“One of the most interesting exhibits in the Library of Congress is a display of the personal effects found on Abraham Lincoln the night he was shot. Those include a small handkerchief embroidered with “A. Lincoln,” a country boy’s pocketknife, a spectacle case repaired with cotton string, a Confederate $5 bill and a nearly wornout newspaper clipping praising his accomplishments as president. The newspaper story begins with this sentence: “Abe Lincoln is one of the greatest statesmen of all time….” Clearly that clipping was an important source of affirmation for President Lincoln. Although today he is regarded as one of the nation’s finest presidents, in his day he was extremely controversial and unpopular in some circles. The nation was bitterly divided. Many major newspapers blamed him and his leadership for the Civil War. His life was constantly threatened. Thus Lincoln needed something in his pocket to remind him that his critics were not his only observers — that someone believed in him. So he carried that newspaper clipping.”
VICTOR PARACHIN
Friday, February 26, 2010
Thursday, February 25, 2010
Help All Around
Most people take an antidepressant (for a mental health problem) as the result of stressors in their life that they do not have coping skills to handle. Studies and data analyses document that over 80% of antidepressants and other psychotropic drugs are written by general medical doctors. For most employers, between 15% and 20% of their members under the health plan will have filled scripts for one or more different target drugs in a recent 12-month period.
Most medical doctors are not aware of the withdrawal symptoms associated with stopping the use of antidepressants. What seems like a relapse of a depressive disorder is in fact a withdrawal symptom resulting from the patient stopping their medication. This leads to a recommendation of long-term drug therapy from the medical doctor when not necessary. They should be combining short-term psychotherapy with the drug therapy; the cause of the problem is than being treated along with the symptom.
An EAP psychotherapy intervention is proven to improve outcomes, reduce targeted drug-spend by up to 30%, increase EAP utilization by over 200%, and decrease medical claims (initial study by over 29%) for those who participated.
Most medical doctors are not aware of the withdrawal symptoms associated with stopping the use of antidepressants. What seems like a relapse of a depressive disorder is in fact a withdrawal symptom resulting from the patient stopping their medication. This leads to a recommendation of long-term drug therapy from the medical doctor when not necessary. They should be combining short-term psychotherapy with the drug therapy; the cause of the problem is than being treated along with the symptom.
An EAP psychotherapy intervention is proven to improve outcomes, reduce targeted drug-spend by up to 30%, increase EAP utilization by over 200%, and decrease medical claims (initial study by over 29%) for those who participated.
Wednesday, February 24, 2010
Who's Going To Step Up?
To hold council members, managers and employees to the highest standards of ethical conduct, a code of conduct must cover not just the clear and obvious improprieties but indirect, disguised, or careless conduct that looks like an impropriety to an observer who is neither overly suspicious nor unusually gullible.
Council members, managers and employees should avoid impropriety and the appearance of impropriety in all of their activities,” defining an “appearance of impropriety” as conduct that “would create in reasonable minds a perception that the public officials, ability to carry out their responsibilities with integrity, impartiality and competence is impaired.”
Human nature being what it is, it can be difficult to prevent all lapses of judgment. There are, however, some strategies an organization can pursue to minimize them. It all boils down to promoting a culture of ethics within the organization.
Clearly, ethics can shape and define the nature of public positions. Council members, managers and employees who are educated about ethics are more likely to know the right thing to do, to undertake those actions, to justify actions on the basis of professional and moral criteria, and to protect themselves against being blindsided by allegations of ethical impropriety. These competencies are critical in today’s governmental environment; ethics mold the aspirations and roles that public officials fulfill in their organizations and jurisdictions and help define core values and beliefs that direct an organization. By contrast, public officials who act with inadequate regard to core values and professional ethics take an increased risk of jeopardizing their careers, the reputations of their jurisdictions, and the public interest.
The legal response to ethical concerns has been the passage of laws and policies defining and prohibiting unethical activities such as sexual harassment, discrimination, and invasion of privacy and mandating ethical behaviors regarding conflict of interest, financial disclosure, and post-service employment with contractors. Governments have adopted such laws and policies, and the laws have helped to highlight the need for proper conduct in many situations and undoubtedly have had an effect on those who might engage in wrongdoing. Yet this track also has some limitations.
Legal standards do not exist for “appearance of impropriety” areas of government activity, nor would these ethics laws be sufficient to deal with a growing number of poorly defined situations. Laws cannot govern every foreseeable circumstance in which an ethics question is likely to arise. Moreover, public officials may not always be aware of the many provisions of ethics laws, and they may be unclear about how these laws apply to their situation. An interesting unintended consequence of vigorous prosecution has been to sharpen public distrust in government, as more corruption and other unethical acts are exposed. Thus, while the legal response continues to be important, it is increasingly regarded as insufficient for ensuring a proper ethical climate.
Organizations send messages in various ways to internal and external participants about what’s important. For example, one way people can get into trouble is if the prevailing culture of the organization is to value a "just get it done" or "do whatever it takes" approach to job tasks and responsibilities. It’s an issue of the ends versus the means. Are the ends all-important or is the process by which ends are achieved also an important concern?
Ethics, of course, is about the means by which ends are achieved. If your organization emphasizes and rewards only outcomes, you may be inadvertently signaling that the means or processes by which people go about doing their jobs doesn’t matter to the organization or - even worse - that the organization views the ends as justifying any means.
Another way of signaling that ethics is important to the organization is to have an adopted set of organizational values to guide council members and employees. Simply adopting such a set of principles is not enough, however. As the Ethics Resource Center counsels, "Don’t just print, post and pray." The organizational values need to be integrated and highlighted at every opportunity for such a statement to truly play a role in fostering a culture of ethics.
