2f Memo of Agreement for Met Council to Provide Technical Assistance in Program Review and Analysis to Lake Minnetonka Area Cities CITY OF
W CHANHASSEN
690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317
(612) 937 -1900 • FAX (612) 937 -5739
1 MEMORANDUM
TO: Mayor and City Council
FROM: Don Ashworth, City Manager
' DATE: July 8, 1993
SUBJ: Memorandum of Agreement for Metropolitan Council to Provide Technical
Assistance in Program Review and Analysis to Lake Minnetonka Area Cities
' Chanhassen has maintained a close working relationship with our Lake Minnetonka area cities.
This relationship formed the foundation under which various "mutual aid," joint powers
agreements (animal control), and sewer and water extension agreements were founded.
Approximately one year ago we set a goal of attempting to analyze the various services we are
providing as a group of cities and whether those services were being provided in the most
' efficient and effective method. Some in the group probably considers the goal to be a study of
"right- sizing " - -a process often leading to consolidations. Others probably see the goal as being
closer to "optimizing city services " - -a study often showing means by which expenditures can be
reduced during tight budgetary time frames. Many, like myself, see the case study as one in
which we can document the fact that we do provide services effectively to our citizens and we're
simply tired of being kicked around. Again, although the objectives of each of the cities were
slightly different, the fact remains that all of the cities saw a benefit in being able to document
exactly how services were being provided, what costs are, and that if alternatives to service
delivery are out there, we should be aware of such. The study is not to force changes. For
example, we may identify that costs of providing police services are less by using a multi-city
department. However, if an individual city wanted to keep their local department because of the
perception of greater local control, that would be their option.
' During our various meetings, we examined means by which we could document how we are
providing services and how to associate costs with such. We finally came to the conclusion that
' some form of consultive service would be required to help each of the cities and to ensure that
there was consistency. Through various meetings with the Metropolitan Council, they have
agreed to complete the study and they will act as the coordinating agency. The attached joint
powers agreement details the work effort proposed as well as recognizes the Metropolitan
Council as the coordinating agency. I should note that there is a downside in the entire process.
Information can be abused. I don't need to repeat my feelings as to how the state auditor abused
�� PRINTED ON RECYCLED PAPER
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1 Mayor and City Council
July 8, 1993
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information and created nothing but havoc for Excelsior in his reporting that Excelsior was the
I worst spending small city for public safety in the State of Minnesota. The $240,000 that they
were paying for fire service, when divided by their 2,000 residents, produced a per capita
spending two to three times higher than any other small city. As the report solely referred to
I "public safety" spending being two to three times higher than normal, local residents jumped to
the conclusion that the primary culprit was their police department. The city's involved in that
multi- jurisdictional police department spent the following six months re- examining how they
should share police costs and they nearly disbanded what is a very cost efficient service for all
I of the cities involved. In my own mind, the misinformation presented by the state auditor was
one of the factors which forced the dismissal of Excelsior's City Manager. Finally, that
misinformation has now resurfaced in questions as to how the cities should divide costs for fire
I service. The most ironic part of this entire process was that the state auditor's office never
released the fact that Excelsior receives approximately $200,000 from the other cities for
I providing that fire service and that the net costs of their police and fire services are less than
most cities within the state. These horror stories have been passed along to the Metropolitan
Council personnel with whom we have been working, and it is our belief that they are not
1 embarking on this study to abuse information. Time will tell.
Approval of the joint powers agreement is recommended.
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MEMORANDUM OF AGREEMENT 111
FOR METROPOLITAN COUNCIL TO PROVIDE
TECHNICAL ASSISTANCE IN PROGRAM REVIEW AND ANALYSIS
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TO LAKE MINNETONKA AREA CITIES
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THIS AGREEMENT is entered into by the Metropolitan Council ( "the Council ") and the cities of
Chanhassen, Deephaven, Greenwood, Woodland, Excelsior, Minnetonka, Minnetonka Beach, I
Minnetrista, Mound, Orono, Shorewood, Spring Park, Tonka Bay, Victoria, and Wayzata ( "City" or
"the Cities ") for the purpose of conducting a three -year program review and analysis of city services
and alternative methods of delivery.
