HomeMy WebLinkAbout06/23/1981 _ .
TENTATIVE AGENDA
SHAKOPEE, MINNESOTA
ADJ. REG. SESSION JUNE 23 , 1981
Mayor Harbeck presiding
1 ] Council Work Session on Goals and Objectives - 5: 30 P.M. at the
Rock Spring
2 ] 8: 00 P.M. - Shakopee Eastside Park Proposal
3] Liquor License for Shakopee House (expect receipt for taxes on
June 22 , 1981) (tabled 6/16)
4] Adjourn to Tuesday, June 30, 1981 at 7 : 30 P.M.
John K. Anderson
City Administrator
1
MEMO TO: Mayor and City Council
FROM: John K. Anderson, City Administrator
RE: Non Agenda Informational Items
DATE: June 19, 1981
1 . Dick Hullander was in St . Francis and went home Wednesday
evening. He ' s doing well .
2. The meeting on June 29, 1981 at 7 : 30 p.m. is the Waste Manage-
ments Board ' s informational meeting on Hazardous Waste Process
which takes one of three forms : incineration, chemical treat-
ment or transfer station. It is not a Hazardous Waste Disposal
Site (dump) .
3. Attached are the three Annual Financial Reports to be acted
on at the June 30, 1981 meeting.
/
MEMO Tb: Mayor and Council
FROM: John K. Anderson, City Administrator
RE: 1981 Goals and Objectives Work Session
DATE: June 18 , 1981
Introduction
This is your night to sit back and discuss City problems and
the City' s goals and objectives for next year. The agenda I have
prepared includes a schedule for the evening, however, you need
not adhere to it religiously.
This is the most important date in the 1982 Budget Calendar.
I would like to use a major portion of this meeting to determine
what the Council would like to see accomplished in 1982.
I think we can accomplish this by spending time formalizing
goals and establishing objectives for 1982 (and beyond if appro-
priate) . To assist you in preparing for Tuesday ' s meeting, I
have enclosed an article by Richard A. Hughes from a 1972 issue
of Public Management . The article is enclosed to provide a focus
for the meeting. I have purposely avoided providing you with
material that looks or sounds like a ready-made listing of goals
or objectives .
At the meeting we will go through an exercise that will gen-
erate goals and objectives that are unique to Shakopee . After
the exercise , we will then compare our results with lists of goals
and objectives from .other communities.
Goal Setting Process
5 : 30 P.M. June 23, 1981 - DINNER - Rockspring
5:45 P.M. LISTING OF PROBLEMS/NEEDS (I will hand out needed ma-
terials and this listing will happen before and after
the meal )
1) What really "bugs you" as a Council Member?
2) What problem solutions , goals or objectives have frustrated
you as a Council Member?
3) What future problems/needs concern you most as a Council
Member?
4) What particular areas of City Government should Council
address itself to?
6 : 45 P.M. RETURN TO CITY HALL
Page 2 i
June 18, 1981
7 :00 P.M. GROUPING AND PRIORITIZING SHAKOPEE ' S PROBLEMS/NEEDS
1) Grouping problems/needs into common subject areas .
7 :20 P.M. ESTABLISHING PRIORITIES INDIVIDUALLY
(Suggested criteria for ranking of the City' s problems/needs)
• Protection of life
• Maintenance of Public Health
• Protection of Property
• Provision of Essential Services
• Reduction of Operating Costs - Increased Performance
• Replacement of Obsolete Facilities
• Expansion of Services for an Expanding City
• Political acceptability
• Other
8:00 P.M. BREAK FOR A FEW REGULAR AGENDA ITEMS
8: 30 P.M. RECONVENE WORK SESSION
8 : 30 P.M. LISTING OF PRIORITIES BY CONSENSUS
9 : 30 P.M. BREAK
1) Distribution of Sample Goals Programs
9:40 P.M. DISCUSSION ON PREFERRED GOAL AND OBJECTIVES FORMAT
USING IDEAS FROM SAMPLES
Summary
10: 15 P.M. WHAT IS OR SHOULD BE THE IMAGE OF SHAKOPEE CITY GOV-
ERNMENT BASED UPON COUNCIL' S GOAL AND OBJECTIVES
1) Instrument of Community Growth
2) Provider of Lifes Amenities
3) Caretaker
4) Arbitrator of Conflicting Interests
5) Other
10: 30 P.M. ADJOURN TO JUNE 30, 1981
••
The Role City councils today face an expanding and confusing
array of major and minor work responsibilities. Some are
legally mandated and range from deciding on rezoning
of the requests to authorizing relatively small expenditures. Some
are traditional in nature, like representing the city at
city councvarious civic functions or attending to citizen complaints.
