HomeMy WebLinkAbout2010-08-11 PACKET 04.H.REQUEST OF CITY COUNCIL ACTION COUNCIL AGENDA
MEETING ITEM #
DATE 8/11/2010 q. /�.
PREPARED BY Administration Ryan Schroeder
ORIGINATING DEPARTMENT DEPARTMENT HEAD
COUNCIL ACTION REQUEST
Receive staffing analysis.
STAFF RECOMMENDATION
Receive analysis.
BUDGET IMPLICATION
SUPPORTING DOCUMENTS
BUDGETED AMOUNT ACTUAL AMOUNT
® MEMO /LETTER: Memo from Ryan Schroeder.
❑ RESOLUTION:
❑ ORDINANCE:
❑ ENGINEERING RECOMMENDATION:
❑ LEGAL RECOMMENDATION:
® OTHER: Attachments.
ADMINISTRATORS COMMENTS
City P/dministrator
Document2
ma y , •
To: Honorable Mayor and City Council Members
From: Ryan R. Schroeder, City Administrator
Date: July, 2010
Subject: Staffing Analysis
The Cottage Grove City Council has requested an analysis of the existing workforce as part of
2011/12 Budget preparation. Essentially, the direction was to answer the question if we have
the right persons in the right positions doing the right tasks.
Background:
Staffing Philosophy
The City of Cottage Grove has had a long term philosophy of targeting full time regular
staffing complements organization -wide at conservative levels relative to peer communities.
More recently that philosophy has been interpreted to target the mean regular staffing levels of
the ten most conservatively staffed full service communities among the 35 metro area suburbs
to which we compare. Those are suburbs between 20,000 and approximately 60,000 in
population, according to the most recent Metropolitan Council estimates, excepting those
communities contracting for law enforcement services.
Within the organization our staffing approach has resulted in general government
regular staffing generally within the lowest 20 -30% of our 35 peers (and generally at or below
the mean of the ten most conservatively staffed among these 35 peers) with operating
departments staffed closer to mean levels among the larger peer group. Over the past three
years our staffing complements have dropped. Market staffing complements have dropped
more significantly over this period. It should be noted, however, that Cottage Grove had
experienced significant staffing declines in 2006 -7. Currently, our comparative staffing levels
compare as follows on a per capita comparison basis to the 35 city peer group:
Function
2010
2009
2008
Peer / CG (% of Avg.)
Peer / CG
Peer / CG
General Government
.82/.65 (79 %)
.94/.67 (71 %)
.93/.67 (72 %)
Sworn Police Officer
1.17/1.13 (97 %)
1.19/1.15 (97 %)
1,19/1.15 (97 %)
Full -time Firefighters
.19/.12 (63 %)
.17/.12 (71%)
.17/.12 (71%)
Public Safety Support
.29/.30 (103 %)
.29/.32 (110 %)
.29/32 (110 %)
Public Works
1.37/1.23 (90 %)
1.45/1.26 (87 %)
1.45/1.24 (86 %)
Total
3.80/3.43 (90 %)
4.03/3.52 (87 %)
4.07/3.50 (86 %)
We have also followed an approach to use itinerant and part time staffing to cover the
peaks and valleys of the work load throughout the organization. Significant examples include
using part time temporary staff to run all recreation programs in both the summer and winter
and to provide for instruction and maintenance at the Ice Arena. We also use a significant
complement of temporary assistance to provide for lawn /park maintenance in Public Works
and use CSO's and Reserve officers within the Police Department and Paid —On -Call fire
fighters /EMI's /Paramedics in the fire service as well as OJT students and part time personnel
throughout the organization for back office support. It is expected that these complements of
part time staff will continue to grow into the future instead of bringing on additional full time
regular staffing.
We have also had an approach of a relatively flat organization structure. Currently we operate
with the Departments of Administration (directed by the City Administrator), Finance,
Community Development, Public Works, and Public Safety (including both Police and Fire
Divisions). The total of department directors is at four. Additionally, three Deputy Directors
(including the Fire Chief) are included within the management team in Public Safety, and the
Maintenance Supervisor and City Engineer are included in Public Works. The Golf Pro at
River Oaks, the Chief Building Official, the Financial Analyst, the City Clerk, the Sergeants in
the PD and Foremen in Public Works also provide supervision.
Budgeted Staffing Complements
Through time our budget philosophy has been to limit total expenditure growth between
budget years to the total of household growth percentage plus inflation (Implicit Price Deflator
as the measure). In a typical year the budget growth limitation has been around 6% with
household growth representing about 1/3 of that increase. That philosophy has allowed for
staffing growth commensurate with budget growth until more recently. In reaction to projected
budget concerns the City consolidated its' public safety communication center with that of
Washington County in 2006 and implemented an Early Retirement Program in 2007 (costs
incurred primarily in 2008) along with elimination, attrition, or consolidation of a few additional
positions within that same time frame. As a result, our 2010 staffing levels in total FTE's (full
time equivalents) are actually below that which existed in 2002. It has been expected that
staffing growth would remain flat going forward until such time as household growth would
again demand increased service delivery along with revenue support. Staffing complements,
by department, over time are included as an exhibit to this report (see exhibit).
Total FTE's in 2010 are up 10% over levels that existed in 1999 and down 3% from levels of
2002. Almost the entire FTE growth since 1999 has been in part -time and itinerant staffing.
This growth in itinerant staffing has occurred to allow the City to handle work loads of peak
periods (such as summer park and landscape maintenance) without bringing on regular
staffing that would otherwise be underutilized during less burdensome maintenance periods.
Projected Staffing Growth
In 2006 the City completed a Space Needs Study in preparation for a future Public
Safety /City Hall construction project. The staffing projections from that study were updated in
2010 as the City is now moving forward with that project. Staffing projections going forward
are as follows:
Union / Non Represented Employee Groups
Currently, the City of Cottage Grove has the following representing employees:
1. Police Sergeants: Law Enforcement Labor Services Local 138
2. Police Patrol: Cottage Grove Police Officers Federation
3. Public Works Maintenance /Drivers: AFL -CIO Local 49
4. Clerical: AFSCME Local 517
5. Fire: International Association of Firefighters Local 2570
6. Management, Supervisory, Technical, Confidential: Not Represented
Any changes in working conditions would require consultation or negotiation with the above
representation. The various labor contracts treat work performed by non -union personnel
differently. Currently we have open contracts with Police Patrol and Fire for 2010 and with all
labor groups but for AFSCME for 2011.
Pay /Benefits Policy
In 1996 the City Council adopted a pay policy targeting 97% of the market mean
(Stanton classes five and six) as a wage target across the organization. On March 22, 2010
in a letter to all staff the Mayor and City Administrator confirmed that the 1996 policy has not
changed and is a function, in part, of Cottage Grove's relative tax capacity position relative to
its' peer communities. Further, however, that once impacts of the current recession subside
that the existing policy will be revisited.
How the City pays its' employees is also impacted, however, by binding arbitration
decisions. In the State of Minnesota, for public sector essential employee groups there does
not exist a right to strike. Instead, essential employees have a right to binding arbitration. Our
police, police supervisor, fire, and formerly dispatch employees labor contracts are subject to
the opportunity for binding arbitration. We have had five arbitration awards since 1998. In
those awards the predominant message from the arbitrators is that wage decisions for these
2010
2030
2040
Police, Sworn
39
68
82
Fire, FT Regular
4
6
7
PS Support
10.25
12
14
Admin /Finance
12.975
18
22
Community Dev.
9.6
14
17
PW Admin/Eng.
7
8
9
Shop
4
6
6
Street /Storm
11
16
19
Utility /Lights
7
9
14
Park
8
12
15
Ice /Recreation
5.5
6
7
Golf
5
5
5
Subtotal
123.325
_
180
217
Population
34,500
53,000
66,000
Per Capita
3.57
3.4
3.29
Paid on Call Fire
50
79
90
Union / Non Represented Employee Groups
Currently, the City of Cottage Grove has the following representing employees:
1. Police Sergeants: Law Enforcement Labor Services Local 138
2. Police Patrol: Cottage Grove Police Officers Federation
3. Public Works Maintenance /Drivers: AFL -CIO Local 49
4. Clerical: AFSCME Local 517
5. Fire: International Association of Firefighters Local 2570
6. Management, Supervisory, Technical, Confidential: Not Represented
Any changes in working conditions would require consultation or negotiation with the above
representation. The various labor contracts treat work performed by non -union personnel
differently. Currently we have open contracts with Police Patrol and Fire for 2010 and with all
labor groups but for AFSCME for 2011.
Pay /Benefits Policy
In 1996 the City Council adopted a pay policy targeting 97% of the market mean
(Stanton classes five and six) as a wage target across the organization. On March 22, 2010
in a letter to all staff the Mayor and City Administrator confirmed that the 1996 policy has not
changed and is a function, in part, of Cottage Grove's relative tax capacity position relative to
its' peer communities. Further, however, that once impacts of the current recession subside
that the existing policy will be revisited.
How the City pays its' employees is also impacted, however, by binding arbitration
decisions. In the State of Minnesota, for public sector essential employee groups there does
not exist a right to strike. Instead, essential employees have a right to binding arbitration. Our
police, police supervisor, fire, and formerly dispatch employees labor contracts are subject to
the opportunity for binding arbitration. We have had five arbitration awards since 1998. In
those awards the predominant message from the arbitrators is that wage decisions for these
groups are primarily based upon internal patterns which allow for some external wage disparity
(BMS 98 -PN -710, arbitrator Vernon) based upon a philosophy of internal fundamental fairness
and bargaining stability. Other factors to consider include the 1985 Pay Equity Act (Vernon),
bargaining history, market consideration, employer's ability to pay (Powers; BMS 04 -PN -786)
and reasonable pay relationships inside (wage compression) and outside the organization
(Miller; BMS 04 -PN -750). At Cottage Grove we have adhered to a strict practice of pattern
bargaining to ensure that arbitration awards and other contracted wages and wage policy do
not conflict.
For 2010 our internal pattern for wages is at a 2% COLA on 12/31/10 (or 1/1/10 with a
41 hour furlough requirement which nets out the same) plus a "look back" at the end of the
third quarter to market "49er" wage adjustments also on 12/31/10 if the market percentage
increases are greater than 2 %. For 2011 our one settled contract (AFSCME) is at 1 % on
1/1/11 with a similar look back on 7/1/11 should the market wages exceed 1 % in settled
contracts as of that date. We currently do not anticipate a market increase in 2011 of anything
greater than 2% in total and a lesser adjustment is as likely.
Part time, paid on call, and itinerant staffing compensation issues has been fluid over
time. Currently, we have a plan in place that has provided for a wage adjustment in 2010 and
a planned for adjustment in 2011. We continue to actively monitor opportunities to improve
emergency response with appropriate compensation for first line response and believe we will
be well placed within the market for 2011 within market pay comparisons. The Fire Relief
Association also provides for a retirement benefit with revenues derived from a state transfer
through the City of property insurance surcharges and investment earnings. The City provides
a guaranteed floor for retirement benefits which are reviewed from time to time. Currently the
City has taken an approach of the floor level benefits review once plan assets cover benefit
levels by 130 %.
The City of Cottage Grove has been a market leader in Health Benefits Plan Design (for
benefit eligible employees) for the past several years out of necessity created by health benefit
premium growth. We were among the first cities to enter the HRA market and we believe we
were the first among Twin Cities suburbs to enter the HSA/HDHP plan design. For 2011 we
are anticipating reinforcing our leadership in this area through an employee insurance
committee crafted plan design that places an HRA component on top of the HSA /HDHP plan
with an 80/20 plan on top of the HRA. We also are adding "single plus" coverage to offer those
employees with dependant coverage another alternative. Our target is to ensure that both the
Employer and Employee total out of pocket expenses in premium and claims are at the market
mean. Included is an Employer contribution to the Employee owned HDHP accounts also
targeted at the market mean. In our case we are proposing an Employer HDHP contribution
toward single coverage at half that of the contribution toward "other than single coverage"
which emulates our past practice. Cities within our market vary significantly on HDHP
contribution philosophy but our current approach appears to be accepted by staff and it is
assumed this same approach will continue into the future. With our proposed 2011 benefit
changes we are anticipating moderation of cost increases for both Employer and Employee
going forward.
Council Goals / Initiatives
Each year since 2002 the City Council has adopted a list of goals and initiatives for the
upcoming year(s). The primary goals have been somewhat static over time within the
broadest sense (Good Governance, Fiscal Stability, Commercial /Industrial and Housing
Development, Transportation and Transit, and Public Facilities). However, initiatives within
those broader categories can impact work load significantly. Initiatives and projects that have
taken a center stage recently include: Community Center Task Force, Environmental
Commission, Operational level Sustainability Task Force, Joint Service delivery for
neighboring communities in Public Works and Building Inspections, increased focus on retail
attraction, primary focus on events and external communication, performance management
and related HR projects (Employee survey, insurance committee and survey and training
policy review), grants, and the public safety building project among others of perhaps less
impact. Each of these projects /efforts has been absorbed without adjustment in staffing.
Expenditure Comparisons
Concurrent with a review of staffing it is also imperative to review operational spending
as well. The reason is that it could be the case that staffing complements might be
constrained in favor of outsource spending that raises expenditure levels in other ways.
Enclosed is data extrapolated from State Auditor reporting regarding departmental operational
spending (and summary data from past years). What the data reveals is that since 2002
Cottage Grove departmental spending has resided in the lowest 20% among comparison
cities.
Fiscal Future (short and long term projections)
Despite our desire to see immediate improvement, it would be safe to anticipate that the
next two years will see a flat or sluggish recovery pattern. Economists are predicting 2%
annual growth in GDP and are afraid of stagnation in the economy. The housing market is not
recovering very much — either with existing properties or new developments. Housing prices
will still be in decline for the rest of 2010. The best case scenario is that decline stops or at
least that taxable market value stabilizes over the 2011 -2012 time period. However, due to the
way the property tax system works in Minnesota, the two year system lag time puts us well into
2015 before any minor improvement in valuation may occur.
When new housing /commercial begins again, we believe it will be at a very modest rate.
For example, in January we estimated about 100 new residential building permits in 2012.
This assumes an increase in the number of residential lots available. Developments on larger
tracks of land may only be a viable alternative for larger (national) developers who have the
wherewithal. Without the availability of platted lots, residential construction may be further
restrained.
Current City staffing levels are adequate to fulfill current service level requirements.
During times of more rapid development, more staff is necessary for building inspection,
infrastructure maintenance (public works), park and recreation programming and public safety
services. As recovery begins, and additional units — residential and commercial - begin to be
built, additional population will require added infrastructure and services. Staffing needs will
increase.
However, as the economy recovers, staff attrition should be expected as those who may
have delayed retirement or exploration of other opportunities feel comfortable enough to make
the change. A recent study by the Government Finance Officers Association cited that in the
next decade, 80 million baby boomers will retire and there are only 50 million "gen -Xers" to
take their places. Furthermore, the fastest growing segment of the workforce are individuals
over 55 and only 13% of today's local government managers are under the age of 40
compared to 71% under 40 in the 1970's. This information points towards a coming labor
shortage (or perhaps a natural solution to high unemployment) that will be felt as we get closer
to 2020.
Staffing will continue to evolve as economic recovery occurs. Technological solutions,
flexible scheduling and contracted services may provide alternatives to always adding staff as
workloads increase.
Department Submittals
I have requested the Departments to address the Council question (right persons/ right
positions /doing the right things). Those unabridged submittals are enclosed.
Exhibits
1999 — 2010 Staffing
2010 Metro Staffing comparison
1996 -2008 Operational Spending Comparisons
City Council Update Agenda's January -June, 2010
Summation
Over the years we have regularly reported to Council on staffing growth (or lack thereof) and
how we compare on both staffing and operational spending to our peer communities. The City
Council should be assured that the Departments of Cottage Grove are providing the citizens
and taxpayers of Cottage Grove with a good return on investment for the services delivered to
the community. While this reporting does not expound in any significant way on services, or
quality of those services, in favor of concentrating more on staffing metrics it is fairly easy to
come up with some "off the top" examples of continuous improvement in services, quality of
life, infrastructure, and retail offerings and employment opportunities over the years ... which
are continuing today in spite of the down economy. In fact, the only real reductions in our
service delivery since 2002 (when loss of state aids began) is A) consolidation of the public
safety communications center with Washington County, B) outsourcing of the Pool operation to
the SE YMCA, C) reduction in programming in park playground programs D) reduction in
number of staffed outdoor Ice Rinks.
As a reminder of accomplishments year to date during 2010 1 have enclosed the script
materials from the City Council Update Cable Shows which provide monthly summaries of the
major agenda items. Additionally, it should be noted that this operation has provided
significant enhancements in community events and external communications (various
facebook pages, development web page, improvements to cable programming resulting in
receipt of awards, enhancements to citizen involvement in infrastructure projects and the like).
We have managed through a number of special projects including infrastructure such as
Highway 61 and pavement management, task forces, development events, items such as the
3M Incinerator issue, significant changes in Health Insurance /benefits, and most recently the
new Public Safety /City Hall project. Public Works has been able to keep pace with demand in
spite of a 41 hour furlough requirement this summer (total of 1,476 hours, which if taken over a
five month period is the equivalent of two full time positions over that period) and reduction in
staff availability due to medical /injury or turnover. Likewise, Public Safety has continued to
maintain service levels with similar staff availability issues minus the furlough requirement
while experiencing some major public safety situations during the year. Community
Development has contracted with three neighboring communities to deliver Inspections
services due to a reduction of new permits within Cottage Grove.
I believe we are staffed appropriately to provide the level of services we provide to the citizens
of Cottage Grove which is also commensurate with our financial ability. However, I should also
note that if we were staffed at the same level as our peer communities that would mean the
addition of 18 positions, or about 15% greater staffing complement than current exists within
this organization in full time regular positions. We are currently at about 95% of mean levels in
Public Safety, 90% of mean level in Public Works and 79% of mean level in General
Government.
This organization is filled with incredible, dedicated individuals. They have been asked to do
more with less for a very long time and they have been up to that challenge. In spite of that
actual fact I would put the abilities and accomplishments of this organization up against any
other without hesitation. I am pleased and proud to work for this City and with every single one
of its staff. bar none.
Staffing Study 080210
From: Brian A. Voelker, Management Analyst
Date: Wednesday, August 4, 2010
Subject: 2010 Staffing Analysis
Summary
The Cottage Grove City Council has requested an analysis of the existing workforce as
part of the 2011/2012 Budget preparation. Council requested information on the
appropriate staffing levels in the Public Works Department given the current downturn in
the economy. The economy does not have any direct affect on the amount of
maintenance requirements of the Public Works Department. The Public Works
Department still has to provide residents with drinking water, sewer services, street light
services, street maintenance, snow plowing and park maintenance services, etc. Along
with infrastructure maintenance, Public Works Administration and Engineering also
have significant construction projects that demand many services such as: 2010
Pavement Management, 2010 Final Pavement, HWY 61, Pinecliff 3` Addition, and
various other smaller projects.
Current Staffing
Public Works Administration
- Director
- Public Works Supervisor
- Management Analyst
- Administrative Secretary
- Secretary
-OJT .19
Engineering
- Engineer
- Engineering Tech
Streets /Signs /Storm Water Division
- Foreman
-Lead
-8 Streets /Signs /Ice and Snow Removal Public Service Workers
-1 Storm Water Public Service Worker
Utilities /Street Lights Division
- Foreman
K
-Lead
-4 Utilities Public Service Workers
-1 Street Lights Public Service Worker
Parks /Forestry Maintenance
- Foreman
-Lead
-5 Parks Public Service Workers
-1 Forester
Fleet Maintenance /Building Maintenance
- Foreman
-Lead
-2 Public Service Worker Mechanics
Ice Arena
- Recreation and Ice Arena Manager .60
-Rec. Assistant Coordinator
-SPSW Maintenance
Recreation
- Recreation and Ice Arena Manager .40
-Rec. Coordinator
-Rec. Assistant Coordinator
- Secretary .50
The Public Works Department staffing has been reduced from 46.375 full time
employees in 2005 to 42.875 full time employees in 2010. In 2008, the part -time
receptionist position was eliminated in Public Works Administration; in June of 2009, the
position was replaced with a Public Works OJT. Due to the lack of reliability, training,
and knowledge of the Public Works Department the OJT position will not be filled in the
fall of 2010 or 2011. Since 2005, the Engineering division has not had any changes
since the City Engineer position was filled. A Public Works Service Worker position was
eliminated in 2007, and the City Forester position was eliminated in 2008 in
Park/Forestry Maintenance Division. In June of 2009, the City Forester was replaced.
The Streets /Signs /Storm Water Division has increased one Public Service Worker that
works on Storm Water Maintenance in 2007. A Public Service Worker position was
eliminated in the Utilities /Street Light Division in 2008 and has not been replaced. The
Fleet Maintenance Division staff was increased to four Public Service Workers in 2000
and has not changed. The Ice Arena has not increased any full -time staff since 2005.
Since 2005, two positions were eliminated in the Recreation Division. Overall, in the
last ten years the Public Works Department has gained .32 full time employees. In the
last fifteen years the Public Works Department has gained 4.69 full time employees.
The chart below shows the numbers of full -time employees that were employed during
those given years, not the number of positions that were budgeted and the number of
part -time hourly full time equivalent positions.
Public Works Administration
The Public Works Administration Department is committed to serving the needs and
interests of its present and future citizens by providing quality public services by
effectively managing the operations of the Public Works Department through team
effort. The Public Works Administration support services for the Public Works divisions
working out of the Public Works building are Engineering, Streets, Storm Water,
Utilities, Fleet Maintenance, Parks, Recreation, and Ice Arena. The Public Works
Administration Department provides management and planning in setting policies,
goals, procedures, and department priorities, and is responsible for supporting overall
Public Works operations. Administrative staff functions as key information resources for
City staff, the City administrator, the general public, and other public agencies.
Public Works Administration manages the following:
• All Personnel Issues
1985
1995
2000
2005
2006
2007
2008
2009
2010
Projected
Change
Signs and Striping
o
Seal Coating
o
Park Maintenance
o
Fleet Maintenance
o
Forestry
2011
2005 to
2011
Public Works
6
5.25
4.375
5.375
5.375
5.375
5
5.19
5.19
5
Administration
-0.375
Engineering
0
0
1
2
2
2
2
2
2
2
0
Parks /Forestry
5
8
9
9
9
8
7
7.5
8
8
Maintenance
Division
-1
Streets /Signs Storm
7
10
10
10
10
11
11
11
11
11
Water Division
1
Utilities /Street Light
5
5
8
8
8
8
7
7
7
7
Division
-1
Fleet Maintenance
2
3
4
4
4
4
4
4
4
41
0
Ice Arena
3.5
4.375
2
2.6
2.6
2.6
2.6
2.6
2.6
2.6
0
Recreation
1.5
2.375
4
5.4
3.4
3.9
3.9
2.9
2.9
2.9
2.5
Total
30
38
42.375
46.375
44.3751
44.8751
42.5
42.19
42.69
42.5
3.875
Public Works Administration
The Public Works Administration Department is committed to serving the needs and
interests of its present and future citizens by providing quality public services by
effectively managing the operations of the Public Works Department through team
effort. The Public Works Administration support services for the Public Works divisions
working out of the Public Works building are Engineering, Streets, Storm Water,
Utilities, Fleet Maintenance, Parks, Recreation, and Ice Arena. The Public Works
Administration Department provides management and planning in setting policies,
goals, procedures, and department priorities, and is responsible for supporting overall
Public Works operations. Administrative staff functions as key information resources for
City staff, the City administrator, the general public, and other public agencies.
