HomeMy WebLinkAbout01/12/1993 TENTATIVE AGENDA
COMMITTEE OF THE WHOLE SHAKOPEE, MINNESOTA JANUARY 12 , 1993
Mayor Laurent presiding
1] Roll Call at 8 : 30 P.M.
2] Approval of the Minutes of November 19, 1992
3 ] Shakopee Public Utilities - Underground Electric Lines
4] Provisions of Legal Services
5] Police and Fire Training
6] 1993 Pay Plan for Non-Union Employees
7] Other Business:
a]
b]
c]
8] Adjourn
Dennis R. Kraft
City Administrator
REMINDER: NEXT COMMITTEE OF THE WHOLE MEETING HAS BEEN SET FOR
TUESDAY, JANUARY 26TH AT 8: 30 P.M.
OFFICIAL PROCEEDINGS OF THE CITY COUNCIL
COMMITTEE OF THE WHOLE SHAKOPEE, MINNESOTA NOVEMBER 19, 1992
Mayor Laurent called the meeting to order at 7 : 07 P.M. with
Councilmembers Lynch, Sweeney, Vierling, and Beard present. Also
present: Dennis R. Kraft, City Administrator; Barry Stock, Ass't.
City Administrator; Karen Marty, City Attorney; Gregg Voxland,
Finance Director; Judith S. Cox, City Clerk; Lindberg Ekola, City
Planner; and Pete Ries, Fire Chief.
Vierling/Beard moved to approve the Minutes of October 26, 1992 as
amended as follows: 1) page 3, #3 to read, " . . . (Vierling Drive -
CR-15 to Mall) . . . " and 2) page 3, #2 to read, " . . . (Spencer Street
- 1st Avenue to 10th Avenue) . . . " . Motion carried unanimously.
Mr. Stock introduced the members present from the Community
Development Commission: Mike Phillips, Bill Mars, Jon Albinson,
Mark Miller, and Cole Van Horn.
Mr. Stock explained the scope of the work done by the Community
Development Commission in order to come up with a recommendation to
the Housing and Redevelopment Authority on what to do with Block 4
in the downtown area. He explained that they analyzed the downtown
and core district, toured other cities, reviewed the goals and
objectives of the 1990 Comp. Plan and identified assets and
constraints of the area. He said that they looked at six
reconstruction options. Then they analyzed and screened the
options, followed by a further analysis looking at benefit and
cost.
Mr. Stock stated that the CDC is recommending Option #2 which is
maintaining the status quo (private sector rehabilitation of
existing buildings within quasi historic parameters; including
selective demolition or refurbishing of out of place {modern}
buildings with new construction complementary to historic downtown
theme including rear building improvements.
Mr. Stock stated that the CDC is recommending that the HRA put
their efforts into a pre-development plan consisting of public
improvements which will serve as a measure to encourage development
by developers. He then identified the items within the pre-
development plan:
1] Work with MnDOT to ensure the following: a) re-design the
parking lot North of the bebow so it is aesthetically
pleasing, b) construct ornamental railing along the east and
west sides of the bridge entering the City, and c) increase
the lighting under the bridge on the trail
2] Approve the appearance of buildings facing the mini bypass
3] Adopt building improvement guidelines to insure aesthetic
building improvements in the downtown area
Official Proceedings of the November 19, 1992
Committee of the Whole Page -2-
4] Put the overhead utilities underground in the downtown alleys
5] Reconstruct the alleys in the downtown area
6] Identify and construct parking lots within the downtown area
7] Complete Phase 2 of the downtown redevelopment plan
8] Create critical entry points to downtown.
In summary, Mr. Stock stated that the CDC is recommending that
nothing be done except the pre-development elements mentioned.
Discussion followed among councilmembers and CDC members regarding
the need to do something to encourage/entice private development
within the downtown area.
Consensus of the Committee of the Whole was for Mr. Stock to
prioritize the pre-development items mentioned and bring them back
to City Council with more information.
Mayor Laurent thanked the CDC members for their good pragmatic
thought and not just looking at grandiose ideas.
Sweeney/Vierling moved to recommend to City Council the pre-
development plan proposed by the CDC for the downtown area, in
concept. Motion carried unanimously.
Mr. Stock was directed to send a letter of thanks to the intern who
worked with the CDC on this plan.
Mr. Kraft explained the problems that the Met Council staff sees
with the paving of the ramps to the bypass from CR-18. The Met
Council is concerned about pre-mature growth in Shakopee because of
Shakopee' s 2 1/2 acre lot size in areas not within the metropolitan
urban service area (MUSA) line. They would like Shakopee to
require a minimum of 10 acres lots as opposed to 2 1/2 acres.