Sometimes public officials are unable “to grasp fully the intricacies of complex ethical issues and to see all of the consequences of their actions.” Typically, the problem surfaces when issues are seen from a narrow and limited legal perspective. This leaves a large ethical blind spot that can produce tunnel vision.
The challenge in overcoming this obstacle is to think and act outside the box of what the law requires. Sound ethical judgment calls for more than meeting the moral minimum of the law.
Council members, managers and employees should avoid impropriety and the appearance of impropriety in all of their activities,” defining an “appearance of impropriety” as conduct that “would create in reasonable minds a perception that the public officials, ability to carry out their responsibilities with integrity, impartiality and competence is impaired.”
Human nature being what it is, it can be difficult to prevent all lapses of judgment. There are, however, some strategies an organization can pursue to minimize them. It all boils down to promoting a culture of ethics within the organization.
Clearly, ethics can shape and define the nature of public positions. Council members, managers and employees who are educated about ethics are more likely to know the right thing to do, to undertake those actions, to justify actions on the basis of professional and moral criteria, and to protect themselves against being blindsided by allegations of ethical impropriety. These competencies are critical in today’s governmental environment; ethics mold the aspirations and roles that public officials fulfill in their organizations and jurisdictions and help define core values and beliefs that direct an organization. By contrast, public officials who act with inadequate regard to core values and professional ethics take an increased risk of jeopardizing their careers, the reputations of their jurisdictions, and the public interest.
The legal response to ethical concerns has been the passage of laws and policies defining and prohibiting unethical activities such as sexual harassment, discrimination, and invasion of privacy and mandating ethical behaviors regarding conflict of interest, financial disclosure, and post-service employment with contractors. Governments have adopted such laws and policies, and the laws have helped to highlight the need for proper conduct in many situations and undoubtedly have had an effect on those who might engage in wrongdoing. Yet this track also has some limitations.
Legal standards do not exist for “appearance of impropriety” areas of government activity, nor would these ethics laws be sufficient to deal with a growing number of poorly defined situations. Laws cannot govern every foreseeable circumstance in which an ethics question is likely to arise. Moreover, public officials may not always be aware of the many provisions of ethics laws, and they may be unclear about how these laws apply to their situation. An interesting unintended consequence of vigorous prosecution has been to sharpen public distrust in government, as more corruption and other unethical acts are exposed. Thus, while the legal response continues to be important, it is increasingly regarded as insufficient for ensuring a proper ethical climate.
Organizations send messages in various ways to internal and external participants about what’s important. For example, one way people can get into trouble is if the prevailing culture of the organization is to value a "just get it done" or "do whatever it takes" approach to job tasks and responsibilities. It’s an issue of the ends versus the means. Are the ends all-important or is the process by which ends are achieved also an important concern?
Ethics, of course, is about the means by which ends are achieved. If your organization emphasizes and rewards only outcomes, you may be inadvertently signaling that the means or processes by which people go about doing their jobs doesn’t matter to the organization or - even worse - that the organization views the ends as justifying any means.
Another way of signaling that ethics is important to the organization is to have an adopted set of organizational values to guide council members and employees. Simply adopting such a set of principles is not enough, however. As the Ethics Resource Center counsels, "Don’t just print, post and pray." The organizational values need to be integrated and highlighted at every opportunity for such a statement to truly play a role in fostering a culture of ethics.
Sometimes public officials are unable “to grasp fully the intricacies of complex ethical issues and to see all of the consequences of their actions.” Typically, the problem surfaces when issues are seen from a narrow and limited legal perspective. This leaves a large ethical blind spot that can produce tunnel vision.
The challenge in overcoming this obstacle is to think and act outside the box of what the law requires. Sound ethical judgment calls for more than meeting the moral minimum of the law.
Tuesday, February 23, 2010
The Creative Economy
Daniel Pink suggests that American labor is not price competitive any more and we need to be the ones adding the essence to the product that separates it from the rest of the market. If our economy is going to rely heavily on services, information, technology and intellectual property then these enterprises need to foster greater creativity and innovation in the workforce. This economic trend can breed competition: for people, for ideas, for business and for quality of life. The ability to generate a creative economy is important in improving these assets.
The creative economy is defined as the sum of economic activity arising from a highly educated segment of the workforce encompassing a wide variety of creative individuals —like artists, architects, computer programmers, university professors and writers from a diverse range of industries such as technology, entertainment, journalism, finance, high-end manufacturing and the arts.
What obligation does local government play in stimulating a creative workforce? The logic is that attracting the “creative class” to the city would generate jobs and tax revenue and economic benefits to all citizens. Unfortunately, it appears that growth of the creative economy could exacerbate inequality and exclusion. The creative economy appears to contribute to both the renewed prosperity of a city and the inequitable social and geographic distribution of its benefits.
So what’s wrong? It has been noted that public policy promoting the creative economy can have two potentially serious flaws: one, a misperception of culture and creativity as a product of individual genius rather than collective activity; and, two, a willingness to tolerate social dislocation in exchange for urban vitality or competitive advantage.
Economic geographers are exploring production-driven cultural clusters and the social networks underpinning productivity as a method for reducing the effects of these flaws. They believe this cultural cluster perspective has the potential to meet the dual policy goals of economic equality and social inclusion.
Any investment by the city should seek to generate steady, lifetime work, that is sustainable and can balanced community needs of economic equality and social inclusion.
The creative economy is defined as the sum of economic activity arising from a highly educated segment of the workforce encompassing a wide variety of creative individuals —like artists, architects, computer programmers, university professors and writers from a diverse range of industries such as technology, entertainment, journalism, finance, high-end manufacturing and the arts.
What obligation does local government play in stimulating a creative workforce? The logic is that attracting the “creative class” to the city would generate jobs and tax revenue and economic benefits to all citizens. Unfortunately, it appears that growth of the creative economy could exacerbate inequality and exclusion. The creative economy appears to contribute to both the renewed prosperity of a city and the inequitable social and geographic distribution of its benefits.
