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HomeMy WebLinkAbout02.21.23CITY OF ST. JOSEPH www.cityofstjoseph.com St. Joseph City Council AMENDED February 21, 2023 6:00 PM **The City Council meeting will be conducted in-person in the council chambers of the St. Joseph Government Center. Members of the public can attend in-person or via Zoom. ** Join Zoom Meeting https://us06web.zoom.us/j/81512268297?pwd=c1ZwcThFS1lXOTh3STA4MzJSbkx1UT09 Meeting ID: 815 1226 8297 Passcode: 987832 1.6:00 PM Call to order - Pledge of Allegiance 2.Public Comments Up to 3 speakers will be allowed for up to 3 minutes each to address the council with questions/concerns/comments (regarding an item NOT on the agenda). No Council response or action will be given/taken other than possible referral to Administration. 3.Approve Agenda 4.Consent Agenda a.Minutes – Requested Action: Approve the minutes of February 6, 2023. b.Bills Payable – Requested Action: Approve Check Numbers 060090-060176, Account Payable EFT #002127-002133; Payroll EFT #112354-112359; Regular Pay Period 3, 3.01, Council Pay Period 2. c.Donations – Requested Action: Approve Resolution 2023-001 Accepting Donations. d.Financial Reports – Requested Action: Approve the 2022 4th quarter reports, 2022 December reports. e.Approval of Application to Conduct Off-Site Gambling – Requested Action: Approve Resolution 2023-006 Approving application from Optimist Club of St. Cloud to conduct off- site gambling at Bad Habit Brewing Co. on March 24, 2023. f.Joint Planning Board Appointment – Requested Action: Approve appointment of Jon Hazen to Joint Planning Board. g.Consideration of Resolution Approving East Park Deed Restriction – Requested Action: Approve Resolution 2023-005 Deed Restriction for property 84.53494.0211. h.Performance Measurement Survey Participation – Requested Action: Approve conducting a survey of the City’s performance benchmarks with the assistance of LMC establishing the questions discussed. i.Consideration of Accepting Proposal and Selection of DDA for conducting Pay Equity Study – Requested Action: Accept proposal of DDA for conducting Pay Equity Study. j.Police Officer Hire – Requested Action: Approve the hire of Madison Honer at step 1 on the wage scale subject to the successful completion of pre-employment process. k.Centennial Park Basketball Court – Requested Action: Approve and award the bid for new concrete basketball court in Centennial Park to Simmons Construction for the amount of $31,100.00; and award the bid from ATE Recreation for the striping of the court for $3,600.00. 5.Consideration of Approving Accounting Service Contract with ABDO 6.Consideration of Approval of Labor Contract between AFSCME and City of St. Joseph 7.Consideration of Appointing David Murphy to the Position of City Administrator and Approval of Contract 8.Consideration of Adoption of Ordinance 2023-001 Amending Ordinance 701 increasing the amount allowable for off-sale of a micro-distillery from being able to sell one 375 ml bottle per customer per day to up to 750 ml per customer per day 75 Callaway Street East | Saint Joseph, Minnesota 56374 Email: cityoffices@cityofstjoseph.com | Phone: 320.363.7201 | Fax 320.363.0342 CITY OF ST. JOSEPH www.cityofstjoseph.com 75 Callaway Street East | Saint Joseph, Minnesota 56374 Email: cityoffices@cityofstjoseph.com | Phone: 320.363.7201 | Fax 320.363.0342 9. Consideration of Appointment of Members to the Park Board and Human Rights Advisory Board 10. Engineer Reports 11. Department Reports a. Administration b. Community Development c. Finance d. Fire e. Public Works f. Police g. Recreation 12. Mayor and Council Reports and Miscellaneous Business 13. Adjourn February 6th, 2023 Page 1 of 3 Pursuant to due call and notice thereof, the City Council for the City of St. Joseph met in regular session on Monday, February 6th, 2023, at 6:00PM in the St. Joseph Government Center. Members Present: Mayor Rick Schultz, Councilmembers Kevin Kluesner, Kelly Beniek, Adam Scepaniak, Bob Loso City Representatives Present: Interim City Administrator Jeff O’Neill, Finance Director Lori Bartlett, Public Works Director Ryan Wensmann, City Clerk Kayla Klein, Community Development Director Nate Keller, Police Chief Dwight Pfannenstein, Fire Chief Jeff Taufen, City Engineer Randy Sabart Public Comments: None. Approve Agenda: Loso motioned to approve the agenda; seconded by Kluesner and passed unanimously by those present. Consent Agenda: Loso made a motion to approve the consent agenda; seconded by Kluesner and passed unanimously by those present. Consent Agenda: a. Minutes – Requested Action: Approve the minutes of January 17, 2022. b. Bills Payable – Requested Action: Approve Check Numbers 059989-060091, Account Payable EFT #002122-002124; Regular Pay Period 2. c. Gambling Reports – Requested Action: Review and accept the 3rd quarter gambling report. d. Approval of Cellular Meter Purchase – Requested Action: Approve cellular water meter purchase and installation not to exceed $160,200 for year 2023 using the water revenue fund. e. Approval of Instrument of Release for Bad Habit Brewing Loan – Requested Action: Approve Instrument of Release for the loan issued by the City of St. Joseph to Bad Habit Brewing Company. f. Liquor License Issuance, Obbink Distillery – Requested Action: Approve the on-sale/special Sunday micro-distiller cocktail room license and off-sale micro distillery license to Obbink Distilling. g. Approval of Application to Conduct Off-Site Gambling – Requested Action: Approve Resolution 2023-004 Approving application from St. Joseph Lions to conduct off-site gambling at Sal’s Bar and Grill on April 7, 2023. h. Declaration of Official Intent to Reimburse 2023 Street Improvement Costs – Requested Action: Adopt Exhibit A, the Declaration of Intent, to reimburse costs relating to the general capital equipment with future certificate proceeds. Consideration of approval of the Portable Recording Systems (Body Cameras) Policy: Police Chief Pfannenstein gave an update on the body camera grant application. The City of St. Joseph did receive a 1:1 matching grant for the police body camera program. As part of the application process a body camera policy was required to be submitted with the application. The policy was submitted July of 2022 and approved late January 2023. Pfannenstein also pointed out the police department is planning on going with an on-site server-based data retention system vs. a cloud-based system as it would be more cost effective. Staff is looking for Council approval of the Police Body Camera Policy submitted in the packet. Mayor Schultz raised concern regarding the software, IT, infrastructure, and management of the server that goes along with the police body camera program. Public Comments: Dale Wick, 1211 Dale Street E: Dale has background in IT, data preservation and data security. Dale spoke about his concerns regarding management of an on-site server, data destruction, data retention and server backups. Dale also shared his concern regarding some of the language in the Portable Recording Systems (Body Cameras) Policy submitted in the packet. He feels there are areas of the Policy that need clarification regarding legality, language and punctuation. February 6th, 2023 Page 2 of 3 Schultz suggested having the City Attorney look at the policy; then organize a meeting with Wick, Police Chief Pfannenstein, Interim Administrator O’Neill to review and make any necessary changes to the policy. Discuss impact of large private gatherings on public safety, health and welfare of community and consider authorizing research on regulatory approach options: O’Neill asked Council to consider authorizing staff to investigate the impact of large private gatherings on public safety, health, and welfare of community. This stems from a series of meetings held by the Ad-Hoc Committee which consists of CSB/SJU Administrative Leadership, Police Chief, Interim Administrator, and the Mayor. The goal of the Ad-Hoc Committee would be to have an ordinance in place including the 10-day notice period for the gathering known as “Case Day” set for April 23, 2023. According to the Ad-Hoc Committee, previous ordinances limiting open bottle consumption to private parties, and temporary fencing requirements for crowd control have been ineffective measures in managing the secondary effects on the community of these large gatherings. Staff would look at ordinances from other communities like St. Joseph and bring that information to the Committee, set some goals, and bring that material before to the Council for further discussion. Kluesner made a motion Authorizing Staff to Research Regulatory Approach Options on Large Private Gatherings on Public Safety, Health, and Welfare of the Community; seconded by Schultz and passed unanimously. Engineer Reports: None. Administrator Reports: O’Neill provided the following updates • O’Neill shared information regarding a workshop he recently attended which identified several legislative initiatives important to the city in getting accomplished; including maintaining the $4 million for the Community Center, maintaining the money for the Gateway Project, the bonding bill, the sewer main project, and the local option sales tax. Because of the degree of importance of these initiatives, it was suggested at the workshop that the city use a lobbying service. Staff have since contacted Chris DeLaForest for lobbyist services. He has put together a proposal which included the initiatives mentioned above as well as some others. The contract proposed for the lobbyist services came to $16,000.00. Council asked Staff if the City has money set aside since this was not a budgeted item. Finance Director Bartlett informed the Council the Fund 390 account has the funds available to cover unplanned expenses such as this. Council also discussed the benefits of using lobbyist services considering the revenue at stake. Kluesner made a motion to Engage in Contract with DeLaForest Consulting for Term Ending at the end of the Regular Legislative Session; seconded by Scepaniak and passed unanimously. • Three proposals were received for the pay equity study from reputable vendors. The Personnel Committee will review and provide recommendation. Soon after the contract award will be up for consideration by the City Council. • The City of St. Cloud is seeking a volunteer from the City of St. Joseph to serve on a regionally based Human Rights Commission. Schultz shared an email from the City Administrator of St. Cloud which stated they are seeking a community member and not a member from Council as originally understood. The position will be advertised and applications will be taken. • O’Neill invited Police Chief Pfannenstein to share new information regarding the open Police Officer Position. Pfannenstein shared there were four applications, one applicant is ineligible until summer, leaving three applicants to be interviewed. • Granite Table’s request for $3,000 has been postponed pending gathering of additional information by area City Administrators. February 6th, 2023 Page 3 of 3 • Two candidates for openings on the Fire Department have been approved for training pending back ground checks and physicals. Each candidate brings a good level of experience and training with them. • A new RCA form was introduced with this packet and staff hope it will be well received by the Council. The new form is designed to help the Council understand what is being asked of them. • The AFSCME Vote on the tentative agreement will be on Tuesday, February 14th. • O’Neill invited Finance Director Bartlett to share information regarding the transition from Banyon to Civic Systems. Bartlett informed the Council the crossover to Civic Systems will be well worth it as the City had outgrown Banyon, however, will require a considerable amount of effort by staff. The new system will create better tracking, more efficient reports, and requires less data entry. The accounting