The total transportation picture in Wisconsin sounds rather simple but, in fact, is very complex and personal. Rural passenger transportation involves not only service provided to the elderly and disabled but also affects persons looking for jobs, medical services, and others with priority mobility needs who are transit dependent because they can't afford an automobile, are unable to drive, or don't have relatives, friends, or neighbors willing or able to give them a ride. The specialized transportation programs which are administered by WisDOT are directed towards the elderly, youth and persons with disabilities, with the general public carried on at higher rates.
WisDOT regards shared-ride taxi systems as a means of providing public transportation service in smaller communities. Wisconsin’s shared program began in 1978 in Ripon with state assistance. Federal assistance from the then Section 18 program was added the next year. Initially, funding was available to communities with populations of 5,000 or more, but the population threshold was dropped to 2,500 or more in the 80s. The services, generally contracted by municipalities to state-qualified private-sector providers, are demand responsive and rides may be shared with other users. Last year WisDOT stats show, the rural and small town shared-ride taxi program included 39 systems providing 1,524,200 rides. Shared-ride systems exist in communities ranging in size from the 22,000 population in Watertown and 19,000 in Wisconsin Rapids to 4,300 in Medford and Mauston and 2,700 in Neillsville.
The share ride taxi program is a service established to provide commuters throughout the Lake Mills area with an alternative transportation option. The City of Lake Mills contracts with Brown Cab, Inc. to provide shared-rides through a reduced-rate taxi service for the young, elderly, persons with disabilities, low-income individuals, commuters, and persons who often have limited transportation options or resources. The program is funded with some rider fees and subsidized by federal and state mass transit funds along with city general funds.
The share-ride taxi program is a service established to provide commuters throughout the Lake Mills area with an alternative transportation option. The City of Lake Mills has contracted with Brown Cab, Inc., to provide shared-ride, reduced-rate taxi service for the young, elderly, persons with disabilities, low-income individuals, commuters, and persons who often have limited transportation options or resources. The program is subsidized by federal and state mass transit funds.
The City of Lake Mills is receiving State and Federal funds to assist in financing the operating project costs of the public transportation service known as the Lake Mills Share - Ride Taxi for the period January 1, 2008 through December 31, 2010.
Wisconsin Department of Transportation conducts a cost efficiency analysis of all state-funded transit systems. The analysis uses six performance measures to evaluate the efficiency and effectiveness of every transit system. Each system is grouped by type and evaluated against its peers. In the report, the Lake Mills' shared-ride taxi system is compared against the performance of 41 other shared-ride taxi systems in the state.
The Legislature has directed WisDOT to annually analyze the State's investment in transit, so WisDOT and the City must do our best to ensure that funding is providing an efficient and effective service for Lake Mills.
Wednesday, September 30, 2009
Tuesday, September 29, 2009
Budget Debate
I have noticed in the discussion over whether taxes are too high, should be frozen, or cut, virtually the entire debate centers on the level of taxation, with little discussion or analysis of what services are being provided, and whether they in fact cost too much, or too little.
W. Martin Morics, Milwaukee City Comptroller,
W. Martin Morics, Milwaukee City Comptroller,
Monday, September 28, 2009
911 Joint Powers Agreement
This is the annual agreement with the county on mutual aid and dispatching. The City of Lake Mills and Jefferson County have implemented an Emergency 911 System for the purposes of providing emergency services to residents and visitors of their municipalities, including fire fighting, law enforcement, ambulance, medical and other emergency services. Wisconsin State Statutes § 146.70(9), “Joint Powers Agreement,” requires that in implementing a 911 System, municipalities shall annually enter into a Joint Powers Agreement. The Agreement shall be applicable on a daily basis and shall provide that if an emergency services vehicle is dispatched in response to a request through the 911 System, such vehicle shall render its services to the persons needing the services, regardless of whether the vehicle is operating outside the vehicle’s normal jurisdictional boundaries.
Friday, September 25, 2009
Medians in the Highway
This article may explain the State Highway 89 medians at the County Highway “V” intersection.
“Funding is a fickle thing: While some states are figuring out how to spend federal stimulus money they weren’t necessarily expecting, others—and in some cases, departments within those same states—are struggling to cope with budget shortfalls. And some of the cutbacks they’re making are more visible to the public than others.
Several states have recently cut back on mowing and otherwise grooming their roadside vegetation. Many state highway and transportation departments depend on gasoline taxes to make up a good part of their budgets, and for a couple of reasons, there is less money coming in. First, people are simply driving less. Second, more of them are switching to hybrid vehicles and fuel-efficient cars. While both of these developments are good for the environment, they have the unintended result of shrinking the funding available to maintain the roads on which people are spending less time.”
~ Janice Kaspersen, http://www.erosioncontrol.com/july-august-2009/
The State of Wisconsin owns the medians in the Highway 89 right of way at the intersection with County Highway “V”. The State has historically paid Jefferson County to maintain the medians. Apparently, in an effort to save money, the State has not paid the County to maintain the medians. The State also controls the right of ways north of the intersection and pays the county to do the maintenance.
The City of Lake Mills has no jurisdiction and is not authorized by the State to maintain the right of ways. If you are concerned about the level of maintenance being provided, the State of Wisconsin is the appropriate contact. As the State has a two billion dollar deficit – they may not be inclined to care.
“Funding is a fickle thing: While some states are figuring out how to spend federal stimulus money they weren’t necessarily expecting, others—and in some cases, departments within those same states—are struggling to cope with budget shortfalls. And some of the cutbacks they’re making are more visible to the public than others.
Several states have recently cut back on mowing and otherwise grooming their roadside vegetation. Many state highway and transportation departments depend on gasoline taxes to make up a good part of their budgets, and for a couple of reasons, there is less money coming in. First, people are simply driving less. Second, more of them are switching to hybrid vehicles and fuel-efficient cars. While both of these developments are good for the environment, they have the unintended result of shrinking the funding available to maintain the roads on which people are spending less time.”
~ Janice Kaspersen, http://www.erosioncontrol.com/july-august-2009/
The State of Wisconsin owns the medians in the Highway 89 right of way at the intersection with County Highway “V”. The State has historically paid Jefferson County to maintain the medians. Apparently, in an effort to save money, the State has not paid the County to maintain the medians. The State also controls the right of ways north of the intersection and pays the county to do the maintenance.
The City of Lake Mills has no jurisdiction and is not authorized by the State to maintain the right of ways. If you are concerned about the level of maintenance being provided, the State of Wisconsin is the appropriate contact. As the State has a two billion dollar deficit – they may not be inclined to care.
Thursday, September 24, 2009
Ace Hardware
The State Journal reports that the Watson Ace Hardware will open in Lake Mills on Tuesday, September 29, 2009.
Wednesday, September 23, 2009
Sump Pump Inspection Program
Based on an Engineering study completed in 2004, each year many gallons of storm water improperly drain into the Lake Mills public sanitary sewer system. This contributes to overloading the sanitary sewer system, which may cause back-ups and health related issues. The study indicated that an increase in rain induced flows seem to be caused primarily by various illegal connections. An illegal connection is a connection that permits extraneous storm-related water to enter the sanitary sewer system. The extraneous storm-related water is water that should be going to the storm sewer or allowed to soak into the ground without entering the sanitary sewer.
Infiltration/Inflow (I/I) is the term used to refer to the extraneous water entering the sanitary sewer system through broken pipe joints, leaky manholes, improper heights of sewer vent stacks, illegally connected roof and foundation drains, clean-outs located in yards or parking areas, sump pumps or through cross-connections with storm sewers. In addition, defective house sewer lines cause extraneous water to enter the sanitary sewers and, thus, they are also illegal connections.
The sanitary sewers have been designed to transfer sanitary waste only. Extraneous storm-related water flow added to the normal sanitary flow can exceed the capacity of the sanitary sewer resulting in a situation where the sanitary sewer is "surcharged." Basically, surcharging occurs when the amount of flow trying to get through a pipe exceeds the maximum capacity of the pipe thus building up pressure in the pipe. When pressure builds up, it seeks to relieve itself through any means possible; one of which is by backing up into private sanitary services and filling basements and crawlspaces. Reducing the extraneous flow will reduce the future potential of surcharging and sewer back-ups. Sump pump inspections are one of the easiest and most effective methods for removing substantial amounts of extraneous storm-related water from the sanitary sewer system.
Sump pump systems are designed to capture surface or ground water that enters basements or crawl spaces and pump it away from the house. The basic sump system includes drain tile, a sump pit, a sump pump, a float or switch, and a drain line. The sump pit extends below the slab and collects surface water that enters the basement/crawl space or groundwater that rises to the slab.
Homeowners commonly use sump pumps in their basements to battle moisture and flooding issues. However, water from sump pumps should NOT be discharged into the sanitary sewer system. That’s called a cross connection, and it results in higher sanitary sewer costs. Often, this is a hose leading from the sump to a laundry tub or a floor drain. As you may know, water that goes down any drain in your house leads to the sanitary sewer system and eventually ends up at a wastewater treatment plant, where it is treated before being released back into the environment. Sump pump water is what engineers call "clear water"-most often rain water, ground water, or snow melt. This water should flow directly into area streams, ponds, and lakes. Water from sinks, showers, tubs, toilets, and washing machines is wastewater and must be treated before it is discharged into the environment.
