HomeMy WebLinkAbout11/18/1996 TENTATIVE AGENDA
CITY COUNCIL
SHAKOPEE, MINNESOTA
WORKSESSION NOVEMBER 18, 1996
LOCATION: City Hall, 129 Holmes Street South
Mayor Jeff Henderson presiding
1] Roll Call at 4:30 P.M.
2] Approval of minutes of September 9 and October 14, 1996
3] Discussion Items
A] Staff Positions
1. Director of Economic Development and Special Projects
2. Pay Roll/Benefits Administrator
B] 1997 Budget-Non General Fund
4] Other business
5] Adjourn
CITY OF SHAKOPEE
Memorandum
TO: Mayor and City Council
FROM: Mark McNeill, City Administrator
SUBJECT: Workshop Distribution Items
DATE: November 15, 1996
Memoranda will be distributed at the workshop on Monday on the following subjects:
1. Personnel Administration(for discussion at the workshop)
2. Director of Economic Development and Special Projects position job description
3. Closed Meeting Items -Labor negotiations and pending litigation
4. Personnel Policy Modification(Long Term Employee Retirement Benefit)
AkkilAAA.(.A.a,
Mark McNeill
City Administrator
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OFFICIAL PROCEEDINGS OF THE CITY COUNCIL
WORKSESSION SHAKOPEE, MINNESOTA SEPTEMBER 9, 1996
Mayor Henderson called the meeting to order at 4:00 P.M. with Councilmembers DuBois, Zorn,
Sweeney, and Link present. Also present: Mark McNeill, City Administrator; Gregg Voxland,
Finance Director; Judith S. Cox, City Clerk; and R. Michael Leek, Acting Community
Development Director.
Sweeney/DuBois moved to approve the minutes of August 13 and 27, 1996. Motion carried
unanimously.
Mr. McNeill explained that Scott County is anxious to have a response from the City Council
regarding Scott County's response to the Met Council's Growth Options for the Twin Cities
Metropolitan Area. Discussion followed.
There was a consensus among the Councilmembers for the Mayor to sign a letter endorsing Scott
County's comments on the Growth Options for the Twin Cities Metropolitan Area as outlined in
their letter of July 25, 1996.
Mr. Roger Guenette, development consultant for Advance Resources who is working at ADC
Telecommunications Inc., addressed the City Council. He explained that several weeks ago they
presented to city staff and some members of the City Council a proposal outlining a proposed
expansion project by ADC. The facility would be 280,000 sq. ft. on 22 acres. The cost of the
project is about $24 million. Because of the extraordinary cost associated with the development
of the facility, they are requesting tax increment assistance. The request was made a little over a
week ago for$2.4 million in present value tax increment assistant which would cause about 5.5
years of increment collection.
Mr. Guenette stated that, when ADC was considering a$24 million project at $85.00/sq.ft., they
felt that they had to be able to go to the shareholders and say that they have maintained their
fiduciary responsibility to them and made a prudent investment of the resources available to the
company. This is the motivation behind the request for tax increment assistance. The company is
not seeking out the maximum amount of tax increment but would like to receive a level of support
that allows them to go back to the shareholders and board of directors and tell them that ADC has
received some assistance from the City that brought the project costs more in line with something
that is now affordable relative to the budgets that ADC has to work with.
Mr. Guenette explained that the Company is hoping that by meeting with the City Council today
and answering questions and presenting additional information that the Council will be able to
come to some compromise that will allow the Company to proceed this winter. He stated that, in
an attempt to come to some compromise that allows the Company and the City to go forward
together to get this project done, they are proposing a reduction in the request for tax increment
assistance from $2.4 million to $1.5 million. This will shorten up the term of the district to a little
less than 3 1/2 years.
0,4
Official Proceedings of the September 9, 1996
Shakopee City Council Worksession Page -2-
Mr. Guenette offered suggestions on how the City could avoid the potential liability of LGA and
HACA loss as a result of creating a new tax increment district. Discussion followed on these
possibilities.
For the record, Mayor Henderson clarified that the Council action on Tuesday to not allow staff
to pursue negotiations with ADC was in essence action to stay with the City's policy on tax
increment financing. He noted that ADC's request is still outside the policy.
Mr. Dave Mac Gillivary of Springsted, the City's financial consultant, noted that the City has an
agreement with the school district to share certain elements of tax increment income that this
project would be subject to. He stated that this may influence the time duration of the district.
Cncl.Sweeney stated that the agreement was for the Canterbury Downs tax increment district.
Staff was directed to look into the agreement further.
Discussion ensued and questions were answered by representatives from ADC.
Mayor Henderson thanked representatives from ADC for the information that they have provided.
Mayor Henderson recessed the meeting at 5:01 P.M.
Mayor Henderson re-convened the meeting at 5:52 P.M. (following the adjourned regular
session).
Discussion ensued on the 1997 budget.
Mr. Voxland was directed to do some computations to determine if the $100,000 underspend
factor would be enough to spend down the tax increase for a$83,000 house.
Mr. McNeill addressed a number of items that Council had asked staff to follow-up on.
Mr. McNeill noted that staff is aware of Council's concerns relating to the placement of fitness
equipment at the civic center and that the additional equipment requested could be addressed
through a budget amendment next year(if Council decides to purchase the equipment). No action
was taken to place the $10,000 into the 1997 budget.
Mr. McNeill stated that if Council feels that the City's comparable worth point assignments are
out of whack and should be looked at, it could be done in the area of$6,000 to $8,000. There is
currently $20,000 in the budget for that. The excess could be used to make individual
adjustments for those that seem to be considerably out of the norm, if City Council chooses to do
so. Consensus to leave this $20,000 in the 1997 budget.
a
Official Proceedings of the September 9, 1996
Shakopee City Council Worksession Page -3-
Mr. Voxland explained that to keep the tax increase projections on an$80,000 house the same as
it is for this year, we need to cut $44,000 off the levy contained in the draft resolution.
It was the consensus of the Councilmembers that staff reduce the levy as proposed in the levy
resolution for 1997 by$44,000.
Mr. Voxland noted that the local option transit levy is included in the proposed levy.
Mr. Voxland reminded the Councilmembers that they had concurred at their last worksession to
change the target General Fund fund balance from 15% to 25%-30%. In schedule"D" it is
figured at 25%with the remainder of the balance left over is still within the 30% range assuming
that Council uses the General Fund fund balance for those purposes of funding:
a] the short fall in the 1991 A improvement fund debt service
b] the 1990 A final debt levy
c] contribution to TIF District#10 (Blocks 3 &4)
d] debt service transfer out of the General Fund to the Debt Service Funds
Mr. Voxland stated that Council was provided a vehicle policy which they may wish to discuss at
another worksession.
Mr. Voxland stated that Council will still need to discuss the Enterprise Fund budgets and that the
Transit budget needs to come back for discussion.
Mr. Voxland stated that the attached resolutions for consideration in the adjourned regular
session set the maximum levy as well as the date for the public hearing. (General levy in the
amount of$2,951,742 -$44,000 = $2,907,742.)
Jon Albinson asked, when Council creates a storm sewer trunk fee, will it be a part of the storm
sewer utility enterprise fund that Council already has, or will there be another enterprise fund set
up? Mr. Voxland indicated that the trunk fee will be part of the existing utility fund.
Zorn/Sweeney moved to adjourn the worksession. Motion carried unanimously. The meeting
was adjourned at 6:14 P.M.
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0,4 ith S Cox
ity Clerk
Recording Secretary
OFFICIAL PROCEEDINGS OF THE CITY COUNCIL
WORKSESSION SHAKOPEE, MINNESOTA OCTOBER 14, 1996
CALL TO ORDER: The joint meeting of the City Council and the
Shakopee School Board was called to order at 5:00 p.m. by Kathy
Busch, Chair, School Board.
ROLL CALL: School Board Members Janet Wendt, Steven Schneider,
Jessica Geis, Bob Techam, Robyn Wolfe, and Kathy Busch, Chair.
Todd Anderson not present at 5:00. Also present: Bob Ostlund,
Superintendent; Ron Ward, Director of Administrative Services; and
Bob Martin, Business Manager.
