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Home My WebLink About1988/11/15-CCM RM ; �� • - �<<a�,. (, �► �� `'�--'� �� ' Rt.��`;F.P�1(?1 it!� I.tll li� .! . t `. ' -, .� O,'S�YYiGC��,,�`x,� + 4 �. ,_ � ,.;.: November 8, 1988 . �. T0: Stephan Jilk, Administrator FROM: Don fi. Darling, Treasurer Subject: 1989 Full Time Staff Addition it pleases me na end to be allowed to again rationalize the need for full time versus part time in my department, We see many apportunities ga by that we eannat take advanCage of in our day to day operations. There are many items that do not get done. Some are af significance while others are of little value to anyone, but some of them are mandated items that we just plain ignvre as we do not have the time avaiiable to us to accomplish those tasks vr gather the information required t� respond to requests or directives. Qne of the areas that we are in need of addressing in the near future is the Annual Indicator fram the Auditors that we are not "BUDGETING REEEIPTS", maintaining °FIXED ASSETS" or keeping a "PHYSICAL INVENTORY DF ASSETS". The programs are availabie in our library of computer software, but the setup and maintenance of these programs are very labor intensive and that is where we came up short. You can recall over the past several months we have , diseussed additiona) time needs in my department and my cor�tenting that we cannot accept additionaT wark load without fjrst getting addit#onal help. I had suggested sharing as one way of helping all departments especially mine, but that didn't seem to be received as the best choice in consideratian af all alternatives and needs. Having established some time ago and reinforced in the above the need for additionai help I wiil now try to indicate where the benefit of this additional help will pay off. We have departments in the City that could rely heavily on rPimbursed salaries and benefits from developers, but due to the iack of time in my department we are unable to perform the necessary mini-audits required to catch the lack of bitlings to Developers of time spent on each of their projects by our staff. We Mave in place, staff - positions that rationale for authorizing the positions was that a great percentage Qf the cost of these positions would be recaptured from Developers. If we could be of assistance to the Departments in , this process it would greatly benefit the budget process an the income side. , Within the department we approach the process of investing in a very low posture. Due tv lack of time we have continued the practice of investing large amounts �f monies for 90 day pPriods, when if time � . permitted we could probably restructure the investments ta where monies not needed far longer periods couid be invested for longer or shorter periods witt� hoped for increases in interest rates. At this writing we are halding in investments over 11 million dollars. A • � S Ji1k, 1989 Staff Addition, continued very slight increase in interest over a 12 month period would more than offset the additional funding needed to go from the budgeted 1/2 time shared position to full time, in that we are not talking a 1/2 time positian but a shared full time position an a 1/2 time basis. The benef�t costs that are refiecte�d in a full time pasitlon's budget are part af the budget that we have in place for 1989. Sharing a positian with the Police Department during 1989 would certainly allow my department partial re�ief being sought at this writing but a full time position must eertainly be once again considered even at this late date as I feel that as the City grows we must keep pace. Again, changing the Job tlescriptions to where we would be introducing a second level management position would strengthen my departments ability to respond over a greater clock time. Ali things must wait when I am not present but with added responsibility on a position in my department would allow quicker responses on issues when the Department Head is not in the building. I attach infarmation generated at an earlier time to refresh your memory on issues being reviewed at this time. � , �� C��i v � � �� , , ', ,` � �,; � � � � • _ � � �/ . � � � , �;� i1��SEM<��r�1 r,n�rat n �� .Y;�} � _ �,��se�`��c��.�� , � i ��i�" �':�a:.'