software transition is expected to take place through April. • Draft interview questions for the new City Administrator are available for review before the interviews. • O’Neill thanked Fire Chief Taufen and his staff for their efforts in assembling and collecting data for the Regional Fire Study currently underway. Participating cities are finishing their data collection. Joint meetings with the consultant and Fire Department Leaders are scheduled for February 16th & 17th. • O’Neill invited Mayor Schultz to share information of the annual meeting of the GSDC’s which is set for February 16th at 7:30 – 9:30 at the Capital One building in downtown St. Cloud. Schultz shared he will be representing the City of St. Joseph. • Progress has been made on the Community Center/YMCA Agreement. A draft may be available for City Council consideration at the next regular meeting. Mayor and Council Reports and Miscellaneous Business: Schultz shared that he and Councilmember Kluesner attended Legislative Action Day on January 25th. Adjourn: Loso made a motion to adjourn at 7:11PM; seconded by Kluesner and passed unanimously. Kayla Klein City Clerk STAFF MEMO Prepared by: Lori Bartlett Meeting Date: 2-21-23 ☒ Consent Agenda Item ☐ Regular Agenda Item Agenda Item # 4b Reviewed by: Jeff O’Neill, Interim Admin. Item: Bills Payables ACTION REQUESTED Approve the bills payables as presented. BOARD/COMMISSION/COMMITTEE RECOMMENDATION none PREVIOUS COUNCIL ACTION See below REFERENCE AND BACKGROUND The council approved staff to make the following payments through the payroll contracts, regular monthly invoices with due dates prior to the next scheduled council meeting, or actions taken at previous council meetings. The information here is to provide you all checks and electronic payments made for verification of the disbursement completeness. BUDGET IMPACT Bills Payable – Checks Mailed Prior to Council Approval Regular PP 3, 3.01, CC 2 $61,450.90 Payroll EFT #112354 - #112359 $42,580.33 Account Payable EFT #002127 - #002133 $47,778.84 Check Numbers #060090 - #060160 $372,965.89 Total $524,775.96 Bills Payable – Checks Awaiting Council Approval Voided Check #060161 & 060175 Check Numbers #060162 - #060176 $47,812.15 Total $47,812.15 Total Budget/Fiscal Impact: $572,588.11 Various Funds STAFF RECOMMENDED ACTION Approve the bills payables as presented. SUPPORTING DATA/ATTACHMENTS Bill listing by EFT, paid prior to council approval and awaiting to be paid upon council approval. Check#Date Search Name Comments Amount FUND DEPART OBJ ACH 1/25/2023 Payroll Pay Period 3, 3.01, CC2 $61,450.90 112354 2/8/2023 SENTRY BANK REG PP 3 HSA Contribution $1,942.51 101 21715 112355 2/8/2023 EFTPS REG PP 3, 3.01, CC 2 $9,337.50 101 21701 112355 2/8/2023 EFTPS REG PP 3, 3.01, CC 2 $8,944.15 101 21703 112356 2/8/2023 MN DEPARTMENT OF REVENUE REG PP 3, 3.01, CC 2 $3,758.51 101 21702 112357 2/8/2023 PERA REG PP 3, 3.01, CC 2 $16,722.66 101 21704 112358 2/8/2023 VOYA FINANCIAL REG PP 3, 3.01 $1,725.00 101 21705 112359 2/8/2023 AMERICAN FUNDS REG PP 3, 3.01 $150.00 101 21705 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2023- Bulk fasteners $11.65 101 45201 210 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Small tools $86.74 602 49450 240 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Misc tools $164.96 101 43120 240 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Misc tools $164.96 101 45202 240 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Misc tools $164.96 601 49440 240 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Misc tools $164.98 602 49450 240 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Lysol $9.99 101 45202 210 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2023 - refund of sales tax on purchase ($20.49)601 49421 220 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Panacord $17.98 101 45123 220 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Small tools $86.73 101 43120 240 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Mounting board $6.33 101 43125 210 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Unit #90 - Nuts & washers $10.38 101 43125 230 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Hose fitting $19.86 101 45201 210 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Cable tie, pliers, tape, pine sol $147.72 602 49450 220 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Torch, propane gas $29.97 101 45201 210 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022 - Dwight clothing - pants, socks, shoe polish, boots $590.12 101 42120 171 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Baking soda $7.96 101 45202 210 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022 - Subscription Keller $18.29 101 41910 300 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022 - Dwight boots $134.99 101 42120 171 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2023 - Medical grade exam gloves $169.40 101 42120 211 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022 - APA Membership dues $558.00 101 41910 433 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Snowfest table, tents & punch cards $258.56 101 45204 328 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2023- Snowfest games $26.87 101 45204 210 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Subscription Keller $18.29 101 41910 300 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Small tools $86.73 601 49440 240 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Subscription Bartlett, Kulzer $36.57 101 41530 300 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- mall tools $86.73 101 45202 240 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Subscription Klein, Bauer $36.57 101 41430 300 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Subscription Bartlett, Kulzer $36.57 101 41530 300 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Certified zoning letter violation - Boeher $4.84 101 41910 322 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022 -Zoom.us subscription $14.99 101 41430 101 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2023- Postage $17.05 101 42120 322 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Key $5.18 101 45202 210 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2023 - Online fee $1.00 101 41910 300 002127 1/31/2023 SENTRY BANK-CREDIT CARD 2022- Subscription Klein, Bauer $36.57 101 41430 300 002128 2/2/2023 PAYMENT SERVICE NETWORK PSN January 2023 Fees $207.20 101 41530 300 002131 2/7/2023 DELTA DENTAL Feb 2023 Dental Insurance Premium $2,823.51 101 002132 2/10/2023 MEDICA February 2023 Medical Insurance Premium $41,479.13 101 002133 2/9/2023 NCPERS GROUP LIFE INSURANCE Optional Group Life Insurance $57.00 101 EFT Total $151,810.07 CITY OF ST JOSEPH EFT's & Payroll - Paid Prior To Council Approval Check#Date Search Name Comments Amount FUND DEPART OBJ 060090 2/1/2023 CINTAS CORPORATION NO. 2 Jan 23 - Rugs, Towels, TP, & PW uniforms $211.10 101 41430 210 060090 2/1/2023 CINTAS CORPORATION NO. 2 Jan 23 - Rugs, Towels, TP, & PW uniforms $2.87 603 43230 171 060090 2/1/2023 CINTAS CORPORATION NO. 2 Jan 23 - Rugs, Towels, TP, & PW uniforms $3.17 651 49900 171 060090 2/1/2023 CINTAS CORPORATION NO. 2 Jan 23 - Rugs, Towels, TP, & PW uniforms $42.34 602 49450 171 060090 2/1/2023 CINTAS CORPORATION NO. 2 Dec 22 - Rugs, Towels, TP, & PW uniforms $475.56 101 41430 210 060090 2/1/2023 CINTAS CORPORATION NO. 2 Dec 22 - Rugs, Towels, TP, & PW uniforms $60.16 101 42120 210 060090 2/1/2023 CINTAS CORPORATION NO. 2 Dec 22 - Rugs, Towels, TP, & PW uniforms $187.98 101 45201 210 060090 2/1/2023 CINTAS CORPORATION NO. 2 Dec 22 - Rugs, Towels, TP, & PW uniforms $187.98 601 49490 210 060090 2/1/2023 CINTAS CORPORATION NO. 2 Dec 22 - Rugs, Towels, TP, & PW uniforms $187.98 602 49490 210 060090 2/1/2023 CINTAS CORPORATION NO. 2 Dec 22 - Rugs, Towels, TP, & PW uniforms $64.09 601 49440 171 060090 2/1/2023 CINTAS CORPORATION NO. 2 Dec 22 - Rugs, Towels, TP, & PW uniforms $4.42 603 43230 171 060090 2/1/2023 CINTAS CORPORATION NO. 2 Dec 22 - Rugs, Towels, TP, & PW uniforms $63.83 602 49450 171 060090 2/1/2023 CINTAS CORPORATION NO. 2 Jan 23 - Rugs, Towels, TP, & PW uniforms $30.08 101 42120 210 060090 2/1/2023 CINTAS CORPORATION NO. 2 Jan 23 - Rugs, Towels, TP, & PW uniforms $155.08 101 45201 210 060090 2/1/2023 CINTAS CORPORATION NO. 2 Jan 23 - Rugs, Towels, TP, & PW uniforms $155.08 601 49490 210 060090 2/1/2023 CINTAS CORPORATION NO. 2 Jan 23 - Rugs, Towels, TP, & PW uniforms $155.08 602 49490 210 060090 2/1/2023 CINTAS CORPORATION NO. 2 Jan 23 - Rugs, Towels, TP, & PW uniforms $21.99 101 43120 171 060090 2/1/2023 CINTAS CORPORATION NO. 2 Jan 23 - Rugs, Towels, TP, & PW uniforms $21.53 101 45202 171 060090 2/1/2023 CINTAS CORPORATION NO. 2 Jan 23 - Rugs, Towels, TP, & PW uniforms $42.52 601 49440 171 060090 2/1/2023 CINTAS CORPORATION NO. 2 Dec 22 - Rugs, Towels, TP, & PW uniforms $32.45 101 43120 171 060090 2/1/2023 CINTAS CORPORATION NO. 2 Dec 22 - Rugs, Towels, TP, & PW uniforms $31.75 101 45202 171 060090 2/1/2023 CINTAS CORPORATION NO. 2 Dec 22 - Rugs, Towels, TP, & PW uniforms $4.89 651 49900 171 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2023 - Reflexion Antispam Support $12.08 101 42120 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2023 - Reflexion Antispam Support $12.08 601 49490 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2023 - Reflexion Antispam Support $12.08 603 43230 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2022 - Reflexion Antispam Support $6.04 601 49490 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2022 - Reflexion Antispam Support $6.04 101 41530 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2023 - Reflexion Antispam Support $6.00 101 45202 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2022 - Reflexion Antispam Support $6.04 101 42120 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2022 - Reflexion Antispam Support $3.02 101 43120 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2023 - Reflexion Antispam Support $12.08 101 41430 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2023 - Reflexion Antispam Support $6.04 101 43120 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2022 - Reflexion Antispam Support $3.02 101 45202 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2022 - Reflexion Antispam Support $6.04 602 49490 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2022 - Reflexion Antispam Support $6.04 603 43230 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2022 - Reflexion Antispam Support $6.02 651 49490 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2023 - Reflexion Antispam Support $12.08 602 49490 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2022 - Reflexion Antispam Support $6.04 101 41430 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2023 - Reflexion Antispam Support $12.08 651 49490 215 060091 2/1/2023 SHIFT TECHNOLOGIES, INC.2023 - Reflexion Antispam Support $12.08 101 41530 215 060092 2/9/2023 AMERICAN TEST CENTER 2022 -5 yr Fire truck inspection Ladder #2, Annual ground ladder inspection $1,197.95 105 42260 230 060093 2/9/2023 AMPS, INC.Refrigerator w/ disposal $689.00 105 42281 300 060094 2/9/2023 BEST-WAY FABRICATING, INC.Tank & strap $1,938.00 101 43125 230 060095 2/9/2023 CENTRAL HYDRAULICS, INC Truck #90 - filter & freight $29.39 101 43125 230 060096 2/9/2023 CENTRAL MCGOWAN, INC Med Oxygen $30.25 101 42120 210 060096 2/9/2023 CENTRAL MCGOWAN, INC Med Oxygen $30.26 105 42270 210 060097 2/9/2023 CENTRAL SQUARE TECHNOLOGIES RMS & CAD Annual Maintenance 4/30/23 - 4/29/24 $1,707.65 101 42120 215 060098 2/9/2023 CITY OF ST. CLOUD 2022 - Dec Wastewater treatment $23,767.18 602 49480 419 060098 2/9/2023 CITY OF ST. CLOUD 2022 - Dec Wastewater treatment $40,750.78 602 49480 418 060099 2/9/2023 CORNWELL QUALITY TOOLS 2023 - Mechanic Tools $3,696.67 390 45201 580 060100 2/9/2023 FASTSIGNS Static cling white compost decals $582.00 603 43230 210 060101 2/9/2023 FUNFLICKS, INC.Movie in the park $1,086.89 215 45204 308 060102 2/9/2023 GALLS, INC Long sleeve shirt - Russell Lipinski $76.20 101 42120 171 060102 2/9/2023 GALLS, INC Cap strap w/ acorns - Reece Riegel $7.92 101 42120 171 060103 2/9/2023 GOPHER STATE ONE CALL 2023 Annual facility operator fee $25.00 601 49440 319 060103 2/9/2023 GOPHER STATE ONE CALL 2023 Annual facility operator fee $25.00 602 49490 319 060103 2/9/2023 GOPHER STATE ONE CALL Jan 23 Locates $14.17 601 49440 319 060103 2/9/2023 GOPHER STATE ONE CALL Jan 23 Locates $14.18 602 49490 319 060104 2/9/2023 KRENGEL, JULIA Business Façade Grant $2,000.00 150 46500 588 060105 2/9/2023 LAKE REGION FIREFIGHTERS ASSOC 2023 Dues $40.00 105 42240 433 060106 2/9/2023 LEAGUE OF MN CITIES Kayla Klien Administrative workshop in St. Cloud $20.00 101 41430 331 060106 2/9/2023 LEAGUE OF MN CITIES Kevin Klusner Elected Leaders Program in Alexandria $350.00 101 41110 331 060106 2/9/2023 LEAGUE OF MN CITIES 11 Peace officer accredited training online (Patrol)$990.00 101 42140 300 060107 2/9/2023 MINNESOTA DNR - OMB Water permit invoice - 1989-3101 $1,561.79 601 49440 442 060108 2/9/2023 MINNESOTA TRAILS 2023 Budget Item for CVB $598.50 220 46500 328 060109 2/9/2023 RENGEL PRINTING, INC CC Scepaniak corrected business cards $35.00 101 41110 200 060110 2/9/2023 REPUBLIC SERVICES 2023 - Jan 23 Refuse/Recycling $28,627.01 603 43230 384 060111 2/9/2023 SCHADOW CREATIVE Snowfest Photography $100.00 101 45204 328 060112 2/9/2023 SCHWEGELS LANDSCAPING & TREE R Snow Removal off of roof $200.00 601 49420 220 CITY OF ST JOSEPH Bills Payable – Paid Prior To Council Approval Check#Date Search Name Comments Amount FUND DEPART OBJ CITY OF ST JOSEPH Bills Payable – Paid Prior To Council Approval 060113 2/9/2023 ST. CLOUD TIMES 22 - Resolution 2022-060 $109.07 101 41530 340 060114 2/9/2023 ST. CLOUD TIMES 11/1/23 - 11/30/23 CVB, shop small town $1,389.65 220 46500 328 060115 2/9/2023 STEARNS COUNTY AUDITOR-TREASUR Chargeback for 2022 Election based on number of ballots $191.17 101 41410 580 060116 2/9/2023 STEARNS COUNTY CHIEFS ASSN 2022-2023 Association dues $50.00 101 42120 433 060117 2/9/2023 TRAUT COMPANIES 2023 - Water Test $280.00 601 49420 312 060118 2/9/2023 WEISMAN CLEANING INC Jan 23 Monthly Cleaning - City Hall $1,135.00 101 41942 300 060118 2/9/2023 WEISMAN CLEANING INC Jan 23 Monthly Cleaning - Fire Hall $650.00 105 42280 300 060119 2/9/2023 ZARNOTH BRUSH WORKS INC Unit #21 Broom - Cablewrap broom refill, cablewrap core, wafer broom refill $1,012.45 101 43125 210 060120 2/15/2023 ALEX AIR APPARATUS, INC 2023 -Replacement R.I.T Bag for unit #1 $383.48 105 42220 210 060121 2/15/2023 AUTO VALUE PARTS STORES - WEST Unit #19 LED Stop & Tail Kit $36.99 101 43125 230 060121 2/15/2023 AUTO VALUE PARTS STORES - WEST Unit # 27 & 29, Oil filters $26.60 101 43120 220 060122 2/15/2023 BADGER METER, INC Jan 23- Orion Cellular LTE Service $184.23 601 49430 300 060123 2/15/2023 BATTERY WHOLESALE, INC.12V 5A Battery Tender-Power Tender, 12V 9.0AH Sealed Batteries $89.39 101 43120 220 060123 2/15/2023 BATTERY WHOLESALE, INC.12V 5A Battery Tender-Power Tender, 12V 9.0AH Sealed Batteries $89.39 601 49440 220 060123 2/15/2023 BATTERY WHOLESALE, INC.12V 5A Battery Tender-Power Tender, 12V 9.0AH Sealed Batteries $89.40 602 49450 220 060123 2/15/2023 BATTERY WHOLESALE, INC.12V 5A Battery Tender-Power Tender, 12V 9.0AH Sealed Batteries $89.39 101 45202 220 060123 2/15/2023 BATTERY WHOLESALE, INC.12V 9.0 AH Sealed Batteries $168.08 101 45202 210 060123 2/15/2023 BATTERY WHOLESALE, INC.12V 9.0 AH Sealed Batteries $168.08 101 43120 210 060123 2/15/2023 BATTERY WHOLESALE, INC.Procell C batteries, CR2 Lithium batteries $179.07 105 42220 240 060123 2/15/2023 BATTERY WHOLESALE, INC.12V 9.0 AH Sealed Batteries $168.06 602 49450 210 060123 2/15/2023 BATTERY WHOLESALE, INC.12V 9.0 AH Sealed Batteries $168.08 601 49440 210 060124 2/15/2023 BROTHERS FIRE & SECURITY 2023 Annual alarm inspection $285.00 601 49421 300 060124 2/15/2023 BROTHERS FIRE & SECURITY 2022- Annual monitoring 2/1/22 - 1/31/23 $450.00 601 49421 300 060125 2/15/2023 CENTRACARE 2022- Drug test: Donabauer, Pekarek, Sworski, Torborg - Vax-Firefighter $85.00 601 49440 300 060125 2/15/2023 CENTRACARE 2022- Drug test: Donabauer, Pekarek, Sworski, Torborg - Vax-Firefighter $86.00 105 42210 305 060125 2/15/2023 CENTRACARE 2022- Drug test: Donabauer, Pekarek, Sworski, Torborg - Vax-Firefighter $85.00 602 49450 300 060126 2/15/2023 CENTRAL MN FIRE AID ASSOC.2023 Dues $50.00 105 42240 433 060127 2/15/2023 CENTRAL RESOURCES 2022 -Collections for Saturnino Cristobal $39.60 101 42120 060128 2/15/2023 CHAMBERLINE OIL CO.Grease, windshield washer fluid, 80W-90 Oil, Lube pump $45.74 101 45202 230 060128 2/15/2023 CHAMBERLINE OIL CO.Grease, windshield washer fluid, 80W-90 Oil, Lube pump $45.74 101 43120 230 060128 2/15/2023 CHAMBERLINE OIL CO.Grease, windshield washer fluid, 80W-90 Oil, Lube pump $45.75 602 49450 230 060128 2/15/2023 CHAMBERLINE OIL CO.Grease, windshield washer fluid, 80W-90 Oil, Lube pump $45.75 601 49440 230 060128 2/15/2023 CHAMBERLINE OIL CO.Pail of 80W-90 Oil - Unit #94 $85.90 101 43125 230 060129 2/15/2023 COMPASS MINERALS Bulk Highway coarse salt $5,374.45 101 43125 210 060130 2/15/2023 CORNWELL QUALITY TOOLS 2023 - Small tools $339.95 101 43120 240 060130 2/15/2023 CORNWELL QUALITY TOOLS 2023 - Small tools $91.70 101 45202 240 060130 2/15/2023 CORNWELL QUALITY TOOLS 2023 - Small tools $231.98 601 49440 230 060130 2/15/2023 CORNWELL QUALITY TOOLS 2022 - Small tools $60.00 101 45202 240 060131 2/15/2023 DESIGN ELECTRIC, INC 2022 -Pole lights out near water tower $665.23 601 49421 220 060132 2/15/2023 ELECTRIC MIKES, INC.Water Plant #2 - Wire new Chlorine analyzer $468.00 601 49421 220 060133 2/15/2023 EMERGENCY APPARATUS MAINT. INC 2023 -Tanker #4 -Replace leaking air tanks, replace both rear axle brakes and $5,566.88 105 42260 230 060134 2/15/2023 ENR UNLIMITED 2023 - Membership Renewal $60.00 101 41530 433 060135 2/15/2023 EO JOHNSON BUSINESS TECH Blockade 2/20/23 - 3/19/23 $385.00 101 41710 215 060136 2/15/2023 FARM-RITE EQUIPMENT, INC.2023 - Unit #21 - LED Light $23.43 101 43125 230 060137 2/15/2023 GOODIN COMPANY 2023- 3/4" Press x 1/2" PEX adapter $49.75 601 49420 220 060138 2/15/2023 GOVHR USA, LLC 2023- Recruitment - City Administrator $7,800.00 390 41430 300 060139 2/15/2023 GRANITE ELECTRONICS, INC 2023- Replacement battery $64.50 105 42260 230 060139 2/15/2023 GRANITE ELECTRONICS, INC 2023- Repair Minitor VI single freq. battery $208.84 105 42250 220 060140 2/15/2023 INSPECTRON INC Jan 2023- Plan review and inspections for month of Jan $8,500.00 101 42401 300 060141 2/15/2023 JOVANOVICH, DEGE & ATHMANN Jan 2023 - Boiler smoke issues $202.50 101 42120 304 060141 2/15/2023 JOVANOVICH, DEGE & ATHMANN Jan 2023 - Fire Contract $911.25 105 42210 304 060141 2/15/2023 JOVANOVICH, DEGE & ATHMANN Jan 2023 - Community Center-YMCA Agreement $348.75 200 45202 520 060141 2/15/2023 JOVANOVICH, DEGE & ATHMANN Jan 2023 - EDA - JR Mobil soil remediation $2,156.00 150 46500 304 060141 2/15/2023 JOVANOVICH, DEGE & ATHMANN Jan 2023 - Roske Addn "Gap" Fussy" property $112.50 101 41610 304 060142 2/15/2023 LEAGUE OF MN CITIES 2023-General liability insurance - General Government $2,599.56 101 41941 361 060142 2/15/2023 LEAGUE OF MN CITIES 2023-General liability insurance - Council $274.22 101 41110 361 060142 2/15/2023 LEAGUE OF MN CITIES 2023-General liability insurance - General Admin $10,835.26 101 41430 361 060142 2/15/2023 LEAGUE OF MN CITIES 2023-General liability insurance - Police $41,878.36 101 42120 361 060142 2/15/2023 LEAGUE OF MN CITIES 2023-General liability insurance - Sewer $12,974.11 602 49450 361 060142 2/15/2023 LEAGUE OF MN CITIES 2023-General liability insurance - City Offices $6,536.48 101 41942 361 060142 2/15/2023 LEAGUE OF MN CITIES 2023-General liability insurance - Water $21,944.81 601 49440 361 060142 2/15/2023 LEAGUE OF MN CITIES 2023-General liability insurance - Fire $10,674.63 105 42220 361 060142 2/15/2023 LEAGUE OF MN CITIES 2023-General liability insurance - Parks $20,309.69 101 45202 361 060142 2/15/2023 LEAGUE OF MN CITIES 2023-General liability insurance - Streets $13,055.33 101 43120 361 060142 2/15/2023 LEAGUE OF MN CITIES 2023-General liability insurance - Mayor $68.55 101 41310 361 060143 2/15/2023 LEES ACE HARDWARE 2022 -USB charger for ipad in #1 $19.98 105 42220 210 060143 2/15/2023 LEES ACE HARDWARE 2022 -Batteries for Coummunity men's restroom $6.99 105 42281 210 060143 2/15/2023 LEES ACE HARDWARE 2022 - Bulk fasteners for mounting equipment onto #5 $3.29 105 42220 210 060143 2/15/2023 LEES ACE HARDWARE 2022 -Flashlight Batteries $27.98 105 42220 210 Check#Date Search Name Comments Amount FUND DEPART OBJ CITY OF ST JOSEPH Bills Payable – Paid Prior To Council Approval 060143 2/15/2023 LEES ACE HARDWARE 2022 -New faucet in kitchen of community room $137.98 105 42281 220 060143 2/15/2023 LEES ACE HARDWARE 2022 -Late fees $6.00 101 41430 317 060144 2/15/2023 MCDOWALL COMPANY Jan - Dec 2023 Roofing Management agreement, Gov Ctr, Fire Hall, Water $483.34 601 49420 220 060144 2/15/2023 MCDOWALL COMPANY Jan - Dec 2023 Roofing Management agreement, Gov Ctr, Fire Hall, Water $483.33 105 42280 220 060144 2/15/2023 MCDOWALL COMPANY Jan - Dec 2023 Roofing Management agreement, Gov Ctr, Fire Hall, Water $483.33 101 41941 220 060145 2/15/2023 MEIERHOFER, NIEL 2022 FEMA Grant writer fee $400.00 105 42210 300 060146 2/15/2023 MELROSE 1 STOP Unit #91 Dust shield, Brake shoe kit, Wheel seal, axle gasket $462.26 101 43125 230 060147 2/15/2023 O REILLY AUTO PARTS Unit #34 - Fuel filter $20.58 101 43125 230 060147 2/15/2023 O REILLY AUTO PARTS Old shop - 32oz Brake fluid $1.15 101 45201 210 060147 2/15/2023 O REILLY AUTO PARTS Unit #19 - Light, Unit #17 - Grommet $9.21 101 43125 230 060147 2/15/2023 O REILLY AUTO PARTS Tk# 94 - Fitting asst, Assortment $37.97 101 43125 230 060147 2/15/2023 O REILLY AUTO PARTS Off road fuel for shop $23.98 101 45201 210 060147 2/15/2023 O REILLY AUTO PARTS For Shop - Butane / Tk# 15 -Back up lite $11.66 601 49440 230 060147 2/15/2023 O REILLY AUTO PARTS TK# 17 - Grommet $1.81 101 43125 230 060147 2/15/2023 O REILLY AUTO PARTS TK# 91 - Strtr Sol, Copper lugs $27.73 101 43125 230 060147 2/15/2023 O REILLY AUTO PARTS Tk# 27 & 29 - Oil filters $23.94 101 45202 230 060147 2/15/2023 O REILLY AUTO PARTS PD - Oil filters $23.94 101 42152 230 060148 2/15/2023 RDO EQUIPMENT CO.Unit #20 - Elbow fitting, filter kit, fuel filter, Oil filter $149.86 101 43125 230 060148 2/15/2023 RDO EQUIPMENT CO.Unit #98 - Hose fitting, Elbow fitting, Bulk hose $155.91 101 43125 230 060148 2/15/2023 RDO EQUIPMENT CO.Unit #36- Toggle/Rocker switch $63.41 101 45202 230 060149 2/15/2023 SCENIC SIGN CORP Replace Modem in EMC $1,327.96 490 41430 570 060150 2/15/2023 SNAP-ON INDUSTRIAL 2023 - Mechanic tools - Nut socket, 9Pc H/GR SD set, Dead/BLW 8oz Bpeen $214.71 390 45201 580 060150 2/15/2023 SNAP-ON INDUSTRIAL 2023 - Mechanic tools - 4PC Pinch set $114.43 390 45201 580 060150 2/15/2023 SNAP-ON INDUSTRIAL 2023 - Mechanic tools - HD 4LB CR/Peen Fbrgl HM $68.32 390 45201 580 060150 2/15/2023 SNAP-ON INDUSTRIAL 2023 - Mechanic tools - Die grinder, 17in Plier wrench $263.26 390 45201 580 060150 2/15/2023 SNAP-ON INDUSTRIAL 2023 - Mechanic tools - 14pc O/end c/ftwrset $318.77 390 45201 580 060150 2/15/2023 SNAP-ON INDUSTRIAL 2023 - Mechanic tools - Mini Die grinder, Rat head, Torq wrench, Brnz drft $2,940.59 390 45201 580 060151 2/15/2023 STEARNS COUNTY HIGHWAY DEPARTM 2022 - Red LED bulb at CSAH 75/133 $155.25 652 43160 386 060152 2/15/2023 Think Tourism USA Joetown page - full page $775.00 220 46500 309 060153 2/15/2023 WHEELCO Tk #17 - Flex Tubing, Preformed band clamp, Exhaust elbow, valve cap tool $136.14 602 49450 230 060154 2/15/2023 WRUCK SEWER & PORTABLE RENTAL Jan 23 - Portable toilets cleaned $244.00 101 45202 300 060155 2/16/2023 COMPUTER REPAIR UNLIMITED 2022 - Cameras installed at- Centenial, Water treatment plant in town, Gov Ctr $34,635.00 