HomeMy WebLinkAboutAgenda Packets - 2006/08/07
CITY OF MOUNDS VIEW
CITY COUNCIL WORK SESSION AGENDA
MOUNDS VIEW CITY HALL
Monday, August 7, 2006
7:00 p.m.
ROLL CALL: Marty, Stigney, Gunn, Flaherty, Thomas
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. Communications
A. Cable TV Equipment
_______ 2. Finance
A. General Fund Budget and Tax Levy
B. Distribution of Bethlehem Baptist Church Contribution
C. 2006 Budget adjustments
________ 3. Human Resources
A. HR Committee Report and Recommendations Regarding Compensation
Plan
B. Cable Tech Salary Schedule and Hiring Process
C. Mounds View Receptionist Hiring Process
_______ 4. Administration
A. MV Community Center
1. Task Force Review of Project Priorities and Budget
2. Ballot Question and/or Survey
_______ 5. Public Works
A. County Road 10 Trailway Report – Segments 9&10
Next Work Session: Tuesday, September 5, 2006 at 7pm
Next City Council Meeting: Monday, August 14, 2006 at 7pm
Item No: 3A
Meeting Date: 08/07/06
Type of Business: WS
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Kurt Ulrich, City Administrator
Item Title/Subject: HR Committee Report and Recommendations Regarding
Compensation Plan
The Human Resources Committee met with human resources consultant James
Laumeyer on July 31st and considered the Classification and Compensation Study Final
Report and reviewed his recommendations. The Committee members had several
questions about study and the recommendations that are currently being reviewed. The
recommendation from the Committee will be forwarded to the Council at a future meeting
when available.
Department head staff also offered the following points for consideration by the
Committee:
1) Objectives
In reviewing possible implementation of the report information, staff believes it is
important to consider the objectives of the City’s compensation program overall.
Regardless of the type of market evaluation utilized, the following objectives from the
current personnel policy remain valid:
1. To develop and maintain a Comprehensive Policy which will attract
and retain competent personnel.
2. To establish and maintain a compensation schedule consistent with
the Pay Equity Act of 1984 and its subsequent amendments.
3. To provide a climate in which employees will be encouraged to develop
their abilities and effectiveness in performing assigned duties.
4. To recognize the quality of job performance demonstrated by each
employee.
5. To establish and maintain compensation levels which are
competitive with those provided by comparable jurisdictions.
6. To maintain an overall compensation policy with sufficient flexibility
to meet changing economic and competitive conditions.
2) Job Point Evaluations:
- The study is valuable in determining internal equity relative to pay
equity by establishing Hay points.
- Hay points of the job should reflect the duties of the current job and
that job duties should not be reassigned in order to try to
manipulate Hay points.
- The market prices paid for positions often conflict and/or do not
match with Hay point values. For example, a high point value
position may not be paid as much as a lower point value position
depending on the relative supply/demand for those positions.
- Pay equity adjustments do not line-up with market data, therefore,
their needs to be some flexibility in how market data is applied.
Pay equity compliance is statutorily mandated while market-based
compensations systems provide a discretionary guideline.
3) Market Data:
- Several of the sample cities differ from Mounds View in significant
ways. For example, only five of the ten sample cities have their
own Police Department. Police Departments themselves are large
operations (55% of the budget in Mounds View), and the existence
of a Police Department affects the level and complexity of support
services such as human resources, finance, and administration.
- The raw data indicates that the number of comparable positions
found in the ten sample cities is limited for some positions.
- Market data taken from a small sample of ten cities may vary
widely from one year to the next if there is a shift in 2-3 positions
within the sample.
- Several of the sample cities (i.e., Buffalo, Hutchinson, Monticello,
St. Michael) are outside of, or on the fringe, of the urban area.
Urban metropolitan communities have more diverse populations,
urban utilities, greater urban impacts from traffic, crime, etc., and a
higher cost of living (e.g., housing costs).
- Tax capacity is a variable that will change over time. In Mounds
View changes will occur as TIF districts decertify. Currently,
Mounds View’s net tax capacity is relatively low due to the amount
of commercial and industrial tax base within TIF districts. Other
cities may have a higher rate of new development due to open
land.
