HomeMy WebLinkAbout11/14/1989 TENTATIVE AGENDA
ADJ. SPECIAL SESSION SHAKOPEE, MINNESOTA NOVEMBER 14, 1989
Mayor Dolores Lebens presiding.
1) Roll Call at 7:00 P.M.
2) Presentation by County Highway Engineer on the transportation
improvements in Shakopee including the Bloomington Ferry
Bridge and Interchange with the Shakopee Southerly Bypass.
3) Pavement Management System
4) Resolution No. 3141 - Setting the Preliminary Tax Levy and
General Fund Budget for 1989/90.
5) Other Business
6) Adjourn to November 21, 1989 at 7:00 P.M.
Dennis R. Kraft
City Administrator
OL
MEMO TO: Dennis Kraft, City Administrator
FROM: Dave Hutton, City Engineer
RE: County Road 18
DATE: November 8, 1989
INTRODUCTION a BACKGROUND:
Several weeks ago a neighborhood group approached the City Council
with concerns over the relocation of County Road 18 between the
Shakopee By-pass and County Road 42. The City Council agreed with
some of the concerns raised by the neighborhood group and made a
motion to support the efforts to keep the alignment of County Road
18 where it presently is and to keep it as a two lane rather then
a four lane and execute a traffic speed zoning study. City Council
also directed staff to work with the Scott County Highway Engineer
to resolve these issues and to provide additional information.
As a result of these meetings and at Council direction, staff has
scheduled a worksession for November 14, 1989. The worksession is
for the purpose of providing Council with additional information
regarding the County's plans for County Road 18. At this time, the
County is not asking for any action on the part of the City
Council, but simply wanted to provide Council with additional
information.
In December, a public hearing will be held on the Bloomington Ferry
Bridge and at a later date, probably in early 1990, the County will
be approaching the City Council for approval of the Bloomington
Ferry Bridge and interchange with Shakopee By-pass. The relocation
of County Road 18 south of this interchange is a completely
separate County project and the timing on when the County will be
requesting Council approval on that project has not been determined
yet.
The neighborhood group has been notified of the November 14, 1989
Council meeting and will be in attendance. Staff will be more then
happy to answer Council members questions regarding this project
prior to the meeting.
3
MEMO TO: Dennis Kraft, City Administrator' �Mp'�
FROM: Dave Hutton, City Engine eE �/
SUBJECT: Pavement Management System
DATE: November 8 , 1989
INTRODUCTION:
Staff is requesting that the City Council consider utilizing a
Pavement Management System for the City of Shakopee. This item
was eliminated from the 1989 budget due to funding, but the issue
came up again during this year's sealcoating project.
A work session has been scheduled for Tuesday , November 14, 1989
to discuss Pavement Management Systems in general, the benefits
it can bring to Shakopee and a proposed funding plan. In
addition, staff has arranged for a representative from a company
called, Pavement Management Systems, Inc. to give a presentation
on their particular services.
BACKGROUND:
The current method of evaluating streets for the Pavement
Preservation Program is to perform a "windshield inspection". By
that I mean that on an annual basis City staff will drive every
street in the City of Shakopee in an attempt to determine which
streets are in need of overlaying , sealcoating or beyond
preserving and in need of reconstruction.
This is an extremely time consuming task and very unreliable. On
the surface, a street may appear to be in relatively good
condition but if the sub-base is deteriorated the street may
actually need reconstruction and any money spent on overlaying or
sealcoating would be wasted. Due to the technologies today and
the need for municipalities to get the most out of the tax
dollar , a more systematic and reliable system of evaluating
pavements is needed .
What is Pavement Management?
Pavement Management is the process of making maintenance and
rehabilitation decisions for the streets in a network. In the
face of limited budgets , rapidly accelerating costs and
deteriorating roadways, cost effective and timely decisions must
be made if tax dollars are to be expended in the most cost
effective manner.
The heart of an effective Pavement Management System includes:
1 . An accurate and comprehensive condition survey ;
i
2 . Development of reliable prediction models or performance
curves ;
3 . Proper timing and economic evaluation of maintenance and
rehabilitation procedures ; and
4 . Analysis of buget level impact on annual programs.
Pavements deteriorate at different rates depending on traffic
level , pavement thickness, soil condition and climatic conditions
(freeze/thaw cycles) . Consequently, pavements in one part of the
City will deteriorate more rapidly than residential streets.
