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1993 Goal Update 1 CITYOF -- CHANHASSEN , 690 COULTER DRIVE • P.O. BOX 147 • CHANF-IASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 MEMORANDUM TO: Mayor and City Council ' FROM: Don Ashworth, City Manager DATE: September 29, 1993 ' SUBJ: Worksession, Update on 1993 Goals - Start 1994 Goal Process Attached is an update from our department heads regarding progress on 1993 goals. I am extremely proud of our staff members and the progress we have made. They are looking forward to having the opportunity to update the City Council on the numerous projects going on throughout the community. The process should also include an opportunity to relay those areas where additional work efforts are required and items which should be considered as a part of the 1 1994 budget and 1994 goal process. bA/v 1 1 1 1 1 1 1 1 1 1 1 i ADMINISTRATION 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1993 ADMINISTRATION GOALS 1 Personnel /Administration 1. Complete a compensation program for meritorious employees for job base 1 performance with the city (January - June). Staff will be completing the compensation program for meritorious employees along with I the updating of the personnel policy, i.e. (Family leave time, comp time, etc.) 2. Review and select a software program for the city's cafeteria plan (June - October). I Dave Hartley is reviewing two software programs that can work into the city's computer system and intergraded into our cafeteria plan design. I 3. Review the pros and cons of the LOGIS Health Care Program (January - December). I No action taken on this item to date. 1 4. Review and update "performance review sheets" (January - December). I Staff has collected several sample review sheets from other communities. Department heads will be meeting at future date to review the examples. 1 Communication I 5. Coordinate the publication of the city's newsletter, expanding on the overall quality of current events and the amount of graphics (January - December). I Both the summer and spring news letter have been completed and incorporated additional pictures and graphics. Staff has also started a photo -data base and are hoping to bring the newsletter in -house for 1994. I 6. Complete City Safety Program manual. I The City Council on March 13, 1993 approved the City Safety Program manual. 1 1 1 Cable Administration 7. Continue to improve the amount and quality of cable programs provided by the City of Chaska, School District 112, Triax Cable Company, and the Chanhassen Fire Department. too 1 To date the City of Chaska and School Dist. 112 have provided approximately 6 programs: See attachment #1 1 8. Continue to upgrade audio visual capabilities for the Council. Chambers, community, and City Hall. Upgrade microphones. 1 The City Council Chambers was upgraded with new microphones, mixer board, and a new camera on August 18, 1993. 1 1 1 1 1 1 1 1 1 1 1 SEE— 0-9= NED 14 :24 P-01 II i i re 4 1 � C haska __. _ . ______. ___________ TO: Todd Gerhardt, City of Chanhassen FROM: Thom Freeman, City of Chaska SUBJECT: I.S.D. 0112 Events coverage by CCTV DATE: September 8, 1993 Dear Todd: I! This is an approximated list of Chaska Community Television's coverage of I.S.D. #112 events. Our policy is not only to provide Triax Cable with copies of our II pre- planed events, but also those events which we receive copies of from teachers or other personnel as well. I expect that we will see an increase in some of these informal or out -of- the - ordinary programs being supplied to CCTV I due to increased efforts to communicate our services to I.S.D. #112 personnel. II SCHOOLBOARD MEETINGS: 2 per month = approx. 24 SCHOOLBOARD ELECTORAL COVERAGE: 1 debate last year CHS FOOTBALL: 4 - 5 Home Games II CHS HOCKEY: 6 Home Games CHS BASKETBALL: 1 per week through their season CHS BASEBALL: 1 per week through their season I CHS WRESTLING: 2 Home Meets last year CHS SOFTBALL: 6 Home Games CHS /CMS Band and Choir Concerts: expect 4 - 8 this year II! "HAWK TALK ": approx. 24 per year CLASS PLAYS AND PRESENTATIONS: As They Happen 1 each: Grand March /Prom Annual Commencement Ceremonies (CHS Graduation) Note: A group of CHS seniors will be making a show called the "Heart of the Hawk I Show" this year end I hope to see that aired in Chanhassen also. It will be a sport center style report of CHS activities. II I Please feel free to call me if you have any questions at 448 -7731. 1 will inform you if I discover that I have overlooked any other programs or events. II I Si cerely you s �� kePIA II Thomas M. Fre m 1 1 1993 HRA GOALS September, 1993 I 1. Highway 101 Relocation Project - Start construction of north leg of Highway 101 Project (June - November). I *North leg of Hwy. 101 Project will be reopened by October 29, 1993 (see Attachment #1 for more details) I - Acquisition and demolition of the Apple Valley Red -E -Mix Plant (June - September). *Acquisition of Apple Valley Red -E -Mix plant has been scheduled for 1 October 31, 1993. - Develop overall landscape/beautification plan for this intersection. 1 *Continued as part of 2002 Vision planning process (see Attachment #2). 2. West 79th Street I - Start construction of entry monument at Great Plains Boulevard and Market I Boulevard (June - August). *This past July, the HRA tabled taking bids for the entry monuments. Staff would like to continue this project with the Highway 5 corridor plan. 1 - Continue to market the remaining portion of land owned by the HRA east of Americana Bank site (January - December). I *Staff has continued to update developers on the availability of this site. 3. Highway 5 Beautification/Landscape Corridor Project 1 - Complete Corridor Study with the University of Minnesota, Barton- Aschman, and Corridor Study Committee. Provide quarterly updates to the HRA on progress I (January - December). *The corridor study plan has been completed and will be scheduled for the HRA's regular meeting in October, 1993. I 4. Market Square Development I - Continue to assist in marketing Lots 2, 3, 4, and Outlot A (January - December). *Bloomberg Companies are requesting the repurchase of Lot 4 and Outlot A and will be making a formal request at the HRA regular meeting in 1 September, 1993. 5. Development of Downtown Park South of City Hall I - Continue negotiations on the acquisition of the old bank site property (January - 1 June). 1 *Staff has started the condemnation roceedin s and will be asking the P g City Council for authorization for the taking once the Chanhassen Bank has completed their transfer of ownership over to the Kline Group. 1 Continue to finalize park plans (January - December). *Will be a part of Vision 2002 planning process. 1 6. Chanhassen Conference /Community Center Development Establish a redevelopment contract with Bloomberg Companies, Inc. and Country Suites of Chanhassen. Preliminary schedule for design, plans, and construction of center: a. Schematic design (January - February) 1 b. Plans and specifications (February - August) c. Award of bids (September - October) d. Start construction (October - November) e. Grand opening (October 1994) Public hearing on the proposed center for citizen comments (February - 1 March). *As we are all aware, the plans for the Community Center development have been put on hold. Staff continues to look at alternatives in trying to redevelop both the bowling center and the bank side of the dinner theatre. 7. Downtown Objectives Determine new library location (January - June). Review potential sites for a new Post Office. Consider construction/location of senior housing project (January - December). *New library, senior housing, post office and their future location will be reviewed as a part of Vision 2002 planning process. Construction of the recommended roadway design changes/traffic signals by Strgar- Roscoe - Fausch for west (May - August). *Construction of West 78th Street and the installation of traffic signals are proposed to be completed by November, 1993. Demolition of the Chanhassen Lawn and Sports building (February). *The Chanhassen Lawn and Sport Building was demolished in June, 1993. 1 2 1 1 - Close on the sale of land for Phase II of the Medical Arts building and start construction (April - August). 1 *The Medical Arts partnership is still trying to secure tenants for the facility. 1 8. Target - Continue condemnation proceedings on James property (January - May). 1 *Target is still planning for an October 8, 1993, opening date. Finalize redevelopment agreement with Ryan Construction as the "Master ' Redeveloper" for Outlot B. *The HRA finalized the redevelopment agreement with Ryan Construction ' as the Master Redeveloper for Outlot B in June, 1993. 9. Hanus Facility 1 - Review and approve landscaping/facade improvements to the Hanus facility (January - September). ' *Attached is the construction time table for both the Hanus facility remodeling and construction of the pedestrian bridge (see Attachment #3). 1 1 1 1 1 1 1 1 1 3 1 Hoisington Koegler Group Inc. H 1( g MEMO To: Donald Ashworth, City Manager From: Fred Hoisington, Planning Consultant Subject: Highway 101 Improvemen+. Process Date: 8-30-93 1 Problem Statement Highway 101 is a temporary State Trunk Highway which needs improvement but has no funding source. It is the only continuous north /south arterial roadway in eastern Carver County. It is also a multi- jurisdictional highway that abuts two cities and two counties and yet is under the jurisdiction of MnDOT, thus making highway improvements even more difficult to implement. 1 The City of Chanhassen has appointed a Trail Committee whose feasibility study for the highway segment lying between Townline Road and Highway 5 calls for a trail 1 to be constructed on the west side of Highway 101 in 1994 within the present 66 foot right -of -way. Residents in that area want the trail constructed as soon as possible, however, if built within the existing right -of -way, it will very likely be mostly ' destroyed when the highway is widened. Does this represent sound public policy? Ideally, the trail would be built when the highway is widened by either MnDOT or the counties. Since this project is not programmed, trail construction could be delayed interminably. The advantage of building the trail with the roadway is that it becomes a highway project rather than a trail project. If right -of -way is to be taken now for the trail only, the trail becomes the driving force and may not be acceptable to those whose property needs be taken. It will most certainly require some condemnation. It will generally necessitate a great deal of public support from the neighborhoods adjoining the highway in Chanhassen to get the project done. Trail Options 1 There are four alternative options to deal with trail construction: 1. Construct a permanent trail within the present right -of -way and destroy it later when the highway is widened, / L /1/7 Land Use / Environmental • Planning / Design 7300 Metro Boulevard / Suite 525 • Minneapolis, Minnesota 55439 • (612) 835 -9960 ■ Fax: (612) 835 -3160 Ashworth Memo .111 August 30, 1993 Page 2 1 ' 2. Purchase the trail right -of -way as soon as possible and construct a permanent trail within it, in which case the trail will be delayed, 1 3. Build a temporary trail within the present highway right -of -way at minimal cost, or 4. Delay trail construction until the roadway is rebuilt. This could be ten or more years away. ' Scope of Project While the overall future of Highway 101 needs to be addressed in the near -term 1 extending from, at least, Townline Road to Trunk Highway 212, the more immediate problem and one which can probably be resolved outside of the context of an overall study is the segment lying between the extended Crosstown Highway and Highway 5 in Chanhassen. This segment in particular needs to be upgraded in conjunction of the extension of the Crosstown Highway but more importantly needs to be addressed to satisfy the trail needs of Chanhassen residents. This is the segment that this memo will address. We will, therefore, deal with the short -term objectives of this highway segment. ' Short -term Objectives With regard to the identified segment of Highway 101, the short -term objectives should be as follows: 1. To seek agreement on a trail development option, and 2. To implement a plan in accordance with the agreement. 1 Stakeholders The following have a vested interest in the future outcome of highway improvement /trail planning: MnDOT, City of Chanhassen, City of Eden Prairie, Hennepin County, Carver County and residents of the corridor. The process should be structured to involve all who have a stake in this segment of Highway 101. Process ' 1. Supplement Background Information to establish data base for the Highway PP g g Y 62 to 5 Corridor. 1 Ashworth Memo August 30, 1993 Page 3 1 2. Conduct a Public Forum for both cities to discuss project scope, need options 1 to be considered and trail options (both cities). 3. If Chanhassen decides to build the trail within the existing highway right -of- 1 way, Design /Build Trail in 1994. 4. Develop Alternative Roadway Crossections and define right -of -way needs for 1 each. 5. Seek Agreement between Political Turisdictions on acceptable alternatives and 1 funding of right -of -way acquisition. 6. If trail is to await right -of -way acquisition, Seek Agreement with Chanhassen 1 Neighborhoods on a new schedule for trail construction. 7. Prepare Environmental Assessment Worksheet (EAW). 1 8. Conduct a Public Forum to discuss and agree on a roadway crossection. 1 9. Develop an Agreement for Right -Of -Way Acquisition Funding. 10. Initiate Acquisition Process (cities). 1 11. Design Trail. 1 12. Construct Trail. 13. Develop Agreement for Highway Funding. 1 14. Design /Construct Highway. 1 1 1 1 1 1 1 CITYOF 1 CHANHASSEN ' 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 ' MEMORANDUM ' TO: Mayor and City Council FROM: Don Ashworth, City Manager 1 DATE: September 13, 1993 1 SUBJ: Vision 2002 1 Each time we bring back a particular work effort associated with the dowtown, questions arise at the Planning Commission or HRA level as to why this is being done or is it in conformance with the overall plan. Unfortunately, many of the work efforts of the HRA may go back 8 to 1 10 years with the multiple changes occurring within the HRA itself or Planning Commission during the following time frame. Accordingly, once the item is brought back, there are questions as to whether this represents the overall plan adopted by the Planning Commission/Park ' Commission/HRA. The purpose of the Vision 2002 is to put into place one plan that the HRA/Planning Commission/Park Commission could agree represents the overall plan for downtown. After adoption it is proposed to be sent to all residents within the community with 1 intent of having various hearings whereat this document could be modified or agreed to by the community as a whole. The final work effort would be one of bringing it back to the City Council to adopt as the official vision for 2002. 1 1 1 1 1 1 VISION 2002 PLANNING PROCESS 1 1. HRA /City Council Approval Of Process 2. Collection/Analysis /Mapping/Meetings/Programming 1 a. Traffic /Streets b. Library c. Senior Center d. Community Center e. Post Office 111 f. Bank g. Entrys h. Park Needs 1 i. Depot j. History k. Photos 1 1. City Hall m. Fire Station n. Future Land Use 1 3. Application of Elements of Image 4. Preparation of Photo History (Consult DCAUL) 5. Focus Group Session 1 /Input 1 6. Evaluation of Alternatives For Elements (Consult DCAUL) I a. Traffic b. Post Office c. Library I d. City Hall e. Senior Center 7. Concept Plan Formulaton (Alternatives) (Consult DCAUL) 8. Focus Group Session 2 /Evaluate Alternatives 1 9. Plan Formulation /Design Guidelines /Streetscape Concept /Cost Analysis (Consult DCAUL) ' 10. Focus Group Session 3 /Plans /Priorities 11. Public Information Meetin g /General 12. Newsletter Preparation /Composition /Reproduction (Consult DCAUL) 1 13. Community Survey /Decision Resources I 14. Meetings /Approvals (HRA, Planning Commission, City Council, Staff) Hoisington Koegler Group Inc - 9 -8 -93 I /46 d "OS 1 Z 1 - 1 CHANHASSEN - VISION 2002 TENTATIVE SCHEDULE 1 AUG 15 - SEP 30 Data Collection /Programming /Mapping I SEP 23 HRA Approval of Process 1 SEP 24 - OCT 29 Application of Elements of Image SEP 24 - OCT 29 Photo History /Selection of Focus Group 1 Participants /Design of Focus Group Process 1 NOV 3 Conduct Focus Group Session 1 (Problems, Needs and Opportunities) I NOV 10 Conduct Focus Group Session 2 (Vision) NOV 18 Report to HRA 1 NOV 18 - DEC 31 Evaluate Alternatives /Formulate Concept Plans /Review with DCAUL 1 JAN 5, 1994 Review with Planning Commission 1 JAN 12 Public Information Meeting (Concepts) JAN 20 Report to HRA I JAN 13 - FEB 28 Plan Formulation /Design Guidelines /Cost Analysis I MAR 2 Review with Planning Commission 1 MAR 9 Conduct Focus Group Session 3 (Plans/Priorities) 1 MAR 17 Report to HRA MAR 18 - APR 29 Prepare /Reproduce /Distribute Newsletter/ j Design Survey I MAY 2 -6 Conduct Community Survey (Decision Resources) I MAY 19 Report to HRA I Hoisington Koegler Group Inc 9 -8 -93 I 1 Newsletter Format CHANHASSEN VISION 2002 - FOCUS ON THE CENTER 1. Cover Letter (Mayor) 2. History 1 a. Historical perspective /fabric b. What has been done already ' c. Mostly photography 3. Challenges and Opportunities (analysis graphic) , 4. Creating the Focus (image /identity /objectives) 5. Elements of Image (focus on fabric of space) •Paths •Edges ' •Nodes •Entrys •Districts • Windows • Landmarks • Viewsheds 6. A Vision for the Center a. Plan b. Sketches 7. What are the Possibilities? (How to deal with location /character of these elements ?) , a. Community Center b. Library ' c. Schools d. Seniors housing e. Senior Center 1 f. Post Office g. Entrys h. Parks (City Center Park and Heritage Park) i. Walkways /bikeways /trails j. Streets /transit k. Depot 8. Making Choices (funding) Hoisington Koegler Group Inc. S C " (A °`'' 4 1 H I( g 1 August 5, 1993 Mr. Todd Gerhardt, Assistant Executive Director Housing and Redevelopment Authority City of Chanhassen 690 Coulter Drive ' P.O. Box 147 Chanhassen, Minnesota 55317 Re: Hanus Building Dear Mr. Gerhardt ' During August 1993, Hoisington Koegler Group and Stefan Associates will be preparing construction documents for site and building improvements to the ' Hanus Building. The goal of this work is to improve the aesthetics of the site and building, while respecting the functional concerns of the tenants of the Hanus Building. Plans will follow the preliminary designs that have been reviewed and agreed to by the City of Chanhassen, the building's property manager and the tenants. When completed, the building will become a more positive part of the community, and present a much improved appearance from Highway 5. ' Site improvements will include work that will organize traffic flow and parking, P g P g, and screen objectionable elements from Highway 5. To this end, parking will be defined by curb and gutter, and the parking areas will be paved and striped. The configuration of the parking areas will allow for 70 parking spaces. ' Berms will be added to obscure parking areas, and extensive landscaping will further - screen the parking areas and the building. Landscape elements will also be used to ' integrate the site with other improvements considered for areas surrounding the site. Work will also be performed on the building, with the most dramatic change being a new standing seam metal roof. Doors, windows and other building elements will be painted to complement the roof, and the entire building will be repainted. 