Extraneous storm-related water/clear water, such as that from a sump pump, overloads the sanitary sewer system. During the rainy season (April through October), this clear water increases the flow through Lake Mill’s sanitary sewer system one to two times the usual amount and sometimes higher, primarily because of cross connections. Since the number of gallons of clear water flowing through the City sanitary sewer collection system is being treated, clear water is costly.
Surcharging may result in sanitary sewer overflows (SSOs) which are discharges of untreated sewage from city sanitary sewer systems as a result of extraneous storm-related water from inflow and infiltration. Combined sewer overflows (CSOs) are discharges of untreated sewage and stormwater from municipal sewer systems or treatment plants that combine sewage and stormwater when the volume of flow exceeds the system’s capacity due to periods of heavy rainfall or snow melt.
Although sewage is very unsanitary, the term "sanitary sewer" is used because the sewer pipes are separate from the pipes used for storm water drainage. This helps protect public health and the environment. In some older cities, sewage and rainwater flow through the same pipes. This can cause major environmental and public health problems because untreated or partially treated-sewage is discharged into streams, rivers and other water bodies during heavy rain.
Sewage spills are technically called "sanitary sewer overflows" since it involves the overflow of sewage from the sanitary sewer system. The word "sanitary" is used only because the overflow is from the sanitary sewer system, and not because the raw sewage is sanitary. Sewage overflows often occur from sewer manholes in the streets. Sewage can also backup into homes through toilets, showers and floor drains. Sewage spills are caused by sewage filling the sewer pipes behind the clog or from surcharging to the point where it spills out of an opening in the system (generally the lowest manhole, shower drain or other plumbing fixture).
In response to U.S. Environmental Protection Agency regulations, local governments, including Lake Mills, have adopted ordinances prohibiting the intrusion of extraneous storm-related water into sanitary sewers. Many homes have sump pumps. The water pumped should be directed to the yard or a French drain, not into the sewer system. It is a violation of City and Town Codes to have such a hook-up. A sump pump can generate as much as 36 gallons per minute. If it is connected to the sewer system, you can easily see how a few illegal connections can increase the flows in the system. For example, an eight-inch sanitary sewer can handle domestic water flow from up to 465 homes; however, it takes only twelve sump pumps operating at full capacity to overload an eight-inch sanitary sewer. Reputable plumbers are aware that sump pump connections to the sewer system are illegal, but occasionally a home handyman will solve the drainage problem by connecting the sump pump flow directly to the sewer system without realizing the consequences.
A good sump pump inspection program can be the most cost-effective method of locating and fixing extraneous storm-related water intrusion into the sanitary sewer system and reducing flows for treatment at the Wastewater Treatment Plant.
The sump pump program has to be modified to meet new ordinance requirements of only regional inspections based on evidence. The City is in the process of installing a new SCADA system that will help provide the information needed to generate the evidence needed to have Council authorize some regional inspections. Hopefully, the spring flows will generate enough data to identify specific areas that need inspection and the Council will approve the hiring of an inspector.
Infiltration/Inflow (I/I) is the term used to refer to the extraneous water entering the sanitary sewer system through broken pipe joints, leaky manholes, improper heights of sewer vent stacks, illegally connected roof and foundation drains, clean-outs located in yards or parking areas, sump pumps or through cross-connections with storm sewers. In addition, defective house sewer lines cause extraneous water to enter the sanitary sewers and, thus, they are also illegal connections.
The sanitary sewers have been designed to transfer sanitary waste only. Extraneous storm-related water flow added to the normal sanitary flow can exceed the capacity of the sanitary sewer resulting in a situation where the sanitary sewer is "surcharged." Basically, surcharging occurs when the amount of flow trying to get through a pipe exceeds the maximum capacity of the pipe thus building up pressure in the pipe. When pressure builds up, it seeks to relieve itself through any means possible; one of which is by backing up into private sanitary services and filling basements and crawlspaces. Reducing the extraneous flow will reduce the future potential of surcharging and sewer back-ups. Sump pump inspections are one of the easiest and most effective methods for removing substantial amounts of extraneous storm-related water from the sanitary sewer system.
Sump pump systems are designed to capture surface or ground water that enters basements or crawl spaces and pump it away from the house. The basic sump system includes drain tile, a sump pit, a sump pump, a float or switch, and a drain line. The sump pit extends below the slab and collects surface water that enters the basement/crawl space or groundwater that rises to the slab.
Homeowners commonly use sump pumps in their basements to battle moisture and flooding issues. However, water from sump pumps should NOT be discharged into the sanitary sewer system. That’s called a cross connection, and it results in higher sanitary sewer costs. Often, this is a hose leading from the sump to a laundry tub or a floor drain. As you may know, water that goes down any drain in your house leads to the sanitary sewer system and eventually ends up at a wastewater treatment plant, where it is treated before being released back into the environment. Sump pump water is what engineers call "clear water"-most often rain water, ground water, or snow melt. This water should flow directly into area streams, ponds, and lakes. Water from sinks, showers, tubs, toilets, and washing machines is wastewater and must be treated before it is discharged into the environment.
Extraneous storm-related water/clear water, such as that from a sump pump, overloads the sanitary sewer system. During the rainy season (April through October), this clear water increases the flow through Lake Mill’s sanitary sewer system one to two times the usual amount and sometimes higher, primarily because of cross connections. Since the number of gallons of clear water flowing through the City sanitary sewer collection system is being treated, clear water is costly.
Surcharging may result in sanitary sewer overflows (SSOs) which are discharges of untreated sewage from city sanitary sewer systems as a result of extraneous storm-related water from inflow and infiltration. Combined sewer overflows (CSOs) are discharges of untreated sewage and stormwater from municipal sewer systems or treatment plants that combine sewage and stormwater when the volume of flow exceeds the system’s capacity due to periods of heavy rainfall or snow melt.
Although sewage is very unsanitary, the term "sanitary sewer" is used because the sewer pipes are separate from the pipes used for storm water drainage. This helps protect public health and the environment. In some older cities, sewage and rainwater flow through the same pipes. This can cause major environmental and public health problems because untreated or partially treated-sewage is discharged into streams, rivers and other water bodies during heavy rain.
Sewage spills are technically called "sanitary sewer overflows" since it involves the overflow of sewage from the sanitary sewer system. The word "sanitary" is used only because the overflow is from the sanitary sewer system, and not because the raw sewage is sanitary. Sewage overflows often occur from sewer manholes in the streets. Sewage can also backup into homes through toilets, showers and floor drains. Sewage spills are caused by sewage filling the sewer pipes behind the clog or from surcharging to the point where it spills out of an opening in the system (generally the lowest manhole, shower drain or other plumbing fixture).
In response to U.S. Environmental Protection Agency regulations, local governments, including Lake Mills, have adopted ordinances prohibiting the intrusion of extraneous storm-related water into sanitary sewers. Many homes have sump pumps. The water pumped should be directed to the yard or a French drain, not into the sewer system. It is a violation of City and Town Codes to have such a hook-up. A sump pump can generate as much as 36 gallons per minute. If it is connected to the sewer system, you can easily see how a few illegal connections can increase the flows in the system. For example, an eight-inch sanitary sewer can handle domestic water flow from up to 465 homes; however, it takes only twelve sump pumps operating at full capacity to overload an eight-inch sanitary sewer. Reputable plumbers are aware that sump pump connections to the sewer system are illegal, but occasionally a home handyman will solve the drainage problem by connecting the sump pump flow directly to the sewer system without realizing the consequences.
A good sump pump inspection program can be the most cost-effective method of locating and fixing extraneous storm-related water intrusion into the sanitary sewer system and reducing flows for treatment at the Wastewater Treatment Plant.
The sump pump program has to be modified to meet new ordinance requirements of only regional inspections based on evidence. The City is in the process of installing a new SCADA system that will help provide the information needed to generate the evidence needed to have Council authorize some regional inspections. Hopefully, the spring flows will generate enough data to identify specific areas that need inspection and the Council will approve the hiring of an inspector.
Tuesday, September 22, 2009
Weights and Measures
The term “Weights and measures” by statute means weights and measures of every kind, instruments and devices for weighing and measuring, and any appliances and accessories used with any or all such instruments and devices, except meters for the measurement of electricity, gas (natural and manufactured) or water when the same are operated in a public utility system.
The statute (Chapter 98) requires the City when it has a population of more than 5,000 as determined by the most recent population estimate made by the Department of Administration to enforce the provisions of Chapter 98 within its jurisdiction. The City of Lake Mills became required to enforce the requirements of weights and measures a couple of years ago. The City has the option of establishing its own department of weights and measures or contracting with the State Department of Agriculture, Trade and Consumer Protection to continue providing the service.
The City would have been required to employ qualified sealers or inspectors to ensure compliance with the requirements of Chapter 98 and had the option of doing so by establishing a new City Department. The City sealers or inspectors would have had the same authority as sealers or inspectors of the Department of Agriculture, Trade and Consumer Protection. The City would have had to employ sealers or inspectors from a list of applicants whose qualifications have been certified by the state or local civil service agency under the rules of the agency. The City had to procure and keep a complete set of standards of weight and measure conforming to the state standards and had to submit the standards for certification and has to do so at regular intervals as required by the Department of Agriculture, Trade and Consumer Protection. The City is also required to keep a complete record of its work and annually file a report with the Department of Agriculture, Trade and Consumer Protection. The chapter also authorizes the City to assess fees that do not exceed the actual cost of its weights and measures program.