So what’s wrong? It has been noted that public policy promoting the creative economy can have two potentially serious flaws: one, a misperception of culture and creativity as a product of individual genius rather than collective activity; and, two, a willingness to tolerate social dislocation in exchange for urban vitality or competitive advantage.
Economic geographers are exploring production-driven cultural clusters and the social networks underpinning productivity as a method for reducing the effects of these flaws. They believe this cultural cluster perspective has the potential to meet the dual policy goals of economic equality and social inclusion.
Any investment by the city should seek to generate steady, lifetime work, that is sustainable and can balanced community needs of economic equality and social inclusion.
Monday, February 22, 2010
Title 11
Today the frog (http://eatthatfrogmovie.com/) is Title 11 of the Municipal Code. I need to read the 63 pages for my meeting with Dustin. Title 11 is subdivision regulations. It seems like years since we last used this code for other than a couple CSMs. I can remember when the total zoning and subdivision codes were 63 pages.
Our meeting is Wednesday and if I start eating now maybe I’ll be done by than.
Our meeting is Wednesday and if I start eating now maybe I’ll be done by than.
Friday, February 19, 2010
Lake Street Alley
The meeting last night with the Main Street group went pretty well last night. The conversation cleared up some design issues or at least showed we needed to do more research. The drainage, area along the north side of 112 S. Main Street and property owners’ responsibilities are better understood.
The City has to look closer at the stormwater drainage issues in the area. This means finding a better outfall to the creek; methods for tying all the sump pumps and down spouts directly into the stormwater; and overall grading.
The design for the area along the north side of 112 S. Main Street will involve steps, landing, 4’ paved walkway and grass. The property owners’ in this area need to resolve grading, building structure and access issues.
The building owners need to determine what that want done on their property. This will affect the design spec’s for the down spout tie ins, their location and materials. The owner at least needs to convey to the city their desired plans relatively soon.
The City has to look closer at the stormwater drainage issues in the area. This means finding a better outfall to the creek; methods for tying all the sump pumps and down spouts directly into the stormwater; and overall grading.
The design for the area along the north side of 112 S. Main Street will involve steps, landing, 4’ paved walkway and grass. The property owners’ in this area need to resolve grading, building structure and access issues.
The building owners need to determine what that want done on their property. This will affect the design spec’s for the down spout tie ins, their location and materials. The owner at least needs to convey to the city their desired plans relatively soon.
Thursday, February 18, 2010
Summer Project
The alley located on the south side of the subject commercial properties located along E. Lake Street is currently paved from the intersection of the alley and the Main Street Annex to approximately the southwest corner of 140 E. Lake Street. City staff designed a project that removes the pavement from the Main Street Annex to the north east corner of 112 S. Main Street. New pavement will be laid north behind the S. Main Street buildings from Water Street to the north side of the alley 108 E. Lake Street and west behind the E. Lake Street buildings in the alley to 140 E. Lake Street. Staff has always been concerned with the grade of the Main Street entrance and access to surrounding buildings. The Main Street Program has submitted a site plan showing a streetscape concept for the alley.
Main Street is holding an informational meeting with the business owners in the area.
Main Street is holding an informational meeting with the business owners in the area.
Wednesday, February 17, 2010
TID#4 GRANT
The purpose of this memo is to start the process of paying the grant approved by a development agreement between the City and JJB Development for a portion of the Community Gate Redevelopment project. JJB Development requested TID assistance per the Ehlers and Associates report and pursuant to the City’s Redevelopment program.
The Developer has submitted a letter requesting reimbursement per Resolution 7-30 for TID eligible costs. The City used specialized consultants to assist in the analysis and development of the TIF subsidy. The City Council designated Ehlers and Associates as TIF financial consultants and Quarles and Brady to draft the developer’s agreement. The development agreement outlined the amount of private investment, public improvements required, repayment terms and any special provisions required. Ehlers and Associates along with Quarles and Brady and staff negotiated the development agreement.
The TID Project Plan policies indicated no more than 50% of the net present value of the tax increment generated by a private development project shall be made available to that project as financing. Each project demonstrating a need for TIF assistance must generate sufficient tax increment to cover or repay both the TIF contribution to the project and a portion of the planned public infrastructure costs within the tax incremental district.
The JJB Development projected $5,203,559 of new construction. This should generate about $1,300,000 of increment and 50% of this is $650,000. The developer originally requested $765,000. The Council opted to provide an incentive of $640,000.
The following is a list of TID projects that the City either directly or through the Community Development Authority expected to implement in conjunction with this District. Any costs directly or indirectly related to the TID Plan are considered "project costs" and eligible to be paid with tax increment revenues of the tax incremental district.
· WATER SYSTEM IMPROVEMENTS. There are no public water facilities available at the intersection. It will be necessary to provide water mains to distribute the water to individual properties. The City could participate in this main extension.
· SANITARY SEWER SYSTEM IMPROVEMENTS. There are environmental problems known to exist within the proposed development. It may be necessary to provide special environmental safe sanitary sewer laterals to the individual properties. The City could participate in this sanitary sewer laterals extension.
· ACQUISITION/DEMOLITION. In order to eliminate blight conditions and promote redevelopment, it may be necessary for the City to acquire and demolish blighted properties or to acquire and consolidate parcels in order to create parcels of a marketable size within the District.
· STORM SEWER SYSTEM. Development of the area will cause storm water run off. To avoid problems in the District and adjacent areas, a storm water collection, detention, and retention system will be installed. The City could participate in the stormwater system requirements.
· UNDERGROUND UTILITY WIRES. In order to enhance the appearance of the District and to attract desired development, it is necessary to convert overhead utility wires to underground services, including costs to bring such services to code.