Discussion followed.
Consensus of the Committee was that staff continue their
discussions with the Met Council Systems Committee and continue to
promote the position that Shakopee does not wish to change their
minimum lot size in the rural residential area.
The Committee took a break from 9:25 P.M. until 9 : 35 P.M.
Discussion followed on the 1993-1997 Capital Improvement Program
(CIP) and more specifically the funding sources for 1993 .
Mr. Ekola explained that $120, 000 is proposed to come out of the
capital improvement fund for land acquisition for a second fire
Official Proceedings of the November 19, 1992
Committee of the Whole Page -3-
station (G-1) . Discussion ensued on the location of a second fire
station. Consensus to leave the $120, 000 in the 1993 Capital
Improvement Budget and determine actual site at a later date.
Mr. Ekola reviewed the 1993 sidewalk and trail projects. He
explained that $25, 000 is budgeted for a trail (B-2) to extend from
downtown Shakopee South to O'Dowd Lake and East to CR-17. He said
that an application has been submitted for a grant which would
provide for 80% of the cost. The $25, 000 would be the City' s 20%
match.
B-5 Hiking Trail within Timber Trails from Blue Heron Trail to
Lakeview Drive. Consensus to leave in the 1993 CIB the cost for
the trail.
B-4 Annual Trail Construction Program consisting of Memorial Park
and the Upper Valley Trail by CR-16. Consensus to leave the cost
in the 1993 CIB.
B-i Annual Sidewalk Construction Program. Discussion took place on
whether or not to assess for new sidewalks. Consensus to reduce
the amount for 1993 to $25, 000 to come from the CIF only.
B-3 Sidewalk Repair. Consensus to leave cost in the 1993 CIP and
restrict it to local sidewalks. Mr. Kraft stated that there is
great liability if the city does not repair its sidewalks.
Mr. Ekola explained the park projects for 1993 . Consensus to
reduce the funds from the CIF to $215, 000 in 1993 for the Stans
Park land acquisition (E-5) because the school district is having
a referendum for the purchase of the land that they need.
Mr. Ekola explained that the Public Works Director would like to
delay the 1993 purchase for the salt storage building (F-1) , for
$100, 000.
Mr. Ekola explained that there may be some possible cost sharing
with the Shakopee Public Utilities for the public works parking
lot. (F-2) $200, 000 is currently budgeted in 1993 from the CIF.
Consensus to leave in for 1993 .
Sweeney/Beard moved to refer the 1993 Capital Improvement Budget,
as modified, to City Council as part of the 1993-1997 Capital
Improvement Program. Motion carried unanimously.
Brief discussion followed on the notices recently mailed by the
County Auditor on the upcoming budget hearings.
Mayor Laurent adjourned the meeting at 10: 55 P.M.
Juid th S. Cox, city Clerk
Rec rding Secretary
MEMO TO: Honorable Mayor and Council
FROM: Dennis R. Kraft, City Administrator
RE: Underground Utility Construction
DATE: January 8 , 1993
INTRODUCTION:
The regular Council meeting of January 5, 1993 , Councilor
Robert Sweeney, in his capacity as liaison to the Shakopee Public
Utilities Commission (SPUC) raised the question of the impact of
Section 4 . 35, the underground utility construction ordinance, on a
SPUC facility which is about to be constructed.
BACKGROUND:
The requirements of Section 4 . 35 of the Shakopee City Code
regulating underground utility construction appears to be fairly
straight forward. Attached is a copy of this Section of the City
Code for your information.
Strict adherence by SPUC to the provisions of the above
mentioned ordinance will result in a very significant economic
impact on SPUC. Councilor Sweeney will be able to provide further
information on this subject.
A remedy for SPUC would be to apply to the Shakopee Planning
Commission for a variance or exemption from the provision of
Section 4 . 35 . It is requested that the City Council discuss the
above mentioned item and provide the necessary direction.
DRK/tiv
SEC. 4 . 35. UNDERGROUND UTILITY CONSTRUCTION.
Subd. 1. Underground Construction Required. All utility
lines hereafter installed, constructed or otherwise placed within
the City for electric, telephone, TV cable or other like or similar
services to serve residential, commercial and industrial customers
in newly platted areas, whether owned, installed or constructed by
the supplier , consumer or any party, shall be installed and placed
underground, subject only to the exceptions hereinafter stated ;
however , above-ground placement, construction, modification or re-
placement of meters, gauges, transformers, street lighting and ser-
vice connection pedestals shall be allowed. The requirements of
this Section shall apply equally outside of the corporate limits of
the City coincident with City jurisdiction of platting, subdivision
regulation or comprehensive planning as may now or in the future be
allowed by law. All companies installing and operating lines such
as those described herein shall be referred to as "utility compan-
ies" for purposes of this Section.