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I. NEEDS STATEMENT
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Reduced state aids and flattened property tax revenues have resulted in revenue decreases to local
governments. The economic conditions of recent years have required public agencies to focus on
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efficiency and effectiveness. Agencies are faced with choosing between needed services and desirable
services or different ways to deliver services.
Many cities have trimmed staff and ceased expansion of services as revenues have flattened or
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decreased. With staff stretched thin and often performing more than one job, it is almost impossible
to free up staff to do special projects such as looking at ways to create greater efficiency in services
or to provide them in a different way.
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Governor Arne Carlson has placed a priority on asking local governments to find ways to deliver
services more efficiently and effectively. He has asked the Council to assist local governments in this
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effort. As a result, the Council is offering to a select number of community groups some technical
assistance. The technical assistance will enable local units to examine current practices and to
evaluate a variety of options and efficiencies for a variety of services.
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According to Minnesota Statutes § 473.244, subdivision 10, the Council is authorized to conduct
special studies and prepare reports regarding the necessity for the consolidation of common services I
of local governmental units and the kind of consolidation most suitable in the public interest.
It is not the intent of this agreement to consolidate municipalities. This agreement is entered into I
recognizing that:
• Competition between local governmental units can produce pressure for efficiency;
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• Big is not always better. Large cities are decentralizing decision making and providing service
delivery at the neighborhood level; and '
• Maintaining community identity and local control are important elements in decisions on
service delivery. I
The Cities currently cooperate and contract for services in numerous ways such as: contracting with
other local units; contracting with the private and non profit sectors and special purpose districts;
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I pooling of labor for efficiency and increased specialization; combining or centralizing of fixed facilities
and inventories; joint purchasing and cooperative agreements.
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H. PURPOSE
1 The Cities recognize that more can be done in searching for more efficient and effective ways to
provide services, in finding the most appropriate service area for each municipal service, and in
I developing more creative, cost - effective options for local officials in providing self - determined levels
of municipal services.
I The overall goal of the Council's New Ventures in Delivering Government Services Project is to assist
local governments in reviewing and analyzing their services and to search for ways to assist them in
implementing efficiencies or alternative delivery systems. The purpose of this agreement is to
officially commit the Council and the Cities to a three -year collaboration relating to service delivery.
III. SERVICES AND TASKS
I 3.01 Advisory Group(s). Each City may appoint staff, elected officials, and citizens to an Advisory
Group or Groups. The Advisory Group(s) may be asked to:
I • act to challenge assumptions throughout the study;
1 • act as a liaison to the City Councils;
• continually ask: What are we doing? Why? Are there other, more effective ways to
1 do this ?;
• review and comment on the first draft of each report;
I • serve as a City delegation to meet and review the final report and make
recommendations on areas for their City Council to investigate further;
1 • make joint recommendations if service options involve more than one City
(coordinated by the Council).
3.02 Steering Committee. A Steering Committee, whose purpose is to coordinate activities of the
project with the Council staff, will be made up of the City administrators /clerks /managers.
1 3.03 Data Collection Work Groups. Work Groups of four to six individuals will be formed by the
Steering Committee to set the parameters for each study and to assist with the collection of
information and data. Each Work Group will include administrators and staff from the Cities who
I work in the area to be discussed and, at the Council's discretion, an outside consultant with expertise
in the area who will be under contract with the Council. The Council staff will facilitate and
coordinate the proceedings of each Work Group. Two specific services within each of six areas will
I be studied each year. The six areas identified include:
• Building/Zoning/Planning
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• Engineering/Construction
• Maintenance/Public Works I
• Public Safety
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• Recreation/Youth /Senior /Culture
• Administration/Miscellaneous 1
The Work Groups, in cooperation with Council staff will:
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• determine the best means to measure costs, personpower, and efficiency;
• identify specific areas where a "value for money" study could be valuable in providing
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comparability data and establishing performance benchmarks;
• identify areas where cooperative efforts could be undertaken on a "fast track;"
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• identify different standards and levels of service for each community;
• P reports roduce orts in each functional area; I
• develop service delivery options with a cost analysis.
