HomeMy WebLinkAbout3.b. 150th Celebration History Book 4 RJSEMOIJN EXECUTIVE SUMMARY
CITY COUNCIL
City Council Work Session: April 9, 2008
AGENDA ITEM: Costs for a printed history of Rosemount AGENDA SECTION:
lt PDAIE 5
PREPARED BY: Emmy Foster, Asst. City Administrator AGENDA NO. 3 8
Alan Cox, Communications Coord.
ATTACHMENTS: 1\1614E, APPROVED BY:
RECOMMENDED ACTION: Give staff direction
The City's 150 anniversary will occur on May 11, and among the possible ways of observing the
milestone is publication of a history of the community.
BACKGROUND
In September 2005, staff met with Maureen Geraghty Bouchard of the Rosemount Area Historical Society
to discuss long -term ideas for the City's sesquicentennial. Much of the discussion centered on production
of a printed history of the community in particular, an altzactive, hard -bound volume that would recount
extensive information on events in the community and biographies of key figures and families in
Rosemount's history. Based on Ms. Bouchard's experience with similar projects in her work at the Dakota
County Historical Society, she estimated that the cost of producing such a book would be more than
$40,000. Other priorities prevented the project from inclusion in the 2006 and subsequent City budgets.
In early 2008, Council members expressed interest in trying to commission a printed history in some form
that could be tied to this year's sesquicentennial observance. One Council member forwarded the names
of three freelance writers who could be suitable for the project.
WRITER INTERVIEWS
Staff contacted all three potential writers. One writer withdrew from consideration after learning details of
the project, citing other large projects she has committed to complete in 2008. Staff invited the other two
writers to meet at City Hall for separate, general discussions of their qualifications and of the broad
outlines of the possible project. Ms. Bouchard also took part in each of the half -hour discussions.
Both candidates demonstrated a strong background in writing for print publications. Each had authored
attractive hard -bound and soft -bound books on aspects of history, some of them commissioned by other
cities and counties in the Twin Cities metro area. Both said they have extensive experience collecting oral
histories and doing research in public and private archives. (There was no attempt to corroborate how
heavily their publications were edited and how much assistance they had in research.)
COST ESTIMATES FOR RESEARCHING AND WRITING
To frame the rough parameters of the potential project, staff asked the candidates to consider how much
time they would need and what they would charge to write a book similar to an example provided by Ms
Bouchard. The example is a history of the city of Hastings that was published in May 2007 as a special
edition of the county historical society's magazine, Over the Years. The Hastings history is a paperbound
volume of about 80 standard -sized pages, printed in black and -white (except for the cover) with relatively
large type and no index. Text in the publication runs approximately 15,000 words.'. 2,000 copies were
printed with a cover price of $10. 650 copies went to usual subscribers to the county publication; the rest
were available for the city. (A copy of the publication will be available for review at the work session.)
Both candidates questioned the possibility of completing the project during the current calendar year, but
both said it appears possible if work begins soon to have the text ready by December in hopes that the
project would be ready for publication around the time of the dedication of the Robert Trail Library next
winter.
One candidate quoted a payment rate of $1 per word, which he described as a standard fee for his
previous work for non profit groups. His services would include researching and writing, but not
indexing.
The other author estimated that his fee for service would be around $5,000 to $6,000, including indexing.
He also indicated he would require reimbursement for driving expenses during his research for the
publication.
ADDITONAL COSTS
Beyond the services of the authors, the publication would entail additional expenditures. The book would
require design services to lay out the publication and to prepare graphics. It would also entail printing
costs.
Ms. Bouchard consulted managers at the county historical society. They were not prepared to make a full
commitment to assist a Rosemount publication, but provided cost estimates'. Most of these costs are
lower than outsider vendors would likely charge because the society would use staff, templates, and
printing contracts that are already in place. The society warned that it would be difficult to make a
deadline tied to the library dedication but did not rule it out.
The following table combines the society's costs estimates and those of the author candidates.
Author A Author B
Research and writing $12,000 to $15,000 $5,000 to $6,000 plus mileage
Design layout $600
Image selection editing 1,200
Cover design 240
Editing 2,400
Printing (2,000 copies) 5,500
Total -422,000 to $25,000 -415,000 to $16,000 plus mileage
A more extensive project longer text, more color, or a hard binding —would raise the cost appreciably
and might delay completion beyond the time of the library dedication.
1 The actual cost of the Hastings publication is not directly comparable to a possible Rosemount history. Ms. Bouchard
indicates that the text of the Hastings book was written by a volunteer author who charged few expenses.
