HomeMy WebLinkAboutAgenda Packets - 2008/04/07
CITY OF MOUNDS VIEW
CITY COUNCIL WORK SESSION AGENDA
MOUNDS VIEW CITY HALL
Monday, April 7, 2008
6:00 p.m.
ROLL CALL: Marty, Stigney, Flaherty, Hull, Mueller
PUBLIC COMMENT
Citizens may speak to issues not on tonight’s agenda. Before speaking, please give
your full name and address for the minutes. Also, please limit your comments to
three minutes.
Agenda Items Discussed by Consensus
________ 1. Redevelopment Roundtable
________ 2. Annual Meeting with the Parks and Recreation and Forestry -
Commission
________ 3. Engineering Staffing Review
________ 4. City Entrance Signs
________ 5. Mounds View Community Center Flooring Update
________ 6. Review City Vision, Mission Statement, Goals Program and Value
Statement.
________ 7. Compensation Study Discussion
________ 8. Review Community Development Director and Public Works Director
Job Descriptions
________ 9. Mounds View Matters Newsletter
Next Work Session: Monday, May 5, 2008 @7pm
Next City Council Meeting: Monday, April 14, 2008 @7pm
Item No. 2
Meeting Date: April 7, 2008
Type of Business: WK
WK: Work Session; PH: Public Hearing;
CA: Consent Agenda; CB: Council Business
City Administrator Review _______
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Greg Lee, Director of Public Works
Item Title/Subject: Parks and Recreation and Forestry Commission
Meeting
Background:
The City Council has indicated a desire to meet with all City Commissioners to
discuss various issues.
Discussion:
On February 28, 2008 and again on March 27, 2008 the Parks and Recreation
and Forestry Commission indicated a desire to discuss several topics with the
City Council. These topics are listed below:
Highlights April 2007-March 2008:
• Conducted opening of 2 new park buildings, 1 at Random Park and 1 at
Groveland Park
• Replaced playground equipment at Hillview Park
• Reconstructed Oakwood Park including new soccer fields and new
playground equipment
• Formalized a Program for Memorials within City Parks
• Conducted Public Meetings to discuss usage of open space associated
with Greenfield Park
• Approved new Park signs, Hillview has been installed, all others to be
installed in 2008
• Created Volunteer Coach of the Year Award in Honor of Patrick “Homer”
Holmes
• Created new Parks Promotional Video with the help of Cable Coordinator
and Staff
• Completion of Parks and Recreation flyer
• Approved funds to install new equipment at Lakeside Lions Park in
partnership with the Spring Lake Park Lions and the City of Spring Lake
Park
Looking forward:
• Finalize plans for the use of the open space associated with Greenfield
Park
• Replacement of City Hall playground equipment
• Develop plan for improving trails within various parks
• Upgrade of Groveland and Hillview baseball fields
The Commissioners would like to thank:
• Greg Lee, Steve Dazenski and City Staff for all of their hard work toward
maintaining and improving our Parks and Trails
• Dan Weldon, Pat Prindle and YMCA Staff for another successful year of
Youth and Adult Programs as well as successful operation of the Mounds
View Community Center
• Vanessa Van Alstine for her hard work in developing the Parks video.
Parks, Recreation and Forestry Commissioner Committee Assignments:
• Mounds View Comp Plan Committee – Jerry Kunz
• Lions Park Committee – John Kroeger
• Active Living Ramsey County Bicycle Committee – Darren Peterson
• Bethlehem Baptist Church Committee – Cindy Palm
• YMCA Committee – Darren Peterson
Other Discussions:
• Spring Lake Park concept to develop a joint Skate Park at Lakeside Lions
Park
Recommendation:
The Parks and Recreation and Forestry Commissioners thank the City Council
for the opportunity to discuss these matters.
Respectfully Submitted,
Greg Lee, Director of Public Works
Item No. 3
Meeting Date: April 7, 2008
Type of Business: WK
WK: Work Session; PH: Public Hearing;
CA: Consent Agenda; CB: Council Business
City Administrator Review _______
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Greg Lee, Director of Public Works
Item Title/Subject: Engineering Staffing Review
Background:
The City Council has expressed a desire to investigate performing engineering
services in house as opposed to contracting with a consultant.
Discussion:
1. Scope of Engineering work:
Regardless of who performs the engineering services, there may be some
misconception pertaining to the scope of these services as they are applied to
typical public improvement projects. Based on previous discussions and dialog
between the City Council, Staff, and the public in general, there appears to be an
impression that the report is the same element as the construction documents.
This is definitely not the case. It should be made clear that the engineering
service provided on all public improvement projects involves three primary and
distinct phases:
1A. Preliminary investigation – This includes (among other things) preliminary
survey, review of background information, field reconnaissance, preliminary
layout design, cost estimating, and preparing the preliminary feasibility report.
1B. Construction documents - This includes development of detailed plans &
specifications, permit applications, bidding and contract administration.
1C. Construction services - This includes construction survey, construction
observation, quantity records management, correspondence, documentation,
construction coordination and project support services for all stakeholders
(general public, property owners, other government agencies..), field adjustment
coordination, etc.
2. Understanding the magnitude of engineering work involved on a Public
Improvement Project
To better understand the breath and complexity of engineering work associated
with a public improvement project, Staff has conducted an abbreviated study of
the 2003 Street and Utility Improvement Project. This project was selected
because it is greatly similar to the engineering services that will be needed to
implement the City’s over all Street and Utility Program; which is comprised of
nine separate multi-year projects. The 2003 Street and Utility Improvement
Project is also a good representative project because the construction activities
are nearly complete and has therefore gone through all three phases of the
engineering services.
In this particular case, the City utilized the services of Bonestroo, Rosene,
Anderlik and Associates (BRAA) for engineering and related work. Based on data
provided by the BRAA accounting department, a total of 67 BRAA employees
were involved and worked on the 2003 Street and Utility Improvement
Project.
A list of BRAA Staff by type follows:
Civil Engineers
Transportation / Traffic Engineers
Water Resource / Environmental Engineers
Wetland Scientists
Landscape Architects
GIS Specialists
Design Technicians
Administrative Assistants
Construction Inspectors
Construction surveyors
Interns
The total number of hours spent by BRAA staff to date on the 2003 Street and
Utility Improvement Project is 6,322. This is the equivalent of more than three
full-time people working steadily for over one year; based on the standard rate of
2,080 hours per year. As a note, there are still more engineering related hours
that will need to be spent on this project to complete it. Activities that are still
outstanding include; work with the contractor to follow up on construction quality
issues, acceptance and final payment document preparation, as well as the
creation, printing, and distribution of final record plans.
