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Correspondence Section Correspondence Letter from ISO, Public Protection Classification Department re: Insurance Classification dated January 4,2005. 2004 Report from Retailers Protection Association, Check Diversion Program. Memo from Greg Sticha, Finance Director dated February 7, 2005 re: Review of Claims Paid. Community Development Committee Meeting Date January 31,2005. Letter from Nancy Lenhart, U of M Extension Service-Carver County dated January 19, 2005. 2004 Chanhassen Cable Channel 8 Broadcasted Program Review. Letter to Bruce & Yvonne Geske dated February 2,2005 and Supporting Documentation. Letter from Neil Davis dated January 20, 2005 and Supporting Documentation. Minnetonka School District 276; Superintendent's Recommendations for Adjustments Needed to Balance the FY2006 Budget dated January 27, 2005. III 111 NORTH CANAL STREET SUITE 950 CHICAGO, IL 60606·1210 TEL: (312) 930-0070 (800) 444-4554 . FAX: (312) 930.()017 January 4,2005 Tom Furlong, Mayor City of Chanhassen 7700 Market Blvd Chanhassen, MN 55317 RE: Public Protection Classification Results Chanhassen, Carver & Hennepin Counties, MN Dear Mayor Furlong: We wish to thank you and the other community officials for your cooperation during our recent Public Protection Classification (PPC) survey. ISO is the leading supplier of statistical, underwriting, and actuarial information for the property/casualty insurance industry. Most insurers use the PPC classifications for underwriting and calculating premiums for residential, commercial and industrial properties. ISO has completed its analysis of the structure fire suppression delivery system provided in your community. We would like to report that the resulting classification is a Class 5/9. Congratulations on your commitment to serve the needs of your community's property owners and residents. ISO will advise its subscribing insurers of this classification change within the next 30-days and assign an effective date of February 1, 2005. This date allows insurers the necessary lead time to incorporate the Public Protection Classification change into their policy rating systems. If you would like to know how your community's classification could improve, or if you would like to learn about the potential effect of proposed changes to your fire suppression delivery system, please call us at the phone number listed below. The PPC program is not intended to analyze all aspects of a comprehensive structure fire suppression delivery system program. It is not for purposes of determining compliance with any state or local law, nor is it for making recommendations about loss prevention or life safety. If you have any questions about your Classification, please let us know. Very truly yours, p~ p~ ~'f)eµ, (800) 930-1677 Ext. 62Õ9 ;J;¿i! cc: Gregg Geske, Fire Chief Kelly Janes, Utilities Supt. THE ISO PUBLIC PROTECTION CLASSIFICATION (PPC) PROGRAM ISO's PPC program evaluates communities according to a uniform set of criteria defined in the Fire Suppression Rating Schedule (FSRS). This criteria incorporates nationally recognized standards developed by the National Fire Protection Association and the American Water Works Association. Using the FSRS, ISO objectively reviews the fire suppression capabilities of a community and assigns a Public Protection Classification - a number from 1 to 10. Class 1 represents exemplary fire protection, and Class 10 indicates that the area's fire suppression program does not meet minimum recognition criteria. The FSRS allocates credit by evaluating the following three major features: · Fire alarm and communication system. This review accounts for 10% of the total classification which centers upon a community's facilities and support for handling and dispatching fire alarms. · Fire department. This review accounts for 50% ofthe total classification which focuses upon items such as engine companies, ladder or service companies, distribution of fire stations and fire companies, equipment carried on apparatus, pumping capacity, reserve apparatus, department manning, and training. · Water supply system. This review accounts for 40% ofthe total classification highlighting the water supply a community uses for fire suppression, including hydrant size, type, and installation, as well as the inspection frequency and condition of fire hydrants. When ISO develops a single classification for a community, all of the community's properties receive that classification. In many communities, ISO develops a split classification (for example, 5/9). Generally, the first class, (Class 5 in the example) applies to properties within a defined distance (5-road miles in most states) of a fire station and within 1000 feet of a fire hydrant. The second class (Class 9 in the example) applies to properties beyond 1000 feet of a hydrant but within the defined distance of a fire station. ISO generally assigns Class 10 to properties beyond the defined distance of a fire station. Countrywide Public Protection Classification Summary 34.3% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% 1 2 3 4 5 6 7 8 9 10 Classifications 'INSURANCE SERVICES OFFICE, INC. CLASSIFICATION DETAILS Graded Area: Chanhassen County: Carver / Hennepin State: Minnesota Date Surveyed: April, 2004 Total Credit: 52.42 Class: 5 / 9 Pop.: 23430 RECEIVING AND HANDLING FIRE ALARMS This section of the Fire Suppression Rating Schedule reviews the facilities provided for the general public to report fires, and for the operator on duty at the communication center to dispatch fIre department companies to the fIres. Credit Actual Maximurr 1. Credit for Telephone Service (Item 414) This item reviews the facilities provided for the public to report fires, including the listing of fITe and business numbers in the telephone directory. 1.46 2.00 2. Credit for Operators (Item 422) 'This item reviews the number of operators on-duty at the communication center to handle fire calls. 2.67 3.00 3. Credit for Dispatch Circuits (Item 432) 'This item reviews the dispatch circuit facilities used to transmit alarms to fITe department members. 1.65 5.00 4. Total Credit for Receiving and Handling Fire Alarms: 5.78 10.00 Relative Classification for Receiving and Handling Fire Alarms: 5 CLASSIFICATION DETAILS . ~ . ....-. r-.. T"o. ...- ""-"'^^ CLASSIFICATION DETAILS . Graded Area: County: Date Surveyed: Chanhassen Carver / Hennepm April, 2004 Total Credit: State: Minnesota 52.42 Class: 5/9 Pop.: 23430 FIRE DEPARTMENT This section of the Fire Suppression Rating Schedule reviews the engine and ladder-service companies, equipment carried, response to fires, trallllng and available fire fighters. Credit Actual Maximurr. 1. Credit for Engme Companies (Item 513) This item reviews the number of engme companies and the hose equipment carried. 6.38 10.00 2. Credit for Reserve Pumpers (Item523) This item reviews the number of reserve pumpers, their pump capacity and the hose equipment carried on each 0.47 1.00 3. Credit for Pump Capacity (Item 532) This item reviews the total available pump capacity. 5.00 5.00 4. Credit for Ladder-Service Companies (Item 549) This item reviews the number of ladder and service companies and the equipment carried. 1.06 5.00 5. Credit for Reserve Ladder-Service Companies (Item553) This item reviews the number of reserve ladder and service trucks, and the equipment carried. 0.12 1.00 CLASSIFICATION DETAILS . 1. T....."..,. T'I._____~:_~ T~_ ~n.n('\ CLASSIFICATION DETAILS , Graded Area: Chanhassen County: Carver / Hennepin Date Surveyed; April, 2004 Total Credit 52.42 Class; 5 /9 FIRE DEPARTMENT ( continued 6. Credit for Distribution (Item 561) This item reviews the percent of the built-upon area of the city which has an adequately-equipped, responding first-due engine company within 1.5 miles and an adequately-equipped, responding ladder-service company within 2.5 miles. 7. Credit for Company Personnel (Item 571) This item reviews the average number of equivalent fire fighters and company officers on duty with existing companies. 8. Credit for Training (Item581) This item reviews the training facilities and their use. 9. Total Credit for Fire Department: Relative Classification for Fire Department: State: 11il1nesota Pop.: 23430 Credit Actual 1.27 2.83 2.34 19.47 7 Maximurr 4.00 15.00+ 9.00 50.00+ + This indicates that credit for manning is open-ended, with no maximum credit for this item CLASSIFICATION DETAILS . .- 1. ¿ T..."n____--.~__ T__ """^"f\ CLASSIFICATION DETAILS . Graded Area: County: Date Surveyed: Chanhassen Carver / Hennepin April, 2004 Total Credit: State: Minnesota . 52.42 Class: 5/9 Pop.: 23430 WATER SUPPLY This section of the Fire Suppression Rating Schedule reviews the water supply system that is available for fire suppression in the city. Credit Actual Maximurr 1. Credit for the Water System (Item 616) This item reviews the supply works, the main capacity and hydrant distribution. 34.07 35.00 2. Credit for Hydrants (Item 621) This item reviews the type of hydrants, and method of installation. 2.00 2.00 3. Credit for Inspection and Condition of Hydrants (Item 631) This item reviews the frequency of inspections of hydrants and their condition 2.70 3.00 4. Total Credit for Water Supply: 38.77 40.00 Relative Classification for Water Supply: 1 CLASSIFICATION DETAILS . ". y................ ~. _ _ T ...........n.^ Grading Sheet For: Chanhassen, Minnesota Carver / Hennepin County 5 / 9 Surveyed: April, 2004 Public Protection Class: Feature Credit Assigned MaxlinUID Credit Receiving and Handling Fire Alarms Fire Department Water Supply *Divergence 5.78% 19.47% 38.77% -11.60% 10.00% 50.00% 40.00% Total Credit 52.42% 100.00% The Public Protection Class is based on the total percentage credit as follows: Class % 1 2 3 4 5 6 7 8 9 10 90.00 or more 80.00 to 89.99 70.00 to 79.99 60.00 to 69.99 50.00 to 59.99 40.00 to 49.99 30.00 to 39.99 20.00 to 29.99 10.00 to 19.99 o to 9.99 *Divergence is a reduction in credit to reflect a difference in the relative credits for Fire Department and Water Supply. The above classification has been developed for use in property insurance premium calculations. EXHIBIT 30 ... ....................... .0" .....^"""'" PUBLIC PROTECTION CLASSIFICATION ~ROVEMENTSTATEMENTS FOR Chanhassen Carver / Hennepin County, Minnesota Prepared by INSURANCE SERVICES OFFICE, INC. 111 North Canal St., Ste 950, Chicago, IL 60606 312-930-0070 FAX 800-711-6431 The following statements are based upon the criteria contained in our Fire Suppression Rating Schedule and upon conditions in Chanhassen, Minnesota during April, 2004. They indicate the perfonnance needed to receive full credit for the specific item in the Schedule, and the quantity you have provided. Partial improvement will result in receiving a partial increase in the credit. These statements relate only to the fire insurance classification of your city. They are not for property loss prevention or life safety purposes and no life safety or property loss prevention recommendations are made. RECEIVING AND HANDLING FIRE ALARMS Credit For Telephone Service (Item 414). Actual = 1.46%; Maximum = 2.00% For maximum credit in the Schedule, there should be 4 incoming telephone lines reserved for receiving notification of fires (and other emergency calls). You have 3 lines reserved. For maxinmm credit in the Schedule, there should be 2 incoming telephone lines for conducting other fire department business. You have 1 line in addition to the lines reserved for receiving notification of fires (and other emergency calls.) For maximum credit in the Schedule, there should be 4 incoming lines reserved for notification of fires (and other emergency calls) plus 2 additional lines for conducting other fire department business. Since the designated business line is to a location that is not attended during normal business hours, l(one) line has been deducted from the number of creditable reserved fire lines. For maximum credit in the Schedule, both the number to report a fire and the fire department business number should be listed under "Fire Department" in the white pages directory (or IMPROVEMEf'..'Y STATEMENT . ,. T"'r.. T'Io government section of the white pages). Your fire number is listed but your business number is not listed under "Fire Department". For maximum credit in the Schedule, the individual telephone numbers of each fIre station should not be listed in the telephone directory. Credit For Operators (Item 422). Actual = 2.67%; Maximum = 3.00% For maximum credit in the Schedule, 4 operators are needed on duty at all times. You have an average of 3.55 operators on duty. Credit For Dispatch Circuits (Item 432). Actual = 1.65%; Maximum = 5.00% For maximum credit in the Schedule, there should be two (2) alarm dispatch circuits to each fire station and/or firefighter in accordance with National Fire Protection Association Standard, 1221. For maximum credit in the Schedule, the primary alann dispatch circuit should be monitored for integrity in accordance with National Fire Protection Association Standard, 1221. For maximum credit in the Schedule, the alann dispatch circuits should have recording facilities at the communication center. For maximum credit in the Schedule, both alann dispatch circuits should have an emergency power supply in accordance with National Fire Protection Association Standard, 1221. Total credit for Receiving and Handling Fire Alarms (Item 440) Actual = 5.78%; Maximum= 10.00% FIRE DEPARTMENT Credit For Engine Companies (Item 513). Actual = 6.38%; Maximum = 10.00% For maximum credit in the Schedule, 5 engine companies are needed in your city. These are calculated as follows: 3 for the Basic Fire Flow of 3500 gpm IlvIPROVEMENT STATEME)\.'T - --. - -.-... - ~ - ¡-'~~y..-:~t..~ TC"n T>_~_~_:....". T...,.. 1')f'\1\" 3 additional for the size of the area served. You have 4 engine companies in service. These are calculated as follows: 84 percent for Engine E2ll because of insufficient equipment. Additionally Engine E2l1 is lacking: an adequate hose testing program, an adequate pump testing program 80 percent for Engine E212 because of insufficient equipment. Additionally Engine E2l2 is lacking: an adequate hose testing program, an adequate pump testing program 74 percent for Engine L228 because of insufficient equipment. Additionally Engine L228 is lacking: an adequate hose testing program, an adequate pump testing program 79 percent for Engine E21 0 because of insufficient equipment Additionally Engine E21 0 is lacking: an adequate hose testing program, an adequate pump testing program Credit For Reserve Pumpers (Item 523). Actual = 0.47%; Maximum= 1.00% For maximum credit in the Schedule, 1 fully-equipped reserve pumper is needed. You have 0 reserve pumpers. Credit For Pump Capacity (Item 532). Actual = 5.00%; Maximum = 5.00% For maximum credit in the Schedule, at least 3500 gpm in fire department pump capacity is needed. You have 5250 gpm in creditable pump capacity. This is calculated as follows: 5250 gpm in service and reserve = 5250 gpm Total = 5250 gpm Credit For Ladder And Service Companies (Item 549). Actual = 1.06%; Maximum = 5.00% For maximum credit in the Schedule, 2 ladder companies are needed in your city. IMPROVElvlENT STATEMEi'-lT __0' _ _.__ ._~~... r"............u......:....'ht TC'{) Dr.....,..,.""'......;"''" l",... '){)nfl These are calculated as follows: 2 ladder companies due to method of operation. You have 2 ladder companies This is calculated as follows: *31 percent for Engine-Ladder L228 because of insufficient equipment, insufficient ladder testing and insufficient ladder length. * 1 0 percent for Engine-Ladder E210 because of insufficient equipment, insufficient ladder testing and insufficient la~der length. *Limited to 50% credit maximum by Fire Suppression Rating Schedule due to dual operations. The percentage shown has been adjusted to reflect this limitation. Credit For Reserve Ladder And Service Companies (Item 553). Actual = 0.12%; Maximum= 1.00% For maximum credit in the Schedule, 1 fully-equipped reserve ladder truck is needed. You have 1 reserve ladder truck. This is calculated as follows: 12 percent for Ladder R218 because of insufficient equipment and insufficient ladder testing and insufficient ladder length. Credit For Distribution (Item 561). Actual = 1.27%; Maximum = 4.00% For maximum credit in the Schedule, all sections of the city with hydrant protection should be within 11h miles of a fully-equipped engine company and 21h miles of a fully-equipped ladder, service, engine-ladder or engine-service company. The distance to be measured along all-weather roads. Credit For Company Personnel (Item 571). Actual = 2.83%; Maximum= 15.00% An increase in the average response of fire department members by one person will increase the fire department credit by 0.14. Credit For Training (Item 581). Actual = 2.34%; Maximum = 9.00% For maximum credit in the Schedule, the training program should be improved. You received 26 IJ'vlPROVElvIEJ\.'T 51' A1'EMENT ~ ." ~ -.... - .- ~.......... .......~__....:._1--. TC"n n_.....~~_:,.,'" T......... '')()nf\ percent credit for the current training program and the use of facilities. For maximum credit in the Schedule, pre-fire planning inspections of each cow..mercial, industrial, institutional and other similar-type building should be made twice a year by company members. Records of the inspections should include complete and up-to-date notes and sketches. For maximum credit in the Schedule, complete records should be kept of all training. Total credit for Fire Department (Item 590) Actual = 19.47%; Maximum = 50.00% WATER SUPPLY Credit For Supply System (Item 616). Actual = 34.07%; Maximum = 35.00% For maximum credit in the Schedule, the needed fIre flows should be available at each location in the city. Needed fire flows of 2500 gpm and less should be available for 2 hours, 3000 and 3500 gpm for 3 hours and all others for 4 hours. See the attached table for an evaluation of fire flow tests made at representative locations in your city. All A WW A standard hydrants within 1000 feet of a building, measured as hose can be laid by apparatus, are credited; 1000 gpm for hydrants within 300 feet; 670 gpm for 301 to 600 feet; and 250 gpm for 60 I to 1000 feet. Credit is reduced when hydrants lack a pumper outlet, and is further reduced when they have only a single 2.ÿ2-inch outlet. Credit For Inspection and Condition of Hydrants (Item 631). Actual = 2.70%; Maximum= 3.00% For maximum credit in the Schedule, all hydrants should òe inspected twice a year, the inspection should include operation and a test at domestic pressure. Records should be kept of the inspections. Hydrants should be conspicuous, well located for use by a pumper, and in good condition. Total credit for Water Supply (Item 640) Actual = 38.77%; Maximum = 40.00% IMPROVEMENT ST ATEME!\'T ,...._~~--=_L. TC"A n_~~~_:",... 1.....,... l)íI()f\ FIRE FLOW TESTS Chanhassen, ~esota Tests witnessed on May 27, 2004 Test Needed Limited Limited Limited No. Fire By by Distribution By Flowt Supply Mains (flow Hydrant gpm Works, gpm tests), gpm Spacing, gpm It 6000 2100 1a 1750 2t 6000 3900 2a 750 3 3000 4 - 3500 5 3000 6 3500 7 3000 8 1750 9 2500 10 3000 11 3500 12 1250 13 750 14 3500 2676 2500 15 750 16 2250 17t 7000 2600 920 tNeeded fIre flows exceeding 3500 gpm are not considered in Item 616 (CSS) Credit for System Supply IMPROVEMEl'IT STATEMENT r"__..~_L... TC"r\ n_~_~.....:.~... T~.... '1f"\{\(\ ~ ~ --< ~ u~ ~~ tf U'1 ~~ ~~ UQ if$ r:<:IO ~~ ~~ ~~ ~z --< ~ ~ ~ ) ~ .>. .~ 15 u ::3 o U ..q- o o N ¡-- N cd ~ * S * * ~ r/) :4 \0 ~ ¡-- \0 :g N ¡;:¡ '7' ~ ,--, U '-' ....~ ,j 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00· - ~¿ ~ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 <:> . ...... ...... 0\ 0\ or) ..q- N «') 00 0\ ¡-- 0\ or) 0 N In Nf < N N «') «') or) ..q- «') \D 0\ In t"- \0 0\ ..q- N N ~ ó. 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(1) o ...... 0\ ...... ¿ o :¡:: :a I: o IJ - :a CD ... IJ Q) § N ¡;; j ~ .~ ¡ o ..... iZI S \0 00 d(! ~ ~ '" æ § ..., '" '" ~ ã ,D => '0 ~ § Z '0 £ "B <=: ã ,D .g ~ ~ ã .ß 5 û) "3 .... CtI ~ ~ o 0 C) C) R . PA RETAILERS PROTECTION ASSOCIATION CHECK DIVERSION PROGRAM P.O. Box 94, Red Wing, MN 55066 www.theftreporting.com Tel: 651-388-2569 Fax: 651-388-2615 '5¥Æ~J~1~(rr~~ 2004 REPORT City of Chanhassen P.O. Box 147 Chanhassen, MN 55317 A IT: Beth Hoiseth Checks Recovered Merchant Restitution Donations 5 $ 608.87 $ 25.00 Total includes checks that where paid directly to merchants through RP A efforts. Totals do not include payment plans carried over, bankruptcy, stolen, fraudulent, or forged checks. I believe the check diversion program will playa larger role in 2005. Respectfully Submitted, Scott Adkisson Director CITY OF CHANHASSEN 7700 Market Boulevard PO Box 147 Chanhassen, MN 55317 Administration Phone: 952.227.1100 Fax 952.227.1110 Building Inspections Phone: 952.227.1180 Fax 952.227.1190 Engineering Phone: 952.227.1160 Fax 952.227.1170 Finance Phone: 952.227.1140 Fax: 952.227.1110 Park & Recreation Phone 952.227.1120 Fax 952.227.1110 Recreation Center 2310 Coulter Boulevard Phone 952.227.1400 Fax 952.227.1404 Planning & Natural Resources Phone 952.227.1130 Fax 952.227.1110 Public Works 1591 Park Road Phone 952.227.1300 Fax: 952.227.1310 Senior Center Phone 952.227.1125 Fax 952.227.1110 Web Site \'NII'I.ci .chanhassen.m n. us MEMORANDUM TO: Mayor City Council I L_ Lf:7w' . fl ,~ ! V _ I The following claims are submitted for review on February 14, 2005: The City 01 Chanhassen · A growing community with clean lakes, quality schools, a charming downtown, thriving businesses, winding trails, and beautiful parks. A greal place to live, \'Iork, and play FROM: Greg Sticha, Finance Director DATE: February 7,2005 SUBJECT: Review of Claims Paid Check Numbers Amounts 2004 Expenditures 122850-122883 $49,043.48 122982-122998 $33,422.95 123060-123064 $2,217.44 ----------------- Total 2004 Expenditures $84,683.87 2005 Expenditures 122884-122928 $189,866.14 122929-122981 $35,186.64 122999-123059 $66,644.62 ----------------- Total 2005 Expenditures $291,697.40 January AMEX charges $24,621.96 Total All Claims $401,003.23 Attachments: Check Register Invoice Listing AMEX Listing CHECK REGISTER REPORT 122850-123064 Date: 02/07/2005 Time: 8:54am Page: 1 City of Chanhassen BANK: CHANHASSEN BANK ----------------------------------------------------------------------------------------------------------------------------------- Check Check Vendor Number Date Status Number Vendor Name Check Description Amount ----------------------------------------------------------------------------------------------------------------------------------- 122850 01/20/2005 Printed A1ELE A-1 ELECTRIC SERVICE LS 2 PANEL 84,51 122851 01/20/2005 Printed ARGMAN ARGENT MANAGEMENT CONSULTANTS COACHING-AANENSON 300.00 122852 01/20/2005 Printed BELSAN BELLE PLAlNE SAND & GRAVEL SCREENED SAND 1,931.28 122853 01/20/2005 Printed CARGIL CARGILL INCORPORATED BULK CLEARLANE TREATED 4,040.60 122854 01/20/2005 Printed MINNEG CENTERPOINT ENERGY MINNEGASCO GAS CHARGES 4,295.22 122855 01/20/2005 Printed DANKA DANKA OFFICE IMAGING COMPANY COPIER 672.40 122856 01/20/2005 Printed DEPPUB DEPARTMENT OF PUBLIC SAFETY TERMINAL ID'S/CONNECT CHARGES 390.00 122857 01/20/2005 Printed DUNRIT DUNN-RITE SHOES & REPAIR ATTACH NAME TO FIRE JACKET 18.00 122858 01/20/2005 Printed EARAND EARL F ANDERSEN INC SIGNS 575.23 122859 01/20/2005 Printed EHLERS EHLERS & ASSOCIATES INC PROFESSIONAL SERVICES 4,157.50 122860 01/20/2005 Printed ESSBRO ESS BROTHERS & SONS INC FRAME/ROPES 2,802.02 122861 01/20/2005 Printed GOPSTA GOPHER STATE ONE-CALL INC UTILITY LOCATES 182.85 122862 01/20/2005 Printed HANTHO HANSEN THORP PELLlNEN OLSON LIFT STATION 2 01-11C 5,418.75 122863 01/20/2005 Printed IKOOFF IKON OFFICE SOLUTIONS COPIER 227.19 122864 01/20/2005 Printed KAEDIN KAEDING AND ASSOCIATES INC SCADA SYSTEM-PHASE 2 PROJECT 1,298.00 122865 01/20/2005 Printed KILELE KILLMER ELECTRIC CO INC BREAKER REPAIR 1,840.00 122866 01/20/2005 Printed LONHOM LONGACRES HOMEOWNERS ASSN REFUND-OVERPAYMENT 264.42 122867 01/20/2005 Printed LORHAA LORI HAAK MILEAGE 77.63 122868 01/20/2005 Printed MAHSWE MAHMOUD SWEIDAN AUTOCAD BOOK 55.99 122869 01/20/2005 Printed METRAD METROPOLITAN RADIO BOARD RADIO USE 528.75 122870 01/20/2005 Printed MNUCFU MINNESOTA UC FUND UNEMPLOYMENT 181. 59 122871 01/20/2005 Printed MNTREA MN STATE TREASURER DECEMBER SURCHARGE 2,941.55 122872 01/20/2005 Printed MVEC MN VALLEY ELECTRIC COOP ELECTRICITY CHARGES 233.43 122873 01/20/2005 Printed NEWLEA NEW HORIZONS LEARNING TUITION-GRUENHAGEN 2,250.00 122874 01/20/2005 Printed OFFMAX OFFICE MAX OFFICE SUPPLIES 39.03 122875 01/20/2005 Printed QUILL QUILL CORPORATION DISPLAY UNIT-SENIOR CENTER 151. 06 122876 01/20/2005 Printed QWEINT QWEST INTERPRISE INTERNET CHARGES 422.94 122877 01/20/2005 Printed RRMAR R&R MARINE ROLLER 10.60 122878 01/20/2005 Printed ROWEKA ROWEKAMP ASSOCIATES INC CUSTOM TRAINING 3,850.00 122879 01/20/2005 Printed SENSYS SENTRY SYSTEMS, INC. REPLACE MONITORING CHECK 2.13 122880 01/20/2005 Printed HARCOM THE HARTFEIL COMPANY TAILGATE VALVES 116.38 122881 01/20/2005 Printed TONABE TONY ABERNATHY SHIRTS 57.98 122882 01/20/2005 Printed WMMUE \'1M MUELLER & SONS INC RUBBLE DISPOSAL 241.30 122883 01/20/2005 Printed XCEL XCEL ENERGY INC ELECTRICITY CHARGES 9,385.15 122884 01/20/2005 Printed ALEAIR ALEX AIR APPARATUS INC ORINGS/LUBE 482.82 122885 01/20/2005 Printed ARAMAR ARAMARK COFFEE/CREAM 76.10 122886 01/20/2005 Printed BENPRO BENIEK PROPERTY SERVICES INC SNOWPLOWING 855.00 122887 01/20/2005 Printed BORSTA BORDER STATES ELECTRIC SUPPLY LAMP 69.01 122888 01/20/2005 Printed BRAPUM BRAUN PUMP & CONTROLS PUMP/PANEL LS 26 308.25 122889 01/20/2005 Printed BREPRI BRENGMAN PRINTING FEB FEST TICKETS 181. 05 122890 01/20/2005 Printed BREMIL BRENT & KATHLEEN MILLER EASEMENT AGREEMENT 1,400.00 122891 01/20/2005 Printed CHANHA CITY OF CHANHASSEN PAY OFF BALANCE 2700700 21.43 122892 01/20/2005 Printed CLITHE CLIMB THEATRE INC 2005 PRESENTATIONS 2,790.00 122893 01/20/2005 Printed COLCHA COLORADO CHAPTER ICBO REGISTRATION 325.00 122894 01/20/2005 Printed COREXP CORPORATE EXPRESS OFFICE SUPPLIES 58.49 122895 01/20/2005 Printed DANKA DANKA OFFICE IMAGING COMPANY TONER 23.96 122896 01/20/2005 Printed DEL TOO DELEGARD TOOL COMPANY SPINNER/TORX BIT 20,27 122897 01/20/2005 Printed DESFLA DESIGN FLAGS & FLAGPOLES PULLEY INSTALL/SPRING SNAP 128.00 122898 01/20/2005 Printed FIRIN1 FIRE INSTRUCTORS ASSN OF MN HANDBOOK 236.43 122899 01/20/2005 Printed FMAM FIRE MARSHALS ASSOC. OF MINN MEMBERSHIP-COPPERSMITH 35.00 122900 01/20/2005 Printed FIRRES FIRE RESCUE MAGAZINE SUBSCRIPTION 34,95 122901 01/20/2005 Printed GOVERN GOVERNING SUBSCRIPTION 16,00 122902 01/20/2005 Printed HAWCHE HAWKINS CHEMICAL CALCIUM CHLORIDE PELLETS 351. 45 122903 01/20/2005 Printed ICMA ICMA RETIREMENT AND TRUST-457 EMPLOYEE DEFERRED COMP 430,00 122904 01/20/2005 Printed ICC INTERNATIONAL CODE COUNCIL MN IMC/IFGC/IPC SOFT 2000 450,00 122905 01/20/2005 Printed JOHSUP JOHNSTONE SUPPLY THERMOSTAT 49,51 122906 01/20/2005 Printed LORHAA LORI HAAK MILEAGE 22,68 122907 01/20/2005 Printed MARPOL MARY POLICHNOWSKI REFUND BALANCE OF DEPOSIT 78,57 122908 01/20/2005 Printed MEDICA MEDICA HEALTH INSURANCE 50,674,14 122909 01/20/2005 Printed METFIR METRO FIRE REPLACEABLE SENSOR CELL 180,82 122910 01/20/2005 Printed METC02 METROPOLITAN COUNCIL WASTEWATER SERVICE-FEBRUARY 108,674,20 122911 01/20/2005 Printed MNLIFE MINNESOTA LIFE LIFE INSURANCE 1,311.98 122912 01/20/2005 Printed MNPOL MN POLLUTION CONTROL AGENCY CLASS D LICENSE RENEWAL-BELL 23.00 122913 01/20/2005 Printed MSRS MSRS EMP HCSP-PAY DATE 1/21/05 1,820.61 122914 01/20/2005 Printed MSSA MSSA MEMBERSHIP 35.00 122915 01/20/2005 Printed NAPA NAPA AUTO & TRUCK PARTS HOSE END-TRUCK 127 44.71 122916 01/20/2005 Printed USCM NATIONWIDE RETIREMENT SOLUTION EMPLOYEE DEFERRED COMP 7,038.41 CHECK REGISTER REPORT Date: 02/07/2005 122850-123064 Time: 8:54am City of Chanhassen Page: 2 BANK: CHANHASSEN BANK ----------------------------------------------------------------------------------------------------------------------------------- Check Check Vendor Number Date Status Number Vendor Name Check Description Amount ----------------------------------------------------------------------------------------------------------------------------------- 122917 01/20/2005 Printed NEWLEA NEW HORIZONS LEARNING TUITION 2,250,00 122918 01/20/2005 Printed NORPOW NORTHWESTERN POWER EQUIP CO PRS-SPRINGFIELD REPAIR 1,282.26 122919 01/20/2005 Printed OTTO OTTO ASSOCIATES ALTA SURVEY - #1-04-0679 2,021.50 122920 01/20/2005 Printed PALWES PALMER WEST CONSTRUCTION MISC SUPPLIES 664.00 122921 01/20/2005 Printed QUAFLO QUALITY FLOW SYSTEMS, INC EMERGENCY PUMP-LS 2 2,982.00 122922 01/20/2005 Printed QWEST QWEST TELEPHONE CHARGES 128.56 122923 01/20/2005 Printed QWEINT QWEST INTERPRISE INTERNET CHARGES 429.54 122924 01/20/2005 Printed SCIEXP SCIENCE EXPLORERS MYSTERIES OF THE DEEP 118.30 122925 01/20/2005 Printed STPSTA ST PAUL STAMP WORKS REPLACE YEAR BAND ON STAMP 35.42 122926 01/20/2005 Printed SUSBIL SUSAN BILL MISC SUPPLIES 71.53 122927 01/20/2005 Printed VERDIR VERIZON CELL PHONE CHARGES 28.42 122928 01/20/2005 Printed XCEL XCEL ENERGY INC ELECTRICITY CHARGES 1,607.77 122929 01/27/2005 Printed AARP AARP DEFENSIVE DRIVING 230.00 122930 01/27/2005 Printed ALEAIR ALEX AIR APPARATUS INC SHIPPING-POSI CHEK CALIBRATION 70.33 122931 01/27/2005 Printed ATTAZ AT&T CONSUMER LEASE SERVICES TELEPHONE CHARGES 14.62 122932 01/27/2005 Printed BETROA BETTER ROADS SUBSCRIPTION 24.00 122933 01/27/2005 Printed BOLMEN BOLTON & MENK INC COUNTRY OAKS DRAINAGE STUDY 11. 57 122934 01/27/2005 Printed CABFEV CABIN FEVER SPORTING GOODS FEB FEST 1,429.23 122935 01/27/2005 Printed CARGIL CARGILL INCORPORATED BULK CLEARLANE TREATED 4,111.30 122936 01/27/2005 Printed CHAVIL CHANHASSEN VILLAGER SUBSCRIPTION 25.00 122937 01/27/2005 Printed COREXP CORPORATE EXPRESS OFFICE SUPPLIES 69.51 122938 01/27/2005 Printed CRABTR CRABTREE COMPANIES INC LASERFICHE ANNUAL LICENSE FEES 9,994.26 122939 01/27/2005 Printed CROCOL CROWN COLLEGE TUITION-RICE 3,110.00 122940 01/27/2005 Printed DAIAND DAISY ANDERSON BOOK FOR CLASS 28.49 122941 01/27/2005 Printed DANREM DAN REMER LUNCH FOR CLASS 11. 49 122942 01/27/2005 Printed EDCOP ED COPPERSMITH PARKING FEES FOR CLASS 30.00 122943 01/27/2005 Printed ENGNEW ENGINEERING NEWS-RECORD SUBSCRIPTION 69.00 122944 01/27/2005 Printed FASCOM FASTENAL COMPANY HOLE SAWS FOR SHOP REPLACEMENT 198.59 122945 01/27/2005 Printed FIRINl FIRE INSTRUCTORS ASSN OF MN BOOK 444.06 122946 01/27/2005 Printed FIRRES FIRE RESCUE MAGAZINE SUBSCRIPTION 29.95 122947 01/27/2005 Printed FORAME FORCE AMERICA INC JOYSTICK CONTROL-TRUCK 126 231. 29 122948 01/27/2005 Printed GREHOO GRETEL'S HOOPS & THREADS LOGOS ON JACKETS 15.00 122949 01/27/2005 Printed GSDIR GS DIRECT INC PAPER 98.11 122950 01/27/2005 Printed HANTHO HANSEN THORP PELLINEN OLSON LS 14 SURVEY- PW055N 1, 800 ,00 122951 01/27/2005 Printed HAWCHE HAWKINS CHEMICAL ORINGS/GASKET/CHECK VALVE 97.67 122952 01/27/2005 Printed HENCHE HENNEPIN COUNTY CHIEF'S ASSOC MEMBERSHIP 10.00 122953 01/27/2005 Printed INDLAN INDOOR LANDSCAPES INC JANUARY PLANT SERVICE 199.16 122954 01/27/2005 Printed INFRAT INFRATECH JETTER REPAIR/HOSE 117.45 122955 01/27/2005 Printed ITLPAT ITL PATCH COMPANY INC SHOULDER EMBLEMS 69.50 122956 01/27/2005 Printed JEASTE JEAN STECKLING MILEAGE 9.72 122957 01/27/2005 Printed JWPEP JW PEPPER & SON INC MUSIC 27.96 122958 01/27/2005 Printed LEAMIN LEAGUE OF MINNESOTA CITIES REGISTRATION-TJORNHOM 240.00 122959 01/27/2005 Printed MENARD MENARDS - EDEN PRAIRIE LUMBER 1. 85 122960 01/27/2005 Printed MERHVA MERIT HVAC INC REPAIR FURNACE 235.78 122961 01/27/2005 Printed MEFIRE METRO FIRE OFFICERS ASSOC MEMBERSHIP 100.00 122962 01/27/2005 Printed MINCON MINNESOTA CONWAY FIRE EXT ANNUAL INSPECTION 556.37 122963 01/27/2005 Printed MNPUBL MN DEPARTMENT OF PUBLIC SAFETY GOVERNOR'S CONF-HOMELAND SEC 165.00 122964 01/27/2005 Printed MNHOR MN STATE HORTICULTURAL SOCIETY MEMBERSHIP 45.00 122965 01/27/2005 Printed MVEC MN VALLEY ELECTRIC COOP ELECTRICITY CHARGES 523.52 122966 01/27/2005 Printed MOSTCA MOSTCA MEMBERSHIP 65.00 122967 01/27/2005 Printed NAPA NAPA AUTO & TRUCK PARTS HYDRAULIC HOSE FITTING-TR 127 973.26 122968 01/27/2005 Printed OFFMAX OFFICE MAX OFFICE SUPPLIES 562.35 122969 01/27/2005 Printed OFFMAX OFFICE MAX OFFICE SUPPLIES 30.91 122970 01/27/2005 Printed PAUOEH PAUL OEHME MILEAGE/DINNER 39.57 122971 01/27/2005 Printed POWOIB POWERPLAN OIB MISC PARTS FOR LOADER 378.03 122972 01/27/2005 Printed SATSHE SATELLITE SHELTERS INC WARMING HOUSE RENTAL 621. 97 122973 01/27/2005 Printed SENSYS SENTRY SYSTEMS, INC, MONITORING SERVICES 250.52 122974 01/27/2005 Printed SHOTRU SHOREWOOD TRUE VALUE WEST FIRE STATION SUPPLIES 30.81 122975 01/27/2005 Printed SPSCOM SPS COMPANIES INC HEX DRIVER/CAST IRON FLANGE 96.40 122976 01/27/2005 Printed STPSTA ST PAUL STAMP WORKS UPDATE BANDS ON DATE STAMP 35.42 122977 01/27/2005 Printed STREIC STREICHER'S CARIBINER 68.96 122978 01/27/2005 Printed TARGET TARGET ANNIVERSARY-WEGLER 100.00 122979 01/27/2005 Printed VERIZO VERIZON WIRELESS CELLULAR PHONE CHARGES 6.07 122980 01/27/2005 Printed GOOBRA WINGFOOT COMMERCIAL TIRE TIRES 346.03 122981 01/27/2005 Printed XCEL XCEL ENERGY INC ELECTRICITY CHARGES 7,136.56 122982 01/27/2005 Printed BOLMEN BOLTON & MENK INC WELL 9 SITING AND DESIGN 471.00 122983 01/27/2005 Printed CARTRE CARVER COUNTY TREASURER ELECTRONICS RECYCLING 313.00 CHECK REGISTER REPORT 122850-123064 Date: 02/07/2005 Time: 8: 54am Page: 3 City of Chanhassen BANK: CHANHASSEN BANK -----------------------------------------------~----------------------------------------------------------------------------------- Check Check Vendor Number Date Status Number Vendor Name Check Description Amount ---------------------------------------------------------------------------------------------------------------- ------------------- 122984 01/27/2005 Printed COMINT COMPUTER INTEGRATION TECHN, SERVICES RETAINER 4,000.00 122985 01/27/2005 Printed DUNRIT DUNN-RITE SHOES & REPAIR STEEL TOE BOOTS-ABERNATHY 493.00 122986 01/27/2005 Printed GENCON GEN CON CONSTRUCTION CITY HALL REMODEL 4,063.80 122987 01/27/2005 Printed HANTHO HANSEN THORP PELLlNEN OLSON 2005 STREET IMPROVEMENTS 11,182.50 122988 01/27/2005 Printed INFRAT INFRATECH 20" MAIN TREATMENT PLANT SITE 300.00 122989 01/27/2005 Printed KIMHOR KIMLEY HORN AND ASSOCIATES INC TH 212 REALTED SERVICES 7,242.10 122990 01/27/2005 Printed KINKOS KINKOS FIRE DEPT TRAINING 22.49 122991 01/27/2005 Printed NFPA NATIONAL FIRE PROTECTION ASSN COMMERCIAL COOKING BOOK 33.83 122992 01/27/2005 Printed NEPCOR NEP CORPORATION VICE FOR BAND SAW 179.89 122993 01/27/2005 Printed ONVOY ONVOY CISCO ROUTER WITH SMARTNET 3,235.31 122994 01/27/2005 Printed ONYSPE ONYX SPECIAL SERVICES INC RECYCLE-BALLAST 9.28 122995 01/27/2005 Printed PAMPRO PAMEDCO PROPERTIES LLC, REFUND-RECORDING/ESCROW 150.00 122996 01/27/2005 Printed SOUSUB SOUTHWEST SUBURBAN PUBLISHING PRINTING/PUBLISHING 1.504.30 122997 01/27/2005 Printed TWICIT TWIN CITY WATER CLINIC INC WATER TESTING 25.00 122998 01/27/2005 Printed ZEPMAN ZEP MANUFACTURING COMPANY RUST REMOVER/TOWELS/ZEP ERASE 197,45 122999 01/31/2005 Printed POST POSTMASTER UTILITY BILL POSTAGE 665,98 123000 01/31/2005 Printed POST POSTMASTER NEWSLETTER POSTAGE 1,331.39 123001 02/03/2005 Printed AMEM AMEM MEMBERSHIP-COPPERSMITH 100,00 123002 02/03/2005 Printed ASCAP ASCAP MUSIC LICENSE FEE 186,86 123003 02/03/2005 Printed ASPMIL ASPEN MILLS TITLE EMBROIDERY/PATCHES 123,93 123004 02/03/2005 Printed ATTIL AT&T WIRELESS SERVICES CELLULAR PHONE CHARGES 9,93 123005 02/03/2005 Printed BENPRO BENIEK PROPERTY SERVICES INC SNOWPLOWING 570.00 123006 02/03/2005 Printed BORSTA BORDER STATES ELECTRIC SUPPLY CABLE CONN 17.59 123007 02/03/2005 Printed BUIFAS BUILDING FASTENERS MISC SUPPLIES 788,92 123008 02/03/2005 Printed CABFEV CABIN FEVER SPORTING GOODS AUGER 371. 69 123009 02/03/2005 Printed CARGIL CARGILL INCORPORATED BULK CLEARLANE TREATED 5,175.32 123010 02/03/2005 Printed CATPAR CATCO PARTS SERVICE REPAIR HOIST CYLINDER-TRCK 121 660.74 123011 02/03/2005 Printed MINNEG CENTERPOINT ENERGY MINNEGASCO GAS CHARGES 6,727.25 123012 02/03/2005 Printed CHAEIL CHARLES EILER PARKING 6.00 123013 02/03/2005 Printed CHANHA CITY OF CHANHASSEN WATER/SEWER CHARGES 321. 72 123014 02/03/2005 Printed COREXP CORPORATE EXPRESS CHAIRS 807.85 123015 02/03/2005 Printed COUMAR COUNTY MARKET SENIOR CENTER SUPPLIES 29.09 123016 02/03/2005 Void DEPREG DEPUTY REGISTRAR #59 SALES TAX/LICENSE REG-#705 45.00 123017 02/03/2005 Printed EDINA EDINA REALTY TITLE REFUND FINAL BILL OVERPAYMENT 25,79 123018 02/03/2005 Printed FACMOT FACTORY MOTOR PARTS COMPANY BATTERY 78 ,38 123019 02/03/2005 Printed FIRSTU FIRST STUDENT INC BUS FEE 172,05 123020 02/03/2005 Printed FORBEN FORTIS BENEFITS LONG TERM DISABILITY 1,040.86 123021 02/03/2005 Printed FORDEN FORTIS DENTAL BENEFITS DENTAL INSURANCE 990.23 123022 02/03/2005 Printed GLEFLO GLENROSE FLORAL PLANT-LEE KERBER FUNERAL 47.95 123023 02/03/2005 Printed HAWCHE HAWKINS CHEMICAL CHEMICALS 138.32 123024 02/03/2005 Printed ICMA ICMA RETIREMENT AND TRUST-457 EMP DEFERRED COMP 430.00 123025 02/03/2005 Printed JBEMEC J-BERD MECHANICAL CONTRACTORS REPAIR LEAKS IN HEATERS 161. 54 123026 02/03/2005 Printed JENPHA JENNIFER PHARIS REFUND-UNDER THE SEA 48.00 123027 02/03/2005 Printed JOHKNO JOHN KNOBLAUCH AS BUILT ESC-1415 KNOB HILL LN 1. 500 .00 123028 02/03/2005 Printed JOHTHO JOHN THOMPSON REFUND-DADDY/DAUGHTER DATE 35.00 123029 02/03/2005 Printed KMCTEL KMC TELECOM TELEPHONE CHARGES 2,569.30 123030 02/03/2005 Printed LEAMIN LEAGUE OF MINNESOTA CITIES SUBSCRIPTION 37.00 123031 02/03/2005 Printed MATSAA MATT SAAM MILEAGE 49.82 123032 02/03/2005 Printed METARE METRO AREA MANAGEMENT ASSOC MEMBERSHIP DUES 50.00 123033 02/03/2005 Printed MINCON MINNESOTA CONWAY ANNUAL INSPECTION 234.56 123034 02/03/2005 Printed MASS MN ASSOCIATION OF SENIOR SERV MEMBERSHIP 15.00 123035 02/03/2005 Printed NCPERS MN NCPERS LIFE INSURANCE EMPLOYEE LIFE INSURANCE 32.00 123036 02/03/2005 Printed MNPIE MN PIE REGISTRATION-LARSEN 115.00 123037 02/03/2005 Printed MVEC MN VALLEY ELECTRIC COOP ELECTRICITY CHARGES 3,125.67 123038 02/03/2005 Printed MOOMED MOORE MEDICAL FIRST AID SUPPLIES 125.89 123039 02/03/2005 Printed MSRS MSRS EMP HCSP-PAY DATE 2/4/05 1,822.19 123040 02/03/2005 Printed NANGAG NANCY GAGNER SNOW BUDDIES CLASS FEES 43,00 123041 02/03/2005 Printed NFPA NATIONAL FIRE PROTECTION ASSN BOOKS 51.15 123042 02/03/2005 Printed USCM NATIONWIDE RETIREMENT SOLUTION EMP DEFERRED COMP 7,038,41 123043 02/03/2005 Printed NEXTEL NEXTEL CELLULAR PHONE CHARGES 1,646,12 123044 02/03/2005 Printed PAUOEH PAUL OEHME MILEAGE 49,41 123045 02/03/2005 Printed PRALAW PRAIRIE LAWN & GARDEN STARTER CUP FOR SNOWBLOWER 87,91 123046 02/03/2005 Printed RBMSER RBM SERVICES INC SHAMPOO CARPET 4,262.80 123047 02/03/2005 Printed RDHAN RD HANSON ASSOCIATES INC MEGAPOP KIT 42.50 123048 02/03/2005 Printed RICBUS RICHFIELD BUS COMPANY PLYMOUTH PLAYHOUSE BUS FEE 375.25 123049 02/03/2005 Printed SAVSUP SAVOIE SUPPLY CO INC BOWL CLEANER 58.42 123050 02/03/2005 Printed SPAMOT SPARTAN MOTOR CHASSIS, INC CYLINDER/BUSHING/STEEL 1,200.09 CHECK REGISTER REPORT 122850-123064 Date: 02/07/2005 Time: 8: 54am Page: 4 City of Chanhassen BANK: CHANHASSEN BANK ----------------------------------------------------------------------------------------------------------------------------------- Check Number Check Date Status Vendor Number Vendor Name Check Description Amount ----------------------------------------------------------------------------------------------------------------------------------- 123051 02/03/2005 Printed SPSSLP SPS COMPANIES-ST LOUIS PARK SEAT 34.66 123052 02/03/2005 Printed SUSA SUBURBAN UTILITIES MEMBERSHIP-JANES 100.00 123053 02/03/2005 Printed TECGRA TECHNAGRAPHICS MAILING CARDS 3,165.19 123054 02/03/2005 Printed THACUS THAEMERT CUSTOM WORK INC RE-TIGHTEN UP HOOP SHELTER 285.00 123055 02/03/2005 Printed TODGER TODD GERHARDT CAR ALLOWANCE-FEBRUARY 575.00 123056 02/03/2005 Printed TOMMAL TOM MALONE KIDSMART 307.20 123057 02/03/2005 Printed VERDIR VERIZON ADVERTISING 8.00 123058 02/03/2005 Printed WMMUE WM MUELLER & SONS INC SCREENED FILL 223.65 123059 02/03/2005 Printed XCEL XCEL ENERGY INC ELECTRICITY CHARGES 16,352.05 123060 02/03/2005 Printed FRERIE FREDERICK & VALARIE RIESE SNOW SERVICE/MANAGEMENT FEE 165.00 123061 02/03/2005 Printed INTTEL INTER-TEL TECHNOLOGIES INC HUB, POIP, RED HAWK, 8 PORT 1,908.48 123062 02/03/2005 Printed JHLAR JH LARSON COMPANY 400W MH MOG BT37 HORIZ 30.80 123063 02/03/2005 Printed KKEARC KKE ARCHITECTS INC CITY HALL REUSE 103.51 123064 02/03/2005 Printed VERIZO VERIZON WIRELESS CELLULAR PHONE CHARGES 9.65 ----------------- Total Checks: 215 Bank Total: 376,381. 