Streets which carry heavy traffic loads will reach a critical
point of deterioration at which the load bearing capacity and the
ride quality diminish at a much more rapid rate than in the
earlier years of the pavements' life. Residential streets (low
traffic volume) tend to deteriorate at a much more consistent
rate.
The critical point of deterioration is considered to be the point
at which a major repair strategy, such as an overlay, is needed
in order to restore the pavement to its original quality in terms
of ride quality and load bearing capacity. If this critical
point of repair is missed by one or more Years the cost of full
pavement restoration rapidly increases Generally a delay of
two or three Years will result in a rehabilitation cost four to
five times as great as repair costs completed at the appropriate
point in time . Precious tax dollars have been expended
ineffectively . The attached graph clearly illustrates this
point.
It has been proved that a Pavement Management System will pay for
itself in 2-3 years due to cost savings in proper street
construction strategies.
Without proper pavement condition information and reliable
prediction models engineered to account for local conditions, the
determination of the point at which a pavement will reach its
critical point of deterioration is very difficult, if not
impossible. City engineers and street maintenance staff can more
readily make timely and cost effective decisions when utilizing
the data produced by a well engineered Pavement Management
System.
Cost Suvary
Staff has contacted several consultants in this field and has
investigated which system would best serve the City of Shakopee.
One of the consultants, Pavement Management Systems, Inc. will
give a presentation on their service at the November 14 , 1989
Council meeting.
3
The services provided by Pavement Management Services, Inc, would
cost the following:
1 . Data Collection
a. Surface Distress and $120/Mile
b. Deflection Survey $200/Mile
Total $320/Mile
2. Reports and Analysis
a. Hard Copy $ 5,000
b. Computer Software
Series 20 $18,000
Series 30 $30,000
Series 40 $60 ,000
There is approximately 100 miles of City streets, so that total
cost for the field collection data would be around $32,000. This
number could be reduced by concentrating on urban Shakopee
streets first. In analyzing the software capabilities, Series 20
or Series 30 would best suit the City of Shakopee. Staff feels
that the Series 30 software would provide Shakopee with the best
service in the long run and has much more capability in the
number of variables that can be added in to the decision trees.
Another consultant has submitted a cost estimate of approximately
$250 per mile for the data collection and $20 ,000 for the
software. A formal proposal will be sent to staff shortly.
Several other firms presented their services to staff, but they
do not meet the City of Shakopee' s needs in terms of providing
direction in street construction strategies. These firms mainly
collect the data and staff would need to analyze the information.
Based on the two firms that would suit Shakopee, the total cost
for a Pavement Management System would be around $45 ,000-$50 ,000.
In addition every 3-5 years the field data would need to be
upgraded to reflect new streets and new conditions. At this
point in time, staff has not determined if this could be done in-
house or contracted out . The surface analysis could
theoretically be done by staff, but the distress survey would
need to be contracted out due to the special equipment needed.
FUNDING
The City of Shakopee currently budgets $90 ,000-$100 ,000 annually
for the Pavement Preservation Program. This money is used for
overlay and sealcoat contracts. The 1989 budget is $95 ,000.
Staff contends that the purchase and implementation of a Pavement
Management System is n excellent use of that fund. In 1989 , a
sealcoating contract was done at a cost of approximately $61 ,000.
The remaining balance of the Pavement Preservation Fund is
$34,000 .
Staff feels that this balance can be utilized to obtain some of
the field data in 1989. If not, part of the 1990 fund could be
used for that purpose. The computer software could then be
obtained in 1991 .
ALTERNATIVES:
1 . Authorize staff to enter into a contract to utilize Pavement
Management Systems, Inc. to provide and implement a system
in the City of Shakopee over a 2-year period, funded out of
the Pavement Preservation Program.
2. Direct staff to solicit formal proposals from a minimum of 3
consultants before a decision is made on this request.
3 . Deny the request and direct staff to submit this request at
budget time next year as an Engineering budget item, rather
than use the Pavement Preservation Fund.
4 . Request additional information and table the request until
staff can present this information.
RECOMMENDATION:
Staff recommends Alternative No. 1 or No. 2 .