1 Issues relating to signage will be handled separately from site and building improvements. Our intent is to develop a coordinated sign system for the building ' and tenants, however, we are proceeding first with work that we want to get underway this year. ' Land Use /Environmental • Planning /Design 444 dvieed 7300 Metro Boulevard / Suite 525 • Minneapolis, Minnesota 55439 • (612) 835 -9960 • Fax: (612) 835 -3160 T. Gerhardt 1 August 5,1993 Page 2 1 Cost estimates for the site and building improvements are attached, and reflect the work described above. Plans illustrating site improvements are. also included. 1 Separate bid documents will be prepared for site and building improvements. It is anticipated that the following schedule can be met for both projects: 1 Construction documents started August 2, 1993 Construction documents completed August 23, 1993 City review completed August 30, 1993 Start of bid period September 2, 1993 Bids opened September 23, 1993 HRA award of Contract September 23, 1993 Contracts prepared September 24, 1993 Start of construction October 4,1993 ' All work will not be completed in 1993, however a substantial amount of the site work can be accomplished before winter stops construction. It might be expected ' that storm sewer, earthwork and curb and gutter be completed in 1993, and paving and landscape work would be completed in Spring 1994. A detailed schedule will be required of the contractors before beginning work. Much of this work depends on satisfactory weather conditions, so modifications may be necessary. Building improvements will begin at the same time as the site work. Painting will be scheduled to avoid conflicts with other work, especially signage improvements. Depending on scheduling and coordination with site work, the new roof may be accomplished by the end of 1993. 1 The construction operations will be coordinated to present the least possible interference with the ongoing businesses in the building. When interruption becomes necessary, the contractors will be asked to make every effort to create the smallest disturbance for those affected. Some inconveniences must be expected, as the work of this project is fairly extensive, and the site is relatively small. If you have any questions about the work or the schedule, please call me. ' Sincerely, 0 ; 4 4 Michael Schroe er, RL 1 cc: Tim Stefan, Stefan Associates 1 HANUS BUILDING Chanhassen, Minnesota ' DESIGN DEVELOPMENT COST ESTIMATE (Cost Estimate Limits: West property line to east end of new cul-de -sac) ' 1. Demolition $5,000 *Fence (LS @ $2,500) ' •Pavement (LS @ $2,500) 2. Storm Sewer $11,800 63 structures @ $1,000 each 6430 LF pipe @ $20 /LF • 1 tie-in to exist @ $200 each ' 3. Grading $14,680 4. Retaining Walls $7,000 •Modular block (700 SF @ $10) ' 5. Curb and Gutter $10,790 •B618 (1,470 LF @ $7) ' • Concrete driveway apron (LS CO $500) 6. Bituminous Paving (including 8' path) $66,807 ' •51,390 SF @ $1.30 7. Concrete Walk $150 660SF@$2.50 8. Irrigation $9,600 •24,000 SF @ $.40 /SF 9. Landscape $17,240 6 shade trees @ $175 (2.5" cal) ' 698 conifers @ $130 (6' ht) 650 large shrubs @ $25 680 small shrubs @ $15 640 evergreen shrubs @ $25 10. Turf Establishment $3,200 • 1,500 SY sod @ $1.50 /SY • 19,000 SF seed @ $.05 /SF ' Subtotal 4146,267 Contingency at 5% 7,313 TOTAL 4153,580 Hoisington Koegler Group Inc August 5,1993 _. � r• r- .1 ov�•anco b1L46711 f7 P.011 S T E F fl N Architecture L a n d s c a p e A r c h i t e c t u r e 8 0 7 N o r t h Fourth Street I S t i l l w a t e r (] M N 5 6 0 8 2 R S S O E I A 11 T E S F 612.438 1179 T 612.430 0056 , i CHANHASSEN AUTO MALL 4 AUGUST 1993 I COST ESTIMATES (Based on 'Means Cost Estimating') OPTION A PREPARATION AND PAINT CMU (Entire Building) $ 7,000 H PREPARATION AND PAINT SERVICE AND O.H. DOORS $ 4,000 PREPARATION AND PAINT ENTRY DOORS AND WDWS. $ 2,000 METAL ENTRY CANOPIES (7) $ 6,000 STANDING SEAM METAL ROOF, PARTIAL $ 50,000 TOTAL riWo , 1 1 . 1 1 1 I • 1 : 1 .1 \ • Z • 1 I \- t. ' _ -At -v_„,--- I . , 1 1 f ' , O 1 , ,,•, , , ..., , ,,, i ..--,7:;---::77:7i 1 i I ' \ \ \ s \ % 11 I 1 T • - --- - C-'- ,.. ... 1 I . 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P . ! 2300 Metro Blvd. • Suite 525 H ANUS BUILDING Minneapolis, MN 55439 • (612)835-9960 cHANHASSEN, MINNESOTA g 11 I Lam Usc/Eavireafrasul • rta•••■1/0adt• . / ' 1 ;L 1 z) z 1 1 t 1 ' ' 1 , z \ . I � I I F \ \ \ 1 , , t . ,_-_ _, \ .,, `e'er .. ,, /I •... , pl,l I i 11 I I\ ', , [ _ -,, it , \ / IT -,-Y,' � ` \ \ I , \\ 1 g \, \ \. \ • % ' \ \ I ; 1 k. , ,,- tit ' - .. \..C\ �A� _. _,. -- BREAK LINE • \ ^t - ? • \ -•} • .� \ \`U� ■ \ 1 y4: 1 s s r 1 \ \ o t ,i,, \\, 1 \ ' \ ^ ' \ f t \ ' ,\\ \ I \ \, `\ �C } I I � `\ \ 1 , ` \ - - • ' • ± it ?w \ , �� `� � �•-- _ . i 3 0 1 v \‘‘.\\,\ \ f, ,.„) 9 ,-. ...! .„, •-5 \\ \ I � \ a O\\ ? \ '1:0•5;•)„.A \ \ \t \ r ; \\ ‘,....4 i BREA40 \\ `1 \ \ ^\ \ 1 x , 1 \ ` \ `. .\ \ ' 1 i I § € 10 111 o o B n lv K oegier S Group Inc. HANUS BUILDING ©m Ell 1 ALnncapolis. MN 55439 • (6l2)R15.9960 CHANHASSEN.MIf*1ESOTA 1_.w uaue••o-r...rw • na..r.yo.a.ia •IIIII — ■I• MI In — NM OM • r= MI = MI I == +w MI PAINTED STANDING SEAM METAL PARTIAL ROOF (OPEN AT CENTER) a*2 PITCH PAINTED ACCENT STRIP AT SIGN BAND LOCATION METAL ENTRY CANOPIES AT SERVICE AND ENTRY DOORS. COLOR TO MATCH ACCENT STRIP _ PAINTED EXISTING WINDOW AND DOOR TRIM STING CONCRETE 1 . 1 TENANT SIGN LOCATION �� r - -- - - -� - -- - -� — N M 4- _A.- �� Ea - —. 0 [I LI -- - [...] - . -- 0 . REP SOUTH ELEVATION OPTION A SHOWN AII MIDP LANTEX0.STIN0ovEl »IEw DOORs 1 1 CHANHASSEN HIGHWAY 5 PEDESTRIAN BRIDGE 1 PROJECT SCHEDULE 1 TIMELINE TASK RESPONSIBILITY 1 9 'Project Selection MnDOT I JUN 9 3 Ject JUN 14 •Enhancement Project Meeting MnDOT 1 JUN 15 •Schedule Preparation HKG JUN 23 •Mtg with MnDOT re: Schedule, HKG 1 Procedures and Design Details JUN 21 -25 •Project Engineer Identification HRA 1 JUN 21 -25 •Contact SHPO HKG JUN 21 -25 •Contact MnDOT re: Permit to Use 1 Airspace HKG JUN 21 -25 •Preparation of A -E Specifications HKG 1 JUN 28 - AUG 4 •A -E Identification /Selection HRA I AUG 4 -19 •Negotiate A -E Contract Terms City AUG 19 •HRA Approval of A -E HRA 1 AUG 19 - SEP 15 'Prepare/Submit Federal SA -2 A -E Environmental Document I SEP •Do Background Photo for Imaging MM SEP 15 -30 •Obtain Permits Approvals A -E 1 •MnDOT/FHWA Approvals (SA -2) A -E SEP 15 -30 -State Aid Engineer 1 OCT 1 -31 -State Aid for Local Transportation 1 NOV 1 -30 -FHWA DEC 1 -15 -State Aid for Local Transportation 1 SEP 15 - NOV 1 'Develop Alternative Concepts/Photo A -E/ Imaging MM 1 J 1 I SEP 23 •HRA Approval of Appraiser HRA 1 SEP 23 - NOV 1 •Complete Appraisal Appraiser NOV 1-4 •Public Information Meeting HKG 1 NOV 3 •Review Images with HRA Highway 5 Corridor Commission and Planning Commission /Selection of an Alternative 1 NOV 4 - DEC 31 •Preliminary Design /Cost Estimates A -E I DEC 15 •Funds Authorized MnDOT DEC 15 •Initiate R -O -W Acquisition/ City Attorney Certificate #1 per Uniform Relocation I Assistance and Real Property Acquisition Policies Act of 1970 1 DEC 15 •Set Letting Date HRA/MnDOT DEC 15 •Tender Land Acquisition Offer 1 DEC 23 •HRA /City Council Approval of Land Acquisition Agreement or Commencement of Condemnation 1 JAN 1 - MAR 15, 1994 •MnDOT Approvals MnDOT I MAR 15 - JUN 2 •Bidding /Letting MnDOT JUN 2 •Local Match Invoiced HRA I JUN 2 •HRA Approval of Contract HRA JUL 1 •Contract Approval /Award by MnDOT MnDOT 1 JUL 15 •Construction Commencement Contractor I JUL 15 - OCT 30 •Construction Contractor NOV 1 - DEC 30 •Final Project MnDOT 1 1 Hoisington Koegler Group Inc. 6 -23 -93 I Rev. 8 -24 -93 1 1 1 1 1 I PARK AND RECREATION DEPT. 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1993 GOALS PARK AND RECREATION DIRECTOR 1 1. Move forward with the purchase of parkland west of Lake Minnewashta of at least 1 ten acres in size. Acquisition of a ten acre parcel as part of a concept plat being presented by Heritage Development is currently being pursued. If this application does not move forward and the purchase options on the land lapses, the city with open negotiatins with the landowner to purchase the same 10 acres. ' 2. Negotiate, plan and complete a trail connection from Herman Field Neighborhood Park to Minnewashta Regional Park. ' In progress. Initial improvements at Herman Field Park are substantially complete. Initial indications from the county are that they would welcome the connection but are not interested in participating in the project. 3. Complete the grading, surfacing, and restoration of Pheasant Hill Neighborhood ' Park. Ensure that the bituminous trail is in place and the park is seeded by June 1, 1993. ' Did not meet the June 1, 1993 goal. This work is being completed in -house with schedules being extremely tight. Discussed this project in a scheduling meeting with Dale ' Gregory and Mike Wegler on August 17, 1993. It is their hope to have the park graded this fall. Seeding will not likely take place in the spring of 1994. ' 4. Complete an amendment to the Recreation Section of the City's Comprehensive Plan, including the creation of a Comprehensive Park Plan. In progress. The Park and Recreation Commission put this task on hold for the busy summer season. S. Successfully administer the Eurasian Water Milfoil, goose removal, and mosquito control programs by initiating an action plan for each by April 30, 1993. Eurasian Water Milfoil has been transferred to Diane Desotelle. Goose removal program collected over 100 geese. The mosquito control issue was less cumbersome than in 1992 and will be revised by the Park and Recreation Commission in November or December ' of this year. r 1 1 of existing park facilities maintained by the city I 6. Complete all necessary renovations o g p y y to ensure compliance with the Americans with Disabilities Act and the U.S. Consumer Product Safety Commission guidelines. , In progress. This task consumes both time and money. I 7. Implement a weekly inspection of all play structures maintained by the city. A formal inspection program was not implemented. A workshop on the topic is being Il presented at the State Recreation and Parks Association Annual Conference this November. Anticipate working with Dale Gregory to initiate a program in early 1994. I 8. Further promote the alliance between Park and Recreation maintenance and administration staff. I An essential relationship which is growing stronger. 9. Coordinate a successful completion of the Lake An Park Utilities and 1 Picnic/Recreation Shelter contracts, concluding with a grand opening of the facility on May 29, 1993. I Complete. 10. Visualize, develop, promote, and implement a winter special event scheduled for I February, 1994. In process, concept has been approved by Park and Recreation Commission and will be I presented to the city council on September 27, 1993. 11. Continue to identify park boundaries through field inspection and surveys to reduce I yP g encroachment on park land. I On going. 12. Implement an Adopt a Park program in April of 1993. 1 Goal was not met. Adopt a Park program has recently been scrutinized from a liability I stand point. 13. Continue work in the area of realizing completion of the City's Comprehensive Trail I Plan. On going. Hwy 101 North, Galpin Blvd. South, coordination with engineering department I and county is on going. 1 1 I 14. Develop, edit, and publish a Chanhassen Park and Trail brochure. 1 Fall/winter project. 15. Work closely with the city's Housing and Redevelopment Authority and its Executive I Directors in areas of work relating to Lake Susan Park, Central Park, and the downtown entertainment center. 1 On going. 16. Coordinate the first phase of construction at Power Hill Park, including all grading, 1 surfacing, seeding, bituminous paving, and restoration operations. See item #3. I 17. Resolve outstanding issues of ownership, capital improvement, and maintenance g P� P P � I responsibilities for Cathcart Park. Complete. I 18. Oversee the portion of the city's contract with C.S. McCrossan relating to the construction of the tennis courts at South Lotus Lake Park. 1 In Progress. P19. Successfully administer the city's contract with Innovative Irrigation for the irrigation of ballfields and spectator areas at Lake An Park. Realize substantial completion by June 15, 1993. 1 June 15, 1993 completion did not occur. I am anticipating completion by the end of the week. I 20. Pending approval, assume responsibility for a comprehensive boulevard planting program. I Up in the air. 21. Make a concerted effort to ensure that the Chanhassen Tree Preservation Board is successful in its first year of operation. I On going, board is spending the majority of its first year addressing "planning" issues. 22. Coordinate the completion of items specified in the 1993 Park Acquisition and I Development Capital Improvement Program (CIP). 1 On going. 1 Continue my pursuit of a Masters of Arts degree in 23. Co y public administration at I p g p Hamline University. On going. 24. Complete the annual park inventory in April 1993. 1 Complete. I 25. Continue to pursue grant programs and other available sources of funds or matching grants to augment the Park Acquisition and Development fund. I Received state grant for Lake Susan Aeration system in 1993. Utilizing block grant dollars for accessibility projects at Lake Susan and Lake Ann Parks. I 26. Provide leadership, direction, and support to the Recreation Supervisor, Program Specialist/Senior Coordinator, and all seasonal staff. I On going. 27. Become sufficiently adept at computer operation to allow me to draft this document 1 from my office next year. I am on my way! I 1 1 1 1 1 1 1 1 1 1 1993 GOALS PROGRAM SPECIALIST /SENIOR COORDINATOR I 1. Increase the number of self - supporting programs offered each quarter (arts and crafts, kid's exercise, cooking). 1 In progress 2. Develop an organized photo file of both parks and recreation programs. I Completed 1 3. Continue to work with the computer so the program registration system reaches its full potential in accuracy and efficiency. 1 Completed/on going I 4. Begin training with the computer's WordPerfect and Windows programs. In progress 1 5. Increase cooperative efforts and support from various local community and civic organizations in regards to senior center activities and special events. 1 6. Coordinate and plan a free summer concert series, enlisting community groups or major industries as co-sponsors. 1 Completed I 7. Work with District 112 to acquire more space for programming. Also continue to work with Community Education to provide special interest classes for seniors in the Chanhassen Senior Center. I On going/in progress 8. Pursue through the area colleges one intern per year as well as offer several fieldwork opportunities for park and recreation majors. II 9. Help to develop and supervise a Senior Answer Line Service out of the Chanhassen Senior Center. Work with greeters to coordinate a Frail Elderly Phone Service as I well. Senior Linkage Line completed 1 1 10. Get involved with MRPA through committee work or volunteer opportunities. I g PP In progress 1 11. Coordinate and supervise operations at the new Lake Ann Park Shelter concession stand and equipment rental outpost. 1 Completed for 93 I 12. Initiate and offer a more extended playground program, possibly increasing the number of days per week as well as number of hours. I Completed for 93 13. Work with local newspaper to continue the weekly park and recreation column, and I increase the number of feature articles. Yes - being done 14. Develop some type of mid- summer motivational activity for seasonal staff to include I both Recreational staff and Park Maintenance staff. Tried 1 15. Continue to coordinate the production of a quarterly city newsletter, developing an easily readable, yet interesting format. 1 Continue trying to improve 16. Coordinate with fellow Park and Recreation staff as well as with City staff in the I running of major special events. Provide assistance when needed in other program areas. 1 Yes ' 17. Develop a training manual for part -time or seasonal staff, as well as a benefit or appreciation package to encourage people to work here. I 1 1 1 1 1 RECREATION SUPERVISORS 1993 GOALS IN REVIEW 1 1. Increase 4th of July business donations to $4,000. I During 1993 Chanhassen Park and Recreation introduce the all new sponsorship program. This program allows businesses to make an annual contribution to assist with our community events. The 1993 total to date counting cash, gift certificates, etc. totaled 1 $14,100. 2. Develop a time table or guideline for the events involved with the 4th of July 1 celebration. A 1993 time table was completed in January for all of our departments responsibilities 1 to better assist the overall success of our programs and special events. 3. Add new features to the 4th of July celebration. I New: Carnival Games (6) - Spaceball - NASA Flight Simulator I Emperors of Jazz - Music Happy Hurricane Ronald McDonald Show I Wind Surfing Demonstration Canoe Races 1 Full Circle - Music Expanded Prize Board I 4. Continue to work with Community Education 112 in developing the building monitor positions for the district facilities: 1 Completed with in- service training for Chanhassen Elementary. 5. To develop a comprehensive schedule for building monitors using district facilities. 1 • Complete • CAA scheduled their building monitors I 6. Process all district facilities request applications for the 1993 /94 school year no later than June 1, 1993. I Did not obtain, processed late August. 1 7. Continue to have a nice working relationship with all District 112 staff. 1 On going. 