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2015 Budget2015 CIT Y O F C H A N H A S S E N ’ S ANNUA L B U D G E T PH O T O C O U R T E S T Y O F Y O U R S T O R Y P H O T O G R A P H Y © Table of Contents Budget Overview Authorizing Resolution ............................................................................................................. 1 Tax Levy ........................................................................................................................................... 3 Employee Count ........................................................................................................................... 5 General Fund Expenditures ..................................................................................................... 7 General Fund Revenues ............................................................................................................ 8 General Fund General Government Legislative ......................................................................................................................... 10 Administration ............................................................................................................... 12 Finance ............................................................................................................................... 14 Legal .................................................................................................................................... 16 Property Assessment ................................................................................................... 18 Management Information Systems (MIS) ........................................................... 20 City Hall ............................................................................................................................. 22 Elections ............................................................................................................................ 24 Library Building ............................................................................................................. 26 Public Safety Police Administration .................................................................................................. 28 Fire Prevention and Administration ..................................................................... 30 Code Enforcement ......................................................................................................... 32 Community Service ....................................................................................................... 34 Public Works Engineering ...................................................................................................................... 36 Street Maintenance ....................................................................................................... 38 Street Lighting and Signals ........................................................................................ 40 Fleet Department .......................................................................................................... 42 Community Development Planning Commission .................................................................................................. 44 Planning Administration ............................................................................................ 46 Senior Commission ....................................................................................................... 48 Parks and Recreation Park and Recreation Commission .......................................................................... 50 Park and Recreation Administration .................................................................... 52 Recreation Center ......................................................................................................... 54 Lake Ann Park Operations ......................................................................................... 56 Park Maintenance ......................................................................................................... 58 Senior Citizens Center ................................................................................................. 60 Recreation Programs ................................................................................................... 62 Self-Supporting Programs ......................................................................................... 64 Recreation Sports .......................................................................................................... 66 Special Revenue Funds ................................................................................................. 69 10% Charitable Contribution ................................................................................... 70 Cable TV ............................................................................................................................. 72 Enterprise Funds ............................................................................................................... 75 Water Utility .................................................................................................................... 76 Sewer Utility .................................................................................................................... 82 Surface Water Management ..................................................................................... 86 Appendix Public Purpose Expenditure Policy ................................................................. 105 Purchasing Policy ............................................................................................................ 109 1 2 3 This page intentionally left blank. 4 Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Administration 4.55 4.55 4.55 4.55 Finance 2.80 3.05 3.05 3.05 Management Information Systems 2.00 2.00 2.00 2.00 City Hall 1.00 1.00 1.00 1.00 Police Administration .80 .80 .80 .80 Fire Prevention and Administration 2.25 2.50 2.50 2.50 Code Enforcement 7.00 7.00 7.00 7.00 Community Service 1.50 1.50 1.50 1.50 Engineering 6.25 6.25 6.25 6.25 Street Maintenance 8.25 8.25 8.25 8.25 Fleet Department 3.25 3.25 3.25 3.25 Planning Administration 3.50 4.50 4.50 4.50 Senior Commission .25 .25 .25 .25 Park and Recreation Administration 1.00 1.00 1.00 1.00 Recreation Center 1.00 1.00 1.00 1.00 Park Maintenance 7.25 7.25 7.25 7.25 Senior Citizens Center .70 .70 .70 .70 Recreation Programs 1.60 1.60 1.60 1.60 Self-Supporting Programs .40 .40 .40 .40 Cable TV 1.25 1.25 1.25 1.25 Water Utility 5.325 5.325 5.325 5.325 Sewer Utility 4.325 4.325 4.325 4.325 Surface Water Management Fund 2.85 2.85 2.85 2.85 Total 69.10 70.60 70.60 70.60 5 This page intentionally left blank. 6 7 8 9 Legislative Mission Statement The City Council, comprised of the Mayor and 4 at-large Council representatives will formulate City policy, enact legislation, and oversee City administration. The City Council abides by the vision that we are “Planning for Today, Providing for Tomorrow.” Strategies/Services  CITY COUNCIL – The City Council is the governing body that reviews all ordinances and formulates City policy and enacts local legislation.  PRINTING & PUBLISHING – The City produces, prints and mails the quarterly newsletter and Connection. In addition all ordinances and agendas need to be published in accordance with state statute. Budget Highlights & Future Trends  There are no significant changes to this budget. 2015 Goals  Develop and implement 2015 Key Financial Strategies Plan. 10 11 Administration Mission Statement The Administration Department is responsible for overseeing and coordinating all aspects of the City of Chanhassen. Administration strives to provide effective and fiscally responsible municipal services in a manner which promotes a high standard of community life. Strategies/Services  CHIEF ADMINISTRATIVE OFFICER – The City Manager is the Chief Administrative Officer of the City and directs the administration of City affairs.  ENFORCEMENT – The City Manager is responsible for enforcing the City code and resolutions adopted by the City Council.  ANNUAL BUDGET – The City Manager’s office is responsible for submitting an annual budget to the City Council for approval. The City Manager also oversees and apprises the City Council of the City’s financial condition.  ELECTIONS – The City Manager’s office is responsible for coordinating and conducting elections. Budget Highlights & Future Trends  Decrease to rental equipment to account for the payment of the copier rental now being done within the City Hall budget.  Increase to travel and training to reflect greater staff involvement in the Alliance for Innovation, professional certificate programs and other similar development programs. 2015 Goals  Continued implementation of customer service training.  Implement goals included in the City’s Annual Key Financial Strategies Plan.  Increase participation and implementation of top legislative priorities.  Collaborate with the Met Council on creating a surcharge fee in regard to major rain events. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget City Manager .80 .80 .80 .80 Assistant City Manager .75 .75 .75 .75 Office Manager 1 1 1 1 Communications Specialist 1 1 1 1 Administrative Support Specialist 1 1 1 1 Total 4.55 4.55 4.55 4.55 12 13 Finance Mission Statement The Finance Department will maintain the City's overall financial stability through sound financial planning and management. We will safeguard the City’s assets through the use of proper internal controls and ongoing maintenance of long-range financial planning documents. We are committed to the highest standards of accountability, accuracy, timeliness, professionalism, and innovation in providing financial services to those we serve. Strategies/Services  PAYROLL – Provide accurate payroll services for all City departments and follow all State and Federal reporting requirements.  AUDIT – To conduct the annual audit and continue to achieve the GFOA award for excellence in financial reporting.  BUDGET & CIP – Assist or complete the preparation of the City’s long-term financial planning documents including the Annual Budget and CIP.  UTILITY BILLING – Manage the City’s utility billing operation and assure accurate accounting of all related resources.  ACCOUNTS PAYABLE – Coordinate and produce all payments for services and products used by all City departments.  ASSESSMENTS – Provide updated assessment information to Carver & Hennepin Counties and assist residents with assessments related to their properties. Budget Highlights & Future Trends  The budget reflects an increase of $21,800 (7.4%).  The increase in personal services is to account for moving a quarter time position from the fire budget to finance. 2015 Goals  Look to implement an “Open Checkbook” as part of the City’s initiative to achieve greater transparency.  When going out for RFP for banking services in 2015, require bidding banks to provide a service to help reduce the large amount of “paper checks” received from Utility Billing customers.  Look into the possibility of purchasing a Utility Billing Customer Portal for our Utility customers. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Finance Director .75 .75 .75 .75 Assistant Finance Director .90 .90 .90 .90 Account Clerk 1.15 1.40 1.40 1.40 Total 2.80 3.05 3.05 3.05 14 15 Legal Mission Statement Through our contract with Campbell Knutson, our mission is to efficiently and effectively administer the legal affairs of the City by internally providing professional, timely, and useful legal advice and services; to minimize liability exposure by recommending and implementing appropriate policies, practices, and procedures; and to administer such legal affairs in the most cost-efficient manner reasonable so as to contribute to the overall quality of life for the taxpayers of Chanhassen. Strategies/Services  REVIEW – The City Attorney reviews development plans, personnel actions, contracts, and other documents.  PROSECUTION – Campbell Knutson handles the prosecution of all cases on behalf of the City.  DEFENSE – Campbell Knutson defends the City in any criminal or civil matter. Budget Highlights & Future Trends  Increase in Contractual spending to reflect actual spending, which is largely dictated by development activity. 2015 Goals  Continue to make sound legal decisions that benefit the City’s management and taxpayers. 