City Council Agenda Packet 10-14-1996AGENDA
v REGULAR MEETING - MONTICELLO CITY COUNCEL
Monday, October 14, 1898.7 p.m.
Mayor. Brad Fyle
Council Members: Shirley Anderson, Clint Herbst, Brian Stumpf, Tom Perrault
1. Call to order.
2. Approval of minutes of the regular meeting held September 23, 1996.
3. Consideration of adding items to the agenda.-,��11: i -r c.
4. Citizens comments/petitions, requests, and comigain-U." M'1
A. Introduction of Superior Services by Tom Dullinger (formerly Vasko
Rubbish).
6. Coneent agenda.
A. Consideration of final payment to Bonine Excavating, Inc., for
Southwest Area Utility Improvements, City Project No. 86-01 C.
6. Consideration of a request for an amendment to a conditional use permit
allowing commercial and restaurant uses in a PZM zone. Applicant, Rob
Hoffman/Hillside Partnership.
7. Consideration of a resolution accepting transfer of Riverside Cemetery from
the Masonic Lodge.
8. Consideration of adopting a policy on charging for false fire alarm responses
and consideration of establishing a salary schedule for fire department
officers.
9. Consideration of amendments to union and non-union sick leave/severence
policy.
10. Consideration of authorizing purchase of city hall oftico workstation dividers.
11. Consideration of authorizing advertisement for bids for purchase of snow
removal equipment - Pathway.
Agenda
Monticello City Council
October 14, 1996
Page 2
12. Review of bids for a 150 -horsepower diesel -powered snow blower for street
cleaning and widening, and consideration of purchase.
13. Consideration of amending job description for Chief Building Official and
consideration of adding step 7 to the pay equity salary schedule.
14. Adjournment.
MINUTES
REGULAR MEETING - MONTICELLO CITY COUNCIL
Monday, September 23,19M - 7 p.m.
Members Present: Brad Fyle, Shirley Anderson, Clint Herbst, Brian Stumpf, Tom
Perrault
Members Absent: None
Approval of men es of the special meeting h .1dSS_ptember 9 and the reg +u 1=r
meeting held September 9, 1996.
Councilmember Stumpf noted a typographical error in item 3C of the regular
meeting minutes.
A MOTION WAS MADE BY SHIRLEY ANDERSON AND SECONDED BY TOM
PERRAULT TO APPROVE THE MINUTES OF THE SPECIAL MEETING HELD
SEPTEMBER 9 AND THE MINUTES OF THE REGULAR MEETING HELD
SEPTEMBER 9, 1996, AS CORRECTED. Motion carried unanimously.
Consideration of adding items to the ng n a.
A MOTION WAS MADE BY BRIAN STUMPF AND SECONDED BY TOM
PERRAULT TO ADD THE UPDATE ON THE TREATMENT PLANT STUDY TO
THE AGENDA. Motion carried unanimously.
0
Public Works Director John Simola reported that at the August 26
meeting, HDR reviewed the estimated cost of the proposed wastewater
treatment plant expansion, which increased from $10,000,000 to
$12,000,000, approximately $2,000,000 over the previous estimate.
Council directed City staff and PSG to work with HDR to lower the
coat of the project to bring it more in line with the original estimate.
After reviewing the plane, Simola reported that their goal was to
reduce the cost but maintain the scope of the project, its integrity, its
operability, its maintainability, and the enhancements regarding odor
control and tree planting that were promised to neighbors. Several
small changes were made, along with the deletion of small pieces of
equipment that were not absolutely necessary, for a savings of
$489,870. By also deleting the 3'% contingencies on the savings and
the 16% engineering fee on the savings, a total savings of $666,293
was reached,
Page 1 0
Council Minutes - 9/23/96
Simola requested that Council authorize advertisement for bids in
order to keep the project moving forward; however, at the same time,
staff would continue to review the plans with HDR for additional
savings.
AFTER DISCUSSION, A MOTION WAS MADE BY CLINT HERBST AND
SECONDED BY TOM PERRAULT TO AUTHORIZE ADVERTISEMENT FOR
BIDS FOR THE WASTEWATER TREATMENT PLANT EXPANSION
PROJECT AND AUTHORIZE CITY STAFF TO CONTINUE REVIEWING
THE PLANS AND NEGOTIATING WITH HDR TO FURTHER REDUCE THE
PROJECT COST. Voting in favor: Clint Herbst, Tom Perrault, Brad
Fyle. Opposed: Brian Stumpf, Shirley Anderson. Motion passed.
Councilmembers Stumpf and Anderson noted their dissatisfaction with
the fact that HDR submitted the lowest bid originally but continues to
increase the project cost to an amount higher than all the original bids
received. It was their view that it was unreasonable for HDR's fee to
increase as the project cost increased since they were awarded the
project based on their low bid.
3B. Consideration of advertiainC for hila for anowhlower.
Public Works Director John Simola reported that a new snowblower is
needed and requested that Council authorize advertisement for bids at
this time to expedite the process before snowfall. The cost of a new
snowblower was estimated at $65,000.
It was the consensus of Council to authorize the Public Works Director
to advertise for bids for a new snowblower for the public works
department.
3C. nnunont. on letter rn n Vauphn Veit.
Councilmember Herbst stated that the City received a letter fHom
Vaughn Veit alleging that the City of Monticello had informed Veit's
truck drivers that they could not use County Road 75 in Monticello. In
his letter. Veit demanded that the City publish an apology in the
newspaper.
Herbst stated that the City has never forbid anyone the use of a city
street. It was noted that there had been a discussion between City
staff and the City of Minneapolis Public Works Department regarding
the number of trucks on County Road 75 in Monticello, and Herbst
Pago 2 0
Council Minutes - 9/23/96
praised the City of Minneapolis for agreeing to cooperate by using the
second Monticello exit whenever possible to help reduce the truck
traffic for residents living on County Road 75.
After discussion, it was the consensus of the Council that no apology
would be printed in the newspaper.
4. Citizem commenter/ itio a , s and coMplainU.
None.
VoriRpritaffenda.
Counc ilmember Herbst requested that item 5A be removed from the consent
agenda for discussion.
A. Consideration of final navment_on-nublic_works building eamanaion.
M -1 -Rx" M- 77TItG , : • : , : , ,
Councilmembers Anderson and Herbst questioned making final
payment prior to all project items being completed. Public Works
Director Simola noted that the items should be completed within a
week.
A MOTION WAS MADE BY SHIRLEY ANDERSON AND SECONDED BY
CLINT HERBST TO AUTHORIZE FINAL PAYMENT TO SHINOOBEE
BUILDERS FOR THE PUBLIC WORKS PHASE II EXPANSION IN THE
AMOUNT OF $24,265.98 CONTINGENT UPON ALL ITEMS BEING
COMPLETED BEFORE PAYMENT. Motion carried unanimously.
Mayor Fyle opened the public hearing.
It was reported by the City Administrator that Mr. Sandip Bhakte was in the
process of purchasing the Comfort Inn Motel and Treehouse Lounge from
Robert Eidsvold. As part of the transfer of ownership, Mr. Bhakte applied for
the on -sale liquor license to be transferred to his new corporation. A
background check showed no information that would prohibit him from
obtaining the license.
Page 3 9
Council Minutes - 9/23/96
There being no public comment, the public hearing was closed.
A MOTION WAS MADE BY SHIRLEY ANDERSON AND SECONDED BY BRIAN
STUMPF TO APPROVE THE TRANSFER OF THE CURRENT ON -SALE LIQUOR
LICENSE FOR THE COMFORT INN/TREEHOUSE LOUNGE TO MR. SANDIP
BHAKTE, DBA GAGA CORPORATION. Motion carried unanimously.
Assistant Administrator O'Neill reported that John Bondhus of the Bondhus
Corporation requested a variance to the 40-11 rear yard setback requirement
for parcels located in the 1.1 zone. The request proposed an extension of the
existing building line at the current 3 -ft setback for a length of 179 ft. A
similar variance was approved in 1989 based on the finding that the variance
would not result in a depreciation of adjoining land values due to the
infrequency of use of the Burlington Northern Railway.
ONeill noted that the Planning Commission recommended approval of the
variance. It was their view that granting the variance would not set a
precedent due to the existing building at the requested setback and due to
the narrowness of the parcel.
Public Works Director John Simola asked whether the Planning Commission
discussed the safety of care parking near the steep slope on the northwesterly
side of the site. He was concerned about cars going over the embankment if
curbing is not installed in this area.
O'Neill noted that the Planning Commission didn't discuss curbing in this
area since the ordinance allows elimination of curbing in an expansion area.
O'Neill noted that the safety issue can be handled administratively by City
staff working with Bondhus on the site plan.
AFTER DISCUSSION, A MOTION WAS MADE BY SHIRLEY ANDERSON AND
SECONDED BY BRIAN STUMPF TO APPROVE THE VARIANCE REQUEST FOR
THE BONDHUS CORPORATION. Motion was based on the finding that the
variance would not result in a depreciation of adjoining land values, and it
would not be possible to obtain reasonable use of the property for I.1
purposes without a variance due to the unique shape of the parcel and the
location of the existing building on the site. Motion carried unanimously.
Page 4 9
Council Minutes - 9/23/96
• A��
A MOTION WAS MADE BY BRIAN STUMPF AND SECONDED BY TOM
PERRAULT TO WITHDRAW THIS ITEM FROM THE AGENDA AS REQUESTED
BY THE APPLICANT, INVESTORS TOGETHER. Motion carried unanimously.
10. rn aidpration of anprovin¢ an option ag=m nt for thta saleof LotA Block_ LL
Oakwood Industrial Park 2nd Addition - I.akp Tool.
City Administrator Rick Wolfsteller reported that he has been working with
Eric Rondhus of Lake Tool to finalize a purchase agreement offer from Lake
Tool for the acquisition of Lots 1 and 2, Oakwood Industrial Park 2nd
Addition, as previously approved by the City Council. In addition to
purchasing Lots 1 and 2, Lake Tool requested consideration of a 3 -year
option on Lot 3. The proposal offered a 3 -year agreement to purchase Lot 3
at the City's asking price of $27,232, with Lake Tool paying an annual option
fee of 3% of the asking price.
AFTER DISCUSSION, A MOTION WAS MADE BY BRIAN STUMPF AND
SECONDED BY SHIRLEY ANDERSON TO APPROVE ENTERING INTO AN
OPTION AGREEMENT WITH LAKE TOOL FOR LOT 3, OAKWOOD INDUSTRIAL.
PARK 2ND ADDITION, FOR 3 YEARS AT A 3% ANNUAL FEE BASED ON THE
1996 ASKING PRICE OF $27,232 Motion carried unanimously.
11. Co sideration of hills for t_he month of Sp ern r.
It was the consensus of Council to direct City staff to research the title of the
recently -purchased Kruse property for the possibility of being reimbursed the
cost of removing the contents from the underground tank and capping two
wells found on the site.
AFTER DISCUSSION, A MOTION WAS MADE BY SHIRLEY ANDERSON AND
SECONDED BY TOM PERRAULT TO APPROVE THE BILLS FOR THE MONTH
OF SEPTEMBER AS PRESENTED. Motion carried unanimously.
There being no further business, the meeting was adjourned.
Karen Doty
Office Manager
Page 5 0
Bonne Excavating was awarded the Southwest Area Utility Improvement
Project in April of 1995. The project was completed recently with tho
replacement of the lits station hatch. The original contract price on the
project was $163,152.98. The total construction cost is $164,642.80. To date,
we have paid $142,858.47, leaving a balance due the contractor of
$11,684.33.
"he difference between the actual construction cost and estimated
construction cost is $8,610.18, which was related to normal construction
modifications.
The first alternative is to authorize final payment to Bonine
Excavating for Southwest Area Utility Improvements, City Project No.
95-01C, in the amount of $11,684.33.
The second alternative would be to not make final payment to the
contractor.
!^ STAFF RE .O MENDATION:
It is the recommendation of the City Engineer and Public Works Director
that the City Council authorize final payment to Bonine Excavating, Inc., as
outlined in alternative #1.
I)— RUPPORTLNC DATA -
Copy of final payment request.
OrrsdldmOctober 9, 1996
300 fGrk ILxc Gw
5775 Waynta bwkwwd
MMWap Ais, MN 554lb- 1228
612.595.5775
1-800.753.5775
Honorable Mayor and City Council 1Ax595-5774
Palgincels
City of Monticello AIihiu is
P.O. Box 1147 K nm..
250 East Broadway s 1�,•y„
Monticello, MN 55362-9245
Re: Southwest Arca Utility Improvements and Appurtenant Work
City of Monticello Project No. 95 -OIC
OSM Project No. 5562.00
Dear Mayor and City Council Members:
Enclosed are four (4) copies of Final Construction Pay Voucher No. 3 for the referenced
project in the amount of $11,684.33. We recommend final payment subject to receipt of the
following items:
1) Satisfactory showing that the Contractor has complied with the provisions of
Minnesota Statutes 290.92 requiring withholding State Income Tax and;
2) Evidence in the form of an Affidavit that all claims against the Contractor by
reasons of the contract have been fully paid or satisfactorily secured.
Please make payment in this amount to Bonine Excavating, Inc., 12669 Meudowvalc Road,
Elk River, MN at your earliest convenience.
Sincerely,
ORR•SCHELEN-MAYERON
& ASSOCIATES, INC.
0t*ftarles A. Lepak, Y.E.
Project Engineer
Enclosures
c: Tom Bose - City of Monticello
Rick Wolfsteller - City of Monticello
Boninc Excavating, Inc.
cc
l.Wnmlrn kC0P Y0J'M
,,*W I "I-.—, I "*—
S,F4
CONSTRUCTION PAY VOUCHER
Estimate Voucher Number: 3 Date: October 9, 1996
OSM Project Number: 5562.00 Period Ending: October 9, 1996
Project: SW AREA UTILITY IMPROVEMENTS AND APPURTENANT WORK /FINAL
CITY OF MONTICELLO 95-01C
Contractor: BOVINE EXCAVATING INC.
12669 MEADOWVALE ROAD
ELK RIVER MN 55330
Contract Date: April 31, 1995
Work Started:
April 25, 1995
Completion Date:
Work Completed:
Original Contract Amount
163,152.98
Total Additions
0.00
Total Deductions
0.00
Total Funds Encumbered
163,152.98
Total Work Certified to Date
154,542.80
Less Retained Percentage
0.00%
0.00
Less Previous Payments
142,858.47
Total Payments Incl This Voucher
154,542.80
Balance Carried Forward
8,610.18
APPROVED FOR PAYMENT, TRIG VOUCHER 11,684.73
APPROVALS
ORR-SCHELEN-MAYERON & ASSOCIATES, INC.
Pursuant to our field observation, as performed in accordance with our
contract, and based on our professional opinion, materials are
satisfactory and the work properly performed in accordance with the plane
and specifications and that the total work is:
100% completed as of October 9, 1996.
We herby recommend payment of this voucher.
Signed: Signed<-- ► � Q{�
Construction Observer Project Manager/Engineer
BONINE EXCAVATING INC.
This io to certify that to the beet of my knowledge, information, and
belief, the quantities and values of work certified heroin is a fair
approximate estimate for the period covered by this voucher.
Contractor:
Data:
CITY OF MONTICELLO
Chocked By:
Data:
Signed By
Title
Approved for payment:
Authorized Representative
Date:
PAGE 1
Estimate Voucher Ruiner: 3
OSM Project Wear: 5362.00
for
CITY Of MONTICELLO
SCHEDULE A - VATERKAUN
11
V0UC MER of TAIL LIST
Project, SV AREA UTILITY MPROVEIERTf AND APPURTENANT WORK /FINAL
CITY OF MONTICELLO PROJ. NO.t 95 -OIC
Item Spee No Description Ous"Ity Unite
1 2611.503 61 MATERIAIM-D.,CT IRON CL S2
160 LIN FT
2 2611.503 11 UATERMAIN-DUCT IRON CL 52
1171 LIN FT
3 2611.503 101 IUTERMAIN-DUCT IRON CL 32
40 LIN FT
4 2104.501 REMOVE 101 DIP WATERMAIN
33 LIN FT
S 2611.503 121 WATER RAIN-OUCT IRON CL 52
142 LIN FT
6 2611.502 HYDRANT
2 EACR
7 2611.502 61 GATE VALVE AMD 00
4 EACN
a 2611.502 Er GATE VALVE Alm Box
2 EMS
9 2611.502 101 GATE VALVE AND SOIL
1 EACN
10 2611.502 11 CORPORATION STOP
1 SACK
11 2611.502 /1 CIRIB STOP S BOX
1 EACH
12 2611.503 11 TYPE K COPPER PIPE
30 LIN FT
13 2611.502 21 CORPORATION STOP
1 EACN
14 2611.502 2. CURB STOP B BOX
1 EACH
13 2611.503 21 TYPE K COPPER PIPE
10 LIN FT
16 2611.502 COIINECT TO EXISTING WATER MIN
1 EACN
17 2611.SOS AI POLYSTYRENE INSULATION
s0 KO TO
11 2611.520 DUCTILE IRON FITTINGS
2125 LB
19 2211.501 AGGREGATE BASE CLASS s
10 TON
20 DIV It REMOVE B REPLACE IIT ON
67 $0 TO
21 DIV II GMUNOMATER 01111
3 EACN
22 DIV it PM UTILITY CONSTRUCTION
1 LINA up
23 2573.502 SILT FENCE,NEAVT MTV
ISO LIN FT
24 2577.505 SMING
70 W TD
25 2573.501 SEEDING
1.2 ACRE
26 2101.501 CLEANING
.5 ACRE
27 2575.523 MOOD FIBER IIANCET
SOO Ko ITU
TOTAL SCKEOULE A - WTCMIN
RMB -TOTAL
Date: OCTOBER 9, 1996
Contract
Contract
Cotpleted This Month
Total To Data
Unit Price
Total Price Ouentfty
Total
Otanti ty
Total Price
.................................................
24.46
/,402.40
0
0.00
.........
154
............
3,766.14
25.77
30,337.06
0
0.00
1152
29,617.04
30.30
1,212.00
0
0.00
63
2,314.90
3.10
102.30
0
0.00
75
232.SO
35.31
5,014.02
0
0.00
117
4,131.27
1,532.00
3,064.00
0
0.00
2
3,064.00
351.00
1,404.00
0
0.00
4
1,404.00
$01.10
1,002.20
0
0.00
1
SOMO
114.10
114.10
0
0.00
1
a14.to
13.30
13.30
0
0.00
2
26.60
49.40
49.40
0
0.00
2
91.0
10.15
304.50
0
0.00
40
406.00
142.00
142.00
0
0.00
0
0.00
170.30
170.30
0
0.00
0
0.00
13.55
IMSO
0
0.00
0
0.00
410.00
410.00
0
0.00
1
410.00
12.33
370.50
0
0.00
11
222.30
1.15
2,"3.75
0
0.00
2690
3,025.50
6.80
544.00
31
346.80
St
3".10
13.35
W4.45
0
0.00
49.31
651.29
0.01
0.03
0
0.00
0
0.00
513.00
513.00
0
0.00
1
313.00
1.05
307.50
0
0.00
0
0.01)
2.05
143.50
10
20.50
10
164.00
615.00
731.00
.5
307.SO
2
1,230.00
1.072.00
536.00
0
0.00
.5
536.00
1.35
675.00
0
0.00
0
0.00
....................
• 55,763.21
....................
B 674.250
....................
S 53,2521.06
B 55, 763.21
B 674.80
$ $3.621.06
2 OF 3
O
V 1
d 3 OF 3
V O U C H E R
D E T A I L
L 1 6 T
Estis,ate VOYCHer W, r: 3
Project: SW AREA UTILITY
IMPROVEMENTS AND APPURTENANT WORK
/FIRAL
Date: OCTOBER 9, 1996
OSH Project Nurtber: 5562.00
CITY Of MONTICELLO PROD. RO.: 95-OIC
for
CITY OF MONTICELLO
SCHEDULE B • SANIUIRY SEWER
Contrect
Contract
Coapleted This Month
Total To Date
Item Spec NO Description
Ouentlty Unita
Unit Price
Total Prise Guentlty
Total
9WaBtlty
Total Price
.... ............................................
28 2621.511 6• DIP CLASS 52 . fORCEMAIN
......... .......... .............
116 LIN FT
.............
25.15
.........
2,917.40
.............
0
0.00
... ......
90
............
