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Building Street Equipment Funding Total
Year Item Department CIP Levy CIP Levy CIP Levy Sources Cost
1998 6 Voting Tabulators Administration 36,500 6,500 43,000
1998 Business Paiic Phase 2 improvements Comm Devlp 2,150,000 2,150,000
1998 Commercial Streetscape-Phase 1 Comm Devlp 40,000 80,000 120.000
1998 1994 Lease-Purchase(5-Years)(Gomm Center Equip) Council 22,400 22,400
1998 1995 lease-Purchase(3-Years)(City Equipment) Councii 52,800 52,800
1998 1995 Lease-Purchase(5-Years)(City Equipment) Council 29,900 29,9Q0
1998 1995 Lease-Purchase(10-Years)(City Equipment) Council 50,800 5a,800
1998 1996 Lease-Purchase(10-Years)(Aerial Fre Truck) Council 64,900 64,900
1998 Council Designated(Encumber for Streets) Council 20,400 20,400
1998 PC Printer Replacements(From 1989-91) Finance 12,000 12,000
1998 PC File Server Replacement Finance 12,000 12.000
1998 Winds Park Upgrades(ADA Upgrades) Park&Rec 25,000 25,000
1998 Winds Park Improvements(Parking Lot E�Trail) Park&Rec 50,000 50,000
1998 Erickson Community Square Improvements Park&Rec 65,000 65,000
1998 1 Radar(For Unit 50) Police 2,000 2,000
1998 2 Squads&1 4x4(Sell Back 3) Police 45,000 45,000
1998 Public Works Bldg Add'n(Year 1 of 20 Lease-Purch) Public Works 24,000 20,000 44,000
1998 Wiring to Public Works Building to Connect to Network Public Works 10,000 10,000
1998 ADA Upgrades to City Hall Public Works 30,000 30,000
1998 Structural Overlays on Older Streets Public Works 50,000 50,000
1998 12"&16"Watermain for CMC East Parcei Public Works 130,000 130,000
1998 Sections 31 &32 Trunk Sanitary Sewer Public Works 170,000 170,000
1998 12"Watermain on Highway 3-CSAH 42 to 160th Public Works 180,000 180,000
1998 South Rose Park A�ea Improvements Public Works 380,000 380,000
1998 Street Reconstruction-Chippendale-CSAH 42 to 160th Public Works 484,900 484,900
1998 Street Reconstruction-145th Street-CSAH 42 to Brazil Public Works 100,Q00 800,000 900,000
1998 Power Washer(Replace#107) Public Works 7,500 7,500
1998 Air Compressor(Replace#34) Public Works 10,000 10,000 20,000
1998 Motor Pool Van(Replace#317) Public Works 25,000 25,000
1998 Skid Steer Loader(Replace#418) Public Works 35,000 35,000
1998 Street Sweeper(Replace#443)(1-Year Lease-Purch) Public Works 90,600 90,600
1998 Section 28 Water Tower(Part 1 of 5} Public Works 300,000 300,000
Total-Year 1998 64,000 160,400 496,400 4,901,400 5,622,200
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Total Levy-Year 1998 720,800
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Buiiding Street Equipment Funding Total
Year item Department CIP Levy CIP Levy CIP Levy Sources Cost
1999 Commerciai Streetscape-Phase 2 Comm Devip 25,000 90,000 115,000
1999 1994 Lease-Purchase(5-Years)(Comm Center Equip) Council 11,200 11,200
1999 1995 Lease-Purchase(5-Years)(City Equipment) Council 29,900 29,900
1999 1995 Lease-Purchase(10-Years)(City Equipment) Council 50,800 50,800
999 1996 Lease-Purchase(10-Years)(Aerial Fire Trudc) Council 64,900 64,900
1999 Radio Replacements Fire 8,500 8,5a0
1999 Confined Space Equipment Fire 10,000 10,000
1999 Refurbish Unit#35183(Pumper) Fire 30,000 30,000
1999 Banquet Room Floor Wo�lc Park&Rec 8,000 8.��
1999 Replace Arena Skate Tile Paric&Rec 19,000 19,000
1999 Backstops(5 Pa�lcs) Park&Rec 8,000 8,000
1999 Camfield Upgrades(ADA Upgrades) Park 8�Rec 20,000 20,000
1999 4 Ha�d-Held Radios Police 3,500 3,500
1999 5 Mobile Radios Police 10,000 t0,0U0
1999 5 Emergency Equipment Replacements Police 14,000 14,00�
1999 3 Squads(Sell Badc 2) Police 42,500 42,500
1999 Public Works Bldg Add'n(Year 2 of 20 Lease-Purch) Public Works 24,000 20,000 44,000
1999 Structural Overlays on Older Streets Public Works 50,000 50,000
1999 CSAH 42 Improvements(TH 3 to Diamond Path) Public Works 425,OOQ 425,000
1999 Street Reconstruction-160th Street-AN to Biscayne Public Works 370,000 1,000,000 1,370,000
1999 Street Construction-Diamond Path-CSAH 42 to 160th(New) Public Works 285,000 425,000 710,000
1999 Street Construction-Connemara Trail(New) Public Works 1,642,300 1,642,300
1999 Paint Line Striper(Replace#113) Public Works 7,000 7,000
1999 Motor Pool Vehicle(Replace#303) Public Works 20,000 20,000
1999 Roller(Replace#132) Public Works 21,300 21,300
1999 3/4 Ton Pickup(Replace#333-Bldg Inspector's) Public Works 23,000 23,000
1999 1 Ton Pickup(Replace#331) Public Works 33,000 33,000
1999 1 Ton Pickup(Replace#334) Public Works 33,000 33,000
1999 Tac Trailer(Replace#509) Public Works 36,000 36,000
1999 Municipal Tractor(Addition) Public Works 70,000 70,000
1999 Section 28 Water Tower(Part 2 of 5) Pubtic Works 300,000 300,000
Total-Year 1999 51,000 680,000 508,600 3,990,300 5,229,900
Total Levy-Year 1999 1,239,600
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Building Street Equipment Funding Totai
Yeac Item DepaRment CIP levy CIP Levy CIP Levy Scurces Cost
2000 Commercial Streetscape-Phase 3 Comm Devip 25,000 400,000 425,000
2000 1995 Lease-Purchase(5-Years)(City Equipment) Council 29,900 29.900
2000 1995 Lease-Purchase(10-Years)(City Equipment) Counai 50,800 50,800
2000 1996 Lease-Purohase(10-Years)(Aerial Fire Truck) Caunci6 64,900 64,900
2000 Grass Pump and Tank(Repiacement) Fire 10,000 10,000
2000 4x4 Grass Rig Replacement(1989 Vehicle) Fire 24,000 24,000
2000 Suburban Replacement(1989 VehiGe) Fire 28,000 28,000
2000 Biscayne Pa�c Upgrades(AOA Upgrades) Park 8 Rec 20,000 20,000
2000 4 Radars(New#110&3 Replacements) Police 8,000 8,000
2000 6 MDTs(New#50n&4 Repiacements) Police 30,000 30,000
2000 3 Squads&1 4x4(Sell Back 3) Police 63,000 63,000
2000 Public Works Bidg Add'n(Year 3 of 20 Lease-Purch) Public Works 24,000 20,OOQ 44,000
2000 City Hall Carpet Replacement Public Works 45,000 45,000
2Q00 Remodeling in First Floor of City Hail Public Worics 50,000 50,000
2000 Expansion of Ciry Hail Public Works 125,000 t25,000
2000 Structural Ove�lays on Older Streets Public Works 50,000 50,000
2000 Street Reconstruction-Cimarron Avenue-145th to Dodd Public Works 30,000 30,000 60,000
2000 Street Construction-Erickson Parkway(New) Public Works 490,000 160,000 650,000
2000 Street Reconstructn-Dodd Blvd-Chip to Shannon Pkwy Public Works 200,000 761,000 961,000
2000 Street Construction-Connemara Traii(New) Public Works 1,470,000 1,470,000
2000 3/4 Ton Pickup(Additional Unit#341) Public Works 23,000 23,000
2000 3/4 Ton Pickup(Replace#335-Bidg Inspectors) Pubtic Worlcs 29,000 29,000
2000 1 Ton Pickup(Replace#337) Public Works 33,000 33,000
2000 Tractor/Loader/Backhoe(Replace#407) Public Works 40,000 40,000 80,000
2000 Dump Truck(Repiace#428) Public Works 100,000 700,000
2000 Dump Truck(Addition to Fieet) Public Works 100,000 100,000
2000 Section 28 Water Tower(Part 3 of 5) Pubiic Works 300,000 300,000
TotalYear-2000 244,0�0 745,000 633,600 3,251,000 4,873,600
Total Levy-Year 2000 1,622,600
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Building Street Equipment Funding Total
Year Item Oepartment C1P Levy CIP Levy CIP Levy Sources Cost
2001 Commercial Streetscape-Phase 4 Comm Devip 150,000 275,000 425,000
2001 1995 Lease-Purcfiase(10-Years)(Ciry Equipment) Council 50,800 50,8�0
2001 1996 Lease-Purchase(10-Years)(Aeriai Fire Trudc) Council 64,940 64,900
2001 PC Printer Replacements(From 1993-94) Finance 10,000 10,000
2001 PC Workstation Upgrades Finance 30,000 30,000
2001 Refirbish Unit#3590(11 Years Old) Fire 20,000 20,000
2001 4x4 Grass Rig Replacement(1991 Vehicle) Fire 25,000 25,000
2001 1/2 Ton Pickup Replacement(1990 Vehicle) Fire 28,000 28,000
2001 * Pumper Replacement(1978 Hamerly) Fire 300,000 300,000
2001 FloorScrubber Park&Rec 6,000 6,000
2001 Dallara Upgrades(ADA Upgrades) Park&Rec 20,000 20,000
2001 4 Squads(Sell Badc 4) Police 60,000 60,000
2001 Public Works Bldg Add'n(Year 4 of 20 lease-Purch) Public Works 24,000 20,000 44,000
2001 " SalUSand Building Public Works 50,000 50,000
2001 Strudural Overlays on Older Streets Public Works 50,000 50,000
2001 Street Recon-Biscayne Ave-Connemara to RR Tradcs Public Works 500,000 500,000
2001 Street Recon-Dodd Blvd-Shannon Pkwy to Delft Ave Public Works 420,000 340,000 760,000
2001 S�owblower for Skid Steer Loader(Replace#219) Public Works 4,200 4,200
2001 Van(Replace#318-Utilities Van) Public Works 25,000 25,000
2001 1 Ton Pickup(Replace#339) Public Works 33,000 33,000
2001 1 Ton Pickup/Dump Box(Replace#336) Public Works 33,000 33,000
2001 Mower(Replace#73) Public Works 63,000 63,000
2001 ' Dump Tandem(Replace#429) Public Works 90,000 90,000
2001 Jet Truck(Replace#435) Public Works 110,000 110,000
2001 • Grader(Replace#413-1986 Grader) Public Works 180,000 180,000
2001 Section 28 Water Tower(Part 4 of 5) Public Works 300,000 300,000
TotalYear-2001 24,000 570,000 537,900 2,150,000 3,281,900
Total Levy-Year 2001 1,131,900
' Propose a 10-year lease-purchase offset by a 5-year tease-purchase expiring in year 2000
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Building Street Eqwpme g
Year Item Oepartment C1P Levy CIP Levy CIP Levy Sources Cost
2002 Equipment Set-Up for 2 New Precincts Administration 6,400 11,600 18,000
2002 1995 Lease-Purchase(10-Years)(City Equipment) Council 50,800 50,800
2UO2 1996 Lease-Pu�chase(10-Years)(Aerial Fire Truck) Council 64.900 64,900
2002 2001 Lease-Purchase(10-Years)(City Equipment) Council 85,000 85.000
2002 Land for 2nd Fire Station(Get Option) Fire 65,000 65,000
2002 Tanker Addition Fire 185,000 185,000
2002 Replace Rest Room Fixtures Paric 8�Rec 12,000 12.000
2002 Communiry Center Audio Ysual Equipment Park 8�Rec 5,000 5,000
2002 Kidder Upgrades(ADA Upgrades) Park&Rec 20,000 20,000
2002 4 Radar Repiacements Police 8,000 5,000
2002 Special Tactical Equipment Police 20,000 20,000
2002 4 Squads(Sell Back 4) Police 44,000 44,000
2002 Public Works Bldg Add'n(Year 5 of 20 lease-Purch) Public Works 24,000 20,000 44,000
2002 Replace A/C and Heat Exchanger Units at City Hali Pubiic Works 30,000 50,000 80,000
2002 Street Recon-Camero Lane-Cambrian to S.Terminus Pubiic Wo�ics 41,000 59,000 100,000
2002 Street Recon-Cambrian Avenue-Lower 147th to Hwy 3 Public Works 46,000 86,000 132,000
2002 Street Reconstruction-CSAH 38-Highway 3 to Bacardi Public Works 1,076,400 152,000 1,228,400
2Q02 Motor Pool VehiGe(Repiace#305-Crown Victoria) Public Works 20,000 20,000
2002 3/4 Ton Pickup(Repiace#332) Public Works 22,000 22.000
2002 Van(Replace#319-Parks Maintenance) Public Works 27,000 27,000
2002 1 Ton Pickup(Replace#340) Pubiic Works 33,000 33,000
2002 Skid Steer Loader(Replace#420) Public Works 35,000 35,000
2002 Snowbtower for Loader(Replace#220) Public Works 60,000 60,000
2002 Mower(Replace#68) Public Works 70,000 70,000
2002 Section 28 Water Tower(Part 5 of 5) Pubiic Works 300,000 300,000
TotalYear-2002 131,000 1,163,400 736,100 698,600 2,729,100
Total Levy-Year 2002 2,030,500
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Building Street Equipment Funding Total
Year Item Department CIP Levy CIP Levy CIP Levy Souroes Cost
2003 1995 Lease-Purchase(10-Years)(City Equipment) Councii 50,800 50,800
2003 1996 Lease-Purchase(10.Years)(Aerial Fire Trudc) Council 64,900 64,900
2003 2001 Lease-Purchase(10.Years)(City Equipment) Counal 55,000 85,000
2003 PC Printer Replacements(From 1998) Finance 15,000 15,000
2003 PC File Server Repiacement Fnance 15,000 15,000
2003 PC Wortcstation Upgrades Finance 30,000 30,000
2003 Replace City Software Finance 300,000 300,000
2003 AED Unit(Defibulator) Fire 5,000 5,000
2003 New Technology Updates Fire 15,000 15,000
2003 Rescue Trudc Replacement(1970's Vehicie) Fire 135,000 135,000
2003 Erickson Upgrades(AOA Upgrades) Park 8�Rec 20,000 20,000
2003 10 Hand-Held Radio Replacements Police 10,000 10,000
2003 Lab Equipment Police 10,000 10,000
2003 3 Squads(Sell Badc 3) Police 34,500 34,500
2003 Public Works Bidg Add'n{Year 6 of 20 Lease-Purch) Public Works 24,000 20,000 44,000
2003 Snowblower for Skid Steer Loader(Repiace#219) Pubiic Works 5,000 5,000
2003 Combo Plane(Reptace#171) Public Wodcs 5,000 5,000
2003 Power Box Rake(Replace#77) Public Works 9,000 9,000
2003 Van(Replace#320-Park 8�Rec) Public Wo�ics 27,000 27,000
2003 3/4 Ton Pickup{Replace#330) Public Works 30,000 30,000
2003 1 Ton Pickup(Replace#329) Pubiic Works 33,000 33,000
Tatal-Year 2003 24,000 0 879,200 40,000 943,200
Total Levy-Year 2003 903,200
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Buiiding Street Equipment Funding Total
Year Item Department CIP Levy CIP Levy CIP Levy Sources Cost
2004 Laserfiche Equipment 8�Software Administration 25,000 25,000
2004 1995 Lease-Purchase(10-Years}(City Equipment) Council 50,800 50,800
2404 1996 Lease-Purchase(10-Years)(Aerial Fire Truck) Council 64,900 64,900
2004 2001 Lease-Purchase(10-Years)(City Equipment) Council 85,000 85,000
2004 Hose Replacement Fire 6,000 6,000
2004 Pumper(Replace 1963 Pumper) Fire 335,000 335,�00
2Q04 Replace Community Center Mechanical Equipment Park&Rec 5,000 5,000
2004 Community Center Carpeting Partc&Rec 8,000 8,000
2004 Replace Arena Ice Resurfacer Park 8�Rec 50,000 25,000 75,000
2004 7 Emergency Equip Replacements Police 25,000 25,000
2004 4 Squads&3 Mid-Sizes(Sell Back 4) Police 104,000 104,OOU
2004 Public Wo�ics Bldg Add'n(Year 7 of 20 Lease-Purch) Public Works 24,000 20,000 44,000
2004 Street Reconstruction-Akron Avenue-CSAH 42 to IGH Public Works 600,000 242,025 842,025
2004 Water Reel Irrigation(Replace#93) Public Works 11,000 11,000
Total-Year 2004 37,000 600,000 756,700 287,025 1,680,725
Total Levy-Year 2004 1,393,700
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Building Street Equipment Funding Total
Year Item Oepartment CIP Levy CIP Levy CIP Levy Sources Cost
2005 1995 Lease-Purchase(10-Years)(City Equipment) Council 50,800 50,800
2005 1996 Lease-Purchase(10-Years)(Aerial Fire Truck) Council 64,900 64,900
2005 2001 lease-Purchase(10-Years)(City Equipment) Council 85,000 85,000
2005 PC Printer Replacements(From 2001) Finance 12,000 12,000
2005 PC Workstation Upgrades Finance 30,000 30,000
2005 New Fire Station#2 Fire 2,500,000 2,500,000
2005 4x4 Grass Rig Replacement Fire 30,000 30,000
2005 Computer Upgrade Police 25,000 25,000
2005 4 Squads(Sell Back 3) Police 68,000 68,000 }
2005 Public Works Bldg Add'n(Year 8 of 20 Lease-Purch) Public Works 24,000 20,000 44,000
2005 Aerator(Replace#158) Public Works 5,000 5,000
2005 Sprayer(Replace#41) Public Works 5,000 5,000
2005 Trailer(Replace#509) Public Works 6,000 6,000
2005 Shop Hoist(Replace#1) Public Works 9,000 9,000
2005 I.oader(Replace#419) Public Works 230,000 230,000
Total-Year 2005 24,000 0 620,700 2,520,000 3,164,700
Total Levy-Year 2005 644,700
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Other
Building Street Equipment Funding Total
Year Item Department CIP levy CIP Levy CIP Levy Sources Cost
2006 1996 Lease-Purchase(10-Years)(Aerial Fire Trudc) Council 64,900 64,900
2006 2�01 Lease-Purchase(10-Years)(City Equipment) Council 85,000 85,000
2006 Refurbish SCBA Compressor Fire 5,000 5,000
2006 SCBA Unit ReplacementslUpdates Fire 10,000 10,000
2006 SCBA Unit ReplacementslUpdates(Mandated) Fire 25,000 25,000
2006 Radio Replacements Fire 85,000 85,000
2006 Replace Skate Sharpener Park&Rec 10,000 10,000
2006 Repiace 5 Mobile Radios Police 5,500 5,500
2006 Otfice Fumiture Replacement Police 7,500 7,5Q0
2006 10 MDTs(All Replacements) Police 44,000 44,000
2006 5 Squads(Seil Back 4-1 Addition) Police 94,000 94,000
2006 Pub�ic Works Bldg Add'n(Year 9 of 20 Lease-Purch) Public Works 24,000 20,000 44,000
2006 Street Reconstruction-Dodd Boulevard-132nd to 120th Public Works 396,400 365,000 761,400
2006 Combo Plane(Replace#173) Public Works 6,000 6,000
2006 Front Mounted Snowblower(Replace#221) Public Works 7,000 7,000
2006 Highway Shoulder Machine(Replace#135) Public Works 10,000 10.000
2006 Slit Seeder(Replace#154) Public Works 12,000 12,000
2006 70KW Standby Generator(Replace#54) Public Works 30,000 30,000
2006 Paver(Replace#128) Public Wo�ks 30,000 30,000
2006 Mower(Replace#73) Pubiic Works 80,000 80,000
Total-Year 2006 24,000 396,400 610,900 385,0�0 1,416,300
Total Levy-Year 2006 1,031,300
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Other
Buiiding Street Equipment Funding Total
Year Item Department CIP Levy CIP l.evy CIP Levy Sources Cost
2007 2001 Lease-Purchase(10-Years)(City Equipment) Council 85,000 85,000
2007 ? 2006 Lease-Purchase(10-Years)(City Equipment) Council 85,000 55,000
2007 Hurst Jay&Rams(Replace Originat Equipment) Fire 12,000 12,000
2007 4x4 Grass Rig Repiacement(2001 Vehicle) Fire 30,000 30,000 ;
2007 4x4 Grass Rig Replacement(1997 Vehicle) Fire 35,000 35,0�0
2007 Replace 5 Mobile Radios Police 5,500 5,500
2007 10 Hand-Heid Radio Replacements Police 8,000 8,000
2007 8 Radar Replacements Police 12,000 12,000
2007 4 Squads(Sell Back 4) Police 70,000 70,000
2007 Pubiic Works Bldg Add'n(Year 10 of 20 Lease-Puroh) Public Works 24,000 20,000 d4,000
2007 Compactor(Replace#103) Pubiic Works 9,000 9,000
2007 Dump Truck(Replace#42� Pubiic Worics 100,000 100,000
Tatal-Year 2007 24,000 0 451,500 20,000 495,500
Total Levy-Year 2007 475,500
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Grand Totai-All Years 647,000 4,315,200 6,231,600 18,243,325 29,437,125
Grand Total Levy-Ali Years 11,193,800
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1997 Goal Setting
May 16, 1997
9:00 a.m.
9:00 Arrival - coffee and donuts
9:05 Review last years goals.
9:45 Review 1997 Department Goals
10:45 Break
11:00 Review citizen survey results.
12:00 Lunch (Discussion:}
- Fire Dept. Proposed Policies.
- Per diem {Joan).
12:30 Review proposed 1998 - 2007 C.I.P. prioritize C.I.P. projects,
identify other priorities, issues and 1998 goals.
1:45 Break
2:00 Continue discussion.
4:00 Adjourn.
' � ROSMOUNT CTTY PROCEEDINGS
SPECIAL COUNCII. MEETIl�TG
MARCH 8, 1996
Pursuant to due call and notice thereof a special meeting of the City Council of the City of
Rosemaunt was duly heid on Friday, Mazch 8, 1996, at 9:40 a.m. at the Rosemount Community
Center.
Mayor Busho called the meeting to order with Councilmembers Andersan, Wippermann, Carroll
and Edwazds present. The following city sta�members were present: City Administrator Burt,
Administrative Assistant Walsh, Public Works Director Osmundson, Finance Director May,
Community Development Directar Rogness, Police Chief Knutsen,Fire Chief Aker and Pazks&
Recreation/Community Center Director Topitzhofer.
The purpose of the special meeting was to conduct a goai setting session for city council and staff
members.
City Administrator Burt reviewed issues and goals that were discussed at a 1994 goal setting
session. It was also noted that goals set by city councils in years prior to 1994 did not di�er
greatly from current issues and goals.
The following issues and goals were discussed at the meeting:
Economic Development:
(a) MIlZTS: Rosemount is now considered the best location. Positive reasons for having the
business are: (1)use of nonproductive land on U of M properiy; (2)possible increase in
tax base and employment opportunities; (3) possibly eliminate downtown railroad lines;
(4) possible reconstruction of 164th Street; (5)container fees city would receive. Council
directed staff to continue this project, explore positive and negatives of the project; and to
estimate costs for providing city services to the site.
(b) Business Park Development: Discussion was held on the Cannon project and other
companies who have indicated interest in the business park. Discussion was aiso held on
expanding the business park, and whether the city should be involved in future buying and
selling of land for business park properties.
Downtown Redevelopment: Within the next few weeks, Council will be provided with time lines
for implementing and completing redevelopment of the downtown area. Staff recommended that
a consultant be hired to put together the plan. Items that can be identified in the plan are
streetscapes, lighting, reducing access points, off street parking or close off streets, parkways or a
possible theme. Some of the funding could be through utility franchise fees or street light fees.
The Council agreed the plan needs to be completed as soon as possible, utility franchise fees are a
viable way to help fund the project and implementation should begin in the near future. Council
were opposed to any extreme theme styles for the downtown and felt more traditional styles
would be the most appropriate.
� ROSMOUNT CTTY PROCEEDINGS
SPECIAL COUNCII. MEETIlVG
MARC$8,1996
. Air�ort Relocation: City Council unanimously reinforced their opposition to the relocation and
land banking.
�tesponsive Government: City administrator was directed to put together costs for providing
recorded meetings to the residents by cable. Concerns were expressed that in the very near future
cable will be outdated. City staff is working on developing a homepage on the Internet. It was
the general consensus of the city council that customer service at city hall has greatly improved.
�iscal Responsibilitv: Citq sta�is working on obtaining a certificate of achievement for the city's
financial statements. Staff has begun working on a ten year CIP and financial forecast. Finance
Director Ma.y explained a proposed restructuring of the following funds: severance and retirement
fund; paid-up debt service bond fund; and CIP fund.
�[anaged Growth: Discussion was held on the cost for expanding MUSA to industriai areas.
Water towers and infrastructure would be expensive. Council agreed expansion of i�IUSA for
industrial development wouid have to be weighed against cost for providing city services.
Discussion was h�ld on the Keily Trust property and the need to have it rezoned from AG to R-1.
Council agreed this area should be developed with more expensive or"executive" priced homes,
and minimum lot standards need to be reviewed in the near future.
� Code Enforcement: Council agreed that code enforcement of home and businesses need to be
done on a uniform basis throughout the city. New businesses need to be informed of code
regulations. Discussion was held on the sign ordinance, and the need for it to be updated.
'1'ublic Safetv: Police Chief Knutsen updated the city council on the department's emphasis on .
community policing, continued participation in the East Local Collaborative program and
continued participation in the Sa:fe and Sober Program. Council concurred the recently adopted
policy on use of city vehicles was appropriate.
�ity Elections: Discussion was held on changing the city's election from odd year to even year.
The advantages are cost savings, staff time, voter convenience and higher voter tumout.
Disadvantage is the possibility of the voters not being aware of the city election during state and
presidential elections and not being prepared to vote for city offices. Scenarios were reviewed on
how the transition from odd year to even year could be accomplished. Discussion was also held
on changing the mayoral term from two years to four years. Council requested additional
information.
�S,pecial Events: Discussion was held on funding and staff time allocated to the various special
events; i.e. Leprechaun Days, Taste ofRosemount, Share the Spirit, Haunted Woods, Halloween
Party, Easter Egg Hunt, Spring Clean-up, Sand Box bays, Miss Rosemount Pageant, etc. The
question was raised as to which events are city sanctioned events and which are not. It was noted
that a great deal of staff time, including overtime pay, and use of city equipment are involved with
2 I
R4SMOUNT CITY PROCEEDINGS
SPEC7AL COUNCII. MEETIl�iG
MARCH 8, 1996
most of the events. Requests have been made from organizations to have fees waived or reduced
for community-related events at the community center. Council agreed that the organizations
sponsoring events need to be notified of the cost involved and it was suggested that the city begin
phasing out its assistance, when appropriate, in these events.
Assessment Policy: Council agreed a special work session should be held to review the existing
policy and to look at possible revisions. Staff will prepare options for consideration.
�idewalks: Council generally agreed that sidewalks should not be installed on every new street but
certainly on the main streets. Staff should continue following the parks master plan for bike and
hiking trails.
Parks: Council reconfirmed their decision to pursue acquisition of the Kelly property for the
prairie area. Council agreed the park structure at Erickson Community Squaze should be a shelter
but more upscale because of its location to city hall. Discussion was held on a family resource
center in the triangle azea of Shannon, 145th Street and Dodd. The proposed site was identified,
and it was suggested that sta�look at other sites in the area. Concerns were expressed about
future funding for maintaining the facility. It was felt that over time, the city should phase out of
operating or maintaining the center. I��
Citizens' O inion Surve : It has been veral i I'
se ears since a ublic surve on c services was
o v Y P Y tY ,
done. Council agreed a survey should be done. '
SeQric Svstem Ordinance: Informational meetings for owners of septic systems are being
conducted, and staff will present the final ordinance for council adoption in the near future.
�
Revise Zoning& Subdivision Ordinances: Discussion was held on the need to update the two
ordinances. The current zoning ordinance doe�nclude the conditional use process. Council was
in favor of incorporating the conditional use process in the zoning ordinance. Although the
subdivision ordinance is older than the zoning ordinance, Council felt that the zoning ordinance
should be revised first.
Up�rade of Software: Council were informed of the need for the city's financial softwaze to be
updated. The current software is out of date and designed for smaller cities. Staff has reviewed
LOGIS software which several cities in the metropolitan area use. Staff will continue to contact
softwaze companies.
Space Needs: Staff has begun looking at the appropriate use of the current fire station. It was
agreed the facility needs study is a good tool for determining the city's space needs.
By a unanimous vote of the city council, the meeting was adjourned at 6:00 p.m.
Respectfully submitted,
Susan M. Walsh, City Clerk
3
�
' l � �
City Council Goals
DEPART1�l�'NT GO.ALS
ECONOMIC DEVELOP�NT
Commercial& Industrial Growth.
Tax base.
Diverse Services.
Business Park development
Encourage head of household Jobs.
Moniior:YIIRTS.
Continued business park developmentlpossihle Pxpansion.
DOWNTOWN REDEVELOP'V�NT
Strengthen business climate.
Implement plans.
Complete long range plans for commercial centerredevelopment and street scape.
�IRPORT RELOCATION
Aga.inSt it.
�2ESPONSIVE GOVERNNtENT
Newsletter.
Internet.
Cable TV.
Customer service.
Evaluate parks and recreation brochure�cily newsletter.
Increase recreation program offerings to youth teens and adults.
Introduce weekday teen program
Develop scholarship program for recreation.
FISCAL RESPONSIBII.TTY (ACCOUNTABII,TTYI
Value of ta�ces to services.
Obtain Certificate ojAchievement for financial statement
Complete ten year CIP.
Complete ten year ftnancial forecast
MANAGED GROWTH .
Co►nplete and adopt storm water management ptan
Evaluate:1IUSA eztension.