- Populations of the comparison cities range from 9,620 to 13,950.
Mounds View is listed at 12,738.
- The job market is tightening-up for qualified employees. For
example, only five people applied for the last department head
position hired by the City.
- Existing employees were hired under the current compensation
plan that is still in effect.
- The current group of employees has worked to stay within budgets,
pursue outside revenue opportunities, and adheres to the
budget/levy directives of the Council.
- Employees are an investment that can provide a good return for
the City.
- The market study doesn’t look at other benefits. For example, the
Mounds View benefit for health insurance is likely better then the
market. Other benefits (e.g., car allowances, training opportunities,
tuition reimbursement) may be less.
4) Action/alternatives:
- Process pay equity adjustments as required to come into
compliance with State statute.
- Consider the market data as a guideline and target each position to
be within a range (e.g., __% +/-) of the market data.
- Cities that have Police Departments (i.e., Hutchinson, Buffalo,
Mound, Robinsdale, N. St. Paul) could be weighted more heavily in
the comparisons.
- Phase implementation over time.
- Contracts need to be negotiated with AFSCME, the Police
Supervisors, and Public Works for any pay adjustments (including
pay equity).
- Revise City Personnel Policy and consider the development of a
new compensation plan.
Item No: 03B
Meeting Date: August 7, 2006
Type of Business: Worksession
City Administrator Review: _______
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Desaree M. Crane, Assistant to the City Administrator
Item Title/Subject: Cable Tech Schedule and Hiring Process
In the past, the City had retained the services of at least two part-time Cable TV Assistant/Technicians in addition
to the Cable Coordinator. Due to the recent vacancy in this position, staff reviewed the hiring process and wage
schedule and found that there was no documentation for this job in terms of a position description, wage
schedule, or Council authorization to hire. Currently this position does not have a 5-step progression, and the top
rate of pay is $13.53.
It is proposed that two Cable TV Assistant be retained on staff. Currently, Dave Olson occupies one of these
positions and is currently paid at $13.53/hour. Two positions are proposed in order to have flexibility to cover for
vacations and availability. This proposal was discussed at the July 17th Work Session. Staff has asked
Laumeyer and Associates (the firm that drafted the Mounds View Compensation Study) to Hay point this job and
provide a salary schedule. Today, Monday, August 7, 2006, Laumeyer and Associates pointed this position at
197 Hay points. This is the same Hay points as the Public Works Maintenance. The Public Works Maintenance
Worker is currently at a top pay of $21.39/hour. The Cable TV Assistant/Tech Assistant would be a part time
position that would not exceed 20 hours a week, and would not be eligible to receive City benefits.
Consequently, based upon these considerations, and in consideration of the market for this type of job, the
proposed step progression is as follows:
Step One: $12.00/hour
Step Two: $12.75/hour
Step Three: $13.51/hour
Step Four: $14.25/hour
Step Five: $15.00/hour
The existing employee would start at Step 3, and progress annually. The new employee would start at step one
and progress to step two six months from date of hire. The candidates would progress through the steps in
accordance with the Mounds View Personnel Manual. This will be a non-union, non-exempt position.
If the City Council is in agreement with hiring two Part time Cable TV Assistant/Technicians, then Staff will start
the process of hiring. Here is the proposed hiring schedule:
Advertising: Star Tribune or Pioneer Press: Aug 20th edition (Sunday)
Bulletin: August 23rd edition
Post on LMC and City Website: August 15th
Deadline for Applications: September 5th at 430pm
Processing Applications: September 6th
Start Interviews: Sept 8th, Sept 11th and Sept 12th
Top Candidates: September 15th
Discuss Top Candidates: Mounds View Cable Committee September 18th
Auth to Hire Top Candidate: September 25th City Council Meeting
Staff will be seeking authorization to hire for these two part time positions within the existing budget at the August
14, 2006, City Council Meeting.