3. Potential City Engineering Staff:
If the City wanted to hire staff to do engineering in-house that is comparable in
scope to that performed by the consultant, both a design staff and a construction
service staff would be needed. It would not be possible to have the same staff do
both, since when the first project is under construction, the second project would
be under design, etc. It is Staffs opinion is that the minimum staff required would
be:
Design Staff: Senior design engineer
Water resource engineer
Autocad tech / designer
Construction Staff: MnDOT certified inspector
Survey crew chief
Survey crew rodperson
Support Staff: Administrative Assistant (1/2 person)
Engineering intern – design (1/2 person)
Engineering intern – construction (1/2 person)
Using reasonable, competitive salaries, and assuming 30% cost for benefits
(except for the interns), an estimate of the total annual cost for the staff listed
above is $517,700 per year. See attached cost break down.
Based on the above information, the City would spend more ($517,000)
on a limited, 9-person staff for the program, compared to the estimated
$480,000 annual cost for a consultant, with a breadth and depth of
personnel such that more than 50 staff can work on an individual project.
Once the City had identified the staff positions it needed, those positions must
be filled. Just creating these positions does not mean that the City will be
successful in filling them. Issues that the City would face in filling the positions
include:
• The market for engineering personnel is very competitive. Will the City
even receive applicants?
• If the City did receive applicants for the positions, will they have the
desired qualifications? And will they be potential good hires?
• If the City can find good, qualified personnel for the positions, will they
have experience with reconstruction projects?
Reconstruction projects are among the most detail-oriented and
challenging projects that a municipality typically encounters. In
comparison, BRAA has done a large number of reconstruction projects,
going back at least to the early 1990’s with their first reconstruction
projects in Woodbury and Eagan. The team from BRAA that would
perform the work for Mounds View has done at least 10 reconstruction
projects.
4. Additional Expenses
In addition to the personnel the City would need to retain, there would be other
expenses as well. These include:
• Office space
• Office equipment & computer hardware
• Computer software and license fees for programs such as Autocad
• Plotters / printers to produce the drawings
• Printing cost for the construction documents – sets of drawings and
specification books
• A City vehicle for the inspector.
• A City vehicle for the survey crew.
• Gasoline for the vehicles.
• Maintenance cost for the vehicles over the 9-year program.
• Survey equipment, including total station
• Cell phones for the construction personnel
• Materials for the inspector and surveyor: measuring tapes, survey
stakes, ribbons, markers, etc. Every piece adds up.
5. Intangibles
Other intangible issues that should be considered:
5A. Long-Term plan for personnel:
What will the City do with the personnel when the program is complete?
Will the positions be eliminated at that time and the personnel terminated? Or will
the positions continue to be an expense for the City?
5B. Efficiency of work of personnel:
What will the City do if there are any unforeseen delays in the program or a
variation in the workload? The consultant approach addresses this issue
better than the City personnel approach does – the City only orders work
from a consultant when there is a need.
Keep in mind that in for the 2003 Street and Utility Improvement Project, 67
BRAA employees worked on the project, but none of those employees worked
year-round, full-time on it.
5C. Staff training:
How will the City keep the Staff trained and up-to-date on current design and
construction practices?
A few examples of what consultants do:
• Send inspectors to Mn/DOT Certification classes each winter.
• Participates in Autocad users group where technicians can learn the most
current and effective practices on the software. As an example, BRAA
sends 3–4 technicians to the National “Autocad University” conference
annually, and those technicians come back and disperse the new
knowledge to the rest of the technicians.
5D. Standards:
The City will need to create standards for many things, so that in case personnel
changes during the course of the program, the process remains consistent.
• Standard practices for project set-up in autocad
• Standard templates for autocad drawings for plan sheets
• Standard practices for collecting & storing data (such as survey)
• Standard documents - specifications, bid forms, contracts, etc.
For a consultant, these standard documents and procedures are all part
of their everyday business.
5E. Liability:
The City must fully understand that by taking on the role of design professional,
in addition to being the Owner, the City also takes on a corresponding increased
liability, such as those due to errors and omissions in design.
5F. Specialties of Personnel:
Note that consultants offer a very wide range of personnel that are available to
work on the project, many of whom are specialists in their area, such as wetland
scientists, traffic engineers, landscape architects, GIS specialists, graphic
designers, etc. The specialists are coordinated by the general civil design team,
so that the specialists can spend minimal, effective time, addressing only the
specific issues in their area of specialty.
It would not be practical for the City to retain a similar range of specialists on
Staff. Therefore, special requirements of the projects would need to be done by
the general design Staff. This would likely result in additional time spent due to
unfamiliarity with the subject, inefficiencies in not being used to perform those
tasks, and potential for lower quality results due to less experience in that area.
If the City chose to have any of the specialty services provided by a consultant,
that expense would be an additional cost to the project.
5G. Other Cities with Engineering Staff:
There are other cities that have several engineering staff personnel.
A couple of examples are Woodbury and Eagan. But, just having engineering
personnel on staff does not translate into performing engineering design work.
Woodbury has several personnel in their engineering department, yet they do not
perform any engineering design in house. All of their engineering services
(preliminary phase, design phase, construction management phase) are done by
consulting firms.
Eagan also has a large in house engineering staff. The engineering for some
small projects are done by them. However, they still maintain a pool of consulting
engineers for the larger, more complicated projects that either exceed their
workload capacity or involve specialty services that they cannot provide with their
in house personnel.
New Brighton does perform in house engineering for their street program. This
program includes rehabilitation of approximately one mile of street per year and
this program is planned to continue forever. In contrast, Mounds View’s program
calls for rehabilitating 26 miles in just 9 years, then terminating.
5H. Tax Revenue:
As a minor point: The comment was made at the Street and Utility Program
Public Hearing that having City Staff do the engineering would keep the money
spent on engineering “in the City”. This is not accurate.
The only way that money would stay in the City is if the City employees were
Mounds View residents. Otherwise, the income tax from the employees will go to
the state & federal governments, the same as the income tax for consultants’
employees does.
In fact, the same engineering expenses paid to a consultant actually produces
more tax revenue for both the state and the federal governments, since the
consulting firm has to pay corporation tax. So more money makes it back into the
communities.