104 42120 580 060155 2/16/2023 COMPUTER REPAIR UNLIMITED 2022- Labor/install cameras at - Centennial, Millstream, Wobegone Trail, $401.61 104 42120 580 060155 2/16/2023 COMPUTER REPAIR UNLIMITED 2022- Labor/install cameras at - Centennial, Millstream, Wobegone Trail, $3,705.37 409 42120 580 060155 2/16/2023 COMPUTER REPAIR UNLIMITED 2022- Labor/install cameras at - Centennial, Millstream, Wobegone Trail, $500.00 490 42120 580 060156 2/16/2023 DELAFOREST CONSULTING, LLC 2023 Legislative Lobbying Services - Installment #1 $4,000.00 390 41430 300 060157 2/16/2023 OFFICE DEPOT Late fee/Finance charge $46.38 101 41430 317 060157 2/16/2023 OFFICE DEPOT 2022- HDMI cable for Vicky $5.80 101 41530 200 060157 2/16/2023 OFFICE DEPOT 2023- Ink refill $5.09 101 41430 200 060157 2/16/2023 OFFICE DEPOT 2022- Sharpie, ink refill $15.48 101 41430 200 060157 2/16/2023 OFFICE DEPOT 2023- W2 & 1099 forms w/ envelopes $148.75 101 41530 200 060157 2/16/2023 OFFICE DEPOT 2023- Paper clips, envelops,1 hole punch, thermal pouches $43.68 101 41430 200 060158 2/16/2023 SEH, INC 2024 Elm St Improvements Project $9,980.00 417 43120 530 060158 2/16/2023 SEH, INC 2023- Parkway Business Center SW $63.50 651 49900 303 060158 2/16/2023 SEH, INC 2023- East Park Phase 1 $1,419.00 205 45203 531 060158 2/16/2023 SEH, INC 2023- Joetown Apartments $317.50 101 43131 303 060158 2/16/2023 SEH, INC 2023- Trobecs Bus $63.60 101 43131 303 060158 2/16/2023 SEH, INC 2023- Xcel Energy GRE Transmission Rebuild $123.00 101 43131 303 060158 2/16/2023 SEH, INC 2023- Goodin $2,053.19 101 43131 303 060158 2/16/2023 SEH, INC 2023- Knife River $635.00 101 43131 303 060158 2/16/2023 SEH, INC 2023- Development Inquiries/Planning Matters $726.73 101 41910 303 060158 2/16/2023 SEH, INC 2023- Tree clearing/Addressing/CIP/MSAS $2,690.32 101 43131 303 060158 2/16/2023 SEH, INC 2022- Street Improvements $911.50 415 43120 530 060158 2/16/2023 SEH, INC 2023 - Sprint Antenna Decommissioning $2,425.00 101 43131 303 060158 2/16/2023 SEH, INC 2023- CR2 Sewer Main Extension $410.00 602 49450 530 060158 2/16/2023 SEH, INC 2023- APO $205.00 101 43131 303 060159 2/16/2023 SHIFT TECHNOLOGIES, INC.Relexion Antispam Monthly - Feb 23 $100.80 101 41710 310 060159 2/16/2023 SHIFT TECHNOLOGIES, INC.Standard SSL Certificate 2 yr - Renew mail server $30.02 101 41430 215 060159 2/16/2023 SHIFT TECHNOLOGIES, INC.Standard SSL Certificate 2 yr - Renew mail server $30.02 101 41530 215 060159 2/16/2023 SHIFT TECHNOLOGIES, INC.Standard SSL Certificate 2 yr - Renew mail server $30.02 101 42120 215 060159 2/16/2023 SHIFT TECHNOLOGIES, INC.Standard SSL Certificate 2 yr - Renew mail server $15.02 101 43120 215 060159 2/16/2023 SHIFT TECHNOLOGIES, INC.Standard SSL Certificate 2 yr - Renew mail server $15.02 101 45202 215 060159 2/16/2023 SHIFT TECHNOLOGIES, INC.Standard SSL Certificate 2 yr - Renew mail server $30.02 601 49490 215 060159 2/16/2023 SHIFT TECHNOLOGIES, INC.Standard SSL Certificate 2 yr - Renew mail server $30.02 602 49490 215 060159 2/16/2023 SHIFT TECHNOLOGIES, INC.Standard SSL Certificate 2 yr - Renew mail server $30.02 603 43230 215 060159 2/16/2023 SHIFT TECHNOLOGIES, INC.Standard SSL Certificate 2 yr - Renew mail server $30.02 651 49490 215 060160 2/16/2023 UNUM LIFE INSURANCE Long Term Disability Insurance $1,545.31 101 060160 2/16/2023 UNUM LIFE INSURANCE Short Term Disability Insurance $772.80 101 060160 2/16/2023 UNUM LIFE INSURANCE Adjustment for Jan 2023 Long Term Disability ($104.15)101 Check#Date Search Name Comments Amount FUND DEPART OBJ CITY OF ST JOSEPH Bills Payable – Paid Prior To Council Approval Total Bills Payables/Mailed Prior to Council Approval $372,965.89 Check#Date Search Name Comments Amount FUND DEPART OBJ 060161 2/16/2023 CIRCLE K FLEET - HOLIDAY 2022 - Fuel purchased on credit card VOID 602 49450 235 060161 2/16/2023 CIRCLE K FLEET - HOLIDAY 2022 - Fuel purchased on credit card VOID 601 49440 235 060161 2/16/2023 CIRCLE K FLEET - HOLIDAY 2022 - Fuel purchased on credit card VOID 101 42152 235 060161 2/16/2023 CIRCLE K FLEET - HOLIDAY 2022 - Fuel purchased on credit card VOID 602 49450 235 060161 2/16/2023 CIRCLE K FLEET - HOLIDAY 2022 - Fuel purchased on credit card VOID 101 42152 235 060161 2/16/2023 CIRCLE K FLEET - HOLIDAY 2022 - Fuel purchased on credit card VOID 101 43120 235 060161 2/16/2023 CIRCLE K FLEET - HOLIDAY 2022 - Fuel purchased on credit card VOID 101 45202 235 060161 2/16/2023 CIRCLE K FLEET - HOLIDAY 2022 - Fuel purchased on credit card VOID 601 49440 235 060161 2/16/2023 CIRCLE K FLEET - HOLIDAY 2022 - Fuel purchased on credit card VOID 101 43120 235 060161 2/16/2023 CIRCLE K FLEET - HOLIDAY 2022 - Fuel purchased on credit card VOID 101 45202 235 060162 2/16/2023 CIVICPLUS Annual Hosting, Support, Web Storage 3/1/23 - $635.14 101 45202 215 060162 2/16/2023 CIVICPLUS Annual Hosting, Support, Web Storage 3/1/23 - $635.14 150 46500 215 060162 2/16/2023 CIVICPLUS Annual Hosting, Support, Web Storage 3/1/23 - $635.14 101 43120 215 060162 2/16/2023 CIVICPLUS Annual Hosting, Support, Web Storage 3/1/23 - $1,270.29 101 42120 215 060162 2/16/2023 CIVICPLUS Annual Hosting, Support, Web Storage 3/1/23 - $635.14 101 41530 215 060162 2/16/2023 CIVICPLUS Annual Hosting, Support, Web Storage 3/1/23 - $1,270.29 101 41430 215 060162 2/16/2023 CIVICPLUS Annual Hosting, Support, Web Storage 3/1/23 - $1,270.29 603 43230 215 060162 2/16/2023 CIVICPLUS Annual Hosting, Support, Web Storage 3/1/23 - $1,270.29 602 49490 215 060162 2/16/2023 CIVICPLUS Annual Hosting, Support, Web Storage 3/1/23 - $1,270.30 651 49490 215 060162 2/16/2023 CIVICPLUS Annual Hosting, Support, Web Storage 3/1/23 - $1,270.29 601 49490 215 060162 2/16/2023 CIVICPLUS Annual Hosting, Support, Web Storage 3/1/23 - $1,270.29 105 42210 215 060163 2/16/2023 FLAHERTY & HOOD, P.A.Jan 2023 Labor negotiations $1,133.75 101 41610 304 060164 2/16/2023 GALLS, INC Replacement belt buckle - Manderscheid $15.84 101 42120 171 060165 2/16/2023 KINETIC March 2023 - Campaign Management Services $17,500.00 390 45205 300 060166 2/16/2023 LEXISNEXIS Oct 2022 - Monthly Subscription Fee $106.09 101 42120 300 060166 2/16/2023 LEXISNEXIS Jan 2023 -Monthly Subscription Fee $106.09 101 42120 300 060167 2/16/2023 LITTLE FALLS MACHINE, INC Units #90 & #98 - Spinner w/hub, Discharge Spinner $922.37 101 43125 230 060168 2/16/2023 METERING & TECHNOLOGY SOLUTION Orion LTE-M Cellular wall mount, E-Series Meter $173.06 601 49430 210 060168 2/16/2023 METERING & TECHNOLOGY SOLUTION E-Series meter w/shipping $957.73 601 49430 210 060168 2/16/2023 METERING & TECHNOLOGY SOLUTION Orion LTE-M Cellular wall mount, E-Series Meter - TT $717.11 601 49430 210 060168 2/16/2023 METERING & TECHNOLOGY SOLUTION G2 E-Series meter, Orion LTE-M Cellular, E-Series $12,007.61 601 49430 210 060169 2/16/2023 METRO PLUMBING & HEATING, INC Wobegon furnace repair- control board, labor $344.69 101 45202 220 060170 2/16/2023 MOMENTUM TRUCK GROUP Tk# 90 Solenoid w/ freight $220.36 101 43125 230 060170 2/16/2023 MOMENTUM TRUCK GROUP TK# 15 - Sensor, Seal O-ring, filter $340.89 602 49450 230 060170 2/16/2023 MOMENTUM TRUCK GROUP TK# 17 - Accuseal $6.86 602 49450 230 060171 2/16/2023 MVTL LABORATORIES, INC 2023- Waste water testing $500.64 602 49480 312 060171 2/16/2023 MVTL LABORATORIES, INC 2023- Waste water testing $142.26 602 49480 312 060172 2/16/2023 NORTH CENTRAL BUS & EQUIPMENT Plow #27 - Cylinder, Elbow, Hydraulic fluid $464.05 101 43125 230 060173 2/16/2023 SHIFT TECHNOLOGIES, INC.City Hall no email $46.20 101 41430 215 060173 2/16/2023 SHIFT TECHNOLOGIES, INC.Managed Services - February $312.50 101 41710 310 060173 2/16/2023 SHIFT TECHNOLOGIES, INC.SentinelOne - Monthly billing $262.50 101 41710 310 060174 2/16/2023 SMOKE-EATER Subscription renewal 3/1/23 $25.00 105 42240 433 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 101 42152 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 101 43120 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 101 43125 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 101 43120 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 101 43125 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 101 43220 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 101 43220 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 602 49450 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 101 45202 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 601 49440 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 101 42152 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 101 45202 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 601 49440 235 060175 2/16/2023 SPEEDWAY 2023 - Fuel purchased on credit card VOID 602 49450 235 060176 2/16/2023 STERICYCLE, INC.Jan 23 Shredding $36.97 101 42120 300 060176 2/16/2023 STERICYCLE, INC.Jan 23 Shredding $36.98 101 41430 300 Total Bills Payables - Waiting Council Approval $47,812.15 CITY OF ST JOSEPH Bills Payable – Checks Not Mailed Awaiting Council Approval Check#Date Search Name Comments Amount FUND DEPART OBJ CITY OF ST JOSEPH Bills Payable – Checks Not Mailed Awaiting Council Approval EFTs & Payroll 151,810.07 Bills Paid Prior to Council 372,965.89 Bills Waiting for Council 47,812.15 Total Bills Payable 572,588.11 Summary: STAFF MEMO Prepared by: Lori Bartlett, Finance Meeting Date: 2-21-23 ☒ Consent Agenda Item ☐ Regular Agenda Item Agenda Item # 4c Reviewed by: Jeff O’Neill, Interim Admin Item: Donations and Contributions ACTION REQUESTED Approve Resolution 2023-007 Accepting Donations BOARD/COMMISSION/COMMITTEE RECOMMENDATION none PREVIOUS COUNCIL ACTION none REFERENCE AND BACKGROUND Minnesota Statute 465.03 requires that all gifts and donations of real or personal property be accepted only with the adoption of a resolution approved by two-thirds of the members of the City Council. By accepting the donations, the city is accepting the intent of the donations. The in-kind donations are estimates. Total Dog Park cash donations received through 1/31/23 = $7,028 + $1,149 for pavers and refreshments. Total Community Center/YMCA donations received through 1/31/23 = $13,041. BUDGET IMPACT $407.60 STAFF RECOMMENDED ACTION Motion to Accept the donations as presented in Resolution 2023-007. SUPPORTING DATA/ATTACHMENTS Resolution 2023-007 Accepting Donations RESOLUTION 2023-007 RESOLUTION ACCEPTED DONATION(S) WHEREAS, The City of St. Joseph is generally authorized to accepts gifts and bequests pursuant to Minnesota Statutes Section 465.03 and Minnesota Statutes Section 471.17 for the benefit of its citizens; and WHEREAS, said Minnesota Statute 465.03 requires that all gifts and donations of real or personal property be accepted only with the adoption of a resolution approved by two-thirds of the members of the City Council; and WHEREAS, the following person/persons and/or entity/entities has/have donated real and/or personal property as follows: DONOR METHOD PURPOSE AMOUNT Anonymous Cash Fire Dept Operations $57.60 Bad Habit Brewing Gift Card Winterfest Medallion Hunt $25.00 Target 13 Toys Bingo Prizes $125.00 Target Blanket Bingo Prizes $30.00 Target 2 Games Bingo Prizes $50.00 Target 6 Books Bingo Prizes $60.00 Target 2 Candles Bingo Prizes $20.00 Target Visa Card Bingo Prizes $40.00 WHEREAS, all such donations have been contributed to assist the various city departments and programs as allowed by law; and WHEREAS, the City Council finds that it is appropriate to accept the donations offered. NOW, THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF ST. JOSEPH, MINNESOTA, AS FOLLOWS: 1. The donations described above are accepted. 