Subd. 2. Exceptions to Application. The following ex-
ceptions to the strict applicability of this Section shall be
allowed upon the conditions stated :
A. Transmission Lines. Above-ground placement,
construction, modification or replacement of those lines commonly
referred to as "high voltage transmission lines" upon which the
conductor ' s normal operating voltage equals or exceeds 23, 000 volts
(phase to phase) shall be allowed only by prior approval of the
Council ; provided, however , that sixty (60) days prior to commence-
ment of construction of such a project, the City shall be furnished
notice of the proposed project and, upon request, the utility com-
pany involved shall furnish any relevant information regarding such
project to the City. This Section shall not be construed as waiv-
ing the requirements of any other ordinance or regulation of the
City as the same may apply to any such proposed project.
B. Technical and Economic Feasibility. Above-
ground placement, construction, modification or replacement of
lines shall be allowed in residential, commercial and industrial
areas where the Council, following consideration and recommendation
by the Planning Commission, finds that:
1. Underground placement would place an undue
financial burden upon the landowner or the utility company or de-
prive the landowner of the preservation and enjoyment of substan-
tial property rights; or,
2 . Underground placement is impractical or not
technically feasible due to topographical, subsoil or other exist-
ing conditions which adversely affect underground utility placement.
C. Temporary Service . Above-ground placement of
temporary service lines shall only be allowed :
1. During the new construction of any project
for a period not to exceed twenty-four (24) months;
2. During any emergency to safeguard lives or
property within the City;
(4-1-78 )
-97-
3 . For a period of not more than seven (7)
months when soil conditions make excavation impractical .
Subd. 3 . Repair and Maintenance of Existing Installa-
tions. Nothing in this Section shall be construed to prevent
repair, maintenance, replacement or modification of existing over-
head utility lines.
Subd. 4 . Developer Responsibility. All owners, platters
or developers are responsible for complying with the requirements
of this Section, and prior to the final approval of any plat or
development plan, shall submit to the Planning Commission written
instruments from the appropriate utility companies showing that
all necessary arrangements with said companies for installation of
such utilities have been made.
Subd. 5 . Placement.
A. All utility lines shall be placed within appro-
priate easements or dedicated public ways so as to cause minimum
conflict with other underground services. When feasible , all util-
ities shall be placed within the same trench.
B. All utility companies shall submit annually to
the Building Official current maps revealing locations of under-
ground installations, whether such installations were installed
prior to the effective date of this Section or hereafter .
Source: City Code
Effective Date: 4-1-78
(Sections 4 .36 through 4 .39, inclusive, reserved for future
expansion . )
(4-1-78)
97-1
MEMORANDUM
TO: Dennis Kraft, City Administrator
FROM: Karen Marty, City Attorney
DATE: January 8, 1993
RE: Provision of Legal Services
BACKGROUND:
More than two years ago I was hired to handle the legal work
for the City. I understand that you sought an attorney
experienced in municipal civil work, which was my background. (I
prefer it, and in fact have turned down positions as a
prosecutor. ) We both expected me to handle the civil work for
the City and provide prosecutorial services on a limited as-
needed basis.
I have been surprised at the criminal workload. It is 50%
more than Savage or Prior Lake. I assume that this is because of
the highways and the entertainment industry traffic.
Although I expected prosecutions to be one-quarter to one-
third of my time, they started at 50%. As I learned the system,
trained a secretary, etc. , the time spent on criminal matters
decreased to 35-40%. At that level I was unable to handle the
larger civil projects in a timely manner, but I could eventually
get them done. I was able to keep up with the day-to-day civil
matters.
Last year three things changed the criminal workload. One,
the county terminated the contract under which they had handled
gross misdemeanor cases. This has required substantial
additional preparation and court time. Two, the Shakopee Police
Department increased the number of traffic tickets they are
writing. Three, the state troopers have suffered a morale
problem due to unsettled union contract negotiations. They have
written substantially fewer tickets this year. (They will
eventually turn around and start writing more tickets again. )
The net result is that I am having nearly twice as many required
court appearances as a year ago. This means additional
preparation time in the office as well as time out of the office.
See attached chart.
PROBLEM:
At this point I am spending over 60% of my time on criminal
matters. The civil matters are lagging. Larger projects are at
a standstill (with the exception of the City Code) , and daily
projects are behind. Criminal matters continue to increase in
number. Although I am handling fewer civil matters, the actual
number and complexity of civil matters is increasing. As
Shakopee continues to grow, more and more civil matters will
arise.