2,263.50
29 2621.511 4• PVC PIPE SEWER SDR 26 SERVICE
20 LIN FT
20.03
400.60
0
0.00
72
1,442.16
PIPE
30 2621.511 6• DIP CLASS 52 . POLY LINED
130 LIN FT
32.57
4,234.10
0
0.00
0
0.00
31 2621.511 6• PVC PIPE SEWER WR 26 SERVICE
60 LIN F1
21.09
1,265.40
0
0.00
68
1,434.12
PIPE
32 2621.511 1W DIP CLASS 53 . POLY LINED
450 LIN FT
39.36
17,712.00
0
0.00
449
17,672.6A
33 2621.511 1O- PVC PIPE SEWER SDR 26
717 LIN FT
25.69
18,419.73
0
0.00
719
18,471.11
34 2305.541 1S• RCP CLASS IV SEWER PIPE
173 LIN FT
41.15
7,118.95
0
0.00
169
6,954.35
35 2621.502 10" N 4• VYES
1 EACH
67.20
67.20
0
0.00
1
67.20
36 2621.502 10' X 6^ WYES
3 EACH
72.10
216.30
1
72.10
3
216.30
37 2621.502 POLY DUCTILE IRON FITTING
175 LB
2.03
358.75
0
0.00
0
0.00
38 2621.502 DUCTILE TRW FITTINGS
500 LB
1.30
650.00
0
0.00
525
682.50
39 2621.SO6 AN DESIGN 4028.48 STANDARD
66.05 LIN FT
103.30
6,822.97
0
0.00
66.4
6,859.12
40 2621.506 NN DESIGN 4028.48 WATERTIGHT
20.33 LIN FT
194.65
3,961.13
0
0.00
20
3,893.00
41 DIV II CONNECT TO EXISTING MANHOLE
1 EACH
512.50
512.50
0
0.00
2
1,025.00
42 2105.343 GRANULAR FOUNDATION MATERIAL
75 TON
0.01
0.75
0
0.00
0
0.00
43 DIV II LIFT STATION
1 LIM SUM
42,732.00
....................
42,732.00
.08
3,418.56
.93
39,740.76
TOTAL SCHEDULE B • SANITARY SEVER
....................
B 107,389.77
....................
....................
S 3,490.66
....................
....................
5 100,721.76
"-TOIA1
•
S 163,152.98
..........6
S 4,165.46
.nna...
6 154,542.80
GRAND TOTAL
S 163,112.98
4,165.46
S 154,x2.80
O
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Council Agenda - 10/14!96
6. .:,, a:
permit allowing comy�prcial sand restaurant nms in a PZM zone,
Pnrtnprshhh (J.0.)
Rob Hoffman, operator of Jala Peno's restaurant, and the owners of the
Hillside Partnership request permission to allow outdoor seating in a portion
of the parking area adjacent to the rear door of the building. The seating
area will occupy 6 parking spaces and would be used when the weather
allows. According to Huffman, the outside area will be closed lei hour after
the kitchen closes, which is 10 p.m. Hoffman does not plan to build a deck or
other structure at this time. The area will be designated perhaps by potted
planta and a temporary fence. He expects that 4.6 tables will be situated in
the area.
Hoffman indicated that he does not plan on providing music or other
entertainment activities outside of the facility. There will be muted
decorative lighting installed, but no signs.
In addition, as noted on the attached site plan, Hoffman plans to plant
additional trees to help screen the area.
NEIGHBORHOOD IMPACTS
To the north of the site is the 66 -ft wide Burlington Northern/6th Street
right-of-way. Beyond the tracks is Cedar Crest parking lot and senior citizen
apartment building. The mall building will block the view of the outside
seating area as seen from Cedar Crest Apartments. To the east and south of
the site is the retaining wall and above are the 7th Street apartments. A
screening fence is already installed along this property boundary.
According to the conditional use permit now governing the site, a deficiency
in parking was accounted for through a "proof of parking requirement,"
which requires that the owner install the full complement of parking if the
need arises as defined by the Planning Commission. The parking will be
extended easterly into the vacant area alongside the railroad tracks. In
reviewing the operation of the facility, it does not appear that additional
parking is warranted at this time. The development of the outside seating
area resulting in the loss of 6 parking spaces will likely contribute to the
eventual need to develop additional parking spaces. As you can see on the
attached site plan, there is sufficient area to develop the full complement of
parking required by ordinance, including the 6 spaces lost to the outdoor
seating area.
Council Agenda - 10/14/86
The owner of the site has indicated that they will enter into an agreement
requiring installation of additional parking space if the need arises as
defined by the Planning Commission. The agreement will include a letter of
credit or financial guarantee that the City can tap if need be.
B. Ai.TF.RNATIVE ACTIONS:
1. Motion to approve the proposed amendment to the conditional use
permit allowing outside seating based on the fording that the proposed
use is consistent with the purpose of the PZM zone; and due to the
type of use and the conditions noted, the activity will not be
detrimental to the neighborhood in which it is located. Therefore, the
proposed use is consistent with the comprehensive plan for the city.
Motion to approve is subject to the following conditions:
1. Compliance with the terms of the existing conditional use
permit, including proof of parking provisions.
2. Outside seating hours end % hour atter the kitchen closes or at
10:30, whichever is sooner.
3. No music.
4. Lighting shall be subdued.
6. Additional tree plantings must be completed as identified on the
site plan.
6. Liquor and beer may be served, but liquor may not be poured
outside of the building.
Under this alternative, the Planning Commission believes that the
activity will not result in a problem for the neighbors, The area of
outside seating is relatively small and not intended to be a raucous
party area with loud music and tho like. It's just a place where
patrons may eat outside during warm summer months. Sufficient
separation exists between the outside seating area and residential
uses that should limit any appreciable impact. It could be argued that
outside seating could actually improve the security of the parking lot.
This Is the alternative recommended by the Planning
Commission.
Council Agenda - 10/14/96
i
2. Motion to deny the proposed amendment to the conditional use permit.
This motion could be based on the finding that the proposed use will
likely result in problems for the neighborhood. Perhaps the conditions
outlined will be difficult to enforce and result in activity and noise that
would be a disturbance to the neighborhood. Therefore, due to the
detriment to the neighborhood, the expansion is not consistent with
the comprehensive plan for the city.
C_ STAFF RFCOMMFNDATION:
The Planning Commission recommends approval. The outside seating area
proposed is relatively small and located some distance from the adjoining
residential areas; therefore, it should have a benign effect on the
neighborhood as long as the conditions are met. It might even be argued that
the presence of people sitting outside will have a positive effect on the
security of the area.
More and more, zoning codes are changing to allow a mixing of
commercial/entertainment and residential uses in urban areas.
Sidewalk/outdoor cafes are in many places and are an integral part of the
fabric of city life. As long as tho conditions are met, I beliovc it is safe to say
that the proposed use is consistent with the purpose of the PZM zone and will
not be a detriment to the neighborhood.
Conditions from current conditional use permit; Copy of site plan.
Council Minutes - 11/27/95
6. Consideration of an amendment to the zoning man which would chnngLju
zoning district designation of Part of Lot 4. Bloch 1. L.auring Hillside Terrace
Addition. from R-3 to PZM. Applicant. Vaughn Veit
7. Consideration of an amendment to a conditional use permit which would
allow full use of thp Hillside Partnership mall. Applicant. Hillside
partnership,
8. Consideration of a request to a mhdivid a portion of Lnt 4. Block 1. 1,.q firing
Hillside Terrace. for combination with the Hillside mall prey Applicant.
Vault n Veit
Assistant Administrator O Neill reviewed the history of the Sixth Street
Annex mall, noting that in 1994, the applicant failed to obtain sufficient
votes necessary to rezone a portion of Lot 4, Block 1, Lauring Hillside
Terrace, from R-3 to PZNM for additional parking to accommodate expansion
of a restaurant within the mall; however, they did obtain an amendment to
the conditional use permit which allowed expansion of the restaurant in the
mall subject to a number of stipulations and conditions. One of the
conditions required that 9,100 sq ft of the available space in the mall be left
vacant in order to maintain sufficient parking for the restaurant and current
uses tit the site.
After two years of operating the mall under the restricted use of the facility,
the developer has again requested rezoning so that land is available for
future parking demands and the building can be fully occupied. O Neill
noted that a buffer area would have to be established between the parking
area and the neighboring residential area, and it was the recommendation of
the Planning Commission that Council approve the requests. He also
reported that the owner of the neighboring R-3 property would not support
expansion of the restaurant or additional after-hours activity but was
satisfied with the current use of the property.
Councilmember Herbst expressed opposition to rezoning the proposed area
for parking because it is adjacent to a residential area.
Councilmembers suggested that perhaps rear entrances for customers should
be required as retail spaces are leased to new tenants. It was their view that
customers would not use the rear parking spaces if there were no entrances
in the back of the building. The Assistant Administrator noted that Council
could require additional rear entrances as a condition of the conditional use
permit.
Page 4 (n
Council Minutes - 11/27/95
AFTER DISCUSSION, A MOTION WAS iYLADE BY BRLAA N STUMPF AND
SECONDED BY TOht PERRaULT TO APPROVE AN ORDLNANCE AINIENDNIENT
REZONING A PORTION OF LOT 4, BLOCK 1, LAURING HILLSIDE TERRACE,
FROM R-3 TO PZM TO ACCO` NIODATE 56 ADDITIONAL PARKING SPACES.
Motion is based on the finding that the expansion proposed and associated
rezoning is consistent with the character of the area and is consistent with
the comprehensive plan for the city. Voting in favor: Brian Stumpf, Tom
Perrault, Shirley Anderson, Brad Fyle. Opposed: Clint Herbst. Motion
passed. SEE ORDINANCE AMENDMENT NO. 276.
AFTER DISCUSSION, A MOTION WAS MADE BY BRIAN STUM PF AND
SECONDED BY SHIRLEY ANDERSON TO APPROVE THE CONDITIONAL USE
PERMIT WHICH WOULD ALLOW FULL USE OF THE SDCTH STREET ANNEX
MALL SUBJECT TO THE FOLLOWING CONDITIONS:
1. THE DEVELOPER SHALL PROVIDE PARKING, GRADING, AND
DRAINAGE PLANS SUPPORTING DEVELOPMENT OF AN
ADDITIONAL 56 STALLS. PRIOR TO THE CITY GRANTING AN
OCCUPANCY PERMIT TO ANY OF THE RETAIL AREA
J 9 PREVIOUSLY OFF LIMITS, THE DEVELOPER SHALL OBTAIN
/ WRITTEN APPROVAL OF THE PARKING, GRADING, AND
DRAINAGE PLANS FROM THE CITY ENGINEER
2. THE DEVELOPER SHALL NOT BE REQUIRED TO INSTALL THE
PARKING AREA PRIOR TO OCCUPANCY OF THE NEW RETAIL
AREA; HOWEVER, A FINANCIAL GUARANTEE AND ASSOCIATED
AGREEMENT SHALL BE ESTABLISHED THAT WOULD ALLOW
THE PARKING LOT AND ASSOCIATED REQUIRED LANDSCAPING
TO BE INSTALLED AT THE FULL DISCRETION OF THE
PLANNING COMMISSION AT THE FULL COST OF THE
DEVELOPER
3. THE PORTION OF LOT 4, BLOCK 1, LAURING HILLSIDE
TERRACE, NEEDED FOR PARKING SHALL BE SPLIT AWAY FROM
LOT 4, BLOCK 1, AND ADDED TO THE SL`{TH STREET ANNEX
MAU PROPERTY.
4. PRIOR TO THE CITY GRANTING OCCUPANCY OF THE UNUSED
RETAIL AREA, THE DEVELOPER SHALL PROVIDE A
LANDSCAPING AND SCREENING PLAN THAT MEETS THE
REQUIREMENTS OF THE CITY AS APPROVED BY CITY STAFF.
5. ALL OTHER CONDITIONS AS NOTED BY ORDINANCE AND
INCLUDED IN PREVIOUS CONDITIONAL USE PERMITS ISSUED,
6. PARKING ALONG THE FRONT OF THE BUILDING SHALL BE
LIMITED TO 15•NIINUTE PARKING ONLY AND SIGNED
ACCORDINGLY.
Page 5 (0 6
Council Minutes - 11/27/95
7. ADDITIONAL LIGHTING SHALL BE PROVIDED IN THE REAR OF
THE FACILITY TO IMPROVE SECURITY.
8. REAR PUBLIC ENTRANCES MUST BE INSTALLED AS NEW
TENANTS LEASE RETAIL SPACE.
Motion carried unanimously. Motion is based on the finding that the
conditional use permit with conditions as noted will result in a land use that
is consistent with the character of the area, will not result in a depreciation
of adjoining land values, and is consistent with the comprehensive plan.
A MOTION WAS MADE BY BRIAN STUMPF AND SECONDED BY SHIRLEY
ANDERSON TO APPROVE THE SUBDIVISION OF A PORTION OF LOT 4,
BLOCK 1, LAURING HILLSIDE TERRACE. Voting in favor. Brian Stumpf,
Shirley Anderson, Tom Perrault, Brad Fyle. Opposed: Clint Herbst. Motion
passed.
Council Agenda - 10/14/96
At our June 10 Council meeting, representatives of the Masonic Lodge
approached the Council with a proposal for the City to take over ownership
and operation of the Riverside Cemetery. The Council had generally
approved the idea of taking over ownership of the cemetery after further
investigating the cost of operations.
Currently, the general day -today operations at the cemetery are handled by
three individuals. Mr. Bill Kearin is probably the most knowledgeable of the
cemetery's operation and has been a good resource for the staff to consult
with regarding its day -today operations. Mr. Kearin has recently been more
involved with the placing and setting of headstones, and the City hopes to
continue utilizing his services for that purpose. Since Bill goes south for the
winter, the Lodge has hired a separate caretaker as the contact for potential
sales and marking of grave sites for upcoming funerals. Ms. Mary Bray is
the current Sexton and is compensated $180 per month. At this point, it is
the City's intention to continue utilizing her services over the winter months
and finalize a job description that can be used for contracting next spring.
During the winter, the City will be obtaining bids from interested parties for
providing the caretaker service along with contract mowing and leaf cleanup.
The Masonic Lodge has currently used Carefree Lawn Service on a contract
basis for mowing and leaf pickup. It is the staff's intention to also contract
this service by advertising for bids next spring in conjunction with our other
requests for mowing bids at various public facilities. For your information,
Carefree is our current contract mowing service that the City uses.
The third primary contract service that is utilized is Mr. Ray Glunz of
Buffalo who does the grave site excavation and backfilling, along with
restoration services. Likewise, it would be our inanition to continue utilizing
Mr. Glunz's services at this time based on tho recommendation of the Lodge,
who has been happy with his services provided.
It is our intention that the cemetery should be run as an enterprise fund
similar to our sower, water, and liquor operations. In other words, the
revenue generated from the operation should be sufficient to cover its
expenditures. A preliminary budget was prepared outlining the general
revenue and expenditures expected during the first year of operation. A copy
Council Agenda - 10/14/96
is enclosed for your review. The Masons have indicated that they have had
sufficient revenue from sales of grave sites annually to cover the cost of its
general operations, and it may be assumed that the City would likewise be
able to operate without using tax dollars to support it. Hopefully this is true;
but I think the City will be expected to maintain the cemetery to a higher
standard than maybe the Masonic Lodge was able to do. While there do not
appear to be major improvements that need to be done immediately, it may
be beneficial to repair some of the fencing surrounding the cemetery in the
future and also add additional fencing to unfenced areas. Some interior road
maintenance may be required, which could ultimately lead to some
additional paving of driving areas to avoid washouts. If funding was tight for
the Masons, mowing would be stretched out as far as possible, whereas the
City will likely be expected to mow more often. Until we at least have a
year's operation to go by, we can only assume the Masonic Lodge's general
budget is fairly accurate, and we have utilized most of those coat estimates in
our preliminary budget. For 1997, no additional funds were included in the
City's budget, as it was assumed the operation would be self-sufficient; and
any cost overruns would come from the approximate $12,000 to $13,000
surplus that will be transferred to the City as part of the overall ownership.
After we've got a better handle on our expenditures annually, we can then
decide whether we need to raise additional revenue by increasing the cost of
future grave sales.
According to state statutes, the City has the authority to accept and operate a
cemetery. A basic resolution has been prepared for Council action that
acknowledges the transfer of the cemetery and the perpetual care funds.
Mr. Jim Fleming, attorney for the Masonic Lodge, is preparing the necessary
deeds and documents for the transfer from the Lodge, and our City Attorney
has reviewed the abstract and resolution. At this point, all that is left is the
official acceptance of the operation and transferring of operating and
perpetual care funds to the City.
B_ ALTERNATIVE ACTIONS;
1. Adopt the resolution accepting the transfer of the Riverside Cemetery
and perpetual care funds from the Masonic Lodge. C s
en i k� 1 Ow-: w�
Under this alternate, the City would officially take over the
ownership and operation of the cemetery and continue to utilize the
services of Mary Bray as caretaker and Carefree Lawn Service for leaf
cleanup, along with Ray Glunz Excavating for grave digging services.
2. Do not accept transfer of the cemetery.
Council Agenda - 10/14/96
C. STAFF RECOMMENDATION:
It is the recommendation of the Public Works Director and myself that the
City continue contract operations with the present services through the
winter, allowing us time to finalize the contract specifications for the Sexton
and to then advertise for proposals from interested parties in the spring.
This would be the easiest transition for the City during the winter months,
and we should be able to incorporate the contract mowing into our basic bid
documents next spring and finalize the role of the contracted caretaker. On
the recommendation of the Lodge officials, John and I can find no reason why
we shouldn't continue with the excavating services of Glunz Construction of
BaUo at this time.
Our City Attorney, Dennis Dahlen, working on behalf of Paul Weingarden,
has not yet had a chance to do a title opinion on the cemetery property. In
addition, Mr. Dahlen also suggested that any transfer of funds be contingent
upon a review of the cemetery finances to make sure the City is receiving all
of the funds associated with the cemetery and isn't assuming some type of
liability. If the Council accepts the transfer Monday night, any motion
should be contingent upon a review of the accounting procedures and
acceptable title opinion on the land.
Copy of proposed resolution; Preliminary budget estimates.
RESOLUTION 96 -
RESOLUTION ACCEPTING THE TRANSFER OF
RIVERSIDE CEMETERY AND PERPETUAL
CARE FUNDS FROM MASONIC LODGE
WHEREAS, the Monticello Masonic Lodge #16 A.F. & A.M. has owned and
operated the Riverside Cemetery in Monticello since 1883; and
WHEREAS, the Masonic Lodge has determined it would be increasingly difficult to
continue to operate and maintain the cemetery due to declining association
membership; and
WHEREAS, the Masonic Lodge Board of Trustees has voted to authorize and
request the City of Monticello to accept the transfer of the Riverside Cemetery and
to continue to operate, maintain, manage, conduct, and control the cemetery,
including the selling of lots and the administration of all remaining perpetual care
funds; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of Monticello:
The transfer of all records, property, and funds of the Masonic Lodge
Cemetery Association is hereby accepted.
The transfer of all perpetual caro funds is also accepted and will be used and
administered by the City for the same purposes as originally established.
The City Council may establish rules, regulations, and policies to conduct,
manage, and maintain the transferred cemetery as needed.
Adopted by the City Council this 14th day of October, 1986.
Mayor
City Administrator
ESTIMATED 1887
RIVERSIDE CEMETERY BUDGET
(Operating Fund)
Beghuiing Cash Balance (est.) 11/1/96: $12,600
REVENUE:
Grave sales - est. ave. 30 per year 0 $360 ea. $10,600
Grave openings/closings ® $325 ea. 4,876
Interest income 260
TOTAL REVENUE $16,626
EXPENDITURES:
Caretaker - Sexton (currently $160/month)
$1,800
Contract mowing/leaf cleanup (currently $600/time)
7,000
Excavating - grave openings/closings (16 0 $300)
4,600
Black dirt replacement
376
Fence repairs
2,000
Tree trimming - cleanup
600
Road - driveway maintenance/snow removal
1,600
Miscellaneous expenses
600
TOTAL EXPENDITURES
$18,176
Est. Ending Balance 12/31/97 $9,960
CEMETERVAI: IWOM6
Pape t
mI
1897 BUDGET
L
RIVERSIDE CEMETERY
(Perpetual Care Fund)
Est. Beginning Balance 11/1/86 $18,600
Additional charge from each grave opening
($60 X 15 openings) 760
Additional fee fi. on each grave sale
(30 ® $60 e..ch) 1,600
Interest income _1-000
Est. Ending Balance 12/31/87 $22,760
7CJ
CEMETERY.97: 1011M "2
t.
A
RIVERSIDE CEMETERY
SPECIAL ITEMS
1. Surveying in west end.
2. Filing roadways blading.
3. Minor fill of graves with black dirt and seed.
4. Fence repair.
5. Weed spraying.
6. Snow plowing in winter for general access.
7. More frequent mowing.
8. Tree thinning and removal.
9. Pumphousc and faucet system maintenance.
10. Fence additions, spcciftcWly the east side.
11. Sweeping.
12. Stone straightening.
13. Pick up mid dispose of old flowerslbaskcts in the spring.
C .�iQ7r.:�dI -M
7D
Council Agenda - 10/14/96
C.1 1;1 1 r: 71 1 111 1,1 N 11 •'1 1 1 I • rl,
i • x111 1 ii k=
The Monticello Joint Fire Board recently met to review the 1997 proposed
fire department budget, which included discussion on finalizing a policy
allowing the fire department to charge individuals and businesses for false
alarms and to consider establishing an annual salary structure for various
officers of the fire department.
