A Senior Commission JOINT MEETING
CITY COUNCIL
&
SENIOR COMMISSION
MARCH 5TM, 2001
1.) Roles and Responsibilities.
Attachment: Maintaining the Edge, Information, Resources and Tips for
Working with Appointed and Elected Officials.
2.) Ethics Policy / Code of Conduct.
3.) Adoption of Community Values.
Attachment: Community Values Resolution
4.) City Council Liaisons.
Attachment: Mr. Botcher's February 21, 2001 Memorandum
- To save staff and applicant time and expense. Less "hassle" and delay.
- To represent the collective philosophy of the city council.
- To provide guidance on policy level issues.
5.) Visions / Guiding Documents.
a. Bluff Creek Corridor Natural Resources Management Plan
b. Hwy. 5 Corridor Study.
6.) Miscellaneous.
CITYOF
CH H SEN
])hOlle
952.93 :, ] 900
4e,er~d Fax
952.932523?
052.~37.~]52
B,i/dl',g Depam,e,t
952.934.2524
'W. t'/. ~'/?:;][k~Y:d;]. ;;i.;i.
To' Scott Botcher. City Manager
From: Sharmin A1-Jaff. Senior Planner
Date' February 28. 2001
Re: Senior Commission Goals and Objectives for the 3,ear 2001
The £ollowing are Senior Commission Goals for 2001. The mqjority of them are
ongoing.
Identilb' issues facing senior citizens and present them with possible
solutions and recommendations to the City Council. In 1998. 1999. and
2000 the commission discussed the possibility ora :'Senior Ne,.ds Study"
with the City Council. This goal relnains a priority for the commission.
The study' would be similar to tin: which was conducted in 1990, open
ended with no preconceived ideas. The study would take place after the
release of the 2000 census. The Metropolitan Council projections
J:.,dicated a 45% increase in the senior population at the end of the decade.
I': the 2000 census confirms these projections, a large;' percentage of the
ox erai] population wil! be seniors, wlaich ;,,'ill lead to lamer., issues and t.,~.~v~-o
o1' services caterina to seniors. The commission's goal is to be proacti','e
and p:epare for these needs rather than react to them.
Senior Li£ecycle Housing: During the 2000 joint session between the City
Council and the Senior Commission, the direction ,,,,,as for the commission
to begin preliminary research and gather data pertaining to senior housing /
assisted living such as sites available in the City for such a facility, size of
parcel, location requirements, general services offered, meet with the
owners of the high density parcels to inform them of the need for senior
housing and assisted living, etc. The commission began touring senior
housing facilities that provide different levels of services. This is being
done for educational purposes.
.
Transportation: Transportation continues to be an ongoing challenge for
seniors. Although seniors often express a need for transportation, we have
been unable to pinpoint one effective method. The mission and objective
of the commission is to help resolve senior transportation problems, and
improve existing transportation service, i.e. Southwest Metro Transit and
CART.
4. Senior Center: The number of activities and attendees of the center
continue to increase. Some activities have been moved to the Recreation
Senior Commission Goals and Objectives
March 5,2001
Page 2
Center while others have a cap on how many may attend. The Senior
Commission realizes that the City does not intend any space/building
expansions in the near future, however, if and when an expansion takes
place, the Senior Center needs to be enlarged.. The commission also
intends to encourage volunteers (other than seniors) to participate in
serving and delivering meals for congregate dining and meals on wheels.
Cun'ent driver volunteers include five (mother and child) teams, seniors,
commission members, business owners in the community, and working
non-senior adults. The total number of volunteers including food servers
exceeds 60 people. This goal provides Cost-Effective Quality Services,
Community Involvement and gives businesses in the community the
opportunity to volunteer their time and services.
o
Communication:
a. Information And RefelTal / Senior Information Line: In 1999, the
Senior Center was rexvarded a new computer and software from United
Way. Staff continuously advertises the program and makes people
aware of the availability of the service. '
b. Educate future generations of seniors: Increase awareness of the
opportunities and challenges that face seniors in Chanhassen. A
subcommittee organized a slide show presentation.
c. Communication With Neighboring Senior Centers and Comnmnity
Education:
· Coordination of events.
· Transportation coordination with other senior centers and
community education.
