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HomeMy WebLinkAbout07/24/1995 TENTATIVE AGENDA SHAKOPEE, MINNESOTA COMMITTEE OF THE WHOLE JULY 24, 1995 LOCATION: City Hall, 129 Holmes Street South Mayor Gary Laurent presiding. 1] Roll Call at 4:00 p.m. 2] Approval of Minutes of June 19th and 26th, 1995 3] Budget Overview 4] Staffing/Reorganization a] Park & Recreation - arena mgr., maintenance, superintendent b] Planning c] Police d] Other departments - customer service 5] City Assessment Policy 6] Customer Service - phone system 7] Other Business 8] Adjourn by 6:30 p.m. Dennis R. Kraft City Administrator COMMITTEE OF THE WHOLE MEETING NARRATIVE JULY 24, 1995 No. 3. The City Administrator will provide an overview of the 1996 budget process. No. 4. A discussion will be held on possible reorganization plans for some City departments. Department Directors will make brief presentations for their respective departments. No. 5. Engineering will lead a discussion on possible alternative assessment percentages for street, water and sewer reconstruction projects. No. 6. The telephone system in city hall is experiencing excess capacity problems. The provision of an acceptable level of customer service can not be accomplished without an efficient phone system. * * * OFFICIAL PROCEEDINGS OF THE SHAKOPEE CITY COUNCIL COMMITTEE OF THE WHOLE SHAKOPEE, MINNESOTA JUNE 19, 1995 Mayor Laurent called the meeting to order at 5 : 30 P.M. with Councilmembers Brekke, Beard, Sweeney and Lynch present. Also present: Dennis R. Kraft, City Administrator; Gregg Voxiand, Finance Director; Barry Stock, Ass't. City Administrator; Judith S. Cox, city Clerk; Bruce Loney, Public Works Director/City Engineer; Dave Nummer, Staff Engineer;and Paul Bilotta, Acting Planning Director. Lynch/Brekke moved to approve the Minutes of May 30, 1995. Motion carried unanimously. Mr. Kraft stated that various staff members will present the 5-Year Capital Improvement Plan. He said that it isa draft and that following the presentation that staff would like to open the discussion up to questions from Councilmembers. Mr. Nummer stated that project selections have been based on their impact to the tax levy trying to keep it at an even level. He pointed out that page 21 of the draft CIP shows the total tax levy as a result of bond issues for non-assessed costs. If you take out the $1, 500, 000 for the fire station in 1997 , the tax levy is level for four years. Mr. Nummer appraised Council of what staff has been doing to come up with costs for streets, utilities, patch overlay. He said that they are changing the philosophy to reconstruct streets only, not including utilities. He said that Shakopee Public Utilities has been in on the discussions, block by block costs for utilities, and the draft includes SPUC input. Cncl. Sweeney stated that he would like to see an additional column identifying the City costs as a result of assessments to City properties. Mr. Nummer stated that $115, 000/yr. for pavement preservation is not shown here at all . Mr. Loney stated that pavement preservation will extend the life of a street. Mr. Brekke asked how the projects are prioritized. Mr. Nummer responded that new expansion is development driven and the improvements are assessed 100% . He said that reconstruction of streets is based on the severity of the problem and the availability of funds. He said that they try to group streets in one area together. Mr. Loney stated that streets within a particular year are not prioritized. Official Proceedings of the June 19, 1995 Shakopee City Council (COW) Page -2- Cncl . Brekke stated that we need to look at street widths. Cncl. Sweeney stated that we need to look into increasing the assessment percentages for reconstruction. Cncl .Brekke stated that we should look at a sewer reconnection fee versus assessments. Mr. Voxland reviewed the Capital Improvement Fund Projected Fund Levels for 1996-2001. He said that there are significant draw downs as a result of assessments against the City for the civic center and Tahpah Park. He said that the sewer fund looks good because of TIF funds to be used for the Chaska Interceptor and the reduction of the River Trunk costs. Mr. Stock clarified that cash flow could cause the TIF to be used for the Chaska Interceptor, if needed, but hopefully it will be paid by development. Discussion followed. Relating to the new park and the DNR Trail cost for $900, 000, Cncl.Sweeney questioned the dollars at Tahpah Park for adult recreation. Cncl .Beard stated that he would like to see the total dollar figure being spent for each park, grouped per park, so that we can come up with some type of balance. Consensus to remove the salt storage shed from the CIP. Regarding the acquisition of a site for a new public works facility, Mr. Kraft stated that an in house feasibility study on the acres needed can be done. Discussion continued. Cncl . Sweeney suggested pushing Muhlenhardt Road out past the peak of debt service levy. Cncl.Beard suggested not pushing it out past 1997 . Sweeney/Beard moved to direct staff to come up with a formula to maintain about $500, 000 per year through the year 2000 for tax levy for capital improvement projects, ignoring the effect of the fire station, and make appropriate adjustments to the 5-Year Capital Improvement Plan. (Cncl. Sweeney clarified that the formula should affect the tax capacity rate rather than direct dollars, but that the formula aim in the general vicinity of $500, 000 . ) Motion carried unanimously. Official Proceedings of the June 