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HomeMy WebLinkAbout2B, 2011 Final BudgetEN HILLS Request for Council Review Prepared By: Patrick Klaers, City Administrator Worksession Date: November 15, 2010 2011 Final Budget and 2011 -2015 CIP Discussion Topic: Discussion on 2011 Budget and CIP. Supporting Documents: 1. Memorandum dated November 15, 2010 from Patrick Klaers. 2. Attachment A Memorandum from Patrick Klaers, Hazelnut Park. 3. Attachment B memorandum from Michelle Olson, Celebrating Arden Hills. 4. Attachment C September 13, 2010 City Council Agenda Item on Preliminary Budget and Levy. 5. Attachment D November 10, 2010 Personnel Committee Packet. 6. 2010 Proposed Final Budget Book. 7. Proposed 2011 2015 CIP Book. �EN HILLS MEMORANDUM DATE: November 15, 2010 TO: Honorable Mayor and City Council Members FROM: Patrick Klaers, City Administrator SUBJECT: Proposed 2011 Budget Background On September 13, 2010 the City Council approved a proposed maximum tax levy of $3,088,964 for 2011. The tax levy as proposed is a $72,499 or 2.4% increase over the 2010 level. Additionally, on September 13 a balanced draft General Fund budget in the amount of $3,936,344 was proposed and accepted by the Council on a preliminary basis. The budget as proposed is a $105,187 or 2.75% increase over the 2010 level. All of this was done on September 13 with the knowledge that another budget and tax levy work session would be held prior to the December 6 Truth -in- Taxation public hearing. Since the September 13 meeting, a number of minor changes in the 2011 proposal have been identified. The Finance Department has made these adjustments to the 2011 draft budget. These changes result in additional expenditures in the amount of $2,978. In terms of trying to reduce spending and /or trying to reduce the tax levy, I had a memo in the September 13 agenda packet that listed some options for the Council to consider. Please note that within this list was the use of reserves in the amount of $41,201. This amount matches what was used to balance the 2010 budget. At this time, zero reserves are included in the 2011 proposal. As we all know, once a City begins using reserves to balance the operation budget, it gets hard to "kick the habit Nonetheless, the City does have General Fund balance of approximately 1.8 million dollars. The General Fund reserves are 54% of the General Fund expenditures based on the 2009 budget and this percentage is not expected to change much for 2010. Discussion Items Expansion of Hazelnut Park is in the 2011 CIP. Attached is a memo on this possible land purchase. Staff recommends that the City move forward with this land acquisition as outlined in the memo. Related to the operating budget, attached is a Celebrating Arden Hills summary from Parks and Recreation Manager, Michelle Olsen. Attached for your review is the Personnel Committee (PC) agenda packet from their November 10 meeting. The PC has been trying to clear up some work responsibilities within City Hall. 1. The PC recommended approval of the changes for the Deputy Clerk position and position description as presented. 2. The PC recommended approval of the changes in the Finance Director's position as presented and supported the changes in the position description with a few adjustments. (Revised description included) 3. The PC wanted to see some staffing level information from comparable cities before offering a recommendation on changing the Finance Intern to a regular full time employee (Finance Analyst) position. (Staff will provide at meeting on Monday, November 15 4. The PC supported having the Public Works Director also function as the City Engineer. 5. With one minor change, the PC recommended approval of the city organizational chart. (Revised chart included) 6. The PC recommended the City Council accept the consulting services proposal (for union negotiations) from Bill Joynes but wanted a cap on the maximum number of hours that we would use his services. I will have a number to present to the Council at the meeting on November 15tH Attachment A Hazelnut Park Expansion DATE: November 15, 2010 Item TO: FROM: Patrick Klaers, City Administrat n SUBJECT: Hazelnut Park Expansion Background Proposal EN HILLS MEMORANDUM Honorable Mayor and City Council Members For a number of years, Trinity Lutheran Church has been allowing the City to use some of their property for park and recreational purposes. For at least the last two years, the City and Trinity Lutheran Church have been in discussions about the City purchasing some of this property from the Church. The intent would be to add the newly acquired property to Hazelnut Park. The City Council has talked about this possible acquisition at a number of meetings this summer and fall. The direction from the Council to staff was to work with the Church representatives to negotiate a fair price for the land and that the final agreement needs to include a provision for access and parking that would be recorded against the Church property. Staff met with Church representatives on October 28, 2010 to further discuss this possible property acquisition. Based on the City Council discussion at its July 19, 2010 work session, staff offered $174,000 for 70,000 square feet of land. After some "give and take staff and Church representatives agreed to take a $3.00 per square foot proposal ($210,000 for a 70,000 square feet (approximately) see attached map) back to the Council and the Church Board. With this purchase the Church would formally agree to allow public access and use of the Church parking lot for park and recreational purposes. The City Attorney would draft this agreement. All other current terms and conditions for use and maintenance of the parking lot will remain unchanged. When and if an improvement of the parking lot is necessary, both parties will jointly discuss that situation then. Parks and Recreation manager Michelle Olsen has advised me that it would cost up to $21,000 to irrigate the soccer field and another $2,000 per year to maintain the field. Recommendation Staff recommends the City move forward with this approximately 70,000 square foot land acquisition ($3.00 per square foot) subject to a parking lot access and use agreement being entered into by both parties. Funding for this project would come from the Permanent Improvement Revolving fund in 2011. Attachment B Budget Report Celebrating AH Abrams Schmidt, Attorneys at Law 50.00 Anchor Bank $1,000.00 Arden Pharmacy Gift 250.00 Bethel University 500.00 Boston Scientific 750.00 Bremer Bank 100.00 Derrek Hames Poster Geroge's Shoe Repair 100.00 Hansen, Dordell, Bradt, Odlug 100.00 Kim's Tailor 50.00 Krew Kut Yard Care gardening $1,000.00 Lakeside Homes Land 0 Lakes $1,000.00 McDonald's 100.00 North Heights Lutheran Church 250.00 Pace Industries 50.00 Parkshore Apartments 50.00 Presbyterian Homes event venue Super 8 Motel free night Allegra Printing Poster TOTAL $5,350.00 DATE: TO: FROM: SUBJECT: Background Budget 2S.I HILLS MEMORANDUM November 15, 2010 Honorable Mayor and City Council Patrick Klaers, City Administrator Michelle Olson, Parks and Recreation Manager /70 Budget Report for Celebrating Arden Hills The purpose of this memo is to update you on the final budget for the 2010 Celebrating Arden Hills Fall Festival which took place on September 18, 2010. Below are the sponsorships that the City received: The budget established by the City Council was $25,000. The City portion was established at $10,000 and the hope was that sponsorships could cover the remaining $15,000. The total of $5,350 in sponsorships is deceiving due to the in kind donations. Allegra donated $250 in printing and Presbyterian Homes donated the art event venue, shuttles, pontoons, gardening tours /tips, food and staff time. These donations helped keep event expenses under budget. The detailed budget report is attached for your information. EXPENSE: The overall expense is listed at $18,288.81. This does not include office or Public Works staff time. The staffing time for this event is significant and should be factored into the overall budget. The Planning Committee, which consisted of six regular members, did a nice job brainstorming ideas and working on a format for the event. However, the carrying out of the event and the overall management of the event continues to be staff driven versus citizen driven. Staff time for this event is estimated below: Public Works Staff 8 staff x $45.00 (Overtime pay) x 6 hours $2,160.00 Office Staff 8 NE staff x $25.00 (avg.) x 4 hours x 1.5 $1,200.00 Office Staff 4 E staff x $30.00 (avg) x 4 hours 480.00 Seasonal Staff 6 staff x $8.00 x 6 hours 288.00 Michelle /Joe M. 2 staff x $30.00 (avg.) x 8 hours 240.00 TOTAL $4,368.00 All of the figures above are estimates. Non exempt staff was given comp time at time and a half. Exempt staff was given flex time at straight time. This figure does not include the Parks and Recreation Manager's planning of the event. In addition, the Public Works Dept. set up and prep the day before the event is not included. REVENUE: The overall revenue came to $5,999.00. This includes all Community Vendor fees, Food Vendor Fees and Sponsorships. OVERALL BALANCE: Expense: $18,288.81 (without staffing) Revenue: 5,999.00> $12,289.81 CITY CONTRIBUTION (without staffing) Recommendation Staff provided this for informational purposes. Attachments Celebrating Arden Hills Budget Metro- inet. us\ ardenhills \PR &PW\Recreation\MEMOS \Council Memos \11152010 Memo to CC Celebrating Arden Hills Update.doc 2 Entertainment Food/Youth Games Equipment Transportation Signs Miscellaneous Advertising Park Rental Total Expenses Celebrating Arden Hills 2010 Expense Resistors Presbyterian Homes 1,100.00 Shoreview Northern Lights Variety Band 600.00 Hay Rides ($650 2 hrs /$100 per hour after) 950.00 Fireworks 7,500.00 Mad Science 250.00 Wonder Weavers Storyteller Art Project 305.00 D.J. 275.00 Splatter Sisters 625.00 11,605.00 Rock Climbing Wall 1,151.49 Bungie Trampoline Activity 749.98 Miniature Golf 655.22 Moonwalk 175.00 2,731.69 Midway Tents (10) 650.00 Midway weights (20) 40.00 Midway tables (8) 68.00 Midway chairs (100) 110.00 Tax 64.49 Delivery 70.00 1,002.49 Golf Carts 272.83 Pedicab 300.00 572.83 Signarama Allegra Event Poster) Sound /Communication Ancom DBA Midwest Radio Rental CAH Resident Mailing Tony Schmidt Permit 757.60 757.60 Thank You Ad (Bulletin) 300.00 Grainger (miscellaneous hardware supplies) 242.52 Scherer Bros. Lumber (no parking sign posts) 24.54 567.06 99.62 99.62 407.41 407.41 545.11 545.11 18,288.81 Donations Tables /Tents Abrams Schmidt, Attorneys at Law Anchor Bank Arden Pharmacy Gift Bethel University Boston Scientific Bremer Bank Derrek Hames Geroge's Shoe Repair Hansen, Dordell, Bradt, Odlug Kim's Tailor Krew Kut Yard Care Lakeside Homes Land 0 Lakes McDonald's North Heights Lutheran Church Pace Industries Parkshore Apartments Presbyterian Homes Super 8 Motel Allegra Printing North Heights Lutheran Church The Villager Salon Spa Bahais of Arden Hills The Sanctuary Papa Murphy's Health Partners Republicans Rotary Club of AH /Shoreview Pilgrim House Country Financial Mounds View Volleyball Perkins Music Together in the Valley Hair Expressions Matt Bostrom for RC Sheriff Food Vendors Kathy Sinclair Food Hut Hometown Creamery TOTAL Celebrating Arden Hills 2010 Revenue Totals 50.00 1, 000.00 250.00 500.00 750.00 100.00 Poster 100.00 100.00 50.00 gardening 1, 000.00 1, 000.00 100.00 250.00 50.00 50.00 event venue free night Poster $5,350.00 34.00 25.00 34.00 25.00 25.00 25.00 113.00 25.00 34.00 25.00 25.00 34.00 25.00 25.00 25.00 499.00 50.00 50.00 50.00 150.00 $5,999.00 Total Revenue $5,999.00 Total Expenses $18,288.81 ($12,289.81) Short Fall Celebrating Arden Hilis 2010 Revenue /Expenses Summary Attachment C September 13, 2010 City Council Meeting Budget Agenda Item Request for Council Action Prepared By: Sue Everson, Finance Dir /Treasurer Budgeted Amount: NA �1�DEN HII,LS Council Meeting Date: September 13, 2010 Adopt Preliminary 2010 Operating Levy Payable in 2011. Establish 2010 Truth -In Taxation Nearing Date. Actual Amount: NA SupportinE Documents: 1. See attached memo from Sue Everson. 2. 201 1 General Fund Summary (Proposed Preliminary Budget) 3 Resolution 2010 -046 4. Resolution 2010 -047 5. See attached memo from Pat Klaers on options for budget adjustments. Funding Source: NA Recommendation: 1. Motion to adopt Resolution 2010 -046, a resolution setting the preliminary levy for taxes payable in 2011 in the amount of $3,088,964. 