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The Council staff will:
• Conduct "value for money" studies to be agreed upon by the Steering Committee and 1
Council staff;
• meet with each City's staff to accumulate data; 1
• coordinate the efforts of the Steering Committee, Advisory Group(s) and Work I
Groups;
• develop and administer a citizen satisfaction survey document which may be utilized
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by the Cities to incorporate satisfaction in determining service levels;
• offer technical assistance in analyzing and developing or mediating services and in
I implementing cooperative service delivery options chosen by the City Councils on an
as needed basis.
3.04 Draft Report. A draft report of the results in each of the service areas with recommendations
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will be prepared by Council staff in consultation with the Work Groups. The draft will be presented
to the Advisory Group(s). The recommendations will include an analysis of various options including
cost and feasibility questions regarding implementation. 1
3.05 Final Report. Final reports will be prepared by Council staff on behalf of the Advisory
Group(s) in each of the service areas for discussion and approval by each of the affected City
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1 Councils. The final report will include the considerations and recommendations by the Advisory
Group(s).
IV. GENERAL PROVISIONS
I 4.01 Stan'. The Council shall provide staff to help research, coordinate, facilitate, and prepare
reports in order to accomplish paragraph 3.03 of this agreement.
I 4.02 Supplies and Materials. The Council shall furnish all supplies and materials needed to
complete this study such as photocopying, computer time, or word processing.
1 V. ADMINISTRATION OF AGREEMENT
I 5.01 Authorized Contact Persons. The Council will identify a staff person to act as contact person
for purposes of coordination of this agreement. Each City will also identify a person to serve as its
contact person for administration of this agreement. .
I 5.02 Amendments. The terms of this agreement may be changed by mutual agreement of all of the
parties. Such changes shall be effective only on the execution of written amendments signed by the
Council and the Cities.
I 5.03 Termination. The Council and the Cities shall each have the right to terminate this agreement
at any time for any reason by submitting written notice to the other parties at least thirty (30) days
I prior to the specified effective date of termination. Each individual City shall have the right to
terminate its participation in this agreement at any time for any reason by submitting written notice
to the Council at least thirty (30) days prior to the specified effective date of termination, but such
1 termination of participation shall not terminate this agreement.
1 VI. USE OF DATA
The data collected, developed, processed, or produced under this agreement is public information and
I may be used by any party for any purpose or in any manner.
1 VII. LIABILITY
Each party agrees that it will be responsible for its own acts and the results thereof to the extent
authorized by law and shall not be responsible for the acts of the other parties and the results
I thereof. The Council's liability shall be governed by the provision of the Municipal Tort Claims Act,
Minnesota Statutes chapter 466, and other applicable law. This clause shall not be construed to bar
legal remedies any party may have for any other party's failure to fulfill its obligations under this
I agreement.
1 VIII. TERM OF AGREEMENT
This agreement is effective upon execution by the fully authorized officials of the Council and each
1 City and shall remain in effect until July 31, 1996.
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IN WITNESS WHEREOF, the parties have caused this agreement to be executed by their duly
authorized representatives. 1
METROPOLITAN COUNCIL CITY OF CHANHASSEN
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Executive Director Mayor
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Approved as to form:
City Manager
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Assistant Counsel
CITIES OF DEEPHAVEN, 1
GREENWOOD, WOODLAND
Mayor of Deephaven
CITY OF EXCELSIOR I
Mayor of Greenwood
Mayor of Excelsior
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Mayor of Woodland
City Manager
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Administrator
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CITY OF MINNETONKA CITY OF MINNETONKA BEACH
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Mayor Mayor
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City Manager Clerk
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CITY OF MINNETRISTA CITY OF MOUND
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Mayor Mayor
City Administrator City Manager
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1 CITY OF ORONO CITY OF SHOREWOOD
1 Mayor Mayor
1 City Administrator City Administrator
1 CITY OF SPRING PARK CITY OF TONKA BAY
1 Mayor Mayor
1 Administrator Administrator
1 CITY OF VICTORIA CITY OF WAYZATA
1 Ma
Mayor Mayor
Y
1 Administrator City Manager
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Bill Summary 1
Board of Government Innovation and Cooperation
(1993 Session Laws, Chapter 375, Article 15)
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The 1993 Minnesota Legislature created a Board of Government Innovation and Cooperation to
(1) rule on local government applications for waivers from state mandates and (2) make grants
to local governments for innovative service budget management and planning and start -up costs
for joint service delivery.