Still other council responsibilities are created by the
individual boardsmanship styles or interests of council
members, which may include attempts to develop an
BY RICHARD A. HUGHES expertise in one municipal service area or function as
Vice President the watchdog over this activity.
Booz• Allen Public Administration Services, Inc. Many city council members, collectively and individ-
San Francisco, California ually, now find it difficult to maintain a clear perspective
regarding their primary role and responsibilities. This dif-
"
. . . the overall effectiveness of city ficulty has many origins including: rapid expansion of
governments remains dependent, in council workloads and obsolete methods often used to
part, on how well each council exercises process this work; archaic charters and laws requiring
leadership and takes action on critical council actions on minor matters which could be handled
policy issues confronting cities." by the city manager; increasing complexity of city govern-
ment and attendant problems of usually part-time and
unpaid council members in staying knowledgeable about
city services, and heightened involvement of citizen
groups and other governmental units in city government
, which has altered the historical and somewhat uncon-
tested policy-making prerogatives of city councils.
• However, city councils must cope with these develop-
ments since the overall effectiveness of city governments
remains dependent, in part, on how well each council
. exercises leadership and takes action on critical policy
issues confronting cities. Therefore, in the era of change,
it is imperative for city councils to take stock of them-
selves thoughtfully and decide what role they should
-�� play in the policy-making process. To assist council mem-
as •
bers in this role definition task, let us consider the key
responsibilities which some of us feel should receive
priority council attention.
Establishing overall municipal goals and service levels—
"
The city council should accept responsibility for deter-
mining and periodically revising overall goals for the com-
munity it serves. These goals, which represent broad
statements of direction and purpose, should focus on the
desired character of the city, its relationship to other com-
munities and public and private agencies, kinds and
quality of municipal services to be offered, financing
philosophies, quality and compensation of staff, and com-
munity development characteristics regarding land use,
economic, social, and cultural considerations.
Other goal setting efforts, such as "Goals for Dallas"
and "Phoenix Forward" programs, can provide some
guidelines to city councils in this endeavor. Admittedly,
councils may have difficulty in reaching a consensus on
city goals and may prefer not to publicly commit on some
goals, particularly highly controversial ones. However,
Public Management/June 1972 3
I
the approval of a formalized statement of community • framing policy statements clearly but broadly—to give
goals remains a key council responsibility which should guidance to the city manager on council intent, but
not be avoided. The time-consuming nature of this task avoid excessive detail which too often inhibits creative
can be reduced, somewhat, by having a citizen's commit- and flexible administrative action in policy implemen-
tee or administrative staff develop a preliminary goals tation.
statement for council discussion, modification, and action. Evaluating the effectiveness and efficiency of municipal
The second facet of this council responsibility involves services—A third important council responsibility involves
reviewing and approving specific service levels for each their continuing assessment of the effectiveness and effi-
municipal department which, preferably, can be measured ciency of the city government as measured primarily by:
and are achievable within a prescribed funding level. 1) actual progress toward the achievement of overall com-
This responsibility (which can be exercised during the munity goals as well as departmental performance objec-
budget review process) will focus council attention on: tives established between the city manager and his de-
1) continuing service level questions, like whether to partment heads, and 2) compatibility of actual city services
maintain a class two or four fire insurance rating, once and operations with approved plans and policy state-
or twice a week garbage pickup, or average response ments.
times for police calls of five to ten minutes, and 2) the This approach to performance evaluation has a number
service implications of budget limits established for the of allied implications, including:
various departments. • providing the city manager with sufficient analytical
It is recognized that service level measures are not.easy capabilities and resources to develop relevant measures
to establish for some program areas, like those involving of operating efficiency and service effectiveness for the
social services. However, conscious and continuing coun- various departments;
cil involvement in this decision-making process is essen- • requiring the city manager to present the council with
tial to provide more precise directives to the city man- alternative ways of achieving a certain desired result as
ager regarding the service levels expected and to insure well as cogent analysis of the cost and benefit of each
that the council clearly is aware of what approved budgets approach;
in each department will provide in terms of city services. • having council members exercise restraint in using the
Approving plans and policies for goal achievement—A complaints of small, but vocal, groups and their par-
second key responsibility of the council is to stimulate, ticular biases as the primary measures of administrative
oversee the development, and approve short-term and performance, and
longer-range plans and policies to permit the achievement • making certain that the various council appointed
of community goals and departmental service levels. For- boards, commissions, advisory committees, and other
malized plans will assume a variety of forms including: officials receive clear guidelines from the council re-
the operating budget (which should be program oriented garding their responsibilities, and periodically have
and provide a statement of departmental work outputs their performance reviewed in relation to these assigned
and financing methods); capital improvements budget (a tasks.