2. Motion to adopt Resolution 2010 -047, a resolution adopting Truth -In- Taxation public hearing dates for proposed taxes payable in 2011. The date established is December 2010. Background: Discussion: �EI�1 HILLS MEMORANDUM DATE: September 13, 2010 TO: Honorable Mayor and City Council FROM: Patrick Klaers, City Administrator Sue Iverson, Finance Director SUBJECT: Establishing 2010 Truth -In- Taxation Hearing Dates Adoption of the Preliminary 2010 Operating Levy Payable in 2011 By September 15, 2010, the City is required to adopt and certify to Ramsey County a preliminary levy p vy and Truth -hi- Taxation hearing dates_ Operating Levy Based on City Council direction at the August 16, 2010 Work Session, staff has prepared a preliminary levy of $3,088,964. (This is a decrease of $30,539 over the number given the City Council at the work session as staff has incorporated the changes requested by the City Council and have done other minor adjustments_ We have also received word from our insurance carrier that our increase will be -13.1% and the previous percentage used was 10 The overall levy limit for the City of Arden Hills with the state mandated levy limit lus allowable special levies is $3,218,680. The proposed 2011 levy p P p p vY is $129,? 16 under that limit. The overall increase in the proposed levy is a 2A% increase over the 2010 levy; however, the City's portion of the levy is $2,788,931 after Fiscal Disparities which equates to a 1.4% increase over the 2010 City portion of the levy of $2,751,727. This results in a 9.0% increase in the Tax Rate from 2010, as the City's tax capacity fell by $849,662 or -7.0 The impact on an average medium home valued at $276,000 is an increase of $49.21 or 8.1% annually. The average decrease in market value for residential property in Arden Hills was 1.0 Determination of the preliminary levy amount is based on 2011 budget information assembled to -date. (This information is summarized in Attachment A.) One item to note is the unallotrnent of MVHC from the State of $63,339 for 2011. This amount is figured into the preliminary 2011 budget. Market Value Homestead g g d Credit is credited to property owners on their property tax statements and then reimbursed to the City from the State. The City has been informed from the Department of Revenue that we will not receive this amount, so the preliminary budget and levy has rY g vy ?ccounted for this This amou t 2.0% of th l evy i r .:,ase a 5.07 or 303.6°/ of the Memo City Council 2010 Truth -in- Taxation Hearing Dates and 2011 Preliminary Tax Levy 2 the average medium homeowner in the City of Arden Hips. Public f Sae accounts for increase and $1 3.00 or 26.4% increase 0 1.8 of the levy /o of the tax increase to the average medium homeowner in the City of Arden Hills. Without the MVHC cut or the public safety increase A% p ty increase the budget would show a 1 /fl decrease in the levy over last year. (If no changes were made to the levy over last ear, the average medium g edium homeowner in the City of Arden Hills would still see an increase of $31.52 in their roe taxes a p p rty as a result of the decrease in the local taxable value which caused the Local Tax Rate to rise by 6.1 see e Attachment B_) Truth -in- Taxation Hearing Dates: The 2009 Legislature changed the Truth -in- Taxation laws. We are now only required y q fired to announce and schedule one regular meeting at which the council discusses the budget and levy and vy nd takes comments from the public. We may adopt the budget and final levy after the hearing during g the same meeting. The meeting must be between November 25 and December 26 and must occur at or after 6 p_m_ We must notify the county auditor by September 15. The Council may choose to have a separate meeting or may choose to do this at a regular meeting. Staff is providing two options for the Council to choose from: Monday, December 6, 2010 6:30 p.m. (Special meeting) or Monday, December 13, 2010 7:00 p.m. (Regularly scheduled meeting) It is anticipated the Council will adopt the final 2010 levy a able in 2011 and December 13, 2010. P y the 2011 budget, on Recommended Action: 1. Adopt Resolution 2010 -046, a Resolution setting the relimina le for taxes ry levy xes payable in 2011 in the amount of $3,088,964_ 2. Adopt Resolution 2010 -047, a Resolution adopting Truth -in- `Taxation public g p bloc heanng dates for proposed taxes payable in 2011. The date established is December 2010. Attachment A ::+^,(SfA,:` a r d y ..`K�::;:r,,:+f«'o�f:� :lac: ,H ��,p" 'La ��i)�"•�G�'( S- :.:�.::..x >r., ..rte JVV,oW,W 1.0% (A7 x E) rem 1.25° (Al2 X 0) 76,000@_40% I rem�_O9% (G) x (F) (H) Estimated Tax Distract rate as °I of total rate: a (F) (}•I) 1 51,500 1,515 $343.10 $236.05 $49.57 $293.53 278,800 2,788 $631.40 $121.48 $25.51 $605.89 353,500 3,535 $80057. $54.25 $11.39 $789.18 505,100 5,064 $1,146.84 $0.00 $0.00 $1,146.84 757,600 8,220 $1,861.58 $0.00 $0.00 $1,861.58 ::+^,(SfA,:` a r d y ..`K�::;:r,,:+f«'o�f:� :lac: ,H ��,p" 'La ��i)�"•�G�'( S- :.:�.::..x >r., ..rte a �s C'1 �;;•�Me Pay 2009 MV 500,000 @1.0% X 0.934 rem 125 (87 x E) (812 x O) 76,000(,.40% rem�.O9 {G) x (F) (}•I) Estimated Tax District rate as of total rate. 21 l oo 1,500 2, 760 $370.19 $237.40 $49.85 $320.34 3,500 $681.14 $124.00 $26.04 $655.10 $863.77 $57.40 $12.05 $851.72 5,000 $1,233.95 $0.00 $000 $1,233.95 75 8,125 $2,005.17 $0.00 $0.00 $2,005.17 11. Referenda Market Value 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26_ 27. 28. 29. 30. 2. State Aids Proposed Pay 2011 Property Tax Impact Worksheet Taxing District: STEP 1 Calculate the Taxing Districts Tax Rate: $2,788,931 ItgerAr 24.679% 'N C4y "4''r✓„v,_.. ::L i4�: '.14t'r�:::'::rii(: :i :.S...:.^: •..::ri:._vv:::..> 9.LJ 9G.' l n 'yv� ;,,_•a.�r� w NL to,:� �SY f 4r', Sr "T_. �:n w`A �r' r �:r r X✓ .o s i 'C v,' ^t;'''^•' .'/.s :c`,� ,r'' Y .,^Y 4r! J .y' 3 Y1 �M'; SXa:' rf'+ r y!: C, y_. a .,✓°.:i::;: 1. Levy before reduction for state aids 3_ Certified Property Tax Levy 4. Fiscal Disparity Portion of Levy 5. Local Portion of Levy 6. Local Taxable Value 7. Local Tax Rate 8. Market Value Referenda Levy 9. Fiscal Disparity Portion of Levy (SDs only) 10. Local Levy 12_ Market Value Referenda Rate (D) fEl (F) (G) !Arden Hass Proposed Prelim Levy Oire 13_ Assumes a -1.0% increase in market value from 2010 to 2011_ 0.00000% 0.00000% STEP 2 Calculate the Impact of the Taxing District's Rate on Residential Homestead Taxes: ',;�C.a r.'F:, b v!�: a.., :;�::'::?'.i; Yia= =•�Y::,� :�:�:.::w.. -'q�: >a;?:c:- .Q....✓;ry�:,::;: y Mr....r.;. _:':i ,)'!r;• �..�bl 9:41 '>.i€aj. r'2`.;s-'::);::':• r::.:::- .:.y .r ,.....4... r.r.r YG ;J ,;,.rte':'' .4��;,,,/•a ;Fr.., .:y. ^:y'?;ra. -...:5,,: --d;-:) r... ?,:.:,1. /.,5:'., M�:..�' �O <C" rt N "�T 'Svr :A... {r: ?:�Y -.S �Y +M. /L 'fi q.,• .,yrt af u+d> c -�.l. �s .fir. �>.w R y�+. c V a"�'-�'�: `.�:C'S �a'aD.`, i :l? cr�.v� %'ti ::j.1::AP�i I .v Y �t:,,,,.,�'a°, c o tl kC >'tx>`r`.-drr..:;:r 7Cc ..,c ,�^SG:. 'J? ::i� ��,��-�i' 8 4 °Q 10°l 79% 1.0% 0% 7_9a I I I 2_1%" -1_0% 7.9% 5.8% -1.3 %j 7.6% 0.0% -12%' 7.7% 0.0% 0.6% 0.6% 2.1% 5.8% 0.0% 0.0% 9.1% 8.1% 7.9% 7.61 7.7% 0.0% Annual Increase Monthly incr. $26.81 213 $49.21 4.10 $62.54 5.21 $87.11 7.26 $143.59 11.97 1 Instructions for Calculating a Residential Homestead Property Tax: 0. Taxable Market Value of Residential Homestead Assumes that the Pay 2011 market value decreased over Pay 2010 by 1.0 Countywide, the median decrease in taxable market value from Pay 2010 to Pay 2011 is 6_1%. E. Calculate the Net Tax Capacity of a Residential Homestead Pay 2010: 1st 500,000 of Market Value 01.00%, remainder 1.25% Pay 2011: 1st 500,000 of Market Value ar 1.00 remainder c@ri, 125% F. Calculate the taxing district's portion of the Gross Tax Pay 2010: multiply the Pay 2010 net tax capacity (E) by the Pay 2010 tax capacity local tax rate (A7), plus multiply the Pay 2010 market value (0) by the Pay 2010 market value local tax rate (Al2) Pay 2011: multiply the Pay 2011 net tax capacity (E) by the Pay 2011 tax capacity local tax rate (87) plus multiply the Pay 2011 market value (0) by the Pay 2011 market value local tax rate (B12) G. Calculate the total market value homestead credit 0.40% of the first 76,000 of market value (0), reduced by 0.09% on the market value over 76,000 The credit decreases as the market value over 76,000 increases, until a 414,000 home receives 0 credit fi. Calculate the taxing district's estimated share of market value homestead credit The credit is apportioned to all taxing districts based on their share of the total tax rate. Example of 150,000 home (76,000 x .40% $304 (74,000 x .09% $66.60) $237.40 Assume the city is 30% of the total tax, then the city receives 30% of the Credit $237.40 x 30% $71.22 The actual percentage will vary depending on the combination of county, city/town, school, and special taxing districts. 1 Calculate the taxing district's portion of the Net Tax Gross Tax (F) minus the taxing district's share of credit (H) 26-30. Calculate the increase/decrease from 2010 to 2011 (2011 2010) 2010 Attachment B ....u.'yt2 ?>ar'. _:.....:w >.,i :l` ..:9). :5..,• ?u.:. 500.00001.0% rem 1.25% 7 777 %.K, :c:: I (A7 x E) Al2 X ^,^,��.'.r:: .:'a :.5::.:.- 7:777.. 76,000 -40% ei- i cfe;f:>.%<^b:%':v,.iS}',.' -:>p. •;y. ^.7..7 c--:-:.. Y., 4...•. 1.,- m: 2; \/.Y•- 777 Jiv:.wK,. a., .3,c, 777:7_:: (G) x F i;�b�� S� n:. 7. 4.: tiu:. �y; �Si. �n�.. .i`•= 7:. ^.S�L'� 1,,, .7 y A ,y� C ^.�1. G7•- 5:- :7777 v?GA�;::.,.c�:'.•^iiff::�:: i Estimated Tax District rate as of total rate: a 151,500 1,515 $343.10 $236.05 $49.57 $293.53 278,800 2,788 $631.40 $121.48 $25.51 $605.89 353,500 3,535 $800.57 $5425 $11.39 $789.18 505,100 5,064 $1,146.84 $0.00 $0.00 $1,146.84 8,220 $1,861.58 $0.00 $0.00 $1,861.58 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27_ 28. 29_ 30. Y` (D) Proposed Pay 2011 Property Tax Impact Worksheet Taxing District: STEP 1 Calculate the Taxing District's Tax Rate: $2,751,727 ,15 30 22.647% $2,716,432 0.0% 0.0% 0.0% 13.3% -1.3% 1_ Levy before reduction for state aids 2. State Aids 6. Local Taxable Value 7. Local Tax Rate 8. Market Value Referenda Levy 9. Fiscal Disparity Portion of Levy (SDs only) 10. Local Levy 11. Referenda Market Value 12. Market Value Referenda Rate $0 0.0% $0 0.0% STEP 2 Calculate the Impact of the Taxing District's Rate on Residential Homestead Taxes: 13. Assumes a -1.0% increase in market value from 2010 to 2011. (E) g .L+ �7..' t4:Y:. 7 l ::a..;:�::. .w i •/.w2, `tc'�ti Y.Ja ,�v"k` Y;" ::5.: {�`,�+.,.�:wJ+v d F� .7. �'n1a ^J•0. C; c;Y n,., +:Y ?'Z: ;,y� 0.2 r 7777. m�..�..v :�r.:7 \7:77:7:. .YW. 7777. -7777 Pay 2009 MV 500,00001.0% 487 x E) t 76,000 @_40% X 0.934 rem 1.25 °�6 (812x0) remc0.09/0 Estimated Tax District rate as of total rate: 1,500 2,760 3,500 5,000 8,125 (F) (G) (H) $360.57 $663.45 $84t33 $1,20t90 $1,953.09 rden Hilts -No Levy Increase t.2:�w4 $237.40 $124.00 $57.40 $0.00 $0.00 (G)x% ^y:3. G $49.85 $26.04 $12.05 $0.00 $0.00 (1) (F) (H) $310.72 $637.41 $829.28 $1,201.90 $1,953.09 iV.;L ate' ,�`�,a,.?:t.��a� �v: v ;N 7 7777 5.1% 0.6 5.1% 2.1% 4.8% 0.0 4.9% 0.0 a cam: v.��, •yid'•: a 5.9% 5.2% a 5.1% 4.8% 4.9% 0.6�/ 21% 5.8°/ 0.0% 0.0% Annual Increase Monthly incr. $17.79 1.43 $31.52 2.63 $40.10 3.34 $55.06 4.59 $91.51 7.63 Instructions for Calculating a Residential Homestead Property Tax: D. Taxable Market Value of Residential Homestead Assumes that the Pay 2011 market value decreased over Pay 2010 by 1.0 Countywide, the median decrease in taxable market value from Pay 2010 to Pay 2011 is 6.1%. E. Calculate the Net Tax Capacity of a Residential Homestead Pay 2010: lst 500,000 of Market Value as 1.00%, remainder 1.25% Pay 2011: lst 500,000 of Market Value a© 1.00%, remainder 1.25% F. Calculate the taxing district's portion of the Gross Tax Pay 2010: multiply the Pay 2010 net tax capacity (E) by the Pay 2010 tax capacity local tax rate (A7), plus multiply the Pay 2010 market value (0) by the Pay 2010 market value local tax rate (Al2) Pay 2011: multiply the Pay 2011 net tax capacity (E) by the Pay 2011 tax capacity local tax rate (87) plus multiply the Pay 2011 market value (D) by the Pay 2011 market value local tax rate (B12) G. Calculate the total market value homestead credit 0.40% of the first 76,000 of market value (D), reduced by 0.09% on the market value over 76,000 The credit decreases as the market value over 76,000 increases, until a 414,000 home receives 0 credit. H_ Calculate the taxing district's estimated share of market value homestead credit The credit is apportioned to all taxing districts based on their share of the total tax rate. Example of 150,000 home (76,000 x _40% $304 (74,000 x _09% $66.60) $237.40 Assume the city is 30% of the total tax, then the city receives 30% of the Credit $237.40 x 30% $71.22 The actual percentage will vary depending on the combination of county, cityltown, school, and special taxing districts. 