1 1 8. To assist the Senior Center Coordinator anyway I can. I Continue to work with Dawn. 1 9. Continue to work with the Program Specialist in providing a wide variety of I recreational opportunities for the residents of Chanhassen. Continuing to offer new programs and improve on our existing ones. I 10. Work with seasonal staff in developing a strong working knowledge of their duties and responsibilities. I • Policies /procedures manuals distributed • Initial meetings are established to answer questions and to trouble shoot any potential I problems • I usually sit in with staff during a shift to assist 11. To develop and implement a volunteer network to assist in recreational activities and special events. On going - received more volunteers through our new sponsorship program. I 12. Continue to work with Program Specialist in creating and improving our computer I registration procedures. Always finding new procedures to become more efficient with our computer 1 programs. 13. Publish weekly softball standings in Chanhassen Villager and Chaska Herald. 1 Softball standings were published. I 14. Continue to use the leisure line for adult athletics and recreational programs. The leisure line has been a life saver, the total number of calls for summer alone have I been over 10,000. Will continue to use. 15. Develop an outline comparing the available facilities to the number of softball teams. 1 Guidelines were established monitoring the number of adult softball teams that could participate. 1 1 1 I 16. Create a softball advisory board to assist and obtain feedback regarding the adult leagues. I Feedback was obtained through various managers, however a advisory board was not established. I'll try again in 1994. I 17. Continue to look at eligibility problems in adult athletics by requiring all players b � yP y 9 g P y either have a photocopy of their drivers license, or some other form of identification I proving residency, or by having a signed letter on company letterhead by the personnel director verifying the players employment. 1 Eligibility protests are way down this year. Will continue to be strict on eligibility to participate in our Chanhassen leagues. 18. Add the picnic reservations and Chanhassen's facilities to the existing city control system. 1 Complete - Worked out fantastic. I 19. Continue to be involved with MRPA. On going. 1 20. Continue to offer teen programming such as the "Teen Night Out" providing three dances next year and the "Friday Night Ski Trips" (offering two to three trips.) I Teen dances will be offered in October, December, and January 1994. Ski trips will be offered in January and February, 1994. I 21. To oversee seasonal staff, and execute /operate the concession stand, and boat rental at the Lake Ann picnic shelter. ' Dawn coordinated. I 22. Develop a tennis program/league for the adult residents of Chanhassen. Interest was not there for a league, however new tennis contacts were established to build 1 upon for next year. I 23. Continue to assist the Chanhassen Athletic Association. As I have in the past Will continue to be a liaison. 1 24. Set 1994 picnic fees in December of 1993. 1 Will have on December 14th Park and Recreation Commission agenda. 1 1 1 1 1 PLANNING DEPARTMENT 1 1 1 1 1 1 1 1 1 1 1 1 1 CITYOF .0 z 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 t MEMORANDUM TO: Don Ashworth, City Manager ' FROM: Paul Krauss, AICP, Planning Director 1 DATE: August 9, 1993 SUBJ: 1994 Planning Department Goals and Budget Request 1 BACKGROUND Over the past four years I have traditionally taken the opportunity presented by the budget 1 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 ' MUSA line amendments), the current pace of development is likely to persist. • At the same time, the Planning Department remains committed to a variety of short and long ' term projects including: • Recycling • 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 1994 Planning Department Goals/Budget 199 g p August 9, 1993 Page 2 1 • Representing the City's interests before a variety of regional and state agencies • Tree Board 1 1993 has also been a year of considerable upheaval for our department. Jo 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 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, 1 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 1 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 1 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 1 positively responding to mitigating impacts from development. The city has also developed 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 1 ., 1 1994 Planning Department Goals/Budget August 9, 1993 I Page 3 2. Complete the Surface Water Management Program planning effort and establish the 1 program on a permanent footing. Here again we have an example of a program that is paying in large dividends even I before it is completed. Again, it has changed the way 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 1 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 1 fall. This past year we began undertaking remediation projects around the city. Our 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 1 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. I 3. Senior Commission /Senior Center. Planning staff continues to provide support for the Senior Commission as their role in providing services grows. A noteworthy I 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 I deserves the recognition for bringing this off. I 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 I 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 I conclude this phase of the project in the next few months with construction possible for next year. I 4. CDBG program/maintain eligibility. Staff has been working intensively with the mayor on this project all year. We have made considerable progress and have apparently been included in the 1994 funding allocation. I 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 I PC's to draft memos and reports. The SWMP modeling is on disk and will be up and running at City Hall shortly. Other uses are expected by next year. 1 1 1994 Planning Department Goals/Budget et g P g August 9, 1993 Page 4 1 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 1 successful. A study of city coordinated pickup service to insure responsiveness and reduce damage to local streets are currently in process. upgrade, revise and improve the zoning 7. Continue the need to upg , p g ordinance. This is an on -going goal from year to year. We have implemented numerous minor changes. Major amendments include the wetlands ordinance, improved landscaping standards, sign 1 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. 1 1 1 1 1 1 1 1 1 1 ' ' lk, CITYOF i 1 04P1' 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 1 Action by City Administrator MEMORANDUM Indorsed _ _ Modified I TO: Don Ashworth, City Manager kiected IA* i—A�-93 FROM: Sharmin Al -Jaff, Planner I Dabe Submitted to Commission 1 Date Submitted to Council DATE: September 21, 1993 / 3 I SUBJ: Contract Approval of Senior Linkage Line In 1989, the City of Chanhassen conducted a Senior Needs Assessment Study. One of the needs I identified in the study was Information and Referral serving the community. Staff worked with the Senior Commission and prepared a Senior Services Directory. Unfortunately, some of the phone numbers were outdated as soon as the directory was published. This prompted the I commission to think of other means to provide the service and staff was directed to research alternatives. 1 On March 17, 1992, staff contacted Ms. Julie Bentz, Senior Linkage Line Coordinator. The Senior Linkage Line is an information and referral operation, organized by Senior Resources and authorized by the Metropolitan Council Program on Aging. The Senior Linkage Line Network 1 is a network of sites offering information and referral services for seniors in the west metro area. The purpose of the call was to obtain facts on how to provide an information and referral service I in Chanhassen. Ms. Bentz, with her Advisory Council, were supportive of the idea, however, staff was informed that the Senior Linkage Line provides services county wide only rather than I individual cities. Staff began working on gaining support of the community, county wide, on this proposal. Numerous meetings took place with seniors, city planners, administrators, senior citizen center presidents, church pastors, and community leaders of cities in Carver County to I demonstrate the need for this service to the county. The following agreement was reached which was approved by the Carver County Commission 1 on May 25, 1993. Senior Linkage Line provide the following: I * Installation of the program which will be updated every two months at no cost to the city. 1 ' 1 Don Ashworth 1 September 21, 1993 Page 2 1 * Training of volunteers on how to use the system. The City will provide the following: 1 * Local Promotion of the program through city newsletter, local paper, flyers, etc. ** A computer to install the information on, which is part of the Senior Center. ** Telephone equipment, which is part of the Senior Center. * Staff/Volunteer Time. The city committed to staffing the phone from 9:00 a.m. to 12:00 noon on Monday through Friday by using volunteers through the Senior Center. ** Office space, which is available in the Senior Center. ** : All these facilities and equipment are dual purpose and are otherwise available to I Note. th eq p P�'P support Senior Center functions. The County committed to provide the following: . * Salary for Carver County Senior Linkage line Site Coordinator. 1 * Pay installation and monthly phone bill for a Toll Free 1 -800 number. * Reimbursement for mileage, 30 miles round trip per week at $0.28 per mile. * Pay postage for mailing to each senior in Carver County through the first year. * Provide volunteers and staff coverage of Senior Linkage Line phones from 12:00 - 4:00 p.m. five days per week. * Participate in county wide publicity for the Senior Linkage Line. The program has been operating since June 1, 1993. It is a successful example of a joint project that required cooperation between the city, county, and the state. Due to the positive experience which staff and the Senior Commission encountered with the county, staff was directed by the Senior Commission to investigate the possibility of working with the county on a program that would provide maintenance and cleaning services for seniors at home. There is one minor issue with the program that can be labeled as a technicality rather than a problem. The county agreed to reimburse the city for items outlined under County Commitments. This means that bills would have to be paid out of a city-fund before it gets reimbursed for the amount. The problem occurs in that funds are being disbursed from the senior account to pay these costs. While they will be reimbursed by Carver County, public accounting practice do not allow these funds to be re- deposited back into this account. Rather, the reimbursement must be put into the City's general fund. Thus, without some correction, the 1 senior account will be running a technical deficit. We are having our Finance Department look into the math and hope to be able to address the issue. Attached you will find a copy of the contract between the city, county, and Senior Linkage Line /Senior Resources that will be used to implement the program. It has already been endorsed I 1 Don Ashworth September 21, 1993 Page 3 by the county. Staff is seeking City Council approval to enter into the contract on behalf of the city. ' RECOMMENDATION 1 Staff recommends that the City Council direct staff to enter into a contact with Carver County and Senior Linkage Line /Senior Services to operate the Senior Linkage Line. 1 1 1 1 1 1 1 1 1 1 1 1 1 • 1 SENIOR LINKAGE LINE NETWORK/SENIOR RESOURCES 1 MEMORANDUM OF UNDERSTANDING This memorandum contains understandings between County of Carver and City of Chanhassen 1 (Provider) and Senior Resources, an organization authorized by the Metropolitan Council Program on Aging to develop and coordinate the Senior Linkage Line Network, a network of sites offering information and referral Services concerning services for seniors in the West Metro area. This agreement begins on May 1. 1993 and terminates on December 31. 1994. 1 Now, therefore, Senior Resources and the Provider agree as follows: I. SERVICES TO BE PROVIDED 1 A. The Provider will operate the Senior Linkage Line (SLL) site as a telephone information and referral service for older adults, their family members, service providers and others needing service information. B. The Provider will utilize the computerized resource file provided by United Way of Minneapolis Area's First Call For Help under the terms of the agreement between Senior Resources and United Way. C. The Provider will utilize additional resource information concerning services specific to the Provider's SLL area. D. The Provider will answer calls and give referrals to all appropriate services in the area and the county, providing follow -up calls as needed by the caller. 2. OPERATIONS OF THE SLL SITE A. The Provider will operate the SLL site at Chanhassen Sr. Citizen Center serving Carver County. B. The Provider will staff and operate the SLL site from 9:00 a.m. to 4 :00 p.m. Monday through Friday. The Provider may, but is not obligated to, operate on holidays observed by the Provider's agency or organization. C. The Provider will provide resources for ongoing operation of its SLL site. These resources include but are not limited to the provision of appropriate space, a computer, phone and phone line, office supplies, staff and /or volunteers to answer the SLL line, and supervision of the site. D. The Provider will follow the National Standards for providing information and referral services. A copy of the standards is attached. Attachment I t 1 1 3. RESOURCE INFORMATION A. The Provider will use the resource file from the United Way of Minneapolis Area's 1 First Call for Help (FCFH). This file will be updated periodically by FCFH. Training will be provided in its use by Senior Resources and FCFH staff at the time of start-up of the SLL site and as needed thereafter. B. The Provider will not, under any circumstances, transfer the resource file from the SLL site to any other part of its organization or to any other organization. Doing so would be grounds for immediate termination of this agreement and revocation of the resource file from the agency. The resource file is the property of the United Way of the Minneapolis Area's First Call for Help and is to be used only for the Senior Linkage Line program, unless another usage is authorized directly by the United Way. This file is trade secret information under Minnesota Statutes 13.37. C. The Provider will gain a comprehensive understanding of area programs and services which may not be included in the FCFH resource file and will be responsible for informing FCFH of these services as well as additions or changes in those services. 1 4. REPORTING AND MONITORING A. The Provider will use tracking tools, data collection, and reporting formats as designated by Senior Resources and will provide a report to Senior Resources by the fifth of each month for the preceding month. 1 B. Senior Resources will monitor the program periodically with informal and formal site visits, providing technical assistance, consultation, and advocacy as needed or requested by the Provider. ' C. Senior Resources will hold periodic meetings of staff from SLL sites to exchange ideas and address concerns related to the program. 5. PROMOTION A. The Provider will assist in implementing the SLL promotion plan designated by Senior Resources. Additional promotion for individual sites will be welcome if it promotes the overall Senior Linkage Line network and is approved by Senior Resources prior 1 to implementation. B. In its local promotion efforts, the Provider will acknowledge the collaborative effort of area service providers in the development and support of the SLL site in its local promotion efforts. 6. NETWORK DEVELOPMENT A. The Provider will facilitate community planning and network development among the 1 service providers and other interested organizations in its service area for the purpose of enhancing the provision of information and referral services in the entire area. 1 7. APPLICABLE LAWS 1 A. The Provider shall comply with all applicable laws and regulations including, but not limited to the following: 1. Section 504 of the Rehabilitation Act of 1973. This act states in part that, ". . . all recipients of federal funds, whether in the form of a grant or a contract, review, and if necessary modify, their programs and activities so that discrimination based on handicap is eliminated." 2. Civil Rights Act of 1964. This act states in part that "... programs receiving federal funds must provide services, facilities and benefits on a non- discriminatory basis for use by older people regardless of race, color, sex, religion, disability or national origin." 3. Affirmative Action. The p comply shall com l Y with federal, state and local affirmative action and equal employment opportunity principles. B. In addition, the Provider shall not discriminate against any employee, client or organization on the basis of creed, marital status, status with regard to public assistance, age, ancestry, political affiliation or affectional or sexual preference. 1 TERMS OF THE AGREEMENT A. If the Provider fails to fulfill in a timely and proper manner obligations under this agreement, Senior Resources has the right to terminate the agreement by giving written notice to the provider of such termination and specifying the effective date thereof. 1 B. Either party may terminate this agreement by providing written notice to the other party thirty days before the date of termination. 1 C. If the agreement is terminated, it is the responsibility of the Provider to return the resource file to the United Way of Minneapolis,/First Call for Help immediately. D. Memorandum of Understanding between County of Carver and City of Chanhassen is attached. Attachment II Senior Resource Provider 2021 East Hennepin Ave., Suite 130 / Minneapolis, MN 55413 By: By. • -• / 1 Car4►er County Board of , Commissioners Its: Its: Chairman Date: Date: 5 -25 -93 1 By: 1 Date: 1 1 1, 1 Attachment I National Standards for Information & Referral 1 1 1 1 I.FUNCTIONS OF THE 1 I&R SERVICE Functions that shall be performed by the I &Rervice. 1 1 1 STANDARD 1: CLASSIFICATION SYSTEM STANDARD 2: RESOURCE FILE The I &R services shall develop, maintain, and use an accurate, I up- to-date resource file that contains information on available The I &R service shall use a classification system based on community resources and that produces detailed data on service standard service terminology to facilitate retrieval of service providers in the area. information, to increase the reliability of planning data, to make 1 comparison and evaluation processes consistent and reliable, and to facilitate national comparisons of data. Procedures for checking accuracy of referral sources shall be developed to avoid liability. Criteria: Criteria: I 1. The I &R service shall move toward the use of 1. A profile shall developed on each organization and nationally accepted standard service definitions. agency that shall include (but not be limited to): I 2. New I &R services shall adopt an existing national • Legal name, common name, or acronym system, such as United Way of America Services • Address Identification System (UWASIS II), or a modification thereof, • Telephone number or the Loss Angeles Info -Line Taxonomy, rather than devise a I new classification system. 