Summary of the consideration to perform in-house engineering:
In considering the question, it is Staff’s opinion that the following conclusions will
be reached:
• There is no cost savings to be realized in personnel salaries
• There are additional expenses above and beyond personnel salaries that
are already included in consulting fees
• There are issues in regards to hiring City personnel, including:
o Filling the positions
o Efficiency of workload
o Long term plan for positions
o Training
• There are other intangible factors that make the consultant approach a
referred approach.
Construction Services: In-house proposal
There is one area of engineering services that Staff feels that the City would
benefit from performing in-house. This is in the area of Construction Services,
and specifically, for activities associated with construction coordination and
project support services.
The proposal would be for the City to pursue hiring one full-time individual to
perform most or all the construction coordination and project support services for
the projects associated with the Street and Utility Improvement Program and
other public improvement projects initiated by the City. This position would be
responsible for coordinating construction activities, address and respond to all
customer calls, complaints, and questions, coordinate public input on projects,
organize all project neighborhood meetings, work with and perhaps coordinate
activities associated with the Streets and Utilities Committee, address and
provide direction on all design issues that occur in the field, coordinate permits
activities from other agencies, provide project updates and reports to the City
Council and posted them on the City’s website, Mounds View Matters, cable TV,
and construction phone hotline, and coordinate of the development and
implementation of the raingarden program.
Some of these activities have been and could continue to be performed by a
contracted consultant. However, Staff believes that the City would be better
served to have a City employee in this position, providing these services at an
acceptable level to the citizens of Mounds View.
The title, job description, qualifications, and salary would need to be determined
for this proposed position. Staff believes that this option is worth further
investigation.
Recommendation:
Staff is looking for direction on this matter. Specifically, Staff is looking for
Council direction regarding the City’s engineering staffing levels.
Respectfully Submitted,
Greg Lee, Director of Public Works
Engineering for Street Reconstruction Project:
Staff Salary Salary +30%benefits
Design Staff
Senior Design Engineer $85,000 $110,500
Water Resources Engineer $70,000 $91,000
Cadd Technician / Designer $55,000 $71,500
Construction Staff
MnDOT Certified Inspector $65,000 $84,500
Survey Crew Chief $52,000 $67,600
Rodperson $34,000 $44,200
Administrative Assistant (1/2) $18,000 $23,400
Intern - design (1/2 time) $12,500 $12,500 No benefits
Intern - design (1/2 time) $12,500 $12,500 No benefits
TOTAL $517,700
Equipment / Expenses
Office Space
Computers
Software - Program & Licenses (i.e. Autocad)
Vehicles for construction inspector and survey crew
Survey equipment
Survey materials (stakes, ribbon, etc)
Cell phones
Plotters
Printing of construction documents
Gasoline for vehicles
Item No: 6
Meeting Date: April 7, 2008
Type of Business: Worksession
Administrator Review: ___
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: James Ericson, Clerk - Administrator
Item Title/Subject: Review City Vision, Mission Statement, Strategic
Goals Program and Value Statement
Introduction:
The City Council and Department heads held a leadership and teambuilding retreat on March
14 and 15, 2008. From this retreat, a series of strategic goals were considered and action
steps identified in support of each goal. Because there was insufficient time at the retreat to
review the individual action steps identified by the subgroups, we are presenting the draft
goals for your review and preliminary approval. These same goals and actions steps, as
amended, will be presented to the public at the City’s Town Hall Meeting scheduled at the
Community Center on Saturday, April 19, from 9:00 am to noon.
Discussion:
The following are the identified 2008-2009 Strategic goals listed in order of priority.
1. Implement Street and Utility Improvement Program
2. County Road 10 Redevelopment and Revitalization
3. Improve Public Communications and Enhance Participation in City Programs and Activities
4. Assess and Mitigate Increasing Traffic through Community
5. Enhance the City’s Revenue Streams
6. Address Issues Related to the Community Center
7. Address Noise Abatement Issues along Highway 10
8. Address and Respond to Foreclosure Issues
The first five goals listed above were deemed to be the highest priority for the City. Other
goals were discussed and considered, however only those above were determined to be
priority strategic goals. Also reviewed at the retreat for purposes of reaffirmation were the
City’s previously adopted Vision and Mission Statements and the Values Statement. These
and the strategic goals are attached to this report for Council review.
Recommendation:
Please review and discuss the attached 2008-2009 Strategic Goals and Action Plan as well
as the previously adopted Vision, Mission and Values Statements and let staff know if any
changes are necessary. The agreed goals and action plan and reaffirmed statements will be
presented to the residents at the Town Hall meeting on April 19th.
Respectfully submitted,
________________________
James Ericson
City Clerk – Administrator
City Vision
“We see Mounds View as a proactive community that takes pride in its achievements. We
are responsive to the changing needs and interests of our residents and businesses. As a
result, our community thrives and prospers.”
City Mission
“Provide high quality public services that effectively address changing citizen and community
needs in a fiscally responsible and customer-friendly manner.”
Values Statements
The following values are fundamental to the City of Mounds View's success and the
fulfillment of our mission:
1) Excellence and Quality in the Delivery of Services
We believe that service to the public is our reason for being and strive to deliver quality
services in a highly professional and cost-effective manner.
2) Fiscal Responsibility
We believe that fiscal responsibility and the prudent stewardship of public funds
essential for citizen confidence in government.
3) Ethics and Integrity
We believe that ethics and integrity are the foundation blocks of public trust and
confidence and that all meaningful relationships are built on these values.
4) Treating Citizens with Respect
We believe that citizens are to be treated with courtesy and respect and deserve the
best services we can provide.
5) Open and Honest Communication
We believe that open and honest communication is essential for an informed and
involved citizenry and to foster a positive working environment for employees.
6) Cooperation and Teamwork
We believe that the public is best served when departments and employees work
cooperatively as a team rather than at cross purposes.
7) Professionalism
We believe that continuous improvement is the mark of professionalism and are
committed to applying this principle to the services we offer and the development of our
employees.
8) Continuous Learning
We believe that continuous learning and ongoing education of our elected and
appointed officials will allow us to better recognize current opportunities, anticipate
change, and prepare for the future.