1. Calculate the taxing district's portion of the Net Tax Gross Tax (P) minus the taxing district's share of credit (H) 26-30. Calculate the increaseldecrease from 2010 to 2011 (2011 2010)1 2010 101- 41300 -31010 101-41300-31011 101- 41300 -31020 101- 41300 -31030 101 -41300 -31040 101 -41300 -31510 101 -41300-31910 101-41300-31920 101 41300 -32110 101- 41300 -32111 101- 41300 -32160 101 -41910 -32170 101- 41300 -32180 101-41300-32181 101 42400 -32210 101- 42400 -32220 101 -42400 -32230 101 -41300 -32240 101- 41910 -32250 101- 42400 -32260 101- 42400 -32270 101-42400-32275 101 42400 -32278 101 -41910 -32279 101 -41300 -32280 101- 41300 -33402 101 -41300 -33403 101-41300-33420 101 42100 -33416 101-43100-33418 101 -41910 -33422 101 -41410 -33621 101 -41910 -34103 101 41910 -34104 101- 41300 -34105 101- 41910 -34106 101-41300-34108 101-41500-34108 101- 41940 -34108 101 41910 34110 101 -41300 -34120 101 41300 -34121 101- 42100 -34202 101 -42100 -34206 101- 42400 -34207 101- 42400 -34208 101 -45200 -34300 101- 45120 -34730 101 -45120 -34740 101 -45120 -34781 101- 45120 -34782 101 -45120 -34785 101 4512034790 101 -45120 -34791 101- 41910 -34950 Taxes Current Ad Valorem Taxes Payments in Lieu of Taxes Delinquent Ad Valorem Taxes Mobile Home Tax Fiscal Disparities Aggregate Removal Tax Penalties Interest on Taxes Forfeited Tax Sales Total Taxes Activity Licenses and Permits Liquor, On Sale Sunday Liquor, Off Sate Contfactors Rental Regulation Fee Business Licenses Other Business LicdPermits Plan Review Bldg Permits Mechanical Permits Plumbing Permits Animal Licenses Sign Permits Electrical Permits Utility Permit Fees Fire Suppression Permits Fire Permit Plan Check Fee Erosion/Grading Permit Other Nonbusiness Lic7Permits Total Licenses and Permits Intergovernmental Revenues Market Value Homestead Credit Mobile Home Homestead Credit State PERA Aid Police Aid MSA Maintenance State Grants Other County Grants Aids Other Intergovernmental Charges for Services Zoning and Subdivision Fees Plan Checking Fees Sale of Maps and Publications Plat 8 Other Fees Admire Chgs from other funds Admin Chgs from other funds Admen Chgs from other funds Zoning Permit Fees Water Tower Antenna Rentals Other General Govt Charges False Alarms Impound Fees State Building Code Surcharges City Building Code Surcharges Park Facility Rental Fees Summer Playground Fees Summer Trip Fees Adult Programs Youth Programs Adult Softball After School Programs Special Events Programs Other Charges for Services Total Charges for Services Actual Actual FY 2008 FY 2009 City of Ashen Hills General Fund Summary 2011 Budget Budget FY 2010 2,467,248 2,558,094 3,016,465 $3,016,465 173 7,361 25,924 20.000 20,000 6,834 6,416 7,500 7,500 221,945 244,684 (114) (497) 3,297 632 26,729 4,182 5,179 44,607 64,581 5,926 1,462 2,659 14,658 1,957 41,236 17,085 13,717 2,981 100 145,278 37,542 22 11.311 21,720 27,602 77,730 72,784 3,245 1,600 82,608 21 10,772 18,802 28,168 85,346 1,257 63,009 2,670 350 9,821 1,016 3,722 10,704 34 14,860 43,048 1,840 12.800 4,298 97 12,000 24,281 37,307 95,299 800 62,260 3,300 2000 200 8,000 1,000 3,500 12,000 17,000 42,000 14,000 3,500 200 Amended YTD Actual Proposed Adopted Change FY 2010 6130/10 FY 2011 FY 2011 10 vs 11 3,088,964 2.40% 000% 20,000 0_D0% 7,500 0.00 0.00% 0.00% fl 00%, 0.00% 2,706,745 2,835,253 3,043,965 3,043,965 25,110 24,750 32,500 32,500 200 440 4,530 4,890 5,000 5,000 3.080 4,000 4,000 10,551 10,521 13,000 13,000 415 300 171,253 128,000 128,000 128,000 29,241 42,084 20,000 20,000 8,772 16,896 10,000 10,000 2,318 1,345 3,500 3,500 1,450 800 1,100 1,100 22,714 25,853 20,000 20,000 2,700 6,720 300 300 6,994 5,392 6,000 6,000 3,878 1,811 3,000 3,000 910 1,080 1,500 1,500 855 1,635 291,890 275,596 247,900 247,900 68 (61,774) (61,774) 3,683 5,179 5,179 5,179 43,978 44,000 44,000 67,649 67,649 67,649 10,000 130,557 55,054 55,054 40,000 40,000 12,000 24,281 37,307 95,299 800 62,260 3,300 2,000 200 8,000 1,000 3,500 12,000 17,000 42,000 14,000 3,500 200 23,820 950 5,420 1,920 8,542 3,315 55,207 14,063 4,598 1,656 2,180 16,812 3,639 4,310 900 800 148,131 22,413 12 2,725 42,590 385 250 34,280 34.280 3,419 931 12,108 (34) 21,885 23,868 8,085 1,934 150 3,116,464 25,000 5,500 3,400 13,000 4,000 128,000 26,000 10,000 3,500 1,300 20,000 300 6,000 3,000 1600 2,000 252,600 (61,774) 5,179 49,946 67,649 61,000 42,000 11,000 23,310 43,705 97,474 1,200 65,000 3,300 2,000 8,000 1,000 3,500 12,000 20,000 41,000 12,000 3,500 200 238% 23.08% 0.00% 10.00% 15.00% 0.00% 0.00% 0.00%' 30.00% 0.00% 0.00% 18.18 0.00% 0.00% 0.00 0.00 6.67% 0.00 1.90% 0.00% 0.00% 0.00% 13.51% 0.00% 0.00% 0.00% 10.80% 0.00% 5.00% 0.00% 8.33% 4.00% 17.15% 2.28% 50.00% 4.40% 0.00% 0.00% 10000% 0.00% 0.00% 0.00% 0.00% 0.00% 17.65 -2.38% 0.00% -14.29% 0.00% 0.00% 355,337 395.240 378,647 378,647 140,721 390,189 3.05% Operating Expenses Capital Outlav Total Miscellaneous Activity Fines Forfeits 101 42100 -35110 Highway Patrol Fines 9,215 788 10,000 10,000 508 10,000 0.00 °rL 101 -42100 -35130 DWI Forfeitures 1232 1,132 1,000 1,000 1,000 0.00% 101-42100-35140 Violations Bureau 19,642 23,844 23,000 23,000 10,771 23,000 0.00% 101 4210035150 Tobacco Fines 100 °x6 0.00 10142100-35200 Forfeits 347 5,441 5,441 900 5,441 0.00% Total Fines Forfeits Miscellaneous 101 4130036210 Interest Income 64,830 31,941 40,000 40,000 (2,659) 40,000 fl_00% 101 4130036230 Contributions/Donations (59) 1,385 3,600 3,600 581 3,600 0.00% 101- 41940 -36230 Contributions donations 85 0.00% 101- 45120 -36230 Contributions donations 500 2,000 0.00% 101 -45400 -36230 Contributions donations 15,000 15,000 3.150 15,000 0.00% 101 41910-36240 Developer Reimbursements 0.00% 101-41500-36245 Condit Oebt Application Fee 500 500 000% 101- 4150036246 Conduit Debt Fees 10,000 0.00% 101 -41910 -36280 Other Mscellaneous Revenue 50 000% 101- 43100 -36270 Miscellaneous Reimbursements 553 468 550 550 195 550 0.00% 101- 41300 -36270 Miscellaneous Reimbursement 25,213 1,275 4,000 4,000 661 4,000 0 101-41500-36270 Miscellaneous Reimbursement 60 3,797 3,000 3,000 3,000 0.00% Miscellaneous scellaneous Reimbursement 0.00% 101 -43100 -36275 Private Street Light Reimbursements 0 00% 101- 42100 -36280 Miscellaneous Reimbursement 6,178 3,109 0.00% 101- 42400 -36280 Fire Inspection Reimbursement 0.00°x6 Total Operating Revenues Other Financing Sources 101- 42100 -39101 Sales of General Fixed Assets 101 -45200 -39203 Transfer Total Other Financing Sources Total General Fund Revenue Mayor Council Elections Administration 1,919 Finance Support Services Planning Zoning 1 ,037 Government Buildings 5,208 Public Safety 949 Emergency Management 3,593 Protective Inspections 1,047 Street Maintenance 387 Park Maintenance 387 Recreation Celebrating Arden Hills Transfers Total Capital Outlay 14,527 Total General Fund Expenses Revenue Overt(linder) Expenses Actual Actual Budget Amended YTD Actual Proposed Adopted Change FY 2008 FY 2009 Pi' 2010 FY 2010 FY 2011 FY 2011 10 vs 11 30,189 26,111 39,441 39,441 12,180 39,441 0.00% 96,911 42,975 66,150 66,150 3,928 76,650 15.87% 3,626,350 3,705,733 3,831,157 3,831,157 339,239 3,936,344 2.75% 3,626,350 3,705,733 3,831,157 $3,831,157 339,239 3,936,344 2 75% Mayor Council 54,611 76,760 86,936 86,936 33,221 84,706 Elections 20,557 1,656 12,600 12,600 69 1,720 Administration 342,265 370,599 338,434 338.434 221,495 336,607 Finance Support Services 124,869 132,039 144.448 144,448 68,277 134,451 Planning Zoning 219,379 182,688 260,876 260,876 87,467 271,614 Government Buildings 186,180 219,465 240,711 240,711 87,526 238,024 Public Safety 1,197, 336 1,272,292 1.308, 900 1.308,900 650,898 1,362,223 Emergency Management 7,129 7,408 32,921 32,921 7,418 26,445 Protective inspections 216,319 247,119 251,158 251,158 114,438 258,931 Street Maintenance 265,447 282,019 286,501 286,501 127,059 281,614 Park Maintenance 357,428 397,752 415.489 415.489 157,539 413,989 Recreation 204,855 209,070 215,784 215,784 83,620 219,453 Celebrating Arden Hills 25,000 25.000 2,395 25,000 Reserves/Contingency 28,967 Transfers 700,000 378,696 252,600 252,600 252,600 Total Operating Expenses 3,896,375 3,777,564 3,872.358 3,872,358 1,641,421 3,936,344 (3,431) (3,431) 0.00% 0.00% -2.57% 86.35% -0.54% -6.92% 4.12% -1.12% 4.07% 19.67% 3.09% 1.71% -036% 1.70% 0.00% 0.00% 0.00% 1.65% 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% 0.00% 0.00% 3,910,902 3,777,564 3,872,358 3.872,358 1,637,990 3,936,344 1.65% (284,552) (71.831) (41.201) (41.201) (1,298,751) (0) General Fund ATTEST: ARHILLs CITY OF ARDEN HILLS COUNTY OF RAMSEY STATE OF MINNESOTA RESOLUTION NO. 2010-046 A RESOLUTION SETTING THE PRELIMINARY LEVY FOR TAXES PAYABLE IN 2011 BE IT RESOLVED by the Arden Hills City Council that the following proposed sums of money be levied for levy year 2010 payable in 2011 upon taxable property in said Cit y of Arden Hills for the following purposes: LEVY AMOUNT CERTIFIED BEFORE HACA HACA LEVY AMOUNT $3,088,964 0 $3,088,964 PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF ARDEN HILLS THIS 13 DAY OF SEPTEMBER, 2010. PATRICK KLAERS, CITY ADMINISTRATOR STANLEY D. HARPSTEAD, MAYOR ATTEST: CITY OF ARDEN HILLS COUNTY OF RAMSEY STATE OF MINNESOTA RESOLUTION NO. 2010-047 RESOLUTION ADOPTING TRUTH IN TAXATION PUBLIC HEARING DATE FOR PROPOSED TAXES PAYABLE IN 2011 BE IT RESOLVED by the Arden Hills City Council that the following Truth in Taxation Public Hearing date, time and place for proposed property taxes payable in 2011 be certified to the Ramsey County Auditor and that notice of the Public Hearing be published in accordance with Minnesota Statute. Date: December 2010 Time: P.M. Place: Council Chambers 1245 West Highway 96 PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF ARDEN HILLS THIS 13 DAY OF SEPTEMBER, 2010. PATRICK KLAERS, CITY ADMINISTRATOR Public Hearing STANLEY D. HARPSTEAD, MAYOR Attachment C DATE: TO: FROM: Patrick Klaers, City Administrator SUBJECT: Proposed 2011 Budget Adjustments Background September 13, 2010 Honorable Mayor and City Council Members At the August 16, 2010 Council work session, the preliminary 2011 city budget was presented and reviewed. The main topics of discussion were the tax levy, the general fund operating expenditures, and staffing levels. Toward the end of the discussion, a list of options for adjusting the budget by ten percent 0 was requested. General Fund proposal for 2011 EN HILLS MEMORANDUM Before evaluating the list of options for budget adjustments, it is appropriate to review the 2011 proposal and comment on some of the important parts of the budget. The first item to note is that the budget is a work in progress as more data and information becomes available and as decisions are made by the Council. For example, having a 2% maximum COLA increase in the budget versus the 3% that was in the draft that the Council reviewed on August 16 Accordingly, the figures noted in this memo will be slightly g Y different than what the Council saw on August 16 The General Fund budget is proposed at $3,936,344 which is a $1 05,187 or 2.75% increase in revenues. The tax levy is proposed at $3,088,964 which is a $72,499 or 2.4% increase. The Public Safety category (Fire, Sheriff's Contract, Animal Control, and Dispatching Services) is $1,362,223. This is a $53,323 or 4.07% increase. This category is already set for 2011. The Personnel Services function, without any increases in staffing, wages or benefits, is proposed at $1,308,841. This is a $8,404 or .65% increase. Unless there are going to be staff reductions, cuts in staff hours, staff furloughs, or the city is not going to fill some vacant positions (Le. the Community Development Director position), then only minor reductions can take place from what is in the proposed 2011 budget. These minor reductions would be in the area of not replacing all or some of the interns, the high school student worker, and the temporary /seasonal workers (mainly in street, parks, and recreation). There are no cross over expenses between the Public Safety category and the Personnel Services function as all of the Public Safety expenses are contracted services. Therefore, if most of these two budget activities are off limits for cuts, then we are lookin g at a total of $1,265,138 being available for possible reductions in the budget. Attachment A displays the above comments. Regarding specific expenditures in the budget, a few comments should be made about: TCAAP, the Professional Services line item in the Administration and Planning budgets, g g the Community Survey, Emergency Management, and the Transfers budget. The TCAAP expenses and revenues are listed as a Special Revenue Fund. However, there is a problem with this budget. While the $70,000 expenditure estimate may be accurate; there is no source of revenue identified. The $70,000 in revenues is listed under the "contributions and donations" line item and maybe a developer will pay for these expenses; but it m uch more likely that the expenses will be financed from the General Fund within the Professional Services line item in the Administration and Planning budgets. Therefore reductions in these two General Fund line items will be difficult to recommend. The Community Survey will be pursued in either late 2010 or in early 2011. There are no funds specifically identified for this project, so the most appropriate line item would be Professional Services in Planning if the survey takes place in 2011. The Emergency Management budget includes $10,000 for Professional Services. This is a new expenditure_ I would like to present a proposal to the Council from Lance Ross, Emergency Preparedness Resource Group LLC, for an Emergency Management Services contract at a future work session. The Council deserves a great deal of credit for establishing the Transfer budget. This