Public Works Administration manages the following:
• All Personnel Issues
• All Public
Works Budgets
o
PW Administration
o
Engineering
o
Street Maintenance
o
Snow and Ice Removal
o
Signs and Striping
o
Seal Coating
o
Park Maintenance
o
Fleet Maintenance
o
Forestry
M
• Landscape Interns
• Recreation Programs
• Ice Arena
• Pool
• Recycling Program
• Building Maintenance
• Water Enterprise Fund
• Sewer Enterprise Fund
• Storm Water Fund
• Street Light Enterprise Fund
• Park Equipment/Shelter
• Equipment Replacement Fund
• Supervises the day -to -day schedules of all divisions of Public Works.
• Provides all support services to the Public Works divisions.
The Public Works Administration also assists or oversees a variety of public events that
include:
• Arbor Day Event
Volunteer Tree Planting
Spring Cleanup /Hazardous Waste Day
• Strawberry Fest
• Take a Kid Fishing Day
• Safety Camp
• Night to Unite
• Green Garden Award
• Public Works Open House
City Hall Tree Lighting
• Holiday Decorations Contest
• Holiday Train
The Public Works Administration is continuously looking for new ways to be more
efficient and productive. Public Works Administration is also aggressively pursuing
additional outside funds for projects. In 2006, Public Works Administration implemented
a new call system to have 24 -hour service to residents. The new call system allows
residents to speak to a live person 24 -hours a day. This service has improved the
response times of Public Works' 24 -hour emergency service. In 2008, a new software
system was implemented to assist Public Works Administration in tracking and
completing work orders more efficiently.
In 2010, the Public Works Administration secured $75,000 from the Minnesota
Department of Agriculture to assist in the preservation of Cottage Grove's urban forests.
The grant provided additional funding for a forestry intern, educational materials, rural
boulevard tree inventory, and the removal and replacement of approximately 50
boulevard ash trees.
5
Engineering
The first element is to review the outsourced engineering and in -house engineering
services. One of the key objectives of the Division as directed by Council was to
diversify its engineering services. The process of diversification has been done in an
efficient and economical manner by bringing new consultants into a project at the
beginning or project development phase. By a consultant entering into a project at the
beginning, there was continuity and a streamlined process to avoid duplication of effort
or backtracking. The attached chart shows the value of engineering services through
2009. The chart represents all work done in the city for surveying, engineering and
architectural design, testing, planning, and construction administration.
In -house engineering, a staff of two, has sought to be effective in cost recovery through
development related projects and at the same time provide a high level of service to the
internal divisions of Public Works. The Engineering Revenue can be seen in Table 1,
along with the cost per household for the Division. The Division has been making
efforts to control costs and maintain revenue levels even through this challenging
economic time. As shown in Table 1 the average cost per household from 2005 to
today is $2.65 and the average revenue is $87,736 in that same timeframe.
Table 1: Enqineerinq Services Revenue vs. Cost /Household
In 2007, the Division began conducting all erosion control inspections for residential
development related work, not just the commercial sites. This was a function the
Division was able to absorb because commercial and residential development
construction activity has been slow. Also, residential developments, specifically sites
that have been established only need lot inspection done in comparison to large acres
of land needing to be inspected during mass site grading. In addition, the Division in
2009 took over construction inspection duties for the 2009 Final Street Project. This will
be a sustainable cost recovery mechanism in 2010 with Pinecliff 2" Addition needing
final streets, which is currently underway. In the future, the Everwood and Preserve
developments will also need final streets, providing the same inspection opportunity. As
the city transitions to private construction for residential developments, engineering
inspection will continue to remain high, as a majority of services will be done in- house.
Another element that the division has reduced is engineering professional services,
which is seen in the reduction in the general engineering budget as shown in Table 2.
Table 2: General En Ex Review
2005
2006
2007
2008
2009
2010
Bud eted
Average
u
Revene
$67,770
$72,958
$112,610
$94,970
$118,110
$60,000
$87,736. 34
cost kousehoid
$1.39
($6.61)
$0.16
$123
$9.69
$8.06
$2.65
In 2007, the Division began conducting all erosion control inspections for residential
development related work, not just the commercial sites. This was a function the
Division was able to absorb because commercial and residential development
construction activity has been slow. Also, residential developments, specifically sites
that have been established only need lot inspection done in comparison to large acres
of land needing to be inspected during mass site grading. In addition, the Division in
2009 took over construction inspection duties for the 2009 Final Street Project. This will
be a sustainable cost recovery mechanism in 2010 with Pinecliff 2" Addition needing
final streets, which is currently underway. In the future, the Everwood and Preserve
developments will also need final streets, providing the same inspection opportunity. As
the city transitions to private construction for residential developments, engineering
inspection will continue to remain high, as a majority of services will be done in- house.
Another element that the division has reduced is engineering professional services,
which is seen in the reduction in the general engineering budget as shown in Table 2.
Table 2: General En Ex Review
�$18,0
Ge E n gineering
e $53,3
$34
$49,038
$P5 000 d0eted,}
$ 33(762.83
M
The demand for engineering services has not decreased, since 2005, it has greatly
increased, with more technical assistance provided to other divisions within Public
Works, increased demands regarding resident issues, additional MS4 requirements,
and increased storm water construction involvement. This trend will not be able to
continue with increased demands for more development on the horizon. The end
results will require the other divisions to handle more contract administration, which
takes away from fieldwork, or more outsourcing of engineering services to fill the gap or
the addition of engineering staff to maintain the level of service that has been delivered
in years past.
Internal services to the Public Works Department occupies a majority of time dealing
with resident concerns on a wide range of topics, right -of -way management with private
utilities, and providing technical assistance to the parks, streets, and water
departments. Engineering prepares the plans, specifications, and contracts for the
annual seal coating, crack filling, street striping, and trail resurfacing projects. Also,
assistance is provided for the forestry annual tree - cutting contract, well pulling, sewer
cleaning and televising and other various projects within the Department, typically over
$15,000. Engineering services are utilized internally for a wide range of things such as
kiosks, drinking fountains, basketball court resurfacing, park shelters, sign requests,
speed limits, bridge inspections, yard drainage issues, right -of- violations, trail projects
and site plan reviews. The one area of Public Works which engineering does spend a
lot of effort on is storm water, from managing and preparing work plans for storm water
staff to repair or construct and for projects that will be quoted or bid for contractors to
perform the work. This has increased the demand on the engineering staff with
preparing neighborhood notices, conducting neighborhood meetings, investigating
easements, preparing temporary access agreements and coordinating the work. As a
cost savings measure, the department has been having a contractor perform some
elements of the work and the other elements are performed by the storm water
employees. This creates an additional layer of involvement and coordination for the
division to absorb. The City's annual MS4 permit documentation is also a time
consuming process to ensure that all elements of the permit are satisfactorily met. Also,
a majority of resident concerns that engineering addresses is related to storm water
drainage.
An additional responsibility that has been absorbed by the Engineering is the addition of
the Environmental Commission. The new focus on environmental related issues is
another area of work that has no revenue related to it making the Division more reliant
on the general fund.
Project management is a large part of engineering tasks, both managing projects
designed by consultants and design work performed in- house. The value of contracts
managed typically averages $10 million dollars annually; only in the past year has this
value decreased. Project management for the more then 20 contracts consumes a
large percent of the engineering staff's time. Even though the value of the contracts has
decreased, the number has held steady with smaller projects.
7
The Engineering Division, even in the down turned economy is still very active in project
development, such as the 65 Street County Turnback and road improvement, 70
Street corridor improvement from Goodhue Avenue to Hinton, CSAH 19 Bridge over TH
61, and the Hardwood /70 Street pedestrian bridge, plus completing grant applications
for various elements associated with the above projects.
The City also invested a large amount of time in assisting the Lower St. Croix
Watershed Management Organization in 2007 -2008 with their surface water
management plan and rules adoption and in 2009 and 2010 provided aid in the
dissolution process. The division has also strived to increase the working relationship
with the South Washington Watershed District through projects and research
opportunities. The most notable is the collaborative effort to reduce chlorides in the
environment through the purchase of new salt/sanding equipment and data monitoring
program being implemented in the 2009/2010 winter and running for the next three
years. The technological equipment and devices used on the entire fleet has pushed
Cottage Grove to the leading edge in taking real steps to better manage its deicing
operation.
The Division has also aggressively pursued outside funding for projects. Since 2006,
the Division has secured the following funding for City projects:
MnDOT Cooperative Agreement: Th95/Th61 Frontage Road Extension = $594,000
MnDOT Cooperative Agreement: Lehigh/Th95 = $210,000
MnDOT Cooperative Agreement: Jamaica Roundabout = $594,000
MnDOT Routes of Regional Significance: Jamaica Roundabout = $400,000
OPERA: Mini -Paver with Research Report = $10,000
SWWD Grant: ED -P6 $40,000
SWWD Grant: Deicing Equipment $51,452
MDH Emergency Management Grant: Water Supply Tabletop Exercise (estimated value
= $15,000)
Belden Railroad Crossing Federal Funding: $230,000/$45,000 quiet zone
SWWD Grant: River Acres Stormwater Improvements = $80,625
MDH Source Water Protection Plan Implementation = $6,500
The Division has brought tremendous financial benefit to the city in the grants that have
been secured to make improvements within the community.
The division also worked extensively with the DOT and Met Council TAC to help pursue
the ARRA project for TH 61 in the value of $16 million which started construction in
June of 2010. As part of the this project, $150,000 value of concrete turn lanes have
been added as part of the project, so the burden will not fall on the City in 2011.
Parks /Forestry Maintenance Division
The Parks /Forestry Maintenance Division includes park maintenance, forestry, and the
landscape internship program. The Parks /Forestry Maintenance Division supplies and
maintains a high quality park system for the City of Cottage Grove's residents and
1.1
visitors that come to our community to recreate and enjoy. The Parks /Forestry
Maintenance Division finds innovative ways to meet increasing demand with limited
resources through cooperative ventures with both public and private organizations. The
division strives to maintain a positive relationship with the Cottage Grove Athletic
Association.
The Parks /Forestry Maintenance Division manages over 1,931 acres of park property,
which includes playgrounds, trails, ice rinks, athletic areas, buildings, irrigation
equipment, open space, and water features.
The mission of the Cottage Grove Landscape Internship Program is to provide
community beautification through well - planned and maintained landscaping features in
highly visible areas by identifying, coordinating, monitoring, and maintaining landscaped
areas throughout the entire community. Flower beds of significant importance include
80 Street, Jamaica Avenue roundabout, park entrance points, municipal facilities and
other highly visible corridors. This program also assists in the development and
implementation of sophisticated landscaping plans for the Public Landscapes Initiative,
future construction projects, and park redevelopment.
The Park /Forestry Maintenance division also maintains all boulevards, parkland, and
City owned trees, pruning, fertilizing, and watering, as necessary. The division
maintains an inventory of all boulevard and park trees that are unsafe, dead, or
undesirable trees for removal, and replaces them where appropriate. Additional
responsibilities of this division are:
• Inspect City for diseased trees within tree disease control area.
• Enforce ordinances relating to tree diseases, species and location.
Coordinate with developers for proper street and yard tree plantings.
• Work to improve sight clearance at intersections.
• Inspect for Emerald Ash Borer and other devastating insect pests.
• Treat approximately 3,000 ash trees for Emerald Ash Borer every three years.
Provides information to residents regarding proper tree and shrub care.
The Parks and Forestry Maintenance Division have experienced an increase in park
acreage, park facilities, park buildings, and infrastructure. Since 1995, park acreage
has increased by about 780 acreages. This has created additional playground
structures, soccer, football, softball, and other facilities that are part of the City of
Cottage Grove parks. The Parks and Forestry Maintenance Division also have
experienced an increase of flower beds and gardens that have increased from 44 in
2000 to 81 in 2010. The Jamaica Avenue roundabout added the majority of these new
flower beds in 2008. The Parks and Forestry Maintenance Division has also made
significant improvements to parks facilities by installing and maintaining 18 irrigation
systems that keep the field in great condition for the Cottage Grove Athletic Association.
The Parks and Forestry Division have also experienced an increase in the number of
work orders that it has been receiving in the last few years. The division receives about
M
80 work orders per employee per year. Also in the past few years, the City has
increased the number of trees it is planting on boulevards and in parks that have to be
watered and maintained throughout the summer.
Even though the Parks and Forestry Division has experienced all these increases in
park acreage and facilities, they have not increased the number of staff in the last 15
years.
The following table shows the increases in workloads that the Park and Forestry
Division has experienced in the last 15 years.
Parks and Forestry
Efficiencies
During the summer months, the Parks Division hires thirteen seasonal employees that
assist with park maintenance. This allows full -time employees to concentrate on larger
projects that affect the most users and make the most improvements in the park
system. The seasonal employees mow, weed whip, chalk and paint the soccer and
softball fields, maintain the flower beds, and assist in tree trimming. This year the full -
time employees are working on reconditioning the archery targets, remodeled Pine Tree
Projected
Projected
1995
2000
2006
2007
2008
2009
2010
2011
# of Park
Acres
1150
1315.9
1930.8
1930.75
1930.75
1930.751
1930.751
1930.751
# of Flower
Beds
0
44
44
44
52
79
81
83
# of Sprinkler
Systems
0
0
13
14
15
161
18
19
# Trees Planted
110
1001
115
121
125
2500
450
450
# Trees Trimmed
In -house
525
516
500
512
516
500
600
600
# of Work Orders
450
500
500
512
545
600
600
600
# of Employees
7
8
8
7
7
7
7
7
Forester
1
1
1
1
0
0.5
1
1
# of Park Acres
Per Employee
144
146
215
241
276
257
241
241
# of Flower
Beds per
Employee
0
5
5
61
71
11
101
10
# of Work Orders
per Employee
56
56
56
64
78
80
75
75
Efficiencies
During the summer months, the Parks Division hires thirteen seasonal employees that
assist with park maintenance. This allows full -time employees to concentrate on larger
projects that affect the most users and make the most improvements in the park
system. The seasonal employees mow, weed whip, chalk and paint the soccer and
softball fields, maintain the flower beds, and assist in tree trimming. This year the full -
time employees are working on reconditioning the archery targets, remodeled Pine Tree
10
Park Building, and rebuilding the 80 Street flower bed. There is also plans to
reconstruct some hockey boards at various parks.
Contracting vs. In -House
In 2010, the Parks Division out sourced the mulching of the two Jamaica Avenue
roundabouts. Due to the access and labor costs of adding new mulch to the
roundabout islands, the Parks Division out sourced the service to a landscaping
company that has a blower system that blows the mulch in the flower beds in the middle
of the two roundabouts.
For the past two years, the Parks Division has also out sourced the weekly janitorial
cleaning of four park buildings. Due to the schedule of activities during the summer
months in Pete Thompson Park, Highlands Park, Kingston Park, and Hearthside Park
the Parks Division has out source cleaning these buildings on Friday nights so they can
be ready for weekend rental as well as the following week's recreation activities. This
saves the parks maintenance division any overtime costs that would have occurred if
they had to clean the buildings after normal working hours.
The Parks Division has out sources boulevard tree trimming of approximately 1,500
boulevard trees 9" plus in diameter, annually, due to time constraints. If the Parks
Division trimmed these trees in house, it would take approximately 188 days; the tree
trimming contractor completes the contract in one month with multiple crews and bucket
trucks. (The Parks Division trims those less than 9" in diameter.) The City is currently
divided into seven areas, with one area being trimmed yearly. The Parks Maintenance
Division also trims park trees and boulevard trees damaged by storms or requested by
homeowners throughout the year.
Bigger and More Efficient Equipment
The Parks Division is continuously looking into bigger and more efficient equipment to
improve the efficiency of the jobs that are completed. Recently the Parks Division
purchased a small solid waste truck to collect trash throughout the parks. The truck has
decreased labor costs, increased efficiency, and reduced the potential of back injuries
due to the automated trash can lift.
The Parks Division is also continuously looking at improving the efficiency of the
mowers that they purchase: either larger mowers that are capable of mowing larger
areas faster or more powerful mowers that can mow more efficiently. The Parks
Division also uses tractors for rough cutting parks and open spaces. When the tractors
are not used for mowing, they are converted to snow plows in the winter for snow and
ice control.
In 2009, the Parks Division replaced the bucket truck with a larger truck that has a
chipper box and a longer bucket arm. The new bucket truck will allow the Parks
Division to have a longer reach for tree trimming, and with the chipper box on the bucket
truck, it also eliminated another vehicle from being driven out to the tree trimming site.
11
Streets /Signs /Storm Water Maintenance
The Streets Maintenance Division includes street signs, striping, storm water, seal
coating, crack sealing, boulevard tree removal, and ice and snow control. The Street
Maintenance Division strives to maintain and /or improve the condition of all City streets,
maintenance of all street signs, storm sewer structures, holding ponds and right -of -ways
to a safe and attractive standard. Major activities include annual seal coating and crack
sealing programs, bituminous patching, sweeping, cutting trees (dead, diseased or
dangerous boulevard trees), mowing of retention ponds, and road right -of -ways. The
division also repairs storm water structures, constructs pathways, parking lots, and
similar facilities for other departments.
Snow and ice control is a major function of the Streets Maintenance Division. During
ice and snow control, the goal of the Streets Division is to provide safe roadway and
walking surfaces for pedestrians and motoring public by the timely removal of snow and
ice, assist police and fire services, and ensure accessibility to all City buildings.
Since 1995, the City of Cottage Grove has increased the number of miles of street by
16% and sidewalk/bike paths by 67 %. The increase in the number of streets and
sidewalks /bike paths increases the amount of snow plowing, seal coating, patching,
boulevard trees, boulevard maintenance, and storm water facilities that the Streets
Division has to maintain. The City adopted the Storm Water Maintenance Fund in 2001
to help fund projects and improve water quality and sediment control issues. This fund
also assists in the implementation of the National Pollutant Discharge Elimination
System (NPDES) requirements. The requirements of this federal policy have increased
the maintenance requirements and awareness of the storm water infrastructure, which
in turn required the need of an additional employee in the streets /storm water division to
concentrate 100% of their time in storm water maintenance. The Streets /Storm
Water /Signs Division has consistently had about 800 -900 work orders per year since
1995.
IN
Streets /Signs /Storm Water Maintenance
Efficiency
During the summer months the Streets Division hires ten seasonal employees to assist
in right of way mowing, weed whipping, crosswalk striping, storm water maintenance,
and street patching. This allows the full -time employees to concentrate on various
storm sewer projects, street maintenance projects, and various bike path projects.
Contracting vs. In -house
The Streets Division contracts out street sweeping, crack sealing, seal coating, striping,
and major storm sewer maintenance. During the spring the Streets Division out sources
to a contractor to sweep all City streets. The contractor provides approximately six
sweepers with operators and the Streets Division provides the trucks to haul away the
street sweepings. The contracted street sweeping has saved a lot of labor cost, and
wear and tear of the city owned sweeper. It would take a long time to sweep all the City
streets with the City's one sweeper.
The Streets Division also contracts out the crack sealing and seal coating. The Streets
Division does not have the expertise, equipment, or the manpower to complete the
crack sealing and seal coating. Crack sealing and seal coating require specialized
Projected
Projected
1995
2000
2006
2007
2008
2009
2010
2011
Miles of Streets
140.45
146.12
165.44
165.17
166.17
166.17
166.17
167.17
Miles of Sidewalk
18.46
19.46
39.01
41.35
54.82
54.8
56
56.5
Number of Storm
Not
Not
Water Structures
Availabe
Available
2271
2371
2375
2375
2375
2375
Number of
Not
Not
Not
Inlets /Outlets
Availabe
Available
Available
33
33
33
34
34
# of Work Orders
800
832
778
833
766
900
910
930
# of Streets
Employees
10
10
10
10
10
10
10
10
# of Storm Water
Employees
0
0
0
1
1
1
1
1
# of Work Orders
per Employee
80
83
78
76
70
82
83
85
Miles of Streets
per Employee
14
15
17
17
17
17
17
17
Miles of Sidewalk
per Employee
1.85
1.95
3.90
4.14
5.48
5.48
5.60
5.65
# of Storm Water
Structures &
Inlets /Outlets
Not
Not
Not
per Employee
lAvailabe
Available
Available
2404
2408
2408
2409
2409
Efficiency
During the summer months the Streets Division hires ten seasonal employees to assist
in right of way mowing, weed whipping, crosswalk striping, storm water maintenance,
and street patching. This allows the full -time employees to concentrate on various
storm sewer projects, street maintenance projects, and various bike path projects.
Contracting vs. In -house
The Streets Division contracts out street sweeping, crack sealing, seal coating, striping,
and major storm sewer maintenance. During the spring the Streets Division out sources
to a contractor to sweep all City streets. The contractor provides approximately six
sweepers with operators and the Streets Division provides the trucks to haul away the
street sweepings. The contracted street sweeping has saved a lot of labor cost, and
wear and tear of the city owned sweeper. It would take a long time to sweep all the City
streets with the City's one sweeper.
The Streets Division also contracts out the crack sealing and seal coating. The Streets
Division does not have the expertise, equipment, or the manpower to complete the
crack sealing and seal coating. Crack sealing and seal coating require specialized
13
equipment and the ability to purchase specialized seal coat asphalt in large quantities to
keep the price low. The contractors can provide cheaper prices with great service.
The Streets Division also contracts out the street striping for the centerline and fog lines
for the entire city, but in -house staff do the crosswalks and stop bars. The city has
contracted out the mainline striping (center line and fog lines) because of the efficiency
of the contractors and the equipment requirements of the new paint that is being used in
the last 15 years.
Major storm sewer maintenance also contracts out due to the equipment and
experience that is necessary to complete the pond and pipe repairs. In most cases, the
work is completed in the winter or early spring months of the year when the Streets
Division is busy with ice and snow control or street sweeping. The pond cleaning and
pipe repairs also typically require a large backhoe with the ability to install new concrete
pipe.
Bigger and More Efficient Equipment
The Streets Division has been reviewing equipment needs annually and has replaced
existing equipment with more efficient equipment. The Streets Division has upgraded
multiple trucks that are capable of being used as a dump truck, a water truck, gravel
shouldering, and patching truck.
Along with the help of the Engineering Division, the Streets Division installed GIS
systems in all of the plow trucks to track the amount of salt and sand that has been
used on snow and ice events. This technology has allowed the Streets Division to see
which trucks were using the most salt and sand and which locations needed additional
salt and sand.
The Streets Division's last equipment upgrade was a Hydro Seeder for annual
reseeding of snowplow damaged boulevards and reseeding major and minor storm
water maintenance projects. Contractors previously did the hydro seeding; now the
Streets Division hydro seeds these areas in- house. The Hydro Seeder will also be used
by the Parks Division to seed or reseed various parks in the future.
