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Budget work session 1 1 CITY ; 4 cHANHAssEN ' 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 1 ' MEMORANDUM TO: Mayor and City Council 1 FROM: Don Ashworth, City Manager N ( k. DATE: October 28, 1993 SUBJ: Reminder -- Second Budget Worksession, Monday, 5:00 p.m., Courtyard Conference Room ' Our second worksession was moved up so as to allow council members the opportunity to attend the first Vision 2002 meeting which is at 7 :00 p.m. at the Chanhassen Dinner Theatre. Our second budget session reviews the requests of Public Works and Planning. Both Charles and Paul have prepared narratives discussing their budget proposals. Tom Chaffee is anticipated to have the actual budgetary expense sheets ready for distribution Monday evening. We will serve something for dinner. See you Monday evening. 1 1 1 1 1 1 1 CITYOF CHANHASSEN R ", 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 ' MEMORANDUM TO: Don Ashworth, City Manager • ' FROM: Paul Krauss, AICP, Planning Director • g DATE: August 9, 1993 SUBJ: 1994 Planning Department Goals and Budget Request BACKGROUND Over the past four years I have traditionally taken the opportunity presented by the budget process to update the City Council on progress towards meeting our annual goals. 1993 has been an unusually hectic year The Planning Department workload increased dramatically due in large part to the large number of new developments•applications. This type of activity runs in cycles depending largely on economic trends. However, it is clear that "Chanhassen's time as a major player" in the Twin Cities region, has clearly arrived. We are clearly viewed as a desirable place in which to live and work due in large part to the support of the City Council's major efforts to maintain our quality of life. While we are subject to state and national economic trends and upon the availability of sufficient developable land (i.e. future 1 MUSA line amendments), the current pace of development is likely to persist. At the same time, the Planning Department remains cornnutted to a variety of short and long term projects including: • Recycling `a 1 • Southwest Metro Transit _ • Senior Support Services and Senior Housing Development • Permit Review and Code Enforcement • SWMP Program • Hwy. 5 Project • Representing the City's interests before a variety of regional and state agencies • Tree Board 1 t 1994 Planning Department Goals/Budget 1 August 9, 1993 Page 2 1993 has also been a year of considerable upheaval for our department. 7o has left us after 9 years of committed service. Her experience will be difficult to replace. Secondly, on the positive side, we have finally filled the Water Resources Coordinator position that was outlined 1 in the original 1990 Surface Water Managing Program. Managed jointly by the Planning and Engineering Departments, this program is already paying large dividends in protecting our environment and improving service and responsiveness to our residents. , The last departmental upheaval is of a more personal nature. I am writing this memo in Lima, Peru with our daughter Rachel. God willing, by the time you read this she will be home with us in Minnesota. The adoption process has directly and indirectly absorbed a lot of my time in the past few months, while my commitment to Chanhassen remains strong, my absence has contributed to some delays and increased work load for my staff. I appreciate the support I have received from the Council and look forward to resuming my normal responsibilities. Special thanks are due to Kate, Sharmin and Vicki who kept things together while I was gone. PROGRESS FORWARDS 1993 GOALS The following is a summary of the department's 1993 goals and mid -year progress: 1 . 1. Complete the Highway 5 Corridor Study. At the time of writing the Highway 5 Study is nearing completion. We expect to have it finished by early fall. Planning Commission review and hearings are being scheduled for September 15 and More importantly, the project is already starting to pay big dividends. Quite simply, the !' way in which we do business and the City's expectation of new development in the corridor has already been raised. The project has provided a means for city residents to begin to get motivated in the corridor future. It has helped us to establish a stronger working relationship with Minnesota Department of Transportation, one that will provide a large amount of financial support for completion of the northern access boulevard. At the time of writing, it even appears that the study will have provided a mechanism for positively responding to mitigating impacts from development. The ci ty developed also develo ed an excellent and wide - spread reputation in the area of urban design. This was evident in our receiving a nearly $300,000 ISTEA Grant to construct the pedestrian overpass. This one grant alone will more than offset the cost of the entire project and environmental assessment. In summary, we believe the project represented an excellent use of city resources. 1 2. Complete the Surface Water Management Program planning effort and establish the program on a permanent footing. Here again we have an example of a program that is paying in large dividends even before it is completed. Again, it has changed the way 1 1 1994 Planning Department Goals/Budget August 9, 1993 1 Page 3 we do business. It insures that new development is much more sensitive to protecting our surface water and wetland resources. It also gives us an understanding of quality problems that have been occurring in our lakes and gives us a means to positively respond and correct them. ' The plan will be completed on schedule and is to be delivered to the City Council this fall. This past year we began undertaking remediation projects around the city. Our 1 Public Works Department has developed a good working knowledge of the program and have expanded their responsibilities under it. We have also added an in -house coordinator for the program, who is jointly managed by the Planning and Engineering Departments. In short, we are poised to make a major positive impact on the quality of our natural environment. 3. Senior Commission/Senior Center. Planning staff continues to provide support for the Senior Commission as their role in providing services grows. A noteworthy accomplishment in 1993 is the opening of the Senior Answer Line. Operating out of our ' center it is a joint effort of the City and Carver County. With a county funded coordinator and volunteers, it is a one -stop information service. Sharmin Al -Jaff deserves the recognition for bringing this off. One of our focuses in 1993 has been on the preparing the ground work to undertake a Senior Housing project in the CBD. The feasibility study was completed and reviewed by the Commission, City Council and HRA. The probable project has been defined based upon market demand. We are aware of budgeting constraints with the TIF program, we are seeking ways to minimize direct city cost without losing management control to insure that the housing continues to respond to the needs of our residents. We expect to conclude this phase of the project in the next few months with construction possible for next year. 4. CDBG program/maintain eligibility. Staff has been working intensively with the mayor 1 on this project all year. We have made considerable progress and have apparently been included in the 1994 funding allocation. 5. Computerize departmental functions. Is an on -going goal for the past few years and we continue to make progress along with other departments. Currently, we are all using the PC's to draft memos and reports. The SWMP modeling is on disk and will be up and 1 running at City Hall shortly. Other uses are expected by next year. 6. Continue to enhance recycling efforts. The City continues to maintain an effective and expanding program. Recent appliance and hazardous materials drop -off days were highly successful. A study of city coordinated pickup service to insure responsiveness and reduce damage to local streets are currently in process. 