Staff feels strongly that a Pavement Management System is
essential for ensuring the best use of City funds and tax dollars
for street projects. This system will pay for itself within 2-3
years in cost savings for street construction by using facts and
the actual condition of the streets to determine which
construction should be done, rather than guessing at the proper
strategy using a windshield inspection. A Pavement Management
System will provide Council with a systematic way of prioritizing
street projects annually.
Other cities and counties in the metropolitan area are realizing
the importance of such systems and the overall benefits in
spending tax dollars wisely and are currently using some type of
Pavement Management System. The Federal Highway Adminstration
will require all state D . O . T.S to have a system by 1991 .
Clearly, the technology is there and the City of Shakopee should
use it.
While staff feels the Pavement Management Systems, Inc. is a
leader in this field and a very reputable firm, soliciting other
proposals would certainly assist the City Council in making the
final decision on this issue.
3
ACTION REQUESTED:
Discuss the overall request and advantages/disadvantages of a
Pavement Management System and direct staff to take the
appropriate action.
DH/pmp
PAVEMENT
0 75% Time
r FIGURE 1
j 40%
Quality
0 Assume Slurry or Chip Seal Here Drop
c�
--Lowest Annual -Resurfacing-Cost ----------
- ---- Each =1.00 of
Renovation Cost
Acceptability Index Here
o --------------------- ------------- - ---- ---------- -- -
a Will Cost 14 to
} 5 if Delayed
to Here
40%
Road Deterioration Quality
a vs Drop
Time
0
CL
To Failure
� 12%Time
4 8 12 I6
Years
3
g road he does it with a substantially
S 75% Time different outlook than an engineer.
FlGURE 1 The consumer evaluates only rough-
mss. Panels of people were used by
amnr AASRO to rate several lest sections.
'g amaw S"a,Clio scot tine fifep they were subjected to loading. The
ratings were termed present se
viceabUity rating (PSR). PSR was
Pwowmn Cwt converted to present serviceability
o ____.tm_emeilny kMex____________ index through curve filling in order to
a wAl Cost !a to reduce evaluation costs,write a per.
oLL
15 if Bilbld formance equalion, and encourage
spy, lox n, the development of equipment which
$ Rom Det mann n tluokly would produce the erre data as the
asp panel.
Time Of course,a jursidiction can estab-
8 Total Nil. hsh any lypeofcriterfaorlevelofser-
tg%Tkw vice which it desires. For example,
skid resistance mold be identified as
the long parameter which, when it
a e 2
16 decreases to a certain level, would
neo,: trigger the need for work,Few juris-
diction,today havethe fundsto follow
What Is Pavement Management?
this as a a,rakgy Most haves and
counties strugglingo dee b have suffe-
mai t funds a meet immediate
programs
a requirements. Capital
programs and rehabilitation idue to pro-
OENnt POLNILt., P.E. agement application of pavement grams have been gutted due to f the
Pavement M oinsid ), Systems work levent el
questions am: Some net- tion and budget cuts In view of the
(Colorado). work level questions are: emosanic factors in Play today.mitt
Lakewood,Colorado • What is the current level of ser- jurisdictions are concerned only will
vim? maintainingrfor
the maximum mount of
PAVEMENT management is the ♦ What over
happen w the levet of integrity f the minimum amount of
process of making decisions service over thenext few years if the money. That means either( ar
about pavements.It is a daffy activity budget is set now? preventing potholes.The situation at
of agencies responsible for pave- • What streets should mains - the One
locallevel n desperate.
menta. In the context i which mance
consideration for mainte- One pavement parameter which e
dpavement management"is used lo- nonce or would
th symptomatic of structure is surfed
day,n infers utilizing more ireforma- ♦ What would lu the impact of a distress. Several standardized
tion in ander b make those decisions change at traffic characteristicsi methods of performing surface ed.
better. • What et maximum activity is re- tress surveys have been developed.