FADE ALARM POLICY
As you may recall, the Council discussed last December the idea of
establishing a new policy that would allow the fire department to charge
individuals or businesses for numerous false fire alarm calls. With the
advent of security systems becoming more popular in businesses and
residential properties, the fire department was seeing an increase in the
number of false alarms that were occurring. Each fire call has to be
responded to and costs the Joint Board money for salaries of firemen who
respond. The Joint Board felt it would be appropriate to establish a policy
that allows each property owner one false alarm annually; but after receiving
a warning, the second false alarm would allow the department to send a bill
for $100, and each false alarm thereafter would cost $250. Many false
alarms occur when there may be a problem with their security alarm system
that simply needs adjusting; and unless there's an incentive, many
businesses or property owners fail to promptly have their system serviced.
The policy is simply intended as a mechanism for the fire department to
charge for obvious repeat offenders and as an inducement to have property
owners make sure their systems are serviced and operating properly. In all
likelihood, there will be very few individuals that will actually end up being
charged for a fire call, but the Joint Board felt it would be appropriate to
adopt this policy giving us the opportunity to charge if we find obvious
violators.
It was the consensus of the Council last December to table action on the
adoption of this policy pending input from Silver Creek Township and the
City of Otsego who are serviced by our fire contracts. Both jurisdictions were
notified of our proposed policy, and we requested input from them. I have
not received any official word from the City of Otsego regarding this potential
policy, but Silver Creek Township has indicated they would be in agreement
with such a policy and feel also that it's a way of keeping the fire department
cost down, which will ultimately help them in keeping their contract fee
reasonable. Monticello Township officials have also indicated support Ibr
this policy.
Council Agenda - 10/14/96
At this time, the fire department would not have the authority to place any
unpaid bill as a lien against the property if the false alarm occurred outside
of the city of Monticello. In our situation, it is assumed any unpaid false
alarm charge could be placed as a Gen against their property taxes similar to
any other delinquent charge; and if the bill occurred in Monticello Township,
it would be the Township's responsibility to collect the bill in any manner
they see fit. As far as charges occurring in the City of Otsego or Silver Creek
Township, we are proposing that contract language be added to the renewals
January 1 for these two jurisdictions that indicates if a bill is unpaid, it
would be the responsibility of the Township or City to reimburse the fire
department for the expenditures. In exchange for adding this language to a
contract renewal, the Joint Board recommended keeping the fee the same at
$35 per parcel for these contract renewals. If the Township and/or City
governments were not agreeable to this contract language change, the Joint
Board would have to look at increasing the annual fee higher than the
present $35 amount. It is believed this would be enough incentive for the
contract jurisdictions to accept a contract modification.
DECISION 1- FALSE ALARM POLICY
Adopt the policy recommended by the Joint Fire Board establishing a
fee of $100 for the second false fine alarm within a 12 -month period
and a fee of $250 for the third or more offense.
Under this alternative, fire department personnel would hand or
deliver a notice after the first false alarm of the City's policy outlining
the future charges if false alarms continued to occur. Each individual
or business would be then billed the appropriate amount; and in the
case of the City of Monticello, any unpaid bill would simply be placed
as a lien against the property after a public hearing notice. As far as
other jurisdictions are concerned, it would be the responsibility of each
jurisdiction to reimburse the fire department if the individual did not
pay the bill.
Do not adopt the policy on false alarm charges at this time.
It is the recommondation of the Joint Fire Board that a policy be adopted as
outlined under alternative 01 above.
Council Agenda - 10/14/96
II. SALARY SCHEDULE • FIRE DEPARTMENT OFFICERS
The second item discussed at the recent Joint Fire Board meeting Concerned
the establishment of an annual wage structure for various fire department
officers in lieu of the present policy of simply allowing officers to be paid $7
for each fire whether they attended or not. Fire Chief Mark Wallen had
indicated a survey of various municipalities showed that some volunteer fire
departments establish annual salaries for various officers such as Chief,
Assistant Chief, Captains, Secretaries, and Treasurers, etc. It was his
recommendation that the Joint Fire Board consider recommending to each
jurisdiction that a salary schedule be adopted in lieu of our present policy.
Currently, the Chief, Assistant Chief, Secretary, and Treasurer each receive
$7 for every fire call, whether they attend or not. In reviewing the 1995 fire
calls, the four positions received approximately $1,865 total for compensation
above what they would have earned had they been paid only for the fire calls
attended. This compensation varied amongst the individuals and ranged
from $365 to $580 but did not necessarily reflect the amount of work each
officer may have had to put in.
It was recommended by the Joint Board that Monticello Township and the
City Council consider the following proposed salary schedule for various
officers of the department: J
Chief $1,800 annually I S00
Asst. Chief 600 11, a t"
Treasurer 160 ^� I,
Secretary 300 U
Captains 300 ;; a —
Training Officer 1 600 b
Training Officer 2 inn { A
TOTAL . $4,350 lit) 0
In addition to the Pour officers who had previously been allowed additional
compensation, it was recommended that the two Captains and the two
Training Officers also be included if a salary schedule is adopted. The reason
for adding additional officers is that it is becoming difficult to find volunteers
to conduct training seminars each month when no additional compensation is
provided. This small amount of annual compensation for each individual
would acknowledge that extra time is needed for these various fhnctions
performed. For example, the Fire Chief estimates that he spends up to 15
hours a week average on fire department -related business and in 1995
received approximately $485 above the fire call wages for these hour's spent.
While the Fire Chiefs case may be unusual, a lot of unpaid time is put in by
these various officers whether it's training or the Secretary who keeps the
minutes and prepares the payroll documents. As far as the 1997 budget is
10
Council Agenda - 10/14/96
concerned, it was noted by the Joint Board that if the Township and City
Council approve the establishment of a salary schedule beginning in 1997,
the additional $2,500 that would be needed could simply be reallocated
amongst other expenditures and would not require the total fire department
budget to be increased at this time.
DECISION 2 - SALARY SCHEDULE - FIRE DEPAMMENT OFFICERS
The first alternative would be to approve the adoption of a salary
schedule for the eight officers as outlined above rather than continuing
the present policy of paying some of them $7 per hour for each fire call.
Adoption of the above schedule would add about $2,500 to the salary
category for 1997.
Do not adopt a salary schedule at this time and continue with the
present policy of paying $7 for each fire call to the four officers
whether they attend the fire or not.
Adopt a salary schedule different than the one proposed above.
V STAFF RFCOMMRNnATION • DECISION 2:
From my standpoint, the present policy of paying certain officers $7 for each
fire call whether they attend or not does not seem to be logical in relation to
the time that may be spent by that individual. For example, the Fire Chief
might spend 15 hours a week on fire department duties and receive very
little compensation for this if he attends most of the fires anyway; whereas,
some other officer with limited responsibilities would receive the same
amount of money even if they only attended half the fires. It would be my
recommendation that a salary system be established similar to alternative ql
and eliminate the present policy of paying whether they attend a fire or not.
None.
v
Council Agenda - 10/14/96
9. Co aid ration of m n mnntn to .pion �d non pion sl lc
1_eave/severence policy, (R.W.)
As part of our union negotiations and contract settlement last April, the City
Council had agreed to investigate further the idea of amending our present
sick leave policy in regard to the maximum number of days that could be
accumulated and the severence policy relating to unused sick leave. A
number of points were discussed by the negotiating committee, which
included Councilmember Herbst and myself, that warranted further
investigation. As part of the contract settlement, the City had agreed that if
any changes were approved for the non-union members, the union
membership would receive the same benefits retroactive to April 1, 1996.
This agenda item is really covering two areas concerning our sick leave
policy, one being possible amendments to the number of maximum days an
individual is allowed to accumulate, and the second being how an individual
is compensated for any unused sick days upon leaving the City employment
in good standing or through retirement. Although these issues are certainly
directly related, the Council may want to take action on each item separately.
MAXIMUM BICE LEAVE ACCUMULATION
Currently, both the union contract and our general personnel policy for non-
union employees indicates that a maximum of 100 days is allowed to be
accumulated under our sick leave program. Currently, all employees receive
one day per month for sick leave benefits; and therefore, if no sick leave is
used by an individual, it would take a little over eight years to accumulate
the maximum number of days. For an employee who did not use any sick
leave for whatever reason, he or she would no longer receive any additional
sick leave accumulation once they've reached that 100 -day mark. Union
personnel were asking for an increase in the maximum accumulation above
the 100 -day amount, as they feel a good employee who has not abused or
been required to use a large amount of sick leave days should not be
penalized by no longer accumulating any additional days but should be
rewarded by the City through some method, There certainly is merit to those
comments in that if an employee uses sick leave benefits, they can continuo
to cam now hours as time goes on. For someone who has boon fortunate
enough to remain healthy and not use sick leave benefits, there comes a point
where they no longer receive the additional sick leave benefit. It could be
argued that there will no longer be an incentive for an employee to not take a
day off hero or there under the sick leave provision once they've reached the
12
Council Agenda - 10/14/96
maximum since there is no reason to not use a day occasionally. From that
standpoint, it may certainly be beneficial for the City to consider allowing
some type of increase above the 100 -day maximum, and some ideas for
amending this provision are as follows:
1. An employee could be allowed to continue banking sick days
above 100, but they would only be used by the employee for a
major illness after the 100 days were used up. This provision
would at least indicate to an employee that the City will still
keep records of additional days; and if a major illness did occur,
days would be available. But you could establish that they're
not available for severence pay benefits.
2. The City could allow an employee to accumulate one-half of a
day per month for sick leave once they reach the 100 -day
maximum.
3. The City could allow one-half of a day per month after 100 days
to be set aside into a deferred compensation program that
needed to be matched by the employee toward retirement
benefits. This would be an incentive for an employee to put
away funds for eventual retirement by requiring the employee
to match the equivalent of the half -a -day that the City would be
contributing after they've reached the maximum.
4. For those individuals that have already reached the maximum,
the City could agree to provide an exchange of each additional
year's worth of sick leave benefits to be exchanged toward the
cost of providing single health insurance coverage to the
employee upon retirement for one year.
b. Increase the maximum number of days to be accumulated from
100 to 120 or some other amount.
All of the above examples aro ones that are being currently used by other
communities in Minnesota. It's very common for cities to reduce the amount
of sick leave that has accumulated after they've reached a maximum number
of days; but in many cases, the reduced accumulation is allowed to be used as
vacation or toward paying for health insurance premiums upon retirement,
or even paid in cash at the end of a year. The idea is to recognize and reward
an employee for not utilizing sick leave unnecessarily but give them a reason
for saving as much as possible.
Council Agenda - 10/14/96
SEVERENCE PAY PROVISIONS
The second part of this item concerns the amount of benefit that is payable
from sick leave accumulation upon retirement. Although the percentages
vary depending on the number of years between union and non-union
employees, generally speaking, any employee who has worked for the City
longer than 10 years can receive 50% of their unused sick leave benefits upon
retirement up to a maximum of 50 days' pay. In other words, an employee
who has accumulated the maximum of 100 days would receive 50 days' pay.
The union had sought during the negotiation to have 100% of their sick leave
benefits usable by the employee for maintaining health insurance coverage
after retirement. The logic for this request is that it may encourage an
employee to consider earlier retirement than age 62 if there is a method for
continuing health insurance coverage until Medicare kicks in. Many
communities do allow unused sick leave to be used for continuing health
insurance coverage. There are actually benefits for both the employee and
the employer if unused sick leave is paid out in health insurance premiums
rather than in cash upon retirement. From the employer's standpoint, the
City is able to spread out the coat of the eeverence pay over a number of years
rather than in one lump sum. From the employee's standpoint, current tax
codes do not ennsider as income any payment made by the City for continuing
health insurance coverage to an employee who retires. If the employee
received the sick days paid in cash, it is currently considered taxable income
in the year received. From this standpoint, it may certainly be beneficial for
an employee to have the eeverence pay used for continuing health insurance
coverage if he needs health insurance anyway.
Although it certainly doesn't seem to be a problem to allow an employee to
use eeverence benefits for continuing health insurance coverage, the union
had originally requested during negotiations that the percentage of the sick
leave days be increased tom 50% to 100% eligible for payment. A possible
suggestion for increasing the percentage may be to tie it to the years of
employment. For example, non-union employees currently aro eligible for
sick leave severence benefits as follows:
After 5 years employment: 25% of unused sick leave
After 10 years: 5096
To recognize longer-term employees, the policy could be amended to add 3%
per year to the amount of benefit that would be payable upon retirement.
For example, if someone is a 20 -year employee, they would receive 80% of the
unused sick leave at retirement. After 27 or 28 years, they would reach the
maximum of 100% of any unused sick days. The City could further tie the
increase above 50% to how the soverence benefit was paid. If the employee
opted for cash at retirement, we could leave the percentage at 50% or
Council Agenda - 10/14/96
whatever is established but consider a higher percentage if the funds were
used by the employee for continuing health insurance coverage. The higher
percentage would probably still be beneficial to the City in that we would not
have to come up with a lump sum upon retirement but could spread it out
over a number of years to cover health insurance costs.
Some of you may be questioning why would the City want to increase any of
the benefits for severence pay or sick leave accumulation after a contract has
been signed or separate them from salary negotiations? Aside from the fact
that the negotiating committee had agreed and also the City Council by
agreeing to the contract renewal that we would investigate and discuss
possible sick leave benefit amendments, there can be a plus for the City
under these types of changes. As we continue to have longer-term employees,
incentives for someone considering early retirement may be important.
Many times I've heard that an employee may consider early retirement, but
the issue of continuing health insurance coverages is too costly, and they will
continue working so that they can have this coverage available. In analyzing
the pay structure for union employees, replacing a longer-term employee at
the top of their wage scale with a new union employee, the City would save
over $16,800 in wages over the first five years because of our step system.
Similar savings would likely occur from almost any other position within the
City and would certainly outweigh any additional cost the City would incur
by increasing sick leave reverence benefits.
R_ ALTERNATIVE ACTIONS:
DECISION 1 • MAXIMUM SICK DAY ACCUNUI.AMON
1. The sick leave policy could be amended to allow accumulation of days
over 100 to be used for a major illness only after the 100 days are used.
2. Allow days over 100 to be accumulated with half a day to be
accumulated toward deferred sick leave and the other half for
additional vacation days.
3. Amend the policy to allow conversion of % day over 100 to be paid into
a matching deferred compensation program for the employee.
4. Allow maximum accumulation of 120 days.
G STAFF, F..O MF.NDATION - D ..ISION L
While 1 believe all of the above options am intended to acknowledge and
roward an employee who has not used much sick leave benefits, it's hard to
pick one as a specific recommendation. At a minimum, l would suggest that
Council Agenda - 10/14/96
an employee be allowed to accumulate additional da
yr above the 100 even if
it's only used for a major illness of that employee and not for reverence
benefits. Without any additional incentive, there really is no reason for an
employee not to use an occasional sick day as time off once the 100 days are
accumulated if the City is not willing to recognize this accomplishment.
From a savings for retirement concept, the idea of accumulating S4 day of pay
toward a deferred compensation program if the employee matches it certainly
encourages an employee to save for future retirement purposes.
DECISION 2 - SEVERENCE PAY FOR UNUSED NICK LEAVE DAYS
1. The present policy could be amended to allow a retiring employee the
option of utilizing unused sick leave benefits to be paid by the City for
continuing health insurance coverage upon retirement based on the
following percentages:
After 6 years of employment: 2696 of unused sick leave
After 10 years: 60%
For each year thereafter: An additional 3'%
2. Amend the policy to allow use of reverence benefits for continuing
health insurance coverage at retirement but refer only 60% of the
unused sick days.
3. Allow use of unused sick leave to be used toward health insurance at
the percentages established under alternative 81; but if the benefits
are accepted in cash upon retirement, the benefit would be payable at
only 60'% of the unused days rather than the higher percentage.
4. Other options to be considered by Council.
(: RT FF F .OMMF.NDATION -DECISION 2:
It appears that its becoming more commonplace for cities to allow employees
to use unused sick leave soverenco benefits as payment toward health
insurance coverage upon retirement in lieu of a cash payment. From the
City's standpoint, it becomes beneficial in that a lump sum does not have to
be expended immediately; and from the employee's standpoint, it can be an
inducement for early retirement. As I noted earlier with one example, a
union employee at the top of the wage scale would currently be paid $15,800
more than a new employee would receive over the first five years of
employment. This could certainly offset any increased cost the City would
experience by allowing a larger percentage of sick leave benefits to be used
by an employee toward retirement insurance cost. I believe that anything
Council Agenda - 10/14/96
r
the City can do to make it easier for someone who may be considering early
retirement, to do so would not be detrimental to the City. Likewise, tieing in
the amount of unused sick leave to length of employment seems logical as a
way of rewarding longer-term employees. Alternative #1 would accomplish
this recognition.
Although the initial discussion on these sick leave benefit changes was part
of our union contract negotiations, it is assumed any benefit changes would
be made part of our overall personnel policy and would be applicable to all
City employees retroactively to April 1, 1996.
Copy of union contract addendum.
MEMORANDUM OF UNDERSTANDING
CONCERNING CONTINUED DISCUSSIONS ON POSSIBLE
SEVERENCE PAY MODIFICATIONS (Section 82.01)
As part of the negotiated labor agreement for the period April 1, 1996, to April 1,
1998, the City of Monticello and the International Union of Operating Engineers
Local No. 49 mutually acknowledge that the City of Monticello will be considering
possible amendments to the reverence pay provisions that would allow all City
employees to utilize at least 50% of the accumulated sick leave benefits toward
continuation of health insurance premiums by the employer upon retirement.
It is understood that further discussions will occur on the feasibility of establishing
a formula that may enhance the number of days that can be accumulated and/or
percentage of accumulated sick leave that could be used toward continued health
insurance coats.
It is also mutually agreed that any modifications to the reverence benefit would be
applied retroactive for Local No. 49 employees to April 1, 1996.
CITY OF MONTICELLO
(Z L�P,�City Admini
Dated: April 0—, 1996.
8EVEMMEAM VITW
INTERNATIONAL UNION OF
OPERATING ENGINEERS
LOCAL N0.49
Authorized Signature
Council Agenda - 10/14/86
k REFERENCE AND BACKGROUND:
In 1991 and 1892, $11,800 was included in the budgets for those years to
cover the cost of office dividers for the city hall workstations. The intent at
that time was to look at providing a workstation structure that would lessen
the noise between each desk and also provide a better appearance from the
present cluttered atmosphere one sees when now entering city hall.
In 1992, quotes were obtained from office equipment suppliers for
workstation enclosures that would not only provide soundproofing between
workstations but would include the actual desk, file cabinets, and other office
furniture as part of the package. Because of the high cost for the conversion
estimated at between $10,000 and $20,000, the idea was dropped at that time
but has now become more important, as it has become a problem with noise
levels between workstations interfering with the employees' ability to
conduct conversations or general work. In addition, with the additional filing
cabinets, computer workstations, fax machines, and other office equipment
purchased over the years, the appearance of our office has not improved but
is becoming more cluttered.
A quotation was received from Marco Business Products out of 3t. Cloud for
the purchase and installation of various freestanding workstation dividers
that could be placed around each desk location to not only beautify the office
atmosphere but also provide noise reduction between each desk. Depending
on the location of the workstation, the panels would be of various heights,
still allowing each workstation the ability to see customers. We had initially
hoped to find office dividers that were used to keep the cost down; but this
has not been feasible, and the proposal is to purchase dividers as outlined for
each location at a total cost of approximately $3,200, which would include a
desk divider partition for the building inspection office. In comparing this
cost to replacing the desk with a now workstation system that includes
dividers with desk and file cabinets built in, this is a much more efficient
way of creating a workstation separation and noise reduction and also to
provide an attractive appearance to the public.
B. ALTFRNATIVF ACTIONR:
Authorize the purchase of the various desk divider partitions as
outlined at a total cost not to exceed $3,200.
Do not authorize the purchase.
Council Agenda - 10/14/96
It is my recommendation that the workstation dividens be approved as
outlined. Although the office work area will appear more attractive to the
visiting public, the main reason is to provide some privacy between
workstations and to reduce the noise level that is currently existing because
of the close proximity of each desk. The dividers as proposed will not isolate
anyone from viewing customers as they enter and will still allow each station
to be easily accessible to each other and to the public. There are sufficient
funds budgeted from prior years to cover this expenditure.
Sketch of workstation areas to be provided dividers.
