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HomeMy WebLinkAbout08/23/1994 TENTATIVE AGENDA ADJ.REG. SESSION SHAKOPEE, MINNESOTA AUGUST 23 , 1994 LOCATION: City Hall, 129 Holmes Street South Mayor Gary Laurent presiding 1] Roll Call at 5 : 00 p.m. 2] Approval of Agenda 3] Proposal for Financial Review of Lifetime Fitness, Inc. 4] Other Business 5] Adjourn TENTATIVE AGENDA SHAKOPEE, MINNESOTA COMMITTEE OF THE WHOLE AUGUST 23 , 1994 LOCATION: City Hall, 129 Holmes Street South Mayor Gary Laurent presiding 1] Roll Call at 5: 00 p.m. 2] Approval of Agenda 3 ] Approve Minutes of July 19 , 1994 4] Housing/Economic Development Authority Discussion 5] Budget: 5-Year CIP 6] Budget: 5-Year Capital Equipment List 7 ] Other Business 8] Adjourn at 7 : 00 p.m. to Thursday, August 25th at 5: 00 p.m. Dennis R. Kraft City Administrator C 1161 C1L SPRINGSTED 120 South Sixth Street Suite 2507 PUBLIC FINANCE ADVISORS Minneapolis, MN 55402-1800 (612) 333-9177 Fax: (612) 349-5230 Home Office 85 East Seventh Place 16655 West Bluemound Road Suite 100 Saint Paul, MN 55101-2143 Suite 290 (612) 223-3000 Brookfield, W7 -8222 53005-5935 Fax: (612) 223-3002 Fax:(4(414)422 782-2904 6800 College Boulevard Suite 600 Overland Park, KS 66211-1533 (913) 345-8062 August 18, 1994 Fax: (913) 345-1770 1850 K Street NW Suite 215 Mr. BarryStock, Assistant Administrator Washington, DC 2200 (202) 466--33443344 Shakopee City Hall Fax: (202) 223-1362 129 Holmes Street South Shakopee, MN 55379 Re: Proposal for Financial Review of Lifetime Fitness, Inc. Dear Mr. Stock: This proposal is in response to your inquiry regarding a Springsted review of the financial condition of Lifetime Fitness, Inc. This review would take the form of an examination of multi- year financial statements of the contracting/operating entity; which we assume to be Lifetime Fitness, Inc. This examination would include a general opinion by Springsted of the current financial condition, but would not opine on future situations. Based on the City's request, we would also survey references provided by Lifetime. We would not review qualifications and histories of any Lifetime personnel, nor would this proposal include any additional services for negotiation of the operating contract. Springsted has provided this service to other clients entering into contractual relationships with private parties. We have two professionals in our Economic Development Group who have backgrounds in pro forma and financial statement analysis. We propose being compensated on our standard hourly rate basis. We would commit to a not-to-exceed maximum compensation of$10,000 plus any out-of-pocket expenses. We would commit to delivery of the final product within 15 business days from receipt of all materials from Lifetime Fitness. We appreciate your contacting us and are prepared to begin immediately on the projects. Please contact us if we can be of any assistance. Respectfully, David N. MacGillivray Principal Director Project Management /dma Action Requested: Authorize the appropriate City Officials to utizlize the services of Springsted Ito complete the Lifetime Fitness due diligence. CC, A Lid, TO: Dennis R. Kraft, City Administrator FROM: Tom Steininger, Chief of Police SUBJECT: Vacant Clerical Position DATE: 08 22 94 INTRODUCTION: Permission from Council is needed to hire a clerk/typist from a Temporary Employment Service. BACKGROUND: As you know, Sherry Borchardt submitted her resignation earlier this month and will leave us at the conclusion of her work day on August 24, 1994. The Civil Service Commission met and initiated the process to establish an eligible list for this position. Testing is going slower than we had anticipated and will not be completed in time to have a replacement in place by the time Ms. Borchardt leaves. In the interim, the Police Department would like to hire a clerk/typist through Valley Temporary Staffing, Inc. , of Shakopee for 20 hours a week at a cost of $11.62 per hour until a replacement for Ms. Borchardt is hired through the Civil Service process. This employment should not exceed three weeks. There are funds in the Police Budget to cover this expenditure. The Police Civil Service Rules allow for appointment of provisional employees for up to 90 days by action of the Appointing Authority and Civil Service Commission. Authorizing a provisional employee would provide the Police Department a way to hire a clerk/typist from Valley Temporary Staffing, Inc. The department clerical unit is understaffed as is and will not be able to keep up with their workload if this position is not filled. ALTERNATIVES: 1. Authorize hiring a part-time clerk/typist through Valley Temp. 2 . Do not authorize hiring of a part-time clerk/typist. RECOMMENDATION: Alternative # 1.. ACTION REQUESTED; Authorize the appropriate city officials to hire a part-time clerk- typist from Valley Temporary Staffing, Inc. for 20 hours a week at a rate of $11. 62 per hour. c P4.q TO: Dennis R. Kraft, City Administrator FROM: Gregg Voxland, Finance Director RE: HRA Tax Levy DATE: August 23 , 1994 The Legislature changed the date for final adoption of the tax levy for the HRA. The HRA now has to certify its final levy to the county by September 15. Council/HRA needs to reach a decision on an HRA/EDA/Port Authority with respect to the amount of the tax levy to certify by September 15th. TO: Dennis R. Kraft, City Administrator FROM: Gregg Voxland, Finance Director RE: Rahr Tax Appeal DATE: August 22, 1994 Introduction Rahr Malting has filed another tax appeal. The county assessors office has contacted the City regarding cost participation in obtaining outside expert assistance for the appeal. Background Last year, Rahr appealed their assessment utilizing Peter Patchin and was successful in obtaining a $4, 000, 000 reduction from the courts. The county does not have the expertise to contest Mr. Patchin's testimony. There are apparently very few people in the county with the qualifications to contest Mr. Patchin's data. This year Rahr is seeking another $2, 000, 000 reduction in value. According to the assessor, a reduction in value of $6, 000, 000 equates to a loss of tax dollars of $400, 000 annually. The dollars involved warrant obtaining outside expert assistance and such assistance is over and above the assessing contract. Projected costs are $3 , 000 - $5, 000 flat rate plus air fare and lodging plus $150 per hour for court appearnce if needed. Funding would be General Fund contingency. Alternatives 1. Cost share 50/50. 2 . Cost share on some other basis. 3 . Do not cost share. 4 . Ask ISD 720 to share also. ASSESSMENT AGREEMENT BETWEEN THE CITY OF SHAKOPEE AND THE COUNTY OF SCOTT THIS AGREEMENT is made and entered into by and between the City of Shakopee and the County of Scott , State of Minnesota, this day of 19 WHEREAS, the City of Shakopee wishes to enter into an agreement with the County of Scott to provide for the assessment of the property in said City by the County Assessor ; and WHEREAS, it is the wish of said County to cooperate with said City to provide for a fair and equitable assessment of property; NOW THEREFORE IN CONSIDERATION OF THE MUTUAL COVENANTS HEREIN CONTAINED IT IS AGREED AS FOLLOWS: 1 . That the City of Shakopee which lies within the County of Scott and constitutes a separate district , shall have its property assessed by the County Assessor of Scott County, for the assessment of the year 1994. 2. That the County Assessor of Scott County assign a knowledgeable assessor with industrial/commercial experience to provide the Shakopee assessment , said assessment to be reviewed by the Deputy Assessor who coordinates all industrial /commercial assessments. 3. That the assessor assigned to Shakopee be available during normal working hours to respond to Shakopee citizens' requests for assessing information and requests for assessment data from the City of Shakopee. 4 . That the City of Shakopee will continue to conduct a Board of Review and upon the agreement of both parties, the City Attorney may assist the County Attorney in any tax appeals. 