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cp09-14-2010 cAGENDA REGULAR MEETING — HUTCHINSON CITY COUNCIL TUESDAY, SEPTEMBER 14, 2010 1. CALL TO ORDER— 5:30 P.M. 2. INVOCATION — Faith Lutheran Church 3. PLEDGE OF ALLEGIANCE 4. PUBLIC COMMENTS 5. MINUTES (a) REGULAR MEETING OF AUGUST 24, 2010 (b) SPECIAL MEETING OF AUGUST 31, 2010 Action — Motion to approve as presented 6. CONSENT AGENDA (Purpose: onlyfor items requiring Council approval by external entities that would otherwise ave een a egate to t e City Administrator. Traditionally, items are not discussed.) (a) RESOLUTIONS AND ORDINANCES 1. RESOLUTION NO. 13779 - RESOLUTION APPROVING TRAFFIC CONTROL DEVICES (5 AVENUE SE — "TRAIL CROSSING"; LES KOUBA PARKWAY — "SPEED LIMIT -10 MPH" AND "STOP ") 2. ORDINANCE NO. 10 -0555 — AN ORDINANCE REZONING PROPERTY FROM R -1 (SINGLE FAMILY RESIDENTIAL) TO R -2 (MEDIUM DENSITY RESIDENTIAL) AND MXD (MIXED USE DISTRICT) LOCATED NORTH OF GOLF COURSE ROAD REQUESTED BY RANDY ANDERSON, KIDS INC. WITH FAVORABLE PLANNING COMMISSION RECOMMENDATION (SECOND READING AND ADOPTION) 3. ORDINANCE NO. 10 -0556 — AN ORDINANCE AMENDING CITY CODE CHAPTER 54 — STORMWATER MANAGEMENT; SECTION 54.02, DEFINITIONS WITH FAVORABLE PLANNING COMMISSION RECOMMENDATION (SECOND READING AND ADOPTION) 4. ORDINANCE NO. 10 -0558 - AN ORDINANCE REVISING SECTION 112.088 — HOURS AND DAYS OF LIQUOR SALES (SECOND READING AND ADOPTION) (b) CONSIDERATION FOR APPROVAL OF ISSUING SHORT -TERM GAMBLING LICENSE TO HUTCHINSON HOCKEY ASSOCIATION ON JANUARY 29, 2011, AT THE AMERICAN LEGION (c) BOARD APPOINTMENTS - APPOINTMENT OF AUDREY HOLLATZ TO PUBLIC ARTS COMMISSION TO AUGUST 2012 - APPOINTMENT OF ERIC OPLAND TO PRCE BOARD TO AUGUST 2013 (REPLACING DEANE DIETEL) APPOINTMEN TOF ELIZABETH HANNINEN TO PRCE BOARD TO AUGUST 2013 (REPLACING LORA MUILENBURG) (d) CONSIDERATION FOR APPROVAL OF AMENDMENT TO MNDOT AGREEMENT NO. 97126 — CREDIT CARD READER FOR FUEL SYSTEM CITY COUNCIL AGENDA — SEPTEMBER 14, 2010 (e) CLAIMS, APPROPRIATIONS AND CONTRACT PAYMENTS Action — Motion to approve consent agenda 7. PUBLIC HEARINGS — 6:00 P.M. (a) PROPOSED GRANTING OF A ONE YEAR EXTENSION FOR CUSTOMER ELATION TO ACHIEVE JOB CREATION GOALS Action — Motion to reject — Motion to approve (b) CONSIDERATION FOR APPROVAL OF ISSUING ON -SALE INTOXICATING AND SUNDAY LIQUOR LICENSE TO APPLE MINNESOTA LLC DBA APPLEBEE'S NEIGHBORHOOD GRILL & BAR Action — Motion to reject — Motion to approve 8. COMMUNICATIONS RE UESTS AND PETITIONS (Purpose: to provide Council with information necessary to cra t wise po icy. ways oo ing towara 1hefuture, not monitoring past) (a) UPDATE ON ARMOR RADIO SYSTEM — CHIEF DAN HATTEN AND LT. TOM GIFFERSON Action — (b) DISCUSSION OF RESIDENTIAL LEAF VACUUM SERVICE Action - 9. UNFINISHED BUSINESS (a) CONSIDERATION OF AMENDMENT TO CITY CODE CHAPTER 152 — SHORELAND MANAGEMENT; SECTION 152.007, DEFINITIONS; SECTION 152.041, STORMWATER MANAGEMENT; SECTION 152.108, VARIANCES WITH FAVORABLE PLANNING COMMISSION RECOMMENDATION (WAIVE FIRST READING AND SET SECOND READING AND ADOPTION OF ORDINANCE NO. 10 -0557 FOR SEPTEMBER 14, 2010) Action — Motion to reject — Motion to approve 10. (a) CONSIDERATION FOR APPROVAL OF RESOLUTION NO. 13782 - A RESOLUTION PROVIDING FOR THE SALE OF $2,250,000 GENERAL OBLIGATION IMPROVEMENT BONDS, SERIES 2010C Action — Motion to reject — Motion to approve (b) CONSIDERATION FOR APPROVAL OF PROPOSED CHANGES TO HUTCHINSON HEALTH CARE BYLAWS Action — Motion to reject — Motion to approve (c) CONSIDERATION FOR APPROVAL OF RESOLUTION NO. 13780 — A RESOLUTION ADOPTING AMENDED POSITION CLASSIFICATION ASSIGNMENT TABLE DUE TO EMPLOYEE LAYOFFS AND CORRESPONDING PAY GRID EFFECTIVE OCTOBER 31, 2010 Action — Motion to reject — Motion to approve (d) CONSIDERATION OF BIDS FOR JOB EVALUATION /COMPENSATION PLAN STUDY CITY COUNCIL AGENDA —SEPTEMBER 14, 2010 Action — Motion to reject — Motion to approve (e) DISCUSSION OF HUTCHINSON CITY CODE SECTION 72.15 — DECLARATION OF SNOW EMERGENCY; PARKING PROHIBITED Action — (f) CONSIDERATION FOR APPROVAL OF SIDEWALK POLICY REVISION Action — Motion to reject — Motion to approve (g) CONSIDERATION FOR APPROVAL OF SETTING 2011 PRELIMINARY TAX LEVY FOR CITY OF HUTCHINSON (ADOPT RESOLUTION NO. 13784) Action — Motion to reject — Motion to approve (h) CONSIDERATION FOR APPROVAL OF 2011 PRELIMINARY TAX LEVY FOR ECONOMIC DEVELOPMENT AUTHORITY (ADOPT RESOLUTION NO. 13785) Action — Motion to reject — Motion to approve (i) CONSIDERATION FOR APPROVAL OF 2011 PRELIMINARY TAX LEVY FOR HUTCHINSON REDEVELOPMENT AUTHORITY (ADOPT RESOLUTION NO. 13786) Action — Motion to reject — Motion to approve 11. GOVERNANCE (Purpose: to assesspast organizationalperformance, developpolicy thatguides the organization and Council and manage the logistics of the Council. May include monitoring reports, policy development and governance process items.) (a) FIRE DEPARTMENT MONTHLY REPORT FOR AUGUST 2010 (b) HUTCHINSON HOUSING & REDVELOPMENT AUTHORITY BOARD MINUTES FROM MAY 18, 2010, AND JULY 20, 2010 (c) WEED NOTICE MONTHLY REPORT FOR AUGUST 2010 (d) RESOURCE ALLOCATION COMMITTEE MEETING MINUTES FROM AUGUST 5, 2010, AND SEPTEMBER 2, 2010 12. MISCELLANEOUS 13. ADJOURN MINUTES REGULAR MEETING — HUTCHINSON CITY COUNCIL TUESDAY, AUGUST 24, 2010 I . CALL TO ORDER — 5:30 P.M. M ayor Steve oo ca e t e meeting to order. Members present were Bill Arndt, Jim Haugen, Eric Yost, and Chad Czmowski. Others present were Gary Plotz, City Administrator, and Marc Sebora, City Attorney. 2. INVOCATION — Rev. Brian Brosz, First Congregational UCC Church, delivered the invocation. 3. PLEDGE OF ALLEGIANCE 4. PUBLIC COMMENTS Rhett Young, 446 Monroe Street, presented before the Council. Mr. Young came forward to revisit the issue of installing a light at the skate park. He expressed that he feels it is unacceptable not to have the skate park lit up at night. He expressed that an unlit skate park at night causes unsafe circumstances. Mr. Young also expressed that he feels the skate park should have three lights installed versus one that was initially proposed. Mayor Cook noted that this topic was discussed a couple of weeks ago and it was decided via a split vote to not install a light due to cost issues. Mayor Cook also noted that three lights may be overdoing it for the skate park facility. Mayor Cook noted that this item will be discussed as budget discussions move forward for 2011. Mr. Young exppressed concern with the lack of maintenance at the skate park. Mr. Young stated that he would provide inKmation to the Council for their consideration. The Council asked for background information and cost ideas from Mr. Young. Council Member Arndt suggested using a light pole that has been removed from Adams Street. Kent Exner, City Engineer, noted that the contractor on the project removed the poles and he is unaware of their location at this time. He suggested that HUC may have some poles available as well. Mayor Cook noted that more discussion will be had on this topic. 5. MINUTES (a) REGULAR MEETING OF AUGUST 10, 2010 Motion by Yost, second by Arndt, to approve the minutes as presented. Motion carried unanimously. 6. CONSENT AGENDA (Purpose: onlyfor items requiring Council approval by external entities that would otherwise ave een a egate to t e City Administrator. Traditionally, items are not discussed.) (a) RESOLUTIONS AND ORDINANCES 1. ORDINANCE NO. 10 -0553 - AN ORDINANCE AUTHORIZING THE SALE OF CITY -OWNED PROPERTY LOCATED IN THE INDUSTRIAL PARK (SECOND READING AND ADOPTION) 2. ORDINANCE NO. 10 -0554 - AN INTERIM ORDINANCE ESTABLISHING A TEMPORARY MORATORIUM ON THE CONSTRUCTION OF FENCES ADJACENT TO TRAILS WITHIN THE CITY OF HUTCHINSON (SECOND READING AND ADOPTION) (b) PLANNING COMMISSION ITEMS\ CONSIDERATION OF A THREE -LOT PRELIMINARY PLAT OF CROWN ADDITION, COMPREHENSIVE PLAN AMENDMENT AND REZONING PROPERTY FROM R 1 (SINGLE FAMILY RESIDENTIAL) TO R-2 (MEDIUM DENSITY RESIDENTIAL) AND MXD (MIXED USE DISTRICT) LOCATED NORTH OF GOLF COURSE ROAD REQUESTED BY RANDY ANDERSON, KIDS INC. WITH FAVORABLE PLANNING COMMISSION s�� CITY COUNCIL MINUTES — AUGUST 24, 2010 RECOMMENDATION (ADOPT RESOLUTION NO. 13773 AND WAIVE FIRST READING AND SET SECOND READING AND ADOPTION OF ORDINANCE NO. 10 -0555 FOR SEPTEMBER 14, 2010) 2. CONSIDERATION OF A PRELIMINARY AND FINAL PLAT OF ENERGY PARK NORTH SECOND ADDITION (A REPLAT OF ENERGY PARK NORTH)SUBMITTED BY HUTCHINSON ECONOMIC DEVELOPMENT WITH FAVORABLE PLANNING COMMISSION RECOMMENDATION (ADOPT RESOLUTION NO. 13774) 3. CONSIDERATION OF AMENDMENT TO EXISTING CONDITIONAL USE PERMIT TO SHOW PAVED DRIVEWAY FROM ACCESS ROAD TO RAMP BETWEEN THE RELOCATED LIFE LINK III BUILDING AND THE NEW HANGAR AT 1732 BUTLER FIELD DRIVE SW, HUTCHINSON AIRPORT PROPERTY, WITH FAVORABLE PLANNING COMMISSION RECOMMENDATION (ADOPT RESOLUTION NO. 13 775) 4. CONSIDERATION OF AMENDMENT TO CITY CODE CHAPTER 54— STORMWATER MANAGEMENT; SECTION 54.02, DEFINITIONS WITH FAVORABLE PLANNING COMMISSION RECOMMENDATION (WAIVE FIRST READING AND SET SECOND READING AND ADOPTION OF ORDINANCE NO. 10-0556 FOR SEPTEMBER 14, 2010) 5. CONSIDERATION OF AMENDMENT TO CITY CODE CHAPTER 152 — SHORELAND MANAGEMENT; SECTION 152.007, DEFINITIONS; SECTION 152.041, STORMWATER MANAGEMENT; SECTION 152.108, VARIANCES WITH FAVORABLE PLANNING COMMISSION RECOMMENDATION (WAIVE FIRST READING AND SET SECOND READING AND ADOPTION OF ORDINANCE NO. 10 -0557 FOR SEPTEMBER 14, 20 10) 6. CONSIDERATION OF SITE PLAN REVIEW OF A PROPOSAL BY CHIPS HOLDINGS, LLC FOR A 4920 SQUARE FOOT DISTRIBUTION FACILITY ON A LOT IN ENERGY PARK NORTH SECOND ADDITION WITH FAVORABLE PLANNING COMMISSION RECOMMENDATION (ADOPT RESOLUTION NO. 13776) (c) CONSIDERATION FOR APPROVAL OF CHANGE ORDER NO.6 - LETTING NO. 1, PROJECT NO. 09 -01 (ENERGY PARK IMPROVEMENTS PHASE 1) (d) CONSIDERATION FOR APPROVAL OF ELECTION JUDGE WAGE INCREASE (e) CONSIDERATION FOR APPROVAL OF ISSUING SHORT -TERM 3.2 MALT LIQUOR LICENSE TO ST. ANASTASIA CATHOLIC CHURCH (I) CONSIDERATION FOR APPROVAL OF DONATION OF $2000 TO HUTCHINSON FIRE DEPARTMENT FROM MARGARET ABBOTT (g) APPOINTMENTIREAPPOINTMENT TO HRA BOARD - REAPPOINTJOEL KRAFT TO AUGUST 2015 - APPOINT LOUANN HOLMQUIST TO AUGUST 2012 (FILLING UNEXPIRED TERM OF RUTH KIMBALL) (h) CLAIMS, APPROPRIATIONS AND CONTRACT PAYMENTS 56-) CITY COUNCIL MINUTES — AUGUST 24, 2010 Items 6(b)4, 6(b)5, and 6(f) were pulled for separate discussion Motion by Czmowski, second by Haugen, to approve consent agenda with the exception of the items noted above. Motion carried unanimously. Item 6(b)4 had further discussion. Council Member Yost asked why the Planning Commission was not as vigorous in lot coverage as the DNR, such as including overhangs in the calculation. Dan Jochum, Planning Director, explained that the language is rather ambiguous in the current law. The proposed ordinance will be forwarded to the DNR for their review as required. The proposed ordinance does not include calculating uncovered decks that have a pervious surface underneath and have at least 1/8 inch spacing between the deck floor boards. Eaves and overhangs are also not calculated as impervious surface. The proposed impervious surface definition has been included in other chapters of the city code to remain consistency. Motion by Yost, second by Czmowski, to approve Item 6(b)4. Motion carried unanimously. Item 6(b)5 had further discussion. Council Member Yost asked if the "height of building or structure height' definition was clear enough. Mr. Jochum explained that the proposed definition is much clearer than what is currently contained in the code. He also noted that the DNR was in favor of the definition as well. This proposed definition is also to be included in other areas of the zoning code to maintain consistency. Mayor Cook expressed that he likes language using elevations from the curb line. Discussion was held regarding the pros and cons of using the curbline as the base elevation. The proposed ordinance also addresses variances from the impervious surface requirements under certain conditions. Discussion was held in making D and E of the proposed ordinance to be more consistent with each other. Mayor Cook noted that he would like to see language pertaining to new developments having to meet 25% and the rest of the coverage can be mitigated; he proposed that for existing properties — anything over existing coverage has to be mitigated. Motion by Arndt, second by Cook, to table Item 6(b)5 to allow time for sections D and E to be rewritten. Motion carried unanimously. Item 6(f) had further discussion. Mayor Cook noted that Margaret Abbot made a $2000 donation to the Fire Department for a high pressure rescue tool project that has an estimated cost of $15,000. Motion by Arndt, second by Haugen, to approve Item 6(f). Motion carried unanimously. 7. PUBLIC HEARINGS — 6:00 P.M. (a) PROPOSED GRANTING OF A ONE YEAR EXTENSION FOR CUSTOMER ELATION TO ACHIEVE JOB CREATION GOALS Miles Seppelt, EDA Director, explained that this item needed to be moved to the September 14, 2010, City Council meeting due to public notice requirements. Motion by Haugen, second by Arndt, to re -set public hearing to September 14, 2010. Motion carried unanimously. 8. COMMUNICATIONS RE UESTS AND PETITIONS (Purpose: to provide Council with information necessary to cra t wise pot cy. Always looking toward t e uture, not monitoring past) (a) UPDATE ON CURRENT 2010 YEAR -TO -DATE NUMBERS FROM A BUDGET STANDPOINT — JEREMY CARTER Jeremy Carter, Finance Director, presented before the Council. Mr. Carter provided revenue projections through 2010. This totals a revenue shortfall projected at $306,000. The total expenditures under budget are projected at $306,000. Mr. Carter reviewed Obama legislation that will make the December unallotment less likely, severance funds will come from general fund and/or self insurance fund, and the Council has ability to set special levy for market credit reduction if they would choose to do so. 5&- CITY COUNCIL MINUTES — A UGUST 24, 2010 10. NEW BUSINESS (a) CONSIDERATION FOR APPROVAL OF REVIEW AND ACCEPTANCE OF 2009 FINANCIAL REPORT Jeremy Carter, Finance Director, introduced Kyle Meyers, City's Financial Auditor. Mr. Carter noted that a workshop was held prior to the Council meeting at which Mr. Meyers reviewed the financial report in detail. Mr. Meyers presented before the Council. Mr. Meyers noted that the City received the MNGFOA certificate of achievement for excellence in audit reporting. Mr. Meyers noted that the City's net assets increased by approximately $2.5 million. No significant audit findings were reported. Almost all of the City's funds have positive fund balances. The general fund increased by approximately $600,000. Motion by Arndt, second by Haugen, to approve and accept 2009 financial report. Motion carried unanimously. (b) CONSIDERATION FOR APPROVAL OF ENERGY CONSERVATION GRANTS AND ASSOCIATED PERFORMANCE CONTRACTING Kent Exner, City Engineer, presented before the Council. Mr. Exner explained that John Paulson, Environmental Specialist, will be providing an overview on the grants the City has received in the amounts of $100,000 and $39,000. These grants will be tied into the projects that have been identified by Ameresco. Mr. Paulson explained that the City will be receiving a $100,000 Energy Efficiency and Conservation Block Grant and a $39,054 Facility Cost Share Grant. These grants must be used to complete efficiency improvements that were identified in the grant application. Mr. Paulson explained that Ameresco has developed a project summary in the use of these grant funds. Mr. Paulson noted that a Letter of Intent with Ameresco is before the Council for consideration. The Letter of Intent will allow city staff to work with Ameresco to develop the final project agreement. Mike Zakowski, Ameresco, presented before the Council. Mr. Zakowski explained the project summary. Other lighting projects have been included outside of the grant application, specifically at the new wastewater plant. Mr. Zakowski explained that the project is presented as a package. The newer facilities could be removed from the project. Kent Exner, City Engineer, noted that the grants should be executed, however a means to deliver the work needs to be identified. There is the scope of the grant work and there is retrofit work included in Ameresco's project summary. The proposed Letter Of Intent would give Ameresco the go -ahead to create an energy sery ices agreement. This agreement in the end may only be to conduct the work identified in the grant agreements. The exact project scope will then be identified. Council Member Yost commented on Item 14.3 Termination for Insufficient Funding. John Paulson noted that these funds are federal dollars that have been delegated to the State. The termination of the funds is not likely. The City will be expending approximately $118,000 to complete the entire project. The funding will come from cappital projects. Jeremy Carter, Finance Director, note( in the end, departmental operating budgets should be reduced due to these energy efficient projects. Motion by Czmowski, second by Yost, to approve energy conservation grants and associated performance contracting with Ameresco. Motion carried unanimously. (c) CONSIDERATION FOR APPROVAL OF CIVIL AIR PATROL WATER TOWER LEASE AGREEMENT Kent Exner, City Engineer, presented before the Council. This agreement is to allow the Civil Air Patrol to place an antenna on the City's north water tower located on Golf Course Road. Because the Civil Air Patrol is a non - profit organization that provides emergency services, search & rescue, disaster relief and homeland security, the rent costs are proposed to be waived. Mr. Exner noted that the City's consultant on water tower leases, SEH, has commented that the installation of the equipment is acceptable on the following condition 4 5 L9-� CITY COUNCIL MINUTES — AUGUST 24, 2010 that information on the following is provided: location of the cabinet within the tank, identification of a power source and routing to it, how the coax will be routed/attached within the tank riser; provide location and type of sealed penetration to be installed for access tube, and exact location of the antenna. Marc Sebora, City Attorney, noted that changes to this lease agreement compared to others with entities such as Midwest Wireless, include the waiver of rent, insurance coverage liability limits and making the Civil Air Patrol responsible for any damages in the installation of the equipment. Motion by Haugen, second by Arndt, to approve Civil Air Patrol water tower lease agreement subject to the conditions indicated above. Motion carried unanimously. (d) CONSIDERATION FOR APPROVAL OF ORDINANCE NO. 10 -0558 - AN ORDINANCE REVISING SECTION 112.088 — HOURS AND DAYS OF LIQUOR SALES (WAIVE FIRST READING AND SET SECOND READING AND ADOPTION FOR SEPTEMBER 14, 2010) Marc Sebora, City Attorney, explained that this topic was suggested at the last Council meeting by Gail Plaisance, owner of Squeaky's Bar & Grill. Apparently, in the 1990s, the City allowed for Sunday sales to begin at 10:00 a.m. and somehow the ordinance was inadvertently revised. Motion by Arndt, second by Haugen, to approve waiving first reading and setting second reading and adoption of Ordinance No. 10 -0558 for September 14, 2010. Motion carried unanimously. (e) CONSIDERATION FOR APPROVAL TO FORMALLY ADOPT A CITY OF HUTCHINSON INVESTMENT POLICY Jeremy Carter, Finance Director, presented before the Council. Mr. Carter explained that he and the assistant finance director have drafted an investment policy for the Council's consideration. The purpose of the policy is to establish guidelines the City will use in the investment of City funds. Mr. Carter reviewed aspects of the policy such as scope, prudence, objective, delegation of authority, ethics and conflicts of interest, authorized financial dealers and institutions, authorized and suitable investments, collateral, safekeeping and custody, diversification, pooling of investments and investment policy adoption by Resolution No. 13772. It was noted that "bi- annual" needs to be changed to "biennial" in the last section of the policy. Motion by Czmowski, second by Yost, to approve formally adopting a City of Hutchinson investment policy, adopting Resolution No. 13772. Motion carried unanimously. (f) CONSIDERATION FOR APPROVAL OF ACQUISITION OF TRUNK HWY 7 /TRUNK HWY 15 466 MAfV STREET PROPERTIES NORTH, 480 MAIN STREET N,RRTH, 256 4� AVENUE NW, 264 4� AV NW, 9 4 AVENUE NE, 11 4TH AVENUE NE, 13 4 AVENUE NE, 15 4TH AVENUE NE, 17 4TH AVENUE NE, 25 4TH AVENUE NE, 35 4TH AVENUE NE, 45 4TH AVENUE NE & 426 PROSPECT STREET NE) Kent Exner, City Engineer, presented before the Council. Mr. Exner explained that the lots include two remnant lots on Hwy 7 east of Subway, remnant lots on the northwest quadrant ofHw7/Hwy 15 and remnant lots east of Hwy 15 to Prospect Street. The cost to acquire the lots is as follows: $12,000 two lots by Subway, $5400 for the northwest quadrant, and $18,500 for the lots east of Hwy 15 to Prospect Street. A development assessment has been completed on the two lots east of Subway. The properties on the west side of Hwy 15 have no access available, however one of the lots could be a potential benefit to the property owner to the south. The remaining lots to the north could be attached to Rocket Hill park. The properties east of Hwy 15 to Prospect Street are developable. A property on Prospect Street has been identified as being owned by the Prochnow family. A representative of the Prochnow family has indicated that the property owner will deed over the property to the City extinguishing their rights to the property. For development in this area, additional property may need to be acquired to address access issues. A total of $35,900 is required to acquire all of the properties. Mn/DOT has requested a letter of intent from the City if the City is interested in pursuing these properties. The funds will come from capital projects fund. Mayor Cook mentioned the many positives in acquiring these properties. Motion by Arndt, second by Haugen, to approve moving forward with purchase of properties in the amount 510_) CITY COUNCIL MINUTES — A UG UST 24, 2010 of $35,900. Motion carried unanimously. 11. GOVERNANCE ( Purpose: to assess past organizational performance, develop policyy that guides the organization and Council an manage the logistics of the Council. May include monitoring reports, policydevelopment andgovernance process items.) (a) CHARTER COMMISSION MINUTES FROM JUNE 14, 2010, AND JUNE 28, 2010 (b) PLANNING COMMISSION MINUTES FROM JULY 20,20 10 (c) CITY OF HUTCHINSON FINANCIAL REPORT FOR JULY 2010 (d) CITY OF HUTCHINSON INVESTMENT REPORT FOR JULY 2010 12. MISCELLANEOUS Council Member Arndt — Mr. Arndt noted that tomorrow morning at 9:00 a.m., Historic Hutchinson is scraping paint off of Harrington- Merrill House. Any and all are invited to joing. Council Member Yost— Mr. Yost noted that he had received an unfavorable comment on the trail /fence moratorium. Kent Exner - Ordinance No. 08 -0559 — An ordinance suspending enforcement of Hutchinson City ordinance pertaining to hours of construction during the Adams Street project. Mr. Exner explained that the contractor has requested the City to suspend the construction noise ordinance on the Adams Street construction project through the end of October. The suspension of the noise restrictions will allow for necessary slab saw cutting. These events should only take place three or four times. The contractor is expected to notify the property owners before cutting takes place. Motion by Arndt, second by Cook, to approve first reading of Ordinance No. 08 -0559 and set second reading and special meeting for August 31, 2010, at 4:30 p.m. to approve. Motion carried unanimously. Mayor Cook — Mayor Cook mentioned that there is one mosquito spray left in the City's contract. He suggested authorizing the contractor to spray next Monday, August 30, 2010. He suggested authorizing two additional sprays as well at staff's discretion. Motion by Czmowski, second by Cook, to authorizes rayon Monday, August 30, 2010, and to authorize two additional sprays at staff s discretion. Roll call vote: Haugen — aye; Arndt — nay; Yost — aye; Czmowski — aye; Cook — aye. Motion carried 4 to 1. Mayor Cook mentioned that the special City Council meeting noted on the city calendar for September 7, 2010, should be changed to a budget workshop. It was also mentioned that a ribbon cutting ceremony is being held at 4:00 p.m. for the Industrial Park on September 7, 2010. Mayor Cook noted that he received a petition from 121 individuals from the senior center. Those that signed the petition are not supportive of closing the senior center on Fridays as proposed due to budget cuts. They asked that other budgetary measures be considered. Mayor Cook also mentioned that the proposed mural to be placed on Skip Quade's building has been rumored to possibly have changes being made to it as previously presented. Marc Sebora, City Attorney, noted that the project coordinator, Bob Peterson, has informed him that the mural will not be having significant changes and will be created as presented to the Council earlier. Mayor Cook asked that pictures be taken of the mural to date and have them distributed to the Council. 13. ADJOURN Motion by Arndt, second by Cook, to adjourn at 8:30 p.m. Motion carried unanimously. 56,E MINUTES HUTCHINSON CITY COUNCIL SPECIAL MEETING TUESDAY, AUGUST 31, 2010 — 4:30 P.M. CALL TO ORDER — 4:30 P.M. Mayor Steve Cook called the meeting to order. Members present were Bill Arndt, Jim Haugen, Eric Yost, and Chad Czmowski. Others present were Gary Plotz, City Administrator, and Marc Sebora, City Attorney. 2. CONSENT AGENDA (a) CONSIDERATION FOR APPROVAL OF CLOSING ALLEYWAY ON EAST SIDE OF MAIN STREET BETWEEN FIRST AVENUE NE AND WASHINGTON AVENUE EAST AND PORTIONS OF CITY PARKING LOTS LOCATED AT 26 AND 36 HASSAN STREET NE ON SEPTEMBER 21, 2010, FROM 4:30 — 7:00 P.M. (b) CONSIDERATION FOR APPROVAL OF LIFTING PARKING RESTRICTIONS ON SCHOOL ROAD SW BETWEEN ALAN STREET SW AND LAKEVIEW LANE SW FROM APPROXIMATELY SEPTEMBER 7, 2010 — TO SEPTEMBER 24, 2010 Motion by Czmowski, second by Haugen, to approve consent agenda. Motion carried unanimously. 3. NEW BUSINESS (a) CONSIDERATION FOR APPROVAL OF ORDINANCE NO. 10 -0559 — AN ORDINANCE SUSPENDING ENFORCEMENT OF HUTCHINSON CITY ORDINANCE NO. 92.18 PERTAINING TO HOURS OF CONSTRUCTION DURING THE ADAMS STREET CONSTRUCTION PROJECT (SECOND READING AND ADOPTION) It was noted that the contractor should notify the property owners prior to extending the hours on the specific days that the extensions will occur. Also, they should do their best to keep the dust down. Motion by Arndt, second by Haugen, to approve Ordinance No. 10 -0559. Kent Exner, City Engineer, noted that the contractor should only have to extend the hours on five occasions, but the extension could go into the end of October. Motion carried unanimously. (b) CONSIDERATION FOR APPROVAL OF SETTING TOWNHALL BUDGET MEETING Motion by Czmowski, second by Haugen, to set Town Hall budget meeting for September 20, 2010, at 6:30 p.m. at the City Center. Motion carried unanimously. General discussion was held on the repairs being done to the water leaks on Main Street, 4. ADJOURN Motion by Arndt, second by Cook, to adjourn at 4:45 p.m. ATTEST: Steven W. Cook Gary D. Plotz Mayor City Administrator s O) RESOLUTION NO. 13779 RESOLUTION ESTABLISHING LOCATION FOR TRAFFIC CONTROL DEVICES WHEREAS, the Police Chief, City Engineer and Public Works Manager agree that the following areas have traffic control concerns which warrant traffic control devices, and; WHEREAS, the Hutchinson City Council has the authority to establish locates as points where traffic control devices shall be erected, pursuant to Section 7.04, Subdivision 1 of the Hutchinson City Code; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF HUTCHINSON: That the Council hereby establishes the following traffic control devices shall be installed and enforced: 1. 5'" Ave SE (Ontario St SE to Ranch Ave) a. "TRAIL CROSSING" crossing 5' Ave SE on the east end of the 5' Ave SE bridge where the trail crosses to the SW corner of the Ranch Ave. intersection, including warning signs on 5 Ave SE at appropriate locations. 2. Les Kouba Parkway NW (TH 7 Service Rd to Lind St NW) a. "SPEED LIMIT —10 MPH" in campground areas along Les Kouba Pkwy from TH 7 Service Rd to SW corner of Gopher Campfire game sanctuary.. b. "STOP" at intersection with Montana St NW NOW, THEREFORE, BE IT FURTHER RESOLVED BY THE CITY COUNCIL OF THE CITY OF HUTCHINSON: Adopted by the City Council this 14th day of September, 2010. Steven Cook Mayor ATTEST: Gary D. Plotz City Administrator PUBLICATION NO. ORDINANCE NO. 10 -0555 AN ORDINANCE OF THE CITY OF HUTCHINSON, MINNESOTA, TO REZONE PROPERTY AT 525 GOLF COURSE ROAD NW. FROM R -1 (SINGLE FAMILY RESIDENTIAL) TO R -2 (MEDIUM DENSITY RESIDENTIAL) AND MXD (MIXED USE DISTRICT). THE CITY COUNCIL OF THE CITY OF HUTCHIN SON, MINNESOTA ORDAINS: Section 1. Notice of hearing was duly given and publication of said hearing was duly made and was made to appear to the satisfaction of the City Council that it would be in the best interest of the City to rezone the property from R- 1 (Single Family Residential) to R -2 (Medium Density Residential) and MXD (MIXED USE DISTRICT). Section 2. That the property to be rezoned to R -2 (Medium Density Residential) is described as follows: Lot 1, Block 1, Crown Addition and Outlot A, Crown Addition That the property to be rezoned to MXD (Mixed Use District) is described as follows: Lot 1, Block 2, Crown Addition Section 3. This ordinance shall take effect from and after passage and publication. Adopted by the City Council this 14th day of September, 2010. ATTEST: Gary D. Plotz, City Administrator Steven W. Cook, Mayor 9m eat 9d9 Property proposed to be Replstted and Rezoned from R -1 to R -2 95 905 sn 90 Property proposed ]% to be Rsplsded s] 9 end Rezoned ham 0500 m R - 1 to M30:1 ]63 ( 3905 O (� ]55 530 ]4] C ]55 739 520 �(/R Property proposed SF 731 to be Replatted N 18 10 730 ]M fi19 r�5 md d from nO M ]t l ]15 r R t to R.2 ]% us ?31 221 � N E251 ]10 85 5 525 6 926 14 1 W )50 � 4% dw d�a 615 fiio d 2so nd 2R � Section 2. That the property to be rezoned to R -2 (Medium Density Residential) is described as follows: Lot 1, Block 1, Crown Addition and Outlot A, Crown Addition That the property to be rezoned to MXD (Mixed Use District) is described as follows: Lot 1, Block 2, Crown Addition Section 3. This ordinance shall take effect from and after passage and publication. Adopted by the City Council this 14th day of September, 2010. ATTEST: Gary D. Plotz, City Administrator Steven W. Cook, Mayor DIRECTORS REPORT - PLANNING DEPARTMENT To: Hutchinson Planning Commission From: Brad Emans, Dolf Moon, Dave Hunstad, Miles Seppelt, Patrick Brama, Jean Ward, Judy Flemming, John Webster, John Olson, Lenny Rutledge, Kyle Dinner, Kent Exner, John Paulson, Mark Schnobrich, Marc Sebora, Gary Plotz, Jeremy Carter, Jim Popp, Dan Hatten, Dick Nagy, Dan Jochum and Bennie Baumetz (Persons in attendance at Planning Staff Meeting (in bold) Date: July 29, 2010, for August 17, 2010, Planning Commission Meeting Application: CONSIDERATION OF A 3 LOT PRELIMINARY PLAT OF CROWN ADDITION, COMPREHENSIVE PLAN AMENDMENT AND REZONING PROPERTY FROM R -1 (SINGLE FAMILY RESIDENTIAL) TO R -2 (MEDIUM DENSITY RESIDENTIAL) AND MXD (MIXED USE DISTRICT) LOCATED NORTH OF GOLF COURSE ROAD REQUESTED BY RANDY ANDERSON, KIDS INC. Applicant: Randy Anderson, Crown Properties LLC COMPREHENSIVE PLAN AMENDMENT, PRELIMINARY PLAT AND REZONING: The property owner is requesting a comprehensive plan amendment, preliminary plat and rezoning of 38.8 acres located at 525 Golf Course Road for development of Kids Inc. This facility will be a children's day care facility with therapy and other related services available on site for persons not attending day care at Kids Inc. The property owner is requesting a Comprehensive Plan amendment, as well as rezoning the property from R -i (Single Family Residential) to R -2 (Medium Density Residential) and MXD (Mixed Use District) to accommodate the uses proposed. The preliminary plat will consist of two (2) lots and an outlot. The day care facility will require a conditional use permit in the MXD district and the MXD district will accommodate the other professional services available. The final plat, conditional use permit and site plan review will be on the agenda at a later date. Preliminary Plat and Rezoning Crown Addition Planning Commission — 8 -17 -10 Page 2 GENERAL INFORMATION Existing Zoning: Property Location: Lot Size: Existing Land Use: Adjacent Land Use: And Zoning: Comprehensive Land Use Plan: Zoning History: Applicable Regulations: Analysis and Recommendations: R -1 (Single Family Residential 525 Golf Course Rd N.W. 38.8 acres Vacant R -2 (Medium Density Residential) and R -3PD (Medium — High Density Residential Planned Development) Traditional Residential Neighborhood Currently Zoned R -1 Section 153.36 and Section 154.168, City Code Comprehensive Plan Amendment Crown Properties is also requesting a Comprehensive Plan amendment to allow for onsite professional services such as therapy or counseling to persons not necessarily attending the daycare. The Comprehensive Plan identifies the land use designation as Traditional Neighborhood Residential which allows 3 -5 residential units per acre. The requested change is to consider a change to Mixed Use (MXD) designation, which would allow professional services such as therapy or counseling. The subject property is identified below Level of City Discretion in Amending the Comprehensive Plan The City has a high level of discretion in approving amendments to the Comprehensive Plan. The land use guide plan and staging plans are major elements of the City's Comprehensive Plan. The plans are the long -range planning tools that indicate what type of development should occur on all land within the City and identifies future development and growth. The Council may guide property as it finds necessary to protect and promote the general health, safety and welfare of the community. Additionally, the Plan may be amended to reflect changes to development patterns and to meet City's goals. In this case, amending the plan would allow greater flexibility of use. ` / Preliminary Plat and Rezoning Crown Addition Planning Commission — 5 -17 -10 Page 3 The Comprehensive Plan amendment is an important step in allowing the development to move forward. Rezoning and platting must be consistent with the City's Comprehensive Plan. Comprehensive Plan Mans The Comprehensive Plan guides this property as Traditional Neighborhood Residential and the Staging Plan indicates development between 2000 and 2010. Analysis: In reviewing Comprehensive Plan amendments, the City should consider the broader impact on community needs and systems, such as the transportation system, the sewer and water system, water quality, community needs, parks, land supply and demand, and the fiscal impact on the City. Staff is supportive of the requested amendment and finds that the proposed use would be compatible with community infrastructure and systems. Utilities are adjacent to the site and would be adequate for the proposed uses. The transportation system would be adequate for the proposed uses. Additional review will be needed on the layout of the roadways internal to the potential developments and the connections to the public streets and trails. Preliminary Plat Lot Arrangement: The proposed Crown Addition preliminary plat contains two (2) blocks and an outlot. Each block contains one (1) lot. The size of Block 1, Lot 1 is 4.21 acres and the size of Block 2, Lot 1 is 10.82 acres, and Outlot is 20.19 acres. A site plan review by the Planning Commission and City Council will be required before the building permit will be issued for future construction on the site. Streets and Access: The proposed development will have access off of Montana St. NW, as well as off of Minnesota St. NW. Neither of these roads are currently constructed and will have to be built to provide access. Lot 1, Block 1 could be accessed off of Golf Course Rd. NW or the future Montana St. NW extension. Please see the attached marked up maps for the future street names. Minnesota St. NW will continue to the north into this site. In addition, the east/west road to the north of Minnesota St. NW should be named 9 Avenue, NW. The road that goes north where the Minnesota St. NW extension bends to the east should be named Massachusetts St. NW and the Cul -de -sac south and west of Massachusetts St. NW should be called Massachusetts Ct. NW. (See attached map). Stormwater Management, Utilities, and Easements The preliminary grading and stormwater management plans have been reviewed by the City Engineer and revisions are being made as required. (Please see attached Memo). Minor revisions will be made prior to construction with final approval subject to the City Engineer. Rezoning Crown Properties is requesting rezoning of 38.8 acres located at 525 Golf Course Rd. NW for development of a Kids Inc. Daycare facility, as well as professional services, such as therapy an d Preliminary Plat and Rezoning Crown Addition Planning Commission — 8-17 -10 Page 4 counseling in the same building. Currently the property is zoned R -1. The applicant proposes rezoning the property into two categories: R -2 and Mixed Use (MXD). Block 1, Lot 1 and Outlot A are proposed to be rezoned to R -2, while Block 2, Lot 1 is proposed to be rezoned to Mixed Use (MXD). Please see attached map for the exact locations of the rezoning request. Rezoning the property to Mixed Use (MXD) would comply with the proposed comprehensive plan amendment. In considering the rezoning request, the Planning Commission should consider the purpose of the Zoning Ordinance and the Comprehensive Plan. The property is proposed to be guided for Mixed Use in the Comprehensive Plan. The purpose of the Mixed Use (MXD) district is to: "provide areas that allow a mix of compatible uses, such as commercial, retail, office, and entertainment, with residential uses in locations with nearby amenities for pedestrians. Mixed use areas shall be in conformance with the city's Comprehensive Plan and reserved for properties that have safe access for pedestrians to sidewalks, trails, parks and natural resources and are free from objectionable uses or hazards to pedestrians. This district does not allow any uses that conflict with residential uses, such as industrial, warehousing, storage, or uses with heavy truck traffic or outdoor storage ". Staff reviewed the rezoning request at the Planning staff meeting on July 26, 2010 and recommended rezoning the property from R -1 to R -2 and MXD as noted on the attached map if the Comprehensive Plan amendment is approved as well. Recommendation Staff recommends approval of the Comprehensive Plan amendment, preliminary plat, and rezoning with the following findings and recommendations. 1. Revise the Comprehensive Plan designation on the staging plan from "Traditional Residential Neighborhood" to "Mixed Use Residential" for Block 2 Lot 1 of the Plat. 2. Future development of the site will require review and approval of a site plan by the Planning Commission and City Council. 3. Provide written response to the attached City Engineer's Memorandum dated August 10, 2010. 4. Name the streets in accordance with attached map and names listed above in the Preliminary Plat section. 5. The rezoning is consistent with the intent of the Comprehensive Plan and Zoning Ordinance. (note: subject to Comprehensive Plan Amendment also being approved Ui &)0).— Preliminary Plat and Rezoning Crown Addition Planning Commission — 8 -17 -10 Page 5 ATTACHMENT R TO: Planning/ZoningBuilding Department FROM: Kent Exner, City Engineer RE: KIDS, Inc. Plan Review DATE:August 10, 2010 Per my review of the KIDS, Inc. Preliminary Grading Plan and Preliminary Utility Layout dated July 20, 2010, I have the following comments, questions and/or requested revisions: Roadway Grading/Confilzuration 1. Show location of proposed driveway opening beyond north end of Montana St. roundabout taper /painted median. 2. Show a10' -wide trail along the westerly side of Montana St. up to northerly limits of the plat. 3. Maintain minimum longitudinal street grades of 0.50 %. Drainage & Storm Sewer 1. Provide verification of wetland delineation approval and the acceptance of a wetland mitigation plan. 2. Identify wetlands being protected and proposed mitigation areas. 