.
Senior Parking At Public Buildings: Ongoing. The Senior Commission
contacts local businesses and request the installation of the signs at their
parking lots.
.
Support:
a. Senior Expo. This goal gives staff an opportunity to learn about
issues facing seniors, what other communities are doing to address
these issues and form partnerships with other agencies. The Expo
is held once a year and the cost for this valuable service is only
$10.00 per person.
b. Chanhassen Heritage Preservation
c. Urgent Care Facilities
d. Food shelf
e. Inter-generational activities
Senior Commission Goals and Objectives
March 5. 2001
Page 3
.
o
Have an annual joint work session between the Senior Commission and
the City Council to present the goals and objectives for the year and insure
that the Council's vision and their expectations of the Senior Commission
will be met. The Senior Commission members are actively involved in the
community. Each member is assigned the duty of attending a senior
activity once a month to listen and educate seniors on programs available
to them and hear their concerns and issues facing them. Through this
format, they are able to poll a representative sample and report the key
issues to the City Council.
Older Alnerican Month: Celebrate the month of May as Older American
Month. The Senior Commission will give a verbal progress update on this
event.
Appofn d oho Carolyn Braun-
Plannin9 Director, City of Anoka
THE PLANNING COMMISSION AND TIIE GOVERNING BODY:
MISUNDERSTANDING OF ROLES
The misunderstanding of roles is one of the moSt common barriers to a
positive relationship between governing bodies and planning commissions.
The govenfing body has the responsibility of appointing the members of the
planning commission. It is the governing body's job to create a capable
planning commissiOn with a balance of expertise and experience. After that,
the governing body needs to let the planning commission do its job.
The planning commission and governing body have two distinctly different
jobs. Members of the governing body are elected policy makers who are
responsive to the public whom they represent. Planning Commission
members, on the other hand, are not policy makers. They are appointed to
work within the ordinances adopted by the governing body. They work with
already established policy and do not change the policy or make a decision
on a specific request based on policy. It is the planning commission' s role to
apply the ordinance. If the planning commission is concerned about the
impact of applying a given ordinance, it is their role to recommend changes
to the governing body. It is not their role to base a decision on what they
would like the ordinance to say. Even in rewriting an ordinance or developing
a new ordinance, the planning commission functions as a technical consultant
and the governing body is still the policy maker.
UPPER I~IDV~EIIT I~EGIONAL PLANNING ¢ONFEP~EN~E
UNDERSTAND'~G THE DIFFERENCE IN DECISION-h~2ING
Technical vs. Political Decision Making
Planning Commissions and Governing Boards maY reach different decisions
on the same request. Why does this happen? Both bodies have the same goal
of acting in the public interest. Then why the difference?
Planning Commissions base their recommendations on interpretation of the
code as it relates to a specific request. Tt~is approach is essentially regulatory
compliance blended with policy interpretation. At the Governing Board
meeting, however, broader socio-economic and cultural issues are blended
with policy. So, when a governing board reverses a planning commission
recommendation, it is often due to the expanded scope of"compatibility,"
"quality of life," and other overriding considerations of similar nature.
Planning Commissions often measure and make planning decisions based on
whether the decision will create the best outcome in relation to the ordinance
standards. For example, the Plam~ing ConmSssion will work to reduce a
variance to the least amount possible. The Governing Body, however, may
look at ,,,,,ho receives the most benefit and whether the variance -- regardless
of the actual a/nount-- impacts others. As a result, decisions from the
Governing Body may be more responsive to existing voters.
Plmming Commissions also evaluate requests based on a.comprehensive
approach, using the comprehensive plan as a guide. Governing bodies,
however, prefer a more incremental approach that analyzes only the request
at hand. The incremental approach has less political risk.
Finally, Planning Commissions are more likely to be receptive to technical
presentations. Governing bodies are often more effected by presentations
with an emphasis on public sentiment, such as a strong emotional
presentation opposing a project.
EFFECTIVE COMMUNICATION
Given the difference in roles and methods of decision making, it is important
to have effective and appropriate communication. The governing body needs
a way to provide collective guidance to the planning commission and there
needs to be a way for the planning commission to share the background and
process that leads to a recommendation to the governing body.