16 17 Property Assessment Mission Statement To assess all properties in the City so that they are valued in a fair and equitable manner that can be presented in a format that is easily understood by residents and businesses. Strategies/Services  PROPERTY ASSESSMENT – The City contracts with Carver County for assessment services. Each property in the City is examined at least every four years. Budget Highlights & Future Trends  There are no changes to this budget for 2015. 2015 Goals  Continue successful and efficient assessment process. 18 19 Management Information Systems (MIS) Mission Statement The MIS Department provides and maintains computer, network, and telecommunication resources to all City users with a goal of assuring that staff has the appropriate technology to efficiently perform their job functions. The MIS staff also provides direct support of both desktop and server-hosted software applications and manages vendor support for all other City software. In addition, the department provides basic software training and manages external software training for all other City departments. Strategies/Services  NETWORK HARDWARE SUPPORT – Acquisition, service and support all City network servers, switches, printers and appliances.  PC HARDWARE SUPPORT – Acquisition, service and support for all computers and mobile devices used by City staff.  NETWORK/CLIENT SOFTWARE – Acquisition and support for all software on City computers and various hosted services.  TELECOMMUNICATIONS – Hardware/software support for the central telephone system and mobile cellular devices.  TRAINING – Provide or fund software and hardware training for City staff.  SECURITY – Shared responsibility for facility security systems.  UTILITY DEPT. SUPPORT – Provide support for City SCADA network hardware and software. Budget Highlights & Future Trends  The 2015 budget is relatively unchanged ($4,600 or 1.7%).  Replaced FTP utility in Utilities (4320) with ShareFile service in account Fees for Services (4300).  Funding for additional staff technology training. 2015 Goals  Upgrade Laserfiche document imaging system.  Implement planning projects workflows in Laserfiche.  Upgrade customer service portal for staff.  Implement a public facing e-Checkbook solution.  Implement City intranet in Civic Plus. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget MIS Coordinator 1 1 1 1 PC Support Technician 1 1 1 1 Total 2 2 2 2 20 21 City Hall Mission Statement This department ensures the efficient and reliable operation of all City buildings. This includes ensuring that public buildings are safe, accessible, functional and inviting for all. To this end, we continually maintain and improve Chanhassen’s public buildings, focusing on providing superior value and energy conservation for our City. Strategies/Services  PREVENTATIVE MAINTENANCE – Responsible for routine maintenance to critical equipment, such as roofs and HVAC units, to maximize life expectancy and performance.  REPAIRS AND REPLACEMENTS – Oversee major upgrades, replacements, and repairs once equipment has concluded its useful life.  BUILDING CODES – Ensure that all buildings meet current building and fire codes.  OFFICE SUPPLIES – Purchase all necessary toiletries, paper supplies, and other office products for the City.  INSURANCE – Provide property insurance, auto insurance, various risk coverages, and terrorism insurance to cover all City operations. Budget Highlights & Future Trends  All costs for copier rental have been moved from individual departments and combined in this budget.  Overall, this budget did not have a significant change. 2015 Goals  Continued management of public buildings and equipment to maximize life expectancy and operation.  Assist MIS Coordinator with building and security improvements. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Building Maintenance 1 1 1 1 Total 1 1 1 1 22 23 Elections Mission Statement The Mission of the Elections department is to provide free, open, honest and professionally managed election services to our community. Through Elections, we assume the responsibility for protecting the will of the people; protecting democracy as a concept and form of government; and for establishing fairness and equity in the process of self-governance. Strategies/Services  VOTER REGISTRATION – The City is responsible for facilitating voter registration.  REDISTRICTING – Following each US Census, the City is responsible for redistricting the City into equal districts.  COMPLIANCE WITH STATE AND FEDERAL LAWS – Elections must be conducted in strict compliance with state and federal laws, notably including those related to data privacy.  CUSTOMER SERVICE – Provide excellent customer service to promote confidence in the elections process and government in general. Budget Highlights & Future Trends  There is no change to this budget for 2015. 2015 Goals  Conduct School District Referendum Election.  Prepare for 2016 Elections, which includes the Presidential Race. 24 25 Library Building Mission Statement The City of Chanhassen operates the Chanhassen Library building, working in partnership with Carver County to be a gathering place providing access to ideas, experiences, and materials to enrich our lives. Strategies/Services  PROVIDE LIBRARY BUILDING FOR RESIDENTS – The City pays for the building and all operating expenses of the building including; utilities, lights, heat, air conditioning, cleaning and telephone service. Budget Highlights & Future Trends  Some changes were made within Contractual Services to adjust line items to actual amounts being spent, but overall there was not a significant change in the budget. 2015 Goals  Continue to look for ways to optimize efficiency of energy use within the building.  Continue to maintain equipment to maximize its useful life. 26 27 Police Administration Mission Statement The Carver County Sheriff’s Office will serve everyone with respect and dignity and to do so with honor, integrity and pride. We are committed to enhancing the security, safety, and the quality of life for the citizens, businesses and visitors of Chanhassen. Strategies/Services  SERVICE – Deliver quality service to all who look to us for assistance.  ENFORCEMENT – Enforce all local, state and federal laws.  COLLABORATE – Collaborate with other agencies to share resources whenever possible. Budget Highlights & Future Trends  Maintain staffing. Project need for additional Deputy in 2016.  Budget increases reflect settled contracts and required increases to PERA and workers compensation insurance rates. 2015 Goals  Provide public safety services in a manner consistent with the values of the citizens of Chanhassen.  Empower the businesses, schools and citizens of Chanhassen as partners in identifying and solving community problems.  Identify and address traffic concerns within the City.  Identify crime trends and issues affecting the quality of life in our community and develop a strategy to address/resolve them.  Provide public safety services in an efficient and cost effective manner. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Crime Prevention Specialist .80 .80 .80 .80 Lieutenant 1 1 1 1 Sergeant 3 3 3 3 Investigator 1 1 1 1 School Resource Officer 1 1 1 1 Corporals 0 0 0 0 Deputies 9 9 10 10 Total 15.80 15.80 16.80 16.80 Employee Overhead 2014 Actual 2015 Budget 2016 Budget 2017 Budget Records .48 .48 .48 .48 Sergeant .39 .39 .39 .39 Total .87 .87 .87 .87 Vehicles 2014 Actual 2015 Budget 2016 Budget 2017 Budget Total 5 5 6 6 28 29 Fire Prevention and Administration Mission Statement The mission of the Chanhassen Fire Department is to serve our residents by minimizing the loss of life and property in the City of Chanhassen from fires, natural disasters and life-threatening situations. It is our vision to be known as an innovative, progressive and customer-centric organization. We are dedicated to work with our partners to deliver effective, efficient and safe emergency services to our residents. Strategies/Services The Fire Department relies primarily on Paid on Call staff operating from two fire stations to manage operations and to deliver emergency response. The Fire Chief, Fire Marshal and Administrative Support Specialist provide leadership, fire prevention and administrative support. Services include:  OVERSITE – Manages ongoing readiness to ensure effective and safe operations while ensuring compliance with national, state and local regulations and standards.  ALL HAZARD MITIGATION – Responds to and manages all types of emergencies inclusive of fires, medical emergencies, car accidents, technical rescue, hazardous materials, automated alarms and various miscellaneous requests.  FIRE/SAFETY EDUCATION – Coordinates and delivers fire and safety education programs to the schools and general public.  FIRE PREVENTION – Provides plan review services for new commercial construction and renovations, ongoing fire and safety inspections for commercial buildings, multi-unit residential and miscellaneous buildings within the City limits and coordinates post-fire investigations. Budget Highlights & Future Trends  The 2015 budget now fully funds a full time Fire Chief hired in 2014 and an increase to the Administrative position from quarter time to half time. 2015 Goals  Review the organizational structure of fire department positions.  Monitor and report on response times in response to the duty crew report from 2014 and the 2013 Fire Department study. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Fire Chief 1 1 1 1 Fire Marshal 1 1 1 1 Account Clerk .25 0 0 0 Administrative Support Specialist 0 .50 .50 .50 Total 2.25 2.50 2.50 2.50 30 31 Code Enforcement Mission Statement The division is responsible for the plan review, permit issuance, and inspections of buildings, plumbing and mechanical systems, fire sprinklers and alarm systems, and individual sewage treatment systems. Division staff is also responsible for inspections of existing buildings for fire code violations, septic tank and RPZ maintenance programs, processing handgun and solicitor permits and providing assistance to the City’s law enforcement staff. Strategies/Services  PLAN REVIEW – Perform building code compliance plan review, specifications and other supporting documents for all building projects in the City. Issue building, fire suppression/alarm, mechanical, plumbing and SSTS permits. Retain/archive documents related to plan review and permit issuance.  INSPECTIONS – On-site verification of adherence to the approved design and building code compliance. Retain/archive documentation related to on-site inspections.  CODE ENFORCEMENT – Periodic evaluation (Fire Marshal) of all public and commercial buildings. Investigation of property maintenance issues. Maintain necessary documentation, compose and submit reports required by other governmental agencies. Budget Highlights & Future Trends  This budget reflects a 2.1 percent decrease.  Residential permits will continue an upward trend.  Commercial and Industrial permits will continue to increase. 2015 Goals  Provide contractor education regarding new building code provisions and requirements.  Additional/expanded digital storage of documents.  Enhance/expand use of permitting software during the permit review process. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Building Official 1 1 1 1 Building Inspector 2 2 2 2 Mechanical Inspector 2 2 2 2 Support Staff 2 2 2 2 Total 7 7 7 7 32 33 Community Service Mission Statement The Community Services department works in conjunction with the Carver County Sheriff’s Office to promote and maintain a safe environment in all areas and neighborhoods within Chanhassen. The CSOs will ensure compliance with City codes by residents, businesses, and other property owners. The CSOs also promote a safe environment by performing services related to Animal Control, including reuniting lost and found pets with their owners. Strategies/Services  ANIMAL CONTROL – The CSOs are responsible for impounding lost animals, taking Animal Bite complaints, and removing dead animals from City-owned streets. CSOs also conduct inspections for kennel permits.  ASSIST THE CCSO – CSOs respond to a variety of calls dispatched by Carver County, including vehicle lock-outs, traffic direction, and medical calls.  CODE ENFORCEMENT – The CSOs ensure compliance throughout the community with a variety of City code requirements, including provisions related to weeds and grass, lawn watering, and shoveling. Budget Highlights & Future Trends  A decrease in Personal Services and Material & Supplies to reflect actual spending in these areas. 2015 Goals  Better tracking of calls that are received through City Hall as well as those received through Carver County Dispatch. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Community Service Officer 1.50 1.50 1.50 1.50 Total 1.50 1.50 1.50 1.50 34 35 Engineering Mission Statement The Engineering Department will provide efficient, centralized, and cost-effective municipal engineering services to the citizens, as well as other departments of the City. Our efforts are focused on providing a high level of expertise for designing/planning, advising, administering, and overseeing all public works improvements and developments. Our goal is to provide these services within the project budget and timeframe required while protecting the public health, safety, and welfare of the community. Strategies/Services  PLAN FOR AND IMPLEMENT CAPITAL IMPROVEMENTS – Program, manage, bid out and administer annual capital improvement projects for streets, sanitary sewer, water and storm sewer infrastructure.  DEVELOPMENT PLAN REVIEW – Review proposed development plans to insure conformity to City Code and Engineering standards.  PAVEMENT MANAGEMENT – Complete annual pavement survey and plan for future projects.  SURFACE WATER MANAGEMENT – Work with elected officials, residents and other agencies and organizations to protect and improve the water quality of area streams, rivers, lakes and wetlands through proper planning, project implementation and public education and outreach.  GIS MAPPING – Enables the City to improve communication to the public and other City departments for decision-making and information distribution to ultimately better serve the public through the efficient use of mapping and data retention.  PERMITS – Review residential permits and small utility permits in the City right-of-way.  AGENCY COORDINATION – Work with other agency partners such as MnDOT and Carver County on joint capital improvement projects and studies.  TRAFFIC – Work with residents, law enforcement and other departments to address potential speeding, and traffic and pedestrian safety concerns. Gather traffic data as needed. Budget Highlights & Future Trends  Staff will continue to complete as much project work in-house as possible. 2015 Goals  Successfully complete the 2015 street improvement project along with other capital improvement projects.  Expand the implementation of the Pavement Management software to budget and plan for trail and parking lot rehabilitation projects.  Complete mapping of all storm sewer conveyance and treatment in Chanhassen. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Public Works Director/City Engineer .75 .75 .75 .75 Assistant City Engineer 1 1 1 1 Project Engineer 1 1 1 1 Engineering Tech 2 2 2 2 GIS Specialist .70 .70 .70 .70 Secretary .80 .80 .80 .80 Total 6.25 6.25 6.25 6.25 36 37 Street Maintenance Mission Statement The Public Works Department strives to maintain and improve the quality of life by planning for future needs, promoting environmental quality, building and maintaining municipal infrastructure, and protecting health and safety. The department is committed to providing the highest quality of service to the community and other City departments through efforts to maintain a cost-effective operation and to provide these services in a responsible and efficient manner. This mission is accomplished through the prudent use of recourses, technology, innovation, teamwork, and coordination with other service providers in the City. Strategies/Services  SNOW AND ICE CONTROL – Maintenance of City streets in the winter.  STREET PATCHING – Annual minor maintenance of City streets.  TREE TRIMMING – Trimming of trees and brush in the street right-of-way.  MOWING – Mowing of select areas in the City right-of-way.  STREET SIGNS – Replacement of damaged or weathered street signs.  STREET LIGHTS AND SIGNALS – Repair of City-maintained street lights and signals.  PAVEMENT MARKING – Annual pavement marking on City streets.  STREET SWEEPING – Annual street sweeping of City streets as required.  STORM SEWER MAINTENANCE – Maintenance of City storm sewer system. Budget Highlights & Future Trends  Commodities such as road salt for snow and ice control, bituminous for street paving and patching, and fuel continue to fluctuate but trend higher. 2015 Goals  Continuous Improvements – The department will continually identify and implement effective methods and strategies to deliver the highest quality services that are cost-effective, energy efficient, mitigate our environmental impact and improve our responsiveness.  Technical Advancements – The department will complete the implementation of a work order system to better track and catalog work items. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Street Superintendent 1 1 1 1 Heavy Equipment Operator/Leadman 1 1 1 1 Heavy Equipment Operator 1 1 1 1 Equipment Operator/Laborer 5 5 5 5 Public Works Secretary .25 .25 .25 .25 Total 8.25 8.25 8.25 8.25 38 39 Street Lighting & Signals Mission Statement Provide a reliable, safe, well-maintained and cost-efficient street lighting and signal system for the community. Strategies/Services  MAINTENANCE – The Street Maintenance Department manages the street lighting system. Over 63% of the City's street lights are provided and operated by Xcel Energy or Minnesota Valley Electric Cooperative (MVEC).  UTILITY COST – Most of this budget reflects the City's contractual cost for Xcel and MVEC to operate and maintain this system. This budget also includes costs to maintain the City’s signal systems. Budget Highlights & Future Trends  Most of this budget is dedicated to electrical utility costs for operation of the system. It is anticipated electrical costs will continue to trend higher in coming years.  Street light technology has seen many improvements over the past 10 years. The industry is trending towards using LED lighting in more street light applications and the market has seen a substantial decrease in the capital cost of these units over the past several years. 2015 Goals  Look for greater electrical utility and equipment savings. This will be achieved mainly by replacing old equipment as it wears out with new technology.  Continue to evaluate if LED technology can cost effectively replace some of the City’s high pressure sodium (HPS) street lights. Have a discussion with city council on switching all City maintained street lights to LED. 40 41 Fleet Department Mission Statement The Chanhassen Fleet Department strives to provide the highest quality of vehicle and equipment maintenance and repair services at the lowest possible cost, and maintain the City’s vehicles and equipment in good and safe operational condition with minimal down time. The department strives to reduce major repairs through promoting proper vehicle and equipment operator training programs and providing timely service checks. Strategies/Services  MAINTENANCE – Provide quality and cost-effective maintenance services with quick turnaround for City vehicles and equipment.  EQUIPMENT MANAGEMENT – Asset management and equipment replacement budgeting.  PROCUREMENT – Procurement of City’s fuel mainly through a joint powers agreement with the State of Minnesota. Procurement of most City vehicles and equipment.  FACILITY MANAGEMENT – Maintain and clean Public Works building. Budget Highlights & Future Trends  Fuel prices continue to fluctuate so budgeting for annual fuel purchases continues to be challenging. 2015 Goals  Procure replacement parts at best possible price.  Procure replacement vehicles and equipment at best possible price.  Continue to look at making fleet more efficient and smaller if possible. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Equipment Superintendent 1 1 1 1 Mechanic 2 2 2 2 Public Works Secretary .25 .25 .25 .25 Total 3.25 3.25 3.25 3.25 42 43 Planning Commission Mission Statement The Planning Commission is established pursuant to the Minnesota Municipal Planning Act, and has the powers and duties assigned to it by that act, the City Code, and state law. The Planning Commission is designated the planning agency of the City pursuant to the Municipal Planning Act. There are 7 Planning Commissioners that serve a staggered 3-year term. Strategies/Services  ADVISE – Make recommendations to the City Council on official controls (comprehensive plan and zoning ordinance).  REVIEW AND HOLD PUBLIC HEARINGS – Act as the City's Board of Adjustments and Appeals and reviews and make recommendations on all development applications.  SPECIAL STUDIES – The commission may undertake special studies as directed by the City Council. Budget Highlights & Future Trends  There are no significant changes to this budget.  The Planning Commission will continue to see an increase in development applications especially in commercial and office/industrial areas. 2015 Goals  County Road 61 Comprehensive Plan Public Hearing.  Continue to evaluate development applications for recommendations to the City Council.  Continue education on City ordinances, through staff training at work sessions or other education opportunities. 44 45 Planning Administration Mission Statement The department identifies needs and goals to guide modifications or updates to the Comprehensive Plan or City Code. The department also reviews development plans for compliance with City ordinances and other regulations. Strategies/Services  DEVELOPMENT REVIEW – Process all development applications, including generation of staff reports for the Planning Commission and City Council.  MANAGE INFORMATION – Maintain the City’s demographics and statistical information including population, household information, available land inventory and building activity etc.  ADMINISTRATION – Provide zoning information, review permits and provide code enforcement. Manage implementation of the City Comprehensive Plan and Zoning Ordinances.  STAFF SUPPORT – Provide staff support to the Planning Commission and the City Council on all land use matters including special studies. Budget Highlights & Future Trends  There is a budget increase of 7.6%.  The Planning Intern position was eliminated and the Planner 1 position was reinstated. The Planner 1 position was last in the budget in 2012.  Residential development/subdivisions are showing an upward trend.  Commercial and Industrial development inquiries and proposals are also increasing. 2015 Goals  Review of the 2040 system statements.  County Road 61 Comprehensive Plan Amendment.  Manage development of remaining 2005 MUSA area. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Community Development Director .75 .75 .75 .75 Senior Planner 1.75 1.75 1.75 1.75 Planner 1 0 1 1 1 Senior Admin Support Specialist 1 1 1 1 Total 3.50 4.50 4.50 4.50 46 47 Senior Commission Mission Statement Serve as an advisory body to the City Council in addressing the special needs of the people over 55 living in Chanhassen. The Senior Commission makes recommendations to the City Council regarding the special needs of seniors in the areas of transportation, information and assistance, independent living in the home, social and recreational programs, senior center and senior housing. Strategies/Services  ADVISE – Make recommendations to the City Council on senior needs.  COORDINATE SERVICES – Manage the contract with CAP agency for the congregate dinning service, work with other agencies including Carver County Office of Aging. Budget Highlights & Future Trends  This budget remains unchanged for 2015.  Monitor the senior population and their needs.  Contract with CAP agency to provide senior dining options. 2015 Goals  Continue ongoing efforts to enhance mobility and transportation, increase volunteerism and involvement in community events.  Work on a partnership with Southwest Transit to identify better transportation routes for seniors.  Continue to improve and expand WeCab.  Educate the public on housing and Universal Design for caregivers/family by offering workshops in 2015. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Senior Planner .25 .25 .25 .25 Total .25 .25 .25 .25 48 49 Park and Recreation Commission Mission Statement The Park and Recreation Commission provides recommendations and advice to the City Council regarding parks, recreation and leisure services. The Commission is comprised of seven members appointed by the City Council for staggered three-year terms. Strategies/Services  COMPREHENSIVE PLAN – Prepare a comprehensive Parks and Open Space Plan for the future development of the City park and recreation system, to be submitted to the City Council for implementation. Maintain said plan and recommend amendments of the plan to the City Council, as may become necessary or desirable.  