1 1 1994 Planning Department Goals/Budget 1 August 9, 1993 Page 4 7. Continue the need to upgrade, revise and improve the zoning ordinance. This is an Pg � P g on -going goal from year to year. We have implemented numerous minor changes. Major amendments include the wetlands ordinance, improved landscaping standards, sign ordinance and upcoming Hwy. 5 standards. 8. Strive to maintain and improve Chanhassen's image as a progressive community that sets high standards for development. Maintain good working relationships with developers, residents and out state agencies to ensure that city goals and policies Can be achieved. This is an on -going goal and one that occupies much of my time as well as my staff s. We continue to strive to be responsive to inquires and concerns raised by residents. We serve on a large number of regional and state task forces, committees, etc. We have developed a regional reputation for being innovative in the areas of urban design and environmental protection. I believe the goal is being met but continuing efforts are required since this is not something that can be. PROPOSED 1994 GOALS 1 1. Implement Hwy. 5 Plan. While the plan and ordinance have been completed, they must be refined during the review process, given formal public hearings and adopted. The Comprehensive Plan needs to be amended to incorporate the document and revised land use plan. The zoning ordinance also needs to be amended. It is likely that we will have to process several city - initiated revisions to the zoning map to bring it into compliance with the Hwy. 5 Plan's recommendations. There are a number of long -term tasks to go along with the plan including working with new developments to bring them into compliance and working with MnDOT and others on issues related to the highway and access boulevards. One important factor to watch is the 1995 Study Area on Hwy. 5. You have already received one request to bring it into the MUSA line and will probably be getting others. It is clear that the City is growing faster than anticipated and that there will be a need to consider bringing this area into the MUSA line within the next 12 -24 months. It is impossible to anticipate how involved a request the Metropolitan Council will demand at that time but we should be prepared for a major work effort. 1 Related projects to be undertaken in 1994 include building the Hwy. 5 pedestrian overpass. We secured a $280,000 ISTEA grant for the project and must start construction 1 in 1994. At this point, project management and public review of bridge designs are the main tasks. Secondly, we are working with Southwest Metro Transit and the American Legion to develop plans for redevelopment of the site. This would involve building a new legion hall, park and ride lot and motel/restaurant. The City is acting as the project facilitator and is meeting with the parties and area residents. In 1994, we expect to know if this is feasible and has merit. We expect to be able to bring it back to the HRA/City Council for review. 1 1 1 1994 Planning Department Goals/Budget August 9, 1993 1 Page 5 2. Implement SWMP. This is another program that is winding up its planning phase and needs to be re- tooled for the long haul to address the City's water quality and wetland protection concerns. We are in a good position to proceed based upon the quality of our plan and our staff. Funding for SWMP remains a problem. I have told you for three 1 years that the program had sufficient funding for the planning and initial phase but was inadequate to cover construction, land acquisition, etc. The program was initially funded at 60% of staff's initial 5 year request and due to an error by the original consultant, we 1 are only getting 60% of that. I expected that we would finish 1993 with the SWMP fund nearly zeroed out. This did not occur for several reasons. We did not bring our Surface Water Coordinator on until mid -year which saved on salary but also significantly delayed project development, educational programs, water quality testing, etc. We had also scheduled several construction projects on Lake Lucy and Lake Riley which were delayed due to delays in subdivisions that the project was linked to and an inability of staff to manage and promote projects due to work load. We expect to make up for lost ground in 1994 and the issue of correcting SWMP rates needs to be addressed if the program is to reach its goals. 3. Senior Housing Development. For several years the City has been studying the feasibility of building senior housing in our community. This has been a goal of the Senior Commission for at least 3 years. We have completed a feasibility study that defined the need and type of housing that is required and are currently completing a financial study of how best to attain what is needed. A public /private partnership to build a 70 unit, 2 -3 story project with underground parking in the CBD seems the likely outcome. Things are moving forward and it seems likely that we may at least be able to 1 lock up a site in 1994 and potentially secure a developer and initiate the project. 4. Continue work to expand senior services. In 1993, we were able to start up the Senior I Answer Line. In 1994 we wish to continue to understand and meet senior needs in related areas. 5. CDBG. Now that we have reached our goal of securing funding into the future, we need to get back down to business regarding project development and program operations. It seems likely that senior support services and construction to meet ADA requirements are 1 likely to use the lion's share of funding for the next few years. 6. Recycling/Organized Collection. The City is currently in the process of completing Phase I of the organized collection study. This was designed to see if the idea had merit from the standpoint of minimizing neighborhood disruption, street maintenance, cost and 1 levels of service. The idea seems to have some merit and the Council will soon be asked if they wish to proceed with Phase II which could culminate in contract development and program administration. If we proceed with phase II, this will largely be a 1994 project. 1 1 1994 Planning Department Goals/Budget 1 August 9, 1993 Page 6 With the exception of this project, the recycling program is largely in -place and requires relatively little oversight. 1 7. Tree Preservation. The Tree Board has been working to develop improved preservation ordinances and is nearing the end of this task. For 1994, I have set a goal of putting the program in a more permanent footing. I am seeking an increase of funding up to $30,000. This will allow us to regularly hire a forestry intern. At relatively little cost, we have been able to use this person to more effectively review and manage developments while responding to many resident concerns regarding their trees. I do not see making this a full time position in the near future but want to explore the potential of sharing this person and related costs with other communities. Secondly, I would like to be able to start an organized reforestation effort on public lands and .ROW with the additional funding. 