5. That in consideration for said assessment services , the City of Shakopee hereby agrees to pay the County of Scott the sum of $31 ,500 on or before July 15, 1994 . IN WITNE S WHEREOF, the parties have executed this agreement this � _ _ day of � \5_, 19 9, . In presence of: For City of Shakopee ( By n .j Signed : IC .,, Mayor -� • V City Administrator Attest City Clork In presence of: F Co of Scott Signed _�- By Attest l', L '. //�: JAw - - - EDO, SCO COUNT ATTORNEY i � / Approved as to Form /,'_�t �-i f OFFICIAL PROCEEDINGS OF THE SHAKOPEE CITY COUNCIL COMMITTEE OF THE WHOLE SHAKOPEE, MINNESOTA JULY 19, 1994 Mayor Laurent called the meeting to order at 6: 00 p.m. with Cncl. Lynch, Beard and Sweeney present with Dirks absent. Also present were: Dennis Kraft, City Administrator; Barry Stock, Asst City Administrator; Karen Marty, City Attorney; Lindberg Ekola, City Planner; Dave Nummer, Civil Engineer; Judith S. Cox, City Clerk; Gregg Voxland, Finance Director; and Paul Bilotta, Senior Planner. Sweeney/Lynch moved to approve the Minutes of June 28, 1994. Motion carried with Cncl. Beard abstaining. Paul Bilotta gave a presentation on the 5 Year CIP packets given to Council. Cncl.Lynch asked how it is determined which streets will be reconstructed. Dave Nummer stated that currently the policy for checking the street conditions for repairs is done by Staff driving each street in Shakopee and making an estimation based on the looks of the street. He stated there are some situations where a resident will request an improvement. He stated that Staff is looking at a pavement management system which is a more sophisticated way to determine the condition of the streets. Cncl. Sweeney stated that Staff needs to project a better balance for street construction over the five-year period to balance debt service costs. He stated that SPUC would like a joint meeting with City Council to discuss replacing watermains when the City does a street reconstruction. Mr. Ekola explained that Staff did the budget differently this year to include actual funding possibilities for each project to forecast funding issues over the next five years. He stated that over the past couple years the engineering department has maintained a 2. 6 to 3 million dollar cost in street projects. Cncl. Sweeney pointed out that it is unlikely that we will have three county projects in 1996-98 and coincidentally we have three county projects in 1995. Council decided to review the CIP draft more thoroughly and discuss it further at the next meeting. Mr. Stock gave a presentation on the HRA budget stating that Staff used a status quo budget including the $25, 000 miscellaneous which is the downtown rehab grant program. He stated that the computer committee is recommending additional computers of approximately $2500 in the capital equipment fund. Mr. Stock stated that the Official Proceedings of the , July 19, 1994 Committee of the Whole Page -2- Stans House was not included in the budget since it is Staff's estimation that this project will be finished in 1994 . Mr. Kraft stated that Staff needs to amend the 1994 budget to include the Stans House as well as the estimated sale price of the property which would also effect the budget. Mr. Stock gave a presentation on the Transit Budget for 1995. He explained that the revenue is generated by reimbursement of tax levy through the Regional Transit Board (RTB) and does not impact the general fund. He stated that the City is working to implement a fixed route service from Shakopee to Eden Prairie Center which would eventually go to Minneapolis and the Mall of America. Cncl. Sweeney stated that he would not like to have the busses dead heading back to Shakopee but rather bringing people out for jobs or other possibilities. Mr. Stock stated that the City would receive 90 percent of the transit taxes. He stated that the transit service will be on a six-month trial basis to see if it is feasible for Shakopee to maintain. Mr. Stock stated that the Community Development Commission (CDC) is recommending the creation of an Economic Development Authority (EDA) and an Economic Development Specialist position. Mr. Kraft stated that smaller towns have a port authority position due to the need for an increase in growth and development, whereas Shakopee does not have that problem. Gary Morke, CDC Member, commented that Shakopee should work more with the CDC concerning recommendations and other issues brought to Shakopee since the City's staff is overloaded. He stated that the CDC felt it was important for Shakopee to have an EDA created with a staff person to support it. Lynch/Beard moved to adjourn the meeting at 7: 30 p.m. Motion carried unanimously. CTdith S. ox ty Clerk Debra Zabel Recording Secretary MEMO TO: Dennis R. Kraft, City Administrator FROM: Barry A. Stock, Assistant City Administrator RE: Economic Development Authority Discussion DATE: July 12, 1994 INTRODUCTION: For the past three months the Shakopee Community Development Commission has been discussing the possibility of creating an Economic Development Authority. The Commission is recommending to City Council that an Economic Development Authority be created in lieu of a Housing and Redevelopment Authority. BACKGROUND: The primary purpose of an HRA is to promote urban redevelopment and low and moderate income housing opportunities. Under the Economic Development Authority Legislation, a City Council can pick and choose powers that they want to grant to their Economic Development Authority. This being the case, the City could choose to merge the HRA and the Economic Development Authority powers . Municipalities have a great deal of flexibility in picking and choosing what they want to grant to their Economic Development Authority. When an EDA and HRA merge, a City Council has the opportunity to build in certain checks and balances. An Economic Development Authority must have at least two Council members represented on it . It can be comprised of either three, five or seven members. The composition of the authority could either be all City Council members or a mixture of Council members and residents . To establish an Economic Development Authority is fairly easy. Basically, the only thing that needs to be done is to pass an enabling resolution establishing the powers and responsibilities of said authority. An Economic Development Authority and Housing and Redevelopment Authority both have levy authority. Staff believes that the levy authority is the same for each. The Community Development Commission believes that housing is an important issue for the City to be involved in. However, the CDC believes that rather than establishing and implementing housing programs, the HRA should take a more active role in the area of stimulating housing opportunities through economic development incentives . In other words, housing projects would be pursued on a economic development front with City assistance provided on the front end with program administration handled by the property owner and/or developer. The CDC believes that ultimately the best possible long term scenario for the City to consider would be to create an Economic Development Authority and then pursue special legislation to obtain Port Authority designation. Due to the complex nature of managing housing programs, the CDC believes that it would be fairly costly for the City to take an active role in promoting housing programs. Additionally, the Scott County HRA is already in existence and has qualified staff that can develop these programs and manage them. The CAP Agency is also actively involved in providing housing opportunities. Shown in attachment #1 is a list of pros and cons that the CDC developed with respect to the creation of an Economic Development Authority. Shown in attachment #2 is a lengthy summary which compares the powers and duties of an Economic Development Authority vs. a Port Authority. The CDC is also recommending that the City create an Economic Development Specialist position to staff the Economic Development Authority. Shown in attachment #3 is a possible job description for said position. An approximate salary range for this position would be between $33, 000 and $41, 000 . Staff would like the City Council in a Committee of the Whole meeting discuss whether or not they feel it would be beneficial to pursue the creation of an Economic Development Authority or maintain the status quo with respect to the Housing and Redevelopment Authority. ALTERNATIVES: 1 . Direct the appropriate City officials to draft the necessary documents to establish a Economic Development Authority. 2 . Direct the appropriate City officials to draft the necessary documents to establish a Economic Development Authority and continue to have a Housing and Redevelopment Authority. 3 . Define the objective of the local Housing and Redevelopment Authority and it' s mission. (Maintain status quo with firm direction. ) 4 . Direct the appropriate City officials to create an Economic Development Specialist position for inclusion in the 1995 Budget . 