Develop policy for industrial development outside of�i1USA.
CODE ENFORCEMENT
Review arcd monitvr e.f'f'eciiveness of housing maintneace code
Strengthen code en�'orcement
PUBLIC SAFETY
Continue working on crime free multi-housing program
Continue to work with mvners, caretakers and landlords of rental housing.
Emphasize community policing progrum
Continued participation in the East Local Cvllaborutive Program
Continued participation if the Safe And Sober Program.
POLITICAL/POLICYDIRECTION,-�VD DECISION
Elections
Change elections from odd to even year.
Change mayoral term from two to four yea�x
Special Events
Identi,fy city and Sta}'fs role
Limit numher of hours of sta�'f time
Assessment Policy
Direction on content of policy.
Sidewalks
Evaluate where do they go (should they be part of all new subdivisions).
Evaluate maintenance and Replacement(.S$$!)
Parks.
Pursue Kelly Acquisiiion (prrurie area)
Complete Erickson Community Square shelter.
Direction on Dodd Triangle park-family resource center.
Adopt septic system ordinance
Revise Zoning & Subdivision Ordinances I,
Acld Conditional Use permit categories in zoning code '
Opinion Survey.
IIYTERIYAL
Review upgrade to C'uy's software(LOGI.S).
Limitations with fina�cia� udlity billing labor�stribution, and building permit
softw�
Evaluate space needs-who�noves to the old fire stotion?
Prepare a recommendalion on use of space and review long range facility plan.
RePair�ng facility-redirec�ion of funds
x
.
�
�
MEMORANDUM
DAT'E: January 18, 1996
TO: Thomas Burt, Ciry Administrator
FROM: Jim Topit�hofer, Director of Parks and Recreation/Community Center
SUBJECT: Departrnent Goals
I have attached a list of department goals for 1996. The staff has reviewed these
goals and aze excited about the upcoming year. Please use these goals as needed far
the City Council Goal Setting Session.
�
� ' R4SEI�IOUNT PARKS AND RECREATION
1996 GOALS
DEPART1�IEiYT ADMIMSTR�iTION: FACII.ITY:
• Reorganize Department. (Ttm} • Develop preventative maintenance
• Revise Employee Manual. (r� program. (Dave)
• Revise files. (Nancy) • Renegouate Vending Agreement (Dave)
• Renegodate lease with National Guard. • Implement Rifle Range (Tim)
(Jim) • Consuuct lighted outdoor building sign.
{Tim)
MARI�ETING:
• Develop promotion plan. (All) PARKS:
� Increase weekday business rentals. (Dana, • Pursue Kelley Acquisition. (Jim)
J'un) • Be�in construction of Erickson Community
• Evaluate brochure. (Tim, Dan, Lacelle, Square. (Jim)
Nancy) • Design park in McNamara Properry. (Jim)
• Evaluate customer service. (All) � Design and construct sheiter in Dodd
Triangle. (Jim)
ARENA:
• Complete solicitation of arena advertising.
(�'om)
• Develop Arena Preventive Maintenance
Program. (Tom)
� Reduce Energy Consumption through
Special Programs. (Tom) �
PROGRAA�1:
� Increase program offerin�s in azeas of
youth, teen, and adult. (LaceIIe & Dan)
• Introduce weekday teen program. (Dan)
• Complete program evaluations in timely
manner and determine service levels.
(Lacelle, Dan)
• Develop scholarship program. (Lacelle &
Dan)
• Investigate Day Camp at Navy Base (Dan)
1996 GOALS FaR COMMUNITY DEVELOPMENT OEPARTMENT
Rosemount, Minnesota
1. � omolete �substantialiyl'lono ranae Alans for.
• Downtown redevelopment .
• Stom�water management
• MUSA extension
' 2, pn�ose o�dinance amendments includina .
- • New ordinances (se�tic systems; aduit use; PUO; storage tanks)
• Pubiic hearings (eliminate for site pian review)
• Environmental issues (tree preservation; steep slopes; erosion controO
• • Lot standards (supplementary setbac,ics; cui-cfe-sacs; lot coverage}
• PerfoRnanc� standards (cluster housing; rural density; paricing iots)
• New zoning districts (canservancy; PD-R; 1P; repeai RL)
� Conditional use permit categories in Zoning districts
• Clarifica#ions (non-cor�forming uses; shoreland; intersection spacing)
i Buiiding codes {Chapter 9; contractor licensing)
• Subdivisions (new eng. standards; minor subd. proc�ss; trails/sidewalks)
3. lmplement or monitor activities related ta proiects includina:
• Livable Communities Act
• Downtown redevefopment (HRA project and other potentials; strestscape)
• Septic system ordinance
� Business park development/expansion
• Comprehensive Guide Plan implementatio� section
• MIRTS
• Kelly property zoning and site development £
4. Fvaluate servicestssues related to: �
• Staffing fevels (building inspection; clerical; intemships) , "
• Departmental policies
• Central filing system for the department
� IrrFormational handouts, cf�ecfclists and permits
• Computer capabilities (permit system; training;:hardware)
• Building division task analysis :_ � �
5. romplete analysis of financiai issues related ta
• UBC fee schedule {1994) for building permits
• Fees for sprinkter/alarm systems
• 1996 budget for the department and 10-year CIP
• TIF options for downtown redevelopment district
• Loch/B1ake loans
6. Initiate new p%�ects/procedures related ta
• Intemal/extemal communications and public relations '
O Mapping ... official zoning map, GIS and future tights-of-way '
• Policy for industrial uses outside the MUSA
• Site plan review process ... landscaping, lighting and signs
• Overall code enforcement
�►co�crM
DATE: January 19, I996
TO: Tom Burt
FROM Sue Wals�
SLTBJ: Items for Goai Setting Session
Chaning city elections from odd year to even year.
Changing mayoral term from two years to four years.
Discuss city's rale or city sta�s role in community events; i.e. Leprechaun Days, Taste of
Rosemount, Share the Spitti�Also discuss the number of hours of staff time thax is involved.
City Facilities: Wluch department moves to oId fire station?
Discuss going with LOGIS or purc�asing new soflware. .
MEMO
TO: TOM BURT, C1TY ADMINISTRATOR
FROM: BUD OSMUNDSON, CITY ENGINE�R/PUBLIC WORKS DFRECTOR
DATE: JANUARY 18, 1996
RE: DiSCUSSION ITEMS FOR GOAL S�TTiNG S�SS10N WITH COUNCiL
The foilowing items are discussion items for the Goal Setting meeting which Public
Works would like discussed with ttie Councii:
1. Pubiic Works Maintenancs Buiiding and yard area - This is in regards to the
repiacement of the fue! tanks and the possibility of moving Public Works to the
old Fire Hail next year. The entire yard area nesds to be faid out and/or
discussed. We should dis�uss the results of the Space Nesds Study that was
completed in 1990.
2. Future sireet improvement projects and the assessments.
3. The service levels provided by Public Works and especiaily the times spent on
special events and maintaining athletic facilities.
4. The City should have a better overall policy addressing sidewaiks, including � '
where they go {shouid they be instailed in all new subdivisions?), maintenance ',
and replacement. Funding for such maintenance and replacement should be '
discussed. Council Member Anderson suggested this item be discussed after
the lnformational Mesting for Lower 147tfi Street and Cameo.
.
MEMORANDUM
DATE: December 20, 1995
T0: Thomas 0. Burt, City Administrator
FROM: Jeff May, Finance Director
SUBJECT: Finance Department Goals fo� 1996
Listed below are goals that i am setting fo� myself and for my department fo�
1996. Many of these goals are things that have besn started but unfinished in the
past due to many different reasons. Hopefully, this coming yea�, with a new staff
that becomes mo�e comfortabie with their individual responsibilities, l will have
time, with their help, to complete these "iong-term" items.
1) Compiete tt�e work necessary on our financial statements to apply for and
realize the Certificate of Acl�ievement for Financiai Reporting. For many
years this was not an option because our audit was quaiified(lacic of fixed
assets). The last couple of years, I have tried to work with our auditors in
preparing for the day when we could compiete ail of the work necessary to �
apply. Hopefuily, the 1995 audited financial statements will meet the I
requirements. ,
2) Complete a 10-year anatysis on the General Fund revenues and expenditures.
This is something that you have aslced for the last year. I've had many
pretty good excuses, but the bvttom line is that I nesd to take the time to
get it done! •
31 Finish working with CIT in completing the upgrades to ou� PC's. This is a
continuation of the hardware upgrades that you and I completed this fiall.
Getting all machines equipped with windows and mice and having menus
modified to each individua! user wiil allow us to get close to the "90's".
When this project is completed, 1 hope to be able to just "maintain" what we
havelas much as possibfe} at least until 1997.
4} With your assistance, begin the process of devefoping a 10-year Capital
Improvements Program. As we have seen the last couple of years, a 5-year
CIP just doesn't seem realistic for our City. Maybe by looking out ten years
we will be able to develop a plan that will help guide us through the coming
years in a more practical manner.
5� Coordinate the efforts necessary to get the debt issued for the fire station,
the Cameo/Lower 147th Street project, and all other projects that may come
up in 1996.
6) Look at possible ways of improving the budget format. I am comfortable
with the fo�mat the way that it is, but if ihere are things to be improved
upon I would like to think that I can accommodate.
a
R08Eri0UI�JT POLICE DEPARTMENT
MEPSSO
TO: Thomas Burt, City Administrator
B'ROM: Elliel Rnutsen, Chief of Police
DATE: January 26, 1996
SIIBJECT: Goals for 1996
1996 will be the year the palice department will take an active
partnership role in the community. Besides the basic police
service which must be provided, we have already started programs
such as:
CRSME FREE MIILTI-HOIISING PROGRAM Police working with owners,
caretakers and landlords of rental housing units.
COI�Il�IIINITY POLICING PROGRAMS Increasing hours to be spent with
direct contact with neighborhoods, schools and public gatherings
through the liaison, DARE, community service and juvenile �
off icers.
EAST LOCAI, COLLABORATI4E PROGRAM Involvement with a newly
organized group consisting of Social Services, all schools, RAP,
Dakota County Employment & Economic Services, Public Health and
others to provide assistance to anyone in nesd of special
services.
SAFE AND SOBER PROGRAM This program is a grant from the State of
Minnesota for reimbursement of overtime for officers to be used
for extra traffic patrol on our streets and highways. Rosemount
led the state in T995 and we will strive to continue in 1996 to
make our roads as safe as possible.
My goal in 1996 is to continue to build a strong, motivated and
happy relationship with all department personnel. The results
are obvious as were displayed in our officers performance in
1995. Motivators such as requests for special training, newest
equipment, individual interests and suggestions will again be
encouraged this year.
Decision Resources, Ltd.
April, 1997
EXECUTIVE SUMMARY
City of Rosemount
Methodology:
This study contains the results of a telephone survey of 401 randomly selected residents of the
City of Rosemount. Survey responses were gathered by professional interviewers between '
February 8 and March 3, 1997. The average interview took thirty-one minutes: In general,
random samples such as this yield results projectable to the entire universe of adult Rosemount
residents within f 5.0 percentage points in 95 out of 100 cases.
Residential Demographics:
At present, Rosemount's growth rate has slowed somewhat from the 1988-Y9891eve1. Sixteen
percent of the residents reported moving to the community within the past two yeazs; eight years
ago, almost twenty-five percent were new-comers. Almost one-half of the residents have lived in
Rosemount for three-to-ten years, while thirty-eight percent lived there for more than ten years.
The median residential longevity proved to be 8.3 yeazs. Seventy-one percent of the residents
also anticipate staying for at least a decade,if not longer; a result more consistent with mature
suburbs than fast-growing suburbs, where greater transience is the rule.
Rosemount does not evidence any major infl�of families from the Twin Cities. Instead, it
principally draws from three main sources: first, other Dakota County suburbs, at thirty-five
percent; then, areas across the remaining six Metropolitan Area counties, at eighteen percent; and
finally, outside Minnesota, at nineteen percent. In the previous study, these locations provided
relatively equal segments of the city's population; now, clearly, Dakota County migrationhas
become dominant. Ratlier than functioning in the traditional role of a suburb which relies upon
the core city for its in-migration, Rosemount draws laterally from other suburbs and from more
disparate areas.
Senior households composed nine percent of the community's residences. School-aged children
could be found in fifty percent of the households,while pre-schoolers resided in twenty-one
percent. The average age of an adult resident was found to be 41.5 years old. In fact, thirty-five
percent of the population lies in the 35-44 yeaz age range. Married couples with school-aged
children were again the typical household within the city.
Ninety-five percent of the sample reported owning their current residence. Single family homes :
were the residences of eighty-seven percent of the sample; townhouses were at six percent, while �'�,
mobile/manufactured homes accounted for four percent. !
Decision Resources, Ltd.
April; 1997
While a
White Collar
ma'orit exi
� y sts in Rosemount, Blue Collar workers accounted for�ust
under one-quarter of the households. Professional-Technical and Owner-Manager households
numbered forty-one percent, while Clerical-Sales households were another twenty-two percent.
Retirees were an additional nine percent. This occupational structure is reflected in the
educational achievement of residents: forry-four percent had graduated from college, while
sixry-five percent had af least attended some college, if not graduated. The median yearly
household income proved to be$58,500, almost double the level reported in the 1989 study.
Quality of Li,f'e:
Rosemount citizens were again generally contented with their community. Ninety-one percent
approved of the quality of life there; thirty-four percent, strongly so. This level of appraval,
though, was somewhat above the current Metropolitan Area norm of eighty-six percent.
Residents were drawn to the city for many reasons--high quality schools, rural and small town
ambience, housing, family, and nearby employment opportunities. Even today, eighty-two
percent still rate the community "excellent"ar"good" on the characteristics which initially
attracted them.
When Rosemount was thought about in general terms by its residents, it was small toum
ambience and the nual country-like atmosphere which again came quickly to mind. Those
images together were posted by almost one-half of the sample. When asked what they liked mast
about the community, residents also added convenient location, nice people, and good schools to
the mix. As in the eazlier study, it was aiso the future protection of these values which provoked
the most unrest in the citizenry. Thirty-two percent ofthe respondents were very critical of the
rapid growth taking place in the community, an increase of ten percent since 1989, while crime
was cited by twenty percent and high taxes by nineteen percent. One issue which no longer
seemed as consuming in this survey was the objection to slow growth,particularly with respect to I
commercial and retail opportunities. '
A major shift occurred with respect to the perception of Rosemount as a small town or a suburb.
In 1989, sixty-eight percent of the sample saw Rosemount as a small town, while only
twenty-seven percent felt it was a suburb. Now, forty-four percent see it as a suburb, while forty-
three percent still feel it is a small town. Reactions to growth, in addition to the expansion of
neighboring suburbs has created this change in opinions.
Page 2
Decision Resources, Ltd.
April, 1997
Connectedness and Community Spirit:
Connectedness to the city has somewhat weakened in the interim between the two studies. Only
thirty-two percent reported"real ties"to the entire community, while forty-four percent felt
strong ties to their neighborhood only, and twenty-one percent felt totally disconnected. Even so,
eighty percent rated the general sense of community among Rosemount residents as "excellent"
or"good,"citing "community spirit"and"friendly people." Along these lines, the Irish theme of
Rosemount was considered to be at least"somewhat important"by fifty-nine percent of the
sample; in fact, twenty-six percent saw it as "very important."
Most residents of the city are justifiably proud of its small town atmospherics. But, in
questioning, it became clear that the small town ambience is linked to the friendliness and
neighborliness of Rosemount residents rather than physical features of the community. This
result strongly suggests that decision-makers must afford residents the opportunity to interact in
community-spirited ways.
Development Issues:
In 1989, there was a lack of operating consensus about rate of future development that was best
for Rosemount: forty-seven percent preferred preserving rural chazacter at the cost of slower
economic growth,while forty percent chose pursuing economic development at the cost of
increased suburbanization. Currently, somewhat more residents, fifty-two percent, indicated
slower growth, while fewer,thirty-four percent,preferred aggressively pursuing development. �
Even so, forry-seven percent regarded the last five years of change in Rosemount as"for the
better." And, from a more pazochial perspective, eighty-nine percent felt the appearance of their I
neighborhood was either"excellent"or"good." '
When asked to evaluate various aspects of the quality of life in Rosemount, residents gave both
"high-to-average"as well as"average-to-low" grades. The community was deemed as a good
place to find housing which fits most budgets and lifestyles, an excellent place to raise children,
and a good place to retire. It received low-middling ratings as a place to start a business. Much
lower ratings were awarded Rosemount on the availability of full-time head of household jobs.
In determining future economic development strategy, one priority should be assigned: jobs
creation.
Opinions about the future development of the acreage owned by the University of Minnesota
were varied. Thirty-three percent most preferred agricultural use, while nineteen percent favored
housing, fourteen percent chose industrial, and eleven percent, commercial. In opposing
particular land uses, twenty-six percent indicated"industrial,"while twenty-one percent cited
housing. These results suggested that multiple uses, including agricultural, should be considered.
Page 3
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Decision Resources, Ltd.
April, t 997
As nearby suburbs have grown quickly during the past ten years, a general concern has developed
in Southern Dakota County about over-population. Residents were asked if they would cap the
city's population at some level in the future. Forty-one percent would halt growth at some level
between 12,501 and 20,000 residents. The median level suggested was 18,875, smaller than
either Lakeville or Inver Grove Heights. Obviously, residents who saw the community as a rural,
small town settlement tended to support levels even smaller than this average figure.
There was a general lack of use in current public transportation systems. Only three percent had
used the Rosemount Park and Ride Lot, while two percent had used the Apple Valley Park and
Ride Lots. While seventy-eight percent had heard of MVTA bus services, only seven percent
reported ever using them. These results were consistent with other outer ring Metropolitan Area
communities.
On other development issues, Rosemount residents are balancing the need for jobs in the area
with the desire to maintain the rural, small town nature of the city. When queried about the type
of development they would prefer, twenty-five percent of the respondents opted for industrial,
twenty-four percent, for commercial, fifteen percent cited residential, and twelve percent favored
retail development. Fifty-two percent favored pursuing additional heavy industrial development
in the Pine Bend Area, while thirty percent opposed it; these results reflected a slight increase in
support since the 1989 study. Opposition was fizrther reduced,though,to twenty-one percent, if
the resulting expanded tax base would keep residential property taxes lower.
Residential opinion about the commercial and shopping areas in the City of Rosemount revealed �
a number of strengths and one key weakness. Residents particularly liked the location of these �
areas, and particularly found the Downtown Area to be pleasant. But, almost one-half of the
sample felt that more variety of shopping opportunities was needed.
Evaluations of past zoning and land use decisions by the City remained lower than the
Metropolitan Area norm. Fifly percent, about ten percent below the norm, approved of past
decisions; however,twenty-nine percent were unable to answer the question, due to a lack of
information. The rate of growth in the community was the primary criticism expressed. Only
forty-seven percent felt there was an adequate opportunity for input; a relatively high twenty-
seven percent thought those opportunities were inadequate. The process, then, continued to need
some re-examination to insure both the perception and reality of residential participation.
The general direction of past decisions, however, came under far less criticism. Fifty-seven I
percent felt that the pace of development was about right for the community, while twenty-four ''
percent considered it to be"too rapid." Fifty-five percent viewed development across the city as '
well-planned for the future. A strong eighty percent of the citizenry also viewed housing as
offering residents a wide choice. Again, there was some criticism about the decision-making
process, rather than the results of the process.
Page 4
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De s on Resources Ltd.
,
A ril 1997
P
,
Residents took a moderate approach to future housing construction. Fifty-nine percent supported
keeping the cunent minimum lot size at 10,000 squaze feet; however, thirty-four percent favored
a larger minimum. In fact, a solid eighty-six percent opposed the City of Rosemount following
the Metropolitan Council's recommendation to allow higher population densities and smaller lot
development within the community.
A seventy percent majority favored the development of a housing maintenance code to preserve
and enhance those azeas where housing was old or needed additional upkeep or repair. In fact,
almost one-third of the community "strongly favored" the housing code. A relatively small
twenty-one percent opposed this type of code.
When residents considered the pace of the City's street and utility reconstruction program during
the past five years, general satisfaction was evident. In fact, seventy-two percent felt it should
continue at"about the same pace." But, more dissatisfaction was evidenced on the City's storm
water utility fees. Seventy-one percent reported awareness with the method used to fund sanitary
sewer and storm drain reconstruction projects. But, opinions about the equitable nature of the
utility fee split: forty-two percent felt that basing the charge on the quantity of run-off from a
property was not equitable, while thirty-nine percent felt the opposite. In light of this spiit, the
City may wish to re-examine the basis for the storm water utility fee calculation.
Tax Climate:
Between 1989 and 1996,there has been a deterioration in the tax climate in Rosemount. By a
fifty-five percent to thirty-two percent verdict, residents opposed a property tax increase to
maintain city services at their current levels. In 1989, a majority supported such an increase. In
addition, fifty-four percent regarded the property taxes they paid as"very high" ar"somewhat
high" in comparison with nearby areas. These reactions,though,were consistent with findings in
Dakota County communities to the west and north of the city.
City Services:
In assessing city services, residential opinions ranged from impressive favorable to disturbing
critical. Among those offering evaluations,the playing condition of athletic fields in city pazks,
fire department response time to calls, 911 emergency response time to calls, community
festivals, and hockey and ice skating programs and facilities at the Community center were given
approval ratings of ninety percent or higher. Over eighty pereent approved of the maintenance of
street lights, removal of litter from city streets,parks, and trails, condition of picnic facilities and
play equipment in city parks, police response time to calls,enforcement of traffic laws by police
departments, and outdoor skating rinks. These were exceptionally high ratings. Low seventy
Page S I
Dec�sion Resources, Ltd.
April, 1997
percenf range approval ratings characterized snow and ice removal on city streets, as well as
building inspection and obtaining permits. Over sixty percent rated the quality of drinking water,
code enforcement on long grass or trash in their neighborhood, code enforcement on housing
maintenance, patrolling of their neighborhood by police, and animat control programs as either
"excellent"or"good." Lowest on the list, fifty-nine percent rated the"maintenance and repair of
city streets" approvingly. These latter to groups of services should be viewed more critically, as
their satisfaction levels were significantly below Metropolitan Area norms:
City code enforcement was also assessed. For the most part,solid majorities felt that code
enforcement with respect to animal control, garbage disposal,junk cars, messy yazds, and noise
was "about right." However, thirly-two percent of the respondents rated the enforcement of junk
caz ordinances as "not tough enough"and twenty-four percent felt similarly about the
enforcement of ordinances on"messy yazds."
City Government and City Staff
Sixty-three percent of the citizens felt they "could have a say about the way the City of
Rosemount runs things." Only twenty-eight percent, far below the suburban norm, felt they were
unempowered.
A high forry-six percent reported knowing"a great deal"or"a fair amount"about the work of the
Mayor and City Council. And, more impressively, in spite of this greater than normal knowledge
base, sixty-six percent"approved"of the job of the Mayor and City Council, while only ten �
percent expressed"disapproval." This approval rating was sixteen percent higher than the
current Metropolitan Area norm. Satisfaction stemmed from the perception that elected officials
were doing a competent job and the lack of apparent problems in the community; dissatisfaction
stemrned from the "very-Minnesotan"feeling that there was generic"room for improvement."
Thirty-nine percent reported having at least"some" first-hand contact with the Rosemount City
Staff. Again, this contact rate was higher than the Metropolitan Area suburban norm of twenty-
nine percent. A very solid seventy-two percent rated the City Staff as"excellent" or"good,"
while fifteen percent were more critical. This approval rating was also abo�e the Metropolitan
Area norm of fifty-six percent. Reasons for satisfaction and dissatisfaction generally followed
the same lines as the evaluations of the Mayor and City Council.
During the past year, fifty-five percent of the sample reported contacting the Rosemount City
Hall or Community center by telephone or in person. The Park and Recreation Department,
Building Inspection Office, and Public Works/Engineering were the most often contacted city
offices. Positive on four of five customer service dimensions exceeded the eighty-five percent ,
threshold associated with"high quality service:""courtesy of the Information Desk receptionist," '
Page 6
Decision Resources, Ltd.
April, 1997
"waiting time for service,""efficiency of the department staff," and"courtesy of the department
staff." The only dimension scoring below the"high quality" threshold, at eighty-one percent,
was "ease of reaching a department staff member who could help." In general, then, the City
Staff does an exemplary job in serving the public.
Park and Recreation Facitities:
The Rosemount Park and Recreation System remained hi hly valued b most citizens. Nine -
g Y t3'
two percent, up nine percent since 1989, rated it as either"excellent" or"good." Neighborhood
parks and lazger community parks were the most frequently used components of the system;
sixty-one percent reported visiting the former, while fifty-five percent went to the latter. Open
space parks drew forty-six percent, while trails attracted members of foriy-eight percent of the
households. The Community Center was used on a"frequent"or"occasional"basis by forty-six
percent, and the Ice Arena, by twenty-six percent of the households in the city. On each type of
facilities, over ninety percent of those offering opinions rated them as either"excellent"or
"good." The Rosemount Park and Recreation System ranks among the most highly utilized and
well-regarded in the Metropolitan Area.
While the vast majority of residents were satisfied with cunent facilities and opportunities, some
support existed for additions to the system. An outdoor swimming pool, at forty-five percent,
expanded trail system, at thirty-one percent, and an expanded and improved neighborhood park
system, at thirty-one percent, were the priorities indicated by Rosemount residents. It was also
noteworthy that forty-five percent of the households left the community to use recreational �
facilities elsewhere, and bike trails and swimming pools were the two major reasons cited.
Public Safety:
Crime, a relatively minor problem in the 1989 study, has become a key issue in Rosemount
today. Sixty percent of the sample, a thirty-five percent rise,felt that crimes against property had
increased in Rosemount during the past five years. This finding was consistent with other
exurban areas. But, even so, sixty-seven percent felt the police service currently provided met
the needs of the city; only twenty percent disagreed.
Communication Systems:
Rosemount remained in need of a more standardized and regular communications system
between the City and its residents. Citizens presently rely upon local newspapers for information
about City government and its activities; the three regional papers were cited by eighry-one
Page 7 ,
Decision Resources, Ltd.
April, 1997
percent as their principle source of information. Eighty-two percent reported reading
"Rosemount This Week," while seventy-five percentread the"Sun-Current" and forty-four
percent read the "Rosemount Town Pages."
Sixty-seven percent of the sample recalled receiving the quarterly city newsletter; among those
receiving the publication, sixry-five percent read"all of iY'or"most of it." The effective reach of
the newsletter, then, was forty-one percent of the househotds across the community, well below `
the current suburban norm. In evaluating the publication, seventy-nine percent of the readers
rated it as either"excellent"or"good." As a service,sixty-eight percent considered the
publication of the newsletter as "very important"or"somewhat important." In light of the
importance attached to this service, the City may wish to re-evaivate the newsletter in terms of
format and content.
Fifty-five percent of the community currently subscribed to cable television. Among non-
subscribers, only about one-quarter were unable to subscribe because it was unavailable in their
part of the city. Interestingly, non-subscribers were split in half about taking advantage of the
service if it were expanded to their area. If it were telecasted, fifty-two percent of the subscribers
would be inclined to watch the Local Government Access Channel at least"occasionally;"
similarly, fifty-two percent would be similarly inclined to watch City Council Meeting and/ar
Planning Commission telecasts.
Summary and Conclusions:
_ �
Rosemount citizens were very pleased with their community. They were satisfied, for the most
part, with past policies and actions. But, perceptions about the City, itself, have dramatically
changed. Now,more residents see Rosemount as a"suburb,"rather than a"small toum." And,
as more residents see the community as a"suburb,"concerns have begun to reflect issues found
in nearby growing communities: property tax levels, growth rates, road congestion, convenience
of amenities, and crime.
A key demographic change in the community was affluence levels. With greater affluence
comes a concern by citizens for more"government efficiency." Affluence increases have
correlated elsewhere with simultaneous resistance to property tax hikes and escalating
expectations about provided services. City decision-makers will find themselves"pinched"to
meet these contradictory demands more often as time passes.
Even with these changes, strengths, and challenges, while the City of Rosemount is in transition,
the major task facing decision-makers is daunting: preserving the aspects of"small town
ambience"which is key to so many residents, while guiding city growth gracefully and
responsively to residential needs. But,Rosemount elected officials and ciry staff possess an
Page 8
;
Decision Resources, Ltd.
April, 1997
advantage not commonly found: high performance evaluations of their past activities and
confidence in their future decisions.
Page 9
6129296166 DECISION RES�URSES 026 P�2 MAR 1� '9? 15:�2
DECISION RESOURCES, LTD. ROSEMOUNT RESIDENTIAL
3128 Dean Court QUESTIONNAIRE '
Minneapolis, MinnesaCa 55416 FINAL VERSION
Helln, I�m of Decision Resources, Ltd. , a nationwid�
polling firm Iocated in Minneapolis. We've been retained by the
City of Rosemount to speak with a random sample af residents
about issues faGing the city. The survey is being taken because
yaur city representatives and staff are interestzd in yaur opin-
ions and suggestions. I want to assure you that a1]. individual
respanses will be held strictly confidentiai; only aummaries of
the entire sample will be reported. (DO NOT PAUSE)
�.. Approximately how many years LESS THADT ONE YEAR. . . . .4�
have you lived in Rasemount? ONE OR T'ViO YEARS. . . . . . 12�
THREE TO FIVE YEARS. . .20�
SIX TO TEN YEARS. . . . . . 2'7�
ELEVEN - TWENTY YRS . . . 25�
TWENTY - THTRTY YRS . . . 11�t
OVER TFI I RTY YEARS . . . . .12°s
REFUSED. . . . . . . . . . . . 0�
2 . In what city and/or state were you located immediat�l�r prior
to your residence her�?
ALWAYS RQSEMOUNT, 7�; EAGAN, 13�; APPL� VALLEY', 11�; REST
OF DAKOTA COUNTY, 11�; SAINT PAUL, 7�; MINNEAPOLIS, 5�;
REST OF HENNEPII�T C�UNTY, 7�; REST OF M�TRO AREA, 11°s;
RUR.AL MINNESOT�, 10�; QUT OF 3TATE, 7.9� .
3 . As things stand naw, haw Zong �n LESS THAN Tw0 YEARS. . . . 6�
th� future do you expect to live TWO T0 FIVE Y�RS. . . . . 12�
in Rosemount? S2X T0 TEN YEARS. . . . . .13�
GVER TEN YEARS. . . . . . , ;63� .
