2.0. SR 09-08-1993
A.( -'(
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IIi< River
TO:
MAYOR & CITY COUNCIL
FROM:
PAT KLAERS, CITY ADMINISTRATOR
DATE: SEPTEMBER 2, 1993
SUBJECT: BUDGET WORK SESSION
At the first budget work session on 8/30/93, the City Council
reviewed overall City financial issues, the status of the 1993
budget, the 1994 proposed special revenue funds, and the
proposed 1994 general fund expenditures. Also at the end of
this work session, the proposed 1994 general fund revenues were
handed out and this will be the starting point for the work
session on 9/8/93.
1994 PROPOSED GENERAL FUND REVENUES
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State law changes have influenced some adjustments in the 1994
City revenues. The changes include the reclassification of
the equalization aid away from the Homestead and Agricultural
Credit Aid (HACA) account and into the Local Government Aid
(LGA) account. This change has made comparisons between 1993
and 1994 revenues difficult. Another change which affects the
tax rate and paYments by property owners relate to the
commercial, industrial, and residential tax rate classification
changes approved by the state last year.
Taking into consideration taxes alone, this revenue source is
up 16.4% or $216,750. The tax rate will not go up 16% due to
growth in the net tax capacity (NTC) of the City. Taxes amount
to about 45% of the total general fund revenues.
When taxes and HAC A are combined, the proposed increase in 1994
is then 10.5%. This is because HACA allocated to the general
fund is decreasing by $20,100. This is due to the shifting of
equalization aid away from HACA and into LGA.
When taxes, HACA, and LGA are combined, then the proposed 1994
revenues are up 12.6%. These three categories combined show an
increase of $259,050. This is a substantial portion of the
total proposed increase of $365,900.
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Taxes, HACA, and LGA are the "big three" as far as City
revenues are concerned. When levy limits were in place, all
three of these revenues were controlled by the state. These
three revenue sources combined equalled 68.3% of the total
general fund revenues in 1993 compared to 68.5% of the total
revenues as proposed in 1994. This leaves a balance of less
than 32% of the total general fund revenues for City Council
consideration.
P.O. Box 490 · 13065 Orono Parkway · Elk River, MN 55330 · (612) 441-7420 · Fax: (612) 441-7425
Budget Work Session Memo
September 2, 1993
Page 2
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Some revenue additions are a direct offset to some, or part of
some, planned new City expenditures. These new revenues
include an increase in the recreation fees by $15,500, a
D.A.R.E. contribution of $50,000, a police contract revenue of
$14,000 (for mall activity), and an apartment licensing fee of
$6,000.
The other major revenue increases are mostly development
related. The City cannot get too dependent on these
development related revenues as the economy could change and so
could the amount of revenues generated from these activities.
These changes include an increase in administrative project
fees by $25,000 (2.5% of public improvement projects to cover
City expenses), an increase in plan check fees of $19,000, an
increase in building permits by $17,500, and an increase in
plumbing/heating permits of $4,800.
A few revenue decreases include a $10,000 reduction in interest
revenue, a $16,000 reduction in equipment reserve transfers,
$5,000 less in police fines, and a $5,000 decrease in EDA
contributions to the General Fund.
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As previously
projected in
increase or a
The proposed
amount.
noted, proposed general fund revenues are
the amount of $3,372,300. This is a 12.17%
$365,900 increase over the adopted 1993 budget.
expenditures are $145,800 more than this revenue
The proposed general fund revenues include a net tax levy
increase of approximately $216,750. This 16% increase in taxes
is offset by an increase in the net tax capacity so the affect
upon the taxpayers will be much less of an increase. How much
of an increase is a guess at this point due to the uncertainty
in the growth of the net tax capacity. The amount of the
increase will be a major issue for the City Council to consider.
1994 BUDGET ISSUES
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As noted in the previous paragraph, one of the most important
issues facing the City Council will be a determination on how
much tax revenue should be generated. This will be difficult
based on the uncertainty as to the growth in the City net tax
capacity. However, various scenarios were distributed at the
end of the last meeting which showed the net affect on the
taxpayers based on some assumed growth rate in the City NTC.
What will make the issue even more difficult is the automatic
increase in the rural tax rate based on changes in the tax
ratio between the urban and rural districts. This rural
increase is shown in the attached 1993 tax rate page that was
distributed at the 8/30 meeting and which is offered again for
City Council review.
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Budget Work Session Memo
September 2, 1993
Page 3
The top part of the 1994 tax levy and rate attachment was also
distributed at the 8/30 meeting. This shows the affect on the
tax rate assuming a certain amount of NTC growth based on the
tax amount included in the proposed budget. The bottom part of
this attachment is new and shows the same tax rate affect
information but assumes an increase in the tax levy of $30,000
from the amount in the proposed budget. This $30,000 increase
would help close the $145,800 budget gap if this option is
selected by the City Council. Using the 5% NTC growth figure,
the increase in taxes on an $86,000 home would be approximately
$11.50 versus $15.00 (urban district) if the additional $30,000
in tax revenue was approved by the Council in order to balance
the proposed budget. However, the Council could go in the
other direction and reduce the tax amount that is in the
proposed budget and reduce the tax rate increase that is
projected; but this would increase the budget gap problem.