Councilmembers DuBois, Zorn, Sweeney, Link, and Mayor Henderson.
Also present: Mark McNeill, City Administrator; R. Michael Leek,
Community Development Director; Tom Steininger, Chief of Police;
Mark Huge, Fire Chief; Mark McQuillan, Park and Recreation
Director; and Ron Stellmaker, Recreation Superintendent.
INTRODUCTIONS: Introductions were made by the City Council and the
School Board.
A. GENERAL DEVELOPMENT UPDATE (CITY)
Mark McNeill introduced Michael Leek, Tom Steininger, Mark
Huge, Mark McQuillan, and Ron Stellmaker.
Michael Leek reported that the Met Council has approved the
Comprehensive Plan for the City of Shakopee. He explained that
the core of the plan relates to the MUSA 2000 and 2010
expansions, of which the majority is for single family
residential. In total the City could add 1465 acres of MUSA
for 2000. 400 additional single family homes are expected in
the east Dean Lake area. The total development potential would
be approximately 300 units per year for the next few years.
In response to a question relating to development in the
Industrial Park area, Mr. Leek explained that ADC
Telecommunications, a manufacturer in high tech
communications, has outgrown its facility in Bloomington and
will be relocating 570 current employees to Shakopee. A letter
of intent has been signed to provide financial assistance and
work is expected to begin in October. This project is expected
to provide 300-400 additional jobs over a 5 year period.
The bypass opening is scheduled for November 22, 1996. A
number of other companies have also indicated an interest in
the northwest area in connection with the opening. The Board
of Adjustments and Appeals has approved a C.U.P. for retail
development with limited access from Vierling Drive.
Official Proceedings of the October 14, 1996
Shakopee City Council Page -2-
In response to a question relating to new sewer and water
services to handle new development, Mr. Leek explained that a
growth strategy is proposed for adoption by December 30 by the
Met Council, adding that the storm sewer policy is designed to
handle additional development as well.
The overall residential density in Shakopee is proposed to be
2.5/acre net. Mark McNeill explained that Shakopee continues
to focus on affordable housing in order to address a broader
mix of housing needs with expansion.
B. FUTURE PARR/SCHOOL SITE SELECTION (SCHOOL/CITY)
Robert Ostlund said that the City staff has approached him
regarding park land development and with 4000 new homes
proposed the need for additional space is obvious. At one
point a moratorium was discussed and approved by the Board.
The time line is moving up and they are currently in the
process of analyzing data. He added that Central School and
the high school are at maximum capacity, and the Junior High
is nearly there. Mr. Ostlund said a new building is needed
within five years. It was noted that an agreeable parcel
should be chosen soon to solidify a price as land costs will
rise.
In discussing a moratorium it was noted that approximately 18
months are allowed and one should not be entered too early
without all the information.
When asked where the most important need is, Mr. Ostlund
explained that the need is for an elementary school, and with
new home construction elementary enrollment will increase.
Mayor Henderson said that the City is ready to act quickly and
that the fundamentals of where money will come from will
become an issue once land is chosen. However, there has not
been any negative discussion from the Council on this.
In response to the a question as to the number of acres the
City is looking at for park development, Mark McQuillan
explained that approximately 30-40 acres minimum are needed
with a major demand in youth baseball and soccer. He added
that industrial and commercial development will also impact
the city which will lead to the need for providing park space
and facilities for adult activities as well. He said it would
be a good benefit if the Park Dept. and the school district
purchases could be contiguous. The number of acres needed has
not been determined at this point.
7
Official Proceedings of the October 14, 1996
Shakopee City Council Page -3-
A 15 min. break was taken at 5:58 p.m. The meeting re-
convened at 6:19 p.m.
C. GENERAL TAX CONCERNS
1. Excess Levy Referendum (School)
Robert Ostlund said that the School Board can authorize a levy
in excess of what the legislature says must be approved for
operational funds. The School Board put forward an excess
referendum 5 years ago this fall, however, it was one year
before it was to be levied. Unless a great event occurs this
legislative session the levy needs to be renewed. The growth
and ratio of commercial to residential property is closer now
and the concern is to move forward. Maintaining the same level
of funding will require a greater tax effort on the part of
homeowners and will be a major discussion point. Renewing the
excess referendum under the new rules puts the School District
in a position where there may be a need to put issues before
the voters. It would be best to deal with the operating
referendum before the bond issue referendum.
2. Capital Referendum (School)
State aid is provided if the bonded debt is above a certain
threshold. We haven't qualified yet. However, a large bond
issue is not necessary. The impact on homeowner taxes would
be an increased tax base due to growth.
Another problem with an excess referendum is the impact on
homestead taxes. The more expensive the house the lower the
tax capacity will be.
Because the current facility is nearing the end of its debt
the debt could be structured to extend to the new facility,
maintaining the current level.
3. Fire Station Referendum (City)
Mark Huge, Fire Chief, distributed brochures giving facts,
tables, and maps, and discussed facilities and response times.
He explained that 2 years ago a task force analyzed where
the city would grow and did a time analysis. They looked at
response times and increased growth as well as the impact of
that growth. The National average response time is 8 minutes.
Based on the anticipated growth there could be 5 stations,
with the majority of the growth to the east. Vierling Drive at
County Road 16 was chosen, keeping in mind that taking
commercial property off of tax roles is not a good idea. At
this site the station will be out of sight but in the
neighborho-A.
Official Proceedings of the October 14, 1996
Shakopee City Council Page -4-
The current facilities were built in 1954. Mr. Huge explained
that there is no intention to add additional or increased
fleet types of expenses. What is there will be distributed
between the stations. They are governed by O.S.H.A. rules and
do not have the facilities for storage, maintenance, or to
educate fire fighters.
In response to a question relating to addressing the
community, Mr. Huge explained that a 25 minute video tape was
created that incorporates a slide presentation, a tour of the
current fire station, and explains a tax table. The public
sees exactly what is proposed. A door to door campaign is also
being considered.
Mayor Henderson said that this referendum is showing truth in
taxation. He said he may be overly optimistic that the
referendum will pass, but felt that the issue was strong
enough within the community. If it fails it may be necessary
to find a different location.
D. Sidewalk/Trail Plan (City)
Michael Leek explained that a plan for access to schools will
be undertaken as part of the trail plan. He said that a closer
look is needed as far as what is in place and what is needed.
He said a transportation study of the entire city for vehicle
traffic is planned and the preferred routes for the major
trails for pedestrian and bike traffic will come out of that
and will be incorporated into a comprehensive plan amendment.
E. Other Discussion
1. Recreation/Athletics
Mark McQuillan discussed the growth that will occur south of
the bypass, increased enrollment, and expanding programs in
terms of activities offered. He explained that there is
nothing after the sixth grade level for soccer and tennis.
Adaptive recreation programs cooperatively with the
neighboring communities and focusing on the development of
neighborhoods and parks.
2. Tennis Courts
There is an interest in seeing Stans Park tennis courts
expanded. This could be done through a cooperative arrangement
with the City and the School District. Six courts would also
accommodate the Sr. High programs.
A
Official Proceedings of the October 14, 1996
Shakopee City Council Page -5-
It was stated that there are no more baseball or softball
fields today than there were ten years ago. Mr. McQuillan
explained that three fields will be added near the high school
for baseball expansion, and the land south of the bypass will
need to be focused on in next 3-5 years as well.
While there is no time frame set for additional tennis courts
the need was recognized as the school District needs
additional facilities for practices and matches. To
accommodate the school programs one tennis court has been
identified for the Prairie Bend development. There has also
been discussion that the Jr. High tennis courts may be lost if
expansion occurs there. If this happens there will be a need
for additional courts in order to host home meets and remain
competitive.
Robert Ostlund suggested that multiple courts are needed to
make them a viable service to the youth programs. The Jr.
High courts don't serve a great need as there are only two. In
addition, the efficiency of coaching staff and the ability to
use the courts for classroom time for gym would be a positive
thing in developing an interest in the sport.