facility development and financing approach); general The city council, working with and through the city
plan (an approach to provide for the community's physi- manager, should conduct objective performance reviews
cal development involving land use, transportation, hous- of city services and operations each year at budget time.
ing and other elements), and classification and salary Given the limited time available to most council mem-
plans (an approach for attracting and retaining the city's bers, a different department might be singled out each
manpower resources). year for a detailed analysis of its strengths and opportu-
Other policy considerations, as represented by affirma- nities for improvement.
tive action ordinances and housing codes, also will re- Finally, the city council should make certain that it has
quire thoughtful council attention. As councils exercise carefully and collectively established formalized criteria
this responsibility, several guidelines should be followed, against which the individual performance of the city man-
including: ager will be assessed and that these are clearly known
• looking ahead and anticipating future needs and plans and understood by him. In the council-manager form of
for dealing with changing issues and problems involv- government, ultimate administrative accountability for
ing ethnic, youth, environmental, and other consider- the effectiveness and efficiency of municipal services rests
ations; with the city manager. Therefore, his performance should
• avoiding the political ploy of approving plans "in con- be reviewed formally by the council annually.
cept," but deferring implementation until further, and Exercising political leadership within the community—
often perpetual, study is conducted, and This fourth responsibility of a city council often is ne-
4 Public Management/June 1972
i '
/
glected (due to the time constraints facing most part-time • minimize parochialism by developing a perspective re-
council members) or avoided (because of political risks). garding an effective balance between local control and
Council members usually have sufficient political acumen necessary intergovernmental service arrangements, and
since they get elected to office. However, for this politi- • organize, formulate strategies, and take action to ensure
cal capability to have meaning for city government, it that other agencies and levels of government, particu-
needs to be harnessed into a positive leadership role. larly state and federal agencies, listen to and become
This role, at a minimum, should manifest itself in the more responsive to the needs of city governments.
following forms: As each city council reviews and more clearly defines
• exercising individual and thoughtful analysis and judg- its major policy-making role, it also should consider pos-
ment (which transcends the viewpoints of any particular sible changes in council operating practices which can
vested interest group) regarding community service help to reinforce and advance its goal setting, plan and
needs and alternative ways of meeting these needs; policy development, performance evaluation, and politi-
• creating a condition of trust, confidence, and openness cal leadership responsibilities.
between the city government and the citizens it serves, Steps to be considered and which are applicable to
including the exploration of options and implementa- many existing council operations include the following:
tion of approaches for increasing the effectiveness of • establishing an annual city council work plan which
citizen participation in municipal goal setting, planning, sets forth the timing and types of actions the council
and evaluation of municipal services, and will take to meet each of its major and defined respon-
• assuming an advocacy position in concert with other sibilities;
council members, in marshalling support for meeting • reducing the clutter of minor items which comes be-
municipal service needs and achieving goals among fore councils and detracts from their policy-making
citizen groups, other community agencies, business, role, such as approving travel requests and small pur-
and labor. chases;
It is admitted that positive political leadership by coun- • developing agendas for briefing sessions and council
cil members may be a hazardous undertaking. There al- meetings in a format which will draw attention to the
ways is risk in being an independent thinker and taking councils' major responsibilities;
a visible and positive stand on controversial public issues, • establishing and maintaining priorities and general time
particularly when facing a large group of citizens repre- limits for matters discussed at council meetings as well
senting an opposing viewpoint in a council meeting. How- as minimizing the often excessive time used by various
ever, only the city council can take these risks and exer- individuals to incorporate their opinions into formal
cise this leadership, since, as the saying goes, "If you're council minutes;
not part of the solution, you're part of the problem." • restructuring regular performance reports to the coun-
Becoming activists in intergovernmental relations—This cil on departmental operations to highlight results in
final responsibility relates to exercising political leadership relation to agreed-upon objectives, as well as providing
in the expanding and complex area of intergovernmental brief summaries of other voluminous staff reports which
relations. City councils and individual council members highlight the action which is requested from the coun-
today, by necessity, must devote time and attention and, cil;
most importantly, take action on intergovernmental issues • establishing a planned program for providing council
which go beyond their local jurisdiction. If city govern- members with continuing orientation to, and education
ments want to provide needed services, maintain financial on, municipal services, problems, and solutions, and
solvency, and perhaps, even survive, then city councils, as • using standing or ad hoc committees or advisory coun-
policy makers, must generate a sustaining interest in, and cils only if they are needed; have clearly defined pur-
impact on, the policy makers of other cities, special pur- poses, responsibilities, and decision-making authorities,
pose districts, county governments, regional agencies, and serve as effective screening devices.