3. Verify that wooded/brush area within the extreme southwesterly corner of the plat is not considered to be a wetland and that routing of a storm sewer through that area can be accomplished. 4. Relocate STMH and install catch basins immediately north of proposed access points (westerly and easterly sides) along Montana St. due to long curb drainage length. 5. Configure Montana St. storm sewer to accommodate the proposed first construction stage (temporary outlet pipe may be feasible). 6. Utilize reinforced concrete pipe for all facilities within City right -of -ways. 7. Dedicate sufficient Drainage & Utility Easement area to accommodate a 10' -wide maintenance bench/access around all ponds (above grade break). Preliminary Plat and Rezoning Crown Addition Planning Commission — 8 -17 -10 Page 6 8. Dedicate 20' -wide Drainage & Utility Easement along side yard storm sewer within northerly area of the plat. 9. Combine roadway storm sewer and pond connection into one inlet entering the westerly pond. 10. Install catch basins at the north end of Montana St. at the northerly plat limits. 11. Clarify the statement within the Storm Water Management Plan of `The amount of bounce in the pond was restricted to prevent the inundation of the proposed roadways'. 12. Ensure that 1.5' of freeboard protection is provided for all structures and roadways adjacent to the proposed ponds. Thus, confirm that the west pond is appropriately sized and graded to protect Golf Course Road (nearby street low point CB top -of- casting elevations of 1073.67. Water & Sanitary Sewer Utilities 1. State that existing watermains are being connected to at the Montana St. and Minnesota St. intersections. 2. Proposed SAMH immediately north of the roundabout appears to have an incorrect invert elevation. 3. Relocate middle fire hydrant along Montana St. to proposed access location and adjust hydrants to the north along Montana St. accordingly to achieve 400' maximum spacing (potentially add a hydrant at the side street intersection). 4. Note that the water main installations will be PVC pipe. 5. Extend 8" watermain to the north limits of the plat within Montana St. 6. Extend the 12" watermain and 18" sanitary sewer to the north limits of the plat with Minnesota St. and note their respective sizes at that location. Also, stat the proposed sanitary sewer stub invert elevation in this location. If there are any questions or concerns regarding the above information, please let me know. (< �-) C;l, CROWN ADDITION R60i7ED PRELIMINARY PLAT AUG 1 7 x'10 oexMw�a. 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XaO lar .wrsurt wwa ra¢aarwn raaroso zanua: a-i a-c rwv �mci aa-cr a-x rv.n ou-n acorn. mmcr aF.. w awaman - -'4w S.+F IY /.w -L.m Mr. /.i IIYir wn..�wo.+ -in FF w..eaue -�mr .aFnw simn -a.F m �.maoo ~ r -mFtl u. -nFtl rrmn w 34 84 861 940 905 795 �\\ 87 0 771 p9 1 1�3 \ 905 \ � 720 Property proposed to be Replatted and Retuned from R -1 to R-2 525 Property proposed to be Replotted and Rsnmd from R -1 to M)(1 755 53p 747 C 739 620 625 G �QS Property proposed 731 W5 F to be Replotted 7'r3 610 566 and Rezoned from 7t5 75 755 'QD R -1 to R-2 545 885 525 750 4B3 605 450 b 615 670 4 lil 95 9 231 227 Zit IA24 2 d7 220 to 1�)r� PUBLICATION NO. ORDINANCE NO. 10 -0556 AN ORDINANCE AMENDING CITY CODE CHAPTER 54 — STORMWATER MANAGEMENT; SECTION 54.02, DEFINITIONS THE CITY COUNCIL OF THE CITY OF HUTCHINSON, MINNESOTA ORDAINS: Notice of public hearing was duly given and publication of said hearing was duly made to appear to the satisfaction of the City Council that it would be in the best interests of the City to amend the City Code, Chapter 54, Stormwater Management; Section 54.02, definition of impervious surface: STORM WATER MANAGEMENT § 54.02 DEFINITIONS. Impervious Surface: The portion of the buildable parcel which has a covering which does not permit water to percolate into the natural soil and causes water to runoff the surface in greater quantities and at basketball courts, covered decks, porches, and other structures. Open, uncovered decks are not considered impervious for the purooses of this ordinance if they have a pervious surface underneath and have at least considered impervious surfaces as a majority of water runs -off the surface rather than being absorbed into natural soils underneath. Some exceptions to these conditions may include paver blocks or pavement systems engineered to be permeable with the underlying soils suitable for infiltration. EFFECTIVE DATE OF ORDINANCE. This ordinance shall take effect upon is adoption and publication. Adopted by the City Council this 14th day of September, 2010. Attest: Gary D. Plotz City Administrator Steven W. Cook Mayor b (S a DIRECTORS REPORT - PLANNING DEPARTMENT To: Hutchinson Planning Commission From: Brad Emans, Dolf Moon, Dave Hunstad, Miles Seppelt, Patrick Brama, Jean Ward, Judy Flemming, John Webster, John Olson, Lenny Rutledge, Kyle Dimler, Kent Exner, John Paulson, Mark Schnobrich, Marc Sebora, Gary Plotz, Jeremy Carter, Jim Popp, Dan Hatten, Dick Nagy, Dan Jochum and Bonnie Baumetz (Persons in attendance at Planning Staff Meeting (in bold) Date: July 29, 2010, for August 17, 2010, Planning Commission Meeting RE: Consideration of Amendment to City Code Chapter 54 — Stormwater Management; Section 54.02, Definitions STORMWATER ORDINANCE AMENDMENTS The Definition of Impervious Surface is being amended in the Stormwater Ordinance to be consistent with the definition in the Shoreland Ordinance, as well as the Zoning Ordinance. Analysis and Recommendation: Staff reviewed the proposed ordinance at the July 29, 2010 planning staff meeting. Staff is very supportive of the proposed ordinance and recommends approval. The Planning Commission should provide feedback on the ordinance and consider public hearing comments in their recommendation to the City Council. &L j e Rug 17 10 03:15p Margie Robinson 320 234 2555 P.J. Minnesota Department of Natural Resources 20596IIICHWAV 7, 1111TCHINSON MN 553511 (321) 214 -2550 x2 rnlx.rt.culle I rilsfnlc,nt».us Angus) 16, 2010 Dan Jochunt I luichinson I'I:n niog Sk Zuninp I I I I lassml Street SE Ilutchitimm, MN 55350 Rli: Ordinance Changes. City lift lulehin.on. Dear Mr. 1tx>hum, I hank you lm mceling with me last week to discnsN your prmpnsed shoreland ordinance changes. While we have been •,caring up for clum to the stalcwida minimum shorciand slanda ds. updates are nol imminviii. The dclli rides have been developed liver the past Icw years with unprccedcnted involvcntcnl (Finn various shakcholtkr groups Includitl)f developers. hake %here owners, interest groups, mud entity and city stalls. I appreciate the tact that the ('ily of I lulchinsun has included some ill' the language Gum the draft odes. 'I'hc draft rules are u+tmd; developed Willi both pcxtple and wicnce is mind. Suveral dillorenl nrcas of the drafl shtirclaud rules were wriUcn No communities with greater capacity cotdd include nntre Ilexibilily. 'I'll;,% is especially impurlmn lie• etnto toll itics Willi many oxistivig develop hems with many lots all or ne;tr the 25 0 /a imlxarvious limit — like I lulehiostm. I Iowever. I think your drall ordinance sMs the liar Glirly low liar perliaruumce standards. Whcu we discussed the ctincepl of utmcunli)nnilicN, I think sionnwater runulT and imlwrviuus arc areas we want golxi pertixmance and not gramlibibl r pour performance. (liven so many of the City's storm were thins made wader directly to the South fork of the Crow River, the nectl lm address impaired watery, and the develtipmcnl ol'TMOL's ('total Daily Maximum Loads), need %ironger I'Ct)IIIrC111er1Ls. I do, however, agree stmltgly will) the ellorl of allowing people some options rather than being limited by the 25% impervious cap. As we discussed, specifically. in the dclinitiun of impervious auroa, uverbangs and cave should he comnidercd impervious. They are pan ill' Ole cross- scelional area intercepting Witter, ht any selling, wader spilling off the rotil should nil he naming under dtc overh ;mgs h:tt:k u,wnnls the home. Allowmh decks as pervious puts some burdcl till city slaff io verify if underlying materials are pervious. Maury decks include rtwk Willi plastic or other lithric barriers mndenn:ath. Similarly, porous stones ti)r patios, driveways and olhcr surfaces should actually be desiy;ncd and maimaiucd I'or inliltralion. I alit Icury ill* tiling and pipioig of waler I'mtn the nndcrtying sand or grovel bed. This design ecriainly dulcats the purpose ill' porous liles. As we discussed. porous pavers Am) do not perlbrm well liver the long run where s and /din will he tracked. ht littler words. I am more skeptical of (his option for driveways with (racking ul'gravel and sand as compared to (heir use in backy:u•d patios. Again, the burdetl on city Nudr to check ern in.uallation, mafltttatmace, or pvi- Cormutce should 1w considered. Ill the shin Water Mauvagement section ol'the ordinance, para „raph A. (1) should Ix deleted. I'hc strategy (it collect and Convey is ill cmlilicl will) item 2 ill the Name section. Prcicreuce should lie given ill lhn%e simlegiex that inliltrale slurmwnter and reduce runolTvoltim”, 1)(4k Inlormaaiun: (151 - 296.6157 • I 888dv164,167 • ITY: 651 =96 -5494 • I ION) 65 -O Vl) An I qual I IIRimuWdy I m1161 , r Ihmled m. I4,VY00 P.yvr C\11,1 .I Wk.. vole. .ITrrndlY M , n,, ,, nui of 111'. INol r,ai +n W:L1,• i • Aug 17 10 03:15p Margie Robinson 320 234 2555 p.2 III ilem 1), where language provides !ix trading of impervious area for no net incrume o1'runol I* I Ihink providing liar inliItrmipit or sontcl it) w reIroli III ing or treating of runoll'nhould he included. As we discussed, I ant concerned ahnul uliliring straight percmuagcs (in Nish ilun 1) and 1%). Allowing 50 percent 4)1'41 rvNidenlial lot ( 15,1100 square Icet) is much dil'lircnl 1114111 the ronoll'Ihal nlighl he berm - med from a conuncrcial building, nod parking lot (several acres). I would he happy to mccl with you nod other staff to try lc carve oul an nnlimrnce that can strike a balance. While ucarly At the stormatcr drains in the city discharge directly to tbo South Pork 01111c Crow, sonic retruli Ling via Cily st rmwaicr ponds have been completed. New subdivision, also have runoff waler routed through stormwaocr ponds. 1 am ool certain, in these case., il' we are redueiu,; volumes or more so dropping out sediment, Areas with sWnnwader infraLslnacturc could be hated differently dtroogh the ordinance. I expect our dialog w connote beyond these comments. 1'I1ank Yoo Orr your consideration of my wininonts. 'I'IIO City ul I lulchinson should reyoesl Ilc.cihilily Trans the Slatuwide. Shorelaod Standards in order w adnpl Ibcse changes. I'leasc feel free to contact Inc with any rlucslious or concerns at the phouc numher or address listed ahove. Sincerely, 1)NR FERRS I of cat Cullul Area I Iydrulogist & (a.) 3 ORDINANCE NO. 10 -0558 — AN ORDINANCE AMENDING SECTION 112.088 OF THE HUTCHINSON CITY CODE PERTAINING TO HOURS AND DAYS OF LIQUOR SALES § 112.088 HOURS AND DAYS OF SALES. No on -sale of intoxicating liquor shall be made between the hours of 1:00 a.m. and 12:00 noel. 10:00 a.m. on Sunday, nor between 12:00 midnight and 8:00 a.m. on Monday, nor between the hours of 1:00 a.m. and 8:00 a.m. on Tuesday through Saturday. No off -sale of intoxicating liquor shall be made on Sunday nor before 8:00 a.m. or after 10:00 p.m. on Monday through Saturday, nor on New Year's Day, January 1; July 4; Thanksgiving Day; or Christmas Day, December 25. No sale of intoxicating liquor shall be made after 8:00 p.m. on December 24. ('89 Code, § 5.43) (Am. Ord. 96 -172, passed 9- 10 -96; Am. Ord. 97 -213, passed 11 -25- 97; Am. Ord. 98 -217, passed 2- 10 -98) Penalty, see § 10.99 ADOPTED BY THE COUNCIL OF THE CITY OF HUTCHINSON THIS DAY OF 2010. APPROVED: By: Steven W. Cook Its: Mayor ATTEST: By: Gary D. Plotz Its: City Administrator lL L) 1 I I I Hassan Street Southeast Hutchinson, MN 55350 (320) 587 -515 I/Fax:(320) 234 -4240 City of Hutchinson APPLICATION FOR GAMBLING DEVICES LICENSE In provisions of the City of Hutchinson Ordinance No. 655 and Minnesota Statutes Chapter 349 All applications must be received at least 30 days before event in order to be considered Application Type $�( Short Tenn Date(s) & Fee: $30.00 Month/D /Year - MOnth/D Year Organization Information 3_S0C ,q Naihe Phone Number - fl-5 0 u 7 WEST k 61 CH/tVSI)) Nan/ ss356 Address where regular me ting are held City State Zip Day and time of meetings? en, z4i E) prn we 1 p !q awn Is this organization organized under the laws of the S of Minnesota? ❑ yes ❑ no 1 �a How long has the organization been in existence? I yQ How may members in the organization? �t CC z J What is the purpose of the organization? o J i r� h u c G_ ew _ T p 4 v h 1 G / s g R I 5 y In whose custody will organization record be kept? !J ��9a. U i4Str 3ao -S8a2 - 77 Name Phone Number 2 .2 512 Wr,I Qt , Aye J �Jt,4;Asd / CA') A.1 s 535y Address ` city State zi l,oMas /-, 4. 0, , 3,2p (,0- bla_S True Name Phone Number 1 `13 5 $ � A 4 „ C S' 1-j / ti c lit`�s /" A/ S'S S Residence Address City State zip Date of Birth: 2 / � / /9 6 7 Place of Birth: Ta C /'l k) Month/day /year City State Have you ever been convicted of any crime other than a traffic offense? ❑ yes lKno If yes, explain: c, 66) City of Hutchinson Application for Bingo Oambting Devices License Page 1 of 3 True Name Phone ST SI LL)af� _Mk Residence Address City State Date of Birth: I / I L) / ::) 4 :j Place of Birth: �" N A Month/day /year City Have you ever been convicted of any crime other than a traffic offense? ❑ yes no If yes, explain: How long have you been a member of the organization? ziip � —Milo State Game Information Loca t t _ i � n#I T7LtM$J An e1'l�'nCJ - Name of location where game will be play Phone Number 35 3'az. A ytc --OgAl - Address of location where game will be played tty City State Zip Tan 1 Date(s) and /or day(s) gambling devices will be used: Cyq t n through ..Ian Hours of the day gambling devices will be used: From �Q; A �� To Maximum number of player: Will prizes be paid in money or merchandise? A money X merchandise Will refreshments be served during the time the gambling devices will be used? )ryes ❑ no If yes, will a charge be made for such refreshments? A yes ❑ no Game Information Location #2 Name of location where game will be played Phone Number Address of location where game will be played City State Zip Date(s) and /or day(s) gambling devices will be used: through AM AM Hours of the day gambling devices will be used: From ply To PM Maximum number of player: Will prizes be paid in money or merchandise? ❑ money ❑ merchandise Will refreshments be served during the time the gambling devices will be used? ❑ yes ❑ no If yes, will a charge be made for such refreshments? ❑ yes ❑ no IS t n -t S� � n V C am. PrCS, GF: / Name a r / Title r lie CZnT 4 UI ✓c J r 14h'fch.n� ` ' � SJ3� Residence ddress City State Zip (�1Aser- SiL Crre ?4&k Name T 1 e II'' I [ /, , itleI Z o2 5U U b lJ e/ 4 a c-, ff v� C ^; n 5 \ Agi 55 3 5'0 Residence Address City State Zip l� City of Huichinwn Application for Bingo Gambling Devices License Page 3 of 3 / P c c Stircr �v Kyl.11n Name Title )G'707 - 0206 - -4 C : /` RAJ S5 Residence Address City State Zip Officers or Other Persons Paid for Services Information (if necessary list additional names on separate sheet Name Title Residence Address City State Zip Name Title Residence Address City State Zip Name Title Residence Address city State — Zi p Have you (Gambling Manager and Authorized Officer) read, and do you thoroughly understand the provisions of all laws, ordinances, and regulations governing the operation and use of gambling devices (as outlined in City of Hutchinson Ordinance 114.20 and Minnesota Statutes Chapter 349)? Gambling Manager x yes L3 no nl Authorized Officer Dyes ❑ no /- Initial Initial I declare that the information I have provided on this application is truthful, and I authorize the City of Hutchinson to investigate the information submitted. Also, I have received from the City of Hutchinson a copy of the City Ordinance No. 114.20 relating to gambling and I will familiarize myself with the contents thereof. '�- /d ll Date Signature of authoriYed officer of organization `Signaiii `ga hn anager of organization � Ddte City Council ❑ approved ❑ denied Notes: r City of Hutchinson Public Works Department Operations & Maintenance 1400 Adams St SE Hutchinson, MN 55350 Phone (320) 234 -4219 Fax(320)234-6971 To: Honorable Mayor and City Council members From: John Olson, Public Works Manager Subject: Mn/DOT Aeronautics Grant Amendment Staff recommends approval of the grant amendment with Mn/DOT Aeronautics This amendment results in additional funding from Mn/DOT Aeronautics in the amount of $8,204.25. The amendment was prepared to fund 50% of additional work that needed to be done on the Airport fueling system to address potential leak detection issues and to meet current safety codes for fueling facilities. I will be available at the City Council meeting to discuss this grant amendment and answer any questions you, members of the community, or other City staff may have about our plans. W l>2 1 September 7, 2010 Rev. t /07 AMENDMENT NUMBER 1 Mn/DOT Agreement No. 97126 This Amendment is by and between the state of Minnesota acting through its Commissioner of Transportation ( "State'), and the City of Hutchinson ("Municipality"). The State and Municipality have an agreement, identified as Mn/DOT Agreement No. 97126 ( "Original Agreement "), to provide for SP 4304 -27 - Credit Card Reader for Fuel System The Original Agreement is being amended to account for additonal costs associated with replacing the AVGas dispenser NOW, THEREFORE, it is agreed as follows: Article 2 of the Original Agreement states that the State's proportionate share of the project is $ 6,666.67 and the parties deem it necessary to increase the State's proportionate share of the project costs by $8 .25. The State's total obligation under this Agreement and any and all amendments is $14 0.92. Article 2 of the Original Agreement states that the Municipality's proportionate share of the project is 666.66 and the parties deem it necessary to increase the Municipality's proportionate share of the project costs by $ 8.204.25 . The Municipality's total obligation under this Agreement and any and all amendments is $ 14.870.91 . Except as amended and modified above, the Original Agreement and its Amendment(s) will remain in full force and effect. The Original Agreement and its Amendment(s) will be deemed to have been continually in force without interruption from August 19, 2010 to June 30, 2013 Paps 7 of 2 ( U) State Encumbrance Verification Individual certifies that f been c By: Date: G MAPS Order as required by Minn. Stat. §§ 16A.15 and 16C.05. PU 3 Municipality Municipality certifies that the appropriate person(s) have executed the Agreement on behalf of the Municipality as required by applicable resolutions, charter provisions or ordinances. By: Title: A Date: f A ll /L �i! f Commissioner, Minnecnta Department of Transportation Dy: Director, Office of Aeronautics Date: Mn/DOT Contract Management as to form dt execution By: Date: Papa 2 d2 �'(„l) V CITY OF HUTCHINSON R55CKREG LOG22001VO 8/26/2010 9/14/2010 Council Check Register Check# Ck Date AMOUNT Vendor /Explanation Account Description 161751 8/26/2010 76.61 AMERICAN FAMILY INS CO. ACCRUED LIFE INSURANCE 161752 8/26/2010 500.79 H.A.R.T. ACCRUED DEFERRED COMP 161753 8/26/2010 51.67 LIFE INSURANCE COMPANY OF AMER ACCRUED LIFE INSURANCE 161754 8/26/2010 2,423.98 MCLEOD COUNTY AUDITOR- TREASURE LICENSES & TAXES 161755 9/1/2010 135 DRAZKOWSKI, LUANN MISCELLANEOUS 161756 9/1/2010 15.16 LIFE INSURANCE COMPANY OF AMER ACCRUED LIFE INSURANCE 161757 9/14/2010 442.98 1ST CLASS TOWING INC OTHER CONTRACTUAL 161758 9/14/2010 65.54 A &KREPAIR RECEIVED NOT VOUCHERED 161759 9/14/2010 400 A& STRAINING TRAVEL SCHOOL CONFERENCE 161760 9/14/2010 474 AARP PROFESSIONAL SERVICES 161762 9/14/2010 313.73 ACE HARDWARE REPAIR& MAINTENANCE SUPPLIES 161763 9/14/2010 268.71 ALL AMERICA PRESSURE WASHER MF CONTRACT REPAIR & MAINTENANCE 161764 9/14/2010 32232 ALL IN ONE PROMOTIONS OPERATING SUPPLIES 161765 9/14/2010 141.6 AMERICAN BOTTLING CO COST OF MIX & SOFT DRINKS 161766 9/14/2010 264.64 AMERICAN MESSAGING COMMUNICATIONS 161767 9/14/2010 59.74 AMERICAN PRESSURE INC. RECEIVED NOT VOUCHERED 161768 9/14/2010 57.43 AMERIPRIDE LINEN & APPAREL CONTRACT REPAIR & MAINTENANCE 161769 9/14/2010 15,920.31 ANDERSON CHEMICAL COMPANY CHEMICALS & PRODUCTS 161770 9/14/2010 128.91 ANDERSON CRANE RUBBER COMPANY RECEIVED NOTVOUCHERED 161771 9/14/2010 104.21 ARAMARK UNIFORM SERVICE SHOP MATERIALS 161772 9/14/2010 640.89 ARCTIC GLACIER PREMIUM ICE INC COST OF MIX & SOFT DRINKS 161773 9/14/2010 273.91 AUTO VALUE - GLENCOE EQUIPMENT PARTS 161774 9/14/2010 325 B & C PLUMBING & HEATING INC CONTRACT REPAIR & MAINTENANCE 161775 9/14/2010 2,909.38 B. W. WELDING RECEIVED NOTVOUCHERED 161776 9114/2010 800 BARNYARD, THE RECEIVED NOTVOUCHERED 161777 9/14/2010 136 BERNICK'S COST OF MIX & SOFT DRINKS 161778 9/14/2010 1,048.19BFG SUPPLY COMPANY RECEIVED NOT VOUCHERED 161779 9/14/2010 165BNO SHEET METAL INC REPAIR& MAINTENANCE SUPPLIES 161780 9/14/2010 786.54 BRANDON TIRE CO CENTRAL GARAGE REPAIR b / / � . 7 I 161781 9/14/2010 5,702.50 BRAUN INTERTEC CORP PROFESSIONAL SERVICES 161782 9/14/2010 324.74 BROUCEK, DANIEL TRAVEL SCHOOL CONFERENCE 161783 9/14/2010 6,239.43 BRYAN STRETCH TRUCKING FREIGHT - IN 161784 9/14/2010 56.64 BUSHMAN, RAQUEL FOOD PRODUCTS- CONCESSION 161785 9/14/2010 1,276.28 BUSINESSWARE SOLUTIONS CONTRACT REPAIR & MAINTENANCE 161786 9/14/2010 50,141.08 C & L DISTRIBUTING COST OF SALES -BEER 161787 9/14/2010 129.9 CALIFORNIA CONTRACTORS SUPPLIE SMALL TOOLS 161788 9/14/2010 318.4 CANAL PARK LODGE TRAVEL SCHOOL CONFERENCE 161789 9/14/2010 396 CARRIGAN, CORY OTHER CONTRACTUAL 161790 9/14/2010 440 CATES, SHAY OTHER CONTRACTUAL 161791 9/14/2010 3,630.01 COW GOVERNMENT, INC OPERATING SUPPLIES 161792 9/14/2010 180.7 CENTRAL HYDRAULICS EQUIPMENT PARTS 161793 9/14/2010 201.08 CENTRAL MCGOWAN OPERATING SUPPLIES 161794 9/14/2010 750 CITY OF ANNANDALE TRAVEL SCHOOL CONFERENCE 161795 9/14/2010 14,187.66 CLARKE MOSQUITO CONTROL PRODUC OTHER CONTRACTUAL 161796 9/14/2010 87.3 COACH DECK LLC OPERATING SUPPLIES 161797 9/14/2010 436.25 COMBINED TACTICAL SYSTEMS OPERATING SUPPLIES 161798 9/14/2010 603.16 COMDATA CORPORATION OPERATING SUPPLIES 161799 9/14/2010 192.62 CONTINENTAL SAFETY EQUIPMENT OPERATING SUPPLIES 161800 9/14/2010 111.92 CREEKSIDE SOILS STREET MAINT.MATERIALS 161801 9/14/2010 378.16 CROW RIVER AUTO & TRUCK REPAIR CENTRAL GARAGE REPAIR 161802 9/14/2010 289.88 CROW RIVER PRESS INC PRINTING & PUBLISHING 161803 9/14/2010 4,089.57 CRY5TEEL TRUCK EQUIP CENTRAL GARAGE REPAIR 161804 9/14/2010 15,620.76 DAY DISTRIBUTING COST OF SALES -BEER 161805 9/14/2010 172.5 DIGITAL ALLY, I NC EQUIPMENT PARTS 161806 9/14/2010 5,340.00 DONOHUE & ASSOCIATES PROFESSIONAL SERVICES 161807 9/14/2010 633.31 DOOLEY, CHERYL REFUNDS & REIMBURSEMENTS 161808 9/14/2010 2,660.05 OPC INDUSTRIES INC CHEMICALS & PRODUCTS 161809 9/14/2010 191.2 DROP- N- GO SHIPPING, INC RECEIVED NOTVOUCHERED 161810 9/14/2010 225 EBERT, DICK TRAVEL SCHOOL CONFERENCE 161811 9/14/2010 56.64 ECOLAB PEST ELIM OTHER CONTRACTUAL 161812 9/1412010 25.15 ECONO FOODS OPERATING SUPPLIES 161813 9/14/2010 35 EDUCATION& ORGANIZATION REVEL DUES & SUBSCRIPTIONS 161814 9/14/2010 54.28 ELECTION SYSTEMS & SOFTWARE OPERATING SUPPLIES ( 3 t 161815 9/14/2010 727.02 ELECTROWATCHMAN CONTRACT REPAIR & MAINTENANCE 161816 9/14/2010 44 EWERT, TESSA UNIFORMS & PERSONAL EQUIP 161817 9/14/2010 3,500.00 EXCELSIOR HOMES, INC CONTRACT REPAIR &MAINTENANCE 161818 9/14/2010 942.39 EXNER, KENT TRAVEL SCHOOL CONFERENCE 161819 9/14/2010 382 EXTREME BEVERAGE LLC COST OF MIX & SOFT DRINKS 161820 9/14/2010 114.4 FARMER BROTHERS COFFEE OPERATING SUPPLIES 161821 9/14/2010 549.68 FASTENALCOMPANY RECEIVED NOT VOUCHERED 161822 9/14/2010 45.7 FEDEX 161823 9/14/2010 206.64 FIELDSTONE VINEYARDS COST OF SALES -WINE 161824 9/14/2010 242 FINNELL, RYAN OTHER CONTRACTUAL 161825 9/14/2010 34 FIRST CHOICE FOOD & BEVERAGE S OFFICE SUPPLIES 161826 9/14/2010 76.68 G & KSERVICES OPERATING SUPPLIES 161827 9/14/2010 304.18 GE WATER& PROCESS TECHNOLOGIE REPAIR& MAINTENANCE SUPPLIES 161828 9/14/2010 183 GIRLS SOFTBALL ASSN RECREATION ACTIVITY FEES 161829 9/14/2010 3,659.50 GRAND PERE WINES INC COST OF SALES -WINE 161830 9/14/2010 1,749.02 GREAT LAKES ENTERPRISES INC RECEIVED NOT VOUCHERED 161831 9/14/2010 154 GRUNZKE, MATT OTHER CONTRACTUAL 161832 9/14/2010 15,940.00 GUETTER, MICHAEL & BELINDA HOUSING REHAB LOANS 161833 9/14/2010 154 GUNDERSON, MICHAEL OTHER CONTRACTUAL 161834 9/14/2010 1,204.00 HACH COMPANY OPERATING SUPPLIES 161835 9/14/2010 893.07 MALI -BRITE INC REPAIR & MAINTENANCE SUPPLIES 161836 9/14/2010 350 HALTER, JOAN RENTS -BLDGS OTHER 161837 9/14/2010 115.31 HAMMOND, MICHELLE UNIFORMS & PERSONAL EQUIP 161838 9/14/2010 32 HANSEN DEMOLITION LANDFILL REFUSE - RECYCLING 161839 9/14/2010 424.3 HANSEN DIST OF SLEEPY EYE COST OF SALES -BEER 161840 9/14/2010 460.45 HANSEN TRUCK SERVICE CENTRAL GARAGE REPAIR 161841 9/14/2010 2,075.00 HANSON & VASEK CONSTRUCTION CONTRACT REPAIR & MAINTENANCE 161842 9/14/2010 1,477.50 HARRIS SERVICE CONTRACT REPAIR & MAINTENANCE 161843 9/14/2010 1,845.00 HEUN ENTERPRISES INC COST OF SALES- LIQUOR 161844 9114/2010 1,291.04 HEWLETT - PACKARD CO OPERATING SUPPLIES 161845 9/14/2010 319.78 HILLYARD /HUTCHINSON RECEIVED NOT VOUCHERED 161846 9/14/2010 1,819.50 HJERPE CONTRACTING CONTRACT REPAIR & MAINTENANCE 161847 9/14/2010 1,220.68 HOLT MOTORS INC CENTRAL GARAGE REPAIR 161848 9/14/2010 534 HOMETOWN SPORTS OPERATING SUPPLIES 161849 9/14/2010 3,400.00 HRA HOUSING REHAB LOANS 161850 9/14/2010 60 HUTCHINSON AREA CHAMBER OF COM REFUNDS & REIMBURSEMENTS 161851 9/14/2010 1,339.00 HUTCHINSON AREA HEALTH CARE PROFESSIONAL SERVICES 161852 9/14/2010 2,144.00 HUTCHINSON AREA HEALTHCARE COMMON AREA MAINTENANCE 161853 9/14/2010 2,084.50 HUTCHINSON AVIATION REFUNDS & REIMBURSEMENTS 161854 9/14/2010 445.05 HUTCHINSON CO -OP EQUIPMENT PARTS 161855 9/14/2010 809.34 HUTCHINSON CO -OP AGRONOMY CHEMICALS & PRODUCTS 161856 9/14/2010 6,171.09 HUTCHINSON CONVENTION & VISITO LODGING TAX REIMBURSEMENT 161857 9/14/2010 2,276.50 HUTCHINSON LEADER PRINTING & PUBLISHING 161858 9/14/2010 849.83 HUTCHINSON PLUMBING & HEATING CONTRACT REPAIR & MAINTENANCE 161859 9/14/2010 32,132.34 HUTCHINSON PUBLIC SCHOOLS COMMUNITY ED REIMBURSEMENT 161860 9/14/2010 1, 945.00 HUTCHINSON SENIOR ADVISORY BOA OTHER CONTRACTUAL 161861 9/14/2010 90,443.88 HUTCHINSON UTILITIES UTILITIES 161862 9/14/2010 630.53 HUTCHINSON WHOLESALE REPAIR& MAINTENANCE SUPPLIES 161863 9/14/2010 1,060.15 HUTCHINSON, CITY OF UTILITIES 161864 9/14/2010 5,000.00 HUTCHINSON, CITY OF MISCELLANEOUS 161865 9/14/2010 1,603.13 I.M.S. SHARPENING SERVICE CONTRACT REPAIR & MAINTENANCE 161866 9/14/2010 9.17 INDEPENDENT EMERGENCY SERVICES COMMUNICATIONS 161867 9/14/2010 2,460.00 INFRATECH CONTRACT REPAIR & MAINTENANCE 161868 9/14/2010 297.29 INTERSTATE BATTERY SYSTEM MINN EQUIPMENT PARTS 161869 9/14/2010 514.94 JACK'S UNIFORMS & EQUIPMENT UNIFORMS & PERSONAL EQUIP 161870 9/14/2010 53.85 JAY MALONE MOTORS CENTRAL GARAGE REPAIR 161871 9/14/2010 1,300.00 JEFF MEEHAN SALES INC. ADVERTISING 161872 9/14/2010 1,409.75 JJ TAYLOR DIST OF MN COST OF SALES -BEER 161873 9/14/2010 18,356.18 JOHNSON BROTHERS LIQUOR CO. COST OF SALES -WINE 161874 9/14/2010 200 JORDAHL, JIM OPERATING SUPPLIES 161875 9/14/2010 1,508.00 JUUL CONTRACTING CO CONTRACT REPAIR & MAINTENANCE 161876 9/14/2010 925 KAHL, DENNIS OTHER CONTRACTUAL 161877 9/14/2010 8.44 KEMSKE OFFICE SUPPLIES 161878 9/14/2010 704 KLITZKE, LUKE OTHER CONTRACTUAL 161879 9/14/2010 2,185.59 KNIFE RIVER CONTRACT REPAIR & MAINTENANCE 161880 9/14/2010 5,647.82 L &PSUPPLY CO CENTRAL GARAGE REPAIR 161881 9/14/2010 56.58 LAB SAFETY SUPPLY INC SAFETY SUPPLIES 161882 9/14/2010 275.38 LANDSCAPE CONCEPTS, INC OPERATING SUPPLIES O V 161883 9/14/2010 647.58 LANG'S OLD FASHIONED MEAT MARK REFUNDS & REIMBURSEMENTS 161884 9/14/2010 35 LAPINSKI, PAUL PARK FEES 161885 9/14/2010 848.31 LIFE INSURANCE COMPANY OF AMER EMPLHEALTH & INS. BENEFIT 161886 9/14/2010 18,830.00 LITIN PAPER COMPANY RECEIVED NOT VOUCHERED 161887 9/14/2010 41,800.50 LOCHER BROTHERS INC COST OF SALES -BEER 161888 9/14/2010 26,133.00 LOGIS DATA PROC EQUIPMENT RENTAL 161889 9/14/2010 120 LONCORICH- PERRON, KELLY RENTS -BLDGS OTHER 161890 9/14/2010 3,897.46 LYNDE & MCLEOD INC RECEIVED NOT VOUCHERED 161891 9/14/2010 511.55 MACQUEEN EQUIP INC CENTRAL GARAGE REPAIR 161892 9/14/2010 415.74 MANAGEMENT INFORMATION SOLUTIO SMALLTOOLS 161893 9/14/2010 2.3 MARSHALL CONCRETE PRODUCTS OPERATING SUPPLIES 161894 9/14/2010 28,759.55 MATHIOWETZ CONSTRUCTION IMPROV OTHER THAN BLDGS 161895 9/14/2010 184.33 MCLEOD COOP POWER ASSN UTILITIES 161896 9/14/2010 281,067.69 MCLEOD COUNTY AUDITOR- TREASURE IMPROV OTHER THAN BLDGS 161897 9/14/2010 204 MCLEOD COUNTY AUDITOR- TREASURE MISCELLANEOUS 161898 9/14/2010 105 MCLEOD COUNTY SOCIAL SERVICES RECREATION ACTIVITY FEES 161899 9/14/2010 618.66 MENARDS HUTCHINSON REPAIR & MAINTENANCE SUPPLIES 161900 9/14/2010 36 MERKINS, ANDREW OTHER CONTRACTUAL 161901 9/14/2010 1,967.99 METRO ATHLETIC SUPPLY INC OPERATING SUPPLIES 161902 9/14/2010 3,891.32 MIDWEST PLAYSCAPES INC. REPAIR& MAINTENANCE SUPPLIES 161903 9/14/2010 251.36 MINI RIFF REFUNDS & REIMBURSEMENTS 161904 9/14/2010 7,468.00 MINNESOTA DEPTOF HEALTH STATE WATERTESTING FEE 161905 9/14/2010 20 MINNESOTA DEPTOF LABOR & INDU TELEPROCESSING EQUIP 161906 9/14/2010 20 MINNESOTA DEPTOF LABOR & INDU LICENSES &TAXES 161907 9/14/2010 20 MINNESOTA DEPTOF LABOR & INDU LICENSES & TAXES 161908 9/14/2010 18,457.47 MINNESOTA DEPTOF TRANSPORTATI IMPROV OTHER THAN SLOGS 161909 9/14/2010 175 MINNESOTA LIBRARYASSN TRAVELSCHOOL CONFERENCE 161910 9/14/2010 30,360.59 MINNESOTA PETROLEUM SERVICE CONTRACT REPAIR & MAINTENANCE 161911 9/14/2010 70 MINNESOTA POLLUTION CONTROLAG PERMITS 161912 9/14/2010 315 MINNESOTA POLLUTION CONTROLAG TRAVEL SCHOOL CONFERENCE 161913 9/14/2010 112.9 MINNESOTA SHREDDING CONTRACT REPAIR & MAINTENANCE 161914 9/14/2010 175 MINNESOTA STATE FIRE CHIEFS AS TRAVEL SCHOOL CONFERENCE 161915 9/14/2010 175 MINNESOTA STATE FIRE CHIEFS AS TRAVEL SCHOOL CONFERENCE 161916 9/14/2010 175 MINNESOTA STATE FIRE CHIEFS AS TRAVEL SCHOOL CONFERENCE 161917 9/14/2010 175 MINNESOTA STATE FIRE CHIEFS AS TRAVEL SCHOOL CONFERENCE 161918 9/14/2010 40 MINNESOTA STATE FIRE MARSHAL TRAVEL SCHOOL CONFERENCE 161919 9/14/2010 429 MINNESOTA SUPREME COURT DUES & SUBSCRIPTIONS 161920 9/1412010 4,586.60 MINNESOTA VALLEY TESTING LAB OTHER CONTRACTUAL 161921 9/14/2010 3,550.00 MN DEPT OF NATURAL RESOURCES OTHER CONTRACTUAL 161922 9/14/2010 394.2 MORAN USA, LLC COST OF SALES -MISC 161923 9/14/2010 157 MURPHY GRANITE CARVING CONTRACT REPAIR & MAINTENANCE 161924 9/14/2010 836 NEWCOMB, MIKE OTHER CONTRACTUAL 161925 9/ 14/ 2010 445.46 NORTH CENTRAL INTERNATIONAL RECEIVED NOT VOUCHERED 161926 9/14/2010 125 NORTH SHORE ANALYTICAL INC OTHER CONTRACTUAL 161927 9/14/2010 145.31 NORTHERN BUSINESS PRODUCTS OFFICE SUPPLIES 161928 9/14/2010 100 NORTHERN COLLABORATIVE TECHNOL COMMUNICATIONS 161929 9/14/2010 132.94 NORTHERN STATES SUPPLY INC EQUIPMENTPARTS 161930 9/14/2010 4,100.99 NU- TELECOM COMMUNICATIONS 161931 9/14/2010 445.19 OFFICE DEPOT OFFICE SUPPLIES 161932 9/14/2010 153.29 OFFICE OF ENTERPRISE TECHNOLOG COMMUNICATIONS 161933 9114/2010 40 OLBERG, KATIE RECREATION ACTIVITY FEES 161934 9/14/2010 266.7 OLSON'S LOCKSMITH CONTRACT REPAIR & MAINTENANCE 161935 9/14/2010 323.79 OVERHEAD DOOR OF ST.CLOUD INC CONTRACT REPAIR & MAINTENANCE 161936 9/14/2010 5,807.24 PAUSTIS &SONS WINE CO COST OF SALES -WINE 161937 9/14/2010 30,482.50 PEARSON BROS, INC IMPROV OTHER THAN SLOGS 161938 9/14/2010 2,243.93 PELLINEN LAND SURVEYING PROFESSIONAL SERVICES 161939 9/14/2010 7,308.53 PHILLIPS WINE &SPIRITS COST OF SALES -WINE 161940 9/14/2010 26,285.40 POLY- AMERICA, L.P. RECEIVED NOT VOUCHERED 161941 9/14/2010 1,720.00 POSTMASTER POSTAGE 161942 9/14/2010 50 POSTMASTER POSTAGE 161943 9/14/2010 455.54 PREMIER TECH PACKAGING RECEIVED NOT VOUCHERED 161944 9/14/2010 17.43 PRO AUTO &TRANSMISSION REPAIR CENTRALGARAGE REPAIR 161945 9/14/2010 1,333.80 PRO CARE SERVICES INC CONTRACT REPAIR & MAINTENANCE 161946 9/14/2010 65.09 PRO -BUILD REPAIR & MAINTENANCE SUPPLIES 161947 9/14/2010 522 -24 QUADE ELECTRIC REPAIR & MAINTENANCE SUPPLIES 161948 9/14/2010 2,000.00QUALITY CONTROL &INTEGRATION PROFESSIONAL SERVICES 161949 9/14/2010 9,293.62QUALITY WINE &SPIRITS CO. COST OF SALES -WINE 161950 9/14/2010 89.9 RADISSON HOTEL TRAVEL SCHOOL CONFERENCE 161951 9/14/2010 130 RANDY'S REPAIR SERVICE RECEIVED NOT VOUCHERED 161952 9/14/2010 10,646.42 REINER ENTERPRISES, INC FREIGHT 161953 9/14/2010 57 REINHART, CORI TRAVEL SCHOOL CONFERENCE 161954 9/14/2010 243.27 ROYALTIRE RECEIVED NOTVOUCHERED 161955 9/14/2010 364.56 RUNNING'S SUPPLY REPAIR& MAINTENANCE SUPPLIES 161956 9/14/2010 270 SCENIC VALLEY WINERY COST OF SALES -WINE 161957 9/14/2010 19,602.00 SCHIMMEL CONSTRUCTION LLC HOUSING REHAB LOANS 161958 9/14/2010 61.05 SCHMELING OIL CO MOTOR FUELS & LUBRICANTS 161959 9/14/2010 9,081.68 SCHOOL D15T M 423 OTHER REVENUES 161960 9/14/2010 1,056.00 SCHRADER, JEFF OTHER CONTRACTUAL 161961 9/14/2010 128.26 SCOTT'S WINDOW CLEANING SERVIC CONTRACT REPAIR & MAINTENANCE 161962 9/14/2010 210 SEPPELT, MILES CAR ALLOWANCE - TRAVEL 161963 9/14/2010 600 SOIL CONTROL LAB RECEIVED NOT VOUCHERED 161964 9/14/2010 10.69 SORENSEN'S SALES & RENTALS EQUIPMENT PARTS 161965 9/14/2010 876.96 SOUTH CENTRAL TECH COLLEGE TRAVEL SCHOOL CONFERENCE 161966 9/14/2010 2,557.55 SPRINT COMMUNICATIONS 161967 9/14/2010 943.39 ST. JOSEPH'S EQUIPMENT INC CENTRAL GARAGE REPAIR 161968 9/14/2010 159.28 STANDARD PRINTING OFFICE SUPPLIES 161969 9/14/2010 1,783.59 STAPLES ADVANTAGE OPERATING SUPPLIES 161970 9/14/2010 27.95 STAR TRIBUNE DUES & SUBSCRIPTIONS 161971 9/14/2010 20 TAPS -LYLE SCHROEDER PROFESSIONAL SERVICES 161972 9/14/2010 41.17 TARGET BANK OPERATING SUPPLIES 161973 9/14/2010 311.72 TEK MECHANICAL BUILDING REPAIRS 161974 9/14/2010 1,674.68 THE HARTFORD EMPLHEALTH & INS. BENEFIT 161975 9/1412010 182 TNL CREATIONS IMPROV OTHER THAN BLDGS 161976 9/14/2010 21.5 TOWN &COUNTRY TIRE CENTRAL GARAGE REPAIR 161977 9/14/2010 37,195.64 TREBELHORN &ASSOC MOTOR FUELS & LUBRICANTS 161978 9/14/2030 229.5 TRI COUNTY WATER OPERATING SUPPLIES 161979 9/14/2010 350.37 TRICO TCWIND, INC EQUIPMENT PARTS 161980 9/14/2010 3,848.00 TWIN CITY PALLETS INC. RECEIVED NOT VOUCHERED 161981 9/14/2010 52.37 TWO WAY COMMUNICATIONS INC OPERATING SUPPLIES 161982 9/14/2010 1,342.54 UNITED RENTALS NORTH AMERICA I CONTRACT REPAIR & MAINTENANCE 161983 9/14/2010 60 UNIVERSITY OF MINNESOTA TRAVEL SCHOOL CONFERENCE 161984 9/14/2010 1,475.54 USA BLUE BOOK OPERATING SUPPLIES 161985 9/14/2010 1,457.24 USPS- HASLER POSTAGE 161986 9/14/2010 898 VALUE TESTERS OPERATING SUPPLIES 161987 9/14/2010 13,882.10 VIKING BEER COST OF SALES -BEER 161988 9/14/2010 655.7 VIKING COCA COLA COST OF MIX & SOFT DRINKS 161989 9/14/2010 153.25 VIKING SIGN & GRAPHICS INC REFUNDS & REIMBURSEMENTS 161990 9/14/2010 164 VINOCOPIA INC COST OF SALES- LIQUOR 161991 9/14/2010 19,833.89 WASTE MANAGEMENT OF WI -MN REFUSE - LANDFILL CHARGES 161992 9/14/2010 93.77 WASTE MANAGEMENT OF WI -MN REFUSE - RECYCLING 161993 9/14/2010 833.33 WELLS FARGO INSURANCE SERVICES PROFESSIONAL SERVICES 161994 9/14/2010 1,448.05 WINE COMPANY, THE COST OF SALES -WINE 161995 9/14/2010 23,186.79 WIRTZ BEVERAGE MINNESOTA FREIGHT 161996 9/14/2010 856.54 WISCONSIN DEPT OF AGRICULTURE DUES & SUBSCRIPTIONS 161997 9/14/2010 8,095.04 WM MUELLER &SONS IMPROV OTHER THAN BLDGS 161998 9/14/2010 377.26 WM MUELLER &SONS STREET MAINT.MATERIALS 161999 9/14/2010 187.56 WM MUELLER & SONS STREET MAINT.MATERIALS 162000 9/14/2010 187.56 WM MUELLER &SONS STREET MAINT.MATERIALS 162001 9/14/2010 7,334.29 WOODLINE SAWMILLS, INC. RECEIVED NOT VOUCHERED 162002 9/14/2010 2,354.40 WORK CONNECTION, THE OTHER CONTRACTUAL 162003 9/14/2010 779.38 XEROX CORP COPY MACHINE 162004 9/14/2010 76.61 AMERICAN FAMILY INS CO. ACCRUED LIFE INSURANCE 162005 9/14/2010 500.79 H.A.R.T. ACCRUED DEFERRED COMP 162006 9/14/2010 512 NCPERS LIFE INS. ACCRUED LIFE INSURANCE 1,127,280.70 Grand Total Payment Instrument Totals Check Total 1 1,127,280.70 Total Payments 1 1,127,280.70 �1 \—/ V PAYROLL ELECTRONIC FUNDS TRANSFERS PAYROLL DATE: 08/27/2010 Period Ending Date: 08/21/2010 $59,131.87 IRS - Withholding Tax Account Federal Withholding Employee /Employer FICA Employee /Employer Medicare $11,368.23 MN Department of Revenue State Withholding Tax $39,365.46 Public Employee Retirement Association Employee /Employer PERA/DCP Contributions $4,802.45 TASC Employee Flex Spending Deductions $400.00 MNDCP Employee Contributions - Deferred Comp $1,339.60 ING Employee Contributions - Deferred Comp $2,101.15 ICMA Retirement Trust Employee Contributions - Deferred Comp $1,291.95 MN Child Support System Employee Deductions $119,800.71 Total Electronic Funds Transfer & Ce) PAYROLL ELECTRONIC FUNDS TRANSFERS PAYROLL DATE: 09/10/2010 Period Ending Date: 09/04/2010 $55,377.42 IRS - Withholding Tax Account Federal Withholding Employee /Employer FICA Employee /Employer Medicare $10,678.15 MN Department of Revenue State Withholding Tax $38,817.88 Public Employee Retirement Association Employee /Employer PERA/DCP Contributions $4,802.45 TASC Employee Flex Spending Deductions $400.00 MNDCP Employee Contributions - Deferred Comp $1,339.60 ING Employee Contributions - Deferred Comp $2,001.15 ICMA Retirement Trust Employee Contributions - Deferred Comp $757.63 MN Child Support System Employee Deductions $114,174.28 Total Electronic Funds Transfer to W) Hutchinson An Eco nomic Development Authority MEMORANDUM Date: September 9, 2010 To: Honorable Mayor & City Council From: Miles R. Seppelt -- , EDA Director RE: Public Hearing on Business Subsidies for Customer Elation I have two items relating to Customer Elation, Inc. for your consideration: Item # 1: Consideration of providing a 1 -year extension to Customer Elation to attain iob creation goals Approximately two years ago the City of Hutchison provided public assistance to Customer Elation on the condition that they create 100 full -time (or full -time equivalent) jobs within two years. Thus far Customer Elation has created only 85 of the required 100 FTE jobs. Minnesota's Business Subsidy law requires the company repay the assistance it received on an accelerated basis, unless the city grants a one -year extension for Customer Elation to create the required 100 jobs. To grant the extension, a public hearing is required, and a resolution to that effect must be passed by the City Council. Since Customer Elation came to Hutchinson it has been a very good corporate citizen and has been hiring on a consistent basis since it opened. There is no doubt that it will create the 100 jobs required, and ultimately go far beyond that number of employees. A one -year extension is therefore being requested to allow the company to hit its job creation target. Item # 2: Consideration of amending Resolution No. 13259. a Resolution Approving the Granting of a Business Subsidy The Hutchinson EDA is preparing to have the buildings on the old Wetherell farm site, located at 1140 5 Avenue SE, demolished. 9�) To help cover this expense, estimated to be about $30,000, the EDA wants to add the demolition cost to the price of the lot. The EDA will front the cost of building demolition, and hopefully recoup a portion of those costs if and when the lot is sold to Customer Elation. To accomplish this, the original resolution approving the business subsidy for Customer Elation will have to be updated to reflect the new land price. I will have a short presentation with additional details at the City Council meeting Tuesday. In the meantime, if you have any questions or need additional information, please give me a call at 234 -4223. Thank you for your time and consideration. 