5 . Table action pending further information from staff. STAFF RECOMMENDATION: Staff recommends alternative #1 and #4 . ACTION REQUESTED: Direct the appropriate City officials to draft the necessary documents to establish a Economic Development Authority and create an Economic Development Specialist position for inclusion in the 1995 Budget . Attachment #1 Creation of an Economic Development Authority Assumptions: EDA would be comprised of seven members two of which would be council members. EDA would also hire FT Economic Dev. Coordinator. Pros 1. Public perception that a conflict of interest exists when Council serves dual role as HRA would be eliminated. 2 . Elimination of HRA would free up some of Council's time to deal with other City matters. (Reduction in Council workload) 3 . More time can be spent by seperate Board to develop a proactive economic development philosophy and work program. 4. Elimination of duplication of services in the area of Housing (Scott County HRA) 5. Full time staff allocated to promoting economic development and redevelopment. 6. City Admin. and Asst. City Admin. would have more time to deal with other general administation issues. 7. City Council would continue to retain control since many EDA actions require Council approval. City Council would also appoint EDA members. 8 . Confusion that exists with respect to whether the existing HRk's duties should focus on housing versus redevelopment would be eliminated. Cons 1 . Transfer of portion of Asst. City Admin. and City Admin. wages would be transferred out of _RA and into General Fund. ($22 , 300) 2 . Professsional service costs would he incurred to develop appropriate Resolutions to effectuate change in structure. ($5, 000) 3 . Annual cost of Econ. Dev. Cc__ . position. ( $33 , 000 -. $41, 000) City of Shakopee • Job Description JOB TITLE: Economic Development Coordinator EXEMPT: Yes JOB CODE: SALARY LEVEL: $33 , 000 - $41, 000 DIVISION: SHIFT: DEPARTMENT: Administration LOCATION: EMPLOYEE: REPORTS TO: City Administrator PREPARED BY: Barry Stock DATE: 6\14\94 APPROVED BY: DATE: SUMMARY: To provide vision, leadership and administrative skills for the Economic Development Authority, and to provide a spirit of cooperation between governmental and local groups working for the economic and social development of the community of Shakopee . ESSENTIAL DUTIES AND RESPONSIBILITIES include the following. Other duties may be assigned. Develops strategies for economic development/commercial renovation of the community. Effects harmonious working relationships between the City, Chamber of Commerce and works successfully with other related governmental and civic agencies . At the direction of the Economic Development Authority, develops and carries out strategies to market the community of Shakopee to interested developers. el - Reps==tents the Economic De-J__cp��:e-a Authority to local , regional and state functions . local � r,cegEg Meets with citizens, boards and commissions, busi __ , oect_ve bus ====._ -n s---- on matters related to economic development . PrG =- s attractive ____ancin :acka;ss utilizing block gra ft ftax increment -anci. Department a_tment of Trade and Economicco__ _velopment programs and other public andprivate financing techn_ lues . d ff reocrts oral t-esentatitns for e Prepares d=- C `2ritAuthority �., dd�Ct j' Council on 3'., .C"._C`r � Eccn:mic - lo 1 �pT - Economic __ • =- _ ..._ - • J03 DESC:.IPTION Job Title: Economic Development Coordinator Coordinates all development relating cant programs. Undertakes economic development studies and other projects at the direction of the City Administrator. Stays abreast of financing and business relocation and expansion techniques and is creative in their application to each situation. Serves as the initial contact person in economic development matters. Attends local business meetings, such as the Chamber of Commerce, to maintain a positive working relationship with the Shakopee business community. Maintains updated status of community profile and provides general information and assistance to businesses, industries and developers on all economic development matters . Attends all Economic Development Authority meetings and other meetings as required. Performs other tasks and duties assigned by the City Administrator. SUPERVISORY RESPONSI3ILITIES : Is under the direct supervision of the City Administrator. Staffs the Economic Devel: men= Authority under the supervision cf the Executive Director. Mus: be capable of effectively . communicating with other departments, citizens, boards and commissions, develo_ers, :he business community and the general ublic . QUALIFICATION REQUIREMENTS . To terform :his job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill , and/or a__lity required. Reasonable accommoda_ionsJmay be made to enc__e i..c-vidua_s with disabilities to perform the essential -._notions . UCAT=CN and/or ExSERI_. _E : =achelcr' s degree _ . A. =n _annir__ publ adr7.:...i strati oil, JOB DESCRIPTION Job Title : Economic Development Coordinator business administration or other related field. A Master' s degress in one of these areas is heighly preferred. LANGUAGE SKILLS: Ability to read, analyze, and interpret common scientific and technical journals, financial reports, and legal documents. Ability to respond to common inquiries or complaints from customers, regulatory agencies, or members of the business community. Ability to write speeches and articles for publication that conform to prescribed style and format . Ability to effectively present information to top management, public groups, and/or boards of directors. MATHEMATICAL SKILLS: Ability to apply advanced mathematical concepts such as exponents, logarithms, quadratic equations, and permutations. Ability to apply mathematical operations to such tasks as frequency distribution, determination of test reliability and validity, analysis of variance, correlation techniques, sampling theory, and factor analysis . REASONING ABILITY: Ability to define problems, collect data, establish facts, and draw valid conclusions. Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables. -YSICAL DEMANDS : The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions . While performing the duties of this job, :he employee is frequently required to use hands tc :ince_, handle, or feel objects, tools, or controls; reach with hands and arms; and talk or hear. The employee is occasionally required to stand, walk, and sit . Specific vision abilities required by this job include close s.. - , distance vision, color vis_:. , re_ spheral vision, depth perception, and the ability to adjust focus . 11451.c4failk *3 COMPAP„I SON ECONOMIC DEVELOPMENT AUTHORITY AND PORT AUTHORITY I. ECONOMIC DEVELOPMENT AUTHORITY H 7- A. Establishment 1. A written resolution, also referred to as the "enabling resolution", must be::-approved by the City Council. 2 . A public hearing must be held: a) there must be a public notice of time, place and purpose of the public hearing b) a summary of the resolution must be published c) this information must be published once a week for 2 consecutive weeks; the first publication appearing not more than 30 days prior to the date of the public hearing B. Advantages • 1. EDA provides an organization to deal exclusively with development and redevelopment activities. 2 . EDA centralizes economic development powers: EDA powers include both the powers of an HRA (Chapter 462) and the powers of financing and development granted to a City (Chapter 472A) . 3 . EDA can pool its bond reserves to provide financing for its development projects. 4 . MN State Statutes authorize a special general tax levy of . 75 mills for EDA development purposes. These funds can be used for staff and administrative costs as well as for programs such as loan pools . 5 . EDA can apply for the right to use powers granted under legislation to form and develop a foreign trade zone ( for further information please refer tc United States Code, Title 19 , Sections Ela-81u) . C. Disadvantages / Concerns 1 . Difficult for an EDA to create an e:cnom__ development district : a) district must satis= _e_uirem.ents of "redevelopment d_str__t" a__ord_. ; ?`.. State S to Chapter 273 . 7_ to ereate an ec_n:mid development district b) economic development districts must be contiguous 2 . MN State." Statutes'do not clarify the EDA' s taxing authority: a) EDA can authorize levy up to .75 mills b) HRA can authorize levy up to .75 mills c) Whether these amounts are cumulative or replace one another in situations where cities have both an HRA and an EDA is not addressed in the Statutes 3 . EDA is not authorized to build buildings or structures on land it owns. Such an action would require special legislation. 4 . EDA issuance of general obligaiton bonds is subject to a referendum and must be within the city's net debt limit. II. PORT AUTHORITY A. Establishment 1. Must be granted the powers to form or operate a port authority through special legislative action. 