state government, and the federal government. Finally, as the responsibilities of the council are clarified
This means that council members must: and its operating practices are strengthened, attention
• become knowledgeable about how various units and also should be given to defining the leadership role of the
levels of government affect city operations and services; mayor as it relates to the business of the council. The
• serve willingly and energetically (including regular mayor should, at a minimum, function as a "consensus
meeting attendance) on the various organizations which coordinator" to ensure that the council takes action on the
•
now exist to deal with intergovernmental issues like important issues brought before it and the "communica-
regional planning, pollution control, and criminal jus- tions coordinator" between the council and city manager
tice units; so that all parties are kept adequately informed. 0
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TO: John Anderson
FROM: Lou VanHout
Re: Estimate to provide electric power to warming house
DATE: 6-23-81
s
Based on a small building, not electric heat. d. , and with 2
security lights, I estimate that the cost to run the under-
ground wire, install a switch and meter socket, and to
purchase (only) the 2 security lights; will cost:
$1,350.00
The voltage will be 120/240V, single phase. Due to building
codes we are unable to do the wiring at the building itself
and wish to advise you of this fact. We can run the wiring
to the building and an electrician can pick things up from there.
As a ballpark figure, the electric bill will probably be
about $30.00 per month while in use. This is based on 10-100
watt bulbs for 6 hours a night and the 2 security lights left
on all night.
c.c. George Muenchow
MEMO TO: Mayor and Council
FROM: John K. Anderson, City Administrator
RE: Eastside Park Proposal
DATE: June 17 , 1981
Introduction
City Council , at its regular June 16, 1981 meeting, received
a proposal (attached) from the Eastside Park Steering Committee.
After discussing the proposal with the Committee Members present ,
Council directed staff to prepare a memo addressing potential
funding for the proposal .
Proposed Purchase Costs
The Committee has submitted their proposal with three sepa-
rate elements :
Phasing Priority
Playground Equipment $ 3,424.00 1
Hockey Rink 4,467 . 94 3
Warming House (New) 3,220.00
11 ,111. 94
5% Contingency 555. 60
11 ,667 . 54*
*Plus Electrical Hook-up
Alternate Warming House +2 ,680.00 2
TOTAL $14,347 .54
The Playground Equipment estimate is from a current equipment
catalogue available at George Muechow' s office, and staff is com-
fortable with the estimate . The Hockey Rink and Warming House
estimates from the Committee are based upon estimates from Shako-
pee Lumber Co. and staff feels comfortable with the estimates as
long as a contingency is provided.
The cost of the alternative warming house option cannot be
finalized until June 22 , 1981 and will be presented to Council
Tuesday. We also anticipate having the electrical hook-up costs by
by June 22 , 1981 and will present them Tuesday.
Installation Costs
• Playground Equipment (Concrete & Lumber forms , City
Inspected with Volunteer) $ 100
• Hockey Rink (Hockey Association or City Crew 500
man hours) 500 M.H.
• Warming House (Volunteers) 0
• Utilities (Electrical : Lighting for Warming house
and two yard lights)
TOTAL 1 ? � )
Page 2
June 17 , 1981
2i
Annual Costs
• Playground Equipment (minor repairs, school mainte-
nance of grounds) $ 100
• Hockey Rink (minor repairs $100 and maintenance) 100
• Free Skating (maintenance of ice already committed) 0
• Staffing Warming House (Recreation Department) 500
• Utilities : Kerosene $ ?