2. The Finance Department is hereby directed to issue receipts to each donor acknowledging the city’s receipt of the donors’ donations. ADOPTED by the City Council this 21st day of February, 2023. CITY OF ST. JOSEPH Rick Schultz, Mayor ATTEST Jeff O’Neill, Interim Administrator STAFF MEMO Prepared by: Lori Bartlett Meeting Date: 2-21-23 ☒ Consent Agenda Item ☐ Regular Agenda Item Agenda Item # 4d Reviewed by: Interim Administrator Item: 4th Quarter & December 2022 Financial Reports ACTION REQUESTED Accept the 4th quarter and December 2022 financial reports. BOARD/COMMISSION/COMMITTEE RECOMMENDATION none PREVIOUS COUNCIL ACTION Council adopted the 2022 budget on December 6, 2021. Accepted quarters 1-3 2022, as well as Jan-Sep 2022 financial reports. REFERENCE AND BACKGROUND Quarterly and monthly reconciled cash/investment and budget to actual position are provided for Council review. The numbers presented are the cash balances as of December 31, 2022. The reports do not reflect year-end audit accrual adjustments. CASH POSITION: - The market rate of return (ROR) is approximately 2.53% with an average maturity of 30 months. The City tiers the maturity dates within the boundaries of the Investment Policy. The tiered maturity dates have helped the City maintain a higher rate of return than the current market over time. In addition, one of the goals is to invest locally. The City’s more immediate cash flow needs are held at local financial institutions and the State money market fund (PMA 4M). The 2022A bond proceeds were invested with various brokers and local institutions between Sept. and Oct. - In December 2022, the Federal Open Market Committee [FOMC] increased the targeted federal fund rate and anticipates future increases to try to bring down inflation. The FOMC indicated possible increases yet into 2023. The economic uncertainties, war in Ukraine, supply shortages, inflation and lower employment participation rates are adding to the market fluctuations. - Interest earnings for 2022 amounts to $184,700 and a reduction in market value of $743,989. The City’s policy is to hold investments until maturity. GASB 72 requires the City to mark investments at the current market value as of the close of each month. In doing so, earnings will show fluctuations. The investment holdings will produce earnings; however, it is unknown what the market valuation adjustment impact will be on the City’s portfolio. The City of St. Joseph is not alone in the decrease in market valuations. The area cities have all reported market value downturn adjustments. With long-term rates trending higher and FOMC pushing up the federal fund rate, current investment valuations will show lower values. There is no gain or loss on the investments until they are actually sold. The market fluctuation reported is merely following GASB 72’s requirement to mark values at the current market value. - Overall, the cash and investments balance increased $7,028,633 from the beginning of the year. The City issued $7.8M in bonds in August. The bonds will be spent down with the 2022 street project, half of the community center project and the pumper/tanker truck purchase. The City of Foley wastewater capacity reimbursement to the City of St. Joseph was received in Dec. The second part of the tax/assessment settlement were received in Dec. along with the second half Local Government Aid. The second half bond interest and full year bond principal payments were made in December. FUNDS REPORT: - The General fund spent 100% of the 2022 expenditure budget and received 109% of the revenue budget. Other than these revenues and expenditures, the remaining are mainly operational in nature. The largest expenditures were wages and benefits. The budget includes capital savings on the five-year capital equipment plan. The expenditures may not be spent in 2022. The largest revenue budget surplus came from building permits. Between new construction, downtown business remodels and the May 2022 hail storm, permits far exceeded budget and the previous recent years. - The Enterprise Funds represents 10-months utility billing revenue collected while expenses represent nine months. Overall, 83% of expenses have been incurred (less depreciation); 114% of the revenue budget has been received. Revenues and expenses are general in nature with exception of the receipt of the City of Foley wastewater capacity reimbursement in the amount of $1,449,288 in the sewer fund. The budgeted expenses include future project and maintenance expenses. Funds are designated each year to help offset the larger costs. Water fund analysis (fund 601/501) – The enclosed spreadsheet shows an analysis of the water fund, including the Water fund (601) and the Water Access fund (WAC-501). The City collected WAC fees from 36 single-family homes (including the Rivers Bend 4 townhomes), Bad Habit expansion, Obblink Distillery and continued payments from the Bayou Blues project due in 2022. Water fund activity represents 80% expensed, 71% of the budget received at the end of December (excluding depreciation). Sewer fund analysis (fund 602/502) – The enclosed spreadsheet shows an analysis of the sewer fund, including the Sewer fund (602) and the Sewer Access fund (SAC-502). As with water, SAC proceeds came from the same projects through December 2022. Sewer expenses are at 64% of the budget (excluding depreciation), while revenues are at 167% of the budget, 78% without the City of Foley reimbursement. ½ ¢ Sales Tax (fund 200) - The sales tax fund has a cash balance of $1,346,282 on December 31th. The City budgeted collecting $470,000 in sales tax revenue in 2022 and received $465,604 thus far. The first $900K collected by the St. Cloud Area goes to regionally agreed upon projects. Collections for each city started in Feb. There is a delay in annual sales tax remittance by the State. Remittances are received through March of the following year. Current projects using local option sales tax funding are the bond payments towards Field Street ($50K remains), $6M committed for community center, and $310K allocated to the East Park phase I project. Other potential projects are completing phase 2 of the East Park development, pedestrian crossing along CSAH 75, amphitheater and aquatics center. The City was awarded a grant from the State for the East Park phase I project. The Sales Tax Summary report shows all revenues recorded and projects expensed from Fund 200. The projects are split to show the projects completed, the projects in progress, and the projects reviewed, but not moved forward at this time. After the anticipated revenue collections through 2038, $4M remains uncommitted. The available annual sales tax revenue after bonded commitments is $58,240. Visitor’s Bureau (fund 220) - The CVB is very active and successfully marketing the City and providing opportunities for people to visit St. Joseph. The City budgets $14,000 in lodging taxes annually. The pandemic caused lower taxes collected. Lodging taxes have improved and closer to normal for 2022. The EDA approved matching a State grant for CVB website updates. The CVB is adding billboard advertising in the fall for the Shop Small event. The CVB has an unspent balance of $19,254. CIP REPORTS: - General capital equipment purchases include two laptops, squad to replace 702 including necessary equipment upgrades to the squad (the City is accepting bids to sell the old 702), and upgrade to emergency sirens. The police dept also purchased an ID maker to badge all city employees. Technology improvements made across the city using ARPA dollars. - The Park Board incurred engineering costs for East Park planning and down payment for the Klinefelter restrooms. - The Fire department purchased duty boots for a firefighter and replaced fire hoses. The fire hoses were partially paid for with a DNR grant of $2,447. The fire dept ordered the new pumper/tanker truck (expected Apr. 2023) and used ARPA dollars to replace the rescue van. The old rescue van was sold on sealed bids to St. John’s University Fire Dept. for $70,000. The $70,000 was reallocated to the grass rig for replacement in 2023/2024. - The Water fund spent funds on the WTP2 plate settler replacement project, and WTP1 & WTP2 VFD replacements. Work continues on the WTP1 chemical room. Updates being made with the Wellhead Protection Plan and ongoing well maintenance continues. A utility locator was added in 2022. The first 175 cellular meter conversions were completed early Oct. Waterworth rate analysis was completed in fall 2022. - The Sewer fund has costs to the Baker St lift station repairs, utility locator, root foaming and lining, and some sewer main repairs. Waterworth rate analysis was completed in fall 2022. - The Stormwater fund incurred costs for the MS4 permit and stormwater management plans. - Engineering incurred relating to the 2022 and 2023 street improvements, current & potential developments, and APO and MSAS updates. Costs also incurred closing out previous improvements. ARPA Grant/Fund 390: Included in the quarter financial report is a summary of the Fund 390 and ARPA grant dollars. Fund 390 receives a portion of the LGA state aid (as budgeted) and residual debt service relief funds. Fund 390 is used to fund projects not included in the general levy capital plans such as Klinefelter Park restrooms, walking trail repairs, compensation and fire studies, Public Works building remodel and buyout of the last police squad lease. The Fund 390 balance is $464,084 on December 31th. Fund 104 is the fund where the ARPA grant dollars are being tracked. The December 31th balance was $418,899. As stated earlier, the second half grant proceeds were received on Jul. 2022 in the amount of $401,666.86. The council agreed to the following projects to be funded with ARPA grant dollars: main server replacement, finance software conversion, fire rescue van, cellular meter read conversion and technology upgrades in city facilities. The amount available for future projects is $252,364. The ARPA grant must be spent by 12/31/2024. Bonded Debt: Included in the financial report is the bonded debt summary through December 31th. The 2022A bonds were issued in August and highlighted orange on the debt summary. The blue highlights represent debts that will be paid in full by the end of the year. The 2010B, 2015A and 2015B debts are being paid off early. The St. Cloud debts are expected to decrease at the end of 2023 once Foley connects to St. Cloud wastewater. Until the connection is made, no changes are made on the debts. Foley reimbursed St. Joseph for treatment capacity based on past debt payments in December. The council approved using these funds to help pay for the CR2 sewer line extension and keeping rate increases down for current rate payers. BUDGET IMPACT Information only STAFF RECOMMENDED ACTION Accept the 4th quarter and December 2022 financial reports. SUPPORTING DATA/ATTACHMENTS 4th Quarter Reports: Cash Position as of 12/31/22 Cash and Investment Holdings Chart Cash Balances by Fund/Remaining Budget General & Fire Budget to Actual Expenditures & Revenues Enterprise Funds Activity Graph Quarterly Water Fund Analysis Half Cent Sales Tax Fund Summary CVB Summary Bonded Debt Summary Fund 390 – ARPA Projects Summary Building Permit Activity December Treasurer’s Reports: Cash and Investment – Council Report Council Month End Revenue Summary Council Month End Revenue – General Fund Council Month End Revenue – Enterprise Funds Council Month End Expenditure Summary Council Month End Expenditure – General Fund Council Month End Expenses - Enterprise Funds Capital Improvement Summary Reports: General Fund Capital Improvement Plan - Summary General Fund Capital Improvement Plan - Fire Enterprise Capital Improvement Plan – Public Works Capital Improvement Budget Summary – Park Board City of St. Joseph, Minnesota Cash Position As of 12/31/22 Sentry Bank Maturity Date Interest Current Balance # Securities % of Total Checking Account (Reconciled) N/A 0.15% 92,027$ N/A Money Market Savings N/A 1.11% 59,986 N/A Jacob Wetterling Rec Center Savings N/A 0.50% 13,186 N/A averages 0 months 0.63% Total SB 165,199$ 1% Magnifi Credit Union Share Savings Account N/A 0.00% 5$ N/A Business Advantage Checking N/A 0.20% 19,436 N/A Platimum Money Market Savings N/A 0.25% 3,346 N/A Money Market Savings N/A 1.56% 238,687 N/A Bank Certificates of Deposit 23 months 