Public Comments
Dan Barber spoke on behalf of the Shakopee Youth Tennis
Association. He explained that the current situation with
tennis courts at two locations is a problem as the coaches and
the players are shuffled back and forth between the two for
matches. In addition, there is no ability for the Junior
Varsity girls to watch and learn from the Varsity girls. With
the coaches at two facilities there is no opportunity for them
to work with the singles and another to work with the doubles
teams as other schools do. He said that one problem in getting
students interested in the game is that the situation does not
promote a team atmosphere. A more central facility could
alleviate most or all of the problems. The community is
growing and there will be a lot of pressure in the next few
years to begin a boys tennis program. He said he would like
to see eight courts built at Stans Park and added that by
having a facility of this size tennis matches would not last
until dark. At this time Shakopee is unable to host
tournaments. He also suggested that the current adult tennis
programs be expanded.
Tom Stans said he was proud of the community and the school
district and encouraged the City and the School District to
work together for the good of the community.
Official Proceedings of the October 14, 1996
Shakopee City Council Page -6-
Dave Greening, Shakopee Baseball Association, said that
perhaps its time the City became more proactive in providing
facilities and said he felt the City was relying on the school
District too much.
Lynn Rogers, new Shakopee resident, spoke about increased
pressure for families entering the city. She said it was a
struggle to decide to move to Shakopee as she has no other
alternative but to drive her son to another school during the
tennis season. She said that Shakopee is the only school in
the district without a boys tennis team. She added that unless
there is a goal at the junior or senior high level there is no
incentive in playing at the youth level.
Kathy Busch explained that plans are underway to conduct a
survey to see where interests lie.
Adjourn
The meeting adjourned at 7:28 p.m.
Esther Ten Eyck
Recording Secretary
CITY OF SHAKOPEE
Memorandum
TO: Mayor and City Council
FROM: Mark McNeill, City Administrator
SUBJECT: Staff Position Discussion(Economic Development/Other)
DATE : November 14, 1996
INTRODUCTION:
At the workshop meeting on November 18th,the Council will be asked to consider the creation
of a position which will address Economic Development and other needs.
BACKGROUND:
Since the departure of Paul Bilotta as Community Development Director, filling of the Economic
Development Coordinator has been on hold while the Community Development Director
position was hired.
The Economic Development Coordinator position is a full time position which was budgeted for
this year. There is a question,however., in my mind as to whether a full time position is
warranted in Shakopee, unless the decision is made to actively go out and solicit new businesses
to come to Shakopee. Without a commitment to provide incentives for those types of clients, it
may be that Shakopee, due to its location, will have more then enough to keep staff busy with
clients who approach the City.
It is not to say that someone centrally responsible for economic development is not warranted.
What I am suggesting is that the position might be most efficient if there are other, but
secondary, duties assigned.
PREVIOUS ORGANIZATION:
Prior to the departure of former Assistant City Administrator, economic development was an
administrative function for which that position was responsible, along with recreation, building
inspection,building maintenance, cable television,transit, and being lead person on personnel.
One significant function which has been lacking since the departure of Mr. Bilotta is M.I.S.
Currently, the City contracts with a variety of vendors; however, scheduling has been a problem,
and it presents an expense that must be reckoned with.
PROPOSAL:
My organizational plan prior to a recent change was that economic development would be part of
the Community Development Department, and answer to the Community Development Director.
However, I have been made aware that a former employee has inquired about current job
opportunities,which might allow some new flexibility in how these positions might be filled. If
that individual is available, I recommend that a position entitled"Director of Economic
Development and Special Projects"be created. This would be a function of the Administration
Department.
Economic Development: The primary responsibility of this position would be economic
development. There would need to be a definition as to which would be the responsibility of the
economic development position,vs. the responsibility of the Community Development
Department. The position would be responsible for definable projects, vs. day-to-day issues that
are more related to planning. Examples of such projects would be the Courthouse Square,
Blocks 3 & 4, Downtown Redevelopment, and new industrial prospects. While Community
Development issues are more directly tied to the Indian Trust issues,the history of the potential
Director candidate may necessitate his inclusion in the resolution of the Indian Trust question.
Transit: This position would also be responsible for transit; as we look at it, Transit is an issue
which can be tied to economic development, especially in times of full employment. Reverse
commutes, and park and ride issues are becoming very important in the provision of a labor pool
to Shakopee, as its commercial and industrial base continues to grow.
M.I.S.: The position would also be responsible for M.I.S. systems within the City. We estimate
that approximately 25% of the position's time might be devoted to this. In addition to the
responsibility for maintenance and upkeep of the City's computer system, enhancements to
communication such as internet, outside e-mail, and cable television would be possible
(however,this position would not be the staff person directly responsible for cable television).
BUDGET IMPACT:
Other portions of the previous Assistant City Administrator job descriptions would be divided in
to other positions. Recreation is now part of Parks, and under Mark McQuillan.; building
inspection has been assigned to the Community Development Director Michael Leek. Building
maintenance, cable television, and major personnel responsibilities I would propose to remain
with the City Administrator.
By doing this, the Administrative Assistant position provided for in the City Administrator's
budget, and the Economic Development Coordinator position, currently budgeted in Community
Development, could be consolidated into a single position as proposed above.
According to Labor Relations Associates,the City's personnel consultant, a combination position
such as this can be reasonably assigned points commensurate with other department head
responsibilities. I would propose to match this with the responsibilities of the Community
Development Director, recently adopted at 113 points. The starting salary would probably also
mirror that of Mr. Leek.
At Step 2, $53,067, it would provide a savings vs. what was otherwise budgeted; some $42,000
for the Economic Development Coordinator, $28,000 for the Administrative Assistant, and
several thousand dollars in consulting computer fees.
It is important to note that the position will be responsible for monitoring his time to be charged
to the proper account - economic development activities will only be charged to economic
development; other duties will be charged as that time is generated. This is no different than, for
example, how Public Works Director allots his time to various performance center budgets.
RECOMMENDATION:
I recommend that the City Council authorize this position. If the Council concurs, unless it
wishes to advertise for this outside the City organization, a five day posting of its availability
would suffice.
A job description for the new position would also need to be adopted at the November 19th City
Council meeting.
ACTION REQUIRED:
f the Council concurs with this concept. it should direct that staff prepare the appropriate action
for consideration at the regular Council meeting of November ViAk_VIA.:ALCLa
Mark McNeill
City Administrator
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-% S . A . ! .
City of Shakopee
Job Description
JOB TITLE: Economic Development Director and Special Project
EXEMPT: Yes JOB CODE:
SALARY LEVEL: DIVISION:
SHIFT: DEPARTMENT: Administration
LOCATION:
EMPLOYEE :
REPORTS TO: City Administrator
PREPARED BY: Mark McNeill DATE: 11/18/96
APPROVED BY: DATE:
SUMMARY: Serves as department head responsible for City' s
economic development functions . Coordinates local area commuter
network and telecommunication activities. Oversees local
coordination of City' s transit system.
ESSENTIAL DUTIES AND RESPONSIBILITIES include the following.
Other duties may be assigned.
Administers and promotes economic development activities in a
manner that will assure effective programs and development in
accordance with applicable comprehensive plans and ordinances .
Prepares agendas and staff reports for Economic Development
Commission, attends and makes oral presentations at related
meetings .
Assists/directs consultants retained by the City to analyze
Economic Development Projects and makes recommendations to the
City Administrator regarding city ordinances and policies
affecting economic development .
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 .
Meets with citizens, boards and commissions, local businesses,
developers, prospective businesses and staff on matters related
to economic development .
Prepares attractive financing packages utilizing block grant
funds, tax increment financing, Department of Trade and
- 1 -
JOB DESCRIPTION
Job Title : Economic Development Director and Special Project
Economic Development programs and other public and private
financing techniques .
Prepares detailed staff reports and oral presentations for the
Economic Development Authority and City Council on economic
development metters . Is responsible for Economic Development
Authority meeting materials and packet distribution.
Maintains updated status of community profile and provides
general information and assistance to businesses, industries
and developers on all economic development matters .
Prepare annual budget for economic development, transit, and
MIS divisions of the City.
Research and administer applicable grant programs to operate
and enhance City transit system.
Coordinate City' s Dial-A-Ride Program and fixed routes to
ensure maximum usage by Shakopee residents.