Item No: 03C
Meeting Date: August 7, 2006
Type of Business: Worksession
City Administrator Review: _______
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Desaree M. Crane, Assistant to the City Administrator
Item Title/Subject: Mounds View Receptionist Hiring Authorization
Jodi Salmonson has resigned from her position as the Mounds View Receptionist. Her last day was August 3,
2006. This position is currently vacant and due to this vacancy it is becoming difficult to maintain customer
service levels. The Receptionist position is responsible for receiving and referring all inquiries to appropriate City
personnel, performing routine clerical duties including: mail processing, cash receipting, work processing and
data entry, maintains office supplies, processing dog licenses, providing information to the public, provides
support to the Assistant to the City Administrator in Mounds View Elections, and assisting other departments as
needed. The position is Hay Pointed at 169. This position is currently an AFSCME union position and the City is
currently in labor negotiations for a new 2006-2007 contract.
Staff is requesting that authorization be made to post the opening for the Receptionist position, to interview and
select the individual who matches the qualifications in the attached job description, and to recommend that
candidate to the Council for hiring. This request will be made at the August 14th City Council Meeting. Staff
would like permission, however, to start advertising this week. This will help speed up the process of hiring a
new receptionist. Here is the proposed hiring schedule:
Internal Posting of Job: August 8 to August 11
Advertising: Star Tribune or Pioneer Press: Aug 13th edition (Sunday)
Bulletin: August 16th edition
Post on LMC and City Website: August 8, 2006
Deadline for Applications: August 28 at 430pm
Processing Applications: August 29
Start Interviews: August 31, Sept 1, and Sept 5
Top Candidate: September 7
Auth to Hire Top Candidate: September 11th City Council Meeting
Due to the present personnel levels at the City and the upcoming Election, Staff is also requesting permission to
start looking for a temp employee to fill the position until a receptionist is hired. Staff will present which temp
agency is recommended at the August 14th City Council meeting, but would like permission to start looking at
temp agencies.
Staff would like to also discuss possibilities to expand duties of this position to include more secretarial type of
duties. Many of the expanded duties could include filing and processing of building permits. Expanding these
duties would require the position to re-pointed and may require a higher salary schedule.
Respectfully submitted,
Desaree M. Crane
POSITION DESCRIPTION
Position Title: Receptionist/Recycling Coordinator
Department: Administration
Accountable To: City Administrator
Status: Non-Exempt
PRIMARY OBJECTIVE OF POSITION
Responsible for receiving and referring all inquiries to appropriate City personnel.
Performs other clerical duties including mail processing, cash receipting, word
processing and data entry, maintains office supplies, schedule room reservations and
assists with other Departments as needed.
SUPERVISION RECEIVED
Works under the guidance and direction of the City Administrator or designee.
SUPERVISION EXERCISED
None.
ESSENTIAL DUTIES AND RESPONSIBILITIES
• Receives and routes central switchboard calls. Answers incoming telephone
calls, directing them to the appropriate individual or department. Takes accurate
messages and refers them in a timely manner to ensure the caller receives a
prompt reply.
• Refers customers and residents to proper persons or department. Greets visitors
to the City offices and directs them to the individual or department able to
provide the most assistance. Provides prompt and business-like customer
service to maintain a favorable image of the City.
• Provides counter coverage and assists customers with various requests.
• Processes all outgoing and incoming mail. Promptly distributes mail to
appropriate department. Notifies intended receiver when an express letter or
package arrives.
• Performs word processing, including, but not limited to, forms, licenses and
general correspondence. Maintains up-to-date directory of telephone numbers
and addresses necessary for public information including Municipal Directory
and New Residents Packet.
• Maintains the lobby area and front counter area in a neat and orderly condition.
Prepares the Council Chambers for meetings and clean-up the following
morning. Removes all outdated notices, posters, etc. on a daily basis.
• Schedules City Hall room reservations.
• Performs cash receipting including collecting fees and issuing receipts for certain
licenses, permits and bills.