2 . Port Authority is coterminous with the City. ?�� his4ci c-,tS W aS G4 tbZ� 3 . Industrial development authority would be a more accurate name for a port authority. l +S B. Advantages 'S 1 . establishPA can asingle common bond pool : all �} facilities pay rent into a common bond fund and the authority pays the bondholder from this common fund. 2 . PA can own, construct, lease or sell property and facilities . 3 . PA can issue general obligation bonds for develcpmen- I a" / redevelopment purposes : a) can make property tax levy for bond repayment without an election b) bonds issued in this manner co not count toward the city ' s debt limit c) levy not subject to levy limits ( including per capita limit) 4 . PA has the power to act as a limited . ar:ner make or purchase loans for financing _asssta nc_ t _ `� • private , inclustrial Cr commercial coroorationz . COMPARISON HOUSING AND REDEVELOPMENT AUTHORITY An HRA is intended to concentrate mainly on housing and housing development/redevelopment activities. A certain amount of economic development/redevelopment is also permitted by the government. Established by a resolution approved by the city council. Authorized to: - carry out development and/or redevelopment activities in designated areas of the city. - create tax increment financing districts with the approval of the city council. - issue general obligation bonds if approved at a referendum. - levy up to .75 mills, but the levy must be within the city' s debt limit. - acquire and sell property. 1 - pool bond reserves for use on development and redevelopment projects. ' ECONOMIC DEVELOPMENT AUTHORITY An EDA is intended to concentrate mainly on economic development and economic redevelopment activities. Established by a resolution approved by the city council . Authorized to: - carry out economic development activities in designated areas of the city. - create tax increment financing districts with the approval of the city council. - issue general obligation bonds if approved at a referendum. - levy up to . 75 mills, but the levy must be within the city ' s debt limit. - accuire and sell property. - pool bond reser.•es for use on d_-.e_ n_.._ and redevelopment projects . - apply for the right to use powers granted under federal legislation .Lo form and develop a foreign trade zone. PORT AUTHORITY A PA is intended to concentrate mainly on economic and industrial development and redevelopment. Established through special legislation. Authorized to: - carry out development activities throughout the entire municipality in which it is established. - create tax increment financing districts. - issue general obligation bonds for development and redevelopment purposes without a referendum. - make a property tax levy for bond repayment without an election. The bonds issued in this manner do not count toward the city debt limit, and the levy is not subject to any levy limits, including the per capita 'limit. - own, construct, lease, sell and operate facilities. - establish a single common bond pool : all facilities pay rent into a common bond fund and the PA pays the bondholder from this common fund. • AUTHORITY OF GITY COUNCIL In the special legislation granting port authority authorization to the City of Rosemount, provisions were included which require certain activities and documents to be approved by the City Council prior to that activity or document taking place or being instituted. The following is a list of those items which must be presented for City Council approval by the Port Authority: 1) issuance of any bonds; 2) proposed projects; 3) any planned activities for influencing the action of any other governmental agency, subdivision or body; 4) administrative structure and management practices; 5) any other limitation or control established by the City Council in the enabling resolution. In addition, a port authority would have to follow the budget process that is established by the City and used by all City departments and only take actions which are consistent with the adopted comprehensive plan of the City. • HOUSING AND REDEVELOPMENT AUTHORITY PROVISION A provision was made in the special legislation which retains the powers of a housing and redevelopment authority within the jurisdiction of the port authority. THE LEGISLATION STATES "IF THE CITY ESTABLISHES A PORT AUTHORITY COMMISSION UNDER THIS SECTION, THE CITY SHALL EXERCISE ALL THE POWERS RELATING TO A PORT AUTHORITY GRANTED TO ANY CITY BY SECTIONS 469.048 TO 469.068 OR OTHER LAW, AND ALL POWERS RELATING TO A HOUSING AND REDEVELOPMENT AUTHORITY GRANTED TO ANY CITY BY SECTIONS 469.001 TO 469.047 OR OTHER LAW. Because a port authority is able to conduct any of the activities of an economic development authority and is granted the powers of a housing and redevelopment authority within the statute, creating a port authority within the City of Rosemount would only serve to increase the City's development opportunities. • PORT AUTHORITY POWERS AND DUTIES A port authority may carry out its powers and duties under Minnesota Statute Section 469.048 to 469.068 (Port Authorities) at any place in the City. 1. PROPERTY: A port authority may own, hold, lease or operate real or personal property. An ECONOMIC DEVELOPMENT AUTHORITY does not have the authority to operate or rent real or personal property. • 2. REVENUE POOLING: A port authority may deposit all of its money from any source in one bank account to be spent on any permitted port authority activities. An ECONOMIC DEVELOPMENT AUTHORITY is also granted this power. 3. CONDEMNATION: A port authority may acquire under eminent domain property of any kind within the port district needed by it for public use. An ECONOMIC DEVELOPMENT AUTHORITY may also condemn property, however, land costs can only constitute 25% of the total project cost, therefore severely limiting any condemnation authority. 4. ANNUAL REPORT: A port authority must provide its City Council with an account of the port authorities activities and receipts and • expenditures during the past year. In addition, the port authority must provide information pertaining to current and proposed projects and development goals. An ECONOMIC DEVELOPMENT AUTHORITY is not required to give such a report. 5. SALE OF REALTY: Real property owned by a port authority cannot be sold, exchanged or have its title transferred without approval of two- thirds of the authority. An ECONOMIC DEVELOPMENT AUTHORITY does not require a two-thirds vote for the sale of realty. TAX LEVY AND BONDING PROVISIONS TAX LEVIES 1. OPERATION LEVY: A City may, at the request of its port authority, levy a tax for the benefit of the port authority, not to exceed 0.01813 percent of the City's taxable market value. REVERSE REFERENDUM: • A City may increase this levy for port authority purposes beyond 0.01813 by passing a resolution and holding a public hearing. A resolution authorizing the increase must then be passed for the increased levy to be enacted. The resolution is not effective if a petition requesting a referendum on the increase is filed within 30 days. The petition must be signed by 5% of the voters who cast ballots in the last general election. If a petition is filed, a referendum must be held at a special or general election before October 1 of the year for which the levy increase is proposed. The referendum is passed if approved by a majority of those voting on the question. THIS TAX LEVY WOULD BE WITHIN THE CITY LEVY LIMITS 2. DISCRETIONARY CITY LEVY: Upon the request of a`port authority, its City may levy a tax to assist in the creation and development of industrial development districts. The levy must not be more than 0.00282 percent of the City's taxable market value. THIS LEVY WOULD BE WITHIN THE CITY'S LEVY LIMITS A PORT AUTHORITY CANNOT ENACT A TAX LEVY WITHOUT THE APPROVAL OF ITS CITY COUNCIL BONDING POWERS GENERAL OBLIGATION BONDS A PORT AUTHORITY MAY ISSUE BONDS WITH THE APPROVAL OF ITS CITY COUNCIL 1 . PURPOSES: Bonds may be issued to secure funds needed byaport authorityto payfor acquired property or for any other purposes stated within the Port Authority Statute 469.048 to 469.068. 2. ISSUANCE: . Bonds for port authority use may be issued and sold without submission of the question to the electors of the port authority's city. 3. DEBT LIMIT: Bonds issued by a port authority are not included in the net debt of the City. If a property tax levy is required for a bond repayment, it is not subject to City levy limits. 