· LANDSCAPING. The City will provide landscaping such as berms, street trees, lighting and other facilities to attract high quality development to the area.
· DEVELOPMENT INCENTIVES. The City may enter into agreements with property owners or developers for the purpose of sharing costs to encourage the desired kind of improvements and assure tax base is generated sufficient to recover project costs.
· ADMINISTRATIVE COSTS. These include but are not limited to a portion of the salaries of the City Clerk, City Attorney, public works employees and others involved with the projects throughout the project plan implementation. Audit expenses and any expenses associated with dissolving the District are also considered eligible costs.
· ORGANIZATIONAL COSTS. These costs include but are not limited to fees of the financial consultant, engineers, surveyors, map makers and other contracted services.
· RELOCATION COSTS. In the event any property is acquired for the projects, expenses including the cost of a relocation plan, director, staff, publications, appraisals, land and property acquisition costs and relocation benefits as required by Wisconsin Statutes Sections 32.19 and 32.195 are considered eligible project costs.
· ENVIRONMENTAL AUDITS AND REMEDIATION. There are no environmental problems known to exist within the proposed district. If, however, it becomes necessary to evaluate properties, the costs related to all environmental audits and remediation will be considered eligible project costs.
· FINANCE COSTS. Interest, financing fees, redemption premiums, and other financing fees are included as project costs.
With all projects the costs of engineering, design, survey, inspection, materials, construction, restoring property to its original condition, apparatus necessary for the public works, legal and other consultant fees, testing, environmental studies, permits, updating City ordinances and plans, judgments or claims for damages and other expenses are included as project costs.
Ehlers and Associates are reviewing documents submitted by JJB to determine the amount of investment made by JJB, if the costs are eligible and if the 50% reimbursement level. Staff is working with Ehlers and Associates on a recommendation regarding the funding option for the agreement.
The Council will be asked to consider and approve a reimbursement amount and the financial borrowing tool. The standard TID financing uses general obligation borrowing by the City to fund uses in a development project. The project would then be included in the City budget process under debt payments. Such borrowing may be tax-exempt or taxable, according to laws governing municipal borrowing.
The Developer has submitted a letter requesting reimbursement per Resolution 7-30 for TID eligible costs. The City used specialized consultants to assist in the analysis and development of the TIF subsidy. The City Council designated Ehlers and Associates as TIF financial consultants and Quarles and Brady to draft the developer’s agreement. The development agreement outlined the amount of private investment, public improvements required, repayment terms and any special provisions required. Ehlers and Associates along with Quarles and Brady and staff negotiated the development agreement.
The TID Project Plan policies indicated no more than 50% of the net present value of the tax increment generated by a private development project shall be made available to that project as financing. Each project demonstrating a need for TIF assistance must generate sufficient tax increment to cover or repay both the TIF contribution to the project and a portion of the planned public infrastructure costs within the tax incremental district.
The JJB Development projected $5,203,559 of new construction. This should generate about $1,300,000 of increment and 50% of this is $650,000. The developer originally requested $765,000. The Council opted to provide an incentive of $640,000.
The following is a list of TID projects that the City either directly or through the Community Development Authority expected to implement in conjunction with this District. Any costs directly or indirectly related to the TID Plan are considered "project costs" and eligible to be paid with tax increment revenues of the tax incremental district.
· WATER SYSTEM IMPROVEMENTS. There are no public water facilities available at the intersection. It will be necessary to provide water mains to distribute the water to individual properties. The City could participate in this main extension.
· SANITARY SEWER SYSTEM IMPROVEMENTS. There are environmental problems known to exist within the proposed development. It may be necessary to provide special environmental safe sanitary sewer laterals to the individual properties. The City could participate in this sanitary sewer laterals extension.
· ACQUISITION/DEMOLITION. In order to eliminate blight conditions and promote redevelopment, it may be necessary for the City to acquire and demolish blighted properties or to acquire and consolidate parcels in order to create parcels of a marketable size within the District.
· STORM SEWER SYSTEM. Development of the area will cause storm water run off. To avoid problems in the District and adjacent areas, a storm water collection, detention, and retention system will be installed. The City could participate in the stormwater system requirements.
· UNDERGROUND UTILITY WIRES. In order to enhance the appearance of the District and to attract desired development, it is necessary to convert overhead utility wires to underground services, including costs to bring such services to code.
· LANDSCAPING. The City will provide landscaping such as berms, street trees, lighting and other facilities to attract high quality development to the area.
· DEVELOPMENT INCENTIVES. The City may enter into agreements with property owners or developers for the purpose of sharing costs to encourage the desired kind of improvements and assure tax base is generated sufficient to recover project costs.
· ADMINISTRATIVE COSTS. These include but are not limited to a portion of the salaries of the City Clerk, City Attorney, public works employees and others involved with the projects throughout the project plan implementation. Audit expenses and any expenses associated with dissolving the District are also considered eligible costs.
· ORGANIZATIONAL COSTS. These costs include but are not limited to fees of the financial consultant, engineers, surveyors, map makers and other contracted services.
· RELOCATION COSTS. In the event any property is acquired for the projects, expenses including the cost of a relocation plan, director, staff, publications, appraisals, land and property acquisition costs and relocation benefits as required by Wisconsin Statutes Sections 32.19 and 32.195 are considered eligible project costs.
· ENVIRONMENTAL AUDITS AND REMEDIATION. There are no environmental problems known to exist within the proposed district. If, however, it becomes necessary to evaluate properties, the costs related to all environmental audits and remediation will be considered eligible project costs.
· FINANCE COSTS. Interest, financing fees, redemption premiums, and other financing fees are included as project costs.