1.96%avg 1,111,026 3 averages 23 months 1.86% Total Magnifi 1,372,500$ 6% PMA 4M - US Bank 4M Money Market Savings N/A 3.93% 83,385$ N/A 4MP Money Market Savings N/A 3.92% 41,438$ N/A Government Securities/Notes 26 months 3.68%avg 466,740 1 averages 26 months 3.84% Total 4M 591,563$ 3% Total Deposits 1,662,522$ Moreton Capital Markets - US Bank Brokered Money Market Savings N/A 4.10% 2,342,748$ N/A Government Securities/Notes Tiered 2-49 months 3.16% 4,571,016 7 Municipal Bonds Tiered 1-84 months 2.40%avg 2,191,151 8 averages 40 months 2.09% Total MCM 9,104,914$ 42% RBC Wealth Management Brokered Money Market Savings N/A 2.95% 9,136$ N/A Government Securities/Notes Tiered 9-49 months 3.11% 1,767,925 3 Brokered Certificates of Deposit Tiered 1-84 months 1.95%avg 4,720,701 23 averages 39 months 2.08% Total RBC 6,497,762$ 30% Oppenheimer & Co. Inc. Brokered Money Market Savings N/A 0.10% 16,821$ N/A Government Securities/Notes Tiered 1-15 months 3.57% 2,301,963 3 averages 6 months 3.57% Total Opp 2,318,784$ 11% UBS Financial Services Brokered Money Market Savings N/A 0.00% 1$ N/A Government Securities/Notes Tiered 19 months 4.22% 544,680 1 Municipal Bonds Tiered 15-2 months 4.27%avg 1,300,789 2 averages 40 months 2.09% Total MCM 1,845,471$ 8% Total Investments 20,233,671$ 2022 YTD Total Deposits and Investments 21,896,193$ Interest Earned Average Interest APY 39 months 1.77%$184,700 Cash Held With Fiscal Agent - Northland Securities (2020C Crossover Refunding Bonds)2022 YTD Brokered Money Market Savings N/A 0.00%avg - Change in MV (743,989)$ Total Cash Held With Fiscal Agent -$ Total Deposits & Investments 21,896,193$ Cash and Investment Balance Includes Cash w/Fiscal Agent Petty Cash Administration N/A N/A 200$ Total Petty Cash 200$ Custodial Credit Risk: All deposits and investments insured by FDIC/SPIC/NCUA or secured by perfected pledged collateral. Interest Rate Risk: The City is not exposed to interest rate risk because the City does not invest in highly sensitive, interest fluctuating investments. The City attempts to purchase longer termed investments when the interest rates are favorable and depending on cash flow needs to lock into a favorable rate. Credit Risk: There are no instruments exposed to credit risk.Maturity Concentration of Credit Risk: The City invests in various instruments and several financial institutions.% Securities Averages Brokered Money Markets 2,368,706$ 10.82% N/A Brokered Certificates of Deposit 4,720,701$ 21.56% 2.58 years Government Securities/Notes 9,652,324$ 44.08% 1.33 years State/Local Government Bonds 3,491,940$ 15.95% 3.91 years Foreign Currency Risk: The City only invests in USA and USA territories. 111,463 , 0% 440,033 , 2% 1,111,026 , 5% 9,652,324 , 44% 3,491,940 , 16% 2,368,706 , 11% 4,720,701 , 22% Cash and Investment Holdings Checking Money Market Savings Bank CDs Government Securities Municipal Bonds Brokered Money Market Brokered CDs City of St. Joseph, Minnesota Cash Balances by Fund/Remaining Budget As of 12/31/22 FUND CASH BALANCE 22 EXP BUD 22 SPENT 22 LEFT 22 BUD REV 22 RECEIVED 22 LEFT General Fund 4,364,569$ 4,741,035$ 4,745,911$ (4,876)$ 4,510,804$ 4,915,153$ (404,349)$ Fire Fund 793,612 380,675 323,193 57,482$ 380,675 424,327 (43,652)$ EDA Fund 93,983 125,605 102,261 23,344$ 125,605 113,837 11,768$ TIF Funds 79,692 3,165 122,542 (119,377)$ 450 148,833 (148,383)$ State Collected Sales Tax 1,346,282 2,020,000 25,699 1,994,301$ 1,475,000 429,493 1,045,507$ Park Dedication 297,744 359,300 86,568 272,732$ 35,750 120,133 (84,383)$ Charitable Gambling 421 2,500 1,207 1,293$ 2,050 977 1,074$ Lodging Tax 19,254 23,800 17,260 6,540$ 23,800 15,212 8,588$ DEED CDAP Grant 53,493 - 782 (782)$ 300 11,082 (10,782)$ Revolving Loan Fund 402,985 - - -$ 15,885 (824) 16,709$ Debt Funds 1,329,936 3,126,650 4,033,540 (906,890)$ 1,611,870 2,884,475 (1,272,605)$ Capital Project Funds 8,213,975 - 1,285,975 (1,285,975)$ 100 7,840,456 (7,840,356)$ Water Access Fund 539,266 180,000 - 180,000$ 180,000 158,625 21,375$ Sewer Access Fund 150,058 140,000 - 140,000$ 140,000 129,153 10,847$ Water Fund 1,113,584 1,766,980 1,199,467 567,513$ 1,418,420 981,480 436,940$ Sewer Fund 2,467,144 1,872,860 970,172 902,688$ 1,496,020 2,596,165 (1,100,145)$ Refuse/Compost Fund 194,949 435,255 359,941 75,314$ 424,700 317,376 107,324$ Storm Sewer 335,490 271,020 163,105 107,915$ 221,460 204,064 17,396$ Street Light Utility 103,314 92,700 62,792 29,908$ 91,805 68,183 23,622$ TOTALS 21,899,749$ *13,500,414$ 21,358,201$ 12/31/21 Cash Balance 14,871,116$ *19 months of cash balance 2022 cash increase 7,028,633 includes unspent bond proceeds $4,741,035  $380,675  $4,745,911  $323,193 $4,510,804  $380,675  $4,915,153  $424,327   $‐  $1,000,000  $2,000,000  $3,000,000  $4,000,000  $5,000,000  $6,000,000 General Fund Fire Fund General & Fire Budget to Actual Expenditures & Revenues  Exp Budget  Exp Actual  Rev Budget  Rev Actual Storm Water Refuse Sewer Water Street Lights % Revenue to Expenses 125% 88% 268% 82% 109% Utilities represents 10 months revenue collected with 12 months expensed. $981,480 $2,596,165 $317,376 $204,064 $68,183  $1,199,467 $970,172 $359,941 $163,105 $62,792   $‐ $500,000  $1,000,000  $1,500,000  $2,000,000  $2,500,000  $3,000,000 Water Sewer Refuse Storm Water Street Light Water Sewer Refuse Storm Water Street Light  Expense $1,199,467 $970,172 $359,941 $163,105 $62,792  Revenue $981,480 $2,596,165 $317,376 $204,064 $68,183 Enterprise Funds Activity  Expense  Revenue City of St. Joseph Quarterly Water Fund Analysis As of December 31, 2022 Fund 601+501, Water/WAC Fund Balance as of December 31, 2021 (Audited)1,712,213$ Year to Date Revenue:36 single family homes Interest Earnings (73,515) Bayou Blues monthly payment (thru 2022) Ad Valorem Taxes (18) Bad Habit expansion Water Usage Charge 639,041 Obblink Distillery Water Fixed Charge 298,003 Penalties/Other Usage Fees 42,848 WAC/Trunk Fees 158,625 Antenna Lease Revenue 42,910 Water Meters 25,069 Bulk Water Sales 1,142 Transfers from other Funds 6,000 Total Revenue 1,140,105 71.33% budget collected 2022 Revenue Budget 1,598,420 (includes fund 501) Year to Date Expenses by Department: Debt Payments (636,006) Transfers to Other Funds (46,585) Power and Pumping (23,811) Water Treatment Plant 1 (71,793) Water Treatment Plant 2 (95,469) Distribution (44,752) Wellhead Protection (6,153) Water Tower (19,557) Water Maintenance (227,881) Water Administration (27,461) Total Expenses (1,199,467) 80.13% budget expensed 2022 Expense Budget (1,496,980) (excludes depreciation, includes 501) Fund Summary as of December 31, 2022: Water Fund Cash Balance - Fund 601+501 - unaudited 1,652,851 Fund 501 539,266 Fund 601 1,113,584 The balances represent the cash balance as of 12/31/22. WAC fees collected for: City of St. Joseph Quarterly Sewer Fund Analysis As of December 31, 2022 Fund 602+502, Sewer/SAC Fund Balance as of December 31, 2021 (Audited)862,056$ Year to Date Revenue:36 single family homes Interest Earnings (36,132) Bayou Blues monthly payment (thru 2022) Sewer Usage Charge 694,888 Bad Habit expansion Sewer Fixed Charge 481,375 Obblink Distillery Penalties/Other Usage Fees 6,024 SAC/Trunk Fees 129,153 City of Foley Debt Reimbursement 1,449,288 RV Dump Donations 722 Transfers from other Funds - Total Revenue 2,725,318 166.58% budget collected 2022 Revenue Budget 1,636,020 (includes fund 502) Year to Date Expenses by Department: Debt Payments (103,067) Transfers to Other Funds (22,320) Sewer Maintenance (116,854) Baker Street Lift Station (9,140) Ridgewood Lift Station (1,853) Northland Lift Station (953) CR121 Lift Station (4,660) Main Lift Station (683,575) Sewer Administration (27,751) Total Expenses (970,172) 64.13% budget expensed 2022 Expense Budget (1,512,860) (excludes depreciation,includes fund 502) Fund Summary as of December 31, 2022: Sewer Fund Cash Balance - Fund 602+502 - unaudited 2,617,202 Fund 502 150,058$ Fund 602 2,467,144$ The balances represent the cash balance as of 12/31/22 SAC fees collected for: Revenues Recorded in Fund 200 Sales Tax Receipts through 12/31/22 6,313,989$ Interest Earnings 109,600 Community Center Bond Proceeds 1,794,000 Transfer - Rec Funds (Facilities) 19,274 Transfer - General Fund 24,004 Transfer - Government Center Bonds 35,449 Transferred to the Water Fund (int. earnings) (86,436) Donation, Grants, Misc. 703,129 Total Revenues 8,913,008$ State Bonding Total Projects Completed Project Total Federal/APO/ Fund 200 Total Project Name/Type Year Expended Other Funding Expended Project Cost Bike Share Program 2019 16,511 12,425 4,086 16,511 $8,800 State SHIP Grant, $3,625 Waite Park reimb Sales Tax Committee 2007/2008 586 - 586 586 Park & Trail System Plan 2007 51,631 - 51,631 51,631 Centennial Park Swing set 2010 33,284 - 33,284 33,284 CR 2/3 Trail Extension Phase I 2010-2013 446,513 - 446,513 446,513 Trail Extension Phase II/III 2018-2021 1,398,793 650,594 748,199 1,398,793 $650,594 federal funding Wobegon Trailhead Improvements 2013 13,886 - 13,886 13,886 CR 133/College Ave Sidewalk 2010-2013 192,730 - 192,730 192,730 Aquatics Design 2014 71,624 110 71,514 71,624 $110 anonymous donation Wobegon Trail Extension to St. Cloud 2017 200,082 - 200,082 200,082 Millstream Park Shelter 2015/2017 529,599 40,000 489,599 529,599 $40,000 Lion's donation Community Center - Facility Planning 2010-2017 382,202 78,727 303,475 382,202 transfers from other funds Community Center - Colts purchase 2014 2,357,833 1,794,000 2,340,109 2,357,833 $1.794M bond proceeds Pedestrian Bridge - Study 2016-2017 13,382 - 13,382 13,382 plus $32K APO funded Total Projects Completed 5,708,657 2,575,856 4,909,077 5,708,657 Total State Bonding Projects In Progress Fund 200 Federal/APO/ Fund 200 Total Project Name/Type Expended Other Funding Remaining Project Cost East Park Development, Phase I 2019-2024 - 273,064 300,000 573,064 $250K State Outdoor Rec Grant ,$22K ARCON Park Ded. Community Center 2020-2024 38,239 14,000,000 5,961,761 20,000,000 $10M donations est.; $4M state bonding approved Field Street - sales tax portion only 2017 80,000 - 50,000 130,000 cover bond payments due to deferred assessments Total Projects in Progress 118,239 14,273,064 6,311,761 20,703,064 Fund 200 Balance, December 31, 2022, unaudited 1,346,282$ anticipated remaining 2022 sales tax revenues to collect 4,396 anticipated remaining 2023-2038 sales tax revenues to collect 8,945,287 Committed - to be funded (6,311,761) 3,984,204$ Average Annual Revenue (3 yr) 538,240.00$ Average Bond Payment Community Center (20 yr) (475,000.00)$ Average Bond Payment Field St (5 yr) (5,000.00) uncommitted annually 58,240.00$ MSAS/SA Bonds Project Donations/ YTD Fund 200 Year Project Cost State Bonding Expended To Be Funded East Park Development, Phase II 2027 1,030,000 (530,000) 500,000 $30K General Levy; $500K Grant/Donations Aquatics Center 2028 6,229,000 (1,212,870) 71,625.00 4,944,505 $1.2M donations est. Pedestrian Crossing 2027 4,326,000 (2,000,000) - 2,326,000 $1.5M 2018 State Bonding request, not received Amphitheater 2027 120,000 (20,000) - 100,000 $10K park dedication; $10K general levy Total Projects Not Approved 11,705,000 (3,762,870) 71,625 7,870,505 Estimated Maximum Funding Available 2006 - 2018 Legislation 4,761,975$ (original estimate $3,272,754) 2019 - 2038 Legislation 11,000,000 $2,054,713 received 2019-2022 15,761,975$ Sales Tax Summary Summary of Committed & Available Funds As of December 31, 2022 Projects that have been discussed for Sales Tax Funding, not approved Anticipated remaining balance after commitments CVB 2022 Financial Summary As of December 31, 2022 Beginning Fund Balance 1‐1‐22 (audited) 21,301.05$               Budget YTD Rev Budget Customer 2022 2022 Customer 2023 Interest Earnings 300.00$                         (736.17)$                  Interest Earnings 300.00$                       T‐shirt/Hats/Merchandise Sales 1,500.00                        1,256.25                   T‐shirt/Hats/Merchandise Sales 1,000.00                      Sponsorship dues 