DC3N'T KNOW/REF�7SED, . . . .8°s
4 . Thinking back to when yau first moved here, what tactors
were most important to you in selecting Rasemount?
LOCATION, 15�; HOUSING, 11�; SCHOOLS, 2I.a; SMA.LL 'Y`OWN
FEEL, 12�; GOOD COMMt7NITY, 7�; FAMILY HER�, 12�; JdS
HERE, 9�; QUIET - RLTRA.L, 10�; SCATTERED, 2�.
5 . How would you rate Rosemount on EXCELLENT. . . . . . . . . . .3��
thos� factors today -- excellent, GOOD. . . . . . . . . . . . .48�;
gaod, only fair, poar? aNLY FAZR. . . . . . . . . . . . 21�
POOR. . . . . . . . . . . . . . .30
DON'T KNOW/REFUSED. . . . .4�
6 . Hdw would you rate the quality of EXCELLENT. . . . . . . . . . . .34�
life in Rosemount -- excellent, GOOD: . . . . . . . . . 5?�
good, only fair, or poor� ONLY FAIR. . . _ . . . . . . . . 9�
P40R. . . . . . . . . . . . . 0�
DON'T KNOW/REFUSED. . . . .0�
1
61�'3�9616b DEC.ISION RESOURSES 026 P03 MaR la '97 15:03
When residents are asked what comes to mind when they think of
their communitiea, many things can occur ta them. Minneapolis
residenta think of the lake system, Chaska residents think of
their tawn square, and Saint Paul residents think of the State
Capitol .
7. What image comes to mind when you think abaut the City of
Rasemount?
NO ANSWER, 17�; SMALL TOWN FEEL, 21%; GOOD SCHOOLS, 5�;
GOOD
C .
ONINIUNITY 2 0� • RURAL FEEL
. � 20g • GO�D PEOPLE 6�
SUBURBAN, 6�, IRISH HERITAGE, 6°s; DdWNTOWN ARFA, 4�; '
NEGATIVE, 4%; SCATTERED, 2�.
8 . what da you 2ike MOST about living in Rosem�unt?
NQ ANSWER, 3�; LOCATTON, 18�; HOUSING, 3�; SMALL T4WN
FEEL, 26�; GOOD SCFIOOLS, 8�; GOOD COMMUNITY, 6�; RURAL
FEEL, 9�; QUIET, 7�; GOQA PEOPLE, 13�; SAFE, 4�;
SCATTERED, 3°s .
9 . In general, what do you think is the most serious issue
facing the community today? -
NO �NSWER, I1�; GRUWTH, 32�; TAXES, 19%; CRIME, 20�;
SCHDOLS, 3�; NO CONB�+IERCIAL, '7�; LOW INCOME HOUSING, 7's;
CITY SERVICES, 2's.
Maving on. . . . .
10 . G�hen you think about Rosemaunt da SMALL TOWN. . . . . . . . . . . .43�
you see it as a small tawn or a SUBUR.B. . . . . . . . . . 4��
suburb? BOTH ('STOL ) . . . . . . . . . . 13�
NEITHER �VaL. ) . . . . . . 0� �
DON'T KNOW/REFUSED. . . . . 0�
IF A RES�4NSE IS GIVEN, ASK: (N=4�Z)
11 . Why do you fe�l that way?
NO ANS'W'ER, 3�; SMALL TOWN FEEL, 20°s; EEOPLE KN�W
EACH OTH�R, 5%; STILL RURAI.,, 7�'; LOCATION, 15$';
H1�S A DOWNTUWN, 12�; TOO MUCH GROWTH, 2$�r; SUR-
R�UNDED BY SUBURBS. 13.°s . '
12 . How wauld you rate the general EXCELLENT. . . . . . . . . . . .23�
sense o� community among Rosemount G00D. . . . . . . . . . . . . , . . . .57s
residents - - excel.lent, good, only ONLY FAI12. . . . . . . . . . . . 17�
fair ar poor� POOR. . . . . . . . . . . . . . . . . 1's
DON'T KNOW/REFUSED. . . . .2°s
IF A RESPONSE IS CIVEN, ASK: (N=394�
2
�
, 61�92�6i66 DECISION RESOURSES 726 P0a MAR 14 �9? ` 15:03
13 . Why do you feel thaC way?
NO ANSWER, 7�; FRIENDLY PEOPLE, 36�; COMMLJNZTY
SPIRIT, 20�; HELP EACH OTHER, 6�; L�TS OF
ACTIVITIES, 5's; N� PROHLEMS, 2�; T0� MUCH GRQWTH,
2°s; NO COMMIJNTTY SPIRIT, 4g; COUL;D IMPROVE, 10°s .
14 . what things could be done to improve' the sense af
community in Ro�emount?
NO RESPONSE, 42�; MQRE SCTTVITrES, 18s; SLOWER
GROWTH, 8°s; WORTC WITH SCHOOLS, 3�; BETTER GOVERN-
MENT LEADERSHIP, 8�; NOTHING, 10%; KEEP DOWNTO4dN
AREA, ?�; NO LOW INCOME, 4g.
15 . l�ow which of t�he fol2owing state- STATEMENT A. . . . . . . . . .32�
ments c�me� closest to your STA'TEMENT B. . . . . . . . . . .44�
f�elings' STATEMENT C. . . . . . , . . . .21�
A. I fe�1 a real tie to the entire NONE {VOL. ) . . . . . . . . . . . .2�
Rosemount cQmmunity. DON'T KNOw/REFUSED. . . . . 1�
B. I ha�re strong ties to my neigh-
borhood, but weak ties to the
rest af Ros�mount .
C. I have n�ither strong ties to
my neighborhaod nor the comm-
unity as a who3e .
16 . How impartant is the Irish theme VERY IMP4RTANT. . . . . . . .2&�
to Rosemoux�t -- �trery icnpartant, 50MEWHAT IMPORTANT. . . . 3 3�S
somewhat important , not too impar- NaT TOO ZMPORTANT. , . . .18°�
tant, ar ncrt at a7.1 important? NOT AT ALL IMPORTANT. . 22�
DON'T KN�W/REFUSED. . . . . 1�
17. Which of the foll.owing two state- STATEMENT A. . . . . . . . . . .52�
mez2ts best reflects your opinion STATEMENT 8. . . . . . . . . . .34�
about the future for Rdsemountc NEITHER (V�L. ) . . . . . . . . .2�
A) Rosemount should preaerve its BOTH ('VOL. } . . . . .11�
rural character even if it means DON�T ItNOW/REFUSE�. . . . . 1�
slower develapment and growth.
�) Rosemount shaul.d aggressively
pursue development, etren if it be-
comes rnore suburban in the pra-
cess.
18 . Thinkzng about the past five FOR BETTER. . . . . . . . . . . .47�
years, would you say the City of FOR WORSE. . . . . . . . . . . . .Z9g
Rosemount has changed for the REM.�INED TH� SAME: . . . . 27�
better, changed far the worse, or DON'T KNOW/REFUSED. . . . . 7�
remained about the same?
IF A RESPONSE IS GIVEN, ASK: (N=372} ,
3
612929616b DE�ISIt7N RESI�URSES 0�6 P�5 Mf�R 1� '97 15:04
19 . Why do you feei that way? _
DON'T KNOW, 6�; N�THYNGS CHANGED, 20°s; NO PROH-
LEMS, 4�5; MQRE BUSZNESS NOW, 34g; T00 MUCH LOW
INCOME, 7�; POORLY RUN, ��; T00 MUCH GROWTH,
1Q�: GOOD PLANNING, 5�; IMPROVED, 7� .
Changing focus. . . .
20 . Would you favar ar oppose an in- FAVOR. . . . . . . . .32�
crease in YQUR city property tax OP'P4SE. . . . . . . . 55�
if it were needed to maintain city DON'T I�IOWjREFUSED. . . . 13�
services at their current Ievel?
21 . In comparison with nearby areas, VERY HTGH. . . . . . . . . . . '. . 22�
do you consider your total pra- SOMEWIiAT HIGH. . . . . . . . . 3Z%
perty taxes to be very high, some- ABOtTT AVERAGE. . . . . . . . .38�
what high, about average, somewhat SONl�WHAT LOW. . : . . . : , . . .4�
Iow, or vel^y' low? VERY L�W. . . . . . . . 0�
DON`T KN'pWjREFUSED. . . . . 5�
The City of Rosemount cantinously reviews the cost effectiveness
of the services it pravides to resiclents . Your opin�.ons on this
portian af the survey arz particularly important to decisivnmak-
ers. I am going to read you a list af som� of the currznt serv-
ices either directly provided by the city ar partially subsidized
by it . For each ane, please te7.� me zf yau feel it is excellent,
good, only fair or pQor. If you don' t have an apinion., just say
so. . . . (ROTATE LIST?
EXC GOQ FAI Pf10 DKR
22 . Quality ot drinking wa�er? 11� 42°s 20� Z2� �.5%
23 . Maintenance af strzet lights? 15% 63� 12� 40 7� ` �
24 . Maintenance and repair of city
stre�ts? la� 48� 31s s� 2�
25. Snow and ice remaval on city
streets? 20� 51% 19� 9� 2�
26 . Remaval of litter from city
streets, parks and trails? 16s 5?� 16� 20 l0s
2�. Conditidn of picnic facilities II
and play equipment in city parks? 23� �4s 12s 3� 18� ,
28 . Playing canditipn of ath3.etic ,
fi.elds in city parks? 23's 48� 6°s 1% 21°� ,
29 . Cade enfarcemeat an lang grass or
trash in your' neighborhood? 9� 45"s 18� 9� 19�
30 Code enforcement on housing
mair�tez�ance'? 5� 44� 22% 9� 20°s
31 . Bui�.dirtg inspectio3'� and obtaining
permits? 10's` 41� 11% 7� 31�
32 . Poli�e r�spanse time to calls? 22°s 3-9� 7% 3% 30�
33 . Patrolling af my neighbarhood by
police? I6� 44� 21% 9°s 10�
4
61�9296166 DECISION RESOURSES 9�6 P�6 Mt�R 1-i '9? ,15:F3�
EXC G00 FAI POO DYCR
34 . Enforcement of traffic law$ by po-
Iice departments? 14s 52� 11% 5� 19°s
35 . Fire department response time to
calls? ' 1�� 31� 4� 1� 47�
36 . 912 emergency response time to
calls'? iS�r 29% 4� 1� 49�
37 . Animal control programs? 10% 38� I4$� 9� 29�r
38 . Community festivals, such as L�-
prechaun Days, Share the Spirit,
and Halloween Fe$tival? 35� 5b� 5% 1� 10�
39 . Hockey and ice-skating programs
and facilities at the Community
Center? 24s 32� 4� 1� 39�
40 . Outdoor skating rinks? 14� 39� 9s 1� 38� -
Moving on. . . .
41. How wQuld you rate the general EXCELLENT. . . . . . . . . . . . . 44�
appearance of your neighborhbod GOOD. . . . . . . . . . . . . . . . .45�
-- excellent, good, only fair, or ONLY FAIR. . . . . . . 1.z�
or paor? POOR. . . . . . . . . 0�
I�ON'T KNOW/REFVSED. . . . . 4°s
�'or each o£ the follawing, please tell m� whether the City is taa
tough, about right, ar not tough enou�h in Enforcing city codes
an the nuisances.
TOO NOT ABO DKN
TOU TOU RIG REF
42 . Animal control? 5� 20� 62� 14�
43 . Garbage dispasal? 3g 22� 81� 5�
44 . Junlc car;s? 2°s 32% 57°s 9�
45 . Messy yards? 3� 24°s 65� 9's
�6 . Noise? �� 12� $�� 7�
47. Would you favor or oppase t�ie City FAV�R/STRdNGL'Y. . . . , . . .31g
deve].oping a housing maintenance FAVOR. . . . . . . . . . .39�
code to preserve and enhance thpse OPPOSE. . . . . . . . . 14� ,
areas where hauses are ald ar may OPPOSE/STRONGLY. . . . . . . . 7� ',
need additianal upkeep or repair? DON'T KNOW/REFUSED. . . . . 9� '
(WAIT �'OR A RESPONSE) po you feel
strongly that way�
48 . Other than voting, do you feel YES. . . . . . . . . . . 63�
that if you wanted to, you could rro. . . . . . . . . . . . .28�
have a say about the way the City DON'T KNOW/REFUSED. . . . 20�
of Rosemount runs tha.ngs'?
5
, . 61�9296166 DECISION RESOURSES 026 PO? MAR 1�l '9? 15:05
�, 49. How much do you feel you know GREAT DEAL. . : . . . . . . . . . .8s
abaut the work of the Mayor and FAIR AMOUNT. . . . . . . . , ; ;38�
City Council -- a great deal, a VERY LITTLE. . . . . . . . . . . 52�
fair amoun or ver � �
t, little. DON T
Y I�OW/REFUSED. . . . .2�
50 . From what you know, do you ap- STRONGLY APPROVE. , . , . . 13�
prove or disapprove of the job SOMEWHAT APPROVE. . . . . . 53�
the Mayor and City Cauncil ara SOMEWHAT DISAPPROVE . . . . 7$
doing? (WATT FOR RESPONSE? 13nd do STRONGLY DISAPPROVE.`. . .3�
you feel strangly that way? DON'T KNOW/REFUSED. . . .25�
IF 4PINION5 ARE STATED IN QUESTION #50, ASK: (N=301�
51 . Why do you feel that way about the Mayor and City
Council?
DON'T KNOW, 9�; GOO� JOB, 41%; N0 PRQHLEMS, 22�;
ISSUES, 8�; COULD BE BETTER, 11�; T�O MUCH GROWTH,
4%; HELPx'tTL, 3�; LISTEN, `2%
52 . How much firat-hand contact have QUITE A LOT. . . . . , . . . . .7�
you had with the Rosemount City SOME. . . . . . . . . . . .32�
staff -- quite a Iot, same, very VER'Y LiTTLE. . . . . .42%
very little, or none at all? NONE AT ALL. . . . . . . . . 19's
DON'T KNOW/REFUSED. . . . . 1�
53 . From what you have aeen ar heard, EXCELLENT. . . . . . . . . . . . . 13�
haw would yau rate the job p�r- Gp�D. . . . . . . . . . . . . . . . . .59s
formance of the Rosemount City QNLY FAIR. . . . . . . . . . . . .13�a
staff -- excellent, goodj only POOR. . . . . . . . . .2�
fair, or poor? DON'T rCI�T4W/REFUSEb. . . . 14�
IF A RATING IS GIV�N, ASK: (N=345} f
S4 , Why did you rate city staff as ?
DON'T KNOW, 4�; GOOD JOB, 28�; N4 PROBLEMS, 22�:
ISSUES, 3�; COULD BE BETTER, 15�; HELPFUL, 25�;
LISTEN, 2%.
55 . During the past year, have you YES. . . . . . . .55�
contacted by telephone or in NQ. . . . . . . . . . . . . 44�
person Rosemount City Hall or DON'T KNOW/12EFUSED. . . . .1�
Community Center?
IF ��yES, " ASK: �N=221)
6
61?92961b6 DECISION RESOURSES 026 P08 MF1R 1=l '9? 15:05 �
56 . On your last contact of City POLICE. . . . . . . . . . . . . . , 9�
Hall or the Community Center, FINANCE. . . . . . . . . . . � �
. .lg
which department did you PLANNING. . . , .5�
reach -- Police, Finance, BUILDING INSpECTION. . . 19�
Planning, Building inspec- PUBLIC WORKS. . . . . . . . . . 18�
Cion, Pub7.ic Works/Engineer- PARK AND REC; . . . . . . .24$
ing, Parks and Recreation, INFORMATION DESK. . . . . . , ��
the Informatian Desk or Ad- ADMIN/CTTY COUNCIL. . . . . Sg
ministratian/City Councii? OTHER. . . . , . . . . . .10�
DON`T KN�W/REFUSED. , . . . 1,�
Thinkzng about that last contact, �or each of the
follow�.ng chaxactzristics, please rate th� Rasemaunt
City Hall ar Cammunity Center facility or staff as
excellent, good, only fair, or paor. . . .
EXCL GOOD FAIR PO�R DK/R
� 57. Courtesy af the
In£ormation Deak
reCepLionist? 42� 50% S's 1� 2°s
58 . Waiting time tox�
service? 38� 50s $� 4� ' 10
59 . Ease af re�ching a
department staff
member wha could
help you? 35� 4b� 13°� 3� ��
b0 . Efficiency of the
department staff? 34°s 51� 5% 5� ' 5�
61 . Courtesy c�f the
department staff'� 44� 52� 3°s 2� 3�
Moving on. . . . . .
#
62 . Do you feel that crime in Ros�- INCREASED. . . . . . . . . . . . .60�
mount has increased, decreased, DECREASED. . . . . . . . . . . . . .2�
or remained about the same during REMAINED THE SAME. . .`. .29�
the past five years? DON'T KNOW/REFUSED. . . . . 9%
63 . Do you f�el that police service YES. . . . . . . . . .67's
currently provided meets the NO. . . . . . . . . . . .20�
ne�ds of the city? DON•T KNOW/REFUSED. . . . 13�
As you may know, the University af Mznnesota owns 3, 00o acres of �,
land within the City of Rasemount, for which they are currently '',
considering aptions for development, such as hausing, agricultur- �
al usea, re�ail, commercial affice, and industrial. !
7
51292961bo DEi:IS'I ON RE�OURSES 026 P09 MAR 1=1 '97 15:�6`
6 . O I
4 f
th
ose land uses w ' �
hich e
� O
NE H
OUSING. . . . . . .
. . . . . , 19s
would you MOST prefer -- housing, AGRICULTURAL. . . . . . . . . .33%
agricultural, retai�., commercial RETAIL. . . . . . . . . . . . . . . . . 9g
office, or industrial? COMMERCIAL. . . . . . . . . . 11� '
INDUSTRIAL. . . . . . . .14�
NONE OF ABOvE (VOL) . . . . 9� ',
ALL EQUALLY tVOL) . . . . . .4°s
DON'T KNOW/REFUSED. .". . . 4's '
65 . Of Chese Iand uses, is there ONE HOUSING. . . . . . . .21�
you would definiteZy oppose? AGRICULTiTFtAL. . . . . . . .3$
(RE-READ LIST, IF NECESSA.RY) RETAIL. . . . . � � . . . . _ . .4°s
COMMERCIAL. . . . . . . . . . . 7�
INDUSTRIA�.�. . . . . . . . .2 6�
NONE OF ABOZTE (VOL? . . .2 6�
AT''f' EQUALLY (VOL} . : . . . .6°s
DO�T'T KNOW/REFUSED. . . . . 7�
Let� s ta1.k �.bout ecanamic development for a few minutes . . . . .
66 . If the
Cit of Rasem
y ount were ta attract mc�re develo rn�n.t
,
P
what kind would you prefer it to be?
DON'T KNOW, 15�; RESIDENTIr'!L, 15�; CaMMERCIAL, 2��; NONE,
5�; RETAIL, 12$; PARKS, 2�; INDUSTRIAL, 25�; FAST FOOD,
1�; NICE RESTAT�RANTS, 2�.
67 . Da you favor or aPPose Rosemount FAVQR. . . . . . . . . . . . . . . . .52's
gursuing additianal h�avy indus- OPPOSE. . . . . . . . . . . . . 34�
trial deveTopment in the Pine Bend DdN'T KNOW/REFUSED. . . . 18�r
area?
ZF "OPPOSE" .A,SK: (N-�20)
a
68. Would you still oppose it if YES. . . . . . . . . . . . . .&9�
the expanded tax base would NO. . . . . . . . . . . . . . . . . . 26�r
result in keeping residentia]. DON'T KNOW/REFUSED. . . . : 5�
property taxes lower?
For each Qf the iallowing items, please rate the City af Rase-
mc�unt on a scale of one to five where five is exc�llent and one
is poor. If you have no apin�.an, just say so. . . .
1 2 3 4 5 DKR
69 . To find housing which fits
the budgets and lifestyles
of most peopl.e. � 2� 7`s 24� 370 25� 5�
70 . To €znd full-time employ-
ment opportunities far the
head of a househpld. 28� 33�5 21°s 9% 3� 7$
�1 . To start a business. 1].% 20s 37� 11� 3% 18s
72 . To raise children. I% 2s 8� 32� 57$ 10
73 . To spend one' s retirement
years. 4� 9� 23% 26v' 30� 8�
8
, ,
. .,
61�323616b DECISION RE��7UR�ES 026 P1� MAR 1-i '9? 15:06
. , .
Let' a talk about the comm
e
rcial sho
/ in areas
a
PP 5 � Rosemaunt . . . .
74 . What do you like the most about the commercial/sho in
areas of Rosemaunt?
PP 5
DON'T KNOW, 19�; GO�D VARIETY. 7�; DOWI�TQWN AREA, 23&;
0
LQCp,TION, 46� • GROC
, ERY STORE 5�.
,
75 • And, what do ou
like least
Y about
the commercia
1/9ho in
areas in Rosemount? pp g
DON'T KNOW, 25�; NO DEPARTMENT STQRES, ?�; NEED NICE
RESTAUR.ANT, 2°s; NEED MORE VARIETY, 46's; NO INCENTATt'iXE FpR
SUSINESS, Sfi; MORE PARKING, 5�; HIGH PRICES; 1O�S.
Turning to park and recreation issues. . . . .
The Rosemaunt Park System is composed of smaller neighborhood
parks designed to serve residents within a one-half mil� radius,
1arg�r community parks canLaining athl�tic amenities, open space :
parks such as Carroll' s woods which accommcdat�s passive recre�.-
tion, and a trail system. The City of Rosemaunt also f�atures a
Community Center and Ice Arena. For each of the fcllowing park
types, please indicate whether members af your hou�ehold use it
frequently, accassionally, rarely or not at all.
F'RE OCG RAR. NOT DKR
76 . Smaller nezghborhaod parks? 35� 26� 14� 23"s 1�
77 . Larger community parks? 27� 28� 20� 23� Z�
78 . 4pen space parks? 20� 26� 20s 31� 3$
79 . Trails? 18% 30s 21� 29� 2s
80. Community Centsr? 20s 26� 20� 32� 2� _ �
81. Ice Arena? lls 15� 18� 53s 5s
Fram what �rou have seen or heard, how wauld you rate the quali�y
of each companent in the park system? would yau rate them as
excellert, good, anly tair, or pcsor?
EXC GOO FAI PGO DKR
82 . Smaller neighborhaod parks? 31� 53� 7g 1� 9�
83 . Larger commun.ity parks? 3Q� 53�5 5� 0� 12�
84 . Open space parks? 24� 47% 6� 2� 22�
85 . Trails? 25� 45� 7� 1% 22�
86. Community Center? 45� 37� Z� 1� 16�5
8? . Ice Arena? 31� 34� 4� 1� 300
88 . �verall, would you rate the park EXCELLENT. . . . . . . . . . . . . 35�
an$ recreational facilities' in GOOD. . . . . . . , 57�
Rosemaunt as excellent, gaod, only ONLY FAIR. . . �,�
fair or poor? PO�R. . . . . . . . . . . . . 0�
DON'T KNOW/REFUSED. . . . .5�5
9
f
. 5129�9b166 DEC?SII�N RESOURSES 026 P11 MAR 1� '9? 15:07 �I
89 . Which ot tre follow' .
in
r
wQuid g p ospect�ve park pro�ects, zf any,
you give top priority?
90 . Which project would you give secand priority?
FIR SEC
Expand and improve neighborhood parks. . . . . . . . . 28� . . . 13s
Expand and improve larger aommunity parke. . . . . . 5� . . . . . 12�
E�epand and improve open space parks. . . . . . . . . . . . 3�. . . . . . 9�
Expanded trail syst�m. . . . . . . . . . . . . . . . . . . . . . . I.6� . . 15�
Athletic complex. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6g . . . . . . 7�
A second sheet of ice. . . . . . . . . . . . . . . . . . . . . . .2's. . 3�
Wading pool . . . . . . . . . . . . . . . . . . . . . . . . . . . , 3g. � . 9s
Outdoor swimming paol . . . . . . . . . . . . . . . . . . . .32�. . . 23°s
Non� (V�L� . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6%. . . 7�
Mul,tiple (VOL} . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2�. . . . . .3�
Don' t know/R�fused. . . . . . . . . . . . . . . . . . . . . . . . 6s. . . . 1Q%
91 . Are th�re any recreatianal activitee, yau or members af your
househald go outside of Rosemaunt for because of lack of
facilities ar inadequate faciliti�s? (I�' °YES," ASK? Wha�
activites are those?
DON'T KNOW, 55�; BIKE TR�ILS, I1�; GC7L�', 4�; PQpL, 14�;
FISHING, 4g; TENNIS, 2�; SOCCER, 3%; �FE�LTH GLUB, 5�;
SKIING, 5�; SOFTBALL, 3�.
92 - Are there any recrzational facilities or programs not cur-
rent�y in us� in Rosemount that are needed? (IF "YES, "
ASx: ) What would they be?
DON' T �NOW, &5�; P��L, 14s; BIKE TRAILS, 7�; TEEN BASED,
6�; GOLF COYJRSES, 3�: HEA�TH CLUBS, &�.
Many residents have commented in the pa�t on the "small town
�haracter af Rosemount .
93 . What daes "small town character" mean to you?
DON'T KNQW, 8�; FRIENDLY PEOPLE, 24's; EVEYON� KNOW EVER-
S4DY, 32�; SAFE, 9�; QUTET, 7's; D�WNTOWN AREA, 9�; L4W
POPULATION, 1.2� .
Let' s talk abaut past development far a mornent. . . .
94 . In general, do you aPProve or dis- APPRQVE. . . . . . . . . . . . . . . 50%
approve of the zaning and land use DISAPPROt1E. . . . : . . . . . . .21�
decisions made hy the City? DON'T KNOW/REFUSED. . . .29°s
TF A RESPONSE IS GIVEN, ASK: (N=283?
l0
' -_ _ .
------ ------ --
6129�9616b DECISION 'RESOURSES 0�6 P1� MAR 14 '97 15:07
95 . Could you tell me why you feel that way?
DON'T KNOW, 1p�; T00 MUCH GROWTH, 2Zo; NO PROBLEMS,
, 2 2�; WELL PL�ANN'ED, 2 S�; NEED MORE BUS INESS, 6's�
CONTROLLED GROWTH, $�; LOW YNCOME HOUSTNG, S°s,
96 . Da you feel that Rosemount reai- YES. . . . . . . . . . . . . .47�
dents have an adequatz opportun- NO. . . . . . . . . . . . . . . . . . 27�
ity for input into the zoning and DON'T KNOW/REFUSED. . . . 26�
land use d�cision-making process.
97 . Da you Chink th� pace of develop- TOO RAPID. . . . . . .24%
ment in the ciLy has been too ABOUT RIGHT. . . . . . . . 57s
rapid, about right, or nat fast NOT FAST ENOUGH. . . . . . . 15�
enaugh? DON'T KNOW/REFUSED. . . . . 5�
98 . Does the development through out YES . . . . . . . . . . . . . . .55�
the City se�m well-planned for the NO. . . . . , . . . . . . . . . . . 21s
future of Rasemount? DON`T KNOW/REFUSED. . . , 23�
99 . Dp you think that Rc�semount cur� YES. . . . . . . . . . 80�
' rently has a wide range af housing NO. . . . . . . . . . . . . . . 1��
choice� to offer its residents? DON'T KNOW/REFUSED. . . , .4�
IF „N�� �� ASK: (N=66�
100 . What types of ?�ausing do yau fe�l are missing from
the community?
HIGH INCOME, 15�; MIDDLE INCOME, 38�; LOW TNCOME,
18�; APARTMENTS, 14�, SENIOR HOUSING, I5�. `
101. Currently, the minimum lot size irr LARGER. . . . . . . . . . . .3��
Rosemount is 10, 000 square feet, SMALLER. . . . . . . . . . . . . . 2�
or about 80 feet by 125 feet . In KEPT AT SAME STZE. . . . . 59�
general, do you feel that this DQN'T KNOWfREFUSED. . . . . 5°s
minimum lot size should be lar�ger,
smaller or kept at the same szz�?
, The Metropolitan COUriCi1 1� encouraging the city t� have high�r
density and small�r lot development.
102 . Wauld you favor or appase �he FAVOR. . . . . . . . . . . . . . . . . . 9%
City af Rosemount following the dPPOSE. . . . . . . . . . . 86�
Metropolitan Council' s recommend- DON'T idN�W/REFUSED. . . . . 5�
ation?
As you may knaw, the City df Rosemount is 36 square miles an.d
contaix�s 12, 50o residents. Fqr comparitive purposes, the City of ,
Eagan is 36 square miles and 55, 000 residents, Apple Valley I
houses 39, 500 in its 18 square miles, and Lakevill� has 20, 000 '
residente in its 36 aquare miles.
11
6ic929616b DECISION RESOURSES �J26 P1J h1AR ld '97 ` 15:08
103 . If you could place a ceiling on NO GROWTH, . . . . . .9�
the future residential o ulation 11 501-12 500 . . . . . . .
P P , , . . .5�
of Rosemount, what would it be? 12, 501-15, 000 .'. . . , . . , , 12�
15, 001-17,500 . . . . . . . . . . 9�
C 17, 501-20, 000 . . . . . . . . .20�
' 20, 001-22,500 . . . . . . . . . 10$
22, 501-25, 000 . . . . . . . . . . 7$
OVER 25, 0�� . . . . . . . . .: . 19�
DON'T KNOW/c�EFUSED. . . . IO�
Changing focus. . . .
I would like to re�.d yaur a shdrt Iist of transit facilities or
syst�ms. For �ach one, please tell me if you have used it during
the past year.
YES N0 DKR
104 . Rosemount park and ride lot? 3% 96% lg
105 . Apple Valley Park and Ride
3ots? 2's 97s 1�
106 . Metro Transit express bus
fram Eagan? 2� 97� I.s
1.07. Were you aware Qf the MVTA bus N0. . . . . . . . . . . . . . .23%
servic�? (2F "YES" , ASK: ) Have YES/YES. . . . . . . . , . . 7°s
you ever used this service? YES/NO. . . . . . . .". . . . . . 70�
YES/UNS'URE. . . . . . . . . . . .1�
DON'�' KNC7W/REFUSED. . . . . 4�
Moving on. . . .