CAPITAL IMPROVEMENT PROGRAM – Prepare an annual 5-year Park and Trail Acquisition and Development Capital Improvement Plan for delivery to the City Council.  ADVISORY BODY – To act in an advisory capacity to the City Council in all matters relating to parks and recreation in the City. Budget Highlights & Future Trends  The Commission will focus future efforts on an update of the comprehensive plan, completion of the City’s comprehensive trail system, continued growth in our recreation programming services, and partnerships as a means of advancing parks and recreation within the community. 2015 Goals  Successfully complete the 2015 Park and Trail Acquisition and Development Capital Improvement Plan.  Engage citizens in all aspects of parks and recreation within the community. 50 51 Park and Recreation Administration Mission Statement The Park and Recreation Department’s primary purpose is to provide a comprehensive parks and recreation program including park planning and development, maintenance of the trail system and park and recreation facilities and leisure service programs with the goal of enhancing the quality of life in the City and promoting a stronger sense of community. Strategies/Services  PARKS AND OPEN SPACE – Promote maximum public use and access to public facilities by those who live and work within the community.  COMPREHENSIVE TRAIL SYSTEM – Construct and maintain a community-wide interconnected trail system.  COMPREHENSIVE PLAN – Manage the implementation and update of the Parks and Open Space section of the comprehensive plan.  RECREATION PROGRAMS – Provide high quality programs, lessons and leagues that meet the needs of the community.  SENSE OF COMMUNITY – Provide for the social, recreational, educational, psychological and physical needs of residents and promote their participation in all aspects of community life. Budget Highlights & Future Trends  This budget includes a 3.4% increase over the 2014 budget attributable to personal services.  Future trends in administration will continue to focus on maximizing the efficiency of resources available for parks and recreation and the continued use of volunteers. 2015 Goals  Manage successful completion of 2015 Park and Trail CIP.  Maintain a work environment in which continuous improvement is realized through open and honest communication and feedback.  Coordinate the Bandimere Park Expansion Project. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Park and Recreation Director 1 1 1 1 Total 1 1 1 1 52 53 Recreation Center Mission Statement The mission of the Chanhassen Recreation Center is to enrich the lives of Chanhassen residents by providing a safe environment for residents to enjoy health and wellness programs, recreational and sports programs for all ages, and serving as a host site for a variety of community events and celebrations. The Recreation Center enhances the quality of life within the City by offering large and convenient facilities that accommodate athletic events and tournaments, conferences and special meetings for area residents and businesses. Strategies/Services  FITNESS – Provide equipment, facilities, and personal training services for physical activities for Chanhassen residents.  ROOM RENTALS – Provide the gymnasium, meeting rooms, studio and conference rooms for area residents and businesses to host meetings, events and activities.  DANCE FOR FUN – Offer a quality, full service, dance program for ages 3 through adult.  YOUTH AND ADULT ACTIVITIES – Coordinate recreational activities for children through senior citizens. Budget Highlights & Future Trends  The budget reflects an increase in Utilities expense of 13.5% to meet utility expense increases.  A 6.7% reduction in Temporary & Seasonal Wages due to staffing changes.  The budget reflects a 33% reduction in Equipment Supplies and a 20% reduction in Program Supplies.  Future trends in Recreation Centers focus on increasing programming across all age segments.  Expanding community marketing through events and activities. 2015 Goals  Create an intergenerational program with the Recreation Center Manager and Recreation Supervisor.  Increase health, wellness and fitness opportunities for older adults.  Commemorate the Chanhassen Recreation Center’s 20th Anniversary. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Recreation Center Manager 1 1 1 1 Total 1 1 1 1 54 55 Lake Ann Park Operations Mission Statement Lake Ann Park’s mission is to enrich the lives of our citizens by offering quality active and passive recreational opportunities while preserving the natural beauty of our most popular community park for future generations. We strive to offer something for everyone. Strategies/Services  CONCESSION FOOD SALES – Operate beachfront concession operation to improve the community’s overall Lake Ann experience.  WATERCRAFT RENTALS – A variety of rental boats are available for the community to explore Lake Ann during the summer months.  LIFEGUARD SERVICES – Lifeguard services are contracted through the Minnetonka School District (Minnetonka Aquatics) which provides lifeguards daily at Lake Ann during the summer months. Budget Highlights & Future Trends  Increased watercraft rental usage is an ongoing trend. The addition of 2 more stand up paddleboards will make it a total of 6 stand up paddleboards. 2015 Goals  Provide leadership in coordinating all components of the Lake Ann concession and watercraft rental operation.  Continue to work with Minnetonka Aquatics to provide lifeguards for a safe environment at Lake Ann beach.  Continue paddleboard rentals as part of the watercraft rental operation. 56 57 Park Maintenance Mission Statement The Park Maintenance department will provide safe, clean and beautiful parks and facilities along with high-quality leisure activities for all residents and visitors to the City park system. These services shall enhance health and well-being and promote economic vitality for long-term community sustainability. We will also continue to maintain the downtown business area and City Center Park to high professional standards. Strategies/Services  TRAIL SYSTEM – Maintain City trail system to the highest standard possible by providing year round access. Selective tree pruning and removal will be done when necessary to ensure these trail systems are as safe as possible for all Chanhassen residents.  PLAYGROUND – Provide residents with the safest playground equipment possible by doing weekly inspections of all equipment throughout the summer and attending to broken or vandalized items.  SNOWPLOWING – Clear trails of snow to allow for uninterrupted use twelve months a year. Plow all parking lots at City buildings. Budget Highlights & Future Trends 0  The 2015 budget will show no increase from the previous year.  Staff will continue to complete as much project work in-house as possible. 2015 Goals  Finish expansion of Pioneer Cemetery - Continue with tree removal and begin grading and shaping as weather allows.  Installation of new park shelters at Chanhassen Hills, Pheasant Hills and Curry Farms Park.  Continue to monitor Ash trees for EAB activity - Continue with removal/replacement of damaged trees throughout the park system. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Park Superintendent 1 1 1 1 Park Foreman 1 1 1 1 Heavy Equipment Operator 1 1 1 1 Park Laborer/Light Equip. Operator 4 4 4 4 Public Works Secretary .25 .25 .25 .25 Total 7.25 7.25 7.25 7.25 58 59 Senior Citizens Center Mission Statement The Senior Center will maintain a setting which is inviting and enhances the quality of life and use of leisure time for seniors. The Senior Center strives to provide a variety of programs and classes of interest for seniors of all ages and is a fun, welcoming place for people to meet and greet old and new friends. Strategies/Services  PROGRAMMING – Maintain and provide daily activities, clubs, services, trips and programs that are relevant and affordable to all participants while also looking to attract new participants.  SPECIAL EVENTS – Plan, coordinate and implement quality and affordable events.  HEALTH & WELLNESS – Plan and implement relevant programs, classes and services for individuals age 55 and older where they can grow, learn and embrace positive aging and feel part of the community. Budget Highlights & Future Trends  This budget reflects no significant changes or highlights for 2015. The budget allows the Senior Center Coordinator the ability to plan and implement a variety of year-round programs, special events, monthly tours, and health and wellness activities, classes and recreation opportunities for older adults.  Keeps current on new trends and offers programs and services to meet and address changing needs. Older adults are moving out of their large family homes and/or relocating to Chanhassen due to the large variety of life-cycle housing as well as to be closer to their adult children. 2015 Goals  Market Senior Center programs through additional media and communication outlets.  Explore community collaborations and partnering opportunities for joint programming opportunities to increase participation.  Work in conjunction with the Senior Commission and the Senior Center Advisory Board to plan activities for Older American’s Month.  Create an intergenerational program with the Recreation Center Manager and Recreation Supervisor.  Increase health, wellness and fitness opportunities for older adults. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Senior Center Coordinator .70 .70 .70 .70 Total .70 .70 .70 .70 60 61 Recreation Programs Mission Statement To provide year-round recreational programming that reflects a variety of interests in the community and develops a social, physical, cultural, and aesthetic quality of life for our citizens. These programs are funded by a combination of affordable fees, property tax levy, and community sponsorship program. Strategies/Services  COMMUNITY EVENTS – Chanhassen has a deep tradition of planning and hosting special events and recreational opportunities for our residents. This budget gives the financial tools to provide this service.  SUMMER DISCOVERY PLAYGROUND – Coordinate traditional playground programs that offer weekly activities in Chanhassen parks.  SUMMER CONCERT SERIES – Provide a weekly concert series to the community to enrich their lives through music.  SEASONAL WAGES – Includes all wages for playground program, warming house and skate park attendants and recreation intern.  ADAPTIVE RECREATION – Manage the adaptive recreation contract through Reach For Resources to provide recreational opportunities for Chanhassen residents. Budget Highlights & Future Trends  Participation numbers will continue to increase in all community special events, summer concerts and recreation programs. 2015 Goals  Continue the tradition of offering annual community events to residents and visitors of the community.  Operate Summer Discovery Playground Program as a revenue generating program. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Recreation Superintendent .80 .80 .80 .80 Recreation Supervisor .80 .80 .80 .80 Total 1.60 1.60 1.60 1.60 62 63 Self-Supporting Programs Mission Statement Self-Supporting programs are offered to enhance the overall physical and recreational needs of the public by constructive use of leisure time for youth and adults through programs offerings. Strategies/Services  ADULT SPORTS – Create a healthy lifestyle while promoting positive competition and social interaction for summer/fall softball and 3-on-3 basketball.  YOUTH PROGRAMS – Coordinate youth social programs such as Daddy/Daughter Sweetheart Dance, field trips and art classes.  SPORTING CAMPS – Coordinate and manage a wide variety of camps such as Skyhawks and Sports Unlimited. Budget Highlights & Future Trends  Reflects an overall decrease of 6.3%, with decreases to supplies and contractual services. 2015 Goals  Increase program offerings for teenagers through additional day trips.  Offer a variety of sporting lessons and themed week long camps. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Recreation Superintendent .20 .20 .20 .20 Recreation Supervisor .20 .20 .20 .20 Total .40 .40 .40 .40 64 65 Recreation Sports Mission Statement The Recreation Sports program will provide fun and affordable recreational sports opportunities to preschool and school-age children. These sports are instructed in a safe, educational, and healthy environment utilizing staff and parent volunteers to enhance the children’s learning and growth. Strategies/Services  PRESCHOOL SPORTS – Offer 3 to 6-year olds the opportunity to develop large motor skills through games and activities related to a particular sport, where the focus is on skill development, fundamentals, and sportsmanship.  