STEPS THAT CAN ENHANCE COMMUNICATION
1. Hold a yearly workshop to review and agree on roles, to discuss common
community goals, and to establish the general work agenda for the year.
TIP: Allow enough wor~hop time before major issues so that recommendations
can be fully understood and questions answered before the political debate.
TIP: Agree on ground rules for joint meetings, public statements and informal
workshops which include mutual respect.
TIP: Facilitated joint workshops may be helpful on issues that have created or
have the potential to create difficulties between the two groups.
TIP' Ordinance and plan development processes should include community
input early in the process to reduce the likelihood of conflict in the approval
process.
2. Produce a regular update to the governing body that reports on issues of
mutual interest.
BUILDING RELATIONSHIPS
Building bridges through effective advocacy.
In any community, there are steps that can be taken to make sure planning
cmnmission aims and policies are clear to the elected body, with the long-
range goal of mumaI understanding and support.
Attend your governing body's meeting when an appeal of one of your
decisions is being considered.
Wtfile it may not be pleasant to hear the discussion of'those who disagree
~4th you, you will be able to experience the feeling of the elected officials
and the public on specific issues. If the planning commission decision is
overturned, the planning conm~ission may want to informally revisit the issue
to determine why and if a different approach is warranted.
Be acquainted with the political platforms of thc members of the
governing body.
If planning is not important to an elected official, you may want to arrange a
xdsit to explain your position and the positive results planning has on your
community - and also listen to the elected official's contrary ideas.
Do not rely entirely on staff to convey your message.
In most cases, reliance on ),our professional staff is a satisfactory waY to
cato' out the planning conunission's objectives. However, there may be times
when rite planning commissions feelings m'e best expressed by a pla~ming
conm~ission member (often rite chairperson).
Suggest a retreat or informal workshop among planning commission
members and elected officials to try to come to consensus on a conm~on
vision, goals and objectives. Even if the best you can do is agree to disagree,
you will have heard each other and learned something.
Thc relationship bem'een the elected official and appointed boards should
always be cordial, even in the heat of battle. You can do a great deal to
make it so.
Excerpted in great part fi~om "Worki~g Effectively with Elected Officials," by
Elaine Cogan, PCJ, Fall 1995.
Sotlrce:
Planning and Zoning Administration in Utah
Second Edition, 1989
Center for Public Affairs and Administration
University of Utah
As a member of the Planning Commission who is vitally interested in
building and main'raining a viable community in which to live, work, and play, I hereby resolve to:
· Support and defend the Constitution of the Un/ted States of America and the Constitution of
the State of Utah.
· Uphold the laws of the United States of America and those of the State of Utah.
· Concern myself with the advancement of the pubic interest in all matters that come before
me.
· Place the competence and effectiveness of service to the public above all i~tterests of persons,
factions or part/es.
· Endeavor, through diligent attendance, to represent the best interest of the community as a
whole as I have been appointed to do.
· Seek to assimilate all pertinent information on matters before the Planning Con-tmission prior
to committing myself to an irrevocable judgement or decision.
· Prepare myself for all items scheduled for presentation to the Planning Commission.
· Strive to provide fiscally sound policies, matching expenditures to £unds budgeted.
· Not make available to an,,' one citizen any services, tangible or intangible, that are not equally
available under the law to any other citizen.
· Abstain from participation in a decision 0f the Plapaning Commission and/or the governing
body in which I have a conflict of interest.
· Avoid unilateral action that does not comply with existing policy of the Planning
Commission.
Work with professional staff of the Planning Commission and other persons to achieve the
most desirable results with regard to the planning or zoning process and established
community development policies.
Refuse personal gifts in every instance where I have reason to believe the gift would not have
been extended to me except for my official position, where I have reason to believe the giver's
interests are likeh,' to be affected by my official actions, or where the gift is or may reasonably
be considered to be designed to influence my official actions.
Conduct myself in my contacts with other persons and groups in a manner keeping the
trust and dignity in my position as a servant of the people and of my community. I shall
further take care to guard not only the factual principles but also the appearance of
justice and integrity.
ETHICS & THE PLANNING COMMISSION
ndcpcndcn and nformcd
%~;,.,~.~agm¢ mat )our commission
t~ a member who regularly
attends meetings unprepared.