27 ----------------- Total Checks: 215 Grand Total: 376,381.27 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8:55am Page: 1 City of Chanhassen --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department Account GL Number Abbrev Vendor Name Invoice Description Check Number Invoice Number Due Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: GENERAL FUND Dept: 101-0000-2012 Health Ins MINNESOTA LIFE 122911 01/14/2005 10,13 LIFE INSURANCE 01142005 101-0000-2012 Health Ins MEDICA 122908 01/11/2005 811. 78 HEALTH INSURANCE 105032101050 101-0000-2022 Surtax Pay !1N STATE TREASURER 122871 12/31/2004 3,001.58 DECEHBER SURCHARGE 123104 101-0000-3818 SurTax Ret MN STATE TREASURER 122871 12/31/2004 - 60. 03 DECEHBER SURCHARGE 123104 ----------------- Total 3,763.46 Dept: Legislative 101-1110-4300 Consulting EHLERS & ASSOCIATES INC 122859 12/31/2004 4,157.50 PROFESSIONAL SERVICES 23362 101-1110-4300 Consulting LEAGUE OF HINNESOTA CITIES 122958 01/14/2005 240,00 REGISTRATION-TJORNHOH 1000019678 101-1110-4330 Postage POSTHASTER 123000 01/31/2005 1,331.39 NEWSLETTER POSTAGE 01312005 101-1110-4340 printing SOUTHYfflST SUBUREAN PUBLISHING 122996 12/31/2004 672,04 PRINTING/PUBLISHING 123104 101-1110-4360 Hembership LEAGUE OF HINNESOTA CITIES 123030 01/3 0 /2005 37,00 SUBSCRIPTION 5000001221 ----------------- Total Legislative 6,437,93 Dept: Administration 101-1120-4030 Retirement MSRS 122913 01/21/2005 14.19 EMP HCSP-PAY DATE 1/21/05 012105 101-1120-4030 Retirement HSRS 123039 01/28/2005 14.19 EMP HCSP-PAY DATE 2/4/05 012805 101-1120-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 48.25 LIFE INSURANCE 01142005 101-1120-4040 Insurance IffiDICA 122908 01/11/2005 2,055.11 HEALTH INSURANCE 105032101050 101-1120-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 -11. 28 LONG TERM DISABILITY 012405 101-1120-4310 Telephone NEXTEL 123043 01/23/2005 76,60 CELLULAR PHONE CHARGES 012305 101-1120-4360 Membership GOVERNING 122901 01/20/2005 16.00 SUBSCRIPTION 012005 101-1120-4360 Hembership METRO AREA HANAGEMENT ASSOC 123032 01/21/2005 50,00 MEHBERSHIP DUES 1044 101-1120-4380 Mileage TODD GERHARDT 123055 01/31/2005 575,00 CAR ALLOWANCE-FEBRUARY 013105 101-1120-4410 Equip Rent DANKA OFFICE I!1AGING COHPANY 122855 12/30/2004 672,40 COPIER 702847605 ----------------- Total Administration 3,510,46 Dept: Finance 101-1130-4030 Retirement HSRS 122913 01/21/2005 2,76 EMP HCSP-PAY DATE 1/21/05 012105 101-1130-4030 Retirement HSRS 123039 01/28/2005 2,50 EMP HCSP-PAY DATE 2/4/05 012805 101-1130-4040 Insurance HINNESOTA LIFE 122911 01/14/2005 22.37 LIFE INSURANCE 01142005 101-1130-4040 Insurance MEDICA 122908 01/11/2005 909,47 HEALTH INSURANCE 105032101050 101-1130-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 16,38 LONG TERM DISABILITY 012405 101-1130-4340 Printing SOUTHWEST SUBURBAN PUBLISHING 122996 12/31/2004 275.20 PRINTING/PUBLISHING 123104 ----------------- Total Finance 1,228.68 Dept: Hanagement Information Systems 101-1160-4030 Retirement HSRS 122913 01/21/2005 1. 65 EMP HCSP-PAY DATE 1/21/05 012105 101-1160-4030 Retirement MSRS 123039 01/28/2005 1. 65 EMP HCSP-PAY DATE 2/4/05 012805 101-1160-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 24.99 LIFE INSURANCE 01142005 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8: 55am City of Chanhassen Page: 2 --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department GL Number Vendor Name Check Invoice Due Account Abbrev Invoice Description Number Number Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: GENERAL FUND Dept: Management Information Systems 101-1160-4040 Insurance MEDICA 122908 01/11/2005 1,153,00 HEALTH INSURANCE 105032101050 101-1160-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 20,35 LONG TERM DISABILITY 012405 101-1160-4300 Consulting CRABTREE COMPANIES INC 122938 01/13/2005 9,994,26 LASERFICHE ANNUAL LICENSE FEES 76393 101-1160-4300 Consulting COMPUTER INTEGRATION TECHN, 122984 12/31/2004 4,000,00 SERVICES RETAINER 49538 101-1160-4300 Consulting CAAWRCOUNTY T~SillŒR 122983 12/01/2004 313,00 ELECTRONICS RECYCLING 123 101-1160-4310 Telephone NEXTEL 123043 01/23/2005 63,27 CELLULAA PHONE CHARGES 012305 101-1160-4320 Utilities QWEST INTERPRISE 122876 12/02/2004 422,94 INTERNET CHARGES 120204 101-1160-4320 Utilities QNEST INTERPRISE 122923 01/02/2005 429,54 INTERNET CHARGES 612D08651051005002 101-1160-4370 Trav/Train MAHMOUD SvlEIDAN 122868 12/13/2004 55,99 AUTOCAD BOOK 1213 04 101-1160-4370 Trav/Train RO\'IEKAMP ASSOCIATES INC 122878 12/23/2004 3,850,00 CUSTOM TRAINING 2004212 101-1160-4370 Trav/Train NEN HORIZONS LEARNING 122873 11/18/2004 2,250,00 TUITION-GRUENHAGEN 178657 101-1160-4370 Trav/Train NEW HORIZONS LEARNING 122917 01/20/2005 2,250,00 TUITION 178658 101-1160-4370 Trav/Train CROI'IN COLLEGE 122939 01/24/2005 3,110,00 TUITION-RICE 012405 ----------------- Total Management Information Systems 27,940,64 Dept: City Hall Maintenance 101-1170-4030 Retirement MSRS 122913 01/21/2005 1.47 EMP HCSP-PAY DATE 1/21/05 012105 101-1170-4030 Retirement MSRS 123039 01/28/2005 1. 65 EMP HCSP-PAY DATE 2/4/05 012805 101-1170-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 10,29 LIFE INSURANCE 01142005 101-1170-4040 Insurance MEDICA 122908 01/11/2005 405,89 HEALTH INSURANCE 105032101050 101-1170-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 14,66 LONG TERM DISABILITY 012405 101-1170-4110 Office Sup OFFICE MAX 122874 12/31/2004 39,03 OFFICE SUPPLIES 123104 101-1170-4110 Office Sup ST PAUL STAMP NORKS 122925 01/12/2005 35,42 REPLACE YEAR BAND ON STAMP 52582 101-1170-4110 Office Sup DANKA OFFICE IMAGING COMPANY 122895 01/12/2005 23,96 TONER 400968709 101-1170-4110 Office sup CORPORATE EXPRESS 122894 01/07/2005 14,78 OFFICE SUPPLIES 57820869 101-1170-4110 Off ice sup CORPORATE EXPRESS 122894 01/07/2005 43,71 OFFICE SUPPLIES 57822164 101-1170-4110 Office Sup ARAMARK 122885 01/11/2005 76,10 COFFEE/CREAM 6013443945 101-1170-4110 Office Sup OFFICE MAX 122968 01/13/2005 519,72 OFFICE SUPPLIES 591483 101-1170-4110 Office Sup OFFICE MAX 122968 01/14/2005 -21.30 RETURN OFFICE SUPPLIES 621747 101-1170-4110 Office Sup OFFICE MAX 122968 01/14/2005 -10,65 RETURN OFFICE SUPPLIES 662699 101-1170-4110 Office Sup OFFICE MAX 122969 01/14/2005 13 ,89 OFFICE SUPPLIES 011405 101-1170-4110 Office Sup OFFICE MAX 122968 01/19/2005 74,58 OFFICE SUPPLIES 733880 101-1170-4110 Office sup GS DIRECT INC 122949 01/19/2005 98,11 PAPER 194467 101-1170-4110 Office Sup CORPORATE EXPRESS 122937 01/12/2005 49,50 DATE STAMP 57951881 101-1170-4110 Office Sup CORPORATE EXPRESS 122937 01/12/2005 20.01 OFFICE SUPPLIES 57950867 101-1170-4110 Office Sup ST PAUL STAMP \'IORKS 122976 01/20/2005 35,42 UPDATE BANDS ON DATE STAMP 53236 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8:55am Page: 3 City of Chanhassen --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department Account GL Number Abbrev Vendor Name Invoice Description Check Number Invoice Number Due Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: GENERAL FUND Dept: City Hall Maintenance 101-1170-4110 Of fice Sup TECHNAGRAPHICS 123053 01/24/2005 2,680,61 ENVELOPES 50009101 101-1170-4110 Office Sup TECHNAGRAPHICS 123053 01/24/2005 170,40 BUSINESS CARDS 50005501 101-1170-4110 Office Sup TECHNAGRAPHICS 123053 01/24/2005 314.18 MAILING CARDS 50010601 101-1170-4110 Office Sup CORPORATE EXPRESS 123014 01/21/2005 169.38 OFFICE SUPPLIES 58227695 101-1170-4150 Maint Matl HANKINS CHEMICAL 122902 01/07/2005 351. 45 CALCIUM CHLORIDE PELLETS 677022 101-1170-4300 Consulting INDOOR LANDSCAPES INC 122953 01/01/2005 199,16 JANUARY PLANT SERVICE 5998 101-1170-4310 Telephone KMC TELECOM 123029 01/19/2005 1,196,82 TELEPHONE CHARGES 011905 101-1170-4310 Telephone NEXTEL 123043 01/23/2005 48.74 CELLULAR PHONE CHARGES 012305 101-1170-4320 Utilities XCEL ENERGY INC 122981 01/20/2005 1,904,09 ELECTRICITY CHARGES 012005 101-1170-4320 Utilities CENTERPOINT ENERGY MINNEGASCO 123011 01/28/2005 2,187,72 GAS CHARGES 012805 101-1170-4350 Cleaning REM SERVICES INC 123046 01/31/2005 2,076,75 NIGHTLY JANITORIAL 9794 101-1170-4350 Cleaning REM SERVICES INC 123046 01/31/2005 93,32 SHAMPOO CARPET 9796 101-1170-4510 Bldg Maint PALMER NEST CONSTRUCTION 122920 01/07/2005 664,00 MISC SUPPLIES 4249 101-1170-4510 Bldg Maint SENTRY SYSTEMS, INC, 122973 02/01/2005 202,59 MONITORING SERVICES 423158 101-1170-4510 Bldg Maint MINNESOTA CONNAY 122962 01/18/2005 354,53 FIRE EXT ANNUAL INSPECTION 340665 101-1170-4510 Bldg Maint SPS COMPANIES-ST LOUIS PARK 123051 01/25/2005 34,66 SEAT S1174517001 ----------------- Total City Hall Maintenance 14,094,64 Dept: Library Building 101-1190-4120 Equip Supp BORDER STATES ELECTRIC SUPPLY 122887 01/04/2005 69.01 LAMP 94145347 101-1190-4300 Consulting SENTRY SYSTEMS, INC, 122973 02101/2005 47.93 MONITORING SERVICES 423075 101-1190-4310 Telephone KMC TELECOM 123029 01/19/2005 178,14 TELEPHONE CHARGES 011905 101-1190-4320 Utilities SENTRY SYSTEMS, INC, 122879 09/02/2004 2,13 REPLACE MONITORING CHECK 121469 101-1190-4320 Utilities XCEL ENERGY INC 122981 01/20/2005 1,957,99 ELECTRICITY CHARGES 012005 101-1190-4320 Utilities CENTERPOINT ENERGY MINNEGASCO 123011 01/28/2005 3,856,54 GAS CHARGES 012805 101-1190-4350 Cleaning REM SERVICES INC 123046 01/31/2005 2,092.73 NIGHTLY JANITORIAL 9795 101-1190-4510 Bldg Maint BORDER STATES ELECTRIC SUPPLY 123006 01/21/2005 17,59 CABLE CONN 94180169 101-1190-4530 Equip Main JOHNSTONE SUPPLY 122905 01/18/2005 49.51 THER!10STAT 76170 ----------------- Total Library Building 8,271.57 Dept: Police/Carver Co Contract 101-1210-4030 Retirement MSRS 122913 01/21/2005 3.19 EMP HCSP-PAY DATE 1/21/05 0121 05 101-1210-4030 Retirement MSRS 123039 01/28/2005 3,19 EMP HCSP-PAY DATE 2/4/05 012805 101-1210-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 11. 97 LIFE INSURANCE 01142005 101-1210-4040 Insurance MEDICA 122908 01/11/2005 405.89 HEALTH INSURANCE 105032101050 101-1210-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 17,04 LONG TERM DISABILITY 012405 ----------------- Total Police/Carver Co Contract 441,28 Dept: Fire Prevention & Admin INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8:55am Page: 4 City of Chanhassen --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department Account GL Number Abbrev Vendor Name Invoice Description Check Number Invoice Number Due Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: GENERAL FUND Dept: Fire Prevention & Admin 101-1220-4030 Retirement MSRS 122913 01/21/2005 3,34 EMP HCSP-PAY DATE 1/21/05 012105 101-1220-4030 Retirement MSRS 123039 01/28/2005 3.34 EMP HCSP-PAY DATE 2/4/05 012805 101-1220-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 26.99 LIFE INSURANCE 01142005 101-1220-4040 Insurance MEDICA 122908 01/11/2005 1,254.47 HEALTH INSURANCE 105032101050 101-1220-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 38.68 LONG TERM DISABILITY 012405 101-1220-4130 Prog Supp MOORE MEDICAL 123038 01/24/2005 125.89 FIRST AID SUPPLIES 80311134EI 101-1220-4140 Veh Supp SPARTAN MOTOR CHASSIS, INC 123050 01/25/2005 17 .46 BUSHING/CYLINDER IN00221585 101-1220-4140 Veh Supp SPARTAN MOTOR CHASSIS, INC 123050 01/21/2005 1,182.63 CYLINDER/BUSHING/STEEL IN00221286 101-1220-4210 Books/Per FIRE INSTRUCTORS ASSN OF MN 122945 01/12/2005 110,76 BOOKS 50075 101-1220-4210 Books/Per FIRE INSTRUCTORS ASSN OF MN 122945 01/12/2005 26,63 BOOK 50064 101-1220-4210 Books/Per FIRE INSTRUCTORS AS!¡,N OF MN 122945 01/15/2005 253,47 BOOKS 20171 101-1220-4210 Books/Per FIRE INSTRUCTORS ASSN OF MN 122945 01/15/2005 53,20 BOOK 50183 101-1220-4210 Books/Per NATIONAL FIRE PROTECTION ASSN 123041 01/14/2005 51.15 BOOKS 2988081Y 101-1220-4240 Uniforms DUNN-RITE SHOES & REPAIR 122857 12/10/2004 18,00 ATTACH NAME TO FIRE JACKET 1155 101-1220-4240 Uniforms ASPEN MILLS 123003 01/31/2005 123.93 TITLE EMBROIDERY/PATCHES 59132 101-1220-4290 Misc Supp SHOREWOOD TRUE VALUE 122974 01/20/2005 30,81 \rEST FIRE STATION SUPPLIES 65097 101-1220-4290 Misc Supp STREICHER'S 122977 01/21/2005 68,96 CARIBINER 1241752 101-1220-4310 Telephone VERIZON 122927 01/03/2005 28,42 CELL PHONE CHARGES 010305 101-1220-4310 Telephone KMC TELECOM 123029 01/19/2005 101. 27 TELEPHONE CHARGES 011905 101-1220-4310 Telephone NEXTEL 123043 01/23/2005 229,43 CELLULAR PHONE CHARGES 012305 101-1220-4310 Telephone VERIZON WIRELESS 123064 12/31/2004 9,65 CELLULAR PHONE CHARGES 123104 101-1220-4320 Utilities CENTERPOINT ENERGY MINNEGASCO 122854 12/31/2004 422.33 GAS CHARGES 123104 101-1220-4320 Utilities XCEL ENERGY INC 122928 01/14/2005 705.57 ELECTRICITY CHARGES 011405 101-1220-4360 Membership FIRE MARSHALS ASSOC. OF MINN 122899 01/20/2005 35,00 MEMBERSHIP-COPPERSMITH 012005 101-1220-4360 Membership FIRE RESCUE MAGAZINE 122900 01/20/2005 34,95 SUBSCRIPTION 012005 101-1220-4360 Membership HENNEPIN COUNTY CHIEF'S ASSOC 122952 01/20/2005 10,00 MEMBERSHIP 012005 101-1220-4360 Membership FIRE RESCUE MAGAZINE 122946 01/21/2005 29,95 SUBSCRIPTION 012105 101-1220-4360 Membership METRO FIRE OFFICERS ASSOC 122961 01/26/2005 100.00 MEMBERSHIP 012605 101-1220-4360 Membership AMEM 123001 01/31/2005 100.00 MEMBERSHIP-COPPERSMITH 013105 101-1220-4370 Trav/Train FIRE INSTRUCTORS ASSN OF MN 122898 01/12/2005 236,43 HANDBOOK 50131 101-1220-4370 Trav/Train ED COPPERSMITH 122942 01/24/2005 30,00 PARKING FEES FOR CLASS 012405 101-1220-4370 Trav/Train DAISY ANDERSON 122940 01/25/2005 28,49 BOOK FOR CLASS 012505 101-1220-4370 Trav/Train KINKOS 122990 12/20/2004 22.49 FIRE DEPT TRAINING 62100044972 101-1220-4375 Promotion RD HANSON ASSOCIATES INC 123047 01/27/2005 42.50 MEGA POP KIT 78124 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8: 55am City of Chanhassen Page: 5 --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department GL Nwnber Vendor Name Check Invoice Due Account Abbrev Invoice Description Nwnber Nwnber Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: GENERAL FUND Dept: Fire Prevention & Admin 101-1220-4375 Promotion GLENROSE FLORAL 123022 02/01/2005 47,95 PLANT-LEE KERBER FUNERAL 311718 101-1220-4530 Equip Main ALEX AIR APPARATUS INC 122884 01/13/2005 380,00 POSI-CHEK CALIBRATION FEE 8057 101-1220-4530 Equip Main METRO FIRE 122909 01/06/2005 180,82 REPLACEABLE SENSOR CELL 19664 101-1220-4530 Equip Main DESIGN FLAGS & FLAGPOLES 122897 01/08/2005 128,00 PULLEY INSTALL/SPRING SNAP 5010 101-1220-4530 Equip Main ALEX AIR APPARATUS INC 122884 01/12/2005 102.82 ORINGS/LUBE 8056 101-1220-4530 Equip Main SPS COMPANIES INC 122975 01/19/2005 96,40 HEX DRIVER/CAST IRON FLANGE Sl171422001 101-1220-4530 Equip Main MINNESOTA CONVIAY 122962 01/18/2005 187,94 FIRE EXT ANNUAL INSPECTION 340662 101-1220-4530 Equip Main MINNESOTA CONWAY 122962 01/18/2005 13.90 FIRE EXT ANNUAL INSPECTION 340661 101-1220-4530 Equip Main ALEX AIR APPARATUS INC 122930 01/20/2005 70,33 SHIPPING-POSI CHEK CALIBRATION 8062 101-1220-4531 Radio Main METROPOLITAN RADIO BOARD 122869 12/31/2004 495,00 RADIO USE 04181 ----------------- Total Fire Prevention & Admin 7,259,35 Dept: Code Enforcement 101-1250-4030 Retirement MSRS 122913 01/21/2005 10.99 EMP HCSP-PAY DATE 1/21/05 012105 101-1250-4030 Retirement MSRS 123039 01/28/2005 10.99 EMP HCSP-PAY DATE 2/4/05 012805 101-1250-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 111.30 LIFE INSURANCE 01142005 101-1250-4040 Insurance MEDICA 122908 01/11/2005 5,700.33 HEALTH INSURANCE 105032101050 101-1250-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 159.36 LONG TERM DISABILITY 012405 101-1250-4210 Books/Per INTERNATIONAL CODE COUNCIL 122904 01/13/2005 450.00 MN IMC/IFGC/IPC SOFT 2000 874735IN 101-1250-4210 Books/Per NATIONAL FIRE PROTECTION ASSN 122991 12/31/2004 33.83 COMMERCIAL COOKING BOOK 309813 101-1250-4310 Telephone NEXTEL 123043 01/23/2005 174.26 CELLULAR PHONE CHARGES 012305 101-1250-4360 Membership MOSTCA 122966 01/25/2005 65.00 MEMBERSHIP 012505 101-1250-4370 Trav/Train COLORADO CHAPTER ICBO 122893 01/13/2005 325.00 REGISTRATION 011305 ----------------- Total Code Enforcement 7,041. 06 Dept: Animal Control 101-1260-4240 Uniforms ITL PATCH COMPANY INC 122955 01/25/2005 69,50 SHOULDER EMBLEMS 26717 101-1260-4300 Consulting DEPARTMENT OF PUBLIC SAFETY 122856 12/29/2004 390,00 TERMINAL ID'S/CONNECT CHARGES P07MN01001005F 101-1260-4310 Telephone NEXTEL 123043 01/23/2005 15,92 CELLULAR PHONE CHARGES 012305 101-1260-4360 Membership CHANHASSEN VILLAGER 122936 01/07/2005 25,00 SUBSCRIPTION 010705 101-1260-4370 Trav/Train MN DEPARTMENT OF PUBLIC SAFETY 122963 01/25/2005 165,00 GOVERNOR'S CONF-HOMELAND SEC 012505 101-1260-4531 Radio Main METROPOLITAN RADIO BOARD 122869 12131/2004 33,75 RADIO USE 04178 ----------------- Total Animal Control 699,17 Dept: Engineering 101-1310-4030 Retirement MSRS 122913 01/21/2005 14,81 EMP HCSP-PAY DATE 1/21/05 012105 101-1310-4030 Retirement MSRS 123039 01/28/2005 14,78 EMP HCSP-PAY DATE 2/4/05 012805 101-1310-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 83.00 LIFE INSURANCE 01142005 101-1310-4040 Insurance MEDICA 122908 01/11/2005 4,019,33 HEALTH INSURANCE 105032101050 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8: 55am City of Chanhassen Page: 6 --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department GL Number Vendor Name Check Invoice Due Account Abbrev Invoice Description Number Number Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: GENERAL FUND Dept: Engineering 101-1310-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 97.55 LONG TERM DISABILITY 012405 101-1310-4210 Books/Per ENGINEERING ~IS-RECORD 122943 01/06/2005 69.00 SUBSCRIPTION 010605 101-1310-4210 Books/Per BETTER ROADS 122932 01/21/2005 24.00 SUBSCRIPTION 130804 2005 101-1310-4310 Telephone AT&T WIRELESS SERVICES 123004 01/17/2005 9.93 CELLULAR PHONE CHARGES 011705 101-1310-4310 Telephone NEXTEL 123043 01/23/2005 109.72 CELLULAR PHONE CHARGES 012305 101-1310-4370 Trav/Train PAUL OEHME 122970 01/25/2005 24.99 MILEAGE/DINNER 012505 101-1310-4370 Trav/Train JEAN STECKLING 122956 01113/2005 9.72 MILEAGE 011305 101-1310-4370 Trav/Train DAN REMER 122941 01/13/2005 11. 49 LUNCH FOR CLASS 011305 101-1310-4370 Trav/Train PAUL OEHME 123044 01/31/2005 42.12 MILEAGE 013105 101-1310-4370 Trav/Train MATT SAAM 123031 01/31/2005 49.82 MILEAGE 013105 ----------------- Total Engineering 4,580.26 Dept: Street Maintenance 101-1320-4010 Sal - Reg TARGET 122978 01/14/2005 100,00 ANNlVERSARY-WEGLER 1246171 101-1320-4030 Retirement MSRS 122913 01/21/2005 17,63 EMP HCSP-PAY DATE 1/21/05 012105 101-1320-4030 Retirement MSRS 123039 01/28/2005 17,65 EMP HCSP-PAY DATE 2/4/05 012805 101-1320-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 106,47 LIFE INSURANCE 01142005 101-1320-4040 Insurance MEDICA 122908 01/11/2005 4,372,25 HEALTH INSURANCE 105032101050 101-1320-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 132,43 LONG TERM DISABILITY 012405 101-1320-4120 Equip Supp POWERPLAN OIB 122971 01/18/2005 378,03 MISC PARTS FOR LOADER 163072 101-1320-4120 Equip Supp NAPA AUTO & TRUCK PARTS 122967 01/14/2005 684.26 HYDRAULIC HOSE FOR STOCK 138911 101-1320-4120 Equip Supp ZEP MANUFACTURING COMPANY 122998 12/27/2004 197,45 RUST REMOVER/TOv/ELS/ZEP ERASE 57113374 101-1320-4140 Veh Supp THE HARTFEIL COMPANY 122880 12/21/2004 116,38 TAILGATE VALVES 1607380 101-1320-4140 Veh Supp NAPA AUTO & TRUCK PARTS 122915 01/12/2005 44,71 HOSE END-TRUCK 127 138521 101-1320-4140 Veh Supp NAPA AUTO & TRUCK PARTS 122967 01/14/2005 244.33 HYDRAULIC FITTINGS FOR STOCK 138910 101-1320-4140 Veh Supp NAPA AUTO & TRUCK PARTS 122967 01/12/2005 44.67 HYDRAULIC HOSE FITTING-TR 127 138577 101-1320-4140 Veh Supp FORCE AMERICA INC 122947 01/12/2005 231. 29 JOYSTICK CONTROL-TRUCK 126 1219509 101-1320-4140 Veh Supp CATCO PARTS SERVICE 123010 01/28/2005 660,74 REPAIR HOIST CYLINDER-TRCK 121 367087 101-1320-4150 Maint MatI vIM MUELLER & SONS INC 122882 12/08/2004 205,30 BLACKTOP 102034 101-1320-4150 Maint Matl CARGILL INCORPORATED 122853 12/22/2004 4,040,60 BULK CLEARLANE TREATED 1193070 101-1320-4150 Maint MatI BELLE PLAlNE SAND & GRAVEL 122852 12/31/2004 1,931.28 SCREENED SAND 123104 101-1320-4150 Maint Matl CARGILL INCORPORATED 122935 01/13/2005 4,111.30 BULK CLEARLANE TREATED 1219935 101-1320-4150 Maint !1atl CARGILL INCORPORATED 123009 01/26/2005 2,594,46 BULK CLEARLANE TREATED 1237793 101-1320-4150 Maint Matl CARGILL INCORPORATED 123009 01/21/2005 2,580,86 BULK CLEARLANE TREATED 1231642 101-1320-4240 Uni forms TONY ABERNATHY 122881 12/26/2004 57,98 SHIRTS 122604 101-1320-4240 Uniforms DUNN-RITE SHOES & REPAIR 122985 12/15/2004 154,00 STEEL TOE BOOTS-SABINSKE 13401 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8: 55am City of Chanhassen Page: 7 --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department GL Number Vendor Name Check Invoice Due Account Abbrev Invoice Description Number Number Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: GENERAL FUND Dept: Street Maintenance 101-1320-4240 Uniforms DUNN-RITE SHOES & REPAIR 122985 12/15/2004 179,00 STEEL TOE BooTS-OIEN 13402 101-1320-4240 Uniforms DUNN-RITE SHOES & REPAIR 122985 12/23/2004 160.00 STEEL TOE BOOTS-ABERNATHY 13421 101-1320-4310 Telephone NEXTEL 123043 01/23/2005 222.00 CELLULAR PHONE CHARGES 012305 101-1320-4360 Membership MSSA 122914 01/14/2005 35.00 MEMBERSHIP 011405 101-1320-4370 Trav/Train MN PIE 123036 02/02/2005 115.00 REGISTRATION-LARSEN 020205 101-1320-4510 Bldg Maint THAEMERT CUSTOM ~IORK INC 123054 01/20/2005 285.00 RE-TIGHTEN UP HOOP SHELTER 012005 101-1320-4540 Str Maint ESS BROTHERS & SONS INC 122860 12/16/2004 2,537.90 MISC SUPPLIES GG6552 101-1320-4560 Sign Maint EARL F ANDERSEN INC 122858 12/22/2004 54.34 SIGNS 63881IN ----------------- Total Street Maintenance 26,612,31 Dept: Street Lighting & Signals 101-1350-4310 Telephone KMC TELECOM 123029 01/19/2005 46.01 TELEPHONE CHARGES 011905 101-1350-4320 Utilities MN VALLEY ELECTRIC COOP 122872 12/28/2004 201.34 ELECTRICITY CHARGES 12282004 101-1350-4320 Utilities MN VALLEY ELECTRIC COOP 122965 01/21/2005 418.04 ELECTRICITY CHARGES 012105 101-1350-4320 Utilities MN VALLEY ELECTRIC COOP 123037 01/27/2005 2,853.55 ELECTRICITY CHARGES 012705 101-1350-4320 Utilities XCEL ENERGY INC 123059 01/21/2005 16,352,05 ELECTRICITY CHARGES 01212005 101-1350-4565 Light Main KILLMER ELECTRIC CO INC 122865 12/23/2004 1,840,00 BREAKER REPAIR 578498774 ----------------- Total Street Lighting & Signals 21,710,99 Dept: City Garage 101-1370-4030 Retirement MSRS 122913 01/21/2005 12,69 EMP HCSP-PAY DATE 1/21/05 012105 101-1370-4030 Retirement MSRS 123039 01/28/2005 12,69 EMP HCSP-PAY DATE 2/4/05 012805 101-1370-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 37,49 LIFE INSURANCE 01142005 101-1370-4040 Insurance MEDICA 122908 01/11/2005 2,118,67 HEALTH INSURANCE 105032101050 101-1370-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 76.19 LONG TERM DISABILITY 012405 101-1370-4120 Equip Supp FASTENAL COMPANY 122944 01/14/2005 198,59 HOLE SAWS FOR SHOP REPLACEMENT MNT10107253 101-1370-4120 Equip Supp NEP CORPORATION 122992 12/27/2004 179.89 VICE FOR BAND SAW 56442 101-1370-4150 Maint Matl SAVOIE SUPPLY CO INC 123049 01/20/2005 58.42 BOWL CLEANER S1684707001 101-1370-4260 Small Tool DELEGARD TOOL COMPANY 122896 01/03/2005 20,27 SPINNER/TORX BIT 710629 101-1370-4310 Telephone KMC TELEC0/1 123029 01/19/2005 117.58 TELEPHONE CHARGES 011905 101-1370-4310 Telephone NEXTEL 123043 01/23/2005 104,26 CELLULAR PHONE CHARGES 012305 101-1370-4320 Utilities CENTERPOINT ENERGY MINNEGASCO 122854 12/31/2004 2,533,97 GAS CHARGES 123104 101-1370-4320 Utili ties XCEL ENERGY INC 122981 01/20/2005 450,19 ELECTRICITY CHARGES 012005 101-1370-4320 Utilities CITY OF CHANHASSEN 123013 01/31/2005 257.38 WATER/SE~ŒR CHARGES 2999910 013105 101-1370-4530 Equip Main MERIT HVAC INC 122960 01/18/2005 235.78 REPAIR FURNACE 13409 101-1370-4530 Equip Main MINNESOTA CONWAY 123033 01/18/2005 205.91 ANNUAL INSPECTION 340664 ----------------- Total City Garage 6,619,97 Dept: Planning Commission INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02107/2005 Time: 8:55am City of Chanhassen Page: 8 --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department GL Number Vendor Name Check Invoice Due Account Abbrev Invoice Description Number Number Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: GENERAL FUND Dept: Planning Commission 101-1410-4340 Printing SOUTHWEST SUBURBAN PUBLISHING 122996 12/31/2004 402,40 PRINTING/PUBLISHING 123104 ----------------- Total Planning Commission 402,40 Dept: Planning Administration 101-1420-3605 PLAT FEES PAMEDCO PROPERTIES LLC. 122995 12/08/2004 50.00 REFUND-RECORDING/ESCROW DW5701 101-1420-4030 Retirement MSRS 122913 01/21/2005 5,52 EMP HCSP-PAY DATE 1/21/05 012105 101-1420-4030 Retirement MSRS 123039 01/28/2005 5,52 EMP HCSP-PAY DATE 2/4/05 012805 101-1420-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 34.34 LIFE INSURANCE 01142005 101-1420-4040 Insurance MEDICA 122908 01/11/2005 1,611.86 HEALTH INSURANCE 105032101050 101-1420-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 76.73 LONG TERM DISABILITY 012405 101-1420-4310 Telephone VERIZON WIRELESS 122979 01/10/2005 6,07 CELLULAR PHONE CHARGES 011005 101-1420-4310 Telephone NEXTEL 123043 01/23/2005 46,90 CELLULAR PHONE CHARGES 012305 101-1420-4370 Trav/Train ARGENT MANAGEMENT CONSULTANTS 122851 12/20/2004 300,00 COACHING-AANENSON KA113 ----------------- Total Planning Administration 2,136,94 Dept: Senior Facility Commission 101-1430-4030 Retirement !1SRS 122913 01/21/2005 0,42 EMP HCSP-PAY DATE 1/21/05 012105 101-1430-4030 Retirement. MSRS 123039 01/28/2005 0,42 EMP HCSP-PAY DATE 2/4/05 012805 101-1430-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 3,10 LIFE INSURANCE 01142005 101-1430-4040 Insurance MEDICA 122908 01111/2005 101.47 HEALTH INSURANCE 105032101050 101-1430-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 4,43 LONG TERM DISABILITY 012405 ----------------- Total Senior Facility Commission 109,84 Dept: Park Administration 101-1520-4030 Retirement MSRS 122913 01/21/2005 2,39 EMP HCSP-PAY DATE 1/21/05 012105 101-1520-4030 Retirement MSRS 123039 01/28/2005 2,39 EMP HCSP-PAY DATE 2/4/05 012805 101-1520-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 15.75 LIFE INSURANCE 01142005 101-1520-4040 Insurance MEDICA 122908 01/11/2005 747.11 HEALTH INSURANCE 105032101050 101-1520-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 25.61 LONG TERM DISABILITY 012405 101-1520-4310 Telephone NEXTEL 123043 01123/2005 51.17 CELLULAR PHONE CHARGES 012305 ----------------- Total Park Administration 844,42 Dept: Recreation Center 101-1530-4030 Retirement MSRS 122913 01/21/2005 0.64 EMP HCSP-PAY DATE 1/21/05 012105 101-1530-4030 Retirement MSRS 123039 01/28/2005 0,64 EMP HCSP-PAY DATE 2/4/05 012805 101-1530-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 10,08 LIFE INSURANCE 01142005 101-1530-4040 Insurance MEDICA 122908 01/11/2005 405,88 HEALTH INSURANCE 105032101050 101-1530-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 13,74 LONG TERM DISABILITY 012405 101-1530-4310 Telephone KMC TELECOM 123029 01/19/2005 104,56 TELEPHONE CHARGES 011905 101-1530-4310 Telephone NEXTEL 123043 01/23/2005 15,92 CELLULAR PHONE CHARGES 012305 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8: 55am City of Chanhassen Page: 9 --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department GL Nwnber Vendor Name Check Invoice Due Account Abbrev Invoice Description Nwnber Nwnber Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: GENERAL FUND Dept: Recreation Center 101-1530-4320 Utilities CENTERPOINT ENERGY MINNEGASCO 122854 12131/2004 563,75 GAS CHARGES 123104 101-1530-4375 Promotion VERIZON 123057 01/01/2005 8,00 ADVERTISING 390009574664 ----------------- Total Recreation Center 1,123,21 Dept: Lake Ann Park 101-1540-4310 Telephone QílEST 122922 01/13/2005 128,56 TELEPHONE CHARGES 011305 101-1540-4310 Telephone KMC TELECOM 123029 01/19/2005 150,54 TELEPHONE CHARGES 011905 101-1540-4320 Utili ties XCEL ENERGY INC 122928 01/14/2005 585,81 ELECTRICITY CHARGES 011405 ----------------- Total Lake Ann Park 864,91 Dept: Park Maintenance 101-1550-4030 Retirement MSRS 122913 01/21/2005 20,89 EMP HCSP-PAY DATE 1/21/05 012105 101-1550-4030 Retirement MSRS 123039 01/28/2005 20,89 EMP HCSP-PAY DATE 2/4/05 012805 101-1550-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 84.41 LIFE INSURANCE 01142005 101-1550-4040 Insurance MEDICA 122908 01/11/2005 4,648.80 HEALTH INSURANCE 105032101050 101-1550-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 121.97 LONG TERM DISABILITY 012405 101-1550-4060 Unemploy MINNESOTA UC FUND 122870 12/31/2004 181.59 UNEMPLOYMENT 123104 101-1550-4120 Equip Supp R&R MARINE 122877 12/06/2004 10.60 ROLLER 2125094 101-1550-4120 Equip Supp PRAIRIE LA\'IN & GARDEN 123045 01/18/2005 87.91 STARTER CUP FOR SNO~ffiLOílER 81645 101-1550-4120 Equip Supp CABIN FEVER SPORTING GOODS 123008 01/19/2005 371. 69 AUGER 01192005 101-1550-4120 Equip Supp BUILDING FASTENERS 123007 01/10/2005 788.92 MISC SUPPLIES 606593 101-1550-4140 Veh Supp FACTORY MOTOR PARTS COMPANY 123018 01/25/2005 78.38 BATTERY 12161919 101-1550-4150 Maint MatI JH LARSON COMPANY 123062 12130/2004 30,80 400íl MH MOG BT37 HORIZ 445533502 101-1550-4300 Consulting BENIEK PROPERTY SERVICES INC 122886 01/14/2005 855,00 SNOIiPLOWING 8755 101-1550-4300 Consulting BENIEK PROPERTY SERVICES INC 123005 01/31/2005 570,00 SNOílPLOílING 8839 101-1550-4300 Consulting FREDERICK & VALARIE RIESE 123060 12/31/2004 110,00 SNOíl SERVICE/MANAGEMENT FEE 102 101-1550-4300 Consulting FREDERICK & VALARIE RIESE 123060 12/31/2004 55,00 SNOíl SERVICE/MANAGEMENT FEE 101 101-1550-4310 Telephone KMC TELECOM 123029 01/19/2005 45,43 TELEPHONE CHARGES 011905 101-1550-4310 Telephone NEXTEL 123043 01/23/2005 213,13 CELLULAR PHONE CHARGES 012305 101-1550-4320 Utilities XCEL ENERGY INC 122928 01/14/2005 316,39 ELECTRICITY CHARGES 011405 101-1550-4320 Utilities CENTERPOINT ENERGY MINNEGASCO 123011 01/28/2005 547,56 GAS CHARGES 012805 101-1550-4370 Trav/Train CHARLES EILER 123012 01/07/2005 6,00 PARKING 010705 101-1550-4510 Bldg Maint MINNESOTA CO~¡AY 123033 01/18/2005 28,65 ANNUAL INSPECTION 340663 101-1550-4510 Bldg Maint J-BERD MECHANICAL CONTRACTORS 123025 01/21/2005 161,54 REPAIR LEAKS IN HEATERS 5979 ----------------- Total Park Maintenance 9.355,55 Dept: Downtown Maintenance 101-1551-4320 Utilities CENTERPOINT ENERGY MINNEGASCO 122854 12131/2004 141. 67 GAS CHARGES 123104 101-1551-4320 Utilities XCEL ENERGY INC 122981 01/20/2005 82,85 ELECTRICITY CHARGES 012005 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8:55am Page: 10 City of Chanhassen --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department Account GL Number Abbrev Vendor Name Invoice Description Check Number Invoice Number Due Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: GENERAL FUND Dept: Downtown Maintenance 101-1551-4350 Cleaning ONYX SPECIAL SERVICES INC 122994 12/16/2004 9,28 RECYCLE-BALLAST EW268434 101-1551-4510 B1dg Maint MENARDS - EDEN PRAIRIE 122959 01/24/2005 1. 85 LUMBER 97934 ----------------- Total Downtown Maintenance 235,65 Dept: Senior Citizens Center 101-1560-4130 Prog Supp QUILL CORPORATION 122875 12/30/2004 151. 06 DISPLAY UNIT-SENIOR CENTER 4677755 101-1560-4130 Prog Supp SUSAN BILL 122926 01/18/2005 71,53 MISC SUPPLIES 011805 101-1560-4130 prog Supp JW PEPPER & SON INC 122957 01/12/2005 27,96 MUSIC I006611255Z 101-1560-4300 Consulting AARP 122929 01/20/2005 230,00 DEFENSIVE DRIVING 012005 101-1560-4300 Consulting RICHFIELD BUS COMPANY 123048 01/27/2005 375,25 PLYMOUTH PLAYHOUSE BUS FEE 131766 101-1560-4300 Consulting COUNTY MARKET 123015 01/31/2005 29,09 SENIOR CENTER SUPPLIES 013105 101-1560-4360 Membership MN ASSOCIATION OF SENIOR SERV 123034 02/01/2005 15,00 MEMBERSHIP 020105 101-1560-4410 Equip Rent IKON OFFICE SOLUTIONS 122863 12/31/2004 227,19 COPIER 23562710 ----------------- Total Senior Citizens Center 1,127,08 Dept: Recreation Programs 101-1600-4030 Retirement MSRS 122913 01/21/2005 1.92 EMP HCSP-PAY DATE 1/21/05 012105 101-1600-4030 Retirement MSRS 123039 01/28/2005 1.92 EMP HCSP-PAY DATE 2/4/05 012805 101-1600-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 18.82 LIFE INSURANCE 01142005 101-1600-4040 Insurance MEDICA 122908 01/11/2005 649.42 HEALTH INSURANCE 105032101050 101-1600-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 41. 29 LONG TERM DISABILITY 012405 101-1600-4300 Consulting ASCAP 123002 01/24/2005 186.86 MUSIC LICENSE FEE 012405 101-1600-4310 Telephone KMC TELECOM 123029 01/19/2005 184.05 TELEPHONE CHARGES 011905 101-1600-4310 Telephone NEXTEL 123043 01123/2005 63.30 CELLULAR PHONE CHARGES 0123 05 101-1600-4320 Utilities MN VALLEY ELECTRIC COOP 122872 12/28/2004 9.37 ELECTRICITY CHARGES 12282004 101-1600-4320 Utilities XCEL ENERGY INC 122981 01/21/2005 118.37 ELECTRICITY CHARGES 012105 101-1600-4320 Utilities MN VALLEY ELECTRIC COOP 122965 01/21/2005 10.18 ELECTRICITY CHARGES 012105 101-1600-4320 Utilities MN VALLEY ELECTRIC COOP 123037 01/27/2005 18.74 ELECTRICITY CHARGES 012705 ----------------- Total Recreation Programs 1,304.24 Dept: February Festival 101-1611-4130 Prog Supp OFFICE MAX 122969 01/14/2005 17.02 OFFICE SUPPLIES 011405 101-1611-4130 prog Supp CABIN FEVER SPORTING GOODS 122934 01/19/2005 1,397.28 FEB FEST 011905 101-1611-4130 Prog Supp CABIN FEVER SPORTING GOODS 122934 01/20/2005 31. 95 FEB FEST 012005 101-1611-4340 Printing BRENGMAN PRINTING 122889 01/11/2005 181,05 FEB FEST TICKETS 67873 ----------------- Total February Festival 1,627,30 Dept: Ice Rinks 101-1617-4410 Equip Rent SATELLITE SHELTERS INC 122972 01/20/2005 290.75 WARMING HOUSE RENTAL 24906602 101-1617-4410 Equip Rent SATELLITE SHELTERS INC 122972 01/20/2005 331. 22 WARMING HOUSE RENTAL 24905902 INVOICE APPROVAL LIST BY FUND 122850-123064 City of Chanhassen Date: 02/07/2005 Time: 8:55am Page: 11 --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department Account GL Number Abbrev Vendor Name Invoice Description --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: GENERAL FUND Dept: Ice Rinks Dept: Self-Supporting Programs 101-1700-4030 Retirement MSRS EMP HCSP-PAY DATE 1/21/05 MSRS EMP HCSP-PAY DATE 2/4/05 MINNESOTA LIFE LIFE INSURANCE MEDICA HEALTH INSURANCE FORTIS BENEFITS LONG TERM DISABILITY 101-1700-4030 Retirement 101-1700-4040 Insurance 101-1700-4040 Insurance 101-1700-4040 Insurance Dept: Preschool Activities 101-1711-3636 SlfSupProg JENNIFER PHARIS REFUND-UNDER THE SEA 101-1711-4130 Prog Supp NANCY GAGNER SNOW BUDDIES CLASS FEES 101-1711-4300 Consulting NANCY GAGNER SNOW BUDDIES CLASS FEES 101-1711-4300 Consulting FIRST STUDENT INC BUS FEE Dept: Youth Activities 101-1731-3636 SlfSupProg JOHN THOMPSON REFUND-DADDY/DAUGHTER DATE 101-1731-4300 Consulting SCIENCE EXPLORERS MYSTERIES OF THE DEEP 101-1731-4300 Consulting TOM MALONE KIDS11ART Check Number Invoice Number Amount Due Date ----------------- Total Ice Rinks 621. 