POSSIBLE SOLUTIONS:
There are three ways to deal with the lack of sufficient
attorney time to handle the civil matters. They are to contract
out the civil matters, hire outside prosecutorial help, or hire
in-house prosecutorial help.
1. Contract out the civil matters. This is essentially the
status quo. Strengths are as follows: The City Attorney is
trained in prosecution, and has a good rapport with the Shakopee
Police Department, the judges, and court personnel. Weaknesses
are that the City Attorney is overpaid for a prosecutor, and the
high cost of contracting outside for civil matters. The routine
or less-important civil matters will be further delayed, larger
projects will have to be contracted out, and smaller projects
will largely go undone.
Although it is tempting to suggest that the attorney simply
not prosecute some cases, the police would suffer a morale
problem if their tickets were dismissed. If the attorney failed
to show up for court, she could be subject to professional
discipline, such as losing her license to practice law.
Therefore, as more cases are set, I go to court more.
2 . Hire outside prosecutorial help. The more obvious
choices are Scott Joint Prosecution, Scott County, and a law
firm.
Strengths of Scott Joint Prosecution are that it already
prosecutes for five cities, it is set up to handle city
prosecutions, and it offices in City Hall. Weaknesses include
that we would have limited control over their budget and
expenses, and their full-time prosecutor seems to be unpopular
with the judges (which results in lighter sentences, lower fines,
and more dismissals) . They have offered to do our gross
misdemeanor prosecutions for $22 , 200. This would lighten our
workload, but is clearly a stop-gap measure. I question the
dollar amount (it seems high) , and dislike the proposal because
it would increase confusion over who is prosecuting Shakopee
cases (Scott County handles felonies and we would still handle
petty misdemeanor, misdemeanor, and ordinance violations) . I
expect that their charge for handling all Shakopee cases probably
would be three times that, since gross misdemeanors take less
than one third (@ 20%) of my time.
Strengths of Scott County are that their prosecutors are
quite competent, and it would put all Shakopee prosecutions in
one office. Weaknesses include that they have not indicated any
interest in handling our cases, but rather have indicated that
2
they wish to concentrate on felonies exclusively. I have no idea
what they would charge if they agreed to take on our cases.
Strengths of a law firm include that they would be strictly
answerable to us, and, depending on who the law firm was, they
may either have other prosecutorial experience which could
provide suggestions to improve our procedures, or have an
established relationship with Scott County judges. Weaknesses
include the high cost associated with law firms, and lower
accessibility to police officers (since no local law firms
prosecute) .
3 . Hire in-house prosecutorial help. Strengths include
having full control over the cost and quality of work, during
slack time the prosecutor could handle minor civil matters, and
the prosecutor could cover for the City Attorney when she is out
of the office (sick, on vacation, etc. ) . Weaknesses include the
need to find additional office space and furnishings. The cost
of an in-house prosecutor would be lower than the alternatives.
Bloomington, Minnetonka, and St. Paul have all advertised or
hired prosecutors in the last 18 months between $32 , 000 and
$36, 000. We would have to fit a prosecutor on our pay scale, and
I estimate we would assign a point value of about 75. This puts
the top pay in the pay range at about $35, 500 (based on the 1992
pay chart) . Starting salary would be about $26, 625. Our actual
cost would be closer to $30, 000, once we added benefits and
insurance. I see no reason to pay as much as those larger, more
affluent cities. They all had excellent applicants, and we would
be satisfied with far less experience than the applicants they
hired.
RECOMMENDATION:
For the long run, I recommend hiring an in-house prosecutor.
We could train someone, have a back-up for civil work, at the
least expense.
REQUESTED ACTION:
Discuss alternatives and decide what method of handling work
would be best for Shakopee.
Signed 4, • t5,(/�
Karen Ma ty, City Attorney
KEM:bjm C.
[7MEMO]
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SHAKOPEE FIRE DEPARTMENT
Department Memo
To: Dennis R. Kraft, City Administrator
From: Frank Ries, Fire Chief
Date: December 27 , 1992
Subject: Fire Department Training Hours
Please find attached a print out showing training (drill) attendance
for each member of the Shakopee Fire Department. On the right side
under TOTAL is the number of drills attended by each member. Under
%ATTND is the percent of the total possible drills attended by each
member. Note that these numbers indicate the number of training
sessions attended. If you wish to estimate the hours attended by each
firefighter, multiply the TOTAL number by 2 . 2 .
The length of each training session varies depending on topic, number
of fire fighters attending each session and if the topic is review or
a "new topic" .