Electricity $
TOTAL
One Time Moving Costs (1983 or ' 84)
• Playground (City Crew) $ 100
100 M.H.
• Hockey Rink (City Crew) 900
400 M.H.
• Free Skating 0
• Warming House (new foundation and move across
school yard) 1500
TOTAL
Funding
The Park Reserve Fund has $51,000 budgeted in 1981 for the
acquisition and landscaping of the J.E.J. Park. This $51 ,000
can be used as the 50% match for the City' s $42 ,500 potential
Lawen Grant. There is $93,500 now budgeted and available for
Park acquisition and landscaping for J.E.J. Park! Park devel-
opment has to be coordinated with plans for Upper Valley Drain-
age so landscaping (or earth work) may have to wait.
Attached is a copy of the Fund Balance Summary for the
period ending May 31 , 1981 . Both the Park Reserve Fund
and the Revenue Sharing Fund have unappropriated fund balances
for December 31 , 1981 of $16 ,771 and $206 ,818 respectively. The
City cannot accumulate a Revenue Sharing balance equal to two
years funding (approximately $272 ,00) , and our projected balance
(unappropriated) for December 31 , 1981 is $206 ,818.
With the Park Reserve Fund guidelines requiring that only a
maximum of 407 of the funds be spent on equipment, roughly $27 ,000
of the $67 ,000 available in 1981 could go for equipment. Again,
all but $16 ,771 is already appropriated.
Park And Recreation Priorities
If funding for the proposal is from the Park Reserve Fund,
Council should ask itself what its current park acquisition
and/or development priorities are. Are there any projects that
deserve higher consideration than J.E.J. Park? City Staff is
now preparing a 5 year Capital Improvement Plan, and although
it is in draft form, there are not any other major park funding
projeccs anticipated during the next 5 years .
Page 3 .�
June 17 , 1981
If City Council elects to look toward other funding such as
Federal Revenue Sharing, then the J.E.J. Park project should be
weighted against projects funded by Revenue Sharing.
Alternatives
1 . No funding for the Committee ' s park proposal .
2 . No funding for proposal in 1981 , but budget consideration
of all or part of it in 1982 .
3. Complete or partial funding in 1981 using Park Reserve
(Revenue Sharing) unappropriated balances .
4. Commitment to complete or partial funding in 1982 using
Park Reserve (Revenue Sharing) unappropriated balances
or 1982 revenues .
Summary and Recommendation
It is most important the Council consider the proposed project
in terms of its plans for park development, in addition, Council
should consider the geographical location of neighborhood parks
in the community to see if this would be an appropriate location.
Finally, Council should consider any prior committments , if any,
for park development.
Based upon these considerations and the material presented,
George Muenchow and I recommend alternative #3 with the Hockey
rink element deferred for "consideration" in the 1982 budget.
In addition, we recommend the Warming House alternative at up
to $6000 (number finalized Tuesday) because it can be used as a
park shelter in the future. We do not recommend the hockey rink
now because of the number of rinks currently available in the City and
because of the status of the bubble. This reflects the priorities
of the Committee too.
Action Requested
Authorize the appropriate City officials to: i) .order $3424.00
in playground equipment for J.E.J. Park to be installed this
summer by volunteers ; 2) purchase, move and put in place the donated
warming house estimated cost not exceed $6000 (will be finalized
Tuesday) ; 3) Include the Committee ' s hockey rink for "considera-
tion" in the 1982 budget; and 4) include a $500 Contingency with
all costs to be funded from the Park Reserve Fund.
• PRESENTATION - SHAKOPEE CITY COUNCIL MEETING %e/
(l
JUNE 16, 1981 - 8:30 P.M.
The east side of Shakopee - Scenic Heights, JEJ and Hauer's Additions
have been without a Community Park in the area since they were developed.
Over the years the City has provided a small skating rink on various un-
sold lots, and more recently, at the Junior High School. In the summer,
the Mini-Playground Program headquartered one morning per week at the
same locations. However, there has been no playground equipment, skating
warming house, or hockey rink ever in the area.
In 1980, the City tentatively assigned 11 acres of land adjacent to the
east side of the Junior High School to be developed as a new city park.
A steering committee was formed at the same time to help in the orderly
development of this new park. Lawcon and LCMR funds were solicited for
the purchase of the land for this park. However, the area did not get
a high priority rating for State or Federal funding.