8. Environmental Commission. I am proposing that the Council constitute an Environmental Commission that would replace the work of the SWMP Task Force, Recycling Committee and Tree Board. Each of these groups have reached a point where their work load has diminished. We still need them for important input but they would not convene with enough frequency to be consistent or reliable. Secondly, managing three boards on top of all our other responsibilities is extremely difficult for myself and my staff. I am therefore proposing to combine their responsibilities in an environmental commission that would meet monthly and standing Commission members would be appointed by the Mayor and Council and would serve terms of office. They would provide the required continuity for the three programs and I believe adequately guide and direct them. I am recommending that there be 7 members, 1 from the Planning Commission, 1 from the Park and Recreation Commission and the balance selected from interested residents. 9. South 1995 Study Area and 212/169 Corridor. Since we adopted the Comprehensive 1 Plan we have had a goal of defining land uses in the two 1995 Study Areas. With the Hwy. 5 Plan we have met this goal for the north area. We need to launch a comparable effort for the south one located between Lyman and Pioneer. Additionally, the Planning Commission has long been concerned with the old commercial strip along Hwy. 169/212. Sandwiched between the Minnesota River bluff line and the National Wildlife Refuge, this area contains a series of marginal land uses. We are proposing to combine both studies. Work load permitting, we want to initiate this project with the Planning Commission in 1994. 1 10. Hwy. 101. The City has been working on a project to define the ultimate alignment of Hwy. 101 between Hwy. 5 and new Hwy. 212 that we expect to complete by early 1994. Additionally, we have started a process of working with Carver and Hennepin Counties, Eden Prairie and MnDOT on the ultimate disposition of Hwy. 101. This will likely be 1 1994 Planning Department Goals/Budget August 9, 1993 1 Page 7 a long -term program that will culminate in the improvement of the roadway and turn back to County authority. This program should begin in earnest in 1994. 1994 BUDGET REQUESTS Fund 101- 152/Planning and Administration Planning Department salaries are distributed over a number of funding areas including P g g HRA/Recycling/Surface Water Utility and related programs. Thus, the total salary benefit package for Planning Department staff is not found in Fund 152. Planning staff has stabilized at three full time and one four day per week positions. We have a very large variety of programs and responsibilities and our staff is pretty well pushed to the limit in terms of availability of time. Yet we believe that we have been able to decrease potential roles of outside consultants through our continued participation in projects and in -house expertise. No increases are being requested other than inflationary adjustment. The departure of Jo An and her replacement with a full time employee (rather than 4/5) at a lower pay grade, is likely to even out with no net increase in personnel cost. Personnel Services 1993 Budget 1994 Proposed Budget 1 101152 -4010, Salaries & 93,500.00 No new staff Wages Increase for inflation only 101152 -4030, 11,340.00 Increase for inflation only 1 Contributions, Retirement 101152 -4040, 9,600.00 Increase for inflation only Contributions, Insurance 101152 -4041, -0- -0- Contributions, Flex. 101152 -4050 Workmen 650.00 Increase for inflation only Compensation Materials & Supplies 1,300.00 1,500.00 101152 -4110, Supplies, Office 1 1994 Planning Department Goals/Budget �.. August 9, 1993 Page 8 101152 -4120, Supplies, 100.00 300.00 Equipment 1 101152 -4130, Supplies, 100.00 IFIO Program 1 101152 -4210, Books & 300.00 500.00 Periodicals Contractual Services 2,000.00 IFIO 101152 -4300, Fees, 1 Service 101152 -4310, Telephone 300.00 IFIO 101152 -4340, Printing & 3,600.00 IFIO Publishing 101152 -4360, 2,000.00 IFIO 1 Subscriptions & Memberships 101152 -4370, Travel & 5,000.00 IFIO Training 101152-4380, Mileage 200.00 IFIO Capital Outlay 101152 -4703, Office Equipment 1,000.00 IFIO Fund 101 -151, Planning Commission 1 This fund is a relatively small budgetary allocation used to support activities of the Planning Commission. Activities include staff time for preparation of minutes, educational materials for the Commission, printing, publication and mailing of various hearing notices, etc. Staff is not requesting any significant increases in this area. 1993 is the first year that a small amount of funds ($500) was set aside for Travel and Training of Commissioners. Several have 1 J 1 1994 Planning Department Goals/Budget August 9, 1993 I Page 9 utilized the funds to attend seminars that improve their ability to make, constructive decision. I I believe this is a wise investment and should be continued. Personnel Services 1993 Budget 1994 Proposed Budget 1 101151 -4010, Salaries & 3,750.00 No new staff Wages IFIO 1 101151 -4030, 460.00 IFIO Contributions, Retirement 1 101151 -4040, 500.00 IFIO Contributions, Insurance 1 101151 -4041, -0- -0- Contributions, Flex. I 101151 -4050 Workmen 20.00 IFIO Compensation i Materials & Supplies ,100.00 IFIO 101151 -4110, Supplies, 1 Office 101151 -4120, Books & 100.00 IFIO I Periodicals I 101151 -4300, Fees, 200.00 IETO Service I 101153 -4340, Printing & 2,000.00 IFIO Publishing I 101153 -4360, 400.00 IFIO Subscriptions & Memberships 1 101153 -4370, Travel & 500.00 IFIO Training 1 1 1 1994 Planning Department Goals/Budget ' August 9, 1993 Page 10 FUND 101 -153, SENIOR COMMISSION The fund was established to support the activities of the Senior Commission and in part, the Senior Center. In the past, funds have been expanded to undertake needs studies, support programs, pay for filed visits and outside expertise in surveys, etc. Last year, direct funding for staff time at the Senior Center, for the Senior Coordinator, was transferred to the Park budget with half of Dawn's salary being paid by CDBG funds. However, 153 code funds are still used to help pay for various programs. No increase in funding is being requested in 1994. We do however have a major accounting problem. As the City Council is aware, we now have a contract with Carver County to operate the Senior Answer Line. As a joint operation, we provide space, equipment and supervision. The County pays direct salaries for the volunteer coordinator and covers phone costs. This works fine and represents and excellent value for seniors throughout our community and the balance of Carver County. However, the agreement calls for the city to pay direct costs and forward the bills to Carver County for reimbursement. We have been taking the funds out of the 153 account. However, under public accounting practices, the funds we are reimbursed from the County cannot go back into the 153 account but rather • must be deposited in the city's general fund which leaves 153 account over extended. We are asking that this situation be resolved with the 1994 budget. 