Analyze and recommend equitable funding sources to operate
transit system.
Work with local businesses to analyze and recommend possible
transit solutions for employer labor need.
Work with consultant to provide transit on fixed route system.
Establishes and maintains network users, user environment,
directories, and security.
Responds to the needs and questions of network users concerning
their access to resources on the network and the operation of
various software programs .
Remains abreast of changes in user and system software and
hardware requirements .
Monitors and administers the network, keeping system
information up-to-date in a network log.
Updates MIS operating system as needed.
Loads and updates software applications as needed.
Manages memory usage of the network, network printing, and
network technical resources.
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JOB DESCRIPTION
Job Title : Economic Development Director and Special Project
Maintains a backup of all files, security, and rights .
Plans and develops policies and procedures for carrying out
computer operations .
Reviews daily logs and reports to detect recurring slowdowns or
errors .
Consults with software and hardware vendors, and City employees
to solve problems.
Evaluate new software and hardware to determine usefulness and
compatibility with exiting software and hardware . Assist
departments in tailoring software to meet specific department
needs .
Evaluates proposed data processing projects to assess adequacy
of existing hardware, and recommend equipment upgrades to City
Administrator.
Provide or broker training for employees to facilitate
effective use of the computer.
SUPERVISORY RESPONSIBILITIES :
Is under the direct supervision of the City Administrator.
Staffs the Economic Development Authority under the supervision
of the Executive Director. Must be capable of effectively
communicating with other departments, citizens, boards and
commissions, developers, the business community and the general
public .
QUALIFICATION REQUIREMENTS : To perform this 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 ability required. Reasonable
accommodations may be made to enable individuals with
disabilities to perform the essential functions.
EDUCATION and/or EXPERIENCE:
Bachelor' s degree (B. A. ) in planning, public administration,
business administration or other related field and two to five
years related experience and/or training; or equivalent
combination of . A Master' s degree in one of these areas is
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JOB DESCRIPTION
Job Title : Economic Development Director and Special Project
highly preferred. Additional advanced computer experience or
training is highly desirable .
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 .
CERTIFICATES, LICENSES, REGISTRATIONS :
Must possess valid Minnesota Drivers License.
OTHER SKILLS and ABILITIES :
Broad understanding of the role, functions, and
responsibilities of city government .
Ability to work effectively with a variety of people.
PHYSICAL 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, the employee is
frequently required to use hands to finger, 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 . The employee is occasionally exposed to
vibration.
- 4 -
JOB DESCRIPTION
Job Title: Economic Development Director and Special Project
Specific vision abilities required by this job include close
vision, distance vision, color vision, peripheral vision, depth
perception, and the ability to adjust focus.
WORK ENVIRONMENT: The work environment characteristics described
here are representative of those an employee encounters while
performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with
disabilities to perform the essential functions.
The noise level in the work environment is usually quiet .
- 5 -
43. A . a.
CITY OF SHAKOPEE
Memorandum
TO: Mayor and City Council
FROM: Mark McNeill, City Administrator
SUBJECT: Personnel Administration
DATE: November 18, 1996
INTRODUCTION:
The Council is asked to consider changes in job assignments to begin to recentralize a personnel
function.
BACKGROUND:
In the mid 1980's, the City of Shakopee, along with other cities in Minnesota, responded to
legislation that required a study of job responsibilities, and then to implement a pay equity plan.
through the State's comparable worth law. Then City Administrator John Anderson assigned
Marilyn Remer of the Finance Department to coordinate that responsibility for the City.
Along with other City employees, Ms. Remer tested for her responsibilities. She was assigned
82 points for the work which she was doing,which combined personnel, along with her
accounting clerk duties. The 82 points, which was the"internal equity" factor required by law.
It was figured at 25% administrative assistant, 25%personnel, and 50% Senior Account Clerk.
Regarding the external equity that was required by law,the City compared all of its employee
positions' pay with similar City positions throughout the metropolitan area. Because Ms. Remer
was in a"blended"position,the portion of the formula which factored in comparison pay had
half of that pay based on accounting clerks average, and half on that of personnel directors. The
personnel director positions were department heads in most of the other cities.
Council had previously asked to see what to see what a job responsibilities were of Ms. Remer. I
have enclosed as attachment A, a memo dated November 17, 1986, which described what
responsibilities and training that Marilyn had at the time of the her personnel duties at that time.
POSITION CHANGES:
After a change in City Administrators, in the early 1990's, the human resource function was
again examined. A decision was made to "decentralize"personnel administration, and the
Assistant City Administrator became the lead person for personnel duties. Labor negotiations
were divided between that position and the City Administrator, and the departments became
more responsible for such things as employee evaluations, hiring, and documentation. In
addition, recruitment, initial selection, and other aspects of hiring was contracted through the
Scott County Personnel Department.
The personnel responsibilities retained by Marilyn Remer focused on payroll (which also may be
considered a function of Finance), and accounting. She was assigned the job title of Senior
Accounting Clerk, and her comparable worth points were dropped to 61. Because of the
reduction in points, since 1992,. she has been"frozen"at an annual salary of$37,945.
DISCUSSION:
With the departure of the former Assistant City Administrator, it has provided an opportunity to
reexamine the City's personnel function. In my view, there appear to be items which are not
adequately beingcovered under the existing system- among other things, there is no centralized
q Y
function to get employee evaluations done on their employment anniversaries,portions of
employee orientations are not being performed(see attachment B), and there is no one to keep
updated on personnel law changes by attending local human resource meetings.
There are a couple of options for"recentralizing"personnel duties:
1. Replace the Assistant City Administrator position, and redefine those job duties,to
include items which are either not being done, or which have been assigned to
departments.
2. Combine the payroll function with some of the previously held job responsibilities in
Finance (although answerable for personnel functions to the City Administrator).
Option#1 is more closely linked to what had been done most recently. However, as discussed
elsewhere in the November 18th workshop, my desire at this time is to attempt to avoid or at
least delay, filling the Assistant City Administrator position. Economic Development is
proposed to be assigned,along with transit and MIS,to a new position.
The second option, which more closely reverts to what had been done prior to 1992, is one in
which.I would like the Council to examine.
The model for this is what is currently being done by the City of Savage, and,to some extent,the
City of Lakeville. The Savage job description is attached (attachment C). What happens there is
that the position is responsible for payroll, salary adjustments, and the development and
evaluation of the employee benefits program(insurance, flexible benefits, etc.). This is primarily
a clerical function.
In Savage, the City Administrator is responsible for labor negotiations; the Assistant City
Administrator does all hiring functions, but the City is examining contracting that function
through Scott County, similar to what Shakopee has been doing.
If the City Council were to do this, Marilyn Remer would be the logical person to have these
responsibilities assigned. This would mean that the City Administrator is still primarily
responsible for personnel administration, and I would also strongly recommend that we continue
to use Scott County for hiring (while .1 was skeptical at first,I can see the benefit in having that
done by an outside agency). There is also a need for someone to sit in with departments on new
employee interviews, if the City Administrator is not, to insure that questions are being posed
properly.
Because the payroll/benefits administrator would have access to information which may be used
in labor negotiations or hiring,my recommendation would be that this would be considered a
"confidential"position.
The job responsibilities of the position would continue to have special assessments, due to the 14
years of experience that Marilyn Remer has in this position. However,many other cities have
these done through Engineering or the City Clerks office.
Some other portions of Marilyn's existing work may need to be reassigned to other portions of
the Finance office.
BUDGET IMPACT:
The job points of the Payroll/Benefits Administrator in Savage is 73. Savage and Shakopee, at
least initially, were very closely aligned on points. While it is evident that there have been some
variations,without testing, I would suggest that would be a reasonable number of points.
At 73 points, and figuring $510.61 per point, it would mean a new salary of$37,275. This is still
below the frozen value of$37,945, and even figuring the '97 pay at the budgeted 1.5%pay
increase, it would mean that she was frozen for another year(1.5%would be $37,834.).
RECOMMENDATION:
If the Council wishes to recentralize personnel functions, I recommend that it consider
establishment of the Payroll/Benefits Administrator. Note that the personnel aspect of this job
would assist the City Administrator in his administration of personnel;the other finance
functions would still be answerable to the Finance Director.