In 1981, Shakopee appropriated $51,000 in the 1981 Park Reserve Fund to
be used to help purchase and grade the proposed 11 acres. Also, the City
again applied for Lawcon and LCMR Funds for land purchase. On Friday,
June 12, 1981, the City was notified that Shakopee's application for Law-
con and LCMR funds was given a #2 preliminary priority, second only to
Chaska.
Even with the proper funds for land purchase, the committee learned from
Bo Spurrior, Shakopee City Engineer, that nothing can be done on this land
until the adjacent area has been platted, and the drainage detention area
which envelopes about one-half of the land has been thoroughly laid out,
properly funded and actually graded. Because of complicated drainage
negotiations that must be made with Jackson Township, it was estimated that
this would take approximately 2 - 3 years to occur.
The Steering Committee felt that a delay of this magnitude would be too
long, and set three new priorities for itself:
1. Development of an interim park on school property that would
consist of heavy duty equipment that would ultimately be moved
on to City land when that land became available.
2. Formulation of longer term plans for the 11 acres of City land.
3. Consideration of the logical development of the adjacent drain-
age detention area which could be a benefit to the community.
To build an interim park on school property, the committee developed a plan
of what it felt was the minimum facilities needed for an interim park. Those
facilities were: summer playground equipment, a winter open skating area,____A_
winter hockey rink, and a warming house.
The committee obtained the School's permission to temporarily locate these
facilities on school land. However, the committee was told that the school
had no capital monies available for any equipment purchases now or in the
foreseeable future.
-2-
•
Because of nearby grading equipment working on the VIP Sanitary Sewer,
a nominal bid was obtained for grading of the two skating areas at the
interim park. However, to utilize that bid, work would have to be done
when the equipment was in the vicinity. Therefore, the committee approached
,the Shakopee Rotary Club for funds to grade and seed the skating areas.
/That service organization generously appropriated the necessary money, and
the grading is scheduled to begin the week of June 15, 1981.
The committee also attempted to have a warming house donated to the City
by having an article in the Shakopee Valley News. However, at this time
no response has been received.
The committee researched the cost of the remaining interim facilities - the
playground equipment, hockey rink and the warming house. Those costs are as
follows:
Playground Equipment: r
Super Moon Climber (Heavy Duty) $ 698.71
Maxi Whirl (Heavy Duty) 630.23
Junior Whirl (Heavy Duty) 437.63r
rvr Tot Swing (Heavy Duty) 416.23i(�✓'/
Regular Swing (Heavy Duty) 640.93 rJ_
i 7 6-Foot Bench (Heavy Duty) 170.13
Xr'" Swinging Bench (Heavy Duty) 330.63
Balance Beam (Heavy Duty) 99.51
Playground Equipment Total $3,424.00
Hockey Rink:
ye Boards $2,062.94 (i)
�Z11 Bolts, Nails 400.00
y Paint 250.00 ��,
Chain link End Fencing 1,255.00ja^^`'
Aglime 100.00 idly
N Goals L�00.00 n 1. 1
W . Hockey Rink Total $4,467.94 iiko, i(. �!, hVA I, A-/l•
.Ifni
Warming House: C-6-�vki)- o-- e?�"�''`"'� cli�T b� �9��, G
�►l' 14' x 20+ House, Insulation in roof, M
and footings $2,500.00 4nf
V Paint 200.00 6
Heaters (2 Omni 12,000 BTU Kerosene) 520.00 ,�/el4 0 /�
Electrical Hook-up ? h�� G ti
Warming House Total $3,220.00 ali j. L
Grand Total:
.0,4,,,
Playground Equipment $3,424.00 1/4/411`.).-
Hockey Rink 4,467.94 Uv _
Warming House 3.220.:00
$11,111.94 \ LAI
1
5% Contingency 555.60
Grand Total $11,667.54*
*Plus the cost for electrical hook-up
to the warming house.
-3-
The committee met with City Administrator, John Anderson on several
occasions, the last being Friday, June 12, 1981. At that time,
Mr. Anderson indicated park funding could come from two sources in
1981: 1) the 1981 Park Reserve Fund, which has an unappropriated
balance of $15,025; or 2) the 1981 Revenue Sharing Fund which has
a balance of $200,000+.
At this time, the Shakopee Eastside Park Steering Committee would like
the Shakopee City Council to consider funding the $11,667.54* for this
interim park from the 1981 unallocated funds from the Park Reserve or
the Revenue Sharing Fund.
