By John Harrigan, William Johnson
Governing the dual towns zone was once first released in 1978. This account of the improvement and research of the present powers and guidelines of the Metropolitan Council of the dual towns of Minneapolis and St. Paul is very necessary as a textual content for classes in city politics and nation and native executive. it truly is worthy additionally for city experts in private and non-private corporations around the nation and of curiosity to involved voters, in particular within the dual towns and top Midwest area. The authors examine the dual towns' event in metropolitan reform with that of alternative areas, speak about intimately the policy-making approach, the substance of the guidelines, and the politics of implementation, and and evaluation the accomplishments of the Council.
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Extra info for Governing the Twin Cities Region: The Metropolitan Council in Comparative Perspective
A more realistic image is that of four components, which are all the "Council" but have different personnel and roles. The first is the literal Council —the seventeen members appointed by the governor of Minnesota and confirmed by the Senate. This is the final decision-making authority. Then there is the Council as represented by its chairman, a full-time person who both presides over Council meetings and (at present) directs its staff. Third, there is the Council's staff, which performs the ongoing research, planning, and other duties.
Sims one person-one vote decision. And metropolitan area representation was greatly increased. Minnesota's Legislature has traditionally been the preeminent political force in the state, and in the late 1960s it was dominated by strong leaders who were 30 ORIGIN AND EVOLUTION OF THE COUNCIL concerned about metropolitan reorganization. They believed that local leaders could not act on the issue, and they did not want to subject the question to a referendum. Although four distinct plans were laid before the lawmakers, a consensus steadily grew during four months of debate, and a bill finally emerged that changed the Metropolitan Planning Commission into the Metropolitan Council.
The act was a major "calculated risk" for the state and local decision makers. Like any nonincremental decision, it has a higher potential for accomplishment, but this is matched by a greater potential for failure and uncertainty of outcome. Only time would tell whether the new Council would turn out to be simply a rubber stamp for the special districts or whether it would agressively invade the cherished perogatives of the local governments. Incremental Evolution of the Metropolitan Council Creating the Council was a nonincremental decision, but keeping it in operation to achieve the legislators' objectives would require many further decisions—many incremental adjustments, in other words.