Utilities /Street Lights
The Utilities Division operates the water distribution, sanitary sewer, and storm water
piping systems, and maintains of the municipal pool. The Utilities Maintenance Division
provides general maintenance and repairs to the City's water distribution system,
sanitary sewer collection, and all related equipment:
® 11 municipal wells and 8 pump houses
® 6 water storage facilities with a storage capacity of 7.15 million gallons
® 1 booster station control center
® Pumping capacity 12,000 GPM
® New construction and development
14
• State Board of Health mandates
• Cut tree roots to control invasive growth
• Jet and vac for grease and debris buildup
• Televise sewer lines to identify problems
• Monitor sewer line flows to identify possible inflow & infiltration (I & 1)
• Maintain and repair all related sanitary sewer mains, structures and services
• Maintain lift station facility
• Manhole rehabilitation
Street Light Maintenance responds to approximately 800 of the 2300 work orders a year
in the Utilities Division. The Utilities /Street Lights Division maintains all City -owned
streetlights and provides underground location services as required; supervise street
light installation, maintenance and operation and oversee maintenance and repair of
semaphores; perform monthly inspections of all semaphores and crossing signals. In
2008 and 2009, the Utilities Maintenance Division has had increases in work orders due
to water turnoffs for foreclosures. The Utilities Division also responses to approximately
4,000 to 5,000 Gopher State One Call locates per year, with approximately an additional
150 locate meets with locate customers.
15
Utilities
Efficiency
During the summer months the Utilities Division hires two seasonal employees to assist
in mowing and weed whipping areas around water towers and well buildings. The
seasonals also complete various minor projects such as hydrant painting. This allows
the full -time employees to concentrate on various water, sewer, street light, and water
meter projects.
Contracting
The Utilities /Street Light Division currently assists a contractor in all water main and
sewer main repairs. The contractor makes all of the repairs, while the Utilities /Street
Lights Division hauls materials (sand and gravel) to and from the site. Since the
majority of these utility repairs occur during the winter months and at night when the
weather is extremely cold, the Utilities Division does not have the labor force and
Projected
Projected
1995
2000
2006
2007
2008
2009
2010
2011
Not
Miles of Water Main
Available
115.3
139.1
141.2
142.9
142.9
142.9
142.85
Not
Miles of Sanitary Sewer
Available
104.8
124.0
126.7
126.7
126.7
126.7
126.72
Not
Miles of Storm Sewer
Available
51.61
75.7
77.0
77.2
77.41
77.4
77.41
# of Utility Locates
Not
Not
per Year
Available
Available
5312
4305
4189
4100
4200
4300
# of Street Lights
1500
1791
2124
2270
2273
2273
2275
2275
Work Orders
950
1200
1100
1150
1149
1275
1325
1325
Number of Utility
Employees
6
7
8
81
7
7
7
7
Miles of Water Main
Not
per Employee
Available
16
17
18
20
201
20
20
Miles of Sanitary Sewer
Not
per Employee
Available
15
16
16
18
18
18
18
Miles of Storm Sewer
Not
per Employee
Available
7
9
10
11
11
11
11
# of Street Lights per
Employee
250
256
266
284
325
325
325
325
# of Work Orders per
Employee
158
171
138
144
164
182
189
189
# of Utility Locates
Not
Not
per Employee
Available
Available
664
538
598
586
600
614
Efficiency
During the summer months the Utilities Division hires two seasonal employees to assist
in mowing and weed whipping areas around water towers and well buildings. The
seasonals also complete various minor projects such as hydrant painting. This allows
the full -time employees to concentrate on various water, sewer, street light, and water
meter projects.
Contracting
The Utilities /Street Light Division currently assists a contractor in all water main and
sewer main repairs. The contractor makes all of the repairs, while the Utilities /Street
Lights Division hauls materials (sand and gravel) to and from the site. Since the
majority of these utility repairs occur during the winter months and at night when the
weather is extremely cold, the Utilities Division does not have the labor force and
1101
equipment to complete these repairs in- house. The company that has the contract has
staff that is on call and available for emergency services 24 hrs a day 365 days a year.
The Utilities /Street Light Division also contracts out major street light repairs that cannot
be completed in -house because the division does not have a master electrician on staff.
The work that is contracted out typically involves underground work that requires
extensive electrical expertise.
The Utilities /Street Light Division also contracts out sewer cleaning to maintain a 3 to 5
year maintenance program. Along with the sewer cleaning, the city contracts out sewer
line televising to maintain the 3 to 5 year maintenance program. The Utilities /Street
Light Division does not have the equipment or the labor to televise the sewer system.
Bigger and More Efficient Equipment
The Utilities /Street Light Division annually upgrades and maintains to the water, sewer,
and street light systems. The Utilities /Street Light Division is currently testing more
energy efficient street light bulbs. The long term plan is to start installing replacing
existing street light bulbs with more efficient LED street light bulbs to save on energy
costs.
Fleet Maintenance
The Fleet Maintenance Division provides maintenance and repair to all City vehicles
and equipment in an organized, timely, and cost effective way. The Fleet Maintenance
Division also oversees the following operations:
• Maintenance of the City fueling system at Public Works.
• Maintenance /repair of all City vehicles and equipment.
• Preparing specifications and purchasing of all Public Works vehicles and equipment.
• Building maintenance at City Hall, Police Department, Fire Stations, and Public
Works facility.
Fleet Maintenance
Efficiency
The Fleet Maintenance Division has four full -time employees: 1 diesel mechanic, 1 auto
mechanic, 1 small and large equipment mechanic that also works on building
maintenance, and the Fleet Maintenance Foreman.
Projected
Projected
1995
2000
2006
2007
2008
2009
2010
2011
# of Work
Orders per Month
80
101
105
106
105
105
106
106
# of Employees
3
41
4
41
4
4
4
4
Work Order per
Month per
Employee
26.6667
25.25
26.25
26.5
26.25
2625
26.51
26.5
Efficiency
The Fleet Maintenance Division has four full -time employees: 1 diesel mechanic, 1 auto
mechanic, 1 small and large equipment mechanic that also works on building
maintenance, and the Fleet Maintenance Foreman.
17
Contracting vs. In -House
The Fleet Maintenance Division contracts out major engine, transmission, and various
other projects that require significant time and expertise. This allows the full -time
employees to concentrate on the basic repairs.
Bigger and More Efficient Equipment
The Fleet Maintenance Division continuously looks for bigger and more efficient
equipment. In the last few years the Fleet Maintenance Division added an additional
auto lift, upgraded the brake lathe, tire balancer and tire changer.
The additional auto lift allows the auto mechanic to work on multiple vehicles at one
time while waiting for new parts to be delivered or rebuilt. The new brake turner allows
brakes to repaired in -house instead of being sent out and repaired by a parts house.
The new rim machine allows the auto mechanic to install new tires on rims in -house and
in a safe manner.
Conclusion
The Public Works Department is consistently analyzing and evaluating a variety of
options to improve efficiencies of the public works operation. The Public Works
Department analyzes the cost benefits for contracting out various functions of
infrastructural maintenance versus completing the maintenance in- house. Public Works
is also very eager and willing to look into purchasing bigger and better equipment that
would lower equipment and labor costs of maintaining and operating the city's
infrastructure.
The Public Works Administration believes that the right persons are in the right positions
and are doing the right tasks. Every division of the Public Works Department has a
function of maintaining the City's vehicles, equipment, property, and infrastructure. The
majority of the maintenance occurs during the five -day workweek, however there is a
great deal of maintenance or emergencies that occur on weekends, evening and
holidays such as:
• Pool Maintenance
• Water and Sewer Main Breaks
Utility Alarms
Utility Light Pole Maintenance due to vehicle accidents
• Park Maintenance (soccer, softball, and baseball tournaments)
• Storm Damage Cleanup
• Ice and Snow Control
• Miscellaneous Emergency Callouts
The Public Works Administration believes that the Department is providing the best
possible level of service to the public. The previously shown charts in each Public
Works Division indicating a trend of decreasing full -time staff while increasing the
infrastructure being maintained such as:
• Park Acres (park facilities and infrastructure)
HE
• Street Miles and Right of Way
• Pathway /Sidewalk Miles
• Miles of Water Main, Hydrants, and Connections
• Miles of Sewer main and Connections
• Miles of Storm Sewer Main and Structures
• Street Lights
• Equipment (squad cars, pickup trucks, dump trucks, mowers, etc.)
The Public Works Department does not intend to change the level of service at this
current time. However, it is currently taking longer to maintain the current level of
service with the current level of staffing.
City of
Cotta Grove
Minnesota
To: Director of Public Safety Craig Woolery
From: Fire Chief Bob Byerly
Date: July 13, 2010
Subject: Staffing Study
COUNCIL REQUEST REGARDING STAFFING
During the May 5th Council meeting, Council members questioned if the staffing of various city
departments was adequate.
For the most part, Fire Department staffing is good for our Fire Division and most EMS needs.
Through duty crew scheduling, we are able to staff shifts with 4 firefighter /EMTs, 24 hours per
day. The personnel sign up based on their availability and are better able to plan their personal
lives. This lessens the strain on our employees and allows better management of scheduling
and ultimately may save money due to personnel only responding for their signed up shifts.
This system is working well and we monitor its effectiveness and ask for employee input on a
continual basis.
INTRODUCTION
Fire Department staffing is very different from city to city in the 7 county Twin Cities metro
area. Many fire departments have gone to combination full- time /part -time departments due to
lack of response capabilities and commitment of paid on call part -time members responding for
medical calls, training and work assignments. Other departments have gone to paid duty shifts
under which 4 -6 fire personnel sign up for shifts at their stations are paid their normal firefighter
pay, and either perform work duties, just standby or work on fire training. Roseville has
firefighters sign on for nighttime shifts and the crews sleep over at the stations.
Emergency Medical Service provider fire departments that are running a high volume of
medical calls such as Maplewood, Hastings, Oakdale and Woodbury have turned to mostly
full -time firefighters to make up for a lack of dependable part- timers, especially during the early
morning and daytime hours. This allows for quicker responses and transfer of many duties
from part- timers to full -time crews for greater dependability.
On the flip side, many Cities outside the east metro area are served by EMS ambulance
service providers that are not fire department based, such as Allina, North or Healtheast.
These providers handle all medical calls in their assigned cities.
Cottage Grove Fire Department firefighter /EMTs go through approximately 320 hours of
training their first 12 -18 months of joining the department. All firefighters are required to be
Emergency Medical Technicians (EMTs). One fire Captain is grandfathered in as a First
Responder. After training is completed they respond to calls and drills. With increased family
and their regular job demands, weekly training and increased calls for service, firefighters do
not have the time to commit. The duty crew system is currently helping firefighters schedule
their availability and lessen the amount of time they are on call so they can manage their other
life responsibilities.
With the duty crew system, the Fire Department is currently averaging 4 members responding
per call versus 6 in 2009 and 2008. During the day, full- timers supplement responses on 2 "d
and 3 rd calls without calling for backup. (Daytime is when we are the most short staffed). Night
responses are still staffed by the 4 duty crew members and for EMS calls, one or two police
paramedics or potentially a part -time fire medic. If the patient goes to the hospital via Basic Life
Support transport, 2 or 3 fire department employees do the transport. If the patient is
transported ALS, 1 or 2 paramedics along with 1 or 2 EMT's transport.
During major fire or EMS calls, the fire department depends on other fire departments or EMS
providers for mutual aid assistance which is a good use of outside resources. Minimum staffing
for an involved fire is 17 personnel as recommended by OSHA and NFPA standards so mutual
aid is called for most daytime involved fire calls. During our Insurance Services Organization
review last year, ISO told us we needed 35 or more part- timers over what we currently had for
membership, just to guarantee 17 responders at a structure fire.
?I_[s32(cl 16111 1
General staffing for the City of Cottage Grove Fire Department has stayed at the same level
while calls for service have increased 147 %. Calls for service figures from 2000 and 2010 are:
1) CALLS FOR SERVICE
M
2010
Fire calls 277 554*
Medical calls 1193 1498*
Total calls for service 1400 2052*
* Approximate calls for service
2) STAFFING
Part -time employees
2000
2010
Deputy Chiefs
2
2
Captains
11
7
Firefighters
50
39
'. *
*Daytime staffing for 2010 includes 8 EMT only members that generally are able to dedicate
one 8 -12 hour shift of time per week.
Full -time employees
2000
2010
Deputy Director of Public Safety/
1
1
Fire Chief /Emergency Manager
63
Woodbury (police medics)
EMS Coordinator /Paramedic
1
85
Fire Marshal /Paramedic*
1
1
Firefighter /Paramedic
1
1
Full -time secretary **
1
0
Total full -time employees
4
4
*Fire Marshal position duties included being a paramedic in 2002 when PJ McMahon was
hired. (To help offset costs of fire inspections, fees for inspections such as sprinkler system
permits and Fire Alarm permits should be credited to the Fire Division budget as an income
stream).
** Secretary duties are distributed between a 20 hour per week OJT student, Public Safety
transcriptionist as needed or personnel do their own typing, filing, etc. When the new Public
Safety building is completed, it is assumed that Fire will share a general secretary position with
other departments. Currently the main duties of OJT are entering Firehouse run reports,
scheduling building room requests for training reservations, requests for tours, typing, filing,
and answering phones along with other duties as needed. Savings realized at that time should
be approximately $9,000.00.
FIRE /EMS CITY COMPARISIONS
(2009 figures)
*Deputy Chiefs do not generally respond to medicals.
Calls
Full -time
Part -time
Maplewood (police medics)
3836
13
63
Woodbury (police medics)
3200
12
85
Hastings (fire medics)
2987
16
39
Cottage Grove (police medics)
2129
4
62*
Oakdale (fire medics)
1750
8
40
*Deputy Chiefs do not generally respond to medicals.
CURRENT FIRE DEPARTMENT STAFFING
1) Deputy Director of Public Safety /Fire Chief /Emergency Manager
Job duties consist of:
• Planning for administration and operations of the Fire and EMS services.
• Respond to calls for fire and emergency medical services as necessary.
• Conduct and coordinate fire cause investigations.
• Prepare and recommend budgets and review purchases for fire, EMS and Emergency
Management.
• Research and apply for grants and funding to augment budgets.
• Manage and assist with building and daycare safety inspections.
• Provide recruitment information and make hiring recommendations.
• Act as the City's Emergency Manager.
• Update the City's All Hazard Plan as necessary.
• Liaison with Washington County Emergency Management and attend all mitigation,
response and planning meetings.
• Coordinate emergency management programs and exercises.
2) Fire Marshal /paramedic
Job duties consist of:
• Plan and schedule a coordinated program of fire protection.
• Responds to requests for emergency medical services and provides paramedic
treatments and care for patients.
• Responds to alarms and performs firefighting duties as necessary.
• Assumes command of the Fire Division in the absence of the Fire Chief.
• Inspects commercial, industrial, multiple dwellings and public buildings to enforce
local, state and federal codes.
• Assists in fire cause determinations.
• Reviews all proposed construction plans within the City and makes recommendations
regarding fire safety concerns.
• Maintains assigned vehicles and equipment to ensure vehicles and equipment are in
ready status.
• Supervises routine work of full -time and part -time firefighters and EMTs as necessary.
Job duties consist of:
• Develops and oversees policies and protocols for emergency medical services and
monitors medical control.
• Coordinates Quality Assurance and Quality Improvement for EMS program.
• Oversees and coordinates paramedic and EMT training and recertification.
• Assists with strategic planning and manages EMS budget and purchases.
• Performs skills as a paramedic when necessary o EMS responses.
• Serves as EMS command at the scene for fires, medical incidents and mass casualty
incidents.
• Attends Regions meetings and works as city liaison for EMS.
• Attends meetings for Metro Region, Regions Hospital, Ambulance Association,
Provider Advisory committees, etc.
4) Firefighter /Paramedic
Job duties consist of:
• Responds to basic life support and advanced life support emergency medical calls
and provides life saving assistance.
• Responds to alarms with the fire company, performs all duties of a structural firefighter.
• Assists in pre -fire planning and water supply information.
• Performs fire inspections, senior living homecare houses and daycare inspections.
• Participates in regular and special inspections of commercial and public buildings for
fire and other related public safety hazards.
• Participates in School Fire Prevention programs.
• Maintain assigned vehicles and equipment on a weekly or monthly basis.
• Assist with ambulance inspections, equipment maintenance and all medical supplies
as necessary.
5) Deputy Chiefs- (2) part -time
Job descriptions consist of:
• Responds to requests for fire service and /or emergencies as directed.
• Organizes assigned duties, determines priorities and objectives.
• Responds to major incidents and assumes command in the absence of the Fire Chief.
• Supervises fire personnel at various drills and training.
• Participates in staff meetings with Fire Chief and conducts Captain's meetings as
necessary to maintain individual programs.
• Other duties split between the Deputy Chiefs: inventory, training, safety committee,
administrative duties, special operations, building maintenance, Auxiliary liaison,
radios, SCBAs, etc.
Job descriptions consist of:
• Responds to fires and EMS calls.
• Assists in directed Fire or EMS Division operations and administrative functions.
• Evaluates the work performance of subordinates to maintain and improve
effectiveness.
• Supervises and participates in Division training and exercises.
• Ensures all required reports are properly completed.
• Supervises and assures assigned vehicles and equipment are maintained.
• Ensures assigned programs are maintained and all duties are completed.
7) Firefighter /Emergency Medical Technicians- (47) part -time
Duties consist of:
• Acquire and maintain Firefighter 1, Hazardous Materials operations and Emergency
Medical Training levels.
• Responds to alarms with fire company, enters building with hose and operates nozzles
and all other related equipment. Performs all salvage and overhaul duites as
necessary.
• Responds to requests for medical services and provides basic medical and life saving
assistance to patients.
• Participates in Division training to gain and increase knowledge and skill in assigned
work areas.
• Maintains assigned vehicles and equipment as necessary.
• Maintains and performs housekeeping duties as assigned and necessary.
8) Emergency Medical Technicians- (8) part -time
• Acquire or already have Emergency Medical Technician level training.
• Maintain duty crew daytime availability and communicate with EMS Coordinator.
• Responds to requests for medical services and provides basic medical and life saving
assistance to patients.
• Participates in Division training to gain and increase knowledge and skill in assigned
work areas.
• Maintains assigned vehicles and equipment as necessary.
• Maintains and performs housekeeping duties as assigned and necessary.
fyf: 7�t �ii6��71 �/ F9[•7 �E�ir _�y71�[rTi7�;113�L•�"T_1y�J
The purpose or business reason of providing EMS services for the City of Cottage Grove
should be clearly identified along with the intended outcome, long term or short term. Long
term goals for the Emergency Medical Service should be established by the City Council since
the Enterprise system for funding EMS is currently losing money.
In providing ALS and BLS response, the Cottage Grove Fire Department currently has an
adequate amount of personnel to respond to the amount of calls received, in part because of
the success of duty crew staffing.
The current issue of staffing for EMS is the lack of paramedics, especially on the Police side,
where we have dual role police officers. (Another issue with police /paramedics is that when
they get promoted or take another position with the department, the new position removes
them from being on the street). This system has been augmented with the hiring of 3 full -time
Fire paramedics with fire and EMS duties over the last 8 years. (Fire Marshal Paramedic, EMS
Coordinator Paramedic, and Firefighter /Paramedic). We also have 6 part -time paramedics who
assist with staffing deficiencies during vacations, sick time, etc.
Currently a police officer will be attending paramedic schooling, but will not be on the streets
as a working paramedic for approximately 12 months.
Because there has been a drop in numbers of Police paramedics over the years, a potentially
better business model would be to begin hiring more full -time firefighter /paramedics. The pool
of Firefighter paramedics is more plentiful than the Police paramedic pool and unless they
move to another job outside the city, the Firefighter paramedics are not going to promote into
another position.
In 2002, the City of Maplewood drafted a strategic business plan to make up for the lack of
Police paramedics in their EMS system. The City began a plan of hiring Fire paramedics to
augment the system. This plan has allowed the city to retain the key benefit of having Police
paramedics still on the street and responding quickly to medicals during their patrol duties.
With the Fire paramedics doing the majority of transports, Police paramedics are more quickly
returned to patrol and their street duties.
Comparable Twin Cities Fire Departments of the size of Cottage Grove have full -time
Deputy /Assistant Fire Chiefs. Their duties include assisting in day to day management of the
fire department, fire inspection duties, assist with Emergency Management, and coordination
of training, building and apparatus maintenance. This is one position for the future that could
be reviewed. The issue is that our part -time Deputy Chiefs have families, full -time jobs and
other responsibilities which can limit their availability. They do a great job and are excellent
scene commanders but as everyone has less time to commit to the Fire Department, some
duties are bound to slip.
SUMMARY
The Fire /EMS Division consistently does an excellent job of handling calls and requests for
service with the staff we have. In the future, if the City of Cottage Grove continues with the
ambulance service, the Paramedic response will need to be augmented by full time Firefighter
Paramedics to assist with the rise in workload. Part -time Fire Paramedics work out well for
filling in gaps in scheduling but these personnel only have a limited amount of available time
and it would be difficult to find the high caliber of patient care paramedics willing to work part -
time that the City of Cottage Grove needs.
City of
Cotta Grove
Minnesota
To: Director of Public Safety Craig Woolery
From: Deputy Director Greg Rinzel
Date: July 27, 2010
Subject: Staffing Study
COUNCIL REQUEST REGARDING STAFFING
I have received your request to evaluate our current personnel and look to ensure we have the
right people in the right positions doing the right things. I also reviewed the request made at
the May 5 th council meeting by Council Members Olsen and Grossklaus where the original
inquiry was made.
INTRODUCTION
I have reviewed numerous staffing studies that have been completed by current and past staff
members. I have reached the same or similar conclusion that many have come to in regards to
our staffing levels. At present we are running with enough personnel to complete our core
functions. We are below market comparisons for staffing even though we have a dual role of a
police officer based EMS service. In the previous years we were compared to Woodbury and
Maplewood. This comparison is no longer as applicable as they are shifting to a fire based
model using police medics after hours or after their fire medics are out on other medical runs.
We do supplement with two fire medics, but still run primarily thru the police department. The
biggest question that we need clarity on related to staffing is; are we going to stay in the
business of offering EMS service thru the police department, or are we going to look at
different models of service. Receiving this answer will allow us to more accurately determine
the proper staffing levels in the future.
General staffing for the Police Department has fallen below the level we had in 2005, and total
calls for service has risen. Staff has work hard on reducing FTE's to ensure we are under the
market mean. This has been accomplished thru new partnerships in existing services.
Dispatch has been consolidated, support services have been cut, and we have work hard on
sharing resources with our neighboring communities. This sharing has allowed us to realize
cost savings without losing the quality of service provided to the city. I am confident that when
compared to other cities you will find an extremely efficient department that offers additional
services others do not. This same exceptional level of service can not be maintained
indefinitely. We are seeing strain placed on current personnel. To maintain this level of service
we need to re- evaluate what additional services are being offered thru the police department
and decide if there are better and more cost effective ways of doing business. The biggest
strain we see is in the area of EMS. The current staffing will be unable to continue offering
these services without adversely affecting other areas of the organization. Additional personnel
will have to be added. The direction from council will allow us to determine where this
personnel needs to be added.