The City enacted an ordinance that regulate weights and measures that comply with the requirements of Chapter 98 and the rules of the Department of Agriculture, Trade and Consumer Protection.
The City opted to contract with the Department of Agriculture, Trade and Consumer Protection to enforce the provisions of Chapter 98 within the City’s jurisdiction instead of establishing its own department. The Department of Agriculture, Trade and Consumer Protection agreed to enter into a contract with the City for the required services. The Department of Agriculture, Trade and Consumer Protection charges the City a fee sufficient to cover the Department’s costs under the contract. A City recovers the amount of the cost of these fees by assessing fees on the persons who receive services under the weights and measures program.
The statute (Chapter 98) requires the City when it has a population of more than 5,000 as determined by the most recent population estimate made by the Department of Administration to enforce the provisions of Chapter 98 within its jurisdiction. The City of Lake Mills became required to enforce the requirements of weights and measures a couple of years ago. The City has the option of establishing its own department of weights and measures or contracting with the State Department of Agriculture, Trade and Consumer Protection to continue providing the service.
The City would have been required to employ qualified sealers or inspectors to ensure compliance with the requirements of Chapter 98 and had the option of doing so by establishing a new City Department. The City sealers or inspectors would have had the same authority as sealers or inspectors of the Department of Agriculture, Trade and Consumer Protection. The City would have had to employ sealers or inspectors from a list of applicants whose qualifications have been certified by the state or local civil service agency under the rules of the agency. The City had to procure and keep a complete set of standards of weight and measure conforming to the state standards and had to submit the standards for certification and has to do so at regular intervals as required by the Department of Agriculture, Trade and Consumer Protection. The City is also required to keep a complete record of its work and annually file a report with the Department of Agriculture, Trade and Consumer Protection. The chapter also authorizes the City to assess fees that do not exceed the actual cost of its weights and measures program.
The City enacted an ordinance that regulate weights and measures that comply with the requirements of Chapter 98 and the rules of the Department of Agriculture, Trade and Consumer Protection.
The City opted to contract with the Department of Agriculture, Trade and Consumer Protection to enforce the provisions of Chapter 98 within the City’s jurisdiction instead of establishing its own department. The Department of Agriculture, Trade and Consumer Protection agreed to enter into a contract with the City for the required services. The Department of Agriculture, Trade and Consumer Protection charges the City a fee sufficient to cover the Department’s costs under the contract. A City recovers the amount of the cost of these fees by assessing fees on the persons who receive services under the weights and measures program.
Monday, September 21, 2009
PROPOSED 2010 CITY BUDGET HIGHLIGHTS
- The proposed equalized rate of $7.21 is 1.99% higher than last year and the gross rate is $8.39 which is 0.8% higher than last year. Page 2
- The city portion of the property tax on an equalized $175,000 home is estimated to be $1,261 and is projected to be $24.57 higher than last year and last years $175,000 home paid $1,236.58. Page 2
- Total revenues and expenses for the General Fund are projected to be $6,395,400. Page 2
- The City’s property tax levy cap is 3%. The State budget allows 3% or net new construction. The Department of Revenue calculates our net new construction at 1.76%.
- State shared revenues have decreased by 7.6% or $33,000. Page 3
- State Road aids are proposed to increase by 2%. Page 3
- The city has gained some limited revenues because TID #2 has enough revenues to reimburse the General Fund for expenses incurred. Page 3
- The budget has stabilized revenue estimates in several fee related areas. Page 3
- Administration proposes $650,600 of new short term debt in the budget. Page 3
- The Levy Limit Worksheet is a new document that is similar to the state document the Clerk must fill out each year. Page 7
- The State fiscal restraint figure is set and this budget is at 3%. Expenditure restraint equals $110,000. Page 8
- Clerk-Treasurer’s budget includes $5,000 to replace the computer equipment and maintain software licenses. Page 10
- Funds will be borrowed to purchase new radios per new federal requirements ($135,000) for the Fire Department. Page 11
- Funds will be borrowed to purchase Truck ($30,000) for the Parks and Forestry Department. Page 12
- Funds will be borrowed to purchase a Lawn Mower ($20,000) for the Parks and Forestry Department. Page 12
- Funds will be borrowed to insulate the municipal building ($23,000) for the Parks and Forestry Department. Page 12
- Street rebuild in Capital fund has been increased to $175,000 for a street overlay on Ferry Drive from Bartel’s Beach to Prospect Street and the alley behind the Lake Street Business east of Main Street. Page 13
- The Street Department capital budget includes $70,000 for stormwater improvements which include the Ferry Street, the alley and Circle Drive projects. Page 13
- The Street Department capital budget includes $60,000 for sidewalk replacement. Page 13
- The Street Department capital budget includes $83,100 for a new tractor. Page 13
- The Street Department capital budget includes $25,800 for a new mower to attach to the tractor. Page 13
- The Street Department capital budget includes $32,500 for a set of plows to attach to the new tractor. Page 13
- Funds will be borrowed for a new $28,200 police squad. Page 14
- Pay increases are calculated at 2.5% per the Union Contract currently negotiated for 2009. Budget wide
- The Health Insurance was 8%. Budget wide
- The Legislative – City Council Budget now has the Main Street Program built permanently into its budget with inflationary increases. Page 31
- The County Economic Development line has increased based on our contract with the County. Page 76.
- The Chamber printing donation has been funded. Page 76.
- The City Band is funded at $1,000. Page 101
- The change of Solid Waste Program from a Public Works revenue and expense to a Special Revenue Fund. Page 161
- Utilities and gas have been increased throughout the budget.
- Council laptops
- Finance Director Position
- Benefit Liability
- Low Unrestricted/undesignated Fund Balance
- Municipal building maintenance plan
- Dam Replacement
Friday, September 18, 2009
Brookstone Sump Pump Project
Homeowners commonly use sump pumps in their basements to battle water and flooding issues. Most every house has a sump pump installed for the purpose of discharging clear waters from foundation drains and ground infiltration. Sump pump water is what engineers call "clear water" and most often is rain water, ground water, or snow melt. This water should flow directly into area streams, ponds, and lakes. Where the building is not serviced by a storm sewer, the discharge from a sump pump should be put into an underground conduit leading to a drainage ditch, dry well, or discharge onto the ground surface in such a manner as will not constitute a nuisance.
The reason sump pump piping is not installed during platting in low to medium density developments is to reduce the amount of directly connected stormwater runoff. Minimized Directly Connected Impervious Areas reduce surface runoff volumes, peaks and pollutant loads. The exact performance of this practice depends on the exact nature of the local geology, the type of soils and vegetative cover, and the nature of local climate. Under ideal conditions, surface stormwater runoff from low to medium density single family residential areas can be virtually eliminated for small rainstorms (i.e., storms with less than 13 to 25 mm (0.5 to 1.0 inch) of rainfall).
On the whole, this is a very effective stormwater Best Management Practice (BMP) for low to medium density residential developments and for smaller commercial sites. Minimized Directly Connected Impervious Areas is not a very effective BMP for high density residential developments and high density commercial zones, such as central business districts. This BMP demands that much of the land area of the development have a pervious surface, free of buildings and solid pavement. It may also not be appropriate for use when the general terrain grades are steeper that six percent. With erosion prone soils, Minimized Directly Connected Impervious Areas may require even flatter terrain slopes.
Most sump pump issues can be traced to trouble with the drainage conditions around the outside of the house which result in surface water running down foundation walls or saturating the areas around the foundation and entering the footing tiles. If too much water is allowed to collect in the soil around the foundation, it will naturally end up overwhelming a sump pump.
Swales are used for stormwater routing in subdivisions between houses and in backyards. All new development in Brookstone uses swales (DCIA) along property lines between homes to handle stormwater. These systems can become compromised quickly with changes to the landscaping of individual lots. This generally results in one of two homeowners in a neighborhood with water saturating the areas around the foundation and entering the footing tiles. In the developments since I’ve arrived, the city has taken drainage easements along these areas, so technically we could go in and regrade the area. This is generally very unpopular with most of the neighbors because they have trees, shrubs, retaining walls, storage sheds and fences that would have to be removed. The other problem is that this remedy usually lasts for less than two years before the problem starts all over again.
Generally, the water problem can be corrected by good landscaping or minimal storm piping into the area. The landscaping is the property owner’s responsibility and the storm piping is constructed by the city and usually special assessed to the local owners.
The Brookstone sump pump project began as a special assessment proposal for the residents at 210 Oakbrook Drive. The city put together some designs and cost estimates for the neighbors on this street. Brookstone Homes Inc. was also looking at resolving some drainage issues and met with the city to discuss their problem. During the discussions the city plans were presented and Brookstone indicated a willingness to participate under the conditions of a special assessment.
The city’s standard policy is we don’t special assess any stormwater;
“Storm water sewer costs shall not be special assessed and shall be paid through general revenue funds unless they are constructed and paid for by a subdivider in accordance with a developer’s agreement.”
That was not feasible here and the residents wanted the improvement. Most other assessments are completed with the resident only paying the cost of the material and any contractors.
“When the City authorizes that all or a portion of public improvements, other than storm sewer installation, shall be constructed by City employees using City equipment, the actual costs may be determined to be only the costs of materials and any equipment rentals,”
This started out as a special assessment and I saw no reason to treat it any differently. The Council agreed and approved a motion on July 1, 2008 authorizing the City Manager to take such actions as necessary to implement and administer said policies for the construction of improvements to be constructed in the Brookstone Subdivision.