3. I &R services may develop variations in the classification system to adapt it to the community's size, nature, and organizational needs to make the system more specific. I These adaptations shall not change the basic structure of the classification system or the related service definitions. 1 1 1 • APR 19 '93 07 :23 SENIOR RESOURCES R.4 • Hours and days of operation 9. A procedure shall be in place to determine • Services pied accuracy of referral source listings to avoid • Eligibility requirements and intake proce- liability. dunes STANDARD 3: INQUIRER DATA COLLECTION 1 • Area served The I&R service shall establish and use a system • Branch offices of collecting and organizing inquirer data for • Known barriers to accessibility (e.g., not appropriate referral and to identify gaps in 1 located on a bus route) and restrictions on service. facility use • Auspices Criteria.: • Fee structure N • Name and title of intake worker (s) 1. The inquirer data collection and reporting methods shall facilitate the analyses needed to 2. The profile also may include: support: .. 1 • Documents required by the organization for • The human - service needs of inquirers application (such as birth certificates) • Management information needs 1 • Cost of service (the phrase "sliding scale • Community needs assessment may be sufficient) • Community Planning • Length of time on the organizations waiting list 2. The data collected shall provide enough • Name of the person (intake worker) who information on inquirers' needs to identify: - will assist the client • Name of the organizations administrator • Gaps in services 1 • Identification of local or national organizes- . • Insufficient resources tions with which an agency may be affild- • Level of services requested 1 ated but whose title or acronym does not • Trends of unmet needs indicate this affiliation • Socioeconomic and demographic data 3. The I&R service shall publish criteria for the • Profiles of the inquirers served 1 inclusion or exclusion of agencies and programs in the resource file. These criteria shall be 3. The data collection method shall provide uniformly applied. enough information about the inquirers to resolve their problems. 1 • 4. The resource file shall contain an alphabetical - list of all public. private. and voluntary organiza- 4. Appropriate security precautions shall protect lions included in the system (including all related and keep confidential the data collection forms acronyms or abbreviations) and shall include a and all inquirer information. (Precautions shall reference to the more detailed information con- conform to statutes in place within the commu- taine d in each organization's profile. pity) The public shall see only aggregate data 1 S. The resource files shall contain a service- S. Inquirers have the right to withhold informa- category or problem- category file with extensive Lion not directly relevant to resolution of their cross - references. problems. 1 6. Agencies shall be indexed in the resource file 6. Data collection forms shall gather at least the by geographic or political subdivisions. following information: • Family name. address. telephone number 7. The resource file shall include a continuing • Name of individual for whom services are procedure for responding to interim information sought if other than caller changes. • Problems presented by inquirer and problems as assessed by trained staf or 8. The resource file shall be totally updated, at volunteer least annually. either by surveys or on -site visits • Service needed— organizations to which 1 to organizations listed in the file. inquirer was referred - 1 • APR 19 '93 07 :23 SENIOR RESOURCES P.5 • Nature of request (i.e.. information or recording: maintenance of records: organi- I referral) nation of the classification system: use of • Method of contact with I&R service (letter. resource !: and techniques for handling telephone. walk -in) calls from lonely. suicidal. despondent. or angry inquirers. I • Referral source to I&R service (newspaper. • On -the job training which requires a TV, friend. etc.) sequential program of increasing levels of • Follow -up results. including whether client • responsibilities in handling inquiries I received services with observation and ending Source of income with hall responsibility for handling inquir- ers). I STANDARD 4: DATA ANALYSIS AND REPORTING • In- service training focusing on refining and updating staffs information and referral The I&R service shall establish and use a system- skdlls. Topics shall include in-house atic method of collecting and organizing data that I ' provides support for community planning activi- the a ttnan- service field. community of into ties and advocacy This supper operating procedures. areas of interest in shall consist of services. personal skill development. statistics. data analysis. and relevant documenta- assistance in maintaining objective atti- ' tion on service use. client characteristics. unmet fades toward the inquirer's needs, and use needs, gaps. and duplications in services. of services. Criteria: 4. An I&R service shall arrange for regular 1. The I&R service shall be responsive to specific 4. consultation for the entire staff when requests for data to support community planning the service's supervisory staff does not have the functions and advocacy. necessazy expertise. 1 2. The l&R service shall be responsible for STANDARD 6: PROMOTION compiling timely data for community planning needs and advocacy as outlined under the data The I&R service shall help establish and maintain collection section. a planned program of activities to increase community awareness of I&R services and their 3. The I&R service shall offer its analyses and objectives. I assistance to relevant decision makers in the assessment and planning of human - service : delivery and advocacy. 1. I&R services shall implement publicity plans I only after evaluating available resources for STANDARD S: TRAINING handling the resulting volume. The i&R service shall provide training available to 1 paid and volunteer staff. Z. The [&R service shall use various methods to publicize information and referral, including: Criteria: • Personal contact I 1. The 1&R service shall provide training for staff • Speaking engagement and volunteers. • Public - service announcements or listings • Radio 2. During orientation it shall inform the staff • Paid dents 1 and volunteers of the role, purposes. and function • Television of the I&R service; the role of the governing body • Feature articles and the administrative structure and policies of • News stories I the service. • Interviews 3. 'raining for the I&I2 specialists shall include: • Newsletters • Preservice training in interviewing tech- • Telephone directories (multiple listings in piques and attitudes: listening skills; blue pages or in white pages under infor- communications: proper telephone usage: oration and Referral' and appropriate assessment techniques: information - giving yellow -page listings) 1 and referral procedures: follow -up: data 7 - 1 APR 19 '93 07 :24 SENIOR RESOURCES P.6 1 • DisPlaYs Criteria: • Printed materials such as brochures. 1. The I&R service shall coordinate its service 1 posters. telephone stickers. and business delivery with other I&R services. community cards. agencies, and similar organizations to avoid duplication and to encourage service integration. 3. The I&R service operating as part of a larger with other I&R services to 1 organtmtion shall coordinate its publicity and 2. It shall cooperate public - relations activities with those of its publicize information and referral availability through a variety of media. 1 4. I&R services shall publicize their services to 3. It shall provide to the client, at little or no special -need groups In the community. such as cost, immediate, direct client access to the I&R foreign language groups or the visually impaired. spe'- i2tist. 5, The 1&R service shall encourage other com- 4. Groups and individuals that have special muttity services to promote and use I&R needs shall have barrier -free access to an appro- izsources. priate 1&R service. 1 6. 1&R services shall use all publicity techniques S. An I&R service that focuses on special groups I as frequently and regularly as resources permit. shall refer inquirers to a generic 1&R service or • another specialized I&R service when appropriate. 7. The administrator of each I&R service shall 6. The I&R service sha11, upon request, act as a evaluate the effectiveness of its promotions. resource and offer consultation to organizations 8. Stag (paid and volunteer) shall improve public on available community resources. relations by communicating regularly with 7. The I&R service may make information on 1 community- service providers. government off- 7. systems available to public gals. and planning bodies in various community and private organizations through contracts or activities. P d ough other working arrangements. This information ' may be supplied through consultation, training. STANDARD 7: ACCESS TO SERVICE workshops, seminars. telecommunications. Each I&R service shall continually try to help all directories, data banks. or bulletins. 1 persons reach the information and referral services they need as easily as possible. 1 1 1 1 1 1 • 1 • 8 1 APR 19 '93 07 :24 SENIOR RESOURCES P.7 1 1 , 1 1 1 • . 1 . 1 1 • 1 1 11. CLIENT SERVICE - DELIVERY FUNCTIONS I Functions essential for providing information and referral, including brief individual assessment of need and a blend 1 of information, referral, and advocate s upport, in order to link the person to the appropriate service. 1 STANDARD 8: INFORMATION GIVING STANDARD 9: REFERRAL GIVING 1 The 1&R service shall provide information about The I&R service shall provide referral services for human services to inquirers. This information inquirers. These consist of assessing the needs of can range from a limited response (such as an the inquirer. evaluating appropriate resources. I organization's name. telephone number. and indicating organizations capable of meeting those address) to detailed data about community needs, helping callers for whom services are service systems (such as explaining how a group unavailable by locating alternative resources. and I intake system works for a particular agency). participating in the to agency policies. and procedures for application. needed services. 1 Criteria: Criteria: 1. Inquirers shall be given accurate and peril- 1. Trained staff (paid or volunteer) shall make an non information. assessment of the inquirer's needs. 1 2. The I&R service shall encourage the inquirers 2. The staff shall assist the inquirer in identify - to call back if the information proves incorrect, ing the appropriate organizations that provide the inappropriate, or insufficient to link them with the necessary services. 1 needed services. 9 1 APR 19 '93 07 25 SENIOR RESOURCES P.8 3. Where appropriate• it shall make direct needed services are not being adequately provided contact for the inquirer with other agency staff by an organization within the community's service through wee -way calling. notification of the delivery system. inquirer's forthcoming contact. or scheduling of appointments. Criteria 1. Advocacy shall consist of actions taken within 4. It shall refer to an advocacy organization or organizational limits to obtain needed services for negotiate on behalf of the inquirers to assist them an individual or group of individuals when needed in obtaining a needed service when they cannot services are not being adequately provided by an effectively represent themselves or when thty organization of the community's established have a complaint about a service. service-delivery system. STANDARD 10: 1''OI OW UP 2. Advocacy /intervention•shall be taken on I&R services shall follow up referral cases to behalf of: determine the outcomes. Additional assistance in IlvDIVIDUAI(S)--urte:ventiorr on behalf of locating orY necessary. • an individual to assist in establishing eligibility for and in obtaining a needed Celterls: service when individuals cannot represent 1. Follow -up shall be carried out in referral themselves effectively. individual advocacy cases. efforts seek to meet individual needs without attempting to change social 2. Follow -up shall consist of contacting the institutions. organizations to which a referral has been made, andlor contacting the inquirer to find out if the �,RpLJ�S)— Intervention on behalf of a • sat isfied service is being Provided and if the inquirer is group of individuals (including organiza- 1 bons and service providers) to obtain a change in the availability of delivery of 3. This follow -up information shall help correct essential human services. Such advocacy resource file information that may be incorrect- may include the collection. analysis. and dissemination of data on human - service 4. If service has not been provided. the I&R needs. 1 service shall document the follow -up results so • that it can intervene and use the information to 3. All individual and program advocacy efforts making include the involvement of the individuals STANDARD 11: ADVOCACY/INTERVENTION and organizations concerned and shall be consis- 1 tent with the polities established by the governing The l&R service shall offer advocacy on behalf of body an individual or a group of individuals when 1 1 1 1 • 1 1 10 1 APR 19 '93 07:25 SENIOR RESOURCES P.9 1' 1 1 1 1 1 • 1 1 . 1 111. ORGANIZATIONAL STRUCTURE . 1 Structure under which an I &R service must operate. 1 STANDARD 12: AUSPICES • Voting procedures for members ' The auspices under which the I&R service open- Guidelines for determining the frequency of • ates shall ensure the achievement of 1&R goals. meetings • Designation of lines of authority and Criteria: communications The I&R services that are functions of incorpo- • Methods for amending the corporation's rated non -profit organizations shall have the constitution and bylaws following characteristics and responsibilities. • A statement of the responsibilities and 1 1. The constitution and bylaws of non -profit duties of the corporation's administrator corporations shall include but not be limited to: and service staff • A statement of compliance with the Civil I • A statement of the governing body's re" Rights Act of 1964 and with all other sponsibWty for the formulation and ample- federal. state. and local laws that safeguard mentation of general policy • civil rights • A definition of goals. purposes. and objet- • Appropriate standing committees I twee • A statement of asset disbursement in rase • A definition of the scope and area of service of corporate liquidation • Qualifications for membership in the I governing body 2. The governing body of anon- profit corpora- • Procedures for selecting members of the tion shall have certain characteristics and respon- governing body sibilities. I • Terms of office for members of the govern- ing body 1 11 APR 19 '93 07:26 SENIOR RESOURCES P.10 1 CHARACTERISTICS —'the membership of the 3. The advisory committee of the incorporated governing body s ue : non -profit service shall have certain characteris- • Be broadly representative of the geographic tics and responsibilities. 1 area and shall include representatives of constituent groups within the service area. CHARACTERISTICS—The membership of such an as well as professionals. business. labor. advisory committee shall: 1 government. education. finance. volunteer. • Be broadly representative of the geographic civic groups. and health- and social- service area and shall include representatives of consumers; and constituent groups within the service area. • Serve without pay and accrue no financial as well as professionals. business. labor. 1 benefit as a result of membership in the government, education. volunteer, civic governing body. However, members may groups, and health- and social- service 1 be reimbursed for out -of- pocket costs consumers: and incurred. • Serve without pay and accrue no financial benefit as a result of membership on the I advisory committee. However. members RESPONSISII1i�.S--The governing body shall: may be reimbursed for out -of- pocket costs • Formulate policies to ensure coordination incurred. among I&R providers: 1 • Provide for an annual evaluation of 1&R RESPONSIBILITIES—The advisory committee activities; . shall: • Promote the 1&R system throughout the • Advise and assist the governing body in community: formulating policies and practices: 1 • Assist in procuring financial and technical • Advise and assist the governing body in - assistance for the service: coordinating services and cooperating with 1 • Be responsible for contracts. for adopting other MR providers: and operating an annual budget. for • Advise and assist I&R staff in formulating . maintaining financial records. and for and implementing god and standards: providing an annual audit by an indepen- • Promote the 1 kR system among community I dent certified public accountant organizations: • Adhere to "Standards of A ccourntimrg and • Assist in procuring financial and technical Reporting for Voluntary Health and Welfare assistance for the service: 1 Organizations"; • Develop the necessary committee structure • Employ an administrator and give that to accomplish its goals: and person the authority to manage the daily , Assume other duties as delegated by the I affairs of the service. according to estab- lished personnel and corporate policies and g overnin g bo practices: I&R services that are functions of feller al, • Encourage other service agencies. groups, darnel �� shall hone the III systems to help provide adequate IBtR following arccteristics and responsibilities. services: ch • Meet at least quarterly as a general body: III • Maintain minutes of all official proceedings 4. The advisory committee of a service that is a that any interested party can inspect: function of a federal. state. local government. or • Be responsible for establishing and ample- intergovernmental organization shall have certain meeting appropriate publicity, public characteristics and responsibilities. 1 relations. and marketing: CHARACTERISTICS—The membership of such an • Determine. with staff. the range of indi- advisory committee shall: 1 viduai and program intervention appropri- ate for persons seeking hd p from the • Be broadly tative of the geographic service: and area and shall include representatives of • Prepare, with the staff, an ongoing program constituent groups within the service ar11ca. to use 1&R experience to support oommu- as well as professionals. business. labor. 