97 122913 01/21/2005 0,48 012105 123039 01/28/2005 0,48 012805 122911 01/14/2005 4,70 01142005 122908 01/11/2005 162,36 105032101050 123020 01/24/2005 6,56 012405 ----------------- Total Self-Supporting Programs 174,58 123026 01/28/2005 48,00 2000183002 123040 01/21/2005 18,00 1J 123040 01/21/2005 25.00 1J 123019 01/20/2005 172.05 99040188 ----------------- Total Preschool Activities 263.05 123028 02/01/2005 35,00 2000187002 122924 01/17/2005 118,30 579 123056 01/23/2005 307,20 7 ----------------- Total Youth Activities 460,50 ----------------- Fund Total 160,863,41 Fund: CABLE TV Dept: 210-0000-4030 Retirement MSRS 122913 01/21/2005 2,36 EMP HCSP-PAY DATE 1/21/05 012105 210-0000-4030 Retirement MSRS 123039 01/28/2005 2,36 EMP HCSP-PAY DATE 2/4/05 012805 210-0000-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 13 ,28 LIFE INSURANCE 01142005 210-0000-4040 Insurance MEDICA 122908 01/11/2005 848,58 HEALTH INSURANCE 105032101050 210-0000-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 18,76 LONG TERM DISABILITY 012405 ----------------- Total 885.34 ----------------- Fund Total 885.34 Fund: ENVIRONMENTAL PROTECTION Dept: Recycling 211-2310-4030 Retirement MSRS 122913 01/21/2005 0,27 EMP HCSP-PAY DATE 1/21/05 012105 211-2310-4030 Retirement MSRS 123039 01/28/2005 0.27 EMP HCSP-PAY DATE 2/4/05 012805 211-2310-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 4.10 LIFE INSURANCE 01142005 211-2310-4040 Insurance MEDICA 122908 01/11/2005 373.56 HEALTH INSURANCE 105032101050 211-2310-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 5.80 LONG TERM DISABILITY 012405 211-2310-4130 Prog Supp CLIMB THEATRE INC 122892 01/20/2005 2,790,00 2005 PRESENTATIONS 41388 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8: 55am Page: 12 City of Chanhassen --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department Account GL Number Abbrev Vendor Name Invoice Description Check Number Invoice Number Due Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: ENVIRONMENTAL PROTECTION Dept: Recycling 211-2310-4340 printing SOUTHVIEST SUBURBAN PUBLISHING 122996 12/31/2004 129.60 PRINTING/PUBLISHING 123104 ----------------- Total Recycling 3,303.60 Dept: Reforestation 211-2360-4030 Retirement MSRS 122913 01/21/2005 0,27 EMP HCSP-PAY DATE 1/21/05 012105 211-2360-4030 Retirement MSRS 123039 01/28/2005 0,27 EMP HCSP-PAY DATE 2/4/05 012805 211-2360-4040 Insurance HINNESOTA LIFE 122911 01/14/2005 4.10 LIFE INSURANCE 01142005 211-2360-4040 Insurance MEDICA 122908 01/11/2005 373,56 HEALTH INSURANCE 105032101050 211-2360-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 5,80 LONG TERM DISABILITY 012405 211-2360-4320 Utilities MN STATE HORTICULTURAL SOCIETY 122964 01/26/2005 45.00 MEMBERSHIP 012605 ----------------- Total Reforestation 429.00 ----------------- Fund Total 3,732.60 Fund: CAPITAL REPLACEMENT FUND Dept: 400-0000-1155 Dev Insp HANSEN THORP PELLINEN OLSON 122862 12131/2004 913 ,75 FRONTIER SECOND 04-17 13572 400-0000-1155 Dev Insp HANSEN THORP PELLINEN OLSON 122862 12/31/2004 1,253,75 CIMMARON 04-10 13570 400-0000-1155 Dev Insp HANSEN THORP PELLINEN OLSON 122862 12/31/2004 1,763,75 BURL\'IOOD 03 -10 13569 400-0000-1155 Dev Insp HANSEN THORP PELLINEN OLSON 122862 12/31/2004 1,041.25 SETTLERS NEST 04-13 13571 400-0000-1155 Dev Insp HANSEN THORP PELLINEN OLSON 122862 12/31/2004 106,25 HIDDEN CREEK 02-09 13568 400-0000-1155 Dev Insp EARL F ANDERSEN INC 122858 12/22/2004 520,89 SETTLERS \'IEST-SIGNS 63884IN 400-0000-4300 Consulting GOPHER STATE ONE-CALL INC 122861 12/31/2004 182,85 UTILITY LOCATES 4120226 ----------------- Total 5,782,49 Dept: Telephone System Replacement 400-4101-4703 Off Equip INTER-TEL TECHNOLOGIES INC 123061 12131/2004 1,908,48 HUB, POIP, RED HA\'IK, 8 PORT 123456A ----------------- Total Telephone System Replacement 1,908.48 Dept: Computer Purchases/Upgrades 400-4126-4703 Off Equip ONVOY 122993 12/20/2004 3,235,31 CISCO ROUTER \'11TH SMARTNET 41220STHT ----------------- Total Computer Purchases/Upgrades 3,235.31 Dept: Lower Level Remodeling 400-4130-4300 Consulting GEN CON CONSTRUCTION 122986 12/31/2004 4,063.80 CITY HALL R1U10DEL 9 400-4130-4300 Consulting CORPORATE EXPRESS 123014 01/20/2005 638.47 CHAIRS 58200964 400-4130-4300 Consulting KKE ARCHITECTS INC 123063 12131/2004 103.51 CITY HALL REUSE 3071220018 ----------------- Total Lower Level Remodeling 4,805,78 ----------------- Fund Total 15,732,06 Fund: PARK ACQUISITION & DEVELOPMENT Dept: 410-0000-4300 Consulting BRENT & KATHLEEN MILLER 122890 01/10/2005 1,400,00 EASE!1ENT AGREEMENT 011005 ----------------- Total 1,400,00 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8:55am Page: 13 City of Chanhassen --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department Account GL Number Abbrev Vendor Name Invoice Description Check Number Invoice Number Due Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: PARK ACQUISITION & DEVELOPMENT ----------------- Fund Total 1,400.00 Fund: MUNICIPAL STATE AID FUND Dept: Hwy 212 415-4212-4300 Consulting KIMLEY HORN AND ASSOCIATES INC 122989 12/30/2004 912,58 TH 212 REALTED SERVICES 1760583 415-4212-4370 Trav/Train PAUL OEHME 122970 01/25/2005 14,58 MILEAGE/DINNER 012505 415-4212-4370 Trav/Train PAUL OEHME 123044 01/31/2005 7,29 MILEAGE 013105 ----------------- Total Hwy 212 934,45 ----------------- Fund Total 934,45 Fund: 101 Gap Dept: 500-0000-4752 Out Engine KIMLEY HORN AND ASSOCIATES INC 122989 12/30/2004 5,212,55 TH 101 GAP PROJECT TA 1756919 ----------------- Total 5,212,55 ----------------- Fund Total 5,212,55 Fund: SPECIAL ASSESSMENT PROJECTS Dept: 2005 Street Improvement 05-01 600-6011-4752 Out Engine HANSEN THORP PELLINEN OLSON 122987 12131/2004 11,182,50 2005 STREET IMPROVEMENTS 13 65 0 ----------------- Total 2005 Street Improvement 05-01 11,182,50 ----------------- Fund Total 11,182,50 Fund: Water Fund Dept: 700-0000-2030 Util Dep MARY POLICHNOWSKI 122907 01/18/2005 78.57 REFUND BALANCE OF DEPOSIT DW5254 700-0000-2030 Util Dep CITY OF CHANHASSEN 122891 01/1812005 21,43 PAY OFF BALANCE 2700700 2700700 700-0000-4030 Retirement MSRS 122913 01/21/2005 5,02 EMP HCSP-PAY DATE 1/21/05 012105 700-0000-4030 Retirement MSRS 123039 01/2812005 4,77 EMP HCSP-PAY DATE 2/4/05 012805 700-0000-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 48,42 LIFE INSURANCE 01142005 700-0000-4040 Insurance MEDICA 122908 01/1112005 2,504,99 HEALTH INSURANCE 105032101050 700-0000-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 67,27 LONG TERM DISABILITY 012405 700-0000-4140 Veh Supp WINGFOOT COMMERCIAL TIRE 122980 01/11/2005 173,01 TIRES 1241028196 700-0000-4150 Maint Hatl \'1M HUELLER & SONS INC 122882 12/20/2004 36.00 RUBBLE DISPOSAL 102380 700-0000-4150 Maint Matl \'1M HUELLER & SONS INC 123058 01/1012005 223,65 SCREENED FILL 102830 700-0000-4160 Chemicals HA~~INS CHEMICAL 122951 01/11/2005 97,67 ORINGS/GASKET/CHECK VALVE 678363 700-0000-4160 Chemicals HAWKINS CHEMICAL 123023 01/18/2005 138,32 CHEMICALS 680053 700-0000-4240 Uniforms GRETEL'S HOOPS & THREADS 122948 01/24/2005 15,00 LOGOS ON JACKETS 235915 700-0000-4300 Consulting TWIN CITY WATER CLINIC INC 122997 12/31/2004 25,00 WATER TESTING 462 700-0000-4300 Consulting INFRATECH 122988 12/21/2004 300,00 20' MAIN TREATMENT PLANT SITE 402462 700-0000-4310 Telephone AT&T CONSUMER LEASE SERVICES 122931 01/14/2005 7,31 TELEPHONE CHARGES 011405 700-0000-4310 Telephone KMC TELECOH 123029 01/19/2005 222.45 TELEPHONE CHARGES 011905 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8: 55am City of Chanhassen Page: 14 --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department GL Nwnber Vendor Name Check Invoice Due Account Abbrev Invoice Description Nwnber Nwnber Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: Water Fund Dept: 700-0000-4310 Telephone NEXTEL 123043 01/23/2005 105,75 CELLULAR PHONE CHARGES 012305 700-0000-4320 Utilities MN VALLEY ELECTRIC COOP 122872 12/28/2004 22.72 ELECTRICITY CHARGES 12282004 700-0000-4320 utilities XCEL ENERGY INC 122883 12/31/2004 9,366.58 ELECTRICITY CHARGES 123104 700-0000-4320 Utilities CENTERPOINT ENERGY MINNEGASCO 122854 12/31/2004 316.75 GAS CHARGES 123104 700-0000-4320 Utilities XCEL ENERGY INC 122981 01/20/2005 56,28 ELECTRICITY CHARGES 012005 700-0000-4320 Utilities CENTERPOINT ENERGY MINNEGASCO 123011 01/28/2005 135,43 GAS CHARGES 012805 700-0000-4320 Utilities MN VALLEY ELECTRIC COOP 123037 01/27/2005 35,27 ELECTRICITY CHARGES 012705 700-0000-4320 Utilities CITY OF CHANHASSEN 123013 01/31/2005 32,17 \qATER/ SE~IER CHARGES 2999910 013105 700-0000-4340 Printing POSTMASTER 122999 01/31/2005 332,99 UTILITY BILL POSTAGE 013105 700-0000-4370 Trav/Train SUBURBAN UTILITIES 123052 02/02/2005 100.00 MEMBERSHIP-JANES 020205 700-0000-4550 Wtr Sys NORTHWESTERN POWER EQUIP CO 122918 01/04/2005 1,282.26 PRS-SPRINGFIELD REPAIR 401015G ----------------- Total 15,755.08 Dept: Well No, 9 Project No. 03 - 02 700-7006-4752 Out Engine BOLTON & MENK INC 122982 12/31/2004 471.00 WELL 9 SITING AND DESIGN 82850 ----------------- Total Well No. 9 Project No, 03-02 471.00 Dept: North Bay Watermain Extension 700-7011-4752 Out Engine KIMLEY HORN AND ASSOCIATES INC 122989 12/30/2004 1,116,97 NORTH BAY WATERMAIN EXTEN 1749341 ----------------- Total North Bay Watermain Extension 1,116.97 ----------------- Fund Total 17,343.05 Fund: Sewer Fund Dept: 701-0000-4030 Retirement MSRS 122913 01/21/2005 5,02 EMP HCSP-PAY DATE 1/21/05 012105 701-0000-4030 Retirement MSRS 123039 01/28/2005 4,77 EMP HCSP-PAY DATE 2/4/05 012805 701-0000-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 48,42 LIFE INSURANCE 01142005 701-0000-4040 Insurance MEDICA 122908 01/11/2005 2,504,99 HEALTH INSURANCE 105032101050 701-0000-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 67,27 LONG TERM DISABILITY 012405 701-0000-4120 Equip Supp INFRA TECH 122954 01/06/2005 117,45 JETTER REPAIR/HOSE 402639 701-0000-4140 Veh Supp WINGFooT COMMERCIAL TIRE 122980 01/11/2005 173,02 TIRES 1241028196 701-0000-4300 Consulting HANSEN THORP PELLINEN OLSON 122950 01/20/2005 1,800.00 LS 14 SURVEY- PW055N 13653 701-0000-4310 Telephone AT&T CONSUMER LEASE SERVICES 122931 01/14/2005 7.31 TELEPHONE CHARGES 011405 701-0000-4310 Telephone KMC TELECOM 123029 01/19/2005 222.45 TELEPHONE CHARGES 011905 701-0000-4310 Telephone NEXTEL 123043 01/23/2005 105,75 CELLULAR PHONE CHARGES 012305 701-0000-4320 Utilities XCEL ENERGY INC 122883 12/31/2004 18,57 ELECTRICITY CHARGES 123104 701-0000-4320 Utilities CENTERPOINT ENERGY MINNEGASCO 122854 12/31/2004 316,75 GAS CHARGES 123104 701-0000-4320 Utilities XCEL ENERGY INC 122981 01/20/2005 2,566.79 ELECTRICITY CHARGES 012005 701-0000-4320 Utilities MN VALLEY ELECTRIC COOP 122965 01/21/2005 95.30 ELECTRICITY CHARGES 012105 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8: 55am City of Chanhassen Page: 15 --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department GL Nwnber Vendor Name Check Invoice Due Account Abbrev Invoice Description Nwnber Nwnber Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: Sewer Fund Dept: 701-0000-4320 Utilities MN VALLEY ELECTRIC COOP 123037 01/27/2005 218.11 ELECTRICITY CHARGES 012705 701-0000-4320 Utilities CITY OF CHANHASSEN 123013 01/3112005 32.17 WATER/SE\VER CHARGES 2999910 013105 701-0000-4340 Printing POSTMASTER 122999 01/31/2005 332.99 UTILITY BILL POSTAGE 013105 701-0000-4440 Veh Licens MN POLLUTION CONTROL AGENCY 122912 01/0512005 23.00 CLASS D LICENSE RENEWAL-BELL 010505 701-0000-4509 Remit METROPOLITAN COUNCIL 122910 01/10/2005 108,674.20 WASTEWATER SERVICE-FEBRUARY 787595 701-0000-4551 Sewer Sys ESS BROTHERS & SONS INC 122860 12/30/2004 264,12 FRAME/ROPES GG6604 701-0000-4551 Sewer Sys BRAUN PŒ1P & CONTROLS 122888 01/11/2005 308,25 PUMP/PANEL LS 26 7594 701-0000-4553 Enter Swr QUALITY FLOW SYSTEMS, INC 122921 01/11/2005 2,982,00 EHERGENCY PUMP-LS 2 14995 ----------------- Total 120,888.70 Dept: SCADA System Replacement 701-7009-4300 Consulting KAEDING AND ASSOCIATES INC 122864 12/31/2004 1,298.00 SCADA SYSTEM-PHASE 2 PROJECT 490169C ----------------- Total SCADA System Replacement 1,298,00 Dept: Lift Station #2 701-7010-4120 Equip Supp A-I ELECTRIC SERVICE 122850 1212712004 84,51 LS 2 PANEL 10620 701-7010-4752 Out Engine HANSEN THORP PELLINEN OLSON 122862 12/31/2004 340,00 LIFT STATION 2 01-11C 13613 ----------------- Total Lift Station #2 424,51 ----------------- Fund Total 122,611. 21 Fund: SURFACE WATER MANAGEMENT Dept: 720-0000-3660 Sewer Chg EDINA REALTY TITLE 123017 02/02/2005 25,79 REFUND FINAL BILL OVERPAYMENT 2608200 720-0000-4030 Retirement HSRS 122913 01/2112005 1.46 EMP HCSP-PAY DATE 1/21/05 012105 720-0000-4030 Retirement MSRS 123039 01/2812005 2.15 EMP HCSP-PAY DATE 2/4/05 012805 720-0000-4040 Insurance MINNESOTA LIFE 122911 01/14/2005 16.75 LIFE INSURANCE 01142005 720-0000-4040 Insurance MEDICA 122908 01/1112005 592.67 HEALTH INSURANCE 105032101050 720-0000-4040 Insurance FORTIS BENEFITS 123020 01/24/2005 24.27 LONG TERM DISABILITY 012405 720-0000-4300 Consulting BOLTON & MENK INC 122933 01/1212005 11. 57 COUNTRY OAKS DRAINAGE STUDY 82851 720-0000-4340 printing SOUTHWEST SUBURBAN PUBLISHING 122996 12/31/2004 25.06 PRINTING/PUBLISHING 123104 720-0000-4380 Mi 1eage LORI HAAK 122867 12/31/2004 77.63 MILEAGE 123104 720-0000-4380 Mileage LORI HAAK 122906 01/14/2005 22.68 HILEAGE 011405 720-0000-4901 Refunds LONGACRES HOMEO\~RS ASSN 122866 12/31/2004 124.71 REFUND OVERPAYMENT 1902240 720-0000-4901 Refunds LONGACRES HOMEOWNERS ASSN 122866 12/31/2004 139,71 REFUND-OVERPAYMENT 1904400 ----------------- Total 1,064.45 ----------------- Fund Total 1,064,45 Fund: HISTORIC PRESERVATION TRUST Dept: 800-0000-4300 Consulting OTTO ASSOCIATES 122919 01/13/2005 2,021.50 ALTA SURVEY - #1-04-0679 4314 INVOICE APPROVAL LIST BY FUND 122850-123064 Date: 02/07/2005 Time: 8:55am Page: 16 City of Chanhassen --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund Department Account GL Number Abbrev Vendor Name Invoice Description Check Number Invoice Number Due Date Amount --------------------------------------------------------------------------------------------------------------------------------------------------------- Fund: HISTORIC PRESERVATION TRUST Dept: ----------------- Total 2,021.50 ----------------- Fund Total 2,021.50 Fund: DEVELOPER ESCROW FUND Dept: SIGN 815-8204-2024 Escrow Pay PAMEDCO PROPERTIES LLC. 122995 12/08/2004 100.00 REFUND-RECORDING/ESCROW DW5701 ----------------- Total SIGN 100,00 Dept: AS-BUILT ESCROW 815-8226-2024 Escrow Pay JOHN KNOBLAUCH 123027 01/31/2005 1,500,00 AS BUILT ESC-1415 KNOB HILL LN 1415KHL ----------------- Total AS-BUILT ESCROW 1,500,00 ----------------- Fund Total 1,600,00 Fund: PAYROLL CLEARING FUND Dept: 820-0000-2009 Def Comp ICMA RETIREMENT AND TRUST-457 122903 01/21/2005 430,00 EMPLOYEE DEFERRED COMP 012105 820-0000-2009 Def Comp NATIONWIDE RETIREMENT SOLUTION 122916 01/21/2005 7,038,41 EMPLOYEE DEFERRED COMP 012105 820-0000-2009 Def Comp ICMA RETIREMENT AND TRUST-457 123024 02/04/2005 430,00 EMP DEFERRED COMP 020405 820-0000-2009 Def Comp NATIONWIDE RETIREMENT SOLUTION 123042 02/04/2005 7,038,41 EMP DEFERRED COMP 020405 820-0000-2011 Life Ins, MINNESOTA LIFE 122911 01/14/2005 512,46 LIFE INSURANCE 01142005 820-0000-2011 Life Ins, MN NCPERS LIFE INSURANCE 123035 01/17/2005 32,00 EMPLOYEE LIFE INSURANCE 011705 820-0000-2012 Health Ins MEDICA 122908 01/11/2005 11,942,70 HEALTH INSURANCE 105032101050 820-0000-2013 DENTAL PAY FORTIS DENTAL BENEFITS 123021 01/19/2005 990,23 DENTAL INSURANCE 011905 820-0000-2016 RET HEALTH MSRS 122913 01/21/2005 1,691,23 EMP HCSP-PAY DATE 1/21/05 012105 820-0000-2016 RET HEALTH MSRS 123039 01/28/2005 1,692,71 EMP HCSP-PAY DATE 2/4/05 012805 ----------------- Total 31,798,15 ----------------- Fund Total 31,798,15 ----------------- Grand Total 376,381. 27 \0 4-< o ...... 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'" t¡4 <II = ¡:... ;¡ .~ r:/) .- ~ "0 C';i ~= ~I ... <II Q) ~~ '¡::¡ <11'0 Q) c; ~ = "'0 c; ~ :J C';i 0 Q .c'" ....:¡ I;))QJ ] æ= Q) - -~ .- u <:ê ~ Q) 'r/] ....... ~ 9.c ~ I-< C';i <II 0 ~~ 8< ~ 0 01 ~ U UI'~ ª "'> ~I . ~ I-< ...1 '" ~= Q) ·0 .- ...... ~ ~ il<: ..s 0'\ Q) 0'\ 8 ~ .... ....... I (,) , 00 .¡:: 0'\ VJ 0'\ Q) VJ .... ~ Q) @ I-< ~ - lr) .c µ.:¡ I;)) \0 ï: J 8 ;>, Q. (,) 0 "¡:: U Q) -:--: ~ VJ B ...s::: C Community Development Committee I 2005-59 Meeting date: January 31, 2005 ...... . . ADVISORY INFORMATION Date January 25, 2005 Subject Plat Monitoring Program - 2003 Data Districts, Members All Prepared by Robin Caufman, AICP, Senior Planner (651-602-1457) Phyllis Hanson, Manager Local Planning Assistance (651-602-1566) Mark Vander Schaaf, Dir. Planning & Growth Management (651-602-1441) Division/Department Community Development! Local Planning Assistance PROPOSED ACTION This is an information only item. BACKGROUND In 2001, the Council initiated, with input from the Builders Association of the Twin Cities (BATC) and the Association of Metropolitan Municipalities (AMM), a program for monitoring residential plats in 12 developing communities, known as the plat monitoring program. The objective is to provide an annual report on residential development in developing communities, including average density and mix of residential development, number of units platted, and amount of land developed. The initial 12 volunteer communities included Blaine, Chanhassen, Eden Prairie, Hugo, Inver Grove Heights, Lakeville, Maple Grove, Ramsey, Savage, Shakopee, Waconia, and Woodbury. In 2002, the City of Farmington replaced the City of Waconia and the City of Uno Lakes was added as a condition of the Council's review of the 2020 Comprehensive Plan Update. Several cities, including Andover, Medina, Rogers, and Victoria, were added in 2003 as a condition of Metropolitan Urban Service Area (MUSA) expansion comprehensive plan amendments. Participating communities rovide a co of a roved residential lats and com lete an annual summa worksheet. - --- ------- OVERVIEW The 2003 report provides information about urban residential developments approved including acres platted, units approved, and resulting net density for sixteen of the forty-five Developing communities, including Andover, Blaine, Chanhassen, Farmington, Hugo, Inver Grove Heights, Lakeville, Uno Lakes, Maple Grove, Medina, Ramsey, Rogers, Savage, Shakopee, Victoria, and Woodbury. This report analyzes the data of 107 plats resulting in 9,613 housing units and finds that overall these participating communities continue to develop (1) at densities greater than 3 units/acre and (2) with more multifamily than single family units. SUMMARY Following is a summary of the 2003 plat monitoring data: · Participating communities: 16 of the 45 Developing communities (36%) · Number of Plats: 107 plats. · Number of Acres Platted: 2,929 acres. · Number of Units Platted: 9,613 units. · Average net density of plats: 3.3 units/acre. · Housin mix: 44% sin Ie family and 56% multifamily. 1 ATTACHMENTS Figure 1: Map of Plat Monitoring Participating Communities Table 4: 2000-2003 Summa b Communi ·ANAL YSIS Density The annual reports from 2000-2003 show that on average these communities continue to develop at greater than 3 units/acre (Table 1), The average net density of the plats approved in 2003 was 3.3 units/acre. Table 1 - Net and Gross Densit , 2000-2003 2000 ·é~OØ2t Net Density 4.6 3,8 3.7 3.3 Gross Density 3.1 2.7 2,2 2.6 . Net density includes developable land, excluding wetlands, natural resources protected by ordinances, public parks and arterial road right-ot-way Housing and Development Mix In 2003, 56% of the units were multifamily and 44% were single family homes (Table 2). Table 4 (attached) summarizes the residential mix between 2000-2003 by community. Table 2 - Share 0 nits t at are Ingle ami y an uti amlY, - 2000 2001 2002 2003 Units % Units % Units % Units % Single Family 1,797 40% 2,792 44% 1,911 37% 4,254 44% Multifamily 2,727 60% 3,625 56% 3,254 63% 5,359 56% Total 4,524 6,417 5,165 9,613 f U' h S' I F 'I d MI' F 'I 2000 2003 Comprehensive Plans Consistency Table 3 shows that the total number of units approved as a result of these 107 plats, falls midway between the lowest allowed density and highest allowed density, based on the corresponding land use designation and allowable density range, "Lowest Allowed Density" was calculated by summing the numbers of units anticipated if all 2,929 acres were platted at the lowest allowed density, according to the local comprehensive plan and land use designation, Similarly, "Highest Allowed Density" was calculated by summing the numbers of units anticipated if all 2,929 acres were platted at the highest density by the comprehensive plan and land use designation. Table 3 - Number of Units Platted Compared to Number of Units Allowed, 2000-2003. ... ... ··~;~OOO;Units' 200'J)r1it$.~:i. "~~s20020nits~ .to:;;;2()Œð;dlJnits~on ;.. - _n_ ____, n_-_- Lowest Allowed Densitv 1 ,377 1 ,738 2,834 3,488 Actual # of Units Platted 4,524 5,1 65 6,417 9,613 Hiqhest Allowed Density 6,322 8,663 1 1 ,541 1 5,606 Table 4 summarizes the acres platted, units platted and resulting average net density of development, for each community and shows that these numbers vary by year. However, for those communities that have participated in the program since 2000, the data shows that all but one of these communities are developing at an average net density of 3 or greater units/acre. 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U:\IVERSITY OF r-,!I'H\'FSOT/\ SERVICE ~íd!f!JJïeIP!J\.MEDI~Ç~41 Extension and Carver County Local Governments - Cities, School Districts, Townshipsr SWCD January 19, 2005 Mr. Todd Gerhardt City Manager City of Chanhassen PO Box 147 Chanhassen, Mn 55317 RECEIVED JAN 2 1 2005 CITY OF CHANHASSEN Dear Mr, Gerhardt, I am writing on behalf of the 2005 Carver County Elected Officials Leadership Program Design Team to share with you our plans for the 2005 Carver County Elected Official Leadership Program. The focus of this year's program is "Leadership: Acting Together around our Carver County Vision". Our first session is Wednesday, January 26th, "Vision to Action: Begin Work on Six Current Issues & their Alignment with Our Vision". Enclosed is a copy of the invitation from County Board Chair James Ische and program overview sent to your elected officials, We invite you to attend any of the sessions this year. Specific goals for this year's Leadership Program are to: . learn about and discuss potential action around six priority issues and their aliqnment with the Countv vision, The priority issues include: Growth and Transportation. Economic Development. Collaboration. Aqina Population. Lifelonq Learninq and Lifecvcle Housinq, . discuss and support cooperative efforts across the county, The focus of our time will be spent in the above six issue groups researching the latest data and discussing their alignment around a county vision, We invite your local government to be represented on as many of the issue groups as there is interest. We will continue to bring all groups together in 3-4 sessions throughout the year for reporting and to explore how "The Impact of Changing Demographics" and "Ethical Decision-Making" will impact the issues, We will also continue to have the annual bus tour in June. The content for this year continues to build on the outcomes of the 2003 October Oak Ridge County Elected Summit and our 2004 work of developing a County vision. The Leadership Program is sponsored and planned by a design team of Carver County elected leaders representing various local elected councils and boards across the county with the University of Minnesota Extension Service, Carver County and Ridgeview Medical Center. Many of you had councilor board members participate in one or more of the 2004 Carver County Elected Officials Leadership Program Sessions, It is our goal that those that attend share the information with the remaining councilor board members as well as staff, We would ask that you discuss this at an upcoming meeting and encourage their attendance. They may register by calling the University of Minnesota Extension Office in Carver County at 952-442-4496 or email at carver@extension.umn.edu. Enclosed is an overview that further describes the 2005 program and the January 26th session, including location, tentative future dates and design team members, The Carver County Elected Officials Leadership Design Team thanks you for your support in 2005 and looks forward to the opportunity to learn and discuss together the challenging issues facing Carver County Elected Officials, We hope to see you at one of our 2005 sessions. Feel free to give one of the Design Team Members or myself a call for more information or questions, Sincerely, ~~ Nancy Lenhart University of Minnesota Extension Service-Carver County Carver County Elected Leader Program Coordinator (25% time) Tel. 952-442-4496; lenha002@umn.edu Ene, Invitation and 2005 Carver County Elected Leadership Program Overview (fi\IVERSITY OF MI''¡¡'';ESOTA SERVICE R..íddeuíefll;JÞj\MEDICAL-tj~~'-("iffJl Extension and Carver County Local Governments - Cities, School Districts, Townships, SWCD 2005 Carver County Elected Officials Leadership: A V-LEAD Program Overview "Leadership: Acting Together Around Our Carver County Vision" Goals for the 2005 program are to: · Learn about and discuss potential actions around six priority issues of Growth and Transportation, Economic Development, Collaboration, Aging Population, Lifelong Learning, Lifecycle Housing and their alignment with the county vision · Discuss and support cooperative efforts across the county to address county-wide issues; · Provide a forum for meeting new and existing Carver County Local Elected Leaders; . Build a network of support; . Learn from each other; · Enhance leadership skills including understanding the Carver County Quality of Life Indicators/Issues and how public policies are made. · Promote and celebrate the leadership of elected officials in Carver County. Our 2005 County Leadership Program will include the following: The Kickoff First Session: Wednesday, January 26th, 7-9:00 p.m. Topic: "Vision to Action: Begin Work on Six Current Issues & their Alignment with Our Vision" Location: Carver County Public Works Facility, Hwy. 212, West of Cologne At the first session we will: 1) Meet new and existing Carver County Local Elected Officials. 2) Set goals and begin work on the six areas/issues for the year (see issue areas listed below) 3) Include annual goals listed above. Six Issues we will work on this year are: · Growth and Transportation: Discuss expected growth in Carver County, and what changes will be required for transportation to meet the needs of that growth. Some examples to consider: 1. Improved north south routes 2. Further improvements to Hwy 5 and 212 3. Transit - buses, LRT, or train 4. New River Crossings. . l.S0~ t~ . 1 ........... Carver Countg 1855 - 2005 '. Gayle O. Degler County Commissioncr District #1 Tom Workman County Commissioncr District #2 Gary M. Dclancy County Commissioncr District #3 Tim Lynch COllnty Commissioncr District #4 James M. Ischc County Commissioncr District #5 Office of County Commissioners Carver County Government Center Human Services Building 602 East Fourth Street Chaska, MN 55318-1202 Phone: 952 361-1510 Fax: 952 361-l581 January 7,2005 As a Carver County elected official you playa very important role in making policy decisions for current and future outcomes in your community, school district, township or county. We invite you to participate in our 2005 Carver County Elected Officials Leadership Proaram, The 2005 theme is "Leadership: Acting Together Around Our Carver County Vision". Our first session is Wednesday, January 26, 2005. Specific goals for this year's Leadership Program are to: . learn about and discuss potential action around six priority issues and their alignment with the County vision. The priority issues include: Growth and Transportation, Economic Development, Collaboration, Aging Population, Lifelong Learning and Lifecycle Housing. . discuss and support cooperative efforts across the county, The focus of our time will be spent in the above six issue groups researching the latest data and discussing their alignment around a county vision. We invite your local government to be represented on as many of the issue groups as there is interest. We will continue to bring all groups together in 3-4 sessions throughout the year for reporting and to explore how "The Impact of Changing Demographics" and "Ethical Decision-Making" will impact the issues, We will also continue to have the annual bus tour in June, The content for this year continues to build on the outcomes of the 2003 October Oak Ridge County Elected Summit and our 2004 work of developing a County vision. This Leadership Program is being sponsored and has been planned by a design team of Carver County elected leaders representing various councils and boards with the University of Minnesota Extension Service, Carver County and Ridgeview Medical Center, Enclosed is an overview that further describes the 2005 program and the January 26th session, including location, tentative future dates and design team members. We look forward to the opportunity to learn and discuss our leadership issues together, Please RSVP by January 25th by emailing Nancy Lenhart at lenha002@umn,edu or calling 952/442-4496, Thank you, Sincerely, 9~9~ James Ische Chair-Carver County Board of Commissioners Enc. 2005 Elected Leadership Program Overview 2004 Chanhassen Cable Channel 8 Broadcasted Program Review Government Meetings: Chanhassen City Council Chanhassen Planning Commission Carver County Board of Commissioners School District 112 Board Meetings Live broadcast and replayed three times weekly Live broadcast and replayed three times weekly Replayed twice weekly Replayed once weekly Miscellaneous Programs: · Minnesota Lottery Environmental Journal o Twice weekly until production discontinued in spring · "Surviving the Cold" and "A Snowplow - Coo!!" o Three times weekly in winter months · "Friendship Set to Music" - square dancing ensembles produced by a local club o Once weekly · Army Newswatch o Once weekly · Home Composting Made Easy o Twice weekly in April and May · Recycling Makes Sense for Minnesota o Twice weekly in April and May · Chanhassen Elementary 2nd and 3rd Grade Choir Recital o Once weekly in June · Chamber of Commerce Candidate Forum oLive broadcast o Replayed last two weeks of October · Family of Christ Lutheran Church Candidate Forum o Last two weeks of October · Minnetonka Schools Today o Twice weekly beginning in December Current broadcast schedules are available on the City's web site at: http://www.ci.chanhassen.mn.us/inside/cable.html February 2, 2005 CITY OF CHANHASSEN 7700 Market Boulevard PO Box 147 Chanhassen, MN 55317 Bruce and Yvonne Geske 7325 Hazeltine Boulevard Excelsior, MN 55331 Administration Phone: 952.227.1100 Fax: 952.227.1110 Dear Bruce and Yvonne: Finance Phone: 952.227.1140 Fax: 952.227.1110 Thank you for your cooperation in the construction of the Highway 41 trail connector. Weare very pleased with how the trail turned out and owe a debt of gratitude to both of you for your willingness to allow the trail to be located on the westerly portion of your property. Enclosed you will find a grant of permanent easement for the public trail. Please sign the document and have it notarized. You will also need to forward the consent to easement form to your mortgage holder. A return postage paid envelope is enclosed for your use. BUilding Inspections Phone: 952.227.1180 Fax: 952.227.1190 Engineering Phone: 952.227.1160 Fax: 952.227.1170 Park & Recreation Phone: 952.227.1120 Fax: 952.227.1110 I have made several contacts regarding the installation of a street light at the driveway entrance from the highway. I will contact you upon receiving confirmation that the Jightwill be installed. Recreation Center 2310 Coulter Boulevard Phone: 952.227.1400 Fax: 952.227.1404 Again, thank you for your generous contribution to this project. Your thoughtfulness has improved the lives of all those who use thetrailtoday, as well as in the future. If any of us here at City Hall can be of service to you, please do not hesitate to contact us. Planning & Natural Resources Phone: 952.227.1130 Fax: 952.227.1110 Sincerely, Public Works 1591 Park Road Phone: 952.227.1300 Fax: 952.227.1310 ~~ Todd Hoffman Park and Recreation Director Senior Center Phone: 952.227.1125 Fax: 952.227.1110 c: Mayor and City CouIlcil Park and Recreation Co:nunission Todd Gerhardt, City Manager Dale Gregory ,Park Superintendent Web Site www.ci.chanhassen.mn.us The City 01 Chanhassen · A growing communily with clean lakes, Quality schools, a channing downtown, thriving businesses, winding trails, and beauti1ul parks. A gæat place to live, work, and play. (Reservedfor Recording Data) GRANT OF PERMANENT EASEMENT THIS AGREEMENT made this day of , 2005, by and between BRUCE A. GESKE and YVONNE M. GESKE, husband and wife, hereinafter referred to as "Grantors", and the CITY OF CHANHASSEN, a municipal corporation organized under the laws of the State of Minnesota, the Grantee, hereinafter referred to as "City". WITNESSETH: PERMANENT EASEMENT The Grantors, in consideration ofthe sum of One Dollar ($1.00) and other good and valuable consideration to them in hand paid by the City, the receipt and sufficiency of which is hereby acknowledged, do hereby grant and convey to the City, its successors and assigns, forever, a permanent easement for public trail and utility purposes over, on, across, under and through the land situated in the County of Carver, State of Minnesota, legally described on the attached Exhibit "A". INCLUDING the rights of the City, its contractors, agents, servants, and assigns, to enter upon the easement premises at all reasonable times to install, reinstall, inspect, repair, and maintain said public trail and utility systems over, across, on, under, and through the easement 116355 premises, together with the right to grade, level, fill, drain, pave, and excavate the easement premises, and the further right to remove trees, bushes, undergrowth, and other obstructions interfering with the location, construction, and maintenance of said public trail and utility systems. The above named Grantors, for themselves, their heirs and assigns do covenant with the City, its successors and assigns, that they are well seized in fee title ofthe above described easement premises; that they have the sole right to grant and convey the easements to the City. IN TESTIMONY WHEREOF, the Grantors hereto have signed this Agreement the day and year first above written. GRANTORS: Bruce A. Geske Yvonne M. Geske STATE OF MINNESOTA ) )ss. COUNTY OF ) The foregoing instrument was acknowledged before me this day of , 2005, by Bruce A. Geske and Yvonne M. Geske, husband and wife, Grantors. Notary Public THIS INSTRUMENT WAS DRAFTED BY: CAMPBELL KNUTSON, P.A. 1380 Corporate Center Curve, Suite 317 Eagan, Minnesota 55121 Telephone: (651) 452-5000 [AMP/sIc] 116355 EXHIBIT "A" DESCRIPTION OF PARCEL: That part of the Southwest Quarter of the Northeast Quarter (SW ~ ofNE ~) and of the Southeast Quarter of the Northwest Quarter (SE ~ ofNW~) of Section 9, Township 116, Rangè 23, Carver County, Minnesota, described as follows: Beginning at the intersection of the east and west centersection line of said Section 9 and the southeasterly right-of-way line S.T.H. No. 41 as established by that certain Final Certificate dated June 16, 1959, and recorded in Book M of Miscellaneous at Page 273, on August 7, 1959; thence east along said east-west centersection line a distance of 527 feet; thence northeasterly at an angle of 60°00' to the left a distance of 144.4 feet to a point which is 125 feet north of and at right angle to east-west centerline of said Section 9; thence west and parallel to said east-west centerline to the said southeasterly right-of- way line of S.T.H. 41; thence southerly along the said southeasterly right-of-way of S.T.H. No. 41 to the point of beginning. DESCRIPTION OF EASEMENT AREA: A 20.00 foot permanent easement for public trail and utility purposes, over, under, and across the Southeast Quarter of the Northwest Quarter and the Southwest Quarter of the Northeast Quarter all in Section 9, Township 116, Range 23, Carver County, Minnesota, the centerline of said easement is described as follows: Commencing at the Southwest comer Outlot A, according to the recorded plat of THE MEADOWS AT LONGACRES, Carver County, Minnesota; thence on an assumed bearing of North 88 degrees 42 minutes 22 seconds East, along the South line of said Outlot A, a distance of 27.35 feet to the point of beginning of the centerline to be described; thence South 24 degrees 53 minutes 03 seconds West, a distance of56.66 feet; thence South 41 degrees 49 minutes 40 seconds West, a distance of33.03 feet; thence South 50 degrees 59 minutes 47 seconds West, a distance of56.82 feet; thence South 83 degrees 59 minutes 52 seconds West, a distance of30.59 feet to the Easterly right-of-way line of Minnesota State Highway No. 41 and said centerline there terminating. The sidelines of said easement are to be prolonged or shortened to tenninate at the South line of said Outlot A and at the Easterly right-of-way line of said State Highway No. 41. 116355 (Reservedfor Recording Data) MORTGAGE HOLDER CONSENT TO EASEMENT WASHINGTON MUTUAL BANK, FA, which holds a mortgage on all or part ofthe property more particularly described in the Grant of Penn anent Easement attached hereto as Exhibit A, which mortgage is dated March 28, 2003, and recorded May 12, 2003 as Document No. A351332 with the office of the County Recorder for Carver County, Minnesota, for good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, does hereby join in, consents, and is subject to the above referenced Grant of Penn anent Easement. WASHINGTON MUTUAL BANK, FA BY: Its: AND Its: 116355 STATE OF ) ) ss. ) COUNTY OF The foregoing instrument was acknowledged before me this _ day of 2005, by and by and Washington Mutual Bank, FA, on its behalf. the , respectively, of Notary Public THIS INSTRUMENT WAS DRAFTED BY: CAMPBELL KNUTSON, P.A. 1380 Corporate Center Curve, Suite 317 Eagan, Minnesota 55121 Telephone: (651) 452-5000 [AMP/sIc] 116355 ....... --- .a --- ..c ~ V) ll.! IX o « <.') -7 <5 _.1 ~c ~- Î" « \ \ \ \ ~~ I \ b \ \ () \ \ ~} \ \ .~ \ I \ I , It.! I I , :1:.) I " " ~ï I "'-' '...... I I '- ,-_J "'-',- I "'- -......" \ "'- ' "'- " ~ ~- C~ ,,<' , ~ , ~ 4.: <ri « ca .....: "I- ~ II ~ Q:: ~ ( I I \ I \ ~ \ \ ~ \ i \ Iii \ i \1 " \ " " "", 9" .;0 ~ Q.-'~ (I' . 01-' ... ~ ! -~ ~ ,2 J¡ .g, ~ .... ii !! o ~ v ~ ~ ì! ~ ai 1 !š .¡¡ 1 ~ ~ :S Iij ~ .!ò t " ~ i :S ~ " B 1í ¡ ~ d .... " _ 0 1:1 " " 8 g ,c: ~ ~ ! 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(/) Cf} (/)0 Q) 2E Q) Q) ..... ..... ..... 0 0 o 0 " C c"O C C Q) Q)C Q) Q) ~ "0 "00 "0"0 . 0 0() , ~ .~4fmtt~¡f~~mÆf:f~~~;r,¡{~irJ1$f~~~~ih~---------·_·----·-r--- _ Larkin HoffiM~ Larkin Hoffman Daly & Lindgren Ltd. 1500 Wells Fargo Plaza 7900 Xerxes Avenue South Minneapolis, Minnesota 55431-1194 GENERAL: 952-835-3800 FAX: 952-896-3333 WEB: www.larkinhoffman.com January 20,2005 Todd Gerhardt, City Manager City of Chanhassen 7700 Market Boulevard. PO Box 147 Chanhassen, MN 55317-0147 Re: PCH Development, LLC v. City of Chanhassen Our File No. 22,253-04 Dear Mr. Gerhardt: Enclosed and served upon you in the above-captioned matter, please find the following: 1. Summons and Complaint; 2, Certificate of Representation and Parties; and 3. Proposed Order for Deposit. Very truly yours, EV~ Larkin Hoffman Daly & Lindgren Ltd. Enclosures cc: Roger Knutson, Esq. (Via facsimile with enc.) 988623.1 5T A TE OF MINNE50T A DI5TRICTCOURT COUNTY OF CARVER FIRST JUDICIAL DISTRICT ------------------------------------------------------- CASE TYPE: OTHER CIVIL PCH Development, L.L.C., a Minnesota limited liability company, File No. Plaintiff, SUMMONS v. City of Chanhassen, a Minnesota municipal corporation, Defendant. ------------------------------------------------------- THE STATE OF MINNESOTA TO THE ABOVE-NAMED DEFENDANT: You are hereby summoned and required to serve upon plaintiff's attorneys an answer to the complaint which is herewith served upon you within twenty (20) days after service of this summons upon you, exclusive of the day of service. If you fail to do so, judgment by default will be taken against you for the relief demanded in the complaint. This case may be subject to Alternative Dispute Resolution (ADR) processes under Rule 114 of the General Rules of Practice for the District Courts. The Court Administrator or your attorney can provide you with infonnation about ADR options and a list of neutrals available in your area. ADR does not affect your obligation to respond to the summons and complaint within twenty (20) days. ®~ Dated: O1.10 .10D5 Neil S. Davis (033215X) LARKIN, HOFFMAN, DALY & LINDGREN, Ltd. 1500 Wells Fargo Plaza 7900 Xerxes Avenue South Bloomington, Minnesota 55431-1194 (952) 835-3800 Attorneys for Plaintiff 988504,1 STATE OF MINNESOTA DISTRICT COURT COUNTY OF CARVER FIRST JUDICIAL DISTRICT ------------------------------------------------------- CASE TYPE: OTHER CNIL PCH Development, L.L.C., a Minnesota limited liability company, File No. Plaintiff, COMPLAINT v. City of Chanhassen, a Minnesota municipal corporation, Defendant. ------------------------------------------------------- For its complaint against defendant City of Chanhassen (the "City"), plaintiffs PCH Development, L.L.c. ("PCH") states and alleges as follows: THE PARTIES 1. PCH is a Minnesota limited liability company located at 10500 Great Plains Boulevard, Chanhassen, Minnesota 55318. 2. The City of Chanhassen is a Minnesota municipal corporation located at 77 00 Market Boulevard, Chanhassen, Minnesota 55317. BACKGROUND FACTUAL ALLEGATIONS 3. PCH is the fee owner of the real property located at 10500 Great Plains Boulevard in Chanhassen, Minnesota ("Subject Property"). 4. The Subject Property is located in a district zoned Fringe Business by the City. Upon the Subject Property PCH operates a business boarding animals. 5. On September 23, 1996, the City approved a Site Plan Review submitted by PCH for the construction of a 8,152 square-foot commercial stable and 12,936 square-foot commercial kennel. The City also approved a conditional use permit to allow a commercial kennel and commercial stable in a Fringe Business District, and conditional use permit to allow more than one principal building on a single lot. The City also approved the variance for the stable building being built of metal construction, and denied a variance for the kennel building being of metal construction and approved a pylon sign in a Fringe Business District. 