Adopted June 25, 2007
2008-2009 DRAFT ONGOING GOALS
INTERNAL AND EXTERNAL
Ongoing External Goals
GOAL #I PROVIDE QUALITY SERVICES WITH LIMITED RESOURCES
GOAL #2 KEEP PROPERTY TAXES AS LOW AS POSSIBLE
GOAL #3 ENSURE A SAFE AND SECURE COMMUNITY WlTH A FOCUS ON
PREVENTION
GOAL #4 ADDRESS THE CHANGING DEMOGRAPHICS OF THE CITY
GOAL #5 COMMUNICATE AND COLLABORATE WlTH OTHER PUBLIC
JURISDICTIONS
GOAL #6 MAINTAIN AND UPDATE THE CITY'S FIVE YEAR CAPITAL
IMPROVEMENT PLAN AND INCLUDE A PLAN FOR PARKS AND
RECREATION PROGRAMS
GOAL #7 CONTINUALLY UPDATE THE CITY'S COMPREHENSIVE PLAN
Ongoing Internal Goals
GOAL #1 EXECUTE AND IMPLEMENT PLANS TO ACHIEVE CITY GOALS
GOAL #2 ENSURE THE CITY'S FINANCIAL STABILITY
GOAL #3 PROVIDE A POSITIVE WORK ENVIRONMENT FOR EMPLOYEES
GOAL #4 ATTRACT AND RETAIN HIGH QUALITY STAFF
GOAL #5 BE CREATIVE AND INNOVATIVE IN SEEKING SOLUTIONS TO
PROBLEMS
GOAL #6 IMPROVE THE EFFECTIVENESS AND EFFICIENCY OF RUNNING
COUNCIL MEETINGS
GOAL#7 INCORPORATE NEW TECHNOLOGIES WHEN AND WHERE NEEDED
CITY COUNCIL AND CITY STAFF 2008 – 2009 ACTION PLAN ADOPTED: __________________ Goal 1: Implement Street and Utility Improvement Program Staff Leader: Public Works Director ACTION STEPS TARGET DATE(S) PERSON RESPONSIBLE ACTION STATUS Create a Streets and Utility Committee Feb 2008 Public Works Develop Rain Garden Program Adopt July 28, 2008 Public Works Resolve Project Design Issues August 11, 2008 Public Works Finalize Rain Garden program September 8, 2008 Public Works Re-assess Previously Assessed Properties October 27, 2008 Mark Beer Complete plans and Specs for First Project November 24, 2008 Public Works Receive Bids for First Project January 22, 2009 Public Works Award Contract for First Project February 9, 2009 City Council
Goal 2: County Road 10 Redevelopment and Revitalization Staff Leader: Public Works Director ACTION STEPS TARGET DATE(S) PERSON RESPONSIBLE ACTION STATUS Review and Approve Monument Signs Plans and Specs May 2008 Public Works Install New Monument Signs July 1, 2008 Vendor Aggressively Pursue Redevelopment Opportunities Ongoing Community Development Pursue Grants – Trails, Intersections, etc. Ongoing PW & CD Approve Feasibility Report and Order Project, Segments 1-5 May 2008 Public Works Review Plans and Specs for Co 10 & Co H Intersection July 2008 Public Works
Goal 3: Improve Public Communications and Enhance Participation in City Programs and Activities Staff Leader: Jim Ericson, City Clerk - Administrator ACTION STEPS TARGET DATE(S) PERSON RESPONSIBLE ACTION STATUS Engage the Public via the Town Hall Meeting Apr 19, 2008 Everyone Cablecast Conversation with the Mayor/Council Members/City Administrator May 2008 WS Cable Comm, Council Admin Review Cable Committee Activity May 2008 WS Cable Comm, City Council Review Responsibilities and Define Communications Action June 2008 WS Admin Council to Review Website June 2008 WS Council, Admin Review Council Meeting Performance and Programming July 2008 WS Admin Develop Events to Promote Community (e.g., Festival, Car show, Nat’l Night Out.) Ongoing Everyone Improve Advertising & Promotions of City Events via Newsletter, Cable TV, Email, Lists, Website Ongoing Admin Conduct mid-year Retreat, assess progress August 2008 Council and Dept Heads Re-evaluate Newsletter Preparation and Delivery April 2008 WS Desaree Crane
Goal 4: Assess and Mitigate Increasing Traffic through Community Staff Leader: Public Works Director ACTION STEPS TARGET DATE(S) PERSON RESPONSIBLE ACTION STATUS Review State Traffic Counts and Projections July 2008 Public Works Indentify Potential Problem Areas Ongoing Public Works Perform Traffic Studies of Problem Areas Ongoing Public Works Incorporate Traffic Calming Techniques into Street Projects where appropriate Ongoing Public Works Maintain Focus on Speed and Traffic Enforcement Ongoing Police Dept
Goal 5: Enhance the City’s Revenue Streams Staff Leader: Mark Beer, Finance Director ACTION STEPS TARGET DATE(S) PERSON RESPONSIBLE ACTION STATUS Strengthen Tax Base Using Technology, Infrastructure Improvements & Tax Incentives Ongoing Admin, Community Development, Finance Support Technology Improvements such as High Speed Internet, Wireless, Fiber Optics, Hardware and Software enhancements Ongoing Finance, Admin Partner with Chamber to Attract new Businesses, promote Investment and reinvestment Ongoing Admin, Community Development Work on Development and Redevelopment Opportunities Ongoing Community Development Explore Collaborative Opportunities with Surrounding Communities and regional entities Ongoing Everyone Explore Grant Opportunities Ongoing Everyone
Goal 6: Address Issues Related to the Community Center Staff Leader: Jim Ericson, City Clerk - Administrator ACTION STEPS TARGET DATE(S) PERSON RESPONSIBLE ACTION STATUS Identify Current Issues May 2008 WS Jim Ericson Review Financial Performance – Explore Options to Reduce Operating Costs May 2008 WS Mark Beer Enhance Revenue Through Lease of Unoccupied Building Space May 2008 WS Ongoing Jim Ericson and Mark Beer Evaluate Services Provided to the Citizens June 2008 & Ongoing Jim Ericson and Mark Beer
Goal 7: Address Noise Abatement Issues along Highway 10 Staff Leader: Public Works Director ACTION STEPS TARGET DATE(S) PERSON RESPONSIBLE ACTION STATUS Work with MnDOT on Construction of Ardan Park Noise Wall June 2008 Pubic Works Encourage development of third Eastbound Lane on TH10 Requiring MNDOT to Install Wall Extension Ongoing Jim Ericson Obtain and Review Updated Noise Prioritization Study June 2008 Pubic Works Explore Advance-Construction Financing Opportunity if in MnDOT’s ten-year plan Aug 2008 Pubic Works Work with Legislative Representatives & Lobbyists on Noise Abatement issues Ongoing Jim Ericson
Goal 8: Address and Respond to Foreclosure Issues Staff Leader: Community Development Director ACTION STEPS TARGET DATE(S) PERSON RESPONSIBLE ACTION STATUS Identify At-Risk Property Owners Ongoing Promote Foreclosure Awareness and Prevention Programs Ongoing Work with Mortgage Companies/Banks to Ensure Code Compliance Ongoing Increase Public Awareness of Where/How to Report Problem Properties Ongoing Utilize Abatement Process when Necessary Ongoing Consider Redevelopment Opportunities Ongoing
Item No: 7
Meeting Date: April 7, 2008
Type of Business: Worksession
Administrator Review : ___
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: James Ericson, Clerk - Administrator
Item Title/Subject: Compensation Study Discussion
Introduction:
The City Council asked to begin discussion regarding the preparation of a new compensation
study consistent with Section 3.01 of the Personnel Manual.