Note that the potential problem in doing this is that there have been other jobs which have
evolved or grown over time, and this does not address those. However,those will need to be
looked at over time.
ACTION REQUIRED:
If the Council concurs, it should direct that a new job description be drawn up, incorporating
much of what is listed in the Savage position, and further direct that the pay plan be modified
utilizing 73 points for the position.
JALLtii
Mark McNeill
City Administrator
MM:tw
Pri-kcjow.4 Pt
- Memo To: John K. Anderson, City Administrator
From: Marilyn M. Remer, Personnel Coordinator
Re: Responsibilities of Personnel Dept. (Informational )
Date: November 17, 1986
Introduction
Early in 1984 it was decided that many of the Personnel functions that had
been previously handled by many various departments should be centralized to
be more effectively and consistently administered. As many of the functions
went hand in hand with the Payroll functions, it seemed quite logical for
the Sr. Accounting Clerk to assume these duties.
Present Personnel Coordinator Duties
1. Policy Administration
The primary function of the Personnel Coordinator is to provide
information, assistance and explanations on Personnel matters to the
employees and the public. It entails the daily supervision and
monitoring of all City of Shakopee Personnel Policies for adherence, in
addition to drafting policies, resolutions and memos to administer and
maintain those policies. Several new policies drafted include:
Sexual Harassment
Tuition Policy
Comp Worth Appeal Process
Telephone/reference policies for hiring new employees
Pay of City Employees serving as Volunteer Fireman
2. Hiring Administration
The Personnel Coordinator also assists the City Administrator in the
hiring process by posting job notices, placing ads, reviewing
applications, screening applicants (testing where necessary) and
notifying all applicants as to the filling of the position. Proper
procedures have been established for the entire hiring process including
a policy on references. The importance of adhering to Equal Employment
Opportunity and Affirmative Action guidelines are very important in
order to diminish the potential threat of lawsuits that are becoming so
prevalent in today's job market.
3. Records Administration
Maintaining and updating employee personnel files
Updating and monitoring Police & Public Works Union Contracts
Monitor Employee Contracts - including recommending proper wording
Maintain compliance with FLSA and other tax laws
Liaison between City and Insurance carriers, EAP.; etc. , including
workers comp.
Monitor anniversary dates for probationary periods, raises,
vacation and sick accrual ,etc.
Administer Pay Plan
New Employee Orientation
Joh -11/4/--0/917 S 96 b rcR/PT"joi✓s
0bRP-
F /q6114. A/9/ti —01)-"1 nrn-
2 uHRET clitfive PER so N 40 !/s /- )/Ra 2sER G'i up
Provide appropriate informational items to keep employees informed' of
changes/ occurances that may affect them
Verify employment
4. Comparable Worth
Active participant in the Comparable Worth Program with Control Data.
Responsible for the City's participation - administration of the
TSP's (Questionnaires and Revisions) Participated in numerous
meetings with Control Data as member of OAG (Occupational Advisory
Group) thru entire process. Attended implementation strategy
meetings/seminars.
5. Various Training. Courses, and Seminars Attended
Human Relations (Evening College Course)
Hiring & Firing Seminar u, a, f vUL1 ` 011-
Office Procedure for Secretaries
Personnel Update �Q rtt -�p�Dlz�
Dealing with Stress '2 o t I& p l l ui j t �erso�Nc� FS�PhoyM�,� 414W /98?
People Skills
Compensation & Performance Management: Strategies & Tactics for
Cities ( A seminar for participants in the Control Data Joint
Comp Study)
Affirmative Action Update
Supervisory Training sessions
Represent City at various workshops/meetings such as Health Care
Programs presented by St. Francis, MPELRA, etc.
Member of Twin Cities Personnel Association
6•E/q c'UF o f /Ll N b p SS CZ,-77-OZ, GJJo RK S ffo P S
Future Concerns/Issues of the 80's iJ HT"R- pRIVA (,�JoR1�SffR
F_ Ft SL m inlft R3
Many work places will have to deal with AIDS in the workplace (treated as a
handicapped condition) , drugs & alcohol in the workplace, smoking policies,
tardiness & absenteeism, discharged workers (potential slander suits) ,
harassment, etc. These subjects will be the responsibility of the
Coordinator as they become issues the City must deal with.
J/�yl r{/.,(�(j. R.
City of Shakopee
Employee Orientation Checklist
Employees Name (Last, First, Middle) SS# Department
To be completed by Admin./Personnel
( ) Tennessee Warning
( ) Personal Data Sheet
( ) Form I-9 (Orig. kept in City Hall File - Copy to Pers. File)
( ) Personnel Policy
( ) Position Classification
( ) Probationary Period
( ) Right To Know
( ) Holidays, Vacation & Sick Leave
( ) Reporting Accidents & Injuries
( ) Union Position
( ) Evaluations
( ) Promotional Opportunities
( ) Affirmative Action
( ) Smoking Policy
( ) Employee Assistance Program
( ) Personnel File
( ) Resignations
( ) COBRA Notice
To be completed by Finance
Payroll Authorization Form
( ) Form W-4
( ) PERA
( ) Deferred Comp
( ) Pay System and Pay Days
( ) Health, Life, LTD
( ) Cafeteria Plan Benefit Options
( ) Other DIRECT DEPOSIT
Employees Signature Date
Finance Signature Date
Admin./Personnel Signature Date
CITY OF SAVAGE
POSITION DESCRIPTION
POSITION TITLE: Payroll/Benefits Administrator
DEPARTMENT/DIVISION: Finance
EMPLOYMENT STATUS: Hourly, Non-exempt
ACCOUNTABLE TO: Finance Director
APPROVED BY COUNCIL:
POSITION SUMMARY
Position performs a variety of processing activities necessary to facilitate the timely and accurate
implementation and administration of payroll and benefit programs. Responsible position
requiring strong attention to detail, ability to work independently, and ability to maintain
effective communication with co-workers and vendors.
ESSENTIAL DUTIES AND RESPONSIBILITIES
Accurately process biweekly payroll. Process time sheets, checking for errors and/or
inconsistencies.
Maintain master files to ensure accurate records of all employee payroll-related transactions.
Creates computer reports as needed, recommending system changes as appropriate.
Process all salary adjustments, including calculation of correct amounts, lump sums, and
retroactive amounts. Review for consistency with internal policies and procedures.
Assist in the development and evaluation of benefits programs. Provide input on design changes
that will be beneficial to the City and its employees.
Administer benefits programs including health, dental, life, short-term and long-term disability
insurance as well as retirement plans and other optional benefits. Serve as liaison to insurance
companies.
Administer open-enrollment process.
Payroll/BenefitsAdministrator
Page 2
Maintain effective communication with employees regarding services and benefit programs.
Administer worker's compensation program, ensuring timely reporting of incidents.
Perform research and prepare various reports; assist in budget preparation as necessary.
OTHER DUTIES AND RESPONSIBILITIES
Assist with the coordination and distribution of all materials needed for performance evaluations.
Provide research and information on special projects and assignments within the Personnel
Office.
•
Remain up-to-date new procedures and relevant laws and regulations.
Promptly responds to citizen inquiries related to wages and benefits, ensuring appropriate follow-
up. Maintains thorough documentation of complaints and inquiries.
Assist with computer backup on an as needed basis.
Perform other duties and responsibilities as apparent or assigned.
(The examples given above are intended only as illustrations of various types of work performed and are not necessarily
all inclusive. This position description is subject to change as the needs of the employer and requirements of the position
change.)
KNOWLEDGE, SKILLS AND ABILITIES REQUIRED
Knowledge of Federal, State and Local regulations regarding public sector employment.
Ability to communicate effectively orally and in writing.
Ability to establish and maintain effective working relationships with City personnel, City
officials and the general public.
Ability to schedule and organize work effectively and to maintain confidential information.
Experience with word processing, data base management and other micro-computer functions.
•
Payroll/BenefitsAdministrator
Page 3
MINIMUM QUALIFICATIONS
Post secondary education in Business Administration, Industrial Relations, or relate field.
Minimum of 3 years exprience in finance and/or personnel related functions.