9 La-) RESOLUTION NO. 13781 RESOLUTION APPROVING A ONE -YEAR EXTENTION FOR CUSTOMER ELATION TO ATTAIN JOB CREATION GOALS WHEREAS, the City of Hutchinson has provided business subsidies to Customer Elation on the understanding that 100 full -time or full -time equivalent jobs would be created with two years of opening, and; WHEREAS, Customer Elation has thus far created 85 full -time equivalent jobs and continues to hire new employees, and; WHEREAS, Minnesota Statutes 116J.994 (Subd. 6) gives the City the authority to grant a one -year extension to allow the company to meet its wage and job creation goals, and; WHEREAS, the City Council of the City of Hutchinson finds that it is in the best interests of the city and community to grant such an extension, NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF HUTCHINSON, MINNESOTA, Hereby approves a one -year extension for Customer Elation to create 100 full -time or full - time equivalent jobs. Adopted by the City Council this 14"' day of September 2010. ATTEST: Gary D. Plotz Steven W. Cook City Administrator Mayor r7 L) RESOLUTION NO. 13782 RESOLUTION AMENDING RESOLUTION NO. 13259 APPROVING THE GRANTING OF A BUSINESS SUBSIDY WHEREAS, it is the responsibility of the City Council to provide for the health, safety and general welfare of the community, and; WHEREAS, to achieve those goals it is necessary to have a strong and diversified local economy, and; WHEREAS, creating new, high paying jobs and increasing the local tax base provides benefits for the entire community and enhances the long -term economic viability of the City of Hutchinson, and; WHEREAS, Customer Elation, Inc. is a successful and rapidly growing company that is a valuable addition to Hutchinson's economic base, and; WHEREAS, the Hutchinson EDA is planning to undertake certain activities to improve Block 2, Lot 1, Hutchinson Fifth Avenue Industrial Parkfor future development; THEREFORE BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF HUTCHINSON, MINNESOTA, That paragraph (d) of Resolution No. 13259, a Resolution Approving the Granting of a Business Subsidy, approved by the Hutchinson City Council on August 27, 2007, is hereby amended as follows: A 7 -year exclusive option (dated from August 28 2007 for the purchase of 1.797 acres of the adjoining development site, Block 2, Lot 1, Hutchinson Fifth Avenue Industrial Park, at $3509 $51.694.49 per acre, under the Hutchinson Economic Development Authority's Land Write down Program, provided that the Gempan Customer Elation, Inc. uses the property for the expansion of its business. Adopted by the City Council this 14 day of September, 2010. ATTEST: Gary D. Plotz Steven W. Cook City Administrator Mayor 9 LO) 0 Application for On -Sale Intoxicating Liquor License This form was prepared by the City of Hutchinson and the Minnesota Bureau of Criminal Apprehension, Department of Public Safety, pursuant the Minnesota Statutes, 1976, Section 340.13, for purposes of background investigation. It does not supersede any laws, rules or regulations of the Division of Liquor Control regarding the issuance of liquor licenses. Failure to provide information requested may result in denial of the application. 1. Applebee's Neighborhood Grill & Bar Trade Name 2. Investigation Fee: $375.00 Annual License Fee: $3700.00 July 27, 2010 Date of Application Licensing Period 3. Type of Application: 21 NEW ❑ RENEWAL M TRANSFER 4. Apple Minnesota L'LC Name of Applicant Phone 5. 6200 Oak Tree Boulevard, Suit 250, Independence, OH 44131 Home Address 6. 7. State Zip Code Citizenship Place of Birth Date of Birth 9. Same as current Applebee's licensed location. Legal Description 10. List Owners of building or premises to be licensed: D13APPLEF LLC, c/o Drawbridge Special Opportunities Fu L P, 1345 Avenue of the Americas, 46th Floor, New York, New York 10105 11. List all partners, officers or directors, shareholders (and number of shares each member holds), if corporation: Name See attached Exhibit 1 Address Date of Birth 9(1) 12. Prior experience in this type of business: Apple Minnesota LLC will operate 64 Applebee's locations in MN & WI. Apple Minnesota LLC is applying for liquor license in Minnesota for 59 other Applebea'a restaurants. 13. Present ownership in any other liquor establishment: 51, -tl—hed 8xhibit A. 14. Present ownership in any other restaurant or food business: 15. Three Business References: 1. See attached Exhibits 2 - 5 2. 3. 16. Ronald S. Iqarashi Corporate or Partnership Title 6200 Oak Tree Boulevard, Suite 250 17. Independence, OH 44131 Corporate or Partnership Address , 18. If this is a transfer application give name, address, of person(s), partnership or cor holding license for the past year: Applebee's Restaurants North LLC P.O. Box 15508 Lenexa KS 66285 Name Address 19. Who owns the bar /tavem fixtures? Licensee 20. Are you a Minnesota resident? ❑ YES N NO From To 21. Residential Address for the past five (5) years: See attached Exhibits 2 -S 22: Three personal references: Name 1 -- n e 2. 3. Address attached Exhibit 2 -5 23. Employment for the past five years: Phone Name of Employer Phone 1 See attached Exhibits 2 -5 24. Any convictions other than minor traffic: Yes Daniel Krebsbach - DUI, 10/09/1990, Sherburne County, MN � LO 25. This application must be accompanied by detailed statement of net worth and last year's tax return and statement of method of payment for business, fixtures and inventory. See attached 26. Applicant, and his associates in this application, will strictly comply with all the laws of the State of Minnesota governing the taxation and the sale of intoxicating liquor; rules and regulations promulgated by the Liquor Control Commissioner; and all ordinances of the municipality; and I hereby certify that I have read the foregoing questions and that the answers to said questions are true of my own knowledge. I further understand that an investigation fee not to exceed$500.00 shall be charged an application by the city or county if the investigation is required outside the state. I further understand the ordinances of the City of Hutchinson regarding the operation of on -sale liquor license and a ee to abide by them. f Y z iv Si a of Applicant Date Subsc 'bed and s orn to before me this Wday of N o - tai y Public My Commission expires: y i ��J City of Hutchinson Public Works Department Operations & Maintenance 1400 Adams St SE Hutchinson, MN 55350 Phone (320) 234 -4219 Fax(320)234-6971 To: Honorable Mayor and City Council members From: John Olson, Public Works Manager Subject: NEW — Residential Leaf Vacuum Service Attached is a guideline document for residential leaf vacuum service that was written for use by Public Works staff and other stakeholders. This document outlines some of the major components of the program, including: 1. Priori — Residential leaf vacuum service is a Basic Service. Necessary work to provide Essential or Critical Services may result in some delays in providing this service. 2. Application — This service is for all residential properties that pay for and receive individual garbage service. Industrial, commercial and residential properties without individual garbage service are not included. 3. Equipment — The City will operate up to two (2) leaf vacuums towed by agricultural tractors. 4. Schedule — Service begins the 3 rd Tuesday of October and ends on the Monday prior to Thanksgiving. Operators will be working between 7:00 a.m. and 6:00 p.m. Monday — Friday. 5. Problem Areas — Operators will not provide services in problem areas. These areas will be reported, so staff can work with the property owner(s) to resolve the problem. 6. Weather —Weather conditions that would cause a delay in service would be severe cold, wind, rain, and/or snow. 7. Documentation — Staff will document when routes are completed. Records will not be kept on specific activities at specific properties. Also attached, for your reference, is the Utility Billing stuffier that was provided in the most recent mailing. This document, along with the service document, should answer most questions about the service. I will be available at the City Council meeting to discuss this service and answer any questions you, members of the community, or other City staff may have about our plans. September 7, 2010 C City of Hutchinson Public Works Department Residential Leaf Vacuum Service Introduction The City of Hutchinson (City) believes it is in the best interest of the City's residents to perform residential leaf vacuum service in the fall of each year. Important components of residential leaf vacuum service include regularly scheduled service on the day following regular garbage pickup, maintenance of leaf vacuum equipment, and disposing of leaves collected at the Creek Side Soils. The City will perform residential leaf vacuum service in a safe and cost effective manner, keeping in mind safety, budget, personnel and environmental concerns. The City will generally use City employees and equipment for residential leaf vacuum services. Priori This service is classified as a Basic Service. Operations requiring necessary resources for Essential or Critical Services may result in deferral of this service. Application This document is used as a general guideline for residential leaf vacuum service. This document is intended to describe issues relating to this service that are of common concern to various stakeholders. This service applies to all residential properties within the City that have individual residential garbage service. Industries, commercial properties, or residential properties that do not receive individual residential garbage services are not eligible for this service. This service will be provided to individual residential garbage service customers, regardless of whether their property abuts a City, County, or State roadway or are on roadways under the jurisdiction of another government or private agency. Residents on roadways under the jurisdiction of private agencies may opt out of the service, without compensation. M61 Operators will provide service daily on the day after normal individual residential garbage service is provided. For example, if a resident's garbage is picked up on Monday, operators will be by to vacuum leaves on Tuesday. If a resident's garbage is picked up on Friday, operators will be by on Monday to vacuum leaves. Other services may be ordered by the Public Works Manager, and there may be times when operators are dispatched to collect leaves from various publicly owned facilities. The Public Works Manager may authorize service to properties, other than those eligible, only if appropriate maintenance agreements are in place. Routine Leaf Vacuum Service A. Leaf Vacuums — Two leaf vacuums are operated when providing this service. Vacuum operators are instructed in the safe operation of the vacuums and the appropriate operator -level maintenance required for safe and efficient use of the vacuums. Maintenance of the leaf vacuums will be a high priority during the leaf removal season, as both units are required to provide adequate service levels. B. Tractors — Two agricultural tractors are used to tow the leaf vacuums. At least two tractors will be available every working day during the leaf removal season. Tractors for this service will generally be leased for the season, but City -owned tractors may also be dispatched for this service, however, use of City -owned tractors will generally be limited to situations when leased tractors are not available for use. C. Schedule — The City will provide leaf vacuum service daily, rain or shine, on each work day between the 3 rd Tuesday of October and the Monday preceding Thanksgiving. Services will generally be provided between the hours of 7:00 a.m. to 6:00 p.m. Only during severe weather or snow events will service cease. One or two leaf vacuums may be dispatched at any time, at the Public Works Manager's discretion, for general street cleaning during periods when residential service is not scheduled (e.g., in September, or in October before the 3` Tuesday). If for any reason, this service is delayed because of necessary work related to Essential or Critical Services, the schedule will generally be resumed the Tuesday following the delay. D. Problem Areas — Operators shall exercise discretion to avoid properties or areas where, in their opinion, the provision of service would be detrimental to the safety of the public or operators, or be potentially hazardous to machinery. Potential problems may include vehicles parked in a manner that does not allow the vacuum to access the curb and gutter, leaves that are not located within the gutter next to the curb, windrows containing deleterious material, or any other identified problem that could negatively affect the provision of service. When problem areas are identified, operators will report those areas to the Public Works Manager. The Public Works Manager will attempt to contact property owners to rectify any problems, with the goal of restoring service to the property or area the following week. If conditions negatively affecting provision of residential leaf vacuum service continue, operators will not provide service for identified properties or areas. E. Disposal — Leaves will be disposed of at Creek Side in areas designated by Creek Side personnel. Areas identified for disposal will be of appropriate size to allow leaves to be dumped from trailers using the self - contained dumping apparatus integral to the leaf vacuum unit. Areas designated for dumping will also allow for adequate space so operators may inspect and clean equipment, as necessary, each time leaves are dumped. All operators will inspect their leaf vacuum and tractor at the dump site prior to returning to service the area they left. F. Routes — Routes will be established by the Public Works Manager. Routes will be devised to ensure all residential areas that received regular garbage pickup on a given day are vacuumed the following day. From time to time, the Public Works Manager may make minor modifications to routes to ensure efficient use of available resources. Residential properties will only be serviced on their assigned days. Operators will not be dispatched to service properties outside of the current daily service area. The Public Works Manager may dispatch leaf vacuum(s) to any public facility at any time it is deemed necessary, provided daily residential service requirements are met and providing the service is in the best interest of the City. G. End -of -Route Procedures — Once routes have been completed, operators will clean, perform routine maintenance, and inspect all equipment to determine if there are any obvious maintenance issues with the equipment. Once equipment has been determined to be ready for the following day's routes, operators will be assigned to other work, as directed. Operator will inform supervisors of their availability for other work once end -of -route procedures are completed. Trainine The City will provide operators with training opportunities on a regular basis to ensure operators are aware of acceptable practices for operation, inspection, maintenance and proficient use of equipment necessary for providing this service. Weather Conditions Leaf vacuum operations are conducted in all weather conditions do not endanger the safety of the public, employees or equipment. Weather conditions that could delay operations may include temperatures below 20 F., flooding, heavy rain, snow and wind. • Documentation The City will document services performed under this policy. These records will not identify specific activities conducted at specific properties, but will, at minimum, identify the general location and nature of services performed. Areas serviced will generally be documented by indicating a route was completed. Operators are encouraged to notate and/or identify any specific, unique situations on route maps. Operators will report any issue that may potentially result in the inability to complete a scheduled route to the Public Works Manager. Operators will note whether the issue is of routine nature, relates to equipment malfunctions, or is a potential safety issue. 0 4 City of Hutchinson Residential Leaf Vacuum Service The City's residential leaf vacuum service begins Tuesday October 19 and will end on Monday November 22, 2010 or when snow arrives. Leaves are removed from the street the day after recyclingigarbage is picked up. For example: if a resident has recycling /garbage pickup on Friday, leaf vacuuming would be on Monday, if recycling /garbage pickup were on Monday, leaf pickup would be on Tuesday, etc. Helpful tips include: I Please keep children away from the leaf piles. Do not allow small pets to run free during leaf pickup. The leaf vacuum is very powerful and to avoid any potential injury it is important to keep children and pets away from the leaf piles. • Leaves only! Brush and other debris will not be picked up, • Keep streets free of parked cars so the leaf vacuum can get through. • Place leaves in the gutter (on the street directly next to the curb), but no more than one day before the scheduled pick -up. A good practice would be to rake leaves close to the edge of the street as you have time during the week, then simply rake them into the gutter nght before leaf removal takes place. Residents of cul -de -sacs can make tidy piles between driveways. • Pull leaves back from corner lots. The machine turns too wide to pickup leaves left on the corner. The leaf vacuum machine will operate every day, rain or shine, until the leaves are gone or snow arrives. Only during severe weather will operations be suspended. The leaf vacuum removes leaves, then chops and compacts them into a self-contained trailer towed by a tractor. The chopped, compacted leaves are then recycled at Creekside Soils, the City -owned composting facility. For more information: Website: www. ci. hutchinson .mn.usfleafvacuumserv email: information t"7a.ci,hutchinson.mn.us: or phone: (320) 234 -4219 S LO 0 PUBLICATION NO. ORDINANCE NO. 10 -0557 AN ORDINANCE AMENDING CITY CODE CHAPTER 152 — SHORELAND MANAGEMENT; SECTION 152.007, DEFINITIONS; SECTION 152.041, STORMWATER MANAGEMENT; SECTION 152.108, VARIANCES THE CITY COUNCIL OF THE CITY OF HUTCHINSON, MINNESOTA ORDAINS: Notice of public hearing was duly given and publication of said hearing was duly made to appear to the satisfaction of the City Council that it would be in the best interests of the City to amend the City Code, Chapter 152, Shoreland Management; Section 152.007, definitions of height of building or structure height and impervious surface; Section 152.041, adding language to (13)(1); Section 152.108, adding language to variance requirements. SHORELAND MANAGEMENT § 152.007 DEFINITIONS. Height of Building or Structure Height. The distance measured from the average existing ground elevation adjoining the building at the front building line to the top of the cornice of a flat roof, to the deck line of a mansard roof, to a point on the roof directly above the highest wall of a shed roof, to the uppermost point on a round or other arch -type roof, or to the average distance of the highest gable on a pitched or hip roof. References in this Section to building height shall include and mean structure height. • and if the structure is other than a building, the height shall be measured from said average existing ground elevation to the highest point of the structure. "Existing ground elevation' means the lowest of the following elevations: (1) the grade approved at the time of the subdivision creating the lot, (2) the argr de at the time the building permit for a principal structure on the lot is applied for. Retaining walls and /or artificial grades created by fill may not be used to modify the measured building height to circumvent the intent of the zoning ordinance. A survey may b�quired to verify existing ground elevation and/or structure height. Impervious Surface: The portion of the buildable parcel which has a covering which does not permit water to percolate into the natural soil and causes water to runoff the surface in reg ater quantities and at an increased rate of flow than existed prior to development. Impervious surface shall include, but not be limited to, buildings, all driveways and parkin areas reas (whether paved or not) sidewalks patios tennis and basketball courts, covered decks, porches, and other structures Open uncovered decks are not considered impervious for the purposes of this ordinance if they have a pervious surface underneath and have at least 1/8 inch spacing between the deck floor boards Eaves and overhangs are not calculated as impervious surface The use of patio blocks paver bricks or gravel material as well as plastic landscape fabric are considered impervious surfaces as a majority of water runs -off the surface rather than being absorbed into natural soils underneath Some exceptions to these conditions may include paver blocks or pavement systems engineered to be permeable with the underlying soils suitable for infiltration A survey may be required to verify impervious surface coverage of the lot § 152.041 STORM WATER MANAGEMENT. • The following general and specific standards shall apply. (A) General standards. is= Ordinance # 10 -0557 Section 152 — Shoreland Management August 17, 2010 Page 2 (1) When possible, existing natural drainage ways, wetlands and vegetated soil surfaces must be used to convey, store, filter and retain storm water runoff before discharge to public waters. (2) Development must be planned and conducted in a manner that will minimize the extent of disturbed areas, runoff velocities and erosion potential, and reduce and delay runoff volumes. Disturbed areas must be stabilized and protected as soon as possible and facilities or methods used to retain sediment on the site. (3) When development density, topographic features and soil and vegetation conditions are not sufficient to adequately handle storm water runoff using natural features and vegetation, various types of constructed facilities such as diversions, settling basins, skimming devices, dikes, waterways and ponds may be used. Preference must be given to designs using surface drainage, vegetation and infiltration rather than buried pipes and man -made materials and facilities. (B) Specific standards. (1) Impervious surface coverage of lots must not exceed 25% of the lot area subject to the provisions of § 152.108(D) and (E). (2) When constructed facilities are used for storm water management, documentation must be provided by a qualified individual that they are designed and installed consistent with the field office technical guide of the local soil and water conservation districts. • (3) New constructed storm water outfalls to public waters must provide for filtering or settling of suspended solids and skimming of surface debris before discharge. § 152.108 VARIANCES. (A) Variances may only be granted in accordance with M.S. Chapter 462, as it may be amended from time to time, as applicable. A variance may not circumvent the general purposes and intent of this chapter. No variance may be granted that would allow any use that is prohibited in the zoning district in which the subject property is located. Conditions may be imposed in the granting of a variance to ensure compliance and to protect adjacent properties and the public interest. In considering a variance request, the Planning Commission and City Council must also consider whether the property owner has reasonable use of the land without the variance, whether the property is used seasonally or year- round, whether the variance is being requested solely on the basis of economic considerations, and the characteristics of development on adjacent properties. (B) The Planning Commission and City Council shall hear and decide requests for variances in accordance with the rules that it has adopted for the conduct of business. When a variance is approved after the Department of Natural Resources has formally recommended denial in the hearing record, the notification of the approved variance required in § 152.109(B) below shall also include the Planning Commission and City Council's summary of the public record and testimony and the findings of facts and conclusions which supported the issuance of the variance. (C) For existing developments, the application for variance must clearly demonstrate whether a conforming sewage treatment system is present for the intended use of the property. The variance, if • issued, must require reconstruction of a nonconforming sewage treatment system by an MPCA certified installer. 9 �,_) re&� Ordinance N 10 -0557 Section 152 — Shoreland Management August 17, 2010 Page 3 • (D) A variance from the impervious surface requirements contained in §152.041(B)(1) is not required for the alteration or addition of structures and appurtenances to lots in the shoreland district, if the impervious surface coverage of a lot does not exceed 50% and the following conditions are met (1) The lot has been developed prior to September 28, 2010; and, (2) A survey completed by a Professional Land Surveyor is required to determine the exact amount of impervious surface coverage on the lot. (3) Any changes to structures or fixtures on the lot or appurtenances thereto do not increase the overall impervious surface coverage of the lot as calculated by Professional Land Surveyor and approved by the Planning Director at the time the building or other appropriate permit is applied for. (E) A variance from the impervious surface requirements contained in 6152.041 (13)(1) is not (1) The lot has been developed prior to September 28, 2010; and, (2) A survey completed by a Professional Land Surveyor is required to determine the exact amount of impervious surface coverage on the lot. • (3) The volume of water equal to one inch multiplied by the area of impervious surface over the amount of impervious surface that existed previously, as a legal non- conformity, must be treated on -site. For example, if a lot is 28% impervious surface coverage prior to construction and the applicant wants to increase to 30% impervious surface coverage, 2% of the impervious surface must be mitigated Preference must be given to volume reduction techniques that include infiltration basins, rain gardens, enhanced infiltration swales, filter strips, disconnected impervious areas, and other conservation designs. All management technologies shall be consistent with the latest Minnesota Stormwater Manual. The City of Hutchinson requires the use of trained personnel in erosion and sediment control and stormwater management or Minnesota licensed Professional Engineer to design and inspect the installation and use of best management practices to ensure proper design and operation of the on site stormwater treatment facility. The City of Hutchinson will have final saw whether the design of the treatment facility is approved or not EFFECTIVE DATE OF ORDINANCE. This ordinance shall take effect upon is adoption and publication. Adopted by the City Council this 28th day of September, 2010. Attest: • Gary D. Plotz City Administrator Steven W. Cook Mayor 964- PUBLICATION NO. ORDINANCE NO. 10 -0557 AN ORDINANCE AMENDING CITY CODE CHAPTER 152 — SHORELAND MANAGEMENT; SECTION 152.007, DEFINITIONS; SECTION 152.041, STORMWATER MANAGEMENT; SECTION 152.108, VARIANCES THE CITY COUNCIL OF THE CITY OF HUTCHINSON, MINNESOTA ORDAINS Notice of public hearing was duly given and publication of said hearing was duly made to appear to the satisfaction of the City Council that it would be in the best interests of the City to amend the City Code, Chapter 152, Shoreland Management; Section 152.007, definitions of height of building or structure height and impervious surface; Section 152.041, adding language to (B)(1); Section 152.108, adding language to variance requirements. SHORELAND MANAGEMENT § 152.007 DEFINITIONS. Height of Buildine or Structure Height. The distance measured from the average existing ground elevation adjoining the building at the front building line to the top of the cornice of a flat roof, to the pitched or hip roof. References in this Section to building height shall include and mean structure height and if the structure is other than a building, the height shall be measured from said average existing, ground elevation to the highest point of the structure. "Existing ground elevation' means the lowest of the artificial grades created by fill may not be used to modify the measured building height to circumvent the intent of the zoning ordinance. Impervious Surface: The portion of the buildable parcel which has a covering which does not permit water to percolate into the natural soil and causes water to runoff the surface in greater quantities and at an increased rate of flow than existed prior to development. Impervious surface shall include, but not be impervious for the purposes of this ordinance if they have a pervious surface underneath and have at least considered impervious surfaces as a majority of water runs -off the surface rather than being absorbed into natural soils underneath. Some exceptions to these conditions may include paver blocks or pavement systems engineered to be permeable with the underlying soils suitable for infiltration. § 152.041 STORM WATER MANAGEMENT. The following general and specific standards shall apply. (A) General standards. 9 L� Ordinance # 10 -0557 Section 152— Shoreland Management August 17, 2010 Page 2 (1) When possible, existing natural drainageways, wetlands and vegetated soil surfaces must be used to convey, store, filter and retain storm water runoff before discharge to public waters. (2) Development must be planned and conducted in a manner that will minimize the extent of disturbed areas, runoff velocities and erosion potential, and reduce and delay runoff volumes. Disturbed areas must be stabilized and protected as soon as possible and facilities or methods used to retain sediment on the site. (3) When development density, topographic features and soil and vegetation conditions are not sufficient to adequately handle storm water runoff using natural features and vegetation, various types of constructed facilities such as diversions, settling basins, skimming devices, dikes, waterways and ponds may be used. Preference must be given to designs using surface drainage, vegetation and infiltration rather than buried pipes and man -made materials and facilities. (B) Specific standards. (1) Impervious surface coverage of lots must not exceed 25% of the lot area subject to the provisions of U52.108(1)) and (El (2) When constructed facilities are used for storm water management, documentation must be provided by a qualified individual that they are designed and installed consistent with the field office technical guide of the local soil and water conservation districts. (3) New constructed storm water outfalls to public waters must provide for filtering or settling of suspended solids and skimming of surface debris before discharge. § 152.108 VARIANCES. (A) Variances may only be granted in accordance with M.S. Chapter 462, as it may be amended from time to time, as applicable. A variance may not circumvent the general purposes and intent of this chapter. No variance may be granted that would allow any use that is prohibited in the zoning district in which the subject property is located. Conditions may be imposed in the granting of a variance to ensure compliance and to protect adjacent properties and the public interest. In considering a variance request, the Planning Commission and City Council must also consider whether the property owner has reasonable use of the land without the variance, whether the property is used seasonally or year- round, whether the variance is being requested solely on the basis of economic considerations, and the characteristics of development on adjacent properties. (B) The Planning Commission and City Council shall hear and decide requests for variances in accordance with the rules that it has adopted for the conduct of business. When a variance is approved after the Department of Natural Resources has formally recommended denial in the hearing record, the notification of the approved variance required in § 152.109(B) below shall also include the Planning Commission and City Council's summary of the public record and testimony and the findings of facts and conclusions which supported the issuance of the variance. (C) For existing developments, the application for variance must clearly demonstrate whether a conforming sewage treatment system is present for the intended use of the property. The variance, if issued, must require reconstruction of a nonconforming sewage treatment system by an MPCA certified installer. Ordinance # 10-0557 Section 152— Shoreland Management August 17, 2010 Page 3 the impervious surface coverage of a lot does not exceed 50% and the following conditions are met (1) The lot has been developed prior to September 14.2010• and (2) A survey completed by a Professional Land Surveyor is required to determine the exact amount of impervious surface coverage on the lot. (3) Any changes to structures or fixtures on the lot or appurtenances thereto do not increase the overall impervious surface coverage of the lot as calculated by a Professional Land Surveyor and approved by the Planning Director at the time the building or other appropriate permit is applied for. (E) A variance from the impervious surface requirements contained in 4152.041(B)(1) is not required if permanent treatment of the first one inch of runoff from the impervious surfaces over 25 percent created by development or redevelopment is treated on site for lots in the shoreland district if the impervious surface coverage of a lot does not exceed 50% and the following conditions are met (1) The lot has been developed prior to September 14.2010; and (2) A survey completed by a Professional Land Surveyor is required to determine the exact amount of impervious surface coverage on the lot. (3) The volume of water equal to one inch multiplied by the area of impervious surface over 25 percent must be treated on site. Preference must be given to volume reduction techniques that include infiltration basins, rain gardens enhanced infiltration swales filter strips disconnected impervious areas and other conservation designs. All management technoloyies shall be consistent with the latest Minnesota Stormwater Manual The City of Hutchinson requires the use of trained personnel in erosion and sediment control and stormwater management or a Minnesota licensed Professional Engineer to design and inspect the installation and whether the design of the treatment facility is approved or not EFFECTIVE DATE OF ORDINANCE. This ordinance shall take effect upon is adoption and publication. Adopted by the City Council this 14th day of September, 2010. Attest: Gary D. Plotz Steven W. Cook City Administrator Mayor 9 La-) DIRECTORS REPORT - PLANNING DEPARTMENT To: Hutchinson Planning Commission From: Brad Emans, Dolf Moon, Dave Hunstad, Miles Seppelt, Patrick Brama, Jean Ward, Judy Flemming, John Webster, John Olson, Lenny Rutledge, Kyle Dimler, Kent Exner, John Paulson, Mark Schnobrich, Marc Sebora, Gary Plotz, Jeremy Carter, Jim Popp, Dan Hatten, Dick Nagy, Dan Jochum and Bonnie Baumetz (Persons in attendance at Planning Staff Meeting (in bold) Date: July 29, 2010, for August 17, 2010, Planning Commission Meeting RE: Consideration of Amendment to City Code Chapter 152 — Shoreland Management; Section 152.007, Definitions; Section 152.041, Stormwater Management; Section 152.08, Variances SHORELAND ORDINANCE AMENDMENTS Staff was directed by the Planning Commission to look at several amendments to the Shoreland ordinance related to impervious surface coverage standards that would allow applicants flexibility while mitigating the impacts of additional impervious surface coverage. In addition, the height of building definition was reviewed and amended to be more clear and easy to understand, as well as made consistent with the definition in the Zoning Ordinance. Lastly, the definition of impervious surface was amended and is now consistent throughout City ordinances. Previously, there were three definitions for impervious surface and each is slightly different. Analysis and Recommendation: Staff reviewed the proposed ordinance amendment at the July 29, 2010 planning staff meeting. Staff is very supportive of the proposed ordinance amendment and recommends approval. The Planning Commission should provide feedback on the ordinance and consider public hearing comments in their recommendation to the City Council. 9 ta) I Hue 17 10 03:15p Margie Robinson 320 234 2555 p.l Minnesota Department L1l' Natural Resources 20596 IIIGHWAV 7, IIUTCHINSON MN 55351) (120) 2.14 - 2550x2 rohcrl.cullc t tirslnlu.nu%.ug August 16, 2(1111 ban Jochunh I lulcllin.a+n 1 & Zoning I I 1 I bosun Sires SI{ Ilu tell inu +m, MN 55.150 RE: Ordinanec Gnomes, City oft lulchinson. boor Mr. Jochum, Thank you for mcWing with ale last week to discuss your proposed shorclahnd unlinmoce changes. While we have bcuu gearing up for chungcs In the statewide nimintun shorellmd standards. updmcs ;Ire not imminutt. I'hc drali rules have beco devetoped over the past lew ycarN with unpi- mcdenled iovolvemcnl from various slakehollx groups including, devulopers, lakeshure owners, interest groups, and county and city sulks. I appruciatc the fact that the City ol Ilulchinsun has included some (,l'the language irum the draft rules. 'I the draft rules arc sound; developed with hoth p .ople and science in mind. Several dill'erum :irums of the droll shorclmhd rules were written so conlolunities with greater capaeily could include more Ilesibikiy. This is especially import:uhl 11w communities will) many existing developments with many lots at or near the 25% in%pervious limit — like I lulcldo I lowever. I Ihiuk your drall ordinance seLN the hr fitirly low lilr purAmosmec snmdards. Wlcn we discuw.ed the concupt of nonlxuhlbnnitics, I think slormwater runoll' and impervious arc areas we want good perkinuance and not gnmilli Other poor perlbnnance. (liven soh many o1 the City's siol•m water drains route water directly to the South Fork of the Crow River, the need to oddrem impaired waters. and the development ol" I'Mb1.'s ('total Daily Maximum Leads), need stronger reyuircmunts. I do, however, agree strongly with the el'1'ort of allowing people some options rather than being limited by the 25% impervious cap. As we discussed, spucilically, in the dclinitiun ml olllmmious area, overhangs and cove should hl: considered impervit+os. They arc pan of the cn ss- secliunal area iolercupling water. In any soiling, water spilling oft' the ruin should not he running under the overhangs back towards the home. Allowing decks as pervious puts sonic burden on city stal'i o vcril'y it' underlying materials are pervious. Many decks include rock with plastic or olhcr lidwic hanicr% undcrnealh. Sindl;trly, porous clones for ilmins, driveways and Mhos Nurlacus should netually be designed and mainwmud for infiltration. I m0% teary of liling and piping of water IFonh the mnlurlying sand or gravel bed. 'Ibis design certainly defeats the purpose of porous tiles. As we discussed, porous pavers also do not perlorm well over Ilhc long run whure modhlitl will he Ira:ked. In odlcr words. I tun more skeptical of this option lbr driveways with tracking ul'gravel and sand us eon%pared to their ose in Nickyard patios. Again, the burden on city stall' to chuck on installation, maintenance, or perhlrmmnce should Ic considered. in the Sturm Water Muhmgcmenl sox ion ul'Ihc ordinance, paragraph A. ( I ) shotdd be deleted. Hic strategy of collect and convey is in conlliel will% item 2 in the sane scelion, Prcicreuce should he given to those sir:uegics that infiltrate slornhwulur and ruduce nu%oIT volunnhs. I)NK Inforinmiuu: 651•:704 • 1888.646.0+117 • 'ITY: 651.96 -5494 • 1 N 657.1929 An I IItIs H IIMMlrn uhq I nq r nu 1(+cy +0..1 I'elNr 1',nnanuuy .r who \':,her•: I lnvr.ur 'aA M , ien , vm nl IUD; nnq 1',q,..,„Ih•• wua.• 9 la,-), I P,,, n Fax ' Aun 1_7 ?010 4.31PM Fax Station - CITY OF HILITIMON Aug 17 10 03:15p Margie Robinson 320 234 2555 p.2 Ili item 1), where language provides for trading of impervi,ms iirvn I'or no net increase ul'runoff I think providing I'or infiltration or somehow reirolming or wcnliog ol'runoll'shoidd he included. As we discussed, 1 nm corncentod about uliIiAww slrnighl perccomges (in NO Stan 1) and 1•.). Allowing 50 percent ol'a residential lot (15,001) gwwre feel) is uatvh diI'li:rcnl Than the rmaoll'that might he guncrged from it conurncrcial building nod parking lot (several ;a(es). I wuald he happy n) meet with you ad other staff to Iry lu carve old an ordinance that can strike it halance. While nearly all Iho smornlmer drains in the city di.svharge directly at the South Park ot'thc ('row, sonic relroIining via City sit )urmwuler ponds have been emopleled. New subdivisions also havv nmul'f waler roulcd Ibrough stwinwaler ponds. I sun not curtain, in these cases, il' we are rcduein-, volumes or more sit dropping out sediment. Areas with slannwaler inlrnstmclure could be treated differently lhrmigh the ordinance. cslxcf our dialog to continue beyond these cumrucnls. Thank You Air your consideration oI' my w intents. The City 01 I lutchinson should ruptaM 11csihility from the Slatewide Shoreland Sumd;od.s in order to mlopl Ihcsc changes. Please feel free to contact arc with any qucslionn or concems at the phunc number or address listed ahuve. S ioccrcly, I)NR ITRS Arcs I lydrulokist City Ot Hutchinson, M F .n Maru9aaw10.61 PW G 219 fiWaM Evmrvp G. PmpawE W. 415 YYn Pnimnary - Fo. psrussim+P,apows fitly Bon0lnlarma0an •PMnuwalw... 