4. BOND POOL: A port authority may establish a single common bond pool. All facilities pay rent into a common bond fund and the port authority pays all bondholders from this common fund. • PROJECT EXAMPLES a RELOCATION INTO ROSEMOUNT Scenario: A manufacturing company located in the State of Minnesota wishes to relocate to the City of Rosemount. The company has a long-term successful business however, it does not have the capital necessary to finance the construction of a new building. Project: To facilitate a successful project, a port authority could acquire the necessary property, construct an appropriate building twice the necessary size because the manufacturing company has plans to expand. The port authority would then rent out the extra space until the planned expansion and also receive payments from the manufacturing company. Comments: An economic development authority cannot construct a building and collect rents. NOTES: RELOCATION WITHIN ROSEMOUNT Scenario: A combination manufacturing/office use located in the City wishes to expand their business however, not at their current location. The company has requested that the City purchase two vacant lots the company owns as well as the existing company location which is adjacent to the vacant properties. This will free the company from its existing obligations and make it feasible for the company to develop a larger, more appropriate building. Project: A port authority could purchase both the vacant properties and the existing building and market them in a number of different ways including sale of the land and building or rental of the building. Comments: An economic development authority must operate in areas that meet the definition of redevelopment within the tax increment finance law. Because this is an improved site with vacant lots adjacent to it, it would be extremely difficult to qualify it as redevelopment area within the tax increment law. However, a port authority can operate anywhere defined as marginal land. Because this site is being underutilized it would qualify as marginal land and the project could proceed. NOTES: UNIVERSITY OF MINNESOTA PROPERTY Scenario: A company that the City of Rosemount would like to locate within the City boundary finds a site on University of Minnesota property. The University will lease the property to the company but it will not sell the property, therefore, the University retains land use control and building permit rights. Project: A port authority could purchase or condemn the desired property, sell it back to the company and through this process also obtain land use control and building permit rights. Comments: This is another example ofland that would be difficult to classify under the redevelopment definition within the tax increment law which would be necessary for economic development authority action. In addition, as an economic development authority, only twenty-five percent (25%) of total project cost can be spent on vacant land. In a scenario such as this, the vacant land costs would be 100% of the project costs and therefore require port authority designation. NOTES: 2_ a RESALE OF UNSUCCESSFUL BUSINESS Scenario: An existing company in the City of Rosemount goes out of business causing the value of the company property to decrease. The property consists of a vacant building and outdated equipment. Project: A port authority could purchase theroP e at a reduced price due to the lowered value Another company could be located for the building. A port authority could then refurbish the building to prepare it for the new use and sell it to the new company at an increased value over an extended period of time thus generating cash flow for the City. Comments: Again this property could be difficult to classify under the slum or blight definition but would qualify as marginal due to the vacancy. An economic development authority could not purchase the building for refurbishment and resale. In addition, a port authority is able to utilize excess cash flow on any development issue within the City. NOTES: RIVER LAND ALLOCATION Scenario: Koch Refinery donates 100 acres of river frontage to the City for dockage. Project: A port authority could develop and operate river front dockage. Comment: An economic development authority could not operate dockage. NOTES: MEMO TO: Dennis Kraft, City Administrator FROM: Paul Bilotta, Senior Planner DATE: August 23, 1994 RE: 1995-1999 Capital Improvement Program (CIP) INTRODUCTION: At the July 19, 1994 meeting, the Committee of the Whole tabled their review of the CIP in order to allow staff to address several areas of concern. BACKGROUND: Over the past several years, the City of Shakopee has been building improved methods into the CIP process. One area that has not been developed to date is the ability to closely examine the long term financial impacts of the proposed capital improvement projects. Not having this ability available, there is a risk of not having the flexibility to respond to the demands of a city with increasing, growth-driven infrastructure needs. With additional staff in the Planning, Engineering, and Finance Departments staff has been more able to re-examine the CIP process more closely this year. One of staff's primary objectives with this year's CIP is to provide the City Council with the tools necessary to make more informed long range policy decisions. Unfortunately, in the attempt to provide better information, the volume of data in the CIP has expanded almost 10-fold, so staff has tried to add enough summary data to make the document as easy to read as possible, without losing critical detail. At the July 19 meeting, the City Council identified a number of areas of concern with the draft CIP including the following: • The amount of debt proposed for street reconstruction projects. • The "frontloading" of street projects into years 1 and 2 while years 3-5 had significantly lower expenditures. • Duplicated sidewalk projects. • No clear representation of the State Aid Surplus. • S.P.U.C.'s ability to participate in street reconstruction projects. • Maintaining a level of spending that does not lead to disinvestment in infrastructure. Street Reconstruction: In response to the City Council's discussion, staff took a second look at the way the City has previously funded street reconstructions and has modified that funding mix in this second draft of the CIP. Traditionally, the City Council has approved CIP's that indicate the funding of the City's portion of street reconstructions with debt including the costs associated with storm and sanitary sewers. This was likely done due to the lack of detailed estimates of each element of a street reconstruction project. Unfortunately, this approach results in a distressing projected debt curve in the CIP and underestimates the financial impact of street reconstructions on other funds like the Sanitary Sewer Fund and the Storm Sewer Fund. In an effort to reduce this information distortion and provide a better picture of the allocation of costs to the appropriate funds, staff has further broken down the costs of these projects and estimated storm sewer and sanitary sewer costs for their respective funds. Sidewalks: Staff has removed the duplicated projects from the "Sidewalks and Trails" section. State Aid Surplus: Staff has added a line at the end of the streets section (p. 19) to indicate the amount of funding that is actually represented by State Aid Surplus funds. S.P.U.C.: Staff examined projects over the last two years to determine the accuracy of the projected costs for S.P.U.C. Although this does not impact the City's costs or funding (S.P.U.C. pays 100 percent of all its costs), staff discovered that 20 percent of a reconstruction project's cost is likely a more accurate value than the 10 percent figure used in the previous draft. This more conservative figure should assist S.P.U.C. in its planning efforts. It should be noted that staff has assumed a total replacement of utilities and it is possible S.P.U.C. may decide that the condition of the utilities does not warrant their full replacement. This could result in significantly lower costs for S.P.U.C. For their own planning purposes, S.P.U.C. was sent a copy of this revised draft CIP at the end of July. The level of street expenditures was also examined and for the sake of clarity, staff has added three new projects (A37, A38, A39) to account for future, development-driven projects that can not be anticipated at the present time. A value of $1.5 million/year was chosen based on recent history ($1.5 million for Vierling, $1.0 million for Sarazin and Roundhouse). This is a very "soft" number derived from the City's historical level of$1.5- 2.0 million. Staff is unable to provide any better estimate of future street needs since this is not only a function of the City's growth rate but also the location and