First the boards, committees and commissions were cut out of the process . . . and now, public comment will be taken . . . after the core decisions have been made.
Last spring when we first started talking about the Planning and Development Reorganization, the Mayor’s office sent out a timeline. That timeline (see page 6) said that boards, committees and commissions that were connected to various Planning and Development activities would have a role in the process. It was proposed that the following activities would take place:
- May – “Questions drafted for boards, committees and commissions attached to the Department of Planning and Development”
- May to early June – “Boards, committees and commissions hold hearings and discussions on goals and report back to staff teams and Staff Steering Group”
- Fall – “Alder and public input received through budget debate”
So far, none of this has happened.
Budget amendments are due on Wednesday at noon. The Council Discussion on the Department of Planning and Development Reorganization won’t happen until Thursday, when it’s too late make any amendments.
Even worse, the public is invited to a public hearing on the 28th of November to give input on what they think about the reorganization. However, by that point, the council will have already voted on the budget and the following things will already be done:
I. Recommendations that can be implemented administratively
- Purchase the enterprise permitting software in 2006 with an initial investment of $675,000 from recently completed land sales. (A budget amendment would be required if a supplement from the 2006 contingent reserve is necessary to purchase the software.)
- Open a physical “One Stop Shop” in 2007 on a temporary basis, with permanent implementation in 2008. Implement a virtual “One Stop Shop” through implementation of the enterprise software and upgrading of the web site. (With the exception noted above, this change can be accomplished administratively.)
- Revamp the way we provide services to neighborhoods: enhance web site, improve points of contact, synchronize grants, establish neighborhood benchmarks and early warning system, publish an annual “State of the Neighborhoods Report,” improve coordination and tracking of neighborhood plan recommendations.
- Create and implement a pilot project that coordinates the way the City and other entities provide social services. (The study of the pilot can be done administratively. Further action will likely be necessary to implement it, depending on whether appropriations or MOUs with outside entities are recommended.)
II. Recommendations that can be implemented upon budget adoption
- Move the Office of Business Resources (OBR), the CDBG Office, the Office of Community Services and the Senior Center to the new Economic Development Unit. (Ordinances would still need to be revised to reflect these changes. Mike May is working on language that would make these changes in the budget contingent upon Common Council approval of the necessary resolutions.)
- Move the Street Vendor Inspector and related part-time support staff from Inspection to OBR and change the name to reflect the shift from enforcement to assistance. (Same as above.)
- Move architectural, maintenance and custodial staff from the Inspection Unit to Engineering. (Same as above)
- Upgrade and fill the new Economic Development Director position as of 1/1/07. (If the position is reclassified due to the new responsibilities added to the unit, a resolution and ordinance change would be required to implement the upgrade.)
- Add a full-time Neighborhood Planner 3 as of 1/1/07 to help implement the recommendations of the Neighborhood Staff Team. (If the position is reclassified due to the new responsibilities added to the unit, a resolution and ordinance change would be required to implement the upgrade.)
- Increase the part-time Economic Development Technician position to a full-time position as of 7/1/07.
- Appropriate $50,000 in 2007 to develop a 3- to 5-year economic development plan for the City. (If a consultant is hired, a resolution would be needed to approve the contract.)
- Appropriate $18,000 in 2007 for the Collaboration Council. (Same as above.)
- Appropriate $100,000 in the 2007 capital budget to prepare a detailed master plan for the downtown. (Same as above.)
What would be the purpose of a public hearing after the decisions have essentially been made?