program of moving funds into designated capital reserves is a sound financial management practice. If these transfers were to be eliminated in an upcoming year, then it would be difficult to reestablish these expenditures without a corresponding increase in the tax levy. y To not do the transfers may constitute a structural change in the budget. Options for Budget Adjustments Please see Attachment B for a list of options for adjusting the preliminary 2011 budget. g None of the options are pleasant, easy or being recommended at this time; but an y or all of them can be further discussed at the September 13th City Council meeting or at a future Council work session. In reviewing the attached list of possible budget adjustments, the options fall into a number of di p fferent classifications. Some of these classifications are: ones that will never happen ones that seem reasonable and may be approved ones that are looked at as "one time" adjustments and which would come back next year for consideration ones that are "structural" in nature and may constitute a shift in Council olio p y It is difficult to recommend too many cuts and a reduction in the tax lev y when: all requests for expenditures are reasonable, accurate estimates and consistent with Council goals for providing good municipal services the tax rate per capita is low in Arden Hills when compared to similar and neighboring communities the tax levy increase is small and below the levy limit Recommendation It is recommended that, at this time, the City Council make no ro adjustments to the proposed 2011 General Fund expenditures. adjustments p p If the Council reduces the proposed 2011 tax levy and, therefore, reduces General Fund revenues, then budget adjustments can be discussed and considered at future Council work sessions. Attachment A General Fund Budget $3,936,344 10 Percent 393,634 The G F budget revenues increase: 105,187 or 2.75% General Fund Tax Revenue $3,088,964 2010 G F Tax Revenue $3,016,465 Tax Increase 72,499 or 2.4% Tax revenues are 78.8% of the total General Fund revenues. G F 2011 budget $3,936,344 Minus Public Safety $1,362,223 Minus Personal Services $1,308,841 Balance $1,265,280 10 Percent 126,528 Attachment B Mayor /Council 5,000 7,000 1,000 7,125 Administration 8,000 3,500 1,200 500 1,000 1,000 Finance 1,000 1,000 Streets 1,000 Parks 1,500 Recreation 3,000 1,000 500 no retreat facilitator (Professional Services line item) reduce the number of newsletters by 25% eliminate some Council meeting meals eliminate NYFS contribution no interns or student workers Tess professional services no staff development activities no national conference for Administrator no state conference for Administrator no state conference for Deputy Clerk reduce miscellaneous expenses reduce financial consulting fees eliminate 1 staff from attending the state conference Planning /Zoning 5,000 no interns /temporary employees 30,000 reduce professional services by 50% (needed for TCAAP 500 no state conference for City Planner 1,000 reduce supplies estimate for community meetings s g Government Buildings 500 reduce estimate for building/grounds expenses 4,000 reduce estimate for phone /cell phone expenses 2,000 reduce estimate for gas /electric expenses 3,000 reduce estimate for sanitation/waste removal expenses Protective Services 1,000 reduce training expenses reduce the amount of hours for seasonal employees reduce the estimate for using engineering services hire 10% fewer temporary employees (equals fewer summer programs) reduce estimate for amount of needed umpires reduce estimate for rental facilities Transfers 200,000 no transfer to the PIR fund 50,000 no transfer to the equipment fund 1 2,600 no transfer to the EDA fund Contingency 28,967 reduce employee increase in wages/benefits to zero Revenues 1 1,000 institute traffic administrative fines program 4 1,201 match the amount of reserves that were used to balance the 2010 budget Total $435,093 Attachment D November 10, 2010- Personnel Committee Packet Committee Members Stan Harpstead Brenda Holden Sue Iverson T Lli T A r den Hilis Personnel Committee November 10 2010 1 1245 W. Highway 96 LI RfTtgt rri www.ci.arden- hitts.mn.us City Vision A strong community that values its unique environmental setting, strong residential neighborhoods, vital business community, well maintained infrastructure, fiscal soundness, and our long- standing tradition as a desirable City in which to live, work, and play. Agenda Regular Committee Meeting Convenes 8:15 AM Call to Order 1 s APPROVAL OF AGENDA 2. UNFINISHED AND NEW BUSINESS A. Job Descriptions B. Request for additional Finance employee C. Revised City Organization Chart D. City Engineer Designation E. Proposal for consulting services union negotiation assistance 3 FUTURE MEETING ITEMS A. Job Descriptions B. Pay Equity Update C. Performance Review Forms D. Personnel Policy 4. NEXT MEETING A. November 2010 from (What date do you want to meet 5 ADJOURNMENT DATE: November 10, 2010 TO: Personnel Committee FROM: Patrick Klaers, City Ad SUBJECT: Staffing issues �SR�EN�HII,LS MEMORANDUM As a follow up to the Personnel Committee (PC) meeting on October 29 and in preparation for the Council budget work session on November 15 Sue and I have put together some material for the PC to review and consider. This material includes: 1. An outline and analysis of what the Finance Department looks like today (where the Director supervises support services); and what the Finance and Administrative Services Department would look like tomorrow. 2. An outline of what the Finance Analyst position would be doing; which is mainly what Kyle is currently doing as a 40 hour /week Intern. 3. A revised position description for the Deputy Clerk. 4. A revised position description for the Director of Finance and Administrative Services. 5. A City wide staff organizational chart. The changes in the position description for the Deputy Clerk include: exempt status, supervisory responsibilities, the experience requirement has increased, who supervises the Deputy Clerk position has changed, the IT and recycling responsibilities have been removed, and the Human Resource duties are less specific. This Deputy Clerk position is very similar to the position the Council reviewed in March 2008 when the position was exempt and was to report to the Assistant City Administrator. Please note that the position would be moving from Pay Grade 6, step 2 to Pay Grade 7, step 1. The change in the position description for the Director of Finance and Administrative Services include: the title, identifying the Acting City Administrator role, adding Human Resources, Technology, and supervising the Deputy Clerk responsibilities, and increasing the experience requirements for the position. We are a "small shop" with lots of work to accomplish and therefore the duties go to the employee that is best suited for the work; and the position descriptions change and evolve as the employees and needs in the City change and evolve. In truth, Sue is already doing a lot of this work and we are just improving the accuracy of the position descriptions. The same can be said for Kyle Howard and the Finance Analyst position. Kyle, as a 40 hr. /wk Intern with his Finance and Accounting degrees, is already doing most of the work outlined in the attached request. The problem is if this position is not approved during the budget process or a less qualified /experienced Intern takes Kyle place, then Sue has to reassume a lot of the work outlined in the position request. This would create a backlog of work in the Finance Department and would limit the amount of work that I can delegate to Sue. The rest of the material in the PC agenda packet is somewhat self explanatory. As time allow, we should also review the proposal for assistance with the union negotiations, and the City Engineer title change proposal. EN HII,LS Position Title: Department: Accountable to: Positions Supervised: Status: CITY OF ARDEN HILLS POSITION DESCRIPTION Deputy Clerk Administration Director of Finance and Administrative Services Office Support Specialist (2), Customer Service Specialist (1) Full -Time, Exempt November 2010 SUMMARY Performs routine municipal clerk functions such as processing licenses, administration of City elections and maintenance of official City records. Supervises the operation of the office support function for the City offices, and assists the Director of Finance and Administrative Services with human resources and benefits administration. ESSENTIAL FUNCTIONS OF THE POSITION Performs duties of the City Clerk as designated (i.e., publishing notices, certifying documents for City and Public use, preparing meeting agendas, maintaining and publishing ordinances, and resolutions). Manages the City's central record system to ensure complete, accurate storage and ready retrieval of information. Ensures the proper storage and maintenance of ail official City records such as; City Council minutes, resolutions, and ordinances. Assists with Data Practices requests. Oversees the City's licensing process in accordance with City Ordinance and State statute. Supervises and coordinates the City elections process. Coordinates the on -going updating of the City's website to ensure the information remains accurate and up -to -date, and to enhance the usefulness of the website to all website users. Staff liaison t0 the Communications Committee. Coordinates appointments and vacancy notices for City boards and commissions. Assist the Director of Finance and Administrative Services with human resource administration including compensation, benefits administration, Workers Compensation, Risk Management and General liability. Other duties as assigned. SUPEiSOR RESPONSIBILITIES Directly supervises the Office Support Staff to ensure all aspects of the office support function operate efficiently and effectively. Carries out supervisory responsibilities onsibilities in p accordance with applicable Federal, State, and County laws as well as the City's policies and ordinances. Responsibilities include: training employees; planning, assigning, and directing work; assisting in evaluating performance; issuing reprimands; addressing complaints and resolving problems. Responsibilities also include the ability to recommend hiring; provide employee recognition; transfer; promote; discipline; suspend; demote and discharge of employees and the adjustment of grievances. QUALIFICATION REQUIREMENTS To perform this job successfully, an individual must be able to perform essential duties satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Work is performed at a high level of detail and pressure of deadlines. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. EDUCATION and /or EXPERIENCE A minimum of two (2) years progressively responsible experience in a similar local government capacity, or five (5) or more years of equivalent combination of education or experience: including a minimum of two (2) years supervisory experience. Working knowledge of Microsoft Office. Must have excellent communication and organization skills to effectively communicate in both verbal and in written form, to work effectively with staff, coworkers, residents, developers, and other government agencies. Previous experience working with municipal licenses, records retention and imaging, and election processes is desirable. LANGUAGE SKILLS Ability to read and interpret documents such as operating and maintenance instructions for office equipment, general City policies, regulations, ordinances, codes, and contracts. Ability to prepare reports and correspondence. Excellent word, grammar, punctuation, and vocabulary skills. Ability to communicate effectively both orally and in writing with supervisors, City staff, elected officials and the general public. Ability to make arithmetic computations using whole numbers, fractions and decimals. Ability to compute rates, ratios, and percentages. OTHER KNOWLEDGE, SKILLS, AND ABILITIES Considerable skill in using computer programs such as Word, Excel, Outlook, Access, and Publisher. Ability to operate various types of office equipment. Knowledge of clerical and office procedures. Knowledge of local government functions and practices. Ability to maintain confidentiality. Ability to develop goals, policies, plans, and procedures related to office management. Ability to organize and prioritize work and multitask. Ability to establish and maintain relationships with all staff. CERTIFICATES, LICENSES, REGISTRATIONS Certification as a Certified Municipal Clerk or have the ability to obtain within four (4) years of hire. Minnesota Class D Drivers License. PHYSICAL DEMANDS The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee is regularly required to: use hands to finger, handle, or feel objects, tools, or controls; sit; and talk or hear. The employee frequently is required to sit. The employee is occasionally required to stand; walk; reach with hands and arms; stoop; kneel; crouch; or crawl. The employee must frequently lift and /or move