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Council Agenda - 10/14/96
t t . Consideration of advertisement for hide for a 100-hornenower
4- wheel thrive snow hlower/nlnw for elenring tyhe_Fa hway Rystem
and sidewalks. (J.SJ
A. F.F . F.N .. AND BACKGROUND:
During our previous budget meeting, the City Council requested additional
information on the possible purchase of a heavy duty piece of equipment
ideally suited for snow removal from sidewalks and pathways. Rather than
wait for the next budget meeting, City staff received a request from the Parks
Commission and Monticello Community Partnere to bring this issue to the
Council in the hopes of getting equipped as soon as possible to clear the
pathways this winter. Consequently, prior to making a decision to advertise
for bids or purchase a piece of equipment for this use, the City Council must
first determine if they wish to remove snow from the pathway system. The
actual pathways to be cleaned or not cleaned do not have to be determined at
this time, they can be determined at a later meeting; however, I have
enclosed a map of the pathway system for your review. This map was taken
out of the Updated Comprehensive Plan. The School Boulevard pathway is
projected to be a major problem due to drifting.
The most suitable piece of equipment that we have been able to find for the
snow removal and maintenance on sidewalks and pathway systems is the
unit with the performance characteristics and size of the Trackless MT. This
is a 4 -wheel drive articulated tractor with 100•horsepower and made for the
use of several attachments. The Minnesota Cities User List for this type of
equipment is extensive. Many cities have found this piece of equipment to be
ideally suited for winter snow removal from pathways and sidewalks. In
addition, the amount of different attachments available for this unit now
make it suitable for year round usage. Some cities, such as the Anoka Parks
Department, believe the piece of equipment is not the best piece of equipment
for continual all summer long mowing. One can purchase less expensive
mowing equipment which would allow the unit an extended life for its
primary purpose of snow removal.
For our specific purpose, we feel that the piece of equipment should be
specifled with the snow blower, with an option to purchase a V plow and
sand/salt spreader for the rear. It would be an impossible task to keep the
pathway black and completely five of snow, but the sand/salt spreader would
at least allow us to control any major icing problems.
20
Council Agenda - 10/14/96
We have included a brochure on the trackless unit, which is the type of
equipment the specifications were drafted for, along with a list of the
different attachments available for summer use as well as winter use. We
also have a short video tape that would beneficial for the City Council to am.
The Public Works Department recently had a demonstration of a blacktop
cold planer, which was attached to a bobcat and used for removing blacktop
for patching operations. The unit that attaches to a bobcat sells for around
$20,000. In order to be able to use the MT style of tractor for a cold planer,
the tractor specified must have a deep reduction transfer case installed at the
factory during its manufacturing, to add such a transfer case later would be
extremely expensive. With the deep reduction transfer case installed on the
tractor unit, the cold planer could be added some time in the future at a cost
of around $14,000. The planer cute the amount of time necessary to do street
patching -significantly. As our core streets get a little older, patching becomes
a major operation for the street department during the summer months.
The estimated coat of a 4 -wheel drive articulated tractor with a snow blower
is $64,000, excluding sales tax. The cost of the deep reduction transfer case
to add an attachment like the cold planer in the future is $5,000, a hydraulic
operated sand/salt rear -mounted spreader would be about $4,000, and the V
plow is expected to be $2,300. Adding these items would bring the cost of the
unit to about $75,300, excluding sales tax.
The first alternative is to approve the specifications for the 100 -
horsepower 4 -wheel drive tractor to include the snow blower, with
options for the V plow, salt/sand rear -mounted spreader, and the deep
reduction transfer case. Bids would be returned November 7, 1996,
and would be reviewed by the City Council on November 11, 1996.
Assuming a 30 -day delivery, this piece of equipment could be here in
early December.
The second alternative would be to advertise for bids for the tractor
but to leave out the deep reduction transfer case or the option for a
sandlsalt spreader.
The third alternative would be to advertise for a used piece of
equipment. Most cities trade after 12-15 years, so we could buy a
1981-1983 model, but probably well worn.
Council Agenda - 10/14/96
The fourth alternative would be not to advertise for bids for this piece
of equipment, either based upon the City Council deciding not to clear
snow from the pathway system or to use other means to remove the
snow such as contracting.
C. STAFF RRRCOMMENDATION:
The piece of equipment described above is a recognized standard for cleaning
sidewalks and pathways among many communities across Minnesota.
However, it does need an operator, and the City will have to look at the time
frame on which they will clean the pathways. A normal snow event for us
can mean plowing streets and parking lots for one or two days and hauling
snow off Broadway the next evening, which puts the major part of the crew at
home sleeping the following day. John Lukach is assigned to sidewalks
(which we currently remove snow from) and could get started on the pathway
system immediately after they are cleaned. If we do not have a major storm
event, the Street Superintendent and/or people Brom the Water/Sewer
Department could be utilized, but one would not normally expect the
pathways to be cleaned until three days after the end of a snow event. More
than likely, we may have them done earlier, but our main priorities are
streets/parking lots; and with the variable weather conditions in the winter,
it would be difficult to guarantee a one- or two-day time frame without
adding additional manpower or contracting.
It is the recommendation of the Public Works Director to approve the
specifications and authorize advertisement for bids as outlined in
alternative ql should the Council choose to remove snow from the pathways.
Between now and the 11th of November, City staff will investigate the
manpower issues and look at a more firm schedule for completing the
pathways, and we could talk to a few contractors and get some estimated
coats for contracting snow removal on the pathway system.
Copy of the specifications and brochures; Copy of pathway system map.
22
pRAfl
SPECIFICATIONS
FOR
ONE (1) NEW 100 HP DIESEL POWERED
SIDEWALK/PATHWAY PLOW & SNOW BLOWER
FOR THE
CITY OF MONTICELLO, MINNESOTA
Prepared by Jodm P- Simok
Public {Yorks Director
October 11, 1996
CITY OF MONTICELLO
ADVERTISEMENT FOR BIDS
FOR
ONE (1) NEW 100 HP DIESEL POWERED
SIDEWALK/PATHWAY PLOW & SNOW BLOWER
Notice is hereby given that sealed bids for furnishing a new 100 HP Diesel Powered
Sidewalk/Pathway Plow & Snow Blower will be received by the City of Monticello until ! 0 a.m. on
Thursday, November 7, 1996. These bids will be publicly opened and read aloud at said time.
Each bid shall be submitted on a proposal form which is attached to the specifications.
Specifications are on file in the office of the City Administrator, 250 East Broadway, Monticello,
Mumesota 55362. Specifications will be furnished free upon request.
All bids must be sealed, marked "100 HP Sidewalk/Pathway Plow & Snow Blower", and
addressed to the City Administrator. Each bid shall be accompanied by a certified check, cashier's
check, or bid bond in the amount of 5% of the total amount of the bid. Bids shall be based on such
payment for the product described in the specifications.
The right is reserved to rejea any or all bids and to waive informalities therein. Bids may be
rejected for any alterations or erasures.
BY ORDER OF THE CITY COUNCIL
Date: October 14, 1996
Rick Wolfsteller
City Administrator
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11B
GENERAL SPECIFICATIONS
FOR
ONE (1) NEW 100 HP DIESEL POWERED
SIDEWALKIPATHWAY SNOW PLOW & SNOW BLOWER
Y:..01.I)�.
All bids must be written in ink or typewritten. All bid envelopes must bear the inscription
"100 HP Sidewalk/Pathway Snow Plow & Snow Blower", as well as the name and address of the
bidder. Envelopes to be addressed to the City of Monticello, P.O. Box 1147, 250 East Broadway,
Monticello, Minnesota 55362.
Bids must be submitted on official bid proposal forms and must be in a sealed envelope.
Product specifications and literature including warranty information must be provided with bid.
3. INTENT
It is the intent of the City not to be restrictive to any one manufacturer. However, the unit
desired must be a new current production model and meet or exceed the enclosed standards, and any
unit firmished which does not meet or exceed the specifications may be rejected and returned to the
bidder at his expense. All items appearing in the bidders regular specifications, which are in addition
to these standards, are assumed to be included in the bidder's proposal. Requests for any major
variations fi-om bid specifications, (such as engine, transmission) must be made in writing and received
by the Director of Public Works at least five (5) days prior to the bid opening. Additionally, all
variations from speciflcatiore (if any) must be noted and attached as pan of proposal form or bid will
be disqualified.
4. BID AWARD
Bid award will be made and contract executed by the City of Monticello. Award of contract
will be based upon, but riot necessarily limited to: a) Price; b) Delivery date; c) Pans and service; and
d) Analysis and comparison of specilication details. Bidder to include freight charges to the City of
Monticello, additional freight charges are not allowed. All pages shall be signed or initialed by
authorized bidder's representative as indicated at the bottom of the page(s) of the request for bid
forms. All rights are reserved to reject any or all bids if in the best interest of the City.
The successfltl bidder(s) shall fltmish manufacturer's new warranty (minimum one (1) year
after delivery) and will replace or repair defective material, pans, workmanship and/or inadequate
design, at no cost to the purchaser, in aocordance with such warranty. If the manufacturer's warranty
is longs than one (1) year, that length shall be provided. Any new models that have not been in fLll
production for three (3) years of more shall carry an extra year (2 -year) warranty on the drive train,
such as the transmission, drive shafts and gear boxes.
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Bidders shall indicate on the attached proposal form the number of calendar days after notice
of award by which time all items shall be delivered. Notification of award is expected to occur on
Tuesday, November 12, 1996.
laiiiiiiiiiiii-3c.1Y-K�63-molXILI):y.unsw(
The successful bidder(s) will be required to execute a contract with the City of Monticello.
A complete set of mawf wtura's specifications and illustrated descriptions shall be furnished
in duplicate with each bid.
Time of delivery is an essential and critical provision of these specifications. If the successful
bidder fails to deliver the item pursuant to the delivery schedule the bidder indicated on the attached
proposal form, The City shall have the right to deduct from any money or monies due or coming due
to the successful bidder, as liquidated damages, the sum of Fifty Dollars (S50.00) per day for each
calendar day delivery is postponed beyond the maximum delivery date as indicated on the attached
proposal form, except for delays caused by Acts of God or other conditions beyond the control of
the bidder. Any sums so e -ducted are not to be construed in any sense as a penalty, but rather
liquidated damages sustaimea by reasons of extra costs incurred by the City to contract for snow
blowing services or rem a comparably equipped machine.
10. MANUALS
One (1) parts, One (1) service, and two (2) operator's manuals are to be provided to the City
for each different model delivered to the City.
Two (2) hours of training for operators and one (1) hour of training on maintenance will be
provided upon delivery of unit by qualified trainer(s).
13. AUTHORIZED OR FRANCHISED DISTRIBUTOR
Any successful bidder of a franchised item or of an item sold through an authorized
distributorship program shall upon request of the City, present evidence of the franchise relationship
or factory authorized distributorship. The City reserves the right to reject the bid if the bidder fails
to provide the requested evidence.
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13, EXCISE TAXES
Instrumentalities of the State of Mmnesota are not subject to Federal Excise Taxes. Individual
exemption catiScates wig be furnished on request if needed by the contractor to reclaim for himself
such charges.
11. MINNESOTA STATE SALES TAX
The City is not exempt from state sales tax. The bidder shall include the applicable state sales
tax in the bid.
15. COLLUSION OF BIDDERS
Collusion between bidders is just cause for rejection of all bids of bidders thus involved.
The successful bidder(s) further agree to guarantee all materials and pans bid and supplied
against inferiority as to specifications unless such variances are noted by the bidder on the bid
documents, such guarantee to be unconditional. Failure or neglect of the City to require compliance
with any term or condition of the contract or specification shall not be deemed a waiver of such term
or condition.
17. LEGAL RIGHT OF MATERIAL
The aucessftd bidder shall guarantee that they will have full legal right of material delivered
under this agreement, and agree to pay all rents and royalties of every description on any/all patents
or patent rights covering said material used in its construction and agree to indemnify and save the
City entirely harmless from any and all claims, demands, damages, actions, or causes of reason of the
construction of delivery of said material, or the use of any process, machinery or material in the
construction of same.
Because the maintenance of this equipment in good operating condition without protracted
time out for repairs is critical, repair pans and service must be adequate and readily available. The
bidder will certify that he maintains an adequate stock of pans and employs qualified service people
available on short notice. The bidder shall state in his proposal the location of the service shop and
pans depot.
19. TRADE IN
None.
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The City wig pay the bidder in full including state sales tax within thirty (30) days following
delivery and acceptance of the new snow blower and pick-up of the trade-ins.
Street Superintendent, Roger Mack; Phone N(612) 295-3170, extension 3.
MIlmsm Mm
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Pap 6
BID PROPOSAL
FOR
ONE (1) NEW 100 HP DIESEL POWERED
i SIDEWALK/PATKWAY SNOW PLOW & SNOW BLOWER
Dedgested F.O.B. Pointe Bids Duez
901 Golf Coarse Road 10 a.m. Thursday,
Monticello, MN MM2 Naromber 7,1996
REM S CITY WOM
DESCRIPTION UNIT PRICE
TOTAL PRICE
01 1 EACH
100 HP Diesel Powered S
$
SWewalklPethwey Snow Plow and Snow
Blower Complete As Per Specifications,
Irlducirg Components, Dated: 1 OM 1188
List Mkt
List Model:
List Enpine Mkt
List Erghre Model:
APPLICABLE MN STATE SALES TAX
S
TOTAL BASE BID PRICE:
Dollars
S
OPTIONAL EQUIPMENT
02 1 EACH
Deep Reduction Transfer Case for $
$
Future Cold Planer, Irrehodbg Saha Tu
i 03 1 EACH
42' Rear Mounted SatllSend Spreader $
$
As Spedfied, irmbmu p sales Tax
04 1 EACH
70' V Plow As Specified, Indwi ft safes $
S
Tu
OPTIONAL EQUIPMENT SUBTOTAL
S
L TOTAL BID PRICE (INCLUDING BASE BIO AND OPTIONAL EQUIPMENT BID)
Dollars
` - —
3
DELIVERY:
COMPANY NAME:
ADDRESS:
ADDRESS OF NEAREST SERVICE ♦ PARTS OUTLET
BY:
PLEASE PRINT (NAME)
(SIGNATURE)
DATE:
(TITLE)
710Th PAGE$ a TNRU to AIM TO 0 e1CL UI)ED All SO ODCUMEM'
C 0nV6U0NWdW"AT=M SM MM
(TELEPHONE NUMBER)
P.v 7
SPECIFICATIONS
FOR
ONE (1) NEW 100 HP DIESEL POWERED
SIDEWALK/PATHWAY SNOW PLOW AND SNOW BLOWER
rz_:.'.ham
A. Four-wheel drive articulating, oscillating rubber tired diesel powered multi purpose tractor
designed for year round use.
B. Track width to outside of tire 48" to 49'1/2".
C. Length without attachments 140" to 150" maximum.
D. Height to top of cab 70" to 80" maximum.
E. Weight approximately 5,000 to 5,500 pounds without attachments.
The engine shall have a minimum 100 HP turbo charged diesel or equal, displacement to 39.3
(minimum 235) cubic inches, horsepower at 2500 rpms. Torque 184 lbs. Ft/1200 Cummins or approved
equal spin on fuel filter, spin -on flow oil filters, air cleaner -dry type, dual element, Turbo 11 precleaned
magnetic drain plugs. Low oil shutdown or high temperature.
I TRANSMISSIONS:
Hydrostatic type with foot controls for variable speeds in forward and reverse; has two working range
and a neutral. Provide maximum cooling system for transmission.
4, DRIVE SYSTEM:
The hydrostatic transmission is to drive at engine speed. The matching hydrostatic motor shall be
attached to the mechanical transmission. Drive shafts shall connect to the front and rear differentials giving
constant four-wheel drive.
t PTO FRONT:
Twin disc center type for driving attachments requiring direct engine drive. Clutch shall have an
electric activator to engage and disengage, with indicator light. 1-3/8", 6 spline 540 rpm.
6. AXLES AND BRAKES:
Front - Dana model 60 or approved equal, with limited slip differential and 12" x 2 'h" (minimum)
hydraulic brakes, size on brakes or equal, with parking brake and warning buzzer.
Rear - Dana model 44 or approved equal with limited dip differential and hydraulic brakes. Capacity:
minimum 5,900 pounds each axle.
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7. WHEELS AND TIRES:
Furnish four 16.5' diameter x 10' wide rims with headlock. Tires to be 10.00 x 16.5 6 -ply truck -type
mud and snow radials. Furnish one spare wheel and tire, same size & tread.
&rgine mourned 13 g p.m. gear pump must be mechanically driven. Priority flow divider directs oil
to hydrostatic steering control. Second flow divider directs oil to 3 -spool valve which has one spool with
float position. All oil rehnns through oil cooler filter to tank. Reservoir has two internal screens with safety
valve to feed transmission and auxiliary hydraulic system. Four low volume, two high volume couplers
capable of maximum 12 g.p.m. No metric. Include extra kickout hydraulic pump.
Articulated steering. Permits 40d turns either way, rear wheels to follow front track.
Must have articulation and oscillation.
ROPS certified one-person with 3 -speed heater -defroster, 2 -speed pantograph wiper, foot control
for hydrostatic transmission, sound deadening material. Sliding side and rear window, tinted safety glass,
two outside rear view mirrors, one inside rear view mirror and dome light. Removable door and removable
panels. Hinged instrument panel. Conveniem controls. Deluxe cloth covered seat, torsion type FULLY
ADJUSTABLE, tilt steering, am/fhn radio.
Two headlights #360 strobe fight, yellow lens, tum signals, with four-way flashers and backup light.
13, ELECTRICAL:
Shall have valet DC, neg ground with group 31 battery. It shall have an alternator with minimum
capacity of 60 amp. Switches for headlights, header, wiper, horn, all gauges will be illuminated. Electric
backup alarm hom.
Tachometer, hour meter, voltmeter, water temperature, hydraulic oil temperature, and oil pressure.
All gauges shall be illuminated, automatic engine shut down, low oil pressure and water temperature.
IS, SPEEDS:
ti Low range 0.10 mph. High range 0-20 mph.
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16, FUEL TANK:
Not less than 19 gallon capacity.
17, PAINT:
Highway yellow.
I& ATTACHMENT MOUNTING:
Unit shall be so constructed to quickly hook up to the tractor all the attachments called for. The
mountings or hitch shall be heavy duty type. Must be ready for hookup with hoses and quick couplers of
adequate size.
Alfac6awry Incdrded VdA Base Bid:
One (1) Frau PTO Driven Snow Blower 70" width twin auger two stage, at bottom sidewalk
chute shall be maximum height of 93", chute rotators with hydraulic motor and chain, to
include 6" arcing edge and shear bolts on PTO drive and auger drive.
OpdoW B9eripureet:
Deep reduction transfer can for fixture cold planer attachment.
Rear mounted hydraulic driven 42" wide sand/sall spreader with 'h cubic yard capacity. Una
to include adjustment for amount of spread.
V Plow: Width at bottom 69", at wings 10',height at nose 28", at wings 38"t, cutting edge
''A" x 6" hardened steel (replaceable) nose edge 14" hardened plate (replaceable) hydraulic lift,
float and down pressure.
tmtmiR•s MI"AIBt
CIDFsutuaaxPCC>w,movua MOM P4P to // T
TRACKLESS INT USERS
3M Company -St. Paul (3 Units)
City of Anoka
City of Blaine
City of Brooklyn Center (3 Units)
City of Brooklyn Park (3 Units)
Cho3awia Valley Vo -tech
City of Champlin
City of Columbia Heights
-City of-Eau.Claire . -1. 1—. ..
City of Crystal (2 Uints)
City of Edina (5 Units)
City of Fridley
City of Glencoe
City of Golden Valley (3 Units)
City of LaCrosse. WI
City of Lake City
' City of Lakeville
City of Maple Grove (3 Units)
City of Minnetonka
City of Maplewood
City of Mound
City of New Brighton
City of New Hope
City of Oakdale
City of Plymouth
City. of Richfield (2Units)
City of Rochester
City of Shoreview
City of Silver Bay
City of St.louls Park (2 Units)
City of Spring Lake Park
City of Willmar ( 2 Units)
City of Woodbury
Kraft Foods Company
(+
L
1/30/96
1.100HP 2-77HP
1-100HP
1-100HP 1-77HP
2-100HP 3-77HP
1.100HP
1.100HP
1.100HP
1.100HP 1.77HP
1.100HP 1.77HP
1.100HP
Page 1
lip,
N,y
I �d•.
. W�lm
4
A NEW' ADVANCED DESIGN
FOR MAXIMUM PRODUCTIVITY, SAFETY
AND COMFORT FROM THE LEADER
IN THE MUNICIPAL TRACTOR FIELD
vr
4'r
low
A NEW' ADVANCED DESIGN
FOR MAXIMUM PRODUCTIVITY, SAFETY
AND COMFORT FROM THE LEADER
IN THE MUNICIPAL TRACTOR FIELD
The Trackless MT Series V Diesel is the fifth
generation of municipal tractors designed and
manufactured by Trackless Vehicles Ltd.
Twenty years ago Trackless began
development of a totally new concept In North
America, an articulated, four wheel drive
tractor with interchangeable front mounted
attachments. Our total commitment to the MT
has resulted in continuous engineering and
design Improvements to Increase user
•atisfaction.
We have increased power, dependability,
comfort and safety, to make the MT the most
productive machine available in its class.
LOW
Today, hundreds of municipalities from small
villages to large cities, perform a wide variety
of tasks with from 1 to 25 MTs.