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' m 12318033 �i023- 2dsi- 14Y31Q9W ,Ir10 4W0 193E 125teW6 {196.96% mi"m 1081 3039 1030 }8900 21�S.o -- 4A 1 711 181IMM WS 2021 �14AI 123001 w ZSi.W9) 2.9L,di$ ivalm"1T 3027 2W0 124166Qe - � - � 2111K753 1325113000 M25 3W0 IL]t.. r._ - - ir„ IYimn 2039 4010 ii21080 _. fA36,/1f 12318Wo wy.rY 9y FSIfla Beb9vmWi.lY �.�zo+ � �ML/�� C, Preliminary - For Discussion Purposes Only City of Hutchinson, MN Financial Management Debt Plan Proposed Bonds Bond Information Dated Date 11/212010 1st Interest Pymt 2/1/2011 1st Principal Pymt 2/1/2011 Average Coupon 2.5500% TIC 2.7837% Levy Collect Period Year Year Ending 12/31/2006 2006 2007 1213112007 2007 2008 12/31/2008 2008 2009 12/3112009 2009 2010 12/31/2010 2010 2011 12131/2011 2011 2012 12131/2012 2012 2013 12/31/2013 2013 2014 12/31/2014 2014 2015 12131/2015 2015 2016 1213112016 2016 2017 12/31/2017 2017 2018 12/31/2018 2018 2019 12/31/2019 2019 2020 12/3112020 2020 2021 12/31/2021 2021 2022 12/31/2022 2022 2023 12/31/2023 2023 2024 12/31/2024 2024 2025 12/31/2025 2025 2026 12/3112026 2026 2027 12/31/2027 2027 2028 12/31/2028 2028 2029 12/31/2029 2029 2030 12/31/2030 Prepared by Ehlers & Associates, Inc. 9/3/2010 Project 1 Proposed G.O. Bonds. Assessment Amount 1,193,917 Par Amount of Bonds Prepaids year 1 2,250,000 Issuer Contribution 1,193,917 306,808 Total Sources Prepaids year 3 2,556,808 Total Underwriter's Discount (1.250%) Rate 28,125 Costs of Issuance Start Year (Collection) 2011 32,000 Deposit to Capitalized Interest (CIF) Fund - Deposit to Project Construction Fund 2,495,594 Rounding Amount Asmnt as % of Project 1,089 Total Uses Total 2,556,808 211 Cap Net P & I Principal Rate Interest Interest P & I +5.00% 164,761 (119,392) (40,832) (160,224) (160,224) 205,000 0.80% 37,058 242,058 254161 185,000 1.25% 48,646 233,646 245,329 185,000 1.40% 46,195 231,195 242,755 185,000 1.65% 43,374 228,374 239,792 185,000 1.90% 40,090 225,090 236,345 185,000 2.15% 36,344 221,344 232,411 185,000 2.55% 31,996 216,996 227,846 185,000 2.70% 27,140 212,140 222,747 185,000 2.90% 21,960 206,960 217,308 185 3.05% 16,456 201,456 211 70,000 3.30% 12,480 82,480 86,604 75,000 3.50% 10,013 85,013 89,263 75,000 3.60 7,350 82,35 86,468 80,000 3.70% 4,520 84,520 88,746 80,000 3.80% 1,520 81,520 85,596 2,250,000 385,142 2,635,142 2,766,899 Prepared by Ehlers & Associates, Inc. 9/3/2010 City Leavy 89,400 85,105 87,068 88,643 89,731 90,335 90,307 89,745 88,843 87,600 86,604 89,263 86,468 88,746 85,596 0 EMLERS Project 1 Assessment Amount 1,193,917 Prepaids year 1 Total Assessment Amt 1,193,917 Prepaids year 2 - Prepaids year 3 - Rate 3.80% Start Year (Collection) 2011 Term 10 Calculation Method Equal Prin Asmnt as % of Par 53.06% Asmnt as % of Project 47.84% Total Total Principal Interest Assessmt Revenue 119,392 (45,369) 164,761 164,761 (119,392) (40,832) (160,224) (160,224) (119,392) (36,295) (155,687) (155,687) 119,392 31,758 151,150 151,150 (119,392) (27,221) (146,613) (146,613) (119,392) (22,684) (142,076) (142,076) 119,392 18,148 137,539 137,539 (119,392) (13,611) (133,002) (133,002) (119,392) (9,074) (128,465) (128,465) 119,392 4,537 123,929 123929 1,193,917 249,529 1,443,446 1,443,446 City Leavy 89,400 85,105 87,068 88,643 89,731 90,335 90,307 89,745 88,843 87,600 86,604 89,263 86,468 88,746 85,596 0 EMLERS Debt Issuance Services September 09, 2010 Pre -Sale Report for $2,250,000 General Obligation Improvement Bonds, Series 2010C City of Hutchinson, Minnesota C EHLERS iEAeERS IN PUBLIC FINANCE '.in1M,'. `?r'n c3fS IIIC.i;:�ll Minnesota phone 651. 697. 8500 3060 Centre Pointe ofive Offices also in Wisconsin and Illinois fax 651-697-8555 Roseville MN 55113-1122 1C) (PI-) D Issuance S Details of Proposed Debt Proposed Issues: $2,250,000 General Obligation Improvement Bonds, Series 2010C Purposes: The intent of the 2010C Bonds is to provide long -term financing for 4 projects in the City's 2010 CIP: • Adams Street & Washington Avenue Reconstruction • Sherwood Street Extension • Trunk Highway 15 Watermain Lining • Street Sealcoating The 2010C Bonds are structured to mature in 2011 through 2025, with assessment revenues paying a portion of the debt service in 2011 through 2020. Net of assessment revenues, the annual City levy requirement is projected at approximately $88,000 for the 15 year term of the Bonds. Please see the "Other Considerations" section of this report for a discussion of how the 2010C Bonds are expected to fit within the City's overall financial management debt plan. Authority: The 2010C Bonds are being issued pursuant to Minnesota Statues, Chapter 429. Because the City is assessing at least 20% of the project costs, the City may designate the Bonds as a general obligation without referendum approval and the Bonds will not count against the City's debt limit. Funding Source(s): The City will pay debt service on the 2010C Bonds with special assessment principal and interest payments, general property taxes, and transfers from the Community Investment Fund (formerly the Closed Bond Fund), in accordance with the City's overall debt levy reduction strategy. Risk Factors: We have not assumed any pre -paid special assessments. If the City receives a significant amount of pre -paid assessments, it may need to increase the levy portion of the debt service to make up for lower interest earnings than the expected 3.80% assessment interest rate. Rating: The City has an "AA -" rating from Standard & Poor's. A rating request will be made for this issue. Bank Qualification: The 2010C Bonds will be designated as "bank qualified" obligations. Bank qualified status broadens the market for the Bonds, which can result in lower interest rates. Call Feature: The 20I0C Bonds due in 2020 and later will be callable on February 1, 2019 and any date thereafter. Presale Report September 9. 2010 Page 2 �D�A_) Debt Issuance Services Other The City has planned and structured the 2010C GO Improvement Bonds in Considerations: the context of its comprehensive financial management debt plan, which encompasses all of the City's property tax levy- supported bond issues. The objective of the debt plan is to limit increases in the City's cumulative debt levy to approximately 5% per year, up to a maximum total levy of roughly $2.2 million. The City's cumulative debt levy for 2010 was approximately $1.8 million. The City has used and will continue to use annual transfers from the Community Improvement Fund to achieve the targeted debt levy increases, even as the City bonds for additional capital investments in future years. In addition to a schedule showing the estimated debt service and assessment revenues for the 2010C Bonds, we have attached schedules showing the expected trends within the overall debt management plan and the Community Improvement Fund. It appears that, as long as the CIF does not experience any major revenue losses or unscheduled costs, its fund balances will remain more than adequate to permit annuals transfers for debt service (again, with the objective being 5% annual debt levy increases, up to a maximum of $2.2 million). Proposed Debt Issuance Schedule Pre -Sale Review by Council: Distribute Official Statement: Conference with Rating Agency: City Council Meeting to Award Sale of the Bonds Estimated Closing Date: Ehlers Contacts: Financial Advisors: Bond Analysts: Bond Sale Coordinator: Steve Apfelbacher Bruce Kimmel Diana Lockard Debbie Holmes Alicia Aulwes September 14, 2010 Week of September 21, 2010 Week of September 28 or October 5, 2010 October 12, 2010 November 10, 2010 (651) 697 -8510 (651) 697 -8572 (651) 697 -8534 (651) 697 -8536 (651) 697 -8523 Presale Report September 9, 2010 Page 3 iD(Q-) Debt Iss S Resolution No. 13783 Council Member introduced the following resolution and moved its adoption: Resolution Providing for the Sale of $2,250,000 General Obligation Improvement Bonds, Series 2010C A. WHEREAS, the City Council of the City of Hutchinson, Minnesota, has heretofore determined that it is necessary and expedient to issue the City's $2,250,000 General Obligation Improvement Bonds, Series 2010C (the Bonds); and B. WHEREAS, the City has retained Ehlers & Associates, Inc., in Roseville, Minnesota ( "Ehlers "), as its independent financial advisor for the Bonds and is therefore authorized to solicit proposals in accordance with Minnesota Statutes, Section 475.60, Subdivision 2(9); NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hutchinson, Minnesota, as follows: 1. Authorization: Findings The City Council hereby authorizes Ehlers to solicit proposals for the sale of the Bonds. 2. Meeting: Proposal Opening The City Council shall meet at 5:30 p.m, on October 12, 2010, for the purpose of considering sealed proposals for and awarding the sale of the Bonds. 3. Official Statement In connection with said sale, the officers or employees of the City are hereby authorized to cooperate with Ehlers and participate in the preparation of an official statement for the Bonds and to execute and deliver it on behalf of the City upon its completion. The motion for the adoption of the foregoing resolution was duly seconded by Council Member and, after full discussion thereof and upon a vote being taken thereon, the following Council Members voted in favor thereof: and the following voted against the same: Whereupon said resolution was declared duly passed and adopted. Dated this day of City Clerk tb6a� Hutchinson Area Health Care IAutehm'o.n t otr III fill ity JIoSf+itrr( Burns ,Nanar ,Ynrsing Home • Classel ,Medical Center 1095 Highway 15 South Hutchinson, MN 55350 (320) 234 -5000 September 2, 2010 City Council Members City of Hutchinson Dear Members, At its regular meeting on 8/17/10, the Board of Directors of Hutchinson Health Care unanimously approved the attached amendments to the HHC Bylaws. The purpose of the amendments was to provide more flexibility in making committee assignments, while assuring continued proportional representation of Community and Appointed members, as intended in the original Bylaws. Under the Limited Membership Rights detailed in SECTION 8.2(a) of the Bylaws, the City Council must approve these amendments. (Technically, amendments to Section 4.4 do not require member approval, based on SECTION 2.7(b). The HHC Board felt that this may have been an oversight in the bylaws, and are requesting approval of amendments to that section, in the spirit of transparency.) I will be available at the City Council meeting on 9/14/10 to answer any questions you might have. Sincerely, Steven Mulder, MD President and CEO Hutchinson Health Care I D G) SECTION 2.7 ',coons 5 utti£tu� rLn?J3tit2 Approygl. lice following actions shall require the approval of at least two- thirds of the total number of authorized directors; provided, however, that the actions listed in subsections (a) through (i) shall not be effective unless the voting member has approved the action or waived its rights as described in Article VIII of these Bylaws: (a) Amendments to the Articles of Incorporation of this corporation. (hl :'lm ,gols to the Preamble and Sections L 1. I 1.4. 1. 5, ? -4 5. 2.7. 1, rk 4 7 4 , A.1. 8 2. 8 , 8.4, 8.5 or 8.7 of these Bylaws, including E'shibit �. n acc rdance with Section 73 of these BvIaws. (c) Merger, consolidation, liquidation, dissolution, or sale or lease, or other transfer, or mortgage or other grant of a security interest, of or in, all or substantially all of the assets of this corporation, provided that nothing herein is intended to restrict the ability of the corporation to mortgage, grant a security interest or otherwise encumber as collateral or security for debt held by an institutional lender or bond trustee all or any part of the corporation's assets in the ordinary course of business financing transactions where the proceeds of such transactions are used to support the corporation's health care operations. (d) Any subleases or assignments which if executed would bring the aggregate of subleased or assigned space to a percentage of 30% or more of the space identified with or referenced in the corporation's hospital license (provided, however. that space associated with leases or assignments in which the services provided in such space or spaces are "provider -based services" billed by and in the name of this corporation under applicable Medicare statutes and regulations as in effect from time to time shall not be deemed a lease or assignment for purposes of this limitation). (e) Closure of the Hospital. (f) Contributions of cash or cash - equivalents that in the aggregate exceed 1.5 percent of the net income of the corporation during any fiscal year to any person(s) or entit(ies) without receipt of fair market value consideration in retum; provided, however, that such contributions shall be made for the charitable purposes described in Section 501(c)(3) of the Internal Revenue Code ("IRC ") and shall be in furtherance of the corporation's health care mission; and provided further that this provision shall not prohibit: (I ) the provision of free or reduced price medical care in accordance with the Hospital's charity care/community benefit policies or payor agreements; (2) payment of recruitment incentives to physicians and other health care practitioners provided in accordance with the applicable policies of this corporation; or (3) donations of used equipment or supplies to a governmental -5- ►tiL6) SECTION 3.7 Additional powers Any officer of this corporation, in addition to the powers conferred upon him or her by these Bylaws, shall have such powers and perform such additional duties as may be prescribed from time to time by the Board of Directors. SECTION 4.1 Committ ees Except as provided in Section 42 of these Bylaws, regarding the Executive Committee, this corporation shall not have committees without, the authority of the Board of Directors. The Board of Directors may establish advisory committees, the members of which shall be appointed by the Board of Directors or, if expressly authorized by the Board of Directors, by the Chair.4 j,rncm bers_�7f s;ttih c�gnatsttecs g,�yaJ,i iw �r tig�nes.�!•n_ Each such committee shall at all times be subject to the control and direction of the Board of Directors. Except as otherwise provided in these Bylaws, committee members need not be directors. K SECTION 4.2 Executive Committee There shall be an Executive Committee consisting of the Chair, Vice Chair, Secretary, and Treasurcr x.e leas�n a j3t c 3 SECTION 4.2 Executi ve Committee There shall be an Executive Committee consisting ofthe Chair, Vice Chair, Secretary, Treasurer, and at least one Appointed Director of this corporation, elected by the Board, who shall be voting members of the Executive Committee, and the President, who shall serve as an ex officio non - voting member. The Chair of this corporation shall be the chair of the Executive Committee. The Executive Committee shall have the authority of the Board of Directors in the management of the business of this corporation in the interval between meetings of the Board of Directors, provided, however, that the Executive Committee shall not have authority to act on any matter described in Section 2.7 of these Bylaws or matters listed in Section 4.3 below, except as specifically provided in Section 43(e) and Section 2.7(o). The presence of all the members of the Executive Committee shall constitute a quorum at any meeting thereof, but the committee members present at any meeting, although less than a quorum, may adjourn the meeting from time to time. SECTION 4.3 Prohibited Actions Notwithstanding any provision of these Bylaws apparently to the contrary, the Executive Committee shall I not have the authority to take any of the following actions: (a) Amend or repeal the Articles of Incorporation or Bylaws of this corporation; (b) Elect, appoint, or remove any member of the Board of Directors or the Executive Committee, or any officer of this corporation; -g. ::, aM4tNt pimjded dm i(mee of throe ''.. membm we m AWmedN mmv don dm mmminee dM mnu� of dw (geowl pha one Ap eaeW Dimcm ygdnmd m dm eammom, by dm award. The d,e Cmalun elm s. eonde ...ties rnm non ea ofrmia non.miny member. (c) Adopt or approve a plan of merger or consolidation with another corporation: (d) Authorize the sale, lease, exchange, mortgage or other disposition of all or substantially all the assets of this corporation: (e) Authorize the sale, lease, exchange, mortgage or other disposition of the assets of this corporation in the ordinary course of business, unless the Board of Directors has by resolution approved such delegation as provided in Section 2.7(o) and such resolution references both the specific transaction and the specific assets for which authority is delegated; (f) Authorize the voluntary dissolution of the corporation or revoke proceedings ,jhcreti)rc: or (g) Amend or repeal any resolution of the Board of Directors. SECTION 4.4 Audit/Compliance Committee There shall be an Audit/C ptianee Committee consisting of the Treasurer. w h+ o .,p r r _omn nr c, n..lc a( t c.,n,- �7 tt: ,nth r C;ire,c {� l l�crr.;:_' ai+' < at „lia r pne �PFiI rs�C `T,re It?`., and_t{ l�,i < ;..onc - d; -BOAT r zn; pc with expertise in the areas of finance or consumer advocacy, The Treasurer of this corporation shall be the chair of the Audit Committee. The Audit/Compliance Committee shall (a) review this corporation's financial matters and report on them to the Board of Directors, (b) recommend independent auditors for approval by the Board of Directors, and (c) review this corporation's compliance program, including matters relating to charity care, discounts and collections and report on the program to the Board of Directors. is SECTION 4.5 Governance Committee There shall be a Governance Cgmmittee of ai Ieasi.Llttc 7i "I here shall be at ie one Appointed Director, and hrna mbc ,;_.) Community Directors shill c j%il ,or exceeJ car member of The Governance Committee shall nominate individuals to serve as Community Directors and officers of this corporation, shall supply criteria and desired competencies, may suggest candidates to the City for Appointed Director positions and shall have such other duties as the Board of Directors shall determine from time to time. The corporation is committed to maintaining a Board having diverse competencies, aimed at effective oversight of the health care enterprise. The Governance Committee shall periodically review and recommend to the Board the general and special competencies that should be reflected in Board membership and create, manage and regularly review a list of potential board members from which a slate of candidates for Board of Director vacancies can be developed (the "Candidate List "). For vacancies in Appointed Director positions, the Governance Committee will forward to the City the Board's most recently adopted competency based board criteria, identify the 12 OeMredi dmafar 0*69Wd: ohn Community ol.. On adM. to me TRantrce if Wa lem n also • Commwiry Dnn ma aw ma ether mdi.Wind, who and m W, die of this om,n mon, '.. DB4tM:. aowuofdw Oncun r. th e a Br me an AppointedAppointed nrcmro darn th 0m,W t aB animim Appnened th for e o dle a,nmlleee m addNion ID t he forgoing mtmhen owegd taa b / ) MEDICAL STAFF SECTION 6.1 Authority In accordance with applicable law, the Board of Directors shall have the ultimate authority to determine the categories of practitioners eligible and criteria for appointment to the medical staffs of facilities operated by the corporation. The Board of Directors shall have final authority on all matters involving medical staff membership, clinical privileges and corrective action after consideration of the medical staff's recommendations; provided, however, that the Board of Directors may act in any event in which the medical staff fails to adopt and submit such recommendations within the time frame set forth in the medical staff bylaws and any supporting documents. SECTION 62 Delegation. Subject to the ultimate authority of the Board as set forth in Section 6.1 of these Bylaws and in accordance with legal and accreditation requirements, the Board of Directors has authority to delegate to the medical stairs of the facilities operated by the corporation the responsibility for monitoring and ensuring the quality of care provided in such facilities, making recommendations concerning applications for appointment and reappointment to the medical staff and clinical privileges, and such other matters as the Board of Directors in its discretion deems appropriate. MISCELLANEOUS SECTION 7.1 Fiscal . Unless otherwise fixed by the Board of Directors, the fiscal year of this corporation shall begin on January I and end on the succeeding December 31. SECTION 7.2 Corporate seal This corporation shall have no seal. SECTION 7.3 Amemim The Bylaws of this corporation may be amended only as provided in this Section 7.3. (a) The Board of Directors may amend the Sections of the Bylaws listed in Section 23(b) of these Bylaws by the approval of at least two-thirds of all directors of this corporation as provided in Section 17, provided, however, the no such amendment shall be effective without the approval of the voting member. (b) The voting member may propose amendments to the Sections of the Bylaws listed in Section 2.7(b) above, provided, however, that no such amendtrtem shall be effective without the approval of at least two-thirds of all directors of this corporation as provided in Section 2.7 of these Bylaws. (c) Sections of the Bylaws other than those listed in Section 2.7(b) above may be amended by the affirmative vote of a majority of the directors present at a meeting of the Board of Directors at which a quorum is present. Such amendments shall be effective without approval by the voting member. The Memorandum TO: Mayor and City Council FROM: Gary Plotz, City Administrator Brenda K. Ewing, Human Resources Director RE: Implementation of Staff Reductions and Consideration of Resolution No. 13780 DATE: September 8, 2010 This memorandum is to update you on the status of the implementation of the staff reductions in regards to the budget reduction issues. As of today, the following layoff notifications have been completed: Department Position Employee Building Enforcement Building Inspector II Kyle Dimler Fire Fire Inspector lames Popp Information Tech. Help Desk /Imaging Technician Joyce Leske Liquor Hutch PT Liquor Sales Clerk Elroy Schlueter Liquor Hutch Senior Liquor Sales Clerk Yoon Hee Carswell Liquor Hutch Senior Liquor Sales Clerk Anthony Tufto Police Administrative Secretary Lisa Grina Police CSO /Police Supplemental Services Spec. Robert Winslow PRCE PT Office Specialist Evonne Schultz Public Works Heavy Equipment Operator Aaron Rassett Additionally, other staff changes proposed, including reduction of hours and reorganization, to aid in addressing the budget shortfall are as follows: Department Administration/ Finance City Center Event Center Event Center Liquor Hutch Position Finance Director City Center Maintenance Specialist Event Center Coordinator Maintenance Worker Assistant Liquor Sales Manager Action Combine position with City Administrator position Reduce work hours from 40 to 32 /week Reduce work hours from 40 to 36 /week Reduce work hours from 40 to 36 /week Eliminate position — place employee in Sr. Liquor Sales Position (effective 1/1/2011) Resolution No. 13780 is on the Council agenda for consideration and adoption. The resolution has been amended to eliminate those positions on the Position Classification Table that will no 16 L) longer exist as of the layoff actions and proposed staff changes. Staff will be at the September 14, 2010, Council meeting if you have any questions. Encl. )6&-) CITY OF HUTCHINSON 2010 COMPENSATION PLAN Effective OCTOBER 31, 2010 RESOLUTION NO. 13780 RESOLUTION ADOPTING AMENDED POSITION CLASSIFICATION ASSIGNMENT TABLE DUE TO EMPLOYEE LAYOFFS AND CORRESPONDING PAY GRID EFFECTIVE OCTOBER 31, 2010 WHEREAS, the City Council has considered the existing classification of positions for the City of Hutchinson and the current economic conditions, BE IT RESOLVED, that a Position Classification Plan is hereby adopted. All positions covered by this Resolution shall be grouped in grades having a definite range of difficulty and responsibility. For each position there shall be a title; and there shall be shown examples of work which are illustrative of duties of positions, as well as requirements as to knowledge, abilities and skills necessary for performance of the work; and a statement of experience and training desirable for recruitment into a position. A. Plan Objectives • To establish and maintain a compensation plan that enables the City of Hutchinson to be highly competitive within our defined market. • To lead or exceed the market in attracting and retaining qualified, reliable and motivated employees who are committed to quality and excellence for those we serve. • To ensure, subject to the financial condition of the City, that employees receive fair and equitable compensation in relation to their individual contributions to the City's success. • To follow the principles of pay equity in establishing and maintaining pay relationships among positions based on the categories of the Stanton Point Factor System. • To ensure program flexibility necessary to meet changing economic, competitive, technological, and regulatory conditions encountered by the City. • To balance compensation and benefit needs with available resources. B. Plan Structure The compensation plan specifies salary range minimums and maximums. The intent of each salary grade is to fall within 80 % and 115 % of identified market for positions within the grade. (See Attachment B) Each numbered pay grade in the basic table consists of the following 1. Salary Minimum: The lowest amount paid to an employee in a specific job grade or class. No employee will receive less than the minimum rate. (80% of market) 2. Salary Mid- point: The middle of the salary range. (97.5% of market) 3. Market Rate: The market rate represents the competitive rate for an employee who is fully functional within their current position. (100 %) 4. Salary Maximum: The difference between the salary market rate and the salary maximum represents merit pay for employee performance above that expected of a particular job. No employee will be paid above the maximum of the salary range. (115% of market). 10 tG) C. Open Salary Ranae The City shall adopt an Open Salary Range compensation plan that will allow for maximum flexibility and in -rage salary administration since there are not defined or pre - calculated ' ". Employee movement within the pay grade range to which their position is assigned is based solely on performance. The open salary range concept rewards good and exceptional performers and advances employees to the market rate more quickly. (See item H. [ D. Position Classification Assianment The assignment table shall assign all of the various positions in the Position Classification Plan to the appropriate pay grade (See Attachment A). The City Administrator and Human Resources Director may jointly approve a reclassification of a position provided the reclassification does not exceed two grades upward or two grades downward from the current pay grade. To initiate consideration of this type of reclassification, the department director shall submit in writing the specific reasons for the reclassification. Any changes to the classification of a position of more than two pay grades shall be approved by the City Council. Requests for reclassification are normally brought before the Council each January, and at other times of the year, as needed. To initiate such a reclassification request, the department director shall submit a written request for consideration to the City Administrator and the Human Resources Director. The request shall include a description of significant or considerable changes to the position that warrant a reclassification. The City Administrator and Human Resources Director will determine if the reclassification request is to be forwarded to the City Council for consideration. E. Allocation Of New Positions When a new position is created for which no appropriate description exists or when the duties of an existing position are sufficiently changed so that no appropriate description exists, the City Council, after recommendation of the Human Resources Director, shall cause an appropriate job description - specification to be written for said position. F. Pay Grades 1. Exempt Employees Each position is assigned a pay grade. The normal beginning rate for a new employee will be the minimum rate. After satisfactory completion of twelve months probation, an increase may be granted as warranted by the annual performance appraisal. Thereafter, consideration for increases will be given annually on a standardized date established by the City. The City Administrator reserves the discretion to adjust individual rates within the assigned pay grades as required. The Council will determine any pay increase for the City Administrator. Consideration for market adjustment for all pay grades will be made each January 1. 2. Non - Exempt Employees Each position is assigned a pay grade. The normal beginning rate for a new U tc-) employee will be the minimum rate. After satisfactory completion of twelve months probation, an increase may be granted as warranted by the annual performance appraisal. Thereafter, consideration for increases will be given annually on a standardized date established by the City. The City Administrator reserves the discretion to adjust individual rates within the assigned pay grades as required. Consideration for market adjustment for all pay grades will be made each January 1. 3. Police Patrol Positions The position of full time police patrol officer is assigned to Grade 5 on the pay plan. Temporary assignments will be made from these positions as needed for the investigative function for the department. With said assignment, there will be an additional $200.00 per month premium on top of the employee's patrol officer pay grid assignment. 4. Part-Time Liquor Store Clerk, Part-Time Custodial and Part-Time Compost Site Monitor Positions The part-time positions of liquor store clerk, custodian, and compost site monitor have been placed in separate pay plans that recognize the specific industry labor markets in which they work. The City Administrator and the Human Resources Director, as directed by the Administrator, shall maintain the discretion to hire at any point within the range based on the qualifications, experience, market conditions or other relevant factors, to secure the best candidate for the position. G. Aoorenticeshio Program The City has implemented an apprenticeship program for those Water and Wastewater Department positions subject to identified employee development including required licensures /demonstrated skills, experience /longevity, and maturation in a position that directly affect the department's ability to deliver municipal services. H. Performance Evaluations 1. For all regular full time and part time employees, a performance appraisal or evaluation will be made on, at minimum, an annual basis and per city policy No. 3.08. An evaluation made by the employee's supervisor shall be submitted in writing to the employee and to the City Administrator. All evaluations will be forwarded to Human Resources for filing in the employee files. 2. Evaluations shall be based upon the performance of the individual in the position measured against established job performance criteria. Such criteria may include level of knowledge, skills, ability, and quality of work, personal work traits, compliance with established City or departmental rules and regulations or any other criteria that is indicative of performance. 3. The performance appraisal process is the application of performance standards to past performance. In appraising an employee, these are the basic levels of performance: )°�0- Outstanding - Performance is exceptional in all areas and is recognizable as being far superior to others. Exceeds Job Requirements - Results clearly exceed most positions requirements. Performance is of high quality and is achieved on a consistent basis. Meets Job Requirements - Competent and dependable level of performance. Meets performance standards of the job. Needs Improvement - Performance is deficient in certain area(s). Improvement is necessary. Unsatisfactory - Results are generally unacceptable and require immediate improvement. 4. Results The results of the employee's evaluation will normally have the following effect on his /her salary per the following Merit Increase Guide: Merit Increase Guide for Open Salary Ranges Achievement Level 'Compa -ratio refers to the location of the individual in the range relative to the market. Merit/performance increases for eligible regular full time and regular part time employees will be effective on the first date of the first full pay period commencing on or after March 1, except for newly hired employees. For 2010, the effective date is Sunday, March 7, 2010. New employees are eligible for consideration for a merit/performance increase after one year of continuous employment, generally, the first year anniversary date. In subsequent years, eligible employees will receive the merit/performance increase as specified previously. 5. Market Conditions Notwithstanding any language to the contrary, the City Council retains the right to deviate from the pay plan when, in the sole judgment of the City Council, market conditions or other circumstances dictate such a decision. The City Administrator and Human Resources Director maintain final approval responsibility for salary increases. I. Annual Market Adiustment Consideration D6c-) 0 to 1.1 to 2.0 to 2.76 to 3.51 to 4.26 to Comoa- Ratio 1.0 1.99 2.75 3.5 4.25 5.0 80.0-84.9 0% 0% 4% 5% 6% 7% 85.0-89.9 0% 0% 4% 5% 6% 7% 90.0-94.9 0% 0% 3% 4% 5% 6% 95.0-99.9 0% 0% 2% 3% 4% 5% 100.0 — 1 04.9 0% 0% 0% 2% 3% 4% 105.0 — 109.9 0% 0% 0% 1 % 2% 3% 110.0 — 115.0 0% 0% 0% 0% 2% 3% 'Compa -ratio refers to the location of the individual in the range relative to the market. Merit/performance increases for eligible regular full time and regular part time employees will be effective on the first date of the first full pay period commencing on or after March 1, except for newly hired employees. For 2010, the effective date is Sunday, March 7, 2010. New employees are eligible for consideration for a merit/performance increase after one year of continuous employment, generally, the first year anniversary date. In subsequent years, eligible employees will receive the merit/performance increase as specified previously. 