1 ' ping. funding. coordinating. and government, education. volunteer. civic delivering health and social services. grod ps. and human - service consumers: an 1 12 • Assisting in securing adequate financing • Sesve without pay and accrue no financial � benefit as a result of membership on the for the service. 1 advisory committee- However, members may be reinsbursexl for out -of- pocket costs STAFF SUPERVISION incurred. • Selecting the staff, describing staff duties. 1 and implementing personnel policies as RESI'ONSIDIISIIES- --'Ilse advisory committee established by the governing body: shall: • providing for continuing staff orientation 1 • Advise and assist the governing bodies in and Ong: formulating policies and practices: and • S I&R staff in formulating • Assume other duties as delegated by the workp)ans, orgnizing and assigning tasks. 1 governing body. imp output programs. and monitoring STANDARD 13: STAFF • eel ua ons supervision and 1 serv ice staff shall be r t. ethical. qua numb • r l e protection for the qualified. and sufficient in number to implement personnel and service policies. • Contracting for. necessary technical assis- I Criteria tance and temporary staff. The I&R administrator and service staff shall have VOLUNTEER RELATIONS I certain responsibilities. duties, and qualifications. • Designing and a lministering a program for 1. Administrative responsibilities include the volunteer management. including recrult- following: meat screening. supervision. training. 1 recognition. evaluation, and development; SERVICE ADMINISTRATION recognition. • Formulating annual service goals. objec- • Staffing volunteer I&R committees. I fives. and workplans: • Determining the number of full-time. part- COMMUNITY RELATIONS time. and volunteer staff necessary to meet • Establishing and ongoing I the standards and criteria: to Implement public education programs on I&R avail - the polities of the governing body. and to ability and value to the community. carry out the duties of the I&R staff: • Providing service-generated statistical data • Ensuring that all corporate policies are for dissemination upon request and I implemented and maintained: • Participating In professional organizations • Preparing the annual budget based on an and conferences directly related to informa- assessnnent of the current and projected lion and referral. I needs of the service and the information and referral needs of the community: I&R PROGRAM DEVELOPMENT • Providing the governing body with the • Establishing and maintaining a cooperative I information necessary for service evalua- tion: relationship with organizations providing • Ensuring that I&R service delivery complies essential human services: with accepted standards: • Overseeing the implementation of these I • Overseeing office space and facilities. standards: including the phone systems and answer- • Establishing contracts with other programs to purchase IdtR services and data: cc ' leadership and resources for • Encouraging participation in local. state. � and national professional organizations: cooperative work with other MR providers: • Developing and maintaining a record- . • Overseeing the publication of directories or I keeping and reporting systan which other materials: tracks client contact while • Formulating, administering. and partidpat- complying with standards of confidential- ing in resource data collection. storage and 1 i and • 13 . APR 19 '93 07 27 SENIOR RESOURCES P.12 retrieval systems, service identification — Maintaining an accurate resource file of systems, and client data systems: and organizations and services: and • Participating in regional planning and — Having enough technical expertise to service coordination for information and handle automation of service. referral. responsibilities shall consist of: 4. Service staff gratifications shah ensure that 2. Service stag the stag is competent to support the policies and • Maintaining an up-to -date resource file: procedures of the service and meet relevant 1 • providing adequate information and performance standards. Their duties and perfor- referral to all inquirers while respecting mance standards consist of the following: their confidentiality. • Providing adequate information and 1 • Following up on all referral inquiries and referral to all inquirers. which requires: on other inquiries as needed; --Responding to each inquirer in a non- - • Intervening when necessary to make judgmental manner. 1 needed services accessible to all persons: — Communicating effectively within the • Collecting data on inquirers and maintain- service and wl h other organizations lug confidential. accurate, and up-to -date serving the community: 1 records: and - -Interviewing inquirers and accurately • Contributing ideas and communicating assessing their problems to provide new information to colleagues. appropriate referral; 1 —Using the resource file effectively; 3. Administrative qualifications shall reflect — keeping inquirer information confiden- optimum standards of performance in carrying tom; out policies. supervisory responsibilities. and —Overcoming existing communication maunication 1 delegated duties. These duties and their perfor- barriers (i.e., hearing impaired, foreign - mance standards shall consist of: language speakers); and • working with the governing body or advi- —Accurately recording and tabulating 1 sory committee to operate within pre - statistical data for the reporting system scribed guidelines, to communicate efec- used by the I&R service; lively (orally and in writing), and to relate • Following up inquiries by persisting in 1 professionally to the governing body or gang needed services for an inquirer. advisory committee: • Employing the staff. which requires the ability to understand I&R service needs. STANDARD 14: vOLiiN!'EERS the ability to hire capable service person - The l&R service shall involve volunteers to en- nel, and the ability to clarify job roles and hence the program's service delivery. lines of communication; 1 • Training and supervising the staff by Criteria: providing competent staff supervision. 1. The I&R service shall consider volunteers as necessary consultation services. and an appropriate training program; and tmpaid staff members. 1 • Operating the service on a sound basis, 2. The I&R service shall screen volunteers and which requires: select those capable of performing essential 1 -- Establishing rapport and working rela- duties. ttonships with other I&R services within the system and with the staff of other 3. It shall provide volunteers with written job community organizations: descriptions outlining needed skills. duties to be 1 developing and working within a budget: performed, and lines of supervision and cormmu- -Developing a clear and concise annual nication. summary statement of the activities and scope of the service: 4. The I&R service shall designate a coordinator — Developing and using necessary record- of volunteers. keeping and reporting systems that shall be evaluated annually: 141 APR 19 '93 07 :28 SENIOR RESOURCES P.18 • 5. The I&R service shall provide orientation and proper financial records. draw up an annual I refresher training when necessary to stimulate budget, project fixture needs. explore and encour and age financial development and support for con- tinuance of the program. and participate hi saving 6. The 1&R service shall supervise volunteers to resources to avoid duplication and to cut cysts I ensure proper performance of their assignments. STANDARD 16: FACILITIES 7. The I&R service shall evaluate volunteers I&R services shall provide facilities which allow I regularly and maintain appropriate records of them to operate adequately. their services. Criteria: I S. The I&R service shall try to reimburse volun- 1. 'The IBtR service shall provide enough space to ensure tars for out -of- pocket reprises when resources confidential interviewing. are available. I 9. The i&R service shall provide appropriate 2. The I&R service shall equip its offices with a insurance protection. telephone system that incorporates the most recent cost - efficient and effective technological 10. The I&R service shall recognize volunteers for developments. their support. time. and effort 3. The I&R service shall equip fits offices with sufficient desks. tables, chairs. supplies, and I STANDARD 13: FINANCING Financing gig cabins. nancing shall be sufficient to provide adequate service and maintain these standards and 4. The I&R service shall use offices free of criteria. architectural barriers to the physically handl- ' capped and the elderly. Criteria: 1. The I&R service shall operate on a sound 5. If the I&R service is designed to serve walk- ' &sanctal basis according to acceptable accounting ins. the office shall be accessible by public trans - practices portation. have available parking. and be near the population the program is designed to serve. 1 2. The service shall adhere to Standardss of Accounting and Reporting for Voluntary Health and 6. The i&R service. if not available on a 24-hour Weyare ins, basis. shall provide for an answering system when staff is not present to provide callers with I 3. The administrator. with the support of the the number and office hours of an organization board and advisory committee. shall maintain that will provide service in an emergency. 1 ' 111 -111 1 1 IS APR 19 '93 07 :28 SENIOR RESOURCES P. 14 • • • 1 1 1 IV. COOPERATIVE 1 RELATIONSHIPS Responsibility of the I &R service to the ' l &R system. STANDARD 17: COOPERATIVE PROGRAM 8. It shall participate and assist in the decision - DEVELOPMENT making process on MR issues , Where an I&R service is a part of an I&R system. STANDARD 1& COOPERATIVE DECISION it shall conttnnally develop I&R service programs MAKING es related to community needs, existing resources. and activities of other I&R services. Where an I&R service is a part of an I&R system. It shall encourage and participate in cooperative Criteria: planning, implementation of policies, and sus - 1. Each I&R service shall identify community tamed development of funding sours. ' I&R needs. Criteria: 2. It shall maintain current information on other Methods to promote cooperation shall include. 1 I&R services and their activities. but not be limited to. the following: S. ft shall develop priorities for I&R program 1. The I&R service shall identify policy development. dedsionmakters (formal and informal) and all ' possible sources of funding (actual and potential). 4. The I&R service shall participate in existing 2. it shall formulate collective policy recommen- ' cooperative I&R efforts. dations and implementation strategies. 5. It shall serve as a catalyst for new cooperative g. It shall develop strategies to ensure and service arrangements. encourage current, continued. and future sources of funds. 17 1 APR 19 '99 07:29 SENIOR RESOURCES P.1S 1 4. The I&R service shall establish and maintain • All I&R services shall share the systematic relationships with policymake:s and fenders. collection and comprehensive analysis of data. and' shall provide the results to 5. It shall communicate policy recommendations community planning bodies and 1 to appropriate audiences. policyrnakers. 8. It shall participate in community planning 5• Training 1 efforts. using relevant referral data. • Each I&R service shall cooperate to provide trairdng and consultation for both I&R STANDARD 19: COOPERATIVE FUNCTIONAL personnel (paid and volunteer) and the ARRANGElearrs personnel of other related public and I Where an 1&R service is a part of an I&R system. voluntary agencies. it shall establish and maintain formal and infor- • All 1&R services shall cooperate in semi - mal cooperative arrangements with other I&R nars and training activities. and exchange I services to minimize duplication and improve current information on I$cR services. service delivery. 8. Public Relations and Marketing I Criteria: •All I&R services shall coordinate their Areas of cooperation shall include, but not be publicity, public relations, and marketing Limited to. the following: to intensify general awareness of informa- 1 1. Classification System tion and referral. • This coordination shall emphasize the • Each I&R service shall use a classification availability, quality. and need for commti- system based on standardized services MR services. I terminology and each 1&R system shall adopt and use a single classification 7. Access to Service system. . • 'The I&R service shall cooperate to make r 2. Resource File information and referral available to everyone in the community. • Each 1&R service shall cooperate in main- It shall encourage cooperative service ' talning comprehensive- accurate, and up- arrangements such as after -hours coverage to-date information on available cornmu- • Wiry health - and social service resources. and linked telephone systems. 1 • Each I&R service shall appropriately divide It shall explore innovative methods of • information- gathering tasks and oversee delivering comprehensive I&R services. the regular and systematic exchange of STANDARD 20: COOPERATI9E resource file information. 1 AD1f�lII3TRATIVE PROCEI3tJ16tES 3. Inquirer Data Collection Where an I&R service is a part of an I&R system. to to identify it shall use appropriate administrative procedures • Each I&R service shall cooperate to implement Cooperative arrangements. I • changing community needs and to respond to them In a timely and appropriate Criteria: fashion• Procedures may include. but are not limited to. I • This cooperation shall be regular and the following: frequent to ensure immediate response to 1. 1&R services may use cooperative funding suddenly changing community needs (e.g.. such as subcontracting, subscriptions, or fees for special outreach efforts to the recently service amts. unemployed. victims of natural disasters. etc.). 2. They may share facilities and equipment. I 4. Data Analysis and Reporting for Planning 3. They may share staff (paid and volunteer). • Each I&R service shall cooperate to deter- mine service gaps, duplications. and other 4. 1&R services may share aocounting, legal. II inadequacies in available health and social- purchasing, and management assistance. resource servicesa. 18 APR 19 '93 07 29 SENIOR RESOURCES P. 16 • • • 1 1 1 1 1 1 1 G LOSSA • 1 Access to Service: All methods used to make Area of Service: The primary geographic area information and referral available to potential within the I&R system. 1 inquirers and accessible to specialized popula- tions such as the elderly and the physically Assessment: The process of identifying, analyz- handicapped. ing, and prioritizing an inquirer's needs. 1 Accessible: Without physical, cultural. financial. Dona Fide Agency: A legally constituted public or psychological barriers to service. or private organization rendering health and social services. Adequate provision of Services: The perfor- mance by the service in meeting the needs of all Classification ion System: A system to categorize inquirers consistent with the National Standards available human services in a standard manner to for Information and Referral. simplify retrieval of service information. to in- crease reliability of planning data. to make Advocacy/Intervention (individual): Intetven- evaluation processes consistent and to facilitate tion in behalf of individuals to assist in establish- national comparisons of data. ing eligibility for (and in obtaining) a needed service when individuals cannot represent them- Data Collection: A systematic process of record - selves effectively. Individual advocacy efforts seek ing and maintaining essential information. 1 to meet individual needs without attempting to change social institutions. Essential Human Sesames: Those services that Adeocacy/Internntion (Group): Intervention in help inquirers meet basic needs of food. shelter. 1 behalf of a group of individuals (including organs- and physical and mental health. zations and service providers) to obtain a change in the availability or delivery of essential human Evaluation (Program): A systematic process of services. reviewing services provided by an agency in 19 1 HI-1i 13 ' err; 5t1Y1t7K Kt bUUK4...tti r.1r relation to its ectives and standards in order to system involves relationships among national. improve overall�operation of the I&R system. statewide. regional. local, specialized. and generic I Iar.R services. These relationships are character - Evaluation (Staff): A systematic process of ized by a high degree of integration. collaboration. reviewing the work of individual staff members of and cooperation among I&R services. 1 the Information and Referral Service in accor- dance with their job descriptions to provide Iagrher: Any person or organization seeking feedback on the individuals' performances and to assistance from the system. maintain a high level of quality in service delivery. I Applicable to paid and volunteer staff. Intervention: A special service provided for clients when the agencies that indicate they Follow -Up: A process of contacting the inquirers provide the services fail to provide them. Also I and the organizations to which they were referred known as advocacy. to determine the outcome of the referral. Adds- tional assistance to the inquirer in locating or Referral Giving: The process of assessing I using needed services may be a part of the follow- inquirer needs and suggesting appropriate up resources. Active participation in linking the inquirer with needed services may include the Information and Referral: An organization or paid or volunteer staffs scheduling of appoint - 1 part of an organization whose primary function is meats. three-way calling. or negotiating for the to link people in need with the appropriate service inquirer. designed to eliminate or alleviate that need. I Resource Fite: An organized, cross - indeed file Inforarrction Giving: The process (carried out by of information on services and programs in the a paid or volunteer staff person) of providing basic area covered by the system. _ and detailed information to the inquirer. 1 Service: The I&R program. Iafaraia�tion and Referral Specialist: A paid or volunteer staff person adequately trained and Star All persormd paid and volunteer. needed I proficient in the direct provision of information, to support and carry out the intent of listed referral. and follow -up in service Enquiries. standards and criteria. Information and Referral System: The struc- Volunteer: An unpaid individual providing . I ture and process linking people in need with the service or advice appropriate resources within an area. The I&R 1 1 .. 