The current staffing numbers with a short description of there job duties has been included
below. I am not going to add all of the charts and previous staffing plans as this document
would then grow to an unmanageable size. I have tried to answer council's questions relative
to our current staffing.
CITY COMPARISIONS
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1) Director of Public Safety /Police Chief (1)
There is one Director that oversees all Public Safety including police /fire /EMS and
emergency management. This position ensures that the councils overall direction is
being implemented and carried out by all of employees. This model was chosen due to
our police based EMS system. It provides for overall coordination of these different
divisions of Public Safety.
Job duties consist of:
a. Administer and coordinate all public safety programs to achieve fulfillment of the
Department's mission, goals, and objectives. Direct the administration of the
Department to assure that the desired level of service is being provided.
b. Provide advice and recommendations to the City Administrator, other staff members
and the City Council regarding Public Safety matters.
c. Formulate realistic short and long -range goals for the department within the context of
priorities established by the City Administrator and the City Council.
d. Supervise the Deputy Public Safety Directors to ensure effective operations of the Fire
and Police divisions in compliance with administrative policies and procedures.
e. Assume command in major emergencies and handle internal conflict within the
department.
f. Assist with the selection of personnel for the Department of Public Safety. Facilitate
selection and development of all employees by identifying staffing and training needs.
Provide for employee evaluation and discipline as appropriate.
g. Investigate grievances and complaints, both internally (employees) and externally
(from the public). Answer citizen calls and complaints.
h. Prepare a proposed annual budget for all divisions, with appropriate justification, of
Public Safety to the City Administrator. Ensure that all expenditures are within the
Department's authorized budgetary amounts.
i. Maintain liaison with all volunteer personnel assigned to the Department and
commissions relating to public safety and assists them in the performance of their
responsibilities.
j. Communicate and report to the City Administrator and keep appropriate department
personnel informed of all pertinent information.
k. Promote cooperative relations between Public Safety employees and other City
Departments and Community Service groups.
I. Keep current on new developments in legislation, law enforcement, criminal justice, fire
suppression and governmental regulations that affect public safety operations.
m. Review and evaluate innovative service concepts and approaches, new equipment and
assistance programs. Recommend changes in current operations and practices where
applicable.
2) Deputy Director of Public Safety /Police Captain (2)
There are 2 captains, one assigned to Patrol Operations and one to Special Services.
There are records going back to 1982 where this rank structure was in place. This is still
the most prevalent rank structure in similarly sized departments. This staffing is
adequate until we have over 50 officers on the department. At that time we should look
at the possibility of adding an additional Captain or Deputy Chief.
Job duties consist of:
a. Review, evaluate, and ensure quality control of the work product of the patrol and /or
investigative divisions, or other assigned employees. Correct problems through
counseling, training and discipline.
b. Review work effort of division supervisors.
c. Plan and coordinate department training and meet training mandates.
d. Facilitate community oriented policing team efforts to develop partnerships with citizens
and other agencies.
e. Facilitate community oriented police problem solving efforts as required by the
community oriented police teams.
f. Division planning which includes but is not limited to budgeting, expenditures and
utilization of resources.
g. Oversee and facilitate miscellaneous operational support programs including; EMS,
animal control, support services.
h. Develop and implement work schedules.
i. Respond to major incidents and assume command as appropriate.
j. Conduct and coordinate internal affairs investigations.
k. Make recommendations to the Director of Public Safety to improve the organization.
I. Assume command of the department in the absence of the Director of Public Safety
when assigned.
m. Assume command staff responsibilities when assigned to the Special Response Team.
n. Represent the department on various committees and advisory boards as assigned.
o. Supervise day shift when no sergeant is on duty.
p. Respond to general police calls as needed.
1. Perform all other necessary duties as apparent or assigned.
3) Police Sergeant (6)
There are 4 sergeants assigned to patrol, 1 assigned to investigations and 1 to
administration. The department has had 4 sergeants assigned to patrol since 1995. The
additional sergeants added have been assigned specialty positions to account for the
additional special services we conduct. In the near future I would recommend we
eliminate the administrative position, move it back to patrol, and add a 6 sergeant to
patrol. Adding this additional sergeant would provide for better sergeant coverage during
annual leave and other times when the schedule is without supervision. This would also
allow us to change from our current 12hr schedule to 10hr schedule and add more street
coverage when the call volume is increased.
Job duties consist of:
a. Assign work details to officers, supervise, and evaluate reports.
b. Investigate officer misconduct, as assigned.
c. Inspect officers and their equipment.
d. Discipline officers as assigned.
e. Respond to officers' calls as necessary.
f. Enforce federal, state, county, and City laws and ordinances.
g. Review department policy and procedures.
h. Maintain adequate shift coverage.
i. Train officers in new procedures, policy changes, and legislative laws.
j. Conduct employee performance appraisals.
k. Coordinate major investigations.
I. Bridge communication between officers and administration.
m. Coordinate bicycle patrol unit.
n. Conduct neighborhood watch meetings.
o. Perform all other necessary duties as apparent or assigned.
4) Police Investigator (4)
There are a total of four investigators, three assigned to general investigations one
assigned to the Washington County Narcotics task force. There is one sergeant of
investigations that was added in 1998 but not included in this number. The department
added the third investigator in 1996 to give officers assigned to patrol a chance for
career enhancement. The fourth investigator was added and assigned in Narcotics in
2000. In the future, it would be beneficial to add two officers to investigations to deal
directly with problem oriented policing issues. This would be more of a special
investigations unit that would work plain clothes directly targeting current problem areas
or known career criminals that account for the vast majority of our criminal activity.
Job duties consist of:
a. Take various statements and generate reports utilizing recording equipment.
b. Converse with complainants and suspects.
c. Execute search warrants.
d. Arrest suspects responsible for committing crimes using a variety of tools including
handcuffs, hand sprays, physical force, batons, and deadly force if justified.
e. Qualify for the use of various weapons.
f. Attend meetings pertinent to the department as necessary.
g. Conduct surveillances utilizing specialized recording equipment.
h. Transport property to crime lab for analysis.
i. Prepare cases for review by City and County prosecutors.
j. Act as a credible witness in court proceedings.
k. Operate department emergency equipment, marked and unmarked units, and
communication equipment.
I. Process crime scenes utilizing photographic equipment, video equipment, and other
evidence gathering techniques.
m. Issue citations for violation of laws and ordinances.
n. Coordinate investigations with other jurisdictions.
o. Coordinate forfeiture proceedings.
p. Coordinate narcotics investigations.
q. Prepare and submit reports to the Chief of Police.
r. Provide direction and assist patrol division personnel with initial and follow -up
investigations.
s. Ensure proper disposition of assigned cases, including recommendations to City and
County attorneys.
t. Perform all other necessary duties as apparent or assigned.
5) Police Officer- Paramedic (14)
There are currently 10 working patrol paramedics and 4 medics assigned to other
specialty functions. This is a fluid number based on movement within specialty positions
and promotions. The department is required by Regions Hospital to have 2 paramedics
on 24 hours a day. To accomplish this we use 12 hour shifts for our police medics who
are supplemented by 2 fire /medics and a group of part time medics. This in the minimal
number needed to provide adequate ALS service.
In the past we have discussed eliminating the opportunity for Police Medics to go into
specialty positions. This thought was abandoned over 10yrs ago know that making this
decision would greatly demoralize the importance of career enhancement for that
position. I strongly feel that we need to pick the most qualified person for each position
regardless of their current medic status; this however creates new issues with staffing for
the medic program and overall quality of service issues.
Job descriptions consist of:
a. Respond to and handles or refers all requests for public safety services.
b. Effectively patrol assigned areas within the city of Cottage Grove in a vehicle or on foot.
c. Investigate complaints involving violations of city ordinances and state and federal laws.
d. Investigate traffic accidents within the city.
e. Monitor traffic problems within the city to ensure the orderly flow of pedestrians and
vehicle traffic.
f. Apprehend perpetrators and /or suspects involved in criminal activity.
g. Prepare reports covering all phases of public safety activities.
h. Ensure proper maintenance and safe operation of all public safety vehicles and
equipment.
i. Maintain effective community relations within the city and law enforcement community.
j. Improve and maintain individualized public safety skills.
k. Assist in the operation of the animal control program as directed.
I. Maintain medical knowledge and skill as established by medical directors and perform
as paramedic.
m. Keep appropriate supervisors advised of patrol developments and perform all other
duties as apparent or assigned.
n. Respond to medical calls when needed.
o. Act as a credible witness in court testimony or similar proceedings.
p. Perform all other necessary duties as apparent or assigned.
6) Police Officer (13)
There are currently 12 officers assigned to patrol, one of which is a K9. The total officers
assigned to the patrol division including paramedics are 22. This number represents only
the authorized strength assigned to patrol and does not factor in 2 SRO's, one assigned
to a one (1) year rotation in investigations and one yet to be filled due to a current
vacancy.
Job descriptions consist of:
a. Respond to and handle or refer all requests for public safety services.
b. Effectively patrol assigned areas within the city in vehicle or on foot.
c. Investigate complaints involving violations of city ordinance, state and federal laws.
d. Investigate traffic accidents within the city.
e. Monitor traffic problems within the city to assure the orderly flow of pedestrian and
vehicle traffic.
f. Apprehend perpetrators and /or suspects involved in criminal activity.
g. Prepare reports covering all phases of public safety activity.
h. Ensure proper maintenance and safe operation of all public safety vehicles and
equipment.
i. Maintain effective community relations within the city and law enforcement
community.
j. Improve and maintain individual public safety skills.
k. Assist in the operation of the animal control program as directed.
I. Keep the appropriate supervisor advised of patrol developments and performs all
duties as apparent or assigned.
m. Act as a credible witness in court testimony or similar proceeding.
n. Attend Paramedic school as assigned and serve as a licensed Police
Officer /Paramedic with the department as needed.
o. Perform all other necessary duties as apparent or assigned.
Support Services
The current staffing levels for support services is at the current mean of similarly sized
agencies and is based on the FTE's per 1000 residents. Caution should be taken to
these numbers as many different factors come into play when you evaluate total FTE's.
This total has been decreasing as our efficiencies have been realized with our migration
away from 911 communications services. In 2006 we disbanded our communication
center in an effort to consolidate redundant services being offered in the county. We also
decreased of secretarial staff by 2 thru early retirement and not filling an open vacancy.
One factor that has not been considered is a new records management system. In the
coming year we should benefit from this improvement. The current work load is at times
hard to manage, but we have been making due with a temporary position. I am hopeful
that with the new RMS we will be able to eliminate the temporary position being funded
thru a budget addition. I am also confident that the current number minus this temporary
position is the right number of support services employees. The additional services
including transcription, EMS data entry and background checks for general government
more than justify the current staffing level.
7) Support Services Supervisor
This position was created after the consolidation of our communications center with
Washington County Dispatch. The previous role of dispatch served many functions
including that of data entry in their down time. To make up for this loss we changed the
role of our support services employees to specific job classifications. This position
oversees all of the functions that clerical and what dispatch used to complete.
Duties consist of:
a. Supervises all civilian staff assigned to the support services division of the Police
Department.
b. Schedules support service personnel in anticipation of work load, training needs and
leave requests.
c. Establishes priorities in personnel and work assignments.
d. Observes subordinates performance, effectively coaches, counsels and disciplines as
necessary,
e. Conducts performance reviews of subordinates at least annually and provides
necessary feedback in a timely fashion.
f. Creates, directs and administers a training program for support services personnel.
g. Evaluates employment applications for support services position(s), assists in the
hiring process and makes hiring recommendations.
h. Performs periodic evaluations of the records, clerical and communications process
and makes or recommends changes to ensure quality service.
i. Coordinates and ensures accuracy of CJRS information, including coding of offense
reports, criminal histories, stolen property, drivers license records and validation
reports.
j. Ensures compliance with all rules for the State CJIS system as designated Terminal
Agency Coordinator (TAC).
k. Ensures compliance with CJRS rules for training and entry.
I. Represents the department at meetings concerning the Criminal Justice Reporting
System.
m. Ensures conformance to department policy, city ordinance and state law in
processing requests for information from the public and city departments completed
by records and clerical personnel.
n. Ensures information is disseminated in conformance with the Minnesota Government
Data Practices Act.
o. Coordinates and resolves problems with city IT staff, Washington County
dispatch /records personnel, state and federal records and communication personnel.
p. Coordinate all public safety for annual and summary data reporting.
q. Performs other duties as assigned.
8) Records Coordinator
This position ensures we are in State and Federal compliance with data retention and
storage. Data requests are received daily and this position ensures we are compliant
with MN data practices laws. She also ensures that all of the paper documents are
scanned into the proper case files.
Duties consist of:
a. Data entry, to include all arrest, property and report classification.
b. Coordinate and maintain all entries into the hot files system, including, but not limited
to validations which ensure that records are complete, accurate and still active.
c. Complete the monthly state CJIS Corrections Report and coordinate the timely
completion of all corrections.
d. Ensure proper filing of mandated reports to appropriate agencies.
e. Process City Attorney and County Attorney requests for records, reports and
information as needed.
f. Respond to requests for record information by locating appropriate records,
determining whether they can be released under State Statute and ensure that
proper Department Policy and Procedures are followed.
g. Coordinate preparation of records for BCA Audit with the Support Services
Supervisor and other records personnel.
h. Sort and distribute daily police report paperwork.
i. Scan all case related documents.
j. Complete background checks for permits to purchase handguns, solicitors, gambling
and others, as assigned.
k. Create and run reports for statistics as requested.
I. Create and maintain monthly and annual reports.
m. Reception and phone backup as needed.
n. Assist the Support Services Supervisor as requested.
o. Performs other duties as assigned.
9) Management Assistant
This position coordinates all of the budgetary and financial documents pertaining to the
operations of our agency. Also maintains all of the fixed assets and purchasing or repair
of equipment. This position is in -line with that of a management analyst.
Duties consist of:
a. Collect and analyze data needed for planning, problem solving, and program
evaluation; prepare reports and recommendations.
b. Evaluate existing Public Safety programs, and assist in updating and improving
where necessary.
c. Analyze and evaluate new policies and procedures to enhance operations.
d. Update the department's Public Safety Policy and Procedures Manual on an ongoing
basis.
e. Assist the Director with budget preparation, analysis, and administration.
f. Coordinate and maintain financial records of the department, acting as financial
liaison for the department.
g. Complete special projects as requested and assigned by the Director.
h. Prepare grant applications and coordinate subsequent reporting requirements.
L Coordinate personnel functions within the department, maintaining electronic and
hard copies of records.
j. Assist in the development of the department's monthly, annual and special reports.
k. Represent the Director on committees and meetings as requested.
I. Assist the Director with emergency management planning and operations as
assigned.
m. Inform the Director of significant matters and developments which he needs in order
to perform effectively and efficiently.
n. Perform all other necessary duties as apparent or assigned.
10) Administrative Secretary
This position reports directly to the Director of Public Safety. Also is responsible for
assisting both Deputy Directors in producing memos and other material. The primary
role ensures we have accurate personnel files and controls all access to the private
confidential files.
Duties consist of:
a. Type correspondence, reports, and other materials from rough copy, and general
instructions, independently compose and type correspondence, letters, memos,
notices and other materials.
b. Interview, screen, and refer callers, answer various inquiries, personally provide
information on department services, maintain appointment schedules, and screen
the Director's mail.
c. Serve as secretary to the Public Safety, Health and Welfare Commission; compile
and prepare agendas, reports, minutes, ordinances, proclamations, and City Council
action request forms of the Commission and follow up and distribute Commission
packet materials.
d. Receive the public and answer questions, respond to employee inquiries, and refer
individuals to appropriate department personnel.
e. Prepare resolutions for City Council action.
f. Compile, assist, prepare and complete data for regular and special reports,
questionnaires and other documents; and make various mathematical computations
on assembled materials.
g. Establish and maintain administrative files.
h. Relieve the Director of a variety of administrative details; update or edit
correspondence for final approval.
L Process personnel and other information and maintain files in a confidential matter.
j. Process requests and prepare permits to purchase handguns, permits to hunt,
parade permits and race permits for approval.
k. Provide backup for Management Assistant in processing payroll and issuing
purchase orders.
1. Order, maintain and process all requests for Department office supplies.
m. Process purchase orders and request for vouchers.
n. Perform all other necessary duties as apparent or assigned.
10)Secretary
This position continues to do data entry, phone and lobby requests. The records
management system from Washington Co has been delayed. The efficiencies we may
realize will not be recognized for at least an additional year. The impacts on staffing will
then be re- evaluated to determine the need for the part -time secretary position. The
staffing plan previously compiled does show us above average for support services, but
does not consider the fact of our current dictation process we use and includes CSO's
which should not be considered support services, taking this information into account
places our current staffing level at or below the mean.
Duties consist of:
a. Create and maintain files and records to ensure department information is complete,
accurate, and current.
b. Answer incoming telephone calls and provide information or route calls as required.
c. Receive visitors and provide assistance or direct them to appropriate areas.
d. Provide general information and assistance to the public and staff.
e. Receive, sort and distribute incoming mail and faxes.
f. Operate office machines such as computers, printers, typewriters, photocopy
equipment, fax machines, records imaging system, and 10 -key calculators to
perform office tasks.
g. Create databases and enter department data on computer in order to maintain and
generate accurate computer inquiries and reports.
h. Record, receipt and deposit money collected
i. Enter and process all citations and written warnings. Provide reports and citations to
the City, County Attorney and courts as requested.
j. Review all ambulance reports for accuracy, assist in data entry, assist Fire
Department by providing data for accuracy purposes and provide documentation
and information for billing purposes.
k. Compose, type, and edit a variety of correspondence, reports, memoranda, and
other material requiring judgment as to content, accuracy and completeness.
I. Re -stock office supplies and forms to ensure the department has necessary working
materials.
m. Perform all other necessary duties as apparent or assigned.
12) Transcriptionist
This position allows for officers to be efficient. Officers are much less proficient at typing
and are compensated at a higher rate of pay than that of a transcriptionist. This also
allows them to return to assigned police duties faster.
Duties consist of:
a. Transcribe and type a variety of reports, correspondence, statements, memos,
forms, records, etc. from rough copy, notes, transcription machines, and in person.
b. Provide secretarial and clerical support for police department personnel.
c. Create and maintain files and records to ensure department information is complete,
accurate and current.
d. Answer incoming telephone calls and assist the public as necessary, which may
include directing visitors to appropriate areas and assisting with completing forms.
e. Create databases and enter department data on computer.
f. Create, modify, and update department forms as needed.
g. Maintain reports on computer systems using the records management system.
h. Re -stock office supplies and forms to ensure the department has necessary working
materials.
i. Perform all other necessary duties as apparent or assigned.
13) Community Service Officer (2.5)
This position augments full -time assistance by completing numerous tasks that do not
require a fully licensed officer to conduct. The assistance and work this position
supplies allows for officers to complete more educational and enforcement actions.
Duties consist of:
a. Assist in movement and maintenance functions of the Public Safety vehicles for
servicing, repair and cleaning.
b. As assigned, assist investigative aide with property room functions such as
receiving, cataloging, and disposing of property and evidence.
c. Assist in movement and maintenance of Public Safety radio equipment.
d. Assist with record keeping functions related to, and compatible with, vehicle and
equipment maintenance.
e. Perform as the animal control officer, which includes but is not limited to; licensing,
apprehension, and detention.
f. Investigate various animal control ordinances such as dangerous and potentially
dangerous dog complaints. Investigate and follow up on animal bite complaints.
g. Detect and reports criminal or suspicious activity during routine patrol.
h. Patrol for and enforces violations of municipal ordinances, such as junk vehicles,
burning violations, noxious weeds, damaged signing and unacceptable conduct in
parks in coordination with other city enforcement officials.
i. Upon direction, complete initial complaint reports for calls taken.
j. Assist in major crime scenes, riots, disasters, and accidents by directing and
controlling citizens and motor vehicle traffic, or as otherwise directed.
k. Assist clerical staff as directed.
I. Maintain the workplace as directed.
m. Perform all other necessary duties as apparent or assigned.
EMS STAFFING OF PUBLIC SAFETY
The Police Department is currently continuously seeking qualified Police Officer candidate with
an EMS background. This "pool" of candidates is limited to say the least. The recruitment of
paramedics to the position of Police Officers has met with mixed success. Since 2005 we have
hired 6 paramedics and 4 have left our department. The reasons each have left vary from one
another but the most prevalent answer was that they were not prepared for Law Enforcement
and either couldn't make it thru our training program or wanted to return to their previous
employment. This trend has also been seen in the City Woodbury.
In the past our department took the stance on hiring the most qualified candidate as a police
officer and then sends that officer to medic school. This is a preferred method but also a more
expensive method. The current cost of medic school coupled with the 12 month time
commitment of staff becomes rather cost prohibitive. This cost however is needed to continue
offering our current level of service.
There is no easy answer to this issue as the program will continue to lack financial
reimbursement from Medicare and Medicaid. The decision to continue with this current model
of medic service has to be evaluated and discussed. There is discussion of adding more
fulltime fire /medic personnel. This would solve some of the staffing concerns but add additional
concerns to our already struggling financial situation. In the near future this model will either
have to be supported by the general operating fund, or turned over to a private service model.
This model gives the city less control over EMS, and in some people's opinion less service, but
it would have zero cost to the city. This private model would be in line with what most cities in
the state do for EMS service.
The City Council is asking that our taxes not be raised and are demanding we become the
most efficient and cost effective government agency. Our department must consider all of our
options and allow for council to make an objective conclusion based on current facts. This
decision will be difficult to make but we must do what's best for the citizens of Cottage Grove
and the citizens in our EMS service area (PSAP).
The Police Division consistently does an excellent job of handling calls and requests for
service with the current staffing levels. There is no part of the Police Department that can
afford to handle any additional staffing cuts without noticing an obvious decrease in service to
the community. The level of service we provide has already been decreased to its core
function. If the council decides to make structural changes in the way we conduct business we
will be able to maintain service levels into 2012, but if we continue as is we will need to hire
additional staffing in the areas of EMS. Looking at the most recent 2010 staffing comparison
you can clearly see we are below the average mean of FTE's and if you compare that to crime
rates per inhabitants we are far more efficient than most comparable agencies and we also
provide ALS EMS services to the community.
CITY OF
MINNESOTA
COTTAGE GROVE
TO: Ryan Schroeder, City Administrator y
FROM: Howard Blin, Community Development Director ¢ P 1
ttt �
DATE: August 4, 2010
RE: Community Development Staffing
Summary
This memorandum presents information on current staffing and activity levels for the Commu-
nity Development Department. It draws upon information provided in a similar report presented
to the City Council during budget discussions in 2009.