• Administrates the Recycling Program. Schedules bi-annual cleanup days for city
residents, answers recycling questions, submits annual reports to Ramsey
County, responsible applying for quarterly reimbursement from Ramsey County,
responsible for the recycling budget, and applies for yearly grant monies to
support the recycling program.
• Assists with utility billing as needed.
• Processes dog licenses including issuing tags, data entry and payment.
• Maintains City scrapbook of articles from official newspapers.
PERIPHERAL
• Supports Administration Department in distribution and publication of weekly
agenda packet materials, City Newsletter and other duties as requested.
• Handles minor maintenance/service calls for office equipment including, but not
limited to, postage machine, copier, fax and microfilm machine.
• Other duties as assigned.
MINIMUM QUALIFICATIONS
Education and Experience:
(A) Graduation from a high school or GED equivalent with specialized course work in
general office practices such as typing, filing, accounting and bookkeeping, and
(B) Two (2) years of increasingly responsible related experience, or any equivalent
combination of related education and experience.
NECESSARY KNOWLEDGE, SKILLS AND ABILITIES
(A) Proficient with computers and modern office practices and procedures. This
includes proficiency in Microsoft Applications.
(B) Skill in operation of listed tools and equipment.
(C) Ability to perform cashier duties accurately; ability to effectively meet and deal
with the public; ability to communicate effectively verbally and in writing; ability to
handle stressful situations.
TOOLS AND EQUIPMENT USED
Phone switchboard; mainframe computer terminal; personal computer including word
processing software; copy machine; postage machine; fax machine; calculator.
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 sit and
talk or hear. The employee is occasionally required to walk; use hands to finger, handle,
or operate objects, tools, or controls; and reach with hands and arms.
The employee must occasionally lift and/or move up to 25 pounds. Specific vision
abilities required by this job include close vision 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.
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: ____________________
Supervisor Appointing Authority
Effective Date: Revision History: 042006 (Revsied)
11-03
9-97
6-97
7-96
1995 ADA
Item No: 4A 1 & 2
Meeting Date: 08/07/06
Type of Business: WS
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Kurt Ulrich, City Administrator
Item Title/Subject: Mounds View Community Center
Background:
On July 24, 2006, the City Council directed staff to proceed with negotiations with the
Oops Theater group on an interim lease contract for use of the banquet facility. This
contract is schedule to come back before the Council for final action at the August 14th
regular meeting.
At the July 17th work session the Council considered additional information on the
following:
- Costs for a resident opinion survey
- Ballot question for the project
- Request for proposal (RFP) for the facility
The recommendations of the Mounds View Community Center Task Force were last
reviewed by the City Council at the June 26th regular meeting. At that time the Council
considered whether to authorize the project architect to proceed with the preparation of
more detailed plans, but decided not to move forward with plans at that time.
A.1. Task Force Review of Project Priorities and Budget
The initial construction estimate of $600,000 makes this a significant project for the City.
If the project is viewed favorably, but the cost and proposed phasing of the project
continue to be issues, it is recommended that the Council consider referring this item to
the Mounds View Community Center Citizens Task Force. The Task Force could be
asked for a recommendation on options to phase-in the development over a longer
period of time by developing priorities and to consider overall project cost reductions.
The Task Force might also consider the Oops Theater operation and how it would impact
the Community Center operation and remodeling plans if it was a long-term tenant.
Revised financial projections would be prepared as part of this review.
A.2. Ballot Question and/or Survey
When the Council initially reviewed the Oops Theater proposal on July 17th, it was the
consensus that a ballot question and/or market survey would be reconsidered at this
August work session.
Costs for a resident opinion survey
Three quotes were received:
1. Maxfield Research, Inc. - $7,000
This firm specializes in the business market and their proposal includes a
comprehensive market demand analysis, but excludes any citizen opinion polling.
2. Decision Resources, Inc. - $5,000 to 10,500
This firm specializes in community surveys and includes a household random sample
with a summary analysis. They have completed community survey work for Mounds
View in the past. No business market demand analysis is provided. Staff is
researching whether a smaller, less-costly survey as an option. For example, recent
news reports indicate that New Brighton is doing a community survey for less than
$5,000. The $10,500 survey is for 50 questions of 400 households.