AFTER SCHOOL SPORTS – Provide youth ages 7-11 the opportunity to participate in a recreational sports setting immediately after school, where exercise, skill development, and sportsmanship is emphasized in a wide variety of sports.  SPORTS CAMPS – Allows children to experience multiple sports in a week-long camp, where they learn new fundamentals and skills in a social atmosphere. Budget Highlights & Future Trends  The budget reflects an increase to Salaries & Wages to increase the pay of the Recreation Sports Coordinator to establish consistency in the program as well as an increase in wage for Recreation Sports Leaders to meet minimum wage requirements. 2015 Goals  Continue to expand the Recreation Sports program by offering additional week-long sports camps during the summer months for the Lil’ Star program.  Develop a marketing strategy to increase program participation. 66 67 This page intentionally left blank. 68 Special Revenue Funds Special Revenue Funds are established to account for taxes and other revenues designated for a particular purpose by legislation or by the payer of the funds. 69 10% Charitable Contribution Mission Statement The charitable contribution fund will use the 10% of gambling proceeds, provided by the American Legion Pull Tab collections, for public safety equipment purchases or public safety training. The fund will use the public resources to enhance and promote the expansion of public safety (police or fire services) training or equipment purchases for the betterment of those departments. Strategies/Services  FIREFIGHTER TRAINING – Provide additional training for the City’s paid on call fire department.  FIREFIGHTING EQUIPMENT – Purchase additional essential equipment that enhances the safety of the fire department. Budget Highlights & Future Trends  Revenues from this contribution have steadily increased providing additional funding for training and equipment in 2015. 2015 Goals  Continue to fund training to ensure effectiveness in responding to emergencies.  Supplement equipment purchases not covered in the operational budget. 70 71 Cable TV Mission Statement The Cable TV Fund will provide communication and education to residents via programming on Channel 8. Through this programming, the City is dedicated to improving public education and communication. Strategies/Services  BROADCAST MEETINGS – All City Council and Planning Commission meetings are broadcast live as well as rebroadcast on Channel 8.  PUBLIC INFORMATION BOARD – Operate a bulletin board that advertises events and important information on behalf of the City, Library, Schools, and area non-profits. Budget Highlights & Future Trends  There are no significant changes to this budget for 2015. 2015 Goals  Continue to improve broadcast experience for home viewers.  Build awareness of YouTube channel. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Assistant City Manager .25 .25 .25 .25 City Recorder 1 1 1 1 Total 1.25 1.25 1.25 1.25 72 73 This page intentionally left blank. 74 Enterprise Funds Enterprise Funds account for the operation of the sewer and water utilities and surface water management. These funds use the accrual method of accounting, because they are run like independent businesses. Taxes and their revenues are designated for a particular purpose by legislation or by the payer of the funds. 75 76 77 Water Utility - Administration Mission Statement The Water Utility department will provide a safe, reliable, efficient and cost-effective water operation system to meet the needs of the residents and businesses now and into the future. Strategies/Services  REPAIR AND MAINTENANCE – Repair and maintain the water distribution system which includes wells, storage reservoirs and watermains. Major repairs are programmed in the Capital Improvement Program. Most emergency repairs are done by City staff.  WATER FLUSHING – Flushing of the water distribution system is done twice a year. This operation helps remove mineral build-up in the water distribution system and also checks hydrants and gate valves to ensure they are operating properly.  WATER LOCATES – Complete approximately 4,500 utility locate calls annually. The City is required to locate its utilities that are in close proximity to excavation areas.  EMERGENCY WATERMAIN BREAKS – Watermain breaks occur in older areas of the distribution system. A member of the Utility department is on-call 24/7 to respond to any water distribution system-related emergency. Budget Highlights & Future Trends  Utility costs are expected to increase in 2015. In addition, we adjusted this line item to be more in line with actual costs.  Staff responds to approximately 120 to 150 calls to the on-call pager annually.  The new water radios will help provide better customer service to the community. 2015 Goals  Assist in the 2015 street reconstruction project replacing hydrants and gate valves.  Continue valve exercising program to prevent reactionary watermain valve failures.  Assist in the construction of Well #15. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget City Manager .10 .10 .10 .10 Public Works Director/City Engineer .125 .125 .125 .125 Finance Director .125 .125 .125 .125 Utility Superintendent .50 .50 .50 .50 Assistant Utility Superintendent .50 .50 .50 .50 Assistant Finance Director .05 .05 .05 .05 Water Production Technician 1 1 1 1 Utility Operator 2 2 2 2 Utility Technician .50 .50 .50 .50 Account Clerk .30 .30 .30 .30 Public Works Secretary .125 .125 .125 .125 Total 5.325 5.325 5.325 5.325 78 79 Water Utility East Water Treatment Facility Mission Statement The Water Utility department will provide a safe, reliable, efficient and cost-effective water production to meet the needs of the residents and businesses now and into the future. Strategies/Services  WATER PRODUCTION – Meet water supply demands for a growing community; provide water to approximately 7,800 residential and business service connections.  WATER TREATMENT – Provide treated water for the majority of the residents and businesses. The treatment plant removes iron and manganese from deep aquifer wells. Treated water is primarily provided in the low zone area of the City.  WATER TESTING – The City tests the water daily to ensure it meets Minnesota Department of Health Standards. The City conducts over 1,300 water sample tests annually to ensure the highest quality water. Budget Highlights & Future Trends  Ongoing chemical costs should be monitored into the future. 2015 Goals  Upgrade the standby generator at the facility to meet new EPA regulations in order to continue our money saving peak shaving program with Xcel Energy.  Explore replacement options of outdated SCADA system. 80 81 Sewer Utility Mission Statement The Sewer Utility department will provide an efficient, well-maintained and cost-effective sewer collection system to meet the needs of the growing community. Strategies/Services  OPERATE AND MAINTAIN SANITARY COLLECTION SYSTEM – The City maintains approximately 125 miles of sewers.  SEWER JETTING – The City cleans approximately 1/3 of the sanitary sewer system annually. The timely cleaning of the City's sewers reduces the potential for blockages and subsequent damage to private and public property. Along with general cleaning, potential maintenance issues are also identified and recorded during jetting using a computerized maintenance program.  INSPECT LIFT STATIONS – Staff regularly inspects and maintains lift stations to provide for consistent sewage flows. The annual major lift station rehabilitation program is included in the Capital Improvement Program.  INFLOW & INFILTRATION IMPROVEMENT’S – The City inspects and televises sewers for major inflow and infiltration projects. This program helps reduce clear water from entering the sewer system. It also helps reduce the City’s sewer treatment costs and reduces the chances of sewer overcapacity problems and backups.  EMERGENCY SEWER REPAIRS – The City has emergency sewer breaks at various times throughout the year. A member of the Utility Department is always on-call to respond to any sanitary sewer- related emergencies. Budget Highlights & Future Trends  The City has made great progress in limiting the inflow and infiltration into the public sewer system. The City will continue to work towards limiting clear water from entering the system. 2015 Goals  Assist in the upgrade of the SCADA system.  Continue to work on Inflow/Infiltration improvement projects.  Assist in 2015 Street Improvement Project utility maintenance and replacement work. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget City Manager .10 .10 .10 .10 Public Works Director/City Engineer .125 .125 .125 .125 Finance Director .125 .125 .125 .125 Utility Superintendent .50 .50 .50 .50 Assistant Utility Superintendent .50 .50 .50 .50 Assistant Finance Director .05 .05 .05 .05 Utility Operator 2 2 2 2 Utility Technician .50 .50 .50 .50 Account Clerk .30 .30 .30 .30 Public Works Secretary .125 .125 .125 .125 Total 4.325 4.325 4.325 4.325 82 83 84 This page intentionally left blank. 85 86 87 88 89 90 This page intentionally left blank. 91 Surface Water Management Recycling Mission Statement The Recycling division of Surface Water Management will provide recycling opportunities and resources for residents. Strategies/Services  RECYCLING COUPON PROGRAM – Provide partial coverage of residential recycling fees and offer recycling events for residents at the Carver County Environmental Center.  PUBLIC FACILITY AND EVENT RECYCLING – Coordinate contract service for recycling at community events. Budget Highlights & Future Trends  Funding for services is provided in part by an annual grant received from Carver County. The amount of the grant is determined by the County. 2015 Goals  Install single-sort recycling carts in all City parks and along selected trails.  Increase recycling opportunities at all community events. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Environmental Resource Specialist .40 .40 .40 .40 Total .40 .40 .40 .40 92 93 94 This page intentionally left blank. 95 Surface Water Management Forestry Management Mission Statement The Forestry Management division of Surface Water Management will provide management of public trees, review development landscape plans, provide public education on forestry issues, and serve as a liaison to the Environmental Commission. This division also oversees the Olson Community Gardens. Strategies/Services  FORESTRY MANAGEMENT – Supervise pruning, planting, care and inventory of public trees. Manage ongoing restoration of public natural areas including woods and prairie.  PUBLIC EDUCATION – Act as a resource for residential tree and landscape concerns and provide public information about tree health issues.  PLAN REVIEW – Perform City code compliance review of development plans and building permit surveys.  INSPECTIONS – Field verification of required tree preservation in new developments, completion of landscaping requirements, and diseased tree inspections. Budget Highlights & Future Trends  There are no significant changes to this budget for 2015.  Future budget influences include tree health threats such as Emerald Ash borer. 2015 Goals  Update data inventory for public trees in parks and public street rights-of-way.  Provide public updates of tree health concerns, such as Emerald Ash borer, Bur Oak blight, and others.  Begin implementation of Emerald Ash Borer management plan for public ash trees. Employee Count 2014 Actual 2015 Budget 2016 Budget 2017 Budget Environmental Resource Specialist .40 .40 .40 .40 Total .40 .40 .40 .40 96 97 98 This page intentionally left blank. 99 Surface Water Management Aquatic Species Management Program Mission Statement This program is intended to promote healthy aquatic ecosystems through the propagation and preservation of native and desirable aquatic flora and fauna. Strategies/Services  EDUCATION AND OUTREACH – Collaborate with other organizations to develop and disseminate educational materials to consumers of area lakes and waters.  WATERCRAFT INSPECTIONS – Collaborate with the Minnesota Department of Natural Resources, Watershed Districts, Watershed Management Organizations, other municipalities and other groups to provide inspections of watercraft entering and exiting area lakes through launches owned and maintained by the City of Chanhassen.  