Discussion
Current Staffing Levels
Community Development currently has 9.6 full time equivalent (FTE) positions:
- Director
- 2 Secretaries
- Building Official
- 2 Building Inspectors
- Code Enforcement Inspector
- GIS Technician (0.6 FTE)
- 2 Planners
The current staffing level was reduced from10.22 FTE positions in January 2008 as the result
of the elimination of one secretarial position through the early retirement program. This reduc-
tion in secretarial staff followed the 2007 shift of the receptionist duties to the Community De-
velopment Department. The effect of these changes is that the two current secretaries are
performing the work previously done by 3.72 FTE positions.
In addition, one building inspector has voluntarily been working a reduced 32 hour per week
schedule during eight months of the year. This reduced schedule coincides with the off -peak in
the construction season.
Building Division
The downturn in development activity has reduced the number of building permits issued. Be-
ginning in 2006 demand for construction inspections began to drop. This decline in inspections
has, however, been reversed in the past two years and the number of construction inspections
Community Development Staffing
August 4, 2010
Page 2 of 5
are back to 2005 -2006 levels. Total inspections in 2009 were 21 percent higher than 2008.
Contributing to this was a 20 percent increase in construction inspections, and a 20 percent
increase in rental inspections. Since 2007, the number of annual rental inspections has more
than tripled.
Year
Permits
New
Units
Construction
inspections
Property
Maintenance
inspections
Rental
Inspections
Total
Inspections
2004
2,933
308
9,189
411
126
9,726
2005
2,394
265
8,839
683
275
9,727
2006
2,344
185
7,752
943
178
8,873
2007
2,6321
254
1 5,6221
1,0321
195
6,849
2008
1 2,1251
89
1 6,288
1 1,777
1 612
1 8,677
2009
2,217
1 66
1 8,051
1 1,759
1 732
1 10,542
In 2010, the Community Development Department began providing inspection services under
contract to the City of Newport, the City of St. Paul Park, and Denmark Township. The
projected demand for service in those contracted communities is expected to require the time
of approximately 0.3 FTE inspectors.
During the fall of 2009, Cottage Grove Building Inspections also provided assistance to the
City of North St. Paul to handle a backlog of inspections. The City was reimbursed by North St.
Paul for the cost of this service. When time permits, Cottage Grove inspectors will again be
available to provide short -term assistance to other cities.
With reduced construction activity, various new projects have been undertaken by inspections
staff:
® Closing Open Permits. Over the past 18 months, inspections staff have closed out over
1,000 permits that had never received final inspections.
® Tracking Vacant Houses. Increased foreclosures have led to a higher number of vacant
houses. Inspections staff have maintained a log of vacant houses, including obtaining
contact information with banks and mortgage companies. These houses are inspected
periodically to ensure they are maintained and secure.
® Water Shut Offs. Prior to shutting off water service for non payment, staff assists Public
Works in tagging houses. Inspections are also performed on houses with zero water
consumption to determine if they are vacant.
Scanning Files. For the past several years building permit records have been digitally
scanned. With the upcoming purchase of a large format scanner /printer staff would be-
gin the process of scanning and digitally filing building blueprints and utility plans for
Public Works. The goal is to have all department files scanned prior to the move to a
new building.
Community Development Staffing
August 4, 2010
Page 3 of 5
® Inspecting Ponds. To maintain compliance with the City's Federal MS4 stormwater
permit, all private stormwater ponds must be inspected for compliance with current
standards. This will require contacting property owners and inspecting approximately 40
ponds.
® Street Construction. Inspections staff has assisted Public Works with street projects,
including resident notification and some inspection work.
Inspection activity in other developing cities in the area is shown below. Information was ob-
tained only for construction inspections. Since most cities have similar reporting methods for
construction inspections, this provides the most accurate comparison.
In total inspections, Cottage Grove is near the high point in activity among the cities surveyed.
This reflects the level of construction occurring in the community. Measuring inspection per
building inspector, Cottage Grove ranks well above the average for the cities of 1,700 inspec-
tions per inspector for the cities surveyed.
I I • s -
6
5
4
3
2
1
a
fi e e e A c
e.6
.,c
Community Development Staffing
August 4, 2010
Page 4 of 5
Planning Division
Ongoing activities of the Planning Division include:
- Working with residents on land use issues.
- Working with developers on future residential and commercial /industrial development
opportunities.
- Coordination of planning activities with adjacent cities, Washington County, and the
Metropolitan Council.
- Working to attract commercial businesses to Cottage Grove.
- Providing geographic information systems (GIS) services to other departments.
- Parks planning.
- Grants applications.
- Staffing the Planning, Parks, Environmental, and Historic Preservation Commissions.
The following table compares planning staff levels in Cottage Grove with other developing
communities:
Farmington
Number of
Planners
(2010)
2
Population
(2009)
18,959
Population per
Planner
9,480
Hastin s
2
22,491
11,246
Woodbury
4
59,338
14,835
Apple Valley
3
49,376
_
16,459
Inver Grove
Hits.
2
34,461
17,231
Cotta e Grove
2
34,502
17,251
Forest Lake
1
17,496
17,496
Eagan
3
65,933
_ 21,978
Community Development Staffing
August 4, 2010
Page 5 of 5
In addition to these ongoing duties, planning staff are regularly involved in special projects.
Some of the current projects are:
• Nelson Mine EIS. This is a multi -year project which involves coordinating the environ-
mental review of the proposed expansion of sand and gravel mining by Aggregate In-
dustries on Lower Grey Cloud Island.
• Community Center Task Force. Planning personnel lead staff efforts on this two -year
long project of examining options for a community center.
• Easement Acquisition. Planning staff have served as the City's right -of -way agents,
coordinating the acquisition of easements for street, utility, and parks projects.
• Red Rock Corridor. Planning began earlier this year on enhanced commuter bus ser-
vice in the corridor. Work will soon begin on station area planning.
Commercial Attraction Activities
To meet City Council goals, Community Development staff and Economic Development staff
have an ongoing program to attract businesses to the community. In addition to working with
developers on commercial development and redevelopment sites in Cottage Grove, staff
regularly contact retailers and restaurant groups with information about opportunities in the
community. Outreach includes meetings, mailings, and telephone calls to prospective users and
their brokers.
Once a business decides to locate in Cottage Grove, Planning and Building staff work to expedite
plan review, permitting, and inspections. Examples of these efforts include the recent redevelop-
ment of the BP store on Jamaica Avenue where the City was able to help Linn Companies to
meet an accelerated construction schedule. Staff also worked with Eagle Valley Bank and Pulte
Homes to facilitate construction activity in the Preserve subdivision as well as with Assured
Financial to get work completed on the Mississippi Dunes Townhouse project. These and similar
projects enhance Cottage Grove's reputation as a city willing to work with developers to solve
problems and meet tight construction schedules.
City of • • Grove
Finance Department
TO: Ryan Schroeder, City Administrator
FROM: Robin Roland, Finance Director
DATE: July 28, 2010
RE: Finance /MIS Staffing
. 11 0
Introduction
The following is an analysis of the staffing of the Finance and MIS functions, as was requested
by Council at the budget workshop on May 5th
Discussion
Finance Staff
Currently, the Finance department consists of five (5) full time staff members, one (1) part time
staff member and one (1) BPA (student) staff member. The full time staff consists of the
Finance Director, the Financial Analyst, and three Accounting clerks, who are responsible for
Payroll, Utility billing and Accounts Receivable /Accounts Payable and Special Assessments.
The part time staff position is the Accountant who is scheduled 28 hours per week and accrues
benefits as such. The BPA (student) is an "on the job training" clerical position whose
incumbent changes annually through the Park High School program and is scheduled for up to
20 hours per week with no benefits.
Over the last ten years, the annual number of payroll checks and /or direct deposit transactions
has grown by over 1,000 transactions without a corresponding growth in staffing. Likewise, the
number of invoices processed by accounts payable has increased while the number of actual
vendor checks has stayed between 5,000 and 5,300 annually. Technology advances — both
hardware and software — have made significant impact on our need for additional staffing.
Total FTE's in the Finance Department have stayed essentially the same since 2000.
The staff is currently supplemented by additional contractual help for the Utility billing clerk
through the Utility billing software provider (Opus 21). Opus 21 provides customer call center
support on a daily basis as well as coverage of the phones during the Utility billing clerk's leave
times. Also, the Economic Development Coordinator (formerly Management Analyst) provides
assistance for the monthly Utility shut -off process and some of the payroll duties (particularly
fire payroll). All staff members are cross - trained and provide coverage of department duties in
the absence of their co- workers.
The current finance staffing to population ratio of 0.18 is consistent with communities such as
Edina, Richfield and White Bear Lake who all have 5.5 to 6.3 FTE in their finance departments
and finance staff to population ratios of 0.15 to 0.24.
Ryan Schroeder
Finance /MIS Staffing
Page 2 of 2
Minimal future additions to the staff are anticipated; by 2030 we anticipate adding one
additional Accounting Clerk and bringing the Accountant to a full time position.
MIS Staff
The MIS staff currently consists of two (2) part time staff members; an MIS Coordinator and an
MIS Technician. These two individuals work 24 hours per week and 29 hours per week
respectively or 1.3 FTE. They support all the City computers, servers, telephones, and other
general technology at all City sites. The City currently has 115 computers with 144 users on
five different network systems. In comparison, ten years ago the city had 20 less computers
and 40 less users; the department functioned with one part -time (.6 FTE) MIS Coordinator.
Current city policy calls for rotation /replacement of computer hardware every three years.
However, due to financial constraints, the rotation period has become closer to a four year
period, which is actually the 'norm' for most cities according to a recent survey by the League
of Minnesota Cities. Newer equipment requires less maintenance and provides for fewer
problems.
Contracting with an outside provider is a very cost effective option whether for specific
'projects' where particular expertise is necessary or as additional assistance is needed for
particular periods of time. These available resources at reasonable prices reduce our need for
significant staff FTE's. Consequently, future additions to staffing would first increase the
number of hours for either one or both of individuals' then to add another staff member either
part or full time.
Enhanced technology has enabled the Finance Department (and frankly all city departments)
to do "more with less" over the years. We see demand for technology advancements from
customers (residents) and staff continuing well into the future. Where this might make hiring
additional staff members less imperative, it will require the appropriate staffing to support the
hardware and software we possess and acquire. Flexibility in scheduling and the ability to
purchase and maintain the proper equipment are essential to the success of any technology
solutions we might employ.
Conclusion
Finance and MIS staff is currently sufficient, both in number and in qualifications /abilities, for
meeting the City's statutory and internal /external customer service requirements.
To: Honorable Mayor and City Council Members
From: Ryan R. Schroeder, City Administrator
Date: August, 2010
Subject: Administration Staffing
Current staffing within the Department of Administration and how that compares to 2040
projections and past staffing complements are as follows:
Position
1999
2010
2040
Administrator
1
1
1
Dir of Fin. / Admin Srvcs
0
0.25
0
Asst. City Admin
1
0
0
Admin Asst.
0
1
1
HR Coord /MA
0
1
1
Comm. Coord /MA
0
1
1
ED Coord /MA
1
1
0
City Clerk/Risk Mgr.
1
1
1
Admin Sec
1
0
0
Receptionist
1
0
1
ED Director
1
0
0
HR Mgr
0
0
1
Deputy City Clerk
0
0
1
Total
7
6.25
8
Also, historically, over the past decade we have employed the services of a part time OJT (on
the job training) High School Student. This part time position has been removed from the
proposed 2011 budget.
What the above table denotes is:
A. Staffing complements going both back a decade and projecting forward have /will be
relatively constant. While work demands have evolved and will evolve in the future it is
anticipated that staffing growth will not be required to handle that work load.
B. In the past, the department of Administration housed Department Directors of
Administration and Economic Development. Both of these positions were transitioned
out and backfilled with mid level positions in the late 1990's.
C. Going forward, it is anticipated that City Clerk duties /elections /licensing will require
additional dedicated staffing and that an additional HR position will be required at some
point. It is assumed that in a mid -term period economic development responsibilities
will transition entirely to community development (an additional planner position is
projected by 2040 which is a placeholder for planning /ed responsibilities).
In the short term, not addressed by the above, we are following a path of enhancing our ED
efforts within the Department of Administration. Earlier in 2009 Council adopted an
organization structure that assigned duties to three existing Management Analyst positions one
of which is now allocated toward ED duties. The job tasks assigned as a result of this
structure change are attached for your review. For the past several weeks the incumbent in
this position has been on maternity leave with a scheduled return of August 17 (14 week total
leave period which results in a 16% reduction in administration staffing during the absence).
As a result of that absence it has been more difficult to accomplish the work plan than
originally projected for 2010.
A review of the enclosed task assignment document reveals that there are many and varied
responsibilities that are handled within the administrative arm of the City organization.
Persons assigned to those duties have the relevant training and skills to responsibly carry out
the duties assigned. Growth in the importance of these job tasks would seem to be occurring
on a sometimes daily basis as we react to needs in the areas of media relations and citizen
outreach, HR, elections, records and risk, economic development, service to operating
departments and coordination of Council goals and initiatives.
Administration Staffing 080310
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1999 -2010 Full and Part-time Personnel
BUDGETYEAR
Department Name
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Full time equivalents
General Government
Administration
City Administrator
1.00
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
Dir. Of Finance & Adminstrative Services
0.00
0.00
0.00
0.00
0.00
0.00
0.10
0.10
0.10
0.10
0.10
0.10
Assistant City Administrator
0.50
0.20
0.20
0.20
0.20
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Technical Position
0.00
0.00
0.00
0.00
0.00
0.20
0.20
0.20
0.20
0.00
0.00
0.00
Administrative Secretary
0.50
0.30
0.30
0.30
0.30
0.30
0.30
0.00
0.00
0.00
0.00
0.00
Administrative Assistant
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.30
(130
0.30
0.30
0.30
Management Analyst
0.00
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.80
1.04
1.04
Part Time Hourly FTE
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Administration
2.00
1.80
1.80
1.80
1.80
1.80
1.90
1.90
1.90
2.00
2.24
2.24
Personnel
Dir. Of Finance & Adminstrative Services
0.00
0.00
0.00
0.00
0.00
0.00
0.10
0.10
0.10
0.10
0.10
0.10
Assistant City Administrator
0.50
0.50
0.50
0.50
0.50
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Technical Position
0.00
0.00
0.00
0.00
0.00
0.50
0.50
0.50
0.50
0.00
0.00
0.00
Management Analyst
0.00
0.66
0.66
0.66
0.66
0.66
0.66
0.66
0.66
0.91
0.91
0.91
Administrative Secretary
0.50
0.30
0.30
0.30
0.30
0.30
0.30
0.00
0.00
0.00
0.00
0.00
Administrative Assistant
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.30
0.30
0.30
0.30
0.30
Part Time Hourly FTE
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Personnel
1.00
1.46
1.46
1.46
1.46
1.46
1.56
1.56
1.56
1.31
1.31
1.31
City Hall
Lead Worker
0.20
0.20
0.20
0.20
0.20
020
0.20
0.20
0.20
0.20
0.20
0.20
City Hall
0.20
0.20
0.20
0.20
0.20
0.20
0.20
0.20
0.20
0.20
0.20
0.20
City Clerk
City Clerk
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Administrative Secretary
0.50
030
0.30
0.30
0130
0.30
0.30
0.00
0.00
0.00
0.00
0.00
Administrative Assistant
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.30
0.30
0.30
0.30
0.30
Receptionist
0.80
0.80
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Receptionist -PT
0.00
0.00
0.40
0.35
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Management Analyst
0.00
0.30
0.30
0.30
030
030
0.30
0.30
0.30
0.45
0.45
0.45
Part Time Hourly FTE
0.00
031
0.65
0.49
0.60
0.60
0.46
0.58
0.55
0.52
0.77
0.41
City Clerk
2.30
2.71
2.65
2.44
2.20
2.20
2.08
2.18
215
2.27
2.52
2.16
Finance
Dir. Of Finance & Adminstrative Services
0.00
0.00
0.00
0.00
0.00
1.00
0.75
075
0.75
0.75
0.75
0.75
Finance Director
1.00
1.00
1.00
1.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Accounting Clerk I -PT
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Accounting Clerk 1
0.75
0.75
0.75
015
0.80
0.80
0.55
0.55
0.00
0.00
0.00
0.00
Receptionist
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.55
0.00
0.00
0.00
Accountant
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Accountant -PT
0.50
0.50
0.53
0.53
0.53
0.63
0.63
0.63
0.63
0.63
0.63
0.63
Accounting Clerk II
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
Financial Analyst
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Clerical Assistant
0.48
0.48
0.48
0.48
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Part Time Hourly FTE
0.00
0.00
0.00
0.05
0.05
0.15
0.35
0.56
0.55
0.22
0.63
0.63
Finance
5.73
5.73
536
5.81
5.38
5.58
5.28
5.49
5.48
4.60
5.01
5.01
Management Information Services
.MIS Coordinator / Staff
0.60
0.60
0.60
0160
1.20
1.20
1.20
1.33
1.33
1.33
1.33
1.33
Management Information Service!
0.60
0.60
0.60
0.60
1.20
1.20
1.20
1.33
1.33
1.33
1.33
1.33
General Government
11.83
12.50
12.48
12.31
12.23
12.44
12.22
12.66
12.62
11.70
12.61
12.25
Community Development
Planning /Historic Preservation
Community Development Director
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Senior Planner
1.00
100
1.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
2.00
2.00
Associate Planner
1.00
1.00
1.00
1.00
1.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
CIS Technician
0.00
0.00
0.00
0.00
0.00
0.00
0.60
0.60
0.60
0.60
0.60
0.60
Secretary
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Planning /Historic Preservation
4.00
4.00
4.00
L00
4.00
4.00
4.60
4.60
4.60
4.60
4.60
4.60
1999 -2010 Full and Part-time Personnel
Department Name
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Inspections
1.75
1.75
1.75
175
1.75
1.80
1.85
1.88
1.88
1.88
3.75
3.75
Chief Building Official
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Building Inspector
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
Building Inspector- part-time
0.00
0.00
0.00
0.00
0.50
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Code Enforcement Officer
0.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
1.00
1.00
1.00
1.00
Plumbing Inspector
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Housing Inspector
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Secretary
1.50
1.50
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Secretary-PT
0.00
0.00
0.50
0.50
0.50
0.50
0.50
0.63
0.72
0.72
0.00
0.00
Part Time Hourly FTE
0.49
0.30
0.79
0.87
0.85
0.21
0.27
0.68
0.00
0.00
0.00
0.00
Inspections
3.99
180
4.29
4.37
4.85
4.71
4.77
5.31
5.72
5.72
5.00
5.00
Community Development
7.99
7.80
8.29
8.37
8.85
8.71
9.37
9.91
10.32
10.32
9.60
9.60
Public Safety
Police
Public Safety Director
Deputy Director /Captain
Sergeant
Investigator
Investigator /Paramedic
Task Force Officer /Paramedic
Police /Paramedic
Police Officer
Dispatch Supervisor
Dispatcher
Dispatcher /Records Manager
Records Clerk
Support Services Supervisor
Records Coordinator
Management Assistant
Administrative Secretary
Secretary
Secretary-PT
Transcriptionist -PT
Receptionist
Receptionist -PT
Investigative Aid
Accounting Clerk I
Part Time Hourly FTE
Police
Fire /Emergency Management
Public Safety Director
Fire ChiefDeputy Dir of Public Safety
Fire Marshal
Firefighter
EMS Coordinator
Firefighter /Paramedic
Secretary
Secretary-PT
Part Time Hourly FTE
Fire /Emergency Management
Public Safety
Public Works
Streets /Signs /Snow
PW Supervisor
PW Foreperson
PW Lead Worker
PW Forester
Public Service Worker
Part Time Hourly FTE
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
1.75
1.75
1.75
1.75
1.75
175
1.75
1.80
1.85
1.88
1.88
1.88
3.75
3.75
4.75
4.75
4.75
4.75
5.50
5.80
5.85
5.76
5.76
5.76
2,00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
1.00
1.00
2.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.88
0.88
0.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
12.50
12.75
12.50
13.50
13.50
14.25
1150
15.20
16.15
14.96
14.96
13.08
9.00
8.00
8.00
7.00
7.00
7.00
8.00
8.00
8.00
10.00
10.00
12.00
0.00
0.00
0.00
0.00
0.00
1.00
1.00
1.00
0.00
0.00
0.00
0.00
7.00
7.00
7.00
7.00
7.00
6.00
7.00
7.00
0.00
0.00
0.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1.00
1.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1.00
1.00
1.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.75
1.75
1.75
1.75
1.75
1.75
2.75
2.75
2.75
2.75
1.75
1.75
1.08
1.08
1.08
1.08
1.23
1.23
0.48
0.00
0.00
0.75
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.25
0.25
0.25
0.25
0.25
0.20
0.20
0.00
0.00
0.00
0.00
0.00
0.00
0.15
0.00
0.00
0.00
0.00
0.00
0.10
0.10
0.00
0.00
0.00
0.00
0.00
0.10
0.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1,00
1.00
1.00
1.00
0.00
0.00
0.00
0.00
0.10
0.10
0.15
0.15
0.00
0.00
0.00
0.00
0.88
1.05
1.54
1.73
1.97
1.83
2.16
2.48
3.03
3.35
3.30
3.30
44.71
45.13
46.27
46.46
46.85
47.46
50.09
52.23
47.83
48.48
46.58
46.82
0.15
0.15
0.15
0.15
0.15
0.15
0.15
0.15
0.15
0.15
0.15
0.15
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.80
0.80
0.80
0.80
0.80
1.00
1.00
1,00
1.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.50
0.50
0.10
0.10
0.10
0.10
010
0.00
0.00
0.50
0.50
0.50
0.00
0.00
0.00
0.25
0.25
0.25
0.25
0.50
0.50
0.00
0.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.50
0.60
1.10
0.75
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
6.75
6.60
7.42
9.31
9.07
8.07
7.91
7.99
7.64
6.79
9.20
9.20
10.90
10.85
12.17
13.71
1172
10.72
10.56
10.04
9.94
9.09
11.50
11.50
55.61
55.98
58.44
60.17
58.57
58.18
60.65
62.27
57.77
57.57
58.09
58.33
0.00
0.00
0.60
0,28
0.28
0.28
0.28
0.28
0.28
0.28
0.28
0.28
1.10
1.10
1.00
1.10
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.10
1.10
1.10
1,10
1.10
1.10
1.10
1.10
1.10
1.10
1.10
1.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
7.10
8.10
6.50
6.60
6.60
6.60
7.60
7.60
6.60
6.50
6.50
6,50
1.17
0,98
1.17
1.72
1.91
1.93
2.05
2.35
2.64
2,36
2.35
2.35
1999 -2010 Full and Part-time Personnel
Department Name
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Streets
10.57
11.38
10.47
10.90
10.99
11.01
12.13
12.43
11.72
11.34
11.33
11.33
Public Works Administration
Public Works Director
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
Dir. of Parks and Recreation /Assis. PW Dir.