6. On March 13,2003, PCB filed a Development Review Application ("Application") with the City ofChanhassen. The Application was received by the City on March 14,2003. The Development Review Application requested a subdivision/lot split to split the stable and kennel areas into two lots. A true and correct copy of the Application is incorporated herein and attached hereto as Exhibit A. 7. On July 14, 2003, the City Council approved the Preliminary Plat for a two lot subdivision. The Preliminary Plat submitted by PCB was approved subject to several conditions. One of these conditions required PCB to pay a $20,160.00 park dedication fee charged against Lot 1, Block 1 as part of the recording of the final plat. A second condition required PCR to pay Surface Water Management fees in the amount of $12,179.00 at the time of final plat recording. 8. Prior to, during, and after the City Council meeting on July 14, 2003, at which the preliminary plat, which included the park dedication fee and surface water management fees, was approved, PCB has objected, orally and in writing, to the fees as unreasonable given the nature and use ofthe Subject Property. 9. PCB objected to the park dedication fee as excessive, given there is no demand on the City's park system as a result ofthe subdivision. A single family lot in the Fringe Business District, which creates more demand on the City's park system, pays $2,800.00 in park fees. 2. 10. PCR objected to the surface water management fees as excessive because the Subject Property is not connected to the City's stormwater system and in fact, PCR had already been required to construct stormwater ponds to manage its stormwater on site, which it constructed and continues to maintain as its own expense. 11. Minnesota Statute Section 462.353, subd. 4a, states that fees must be fair, reasonable, and proportionate and have a nexus to the actual cost ofthe service for which the fee is imposed. Minnesota Statute Section 462.358, subd. 2c(a) states: There must be an essential nexus between the fees or dedication imposed under subdivision 2b and the municipal purpose sought to be achieved by the fee or dedication. The fee or dedication must bear a rough proportionality to the need created by the proposed subdivision or development. 12. Neither the park dedication fee, nor the surface water management fee is fair, reasonable, and proportionate, nor do the fees have a nexus to the actual cost of the service for which the fees are imposed. 13. On July 13, 2004, the Final Plat Application for the Subject Property was submitted to the City. 14. On November 22,2004, the Final Plat Application came before the City Council for approval. The City Council approved the Final Plat Application, subject to several conditions. Two of the conditions were: a) PCR pay a $20,160.00 park dedication fee charged against Lot 1, Block 1 as part ofthe recording of the final plat; and b) PCR pay $13,200.00 in . total Surface Water Management fees. These fees were to be due upon the recording of the final plat. 15. PCR has satisfied all other conditions needed for the Final Plat Application. 16. Since the approval ofthe Final Plat Application, subject to several conditions, the City has refused to agree to the escrow ofthe fees in dispute. PCR has, however, asked for leave 3. of the Court, pursuant to Minn. R. Civ. P. 67, to allow for deposit of funds equal to the fees necessary to record the final plat, with the Carver County Court Administration. COUNT I STATUTORY VIOLATION 17. PCH incorporates by reference paragraphs 1 through 16 into this count. 18. PCH brings this action pursuant to Minnesota Statutes Sections 462.353, 462.358, and 462.361 for de novo review of the City's assessment of a park dedication fee in the amount of$20,160.00 and surface water management fees in the amount of$13,200.00. Pursuant to Minnesota Statute § 462.358, subd. 2c (c), PCH has put the City on written notice of a dispute over the fees, deposited the fees in escrow, and now commences this action within 60 days of the approval of the application. PCH has exhausted all remedies available under Minnesota Statutes Sections 462.251 to 462.364. 19. As a direct and proximate cause of this statutory violation, PCH has suffered damages in a presently unascertained amount, but an amount which will be proven at trial. COUNT II DECLARATORY JUDGMENT 20. PCH incorporates by reference paragraphs 1 through 19 into this count. 21. The cause of action is brought pursuant to Minn. Stat. § 551.01, et seq. for declaratory and injunctive relief seeking a determination of this court that the City has unlawfully violated the Ordinance and an order for the court declaring the par~ dedication fee and surface water management fees unlawful. 22. There exists a justiciable controversy between the parties requiring the intervention of the court with respect the imposition of the park dedication fee and surface water management fees. 4. 23. PCH is entitled to a declaratory judgment that the park dedication fee and the surface water management fee are illegal, unenforceable, and violation of Minn. Stat. §§ 462.353 and 462.358, subd. 2c(a). COUNT III MANDATORY INJUNCTION 24. PCH incorporates by reference paragraphs 1 through 23 intQ this count. 25. PCH has fulfilled all of its statutory requirements for the release of the final plat by the City and the release ofthe final plat will not cause any unfair or unreasonable hardship, and monetary damages alone cannot make PCH whole. 26. PCH is entitled to a mandatory injunction directing the City to release the final plat to PCH for recording. COUNT IV NOTICE PURSUANT TO MINN. R. CIV. P. 67 27. PCH incorporates by reference paragraphs 1 through 26 into this count. 28. Pursuant to Minn. R. Civ. P. 67(a), PCH hereby gives notice to all parties of its intent, upon leave of the court, to deposit with the court, $33,360.00, an amount equal to fees in dispute and which the City claims are necessary to record the final plat. WHEREFORE, PCH respectfully requests judgment from the Court as follows: 1. Granting and awarding PCH Development, L.L.C. a money judgment against the City for its violation of Minnesota Statutes in an amount in excess of $50,000.00, as well as interest, costs, disbursements, and attorneys' fees; 2. Declaring that City's condition of the recording of the final plat on a park dedication fee of$20,160.00 and surface water management fees in the amount of $13,200.00 was in error. 3. That PCH Development, L.L.C. be granted a mandatory injunction ordering the release of the final plat; and 5. 4. Granting such other and further relief as the Court deems just and equitable. Dated: 01.10.1005" Ñþ~ Neil S. Davis (033215X) Larkin Hoffman Daly & Lindgren Ltd. 1500 Wells Fargo Plaza 7900 Xerxes Avenue South Minneapolis, Minnesota 55431-1194 (952) 835-3800 Attorneys for Plaintiff ACKNOWLEDGMENT I hereby acknowledge that sanctions may be awarded pursuant to Minn. Stat. § 549.211, subd. 3, if the court determines that this document violates Minn. Stat. § 549.2l1, subd. 2. ®~ Neil S. Davis 987394.1 6. ..'~.--:'- ."'::;;;) :'~it;:~ ~ . 2~r~j .~.[::;+- ..-~ '. { PROJECT NAME Paws Claws&c Hoove~---- WCATJON 10500 Great· Plams Blvd" Highways 101 and' 169 1.EGALDESCRIPTION See· plat drawings TOTAL ACREAGE 13.16 WETlANDS PRESENT x YES NO PRESENT ZONING Business Fringe REQUESTED ZONING No c.hange PRESB\lT lAND USE DESIGNATION Office, "" :_lI!dustrial REQUESTED lAND USE DESIGNATION NO'j::;:hanp.;e·'- 'c.· .. -.-- . . - .~:' .... . ... REASON FORTI-US REQUEST Split stahle and keluÌel areas· into two lots. Comply with one building per lot rule. This application must be completed in full and be typewritten or clearly printed and must be accompanied by all information and plans required by applicable City Ordinance· provisions. . Before filing this application, you should confer with the Planning Department 10 determine the specific ordinance and procedural requirements applicable to your application. A ùetermination of compfeteness of the appliëation shall be made within ten business days of application· submittal. A written 1101ice Df appfica!ion deficiencies shall be mailed to the applicant within ten business days of application. ThiS is to Cgrtify that I am making application for the described action by the City and that I am responsible for complying with all City requirements with regard to this request. This applica~ion should be processed in my name and I am the party whom 1he City should contact regarding any matter pertaining to this application. I have attached a copy of proof of ownership (either copy of Owner's Duplicate Certificate of- Trtle, Abstract of Title or purchase agreement), or I am the authorized person to make 1his application and th~ fee owner has also signed this application. t WIlt keep myself informed of the deadlines for submission of material and the progress of this application. I further understand that additional fees may be chårged for consulting fees, feasibility studies~ etc. with an estimate prior to any authorization to proceed with the study. The documents and infonT!ation I have submitted are true and correct to the best of. my knowledge. The city hereby notifies the applicant that development review éannot be completed within 60 days due to public hearing requirements and agency review. Therefore, the city is notifying the applicant that the city requires an automatic 60 day . extension for development review. Development. review shall be completed within 120 days unless additional review extensions are approved by the applicant. '-f~ ... ~. Signature ~ ~~ .. ~~~~-~/ Signature of Fee Owner Application Received on ;5)1 '-J /03 3/l=::lö3 Date ·Y//~/~~3 ¢ "00 Date Fee Paid 5'5'V.· Receipt No.])W 3k71... . . . . The a.PPlicant should contact S.· taff for a ·copyof the staff report whIch will be available Ñfï,·g·H the meeting. U not contacted, a copyaf the report will be mailed to the appJicant's address. tAn 111- A .. .__._.~~ . ~1~1. "'".~';;;:- .. "'~ ~ -'. I . CITY OF CHANHASSEN ·--"]9Ò-COUL TER DRIVE CHANHASSEN, MN 55317 (612) 937-1900 DEVELOPMENT REVIEW APPLICATION ADDRESS: 105ÖO Great: Plams Blvd. OWNER: ADDRESS: Same as· Applicant APPucÀNT: Paws Claws & Hooves, Inc. Chaska, MN 55318· TELEPHONE (Daytime) 952-4!6-'-0503 TELEPHONE: _ Comprehensive Plan Amendment _ Temporary Safes Permit - Conditional Use Permit - Vacation of ROW/Easements - Jnterim Use Permit - Variance _ Non-conformirig Use Permit ' - Wetland Alteration Permit _ Planned UnitOev?lopment" _ Zoning Appeal ____ ReZoning _ Zoning Ordinance Amendment . _ Sign Permits _ Sign Plan Review _Notification Sign - Site Plan Review" L Escrow for Filing Fees/Attorney Cost"" ($50 CUP/SP~ n ~_ PlMetes . and Bounds.~OO Minor sui -1L Subdivision" / -)0 ~ ðD TOTAL FEE $ 550.00 A list of an property owners within 500 feet of the boundaries of the property must be included with the. application. *To be supplied by City· . . . Bui1ding material. samples must be submitted with site plan reviews. .. . 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'¡~:'iI... !~....:!.. i~~~;1!ij~~]1~J~~'!~ ;:~!f~i [;1!1 ~] 1~"8 .I~~ Ii .,J...~1.:: I. ,a..:.¡ I !lil..J r.J.J..I 2 2 ~ ." ~ · · i -', ~ , " .', -, ....., - fl.!" :\~ :~ ;~ ¡¡ J: , \ \ ~'~ \ \ \ \ \ \ \\ -' -- x " - . ~~~-~ ~ , ~-~ 00 .... ~---....- ... ~~~:; ~ =~ci':;: : : i ~ '.. \ ~! ·-~;\-i ·C?:, ~\ \; 0 - ! ! ! i ~~~~ ~ ~~~ ....¡ \ \ \ ; - ~\ [ ¡:"',i " , \ STATE OF MINNESOTA DISTRICT COURT COUNTY OF CARVER FIRST JUDICIAL DISTRICT CERTIFICATE OF REPRESENTATION AND PARTIES **(ONL Y THE INITIAL FILING LA WYERJP ARTY NEED TO COMPLETE TillS FORM. ** File Number PCH Development, L.L.C., a Minnesota limited liability company, City of Chanhassen, a Minnesota municipal vs. corporation. Pursuant to Rule 104 of the General Rules of Practice for District Courts, this form must be completed and filed with the Court Administrator's Office at the time the case is filed. The court administrator shall, upon receipt of the completed certificate, notify all parties of their lawyers of the date of filing the action and the file number assigned. LIST ALL LAWYERSIPRO SEPARTIES INVOLVED IN THIS CASE. LAWYERS FOR PLAINTIFF(S) PCH Development, L.L.C. LAWYER FOR DEFENDANT(S) (If not known, name paliy and address) City of Chanhassen Name of Party Name of Party Neil S, Davis Unknown Atty Name (Not firm name) Atty Name (Not firm name) Larkin, Hoffman, Daly & Lindgren, Ltd. Address 7900 Xerxes Avenue South Address 7700 Market Boulevard Suite 1500 P.O. Box 147 Minneapolis, Minnesota 55431 Chanhassen, MN 55317 Phone Number Phone Number 952/835-3800 MN Atty ID No. Neil S. Davis (033215X) MN Arty ill No, J anualY 20, 2005 ~~ Filing Lawyer/Party - Plaintiffs Description of the Challenge The Minnetonka School District has provided an outstanding program to students in the community, and in the past two years virtually all indicators have illustrated that student performance has improved dramatically. The Board has created a powerful Vision for the future and a Strategic Plan to accomplish the Vision. The federal and state governments have bothad.ded significant expectations for all districts. The District has received some of the lowest increases in funding over the past decade of any district in the state and, frankly, in, the country. This has impeded the progress built on the Vision, but it has not stopped us from making major advances because of our capacity and response to the Vision. Funding has, however, now become a serious problem in reaching higher levels of performance and has· impacted our ability to maintain the broad program in place for years. The balance sheets on pages 8 and 9 describe the depth of the problem. It is clear that the District faces a $3,506,030 shortfall in revenue from the state next year that could grow to as much as $6,225,816 for 2006-07 if - adjustments are not made in the 2005-06 budget. Therefore, the Board has directed the Superintendent to provide recommendations for adjustments in the 2005-06 budget of at least $3,200,000. This document provides the specific recommendations and supportive data an-d details. The evolution of the financial challenge facing the District, and many other Metro districts, is described below: State Funding: Policy decisions for funding Minnesota public schools are made in St. Paul by the governor and legislature. The state, based upon a complex set of formulas, determines the amount of revenue each district will receive including the maximum amount of referendum revenue a local district can request from voters. State funding formulas for Minnesota school districts have not been increased by the legislature since 2002-03, with some actually reduced. In fact, approximately $800,000 in promised special education -reimbursement for costs already paid is being withheld bècause the state has determined that it cannot afford to fund the school districts throughout the state. As a result, Minnetonka ISD #276, along with most Minnesota school districts, face budget shortfalls (or Fiscal Year 2006. Minnetonka, in spite of prior year budget adjustments limiting operating cost increases and a successful 2002 referendum, must reduce 2005-06 operating costs by $3.2 million. 2 No Relationship Between Tax Base and Revenue: Each year the value of the local tax base grows. However, because state funding for schools, including the operating referendum, is based upon a variety of state determined per pupil funding formulas, growth in the tax base generates no new General Fund operating revenùe. The formulas do not generate revenue based upon a tax rate. As a result, there ¡sno connection between the amount of General Fund money available to operate the School District and the tax base. Furthermore, individual property taxes for schools do not increase just because values go up. There is no more money for the schools and there is no increase in actual taxes just because of valuation increases. A 13.5% increase in the 2005 tax base resulted in zero new dollars for the General Fund operations. The· assessed market value of many homes in the District increased by 15% for 2005. That increase in value did not generate one dollar of new General Fund operating revenue for the District. As a result, local elected school boards have no meaningful authority to make a tax levy decision that will impact General Fund operating revenue. All that remains for school boards to decide is how to spend the funds allocated by the state or approved by vóters. About the only revenue decision available to a local school board, if the district is below the referendum cap, is to submit a referendum to the voters. Why is there a Budget Shortfall? Four factors contribute to the size of the 05-06-budget shortfall: . · Assumed no increase in state funding. There could be a slight increase if the Governor's recommendations are passed by the Legislature. That would be inadequate to address Minnetonka's problel1!. · . Despite efforts to reduce operating costs in prior years including 2004-,05, a revenue shortfall of . approximately $1.5% ($9.29,000) from 2004-05 is carried forward. · Declining enrollment of 95 students will reduce revenue by $486,000. · Expenditures are projected to increase by $2.1 million or 3.4%. The increase is driven by increased cost for utilities, insurance, contracted transportation, textbooks, supplies, and personnel. Based on the 2005-06-budget projection, a revenue shortfall of approximately $3.5. million is estimated. By utilization of fund balance in excess of the required 6% balance, budget adj~:stments . totaling $3.2 million are required in orde~ to balance the budget and avoid even morè serious problems in 2006-07. Major Change in Philosophy of Funding Schools Occurred in 1994: In the early 90's a .lawsuit was filed by a group of non-metro and growing suburban districts challenging the constitutionally of school finance laws. Metro districts were perceived as having an unfair advantage with easier access to higher referendums. While the lawsuit eventùally failed in the 'Supreme Court, it subsequently changed the politics of the legislature resulting in legislation focused on equalization of per pupil revenue rather than to provide "equity" of resources and educational programs. General Education Funding Formulas: State funding for regular education falls under a sub-heading called General Education Revenue. This group of funding formulas has three major components: . · Basic allocation - all districts receive the same per pupil amount. 3 . Categorical funding - targeted funding for special needs. . Operating referendum -local limit set by state but requires voter approval. While all districts receive the same basic allowance the legislature ·annually makes adjustments to the basic allowance to consolidate funding from other sources into the basic allowance or toslmplify funding formulas. While the basic allowance has increased the past ten years, excluding the annual adjustments reduces the increase to less than half. However, over the past ten years the legislature has made notable differences in the allocation of referendum revenue and catègorical formulas between school districts. Minnesota ranked 46th in the nation among the states on the percentage of increase in educational funding for 1997-2003. Operating Referendum Capped: . . As a step to equalize per-pupil revenue, the legislature in 1994 implemented per-pupil caps on voter approved referendums. Because operating costs in Metro districts are higher, the referendum caps largely impacted Metro districts. As a result, since 1994 per-pupil referendum revenue for the six West-Metro districts (Eden Prairie, Edina, Hopkins, Minnetonka, Or~mo, and Wayzata) has actually decreased by 6%. The trend is the opposite of six similar non-metro districts (Duluth, Hibbing, Mankato, Moorhead, St. Cloud and Rochester). In those districts per pupil operating referendum . - revenue increased by 95% since 1994-95. Per Pupil.Referendum Revenue The below information includes the $415 transfer from referendum revenue to the basic allocation. Increase 94-95 04-05 Dollars Percent West Metro Average $1,294 $1,219 -$75 -5.9% Non-Metro (six) Average $250 $488- $238 . 95.2 % Urban (Mpls. & St. Paul) $212 ·$515 $303 143.5% Higher Personnel Costs in Metro Schools Necessitate Higher Referendum Levels: It costs approximately 18% more to employ the same staff in a Metro school district as compared to a non-Metro district. This results in higher operating costs. In 1994, before referendum caps were implemented by the state, per-pupil revenue for West-Metro schools was 20%, higher than that of comparable non-Metro districts, funded largely by ·higher referendums. At that same time, when a 20% funding difference existed, both groups of districts had almost identical professional staff ratios. In 2004 the funding difference has declined to 3.7% and non-Metro districts havelower staffing ratios (better student-staff ratio) than West-Metro districts. If West-Metro schools were staffed at the same ratio as comparable non-metro districts, collectively the six West-Metro districts could employ 222 more teachers. I . In order to achieve program parity, legislative consideration should be given to eliminating the referendum cap. . 4 . Nearly one-fourth of districts (81 out of 343) are already exempt from the cap because they receive sparsity aid. Of the eight districts receiving the most referendum revenue, none are from the Metro area. . Ofthe 23 districts above the cap, only 7 are from the MetrQ area and those were "grandfathered" in at 1994 level. Increased Categorical Funding Missed West Metro Districts: The trend in categorical funding was also unfavorable. Over the past ten years, categorical funding formulas were developed which targeted funding to districts having concentrations of poverty (compensatory aid), geographically disbursed student populations (sparsity aid), or below average referendum revenue (equity aid). For the most part West-Metro districts were not benefactors of the new formulas and over that time period saw other categorical funding formulas reduced or eliminated. Since 1994 categorical funding for the six West-Metro districts decreased by 67% while non-metro districts experienced a 64% increase. In 2004 Minnetonka ranks 342nd of 343 districts in categorical funding. West-Metro General Education Revenue Increase Well Below Average: During the past ten years General Education funding for West-Metro districts, including the basic formula allowance, categorical funding, and referendum revenue, has iIicreased by just 32%, as compared to a 53.3% increase for the six non-Metro districts. Had state formula funding increased by 53.3%, West-Metro per-pupil revenue would be $1,063 higher. That translates into $8.6 million for Minnetonka Schools. It is clear that such an increase would leave the District's budget in a considerably different condition. Ten-Year, Change in Per Pupil General Education Revenue Includes basic allowance, referendum revenue, and categorical formulas. Non-Metro (six) Average Variancefrom West-Metro 4,135 6,354 $ Increase % Increase $1,597 32.0% 2,219 53.7% West Metro Average 1994-95 $4,992 2004-05 $6,589 Urban (Mpls. & St. Paul) Variance from West-Metro 4,551 7.926 3,375 74.2% Special Education Funding: The state is under-funding special education aid to local school districts by $80 million (13.3%). The state has in place formulas to provide aid to local schools based upon the cost of the programs provided in each district. However, the state budget for special education is a fixed amount. Statewide, if the cost of special education aid formulas exceeds the amount in the state budget, local special education aid is prorated down for all districts. Up until the current biennium the state has· funded special education aid at approximately 97% of the aid formula. However, for FY 04-05 the state budget is $80 million, or 13.3%, below local school district entitlements. Special education aid . at the state level is being funded at 86.7% of the ,amount state formulas determine local schools are 5 entitled'to receive. For Minnetonka, the special education aid entitlement for 04-05 is being~under funded by $791,000. Bud2et Shortfalls Consistent Across West-Metro Districts: The impending budget shortfall for Minnetonka and other West-metro districts is primarily caused by decisions made at the state level to not increase funding formulas since 2002-03 while operating costs continue to increase by about 3% per year. State per-pupil funding in 2002..03 was $4,601 arid did not increase in either 2003-04 or 2004-05. The only financial relief for West-Metro schools came in the form of additional voter-approved referendum levy authorized by the 2001 legislature. All of the districts listed approved referendum levy authorized by the 2001 legislature. All of the districts listed below, including Minnetonka, were successful in obtaining 'voter suppórt for an increase in the operating referendum levy in either 2001 or 2002, which provided funding increases in 2002-2003 or 2003-2004, depending upon the year of passage. West-metro districts such as Eden Prairie, Edina, Hopkins, Orono, and Wayzata face budget challenges similar to the financial challenges of Minnetonka. All have made budget adjustments in recent years reducing services to students and all face a revenue shortfall for fiscal year 2005-06. District Hopkins Eden Prairie * Edina Minnetonka (a) Orono Wayzata West Metro Total Projected Shortfall 05-06 $2,600,000 $6,500,000 $1,000,000 $3,400,000 $840,000 $2.400,000 $16,740,000 % of Budl!et 4.0% 9.0% 1.7% 5.0% 3.0% 3.0% 4.3% * A successful referendum in Eden Prairie on November 2nd reduced the shortfall to $3.5 million. Special Purpose Funds Cannot Subsidize the General Fund: It is very important for residents and employees to understand that there is no relationship financially between money for computers, parking lot improvements, building improvements and athletic facility improvements and the funding for teachers, programs and services covered by the General Fund. While it may be confounding to see purchases in those special purpose areas while staff are being reduced, none of the revenue for those expenditures could be used to solve those budget challenges. The state has developed special purpose funds to encourage districts to maintain facilities and purchase technology-related items witho,ut the pressure of setting annual priorities among all needs. Funding received by a school district for a specific pur-pose must be used for that purpose. As a result, a school district has a number of sub-groups of accounts called "funds"within its total budget. Each fund is a separate reporting entity with its own operating statement and balance sheet. School districts are not permitted to transfer money from one fund seemingly having more resources to another fund that appears to have fewer resources. I The largest fund is called the General Fund and is used to pay operating expenses such as personnel costs, utilities, transportation supplies, insurance, etc. In addition, there separate funds for food service, community education, construction, repayment of debt, and trust accounts (money donated 6 to the District for a particular purpose). Funds are used in governmental accounting to assure the publics that the people entrusted with the management of public resources are using those resources for the purpose intended. . For example, the laws behind the accounting system are designed to preclude money identified for construction being used to fund increases in personnel cost~. Should that be permitted the integrity of tax system would be worthless and the confidence of taxpayers in the system would be destroyed. To better understand the concept an analogy can be made between governmental accounting and the escrow account required most home mortgages. With each home mortgage payment a deposit is made in an escrow account that is to be used to pay property taxes and to purchase homeowner insurance. As the escrow account builds the homeowner cannot use funds to buy a new appliance or to pay college tuition or payoff credit card debt. The money must be used for tile homeowner's property taxes and property insurance. 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The District has worked equally hard to control cost Increases 1ß 'Years prior to 2003-04 as demonstrated in the below chart: 1997 2003 Change Percent State Average $5,769 $7,656 $1,887 32.7% Average West-Metro $6,285 $7,863 $1,578 25.1% Minnetonka $6,724 $7,859 $1,135 16.9% Source: MDE School Profiles ,. \ The statewide average increase in spending since 1996-97 through 2002-03 is almost 33% as compared to a 17% increase for Minnetonka. The average for the West-Metro area is about 25%, well below the state average; while the increase for Minnetonka is even below the average increase for the West-Metro schools. The cost increase in years subsequent to the above data, FY 2004 and FY 2005, reflect a 2% or less increase in spending each year. This reflects a concerted effort on the part of the Minnetonka School Board and Administration to control expenditure increases. History of Minnetonka Budget Adjustments: Year 1996-1997 1997-1998 1998-1999 1999-2000 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 Amount $1,057,000 $788,000 $0. $0 $1,712,000 $2,110,000 $949,000 $660,000 $1,240,000 $3,200,000 10 Re-Cap of Minnetonka's Previous Major Budf,?;et Reductions: District Office: · Eliminated Supervisor of Student Accounting and MARRS (A "principal on special assignment) reporting and moved the responsibilities to the Supervisor of Transportation. · Eliminated 1.5 additional positions of "Principal on Special Assignment." · Reduced clerical staff by combined total of 5 FTE positions. · Revised mail and supply delivery schedule. · Eliminated building block grant program. · Eliminated subsidy forMCES summer program. · Terminated 1p.embership in TIES Buildin2: Administration: . · Reduced clerical and support staff. · Eliminated middle level administrative assistants. · Increased MHS student parking fees. · Charge 100% of lunchroom supervision to Food Service budget. Transportation: · Standardized length of school day. · Changed school start times. · Elíminated MHS and middle level activity buses. · Increased walking distance to bus stops, Operations and Maintenance: · Reduced two custodial positions. · Increased allocation of custodial services to Food Services. · Implemented energy savings program. Curriculum Development: · Reduced funds for standards setting. · Reduced funds for summer curriculum development. · Reduced funds for curriculum review process. · Eliminated district wide department chairs. Student Support Services: · Increased student-teacher ratios in special education classes. · Reduced out placement to District #287 of special education students. · Moved funding for director to federal sources. · Reduced funding for chemical health services at MRS. · Reduced social worker and speech services. Buildin2: Supply Bud2et: · Reduced by 25%. Textbook Bud2et: · Transferred $150,000 of textbook expenditures to the Capital Budget. 11 Extra-Curricular: · Increased participation fees. · Limited travel to trips of 50 miles or less. · Increased event ticket prices. · Added sport fees to cover the cost of transportation. Paraprofessional Staffin!!: · Reduced staffing in student supervision and curriculum support by 28% · Eliminated MHS lay readers. · Increased MHS student parking fees sufficient to cover supervision duties and the building security system. · Cut elementary media support by 50%. · Eliminated middle lev~l high potential paraprofessional support. Teacher Staffin~: · Eliminated elementary world language. · Eliminated elementary science specialist. · Eliminated extended contract for vocational education teachers. · Minimal reduction in other teacher staffing as evidenced in the below chart. PROFESSIONAL STAFFING RATIOS FTE Staffing 'Year Teachers Enrollment Ratio 96-97 474.06 7,638 16.11 99-00 520.32 7,727 14.85 01-02 498.86 7,776 15.59 03-04 505.27 7,727 15.29 04-05 494.28 7,656 15.49 The above chart reflects an increase of about twenty in professional staff since 1996-97, and enrollment is nearly identical to 1996-97. In particular, since 2001-02 professional staffing ratios have remained unchanged, illustrating that the District has avoided an increase in overall class size in past budget adjustments. 12 Fund Balance: In 1988 the School Board approved a Fund Balance policy requiring an unappropriated General Fund balance of at least 6% but not more than 9%. The policy since approval has been the cornerstone of fiscal management decisions. As a result, the financial rating of the District has improved from an Al to Aa to Aal. There are only two other districts in Minnesota with this rating and only 49 nationally. Maintenance of a 6% fund balance is critical component to manage cash flow. The district does not receive funding in even 12-month increments but property tax is received in two large increments while 80% of state aid is received in the current year with 20% the following year. The fund balance provides a reserve enabling the District to deal cash flow problems, with budget variations during the year along with providing flexibility in budget management. A year ago, for example, the District decided to use approximately. $800,000 of fund balance to avoid making larger budget cuts for 2004-05. It is anticipated that as of June 30,2005, a 6.3% fund balance will remain. If significant amounts of fund balance were used in 2005-06, it would deplete the balance and carry an . even larger imbalance into 2006-07. Such a move would increase the District's spending level and leave no balance to address future tough years, including 2006-07. Governor's Proposal: The Governor of Minnesota has recently proposed a $92 per year (2%) increase in the basic formula for school districts. This increase mayor may not pass the Legislature. It would not provide enough money to resolve any of the District's budget challenges for 2005-06. If the other 2% further increase for 2006-07 can be· passed as well, the two increases would certainly help solve the approximately $3 million dollar shortfall expected in 2006-07. The District has to address the immediate issue of the 2005-06 budget with reduction in expenditures and seek to establish financial stability for the District starting in 2006-07. ' Recommended Budget Adjustments for 2005-06 This budget review has been a highly comprehensive process of reviewing all programs, services, schedules and staff the District has in an effort to identify those reductions that can best be made to maintain an excellent program for students within the District's Vision and Strategic Plan as well as the financial limitations identified. The items described herein include those that will be proposed for adjustments and those that were examined but are not being proposed for adjustments. Items 1-43 cover the proposed adjustments, items 44-7S are not proposed but would be considered if anything were removed from the list of' proposed items. Beyond #75, the items have been carefully considered but are not necessarily ranked nor are the costs attributed to them shown. Basic points to consider regarding the budget changes required for FY06: ).> The budget imbalance is the direct result of the state's inability to fulfill its commitment to fund education that was established with the formula 13 and tax changes implemented in 2001. The basic formula amount has not increased in 2003 nor 2004, and it is not projected to increase in 2005 nor 2006. Furthermore, the state has fallen short on its commitment to special education funding, and Minnetonka alone has received about $780,000 less than it is entitled to receive. ~ The budget imbalance is structural and cannot be fixed with minor adjustments. ~ The adjustment will require a strategic realignment of progr;tms, services and staff within the budget. ~ The shortfall in revenue is not a temporary problem, and the District cannot anticipate the adjustments made for FY06 to ever be restored. This may not be a hopeful conclusion, but the state has. not shown a desire over the past 12-14 years to send significant funding increases to the schools. Inflationary increases or an occasional referendum are mostlikely the best that can be projected. ~ A dollar "saved" is a dollar "earned." A $1 cut in FY06 saves a $2 cut in FY07. It will be best for the overall program to make adjustments necessary as the District faces deficits in revenue/expenditures than to let those deficits carry into the following year in the hope that something positive will come along to solve the problem. ~ These budget changeS will build on impact of previous adjustments that have already affected programs" services and staff. It will be a Cmore difficult adjustment than any in the past because of previous decisions. Some significant· data are provided in the Appendix regarding fees, comparisons on spending among districts in the Metro area and class size comparisons in the Metro area. It is useful information regarding the District's past spending and the proposed changes. Some pertinent data relative to the budget adjustments are presented below: Minnetonka, had 8864.0 pupil units during 2003-04, and that is the variable used for the calculations in the data below and in the tables in the Appendix rather than just pupils (unweighted). The District ranked 13th in the Metro on general fund costs per-pupil unit with an annual cost of $6,339.23. Hopkins was 4th in the ECSU data for the Metro region at $7,417.74, Edina was 7th at $6,562.85 and Wayzata was 11th at $6,391.89. Others in the immediate region ranked below Minnetonka. "'-----/ 14 The District ranked 16th on Instructional Support Services (Teaching and Learning staff and other costs) at $451.46 per pupil nnit. Hopkins was 3rd at $766.22, Wayzata6th, Edina 12th and Eden Prairie ranked 15th. It is essential for a qistrict that hopes to keep curriculum development current to maintain efforts in this area, and Minnetonka already has a very conservative budget. The District ranked 14th on Total Instructional Expenditures at $3,361.90 per pupil unit. Hopkins was 3rd at $3,643.61, Wayzata 4th at $3,638.04 and Edina 6th at $3,557.95. The District ranked 14th on Activities and Athletic costs per pupil unit at $196.76 per pupil unit. The District ranked 12th on Administration and Administrative support with $633.83 per pupil unit. Hopkins was second at $881.70 and Edina was 10th at $672.43. The District ranked 15th for District and School Administration at $338.14 (3.8% of budget). Hopkins was 3rd with $475.18 and Edina 10th with $387.38. The District ranked 15th for Pupil Transportation at $390.76 per pupil unit. Hopkins was 8th. The District ranked 11th on Pupil Support per pupil unit (counselors, etc.) at $985.44. Hopkins was 4th at $1,155.08. Edina was 31st at $817.55. The District ranked 17th on Operations and Maintenance (custodial and maintenance) at '-. $543.29. Hopkins was 3rd at $711.55, Edina was 13th and Eden Prairie 14th. Class sizes have been maintained with the recommended adjustments at, generally, the levels provided in 2004-05. Within the region, Minnetonka's K-6 class sizes rank second among the districts studied. The District ranks fifth among high schools on average class size. While the District ranks a much lower 20th in the middle schools, we can avoid further increases in class sizes with the six-period plan. And, middle school class sizes can go down in the future as enrollment declines. The District ranked second in special education class sizes. Special education services and programs in the District have been very well funded relative to other districts; Based upon data from the Department of Education Minnetonka would receive $5,896,051 reimbursement based upon allowable expenditures. Although Edina is a cOl11parable sized district with an excellent special education program, they expect $4,456,697 in comparision. Both Wayzata and Edina Prairie are larger than Minnetonka (2000-2500 total students more), but Wayzata has $5,583405 and Eden Prairie $5,867,606-- both slightly less than Minnetonka. The District currently is required to use $3,783,829 in General Fund revenue for special education costs above the special revenue from the state and federal governments for those specific programs and services. 