waivers. A local government, or two or more units acting jointly, may request a waiver 1
from administrative rules or state procedural laws governing service delivery. Applicants
must describe how the exemption will improve service outcomes. The Board must accept
comments from affected agencies, local employee representatives and other interested
parties, and make its ruling within 60 days. Waivers may be granted for periods of two
to four years, and can be revoked if the local unit does not meet terms of an agreement
specifying required service outcomes.
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grants for innovative service budget management. One or more local units (including
school districts), local government associations or the Metropolitan Council may apply
for up to $50,000 to develop innovative models for managing service delivery budgets.
cooperation planning grants. Two or more local units (including school districts) may
apply for up to $50,000 to plan for joint service delivery.
start -up grants for shared services. Local units (including school districts) may apply
for grants for start -up costs associated with new shared service programs.
The Board of Innovation and Cooperation includes three Representatives appointed by the
Speaker, three Senators appointed by the committee on rules and administration, two
administrative law judges appointed by the chief administrative law judge, the state auditor, and
the commissioners of finance and revenue. The six legislators are nonvoting members.
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The bill appropriates $1.2 million from the Local Government Trust fund to the Board. The bill
also transfers a process for local government consolidation, including per capita assistance grants,
from the Department of Trade and Economic Development to the Board. The consolidation
grants were authorized in 1991, but not funded.
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prepared by J. H. Fasten, MN PLANNING
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EXCELSIOR • SHOREWOOD
I Sunosailor
V orking July 7, 1993
Frain i I A "11 you want to share a street in New Brighton. We wanted t
logether p with another' city, but share with other cities, bu
how we all can work toget don't want to get involved when didn't have the resources t
m o r e e f f i c i e n t I y a n d other cities build a joint public study it. The Metro Council di
14 inexpensively." works facility, You don't have the technical work, just as a coc drafted lake cities I that would lead to the formation Mound Mabldp Johnson �tant would do.
of various committees and study said that hi some instances it
irk into 1 groups would not make sense for his ci-
• That proposal is being sent to ty, or others nearby, to share
cooperating the lake area's 14 city councils, some services with cities across
each of which in the next month the lake, such as Wayzata or • .
liven more or so will consider signing into maven. —Tr—
the agreement. "Not all 14 cities have to
John Mugford Should all cities join in, each cooperate all the time,"
city would initially form an ad- Zwernek said. "Sometimes it
nor' committee whose sole won't make sense and that's
coke Bay Mayor Vern Haug
wanted to know if increasingly purpose would be to study ways fine."
city officials will have to share services with other Zwernek said in addition to
gh time to attend even cities and act as a liaison to its saving taxPaYers money, cities
who share services can
re meetings own city council.
There would also be a steering for new grants from the state.
te. meetingste.