Parks departments, airports, transit authorities,
U.S. and Canadian military bases, school
boards, hospitals and contractors, have also
purchased MTs for their specific requirements.
The MT is manufactured in Canada using all
Canadian and U.S. components.
After carefully studying the contents of this
brochure, we hope you will see the advantage
01 going Trackless.
THE SERIES V iMTs POWER TEAM consists of the
toughest, most durable and widely used drive train
components in North America to ensure years of
trouble-free service. A CUMMINS 483.9 diesel
engine, DANA 80 axles, EATON 33 hydrostatic and
twin disc clutch, form an unbeatable combination.
Doneldeon a
we-cloamer.
Low Oil ores.
wdtar IMDO
phut down w
warning.
U.S. pane
. eeervon.
H,ghko-ft
..anon"
Dano Model
alta hat IOC
Dana axles combined, are rated at 11,800 lbs. and
have automatic limited slip differentials which frees
the operator of engaging and disengaging a
manual differential Ioc1L As for the engine, the
name CUMMINS says It ati.
For many years, most have agreed that hydrostatic
drive on various types of equipment Is superior to
multigear transmissions. Whether blowing snow,
cutting grass or sweeping, an operator must speed
up and slow down hundreds of times per day.
Depending on the fob, he may also have to change
rection repeatedly. With hydrostatic, changing
direction or speed Is accomplished by simply
pushing forward or backward on the foot podal
redlatw
P W.Ty guard.
hydraulic Od
Iroetet contra.
orwe Eamon
henamraeMn,
� �•e Selina
I roar hyareullca
until the proper speed is established. The engine
remains at a constant r.p.m, to obtain full p.t.o.
horsepower for the attachment. Suitt -in relief
valves eliminate the posaibllity of break down from
operator abuse. Less operator fatigue, more time
watching for obstructions and Infinitely variablo
spood with no time loot shifting gears boat sums
up the simplicity, safety and higher productivity of
the hydrostatic drive system.
I1
SIDE VIEW CAB
Our new cab was carefully designed to Increase
productivity by making the operator as sate and
comfortable as possible. A 25% Increase in size,
fully adjustable deluxe seat, carefully placed
controls, better sound deadening, tilt steering,
AM/FM radio and better visibility all contribute to a
comfortable, easy to operate tractor. The MTV
certified R.O.P.S. cab meets SAE J1040 -C
cations.
w FRAKEwORK
2.2.,tU wU
R,0 P.S. tube
' . 2 ..250 wall
88. tub.
Gmnel wlmowa
Improve 1WbUUV whom
watChlrlg pie
onwmrrsm, curbs,
obWUClWM am
4 - tow rotuma
hydroulb coupes,
2 - High volurn.
hydrdwo COu04ar..
2 - Optlonal hlph
velum. 11 oulic
Coupwo.
THINKING AHEAD
specifi-
REAR VIEW CAB
This picture, from the operator's viewpoint, shows
how well he can see the gauges and controls as
well as the attachment. The front mounted
attachments turn with the cab and, due to the MTs
articulated steering, It Is very easy to guide the
Implement around obstructions.
Every MTV has the switch, wiring, coupler and
',star hoso inatallod to save Installation timo If a
rotor tank Is purchased at a later data. Hydraulic
hoses and fittings aro installed throughout the cab
in case you wish to add the optional second sot of
high output hydraulic couplers. An additional
m c P4m to supply
.p.r .ploy ball.
l cytlndwo IM
Chmanta.
CKLEGS OUKK LARCH
Pie and duke to MWM
Chm ftl&
a trot War. aUnchm mda
say wfty ye.
From P to.
540, P.m.
Py: a apono
auxiliary switch, fuse and wiring with a hack in the
cab and at the rear Is ready for you to add any
auxiliary electrical Itom you wish. Extra amperage
you may require was takon Into Consideration
when we chose to make the 61 amp. alternator
standard equipment. D
(I
The Trackless Snow Blower is a highly
efficient two stage, twin auger unit that has no
equal in removing snow from sidewalks.
It is available in two widths, 51 inch and 70
inch. Both will accept either a sidewalk chute
or a quick change truck loading chute. Many
municipalities utilize both chutes with their
snow blower. After clearing their sidewalks,
they change to the truck loading chute to load
windrowed snow from the street or from cul
de sacs. In both cases the maneuverability
and physical size of the MT and blower are
less apt to create traffic congestion than
larger snow blowers. An average loading time
for the MT and snow blower is 7 yards per
minute.
Overall heavy duty construction includes 3/8
Inch thick sideplates, a double wall Impeller
housing and a 15 Inch diameter bearing
assembly for smooth accurate chute rotation.
High strength, low alloy steel augers with ice
picks and a heavy duty balanced Impeller,
isily handle the toughest snow conditions.
the snow blower is manufactured by
Trackless Vehicles to ensure that the quality
and service parts availability Is equal to that of
the MT.
Positive and accurate steering of the blower in
confined areas and around obstructions is
due to the articulated steering of the MT. The
ability to move the blower sideways by simply
turning the steering wheel allows the operator
to safety approach any obstruction.
Truck
Loading Chute
Sidewalk
Chute
FOR FURTHER EVALUATION A
DEMONSTRATION MAY BE ARRANGED
SKCMCATX M> 1 -r
Kouting. el' w M r 38' sigh rth r/i aro oaten. (7757 mm)
Augare. 2 • 17' damctor ralral wtM tee pcka
tmoollor' 6' r 24. - 3 base 91
fmcocear hWahtg Www' t peso 00019Caa1316)(2711 r
Turn table 6011 beortrp.
Chute rbta![1r• 1lymeuUC meter and ChaM
Chute dohoctw trydraullc Cylinder Co"011W,
Cutting 0000 6' r r/. hardened lrewn:ltle) 1
Shear bona On ougar &We ane main P 10. erhw
uotablo CUn q ntngM US" top ane.
.ukk Change truCk Wding Chute 11' C1M M"
WaIgM 1,050100
H P rating 60
The Trackless mounted spreader is used to apply
salt, sand or a mixture. It is hydraulically driven
and the amount of spread is controlled by an
adjustment lever. As illustrated, the Trackless
spreader conserves material by dispersing It
evenly in a diamond pattern rather than a solid
layer. The delivery roller maintains a 41 Inch
spread width. This prevents material waste as well
as turf damage from salt, both of which can be a
problem with spinner spreaders.
As a result, reduced labour costs from fewer refills
and lower material costs minimizes the overall cost
of operation. The rigid rear mounting of the
Trackless spreader does not interfere with daily
'rector maintenance.
V PLOW
The Trackless V Plow Is designed for higher speed
plowing, Since It splits the snow into two banks It
Is recommended for residential areas. The tapered
nose and flexibility allows It to ride over sidewalk
cracks and remain flat. The rearward taper of the
cutting edges minimizes damage to the turf.
8PECIFICATTC"is:
Wldtn at bopom' e9'• at wm93 81-,
Haight at noon• 28', at wino 28'.
CuMn9 0090 '/i . 6' norden.d (roploeaahle).
Nooe 9000. '/r' harddnad dela (rodecoable)
Down olooauro may be .nada
ANGLE PLOW
The Trackless Angle Plow is available in three
widths using the same push frame. It Is a full
trip -typo plow where the blade tips forward and
rides up over the obstruction. This avoids those
sudden stops encountered by cutting-edgo trip
plows when a higher obstruction Is struck.
SPECIFICATIONS:
Wild longth 80-. 72', 8e'
Stop. height 2]'
Cutting edgo '/i . 6' hardanea (roptoceoble)
Skid ChdeE' 2 adluatabb
We angling 70- loft or rgM by Mdroullco
` %;Yonaaa 2 mold acting with cuohldrh •Sha
Trip Full bto0o trip, roturna to uPASM pd.bbn when Made a.a
onbly
reload
All tlucd btodca IntorcharhgCAbt0 do dam. pu.h dame
adwrh praedurd may be ..aa
6
i� r< •� 'm '� n •a{
SPECtFICATtONS:
Total wWM: e2'.
Spread width. N'.
Capacity:'/. cubho yard,
Orbehydraulic.
Spread distance: 2.0 -lea.
SALT AND SAND SPREADER
Know
�l�li: BRdld
m
mule
MW
it (11110�1
ONG
The Trackless mounted spreader is used to apply
salt, sand or a mixture. It is hydraulically driven
and the amount of spread is controlled by an
adjustment lever. As illustrated, the Trackless
spreader conserves material by dispersing It
evenly in a diamond pattern rather than a solid
layer. The delivery roller maintains a 41 Inch
spread width. This prevents material waste as well
as turf damage from salt, both of which can be a
problem with spinner spreaders.
As a result, reduced labour costs from fewer refills
and lower material costs minimizes the overall cost
of operation. The rigid rear mounting of the
Trackless spreader does not interfere with daily
'rector maintenance.
V PLOW
The Trackless V Plow Is designed for higher speed
plowing, Since It splits the snow into two banks It
Is recommended for residential areas. The tapered
nose and flexibility allows It to ride over sidewalk
cracks and remain flat. The rearward taper of the
cutting edges minimizes damage to the turf.
8PECIFICATTC"is:
Wldtn at bopom' e9'• at wm93 81-,
Haight at noon• 28', at wino 28'.
CuMn9 0090 '/i . 6' norden.d (roploeaahle).
Nooe 9000. '/r' harddnad dela (rodecoable)
Down olooauro may be .nada
ANGLE PLOW
The Trackless Angle Plow is available in three
widths using the same push frame. It Is a full
trip -typo plow where the blade tips forward and
rides up over the obstruction. This avoids those
sudden stops encountered by cutting-edgo trip
plows when a higher obstruction Is struck.
SPECIFICATIONS:
Wild longth 80-. 72', 8e'
Stop. height 2]'
Cutting edgo '/i . 6' hardanea (roptoceoble)
Skid ChdeE' 2 adluatabb
We angling 70- loft or rgM by Mdroullco
` %;Yonaaa 2 mold acting with cuohldrh •Sha
Trip Full bto0o trip, roturna to uPASM pd.bbn when Made a.a
onbly
reload
All tlucd btodca IntorcharhgCAbt0 do dam. pu.h dame
adwrh praedurd may be ..aa
6
i� r< •� 'm '� n •a{
SPECtFICATtONS:
Total wWM: e2'.
Spread width. N'.
Capacity:'/. cubho yard,
Orbehydraulic.
Spread distance: 2.0 -lea.
POWER ANGLE SWEEPER
The Trackless power angling sweeper may be
utilized to perform a wide variety of tasks every
month of the year. Snow can be swept from
sidewalks, outside Ice rinks and inlaid brick
walkways or sidewalks. Sand, gravel or debris can
be swept from sidewalks, parking lots, cul de sacs,
intersections, lawns and other confined areas.
Dethatching large lawns and playing fields is
another ideal application for the angle sweeper.
The high output hydraulic system of the MT V
powers the broom. The advantages of being
hydraulically driven include simplicity, low
maintenance and relief valve protection. A scissor
'-eme automatically centres the sweeping pattern
front of the MT as it is angled. The combination
of articulated steering and the self -centering
sweeper head, which may be used as sideshift,
offers maximum maneuverability in confined areas.
If dust control is required, the water tank system
may be added.
sveaFlCATIOW:
eaown plamm.: ]Z'
e+UWn w lh 60'
aero" wpm 66"
erooping pattern O 30' anclo 50'
/fydroulit arhe
WiGrouec o rco M7 V Tractor
6laneo fpr OrO pfol"lion In alwage
Thr00 p01n1 hpCh, rear 010
The category t three point hitch and the 540 r.p.m.
rear p.t.o. aro both optional equipment. Although
noilhor are roquired for any of the Trackless
attachmonts it is available for those who wish to
utilize their own ottachmonts.
PICKUP SWEEPER
The Trackless Pickup Sweeper Is ideal for
sidewalk cleaning in the spring to remove the sand
9ccumulation from winter. It is driven for one or
Wore tris ks and then carried over the Curb at
Intersections and hydraulically dumped by a
bottom gate. The intersection is crossed, the
sweeper lifted over the curb and continues.
Rubber skirting on the sides and front eliminate
most o1 the dust but best results are obtained by
using the spray bar and rear mount water tank.
apecmaTtM:
sweeping width: u•.
Main body dimentlwr.: ss• wwe . ell' high x 60' long.
Broom dwaaw: 32'.
Cauen: s ewlvel cash". nerd rubbh tire.
Gump: Bottum gM. hydraulic controlled.
Drive: PTO to geh Dd& shall to rlgm side. 60 chair to broom sprocket
Wath Idur wrocku
Broom height: Aoot.W for r.sar.
Capacity: MtxmDnseb 6 M. It.
SPRAYING SYSTEM
A dust Control spraying system Is recommended
for use with sweepers. It consists of a rear
mounted 80 U.S. gallon tank with 12-V electric
pump, relief valve and hoses. All MT's have
electric wiring, hose and switch installed ready for
this system. A front nozzle and hoses must be
ordered separately for each type of sweeper.
UNDER GUARD RAIL MOWER
The Triumph Under Guard Rail Mower Is quickly
attached to the MT V and uses the Trackless
hydraulics and valves for operation. It will mow up
to 10- behind rail posts at speeds up to 2 m.p.h.
The floating 26' cutter head allows cutting from
10' above to 6' below ground level and rises to
90' for transport.
BIRCIF1CSTMIMIi
Blade: 25'. h: rovmelble
Bpindlo. 11/r: Dearing dlamota.
Mydraullc motor gor nmd to 25M rpm
V•boll drhe to apindlo.
Cuthno hagm: 0'
SICKLE BAR MOWER
The Triumph Sickle Bar Mower to quickly attached
to the MT V and uses the Trackless hydraulic
system and valves for operations. it Is front
mounted and visibility to the operator Is excollont.
6MCuaCATM M ,
Tnumph aorlea 7500
Myarou"o pus Furan drew
unor ow tingle —75' to W.
011—10'to.10'
Curb Ilh' 17'.
Oatery deck t.ck 00'
Curter bor length: 5'. 0'. 7'
11.S
The Trackless All Purpose Heavy Duty Flail was
designed to cut grass, weeds and light brush
whether on smooth lawn or rough terrain. Due to
its versatility and durability, the Hail has become
our most popular mower. Only 33 of the 2% Inch
wide blades cut a 74 Inch width. The straight
cutting edge of each blade Is parallel to the
ground to obtain a velvet smooth cut on well
maintained lawns. The weight and shape of the
'edea allow the mower to cut and mulch light
„rush, shrubs and weeds. A unique feature of the
Trackless flail mower is Its flexibility front to back
as shown In the above Illustration. This ensures an
even cut and no turf damage when cutting up and
over knolls. It also prevents the need to raise the
mower when approaching a hill. The 33 blades
may be sharpened with a 5 Inch disc grinder
without being removed from the mower. Shear pin
protection avoids damage to the drive system if
the mower blades strike an obstruction.
The Trackless dealer in your area would be
pleased to have the opportunity to demonstrate
the MT and flail mower.
FRONT TO REAR
FLEXIBILITY AND
HIGH LIFT
J
s
aP[COMAT101018t
Cutting lirkW W.
ctming holgfa' 1.4'.
HORIZONTAL
Gauge whoolo r • 16' . e' eernl•aleurnatlo
FLEXIBILITY
Gouge rollor 5' dlomctor otool M moth
Rotor tubo' 4' dmmdd won t r/rj knee.
1 �-• I
814M 33 • Jk/i rift Icon be toWarpenod)
. _
•,
plebe and rota cutbrlp
15'gem
char
'r a PTO, gbo., croonozo onoh. g V•tloge with epinp bodes Idly
OV
A� ��_-1►�"
Rear daf om, raimforced rubbd
r
Linkage Fle.lble for uneven gromla
Rad epood 0 540 PTO 11`60 f o rn
,rr
Mow tip e000d 0 Seo pro 6300 n, per mlmno
�1 B
TRACKLESS 72" ROTARY
The Trackless front mounted 72" rotary mower Is
designed for close trimming on both sides with a
full width rear discharge. Four large gauge wheels
and a nose roller allow close, accurate cutting on
rolling ground. Due to the MT V's hydrostatic
transmission, maximum speed of cutting can be
maintained in various cutting conditions.
Articulated steering gives the operator precise
control in trimming.
TRACKLESS 120" ROTARY
The Trackless wing type mower was designed to
drastically cut mowing time on those large areas
such as campuses and parks. Normal undulating
ground required flexibility in mowers to avoid
scalping. Trackless solved this problem with a
3 section front mounted mower comprised of a 72"
3 spindle PTO driven centre section with a hinged
24• hydraulic driven wing on each side. Separate
valves control each hydraulic motor and lift
cyllndor giving the operator the option of 72', 96"
and 120" cutting width. The MT V has a built-in
hydraulic system to power the right wing and an
optional pump and valve to power the left wing.
PEMICATU MII:
-7oek. 72' • tie' p=, rcY dUefl M.
apinOroo: 7 - rimkon bearings, greeeade.
91aon: J - 25' . ?'a' . I:.' highlilt
Caere*: Four er1v01 a th a' . te' pnwmaOo Ona.
Orl.o: PTO Or right ongls gear boa.
V-1»ns: 2.
ldlere: 2.
Catling Mlphte: 11Y - a' in'Y incremoms
Cuttug by cooed. 18.5001 p.m. O 2200 ergine fo.m.
Wings: 24'.
0451— 1 - a' . 10' pnaumatb.
Roner. 1 gouge.
Hydleulie motor dr"'" by V -601t.
Lill Minder' Hydrsuli0 - 2' . 8'.
Hinge: COmp&jM - I10' ARC.
Control "Nos' 2 - 1 00ear. 1 O8 gee ring,
i
eD•a r.� �r1
Yet'JW.
- � IMD 13771
10 II
ENGINE
Cummins Model 603.9 Diesel.
Displacement: 239.3 cu. inch.
Horsepower: 76 BHP ® 2500.
Torque: 180 Ib. 8. / 1200.
Equipped with cold start aid, block heater, Donaldson air
cleaner and pre -cleaner, 61 amp, alternator.
COOLING
Cross flow radiator with shroud and finger guard.
Cross Row oil cooler thermostatically controlled for cold
conditions.
P.T.O. CLUTCH
Twin disc over centre.
Electric over hydraulic actuation.
POWER TAKE OFFS
Front: 1 sit 6 spline, 540 r.p.m.
Rear: 1 h 6 spline. 540 r.p.m. (optional).
HITCHES
From: Trackless quick attach with dual lift cylinders.
Rear: Cat. 1 3 pL hitch with dual lilt cylinders (optional).
P.T.O. REDUCTION BOX
100 h.p. Trackless 4:1 reduction with output shafts tar front
and rear P.T.O.'s.
TRANSMISSIONS
Eaton series 33 hydrostatic and new Trackless 100 h.p. 2
speed mechanical gives Infinitely variable spoeds forward and
reverse in two speed ranges. Foot controlled for convenience.
For superior to clutches and mutilgoor tronsmisskm.
HYDRAULICS
Standard equipment.
15 g.p.m, engino driven gear pump. Priority valve, directs
portion of oil to atooring, remainder goes to 5 spool valva -frond
118 cylinders, roar 3 pt. hitch 118 cylindom 2 other functions
plus a power valvo for remain hydraulic driven oguipmom. An
oil Is filtorod and cooled before returning to tank. 80 g.p.m. In
tank return filter.
DRIVE SYSTEM
Hydrostatic transmission driven at engird opood. The
marching hydraulic motor 10 ottachad to the Trackless 2 speed
transfer east which drives the front and rear axloo. This gives
constant 4 wheal drive. Since the MT in articulated, from and
rear whools track perfectly.
AXLES
Dana Model 00 full hoot with Track-Lck dMoromiato front and
rear Track -Lok on" Into action Immorllatoty, one whnool
attempts to spin. Compotlllvo difforomlal lacking device cannot
be engaged in a turn. Capacity 5900 Mo. par axis,
BRAKES
12- X 21'i hydraulic on from wheels. Roar whoolo are braked
through Warn lino. Parking broke mechanical on front broke
shoot Warning butror denotes 'ON' whon ongino running.
WHEELS
Heavy duty 8 Dolt 0'a" B C.
15' and 16.8' diameter,
TIRES
Winter: 10.00 x 16.5 - 6 ply.
Summer. 31 x 13.5 x 15 - d ply.
LIGHTS
2 adjustable Halogen headlights.
1 adjustable Halogen back-up light.
2 tall lights with turn signals.
0 tum signal markers. 4 -way flashers.
Revolving sealed beam flasher available in blue or amber.
INSTRUMENTS
Murphy automatic safety shut down control for low oil
pressure and high water temperature. Tachometer with
hourmeter, water temperature. oil Pressure, volt meter,
hydraulic oil temperature, fuel gauge. Intematly Illuminated.
Rocker type Illuminated switches in modern root type console.
One unused auxiliary switch. Fuel tank: 19 U.S. gallons (72
Was).