Other educational opportunities such as State Fire School, Sectional
Schools, Firefighter and Fire Chiefs Conferences offer 6 to 16 hour
sessions. Because these sessions are not normally attended by everyone
they do not appear on the enclosed sheet. This type of outside
training is recorded in firefighters personnel files however, the
attendees are not paid for their time attending these classes. First
Responder training is also another type of training is also recorded
in the this manner.
The only Fire Department that responded to our request for information
as of the writing of this memo was Chaska Fire Department. Chaska's
training budget is $15, 000 per year. Their training program is much
like ours, they also train together weekly as a department. These
weekly training sessions are paid out of the payroll budget and the
$15, 000 is utilized for out side training such as conference schools
and specialized in-house classes like Hazardous Materials training
which requires qualified votech college instructors.
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To: Mayor Laurent
Members of the city council
Dennis R. Kraft, City Administrator
FROM: Tom Steininger, Chief of Police
SUBJECT: Southern Police Institute
DATE: December 16, 1992
This communication is in response to some of the questions that
arose regarding police training at the City Council meeting on
12 14 92 .
In our discussions of long range plans for the Police Department,
the City Administrator and I recognized the need for principal
administrators here to be able to deal with increasingly complex
social and legal issues requiring skills in leadership, personnel
management, administration, and the application of legal guidelines
to administrative and operational procedures. Consequently, one of
the long range goals established for the department was to train
two principal police administrators. The time line set for this
was ten years .
There are three primary providers of this kind of training; the
F. B. I . National Academy in Quantico, Virginia, Southern Police
Institute at the University of Louisville in Louisville, Kentucky
and the Northwest Traffic Institute at Northwestern University in
Evanston, Illinois . All three courses are twelve weeks long.
The F. B. I. National Academy (NA) is internationally recognized as
the best provider of advanced police administration training. The
NA accepts only 1, 000 applicants a year. Students are not charged
for tuition, meals or lodging. This means there is a huge waiting
list. The department has submitted an application to the NA but
the size of our agency and the fact that I have already been there
means it will be at least 1995 before another officer from Shakopee
is accepted.
Southern Police Institute (SPI) ranks right behind the National
Academy as a trainer of police administrators . After discovering
the length of the waiting list for the National Academy, the best
way to keep our plan on track was to have Deputy Chief Poole apply
to attend the SPI Administrative Officer' s Course.
When it became apparent that Deputy Chief Poole might be accepted
to SPI for the session beginning 02 07 93 , it seemed reasonable to
trying to use dollars from the 1992 Police Training Budget to
spread the cost of this item over two years. Late on the afternoon
of 12 14 92 , the Finance Director advised me that he wished to seek
Council approval to apply $1, 500 from the 1992 budget to a 1993
expense in the event Deputy Chief Poole is accepted by SPI . At
that time, council had not been provided with any information about
SPI because Deputy Chief Poole had not yet been accepted.
It was not possible for me to attend the 12 14 92 Council Meeting
on such short notice and it would have been inappropriate to send
Deputy Chief Poole to the meeting to explain this project. I
regret any communication problems this may have caused.
As a result of the discussion which took place at the Council
Meeting, SPI was contacted and it was learned that Deputy Chief
Poole has been accepted to attend the next session of the
Administrative officer' s Course which starts 02 07 93 .
The SPI Administrative Officer' s Course runs for twelve weeks .
During that time, candidates attend courses on Issues in Police
Administration, Police Administration, Police Personnel Management,
Constitutional Aspects of Police Management and Criminal Justice
Behavioral Dynamics . For successfully completing these courses,
they receive 15 undergraduate (400 level) credits at the University
of Louisville.
A unique feature of SPI is the application of what is learned to
the individual student 's community. After students receive
instruction in the areas listed above, they are taught to apply the
concepts they learn to problems that exist in their community and
to communicate their solutions verbally and in writing. In fact,
a one week recess occurs just after the middle of the Institute to
allow students to return to their agencies and develop information
to complete required projects. The nature of the projects with
which Deputy Chief Poole becomes involved will fit the needs of the
Shakopee Police Department as determined by Deputy Chief Poole, the
City Administrator and me.
In settings like SPI , the National Academy and Northwestern,
significant learning occurs outside the official curriculum as a
result of living for twelve weeks as a group of sixty police
managers who deal with the similar administrative challenges. A
lot of shop talk takes place about how various problems are dealt
with, how other agencies are organized, department and community
programs, the usefulness of the lessons of the day and much more.
Deputy Chief Poole has been invited to attend the Institute in
February, March and April . The workload of our department tends to
be low during these months. The timing of the Institute and the
fact that Deputy Chief Poole does not have a street assignment will
reduce the negative impact of his absence. While he is absent, I
will perform his duties in addition to my own. Some administrative
tasks will suffer while he is gone. As a result of the training he
will receives, our capacity to manage the police department more
effectively will be increased enough to accomplish these tasks and
more by the end of the year.