The city negotiated and signed an agreement with Brookstone on construction and payment conditions for the project. The city recently started construction on the project.
The city’s portion of this project will consist of installing a 12” pipe in the middle of the terrace beginning at the curb inlet on the corner. Six inch pipe will then be stubbed under the sidewalk to the property line which is located 1’ toward the house from the sidewalk. From this point Riverwood will run the connection to your sump pump discharge line.
The installation of the 12” pipe will necessitate the removal of the driveway aprons and the 6” stubs will cause a block or two of sidewalk to be removed. These will be backfilled temporarily, with gravel, to allow access until all pipe has been installed. Once the pipe is complete, a contractor will replace all the concrete removals. Once the concrete is in and Riverwood is finished making the connections, we will return to restore the grass areas we have disturbed, and Riverwood will restore theirs.
The new concrete work will be the most inconvenient for the residents, because it needs to cure for 7 days before vehicles can be allowed to use it. Otherwise, access to driveways will only be denied as we dig through it.
Staff is working with residents on the location of the stubs. The city had painted a pink mark on the sidewalk which appeared to be the ideal location for stubs.
The reason sump pump piping is not installed during platting in low to medium density developments is to reduce the amount of directly connected stormwater runoff. Minimized Directly Connected Impervious Areas reduce surface runoff volumes, peaks and pollutant loads. The exact performance of this practice depends on the exact nature of the local geology, the type of soils and vegetative cover, and the nature of local climate. Under ideal conditions, surface stormwater runoff from low to medium density single family residential areas can be virtually eliminated for small rainstorms (i.e., storms with less than 13 to 25 mm (0.5 to 1.0 inch) of rainfall).
On the whole, this is a very effective stormwater Best Management Practice (BMP) for low to medium density residential developments and for smaller commercial sites. Minimized Directly Connected Impervious Areas is not a very effective BMP for high density residential developments and high density commercial zones, such as central business districts. This BMP demands that much of the land area of the development have a pervious surface, free of buildings and solid pavement. It may also not be appropriate for use when the general terrain grades are steeper that six percent. With erosion prone soils, Minimized Directly Connected Impervious Areas may require even flatter terrain slopes.
Most sump pump issues can be traced to trouble with the drainage conditions around the outside of the house which result in surface water running down foundation walls or saturating the areas around the foundation and entering the footing tiles. If too much water is allowed to collect in the soil around the foundation, it will naturally end up overwhelming a sump pump.
Swales are used for stormwater routing in subdivisions between houses and in backyards. All new development in Brookstone uses swales (DCIA) along property lines between homes to handle stormwater. These systems can become compromised quickly with changes to the landscaping of individual lots. This generally results in one of two homeowners in a neighborhood with water saturating the areas around the foundation and entering the footing tiles. In the developments since I’ve arrived, the city has taken drainage easements along these areas, so technically we could go in and regrade the area. This is generally very unpopular with most of the neighbors because they have trees, shrubs, retaining walls, storage sheds and fences that would have to be removed. The other problem is that this remedy usually lasts for less than two years before the problem starts all over again.
Generally, the water problem can be corrected by good landscaping or minimal storm piping into the area. The landscaping is the property owner’s responsibility and the storm piping is constructed by the city and usually special assessed to the local owners.
The Brookstone sump pump project began as a special assessment proposal for the residents at 210 Oakbrook Drive. The city put together some designs and cost estimates for the neighbors on this street. Brookstone Homes Inc. was also looking at resolving some drainage issues and met with the city to discuss their problem. During the discussions the city plans were presented and Brookstone indicated a willingness to participate under the conditions of a special assessment.
The city’s standard policy is we don’t special assess any stormwater;
“Storm water sewer costs shall not be special assessed and shall be paid through general revenue funds unless they are constructed and paid for by a subdivider in accordance with a developer’s agreement.”
That was not feasible here and the residents wanted the improvement. Most other assessments are completed with the resident only paying the cost of the material and any contractors.
“When the City authorizes that all or a portion of public improvements, other than storm sewer installation, shall be constructed by City employees using City equipment, the actual costs may be determined to be only the costs of materials and any equipment rentals,”
This started out as a special assessment and I saw no reason to treat it any differently. The Council agreed and approved a motion on July 1, 2008 authorizing the City Manager to take such actions as necessary to implement and administer said policies for the construction of improvements to be constructed in the Brookstone Subdivision.
The city negotiated and signed an agreement with Brookstone on construction and payment conditions for the project. The city recently started construction on the project.
The city’s portion of this project will consist of installing a 12” pipe in the middle of the terrace beginning at the curb inlet on the corner. Six inch pipe will then be stubbed under the sidewalk to the property line which is located 1’ toward the house from the sidewalk. From this point Riverwood will run the connection to your sump pump discharge line.
The installation of the 12” pipe will necessitate the removal of the driveway aprons and the 6” stubs will cause a block or two of sidewalk to be removed. These will be backfilled temporarily, with gravel, to allow access until all pipe has been installed. Once the pipe is complete, a contractor will replace all the concrete removals. Once the concrete is in and Riverwood is finished making the connections, we will return to restore the grass areas we have disturbed, and Riverwood will restore theirs.
The new concrete work will be the most inconvenient for the residents, because it needs to cure for 7 days before vehicles can be allowed to use it. Otherwise, access to driveways will only be denied as we dig through it.
Staff is working with residents on the location of the stubs. The city had painted a pink mark on the sidewalk which appeared to be the ideal location for stubs.
Thursday, September 17, 2009
What's the Plan Say?
Zoning Board members serve an important function in our community. They spend hours reviewing documents for a meeting hoping to improve their community and they will still make someone mad. The decisions these people make are not life and death, but they can affect the quality of life and property values.
The City recently completed a comprehensive plan that we are now trying to role into the zoning code so that it will implement the plans. The idea is that the plan and the code have to be consistent by state statute. Writing comprehensive plans provides all these cool concepts for changing the community. The code actually sets rules for making it happen – reality sets in. The rules that then need to be enforced to achieve the cool concepts tend to seem intrusive. Intrusions that seem unnecessary to the average individual who would meet most zoning requirements even without zoning. Still, that one exception to the average always set the benchmark.
Zoning Codes often are intrusions into the preferences of property owners in the way they use their property. The practical issues involve the type and specificity of the code and the application by staff, commissioners and council members. For the code to work effectively and fairly, the code needs to be consistent with the plan which was written to provide a clear view of the objective. Codes that place to great a range of interpretation in the hands of the implementing authority may end up not being reasonable and undermining the confidence of the community.
The enforcing authorities need to have options for the potential solutions to the all the problems that will eventual develop. The city also needs to remain consistent with the plan and provide codes that will achieve the stated desired results. This may seem overzealous to plan commissioners and the public, but we already have complaints regarding the same codes issues that are causing some code rewrite consternation.
The consistency of the plan and the code should help reduce personal biases and arbitrary decisions by staff, the plan commission and the council.
The City recently completed a comprehensive plan that we are now trying to role into the zoning code so that it will implement the plans. The idea is that the plan and the code have to be consistent by state statute. Writing comprehensive plans provides all these cool concepts for changing the community. The code actually sets rules for making it happen – reality sets in. The rules that then need to be enforced to achieve the cool concepts tend to seem intrusive. Intrusions that seem unnecessary to the average individual who would meet most zoning requirements even without zoning. Still, that one exception to the average always set the benchmark.
Zoning Codes often are intrusions into the preferences of property owners in the way they use their property. The practical issues involve the type and specificity of the code and the application by staff, commissioners and council members. For the code to work effectively and fairly, the code needs to be consistent with the plan which was written to provide a clear view of the objective. Codes that place to great a range of interpretation in the hands of the implementing authority may end up not being reasonable and undermining the confidence of the community.
The enforcing authorities need to have options for the potential solutions to the all the problems that will eventual develop. The city also needs to remain consistent with the plan and provide codes that will achieve the stated desired results. This may seem overzealous to plan commissioners and the public, but we already have complaints regarding the same codes issues that are causing some code rewrite consternation.
The consistency of the plan and the code should help reduce personal biases and arbitrary decisions by staff, the plan commission and the council.
Wednesday, September 16, 2009
Planning for Council Meetings
What happens at Council meetings can sometimes be substantially different then what staff thought or was told was going to happen. There are all these conversations about who's going to say what and what group is going to show up and request something. Then the meeting happens and nothing goes as planned.
After twenty two years of attending meetings on a weekly basis, I find that the people just do not like throwing their ideas into the public forum. This fear of having your ideas evaluated publicly really creates difficulty generating consensus on a course of action.
I don't blame people for having this fear - I still have it after twenty two years. The environment where people feel comfortable having their ideas evaluated and critiqued is generally not a televised public meeting. Even the private focus groups have agressives and passives that create communication problems and a lack of true consensus.
The amount of staff preparation time that goes into possible council discussion items that never materialize is surely balanced by the discussions that do occur that no staff member was prepared to discuss. The way some of the questions end up being asked does not generate the same type of conversation that was originally anticipated. Again, people's knowledge of government operations can lead to confusion and miscommunication.