19 , 1995 Shakopee City Council (COW) Page -3- Mr. Loney stated that adoption of a Comprehensive Stormwater Management Plan has been mandated by the 509 Management Laws. He stated that Shakopee is located within four water management organizations and introduced Mr. Peter Willenbring of Orr-Schelen- Mayeron & Associates, Inc. who prepared Shakopee's Plan. Mr. Willenbring explained that the Planning Commission saw the City's Plan in June of 1994 and that there is a need to move forward so that other things could move forward. Mr. Willenbring identified the various sections in the Table of Contents of the City of Shakopee Comprehensive Stormwater Management Plan. Mr. Willenbring stated that we are trying to develop a Plan to meet the requirements of all agencies to manage water throughout the City. (Sec II, Page 1) Section III addresses precipitation, geology and topographic information which is important to manage as the City develops. Section IV establishes goals and policies. Section V is an assessment of problems and corrective actions. This is the meat of the Plan. Section VII addresses implementation priorities and implementation of the Plan. For each problem there is a corrective action represented in three tables found on pages 1 to 17 . Mr. Willenbring stated that pages 1-10 are programs, pages 11 - 13 are studies, and pages 14 - 17 list the capital improvement projects. Mr. Willenbring stated that we have a good handle on what we could or should do. Section VI identifies the financial considerations for implement- ing of the Plan. One possibility would be a storm sewer trunk fee. Mr. Willenbring stated that the report provides a wish list of ways the City could do to manage storm water. Discussion followed. Cncl. Beard asked if there is anything in the Plan that will impact reconstruction projects? Mr. Willenbring stated that Plan requires pre-treatment of stormwater runoff before it is discharged into the Minnesota river. It does not necessarily require treatment, ie: if reconstruction of a street doesn't increase the rate of runoff or if the impervious surface doesn't change do you need to do anything? He said that everything that we are doing today as part of development activity we can continue to do. Official Proceedings of the June 19, 1995 Shakopee City Council (COW) Page -4- Cncl. Sweeney asked if the existing stormwater drainage facilities are grandfathered without having to be added to. Mr. Willenbring responded that he believed so. He said that the City would not be required to retrofit anything until redevelopment takes place. Discussion followed. Mr. Willenbring stated that he would suggest putting specific language into the Plan addressing Council's concerns. He said that he would prepare language for Council' s consideration. Mr. Loney stated that the goals and policies of the Plan set the tone for development and for water management use in the City. Mr. Willenbring stated that there was a caveat added to a number of policies that states, "You do this where feasible and practical to do so. " He said that this is language that could be extended through a number of these policies. Cncl. Sweeney suggested that Mr. Willenbring add some appropriate adjustment to the Plan so as to keep from digging up downtown Shakopee. Consensus that new development be in conformance with this Comprehensive Stormwater Management Plan and that staff will make appropriate changes to the Plan and bring it back to City Council for consideration at another Committee of the Whole meeting. Sweeney/Brekke moved to direct staff to take those actions which are necessary to tap into the Metropolitan Council funding for affordable housing. Discussion followed. Mr. Bilotta stated that we could do a Plan using seed money and then decide whether or not to continue with the Plan. He said that there is not a lot of commitment up front. Discussion continued on whether or not to go after funds and how much the City will actually get into housing. Motion carried with Cncl.Beard and Mayor Laurent dissenting. Mayor Laurent stated that the City can play a big role in the kind of housing to be developed in the community. We need to get a grip on the type of housing problems there really are. The next Committee of the Whole was set for Monday, June 26, 1995 at 5 : 30 P.M. Mayor Laure t adjourned the meeting at 8 : 46 P.M. OJidith S. Cox C ty Clerk Recording Secretary OFFICIAL PROCEEDINGS OF THE SHAKOPEE CITY COUNCIL COMMITTEE OF THE WHOLE SHAKOPEE, MINNESOTA JUNE 26, 1995 Mayor Laurent called the meeting to order at 7 : 03 P.M. with Comm. Brekke, Beard, Sweeney, and Lynch present. Also present: Dennis R. Kraft, City Administrator; Karen Marty, City Attorney; Judith S. Cox, City Clerk; Bruce Loney, Public Works Director/City Engineer; Paul Bilotta, Acting Planning Director; and Dave Nummer, Staff Engineer. Bruce Loney spoke about the Joint Powers Agreement relating to stormwater and associated costs in the Eagle Creek Watershed in western Savage. He explained that an AUAR report requires that stormwater discharged to Eagle Creek now be diverted to the North and ultimately into the Minnesota River. He stated that the City of Savage has requested that the City of Shakopee participate in a cost sharing agreement. Mr. Loney stated that the initial Joint Powers Agreement with Savage was approximately $88, 600. 