(For some of you, fi'tis may not be much
of a stretch to imagine.) As a result, the
member displays little depth of thought
on matters before the planning commis-
sion. He may appear to always "rubber
stamp" the position of staff, or repeatedly
ask questions that have no bearing on
the application or were addressed in
the information provided. Obviously, this
is not an independent and informed
commissioner.
But is there an obligation for plan-
ning commissioners to exercise indepen-
dent and informed judgment in review-
lng matters? The answer is )'es.
A central function of a planning com-
mission is to provide an objective, and
independent, voice on matters relating to
a community's long-term clev¢lopment.
This is especially important since local
governing bodies arc (quite naturally)
more sensitive to public opinion and the
demands of:,arious special interests·
Planning historian Larry Gerckcns
has noted that "it is worth recalling that
citizcn planning commissioners were put
in flint position not to cxccute adminis-
u-ative chores for city council, but to pro-
vide insights into the problems and
potential of the communit); and to pro-
vide leadership in the solution of prob-
lems before ~hey arise" (from
"Community Leadership & the Cincin-
nati Planning Commission," PCJ #18,
Spring 1995). Moreover, the American
Planning Association's "Statement of
Ethical Principles in Planning" includes
the following: "Planning process partici-
pants should exercise fair, honest a~ct
independent judgment in their roles as
decision makers and advisors" (emphasis
added).
What are some of thc basics to ensur-
ing that you, as a commissioner, are
by C. Grcgou' Dale, AICP
well-informed, and capable of exercising
independent judgment?
First, be sure to open your me.eting
packet before the meeting! OK, maybe
that is too basic, but many commission- .
ers have cringed to hear the sound of a
fellow board memi~et tearing the enve-
lope open at the meeting.
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?-i.-BOTH' 6ONIMissION AND
' i;'gTAFF-sHOULD. REcOGNIZE
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[:i'::.-.T..HE. OBLIGATION' OF .THE '
~?. COMMISSION-.TO. ACT
~:'." AN INDEPENDENT' '.
F'2 '.'
2.:~-: ..-MANNER.
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If you have a professional staff you
should obviously review the staff report
carefully. I[ not, then you should review
the application itself. Also, there is no
substitute for viewing the subject site
and the surrounding area. Reviewing
previous staff reports or minutes may
hello provide you with some historic per-
spectivc on the application at hand. It is
also helpful to review the zoning code
and comprehcnsivc plan provisions that
arc relevant to a particular request.
Do not confuse independent judg-
ment with personal bias. The compre-
hensive plan and the regulations that
implement that plan represent the poli-
cies and laws that you are bound to
uphold, regardless of your own personal
biases·
Can one do too much to prepare?
Always remember that your decision
must ultimately be based upon evidence
in the public record. Many commission-
ers, in their well-placed enthusiasm to be
as prepared as possible, engage in inde-
pendent investigation that involves dis-
cussing pending cases before the
commission with interested parties to
that application. Such ex parte contacts
are improper and should be avoided
(see my column, "Ex-Parte Contacts" in
PCJ #2, Jan/Feb. 1992).
Another aspect of this issue has to do
with the relationship between the com-
mission and staff. Professional planning
staff have the training and ability to
provide the commission xvit~ valuable
information and insights. Many commis-
sions actually request that staff provide
a recommendation for action.
Planning commissions should take
full advantage of staff expertise in mak-
ing decisions. However, both commis-
sion and staff should recognize the
obligation of the commission to act in an
independent manner. Remember also
that staff's analysis usually occurs prior
to the public having the opportunity to
testify. The commission may very xvell
hear t¢$timonF7 that lcacls to a conclusion
or interpretation different from that.
which staff has articulated.
It can take time and effort for com-
missioners to be well-informed about
matters before them, and be capable of
exercising independent juclgment. But it
is an investment that must be made.
C. Grcgor)' Dalc is
Principal with thc
ning and ~oning firm of
McBride Dale Clarion
Cincinnati, Ohio. Dale
manages planning projects
and condttcts training for
plcmning officials throttgh-
out thc cotmtD'.