up to 10 pounds, and occasionally lift and /or move more than 25 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus. WORK ENVIRONMENT The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. I he noise level in the work environment is usually moderate. SUMMARY EN HILLS ESSENTIAL FUNCTIONS OF THE POSITION ee v sat Position Title: Department: Accountable to: Positions Supervised: Status: CITY OF ARDEN HILLS POSITION DESCRIPTION Director of Finance and Administrative Services Finance Department City Administrator Finance Department Staff (3), Deputy Clerk Full -Time, Exempt November 2010 This position is a highly responsible administrative position involving all phases of municipal finance operations, human resources, technology (with the exception of cable television) and all statutory duties of City Clerk. This position provides assistance to the City Administrator in the overall administration of City services and operations. The primary objectives are: the planning and development of fiscally sound financial and accounting practices which are in the best interest of the City, ensuring compliance with State and Federal laws related to Human Resources; keeping the City current with efficient and cost effective technology; and providing services to City departments to assure compliance with the City's policies, goals, and programs. Provides the overall administration and management direction for the daily financial affairs of the City. Oversee, design and manage policies and procedures for bill payment, deposit of monies, utility billing, payroll, fixed assets and selection of the City's banking services. Provides detailed guidance and direction in the preparation of the annual budget for the City; assists with budget implementation. Performs, prepares and oversees long -range financial management plans and annual forecasts to create a strategic context for evaluating the annual budget and for measuring the long -term effect of decisions for evaluating future revenues, expenditures, cash flows and fund balances. Prepare and oversee the preparation of the City's Annual Budget Document, ensuring the report is prepared in accordance with the Distinguished Budget Presentation Awards Program criteria sponsored by the GFOA. Oversee the monthly and quarterly budget reports and the development of the ten (10) year financial plan. Prepare and oversee the preparation of the City's Comprehensive Annual Financial Report (CAFR), Popular Annual Financial Report (PAFR), ensuring the reports are prepared in accordance with the Certificate of Conformance programs sponsored by GFOA. Provide for the investment of all City funds and oversee the administration of the City's debt. Act as Treasurer for the City and assumes all statutory requirements of the position. Administers and oversees human resource functions including compensation, benefit administration, employee relations, worker's compensation, labor negotiations, training, and personnel systems and procedures. Coordinates implementation of information technology excluding cable television. Oversees the administration of the statutory duties of City Clerk (i.e., official records, licensing, Data Practices, elections, etc). Acting City Administrator in the absence of the City Administrator. Represent the City on various boards and to various state, metropolitan and county agencies. Facilitate the Financial Planning and Analysis Committee. Assumes additional responsibilities as requested and appropriate. SUPERVISORY RESPONSIBILITIES Directly supervises the Finance staff and Deputy Clerk. Carries out supervisory responsibilities in accordance with applicable Federal, State, and County laws as well as the City's policies and ordinances. Responsibilities include: training employees; planning, assigning, performing and directing work; assisting in evaluating performance; issuing reprimands; addressing complaints and resolving problems. Responsibilities also include the ability to recommend hiring; provide employee recognition; transfer; promote; discipline, suspend; demote and discharge of employees and the adjustment of grievances. QUALIFICATION REQUIREMENTS To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill, and /or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. EDUCATION and/or EXPERIENCE Minimum Requirements: Bachelor's degree in accounting, finance, or related field. Four (4) to six (6) years in municipal or public finance field with at least two (2) years in a responsible management position. Two (2) years of supervisory experience. Experience in planning, directing and reviewing financial related activities. Desired Qualifications Masters degree in accounting, finance, or related field, and /or CPA or CPFO. Experience in project management, insurance, investments, debt management, tax increment financing, and computer operations. Experience preparing annual financial reports, annual operating budget, and Capital Improvement Plans (CIP). Experience in human resources and information technology. LANGUAGE SKILLS Ability to read and interpret documents such as bond documents, investment reports, financial documents, state statutes, reports, policies, regulations, ordinances, codes, contracts, and procedure manuals. Ability to prepare clear and concise administrative and financial reports. Ability to prepare detailed financial analysis. Ability to communicate effectively both orally and in writing with City staff, elected officials, and the general public. MATHEMATICAL SKILLS Ability to make arithmetic computations using whole numbers, fractions and decimals. Ability to compute rates, ratios, and percentages. OTHER KNOWLEDGE, SKILLS, AND ABILITIES Knowledge of operations, services and activities of a comprehensive, municipal fiscal services program. Knowledge of principles, practices and methods of municipal finance and accounting as defined by GFOA. Knowledge of generally accepted accounting principles as defined by GASB. Knowledge of internal control principles and the ability to transfer that knowledge into policies and procedures. Knowledge of principles and practices of municipal budget preparation and administration. Knowledge of principles and procedures of financial reporting. Knowledge of principles of supervision, training and performance evaluation. Knowledge of principles of human resource administration. Knowledge of pertinent Federal, State and local laws, codes and regulations. Knowledge of current and cutting edge technology to enhance operations and improve efficiencies. Ability to plan, organize, direct and coordinate the work of the finance department staff and the Deputy Clerk. Ability to establish and maintain effective working relationships with Staff and City Council. PHYSICAL DEMANDS The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee is regularly required to use hands to finger, handle, or feel objects, tools, or controls; sit; and talk or hear. The employee frequently is required to sit. The employee is occasionally required to stand; walk; reach with hands and arms; stoop; kneel; crouch; or crawl. The employee must occasionally lift and /or move up to 10 pounds and occasionally lift and /or move up to 25 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus. CERTIFICATES, LICENSES, REGISTRATIONS Minnesota Class D Drivers License. WORK ENVIRONMENT The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. The noise level in the work environment is usually moderate. Our Mission The mission of the Finance Administrative Services Departments is to work in partnership with the Mayor, City Council Members, City Administrator, all departments, other governmental agencies and citizens to provide excellent service to our community. Our Vision Excellence in the management of carefully garnered public resources. Our Primary Objective To provide financial management, information, and business products to policy makers, departments, agencies, investors, and the community so they can have confidence in the City of Arden Hills' government, make informed decisions, and achieve their results. Current Organization Accounting Analyst (1) Accounts Payable Budget Audit Coordination CAFR Chart of Accounts General Ledger Training Payroll Benefit Administration Financial Reporting FPAC Agendas FPAC Minutes Lodging Tax Monthly Fin Reports File Maintenance Escrow Quarterly Payroll Reporting Procurement Cards Purchase Orders Springbrook Software (1) FINANCE ADMINISTRATIVE SERVICES'S MISSION, VISION, and PRIMARY OBJECTIVE Accounting Clerk Utility Billing Accounts Receivable Cash Receipts Recon Bank Deposits Audit Coordination Check Writing Financial Reporting File Maint (Finance) File Maint(Gen Files) Back -up Front Desk Special Assessments Public Meeting Notices Gen Office Sup(Backup) PAFR Backup Acctg Analyst Finance Director (1) Finance Interns (1.35) Finance Human Resources Safety Committee Information Technology Risk Management Special Projects Quarterly Fin Reports Sharepoint (Intranet) Budget Book CAFR Backup Acctg Analyst Office Support Specialists Cash Management Receipt Sp Assessment: Cash Receipts /Cashier Scan Files to Laserfiche Investments Cash Receipts /Cashier Building Permits Bulk Mailings Budget Elections Public Meeting Notices Front Desk Counter Audit Coordination Building Permits Park Rec Guide Shredding Fixed Assets Planning Comm Packets Recreation Registration Copying Bank Reconciliations Council Packets Animal Licensing Filing Financial Reporting Public Meeting Notices Elections Special Projects Long -range Planning Building File Maint Answer Phone Primary Capital Impr Plan (CIP) Licensing and Permits Front Desk Counter Primary Monthly Financial Report City Website Office Supplies Celebrating AH Support Monthly Reports Notary Planning Comm Minutes PTRC Minutes Park Rec Guide File Maint (Gen Files) Contract Files Calendars Time cards PMP Letters and Mailings Publication of Ordinances Resolution Files Ordinance Files Answer Phones Secondary Front Desk counter General Office Support Daily Mail Sort Gopher One Calls Customer Service Representative (1) Mtg Room Scheduler Customer Service Office Equip Maint Parking Permits On -call Schedules Petty Cash General Office Support Notary Some of the tasks appear under multiple persons because of Internal Controls and Separation of Duties The bulk of the intem work would go back to the Finance Director if Kyle is not hired except Bank Reconciliations Shaded areas under Interns are the transaction processing that is done by the part-time intem or Joe if we do not have an intem Admin Intem /Student (0.5) Deputy Clerk (1) Elections Council Packets Public Meeting Notices Licensing Permits File Maintenance Contract Files Calendars Publication of Ordinances Resolution Files Ordinance Files Charitable Gambling Human Resource Support Data Practices Requests Council Minutes Admin Update Central Files 1 of 8 Current Organization Accounting Finance Financial Planning Budget Financial Reporting Audit Coordination General Ledget Fixed Assets Infrastructure /CIP Insurance /Risk Management Training Purchasing Policies and Procedures Technology Plan Information Technology (11) Revenue Management Investments Cash Management Debt Management Banking Services Fiscal Policies Finance Administrative Support Customer Service *Records Management Information Processing *Permitting *Licensing *Elections *Meeting Agendas *Minutes *Ordinances *Resolutions Correspondence Website management Adm i n Support to Depts Human Resources Benefit Administration Compensation *Employee Records OSHA Compliance Safety Committee Federal Reporting State Reporting Pay Equity *Employee Training Some items under Adminsitrative Support and HR are also currently "dotted -line" relationships or overlap with the duties of the Deputy Clerk 2 of 8 Proposed Organization Accounting Analyst (1) Accounts Payable Budget Audit Coordination CAFR Chart of Accounts General Ledger Training Payroll Benefit Administration Financial Reporting FPAC Agendas FPAC Minutes Lodging Tax Monthly Fin Reports File Maintenance Escrow Quarterly Payroll Rpt Procurement Cards Purchase Orders Springbrook Software Backup Finance Analyst Finance Analyst (1) Cash Management Investments Budget Audit Coordination Fixed Assets Bank Reconciliations Financial Reporting Long -range Planning Capital Impr Plan (CIP) Monthly Financial Rpts Quarterly Fin Reports Sharepoint (Intranet) Budget Book CAFR Information Technology Risk Management Backup Acctg Analyst Accounting Clerk (1) Utility Billing Accounts Receivable Cash Receipts Recon Bank Deposits Audit Coordination Check Writing Financial Reporting File Maint (Finance) File Maint(Gen Files) Back -up Front Desk Special Assessments Public Meeting Notices Gen Office Sup(Backup) PAFR Backup Acctg Analyst Director of Finance and Administrative Support (1) Finance Intern (0.35) Accounts Payable File Maintenance Payroll Finance Activities Human Resources Special Projects Information Technology Risk Management Support to the City Administator Some of the tasks appear under multiple persons because