00 based on flow. A discussion as to the route of flow to Eagle Creek ensued. A discussion as to the obligation of neighboring cities to accept flow rates ensued. A discussion regarding drainage, County Road 83 developments, and the MUSA timeline ensued. It was the consensus of Councilmembers to direct staff to perform a cursory feasibility study to look at alternatives for drainage. Paul Bilotta stated that in preparing studies on street width staff has four questions needing further direction. 1) Does affordable housing involve more than street width? 2) Does this involve local streets only or should the standards for collector streets also be considered? 3) Is staff looking at new construction or should they be looking at strategies to bring this up with future reconstruction as well? 4) Should staff be looking at the standard two driving lanes and two parking lanes on both sides of the street; or should they look at options that involve reducing driving lanes on local streets, parking on one side, or no parking? In response to question #1: It was the consensus of Councilmembers that affordable housing involves more than street width. In response to question #2 : It was consensus of Councilmembers that this involves local streets. Mr. Loney stated that reducing the street widths would increase the oversizing costs. Official Proceedings of the June 26, 1995 Shakopee City Council (COW) Page -2- In response to question #3 : Mr. Sweeney suggested going with a policy incorporating Mr. Loney's ideas for street width in new subdivisions, but with re-construction, unless a majority of the affected property owners ask that the street width be reduced, it should not be done. In response to question #4 : It was the consensus of Councilmembers to direct staff to look at less than two driving lanes when reducing street widths. The next Committee of the Whole meetings were set for Monday, July 24, 1995 at 4 : 00 P.M. ; Monday, July 31st at 4 : 30 P.M. ; and Tuesday, August 29th at 5: 00 P.M. There being no other business to come before the Committee of the Whole, Mayor Laurent adjourned at 7 : 54 P.M. •i u-p ✓ - 4u ith S. Cox City Clerk Esther TenEyck Recording Secretary TENTATIVE AGENDA SHAKOPEE, MINNESOTA COMMITTEE OF THE WHOLE JULY 24, 1995 LOCATION: City Hall, 129 Holmes Street South Mayor Gary Laurent presiding. 1] Roll Call at 4:00 p.m. 2] Approval of Minutes of June 19th and 26th, 1995 3] Budget Overview 4] Staffing/Reorganization a] Park & Recreation - arena mgr., maintenance, superintendent b] Planning c] Police d] Other departments - customer service 5] City Assessment Policy 6] Customer Service - phone system 7] Other Business 8] Adjourn by 6:30 p.m. Dennis R. Kraft City Administrator COMMITTEE OF THE WHOLE MEETING NARRATIVE JULY 24, 1995 No. 3. The City Administrator will provide an overview of the 1996 budget process. No. 4. A discussion will be held on possible reorganization plans for some City departments. Department Directors will make brief presentations for their respective departments. No. 5. Engineering will lead a discussion on possible alternative assessment percentages for street, water and sewer reconstruction projects. No. 6. The telephone system in city hall is experiencing excess capacity problems. The provision of an acceptable level of customer service can not be accomplished without an efficient phone system. T I doe-s /vOT i..JA,4 i 7-4.:1 4,47 „J, Iui o�.T �,_t Approa4/ / C7v�� STRATEGIC PLAN DRAFT COPY PREFACE This is the Shakopee Police Department' s Strategic Plan. It includes statements of purpose, values, vision for the future, and critical issues that will be the department' s focus over the next five years. This plan is not complete. A partial draft copy is being submitted for review and discussion for the following reasons: * The plan must reflect input from the members of the community, the City Council and other units of government. It would be inappropriate to solicit input from members of the community and in all probability develop support for the plan without seeking direction from Council first. * There are three ways to approach plans of action. - Implement with little planning. This approach often results in constant shifts in goals and actions which can be highly upsetting to the community and the department. - Plan then implement. Even a very detailed plan will not be able to predict obstacles that will arise. - Plan and implement simultaneously. Implementing some aspects of the plan while the planning process continues allows the department to get started in a reasonable amount of time, involves more personnel before enthusiasm for the plan cools off and permits ongoing planning to benefit from feedback. * Shakopee's plan should anticipate changes that will evolve as the city grows. For this reason, it should be open ended and subject to regular review and adjustment so available police resources are utilized as efficiently and effectively as possible. VISION The vision for the future of the police department includes: - Formally implementing community policing to develop a strong Police/Community partnership - Problem Solving - Valuing Employees - Managing resources effectively. Community policing is based on the following principles: * Preventing crime is as important as arresting criminals; * Preventing disorder is as important as preventing crime; * Reducing both crime and disorder requires that police work cooperatively with people in neighborhoods to > identify their concerns, > solicit their help, and > solve their problems. (James Wilson) MISSION: The Shakopee Police Department is dedicated to protecting, serving and working with the public to promote and maintain a safe, peaceful community. VALUES Our strategic