Thorough knowledge of employee benefit programs.
SUPERVISORY RESPONSIBILITIES
None.
RESPONSIBILITY FOR PUBLIC CONTACT
Contact with public requires tact, courtesy and good judgement.
NON-DISCRIMINATION POLICY
The City of Savage will not discriminate against or harass any employee or applicant for
employment because of race, color, creed, religion, national origin, sex, disability, age,
marital status, sexual orientation, or status with regard to public assistance.
f:\users\jean\jobdesc\2payclk.jg
1.
CITY OF SAVAGE
Physical Demands and Job Description Supplement
PAYROLL/BENEFITS ADMINISTRATOR
WORK ENVIRONMENT
1.) Normal shift = eight (8) hours for five (5) consecutive days.
2.) Works indoors in controlled environment.
3.) Stress level varies from low to very high.
PHYSICAL DEMANDS
Type of Activity Frequency
Walking/standing: To meet with public or co-workers. F
Sitting: Usually seated at desk. F
Standing in One Place: Meeting with public or co-workers. 0
Climbing: Climbing ladder to heights of 12 feet to reach records. S
Pulling/Pushing: Moving/lifting records. 0
Crawling/Kneeling/Squatting: S
Bending/Stooping: Occasionally to pick up records. 0
Twisting/Turning: S
Repetitive movement: Computer operation. 0
Lifting waist to shoulder: Lifting records. 0
Lifting knee to waist: Lifting records. 0
Lifting floor to knee: Lifting records. 0
S = Seldom 0 = Occasional F= Frequently
:5(3
CITY OF SHAKOPEE
Memorandum
TO: Mayor and Council
Mark McNeill, City Administrator
FROM: Gregg Voxland, Finance Director
SUBJ: 1997 Budget - Enterprise Funds
DATE: October 22, 1996
Introduction
Council has not yet reviewed the majority of the enterprise
fund budgets for 1997 .
background
Attached are the cash basis budget projections for 1997 for
the Sanitary Sewer, Storm Drainage and Refuse Collection
funds. Also attached is the five year cash balance
projections from the CIP for the Sewer and Storm funds.
The projects listed on the cash statements are rolled
forward from the CIP previously discussed by Council . The
wages are labor allocation from General Fund employees -
there are no separate enterprise fund employees. There is a
charge to the sanitary and storm funds for general fund
overhead costs shown as charge backs (and a corresponding
reduction in general fund budgets) .
Sanitary Sewer Fund
Based on the CIP projections, the revenue due to the flow
fee is approximately in line with the previous council
target of having a balance of one million dollars . Rahr' s
potential pull out of the system will impact the flow
revenue and the estimated impact is a net loss of $180, 000 .
This is included in the projections. Suggestion is to not
change rates at this time and review next year.
The trunk portion of the revenue is approximately in line
with projections for funding projects. Suggestion is to
continue to increase the rate for inflation of construction
costs.
The base part of the revenue is showing an increasing
balance and is above the accumulated depreciated figure.
Interest earnings for the fund have been allocated to the
base account . The current rate is $8 . 00 per month per
account. Council could consider not changing the rate or
reducing it by $0 .50 or $1. 00 . A one dollar change is worth
about $51, 000 .
Storm Drainage
The storm drainage trunk fee is new. Projections are for
the trunk fee to build up a balance over the next five
years.
The operating fee portion of the revenue stream is far below
the accumulated depreciation figure. The accumulated
depreciation is a calculation of the "used up life" of an
asset . If the city accumulates cash at the same rate as
accumulated depreciation, when it is time to replace the
asset, the city will have saved 40 to 50% of the cost of
replacing the asset . One of the auditor' s previous
recommendation is to accumulate cash to be at least equal to
depreciation to make a down payment on asset replacement
costs.
Every year there seems to be new and additional operating
costs of the storm utility. Council should consider
increasing the base rate to close the gap with accumulated
depreciation. The current rate is $18 . 18 per residential
equivalent factor acre. The bill for a house is $6 . 00 per
quarter. A 10% increase would be $0 . 60 per house per
quarter and generate about $50, 000 . A very large account
would see an increase of $862 . There was no rate increase
for 1996 .
Refuse Collection
No rate change should be needed for refuse because there is
no change anticipated in the contract price for collection.
Vehicle Policy
Also attached is a copy of the proposed vehicle acquisition
policy that Council has not discussed yet .
Action
Discuss and give staff direction.
reg v / and
Fin nce Director
n:\budget\memo1022
CITY OF SHAKOPEE, MINNESOTA
SANITARY SEWER FUND
Cash Budget
For the Year Ending December 31, 1997
1994 1995 1996 1997
Actual Actual Est. Est.
Operating Revenue
Service Charges $1,339,515 $1,892,941 $1,921,000 $2,017,050
Trunk Charges - - - 132,606
SAC Charges 3,510 151,600 148,000 80,000
Interest Income 93,211 128,916 146,890 154,740
Other Income
1,436,236 2,173,457 2,215,890 2,384,396
Operating Expense
4101 FT Salaries 18,918 17,520 20,000 30,060
4102 FT Overtime 388 1,135 500 515
4110 PT Salaries 472 200 208
4121 PERA 865 838 900 1,370
4122 FICA 1,455 1,407 1,620 2,350
4151 Workcomp 691 584 1,000 1,030
4210 Supplies 623 191 2,000 2,060
4222 Motor Fuels& Lub. 368 389 800 824
4240 Equip. Maint. 1,217 587 2,500 2,575
4245 Utility Sys. Maint. 221 28 8,000 8,240
4310 Professional Serv. 44,246 27,908 30,000 30,900
4330 Travel/Subsistence 5
4350 Printing & Repro 116 309
4360 Insurance 3,036 3,313 4,000 4,120
4385 MCES 961,080 1,019,676 1,260,000 1,356,000
4390 Conferences 240 645
4410 Rents 19,932 22,790 22,790
4550 Capital Equip 1,759
4610 Debt Service Principal & Interest 112,500
4800 Expense Charged Back 10,000 10,000 12,000 12,000
4530 Rahr Diversion 96,630
Court House Utility Relocation 30,000
Downtown Project 38,512
Street Reconstruction 91,580 227,500 84,000
St. Francis Hospital 89,706
Area SS-H Trunk Sewer 465,000
Area SS-KTrunk Sewer 376,000
Total Disbursements 1,271,950 1,194,638 2,058,810 2,077,540
Net Cash Flow $164,286 $978,819 $157,080 $306,856
Cash Balance $1,522,903 $2,937,817 $3,094,897 $3,401,753
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Sewer System Costs/Revenues
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Met Waste Volume Sanitary Sewer Flow Fee
Charges
Expansion of Trunk Distance (Area) Trunk Charges Based
Sewer System on Area
Sanitary Sewer Flow Fee
Interceptor IIIli Volume
System Costs Flow Based Connection
Charges(SAC)
Reconstruction/ __ { Sanitary Sewer Base Rate
Maintenance/ -- Size of System
Operation Expenses 25%Assessments
of City Lines
CITY OF SHAKOPEE, MINNESOTA
STORM DRAINAGE FUND
Cash Budget
For the Year Ending December 31, 1997
1994 1995 1996 1997
Actual Actual Est. Est.