A collection of all of Grcg Dale's "Ethics
& thc Planning Commission" columns
is now available. Contact the PCJ office
or order from the PlannersWcb at:
wv,-,v, planrtersweb.com
PLAN N I N G C'O M M I S S I O N E R S j O U R N A L / N U M B E R 3 6 / FALL 1 9 9 9
RECIPE FOR FAIRNESS
In saying "yes" to appointments to serve as planning commissioners, we accept positions
of publiCtrust and the responsibility of helping to guide our communities and counties into
the future. To be effective we must conduct ourselves in a manner that develops and
maintains the public's respect for and understanding o.f the.job we do and the public
process we serve.
The key to respect is acting with fundamental fairness to all involved in the process and
to all who may be affected by any decisions that arise from the process: citizens (now and
future), applicants and their representatives, professional staff, other commission
members, and the elected body.
Looking back over my 16 years as a planning commissioner, ! recognize that each of the
above groups has its own expectations of "what's fair". What seems fair and reasonable
to some seems entirely "unfair" to others. Therefore, the preparation and adoption of
specific policies and procedures that incorporate a "Recipe for Fairness" is essential to the
well-being of a planning commission and to its dispatch of duties.
"Recipe for Fairness"
Into the
ELEMENTS OF PROCEDURAL DUE PROCESS
Fold in the
AICP/APA ETHICAL PRINCIPALS IN PLANNING
Mix well with
Understanding, tolerance, and vision,
And serve with
Competence, integrity, and consistency.
An understanding of the key ingredients is critical to fairness.
Elements of "procedural due process": The "due process clause" found in the 5th and 14t~
amendments to the U. S. Constitution mandates requirements of procedure for bodies
making land use decisions to effectuate reason and fairness in the public process and to
ensure that applicable decisions and laws are not unreasonable, arbitrary, or capricious.
At a minimum we must provide:
· adequate notice and full disclosure of information,
· unbiased decision-makers,
· absence of ex parte contact in any quasi-judicial issue,
· opportunity to be heard and to present evidence,
· record of the proceedings,
· written decision based on the record and supported by findings of fact.
Elements of the AICP/APA Ethical Principles in Planning: These principles bind
professional planners to ethical standards of practice. It is additionally important that'
planning commissioners subscribe to the same ethical standards.
· Serve the public interest;
· Recognize the, rights of citizens to participate in the process;
· Give full, clear, and accurate information;
· Expand choice and opportunity;
· Make information available to the public;
· Protect the integrity of the natural environment an~l heritage of the
built environment;
· Pay atte._ntion to the inter-relatedness of decisions;
· Achieve high standards of proficiency and integrity;
· Disclose personal interest and define it broadly;
. Abstain fr~m participation when you have a personal interest;
· Seek no gifts or favors,'
· Not participate as an advisor, decision-maker, or advocate when
when you have previously been an advocate;
· Serve as an advocate when the client's objectives are consistent
with the public interest;
· Not use or disclose confidential information;
· Not misrepreSent facts;
· Not participate unless prepared;'
· Respect the rights of all persons.
The elements of due process and the ethical principles of planning blend together
smoothly to provide elemental fairness when diligently and consistently followed. Mixing
those elements with understanding, tolerance and vision leads me to the following
thoughts with regard to specific "audiences".
To the
·
public:
We represent not only those who have come to participate in a meeting but also
those who did not come, and those who will be our citizens in the future. The
Supreme Court of Washington (in the 1972 decision in Buell v. City of Bremerton)
adds that members of commissions must be "capable of hearing the weak voices
as well as the strong".
In decision-making, we must respect and preserve the legacy of the past and be
responsive to the needs of the present as we prepare for the future to assure
opportunities for success and fulfillment for all.
In our hearings and meetings, we should be respectful and attentive to all who wish
to participate. For many, it is a first experience with our public process. If we put
ourselves in the shoes of those on the other side of the hearing room, would we
feel welcomed? Would the meeting space be large enough with good sound and
lighting? Would all case materials be set out for public review and would meeting
procedures be clearly explained? Would visual aids (overheads, etc) be used and
would all testimony be handled fairly with time and attention to all? Would issues
be clearly defined and questions be carefully addressed? Would action taken be
explained as well as the next step in the process? Would we feel our input was
.- appreciated and considered and would we look forward to participating in the
process in the future?