With all projects the costs of engineering, design, survey, inspection, materials, construction, restoring property to its original condition, apparatus necessary for the public works, legal and other consultant fees, testing, environmental studies, permits, updating City ordinances and plans, judgments or claims for damages and other expenses are included as project costs.
Ehlers and Associates are reviewing documents submitted by JJB to determine the amount of investment made by JJB, if the costs are eligible and if the 50% reimbursement level. Staff is working with Ehlers and Associates on a recommendation regarding the funding option for the agreement.
The Council will be asked to consider and approve a reimbursement amount and the financial borrowing tool. The standard TID financing uses general obligation borrowing by the City to fund uses in a development project. The project would then be included in the City budget process under debt payments. Such borrowing may be tax-exempt or taxable, according to laws governing municipal borrowing.
Monday, February 15, 2010
Just a Thought
Historically, my recommendation with regard to a TID in the Downtown is to do nothing. The City had a verbal report from Vandewalle and Associates indicating that property values in the downtown area were too high and it would be difficult to generate any significant increment and property values have only been going down recently. However, this recommendation does not take into account another option.
If the Council is willing to consider purchasing property in the downtown area (213 W. Madison Street) then a larger project should at least be considered. I propose that we purchase the Opera Hall, Old Marina, vacant lot on the corner, 213 W. Madison and 205 W. Madison Street. The plan would be to purchase the land and demolish all the existing buildings for redevelopment. The city purchasing the land would lower the assessed value for all these properties and then creation of a TID on the one Main Street block would be viable. Fire inspection reports indicate that the Opera Hall needs substantial repairs, the Marina is already not compatible with the existing buildings, the vacant lot may need environmental work and the houses are old and the real estate would add valuable land to the downtown district.
The redevelopment in the area would generate increment for use in the downtown. It would help generate capital to allow new development in the downtown meet the requirement to be compatible with the historic architectural character of existing buildings. The TID would also provide us capital to work with developers and the Main Street Program to encourage reinvestment in the remaining historic buildings.
Business and developer resistance to locating in our downtown generally stems not from an unwillingness to locate in two or three story structures, but from obsolescent buildings that are deficient in ceiling height, utilities, insulation, space for HVAC equipment, compliance with ADA and other aspects. The problem is that there’s only so much of a market for small obsolescent buildings that are deficient in ceiling height, utilities, insulation, space for HVAC equipment and aren’t in compliance with ADA.
In some cases, the costs of renovations to these buildings, even when physically possible and incentives are available, are substantially more expensive then new construction would be. In cases where it is not possible or desirable to save or rehabilitate existing buildings, the City through the TID could assist in meeting the architectural character requirements for new buildings by having incentives that encourage characteristics necessary to preserve the historical pattern and character of the City of Lake Mills’ downtown. Developers want the convenience of the new structures and/or renovations and aren’t opposed to buildings consistent with valued historic appearance, especially if the TID provides assistance. These new structures can be important not only to retaining the historic appearance and unique community character of the district but can also preserve its long term viability and vitality as a center for commerce and civic activity.
The City will have to borrow money for any land purchase and the TID would help repay any debt incurred. Prices for land and building acquisition by the City are at the lowest level in many years. The City could sell the land for the value of the land less improvements and thereby substantially encourage new development in the downtown. It would also provide the downtown as much city based development opportunities as the Main/Tyranena corner.
Obviously, there is a lot of risk in this proposal with our current economic conditions. The desire to invest in buildings that are compatible with the historic architectural character of existing buildings adds cost when bank financing is already tight. The city would be investing up front dollars like has been done for TID#2, rather than pay-as you-go dollars similar to TID#4.
I haven’t put enough time into the problem to frame it adequately much less suggest that this is the proper solution. This is my first review of the idea and it needs work if the Council is at all interested in continuing with the concept.
If the Council is willing to consider purchasing property in the downtown area (213 W. Madison Street) then a larger project should at least be considered. I propose that we purchase the Opera Hall, Old Marina, vacant lot on the corner, 213 W. Madison and 205 W. Madison Street. The plan would be to purchase the land and demolish all the existing buildings for redevelopment. The city purchasing the land would lower the assessed value for all these properties and then creation of a TID on the one Main Street block would be viable. Fire inspection reports indicate that the Opera Hall needs substantial repairs, the Marina is already not compatible with the existing buildings, the vacant lot may need environmental work and the houses are old and the real estate would add valuable land to the downtown district.
The redevelopment in the area would generate increment for use in the downtown. It would help generate capital to allow new development in the downtown meet the requirement to be compatible with the historic architectural character of existing buildings. The TID would also provide us capital to work with developers and the Main Street Program to encourage reinvestment in the remaining historic buildings.
Business and developer resistance to locating in our downtown generally stems not from an unwillingness to locate in two or three story structures, but from obsolescent buildings that are deficient in ceiling height, utilities, insulation, space for HVAC equipment, compliance with ADA and other aspects. The problem is that there’s only so much of a market for small obsolescent buildings that are deficient in ceiling height, utilities, insulation, space for HVAC equipment and aren’t in compliance with ADA.
In some cases, the costs of renovations to these buildings, even when physically possible and incentives are available, are substantially more expensive then new construction would be. In cases where it is not possible or desirable to save or rehabilitate existing buildings, the City through the TID could assist in meeting the architectural character requirements for new buildings by having incentives that encourage characteristics necessary to preserve the historical pattern and character of the City of Lake Mills’ downtown. Developers want the convenience of the new structures and/or renovations and aren’t opposed to buildings consistent with valued historic appearance, especially if the TID provides assistance. These new structures can be important not only to retaining the historic appearance and unique community character of the district but can also preserve its long term viability and vitality as a center for commerce and civic activity.
The City will have to borrow money for any land purchase and the TID would help repay any debt incurred. Prices for land and building acquisition by the City are at the lowest level in many years. The City could sell the land for the value of the land less improvements and thereby substantially encourage new development in the downtown. It would also provide the downtown as much city based development opportunities as the Main/Tyranena corner.