0.25
0.70
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Public Works Technician
0.60
0.60
0.60
0.50
0.50
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Administrative Secretary
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Management Analyst
0.00
0.00
1.00
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
Part Time Hourly FTE
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.15
0.63
Public Works Administration
2.75
3.20
3.50
3.20
3.20
2.70
2.70
2.70
2.70
2.70
2.85
3.33
Engineering
City Engineer
0.00
0.00
0.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Public Works Technician
0.00
0.00
0.00
0.00
0.00
0.80
0.80
0.80
0.80
0.80
0.80
0.80
Part Time Hourly FTE
0.00
0.00
0.00
0.00
0.00
0.00
0.04
0.31
0.34
0.26
0.00
0.00
Engineering
0.00
0.00
0.00
0.00
1.00
1.80
1.84
2.11
2.14
2.06
1.80
1.80
Parks Maintenance and Forestry
Ice Arena /Rec Manager
0.00
0.00
0.00
0.10
0.10
0.20
0.20
0.20
0.20
0.20
0.20
0.20
PW Supervisor
0.00
0.00
0.40
0.18
0.18
0.18
0.18
0.18
0.18
0.18
0.18
0.18
PW Foreperson
0.90
0.90
0.00
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
PW Lead Worker
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
Public Service Worker
4.50
4.50
5.00
5.00
5.15
5.40
5.40
5.40
5.40
4.50
4.50
4.50
PW Forester
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
Part Time Hourly FTE
2.01
2.16
2.36
2.13
2.49
2.93
3.28
4.70
4.80
4.18
4.00
4.00
Parks Maintenance and Forestry
9.21
9.36
9.56
10.11
10.62
11.41
11.76
13.18
13.28
11.76
11.58
11.58
Recreation and Swimming Pool
Dir. of Parks and Recreation /Assistant Public W,
0.75
0.10
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Ice Arena /Rec Manager
0.00
0.00
0.00
020
020
0.20
0.20
0.20
0.20
0.20
020
0.20
Recreation Supervisor
1.00
1.00
1.00
1.00
1.00
0.90
0.90
0.90
0.00
0.00
0.00
0.00
Recreation Coordinator
1.00
1.00
1.00
1.00
1.00
0.90
0.90
0.90
0.90
0.90
0.90
0.90
Recreation Program Assistant
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.90
0.90
0.90
0.90
Secretary
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
0.00
0.00
0.00
Clerical Assistant - PT
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
ere
0.00
Office Clerk II
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.50
0.50
0.50
0.50
Recreation Program Assistant(HRA)
0.00
0.00
0.00
0.00
0.50
0.50
0.50
0.50
0.50
0.50
0.00
0.00
Part Time Hourly FTE
3.66
5.21
4.51
4.90
3.45
3.68
3.34
4.54
5.10
5.00
3.83
3.83
Part Time Hourly FTE (Swimming Pool)
2.64
2.78
2.67
2.78
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Recreation and Swimming Pool
10.05
11.09
10.18
10.88
7.15
7.18
6.84
8.04
8.10
8.00
6.33
6.33
Public Works
32.58
35.04
33.70
35.09
32.97
34.10
35.27
38.45
37.94
35.87
33.89
34.37
Total General Fund
108.01
111.32
112.91
115.95
112.63
113.43
117.51
123.29
118.65
115.46
114.19
114.55
Special Revenue Funds
Recycling
Public Works Director
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
Recreation Supervisor
0.00
0.00
0.00
0.00
0.00
0.10
0.10
0.10
0.10
0.00
0.00
0.00
Recreation Coordinator
0.00
0.00
0.00
0.00
0.00
0.10
0.10
0.10
0.10
0.10
0.10
010
Recreation Program Assistant
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.10
0.10
0.10
Public Works Technician
0.30
0.30
0.30
0.30
0.30
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Management Analyst
0.00
0.00
0.00
0.20
0.20
0.20
0.20
0.20
0.20
0.20
0.20
0.20
Recycling
0.40
0.40
0.40
0.60
0.60
0.50
0.50
0.50
0.50
0.50
0.50
0.50
Ice Arena
Dir. of Parks and Recreation /Assistant PW Dir.
0.00
0.10
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
too Arena /Red Manager
1.00
0.00
0.00
0.70
0.70
0.60
0.60
0.60
0.60
0.60
0.60
0.60
Ice Arena Assistant Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
0.00
0.00
Ice Arena Maintenance Technician
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Recreation Program Assistant
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1.00
1.00
1.00
Secretary
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Clerical Assistant - PT
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Public Service Worker
0.00
0.00
0.50
0.50
0.25
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Part Time Hourly FTE
2.99
2.71
2.80
2.94
2.90
2.82
2.82
2.76
2.91
4.33
3.45
3.45
Ice Arena
6.99
4.81
5.30
6.14
5.85
5.42
5.42
5.36
5.51
6.93
6.05
6.05
Economic Development
Economic Development Director
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1999 -2010 Full and Part-time Personnel
Department Name
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
City Administrator
0.00
0.20
0.20
0.20
0.20
0.20
0.20
0.20
0.20
0.20
0.20
0.20
Dir. Of Finance & Adminstrative Services
0.00
0.00
0.00
0.00
0.00
0.00
0.05
0.05
0.05
0.05
0.05
0.05
Finance Director
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Technical Position
0.00
0.00
0.00
0.00
0.00
0.30
0.30
0.30
0.30
0.00
0.00
0.00
Assistant City Administrator
0.00
0.30
0.30
0.30
0.30
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Administrative Secretary
0.50
0.10
0.10
0.10
0.10
0.10
0.10
0.00
0.00
0.00
0.00
0.00
Administrative Assistant
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.10
0.10
0.10
0.10
0.10
Management Analyst
0.00
0.54
0.54
0.54
0.54
0.54
0.54
0.54
0.54
0.84
0.60
0.60
Economic Development
1.50
1.14
1.14
1.14
1.14
1.14
1.19
1.19
1.19
1.19
0.95
0.95
Total Special Revenue Funds
8.89
6.35
6.84
7.88
7.59
7.06
7.11
7.05
7.20
8.62
7.50
7.50
Enterprise Funds
Cottage Grove EMS Ambulance
Public Safety Director
0.05
0.05
0.05
0.05
0.05
0.05
0.05
0.05
0.05
0.05
0.05
0.05
Deputy Director /Captain
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.20
0.15
0.12
0.12
0.12
Sergeant
0.25
0.25
025
0.25
0.25
0.25
0.50
0.20
0.15
0.24
0.24
0.24
Fire Marshal
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.20
0.20
0.20
0.20
0.20
FirefighterlParamedic
0.00
0.00
0.50
0.50
0.50
0.00
0.00
0.00
0.75
0.75
0.75
0.75
EMS Coordinator
0.00
0.00
0.00
0.00
0.00
0.50
0.50
0.90
0.90
0.90
0.90
0.90
Investigator /Paramedic
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.12
0.12
0.00
Police /Paramedic
4.50
4.25
4.50
4.50
4.50
4.75
4.50
3.80
2.85
2.04
2,04
1.92
Task Force Officer /Paramedic
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Accounting Clerk 1
0.25
0.25
0.25
0.25
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Accounting Clerk I -PT
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Secretary
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.25
Part Time Hourly FTE
525
4,61
4.50
6.19
5.56
5.54
5.80
5.69
6.31
6.82
7.29
7.29
Cottage Grove EMS Ambulance
10.80
9.91
10.55
12.24
11.36
11.59
11.85
11.29
11.61
11.49
11.96
11.72
Water /Sewer
PW Supervisor
0.00
0.00
0.80
0.36
0.36
0.36
0.36
0.36
0.36
0.36
036
036
PW Foreperson
1.00
1.00
1.00
0.90
1.00
1.00
1,00
1.00
1.00
1.00
1.00
1.00
PW Lead Worker
1.00
1.00
1.00
0.90
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Public Service Worker
5.00
5.00
5,00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
4.00
4.00
Accounting Clerk II
1.00
1.00
1.00
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
Accounting Clerk 1
0.00
0.00
0.00
0.00
0.10
0.10
0.30
030
0.00
0.00
0.00
0.00
Secretary
1.00
1.00
1.00
1.00
100
100
1.00
1.00
1.00
1.00
1.00
1.00
Receptionist
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.30
0.00
0.00
0.00
Receptionist -PT
0.00
0.00
0.38
0.38
0.38
0.38
0.38
0.38
0.38
0.00
0.00
0.00
Public Works Technician
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
Clerical -PT
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.37
0.49
0.49
Part Time Hourly FTE
0.63
0.32
0.96
0.98
0.46
0.29
0.67
0.53
0.43
0.41
0.52
0.52
Water /Sewer
9.73
9.42
11.24
10.52
10.30
10.13
10.71
10.57
10.47
10,14
9.37
9.37
Street Lights
Public Service Worker
1.40
1.40
1.00
1,00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
PW Supervisor
0.00
0.00
0.10
0.04
0.04
0.04
0.04
0.04
0.04
0.04
0.04
0,04
Part Time Hourly FTE
0.30
0.11
0.31
0.10
0.20
0.23
0.23
0.20
0.00
0.00
0.00
0.00
Street Lights
1.70
1.51
1.41
1.14
1.24
1.27
1.27
1.24
1.04
1.04
1.04
1.04
Storm Water
PW Foreperson
0.00
0.00
0.00
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
PW Supervisor
0.00
0.00
0.00
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
PW Lead Worker
0.00
0.00
0.00
0.10
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Public Works Technician
0.00
0.00
0.00
0.10
0.10
0.10
0.10
0.10
0.10
1
0.10
0.10
Public Service Worker
0.00
0.00
0.00
0.90
100
100
1.00
1.00
3.00
3.00
3.00
3.00
Accounting Clerk II
0.00
0.00
0.00
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
Part Time Hourly FTE
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.26
0.26
Storm Water
0.00
0.00
0.00
1.40
1.40
1,40
1.40
1.40
3.40
3.40
166
3.66
Golf Course
Golf ManagerlPr0
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Golf Superintendent
1.00
1.00
1.00
100
1.00
1.00
1.00
1.00
1,00
1.00
1.00
1.00
Golf Assistant Superintendent
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1,00
Dir. of Parks and Recreation /Assistant Public W
0.00
0.10
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Golf Assistant Pro /Food and Beverage Manager
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1999 -2010 Full and Part-time Personnel
Department Name
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Golf Assistant Food and Beverage Manager
0.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Part Time Hourly FTE
13.63
18.70
18.76
22.30
22.19
19.50
16.89
14.78
15.21
14.30
17.77
17.77
Golf Course
16.63
22.80
23.76
27.30
27.19
24,50
21.89
19.78
20.21
19.30
22.77
22.77
Total Enterprise Funds
38.86
43.64
46.96
52.60
51.48
48.89
47.12
44.27
46.73
45.37
48.80
48.56
Internal Service Fund
Fleet Maintenance
PW Foreperson
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
PW Supervisor
0.00
0.00
0.10
0.04
0.04
0.04
0.04
0.04
0.04
0.04
0.04
0.04
PW Lead Worker
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
0.80
Public Service Worker (Mechanic)
1.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
Fleet Maintenance
2.80
3.80
3.90
3.84
3.84
3.84
3.84
3.84
3.84
3.84
3.84
3.84
Total Internal Service Fund
2.80
3.80
3.90
3.84
3.84
3.84
184
3.84
3.84
3.84
3.84
3.84
Total All
158.56
165.11
170.61
180.27
175.54
173.22
175.58
178.44
176.42
173.30
174.33
174.45
Regular Part Time
3.16
3.26
5.17
4.77
4.84
4.44
4.29
432
4.91
5.38
3.31
331
Full Time
115.00
116.00
11200
119.00
119.00
121.00
125.00
126.00
122.00
119.00
117.00
117.00
Part Time Hourly FTE
40.40
45.85
48.44
56.50
51.70
47.78
46.29
48.12
49.51
48.92
54.02
54.14
PT FTE Calcdatcn: 2080 -12 holidays- 144 hrs vacation ='.840
158.56
165.11
170.61
180.27
175.54
173,22
175.58
178.44
176,42
173.30
174.33
BREAKDOWN BY DEPARTMENT
General Government
21.12
21.24
21.71
21,62
22.02
22.09
22.58
23.56
23.93
23.38
23.45
23.09
Public Safety
66.41
65.89
68.99
72.41
69.94
69.77
72.51
73.56
69.39
69.07
70.05
70.05
Public Works
54.40
55.18
56.16
58.93
56.39
56.86
58.60
61.55
62.90
61.55
58.06
58.54
Golf
16.63
22.80
23.76
27.30
27.19
24.50
21.89
19.78
20.21
19.30
22.77
22.77
4.84
158.56
165.11
170.61
180.27
175.54
173,22
175.58
178.44
176,42
173.30
174.33
174,45
PT FTE Calcuation
2080 - 12 holldays - 144 his vacation =1040
BREAKDOWN BY DEPARTMENT
REGULAR PART TIME
General Government
Public Safety
Public Works
Golf
FULL TIME
General Government
Public Safety
Public Works
Golf
PART TIME HOURLY FTE
General Government
Public Safety
Public Works
Golf
TOTAL EMPLOYEES
1.58
1.58
2,51
2.46
2.73
2.33
2.93
3.19
3.28
3.28
2.56
2.56
1.58
1.68
2.28
1.93
1.23
1.23
0.48
0.25
0.25
1.10
0.25
0.25
0.00
0.00
0.38
0.38
0.88
0.88
0.88
0.88
1.38
1.00
0.50
0.50
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
3.16
3.26
517
4.77
4.84
4.44
4.29
4.32
4.91
5.38
3.31
3.31
17.55
19.05
17.75
17.75
17.80
18.80
18.55
18.55
19.55
19.00
19.00
19.00
51.95
51.95
53.25
53.25
52.10
5310
56.15
57.15
52.15
51.00
50.00
50.00
42.50
40.90
41.00
43.00
44.10
44.10
45.30
45.30
45.30
44.00
43.00
43.00
3.00
4.10
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
115.00
116.00
117.00
119.00
119.00
121.00
125.00
126.00
122.00
119.00
117.00
117.00
0.49
0.61
1.45
1.41
1.49
0.96
1.10
1.82
1.10
1.10
1.89
1.53
12.88
12.26
13.46
17.23
16.61
15.44
15.88
16.16
16.99
16.97
19.80
19.80
13.40
14.28
14.78
15.55
11.41
11.88
12.42
15.37
16.22
16.55
14.56
15.04
13.63
18,70
18.76
22.30
22.19
19,50
16.89
14.78
15.21
14.30
17.77
17.77
40.40
45.85
48.44
56.50
51.70
47.78
46.29
4812
49.51
48.92
54.02
54.14
158.56 165.11 170.61 180.27 175.54 173.22 175.58 178.44 176.42 173.30 174.33 174.45
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2008 Gen Gov Expenditures
CITY
POPULATION
MAYOR COUN
ADMIN FIN
GENGOVT C
E
OTHER PCSE
TOTAL
GENGOV
GENGOV/
CAPZPA
Rankin
Shoreview
26,036
38,385
1.047,926
692,030
29,645
1,807,986
69
35
Champlin
23,983
95,068
446,497
792,652
384,699
1,718 916
72
34
New Bri horn
22,511
1,338,731
402,662
1,741 393
77
33
Andover
31,023
103,067
518,402
1,342,017
475,9
2,439,412
79
32
Lakeville
54,328
105,053
1,462,721
1,643,353
1,109,718
4,320,845
80
31
Cottage Grove
34.017
82,798
879994
1322.403
519,858
L796A93
82
30
Richfield
33,676
274,859
998,337
700
817,425
2,790,989
83
29
White Bear Lake
24,679
117,007
597,585
511,433
928,136
2,154,161
87
28
Inver Grove Heights
33,917
1 239,727
1,621,143
647,520
1 656,117
3,164.507
1 93
27
Minnetonka
51,756
247,916
1
2
680 965
4
95
26
Apple Valley
49,983
68,027
921,648
3,165,232
612,327
4,767,234
95
25
Savage
26.852
79,687
870,238
1.271,423
359,798
2,581,146
96
24
Woodbury
58,430
251,015
1,68A 635
2
1,335,279
5,719,732
98
23
New Hope
20,860
105,180
506,226
958,620
575,131
2,145,157
103
22
South St. Paul
20,250
99,667
794,097
930,344
282,932
2,107,040
104
21
Oakdale
27,230
72,221
1,410,601
1,236,800
289,176
3,008,798
110
20
Hastings
22,491
98,144
597,156
1,444,455
425,153
2,564,908
114
19
Blaine
56,888
99,155
1,873,521
1 2,828,481
1,769,630
6,570,787
116
18
Fridley
26,422
112,050
1,641,814
960,774
339,037
3,053,675
116
17
Maple Grove
59,932
192,159
1,412,159
3,887,956
1,534,049
7,026,323
1171
16
Lino Lakes
19,987
117.253
1.006,271
934,743
330,707
2
120
15
Crystal
22,167
128,841
1 243,526
663,761
619,972
2
120
14
Prior Lake
22,917
81,745
654,149
1,643,382
407,096
2,786,372
122
13
Maplewood
36,717
150,373
1,139,047
2,537,831
670,301
4,497,552
122
12
Chanhassen
22,590
1 101,800
704,504
1,247,627
724,377
2,778,308
123
11
Shako pet
33,969
124,869
1,559,279
1,833,809
786,715
4,304,672
127
10
Edina
48,169
84,137
1
3,081,543
1,377,462
6,213,059
129
9
Chaska
24,048
113,286
1,024,346
1 1,887,652
98,275
3,123,559
130
8
Brooklyn Center
30,330
81,961
828,766
2,310,304
794,727
4,015,758
1 132
7
Roseville
34,345
121,058
1,007,453
3,069,561
603,909
4,801,981
1401
6
Rosemount
20,956
176,735
878,823
1,885,142
2,940,700
1401
5
St. Louis Park
47,221
86,509
2,050,197
4,505.589
1,967,132
8,609,427
182
4
Eden Prairie
62,610
227,654
1,207,639
9,008904
1,282,633
11,726,830
187
3
Rawse
23.445
160,514
1,388,611
2,429,449
635,883
4,614,457
197
2
Golden Valle
20,326
1 286391
2,241,062
946,307
797,783
4,271,543
210
1
113 Average
G: \admin \Goals and Accomplishments \Financial Indicators \auditor data \2008 data \2008 All Expenditure Trend per Capita
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2008 Public Safety Expenditures
CITY
POPULATION
POLICE CE
POLICE/
CAPITA
FIRE CE
FIRE/
CAPITA
TOTAL
PubhcSafe
TOTAL
PubSaf/C.ap
Rankin
Shoreview
26,036
1,573,990
60
646,302
25
2,220,292
85
35
Chanhassen
22,590
1,501,519
66
659,400
29
2,160,919
96
34
Andover
31,023
2,318,241
75
991,636
32
3,309,877
107
33
Ramsey
23,445
2,606 675
111
699,090
30
3,305,765
141
32
Chaska
24,048
2,847,240
Ms
698,355
29
3,545,595
147
31
Rosemount
20,956
2,804,980
134
291,673
14
3,096,653
148
30
Prior Lake
22,917
2,812,412
123
574,118
25
3,386,530
148
29
Cottage Grove
34
4,331,621
127
754,903
22
5,083,524
149
28
White Bear Lake
24,679
2,996,355
121
752,751
31
3,749.106
152
27
Blaine
56,888
7,404,949
130
1,334,024
23
8,738973
154
26
Champlin
23,983
3,295,593
137
431,990
18
3,727,583
I55
25
Woodbury
58,430
7,453,366
128
1,822.681
31
9,276,047
159
24
Lakeville
54,328
7,500,030
138
1,384.268
25
8,884,298
164
23
Savage
26,852
3,672,653
137
913,934
34
4,586,587
171
22
Maple Grove
59,932
8.254,723
138
2,085,335
35
10,340,058
173
21
Lino Lakes
19,987
2987,925
149
487,757
24
3,475,682
174
20
Apple Valle
49,983
7,171,354
143
1,647,714
33
8,819,068
176
19
Oakdale
27,230
4.051,637
149
938,987
34
4,990,624
183
18
Minnetonka
51,756
8,333,227
161
1,578,271
30
9,911,498
192
17
hiver Grove Heights
33,917
5.193,728
153
1,662.231
49
6,855,959
202
16
St. Louis Park
47,221
6,771,766
143
3,005,758
64
9,777,524
207
15
New Brighton
22,511
3,879,116
172
823,778
37
4,702,894
209
14
Eden Prairie
62,610
10,622,326
170
2,797,606
45
13,419,932
214
13
Roseville
34,345
5,497,532
160
1,969,268
57
7.466,800
217
12
C1 steal
22,167
3,816,819
172
1,061,312
48
4,878,131
220
II
Shakopee
33,969
5,854,642
172
1,820,931
54
7,675,573
2261
10
Fridley
26,422
4,966,899
188
1,338,117
51
6,305,016
239
9
Brwkl nCenter
30,330
6,434,507
212
819,295
27
7,253,802
239
8
Golden Valley
20,326
4,030,747
198
893,760
44
4,924,507
242
7
Maplewood
36,717
6,154,491
168
2,828,776
77
8,983,267
245
6
Hastings
22,491
3,471,044
154
2,035,212
90
5,506,256
245
5
Edina
48,169
7,616,949
158
4,331,706
90
11,948,655
248
4
New Hoe
20,860
4,281,822
205
1.023.776
49
5,305,598
254
3
South St. Paul
20,250
3,810,AC>2
188
2,234.005
110
6,044,467
298
2
Richfield
33,676
7275.303
216
3.097,345
92
10,372,648
308
1
188 Average
G:\admin \Goals and Accomplishments \Financial Indicators\auditor data\2008 data \2008 All Expenditure Trend per Capita
2008 Public Safety Expenditures
G: \admin \Goals and Accomplishments \Financial Indicators \auditor data \2008 data \2008 All Expenditure Trend per Capita
Public Safety Comparison
16,000.000
----
-
- -
-
--
--- '�---
- -' -
--
—
-
" - -' --
14,000,000
-
— -- — -
12.000.000
10,000,000
-
—
—
t
—
-
8.000,000
-
4.000.000
2,000,000
i
-
`
s
-
-
-
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G: \admin \Goals and Accomplishments \Financial Indicators \auditor data \2008 data \2008 All Expenditure Trend per Capita
2008 Public Works Expenditures
CITY
POPULATION
ST MAINT
SNOW REMOV
ST ENGINER
TOTAL
PubhaWorks
TOTAL
Pubworks/Cap
Ranking
Whits Bear Lake
24.679
640,342
192,178
832,520
34
35
New Hoe
20,860
813,901
16,999
830,900
40
34
New Brighton
22,511
614,936
395,559
1,010,495
45
33
C stal
22,167
780,823
289,349
1,070,172
48
32
Blaine
56,888
1,906,192
1,235,852
3,142,044
55
31
Shoreview
26,036
793,542
263,322
382,895
1,439,759
55
30
Andover
31,023
899,269
457,587
399,436
1,756,292
57
29
Brooklyn Center
30,330
1,469,374
314,945
1,784,319
59
28
Roseville
34,345
1,089,512
191,594
794,259
2,075.365
60
27
Richfield
33,676
1.382,090
390,930
484,237
2,257,257
67
26
Apple Valle
49,983
2,861,063
396222
98,120
3,355,405
67
25
Maplewood
36,717
1,693,322
806,030
2.499,352
68
24
Maple Grove
59,932
2,442,687
560.493
1,107,208
4,110,388
69
23
Eden Prairie
62,610
3,160,726
1,290,130
4,450,856
71
22
Shakopee
33,969
1,553,258
226,348
645,608
2.425,214
71
21
Lakeville
54328
2,386,263
677.495
958,246
4,022,004
74
20
Prior Lake
22,917
1,063,657
693,994
1,757,651
77
19
Chanhassen
22,590
1,257,636
532,205
1,789,841
79
18
Hastings
22,491
1,080,316
758,575
1,838.891
82
17
Savage
26,852
1,310,598
242,940
692,337
2,245,875
84
16
Rosemount
20,956
1,845,316
1,845,316
88
15
Golden Valley
20,326
1,041,272
135,809
622,186
1,799,267
89
14
Lino Lakes
19,987
1982,367
1,782,367
89
13
Cottage Grove
34,017
2,494,319
474,235
969.634
3,138,168
92
12
Oakdale
27,230
2,197,835
405,468
2,603,303
96
11
Inver Grove Heights
33,917
1,899,717
1,429,038
3,328,755
98
10
St. Louis Park
47,221
3,919,981
751,650
4,671,631
99
9
Woodbury
58,430
4,801,678
1,151,545
5,953,223
102
8
Minnetonka
51,756
4,426,002
1,204,126
5,630,128
109
7
South St. Paul
20,250
1,458,015
291,766
490,761
2,240,542
111
6
Fridley
26,422
3.093,412
121,837
3,215,249
122
5
Raise
23,445
2.143,616
166,007
558,514
2,868
122
4
Edina
48,169
5,104,303
1.085,291
6,18,594
128
3
Chaska
24,048
4,04105
119,986
4,161,591
173
2
Champlin
23,983
6,455,791
306,707
6,762,498
2VI
I
82 Average
G: \admin \Goals and Accomplishments \Financial Indicators \auditor data \2008 data \2008 All Expenditure Trend per Capita
2008 Public Works Expenditures
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2008 ParkRec Expenditures
CITY
POPULATION
PARKREC CB
TOTAL Parkrec
"TOTAL
Parkrec/Cap
Rankin
Oakdale
27,230
621,305
621,305
23
35
White Bear Lake
24,679
593,587
593,587
24
34
Ramsey
23,445
901,042
901,042
38
33
Savage
26,852
1,110,257
1,110.257
41
32
Champlin
23,983
L041,984
1,041,984
43
31
Blaine
56,888
2
2,500,973
44
30
Lino Lakes
19,987
1,033,260
1,033,260
52
29
Fridley
26.422
1.539,174
1,539,174
58
28
Chaska
24,048
1,418,147
1,418,147
59
27
Cottage Grove
34,017
2,017,264
2,017,264
*9
26
Andover
31,023
1,976,211
1,976,211
64
25
Maplewood
36,717
2,343,086
2,343,086
64
24
Woodbury
58,430
3,732,629
3,732,629
64
23
Lakeville
54,328
3,478,257
3,478,257
64
22
Prior Lake
22,917
1,665,215
1.665,215
73
21
Maple Grove
1 59,932
4,453,991
4,453,991
74
20
Edina
48,169
3,693,595
3,693,595
77
19
Brooklyn Center
30,330
2,399,541
2.399,541
79
18
Crystal
22,167
1,781,139
1,781
80
17.