To the applicants:
· Come to each meeting prepared, having studied the applications, staff reports,
" other documentation, applicable ordinances, plans and policies, and the sites.
· Keep an open mind avoiding determination ur~til all documentation has been
reviewed and all testimony and discussion has been heard in public session.
· Do not use continuance as a delaying tactic when a decision may be difficult or
unpopular.
To ti~e professional staff:
· Review all reports in the "meeting packet" as quickly as possible after receipt. If
you have questions or need more information, let staff know immediately. Do not
"bushwhack" your staff by waiting until the meeting to ask for information that may
not be available "on the spot".
· Treat the professional staff (including consultant planners) with decorum,
respecting the professional code of ethics by which they are bound.
To other commission members:
· Be respectful to each other and to differing opinions.
· Seek training and education opportUnities to ensure a 'better grasp of the
responsibilities.
· Attempt to clarify all issues -- not everyone on the commission has the same level
of experience. Never think a question is "too dumb" to ask.
To the elected body:
· Send clear recommendations substantiated by "findings of fact" in a timely manner.
· Periodically meet with the elected body to discuss community planning priorities,
goals, and policies and to embrace a shared planning attitude fdr the community.
· Recognize that they serve a voting constituency, as well as the general public, and
are likely to respond to "public pressure" in a politically expedient manner.
In closing, remember that each individual involved in the planning process brings a
different perspective to the issues and that in FAIRNESS all perspectives deserve
consideration as we work to prepare for the future.
Carol Lynne Swayne
Planning Commission Chair, City of Bellevue, Nebraska ·
APA Board of Director-at-Large
Note: Written for and reprinted from "The Western Planner"; Vol 21, No 3; April/May 2000
CITY OF CHANHASSEN
CARVER AND HENNEPIN COUNTIES, MINNESOTA
DATE:
February. 8, 1999 RESOLUTION NO: 99-07
}VIOTION BY:
Mancino SECONDED BY: Entel
PROCLAMATION DECLARING VALUES WEEK, FEBRUARY 14-20, 1999
WHEREAS, "it takes a whole village to educate a child," (African proverb) The xvhole
community has the responsibility to work in concert with the home to provide consistent messages
about how we are to treat each other.
WHEREAS, the entire conmaunity participated in a process to identify a common ground
of basic goodness. The District 112 communities process involved tin'ce community forums and a
committee that reviewed and summarized the input fi'om the community. The values were then
adopted by the city councils, school board, and county commissioners.
WHEREAS, the entire community must be involved. This includes school, business,
clergy, law enforcement, social services, city government, and service organizations. This
involvement begins with identifying the values and continues by community members modeling
and promoting the values.
WHEREAS, the City o£ Chanhassen has adopted and promotes the eight Community
Values of CITIZENSHIP, ENVIROMENTALISM, GENEROSITY, HUMAN WORTH &
DIGNITY, INTEGRITY, LEARNING, RESPECT FOR OTHERS AND
RESPONSIBILITY.
WHEREAS, The Values Committee has organized the Tenth An'mual Community Values
Award Program for 1999.
NOW, THEREFORE, BE IT RESOLVED that the City of Chanhassen hereby proclaims
the week of Februau' 14-20, 1999, to be
COMMUNITY VALUES WEEK
in the Git5' of Chanhassen. As we continue to face the challenges and opportunities of our society,
I call on all citizens of CHANHASSEN to promote and model these eight values.
CHANHASSEN'S commitment and dedication to building a bright future for all members, but
especially the youth of this community, remain top priorities.
IN WITNESS WHEREOF, I have hereunto set my hand this 8th day of February in the
year of out' Lord one thousand nine hundred and ninety-nine.
Todd Gerhard, Acting City Manager
Nancy K. Mancino, Mayor
YES NO ABSENT
Mancino
Engel
Jansen
Labatt
Senn
None None
District
.
_1'i 2 Strategic_ DireCtion
__
__
- Mis ~'ib n -
~- _.
._
_
District 1 12 will prepare learners to achieve
their- personal best.
..
_.-
-- __
District 112 is. dedicated to the
preparation of life-long learners so each
may achieve personal success and
contribute to family and community.