2 The estimates include these qualifications: "Editing costs assumes only minimal fact checking required and that
researcher /writer includes references and maintains generally good syntax and grammar. Should the writing be poor technical
quality and /or facts require substantial verification the time required to complete this project will exceed this estimate."
2
43 ROSEMOUNT
CITY COUNCIL
M E M O R A N D U M
Within the Community Development Department, for example, reduced workloads associated with
the housing slowdown were managed in a couple of ways:
The Code Enforcement Specialist position was vacated by a voluntary resignation in 2006. The
position was not immediately filled but continued to be budgeted at 100% in 2007. At the time,
staff was aware that a housing slowdown was beginning but recommended the position not be
fully eliminated due to optimism that the housing market would rebound.
Code enforcement was covered during off -peak periods (fall /winter) by utilizing available staff,
primarily building inspectors and part-time community service officers in the Police
Department.
Code enforcement was performed by a temporary employee in summer 2007. The position was
subsequently funded at only 50% for 2008. Most code enforcement work since that time has
been performed by one of the building inspectors.
The Community Center Manager is a full-time non -union position. The Community Center
Manager is a middle management position. The Director of Parks Recreation will effectively
redistribute the work -load of this position by disbursing operational aspects to other employees
while sharing some of the management responsibilities among supervisors within the department,
including the Director himself. It is important to note that this is the first step in a reorganization
process that will evaluate operational efficiencies related to the Community Center, Ice Arena, park
shelters, and other city -owned and maintained facilities. While this reorganization will result in
immediate savings of about $50,000 in 2008, the ultimate cost savings may be realized in the ability
to reallocate financial resources to meet other organizational needs and priorities such as facilities
maintenance and management.
The position of Fire Marshal is a part-time position within the AFSCME union. The Code
Enforcement Specialist position is budgeted at 50% within the AFSCME unit and is currently
vacant. The Building Inspector position that is proposed to be eliminated will most likely not result
in an employee lay -off situation. There are currently three (3) individuals in the Building Inspector
job class.
The creation of a new position that is approximately 50% code enforcement, 25% building
inspections, and 25% fire inspections will be posted for internal recruitment It is anticipated that at
least one of the current inspectors would apply for this position, making the actual laying off of an
incumbent inspector unnecessary.
The emphasis of the consolidated position on code enforcement will allow us to continue focusing
on maintaining the safety and appearance of properties within the city in a consistent fashion by not
having to seasonally hire a position for the sequential inspection program.
Should the Council choose to move forward with the reorganization as proposed, staff will bring the
action forward at the April 15 regular meeting of the city council. The notice of lay -offs would be
provided with 6 weeks notice of separation. This is similar to the notice provided during the most
recent lay -off.
2009 Budget and Reorganization
April 9, 2009
Page 2of2
OkfylLc Fdt,
9 ROSEMOUNT
CITY COUNCIL
M E M O R A N D U M
To: Mayor and Council
From: Jamie Verbrugge, City Administrator
Date: April 9, 2009
Subject: Budgeting and reorganization
As part of the discussion at the April 9, 2008 City Council Work Session regarding preparation of
the 2009 budget, staff is proposing a reorganization that will involve the elimination of four
positions in three departments, the creation of a new position, and the layoff of two city employees.
The positions proposed to be eliminated are:
b Community Center Manager (Parks Recreation Department)
Fire Marshal (Fire Department)
Code Enforcement Specialist (Community Development Department)
Building Inspector (Community Development Department)
The new position that is proposed:
Code Inspector (Community Development Department)
The recommendations are the continuation of fiscal and organizational evaluations begun during the
budgeting process in 2007 for Fiscal Year 2008. The adopted budget for 2008 included the
contracting of custodial services, which resulted in the lay -off of one employee in the Teamsters unit
based on increased efficiency and cost savings associated with contracted services. The cost savings
element was important because budget pressures in 2007 made evident by the slow -down in new
residential development, combined with the knowledge that national and state housing market
conditions would be resulting in across the board valuation reductions, were going to make the next
couple of budget cycles very challenging.
It has now become apparent that there is little reason to be optimistic of a rapid rebound in the
housing market. The assessed valuation of the average home in Rosemount was reduced by 2.8
The wide- ranging reduction of valuation has a direct correlation to tax capacity of the city's overall
tax base. The preliminary tax capacity of the community for 2009 has increased by less than 1
Consequently, the City Council will be making very difficult budgeting decisions over the next
several months.
The emerging budget challenges now require us to move toward an organizational structure that is
more efficient and more anticipatory in planning for subsequent staffing decisions related to
facilities maintenance and management.
2009 Budget and Reorganization
April 9, 2009
Page 1of2