1 Personnel Services 1993 Budget 1994 Proposed Budget Materials & Supplies 300.00 IFIO 101153 -4110, Supplies, 1 Office 101153 -4120, Books & 100.00 IFIO 1 Periodicals 101153 -4300, Fees, 1,000.00 IFIO 1 Service 101153 -4330, Postage 600.00 IFIO 1 101153 -4340, Printing & 500.00 IFIO Publishing 1 1 1 1 1994 Planning Department Goals/Budget August 9, 1993 Page 11 101153 -4360, 500.00 IFIO Subscriptions & - Memberships 101153 -4370, Travel & 500.00 IFIO Training 101153 -4375, Promotional 500.00 IFIO Expense FUND 211 /236, TREE BOARD An initial funding allocation of $115,000 was established by the City Council in mid -1993 when the Tree Board was established. The Board has worked on a number of ordinances relative to tree preservation and landscaping and is seeking to develop a long term reforestation program. The major cost item has been retaining a Forestry Intern for a 6 month tim period. We believe this has worked well and offered valuable services to city staff and to city residents. We are not recommending the establishment of a permanent position but we would like to continue the internship program. In the future, we would like to discuss a possible position sharing arrangement with neighboring communities if this proves to be advantageous. We would however like to expand the focus of the program to include the establishment of an active reforestation program. I am therefore recommending that an additional $15,000 be allocated to allow these efforts to begin in 1994. I have also raised the personnel costs from $5,500 to $10,000 to cover the 6 month internship. Personnel Services 1993 Budget 1994 Proposed Budget 211236/4000, Salaries & 5,500 10,000 Wage 211236/4110, Supplies, -0- 200 Office 211236 /4130, Program -0- 200 211236/4300, Fees /Service 5,000 15,000 1 211236/4302, Fees/legal -0- 500 211236 /4340, Printing -0- 200 1994 Planning Department Goals/Budget 1. August 9, 1993 Page 12 1 211236/4370, Travel & 4,000 1,000 Training 211236 /4375, Promotional 500 500 Expense 1 211236/4410, Rental -0- 500 equipment 1 Fund 211 -231, Recycling 1 The recycling program has largely settled into a normal operation mode. Fund outlays were significantly reduced two years ago when the city licensed haulers and mandated they collect recyclable materials (prior to that time the city operated its own collection program at local expense). We continue to fund/assist special collections such as hazardous materials and appliances. Educational activities are regularly supported along with programs like our 1 subsidized composter sales. Activities of the Recycling Committee are also supported. The major new focus in 1993 has been the "Organized Collection" study. This originally was 1 initially over concerns raised by the City Engineering regarding the frequent and damaging use of city streets by over weight collection vehicles. It was expanded .to look at issues of cost, noise, ability to promote high levels of service, etc. At the time of writing, the City Council is looking into the possibility of undertaking the Phase II or implementation aspect of the study. At the present time I am not requesting any increase over 1993 funding but we may need to revisit this issue in the future. The Phase I consulting contract was paid out of separate funding sources. Phase II funding, if this is pursued, will need to be similarly viewed. We have received a proposal that indicates Phase II consultant expenses would be in the area of $15,000. Additionally, implementation may result in additional need to tap staff and funding resources. No funding has been allocated to either of these items. Personnel Services 1993 Budget 1994 Proposed Budget 1 211231 -4010, Salaries 30,000 IFIO 211231 -4020, Salaries, -0- $500 Temporary 1 211231 -4030, Retirement 3,000 IFIO 211231 -4040, Insurance 1,800 IFIO 1 1 1 1 1994 Planning Department Goals/Budget August 9, 1993 1 Page 13 211231 -4041, -0- $200 1 Contribution, Flex 211231 -4050, Workers 200 IFIO 1 Compensation 211231 -4110, Supplies 5,000 IFIO . 1 Office 211 - 231 -4130, Supplies -0- IFIO 1 Program • 211231 -4300, Fees 15,000 IFIO 1 Service 1 211231 -4340, Printing -0- $500 211231 -4350, Cleaning -0- -0- 1 211231 -4360, -0- $300 • Subscriptions & I Memberships .• • 211231 -4370, Travel & -0- $500 1 Training 1 FUND 720 SURFACE WATER MANAGEMENT UTILITY 1 Background As the Council will recall, this project is funded out of a utility fee that is paid by all 1 properties in Chanhassen according to a formula that is generally based upon the amount of storm water runoff that is generated. It is an enterprise fund and as such it is able to retain fund balances (if any) from one year to the next. I Staff had originally ro osed a funding level that would have yielded $1.7 million over the I proposed g Yl initial 5 years. The Council funded the program at a 60% level. Staff was told to come back when the program had proven its worth and have the funding level adjusted. At that time, we were concerned but felt that we could at least complete the planning phase of the project. 1 The other shoe fell when it was found that the original consultant (SEH) had significantly 1 1 1994 Planning Department Goals/Budget August 9, 1993 Page 14 1 over - estimated utility revenues which effectively chopped another 60% out of available funds. Thus instead of $1.7 million, we would only received about $675,000 for the same period. Thus far we have been fortunate. We got good bids on the planning phase which was let during a recession. Because the planning effort took place over several years, we were able to stretch out spending and accrue positive fund balances. We were not able to meet the entire schedule for our program goals and we did not bring on the Water Resources Coordinator until last summer, both of which had the effect of delaying expenditures. We have also had income from other sources. The City Council gave the program $86,000 received from Redmond Corporation related to their expansion and need to acquire City land to meet hard surface coverage standards. Last winter you purchased a $22,000 parcel in Carver Beach and gave it to the program. Since the fund has had positive balances, our investment income has exceeded expectations. We have also received several small grants. None of these situations can reasonably be expected to continue. We are entering the implementation phase when capital projects will result in significant costs. The fund is also starting to receive developer contributions. However, these are dedicated funds to be used to acquire and build downstream improvements and cannot be considered a revenue source. 1 What Have We Accomplished To Date The most important questions here should be what have we accomplished and has the P q P investment been worthwhile? I think it is fair to say that the City has developed the most sophisticated and progressive surface water management program in the State. It has become widely recognized as the model for other communities to follow. More importantly, we are positioned to protect our water resources and manage them for the long term in spite of the fact that we are experiencing unprecedented development pressures. These benefits have already started to accrue and will become increasingly visible as projects are undertaken. During 1993 we have had the following accomplishments: 1. Public education efforts continue to be enhanced. We have sent out our second informational newsletter as well as having articles in the quarterly City newsletter. We have also published our lake atlas which has been distributed at City parks, at special events and elsewhere. We have begun working with the school district to develop programs on water quality protection and expect a lot of growth in this next year. We have also begun to meet with lake groups offering expertise, materials such as our underwater video and support. We also continue to offer free soil testing to get homeowners to use less fertilizer on their lawns. 1 2. Our early and comprehensive street sweeping program has become normal operating practice for the City. This has the effect of removing literally tons of sediment from our waterways along with significant nutrient loading. We have been able to use City 1 1 1 1994 Planning Department Goals/Budget August 9, 1993 1 Page 15 staff to complete the work using SWMP funds to pay overtime as required. This job 1 must be done in a short time frame after the last heavy snow but before spring rains. 