Another big issue for the City Council in dealing with the 1994
budget will be wages. The proposed budget shows a 3% across
the board increase. The contribution to the employee benefit
program is planned to increase by $15.00 per month per
employee. The wage increase for employees does not have to be
decided until later in the year, but the Council can feel free
to discuss it at this meeting or any future meeting. Attached
for your review is the City pay plan that is proposed for
1994. The City is currently in compliance with the state
comparable worth law and it is believed that City wages are
comparable to other communities and are not low nor are they
above the norm.
Another budget issue for the City Council to consider will be
the amount of additions to the City staff. We now have space
to accommodate additional employees and have been talking about
adding new programs to better serve the community. Attached
for your review is a list of the personnel additions or changes
that are reflected in the proposed 1994 budget. Also attached
is a section of the Decision Resources, Inc., Executive Summary
of the 1989-90 Community Survey that reflects some comments on
City staffing levels as viewed by the community.
Also attached for your review is a memo from City Planner,
Steve Ach, regarding the Planning Intern (and Comprehensive
Plan) and a memo I have previously sent to the City Council
regarding the proposed Administrative Assistant-Personnel
Coordinator. These two positions are probably the most
vulnerable two cuts in an effort to balance the proposed 1994
budget. However, these two positions are definitely needed in
an effort to not have our current staff stretched too thin.
Too much of the Finance Director's time is spent on personnel
issues and personnel is an area of growing City concern and
legal ramifications. To remove the personnel function from the
Finance Director's desk would allow Lori adequate time to focus
on finance issues. Also, as it is anticipated that Steve Ach
will spend a great deal of his time in 1994 on the
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Budget Work Session Memo
September 2, 1993
Page 4
Comprehensive Plan, an economical option is to hire an intern
to do some of the day to day planning activities so that Steve
can concentrate on this large project.
Another issue for the City Council to review is our policy on
placing general fund monies into reserves for future capital
outlay expenditures. This is especially relevant as it relates
to the Fire Department request for funding of a $300,000 pumper
in 1998. Attached for your review is a list of the proposed
1994 capital outlay requests.
Related to the capital outlay issue is the use of equipment
certificates. The City would like to move away from the use of
this financing tool as it is essentially a three to five year
loan to finance the purchase of equipment. Equipment
certificates were used out of necessity when levy limits were
in place. It is uncertain as to how much, if any, of the
equipment certificate requests can be incorporated into the
general fund budget.
Another budget issue that may need review by the City Council
is the possibility of having the seal coating program special
assessed to the benefitted property owners. The City has
always considered this activity a maintenance expense, but many
communities have this program special assessed out to the
benefitted homeowners and property owners.
Two other financial issues that mayor may not be directly
related to the budget include a city-wide storm sewer fee and
changes in the special assessment manual. The City has
discussed generating revenues for a storm sewer program, and,
at this time, the preferred method is to add an expense to the
utility bill. The amount of the charge and the formula used to
determine the charge have yet to be discussed, however, this
method is preferred to adding an amount to the City levy. The
Council has also discussed changing the Assessment Manual
whereby the City funds a larger amount of street improvement
projects. If this were to take place, the City would have to
create a street improvement fund and the assumed financial
source would be a city-wide levy.
The City Council needs to discuss its priorities for the 1994
and beyond work years. As the City adds new programs, offers
better services, and adds more personnel to provide for these
new programs and services, then the overall City finances are
affected as is the City tax rate and levy.
Budget Work Session Memo
September 2, 1993
Page 5
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1994 BUDGET GAP
The City currently has a budget gap of $145,800. Closing the
budget gap includes the following potential activities:
- Delay some expenditures
- Finance some expenditures now
- Use more reserves in the 1994 budget
- Raise taxes
- Obtain an increase in various contributions
- Limit wage increases
- Special assess seal coating
- Reduce equipment certificates
- Cut expenditures
- Raise revenues
As previously noted, some tax increase is projected even with
the $145,800 budget gap. It will be very difficult for the
City to do everything it desires and not raise taxes to a
certain degree.
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It is reasonable to expect that the City can increase its
revenues 1% and decrease its expenditures another 1% and reduce
the budget gap to the $75,000 range. The 1% revenue increase
of about $35,000 would include minor increases in the following
categories:
- Police Relief
- Gravel tax
- Administrative project fees
- Plan check fees
- Police contribution (from NSP and Landfill)
- Building permits
- Liquor store transfers
- Street reserve transfers
The 1% in budget cuts, for about $35,000, would include the
following:
- $2,500 - Senior Citizen computer financed by other sources
- $8,500 - 1981 Fire Department Equipment Van improvements
reduced
- $10,000 - Reduced reserve allocation for the 1998 Fire
Department Pumper
- $4,800 - Purchase the air photos now for the Building and
Zoning and Planning Departments
- $10,000 - Charge out more of Steve R. and Gary S. time to
the landfill for environmental work and
recycling work
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The above cuts still allow $10,000 in the Fire Department
budget for repairs to the 1981 Fire Department equipment van
and also $20,000 in the Fire Department budget for an
.