Deputy Chief Poole will be responsible for any and all expenses he
incurs at the Institute other than those listed herein. He will
also invest twelve weeks spent away from his family in a college
dormitory setting. These will be twelve of the longest weeks of
his life.
The cost of the course is as follows:
Tuition $1, 225
Housing (Multiple Occupancy) 1, 100
Textbooks, Binders, fillers, etc 400 (estimate)
Parking Permit 15
Student and Laboratory fees 50
Subtotal $2 , 790 (estimate)
Subsistence
Gasoline, oil, etc. 300 (estimate)
Food 1, 200 (estimate)
Emergency 200
Total $4 , 490 maximum
This project also prompted questions about the Police Training
Budget. In 1992 and 1993 , $8 , 000 was allocated for police
training. Penalty assessment reimbursements to local units of
government from the State of Minnesota to offset the cost of police
training will be between $6, 800 and $7 , 400 for 1992 and 1993 .
In 1992 , Chaska ' s training budget was $6, 000 . It is $8 , 000 for
1993 . The Police Chief is a graduate of the National Academy and
his second in command is on the waiting list. The Police Chief
estimates an average of 25-40 hours of training occurs per officer
per year. Chaska does not keep track of cost per hour.
In 1992 , Savage' s training budget was $5,752 . It will be $8 , 000
for 1993 . The Police Chief estimates an average of 40-50 hours of
POST approved training occurs per officer per month and 10 hours
per officer par month of in-house training that does not go through
the POST Board. Savage did not have a cost per hour of training
available. They expend significant overtime dollars on training.
Prior Lake ' s training 1992 budget was $5, 600. It will be $5, 600
again in 1993 . According to Chief Powell, they spend more than
that. Training time there varies so greatly according to the
initiative of individual officers that the Chief stated it is not
possible to accurately quote an average number of hours per officer
per year. Prior Lake does not keep track of cost per hour.
In December of 1992 , the Minnesota Chief ' s of Police Association
published the results of a training survey completed by 175 law
enforcement administrators from around the state. The average
number of hours of training per officer per year among the
respondents was 65 . 77 . The average cost was $26. 95 per hour.
Shakopee officers will average 68 . 4 hours of training in 1992 at an
average cost of under $12 . 62 per hour. This includes both POST
approved and non-POST Training such as our current investigative
internship project.
The following is an overview of police training expenditures during
1992 .
Category 1
A. D.A. Seminar $ 75
Disaster Management Conference 90
Police Records Management & Data Privacy Seminars 395
MN Dept of Public Safety Computer Workshop 40
Subtotal 600
Category 2
First Responder (1st Aid & Emergency Care) 1, 190
F.A.T. S . 570
S . I .R.Team Training at Des Moines 334
Subtotal 2 , 090
Category 3
Interview and Interrogation 345
Wordperfect & Lotus Classes 160
Crimes Against Children Conference 45
Crime Prevention Officer' s Training 195
Gang Conference (2) 518
Tuition Reimbursement per City Policy
Minnesota Sex Crimes Investigator' s Conference
eubtotal 1, 395
Category 4
Firearms Instructor Recertification 220
Evasive Driving Instructor Training 464
Classroom Instructor Training 425
Special Incident Response Team Conference 45
Firearms Instructor Conference 90
Association of MN Training Officers Conference 65
Training Aid - CBS Video - Cops on Trial 34
Subtotal 1, 343
Category 5
Basic Supervisor ' s Course 295
Minnesota Chief' s of Police Spring Conference (2) 400
90
Basic Management Course
Goals and Objectives Meeting Room Subtotal 827
Total 6, 255
Proposed expenditure to Southern Police Institute 1 , 540
Proposed Total $7 , 755
Shakopee Police training dollars are carefully monitored and are
generally invested in one of five areas:
1 . Mandated training such as first aid and emergency care or
training in areas within which the department must comply
with state and/or federal mandates. Disaster Management,
A. D.A. and Data Privacy fall within this category.
2 . Training which is not mandated but which significantly
reduces liability to the city. The Firearms Automated
Training systems (F.A.T. S. ) shooting decisions course is
an example of training which falls within this category.
3 . Training for special job functions such as Interviewing
and Interrogation, Crime Prevention and IntoxilyZer
Operator schools .
4 . Training trainers to conduct in-house training such as
firearms qualification, use of force, defensive driving
techniques and cardiopulmonary resuscitation (CPR) .