Community Vahtes
Citizenshil): A quality in individuals whereby each adheres to an has an understanding and appreciation of the
rights, responsibilitie5 and privileges afforded our society under the Constitution of the United States of America;
and, where every individual has a willingness and ability to participate in the democratic process in a lawful manner
in a society where actions of the individual, group or gov.ernment are free from bias, favoritism or prejudice.
Environmentalism: A quality of care and concern for our surroundings and being willing to help improve and
preserve the environment.
Generosity: A quality in an individual whereby each is willing to Share unselfishly in words as well as action and
is willing to serve others without pay; indiscriminate altruism, gratitude and appreciation:
Itumah Worth and Dianitv: Ond's assessment'-of the extent to which on~ is lovable and-capable; the personal
sense of being valued.
Intel~ritv: The quality ,of strict personal honesty, truthfulness and sincerity in tile conduct of human interactions.
I~earnin~: A quality ill individuals whereby each strives to learn more and increase personal levels of fulfillment
and competence throughout life; a condition ih which one uses problem solving and reasoned argument to identify,
frame and propose new and improved solutions to existing and emerging problems to the betterment of self and
society ......
Respect for Others: A quality whereby each and every individual }las an unselfish regard and devotion, free from
pride or prejudice, to the welfare of others, as well as one's self, by respecting others; by displaying courtesy and
compassion; by appreciating and accepting individual differences and cultural diversities; and by showing regard
for and knowing the unique qualities of each person as a valued individual.
Responsibility: A quality in individuals whereby each knows, understands and accepts the impact and
consequences of personal actions and decisions and whereby each tries to fulfill the obligations of self-sufficiency
and active commitment to the common good of society.
77~e3'e vahw.v haw been adopted by thc City Cotmcils of Carver, C/lrlnhasset~, Chaska, and Victoria, the Carver County Board,
the Sc/mol Board of DJ.re'ici 1 I2, and the Cha3'ka Chamber qf Commerce,
CITYOF
690 G9' Ce, ret Drive
PO Box I47
Cha,hassen, 3li,,esota 55317
~hollf
952.9321900
Ge, cml Fax
952. 93
E, gineed,g D~artme,t Fax
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BuiIdi,g Departme, t Fax
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l13b Site
MEMORANDUM
TO:
FROM:
DATE:
Mayor
City Council
Scott A. Botcher. City Manager
February 21. 2001
SUB J:
Commission Liaison Reconamendations
There have been times in the past. most recently accentuated by the inter-
commission communication process used involving the Puke development,
where it appears as if communication of the municipal position by the Council
to its advisory commissions was at times lacking. Having been here long
enough to notice, it appears that this issue, similar to other dilemmas we have
faced, can be traced to one of organizational structure within the municipal
corporation. \\"hile some of what I am about to say may seem dreadfully
obvious to some. it appears some of the following statements have not been
implemented even if you assume that these things are patently obvious to the
governing bodies of the City in the past.
q
In its simplest form. our commissions exist primarily for one purpose--4!;ey
exist to assist the Council in perfbrming its duties as the governing body of ti,~e
City. They exist to act on behalf of, and at the direction of, the governing body
that established these commissions, and as their creator, the Council establishes
the policy parameters within which they desire each one of these committees to
work. \Vithout the clear establishment of this relationship, and without the
understanding of these same said paralneters, one of two things can happen:
1 ) the advisory commissions can do their work with a lack of direction, making -
their job more difficult; and 2) the work product the Council ultimately receives
fi'om these advisory commissions will not have served the purpose or met the
need of the governing body, which is (was) the purpose of the commission's
existence in the first place.
The question then is how to create a structure whereby there is an understanding
on the part of both the governing body and the advisory commissions as to their
roles, and secondly, as to the acceptable policy parameters within which the
advisory commissions should consider specific issues as determined by the
governing body of the City. Although I do not claim to have the perfect answer,
the Mayor has asked me to share with you my thoughts on how we can address
this structural issue.