In pavement management, l e at mornie to gel maxima_m benefit out of The most dmmon are:Asphalt Immune,tions are considered to be made at nffes expended? tote,Texas Transportation Institute,
two levels: the project level and the mMy ssaur same pavementparalyse- Army Corps of FSurf di and Prov-
network level. t total pavement ters may a meas firedprojectornevel twork level ince of Onmriu r ado distress and
management system includes level may si measured y, network level vet's are popular among cities and
project seven analysis, network level rutting, ride quality,skid resistance, counties because they are relatively
analysis, and d information t - rutting, and structural capacity. simple b perform.They en be per-
change back and forth between the Those most itypically used are ride formed by in-house engineering stag
two levels. qualityroad
(which g more commonly or i local consultants The befanra-
Prokinlevel analysis uthe Process termed road roughtural surface adequacy.
tion conte usedbesappl •'tows
of looking intensely at particular tress, and structural adequacy. needs and has limited applications
for en-
big
the rehabilitation
the purpose to y being Pavement Management System has when summarized property for en-
ing the ed for
at pa emetegy being management
a network level pavement gindring, maintenance, and man-
con l anal (iniac pavement Project management systems based on rade agement
)eves analysis is considered a en- of there three parameters asur of en referring b Figure 1, it can be
management
application o. pavement ally,serviceability
but usually uses a measure l- byo eat he S times
unco ifroha Lsinerease
managementinformation. serviceability ),wind mics, deco- deferred only
b5timesifrehabilitationle
Project level analysts may include icy index ss, surface which uses all. and deferred mmy 12 percent ata pave-
parameters,s of several pavement Roughness, uncydistress, and ment'e design life. For typical pave-
parameters,cutting,
as fide quality,skid converted adequacy are measured, twoments,y 12 percent view of this b t,about
de-
restsbnce, rutting, and structural converted et indicts, weighted, and two yeses bi view of this fact, de-
capacity.y. The single parameter con- added b get PQLmli (erred Good
management
is very expen-
s Network
most lo structurals the pr. $¢Nleea611lty sive.Good management gone on that
Network level analysis k the p (or rehabilitation ocean ata fine eas b
est of Inking at entire system(or The during
g the y concept was ein-st derive the greatest benefit ibl exThe
network)of pavements.This is done in 19 donne the MSNO hood Test cion le serviceability) possible. The
s answer network-wide questions, in was
The opsit the et' concept problem becomes very compkxsinre
such as which projects should et con- an ceffortonsumer
him
the perception of each different pavement structure
MeMerad fors is co siden. Network theesconsumer into proper considers- has a different performance curve
t analysis is considered a man- tion.Thatis,whenamommerfatesa and on similar structures with similar
PMS
PUBLIC WORKSJ"July. 19M
construction is geneany considered
Table 1—Annual Cost Summary, Utah DOT(1977) tobesuch a majdeofrerlakingthaHt
uclassified ouc"de ndehakingt rain
Annual Costs in Millions Dollars a third(capital project)category.
System strategy Surfacing Maintenance Total Maintenance costs increase as ser-
viceability declines. Tbis fact has
A 484 1.35 629 been verified by several studies.
PRIMARY 8 644 1.59 am The most widely known is research
C 7.92 1.61 9.59 done by the Utah Department of
D &85 1.16 10.61 Transportation (UDOT) which was
referenced in NCHRP Report #58
A 523 2.71 7.94 (see Figure 2 and Table 1). For all
SECONDARY 8 7.78 3.17 10.95 categories of roadway the least cost
C 9.81 am 115 strategy was"AJ'where the highest
D 10.37 3.50 13.87 service level was sustained. The
highest cost was strategy "D" at
A 2.53 082 3.35 which rehabilitation was deferred
URBAN R 324 0.96 4.20 until such point that substantial in-
C 3.97 1.01 4.98 creases in maintenance activity were
D 433 106 5.39 required in response M public pres-
sure to sustain serviceability.at a
minimum acceptable level. Strategy
"D" had been UDOT's mode of op-
curves different pavements will be at Maintenance is defined as thoseaeon.