I believe that Council members tend to maintain misconceptions about issues because conversations become vague or they did not understand how to properly ask the question. This can lead to conflict between Council members and staff. The Council meeting can sure be a source of pre-meeting stress and post-meeting letdown. What a great profession.
After twenty two years of attending meetings on a weekly basis, I find that the people just do not like throwing their ideas into the public forum. This fear of having your ideas evaluated publicly really creates difficulty generating consensus on a course of action.
I don't blame people for having this fear - I still have it after twenty two years. The environment where people feel comfortable having their ideas evaluated and critiqued is generally not a televised public meeting. Even the private focus groups have agressives and passives that create communication problems and a lack of true consensus.
The amount of staff preparation time that goes into possible council discussion items that never materialize is surely balanced by the discussions that do occur that no staff member was prepared to discuss. The way some of the questions end up being asked does not generate the same type of conversation that was originally anticipated. Again, people's knowledge of government operations can lead to confusion and miscommunication.
I believe that Council members tend to maintain misconceptions about issues because conversations become vague or they did not understand how to properly ask the question. This can lead to conflict between Council members and staff. The Council meeting can sure be a source of pre-meeting stress and post-meeting letdown. What a great profession.
Tuesday, September 15, 2009
Performance Measurement
For some time, governments have increasingly been urged to evaluate the results of their efforts. Most frequently, this has meant measuring public-service outputs (or inputs) for purposes of management efficiency and political accountability.
Performance measurement has been defined as “measurement on a regular basis of the results (outcomes) and efficiency of services or programs.” Thus performance measures are quantifiable indicators that, when analyzed, determine what a particular program or service is achieving. Performance measures come in many different forms, including inputs (such as financial resources), outputs (the number of customers served), and outcomes (the quantifiable results of the program). Regardless of their form, performance measures should relate to a particular initiative or strategy of an organization.
Citizens expect their municipal government to provide services in the most effective and efficient manner possible. The kinds of services and the quality of their delivery vary from one community to another, depending in part on the financial and human resources available. The City of Lake Mills is a “full-service” city in that it provides a very broad range of services, including municipal water, electric and sewer, snow removal, brush collection, and a regional public library. The delivery of services affects what is commonly referred to as the “quality of life.” Because of the nationwide economic downturn and significant reductions in local aid from the state, Lake Mills, like most communities in the nation, is facing the dilemma of trying to maintain acceptable levels of service while having to reduce overall expenditures.
Performance measurement involves collecting data in a systematic and objective manner to determine the efficiency and effectiveness of service delivery and program objectives. Performance management is the application of such data into an integrated management system that informs resource allocation and decision making to move an organization toward the achievement of strategic objectives. More recently, a movement has emerged that includes assessing the wellbeing of citizens in a more holistic way by measuring quality-of-life outcomes.
Many factors motivate the application of performance management. In the United States and internationally, governments are applying performance measures and standards to promote greater accountability through high-performing, transparent government agencies and communication with citizens. Indeed, elected officials at every level of government, public managers, and citizens all benefit from implementing sound performance management systems.
Performance management concepts are also being applied to nongovernmental organizations and others interested in establishing a culture of continuous improvement.
A good performance management system yields the necessary data for assessing service needs and performance. In this sense, a good system helps elected officials in their oversight responsibilities. It also helps them make objective resource-allocation decisions and formulate policy.
Performance of a specific service may be tracked over time to demonstrate improvement, or it may be benchmarked against levels of service provided in similar communities. Openly sharing goals and trend and comparative data is an effective way of strengthening elected officials’ credibility with citizens.
Local government managers and their staff can use performance management as a systematic means to conduct continuous evaluation, track progress in realizing strategic plan goals, and inform daily operations. Performance measurement data can be used to identify operational weaknesses and allocate resources accordingly. In addition, an established performance management system can help facilitate the process of setting employee performance goals and evaluating the performance of outside contractors. Indeed, citizen satisfaction improves as local governments respond to citizen input with service delivery improvements.
Two of the strongest tools that managers use in evaluating service delivery is fact finding and fact-based decision making—the power of facts and logic, and the power of good business practices. The opportunity to develop a factual comparison of how our city does compared with other cities, so that we can understand more clearly exactly what our strengths and weaknesses are.
City staff and WCMA are going to work on producing a Benchmarking Report. It was a bit risky to do a comparison of Lake Mills with our peers because you never really know what it will show. While the results may be surprising and the problems identified daunting, we hope to have information in place that we can use to address what was previously ignored or denied.
Performance measurement has been defined as “measurement on a regular basis of the results (outcomes) and efficiency of services or programs.” Thus performance measures are quantifiable indicators that, when analyzed, determine what a particular program or service is achieving. Performance measures come in many different forms, including inputs (such as financial resources), outputs (the number of customers served), and outcomes (the quantifiable results of the program). Regardless of their form, performance measures should relate to a particular initiative or strategy of an organization.
Citizens expect their municipal government to provide services in the most effective and efficient manner possible. The kinds of services and the quality of their delivery vary from one community to another, depending in part on the financial and human resources available. The City of Lake Mills is a “full-service” city in that it provides a very broad range of services, including municipal water, electric and sewer, snow removal, brush collection, and a regional public library. The delivery of services affects what is commonly referred to as the “quality of life.” Because of the nationwide economic downturn and significant reductions in local aid from the state, Lake Mills, like most communities in the nation, is facing the dilemma of trying to maintain acceptable levels of service while having to reduce overall expenditures.
Performance measurement involves collecting data in a systematic and objective manner to determine the efficiency and effectiveness of service delivery and program objectives. Performance management is the application of such data into an integrated management system that informs resource allocation and decision making to move an organization toward the achievement of strategic objectives. More recently, a movement has emerged that includes assessing the wellbeing of citizens in a more holistic way by measuring quality-of-life outcomes.
Many factors motivate the application of performance management. In the United States and internationally, governments are applying performance measures and standards to promote greater accountability through high-performing, transparent government agencies and communication with citizens. Indeed, elected officials at every level of government, public managers, and citizens all benefit from implementing sound performance management systems.
Performance management concepts are also being applied to nongovernmental organizations and others interested in establishing a culture of continuous improvement.
A good performance management system yields the necessary data for assessing service needs and performance. In this sense, a good system helps elected officials in their oversight responsibilities. It also helps them make objective resource-allocation decisions and formulate policy.
Performance of a specific service may be tracked over time to demonstrate improvement, or it may be benchmarked against levels of service provided in similar communities. Openly sharing goals and trend and comparative data is an effective way of strengthening elected officials’ credibility with citizens.
Local government managers and their staff can use performance management as a systematic means to conduct continuous evaluation, track progress in realizing strategic plan goals, and inform daily operations. Performance measurement data can be used to identify operational weaknesses and allocate resources accordingly. In addition, an established performance management system can help facilitate the process of setting employee performance goals and evaluating the performance of outside contractors. Indeed, citizen satisfaction improves as local governments respond to citizen input with service delivery improvements.
Two of the strongest tools that managers use in evaluating service delivery is fact finding and fact-based decision making—the power of facts and logic, and the power of good business practices. The opportunity to develop a factual comparison of how our city does compared with other cities, so that we can understand more clearly exactly what our strengths and weaknesses are.
City staff and WCMA are going to work on producing a Benchmarking Report. It was a bit risky to do a comparison of Lake Mills with our peers because you never really know what it will show. While the results may be surprising and the problems identified daunting, we hope to have information in place that we can use to address what was previously ignored or denied.
Monday, September 14, 2009
Logic Models
The need for cities to raise the level of their performance to maintain levels of service brings us to a new challenge. The use of performance evaluation allows us to convey important information to people who are internal and external to the organization. This promotes good management by illustrating the linkages between daily activities and outcomes
Evaluation means asking good, critical questions about programs to improve programs and help them be accountable for the wise use of resources. It enables managers to see how logic modeling, measurement and evaluation are valuable tools that can be used to improve their programs and communicate performance and progress to leadership and other stakeholders. It provides managers with a brief overview of the drivers, definitions, perspectives, benefits and steps involved in developing performance measures and conducting a program evaluation.
Logic model is a…
• Picture of your program or intervention
• Graphic representation of the “theory of action” – what is invested, what is done, and what results
• Core of planning and evaluation
A logic model is a diagram and text that describes/ illustrates the logical (causal) relationships among program elements and the problem to be solved, thus defining measurements of success. The model provides a simple and organized step-by-step process of how to get objectives done and how this can be done in-line with top management priorities. A vehicle for dialogue, planning, program management and evaluation
The logic model starts the process of performance measurement and introduces transparency to motivate good performance.
Evaluation means asking good, critical questions about programs to improve programs and help them be accountable for the wise use of resources. It enables managers to see how logic modeling, measurement and evaluation are valuable tools that can be used to improve their programs and communicate performance and progress to leadership and other stakeholders. It provides managers with a brief overview of the drivers, definitions, perspectives, benefits and steps involved in developing performance measures and conducting a program evaluation.
Logic model is a…
• Picture of your program or intervention
• Graphic representation of the “theory of action” – what is invested, what is done, and what results
• Core of planning and evaluation
A logic model is a diagram and text that describes/ illustrates the logical (causal) relationships among program elements and the problem to be solved, thus defining measurements of success. The model provides a simple and organized step-by-step process of how to get objectives done and how this can be done in-line with top management priorities. A vehicle for dialogue, planning, program management and evaluation
The logic model starts the process of performance measurement and introduces transparency to motivate good performance.