3. We have brought on Diane Desotelle as the Water Resources Coordinator. This 1 position was in our original program but we delayed filling it as long as possible. Her arrival lets us focus on plan implementation that was not possible previously due to lack of staff time. She is becoming the "point person" for all water related calls from ' residents. She is also assuming related responsibilities from planning and engineering staff for plan reviews which frees up large amounts of time to get other work done. 1 4. The SWMP Task Force has completed the draft of the entire Planning document. Those of you who have seen a copy know this was truly a monumental effort. We expect to have the plan to the Planning Commission and City Council by January, 1994. ' 5. We have completed a design study for water quality improvements for the Forcier parcel on Frontier Trail. When ultimately built, these improvements will eliminate a major source of sediment and nutrient deposition in Lotus Lake that is coming from an ' older, developed neighborhood to the west. This is being undertaken as public /private partnership in conjunction with the development of the site. This is probably one of the best illustrations of the SWMP plan's cost effectiveness. Due to our planning efforts, we will be able to get over $200,000 worth of improvements for around $60,000 while significantly helping Lotus Lake. We had hoped to get the project completed this year but the developer has encountered delays that we believe need to 1 be resolved. 6. Last year the Council voiced some concem over two line items. These were the 1 $25,000 listed under the City Engineer's Emergency Fund and , to a lesser extent, the $10,000 allocated towards Pond Maintenance. Staff indicated that the emergency fund . was to be used to address the number of drainage issues that arise over a year, 1 particularly one that was as wet as 1993. Without some dedicated source of funds, these problems cannot normally be addressed short of tapping very limited public works maintenance funds or by delaying the problem until sufficient people are angry or concerned enough to petition the City Council. While we did not spend all the money that was allocated, we did undertake several representative projects including: 1 Chaparral Pond near Redwing and Penamint. The pond is located in the middle of a single family neighborhood and never functioned properly. The residents apparently approached the City to have something done 4 - 5 years ago but the issue was not settled. With approximately $5000 in SWMP funds, we were able to excavate the pond and fix the inlet. In 1994, we are looking at 1 1 1 1994 Planning Department Goals/Budget 1 August 9, 1993 Page 16 1 spending an additional $5,000- $10,000 to fix the outlet (the lower number is possible if we do not need to contract the work. 1 Carver Beach Pond, south of the Fox Path subdivision. SWMP plans indicated that this pond should be excavated to maintain water quality. We were able to undertake this work with City crews over the winter spending less than $3000 for equipment rental. Visual inspections show that it seems to be working. Rice Marsh Lake drainage, in the vicinity of Dave Huffman's home on public park property. An open ditch section of a major drainageway was experiencing significant erosion and presented a safety problem for neighborhood kids. Using City crews we were able to get used pipe and fill the ditch for about $5000. At the time of writing, the City Council is going through the agony of assessing the Minnewashta Parkway project. Through it all there has been no mention of what I regard as one of the project's major achievements. With the 1 understanding gained from the SWMP program, storm runoff from the parkway is being redirected into pre - treatment basins, routed through Lake St. Joe before it is discharged into Minnewashta. At a minor increase in project cost, we were able to eliminate the direct discharge of large volumes of untreated water into the lake. While this did not cost the SWMP program anything except a little engineering time, I regard it as a major improvement. 1994 Funding Priorities What we failed to accomplish in 1993 was both frustrating and significant. We fully expected to have sufficient projects on line in 1993 and we will close the year with little or no fund reserve. We expected that this would be the year that we would be bringing a number of projects on line around Lotus Lake and Lake Riley. This did not occur due to lack of staff time to manage these projects and in the case of Forcier, delays by the developer. We did not even hire Diane until the year was half over to economize. As a result, we should close the year with a positive fund balance of between $200,000 - $220,000. While this is a large sum of money by anyone's standards, I am concerned that it may prove to be insufficient to carry out our program even with the $165,000 the utility generates each year. Proposed construction expenditures include the following: 1. Fox Path Pond, installation of a $60,000 NURP basin to protect the north end of Lotus 1 1 .1 1 1 1994 Planning Department Goals/Budget August 9, 1993 1 Page 19 thankfully been low and offset by new development as it comes on line and contributes to the 1 fund, still we have state revenues. Staff is proposing that we take this opportunity to adjust the rates back to the originally I proposed level. The difference for a rate payer is minor. A single family home currently pays $3.22 per quarter. The rate we requested in 1990 was $5.37 per quarter which is lower then most other communities charge. The difference amounts to less then 2.5 cents per day I yet with 4,900 residential rate payers it will provide an additional $42,000 per year. - Commercial and non - single family rates would be adjusted by the adopted formula. 1 1 1 1 . 1 • 1 1 1 1 1 1 1 1 PUBLIC WORKS DEPARTMENT 1994 PROPOSED BUDGET SUMMARY OF NOTABLE CHANGES 131 - ENGINEERING & ADMINISTRATION 1.) 4010 Salaries and Waees - Addition of another full - time staff engineer to the department. This position is deemed imperative to assist the department in the planning, development and administration of both capital improvement projects and private development projects within the City along with improving the department's ability to provide timely and responsive customer service oriented tasks for the residents, i.e. traffic studies, sign requests, grading permit requests, etc. ' During 1993 the Engineering Department administrated and managed more than $10,000,000 in active capital improvement contracts and an additional $5,000,000 in developer - installed public 1 improvements with a nominal technical staff consisting of myself, an assistant engineer and two technicians. This was an exhausting and very difficult year for staff to complete. Since 1989, the growth pace has steadily increased and is likely to continue for some time into the future. ' For 1994 there are a substantial number of private development projects on the docket. The list of capital improvement projects known at this time include Chanhassen Estates street reconstruction, Upper Bluff Creek Phase IIB trunk utilities, Lake Drive road and trunk utilities, Lake Riley Hills trunk utilities, Lyman Boulevard reconstruction, the addition of Well No. 7, and the potential for the first year of the Carver County /City of Chanhassen Road Improvement Program could well exceed another $10,000,000 in construction contracts. • The existing workload and expectations of the Engineering department often place staff in a ' difficult position of establishing priorities when capital improvement projects, private development and resident customer service responsibilities are all competing and exceeding the limited staff hours available. As it relates to customer service in particular, on both public and private development projects, most residents who have a question or concern prefer to deal directly with a City Engineering Department representative who they feel is held directly accountable rather than a contractor or consultant engineer. When a resident, developer or ' contractor cannot get in touch with or receive a timely response from staff, it is viewed negatively on the department and the City. The addition of this position will provide for redistribution of workloads and in my particular case, allow time to also be dedicated to important department administration such as long -range planning, personnel issues, employee growth, training and safety and to develop more efficient and cost - effective public works operations. 