Wayzata Mayor Bob Gisvold committee made up of Metro The state set aside $1.2
r of possible turf battles Council officials, namely million for the start-up costs
n several cities agree to Zwernek, and each of the 14 city cities will incur when forming
for example, a public adminis or managers. cooperative agreements.
works building, but each city And, in the rust year, there "Gov. Carlson thinks this is a
tth tsd it in their town. would be six work groups big thing, sharing services,"
, Deephaven Mayor Dick designed to consider how cities Zwernek said. "When he was
Engebretsen said complications can share services m specific state auditor, he saw a lot of
le y
arise in determining how area duplication of services when
ch cities should charge each For example, would a public safety cities would send in their
r when sharing such things work group wou examine how budgets. That's what he wants
as street sweepers, fire depart- various police departments to improve on."
ts, recording secretaries, around the lake now operate, When one officials asked if
so on.
were a few of the con and how even more sharing joining the 14-ity group would
could be done. be expensive, Hurm said it
cerns presented last week when Such a group would be made wouldn't cost anything except
t resentatives from 14 cities up of, according to Shorewood time. Lake Minnetonka got City Administrator Jim Hurm, a He also said the number of
nd
ther in Shorewood for what couple of police chiefs, other meetings for city council
can be considered an historic public safety employees, of- members and mayors would be
r ting. ; ficials from a few fire depart- held to a minimum, possibly one
ut they were only small wor- ments, and others. per year, and that the work
rtes among a roomful of en- Other service areas to b e groups, city administrators and
ttiusiastic city officials. amined for possible sharing Metro Council liaisons would do
meeting was the kick -off wou ld be: a large share of the work before.
an effort to get the 14 cities •Engineering and construction. Advisory committees would
about and looking into •public works and make recommendations to city
w
l anng
they can do a better job of ma councils.
• services.
'Recreation, youth and senior David Childs, who will begin
"This would be the first agree - services, as well as cultural as Minnetonka's city manager
meet of its kind in the state, activities. in coming weeks, said he likens
pecially with this many 'Building, zoning and planning. joining the agreement to hiring
es," said Kay Zwernek, a .Administrative services. consultants.
with the Metropolitan While the plan would en- "Somebody has to find out if
Council and a technical advisor courage cities to share services joint agreements will work
the 14-city group. "We don't enter contracts together, before jumping in," Childs said.
t to force anything here. We Zwernek said the option would "I was involved in similar
t want to look into what every still be left to the cities. agreements as the city manager
city is capable of, and find out
METROPOLITAN COUNCIL
Mears Park Centre, 230 East Fifth Street, St. Paul, Minnesota 55101
612 291 -6359 TDD 612 291 -0904
DATE: June 18, 1993 RE 1
TO: Lake Minnetonka Area managers/administrators
; ; ; X99
FROM: Kay Zwernik `� �', �iA, c n
u .
SUBJECT: Updates 1
The agreement was presented as part of the consent list yesterday at the Committee of the Whole 1
meeting of Metropolitan Council. One member had a question about it so it was removed from the
consent list. After the question was answered, Mary Hill Smith spoke up and said what a great idea
this was, that she had spoken with a number of you about it, and that this is exactly the kind of thing
the Council should be doing. She was fantastic. It passed without further question.
I am enclosing a summary of the bill for the Council on Government Innovation and Cooperation
prepared by the State Planning Agency. It's time to start thinking about some possibilities as the
group is supposed to begin their work in July.
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DRAFT OPTIMIZATION
1 Study Parameters
• Identify services and the cost to provide them in manpower
1 and /or dollars for each community (see graph below).
• Identify "red flags "... service areas that appear on the
surface to be not currently being done in the most efficient,
1 economical fashion.
• Develop a range of optional service delivery scenarios with
1 estimated costs and service levels.
• Undertake a "value of money" study in a number of "red flag"
areas to develop benchmarks and comparative data.
I • Issue a combined report including:
1 - service survey chart and results
City
1 A B C D
Service
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. j„404t-vact � ,� A
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2.
, LA_
Of
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w��NU, , r ` '
1 4.
- list of "red flags" and report on service delivery options
I - money of value studies •
I - 3 year plan of action suggesting areas to study in more
depth each year, areas for additional value of money studies,
a mechanism to get cities to review suggested service options
I together.
SAMPLE STUDY SLOGAN
I Lake Minnetonka Cities
serving area citizens together...
economically, efficiently, effectively.
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HOW COULD THE METROPOLITAN COUNCIL HELP US?