DATA COLLECTION – In conjunction with other organizations, monitor area lakes for potential vectors of introduction into area lakes and the presence of invasive or noxious species. Budget Highlights & Future Trends  Seek to procure Watercraft Inspection Grant for Local Government Unit from the MN DNR. 2015 Goals  Evaluate, maintain and enhance signage at all launches and other educational tools.  Provide approximately 2,655 hours of watercraft inspection on Lotus Lake, Lake Ann and Lake Susan.  Observe a reduction in the number of watercraft entering area lakes in violation of State Law. 100 101 102 Appendix 103 This page intentionally left blank. 104 City of Chanhassen Public Purpose Expenditure Policy Every City of Chanhassen expenditure must be valid based upon the public purpose for which it is purchased and the specific or implied authority found in State Law. The following are deemed to meet the Council definition of public purpose expenditures: MEETING FOOD/MEALS The City Council recognizes that situations in which City business needs to be discussed can and do occur during meal hours (i.e. luncheon meetings). In addition, there are public and employee meetings and events in which reasonable refreshments may add to the success of the meeting and/or event and create a more productive work force. The following items are deemed to meet the Council definition of public purpose expenditures in regards to food and meals. 1. Meals and refreshments are allowed at City meetings and events that have a purpose of discussing City issues. These meetings would normally have a pre-planned agenda and occur during normal meal hours. 2. Meals and refreshments are allowed at employee meetings and events that have a purpose of discussing City issues or are a part of an employee training. These meetings would also normally have a pre-planned agenda. This does not include routine staff meetings. 3. Meals and refreshments are allowed when they are part of a breakfast/lunch/dinner meeting for official city business when it is the only practical time to meet. Usually these meals involve meeting with City councilmembers, committee/commission members, or local business/fraternal organizations. 4. During official meetings of the City Council, council committees, advisory boards/commissions, and taskforces. 5. Meals purchased by an employee, councilmember, or agent while at a conference or other training event may be reimbursed by the City provided that an appropriate receipt is provided. Such receipt must be itemized and include who the meal was purchased for, and will specify what was included in the purchase. 6. Reimbursable travel expenses for employees or councilmembers are outlined in the City of Chanhassen Personnel Policy. 7. The City will not purchase or reimburse any employee, councilmember, or agent for the purchase of intoxicating liquor or malt beverages. 105 The costs of these meals are included within individual department’s budgets. These budgets are approved annually by the City Council as a part of the overall budget approval process which includes a public hearing on the proposed budget. MEMBERSHIPS AND DUES The City Council has determined that the City will fund memberships and dues in professional organizations and City social and community organizations when the purpose is to promote, advertise, improve or develop the City’s resources and advantages and not solely for personal interest or gain. The cost of these memberships and dues are included within individual department’s budgets. These budgets are approved annually by the City Council as a part of the overall budget approval process which includes a public hearing on the proposed budget. EMPLOYEE REGOGNITION PROGRAM The City of Chanhassen City Council recognizes the hard work and service performed by the employees of the City of Chanhassen through a formal Employee Recognition Program. The City Council believes the benefits of attracting, retaining and motivating employees through an Employee Recognition Program support employee job satisfaction, which in turn impacts cooperation and productivity. The result is to provide excellent public and customer service to better serve the interests of the citizens of the community. The Employee Recognition Program is considered “additional compensation” for work performed by employees but is entirely dependent on receiving funding from year-to-year. 1. Service recognition awards shall be given to all regular and full-time employees who have completed continuous years of service. The following awards have been established: a. Five (5) years – certificate and $25 dollars b. Ten (10) years – certificate and $50 dollars c. Fifteen (15) years – certificate and $75 dollars d. Twenty (20) years – certificate and $100 dollars e. Twenty-five (25) years – certificate and $150 dollars f. Thirty (30) years – certificate and $200 dollars g. Thirty-five (35) years – certificate and $250 dollars h. Forty (40) years – certificate and $500 dollars i. Forty-five (45) years – certificate and $750 dollars 2. The costs of these recognition awards are included within individual department’s budgets. These budgets are approved annually by the City Council as a part of the overall budget approval process which includes a public hearing on the proposed budget. 106 3. The City supports events that are planned and paid for by employees. Examples of such events include but are not limited to the summer picnic, potluck meals, and holiday parties. The City Council understands that these events may occur during normal working hours, and if approved by the City Manager or his/her designee, employees will not be required to use vacation or compensatory time for such events. 4. The City Manager has the authority to approve other forms of recognition including issuance of flex time or compensatory time as he or she sees appropriate. CREDIT CARD USE The use of credit cards by any employee otherwise authorized to make purchases on behalf of the City is permitted, provided that purchases made by credit card must comply with all statutes, rules, and/or Council policy applicable to City purchases. The use of City credit cards shall be limited to purchases on behalf of the City and no other purpose. CELLULAR TELEPHONES Practice The City recognizes that technology is advancing and cellular telephones are becoming a part of City equipment assigned to certain City employees. In recognition of that fact, the City has adopted a practice governing the use of cellular telephones. The development of this practice will encourage the wise use of available technology for the benefit of citizens in order to deliver City services in an efficient and cost-effective manner. It will also establish guidelines for the appropriate and efficient use of cellular telephones by City personnel. Guidelines: The City may purchase cellular telephones for employees who have a business necessity to telephone others and receive calls while outside of City buildings, or for employees’ personal safety. Cellular telephones are City equipment and are to be used by authorized employees to conduct business in a professional manner. Employees are responsible for the proper care and handling of all City equipment in their possession. Cellular numbers shall not be given out to the general public except by the employee assigned that number. Calls will be limited to those that are necessary in order to perform assigned duties based upon circumstances at that time. Calls that are not urgent will be made by other means. All calls will be held to the shortest duration possible. Elaborate conversations will be held in person or by other means. 107 City employees having access to assigned City-owned cellular telephones during non-business hours may make necessary personal telephone calls during non-business hours. In return for the City paying for the basic calling plan, the employee will be required to be available 24 hours a day, 7 days a week for emergency contact, providing the dollar value of calls does not exceed the monthly calling plan rate charged for that particular cellular telephone. Personal use of City- owned cellular telephones should be kept to an absolute minimum during business hours. If the calling plan rate is exceeded because of personal calls made during business and/or non-business hours, the employee shall reimburse the City the dollar value of personal calls that exceed the calling plan rate. Calling plans shall be selected based on the City’s needs and shall not be adjusted to accommodate personal use by the employee. Employees must also reimburse the City for all personal cellular calls made where a toll or fee is charged. Compliance: On a monthly basis, cellular telephone bills from each cellular telephone will be submitted to the Finance Department. If the dollar value of calls does exceed the monthly cellular plan rate, a summary of personal calls shall be attached to the bill and will include the date of the call, the time, the number to which the call was made and the signature of the employee who made the call. Also, a monthly reimbursement form for each cellular telephone (if necessary) will be submitted to the Department Head. The employee should attach a personal check made payable to the City of Chanhassen for reimbursement of personal calls made over the calling plan rate. The Department Head will then: 1. Compare cellular telephone bills against this practice, and 2. Forward the cellular phone bill to the Finance Department. Safety: In the interest of safety, if calls are made inside a vehicle, employees are encouraged to bring vehicle to a complete stop when answering cellular calls. All outgoing calls, whenever practical, should be made with the vehicle in a stationary position. Hands-free devices shall be used when available. Cautionary Note: Employees should be cognizant that cellular telephone communications are not a secure form of communication. Sensitive information should be conveyed through a more secure form of communication. Assignment of Department Cellular Telephones Department Heads or the City Manager must pre-approve all calling plans based on departmental needs. Adopted by the Chanhassen City Council on November 25, 2002. Amended by the Chanhassen City Council on December 12, 2011. 108 Purchasing Policy City of Chanhassen, Minnesota Adopted on February 10, 2003 Amended on July 14, 2003 June 26, 2006 July 14, 2008 June 27, 2011 109 Section 1. Purchasing Guidelines 1.1 Goals and Objectives This purchasing manual was created to: • Clarify and reconcile the sometimes confusing requirements of state purchasing law, departmental procedures, and the Finance Department processes. • Provide a comprehensive resource book for staff to be effective and efficient when making purchases. • Standardize purchasing and payment methods to expedite the purchasing process. The standards in this manual are minimum standards to ensure fiscal responsibility. Departments may set more restrictive procedures to meet their own budgetary accountability. 1.2 ADA Compliance The City of Chanhassen is subject to the provisions of the Americans with Disabilities Act (ADA). The Chanhassen City Council adopted an ADA compliance plan which outlines how the City complies with the Act. In general, the City will consider the needs of people with disabilities as it purchases equipment and configures work and public areas. 110 Section 1. Purchasing Guidelines 1.3 Quick Reference Guide Value of Purchase Quotations Needed Payment Request Options Approvals Needed Prior to Purchasing Less than $100 None Petty Cash Credit Card Check Request Department Finance City Manager City Council Yes No No No $100-$4,999 Departmental Discretion Credit Card Check Request Purchase Order Department Finance City Manager City Council Yes No No No $5,000-$10,000 Two Written Quotes or RFP’s Credit Card Check Request Purchase Order Department Finance City Manager City Council Yes No No No $10,000-$19,999 Two Written Quotes or RFP’s Credit Card Check Request Purchase Order Department Finance City Manager City Council Yes Yes Yes No $20,000-$99,999 Two Written Quotes or RFP’s Check Request Purchase Order Department Finance City Manager City Council Yes Yes Yes Yes Greater than $100,000 Sealed Bids Check Request Purchase Order Department Finance City Manager City Council Yes Yes Yes Yes Notes: If a cooperative purchasing agreement is in place, quotations are not needed. All purchases must be approved as part of the annual budgeting process or within the CIP. RFP’s are required for contracting services in excess of $25,000 on an annual basis except from the consultant pool (see RFP section of this document). The City Manager may delegate authority for approval of agreements less than $20,000 (see Agreement Processing section of this document). Purchases between $10,000 and $19,999 have to be approved by the City Manager and the Finance Director. 