Background:
In April of 2006, the City authorized Laumeyer and Associates to conduct a compensation
study and pay equity analysis. Rather than using the Stanton Six communities for the study
consistent with the Personnel Manual, the City identified ten alternative communities--Arden
Hills, Monticello, Robbinsdale, Buffalo, Mound, St. Michael, Hutchinson, North St Paul,
Vadnais Heights and Little Canada. Laumeyer prepared its compensation study which was
presented to the City Council on July 10, 2006. There were many questions raised at the
Council meeting in response to the study and ultimately the Council adopted a resolution
simply acknowledging receipt of the study rather than accepting or approving it. There were
many questions raised by employees as well, who felt the study was flawed in multiple
respects. The two primary concerns raised by staff included the fact that the chosen cities
were not at all comparable and the purported “market rate” bore no relationship to actual
salaries. Using the Laumeyer data, it was later revealed via an “apples to apples”
comparison that Mounds View salaries were about 6% LESS than the average comparable
cities wages.
Discussion:
Many positions have not experienced a market rate adjustment since 1998. This issue has
been brought to the attention of previous administrators and previous Councils, however with
the exception of the Laumeyer study which was ultimately not accepted, no action has been
taken to address the gap between Mounds View wages and those of comparable cities. This
fact has been documented in correspondence from the city’s previous finance director in
2005 and a memo from Chief Sommer in 2004.
Last month I prepared a comprehensive compensation memo which compared wages for
non-union personnel with three different data sets--the Laumeyer cities, Stanton Group Six
and a modified Stanton Group Six, which included metro cities with populations between
9,000 and 19,999 having their own police force. In each of the three comparisons, non-
union wages were less than their comparative municipal counterparts.
Compensation Study
April 7, 2008
Page 2
Data sets
The Personnel Manual indicates that wages shall annually be compared against wages of
communities in the Stanton Group 6, which includes metro cities having populations between
10,000 and 25,000. The Council has expressed some concern that Stanton Group 6,
because of the cities with populations in excess of 20,000, was not an appropriate data set
against which to compare Mounds View wages. In 2006, a different group of cities were
used for the Laumeyer study. The criteria used to select the communities was that the city
would be approximately 50 miles from Mounds View, have a population between 9,000 and
14,000, and have a similar structure and tax capacity as Mounds View.
This resulted in four “comparable” cities outside of the metro area (Hutchinson, Buffalo,
Monticello and St. Michael) as well as three cities which did not have a police department
(Arden Hills, Vadnais Heights and Little Canada) which would leave only three bona fide
comparable communities—North St. Paul, Mound and Robbinsdale. In 2006 I suggested
using a different data set with cities more in line with Mounds View. While the suggestion
was not considered, this did form the basis of the third data set, the modified Stanton Group
6, which adjusted the population range from 9,000 to 19,999 and excluded cities that did not
maintain a police department. This resulted in the following list of communities:
CITY POPULATION
Anoka 18,076
Columbia Heights 18,288
Farmington 17,495
Forest Lake 17,424
Hopkins 17,389
Lino Lakes 19,736
Mendota Heights 11,566
Mound 9,800
North St. Paul 11,776
Robbinsdale 13,698
Stillwater 17,929
West St. Paul 18,816
It should be noted that comparing the non-union salaries to Stanton Group 6 resulted in
Mounds View wages being 6.7% LESS than the comparable cities. Lowering the population
range from 9,000 to 19,999 resulted in Mounds View wages that are 7.7% LESS than the
comparable cities.
Compensation Study
April 7, 2008
Page 3
Conclusion
The Laumeyer report, the Stanton Group 6 data and the modified Stanton Group 6 report all
demonstrate that a majority of Mounds View non-union wages are less than where they
should be, and that a market adjustment would be appropriate for many positions. While the
Personnel Manual is quite clear as to how this should occur, the Council may consider
implementation alternatives, especially considering the potential monetary impact of such
market corrections. The following represents a range of responses to consider, including the
“do nothing” alternative:
1. Adjust wages in comparison to the Stanton Group 6 Mean
2. Adjust wages in comparison to the Laumeyer comparable cities
3. Adjust wages in comparison to the modified Stanton Group 6 average top step
4. Do nothing. ( ← Not recommended)
If option 2 or 3 is supported, the City would be advised to adopt corresponding amendments
to the Personnel Manual to reflect the change in policy. Naturally, if no action is taken to
correct for market discrepancies, the present gap between Mounds View wages and
comparable cities wages will only continue to increase while potentially eroding employee
morale and jeopardizing organizational stability.
Recommendation:
I strongly recommend that the Council authorize a new compensation study to be prepared
by a consultant utilizing Stanton Group 6 cities as a comparison, as specified in the
Personnel Manual, or as an alternative, utilizing the modified Stanton Group 6 cities as
illustrated on the previous page. Based on the anticipated results of the study and the
potential budgetary impacts, the Council may desire to phase in larger market rate
adjustments over time.
If you should have any questions about this report or the data provided herein, please do
not hesitate to call me at your convenience.