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Budget Work Session Memo
September 2, 1993
Page 6
allocation into a reserve fund for 1998 pumper~ These two
issues certainly merit additional City Council discu~sion.
CITY COUNCIL ACTION
It should be noted that the City Council does n~t have to
produce a balanced budget by the 9/15 deadline. ~ll the City
Council has to do is adopt the proposed maximu~ levy and
budget. The City can always work on producin~ a balanced
budget during September, October and November, prfor to the
December public hearing. When levy limits were i* place, the
City Council frequently balanced the budget in AuguSl with use
of undesignated cash flow reserves and then mad$ additional
revenue increases and expenditure cuts at a later w~rk session
in order to have a balanced budget for the Dec,mber public
hearing. !
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There are definitely other revenue increases and lexpenditure
cuts that the City Council can consider in order to I balance the
budget now or at a later date. I have discussed a ~uch longer
list than what is included above with the Finance $irector and
would be happy to share some of these ideas with the City
Council, but, at this time, I would prefer to r~ceive input
from the Council in order for the budget to morel accurately
reflect the goals, objectives, and priorities ~f the City
Council. .
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Also, as previously noted, the City can certainly w4it on the
adoption of a pay plan and evaluate how wage$ should be
adjusted at any time later in this year or even learly into
1994. Staff certainly prefers to have the wage plan adopted as
soon as possible, but this is not a requirement.
By 9/15/93, the City Council must complete the following:
- Set a December public hearing date
- Adopt EDA tax levy resolution
- Adopt HRA tax levy resolution
- Approve the proposed maximum levy and budget for 1994 plus
adopt the tax levy resolution which would be the maximum
allowed by law when the budget is formally approved in
December
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1993 TAX RATE
CLASSIFICATION CORRECTIONS WERE MADE IN 1993 FOR COMMERCIAL/INDUSTRIAL
PROPERTY INCORRECTLY INCLUDED IN THE RURAL TAX DISTRICT. THIS CORRECTION
SIGNIFICANTLY CHANGED THE RURAL TAX RATE CAUSING IT TO BE ARTIFICIALLY
LOW. IN ORDER TO MAKE COMPARABLE COMPARISONS FOR 1994 TAXES, IT
IS NECESSARY TO RECALCULATE THE 1993 TAX RATES ASSUMING A RATIO
OF .9.
ACTUAL 1993 TAX RATE:
(Based on a tax ratio of .6 )
URBAN
RURAL
20.560%
13.122%
RECALCULATED 1993 TAX RATE:
(Based on a tax ratio of .9)
URBAN
RURAL
19.975%
18.034%
ACTUAL '993 TAX DUE ON ',000 NTC:
URBAN
RURAL
$205.60
$131.22
RECALCULATED 1993 TAX DUE ON 1,000 NTC:
URBAN
RURAL
$199.75
$180.34
CHANGE IN 1993 TAX DUE BASED ON RECALCULATED 1993 TAX RATE:
(All other 1993 data remains constant)
(Based on an $86,000 house with a NTC of 1,000)
URBAN
RURAL
Decrease of $5.85
Increase of $49.12
HISTORICAL TAX RATE DATA:
TAXES PAYABLE YEAR
1993 1992
URBAN
RURAL
20.560%
13.122%
17.472%
17.102%
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1994 TAX LEVY, TAX RATE AND STATE AID DATA
THE 1994 GROSS LEVY IS PROPOSED TO INCREASE $185,000. THE TAX RATIO WAS CHANGED
TO .9 FOR 1994. THE NET TAX CAPACITY FOR 1994 TAXES IS NOT A V AILABLE FROM
SHERBURNE COUNTY. THEREFORE, TAX RATES HAVE BEEN CALCULATED BASED ON
SEVERAL ASSUMED NTC GROWTH RATES: 0%; 3%; 5%; & 7%.