a different point in their service lives. routine activities necessary to sustain One
One of the best documented cases
An important point can be con- the integrity of the pavement ctrl of successful implementation of a
eluded here.Unless a jurisdiction has ture. Maintenanm activities include: network level pavement manage-
a0 the money it needs for rehabilita- crack sealing, chip sealing, and ment system is the Regional Muniei-
tion,it is almost certainly a mistake to pothole patching. They do cot add polity of Ouawa-Carlebn, Canada,
program rehabilitation on a "worst- scantly to the pavement ffiuc- whose Transportation Director is
first^basis.Maximum benefit errant lure and do not extend serviceability. Michael J. E- Shefhn, P.E. In 1980,
be derived from the limited public Maintenance activities preserve ser- Onawa-Carleton's road budget was
funds available if an agency,binds it- viceability. 14 cre ntlessinadualdollarsand,13
self to a "worst-first" programming Rehabilitation is def ed as those percent less in inflated dollars than it
philosophy. activities which restore the pavement was in 19Tf. Al the same time,aver-
Within the field of pavement man- stmdure in whole or in part to ongi- age service level was improved.Shef-
agement the terns of maintenance nal condition.Rehabilitation activities lin gives credit for this accomplish-
and rehabilitation are distinguished would metude:overlaying,recycling, cut to the progressiveness of his
Dean each other. padding,and shrtdual patching.Re- council. O®
OMIeEilblim YNn W O eeM6it on.IMea 25
S S
err,b aabll c. .easy i. ._arab
4 1
_________--______--_
it zt
2 S O 6 20 25 30 35 40 45 5 p IS 20 25 30 se
a1 TEAe9
Y
C na+e9Mbe Mdv Ea O 4l'" 14hm90NKe
5 n5
archly Iza I araly
as o3
--_as
_— —— -------
g
1 I
c 5 5 10 LS 20 30 W 40 45
YEOAS YEARS
■ FIGURE 2 GrapNnl representation a the tour rehabilitation strategies.
0PMS_1U1_nf_
LIC WOor July, 1982
y
MEMO TO: Dennis R. Kraft, City Administrator
FROM: Gregg Voxland, Finance Director
RE: Resolution No. 3141 Setting Preliminary Tax Levy
for 1989/90
DATE: November 9, 1989
INTRODUCTION:
Pursuant to Council discussion of November 8, 1989, Resolution No.
3141 has been prepared to implement the consensus of Councils
intention regarding the pay 1990 tax levy and general fund budget.
BACKGROUND:
The new tax law recently adopted sets a November 15th deadline for
cities to certify a preliminary tax levy and budget to the County
Auditor. Resolution No. 3141 sets the preliminary levy and general
fund budget in accordance with Councils discussion at the November
8th meeting.
ALTERNATIVES•
1. Adopt Resolution No. 3141 as drafted.
2. Adopt Resolution No. 3141 as modified.
RECOMMENDATION:
Alternative #1.
ACTION REOUESTED:
Move to offer Resolution No. 3141 a Resolution Setting the
Preliminary Tax Levy and General Fund Budget for 1989/90 and move
its adoption.
Memo To: Dennis R. Kraft, City Administrator
From: Gregg Voxland, Finance Director
Re: 1989 General Fund - Fund Balance
Date: November 3, 1989
Introduction
The General Fund fund balance at the beginning of the year was about 49%
of the current year appropriations. Council has the discretion to decide
what to do with the funds.
Background
The Council has set a fund balance target of 30-408 of expenditures. The
previous target was 25-308. This was increased due to Moody's viewing a
higher fund balance as favorable and uncertainties about the reliability
of state aid payments. The fund balance at the beginning of the year was
about 49%. Council has up to $800,000 to work with less the use of some
fund balance for the 1990 budget.
This is a general fund resource and Council can use it for any legal
purpose. Two years ago, Council transferred $296,000 into the Capital
Improvement Fund.
The State Legislature started looking at the level of city's fund balance
this year with the possibility of reducing aids or levy limits for those
cities with larger fund balances. Therefore, it is suggested that the
Council take action before the end of the year to transfer or reserve
some fund balance in order to preclude or mitigate unfavorable action on
the part of the legislature.
All of the alternatives below relate to tax relief in some manner, either
by direct levy reduction or by avoiding or reducing the need to levy in a
future year.
Alternatives
1. Create reserve for capital equipment expenditures in the General
Fund.
2. Transfer to Capital Improvement Fund. (City Hall, Community Center,
2nd Fire Station, Front-end financing for other projects, Revolving
Fund for internal financing)
3. Transfer to a Capital Project Fund to reduce need for future tax
levy (3rd Ave. will be paid for by $700,000+ in tax levy)
4. Transfer to Capital Equipment Fund
5. Levy reduction for payable 1990 below the levy limit.
Recommendation
Alternative #1. The Capital Equipment Fund is being depleted . and
additional funding sources are needed to meet the equipment needs of the
City. Setting up the reserve in the General Fund should shelter the
funds from State scrutiny and yet allow the Capital Equipment Fund to be
closed when depleted which make for easier understanding of City finances
and simplified administration by having fewer funds.