plan is based on the values inherent in a democratic system. The Police Department views our primary clientele to be the citizens of Shakopee. In his "History of Police in England and Wales" , T.A. Critchley writes, "From the start, the police was to be a homogeneous and democratic body, in tune with the people, belonging to the people and drawing its strength from the people. " In 1829 , when England' s Home Secretary, Sir Robert Peel founded the London Metropolitan Police, he wrote, "The police should at all times maintain a relationship with the public that gives reality to the historic tradition that the police are the public and the public are the police; the police are the only members of the public who are paid to give full-time attention to duties which are incumbent on every citizen in the interest of community welfare. " Constitutional values of our democracy - Citizens have the right to participate in the development of policies which directly affect their lives. - All citizens have the right to be treated with dignity and respect. - All people have the right to fair and equal treatment. Maintaining the trust of the public - Police Department employees are honest and open with all people - We encourage and nurture cooperation with the public - We believe all citizens have the right to responsive leadership from the police. Promoting excellence within our department - The Police Department promotes high standards in the field of law enforcement - We advocate the growth of our employees as law enforcement professionals - We take pride in our work and treat each other with respect - We are ethical and trustworthy. Goal Setting - Identify priorities - Establish goals - Adhere to goals - Evaluate outcomes. CORE FUNCTIONS Although a traditional set of core functions exists for the department, it seems most in keeping with the intent of this plan to identify and re-evaluate them in concert with the community. CRITICAL ISSUES Identify critical issues that will be the department' s main focus over the next five years. Critical Issue #1 - Develop a strong police community partnership. * Strategy - Strengthen communication between the department and the community. > Involve community members in the communication process; > Seek out ways to strengthen communication; > Better communication will maintain and improve the public' s trust in the department. Community policing is an evolutionary, rather than a revolutionary idea. Since the late '70 's, it has cropped up as a police strategy under various names including team policing, problem oriented policing and community oriented policing. The common element in these efforts was to enhance communication between police officers and members of the communities they served usually by encouraging officers to get out of their cars and spend time walking around neighborhoods. - Involve police officers and citizens in community policing: > Officers and citizens work together to solve problems related to crime, fear of crime, neighborhood deterioration and social disorder; > Citizens have input in setting police priorities and are involved in efforts to maintain or improve the quality of life in their neighborhoods; > Focus of police shifts to long term problem solving, building and maintaining partnership with citizens, and producing quality follow through while maintaining emphasis on fair, impartial enforcement of the law. - The police will take a leadership role as a problem solver and a referral link to services both inside and outside the department. - The police will work with the community, other city departments and components of the Criminal Justice System to find the best ways to address problems and determine who should be involved in the solutions. Community institutions are the first line of defense against disorder and crime. It is, therefore essential that the police work closely with all facets of the community to identify concerns and to find the most effective solutions. * Process - Resolution by Council supporting the implementation of a strategic plan for community policing. > Recognize the value of Community Policing. > Publicly support Community Policing. > Financial support for Community Policing. - Systematic identification of mandates > Federal - requirements for COPS FAST > State - requirements governing operation of police department > Other. - Continue to review and develop goals, strategies, training needs and performance standards for successful community policing in Shakopee. Crime control tactics need to be augmented with strategies that prevent crime, reduce the fear of crime and improve the quality of life in neighborhoods. Fear of crime is itself a significant problem. - Monitor community policing pilot projects and explore models appropriate for department wide application. - Encourage community members to be involved in expansion of community policing. Getting to the community better will also provide officers with more realistic assessments of the needs of community members and their expectations of police service. Better sources of information about criminal activity and perpetrators will also be byproducts of such relationships. - Expand ride-along opportunities for members of the community. - Continue public survey to measure citizen satisfaction with police service. - Incorporate community policing philosophy into curriculum for recruit classes and FTO Program. - Seek ways to enhance communication with the community. The police and the community must be collaborators in the quest to encourage