5. Market Conditions Notwithstanding any language to the contrary, the City Council retains the right to deviate from the pay plan when, in the sole judgment of the City Council, market conditions or other circumstances dictate such a decision. The City Administrator and Human Resources Director maintain final approval responsibility for salary increases. I. Annual Market Adiustment Consideration D6c-) The Wage Committee recommends an annual market adjustment, expressed as a percentage increase, to the City Directors for review and to the City Council for review and approval. The amount approved, if any, is applied to the wages of all eligible employees on the first payroll day of the year. Eligible employees include all regular full time and regular part time employees except those who have been subject to disciplinary action per Section 30 of the City of Hutchinson Employee Handbook — Personnel Policy as follows: An additional consequence of disciplinary action more severe than level a - oral reprimand — will be the permanent loss of the January 1 market adjustment in the calendar year following such disciplinary action. This will occur unless the director in charge and the City Administrator decide otherwise. Any market adjustment on January 1 of any year shall be separate and apart from the individual anniversary increases. In determining a recommendation for an annual market adjustment, the wage committee shall consider, at least the following information: 1. U.S., Midwest, and Minneapolis /St. Paul consumer priced index changes (CPIU & CPIW) 2. Social Security calculation of cost of living increase 3. Unemployment rate 4. Employee turnover rate 5. Area wage survey 6. Legislative growth factor constraints J. Modification of the Plan The City Council reserves the right to modify any or all of the components or to vary from any of the components of the Compensation Plan at its discretion and at any time. K. Review of the Plan As often as necessary to assure continued correct classification, the Position Classification Plan shall be reviewed by the Human Resources Director and necessary adjustments recommended to the City Council. It is recommended that a comprehensive review be completed at least every three years. L. Filing of the Plan Upon adoption of the Resolution, a copy of the Position Classification Plan approved by the City Council shall be placed on file with the City Administrator. The plan so filed and subsequently adjusted by the Council shall be the Position Classification Plan of the City. BE IT FURTHER RESOLVED BY THE CITY COUNCIL OF THE CITY OF HUTCHINSON That the following table is hereby adopted as the City Position Classification Assignment Table, to be reviewed from time to time, assigning the various positions in the Position Classification Plan to the appropriate pay grades in the table. Pay grades for regular part time (PT) positions are assigned according to job responsibilities at the discretion of the City Administrator and Human Resources Director. I o(c) City of Hutchinson Position Classification Table 2010 Grade Position Title Grade Position Title 1 PT Office Specialist (RRG€ /Event Center) 4 Senior Public Works Maintenance Specialist PT Water Maintenance Worker PT Compost Scale Operator 5 Building IF;speet PT Custodian (Fire Station/Library /Event Center) Event Center Coordinator Executive Assistant/Paralegal 2 Administrative Secretary (Public Works) GIS Specialist Utility Billing Specialist Information Technology Specialist General Maintenance Worker (HATS) Lead Compost Equipment Operator Permit Technician Police Officer (FT /PT) PT Accounting Specialist Sales & Marketing Specialist PT Administrative Technician Senior Engineering Specialist PT Human Resources Technician Senior Wastewater Operator PT Liquor Sales Clerk Natural Resources Specialist PT Licensing Clerk PT Meter Technician 6 As . ai: S ne.,.. Effedhe 1/1111 PT Senior Office Specialist (PRCE & W /WW) City Forester Public Works Maintenance Specialist Recreation Services Coordinator 3 Administrative Secretary (Engineering /Pelise) 8 Building Official Arena/Civic Center Maintenance Specialist Motor Vehicle Deputy Registrar Compost Equipment Operator Parks Supervisor Compost Operations Specialist Police Sergeant General Maintenance Worker (City Center /Event Center) Recreation Facilities Operations Manager Heavy Equipment Operator 10 Assistant Finance Director Police Records Specialist Police Lieutenant Police Supplemental Services Specialist Wastewater Superintendent Parks Maintenance Equipment Operator Water Superintendent Planning Coordinator Senior Liquor Sales Clerk 11 Public Works Manager Water Plant Operator Compost Manager Wastewater Services Operator PT Senior Accounting Specialist 12 Economic Development Director PT Recreation Specialist (vacant) Fire Chief Human Resources Director 4 Accountant IT Director Bu Ming knspesteF 4 Liquor Sales Manager Cemetery Supervisor Planning Director Emergency Dispatcher (FT /PT) Engineering Specialist 14 Finance Director Environmental Specialist Police Chief /Emergency Management Director Equipment Mechanic FiFe PRCE Director spesteF Lab Technician/WW Operator 16 City Attorney Parks Maintenance Specialist Public Works Director /City Engineer Payroll/Benefits Specialist Police Investigations Specialist 19 City Administrator Plant Equipment Mechanic II Attachment A City of Hutchinson 2010 Compensation Plan - Pay Grid (0% increase) Mid -Pt. Mid -Pt. Market Market Grade 80% 80% 97.5% 97.5% Inn% 1nno/ 11 S°/ 11.rio/ 19 $7,143 $41.212 $8,706 $50.227 $8,929 $51.514 $10,268 $59.242 18 $6,883 $39.712 $8,389 $48.398 $8,604 $49.639 $9,895 $57.085 17 $6,623 $38.212 $8,072 $46.570 $8,279 $47.764 $9,521 $54.929 16 $6,362 $36.707 $7,754 $44.736 $7,953 $45.884 $9,146 $52.766 15 $6,102 $35.202 $7,436 $42.903 $7,627 $44.003 $8,771 $50.603 14 $5,842 $33.702 $7,119 $41.075 $7,302 $42.128 $8,397 $48.447 13 $5,581 $32.198 $6,802 $39.241 $6,976 $40.247 $8,022 $46.284 12 $5,321 $30.698 $6,485 $37.413 $6,651 $38.372 $7,649 $44.128 11 $5,058 $29.184 $6,165 $35.568 $6,323 $36.480 $7,271 $41.951 10 $4,798 $27.684 $5,848 $33.739 $5,998 $34.605 $6,898 $39.795 9 $4,538 $26.179 $5,530 $31.906 $5,672 $32.724 $6,523 $37.632 8 $4,277 $24.674 $5,212 $30.072 $5,346 $30.843 $6,148 $35.469 7 $4,017 $23.174 $4,895 $28.244 $5,021 $28.968 $5,774 $33.313 6 $3,756 $21.670 $4,578 $26.410 $4,695 $27.087 $5,399 $31.150 5 $3,494 $20.156 $4,258 $24.565 $4,367 $25.195 $5,022 $28.974 4 $3,235 $18.665 $3,943 $22.748 $4,044 $23.331 $4,651 $26.831 3 $2,974 $17.156 $3,624 $20.909 $3,717 $21.445 $4,275 $24.661 2 $2,713 $15.651 $3,306 $19.075 $3,391 $19.564 $3,900 $22.498 1 $2,452 $14.146 $2,988 $17.241 $3,065 $17.683 $3,525 $20.335 PT Custodian $12.34 $15.04 $15.43 $17.74 PT Liquor Store Clerk $9.36 $11.41 $11.70 $13.46 PT Compost Monitor $8.78 $10.71 $10.98 $12.63 This Resolution authorizes staff to change 2010 budget appropriations to reflect rate changes. Adopted by the City Council this day of , 2010. (This Replaces Resolution No. 13652 ) Steven W. Cook, Mayor ATTEST: Gary D. Plotz, City Administrator Attachment B 7 August 2010 From the Hutchinson Police Civil Service Commission, Attn: Hutchinson City Council The Hutchinson Police Civil Service Commission is fulfilling our requirement to provide in writing the names of the employees to be laid off, and order of layoff per Section 21 B of the Police Civil Service Commission Rules and Regulations. The Hutchinson Police Commission acknowledges that the Chief of Police has identified the following positions per Section 21 A, of the Hutchinson Police Civil Service Commission Rules and Regulations. We hereby furnish the names of the employees to be Iaid off Robert Winslow, Community Services Officer Lisa Grina, Administrative. Secretary Also included are addenda that reflect opinions of the individual commissioners. u Mark Jelkin Julie Jen Verne Meyer Commissioner Chair Commissioner Encl. lo&-) September 03, 2010 From: D. Mark Jelkin Chair, Hutchinson Police Civil Service Commission Re: Layoffs in the Hutchinson Police Department Attn: Hutchinson City Council As a member of the Hutchinson Police Civil Service Commission, in addition to our requirement by MN state statute to notify the council in writing of the employees to be laid off, I wish to address with you my concerns regarding the reduction of positions at the Hutchinson Police department. I am going to relay two concerns over this particular process. First, in my opinion, the order of events that the Chief Dan Hatten took to reduce police department staff was not in exact compliance with the order of events specified in the Police Civil Service Commission Rules and Regulations. I found this unusual since the Chief has always, in the past, taken all steps and involved the HPC appropriately. In my opinion, the commission could not properly determine if one of the employees selected should have been considered in a grouping of employees. This in part was due to the Chief identifying the actual individuals, prior to identifying the number and position types per section 21.A. of the Police Civil Service Commission Rules and Regulations. Second, this process was confounded by the fact the HPC has not previously exercised actual layoffs in the last 12 years. As such we found opportunities for future clarification in the wording of steps and procedures in the Police Civil Service Commission Rules and Regulations. Layoffs are difficult and have a negative impact on all parties. I realize this is a difficult process no matter what positions or persons selected to be reduced. I strongly urge you consider the value of the Community Service Officer and Police Department Administrative assistant brings to our community, compared to other non vital services, before making your final decision. Sincerely; A -VzltC- J a c D. Mark Jelkin 99 C) (':L) Attention: City Council From: Hutchinson Police Civil Service Commission September 2, 2010 Addendum: Notification of Employees to Be Laid Off: During our recent Commission meetings regarding the Police Department staff reductions, we had extensive discussions about the process, the positions and the employees selected for layoff. I am providing my thoughts and conclusions as an addendum to the official council notification of positions and staff to be laid off. A decision was made to eliminate the Administrative Secretary position (single position), yet keep two seemingly redundant positions of Police Record Specialists established only a few years ago. In my opinion, these positions should have all been considered as a pool of three administrative positions rather than dividing into two pools, the difference being job title exclusively. The positions of Administrative Secretary and Police Record Specialist positions have some similarities and some differences in job tasks as well as have separate reporting relationships. They are all the same grade level and require very similar qualifications. The Chief has indicated that the Administrative Secretary can also do the tasks of the Police Record Specialist, but the opposite may not be true. Pooling all three positions would have also provided the option of retaining the most senior employee (Administrative Secretary) and allowing her to bump a junior employee and with minimal training assume all record keeping tasks. This may benefit the department through greater flexibility, therefore greater productivity. The Administrative Secretary position is held by an individual with an apparent excellent service record with many years of faithful service to the Hutchinson Police Department. She appears to have been considered an excellent employee. I am in agreement to reduce a position of Community Service Officer of which there are two employees. The Chief stated that the duties are substantially different even though the positions have the same title and pay grade, but in this instance seniority and the possession of a boilers license was used as the basis for the decision. In the City of Hutchinson job description this requirement is shown as "ability to obtain appropriate boiler license within one year of employment." The employee selected for layoff has previously possessed such a license and could likely acquire one again with little difficulty. Based upon the feedback received at the August 17 meeting from officers and other department personnel, feelings of doubt seem to exist about this selection by those who attended. The affected employee received numerous tributes and accolades for his work quality and professional attributes, as well as enthusiastic support for his job's role in serving the Department's mission. Those who volunteered to speak on his behalf did so at their peril, in as much as they were questioning the selection in the presence of the individual responsible for making them, their boss. This action can not be taken lightly. As a commission we have a limited role of providing an open process as it was defined by City Attorney, Marc Sebora. Having considered the statements provided by the Chief and the department personnel who spoke at our meetings, I do not fully concur with the personnel selected for layoff. I have been advised by Mr. Sebora that the Commission's approval of the type of positions and selection of employees is not required. The Chief has the authority in this matter. I have spent the majority of my career working in different facets of the human resource function. The questions that I asked of the chief during our meetings are no different acct that I would ask if I were an on staff human resource professional trying to seek fairness for employees in the layoff process while protecting my employer from ill community feelings or possible legal exposure. Accordingly, I respectfully ask the city council to request of the Chief to give consideration to new information, opinions and feeling that surfaced during this process and review once more his selection of employees for layoff. �Dc�� August 26, 2010 To: City Council Members From: Julie Jensen, Police Commis ioner r l�e-. P ice Department L offs "...the involvement of the Commission in regard to position elimination is not one of 'approval' of the Chiefs selections but rather to ensure an open process." City Attorney Mark Sebora "ensuring an open process ": Commission meetings on August 17 and 24, 2010 addressed layoffs. Each drew an audience of city staff, Police Department members, and others who both heard the questions and concerns of the Commissioners and were given the opportunity to speak. The questions I asked and the concerns I expressed centered on the sufficiency of the Police Civil Service Commission Rules and Regulations related to layoffs (Section 21), among them: a) issues of authority, b) issues of the timing and the components of layoff - related communications between the Chief and the Police Department, the Chief and the affected employees, and the Chief and the Police Commission, and c) issues related to congruence among job titles, job descriptions, and actual job duties. I hereby express my belief that a review of Section 21 of the Rules and Regulations should appear on an upcoming Police Commission agenda, and my regret that the citizens of Hutchinson are losing two longstanding, and by all accounts, valuable members of the Police Department. oCc) TO: Mayor and City Council FROM: Brenda K. Ewin , Duman Resources Director RE: Job Evaluation /Compensation Plan Bids DATE: September 9, 2010 In August 2010, the City Council directed staff to seek and obtain a minimum of two bids for professional services for the completion of a job evaluation and compensation study for the City of Hutchinson. A bid proposal was solicited and bids were received from the following consultant firms: 1. Fox Lawson & Associates 2. Laumeyer Human Resource Solutions 3. Springsted Incorporated A matrix of the bid submittals is attached for your information. Based on the bids received and the associated costs, it is staffs recommendation to employ the services of Laumeyer Human Resource Solutions. Encl. io(A) Consultant Proposal Review Matrix September 2010 Scope of Services 1 Professional Services: a Review of selected position classifications (10 ±) b Pay equity review c Wage survey for all positions d Review of performance component of comp. system e Post contract services f Exempt /Non- exempt review g Staff training on plan 2 Establish study schedule Completion 3 Present findings & reports 4 Propose contract terms and itemized fees 5 Basic Cost 6 Additional Costs (travel, copying, etc.) 7 Billed rate for expanded work Fox Laumeyer & Springsted Lawson Associates Incorporated i� k X 2 % - 4 months 11/15/2010 by 11/30/2010 • i:' $2E),00t $29,900 $It.SdQ $95- $310 /Ploua 7 PIOU #Vhour pay equity report job class review assistance up to and compensation $1,000; job descriptions requests free for $250 1 year; job descriptions $65 io w) City of Hutchinson FOX LAWSON & A SSOCIATES. LW [ ., � AND HVN... NCSOIl0.CE5 SY.II IST!. Proposal for job Evaluation and Compensation System ,oc�) r1q FOX LASON & ASSOCIATES COMPENSATION AND HUMAN RESOURCES SPECIALISTS September 9, 2010 Ms. Brenda Ewing Human Resources Director City of Hutchinson 111 Hassan Street Southeast Hutchinson, MN 55350 1335 County Road D Circle E. St. Paul, MN 55109.5260 Phone 651 - 635 •0976 Fax 651 r 635 •0980 www.foxLaw n.com Re: Proposal to Develop a Job Evaluation and Compensation System Dear Ms. Ewing: Fox Lawson & Associates (FLA) is pleased to submit our proposal to assist the City of Hutchinson (City) in reviewing and updating its job evaluation and compensation system covering approximately 129 employees in 79 job classifications. We would like to introduce you to our firm and demonstrate how the City may benefit from our experience: • We specialize in classification, job evaluation, and compensation studies. ■ Our project team has worked together on over five hundred similar consulting engagements. We have worked with Cities throughout the country, including several in Minnesota. • The personnel of our firm have been providing pay equity consulting services to Minnesota jurisdictions since 1984. • Our people are proven, experienced compensation professionals. Each has attained the CCP (Certified Compensation Professional) designation from WorldatWork, the IPMA -CP (Certified Professional) designation from the International Public Management Association for Human Resources, and/or specialized degrees in HR Management/Industrial Relations. • Our firm's team based style of management allows our senior level consultants to work directly with our clients. 1�1 Fox LAwsON 8a AssoclAns ,Dc�� • We listen to you to understand your current situation. We want to make sure that our approach is appropriate to your needs. Based on what we know about your needs, we have designed a flexible approach to achieve your objectives. Nothing is overlooked and all elements critical to the success of the project are included; this will add credibility to the study and help to target the flexibility you need to operate in today's economic environment. We applaud your efforts to review and update your classification and compensation systems at this time. While we are flexible and open to modifications to the proposed work plans, our approach is tailored to your requirements and designed to achieve your objectives for this project. We are enthused about working with you and are prepared to begin work at your instruction. We look forward to developing a detailed schedule for the project to address your needs as soon as possible. Should you require any further information or have questions regarding our proposal, please contact me at 651- 635 -0976, extension 12 or iim fox(a),foxlawson.com Company Name Fox Lawson & Associates, a division of Gallagher Benefit Services, Inc. Contact Person James C. Fox, Ph.D. Business Address 1335 County Road D Circle East St. Paul, MN 55109 Telephone Number 651 - 635 -0976, extension 12 Fax Number 651 - 635 -0980 Email Address jim fox _ foxlawson.com Authorized Signature See below Sincerely, James C. Fox, Ph.D. Managing Director MR FOR I.AWSON a Associm 8 C) Q RI IIJI FOX Lam & AsBOcIms IDLa) It is our understanding that the City is seeking the services of a consultant with expertise in the development and analysis of classification and compensation systems to review, analyze, and provide recommendations for changes to the City's classifications, job evaluations, and salary structure. In accordance with your needs, we will provide the following services: • Review up to ten individual positions to confirm the positions are appropriately classified and evaluated. • Review of the internal pay equity for all classifications, and recommendations for any changes. • Review of the exempt and non - exempt status for each classification. • Review of the performance based component of the current compensation system, and recommendations for modification or elimination of performance based pay. • Training to employees and supervisors regarding implementation and maintenance of the compensation system. • Provision of a wage /labor survey, analysis of the City's compensation as it relates to the market, and recommendations for a new or revised salary structure. • Evaluating new job descriptions to determine job evaluation results and placement in the salary structure. • Assistance with completing the State Pay Equity report. We believe that our team can work with you to accomplish your objectives for this project. We will lead you in developing systems, structures, policies and procedures that take into account the unique nature of your City and the services offered while taking advantage of the best practices in classification, job evaluation, and compensation in municipalities. a Fox LAwsON a Assocu ns ( oLd) Our Firm - Fox Lawson & Associates (FLA) was formed in 1995 to succeed the Ernst & Young public sector compensation consulting practice, dating back to 1981. As of October 1, 2009, we became a division of Gallagher Benefit Services, Inc. We are committed to addressing public sector human resource needs. We bring a depth of experience from meeting those public sector needs over the course of more than 25 years. We bring together the quality control and knowledge heritage of a large firm with the client responsiveness enabled by a small firm. We serve our clients nationally from two primary office locations: 1335 County Road D Circle East Saint Paul, MN 55109 -5260 Phone: (651) 635 -0976, ext. 12 Fax: (651) 635 -0980 Managing Director: James IPMA -CP PO Box 32985 Phoenix, AZ 85064 -2985 Phone: (602) 840 -1070 Fax: (602) 840 -1071 Fox, Ph.D., Managing Director: Bruce Lawson, MPA, CCP, IPMA -CP We serve our clients on a variety of classification, compensation, and human resources issues, including: • Classification and Compensation Studies • Organizational Change Management • Performance Planning and Evaluation • Human Resources Planning and Audits • Executive Compensation Planning • Human Resources Re- engineering While we have a broad understanding of human resource systems, our firm primarily specializes in classification and compensation studies. These studies typically include, developing new classification structures and job descriptions, evaluating jobs with a job evaluation methodology to determine internal equity, conducting a custom - tailored salary and benefits survey, developing a competitive pay system, recommending strategies to implement the new compensation structure, and ensuring appropriate administrative and procedural guidelines are in place to maintain the system. We ensure that our clients are in compliance with applicable laws and regulations, such as the Fair Labor Standards Act (FLSA), the Americans with Disabilities Act (ADA), and Equal N Fox LAwsON t AssociAns io(A) Employment Opportunity (EEO) standards and have pay systems that are appropriate for their organization and market strategy. Our Experience — Our managing directors and staff have assisted several hundred public sector clients including cities, counties, states, utility districts, transportation districts, school districts, colleges, and universities from all over the United States and a few foreign countries. Our studies have included employee populations ranging from less than 100 employees to more than 100,000 employees. Our significant experience working with local government has resulted in a comprehensive understanding of the jobs under study and the best practices employed by municipalities all over the country. [See a detailed list of our references in the Appendix.] Our people — James Fox and Bruce Lawson, the FLA Managing Directors, were responsible for Ernst & Young's public sector compensation and human resources consulting practice prior to forming FLA. Although both have been conducting studies for public sector clients for more than 25 years, James Fox, Ph.D. brings an academic element to the team and Bruce Lawson has served in several public sector administrative positions. FLA maintains a balance of senior -level consultants who have evolved with the industry over the course of 25 years with more recent graduate consultants who bring the best analytical skills to our mix. Given the changing demographics of the workforce, we embody the perspectives ranging from "baby boomers" to "millenniums ". FLA Leadership - We have a strategic alliance with the International Public Management Association for Human Resources (IPMA— HR), the National Public Employers Labor Relations Association (NPELRA), and the Colleges and Universities Professional Association for Human Resources (CUPA - HR) and have conducted a series of training seminars /workshops on compensation, classification, job evaluation, and employee benefits management throughout the nation in conjunction with these organizations. Fox Lawson & Associates consultants have demonstrated leadership in 10 (J6 a Fox L.twSON a AssmATis the compensation field by attaining their Certified Compensation Professional (CCP) certification, and serving as instructors and presenters for WorldatWork, and the International Public Management Association for Human Resources (IPMA - HR). In association with IPMA -HR, we designed, analyzed and sponsored the Compensation Benchmarking Survey as well as the Performance Management Benchmarking Survey of trends and best practices in compensation in public sector organizations. Our partners have been featured speakers at every IPMA -HR national conference for more than 20 years. In a survey of FLA clients served, the independent firm Dun & Bradstreet found that the quality of client services Fox Lawson & Associates delivered exceeded services delivered by nearly 90 other competing firms, including many large national firms. (The factors rated included cost, timeliness, quality, responsiveness to problems, technical support, quantity delivered verses quantity requested, and the attitude of personnel.) Recently we were awarded the 2009 Best of Business Award in the Management consulting services category by the Small Business Commerce Association (SBCA). The SBCA Best of Business Award Program recognizes the best of small businesses throughout the country. Using consumer feedback and other research, the SBCA chooses the award winners from nominees based on information taken from monthly surveys administered by the SBCA, a review of consumer rankings, and other consumer reports. We publish a quarterly newsletter, "FLA Solutions," for clients on key topics affecting the public sector. Previous articles have included discussions on alternative rewards, such as skill or competency based pay, best practices in salary administration, and the Sherman Antitrust Act, as well as many other progressive topics in the public sector. We write a quarterly compensation answer column called CornpDoctorT°" for the HR New a . We also have published articles in the American City and Countv Public Management Corporate Report Ventures Corporate Board Member and Benefits Planner We have been quoted in the Wall Street Journal and on CNN. We encourage you to access many of these articles through our website at www.foxlawson.com. R Fox Lam a Aswan 10 U) Job Evaluation - Our staff excels at applying job evaluation methodologies to better meet our clients' needs in changing environments. Because no single method fits the needs of all clients, we offer a "family" of job evaluation methods, including the Decision Band Method, Flex/Point a point factor plan, and JFACS an automated job evaluation system which uses a scored questionnaire. Salary Database - FLA conducts custom compensation and benefit surveys throughout the country each year providing a database of public sector benchmarks that have been evaluated with our own proprietary job evaluation method. In addition, we have purchased a salary survey database that includes all of the major public and private sector salary surveys. This allows us to match nearly any job, in any type of organization, in any part of the country with up -to -date labor market data. State of the Art Classification and Compensation Software - Our firm utilizes software and other automated tools to streamline the processes and procedures required to develop and maintain classification and compensation systems. The proprietary compensation planning software that we utilize, Comp Manager, has been installed in hundreds of organizations. JFACS, our proprietary automated job evaluation tool, has served for 20 years as the objective basis for classification and compensation designs for some of the country's largest government organizations. We also have a strategic partnership with Link FIR Systems, Inc., pioneering automated compensation and job evaluation software. a Fox Lam 9a Associms IoW� FLA TEAM TO ASSIST Y01M City of Hutchinson Internal Tearw , .4,s , James C. Fox, Ph.D: Project Dive cto' F^ Bruce G. Lawson, CCP Alt. Project Seth Ostrem, MA -HRIR, CCP aeidi Nelson, CCP, CBP Compensation and r Annette Hoefer, CCP, MBA Sandra Spellman, MPA Devin Grdinic, MR- 1111111, CCP Chelsea Christie, CCP Classification and Compensation WA,. A kau ��sysa��, �ssecr��rs JAMES C. FOX, Ph.D., D?MA -CP Dr. Fox is a Managing Director of the firm. In this capacity, he serves as project director and/or technical advisor on all projects, providing technical direction and quality assurance. He is responsible for all consulting activities in the areas of personnel management, job evaluation and compensation, organization and management analysis, executive compensation, and survey research. Dr. Fox has been directing classification and compensation studies for more than 28 years. Prior to forming the firm, he was a Partner in the firm of Ernst & Young LLP and headed up the firm's regional compensation practice, with national responsibility for the public sector compensation practice. Dr. Fox holds both M.A. and Ph.D. Degrees in Sociology from the University of Minnesota. He has been an instructor at Metropolitan State University and the University of Minnesota, and has been a guest lecturer at regional conferences and meetings. He is a member of the Society of Human Resource Management, WorldatWork, where he is on the faculty, and was the Professional Development Coordinator of the Compensation Council of the Twin Cities Personnel Association. He is the Chairman of the Human Resources Committee of the Board of the Northern Star Council of the Boy Scouts, the past Chairman of the Board of Project Pathfinder and is a member of the Ramsey County Personnel Review Board. Dr. Fox authors a monthly compensation article called the CompDoctorTm. BRUCE G. LAWSON, MPA, CCP, IPMA -CP Mr. Lawson is a Managing Director of the firm. In this capacity, Mr. Lawson serves as project director and/or technical advisor, providing technical direction and quality assurance. He is responsible for all consulting activities in the areas of job evaluation and compensation, organization analysis, personnel systems and policy development. Mr. Lawson has been directing classification and compensation studies for more than 28 years. Prior to forming Fox Lawson, he spent 18 years with the firm of Ernst & Young LLP where he served as the national director of their public sector compensation consulting practice. He also served as City Manager in two California cities (Los Altos Hills and Belvedere), was the County Administrative Officer in Multnomah County (Portland) Oregon, Assistant City Manager /Personnel Director in Corvallis, Oregon, and Assistant to the City Administrator /Personnel Director in Placentia, CA. Mr. Lawson served on the City of Phoenix (AZ) Public Safety Employees Retirement Board for 12 years. Mr. Lawson has a Master's Degree in Public Administration from the California State University at Fullerton and is a.b.d. in Public Administration from Golden Gate University in San Francisco, and has earned his CCP certification from WorldatWork. He is also an active member of several professional associations including the College & University Professional Association for Human Resources, the International City & County Management Association, International Public Management Association for Human Resources, the Society for Human Resources Management, and WorldatWork. 10 H Fox LAwsON a Assoams o W) BETH OSTREM, MA -HRIR, CCP, IPMA -CP Ms. Ostrem is a Senior Consultant with the firm. She is responsible for managing and conducting compensation and classification consulting projects. She has been managing and conducting classification and compensation studies for our firm for 7 years and specializes in the areas of classification, job evaluation and compensation, personnel systems and policy development, focus group facilitation, strategy development, pay administration planning, and performance management systems. Ms. Ostrem has worked with all types of organizations, including states, cities, counties, school districts, colleges, universities, special districts, private sector organizations, and not - for - profits. Prior to joining the firm, Ms. Ostrem was a Human Resources Director for a non -profit organization, and has over 15 years of professional human resources experience. Ms. Ostrem has a Bachelor's Degree in Political Science from Luther College and a Master's Degree in Human Resources and Industrial Relations from the University of Minnesota, and has earned her CCP certification from WorldatWork. She is a member of several professional associations, including the Twin Cities Compensation Network (TCCN), the College & University Professional Association for Human Resources, International Public Management Association for Human Resources, and WorldatWork. HEIDI NELSON, CCP, CBP, IPMA -CP Ms. Nelson is a Senior Consultant of the firm. She is responsible for leading and conducting compensation consulting projects. She has been conducting compensation studies for our firm for over 15 years and specializes in base pay compensation, total compensation, survey research, pay administration planning, and executive compensation. Ms. Nelson has worked with all types of organizations, including states, cities, counties, colleges, school districts, universities, special districts, and private sector organizations. Prior to joining the firm, Ms. Nelson spent 6 years serving in a similar capacity with Ernst & Young. Ms. Nelson attended the University of Minnesota specializing in Business Management and has completed continuing education coursework from the same institution in Industrial Relations, Methodology and Design of Salary Surveys, and Compensation Administration, and has earned her CCP and CBP certifications from WorldatWork. She is a member of the International Public Management Association for Human Resources, and WorldatWork SANDRA SPELLMAN, MPA, IPMA -CP Ms. Spellman is a Senior Consultant with the firm. She is responsible for conducting classification, job evaluation, and human resource process consulting projects. She has been conducting studies for our firm for 4 years and specializes in the areas of classification, communications, human resource strategy and process, and employee and management focus group meetings. Ms. Spellman has worked with various types of organizations including states, cities, counties, colleges and universities, and the federal government. Prior to joining the firm, Ms. Spellman spent 18 years with Ernst & Young's consulting practices where she was responsible for client and internal change management, communications, and training strategies. She has also held state executive and legislative positions addressing a wide range of human resource and related issues. 11 Fox LAwsoN & Associmu Ms. Spellman has a Bachelor's Degree in Sociology /Political Science from Arizona State University and a Master's Degree in Public Administration with an emphasis in Organizational Development from the same institution. She is a member of several professional associations, including the College & University Professional Association for Human Resources, International Public Management Association for Human Resources, and WorldatWork. ANNETTE HOEFER, MBA, CCP Ms. Hoefer is a Senior Consultant. She is responsible for conducting classification and compensation consulting projects. She has been conducting classification and compensation studies for our firm for 5 years and specializes in the areas of classification, job evaluation and compensation, personnel systems and policy development, performance management systems, employee communications, strategy discussions, pay administration planning, and focus group facilitation. Ms. Hoefer has worked with various types of organizations including states, cities, counties, colleges, universities, special districts, and private sector organizations. Prior to joining the firm, Ms. Hoefer worked for 9 years in the same capacity at Lee and Burgess Associates, a consulting firm based in Colorado, and prior to that, had held human resources positions in energy and insurance companies. Ms. Hoefer has a Bachelor's Degree in Business Administration from the University of Iowa and a Master's Degree in Business Administration with an emphasis in Human Resources from same institution, and has earned her CCP certification from WorldatWork. DEVIN GRDINIC, MA -HRIR, CCP, IPMA -CP Mr. Grdinic is a consultant with the firm. He is responsible for conducting classification and compensation consulting projects. He has been conducting classification and compensation studies for our firm for 4 years and specializes in the areas of classification, job evaluation and compensation, survey research, executive compensation, and statistical analysis. Mr. Grdinic has worked with various types of organizations including states, cities, counties, school districts, colleges, universities, special districts, and private sector organizations. Prior to joining the firm Mr. Grdinic was an executive compensation analyst with ATK, an advanced weapons and space systems company. Mr. Grdinic has a Bachelor's Degree in Sociology from the University of Minnesota and a Master's Degree in Human Resources and Industrial Relations from the same institution, and has earned his CCP certification from WorldatWork. He is a member of the International Public Management Association for Human Resources, and WorldatWork. 12 Fox LAwsON a AssocIATB6 ,oti) CHELSEA CHRISTIE, B.S.B., CCP Ms. Christie is a Consulting Associate with the firm. She is responsible for providing support during all phases of classification and compensation studies. She has been supporting classification and compensation studies for our firm for 2 years and specializes in the areas of classification, job evaluation and compensation, survey research, and job description preparation. Ms. Christie has worked with various types of organizations including states, cities, counties, school districts, colleges, universities, and special districts. Prior to joining the firm Ms. Christie worked at Aramark as a Student Hiring Manager and also completed a competitive internship with Cargill, Inc. Ms. Christie has a Bachelor's Degree in Human Resources and Industrial Relations, and Insurance/Risk Management from the University of Minnesota, and has earned her CCP certification from WorldatWork. She is a member of the Twin Cities Compensation Network (TCCN) and WorldatWork. 13 8 FOX LAwsoN a AssociAns ) C) ) The phases and tasks associated with reviewing the City's classifications and conducting a compensation and benefits survey are described below. Phase Z. Strategy Development - We will assist you in reviewing and, if necessary, updating your current classification and compensation strategy in order to ensure that your objectives for the study are achieved. We will discuss employee communication needs associated with the study, and the processes to be used to review classifications, collect market data, and integrate internal equity and the market data. Phase II: Classification Review • FLA will conduct a complete review of up to ten positions. Incumbents in these positions will be asked to complete a thorough Position Description Questionnaire (PDQ), and interviews will be conducted with incumbents and/or their New or revised job descriptions will be developed, and the City's job evaluation method will be applied to the classifications. Phase III: Job Evaluation Review- We will review all of the City's classifications utilizing the City's current job evaluation method, or a method that better meets the needs of the City. Through the review of the job evaluation results, we will identify potential issues with the City's internal job hierarchy, and recommend changes to the job hierarchy as is appropriate. We will also provide feedback and recommendations regarding any issues that we may observe in the content and format of current job descriptions, and if there is any need, or opportunity, to consolidate job descriptions. Phase N Compensation Study - We will collect salary data from the market, in order to compare the City's current levels of compensation to the market, and to develop a new or revised salary structure. 14 U FOX LAWSON 4 Associms e Cpl) managers as is appropriate and required. We will work with the City to determine if conducting a custom salary survey or utilizing published survey sources best meets the needs of the City. There are pros and cons to both approaches including the length of time necessary to conduct a custom salary survey, and the limitations of working with published data. Once the appropriate method for collecting market data has been identified, we will work with the City to ensure that the most accurate, and comprehensive data possible are collected. If the City chooses to conduct a custom salary survey, we will complete the following tasks: A data collection form will be designed and distributed to selected comparator organizations. The data collection form will collect information on the organization (size, budget, etc.), pay practices, actual compensation, and salary ranges. We will develop the data collection form by first asking you what you want to know or what you want to achieve as the end result, so that we know which questions to ask and how to ask the questions in order to get the right information for your organization. The questions in our data collection form have been field tested through over 20 years of compensation experience to produce valid and accurate data. We will follow -up with participants to ensure data quality and validity of matches and data being reported. If there any questions we will request job descriptions, organizational charts and other information. F'LA will provide you with weekly status reports to update and inform you on the progress of the compensation study. F'LA will collect, verify and analyze the data collected. If the City chooses to utilize published survey sources, we will work with the City to identify appropriate survey sources, such as the League of Minnesota Cities salary survey, the Employers Association salary surveys, Towers Watson salary surveys, and similar survey sources. We will collect data on as 1 1 g _SA many of the City's jobs as possible. We will utilize the data collected, whether through a custom survey, or published survey sources, to develop a new or updated pay structure consistent with the compensation strategy. Implementation recommendations and transition costs will also be provided. Phase V. Project Finalization — Our data analysis and draft report will go through a rigorous internal quality is 8 Fox LAwsoN a AssoclAres Jow) control process before it is submitted to you in the form of a final written report which documents the processes, procedures, findings and recommendations of the study. Following your review and approval of the final report, we will present the report to the Council, administration, and employees. Training on how to manage and administer the system in the future will be provided to Human Resources staff and managers as is appropriate. FLA will also provide the City with spreadsheets and related electronic documents that can be used to implement and maintain the job evaluation and compensation systems. On -going support — Following the completion of the study, FLA will be available to review new job descriptions and apply the job evaluation method to determine the placement of the position in the City's salary structure. FLA will also provide assistance in completing the first State Pay Equity report that is due following completion of the study. 