1 1 1 1 - 1 20 1 Attachment II 1 1 COUNTY OF CARVER AND CITY OF CHANHASSEN MEMORANDUM OF UNDERSTANDING This memorandum contains understandings between County of Carver and City of Chanhassen in the operation of the Senior Linkage Line, an information and referral services for seniors in Carver County. This agreement begins May 1, 1993 and terminates December 31, 1993. Now, therefore, the County of Carver and the City of Chanhassen agree as follows: I. COUNTY RESPONSIBILITIES City of Chanhassen will provide space, equipment, volunteers and staff oversight for successful operation of the program. See Attachment II for detail. 1. The County will reimburse the city an amount not to exceed $9932.00. 1 2. The County will provide the City of Chanhassen with Title V participant(s) to be utilized for 25 -30 hours per week to staff the Senior Linkage Line. 1 3. The County will recruit and refer potential volunteers to the City of Chanhassen to be utilized to staff the remaining 5 -10 hours per week plus cover for any time the 1 Title V participants are on vacation, sick or not available to work. II. CITY RESPONSIBILITIES 1. To operate the Senior Linkage Line. (See Attachment II for detail). 1 2. To provide space and equipment for the Senior Linkage Line. 3. To hire and supervise a Senior Linkage Line Coordinator. 1 4. To select, train and supervise the volunteers. 5. To train and supervise the Title V recipients. 1 III. REPORTING AND MONITORING The City will provide to County copies of reports to Senior Resources. 111 IV. TERMS OF AGREEMENT Eithe party may terminate this agreement by providing written notice to the other party 30 days fore date of termination. B 42LJq ti By Chairman, 1 Carver County Board of Commissioners Date 5 -25 -93 Date 1 1 1 • 1 I i • •- S I I OM MI = NM • OM OM M N MEI Attachment IIA - County of Carver will be responsible for the following: SENIOR ANSWER LINE Proposed Budget 1993 1994 LINE ITEM BUDGET EXPLANATION Personnel 5100 6630 Use City of Chanhassen Staff (Rate $12.75 per hour @ 10 hours per week) Telephone 1182 1182 Toll Free 1 -800 Number ($174 installation, $45.00 per month, 3 hours per month @$1 Mileage 500 500 One 30 mile round trip per week (@ $.28 per mile) Office Supplies 800 300 Printing 1000 1000 Postage 850 850 Mailing to each senior the first year Office Rentals 0 0 No Cost - City of Chanhassen Equipment 0 0 Computer, Desk, etc. - City of Chanhassen Total 9932 10462 Volunteer /staff coverage of Sr. Linkage Line phones from 12:00 - 4:00 five days per week. Participate in county wide publicity for the Senior Linkage Line. • Attachment II -B 1 In regards to the proposed Senior Answer Line for Carver County, the City of Chanhassen agrees I to provide the following equipment and help in order to be a part of the Senior Linkage Line Program. - Computer Equipment: We already have a computer in the Senior Center. - Supplies: For the Chanhassen site, we can provide paper, pens, desk, copies, wastebasket and 1 file space. - Telephone Equipment: We have a phone already installed, and the city will pay the cost of 1 the Chanhassen service. - Promotion: We can provide local advertising through the Chanhassen Villager, flyers, City I newsletter, etc. However, Carver County will need to provide additional county-wide promotion. - StaffNolunteer Time: We would be able to commit to someone manning the Chanhassen site phone from 9:00 a.m. until 12:00 noon on Monday through Friday; however, from 12:00 noon until 4:00 p.m., we would expect the county to provide volunteers. 1 City of Chanhassen will contract with County of Carver to employ Coordinator of program and 111 provide staff oversight. 1 1 1 1 1 1 1 1 1 SENIOR LINKAGE LINE STAFFING 1 Beyond the duties of the Senior Linkage Line Coordinator, a need exists to staff the Senior Linkage Line 7 hours per day 9:00 am - 4:00 pm, Monday through Friday. This is a total of 35 hours per week. Initially it was discussed that the city of Chanhassen would be responsible ' for the hours of 9 -12:30 while Carver County would be responsible for the hours of 12:30 -4:00. Both volunteers & possible Title V participants would be recruited for these hours. Diane Gerhardt and Dawn Lemme will be 1 interviewing potential Title V participants on April 30th. PROPOSAL: • • * Carver County Title V participant(s) be utilized for 25 -30 hours per week to staff the answer line. * Volunteers selected by the city of Chanhassen be utilized to staff the remaining 5 -10 hours per week plus any time the Title V participants are on vacation /using sick time. * Carver County would also recruit & refer potential volunteers to 1 the city of Chanhassen. * The Senior Linkage Line Coordinator would have responsibility for scheduling hours of both Title V participant(s) and volunteers as needed to cover the hours of operation. 1 BENEFITS 1 * Fewer volunteers needed to recruit, train, and retain ' * Greater flexibility in scheduling of hours of volunteers * Scheduling of volunteers/Title V with one person rather than 2 agencies 1 1 April 28, 1993 1 CITYOF CHANHASSEN 1 ' 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 ' MEMORANDUM TO: Don Ashworth, City Manager FROM: Sharmin Al -Jaff, Planner I DATE: September 27, 1993 SUBJ: Update on Senior Linkage Line ' Two weeks ago we discussed the Senior Linkage Line and its functions. As you requested, the following is a background and an update on this new service. ' In 1989, the City of Chanhassen conducted a Senior Needs Assessment Study. One of the needs identified in the study was information and referral to serve the community. Staff worked with the Senior Commission and prepared a Senior Services Directory. Unfortunately, some of the ' phone numbers were outdated as soon as the directory was published., This prompted the commission to think of other means to provide the service and staff was directed to research alternatives. ' In January 1992, the Senior Commission had their goals session and the implementation of an information and referral service was identified as one of their highest priorities. On March 17, 1 1992, staff began working with Ms. Julie Bentz, Senior Linkage Line Coordinator. The Senior Linkage Line is an information and referral operation, organized by Senior Resources and authorized by the Metropolitan Council Program on Aging. The Senior Linkage Line Network is a network of sites offering information and referral services for seniors in the west metro area. ' Facts on how to provide an information and referral service in Chanhassen were discussed. Ms. Bentz, with her Advisory Council, were supportive of the idea; however, staff was informed that Senior Linkage Line provides services county wide only rather than to individual cities. The ' Senior Commission and staff began working on gaining support for this program community wide. , Numerous meetings took place with seniors, city planners, administrators, senior citizen center presidents, church pastors, and community leaders of cities in Carver County to demonstrate the need for this service to the county. The following agreement was reached which was approved by the Carver County Commission on May 25, 1993. 1 1 Don Ashworth 1 September 21, 1993 Page 2 1 Senior Linkage Line provides the following: * Installation of the P rogram which will be updated every two months at no cost to the city. * Training of volunteers on how to use the system. 1 The City will provide the following: * Local Promotion of the program through city newsletter, local paper, flyers, etc. ** A computer to install the information on, which is part of the Senior Center. ** Telephone equipment, which is part of the Senior Center. * Staff/Volunteer Time. The city committed to staffing the phone from 9:00 a.m. to 12:00 noon on Monday through Friday by using volunteers through the Senior Center. ** Office space, which is available in the Senior Center. ** Note: All these facilities and equipment are dual purpose and are otherwise available to support Senior Center functions. The County committed to provide the following: 1 * Salary for Carver County Senior Linkage Line Site Coordinator. * Pay installation and monthly phone bill for a Toll Free 1 -800 number. * Reimbursement for mileage, 30 miles round trip per week at $0.28 per mile. * Pay postage for mailing to each senior in Carver County through the first year. * Provide volunteers and staff coverage of Senior Linkage Line phones from 12:00 - 4:00 p.m. five days per week. * Participate in county wide publicity for the Senior Linkage Line. The program has been operating since June 1, 1993. It is a successful example of a joint project that required cooperation between the city, county, and the state. Kitty Sitter, Carver County Senior Linkage Line Coordinator, was hired as an employee of the Y tY g � city, with a salary paid by the county. Kitty was hired in May of 1993. She has proven to be a great addition to the City's staff. I requested that Dawn Lemme act as Kitty's supervisor because she spent more time and had more contact with the Senior Center, and she accepted. Both Dawn and myself have met with Kitty on several occasions to discuss responsibilities, goals, and objectives for Senior Linkage Line. These goals and objectives are attached to this memo (see Attachment #2) The county has hired Helen Neilson - Eckstein through a Title 5 Program, 20 hours per week, to 1 work on the Senior Linkage Line. Helen is a Chanhassen senior citizen who has learned to operate the computer and became familiar with many of the services available from the county. 1 1 1 Don Ashworth September 21, 1993 1 Page 3 She answers the telephone and helps callers obtain the information they need. There are other ' seniors working with the Senior Linkage Line, however, the rest are volunteers. Everyone seem to be very dedicated to see the program succeed. Two of the volunteers are former senior commission members who wanted to remain involved in senior activities. The main office of Senior Linkage Line which serves the entire metro area, hired an intern to help with the program. Staff was contacted by Julie Bentz to confirm that the new intern will be touring Carver County to publicize the program. The program is still new. During the month of June, over a two week time period, Senior Linkage Line received 17 inquiry calls and 19 requests. In July we received 17 calls, 23 requests and we made 20 referrals. During the month of August, we received 16 calls, 19 requests, and 24 referrals were made. During the month of September, we received 26 calls, 28 requests, and we made 33 referrals (see Attachment #2). As you can see, the program is continuing to grow and is doing well at a very low cost to the city. We are basically using existing equipment ' through the Senior Center as well as volunteers. Staff is available to provide guidance. We will continue to provide an update on this program as we progress. 1 1 1 1 1 1 1 1 1 1 1 Update to Senior Advisory Boards: Sept. 1993 Senior Linkage Line Kitty Sitter, Coordinator There has been good progress on the Senior Linkage Line since my last report to you. Because the program was new to Carver County, I organized the start up procedures into 3 main goal areas of Staff, System, and Publicity. The following information highlights what has been accomplished over the past 3 -4 months in those 3 areas. STAFF: Phone lines answered by 2 trained volunteers. 1 trained aide, myself. or Hennepin County answering system. Additional names on file to contact for volunteers. Intern (Henn. Co.) is helping with contacting service agencies. *Problem during summer with calls not forwarded after hours: 1 but staff is now aware of correct procedure. SYSTEM: Two -way networking has begun with agencies (ie: Sr.Service Providers. SAVI. SAIL. individual care sites). Monthly summary statistics are reported. Staff is knowledgeable in use of office equipment. Some technical problems have occurred with phone and computer: calls still answered during those times. PUBLICITY: Open House in August for service providers. Letters to Comm. Ed. Directors w /in county. and about 25 key agencies including 2 hospitals. Releases to newspapers and a few newsletters (ie: Visions). Flyers available at County Fair via County Social Services. Flyers sent to county Senior Centers and 112 Comm. Ed Advisory Council. Focus meeting with United Way and County Sr. Advisory Board. Meetings held with groups (ie: Library, Veterans, Sail, Westview Acres). Info at State Fair, Mall America. Sr.Options via Henn. Co. New flyer being developed to be sent to churches, clinics, banks, post office lobbies, groceries, utilities... Checked into grocery store receipt tapes. *This goal area is being concentrated on during the upcoming months. since the staff and system goals have currently reached a level of maintenance. 1 1 1 SENIOR LINKAGE LINE - CARVER COUNTY AREAS OF RESPONSIBILITY FOR SLL COORDINATOR; Goal 1 of 3 1 GOAL: TO RECRtIT AND SUPPORT STAFF FOR THE SENIOR LINKAGE LINE SERVING CARVER COUNTY. SPECIFIC OUTCOME #1: The phone line will be staffed with paid staff and volunteer staff, Monday thru Friday 9:00 a.m. - 4:00 p.m., located at Senior Center in Chanhassen. STRATEGY St Steps) Act e s ) DATE RESOURCES ( ' a. Inform all staff of the O.G. Julie check in /out procedures. ' b. Have plan in place for staff absentees. O.G./ Dawn, Sharmin, June 30 Julie, Helen ' c. Arrange communication June 30 procedure for staff to coordinator (esp. July /Aug). ' d. Approach community for names O.G./ Tari C.,Diane G of potential volunteers in July 30 Nancy H (RSVP), order to fully staff SLL. Comm.Ed,colleg churches... e. Arrange for new staff to monthly Julie attend training. as needed 1 1 1 11 1 STAFF GOAL ' SPECIFIC OUTCOME #3: Staff will be knowledgeable in the use of SLL equipment. STRATEGY (Action Steps) DATE RESOURCES , a. Teach new staff how to 3rd train. Julie, Sister operate computer, phone line, Florentine, and TDD equipment. Kathy O'Connor, Dawn, Helen, Harris Comm. 1 1 1 i II II II STAFF GOAL I SPECIFIC OUTCOME #5: Staff will be enthusiastic about their job, which will in turn encourage involvement from potential staff and customers. 1 STRATEGY (Action Steps) DATE RESOURCES I a. Recognize volunteer efforts O.G. Dawn,Tari C. thru posted "computer 1 accomplishments ", hours worked, happy thoughts... b. Encourage staff to suggest O.G. 1 new agencies to explore and to publicize by "word of mouth" to others. 1 1 1 1 1 1 1 1 1 1 II 1 1 SENIOR LINKAGE LINE - CARVER COUNTY AREAS OF RESPONSIBILITY FOR SLL COORDINATOR; Goal 2 of 3 GOAL: TO MAINTAIN THE TECHNICAL AND NETWORKING OPERATION OF THE SENIOR LINKAGE LINE SYSTEM. SPECIFIC OUTCOME #1: County agencies will be consistently updated in the SLL network. STRATEGY (Action Steps) DATE RESOURCES 1 a. Meet with care providers O.G. County staff, to express "two way networking. community... (see publicity) b. Mail publicity /guidelines to Julie, Comm.Ed care providers. County staff c. Send updated computer forms monthly Kathy O'Connor to Sr. Resources. change forms, blue newsletter 1 1 1 1 1 1 1 1 11 II 11 SYSTEM GOAL ' SPECIFIC OUTCOME #3: The coordinator will be familiar with other SLL sites and how the overall system operates. STRATEGY (Action Steps) DATE RESOURCES ' a. Attend bi- monthly meetings Bi -mthly Julie at Sr. Resources for SLL Site Coordinators. ' b. Tabulate monthly statistics 5th of Julie and forward to Sr. Resources. each mth. ' c. Update County and City staff June,Sept, Vicki,Tari, quarterly on the status of Dec, Mar. Diane,Arlene, the SLL program. Dawn,Sharmin, ' Julie d. Determine budget via grant mid June Gary Bork,Vicki thru cooperating agencies Sharmin, Julie of County, City, and Sr. Resources. t 1 1 1 II 1 SENIOR LINKAGE LINE - CARVER COUNTY AREAS OF RESPONSIBILITY FOR SLL COORDINATOR; Goal 3 of 3 TO Pi SENIOR LINKAGE L GOAL: T PUBLICIZE THE E. IOR LINE E PROGRAM TO THE SENIOR CITIZENS, ADULT CHILDREN, AND SENIOR SERVICE 1 PROVIDERS OF CARVER COUNTY. SPECIFIC OUTCOME #1: The county community -adult members will be aware of the SLL phone number and know how it can be useful to them. (customer oriented) 1 STRATEGY (Action Steps) DATE RESOURCES a. Contact groups or O.G. Sr.Advisory Bds individuals with phone calls, fliers. or meetings to publicize. (two /week in different communities) b. Distribute media packet June 18 Julie to papers. newsletters. c. Determine dates for and June 18 Helen:calendar. participate in information O.G. volunteers fairs for seniors /adult chil- dren. county /state fair, local events. d. �ExU1o:•e options for publicity. Aug /Sept Sr.Advisory Be. ;F: banks /grocery hags/ Julie gills. Optional promotion steering committee. 1 1 1 r 1 1 11 ' PUBLICITY GOAL ' SPECIFIC OUTCOME #3: The county -wide community will be enthusiastic about the Senior Linkage Line purpose and support it. STRATEGY (Action Steps) DATE RESOURCES 1 a. Positive articles will be O.G. Villager,Herald submitted to local newspapers Gazette,... ' and city newsletters city halls, regarding SLL. real estat.agcy 1 EVIDENCE OF COMPLETION OF SLL STAFF GOAL: (Has strategy been accomplished ?) Phone calls are answered M -F 9 -4, by SLL Carver County 1 paid and volunteer staff or are following absentee plan. / �/ Customer requests are dealt with within 2 days and , follow up occurs. Accurate referral /solutions are recorded, showing staff proficiency in use of equipment operation. y Monthly office reports on volunteer hours are on file. V Agency fliers are available to staff. A Iist of potential volunteers exists and is used to ' replace retiring volunteers. Volunteer recognition occurs formally once a year as well as celebrated informally throughout the year. 1 r 1 1 1 EVIDENCE OF COMPLETION OF SLL SYSTEM GOAL: Monthly "data base" and "referral" forms are filed. Existing and new agencies are updated in the system. 1 V Equipment instructions are visible (or available in a file) during operating hours. Problems with equipment are addressed and confirmed with a fix -it date. Staff can perform a TDD conversation with Sister Florentine. (1r r�; ,te - Ar(IDD w � o c�,� ✓ �f k� y / Coordinator attends regular meetings with Sr. Resources, 1 the County, and the City. 1 1 1 1 1 1 1 1 1 1 1 1 EVIDENCE OF COMPLETION OF SLL PUBLICITY GOAL: The phone line is used by customers. 1 Special needs equipment (TDD) is in use. Written information is published in area newspapers and 1 newsletters. A SLL booth is visible at local fairs /events. 1 Fliers are available and distributed to potential customers. New agencies contact SLL to register services. 