and preserve peace and prosperity. Talking to local business owners to help identify their problems and concerns, visiting residents in their homes to offer advice on security, helping to organize and support neighborhood watch groups and community meetings, canvassing a neighborhood about a string of burglaries and revisiting neighbors to inform them when the burglar is caught are all part of the partnership. * Implementation Plan - City Council - Department meeting - Community meeting * Strategic Direction - Continue to expand community policing philosophy through internal initiatives and through increased involvement with the community and external agencies including other branches of city and county government. Critical Issue #2 - Valuing Employees * Strategy - As decisions regarding delivery of police services become more decentralized the importance of the role of each individual employee becomes more evident when they are called upon not only to work harder but also more creatively. Such efforts cannot be compelled. Voluntary, enthusiastic participation is necessary. - Employee satisfaction will be enhanced through renewed emphasis of individual recognition, professional enrichment and personal development. - Avenues of communication between all levels of the department, between the department and the community and the department and all other areas of city government will be improved so that: > Organization values and direction are understood; > Everyone has the opportunity for input into the appropriate decision making processes; and > Employees have timely access to information necessary for job performance and department functioning. - Goals for Critical Issue # 2 : > Promote job satisfaction and further positive employee self-esteem. > Ensure employees a safe, productive work environment. > Recognize and reward employee performance which enhances the department' s ability to accomplish its mission; and > Improve citizen satisfaction with police services. * Process - Review and revise the current award and recognition system to include all employees and provide consistency in recognizing employee contributions. - Continue to provide professional and personal development opportunities for all employees. - Continue to meet periodically with representative employee groups to improve communication and increase understanding of the department mission. - Continue review and revision of performance evaluation system to accurately reflect employee performance. * Implementation Plan * Strategic Direction - Continue to monitor and explore employee concerns and participate in developing solutions. - Continue to improve internal and external communication. - Continue to explore and expand professional and personal development opportunities for all employees. Critical Issue #3 - Problem Solving Problem solving is the process through which the specific concerns of the community are identified and through which the most appropriate remedies to abate them are found. Critical Issue #4 - Managing Resources Effectively. * Strategy - Increased emphasis on technology in all areas of law enforcement, especially in the area maintaining ready access to information > Utilize advanced technology to maintain and improve efficiency of department employees to maximize impact of funding; > Review and continue to use effective strategies for staff and resource allocation; > Continue to review and utilize most effective law enforcement strategies and techniques to enhance patrol and investigative capabilities - To identify technological innovations, employees identify equipment needs to administrators who confer with appropriate external and internal advisors and submit recommendations to the Chief for review. * Process * Implementation Plan * Strategic Direction Critical Issue #5 - Drug Problem * Strategy - Develop community awareness of the link between drugs and violent crime - Continue to dedicate resources and personnel to drug enforcement - Continue Drug Abuse Resistance Education (D.A.R.E. ) * Process * Implementation Plan * Strategic Direction Critical Issue #6 - Increased Population * Strategy - The police department must meet the 21st Century with the ability to ensure basic safety to the community. This challenge lies in three strategic areas: structural change, service philosophy and control of funds. Unless structure follows strategy, inefficiency results. -Diversify of the police department to more closely reflect the population of the community. * Process * Implementation Plan * Strategic Direction A RESOLUTION ADOPTING A COMMUNITY ORIENTED POLICING PHILOSOPHY BY THE SHAKOPEE POLICE DEPARTMENT AND FOR THE COMMUNITY. Whereas, the City Council recognizes the interdependence and shared responsibility between the police and the community; and Whereas, the Shakopee Police Department is dedicated to the maintenance and further development of a partnership with the community; and Whereas, community growth may inhibit the maintenance and further development of this partnership; and Whereas, the importance of the partnership increases proportionately with community growth; and Whereas, the philosophy supporting community policing is consistant with the City Council's expectations of the police department; and Whereas, community policing will enable the police department to better serve the citizens of Shakopee; NOW, THEREFORE, BE IT RESOLVED, That the City Council of the City of Shakopee does hereby endorse the adoption of a community oriented philosophy by the Shakopee Police Department.