New Hope
20,860
1,687,171
1,687,171
81
16
Minnetonka
51,756
4,421,587
4.421
85
15
Chanhassen
22,590
1,933,353
1,933,353
86
14
Apple Valley
49,983
4,373,278
4,373,278
87
13
Rosemount
20,956
1,908,030
1,908
91
12
Golden Valley
20,326
1,941,163
1,941,163
96"
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Eden Prairie
62,610
6,098,284
6,098,284
97 1
10
Roseville
34,345
3,569,697
3,569,697
104
9
South St. Paul
20,250
2,156,111
2,156.111
106
8
Hastings
22,491
2,450,414
2,450,414
109
7
Richfield
33,676
3,673.059
3,673,059
109
6
Shakopee
33,969
3,716,894
3,716,894
109
5
New Brighton
22,511
2,582,137
2,582,137
115
4
St. Louis Park
47.221
6,629,554
6,629,554
140
3
Inver Grove Heights
33,917
5,043,447
5,043,447
149
2
Shoreview
1 26,036
5,844,228
5,844,228 1
222
1 1
78 Average
G: \admin \Goals and Accomplishments \Financial Indicators \auditor data\2008 data\2008 All Expenditure Trend per Capita
2008 ParkRec Expenditures
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G: \admin \Goals and Accomplishments \Financial Indicators \auditor data\2008 data \2008 All Expenditure Trend per Capita
Park and Rec Comparison
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G: \admin \Goals and Accomplishments \Financial Indicators \auditor data\2008 data \2008 All Expenditure Trend per Capita
2008 Housing Expenditures
CITY
POPULATION
HOUSING CE
EC DEV CE
TOTAL
Housing & ED
TOTAL Housing &
ED /Cap
Rankin
Inver Grove Heights
33,917
0
35
South St. Paul
20,250
0
34
Prior Lake
22,917
110,770
110,770
5
33
Maplewood
36,717
28,889
202,487
231,376
6
32
Golden Valley
20,326
152,562
152,562
8
31
Lakeville
54,328
-
497.417
497,417
9
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Ramsey
23,445
1 97,664
151,153
248,817
1 11
29
Savage
26,852
317.404
317,404
12
28
White Bear Lake
24.679
321,816
321,816
13
27
Woodbury
58.430
44,130
788,914
833,044
14
26
Shakopee
33,969
-
525,909
525,909
15
25
Andover
31,023
538,293
538,293
17
24
Hasdn s
22,491
326,810
81,453
408.263
18
23
New Hoe
20,860
-
378,976
378,976
18
22
Maple Grove
59.932
694,029
551,277
1,245,306
21
21
Oakdale
27,230
291,341
289,374
580,715
21
20
Crystal
22,167
493,446
491446
22
19
Cortege Grove
34.017
853,247
893,147
25
18
Blaine
56,888
-
1,498,656
1,498,656
26
17
Chanhassen
22,590
646,550
646,550
29
16
Roseville
34,345
-
992,609
992.609
29
15
Edina
48,169
1,399,755
1,399.755
29
14
Apple Valley
49,983
1,586,506
1,586,506
32
13
Champlin
23,983
1,098,164
1,098,164
46
12
Chaska
24,048
1,111,124
1,111,124
46
11
Lino Lakes
19,987
-
1,113,232
1,113,232
56
10
Eden Prairie
62,610
1,004,326
2,770,476
3,774,802
60
9
Minnetonka
51,756
2,352,078
2.370.142
4,722,220
91
8
Shoreview
26,036
393,952
2,011,157
2,405,109
92
7
Rosemount
20,956
2.122,150
2,122,150
101
6
New Brighton
22,511
2.878,669
2,878,669
128
5
St. Louis Park
47.221
1,820,856
5,162,698
6,983,554
148
4
Fridley
26,422
3,221,744
841,012
4,062,756
154
3
Richfield
33,676
7,517,154
11,380
7528,534
224
2
Brookl n Center
30,330
7,666,319
1 7,666,319
1 253
I
45 Average
G: \admin\Goals and Accomplishments \Financial Indicators \auditor data \2008 data \2008 All Expenditure Trend per Capita
2008 Housing Expenditures
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2010 Staffing Comparison
Most staff, does not include golf, assessing, legal, etc
Population'
Name
#of Staff
StafflPopulatfon
)thousands)
31,298
31.30
Andover
53
1.69
Police service contracted with Sheriffs office
23,629
23.63
Chanhassen
75
3.17
Police service contracted with Shenffs office
55,772
55.77
Lakeville
165.2
2.96
23,934
23.93
Champlin
73.2
3.06
23,272
23.27
Ramsey
74.72
3.21
58,020
58.02
Blaine
193.5
3.34
62,660
62.66
Maple Grove
210
3.35
24,734
24.73
White Bear Lake
84.4
3.41
34,502
34.50
Cottage Grove
118.325
3.43
23,335
23.34
Pnor Lake
80.5
3.45
27,344
27.34
Oakdale
96.85
3.54
34,461
34.46
Inver Grave Heights
122.5
3.55
20,180
20.18
South St Paul
72
3.57
49,376
49.38
Apple Valley
177.25
3.59
34,691
34.69
Shakopee
128.025
3.69
separate water utility- #'a not included
51,451
51.45
Minnetonka
190.5
3.70
27,567
27.57
Savage
104.1
3.78
22,321
22.32
New Brighton
84.75
3.80
21,521
21.52
Rosemount
82.9
3.85
37,755
37.76
Maplewood
151
4.00
59,338
59.34
Woodbury
254.93
4.30
34,178
34.18
Roseville
146.9
4.30
22,014
22.01
Crystal
95
4.32
49,491
49.49
Edina
215.5
4.35
20,718
20.72
New Hope
91
4.39
29,810
29.81
Brooklyn Center
133
4.46
46,293
46.29
St Louis Park
218.25
4.71
26,347
26.35
Fridley
125.5
4.76
22,491
22.49
Hastings
110.5
4.91
33,859
33.86
Richfield
176.75
5.22
20,312
20.31
Golden Valley
117.65
5.79
average
3.80
'2009 Met Council
Population Estimates
2010 Staffing Comparison
General Government (Admin, Finance, IT, Community Development)
Population* Name
31,298 31.30 Andover
49,376 49.38 Apple Valley
55,772 55.77 Lakeville
23,934 23.93 Champlin
34,502 34.50 Cottage Grove
62,660 62.66 Maple Grove
51,451 51.45 Minnetonka
20,180 20.18 South St Paul
24,734 24.73 White Bear Lake
27,344 27.34 Oakdale
49,491 49.49 Edina
59,338 59.34 Woodbury
23,272 23.27 Ramsey
34,461 34.46 Inver Grove Heights
20,718 20.72 New Hope
22,321 22.32 New Brighton
37,755 37.76 Maplewood
58,020 58.02 Blaine
27,567 27.57 Savage
34,691 34.69 Shakopee
23,335 23.34 Prior Lake
23,629 23.63 Chanhassen
29,810 29.81 Brooklyn Center
26,347 26.35 Fridley
21,521 21.52 Rosemount
22,014 22.01 Crystal
33,859 33.86 Richfield
22,491 22.49 Hastings
34,178 34.18 Roseville
46,293 46.29 St Louis Park
20,312 20.312 Golden Valley
*2009 Met Council Population Estimates
# of Staff Staff /Population
(thousands)
16
0.51
32
0.65
36.2
0.65
15.6
0.65
22.575
0.65
42.5
0.68
35.5
0.69
14.5
0.72
17.8
0.72
19.75
0.72
36.5
0.74
43.97
0.74
18.22
0.78
27
0.78
16.5
0.80
18
0.81
30.5
0.81
48
0.83
23.1
0.84
30125
0.87
20.75
0.89
22
0.93
28
0.94
25.5
0.97
20.9
0.97
21.5
0.98
34.5
1.02
24.5
1.09
38.65
1.13
53.25
1.15
25.6
1.26
average 0.82
Staffing- General Govt
1.40
Avera e 0.82
w
1.20
m
a
1.00
--
W
d
c
0.80
--
-
-
Q
°
0.60
_
-
-
a
0.40
h
0.20
-
-.-
0.00
m
-
F C� (�
o -
_ a ° s w m `_' ' m m U a Fi U u u>
m
<
J g
m 3 z
w
V Z
2010 Staffing Comparison
Public Works (Arena, Engineering, Streets, Utilities, Parks, Recreation)
Population*
Name
# of Staff Staff /Population
(thousands)
27,344
27.34 Oakdale
29.85
1.09
23,272
23.27 Ramsey
25.5
1.10
24,734
24.73 White Bear Lake
27.25
1.10
23,934
23.93 Champlin
26.6
1.11
55,772
55.77 Lakeville
62
1.11
31,298
31.30 Andover
35
1.12
34,691
34.69 Shakopee
38.9
1.12 separate water utility- #'s not included
58,020
58.02 Blaine
67
1.15
37,755
37.76 Maplewood
45.5
1.21
34,502
34.50 Cottage Grove
42.5
1.23
62,660
62.66 Maple Grove
79.5
1.27
20,180
20.18 South St Paul
26.5
1.31
23,335
23.34 Prior Lake
31.25
1.34
34,178
34.18 Roseville
46.75
1.37
34,461
34.46 Inver Grove Heights
47.5
1.38
27,567
27.57 Savage
38.5
1,40
20,718
20.72 New Hope
31
1.50
29,810
29.81 Brooklyn Center
45
1.51
22,321
22.32 New Brighton
34.75
1.56
26,347
26.35 Fridley
41.5
1.58
22,491
22.49 Hastings
35.5
1.58
22,014
22.01 Crystal
35
1.59
49,376
49.38 Apple Valley
78.75
1.59
21,521
21.52 Rosemount
35.5
1.65
51,451
51.45 Minnetonka
85
1.65
46,293
46.29 St Louis Park
77
1.66
33,859
33.86 Richfield
57.75
131
49,491
49.49 Edina
87
1.76
59,338
59.34 Woodbury
118.91
2.00
23,629
23.63 Chanhassen
48.5
2.05
20,312
20.31 Golden Valley
47.3
2.33
average 1.37
*2008 Met Council Population Estimates
Staffing- PW
2.50
2.00
v
v
'w
v
°0 1.50
0
`m
w 1.00
w
H
LL
0.50
M M
tt J r
2010 Staffing Comparison
Sworn Police Officers
Population'
Name
#of Staff Staff /Population
(thousands)
31,298
31.30 Andover
contract with Sheriff's office
23,629
23.63 Chanhassen
contract with Sheriffs office
55,772
55.77 Lakeville
52
0.93
23,335
23.34 Prior Lake
23
0.99
23,272
23.27 Ramsey
23
0.99
49,376
49.38 Apple Valley
49
0.99
58,020
58.02 Blaine
58
1.00
49,491
49.49 Edina
50
1.01
21,521
21.52 Rosemount
22
1.02
62,660
62.66 Maple Grove
65
1.04
23,934
23.93 Champlin
25
1.04
51,451
51.45 Minnetonka
54
1.05
27,344
27.34 Oakdale
29
1.06
59,338
59.34 Woodbury
65
1.10
34,461
34.46 Inver Grove Heights
38
1.10
22,321
22.32 New Brighton
25
1.12
46,293
4629 St Louis Park
52
1.12
34,502
34.50 Cottage Grove
39
1.13
27,567
27.57 Savage
32
1.16
24,734
24.73 White Bear Lake
30
1.21
20,180
20.18 South St Paul
26
1.29
22,491
22.49 Hastings
29
1.29
37,755
3716 Maplewood
50
1.32
34,178
34.18 Roseville
46
135
34,691
34.69 Shakopee
47
1.35
33,859
33.86 Richfield
46
1.36
22,014
22.01 Crystal
30
1.36
26,347
26.35 Fridley
38
1.44
20,718
20.72 New Hope
31
1.50
20,312
20.31 Golden Valley
31
1.53
29,810
29.81 Brooklyn Center
46
1.54
average 1.17
*2009 Met Council Population Estimates
2010 Staffing Comparison
All Public Safety Support Personnel (not including dispatch)
Population*
Name
# of Staff Staff /Population
(thousands)
31,298
31.30 Andover
contract with Sheriffs office
23,629
23.63 Chanhassen
2.5
0.11 contract with Sheriffs office
37,755
37.76 Maplewood
7
0.19
23,335
23.34 Prior Lake
4.5
0.19
21,521
21.52 Rosemount
4.5
0.21
55,772
55.77 Lakeville
12
0.22
24,734
24.73 White Bear Lake
5.35
022
62,660
62.66 Maple Grove
14
0.22
22,321
22.32 New Brighton
5
0.22
34,461
34.46 Inver Grove Height:
8
0.23
51,451
51.45 Minnetonka
12.
023
49,491
49.49 Edina
12
0.24
20,180
20.18 South St Paul
5
0.25
58,020
58.02 Blaine
14.5
0.25
23,934
23.93 Champlin
6
0.25
59,338
59.34 Woodbury
15.05
0.25
23,272
23.27 Ramsey
6
0.26
46,293
46.29 St Louis Park
12
0.26
34,178
34.18 Roseville
9.5
0.28
34,691
34.69 Shakopee
10
0.29
49,376
49.38 Apple Valley
14.5
0.29
34,502
34.50 Cottage Grove
10.25
0.30
27,567
27.57 Savage
8.5
0.31
22,491
22.49 Hastings
7.5
0.33
33,859
33.86 Richfield
12.5
0.37
27,344
27.34 Oakdale
10.25
0.37
22,014
22.01 Crystal
8.5
0.39
29,810
29.81 Brooklyn Center
13
0.44
26,347
26.35 Fridley
13.5
0.51
20,312
21131 Golden Valley
10.75
0.53
20,718
20.72 New Hope
12.5
0.60
average 0.29
*2009 Met Council Population Estimates
2010 Staffing Comparison
Other Police Department Personnel (not including dispatch)
Population*
Name
# of Staff Staff /Population
(thousands)
31,298
31.30 Andover
contract with Sheriffs office
23,629
23.63 Chanhassen
2.5
0.11 contract with Sheriff's office
37,755
37.76 Maplewood
6
0.16
24,734
24.73 White Bear Lake
4.35
0.18
55,772
55.77 Lakeville
10.4
0.19
23,335
23.34 Prior Lake
4.5
0.19
34,461
34.46 Inver Grove Heights
7
0.20
62,660
62.66 Maple Grove
13
0.21
21,521
21.52 Rosemount
4.5
0.21
49,491
49.49 Edina
10.5
0.21
51,451
51.45 Minnetonka
11
0.21
23,272
23.27 Ramsey
5
0.21
59,338
59.34 Woodbury
13.05
0.22
22,321
22.32 New Brighton
5
0.22
46,293
46.29 St Louis Park
11
0.24
22,491
22.49 Hastings
5.5
0.24
20,180
20.18 South St Paul
5
0.25
34,178
34.18 Roseville
8.5
0.25
58,020
58.02 Blaine
14.5
0.25
23,934
23.93 Champlin
6
0.25
34,691
34.69 Shakopee
9
0.26
49,376
49.38 Apple Valley
13.5
0.27
34,502
34.50 Cottage Grove
10.25
0.30
27,567
27.57 Savage
8.5
0.31
33,859
3186 Richfield
12
0.35
27,344
27.34 Oakdale
10.25
0.37
22,014
22.01 Crystal
8.5
0.39
29,810
29.81 Brooklyn Center
12
0.40
26,347
26.35 Fridley
12.5
0.47
20,312
20.31 Golden Valley
9.75
0.48
20,718
20.72 New Hope
12.5
0.60
average 0.27
`2009 Met Council Population Estimates
Staffing - Non -sworn PD Personnel
0.70
a 0.60
c
d
:2 0.50
N
d
0
0.40
0
0.30
CL 0.20
U)
w
tz 0.10
ON
E > x
3
a Z
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y U o
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2010 Staffing Comparison
Full -time Fire
Population' Name
22,014 22.01 Crystal
20,718 20.72 New Hope
20,180 20.18 South St Paul
24,177 24.18 Chaska
21,521 21.52 Rosemount
23,934 23.93 Champlin
29,810 29.81 Brooklyn Center
23,335 23.34 Prior Lake
55,772 55.77 Lakeville
34,691 34.69 Shakopee
34,461 34.46 Inver Grove Heights
49,376 49.38 Apple Valley
31,298 31.30 Andover
27,567 27.57 Savage
51,451 51.45 Minnetonka
23,629 23.63 Chanhassen
23,272 23.27 Ramsey
22,321 22.32 New Brighton
58,020 58.02 Blaine
34,502 34.50 Cottage Grove
62,660 62.66 Maple Grove
20,312 20.312 Golden Valley
24,734 24.73 White Bear Lake
34,178 34.18 Roseville
59,338 59.34 Woodbury
26,347 26.35 Fridley
27,344 27.34 Oakdale
37,755 37.76 Maplewood
46,293 46.29 St Louis Park
49,491 49.49 Edina
22,491 22.49 Hastings
33,859 33.86 Richfield
'2009 Met Council Population Estimates
# of Staff Staff /Population
(thousands)
contract with West -Metro Fire
contract with West -Metro Fire
contract with South Metro Fire
0.00
0.00
0.03
0.04
0.05
0.06
0.06
0.06
0.06
0.07
0.08
0.08
0.09
0.09
0.10
0.12
0.14
0.15
0.16
0.18
0.20
0.27
0.29
0.48
0.52
0.61
0.62
0.77
average 0.19
FT Firefighters
0.90
0.80
a 0.70
N
0.60
® 0.50
® 0.40
0.30
SL 0.20
W 0.10
)° 0.00
LL
C C N N N N 2 T� N N C T C N N y T N N Z. T N, Y M N 9
'n Y= N N O) Y d N O C > > N Y d O C d>
O E N J > O C O C O > O N C L C E J > 'O a
W U o m m S> a (n d s m m m C9 O> o o ii m w m w v
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2010 Staffing Comparison
Fire Support Staff
Population"
Name
# of Staff Staff /Population
(thousands)
22,014
22.01 Crystal
contract with West -Metro Fire
20,718
20.72 New Hope
contract with West -Metro Fire
20,180
20.18 South St Paul
contract with South Metro Fire
27,344
2734 Oakdale
0
0.00
23,335
2134 Prior Lake
0
0.00
58,020
58.02 Blaine
0
0.00
23,934
2193 Champlin
0
0.00
34,502
34.50 Cottage Grove
0
0.00 `^
31,298
31.30 Andover
0
0.00
21,521
21.52 Rosemount
0
0.00
27,567
27.57 Savage
0
0.00
23,629
23.63 Chanhassen
0
0.00
22,321
22.32 New Brighton
0
0.00
33,859
33.86 Richfield
0.5
0.01
62,660
62.66 Maple Grove
1
0.02
51,451
51.45 Minnetonka
1
0.02
49,376
49.38 Apple Valley
1
0.02
46,293
46.29 St Louis Park
1
0.02
37,755
37.76 Maplewood
1
0.03
55,772
55.77 Lakeville
1.6
0.03
34,691
34.69 Shakopee
1
0.03
34,461
34.46 Inver Grove Heights
1
0.03
34,178.