Actual 1 994 - 0% 1994 - 3% 1994 - 5% 1994 - 7%
1993 Growth Growth Growth Growth
TAX RATE
URBAN 20.560 22.791 22.127 21.707 21.301
RURAL 13.122 20.568 19.971 19.591 19.225
% INCREASE IN TAX RATE
URBAN 10.85% 7.62% 5.58% 3.60%
RURAL 56.74% 52.19% 49.30% 46.51 %
$ INCREASE IN TAX DUE
(Based on a NTC of 1,000)
URBAN $23.31 $15.67 $11.47 $7.41
RURAL $74.46 $68.49 $64.69 $61.03
e ASSUMING $215.000 GROSS TAX LEVY INCREASE
Actual 1994 - 0% 1994 - 3% 1994-5% 1994 - 7%
1993 Growth Growth Growth Growth
TAX RATE
URBAN 20.560 23.172 22.499 22.070 21.659
RURAL 13.122 20.913 20.305 19.918 19.547
% INCREASE IN TAX RATE
URBAN 12.70% 9.43% 7.34% 5.35%
RURAL 59.37% 54.74% 51.79% 48.96%
$ INCREASE IN TAX DUE
(Based on a NTC of 1,000)
URBAN $26.12 $19.39 $15.10 $10.99
RURAL $77.91 $71.83 $67.96 $64.25
The Tax Rate, % Increase in Tax Rate and $ Increase in Tax Due are all estimates and will
chanQe based on the fina/1994 NTC as determined bv Sherburne County.
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CITY OF ELK RIVER
1994 COMPENSATION PLAN
EXHIBIT 1
1.
All 1993 pay ranges established by the City Council will
increase by 3% in 1994, based on Step 5, in order to
remain competitive to the private market and comparable to
similar communities. Based on acceptable work
performance, all City employees will move up one step in
their pay range or to the top of the pay plan, whichever
is less.
2. The 1994 pay ranges for City employees are listed in
Exhibit 2.
3. The 1994 Pay Plan continues the City's efforts to comply
with the Comparable Worth Law.
4. The part time Liquor Store Clerks shall be paid in
accordance with the following schedule:
o - 500 Hours
501 - 1000 Hours
1001 - 2000 Hours
2001 - 3000 Hours
3001+ Hours
$5.30
$5.82
$6.39
$7.16
$7.67
5.
Vacation, holiday and sick time shall be granted in
accordance with the City's Personnel Ordinance. All
permanent, part time employees scheduled to work an
average of at least 20 hours per week are to receive
prorated benefits for vacation, holiday, and sick time.
6. All unionized employees (Police Department) will have
their wages and benefits adjusted per City Council
approval of the Police Union Contract and are not governed
by any clauses of this resolution.
7. All probationary employees shall receive increases
according to the agreement when the employee was hired.
8. The City's contribution for the health, life and dental
benefits for employees will be increased to $280.00 per
month in 1994. Prorated insurance benefits will be
offered to all permanent employees scheduled to work an
average of 30 or more hours per week.
9.
When the Waste Water Treatment System Superintendent is
absent for at least one continuous eight hour period, at
the discretion of the Department Head, one employee in the
Waste Water Treatment System Department may receive an
additional $.50 per hour for functioning as the "Lead
Contact Worker." This adjustment during the absence of
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10.
11.
the Department Head is to reflect additional
responsibilities directing the work crew and work program.
To encourage continuing education for City employees, the
City will reimburse 75% of the tuition fee to employees
for successfully completing classes directly related to
their position with the City. Any such class must be
taken on employee time and receive written approval by the
City Administrator before tuition reimbursement will be
made.
The City Council can
the pay plan at
compliance to the
employment status,
based on performance
make adjustments in
any City Council
Comparable Worth
changes in work
incentives.
any section
meeting based
Law, changes
responsibility,
of
on
in
or
CITY OF ELK RIVER PAY RANGES
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1994 PROPOSED (3%)
Step 1 Step 2 Step 3 Step 4 Step 5
CITY ADMINISTRATOR 53656 56777 59898 63018 66139
FINANCE DIRECTOR 44714 47315 49916 52517 55117
POLICE CHIEF 44027 46636 49245 51854 54463
STREET SU!>ERINTENDENT 44027 46636 49245 51854 54463
BUILDING & ZONING ADMINISTRATOR 43504 46081 48658 51235 53812
WASTEWATER SUPERINTENDENT 43504 46081 48658 51235 53812
LIQUOR STORE MANAGER 38152 40984 40984 46647 49478
FIRE CHIEF 38152 40984 40984 46647 49478
ECONOMIC DEVELOPMENT COORD. 35478 37278 39120 41091 43169
CITY PLANNER 32960 35020 37080 39140 41200
BUILDING OFFICIAL 34235 35778 37299 38841 40384
CITY CLERK 34235 35778 37299 38841 40384
ASSIST ANT LIQUOR STORE MANAGER 21509 23095 24723 26308 27915