phasing of future developments. DISCUSSION: Level of Reconstruction Expenditures: Staff altered the project scheduling of project Al in order to more evenly spread out projected street and highway expenditures. Staff did not do any further alteration of the project scheduling in this draft since the proposed project levels appear to be in-line with the City Council's existing policy of "catching up" on previous years of infrastructure 2 disinvestment. It should be noted, that when the projects indicated in this CIP are completed, the "catch up" phase will largely be complete and expenditures will likely return to a lower level for reconstructions. Projections of the actual level of expenditures necessary for the avoidance of disinvestment are difficult to determine given the City's current set of tools. When the new Pavement Management System (PMS) is implemented, this sort of invaluable information will be available to City staff and the City Council and will greatly impact future CIP's and also result in significant cost savings to the City. Staff's maintenance of the existing "catch up" expenditure levels was not meant to imply any unwillingness to change the scheduling of projects but was instead intended to avoid major policy assumptions at the staff level. If the City Council has a desire to change existing policy, staff would recommend it determine which of the year 4 and 5 reconstruction projects should be dropped from the CIP and then staff will rework the document to bring the expenditures per year back in balance. Indebtedness: The indebtedness issue was discussed by the City Council and staff has no further input to assist on this policy issue. The level of projected indebtedness has declined significantly from the first draft due to the enhanced estimation process mentioned above. Table 1 shows the change between the two drafts (Municipal building expenditures have been excluded since the actual debt levels necessary to complete the Community Center and the Fire Station are unknown and their one-time large impact provides a somewhat distorted view of the City's long term debt trend). Table 1: G. 0. Bonds 1995 1996 1997 1998 1999 1st Draft $1,262,500 $1,950,000 $1,125,000 $1,430,000 $680,000 2nd Draft $735,000 $1,035,000 $450,000 $660,000 $485,000 Sanitary Sewer Fund: Staff has serious concerns about the financial condition of the Sanitary Sewer Fund since its revenue generating capacity is only 23 percent above the operational expenditures in the fund. In addition, its balance available is below the accumulated depreciation of the sanitary sewer facilities installed since 1985. Even with an anticipated rate increase in 1995, the revenue generation only drops to 21 percent over operational cash flows. It should be noted, the condition of the Sanitary Sewer Fund is largely the result of fee increases by MWCC and traditionally has had very little to do with the CIP expenditures. 3 The Sanitary Sewer Fund's financial problems are not new. Last year's approved CIP indicated that in 1993, operational expenses actually exceeded user fee revenue (102 percent) and in 1994, projections were for operational expenditures to be 98 percent of user fee revenue. Projected cash flows were estimated at ($733,650) and ($2,395,650) respectively and did not include any sewer costs for street reconstructions. For the purposes of comparison, growing cities often strive to maintain user fee revenue at a level where operational expenses account for no more than 30-50 percent of any year's fee revenue although this is a policy level decision and staff therefore, does not have a recommendation on this issue. In the last 10 years or so, the City Council has created a policy to maintain a fund balance that is sufficient to cover the accumulated depreciation of the sanitary sewer facilities. In a growing community, accumulated depreciation will continue to grow as more sewers are constructed and begin to depreciate. Funds offsetting this depreciation will not begin to be available to projects for over 40 years based on the City's 50 year depreciation schedule and the 10 years the City has maintained this policy. It is important to recognize this accumulated depreciation value is not for the complete sanitary sewer system, but generally only the facilities constructed since 1985. Reconstructions of sewers originally constructed prior to 1985 will still need to be financed with user fees or other sources. For the proposed CIP expenditures, it should be mentioned that projects Cl: CR 16 Sewer Diversion ($650,000), C5: River Interceptor I/I upgrade ($900,000) and C8: Chaska Interceptor ($4 million) are all projects that are MWCC driven and therefore, there is limited local flexibility in deciding if or when the projects move forward. Storm Drainage Fund: The primary concern with the Storm Drainage Fund is that the balance available is projected to be approximately half of the Accumulated Depreciation by the end of 1995. The approved 1994 CIP projected negative cash flows for this fund which, when coupled with the increased Accumulated Depreciation over time, will tend to worsen this situation. ALTERNATIVES: 1. Recommend approval of the CIP. 2. Modify the CIP and recommend approval of the CIP as modified. 3. Table the issue and provide direction to staff to supply additional information. RECOMMENDATION: At its July 7, 1994 meeting, the Shakopee Planning Commission reviewed the 1995 - 1999 Capital Improvement Program and recommended its approval. 4 ACTION REQUESTED: Review the CIP and make changes as necessary. Offer a motion to recommend to the City Council approval of the CIP and move its approval. 5 f 4 Key to Funding Codes CODE FUND ASM Assessments BND G.O. Bonds CIF Capital Improvement Fund DON Private Donation GEN General Fund GRT Other Grants IST ISTEA Grants PKR Park Reserve Fund SPC S.P.U.C. Funded SSF Sanitary Sewer Fund STA State Aid STM Storm Drainage Fund TIF Tax Increment Financing r r J O 0 C O 0 O 00 J 00 ;74 0 0 0 0 0 0 0 0 0 0 0 C 00 C C O O o U) 0 0 0 0 0 0 0 0 0 H O O C, O N N H C tt- er- I(.1;1 O O O O O O O O O N C O' r 0) C I co tf? yr to O M 0 - in coamU) W O M coiii C C_ C)) O N to N r- Q _ _ ~ C I r r- r rcr O co r r- 69 N C0 r N 64 69 69 N N O EA 641 64 fr3 I 63 69 69 69 E9 69 63 69 0 0 CI 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 69 69 C I 69 69 69 0 69 64 64 64. 69 69 0 44 69 69 69 69 69 C 69 0 + C� 0 + 0 0 O O C. 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D O cu U W N to o I- 0 0 0 0 0 0 0 V) W 0 0 0 0- 0 0 0 F- c 0 Q N ,- O L.6 ci cc) cc ate) in 69 69 69 69 69 69 69 C) H U) 0. O W o F- Y CO In z 0 a W It Z_ W xz E: Q. W 0 I- o U) O H_ V I- Z. W u) ° C) to J 0) Z J = d 1-- O -I-.. 5 cc_ 2 F- 1- 2 0 a . w p_ < 0 - a ~ re oZ i .d CO - Z LuY a _� Q 0 u i Q Q Q ix Q Z 0- II a: a Z O Y a. _ _ = a O -� z a a a z w o ` o a a Q o 0 I- I- --i I- I- F- J 0 c C) t� v cc's d Z co W W W W W W Administration 1996: Copier. Replacement of main copier. Staff will explore leasing. City Clerk Finance 1995: Computer Printer. All printers in City Hall are comparatively slow. Staff will explore the practicality of acquiring a medium speed printer to speed up printing and print more Logis reports locally. Legal Planning 1996: GIS/CAD workstation. Computer workstation for geographic information system and computer aided drafting system to enable the department to access and work with the information in the property data system. 1997: Administrative Car. To replace 1988 administrative car for pool use. Police 1995: Patrol Cars. In 1991, a patrol car replacement schedule was implemented based on estimates that vehicles operated 80 hours per week would accumulate approximately 97,500 miles during three years of operation. In 1994, this schedule appeared to be working better than anticipated and it was decided to run the car purchased in 1991 for a fourth year. Funds to replace that vehicle are being requested for 1995. At this time, it appears feasible to run both of the patrol vehicles purchased in 1992 for a fourth year. Since its inception, the 1991 plan has resulted in the purchase of six fewer vehicles than the 5 year Equipment List in place at that time called for and has reduced estimated expenditures in this area by $90, 500. There is a down side. In the past two years, the cost of outfitting patrol vehicles to run longer has risen dramatically. The cost of modifying them to burn liquid propane instead of gasoline has gone from less than $800 to just over $2, 000. The cost of installing radios, emergency lights and other equipment has gone up a similar amount. These increases have caused the estimated cost of putting a new patrol car on the road to go up about $2,500. Unmarked Car. Prior to 1990, the Police Department purchased a used car each year to replace an administrative car and provide detectives with cars which were not too well known to be used effectively for investigative activity. The cars being replaced were turned over to other city departments. Since then, costs have been cut in this area by reducing purchases to two vehicles in five years. In 1995, funds are being requested to replace a 1989 Ford which should be cycled down to City Hall. This vehicle currently has just over 78, 000 on the odometer. Civil Defense Warning Siren. A Civil Defense Warning Siren should be purchased in 1995 to replace the oldest, least reliable unit in the system. If feasible, the unit being replaced should be relocated to an outlying development. Portable Radios. Begin 3 year replacement schedule to replace portable radios carried by officers. 