Obviously, there is a lot of risk in this proposal with our current economic conditions. The desire to invest in buildings that are compatible with the historic architectural character of existing buildings adds cost when bank financing is already tight. The city would be investing up front dollars like has been done for TID#2, rather than pay-as you-go dollars similar to TID#4.
I haven’t put enough time into the problem to frame it adequately much less suggest that this is the proper solution. This is my first review of the idea and it needs work if the Council is at all interested in continuing with the concept.
Friday, February 12, 2010
Nixle
The City of Lake Mills has started a new service. Nixle is a service that allows you to receive trusted, up-to-date city related information for where you live, work, visit – or for where your family and friends are located throughout the country. The service is at no cost to you. However, standard text messaging rates apply.
You choose the information you want, for the locations you want, from urgent public safety alerts to less time sensitive advisories and community information. You choose how you want to receive the information, whether it is over your cell phone by text message, by email, or over the web. You stay connected to what is happening in the community!
Registration is SIMPLE, QUICK, and SECURE.
The Nixle Information System is a secure, identity certified and trusted communication platform that allows official agencies and organizations to send you geographically relevant information. The technology allows for these agencies to communicate with you in a trusted way using their secure publishing tools. The Nixle News System is a unique news feed users can opt-in to after registering. Neighborhood news can be delivered to you in real-time!
You choose the information you want, for the locations you want, from urgent public safety alerts to less time sensitive advisories and community information. You choose how you want to receive the information, whether it is over your cell phone by text message, by email, or over the web. You stay connected to what is happening in the community!
Registration is SIMPLE, QUICK, and SECURE.
The Nixle Information System is a secure, identity certified and trusted communication platform that allows official agencies and organizations to send you geographically relevant information. The technology allows for these agencies to communicate with you in a trusted way using their secure publishing tools. The Nixle News System is a unique news feed users can opt-in to after registering. Neighborhood news can be delivered to you in real-time!
Thursday, February 11, 2010
It Is Complex
Senator George Washington Plunkitt saw his opportunity at Tammany Hall and took it by placing his own interests ahead of the organization. The Ethics Resource Center report finds that six of every 10 local government employees say they witnessed misconduct at work during the past 12 months, with abusive behavior and placing one’s own interests ahead of the organization leading the way.
The question I grapple with is that some officials appear unable “to grasp fully the intricacies of complex ethical issues and to see all of the consequences of their actions.” They appear to suffer from ethical illiteracy. Typically, ethical illiteracy surfaces when issues are seen from a narrow and limited legal perspective. This leaves a large ethical blind spot that can produce tunnel vision.
There are some officials whose ethical illiteracy seems to be from a lack of any moral or ethical compass. An official who justifies their personal gain because there is some benefited member of the community lacks sound ethical judgment. The official who commits misconduct out of ignorance should be treated less harshly but is expected to reform themselves. Ignorance is not an excuse for misconduct, but it should be correctable. An official who receives one on one training with a very knowledgeable specialist and can walk out and continue to make the same ethical errors is probably moving towards willful intention.
The challenge in overcoming this obstacle is to think and act outside the box of what the law requires. Sound ethical judgment calls for more than meeting the moral minimum of the law.
The question I grapple with is that some officials appear unable “to grasp fully the intricacies of complex ethical issues and to see all of the consequences of their actions.” They appear to suffer from ethical illiteracy. Typically, ethical illiteracy surfaces when issues are seen from a narrow and limited legal perspective. This leaves a large ethical blind spot that can produce tunnel vision.
There are some officials whose ethical illiteracy seems to be from a lack of any moral or ethical compass. An official who justifies their personal gain because there is some benefited member of the community lacks sound ethical judgment. The official who commits misconduct out of ignorance should be treated less harshly but is expected to reform themselves. Ignorance is not an excuse for misconduct, but it should be correctable. An official who receives one on one training with a very knowledgeable specialist and can walk out and continue to make the same ethical errors is probably moving towards willful intention.
The challenge in overcoming this obstacle is to think and act outside the box of what the law requires. Sound ethical judgment calls for more than meeting the moral minimum of the law.
Tuesday, February 9, 2010
Today I thought .....
“To appreciate the beauty of a snow flake, it is necessary to stand out in the cold.”
Monday, February 8, 2010
Stormwater Detention?
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. Various studies that the City has performed in the past have shown an increase in rain storm induced flows which seem to be caused 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.
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.
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.
Friday, February 5, 2010
New Water Rate
This resolution is based on the recently completed study by Baxter/Woodman regarding increasing water rates. The study was required as part of the bond issue. The engineering assessment included a visual inspection of pipes and the tank, testing paint samples, and review of the SCADA. With this information in hand Strand Engineering and Baxter/Woodman Engineering advised a repair program and an estimate of probable cost.
The report indicates that the utility needed to adjust its rate approximately three (3.0%) percent annually for the next three years to maintain adequate revenues to meet debt requirements. The actual rate increase prepared by Baxter/Woodman for this year is 3.8%. We are filing under Wis. Stat. § 196.193, a Simplified Rate Case (SRC) process that does not require a hearing. The Simplified Rate Case (SRC) process is a way that the PSC encourages small annual increases rather than periodical large increases.
The SRC rate increase is tentatively scheduled as follows:
Meeting with staff: January 20, 2010
Information for Public Works Board meeting: February 4, 2010
Public Works Board Meeting: February 9, 2010
Council Meeting: February 16, 2010
Notice of Rate increase published in the Lake Mills Leader: February 18, 2010
PSC Application Submitted: After public notice but before February 19, 2010 (must be 45 days before Rate Increase takes effect and before March 1 to increase based on 2008 year end PSC report)
Rate Increase takes effect: April 5, 2010 (First Day of new billing cycle to avoid pro-rated billing.)