5 . Training to manage department personnel and financial
resources with increased efficiency and effectiveness.
Maximum impact is achieved from those training dollars invested in
categories 4 and 5 . No training dollars are dedicated to simply
accomplishing the 16 hour per year continuing education requirement
for officers to maintain their licenses.
Each year, we try to accomplish more training locally or in-house.
In this manner, we are able to exercise greater quality control and
cost effectiveness. For example, if a class is scheduled at our
building or at the Court House, some of the officers on duty are
allowed to attend with a radio so they can respond for calls for
service. When off-duty officers voluntarily attend pre-approved
training, they can get the time back at the convenience of the
department.
It is our goal to have one in-house class during every month but
June, July and August using department instructors. In 1992 in-
house training was as follows:
Jan
Feb - F.A.T.S .
Apr
May
Sept - Criminal Interdiction Through Traffic Enforcement
Oct: Use of Force II (2nd Phase of state mandate)
Nov: Domestic Abuse
Dec: Use of Force III (Final Phase of state mandate
Officers are required to qualify with firearms quarterly. Any time
officers are required to train, they must be paid overtime.
In 1993 , HAZMAT, Right-to-know, AWAIR, chemical Weapons, Crime
Scene Management, Arrest Techniques, Dealing With Critical
Incidents and Use of Force Update (Required) are on the schedule of
classes to be offered in-house. Officers will also demonstrate
proficiency in cardiopulmonary resuscitation once a month starting
in January.
some of the training we wish to accomplish in 1993 which cannot
take place in-house includes certification of an Intoxilyzer
Operator and a first aid instructor, Field Sobriety Testing (2) ,
Solving Gang Problems, Juvenile Officer' s Institute, Sergeant ' s
School , Primary Police Administrator Course (SPI) and Radar
Certification (2) .
Sgt. Erlandsen has been working for over a year with the MIS
Coordinator to implement a training needs assessment through which
department training needs can be more accurately identified and
prioritized.
Finally, the importance of training must be addressed in terms of
risk control . Governmental subdivisions are seen as lucrative
targets for legal actions because they have money. One of the
areas where the city is most vulnerable to such actions is the
police department. Our officers routinely deal with dangerous
situations, make complicated instantaneous legal decisions, drive
fast, get in fights and may be required to use force up to and
including lethal force. After the fact, their actions are
scrutinized and if fault can be found, the city will be sued. A
major consideration in actions of this nature is how well the
officers involved in the action being contested were trained.
MEMO TO: Honorable Mayor and Councilmembers
FROM: Tami Vidmar, Receptionist
RE: Items on Committee of the Whole Agenda
DATE: January 8, 1993
Please be advised that a portion of Item #5 "Fire Training"
and Item #6 "1993 Pay Plan for Non-Union Employees" will be placed
on the table for the January 12th meeting.
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1993 Pay Plan
2% 2.5% 3% 3.5%
1992 1993 1993 1993 1993 1992 1993 1993 1993 1993
Pos. Classification Pts Top Step 2% 2.5% 3.0% 3.5% Wage Tot. Wage Tot. Wage Tot. Wage Tot. Wage Tot.
1 City Administrator 124 $64,356 $65,643 $65,965 $66,287 $66,608 $64,356 $65,643 $65,965 $66,287 $66,608
1 Finance Director 107 $55,416 $56,524 $56,801 $57,078 $57,356 $55,416 $56,524 $56,801 $57,078 $57,356
1 City Attorney 105 $54,360 $55,447 $55,719 $55,991 $56,263 $54,360 $55,447 $55,719 $55,991 $56,263