6 radios at $1,500. 1996: Patrol Cars. Replace two patrol car purchased in 1992 . Unmarked Car. Replace 1987 Chevrolet. Portable Radios. Continue 3 year replacement schedule. 6 radios at $1, 550 Photocopier. The present copy machine will be worn out by 1996. The department is working with the computer committee to determine whether purchasing or leasing a new machine would be the best way to deal with this need. 1997: Patrol Cars. Replace two patrol cars purchased in 1993 . Unmarked Car. Replace 1988 Plymouth. Portable Radios. Continue 3 year replacement schedule. 6 radios at $1, 600 1998: Patrol Cars. Replace the patrol car purchased in 1994. Unmarked Car. Replace 1989 Ford. Civil Defense Warning Siren. A Civil Defense Warning Siren should be purchased in 1998 to replace the oldest, least reliable unit in the system. If feasible, the unit being replaced should be relocated to an outlying development. 1999 : Marked Patrol Vehicles. Replace the patrol car purchased in 1995. Unmarked Car. Replace 1990 Dodge. Building Inspection 1996: Truck. Compact pickup to replace current vehicle which is 1989 model pickup and will have an estimated 45, 000 miles on it by replacement time. At replacement time, the existing truck may be transferred to Public works. Fire 1995: SCUBA Equipment. Diving gear to allow underwater rescue of victims trapped under water or under ice. Also used for the recovery of drowning victims. Fire Hose. Replacement of aged and worn fire hose and fittings. The budget amount has been increased to meet the needs of the amount of hose and an increase in price. Truck - Telesquirt. This truck will be a cost effective addition to station number two because of its multi- function capability. it will provide high level water application for large incidents such as industrial and barn fires. Also hazardous material incidents without the cost of a second aerial apparatus. It will also serve as a triple combination pumping engine at the new station. Mobile Data Terminals. Installation of Mobile Data Terminals in two phases, first phase 1995 second phase 1998. They will provide improved communication by providing routine emergency and non emergency information via a data display instead of voice. Information such as addresses, directions and other preplan information can be displayed and saved on a computer screen thus reducing misinformation and repeating over and over again. This will also cut down on radio traffic which will allow the use of our present system longer. 1996: Portable radios. Add one and replace several of the old portable radios with speaker/microphone type units. Additional radios are needed because presently officers can not communicate with all of the fire fighting teams needed at a large or severe fire. Fire Hose. Replacement of aged and worn fire hose and fittings. The budget amount has been increased to meet the needs of the amount of hose and an increase in price. Truck - Grass Rig. Replace 1983 truck and tank/pump unit. Truck has seen heavy use and maintenance is expected to increase. Also the truck is very underpowered for its intended use. Truck - Pumper. This is a replacement for the 1976 pumper. The 1976 General was removed from first line service in 1992 due to its age and condition. In 1996 the pumper will be 20 years old and condition will have to be degraded to replacement status. Utility/Personnel Vehicle. Department vehicle to be used for transportation of fire personnel and equipment to and from fires, training, rescues and other department functions. The 1994 personnel vehicle will be used primarily as a Chief's first response unit. 1997: Truck - pumper. This is an addition to station 2 due to area growth and demand. Fire Hose. Replacement of aged and worn fire hose and fittings. The budget amount has been increased to meet the needs of the amount of hose and an increase in price. Rescue Tools. This is a Jaws of Life and Heavy Rescue Cutter which will be placed on a Pumper apparatus in the new fire station for more adequate coverage of the eastern part of the city. 1998: Fire Hose. Replacement of aged or worn fire hose and fittings to meet safety standards. Hazardous Material Suits. Hazardous material suits (2) to replace the two existing viton suits which were donated in 1986. These suits are used as initial entry into chemical spills or leaks for rescue or mitigation purposes. Portable Radios. Add 1 and replace several older portable radios with speaker/ microphone type units with appropriate channels. These units will be more appropriate for aggressive interior fire operations. SCBA (Air Packs. ) & Air Tanks. Additional self contained breathing units due to additional manpower, equipment and replacement of worn units acquired in 1985. Also to replace composite tanks which will not meet D.O.T. requirements. Mobile Data Terminals. Installation of Mobile Data Terminals in two phases, first phase 1995 second phase 1998. They will provide improved communication by providing routine emergency and non emergency information via a data display instead of voice. Information such as addresses, directions and other preplan information can be displayed and saved on a computer screen thus reducing misinformation and repeating over and over again. This will also cut down on radio traffic which will allow the use of our present system longer. 1999 Fire Hose. Replacement of aged and worn fire hose and fittings. The budget amount has been increased to meet the needs of the amount of hose and an increase in price. Hover Craft. This will replace our present unit that will be 15 years old. Improvements in hover craft design that are already available, will make the replacement unit more versatile, monviotrable and safer. Engineering 1995: AutoCadd Computer Workstation for Engineering Tech. II. The Engineering Department currently has two AutoCad Stations for two of the departments technicians. An additional AutoCad station is needed for the additional engineering technician. The Engineering Department is attempting to become less dependant on consultants performing our design. In order to do so an additional AutoCad station is needed. The Computer Committee has reviewed and approved of this request. 1996: Truck. This would replace the 1989 inspectors vehicle. It is anticipated that due to the mileage and maintenance costs, this vehicle will need replacing by then. The Department will continue to monitor this situation annually and adjust the equipment list accordingly. AutoCad Color Inkjet Plotter. This is for an inkjet color plotter that will do color plots up to 36" x 48" . The current plotter is an older model that uses individual pens. The use of this type of plotter has inherent problems, mostly with pens clogging up, resulting in a person having to start the plot over in some cases. The Computer Committee has approved of this request. * An inkjet plotter without color is approximately $1,500. 00 or less. 1997: AutoCad Workstation. By 1997 the Engineering Department plans on fully utilizing AutoCad with GIS. An additional station would be utilized for entering and retrieving information plus fill the need for an additional computer work station for the Engineering Coordinator or the additional engineering staff anticipated by this time. The Computer Committee has approved this request. 