of Internal Controls and Separation of Duties Office Support Specialists (2) Deputy Clerk v (1) Receipt Sp Assessments Cash Receipts /Cashier Elections Building Permits Planning Comm Packets Council Packets Public Meeting Notices Building File Maint Licensing and Permits City Website Celebrating AH Support Monthly Reports Notary Planning Comm Minutes PTRC Minutes Park Rec Guide File Maint (Gen Files) Contract Files Calendars Time cards PMP Letters and Mailings Publication of Ordinances Resolution Files Ordinance Files Answer Phones Secondary Front Desk counter General Office Support Daily Mail Sort Gopher One Calls Elections Licensing Permits Records Management Charitable Gambling Human Resource Support Safety Committee Data Practices Requests Council Minutes Agendas Admin Update Central Files Customer Service Specialist (1) Cash Receipts /Cashier Building Permits Public Meeting Notices Park Rec Guide Recreation Registration Animal Licensing Elections Answer Phone -Primary Front Desk- Counter -Primary Office Supplies Mtg Room Scheduler Customer Service Office Equip Maint Parking Permits On -call Schedules Petty Cash General Office Support Notary Admin Intem /Student Worker (0.5) Scan Files to Laserfiche Bulk Mailings Front Desk Counter Shredding Copying Filing Special Projects 3 of 8 Proposed Organization Accounting Finance Financial Planning Budget Financial Reporting Audit Coordination General Ledget Fixed Assets Infrastructure /CIP Insurance /Risk Management Training Purchasing Policies and Procedures Revenue Management Investments Cash Management Debt Management Banking Services Fiscal Policies Finance Administrative Services Administrative Support Administrative Services Customer Service Records Management Information Processing Permitting Licensing Elections Meeting Agendas Minutes Ordinances Resolutions Correspondence Website management Technology Plan Information Technology (IT) Adm i n Support to Depts Human Resources Benefit Administration Compensation Employee Records OSHA Compliance Safety Committee Federal Reporting State Reporting Pay Equity Employee Training 4 of 8 Finance The finance department plans, organizes, leads, and monitors the activities of the two programs: accounting and revenue management. Finance Goals Developing and implementing efficient and effective financial policies, plans and reporting systems that assure the City's long -term fiscal health. Protecting the City's assets from unauthorized use. Effectively using the City's financial information technology resources in improving productivity, customer service and access to critical information. Providing quality service to all of the division's customers both external and internal. Major Activities Fiscal policy advice and guidance. Preparing and implementing policies and plans for effectively managing the City's financial resources and preserving its long -term financial health; advising the Mayor, Council, City Administrator and management staff on fiscal matters; coordinating the preparation of the City's financial plan and budget; and reviewing Council agenda reports and other policy documents for fiscal impacts. Department leadership. Develop an organization that effectively builds and uses the talents and skills of each team member in achieving the department's mission, vision and objectives; communicating the City's mission, vision and goals to all team members and assuring that they guide actions and outcomes; developing departmental and employee work programs and monitoring performance; coordinating activities with other departments; maintaining a positive work environment and achieving a high level of employee morale; and representing department programs before the Council, public, staff and other public agencies. Department administration. Coordinating financial activities; preparing and administering departmental budgets and financial reports; supervising department personnel; and maintaining financial records. PROGRAMS and SERVICES Accounting The accounting program coordinates preparation of the City's budget, issues financial reports, and administers the disbursement of City funds in accordance with adopted fiscal policies and internal control procedures. Program Goals Developing and implementing effective and efficient financial planning, reporting, and accounting systems that help the operating departments achieve their objectives. Providing excellent customer service. Protecting the City's resources from unauthorized use. Major Program Activities Financial planning and reporting. Coordinating preparation of the financial plan and annual budget; preparing the comprehensive annual financial report (CAFR); coordinating annual and special audits; preparing annual Office of the State Auditor Reports; issuing interim financial reports on the City's fiscal and budgetary status; maintaining on -line access of financial information to City management and other system users. Accounts payable. Maintaining the organization's accounts payable system, processing the City's accounts payable and issuing checks to vendors; filing special and annual reports required by regulatory and grant agencies; reviewing internal controls and adhering to established payable procedures; maintaining vendor files; reviewing and auditing selected pay authorizations. General accounting services and policies. Maintaining the general ledger system and chart of accounts; preparing daily cash deposits and reports; reconciling monthly bank statements; providing accounting services; establishing accounting policies, systems and practices; reviewing selected financial documents for compliance with City policies and procedures; maintaining historical records of the City's financial performance. 5 of 8 Revenue Management The revenue management program administers the City's treasury and revenue operations in accordance with established fiscal policies. Program Goals Developing and implementing effective and efficient revenue planning, monitoring and reporting systems which help assure the City's long -term fiscal health. Providing quality customer service. Protecting the City's cash assets from unauthorized use. Major Program Activities Utility billing. Maintaining the utility billing system, including customer files, records, and data; posting, billing and distributing water, sewer and surface water management invoices; reviewing internal controls and adhering to established utility billing procedures. Accounts receivable. Maintaining organization -wide accounts receivable system, including customer files, grant receipts, escrow accounts, and hotel -motel tax collections; reviewing internal controls and adhering to established accounts receivable procedures. Special Assessments. Maintaining the special assessment system; annually certifying special assessments to the County for collection with property taxes; responding to inquiries and requests for special assessment information. Cashiering. Providing support for cashiering services; reviewing, reconciling, and posting all cash receipting deposits; depositing and accounting for all banking deposits. Revenue forecasts and rate reviews. Preparing revenue forecasts and monitoring trends; assisting in establishing utility rates, and fees, and making recommendations to Council as appropriate. Investments, banking services, and debt service administration. Managing the City's investment portfolio in accordance with adopted policies and plans, including preparing cash flow projections, coordinating broker /dealer services, identifying appropriate investment vehicles and timeframes, and allocating interest earnings among funds in accordance with generally accepted accounting principles; administering the City's banking services contract; coordinating project financings and administering debt service obligations in accordance with bond covenants. 6 of 8 Administrative Services The Administrative Services department plans, organizes, leads, and monitors the activities of the two programs: Administrative Support and Human Resources. Administrative Services Goals Provide customer service both internally to the organization and externally to the public. Maintain official records of the City through effective records management systems. Perform the statutory duties of the Clerk's office. Administer elections. Establish and coordinate human resource programs, policies and procedures to ensure that City recruits and maintains a qualified workforce according to Federal and State laws. Major Activities Policy advice and guidance. Preparing and implementing policies and plans for effectively managing the City's human resources and preserving its long -term health; advising the Mayor, Council, City Administrator and management staff on personnel matters; maintaining official City documents; and performing the statutory duties of the Clerks office. Department leadership. Developing an organization that effectively builds and uses the talents and skills of each team member in achieving the department's mission, vision and objectives; communicating the City's mission, vision and goals to all team members and assuring that they guide actions and outcomes; developing departmental and employee work programs and monitoring performance; coordinating activities with other departments; maintaining a positive work environment and achieving a high level of employee morale; and representing department programs before the Council, public, staff and other public agencies. Department administration. Coordinating activities; administering elections; preparing and administering the City's permit and license programs, administering department personnel; and maintaining central files and official City records. Administrative Support The office administration program plans, organizes, leads, and monitors the activities of the office support activities to all departments. Program Goals Developing and implementing efficient and effective records management systems. Providing quality service to all the City's customers both external and internal (this includes all City departments). Major Program Activities Records Management. Developing and maintaining central files. This is both hard copy files and laser fiche files. Maintain official City documents such as Ordinance Books, Resolution files, Official City Minutes, Agendas, posting and notices, calendars, and website information. Information Processing. Developing and administering all City permits, licenses, information requests, recreation registrations, and handle all City front desk counter activity. Elections. Assist in election administration and administer absentee ballots at City Hall. Office Support. Assist all City departments with meeting agendas, meeting and commission minutes, preparation of presentation materials, correspondence, and other support as needed. 7 of 8 Human Resources The human resources program coordinates the recruitment, selection, development, training and assessment of appropriate human resource needs for the City. Program Goals Provide recruiting, interviewing, and other personnel services for all City departments. Administer classification and compensation system for all employees in compliance with pay equity. Plan and coordinate in -house training programs for City staff. Administer City benefit plans. Establish and coordinate an in -house employee safety program to ensure OSHA compliance, employee education, and to provide for a safe work environment for the City's employees. Major Program Activities Recruitment and selection. Coordinate the recruitment process for open City positions. Ensure positions are posted, screen applicants, set up interviews, do background checks, and follow recruitment process through the hiring process. Work with various City departments to fill there employment needs based on approval of the City Council. Employee benefits and compensation administration. Ensure compliance with Pay Equity reporting. Periodically update and maintain current job descriptions. Coordinate market studies when appropriate. Administer all employee benefit programs. Implementation of, and compliance with Federal and State employment laws. Keep current with employment law and reporting. File mandatory reports by the proper deadlines. Labor negotiations. Work with City Administrator and City Council to negotiate union contracts. Processing of employee grievances. Take and investigate employee grievances and concerns. Decide the appropriate actions that need to be taken according to law and the City's personnel policy. Work with City departments and employees to resolve issues. Development of Personnel Policies. Review current policies, update and establish new policies as needed or mandated by law. Coordination of City Safety Program. Establish an employee Safety committee to ensure a safe work environment for employees and to protect the City. Coordination of City drug and alcohol testing program. Work with the provider and City departments to administer program. Follow thru with any violations according to City Policies and Union contract. 