1 2.) 4110 - 4531 Materials, Supplies and Contractual Services The total amounts for the Materials and Supplies and Contractual Services will remain basically unchanged for 1994. 1 Page 2 1 3.) Capital Outlay ' 4703 - Office Equipment: Monies are proposed for a desk and shelving for the Assistant City , Engineer and part-time Engineering Secretary. 4705 - Other Equipment: The Public Safety Department and the Engineering Department are 1 proposing to jointly fund the acquisition of a full -size plat/plan sheet photocopier. Quite often the department is requested to make copies of large plan sheets for which reproducible mylar copies are not available. This photocopier is anticipated to be used extensively since paper and supplies are less expensive and more importantly, this copier is considered occupationally safer to use than the ammonia process blue line machine. 111 132 - STREET MAINTENANCE The increase in this department's budget is directly related to the additional responsibilities associated with providing these services in a highly growth- oriented community. Since 1990, development has been adding more than 3 miles of additional streets annually to the City's jurisdictional roadway system. This additional street mileage combined with the continued aging of some of the City's older streets necessitates an increase in maintenance materials for salt, sand, chloride, bituminous patching, crack filling, etc. along with additional motor fuel and supplies to operate and maintain the vehicles and equipment. In terms of contractual services, nearly all of the line items are proposed to remain the same or see a modest increase with the exception of 4540 - Repair and Maintenance of Streets for which a $20,000 increase is proposed. The Pavement Management Study completed in 1991 recommended that approximately $150,000 per year be allocated for the contracted street sealcoating, and overlay program to be able to provide this service to all City streets on a five - year reoccurrence interval. However, due to the favorable bids which have been experienced for a number of years now, I am confident that we can accomplish the needed quantity of work for 1994 with an allocation of $120,000. An additional laborer osition is being proposed for the Street Maintenance Department for 1994. P SP P P Attached you will find a memo from Street Superintendent Mike Wegler addressing his concerns related to the need for this position. It is important to note that only one additional position has been added to this department in the last nine years. In terms of snow removal and sanding operations, each driver is responsible for a route of 1 approximately 7 miles of local streets. Based on current policies and resident expectations, the department goal is to have streets open and passable for the morning commute following an overnight snowfall event with full street plowing curb -to -curb occurring during the remainder of the morning and afternoon. With the amount of development occurring, it is becoming increasingly difficult to meet these goals and expectations with the current staff size. Based on 111 .1 1 Page 3 ' the average increase in street miles each year, a new plow route is essentially added every 2'h years. For the upcoming winter of 1993 -94, completion of the downtown road improvement projects, West 78th Street from Kerber Boulevard to Powers Boulevard, West 78th Street from ' Great Plains Boulevard to Trunk Highway 101 and old Trunk Highway 101 /Great Plains Boulevard from Trunk Highway 5 south to Market Boulevard will be added to the City's plowing responsibilities. Recently created City programs such as Surface Water Management have also placed additional demands on the department in terms of increased and more frequent street sweeping during the ' year, routine inspection and maintenance of an ever increasing number of storm drainage ponds created with development, and the completion of small storm sewer projects which are determined to be more cost- effectively completed in- house. The cost effectiveness of conducting ' certain projects in -house is also realized in the Park Maintenance Department by performing the grading and construction of additional City parks. This work, however, often involves extensive hours where the heavy equipment operator is taken away from the Street Department to job share ' for the Park Department. Therefore, the additional laborer would also assist with this staff shortage frequently experienced in this department during the spring, summer and fall due to park development. 135 - STREET LIGHTING AND SIGNALS The only notable increase for this budget is Fund No. 4320 - Utilities. The 1993 budget for ' utilities (i.e. monthly payment for electricity used for street lighting, etc.) was $110,000. Based on the first six months of this year, this budget item will likely be underestimated by approximately $30,000. This increase is primarily due to the additional electrical service provided for street lighting in the new developments within the City. The 1994 amount proposed for this item takes into account the additional residential development being completed this year, the addition of more street lights in the downtown and the addition of 7 new signals in the ' downtown. Fund No. 4560 - Signs and Signals, is also proposed for an increase due in part to an annual maintenance and repair contract which will be established for the 7 traffic signals within the downtown. 137 - CITY GARAGE The overall budget for this department for 1994 is ro osed to experience a slight increase over P P P g 1993. Notable increases are in the areas of materials and supplies and utilities for providing the ' repair and maintenance operation to City equipment and vehicles. 1 1 I Page 4 1 138 - PARK MAINTENANCE 1 Proposed budgetary increases for this department in 1994 are directly related to the additional responsibilities and costs associated with maintaining and constructing additional park land within 1 the City. Since 1989, the City has added more than 60 acres to the City's park system. The additional parkland has naturally added additional organized play areas such as soccer fields, softball/baseball fields, etc. These areas require routine mowing, fertilizer and weed control. As 1 such, the Maintenance Materials item 4150 has been increased to reflect these predicted cost increases along with Equipment Supplies item 4120 for the trucks, bobcat and mowing equipment. Slight increases are also proposed in the contractual services areas for utilities, i.e. I ballfield and trail lighting and sprinkler systems, cleaning and waste removal services at park shelter facilities and additional costs associated with maintaining vehicles and equipment. 