Respectfully submitted,
________________________
James Ericson
Clerk - Administrator
Item No. 08
Type of Business: WK
Date: April 7, 2008
City Administrator Review: ________
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Desaree Crane, Assistant City Administrator
Item Title/Subject: Review Community Development Director and Public Works
Supervisor Job Descriptions
Date of Report: April 7, 2008
The City Council reviewed these job descriptions on April 24, 2006, as part of the Salary
Compensation Study. Since the City is currently advertising for the Community
Development Director and Public Works Director positions, Staff thought this would be a
good time to review both of these descriptions and make any changes as necessary.
Attached are the Community Development Director and Public Works Director job
descriptions for your review. Job descriptions have been reviewed and updated by Staff.
Recommendation:
Please review these job descriptions. These will be placed on the April 14, 2008, City
Council Meeting for approval.
Respectfully submitted,
Desaree Crane
CITY OF MOUNDS VIEW
POSITION DESCRIPTION
Position Title: Director of Public Works
Department: Public Works
Accountable to: Clerk-Administrator
Status: Exempt
PRIMARY OBJECTIVE OF POSITION
Performs complex supervisory, administrative and professional work in planning,
organizing, directing, and supervising the Public Works Department, including
environmental, the water delivery system, sanitary sewer, storm sewer and surface water
management, streets and infrastructure, trailways, traffic control mitigation, the public
works garage and maintenance facility. and other public works projects and programs.
This position also m Manages the maintenance of the Community Center, City parks Park
Maintenance, and all other City owned facilities. Oversees public improvement projects
and reviews, approves, and executes City, County, and State plans. Directs parks
administrative activities and provides direction and support to the Parks and Recreation
and Forestry Commission.
SUPERVISION RECEIVED
This position reports to the Clerk-Administrator.
SUPERVISION EXERCISED
Exercises supervision over all public works staff.
ESSENTIAL DUTIES AND RESPONSIBILITIES
• Plans, organizes, coordinates, supervises and evaluates programs, plans, services,
staffing, equipment and infrastructure of the public works department.
• Evaluates public works needs and formulates short and long range plans to meet
needs in all areas of responsibility, including transportation, street, water, sewer,
drainage, light and park maintenance.
• Supervises the review of private project development plans for compliance with
codes, regulations, and standards, adequacy of applications for permits and
compliance with approved plans.
• Oversees the development or update and implementation of the Streets and Utilities
Infrastructure Improvement Program City Transportation Improvement Program
(T.I.P.), Comprehensive Sewer Plan, Comprehensive Water Plan, the Capital
Improvement Program and other plans involving the municipal infrastructure.
• Determines applicable codes, regulations and requirements for assigned projects.
• Oversees the preparation of engineering plans and specifications, bidding,
competency of contractors and vendors and the selection criteria for public
contracts.
• Oversees project management for the construction of the municipal public
improvement works projects. Oversees assigned projects to ensure contractor
compliance with time and budget parameters for the project.
• Coordinates the preparation of reviews and updates the sanitary sewer, water,
storm drainage, and street system maps, data base, and comprehensive plans.
• Oversees the maintenance of infrastructure and other records.
• Responds to public or other inquiries relative to department policies and
procedures. Evaluates issues and options regarding municipal public works and
makes recommendations.
• Maintains regular contact with consulting engineers, construction project engineers,
City, County, State and Federal agencies, professional and technical groups and
the general public regarding division activities and services.
• Monitors inter-governmental actions affecting public works.
• Manages the maintenance of the Community Center and all City owned facilities
• Prepares and documents budget requests; administers adopted budget in assigned
area of responsibility.
• Manages divisional supervisors Supervises department managers and support staff
either directly or through subordinates.
• Determines work procedures, prepares work schedules and expedites workflow.
• Issues written and oral instructions.
• Assigns duties and examines work for exactness, neatness, and conformance to
policies and procedures.
• Studies and standardizes department policies and procedures to improve efficiency
and effectiveness of operations.
• Promotes a positive work environment and responds to subordinate grievances.
Maintains harmony among workers and resolves grievances.
• Prepares composite reports from individual reports of subordinates.
• Adjusts Corrects for errors and responds to complaints.
PERIPHERAL DUTIES
• Assists in the training of city personnel in public works systems and techniques.
MINIMUM QUALIFICATIONS
Education and Experience:
(A) Graduation from a four-year college or university with a degree in civil
engineering or a closely related field; and
(B) Minimum of six years previous public works experience including at least two
years utilities;
(C) Four years of supervisory experience
(D) Consideration may be given to any equivalent combination of education and
experience
DESIRED QUALIFICATIONS
(A) Four-year degree in civil engineering
(B) Masters degree in civil engineering or a closely related field
NECESSARY KNOWLEDGE, SKILLS AND ABILITIES
(A) Considerable knowledge of civil engineering principles, practices and methods
as applicable to a municipal setting; thorough knowledge of applicable City
policies, laws, and regulations affecting department activities;
(B) Skill in operating the listed tools and equipment;
(C) Ability to communicate effectively, orally and in writing, with employees,
consultants, other governmental agency representatives, City officials and the
general public; ability to conduct necessary engineering research and compile
comprehensive reports.
SPECIAL REQUIREMENTS
(A) Must possess a valid State driver's license or have the ability to obtain one prior
to employment
(B) Certified Registration as a Professional Engineer (PE) in the state of Minnesota
TOOLS AND EQUIPMENT USED
Personal computer, including word processing, spreadsheet, and data base; motor vehicle;
phone; radio; fax and copy machine.
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.
Work is performed mostly in office settings. Some outdoor work is required in the
inspection of various land use developments, construction sites, or public works facilities.
Hand-eye coordination is necessary to operate computers and various pieces of office
equipment.
While performing the duties of this job, the employee is occasionally required to stand;
walk; use hands to finger, handle, feel or operate objects, tools, or controls; and reach with
hands and arms. The employee is occasionally required to sit; climb or balance; stoop,
kneel, crouch, or crawl; talk or hear; and smell.
The employee must occasionally lift and/or move up to 25 pounds. 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.
While performing the duties of this job, the employee occasionally works in outside weather
conditions. The employee occasionally works near moving mechanical parts and in high,
precarious places and is occasionally exposed to wet and/or humid conditions, fumes or
airborne particles, toxic or caustic chemicals, risk of electrical shock, and vibration.
The noise level in the work environment is usually quiet to moderate.
SELECTION GUIDELINES
Formal application, rating of education and experience; oral interview and reference check;
job related tests may be required.