CAB
Certified BOPS type meets J1040 -C epeclficallons. One man
type with 6 timed selety glass windows. Including roof window
for better visibility In truck loading. Two side and rear
windows. sliding typo. All windows can be removed with e
sharp push for emergency ex% Seat deluxe cloth covered
torsion type. with 4 adjustment lovers plus weigh adjustment.
Henn, heavy duty heater -defroster. 2-speod pantograph wiper,
windshield washer. Inside rear view mirror. Dome Ugh, seat
ball sound deadening lining. removable door and We panel
convenient controls and AM -FM push button radio.
STEERING
Articulated hydraulic ateoring with WI clearing wheal heard
button and tum signal lover aro mounted on etooring column.
FRAME
3 pisco tabrkptod steel far articutation and oscillation.
SPEEDS
Low range: 0.8 m.p.h.
High tango, 0-10 m p.h.
DIMENSIONS
Wheal base: 76.5"
Length, loon 4flarms: 146.6'
Haight top of cab: 78.8'
Width: 49'.1'
Wolghl — Rear axis approximately: 3,440 Ibo.
Front We approximately: 1,820 line.
%IzJ. 5.300 ft.
OPTIONAL EQUIPMENT
t, Transmission drhron. 12 g p.m. gear pump and vahe tar
extra auxiliary equipment.
Note. All cabs hovo hoses and coupango Installed for easy
installation of this optional hydraulic package.
2. Electric water pump far sweeper spray trot. Home and
wiring installed on ovary MT.
3 Back-up alarm horn,
4 Roar 3 of. hitch Cot. 1.
8. 840 r p m roar p 1,0.
THE tracMMS TEAM
"AT YOUR SERVICE"
Our extensive dealer network will be pleased to discuss your requirements. demonstrate and deliver
your equipment. Instructions will be given to your operators and mechanics in operation and service
procedures.
With their parts stock plus factory shipments within 24 hours, our dealers will help you keep your
down-time to a minimum.
/SOLD AND SERVICED BY
(Waoolll
TRACKLESS VEHICLES LTD.
BOX 100, COURTLAND, ONTARIO
CANADA NOJ1E0
PMONE15191 888.0970
FAX 15191 BBB -0002 tI
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FOR Fl1RTH_8R IIFOiaAAIX'XI CON7nCT' ZM P:O. Box. 100, Cardand;
7 L ..t,' n� � + �. • t•'. Onmrb. Cmvda NOJ 1 ED.
SI'/Of.7a/W�7� {�@i7%C�4'L.� PfWnB.1.51P88�0370 Fai•1•S1ae8t1�8�4 �
BRIEF SPECIFICATIONS
SERIES MT5 TRACTOR
Engine: Cummins 76 hp or 102 hp diesel
'TO: from 540 rpm, optional rear 540 rpm
Transmissions: hydrostatic with high/law/neutral trans
Electrical: full gauges, safety shut down system, 61 amp att.
Hydraulics: high flow Nord 8 rear to power attachments,
low flow front 8 rear for control functions
Dimensions: height to top of cab -76.5', width - min. 49.5'
TRACKLESS 72" ROTARY
Deck: 72' -'/: plate. rear discharge
Spindles: 3 - Tfmken bearings, greasable
Blades: 3.25' x 21/,'x lh'highlfft
Casters: 4.4' x 10' swivel, pneumatic
Drive: PTO to right angle gearbox shaft
Flexible Hitch System
V befts: 2. Idlers; 1 spring loaded
Cutting height t Vi - 4' in '/? increments
Skid shoes:3, 1 - centre, i - each side
TRACKLESS 120" ROTARY
Centre deck: 72' as above
Wings: 2 - 24', each with 1 caster and 1 roller
Drive: hydraulic motors drives spindle by V bell
Hinge: compound -110° arc
Wing Oft: hydraulic cylinder 2' x 8'
Control valves: 2 - t power and 1 Oft per wing
TRACKLESS 168" ROTARY
-entre deck: 72' as above
/Ings: 2 - 48', each with 3 rasters
Discharge: 2 rear dLwharge dudes per wing
Drive: hydraulic motors drives spindle by bell
Hinge: compound -110° arc with break back
Wing lit: hydraulic cylirdor 2' x 8'
Contra valves: 2 - 1 power and 1 Oft per whlg
Safety strut oft wigs shut off automatically when raised
Tractor option: dual summer tires available
BOOM FLAIL MOWER
Width of cut: 51', overall width of head: 64.5'
Horizontal reach: ctr of MTS to outside of cut -13.5 ft.
Below grade cut: 53' below grade at 11.5 ft. MT5
Ctr to outside
Vertical reach: 13.5 ft.
Overkill level ground cutting coverage: 11 ft. starting 5'
Inside outer fire
Numbor of cutting bladoo: 36
Weight: wo18 with oountonwelghts - 1960 be.
TRACKLESS VEHICLES LTD.
r BOX 100. COURTLAND. ONTARIO
CANADA NW 110
PHONE (519) 658.0370
FAX (5 19) 688.3644
DW d — a cv�,ow rr,+m+ce eripaacnrn
gC(SC]C7U tl0 ma p -a U 0-0 "W ,KKL^O
I
Drive: 4 wheel drive
Cab: certified R.O.P.S.
Steering: articulated, hydrostatic with tltt column
Tires b wheels: town or winter tread, singles or duals
Weight: with no attachments - 5360 tbs.
Speeds: low range 0.8 mph, high range 0 -19 mph
Length: - less liftarms 146.5'
TRACKLESS 74" FLAIL
Culling width: 74'
Cutting height: V - 4 -
Gauge wheels: 2. 16' x 4' semi -pneumatic
Gauge roller. 6' diameter steel Kube
Rotor tube: 4' diameter with 1 -'/,:
Blades: 33 - 2'/: wide (can be resharpened)
Blade and rotor cutting diameter: 18 -
Drive: PTO, gearbox, cross shaft, 2 V befts
Rear defledor: reinforced nrbber
TRACKLESS 63" SIDE FLAIL
Cutting width: 63'
Drive: PTO, gearbox, 2 - V bells
PTO shaft: constant velocity with shear
Angle of movement: 30' below grade, 90' above
Brealdradc spring loaded
Weight 1125 te. plus 4 steel couMenvelghtS
Dual whiter tires required
TRACKLESS/TRIUMPH SICKLE BAR
Basic mower: Triumph series 2500
Drive: hydraulic phos Pibtlan drive
Cutter bar angle: 25' to +90'
Tilt -10' to +101
Curb W. 12'
Safety break back 90'
Cutter bar length: 5', V,'r
OTHER TRACKLESS ATTACHMENTS
48' pickup sweeper
80' or 72' angle sweepors
Water tank and pump Idt
5'. 6 or r angle snow plow
V type snow plow
Sats and Send spreader
51' or 70' snow blower
SOLD AND SERVICED BY
City of Monticello
Monticdto Comprchen&e Mn
Mareh, 19%
Trail/Pathway Plan
Existing Sidewalk
Grid System
—— — Ezisting Off -
Road Path
00000. Proposed Off -
Road Path
'ones, Proposed Sidewalk
on Road (Bike Route)
"Mmm"t Proposed on Road
Pedestrian and Bike
Route
—r -moi i i_
(o1600 MUS U
14 1116
Council Agenda - 10/14/96
12. Review of hick for a 160 -horn ower diesel -powered rmow blower for
street Plearrinw and widening, and congideration of gwrehase. W.S. )
A REFERENCE AND BACKGROUND:
At the September 4, 1996, meeting, the City Council authorized
advertisement for bids for replacement of the large snow blower that fits on
the front of the City's cat loader. This snow blower is used for clearing the
snow off of Broadway and for street widening. This purchase was originally
proposed for the 1996 budget, however, was postponed to the 1997 budget.
$70,000 has been allocated for the 1997 budget for this purpose.
Bids were due Thursday, October 10, 1996, at 10 a.m. The following is a bid
tabulation of the bids received:
COMPANY NAIVE I TOTAL BID PRICE
ABM Equipment "NO BID"
Carlson Equipment "NO BID"
MacQueen Equipment $59,745.440
*this Includes a 18,000 deduction for our trade-in and includes MN nate sales tai.
Based upon the above bid information and the data supplied with the bids
indicating specifications of the unit, the lowest bid for a suitable snow blower
for the City of Monticello is $69,745.44, including our trade and all applicable
sales tax.
B. AINERNATIVE ACTIONS;
1. The first alternative is to award the purchase of a new snow blower to
MacQueen Equipment of St. Paul, Minnesota, for $59,748.44,
including our trade and sales tax.
2. The second alternative would be not to purchase a now snow blower at
this time.
C- STAFF (O MF.NDATION:
It is the recommendation of the City Administrator, Public Works Director,
and Street Superintendent that the City Council authorize punhase of a now
snow blower from MacQueen Equipment as outlined in alternative 111.
n. SUPPORTING DATA;
None. Full copies of tho bids, specifications, and brochures aro available at
city hall fbr your review.
23
Council Agenda - 10/14/96
13. ConaidArsdinn I amending11 dPSMdVt1nn1
Offleini and consider 1the Usay,111 1
City Council is asked to provide City staff with direction in filling the Chief
Building Official position recently vacated by Joe Merchak. We are
concerned that simply advertising the opening as is under the current pay
will IIQt result in finding an employee with the experience needed to do the
job. We are recommending that the job description be amended and the job
points be re-evaluated, which would result in moving the position from grade
11 to grade 12. In addition, we are recommending that the overall salary
structure for City employees be allowed to add step 7 to the salary schedule.
The purpose of the proposed changes are two -fold:
To establish a point level that is consistent with the job
requirements of the Chief Building Official position.
To maintain a competitive salary structure.
As you may recall, in February of 1998, the City Council established the
position of Chief Building Official. This new position included new duties
relating to building inspection policy development, supervising the building
inspection department, computer application development, and site grading
and drainage analysis. Only seven individuals applied for the position, of
which only two met the minimum requirements. Three were interviewed.
Brian Stumpf, Brad Fyle, Jeff O'Neill, John Simola, and Tom Bose served on
the interview team. The hiring process culminated in the hiring of Joe
Merchak. The group involved in hiring Merchak was somewhat disappointed
in the caliber of the applicants and was concerned about the possibility of
turnover at the position.
The current pay range is $31,831 to $39,789. According to Joe Merchak, his
reason for leaving Monticello was for higher pay working for the City of
Minneapolis. There is additional evidence that seems to indicate that the
pay that we aro offering for the position is not competitive as shown on the
attached table comparing pay at other comparable cities.
In summary, there appears to be good evidence that the position is simply not
paid a high enough salary at its current level to attract competent applicants.
While the City determines its next step, it is proposed that we contract with
Metro -West or Paul Waldron & Associates at the rate of $25/hour for building
inspection assistance.
Council Agenda - 10/14196
Motion to authorize staff to advertise the opening under the current
pay scale.
Under this alternative, Council is not convinced that the salary needs
to be increased in order to attract a viable candidate; or perhaps the
Council believes that another attempt needs to be made to seek
qualified applicants, and that if a qualified applicant is not found after
this try, then the City Council could reconsider increasing the pay for
the position at a later date. Please note that in order to get Joe to take
the position, the City had to start Joe at the midpoint of the current
range. Again, given the prevailing rates of pay for Chief Building
Officials, it would appear that it would be difficult to find a qualified
candidate within the existing pay range. Therefore, to choose this
alternative would simply result in a loss of time or the hiring of an
individual that is not qualified for the position.
Recently, the City of St. Peter raised its starling pay to $38,000 after
experiencing significant disruptive turnover at the position.
2. Motion to amend the job description and comparable worth points for
the Chief Building Official and/or modify the City pay structure by
adding a 7th step.
After reviewing the job description in more detail in terms of the
criteria for establishing points for the position, it appears that a case
could be made for increasing pointe for education and experience
required. Currently, the position is awarded 60 points for degree of
previous experience (moderate, 3-5 years) needed to perform
effectively. It would appear reasonable to increase the required
amount of experience from moderate to extensive (6-8 years). It could
be argued that such a change is appropriate due to the work load,
complexity, and varying demands of the position in addition to the
supervisory and leadership role that the position must f dfill.
In addition to increasing the points for education experience, it would
be recommended that 4 additional points be added for responsibilities
relating to planning. The changes proposed would put the position on
a par with the Economic Development Director in this category.
Raising the grade results in a pay range of $33,742 to $42,177, which
represents a 6% increase in the position's pay.
25
Council Agenda - 10/14/96
In addition to raising the grade one level, the Council could consider
amending the overall pay scale by adding back step 7 into the City-
wide step system. Some of you may recall that when the pay equity
program was established in 1991, the consultant at the time
recommended that the City establish a 7 -step pay scale for employees.
The pay scale program design was based on the consultant's analysis
of the pay provided to rural and metro communities in the vicinity. In
her analysis, she did tip the scale toward the metro pay scale so that
the City could be somewhat competitive with metro pay scales;
however, when the final pay system was established, the City Council
did not completely agree with the method of weighting that was used
and determined that by removing step 7, the proper pay scale would be
established relative to the marketplace. For many of the positions, the
current pay scale may accurately reflect the marketplace in the
Monticello/fringe Twin Cities region; however, at least with regard to
the Chief Building Official position, it appears that having step 7
would be helpful in attracting qualified candidates to the position.
Adding step 7 to the current pay scale would have the following effect:
It would provide an additional step for all employees to
aspire to. Achieving step 7 should not be automatic and
would require that employees meet certain predetermined
objectives before step 7 could be achieved. In other words,
we would try to match the increase in payroll cost to an
increase in performance and efficiency.
Adding step 7 will result in a potential increase in overall
payroll cost in the amount of $20,000, assuming that each
employee at some point in time achieves step 7. Not all
employees will reach step 7 because they might leave
their position prior to getting to that step or their
performance in their position may not allow them to
achieve the highest step. Also, adding step 7 will not
result in an increase in the entry salary at any position.
Adding the 7th step will allow the City to be more
competitive in attracting new employees. Although the
City has not had a big problem with turnover in the past,
it is possible that as we seek to hire now employees as the
city grows, and as we replace employees through attrition,
we may not get the caliber of employees that we desire if
we do not stay competitive with other communities.
26
Council Agenda - 10/14/96
With regard to the Chief Building Official position,
adding step 7 along with ganging the grade of the
position will result in a pay range increase from
$31,831/$39,789 to $33,742/$43,864, which represents
a 10% increase in pay at this position. We think by
adding 10'% to the salary range at this position, we have a
greater likelihood of finding a qualified candidate for the
position.
Authorize City staff to request proposals for building inspection
contract for services.
Council may be concerned about raising the pay scale for the entire
City staff in order to make one position more competitive. As an
alternative to hiring a Chief Building Official and associated payroll
increases, City Council could explore the possibility of contracting for
services for the building inspection department. As you may be aware,
there are a number of cities that contract for building inspection
services, namely, the cities of Buffalo, Annandale, Waconia, Becker,
Rogers, and others. Of course, there are many that do not contract for
services, including Elk River, Big Lake, and Chaska.
The preliminary research we've done on this topic shows that contract
for services expense will amount to approximately 50% of the building
inspection revenue. The City of Monticello currently generates about
$180,000 in revenues; therefore, we could expect that the building
inspection contract will amount to about $90,000. Under such a
contract, the services provided would be limited completely to plan
review and building inspection services. The contracting firm would
have no responsibility for any other duties now completed by the
department, including civil defense or public nuisance/zoning
enforcement. It is also likely that a contract service would streamline
the number of inspections and provide service focusing on assurance of
adherence to the minimums of the Uniform Building Code. Generally
speaking, City employees acting in the building inspection capacity
will provide more hands-on attention to individual projects and
generally might be more committed to assuring adherence to building
code and other City standards. The cost to operate the City's building
inspection department based on the workload that ware now
experiencing requires two full-time employees and at least 3/4 of the
time of a clerical staff person. It is estimated that the cost to operate
the department using in-house staff will amount to approximately
$115,000.
27
Council Agenda - 10/14/96
In summary, it appears that utilizing building inspection contract
services is leas expensive; however, the services provided by such an
arrangement are more focused on building inspection only. Following
this path would likely require that the City hire or shift duties in some
other area to provide civil defense coordination and public nuisance/
zoning code enforcement. if you recall, the 1997 budget does call for
hiring for additional planning assistance. This new position could be
responsible for code enforcement.
We are recommending that the City Council select alternative q2, which
would call for moving the Chief Building Official position to grade 12 and
establishing step 7. This alternative will likely result in the City being able
to find a qualified candidate for the Chief Building Official position because
it will increase the range in pay by about 10%, which will make the salary
more competitive with what other communities are paying. It should be
noted that even with this increase in pay, we may not get the caliber of
employee that we desire; and if this happens, the City Council may wish
again to look at the potential of contracting for services. It is my view that
the timing of the introduction of step 7 to the salary structure makes sense.
This move will add an additional 4% to the top end of the Chief Building
Official pay scale, which will place it in the range of what other communities
are paying. Such a move will obviously add to the potential payroll expense
for the City as a whole. It would be our goal to make sure that obtaining the
7th step is tied to specific performance goals and objectives so that we can
link higher payroll expense to improvements in public service or
enhancements in individual employee efficiency. Further. I would
recommend that the City Council be required to review the specific
performance objective outlines for employees attempting to achieve step 7,
thereby assuring the City Council that moving employees from step 6 to 7 is
not an automatic action and that there is a set of expectations and a
measurement of performance linked to obtaining this 4'% increase.
Due to the low number of applicants and relatively poor qualifications of the
applicants that applied last time, we are not recommending that we advertise
for Chief Building Official under the current pay scale. We aro convinced
that given the competitive marketplace and the pay that is now being offered,
there is not likely to be anyone qualified for the position at the pay being
offered. Furthermore, we will lose our ability to attract potential employees
if we are constantly going out to the marketplace with now advertisements
for the position. Any potential applicants are bound to wonder what's going
on in Monticello and might, therefore, be discouraged from applying.
28
Council Agenda - 10/14/96
With re to the contract for services option, ption, this is our second choice. One
of the concerns regarding this option is the status of the current Building
Inspector position. It is possible that the current Building Inspector could
continue to work for the City even with a contract service; however, it is more
likely that the proposal submitted by a contract provider would call for
complete control and operation of the building inspection department, which
would require the elimination of the current Building Inspector position.
In summary, hiring under the current pay scale will probably not result in
finding an employee that meets our needs. Contracting for services will
reduce our building inspection cost but will also reduce the level of service
provided and could result in the elimination of the Building Inspector
position. Raising the grade of the position and increasing the salary schedule
to incorporate step 7 gives us our best hope of finding an employee that will
meet the needs of the department and will also add an incentive to other
employees currently at step 6 to improve performance.
Excerpts from pay equity study and pay schedule; Chief Building Official job
description; Summary table of building inspection department information --
comparable cities.
29
Chief Building Official
City of Monticello
Title of Class: Chief Building Official
Effective Date: February 26, 1996
DESCRIPTION OF WORK
General State of Dut4pic Performs administrative and skilled inspection work in
administering regulations pertaining to building construction, including inspection
and enforcement of building and zoning codes and ordinances and land use
regulations, and performs related duties as required. Serves as Zoning
Administrator.
SLneryiAion Received: Works under the general direction of the Assistant City
Administrator.
Superviginn Exercised: Exercises general and technical supervision over the
Building Inspector.
TYPICAL DUTIES PERFORMED
The listed examples may not include all duties performed by all positions in this
class. Duties may vary somewhat from position to position within a class.
Administers the City's building, plumbing, and mechnical code enforcement
program, including plan review, permit issuance, inspection, and related
responsibilities.
Administers the City's public nuisance enforcement program, supervises and
coordinates the enforcement of the public nuisance ordinance.
Explains building code, zoning ordinance, and specifications of city contracts to
contractors, property owners, and general public upon request.
Inspects structures for compliance with zoning ordinance and fire safety
regulations, and inspects damaged or deteriorated structures for compliance
with building code.
Inspects the work of contractors and subcontractors, updates contractors when
licensing requirements change.
Reviews development plans for consistency with site development standards,
including grading and drainage, and other city ordinance requirements.
Prepares and monitors building inspection budget; prepares local, state, and federal
reports monthly.
Purchases parts, equipment, and supplies costing up to $1,600 with Assistant
Administrator's approval; obtain Council approval for purchases over $1,500.
(continued on next page)
/3 �
Chief Building Official
City of Monticello
Reviews code reports and building and site plans for conformance to building and
zoning codes; forwards report to Assistant Administrator.
Performs on-site inspections for building construction work and land use permits
to ensure code compliance.
Investigates complaints regarding material and workmanship quality and
violation of the zoning ordinance.
Issues citations when necessary to enforce compliance with building codes and
zoning ordinance; may testify in court concerning results of inspection.
Verifies work permits with city certifications of persons engaged in building work.
Prepares records and reports of investigations and violations of building codes,
city contracts, specifications, and zoning ordinance, and work permits.