15 Use of the District's Vision and Strategic Plan The Board's Vision and elements of theStrategic Plan were highly instrumental in creating a coherent budget adjustment plan for the Board to consider 'whièh will maintain the District's best opportunity to improve it's schools while facing severe financial issues that negatively impacts those opportunities. From the District Vision Statement: We understand that becoming a world-class district will take time, talent, money, and determination. The children and citizens of our community deserve no less than our best efforts. "Good enough" serves no one well. We.must dedicate ourselves to redefining excellence in education in our own tenns. If our future is to be better than our past, we must have the courage to let go of what no longer serves us, embrace what is required for the future, and advocate for what is best for our children, our community, and our nation. As a world-class or2anization dedicated to child-centered excellence, the Minnetonka School District will: · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement · Practice prudent and innovative management of public résources · Advocate for strong academic and strong co-curricular programs as necessary for lifetime success · Demand the highest standards of professional excellence in every level of the organization · Create, pursue, and champion outstanding early childhood education opportunities so that all children enter kindergarten ready to learn and succeed · Tailor learning experiences to the needs of individual learners . Create positive, enjoyable learning environments · Foster the development of good character and social responsibility · Instill an abiding appreciation for the rights, privileges, and values of America's systemÖf government · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits · Earn, and maintain, broad-based community support From the earliest years, the Minnetonka School District will emphasize reading and writing as the foundation of all future learning. Curriculum and instruction will be aimed at developing in each student: · a profound command of the English language · a mastery of mathematics . a mastery of scientific principles · a thorough understanding of American history, our system of government, and the importance of participating in the democratic process · global awareness through the study of world language, history, geography, and current events · appf¡eciation of music, literature, visual and perfonning arts · partìcipation in robust physical activity and health education · techhological proficiency · life skills 16 Co-curricular activities are essential for delivering a world-class education. Opportunities not found in the traditional classroom enhance the students' experience today, as well as prepare them for life's challenges ahead. A variety of co-curricular activities, both competitive and non-competitive, play an important role in the academic, social, physical, and emotional development of stUdents. Outstandinl! maintenance and enerey efficiency also indicates to the community that their investmentis beinl! maximallv utilized for both present and future eenerations. It is imperative that the resources of the District be used so that all buildin2s and I!rounds are safe, clean, healthv, and attractive places that stimulate leaminl!, encoural!:e physical activity, and provide essential I!atherinl!: places for the community as a whofe. Beyond maintenance, the District will support and develop learning and work environments that balance functionality with aesthetics. With time, enthusiasm, commitment, and discipline, the Minnetonka School District and the communities we serve will recognize that we have achieved world-class, child-centered excellence because: .. The performance of our students, across multiple areas, ranks amongst the highest performing schools in the nation. · The District does measurably more with available resources than other districts of comparable size and quality. · Significantly more parents choose to send their children to our schools over other private or public schools in the metro region. · High-performing teachers and staff throughout the country indicate the Minnetonka School District as their first choice as a place to worlc · The District excels in customer service and community responsiveness, with all points of interaction being positive, · The District is recognized as a leader of excellence in American public . education by becoming the recipient of a wide variety of awards and recognitions. · . Our alumni report a high degree of satisfaction with the preparation for life that they received through their years in the Minnetonka School District. · The District receives unprecedented support from the communities we serve. Mission A statement of our highest aspirations The mission of the Minnetonka School District, a community that transcends traditional definitions of excellence and where dreams set sail, is to ensure all students envision and pursue their highest aspirations while serving the greater good, through teaching and learning which · stimulates achievement as measured by our extraordinary expectations, · values and nurtures each person, and · inspires in everyone a passion to excel with confidence and hope. Parameters Strict pronouncements that establish the boundaries and limits within which the oreanization will accomplish its mission. · We will not engage in any activity that detraçts rrom our elementary and secondary instructional program. 17 · We will not compromise excellence · We will make all decisiol1s based solely on the best interest ofthe student.· · We will expect the best of everyone. · We will make optimal use of technology throughout the district-instructional and operational. · We will defend and preserve the principle oflocal autonomy. · We will honor the dignity and the well-being of each person. Objectives: An expression ofthe desired measurable, observable, or demonstrable results for the organization. For a school district, obiectives are restricted to student success, performance, and/or achievement. · All students will meet or exceed district academic standards. · All students will achieve according to their individual potential. · All students will continually achieve their stated aspirations. · All students will possess an enlightened view ofthemselves, others and the world. 2004-05 District Goal #4: Analyze the district's organizational capacity and its ability to deliver our vision ahd the outcomes of strategic planning. Identify viable alternatives and necessary financial adjustments necessary to sustain progress towards the achievement of the major initiatives listed above. . .. · A detailed projection of the FY06 budget will be developed with all assumptions described and present to the Board. · A proposed budget target shall be presented to the School Board for approval. · A plan for developing changes in the programs, services, and staffing within the Distrièt necessary to balance expenditures and revenues for FY 06 will be developed and presented to the Board. · A communications plan will be developed and articulated to the staff and community that will create a broad understanding of the challenges and reasons for the budget changes. · Any proposed changes in programs, services, or staffing shall be presented to the School Board for approval. · A final budget, meeting the requirèments for other action plans herein, shall be presented to the School Board for adoption. · The specific decisions of the Board will be implemented. 18 The single expectation we have followed in designing. the budget for 2005-06 and making reductions that we will provide the very best . . opportunity for every student in our District within the limited resources the State of Minnesota has provided. While all of the proposed reductions are very difficult and painful, we -have made the best of bad choices and reduced those that will detract the least· from our students' educational opportunities and best maintain the· Vision's work. The format below describes the respective budget adjustment, ranks those that are being proposed . for recommendation, estimates the financial impact, and provides rationale, impact and connection to the Vision. » The Rationale is intended to deseribe why· an item would be considered for recommendation--even if it is not being proposed for recommendation asa reductionò » The Impact is intended to present the reasons a particular reduction might be problematic, how it might play out or how it affects students and staff. » The Connection to the Vision is intended to connect the particular item to the District's Vision, Mission or other elements in the Strategic Plan. It is very possible that something proposed for reduction does support the Vision or Mission, and making the reduction will affect the District's ability to deliver. It is also some of the logic for not proposing some items. » The Cost figures shown below that involve staff generall consider the total cost of the respective positions and are not reflecting just salary. The specific expenditure reductions or increase in fees being recommended for implementation are shown below, generally in order of priority for #1 through #75. There is $376,720 in recommended fees. The assignment of General -Fund costs to other funds accounts for $337,220, which will produce a further impact on the funding capacity of those respective funds. There are all or part of four administrative positions. There are four custodial positions, 2.0 FTE plus portions ,of other para-professional positions and portions of clerical positions. There are 29.85 teaching positions; accounting for $1,432,800 of the $3,235,180 total. There'is one social worker, .s of a counselor and .25 of the Drug and Alcohol Prevention position. 1. Institute a Fee for Transportation Fee would be set at $100 per year for each student living within two miles of the respective school attended and riding District-provided buses. This would apply to non- public students as well as those attending District schools. There would bea family limit of $250 per year for families with three or more students impacted. There would also not be a charge for students who meet the income qualifications (Free and Reduced Meal qualifiers). The amount ofthe fee is very difficult to set, because the fee impacts students and their parents according to the rate established. The District would encounter great $236,600 19 difficulty in managing traffic if many of the parents choose to drive their child to school rather than utilize District-provided transportation. A public hearing on this matter would have to be held on this and other fees before they could be implemented. Rationale: In 2000 the legislature changed state law mandating free transportation for students residing more than two miles from school. As a result, when budget resources are tight and assessment of fees become an alternative to reducing services in the classroom, a number of Minnesota districts have charged students residing two or less miles from school a fee for transportation, Eden Prairie implemented a fee two years ago. Furthermore, the charging of this fee would provide revenue that can off-set the reduction in expenditures which may affect all students. The amount raised would be equivalent to about five teaching positions. ImpactofReducdon: . For most areás in the District, walking is not a safe option for students to get to school. As a result, parents who do not elect bus service will transport students ·living within two miles or expect them to walk or ride bilœs. However, state law· provides that it is a parentIs responsibility to ensure that students arrive at school safely. Implementation of a fee will reduce in the number of students, who live within two miles of school, riding the bus and resulting in more traffic congestion at each school ifthe fee is not paid. 2. Increase Extra-Curricular Fees (see specifics in the Appendix) $ 109,120 High School: · Raise the "Participation" fee ITom $40 to $60 per student. This enables the respective student to participate in the activities program in whatever number of activities they choose. · Raise the" Activity" fees by 25% in each activity and use more funds to cover operations and transportation costs. The Activity fee is different than the Participation fee under the law and it can be used to reflect the cost of each àctivity. Middle Schools: . Raise the "Participation" fee ITom $20 to $40 per student. · Raise the" Activity" fees ITom $45 to $55 per student per activity and use more funds to cover operation and transportation costs. The total increase in revenues is èstimated at $109,120, which moves the revenue collected for 6-12 activities to approximately $340,000. More detail on the specific fees is provided in the Appendix. Rationale: A choice between reducing extra-curricular activities offered to students and raising the fees for participation has been considered. It was detennined that it is in the interest of students to continue to offer as many activities as currently provided and charge a greater fee to those who participate. Extra-Curricular programs are supported by student fees, parent fund raising, and by District resources. Fees are 20 charged for participation, operation of the program, for equipment purchase, repair and replacement, and for transportation. The proposed fees will reduce dependence on District resources for operation ofthe extra curricular programs. Within the total extra-curricular budget, non-athletic activities cost $162,710, Boys/Girls athletics cost $408,064, Boys athletics cost.$368,116 and Girls athletics cost $315,897. The $1,265,235 total is 2% of the overall operating budget of $62 million. The amount of each respective fee has been carefully considered, because raising fees too muc4 will not result in the expected revenue increase. if students drop the activity. Furthermore, too high of a fee can force students to drop the activity and lose an important experience. Impact of Reduction: The recommended increase in fees will release $109;120 in resources to be used for other needs. The proposed fee structure will be about mid-range when compared to other Classic Lake Conference Districts. It will cost students' parents significantly more in 2005-06 to have their students participate in activities. Vision Connection: · Co-curricular activities are essential for delivering a world-class education. · Attitudes, skills, and experiences nurtured in co-curriculars enhance, rather than compete with, the academic mis~ion of our schools. They are necessary for life-long success and will be supported and celebrated. · Opportunities not found in the traditional classroom enhance the students' experience today, as well as prepare them for life's challenges ahead. · Wide-spread participation and outstanding performance in a variety of co-curricular activities brings the community closer to the schools and students, thereby increasing awareness of and support for our students. · Offering a wide variety of co-curricular options which are open to a broad number of students and are responsive to student interests helps to create smaller communities within the high school community, which are necessary for creating a feeling of belonging and relevance. 3. Increase High School Parking Fee (by $50 per year) $ 24,000 ·Ratiollale: Access to student parking at MHS is a privilege available to approximately 480 students. Bistorically the demand for parking has exceeded available space. The cost of servicing student parking has continued to increase, and it is appropriate to increase the fee by $50 per year to $250. Fees represent a source of revenUe for the District. Currently there is some space available on existing bus routes that cost approximately $280 per student per year whether students ride or not. Impact of Reduction: The revenue generated by an increase in parking' fees will reduce budget adjustments in other areas. Students will share the impact of the $50 increase among those in the car-pool. Students can choose District-provided transportation. . 21 4~ Over-Sale of Student Parking Passes Rationale: Overbook the student parking lot by 35 permits. Because of absenc,es some parking spots may be open during the day and student demand for permits is high. Ilnpactofreduction: No changes in protocol, but on days where lot capacity is exceeded there would be student and parent complaints or students would park illegally. There would be a plan for accommodating an situation where the parking lot filled. 5. Increase charge for Building and Grounds Maintenance Specialists to the Capital Fund or Alternative Facility Budget Rationale: Maintenance specialists include carpenters,. HV AC (heating, ventilation, and air conditioning) staff, and painter. Historically an allowance has been established in the General Fund for building maintenance expenses. Deferred maintenance work previously funded in the General Fund will now be funded in using Alternative Facility resources, In addition, some projects will be funded fÌom Capital resources. Impact of Reduction: This will allow the District to avoid deeper reductions in other areas. Ii will reduce General Fund budget for deferred maintenance making the District dependent upon Alternative Facility and Capital resources to fund deferred maintenance projects resulting in less budget flexibility. There will be an impact on the projects that can be funded in those budgets. 6. Transfer V oicemaiI and Cable Costs to Technology Fund Rationale: Services purchased from telephone company must be charged to the General Fund, but the balance of those related CQsts can be charged to the Teclmology Fund as they are technology costs. Impact of Reduction: This will affect the funds available for hardware, software and infta-structure in the Technology budget. 7. Reduce Professional Development Discretionary Fund Rationafe: A dIscretionary fund for staff development across the District, managed by the I .. . Supenntendent, to fund any specIal needs has largely gone unused, and a reductIOn in this discretionary amount for FY06 can protect other programs, services and staffing within the budget. $ 7,000 $ 85,000 $ 19,400 $200,000 22 Impact of Reduction: This will preserve other elements of the budget. Some staff development needs may have to be withheld in 2005-06 if the remaining budget is inadequate. 8. Reassign the Facility Use Fees from MCES to the General Fund $ 20,000 Rationale: . This is a re-structuring of the clerical position in Buildings and Grounds and in MCES (Community Education). Currently all revenue received from building rental· is deposited in Fund 04, Community Education and Services. The cost to operate District facilities is paid fr.om the General Fund. Reassigning responsibility for building scheduling to the Buildings· and Grounds Office will centralize the scheduling of facilities with the department responsible for implementation of the schedule and will direCt the receipts for all building rentals to the General Fund. It' will remove the responsibility for scheduling facility use from MCESand require MCES to work with the Buildings. and Grounds Office to reserve space for Community Education programs. Impact of Reduction: Fèes received from rental of facilities will subsidize the cost of Building and· Grounds clerical services. In an effort to maximize General Fund revenue from building use it is recommended that the fee schedule be updated. MCES (Community Education) will be required to work with Building and Grounds to coordinate use of facilities for MCES programming. The transfer of rental income will negatively impact the MCES budget, and those adjustments will· have to be addressed in the budgeting process. " Vision Connection: Practice prudent and innovative management of public resources. 9. Charge Capital Budget for Textbooks, or Include a Portion in the Instructional Equipment Budget $100,000 Rationale: Textbooks are considered an allowable Capital Budget expenditure. Historically Minnetonka has funded textbooks from the General Fund to preserve Capital Budget funds for classroom equipment. With· the passage of the 2002 operating capital referendum for technology and classroom equipment the resources previously allocated in the Capital Budget for instructional equipment can now be used for textbooks without the same negative impact. Resources in the classroom equipment budget (levy) are also available for this purpose. Impact of Reduction: Will reduce resources available in Capital Budget for non-instructional equipment needs such as buildings and grounds, health services, support services, and administtFltion. 23 10. Restructure Custodia] Services $140,000 The recommendation has several components to reduce custodial staffing. a. Reduce (1.0) lead custodian trainee position. . $35,000 b. Eliminate (1.0) middle level custodian. Each middle school building will be assigned 5.5 FTE rather than 6.0 FTE custodial positions. $35,000 c. Eliminate MHS HV AC maintenance position (1.0). $35,000 d. Eliminate (1.0) elementary position. $35,000 Rationale: The focus of custodial services will be to continue to provide quality housekeeping during the evening hours. This will be accomplished by assigning· fewer staff assigned to work days at the high school and middle schools and by making modifications to the evening custodial work schedule. Impact of Reduction: Fewer staff will be available during the daytime hours to deal with facility needs as they occur. There will be one fewer HV AC specialist. The district-wide HV AC team (3 FTE) will provide High School mechanical system support. Positions eliminated at the middle level and high school will reduce staff available during the school hours. Staff time available for direct' cleaning during the evening at the middle schools will not be impacted. At the elementary level, staff available during the evening in each building will be adjusted so in the aggregate one-full time position is reduced. Vision Connection: · Practice prudent and innovative management of public resources. · Outstanding maintenance and energy efficiency also indicates to the community that their investment is being maximally utilized for both present and future generations. · It is imperative that the resources of the District be used so that all buildings and grounds are safe, clean, healthy, and attractive places that stimulate learning, encourage physical activity, and provide essential gathering places for the community as a whole. 11. Reduction in Travel and Supply Budgèts for the Superintendent, Board, and Cabinet Members I Rationale: I . The'travel of administrators and board members will be reduced significantly, and supplies for the offices will be reduced. $ 57,500 . 24 Impact of Reduction All of the reductions will impact the availability of leadership development opportunities and limit production of needed documents. This will impact the District's ability to have its leaders remain current with improvements in education and management issues. 12. End the Transfer Payment for Parent Education from The General Fund to Community Education .$ 38,820 Rationale: Approximately eight years ago the legislature added five dollars per pupil unit to the state funding formula to encourage districts to develop better parent involvement program~. The funds were transferred annually from the General Fund to MCES to subsidize in part the cost of volunteer coordination, the :MHS parent resource center, and the MHS Career Resource Center. Approximately four years ago state funding for the program ended; however the subsidy in Mini1etonka was continued. The recommendation assumes that in the future the programs wìll be fully funded by MCES, either through existing resources or by adjusting fees. Impact of Reduction: The respective parent education services will have to be evaluated through the MCES Budget. An increase in fees is an option to continue the existing services. The respective parent education services will have to be evaluated through the MCES budgeting process. 13. Allocate Video and Media Costs to the Technology Fund $ 24,000 Rationale: This budget is a residual of the technology support costs now funded by the technology levy. The resources are used for equipment repair and to purchase software. This portion of the General Fund budget should have been transferred with technology support services to the Technology Budget. Impact of Reduction: Cost must be incorporated in the $3.5 million technology budget, and itwill affect· other purchases. 14. Increase Allocation of Custodial Time Charged to Community EdQcation $ 15,000 Rationale: Custodians are required to be available to assist MCES in setting up for evening programs and to assist in directing patrons. Fewer evening custodial staff would be required if the school buildings were not opened to the public for evening and weekend events. Currently MCES is charged $30,000 per year for such custodial services. Historically MCES is allocated approximately 80% of the cost to operate DEC, 33% of the cost to provide an evening supervisor at MRS, and $15,000 in Business Office clerical time, 25 Impact of Reduction: The increase in cost must be incorporated into the MCES budget possibly necessitating an increase in program fees. Vision Connection: Practice prudent and innovative management of public resources. 15. Close the District's Laundry Faèility $ 33,000 Rationale: The District has provided a valuable service, but towels providèd to students will end. Also, uniforms will be included in a cleaning service, with the charge-back going to the students. F ACS and Food Service will have to do their own laundry. Impact of Reduction: Middle level students will be required to provide their own towels for the two-week physical education swimming section. The recommended change in student activity fees will cover the added cost for cleaning and maintaining uniforms and equipment. 16. Reduce Snow Removal Budget $ 30,000 Rationale: - Two years ago District purchased two trucks equipped with snow removal equipment. As a result, District equipment is now used for all snow falls of 2" or less and is used to supplement contracted equipment for heavier snow falls. Impact of Reduction: There will be no impact on the ability of the District to promptly clear parking lots and drives of snow. Since procurement of the two vehicles District staff have supplemented the contracted service. In 02-03 snow removal costs were $40,000 under budget and in 03-04 costs were $10,000 under budget. It is reasonable to proj ect the budget can be reduced by the recommended amount. 17. Charge Up To 50% of Building and Grounds Supervisor's cost to the Alternative Facilities Budget $ 35,000 Rationale: Because the District now qualifies for Alternative Facility funding a plan has been developed to address approximately $25 million in deferred maintenance needs. A large portion of the Supervisor's time is devoted to administration and management of the program. Impact of Reduction: A reduction in the cost of the Building and Grounds Supervisor charged to the General Fund. Eligibility for Alternative Facility funding has necessitated that the 26 Supervisor spend approximately 50% of his time managing and administering the program. The cost will be absorbed by Alternative Facility projects. 18. Require All Employees to be on Direct Deposit for Paychecks $ 3,000 Rationale: Direct deposit of most employee paychecks has been in place for years. State law now authorizes local districts to mandate that all employees be on direct deposit. Payroll information is also available online, eliminating the need to print a payroll statement each pay period. Currently all DSC employees and all Clear Springs employees are on this system. Impact of Reduction: With the exception ofthose employees requesting otherwise;all District employees will be paid· via direct deposit. Employees specifically requesting a pay check will be required to pick up the check at the District Service Center. No payroll statements will be provided as employees can access payroll informationonlin,e. 19. Cancel ECSU (Educational Cooperative Service Unit) Membership $ 7,565 Rationale: Membership in the Metro Educational Cooperative Service Unit (ECSU) is voluntary, and the cost of membership cannot be justified for the services received. . Impact of Reduction: Programs and services desired will have tobe paid for on a per unit basis. 20. Reduce Out-of-District Special Education and ALC Tuition - $100,000 Rationale: · Accurate budget amount will allow District use dollars to support other expenses or reduce budget. · Budget fluctuates, reduction will allow District to reduce budget. · This change can be done in order to align budget line items with actual budget expenditures (this change matches the actual cost for FY2004. It is never possible to anticipate all of the tuition costs prior to the start of a school year). Impact of Reduction: · It Íspossible that the District could overrun tuition costs and need to cover it with fund balance. · Budgèt will accurately reflect expected costs. 21. Eliminate Some High School Mailings (use technology for newsletters, report cards and progress reports) $ 11,050 Rationale: · Systems are now in place to handle these processes. 27 · This protocol will free clerical staff from a labor-intensive project. · The High School will also have an electronic record of notification. · Computer technology is in place to replace current mailing practices. · P arents will have personal access to infonnation that is now sent via U.S. Mail. · Tight budgetary constraints causes the school to restructure its services to students, staff and families. · Non-personnel reduction minimizes to a certain degree additional personnel decisions. · Reduction provides for some equity across all supply accounts. Impact of Reduction: · Electronic communication will enhance communications with families. · Labor intensive projects will be minimized for our clerical staff. · System provides for an electronic record of notification. Vision Connection: · Practice prudent and innovative management of public resources. · Earn and maintain broad-based community support. · Demand the highest standards of professional excellence in every level of the organization. 22. Reduce Itinerant Services from Intermediate School District #287 $ 40,000 Rationale: · Reduction of 908 to 801.5 itinerant days. Services are contracted from Intennediate School District 287, and the amount of service is determined based on current student need. · A reduction in need is due to students graduating and the School District increasing responsibility in the areas of occupational therapy and augmentative communication. · Services that will be reduced include occupational therapy, deaf and hard of hearing, augmentative communication, physical therapy, and assistive technology specialist. Impact of Reduction: · Increased teaching and consultation responsibilities shift to District special education staff. · Rates for the 2005-2006 school year have not been set, thus actual savings will be detennined in February of2005. Vision Connection: · Practice prudent and innovative management of public resources. · ¡We will provide personalized curriculum and staff to help student~ with special . needs reach their life goals. . ! 28 23. Increase Secondary Special Education Caseloads to 21:1 $ 75,000 Rationale: · Minnetonka's special education budget.is significantly higher than other districts, in the region, and it is important to manage these costs as well as others in the· District. . · Class size in the secondary schools can be increased as overall class size in the schools have been increased. · Secondary teachers complete fewer initial assessments. · Secondary special education students may be served in larger groups. · General education teachers may provide support during Zero hour. · Differentiation may allow students to be successful in mainstream classes. Impact of Reduction: · Reduced contact time for individual students, but the longer Class periods within a six-period day offsets that to a great degree. · Increased workload for teachers. · Increase potential for parent disagreement in the provision ofF APE. · Challenge in hiring and maintaining highly qualified staff. · Students not provided with level of necessary support. · Decrease in communication with families. Vision Comzection: · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · We will provide personalized curriculum and staff to help students with special needs reach their life goals. · Work with parents and students to develop reasonable, yet challenging, plans for academic and personal achievement which truly serve the individual. 24. Reduce High School Counseling Positions by .5 FTE $ 24,000 Rationale: · The reduction rrom 6.0 FTE to 5.5 FTE can be accomplished by adjusting expectations and resetting roles. · The use of flexible summer hours will help relieve some peak period work. · Proposed.5 reduction maintains competitive ratios with other school districts. · Arena scheduling will reduce the amount of schedule change requests. · Creating a strong Web presence should relieve a gùod number of daily telephone requests. . · Restructuring current counseling model to better address family and student needs. · Budgetary constraints cause the school to reprioritize and restructure guidance and counseling wo~kloads in the best interests of students, staff and parents. · To a certain degree non-teaching certified reductions minimizes certified teaching reductions. · Proposed reduction provides for equity across all employee classifications. 29 Impact of Reduction: · Proposed reduction calls for restructuring of current counseling model to better address student and family needs. · Caseloads will increase per counselor and students and parents will need to provide the counseling staff with more lead time on college preparation activities. · The implementation of flexible summer work hours will help relieve some peak period work. · Reduction in the number of schedule change requests due to arena scheduling , format. · Proposed reduction calls for creating astrong Web presence that could reduce the number of daily telephone contacts. · Caseloads will increase and response to student needs, especially college recommendations for seniors, could take longer--unless ,counselors adjust to'the changes with more creative work plans. ' · Responses to parent inquires could slow, unless counselors adjust to the changes with more creative work plans. Vision Connection: · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits. · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · Practice prudent and innovative management of public resources. · Demand the highest standards of professional excellence in every level of the organization. · Tailor learning experiences to the needs of individualleamers. · Create positive, enjoyable learning environments. . 25. Reduce Chemical Prevention Coordinator by .25 FTE $ 17,000 Rationale: · Relate staff provide added support to district staff and students in chemical prevention services. · Safe and Drug Free monies have been reduced over the past three years. Impact of Reduction: · District Student Support Services staffwill increase responsibilities in procuring grant monies, supervising Relate services, and in overall chemical prevention services as stated in the District's Strategic Plan. · Increased consultation responsibilities shift to district and Relate staff in providing these services to students. · ßhift 50% of Chemical Prevention Coordinator's salary to special education for 68% reimbursement. I · Decrease in the prevention services available to students. 30 Vision Connection: · Create positive, enjoyable learning environments. · Foster the development of good character and social responsibility. · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits. 26. Reduce'central office special education' clerical 20% (federal dollars) $ ~,650 Rationale: · Currently filling position with 32 hours per week. · Improved technology allows the reduction. Impact of reduction: , · Increased work load for current employees. · Child Count may not get reported accurately. · Information to buildings may be delayed. Vision Connection: .. Practice prudent and innovative management of public resources. · Demand the highest standards of professional excellence in every level of the organization. · Create positive, enjoyable learning environments. 27. Review current Health Services Model $ 35,000 a. Eliminate the Coordinator of School Health Services Position. b. Reduce licensed school nurse contract by 5 days. c. Reduce health para coverage at Minnewashta by 7.5 hours per week. d. Reduce health para coverage at Clear Springs by 7.5 hours per week. e. Reduce all health para-professionals contracts by 1 day. Rationale: · Efficiency of coverage - reduce duplication of health office coverage. · Continues to allow students to attend home school. · Continues to provide LSN expertise at each site. · Aligns coordinators positions with similar positions in District. Impact of Reduction: · Building administration increase supervision of health staff. · Reduction in student access to health services. . Increased responsibilities of current staff. · District administration increase supervision of health staff. Visioìf Connection: · Practice prudent and innovative management of public resources. · Demand the highest standards of professional excellence in every level of the organization. 31 · Create positive, enjoyable learning environments. 