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• Provide funding for consulting fees including study costs and
assistance in implementation.
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• Provide someone to challenge assumptions throughout the
process.
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• Assist in identifying "red flag" areas to study further or 1
develop options.
• Conduct "value of money" studies with the cities to help I
establish benchmarks, comparable data.
• Help develop a citizen satisfaction survey tool that can be I
used by cities to balance "value of money" study results.
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• Assist in identifying comparable costs of services between
cities so a meaningful cost comparision can be undertaken.
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1 RECEIVED MAYOR
1 ii _ 1' — Barb Brancei
2 1993 COUNCIL
J AN Kristi Stover
Rob Daugherty
CITY OF (;i1ANHASSE Daniel
race Benson
1 IIII CITY OF
1.0.0 SHOREWOOD
1 - - 5755 COUNTRY CLUB ROAD • SHOREWOOD, MINNESOTA 55331.8927 • (612) 474 -3236
I MEMO TO: Lake Area Managers and Administrators
FROM: James C. Hurm, City Administrator
II/
DATE: January 20, 1993 _ t
I RE: Next Meeting - Luncheon
Lyall Schwarzkopf from Met Council will attend our next meeting to
1 discuss our study and how the Met Council may be able to assist us.
The meeting will be held:
1 Thursday, February 4, 1993
12 Noon - Luncheon
Copper Stein
1 5635 Manitou Road - Tonka Bay
Assignments from last meeting:
1 Ron Moorse - computerize survey results
- redraft resolution of support
I - acquire study RFP from Roseville
Ed Schukle - check with Dave Childs on timing of
elected officials involvement
I Jim Hurm - meet with Lyall Schwarzkopf
- draft study parameters - define end
1 product
To do later:
1 • Early on determine an acceptable - "profit" or
"administrative charge" for cities that offer services
II • Second survey on costs and full- time - equivalence
II JCH.al ^
cc: Lyall Schwarzkopf, Met Council
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1 A Residential Community on Lake Minnetonka's South Shore
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LAKE MINNETONKA AREA MUNICIPAL ADMINISTRATORS AND MANAGERS
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CHANHASSEN: Don Ashworth, City Manager
690 Coulter Drive
Chanhassen, MN 55317 Phone: 937 -1900 Fax: 937 -5739
DEEPHAVEN, GREENWOOD, WOODLAND: Sandra Langley, Administrator
20225 Cottagewood Road
Deephaven, MN 55391 Phone: 474 -4755 Fax: N/A
EXCELSIOR: Gregory S. Withers, City Manager 1
339 3rd Street
Excelsior, MN 55331 Phone: 474 -5233 Fax: N/A
MINNETONKA: Jim MIller, City Manager
14600 Minnetonka Blvd.
Minnetonka, MN 55345 Phone: 939 -8200 Fax: 939 -8244
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MINNETRISTA: Charlotte Paterson, City Administrator
7701 County Road 110 W
Minnetrista, MN 55364 Phone: 446 -1660 Fax: 446 -1311
MOUND: Edward Shukle, Jr., City Manager
5341 Maywood Road
Mound, MN 55364 Phone: 472 -1155 Fax: 472 -0640
ORONO: Mark Bernhardson, City Administrator
Box 66 Crystal Bay
Orono, MN 55323 Phone: 473 -7357 Fax: 473 -0510
SHOREWOOD: Jim Hurm, City Administrator '
5755 Country Club Road
Shorewood, MN 55331 Phone: 474 -3236 Fax: 474 -0128
SPRING PARK: Patricia Osmonson, Administrator 1
4349 Warren, Box 452
Spring Park, MN 55384 Phone: 471- 9051 Fax: N/A
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TONKA BAY: David Callister, Administrator
490 Manitou Road
Tonka Bay, MN 55331 Phone: 474 -7994 Fax: N/A
VICTORIA: Miriam Porter, Administrator
P.O. Box 36
Victoria, MN 55386 Phone: 443 -2363 Fax: N/A
WAYZATA: Allen Orsen, City Manager
600 Rice Street
Wayzata, MN 55391 Phone: 474 -0234 Fax: N/A
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I AA METROPOLITAN COUNCIL
Meats Park Centre, 230 Fast Fifth Street, St. Paul. MN 55101 -1634 612 291 -6359 FAX 612 291 -6550 77Y 612 291 -0904
June 9, 1992
' Mr. James C. Hurm
City Administrator
' City of Shorewood
5755 Country Club Road
Shorewood, MN 55331
1 Dear Mr. Hurm:
Thank you for sharing your paper on Municipal Service Delivery Options in the Lake Minnetonka
Area with us. It is encouraging to know that some of the ideas being promoted by the Metropolitan