Friday, September 11, 2009
Brush Pickup
We pride ourselves on being able to offer the highest level of service, but in these tough economic times, we have to look for cost savings, so other basic services can be continued. We found that a twice a year solution was best. The City needs to concentrate its tax generated funds on the basic services of government and provide other services through fees or provide a lower level of service.
The City has opted to have three levels of service for residents. The first level provides brush pickup year around but requires that you call the City Office at 648-2344 to notify the City of the address where the brush is located adjacent to the street and to make arrangements for payment. The cost for collection other then the two annual and special collections will be $15.00 per collection request. The City will collect brush on the fourth Tuesday of the month starting in May and ending in November.
This policy charges a fee to ensure that brush pickup services are paid for by those who use them and since charges are most appropriate when services are clearly defined and can be directly connected to specific users/consumers, this type of service clearly meets the criteria. Nonusers are easily precluded from using or benefiting by the service and the charge helps prevent against some people over consuming a service while others must pay for it.
This policy helps reduce the consumption of gas and wear on vehicles by reducing vehicle travel time. Each pickup day has a route with the specific locations of requested pickups rather than traveling every street in the City to find possible brush piles.
The City provides a second level of service of free curbside collection of brush that is placed adjacent to the street twice annually, once in the spring and once in the fall on dates as determined by the weather. The dates will be advertised in the newspaper, the public channel on cable TV, and the City’s website.
The third level of service is the yard waste drop off site on Stony Road. The site is open 24 hours a day seven days a week for you to drop off any yard waste.
The City also picks up brush and branches from privately owned trees that were downed as a result of storms or high wind as determined by the Public Works Director.
The cost of the monthly service was reaching $60,000 annually, which averaged approximately 50 pickups per month. Two crews and the necessary equipment are assigned to this activity. The cost per stop for collection and removal was $100.00 ($60,000 ÷ 300 stops). Of course, the volume of material varied widely from stop to stop, so each stop doesn’t actually “cost” the same.
Yard waste (grass clippings, landscape trimmings, leaves, branches) had been banned from landfills by State law in 1990s, which resulted in the City starting to collect brush.
Although the expansion of service was designed to assist those residents who were doing some modest pruning of their private landscaping, we have found that extensive tree trimming and in some cases the actual removal of the tree results in large amounts of material being put at the curb. We suspect in some cases the landscaping company that has been hired to do the trimming has pointed out to the owner that if the material is left, it would be picked up free by the City but if the landscaper took it there would be a charge. Our crews have observed that trimmings from trees different from those on the property appear, perhaps imported. In a case or two our home occupation landscapers appear to be bringing the material from jobs outside of the City and leaving it in front of their house for pick up. In order to deal with those abuses the City opted for the following policy.
A. Purpose: The purpose of this policy is to define how brush from personal property will be managed by the City.
B. Brush Pickup Procedure
a. The City will collect brush placed adjacent to the street at no charge twice annually, once in the spring and once in the fall on dates as determined by the weather.
b. The City will collect Christmas trees at no charge in January.
c. Major storm damage will be collected at no charge if placed next to the street within seven days of the major storm event. The City will determine and announce emergency storm related brush collection.
d. Residents will be asked to call the City Office at 648-2344 to notify the City of the address where the brush is located adjacent to the street and to make arrangements for payment. The cost for collection other then the two annual and special collections will be $15.00 per collection request. The City will collect brush on the fourth Tuesday of the month starting in May and ending in November.
e. Residents must schedule appointments by the Monday prior to the collection date to be placed on the schedule.
f. The Street Department will prepare a route for collection based on the location of requested collections.
C. Standards for Collection
a. Brush must be brought to the curbside and placed with the cut ends facing the street or laid parallel with the street and the cut ends pointing with the flow of traffic.
b. Brush must be at curbside by 6:00 pm on the Monday before the collection date.
c. Brush for chipping cannot exceed eight feet in length or six inches in diameter. If the brush exceeds these sizes, the resident needs to notify the City for special collection conditions.
d. Vines, rakings, roots and root balls will not be accepted.
e. Brush stacked in a twisted bundle will not be chipped. If the brush is in a twisted bundle, the resident needs to notify the City for special collection conditions.
D. Brush may be taken to the yard waste site on Stony Road by City residents at any time at no cost.
E. The City reserves the right to not collect brush for just cause. An example of just cause would be failure to place the brush adjacent to the street in the manner designated in the policy.
The City has opted to have three levels of service for residents. The first level provides brush pickup year around but requires that you call the City Office at 648-2344 to notify the City of the address where the brush is located adjacent to the street and to make arrangements for payment. The cost for collection other then the two annual and special collections will be $15.00 per collection request. The City will collect brush on the fourth Tuesday of the month starting in May and ending in November.
This policy charges a fee to ensure that brush pickup services are paid for by those who use them and since charges are most appropriate when services are clearly defined and can be directly connected to specific users/consumers, this type of service clearly meets the criteria. Nonusers are easily precluded from using or benefiting by the service and the charge helps prevent against some people over consuming a service while others must pay for it.
This policy helps reduce the consumption of gas and wear on vehicles by reducing vehicle travel time. Each pickup day has a route with the specific locations of requested pickups rather than traveling every street in the City to find possible brush piles.
The City provides a second level of service of free curbside collection of brush that is placed adjacent to the street twice annually, once in the spring and once in the fall on dates as determined by the weather. The dates will be advertised in the newspaper, the public channel on cable TV, and the City’s website.
The third level of service is the yard waste drop off site on Stony Road. The site is open 24 hours a day seven days a week for you to drop off any yard waste.
The City also picks up brush and branches from privately owned trees that were downed as a result of storms or high wind as determined by the Public Works Director.
The cost of the monthly service was reaching $60,000 annually, which averaged approximately 50 pickups per month. Two crews and the necessary equipment are assigned to this activity. The cost per stop for collection and removal was $100.00 ($60,000 ÷ 300 stops). Of course, the volume of material varied widely from stop to stop, so each stop doesn’t actually “cost” the same.
Yard waste (grass clippings, landscape trimmings, leaves, branches) had been banned from landfills by State law in 1990s, which resulted in the City starting to collect brush.
Although the expansion of service was designed to assist those residents who were doing some modest pruning of their private landscaping, we have found that extensive tree trimming and in some cases the actual removal of the tree results in large amounts of material being put at the curb. We suspect in some cases the landscaping company that has been hired to do the trimming has pointed out to the owner that if the material is left, it would be picked up free by the City but if the landscaper took it there would be a charge. Our crews have observed that trimmings from trees different from those on the property appear, perhaps imported. In a case or two our home occupation landscapers appear to be bringing the material from jobs outside of the City and leaving it in front of their house for pick up. In order to deal with those abuses the City opted for the following policy.
A. Purpose: The purpose of this policy is to define how brush from personal property will be managed by the City.
B. Brush Pickup Procedure
a. The City will collect brush placed adjacent to the street at no charge twice annually, once in the spring and once in the fall on dates as determined by the weather.
b. The City will collect Christmas trees at no charge in January.
c. Major storm damage will be collected at no charge if placed next to the street within seven days of the major storm event. The City will determine and announce emergency storm related brush collection.
d. Residents will be asked to call the City Office at 648-2344 to notify the City of the address where the brush is located adjacent to the street and to make arrangements for payment. The cost for collection other then the two annual and special collections will be $15.00 per collection request. The City will collect brush on the fourth Tuesday of the month starting in May and ending in November.
e. Residents must schedule appointments by the Monday prior to the collection date to be placed on the schedule.
f. The Street Department will prepare a route for collection based on the location of requested collections.
C. Standards for Collection
a. Brush must be brought to the curbside and placed with the cut ends facing the street or laid parallel with the street and the cut ends pointing with the flow of traffic.
b. Brush must be at curbside by 6:00 pm on the Monday before the collection date.
c. Brush for chipping cannot exceed eight feet in length or six inches in diameter. If the brush exceeds these sizes, the resident needs to notify the City for special collection conditions.
d. Vines, rakings, roots and root balls will not be accepted.
e. Brush stacked in a twisted bundle will not be chipped. If the brush is in a twisted bundle, the resident needs to notify the City for special collection conditions.
D. Brush may be taken to the yard waste site on Stony Road by City residents at any time at no cost.
E. The City reserves the right to not collect brush for just cause. An example of just cause would be failure to place the brush adjacent to the street in the manner designated in the policy.
Thursday, September 10, 2009
Is It a Nuisance?
The City Codes provide for nuisance abatement. The procedure must start with an official complaint (in writing with signature) from the public regarding what is believed to be nuisances. The complaint must be referred to the proper official (Police Chief, Fire Chief, Building Inspector, Street Superintendent) for inspection and possible action.
If the inspecting authority believes there is cause to enforce the nuisance abatement ordinance based on a drive by inspection – they must work with the City Attorney to prepare and issue orders regarding the nuisance remedies. Property rights issues mean that the City has to carefully draft the order to lawfully gain access to the property for purposes of inspection.
Most citizens are law abiding and comply with whatever orders are issued. Nuisance properties tend to not represent the average citizen and result in additional up front preparation for understanding and following all the legal requirements necessary to successfully win a court challenge. This means that nuisance complaints can last for years and take thousands of dollars in city resources. Most nuisance abatements require the coordination of the City Manager. City Attorney, Building Inspector, Street Superintendent, Police Chief, Fire Chief, County Health Inspector, City Clerk-Treasurer and the City Council. Still, the better prepared have a better chance of winning the court challenge and not having to start the whole process over.