4,000.00                        Rodeway Inn Lodging Tax 10,500.00                    EDA Transfer ‐ Sponsorship Match 4,000.00                        CSB Lodging Tax 4,100.00                      Rodeway Inn Lodging Tax 10,000.00                     10,135.37                Estates B&B Lodging Tax 1,100.00                      CSB Lodging Tax 3,300.00                       3,332.19                   17,000.00$                  Estates B&B Lodging Tax 700.00                           1,224.71                    23,800.00$                    15,212.35$              Budget Vendor 2023 Budget YTD Exp Professional Services ‐ Manage Social Media (Bruno Press) 9,000.00$                    Vendor 2022 2022 Travel & Conference Expenses ‐$                              Professional Services ‐ Manage Social Media (Bruno Press) 9,000.00$                      9,000.00$                IT Services ‐ Website/Social Media 600.00                         Visitor's Bureau ‐ Rubinski Works ‐ Videos 2,100.00                         ‐                            Visitor's Bureau ‐ Rubinski Works ‐ Videos 500.00                         Visitor's Bureau ‐ Rubinski Works ‐ Videos 300.00                            Visitor's Bureau ‐ Photos 500.00                         Visitor's Bureau ‐ Website/Joetownmn.com Hosting 1,745.00                        529.00                      Community Programs ‐ Shop Small/Winterwalk/Feb/June 1,945.00                      Visitor's Bureau ‐ Shop Small/Winterwalk Postcards 500.00                             ‐                            Visitors Bureau Prizes ‐ Swag Give‐Aways/Prizes 200.00                         Visitor's Bureau ‐ Photos 10.00                              ‐                            Marketing ‐ SHRPA 500.00                         Visitors Bureau ‐ Photo Contest Prizes 190.00                            190.00                      Marketing ‐ Campaigns 1,000.00                      Visitor's Bureau ‐ Bike Racks 1,000.00                         ‐                            Visitor's Bureau ‐ Merchandise (Krillan/Rambow) 1,000.00                      Visitor's Bureau ‐ Wobegon Trailhead Maps/Signage**2,900.00                        2,036.21                   Advertise ‐ Think Tourism USA 775.00                         Marketing ‐ Additional with Sponsorship Fees 2,000.00                         ‐                            Advertise ‐ MN Trails Magazine 780.00                         Marketing ‐ Billboard Advertising (Shop Small)‐                                  1,725.00                   Advertise ‐ Newcomer Service Magazine 200.00                         Marketing ‐ SHRPA ‐                                   ‐                            17,000.00$                  Marketing ‐ Feel The Love Campaign 1,000.00                        1,000.00                    Marketing ‐ Merchandise Sales (Krillan/Rambow) 1,500.00                        1,024.57                    Advertise ‐ Think Tourism USA 775.00                            775.00                       Advertise ‐ MN Trails Magazine 580.00                            680.00                       Advertise ‐ Newcomer Service Magazine/Entertainment Dir. 200.00                            300.00                       23,800.00$                    17,259.78$               Ending Cash Balance 12‐31‐22 19,253.62$               ** Propose trailhead sign to be paid for with fund 390 ‐ balance from City welcome signs project EDA Fund 150 Budget: 2022 Website Update 3,151.20$                 2022 Explore MN Grant (1,162.67)$                1,988.53$                 City of St. Joseph, Minnesota Long Term Debt Summary December 31, 2022 Issue Maturity Original Interest Due w/in Interest Special Assessment Bonds Year Year Fund Issue Rates 12/31/2021 Issued Matured 12/31/2022 One Year Cash Paid GO Improvement Bonds 2010B - callable 2010 2025 345 790,000 2-3.25% 240,000 - (240,000) - - 7,398 GO Improvement Bonds 2015A - callable 2015 2025 351 595,000 1.2-3% 245,000 - (245,000) - - 6,750 GO Improvement Bonds 2016B 2016 2032 304 740,000 1-3% 540,000 - (50,000) 490,000 50,000 11,700 GO Improvement Bonds 2017B - callable 2017 2027 305 344,000 2.25-3% 204,000 - (34,000) 170,000 34,000 5,865 GO Improvement Bonds 2019A 2019 2029 307 1,535,000 4-5% 1,225,000 - (155,000) 1,070,000 155,000 58,250 GO Improvement Bonds 2019A 2019 2029 308 2,170,000 4-5% 1,730,000 - (220,000) 1,510,000 220,000 82,200 GO Improvement Bonds 2020B 2020 2031 310 625,000 0.4-2% 625,000 - (65,000) 560,000 65,000 11,460 GO Refunding Improvement Bonds 2020B 2020 2024 313 190,000 0.4-2% 145,000 - (45,000) 100,000 50,000 2,100 Taxable GO Improve CO Refunding Bonds 2020C 2020 2030 314 1,365,000 0.4-1.6% 1,365,000 - (145,000) 1,220,000 150,000 13,503 GO Improvement Bonds 2021A 2021 2036 311 3,190,000 2-4% 3,190,000 - (260,000) 2,930,000 260,000 131,542 GO Improvement Bonds 2022A 2022 2032 315 620,000 4.00% - 620,000 - 620,000 65,000 - 9,509,000 620,000 (1,459,000) 8,670,000 1,049,000 330,767 GO Abatement Bonds GO Tax Abatement Bonds 2015B 2015 2022 353 1,840,000 2-3.05% 1,175,000 - (1,175,000) - - 32,935 GO Tax Abatement Bonds 2022A 2022 2042 302 6,125,000 4.00% - 6,125,000 - 6,125,000 140,000 - 1,175,000 6,125,000 (1,175,000) 6,125,000 140,000 32,935 GO Debt GO CIP Bonds 2016A 2016 2036 301 4,275,000 2-2.875% 3,365,000 - (195,000) 3,170,000 195,000 78,543 GO CIP Bonds 2017A 2017 2022 303 337,000 2.75% 168,000 - (168,000) - - 1,258 GO Equipment Certificates 2018A 2018 2023 306 265,000 2.50% 110,000 - (54,000) 56,000 56,000 2,750 GO Equipment Certificates 2020A 2020 2025 309 220,000 1.45% 177,000 - (43,000) 134,000 44,000 2,567 GO CIP Bonds 2020B 2020 2033 312 690,000 0.4-2% 690,000 - (60,000) 630,000 60,000 12,840 GO Equipment Certificates 2022A - pumper/tanker 2022 2031 316 660,000 4.00% - 660,000 - 660,000 55,000 - 4,510,000 660,000 (520,000) 4,650,000 410,000 97,957 Total GLTD 15,194,000 7,405,000 (3,154,000) 19,445,000 1,599,000 461,658 Utility Revenue Bonds GO Water Revenue Bonds 2017B-WTP1 2017 2022 601 353,000 2.25% 70,000 - (70,000) - - 1,575 Taxable GO Utility CO Refunding Bonds 2020C 2020 2032 601 445,000 0.4-1.9% 445,000 - (40,000) 405,000 40,000 5,180 GO Water Revenue Refunding Bonds 2021A 2021 2028 601 2,435,000 0.60-1.3% 2,185,000 - (430,000) 1,755,000 470,000 109,493 GO Sewer Refunding Bonds 2020B 2020 2028 602 1,045,000 0.4-2% 925,000 - (125,000) 800,000 130,000 16,420 3,625,000 - (665,000) 2,960,000 640,000 132,668 Notes St. Cloud SIS Phase 4 2013B 2013 2029 602 650,000 3-4% 395,000 - (45,000) 350,000 45,000 12,850 St. Cloud PFA Loan 2010 2030 602 4,527,703 1.771% 2,296,725 - (237,655) 2,059,071 241,945 40,675 St. Cloud PFA Main Lift Station Improvements 2016 2026 602 469,367 1.000% 256,641 - (50,358) 206,283 50,820 2,566 St. Cloud PFA NR2 Biosolids 2017 2037 602 1,744,736 1.095% 1,458,259 - (83,938) 1,374,321 84,773 15,968 4,406,625 - (416,950) 3,989,675 422,538 72,059 Total Enterprise Debt 8,031,625 - (1,081,950) 6,949,675 1,062,538 204,727 Total Long Term Debt 23,225,625 7,405,000 (4,235,950) 26,394,675 2,661,538 666,385 Lease Due w/in Payment One Year ROW Operating Lease - Water Fund 2008 2029 601 n/a 5,800 5,800 Vehicle Operating Leases - GF various 2022 101 final year n/a 4,902 **- ** minor differences due to rounding days and contract changes - immaterial GASB 34 Reconciling Items City of St. Joseph Projects to be funded with Fund 390 As of December 31, 2022 Beginning Fund Balance 1‐1‐22 989,294.22$  464,084.17$  385,499.17$  373,314.17$  335,429.17$      497,544.17$       Budget YTD Rev Budget Budget Budget Budget Budget Customer <=2022 2022 2023 2024 2025 2026 2027 Interest Earnings ‐$                 (7,027.82)$        ‐$                 ‐$                 ‐$                 ‐$                    ‐$                    LGA 160,000.00      85,214.50        85,000.00      200,000.00    200,000.00    200,000.00        200,000.00         Special Assessments 1,000.00          192.17              100.00           100.00           100.00           100.00               100.00                Property Taxes ‐                   46.88                15.00              15.00              15.00              15.00                 15.00                  Contributions ‐                   ‐                    ‐                  ‐                  ‐                  ‐                      ‐                      Federal Grant ‐                   ‐                    ‐                  ‐                  ‐                  ‐                      ‐                      Transfers ‐                   ‐                    ‐                  ‐                  ‐                  ‐                      ‐                     803,333.72$  803,333.72$   161,000.00$   78,425.73        85,115.00$    200,115.00$  200,115.00$  200,115.00$      200,115.00$       Budget YTD Exp Budget Budget Budget Budget Budget Budget Spent Budget Budget Vendor <=2022 2022 2023 2024 2025 2026 2027 2021/2022 2021/2022 2023 2024 Finance Software replacement ‐$                  ‐$                   ‐$                 ‐$                 ‐$                 ‐$                    ‐$                   50,630.00      50,630.00      50,630.00        104‐41530‐582 Technology Equip Add/updates ‐                    ‐                     ‐                   ‐                   ‐                   ‐                       ‐                      42,554.82      49,087.06      104‐41941‐580, 104‐45201‐580, 104‐42220‐580 Fire Rescue Van ‐                    ‐                     ‐                   ‐                   ‐                   ‐                       ‐                      157,975.00    157,975.00    104‐42220‐580 Main Server Replacement ‐                    ‐                     ‐                   ‐                   ‐                   ‐                       ‐                      100,000.00    86,742.39      104‐41430‐581 Cellular Meter Read Heads ‐                    ‐                     ‐                   ‐                   ‐                   ‐                       ‐                      40,000.00      40,000.00      104‐43120‐580/300 Klinefelter Park 300,000.00      49,700.00         ‐                   ‐                   ‐                   ‐                       ‐                      390‐45202‐520 Walking Trail Repairs 100,000.00       ‐                    20,000.00      20,000.00      20,000.00      20,000.00          20,000.00          390‐45202‐300 Welcome Signs ‐                    ‐                     ‐                  110,000.00     ‐                   ‐                       ‐                      390‐41941‐580 Security Cameras 9,195.00           ‐                     ‐                   ‐                   ‐                   ‐                       ‐                      18,300.00       ‐                  90,880.00         ‐                  104‐42120‐580 Annual Camera Subscription 4,500.00           ‐                    8,000.00        8,000.00        8,000.00        8,000.00            8,000.00            390‐41942/42120/43120/45202‐300 Police Squad 22,500.00        22,500.00         ‐                   ‐                   ‐                   ‐                       ‐                      390‐45152‐550 Comp Study/Job Classification 10,000.00        4,200.00           ‐                   ‐                   ‐                   ‐                      15,000.00          390‐41430‐300 Skate Park ‐                    ‐                     ‐                  58,300.00       ‐                   ‐                       ‐                      390‐45202‐530 Community Center Fundraiser 400,000.00      227,500.00      ***20,000.00       ‐                   ‐                   ‐                       ‐                      390‐45205‐300 Tire Station w/Balancer ‐                    ‐                     ‐                  6,000.00         ‐                   ‐                       ‐                      390‐45201‐580 Mechanic Tools 8,000.00          11,445.33        50,000.00      10,000.00      10,000.00      