Council, the Citizens League, and other groups are being seriously pursued. As you continue your
project, I am sure you are correct in assuming that working with 14 area cities will be difficult
I found your project to include many sound ideas and a very workable approach. I would offer one
suggestion. That would be to consider ways to incorporate "system redesign of services" into your
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project. We would encourage you to communicate with Dave Childs, city administrator of New
Brighton, if you have not done so already. I'm sure he can provide you with extensive details of the
effort, and obstacles encountered, that his group of cities have encountered in doing similarwork.
In 1992, we have 2.5 FTE staff assigned to a project called New Ventures in Delivering Government
Services. They have organized one forum in March and are presently planning another for October
1st. In addition, they are presently interviewing local government officials, both elected and
appointed, to determine what barriers exist for them to work more cooperatively and effectively.
Several other staff will be preparing papers for our October 1 forum, including one on barriers and
another on system redesign. We also have started a collection of materials in our Data Center that
' relate to innovative ways to deliver government services, and have appointed a 25 member task force
to assist staff in making recommendations to the Council.
' It would appear that there may be some available staff time later in the year, specifically after the
October 1 forum. Also, the Council is presently planning its 1993 budget and will have firmed up
our 1993 activities by September, and we will have a better idea of technical resources that may be
' available. It sounds as if your group will have met with your Mayors by that time and will have your
project more defined.
Please know that we are interested in your project, but can't make a commitment now, but we would
very much like to assist you.
8Cfriffiatzt)
Sincerel ,
Mary E. derson, Chair
t cc: Lyall Schwarzkopf, Metropolian Council staff
Chuck Ballentine, Metropolitan Council staff
Terry Kayser, Metropolitan Council staff
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LAKE AREA MANAGERS AND ADMINISTRATORS
FEBRUARY 29, 1992 MEETING AGENDA
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1. Summary of Committee Discussion - concept perspective
(J. Hurm) - Review ICMA tape summary
2. Discussion on Statement of Purpose (Ed Shukle)
3. Study Objectives (Ron Moorse)
4. Research /Study Assistance (Jim Hurm)
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5. Draft Action Plan (Greg Withers)
6. Outreach Efforts /Next Steps
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THE CONCEPT OF
RIGHT SIZING FOR THE
LAKE MINNETONKA AREA
There is concern for the cost of local government, for the amount '
of property taxes being levied for municipal services. There have
been calls for consolidation in hopes economies of scale would be
realized. There is also concern that "bigger is not always
better ", that consolidation means loss of control, loss of
identity. Although Lake Minnetonka Cities already work closely
together in numerous areas, issues such as consolidation or
downsizing may be forced onto us.
The concept of right sizing could be used in a pro- active fashion
to head off a tax revolt, to prevent the pain of downsizing which
could be mandated by the State or by the electorate and to more
effectively and completely address the goal of cooperation
articulated by many of our City Councils. A Lake Minnetonka area
Right Sizing Study could be undertaken to develop cost effective
service delivery system options and staff support scenarios so
individual municipalities can select among alternatives to best
meet their requirements. The study would be done ignoring
municipal boundaries as much as possible. Administrators and
elected officials could utilize the study to challenge traditional
thinking, to challenge themselves to supply the service needs they
identify in the most effective and efficient means possible.
AGENDART.SIZ '
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