111 The City Council has pre-approved payment for utility accounts and payroll transfers that occur in the normal course of business even though they may exceed $20,000. These are contractual accounts for services that are approved as part of the budget process. The vendors that fall under this situation include Centerpoint Energy, Xcel Energy, Metropolitan Council Environmental Services, United States Treasury, State of Minnesota, PERA, and the City’s insurance and healthcare providers. Any payments to these vendors that are outside the normal course of business will be presented to the City Council for individual approval. 112 Section 2. Purchasing Practices 2.1 Ethics / Relations with Vendors The City of Chanhassen holds its employees to the highest ethical standards. Purchases shall be conducted so they foster public confidence in the integrity of the City’s procurement system, and open and free competition among prospective suppliers. In keeping with this value, employees should avoid the following practices when making purchases on behalf of the City: Circumventing competitive bidding requirements. Examples of this include: • Splitting purchases so that they can be made through several small purchases. • Using the emergency procedure process when no true emergency exists. • Using a ‘sole source’ exemption when competition is available. Denying one or more vendors the opportunity to bid on a contract. Examples of this include: • Using unnecessarily restrictive specifications. • Pre-qualifying bidders on a discriminatory basis. • Removing companies from a bidders list without just cause. • Requiring unnecessarily high bonding. Giving favored vendors an unfair advantage. Examples of this include: • Providing vendors with information regarding their competition’s offers in advance of a bid opening. • Making information available to favored vendors and not to others. • Giving un-favored vendors inaccurate or misleading information. Accepting gifts from vendors. • Minnesota Statutes §471.895 prohibits government employees from receiving gifts except where they are included as part of the cost of a product, good, or service provided (such as a meal provided as part of a conference). 113 Section 2. Purchasing Practices 2.2 Recycled Content Environmentally preferable products are goods and services that have a lesser or reduced effect on human health and the environment when compared with other goods and services that serve the same purpose. The following is an overview of items that should be considered prior to making a purchase. Details relating to the items can be found at the Solid Waste Management Coordinating Board web site at www.swmcb.org. Office Products - General • Erasable boards - alternative to paper flip charts • Self-stick fax addressing labels - alternative to full-sized fax cover sheets • Electronic software presentations - alternative to transparencies • Solar-powered calculators and other devices - eliminates the need for batteries • Refillable pens, pencils, and tape dispensers - eliminates waste • Reuse file folders and binders - applying new labels extends their usefulness • E-mail - alternative to paper memorandums • Double-sided copies - reduces paper waste • Reusable kitchen dishware - reduces waste • Purchase products in reusable, refillable, or returnable containers - containers may be sent back to the vendor for reuse Copy Paper and Envelopes • Recycled content - when possible, purchase 100% post-consumer paper • Chlorine-free paper - buying chlorine-free paper reduces pollution. Choose paper labeled as ‘Processed Chlorine-Free” (PCF) • White and pastel paper - fluorescent colors make copy paper harder to recycle Purchase white and pastel-colored copy paper — dark colors, plastic windows, and padding make envelopes harder to recycle Printing Services • Low volatile organic compounds - choose a printer that uses low-VOC water- based or agri-based inks and press chemicals • Inks - avoid inks containing heavy metals such as barium, copper, and zinc Colors to avoid include fluorescent colors, warm red, and metallics • Glue, coatings, and foil stamping - use glueless bindings and uncoated paper when possible. Avoid foil stamping and heavy ink coverage 114 Office Machines Copiers - save paper with copiers that feature automatic duplexing and multi-page printing. Purchase remanufactured copiers and models that can use remanufactured toner cartridges • Computers and monitors - choose models that can be easily upgraded • Printers - when possible, choose printers with duplex units to save paper. Look for models that are certified as star compliant (can cut energy use by more than 65%) • Printer toner cartridges - purchase remanufactured toner cartridges from suppliers that will reuse spent cartridges Vehicles • Motor oil - purchase re-refined oil when possible • Antifreeze - purchase extended life antifreeze that is designed to last five years/150,000 miles or longer • Fuel - the use of 85% ethanol blended fuels (E85) reduces carbon monoxide and ozone-producing emissions Plastic Lumber and Treated Wood • Plastic lumber - alternative to chemically treated wood • Treated wood - purchase only AGO treated wood Office Cleaners • Reusable, returnable packaging - purchase cleaners in concentrates • Plastic waste bags - purchase bags that are made from recycled materials Paint • Latex paint - purchase latex paint rather than oil-based paint. Paint should be 10% to 100% post-consumer content Carpet • Purchase recycled rubber-backed carpet tiles that can be replaced as they wear Office Furniture and Panels • Remanufactured furniture - Purchase remanufactured furniture when possible. When purchasing new furniture, look for recycled content including metal, PVC and other plastics, pressboard, and fabric 115 Section 3. Authorization The City of Chanhassen has a decentralized purchasing program where individual departments are responsible for making their own purchases. There are a few exceptions including the supplies maintained in the office supply closet, paper and stationery products, and modular furniture and chairs. The front desk receptionists will assist staff members who need help with research or purchase of items in cases where staff are not familiar with particular products. Payment Authorization Process 1. Determine the need for commodities and services. 2. Research the cost of the purchase and determine proper purchasing alternative. 3. Determine the appropriate account coding and whether there is sufficient funds available in that budget line item. 4. Forward request to department director or designee for approval. If purchase exceeds $10,000 and is less than $20,000 approval is needed by City Manager and the Finance Director. 5. Department director forwards request for payment with invoice to the Finance Department for approval and input into financial accounting system. 6. Payment is made by the Finance Department. 7. Finance produces check register for approval by City Council. 116 Section 4. Purchasing Alternatives 4.1 Sealed Bids • A formal sealed bid procedure is required for all purchases in excess of $100,000 except professional services. • A published notice of bid is required in the official City newspaper at least seven days in advance of bid opening. The published notice must state where the plans and specifications can be obtained by bidders and specifically, where the bid opening will be held. The notice may also be published on the City’s official web site; however, this publication is in addition to the official newspaper publication. • All bid openings are to be administered by originating department. • The preparation of all specifications are to be the responsibility of the originating department. • Required authorization for plans and specifications is the responsibility of the originating department. • The City Council must formally approve the bid contract. • The originating department then files the contract with the administration department. 4.2 State, County and Other Cooperative Purchasing Contracts State Cooperative Purchasing Contracts — The City of Chanhassen participates in the State of Minnesota Cooperative Purchasing Venture (CPV). This enables participants to buy goods and services at a reduced cost under the terms of contracts already negotiated by the State of Minnesota. • The Finance Department has access to the releases and listings of products/services that can be purchased on state contract. • If it is determined that a product/service is on a state contract, vendors should be told that the purchase will be made using that contract. When completing the purchasing paperwork, note that the purchase is per state contract and indicate the contract number. 4.3 Quotes If a purchase is estimated to exceed $5,000 but not to exceed $99,999, the purchase may be made either by sealed bids or by direct negotiation based upon quotations. If a purchase is made in this range, staff members are required to obtain at least two written 117 quotes. These quotes should be in writing. If the quotes are not written, the requestor who received the verbal quote must document the quote in writing. All such quotes must be forwarded to the Finance Department with the purchasing documents. 4.4 Emergency Emergency situations may arise where the normal purchasing process cannot be followed for the procurement of goods and services. An emergency means an unforeseen combination of circumstances that calls for immediate action to prevent a disaster from developing or occurring. Minnesota Statute §12.29 gives the Mayor the authority to declare a local emergency for up to three days, which period may be extended by the City Council. During such an emergency, if authorized by the City Council, the City is not required to use the typically mandated procedures for purchasing and contracts. During that time, the governing body may waive compliance with the prescribed purchasing guidelines including compliance with M.S. 471.345, Uniform Municipal Contracting Law. Whenever possible the current purchasing policies and procedures should be followed even when an emergency is declared, but as described above if the emergency requires speedy action essential to the health, safety, and welfare of the community and if there has been an emergency declaration, the standard purchasing policies and procedures can be waived in accordance with Minnesota Statute §12.37. 4.5 Request for Proposals (RFP) RFPs may be used to solicit proposals for professional services. Typical information to address in RFPs includes: • Background and scope of the project. • The project’s budget to ensure that the proposals stay within that range. • Proposal requirements should include adequate information to allow for proper review and evaluation including: • Description of firm and qualifications, including any specialized experience related to the project. • A list of similar projects the firm has completed. • Project timetables including: estimate of hours, breakdown of hours by phase, and the City’s expectation for a completion date. • Designation of a firm principal who will be in charge of the project. • Resumes for all staff who will work on the project. • Statement that either no subcontractors are allowed or that all subcontractors will be identified and are subject to the City’s approval. • Estimate of cost to provide the service, outline of fee schedule and payment schedule. • Description of City’s selection process. • City’s evaluation criteria, which typically may include: 118 • Quality and thoroughness of the proposal. • Similar past experience and/or expertise. • References • Cost estimate • The following statement must be included: The City reserves the right to reject any and all proposals, waive all technicalities and accept any proposal deemed to be in the City’s best interest. • Submittal deadline: date, time, project name, and addressee. • Statement: “Proposers are solely responsible for delivery of their proposals to the City before the deadline. Any proposal received after the deadline will not be considered and will be returned.” • Information about where questions should be directed. Note: Staff should make sure that all proposers are given the same information. Attach a copy of the agreement proposed to be used for the project, including the City’s insurance certificate. The agreement includes provisions to which the firm must agree, so it is important that they see the agreement up front. It is suggested that the RFP be submitted to the City attorney for review prior to distribution. 