34.18 Roseville
1
0.03
49,491
49.49 Edina
1.5
0.03
29,810
29.81 Brooklyn Center
1
0.03
59,338
59.34 Woodbury
2
0.03
26,347
26.35 Fridley
1
0.04
24,734
24.73 White Bear Lake
1
0.04
23,272
23.27 Ramsey
1
0.04
20,312
20.312 Golden Valley
1
0.05
22,491
22.49 Hastings
2
0.09
average 0.02
*2009 Met Council Population Estimates
Fire Support Personnel
w 0.10
e
$ 0.08
N
L 0.06
0.04
m
Q 0.02
to
w
LL 0.00
CD
w o E
J
U L Z G U
d
City of Cottage Grove
City Council Update
For meetings of January 6 and January 20, 2010
Councilmember Justin Olsen
Gifts and Grants, Presentations, Appointments and Awards
1. Swore in new paid on call firefighters Bob Bray, Bruce Bunnell and John Johnson
2. Appointed Alex Chernyaev to the Public Works Commission
3. Appointed council member Mark Grossklaus as Mayor Pro Tern for 2010 and
ratified Council liaison and other appointments
4. Approved the purchase of a multi -band portable radio for the Public Safety
Department which will be funded by a grant from the Metropolitan Emergency
Services Board. This purchase will allow for VHF communications with Fire
Departments in Wisconsin and surrounding Minnesota communities who do not
use the 800 MHz communication band
5. Approved a grant award from the Minnesota Department of Agriculture for a
grant in the amount of $75,000 which will be used for mitigation of the Emerald
Ash Borer (EAB) infestation
6. Accepted a donation from Marathon Petroleum Company to the Cottage Grove
Fire Department to assist in the purchase of two ice /water immersion rescue
suits. Donation was in the amount of $1,000
7. Approved an application to the Minnesota Department of Commerce for an
Energy Efficiency and Conservation grant for energy improvements in City
buildings. $67,000 is sought for $92,000 in project costs (lighting and HVAC
controls)
8. Ratified annual appointments and policies including the Public Purpose Policy,
the 2010 City Council meeting schedule, and designation of the South
Washington County Bulletin as the City's Official Newspaper (for public notices,
notice of public bids, etc)
9. Received a presentation from Senator Katie Sieben and Representative Karla
Bigham about the upcoming Legislative Session
10. Received a presentation from Washington County Emergency Manager, Deb
Paige regarding the Integrated Emergency Management course in Emmetsburg
Maryland
Business, Development, and Infrastructure
1. Approved the currency exchange license renewal application for the In Concert
store at 7280 East Point Douglas Road (Grove Plaza Shopping Center)
2. Approved the relocation of a therapeutic massage business for "The Healing
Place which is located at 8617 West Point Douglas Road
3. Approved a conditional use permit for a 10 kilowatt wind turbine at 6749 Geneva
Avenue South.
4. Renamed Dunes Way South to Dunes Lane South (corrects an error in street
naming)
5. Approved an agreement with the Soo Line Railway (Canadian Pacific) to allow
for installation of upgraded railroad crossing signals at the intersection of Belden
Boulevard in Cottage Grove
6. Adopted an ordinance requiring licensing of tree care services (in preparation of
EAB service providers)
Other Business
1. Approved the 2010 Fuel Consortium Purchase Program (we are estimating an
approximate savings of $36,000 during 2010 from budgeted levels with total fuel
purchasing estimated at $316,000)
2. Approved an agreement with the City of Newport to provide Building Inspections
services to that community
3. Met with the SD833 School Board for a tour of Park High School
4. Accepted the Pay Equity Report (shows compliance with the 1985 Pay Equity
Act)
5. Ratified the Rural Taxing District (169 parcels totaling 6,974 acres
City of Cottage Grove
City Council Update
Council meetings of February 3, and February 17, 2010
Councilmember Mark Grossklaus
Gifts, Grants, Presentations, Appointments and Awards
1. For the 19 consecutive year the City has received the Certificate of
Achievement in Financial Reporting for the 2008 Comprehensive Annual
Financial Report (thank Brenda Peper, Cathy Mohr, and Jesse Swenson)
2. Authorized a submittal of the Federal FY 2011 Transportation Funding Request
(which is $1.4 million for preliminary engineering and ROW for the SW CG
Roadway project
3. Received a presentation from the South Washington Watershed District
4. Accepted grant funds in the amount of $32,110 through FEMA to replace 3
ambulance stretchers with power lift stretchers which will cost $35,677
5. Accepted a donation in the amount of $100 from RMG on behalf of Wayne and
Jennifer Nedry for the Public Safety Department
6. Appointed Brian Hagen as Chair and Angela Chambliss as Vice Chair of the
Public Safety commission
7. Reappointed commissioners to the various advisory commissions for second
terms
8. Established an Environmental Commission and appointed commissioners; an
evolution of the environmental task force
9. Approved a yellow ribbon resolution toward becoming a yellow ribbon community
Infrastructure and Development
1. Amended the City Floodplain Management Ordinance (allows persons with
property below the flood elevation of 700 feet above sea level to purchase flood
insurance) Contact Howard Blin @ 458.2824 for more information.
2. Reconfirmed park dedication fees at $4,200 /residential unit for 2010 (point being
that new development pays for all new parks and trails within these development
areas as well as partial funding toward improvements in Community scale parks
such as Kingston, Hamlet, and Highlands)
3. Approved a 2 year extension for the Lehigh Acres final plat (initially approved in
2005...123 acres off Lehigh Avenue south of 100 Street and west of
Manning ... 39 lots)
4. Adopted a resolution in support of the Minnesota High Speed Rail Commission
funding requests (for the Union Depot, Hoffman Yard and High Speed Rail
corridor)
5. Approved plans and specs and set April 1 as the bid date for the 2010 Seal coat
program (east of Jamaica, south of 80 west of Keats and north of Hwy 61)
6. Approved the 2010 Tree Trimming Contract with S &S Tree, Inc., in the amount of
$58,745
7. Purchased crack sealant from Brock White Company at an estimated cost of
$20,092.50 for the sealcoat program
8. Authorized a contract with O'Conner Plumbing and Heating in the amount of
$59,495 to remodel the bathrooms at the River Oaks Banquet facility
9. Approved a minor subdivision of a 4.67 acre residential parcel at 7560 Harkness
Avenue south into two parcels
10.Adopted a resolution approving a feasibility report and calling for a public hearing
for the 2010 pavement management project in the River Acres area. The
Hearing Date is March 17, 2010. For questions contact Jennifer Levitt at
458.2890
Other
1. Approved a revised Investment policy
2. Approved a debt management policy
3. Approved a Social Media Policy
4. Approved the Emerald Ash Borer Management Plan and Master Tree list for
replacement trees (new: Red, White and Swamp White Oak, Hybrid Elm and
removing White and Green Ash trees)
5. Approved the 2010 council goals (also met with the EDA to go over development
goals)
6. Approved the 2010 -2011 Labor Agreement with AFSCME Local 517
7. Ordered the abatement of a nuisance at 8751 Hallmark Avenue South (exterior
storage... property in foreclosure)
8. Ordered the abatement of a nuisance at 8542 Grospoint Avenue south for
removal of exterior storage... property appears to be vacant
2010/11 Governors Budget Recommendations and Impact on Cottage Grove
City of Cottage Grove
City Council Update
Meetings of March 3 and March 17, 2010
Council member Pat Rice
Gifts, Grants, Appointments, Awards, and Presentations
1. Police Officer Matt Foucault introduced Cottage Grove Reserve Officer Academy
graduates (Matthew Weaver, Justin VanHalanger, Richard Constable, Shawn
Blakemore, Brittany Cekalla) Thanks to Officer Foucault and Lindeen for
developing the 8 wk course, weekly Wednesday night/4 hrs each
2. Presented the Winners of the 2009 Photo Contest. Each year we solicit photos
of CG landscapes, people, places and the like (contact Joe Fischbach at 458-
2883)
3. Authorized submittal of a grant application to the SWWD Coordinated Capital
Improvements Program in the amount of $80,625 toward storm water
improvements within the River Acres neighborhood.
4. Accepted a donation in the amount of $100 from RMG on behalf of David
Fronczak to the Fire Auxiliary.
5. Accepted a grant award of $594,000 from the MNDOT in support of an extension
of the West Point Douglas frontage road
Infrastructure and Development
1. Approved the contract with Progressive Consulting Engineers for consulting
services related to PFC groundwater analysis by the Environmental Commission
in the amount of $15, 200
2. Approved the 2010 Mining Permit to allow Aggregate Industries to continue their
mining operations on Lower Grey Cloud Island.
3. Provided direction toward construction of electronic signage at the Ice Arena
4. Approved the Street Sweeping and Striping Agreement with the City of Newport
5. Approved contracts for Crack Sealing in the amount of $29,600 with NW Asphalt,
Street Striping in the amount of $33,558 with AAA Striping Company, and Street
Sweeping at an estimated cost of $31,394 ($2854 of which is for Newport) with
McPhillips, Inc.
6. Ratified the EDA TIF legislation for the Gateway District
7. Approved a Conditional Use Permit for the RUFF HOUSE INN which is a dog
and cat day care and boarding facility located at 8607 West Point Douglas Road
8. Approved a comprehensive plan change for 19 acres along East Point Douglas
Road (just east of CR 19) to change the designation to Park
9. Approved a certificate of appropriateness for the historic property at 7310 Lamar
Avenue (FurberNandenberg House)
10. Approved plans and specs for the 2010 Pavement Management Program within
the River Acres neighborhood. It is scheduled to award bids on June 16, 2010.
The total project cost is estimated at $1,646,123 with 45% of project costs
proposed to be assessed to benefitting properties
Other
1. Approved the Labor Agreement for 2009 with the International Association of
Firefighters, Local 2570
2. Met in a workshop with the City Planning Commission
3. Wrote off uncollectible accounts receivable within the Ambulance operation.
4. Reminded the Public that County Open Book meetings will take place at CG City
Hall on April 8 from 5 to 7 and Oakdale CH on Ap 14 from 5 to 7 and Woodbury
CH on Ap 22 from 5 to 7 and at the County Govt Cntr in Stillwater on Ap 28 from
2to7
5. Authorized the purchase of a dehumidification system for the Studio Rink at the
CG Ice Arena in the amount of $20,750 from Becker Arena Products
6. Made purchases for the Public Works Dept: Windfoil Covered Sprayer Boom (turf
sprayer) in the amount of $8,419 and a Toro rotary Mower in the amount of
$48,556, both from MTI Distributing and two dump bodies from Aspen Equipment
in the amount of $192,815 (in total after the chassis each truck costs $169,626,
these purchases are single axel trucks replacing trucks from 1994)
7. Authorized submittal of a comment letter to the MN DNR regarding the
Mississippi River Critical Area.
8. Updated Council on flood preparations and on the Sotrm Damage Clean Up
Policy
City of Cottage Grove
City Council Update
Mtgs of April 7 and 21
Mayor Myron Bailey
Gifts, Grants, Appointments, Awards and Presentations
1. Received a presentation from Sgt Randy McAlister regarding adoption of a Social
Host Ordinance
2. Received a Color Guard presentation on 4/21 from Boy Scout Troop 55
3. Received a presentation on 2010 Arbor Day (4/24), Spring Cleanup (5/1), and
Community Tree Planting Events (5/8)
4. Appointed Rober Dornsbach and Jason Field to two year terms on the Public
Works Commission
5. Appointed Ken Brittain to the Planning Commission (allowing for resignation from
Parks commission)
6. Adopted an ordinance expanded membership on the Environmental Commission
7. Accepted a $1,000 anonymous donation toward installation of a park bench at
Hamlet Park
8. Approved a grant application to Washington County for Radiological Emergency
Preparedness for purchase of a blood gas monitor for $1500 (equipment cost of
$3,506) ... Prairie island Preparedness issue
9. Approved a grant application to FEMA for 4 thermal imager cameras for $36,000
(total cost of $40,000)
10. Approved a grant request to CenterPoint Energy and accepted $1,384.08 toward
two multi -gas monitors (city share of $1,384.08)
Development and Infrastructure
1. Received a report regarding the mill /overlay project for this summer for CR 74
(65 Street)
2. Authorized detour routes for the 2010 overlay project on Highway 61
3. Awarded the 2010 Seal Coat program to Pearson Brothers in the amount of
$287,974.41
4. Adopted traffic control signage changes in the Pine Glen, Pinehill Acres, Meadow
Acres and Degardners subdivisions
5. Awarded a contract for a Variable Frequency Drive to Detail Electric ($19,395)
and Total Mechanical ($6,827) for Well # 10 (efficiency improvement)
6. Awarded Rehab of well #7 to Keys Well Drilling $82,245 (10 year cycle)
7. Authorized amendments to the MSA roadway designations
8. Held a public hearing on a CUP application from 3M to excavate 10,000 cy of soil
from a former disposal site
Other
1. Authorized a temporary liquor license to the St. Paul Park/Newport Lions Club for
liquor sales in conjunction with Strawberry Fest (June 18/19 at Kingston Park and
June 19 at Lamar Park).
2. Authorized a single occasion gambling permit to the CG Rioyalty Scholarship
Program for a raffle on June 20 at Kingston Park as part of Strawberry Fest.
3. Approved General Fund designations resulting in Closed Debt ($290,472),
Equipment Replacement ($207,480) Building Replacement ($124,488) and future
pavement management ($82,922) improvements to balances for future projects
4. Approved a contract with SPP to conduct building inspections services starting
May 1.
5. Established May 11 as the bid date for ambulance bids (May 19 award)
6. Adopted a change in the sign ordinance to allow for static color images
7. Held a workshop on the PFC Remediation work group and work plan
8. Adopted changes in City ordinances regarding EAB
9. Received a code enforcement update (1 Qtr 176 complaints compared to 178
last year)
10.Amended City ordinance to comply with changes in County requirements
regarding Septic Tank inspections
11. Approved a petition and agreement regarding BWSR /SWWD/ LSCWMO issues
City of Cottage Grove
City Council Update
Mtgs of May 5 and 19, 2010
Councilmember Jen Peterson
Gifts, Grants, Appointments, Awards, and Presentations
1. Accepted a donation of $750 for the 4th of July Fireworks from the 3M Company
(note that City is allocating $6,000 from Charitable Gambling proceeds and the
Cottage Grove Lions run the event... should prove to be an even better display
than last year)
2. Accepted donations in the amount of $3,595 for the 17 annual Youth Safety
Camp (call Mark at 458 -3412 or Molly at 458 -3404 for more information)
3. Authorized a grant request to the MN Dept of Commerce for facility renovations
4. Approved a Proclamation establishing Public Works Week as May 16 -22 in
Cottage Grove
5. Approved a Proclamation establishing Emergency Medical Services Week as
May 16 -22 in Cottage Grove
6. Approved a Proclamation establishing April 23 as Arbor Day in Cottage Grove
7. Approved a Proclamation establishing June 4 -5 as Relay for Life Days in Cottage
Grove
8. Appointed Doug Amos to the Human Services /Human Rights Commission
9. Appointed Douglas Butler to the Parks, Recreation and Natural Resources
Commission and Chelsea Butler to the youth seat on that commission
Development and infrastructure
1. Granted final approval of the SWWD /BWSR boundary change petition
2. Adopted a resolution regarding the administration of the Minnesota Wetland
Conservation Act; cities are required to ensure no net loss of quantity, quality and
biological diversity of wetlands and restoration of drained wetlands
3. Granted a one year development extension for the Oak Cove Addition (south of
Timber Ridge 5 Addition; extension of Burr Oak Cove South; 8.63 acres /12 lots)
4. Awarded architectural services to RVK Architects for a locker room and
observation deck at the Ice Arena at a cost of $7,240
5. Awarded a contract to rehab well #7 (north of Hillside Trail, south of Foothill Road
at Isle Court) to Peoples Electric in the amount of $42,900
6. Approved the Plans and Specs for the 2010 Pavement Management Project (in
the River Acres area) with Bid Date of June 10 and bid award on June 16 (cost
estimate of $1,170,731)
7. Approved the Plans and Specs for the 2010 Final Street Construction Project (in
the Pinecliff 2nd Addition) with Bid Date of June 10 and bid award on June 16
(cost estimate of $412,910... note: money was escrowed by developer, no
assessments to home owners
8. Awarded the contract for trail surfacing to Fahrner Asphalt in the amount of
$42,500 and to Minnesota Asphalt Maintenance in the amount of $18,192
9. Awarded a contract to Rumpca Excavating in the amount of $76,693 for pond
sediment Removal (between 70 and 65 west of Meadow Grass)
10. Received an update from the Community Center Task Force (potential building
size range from 59,236 SF to 71,154 SF ... still considering sites and partnership
opportunities)
11. Received information on the LS Power proposal to the MPCA for a modification
of their air emissions permit regarding Carbon monoxide emissions at start up
12. Held a workshop to discuss the 70 Street Corridor Study with Washington
County personnel (for a project 7 to 10 years from now)
13. Entered a lease agreement with WAG Farms, Inc et al in order to provide a 14
acre Dog Park facility east of Jamaica Avenue, north of 95 Street at the
northern terminus of Glendenning Road
14. Received a Space Needs Study update for a future Public Safety /City Hall project
Other
1. Approved the General Liability, auto and property policy for the City ($168,159 for
the year)
2. Approved Specs and set a bid date of June 2 for a 3 year towing contract
3. Ordered the abatement of unsafe conditions at 8069 71" Street Court South
(interior refuse and debris)
4. Provided a response to Council regarding Recreational Fires that had been
questioned during the open forum portion of the April 21 meeting
5. Held a workshop with the Human Rights /Human Services Commission
6. Authorized the issuance of a gambling permit to the Phoenix Residence for a
raffle at River Oaks Golf Course on June 14, 2010
7. Authorized a liquor license to the Church of St. Rita for their annual Pig Roast on
September 18 & 19
8. Entered a contract with Futrell Fire Consult and Design for plan review services
for compliance with Fire Codes
9. Awarded the purchase of an ambulance from Everest Emergency Vehicles in the
amount of $135,520
10. Held a Budget workshop to provide general direction for the 2011/2012 Cottage
Grove budget
City of Cottage Grove
City Council Update
Meetings of June 2 and June 16, 2010
Councilmember Justin Olsen
Gifts, Grants, Appointments, Awards, and Presentations
1. Presented a Citizen Life Saving award to Darlene Hardwick, Terri Zebrosky and
Bill Larson and Citizen Commendation Award to Diane Janski and Dean Larkin
for their roles in a life saving event
2. Provided notification of a Citizen Commendation Award to Daniel McHattie and
Martin Zanmiller for their contributions in assisting the PD in arresting an
individual for theft from a local retail establishment
3. Presented recognition for a Girl Scout Gold Award to Amanda Och, which
nationally about 5.4% of all girl scouts achieve this status annually
4. Received a presentation by Code Enforcement Officer Ben Pierson (458.2876)
on vacant and foreclosed properties (13% drop in foreclosures in 2009 over 2008
while Countywide foreclosures increased 6% )
5. Authorized the application request to the US Department of Justice in the amount
of $12,644.22 for 1 /2 the cost of 19 bulletproof vests
6. Authorized acceptance of a grant from the South Washington Watershed District
in the amount of $80,625 toward storm water improvements in the River Acres
neighborhood
7. Accepted donations in the amount of $4,064 on behalf of the 17 Annual Youth
Safety Camp
8. Accepted a cash donation into the Economic Development Trust Fund from
Cogentrix /LSP- Cottage Grove, Inc.
9. Accepted a grant award in the amount of $4,275 from Washington county for the
purchase of one Masimo handheld carbon monoxide oximeter
10.Appointed Steve Messick as Chair of the Planning Commission
11. Swore in Greg Rinzel as Police Captain Deputy Public Safety Director and Gwen
Martin as Police Sgt, both of which were promotions filling vacancies in those
positions
Development and Infrastructure
1. Held a workshop on City Hall on 6/2
2. Received a report on the City Building Inventory (status of repair and future
maintenance needs for all city buildings
3. Approved a ground lease with Telecom Transport Management (Verizon) for
installation of a fiber optic line and equipment at the Highlands Water tower site
($4800 per year for up to 15 years with extensions plus 4% annual CPI
increases)
4. Authorized the purchase of Lot 28, House's River Acres for use as a bus turn-
around, which is .7 acres in the amount of $30,644.50; bus turnaround will be
constructed as part of the 2010 pavement management project.
5. Approved a conditional use and grading permit to allow excavation of
approximately 15,000 cubic yards at the Mississippi Dunes Golf Links driving
range which will expand the width of the driving range
6. Approved a conditional use permit to allow a temporary concrete mixing plant on
the northwest corner of East Point Douglas road and Keats Avenue as part of the
Hwy 61 improvements
7. Approved a variance to the minimum rear yard setback to allow for conformance
of a three season porch (existing) on what was formerly a deck at 9014 Jasmine
Court
8. Approved a variance to allow a 936 Square foot accessory structure located
closer to the front property line than the principal structure at 11800 Lockridge
Avenue South (the home is located much closer to the rear property line than is
the case with adjacent properties)
9. Approved variances to allow for a dynamic reader board sign at the River Oaks
Golf Course
10.Approved a change order to the Hamlet pond expansion project to allow for
completion of the project to be extended to July 30 (will need another to get out
to 9/30)
11. Approved a contract with Ace Blacktop in the amount of $86,575.75 to pave the
trail at Hamlet Park and trail segments at Hearthside, West Draw, and Meadow
Grass parks (for Hamlet allows for connection via walking trail from 95 to 80
Street)
12. Approved a contract with Ace Blacktop in the amount of $922,952.75 for the
2010 Pavement Management program in District H which is the River Acres
area. The bid was 21.2% below initial estimates which will drop estimated
assessments by a similar amount
13.Approved a contract with Hardrives, Inc., in the amount of $58,230 to construct
access trails to service the trunk sanitary sewer system at Kingston and West
Central Ravine Trails
14. Approved a contract with Hardrives, Inc., in the amount of $364,593.50 for Final
Street Construction within the Pinecliff 2 nd Addition
15. Awarded contracts at the total cost of $145,241 to construct locker facilities at the
Cottage Grove Ice Arena for the East Ridge Boys Hockey
16. Awarded a contract to Imaginality Designs, LLC for the Golf course Entry Sign in
the amount of $70,400
17.Approved a special assessment penalty abatement in the estimated amount of
$55,000 for Pulte Homes to facilitate the closing by Pulte on the 39 remaining
lots at the Preserve at Cottage Grove Subdivision (70` and Jamaica)
(assessments of $1,375,889 plus interest will be paid)
Other
1. Received the 2009 Annual Audit Report from Larson Allen LLP and received an
unqualified ( "clean ") opinion with no material weaknesses in internal controls and
no exceptions to Minnesota legal compliance requirements.
2. Authorized participation by CG EMS in a National Institute of Health study
(Immediate Myocardial Metabolize Enhancement During Initial Assessment and
Treatment in Emergency Care) which is a research study intended to reduce the
amount of damage to the heart from a heart attack.
3. Allowed the representatives of the Boondocks Bar & Grill and G -Will Liquors to
admit selling liquor to an underage person during a compliance check and pay
$500 fine as a result
4. Authorized issuance of a single- occasion gambling permit to the Senior Center to
conduct a raffle at 8400 E. Pt Douglas Road (District Program Center) on
10/22/10
5. Authorized the sale of a 1998 Chevy S10 Blazer 4x4 via auction at the Midwest
Recreational Clearinghouse, dba CrankyApe.com
6. Entered a contract with Denmark Township to provide building inspections and
code enforcement services (similar to Newport and SPP contracts)
7. Awarded a 3 year contract to South East Towing for Public Safety towing
services
8. Received a response to Open Forum comments concerning house sizes within
the Mississippi Dunes subdivision
9. Authorized submittal of letters to the MN PCA regarding Annual Air Monitoring
Network Plan 2011 and 3M Barrier Well Pumping at the Woodbury Landfill Site