8 of 8 FINANCE ANALYST REQUEST EN HILLS Request Summary We have analyzed resource needs in accomplishing the Finance department workload and goals, evaluated options and developed the recommended resource addition of a Finance Analyst, including annual costs. Key Objectives 1. Provide coordination and facilitation of the financial plan and annual budget process. 2. Provide analytical support for fiscal planning, fiscal monitoring, policy development, policy compliance, budgeting and budget performance reporting. 3. Provide analytical support for Investment management and perform cash management activities such as; bank reconciliations, cash flow projections, and quarter reports. 4. Assume the maintenance of the financial data required by GASB 34 associated with the infrastructure and fixed asset reporting systems. 5. Provide improved internal controls. 6. Assume duties that have been delayed or deferred due to human resource constraints including implementing the capital project management, purchase order systems, EFT vendor payments, Sharepoint (intranet), and information technology projects. 7. Assist senior management staff in responding to workload backlogs. Additional Staffing Needed to Accomplish Department Mission, Goals and Objectives With the new upgrade of the accounting system (Springbrook), auditing standards, GASB statements, major capital projects, upgrades to the budgeting process, and other goals and initiatives, the Finance Department is not able to adequately address its core mission. Stated simply, accomplishing the mission of the Finance Department with the current staffing level is not sustainable. Meeting long -range planning, reporting and monitoring needs in all areas of the division's operations means increasing the analytical capacity of the Finance Department. Examples of duties and projects that would be assigned to the Finance Analyst continue to include: 1. Assisting in improving our customer service levels primarily by expanding our analytical abilities and decreasing the response time for fiscal policy advice and guidance. This includes reducing our response time on simple inquiries regarding budget preparation to improving our ability to timely employ complex cost analyses required in the development of the utility rates and other charges for services. 2. Scheduling the budget time frame and supervising the distribution of all budget material. Instructing and assisting department staff with established guidelines and completion of forms. Evaluating submitted departmental budget proposals as to fiscal impact and preparing reports analyzing and evaluation various budget proposals for administrative review. 3. Assist with the preparation and publication of the annual budget book in a timely manner (within two months of adoption by City Council). 4. Analyzing budget performance and preparing report of findings on revenues and expenditures and advising administration as to potential problems. 5. Scheduling and preparing required and requested financial reports for federal, state, grantor and other agencies. These reports include reimbursement requests and other reports required by the U.S. Department of Justice, Minnesota Public Facilities and Pollution Control Agencies, Minnesota Office of the State Auditor, Minnesota Department of Revenue and other agencies and organizations. 6. Coordinating and managing the time consuming task of maintaining the financial data mandated by GASB 34 related to infrastructure and fixed assets reporting requirements. 7. Perform cash management activities such as bank reconciliations, cash flow analysis, and portfolio management. 1 FINANCE ANALYST REQUEST EN HILLS 8. Implementing the much needed capital project management and purchase order modules in our financial system that have to this point in time been deferred because of workload constraints. 9. Setting up and maintaining the City Intranet site (Sharepoint) which to this point has been deferred because of workload constraints. 10. Assist the Finance Director with the IT duties and employee education on software issues. 11. Assume duties which promote an improved internal control system, facilitate financial transparency and contribute to safeguarding of the City's assets. Goal and Policy Links Finance Department Operating Program Goals 1. Developing and implementing efficient and effective financial policies, plans and reporting systems that help the operating departments achieve their objectives and assure the City's long -term fiscal health. 2. Protecting the City's assets from unauthorized use. 3. Effectively using the City's financial information technology resources in improving productivity, customer service and access to critical information. 4. Providing quality service to all of the division's customers both external and internal to the organization. To view the Finance Department's organizational chart and for a brief description of the Finance Department's mission, vision, primary objective, and programs and services please see the accompanying attachments. Financial Considerations Adding a Finance Analyst in the Finance Department will cost $66,652 in 2011. The General Fund impact would be $13,330 as this position would reduce intern costs in the Finance department and this position is allocated across all funds as it provides general financial support as do the other positions in the Finance department. This position is currently included in the Preliminary 2011 budget in contingency. Stakeholders 1. Mayor, Council Members, senior management, and front -line staff in the Finance Division. 2. Employee Services. 3. Operating departments that benefit from Finance services. 4. Community as a whole that benefits from effective fiscal stewardship, accountability and financial transparency. Implementation 1. Hire current intern Kyle Howard January 2011 Alternatives Continue the Status Quo: The Finance Division will do the best it can to prioritize workload and respond to City Council and community needs. However, given staffing constraints, workload and projects that have already been deferred or delayed, maintaining the status quo will likely result in a reduction in Finance services to the community and organization from current levels, this would also mean that the audit findings for "timely reconciliations" would most likely return, final budget books would likely continue to completed late in the year and quarterly financial reporting would most likely continue to be late. While we continue to use interns, the training period as we replace them requires time and depending on how long we have them it also impacts what projects we can give them and how much expertise they develop. 2 E 0 Q U 2 c o c m 2 t 0 8, 0 c6 Q C Y 0 W M J C G) o E e N 0 a. ce 0) 0 Sue Iverson rr 1 0: Subject: Pat hL4 suay, November t ibe 04, 2010 4 Sue Iverson FW: Arden Hills City Engineer Designation Original Message From: Deb Bloom Sent: Monday, October 11, 2010 1:57 PM To: Patrick Klaers Cc: Terry Maurer; Duane Schwartz; Bill Malinen Subject: Arden Hills City Engineer Designation With the addition of Terry Mauer as the Public Works Director, it has become clear that it would be in the best interest of Arden Hills for Roseville to relinquish our role as the Arden Hills City Engineer. It has always been our goal to act in the best interests of Arden Hills. By having the City Engineer be the Arden Hills Public Works Director it will cut down on Roseville Engineering service hours. This will be accomplished by a reduction in my involvement in the day to day activities of our staff that are assigned to Arden Hills. Both Kristine Giga and Matt Woodruff will report directly to Terry for work direction, however, as described in the Joint we rs Agreement, section E, I will still act as their supervisor for purposes of performance eview and discipline. I feel confident that Terry and I will work well together on ensuring g that Roseville staff are completing their assigned work tasks in a timely manner and in such a way that they meet the policies of the City of Arden Hills. I look forward to working with you and Terry as Roseville`s role at Arden Hills continues to evolve. Please let me know if you have questions. City of Roseville Debra M. Bloom P.E. City Engineer Assistant Public Works Director Phone: 651 792 -7042 Fax: 651 792 -7040 Mobile: 651- 775 -6266 Help reduce paper waste. Please print only if necessary. Confidentiality Statement: The documents accompanying this transmission contain confidential information that is legally privileged. This information is intended only for the use of the individuals or entities listed above. If you are not the intended recipient, you are hereby Itified that any disclosure, copying, distribution, or action taken in reliance on the contents of these documents is strictly prohibited. If you have received this information in error, please notify the sender immediately and arrange for the return or destruction of these documents. 1 Proposal For Public Sector Labor Consulting Services City of Arden Hilis, MN Submitted by: Midwest Government Advisors L.L.C. Contact Person: William S. Joynes 109 Paisley Lane Golden Valley, MN 55422 Phone 763- 544 -2981 Cell 612-860-4950 bjoynes@mngadvisors.com November 1, 2010 Introduction: Proposal to City of Arden Hills, MN Public Sector Labor/ Personnel Consultant Midwest Government Advisors (MGA) is pleased to present this proposal to the City of Arden Hilts to provide consulting services to assist with public sector labor negotiation activities. The firm represents a combination of extensive, practical, workplace, labor and personnel experience garnered through a collective 90 years of experience leading public sector organizations and associations. MGA was established in the spring of 2006. The company specializes in providing labor and personnel services, education and training, investigative assistance and background and executive search services. The firm holds a State of Minnesota Private Investigator's License and we are fully bonded and insured. All three of the partners in the firm have extensive careers in public sector management and specific involvement in labor and personnel issues. Background: Bill Joynes has been teaching at the college graduate level for over 25 years, with specific emphasis on labor relations, negotiation, mediation and arbitration, human resources and the public sector dispute resolution. During his more than 30 years experience in senior management positions in City Government, he has served as City Manager of Golden Valley, MN for 19 years, City Manager in White Bear Lake for 10 years, he served as the Chairman of the Metropolitan Area Management Association's Joint Labor Committee for 15 years and Chaired the League of Minnesota Cities Personnel and Pension Committee. Bill has served as the Dean of the Hamline Graduate School of Management and is currently the Director of Hamline's Center for Public Administration and Leadership. He has worked with Labor Relations Associates and Springsted Inc. on a consulting basis serving Minnesota government clients. Robert Shellum spent almost 30 years in law enforcement, completing his career as Public Safety Director of the City of Golden Valley. He also teaches graduate great deal of work in the areas of selection and promotion of personnel; specifically developing assessment instruments that have been used on a national level. He has worked extensively in candidate assessment and selection. Stephany Good has extensive experience in investigation as a result of her comprehensive law enforcement career. She also teaches law enforcement leadership classes at the college graduate level. Stephany has extensive public safety management experience having served as the Police Chief in Orono, MN and as Chief Deputy of the Hennepin County Sheriffs Department. She has also served on the Police Department of St. Louis Park, MN and as a Chief Investigator for the MN Bureau of Criminal Apprehension. Staff Assigned to Arden Hips: The primary contact for the provision of labor and personnel advice, negotiation and mediation services, will be Bill Joynes, resume attached. Robert Shellum will be the secondary contact. Company Experience Midwest Government Advisors is a relatively new firm with principals that have, collectively, over 90 years of experience in public sector management. We have a limited client base by choice. We believe that actual experience in managing organized labor groups in a public sector setting is valuable to our clients. We believe strongly in promoting collaborative labor management relations and solving problems. It is our intent to limit the legal expenses of clients in the management of employee relations but when that is not possible, we have existing associations with various legal entities providing service in this area. Members of MGA have negotiated and mediated contracts and handled discipline and grievance processes with LELS, the Teamsters, AFSCME, IAFF, and I.U.O.E. Local 