Not recommended is Alternative #5 due to the pattern of the state cutting
off andy unused levy limit authority as was just done for 1990 when the
City did not use all of the levy limit authority for pay 1989.
GV:met
TO: Dennis R. Kraft, City Administrator
FROM: Gregg Voxland, Finance Director
RE: 1990 Budget
DATE: November 6 , 1989
Introduction
The City needs to publish notice of the public hearing for
the tax levy for 1990. Council should decide the amount of tax
levy to be included in the notice .
Backeround
Council needs to set a new date for the public hearing on
the budget and the tax levy. The notice must be published in the
Minneapolis Star Tribune . The cost of the ad will be $215 . 16 for
the community section. Also , a new certification of the maximum
tax levy and the budget must be made to the County Auditor by
November 15 , 1989 . Final certification is December 28 , 1989 .
The tax levy for 1988/89 was $1, 730 , 198 and the proposed
levy to be certified to the County Auditor is $2 , 167 , 859 . This
represents a 25 . 38 difference. It must be kept in mind that
because of the new tax law, the city loses local government aid
(LGA) in exchange for more tax levy authority. Theoretically,
there is a tax trade between cities and schools with no net
effect on the tax payer because of the swap . The City loses
$361 , 780 in LGA for a net increase in revenue between tax 1
evy
and LGA of 2 . 7% or S88 244 . The school gains state aid and loses
tax levy authority.
The School Board levy will not be known until after the
election. The County levy was previously announced in the local
paper as increasing by 11 .+8 , but this may not be the final
number .
Factors affecting taxes payable 1990 include ; 1) School
referendum of 19 mills recalled but may be replaced by one for
13+/- mills , for a net reduction of 6 mills . 2) Based on the
school' s biannual cycle of tax up and downs , next year should be
a down year for the school tax levy. 3) Auditors error in
reporting values will be corrected in 1990 for an estimated
reduction for one year of 14 mills (total taxes) . The consultant
doing the tax study has estimated that the effect on City taxes
will be as if the city levied $200, 000 to $250 , 000 less for
payable 1990 . 4) End result of the new tax law is unknown.
Council should consider the merits of raising taxes next year in
an effort to stabilize taxes as well as the factors of keeping
taxes down and meeting the needs of financing city services .
The following budget cuts are already built in the draft
budget that Council has previously received:
Contingency (leaves $160,000) $50,000
Accountant position (new) 27 , 200
Planning Intern (existing) 15 ,000
Street LEO position (1989 hire) 25 ,000
Police Workers compensation premium 4,000
Police liability insurance 11 ,000
Street Fuel 3 , 000
Street Equipment maintenance 8 , 000
Street Professional services 6 ,000
Pool equipment maintenance 2 ,000
Forestry professional services 2 ,000
Street surface material 3 .000
156 , 200
The draft 1990 General Fund Budget at this point is a 4 . 18
increase over the original 1989 budget (expenditures and other
uses) . It also represents a deficit or draw down of fund balance
of $214, 593 and that is with the proposed maximum tax levy
included.
Council may want to use General Fund fund balance for the
below listed items . This will reduce the pressure on current
revenues (taxes) and use some of the fund balance that is in
excess of the target range of 30 - 408 .
Fund balance used for;
Contingency $100, 000
Murphy' s Landing 50, 000
Paint interior fire station 3 , 000
Scott County Transportation Coalition 10, 500
Repave Library parking lot 15 ,000
Furniture for Engineering 1,800
Public Works Carpet 1 ,400
Paint interior of PW Shop 2 , 500
Pool concession plumbing 5 . 000
189 , 200
The pool concession plumbing, 3M Opticom and second fire
station site are not in the draft General Fund Budget. It is now
recommended that the 3M Opticon System and the second fire
station site be budgeted in the Capital Improvement Fund and paid
for by a transfer of fund balance from the General Fund in 1989 .
Adding the pool concession remodeling in gives a budget
deficit of $219 , 593 . Using fund balance for $189 , 200 worth of
expenditures offsets the deficit of $219 , 593 for a net deficit of
$30 . 393 .