.e following positions are subject to overtime:
LICE SERGEANT 21.69 22.16 22.54
BUILDING INSPECTOR 13.82 14.49 15.14 15.80 16.46
ZONING ASSIST ANT 11.77 12.65 13.52 14.41 15.31
RECYCLING COORDINATOR 11.77 12.65 13.52 14.41 15.31
SR ACCOUNTING CLERK 10.39 11.21 12.00 12.81 13.64
T AC OFFICER 9.87 10.67 11 .46 12.29 13.10
ACCOUNTING CLERK 8.56 9.40 10.26 11.05 11.88
SECRETARY 8.56 9.40 10.26 11.05 11.88
COMMUNITY SERVICE OFFICER 8.56 9.40 10.26 11.05 11.88
SENIOR CITIZEN COORDINATOR 7.96 8.60 9.27 9.93 10.59
SECRETARY RECEPTIONIST 7.96 8.60 9.27 9.93 10.59
RECEPTIONIST 7.21 7.88 8.55 9.22 9.79
FULL TIME LIQUOR CLERK 7.34 7.96 8.56 9.22 9.79
CLERK TYPIST 6.18 6.90 7.57 8.29 9.01
WWTS OPERA TOR 10.84 11.39 12.34 13.05 13.74 14.46
MAINTENANCE III 12.84 13.49 14.16 14.87 15.61
MAINTENANCE II 11.34 11.67 12.03 12.74 13.43 14.15
MAINTENANCE I 9.27 9.84 10.40 10.97 11.54 12.10
LABORER 7.43 7.69 7.96 8.49 9.28 9.82
PART TIME LIQUOR CLERK 5.30 5.82 6.39 7.16 7.67
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CITY OF ELK RIVER
1994 PROPOSED PAY
e
Step in '94
Pay Plan
TOP
TOP
TOP
TOP
TOP
TOP
TOP
TOP
TOP
TOP
TOP
TOP
TOP
EXEMPT EMPLOYEES:
KLAERS
JOHNSON
ZERWAS
HALS
ROHLF
MACK
DOLEJS
ANDERSON
RUBIN
ACH
SKOGSTAD
THACKERA Y
DONAIS
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NON-EXEMPT EMPLOYEES
The following positions are subject to overtime:
ROLFE
TYLER
MORDAL
ZAJAC
NELSON
WHITFORD
LEIRMOE
FRICK
ANDERSON K.
SCHMITZ
THOMPSON
MACK T.
LEE
JENSON
BYE
TUTTLE
BORST
CUNZ
EDINGER
SWENSON
JOHNSON, LINDA
EBNER
HEINECKE
SCHMIDT
TILLMAN
BEHRNS
KOSTANSHEK
PETERSON
KLECKNER
ROGERS
2
2
TOP
TOP
4
TOP
4
TOP
4'"
TOP
TOP
TOP
TOP
TOP
TOP
TOP
TOP
TOP
2
TOP
TOP
2-3......
3-4.......
TOP
TOP
2
TOP
TOP
TOP
1-2....... ...
e
... LEIRMOE - May move to Top if he takes and passes the next license.
... "'SWENSON - Moves to 1 0.26 (Step 3) on May 26, 1994.
......... JOHNSON - Moves to 9.93 (Step 4) on July 21, 1994.
"''''''''''PETERSON - Moves to 7.88 (Step 2) on March 23,1994.
8/27/93 9:51 AM
1 994 Proposed Pay
Hourly Annual
66139
55117
54463
54463
53812
53812
49478
49478
43169
41200
40384
40384
27915
22.54
22.54
22.16
16.46
13.74
14.46
13.74
13.64
13.10
15.31
15.61
14.15
14.15
14.15
14.15
14.15
7.96
11.88
11.88
9.40
9.27
11.88
11.88
9.40
9.79
9.79
10.59
7.21
7.88
6.90
e
1994 PERSONAL SERVICE ADDITIONS
Position
Housing Inspector
Planning Intern
Personnell Admin. Assistant
Police Officer
DARE Officer
Recycling CoordlZoning Asst.
Laborer
Receptionist
Clerk
Receptionist
WIP
e
e
Department
Building & Zoning
Planning
Admin./Finance
Police
Police
Building & Zoning
Planning
Streets
Police
Building & Zoning
Administration
Police
Total
Page 1
Amount
28000
11350
18550
36200
36200
18700
18700
5550
10500
7750
11500
13200
21'.6200
...J."
. Li.' ,I. j _\.'.
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r1{~' ~
Ltd. (-1
.. Decision
Jill Resources
The city was fe"it to be "about right" in its enforcement of
city codes. Fifty-nine percent awarded that rating, but thirty
percent indicated that the enforcement was "not tough enough."
Particularly troublesome to these residents was the code
enforcement on, first, loose animals, and second, messy yards.
The City may wish to re-ex?m.ine its enforcement procedures,
particula~+y as they app~y to dogs running loose.
City services were rated unevenly by the residents of Elk
River. Police protection, fire protection, and the City Library
were awarded strong approval scores of approximately eighty
percent. Sewers and water was viewed favorably by fifty-four
percent of the residents; sixteen percent disapproved. All of
these evaluations are consistent with norms established in
previous studies. Three services, however, were given much lower
positive evaluations and much lower negative scores than usual:
snow plowing was approved of by sixty-nine percent and
disapproved of by thirty percent; street maintenance was, viewed
favorably by sixty-seven percent and,u~favorably by thirty-four
percent; and, street lighting was rated as "excellent" or "good"
by fifty seven percent, and rated "only fair" or "poor" by a high
thirty-nine percent. The City was wish to review these three
services for problems and potential improvements.
e
City staff served an unusually large number of residents
directly. Forty-six percent, about twenty percent higher than
the norm, had "quite a lot" or "some" first hand contact with the
City staff. Evaluations, however, were weaker than usual.