4.6 Leases/Purchases All lease agreements need approval through the Finance Department and legal counsel prior to initiating a lease. 4.7 On-Line Purchases The following guidelines are recommended for purchasing products over the Internet: • Only purchase from vendors that use secure servers for e-commerce. Most sites will have a disclaimer, but some do not have the disclaimer language. If in doubt, either send an e-mail to the vendor or call them. • Ask vendors if they have an “Extranet” available on their web site as an alternative to credit card payment. If it is, log on to the Extranet where purchases may be made using a password. Payment terms are specified by the City employee at that time. This is the preferred method. • When using a credit card, follow the standard purchasing guidelines that are used when paying by credit card on the telephone. It is generally safe to use a credit card on the Internet, but be cautious - see the first item in this subsection. 119 Section 5. Payment The City of Chanhassen uses various processes in making payments for goods and services. 5.1 Standard Purchase Orders Purchase orders are used when required by the vendor to acknowledge the City’s request for goods and services. A copy of the purchase order will be sent to the vendor when requested. • The purchase order number used will be the employee’s number. • Once invoice is received and purchase order complete, return completed purchase order with invoice attached and authorization for payment to the Finance Department. 5.2 Check requests The Finance Department policy is for bills to be paid on the claims list. For certain exceptions, requests for checks may be used under the following guidelines: • Requests for checks are for payments that need to be made prior to claims list. Such items include getting discounts, avoiding late charges (i.e.: credit card payments), purchases requiring payment with order, etc. • Requests for checks will be issued weekly. All requests for requests for checks must be submitted to the Finance Department prior to 3:00 p.m. on Wednesday. • Checks will be issued, mailed, or returned to appropriate department on Thursdays. Requests for checks may be submitted on an invoice with the coding included, purchase order, check request, or expense voucher. Return completed form with attachments and authorization for payment to the Finance Department. 5.3 Blanket Purchase Orders, Charge Accounts, and House Accounts • The City uses blanket purchase orders, charge accounts, and house accounts for frequently used vendors. This process requires submission of receipt with an account code and department approval. All new open accounts must be authorized by the requesting department director and Finance Department. 5.4 Invoices • Invoices must be attached to a completed check request, purchase order, or expense voucher along with proper authorization. Documentation must be returned to the Finance Department to be processed on claims list. 120 5.5 Statements • The Finance Department tracks all statements—reviewing for old invoices or credits. For vendors where the City has open accounts, the Finance Department only pays once a month after matching invoices to the statement. • All statements are to be mailed directly to the Finance Department. 5.6 Account Coding All requests for payment including check request, purchase order, or expense voucher must have an eleven digit code to process payment. Refer to department budget for reference of line item code. Helpful hints for completing payment process: • Eleven digit code — 101 (fund) 1120 (department or project) 4110 (office supplies). • Description - specific description of up to 30 characters. • Vendor address line — limited to four lines. • Invoice number — important to prevent duplicate payment. • Computer generated material preferred. Handwritten is acceptable if legible. • Open account slips — indicate eleven digit financial code. • Request for new business unit or object code. 5.7 Petty Cash • Used for reimbursement to employees for items $100 or less for expenditures made on behalf of the City. • An expense voucher must be completed, with a receipt attached, with proper departmental authorization obtained prior to reimbursement. • Employee must provide a signature for reimbursement from the Finance Department. 121 5.8 Guidelines for Payment Processing • Invoices must be attached to the check request, purchase order, or expense voucher. • Requests for checks are due by 3:00 p.m. on Wednesday in the Finance Department, with checks issued the following day. • All requests for payments must have eleven digit code to process payment. Refer to department budget line item codes for proper coding. • All statements must be sent to the Finance Department. 5.9 Credit Cards The City will issue credit cards to certain individuals to allow for more efficient purchasing and to make purchases at businesses that no longer allow open accounts. To assist the Finance Department in ensuring consistency, accuracy, and thoroughness, the following are procedures to be followed for credit card use: • Credit cards must be obtained from the Finance Department. • Cards will be distributed to those departments that can demonstrate a need, such as efficiency or because vendors do not allow open accounts. • The cards will be issued to departments with transaction and balance limits. No cash advances are allowed on the credit cards. • The responsible person will review the credit card statement each month and code each expenditure, which needs to be signed by the department director, and forwarded to the Finance Department. 5.10 Electronic Funds Transfer Electronic Funds Transfer may be required in some cases to complete a business transaction. The funds are transferred electronically from the party’s bank accounts. Some instances may include transactions with the State of Minnesota, a federal agency, another local government, or a closing agent in the purchase or sale of real estate. These transactions need to follow the same guidelines for payment processing in Section 5.9. 122 5.11 Expense Reimbursement A completed and properly authorized form is required for reimbursement to employees for City-related expenses. All requests must contain proper account codes, department approval, and receipts must be attached where applicable. Expenses will be reimbursed by check issued on the next check run. 123 Section 6. Agreement Processing Agreement Forms Agreements need to be reviewed by the City attorney unless they follow a previously used format such as Contracts for Private Redevelopment. However, if attachments to the agreement modify the agreement or provide new terms, the agreement should be reviewed by the City attorney. The City attorney’s review must occur prior to submission for a Council agenda and/or signatures. • The City attorney must review an agreement if it is written on the other party’s form, or if a special agreement is being drafted. • Please note: These provisions apply to ALL agreements, including maintenance agreements, service contracts, etc. Authorization Levels • The City Manager is authorized to sign agreements up to $20,000 in value. • Council authorization is required where a contract exceeds $20,000, and the agreement must be signed by the Mayor and the City Manager. • Where Council authorization is required, a copy of the agreement must be included with the Council letter. Transmittal Form/Signatures • Once the agreement is approved, the other party should submit the original of the agreement for signatures (as many original copies can be submitted as required, but the City requires one original copy for the central agreement file). The agreement packet must include the agreement, any required bonds, and the certificate of insurance. • A transmittal form—available from the administration department—(sample agreement and transmittal form) must be completed and routed to the City attorney with the agreement packet. After the City attorney approves the packet, the agreement should be forwarded to the City Manager and the Mayor (depending on the contract amount) for signatures. The originating department is responsible for circulating the agreement for signatures. • Be sure to note on the transmittal form the date the insurance expires, and any special conditions, for instance, if the agreement calls for performance by a specific date. The transmittal form should also note the termination date of the agreement (either a specific date, when a condition is met, or that it is an ongoing agreement). Original to Administration • The central agreement file is maintained by administration. Once the agreement has been fully executed, the ORIGINAL must be submitted to the administration department for placement in the central file. The originating department may keep a copy of the agreement for the department file. • The administration department assigns agreement numbers. 124 Section 7. Capital Outlay and Fixed Assets 7.1 Capitalization Threshold Capital outlay purchases are for items costing more than $5,000, are a tangible asset, and have a life expectancy of more than one year. These items must be included in each department budget in expense account 4701-4762. It should be noted that delivery charges and sales tax must be included as a cost of the item purchased when determining if the purchase is a capital outlay item. If the individual purchase is greater than $5,000 the item is a capital outlay purchase and now should become a recorded capital asset. The amount to record for that capital asset would be any charge “to place the asset in its intended location and condition for use.” 7.2 Acquisition When a capital asset is purchased, a capital asset form needs to be filled out by the department making the purchase. The forms are kept in the Finance Department. The form should be completed when the entire cost of the asset can be supported by vendor invoices. The total of these vendor invoices should be the amount recorded for that asset. It should also be noted that all acquisitions should follow the City’s capital replacement schedule when applicable. 7.3 Tracking and Transfer Once the asset is recorded on the City’s financial accounting system, it is the responsibility of the assigned department to notify the Finance Department of any assets that have been transferred to a different department. This needs to be done by filling out a capital asset form with the required information. In addition, at the end of the year, a physical count of all capital assets will need to be done by each department’s assigned assets. This count will be done at or near the end of the calendar year. Each department will be provided a list of assigned assets by the Finance Department. The count will then be made by the department with any discrepancies noted on the list provided. 7.5 Deletion or Disposal of Fixed Assets When an asset is sold or disposed of the assigned department must complete a capital asset form with the required information in order for the Finance Department to remove the asset from the financial accounting system. This includes items that are disposed of with no sale or trade value. Once again disposals should follow the capital replacement policy of the City. 125 Section 8. Disposal of Surplus Property 8.1 Auction The City disposes of surplus equipment through public sale in accordance with council policy. Throughout the year the City collects items to be sold at public auction and sends them to an auctioneer with a description and number of items to be sold, and makes arrangements for those items to be transported. The auction house will forward a tabulation of the bids received along with payment. The information is reviewed by the equipment manager and then the payment is forwarded to the Finance Department. A capital asset removal form must be filled out when an item sold at auction was listed on the capital asset system. 8.2 Computer Equipment When a piece of computer equipment has reached the end of its useful life with the City, it may be disposed of in one of the following ways: • Sealed bids; • Donation to non-profit or governmental agency (City Manager approval required); • Sell through auction; • Recycle through computer recycling vendor; • Dispose of as waste (unless it contains hazardous material) if the disposal cost is less than $100; • There may be costs associated with recycling or disposal of certain computer equipment such as CRTs in which case purchasing guidelines should be followed. 126