Revenues
User Fee $301,200 $490,775 $492,000 $541,200
Trunk Charges 300,000
Interest Income $75,194 $48,868 $87,010 51,590
Grants 60,000
376,394 599,643 579,010 892,790
Expenses
4100 FT Salaries 41,994 43,840 35,000 45,080
4102 FT Overtime 540 1,315 400 420
4110 PT Salaries 114 1,338
4140 PERA 1,905 2,023 1,215 2,040
4141 FICA 3,206 3,415 2,195 3,480
4151 Workcomp 1,027 849 800 840
4210 Supplies 679 1,815 1,000 1,050
4222 Motor Fuels& Lub. 1,289 1,110 1,400 1,470
4232 Equip. Maint. 6,825 9,297 2,000 2,100
4245 Utility Sys. Maint. 32,146 2,000 2,100
4310 Professional Serv. 48,899 58,885 40,000 42,000
4320 Postage 1,593 38
4350 Printing & Repro 158 303
4360 Insurance 1,312 1,635 1,500 1,575
4410 Rents 16,853 7,676 12,800 23,330
4435 Subscriptions/Publications 1,526 1,000 1,050
4437 Property Tax/Special Assess 818
4550 Capital Equip 2,525 2,525
4610 Debt Service Principal & Interest 18,050 38,925 131,000
4800 Expenses Charged Back 10,000 10,000 12,000 12,000
1630 CR 17 Improv.
CR 83 71,976
11th Ave. 212,258
Downtown Project 15,085
Annual Reconstruction 23,407 60,000
CR 16 Cost Part. 51,589
Vierling (CR 15-CR 77) 35,000
Annual Storm Water 44,620 150,000 150,000
101 ROW 550,000
Huber Park 125,000
UVD Channel Improvment 50,000
VIP Detention Pond 60,000
10th Ave. Laterals 130,000
Naumkeag -1st to 2nd & Fillmore 10,000
Vierling (Pres. to TH169 &Taylor 50,000 50,000
Bypass Ponding 400,000
Dean's Lake Outlet 100,000
Total Disbursements 507,791 248,667 1,287,235 1,054,535
Net Cash Flow ($131,397) $350,976 ($708,225) ($161,745)
Cash Balance $1,026,011 $1,740,198 $1,031,973 $870,228
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CITY OF SHAKOPEE, MINNESOTA
Refuse Fund
Operating Cash Budget
For the Year Ending December 31, 1997
1994 1995 1996 1997
Actual Actual Est. Est.
Operating Revenue
Service Charges $511,763 $544,936 $550,000 $590,000
Interest Income 0 892 0 0
511,763 545,828 550,000 590,000
Operating Expense
4101 FT Salaries 1,851 2,164 2,600 2,600
4102 FT Overtime 210 390 0 0
4121 PERA 92 115 120 120
4122 FICA 156 192 200 200
4151 Workcomp 0 0 160 160
4210 Supplies 8,325 0 200 200
4310 Professional Serv. 10,061 13,635 16,000 18,000
4330 Travel/Subsistence 72 0 100 100
4340 Advertising 1,393 2,066 1,500 1,500
4350 Printing & Repro 602 44 1,000 1,000
4360 Insurance 0 100 100 250
4380 Utility Service 500,991 525,790 525,000 560,000
4390 Conferences 0 0 100 100
4433 Dues& Subscr. 0 0 150 150
4438 Sales Tax 903 870 1,000 1,000
4550 Capital Equip
Total Disbursements 524,656 545,366 548,230 585,380
Net Cash Flow ($12,893) $462 $1,770 $4,620
Cash Balance $7,743 $9,513 $14,133
City of Shakopee
VEHICLE ACQUISITION. USE & REPLACEMENT POLICY
I. PURPOSE&NEED FOR POLICY
This policy will provide uniform criteria for all City departments and operations in the acquisition, use and
replacement of vehicles. The City of Shakopee is dedicated to managing its resources in a fiscally responsible
manner. Therefore, a specific need should be demonstrated before a new vehicle is added to the City's fleet, and
every existing vehicle should be utilized to its greatest economic extent prior to replacement. The personal use of
City vehicles will be delineated defined to ensure proper accounting and maximum efficiency of public purpose.
The acquisition of additional vehicles to the City's overall fleet and their replacement should be only as
necessary to allow the City to provide the services and perform the duties and responsibilities that are expected
by the public within budgetary constraints.
II. VEHICLE ACQUISITION POLICY
The many varied aspects of public service provided by the City of Shakopee requires the use of different types of
vehicles. These include:
Type A) vehicles used primarily to transport employees to/from locations of work activity (i.e.
administrative and inspection vehicles);
Type B) vehicles necessary to assist City employees in performing their duties (i.e. squad car, survey
vehicle, utility repair truck etc.);
Type C)vehicles used to actually perform a physical function (fire truck, road grader, dump truck, etc.).
The type of vehicle purchased shall be that which is determined to be most appropriate and cost effective for that
vehicle's function. However, all administrative/personnel transportation type vehicles shall be of the compact(i.e.
Ford Contour. Chevrolet Corsica) or intermediate (i.e. Ford Taurus. Buick Century) class. If a multi-passenger
vehicle (MPV) is deemed necessary to maximize personnel transportation capabilities, it shall be of the minivan
class for 5-7 seat belts and extended cargo van category for 8-10 seat belts.
A.Staff Transportation Vehicles
A vehicle shall be acquired by the City of Shakopee and assigned for staff transportation only if one or more of
the following occur.
1. If the City has deemed it appropriate to identify the driver and/or passengers as City employees on the
way to/from remote work locations or while performing their official duties.
2. a. If a specific job description results in an employee accumulating a minimum of 10,000
reimbursable miles per year on their personal vehicle traveling to/from alternate work locations,
or
b. If an operational division has a cumulative staff mileage reimbursement of 12,000 miles per year
or more.
1
3. If the City Administrator has determined that a vehicle should be provided as part of a position's
responsibility and meets the requirements of State Law.
4. A pooled vehicle shall be available at City Hall for multi-departmental use.
B. Job Assistance Vehicles
1. In certain circumstances, City provided and equipped vehicles are necessary to allow employees to
perform their job functions. In those circumstances, the City shall provide the specific required type
of vehicle and equip it with the necessary tools, equipment and devices necessary to allow a City
employee to perform their duties in the-most-an efficient and safe manner possible. These vehicles
may be assigned to specific employees or he made available through a pool concept within a
division of department on an operational basis determined to be most efficient by the department
head(s).
C. Job Performance Vehicles
1. If a certain specialty type of vehicle is deemed necessary by the department to perform a specific
work task, it shall be justified in writing by the department head and approved by the City
Administrator subject to budgetary constraints. The method of acquisition (purchase, lease, rental)
shall be determined by the Finance Director.
2. Specialty pieces of equipment shall be shared interdepartmentally to the greatest extent possible
subject to seasonal/usage availability in order to avoid redundant acquisitions.
III. VEHICLE REPLACEMENT POLICY
A. Minimum Replacement Standards
City acquired vehicles should not be programmed or budgeted for replacement until they have met the
guideline minimum replacement standards for the particular vehicle category (see attached). Similarly, vehicles
should not be replaced just because they have met the guideline minimum replacement standards. Any
deviations for early replacement must be justified in writing by the Department Head and approved by the City
Administrator.
B. Replacement Evaluation Process
Any City ( including Fire Department but excluding SPUC) vehicle which has been proposed for replacement
shall have a standard Vehicle Evaluation Form completed with a written recommendation by the City
Mechanic, Public Works Supervisor and Department Head delineating the justification for its replacement. A
sample Vehicle Evaluation Form is attached hereto.
C. Disposition of Used Vehicles
Before a vehicle is removed from the City's Fleet, the City Mechanic shall review all City current vehicles of
similar type and determine if it would be economically beneficial to switch with another existing vehicle before
disposal. All vehicles to be disposed of will be coordinated by the City Mechanic and Finance Director to
determine the most economical method and time. Vehicles may be retained for continued use by the City for a
period not to exceed 9 months from the date the new vehicle is placed into service. Vehicles removed from
service in - • - •= = = -- =- - -- - -- = = - =•- =• - =- --- -- the Police and Fire
Departments and those vehicles that regularly operate out of the city limits. shall be evaluated for reliability to
see if they should be retained for local use and thereby minimize the acquisition of new vehicles. An example
2
of this is a car removed from squad duty that is serviceable for non-emergency use and assigned to a building
inspector. Assignment/reassignment of vehicles shall be determined by the City Administrator.
IV. PERSONAL USE OF CITY VEHICLES
City vehicles are not available for take home use by City employees except for the following situations:
A. Assigned Take-Home Vehicles
City employees, whose position responsibilities require them to respond directly to a work related situation
from their residence outside of normal work hours, will be allowed to use a City vehicle (Type A or B) to
commute to/from their place of residence under the following conditions:
31. The employee must live in the City of Shakopee
32. The vehicle is not available for other than uc minimal personal use while performing their job
duties and/or commuting to/from their place of residence.