Fifty-nine percent rated the City staff as either "excellent" or
V'
~h{;"L
~efI14~
"good," while thirty-two percent said they were "only fair" ,or
"'Ooor." The source of many of the lower rating's was the feel~ng
that staff was stretched to; thinly: that the city required more
staff to deal effectivelY and efficiently with the growing
population. In view of the large number of staff interactions ~
with residents, the city may wish to examine the judicious
addition of additional personnel.
e
While city government posted strong' rating's from the
citizens, there was a diffused feeling of alienation from
governmen~ decision-making. Fifty-three percent of the residents
thought they knew "a great deal" or "a fair amount" about the
work of the Mayor and City Council. Evaluations of their jobs
were remarkably strong: seventy-six percent approved of their
work, .while fifteen percent disapproved. The five-to-one
approval-to-disapproval rating is particularly impressive. But,
when queried about their ability to impact the way things are run
in the community, thirty-two percent felt they could not.
Numbers in the. high twenty percent range are considered
troublesome; above thirty indicates a serious problem. But, this
feeling is certainly not directed against the current office
holders and specific actions; it is more generalized in nature.
other studies have indicated that the publication of a regular
newsletter could alleviate much of these tensions.
--~(
l!
tIi~
,
TO:
River
FROM:
PAT KLAERS, CITY ADMINISTRATOR
STEVE ACH, CITY PLANNER~~
DATE: AUGUST 26, 1993
SUBJECT: PLANNING INTERN
Over the past two months, I have developed a comfortable
understanding of the administrative and planning process as
well as time and effort needed to complete necessary tasks. I
believe there are some changes that can be made within the
department which would improve the efficiency of delivering
planning services to the residents and development community.
Some changes have been made and others will be implemented over
the upcoming months. Most of the changes are organizational or
procedural, nevertheless, will help improve the efficiency of
the department.
e
As I suspected, Elk River is going to experience a lot of
development pressure. The development interest is not of one
variety, rather spans the entire gamut from residential and
commercial to planning industrial parks. I have received a lot
of calls from interested developers, business owners and
realtors expressing an interest to develop in Elk River.
All this development activity, coupled with the important task
of updating the Growth Management Plan, brings me to my request
for including a planning intern in the 1994 budget. The
objective in hiring an intern would be to free-up some of my
time to concentrate on the Growth Management Plan and other
"big picture" planning issues that face the City. The
following are tasks that I perceive could be performed by an
intern:
Answering general questions from residents regarding
zoning and land use issues (i.e., setbacks)
Prepare maps and other graphics for presentation at
the Planning Commission and City Council meetings.
With the possibility of City Council and Planning
Commission meetings being broadcast on cable, quality
exhibits are important.
Conduct surveys of other communities and/or perform
research for various code amendments and other issues
as directed by the Planning Commission and/or City
Council.
e
Assist with organizing
information system for
researching information.
an efficient management
tracking projects and
P.O. Box 490 · 13065 Orono Parkway · Elk River, MN 55330 · (612) 441-7420 · Fax: (612) 441-7425
e
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..
, Planning Intern
August 26, 1993
Page 2
and
are
and
Conduct site inspections of development projects
conditional use permits to insure projects
completed in compliance with approved plans
conditions as approved by the City Council.
Assist with Growth Management Plan. For example,
conduct field work verifying the actual use of
property in order to accurately discuss land use
amendments, changes in zoning, redevelopment
opportunities, etc.
Prepare reports for the Planning Commission and City
Council that are relatively straightforward and less
controversial.
In conclusion, I firmly believe the addition of a planning
intern will be a valuable source of assistance. The planning
intern and planning assistant will provide the personnel to
manage the current planning demands and develop a framework and
strategic plan to address the long term development issues
facing the community.
r~1 -\.)
( )j
tfi~
TO:
PAT KLAERS, CITY ADMINISTRATOR
STEVE ACH, CITY PLANNER~
River
FROM:
DATE: AUGUST 26, 1993
SUBJECT: COMPREHENSIVE PLAN UPDATE (GROWTH
MANAGEMENT PLAN)
One of the major tasks before me is to update the Growth
Management Plan, or what I will term the Comprehensive Plan.
Within the first two months I have been here, this update has
not necessarily been a top priority, however, is quickly rising
to the top. In fact, at the Planning Commission meeting on
August 24, 1993, the Commission voiced strong interest in
beginning this process. I also know the City Council is very
anxious to see this project begin so the importance is
certainly no secret.
e
As this point, I have not read the plan in its entirety so I am
not certain to what degree of update will need to take place.
However, I can tell you that it is my desire, as well as the
Planning Commission's, to have this plan updated with as little
consultant involvement as possible. In order to realistically
accomplish this in a reasonable amount of time (18-24 months),
the addition of a planning intern is a key factor.