The duties listed above are intended only as illustrations of the various types of work that
may be performed. The omission of specific statements of duties does not exclude them
from the position if the work is similar, related or a logical assignment to the position.
The job description does not constitute an employment agreement between the employer
and employee and is subject to change by the employer as the needs of the employer and
requirements of the job change.
Approval: ______________________ Approval: ____________________
Clerk - Administrator Mayor
Effective Date: Revision History: 042006 (Reviewed)
9/01 (732 Hay pts)
6/97
1995 ADA
CITY OF MOUNDS VIEW
POSITION DESCRIPTION
Position Title Community Development Director
Department: Community Development
Accountable To: Clerk-Administrator
Status: Exempt
PRIMARY OBJECTIVE OF POSITION
To strengthen the overall health and vitality of the City of Mounds View through developing,
managing and evaluating community development programs, including planning,
development review, economic development and redevelopment, housing rehabilitation
and inspection, building plan review and inspection, and code enforcement.
SUPERVISION RECEIVED
Works under the general guidance and direction of the Clerk-Administrator.
SUPERVISION EXERCISED
Exercises supervision over all community development staff.
ESSENTIAL DUTIES AND RESPONSIBILITIES
• Manages and directs the operations of the Community Development Department.
Initiates, develops and administers community development programs and services
pursuant to policy direction from City Council and the Clerk-Administrator, adopted
plans, regulations and budgets.
• Provides professional planning and economic and housing development advice and
consultation to elected and appointed officials, developers and citizens; makes
presentations to City Council, boards, commissions, civic groups and the general
public.
Department Operations
Manages and supervises community development operations to achieve goals within
available resources; plans and organizes workloads and staff assignments; trains,
develops, motivates and evaluates assigned staff; reviews progress and directs changes
as needed.
• Assures that assigned areas of responsibility are performed within budget; monitors
revenues and expenditures in assigned areas to assure sound fiscal control;
prepares annual budget requests; assures effective and efficient use of budgeted
funds, personnel, materials, facilities and time.
• Works in cooperation with the Finance Director to secure capital funding for
community and economic development projects (e.g. federal and state grants,
special bonding.)
• Determines work procedures, prepares work schedules, and expedites workflow;
studies and standardizes procedures to improve efficiency and effectiveness of
operations.
• Issues written and oral instructions; assigns duties and examines work for
thoroughness, accuracy, and conformance to policies and procedures. Conducts
staff training sessions.
• Directs research efforts to secure funding resources for housing and community
development projects; keeps informed of federal, state, regional and foundation
development funds and programs, and their regulations.
• Promotes a positive work environment and Maintains harmony among workers and
responds to subordinate grievances; resolves grievances; assists subordinates in
performing duties; identifies training needs and addresses staff development issues;
corrects errors and responds to complaints.
• Executes timely performance evaluations of community development employees.
• Delegates work assignments to responsible employees as needed.
Community Planning and Intergovernmental Coordination
• Has thorough knowledge of the principles, practices and methods of city planning
and planning administration.
• Manages the development, maintenance, and adherence to the Mounds View
Comprehensive Plan to insure ensure the future stability of the community.
• Provides leadership and direction in the development of short and long range plans
related to growth management, land use, housing, transportation, parks, trails and
open space systems, public facilities, solid waste or other related issues to meet the
City’s needs and the requirements of intergovernmental agreements or State
legislation.
• Gathers, interprets, and prepares data for studies, reports and recommendations;
coordinates department activities with other departments and agencies as needed.
Recommends and implements strategies needed to accomplish City community
development goals.
• Coordinates and schedules comprehensive plan activities with the Metropolitan
Council plan, state and county planning activities, and various special jurisdictions’
planning activities.
• Identifies strategic opportunities for use of tax increment financing and other
resources to attract and shape development in order to strengthen the City’s
economic base and overall community health; supervises and works with the City’s
Economic Development Coordinator to design and implement ways to capture these
opportunities.
• Supervises the evaluation of land use proposals for conformity to established plans
and ordinances; evaluates developmental impacts as they relate to adopted plans
of the city and makes recommendations.
• Monitors inter-governmental and legislative decisions affecting department
operations and follows through with appropriate action.
• Serves on various boards, commissions, task forces and committees as assigned.
Serves as City’s representative to intergovernmental planning efforts and joint
powers groups.
Development Review
• Supervises the development review process from submittal of rezoning, subdivision,
conditional use permit and site plan applications, through analysis of project
proposals, preparation of staff reports and recommendations, review of construction
drawings and issuance of building permits, and building inspections.
• Interprets and applies City codes, and exercises judgment in applying requirements
to cases which do not fit norms.
• Deals with developers, design professionals, contractors, business people, citizens,
and property owners on an on-going basis. Handles controversial issues and
situations related to the review of development projects. Assumes responsibility for
developing alternatives and solutions to complex and difficult issues and situations.
• Assures Insures the maintenance of accurate and complete records of departmental
activities related to licenses, permits, development projects and special studies, and
the production of related maps and diagrams.
• Interprets and applies development regulations; identifies gaps in ordinance
provisions and recommends ways to address these gaps; prepares ordinance
revisions for consideration by City Council.
• Assures accurate collection of fees.
• Has familiarity with basic engineering and building construction principles and
concepts.
• Acts as the arbiter when code provisions are confusing or vague.
Housing & Neighborhood Improvement
• Supervises the evaluation of the City’s housing stock and its neighborhoods, and
the development and implementation of programs to address problems. Assembles
resources and develops methods of financing to support such programs.
• Assures the continuing implementation of the annual housing inspection program.
Code Enforcement
• Supervises the enforcement of zoning, housing, building, and nuisance codes
including the receiving of complaints, field investigations, preparation of notification
letters and court orders, and possible testimony in court hearings, in order to
achieve code compliance.
• Develops methods for dealing with chronic code violations and problem properties.
PERIPHERAL DUTIES
• Attends professional development workshops and conferences to keep abreast
of trends and developments in the field of city planning.
• Assists in designs for parks, streetscapes, landscapes and other municipal
projects.
MINIMUM QUALIFICATIONS
Education and Experience:
(A) Education from an accredited four-year college or university with a degree in land-
use planning, urban planning, public administration or a closely related field;
(B) A minimum of five (5) years of progressively responsible community development
work;
(C) Preferably a Master of Arts Degree and four (4) years of supervisory experience.
(D) Municipal Experience preferred.