16 FOX Lasm & Associms ,oW) In conducting salary surveys, we follow professionally accepted compensation principles and practices as outlined by WorldatWork, SHRM, and the U.S. Department of Labor. A summary of these principles and practices is provided below. • We follow professional standards for how many benchmarks should be selected; either: - at least 30% if utilizing a formal job evaluation methodology - at least 50% if using a pure market approach We draw on our 20 years of survey experience to determine if we believe a comparable job can be found in the labor market and adhere to the following guidelines for benchmark selection: - representation of all job families and levels throughout the organization - highly populated jobs - jobs found in most organizations - jobs with recruitment or retention problems ■ We carefully review job descriptions to ensure we are accurately describing the duties and responsibilities, the level, and the reporting relationships of each benchmark job so that participating organizations can appropriately match their classifications to the benchmark jobs. We follow professional standards for job matching and match only those jobs that match at least 70% of the duties, responsibilities and functions as outlined in the benchmark job summary. While some firms may claim to use a higher percentage, we believe anything over 70% may exclude data which are good, valid matches. We do not ask participants to rate the quality of the match, as this introduces additional subjectivity to the process that cannot be controlled. We follow professionally accepted guidelines for defining labor markets and selecting organizations to survey. We recognize that different jobs will have different recruiting markets, by: - type of organization - size of organization - geographic location • Any published source we utilize must meet the following criteria: - be conducted by a reputable salary survey firm - survey data is not self reported - survey is conducted on a continual basis instead of a one -time event 17 FOX Lmsm a Assocuns I b (A� - survey reports its data sources, the effective date of the data, and was tested to ensure accurate matches and data • We perform several manual reviews of the survey data as well as statistical tests to identify any extreme data and to ensure the validity of the data. • We utilize trend factors for aging data so that all data is consistent to a current point in time. The trend factors are derived from either the U.S. Department of Labor data or WorldatWork Surveys. • We apply geographic differentials as appropriate and necessary to ensure that the data are reflective of your labor market and economic conditions. We use third party resources (Economic Research Institute) to identify the appropriate geographic differentials. ■ We calculate various statistics for summarizing the data (means, medians, highs, lows, percentiles). • We follow the U.S. Department of Labor guidelines that 5 matches should exist per job in order to draw reliable conclusions. Therefore we do not calculate statistics (means, medians, etc.) on jobs with fewer than 5 job matches. 18 a Fox LAwsoN a Associms WORKPLAN SUMMARY AND SCHEDULE Below we have outlined an approximately four to six (4 -6) month schedule and the key tasks /deliverables of each study phase. WOR8PLW please Su:ttmarg Taerits /Delivera I Strategy Development : • Organization material collected ■ Classification and Compensation strategy 2 weeks reviewed/revised • job evaluation toot review4d", (13ependentonscltedulingand •Projecttimetableconfirmed :i availability 'of clientmaterlal- : • Employee communications `lan develo ed . M Classification Review ■ Complete review and analysis ofup too- 1Q. positions: 2 weeks • Fmolovea interviews as is a o ' te; DZ job Evaluation Review. ■ Application o£the job evaluation method -to all classifications . 2 Weeks (can be completed concurrent ■ Recommended modifications to internal job. with Phase M - hierarchy Iii. Compensation and Benefits Study Select comparator organizations to survey (custom surveyy . Custom Survey: 6 -8 weeks (dependent ■ Select benchmark jobs (custom survey) on response time of comparator • Develop data collection form (custom survey) organizations) • Compile market data • Complete competitive analysis{. Published Sources: 3-4 weeks ■ Recommend new or updated# pay structure ■ 'IYansition and cost analysis Provide compensation guidelines.. ■ Employee communication. V. 8rejectrinalisation ■ Draft report ■ Final report and presentation to Council„ 2- 4 weeks administration and employees= 19 Fox I.AWsm a As socIATEs l D w� W H Fox Lam a AssmiAT8s 10 Ld) We understand the importance of this study as a strategy to address current classification and compensation issues and realize the delicate nature of City spending. Therefore, we have proposed a sensible fee schedule that generates project results destined to add value to the City. It will provide the flexibility necessary to attract, retain, and motivate employees to provide quality services and ensure the system is not an administrative and/or costly burden to the City, now, or in the future. Our fees to conduct the classification and compensation study outlined in the preceding section of the proposal (including out of pocket expenses) will not exceed $28,000. PHASE Phase I: Strategy Development* FEES $1,500 Phase II: Classification Review $3,000 Phase III: job Evaluation Review $4,000 Phase IV: Compensation and Benefits Study Utilizing Published Surveys or Conducting a Custom Survey $10,000 $18,000 Phase V: Project Finalization* $1,500 *on -site meeting during this phase These fees assume there are on -site meetings during Phase I to kick off the study, and an on -site meeting during Phase V to present the findings to the Council, administrators, and employees. On -going support in the form of job evaluation of new job descriptions win be provided at the cost of $250 per position evaluated. We will complete the City's State Pay Equity report for a fee not to exceed $1,000 Our study costs are directly derived from estimating the number of hours needed to perform the work and the level of consultant charged with the work. Fox Lawson typically bills on a monthly basis up to the maximum of each deliverable. All expenses are included in this quote. 21 Fox LAwsoN a Amman In addition, we would be pleased to discuss other alternatives that involve your staff to a greater degree in the conduct of the work plan, and result in additional cost savings. For work beyond that specified in this proposal, additional fees and out -of- pocket expenses will be involved. We are available for discussion if the study requires additional services beyond the scope contained in the proposal. 22 Fox IawwN a AssociAT8s IDt6 Fox Lawson & Associates takes pride in exceeding our clients' expectations. We distribute client satisfaction surveys on a periodic basis. These surveys provide valuable feedback regarding our project performance. A sample of comments from our clients is included below. Our firm has assisted hundreds of public sector clients with projects ranging in size from one hundred employees to thousands of employees. Below is a sampling of our clients. Contact names and phone numbers are listed for each project. These projects demonstrate our ability to meet the needs of the City and display our depth of experience developing classification, job evaluation, and compensation systems. Our references will attest to the timeliness, quality, and responsiveness of our services, as well as our knowledge of legal issues such as the ADA, EEO, and the FLSA, the classifications under study, and our ability to assist organizations of your size and needs. Client references directly relevant to your needs are included below. A more comprehensive list of FLA clients is included as an appendix to this proposal. 23 Fox LAwsaN a AssociArss MINNESOTA CITY CLIENTS CITY OF THIEF RIVER FALLS. MN We conducted a classification and compensation study for this city and have maintained the system for the past 10 years. Jodi Torkelson, City Administrator, 218 -681- 2943, jokelson @citytrfnet. CITY OF F ARMINGTON. MN In 2002 we conducted a classification and compensation study. The study included installing a new job evaluation system, performing a custom salary survey, and developing a new salary structure. Brenda Wendlandt, Director of Human Resources, 651 - 280 -6800, bwendlandt@1armington.mn.us. CI TY OF WINDOM, MN In 2008 we conducted a classification and compensation study for the City's approximately 50 positions. Steve Nasby, CityAdministrator, S07- 831 -6129, snasby @windom- mn.com. CITY OF WHSON, MN We originally conducted a classification and compensation study and were recently retained again to update the job descriptions and salary structure. Dean Albrecht, City Administrator, 507- 847 -4410, dalbrecht @cityoflacksommn.com. CITY OF NORTR BRANCH MN We conducted a classification and compensation study for this City, and installed new job descriptions, a new salary schedule and procedures. We also developed a performance evaluation process to move employees through the range. Bridget Conrad, City Administrator, 651- 674 -8113, bridgetk@ci.north- branch.mn.us. CITY OF MAPLEWOOD, MN In 2007 we were retained to conduct a full job evaluation study which included a pay equity study. TerrieRameaux, 651 -249 -2051, terrie .rameaux @ci.maplewood.mn.us. CITY OF EDEN PRAIRIE, MN We completed a classification and compensation study covering 265 employees. Our services included a review of the City's jobs and current classifications, the installation of a new job evaluation system and a salary survey. Karen Kurt, Human Resources Manager, 952- 949 -8437, kkurt @edenprairie.org. 24 a FOX LAwSON 4 Assoc uns � b W) CITY OF FERGUS FALLS, MN We originally conducted a job evaluation and salary survey for the City. We have continued to provide ongoing assistance to the City regarding compensation and job evaluation needs. Brenda Cossette, Human Resources Director, 218 -739 -0140, Brenda. cossette(&ci.fergus- falls. mn. us ADDITIONAL MINNESOTA CLIENTS Blue Earth County Hennepin County Kandiyohi County Olmsted County Saint Louis County Scott County Hamline University Macalester College University of Minnesota Albert Lea Schools Anoka- Hennepin Schools Austin Public Schools Belle Plain Schools Bemidji Schools Chaska Public Schools Forest Lake Public Schools Glencoe - Silver Lake Public Schools Milaca Schools Minnetonka Public Schools Sartell — St. Stephens School District Stillwater Public Schools Watertown Mayer School District Hennepin County Medical Center Lincoln- Lyon - Murray- Pipestone Public Health Services Three Rivers Park District Community Action Partnership of Ramsey and Washington Counties 3.7 Fox LAwsoN a Assocwn Additional Classification and Compensation Clients Recent Compensation Related Articles © 2010 FL A 26 H FOX LAwaoN 9 Ass ocims 1�La Ann Arbor, MI, City of Mandan, ND, City of Arlington, MN, City of Maplewood, MN, City of Asheville, NC, City of Mason City, IA, City of Ashland, OR, City of Medford, OR, City of Atlanta Traffic Court, GA Mercer Island, WA, City of Baltimore, MD, City of Mesa, AZ, City of Barnesville, MN, City of Mill Creek, WA, City of Bellevue, WA, City of Missoula, MT, City of Bellingham, WA, City of Montrose, CO, City of Bend, OR, City of Mount Pleasant, MI, City of Beverly Hills, CA, City of Mountain View, CA, City of Billings, MT, City of Murray City Corporation, UT Bismarck, ND, City of Newcastle, WA, City of Burlington, IA, City of North Branch, MN, City of Butte - Silver Bow, MT, City & County of North Lauderdale, FL, City of Carlsbad, CA, City of Northfield, MN, City of Carson, CA, City of Oceanside, CA, City of Casper, WY, City of Orinda, CA, City of Cave Creek, AZ, Town of Palo Alto, CA, City of College Station, TX, City of Paradise Valley, AZ, Town of Colorado Springs Attorney's Office, CO Pella, 14, City of Colorado Springs, CO, City of Peoria, AZ, City of Concord, NC, City of Phoenix, AZ, City of Cumberland, MD, City of Plymouth, MN, City of Dallas, TX, City of Prescott, AZ, City of Danville, VA, City of Pulaski, VA, Town of Davis, CA, City of Queen Creek, AZ, Town of Desert Hot Springs, CA, City of Rancho Cucamonga, CA, City of Des Plaines, IL, City of Redmond, WA, City of Dickinson, ND, City of Richland, WA, City of District of Columbia Government Rifle, CO, City of Durham, NC, City of Riverside, CA, City of Eden Prairie, MN, City of Roanoke, VA, City of 27 Fo%LAWsoN at Associmm CITIES (continued) Edmond, OK, City of Rochester, MN, City of Encinitas, CA, City of Roseburg, OR, City of Eugene, OR, City of Sacramento, CA, City of Fargo, ND, City of San Clemente, CA, City of Farmington, MN, City of San Francisco, CA, City of Fayetteville, NC, City of San Jose, CA, City of Federal Way, WA, City of San Ramon, CA, City of Fergus Falls, MN, City of Santa Ana, CA, City of Flagstaff, AZ, City of Santa Cruz, CA, City of Fremont, CA, City of Schaumburg, IL, Village of Fresno, CA, City of Scottsdale, AZ, City of Ft. Lauderdale, FL, City of Seattle, WA, City of Glen Ellyn, IL, Village of Shakopee, MN, City of Goodyear, AZ, City of Sheboygan Falls, WI, City of Grand Forks, ND, City of Sioux City, IA, City of Grand Junction, CO, City of Sioux Falls, SD, City of Grants Pass, OR, City of Solano Beach, CA, City of Greensboro, NC, City of Springfield, OR, City of Hamilton, OH, City of Surprise, AZ, City of Hanford, CA, City of Tacoma, WA, City of Hartford, CT, City of Telluride, CO, Town of Healdsburg, CA, City of Thief River Falls, MN, City of Hercules, CA, City of Tucson, AZ, City of Hilton Head, SC, Town of Tukwila, WA, City of Huber Heights, OH, City of Walnut Creek, CA, City of Huron, SD, City of Washington DC, City of Issaquah, WA, City of Upper Arlington, OH, City of Jackson, MN, City of Valley City, ND, City of Kalamazoo, MI, City of Vancouver, WA, City of Kalispell, MT, City of Walnut Creek, CA, City of Kansas City, MO, City of Washington DC, City of Kennewick, WA, City of Watertown, NY, City of Kingman, AZ, City of West Fargo, ND, City of Kirkland, WA, City of West Hollywood, CA, City of Lake Havasu City, AZ, City of West Jordan, UT, City of Lake Oswego, OR, City of Wichita, KS, City of 28 10 FOX LAwsON 6 AssOcuns ioL) CITIES (continued) Lakewood, CO, City of Wilmington, NC, City of Larkspur, CA, City of Windom, MN, City of Liberty, MO, City of Windsor, CA, Town of Litchfield Park, AZ, City of Woodland Park, CO, City of Longview, WA, City of Yuma, AZ, City of Los Angeles, CA, City of 29 a Fox Le wSON a Associms io l�� Alaska New Mexico Arizona New York Arkansas North Carolina California North Dakota Colorado Ohio Georgia Oklahoma Hawaii Rhode Island Illinois Utah Iowa Vermont Kansas Virginia Michigan Washington Minnesota Wisconsin Montana Wyoming Nevada 30 Fox LAwsoN a Assocuns COUNTIES Alameda County Office of Education, CA Livingston County, MI Baltimore Co., MD Los Angeles County, CA Becker County, MN Maricopa County Attorney, AZ Blue Earth County, MN Maricopa County Superior Court, AZ Broward County, FL Maricopa County, AZ Burleigh County, ND Marin County, CA Carver County, MN McLean County, ND Cass County, ND Mecklenburg County, NC Charleston County, SC Miami -Dade County, FL City/County of Denver, CO Mille Lacs County, MN City /County of San Francisco, CA Missoula County, MT Clay County, MN Monterey County, CA Cochise County, AZ Montgomery County, MD Coconino County, AZ Mower County, MN Contra Costa County, CA Multnomah County, OR Crow Wing County, MN Nassau County, NY Dakota County, MN New Hanover County, NC Dodge County, MN Olmsted County, MN Douglas County, NE Pima County, AZ Douglas County, WI Pine County, MN Durham County, NC Pipestone County, MN Eau Claire County, WI Polk County, MN El Dorado County, CA Polk County, WI Escambia County, FL Ramsey County, MN Faribault County, MN Rice County, MN Freeborn County, MN Rockdale County, GA Fulton County, GA Santa Cruz County, CA Greene County, OH Santa Rosa County, FL Gunnison County, CO Scott County, IA Gwinnett County, GA Scott County, MN Hennepin County, MN Sedgwick County, KS Itasca County, MN Shelby County, TN Jackson County, OR Sherburne County, MN Jefferson County, CO Solano County, CA Johnson County, KS St. Louis County, MN 31 Fax LAwSON as Amman COUNTIES (continued) Kandiyohi County, MN Stearns County, MN Kent County, MI Unified Gov't of Wyandotte Co. /KCK, KS Kern County, CA Ventura County, CA King County Superior Court, WA Watonwan County, MN King County, WA Yaldma County, WA Klicldtat County, WA Yavapai County, AZ Lane County, OR Yuma County, AZ Le Sueur County, MN 32 FOX LAwso a ASsocIAm �D Ld� COLLEGES AND UNIVERSITIES Alamo Community College, TX Macalester College, MN Arizona Board of Regents, AZ Maricopa Community College Dist., AZ Arizona Western College, AZ Metropolitan Community College, MO Austin Community College, TX Missouri Western State College, MO Blinn College, TX Moraine Park Technical College, WI Brazosport College, TX North Central Technical College, WI Butler University, IN North Harris Montgomery Community College, TX Cascadia College, WA Northland Pioneer College, AZ Central Arizona College, AZ Ohio Assoc. of Community Colleges, OH Central Wyoming College, WY Olympic College, WA Chemeketa Community College, OR Oregon University System Clark/Atlanta University, GA Owens Community College, OH Clatsop Community College, OR Penn State University, PA Coconino Community College, AZ Pima Community College District, AZ College of the Mainland, TX Salem International University, WV Collin County Community College District, TX San Jacinto College District, TX Columbus State Community College, OH Seattle University, WA College of Southern Nevada South Texas Community College, TX Community College of Southern Nevada The Georgia University System Board of Regents Dakota County Technical College, MN The Pennsylvania Board of Regents DePaul University, IL Triton College, IL Desert Community College, CA Truman State University, MO Eastern New Mexico University, NM University of California at Berkeley Eastern Wyoming College, WY University of California at Los Angeles Evergreen State College, WA University of Georgia Front Range Community College, CO University of Maine Galveston College, TX University of Massachusetts - Dartmouth Gateway Technical College, WI University of Minnesota Harrisburg Area Community College, PA Victoria College, TX Holyoke College, MA Waubonsee Community College, IL Houston Community College District, TX Waukesha County Tech. College, WI Kettering University, MI Western Washington University, WA Kishwaukee Community College, IL Yavapai Community College, AZ 33 ri Fox LA wSON s Associms � -b W) SPECIAL DISTRICTS 1 ORGANIZATIONS Ak -Chin Indian Community, AZ National Credit Union Administration, Albuquerque Water, NM National Western Stock Show/Rodeo, Alderwood Water District, WA Nevada State Bar Association Association of Bay Area Governments, CA North County Transit District, CA Association of Washington Cities, WA North Dakota Association of Counties Atlanta Regional Commission, GA North Shore Hospital & Care Center, MN Arizona Lottery Northern Arizona Council of Govts, AZ AZ State Compensation Fund, AZ Northwest Arkansas Regional Airport, Ben Franklin Transit, WA NY Environmental Facilities Corp., NY Brazos County Health District, TX Oklahoma Public EE's Retirement Central Arizona Water Consv. Dist., AZ Olivenhain Municipal Water District, CA CO Intergovernmental Risk Sharing Omni Trans, CA Coachella Valley Water District, CA Orange Co. Fire Authority, CA Colorado Public Defender Orange County Water District, CA Colorado Springs Utilities, CO Padre Dam Water District, CA Commonwealth Utilities Corporation, MP Parker Fire Protection District, CO Community Action Partnership, MN Pascua Yaqui Tribe, AZ Community Health Board, MN Peoria Transit, IL Community Transit, WA Phoenix Transit System, AZ Contra Costa Retirement Association, CA Pierce Transit, WA CSAC Excess Insurance Authority, CA Port of Coos Bay, OR CT Lottery Corporation, CT Port of San Diego, CA Dakota County HRA, MN Public Financial Management, PA Davidson Transit, TN Pueblo Board of Water Works, CO Denver Regional Council of Governments Puget Sound Council of Govts, WA Des Moines Metro. Transit Agency, IA Region 9 Development Commission, DFW Airport Authority, TX Region VIII Welfare, MN Dickstein & Merin Attorneys at Law, CA Reno - Sparks Convention/Visitor's, NV Dodge Soil & Water Conservation, MN Rhode Island Housing Authority East Central Solid Waste Com., MN Riverside Transit Agency, CA E -City Desk, MN Rosebud Educational Society, SD El Paso Police & Fire District, TX Sacramento HRA EE's Association, CA Fairview Nursing Home, MN Sacred Heart Center, SD Farmington Utilities, NM San Diego Airport Authority, CA Golden Gate Bridge /Hwy & Transp. Dist.< CA San Diego County Water Authority, CA 34 a Fox LAwsoN a Assoc1ATis SPECIAL DISTRICTS 1 ORGANIZATIO Green Valley DWID, AZ San Jose Redevelopment Agency, CA Hampton Roads Sanitation District, VA San Mateo County Transit District, CA Housing Authority of Pittsburgh, PA Santa Clara Valley Trans. Auth., CA Intercity Transit, WA Santa Clara Valley Water District, CA Irvine Ranch Water District, CA Sholom Community Alliance, MN LA Regional Family Planning, CA Sound Transit, WA Lake Taylor Hospital, VA Southern CA Rapid Transit Dist., CA Lansing Board of Water & Light, MI Special Districts Assoc. of Oregon, OR Las Vegas Convention & Visitors Auth., NV Special Olympics of Texas, TX Law Enforcement Support Agency, WA St. David's Child Development, MN Lexington Transit Authority, KY St. Paul Public Housing Authority, MN Lincoln Electric Systems, NE St. Paul Riverfront Corporation, MN Lincoln- Lyon - Murray - Pipestone Health Suburban Hennepin Reg. Park Dist, MN Long Beach Transit, CA Success Academy, MN Los Angeles City Housing Authority, CA Sun Tran, AZ Maryland Environmental Services, MD SunLine Transit, CA Massachusetts Port Authority, MA Sweetwater Authority, CA McCarran Int'l Airport, NV Three Rivers Park District, MN Medford Water Commission, OR Three Valleys Municipal Water Dist., CA Menlo Park Fire District, CA Transit Management of Tucson, Inc., AZ Metro Parks Tacoma, WA Transportation Authority Of Lexington, Metro- Portland, OR Tri-County Health Department, CO Metro Water District, AZ Truckee Meadows Water Authority, NV Metropolitan Airports Commission, MN Tucson Federal Credit Union, AZ Metropolitan Council, MN Turlock Irrigation District, CA Metropolitan Mosquito Control Dist., MN University Medical Center, NV Michigan Education Association Valley Center Municipal Water Dist., Military Sealift Command, DC Valley Transportation Authority, CA Vista Irrigation District, CA Mille Lacs Cnty Soil/Wtr. Consv. Dist, MN Washington Cities Insurance Auth., WA Minneapolis Professional EE's Assoc., MN Wayne County Airport Authority, MI Minnesota Supreme Court WHEDA, WI Murray City Corporation, UT Wild Horse Pass Dev. Auth., AZ F Narragansett Bay Commission, RI Win -River Casino, CA National Council of State Brds of Nurs., IL Wisconsin State Courts 35 a Fox Lewsw a Associms �C)L�) . • Albert Lea Schools, MN Matanuska - Susitna Borough Sch. Dist., AK Anoka- Hennepin Schools #11, MN Milaca Schools - ISD #912, MN Arizona School Boards Association, AZ Minnetonka Public Schools, MN Atlanta Public Schools, GA Moorhead Public Schools, MN Austin Public Schools, MN Mounds View Schools ISD #0621, MN Belle Plaine Schools ISD #716, MN Nay Ah Shing Schools, MN Bemidji Schools, MN New Ulm School District, MN Beverly Hills Unified School District, CA Northeast Metro. Ind. School Dist., MN Big Lake Schools ISD #727, MN Northfield Schools, MN Bloomington Schools, MN Orange Unified School District, CA Blue Earth Schools, MN Osseo Schools LSD #279, MN Braham School District, MN Pembroke Community Consol. Schools, IL Buffalo School District #877, MN Peoria USD, AZ Byron High School, FL Phoenix Union High School, AZ Cartwright School District #83, AZ Pine City Schools, MN Chaska Schools, MN Polk County Schools, FL Columbia Heights Schools, MN Portland Public Schools, OR Columbus Public Schools, OH Princeton Schools, MN Compton Unified School District, CA Red Lake School Dist. No. 38, MN Detroit Lake Schools, MN Sartell-St. Stephens Schools, MN Duluth Schools, MN Sauk Centre Schools, MN Duval County Public Schools, FL Scottsdale Unified School District, AZ East Central Service Unit, MN Sioux Vocational Services, SD Education Assistance Corporation, SD South St. Paul Schools, MN Elk Grove Unified School District, CA Spring Lake Park Schools, MN Eugene School District, OR St. Clair Schools, MN Fairmont Area Schools ISD #2752, MN St. Cloud Schools, MN Flagstaff Unified School District, AZ St. Francis Schools, MN Forest Lake Public Schools, MN St. Louis Park Schools ISD #283, MN Fridley Schools, MN Stillwater Public Schools, MN Glencoe - Silver Lake Schools, MN Tempe Elem. School Dist. No. 3, AZ Glendale Union HS District, AZ Tucson Unified School District, AZ Kyrene School District, AZ Wadena -Deer Creek Schools, MN Lake Washington School Dist., WA Waseca Public Schools, MN M a Fox LAWN a Asaocimu SCH Las Cruces Public Schools, NM Washington Elem. School District, AZ Lee County Schools, FL Watertown -Mayer School District, MN Lester Prairie Schools, MN Waterville- Elysian - Morristown Schools, MN LeSueur- Henderson Public Schools, MN West Central School District #61, MN Los Angeles Unified School District, CA West St. Paul Schools #197, MN Madison Elementary School District, AZ Worthington Schools, MN Mahtomedi School District, MN 37 EN Fox Loam a Assocwu �D �d� PRIVATE SECTOR Anchor Bancorp Meritex Enterprises Andcor Companies, Inc. MFS Investment Management Services Andersen Corporation Michael Foods, Inc. The Barbers Micro Dynamics The Beltmann Group Midwest Security Black Angus & Cattle Company Restaurants MIRMA Blue Cross /Blue Shield of Minnesota MNA BMC Industries, Inc. MobileMini Bonestroo, Rosene, Anderlik & Associates The Moyer Group Boy Scouts of America Multiplex, Inc. Calence Nelson, Tietz and Hoye Carisch, Inc. Network Systems Corporation Carmichael -Lynch Advertising Northern Tool & Equipment Carroll, Burdick & McDonough Northwest Airlines CASHFLOW Technologies Norwesco, Inc. Champion Services Group Olsson Associates Chromcraft - Revington OMI Inc. CIMA Labs Outsource One Club Acquisition Corporation Pat Brault Colonial Craft Pella Corporation Computype Phil Sykes & Associates CorVu Corporation Phoenix Logistics, Inc. Coulter Consulting Group PriceWaterhouse Coopers Cretex Companies Quality Breakthroughs Douglas Machine Quality Tools, Inc. Dura Supreme Quinlaven & Hughes Eastern Research Group, Inc. Reel Precision Manufacturing Corporation Educational Assistance Corporation The Registry Employer's Health Insurance Schneiderman's MNA Schott Corporation Frontier Communications Schuck & Sons Construction G & K Services Shark Radio GFI America Southwest Casino Corporation GMS of Rochester, Inc. Space Center Enterprises 99 is FOX LAWSON a As socimn �Dc�� PRrVATE SECTOR (continued) Halleland Lewis Nilan and Johnson PA Sportsman's Recipes HARRP Sprint The Hunt Corporation The Structure Group Industrial Services of America Talent Software Services IC System Target Stores J.G. Kinnard & Co. Tioga Inc. Jenner & Block Trace International JUUT Salonspa United Healthcare Corporation Kohl's Department Stores US Bank Koons, Fuller & Vanden Eykel Usibelli Coal Mine Company Kraus Anderson Companies, Inc. Valspar Corporation Lake Region Manufacturing Co. Vivian Benjamin Lee, Smart, Cook, Martin & Patterson Wagner and Wagner Loegering Manufacturing, Inc. Wenger Corp. The Louis Berger Group, Inc. Wilsons, The Leather Experts Mark Twain Bancshares Woodland Container Corporation Market Lab Wyler Family Investments Maslon, Edelman, Borman & Brand, LLP Zila, Inc. MaxSys,Inc. McElroy, Deutsch, Mulvaney & Carpenter Med Source Technologies Medical Protective Company 39 8 Fox I.ewsm a AssocuTu tb4 40 PQ% LAwso a AEsoci � �, ta) SOLUTIONS www.foxlawson.com B Fox LAWSON & Assomm nc ► ► ► P. ► ► ► ► No P. No P. P. ► P. P. * P. ► ► ► Compensation Consulting Since 1995 Volume 11, Number 4 f 4 .4 4 41-14 t-4 4 t-4 .I A-4 44 t 4 1/ The number two problem in public sector compensation programs is the problem of pay compression. (I will let you know what we think the number one problem is at the end of the newsletter) Pay compression goes by many definitions and these are some of them: 1. When a subordinate is paid, with or without overtime, more than his or her supervisor who does not get overtime. 2. When an employee in a tower graded job is paid more than an employee in a higher graded job is paid. 3. When a new employee is paid more than a longer term employee and they are in the same pay grade. 4. When a job that is less complex, difficult, or requires less effort, is paid more than a job that is more complex, difficult or requires more effort. 5.. When employees in a new unit receive big increases and they aren ?t doing any different work than before the move. There are probably other situations that can be called pay compression. We are going to try and describe what you can do in each of these situations. First, however, recognize that regardless of how hard you try, as long as you have employees entering, leaving or moving in the system, you will have some degree ► V V V of pay compression.You should try to minimize it as much as possible, because once it gets out of control or its causes become institutionalized, the cost to get out of the problem will be large, the pain will be deep and the solution elusive. Here we go: 1. When a subordinate is paid, with overtime, more than his or her supervisor who does not get overtime. The solution to this is easy, but employees probably won ?t buy it.. One solution is to pay supervisors overtime at a straight time rate. This usually resolves the issues, although it can be expensive, especially if you cannot control the overtime hours that are worked. The second solution, is to make sure that you just count base wages. If the base wage of the higher level job is greater than the subordinate job, then you really don ?t have pay compression. Make sure that you measure this at the midpoint of the pay grade rather than at what employees are actually paid. The supervisor will eventually be paid more than all their subordinates at the base wage level even though a new supervisor may be paid less than a more senior subordinate. 2. When an employee in a lower graded job is paid more than an employee in a higher graded job is paid. This is not too much different than the second part of the above issue. You want to make sure that the pay range opportunity (i.e,., maximum of the t r continued on next page I - -- -- 1..1..I -. ' ....�..1.... your area and other items of interest, or to e -mail us a question. 'rflE. "nl`IIf� �I to align their compensation, benefits and huRkIn'1,00 MM SN'Stel'ns to their or;unlzation ol�je We have solutions to Ueoule who vav veor �� Rx LAWSON & MSOCIAUS •npnuo I.. ".— M 1x1 1 I 1 0ffices: 1335 County Road 0, Circle East St. Paul, Minnesota 55109-5260 Phone; 800 -383 -0976 Fax: 651 - 635 -0980, E -mail: jfex0 /foxlawson.com E 0. Box, 32985 Phoenix, Arizona 85064 -2985 Phone: 602-840-1070 Fax: 602- 840 -1071 E -mail: blawsoti@faxlawson.com pay range) is higher in the higher graded job than in the lower graded job. You may have employees that are paid less than long term lower graded employees, and that is to be expected in most pay systems because of range overlap, but you should make sure that your system of grades and ranges, or your pay movement procedures does not encourage this to happen. In addition, you want to make sure that range overlap does not exceed about 30 %. I 3. When a new employee is paid more than a longer term employee and they are in the same pay grade. Now this is a problem. It may get worse in the near future as hiring picks up. It is normal to bring a new person in at a higher rater of pay than they were malting m their previous job. Unless the move is a promotion, the new employee is going to want an increase just to make the move. That means that they may make more money than an existing employee. Existing employees get agitated when they find out that they have to train the new employee and they are making less money than the newbie. Although most HR departments try to avoid this, unless you have a competitive pay structure and a hiring policy that limits the starting pay of new hires, you will likely have this problem to some extent. Existing employees still don ?t like it. But unless the problem is a total reversal of pay, this is a problem that may be managed by some pay adjustments and some education of current employees. Everyone has some of this type of compression. 1 4. When a job that is less complex, difficult, or requires less effort, is paid more than a job that is more complex. difficult or requires more effort. This type of compression can be a serious issue, if it is true. Although employees will make this case quite j frequently, it the facts bear out that lower complexity jobs are paid more than higher complexity jobs, and it is not a result of tenure in the job, then the problem is one where you need to take some action. The serious potential danger you may have is if the pay is separated by racial or gender lines. But assuming it is not, and it is not a problem of seniority, then what you need to do is make sure that the basis of the assignment of job to pay grades is based on a defensible job evaluation system, good market data or a combination of the Iwo. In short, your pay and classification system needs an overhaul. S. When employees in a new unit receive big increases and they aren ?t doing any different work than before the move. Ahh. Here is the tough one. We have heard this problem with general government jobs versus enterprise fund jobs, as well as new departments and functions. In order to get the ?right? people, the argument is that they have to pay higher wages. They will also argue that they have higher expectations and/or there will be new procedures that people have to learn, and on and on and on. Most of it is spurious and should be dealt with by senior management. There may be issues of pay discrimination, as well as a clear definition of who the employer is. The ultimate outcome is either higher pay for everyone, or a slow exodus from the lower paid jobs to the higher paid jobs. Either way, the effect on government is a higher total payroll cost, either through higher pay or higher cost of recruiting and training. And the number one pay problem in government? In our opinion, it is pay that is lower than the competitive market levels. Over time, this leads to the obvious problems of turnover, quality of work, morale issues and bureaucratic resistance to change. Eventually, this problem gets corrected because the market is a very powerful regulator of pay. All SOLUTIONS ►►►►►►►►►►►► ►►► ►►►►►► Compensation Consulting Since 1995 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 11 Syster ; mill• Prooams your area and other,:' items of interest, or to'. e- nttaiti us a question. WWW.f*X1aWs*n.CoVL In the past three years, pay for performance systems have exploded in popularity among public sector organizations. Performance evaluation systems have been used in most of the private sector companies for a long time. There is even research which suggests that if a company has a performance evaluation system in place, their performance is better (as measured by profits and related financial measures) than those companies that don't have such systems in place. Since government managers want to be able to reward top performers, and in light of the evidence from the private sector, doesn't it stand to reason that pay for performance systems in the public sector would work to motivate government employees? (We will answer that in a later newsletter.) First, it is important to recognize the variety of options available to governments when they want to install or revise a pay for performance system for their employees. There are two conceptually different types of pay for performance systems. There are individual programs and group programs. Each focuses on a different type of behavior and thus each has varying degrees of success. Individual Programs L� FOX Lao & ASSOCIATES I on, u,.. noa ..V LLI.., I.,u u,[„ L. up14„ The key to individual performance based programs is that they focus specifically on the individual. (We didn't say this was rocket science!) The assumption underlying these Volume 11, Number 5 ► programs is that an individual can control their own behavior, and given some feedback about the behavior that is good and that which needs improvement, the employee will choose to improve. Typically, individual performance based systems involve one individual, usually a supervisor, evaluating (i.e., judging) the performance of another individual. If there is enough behavior that meets their approval, the employee is rewarded. Hopefully, the employee will be grateful and decide, like a good lab rat, to be rewarded again. If it works, everybody is happy and productivity, quality or what have you is up. Among individual performance based systems are the following: * performance evaluations * skill based systems * competency based systems * recognition spot awards * suggestion programs * promotion Among systems in the public sector, recognition and suggestion based systems are the most popular according to a survey that our firm conducted in 1996 among government organizations. Unfortunately, they are among the systems that are the least effective and frequently fall into misuse or disuse. Skill based and competency based programs are less popular but gaining some frequency of uses They 11 I continued on next page 4) Strait% eomP6 Old 'human reso issuer of orya.nu �'��14'I`3eli n their nsakn, berg and human reso r. St nis to their oroaflicftion objet We have solutions Fox L`wN & AssoaA , I L Offices: l i 35 County Road D. Circle East, '. St. Paul, Minnesota 55109 -5260 Pbonc.R00 -783 -0976 Fax: 654 - 635-0980 " E -mail: jfox(f�foxlawsott -cam P- O. Box 32985 Phoenix, Arizona 95064 -2985 Phone; 602-840-1070 Fax: 602 -840 -1071 E -mail: blawson(foxlawson.com are most popular among trades, police and fire and clerical. Some of the larger public sector unions (AFSCME) have found them to be acceptable if developed jointly and managed fairly finally, spot awards are used in just a handful of organizations and usually for only a specific event, such as completion of a special project on tight time lines. Performance evaluation systems, in our opinion are experiencing a renewal of interest, but will probably have a tough time in the long run because of the inherent subjectivity involved. When pay is tied to the results, the systems pit one employee against another for a small and firute pool of money. In fact, with today's payroll increases averaging somewhere in the 34% range, even if an employee is exceptional, the amount of money tied to such performance amounts to about $20 per month. This is earned at the expense of someone who must be judged as less than acceptable for the math to work out right. It's typically seen as a win/lose situation: I win/you lose; or you win/1 lose. Most employees view these types of programs with suspicion and will likely argue against them. �rJ J SOLUTIONS www.foxlawson.com Lr Fox LAws0N slAssoc1ATES ► ► ► Is. ► ► ►► i ►►►►►► ►Y ►1► W Compensation Consulting Since 1995 Volume 9, Number 3 t i l t t t t 4 4 t 4 4! 4 t a 4 I r 4 0 With the current budget crisis affecting almost all government sectors, organizations are looking for ways to trim their budgets. When controlling organizational budgets, the HR department is often called upon to make some tough decisions. HR professionals provide input on freezing salaries, layoffs, bumping rights, promotions, reorganizations, and related resolutions. While these actions are often necessary to balance the budget, they can have unforeseen impacts in the long run. It is important for organizations to be aware of the potential long -term impacts of these decisions. Our firm has been in business for the past three economic downturns and we are well aware of the issues associated with these decisions. Based on our experience, we would like to share with you some long- term impacts of these decisions and what you might do to avoid them. Probably the most significant impact is the affect on your classification system. When managers cannot reward their employees with pay increases they will try other methods, often using the classification system as a reward vehicle. This can lead to: * X classification and pay system that becomes "out of whack." * Unexpected increases in overall Payroll costs. * Increased numbers of titles to justify pay increases. * Payroll costs that increase and force new or additional layoffs that T 7 V may not have occurred had there been classification changes. If it has not already occurred, you will probably begin to see an increase in reclassification requests. With limited new money available, this will lead to an increased pressure to reward employees. Reclassification requests may begin to be approved without merit. This can start a chain- reaction of requests. The result is your classification system will be out of alignment. Payroll costs will no longer be as controllable, since pay is usually increased with each approved request. In the long run, you may spend most of the money you attempted to save. While the best approach is to only approve requests with sufficient merit, HR professionals often bear the burden of intense pressure to approve job classification requests and pay adjustments. Our research in large government organizations shows that 60 -70% of reclassification requests are approved, and with more salary attached. What can you do? There are several actions you can take to ensure the integrity of your classification system is maintained during this process. One thing is to request a budget justification for any classification or pay change. This forces managers into finding the money within their own budgets to pay for any pay adjustments. Second, instead of attaching a dollar figure to the classification requests, you can limit the number of continued on next page b r ) 5L 1# [�)C' GtflTlP and ]turlmn w lSSUit.'