28. Reduce One High School Social Worker Position (1.0 FTE) $ 48,000 Rationale: · Reduction will not impact classroom size. · Reduction impact can be accommodated through other personnel. · Teachers and administrators will be working more directly with at risk students and families. · Potential for increased collaboration with community agencies. · Several guidance counselors are assigned to High School. Impact of Reduction: · Students emotional needs will need to be met by classroom teachers, building administration, other social workers, and other building level staff. · Connections to community resources will be reduced. · Increased involvement by building administration. · Increased work load for guidance counselors. Vision Connection: · Foster the development of good character and social responsibility. · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · Tailor learning experiences to the needs of individual learners. · Create positive, enjoyable learning environments. 29. Eliminate Student Support Position (.5 FTE MMW) $ 24,000 Rationale: · Duties can be absorbed by the assistant principal. · There is no comparable position at MME. Impact of Reduction: · Assistant Principal would have additional student management responsibilities. · Additional duties (such as test coordinator) would be assigned to current administrators/counselors. Vision Connection: · Practice prudent and innovative management of public resources. · Demand the highest standards of professional excellence in every level of the qrganization. 30. Reduce Middle School High Potential Coordinators Positions (.25 FTÈ MMW and .25 FTE MME) $24,000 32 Rationale: · Reduction does not impact class sizes. · Equity of reductions across the building level. Impact of Reduction: · Currently, each school has a .75 HP coordinator-reducing to .5 at each site . would impact availability of direct service model-{;ontinue 6th grade WINGS program (direct instruction). · Reduce ih and 8th grade teacher suppo~. · Would need to,prioritize tasks that could be done with reduced time. · Might have to consider eliminating some services or shift them to the District High Potential Coordinator. . Vision Connection: Practice prudent and innovative management of public resources. 31. Reduce Middle School Building Budget (supplies, etc.) AllocationBy 10°/Ó $19,000 Rationale: Building budget has been under spent for FY04, and the difference can be reduced for FY06 and still maintain current levels of spending. Impact of Reduction: This will tighten the budget for FY06. Vision Connection: Practice prudent and innovative management of public resources. 32. Eliminate Behavior Assistant Positions at Minnewashta and Deephaven $ 8,000 Rationale: · This program is offered at just two elementary schools. Impact of Reduction: · All six elementary schools equalized in behavior assistant support. · Consider restructuring program to include Confident Kids at all schools as an option. · Increased student management responsibilities for the teacher, social worker and principal. Vision: · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · Create positive, enjoyable learning environments. · Foster the development of good character and social responsibility. · Life skills. 33 33. Reduce Special Education Transportation $ 35,000 Rationale: · Limited number of routes will be offered to students, ensuring- F APE and cost effectiveness. · Intermediate District #287 will consolidate sites. · A student has graduated from placement in St. Paul. Impact of Reduction: · Potential parent challenges on meeting individual student needs. · Students may not have ability to maximize time in school. · Student may spend additional time on bus. · Building level administration will be asked to take on more special education concerns and issues regarding transportation. · District student support services staff will have increased responsibilities . in addressing parental and staff concerns and inquiries regarding transportation issues. 34. Reduce Special Education Para-Professionals by 2.0 FTE $ 48,000 Rationale: · Equitably reduce staffmg. · As teachers learn to differentiate students supported by classroom teacher. · Student receive increased instruction in special education setting. Impact of Reduction: · Decrease in student participation in mainstream environment. · Increase in parent concerns. · Increase in staff concerns. · Increased student management responsibilities for the teacher and principal. · Challenge to teacher to meet differentiate for èach student. Vision Con~tection: · Foster the development of good character and social responsibility. · Tailor learning experiences to the needs of individual learners. · Challenge and support all students in the pursuit of the highest levels of academic and personal achievement. · Create positive, enjoyable learning environments. 35. Eliminate "Work-Experience" Component in the Regular High School Program $ 48,000 Rationale: · Students need to have more rigor in their courses ifthey are to be successful graduates; 34 · Budgetary constraints causes the school to restructure its program of offerings for the future. · Experience will be restructured as a mini school offering only. · An element of this experience can be maintained in Mini School. Impact of Reduction: · The quality ofthe credits students receive will be improved. · Fewer numbers of students in work-experience settings will be served in the future. · The comprehensiveness of the high school could be slightly marginalized. · . The position will be responsible for mini-school students and include the required work experience course and OJTcredits. One staff member will teach work-study for qualifying students only. Vision Connection: · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits. · Challenge arid support all students in the pursuit of their highest levels of academic and personal achievement. · Practice prudent and innovative management of public resources. · Demand the highest standards of professional excellence in every level of the organization. · Tailor learning experiences to the needs of individual learners. · Create positive, enjoyable learning environments. 36. Eliminate One High School Assistant Principal Position $115,000 Rationale: · Reduction provides for equity across all employee classifications. · Reduces administrative costs. · The administrative work can be accomplished by sharing the duties with teachers and other staff in the building. . · Non-teaching reductions minimizes certified teaching reductions. Impact of Reduction: · Teachers and other staff would have to assist with some duties currently handled administratively. · District responsibilities, including committees and interviewing, would be greatly reduced. · Implementation of the Strategic Plan could be slowed. · Building management, communications and organization would be adjusted. · Could result in the need to add back staff to do certain tasks (i.e. delegation of responsibilities to non-administrative staff $1 0,000, Dean of students $55,000) if the work cannot be done. · Budgetary constraints causes the school to restructure its administrative services 1 for the future to best support students, staff and parents. 35 · Guidance counselors' roles may have to change in order to lend support in the areas of student attendance and discipline. Vision Connection: · Démand the highest standards of professional excellence in every level of the organization. · Oeate positive, enjoyable learning environments. 37. Institute a Six-Period Day Format at the High School (a reduction of 8.25 FTE) .$409,000 . High School Restructuring Plan There are several options for reducing costs at the High School. It is clear that any of the choices will have an impact on students in some way. That is the conclusion dictated by the state when they chose not to adequately fund schools. · One approach would be to eliminate several courses and no longer offer them to students. That would have to be accompanied by limits on the number of courses that students could take in order tö' assure that cost reductions were to be actually realized. · Another approach would be to just limit the number of course selections students could take and have the impact on courses follow those decisions bY'students. · Another option considered was to gain the necessary cost reductions by raising class size and reducing the number of sections for each course. That would leave a greater number of students ill significantly larger classes and still reduce student options. However, the option recommended is to transition from a seven-period day to a six-period day, which reduces the possible choices of courses for students but increases the amount of time spent in each class and with each teacher; thereby strengthening those courses and supporting the District's strategic goals of personalizing education. and building supportive relationships among students and· teachers. In fact, this option increases the equivalent amount of tîme for students to receive instruction by 20-25 days per year in the courses they do take, which increases individual attention. There will be about 1,211 minutes more of time for instruction and individual help in each yearlong course for 2005-06. There will be many positive results with this change to six periods, and the challenges the change presents will have to be managed in order to ensure as strong a program as possible. This model is not unusual for high quality schools. In fact, Edina has had a six-period day for their high school students for many years, and they have just completed a study that led them to conclude that the six-period day is their best option. Rationale: · A six period day will provide for increased time-on-task with individual class time being increased from 47 to 54 minutes in length (calculates to 1,211 36 minutes or the equivalent of approximately 20-25 additional classroom periods in each ofthe six periods). · Maintaining a seven-period day schedule would require the implementation of other cost-containment options that would increase the average class size more than what will be necessary in a six period day schedule. . · This option provides the best alternative by accomplishing the limitations on course choices without raising class size or without having students unsupervised during the day for several periods if course choices were limited. · Reduces the number of students in study halls and free periods during the day. · Seven classes per day is a very demanding schedule for many High. School students, and it creates some problems that can be reduced by having smaller loads. Many comparable high schools have students generally taking five to six classes per year, and their students get into excellent colleges. · The change in number of courses available to be taken during high schoolwiU . not impact college opportunities. · Teachers will spend more of their teaching day in instructional settings (five classes and one preparation period) compared to the seven-period format -(five classes, one preparation period and one supervision period). · More teacher time would be spent on instruction and less on supervisory duties. · Increase content depth in each course. · Students who want or need more than six credits will be given opportunities to express an interest, and courses can be developed outside of the day if there is enough interest. · Currently, 85% of the MHS juniors and seniors take up to six classes. There will be considerable work done with options to help those students who want or need seven classes to work through the issues. Impact of Reduction: · Having 24 class periods over four years available to meet 22.5 required credits. will place more pressure on all students. The pressure will be less for students) who have already been in the High School while the seven-period day has been in place. ' . · "Zero hour" classes, Online courSes or summer school courses may need to be offered in order for students to complète four years of science, math, world language, ill and music and meet current graduation requirements. · The predicted impact on staff would be reductions as follows: . 0 FACS -.4 o Technical Education -.4 o Art -.4 o Physical Education -.2 o . World Languages -1.2 o Math -1.0 o Social Studies -1.5 o Business Education -.4 o Language Arts -1.0 o Science -1.0 NOTE: - The actual impact will be detennined by the specific choices students make in enrolling in classes for 2005-06. 37 · hnplementing "exit" requirements in physical education and health, rather than requiring that they be met in ninth and tenth grade, would allow more individual course selection and schedule flexibility. This means meeting the requirements by graduation rather than necessarily taking them as ninth or t~~th graders. · Students would, generally, not have study halls. · Resource rooms will not necessarily be staffed with teachers during the school day, but they will be provided. · Zero hour will continue to be a focus time for academic help and makeup, and the reduction in study halls will even place greater emphasis on the zero hour. · Student registration in elective classes is projected to decline, as fewer periods are available to schedule electives; however the school will still have a very broad program that can meet the expectations of many students. · Teachers will move from having five classes of 47 mi:p.utes each, a prep period of 47 minutes and a supervision period of 47 minutes to five classes of 54 minutes each, a prep period of 54 minutes and no supervision period. Many teachers also have four days of "zero hour" time to assist students as well. In fact, there will be much less of a need for supervision with a six-period day. While the time in class· for teachers will have to increase from three hours and fifty-five minutes to four and a half hours per day, there will be more time to give individual attention. Also, prep time increases 7 minutes a day. Vision Connection: · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits. · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. (personal achievement in elective areas may be compromised.) · Practice prudent and innovative management of public resources. · Tailor learning experiences to the needs ofindividualleamers. · Foster the development of good character and social responsibility. · Create positive, enjoyable learning environments. · Advocate for strong academi~ and strong co-curricular programs as necessary for lifetime success. · Tailor learning experiences to the needs of individual learners. · The Minnetonka School District will emphasize reading and writing as the foundation of all future learning. Curriculum and instruction will be aimed at developing in each student: o A profound command of the English language o A mastery of mathematics o A mastery of scientific principles o A ·thorough understanding of American history, our system of government, and the importance of participating in the democratic process o Global awareness through the study of world language, history, geography and current events o Appreciation of music, literature, visual and perfonning arts o Participation in robust physical activity and health education o Technological proficiency o Life skills 38 Graduation Requirements Comparison of Local and State Credit Requirements Course Minnetonka Minnetonka State Required in Minnetonka Class of 2006 Class of2007 2007-08 Requirements for 2008 and beyond English 4 . ·4 4 4 Social Stùdies 4 4 3.5 4 Mathematics 2 3 3 3 Science 3 3 3 3 Physical Education 1 1 0 1 . Health .5 .5 0 .5 Electives 8 8 8' 7 (must include one art credit) J Total Credits 22.5 22.5 21.5 22.5 · The state requirements for arts are as follows: o High schools must offer at least three and require at least one ofthe five arts areas of dance, music, theatre, media arts and visual arts. o The state and local arts requirement can be met with specific courses in the Art, Music (year 2), Dance (year 2), Theatre (language arts); Technical Education and F ACS departments. · The state requirements for physical education are as follows: o Physical education courses must be offered, and courses are designated as electives. o Districts may set local· standards and test student achievement toward those standards, but standards in physcial educatìon will not be tested at the state level. · The School Board is still reviewing the issue of specific credits that may be required within the 22.5 credit requirement and will make the determination in time to inform students in affected classes before the respective students are impacted by those. requirements. · Also under study is whether the District may allow students to meet the physical education requirement by participating in athletics and ifthe arts requirement can be met by participating in dramatics. The specific activities would have to be directed/coached by teachers with certification in physical education or the particular arts, respectively. 38. Reduce Science Coordination Time (.3 Teacher On Special Assignment) $ 15,275 Rationale: The specific coordination of district-wide programs would be assigned to the Executive Director of Teaching and Learning. Impact of Reduction: The assignment would require further shifts of responsibilities, as follows: 39 · Responsibility for coordinating science would be shifted to a principal or a teacher on a district chair (beyond duty) assignment. · Preparation and knowledge of upcoming State test requirements would need to be apriority, both at elementary, middle and high school. . · The responsible person would need to focus on implementing the Science Improvement Recommendations. 39. Reduce High School Activities Administration (Teacher On Special Assignment by .4) Rationale: The administration of activities demands more than one person, but it will be necessary to reduce one of the existing positions by .4 in order to accomplish adequate overall adjustments. Impact of Reduction: Fulfilling all of the expectations of the office will be more challenging. Vision. Connection · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits. · Challenge and support. all students in the pursuit of their ~ighest levels of academic and personal achievement. · Practice prudent and innovative management of public resources. · Demand the highest standards of professional excellence in every level of the organization. . Tailor learning eXperiences to the needs of individual learners. · Create positive, enjoyable learning environments. 40. Restructure Middle School Day (Move from a seven to a six-period day at both middle schools.) Six-Period Day-Middle Level $ 19,200 $801,600 One of the strongest movements in American education during the 1980's and 90's was the transformation from the "Junior High School" model to the "Middle School" model for students in grades five through eight (or combinations thereof) in many districts. A major factor in the choices of grades included waS the growing recognition that ninth graders were maturing at an earlier age and were much more like tenth graders than they were like seventh graders. Also, it was realized that sixth graders were maturing faster and were more like seventh graders than they were like elementary children. Junior high schools generally had grades seven-nine or seven and eight. There Were Isome key elements in the middle school model that were envisioned by the leaders. One of the most criticc¡.l elements in the model was an underlyiµg philo~ophy of focusing on students and meeting their unique and individual needs rather than focusing upon subject matter. Junior highs are designed as high schools for younger students, and the focus is similar to a high school. Other key features of a middle school were extensive exploratory courses, including "mini-courses of a wide variety and short duration, 40 creation of teams of students who were taught by a common group of teachers, common planning time (team planning) for the teachers in core classes assigned to specific teams of students, no competitive activities, and limited competitive activities, homogeneous grouping of students, and an advisory program. The beliefwas that middle schools would focus on the whole child and that students would be known well by at least one adult. The common planning time for teachers was intended to provide the benefits of an elementary school model (where teachers know their students very well but do not specialize in specific subjects) and the high school model (where teachers specialize in specific s~bjects and have more limited contact with individual students). The team planning was intended to coordinate the work for students in various subjects to avoid overly loading students with tests and projects on any given dayand to allow teachers on the team to communicate about the students on their respective team. The performànce expectations in middle schools were often modified in all classes in order to encourage all students to address their developmental changes. Academic growth was generally given a lower priority than the social and personal development of students. Minnetonka adopted many aspects of that overall philosöphy when middle schools were put in place, but there were also elements of the 'Imodel" that were not included. The key philosophy of focusing the schools on addressing student needs was implemented in Minnetonkaand still thrives today. The evolution of brain research has further enlightened educators regarding the potential for much greater intellectual growth during the middle school years, and the "standards movement" across America has placed a much greater emphasis on academic performance at all levels. Middle schools generally cost more to operate than junior high schools, and many districts have had severe budget constraints that impact costly pro grams. All of these factors have brought middle schools to new level of scrutiny. Many middle schools across the country provide five core classes for their students and two periods of encore classes. They include at least two periods of language arts (usually reading) for all students. MinnetoÌ1ka has not had that fifth course in the core,ànd it has enabled the District to provide three periods of encore classes. Other middle schools have been able to meet their expectations in the encore course area with just two periods per day. That allows teachers in those schools a period for individual preparation and another period for team preparation. Minnetonka students spend 47 minutes in each class now, and they are scheduled for seven classes per day. They currently have the "core" classes of math, language arts, science and social studies all three years. Students also have music and world language on alternate days for all three years. Sixth graders additionally have ALC (Accelerated Learning Class) for a semester, art for a semester and three quarters of physical education and one quarter of health. Seventh graders additionally have a semester of F ACS, a semester of Technical Education, and three quarters of physical education and one quarter of health. Eighth graders additionally have art for a semester, F ACS for a quarter, Technical Education for a quarter, and physical education for a semester and health for a semester. All students have·a short "advisory" period. Minnetonka middle school teachers currently have five periods for teaching (47 minute periods) at three hours and fifty-five minutes per day; an "advisory" class of fifteen minutes, one individual planning period (47 minutes) and one team planning period (47 minutes). . There are several options for reducing costs at the middle school level. One would be to raise class size by 8-10 students and reduce the staff according the open positions that would be created. Class sizes are already high, and this would not be a good choice for accomplishing the reductions needed. 41 It would be possible to have teachers teach six classes out of seven, and thereby reduce the staffinopen positions created. That could maintain class size but would increase the load for teachers significantly. It would be possible to eliminate some of the programs directly and ):lave students be in other classes longer or in study halls of some type. This would be an unacceptable instructional setting and would still eliminate some offerings. The most logical choice is to move ftom a seven-period day to a six-period day. It still allows for two periods of encore classes, which is very comparable to many other middle schools across the country. This proposed middle school restructuring will strengthen the core classes and other courses that are retained by providing significantly more time, but will eliminate about one-third of the encore course offerings (art, technology education, F ACS, music, physical education and health) by goiIÍg ftom three periods available for encore classes to two. Students wÍll have 54-minute classes, which will gain the equivalent of about 20-25 class periods of in$tructional time in each of the classes they take for an entire year, within a 6-period day. A fundamental shift is that eighth grade students will have to make choices-they cannot take all of the encore classes they have had in the past. All students will have an encore experience in sixth or seventh grade of art, technical education, F ACS, music and physical educationlhealth. In eighth grade students must choose between the enhanced world language class that will be the first year in a new five-year program for world languages or the Art/Technical Education/F ACS block. They cannot take both options. Sixth graders will take language arts, science, math and social studies everyday. They will take music and physical education on alternate days. They will have a choice in music of band, strings, chorus or general music. They will have Art and ALC fora semester each. This will preserve teaming close to how it currently stands. . The Accelerated Learning Class (ALC) for 6th graders is a class that helps transition the students from an élementary school into a· middle school. The curriculum includes units on organization, goals and goal setting, creating a personal mission statement, and learning strategies. Those include reading strategies for textbooks and web sites, presentation strategies, and research strategies. This class would be maintained, but modified, to include more instruction in reading and health. Seventh graders will take language arts, science, math and social studies every day. They will take music and physical education on alternate days. They will take one semester of health on an every-day basis. They will take F ACS for one quarter on an every-day basis, and they will take Technical Education for a quarter on an every-day basis. Eighth graders will take language arts, science, math and social studies everyday. They will take music and physical education on alternate days. They will have to choose a year-long world language course to be taken every day or a semester of art followed by a quarter of F ACS and a quarter of Technical Education. The "advisory" period will continue for students in all three grades. Class sizes will be about the same as they've been in 2004-05 and teaming in sixth grade will be preserved. Students will be placed on teams in seventh and eighth grades, but teachers will not have the same structural supports. More creative way~ of accomplishing teaming will have to be developed. Wodd language will be strengthened by having it as the truly first year of the District's sequence in eighth grade, but there will be a reduction in the exploratory element· of world language by not having 42 opportunities available in sixth and seventh grades. That structure will change in future years if the District implements a language-immersion program at the elementary and/or middle school levels. Teachers will move from five classes of 47 minutes each to having five, classes of 54 minuteseacl). (four hours and thirty minutes) plus the "advisory" and from one individual prep period of 47 minutes and a team planning period of 47 minutes to one prep period of 54 minutes. That is an increase of thirty-five minutes of teaching time and an increase of seven minutes of individual prep. The team planning, however, would no longer exist within the school day. Other elements of Minnetonka's middle school model will remain very much in place. The overall focus on students rather than subject matter will continue. The advisory period will remain. There will still be a significant number of exploratory ( encore) opportunities, but there will be more of an academic focus within the overall framework. The impact of the change in team planning will depend upon how much of that time has been used for the intended purposes in the past and how the schedule can be constructed for 2005-06. While true team planning is an important element in the middle school model, the District has had adjustments to its use over the past several years. Rationale: · Of the options for maintaining the "middle school model" and serving students while making adequate financial reductions, the restructuring model (seven periods transitioning to six periods) provides the most orderly and best solution. · Class size would be maintained at current levels, but the alternative to restructuring would be to dramatically raise class size and reduce classes in that manner. · ALC adds a more differentiated reading còmponent. · There is an increase of reading instruction in sixth grade. · Music offerings remain the same, but individual lessons during the school day are eliminated. · Teaming during the student day is maintained for sixth grade, possible for seventh grade and unlikely for eighth grade. With more creative use of time, there will be ways to have the benefits ofteaming. · The quality of world languages is greatly enhanced and provides continuity to enable the option for a fifth year of a world language option by twelfth grade to be established. · There is an increase class time to the equivalent of 20-25 more class periods per year because of longer class periods, thereby increasing individual attention. · The state requirements for arts will be met with this plan, and they are as follows: "Elementary and middle schools must offer at least three and require at least two of the four arts areas of dance, music, theatre, and visual arts." Impact of Reduction: · Reduction of exploratory/encore options for students in physical education, health, world languages, FACS, music, and technology education. Encore course reductions reduces encore staffFTE by one third. · Middle school "exploratory" philosophy is compromised with the reductions in encore classes and to a degree with the limits on team planning time. . 43 · . Reduction in personnel increases advisory/START class sizes because of fewer staff members available. · Flexibility to engage students in non-academic, valued added activities (community-building! service projects) may be impacted--unless· new models are created. · Restructuring of remaining supervisory duties would required. · Health classes are eliminated in sixth grade and eighth grade, and the health curriculum will be compacted accordingly. · Music experiences, except for sixth grade individual lessons, are retained. · Wodd language experiences are eliminated in sixth and seventh grades. · World language experiences for students who do not pursue world language courses will be eliminated. · World language courses in eighth grade for the students who chose them will be greatly improved and will match the core classes in the amount of time devoted to them. e The first year of a new five-year world language sequence will be available in middle school starting in the fall of2005. . · Students in seventh and eighth grades will be on teams, but teachers will not necessarily have a common preparation time during the student day in order to "team". · Eighth grade students would choose either a full year, every day World Language class, or the Art (for a semester)/FACS(for aquarter)/Technical Education(for a quarter) block. · Health is required in seventh grade for one semester only. · Students are required to take one quarter each ofFACS and Technology Education in eighth grade. · Students will have six 54-minute periods for classes. Each of the full-year c1asses will have abo.utl,211 minutes more of instructional/individual attention time than in 2004-05 (that is nearly equivalent to 25 moredays of time). · . Teachers will have five classes of 54 minutes each (four hours and thirty minutes) plus the advisory of fifteen minutes and one individual prep period (54 minutes). That is an increase of thirty-five minutes of teaching time and an increase of seven minutes of individual prep. The team planning, however, wouM no longer exist within the school day~ Vision Connection: · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits. · Practice prudent and innovative management of public resources. · Challenge and support all students in the pursuit of the highest levels of academic and personal achievement. Advocate for strong academic and strong co-curricular programs for necessary for lifetime success. · Demand the highest standards of professional excellence in every level of the brganization. · Tailor learning experiences to the needs of individual learners. · Advocate fQr strong academic and strong co-curricular programs as necessary for lifetime success. 44 . Tailor learning experiences to the needs of individual learners. . The Minnetonka School District will emphasize reading and writing as the foundation of all future learning. Curriculum and instruction will be aimed at developing in 'each student: o A profound command of the English language o A mastery of mathematics o A mastery of scientific principles o A thorough understanding of American history, our system of government, and the importance of participating in the democratic process o Global awareness through the study of world language, history, geography and current events o Appreciation of music, literature, visual andperfonning arts o Participation in robust physical activity and health education o Technological proficiency o Life skills Projected Impact on Staffing: The changes in the staffmg for 'each respective curricular area are outlined below. There will be some impact on staffing due to enrollment changes, and the rest are related to the change in the number of periods in the day. The impact of enrollment changes in 2005- 06 causes reductions as follows: o -.4 in language arts, o -.4 science, o -.4 social studies, o -.6 math, o -.2 music, o -.2 physical education, o -.2 art, o -.2 health, o -.1 FACS, . o -.1 technology education, o -.3world languages. The shift to a six-period day will result in additional staff reductions as foI1ows: o -2.0 physical education, o -2.0 health, o -1.0 art, o -5.6 world languages, o -1.5 FACS, o -1.5 technology education. 45 Current Current Current Middle Proposed Middle Sixth I!rade MMW MME School Total School Total 7-period day 7 -period day 7 -period day 6-period day Language Arts 2.0 FTE 2.0 FTE 4.0 FTE 4.0 FTE Social Studies 2.0 2.0 4.0 4.0 Science 2.0 2.0 4.0 4.0 Math 2.0 2.0 4.0 4.0 Art 1.0 1.0 2.0 2.0 ALC 1.0 1.0 2.0 2.0 Music 1.0 1.0 2.0 2.0 Physical Education 1.5 1.5 3.0 2.0 Health 0.5 0.5 1.0 0.0 World Language 1.4 i.3 2.7 0.0 Total 14.4 FIE 14.3 FfE 28.7 FIE 24.0 FIE Reduction 4.7 FIE--$235,OOO Current Current Current Middle Proposed Middle ih I!rade MMW MME School Total School Total 7 -period day 7 -period day 7-period day 6-period day Language Arts 2.0 FTE 2.0 FTE 4.0 FTE 4.0 FTE Social Studies 2.0 2.0 4.0 4.0 Science 2.0 2.0 4.0 4.0 Math 2.0 2.2 4.2 4.0 Music 1.1 1.0 2.1 2.0 Physical Education 1.5 1.5 3;.0 2;0 Health 0.5 0.5 1.0 2.0 World Language 1.3 1.2 25 0.0 FACS 1.0 1.0 2.0 1.0 Technical Educ. 1.0 1.0 2.0 1.0 Total: 14.4 FTE 1 4.4 FTE 28.8 FTE 24.0 FTE Reduction 4.8 FTE--$230,000 Current Current Current Middle Proposed Middle Eil!hth I!rade MMW MME School Total School Total 7 -period day 7 -period day 7-period day 6-period day Language Arts 2.4 FTE 2.0 FTE 4.4 FTE 4.0 FTE Social Studies 2.4 2:0 4.4 . 4.0 Science 2.4 2.0 4.4 4.0 Math 2.4 2.0 4.4 4.0 Music 1.1 1.0 2.1 2.0 Physical Educ. 1.2 1.0 2.2 2.0 Health 1.2 1.0 2.2 0.0 *W orld Language 1.4 1.3 2.7 *2.0 *Art 1.2 1.0 2.2 *1.0 *Technical Educ. 0.6 0.5 1.1 *0.5 *FACS I 0.6 0.5 1.1 *0.5 Total 16.9 FTE 14.3 FTE 31.2FTE 24.0 FTE Reduction 7.2 FTE $360,000 * Assumes that 50% will take World Language and 50% will take FACS/Technical Ed or Art. 46 41. Eliminate the Position of Assistant Superintendent for Administration and Accountability $128,000 Rationale: There is a need to tighten district-wide administration and supervision in order to meet budget constraints. Impact of Reduction: Work assigned as follows: · Supervision of principals to Assistant Superintendent for Human Resources or Superintendent. . · Supervision of Special Services ~o Assistant Superintendent for Human Resourc·es, Ex~cutiveDirector of Teaching and Learning, or Superintendent. · Supervision of Technology to Executive Director of Teaching and Learning or Superintendent. · Oversight of accountability program to Executive Director of Teaching and Learning. · Supervision of Health Services to Executive Director of Special Services. The work assigned to the Assistant Superintendent for Human Resources and Executive Director of Teaching and Learning wòuld require further shifts in their assignments, including less contact with employees and less oversight of curriculum, standards development and instruction. The Superintendent's focus on the Strategic Plan, legislative issues and direct work with the Board would be impacted by work assumed. 42. Eliminate Sixth Grade Instrumental and Strings Music Lessons (1.0 FTE at MMW and .9 FTE at MME) $ 92,000 Rationale: · While a very valuable experience for students, instrumental and strings lessons· are more costly than the District can afford at this time. · Equity of reductions across the building level. , · There are other options for provi9ing lessons, and Community Education would expand its offerings as well as invite others to provide private lessons. · The plan would maintain whole group band and strings èxperiences. Impact of Reduction: · There is a significant impact on the skill development for students. · There would be an impact on the overall quality ofthe music program. · Lessons could become fee-based, befo:r:e or after school, or be offered through Community Education. · The District would also need to make other opportunities for lessons available to students on-site. · Students lose important opportunities to develop their musical talents. 