3. The Chief of Police may use an unmarked car.
4. Two officers of the Fire Department may use a light duty vehicle for commuting use including their
regular place of employment if it is within 15 miles of the City of Shakopee.
per-seitial-usage.
65. Job performance specialty type vehicles (Type C) shall not be made available for personal use or
commuting.
7-6. For scheduled leaves of absence by the designated employee exceeding 1 workday, the City
vehicle shall be made available for pool use and remain at the employee's normal place of work.
B. Occasional Take-Home Vehicles
City employees may occasionally use a City vehicle (Type A or B) to travel to/from the employee's residence
under the following conditions.
1. • - : - - • __•=e . =e •- : •• : - •- - : - =e - • = - : : - -
Police officers on duty may take cars home in the city at the discretion of the
Police Chief.
2. If the City employee has scheduled City business away from their normal work station and the
number of miles traveled, or time needed to conduct the business, will be minimized if the employee
uses a City vehicle to commute to/from the employee's residence before/after traveling to the place
of business.
3. The vehicle is not available for other than cligliffiffitIs minimal personal use beyond commuting to/from
the place of residence by the employee.
3
C.--E-xseptions
usage.
V. CITY USE OF PERSONAL VEHICLES
A. Mileage Reimbursement
1. All employees of the City will be paid mileage for use of their personal vehicles and reimbursed for
all related legal parking costs while conducting official City business. The mileage rate will be as-set
sil the maximum reimbursement rate allowed by the IRS for non-taxable income.
However, employees are encouraged to use available City vehicles whenever possible while
conducting official City business.
2. Normal personal commuting mileage from home to work or work to home is not reimbursable. If an
employee uses a personal vehicle to travel to a work responsibility on the way to or from work,
normal personal commuting mileage shall be deducted from the total trip mileage used to calculate
the reimbursement.
3. Employees must have liability insurance coverage on their vehicle and may be required to furnish
proof of insurance to the city.
B. Monthly Allowance
• -
e•-- - - - e-•• - -- - - - •= - • e "•••- - - . The City Administrator and the Public Works Director shall
may receive a monthly allowance as set by the City Council. A monthly car allowance incurs is subject to the
following conditions:
1. The monthly allowance covers all business miles driven within the
seven-county metropolitan area. Any travel outside this region in a personal vehicle will be
reimbursed according to Section V.A.
4
2. City vehicles may be used:
a. In emeFgeasies an emergency work situation when the personal vehicle is not available,
b. For work related off road driving when the personal vehicle would be subjected to conditions
above normal wear and tear on a vehicle,
c. In severe adverse weather conditions,
d. Where the department head must travel by vehicle outside the seven-county metropolitan area
3. The employee has the option to decline the mileage allowance and claim reimbursement under V.A.
above.
C. Other Costs
Employees are responsible for all costs related to personal vehicle ownership and operation. The City is
responsible for all costs related to installation and maintenance of City equipment in the vehicles which is
necessary in order that Q the employee may to perform the position's functions. The City is also responsible
for all costs related to the removal of such equipment and to the restoration of the vehicle caused by such
removal.
VI. VEHICLE IDENTIFICATION
A. Color/City Logo
All City vehicles shall be licensed and marked as appropriate for their specific use as follows:
1. All Administrative transportation vehicles (Type A)shall be white of compact or intermediate size, and
have the City's name prominently displayed on the side door panels. The City's
official logo will be applied when it is beneficial to have it displayed to the public as determined by the
Department Head.
2. All specialty type vehicles (Type B or C) shall be yellow-with
have the City nam prominently displayed on the door panel or other
highly visible location.
3. Marked police squad/patrol Gars vehicles shall be white and shall display the City name, lego and
vehicle number, it shall contain lettering identifying it as a police/law enforcement/emergency vehicle.
The color of unmarked squad-Gars police vehicles will be at the discretion of the Police Chief as
necessary to minimize their detection as a law enforcement vehicle.
4. Fire Department vehicles shall be red with the City's namc, logo, and vehicle number and shall
contain lettering identifying it as a fire response emergency vehicle prominently displayed on the side
door panels.
5. Other specialty type vehicles (Type B or C) shall match the color of other similar
• = -=-e - - - - - - =e e = - - • • - - - . All other vehicles purchased new shall be
manufacturers standard medium blue in color or if blue is not available as a standard color. white
shall be used unless there is no color choice available. Vehicles shall not be repainted solely to
change the color.
VII. RESPONSIBILITY
5
Departments with assigned vehicles are responsible for the maintenance and cleaning of such vehicles.
Vehicles may be professionally cleaned once per year. The cost of cleaning a vehicle before it is disposed of
or turned over to another department is the responsibility of the department that had prior use of the vehicle
The City Administrator is responsible for the enforcement of this policy. City
employees may not deviate from the policy unless they have written approval from the City Administrator.
Revised 10/22/96
n:\budget\departm\vehicle2
6
Vehicle Categories
Guideline Replacement
Standards
Age or Miles/Hours
Administrative 10 100,000
Sedan 10 100,000
Station Wagon 10 100,000
Compact Pickup 10 100,000
Vans 10 100,000
Squad car-squad duty 4 80,000
Specialty
Light Duty
Suburban 10 100,000
Pickup 1/2-3/4 ton 10 100,000
Utility 10 100,000
Medium Duty
Utility Truck 10 100,000
4x4 pickup 10 100,000
truck- 1 to 1.5 ton 10 100,000
Skid steer loader 10 4,000
Fire grass rig 15 N/A
Mowers -riding 10
Tractor 15
Heavy duty
Dump trucks 12 80,000
Front end loader 15 6,000
Road grader 15 6,000
Alley grader 15 6,000
Backhoe 20 6,000
Sweeper 10 5,000
Jetter 20 8,000
Tanker/flusher 20 8,000
Sewer Vac 20 N/A
Pumper 20 N/A
Aerial truck 20 N/A
7
VEHICLE EVALUATION FORM
Public Works Department-Equipment Maintenance Section
Unit# Serial# Department
Year Make Model
Vehicle Description
Special Eqpt/Attachments
Primary Use
Current Mileage Hour
s
Last Year Miles Hour
s
Avg. Annual Miles Hour
s
Purchase Price (includes special equipment)
Estimated Replacement Cost (includes special equipment)
Estimated Average Life years/hours/miles
ANALYSIS OF UNIT
YEAR
Annual Operating Costs
Cumulative Operating Costs
Annual CPM or CPH
Life-To-Date CPM or CPH
Average CPM or CPH for
vehicle class
% Downtime-Annually
% Downtime-Cumulative
%Downtime by Class
Body, mechanics and/or chassis condition comments:
Prepared by Reviewed by
8
Information for comparison
Vehicle Categories
Guideline Replacement
Standards
Eagan St Louis Pk Shakopee
yr/miles years Age or Miles/Hours
Administrative
Sedan 10/100,000 5-7 10 100,000
Station Wagon 10/100,000 5-7 10 100,000
Compact Pickup 10/100,000 7-8 10 100,000
Vans 10/100,000 7-8 10 100,000
Squad car-squad duty 10/100,000 2-6 4 80,000
Specialty
Light Duty
Suburban 10/100,000 7-8 10 100,000
Pickup 1/2-3/4 ton 10/100,000 7-8 10 100,000
Utility 10/100,000 7-8 10 100,000
Medium Duty
Utility Truck 10/100,000 10 100,000
4x4 pickup 10/100,000 10 100,000
truck- 1 to 1.5 ton 10/100,000 10 100,000
Skid steer loader 10/4,000 10 4,000
Fire grass rig 15 15-20 15 N/A
Mowers -riding 6-12 10
Tractor 15
Heavy duty
Dump trucks 12/80,000 10-15 12 80,000
Front end loader 14/6,000 10-20 15 6,000
Road grader 14/6,000 10-20 15 6,000
Alley grader 10-20 15 6,000
Backhoe 20/6,000 20 6,000
Sweeper 8/5,000 10-20 10 5,000
Jetter 20/8,000 8 20 8,000
Tanker/flusher 20/8,000 8 20 8,000
Sewer Vac 20 8 20 N/A
Fire truck 20 15-20 20 N/A
t0 c,