 +
e��loyees.'
Ir. the latter part �f 1983, Governor Perpica appointed a Commission to Re�iew
the Metropo:itan k'aste Control Commission. Tiie Commission submitted its
Repo:t ia December of 1983. A major reco�eadation contained in the �eport
was that an Independent Management Study be conducted at the Metropolitan
waste Control Commission. Subsequent to tne issuance of the Report, a strong
show of interest and support for the reco�aended Management Study has been
expressed by municipalities served by the Metropolitan Waste Control Commission.
In June o_° 1984. the Metropolitan Waste Control Commission adopted Resolution
84-243 in support of the Study and established a broad-based Task Force charged
with developing a Request for Proposal, receiving and reviewin6 �roposa2s,
recommended action to the :Yletropolitan Waste Control Comsission, and monitoring
:he progress of the Independent Management Study.
In response to their charge, the Inde�endent Management Study Task Force is
seeking proposals from qualified management consultants to cor.duct a two-phase
Management Studv desigaed to insure efficient and economicai service by the
Metropolitan k'aste Control Co�ission wnile maintaining compl�aace with all
ieder2l and state regulations. It is the intent of the Metropolitan Waste
Contr�l �.Omm1S61nT1 to have the consultant and its subcontractor, if any,
perforr both Phases of the Study; howeve:, the Commission reserves the right
to specifically direct which areas will be studied in Phase II, and if other
consultants �ill be invited to participate.
SCOPE OF TH� STL'���
The focus of the :Ylanageaeat Study will be to examine the i.nternal management
and structuze of the Metropolitan k'aste Control Co�ission. The study will
consi�er the :ietropolitan Waste Cont:ol Co�aission's operating charge and
regional government relationships currently established by statute; however,
minor technical legislative changes may be considered. Other external
relationships and controls are extraneous to the scope of this Study.
t7ork b�• the consul tar.t c:ill be in two phases :
?Ii.4SE I. Per:ora management audit of current organization for proble�
identification and possible legislati�e change identi`:catio�n.
The audit process should encompass assessment of the agency's
organizational structure, work environment, management,
supervisory and personnel practices, long and short-range
planning, and the accounting and financial reporting systems
and its system of internal accounting control. Submit
interim report on Phase I, including audit summary and
appropriate recommendations not contingent on Phase II activitie;s.
PHASE II. Development of a comprehensive plan which addresses the
constraints to effective performance as identified in
Phase I and which includes recommendations for organizational
changes which will lead to improved efficiencies in the
activities performed by the Metropolitan Waste Control
Commission. The comprehensive plan will include dates
for accomplishing recommendations, resources required,
and change analysis measurement techniques.
I� is in the Metrepolitan Waste Control Co�nission's interest that �he en;:ire
project be completed in tne shortest practical time.
PkOPOS�:. CONT�'T :
The proposal snould inclLde the �ollowing, in suificient depth or detail,
to allow proper evaluation:
SECTIOh I - Stateaer.t oi understandino of project scope and oojective:s
SECTIOti II - Description o� two-phase workplan to accomplish the proje�:*_
obiec:ives
SECTIO:� III - Dascription oi the work product to be provided in each
phase of the work.
SECTIO� IV - Description of qualificatior.s and relevant expe:ience of
the firm and those specific consultants that will be
a-ssigaed to the p:oject. Resumes should be furnisned.
SECTION C - Staf�ing plan for the completion of ea�h phase oi the
work, including the roles and time coammitment of each
participant. If a subcontractor is to be used to
perform an� portion of the work, a complete statement
as to role and qualif�cations of t:�e subcontractor
firm or individual must be included. There should be
2 statement as to the necessar} resource commitment of
tne Metro�olitan Was:e Control Co�ission in the devel-
egme^.t o: eacn phase of the preject.
- � -
0
SECTION VI - A schedule of fees and reimbursement for expenses by key
. individuals assigned to Phase I of the project (supporting
� staff may be grouped into classes) with a maximum total
cost for Phase I. An estimated cost for Phase II should
be included.