47 Vision Connection: · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · Practice prudent and innovative management of public resources. · Advocate' for strong academic and strong co-curricular programs for necessary for lifetime success. · Demand the highest standards of professional excellence in every level of the organization. · Tailor learning experiences to the needs of individual learners. · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits. · Create positive, enjoyable learning environments. · Earn, and maintain, broad-based community support. · Appreciation of music, literature, visual and performing arts. 43. Provide an Early Retirement Incentive Program Cost/Benefit Unknown Rationale: · The District and the leadership of the teacher and administrative bargaining groups are evaluating whether a modest financial incentive would encourage more staff to retire than are currently planning on retiring at the end of the2004- 2005 school year. · Properly designed, this early retirement incentive would pennit some cost savings between the cost of retiring employees and the cost of replacement employeès. Further, additional retirements would reduce the number of staffwho would be laid off, arid would reduce the number of staff who would be shifted from their current positions to other assignments. , Impact of Reduction: · There could be a cost-effective means of encouraging a transition of experienced staff who can detennine individually that the incentive is sufficient to retire, and , thereby opening their position to a less-experienced staff member. · Many valuable staff may choose to leave the District and negatively impact the quality of education. · Much of the overall payment for the incentive would go to staff who are already anticipating leaving at the end of 2004-05 anyway, and the payment would be.an added cost to the District without and benefit. · The goal of such a plan is to produce enough "savings" on the differential between the cost of the experienced employee leaving and the staff member filling that vacancy as well as the cost of the respective incentive. Sometimes such savings take more than a year to yield the results sought. Please note: The Total of One through Forty-three is $3,Z3S,1.80 48 Reductions Considered but not Recommended: 44. Charge A Portion of Assistant Superintendent for Administration and Accountability to the Technology Levy $ 50,000 Rationale: A large portion of the work associated with this positiQn is related to planning and direction of technology, both in the classroom and for administration. Transfer of funding would recognize in the technology budget the cost of providing this function. Impact of Reduction: It would reduce funds' available in the Technology fund for equipment, software and technology infrastructure. 45. Increase High School Class Size by approximately an average of Two Students (a reduction of6.4 FTEs) $320,000 Rationale: · Given the budgetary constraints facing the District in the future, coupled with maintaining comprehensive high school curricula, average class size would be increased as a strategy for reducing costs. · Larger class sizes are manageable and competitive with area schools. · Lab classes would be proportionally increased · Predicted Reductions: o Art -.6, o Language Arts -1.9, o Math -.8, o Science -1.3, o Social Studies -.3, o Technical Education -.5, . o FACS -.2, o Physical Education -.2, o World Languages -.6. Impact of Reduction: · The challenge of raising class size an average of2.0 per class is that the final impact is not just two more students per class. Some classes cannot have more students, so the remaining classes would have to be increased much more than two. It is likely that this would result in some classes going .uP 8-10 students. · Average class sizes that would be produced are manageable and more favorable than class sizes in some area schools. · Classrooms may become more physically crowded. · Due to the increase in class enrollments, there exists the possibility that there will be more requests from students to meet individually with teachers before or after school for individual help. 49 · Strategic Plan goals of differentiation of instruction would become more difficult to implement. Vision Connection: · Produce outstandinggradu,ates who are ready to contribute and thrive ina wide array of futUre pursuits. · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · Practice prudent and innovative management of public resources. · Foster the development of good character and social responsibility. · Tailor learning experiences to the needs of individual learners. · Create positive, enjoyable learning environments. · Advocate for strong academic and strong co-curricular programs as necessary for lifetime success'. 46. Across the Board 6.20/0 Reduction in Pay for All Employees· Rationale: An alternative to reductions in programs, services and staffing would be to reduce the compensation of all employees across the böard. It would, of course, be necessary to negotiate such adjustments with each individual bargaining unit. Impact of Reduction: There would be many implications of such an action, some of which could be predicted and others would reveal themselves over time. It is highly likely that many high quality staff in all different positions would leave the District immediately or over the next couple of years. It would make recruiting for replacements extremely difficult. 47. Reduce School Psych,ologists by .5 FTE Rationale: · Reduction in staffFTE to align with District needs. · Changes in special education evaluation criteria permits teams some latitude in the determination of the individual reassessment evaluation plans. Impact of Reduction: · Shift in evaluation responsibilities to other team members. · Building Teams will become more discerning in responding to requests for assessment. · Building level administration will be asked to take on more special education concerns and issues. · Jþistrict student support services staff will have increased responsibilities in ~ddressing parental and staff concerns and inquiries. Vision Connection: · Tailor learning experiences to the needs of individual learners. $3,200,000 $ 24,000 50 · Will challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · We will acknowledge that students' abilities may differ from subject to subject and will provide opportunities accordingly. · We will identify and respond to specialleaming needs as early as possible, 48. Reduce Social Workers Positions at the Middle Schools (reduce .5 FTE in Social Work) $ 24,000 Rationale: , . Reduction will not impact classroom size. · Reduction impact can be accommodated through other personnel. · Teachers and administrators will be working more directly with at risk students and families. . . · Potential for increased collaboration with community agencies. · Guidance counselors are assigned to middle schools. Impact of Reduction: · Students emotional needs will need to be met by classroom teachers, building administration, other building level staff. · Connections to community resources will be reduced. · Building administration and special education administration would have increased involvement. · Special education staff workload increased in assessment and direct service. · Increased work load for guidance counselors. Vision Connection: · Foster the development of good character and social responsibílity. · Challenge and support all students in the pursuit oftheir highest levels of academic and personal achievement. · Create positive, enjoyable learning environments. 49. Reduce Elementary Non-Personnel (supplies, etc.) $32,000 Rationale: The elementary schools have under-spent the FY04 budgets by more than $32,000, and it would appear that those funds could be reduced in the future. Unfortunately, the new textbook adoptions require more consumable materials in the future. Impact of Reduction: Need for consumables as part of the textbook adoptions. 50. Eliminate Position of Custodial Supervisor (and transfer staff to MHS custodial position) $ 37,000 Rationale: Reduce overhead cost to operate the Buildings and Grounds Department. 51 Impact of Reduction: . The Custodial Supervisor is responsibk for housekeeping services throughout the district. Regularly working noon to 8:30 PM, the Supervisor hires, trains, and evaluates custodial personnel. The Supervisor makes regular visits to each building making certain that a high level of building cleanliness is maintained. Elimination of position would transfer all responsibilities to the Buildings and Grounds Supervisor resulting in much of the day-to-day monitoring of housekeeping operations lost. Principals will have to assist in monitoring cleaning quality. Vision Connection: . Outstanding maintenance and energy efficiency also indicates to the community that their investment is being maximally utilized for both present and future generations. It is imperative that the resources of the District be used so that all buildings and grounds are safe, clean, healthy, and attractive places that stimulate learning, encourage physical activity, and provide essential gathering places for the community as a whole. 51. Reduce High School Counseling by an Additional .5 Position $ 24,000 Rationale: · The use of flexible sumÍner h9urs will help relieve some peak period work. · Proposed .5 reduction maintains competitive ratios with other school districts. · Arena scheduling will reduce the amount of schedule change requests. · Creating a strong Web presence should relieve a good number of daily telephone requests. · Restructuring current counsefing model to better address family and student needs. · Budgetary constraints cause the school to reprioritize and restructure guidance and counseling workloads in the best interests of students, staff and parents. · To a certain degree non-teaching certified reductions minimizes certified teaching reductions. · Proposed reduction provides for equity across all employee classifications. ImpactofReducûon: · Proposed reduction calls for restructuring of current counseling model to better address student and family needs. · . Caseloads will Increase per counselor and students and parents will need to provide the counseling staff with more lead time on college preparation activities. · . The implementation of flexible SÚI11111er work hours will help relieve some peak period work. · Reduction in the number of schedule change requests due to arena scheduling ~nnm. . · 1?roposed reduction calls for creating a strong Web presence that could reduce the number of daily telephone contacts. · Caseloads will increase and response to student needs, especially college recommendations for seniors, could take longer--unless counselors adjust to the changes with more creative wode plans. 52 · Responses to parent inquires could slow, unless counselors adjust to the changes with more creative work plans. Vision Connection: · Produce outstanding graduates who are ready tücontribute and thrive in a wide array of future pursuits. · Challenge and support an students in the pursuit of their highest levels of academic and personal achievement. · Practice prudent and innovative management of public, resources. · Demand the highest standards of professional excellence in every level of the organization. · Tailor learning experiences to the needs of individual learners. · Create positive, enjoyable learning environments. 52. Restructuring of Staff Development Times and Coordination $ 48,000 Rationale: · Reduce teacher time from classrooms, which provides more direct instructional time with the primary teacher and reduces reserve teacher costs. · The delivery of staff development opportunities will undergo study and revision in an effort to provide high quality without as much impact on the school day. · More summer programs will be used. · This will change the use of the Coordinator of Staff Development and pennit more involvement in curriculum revision. Impact of Reduction: · Emphasis on a summer staff development workshop aì1d curriculum writing meetings. · More outside of duty time would need coordination beyond the current contract. · More opportunities for job embedded staff development during the year. · The changes in the delivery model will affect teachers and other staff members who are involved in programs. · There will also be an impact on students as fewer days of teacher absence will be incurred. · The quality of programs can be enhanced. · There will be a more effective use of coordinator time. Vision Connection: · Teachers are prepared in their subject area. · Create positive, enjoyable learning environments. · Practice prudent and innovative management of public resources. . · Demand the highest standards of professional excellence in every level of the organization. 53 53. Restructure Level 3 Secretary and Special Education Clerical at the Elementary Level (11.5 i. 21.5 x 207 day=24725 x 51232., including benefits.) $ 51,232 . Rationale: · Increases efficiency for student needs/special education clerical- combine position to 7.5 hrs.lday. · Aligns clerical tasks with Strategic Plan (i.e~, technology, climate). Impact of Restructuring: · Reduce 11.5 hours per day o Minnewashta 2.5 o Clear Springs 1.5 o Groveland 1.5 o Deephaven 3 o Scenic Heights 1.5 o Excelsior 1.5 · Increases training costs for new position. · Strengthens and integrates office responsiveness for Strategic Plan initiatives. Vision Connection: · Practice prudent and innovative management of publìc resources. .. Demand the highest standards of professional excellence in every level of the organization. · Create positive, enjoyable learning environments. · Earn, and maintain, broad-based community support. 54. Reduce Special Education Lead Teachers by a Total of .6 FTE $ 30,000 Rationale: · Reduction in staffFTE to align with Districtlbuilding needs. · Reduction of meetings between district student support services and building lead staff. · Continue to address due process compliance at each building. · Improved monitoring using technology. Impact of Reduction: · Increased responsibility on building leads and other District special education staff to take on more special education concerns and issues. · Building level administration will be asked to take on more special education concerns and issues. · District student support services staff will have increased responsibilities in addressing parental and staff concerns and inquiries. · Potential increased liability in due-process related concerns. · Small special education lead FTE at each site may be difficult to accomplish for staffing adjustments. · Increased challenge in meeting due process requirements. 54 Vision Connection: · Del11and the highest standards of professional excellence in every level of the organization. · Create positive, enjoyable learning environments. · Practice prudent and innovative management of public resources. 55. Reduce One Secretary in Main Office (High School). $ 23,700 Rationale: · Tight budgetary constraints cause the school to reprioritize and restructure secretarial workloads in the best interests of students, staff and parents. · Non-teaching reductions minimizes certified teaching reductions. · Reduction provide~ for equity across all employee classifications. Impact of Reduction: · Duties will be redistributed to remaining seci:etaries and administrators. · Support for individual teachers/departments may be marginalized. · Reduction may lead to outsourcing of some services in the future. Vision Connection: · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits. · Practice prudent and innovative management of public resources. · Demand the highest standards of professional excellence in every level of the organization. · Create positive, enjoyable learning environments. 56. Reduce High School Secretarial Support in the Attendance Office by Three Hours (eliminate part-time attendance position) $ 7,150 Rationale: Two staff could handle current workload if attendance guidelines are tightened. Impact of Reduction: Two current staff members would cover all attendance duties. 57. Increase Elementary Class Size, Along with Addressing Reduced Enrollment (13.8 total classroom and specialist positions) Reduction in classrooms by school: a Clear Springs: -1.0, a Deephaven: -2.5, a· Excelsior: -1.0, a Groveland: -1.0, a Minnewashta: -3.0, a Scenic Heights: -3.8 for a total of12.3 FTE And, a reduction in specialists due to the decrease in classrooms: A total of 1.5 FIE $515,000 55 Specific class size averages in each school are as follows: Clear Springs Deephaven Excelsior Groveland Minnewashta Scenic Heights Kindergarten 18.75 22.5 19.5 17.75 19.4 21.0 Grade One 19.25 18.75 19.5 23.67 20.0 21.0 Grade Two 22.33 26.75 20.25 21.67 26.0 26.3 Grade Three 21.75 21.33 22.25 22.33 28.0 24.75 . Grade Four 24.5 30.0 28.67 24.0 26.25 27.67 Grade Five 23.5 23.25 25.75 24.67 26.25 28.33 RatiOJtale: · Increaes in class sizes can be made without serious impact on students. · Allows neighborhood schools to be intact for families. · Current program remains unchanged. · Still within or better class size compared to metro average. · Increased options for space utilization are available at each_ building due to empty rooms. Impact of Reduction: · Decreased opportunity for individualized student instruètion and increased teacher responsibilities. · There would be less flexibility to address changing student numbers over the summer. Vision Connection: · Practice prudent and innovative management of public resources. · Demand the highest standards of professional excellence in every level of the organization, · Tailor learning experiences to the needs of individual learners (at a redúced levd). · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits. · Create positive, enjoyable learning environments. 58. Restructure Instructional, Time of Elementary Media and Decrease Physical Education $107,500 Rationale: · Restructuring of Media Specialist provides prep for 25 minutes per week per section. · Physical Education time would be reduced, and the prep time coverage would be assigned to the Media Specialist. · Independent Investigation responsibility shift to Media Team. I · ~trengthen research component to enhance diffeFentiation. · Further equalize specialist offering among art, music and physical education by reduction of Physical Education from 100 to 75 minutes per week. 56 Impact of Reduction: · Students would have a dramatic reduction in physical education experiences. · There would be an impact on the physical development and fitness of students. · Would reduce 2.15 FTE in PhysiciÜ Education. · Equalized specialist minutes in Art, Music, PE and Media. · Increased direct instructional responsibilities for the Media Specialist. Vision Connection: · Challenge and support all students in the pursuit of the highest levels of academic and personal achievement. · Tailor learning experiences to the needs of individual learners. · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits. · Participation in robust physical activity and health education. · . Technological proficiency. . Life skills. 59. Reduce The Number of District Chair Positions $ 21,173 Rationale: · Leadership in departments throughout the District must be involved in curriculum revision and implementation. · Leadership in the biggest departments would get support across buildings. Impact of Reduction: Work assigned as follows: · The specific coordination of district-wide programs would be assigned to the Executive Director of Teaching and Learning. The assignment would require further shifts of responsibilities, as follows: · District Chair positions would need to be reduced and restructured to focus on the requirements of the Curriculum Improvement Cycle during the Study year only. · The Curriculum Improvement Cycle might need to be lengthened with fewer subject areas under review each year, designating State academic standards and testing requirement areas as priorities. · Elimination or major cuts would reduce teacher leadership to implement Standards, solve implementation problem, coordinate and support teachers, establish assessments and accountability measures, facilitate curriculum-specific staff development, etc. 60. Audit/Adjust the Caseloads for District Speech/Language Pathologists $ 20,000· Rationale: · Number of students· served is relatively large for a district this size. 57 Impact of Reduction: · Current caseload exceeds metro area guideline of 40: 1. · There is already a challenge in hiring and maintaining staff, and this could compound the matter. . Challenge in meeting IEP goals and objectives. Vision Connection: · Tailor learning experiences to the needs of individual learners. · Challenge and support all students in the pursuit oftheir highest levels of academic and personal achievement. 61. Close District Service Center and Relocate Staff The facility is financed by the Minnetonka Economic Development Authority. Until the debt is paid off in tWo years the property is technically owned by the City of. . Minnetonka, · The building is located in a residential area and occupies the location under a conditional use permit. When the District terminates use of the facility the conditional use permit expires with zoning reverting to residential. A new buyer would be required to request of the City re-zoning of the property if the purchaser intended to continue use of the property as office space. . The top floor of the facility provides office space of approximately 14,000 SF with the lower level at approximately 10,000 SF. The area under the Community Room and MCES is not excavated. · Annual operational costs, including utilities and custodial services, runabout $60,000. · It is estimated space would rent for approximately $20 per square focit. Rationale: Would reduce maintenance and operations expenses. Impact of Reduction: · District would no longer eligible for alternative facility funding. Closing DSC would reduce total district wide square footageto below 1.5 million square feet. · Space must be found to accommodate offices, the science center, and the curriculum library. · The design of the facility was intended to provide better communication between departments with all offices on the same level. That could be lost, depe:qding upon the location of the new office space. · On the positive side, district office staff could be in contact with students on a daily basis. · One option would be to refurbish space at DEC and re~locate Explorer 'programs to regular attendance centers to accommodate some ofthe DSC programs. · <Cost would be incurred to refurbish space in an existing building to accommodate district staff. Other than existing administrative offices in the attendance centers little or no acceptable office space is available. . ) · Cost to re-locate the science center. When last moved the additionál cost to pack and unpack exceeded $15,000. It was last located on the lower level ofDEC. $ 60,000 58 Vision Connection: Practice prudent and innovative management of public resources. 62. Close the Warehouse/ Tech Center and Have Direct Delivery · Facility, 7800 SF in size, rests on 1.68 acres at comer ofHWy 101 and Hanus Road; · Annual operating expenses for utilities are about $12,000. Custodial duties are shared among existing warehouse staff. · Technology Center and support staff are located in facility. · District maintenance staff, central receiving, and the technology center are ·housed in the facility. All equipment deliveries are to this building, inventoried, tagged and then delivered to the appropriate building. · Central receiving assures the district is able to accurately track equipment purchases, maintain Üs fixed asset inventory (requirement for GASH 34) and track the location of each item. . · The area is zoned residential (R-l) occupying the based on a conditional use permit. If the property is sold it would revert to residential zoning. Approximately ten years ago city officials related the city would not re-zone the property as anything other J than residential. The property can be sub-divided into up to three lots depending upon the rrontage on Hanus Road. Each lot must have a minimum of 110' of rrontage. · If sold the cost of removing the building along with underground fuel tanks would be factored into the sales price. Based upon past analysis, it is anticipated the site would yield sufficient space for two residential homes. $29,000 Rationale: Reduce operations and maintenance expenses. Impact of Reduction: · It would be necessary to re-do the wide area network system to accommodate re-location of the equipment hub. The DSC, where the Science Center is located, is an alternate location. Or MHS would be another location. · Would loose central receiving and inventory control. Control of eqltipment deliveries and inventory would become more . challenging. It would be necessary to devise a system to control the inventory and tracking of equipment purchases. · Re-locate the maintenance services housed at the warehouse to the basement of Excelsior. Currently that spaced is used for storage. Conversion to maintenance shops would require some renovation. Vision Connection: Practice prudent and innovative management of public resources. 63. Reduce High School Reading Teacher (.5FTE) $ 24,000 Rationale: Reduction in the consulting portion of the assignment will not directly affect class size. 59 Impact of Reduction: · High School focus on reading across the content areas will be eliminated. · Site-embedded staff development on reading would be eliminated. · Will need to shift responsibility to the District K-12 Language Arts TOSA Vision Connection: ' · Strong reading allows and encourages students to excel in every subject. · Differentiation through reading levels. · Would eliminate the High School reading link for emphasis on "command of the English Language. 64. Teacher on Special Assignment (Speêial Education) $ 48,000 Rationale: · Director of Student Support Services assume responsibilities for district initiatives for special education staff in differentiation, improved literacy, increased writing skills, safe restraints, etc. · Staff Development Coordinator assume responsibilities for generation and coordination of staff development activities to improve quality of special education services and academic progress 0 special education students. · Director and Staff Development Coordinator assume responsibilities for responding to results ofBST and MCA scores to address NCLBmandates. · Director and/or Assistant Superintendent assume responsibilities for collection of assessment materials for required assessments. Impact of Reduction: · Reduction in quality of special education services. · Reduction in continuum of services for all students. · Reduces the potential for special education staff and students have to access general education initiatives and curriculum. ' · Potential for special education sub group to not meet A YP. Vision Connection: · We will provide personalized curriculum and staff to help students with ,special needs reach their life goals. · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. .. Work with parents and students to develop reasonable', yet challenging, plans for academic and personal achievement which truly serve the individual. · We will identify and respond to special learning needs as early as possible. · Demand the highest standards of professional excellence in every level of the organization. . 65. Reduction in Supervisor of Student Support Services $105,000 60 Rationale: · Director of Student Support Services would assume responsibilities for ESY, out of district placements, secondary and elementary due process concerns. · Assistant Superintendent for Administration and Accountability would assume responsibilities for various support services departments. · Assistant Superintendent would assume responsibilities for expulsions and suspensIOns · Department of human resources or building principals would assume responsibility for hiring of special education teachers. . · Building principals would assume responsibilities for teacher appraisal for DEC and special education staff. Impact of Reduction: · Reduction in quality of special education services. · Increase in the number of students referred to out of district placements. · Increase in the number of parent issues. · Increase in the cost of summer programs. · . Decrease in the quality of teachers hired. · Decrease in the ability to respond to Minnesota Department of Education monitoring report. · Increase in number and severity of parent concerns/issues and meetings. · Decrease in ability to respond quickly and effectively to parent and staff concerns. Vision Connection: · Practice prudent and innovative'management of public resources. · We will provide personalized curriculum and staff to help students with special needs reach their life goals. 66. Reduce Elementary High Potential Para-Professional Position $ 27,000 Rationale: · This change depends upon implementation of restructuring of Media Specialist position and transfer of Independent Investigation responsibility to Media Specialist. Impact of Reduction: . Increased teaching responsibilities for the Media Specialist. · Increased collaboration between the Media Specialist and High Potential Teacher. Vision Connection: · Challenge and support all students in the pursuit oftheir highest levels of academic and personal achievement. · Tailor learning experiences to the needs of individual learners. · Earn, and maintain, broad-based community support. · Global awareness through the study of world language, history, geography, and current events. 61 67. Reduce the Purchasing Secretary Position (.25 FTE Clerical) $ 10,000 Rationale: Reduce operating costs by eliminating the position. Impact of Reduction: The following duties would be re-assigned: · Monitor district adherence (Governmental Accounting Standards Board) GASB 34 as it relates to standards for fixed asset reporting, maintaining fixed asset records (equipment, buildings, real property). · Maintain fixed asset inventory records. · Make adjustments as appropriate to monthly and year end reconciliation of ^ fixed asset inventory to general ledger. · Process district deposits and cash receipts. · Maintenance of the District Service Center copy machines including department copy usage and ordering supplies. · Calculate monthly billing for gasoline and stamps. · Responsible' for running, printing and sending credit card statements to individuals monthly. · Prepare and send district invoices out to individuals and companies. Vision Connection: Practice prudent and innovative management of public resources. 68. Reduce Pupil Accounting Secretary Position $ 40,000 Rationale: Reduce DSC clerical costs. Impact of Reduction: Loose key position administering state required enrollment and attendance procedures. Effectiveness of student accounting and registration would be severely limited. Primary dutiès include meeting with families· as they come to the District to register new students, administering non-public and home school enrollments, monitor changes in student status, administer open-enrollment program, track ALC enrollment. 69. Eliminate 2.5 Department Clerical and Para-Professional Positions $ 48,500 Rationale: . Support staff currently help with typing, copying and other teacher/building support services. Impact (Jf Reduction: Teac~ing staff would need to handle all material creation, copying and other I . department duties. Administrative team and office secretarial staff would have to coordinate building programs (mid-quarter notices etc). 62 7.0. Reduce Elementary ELL Para-Professional Staffing $ 45,000 Rationale: · Staff based on ELL enrollment · Align with area districts. Impact of Reduction: · Targeted ELL services at each school site. Vision Connection: · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · Tailor learning experiences to the needs of individual learners. · A profound command of the English language. 71. Reduce Middle School Office Clerical Staffing (.2 FTE MMW and .2 FTE MME) $ . 8,400 Rationale: · Reduction does not impact class size. · Equity of reductions across the building level. Impact of Reduction: · Increased responsibility for remaining office staff-building operations. · Less responsive to parent/community/staff needs. Vision Connection: · Practice prudent and innovative management of public resources. · Demand the highest standards of professional-excellence in every level of the organization. 72. Reduce Mi~dle School ESL Staffing (.4 FTE MMW) $ 20,000 Rationale: · Equity of reductions across the building level. · Reduction does not impact class size. · Staffing can absorb the reduction. Impact of Reduction: · If possible, restructure service model. · Review allotments district-wide for student/teacher staffing ratio. Vision Connection: Practice prudent and innovative management of public resources. 63 . 73. Restructuring Elementary Band and Orchestra (2.0 out of 4.0 FTE) Rationale: . . . Institute a fee-based system to partially fund program or move- to 6th grade. Impact of Reduction: . Shift partial program costs to the parent/guardian. 74. Reduce High School Media Support (reduce one technology assistant to .5 and cut 2 hours ofpara~professional support) Rationale: Current technology and supervision load can be handled with less help. Impact of reduction: The Media Generalist will reschedule staff to cover the current workload. 75. Institute a Additional Fee for Transportation ($275 fee vs. the $100 fee recommended) Fee would be set at $275 per year for each student living witþin two miles of the respective school attended and riding District-provided buses. This would apply to non":public students as well as those attending District schools. Rationale: The rationale is explained in #1, but this higher charge would relieve reductions in even more areas. Impact of reduction: _ This would have a profound impact on many families, and it would probably cause more to drive their children to school. That would cause huge traffic problems at each school and require more personnel in traffic management. $100,000 $ 12,000 $630,000 64 Adjustments below this point in the document have been carefully evaluated for . . possible reductions, and they are no longer considered for the FY06 Budget adjustments. They are not ranked, and no dollar amounts are shown. Eliminate the Staff Accountant Position Rationale: Reduce DSC operating costs. Impact of Reduction: Work assigned as follows: Maintain, ~d refine the district's accounting system. · Track collections of monies and ensure they are properly deposited and reported. · Balance and reconcile financial accounting records. · Prepare financial reports for district personnel. · Evaluate expenditure trends and report variances to program supervisors. · Evaluate budget materials and assist ill preparation the district's budget. · Prepare work papers and schedules for the schòol district auditors to expedite the audit process. · Analyze program costs and help program managers budget. · Interpret State & Federal Grant requirements. · Construction financial reports and accounting. · Estimate and allocate workers' compensation costs. · Monthly journal entries. · Special Projects as assigned. · Main contact for accountingdepartri1.ent and Business Office when controller is out of the office. · Interpret and implement proper UF ARS reporting/coding. · Responsible (effective July 1,2003) for Student Accounting and MARRS reporting. Elimination of position would transfer all responsibilities to the Controller. There would be a significant impact on the Controller's position which would require further reassignment of work to the Executive Director of Finance and Operations. Eliminate the Purchasing Coordinator Position Rationale: Reduce DSC operating expenses. Impact of Reduction: Cost effectiveness of having a central professional staff member seeking the best prices on all purchases would be lost. Work assigned to Controller and Executive Director of Finance and Operations as follows: ' 65 Purchasing: · To maintain purchasing procedures that meet the requirements of state law, school board policy and sound business practices. To coordinate purchasing with various departments and schools so that items are procured· in a timely manner. , · To assist in the development of specifications, cooperatively with the using department, that are descriptive of the materials or services desired and are sufficiently broad to promote competitive bidding. · Develop district standards, in cooperation with district personnel, for commonly used supplies and equipment. · Develop and update purchasing procedures manual to assist all district· personnel in purchasing policies and procedures. · Conduct in-service sessions as needed· for those district staff responsible for the building árdering process. · For the distribution, storage and inventory of eqUipment and supplies. · . Arrange for movement of equipment arid other items that need to be transported between buildings to meet their timelines. · Arrange for the disposal or storage of unused items following established district policies and procedures. · Maintain the fixed asset in conjunction with accounting department. · Election coordinator for the district. · Supervise the District Warehouse operation and monitor the procedures in Ìts daily operation. · Administer property and casualty insurance program. Reduce Transportation Secretary Position Rationale: Reduce DSC operating costs. Impact of Reduction: Work assigned to Supervisor of Transportation and 'Student Accounting as follows: · Maintains Edulog transportation system including student data, bus runs and routes for regular school year and sUmmer school. · Updates and prepares district maps. · Communicate transportation policies/procedures to schools, parents, bus company. · Word processes letters, memos, etc. · Verifies and prepares bus contract billing statements. · Copies and distribute department forms and materials. · Provides assistance to parents and schools in resolving bus problems/concerns · Updates and maintains depàrtment files (driver, activity, etc.) · Determines eligibility of non-public school students to insure contract compliance .. For transportation reimbursement. · Update MARSS area of Skyward for transportation state reports. · Prepare mailing for transportation busing infonnation letters. · Maintain special education data base (regular and summer school). Route/update. 