The new date must be more than a year from the last increase. So after April 1, 2010. This rate increase is scheduled for April 5, 2010.
To avoid prorating, the first meter reading for the month must not be before April 5, 2010. This may be possible because of the Easter Holiday Weekend (April 2-4).
The volume rate is adjusted to $2.16 per 1000 gallons from $2.08 per 1000 gallons. The average quarterly bill changes to approximately $54.96 from $52.92. We remain in the lower 20 to 40 percentile for water utilities rates in the state.
The report indicates that the utility needed to adjust its rate approximately three (3.0%) percent annually for the next three years to maintain adequate revenues to meet debt requirements. The actual rate increase prepared by Baxter/Woodman for this year is 3.8%. We are filing under Wis. Stat. § 196.193, a Simplified Rate Case (SRC) process that does not require a hearing. The Simplified Rate Case (SRC) process is a way that the PSC encourages small annual increases rather than periodical large increases.
The SRC rate increase is tentatively scheduled as follows:
Meeting with staff: January 20, 2010
Information for Public Works Board meeting: February 4, 2010
Public Works Board Meeting: February 9, 2010
Council Meeting: February 16, 2010
Notice of Rate increase published in the Lake Mills Leader: February 18, 2010
PSC Application Submitted: After public notice but before February 19, 2010 (must be 45 days before Rate Increase takes effect and before March 1 to increase based on 2008 year end PSC report)
Rate Increase takes effect: April 5, 2010 (First Day of new billing cycle to avoid pro-rated billing.)
The new date must be more than a year from the last increase. So after April 1, 2010. This rate increase is scheduled for April 5, 2010.
To avoid prorating, the first meter reading for the month must not be before April 5, 2010. This may be possible because of the Easter Holiday Weekend (April 2-4).
The volume rate is adjusted to $2.16 per 1000 gallons from $2.08 per 1000 gallons. The average quarterly bill changes to approximately $54.96 from $52.92. We remain in the lower 20 to 40 percentile for water utilities rates in the state.
Thursday, February 4, 2010
Do What You know is Right
I never know what South Carolina thinks of a measure. I never consult her. I act to the best of my judgment, and according to my conscience. If she approves, well and good. If she does not, or wishes any one to take my place, I am ready to vacate. We are even.
JOHN C. CALHOUN, Representative and Senator.
Governance encompasses the many and ever changing sets of relationships between the people who make up the government and the interest of citizens, who interact with public institutions both as individuals and as participants with mutual interests. Governance therefore is about processes of making social choices. Over the course of history, societies have employed a variety of mechanisms for making social choices. We have settled on a democratic republic.
Our constitutional fathers, familiar with the strength and weakness of both autocracy and democracy, with fixed principles definitely in mind, defined a representative republican form of government. They 'made a very marked distinction between a republic and a democracy and said repeatedly and emphatically that they had founded a republic.
We refer to ourselves as a Democracy, but we are actually a Republic. These two forms of government are not only dissimilar but antithetical, reflecting the sharp contrast between (a) The Majority Unlimited, in a Democracy, lacking any legal safeguard of the rights of The Individual and The Minority, and (b) The Majority Limited, in a Republic under a written Constitution safeguarding the rights of The Individual and The Minority.
The American philosophy and system of government thus bar equally the "snob-rule" of a governing Elite and the "mob-rule" of an Omnipotent Majority. This is designed, above all else, to preclude the existence in America of any governmental power capable of being misused so as to violate The Individual’s rights--to endanger the people’s liberties.
Council members need to realize there is a fine line between listening to the public and evaluating the information and just letting them make the decision. Calhoun’s words clearly reflect the constitutional fathers’ expectations. Lately we’ve allowed our government to forget its calmer republican roots.
Council members need to be like Socrates and dare tell the public the truth about the issues based on your judgment rather then conceding to the “will of the stronger.” But in this present mood, the aroused mob would first make you drink the hemlock.
JOHN C. CALHOUN, Representative and Senator.
Governance encompasses the many and ever changing sets of relationships between the people who make up the government and the interest of citizens, who interact with public institutions both as individuals and as participants with mutual interests. Governance therefore is about processes of making social choices. Over the course of history, societies have employed a variety of mechanisms for making social choices. We have settled on a democratic republic.
Our constitutional fathers, familiar with the strength and weakness of both autocracy and democracy, with fixed principles definitely in mind, defined a representative republican form of government. They 'made a very marked distinction between a republic and a democracy and said repeatedly and emphatically that they had founded a republic.
We refer to ourselves as a Democracy, but we are actually a Republic. These two forms of government are not only dissimilar but antithetical, reflecting the sharp contrast between (a) The Majority Unlimited, in a Democracy, lacking any legal safeguard of the rights of The Individual and The Minority, and (b) The Majority Limited, in a Republic under a written Constitution safeguarding the rights of The Individual and The Minority.
The American philosophy and system of government thus bar equally the "snob-rule" of a governing Elite and the "mob-rule" of an Omnipotent Majority. This is designed, above all else, to preclude the existence in America of any governmental power capable of being misused so as to violate The Individual’s rights--to endanger the people’s liberties.
Council members need to realize there is a fine line between listening to the public and evaluating the information and just letting them make the decision. Calhoun’s words clearly reflect the constitutional fathers’ expectations. Lately we’ve allowed our government to forget its calmer republican roots.
Council members need to be like Socrates and dare tell the public the truth about the issues based on your judgment rather then conceding to the “will of the stronger.” But in this present mood, the aroused mob would first make you drink the hemlock.