� �� October 13, 1988 T�: Steve Jiik, Admin FROM: Don Darling, Treas Subject: Job Uescriptions/TitlejSpace and more In looking forward to the addition of a position on my staff I submit . th�s for consideration. Inasmuch as we have discussed previously the need for additionaT employee time in my department we are now at a point where this can happen. I also wish to combine wi�h this the request to realign Jeff"s position and title as discussed at the September 21st meeting. As previously noted we cannot suffer the addition of duties without the addition of staff. We have absorbed a considerable amount of new time requirements since that comment was made and would now request that instead of waiting for the January l, 1989 start of a shared position I would request that we be allowed to, in agreement with Staats, hire the individual for th� new shared pasition imme�iiately, utilizing that person in our department on a full time basis until the January 1, 1989 date arrives. This would give us the oppartunity to comp1ete our initia1 training segment, i .e. , CSI Programs, and hands on with Jeff and myself without interruption dur�ng the day. We have not been abTe to address the items of concern that have been expressed by the Auditors due to lack of staff tame. Please note that these job descriptions refer to Finance Qirector rather than Treasurer. This is to correct the title on my position to what most communities have and what peopTe expect to find when dealing with a City of our size. Also, it gives us a title that accepts the prefix Vice, Assistant or Deputy much easier than does the title Treasurer. As discussed at the September 2lst meeting I am asking that Jeff's position now be considered something above entry level to allow my department the same cvverage as other departments here with the City have. This along with the addition of the half timer for 1989 wil] certainly give us the opportunity ta investigate and upgrade our departments capabilities. Be advised that I will be requesting the half time job to go full time for i990. � To facilitate this new' position in our department I am requesting that ' yau cause the addition of one 8 x 8 office cube as depicted on the attached drawing, preference to an east side location, I will cause the installation of computer cabling and telephone hook up. We may need ta purchase another phone set for tfiis locatian if there are no extras around the building, . , �� - `�- � � � ��-��' � � ' . ;�� . � � i�� n . ., ��: r � �-� � �,�,�,� ' ` � ttt��;E nnt�t�ri i nr+r U�n � �r , ,_ ��. � ��r�; �,;�servt�lr�rt��t� ;��;;��, � � � � � � � � �:_� ,,, � ��.�� - � - FINRNCE DEPARTMENT BUDGET REVIEW INFORP1ATION SPECIAL GOUNCIL MEETING ' AUGUST 23, 1988 Historically the finance department has been one that has kept its operating budget at a minimum by employing the latest technalagy avaiiable in computer equipment and software that provides many time saving features and allows for the dissem�nation of quality information in quantities not possible by other means. The most significant upward movements of the finance budget have been caused not by increased costs tp the City but by the fact that something changed that was a source of funds to finance the department. Up to the ciosing of the Liquor Store a part of the Treasurer's salaries were funded by the Liquor Store. When that shut down it was necessary tv shift this respansibility to the Finance area of the General Operating Budget. To make you aware af another entity that eontributes to funding the Firranee department, the Utility Corr�nission funds 25% of the salaries in the Treasurer's Budget. Another shift came when the current staffing was in place and the Qeputy Registrar staff, which has always been under my supervision, came with me ta the Treasurer's Budget. We are lookin� at going from a $35,713 budget in 1985 to a budget of $81,507 in 1988. The addition of staff in 1985 due to the realignment of the Staffing Structure did cause a significant increase when that needed a full years funding in 1986 and another increase in the 1987 due to losing the �iquor Store. � Looking forward to the future we are faced with considering doing more and more with the increased development in the cormnunity, the additianal load piaced on finance in the payroll and fund accounting areas due to increased staff payroll , inereases in the number of Funds required to monitor the various developments, etc. At present we are running Fund and Budget Accounting, Payroll , Utility Bi1ling, and Accaunts Payable on the existing equipment. We have available through our software vendor, Cash Receipting, Purchase Orders, Fixed Assets, Equipment Inventory, Vehicle Maintenance and others developing on a regular basis. Staff diseussion has been on going regarding the possible installatian and operation �of the additional software packages available, as most of them wouid impact how Departments and individuals would operate. Purchasing would certainly be an area impacted greatly should Staff decide that Purchase • Orders be computer generated. This would require some time commitment by those making purchases but would certainly relieve some time in Finance. To provide us the opportunity to investigate and instali any of the yet unused software, it is imperative that an increase in st�ff be authc�rized to al]ow the investigations needed and the time to instail . � � and