Recent changes not included in the draft budget that have an
impact include :
Comm. Dev. Director position not filled ($54 , 360)
Secretary position (28 , 565)
City Administrator not at top step (8 , 170)
Police Chief not at top step (5 , 600)
Add Planner I 30 ,000
Asst. Administrator increase 3 ,000
Temporary police officer 10 ,000
Add Clerk Typist II 26 , 100
Council Salary 9 ,495
Pool concession plumbing 5 ,000
Add' 1 1/28 wage provision 11 .000
Total Savings or reduction (2, 100)
Any reduction of tax levy results in using fund balance for
regular recurring operating expenditures unless more budget cuts
are made.
Alternatives
1 . Discuss budget/tax levy and decide what levy amount and
budget to certify to the County Auditor and to put in the public
hearing notice .
2 . Adjourn to November 9th or 14th for a work session to decide
what amounts to levy and put in the public hearing notice .
Action Beauested
Discuss and give staff direction as to what tax levy and
budget amount to certify to the County Auditor and to publish in
the notice of public hearing for the tax levy.
General Fund 1990 Budget Overview 11/6/89
Taxes
Pay 1989 Levy $1 , 730 , 198
Maximum Pay 1990 Levy 2 , 167 , 859
Increase 437 , 661 25%
Loss of state aid (361 , 780)
Net increase 75 , 881 4%
Expenditures
Original 1989 Budget $4 , 268 , 924
Original 1990 Draft 4 , 442 , 095
Increase 173 , 171 48
List of changes C2 , 100)
Remaining increase 171 , 071
Use of Fund Balance
Original 1990 Draft drawdown (104 , 880)
Revised (new tax law 6 max levy) (214 , 593)
List of changes _ 2 . 100
Net 212 , 493
List for use of fund balance 189 , 200
Fund Balance Level
Draw down to 308 level - available $800 , 000
Transfer to capital Improvement Fund
2nd Fire Station Site (200 , 000)
3M Opticon System (80 , 000)
1990 Budget drawdown (212 .493)
Balance available for other use ? 307 , 500
City of Shakopee
Budget Calendar
November 8 Discuss budget
November 9/14 Budget Worksession
November 14 Adopt Resolution certifing preliminary levy and
budget to the County Auditor
November 15 Levy 6 Budget certification to County Auditor
November 16 Submit Hearing notice to Star/Tribune
November 22/3 Hearing Notice Published
December 7 Public Hearing
December 12 Continuation of Public Hearing
December 7/12 Adopt 1989/90 tax levy Resolution (final)
December 19 Adopt 1990 budget (final)
December 28 Certification of final tax levy and budget to
County Auditor
April 15 Tax statements mailed to propertyholders by County
Auditor
General Fund 1990 Budget Overview 11/6/89
Taxes
Pay 1989 Levy $1, 730, 198
Maximum Pay 1990 Levy 2 , 167 , 859
Increase 437 , 661 258
Loss of state aid (361 , 780)
Net increase 75 , 881 48
Expenditures
Original 1989 Budget - $4, 268 , 924
Original 1990 Draft 4,442 , 095
Increase 173 , 171 48
List of changes (2 , 100) -
Remaining increase 171 ,071
Use of Fund Balance
Original 1990 Draft drawdown (104, 880)
Revised (new tax law 6 max levy) (214, 593)
List of changes 2 , 100
Net 212 ,493
List for use of fund balance 189 , 200
Fund Balance Level
Draw down to 308 level - available $800 , 000
Transfer to Capital Improvement Fund
2nd Fire Station Site (200 , 000)
3M Opticon System (80 , 000)
1990 Budget drawdown (212 ,493)
Balance available for other use ? 307 , 500
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MEMO TO: Mayor and City Council
FROM: Deputy Chief John J. DuBois
DATE: November 14, 1989
RE: Replacing existing vacancy of Police Clerk Typist II
RESUME: After advertising and reviewing applicants for Police
Clerk Typist II, and then conducting oral interviews, I am
recommending the hiring of Donna Hyatt, who has been employed by
the Eden Prairie Police Dept. for the past 13 years. She comes
with a strong background in all phases of police clerical and
administrative duties.
I am recommending that she start with the City of Shakopee Police
Dept. at one level below top pay grade for Clerk Typist II and
after six months be evaluated and upon a successful evaluation be
placed at the top pay grade for Clerk Typist II.
I would recommend her employment start on Monday, December 4th,
1989. This time frame fits with the applicant. I am confident Ms.
Hyatt would do an extraordinary job for the Police Dept. and the
City of Shakopee.
Sincerely,
Deputy .ef