NECESSARY KNOWLEDGE, SKILLS AND ABILITIES
(A) Extensive knowledge of community development programs and process processes,
and the typical operations of a community development department. Ability to use
computers in accomplishing the work of the department.
(B) Ability to supervise a complex set of department functions which involve several
technical disciplines, and to manage a complicated work program so that demands
are matched to resources and work assignments are completed in a thorough,
complete manner within established time frames. Ability Able to juggle coordinate
numerous projects which often have demanding requirements and tight time
schedules.
(C) Ability to think in a creative and strategic manner, to develop alternatives and
specific program proposals designed to achieve effective results consistent with
community goals.
(D) Thorough knowledge of how to formulate, implement and apply comprehensive
plans and special studies related to community development issues.
(E) Thorough knowledge of how to develop, interpret and apply development
regulations, and to conduct code enforcement activities.
(F) Familiarity with the Community Development Block Grant program and other federal
and state housing programs.
(G) Familiarity with engineering and building construction principles and concepts.
(H) Familiarity with geographic information systems, and how to utilize them in the
operation of a community development department.
(I) Ability to analyze situations and information, formulate alternatives, and use sound
judgment in drawing conclusions and making decisions. Ability to develop a course
of action and maintain momentum to reach successful conclusions in a variety of
program areas.
(J) Ability to communicate orally and in writing with design professionals, contractors,
developers, business people, property owners, citizens, elected and appointed
officials, and the general public; ability to produce effective presentations and
reports including research, synthesis of information, preparing text, graphs, charts
and graphics. Ability to write clearly, concisely and legibly.
(K) Ability to maintain effective working relationships with the Clerk-Administrator, other
department heads and staff members, Council and Commission members, citizens,
property owners, developers and others.
(L) Ability to follow verbal and written instructions.
(M) Ability to handle stressful situations and effectively deal with difficult or angry
people.
SPECIAL REQUIREMENTS
Valid Minnesota State Driver’s License or ability to obtain one.
TOOLS AND EQUIPMENT USED
Skill in the operation of a personal computer, including the use of work processing and
spreadsheet software; a motor vehicle; calculator; phone; and copy and fax machine.
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.
A majority of the work is performed in an office setting, with occasional visits to field sites.
Sufficient mobility is necessary to navigate natural terrain and construction sites. Visual
acuity sufficient to evaluate field conditions, plans and drawings is necessary, as is the
ability to communicate orally in person and over the telephone. Specific vision abilities
required by this job include close vision, distance, vision, color vision, peripheral vision,
depth perception, and the ability to adjust focus. Hand-eye coordination is necessary to
operate computers and various pieces of office equipment.
While performing the duties of this job, the employee is required to sit, stand, walk, talk and
hear, use hands to finger, handle, feel or operate objects, tools, or controls, and to reach
with hands and arms. The employee is occasionally required to climb or balance, stoop,
kneel, crouch, or crawl.
The employee must occasionally lift and/or move up to 25 lbs.
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.
While performing the duties of this job, the employee usually works in an office setting, with
occasional visits to field sites. When in the field, the employee is exposed to outside
weather conditions, experiencing exposure to wet and/or humid conditions, fumes or
airborne particles. Situations may occur where the employee is dealing with people who
are angry, upset or belligerent.
The noise level in the work environment is usually moderate.
SELECTION GUIDELINES
Formal application, rating of education and experience; oral interview and reference check;
job related tests may be required.
The duties listed above are intended only as illustration of the various types of work that
may be performed. The omission of specific statements of duties does not exclude them
from the position if the work is similar, related or a logical assignment to the position.
The job description does not constitute an employment agreement between the employer
and employee and is subject to change by the employer as the needs of the employer and
requirements of the job change.
Approval: _________________________ Approval:
_________________________
Clerk - Administrator Mayor
Effective Date: April 19, 1996 Revision History: 042996 (Reviewed)
11/27/00 (588 Hay pts)
6/97
4/96
Item No. 09
Type of Business: WK
Date: April 7, 2008
City Administrator Review: ________
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Desaree Crane, Assistant City Administrator
Item Title/Subject: Mounds View Matters Newsletter
Date of Report: April 7, 2008
Background
Since the resignation of the Communications Coordinator on November 1, 2006, the
Assistant City Administrator has continued to manage the Mounds View Matters newsletter.
Although the editions have decreased from 6 to 4, it is becoming more difficult for the
Assistant City Administrator to meet the deadlines required for printing and delivery. This
will be especially difficult in the Summer and Fall editions because a considerable amount of
the Assistant City Administrator’s time would be spent preparing for the 2008 Primary and
General Elections. Currently the Assistant City Administrator writes articles for the
Administration Department, and also gathers the articles from other departments, performs
as editor when necessary, lays out the newsletter and prepares the newsletter for printing
and delivery. This is a time consuming process, which can take anywhere between 16 to 18
hours to draft and finalize this newsletter.
Discussion
Staff would like to discuss options to the City Council on design and production of the
Mounds View Matters. Below are some options to consider.
Option 1 – Use Other Existing Staff
The City Council could consider using other existing staff to draft the
newsletter. However, there are few employees who are trained in the
newsletter software, Microsoft Publisher. Additionally, most employees
have very limited experience in newsletter design. It will take considerable
staff time to train another employee in newsletter production.
If the City Council would like to consider using existing staff employees,
then the City Council needs to be aware that there may be issues with job
quality due to this learning curve. Staff is concerned that there is not
enough manpower and time to train an employee effectively.
Option 2 – Use a Consultant
The City Council could use a consultant for the design and layout of the
newsletter. Staff did receive two quotes from two design companies –
Abbott & Abbott and BlueFish.
Abbott & Abbott currently designs newsletters for the Mounds View School
District, SalesforceXP, and the National Down Syndrome Congress. They
are the apparent low bid. BlueFish currently designs the North St. Paul
city newsletter. Attached are quotes from both consultants.
If the City Council is receptive to this idea, then Staff would place this for
Council consideration in April. The Assistant City Administrator would
continue to gather articles from all departments, the Mayor and
Community Center, but would then forward those articles to the consultant
for design.
Staff would continue to be responsible for delivery of the newsletter in accordance with the
City Charter. This will be a combination of the delivery service and the U.S. Postal
Service.
Recommendation:
Please discuss the options. Staff would recommend using a consultant to save staff time
and to ensure a quality work product.
Respectfully submitted,
Desaree Crane