The proposed Planning budget includes $10,000 for professional
services which will be geared towards updating the Plan. I
expect any consultant help to include such tasks as various
"mini studies," environmental information, and any statistical
analysis that is necessary. The $10,000 does not include Terry
Maurer's assistance with engineering, utility and traffic
related issues. I do plan on working closely with Terry
because of his history with the community and his engineering
contributions.
For the purposes of the 1994 budget, a figure of $10,000 should
be adequate to get this process going. Ultimately, the Plan
will have to be printed and published involving additional
costs. However, I plan on using available staff, Planning
Commission members, City Council, residents, and the business
community to complete the majority of this project. Over the
next few months I will begin to formulate a tentative schedule
to update this Plan. At that point, I would like to present
that strategy to yourself and the City Council for endorsement
and begin to proceed with the updating of the Plan.
e
If you or the City Council have any comments or suggestions at
this point, I would be happy to incorporate them, otherwise I
will continue to update you on a regular basis on the progress
being made towards updating this Plan.
P.O. Box 490 · 13065 Orono Parkway · Elk River, MN 55330 · (612) 441-7420 · Fax: (612) 441-7425
I '-\.(
( II
'!ll?
.
.
"
TO: MAYOR & CITY COUNCIL
FROM: PAT KLAERS, CITY ~RJ\.TOR
DATE: G~E 30, ~~ /
SUBJECT: 1994 OFFICE STAFFING NEEDS
River
The intent of
personnel nee
following positi
his memo is to specifically address additional
in 1994 for the City office.' In 1994, the
s are requested:
Personnel Coord ator/Administrativ
Housing Inspector
Planning Intern
Extra 8 hours per week
Extra 20 hours per wee
(Geryl)
With the the needed
personnel ~ financed through an
increase in tax venues. It is hoped that the following
comments will help in the evaluation of these positions.
.. / Personnel coordin. ator/Administrati ve Assistant - Currently,
~ the personnel function is jointly handled by Lori Johnson,
Finance Director, Sandy Thackeray, City Clerk, and myself.
Lori, by far, does more personnel work than either Sandy or
myself. As the City staff has grown and as more state and
federal laws are passed which relate to employees, the need for
a personnel coordinator in the City of Elk River increases.
There may not be enough personnel duties to keep this employee
busy 100% of the time, but by labeling the position with an
administrative assistant title, we will be able to assign other
duties to the position as necessary. I believe it is most
appropriate to have this position under the supervision of Lori
Johnson as the position will have to work closely with the
Finance Department in many of the personnel duties. Adding
this position will allow us to handle all of our personnel
needs in a timely manner and will also free up time for Lori
and myself to work on other duties and responsibilities.
A personnel coordinator/administrative assistant will mainly
work in the personnel area. Duties for this position include:
- Compliance to the Americans With Disabilities Act
and other handicap accessibility state and federal
including updating our City Affirmative Action Plan
job descriptions.
(ADA)
laws
and
Assisting in the development of a written employee
evaluation system on a semi-annual basis.
P.O. Box 490 · 13065 Orono Parkway · Elk River, MN 55330 · (612) 441-7420 . Fax: (612) 441-7425
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--
.
1994 Staffing Needs
6/30/93
Page 2
- Working on revising the City employee insurance package
and benefits package.
- Ensuring compliance with the state Comparable Worth law.
- Coordinate the recruitment and hiring process of new
employees.
Monitor and improve the City wellness/fitness program and
the W!P (currently only offered to police union employees).
- Develop a City employee training program.
- Develop a City employee assistance program.
- Implement the employee safety program.
- Update the City Personnel Ordinance as appropriate.
- Ensure compliance to all state and federal laws relating
to personnel...family leave law, sexual preference law,
employee benefits for partners law, etc.
- Monitor proposed and new state and federal personnel laws.
Additionally, under the "administrative assistant" title, this
position could take the lead in such projects as improving the
City risk management program, being the City staff coordinator
for the Library expansion project, and serving as the City
liaison for the Senior Citizen program. -I- 1-(.""...."'''' R~., kts ~l)'WItt1,
Personnel has become a very technical and specialized work
responsibility within nicipalities. Personnel in Elk River
is currently one of th easiest responsibil' ies to "let slide"
as it is somewhat of an i visible issue a is sometimes not
dealt with until proble s develop. he City must take a
pro-active approach to our ersonnel ne s and be prepared for
issues and problems before t y develo .
.J)
By removing most of from Lori's desk, she
would be able to apply 0 ongoing projects and more
closely monitor the responsibi t'es of the Finance Department.
This position would also allow me m e time to spend on the
municipal budget, public provem t projects, the capital
improvement program, specia projects, and to actually do some
personnel work. By thO last statem t I mean that I will be
able to actually do some ritten personne evaluations for the
department heads and also will be able to spend some time on
the overall staff orga ization and developm t. Additionally,
I have been very ax in my profession City management
organization and it 's appropriate that I be in to get more
active in the League of Minnesota Cities a d the State City
Manager's Association. Work in Elk River has b orne so hectic
for my position that in 1993, I missed the State City Manager's
-,j)
1994 CAPITAL OUTLAY
.