development the new functions that the computer equipment is capable of doing. To further enhance aur ability to meet the time r�quirements, we have in the 1989 CiP Sudget, $35,000 to replace the Mini Computer we are presently running with newer much faster equipment. This is the method we have employed in the past to maintain the staffing needs in finance, but at this writing we are at a point of NEEDING ADDITIONAI STAFF as well as equipment upgrading. The computer system we are now running would then go to the Police Department to upgrade their system as they are running a much smaller, older version of this equipment as part of the ENFORS pragram, after being removed from our system and provided with their own equipment, when we moved to this buiiding. That split was our last computer upgrade and helped both departments imm�nsely as we no langer got in each others way with our different procedures and requirements. My department is looking forward to the excitemPnt created by installation of and operation of new technoiogy in camputers. We are sure the programs work as they wi11 be the same but the speed at which they operate and print is the critical issue now. Thanks. , � � � � � � �� , ,. ,,� �� my � . ,,� < � �� t�t� o ,,,�. , i�, , ��. ' "^�'��,�:.� It��;f M��1 ir-1 I r 1�r.1�� , � � , i � �� ,'�;�� ,OSE'YYI C11-d t`t�� , � . � R ,,, � � Y � .� ...... . . � . f`.^.�M ��,x�-5.�r . . . . � . ,� July 13, 19$8 T0: S Ji1k, Admin FROM; D Darling, Treas Subject: Job Description Deputy Registrar In a major mental review of all the �tems to consider in establishing new positions we must consider all of the positions relative to that specific d�partment. My department has the distinction of being one of the most diverse within the City structure right below yours. Naving the Deputy Registrar position gives us something unique to our office versus most other local government offices. . Naving reviewed this repeatedly it still comes out that we must expand all three job descriptians to include portions of all three positions into each of the three job descriptions. Relieving and assisting Jeff should allow time on tMat position to absorb and perfarm some of the repeat duties of the Deputy Location, ie, prebill sales, e�e. This would broaden the base of our back up that is provided only when I am available to respond to the window. The same in reverse is true also, in that inputing to the Mini is supplemented mainly by my involvement. Thi� could be included in the new job descriptions for the Deputy positions. etc, etc. Having discussed with you on several occasions the pecking order of back up that exists at present and the inherent break downs we have experienced, moves us to realize that this order does not meet the needs. Causing Jeff tn provide back up without relieving him of some of his duties can not be alTowed, therefore injection of a new position in this area is imperative for 1989. Our discussion regarding Port Authority and NRA should continue at this time so we may introduce this responsibility into these new job descriptions aTsa, as these positions will ail be affected should we be successfui in returning the HRA and Port Authority to the status of City Work as they certainly shauld be. Compensation for these added responsibilities can be addressed at that time. I submit this on]y to introduce some of my thoughts on the beginning of the construction of new job descriptions for the people under my supervision. Your input and concurrence is respectfully requested before proceeding to produce the documentation needed to realign the - positions within my department. , . �,3f'A�n,,,�p ,qr • �. . � . . r 1 4' .. . d � �' � /l�F� O � � t ro� � . � � � 1�t�)';FA:1r11 ir7 i F.+ir ir i , ,��:�� ¢� __ �,,as�r�c�r.��1 � , .�,: ,,,'� �` 1989 6UDGET DISCUSSIONS March 18, 1988 T0: Administratar FRQM: Treasurer Subject: Future Staffing Needs Finance is looking forward installing some new programs and utilizing several already available on the TI System in the nat tfl distant future. With this in mind we must look into additional staff time from wfthin the organization or from new hires. The least desirable at this time would be new hires. Being in Finanee gives one a view of funding available and this is fast becoming a eritical situatian as the econvmy continues to run on seemingly out of control, One of the programs being considered for recommendation to purehase and install is the purchase order system. This would be a quantum leap for us as the system that has been in place for many years is a secure � system but a combursome one at best. We issue to many sma11 item Purchase Orders under the current system and there is no coordination between departments or even within departments. Having a purchase . order system on the computer wouid eliminate several steps requiring