108 . What is your principal saurce of information ab4ut city
government and its activities? {PROBE) �
D�N'T KNOW, 4�; ' RQSEMC7UNT THIS WEEK, 25�; SUN CURREiJT,
14%; WORD dF M�UTH, 9�; T4WN PAGES, 9�; NEWSP?�PER, 3�%; i
MAILINGS, 2%; NEWSLETTERS, 4's .
Rosemount is served by three regional or local papers. For each I
ane, please tell me if you receive it. If you do receive it, '
please tell me whether you read it ar not? '
NOT YES/ YES/ DK/
REC YES NO REF
109 . Rosemount Tawn Pages? 48s 44� 3% 6�
11p . Rosemount This Week? Z3� 8�� 3°s 3%
111 . Sun-Current? 16� 75% ?� 2$-
For each of the follawing items, please tell me whether it is a
major sourGe, minor source or no source at al1 abaut Rosemount
n�ws, activities, events ar City pol.icies?
12
6129296166 DECISION RESOURSE� ��5 P1a M�1R id �97 15:08
� MIN NOT DKR
112. Radio? Z°s 20� 78� ls
' 113 . weekly newspapers? 75� 20� 5'� 0�
11.4. Cable Television? 11� 27% 61� 1's'
Z15. City newsletter? 36% 37� 22� 5g
116 . City mailinge? 3'7� 42� 18°s 3�
117 . Co-workers/Neighbors? 3b°� 43g 21� 0�
I.18 . Daily newspapers? 13� 32% S4% 2�
119 . In.ternet? 1� 11� 86's 3�
The City publishes a quarterly newsletter s�ne to each home
covering government activzties, special notices, and park and
recreational i
nformatian.
120 . Da you receive this newsletter? YES. . . . . . . . . . . . . . . 67�
NO. . . . . . . . . . . . . . . . . 20�
DON'T KN'OW/REFUSED. . . . �.4°s
IF ��YES, „ ASK: (N=267)
122 . How much of the newsletter do ALL OF IT. . . . . . . . . . . . .360
you usual3.y read -- aZl of it MOST 0�' IT. . . . . . . . . .29�
most of it, some of it, not SOME OF IT. . . . . . . ;27�
too much, or none? NOT T00 MUCH. ' . . . . . . .6�
N�NE. . . . . . . . . . . . . . . . 2�
DON'T KN'OW/REFUSED. . . . . a'a
122 . How wauld you evaluate the EXGELLENT. . . . . . . . . . . . .15�
newslett�r -- excell.�nt, GOOD. . . . . . . . . . . . . . 64s
good, only fair, or pc�or? ONLY FAIR. . . . . . . . . . . 16�
POOR. . . . . . . . . . . . . . . b�
DON'T KNOW/REFUSED. . . . ,4�
a
123 . How impartarat of a servica is this VERY IMPORTANT. . , . . . . . 24�
to ydu -- very important, somewhat S�MEWHAT rMPORTANT. . . .4��
important, not too imporCant, ar NOT TOO IMPURTANT. . . . . 15�
not at all impartant? NOT AT ALL IMPQRTANT, . . Ss
- DON'T KNOW/REFCJSED. . . . 13�
12� , Does your household curren�ly sub- YES. . . . . . . . . . .55�
scribe to cable television? NO. . . . . . . . . . . . . .45�
12EFUSED. . . . . . . . . 0�
Ik' °NO� n ASK: (N=18].}
125 . Is cable te].evzsion availabl� YES. . . . . . . . . . . . . . . . . 61�
in your area? NO. . . . . . . , . . . . .27� �I
DON'fi KNOW/REFUSED. . . . 12% '
IF "NO" ON #125, ASK: (N=49)
13
612'?2961b6 LECISION RESt�URSE� p�6 P15 MHR 1-t '9? 15:09
126 . If it wexe avai�:able, YES . . .�5°
wauld you subscribe? NO. . . . . . . . . . . . . 43�
DON'T KNOW/REFUSED. . . . 12�
IF "YES" ON #124, ASK: (N=220)
The City is considering cablecasting City Council meetings
and special events .
127. I£ available, how likely FREQUENTLY. . . . . . . . . . . . I,9�
would you be ta watch the OCCASIONALLY. . . . . , . . . .33�
I, local governcnent access chan- RARELY. . . . . . . . . . . . . . . .24�s
nel -- frequentiv, occaeion- NEVER. . .23�
ally, rarely, or never? DON�T KNUW/REFiJSED. '. . . 1�
128 . 2f availabe, haw 1ikely wauld FREQUENTLY. . . . . . . . . . . 22°,
you be to watch City Council OCCASIONALLY. . . . . . . : . .30's
and/ar Planning Commission RAR.ELY. . . . . . . . . . . . . 21�
cable casts -- frequently, NEVER. . . . . . . . . 2&�
occasionally, rarely, or DON'T KNOW/1�.EFUSED. . . . 1�
ne�v�r?
The City has under�.aken a fairly aggressive street and u�ility
r�construction program during th� last five years.
129 . Sh�u1d the City cantinue at a SLOWER PACE. . . . . . . . . . . .7's
slower pace, faster pace, or abaut FASTER PACE_ . , . . . . . . : .17�
th� same pac� in recanstruc�ing ABOUT T�IE SAME. . . . . . . . 72�
the streets and util.iti�s which DON�T KNOWjREF'USED. , . . . 5�
require rehabilitation?
Presently the water, sanitary sewer and storm drain reconstruc-
tion projects are paid for by residents water, sanitary sewer and
storm water utiiity fees. �
130 . Were you aware that a partion of YES. . . , . . . . . . . . . . 71s
your bill was used in this manner? NO. . . . . . . . . . . . . . . . 2�`s
DON'T KNOW/REFUSED. . : . . 5�
The Storm Water U�ility Fees are based on the quantity of run-off
from each property' s land use, resulting in proportianally higher
fees for properties which have more storm water run-off .
131 . Da you feel this is an equitable YES. , . . . . . . . . . . 39�
methad af eol�ecting funds for NO. . . . . . . . . . . . . . . .42�
Starm Water Management? DON�T.KNOW/REFUSED. . . . I�g I
Naw, just a few more questions for demographic purposes . . . . �
Could you please tell me how many people in each ot the following
age groups 1i�cre in your hausehald. Let' s start old�st to
yaungest. . . .
14
;. 6129296166 DECISI+7N RESOURSES ��6 P16 MAR 1� '9r 15:09
' 132 . �'irst, persons 65 or aver? 0. . . . . . . . . . . . . . . . . . . 89�
1. . . . . . . . . . . . . . . . . . 7�
2 • • - . , . . . . . . .5�
133 . Adults under 65? (including o. . . . . . . . . . . . . . . s�
yourself? �. . . . . . . . . . . . . . . .8�s
2. . . . _ . . . . . . . . . . . . . . . �1�
3 . . . . . . . . . . . . . . . . . . . 9%
4 OR MORE. . . . . . . . . . ,3g
134 . Schaol-aged children? 0. . . . . . . . . . . . . . . . . . .50�
1, . . . . . . . . . . . . . . . . 15�
2 . . . . . . . . . . . . . .27�
3 . . . . . . . . . . . . .5°s
4 OR MORE. . . . . . .3g
135 . Pre-schoalex's? Q . . . . . . . . . . . . . . . . 79�
' 1. . . . . . . . . , . 15�
2 OR MORE. . . . , , , 6�
136 . Da you own or ren� your presex�t 4WN. . . . . . . , . 95�
residence? RENT. . . . . . . . . . .5�
DON'T KNOW/REFUSED. . . . . Qo
137. Which of the follawing best de- SINGLE FAMILY HQME. . . . 87�
scribes ybur residence -- single APARTMENT. . . . . . . . . . . . . . 1�
family home, apartment, townhause, TOWNHpUSE. . . . . . . . . . . . . . 6%
farm, or mobile hame� FARM. . . . . . . , . . , . . . . 2s
MOBILE HOME. . . . . . . .4�
OTHER (VOL. y . . . . . . . 2�
n�N'T KNO�V'/REFUSED. . . 0�
138 . What is your age, pleas�? 18-24 . . . . . . . . . . . . . . . . . . 3s :
(READ CATEGORIES, IF' NEEDED) 25-34 . . . . . . . . . . . . . . 23� �
35-�4 . . . . . . . . . . . . . . . .35�
�5-54 . . . . . . . . . . . 20�
55-64 . . . . . . . . . . . . 11�
65 AND OVE12. . . . . . . . . . 8%
REFUSED. . . . . . . . . Z�
139. What is your occupatian and the occupation of your spr�use or
partner, if applicable?
PROFESSIQNAL-TECHINCAL, 22°�; QWNER-M.�,,NAGER, 19%; FA�t.MER,
2$; CLERICAL-SALES, 22%; BLUE C�LL�R., 24%; RETIREES, 9•°s; '
SCATTERED, 3%.
14c7 . What is the Ia�t gradc a� school LESS THAN H�GH SCH. . . . . 1°s
you have completed? HS GRADCTATE. . , . . . . . . . .23�5
VO-TECH/TECH C�LL. . . . . . 9�
SOME COLLEGE. . . . . . . . . . 21�
COLLEGE GR.ADUATE. . . . : . 31°�
P�ST-GRADUATE. . . . . . . , . 130
REFUSED. . . . . . . . . . . . . . . 1�
7.5
61292961b6 DECISION RESOURSES 026 P17 MHR 14 '97 15:�9
And now, for one final questa.on, keeping in mind that your an-
swers are held strictly confidential .'. . .
].42 . Is you pre-ta�c yearly household t7NDER $25, 000 . . . . . . . . . .5"s �I
� - 35 000 . . . . .lb�
�ncome over or under $5Q, 000. $25, aai $ , . . ,
IF "OVER, " p,SK: $35,401-$50, OOd . . . . . . . 20� I,
Is it av�r $75, 000? (IF '�YES, ° S50. QO1-$75. 000 . . . . . . . 34� ,
ASK: ? Is it over $7.00, �00? $?5, d01-$100, d04 . . . . . . 19�
IF "CTNDER, �� ASK: OVER $1Q0, 000 . . . . . . . . . . 5�
Is it under $35, 040? (IF �'YES, �� D�N'T KN�W. . . . . . . . . . . . .1� ,
ASK: ) Is it under $25, 000? REFUSED. . . . . . . . . . . .8�
142. Gender (BY OBSERVATION: MA.LE. . . . . . . . . . . . . . .48�
DQ NOT ASK) FEMALE. . . . . . . . . . . . . . 52%
e
FR PRECINCT 1. . . . . . . . . . . 26�
143 . OM LTST
ZONE )
(
PRECINGT 2 . . . , . . . , . . 19%
PRECINCT 3 . . . . . . . . . . . . 15�
PREC2NCT 4 . . . . . . . . .23�
PRECINCT 5 . . . . . . . . }.S�
r
16
fi � ;�
'�M S'S"dv'y :::b� .'� "' � r� -.
,.F3: �..�.� Y.3
�k:
1997 DEPARTMENT GOALS
ECONOMIC DEVELOPMENT`
• Continue to monitar MIRTS.
• Sell additionat property for new industrial projects in the Business Pa�
• Enhance marketing efforts for the city through improved and targetea
advertisement and a biannual newsletter.
DOWNTOWN REDEVELOPMENT
• Complete the Commercial Center Street scape& Urban Design Plan,
including phasing,financial components and impletnentation.
PARKS & RECREATION
• Continued to evaluate parrks and recreation brochure%ity newsletter.
• Revise parks master. '
FISCAL RESPONSIBILITY (ACCOUNTABILITY)
• Obtain Certificate of Achievement far financiat statemen�
• Update ten year CIP.
MANAGED GROWTH
• Complete and adopt storm water management plan and comprehensiti
water plan..
• Complete application to Met Council for eacpanded MUSA.
• Develop formal policy for industrial development outside of MUSA.
CODE ENFORCEMENT
• Continue to review and monitor effectiveness of code enforcemen�
PUBLIC SAFETY
• Continue to empliasize community policing program.
�:R ✓"'.�,.`t a.�'" � � �
._a .. <.. � _ . .,,•s =
, ..��.. , _ ,.,. ,. .. . ,, ., , � .
�., . .. ,.,.. ";
• Continued participation if the Safe And Sober Program
OTHER
� Parks
Complete Erickson Community Square shelter.
Complete family resource center.
• Revi.se Zoning Ordinances
• Review huilding permit software.
• Data Practices Policy
• Records Management
• ilpdate Chapter 9 of City Code (Building'Regudations)
• Evaluate new building permit software.
• Fire department policies and procedures.
,�, .�y. �:�'.^ k, "� `� �,�"� .:� �``,r -� .�
.�� �
"v�i
'� .. . . .. ... . . � . .
PROPQSED 1997 GOALS
ECONOMIC DEVELOPMENT
• Continue to monitorll�IRTS
• Sell additional property for new industrial projects in the�usiness Fari
� ` Enhance marketing efforts for the city through improved and targeted
adverti.sement and a biannual newsletter.
DOWNTOWN REDEVELOPMENT
• Complete the Commercial�enter Street scape & Urban Design Plan,
including phasing,financial comFonents and implementatian.
PARKS & RECREATION
• Continued to evaluate parks and recreation brochure/city newsletter.
• Revise parks master.
FISCAL RESPONSIBILITY (ACCOUNTABILITY)
• Obtain Certificate of Achievement for financial statemen�
• Update ten year CIP.
MANAGED GROWTH
• Complete and adapt storm water management plan and comprehensiv�
water plan..
• Complete application to Met Council for expanded MUSA.
• Develop formal policy for industrial development outside of M�TSA.
CODE ENFORCEMENT
• Continue to review and monitor effectiveness of code enforcemenz "
PUBLIC SAFETY
� Continue to emphasize community policing program.
�
-.,� , �> , ^,c" t'£ FS.� �'• '-
.� ;.
Qx*. . , �a � , _. ; .,,, , -.. .,s,s:. �` y�•_,�°' �
..� � .s::-i' . ' "' T�.
tt
� Continued participation if the Safe And Sober Progra»�
OTHER
. Parks
Complete Erickson Community Square shelter.
Complete family resouree center.
• ReviseZoning Ordinances
• Review building permit software.
• Data Practices Folicy
• Records Management
• Update Chapter 9 of City Code (Building Regulations)
• Evaluate new building permit softwar�
• Fire department policies and procedures
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MEMO
TO: TOM BURT, CITY ADMINISTRATQR
FROM: BUD OSMUNDSON, CITY ENGINEER/PUBLIC WORKS DIRECTOR
DATE: JANUQRY 23, 1997
RE: 1997 GOALS FOR THE PUBLIC WORKS DEPARTMENT
I've divided the goals of the Department into three different areas including City
facilities, Maintenance and Engineering Department as follows:
A. MAINTENANCE
• The Maintenance Staff will be moving its lunch room and office facilities to thE
Fire Station No. 2/Public Works Building. :Staff is completing some interioi
painting prior to this move.
• The fuel tanks and fuel management system will be installed by a contractoi
in May. This will involve the Maintenance Staff in the soil preparation anc
computer installation.
• The existing yard area between the PubJic Works Building and Fire Hall No. �
will begin to take shape this year. We plan on compfeting some of thE
bituminous work and fencing in 1997.
• The former maintenance lunch room area will be converted to a garage by fal
to provide more parking for City vehicles.
• Major landscaping projects to be completed this year include the remainder o-
the City Hall area, the new Fire .Hall and Well #9: ,
• Well #9 wi11 be completed by June, af which time we ,will organize and movf
all of the meter inventory to the new location at Well #9.
• In the rural areas, more ditching will be completed, both in shaping and ir
brushing. The crushed rock on rural roads witl be installed by the end o�
August; a major tift will be installed on Biscayne South of CSAH 42
• Rick and I will begin to line up contracted ioaders for cul-de-sacs for the' 1997
1998 snow season. We will also `look to contract out the Communit�
Center/Armory parking lot for snow removal for the 1997-1998 snow season
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4997 GOALS fOR THE PUBUC WORKS DEPARTMENT
� The fence will be removed and the hole witi be fiiled at Connemara Park and
the fence will be reused at the Public Works yard area.
B. CITY FACILITIES
• City Staff will complete the remodeling in the basement area for the conversion
of the old weight room to Police Department offices. This will also include thE
lounge and kitchen area.
• The Pump will be pulled on Well #8 and routine maintenance will be performed
bY a contractar in the spring.
• After Well #9 is online, Well #6 will be sealed and the building will be razed.
• Landscaping and play equipment at Chippendale Park will be completed.
• Jaycee ParK Shelter Building requires staining, painting and probably carpel
replacement.
C. �NGINEERING STAFF
• Gomplete City Project #277 on time and within budget.
• Complete Geronime Pond, Hawkins Pond and possible other construction or
time and within budgets.
• Staff will work with other Departments in re-writing the Subdivision OrdinancE
which includes major policies for Public Works.
• Storm Water Management Ordinance will be completed and combined into thE
City Code or Subdivisian Ordinance. The Wetland Inventory and Mapping wil
be substantially completed in 1997 as part of the Wetland Chaflenge Grant.
• The Storm Water Management Plan and Comprehensive Water Plan wiN bE
completed and sent to agencies for approval. The North Central Sanitary
Sewer Study wilt be completed and brought to the City Councils attention,
2
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ROSEMOL'NT PARKS Ai�iD RECREATION
1997 GOALS ,
DEPARTMENT ADMINISTRATION: FACILITY:
. • ` Plan and implement new program and � Develop preventative maintenance
reservation software. (Jim, Lacelle, Dan, program. (Dave & Tom)
Dave, Dana) • Implement rifle range (Dave)
• Increase staff and Ciry Council awareness • Construct lighted outdoor building sign.
of department programs, services, and park (Tom)
inventory. (Jim)
• Produce quarterly report of department
activity. (Jim) PARKS:
• Conduct a department-wide customer • Revise cost estimate of future park
service training. (Jim, Lacelle) development. (Jim)
• Continue revision of parks master plan
(J�)
MARKETING AND RENTAL: • Begin construction of Erickson Communi
• Evaluate rental polices. (Dana, Dave, Jim) Square. (Jim)
• Increase auditorium and banquet room • Begin construction of Family Resource '
rental income each by 10% over 1996 Center. (Jim)
actual revenue. (Dave, Dana)
• Evaluate and increase market exposure of
programs, services, and rentals. (All)
PROGRAM:
• Investigate and introduce:
1) T-ball program. (Dan)
2) Summer inline skating program at
outdoor rinks (Dan)
3) Safety camp {Dan)
4) Day camp at Navy Base (Dan)
5) Other day camp programs (Dan)
6) Fitness programs (Lacelle)
7) Youth and family open gym (Lacelle)
• Take over teen night. (Dan)
• Develop fee assistance program (Dan)
• Change softball sanction from ASA to
USSSA. (Lacelle)
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MEMORANDUM
DATE: January 17, 1997
TO: Tom Burt, City Administrator
FROM: Susan Walsh, Assistant to City Administrator
SUBJ: 1997 Goals
For the past few weeks I have been putting together my list of work goals for the coming year.
None of these goals have priority over the other--they all need to get done this year.
(1) Developing a Data Practices Policy--this will be accomplished by working with Corrine
from Kennedy& Graven.
(2) Records Management--In canjunction with developing a Data Practices Policy, the City's
data including the master filing system and department files will be reviewed. It is my goa
to purge the master filing sys#em in accordance with the records retention system, Also
work with departments to see how much of their files can be integrated into the master
filing system. Ultimately to have standard operating procedures for filing that is
department specific and pertains to the master filing system.
(3) Revise certain job descriptions that need updated.
(4) Develop new performance evaluation forms.
(5) Review the public works step system to see if a new system can be developed where a11
maintenance workers can go through the same qualifications.
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M E M O R A N D U M
TO: Tom Burt, City Administrator
FROM: Elliel Knutsen, Chief of Police�s��� !i.
DATE: January 17, ' 1997
SIIBJECT: 1997 Department Goals
The following projects and goals that are 'planned for 1997 are: `
1. "SAFE and SOBER" traffic program. This wi11 be our third
year we have received a state grant for special traffic
enforcement with emphasis on speed, DWi and seat belt usage. Ouz
department has excelled in the past and we wish to even improve
our program.
2 . D.A.R.E. Program in 1997 wi11 include sending a third officez
for the two week D.A:R.E. training seminar to be held in
September. With our commitment to three elementary schools and
its increasing enrollment, it is necessary to train additional
officers. Our goal is to select the DARE officer candidate: by
June 1, 1997, present the candidate to school officials . for
approval and book the candidate with the state on July 15, 1997.
3 . LIAISON program in our middle and senior high schocals will be
enhanced this year by forming District 196 Liaison Collaborative
with the cities of Apple Valley and Eagan. This group would ther
be able to share strategies to best serve our schools.
4. INVESTIGATION services will be strengthened by assigning our
liaison during the summer months.
5. DEPARTMENT REMODELING will be one of our goals this year.
The needed office space for juvenile and booking requirements
will be achieved by remodeling the old exercise room. The next
expansion will have to take place out of the building.
6. CODE ENFORCEMENT OFFICER plans for 1997 will be another goal.
The police department will be responsible for city code
enforcement. We feel we will be able to be more effective
handling code complaints by assigning a non-sworn afficer to thi�
program.
7 . COMMUNITY SERVICE OFFICER (CSO) program has been very
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page 2 - Police Department Goals
successful in the past two years. By increasing the CSO' workinc
hours is an excellent way to promote public service in a very
economical way.
8. Our COPS UNIVERSAL grant has been received and we still are
trying to fill the position. After trying unsuccessfully to hiz
an minority due to a law suit in 1996, it is our hoges to achie�
this goal in 1997.
9. COMMIINITY ORIENTATED POLICING goals in 1997 will be enhancec
with the additional officer, a new cellular phone program (free)
that will help make for immediate phone contact between "Triang]
Managers" and police. We also plan to be more visible at city
organizations (RPP) , etc, and with the citizens (bicycle patrol)
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MEMORANDUM
DATE: January 14, 1997
TO: Thomas D. Burt, Gity Administrator
FROM: Jeff May, Finance Director
SUBJECT: Finance Department Goals for 1997
Listed betow are goals that I am setting for myself and for my department for 1997.
With the loss of one fulf-time staff member in 1996 and the realignment of duties for
the rest of us, things have become much more hectic but all of the everyday wark
continues ta get done(and it will!).
1) Continue to wait patiently to hear the results of our application for the Certifica
of Achievement for Financial Repor#ing for the year 1995. l am cautiousl�
optimistic that we will be awarded the Certificate, but if we are not I am very
confident that the amendments that we have to make will be a#tainable for
1996's report.
2) Update the inventory list of PC's for the Gity so that we can analyze the need�
of City staff and rnake expenditures for upgrades or new purchases to utilize
the funding availabie in:the 1997 C1P budget.
3) Complete the second version of our new 10-year CIP budgets for Buildings,
Streets and Equipment. I think last year's 10-year CIP was a great
improvement over what we have had in #he past in the area af capital
improvements planning and I hope that ths door has been opened we can
continue to make imprflvements on the budgets and the process.
4) Coordinate the upcoming debt issues for the City for 1997. It looks to be a '
busy year with another reconstruction project, many upcoming development
projects for housing and possible expansion of the Business Park.
5) Internally, continue working with rny staff to create an acceptable workioad #ar
everyone. My biggest concern is to find the time for everyone to train in the
other areas of the department thaf they need ta be able to provide backup for.
In the absence of the person primarily responsible for a function, ' want to fee
comfortable that there is'adequate backup available. In some areas, especiall
utility billing, that is not the case right now. I will continue #o do most of the
fund accounting functions and a large share of the payroll functions to allow
Judy the time to work with Denise in leaming the utility billing functions. '
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IV�EMO
CITY OF ROSEMOUNT, MINNESOTA '
TO: Tom Burt, City Admir�istrator
FROM: Dan Rogness, Community bevelopment Department
DATE: January 16, 1997
RE: 1997 GOALS FOR COMMUNITY QEVELOPMENT
I am providing you a list of goals for the Community Development Department for
1997. Pve also identified accomplishments for 1996.
You may also want to use some of#his material for the "State of the City"
presentation.
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1997 GOALS --- COMMUNITY DEVELt�PMfNT DEPARTMENT
CITY QF ROSEMQiJNT, M{�lNESUTA -
Be�ild�ng Ins ep ction:.
• Updats and re-write City Code 9 in orderto organize various building code
items into one section.
• Evaluate new building inspection permitting software for eventuaf
replacement of the existing system.
• Implement a new commercial/industrial "occupancy" perrnit system for all ne
businesses within the city.
• Pursue continued improvements to overall customer service for permit
processing.
• Implernent the new septic system mainfenance ordinance, including the nev�
software permitting system
• Improve departmental policies as they relate to inspection-related
procedures.
Pfanning & Zonin�
• Complete an application to the Met Council for expanded current MUSA tha�
will designate a new 1997-2004 and 2005 2009 MUSA.
• Cmplement new zoning for the Kelley Trust property that follows the intent of
the Comprehensive Guide Plan for the PD-R area
• Adopt a revised Subdivision Ordinance.
• Evaluate improvements to the Zoning Ordinance based upon input from the
planning commission and staff:
• Complete the Commercial Center Streetscape & Urban Design Plan,
including phasing and financial components
• Implement goals of the Livable Communities Act in partnership with the
Dakota County ctuster of cities.
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1997 Goals ---Community Development
Page 2
• Improve the department's filing system.
• Improve the GIS system in cooperation with the Dakota County Economic
Partnership program to enhance uses within the city.
• Initiate rezonings that bring property throughout the city into compliance wi�
the Comprehensive Guide Plan's land use designations. .
• �Complete a Mississippi River corridor analysis as part of the Met Council's
MNRRA program.
EcQnarrzi�E�evetaainerrt:
.
• Finalize unfinished projects in 1996, including Cannon Equipment,
Geometrix, Shamrock Animal Hospitai, Arlyn�ope PUD, and flakota Coun�
HRA Senior Housing.
� Sell additional property for new industrial projects in the Rosemount
Business Park.
• Complete the refinancing of loans associated with the Loch and Blake
building.
• Evaluate redevelopment potential as part ofi the Commercial Center plannir
efFort.
• Evaluate the future of the Downtown and Carlson TIF Districts.
• Enhance marketing efforts for the city through impr�ved and targeted
advertising and a biannual newslet#er.
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ACCOMPLISHMENTS IN 1996
- RO�EMaUNT G�iVl11�Ui�UTY-DEZ/ELOPiIAENT DEP�4R1'�VIENT -
Buifding fnsn�c#ian-
• Enacted a new septic maintenanee ordinance, which ine{uded numerous
public mee#ings, mailings and a public hearing.
• Adopted new building permit fees based on the 1994 UBC and eliminated thE
local licensing of contractors tha#w�ork in Rosemoun#.
• Completed nearly 3,300 regular scheduled ins�ections that resulted in over
1,600 hours of fieid work. '
• Processecf btrifdtng�ermits with a totat vahaatiorr a�$3't,t)2�;382-and totat-
revenue of$297,296.
• Oversaw the construction of 191 new housing units, including 130 single
family and 61 townhome/condominium uni#s.
• Completed plan reviews and inspections for large commerciaVindustrial
projec#s, inciuding Gannot� Et�ipmer�#, Greif Brothers, Geome#rix Comp�ny,
Shamrock Animal Hospital, Rosemoun# Fire Station, and various "east end"
industrial improvements.
• Completed {through the Fire Marshal) nearly 400 inspections and issued
nearly 2D0 permits related to fiire preven�ion a�tivities.
Pfanning &�oning,-
• Pr.ocessed over 60 applications related to rezonin�s, variances, planned unit
developments, text amendments, plats, guide pian amendmenis and permit
renewals.
• Enacted new zoning ordinances related to adult uses, tree preservation,
antenna towers and business park uses.
• Led special planning/zoning projects related to the Kelley Trust property, the
Metropolitan Urban Service Area{MUSA), a Commercial Center Streetscape
and Urban Design plan, and a hos# eommunity fee for SKB Landfilt.
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1996 Accompiishments ---Community Deyelopment
Page 2
• Participated in planning efforts associated with the University of Minnesota
property, a proposed rail-truckterminal site (MIRTS), and the Dakota County
cluster for the Livable Communities Act.
• Completed GJS maps for zoning,iand use plan and current land uses.
• Reviewed large development proposals, including Cannon Equipment,
McNamara Addition PUD, CMC Heartland Partners PUD, and the Dakota
County HRA Senior Housing.
• Improved informational handouts, checklis#s, applications, and code
enforcement procedures in cooperation with the Police �epartment.
��nomic Develovment:
• Completed numerous aetivities in the Rosemount Business P�rk, including
the establishment of a TIF Distri�t, the installation of a new entrance sign, t�r
sale of two parcels (10 acres and 6 acres), #he execution of two developmen
agreements (Cannon Equipment and Geometrix);#he amendment of the
Business Park zoning ordinance, and #he completion of marketing rrrateriaC
• Initiated refinancing of two existing loans assacia�ed with the LochlBtake
commercial building at the northwest corner of Highway 3 and 145fh Street.
• Reviewed developmen# proposals from Endres Processing for a new#acili#y
in eastern Rosemount.
• Finalized project conditions for the ShB�lrnock Animal Hospital commercial
redevelopment project. �
• Completed an action plan for the port authority, for 1997.
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�� CITY OF ROSEMOUNT
��
FIRE DEPARTMENT PERSONNEL POLICY
PURPOSE
The purpose of this policy is to establish a uniform and equitable system of municipal personnel
administration for all employees of the City of Rosemount Fire Department. Any term and
condition of employment not specifically established in this personnel policy shall remain solely
within the discretion of the city to modify, establish, or eliminate. The city retains the full and
unrestricted right to operate and manage a11 manpower, facilities and equipment; to establish
functions and programs; to set and amend budgets; to deternune the utilization of technology; to
establish and modify the organizational structure;to select, and direct and determine the number
of personnel; to establish work schedules, and to perform any inherent managerial functions not
specifically referred to in this section. Nothing in this policy shall be construed as part of an
employment contract between the city and its employees. Additionally, the provisions in�his
policy supersede a11 prior fire department employee policies and the`Bylaws of the Rosemount
Volunteer Fire Department." Nothing in this policy shall be construed as creating anything other
than an employment-at-will relationship between the city and its employees. The city reserves the
right to discharge city employees at any time, and for any reason, subject only to limitations
imposed by law.