If you believe there is a nuisance in your neighborhood, consult with the building inspector to determine if the condition meets ordinance requirements. After the consult, you may want to file an official complaint.
If the inspecting authority believes there is cause to enforce the nuisance abatement ordinance based on a drive by inspection – they must work with the City Attorney to prepare and issue orders regarding the nuisance remedies. Property rights issues mean that the City has to carefully draft the order to lawfully gain access to the property for purposes of inspection.
Most citizens are law abiding and comply with whatever orders are issued. Nuisance properties tend to not represent the average citizen and result in additional up front preparation for understanding and following all the legal requirements necessary to successfully win a court challenge. This means that nuisance complaints can last for years and take thousands of dollars in city resources. Most nuisance abatements require the coordination of the City Manager. City Attorney, Building Inspector, Street Superintendent, Police Chief, Fire Chief, County Health Inspector, City Clerk-Treasurer and the City Council. Still, the better prepared have a better chance of winning the court challenge and not having to start the whole process over.
If you believe there is a nuisance in your neighborhood, consult with the building inspector to determine if the condition meets ordinance requirements. After the consult, you may want to file an official complaint.
Wednesday, September 9, 2009
Silt Fence Erosion Control
State Code DNR NR 216/151 and City Code 10-12-1 require erosion control on a construction site. Silt fence is the most common method of erosion control in the area. A silt fence is made of a filter fabric that has been entrenched, attached to supporting poles, and sometimes backed by a plastic or wire mesh for support. The silt fence detains sediment laden water, promoting sedimentation behind the fence. When placed correctly, a silt fence will prevent erosion, keeping sand and dirt in place while allowing excess water to drain from the site. The type of silt fence should be based on the size of the project and not the cost.
The contractor on the current City project on CP/Owen/Prairie has opted to use silt fence for erosion control. Silt fences will create temporary sedimentation ponds on the upstream side of the fence and cause temporary flooding. Silt fences are preferable to many other options because it has the ability to pass more water, trap more sediment and remain in place longer.
A soundly-built silt fence contributes just as much as blueprints and building materials to the success of a project. When installed correctly, this necessary part of the work site does its job, keeping rains from having a runoff effect on the site.
The contractor on the current City project on CP/Owen/Prairie has opted to use silt fence for erosion control. Silt fences will create temporary sedimentation ponds on the upstream side of the fence and cause temporary flooding. Silt fences are preferable to many other options because it has the ability to pass more water, trap more sediment and remain in place longer.
A soundly-built silt fence contributes just as much as blueprints and building materials to the success of a project. When installed correctly, this necessary part of the work site does its job, keeping rains from having a runoff effect on the site.
Tuesday, September 8, 2009
Fund Balance
There are standards set by municipal management organizations that suggests that municipalities should maintain three to five months of spending in their unreserved fund balance to manage cash flow during the fiscal year. Municipalities may forgo separate contingency funds and maintain significantly higher reserves in their unreserved fund balance for any contingencies. Municipal policies generally apply ending balances to the unreserved fund balance to maintain a fifteen (15) to twenty (20) percent ratio to the overall budget as recommended by municipal management organizations, such as Government Finance Officers Association and the annual audit report.
The principal source of discretionary funds for municipalities is the unreserved fund balance and/or a formally designated rainy day fund. Technically, a governmental fund balance equals the difference between its current total assets and current total liabilities. The fund balance includes reserved and unreserved funds. An unreserved fund balance represents the unencumbered funds at the end of the fiscal year after all spending commitments are made. Unreserved fund balance is that portion of the total fund balance that is not restricted for future payments to satisfy outstanding or future liabilities.
Many municipalities have state statutory limitations on taxes and spending mandates that reduce options for reacting to economic downturns and further limit municipalities’ ability to take advantage of fiscal opportunities. Economic grants and development activities (e.g., land purchase) are common areas of fiscal opportunity for municipalities that may necessitate surplus funds or slack resources. Pursuing such opportunities to obtain future benefits often requires municipalities to invest more resources than are available in their current operating budget.
The flexibility of slack resources can be altered by the organizational and fiscal characteristics of the municipality’s ability to react to different levels of risk. Risk is defined here as an organization’s exposure or vulnerability to detrimental fiscal shocks and changes in the environment. Accordingly, municipalities with tax limitations face more risk because these conditions reduce their ability to compensate for or adapt to shocks and changes. Another structural feature that affects municipalities’ fiscal risk and need for slack resources is their dependence on revenues that are highly elastic and volatile or revenues they do not control. For example, municipalities that rely heavily on grants and shared revenue are more vulnerable to fiscal shock as the result of decisions by other governments and, therefore, require more slack resources. Alternatively, municipalities that depend on stable property taxes may require less slack.
With respect to political and governing preferences, municipalities that are more politically conservative, reformed, and professional accumulate more reserves.[1] Such municipalities are more risk averse and aware of the fiscal risks in their environment. Alternatively they may accumulate reserves to better take advantage of fiscal opportunities such as grants that require matching funds. However, another explanation of these findings from an economic viewpoint might be that municipal professionals are simply better able to convince politicians and voters that high surpluses are necessary.
[1] Rebecca Hendrick, 2006. “Role of Slack in Managing Local Government Fiscal Conditions” Public Budgeting and Finance, 26(1): 14-46.
The principal source of discretionary funds for municipalities is the unreserved fund balance and/or a formally designated rainy day fund. Technically, a governmental fund balance equals the difference between its current total assets and current total liabilities. The fund balance includes reserved and unreserved funds. An unreserved fund balance represents the unencumbered funds at the end of the fiscal year after all spending commitments are made. Unreserved fund balance is that portion of the total fund balance that is not restricted for future payments to satisfy outstanding or future liabilities.
Many municipalities have state statutory limitations on taxes and spending mandates that reduce options for reacting to economic downturns and further limit municipalities’ ability to take advantage of fiscal opportunities. Economic grants and development activities (e.g., land purchase) are common areas of fiscal opportunity for municipalities that may necessitate surplus funds or slack resources. Pursuing such opportunities to obtain future benefits often requires municipalities to invest more resources than are available in their current operating budget.
The flexibility of slack resources can be altered by the organizational and fiscal characteristics of the municipality’s ability to react to different levels of risk. Risk is defined here as an organization’s exposure or vulnerability to detrimental fiscal shocks and changes in the environment. Accordingly, municipalities with tax limitations face more risk because these conditions reduce their ability to compensate for or adapt to shocks and changes. Another structural feature that affects municipalities’ fiscal risk and need for slack resources is their dependence on revenues that are highly elastic and volatile or revenues they do not control. For example, municipalities that rely heavily on grants and shared revenue are more vulnerable to fiscal shock as the result of decisions by other governments and, therefore, require more slack resources. Alternatively, municipalities that depend on stable property taxes may require less slack.
With respect to political and governing preferences, municipalities that are more politically conservative, reformed, and professional accumulate more reserves.[1] Such municipalities are more risk averse and aware of the fiscal risks in their environment. Alternatively they may accumulate reserves to better take advantage of fiscal opportunities such as grants that require matching funds. However, another explanation of these findings from an economic viewpoint might be that municipal professionals are simply better able to convince politicians and voters that high surpluses are necessary.
[1] Rebecca Hendrick, 2006. “Role of Slack in Managing Local Government Fiscal Conditions” Public Budgeting and Finance, 26(1): 14-46.
Friday, September 4, 2009
Financial Guarantees
This time of year requires the monitoring and renewing or closing out of the City held financial guarantees. City ordinances state that a subdivider may be required to enter into a developer's agreement and submit a financial guarantee that meets the requirements of City Code.
The Council has required most subdividers to install any public improvements needed for the new development at their cost and pay other City incurred costs associated with the development. To ensure construction to City standards and payment, the subdivider is required to execute a developer's agreement with the City and post a surety bond to ensure that the developer will make those improvements and pay the costs within a reasonable time and manner.
The development agreement may also spell out any additional requirements that the Council has determined that the subdivider is responsible for making, including alterations to any existing road ways and utilities serving the subdivision, provided the Council can find a rational relationship between the alterations and the subdivision.
The Performance Guarantee and Surety is designed to allow the City to complete the construction, repairing, replacing or installing of any required improvements, and cover any other costs associated with the performance of any other requirements in the developer’s agreement at the subdivider’s cost.
The amount of the Performance Guarantee and Surety is based, in part, on the estimated value of the public improvements at the time of approval of the subdivision. The amount is also designed to insure the City can gain access to adequate funds to satisfactory complete construction, installation, and dedication of any uncompleted or improperly constructed portions of the required improvements, as well as the satisfactory performance of any other requirements under the developer’s agreement.
The developer’s agreement is drafted by the City Attorney with consultation from the City Manager, Public Works Director, and the City’s consulting engineer, and upon final negotiations between the City Manager and developer. The form of the Performance Guarantee and Surety can be in the form of bonds or letters of credit, or assignments of certificates of deposit, as drafted by the City Attorney, upon consultation with the City Manager. The City requires the surety bonds and letters of credit to be issued by companies or financial institutions authorized and licensed to do business in the State of Wisconsin.