1998: Total Station EDM/Theodolite. This is a high precision survey instrument that is essential for design and construction staking demanding the highest accuracy and must be in perfect condition. If the department is to become 100% in-house engineering, this equipment is essential to data collection and construction surveying for projects. A total station instrument is much more capable and efficient with AutoCad than normal surveying with a theodolite. With a total station, all survey data is collected on a computer disk, which can be directly loaded into the AutoCad station for plotting up existing topography and data. 1999 : Truck. See comments under 1996. This truck would also replace an existing truck. Global Positioning Receiver and Software. Surveying technology is increasing at such a rapid rate that it is now possible to obtain all survey data through global positioning satellites. It would require the purchase of a receiver and associated software. This technology is a tremendous time savings for surveying, G.I.S. , etc. Street 1995: Single Axle Dump Truck with plow and sander. This would replace the 1982 Ford Dump Truck (Truck #102) which will go on standby. Based on the maintenance costs, this 10+ year old dump truck should be replaced. Front End Loader. The 1990 Case Loader was purchased utilizing the guaranteed 5 year repurchase option. In 1995, the 5-year buyback period will be up and the City must decide whether this vehicle should be sold back to the dealer or kept permanently. The estimated cost of $100, 000 is for a new loader, without deducting the buyback cost for the existing loader. The guaranteed repurchase price is $36,910. 00, so the total cost to the City for this item would be $63 , 100. 00. At this time, staff recommends utilizing the guaranteed repurchase option but a more detailed financial analysis should be performed. Asphalt TarKettle. During the winter and spring months before the asphalt plants open, cold mix must be used for pothole repairs. Cold mix does not perform very well. A tar kettle would enable the department to use hot mix all year round. 1996: Bobcat with Attachments. This is for a large Bobcat (853) with attachments such as snowblower, grader, trailer, etc. The current bobcat purchased in 1990 is used extensively and is in high demand between the Street and Park divisions and a second bobcat may be needed for our operations as the City continues to grow. 1997: Single Axle Dump Truck with Equipment. This will replace the 1987 Ford Truck (Truck #107) which will be 10 years old at that time and probably reach the end of its useful service life at this point. Front End Loader. The 1992 Case Loader 5 year guaranteed buyback will be due in 1997 and the City must decide to sell it back or keep it. (See discussion on previous loader in 1995) . Asphalt Roller. This is to replace the existing 1979 Vibropack Asphalt Roller, which is no longer cost effective to continue maintaining. AutoCadd Computer Workstation. With GIS being implemented by this time, Public Works will need an AutoCadd station to query information on utilities and property owners along with other information that will be available for their use. This station would also be a computer work station for the Public Works Director or Superintendent. The computer subcommittee has approved of this request. 1998 : Steamer. Currently our steamer boiler is used extensively in the winter and spring to thaw out storm sewers, catch basins, etc, to alleviate flooding. The current steamer is a 1965 Cleaver-Brooks steamer which should be replaced with a more modern, advanced, safer steamer. One Ton Pickup. This will replace the existing truck #110, which will be 10 years old at that time. 1999: Single Axle Dump Truck with Equipment. This will replace the 1989 Ford Truck (#109) which will be 10 years old at that time and near the end of its useful service life. Paint Striper. This would replace the existing paint striper which is estimated to need replacing at this time. Shop Park 1995: Tractor Mower. This would replace an existing Ford tractor (#131) which is too small to usefully serve the department. It is proposed to purchase a tractor of similar size that was purchased in 1994 for $11, 000. 00 (John Deere) . It is requested to purchase a pull behind mower attachment with this tractor. The Ford tractor would be traded in. 1996: Large Tractor Mower. Due to the increased growth of Shakopee and the additional parks being added as development occurs, it is anticipated that another large mower (i.e. Jacobsen) will be needed to keep up with the demand on a good, well maintained park system. 1998: One Ton Truck. This would replace P/U Truck #112, which will be 10 years old at that time. Recreation Pool Sewer Fund 1999 : T.V. Truck. This would replace our current televising truck and equipment. Due to increasing technologies, it is anticipated that our current televising truck and system will be obsolete in the next 4-6 years, so it is anticipated that replacement would be necessary. Storm Drainage 1995: Street Sweeper. This will replace our current model which is 10 years old. The existing sweeper is a high maintenance item and no longer cost effective to maintain. The estimate cost is for a 4-wheel sweeper, which is more mobile and versatile than the existing sweeper. Due to the growth of the City, the amount of sweeping necessary has also grown. Staff will evaluate the potential for privatizing the bulk sweeping periods (spring and fall clean ups) , but there is also sweeping done on a regular basis all summer long. Prior to receiving authorization to prepare the specifications for this equipment, staff will complete the privatization study. It is anticipated that the study will be completed by July, 1994 . Heavy Duty Ditch Mower. Due to the increasing number of drainage ditches being constructed, additional mowing capacity is needed. The current 1989 tractor is not large enough to add additional mowers to. Staff is proposing to replace the 1989 mower with a larger mower for added capacity. This mower is used exclusively for roadside ditches, drainageways (i.e. Upper Valley) etc. and therefore should be funded by the Storm Drainage Fund. 1996: Sidebroom Sweeper. This would replace the existing 1972 Sidebroom Sweeper which will no longer be cost effective to maintain for active use. 1995 1996 1997 1998 1999 Administration Copier 20,000 subtotal 0 20,000 0 0 0 City Clerk subtotal 0 0 0 0 0 Inspection Truck 13,000 subtotal 0 13,000 0 0 0 Finance Computer Printer 8,000 subtotal 8,000 0 0 0 0 Legal subtotal 0 0 0 0 0 Planning GIS/CAD station 10,000 Automobile - Pooled 12,000 subtotal 0 10,000 12,000 0 0 Police Marked Patrol Cars 19,000 39,000 40,000 20,500 21,000 Automobiles (unmarked) 12,000 13,000 13,500 13,000 13,500 Portable Radios 9,000 9,300 9,600 Photocopier 6,000 subtotal 40,000 67,300 63,100 33,500 34,500 1995 1996 1997 1998 1999 Civil Defense Civil Defense Warning Siren 17,000 18,000 subtotal 17,000 0 0 18,000 0 Fire Fire Hose 8,000 8,000 8,000 8,000 8,000 Hazardous Material Suits 9,000 Rescue Tools 10,000 Utility/Personnel Vehicle 30,000 Portable Radios 5,000 6,000 SCBA (Air Packs) 10,000 Air Tanks 6,000 SCUBA Equipment 6,500 Truck - Pumper 260,000 260,000 Truck - Grass Rig 35,000 Truck - Telesquirt 350,000 Hover Craft 20,000 Mobile Data Terminals 10,000 10,000 subtotal 374,500 338,000 278,000 49,000 28,000 Engineering Truck 12,000 12,000 Total Station 20,000 AutoCad Workstation 10,000 10,000 Global Pos. Rec. & Software 15,000 Auto Cadd Plotter 8,500 subtotal 10,000 20,500 10,000 20,000 27,000 Street Single Axle Dump Truck/equip 70,000 78,000 80,000 Loader 100,000 100,000 1 Ton Pickup with Plow 20,000 Bobcat w/Attachments 48,000 Asphalt Roller 20,000 Steamer 35,000 Asphalt TarKettle 10,000 AutoCadd Workstation 10,000 Paint Striper 10,000 subtotal 180,000 48,000 208,000 55,000 90,000 1995 1996 1997 1998 1999 Shop subtotal 0 0 0 0 0 Park Large Tractor Mower (ie Jake) 65,000 Tractor with Mower Attachment 18,000 Truck One Ton Dual Box/Hoist 28,000 subtotal 18,000 65,000 0 28,000 0 Recreation subtotal 0 0 0 0 0 Pool subtotal 0 0 0 0 0 List Total $647,500 $581,800 $571,100 $203,500 $179,500 Carry forward/(Delayed) Total 0 0 0 0 0 Sewer Fund T.V. Truck 100,000 subtotal 0 0 0 0 100,000 Storm Drainage Fund Street Sweeper 120,000 Ditch Mower 46,000 Side Broom Sweeper 40,000 _ ==______====_==== ======= MEMORANDUM TO: MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: Karen Marty, City Attorney DATE: August 19, 1994 RE: Doug Bell Doug Bell and B&B Pawn filed suit against the City in July, which case was dismissed by the District Court . Today I received his appeal to the Court of Appeals. Therefore, we are again in litigation with Mr. Bell . Please refer all calls from him to me . If you have any questions about this, please let me know. c /� / • Signed �, � Karen Mar y, Ci t ;Attorney e:V m 0 9 DI N" 0 a 0 0 9 H 0 " 14 DI 'md P it "4 n XI eft 0 w rt O O m O 0 r N C 00 0O W O K OO OO ID rt 0' 'd 07 10 CO Of X II a N 0' 0' OO n w 0. 0 M 01 tO N ID ft 0 W r r• 0 to E c 'O t0 11 O 0 m a s n r• 4 a tt rt to n rt O. m 0 Cl. 0 ID m F- a 0 0 0 0 a m C. 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