STATEMENT OF NON-DISCRIMINATION
It is#he policy of the city to provide equal employment opportunity to all persons. All
employment policies and practices shall be non-discriminatory in compliance with federallaws,
state statute and local ordinances. No individual sha11, on the basis of race, orientation, age,
marital status, disability or status with regard to public assistance shall be excluded from
employment or be subjected to discrimination regarding any and all terms and condition of
employment by the city.
�UIREMENT OF PHYSICAL & PSYCHOLOGICAL EXAMINATION
An applicant or employee appointed to a position must be of sufficient health to satisfactorily
perform the essential duties and responsibilities of the position.
After a conditional offer of employment has been made, applicants shall be required to undergo
and pass an appropriate pre-placement health screening prior to appointment to a position. The
city will pay the total cost of such conditional offer, pre-employment examinations. A medical
evaluation report shall be prepared and filed with the adrninistration department.
If a medical evaluation report indicates that an otherwise eligible applicant for employment has a
mental or physical condition which causes such applicant to be considered as a serious health risk,
or whenever the applicant is reported to have a condition that may substantially affect the
applicant's ability to perform the essential duties and responsibilities of the position involved, the
city may declare the applicant ineligible for consideration for appointment to the position.
Whenever it appears that an employee may have a mental or physical condition which causes such
employee to be considered a risk to the health and safety of his/her self or others, or whenever the
m lo ee is considered b the fire chief to have a condition that ma substantiall affect the
e P Y Y Y Y
� i i n involved the i
n i i l i t i e s o f t h e o s t o
e m l o e e s a b i l i t o e r f o r m t h e e s s e n t i a l d u t i e s a n d r e s o s b p ,
P Y tY P
P
city may require such employee to discontinue work immediately and be examined at the city's �I
expense by a qualified physician or psychologist approved by the city. Upon proper medical '�I
release, the physician shall provide a medical evaluation report to the city. !,I
Whenever an employee is receiving medical treatment which includes a prescription drug which ,
would likely affect the employee's mental and/or physical ability to perform the employee's work,
the employee has a duty to notify the fire chief of such treatment.
BACKGROUND INVESTIGATIONS
Upon request of the city administrator or designee, the policy department sha11 provide certain
criminal history data contained in the Minnesota Criminal Justice Information System. The data
to be provided must only be about finalists for firefighter positions. The city administrator or
designee must obtain the consent of the finalists before requesting the data, but an applicant's
failure to provide consent may disqualify the applicant from the prospective position.
PROBATIONARY PERIOD
The probationary period shall be regarded as an integral part of the terms and conditions of
employment.
Any original appointment as a regular firefighter shall be subject to an initial probationary period.
During the probationary period, an employee may be dismissed at the city's sole discretion for any
reason or for no reason. A probationary employee sha11 have no rights to appeal such a decision.
Prior to the expiration of the initial probationary period, the employee's performance sha11 be
evaluated in writing by the fire chief and given to the city administrator with a written
recommendation that the employee be dismissed or a statement that the employee has successfully
completed the probationaryperiod and can be considered as a regular firefighter.
A probationary firefighter must serve actively on the department for two (2)years.
2
During the probationary period, the probationary firefighter can and shall receive training and
guidance in order to help himlher adjust effectively to the position. A probationary firefighter
must satisfactorily complete the city's required course of instructian during his/her probationary
period.
(1) The fire chief may waive the required training and/or course of instruction if s/he is convinced '
that the employee has successfully completed the same or equivalent training or instruction. '
(2) At any time during the probationary period, the fire chief may require such employee to begin '
and successfully complete any portion or a11 of any such training or instruction previously ',
waived. 'I
The City Administrator may extend the probationary period for specific individuals for an
additional six(6) month period, not to exceed one(1)year, upon the recommendation of the fire
chief
COMPENSATION PLAN
Fire department compensation shall be approved by the city council and shall constitute the
official compensation plan for all positions in the fire department. The city council may amend the
compensation plan at any time that it deems necessary in the interest of good personnel
administration as recommended by the city administrator.
Firefighters shall be paid their appropriate on call hourly pay for the following fire department
activities:
(1) Response to fire and other emergency incidents from the time o�the initial dispatch for a �
minimum of one hour. For time exceeding one hour, time will be paid in quarter hour
increments. Times shall be noted on the incident sign-in sheet and entered into the payroll
data system.
(2) Participation in weekly training and drill activities: Drills are paid in a full hour increment for
one hour and in quarter hour increments for time exceeding one hour as assigned by the
instructor, training coordinator or other fire department officer, upon approval of the fire
chief or his/her designee. Time sha11 be noted on the training sign-in sheet.
(3) Participation in station and vehicle ma.intenance activities: These activities are a one hour
minimum with quarter hour increments for time exceeding one hour. All maintenance
activities must be assigned or authorized by a captain with prior approval by the fire chief or
his/her designee. Time and details of work performed shall be entered into the work detail
sheets by the firefighter after completion of the work. These records sha11 be examined
periodically by the fire chief or one of the chief officers for accuracy and entered into the fire
department payroll system.
3
(4) Participation in fire safety education activities: These activities aze a one hour minimum with
quarter hour increments for time exceeding one hour. Time and details of work performed
shall be entered into the activity sheets by the firefighter after completion of the work. These
records shall be examined periodically by the fire chief or one of the chief officers for
accuracy and entered into the fire department payroll system.
(5) Participation in miscellaneous activities: Examples of these activities are administrative
functions, assisting with training, public relations, and representing the fire department at
various meetings. Pay for these activities are after pre-approval by the fire chief or hislher
designee. These activities are a one hour minimum with quarter hour increments for time
exceeding one hour. Time and details of work performed sha11 be entered into the activity
sheets by the firefighter after completion of the work. These records shall be examined
periodically by the fire chief or one of the chief officers for accuracy and entered into the fire
department payroll system.
(6} Firefighters, with the exception of probationary firefighters, shall be paid on an hourly basis
while attending firefighter training courses as required. Firefighters shall also be paid for non-
mandatory classes subject to approval of the fire chief and upon satisfactory or successful
completion of the class. The fire department will pay for pre-approved course tuition and
provide a fire department vehicle when available. Firefighters being paid for training on an
hourly basis. Advanced training credits shall no longer be in existence. Effective with the
ne�rt paycheck following adoption of this policy, firefighters with advanced earned credits
sha11 cash these credits in at the current training rate based on credit hours due.
(?) Where pre-approval is required above,a written training request form shall be submitted to
the fire chief for approval for authorization of training funds. Approval by the fire chief sha11 '
consider the appropriateness of the class and cost of class in relation to overall departmental � ',
training needs. '
(8) The fire chief and assistant fire chief shall be paid a stipend for administrative duties relating '
to their respective officer functions. The fire chief and assistant chief should not turn in hours ,
for work details or administrative functions unless the city administrator has authorized these ,
duties for hourly pay. They will not typically be paid for participation in station and truck ',
maintenance, attendance at meetings and for carrying out fire department administrative I,
duties. The city administrator shall approve quarterly pay sheets for the fire chief and �I,
assistant fire chief. '�
(9) Firefighters responding to fire and rescue calls when participating in drill or training, shall be
paid the training rate. If the call time extends past the training or drill time,then firefighters
shall be paid the fire and rescue call rate. I
(10) Firefighters shall be paid on a quarterly basis.
4
Work Details Authorized jor Firefighter On Call Hourly Pay:
Fire Calls Rescue Calls Standby
Truck Maintenance Station Maintenance Fire Safety Education Events
Work Details Authorized for Firefighter Training Pay:
Fire Department Meetings Weekly Drills Special Drills ,
Authorized Committee Mtg. Hose Testing Fire Extingvisher Training '
MN State Fire School
Work Details Authorized for Fire Chief and Assistant Fire Chief On-Call Hourly Pay: '
Fire Calls Rescue Calls Standby i
Fire Safety Education Events Officer Duty Calls
Work Details Authorized for Fire Chief and Assistant Fire Chief Training Pay:
Weekly Drills Authorized Committee Mtgs. Wacota Firefighters Mtg.
MN State Fire School Special Drills
All other work details are part of of�cer salary
Non-Hourly Pay Details:
Relief Assoc. Functions Parades Conferences/conventions
Adopt a Highway Program
SMOKE FREE WORKPLACE
The city is dedicated to providing healthy, comfortable, public facilities for its citizens a.nd visitors
and a healthy, comfortable and productive work environment for its employees. The city provides
that all city buildings, structures and vehicles aze smoke free. �
DRUG AND ALCOHOL TESTING POLICY
Abuse of drugs and alcohol is a nationwide problem. It affects persons of every age, race, sex and
ethnic group. It poses risks to the health and safety of employees of the City of Rosemount and
to the public. This policy establishes standazds concerning drugs and alcohol which all employees
must meet. It also establishes a testing procedure to ensure that those standards are met.
5
The Drug and Alcohol Testing Policy of the City of Rosemount, ll�innesota, will conform to the
requirements of state law as set forth in Minnesota Statutes Chapter 181 and the Federal Drug-Free
Workplace Act of 1988 and be as follows:
Definitions:
Confirmatorv Test and Confirmatory, Retest: A drug or alcohol test that uses a method of analysis
allowed under one of the programs listed in Minn. Stat. 181.953, Subd. 1.
Drus: A controlled substance as defined in Minn. Stat. 152.01, Subd. 4.
Drog and Alcohol. Dru�or Alcohol Testing, and Dru�or Alcohol Tesi: An analysis of a body
component sample according to the standards established under one of the programs listed in Minn.
Stat. 181.953, Subd. 1 for the purpose of ineasuring the presence or absence of drugs, alcohol, or '
their metabolites in the sample tested.
Dru�Paraphernalia: As set forth in: Minnesota Statutes 152.01, Subd. 18.
Em�loyee: A person, independent contractor, or person working for an independent contractor
who performs services for the City of Rosemount for compensation, in whatever form.
Initial Screening Test: A drug or alcohol test which uses a method of analysis under one of the
programs listed in Section 181.953, Subd. l, or alcohol in a sample.
Job Anplicant: A persoq who applies to become an employee of the City of Rosemount, and
includes a person who has received a job offer made contingent on the person passing drug and
�
alcohol testing. `
Positive Test Result: A finding of the presence of drugs, alcohol, or their metabolites in the sample
tested in the levels contained in the standards of one of the programs listed in Minn. Stat. 181.953,
Subd. 1.
Reasonable Suspicion means a basis for fornung a belief based on specific facts and rational
inferences drawn from those facts.
Under the Influence: Having the presence of a drug or alcohol at or above the level of a positive
test result.
City Rules:
(1) No employee sha11 be under the influence of any drug or alcohol while the employee is working
or while the employee is on City premises or operating City vehicles, rnachinery, or equipment,
except to the extent authorized by a valid medical prescription.
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{2) No employee shall use, possess, manufacture, distribute, dispense, sell or transfer drugs,
alcohol or drug paraphernalia while the employee is working or while the employee is on the
City's premises or operating City vehicles, machinery or equipment, except pursuant to a valid
medical prescription or when engaged in approved law enforcement activity.
(3} An employee shall notify the City in writing of any criminal drug statute conviction for a
violation occurring in the workplace no later than 5 days after such conviction. The City sha11
notify the appropriate federal agency of such conviction within 10 days of receiving notice
from the employee.
Persons Subject to Testing:
Employees and job applicants are subject to testing. No person will be tested for drugs or alcohol
under this policy without the person's consent. The City will request or require an individual to
undergo drug or alcohol testing only under the circumstances described in this policy. Employees
and job applicants are subject to testing under the City's Policy Implementing the Federal Omnibus
Transportation Employee Testing Act and Related Regulations if applicable. .
Circumstances for Drug or Alcohol Testing:
(1) Job applicants. Job applicants may be requested to undergo drug and alcohol testing after a
job offer has been conditionally made and before commencing employment in the position.
(2) Reasonable suspicion testing. The City may request or require an employee to undergo drug
and alcohol testing if there is a reasonable suspicion that the employee:
(a) is under the influence of drugs or alcohol while the employee is working or while the
employee is on the City's premises or operating City vehicles, machinery, or equipment; or
(b) used, possessed, sold or transferred drugs, alcohol or drug paraphernalia while the
employee is working or while the employee is on City premises or operating City vehicles,
machinery, or equipment; or
(c) has sustained a personal injury as that term is defined in Minnesota Statutes 176.011,
Subd. 16, or has caused another person to die or sustain a personal injury; or
(d) has caused a work-related accident or was operating or helping to operate machinery,
equipment, or vehicles involved in a work-related accident resulting in total property
damage exceeding $1,000, as estimated by a department supervisor at the scene of the
accident or at the time the accident reported; or
(e) has discharged a firearm other than(a) on a taxget range, or(b}while conducting
authorized ballistics tests, or(c) as authorized by Rosemount Police Department rules and
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��
regulations concerning dangerous or suffering animals; or has, as deternuned only by
employee's department head, or his/her official designate, or the City Administrator,
engaged in an act or omission related to the performance of the job, whether committed
on or off duty, that logically requires or justifies such testing, revealed as a cleaz and
compelling necessity by the nature of the incident.
(3) Other testin�. The City may permit an employee who has requested a drug and alcohol test to
undergo testing in accordance with the procedures established by this policy or by State or
Federal Law.
(4) Treatment prog,ram testin�. The City may request or require an employee to undergo drug and
alcohol testing if the employee has been referred by the City for chemical dependency
treatment or evaluation or is participating in a chemical dependency treatment program under
an employee benefit plan, in which case the employee may be requested or required to undergo
drug or alcohol testing without prior notice during the evaluation or treatment period of up to
two years following completion of any prescribed chemical dependency treatment program.
Refusal to Undergo Testing:
(1} 7ob a�plicants: If a job applicant refuses to undergo drug or alcohol testing requested or
required by the City, no such test shall be given, and the job applicant sha11 be deemed to have
withdrawn the application for employment.
(2) Employees: If any employee refuses to undergo drug or alcohol testing requested or required
by the City, no such test sha11 be given, and the employee is subject to discipline up to and
including termination of employment. �
(3) Refusal on religious rog unds: No employee or job applicant who refuses to undergo drug or
alcohol testing of a blood sample upon religious gounds sha11 be deemed to have refused
unless the employee or job applicant also refuses to undergo drug or alcohol testing of a urine
sample.
Procedure for Testing:
(1) Notification form: Before requesting an employee or job applicant to undergo drug or alcohol
testing, the City shall provide the individual with a form on which to(a) acknowledge that the
individual has seen a copy of the City of Rosemount drug and alcohol testing policy, and (b)
indicate any over-the-counter or prescription medications that the individual is currently taking
or has recently taken and any other information relevant to the reliability of, or explanation for,
a positive test result, and (c) indicate consent to undergo the drug and alcohol testing.
(2) Test sample: The test sample shall be obtained in a private setting, and the procedure for
taking the sample sha11 ensure privacy to employees and job applicants to the extent practicable
8
consistent with preventing tamperin�with the sample, and may include a witness. The test
sample shall be taken on the City's premises or at a medical facility designated by the
employer.
(3) Identification of samples. Each sample shall be sealed into a suitable container free of any
contamination that could affect test results. The sample sha11 be identified for processing by
the licensed testing laboratory.
(4) Chain of custodv. The City shall use a testing laboratory which has established a reliable chain-
of-custody procedure to ensure proper record keeping, handling, labeling, and identification of
the samples to be tested. The procedures must require the following:
(a) possession of a sample must be traceable to the employee from whom the sample is
collected, from the time the sample is collected through the time the sample is delivered to
the laboratory;
(b) the sample must always be in the possession of, must always be in view of, or must be
placed in a secured area by a person authorized to handle the sample;
(c) a sample must be accompanied by a written chain-of-custody record; and
(d) individuals relinquishing or accepting possession of the sample must record the time the
possession of the sample was transferred and must sign and date the chain-of-custody
record at the time of transfer.
(5) Laboratorv. The City shall use the services of a testing laboratory that meets one of the
following criteria for drug testing:
(a) is certified by the National Institute on Drug Abuse as meeting the mandatory guidelines
published at 54 Federal Register 11970 to 11989, April 1 l, 1988;
(b) is accredited by the College of American Pathologists, 325 Waukegan Road,Northfield,
Illinois, 60093-2750,under the forensic urine drug testing laboratory program; or
(c) is licensed to test for drugs by the state of New York,department of health, under Public
Health Law, article 5, title V, and rules adopted under that law.
For alcohol testing, the laboratory must either be:
(i) licensed to test for drugs and alcohol by the state of New York, department of health,
under Public Health Law, article 5, title V, and the rules adopted under that law; or
(ii) accredited by the College of Arnerican Pathologists, 325 Waukegan Road, Northfield,
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Illinois, 60093-2750, in the laboratory accreditation progam.
(6) Retention and stora�e: All samples that produce a positive test result sha11 be retained and
properly stored for at least six months.
(7) Test report: The testing laboratory sha11 prepare a written repoR indicating the drugs, alcohol,
or their metabolites tested for and whether the test produced negative or positive test results.
The testing laboratory sha11 disclose that report to the City within three working days after
obtaining the final test results.
(8) Notice of test results: Within three working days after receipt of the test result report from the
testing laboratory, the City shall inform an employee or job applicant who has undergone drug
or alcohol testing in writing of a negative test result on an initial screening test or of a negative
or positive test result on a confirmatory test. The City shall also inform an employee or job
applicant of the following rights pursuant to Minn. Statutes 181.953: ,
(a) The right to request and receive from the City a copy of the test result report. ,,
(b) The right to request within five working days after notice of a positive test result a
confirmatory retest of the original sample at the employee's or job applicant's own
expense. If a confirmatory retest is conducted in accordance with Minn. Statute 181.953,
Subd. 1 by a licensed laboratory at the same threshold detection levels as used in the
confirmatory test, and the confirmatory retest does not result in a positive test result the
City shall reimburse the employee or job applicant the actual cost of the confirmatory
retest in an amount not to exceed $100.00.
(c) The right to submit information to the City within three working days after a notice of a �
positive test result to explain that result.
(d) The right of an employee for whom a positive test result on a confirmatory test was the
first such result on a drug or alcohol test requested by the City not to be discharged unless
the City has first given the employee an opportunity to participate in either a drug or
alcohol counseling or rehabilitation program. Participation in a counseling or
rehabilitation program will be at the employee's own expense or pursuant to coverage
under an employee's benefit plan. The City may determine which type of program is more
appropriate for the employee after consultation with a certified chemical use counselor or
a physician trained in the diagnosis and treatment of chemical dependency. The employee
may be discharged if he/she has either refused to participate in the counseling or
rehabilitation program or has failed to successfully complete the program. Withdrawal
from the program before its completion or a positive test result on a confirmatory test
after completion of the program will be considered evidence that the employee failed to
successfully complete the program.
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(e) The right to be reinstated with back pay if the outcome of the confirmatory test or
requested confirmatory retest is negative.
(fl The right not to be discharged, disciplined, discriminated against, or required to be '
rehabilitated on the basis of inedical history information revealed to the City concerning
the reliability of, or explanation for, a positive test result unless the employee or job
applicant was under an affirmative duty to provide the information before, upon, or after
hire.
(g) The right to access the information in the employee's personnel file relating to positive test
result reports and other information acquired in the drug and alcohol testing process
including conclusions drawn from and actions taken based on the reports or other acquired
information.
(h} The right of an employee or a job applicant, who has received a job offer made contingent
on the applicant passing drug and alcohol testing, to not have the offer withdrawn based
on a positive test result from an initial screening test that has not been verified by a
confirmatory test.
Action After Test:
(1} Job ap lip CaritS: The appointing authority will not withdraw an offer of employment made
contingent on the job applicant passing drug and alcohol testing based on a positive test result
fram an initial screening test that has not been verified by a confirmatory test. Where there has
been a positive test result in a confirmatory test and in any confirmatory retest, the appointing
authority will withdraw the contingent offer of emplayment if the City determines in
accordance with the Minnesota Human Rights Act that alcohol or drug usage or abuse(1)
prevents the job applicant from perfornung the essential functions of the job in questions; or
(2) constitutes a direct threat to property or the safety of others, or(3) otherwise constitutes a '
��, bona fide occupational qualification.
(2) Employees: The City will not discharge, discipline, discriminate against, or request or require
rehabilitation of an employee solely on the basis of a positive test result from an initial
screening test that has not been verified by a confirmatory test. Where there has been a
positive test result in a confirmatory test and in any confirmatory retest, the City may do the
following:
(a) First positive test result: Give the employee an opportunity to participate in either a drug
or alcohol counseling or rehabilitation program, whichever is more appropriate. The City
will consult with a certified chemical use counselor or physician trained in the diagnosis
and treatment of chemical dependency before approving the program. Participation in a
counseling or rehabilitation program will be at the employee's own expense or pursuant to
coverage under an employee's own benefit plan. If the employee either refuses to
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participate in the counseling or rehabilitation program or fails to successfully complete the
program, as evidenced by withdrawal from the program before its completion or by a
positive test result on a confirmatory test after completion of the program, and alcohol or
drug abuse prevents the employee from perfornung the essential functions of the job in
question or constitutes a direct threat to property or the safety of others or otherwise
constitutes a bona fide occupational qualification, the employee may be discharged from
employment.
(b) Second positive test result. Where alcohol or drug abuse prevents the employee from
performing the essential functions of the job in question or constitutes a direct threat to ,
property or the safety of others or otherwise constitutes a bona fide occupational '
qualification, the employee will be disciplined, including,but not limited to, discharge from
employment.
(c) Sus�ensions and transfers: Notwithstanding any other provisions herein, the City may
temporarily suspend the tested employee with pay for up to 90 days or transfer that
employee to another position at the same rate of pay pending the outcome of the
confirmatory test and, if requested, th�confirmatory retest, provided the City believes that
it is reasonably necessary to protect the health or safety of the employees, or the public.
(d) Other misconduct. Nothing in this policy limits the right of the City to discipline or
discharge an employee on grounds other than a positive test result in a confirmatory test,
including conviction of any criminal drug statute for a violation occurring in the
workplace.
Data Privacy:
The City will not disclose the test result reports and other information acquired in the drug or
alcohol testing process to another employer or to a third party individual, governmental agency, or
private organization without the written consent of the employee tested, unless permitted by law or
court order.
Rights of Employees: ,
An employee has a right to offer the City a written explanation of a positive test result on a
confirmatory test within three working days after notice of the positive test result, and has a right to
request within five working days after notice of a positive test result a confirmatory retest of the
original sample at another licensed testing laboratory at the employee's or job applicant's own
expense.
Appeal Procedure:
Employees may appeal decisions made by the City under this subsection through the grievance
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procedure of this personnel policy. The City will not retaliate against an employee for pursuing an
appeal or other remedies provided in Minn. Stat. 181.956.
Good Faith Effort:
The City of Rosemount will make a continuing good faith effort to maintain a drug-free workplace
through the implementation of its Drug and Alcohol Testing Policy.
Contact:
The employer designated contact person will coordinate the implementation, direction, and
administration of the City's alcohol and controlled substances policy.
Employee questions concerning this policy should be directed to the contact person.
Susan M. Walsh, Assistant to City Administrator; Telephone: 322-2002
WORKPLACE HARASSMENT POLICY I
The City wants to maintain a comfortable and productive work environment that fosters
professionalism. Employees must be free to exercise their duties without fear of verbal or physical
intimidation or duress. The City realizes the seriousness of harassment and expresses its earnest
desire to prevent the occurrence of such incidents.
Policy:
A fundamental and key policy of the City is to maintain a working environment which is free of
discrimination and harassment of any kind. Both Title 7 of the Federal Civil Rights Act of 1964
and Chapter 363 of Minnesota State Statutes prohibit discrimination and harassment (hereafter
abbreviated as"harassment") in the workplace. The City does not condone and will not knowingly
tolerate harassment by an employee of any other City employee,job applicant, official or member
of the public with whom employees come into contact while doing work. Simply put, harassment
has no place in the workplace. This section sha11 apply to all groups listed in Section 2.
What Constitutes Workplace Harassment:
General Definition: Workplace harassment may be defined as: comments or actions with respect
to an employee's religion, race, color, creed, national origin, sex, marital status, age, sexual
. orientation or medical or disabling condition which comments or actions causes an employee worry
or torment or forces the employee being harassed into situations or behavior not required by that
employee's job responsibilities.
Examples of Workplace Harassment: The following are some examples of conduct which may be
considered harassment:
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(1) Remarks about a person's body, or sexual activities.
(2) Racial, sexual or ethnic comments.
(3) Patting, pinching or unnecessary touching.
(4) Demanding or suggesting that sexual favors be ganted and, if they aze not, one's existing job
or promotional potential will suffer.
(5) Physical assault.
(6) Favoritism to one employee over another which has its origins in religion, color, race, sex, etc.
(7) Derogatory remarks about a person's age or physical condition.
(8) Relating of jokes or dissemination of pictures, cartoons or stores which are offensive because
they relate to race, sex, age, etc.
(9) The display of pictures, posters, calendars, gaffiti or similar materials which are se}nzally
suggestive, sexually demeaning or pornographic.
Reporting Workplace Harassment:
If an employee believe he or she has been the victim of harassment or has witnessed an act of
hauassment they are urged to bring it to the immediate attention of the City. Employees may do so
by filling out the required forms and meeting with the City officials designated to receive this form �
and trained in dealing with such reports.
The City's designated officials are the City Administrator and Assistant to City Administrator at
Rosemount City Hall, telephone 423-4411, located lat 2875 - 145th Street West, Rosemount,MN
55068. Reports can be made either verbally or in writing to the designated official at any time
during work or off hours subject to availability. However, harassment investigation cannot
commence until the necessary forms are complete.
If an employee has difficulty filling out the form, the designated official will assist the employee in
doing sa
Employees may also contact the following governmental organizations to report harassment:
Minnesota Department of Human Rights
500 Bremer Tower
7th Place and Minnesota Street
St.Paul, Minnesota 55101 -
(612)296-5663
Equal Employment Opportunities Commission
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Room I78
110 South Fourth Street
M'inneapolis, Minnesota 55401
(612)349-3495
Investigation of Harassment Reports:
All reports of harassment will be taken seriously by the City and will be investigated through the
conduct of interviews, examinations of relevant records and other inquiries. Although
investigations cannot be confidential, they will be handled with as much discretion as is reasonably
possible taking into account the need for a thorough investigative process.
Upon completion of the harassment investigation, the City will make a determination as to whether
harassment has occurred and will inform the subject of the alleged harassment and the alleged
harasser of its determination. Where the City has determined that harassment has occurred,
appropriate disciplinary action will be taken, up to and including termination of the harasser. ,
Retaliation Prohibited:
The City will not tolerate any forrn of retaliation against an employee who makes a complaint or
participates in a harassment investigation. Examples of prohibited retaliation include discipline,
changing work assignments of, providing inaccurate work information to, or refusing to cooperate
or discuss work related matters with any employee because that employee has reported harassment
or cooperated in the investigation of a harassment report.
If the City determines that an employee has violated the prohibition against retaliation, that
employee will be subject to disciplinary action up to and including ternunation. ''
USE OF iTEHICLES
This policy sets forth regulations and procedures for both city owned vehicles and privately owned
vehicles operated on city business.
Use of City Vehicles:
(1) Any employee on City business shall use a City vehicle if possible. All use of City vehicles
must be approved by the immediate supervisor.
(2) The use of City vehicles for personal reasons is prohibited. Violation of this provision may
subject the employee to disciplinary action.
(3) An employee using a City vehicle must have a valid driver's license and follow all traffic
regulations.
(4) An employee shall not transport another employee to and from work and home except in
15
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emergency situations.
(5) Some positions require that the employee be allowed to take a City vehicle horne. The I
following criteria shall be used to determine which employees shall take vehicles home. ,
(a) The employee responds to emergency situations. �
(b) The employee responds to call outs after working hours. I,
(c) The employee responds to situations requiring specialized equipment contained in
vehicles.
(d) A situation where it is more economical to use a City vehicle.
(e) The level of City service will be improved significantly.
(6) The following are conditions relating to vehicles taken home:
(a) Vehicles shall be used for City business only.
(b) The employee shall live within the City.
(c) The vehicle sha11 not be parked on the street overnight and inside a garage if possible.
(d) Employees cannot transport anyone in the City vehicle unless such persons are conducting
business with the City.
(e) The vehicle sha11 be left with the respective department when the employee is on vacation.
(fl An employee provided a City vehicle for commuting purposes shall have an appropriate
amount included in their gross income, with the appropriate withholdings made, based on
the current IRS regulations.
Use of Private Vehicles:
�
(1) Using a private vehicle for City business requires prior approval.
(2) Mileage reimbursement will be made at the current rate established by the IRS.
(3) According to standard insurance requirements, any employees receiving reimbursement for
personal vehicle use will assume liability through their own vehicle insurance in the event of an
accident.
Accidents:
Accidents involving City or personal vehicles on City business should be reported immediately.
DRIVER'S LICENSE
All firefighters are required to possess a valid, unrestricted drivers license. It is assumed that in
emergency conditions, all personnel shall be able to operate fire apparatus including driving the
apparatus. A valid, unrestricted drivers license is therefore required.
Employees must immediately notify the fire chief if their drivers license is revoked or restricted. In
the event a license is modified in any way the State of Minnesota which restricts driving privileges,
16
the conditions must clearly state the person is able to respond to fire and emergency calls,
participate in fire training activities and operate fire department emergency vehicles in order for the
firefighter to remain on active status.
Firefighters whose driving privileges are revoked or modified'vn such a way that they cannot fully
participate in fire activities and/or drive department emergency vehicles shall be placed on in-active
duty status for a period of time up to one year form the date the drivers license is modified. The
firefighters may request a personal leave of absence for up to ninety(90) days during this time. ,
LEAVE FA EN E I�
S O BS C
Any firefighter, including probationary employees, may request a leave of absence from active duty
on the fire department. Such requests shall be in writing and presented to the fire chief who shall
recommend approval or disapproval.
Personal Leave of Absence:
(1) Upon affirmative recommendation from the fire chief, the city administrator may approve a
personalleave up to ninety(90) days.
(2) Personal leave of more than ninety(90) days and up to one hundred eighty(180) days requires
city council approval.