desk time by two or more individual staffers. The system design would have to incorporate appraval prior to �ssue, which wouid mean coding would be applied for budgettiny purposes prior to issuing the purchase order. A central "Purchase Order" desk would need to be created to facilitate cantrol , both in quality and quantity. We do not perceive that once the system is up and running that it wauld require a full time someone but eould be maintained as part of one or two individuals responsib1ity. We are going to have to reinstall either the Inventory Program or the Fixed Assets Program as the Auditors are becoming a little impatient with us in that the law required some time back that we have a way of tracking our assets, I have never been that concerned as their are many more things more important than that as we are not a business that is run for a profit or pays taxes and needs to use fixed asset amaunts in figuring net worth, or as collateral in raising operating capital . We are not faced with that for any ather reason than the State Auditor has nothing better t4 do than mirror our boaks with those of Control � Data 3M and others. These things all take time and people. I do not percieve a need to add help to install these before we come to grips with the work to be dQne and the hours of staff time to da it with. We need to inventory a1T of the work assignments in the tatal City clerieal area looking to reassigr� jvbs to cover all needs without adding staff. "Budget Grunch" is the buzz word for today. • • CITY OF ROSEMOUNT DEPUTY FINANCE DIRECTOR POSITION J06 DESCRIPTION GENERAL STATEMENT OF DUTIES The Deputy Finance Director works under the direct supervision of the Finanee Director and shall be responsible for assisting in the coordination and management of the Finance Department and the City's finaneial accounting activities to insure accuracy, completeness and timeliness of resulting financial reports, records, etc. , � administering the development and operations of the City's data • processing equipment and programs. Assisting with the supervision of the Deputy Registrar Location and all other work assigned that is incidental t� operations of the Finance Department. SOME TYPICAL DUTTES 1. Is responsible for directing �he receipting of city monies, cataloguing statements and invoices with identificatian and entering same into the data processing system for eompiiation and subsequent print�ing of reports and checks for Gouncil approval , for all funds of the City. 2. Is responsible for maintaining the day to day data proeessing of general ledger revenue and disburse�ent entries for all funds. 3. Assist the Finanee Director to insure accurate entries are made to the fund aecaunting system. 4. Is responsibie for maintaining all accounts for payment when due. 5. Is responsible for bafiancing the cash register as required. 6. Assist the Finance Qirector to insure that all receipts are depvsited into the bank in a timely, prompt and accurate manner. 7. Is responsible for the preparation and mailing of utility bills. 8. Is responsible fo`r compiTing and entering payroll information into the data processor from time cards, preparing reports, printing payroll checks and providing other payroll related activities as required. , 9. Assists in the implem�ntation of approved policies, plans and programs for tMe finaneial , accounting and recordkee}�ing function to assure timely and accurate financiai data is being maintained ' at a11 times. Monitors established controis to insure the accuracy of a11 records and funds. � . � i � � Deputy Finanee D�rector Job Qescription Page two 10. Participates in Budget Preparation with the finance. Director and pravides guidance and assistance to department heads, when requested, in preparation of departmental budgets. I1. Participates with the Finance D�rectar in managing and investing City monies according to legally approved investment practice�. - 12. Acts in the capacity of the Finance �irector in his absence. 13. Assists in the Supervisian and Coardination vf the Deputy Registrar Loeation along with All other duties ineidental to Finance Department Responsibility as assigned by the Finance Director or the City Administrator. DESIRABLE BACKGROUND l. Education and experience in modified accrual accounting principles and practices. 2. Education and experience in offiee management and proeedures. 3. Ability to meet the public in a pleasant and business}ike manner. 4. Education and experience in Gavernment bookkeeping principles. 5. Experience and knowledge of computerized accounting equipment. 6. Desire to maintain ongoing edtacation posture. 