EVALUATIOh CRITERIA
Proposals will be evz.luated by the Independent Management Study Task Force:
based on responsiveness to items including, but not limited to:
1. The degree of understanding of the *ietropolitan k'aste Control
Co�ission's needs and objectives including statutory consider-
ations.
2. '*he e.�cperience and success that the consultant has demonstrated
in pro�ects with similar scope and objectives.
3. The capability of the consultant to perform the work, including
specialized services within the time limitations, taking into
consideration the current and planned workload of the firm and
key individuals that will be assigned to the pro.ject.
4. Evalua�ion or the ovezall completeness of the proposal including
the workplan, schedule and �anpower estimates, and the estiaa�ed
campletion dates foz each phase of the project.
�. The consuitant's s:ated requi:ement for tae Metropolitan Waste
Control Commission's resouzce commitment including requirements
for the Metropolit2n �.'aste Control Commission staff involvement.
6. The maximum total cost for Phase I and the estimated cost for Phase II
of the project.
7. Consultants' presentation and respoasiveness to the evaluation
co�ttee's interview.
In the event that there are numerous applicants for consideration ior thi:�
prcject, there may be an initial reduction of proposers to approximately
f ive (5) �.�no may then be invited f or an interview.
The Independent Management Study Tasic Force reserves the right to reject
any and all proposals.
'The Metropolitar. Waste Control Co�ission will enter into a contract w�th
the successful proposer upon approval of tae Co�ission.
Six (6) copies of the proposal should DE submitted to the Metropolitan
Waste Control Co�ission by 5:00 p.m., August 31, 1984.
Inouiries ar.d proposals should be directed to: Louis J. Breimhurst,
Deputy Chief Administrator, Metropolitan Waste Control Commission,
350 Metro Square Building, St. Paul, MN 55101.
�
��
TO:
FROM:
DATE:
RE :
Background
MEMORANDUM
SRA BOARD OF DIRECTORS
LeFEVERE, LEFLER, KENNEDY, O'BRIEN & DRAWZ
JULY 18, 1984
1983 NORTHWESTERId BELL RATE CASE
�
� ��Ts_�"�
On September 29, 1983, Northwestern Bell filed a petitior.
with the Public Utilities Commission (PUC) asking for a
$109.46 Mi?lion Dollar ir.crease in local telephone r�tes in
Minr.esota. It's requested rate of return on common equity
was 16.9 percent. Included in that petition was the proposed
continuation of the Tier System. The Board authorized SRA
to intervene for the purpose of opposing the Tier System.
SRA retained Allen Buckalew of J. W. Wilson and Associates
of Washington, D.C. to study and criticize the Tier System.
SRA submitted direct testimony by Buckalew and Fred G.
Moore.
Activities Since Last Board Meeting
The Administrative Law Judge (ALJ) has submitted his
recommendations to the PUC. The ALJ recommends a$36.1
million increase using a 14.46 return on common equity, at a
hypothetical equity ratio of 50.1 percent. This would
result in an 11.76 percent overall rate of return. The ALJ
further recommends that business and residential customers
bear the revenue increases equally, rejecting the.Bell
proposal that residential customers bear roughly 77 percent
of the increase. The ALJ also rejected Bell's proposal that
local r�easured service become the only alternative to flat
rate service(Bell advocates the elimination of inetered service).
Status of the Tier System
The PUC Order, due on July 30, will reflect significant
progress for the SRA. A member of the PUC staff has informed
us that the Order will substantially modify tier ratios in
favor of Tier II-IV customers. This ratio modification i�
a d�rect result of 5 RA participation ir. this case and in the
Bell 1982 rate filing.
Exact d�llar figures cannot be determined at this
point. However, the rate shift from Tier II, IIT and IV
customers to Tier I customers will total well o��er a million
dollars annually for residential customers alone.