Respectfully submitted,
The Shakopee Eastside Park Steering Committee:
Jim Cook, Chairman
Gwen Ellingson, Secretary
Dallas Peterson
Jim Moriarty
Chuck Rieck
Vic Ellingson
Bob Langer
Jim Kephart
Bill Witt
Jane Carlson
Phyllis Martinson
George Muenchow, Advisor
-4-
2/
WARMING HOUSE ALTERNATIVE:
A structure has been located that maybe either partially
or totally donated to the City of Shakopee. This
structure is 8 years old and worth approximately $20,000.
If the structure were to be partially donated , the costs
would be ;
Purchase Structure $3,000
Move Structure 2,000
Grade, Repair, Paint 1,000_
Total $6,000
It is the committee ' s hope that this structure will be
donated entirely. Negotiations will be held the week of
June 15th, 1981 in an attempt to accomplish this.
Successful negotiations would reduce the total cost
by $3,000.
The warming house segment of the overall proposal should
be restated as "a maximum of Q6 ,000 for a purchased
structure, or $3 , 320 for a newly-built structure , with
a preference for the purchased structure."
The X6 ,000 figure for the warming house would change the
overall interim park total to: $14,447. 54.
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STATE OF MINNESOTA
John Knopp,(Mel Judge
T A X COURT Eorl#.Lua+o(aN+.Court Ad.ninZa+rotar,Judge
5TH FLOOR SPACE CENTER Corl lenaen, Jvdpe
444 LAFAYETTE ROAD ---
Dront Vo+eraon,Clerk
ST. PAUL 55101
TELEPHONE (512) 296-2506
Actions scheduled for Pre-Trial Conference at 9 : 30 A.M. on July 2,
1981 at the District Courthouse, Shakopee , Minnesota before Judge Earl
B. Gustafson.
The cases will be called in the order as numbered herein on the
calendar. The attorneys and parties are alerted to be ready to have
their cases moved up in the event of settlement or dismissal of the
preceding cases.
MINNESOTA TAX COURT
Tine Case No. Appellant File Nos.
Jules 2 , 1981
9 : 30 A.M. William G. Pearson TC-127
Attorney: Donald Bundlie
J° 2. Scharf Trucking TC-118
Attorney: Christian and Gross
dip United National Corporation TC-128
Attorney: Bruce Odlaug
' 4 . Minnesota Holdings Inc. and United 81-04447
National Corporation
Attorney: Bruce Odlaug
Jerome K. & Juane C. Wampach 81-04588
•
Attorney: Pro Se
6. William J. & Carol A. Thompson 81-04390
Attorney: Gerald Fine
7 . Sharon Eileen Grostephan 81-04440
Attorney: Bruce P. Grostephan
8. Valleyfair, Inc. 81-04444
Attorney: David A. Grant
" 9 . Certain-Teed Corporation 81-04450
Attorney: Robert Hillstrom
10. Credit River Company 81-04446
Attorney: Reid J. Hansen
410 Clifton , Ltd. 81-04449
Attorney: Eric W. Ingvaldsen
a.- -
.4NESOTA TAX COURT
Time Case No. Appellant File Nos.
July 2 , 1981
9 : 30 A.M. O
Viking Steel Products, Inc. 81-04518
Attorney: Ray C. Peterson, President
' 13. Fred Dahlin N 81-04521
Attorney: Patrick A. Farrell
+V Cletus Link 81-04524
Attorney: Pro Se
0,/, ,Y/
15. D. M. Properties , Inc. 1 ,_, 81-
Attorney: William J. Cosgriff :i!" f
419 Loren Gross 81-04530
Attorney: Christian Gross
17. Joseph R. & Anthony Notermann, et al 81-04533
Attorney: Anthony L. Notermann
\18. Joseph Notermann 81-04528
Attorney: Anthony L. Notermann
\19. Shakopee Realty, Inc. 81-04536
Attorney: Anthony Notermann
\ 20 Shakopee Realty, Inc. 81-04539
Attorney: Anthony L. Notermann
,:itipp Shakopee Housing Company TC-129
Attorney: Julius A. Collier, II
40001,K-Mart Corporation 81-04224
Attorney: William R. Busch
Melvin P. & Delores Lebens 81-03898
Attorney: Pro Se
4 John L. Ries 81-03900
Attorney: Pro Se
cc to: Judge Earl B. Gustafson
Pamela McCabe, Assistant County Attorney
Julius Coller, City Attorney,
Gregg Ess , Clerk of Court
Calendar
File