7. Accomplished keyboard operator, ten key and typewriter. MINIMUM QUALifICATIONS Successful completion of degree far two year accounting/data processing course. Minimum af three years experience in related fieTd with supervisary respansibility. Desire work experience with computer data information systems. , �. • � CITY OF ROSEMOUNT FINANCEiDfPUTY REGISTRAR SUPPORT POSITION J0B DESCRIPI'ION GENERAL STATEMENT OF DUTIES The Finance/Deputy Registrar Suppart Person works under the direet supervision of the Deputy Finance Director and shall be responsible for all the duties of that office as assigned by the Deputy Finance Director or the �inance Director. Duties include the entry of revenues and disbursements into the bookkeeping system through the data processing system, the use of general office equipment, performance of duties assigned to the Deputy Registrar Location and � all other work incidental to the operations of the Finance Department. ' SOME 7YPICAL DUTIES 1. Receipting for city monies, cataloguing statements and invoices with identification and entering same into the data processing system for compilation and subsequent printing of reparts and checks for Council approval , for all funds of the City. 2. Plaintain daily data processing of general ledger revenue and disbursement entries for all funds. 3. Assist the Finance Director to insure accurate entries are made to the fund accounting system. 4. Maintain all accounts for payment when due. 5. Balance the eash register as required. 6. Assist the Finance Director to insure that a1T r�ceipts ar� deposited into the bank in a timely, prompt and accurate manner. 7. Assist with the preparation and mailing of utility bills. 8. Provide clerical assistanee to a1T departments as determined by the Deputy Finance Director. 9. Campiling and entering payroll information intu data processor from time cards, preparing reports, printing payrol7 checks and praviding other payroll relatPd �ctivities as re�uir,ed. 10. All other duties ineidental to Finance Department Responsibility as assiqned by the Deputy Finance Director. � a �. �� , � . � � . � � • � � .. � � . FINI�NCE SUPPORT JOa OESCRIPTION Page 2. 11. Assist the Deputy Registrar Assistant in all aspects of the Deputy Registrar responsibilities. I2. Provide second line support, assistance and back up to the Deputy Registrar iocation. DESIRABLE BACKGROUND l. Knowledge of modified accrual accounting principles and practices. 2. General knowledge of office procedures. ' 3. Ability to meet the pub1ic in a pleasant and businesslike manner. � 4. General knowledge af bo�kkeeping principles. 5. General knowledge of computerized accounting equipment. 6. Accomplished keyboard operator. MINIMUM QUALIFICATIONS Successfui completion of one or two year boakkeeping and data processing eourse or high school graduate with exceptional accQunting related studies and minimal finance related work experience. 5 � • � November 14, 1988 T0: Steve and Dean , RE: Please revtew this letter, advise. F'I2UM: Mayor Hoke Dear Interim Pres�.dent Sauer, Vice President Iiadtng,er, Memhers of the F3o�rd of Regents, Univer�sity of Minneso�a Adm.i.n�i.stration: I would like to take this opportunity to respond to Interim President Sauer' s letter of November 7, 1988 to City Administrator Stephan Ji1k, regarding the City of Rosemount' s request for cancel.lation af the Research Center' s le�tse with the Minneapolis/St. Paul �or�b Squad. In our attempt to infortn ypu of our disappointment 3.n havin� littlp, if any, input over the development and operation of the bamb squad facility in Rosemount, we maq have left you with the impress�.on that the bomb squad facility is the central 3ssue of our concern. In fact, the bomb squad fRcilitp is �ust one of many environmental, health, and public we2fare 3ssues that have plagued the City of Rosemount since this property was taken from the people of Rosemount in the 194Q' s. Consequently my purpose is not to rehash or discuss whether or not a bomb squad fRc3.lity provides a needed function in the Twin Citg area, My intereet is to clarify and reiterate what is at the he�rt of our concern. The issue is if the Citp of Rosemount and the Universi�y of Minnesota is going ta cooperatively and constructive3y deve.lop a laiici use plan that respects the health, snfety �n�i w�i Ear. e of Roseinount citizens, and faces the reaTity of growth issues in Dakota Coanty while at the same tirne preserving the educationai mission o€ the University. In his letter to City AdministraCox Ji1k an Novembex 7, Interim Presi+ient Sauer stated that the "The UniversiCy is very much committed to being a good corpc�ra�e neighbor to Rvsemount" . Wh3.1e I wauld never question IntPrim Presiclent S�uer' s sir►c:er9.ty on this issue, even the mqst ot�Jeeti,ve observer wauld be l�ard pressed to describe the hietary of u+� iv��raity land u.�e rieci.sicins in Rosemount as "corporate neighhorliness" . 