�'tll tf f'�a n We a55f�� EIY t ilL to alig their conipensation, tli•nel !d human resourc ` elus to their rganiration ob ec We have solutions r acuule vthtl Day "o 1 QtTlces: 1335 County Road D. Circle Cast St: Paul, Minnesota 55109-5260 Phone: 800-393-076 Pax: 651. 635 -MO E- mail;. jfox t@foxlawscnLcom P: O. Box 32985 Phoenix, Arizona 85064 -2985 Phone: 602 -840 -1070 Fax: 602- 840 -1471 E -mail: blawsonLfoxlawson.com reclassification requests to selected times of the year. This may not be as effective in controlling costs in the long run; however it can control the workload of HR. Furthermore, it "forces" employees and managers to verify that any classification request has merit, something the passage of time can have an impact on. A third option is for the organization to use an external source to review reclassification requests. An external source can provide an objective opinion that is not influenced by political pressure. This will help eliminate the burden placed on the HR department and force classification and pay changes only if the request has merit. We have found that when re- classification requests are outsourced, the burden of proof becomes more difficult- This option might cost a tittle more today, but it may be cheaper in the long run, because your system will retain its integrity for a longer period of time. If you have any questions about how you night respond to the budget crunch, please feel free to contact us. We have the experience in handling the issues facing us in today's environment. September 8, 2010 City of Hutchinson Attn: Brenda Ewing, Human Resource Director 111- Hassan St SE Hutchinson, MN 55350 -2522 Dear Brenda, It was a pleasure talking to you about the City's desired results from this Study. Thank you for this opportunity to submit a proposal for the Classification, Compensation & Pay Equity Study for the City of Hutchinson. I and my staff were fortunate to partner with the City in the past and look forward to the possibility of working with the City Staff on this project. Laumeyer Human Resource Solutions is dedicated to serving the needs of Minnesota cities. The firm employs a personal relationship -based process with all affected individuals that will maximize the understanding and acceptance of the study results. Our firm uniquely staffs projects with Human Resource experts who have decades of experience. These practitioners /consultants will become resources to the city in the future. We are noted for providing customized products and recommendations designed specifically to serve Hutchinson's current and future needs and desires. The objective discussions and professional recommendations will provide the City with complete understanding of the results and proposed strategies. We will partner with you and the city for all critical decisions, such as the selection of the external market sample. The study will be based upon a personal and thorough understanding of Classification, Compensation and Pay Equity as they relate to the City positions. The references cited in this proposal and those on our web site www.laumeverhr.com will attest to the customer satisfaction and success. The firm has partnered with other Minnesota cities and understands the issues and concerns that are unique to this area. Finally, we are committed to maintaining an on -going relationship with the City and to increasing the understanding of classification, compensation and pay equity for the City of Hutchinson. I look forward to discussing your needs further with you. Sincerely, James A. (Jim) Laumeyer, MBA, SPHR Laumeyer Human Resource Solutions I b t_� Job Evaluation and Compensation System Review for the City of Hutchinson, Minnesota Submitted by: James A. Laumeyer Laumeyer Human Resource Solutions 1722 Morningside Avenue Duluth, Minnesota 55803 September 8, 2010 btA� PHILOSOPHY OF OUR FIRM Laumeyer Human Resource Solutions realizes that job classification and compensation reviews are not merely about numbers but about people. A participative and interactive process involving employees will be utilized for this project. The outcome will be a user-friendly and understandable result, which will ensure optimal acceptance, employee ownership and management influence. Our firm views each project as an opportunity to create positive change and establish a business relationship with our clients, based on mutual respect and trust. � C) �) TABLE OF CONTENTS TOPIC PAGE Statement of the Proposal Scope of Work 2 -3 External Market Study 3 Consultant Profiles 4 References 5 Fees and method of payment 6 Attachment 1— Resumes I b Lj) Page One City of Hutchinson A. STATEMENT OF THE PROPOSAL The City of Hutchinson, Minnesota requires a review of specific job classes and its existing compensation structure. The specific focus areas are: a. A review and point factor application of up to 10 positions. b. A review of the City's existing FLSA designations. c. A review of the City's current structure relative to pay equity compliance. d. Conducting an external market analysis to contrast the City's current salaries with similarly -sized cities within the state. e. Conducting a review of the City's current performance -based pay system. f. Ensuring the City's compensation structure is market -based and void of salary compression yet maintains internal equity. g. Providing system implementation training and technical support to City staff as needed. h. Providing regular status reports to City staff to ensure ownership in the project. i. Conducting employee information meetings to ensure continuous communication is provided regarding the project. j. Presenting the final project findings and recommendations to the City staff as appropriate. k. Providing post - project support as needed. Note: The role of City staff in this project will be primarily to provide internal meeting scheduling and serving as a resource for document retrieval. Page Two City of Hutchinson B. Scope of Work Below is the project schedule overview. The project can commence immediately after the approval of this proposal. This project approach can be completed no later than November 15, 2010: • Meet with City officials to discuss project and to collect and review documentation, including organizational charts, job descriptions and current salary information (Week 1). • Provide employees via group meetings with overview of project approach and timetable (Week 1). • Distribute job questionnaires to employees to complete and return to us prior to the conduct of personal job interviews (Week 1). • Conduct on -site interviews with employees to obtain in -depth information about their respective jobs (Week 3). • Review data from job interviews and utilize existing job evaluation point factor system to adjust current point values (as appropriate) of up to 10 positions (Week 4). • Meet with City officials to present the recommended adjusted point values of the subject positions (Week 5). • Conduct a salary review of designated cities within Minnesota to contrast salary information with the current salary structure of the City of Hutchinson (Weeks 6 -7). • Conduct review of the City's existing performance -based pay system (Week 8) • Conduct review of the City's current FLSA designations (Week 8) • Meet with City officials to review the results of the external market study, recommended salary adjustments /assignments, FLSA designations and analysis of performance -based pay system prior to finalization (Week 9). • Finalize classification and compensation structure and implementation plan. (Week 10). ID� Page Three City of Hutchinson B. Scope of Work (continued): • Participate with City officials in the presentation of the classification and compensation plan to the City Council (To be determined). External Market Study The approach to an external market study would begin with a discussion with City officials and other primary stakeholders as to which market comparators should be included to determine market competitiveness. The application of salary data from both public and private sector employers would be used with those job classes that share common characteristics. Otherwise, only public sector comparisons will be used for those jobs that are unique to city government. For this project, the sources of data would be the League of Minnesota Cities, State of Minnesota and private salary surveys. The geographic focus of the salary data would be local, regional and statewide, depending on the particular job class. Local salary data would be applied to those job classes that are clerical or labor /trades in nature and extend statewide to senior management positions. A discussion with City officials would take place to obtain agreement on the definition and composition of the relevant labor market prior to conducting the external market analysis. The basis for analysis will be a mid -point comparison between the salary rates of City employees with the prevailing market rates extracted from the external market study. The salary mid -point is the most common salary rate used in market studies since it is the rate paid for employees who are fully functioning within their respective jobs. )o�) Page Four City of Hutchinson C. CONSULTANT PROFILE JAMES A. LAUMEYER PRINCIPAL CONSULTANT Over 30 years of experience as a Senior Human Resource practitioner. Over 25 years of experience as a college instructor in Human Resources and Labor Relations. Certification as a Senior Practitioner in Human Resources (SPHR) from the Society of Human Resource Management (SHRM). Published author on various human resource topics. Master's Degree in Business Administration with emphasis on employee and labor relations. WAYNE BREDE SENIOR CONSULTANT Over 30 years of professional and managerial experience in human resources. Specialty areas of expertise include job evaluation, compensation, recruitment, interviewing, organizational development, process reengineering, competency development, succession planning and workforce planning. Expert status in the application of job evaluation point factor systems. Bachelor of Arts degree in Mass Communications with a minor in Business Administration. Industrial Relations Certificate. I U (J) Page Five City of Hutchinson D. CLIENT REFERENCES Tina Rennemo City Clerk Treasurer City of Baudette 106 Main Street West Baudette, MN 56623 (218) 634 -1850 Sandy Langley City Clerk City of Wayzata 600 Rice Street E. Wayzata, Minnesota 55391 -1734 (952) 404 -5300 Lori Kasella Finance Director City of Little Falls 100 NE 7 t Avenue Little Falls, Minnesota 56345 (320- 616 -5500 Bob Verkota V.P. of Ancillary Services and Human Resources North Country Health System 1300 Anne St N.W. Bemidji, MN 56601 (218) 333 -5582 Desiree Crane Administrative Assistant City of Mounds View 2401 Highway #10 Mounds View, Minnesota 55112 -1429 (763) 717 -4000 �D4 Page Six City of Hutchinson E. FEES AND METHOD OF PAYMENT The base products and services outlined in this proposal, including all travel and administrative expenses, are not to exceed a total cost of $13,500.00. The invoice is payable within 30 calendar days at the mid -point and the completion of this project. Specific consultant fees are: Employee Interviews $ 900.00 Job point factor Analysis $ 900.00 FLSA review $ 800.00 Pay Equity Review $ 600.00 Performance -based Pay review $ 800.00 Compensation Survey /Analysis $ 7,500.00 Report Development $ 1,000.00 Client Meetings $ 1,000.00 Total: $ 13,500.00 This proposal includes a post project one year service provision that provides for the review of job classification and compensation requests free of charge. Note: The following services are also available beyond the base cost quoted above: *Job descriptions that require major revisions or new job descriptions are billed at $65.00 per description. ** *Post contract services are billed at an hourly rate of $75.00. 1 C) Lj) Proposal City of Hutchinson, Minnesota Proposal to Conduct a Job Evaluation and Compensation System Study September 8, 2010 low) Table of Contents LETTER OF TRANSMITTAL 1 EXPERIENCE .......................................................................... ..............................1 History Leadership ............................................................ ..............................1 Qualifications ........................................................................... ............................... 2 Advisory Services Offered ........................................................ ..............................3 KeyTeam Members ................................................................. ..............................4 Resumes................................................................................. ............................... 5 References.............................................................................. ............................... 7 2 PROJECT OUTLINE ................................................................ ..............................5 A: Project Initiation ................................................................... ..............................9 B: Data Collection .................... ............................... Errorl Bookmark not defined. C: Preliminary Classifications and Position Descriptions ReviewErrorl Bookmark not define D: Job Evaluation and Development of Pay Plan ..................... ..............................9 E: Development of City's Compensation Policy ....................... .............................10 F: Employee Communications ................................................. .............................11 G: Implementation Strategy ..................................................... .............................11 H: Staff Training ...................................................................... .............................11 I: Final Report .......................................................................... .............................11 J: Post Contract Maintenance ................................................. .............................12 3 TIME-COST ............................................................................ .............................13 Timeline ................................................................................... .............................13 Project ............................................................................. .............................13 SAMPLE POSITION ANALYSIS QUESTIONNAIRE ....... .......................APPENDIX I SAMPLE JOB DESCRIPTION ....... ............................... .......................APPENDIX II Mission Statement Springsted provides high quality, independent financial and management advisory services to public and non - profit organizations, and works with them in the long -term process of building their communities on a fiscally sound and well- managed basis. I C) La� LETTER OF TRANSMITTAL September 8, 2010 Ms. Brenda K. Ewing Human Resources Director City of Hutchinson 111 Hassan Street Southeast Hutchinson, Minnesota 55350 Re: Request for Proposal to Conduct a Job Evaluation and Compensation System Study Springsted Incorporated is pleased to submit our proposal to conduct a job evaluation and compensation system study for the City of Hutchinson. Our firm has assisted numerous jurisdictions in Minnesota and throughout the United States in addressing their classification, compensation and human resources issues, and in performing specialized management studies. We have created an extensive management consulting services practice that provides in -depth study and analysis on a variety of topics. Springsted has the staff, facilities and expertise to furnish the services required for this study. Recent Springsted staff additions have strengthened our expertise and capabilities in assisting and advising local governments on critical and important human resources issues. Springsted has developed an unparalleled specialized expertise in performing personnel and compensation studies consistent with the scope of services requested by the City of Hutchinson. Our vast experience in the areas of human resources administration will be an advantage to your organization. The qualifications of our firm are discussed in this proposal along with a detailed scope of services, study methodology, project time frame, resumes of the consulting team and list of client references. We look forward to working with the City of Hutchinson and its employees on this important project. Respectfully submitted, Ann S. Antonsen, Vice President Consultant bl � 0 (A) Experience t 1. Experience History and Leadership Springsted is one of the largest and most established independent public sector advisory firms in the United States. For over half a century, we have continually grown in the range of our client relationships, the comprehensiveness of our services and our prominence within the industry. Our managed growth is focused on providing clients with a balance of national perspective and local expertise. Springsted is a certified Women Business Enterprise (WBE) with the City of Saint Paul, Minnesota, and the Commonwealth of Virginia, Department of Minority Business Enterprises. Three employee -owners lead Springsted. Our headquarters are located in Saint Paul, Minnesota, with additional offices located close to our clients throughout the Midwest and Mid - Atlantic states. Organizational Management Public entities are under a great amount of pressure to deliver high quality and Human Resources services in a fiscally constrained environment. Traditional methods and means don't necessarily work anymore and this scenario is not likely to change at any time in the future. To that end, elected officials and public administrators are under pressure to employ new and innovative solutions that require progressive leadership, creative partnerships, cautious risk taking and an investment in their personnel and organizational foundation. Success in the public sector is hard to define, but those public entities that enhance and enrich their people, their process and their systems are more likely to deliver more value by maximizing the use of public resources thus achieving more success in the marketplace of public opinion. Springsted's staff has been advising our clients in organizational development for over 25 years. We have a strong staff with direct experience in managing and leading local city and county governments. Our team of professionals brings practical, realistic and creative solutions to the challenges faced by public entities. Our Human Resource focus is in the area of position classification, compensation and performance evaluation. Our work is competitive, current, court tested and copyrighted to deliver pragmatic outcomes. Our Organizational Management focus ranges from executive recruitment, group facilitation, strategic planning, budget analysis, resource sharing and building collaborations to organizational improvement and efficiency studies. In the area of Pay Equity/Compensation System, our systems are both court tested and copyrighted to deliver pragmatic outcomes. Our services are designed to deliver successful management results for today's governance climate. Experience z Qualifications As management consultants, and because we understand the financial, operational and administrative aspects of local governments and non - profit organizations, Springsted plays an important role in helping clients derive the greatest benefit from their resources while increasing their efficiency and effectiveness. In response to the growing requirements facing our clients, we broadened our range of advisory services to include our Management Consulting Services Group. Extensive knowledge and experience in the fields of municipal management, municipal finance, personnel and local government operations are Springsted hallmarks. Each team member has several years of local government experience in a variety of areas of expertise. This experience helps us recognize the unique qualities of each local government and non -profit client, thus improving the quality and relevance of our studies. City of Hutchinson, Minnesota. Proposal to Conduct a Job Evaluation and Compenmbcn Sy lady 1 C Advisory Services Offered Operational Finance & Fiscal Planning Croup A specialized team dedicated to helping clients plan and manage resources to achieve maximum efficiency and effectiveness. The team provides a variety of financial planning tools enabling the client to evaluate the interface of capital infrastructure, tax policies, debt management, and operational finance. • Operational Financial Planning • Capital Improvement Planning • Integrated Capital /Operational Planning • Gmwth Fiscal impact Analysis • User Fee Studies • Utility Cost Recovery Studies • fax Impact Analysis • Referendum Assistance • Public/Private Partnerships • Consolidation/Annexation Studies • Privatization Studies • Financial Feasibility Analysis Public Finance Croup An extensive team of financial experts providing comprehensive services for every type of public infrastructure and operational finance area. Specialized technology and experts devoted to providing independent advice covering all options, with associated full regulatory compliance services. • Capital Improvement Policies • Debt Planning & Policies • Debt Capacity Studies • Capital Intiastmctum Financing • Cash Flow & Pooled Financing • Individual & Master Lease Programs • Debt Management • Credit Rating Strategy & Enhancement • Arbitrage/Rebate Regulatory Compliance Services • Continuing Disclosure Regulatory Compliance Services Housing & Economic Development Group An experienced team to address quality of life through expanded economic opportunities, housing options and private development. Comprehensive services extend beyond planning and policy development to financing plans, project facilitation and full compliance assistance. • Policy Development • Incentive Capacity Analysis • Development Stmtegy • Development Process Management • Developer Review & Negotiation • Housing Initiatives • Statutory Compliance Services Organizational Management & Human Resources Group An expert team of former public sector leaders devoted to helping goveming bodies, senior management and HR departments solve their organizational and staffing needs. Complete services to provide strategic direction, organizational improvements and staffing enhancements. • Strategic Planning • Organizational Improvement Studies • Compensation & Benefit Systems • Performance Evaluation Studies • Position Classification & Evaluation Studies • Executive Search • Personnel Policies Investment Services Group A skilled team of investment professionals with experience in policy development, cash flow and portfolio analysis, fund selection and refunding existing debt. • Policy Development • Cash Flow Forecasting & Monitoring • Portfolio Analysis • Investment of Public Funds • Ongoing Support and Advice • Debt Refunding Services City of Hutchinson, Minnewta. Proposal to Conduct a Job Evaluation and Compensation System Study Io (AJ Key Team Members Springsted will assign a consulting team with extensive experience in classification and pay, human resources management, organizational and productivity improvement, financial management and municipal operations. All consulting team members have excellent academic credentials and hands -on local government and human resources management experience. A Vice President of the firm will be available throughout the engagement and actively involved in all phases of the study. Collectively, the team has excellent background and experience in local government in Minnesota. This foundation allows for a seamless transition between phases of the study as well as providing the City with the confidence and knowledge that the Springsted staff understands their business, their challenges, their operations and the distinctiveness of the market and positions within city operations. Ann Antonsen, Vice President and Consultant, will serve as the project manager and the City's primary contact for this project. She will coordinate the Springsted project team to ensure that all work products meet the City's needs and objectives. Ms. Antonsen has a strong background in organizational management and human resources that she uses effectively in developing position analyses, classification and compensation studies, performance evaluation studies and in conducting executive search efforts for the public sector. She has over 18 years of experience in developing classification and compensation plans for public entities throughout the country. Rebecca I "Becca" Edberg, Project Manager, joined Springsted's Management Consulting Group in the fall of 2008. She specializes in all facets of Human Resources, including classification and compensation studies and benefits review. Ms. Edberg has a degree in Human Resources Management from Winona State University in Minnesota. City of Hutchinson, AAnnesota. Proposal to Conduct a Job Evaluation and Compensation System S" � o La) Ann S. Antonsen Ann Antonsen is an organization and management consultant, specializing Vice President in position analyses, classification and compensation studies, performance Consultant evaluation studies and in conducting executive search efforts for the public sector. She performs organizational studies, develops personnel policies and manuals and conducts organizational management training. Ms. Antonsen has chosen to bring her wide - ranging skill sets to Springsted, where she will serve clients nationwide. With her strong background in Organizational Management and Human Resources, she will be dedicated to using her well -honed abilities to assist governmental agencies in developing and growing meaningful legacies. Ms. Antonsen has extensive experience in serving government organizations. Most recently, she has worked as a consultant with Labor Relations Associates, Inc., which has served the region for many years, providing management and human resources consulting services. Ms. Antonsen has provided human resources management services for large suburban communities and regional centers. She brings practical experience in handling the wide variety of issues that face public management. Additionally, she has related human resources experience in both public associations and private corporations. Education University of Minnesota, Minneapolis, Minnesota Bachelor of Arts in Psychology Continuing Legal Education Courses Professional International Public Management Association in Human Resources (IPMA) City of Hutchinson, Minnesota. Proposal to Conduct a Job Evaluation and Compensatiai System Study �e W) Rebecca I Edberg Rebecca Edberg joined Springsted in November of 2008, working as a Project Manager Project Manager with the Management Consulting Services Team. She provides technical support and assistance to clients through our Human Resources Department, focusing on compensation studies, executive searches and organizational management projects. Ms. Edberg specializes in all facets of human resources, including classification and compensation as well as benefits reviews. She has prepared offer letters, non - disclosure and non - compete documents and has experience in employee hiring, preparing personnel policies, conducting human resources compliance and benefit reviews, and developing training programs. Prior to employment with Springsted, Ms. Edberg worked in various human resources departments within private for profit and non -profit organizations, focusing on strategic management, workforce planning and employment, human resources development, employee rewards and employee relations, and risk management. Education Winona State University, Winona, Minnesota Bachelor of Science Degree in Human Resources Management Affiliations Society for Human Resource Management — Secretary and Active Member, 2002 - present Twin Cities Human Resources Association Delta Sigma Pi Professional Fraternity - Vice President of Awards and Scholarship and Chapter Liaison, 2003 - present Professional Professional in Human Resources Certification City of Hutchinson, Minnesota. Proposal to Conduct a Job Evaluation and Compensation System Study IoW VA References Below is a list of references: City of Sauk Centre, Minnesota Vicki Willer City Administrator 320.352.2203 City of Moorhead, Minnesota Jean Thompson Human Resource Director 218.299.5166 City of Waite Park, Minnesota Shaunna Johnson City Administrator 320.252.6822 City of Dayton, Minnesota Erin Stwora Assistant to the City Administrator 763.427.4589 City of Becker, Minnesota Greg Pruszinske City Administrator 763.261.4302 City of Cloquet, Minnesota Brian Fritsinger City Administrator 218.879.3347 Transylvania County, North Carolina Sheila Cozart Human Resources Director 828.884.3277 City of Hagerstown, Maryland Donna Messina Human Resources Director 301.739.8577 Town of Fishers, Indiana Cecilia Hendrix Human Resource Director 317.595.3103 City of Hutchinson, Minnesota. Proposal to Conduct a Job Evaluadw and Compensation System Study Project Outline 8 2. Project Outline Springsted is pleased to submit this proposal to conduct a Job Evaluation and Compensation System Study for the City's employees. The City's current system was implemented in 2005. Since that time, the City has made amendments for the addition or revision of City positions. Since the adoption of the plan the City has faced budget shortfalls and has reduced staffing levels. Position responsibilities along with the City's organizational structure are changing as a result of the staff reductions. Springsted will review approximately 10 positions as selected by the City for review ofjob descriptions and job evaluation points and make recommendations for changes. Springsted will also conduct a study of the City's approximately 79 job classes (for 2011 approximately 98 full -time and 31 regular part-time employees). Springsted will assist the City in developing a classification and compensation system which meets the goals established by the City and that can be maintained by the City. The system Springsted will develop will: • Comply with Minnesota Statutes 471.991- 471.999 • Establish fair and equitable compensation relationships between positions within the City • Reflect relevant market conditions outside the organization • Apply to all City positions professionally, consistently and objectively • Is maintained in accordance with best practices Our experience and project approach takes into consideration two key variables: process credibility and outcome credibility. Process credibility is the realization to all involved, in particular the staff, that the methodology used is credible, reasonable and fair to all concerned. In addition, the information and communication must be transparent, honest and timely. Outcome credibility is the realization that the information and data used to develop the findings and conclusions is comprehensive, complete and applied consistently and appropriately without bias or preference to any particular person, persons or individual agenda. If these two objectives are realized, the recommendations, outcomes and future implementation are on a strong foundation. This distinction is unique in our business and is a contributing factor to the benefits and strengths of the Springsted team. The proposed project approach and study methodology are outlined below. The scope of services, tasks and staffing necessary to successfully complete this project are discussed in subsequent sections of this proposal. The project approach was developed to include employee and management involvement and communication as requested by the City of Hutchinson. Springsted is willing to adjust any aspect of this study to respond to the City's needs. A. Project Initiation The Springsted Project Director will meet with the City's designated project manager for this project and other appropriate personnel to establish working City of Hutchinson, Minnesota. Proposal to Conduct a Job EvaNabon and Compensation System Study I b W� Outline relationships and to finalize a comprehensive work plan and timetable. At thiE meeting we will request that the project manager provide us with the background materials necessary to conduct this study, including current job descriptions, classification and compensation documents, current job evaluation system information and other relevant data This information will be evaluated to determine the status of existing human resource management programs and to identify apparent issues and opportunities. The purpose of the meeting is to: 1. Introduce the Project Director and the consulting team 2. Discuss the background and experience of Springsted and the consulting team 3. Discuss, in detail, the methodology to be used in conducting the study, the role of the consulting team, management and employees and the amount and type of employee participation 4. Ascertain the major issues the City wants the study to address 5. Review the project schedule and determine significant milestones 6. Determine the frequency and content of status reports 7. Discuss methods of communicating the status of the study to employees In order to assess the existing Compensation Plan, Springsted will meet individually with department heads to become familiar with department structure, hiring and retention issues, any concerns with the current compensation plan and any other issues that may need to be addressed during the course of the study. B. Job Evaluation In order to determine appropriate salary levels of positions in the workforce and Development and to address the issue of comparable compensation, Springsted will of Pay Plan conduct an extensive salary survey to compare City positions with analogous positions in other comparable agencies in the area labor market. By gathering and analyzing information on wages, wage equivalents and benefits, a comparison of total compensation can be reviewed in comparison to the City's established market area. External market comparisons for positions will be based on similar organizational structure, population, geographic location, job responsibilities, scope of authority, financial, socio- economic, growth and other relevant factors. The study team will consult with elected officials, City management and designated staff in identifying the appropriate sources of survey data. Springsted will develop the salary survey in conjunction with the City. It is recommended that potential survey data pertain to organizations comparable to the City of Hutchinson, relate to those organizations with which the City is competing for employees and represents the appropriate labor market. There are different labor markets for positions. Some positions are recruited from the local area, while others are recruited regionally and/or nationally. The consulting team will work closely with the staff in determining the appropriate labor market for positions. City at Hutchinson, Minnesota. Proposal to Conduct a Job E4wiion and Compensation System Study 10 W) While salary survey data will assist the City in establishing its position in the competitive market, job evaluation is the mechanism that ensures that internal relationships are equitable and in compliance with the Minnesota Local Government Pay Equity Act. The city currently utilizes the Stanton Groupjob evaluation system, therefore, new and revised positions shall be evaluated based on that system. Based on the wage data analysis and the job evaluation system, Springsted will develop a recommendations for revision to the City's compensation plan or recommend development of a new compensation plan. The plan will be developed in accordance with information obtained from the City regarding its pay philosophy as well as goals and objectives established for its compensation program, which may include the continuation of the City's performance based plan. Springsted will review options with the City to address the spread for pay ranges, the relationship between ranges and adjustments needed to ensure that the City remains competitive with the labor market and that the City maintains compliance with the State's pay equity legislation. Springsted will review all City positions and make recommendations regarding positions status under the federal Fair Labor Standards Act. C. Development of City's A pay philosophy guides the design of a compensation system and answers key Compensation Policy questions regarding pay strategy. It generally takes a comprehensive, long tern focus and explains the compensation program's goals and how the program supports the employer's long -range strategic goals. Without a pay philosophy, compensation decisions tend to be viewed from a short-term tactical standpoint apart from the organization's overall goals. Market competitiveness and internal equity are among the most important areas addressed in a pay philosophy. An organization's desired market position involves defining the market and identifying where the organization wants to be positioned within that market. Market position should balance what it takes to attract new employees and retain skilled employees (in other words, eliminate higher pay as the reason employees leave the organization) with the organization's financial resources. Internal equity expresses an organization's desire to provide comparable pay to positions with comparable duties and responsibilities. A pay philosophy should be developed that establishes a compensation program based on individual employee performance as a key feature of the pay philosophy. Therefore, we emphasize references to performance in the pay philosophy discussion. As part of the study, it is recommended that the City consider these concepts in the adoption of a formal pay philosophy: Providing fair and equitable rates of pay to employees City of Hutchinson, Minnesota. Pmposal to Conduct a Job Evaluation and Compensation Systafn Study I old Defining the City's market area Developing a system that establishes a "market rate' for each position and states the minimum wage and maximum rates that the City will pay individuals within a position • Establishing rates of pay that allow the City to compete successfully for new employees within its market area Establishing a market position that is fiscally responsible with public resources Ensuring that pay rates for existing employees are based on individual performance that meets or exceeds expectations and reflects changing economic conditions • Developing a compensation system that allows employees to progress through the pay range as long as their perfnnnance consistently meets expectations • Developing pay administration policies and procedures that ensure their consistent application between departments Ensuring that the compensation program is understandable to employees, supervisors, managers, the City Council and the public D. Employee Communications Springsted will develop a communications strategy to inform employees of job evaluation and pay grade assignments. Employee communications will be developed explaining the study methodology, employee input opportunities, study recommendations and process used for reviewing requests for reconsideration by employees who do not agree with the assigned classification. The consultant will participate in the review of employee requests for reconsideration. E. Implementation Strategy Springsted will propose a plan to implement the study recommendations that coincide with the financial and budgetary requirements of the City of Hutchinson and the needs of employees. An estimate of the cost of implementation