3. Anderson, Niebuhr & Associates, Inc – $28,000
This firm also specializes more in the business market and their proposal includes
both a comprehensive market demand analysis, plus a 400 random sample citizen
opinion survey. This firm has done several market research projects for the YMCA in
the Twin Cities.
Each of the proposals would provide valuable information relative to the project.
Including a 400 person random sample survey would require at least 60 days to develop
the questions and to conduct the survey. It is recommended by Decision Resources that
a survey not occur until after Labor Day due to the availability of residents.
Ballot question for the project
This item has been reviewed with the City Attorney and the following options for a ballot
question appear to be available:
1. As a question seeking specific bonding authority as required by Charter if additional
G.O. debt is issued.
Q:
"Should the City issue general obligation bonds in an amount not to exceed $XXX,XXX to
finance improvements to the Mounds View Community Center?"
2. As a question seeking an advisory response:
Q:
"Should the City make improvements to the Mounds View Community Center in the
amount of $XXX,XXX utilizing a combination of funding as needed to include, but not
limited to, membership revenue, private donations, internal loans, and/or General Fund
contributions?"
The cost to add the question to a general election ballot would be minimal, however, if a
special election was held, the cost would be approximately $10,000.
Recommendation:
It is recommended that this item be referred to the Mounds View Community Center
Citizens Task Force for a recommendation on options to phase-in the development over
a longer period of time by developing priorities, to consider overall project cost reduction
options, and to review the Oops Theater operation and how it would impact the
Community Center operation and remodeling plans if it transitions into a long-term tenant.
It is further recommended that the need for a survey and/or market study be considered
when the Task Force has completed its work. Due to election timing issues, this item is
not recommended for a ballot question at this year’s general election.
Item No. 5A
Meeting Date: August 7, 2006
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: County Road 10 Trailway Project: Segments 9&10
Draft Feasibility Report Review
Background:
On January 9, 2006 the City Council approved Resolution 6716 authorizing the
preparation of a preliminary feasibility report and consultant selection for the
County Road 10 Trailway, Lighting, and Landscape Project. At that time, the City
Council gave direction that the City should proceed with two segments of trailway
along the County Road 10 corridor: 1.) The segments on the north side between
County Road H and Silver Lake Road (Segments 1-6) and; 2.) the segments on
the south side between Long Lake Road and Silver Lake Road (Segments 9 &
10).
At this time a draft version of the feasibility report for the segment on the south
side between Long Lake Road and Silver Lake Road (Segments 9 & 10) has
been completed and submitted for the City Council’s review.
Discussion:
The draft report is very comprehensive. The report includes a base project
consisting of a ten (10’) bituminous trailway on the southside of County Road 10
from Silver Lake Road to Long Lake Road. The base project also includes
pedestrian lighting and landscaping. The report also includes connection
alternatives.
The next step for this project is to approve the report, hold a public improvement
hearing, order the project, and authorize the preparation of plans and
specifications. As per the current schedule in the draft report, this is scheduled
for August 14, 2006. However, to allow for proper publication of the hearing
notice, it is recommended that this be rescheduled for August 28, 2006.
There are currently several aspects of this draft report on which Staff is seeking
direction from the City Council. These are:
• Is the base project, which includes the trailway, lighting, and landscaping,
acceptable to the City Council as proposed in the draft report?
• With regard to the connection alternatives: How does the City Council
wish to proceed? If the City Council wishes to delete any or all of these
connection alternatives, this can be done at three points in the project
schedule:
o At the time the report is approved
o After plans and specifications are created for these alternatives
o After bids are received but before a contract is awarded.
• How should this project be funded? Tax Increment Financing? Also, if the
connection alternatives are included in the project, how should they be
funded?
Recommendation:
Staff is looking for direction on this matter. Specifically, Staff is looking for
Council direction and input as to whether and how they would like to proceed
with the County Road 10 Trailway Project for segments 9 & 10.
Respectfully Submitted,
Greg Lee, Director of Public Works