(3) While an employee is on a personal leave, helshe shall be placed on inactive duty status; and
the time on personalleave does not count towards time-of-service.
Medical Leave of Absence:
(1) All requests for medical leave of absence shall be accompanied by a written statement from a
physician stating that the firefighter is not able to perform the essential duties of the position
for some specific period of time. Additional statements from the physician may be required by
the fire chief at reasonable intervals to document that the individual is still not able to return to
work
(2) The city administrator may approve a medical leave up to si�cty(60) days.
(3) A medical leave of more than sixty(60) days requires city council approval.
(4) Any firefighter who returns to duty following a medicalleave in excess of sixty(60) days may
be required to take a physical examination before returning to active duty.
(5) Approved medical leaves of sixty(60) days or less per calendar year, does not affect an
employee's time-of-service.
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LIMITED DUTYASSIGNMENT
The fire chief shall have the authority to assign firefighters, including probationary firefighters, to
limited duty firefighting duties only for reasons and such periods of time as the fire chief deems
appropriate for the protection of the health, safety or welfare of the employee, fire department or
public. If said assignments continue for more than thirty(30) days, the city council must approve
the continued assignment.
(1) The fire chief sha11 determine the nature and extent of limited duty firefighting duties
appropriate for each individual assigned to such duties.
(2) Unless specifically assigned by the fire chief to limited firefighting duties, or unless otherwise
restricted by another provision, each firefighter sha11 be deemed available for all firefighting
duties and responsibilities.
PARTICIPATION RE4UIREMENTS
All duly appointed firefighters shall meet all fire ca11 and training requirements as listed below.
Such requirements shall include, but not be limited to, percentage of attendance requirements for
fire calls and departmental training activities, completion of other required training and participation
in annual health examinations. Failure to meet minimum participation requirements shall be cause
for ternunation.
Fire Call Attendance Percentage:
(1) Firefighters Fire Call Attendance Percentage: All firefighters, excluding officers, shall
maintain a minimum fire call attendance of thirty(30) percent of all calls that occur.
(2} Failure to Maintain Fire Ca11 Attendance Percentage: Failure to maintain the minimurn fire call
attendance percentage sha11 be cause for disciplinary action. Fire call attendance percentage
sha11 be reviewed on a quarterly basis. During any quarter, if a firefighter fails to meet
minimum fire ca11 attendance percentages, s/he shall be subject to disciplinary action. The first
occasion shall result in a verbal warning. The second shall result in a written warning. The
third occasion shall result in a suspension from the fire department for fifteen(15) days. On
the fourth occasion, the fire chief shall recommend ternunation.
Fire officer fire call minimum attendance requirements shall be reviewed quarterly and shall be
cause for the same disciplinary action as for firefighters, except on the third occasion, the fire
officer shall be demoted to firefighter as well as serving the fifteen (15) day suspension.
(4) Excused Absences from Fire Calls: Firefighters may be excused from fire calls if they have
received prior approval for missing fire ca11s due to involvement in other fire department
activities. A written request for excused absences sha11 be submitted to the fire chief in
advance for review by the chief officers of the period being requested for an excused absence.
18
Fire Training Attendance Percentage:
(1) All firefighters shall maintain a minimum fire training attendance percentage of sixty-six(66)
percent. Drill attendance may be excused due to military duty and jury duty. Firefighters may
receive credit for attending drill if they participate in other fire related pre-approved training.
Firefighters requesting credit for drill for other training shall submit such requests in writing to
the fire chief for consideration by the chief officers. The written request should detail the
subject of the training, detail of the lesson, the instructor, the location, date and time.
(2) Failure to Maintain Fire Training Attendance Percentage: Failure to maintain the minimum fire
training percentage shall be cause for disciplinary action. Fire training attendance percentage
shall be reviewed on a quarterly basis. During any quarter, if a firefighter fails to meet
minimum fire training percentage, s/he shall be subject to disciplinary action. The first
occasion sha11 result in a verbal warning. The second shall result in a written warning. The
third occasion sha11 result in a suspension from the fire department for a period of fifteen(15)
days. The fourth occasion shall result in a recommendation by the fire chief for termination.
Fire officer minimum training attendance sha11 be reviewed quarterly and sha11 be cause for the ',,
same disciplinary action as for firefighters; except on the third occasion, the fire officer sha11 be ��
demoted to firefighter as well as serving the fifteen(15) day suspension.
Records of Failure to Maintain Fire Call and/or Training Participation:
Records of disciplinary action as a result of failure to maintain minimum fire call and/or training
participation shall be maintained for one(1)year from the most recent occurrence. After the one
year period, any discipline relating to failure to maintain minimum fire ca11 and/or training ,
participation shall start over as a first occunence.
OFFICER SELECTIDN PROCED URES
The fire chief, assistant chief and secretary sha11 be selected and assigned by the city administrator,
subject to confirmation by the city council.
The fire chief shall be selected from applicants meeting the minimum qualifications for the
respective positions. Applicants will be interviewed by a selection panel of six members, three of
whose members shall be firefighters. Firefighters wishing to serve on the panel will volunteer. If
more than three firefighters volunteer, selection will be on a random basis. In the case of the fire
chief, the city administrator may interview the finalists recommended by the selection panel. The
city administrator shall make his selection as to the candidate deemed to be most qualified for
assignment as fire chief and submit the recommendation to the city council for confirmation.
In the case of the assistant fire chief and secretary, the fire chief may interview the finalists
recommended by the selection panel. The fire chief shall submit his recommendation to the city
administrator. The city administrator may elect to interview finalists before forwarding a
recommendation to the city council for confirmation.
19
The term of assignment to the position of fire chief, assistant chief and secretary shall be three(3)
years; provided, however, any person holding such positions may again be so assigned to such
positions by the city council. The fire chief, assistant fire chief and secretary may be removed from
their position by the city council with or without cause.
The term of assignment for the positions of training coordinator, captain, lieutenant and fire
prevention officer and safety officer shall be one(1)year; provided however, any person holding
such positions may again be assigned to such position by the city council. Employees assigned to
these positions may be removed from their position by the city council with or without cause. The
fire chief shall recommend to the city council candidates for appointment to these positions.
The terms of Fire Chief, Assistant Chief and Secretary sha11 be staggered so that the respective
terms do not terminate at the same time. In order to accommodate this, the appointments in 1998
for these positions sha11 be as follows:
Fire Chief: 3 years Assistant Chief: 2 years Secretary: 1 year.
After completion of the 1998 appointments, the terms of assignments for these positions sha11 be
three years.
DISCIPLINE
The city affirms its right and responsibility to develop and administer the regulations, disciplinary
measures and general work rules necessary to enure efficient operation of services, fair treatment
and safe working conditions. The city reserves all rights and privileges not specifically addressed in
these regulations. �
Cnuse: Any disciplinary action shall be for a reasonable or just cause and may include, but will not
be limited to, the following:
(1) Conduct or performance which fails to satisfy the duties, responsibilities, quantity, quality or
safety rules of the job.
(2) Violation of any Rosemount Fire Department and/or City of Rosemount policy, rule or
regulation or reasonable order, or failure to obey any direction made and given by an officer or
firefighter in charge where such violation or failure to obey amounts to an act of
insubordination or serious breach of proper discipline or disgraceful conduct, committed on
duty.
(3) Restriction, interference or harassment of others in the performance of their job, which is
adversely distracting or disrupting the well being of others.
20
4) Negligence or willful destruction or abuse of any City property or material, misappropriation
and/or mismanagement of City property or funds, theft, fighting, possession of illegal weapons
and falsifying or destroying City reports or records, including falsification of an employee's
time cazd.
(5) Reporting to work under the influence of alcohol, illicit drugs or controlled substance,
possession or consumption of same while on the job.
(6) The solicitation or acceptance of money, gifts or valued items which may be construed as
evidence of favoritism, coercioq unfair adva.ntage, collusion or otherwise impacting the
decisions of an employee in public matters.
(7) Misrepresentation of a material fact on an employment application, resume, medical history or
other document supplied to the City for the purpose of deternuning suitability for employment
or promotion.
(8) Use of official position for personal advantage
(9) Use of offensive conduct or language towards the public or municipal officers or employees.
(10)Inducing or attempting to induce an officer or employee of the City to commit an unlawful act
or to act in violation of any lawful and reasonable official regulation or administrative order.
The foregoing rules are not intended to be an a11 inclusive listing of proper standards of conduct or
obligations which employees must observe at all times. Misconduct not covered by these rules will
be treated as a violation of a general rule requiring the maintenance of good order and recognized =
business deportment.
Process:
The city embraces the philosophy of progressive discipline where appropriate but maintains that any
incident of employee misconduct or violation of this policy may result in discharge, depending upon
circumstances. Supervisors sha11 inform the fire chief and the city administrator of each step of
disciplinary action prior to initiation to ensure consistency. There may be circumstances that
warrant deviation from the suggested order or where progressive discipline is not appropriate.
Employees shall be permitted to respond to formal disciplinary action by written response to the
disciplining authority and the employee's personnel file.
(1) Verbal Warning: An informal action by the supervisor to inform an employee of a minor or
first occurrence of a policy violation or misconduct. A verbal warning shall include the
unacceptable performance or misconduct, the desired improvement and the consequences for
failing to correct the infractions. Documentation of this warning may be filed in the
employee's personnel file.
(2) Written Warning: A formal action by the supervisor, providing official notice of the violatian
21
or misconduct, the corrections and time frame expected and the consequences for failing to
correct the infractions. Written warnings shall be placed in the employee's personnel file.
(3) Suspension: An employee may be temporarily removed from their assigned position, with or
without compensation for a period not to exceed thirty(30) days. The notice of suspension
shall be written, and shall notify the employee of the unacceptable behavior or performance,
the desired performance and the consequences if not corrected. Whenever an employee is
suspended during an investigation, and such employee is subsequently exonerated, the
employee shall be reinstated without loss service credit.
(4) Demotion or Discharge: The city administrator may recommended to the city council that an
employee be demoted or removed from continued employment with the city for cause,
following the use of progressive discipline or for acts where remedial action is not deemed
effective or appropriate. •
GRIET�ANCE PROCEDURE ,
A grievance shall mean a claim or dispute by an employee with respect to the interpretation, 'I
meaning or application of the provisions of fire department policies and procedures. It is the policy
of the city to afford a11 employees a means of obta,ining further consideration of problems when
they remain unresolved at the supervisory level and to establish policies and procedures that
provide for timely resolution of grievances. Reasonable attempt will be made to resolve the
grievance to the mutual satisfaction of the employee and the city.
Ptocedure:
Step 1: An employee must present a grievance in writing within twenty-one(21)calendar days of
its alleged occurrence to the employee's immediate supervisor and the fire chie£ The
written grievance shall set forth the nature of the grievance, the facts on which it is based,
the policy or procedure violated and the remedy requested. The supervisor and fire chief
will attempt to resolve the grievance and give an answer in writing within ten(10)
calendar days after receipt. A grievance not resolved in Step 1 shall be appealed to Step
2 within ten(10) calendar days after the supervisor and fire chief's final answer in Step 1.
Any grievance not appealed in writing to Step 2 by the employee within ten(10) calendar
days shall be considered waived.
Step 2: A grievance unresolved in Step 1 and appealed to Step 2 or a grievance by an employee
for whom the city administrator is the immediate supervisor shall be submitted in writing
to the city administrator within ten(10) calendar days. The city administrator will give an
answer to Step 2 within ten(10) calendar days after receipt.
Step 3: If the grievance is not resolved in Step 2, the employee may appeal the grievance in
writing to the city council within ten (10) calendar days of the city administrator's
response in Step 2. Any grievance not appealed in writing to Step 3 by the employee
within ten(10) calendar days shall be considered resolved. The city council sha11 render a
22
.
decision within thirty(30)calendar days.
23
� � � � ��
� ; � ���
IS
,�--., ��`"- _ BYLAWS OF THE V
ROSEMOIINT VOLIINTEER FIRE DEPARTMENT
. .
ARTZCLE 1
MEMBERS
Section 1. All members of the.�resent organization as it now
exists and all officers thereof shall hold their membership in
�
-- this organization.
Section 2 . New members may be added to the department until the
number of inembers reaches that number allowed by city council
action. Anyone applying for membership, or desiring to xetain
membership, must live within a 4 . 0 minute *response time of the
fire station, or be a resident of Rosemount.
Section 3 . Application for membership may be accepted by any
member of the department and turned over to the Chief. The Chief
will turn the application over to the Membership/Grievance
Committee (M/G Committee) . They wil.l interview the applicant,
arrange for a doctor' s examination, schedule the applicant to
undergo an agility test, and oversee any other requirement the
department may deem necessary. Having evaluated the applicant on
� these requirements, the M/G Committee will present their
recommendation to the department at a regular meeting. If the
applicant receives a majority vote of the members presant at the
meeting, the applicant may be accepted on a two years probation,
or placed on a waiting list. Acceptance of inembers is subject to
approval of the City Administrator and the city council.
ARTICLE 2
OFFICERS
Section 1. The department officers shall include ChiEf, -
Assistant Chief and Secretary.
Section 2 . The Chief shall be elected at the annual meeting of
an even numbered year. The Assistant Chief and Secretary sha11
be elected on the fourth Tuesday in February each year. The
Assistant Chief and Secretary who are elected shall assume their
duties following the meeting and shall hold their respective
offices for one year. The Chief who is elected shall assume
his/her duties following the annual meeting and shall hold affice
for two years. The election of officers is subject to .
confirmation by the council . Should any officer not be able to �
complete his/her term of office, the membership will make I
• temporary provisions to fill the office with a special election. '
;,,�
* "response time" shall be that time required to go from the
� applicant ' s/member' s driveway/home to the fire stat:�n
parking lot. All driving laws mu�t be ob�yed. ,
.
' �
��' � Section 3 . Any non-probationary member of the department shall
be eligible for any of the offices mentioned above. The process
will be as follows:
. .
(a) The position of Chief, Assistant Chief and Secretary af the
fire department are to be elected through a process which ,
allows input from members of the city council, City �
Administrator, and the fire department.
The terms of these offics� wi�l be as follows:
- Chief - 2 years
-� Asst. Chief - 1 year
Secretary - 1 year
(b) Because these three positions carry responsibilities which
cause interaction between the fire department and other city
departments and is ultimately responsible to the city
council, it is best thought that input to this election
process be broad based and thorough.
. . _.. _ _ _ . _ -
(c)- -Therefore, the following process will be followeds
1. Job descriptions will be used to determine
"qualifications" for positions open.
2. Fire department members will be notified which
� positions are open, that applicatians can be picked up,
when applications are due, and when interviews and
elections will be held. Annually, specific dates will
be set to allow an open application and interview
process and elections to be held by the fire department
on the dates indicated in Article 2 Section 2 .
3 . Once applications are received for the open positions,
the following screening committees will hold in�erviews
of the applicants and determine which applicants are,
based upon experience, qualifications, personality
traits, and the interview, qualified to be considered
for election to the office which they are seeking.
Chief - City Administrator
- City Police Chief
- City Council Member
- The two senior members of the fire
department's M/G Committee
excluding its chairman.
:
M•`'�i � � . . .
�
.
-`
,
. r�"� Asst. Chief _ - Fire Chief
� - City Administrator
- City Police Chief
- The twct' senior members of the fire
department's M/G Committee
excluding its chairman.
Secretary - Fire Chief
- City ,Administrator
- �he two senior members of the fire
- department's M/G Committee
_�
- excluding its chairman.
A slate of qualified applicants will be formed and
presented by these screening committees to the
membership of the Rosemount Fire Department. Officers
will be elected f=om this slate of candidates. The '
choices for each office wili be based on that applicant
receiving the most votes for the office.
The persons elected by the department's membership_ will
- - � �be sent to the city council for their consideration for
approval at the next regular city council meeting
immediately following the election.
- ARTICLE 3 I'
DUTIES OF OFFICERS I
Section 1. It shall be the duty of the Chief to have full
control of the department and apparatus at all times. He/she
shall make such rules as he/she may deem necessary to maintain
the efficiency of all the fire fighters. He/she may appoint or
remove assistant fire marshals, training coardinators, battalion
chie�s, captains, safety officers and lieutenants as he/she may
deem necessary. These appointments shall be subject to approval
by the membership. He/she shall preside over all meetings of the •
department and perform all other necessary duties usual to the
office of Chief.
Section 2 . It shall be the duty ,of the Assistant Chief to assist
the Chief in his/her work and to perform such duties as may be
assigned to him/her by the Chief. In the absence of the Chief,
the Assistant Chief shall perform all the duties of the Chief.
Section 3 . It shall be the duty of the Secretary to keep
accurate and correct minutes of all meetings of the department.
He/she shall maintain a complete list of all members of the
department and �all the roll of the membership at every meeting;
noting those present and absent. Iie/she shall perform all duties
� usual to a secretary's office and such other duties as may be
-� required or assigned to him/her.
3
i
—r' _ ARTICLE 4
DUTIES OF FIRE FIGHTERS
r _
Section I. It shall be the duty of a fire fighter to protect
life and property in case of a fire or other disaster or
emergency the department is called for. Fire fighters shall
respond to the station for all alarms or as designated by the
Chief or Assistant Chief. Fire fig�ters shall participate in
meetings, drills, and other de�artment training activities and
shall keep the apparatus, tools and equipment in good candition.
� Fire fighters shall have a valid first responder card and shall
� � hold at least Fire Fighter I Minnesota State Fire Chief's
certification. After each alarm or training session, fire
fighters shall be sure all equipment and vehicles are properly
serviced, housed and ready for service before leaving the
station. They shall keep the station and premises neat, clean,
and in good order. A fire fighter shall assume command at a fire
or eraergency in the absence of an officer. Fire fighters shall
perform other related work as required or assigned by the Chief
or Assistant Chief.
ARTICLE 5
.{`
MEMBERSHIP/GRIEVANCE COMMITTEE
Section 1. The M/G Committee shall consist of four (4) fire
fighters and one (1) chairperson who is a fire fighter. Each
committee member shall serve on the M/G Committee for a term of
two years. The chairperson shall serve for a term of one year. . I
Chiefs, captains and lieutenants are not allowed to serve on the
M/G Committee.
Section 2. The Chief shall annually appoint two (2) fire
fighters to the M/G Committee at the regular March meeting. The
two new members appointed by the Chief must be ratified by a
majority vote of the members present. Of the two outgoing
members, one shall be elected chairperson by a majority vote of
the members present.
Section 3 . The duties of the M/G Committee shall be those that
may be assigned by the Chief in addition to the following:
(a) Review all applications for membership on the department and
- present a recommendation to the department at a regular
meeting.
(b) Accept and consider any written complaints by members.
(c) Make recommendations to the membership regarding termination
• � of ineznbership for fire fighters and officers.
'�-`.-
4
_ . �
, :i .
(d) Maintain a record of attendance requirements.
(e) Consider new members as described in Article 1, Section 3 .
ARTICLE .6
MEETINGS AND TRAINING
��
Section 1. The regular monthly training of the department will
be held on the first, second and fourth Tuesday at 1830 hours.
T Additional day time or evening training shall be scheduled as
deemed necessary by the Chief.
Section 2. The regular monthly meeting of the department shall
be on the fourth Tuesday of each month at 2030 hours. The Chief
or Assistant Chief may call a special meeting at any time if
necessary.
Section 3 . The annual meeting of the department shall be held on
the fourth Tuesday in January at 2030 hours.
Section 4. To receive credit for attendance, all members are to
report for meetings and/or training sessions within one-half
(I/2) hour of the starting time and not leave before being
released by an officer.
ARTICLE 7
�
LOSS OF MEMBERSHIP OR OFFICE '
Section 1. Any officer of the department, for abuse of his
authority or misconduct in office, may be impeached and removed
from office by a vote of two-thirds (2/3) of the members present.
This may be done at a regular meeting provided that:
(a) The charge against him/her shall be made in writing and
filed with the secretary at least one (1) month before any
vote shall be taken, and �
(b� The charge against him/her shall be served in writing by the I'!
secretary at least two weeks before any vote shall be taken. ',
Section 2 . Any member willfully violating any of the provisions
of the bylaws of this department may be recommended for removal
from membership at any regular meeting by a two-thirds (2/3) vote
of the members present.
i, �
�
5
..-
f
'`�' Section 3 . For the purpose of these bylaws, the year shall run
from November 1 to October 31.
Section 4. AlI members must maintain 30 percent attendance for
all paged calls during the year. After each quarter (3 months) ,
�he M/G Committee will provide those members under the 30 percent
requirement with their percentage and those members will be put
on probation. If after a probationary period, a member is still
under the required 30 percent, the,M/G Committee will bring that
person and their percentages up to the membership at a regular
monthly meeting. The M/G Committee will make a recommendation to
� � vote at that time on the person in question. A two-thirds (2/3)
vote of inembers present is necessary to recommend termination of
membership.
Section 5. All members are required to attend 66 percent of the
regularly scheduled monthly training sessions during the year.
Members may make up training sessions missed by making
arrangements with the training coordinator, Chief or a designated
officer. Members missing three consecutive training sessions,
without making up any of those sessions during that time period, _
_ _ .. _ .
will be notified to appear before the M/G Committee at which time
the committee may recommend probation or termination of
membership. A recommendation of termination will be brought to
the membership at the next regular monthly meeting. A two-
thirds (2/3) vote of inembers present shall forward recommendation
to City Administrator for action. ',
Section 6. With respect to Article 7 Section 4 and 5, the M/G
Committee may consider extenuating circumstances, including but
not limited �to, work schedules, family or personal illness, etc. �
Prior approval is necessary for a special need.
Section 7 . Any action taken pursuant to Sections 1, 2, 4 and 5
of this Article 7 is subject to final action by the City
Administrator and the council concerning termination or
retention.
ARTICLE 8
LEAVE OF AbSENCE
Section 1. Personal IAAs may be requested by a member. Personal
leaves will be for 90 day increments_. A member will not exceed
180 days on a personal LOA during a calendar year. Personal LOA
may be granted by the membership at any meeting, subject to the
approval of the City Administrator. While a member is on a
personal LOA, he/she is placed on inactive duty status. The time
on personal LOA does not count towards time-of-service.
;
6
,
� � . 3.�_�. . . , �. . . � .
•
" Section 2 . Medical LOAs may be granted� only with a doctor's
slip. These LOAs may be granted for up to 60 days by the
membership subject to approval of the City Administrator.
Medical LOAs for sixty days or less, per calendar year, does not
affect a member's time-of-service. A medical LOA beyond 60 days
requires membership, City Administrator and city council
approval. When on a medical LOA, any time beyond the 60 days per
calendar year will not count towards time-of-service.
,'
Section 3 . A LOA is the only �ime a member's attendance
percentages is not affected by not attending ca11s ar training
� " sessions.
ARTICLE 9
ROLL OF HONOR
Section 1. The department may place on the Roll of Honor any
active member who has become disabled, died, become too old for
active duty or has reached full retirement. Placement on the
_ .. . _.
_ . _ .
� Roll -of Honor requires a majority vote of inembers present at a
regular meeting.
Section 2 . Any member who has been placed on the Roll of Honor
may sit in at the meetings of the department and have the
privilege of debate, but shall not vote.
ARTICLE 10
�
AMENDMENTS
Section l. Amendments to these byla�as shall not be made except
at regular meetings of the department. Furthermore, due notice
shall have been given one (1) month previous in writing stating
the amendments to be made. A two-thirds (2/3) vvte of all
members present and council approval shall be necessary for its
adoption.
7
. � � . . . . s. .
_ ARTICLE 11
ORDER OF BUSINESS
. ,
Section 1.
(1) Meeting Called to Order
(2) Roil Call
(3) Reading of Minutes of Pr�vious Meeting
(4) Report of Committees� _ ,
(5) Communications
� ' (6) Unfinished Business ',
(7) New Business ��
(8) Good of the Department I
(9) Adjournment
Section 2 . Unless otherwise provided in the bylaws, Roberts
Rules of Order shall govern all meetings of the department.
Section 3 . For the conduct of any business at any meeting of the
department, there shall be a quorum consisting of at least 50
" ""�- -��� ercent "of the -re lar memliers
p gu present excluding probationary
members. Members on probation do not have voting privileges.
� 7�-
ADOPTED by the Rosemount Volunteer Fire Department this� day
of -��s�.rZ� � 1990.
7�
ROSEMOIINT VOLIINTEER FIRE DEPARTMENT
� � � ^
B � g�
Scott W. Aker, Fire Chief Daniel Co 'gan, Secr tary
ADOPTED by the City Counci},�of the City ot Rosemount, Dakota
County, Minnesota this �� day of [��L'�ra/Z�i�'�' , 1990.
CITY OF ROSEMOUNT
I
,
By gy ��+'' �
V'
ernon .
�.�N pp r, or teph Jilk, inistrator
� �
8
y:•.aus.. , _:..,_. . .;.._, t ....,.._,... :.._:: .. . ,. .. .. .. .. ... .. .,. _ ... .. . .. .. ....... . . ...__ . .__ .....
1-6-1 � 1-6-1 �
, '
CHAPTER 6
MAYOR AND COUNCfL '
SECTION: .
t-6-1: Salaries A�d Compensation '
1-6-1: SALARIES AND COMPENSATION:
A. Salaries Established: Commencing January 1, 1990, the salaries for
Mayor and Council for the City sha11 be as foliows:
Mayor . . . . . . . . . . . . . . . . . . $350.00 per month
Council . . . . . . . . . . . . . . . . . . 300.00 per montfi
B. Per Diem Payments: Commencing January 1, 1990, per diem in the
amount of twenty doilars ($20.00) per meeting will be paid to the
Mayor and any Councilmember who attends meetings in the City
excluding regulariy and speciaily scheduled Council meetings. A per
diem payment in the amount of twenty five dollars ($25.00) per
mesting will be paid to the Mayor. and any City Councilmember who
attends meetings outside the City. In addition to per diem for out of
City meetings, expenses incurred while'attending meetings whiie on _
City business will be reimbursed to the Mayor and Cauncilmembers.
No more than one per diem per day may be claimed.
C. Workers Compensation Act: Pursuant to Minnesota Statutes section
176.011, subdivision 9, clause 5, the elected officials of the City are
hereby inciuded in coverage of the Minnesota Workers
Compensation Act. (Ord. 11.6, 4-18-1989)
�
� ,
197
City of Rosemount
:.�. .. ..;. . .:. ...... _ _
R ` *,� d �����
DRA�T -
Other
Buiiding Street EquipmeM ' Fundi�g Total
� Year Item Department CIP Levy ' CIP Levy CIP Levy Sources Cast
1898 5 Voting Tabulators �Administration 23,500 6,500 30,000
2 150 000 2 150 Q00
iness P rk Phase 2 Im rovements Comm Devi , , .
1998 Bus a P P
1998 Commercial Streetscape-Phase 1 Camm Devip 40,000 80,000 120,000
1998 1994 Lease-Purchase(5-Years)(Comm Genter Equip) Council 22,400 22,400
1998 1995 Lease-Purchase(3-Years){City Equipment) Council 52,SOQ 52,800
1998 1995 Lease-Purchase 5-Years Ci E ui ment} ` Council 29,900 29,900
� )( tY
9 P
1998 1995 Lease-Purchase(10-Years)(City Equipment) Cauncil 50,800 50,800
1998 1996 Lease-Purchase(10-Years)(Aeriai FireTrudc} , Council -64,900 64,900
17-000
� 1998' PC Printer Replacements(From 1989-91) ' Finance 12,400 ,
1998 PC File Server Replacement Finance 12,000 12,000
1998 Winds Park Upgrades(ADA Upgrades) Park&Rec 25,000 25,000
1998 Winds Park Improvements{Parking Lot&Trail) Park&Rec 5�,000 50,000
1998 1 Radar(For Unit 50) Police 2,000 2,000
1998 2 Squads&1 4x4(Seil Back 3) Police 45,000 45,000
1998 Public Works Bidg Add'n(Year 1 of 20 Lease-Purch) Public Works 2,000 42,000 44,000
i a :
1998 Wiring to Pubiic Works Building to Connect to Network Public Works 10,000 ' 10,000
1998 ADA Upgrades to Gity Hall Public Works 3o,000 30,000
1998 Structurai Overlays on Older Streets Public Works 50,000 50,Oa0
1998 12"&16"Watermain for CMC East Parcel Pubiic Works 134,000 13Q,000 i
1998 Sections 31 &32 Trunk Sanitary Sewer Public Works 17�,000 170,000 I
1998 12"Watermain on Highway 3-CSAH 42 to 160th Public Works 180,000 180,000 '
1998 South Rose Park Area Improvements Public Works 380,000 380,OD0 ;
1998 Street Reconsttuction-Chippendale-CSAH 42 to 160th Public Works 484,900 484,900
1998 Street Reconstruction-145th Street-CSAH 42 to Brazil Pubiic Works 300,200 719,000 1,Dt9,200
1998 Power Washer(Replace#107) Public Works 7,500 7,500
1998 Air Compressor{Repiace#34) Public Works 70,fl00 10,000 20,000
1998 Motor Pool Van(Repiace#317) Public Works 25,000 25,000 '
1998 Skid Steer Loader(Replace#418) Public Works 35,000 35,000
1998 Street Sweeper(Repiace#443)(1-Year Lease-Purch) Pubiic Works 90,600 90,fi00
1998 Section 28 Water Tower(Part 1 of 5) Public Works 300,OOQ 300,000
Total-Yea�1998 65,000 340,200� 483,400 4,777,400 5,6&6,000
Total Levy-Year 1998 888.600
. . . . �,�IZ�]tl�.AQ'L.. I�S S�Y C�/ C.1'V� � 7��V��ti��� � � � � �. . .
��f.Q�� )��7,�JJ
.