Wednesday, February 3, 2010
Downtown Policies
The City of Lake Mills policies allows for internal modernization and rehabilitation of buildings of historic interest to improve their economic viability, while protecting the integrity of their historic exteriors and, where practical, interior spaces. It also requires new development in the downtown to be compatible with the historic architectural character of existing buildings. It desires to work with developers and the Main Street Program to encourage reinvestment in historic buildings.
Business and developer resistance to locating in our downtown generally stems not from an unwillingness to locate in two or three story structures, but from obsolescent buildings that are deficient in ceiling height, utilities, insulation, space for HVAC equipment and other aspects. In some cases, the costs of renovations, even when physically possible and incentives are available, are substantially more expensive then new construction would be. In cases where it is not possible or desirable to save or rehabilitate existing buildings, the City has taken the position of standing firm on its requirements for new buildings with characteristics necessary to preserve the historical pattern and character of the City of Lake Mills’ downtown.
Requiring new structures and renovations that are consistent with valued historic structures is important not only to retaining the historic appearance and unique community character of a district but preserving its long term viability and vitality as a center for commerce and civic activity. To ensure that the integrity of the entire downtown is preserved, the City will work to adopt standards to ensure the architectural compatibility of new buildings and renovations throughout the downtown. For buildings on blocks and street frontages with an established historic pattern, new buildings will be required to respect the established context of the downtown. In other areas of the downtown that lack a similar context, a similar, unified pattern should be promoted, though some latitude on specific details such as building height could be considered. Any transitions in style between buildings and blocks should be gradual rather jarring and haphazard.
This policy will tend to increase building vacancy during a slow economy and possibly result in declining property values. The long term results will be to maintain the character of the downtown, if not the structures themselves.
Business and developer resistance to locating in our downtown generally stems not from an unwillingness to locate in two or three story structures, but from obsolescent buildings that are deficient in ceiling height, utilities, insulation, space for HVAC equipment and other aspects. In some cases, the costs of renovations, even when physically possible and incentives are available, are substantially more expensive then new construction would be. In cases where it is not possible or desirable to save or rehabilitate existing buildings, the City has taken the position of standing firm on its requirements for new buildings with characteristics necessary to preserve the historical pattern and character of the City of Lake Mills’ downtown.
Requiring new structures and renovations that are consistent with valued historic structures is important not only to retaining the historic appearance and unique community character of a district but preserving its long term viability and vitality as a center for commerce and civic activity. To ensure that the integrity of the entire downtown is preserved, the City will work to adopt standards to ensure the architectural compatibility of new buildings and renovations throughout the downtown. For buildings on blocks and street frontages with an established historic pattern, new buildings will be required to respect the established context of the downtown. In other areas of the downtown that lack a similar context, a similar, unified pattern should be promoted, though some latitude on specific details such as building height could be considered. Any transitions in style between buildings and blocks should be gradual rather jarring and haphazard.
This policy will tend to increase building vacancy during a slow economy and possibly result in declining property values. The long term results will be to maintain the character of the downtown, if not the structures themselves.
Tuesday, February 2, 2010
Summer 2010
There are three areas in the City that will have publicly bid work performed this spring/summer. Ferry Drive, Ford Court Area Parking Lot, and Circle Drive. Currently, these projects will be bid out in March, and should be under construction by the end of April.
FERRY DRIVE
· Full replacement of asphalt and base course from the Bartle’s Beach bridge, north to Prospect Street.
· Spot replacement of curb and gutter and sidewalk
· Replacement/repair of sanitary sewer
· The existing terrace slopes are currently expected to remain unchanged for most of the project.
FORD COURT AREA PARKING LOT
· Replacement/relocation of sanitary sewer between Ford Court, Water Street, and Main Street.
· Reconstruction of storm sewer as necessary.
· Replacement of existing asphalt and base course in alley’s and parking lot to improve drainage.
· Reconstruction of Water Street, Main Street, and Ford Court is not part of this project.
CIRCLE DRIVE
· Installation of a dry detention basin at the west end of the street. The existing right-of-way extends well outside the asphalt of the street.
· Installation of new storm sewer out to Rock Lake from the detention basin.
· Grades in the area south of the Circle Drive turnaround, then west to Rock Lake will generally be close to where they are today. With the exceptions of the basin location and storm sewer run which will be depressed.
FERRY DRIVE
· Full replacement of asphalt and base course from the Bartle’s Beach bridge, north to Prospect Street.
· Spot replacement of curb and gutter and sidewalk
· Replacement/repair of sanitary sewer
· The existing terrace slopes are currently expected to remain unchanged for most of the project.
FORD COURT AREA PARKING LOT
· Replacement/relocation of sanitary sewer between Ford Court, Water Street, and Main Street.
· Reconstruction of storm sewer as necessary.
· Replacement of existing asphalt and base course in alley’s and parking lot to improve drainage.
· Reconstruction of Water Street, Main Street, and Ford Court is not part of this project.
CIRCLE DRIVE
· Installation of a dry detention basin at the west end of the street. The existing right-of-way extends well outside the asphalt of the street.
· Installation of new storm sewer out to Rock Lake from the detention basin.
· Grades in the area south of the Circle Drive turnaround, then west to Rock Lake will generally be close to where they are today. With the exceptions of the basin location and storm sewer run which will be depressed.
Monday, February 1, 2010
Who's Got It
Sources of power are those substances, physical or not, that can be mobilized to have influence. There are at least five broad sources of power: resource, position, expert, personal and negative power. Resource power derives from the control of wealth and resources: for example, the boy who owns the soccer ball gets to say if there will be a game. Position power is the power identified with fulfilling certain roles. A Chief Executive Officer easily wields decision-making power because it stems from his appointment responsibilities. Expert power is the power arising from knowledge and experience. Personal power is the innate charisma a person may possess, a type of magnetism. Finally negative power is the ability to not do something, and in so doing prevent another person(s) from gaining what they want.
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