700 - UTILITIES ENTERPRISE I Department 702 - Sewer and Water Operations. This is another department within Public Works which experiences a direct workload and responsibility impact related to the substantial development going on within the City. Since 1989, two wells, five sanitary sewer lift stations and approximately 20 miles of sanitary sewer and watermain have been added to the City's infrastructure. In terms of daily maintenance activities such as sewer cleaning, watermain I flushing, lift station and well inspection, this five -year span of growth represents a 30% increase in the number of wells, a 25% increase in lift stations, and nearly 20% increase in sewer and watermain. During this same timeframe, this department has not experienced any additions to I the staff size to meet this increased demand. In fact, the department has not had a staff addition since 1987. Other services that this department provides which are not as readily noticeable but are still very time consuming include providing utility location services, testing and inspection ' of newly installed public utilities in private development, meter reading and the on -call service. As such, the 1994 budget request proposes an additional utility operator in this department. I should also note that for 1994, the city will likely undertake two major trunk utility improvement 1 projects along with the addition of another well house. Other increases for this department budget are expected to be realized in electric utility costs for 111 operating newly added wells and lift stations, the City's monthly payment to the MWCC and a refurbishment of the sewer vac truck pump and mechanical system. The function reliability of the vac truck is questionable and has had many recent mechanical problems. The City cannot 1 afford to have this unit inoperable during a time when electrical power to one of the sewer lift stations is out, particularly those adjacent to a lake. I 710 - SANITARY SEWER AND WATER SYSTEM EXPANSION The 5 -year capital improvement programs have been drafted and included for the budget submittal. Notable projects for year 1994 include Chanhassen Estates watermain replacement 1 Page 5 which is proposed to occur cooperatively with the street reconstruction project and the addition of another well to the City's water distribution system. The addition of this well for 1994 was identified in the recently completed and approved City Comprehensive Water Policy plan. For ' sanitary sewer, $250,000 is proposed for another sanitary sewer rehabilitation program to address the City's perennial infiltration and inflow problem. This year thge City received a $10,000 grant from the MWCC to conduct this program. It is also proposed to replace the pump at lift station 20 located on West 96th Street. 950 - 1994 EQUIPMENT & VEHICLE REPLACEMENT PROGRAM - PUBLIC WORKS 1. Dump truck with plow, wing and sander to replace Unit No. 209 which is a 1976 F -750. ' This truck has been previously scheduled for replacement for the 1994 year. Recent inspection of this unit indicates that both the chassis and the cab have experienced severe deterioration. After serving 16 years for the City, this truck has more than lived its useful life. 2. Bobcat and roll packer trailer - $7,000. The new weighing and licensing associated with utility trailers does not allow these two units to be hauled together on the existing City trailer (based on total gross weight). The bobcat and roll packer trailer are used together in the Street Department's patching operations and need to be hauled together to the work site. Acquiring a single trailer for each piece of equipment would be less efficient and tie up another truck and laborer in mobilizing from site to site. ' 3. Skid steer loader for the Park Maintenance Department to replace the 1980 bobcat - $16,500. The total hours of usage and recent routine mechanical inspection of this unit ' tend to indicate that major repair work is likely in the near future. With all the Park Department work, i.e. grading trails, installing play structures, etc. being performed in- house along with snow removal during the winter, significant hours are put on this type ' of equipment annually by the Park Department. The current 1980 bobcat will not likely be able to withstand the continued demand of use. 4. 4X4 Pickup for the Park Maintenance Department to replace Unit No. 405 which is a 1982 F -250. Estimated cost is $20,000. I 5. Sewer Jet Rodder to replace Unit No. 304. This piece of equipment is an integral part of the daily Utility Maintenance Department operations. The jet rodder is also used quite often to unplug storm sewer and drainage culverts which have become temporarily ' plugged or frozen. The present unit is deemed questionable in terms of remaining useful service life. Estimated cost is $90,000. 6. 4X4 Pickup with Plow for the Utility Maintenance Department to replace Unit No. 301 which is a 1984 F -250. This vehicle is used to for the Department for year -round 1 1 1 Page 6 1 operations including plowing snow at all the well house and sewer lift station facilities to maintain proper access. Estimated cost is $22,500. 7. Paint striper unit which is proposed to replace existing striper which was purchased back in 1970. Estimated cost is $7,000. 8. Engineering 4 -door sedan to replace Unit No. 502 which is a 1980 Fairmont. Estimated to cost $18,000. 9. Tandem Truck with plow, wing and sander. 1 I have some concerns about the Street Maintenance Department's ability to properly maintain the downtown road system during the winter months. The improvements to West 78th Street west 1 of Great Plains Boulevard have more than doubled the pavement area for snow removal. In addition, the redesignation of the Trunk Highway 101 alignment and subsequent roadway turnbacks will add West 78th Street from Great Plains Boulevard to Dakota Avenue, Great Plains Boulevard from West 78th Street to Trunk Highway 5, and Great Plains Boulevard from Trunk Highway 5 south to Market Boulevard to the City's jurisdiction. All the expansion and improvements occurring in the downtown have also reduced the City's snow removal stockpiling 1 locations. Therefore, a great deal of snow will need to be hauled out of the downtown area to another location likely in southern Chanhassen. Given the substantial increase in snow removal mileage in the downtown area and the need to haul snow off -site, staff is also recommending the purchase of a tandem axle truck with a plow, wing and sander, estimated to cost $108,000. PUBLIC WORKS SECRETARY A joint request has been made from the respective superintendents in Public Works (see attached 1 memos) for the addition of a Public Works Secretary out at the shop. In addition to the office and administrative duties that this position would carry out, in general, I believe that this type of position would be a key step toward improving customer service from a public works standpoint. More often than not, when a resident calls the shop during the daytime hours with a question or problem related to their sewer and water, tree trimming, snow plowing, etc., they are not able to reach anyone and are forced to leave a message on an answering machine. Most residents want to speak with someone at the City immediately when they have a question or concern. There are a great deal of phone calls which a Public Works Secretary would be able to respond to, thus leaving the superintendents to devote more time to pressing matters and responsibilities. The department also has a problem with unsolicited and unauthorized people, many from the sales industry, who wander into the shop unattended. This is a potentially compromising activity in terms of security, liability and loss prevention. As such, each of the Street Maintenance, Garage, Park Maintenance and Utility Maintenance department budgets would share in a one -fourth cost split for supporting the salary of this hired position. 1 1 Page 7 CONCLUSION Over the past five years staffing and equipment levels for the Public Works Department have 1 not kept up with the significant growth in city population services and infrastructure. The Public Works Department represents nearly 45% of the total City staffing yet from 1987 to 1992 the General Fund share has dropped from 38.5% to 33% (see attached chart). This pattern cannot 1 continue without severely hampering the department. The staffing and equipment requests for 1994 are considered imperative in order to meet the demands and maintain a high level of service for the community. ktm /jms c: Don Ashworth, City Manager Tom Chaffee, Data Processing Coordinator Jerry Boucher, Utility Superintendent Mike Wegler, Street Superintendent Dale Gregory, Park Superintendent Harold Brose, Equipment Superintendent 1 1 • 1 1 1 1 1 1 . 