�
, � DRAfT
�� .��� -
� Other
Buiiding ` Street Equipment Funding Totat
Year ttem Department CIP Levy CIP Levy CIP Levy Sources Cost
1999 Commercial Streetscape-Phase 2 Comm Devlp 25,000 90.000 t 15,000
1999 1994 Lease-Purchase{5-Years)(Comm Center Equip) Council 11,200 11,200
1999 1995 Lease-Purchase(5-Years)(City Equipment) Council 29,900 29,9C10
1999 1995 lease-Purchase{10-Years)(City Equipment) Councii 50,800 50,80Q -
1999 1996 Lease-Purchase(10-Years)(Aerial Fire Truck) Cnuncil 64,900` 64,900
1999 Radio Replacements Fire 8,500 8,5�0
1999 Confined Space Equipment Fire 10,000 1Q,000
1999 $efurbish Unit#35183(Pumperj Fire 30,000 30,OQ0
1999 Banquet Room Fioor Wodc Park 8�Rec 8,000 S;OQO
1999
1999 Replace Arena Skate Tile Park&Rec 19,000 19,000
1999 Backstops(5 Parks) Park&Rec 8,000 B4OOd
1999 Camfield Upgrades(ADA Upgrades} Park&Rec 20,000 2Q,000
1999 4 Hand-Held Radios Police 3,50Q 3.500
1999 5 Mobile Radios Police ' 10,000 10,000
1999 5 Emergency Equipment Replacements Police 14,000 14,000
1999 3 Squads(Seli Sack 2) Police 42,500 42,500
1999 Pubiic Works Bldg Add'n(Year 2 of 20 Lease-Purch) ' Public Works 2,000 42,000 44,000
1999 Structural Overlays on Oider Streets Public Works 50,000 50,000 '
1999 CSAH 42 Improvements(TH 3 to Diamond Path) Public Works 425,000 425;000 '
1999 Street Reconstruction-i60th Street-Hwy 3 to Biscayne Public Works - 100,000 335,000 435;000
1999 Street Construction-Diamond Path-155th to 160th(New) Public Works 225,000 275,000 500,000
1999 Street Gonstruction-Diamond Path-CSAH 42 to?55th(New) Public Works 538,000 76,000 614,000
1999 Street Reconstruction-160th Street-A/V to Highway 3 Public Works 300,000 444,000 744,000 "
1999 Street Construction-Connemara Traif(New} Public Works 7,642,300 1,642,300
1999' Paint Line Striper(Repiace#113) ' Public Works 7>000 ' 7,000
1999 Motor Pool Vehicle(Replace#303) Public Works 20,OOQ , 20,000
1999 Roiler(Replace#132) Pubiic Works 21,300 21,300
1999 3/4 Ton Pickup(Replace#333-Bidg lnspector's) Pubiic Works 23,000 > 23,000
1999 1 Ton Pickup(Repiace#331) Publia Works 33,000 33,000
1999 1 Ton Pickup(Replace#334) Public Wocks 33,000 33,000
1999 Tac Trailer(Replace#509) Pubiic Works 36,000 36,000
1999 MunicipaFTractor(Additian) Public.Wo�ks 70,0�0 70,000 '
1999 Section 28 Water Tower(Part 2 of 5) Public Works 300 000 300,000 �
Total-Year 1999 36,500 1,188,000 508,600 3,724,80Q 5,457,900
Total Levy-Year 1999 1,733,100
C��i G..�A� I�iSS ci� �cv� ��1�3JJ
_.�----
��c.;���s� 531, ��J J
.• i
`► '
Dt�AFT -
D�AFT
` Other
Building Street Equipment Funding Total
Year ftem Department CIP Levy CIP Levy GIP Levy ` Sources Gost
2000 Commerciai Streetscape-Phase 3 Comm Devlp 25,000 400;000 425,000,
2000 1995 Lease-Purchase(5-Years)(Ciry Equipment) Council; 29,900 29,900
2000 1995 Lease-Purchase(10-Years)(City Equipment) , Council 5Q,800 50,800
20D0 1996 Lease-Purchase(10-Years)(Aerial Fire Truck) Councii 64,900 64,900
2000 Grass Pump and Tank(Replacement) Fire 10,000 t0,000
2000 4x4 Grass Rig Replacement(1989 Vehicle) Fire " 24,000 24,000
2000 Suburban Replacement(1989 Vehicle) Fire 28,000 28,000
2000 Bisrayne Park Upgrades(ADA Upgrades) Park&Rec 20,000 20,000 '
2000 4 Radars(New#110&3 Replacements} Police 8,000 ,8,000
I 2000 6 MDTs{New#50 8�#110&4 Repiacements) Police 30,000 30,000
2000 3 Squads&1 4x4(Sell Badc 3) Police 63,000 63,000
2000 Public Worics Bldg Add'n(Year 3 of 20 Lease-Purch) Public Works 2,000 42,000 44,000 -
2000 City Hall Carpet Replacement Pubiic Works 45,000 45,000
2000 Remodeling in First Floor of City Hall Public Works 50,000 5o,000.
2000 Expansion of City Hah Public Works 125,000 125,000'
2000 Structurai Overlays on Older Streets Public Works 50,000 50,000
2000 Street Reconstruction-Cimarron Avenue 145th to Dodd Public Works 30,000 30;000 60,000
2000 Street Construction-Erickson Parkway(New) PubiicWorks 490,000 160,Q00 650,000
2000 Street Reconstructn-Dodd Blvd-Chip to Shannon Pkwy Public Works 200,000 761;000 961,000
2Q00 Street Construction-Connemara Trail{New) Public UUorks 1,470,000 1,470,000 "
2000 3/4 Ton Pickup(Additional Unit#341) Public Works 23,000 23,OOD `
2000 3/4 Ton Pickup(Replace#335-Bldg Inspecto�s) Public Works 29,000 29,000
2000 1 Ton Pickup(Replace#337) Public Works 33,000 33,�00 '
2000 Tractor/Loader/Backhoe{Replace#407) Public Works 40,000 40,000 80,000
2000 Dump Truck(Replace#428) PublicWorks 100,000 100,000
2000 Dump Truck(Addition to Fleet) Public Works 100,000 100,000
2000 Section 28 Water Tower(Part 3 of 5) Public Works 300,000 300,OQ0
TotalYear-2000 222,000 745,000 633,600 3,273,000 4,873,600
Total Levy-Year 2000 1,600,60q
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Building Street Equipment funding Totai
Year Item Department CiP levy CIP Levy GIP Levy Sources' Cast
2001 Commercial Streetscape-Phase 4 Comm Devlp t50,0�0 275,000 425,000
2001 1995 Lease-Purchase(10-Years)(City Equipment) Councii 50,800 50,800
2Q01 1996 Lease-Purchase(10-Years)(Aeriat Fire Truck) Council 64,900 64,900
2001 PC Printer Replacements(From 1993-94) Finance 10,000 10,000
2001 PC Workstation Upgrades Finance 30,000 30,000
2001 Refirbish Unit#3590(11 Years Old) Fire 20,000 ' 20,000
2001 4x4 Grass RigRepiacement(1991 Vehide) Fire 25,000 25;000
2001 1/2 Ton Pickup Replacement(1990 Vehicle) Fire 28,000 28,000
2001 ' Pumper Replacemenf(1978 Harnerly) Fire 300,000 300,000
2001 FloorScrubber Park&Rec 6,000 6,000
2001 Dallara Upgrades(ADA Upgrades) Park&Rec 20,000 20,000
2001 4 Squads{Seli Back 4) Potice 60,000 60,000
2001 Public Works Bldg Add'n(Year 4 of 20 Lease-Purch) Public Works 2,000 42,000 44,000
2001 * Salt/Sand Building Public Works 50,000 50,000
2001 Structural Overlays on Older Streets Public Works 50;000 50,OOQ
2001 Street Recon-Biscayne Ave-Connemara to RR Tracks Public Worics 500;000 5D0,0�0
2001 Street Recon-Dodd BIvd-Shannon Pkwy to Deift Ave Public'Works 420,000 340,000 760;000
2001 Snowblower for Skid Steer Loader(Replace#219) Pubiic Works 4,200 4,200
2001 Van(Rep{ace#318-Utilities Van) Public UVorks 25,000 25;000
2001 1 Ton Pickup(Replace#339) Public Works 33,000 33,p0�
2001 1 Ton Pickup/Dump Box(Replace#336) Public Works 33,000 33,000
2001 Mower(Replace#73) PublidWorks 63,000 63,000
2001 * Dump Tandem(Replace#429) Public Works 90,OOQ 90,000
2007 Jet Truck(Replace#435) Public Works 110,000 110,000
2001 * Grader(Repl�ce#413-1986 Grader) Public Works 180,0�0 480,000
2Q01 Section 28 Water Tower(Part 4 of 5) Public Works 300,000 300,000
Total Year-2001 2,000 570,000 537,900^ 2,172,000 3,281,900
Total Levy-Year 2001 1,109,900 -
' Propose a 10-year lease-purchase offset by a 5-year lease-purchase expiring in year 2000 '
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8uilding Street Equipment Funding Total
Year item Department 'C!P Levy CIP Levy CIP Levy Sources Cost
2002 Equipment Set-Up for 2 New Precincts Administration 400 11;600 42,000 `
' 2002 1995 Lease-Purchase(10-Yearsj(City Equipment) Council 50,800 50,800
2002 1996 Lease-Purchase(10-Years)(Aerial Fire 7ruck) Council 64,900 64,900
2002 2001 lease-Purchase(10-Years)(City Equipment) Gouncil 85,000 85,000
2002 Land for2nd Fire Station(Get Option) Fire 65,000 65,000
2002 Ta�ker Addition Fire 185,000 t85,000
2402 Replace Rest Room Fixtures Park&Rec 12,000 �2,ppp
2002 Community Center Audio Visuaf Equipment Park 8 Rec 5,000' S,000
2002 Kidder Upgrades(ADA Upgrades) Park&Rec 20,000 `20,000
2002 4 Radar Repiacements Police S,OOQ 8,000
2002 Special Tactical Equipment Police 20,000 20,000
2002 4 Squads(SeII Back 4) Police 44,000 44,000
2002 Public Works Bldg Add'n(Year 5 of 20 Lease-Purch) Public Works 2,000 42,000 44,000
2002 Replac2 A/C and Heat Exchanger Units at City Hall PublicWorks 30,000 50,000 ` 80,000
2002 StreetRecon-Camero Lane-Cambrian to S.Terrninus Pubiic Works 41,000 59,000 100,000
2002 Street Recon-Gambrian Avenue-Lower 147th to Hwy 3 Public Works 46,000 86,000 132,000
2002 Streeti Reconstruction-CSAH 38-Highway 3 to Bacardi Public Works 1,076,400 152,000 1,228,400
2002 Motor Pool Vehicle(Replace#305-Grown Victoria) Public Works 20,000 20,000
2002 3/4 Ton Pickup(Replace#332) Public Works 22,000 22,000
2002 Van(Replace#319-Parks Maintenance) Public Works 27,D00 27,000 '
2002` 1 Ton Pickup(Replace#340) Pubiic Works 33,000 33,Q00
2002 Skid Steer Loader(Replace#420) Public Works 35,000 35,000
2007 Snowblower for Loader(Replace#220) Public Works 60;000 60,000 -
2002 Mower(Replace#68) Public Works 70,000- 70,000
2002 Section 28 Water Tower(Part 5 of 5} Public Works 3d0,000 300,000
TotalYear-2002 109,000' 1,163,400 730,100 720,600 2,723,100
Total Levy-Year 2002 ' 2,002,500
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Buiiding Street Equipment Funding Total
Year Item Department C!P Levy CIP Levy CIP Levy Sources Gost '
2003 1995 Lease-Purchase(t0-Years)(City Equipment} Councii 50,800 50.800 '
2003 1996 lease-Purchase(10-Years)(Aerial Fire Truck) Councii 64,900 64,900 '
2003 2001 Lease-Purchase(10-Years)(City Equipment) Council 85,000 85,000
2003 PC Printer Replacements(From 1998) Finance 15,000 15,000 '
2003 PC File Server Replacement Finance 15,000 15,000
2003 PC Workstation Upgrades Finance 30,000 30,000
2003 Replace City Software Finance 300,000 300,000
2003 AED Unit(Defibulator) Fire 5,000 5,000
2003 New Technology Updates Fire 15,000 15,000
2003 Rescue Truck Replacement(1970's Vehicle) Fire 135,OOQ 135,000
2003 Erickson Upgrades(ADR Upgrades) Park 8�Rec 20,000 20,000
2003 10 Hand-Neld Radio Replacements Police 10,000 10,000
2003 Lab Equipment Police 10,000 10,000
2003 3 Squads(Seli Back 3) Police 34,500 34,500
2003 Public Works Bidg Add'n(Year 6 of 20 Lease-Purch) Public Works 2,000 42,OOQ 44,000
2003 Snowblower for Skid Steer loader(Replace#219) Pubiic Works 5,000 5,000
2003 Cambo Plane(Replace#171) Public Works 5,000 5,000
2003 Power Box Rake(Replace#77) Public Works 9,000 9,000
2003 Van(Replace#320-Park&Rec) Public Works 27,OQ0 27,000
2003 3/4 Ton Pickup(Replace#330) Public Works 30,000 30,000
2003 1 Ton Pickup(Repiace#329) Public Works 33,000 33',000
Total-Year 2003 2,000 0 879,200 62,000 943,200
Total Levy-Year 2003 881,200
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Building Street Equipment Funding Total
Year Item Departmenf CIP Levy C!P Levy CIP levy Sources Cost
2004 Laserfiche Equipment&Software Administration 25,000 25,000
2004 1995 Lease-Purchase(10-Years)(City Equipment) Council 50,800 50,800
2004 1996 lease-Purchase(10-Years)(Aerial Fire Truck) Council 64,900 64,900
2004 2001 Lease-Purchase(10-Years)(City Equipment) Council 85,000 85,000
20Q4 Hose Replacement Fire 6,000 6,000
2004 Pumper(Replace 1963 Pumper) Fire 335,000 335,000
2004 Replace Community Center Mechanical Equipment Park&Rec 5,000 5,000
2004 Community Center Carpeting Park&Rec 8,000 8,000
2004 Replace Arena Ice Resurfacer Park&Rec 50,000 25,000 75,000
2004 7 Emergency Equip Repiacements Poiice 25,000 25,000
2004 4 Squads&3 Mid-Sizes(Sell Back 4) Police 104,000 104,000
2004 Public Works Bidg Add'n(Year 7 of 20 Lease-Purch) Public Works 2,000 42,000 44,000
2004 Street Reconstruction-Akron Avenue-CSAH 42 to IGH Public Works 600,OOQ 242,025 842,025
2004 Water Reei irrigation(Repiace#93) Public Works 11,000 11,000
Totai-Year 2004 15,000 600,000 756,700 309,025 1,680,725
Total Levy-Year 2004 1,371,700
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Building Street Equipment Funding Total
Year Item Department CIP Levy C!P Levy C1P Levy Sources Cost
2005 1995 Lease-Purchase(10-Years){City Equipment) Council 50,800 50,800
2005 1996 Lease-Purchase(10-Years)(Aerial Fire Truck) Council 64,900 64,900
2005 2001 Lease-Purchase(10-Years)(City Equipment) Council 85,00o 85,000
2005 PC Printer Replacements(From 2001) Finance 12,000 12,000 I�
2005 PC Workstation Upgrades Finance 30,000 30,000 I
2005 New Fire Station#2 Fire 2,500,000 2,500,000 ,
2005 4x4 Grass Rig Replacement Fire 30,000 3Q000 I
2005 Computer Upgrade Police 25,000 25,000 I
2005 4 Squads(Sell Back 3) Police 68,000 68,000
2005 Public Works Bldg Add'n(Year 8 of 20 Lease-Purch) Public Works 2,000 42,000 44,000 I�
2005 Aerator(Replace#158) Public Works 5,000 5,000 'I
2005 Sprayer(Replace#41) Public Works 5,000 5,000 !
2005 Trailer(Replace#509) Public Works 6,000 6,0�0 I
2005 Shop Hoist(Replace#1) Public Works 9,000 9,000 I
2005 Loader(Replace#419) Public Works 230,000 230,000 ',
Total-Year 2005 2,000 0 620,700 ` 2,542,000 3;164,700 ,
Total Levy-Year 2005 622,700 '
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Buiiding Street Equipment Funding Total ,
Year item Department CIP Levy CIP Levy CIP Levy Sources Cast
2006 1996 Lease-Purchase(10-Years)(Aerial Fire Truck) Council 64,900 64,900
2006 2001 Lease-Purchase(10-Years)(City Equipment) Council 85,000 85,000
2a06 Refurbish SCBA Compressor Fire 5.000 5,000
2006 SCBA Unit Replacements/Updates Fire 10,000 10,000
2006 SCBA Unit Replacements/Updates(Mandated) Fire 25,000 25,000
2006 Radio Replacements Fire 55,000 85,000
2006 Replace Skate Sharpener Park&Rec 10,000 10,000
2006 Replace 5 Mobile Radios Police 5,500 5,500
2006 Office Fumiture Replacement Police 7,500 7,500
2006 10 MOTs(Alt Replacements) Police 44,000 44,OQ0
2006 5 Squads(Sell Back 4-1 Addition) Police 94,000 94,000
2006 Public Works Bldg Add'n(Year 9 of 2Q Lease-Purch) Public Works 2,OQ0 42,OOQ 44,000
2006 Street Reconstruction-Dodd Boulevard-132nd to 120th Public Works 396,400 365,000 761,400
2006 Combo Plane(Replace#173) Public Works 6,000 6,000
2006 Front Mounted Snowblower(Repiace#221) Public Works 7,000 7,000
2006 Highway Shouider Machine(Replace#135) Public Works 10,000 10,000
2006 Slit Seeder(Replace#154) Public Works 12,000 12,000
2006 70KW Standby Generator(Replace#54) Pubiic Works 30,000 30,000
2006 Paver(Repiace#128) Pubiic Works 30,000 30,000
2006 Mower(Replace#73) Pubiic Works 80,000 80,000
Total-Year2006 2,000 396,400 610,900 407,000 1,416,300
Total Levy-Year 2006 1,009,300
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Building Street Equipment Funding Total
Year item Department CIP Levy C!P Levy CIP Levy Sources Cost
2007 2001 Lease-Purchase(10-Years)(City Equipment) Council 85,000 85,000
2007 ? 2006 Lease-Purchase(10-Years)(City Equipment) Council 85,000 85,000
2007 Hurst Jay&Rams(Replace Original Equipment� Fire 12,000 72,000
2007 4x4 Grass Rig Repiacement(2001 Vehicfe) Fire 30,000 30,000
2007 4x4 Grass Rig Replacement(1997 Vehicle) Fire 35,000 35,000
2007 Replace 5 Mobile Radios Police 5,500 5,500
2007 10 Hand-Held Radio Replacements Police 8,000 8,000
2007 8 Radar Reptacements Police 12,000 12,000
2007 4 Squads(SeII Back 4) Police 70,000 70,000
20�7 Public Works Bldg Add'n(Year 10 of 20 Lease-Purch) Public Works 2,000 42,OQ0 44,000
2007 Compactor(Replace#103) Public Works 9,000 9,0�0
2007 Dump Truck(Replace#427) Public Works 100,000 100,000
Total-Year 2007 2,040 0 451,500 42,000 495,500
Total Levy-Year 2007 �,���,,,,1,� �S s� ��p��"'� 453,500
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Grand Total-All Years 457,500 5,003,000 6,212,600 18,029,825 29,702,925
Grand Total Levy-All Years 11,673,100
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145 University Avenue West, St. Paul, MN 55103-2044
L�y��M;nn�or�Gnas Pkone: (612) 281-1200 • (800) 925-1122
c;e;��e;�9�li�,�e Fax: (612) 281-1299 • �D (612) 281-1290
Mazch 3, 1997
Dear Minnesota Mayors,Administrators, Managers and Clerks:
As I visit cities across the state,l am always impressed by the important contributions elected
and appointed officials make in their communities every day.These contributions are made
quietly,without fanfare and celebration. Yet the dedication of these officials and their steadfast
commitment to improving cities in which they live and work has had a profound impact on the
vitality of our state.
Now is your chance to celebrate cities and share the news!The League of Minnesota Cities is
proud to sponsor the three annual awards programs that highlight Minnesota cities' successful
leaders and achievements.
• The C.C.Ludwig Award--established in 1965 to honor C.C. Ludwig,League Executive
Secretary,1935-1958--honors the accomplishments of an outstanding elected official who
displays leadership, an untiring devotion to improving city government,and an unselfish
concern for the public good.
• The Leadership Award honors the accomplishments of an outstanding appointed
official wliose leadership inspires the pursuit of excellence in municipal government.
• City Achievement Awards recognize city innovation and excellence in government.
Award categories include citizen involvement, communications, cooperation and
consolidation,housing and economic development,public safety, and technology. This
year applicants will have an opportunity,prior to the announcement of the winning
entries, to share their city's achievements with others.
This folder contains all the material you need to submit an award nomination. Help the League
of Minnesota Cities recognize the outstanding accomplishments of cities by entering
nominations in our annual awazds program. The deadline for all nominations is Apri118.
Awards will be presented at the LMC Annual Conference in St. Cloud,June 10-13. !
Sincerely, '
���
c. ��
Blaine Hill, Clerk-Treasurer, Breckenridge
President, League of Minnesota Cities
AN EQUAL OPPORTUNITY/AFFIRMATIVE ACTION EMPLOYER
Cities Week
,
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'' Making Cities Count--Preserving our Quality of Life
i Minnesota Cities Week October 6-12, 1996
�
Inside, ou will find:
Y
• Suggestions for Ciries Week activities;
• Ideas of how to get the word out to your residents;
• Some thoughts on getting Cities Week into the schools;
• Suggesrions on how to make your Open House one to remember; I�'�
• Proclamation '
• A sample press release for you to customize and send to your local media;
• Cities Week logos for you to copy and use.
For more information on Cities Week, or to tell other Minnesota.cities about your
successful ideas, conta.ct Tim Busse at the League of Minnesota Cities at (612) 215-
4031, (800) 925-1122 or tbusse@lmnc.org.
Cities Week 1996
The idea behind Cities Week is to promote the good work cities do,and to help resi-
dents learn more about what goes on at city hall. In past years, tities across the state
have developed creative, educational and fun ways to recognize Cities Week. The events
are often as unique as the cities themselves.
However your city decides to recognize Cities Week is fine, but please do something.
Some cities simply pass a local resolution acknowledging Cities Week,while others
schedule a week full of events. Be as creative as you (ike,ta.king into account the staff
time and resources your cites is able to put into Cities Week.
Here are some suggestions - from the simple to the involved - that your city might want
to consider for Cities Week.
•Adopt a local resolution recognizing Cities • Organize a city story telling night. (nvite long-
Week. time city residents to tel� their favorite story of
• Host an Open House at City Hall, the Mainte- `^�hat the city was like way back when.
nance Garage or Fire Station. • Sponsor a city-wide scavenger hunt or trivia
• Hold a ceremony to recognize volunteers who contest,and give prizes to the winners. °
contribute their time and effort to various ciry • Conduct bus tours showing the different
activities. If your city already holds a volunteer projects the city is involved in,or explaining what
recognition event,scheduie it during Cities Week. is done in each city building.
• In addition to recognizing volunteers,remember • Contact your local newspaper or radio station
to recognize city staff members and the important and offer a story idea about how the city is saving
contributions they make to the community money,approaching an old problem in a new way,
or providing a special service.
What makes a great 4pen House?
Here are a few suggestions to make your Open House memorable: �I,
• Serve refreshments - a few cookies and a little •Ask local businesses to donate gift certificates to �'
coffee and cider go a long way. encoura.ge people to shop in town. The city can
• Have city staff give tours of their work areas and offer coupons for free city services like admission
explain what goes on in public works,the police to the swimming pool,a park and recreation class,
station,the water treatment plant,or in the parks. or money off of their water bills.
• Open up the fire trucks or public works equip- ' Encourage participation of local community
ment. Have a photographer take pictures of kids groups like the Chamber of Commerce,the
behind the wheel of a rescue unit or snow plow. Scouts,the Lions Club,etc.
•Ask the high school band and/or community
band to play at the Open House.
�
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PRt� MOTiNt� '� H �
Performance measures: g���e�mentalperformanceiswith
mana ement..�t firsc this ma��sound
somewha[counter-intuici�•e—sort of like
Tools for determinin� starung at the end of the decision-
making process to 3uide the organiza-
tion.In fact,it's more like checking the
St�lC C l..SS map to see where you are before starting
off on a trip.
�1s organizations undertake the
DR.J�'�fES R. CsRIESEMER process of escabiishin�performance
measures.the�•must begin b��answering
the question,"ti1'hat do we measure%"
In an era of tax limits, tight resources,and shaken public confidence in Mosc�vill soon discover chac che answer
is,logicallv enoii;h,"Measure the most
governmental institutions,performance measurement has emerged as a ;mporcanc chings��ou are cr��ng to
major tool for successful policvmaking and mana�ement.For officials in accomplish."This ine�itabl}•leads to the
more fundamencal quesrion,"What are
small and large communities it offers the possibility of improved perfor- We cn�ng co accomplish?"
mance from staff and contractors,better use of resources, and restored �s chey establish a performance
credibility with the ublic. measuremenc program,local govern-
P ment staff and officials learn,in a very
pracrical way,that performance mea-
There are a number of reasons why asked:the press,concerned parents, surement requires two things—clear
performance measurement is so interest jroups,and so on. goals and measurement criteria.Since
important to the public sector,but In an em�ronment in which the unclear goals are perhaps the major
let's start with the bottom line.The answer to every•quesdon about the impediment to government perfor-
process of ineasuring performance achievements of local government mance,one of the greatest benefiu of
fundamentalh�alters the environment of programs is"it depends,"officiais and measurement occurs right at the
public organizations.It does so bv administrators are the ine�itable losers. beginning of the process.In the course
pro�idinj[he cricical ingredient for W'here the success of public policy of deciding what to measure,staff and
go��ernmental performance—clear cannot be demonstrated,credibility officials automaucally bea n the process
cri[eria for success. crumbles.Where accompiishments of of ciarifying goals,the first step toward
adminisuators cannot be documented, hiaher levels of aovernmental
` Criteria for successful confidence falters.This is the dilemma performance.
� government that goti•ernments at all ievels face todar, This ven•natural process of going
If there is am�sin�le characterisric and it is the knot that performance � frommeasurement,to criteria,to goals
that differentiates pricate,for-profit measurement helps untangle. is exvemelr powerful.In a single,
companies from public sector organiza- inte�rated process it addresses both the
tions ic is the etistence of ineasurable Begin with measurement, not "it depends"problem of inadequate
criceria for success.In the case of for- mission criteria for success,and the inherently
profit organizations.the principal It has become fashionable to suggest difficult issue of goal complexin�in
�iteria is,of course,profii.In the public that the wav to lead governmental go��ernment.It is a superior approach
sector,however,with iu muluple organizadons is b�•estabiishing a for strategic pianning because•the
responsibilities and interests,establish- mission,goals,and su-ategies.While this resulting goals are built around the real
ing such criteria is much more complex. approach sounds logical enough,in acv��ties of the organization and
The fact that public sector organizadons actual practice the svategic plan tends grounded in tangible criteria for
ha�•en't tradidonall��had such criteria to become a book filled with high- success.Thus,performance measure-
has exacted a areat price in terms of sounding mission statements and ment pro��des a practical approach to
both performance and public uust. unarguable,hut unmeasurable,goals.If estabiishing goals and defining criteria
��'ithout standards b��which perfor- progress toward goals can't be measured for success through a straightforrcard,
mance can be meaeured,success is in an�•meaningful�rac,the strategic naturalh�integrated process.
impossible because"success"is always in plan cannot pro��ide meaningful
the e�•r of the beholder.Is the council guidance for decisionmakers.�1'ithout T�ing ideas into aetion
polic�•on economic development really the abilit��to pro�ide tangible help in lf setdng goals and defining the
sound=It depends on whu vou ask:the decisionmaking,the plan tends to criteria for go��ernmental success is one
de�•elopers,thr existing husiness become w�ndow dressing rather than an 1�e��joh of elected officials,the task of
commtinin•,or the c>Id-timers in town.Is effecti��e tc�ol to guide action. seein�;that goals actualh�get imple-
the police depanment doin�;i��job% Experience has sho�,•n that a better mented is clearl}•the other great
.A,ain.the ans���er clepends upon H•ho is place tu hegin the•prucess oCimpro�•infi eti:illrngr.Fur fi���•ernment:il leaciers
g MINNESOTA CITIES!APRIL t997
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strugglin�to turn ideas into acuon,
perf'ormance measurement is,without
question,the most powerful tool , �, a
a�ailable.Performance measures have
the capacin�to turn ideas into action
because the�•have the abilin�to
shape the future performance of
or anizations. '' How then dces one go about implementing a performance measurement system
gt is important to recognize chat ' in a (ocal government?
performance measures do not simply '
describe what has happened,chey STEP �
influence wha�urill happen as chey Make a formal commitment to an ongoing p�ocess of ineesurement.
hr u h a
s the formal commitment t o
ro��ide informacion for decisionmakers ffi i Is mo choose to e res 9
p ; Elected o c a y xp
and affect the behavior of employees. resolution or policy statement.Whatever the form, it seh the stage for o successful
W'hen an organizadon establishes an � progrom by putting administrators,employees, and the public on notice that
ongoingmeasurementprogram, ; governmental performance is important.
performance and producriviry almost
ine��tablv improve.The reasons forwhy ; STrP 2
this is so�have to do with organizational ; Establish c performence measurement system.
focus.
As performance measures focus the '� Computer modeling software is the too) around which modern performonce
organization's acti�zry toward defined ! meQsurement systems are created. (See Technology Window,page 15.) Indeed, it
goals,they strongh�influence employee � has been the emergence of inexpensive, powerful computen and sophisticoted
behavior.The reasons are quite clear: ' modeling software that has made performance measurement economically
People react to what is measured.VI'hen � �sible ond practical. Using modem computers and commercial soFiware, a
goals are identified and employees . I Peh°rm°nce report for an entire ciiy can o{ten be created for less than $2,000 in
understand the criteria bti�which they staff time, including data input. More specialized performance reports focusing
will be measured,the}�perform.In this ' on economic development, financial conditions, or the performance of o specific
regard,the power of performance �' department can often be produced on performance measurement soflware for just
measures to direct individual acriviry can ! °�"'hundred dollars in tota)staff effort.
be remarl:abh•powerful.To paraphrase ' There are essentially iwo ways to go about estab{ishing a performance manage-
the old saw•,"Be carefu]�•hat you ment system.The first is to create a "from scratch" in-house system designed and
measure,you're likel��to oet it." ' developed by staff. The second is to buy commercially developed performance
By establishina criteria for success, management software designed specifically for use by local governments.
performance measures have the ability
to recognize the achievemenu of Typically, an in-house performance meosurement system will be built around one
employees.departmenu,and the ! of the widely available generic modeling programs such as(�uattro Pro, Excel, or
government as a�•hole.For emplovees, ; �otus 1-2-3. Although the time ond cost of developing in-house sofiware shoufd
recogniuon of demonstrated achieve- ' not be underestimated, it is possible to create very sophisticated performance
ments pro�ldes moti�•ation and builds measurement systems using these comprehensive spreadsheet products.
self-esteem.At the department level,
performance measures can identify While the development of tru{y integroted performonce meosurement software
successful acu��ties while steering away �pn be a very large undertaking,there is no question that high quality measure-
from less effective approaches.For the ' ment programs can be developed by skilled in-house stoff. One odvantage of
government as a tihole,performance ' such an approoch is that the resulting programs can be tailored to the specific
recognition builds trust.Demonstrated ' needs of vorious departments. On the down side, home-grown programs almost
achievemencs can enhance credibility never offer the abiiiy to make meaningful benchmork comparisons between cities -
with citizens,ta�:payers,the press,and ond, thus, forego one of the major advontages of performance meosurement.
potential ne�•businesses.