The Council has required most subdividers to install any public improvements needed for the new development at their cost and pay other City incurred costs associated with the development. To ensure construction to City standards and payment, the subdivider is required to execute a developer's agreement with the City and post a surety bond to ensure that the developer will make those improvements and pay the costs within a reasonable time and manner.
The development agreement may also spell out any additional requirements that the Council has determined that the subdivider is responsible for making, including alterations to any existing road ways and utilities serving the subdivision, provided the Council can find a rational relationship between the alterations and the subdivision.
The Performance Guarantee and Surety is designed to allow the City to complete the construction, repairing, replacing or installing of any required improvements, and cover any other costs associated with the performance of any other requirements in the developer’s agreement at the subdivider’s cost.
The amount of the Performance Guarantee and Surety is based, in part, on the estimated value of the public improvements at the time of approval of the subdivision. The amount is also designed to insure the City can gain access to adequate funds to satisfactory complete construction, installation, and dedication of any uncompleted or improperly constructed portions of the required improvements, as well as the satisfactory performance of any other requirements under the developer’s agreement.
The developer’s agreement is drafted by the City Attorney with consultation from the City Manager, Public Works Director, and the City’s consulting engineer, and upon final negotiations between the City Manager and developer. The form of the Performance Guarantee and Surety can be in the form of bonds or letters of credit, or assignments of certificates of deposit, as drafted by the City Attorney, upon consultation with the City Manager. The City requires the surety bonds and letters of credit to be issued by companies or financial institutions authorized and licensed to do business in the State of Wisconsin.
Thursday, September 3, 2009
I Don't walk Much, But
Pedestrians and bicyclists behave the same as motorists. They are sensitive to delays and make travel choices based on the quality of connections and intersections, physical obstructions, long and winding travel routes and insufficient street and sidewalk space. For example, if the delay for the “walk” signal is too long, pedestrians will cross when “do not walk” is still lit; similarly, if turning blocks are infrequent, a motorist will likely make an illegal u-turn. Convenience of the circulation system is important to all travelers regardless of mode.
Current transportation policies and systems emphasize mobility over access. By focusing on moving vehicles through areas, ways for people to get into a building or site are ignored. Emphasizing mobility over access results in a circulation system dominated by streets and highways. While this system is certainly important to the auto user, it often ignores the access requirements of those who do not drive. To cut total costs and increase privacy, communities are constructing their circulation system of roads and highways without simultaneously constructing bike paths and walkways. This circulation pattern severely limits travel options and, as a result, creates a dependence on the automobile. Without bike and pedestrian facilities, large segments of the population (including our youth, elderly, disabled and lower income residents) are neglected; auto users, too, are deprived of their choice of travel.
A pedestrian network will be effective if pedestrian and bicycle facilities are included within the overall land-use and transportation planning process already in existence. Pedestrian considerations can then compete with other design and financial priorities during community planning. When integrated into development plans from the start, pedestrian and bike facilities can be a relatively small cost and actually increase the marketability of the neighboring properties.
Everyone is a pedestrian at some point during the day whether they make an entire trip on foot, walk to a transit stop, or simply walk from their car to the front door of their destination. Since people walk at relatively low speeds (an average of 3 to 7 miles per hour), walking is especially appropriate for trips of a mile or less. This can include quick trips between adjacent uses as well as combined trips with other modes (e.g. walking to a transit stop).
Convenient and safe routes for walking and bicycling between homes, shops, schools, parks and workplaces can make walking a viable option. Streets that are designed with parallel pedestrian and bicyclist facilities and are continuous and interconnected allow for a comprehensive network of routes. In situations where streets are blocked or closed off due to cul-de-sacs, dead end routes or temporary construction, connecting paths or accessways can create direct links between destinations. Where a grid street system does not exist, a pedestrian/bike grid can be constructed for connections through cul-de-sacs, loop streets and barriers such as rivers and controlled access highways.
A problem occurs when the sidewalk or bikeway system itself is discontinuous or incomplete. This often happens at jurisdictional boundaries or junctions between new and existing developments. These disruptions force pedestrians to travel on unpaved shoulders and bicyclists to ride in the line of heavy traffic or merge into vehicle lanes, thereby increasing the likelihood of accidents.
Sidewalk and bikeway segments on well-designed streets can increase safe and efficient travel while helping to unify the community by providing multiple chances for social interaction. Planning for the connection of existing streets with pathways of new developments can ensure system completion and eliminate circulation problems.
Current transportation policies and systems emphasize mobility over access. By focusing on moving vehicles through areas, ways for people to get into a building or site are ignored. Emphasizing mobility over access results in a circulation system dominated by streets and highways. While this system is certainly important to the auto user, it often ignores the access requirements of those who do not drive. To cut total costs and increase privacy, communities are constructing their circulation system of roads and highways without simultaneously constructing bike paths and walkways. This circulation pattern severely limits travel options and, as a result, creates a dependence on the automobile. Without bike and pedestrian facilities, large segments of the population (including our youth, elderly, disabled and lower income residents) are neglected; auto users, too, are deprived of their choice of travel.
A pedestrian network will be effective if pedestrian and bicycle facilities are included within the overall land-use and transportation planning process already in existence. Pedestrian considerations can then compete with other design and financial priorities during community planning. When integrated into development plans from the start, pedestrian and bike facilities can be a relatively small cost and actually increase the marketability of the neighboring properties.
Everyone is a pedestrian at some point during the day whether they make an entire trip on foot, walk to a transit stop, or simply walk from their car to the front door of their destination. Since people walk at relatively low speeds (an average of 3 to 7 miles per hour), walking is especially appropriate for trips of a mile or less. This can include quick trips between adjacent uses as well as combined trips with other modes (e.g. walking to a transit stop).
Convenient and safe routes for walking and bicycling between homes, shops, schools, parks and workplaces can make walking a viable option. Streets that are designed with parallel pedestrian and bicyclist facilities and are continuous and interconnected allow for a comprehensive network of routes. In situations where streets are blocked or closed off due to cul-de-sacs, dead end routes or temporary construction, connecting paths or accessways can create direct links between destinations. Where a grid street system does not exist, a pedestrian/bike grid can be constructed for connections through cul-de-sacs, loop streets and barriers such as rivers and controlled access highways.
A problem occurs when the sidewalk or bikeway system itself is discontinuous or incomplete. This often happens at jurisdictional boundaries or junctions between new and existing developments. These disruptions force pedestrians to travel on unpaved shoulders and bicyclists to ride in the line of heavy traffic or merge into vehicle lanes, thereby increasing the likelihood of accidents.
Sidewalk and bikeway segments on well-designed streets can increase safe and efficient travel while helping to unify the community by providing multiple chances for social interaction. Planning for the connection of existing streets with pathways of new developments can ensure system completion and eliminate circulation problems.
Wednesday, September 2, 2009
Fall and Leaves
The time has come to start thinking about fall leaves and the disposal of said leaves. The City’s preferred method is to have you mulch them into the lawn regularly with your lawn mower. Come Spring they will have broken down and become nutrients to jumpstart the lawn.
If you still prefer to put them out for us to pick up, the policies are as follows. NO longer do we want them deposited in the gutter or street. We have a new state-of-the-art leaf vacuum that will pick up leaves up to 8 feet behind the curb. Therefore we now require the leaves to be piled up to 8 feet behind the curb (without blocking the sidewalk) and NOT have any other debris (stones, branches, stumps, etc) mixed in with them. This will accomplish several things. It will prevent the narrowing of the driving lanes that have occurred in the past. No longer will leaves in the street provide an attractive nuisance for children to play in. Another benefit will be a significant decrease in the amount of leaves that clog the inlets and pollute the waterways when it rains. Once again, if it is more convenient for you, please take your material to the Yard Waste Center.
In order to make these changes viable and prevent large accumulations of leaves such as occurred in past years, we will be continuously cycling the leaf vac truck around the city from mid-October until the snow flies.
If you still prefer to put them out for us to pick up, the policies are as follows. NO longer do we want them deposited in the gutter or street. We have a new state-of-the-art leaf vacuum that will pick up leaves up to 8 feet behind the curb. Therefore we now require the leaves to be piled up to 8 feet behind the curb (without blocking the sidewalk) and NOT have any other debris (stones, branches, stumps, etc) mixed in with them. This will accomplish several things. It will prevent the narrowing of the driving lanes that have occurred in the past. No longer will leaves in the street provide an attractive nuisance for children to play in. Another benefit will be a significant decrease in the amount of leaves that clog the inlets and pollute the waterways when it rains. Once again, if it is more convenient for you, please take your material to the Yard Waste Center.
In order to make these changes viable and prevent large accumulations of leaves such as occurred in past years, we will be continuously cycling the leaf vac truck around the city from mid-October until the snow flies.
Tuesday, September 1, 2009
Wayfinding Signs
As part of the Main Street concept, a local group of Main Street participants has worked with city staff on a policy to install a wayfinding signage system identifying the routes to and location of key city facilities and districts including Main Street, city hall, police station, library, schools, parks and trails, and other key sites that define the city.
Main Street designed the new signs and worked with city staff on the location of the signs. The funds were raised by several organizations to pay for the signs. They were manufactured this summer and are starting to go up around the City this week. Watch for the new signs.
Main Street designed the new signs and worked with city staff on the location of the signs. The funds were raised by several organizations to pay for the signs. They were manufactured this summer and are starting to go up around the City this week. Watch for the new signs.
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