1 { CITYOF 1 , ,,,, k CHANHASSEN -,-,,, „,,,, 1 ,,,,,„,„,, .,,,, , ., ,•.- I r= o, =,. W 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 f (612) 937 -1900 • FAX (612) 937 -5739 MEMORANDUM I TO: Charles Folch, City Engineer FROM: Jerry Boucher, Utility Superintendent , !,+� DATE: August 31, 1993 I SUBJ: Reception Person for the Maintenance Building The workload being put on the employees is increasing every day due to the rising population, construction and new development. -It is getting extremely hard to do anything without constant phone interruptions or .people walking in unannounced. I feel there is a need for a receptionist to take the phone calls and answer some of the common every day I questions that people have and to screen the people walking in and around the building like it was a Target store. This alone would save time returning calls and playing phone tag with people and can eliminate alot of the acquisitions that calls are not being returned. Many times I've come into the shop to find no one here and someone walking around looking for somebody. I have personally had items disappear from my office that no one seems to know anything about. I have also had people, mostly sales people, walk in and start pushing their products at me when I am busy in a meeting or on the phone. As far as the Utility Department is concerned, a receptionist would help in the I abovementioned situations. This person could also take care of the Gopher State One -Call locate process and possibly sell the water meters from this building as well as make - appointments forxhe installations. This would, take some of the workload off of the Public Safety and Engineering departments who handle these tasks now. Other duties could include record keeping, typing and making calls in cases of water shutdowns or other emergency situations by being able to explain the problem when a major sewer or water I problem arises that typically has everyone calling City Hall. I am sure that with these duties plus whatever the Maintenance and Park departments would have would be more than I enough to keep a person busy day after day and would help distribute the workload of other departments at the same time. jms I 1 1 CITYOF CHANHASSEN 1 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 MEMORANDUM TO: Charles Folch, City Engineer 1 FROM: Mike Wegler, Street Superintendent DATE: September 8, 1993 ' SUBJ: Public Works Secretary for 1994 The best way to address the issue of the secretary position would be to list needs for the Street Maintenance department. In the Maintenance department alone, I receive approximately 10 to 15 phones calls a day in the summer on my answering machine as well as a number of Galls for the Park department. This does not count the ' numerous calls that are taken by the secretaries at City Hall. During snowplowing in the winter months, I have received up to 30 phone calls during a single snow fall. This takes me approximately an hour or two to call back all these people and explain when we will be in their area as this is usually the concern. This secretary could take ' care of this at the time of the original call and alleviate slot of the pressure and call backs that I have to do at the end of the day after plowing for 12 -14 hours. This person could also keep track of my purchase orders and keep a running track of the budget money as well as I , keep track of overtime for such jobs as snowplowing, street sweeping, storm water drainage projects and park projects. In general, this person could keep track of records of day to day jobs that are done by the maintenance men. The Gopher State One Call locates that cone through could also be moved out to the Public Works building. This would also help the Engineering secretaries.. We also have quite a few people (salespeople, parts deliveries, lost truckers, people looking for addresses, etc.) that come into the shop on a day to day basis and many times there will be no one around the shop area to intercept these people who more or less run free throughout the shop which is not a good practice since we have slot of expensive equipment. With an entryway and a reception area, these people could come in a talk to someone right away would be a great value. ' The need for this reception person by the Maintenance department is extremely high. Why this position wasn't created years ago is beyond me. There are six employees in the Maintenance department, four in the Park department, five in the Utility department and three in the Shop area. There are different projects going on from day to day and more and more calls coming which put more demand on us while at the same time the community continues to expand and grow. jms 1 1 . 1 F CITYOF I 1 4 ;,: 1 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 MEMORANDUM TO: Charles Folch, City Engineer /// I FROM: Mike Wegler, Street Superintendent DATE: October 13, 1993 I SUBJ: Needs for Maintaining West 78th Street from Powers Boulevard to Highway 5 (Downtown Area) - Project No. 92 -3 1 NOTE: This is an update to my memo dated March 10, 1993. I I As you are aware, the City will be constructing and reconstructing West 78th Street, widening and adding lanes and signals throughout downtown. This will produce much .more road surface area to be maintained by the Street Department. We will need to plow, sand and haul snow away from this area during the winter months. This area must be maintained in a high priority manner due to high traffic volumes that will be generated in the Target area. The road surface from Powers Boulevard throughout downtown will approximately double in size from what we currently maintain, thus, the need for another truck is critical for Maintenance to ensure the safety of the public on our roadways. We will also be adding to our maintenance routes the segment of West 78th Street between Great I Plains Boulevard east to Trunk Highway 101, the portion of Great Plains Boulevard between the clock tower south to Trunk Highway 5 and Great Plains Boulevard from Trunk Highway 5 south to Trunk Highway 101 (Market Boulevard). The maintenance responsibilities of these roadways start with the 1993 winter maintenance. When this I memo was originally prepared, I had no idea that these three new segments of roadway would be added to the 1993 season. At the current time, our budget is barely taking care of replacing our fleetof trucks. It takes us eight hours to load I snow out of the downtown area with nine trucks, two loaders, one grader, one bobcat and one snowblower. This will approximately double in the winter of 1993 and must be addressed very soon. We are growing at a very high rate throughout the city and many more miles of road will be added this year alone. I am concerned that our quality of service will be jeopardized in our residential .areas if -we don't expand our fleet of snowplowing trucks to keep up with this growth. Truck 109 is in very bad condition. The cab is rusting off of the truck and is a serious safety issue. We have no choice but to use this truck in 1993. In the winter of 1992, one hour was added to each plowing I route totalling an additional 12 hours per snowfall. In 1993 -94, I anticipate an additional one hour to be added to each plow route totalling an additional 24 hours per snowfall since 1992. This, in turn, will result in longer work days for the employees plowing these routes. I In 1994, our needs are for a tandem plow truck with wing und sander to handle these new road segments and to replace 109. Even if 109 is replaced, we will still be far short of equipment needed to maintain all of Chanhassen's streets. 1 c: Don Ashworth, City Manager Todd Gerhardt, Assistant City Manager Tom Chaffee, Data Processing Coordinator 1