1 P.W. Dir./Eng. 102 $52,788 $53,844 $54,108 $54,372 $54,636 $52,788 $53,844 $54,108 $54,372 $54,636
1 Police Chief 101 $52,272 $53,317 $53,579 $53,840 $54,102 $52,272 $53,317 $53,579 $53,840 $54,102
1 Deputy Chief 91 $46,992 $47,932 $48,167 $48,402 $48,637 $46,992 $47,932 $48,167 $48,402 $48,637
1 Asst. Admin./C.S. 90 546,464 $47,393 $47,626 $47,858 $48,090 $46,464 $47,393 $47,626 $47,858 $48,090
1 City Planner 90 $46,464 $47,393 $47,626 $47,858 $48,090 $46,464 $47,393 $47,626 $47,858 $48,090
1 Civil Engineer 90 $46,464 547,393 $47,626 $47,858 $48,090 $46,464 $47,393 $47,626 $47,858 $48,090
1 MIS Coor. 82 $42,264 $43,109 $43,321 $43,532 $43,743 $42,264 543,109 $43,321 $43,532 $43,743
1 City Clerk 81 $41,736 $42,571 $42,779 $42,988 $43,197 $41,736 $42,571 $42,779 $42,988 $43,197
1 Rec. Supervisor 81 541,736 542,571 542,779 $42,988 $43,197 $41,736 $42,571 $42,779 542,988 $43,197
1 Asst. City Planner 75 $38,568 $39,339 $39,532 $39,725 $39,918 $38,568 $39,339 $39,532 $39,725 $39,918
1 Accountant 75 $38,568 $39,339 $39,532 $39,725 $39,918 $38,568 $39,339 $39,532 $39,725 $39,918
1 Recreation Asst. 70 535,938 536,657 $36,836 $37,016 $37,196 $35,938 $36,657 $36,836 $37,016 $37,196
1 Bldg. Official 82 $39,132 $39,915 $40,110 $40,306 $40,502 $39,132 $39,915 $40,110 $40,306 $40,502
1 Eng. Tech IV 80 $38,148 $38,911 $39,102 $39,292 $39,483 $38,148 $38,911 $39,102 $39,292 $39,483
1 PW Foreman 74 $34,861 $35,558 $35,733 $35,907 $36,081 $34,861 $35,558 $35,733 $35,907 $36,081
1 Eng. Tech III 70 $33,276 $33,942 $34,108 $34,274 $34,441 $33,276 $33,942 $34,108 $34,274 $34,441
2 Eng. Tech II 65 $30,840 $31,457 $31,611 $31,765 $31,919 $61,680 $62,914 563,222 $63,530 $63,839
1 Exec. Sec. 62 $29,388 $29,976 $30,123 $30,270 $30,417 $29,388 $29,976 $30,123 $30,270 $30,417
1 Sr. Acct. Clerk 61 $36,840 $37,577 $37,761 $37,945 $38,129 $36,840 $37,577 $37,761 $37,945 $38,129
2 Legal Sec. 56 $26,460 $26,989 $27,122 $27,254 $27,386 $52,920 $53,978 $54,243 $54,508 $54,772
3 Secretary 56 $26,460 $26,989 $27,122 $27,254 $27,386 $79,380 $80,968 $81,365 $81,761 $82,158
1 Acct. Clerk 55 $25,968 $26,487 $26.617 $26,747 $26,877 $25,968 $26,487 $26,617 $26,747 $2,877
3 Clerk Typist II 54 $25,488 $25,998 $26,125 $26,253 $26,380 $76,464 $77,993 $78,376 $78,758 $79,140
1 Clerk Typist 47 $22,080 $22,522 $22,632 $22,742 $22,853 $22,080 $22,522 $22,632 $22,742 $22,853
2 Receptionist 46 $21,588 $22,020 $22,128 $22,236 $22,344 543,176 $44,040 $44,255 $44,471 $44,687
2 Custodian 37 $18,708 $19,082 $19,176 $19,269 $19,363 $37,416 $38,164 $38,351 $38,538 $38,726
$1,315,115 $1,341,417 $1,347,993 $1,354,568 $1,361,144
3 Sergeant 78 $42,420 $43,268 $43,481 $43,693 $43,905 $127,260 $129,805 $130,442 $131,078 $131,714
2 Detective 78 $39,503 $40,293 $40,491 $40,688 $40,886 $79,006 580,586 $80,981 581,376 $81,771
** Patrol Officer 65 $38,267 $39,032 $39,224 $39,415 $39,606 5420,937 $429,356 $431,460 $433,565 $435,670
$627,203 $639,747 $642,883 $646,019 $649,155
** Maint. Worker 57 $28,018 $28,578 $28,718 $28,859 $28,999 $280,180 $285,784 $287,185 $288,585 $289,986
1 Mechanic 59 $28,246 $28,811 $28,952 $29,093 $29,235 $28,246 $28,811 $28,952 $29,093 $29,235
1 Asst Mech 59 $28,246 $28,811 $28,952 $29,093 $29,235 $28,246 $28,811 $28,952 $29,093 $29,235
$336,672 $343,405 $345,089 $346,772 $348,456
$2,278,990 $2,324,570 $2,335,965 $2,347,360 $2,358,755
$45,580 $56,975 $68,370 $79,765
$1,505 $1,882 $2,258 $2,634
Police PERA
Other PERA $1,480 $1,850 $2,220 $2,590
$2,527 $3,159 $3,790 $4,423
FICA $23,400 $23,400 $23,400 $23,400
H&L 65 Employees
$74,492 $87,265 $100,038 $112,812
Total Cost
Barry 29 1/12/93
* Employee Classifications with Proposed Changes