will be provided. The consultant will ensure that the new compensation plan is in compliance with the requirements of the Local Government Pay Equity Act. F. Staff Training At the conclusion of the study, Springsted will train members of the staff in the methodology used to develop, maintain and update all aspects of the compensation plan, and how to determine the validity of requests for reclassification. The training program will include salary grade assignments of positions. The Springsted team will remain available to the staff for additional consultation after the study has been completed. I. Final Report The final report will be a document which contains the following: A detailed study methodology City of Hutchinson, Minnesota. Proposal to Conduct a Job E4uadon and Compeenution System study `C) �) • Discussion of the consulting team's findings, conclusions and recommendations regarding proposed changes in job descriptions, salary structure, compensation philosophy, pay and compensation mechanisms, estimated cost and implementation plan • List of positions and the assignment of each to the compensation plan • Identification of positions that are exempt from FLSA overtime requirements • Salary survey results • Job evaluation points for each position • Status under the State of Minnesota Local Government Pay Equity Act Springsted staff will meet with designated City officials to present and explain the findings outlined above at a time designated by the project manager. Copies of study documents will be provided both in written (in a number to be identified by the City) and electronic form. J. Post Contract Maintenance Springsted Incorporated can provide ongoing assistance to clients after completion of a classification and compensation study. Post- contract maintenance services include assisting the City with development of new or revised job descriptions, assignment of positions to the classification plan, determining the FLSA status of a new or revised positions and conducting job evaluations for reclassification requests and new positions created by the City. Springsted will also assist the City in preparation and submission of its next Minnesota Pay Equity report. Springsted will assist the City in the revision or development of policies and procedures for administering and maintaining the classification and compensation plan, including policies concerning requests for reclassifications, compensation plan administration and adjustments and how employees move through the adopted wages schedule. City of Hutchinson, Minnesota. Proposal to Conduct a Job Evaluation and Compensation System Study b 3. Time -Cost Timeline Springsted takes pride in meeting its time commitments. The schedule to commence this project coincides with Springsted's completion of other studies. This will ensure that the proposed staff members will be available to concentrate on this study for the City of Hutchinson. Springsted is prepared to initiate the study within two (2) weeks after receiving the official notice to proceed, and will complete the study by November 30, 2010. There are factors that impact upon meeting the schedule that are beyond the consulting team's control. The proposed time frame is contingent upon a timely decision, the receipt of the data from the survey participants when requested, the availability of employees to complete position analysis questionnaires and participate in interviews and the timely receipt of feedback and comments on the submitted preliminary data. Project Cost Springsted Incorporated will perform the tasks as outlined in this proposal for the professional fee of $14,685. In addition to the professional fee, Springsted would bill the City for out -of- pocket expenses such as travel, copying, etc. in an amount not -to- exceed $1,000. This fee includes review and analysis of job descriptions and job evaluation points for 10 positions, individual meetings with Department Heads and one meeting with City Council members, as well as required meetings with City administration, market survey for approximately 79 job classes, recommendations regarding the compensation plan and three implementation options. if the City chooses to perform some aspects of this project the fee would be subject to change dependent on the level of involvement of the City and of Springsted. Additional Work/Post Additional or expanded work beyond the scope of this proposal requested by Contract Maintenance the City will be billed at a rate of $185 per hour. On -going contract maintenance, requested by the City, would be billed at our then current hourly rates. Payment Schedule The payment schedule for the services outlined in this proposal will be as follows: Delivery o f classification and compensation plan 50% Delivery of final report 100% City of Hutchinson, Minnesota proposal to Conduct a Job Evaluation and Compensation System Study it bCi) ORDINANCE NO. 09 -0536 — AN ORDINANCE PROHIBITING PARKING DURING DECLARED SNOW EMERGENCIES THE CITY OF HUTCHINSON HEREBY ORDAINS: § 72.15 DECLARATION OF SNOW EMERGENCY; PARKING PROHIBITED. (A) The City Administrator or other designated official may declare a snow emergency in the city. The emergency shall be declared by 4:00 PM and shall take effect later that same evening at 12:00 midnight. The snow emergency shall continue to be in effect for 24 hours. (13) Notice of the declaration of a snow emergency shall given by notifying the local news media; however the notification shall be a service right only and not a duty on the part of city officials. (C) During a declared snow emergency, no motor vehicle shall be parked on any street or alleyway in the city between the hours of midnight and 7:00 a.m. except as otherwise posted. (D) During a declared snow emergency, any police officer is authorized to have a motor vehicle which is parked in violation of this ordinance removed at the owners' expense. Adopted by the City Council this _ ' day of - L)Q ATTEST: Steven W. Cook, Mayor Gary D. Plotz, City admini ator ►b(e) C City of Hutchinson Public Works Department Operations & Maintenance 1400 Adams St SE Hutchinson, MN 55350 Phone (320) 234 -4219 Fax(320)234-6971 To: Honorable Mayor and City Council members From: John Olson, Public Works Manager Subject: Sidewalk Policy Revision Attached is a proposed revision to the City's Sidewalk Policy. This proposed revision is recommended by staff to address changes in staffing levels in Public Works. For many years, sidewalk inspections were conducted by part-time and/or seasonal staff in the Engineering Department. The Infrastructure Management position conducted the inspections until that position was laid off in 2003. After that one of the Streets & Alleys employees conducted the annual inspection until the position was eliminated through early retirement in 2009. Last year, we had a light -duty employee conduct the inspection. For 2010 and 2011, we do not have the staffing for sidewalk/trail inspections. Staffing reductions have necessitated a change in language regarding sidewalk inspections. Staff recommends the following major revisions to the policy include: 1) Language encouraging sidewalk users and abutting property owners to report maintenance issues to the Public Works Department. 2) Allow the Public Works Department the options of a. Initiation of inspection upon receipt of notice of a maintenance issue. b. Use of volunteers to conduct sidewalk inspections. c. Use of City staff in the future, if that again becomes a priority or possibility. 3) Remaining policy language will stay the same, with only a few grammatical and editing corrections. If adopted, this new policy would replace the existing language that is found on the City's website at hqp: / /www.ci.hutchinson .mn.us /sidewalkstrails.html . I will be available at the City Council meeting to discuss these revisions and answer any questions you, members of the community and/or other City staff may have about the sidewalk policy. ioc_0 September 7, 2010 N City of Hutchinson Public Works Department Sidewalk Policy Construction, Repair and Maintenance According to City Code §90, it is the property owner's responsibility to keep and maintain sidewalks abutting their property. The City of Hutchinson has developed this policy in an effort toward consistent quality, and to provide for periodic review and maintenance of the City's sidewalk network. Under this policy, the City provides services at its discretion. These services may exceed those required by the City Code. This policy and any related action by the City Council or staff are not intended to reduce the responsibility of the abutting property owner. The City reserves the right to enforce the requirements of the City Code (specifically §90). The City also reserves the right to deviate from this policy at any time and for any reason determined to be in the best interest of the City. Throughout this document, the term `sidewalk' includes sidewalks, trails, walkways and related appurtenances. I. Abutting Property Owner Obligation: As noted in §90 of the City Code: "It is the primary responsibility of the owner of property upon which there is abutting sidewalk to keep and maintain such sidewalk in safe and serviceable condition. " Sidewalk users and abutting property owners are encouraged to report sidewalks that are in disrepair td the Public Wgrks Department H. Priority Criteria: The City intends to make provisions for sidewalks on or adjacent to public roadways and in public rights -of -way in a systematic manner. Priority is given to routes meeting the following criteria: a) Routes connecting to the Luce Line Trail and major destinations (for example; major employers, downtown business district, business centers, schools, recreational facilities, and other commonly used public facilities) b) Major commercial areas where pedestrian traffic is essential. c) Along arterial routes. d) Other areas identified by the City. ,oc10 III. Periodic, on -going inspections of sidewalk conditions may be conducted in order to identify and initiate repair and maintenance projects. Inspections may be initiated upon receipt of information from outside sources or be scheduled using volunteers or City staff. Periodic, on -going inspections are intended to identify potential repair and maintenance projects. The general policy for prioritizing repair and maintenance projects is as follows: a) Vertical deflections of over %" identified during inspections have the highest priority for repairs. Insofar as is practical, considering resource constraints, the City shall include these areas in interim repairs and/or have these identified locations repaired during the next repair project. b) Vertical deflections between Y:" and Y4" identified during periodic inspections are reviewed for inclusion in future repair projects. Locations not included in the next repair project will be considered for future projects and/or be included in interim repairs. c) Vertical deflections of less than %," will not generally be included in inspection reports unless the inspector determines that the location has a high potential for exceeding these criteria in the near future. d) Horizontal deflections, pitting and cracking will be analyzed on a case- by-case basis. e) Interim repair procedures, such as grinding, bituminous patching, etc., may be utilized in any situation to improve the safety of the sidewalk before being repaired or replaced. These interim repairs are prioritized based on Section I criteria and available resources. IV. Sidewalk Removal: Sidewalks in disrepair that do not connect to other significant sidewalks, and are not on routes identified by the City may be removed and the right -of -way restored to turf. V. Installation /Reconstruction/Significant Repair Cost: The City may agree, at its discretion, to pay for any portion of the installation, reconstruction or significant repair cost. The costs of sidewalk installations, reconstruction, and significant repairs within rights -of -way will generally be assigned in the following manner: a) The installation, reconstruction or significant repair of sidewalks on routes identified and approved by the City Council and/or listed in the Capital Improvement Plan will generally be assessed to adjacent property owners. Assessments are generally based on front footage, or are calculated in a manner otherwise prescribed by the City Council, or by a subdivision agreement. b) The entire cost of sidewalk installation, reconstruction or significant repair of sidewalks abutting properties requesting them, or required by ordinance or agreement to have them, is generally assessed to adjacent property owners. Assessments are generally based on front footage, or are calculated in a manner otherwise prescribed by the City Council, or by a subdivision agreement. jb&o VI. Removal, Maintenance and Minor Repair Cost: The City may agree, at its discretion, to pay for any portion of the removal, maintenance and minor repair cost. The City does not intend to bill or assess for maintenance and minor repairs in cases where repairs include less than 33% of the front footage of a property. This is done at the City's discretion with the intent of reducing administrative costs related to billing and/or assessing small amounts. The costs of sidewalk removal, maintenance, and minor repairs within rights -of -way will generally be assigned in the following manner: a) The cost of removing sidewalks, rough grading the area, and providing topsoil and seed is generally the expense of the City. The cost of completing final turf restoration in disturbed areas is generally the abutting property owner's responsibility. b) Maintenance and minor repairs, in general, will be completed at the City's cost. Maintenance and minor repairs include the intermittent replacement or repair of single panels or other improvements over areas less than 33% of a property's front footage, in which the cost of assessing the repair is determined to be high. This work is done at the discretion of the City, which maintains the right to bill or assess for repairs. c) Maintenance and minor repairs which exceed 33% of the sidewalk frontage area of an abutting property, will generally be billed to the abutting property owner upon completion of the repair. Unpaid bills will be assessed to the property. d) Abutting property owners may coordinate replacement of private driveway panels or private access ways adjacent to a City maintenance project. Replacements of private driveway panels or private access ways are the responsibility of the property owner. e) If the City determines that the activities of, or negligence of abutting property owners damaged sidewalks, the abutting property owner is responsible for repair. Property owners may complete repairs on their own, provided they are inspected and approved by City staff. If the City initiates the repair, the entire cost of restoring the sidewalk will be billed to the abutting property owner. Unpaid bills will be assessed to the property. VI. Snow Removal: It is the responsibility of the abutting property owner, using due diligence, to keep sidewalks clear for pedestrian travel. There are certain sidewalks, identified by the City, which may receive some snow removal services from City staff and equipment. These services are provided at the City's discretion and do not relieve property owners of their responsibilities. Snow remaining on sidewalks 24 hours after snow has stopped falling is a public nuisance. Property owners will be notified that their property is in violation. Beginning 12 hours after notification, City crews and/or its contractors may clean sidewalks and bill abutting property owners for that service. Unpaid bills will be assessed to the property. Revision Date (Current u pproveddra& August 2010 1APublic Works\Sldewalks & Trails\I) Sidewalk Policy Draft IV bLf� CITY OF HUTCHINSON RESOLUTION NO. 13784 2011 TAX LEVY FOR CITY OF HUTCHINSON, MINNESOTA BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF HUTCHINSON, MINNESOTA THAT A NET tax levy for the City of Hutchinson for 2011 is hereby set in the amount of $6,273,041 The detail for this levy is as follows: LEVY Amt. General Fund 4,357,300 Voter Approved Referendum 35,000 Total General Fund Levy $ 4,392,300 General Obligation Bond H.A.T.S. Facility $ 156,600 Improvement Bonds 1999 592,000 2000 58,400 2001 189,600 2002 151,900 2003 74,400 2004 137,300 2005 152,937 2006 2,826 2007 40,183 2008 128,078 2009 153,389 2010 89,400 Levy Reduction - Debt Management Plan (46,272) Total Improvement Bonds $ 1,724,141 TOTAL TAX LEVY $ 6,273,041 Adopted by the City Council this 14th day of September 2010 Steve W. Cook Mayor ATTESTED: Gary D. Plotz City Administrator �olg) CITY OF HUTCHINSON RESOLUTION NO. 13785 CITY OF HUTCHINSON, MINNESOTA SETTING PRELIMINARY 2011 TAX LEVY FOR SPECIAL TAXING DISTRICT HUTCHINSON ECONOMIC DEVELOPMENT AUTHORITY BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF HUTCHINSON, MINNESOTA WHEREAS the City of Hutchinson hereby establishes a special taxing district for the purpose of Hutchinson Economic Development Authority (Hutchinson EDA) and the financing of such district as authorized under Minn. Stat. 469.107 WHEREAS the Minn Stat 469.107 authorizes a levy to be set for an EDA special tax of .0001813 times taxable market value of the city. AND for 2011 the authorization yields: .0001813 x $882,434,400 = $159,985, the EDA Board requests for 2011 a levy of $159,985 THAT the City of Hutchinson hereby establishes a preliminary tax levy for the above named special taxing district of: $159,985 Adopted by the City Council this 14th day of September 2010 Steve W. Cook Mayor ATTESTED: Gary D. Plotz City Administrator jw) CITY OF HUTCHINSON n sto RESOLUTION NO. 13M CITY OF HUTCHINSON, MINNESOTA SETTING 2011 PRELIMINARY TAX LEVY FOR SPECIAL TAXING DISTRICT HUTCHINSON REDEVELOPMENT AUTHORITY BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF HUTCHINSON, MINNESOTA THAT the City of Hutchinson hereby establishes a special taxing district for the purpose of Hutchinson Housing Redevelopment Authority (Hutchinson HRA) and the financing of such district as authorized under Minn. Stat. 469.033 WHEREAS the Minn Stat 469.033 authorizes a levy to be set for an HRA special tax of .000185 times taxable market value of the city. AND for 2011 the authorization yields: .000185 x $882,434,400 = $163,250; the HRA Board requests for 2011 a levy of $130,000 THAT the City of Hutchinson hereby establishes a preliminary tax levy for the above named special taxing district of: $130,000 Adopted by the City Council this 14th day of September 2010 Steve W. Cook Mayor ATTESTED: Gary D. Plotz City Administrator �blu) Ta Citizens of the Hutchinson Fire District, Mayors, City Councils, and Town Board Supervisors Fronr Brad Emans, Fire Chief Date: 09/01/2010 Re: Monthly Update on Activities of the Fire Department Fire Department Response: The Fire Department responded to 38 calls for service in the month of August. Fire Officer Only Response: A "fire officer only" responded to 11 calls in August, savino the Hutchinson Fire District the cost of a "general" alarm estimated at $1,958.00 for the month. Response Time (First Emergency Vehicle Out of the Door): August — 5 minutes 26 seconds. It should be noted that the road reconstruction on Adams Street has had a very adverse effect on the response time in August, and I expect that trend to continue until the project is completed in November. Example of a Few of the Calls: • The FD responded to a gas line rupture in one of the big box stores in the southwest part of the City. A fork truck struck a heating unit and did not notify management thus allowing gas to leak in the building for an undisclosed amount of time; • The FD responded to a call that an ATM was smoking and possibly on fire, employees secured the machine while firefighters extinguished the minor fire and investigated the cause; • A fire officer responded to a complaint of an illegal 'Recreational Fire" in the southwest part of the city. The fire officer explained the code regarding recreational fires; • The FD responded to a building fire in the southeast part of the city when an employee improperly discarded a cigarette and started a pile of donated clothes placed next to the building. The lesson is we should not drop of and stack clothes next a building and the cigarette disposal unit should be at least 15 feet from the door as is required by fire code; • The FD responded to a two vehicle broadside collision, firefighters had to extricate four victims, unfortunately one person was dead upon arrival; • The FD responded to a machine shed fire in a township south of the city when the property owner was welding and grinding, one of them started the building on fire. Fortunately the family was able to control the fire with garden hoses until firefighters arrived. Fire personnel extinguished the fire and checked the building with the thermal imaging camera for extension of the fire and possible rekindle; • The FD responded to a mobile home fire in a township west of the city, upon arrival firefighters were told that the home was occupied; firefighters searched the building before attacking the Flames. Fortunately, the home was unoccupied. The home was a total loss, origin of the fire was determined to be plastic bags stored next to the sofa in the living room; I I Lo-) Breakdown of the Calls for the Month: City Type of Call Number for the Month Residential 1 Commercial/Industrial s Multi -Family 5 School 1 Grass 0 Medical 7 CO 1 Rescue 0 Haz-Mat Leak/Spill 4 Vehicle 1 Sk -Wam 1 Mutual Aid 0 Total 29 Structure Fires 1 Arson 1 0 Rural: Type of Call Number for the Month Residential 2 Commercial! Industrial 0 School 0 Farm Building 1 Grass 0 Medical 3 CO 0 Rescue 2 Haz-Mat Leak/Spill 0 Vehicle 1 Mutual Aid 0 Total 9 Structure Fires 2 Arson 0 Training: Firefighters trained on the following topicslequipment in August: • Firefighters practiced emergency response at a slow pace in an attempt to evaluate each task and explain the importance of every aspect of the response; • Firefighters practiced the emergency response at regular speed to grade the improvement of the response; • Firefighters completed Phase I of the yearly competency test required of each firefighter as part of their annual review; • Page 2 I La) • Firefighters participated in the "Hiring Process" for new POC firefighters by assisting with Part I "Orientation" and Part 11 "Physical Agility". It should be noted that Part III "Personality Profile" and Part IV "Oral Interview' will be conducted in September. Fire Prevention I Public Relations / Other Information: • Firefighters participated in approximately 15 "National Night Out' neighborhood parties, • Firefighters provide Fire Protection and First Aid for the dedication "Air Show' at the Hutchinson Airport; • Firefighters taught proper fire extinguisher techniques and the annual SCBA update for an industry in Hutchinson; • Firefighters provided Rescue /First Aid for the motorized events at the annual McLeod County Fair; • Firefighters provided First Aid for the annual Gopher Campfire Archery/Shooting event for kids, Measurements: Number of calls that required more than one engine, one IC, and four firefighters for August: 12 Estimated dollars lost to fire for the August: $13,000 Estimated dollars saved for the August: $560,000 • Page 3 I � -a-) Hutchinson Housing & Redevelopment Authority Regular Board Meeting ruesday, May 18, 2010 7:00 AM ,Tllnutes CALL TO ORDER'. Chairman Joel Kraft called the meeting to order. Members Present: LaVonne Hansen and Ruth Kimball. Stair Present: Jean Ward and Judy Flemming. 2. MINUTES OF THE HRA BOARD MEETING ON APRIL 20, 2010 LaVonne Hanson moved to approve the Minutes as written. Ruth Kimball seconded and the motion carried unanimously. 3. FINANCIAL REPORTS Ruth Kimball moved to approve the City Center General Fund payments of $29,535.59 for checks 7591 to 7612 and April 2010 Financial Statements and Park Towers payments of $56,979.93 for checks 11127 to 1 1161 and March 2010 Financial Statements. LaVonne Hansen seconded and the motion carried unanimously. 4. PARK TOWERS UPDATES a. Jean Ward updated the Board on the Parking Lot project. The Notice to Proceed was issued except for the lighting part of the project, because the fixtures still need to be determined and the Buy American Certification is still needed. The proposed start date is May 27' Jean will be having a General Meeting with the tenant today to explain the temporary parking and garbage plan. b. Jean Ward reviewed the Occupancy Report with the Board. 5. SUBORDINATION REQUESTS LaVonne Hansen moved to approve the subordination requests, Levine City & HRA New Construction Gap Loans and the Johansson HRA New Construction Gap Loan on the recommendation from the Loan Review Committee. Ruth Kimball seconded and the motion carried unanimously. 6. 1116 LEWIS AVE SCHOOL CONSTRUCTION HOUSE The project is on schedule and is within the budget submitted to MHFA for value gap funding. 7. 400 LYNN ROAD PROJECT BUDGET UPDATE the Memorandum of Understanding with the School District is signed. S. CONSIDERATION OF EXECUTION OF CONTRACT WITH THE CITY OF HUTCHINSON FOR THE ADMINISTRATION OF SCDP NE NEIGBORHOOD PROJECT Ruth Kimball moved to execute the contract with the City of Hutchinson for the administration of the SCDP NE Neighborhood project. LaVonne Hansen seconded and the motion carried unanimously. 9. CONSIDERATION OF CHANGING HRA MEETING DATE FROM JUNE 15 t ' t TO JUNE 22 1D LaVonne Hansen moved to approve changing [IRA meeting date from June 15' to June 22 "'. Ruth Kimball seconded and the motion carried unanimously. May 18, 2014 Minutes Page I of 2 10. OTHER FYI a, Planning Staff Meeting Agenda b. 2010 List of Hutchinson Foreclosure Sales to Date c. Attendance at Greening the Heartland Conference May —Judy and Jean will attend d. Nahro Conference May 26-28 e. Jean Vacation June 1 -June 1l 19- 21 at Minneapolis Convention Center 11. ADJOURNMENT "There being no other business, Chairman Joel Kraft declared the meeting adjourned. .May 1 A, 2010 Minutes Page 2 of 2 � � (11�)) Recorded by Jean Ward, HRA Executive Director Hutchinson Housing & Redevelopment Auttwrtty Regular Board Meeting Tuesday, July 20, 2010 7:00 AM Minutes 1. CALL TO ORDER: Chairman Joel Kraft called the meeting to order: Members Present: LaVonne Hansen and Ruth Kimball. Staff Present: Jean Ward and Judy Flemming, 2. CONSIDERATION OF MINUTES OF THE REGULAR BOARD MEETING ON JUNE 22, 2010 AND THE STRATEGIC PLANNING MEETING ON JULY 12, 2010 Ruth Kimball moved to approve the Minutes of the regular board meeting on June 22, 2010 as written. LaVonne Hanson seconded and the motion carried unanimously, Ruth Kimball moved to approve the Minutes of the strategic planning meeting on July 12, 2010 as written. LaVonne Hanson seconded and the motion carried unanimously. FINANCIAL REPORTS LaVonne Hansen moved to approve the City Center General Fund payments of $10,178.61 for checks 7637 to 7653 and June 2010 Financial Statements and Park Towers payments of $9,182.90 for checks H 192 to 11221 and May 2010 Financial Statements. Ruth Kimball seconded and the motion carried unanimously. 4. LETTER OF RESIGNATION FROM HRA BOARD MEMBER RUTH KIMBALL EFFECTIVE DECEMBER 31, 2010 Ruth Kimball presented her letter to the Board. 5. PARK TOWERS UPDATES a. Jean Ward updated the Board on the Parking Lot project. b. Jean Ward reviewed the Occupancy Report with the Board - Full. 6. NE NEIGHBORHOOD UPDATE a. Ruth Kimball moved to approve NEN SCDP Loans #8683 -2 Larson, 8683 -3 Burks:, 8683 -4 Zuehlke and 8683 -6 Ruzicka contingent to the Loan Review Committee's approval. LaVonne Hansen seconded and the motion carried unanimously. 7. CONSIDERATION OF EXECUTION OF CONTRACT WITH MHFA TO ADMINISTER HOME RENTAL REHAB PROGRAM I.aVonne Hansen moved to execute the contract with MHFA to administer the HOME Rental Rehab' Program Ruth Kimball seconded and the motion carried unanimously. 8. CONSIDERATION OF HRA VISION, MISSION AND 2010 -2015 HRA WORKPLAN Jean revised the vacated apartment turnover to be consistent with the Standard Performer of HUD. LaVonne Hansen moved to approve the HRA Vision, Mission and 2010 -2015 HRA Work Plan. Ruth Kimball seconded and the motion carried unanimously. 9. DAN HATTEN -CITY OF HUTCHINSON NUISANCE ORDINANCE Tabled until next meeting July 20,. 2010 Minutes Page 1 of . 1 �� ` 11 11J.� 10. 2010 DRAFT BUDGET CITY CENTER Jean Ward reviewed the 2010 draft City Center budget. The Board decided to not increase the HRA levy. LaVonne Hanson moved to approve the 2010 draft City Center budget with no levy increase. Ruth Kimball seconded and the motion carried unanimously. 11. SCHOOL CONSTRUCTION PROGRAM UPDATE a. 1116 Lewis Avenue: Jean Ward reviewed the budget with the Board. With all the gap funding and entry cost assistance available the homehuyer only needs to qualify for a $85,000 first mortgage. • Rachel Huts reviewed with the Board the current Hutchinson housing sales and listings, • She recommended leaving the purchase price at $129,900. b. 318 Alan: Owner will be out by the end of the month, so an inspection can be done the beginning of August. 12. OTHER = FYI a. Planning Staff Meeting Agenda b. 2010 List of Hutchinson Foreclosure Sales to Date 13. ADJOURNMENT There being no other business, Chairman Joel Draft declared the meeting adjourned. Recorded by Jean Ward, HRA Executive Director Director July 20, 2010 Minutes Page 2of2 1� L6) Weed Notices Monthly Report August 2010 Monthly Summary of Weeds/Tall Grass Noncompliance A summary of weed notices sent to properties not in compliance with Chapter § 92.35 Weed Ordinance, of the Hutchinson City Code of Ordinances can be found below. Seven (7) business days were given to those receiving notice to remove weeds /tall grass on their property. Number of properties that received a removal notice 27 Number of properties cleared by City order 2 Number of properties pending compliance at month's end I Properties that were ordered to be cleared by the City House Street Quadrant Property Owner city PIO Michael A Lattimer 515 2nd Ave SW 515 2nd Ave SW 01- 116 -30 -01 -0510 Hutchinson, MN 55350 Dabois Partnership 1025 Dale St SW 55235 Co Rd 38 12- 116 -30 -03 -0260 Buffalo Lake, MN 55314 Rolling Green Inc 102 Eau Claire Ave SE 15525 32nd Ave N 07- 116 -29 -11 -1760 Plymouth, MN 55447 Rolling Green Inc 110 Eau Claire Ave SE 15525 32nd Ave N 07- 116 -29 -11 -1770 Plymouth, MN 55447 Rolling Green Inc 118 Eau Claire Ave SE 15525 32nd Ave N 07- 116 -29 -11 -1780 Plymouth, MN 55447 Rolling Green Inc 126 Eau Claire Ave SE 15525 32nd Ave N 07- 116 -29 -11 -1790 Plymouth, MN 55447 Rolling Green Inc 134 Eau Claire Ave SE 15525 32nd Ave N 07- 116 -29-11 -1800 Plymouth, MN 55447 Rolling Green Inc 142 Eau Claire Ave SE 15525 32nd Ave N 07- 116 -29 -11 -1810 Plymouth, MN 55447 Rolling Green Inc 150 Eau Claire Ave SE 15525 32nd Ave N 07- 116 -29 -11 -1820 Plymouth, MN 55447 � � L--) LC-) Rolling Green Inc 158 Eau Claire Ave SE 15525 32nd Ave N 07- 116 -29 -11 -1830 Plymouth, MN 55447 Rolling Green Inc 166 Eau Claire Ave SE 15525 32nd Ave N 07- 116 -29 -11 -1840 Plymouth, MN 55447 Rolling Green Inc 174 Eau Claire Ave SE 15525 32nd Ave N 07- 116 -29-11 -1850 Plymouth, MN 55447 Rolling Green Inc 182 Eau Claire Ave SE 15525 32nd Ave N 07- 116 -29-11 -1860 Plymouth, MN 55447 Rolling Green Inc 190 Eau Claire Ave SE 15525 32nd Ave N 07- 116 -29-10 -0540 Plymouth, MN 55447 Stonecrest Incoe Fund LLC 400 Lynn Rd SW 4300 Stevens Creek Blvd 01- 116 -30 -08 -0540 STE 275 San Jose, CA 95129 Gerald G Mifek Trust 593 Grove St SW 6593 Clements Ave SW 06- 116 -29 -12 -0260 Montrose MN 55363 Jeremy J Kamies 755 71h Ave NW 755 7th Ave NW 36- 117 -30 -09 -0110 Hutchinson, MN 55350 Charlene J Anderberg 141 5th Ave NE Go Glen Anderberg 31- 117 -29-10 -0140 514 Sioux Lane St Peter, MN 56082 J R & R Partnership 945 Hwy 15 S 911 Michigan Rd 06- 116 -29 -13 -0100 Marshall, MN 56258 Tracy Y Plekkenpol 754 Craig Ave SW 754 Craig Ave SW 01- 116 -30 -15 -0220 Hutchinson, MN 55350 Bernadette Markgraf 417 Boulder St SW 417 Boulder St SW 01- 116 -30 -05 -0620 Hutchinson, MN 55350 Nathan R Kiewel 1137 Prairie View Dr SW 1137 Prairie View Dr SW 10- 116 -30 -01 -0920 Hutchinson, MN 55350 Maximillian& Molly Gehler 924 Sunset St SW 924 Sunset St SW 01- 116 -30 -15 -0290 Hutchinson, MN 55350 LC-) � te-) Korey J & Lori Denier 528 Kay St SW 528 Kay St SW 01- 116 -30 -11 -0420 Hutchinson, MN 55350 Clinton Krenik 549 Hassan St SE 549 Hassan St SE 06- 116 -29-06 -0900 Hutchinson, MN 55350 Christopher A Miller 605 Lynn Rd SW 605 Lynn Rd SW 06- 116 -29-12 -0500 Hutchinson, MN 55350 ZL Enterprise 145 Milwaukee Ave SW P O Box 441 06- 116 -29 -12 -0060 Hutchinson, MN 55350 � te-) Resource Allocation Committee August 5, 2010 4:00 PM Hutchinson City Center Attendees: Steve Cook, Bill Arndt, Gary Plotz, Jeremy Carter, Kent Exner (Committee Members) Dolf Moon, John Olson, Miles Seppelt (Contributing Participants) Meeting Minutes 1. EDA (Stritesky) Property — review potential utilization, possible sale, need for R/W within Coop, etc. - Miles S. provided an overview of the status of the city- owned, former Stritesky property south of the Hutchinson Coop's grain elevator site. The Coop has inquired on the need for the street right -of -way through the easterly portion of their site. Per Miles S., the EDA believes that the property has limited development potential at this time and could possibly be sold. Steve C. asked that City staff review the status of a free consultant wind energy review relative to this site that was initiated several months ago. Upon determining the wind energy development potential in this area, the City then can discuss the future utilization/sale of this property and the need for street right - of -way considerations. 2. 2010 Project Worksheet — TH 15 Watermain Lining bids, Stormwater Utility projects, bonding, etc - Kent E. reviewed the final draft of the 2010 Project Worksheet. Per the analysis of the TH 15 Watermain Lining project bids, this project will not be included within the 2010 construction program. At this point, the City will work with the consultant to rebid the lining project in early 2011. Also, based on feedback from the RAC, City staff will review the feasibility of an open -cut watermain replacement versus the lining option and, if project timeframes and staff workloads allow, an open -cut project may be bid to provide a direct comparison. At this point, the Finance Department will proceed with the bond issue with an approximate value $1,050,000 (below the $1,500,000 target amount) with about $1,200,000 in associated improvement assessments. Thus, the RAC agreed that about $400,000 would be carried over to the 2011 project program ($1,900,000 target amount) to support the inclusion of the TH 15 Watermain Lining (or open -cut) project next year. 3. Street Lighting Standards — review Mongoose installation and previously provided guidelines - John O, briefly explained the current status of the work being done to arrive at City street lighting standards and asked RAC members to review provided information. 4. Other Discussion - Kent E. informed the RAC that there continues to be turnover with the Water Meter Reading positions which has caused significant staff involvement within this operation. - Kent E. reviewed the Walnut St. curbline sump drainage concerns that some residents have expressed and the approach that City staff has taken in proposing a project/costs. � � 4 Resource Allocation Committee September 2, 2010 4:00 PM Hutchinson City Center Attendees: Steve Cook, Bill Arndt, Gary Plotz, Jeremy Carter, Kent Exner (Committee Members) Dolf Moon, John Olson, Dan Jochum (Contributing Participants) Meeting Minutes 1. Street Lighting Policy — review installation guidelines, HUC agreement, future maintenance, etc. - John O. provided an overview of a street lighting policy. Several lighting issues such as future LED retrofits, need for mid -block residential lights, and the potential implementation of a Streetlight Utility Fee were also discussed. The RAC agreed that further analysis should be completed and brought back to the group. 2. 2008 PMP Phase 2 (College Ave & Montreal St) —review project status and final close -out issues - Kent E. reviewed the close -out of the above referenced project. The RAC agree that the warranty period requirement could be excused with respect to this project if proper considerations /communications are provided to the general contractor. 3. School Road NW —review project scope and Federal Aid project memo draft - Kent E. provided a brief overview of the proposed 2010 School Road NW project and the upcoming Federal Aid process. Per the review. the RAC agreed that slightly widening the proposed roadway width beyond Municipal State Aid standards could be beneficial. Thus, City staff will address the roadway width issue and submit the project memo accordingly. 4. Sidewalk Policy — review construction, repair and maintenance criteria - John O. provided information regarding slight changes to the City's Sidewalk Policy. The RAC agreed that the modifications seemed acceptable and asked that the item be presented to the City Council at their September IX' meeting. 5. Other Discussion - Kent E. provided recent energy conservation project information provided by Ameresco. The RAC agreed that the City should proceed with the full scope identified by Ameresco. Thus, City staff will make minor adjustments to the project into and distribute accordingly to the City Council with the goal of presenting the final project at their September 28' meeting. � � Lcil) RESOLUTION NO. 13787 RESOLUTION AUTHORIZING GRANT APPLICATION WHEREAS, it is the responsibility of the City Council to provide for the health, safety and general welfare of the community, and; WHEREAS, to achieve those goals it is necessaryto have a strong and diversified local economy, and; WHEREAS, creating new, high paying jobs and increasing the local tax base provides benefits for the entire community and enhances the long -term economic viability of the region, and; WHEREAS, grant funds are available from Minnesota's Department of Employment and Economic Development to help microenterprises successfully start up and expand, and; WHEREAS, any required match will be provided out of the resources of the Hutchinson Economic Development Authority, r� �J THEREFORE BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF HUTCHINSON, MINNESOTA, Hereby authorizes EDA staff to prepare and submit a grant application for CDBG Microenterprise Assistance Grant Funds. Adopted by the City Council this 14`" day of September, 2010. ATTEST: Gary D. Plotz Steven W. Cook City Administrator Mayor �a -LO-� • Dear Hutchinson Resident, As you are probably aware of, the City Council is proposing a temporary Y2% local sales tax to help pay the debt on the new water plant and the recent upgrade to the sewer treatment plant. Since city voter approval is required this question will be on the ballot as part of the November election. If it passes, authorization from the State will be sought during the upcoming legislative session. While these plants are working very well and as designed, the economic downturn and its effects locally has caused usage to be significantly less than what was anticipated. Because of that revenues are also down significantly. This reduction in revenues is, in turn, impacting our ability to pay the debt on the plants. Enclosed is some information to help explain some of the background on the projects, the current need and why a local sales tax makes the most sense. This is a very important issue for the city and the region. Locally it will certainly affect everyone one way or another. Because of that we felt it was important to share as much information with you as possible. We hope you will find this helpful. If you have any further questions please contact any of the City Council members. Questions can also be directed to Kent Exner, City Public Works Director, or Jeremy Carter, City Finance Director, at 587 -5151. We understand that no one wants more taxes and this is not an ideal situation, but the debt on these plants still has to be paid. After actions that have already been taken and in comparison to the alternatives of higher rates and /or higher property taxes, a local sales tax is a fair and reasonable way to address this need. We would appreciate your support on this important issue. Sincerely, Mayor Steve Cook 587 -7108 Council Member Eric Yost Council Member Bill Arndt Council Member Jim Haugen Council Member Chad Czmowski AMLAINk ,Mwqw