May supervise maintenance of all necessary records for day-to-day activity and
permit files.
Attends professional development seminars and continuing education for license
maintenance and to keep up on technical advances and code amendments.
Makes recommendations jointly with other City personnel regarding policy
development and ordinance amendments.
Coordinates plan review and inspection activities with the City Engineer with
respect to the construction or alteration of storm water drainage systems on
private property.
Coordinates development and preparation of policies and processes associated with
the building permit application and inspection process.
Supervises implementation and development of city-wide addressing system.
Assists with conversion and maintenance of manual building inspection
recordkeeping syste:a to a computerized system.
Manages and evaluates the job performance of the Building Inspector. Assists
Assistant Administrator in managing and evaluating other community
development employees as requested.
Assists in the selection of community development department employees.
Monitors compliance with zoning ordinance and investigates violations.
Attends Planning Commission and City Council meetings as requested, prepares
agenda items pertaining to variance requests as needed, and prepares other
information as requested by Assistant Administrator.
Oversees civil defense activities.
KNOWLEDGE, SKI" AND ABILITIES
Considerable knowledge of local, state, and federal building codes pertaining to
building materials and workmanship.
Considerable knowledge of zoning laws, ordinance requirements, and procedures
pertaining to Cho application/approval process.
Considerable knowledge of building materials and workmanship.
(continued on next page) 1,32
Chief Building Official
City of Monticello
Considerable ability to inspect, advise, and monitor construction for purposes of
code and regulation compliance.
Considerable ability to evaluate site plan design, including grading and drainage.
Considerable ability to interpret blueprints and plans involving architectural,
structural, mechanical, plumbing, and engineering designs.
Working ability to communicate effectively, both orally and in writing.
Working ability to work in unfinished structures and in unsafe or uncomfortable
surroundings.
Working ability to prepare the building inspection budget and written reports.
Working ability to keep current on code amendments and technical advances in
construction.
Working ability to apply or utilize computer technology in the building inspection
process.
MF4U4UM QUALIFICATIONS
High school education; three years experience in a building construction trade, or
one year of experience in same and two-year building inspection technology degree;
Must be certified by the State of Minnesota as a Building Official and maintain
certification thmugh continuing education; Must have three years supervisory
municipal inspection experience.
13 C.J
duties had to be on both job descriptions. When determining the Knowledge, Skills, and
Abilities, and Minimum Qualifications, I came to the same conclusions for both jobs.
The job evaluation was done separately but was only one point different.
It is normal for individual positions within a class to have some different duties. The
issues addressed in 1-5 above are issues normally looked at in determining whether
separate classifications should remain or jobs should be combined. We can still keep
them separate if the Council prefers, but they will look almost identical, and the pay
recommendation will be the same.
Liquor Store: Prior to our coming out, the City decided to create an Assistant liquor
Store Manager position to work primarily during the time the liquor Store Manager is
off duty. It was felt that more management was needed during the evening hours. A job
description was prepared based on the planned assignment of duties and the job was
evaluated using this information.
In addition, the fuUtime Liquor Store Clerk has some additional responsibilities above
that of the parttime clerks. These additional responsibilities and the additional
accountability this position has, results in significantly more job evaluation points. The
City wished to maintain this difference so we evaluated the classes as they now exist.
The liquor Store now has four job classes; Liquor Store Manager, Assistant liquor
Store Manager, Senior liquor Store Clerk and liquor Store Clerk. These are based on
restructuring decisions the City has made and actual differences as they have existed for
some time. The job descriptions and the job evaluation points were done with this
structure in mind.
ryl PO R /.4/ilr
Establishing the Salary Schedules
The salary grade system (salary schedule) was designed using generally accepted practice
in the field of compensation. There is some flexibility in the practice that allows one to
gear the system to fit the employer. The number of grades needed depends on attaining
a balance between too many (where any change in responsibility will change the salary
grades) and too few (where it is obvious that jobs having different values are in the same
grade).
I developed more salary grades than you currently need in case you decide to add new
job classes in the future or there are significant changes in duties and responsibilities to
existing jobs.
The number of grades that best fit the City of Monticello based on this criteria is 22.
tried a number of alternatives to match the market and maintain the mathematical
relationship the City needs for Pay Equity compliance.
13J
The market information we used was obtained from both metro and non -metro cities
with populations ranging from 3000 to 7500. More weight was given to the metro data
as the City of Monticello is more like a metro suburb than an outstate city in many
respects. The ratio determined to be the best match was 75/25 (Metro data weighted at
75% and non -metro data weighted at 25%). The resulting market figures fell between
metro and non -metro figures within the identified population range, but closer to metro
rates than the non -metro rates.
The difference between the grades is also based on a mathematical relationship taking
relevant market data into account. The increase between grades, that was the best
match for your market data, is a gradually decreasing percentage. It starts with 6%,
decreases by 1/2% with every five grades as you move up the salary grades. In other
words, each grade between Grades 1-5 increases by 6%, Grades 6-10 increases by 5
1/2%, and so on. This relationship fits the market data quite well while maintaining the
kind of mathematical relationship needed for pay equity compliance.
It is important that the difference between the minimum and maximum salaries
(percentage spread) for each grade also be competitive with the relevant labor market.
To determine the percentage spread, I analyzed salaries found in both outstate and
metro cities of comparable size in Minnesota.
Using that information 1 found that the typical spread was approdmatety 30%.
Therefore, the difference between the minimum and maximum salaries in the proposed
salary ranges is 30%.
The number of steps within each grade was determined with consideration given to three
factors. One important factor was the typical number of steps found in the public sector
labor market. Also considered was the difference in pay between the steps. Two many
steps would make the increase between steps insignificant.
Finally, we wanted to give the City the flexibility to institute some variation of pay for
performance, if you so choose. You will want to be sure that performance appraisals are
conducted on a regular basis for all employees prior to implementing the full flexibility
the salary administration system allows. Based on all of the« i s Le th n Um t r
Steps deter a�pr�nrinte was sev n
In determining what market data within the selected cities was appropriate for
comparison, we considered a number of issues. The most important of which is the
comparability between the City's positions and the positions as they exist in the relevant
labor market.
Therefore, once we determined the cities to look at, we then reviewed the labor market
data for benchmark jobs in the City. A benchmark job is a job where the contents are
well known and uniform across employers and where the market is relatively consistent.
/3 E
To establish ranges where none exist, it is important to find benchmark jobs of varying
point value (i.e. some low, some in the middle, and some high). The jobs used as
benchmarks for the City of Monticello were:
City Bookkeeper Operator Mechanic
Building & Zoning Inspector Water/Sewer Collection Operator
Street and Park Superintendent Public Works Director
City Administrator
After determining the relevant labor market and benchmark jobs, we pulled 1991
minimum and maximum salaries for jobs that matched the City's jobs. The market value
used in developing the salary ranges is the median salary of the data selected. There is
some adjustment calculated where the spread was too small.
The salary schedules are included in the appendix. These ranges are based on 1991
data, so should be adjusted for 1992. The amount of the adjustment is a policy decision
but the typical adjustment being considered by other cities ranges from 0 to 4% with
1-3% being the most common.
The City will need to decide its pay philosophy. The City's relationship to the market,
placement of employees in the salary ranges when the ranges are adopted, and adjusting
the ranges to maintain the relationship to the market in the future are all policy
decisions.
There are, of course, other issues to consider in setting your pay policy besides pay
equity such as: ability to pay, employee morale, recruitment and retention of employees,
etc.
The proposed salary schedule is included as Appendix G. It shows the salaries in hourly,
monthly, and annual figures.
Part time and Seasonal Jobs: Although the City could decide to pay all jobs in
accordance with one of the proposed salary schedules, we do not recommend it. It is
quite common for positions that are less than halftime to be paid differently than regular
Rill time jobs. The Liquor Store Clerk class has only pan time employees who work less
than halftime. For this job class we recommend an alternative range which is detailed in
the Appendix. The range is shorter and the ranges do not have a mathematical
relationship to the other salary grades. (See Appendix H)
This recommendation was developed with consideration to the market, pay equity
compliance, budgetary constraint, and some common sense. Because the reason for the
difference in pay is not gender-based, and in fact the Liquor Store Clerk class is a
balanced class by the Pay Equity Act's definition, this should not have any effect on your
pay equity compliance.
10
13F
There is also a chart showing how the job evaluation points convert to salary grades. All
possible points and grades are included even though they are not all needed by the City
at this time. In the future, if you add a new job class, or restructure a job enough so the
job evaluation points change, you will be able to determine the most appropriate grade
in which to place the job.
The point to grade conversion chart is the tool that ties the internal value to the salary
schedule (See Appendix 1). Assigning jobs to the salary grades based on their job
evaluation points will ensure compliance with the Minnesota Loral Government Pay
Equity Act.
The type of salary administration system being proposed is a Step -Rate with
Performance System. 'Phis type of system seems to be the best option for the City of
Monticello. Because the City does not consistently and regularly conduct performance
appraisals for all of the employees, we recommend that the performance component be
phased in.
Croce this has occurred, salary progression is based on a prescribed time schedule as long
• as performance falls within a range of acceptability. if performance is significantly below
or above the standards established for the job, the size and timing may be varied. With
this type of system, the City can acknowledge and differentiate between different levels
of performance. This AUm &9W1ipr to reyrard outctan in6 performers and to delav or
,= award increascL1a+oa&pedgrmem.
The system works like this:
Starting Salaries: New employees are normally hired in at the first step of the salary
grade assigned to that job. Exceptions may be made upon approval of the Council under
certain conditions. These are:
1) Additional education or training above that normally expected of the position
2) Additional experience or more relevant experience than that normally
expected of the position.
3) Special qualifications of the individual.
When considering pay above the minimum, thought should be given to salaries of current
employees, the current salary of the candidate, the availability of other good candidates,
and the benefit to the City of hiring this person.
/3 G
Salary Progression: The salary grades are established with normal time intervals for
increases. Assuming a new employee begins at the first step, they would be eligible for
movement to the second step after completion of the first six month probationary period
(1040 hours). After that, normally employees would be eligible for a one-step increase
annually (2080 hours).
' Employees who are not performing at a satisfactory level would not be awarded an
increase or the increase could be delayed for any period determined reasonable by the
• City Administrator, based upon the particular situation.
In addition, employees who are performing substantially above the expectations for the
position on a consistent basis, could be awarded an early increase or an increase of more
than one step. (it is not recommended that more than two steps be awarded)
Employees should never be placed below the minimum or above the maximum of the
grade assigned to that job class.
Salary upon Promotion: Employees who are promoted to another position within the
City should move to the closest step in the new salary grade that meets or exceeds five
percent of their current salary step (exclusive of overtime). In no case should an
employee receive pay in excess of the maximum for the salary grade of the position for
which they were hired or promoted.
Movement Within The Range For Employees Brought In Above The Base: Employees
who are hired in above the base salary (salary minimum) shall not be eligible for the
probationary increase, but will be eligible for the annual increase until they have reached
the salary maximum for the applicable salary grade.
Once a pay philosophy has been determined and the salary ranges have been adopted,
ongoing maintenance is minimal. The jobs are assigned to grades based on the job
evaluation points. We recommend you take a few minutes to review and update the job
descriptions on an annual basis.
Every three to rive years, all jobs should be reviewed for significant changes and the job
evaluation points should be updated. Updating is required by the Pay Equity Act but no
frequency is mandated. If the total points should change enough to move the position
into a different salary grade, the than will indicate where it should be moved. Normally
the salary of any Incumbent would change to the new grade at the same step as their
previous grade.
12
/34
To retain the City's pay relationship to the market uver time, the City can choose to
collect information on what other cities of comparable size in metro and non -metro
areas of Minnesota are considering for general adjustments. Care must be taken to
exclude salary increases due to merit and to only consider those due purely to cost of
living.
For example, if cities in the relevant labor market are considering 1.3% cost of living
increases, the City will want to consider an increase within that range if it wants to retain
its relationship to the market. The City will want to consider several factors in making
this decision such as its pay philosophy—where it feels it needs to be relative to the
market, budget constraints, employee turnover rates, actual or potential recruitment
problems, and employee morale.
It is recommended that the annual increases (cost of living adjustment) go into effect on
January 1, or the beginning of the first pay period of the year. As it is so close to the
beginning of a new year now and adopting the proposed salary ranges will put the City
into compliance with Pay Equity, you may want to consider adjusting the ranges for 1992
at the same time as you adopt the ranges.
The City will have to determine when they would like the step increases to go into effect.
They could be effective on the anniversary date of hire for each employee or at a fixed
time during the year.
As mentioned earlier, an important policy decision that has to be made is how to place
the employees into the salary ranges the first time. Movement within the ranges after
initial placement, and placement of new employees is already described. Because the
salary ranges are new but the employees are not and are already being paid a particular
salary, placement into the ranges now, is a unique situation.
There is more than one way to accomplish this task In deciding what might be the best
method, it is important to think about the following:
Employee morale
Money available for implementation of the new system
Ongoing costs of the new system
Consistency (non-discriminatory application)
Compliance with the Pay Equity Act
/3 =
After thinking about these issues the range of alternatives has been narrowed down to
the following:
1) Place employees into their respective salary grades at the salary step closest to,
but not below, their current salary. No-one should receive a pay cut when
adopting a new system; or
2) The same as #1 but with a minimum guarantee of at least X percent increase
(for example 3-54'0).
Costs per hour, by employee, have been determined for alternative #1 using the
proposed 1991 salary schedules with the exception of placing the Liquor Store Clerk
employees in the alternative range. These costs are outlined in Appendix J.
These are costs associated with adopting salary ranges. The salary ranges are based on
1991 market data. Cost of living increases for 1992 are not included.
The salary range design, assignment of jobs to salary grades, the salary administration
system, and the alternatives for placing employees into the salary grades were all done
with the Pay Equity Act in mind. Therefore, whichever employee placement alternative
is chosen, the City should eventually be in compliance with the Minnesota Local
Government Pay Equity Act.
I have included three scattergrams showing the City's relationship between job evaluation
points and salary. The first (Appendix K) shows how your current salaries compare with
their job value as determined by the modified Princeton System. Upon review, it
appears there is pay disparity between male and female classes.
The City would not be found in compliance with the Pay Equity Act if no adjustments
are made.
You do not need to adopt the proposed salary ranges to comply with the Pay Equity Act.
You could adjust individual salaries of incumbents up until the female -dominated classes
came out paid similarly to the male -dominated clauses.
But, adopting the proposed salary ranges will put you into compliance. In fact, because
you have mostly single -incumbent jobs, adopting one of the proposed salary schedules is
the easiest alternative for continuing compliance. if the City should move its female
incumbents up and one of your lower paid 'm' incumbents leaves, with a female
replacing that person, your compliance status could be affected. If the salary ranges are
adopted as proposed, it doesn't matter what gender you hire into any of the classes. The
proposal is completely gender neutral.
14
Mother reason to adopt ranges is to put a logical, rational system in place instead of
trying to start from scratch each year. Salary ranges provide for additional increases for
employees who stay and grow with the City. It is intended to reward employees for the
increased productivity that comes with teaming the City and the job over time. It isn't a
real long range though because the greatest learning and productivity improvement
generally occurs during the first five years. After that (when employees reach the
maximum of their grade) they would be eligible for only the cost of living adjustment.
The second graph (Appendix L) shows the pay relationships based on placement of the
jobs into the proposed market salary schedule and alternative salary schedule as
compared to job evaluation points. 'rite graph shows the proposed maximum salaries for
each class, based on the current gender of the incumbents, as compared to points. When
a City has adopted salary ranges, the State Department of Employee Relations plots the
maximum salaries and compares those to the points for each job class. Their primary
focus is to review how female classes are paid compared to males.
The third graph (Appendix M) shows the pay relationships with the actual highest salary
plotted wherever an employee's current salary is above the maximum of the salary range
for their class. The remaining classes are plotted using the maximums of the proposed
ranges. You can see that only three classes move up. Because two are female and one
is male, they effectively cancel each other out. If they had all been male, we may have
to do further analysis of whether you would meet DOER'S evaluation criteria. If they
had all been female, there would be no issue as the law doesn't require that males be
paid comparably to females, only the converse.
The reason using an alternative range for your Liquor Store class doesn't hurt your pay
equity compliance efforts is based on the fact that there is a gender -neutral reason (the
part time nature of the jobs) for the difference. In addition, the class is not
female -dominated so this will not be questioned.
There are a few other issues that need review for pay equity compliant:. If you provide
different health insurance contributions to any of the employee classes included in the
study, an analysis of the impact on female classes must be done. If any female class is
'disadvantaged', the health insurance contributions must be added to the maximum
salaries prior to plotting the salaries on the graph.
If you adopt the salary ranges as proposed, you will pass the salary range test. If any job
classes are eligible for performance or longevity pay, an additional analysis must be done
to ensure that no more than 20% of the female classes are "disadvantaged' as compared
to your male classes.
Please advise me if any of the additional analyses should be conducted. As was
mentioned earlier, the deadline for compliance is December 31, 1991. The City must
provide non -gender based reasons for salary disparities between female and male classes,
13K
CITY OF MONTICELLO PAY SCHEDULE JANUARY 1, 19%
1 15.29
$8.40
102.70%
Prupo x
$9.08
$9.49
$9.92
STEPS
$10.78 311.22,
2 30.44
$8.90
102.70%
$9.14
ti
$10.06
$10.521
1
21
3 1
4 1
5 1
6 7
R POINT
I BASE
PRCNT
BAS
$12.121 $12.60
4 60-74
15.0096,
120
$10.27
D RANGE
1995
COLA
C 998
105.00%
11104.35%
$10.66
104.17% 104.00%1
1 15.29
$17,472
102.70%
$17,944
318,841
$19,738
$20,6361
$21,533
$22,4301$23,3271
2 30-4
$18,521
102.70%
$19,021
$19,972
$20,923
$21,8741
$22,825
$23,776 $24,727
3 45-59
$19,632
102.70%
$20,162
$21,170
$22,178
$23,186
$24,194
$25,202 $26,210
4 60.74
$20,809
102.70%
$21,371
$22,439
$23,508
$24,576
$25,645
$26,713 $27,782
5 75-89
1 $22,058
102.70%
$22,653
$23,786
$24,919
$26,0511
$27,184
$28,317 $29,449
6 90-104
$23,271
102.70%
$23,899
$25,094
$26,289
$27,484
$28,679
$29,874 $31,069
7 105-119
I $24,667
102.70%
$25,333
$26,600
$27,867
$29,733
$30,400
$31,6671$32,933
8 120-134
$26,148
102.70%
$26,854
$28,197
$29,539
$30,882
$32,225
$33,567,$34,910
9 135-149
$27,716
102.70%
$28,464
$29,888
$31,311
$32,7343
$34,157
$35,580 $37,0041
10 150-164
$29,379
102.70%
$30,172
$31,681
$33,190
$34,698'
$36,207
$37,716 $39,2241
11 165-179
$30,994
102.70%
$31,831
$33,423
$35,014
$36,6061
$38,197
$39,789 $41,3601*
12 180-194
$32,855
102.70%
$33,742
$35,429
$37,116
$38,800
$40,490
$42,177 $43,884 *c60
13 195-209
$34,826
102.70%
$35,766
$37,554
$39,343
$41,131
$42,919
$44,708 $48,4961
14 210-224
$36,915
102.70%
$37,911
$39,807
$41,703
$43,598
$45,494
$47,3891$49,2851
15 225.239
$39,130
102.70%
$40,187
$42,196
$44,205
$46,215
$48,224
$50,233 $52,2431
16 240-254
$41,281
102.70%
$42,395
$44,515
$46,635
$48,754
$50,874
$52,994 $55,114
17 255-269
$43,757
102.70%
$44,938
$47,185
$49,432
$51,6791
$53,926
$56,173 $58,420
18 270-284
$46,382
102.70%
$47,635
$50,016
$52,398
$54,780
$57,161
$59,543 $61,9251
19 285-299
$49,165
102.70%
$50,493
$53,018
$55,5421
$58,0671
$60,592
$63,1161$65,641',
20 300.314
$52,116
102.70%
$53,523
$56,199
$58,875
$61,5511
$64,227
$66,903 $69,580'
11 315-329
$54,977
102.70%
$56,462
$59,285
$62,1081
$64,931
$67,754
$70,577 $73,400
22 330+
$58,277
102.70%
$59,850
$62,843
$65,6351
$68,8281
$71,820
$74,8131$77,805]
HOURLY RATE
1 15.29
$8.40
102.70%
$8.63'
$9.08
$9.49
$9.92
$10.35
$10.78 311.22,
2 30.44
$8.90
102.70%
$9.14
$9.60
$10.06
$10.521
$10.97
$11.431 $11.891
3 45.59
$9.44
102.70%
$9.69
$10.18
$10.661
$11.151
$11.63
$12.121 $12.60
4 60-74
$10.001
102.70%
$10.27
$10.79
$11.301
$11.82
$12.33
$12.841 $13.361
5 75-89 1
$10.66
102.70%
$10.89
$11.44
$11.98
$12.52
$13.07
$13.61 $14.16
6 90-104
$11.19
102.70%
$11.49
$12.06
$12.64
$13.21
$13.79
$14.36 $14.94
71105.119 1
$11.861
102.70%
$12.181
$12.79
$13.40
$14.01
$14.62
$15.221 $15.831
8 120-134
$12.57
102.70%
$12.91 :
113.56
$14.20
$14.85
$15.491
$16.14 $16.78
91135.149 1
$13.321
102.70%
$13.681
$14.37
$15.051
$15.741
$18,42
$17.11 $17.79
10 150164
$14.12
102.70%
$14.51
$15.23
$15.961
$18.68
$17.41,
$18.13, $18.88
11 165.179
$14.90
102.70%
$15.301
$16.07
$16.831
$17.60
$16.361
$19.131 $19.89
12 180194 1
$15.801
102.70%
$16.221
$17.03
$17.841
$18.66
$19.47
$20.281 $21.091
131 195-209 1
$16.74
102.70%
$17.201
$18.08
$18.91
$19.77
$20.63
$21.491 $22.35'
14, 210224 I
151225-239
$17.751
$18.811
102.70%
102.70%
618.23
$19.321
$19.14
$20.29
$20.05
$21.251
$20.96
$22.221
$21.87
$23.18;
$22.78 $23.69
$24.15 $25.12'
16 240254
$19.85'
102.70%
$20.38
$21.40
$22.42
$23.441
$24.46'
$25.48 $26.50
171 255-289 1
$21.041
102.70%
$21.601
$22.69
$23.771
$24851
$25.931
$27.011 $28.09
18 270284
$22.30,
102.70%
$22.90
$24.05
$25.19
$26.34
327.48
$28.63 $29.77
191285-299
623.84;
102.70%
$24.281
$25.491
$28,701
827.921
$29.131
$30.341 $31.56
20 300314
$25.08
102.70%
$25.73
927.02
$28.31
$29.59.