1 (74. o •% cLA con cQ - 1 cn. cx_ ur re, ,* . Pc.rtS es 1 1 1 1 1 1 1 1 MI i limm MI M ilim RIniltilLiAlle AIR APPLAPpo441 MI Ms Me OM IIIIII M Month /Year July, 1993 Monthly Total of Calls: 17 Site: Carver Count Monthly Total of Requests: 23 n � Relationshi of caller to Client: Needs Identified: Follow -up: Case Management/ Not needed 2 " Self 7 Protective Services 1 Caller refused 2 Relative Chore /Housekeeping 2 Appropriate referral verified 3 Spouse 2 Counseling /Mental Health/ Chemical Dependency Found service through other than Child .1 Disabilities (blind, deaf, SLL medical equipment) Follow -up pending Grandchild Employment 1 Referred to other SLL site Financial Assistance/ No known resource available Sibling 1 Income Maintenance Specify: Friendly visiting/ Unknown /Other Companionship /Respite 2 Housing (assis living, sub - Friend sidized, foster, nursing) 2 Insurance /Medicare Agency 7 Legal/Consumer Complaints 1 - Medical /Prescription 1 Other Ombudsman /Advocacy Nutrition 1 Unknown Recreation /Education/ Senior Ctr /Defense Driving 3 Adult Day Care Number of agencies receiving w Referred to SLL By: .Support Groups referrals 20 u Tax Assistance 1 8 Friend /Family 3 Telephone Reassurance/ LI Agency sponsoring Lifeline - Monitoring local SLL 1 Transportation Coordinating OFFICE USE: o Volunteerism z Agency /Church /Clinic 1 Knew name of the agency, Total Number of calls this year n P.R. wanted address /phone to date: 17 0 Print 6 ResourceFair Other Requests 8 n nj T.V. Presentation 1 verify agency in SLL system Total Number of requests this m year to date: 23 m Radio Other 0 w State Sr. Linkage Line IL n Eldercare Locator 1 Other /Unknown 5 1 Senior Linkage Line Monthly Report Monthly Total of Calls: 16 Month/Year August 1993 - Monthly Total of Requests: 19 Site: Carver County -up: m Relationship of caller to Client: .Needs Identified: Not o Follow -ued 5 Case Management/ Self 7 Protective Services Caller refused 5 Relative [Chore /Housekeeping 1 ,Appropriate referral verified 3 Spouse Counseling /Mental Health/ Chemical Dependency Found service through other than Child Disabilities (blind, deaf, SLL 3 medical equipment) Follow -up pending Grandchild Employment 2 Referred to other SLL site Financial Assistance/ No known resource available Sibling Income Maintenance 1 Specify: Friendly visiting/ Unknown /Other 1 Companionship /Respite 4 Housing (assis living, sub - Friend 1 sidized, foster, nursing) 4 Insurance /Medicare Agency 7 Legal/Consumer Complaints Medical /Prescription Other Ombudsman /Advocacy Nutrition Unknown Recreation /Education/ Senior Ctr /Defense Driving 1 Adult Day Care Number of agencies receiving Support Groups referrals 24 w �' Referred to SLL By: TaxpAssistance ce o Friend /Family Telephone Reassurance) m Lifeline - Monitoring w Agency sponsoring 3 Coordinating OFFICE USE: ix I local SLL Transportation o volunteerism w Agency /Church /Clinic 1 Knew name of the agency, Total Number of calls this year w wanted address /phone to date: 33 P ' R ' Other Requests 4 m Print 9 ResourceFair 1 �f T.V. Presentation equipment donation; computer Total Number of requests this m year to date: m listing; foster grandparent for m Radio Other - w State Sr. Linkage Line fishing 01 Eldercare Locator Other /Unknown IIM MI r OM ••• MI NM MO OM w MO _• MB =I MB EMI MO • �+ - OM _io�nkfr Li MoMl rt= au • • RR as INN Month /Ye r SC- twA /973 Monthly Total of Calls: 07 Site: (r'v -& Monthly Total of Requests: 2% Relationship of caller to Client: Needs Identified: Follow -up: /g. Case Management/ Not needed Self Protective Services 1 Caller refused (o Relative Chore /Housekeeping 3 Appropriate referral verified 4 Spouse Counseling /Mental Health/ Chemical Dependency Found service through other than Child o Disabilities (blind, deaf, SLL medical equipment) Follow -up pending Grandchild Employment Referred to other SLL site Financial Assistance/ No known resource available Sibling Income Maintenance Specify: Friendly visiting/ Other Companionship /Respite Housing (assis living, sub - Friend 1 sidized, foster, nursing) GI Insurance /Medicare Agency Legal /Consumer Complaints Medical /Prescription S Other Ombudsman /Advocacy Nutrition Unknown Recreation /Education/ Senior Ctr /Defense Driving 7 Adult Day Care I Number of agencies receiving Referred to SLL By: Support Groups I referrals 33 Tax Assistance Friend /Family 3 Telephone Reassurance/ Agency sponsoring Lifeline - Monitoring local SLL Transportation q Coordinating OFFICE USE: Agency /Church /Clinic 4 Volunteerism P.R. Knew name of the agency, Total Number of calls this year Print 1 1 Resource Fair 1 wanted address /phone 3 to date: Other Requests ___L_ T.V. Presentation I f l realm ,. utfo�,,-vz%k"ov. Total Number of requests this Radio Other 4 year to date: State Sr. Linkage Line Eldercare Locator . Other Stmilor C,._-Fu wakk :...A 3 1 1 1 1 1 PUBLIC SAFETY DEPARTMENT 1 1 1 1 1 1 1 1 1 1 1 1 1 1 CITYOF 1 . CHANHASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 1 MEMORANDUM 1 TO: Don Ashworth, City Manager 1 FROM: Scott Harr, Public Safety Director 1 DATE: August 31, 1993 SUBJ: 1993 Goals & Objectives Status Report 1 I am pleased to report that 1993 goals & objectives are being successfully addressed. 1 Following is a brief update on them: The working copy of the Chanhassen Emergency Management Plan was completed and distributed. The plan was utilized during a multi - agency hazardous materials drill this Summer, and was actually used during the flood. The plan continues to be fine tuned. 1 The P olice contract has continued to be monitored and utilized in the most effective manner. ' Particularly with the activation of Bob Zydowsky's police license, most shifts throughout the day have a minimum of two officers on the road, with the result being more effective patrol coverage than ever. The 'experiment' of activating Bob Zydowsky's police license has been an absolute success from everyone's perspective. The additional fact that Bob does assist the Sheriff's Department by working part time on occasion when he is not on duty here, has helped cement relationships with the City and the County. There is no question that Chanhassen continues to benefit from Bob's experience. 1 More use has been made during this year of the volunteer resources in the County, and the City has benefitted from such organizations as the Carver County Sheriff's Department 1 Reserves & Mounted Posse, to help cover civic events such as the 4th of July, etc. The animal control contract has continued to be refined and reviewed, with a recommendation being presented to the Council for additional help in order to enter into an additional three 1 .t NW PRINTED ON RECYCLED PAPER 1 Don Ashworth August 31, 1993 Page 2 1 1 year contract. The cities utilizing the service continue to be pleased with it. Joint training for law enforcement officers and our fire department has occurred, with the biggest being the multi- agency hazardous materials drill. Personnel resources have been reviewed, with a very strong recommendation being made for 1994 for an additional secretarial position. After a review of past, present and future trends, it was decided that the vacant building inspector position resulting from Steve Nelson's taking a job as building official in another community, should be filled. This was done, and we are pleased to have Jerry Mohn onboard and now taking inspections on his own. Community education and crime prevention services continue to be offered to the community. Because of time constraints, this service has not been as extensively pursued as we would like, but does remain an important service that is available upon request. 1 Needless to say, it has been an extraordinary busy year, but one that we feel has been very productive, and in light of our goals & objectives -- successful! 1 1 1 1 1 1 1 1 1 1 1 1 1 1 ENGINEERING /PUBLIC WORKS DEPARTMENT 1 1 1 1 1 1 1 1 1 1 1 1 1 1 C ITYOF otorf ,10 CHANHASSEN 1 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 1 MEMORANDUM TO: Don Ashworth, City Manager 1 FROM: Charles Folch, City Engineer DATE: September 9, 1993 1 SUBJ: Review of 1993 Primary Goals and Objectives File No. PW -227 1 The following items are considered to be the top priority goals and objectives for the Public 1 Works Department in 1993: 1. Pavement Management - Develop an assessment policy for street reconstruction projects 1 within the City. The key question in terms of an assessment policy involves whether or the not the City should be responsible for a portion of the costs involved in the street reconstruction work. From one perspective, if the street has lived its useful life 1 expectancy of 20 -25 years, then the cost to rebuild a new street should be borne by the benefitting property owners as such when the road when was initially constructed. This would be analogous to buying a car which may last 10 years and 100,000+ miles. When 1 its useful life is over the car is typically scrapped or junked and a new one is purchased. From another perspective, some are of the opinion that once a street is built it is the 1 City's responsibility to provide funds from the general revenue to rehabilitate and maintain the streets. This is the key issue that needs to be decided prior to implementing the 5 -year capital improvement program which was prepared in 1992. It should also be noted that the state legislature is once again considering instituting a street utility similar to that created for surface water management whereby once a district is created, the revenues generated will be dedicated to aid in funding street reconstruction -type improvement projects. 1 UPDATE The City has recently completed another year's street repair and sealcoat program. This 1 is the first year that the City has had their own crack filling equipment which has been 1 1 Don Ashworth September 9, 1993 1 Page 2 implemented as a preparatory step prior to the patching and sealcoating work. I believe 1 this will prove to be very beneficial in the years to come. A feasibility report has also been recently completed for the street reconstruction and drainage improvement program for the Chanhassen Estates subdivisions. The City Council is scheduled to receive this feasibility 1 report at their September 13,1993 meeting with a public hearing scheduled for the October 11, 1993 City Council meeting. ' 2. Comprehensive Sanitary Sewer and Watermain Policy Plans - Complete the preparation of comprehensive sanitary sewer and watermain policy plans for the City. Develop, approve and implement utility infrastructure capital improvement programs. 1 UPDATE I This past spring the comprehensive sanitary sewer and watermain policy plans were completed and presented to the City Council during a work session meeting. These plans were subsequently adopted and approved by the City Council as guide plans for future utility infrastructure improvements within the City of Chanhassen. The City will embark on the identified improvements within these plans by continuing to provide trunk sewer and I watermain to developing areas within the urban service area and in 1994 scheduled to add another well to the City's water supply system. 3. Solid Waste Collection - Investigate and review the concept of establishing solid waste 1 collection service contracts for the City. In the past legislative sessions there have been a number of changes to the statutes regulating collection of solid waste in Minnesota I cities. One of the mandates requires that all cities with a population of 5,000 or more must insure that every residential household and business within the city have a solid waste collection service in one of three ways: 1) city - provided collection, 2) city-, organized collection or, 3) city - required proof of private contracts for collection service. There are many pros and cons which will be brought to light in association with each of these solid waste collection options; however, one problem which has become an ongoing 1 annual problem for the City is waste collection service during the weight restrictive times during the spring thaw. Many of the haulers cannot provide their service to customers within the City and still meet the weight restrictions imposed during the spring. One of the major concerns from a public works standpoint is that the current solid waste service is an independent and random service whereby these heavy vehicles are frequently on I residential streets (the same street possibly 5 times a week). The impact on the life of our City streets is significant particularly during the spring thaw when the load carrying capabilities of our streets are at their weakest. This is a critical issue that needs to be I resolved. UPDATE 1 1 1 Don Ashworth September 9, 1993 Page 3 The Recycling Commission has been reconvened to address the issue of solid waste collection within the City as to the potential for districting the City for designated hauler service. A number of commission meetings have occurred during this summer. A great deal of effort has been expended in accumulating data from surveys to homeowners, haulers and other communities concerning this issue. At this time a waste hauling program or plan of implementation has not yet been derived. Meetings and discussions with this committee ' and the haulers are expected to continue throughout the remainder of this year. ' 4. Staffing Equipment and Space Allocation - Continue to acquire information in developing staffing, equipment and space utilization plans for the Public Works Department. 1 UPDATE The department is continuing to acquire information on this issue by surveying similar ' departments in other communities, analyzing our current population of staff, inventory of equipment and space and our continuing to search for ways to perform the department duties in as efficient a manner as possible yet still maintaining a high level of service to the ' residents. 5. Project Management - Continue to provide project management of all public and private ' development projects within the City. Specific projects which are known at this time are as follows: 1 A. Preparation of plans and specifications for the Trunk Highway 5 Improvement Project and north boulevard access road from County Road 17 to Trunk Highway 41. Construction is expected to take place in 1996. UPDATE ' An environmental assessment has been completed for the North Boulevard Access Road. The Trunk Highway 5 Corridor Task Force has completed their work and has established two recommended alignment alternatives for implementation. Once the EAW has received a finding of no significant impact, the City and State will continue to proceed with the development of this project. B. Trunk Highway 101 Realignment, Phase II (North Leg) - Administrate construction contract. UPDATE 1 Don Ashworth September 9, 1993 1 Page 4 This construction project is more than half complete. It is anticipated that the I Trunk Highway 101 to Dakota Avenue alignment will be open for traffic within the next week. The reconstruction of West 78th Street immediately west of Trunk Highway 101 is expected to be completed by mid - October with the project 1 substantially completed by October 31, 1993. C. West 78th Street Detachment Project from Kerber Boulevard to County Road 17 I and County Road 17 South to Trunk Highway 5 - Complete design and project plans and specifications, administrate construction contract and assessment 1 hearing. UPDATE I The project is continuing with Stage I anticipated to be completed by the first week in October with substantial completion by October 31, 1993. I D. Minnewashta Parkway Road Improvement Project between Trunk Highway 7 and Trunk Highway 5 - Complete the installation of road improvements consisting of I curb and gutter, bituminous surfacing and trail installation and administrate assessment hearing. UPDATE 1 All of the project improvements have been completed with the exception of the trail I installation, boulevard restoration and tree planting work. The trail work is anticipated to be installed during the next week with the following two weeks to be used for the restoration, sodding and tree planting work. The project is expected to be completed by mid- October. E. Trunk Sanitary Sewer and Watermain Facilities in the Upper Bluff Creek District, 1 Phase I - Continue to administrate construction contract and have these facilities on -line for service during the summer of 1993. I UPDATE The project is substantially complete with the lift station and telemetry system in 1 operational condition. F. Various Private Projects 1 1 1 1 CITYOF CHANHASSEN io I 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 1 MEMOR r4 ANDUM TO: Mayor and City Council FROM: Don Ashworth, City Manager DA- 1 DATE: September 9, 1993 1 SUBJ: Vehicle Assignments/Mileage Reimbursement A question arose during the last accounts payable as to the city's vehicle assignments /mileage reimbursement. The following represents the general city policy under which all city employees operate: - "A vehicle will be assigned to you for your use to accomplish work assigned to you. It is your responsibility to keep that vehicle orderly, filled with gas, washed, and to provide notices to the mechanic of suspected mechanical failures. Should the assigned vehicle not be available, you will be reimbursed at the current federal reimbursement rate for usage of your personal vehicle. Your immediate 1 supervisor must approve either form of usage prior to such usage." I To the best of my knowledge, street, park, sewer /water utility, and the mechanic divisions have adhered to the above policy and that there has not been any reimbursements made under the mileage provision. Employees in these areas will use one of the administrative vehicles for sewer and water schools, seminars, etc. Similar to maintenance employees, firemen will use an administrative vehicle for schools specializing in medical training, fire schools, and specialized training functions when available; however, there have been times when firemen have used 1 personal vehicles when a city vehicle was not available. The following represents the current assignment of vehicles as it deals with city hall employees: 1 Engineering - White Blazer - Reserved for Charles/Dave - Suburban - Bill (field inspector) and Dave/Dan/Bill (field surveying) - Mercury Wagon - Dan/Engineering Intern (field work/inspections) 1 1 Mayor and City Council Y t3' September 9, 1993 Page 2 1 Park and Recreation - Ford Pickup - Jerry R./Dawn (program activities) P n'Y (P �' General Administration/Park/Planning 1 • Ford Taurus - Todd G./ Todd H./Paul (this vehicle is not to be used for any type 1 of inspection requiring off the road usage. Karen Engelhardt represents the check - in/check -out person). Personnel Without an Assigned Vehicle 1 - Kate 1 - Jo Ann's replacement - Sharmin - Finance - Diane Desotelle (Water Resources Coordinator) - Forester Public Safety 1 Each of our inspectors currently has a vehicle assigned to him including the Fire Marshal, Public Safety Director, CSO Officers, and Public Safety Officer. Minor usage needs by Beth or Carol has not been a problem recognizing people on vacation/sick/etc. 1 As can be seen from the above listing, there are a significant number of people who are trying to catch a vehicle from one of the other departments. Although we have paid mileage 1 reimbursement to a number of the people shown above, their usage of a personal vehicle for non - road work is abusive on a personal vehicle. The council can expect a request for an additional off the road vehicle (blazer -type) as a part of the 1994 budget. 