The other approach is to acquire softwore designed speciFical{y for the task of
Design of the performance ��{ormonce meosurement. This gready shortens the time required for implemen-
measurement system tation, ond usually costs less than an in-house e{fort. For example, o camplete set
Theperformancemeasurement of integroted softwore programs covering economic, Finonciol, and departmental
syscem should be designed in adrance, measures con cost less than 52,500. Sofiware for measuring the performance of
not piecemealed into existence.This o single department may be acquired for less thon 5300. Such commercial
does not mean that the entire system software is designed for use by general office sta�f,and requires nothing more
should be implemented at one time. than the ability to use a computer operating environment such as Windows. � �
lndeed,experience suggests that it is ',
usuall�•brtter tc�incrementall� imple- '
MINNESOTA CfTIES�APRIL 1997 -- 9 �
�
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ment a measurement svstem so that each its implementation over time are cridca! essenrial elemene for benchmarl:ing
element has time to setde into the to its success. efforts associaeed�vith local govern-
organizadonal culture.However,in ments'qualin•programs.
designing and implemenung the ��g�e elements together L neii recend}•,trui�•reiiable compara-
software there does ha�-e to be an overall �>>e performance analvsis software uve data on local government perfor-
plan.Each element must be thought of is a major elemen[in any measurement mance were ven•hard to come bv.This
as part of a comprehensive performance �'�tem,it is bv no means the only is not the result of some inherenc
erformance e��aluadon tool available to com lexiry in the nature of local
measurement effort. p P
This means that the performance local government officials.At least two go�•ernmentwork,indeed,manv far
measurement ro m needs to be built other classes of tools—comparative data more complex manufacturing processes
P
�
around a common conceptual theme reports and cidzen sadsfaction surveys— have made use of comparadve and
and condnued over dme.If it is a �'e available to support the performance benchmark data For vears.Rather,the
hodgepodge of ineasures based on measurement effort. (A schematic of the unreliabiliry of local governmen[data
whatever data happen to be available, potential relationships betrueen these various has been due co the lack of standard
the results are likely to be of a limited tools is shmun beloru.) da[a definidons that are essendal to
value at bes[and dangerous at worst �s suggested in the schematic, comparadve analvsis. (For e�ample,do
In T'horton.Colorado the svstem is performance analvsis sofavare serves as police cost data include animal control?
built around the common conceprual �e centerpiece of the performance Should fire performance informaaon
theme of resources:resource acquisi- measurement program b}�providing include paramedic sen�ces:.) It is
tion,resource allocadon,and resource �'end informadon reladng to the city's Possible to de�•elop such standard
ualizadon.Resource acquisition measures economic health and tax base,financial definitions that permit hijhlc accurate
such items as local government eco- condidon,and performance of all major interjurisdictional comparisons.
nomic health,jobs,development,tax deparunenu.These trend data pro��de
base,etc.Resource allocation measures an excellent view of performance Citizen satisfaetion surveys
examine both financial condition and changes over dme.In a sense,trend data A third element of a complete
the relative allocation of dollars across a consdtute an internal comparison since performancemeasurementprogram
spectrum of local government funds. �e��compare changes in various involves the use of cicizen satisfaction
Resaurce utili�ation looks directly at the economic,financial,or departmental sun�eys.Such surve}�s can be a wonderful
costs,efficiency,and effecdveness of performance factors against the same source of performance information,
local government deparunents.Mea- factors measured over time. especially when used in conjunction
sures in all of these areas are presented �ile internal trend comparisons are with u'end and compazative data.They
in staasucal and graphical formats and extremely valuable,a complete perfor- can highlight trends in cidzen satisfao-
can include trend,rado,and compara mance system also seeks eYternal tion with services,and can also be used
rive performance informadon. comparisons where possible.External to assess citizen responses to important
The measurement svstem must be comparisons,when done carefull}�,can public issues.Two significant new
undertaken as an on aoing program.If be a very valuable supplement to developmenrs in this area inciude the ,
the measurement is done on a one-shot internai trend informadon.They use of computerized analysis that can
basis it will neicher highlight kev trends, pro�ride a type of realiry-check on local dramaricall}'lower the cosc of sutveying,
nor idendfi%important changes in government performance that is and the introducuon of comparauve
performance over dme.In short,both una�•ailable through any other source. satisfaction information that offer the
the conceptual design of the svstem and In addiuon,comparadve data are an same rype of realin-check benefits that
- other comparative data provide.
---- ----------------- ---------__-------- What can a performance mea-
Performance Program Schematic surement system do?
The objeccive of ineasurement is not
Pertormance Measurement Tools simpl�•to pro��ide an assessment of
performance,although that is certainly
��� one ven•useful ou[come of the process.
�j rc Equall�•important,however,are the ways
E�m�� in�+�hich performance informacion can
comparatNe Finaneial crtaen sur.ey be used in policc and management
oatanase peeartmernai �la�� decisions.In this coniext,the objecuve
of the performance measurement
program is to pro��de a detailed pitture
comparanve P��twmsnce emz•n o{�e local o��ernment.This icture is
t B�ncAmark H Tnnds H Surv�y �' p
R.Pores R.a� R�p°K painted in terms of resources and
results.lt is a mosaic fvrmed from
Pe�fortnanee Analysis Reports
�a _ MINNESOTh{ITIES;APRtL 1997
�
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hundreds of pieces of performance
information.
Because local governments,even
small ones,are accualh•quite complex
organizauons ehere is no singte mea-
sure,or even a small group of ineasures,
' that adequatel}•poruays the condidon
and performance characterisvcs of the
cin•.The trick is to manage fairl}�large
amounu of data and scill present an
intelligible picture of the organizarion.
The eatensive use of�raphs is a power-
ful tool for summarizing information
and clearh•conve�zng important
relationships.
Performance measurement and
policymakers
For elected officials in small and
large ciries alike,performance measure-
ment offers manv benefiu.As we have
seen,the ven�act of establishing
performance measures helps to clarify
` program and polia•goals.In doing so,it
helps alie��ate one of the most signifi-
cant impediments of effecuve�overn-
' mental performance.
As measurement criteria are devel-
oped,the local government is energized
as the organizarion begins to focus its
resources and energs on key issues and
programs.:�s performance criteria begin
to define benchmarks for success,the
stage is set for enhanced public confi-
dence in che local go��ernment,iu
officials and employees.
Performance measures do much
more than simph•record what has
- happened.The picture the��paint li
influences the future b��shaping I
decisions and direcdng acriviry.Beyond
clarifting goals and focusing organiza- '
donal efforc,measures have the abilicv to
guide resource aIlocauon,e��aluate
performance,and recognize achieve-
menrs.In these roles,performance
measures are far more than simply
statisdcal grist for analysu.The}�are,
first and foremost,power toois for
.. . Polic�znakers.t'
Dr.Griesemer is dean of Daniels
College of Business at the University of
Denver.
Rrb�inted tn•pmnission from!hP May/
fvnt 19y-1,lssues f,�Optians,Petformance
measurement:A tool for polic}Tnakers,a
pubGcalion oj thP h'ational I.rague ojCities.
MINNESOTA GTIES A�RI: 199� ���
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. , ���� �� I
a�
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1996-1997 � '
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l. Ten year CIP � �!,
2. Business Park I
a. Cannon Equipment �'
b. Geometrix
3. Fire Station '
4. Aerial Fire Truck
5. Road reconstruction (Cameo - lower 147th)
6. Chippendale Partners (Commercial on 42 and Town
homes)
7. MUSA Expansion
8. New 1600 GPM vvell
9. Commercial enhancement plan
10. County Road 46 (160th St)
1 l. County Road 42 corridor study
12. Road reconstruction (Cameo north of 145th and 143rd St)
13. Housing Proj ects
a. Heritage
b. Shannon Pond East
c. Shannon Meadows
d. Hawkins
14. Endres Processing
15. HRA Senior Housing (Cameo)
16. Subdivision Ordinance
17. Erickson Park Shelter✓
18. Family Resource Center�/
19. Zoning Ordinance (Recodify)
20. Kelley Pro erty . �
<<�� ���� � �O �',�e.
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(',��,�enS�e influences tike housing cost,job may accually endanger ochers.Cer-
�rr141L proximity and school reputaaon tainly,many other similar examples
not merely determine such decisions. come co mind.
Because citizens do not voluntarily Perhaps the most important distinc-
�.�t�me�J choose who provides potice or fire tion between customers and citizens,
service,they can't simply walk away and however,is chat with being a cidzen
find another vendor if they are dissatis- comes responsibilities that cannot be
J��R fied,as they can when buying groceries abrogated.The relationship between
or hiring a reaitor for example.This customer and business is t�ansactional;
involuntariness has implications for I offer money and receive a shirt in
— both the ci[izen and the governmen� exchange.That relationship is based
he literature these days is In the former ins[ance,it means that solely on the monecarv transaction—
full of what can almost be the ciriZen,as a practical matter,is buying a shirt.Once completed,there
considered an obsession probably forced to pazticipate in the is no ongoing relationship espeeted
with the nodon rhat if only polidcal process if he or she wants to nor do I,as the customer,have any
governmentbureaucrats address perceived or real shortcomings responsibility to that business other
would begin to recognize in the delivery or quality of the services than to pay for what I have received.As
their responsibility to treat citizens as received.This is not only more compli- a citizen,however,my relationship with
customers,we would somehow—quite cated,but a more iong term and government is ongoing and implies rhat
magically it seems—transform govem- uncertain process than deciding never I be involved in making it responsive
ment into a more rational,sensidve again to buy a car from a certain dealer. and responsible.In fact,as a citizen,I
and responsible(albeit,necessary) For the government,rhe involuntary have an obligadon to participate.The
insdtudon. nature of the relationship between distinction between citizen and
One needs to go no further than to citizen and institution imposes a government is much more blurred than
the"bible"for those espousing this tremendous burden to provide not only the distinction between customer and
idea:Dave Osbome and Ted Gaebler's cost sensitive services or commodiues, business.
widely read book of the early 1990s, but also to make the very difficult When government delivers services,
ReinventingGovernme�ct,inwhich they decisions related to service equality and citizens should indeed be considered to
say: "Democratic governments exist to equity.Because govemment is involun- be customers.Characteristics of
serve their citizens.Businesses exist to tary,it has a tremendous and necessary customer service we expect from the �
make profits.rind yet it is business that extra burden to ensure that its process private sector such as courtesy,prompt-
searches obsessively for new ways to (not just the product)is both fair and ness,efficiency and qualiry should ',
please the American people.Most accessible.This is simpiy not part of the prevail.It is when the thomier issues ,
American governments are customer- customer/business relationship. suirounding government seivices
bliad,while McDonald's and Frito-Lay Yet another reason why we should not emerge—like what services should be
are customer driven.This may be the confuse citizens with customers delivered>who will receive them and in
ultimate indictment of bureaucratic concems the very nature of the transac- what priority,and how they will be paid
governmen�" tion between government and its for—that the relationship must focus
While this may perhaps seem citizens.When I purchase a shirt,the on citizens,not customers.
enlightened,I think it is actually quality of that uansaction(measured by At the beginning of this�article,I said
simplistic and,in fact,demeaning to my satisfaction)is entirely a matter that considering citizens as mereiy
the very concept of citizenship.In between me and the store.If the shirt is customers demeaned the essence of
ccrtain situations,citizens may indeed somehow defective or I am otherwise citizenship.I say that because if we were
be"customers"of government,but that dissatisfied,my neighbors,much less to�cpect citizens to act only as custom-
is not the most important part of their my community,are not affected.But ers,we excuse them from their most
'� involvement,nor are the concepts when I receive a building permit from important responsibiliry—that of
� interchangeable.In realiry,the differ- my city government,it arguably can involvement in shaping the quality of
ences between being a citizen and a affect many other people.At the most our governmen�For better or worse,
customer are fundamental.First, • immediate level,if the permit is issued citizens cannot escape government or
consider chat for the vast majoriry of without regard to health and safery their responsibiliaes to iG The test for
their interactions with government, consideraaons,my family and future [hose of us in government is[o find
citizens have very litde,if any,choice of owners of my residence could be at risk ways to encourage and stimulate[hat
the government with which they because of code violations.Also,my involvement for that is the key to legiti-
interact.While there may be some neighbors'property rights could be macy,acceptance and effectiveness.r
limited choice in where people reside affected if the permit overiooks relevant
based on quality and cost of govern- properry line setbacks.In extreme Jim Miller is execurive director of the
ment services,generally much stronger situations,the quality of the transaction I.eagueofbiinnesotaCities.
MINNESOTA CITIES/NOVEMBER 1996 5
... , ,
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Service famous statement that.�mericans could Yty experience suggests that chese �
buv anv color car thev wanted—as long examples illustrate�vhac is happening ,
eustomization ��t"'a'hlack. He could have just as throughout the private sector and are
accuratelv added—and as long as it was a not exceptions.The signiFcance of this
and satisfaetion: �'fodel T.Consumers had no choice increasin�customizaaon and attendon ',
when thev purchased a car,so black to personal sadsfacdon in the private ,
� Model Ts became their expectauon.In sector is that consumers and cirizens are
Government s �ontrast,look through the Buyer's Guide the very same people.There is no '
emerging for ne�v automobiles published by reason to believe that the individualized
Consumer Reports and you'll be svuck expectadons that have increasingly
ehallenges by the multitude of makes and models been met through new technology and ,
available,not to mendon the various market competition in�he.private
packages that further customize any sector will not equallv applv to a ,
JIM �ILLER model.Technology has made such citizen's dealings with;overnment.
variet�possible,so our eYpectations Therein lies the rub.
� have similarlv changed. For the most part.�o�•ernments
here is litde disagreement Let me cite one other private sector provide standardized serizces to large '
among locai government example.I was recendy looking at one numbers of people wirh little variadon. ,
officials that cidzen eYpecta- �f the manv catalogues that arrive at In Fact,uniformity in government
tions are becoming our household and noticed two service is often seen as a value,espe-
increasingly difficult to significant promises one company cially when equality is desired.Snow �
meet.On the one hand, plowing is a good esample.Cides pride
these rising expectadons inciude themselves on efficient service,gener- ,
demands for new services as weil as for ally treating all citizens alike in terms of
enhanced existing services.Consider ��C1tleS 11C1Q �1Qll1SQIVQ$ OII P�ority and quality of service.In fact,it '
that 15 years ago few cides provided p wouid be very difficult to provide many ,
senior programs.Now,many if not most governmental services on anything
cides do provide senior programs tha[ efficient service, gene� other than a standardized basis.
continue to become more comprehen- At one dme,mass-produced service
sive and include dining,health care, treating all eitizens alike in ��litde or no deviation for individual
recreation and other services. needs or desires was acceptable because ,
Ciry officials also point out that that was the cidzen's esperience with '
terms of priority and quality �e private sector as well.But,as the
cidzens are less tolerant of inacrion or private sector continues to evo(ve to
of actions that they believe are unre- n provide customized ser�ices and
sponsive because they do not exacdy of serviee.
meet what a particular cidzen feels products often with completesadsfao-
should be provided.Again,this may be don guarantees,the tradidonal way of
characterized as widening the gap makes to its consumers.The first providing aovernment services will be
between citizen expectadons and promise announced that the company's less tolerated.Likewise,decisions by
governmental response. "personal shoppers"are available`�4 city councils and other legislatures,
There is certainly nothing startling in hours a day to help customers find �'hen based solely on precedent or
these observations;most of you prob- exactly what they need.The other uniform treatment,will be increasingly
ably readily identify with them.It is promise offered guaranteed sacisfaction seen as unresponsive.The emerging
more intriguing,however,[o ask why wich a replacement or complete refund, challenge for government officials will
these espectations continue to expand with no time limit or exceptions. The be to design services and decision- �
and grow,even as the willingness to pay company's name is not important,but it making processes that recognize I
for expanded services declines.r1s with isn't a company,such as Norcistrom, individual preferences and needs while ,
most believe that a major part of the that is generally acclaimed to be at the maintaining government's responsibil-
answer can be found in how our forefront of customer ser�lce.Rather,it ity to provide equal or equitable
experiences as private sector consumers is simply an everyday company that has services. It will not be easy,but this�vill
haee radically changed. evolved its standards to remain competi- be what citizens expect. t'
The automobile industry is a good tive.Customers now have a much
illustration. (n the early part of this higher expectation of this company's J�Miller is execudve director of the
centurv, Henrv Ford uttered his services than they did in the past. League of Minnesota Cities.
MINNESOTA CITIES/APRIL 1997 5
"''�'.� ----...._ _. . __ ..
CITY OF ROSEMOUNT
EXECUTIVE SI;fMMARY FOR ACTION
� PLANNING COMNIISSION MEETIlVG DATE: NOVEMBER 12, 1996
AGENDA ITEM: ACCESSORY STRUCTURE SETBACK, AGENDA SECTION:
ZONIlVG ORDINANCE AMENDMENT OLD BUSINESS
PREPARED BY: TROY BONKOWSKE, INTERN AGENDA NO. �$
ATTACffiY�NTS: DRAFT ORDINANCE APPROVED BY:
Under the 1994 City of Rosemount Zoning Regulations, there are conflicts between the Dimensional Standards
for Accessory Buildings and Surface Parking. In R-1 and R-lA zoning, minimum setbacks for accessory
buildings is five (5)feet, and surface parking is ten(10) feet. Concerns have been raised as to uniform standards
for R-1 and R-lA side setbacks. Additionally, current rear setbacks in R-1, R-lA, and R-2 at thirty(30) feet
have been questioned as excessive.
According to RosemountBuilding Official, Paul Heimkes, the current side yard setbacks are extremely
cumbersome and virtually unenforceable. Mcmy residents negatively effect homestead appearance finding ways
� to escape regulations. Amending this ordinance would also drastically reduce setback variance requests.
Revising rear setbacks would allow more flexibility in the consiruction of accessory siructures, and create
greater open spaces in awners'back yards. Also, reducing rear setbacks would decrease the rrumbers o,f
structures in residents'yarrds.
�b�: C�r2 G� S � �C�S�Gv� S`�Y't�-�ct�:f�-S I',
_----- �� J
�� l W�� � ��ov�r ��SG�.SSc� '
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(j�'." �� U���`1�``� �
U
RECOMMENDED ACTION: MOTION TO RECOMMEND SCHEDULING OF PUBLIC
HEARING.
� � � l � � �, �,�� � � �
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• City of Rosemount
Ordinance No. B-
AN ORDINANCE AMENDING ORDINANCE
CI'TY OF ROSEMOUNT ZONIlVG ORDINANCE
Lot Setbacks in R-1,R lA, and R 2 Single-Family Detached Residence Districts
TI� CITY COUNCIL OF TI� CITY OF ROSEMOUNT, NIINNESOTA, ORDAINS AS
FOLLOWS:
SECTION 1. Section 7.2 A6
DIMENSIONAL STANDARDS:
Accessory Buildin�s Surface Parkin�(feet)
11�1'in. Yards Min.
Lot
Side
Rl
• R lA �9 5' (3)
Rear
R-1 5/5 (4)
R-lA 5/5
R-2 (2F) 5/10
(3+F)
3 Driveways shall comply with side-yard setback requirements
for surface parking, ancl the drivew.�y oavement surfacin�re��irements as
set forth in Section 8.1(L.31
4 120 square feet or less in R-1 and R 2 Districts: �}6j 5-foot setback; R-lA
District: 5-foot setback; in RL District: 15-foot setback; except double
frontage or corner lots: 30-foot setback. .
setbacic. No accessory, structure shall encroach into an easement.
SECTION 2. This ordinance shall be effective immediately upon its passage and
publication according to law.
1
�
. `
7.2 7.2
• a. The maximum aggregate area for accessory structures shall not exceed fifty
(50) percent of the ground floor area of the principal building, including attached
SaraBe.
b. Maximum lot coverage shall not exceed ten(10) percent impervious
surface.
(Ord. B-46, 9-23-94)
Dimen�ional Standards for
Accessory Buildings and Surface Parking
Accessory Buildings Maa. Surface Parldna
Buitding MIlVIMUIVI YARDS(FEE'1�
MINIlI�IUM YARDS(FEET� Height
Districts Front Side Rear �f�t� Front Side Rear
AG 50 30 30 75 50(2) 5(3) 5(Z)
AG-P 50 30 30 75 50(2) 5(3) 5(2)
RR 40 30(5) 30 35 40(2) 5(3) 5(2)
• RL 30 15 15/30(4) 18 30(2) 5(3) 5(2)
R-1 30(1) 10(5) 5/39(4) 18 30(2) �9 5(3) 10(2)
R-lA 30(1) 5(5) 5/�s(4) 18 30(2) �9 5(3) IO(2)
R-2(2F� 30(1) 10(5) 5/38(4) 18 30(2) 5{3) 5{2)
(3+� 30(1) 10(5) 10 18 30 10 10
R-3 30(1) 10(5) 10 18 30 10 10
R-4 50(1) 10(5) 10 18 30 10 10
C-1 18 20 20 10
C-2 18 N/A N/A N/A
C-3 25 20 10 10
C-4 25 20 10 10
SAME
BP AS 40 20 15 15
FOR
IG pgINCjp�, 75 40 25 50
� BUII..DiNGS 75 40 25 50
P 40 20 20 20
- FP N/A N/A N/A N/A
. City of Rosemount
_ _
_ . , I
�
Rosemount Intergenerational DialogueTM
Summary of intergenerational small group recommendations
Ways we can �rovide more sunnort for individuals and families in our
neighborhoods.
1. P:a�at� t�e id�`d �f:'�s�h:ng o�t to cthers yvithout needi�g a cr�ses, i.e. a I,
tornado or flood to make that happen. Use local newspapers a�d ,
organization and city newtetters, and church bulletin to encourage '�
more people to take responsibility for meeting their neighbors. �I
Include specific examples of what to say to introduce yourself to I
a neighbor. I
2. Organize small community and neighborhood events and advertise them
as "intergenerational."
� 3. Make an individual commitment to follow through on plans.
4. Encourage organizations to which we belong to seek partnerships
with other organizations.
5. Smile and say "Hello" to everyone you see.
6. Publicize the volunteer needs and activities at the Rosemount Family
Resource Center and at Community Action Council.
7. Expand the number of neighborhood crime watch and safe house
�rag�-ar.:�.
8. Mail list of community-based resources to residents and businesses.
Wa�s to increase the o�uortunities for intergenerational communication
1. Involve teens and adults in plaaning and running a safe place where
10 to 15 year olds can hang out.
2. Organize chore service programs.
� 3. Increase public recognition for the positive contributions of area youth.
4. Encourage open, honest communication among different generations
. within our families.
5. Ask the schools to invite any citizen, not only parents, to help with
school projects and attend school programs.
6. Offer more parent education classes that include information about
teaching children how to interact respectfully with adults.
7. Publicize the results of this Intergenerational Dialogue.
8. Provide more Intergenerational Dialogues.
9. Organize an "Intergenerational Dance."
Wa�s how our elders and our young Aeo�le can use their ex�eriences to
hel� each other develo� new skills.
1. Offer intergenerational social activities at the Community Center that encourage
communication and provide for cross age teaching of hobbies, crafts, and
computer skills.
� 2. Promote the idea of an "intergenerational date" i.e. taking walks together,
inviting people of other generations to come over for tea or koolaid.
3. Encourage the "elders" of the community to compliment young people for
good manners and acts of kindness.
4. Include senior citizens in the school curriculum through story telling,
tutoring, and sharing experiences and wisdom.
5. Start a cross age mentoring program.
6. Recruit peopie under the age of 20 and over the age of S� to serve on cominunity
planning committees.
7. Develop a "what's in it for me" volunteer marketing plan targeted to
young males.
8. Create and promote a "message" that encourages respectful behavior
within and across generations .
� Summarized by Sue Gehrz, Intergenerating Resources 641-1229
TYPE OF HOUSING UNITS --- ROSEMOUNT, MN
1997-
Unit Type 1997 # 1997 % 2005 # 2005 # 2005 %
S.F. Detached 3,326 77% 1,907 5,233 74%
S.F. Attached 422 10% 753 1,175 16%
S.F. Cottages 0 0% 71 71 1%
Multi-Family 356 8% 44 400 6%
Mobile Homes 197 5% 0 197 3%
Other 14 0% 0 14 0%
TOTALS 4,315 100% 2,775 7�090 100%
SUMMARY FOR LIVABLE COMMUNITIES:
1990 % 2005 % Goal %o
Single Family��ittached 80%N 74%� 65%
Non-Single Family�ched 20% 26% 35%
Owner Occupied 19% 9% 25%
Renter Occupied 81% 91% 75%
�
NOTES:
1. 1997 housing units is estimated by using 1990 Census plus building permit data
2. 2005 housing units is estimated by using areas within current MUSA that have
either final, preliminary or concept plans; this area equals 1,140 acres.
3. Livable Communities goals were approved by the Rosemount City Council on
December 5, 1995 as pa�t of the Dakota County Cluster repo�t.
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VVoodbu ma � et new Rer��.ele facto ��
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■ Neighbors worry possibility of 50 more jobs in the �, �E �� ,� � � �;��k � 4
• ■ • next 10 years. �a�� � �; r `t � � '� � 4cr � ,� >+ p, �'
about poss�b�l�ty of But scores of people living in ;���� �§ � s+;��� ����z� ��� S ; ������;Y,M��w�_.w�.,.�,.��.�.��',-�
traffic, poliution rhe neigh6oring Pendryn Hills, `� " `�"�""'�'� �� �
Brookview Place and Parkside 94 � � -
�IM BROEDE STAFF WRITER subdivisions are raising environ- £: � h ` `� j �� � �
: .� .~ ' y '� . f i h
mental, aesthetic and safety is ' ' � � �
sues. They envision Remmele �������►�� � � � ' ����� � �'��
..� �..... , .� , ' ' OuHets.
'n the Twin ` � q� ?'� }
IF YOU GO bringing traffic congestion, noise � �'� � � � �,, o, � ; � � � � �u
Cities' fast- • i.� � �,.� � E
est-growing A public hearing 8nd air pollution. �;� �' �`� � , , ,� � 3 �`���afg ��l �„
Is scheduled on The debate is expected to come s�'pe �� � � ° ` `s�fit���= r
suburb, at- • . �` ` j. .... ;:__ ���m,.-� ; .
tractiag res- the Remmele to a head at a public hearing at �.� ��� 3� .� -� �, ,
. Engineering ` 7:45 p.m. today at City Hall, 8301 ,���, .��������,���� �" , � � ; ; ��'�"�"�.��
idential and '�r�. ��� � W o o d b u r -. �
retail devel- zoning propo�al, Valley Creek Road. � ,�� � .,� ; y �'�` ��` , �s
. , 7:45 p.m. today City Administrator Barry John ;��� `" � �� € : � t'� ' � � � � � � ��
opment isn t • • � t 1
at City Hall son said some neighbors are mis � �f
the problem. ' « � �
8301 Valley construing Remmele as an old- ����
y R�sid�� ;
Woodbur Creek Road. fashioned smokestack industry." . ���� '
city officials « "That isn't the case," he said �- �`� ' C::o m m e r c e :
say the need is for more good, «�hey won't be putting out smoke ' ` ��i;����,.�.::#�� � `
_. _
c lean in dus tries" t ha t genera te ,and chemicals. Actually,Remmele ' �"'� ��1� ����;� ` ? i'°
jobs and a broader tax base. is a high-tech, clean industry, and ` ��£�' ��; ;s� ' �� T'
But opinion is divided over �,e expect them to be a good ' �.:��� �� �� '
w h e t h e r t h a t s h o u l d i n c l u d e t h e » t�����e � ��` Pro pOSed C e n t e r �` ;`'
neighbor. '" ��k - Remmele site �
manufacturer of inetal compo- �� �� : �; ���� ��.
_
nents for commercial aircraft. Johnson said Remmele would ' ������} � , � � ��€ �:
Remmele Engineering Co. build an aesthetically pleasing and � �,�a� � $ �� � �. >:: ����.�,
Tamarack Rd
virtually soundproof building. -.R�... ..�,, �' �' '", , °���:I. . ;: . ..�..' , ''�` ., '.: � �' ;:,:�:
wants to build an 80,000-square- Additionally, the planning com- PioNeER PRes�
foot plant southwest of Interstate ��gsion has called for berming
94 and County Road 19. •and tree planting to partly screen
. The citys planning commission the residential neighborhoods from manufacturer of display cases. Nlant under construction in JunQ
voted unanimously last week to the Remmele property. The Horizon Outlet Center, con- and open early next year, Rem?
recommend a rezoning of Rem- _ sisting of 30 or so factory outlet mele spokesman A1 Doerer said:
mele's 11�-acre site from free- Jbhnson said Remmele isn't stores, is a quarter-mile away, "We have lots of orders to fill for
�N. way district to industrial to clear much different from other busi- southeast of Interstate 94 and airplane parts and need to e�;
the way for the project. nesses that have located in recent. County 19. pand." � �
�,n years north of the Remmele site. Remmele was founded in 1949�
1eS_ The manufacturer would initial- Those include Rivertown Trading Remmele, meanwhile, wants a and now operates plants in St,
lies ly bring 25 new jobs paying Co., a mail-order catalog business, quick answer from the city. Paul, New Brighton, Monticelld
mc- �40,000 to �65,000 a year and the and Heritage Communications, a "We would like to have the and Big Lake. , ��
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. . . . . . - . . i . . � � . � �
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