49. Our company has extensive investigative experience which we have used to provide our clients support in internal affairs investigations, citizen complaint handling and hiring, background investigations. Unsolicited opinions about our work in this area can be obtained from Liz Wheeler, Northfield HR Director, Tim Madigan, Faribault City Manager, Mark DuCharme, Fire Chief, East Bethel. Intormation technology investigations. •0 Client Profile: All of MGA's clients are public sector employers. The percentage of our workload related to labor and employment law areas is estimated at 75%. References: Wally Wysopal City Manager North St. Paul, MN, ph: 651-747-2421 Lynda Woulfe Administrator Cambridge, MN,(formerly Pine City), ph:763-552-3262 Don Howard, Administrator Jane Robbins, Mayor Pine City, MN, ph. 320-629-2575 Mark Karnowski Administrator Princeton, MN, ph: 763-389-2040 Melissa Cushing HR Director Goodhue County, MN, ph: 1-651-385-3031 Bridgett Konrad Administrator North Branch, MN, ph: 651-277-5229 MGA bills at an hourly rate of $115.00. The rate will be in effect for 2 years. Billing is calculated on half hour increments over quarterly periods. Alt expenses are included in the hourly rate. On- site meetings are billed portal to portal. There is no charge for routine phone and e-mail contact. Additional project work may be negotiated on a set fee basis. Conflict of Interest Statement: Midwest Government Advisors does not currently represent, nor has it represented any client where representation would conflict with our ability to serve as a consultant to the city of Arden Hills. Educational Background: William S. Jones Sr. Golden Valley, Minnesota 55422 (612) 544 -2981 -Home (651) 523 -2517 Office (612) 860 -4950 Cell wjoynes01@gw.hamline.edu 1970 B.A., Psychology, University of Minnesota 1973 Coro Foundation, National Fellowship in Public Affairs, St. Louis, Missouri 1974 M.A., Urban Studies, Occidental College, Los Angeles, California Professional Background: Principal, Midwest Government Advisors Associate Professor, Hamline University, School of Business Interim Administrator Executive Search Consultant Pine City, MN Interim Dean 1 Public Administration Program Director Hamline University, Graduate School of Management City Manager/ Housing and Redevelopment Authority Director City of Golden Valley, Minnesota Associate Dean Hamline University, Graduate School of Public Administration Assistant Dean Hamline University, Graduate School of Public Administration Administrative Analyst 11, City Coordinator's Office 1973 City of Minneapolis, Minnesota 2006 Present 1986 Present 2007 2003 -2005 1984 2003 2001 2002 '1999 2001 City Manager, City of White Bear Lake, Minnesota 1978 1984 Assistant City Manager /Personnel Director 1974 1978 City of White Bear Lake, Minnesota Director of Administration, Minneapolis Model City Program City of Minneapolis, Minnesota Aide to President, Minneapolis City Council City of Minneapolis, Minnesota Assistant to the Director, Environmental Controls 1971 City Coordinator's Office City of Minneapolis, Minnesota 1972 1971 1972 Activities 1 Associations Treasurer, Board of Directors, The Bridge for Youth, 2008 Present Director, MN American Public Works, Leadership Academy, 2006 Present Chairman, Crystal -New Hope Golden Valley, Joint Water Commission, 1992 -2002 Chairman, Metropolitan Area Management Association Labor Relations Committee: Responsible for joint bargaining in Minneapolis -St. Paul Metro Area for police, public works, clerical- technical, and fire contracts; 1981 2002 Member, Faculty Advisory Committee, Graduate School, Hamline University, 1997 2003 Chair, Faculty Personnel Subcommittee Member, Government Training Service, Personnel Advisory Committee, 1989 2002 Chairman, Metropolitan Area Stanton Survey Committee; 1986 2002 Chairman, Minnesota Cities Joint Comparable Worth Committee; 1985 2002 President, Local Government Information System (LOGIS); 1992 1997 Board of Directors Executive Committee; 1989 1997 Chairman, Twin West Chamber "Leadership Academy 1993 1994 Board of Directors /Treasurer, Minnesota Public Employer Labor Relations Association; 1990 -1992 President, Metropolitan Area Management Association: Professional Association of 65 area City Managers and Administrators; 1987 Chairman, League of Minnesota Cities Personnel and Public Safety Committee; 1986, 1987 Joynes page 3 Board of Directors, Northwest Cable Commission: 1986 Board of Directors, Minnesota Chapter of the American Society of Public Administration; 1984 Chairman, Ramsey/Washington Counties Suburban Cable Commission; 1979 1982. Board of Directors, Association of Metropolitan Municipalities; 1979 1980 Board of Directors; Minnesota State Intergovernmental Information Systems Advisory Council; 1978 1980. Chairman, Board of Directors Ramsey County Consortium of Municipalities; 1977 1984. Teaching and Training Activities: Hamline University Associate Professor Courses Taught: Human Resource Management Public Dispute Resolution Negotiation Theory and Practice Mediation Arbitration Public Finance Critical Issues University of Minnesota, Carlson School, Employer Education Service Faculty Member Annual Seminars: Public Sector Performance Appraisal Discipline and Grievance Administration Public Sector Human Resource Management /Hiring and Selection Public Safety Executive Development Institute Faculty Member Annual Seminars: Employment Law Hiring Interviewing Compensation Labor Relations Performance Appraisal Inver Grove Community College Academy for Public Management Faculty Member Annual Seminars: Finance for Non Financial Managers Joynes page 4 Century College City Management Certificate Program Faculty Member Annual Seminars: MN Chapter of the American Public Works Association Director: Leadership Academy, Director, Instructor Miscellaneous Programs: Hopkins High School Ethics in the Workplace Robbinsdale High School Ethics in the Workplace Minnesota Mayor's Association Ethics League of Minnesota Cities Leadership Twin West Chamber of Commerce Public Sector Leadership Park City Utah City Staff Negotiation Theory Russia U.S.A. Connect Local Government Structure, Human Resources, Finances Exchange Host Public Officials from Lithuania, England, Russia and Scotland Minnesota State Fair Supervisors Supervision and Delegation Washington County Supervisors Team Building and Practical Supervision Recent Speeches and Seminars: 2001 2002 2003 Coaching Supervision League of Minnesota Cities Annual City Staff Conference, Workforce Issues Twin Cities Managers and HR Directors, Labor Trends Federal Executive Board, Diversity Council, Generations in the Workplace MN Counties Association, Public Management Authority Federal Executive Board, HR Essentials, Public Administration Trends, Supervisory Authority, Discipline, Hiring and Selection Washington County MN, Workplace Authority Federal Executive Board, Conflict Resolution MN Association of counties, Performance Appraisal Federal Executive Board, Federal Employees Conference, Generations in the Workforce Tautges, Redpath Annual Auditing Conference, Effect of Legislative Mandates on Municipal Budgeting 934 U.S. Air Force Wing, Alternative Dispute Resolution City of Red Wing, MN Supervisors, MN Labor Law and Collective Bargaining MN State Police Chiefs Association, HR Trends in Public Safety MN Department of Natural Resources, Public Sector Conflict Management MN Planning Association, Conference Keynote, Public Sector Work Environment Minneapolis Supervisors Annual Training Conference, Keynote, Changes in our Workforce and Environment Joynes page 5 2004 2005 2007 2008 K,6t$w 6 a,$S r a E 9 a.s v z {a a a ..mss MN Government Contract Administrators Association, Workforce Issues Hudson Wisconsin School District, Board and Administration, Dealing with Difficult People MN Department of Natural Resources, Public Sector Conflict Management Minneapolis Council of Churches, Conflict Management Minnesota Police Chiefs Conference, Human Resources Trends Minneapolis Council of Churches, Conflict Management MN Department of Natural Resources, Public Sector Conflict Management University of St. Thomas Graduate School, Public Sector Political Realities Minnesota University at Mankato, Industrial Relations Visiting Speaker Series, Labor Trends 2006 MN Department of Natural Resources, Conflict Management MN Sheriffs Association, The New Political Environment, The New Workforce MN Association of County Officers, Selling Government, Getting Your Story Out Hennepin County Corrections, Effective Discipline West Metro Police Academy, The New Political Landscape S.E. Region, Towards Zero Deaths, The New Political Environment MN Sheriffs Conference, Leadership, Team Building, Change Management MN Deputy Sheriffs Conference, The New Politics, Workforce Anoka County Sheriffs Department, The New Politics, Workforce MN Department of Natural Resources, Conflict Management Goodhue County, Supervisory Training Sessions West Metro Police Academy, The New Political Environment Association of Public Management Professionals, Today's Ethics MN County Human Resource Director's Association, The New Workforce Society for Human Resource Management, Red Wing, The New Workforce MN Department of Natural Resources, Conflict Management Joynes: page 6 2009 location of County Officers MN State Patrol: Civilian Supervisors, Conflict Management Lieutenants, Conflict Management Captains, Conflict Management MN Association of Watershed Administrators, Sexual Harassment Law MN Department of Natural Resources, Perspectives on Public Service City of Mankato, Leadership Academy, Public Sector Leadership City of Woodbury, Public Works Department, Service to the Public Recent Consulting Activities: Pine City, MN 2006/2007 Support Staff, AFSCME Unit North Saint Paul, MN, Police Mediations City of North Branch 2010 Public Works, 49ers Patrol LELS City of St. Paul Park, 2010 Public Works, 49ers Joynes page 7 City of Red Wing MN, 1999 2004 Police Officers, LELS Unit Police Lieutenants, LELS Unit Community Service Officers, Teamsters Unit Office Technical, AFSCME Unit Firefighters, IAFF Unit Goodhue County, MN, 2000 Present County Patrol Officers, LELS Unit Patrol Supervisors, LELS unit County Jailors, LELS Unit Office Technical, AFSCME Unit Public Works Employees, Teamsters Unit P, lc Service Labor Relations Representation, Contract Negotiation and Mediation Advocacy: Princeton, MN 2006/2007/2008 Princeton, MN 2010 Patrol Officers, LELS Unit Patrol Officers, LELS Patrol Officers, LELS Unit City Representative, Veteran's Discipline Panel Miscellaneous Consulting Projects: Joynes page 8 Goodhue County, MN, Management Team Reorganization 2003 Mankato, MN, Organizational Structure and Communications 2004 Mankato, MN, Public Safety Department, Internal Communications Audit and Training 2004 Mankato, MN, Forestry and Parks Department, Internal Communications Audit and Training 2005 Coon Rapids, MN, Citywide Visioning Project 2005 Carver County Management Audit, Staffing Plan, Long Range Budget 2005 South Lake Minnetonka Joint Police Cooperative, Issue Mediation 2005 Ramsey, MN, Management Audit and Staffing Plan 2005/2006 Goodhue County, HR Audit 2006 Goodhue County, County Personnel Policies Revisions 2006/2007 Pipestone County, Personnel Policies Revision 2006/2007 Consulting Assignments: Minnesota Government Advisors 2007, 2008, 2009 City, Administrator Executive Search, 2007 Pine City, Interim Administration Services, 2007 Princeton Labor Negotiations, Police, 2007 Coon Rapids City Council Retreat and Goal Setting 2007 and 2008 Mankato City Council Goal Setting Retreat, 2007 Goodhue County, Public Health Department Program Audit, 2007 Princeton, Salary Survey, 2007 Lakeville Police Department, Strategic Plan, 2008 North Saint Paul, MN, Grievance Mediations, Performance Plans, 2008 Northfield, MN, Police Cpt. Backgrounding, 2008 Big Lake, MN, Grievance Investigation, 2007 Faribault, MN, Candidate Backgrounding, 2008 Faribault, MN, Grievance Investigation, 2007 Isle, MN, Incident Investigation, 2008 Greenwood, MN, Position Evaluation and Salary Survey, 2008 Spring Lake Park, Blaine, Mounds View Fire Department, Training Curriculum Review 2008 Minnestrista, MN, Council Staff Goat Setting 2008 City of Rogers, Council /Staff Goals and Objectives 2009 City of Orono, Council Staff Goals and Objectives 2009 City of Orono, Executive Evaluation and Personnel Issues 2009 Minnetonka Hopkins Communications Consolidation Study, 2009 North Saint Paul, MN, Grievance Mediation 2009 Princeton, MN, Veteran's Preference Panel Rep., Termination Grievance, 2009 City of Goon Rapids, Community Center Visioning, Facilitation 2009 Pine Recent Rewards and Recognitions: Rotary international, Paul Harris Fellow, 1998 Leadership Award, Municipalities Hopkins School District Joint Consortium, 2002 Rotary, Golden Valley, MN Chapter, Citizen of the Year, 2002 International City Management Association, Service Award 2002 Hamline University, Graduate School of Management, Outstanding Faculty Member, 1990 and 2003 12/09