66 · Special education runs. · Communicate with school crossing guard and adult bus monitors. · Maintain and schedule "bus safety classes" at schools. · Maintain and distribute accurately detailed records of current busing schedules. · Maintain driver MVR files, vehicle safety kit inventory and annual vehicle: · inspection information, · Maintain bus video tape system: Communications Specialist Rationale: This newly created position is critical to the District's efforts to attract more students from other distdcts and from non-public schools within the District. This position more than pays for its cost. Impact of Reduction: · There would be many lost opportunities for attracting more students, which help solve the long-term financial challenges of the District. · It is critical to further efforts to communicate with the community regarding financial needs. Reduction in media placements which support community relations and district marketing plan. · Abandonment of Board goal to expand video/cable presence highlighting student opportunities and achievements and supporting district marketing plan. · Reduce communications publication schedules for parents and community; decreasing knowledge and support for district initiatives. · Effective communications will be essential for the continued success ofthe Minnetonka School District. · In order to progress from a successful past into a world-class future, we must expand communications efforts. · We will insist that communications be a planned and systemic operational function, grounded in ethical decision making and designed to help improve the programs, services, and reputation of the District. · To ensure results-oriented public relations and two-way communications that increase awareness, understanding, interest in, and support for the students, staff, pr,ograms, and goals of the Minnetonka Public School District. · Publicize/showcase student perfonnances. · Create a school-based publicity support. · Expand the use of video and cable to reach community members who do not have children emolled in school. · Increase the distribution of positive information about the School District.' · Publicize student and staff awards, accomplishments and community service. · To market Minnetonka Public Schools as one of the top school districts in Minnesota and the nation. Note: The Communications Specialist position was reduced in previous years due to cost containment. Over the years the decrease in communication contributed to a 67 failed referendum in 2001 and substantially declining emollment from 2000 - 2003. A direct effort to increase communications and target mark;eting efforts for the District resulted in an increase of 75 open enrollment students in 2004. The value of those students alone is about $450,000. Applications for the.2005 school year are currently exceeding the 2004 pace. The District's communication efforts have been strategically targeted to increase open enrollment and reattract families from private schools. Increasing enrollment from these two targeted audiences more than covers the cost of the communi6ation specialist position, enables schools to maintain smaller class sizes, and increases understanding and support for the school district and its students. Eliminate the Human Resources Coordinator Position Impact of Reduction: Work assigned as follows: . Contract administration, recruitment, hiring and orientation for clerical and para staff members assigned to Human Resources Specialist. . · Establish protocols for employees and assurance of sucçessful hiring would be fully assigned to the Assistant Superintendent for Human Resources. · Responsibility for HRIS systems assigned fully to the Assistant Superintendent for Human Resources. · Oversight for contract administration and problem':'resolution for MCES, food service, and custodial maintenance would be assigned fully to the Assistant Superintendent for Human Resources. · Oversight for employee discipline matters, violations of Harassment and Violence and Respectful Workplace policies, and Maltreatment of Minors policy would be assigned fully to the Assistant Superintendent for Human Resources. · "Point person" for FMLA, orientation of all employees (other than teachers) who are expectant parents assigned to the Assistant Superintendent for Human Resources. Eliminate the Human Resources Specialist Position Work assigned as follows: · Assisting with contract administration for teachers would be assigned to Human Resources Coordinator. · Coordination of applications and hiring of teachers would be assigned to Human Resources Coordinator. · "Point-of-entry" for advertising and recruitment Gob descriptions, advertising, contacts with colleges) and paperwork for selection would be assigned to Human Resources Coordinator. · STARS report on licensure for all teachers would be assigned to Human Resources Coordinator. . · brientation (verification oflicense), contracts, input into the system, all notices to employees and assurance of evaluations to Assistant Superintendent for Human Resources. 68 · "Point person" for FMLA, orientation ofteacher employees who are expectant parents assigned to the Assistant Superintendent for Human Resources. . Planning special events fully assigned to the Assistant Superintendent for Human Resources. Reduce ArtsCenter Costs Rationale: Including the $75,000 subsidy provided by the City and the matching subsidy provided by the District, current operating cost exceeds revenue by approximately $40,000. Impact of reduction: . Would significantly limit the ability to provide the same level of service to both District and City productions. Vision Connectiòn: Practice prudent and innovative management of public resources. Reduce-Pagel Arena Costs No impact on General Fund. Annual lease expenses paid from Instructional Lease Levy. Fringe Benefits Coordinator Rationale: Operating cost savings. Fifty percent of position now funded by self-insurance fund. Impact of Reduction: Work assigned to Supervisor ofPayrol1/Benefits and Controller as follows: 1. Health, Dental, Life, Accidental Death & Dismemberment and Long Term Disability Plans: · Contact person for all benefit questions from active employees, spouses or the public regarding plan provisions, administration and federal regulations. · Assists employees in claim resolutions. · Maintain benefit plan coverage levels, deductions, district contributions and· plan designs in the benefit and payroll systems through tables and individual records. · Conducts annual insurance open enrollment, on-going new hire orientations and informational sessions for entire district at multiple sites. · Interpret benefit language in all bargaining unit contracts. Update payroll and· benefits systems as needed due to negotiated changes in benefits. Verifies results. 69 . Coordinate Long Tenn Disability Benefits with employee, employer and the insurance carrier. Keeps insurance carrier updated with employee's return to work schedule. . Coordinate Life and Accidental Death & Dismembennent claims with beneficiaries and the insurance carrier. II. Tax-sheltered (403(b)) and State Deferred Compensation (457) plans: · Administer the Tax Sheltered and State Deferred Compensation plans for all employees including interpreting IRS code and performing necessary calculations to ensure compliance. · Interpret all bargaining contracts to determine eligibility and proper level for district match. Updates and verifies individual pa~oll records. · Notify all employees of insufficient contributions levels to receive full matching contributions. Calculates the per check dedµction amount needed to maximize match. · Perform annual audit of contribution and match allocations to determine compliance with IRS regulations. · Update the payroll system with all employee and plan changes through tables and individual records. Verify all changes during payroll cycle. · Verify employee contributions and district match payroll reports against check amounts and distributes to the proper investment companies. Eliminate Middle School ADM Para-Professional Positions Rationale: · Maintain important support program for Math · Students struggling in math need the additional support · This program services regular education students and it is the only remaining direct support available. Impact of Reduction: · Decreased instructional support to students in Reading and Math. · Increase responsibilities for the Basic Skills Specialist Teacher. Reduce Middle School Media Para-Professional Positiòns Rationale: . Technology responsibilities to tech team reducing need to "trouble shoot." · An emphasis on Blackboard and Skyward gradebook require more technology support that is best delivered on site. . Media paraprofessionals were cut by 1.0 FTE in the last round of cuts. ImpactþfReducûon: Incrfased tech responsibilities to media specialist, teachers and principal. 70 Reduce Science Center Paraprofessional This position was reviewed and detennined essentialto the continuation ofthe District's program at this time. Reduce Fringe Benefits Coordinator this position was reviewed and detennined essential to the continuation of the District's pmgram at this time. Reduce District Service Center Receptionist Gob share) This position could be changed if. an automated calling system were implemented; however that would change many of the dynamics ofthe District if it were to occur. This position was reviewed and determined essential to the continuation of the District's program at this time. Reduce Supervisor Payroll/Employee Benefits Rationale: Reduce operating expenses. Impact of Reduction: . . Work assigned to Controller and Executive Director of Finance and Operations as follows: · Supervise and execute the district' s payroll system including supervision of Payroll/Retiree Benefits Clerk and the Benefits Coordinator. · Interpret/analyze district policy, collective bargaining contracts, and government regulations affecting payroll procedures. · Ensure accurate and complete preparation of pension reports (TRA, PERA, and FICA) · Recommend necessary policy changes to meet program needs. · Provide department liaison for supervisors, vendors, union representatives, retirement agencies, staff and administration for questions or procedures regarding payroll procedures and bargaining unit contracts. · Coordinate the benefit accounting portion of the payroll system with the Human Resource Department and the Employee Benefits Coordinator. · Communicate procedures and purposes to district personnel. · Implement a program for continuous self-development and professional growth. · Generate system reports as needed (biweekly, monthly, quarterly, and annually). This would include payroll checks, biweekly payroll reports, and withholding reports for state and federal agencies, tax sheltered annuities, United Way, etc. · - As base data for budget preparation analyze trends in overtime utilization; employee absences, substitute requirements, benefits, and other personnel related, costs. 71 Finance & Human Resources Secretary ~ ., Rationale: 'Work assigned as follows: · Reception and clerical support duties for the finance and operations department would be distributed among other business office Clerical staff. · Support for reserve teacher hiring process, orientations, and automated calling system would be fully assigned to the Level II Human Resources Secretary. · Support for para and clerical substitute hiring process and orientations would be fully assigned to Human Resources Coordinator. ' _ · Support for teacher application process, including inp.ut into Skyward and maintaining applicant files, would. be fully . assigned to Human Resources Specialist. Payroll/Benefits Clerk Rationale: Operating cost savings. Fifty percent of position now funded by self-insurance fund. Impact of Reduction: Work assigned to Payroll Supervisor and Benefits Coordinatqr as follows~ · Administer District's Retiree insurance program: · Administer District's flexible benefit (Cafeteria Plan) program. · Maintain employee leave and vacation systems. · Monitor Reserve Teachers accumulated retirement hours, and adjust pay rates as needed. · Provides backup support to Benefits Coordinator and Payroll Supervisor as needed. Secretary: Student Records/Census This position was reviewed and detennined essential to the continuation of the District's program at this time. Health, Safety/Indoor Air Quality Coordinator (including benefits) Rationale: Position funded by Health and Safety Budget. Reduction of position would result in charging a portion of the Building and Grounds Supervisor and the Custodial Supervisor to the Health and Safety Budget. Impact of Reduction: Work assigned to Buildings and Grounds Supervisor or out-sources as follows: · Ensure compliance with building, fire, electric and life safyty codes along with . federal, state, county or local regulations, including board policy. · Development and manage the health and safety budget. 72 · Serve as district contact person for all questions from staff, parents, students, and the public regarding health, safety, IAQ, and ADA issues in district facilities. · Provide staff orientation programs for new hires and annual refreshers for trained staff. Maintain training records for all Health and Safety programs. · Conduct inspections of district facilities including inspections of tunnel systems, penthouses and air plenums to make certain District facilities meet federal and state laws. Document all shortcomings and violations. Perform Health and Safety technical analysis when required to address issues such as indoor air quality, mold re-mediatiOlT, pesticides, etc. ' · Provide work direction to maintenance personnel in the buildings and district specialists or trades, outlining specific tasks and procedures which must be completed. · Must possess a MN License in asbestos inspections, and be a management planner and program manager. Certifications in occupationalheàlth and safety, ergonomics, indoor air quality and pesticides are also desirable. Reduce Accounts Receivable/Payable Clerk Impact of Reduction: Work assigned to other DSC clerical staff as follows: Accounts~Payable/Cashier · Check that policy procedure was followed and for appropriate signature approvals before entering disbursement batches into the computer system. · Complete, proof, and balance disbursement batches. Produce and distribute 300-350 checks bi-weekly. . · Work closely with vendors and staff on return items, price discrepancies,· quotes, and discounts. Follow-up with vendors to make sure checks are received and cashed. · Request receiving purchase order copies from staff over 30 day old invoices. Return incorrect paperwork to staff for correct codes and payment approvals. · Maintain Business Office petty cash fund including distribution and reconciliation. · Accept and secure large sums of money and checks. Unlock and lock business office safe daily. · Type hand checks as authorized and on request. · Maintain disbursement files for all district vendors and staff. · Coordinate stop-payment checks with the bank and send replacement checks. · Maintain folding machine for cleaning, service and parts needed. · Track and calculate sales tax payable. · EDRS Reporting · Data entry of special education expenses on state EDRS system. · Reconcile EDRS reports with UFARS accounting reports. Health Services Secretary Work assigned as follows: 73 · Clerical support duties for the Assistant Superintendent for Human Resources, including word processing, photocopying, screening. phone cans, scheduling appointments, and opening mail, would he distributed between Level IT Finance and Human, Resources Secretary and Human Resources Specialist. . · Support for human resources budget would be assigned to Human Resources Coordinator. . Support for student teacher placement would be assigned to Human Resources . Specialist. · Support for Chinese exchange teachers and calendar committee would be· assigned to Human Resources Specialist. Support for teacher hiring process would be fully assigned to HUman Resources Specialist. Reduce Teaching & Learning Secretary This position was reviewed and detennined essential to· the continuation ofthe Districtls program at thîs time. . . Reduce Human Resources Secretary This position was reviewed and determined essential to the continuation ofthe District's program · at this time. Reduce Accounts Receivable/Payable Clerk This position was reviewed and detennined essential to the continuation of the District's program at this time. Executive Assistant to Superintendent And Board of Education This position was reviewed and determined essential ~o the continuation of the District's program at this time. Secretary Student Support Services and Teaching and Learning This position was reviewed and determined essential to the continuation of the District's program at this time. Coordinator of High Potential Programs (TOSA) · Rationale: Eliminafion of this position could fund a classroom teacher position. The HP program could be more site-based, with principals and HP teachers providirlg coordination and support. · Impaèt of Reduction: 74 Work assigned as follows: . High School (.4 position) activities that are part of the job description would be assigned to the IB coordinator or high school administration. . The Coordination of High Potential (.6 position) programs would be fully assigned to the Executive Director of Teaching and Leaming. The assignment of work to the Executive Director of Teaching and Learning would result in program oversight being shifted to principals at sites, considerably less district- wide consistency and services to parents and students; fewer services, staff development and support to HP staff. Vision Connection: . The person in position provides leadership for a focus on rigor and high levels of student learning, She also' assists with Vision and Strategic goals for differentiation and other Plans assigned to the Executive Director of Teaching and Learning. Coordinator of Staff Development (1.136 FTE TOSA) Rationale: · Elimination of this position could fund a classroom teacher. · This person in this position would return to a classroom position. · Would provide a principal or a different teacher with a leàdership· opportunity. Impact of Reduction: Work assigned as follows: · Principals would share coordination responsibilities for site activities such as site mentors, site staff development goals and state reports. · The specific coordination of district-wide programs and services would be divided between the Assistant Superintendent for Human Resources and the Executive Director of Teaching and Learning. The assignment would require further shifts of responsibilities, as follows: · Human Resources would plan, coordinate and facilitate the August new teacher training and would organize and facilitate the mentor selection and training. · The Executive Director of Teaching and Learning would coordinate the District Staff Development Committee and setting of district goals and,compliance with State requirements. This position would also coordinate district-wide classes and organization ofre-licensure activities. · Coordination of professional development toward district Vision and goals would decrease, along with training opportunities for teachers to improve quality ofteaching and to meet re-licensure requirements. The support to special projects (action plans) would be reduced or eliminated. · Could be restructured at lesser FTE and operate more as a generalist. Vision Connection: · Coordination of professional development toward district Vision and goals would decrease, along with training opportunities for teachers to improve quality of teaching and to meet re-licensure requirements. The support to 75 special projects (Strategic action plans) such as differentiation, new teacher and mentor support would be reduced or re-assigned. Language Arts/Literacy (l.OTOSA) Rationale: · Could reduce classroom teacher cuts. The TOSA would return to a classroom· position. · Would provide a teacher or principal a curriculum leadership opportunity. Impact of ReduCtion: Work assigned as follows: · The specific coord~nation of district-wide programs would be assigned to the Executive Director of Teaching and Learning. The assignment would require further shifts of responsibilities, as follows: · Responsibility for coordinating K-5 Language Arts would be shifted to a principal or a teacher on a district chair (beyond duty) assignment. · Responsibility for secondary reading and Language Arts would be shifted to a principal or a teacher on a district chair (beyond duty) assignment. · The elementary balanced literacy and secondary reading program implementations would likely not strengthen because of decreased coordination, support, training, material oversight and focus. · Integration of reading and writing across the curriculum would be reduced. Support of special projects (action plans) and their support across the system would be reduced or eliminated. Assessment and data for LA Accountability would need to be assigned to an assessment position or other person. · Could be reduced in FTE and structured more as a generalist. Could be partially focused on providing staff development for reading interventions and qualify for new special education funding allowance. Vision: · Support throughout the District for special projects (action plans and Vision) in secondary reading, reading across content areas and scope and sequence for study skills, and differentiation would be reduced or eliminated. A focus and articulation· of reading and writing. Implement a Plan for the Consolidation of Schools Options are as follows: · Combine the classroom units and other services of six elementary schools into five. · Move grade six back into the elementary schools, and consolidate the seventh and eighth grades into one middle school. · ¥ove grade five into the middle schools, and reduce two elementary schools. Impact hf Reduction: Based on current capacity of elementary and middle school buildings and based upon current enrollment closing of buildings will not be a viable option at the elementary level until about 2007 and middle level until about 2010. 76 Vision Connection: Practice prudent and innovative management of public resources. Reduce A Middle School Assistant Principal Position (1.0 and'share between MME and MMW) Impact of Reduction: · Leadership needed in implementing Strategic Plan initiatives. · Safety of staff and students-student management responsibilities. · Staff supervision-licensure required for evaluation of staff. · Community relations through parent contacts. · District committee leadership. · Addìtional responsibilities in areas that may be shifted to administration, per previous recommendations. Reduce Middle School Counselor Positions Impact of Reduction: · Previous recommendations will result in increased responsibility to be a primary contact with parents/students. · Ifwe reduce Social Worker, counselors needed to absorb workload. · Loss of Student Support Staff (.5 at Wèst) will result in test coordination added to counselor role. · AdditiQnal HP support may be needed. , · Administrative support - student placement, scheduling support, etc... · Key role in recruitment of new students/welcoming new students to Middle SchooL Reduce Elementary Art Positions Rationale: . Community expectation . Research links art education to achievement. · Provides prep time in current program. · Impacts K-12 art curriculum (elementary -7 middle -7 high school). · Reduction will occur naturally through increasing class size. · Need art program to meet standard requirements. · Meets basic human need for creative expression. Impact of Reduction: · We will lose one tool for recruiting open enrollment students. · Elementary teachers-generalists will need to teach art standards. · Additional staff development will be needed for classroom teachers to understand and teach the art standards to the same level as an art specialist. · The exploratory and experimental nature of the art program will likely be lost to 77 craft type of projects rather than historical perspectives, elements of, and experience with the many mediums of our art program. · The level of competence and knowledge that secondary art students have upon entering classes will be decreased. Vision Connection: · Advocate for strong academic and strong co-curricular programs as necessary for lifetime success. · Create positive, enjoyable learning environments. · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits. · Earn, and maintain, broad-based community support. · Appreciation of music, literature, visual and performing arts. Eliminate Science Center Rationale: · Storage of materials · Coordination of materials · Maintains kits, ensures quality of materials for students and teachers. Rationale for Reducing: · Cost savings would vary depending on the level of reduction. · Increases workload of staff without impacting students directly. Rationale for Keeping: · Storage of materials. · Coordination of materials. · Maintains kits, ensures quality of materials for students and teachers. Vision Connection: · Practice prudent and innovative management of public resources. · A mastery of scientific principles. Increase Class Size for Elementary ESL Teacher Rationale: · Meets unique individual literacy needs of students in ESL program. · Consider clustering ESL students, then providing service in the classroom. · Consider restructuring to staff based on enrollment. Impact of Reduction: . Support of students will be decreased impacting their individual academic and personal achievement ' · Students will have few learning experiences tailored to meet their needs by a teacher licensed to work with ELL students. · The development of the command of our English language may be delayed at 78 an earlier age. . Teachers will not have a consultant to dialogue with about strategies for meeting the individual needs of the ELL. Vision Connection: · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · Tailor learning experiences to the needs of individualleamers. · Develop a profound command of the English language. Reduce Elementary AOM Paraprofessional Positions Rationale: · Maintain important support program · Basic Skills staff assume coordination ofliteracy volunteers. Impact of Reduction: · Decreased instructional support to students in Reading and Math. · Increase responsibilities for the Basic Skills Specialist Teacher. Vision Connection: · Will tailor learning experiences to the needs of individual learners. · Will emphasize reading as a foundation of all learning. · Will develop in each student support for the mastery of mathematics. Reduce Elementary Media Para-Professional Positions Rationale: · Technology responsibilities to tech team reducing need to "trouble shoot." · Would not recommend if media specialist position is restructured. Impact of Reduction: · Increased tech responsibilities to media specialist, teachers and principal. Vision Connection: · Will challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · Will support the highest standards of profèssional excellence in every level of the organization. · Will tailor learning experiences to the needs of individualleamers. Impact of Reduction: · Change current professional development model. · Decrease direct student instructional time while emphasizing the regular classroom teacher's time in the classroom. · Decreased need for reserve teachers. · Allow time to develop the professional learning community model. 79 · Minnetonka community understanding of the early release purpose. Vision Connection: · Practice prudent and innovative management of public resour~es · Demand the highest standards of professional excellence in every level of the organization. . Reduce ElemeQ.tary Special Ed Para Allocation Rationale for Reduction: · Equitably reduce the allocation of special ed paras given to each building. · IEP requirements dictate level of support. Rationale for Keeping Program: · Meet the needs of special education students. · When IEP needs are met, we avoid liability problems. Impact of Reduction: · Shift student support to teachers/principal if possible. Vision Connection: · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · Tailor learning experiences to the needs of individual learners. Eliminate Elementary Administrative Assistants' Positions Rationale for Keeping Program: · Ensures safety of students when principals are out of the building. · Consistency in bus supervision. · I.mportant training position for future principals. · Identified as crisis coordinator in absence of principal. · Protects against liability in event of crisis. Vision Connection: · Foster the development of good character and social responsibility. · Earn, and maintain, broad-based community support. · Life skills. · Create positive, enjoyable learning environments. · Practice prudent and innovative management of public resources Reduce Elementary High Potential Teachers Positions I . Rationale for Keeping Program: · Significant population of students with HP needs · Community expectation to meet this need · Implementation of differentiation component of Strategic Plan 80 · Provide staffwith a resource for differentiation strategies. Vision Connection: · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · Advocated for strong academic and strong co-'curricular programs as necessary for lifetime success. · Tailor learning experiences to the needs of individual learners. · Create positive, enjoyable learning environments. · Earn, and maintain broad-based community support. Reduce Elementary Social Workers Positions Rationale: · Resource for helping families in need. · Coordinating 504 plans, · Takes care of social/emotional needs for students through groups and individual settings. · Coordinates services with community resources for families. · Teach conflict resolution, anti-bullying, and social skiÍls lessons in classrooms. · Related to Strategic Plan in many areas. · Help manage Educational Neglect efforts (truancy, attendance). · Co-lead Character Education in buildings. Vision Connection: · Challenge and support all students in the pursu~t of their highest levels of academic and personal achievement. · Create, pursue, and champion outstanding early childhood education. opportunities so that all children enter kindergarten ready to learn and succeed. · Foster the devçlopment of good character and social responsibility. . Earn, and maintain, broad-based community support. . Life skills. Reduce Elementary Classroom Music Positions Rationale for Keeping Program: · Community expectation. · Research links music education to achievement. · Provides prep time in current program. · Impacts K-12 music curriculum (elem -7 middle -7 high school). · Reduction will occur naturally through increasing class size. · Need music program to meet standard requirements. · Meets basic human need for creative expression. Vision Connection: · Advocate for strong academic and strongco.:curricular programs as necessary for lifetime success. 81 · Create positive, enjoyable learning environments. · Appreciation of music, literature, visual and performing arts. · Earn, and maintain, broad-based community support. · Produce outstanding graduates who are ready to contribute and thrive in a wide array of future pursuits. Reduce Elementary Basic Skills Positions Rationale for Keeping Program: · Reading instruction for students · Ensures meeting A yP standards · MCA test coordination at each building · Coordinates AOM paras · Need to keep position in lieu of Title program (it is our only remedial resource). Vision Connection: · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · Demand the highest standards of professional excellence in every level of the organization. · Tailor learning experiences to the needs of individualleamers. · Support a profound command of the English language. · Support a mastery of mathematics (*we do not have mathematics listed in the rationale). Reduce Elementary Playground Paraprofessionals Positions Rationale for Keeping Program: · Safety of students. Vision Connection: · Practice prudent and innovative management of public resources · Create positive, enjoyable learning environments · Foster the development of good character and social responsibility · Earn, and maintain, broad-based community support · Life skills Increase Caseloads for Elementary EBD/LD Staff Student Support Services Savings: 1.0 FTE, $50, 000 after 68% reimbursement- $16,000 + cost of benefits Rationale for keeping: · Number of initial assessment at the elementary level is higher than at the Jecondarylevel. · ~chool Board's goals emphasizing early literacy. · Best practice research emphasizes the importance of early intervention · Ensure FAPE, thus decreasing chances of liability issues 82 Impact of reduction: · General education teachers would assume the responsibility for meeting and needs of special education and at-risk students. · District student support services staff will have increased responsibilities in addressing parental and staff concerns and inquiries. Vision Connection:. · Challenge and support all students in the pursuit of their highest levels of academic and personal achievement. · Tailor learning experiences to the needs of individual learners. · Earn and maintain broad-based community support. · The district will emphasize reading and writing as the foundation of all future learning. Eliminate the Director of Special Services Position Impact of Reduction: The position is currently 100% funded by federal special education dollars. Those dollars could be used for other special costs, with the Director position to be state-. formula funded; but there is little to be gained by eliminating the position. The duties would have to be assigned to others who could not absorb the entire position. Some of the supervision and evaluation of special education teachers and paras could be assumed by the respective principals, which would permit the Executive Director to assume other responsibilities. Eliminate the Executive Director of Communications Position Rationale: Impact of Reduction: Work assigned as follows: · Implementation of the Communications Plan would be assigned to the Assistant Superintendent for Administration and Accountability. · Recruitment of students would be assigned to other administrators, including principals. Eliminate the Comptroller Position Rationale: Reduce the operating budget. Impact of Reduction: Work assigned to Executive Director of Finance and Operations or Staff Accountant as follows: · Oversight ofthe District's accounting system would be fully assigned to the Executive Director of Finances. 83 · Preparation of interim and annual financial reports would be fully assigned to the Executive Director of Finances. · Preparation of the comprehensive Annual Financial Report would be fully assigned to the Executive Director of Finances. · Coordination of the audit process would be fully assigned to the Executive Director of Finance. · Supervision and evaluation of Business Office personnel would be fully assigned to the Executive Director of Finances. · Oversight of receipts and disbursements would be fully assigned to the Executive Director of Finance. · The data processing and Web'page responsibilities would be assigned to the Staff Accountant. · All of the reassignments to the Executive Director of Finance would require the elimination oftasks on further assignments of work to other administrators as follows: Eliminate the Supervisor of Transportation and Student Accounting Position Rationale: Reduce operational costs. Impact of Reduction: Work assigned as follows: · The work associated with establishing bus routes would be fully assigned to the Executive Director of Finance. · Communications with parents. · The student accounting work would be g'ssigned to the Assistant Superintendent for Administration and Accountability. Supervisor of Buildings and Grounds R,ationale: Reduce operational costs. Impact of Reduction: Work assigned as follows: · Supervision of maintenance workers would be assigned to the Custodial Supervisor. · Development and supervision of facilities plans would be fully assigned to the Executive Director of Finance. · Hiring and discipline of employees would be assigned to the Executive Director of Finance. · Hiring and discipline of employees would be assigned to the Assistant Superintendent for Human Resources. · Supervision of Health and Safety and clerical staff would be fully assigned to the Executive Director of Finance. 84 All of these reassignments would 'require assigning current responsibilities of the Custodial Supervisor to other administrators, including more coverage by principals and, the reassignments would require further assignment of the Executive Director of Finance's responsibilities, as follows: Executive Director of Teaching and Learning Rationale: Impact of Reduction: Work assigned as follows: · Student materials selection/curriculum development and leadership to Assistant Superintendent of Administration and Accountability. · Supervision ofTOSA's to Assistant Superintendent for Administration and Accountability. · Grants and federal programs to specific principals. · Superintendent for Administration and Accountability. . · Special projects (and major action plans) assigned to the Assistant. The assignment to the Assistant Superintendent for Administration and Accountability would require further shifts in the assignment in order to accomplish the critical work as follows: · Much of the oversight of curriculum, standards development and instruction would have to be done by principals. · The quality of the instructional program would be deeply impacted. Eliminate the Assistant Superintendent for HumanResources Position Impact of Reduction: Work assigned as follows: · Collective bargaining assignments to Assistant Superintendent for Administration and Accountability or have the Executive Director of Finance bargain alone (with other assigned administrators). · Oversight of all hiring, evaluation and terminations to Assistant Superintendent for Administration and Accountability. . · Oversight of contract administration to Assistant Superintendent for Administration and Accountability. · Data Practices compliance to Assistant Superintendent for Administration and Accountabili ty. · Coordination with employee organizations to the Assistant Superintendent for Administration and Accountability. All of tHese reassignments would require shifts in the assignments held by the Assistant Superintendent for Administration and Accountability as follows: I · Much of the ongoing contact with employees to resolve issues would end. · More problems would escalate or cause employees' frustration. 85 . Follow-up on personnel matters would be delayed. . Likely shifting of more personnel matters to legal counsel. Executive Director of Finance and Operations: Impact of Reduction: Work assigned as follows: · Financial issues would have to be managed by the Controller and Superintendent. Supervision of transportation, food services, and custodial and maintenance would be assigned to the Assistant Superintendent for Administration and Accountability. · Capital facility budget development and planning would be assigned to Controller and Purchasing Coordinator. · Property taxes and levies would be assigned to the Controller. · Supervision of personnel in the Finance Department would be assigned to the Controller. · Oversight of elections would be assigned to the Assistant Superintendent for Administration and Accountability. · Administration ofthe insurance programs would be assigned to the Assistant Superintendent for Administration and Accountability. · Involvement in negotiations would be assigned to the Assistant Superintendent for Human Resources alone (with the respective administrative team members). All of these reassignments would require assigning the current tasks ofthe Controller as follows: It would require reassigning the following responsibilities of the Assistant Superintendent for Administration and Accountability as follows: · Considerable aspects of the District's work would be lost. · Leadership with legislators and other districts would be impacted. · Development of financial solutions for the District would be impaired. 86