Department Item Amount
Admin./Finance Copy Machine Lease/Purchase 7,000
Building & Zoning 1/2 Section Aerials 2,400
Data Processing Laser Printer 1,000
Building & Zoning Software 5,000
Planning 1/2 Section Aerials 2,400
Government Buildings City Hall Lease/Purchase 37,200
Police Radio Lease/Purchase 22,000
Portable Radios for New Officers 2,000
Personal Computer 2,100
Pin Printer 2,500
Laser Printer 1,500
Partol Car VCR Camera 5,000
Police Reserve Portable Radios 2,400
Fire Refurbish Equipment Van 18,500
12 Self Contained Breathing App. 24,000
Equipment Van Lease/Purchase 13,000
Rescue Basket 1,000
Reserve for Pumper 30,000
Building Lease/Purchase 28,400
e Streets Reserve for Building Lease 5,000
Parks Reserve 3,000
Tractor 15,000
Recreation Reserve 9,700
Sr. Citizen Programs Personal Computer & Printer 2,500
Total 242,600
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Page 1
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RESOLUTION 93 -
RESOLUTION FOR THE CITY OF ELK RIVER
A RESOLUTION APPROVING THE HOUSING AND
REDEVELOPMENT AUTHORITY 1994 TAX LEVY
WHEREAS, the Housing and Redevelopment Authority in and for the
City of Elk River has passed Resolution 93-1
authorizing a levy of .0131% of the taxable market
value of the City for various redevelopment
activities; and,
WHEREAS, the City Council of the City of Elk River has
consented to this levy.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City
of Elk River that the Housing and Redevelopment
Authority in and for the City of Elk River certify a
levy of .0131% of the taxable market less Homestead
and Agricultural Aids of $5~605.00 to the County
Auditor.
Passed and adopted by the City Council of the City of Elk
River, Minnesota this day of , 1993.
Henry A. Duitsman, Mayor
ATTEST:
Sandra A. Thackeray, City Clerk
.
RESOLUTION 93 -
RESOLUTION FOR THE CITY OF ELK RIVER
A RESOLUTION APPROVING THE 1994 TAX LEVY FOR
ECONOMIC DEVELOPMENT PURPOSES FOR THE
ELK RIVER ECONOMIC DEVELOPMENT AUTHORITY
WHEREAS, the City Council of the City of Elk River has received
a request from the Economic Development Authority to
levy a tax for the benefit of the Authority in the
amount of .01813% of taxable market value of taxable
property in the City for the year of 1994.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City
of Elk River as follows: The City Council of the City
of Elk River proposes that a tax in the amount of
.01813% of the taxable market value in the City less
Homestead and Agricultural Credit Aids of $12,061.00
be levied in the year 1994 for the benefit of the City
of Elk River Economic Development Authority to be used
for Economic Development <Authority purposes as
provided under Minnesota Statute 469.090 et. seq.
Passed and adopted by the City Council of the City of Elk
~ River, Minnesota this ___ day of , 1993.
Henry A. Duitsman, Mayor
ATTEST:
Sandra A. Thackeray, City Clerk
~
.
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3
RESOLUTION 9'1 .
RESOLUTION FOR THE CITY OF ELK RIVER
A RESOLUTION AUTHORIZING THE PROPOSED TAX. LEVY
FOR CALENDAR YEAR 1994
WHEREAS, the Elk River City Council has reviewed the City's anticipated
expenditures for all funds in 1994; and,
WHEREAS, the Elk River City Council has considered projected revenues for
all funds in 1994; and,
WHEREAS, revenues from sources other than property taxes are insufficient to
meet anticipated expenditures of all funds.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Elk River
that the proposed General Fund Budget in the amountof
is hereby adopted.
BE IT FURTHER RESOLVED by the Elk River City Council of the City of Elk River
that the following amounts be levied as property taxes payable in 1994.
Gross RACA Net
Lm Reduction ~
General Fund $2,069,582 $529,194 $1,540,388
Library 41,700 10,663 31,037
Dam Loan 32,572 8,329 24,243
1977 G.O. Refunding 30,800 7,876 23,297
1989 Fire Equipment 67,143 17,169 49,974
1990 Certificate ofIndebtedness 17,000 4,347 12,653
1991 Certificate ofIndebtedness 25,266 6,461 18,805
1992 Certificate ofIndebtedness 24,550 6,277 18,273
1993 Certificate ofIndebtedness 34,884 8,920 25,964
1994 Certificate ofIndebtedness 28,000 7,160 20,840
City Special Assessments 31,300 8,003 23,297
TOTAL $2,402,797 $614,399 $1,788,398
Passed and adopted by the City Council of the City of Elk River this day of
September, 1993.
ATTEST:
Henry A. Duitsman, Mayor
Sandra Thackeray, City Clerk