Since the instit�stion of the Tier System in 1980, the
PUC has grar.ted uniform percentage increases across all
metropolitan tiers. The ratio of tier rates has thus remained
constant through each ir.crease: Tier �, as the base rate, -
1.0, Tier II - 1.06, Tier III - 1,21 an� Tier IV - 1.50.
The July 30 PUC Order �i�ill reduce those ratios by 50 percent.
The new ratios caill be: Tier I- 1.0, Tier�II - 1.03, Tier
III - 1.10 and Tier IV - 1.25. The result ��ill mean a
greater dollar increase for Tier I customers, a slightly lower
dollar increase for Tier II and a significantly lower dollar
increase for Tiers III and IV.
The PUC Order, however, will not require the eventual
abandonment or a study of the Tier System. Thus the issue
of Tier System's arbitrar�ness remains unresolved. The
above ratio �odification, though favorabl� to SRA members,
is not ba�ed on c��rrent cost data. Bell has kept no statistics
that vrould e.^.able it to deterMine •�hat is the current breakdown
in cost for me*ropolitar. flat rate telephone s�rvice.
2
T0:
FROM:
DATE:
RE :
TIER I
SRA Board of Directors
LeFevere, Lefler, Ker.nedy, O'Brien & Drawz
July 18, 1984
SRA Members by Tier
Columbia Heights (Par�)
Edina (Part )
Lauderdale (Part)
Richfield
Robbinsdale (Part)
Roseville (Part)
St. Loui� Park (Part)
TTER III %, p2 � ��' ���
Brooklyr_ Park
Champlin
Deephaven
Excelsior
Greenwood
Lake St. Croix Beach
Loretto (Part)
D4ir_netonka (Part)
Orono
Plymouth (Part)
Shakopee
Shorewood
Spring Park
Wayzata �
Woodland
��J
TIER I I �+ �� ��,, ��
Blo�mington
Brooklyn Center
Burnsville (Part)
Circle Pines
Columbia Heights (Part)
Eden Prairie
Edina (Part)
Fridley
Hopkins
I,auderdale (Part)
Maplewood
Mendota Heiqhts
Mir.netonka (Part)
Mounds View
uew Brighton
Nerth St. Paul
Plymouth (Part)
Ro�binsdale (Part)
P.oseville tPart)
St. Louis Park (Part)
Shoreview
��adr.ais Heights
TIER IV � •�
None
�,���
?�10T IN BELL SERVICE AREA
Hastings
Loretto (Part)
Burnsville (Part)
N!aple Plain
Minnetriska
Osseo
Victeria
SRA
Proposed 1985 Assessments
City
Bloomington
Brooklyn Center
Brooklyn Park
Burnsville
Champlin
Circle Pines
Columbia Heights
Deephaven
Eden Prairie
Edina
Excelsior
Fridley
Greenwood
Hastings
Hopkins
Lake St. Croix Beach
Lauderdale
Loretto
Maple Plain
Maplewood
Mendota Heights
Minnetonka
Minnetrista
Mounds View
Votes
17
7
9'
8
2
1
5
1
4
10
1
7
1
3
4
1
1
1
1
6
2
8
1
3
x $368.10
6,257.70
2,576.70
3,312.9D
2,944.80
736.20
368.10
1,840.50
368.10
1,472.40
3,681.00
368.10
2,576.70
368.10
1,104.30
1,472.40
368.10
368.10
368.10
368.10
2,208.60
736.20
2,944.80
368.10
1,104.30
!
1
City
New Brighton
North St. Paul
Orono
Osseo
Plymouth
Richfield
Robbinsdale
Roseville
St. Louis Park
Shakopee
Shoreview
Shorewood
Spring Park
Vadnais Heights
Victoria
Wayzata
Woodland
TOTALS:
Votes
5
3
2
1
7
8
3
8
9'
2
4
1
1
2
1
1
1
163
x $368.10
1,840.50
1,104.30
736.20
368.10
2,576.70
2,944.80
1,104.30
2,944.80
3,312.90
736.20
1,472.40
368.10
368.10
736.20
368.10
368.10
368.10
60,000.00