Mayor & City Council
February 21, 2001
Page 2
In Delafield (which is, for the new Council members, where I worked for five
years prior to coming here), we had a system in place whereby each Council
member was assigned a position on each one of the commissions in a liaison-
type relationship. These Council members sat as full members of each one of
the advisory commissions and did vote. This served multiple purposes, two of
which I have mentioned before. First, it created an ~xplicit conduit through
which direction and communication could flow from the Council to the
commission mad back again. In this manner, the commissions heard directly
from a Council member any communication necessary or desirable by the
commission as part of their deliberation. Secondly, it established for these
advisor2' bodies the policy parameters within which the Council desired each
one of these commissions to work. As an example, the Council may decide that
certain things are acceptable as a matter of policy within park and recreation or
land use areas within the City of Chanhassen. The establishment of that policy
then could be fully and clearly communicated first hand by this liaison to the
advisory commission so that when they were considering issues, they knew
clearly the parameters under which the governing body of this city wished them
to review issues prior to reporting to the City Council. As I said, it does the
Council no good to haxie cbmmissions do work outside the policy parameters in
a fashion that is unacceptable to the governing body. Additionally, it is
frustrating to the commission'members to put in the time and effort without
some sort of direction fi'om the Council. You, as a Council member, oxve that to
them and certainly the creation of this type of relationship facilitates that.
Additionally, given the special role of the Planning Commission xvithin growth
communities (and Delafield was a grox~ community too), the Mayor, by
ordinance, served as Chair of the Planning Commission. It is thought that this
role as Chair helped to further communicate to the Plamfing Commission public
policy as established by the Council to the Planning Commission.
It goes without saying that it is incumbent upon each of the Council members
who serve as the liaison to represent the interests Of Council. It is not their job
to represent their interests. It is their job to represent the interests of the
governing body. In cases where there is not a firm position on the pan of the
Council, it is their job to represent the varied perspectives that may exist on the
Council. I personally have seen people do an outstanding job of representing
diverse policy perspectives to advisory commissions.
Additionally, one of the issues that Council may wish to consider is whether or
not they wish to continue to deal with some of the land use issues they currently
do. My rationale is as follows: at the current time, there appears to be, outside
of the appointment process, a pretty distinct line between the actions of the
Planning Commission and the City Council. This is not meant to be an
adversarial statement; I am simply saying that we have two distinct bodies
!
Mayor & City Council
February 21, 2001
Page 3
considering and deliberating issues that come before them. Suffice it to say, the
Council workload appears to be growing every single week. Additionally, I
have been nudging (okay, perhaps pushing) the Council to try to get up to that
30,000 fL policy level, thereby making policy to guide and lead this community
instead of getting so bogged down with detail that we bum up valuable time and
energy dealing with issues like 8 ft. deck variances hs opposed to issues of
housing and transportation et.al, within Chanhassen. Part of the "trade" is that
the City Council would not deal with many of the rudimentary land use
approvals. The Council would not deal with variances, instead focusing on large
conceptual issues, such as approving PUDs, development agreements, general
development plans in putting together a PUD, etc. We would not, for example,
approve individual site plans for buildings within the PUD, the rationale being
that the PUD is in existence, the development agreement is in existence, and the
Planning Commission, especially given the communication through the liaison
to the Planning Commission, could just as well decide whether or not a specific
submittal met the standards implied within a development agreement and within
a PUD as the Council. Frankly,' it is my experience that planning Commissions
do an outstanding job in applying the template created to review the individual
submittal.
.Chanhassen has a history, however, of the City Council being involved (I might
say bogged down) in detail work. I don't know if you all are ready to let go of
some of this, but I throw it out there because I've seen it Work and I want to
continue to encourage you, again, to lead at the broadest and highest possible
level. You are here to lead this community, and again, these commissions exist
to do much of the detail, research, and public hearing work for you, giving a
broader audience to your constituents so that when an issue comes before you,
you can deal with these issues from a broader policy based perspective instead
of counting trees or setback footage.
I apologize for the length of this memo and I am more than happy to discuss it
with you on Monday evening. It is my understanding from my'conversations
with the Mayor that this issue on Monday night is simply one for discussion.
The Council can communicate to her their initial thoughts, feelings, and
concerns at that time. If you have any questions about this, please contact me
directly and I will be more than happy to talk. Thank yom
g:~ser~scotlb~'ommission liaison.doc