$30.88
$32.17 $33.45
211 315.329
$28.431
102.70%
$27.151
928.501
$29.881
$31.221
$32.57'
$33.931 $35.29
22 330+ 1
$28.02
102.70%
$26.771
$30.21,
$31.65
$33.09
$34.53
$35.97 $37.41
/3L
POINTLIS.WK4: 10/11 MO
/3 M
Page t
INDIVIDUAL JOB EVALUATION
POINT SUMMARY
5
CITY OF MONTICELLO
Job Title
Knowledge/
E3=f1ence
AccounIBp1114r Planning $=ndalon
Working
Canditions Total
Poimn
Public Works
At
Ala 1A
A
1C2
681
29
Assistant
10
10 0
0
281
1181
702
=
9
Sewer Collection
Al
Ala 1A
A
iC2
11D3
35
Assistant
10
10 0
0
2C2
1202
7133
=
68l
15
Seasonal Park
Al
Ala 1A
B
1C2
7D3
36
Worker
10
10 0
part.
281
681
2
5C2
1102
6C2
]2ffi
16
Lquor Store
Al
Ata 1A
A
102
7131
96
"lerlc
10
10 0
0
2C2
SC2
3C2
981
4D3
1081
6D3
1181
16
Building and
Al
Ata 2A
A
1C2
6C2
44
Grounds
10
10 1
0
2131
9C2
Maintenance
3E4
1103
4E4
=
7133
23
tltllityBilling clerk
81
Bib 2A
A
5D3
I=
73
30
34 1
0
SE4
a
Deputy Registrar
Bt
Sla 2A
A
2C2
6E4
72
30
30 1
0
403
11
Bookkeelm
81
Bib 2A1
A
281
6E4
74
30
34 1
0
5D3
11!81
9
POINTLIS.WK4: 10/11 MO
/3 M
Page t
,l bQ ilm
K
AcammteAilibr
2lannlnp
SuVeridgm
Working
ComttUo=
IntsLPW=
Liquor Store
•terk/Cashier
Al
10
82b
2B
A
1C2
781
73
44
3
0
202
881
381
981
4D3
1081
SD3
1181
16
Asslstarn Liquor
Store Manager
At
Gla
38
8
103
SC2
90
10
SO
7
pan.
2C2
961
3
3C2
1081
403
1181
603
1281
7B1
20
Operator/
82
Bib
2A
B
103
8C2
110
Mechanic
40
34
/
pan.
2D3
9C2
4
3C2
1102
4D3
12D3
581
1381
6D3
14C2
7D3
1681
31
Water/Sewer
B2
82a
2A
8
1C2
BC2
111
`dlecti n
40
40
1
Pan,
2 9
1160
4D3
1263
SU
13C2
6C2
1461
7D3
20
Construction
Cl
82b
38
A
103
SC2
127
Inspector
60
44
7
0
2C2
903
3C2
11C2
4D3
1202
6C2
1302
760
28
Cornputer Support
C2
C2b
3C
A
181
603
142
Ana"
60
04
9
0
2C2
OM
9
Building and
C2
C2b
38
A
iC2
703
154
Zoning Inspector
60
64
7
0
2C2
BC2
3C2
9C2
481
1002
SC2
1181
6C2
=
23
POINTLIS. WK4: 10/11196
13Pop 2
Job Title
Knowledge/
Experience Accmmtabilhy
Planning
%=rvIalon
Workhtg
inn Total
Points
Office Manager
B2
C2c
4C
C
1C2
SD3
149
40
68
13
comp.
2C2
fiB
16
3B1
12
Liquor Store
B2
C3b
3C
C
1D3
8C2
159
Manager
40
74
9
corttp.
2C2
9B1
16
3C2
1081
5C2
1181
6D3
12B1
7B1
]381
20
Economic
D1
C2b
41)
A
3D3
7B1
160
Development
70
64
15
0
5D3
9111
Director
6D3
11
Street and Park
B2
C3b
4C
C
102
881
168
Superintendent
40
74
13
Comp.
2B1
9131
22
3131
1181
4B1
1202
5D3
1381
6C2
1481
7B1
1681
19
1
Water/Sewer
C1
C3b
4C
C
1C2
8C2
180
CoOection
50
74
13
comp.
2C2
802
Superintendent
13
381
10B1
403
1103
6C2
12D3
6C2
1302
7D3
1481
1981
30
Pubk Works
04
D3c
5E
D
181
881
242
Director
80
g8
25
cone.
381
1002
25
5D3
1181
681
1381
781
1681
881
/3
Assistant City
D2
D3c
6F
C
300
7B1
241
Administrator
80
913
34
eortp.
503
881
16
6013
1=
'
13
POINTLIS.WK4: 10/110
/.30
Page 3
Job THe
Knowledge!
EMdenC t AGJolIntablifty
Planning
,&Mn talon
Worwrig
Coalms
Total Polm
City AdrPonistrator
D3
E4c
6E
F
3C2 6C2
297
90
128
31
cane.
5D3 1081
40
8
Sr. Deputy
B1
Bib
2)
B3
202 6E4
82
Regi9rarClerk
30
34
3
4
403 1QS'r2
11
Developmerd
82
Ctb
4A
AD
1B/ 9B1
111
Setvkes
40
54
9
0
3C2 1081
Tech*ian
6D3 8
Pubk Works
Al
Ata
A2
AD
6E4 MI
30
Secretary
10
14
1
0
5
ChM Buk tg
C3
C2C
4B
C
1C2 2C2
180
Official (proposed)
70
68
11
11
3C2 SD3
6C2 7D3
8C2 902
1tBt 1=
21
1
/.3 P
POINTLISNK4: 10/11/96 Pope 4
W
A
BUILDING INSPECTION DEPARTMENT
WORK LOAD AND SALARY SURVEY
Goes moiled by Permit volume
iWORKLOAD COMPARISON
PER EMPLOYEE
Nurltber &along Anual I
Corttrno
Parnate Permrte
of o Permrt Dopa
Chid Butldng Corlaacl
Service Per tingle per air �e
Buiidrg Dep
1_995 Vduaaon Revenw
V995
L Office) Pam S..
P_ I_nsPe,•toa
Cloned
Em ployeeo_�
Big Lake 1 75 $9,472,000 not avail
"$26,000 - S341000 Metro Wool
175 350
12 office
Rogue' 177 $9,777.585 $84,164
Metro Wom $65,950
NA 1 354
12 otko
St Peter 283 $7,332,000 1 $93,284 1
_$38,000 starting_ _
+ NA 566_
_ _ 12 othce
1 $0,000
ChaWei-380 —$40,000,000 44
rButob 390 $42,008,374 1 $224,557
T $45,000 - B Yro
Metro Wool
i '
190 507
NA 780
3 FT mopes • 314 aX¢o
oharoodencal
HutcMnom 553 $16,373,698
Morlacdb 581 $17,641,600
$183,77231
$123,562LS2$7
B7 - $56'347
• $38,789 ( Paul Waldron)
1
1
277 553
378 1134
2 FT mailed • 1 FT office
1 5 FT inaped - 12 oflKe ;
While Boor 652 ' $23.529,058
$259,29100
- f45r000
217 652
3 FT moPlct • 1 FT ct tt
LElk Rno 11601 $35,633,115 1 not oval3
• 45,480 . OT)
387 1 773 1"'3
FT inunct • 1 FT, 1 , otko ,
Rogme to uMer 1879 buadutg code fee ochodufe
Big Lake oorttrocted in 1995 SWary noted in for 1996
Elk fiver Woo hao 1 FT houmrg irmpwtor (rental property), and 1 FT pari n(yroning odmnctrotor
PLEASE NOTE: All building departments with permit volume roughly equal to Monticello have 1 FT ctorlul—
Monticello hu 112 clerical In the building depeAment.
RIGS U RV. W K4: 10/11196
INFORMATIONAL ITEM
October 3, 1896
As you may recall, the Council approved budgeting for an additional 200 hours of
police coverage next year. This was due to a recommendation from the Police
Commission and the Sheriffs Department that the City consider gradually
increasing the number of hours as the population grows and the city expands. The
department has been experiencing more calls for service, which takes away from a
deputy's time for other general police activities.
During the recent Council discussion on the additional hours, questions were raised
as to whether a specific schedule would be established in advance for these hours or
whether the Sheriffs Department would be allowed the flexibility to schedule the
hours as needed. Some concerns were noted that if the Sheriffs Department could
not tell us when they needed the additional hours specifically, possibly the hours
weren't that necessary. The Police Commission recently met again to discuss the
need for the additional hours and again recommended that the City Council simply
allow the Sheriffs Department to schedule the hours at their discretion by adding
additional shifts when specific problems arise such as traffic concerns or a rash of
burglaries, etc. Chief Deputy Don Lindell of the Sheriffs Department felt that
adding an extra deputy under those situations would be far more beneficial to the
community than simply scheduling a time in advance to use up the hours. For each
additional shift that is added during the month, the Sheriffs Department would let
the City know when the deputy was added and for what specific purpose they felt
the additional time was needed. This will give us an idea of where the additional
manhours are spent and will provide a good statistical background for determining
whether additional hours are warranted in future years.
vouce uvo; 1WM
- 3>0 Westwood Lake Office
WSA 8441 Wayzata Boulevard
Minneapolis, MN 55426
612-541-4800
&Associates, Inc. FAX 541-1700
To: Honorable Mayor and City Council
City of Monticello
From: Bret A. Weiss, P.E.
Ronald B. Bray, P.E.
Date: October 9, 1996
Ba. Mlnduod,. P.E.
Bm A. W6.. P.E
Pan R. Wdk.1, ing. P.E
Don.Ld W. Sn . P.E
Ro-ld B. Buy. P.E
Memorandum
Re: Trunk Highway (TM 25/Chelsea Road(I-94 improvements
Council Update
WSB Project No. 1033.00
A meeting was held on September 26, 1996 at 10:00 a.m. with the Minnesota Department
of "rransportation (Mn/DOT) and the Federal Highway Administration (FHWA) at their
district office in St. Paul. Jeff O'Neill represented the City of Monticello, along with Ron
Bray, WSB & Associates.
Discussions included the history of the TH 25 corridor, the analysis of Options 2 and 3 for
the Chelsea Road intersection, and projected traffic volumes on TH 25 and the 1-94 corridor.
The discussion then focused on improving the operating efficiency of the interchange, along
with discussing the different options available. The FHWA agreed that Alternative 4D,
which included the loop ramp for southbound TH 25 to eastbound I-94, along with the new
eastbound off -ramp coming into the Oakwood intersection, is a feasible alternative. They
also requested that we perform a traffic analysis for the operational efficiency for the future
and look at an urban interchange alternative. Their initial reaction was that modification at
interchange would require approval from both the Chicago Regional Office, along with
approval from the main office in Washington, D.C.
Upon further review of the 1-94 corridor, we have also identified similar interchanges which
are currently in existence similar to Option 4D. Those interchanges arc located at TH 101
infrnrtnr vre - Engine► - Plannen
FQCAL 0"ORTUNrn' DAPI 01 -FO
Honorable Mayor and City Council
City ojblonticello
October 9, 1996
Page 2
and 1-94 in Rogers, and County State Aid Highway (CSAH) 75 and I-94 in the St. Cloud
area.
WSB is currently finalizing its scope of services and proposal, which will include the
analysis for the interchange revision and will submit to City Staff for review. Upon approval
of City Staff, it will be forwarded to MnWT to further the cooperative agreement project
on TH 25 and 1-94.
In summary, revision of the interchange does seem feasible at this time and will result in a
significantly improved TH 25 corridor, improved access to I-94, and minimal impact to
business access along the TH 25 corridor.
1"MN)J OPM-Mfg'
COUNCIL UPDATE
i
October 8, 1898
mavrm T.1
As you will recall, a preliminary tax levy and budget was adopted on September 9
that set our tax levy at $3,059,880, a 3% increase over the 1996 levy. The actual
public hearing date for final adoption of next year's budget is scheduled for
Wednesday, December 4, at 5 p.m.
As part of our initial budget workshop, the Council did discuss a few of the capital
expenditures, including the request by the MCP for up to $35,000 in matching
funding for the downtown Community Partners revitalization program. A few
other minor changes from the workshop included increasing the Bohanon Farm
biosolids improvements from $8,000 to $10,000 and adding $1,800 to the sewer
budget for an anti -fall device that will not be reimbursable through OSHA.
I am assuming that the Council will want to have an additional workshop session to
go over the budget in more detail prior to the December 4 public hearing date. If
the Council wants to have an additional session, possibly a time could be scheduled
Monday night. If the Council feels an additional meeting is not necessary at this
time, we will simply bring forward the budget as originally adopted in September to
the public hearing December 4.
BLOW UP& 104aa
COUNCIL UPDATE
October 11, 1996
. U.S.)
At the September 23, 1996, meeting of the Council, City staff reviewed wastewater
treatment plant cost saving efforts totaling $459,870 in construction costs. By
deleting the 3% contingencies and the projected 15% engineering fees, we would
come to a total savings of $555,293, or about 28% of our over -budget.
After the Council meeting of the 23rd, we began our second wave of cost saving
efforts. On September 30, 1996, Rick Wolfsteller, myself, Chuck Keyes from PSG,
and Councilmember Tom Perrault spent a portion of the day again at HI Ws office
working with the various design team members. We came up with another 13
items which could lead to cuts on the project. The following is a list of those items
considered:
1. Define construction debris to be located on site. Indicate
drainfield/septic tank removal.
2. Vinyl floor in lab (administration building).
3. Delete alternate bid for epoxy flooring.
4. Blower Room - use exiting air intakes and provide a one -dryer system
for both compressors.
5. Sludge Proc Bldg - relocate storm water manhole further north of
building.
6. Keep existing breaktank.
7. Outfall structure on storm water pond too complicated (City to provide
information).
8. Remove burnished block on SBR walls and remove architectural
stripe.
9. Provide option to contractor to reuse existing aluminum handrail far
SBR tanks.
10. Electrical: Provide note that the Owner has the right to first refusal
t on all salvage items.
11. Define temporary pump siting.
wwrv.uvo; IWIM pap
12. No spare digester mixer on bid form.
13. Relocate gas scrubber to lower level/headworks building: eliminate
15-20' from headworks building.
In addition to the above list, we considered shortening the administration
building by approximately 12 feet. However, after additional consideration,
we decided to leave the administration building alone, as the few dollars
saved from cutting this 12 feet could have repercussions in the future. The
administration building is expected to serve not only this expansion, but the
next two expansions. This item brought back memories of the city hall
building when the full basement was cut from the proposal at the last
minute. We have probably spent as much as the cost savings over the past
years just to feed electronic cables for telephones and computers to different
points. In addition, we are out of storage at city hall and will probably have
to look at costly additions in the near future.
The major cost saving found this time included on the above list is in the
area of the headworks building. We are attempting to shorten the
headworks building by 15 to 20 feet, which would not only delete a portion of
the building itself, but the long basement. In addition, sliding the most
easterly SBR tank 20 feet to the west allows us to use more common wall
construction between tanks and saves us money. The roof on the building
may go from a shingled gable -type roof to a flat roof to accommodate a make-
up Sir unit for the odor control scrubber. In addition, we deleted the
architectural striping on the exterior of the tanks to the east and north in
favor of growing ivy on the walls until the trees are big enough to screen the
tanks.
We do not have the total estimated cost savings for these recent changes, as
HDR's design team is currently working on those. We are hopefiilly going to
gain between $150,000-$200,000 additional construction cost savings. The
project is currently out for bid with the plans being delivered to the
contractor hopefully on October 18, 1996. A pre-bid conference is scheduled
for November 6, 1996, at city hall at 9 o'clock to review the project with
prospective bidders. The meeting will then end with a tour of the existing
wastewater treatment plant and expansion areas.
The bide for the project are duo at 2 p.m. at city hall on November 20, 1996,
to be reviewed by the City Council at the November 26, 1996, meeting,
hopefully for award and notice to proceed, as we still have a very aggressive
construction schedule having the first SBR tank in operation within a year of
award of the project.
wwrv.uao: +a++45 Papp 2
I
COUNCEL UPDATE
October 11, 1896
. U.S.)
Pittsburg Tank & Tower Co., Inc., out of Henderson, Kentucky, is the firm
contracted to paint the old water tower. This firm was awarded the contract on
July 9, 1996, but took almost a month to get the necessary paperwork to us. The
actual Notice to Proceed on the project was given August 6, 1996, after we received
all the signed documents and insurance. The contract completion date for the
project was October 8, 1996.
The quality of the work performed by Pittsburg Tank & Tower Co., Inc., appears to
be satisfactory. The crew scheduling, however, could have been more aggressive in
light of the fact of the October 8 completion date.
During the project, the contractor's air compressor went down. They were unable to
obtain a rental unit locally, so we allowed them to use the City of Monticello's air
compressor when it wasn't being used by the City, as the Water Superintendent
and myself thought it best to keep the job going without delay. We have kept track
of the time that it was used and will be talking to the contractor during final
payment to recover some rental money for our air compressor.
The painting crew left town on Saturday, October 6, 1996. 1 placed a call to
Pittsburg Tank & Tower Co., Inc. on Monday, October 7, 1996, and left word with
the project manager to inform me as to the status of the completion of our project. I
had not heard from them by late in the day on Tuesday, October 8, 1996;
consequently, I forwarded a certified letter to them indicating that liquidated
damages as per the specifications of $60 per calendar day would begin on October 9,
1996, until the project is completed. A copy of this letter is enclosed for your review.
This is the status of the project as of Friday, October 11, 1996. Any changes in
project status between now and Monday evening's Council meeting will be brought
up at that time.
TOWER UVD: 1011140
250 East Broadway
P. O. Box 1147
Monticello, MN
55362.9245
Phone: (612) 295-2711
Metro: (612) 333-5739
Fax: (612) 295-4404
Mr. Robert Benish
PFMBURG TANK tit TOWER CO, INC.
515 Pennel Street
P.O. Box 913
Henderson, KY 42420.0913
October 8, 1996
Intlrtsr of the City'
-r Mr. Rmkh:
All work on the above referenced project was to be in place and accepted by October 8, 1996. Portions of the work
covered by the original contract yet to be completed aro the application of the logo on two sides of the tank and the
completion of painting of the upper ladder and railing systems. This work is subject to the $50 per calendar day
liquidated damages duarges beginning Wednesday, October 9, 1996. The completion of the wrapping text of the words
"Monticello" on both sides of tank is not subject to the liquidated damages, as it was considered an addition to the
contract
I phoned your office on Monday. October 7, 1996, to discuss with you the reasons why your painting crew left thejob.
I have yet to receive a response to my call.
Please schedule the completion of this project as soon as possible. This project has drugged on and has become a
nuisance to nearby businesses.
Sincerely,
CMMO LIO
John E. Simoln
Public Works Director
`fig
Rick Wollktdler, City Administrator
Man Theism, Water Superintendent
File/
Oj7ta of Public Works, W9 Ool f Courn Rd. Momicello, UN SM62 • Phoat: (e19/ 2M 170 • Fen (612) MJ/70, nt 1