'Fhere is no c�uestion � that the environmental health and put�lic image af the Ci.tp of Rosemount has been damaged by irresponsible land use and management decisians relating to these propPrties. In defen�iing the bomb squad facllity lease, Interi�n Presi�lent Saur�r mentions the "isolated natur� �af t11e RosP�naiint si_te" . 7t is �ust thaL c��i�te "isolated" perce�tion that outsicte ��nnc � es .� ...~ . � � . . � . . � . . �. � . . . have created for the City of Rosemount that has led some to conelude that the City of Rosemount can be the dumping ground for any public function that no other community wan�s. While some may interpret this as a nimby attitude, the city' s experience in dealing with regional azicl cnuntq w3de problems would prave otherwise. For example, in the wake of unafficia]. suggestione to put an international airport in Roaemount, the City vf Roaemount tionored the process set up by the Metropolitan Caunci.l and the� actually took the l.ead in educating the citizens and public of:Eicia].s alike in understanding the sirporfi study. �ae have also been leaders in the area of solid waste management and have not taken a nimby position on the county' s proposed waste energy . facilitp. To refer ta anp part of aur community as "isolated" is to ignore the long range growth issu�s Rnd perbltc perceptton issues that we are facing. We are at a crit3.cal �uncture in this community' s histvey and � deveZopment. The time is now to determine where we want to he when we get to the end of the road , and we can' t make those responsible �uture setting decisions w�.thout visianarT long range planning, Land use decisions which in gears past msy have seemed appropriate for an "isolated area" cannot be aecegted to�iap. Res3.dential development 3s occurrZng in the city and thrau$hout Uakota County wh3ch creates a different "arena" : if pou will, in which a11 of its "plapers" must realize �hat todap' s game may be the same; but the rules to survive are different. Cooperation and cansid�ratian in winning for a11 of us must be aCressed. Rogemoun�. is a willing partner b�i� mnst hav� a role in making the rules. The opportuni.ty for a win-w�.n game is enhaneed if all the plapers accept this. It is within this spirit that the Citp of Rosemount is currentlp mapping out a plan of action �o see that our concerns are dealt with. The strategy of plan vf action cnuld incliide ane or more of the fallowing: 1) First and foremost, our goal would be to gresent to the Univereitp of Minnesota a unified reinforcement of land use issu�s encouraging the University to cooper3t�.vely work with the citp in examining a Iand use plan and re- evaluating goals and ob�ectives for the University propertiEs in Rosemount. This request is no different than the one I personallp presented to the Board af Regents on June 9 which, �he recorcls will show, was received with unanimous approval bp �he physical planning cc�mmittee. Interim Presiaent Ssuer essentially affirmeci the � spirit of th�tt same request in his Navember 7 letter to City Admin:istrator Ji1k. The time is now to add an element of substance to this cooperative planning pzoposal. The City of Rosemo�i�it must also explore c�ther s�r�tegies includi.ng the follaw�.ng: ,� . • � 2) Working with state ].egisla�ures anci cangressmc�� to promote a cooperative planning process between the Universitp, the County , and City of Rosemount that would insure land �se decisions that promote the health, safety and welfare of the citizens of Rosemount and Daknta County. 3) Hire a lobbyist to promote the interest of the City of Rosemaunt and Dakc�ta Count� in regard to the University of Minnesota lands. 4) Explore the strategies of a fu11 blawn public communicat3ons blitz th3t wou].d include everything to 1oca1 press to "60 Minutes". The purpose of such a media blitz would be to communicate publi.clp the h3storp of land use decisions and their impact on the City of Rosemount. And, finallp, onlp as a last resort, the city must not rule out: 5) Investigating its legal options including, filing suit, in�unction, or wr3.ts of mandamus, which would allow the city some legal role in determining land use decisions. Piease do not interpret these leg�.slative, puhlic communications, and legal s�rategies as a threat or as inevit�ble. We wauld much prefer to worlc with the Univexsitp in re-evaZus�ting the University' s long range goals and ob�ectives for the University properties in Ro$emount. The formulation of a process for some kind of eooperative planning be�ween the Univer4itp and tk�e City must begin now. The Board af Regents gave approval to this direction on June 9. I would suggest that the University administration and Rose�aount citq sta£f begin immediate communication to start the process. Please eonsider these comments an this important matter. I would appreciate hearing your thoughts and concerns. Sincerelp, Ro11an Hoke . Mapor of Rose�nount 1j