1 Exceptions: The only exceptions to the general city vehicle usage /reimbursement policy is with department heads /city manager wherein quasi - employment contracts were established as part of 1 their employment. Specifically, most candidates for a department head position/city manager position will have several years of experience in various communities. Generally it is that experience which the council has deemed as highly important to ensure that a growing community such as our own can continue to function in a highly effective manner. When a department head position becomes vacant, I will advertise for that vacancy and screen candidates down to the top three people for that position. I generally try to find one candidate with minimal experience, i.e. have their P.E. degree with registration pending and the minimum five years of experience; another candidate with potentially five to ten years of experience and registered; and 1 1 Mayor and City Council September 9, 1993 1 Page 3 finally, a candidate who has extraordinary experience. I also informed the council as to the ' strengths and weaknesses of each candidate and potential salary range/benefits that each candidate may be seeking. After the council makes the selection as to which of the three candidates they prefer, it is my job to sit down with that candidate and develop a contract recognizing his ' experience and needs. The final contract is presented to the City Council prior to actually making that appointment. ' The process described above always amazes me. For example, I had two highly experienced engineers when that position was open in 1980. The third (weaker) candidate was Bill Monk. I told Bill in advance of the meeting of my rationale in selecting three candidates to present to the City Council and, in light of previous comments made by the council as to the importance of the commission, I doubted very much that he would even be considered. Even though he had little chance of being selected, going through the interview process would probably be good for 1 him simply to understand the interview process. Guess who the council selected? After Bill's departure, I once again advertised and presented three candidates to the City Council. I was assured that they would pick one of the two medium experienced engineers presented. Gary ' Warren represented the most highly qualified candidate bringing nearly 20 -25 years of experience together with a very strong resume in all operational phases of city government. Gary's current salary was greater than the salary range then in existence for our city. Guess who the City r Council chose? Gary recognized that we could not bring him in at a level higher than the midpoint and that my preference would be at no more than 95% of the midpoint. We reached ' agreement on his employment contract in that Gary placed a strong emphasis on having a take home vehicle. Similar circumstances arose as it deals with Scott Harr in that he felt it imperative to have a vehicle which would be set up similar to a squad car and be available for him for responding to police emergencies during the day as well as evening. In my own case, I looked at the mileage reimbursement program as being a part of the total compensation package. Specifically, most city managers receive a mileage reimbursement amount (see attached sheet). Although this may seem like a real "bennie," it does have definite drawbacks. Specifically, this is an advance reimbursement plan, as authorized by the IRS, subject to the advance reimbursement provisions. Specifically, the accounting for how these dollars were spent is the responsibility of the person receiving that advanced payment. Generally, for the past 3 -4 years, my expenses have been right at the current reimbursable allowance amount. ' I would like to take this opportunity, however, to note that the salary range for the city manager's position has not kept pace with the metropolitan area. Specifically, approximately 4-5 years ago the salary range and therefore the effective midpoint for my position, was equal to the midpoint for other similarly sized communities (see attached). Currently, I am approximately $4,000 lower than the midpoint for my position. A similar phenomenon has not occurred as it deals with all other positions of the city and I can honestly state that all of our positions accurately reflect the midpoint and current salary range for each of those positions. Similarly, we did provide salary adjustments at mid -year for all of our employees who were less than the midpoint for their position and who had demonstrated their ability to perform at a level commensurate with that 1 Mayor and City Council September 9, 1993 1 Page 4 position. As 1994 will probably be a year of more austere salary adjustments, I would ask that 1 the City Council consider adjusting the salary midpoint for my position from $61,200 to $65,200. I would ask that the City Council take one -half of the differential between my current salary and what should be the true midpoint for that position and make that as a salary adjustment effective back to July 1, 1993 (this coincides with the date where salary adjustments were made for all other employees based on performance), and that the second half of that adjustment occur in July 1994. Hopefully the above provides the council with satisfactory answers to our current policies for vehicle usage and mileage reimbursement. 1 1 1 • 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1- 1 1 1 1 1 x 1 SURVEY TITLE: City Manager /Administrator /County Administrator (Cont.) JOB NO. 174 RANGE DATA EXCLUDING LONGEVITY INCL. LONGEVITY WTD WAGE FREQUENCY DISTRIBUTION # OF 0 YRS YRS YRS # OF MEAN EMPL TRANSPORT / OF # OF TO # OF TO JURISDICTION EMPL RATES 25.0 45.0 64.9 84.9 +DEGREE SUPV ALLOWANCE T EXP TITLE MIN MAX STEPS MAX MAX STEPS MAX ROSEVILLE 1 79.5 1 M.P.A. 135 275/M0 N 11 -15 CITY MGR 65.3 95.3 MAPLEWOOD 1 83.1 1 M.P.A. 123 450/M0 N 16 -20 CITY MANAGER 64.9 87.4 BROOKLYN CENTER 1 80.5 1 M.A. 220 CITY CAR N 21 + CITY MANAGER 69.4 93.9 7 FRIDLEY 1 80.3 1 Ph.D. 190 2870/YR N 16-20 CITY MANAGER 76.5 105.2 LAKEVILLE 1 79.3 1 NONE 120 375/MO N 16 -20 CITY ADMIN 62.3 77.9 7 6.0 WHITE BEAR LAKE Pending M.P.A. 101 295/M0 N 6 -10 CITY MANAGER 69.7 CRYSTAL 1 75.5 1 M.P.A. CITY VEH N 21 + CITY MANAGER COTTAGE GROVE 1 72.4 1 M.P.A. 106 300 /M0 N 11 -15 ADM INVER GROVE HEIGHTS 1 69.9 1 M.A. 80 NONE N 21 + CITY ADMIN 66.6 69.9 2 1.0 NEW BRIGHTON Pending M.P.A. 70 290/MO N 11-15 CITY MANAGER NEW HOPE Pending M.P.A. 90 CAR N 6-10 CITY MANAGER 57.2 80.1 5 3.0 W00DBURY 1 76.2 1 M.A. 89 24 -HR CAR N 6 -10 CITY ADMIN GOLDEN VALLEY 1 88.8 1 M.A. 119 405/M0 N 11-15 CITY MANAGER SOUTH ST PAUL 1 64.0 1 M.P.A. 101 372/MO N 16-20 CITY ADMIN WEST ST PAUL Pending M.P.A. 95 2400 N 16-20 CITY MANAGER 57.0 71.3 COLUMBIA HEIGHTS 1 72.0 1 M.A. 120 250/M0 N 6 -10 CITY MANAGER CHAMPLIN 1 66.6 1 M.A. 62 NONE N 0 - 5 CITY ADM 54.6 68.2 N ANOKA 1 58.5 1 M.P.A. 127 300 /M0 N 0 - 5 CITY MANAGER 71.5 87.2 7 5.0 A HOPKINS 1 71.0 1 B.S. 102 300 /MO N 6 -10 CITY MANAGER 57.6 77.7 ANDOVER 1 61.8 1 B.S. 26 NONE N 6-10 CITY ENG /ADMIN 48.5 74.0 HASTINGS 1 59.8 1 M.A. 85 NONE N 6 -10 CITY ADMIN 56.4 66.8 6 5.0 68.7 3 15 "- ROBBINSDALE 1 72.0 1 B.S. 150 300 /MO N 0- 5 CITY MANAGER STILLWATER 1 58.9 1 B.S. 56 CAR N 11 -15 CITY COORD 58.9 RAMSEY Pending M.A. 40 200 /MO N 0 - 5 CITY ADMIN 46.8 65.0 NORTH ST PAUL 1 76.2 1 N.P.A. 60 300 /MO N 11 -15 CITY MANAGER MOUNDS VIEW 1 65.8 1 M.A. 55 .28 /MI N 0 - 5 CITY ADMIN 52.7 65.8 5 3.0 CHANHASSEN 1 61.2 1 M.P.A. 50 200 /MO N 21 + CITY MANAGER 52.9 71.7 SHAKOPEE 1 66.3 1 M.A. 63 300 /M0 N 0 - 5 CITY ADM 49.7 66.3 6 5.0 PRIOR LAKE 1 66.0 1 M.A. 53 350/M0 N 0 - 5 CITY MANAGER 47.2 70.7 CHASKA 1 65.2 1 M.P.A. 90 275/M0 N 16-20 ADMINISTRATOR 55..6 72.2 VADNAIS HEIGHTS 1 53.7 1 B.S. 17 150/MO Y 11-15 CITY ADMIN 43.0 53.7 6 4.0 i s *so SAVAGE 1 59.4 1 M.P.A. 59 3000 /YR N 6-10 CITY ADMINISTR 45.9 64.5 7 6.0 or z GROUP STATISTICS: 73.4 01: 65.8 02: 75.5 03: 80.5 Average: 59.6 77.4 68.7 MENDOTA HEIGHTS 1 56.8 1 M.P.A. 41 175/MO N 0 - 5 CITY ADMIN MOUND 1 63.3 1 M.A. 36 DAY USE N 11 -15 CITY MANAGER 51.2 63.9 4 3.0 ARDEN HILLS Pending 20 150/M0 N 0 - 5 CITY ADMIN 42.0 52.5 5 3.0 LINO LAKES 1 57.1 1 M.A. 35 0 N 11 -15 CITY ADMIN 45.3 57.9 ROSEMOUNT Pending B.A. 54 200 /MO N 11-15 CITY ADMIN HAM LAKE 1 49.3 1 NONE 9 .28/MI N 6 -10 ADM /CLERK /TREAS 39.5 49.3 4 , 3.0 LITTLE CANADA 1 53.6 1 M.A. 14 .28 /MI N 11 -15 CITY ADMIN 45.0 60.2 6 5.0 ST ANTHONY 1 57.1 1 M.A. 51 175/MO N 0 - 5 CITY MANAGER 57.1 ORONO 1 60.1 1 M.A. 38 200 /M0 N 0 - 5 CITY ADMIN 56.8 66.8 4 3.0 SPRING LAKE PARK 1 53.2 1 NONE 30 .28 /MI N 21 + CLERK /TREASURER FARMINGTON 1 53.9 1 M.P.A. 54 160/M0 N 11 -15 CITY ADMIN 45.9 55.0 3 3.0 SHOREW00D 1 54.1 1 M.P.A. 30 .28 /MI N 11 -15 CITY ADMIN 43.3 54.1 5 3.0 LAKE ELMO 1 40.2 1 NONE 9 1200 /YR N 0 - 5 ADMINISTRATOR 39.0 45.9 2 3.0 1 CITYOF CEANBASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 MEMORANDUM , TO: Mayor and City Council , FROM: Don Ashworth, City Manager DATE: September 13, 1993 ' SUBJ: Communication Systems ' One of our 1993 goals was to improve our overall community abilities. Although the primary emphasis of this goal was in the arena of telephone service, it became much broader in terms of emergency preparedness planning, voice mail, program registrations, faxing, and most importantly, a review of the overall systems. I am very pleased to announce that we have met ' each of the goals we were attempting to achieve, i.e: Telephone System: The number of blocked calls into city hall has continued to rise for the last two years. During the February/March time frame we recognized that this system would have to be improved recognizing the potential employment of a number of new people including our Water Resources Coordinator, Forester, summer intern positions, etc. To junk the entire system and start over was estimated to cost somewhere between $150,000 to $200,000. By contrast, the current system could be expanded to meet our growing needs, but such would have to recognize major trunk renovations coming into city hall. Although there would be a major cost associated with upgrading the system to accommodate 20 to 30 lines including upwards of 100 stations, the cost of such could be recouped by the elimination of the number of dedicated lines coming into city hall which were not going through the telephone system. Specifically, we identified 22 lines coming into city hall with only 10 of those being associated with the telephone system itself. By increasing the overall telephone capabilities, we would be in a position to increase the number of lines going in and out to approximately 15 for the current period and would be effectively saving approximately $9,000 per year. With a system upgrade cost of approximately $14,000, repayment could be anticipated within 11/2 years. Specialty Telephone Improvements: Following work efforts to upgrade the basic system, 1 we began to explore means by which we could use our communications system more efficiently and effectively. I had a number of discussions with Mayor Chmiel during this whole process and we both agreed that specialty functions such as voice mail and fax on 1 1 1 Mayor and City Council September 13, 1993 1 Page 2 demand could provide a much higher level of efficiency by our receptionist staff as well ' as to provide quicker responses to our residents by each of the using departments. The ability to create mailboxes for sewer and water compliance, assessment searches, plat map questions, etc. could ensure that the person calling in left information regarding that ' question in an efficient manner so as to allow the respondent to do 20 assessment searches and respond to those in approximately the same amount of time that it previously would take one assessment search not including the time required to get you back to what you had been doing before the call came in. Fax on demand provides similar user efficiencies that simply were not available to us before. The council should be getting correspondence from Karen Engelhardt within the near future describing how to use the ' voice mail and other system amenities which are currently in the process of being installed; ' Emergency Preparedness: As stated earlier, the communication goal to be achieved during 1993 included our ability to meet the needs of emergency preparedness. I had anticipated that this aspect, as it would deal with the fire department, would probably 1 involve increasing the overall level of telephone lines to that facility to ensure that we could adequately meet the needs of an emergency. The voice mail option together with the basic system changes made earlier in the year are the hidden benefits not previously ' considered. Specifically, by using the relay systems and trenching one wire between city hall and the fire station, we would have the ability to switch all fifteen lines coming into city hall over to the fire station with one switch. The system could be installed with a ' battery backup /emergency generator so as to ensure that the command center at the fire station could operate for a two week period of time without electricity. The possibility ' of doing this simply elated myself in that I have always worried that we were going to have 15 -20 people respond to that emergency center and have nothing to do. For example, each of the people responding had a responsibility to call area hospitals, call nurses, call heavy equipment operators, call all city employees back to work, etc. With only 3 incoming/outgoing lines available at the fire station, persons assigned to report would literally have no means to carry out their assignment. Almost assuredly, relatives ' living in South Dakota would block all three of those lines as they called in to find out whether or not their relatives had been a part of the tornado destruction reported across the top tier of Chanhassen. The new system would allow us to dedicate the entire 15 ' lines as outgoing lines without then having to worry about the lines becoming blocked from incoming calls. The secondary benefit was the ability to connect all three of those lines to the main system and eliminate the monthly charge for those individual lines as ' well as the line for the emergency telephone (to the best of our knowledge, this phone had never been used but it was costing us $60.00 per month), as well as deleting the fire alarm line which had also been a singular dedicated line. The above work items were completed within the overall budget and will reasonably pay themselves off within a three to four year period of time. 1 1 1 1 FINANCE DEPARTMENT 1 1 1 1 1 1 1 1 1 1 1 1 1 CITYOF CHANHASSEN 1 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 1 MEMORANDUM TO: Don Ashworth, City Manager FROM: Jean Meuwissen, Treasurer Tom Chaffee, Finance Coordi ator ' DATE: September 29, 1993 1 SUBJECT: Finance Department Goals and Objectives - 1993 Update As stated in our memo of January 4th, 1993 has proven to be an exciting and nearly exhausting year. Our list of Goals and Objec- tives for 1993 included an awesome hidden agenda under Item #5 which proved to be considerably more time consuming (as often is the case when dealing with the City Auditors) than originally ' anticipated. The extra efforts required for completion of the 1992 audit process included major fund realignment /reclassification, single audit (for compliance with Federal Regulations), establishing ' an internal service fund for vehicles and equipment, as well as compiling the ten -year statistical schedules as presented in the 1992 Comprehensive Annual Financial Report. Hopefully, these ' extra efforts will not go unrewarded as we anticipate a more favorable rating on the City's bond issues in the future. Referring to the attached list of 1993 Goals and Objectives, we 1 present the following update: 1. The anticipated major revision to our payroll system is ' still in field testing stage but should be available by year -end. ' 2. Fine tuning of the Fixed Asset Management process will be on -going for several months. 3. In -House processing of the Financial Accounting System ' will remain as a major objective for the next several years, albeit on the back burner. 4. Ditto Utility Billing. 1 t4g PRINTED ON RECYCLED PAPER Don Ashworth, City Manager 11 September 29, 1993 Page 2 i 5. The 1992 Comprehensive Annual Financial Report was sub- mitted, along with the proper application forms, to GFOA II for evaluation and consideration. 6. We missed this one - -- Anyone counting? II 7. Final Arbitrage reporting and rebate will occur on 2/28/94. 8. Sewer and water utility revenues are catching up and II further increases are not forseen at this time. Surface water utility rates do, however, need scrutiny and perhaps II increasing but will be covered more in detail during the 1994 Budget process. 9. Our active, aggressive investment strategy continues to II pay good dividends. A more detailed and specific memo will be forthcoming. 10. The property information database is being developed by a sub - contractor. 11. Fire Department data processing is currently being II assessed and modified by Hartley Associates. 12. Legislative efforts affecting local government finance II should be minimal in the next session being an off - budget year. We still keep informed and in touch through the League of Cities and the Association of Metropolitan II Municipalities. II II II II II II Don Ashworth, City Manager September 29, 1993 Page 3 FINANCE DEPARTMENT 1 1993 GOALS AND OBJECTIVES 1. Install major revision to payroll system. 1 2. Complete phase 2 of.the Fixed Asset Management and Reporting. (Including initial implementation of Central Services Fund for vehicles and equipment) 3. Continue installation efforts for in -house processing of Financial Accounting System. 1 4. Continue installation efforts for in -house processing of Utility Billing System. 5. Complete requirements and make application for G.F.O.A. Certificate of Achievement. 1 7. Finalize Arbitrage reporting and rebate relative to 1988 bond issues. (payment and report due 2/28/93) ' 8. Continue to monitor closely the water /sewer operations to assure financial stability. 9. Continue aggressive investment strategy and monitor results more closely. Establish basic cash flow modeling. 10. Continue work on Property Information data base. 11. Improve fire department reporting conditions and system. ' 12. Actively monitor legislative efforts affecting Local Governments and share information with Mayor /Council and City Manager. 1 1 1 1 1 1