10,000.00          10,000.00          390‐45201‐580 PW Building Remodel 100,000.00      69,798.70         ‐                   ‐                   ‐                   ‐                       ‐                      390‐45201‐520 PW Roof Replacement ‐                    ‐                     ‐                   ‐                  200,000.00     ‐                       ‐                      390‐45201‐220 Fire Study 10,000.00        15,044.25         ‐                   ‐                   ‐                   ‐                       ‐                      390‐42210‐300 Elm St Right of Way ‐                   2,647.50          50,000.00       ‐                   ‐                   ‐                       ‐                      411‐43120‐530 Administrator Search ‐                   7,800.00          15,700.00      390‐41430‐300 Early bond call 2010B/2015A ‐                   193,000.00      390‐49300‐720 Birch St Redevelopment Plan ‐                    ‐                     ‐                   ‐                   ‐                   ‐                      5,000.00            390‐46500‐300 964,195.00$   603,635.78$    163,700.00$  212,300.00$  238,000.00$  38,000.00$        58,000.00$        409,459.82$  384,434.45$  141,510.00$     ‐$                 Ending Cash Balance 12‐31‐22 186,099.22$   464,084.17$  385,499.17$  373,314.17$  335,429.17$  497,544.17$      639,659.17$      393,873.90$  418,899.27$  252,363.90$    252,363.90$   ***will be reimbursed through capital campaign As of December 31, 2022 ARPA Funding City of St. Joseph Building Permit History Building permits issued for the past ten years are as follows: Commercial/ Residential Total (+pmt plans) Total Number Number Number New WAC Permit Permit of Permits of Permits of Permits Connections Valuation Revenue As of 12/31/22 87 1038 1125 63 $32,017,099 $223,440 As of 12/31/22 2021 52 283 335 14 $7,817,668 $73,825 2021 2020 48 249 297 57 $14,328,279 $120,354 2020 2019 87 217 304 52 $12,114,568 ~$184,674 2019 2018 63 203 266 68 $25,026,475 ~$261,238 2018 2017 58 245 303 80 $24,781,048 ~$284,277 2017 2016 61 238 299 35 $37,381,883 ^$210,446 2016 2015 68 221 289 19 $10,003,064 $99,451 2015 2014 49 234 283 13 $4,931,213 $52,360 2014 2013 65 201 266 19 $14,521,490 #$42,128 2013 2012 73 370 443 19 $7,353,240 $85,343 2012 2011 42 369 411 54 $9,783,053 $94,411 2011 2010 43 288 331 68 $2,760,088 $32,532 2010 2009 76 304 380 93 $13,863,921 $139,646 2009 2008 30 246 276 188 $6,314,545 $67,503 2008 2007 63 483 546 178 $35,029,468 *$229,823 2007 * Includes $19M for a new Kennedy school building. Trobec's,Distillery,Rivers Bend 4 townhomes permits in 2022 # Valuation of $9.7M for the Army Reserve Facility added to the building permit activity reports.2022 ‐ hail storm ‐ many re‐roof permits ^ includes $4.3M for Government Center. ~ Includes CSB Athletic Fields and Admin/Artistry Bldg/classroom remodels 02/01/23 11:03 AM Cash Balances Only STJOSEPH, MN Page 1 Current Period: December 2022 FUND Descr Account Begin Yr MTD Debit MTD Credit Current Balance Last Dim 10100 General G 101-10100 $2,241,284.92 $1,591,257.15 $543,191.33 $2,478,767.23 Employee Retirement Reserve G 102-10100 $326,935.43 $16,696.52 $11,445.56 $368,777.25 COVID-19 Grants G 104-10100 $316,404.47 $0.00 $3,776.26 $418,899.27 Fire Fund G 105-10100 $743,289.85 $88,646.93 $28,090.44 $793,611.72 Cable Access Fee G 108-10100 $3,994.45 $748.40 $0.00 $10,047.83 Economic Development G 150-10100 $82,443.78 $51,490.47 $17,927.50 $93,983.11 TIF 4-1 Fortitude Senior Apts G 153-10100 $16,793.60 $35,023.59 $31,536.75 $21,910.23 TIF 2-1 Millstream G 157-10100 $36,109.62 $17,507.93 $15,650.63 $37,750.69 TIF 2-3 Bayou Blues/Alley Flat G 159-10100 $341.99 $19,955.06 $40.05 $20,030.78 State Collected Sales Tax G 200-10100 $836,236.43 $62,929.93 $0.00 $1,346,282.06 Park Dedication G 205-10100 $237,631.27 $15,294.00 $382.00 $297,743.73 Charitable Gambling G 215-10100 $649.15 $51.22 $0.00 $420.63 Lodging Tax G 220-10100 $20,513.02 $277.50 $750.00 $19,253.62 DEED CDAP Grant G 225-10100 $43,061.59 $256.28 $0.00 $53,492.79 Revolving Loan Fund G 250-10100 $402,926.68 $2,520.04 $0.00 $402,984.71 2016 CIP Bonds [govt center] G 301-10100 $29,555.21 $116,666.32 $62.50 $262,559.24 2022A GO Abate Bonds[Comm G 302-10100 $0.00 $58,558.38 $349.50 $282,214.55 2017A CIP Bonds [govt center] G 303-10100 $71,310.91 $0.00 $0.00 $0.00 2016 Street Imp [Field St] G 304-10100 $244,140.86 $1,239.91 $62.50 $201,175.91 2017B Street Imp [CBD Alleys] G 305-10100 $24,874.48 $12,546.22 $62.50 $12,301.35 2018 Equipment Certificates G 306-10100 $2,606.29 $25,667.94 $62.50 $1,924.68 2019A Street Imp [Overlays] G 307-10100 $127,323.93 $83,400.48 $62.50 $89,119.05 2019A Street Imp [Ind Park] G 308-10100 $43.88 $1,719.18 $62.50 $96,259.93 2020A Equipment Certificates G 309-10100 $3,789.81 $20,518.67 $44,345.75 $2,045.26 2020B GO Imp [20th Ave SE] G 310-10100 $8,525.88 $31,087.94 $62.50 $95,620.78 2021 Improve [MN St/Overlay G 311-10100 $190,853.94 $61,930.57 $62.50 $46,914.42 2020B CIP Bonds [PW Bldg] G 312-10100 $28,937.00 $26,344.77 $62.50 $12,067.34 2020B Refund Bonds [2013 Str. G 313-10100 $37,248.46 $17,679.68 $62.50 $26,993.96 2020C CO Refund [2014 Park T G 314-10100 $85,268.17 $58,388.51 $62.50 $50,716.77 2022 GO Improvement Bonds G 315-10100 $0.00 $6,089.21 $90.50 $89,387.76 2022A GO Equip Cert.[FD truck G 316-10100 $0.00 $5,789.96 $97.50 $25,874.56 2010B Street Imp [16th Ave] G 345-10100 $94,153.74 $15,820.34 $0.00 $13,509.76 2015 Street Imp[Clinton/North] G 351-10100 $84,770.21 $22,748.58 $0.00 $21,250.75 2015 Abatement [Comm Cente G 353-10100 $179,172.29 $0.00 $0.00 $0.00 Debt Service Relief G 390-10100 $985,558.25 $155.28 $17,918.80 $446,584.17 Community Center phase I G 402-10100 $1,990.23 $0.00 $0.00 $6,124,358.77 2019 Street Overlays G 407-10100 $110,833.46 $0.00 $0.00 $110,833.46 2019 Industrial Park Expansion G 408-10100 $227,984.39 $0.00 $0.00 $252,848.89 2020 Equipment Certificates G 409-10100 $18,038.63 $0.00 $0.00 $11,006.90 2020 20th Ave Watermain Loop G 410-10100 $397,166.67 $0.00 $22.00 $396,194.42 2021 MN/Alley/18/20/Northlan G 411-10100 $1,785,289.78 $1,000.00 $122,119.20 $903,361.78 2022 Street Overlays G 415-10100 $13,475.00 $0.00 $10,172.82 $59,559.35 Fire Truck Equip Certificate G 416-10100 $0.00 $0.00 $0.00 $355,811.43 Capital Outlay G 490-10100 $606,765.26 $41,632.71 $2,829.66 $641,293.13 WAC Fund G 501-10100 $369,441.14 $1,787.50 $0.00 $539,266.14 SAC Fund G 502-10100 $11,704.48 $1,787.50 $0.00 $150,057.68 Water Fund G 601-10100 $1,290,923.06 $148,196.03 $59,819.22 $1,113,584.49 Sewer Fund G 602-10100 $772,896.92 $1,638,556.88 $83,133.47 $2,467,144.10 Refuse Collection G 603-10100 $207,664.19 $44,193.23 $30,019.69 $194,948.82 Storm Water Utility G 651-10100 $265,027.91 $26,375.52 $3,285.41 $335,490.32 Street Light Utility G 652-10100 $77,030.00 $11,245.15 $6,225.28 $103,314.00 FUND Descr Account Begin Yr MTD Debit MTD Credit Current Balance Page 2 02/01/23 11:03 AM Cash Balances Only STJOSEPH, MN Current Period: December 2022 $13,662,980.68 $4,383,781.48 $1,033,906.82 $21,899,549.57Last Dim 10100 Last Dim 10200 General G 101-10200 $200.00 $0.00 $0.00 $200.00 $200.00 $0.00 $0.00 $200.00Last Dim 10200 Last Dim 10300 2020C CO Refund [2014 Park T G 314-10300 $0.00 $0.00 $0.00 $0.00 2015 Abatement [Comm Cente G 353-10300 $1,207,935.00 $0.00 $0.00 $0.00 Water Fund G 601-10300 $0.00 $0.00 $0.00 $0.00 $1,207,935.00 $0.00 $0.00 $0.00Last Dim 10300 $14,871,115.68 $4,383,781.48 $1,033,906.82 $21,899,749.57 02/01/23 11:05 AM Council Month End Revenue -General Fund STJOSEPH, MN Page 1 Current Period: December 2022 FUND FUND Descr SOURCE Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt FUND 101 General 101 General Current Ad Valorem Taxes $1,964,495.00 $876,841.76 $1,956,898.75 101 General State Sales Tax $0.00 $0.00 $0.00 101 General Gravel Tax $3,500.00 $0.00 $518.69 101 General Solar Production Tax $500.00 $0.00 $0.00 101 General Gas Franchise $36,000.00 $0.00 $23,363.00 101 General Electric Franchise $65,000.00 $2,465.69 $60,002.51 101 General Licenses & Permits $7,500.00 $0.00 $9,000.00 101 General Liquor $30,275.00 $0.00 $31,020.00 101 General Outdoor Liquor Permit $3,000.00 $0.00 $4,900.00 101 General Gambling Permits $300.00 $0.00 $340.00 101 General Amusement/Hunt/Peddler/Golf $1,200.00 $210.00 $4,245.00 101 General Excavation Permit $500.00 $50.00 $560.00 101 General Cigarette License $750.00 $0.00 $900.00 101 General Cable Franchise Fee $31,000.00 $1,071.23 $25,273.61 101 General Building Permits $110,000.00 $13,280.00 $223,439.97 101 General Animal License $0.00 $0.00 $0.00 101 General Rental Housing Registration $32,195.00 $0.00 $32,815.00 101 General Federal Grants - Other $50,310.00 $0.00 $32,468.40 101 General State Grants and Aids $1,245.00 $1,900.26 $2,799.53 101 General Local Government Aid $1,055,690.00 $608,674.50 $1,132,134.50 101 General Police Training Reim $5,500.00 $0.00 $10,148.17 101 General State Municipal Funds Aid $85,000.00 $0.00 $96,998.00 101 General State Police Aid $80,000.00 $0.00 $90,982.60 101 General Other Grants/Aids $0.00 $0.00 $296.00 101 General Other Governmental Unit $10,000.00 $0.00 $10,000.00 101 General County Grants - Road Maint. $16,000.00 $17,529.77 $17,529.77 101 General Zoning and Subdivision Fee $10,000.00 $0.00 $20,585.26 101 General Land Use Deposit Fee $0.00 $0.00 $12,500.00 101 General Sale of Maps and Publications $50.00 $0.00 $0.00 101 General Assessments Search $6,000.00 $540.00 $4,730.00 101 General Special Hearing $1,500.00 $0.00 $0.00 101 General Administration Reimb $14,300.00 $1,658.88 $2,060.58 101 General Concessions $0.00 $0.00 $34.00 101 General Weed Cutting $500.00 $0.00 $0.00 101 General Admission Fee $500.00 $0.00 $2,594.09 101 General Bike Share Program $500.00 $0.00 $352.30 101 General Shelter/Room Rental Fees $16,100.00 $870.00 $31,020.00 101 General Ball Field Donation $0.00 $0.00 $0.00 101 General Schneider Field Rental $1,750.00 $0.00 $1,160.00 101 General Rents and Royalties $0.00 $0.00 $0.00 101 General Kennel Fees $300.00 $0.00 $0.00 FUND FUND Descr SOURCE Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt Page 2 02/01/23 11:05 AM Council Month End Revenue -General Fund STJOSEPH, MN Current Period: December 2022 101 General County Fines $35,000.00 $2,833.84 $39,876.57 101 General Policy Fines $28,000.00 $5,060.00 $22,107.30 101 General Accident Report Fee $1,500.00 $95.50 $2,987.50 101 General Seized Property $3,000.00 $14,275.00 $24,987.20 101 General Bond-Forfeited Cars $0.00 $0.00 -$6,550.00 101 General Special Assessments $3,000.00 $1,638.91 $10,014.75 101 General Interest Earnings $35,000.00 $10,771.53 -$152,915.50 101 General Interest Charges $25.00 $0.00 $1.24 101 General Co-op Dividend - LMCIT $5,000.00 $16,072.69 $16,285.80 101 General Water Tower Antenna Lease $5,060.00 $384.78 $4,767.71 101 General Advertising $0.00 $0.00 $0.00 101 General Contributions - General $2,500.00 $0.00 $2,000.00 101 General Donation, Recreation $0.00 $5,000.00 $5,150.00 101 General Contributions - Parks $500.00 $422.94 $677.94 101 General Surplus Property $0.00 $0.00 $0.00 101 General Reimbursement $28,500.00 $932.22 $35,846.44 101 General Insurance Recovery $0.00 $0.00 $20,017.58 101 General Transfers from Other Funds $0.00 $0.00 $56,989.76 $3,788,545.00 $1,582,579.50 $3,923,914.02FUND 101 General FUND 102 Employee Retirement Reserve 102 Employee Retirement Res Current Ad Valorem Taxes $37,600.00 $16,696.52 $31,135.70 102 Employee Retirement Res Transfers from Other Funds $13,340.00 $0.00 $50,940.00 $50,940.00 $16,696.52 $82,075.70FUND 102 Employee Retirement Reserve FUND 103 COVID-19 FEMA Funding 103 COVID-19 FEMA Funding Transfers from Other Funds $0.00 $0.00 $0.00 $0.00 $0.00 $0.00FUND 103 COVID-19 FEMA Funding FUND 104 COVID-19 Grants 104 COVID-19 Grants Federal Grants - Other $401,960.00 $0.00 $718,071.33 $401,960.00 $0.00 $718,071.33FUND 104 COVID-19 Grants FUND 108 Cable Access Fee 108 Cable Access Fee Cable Franchise Fee $6,200.00 $748.40 $5,243.20 108 Cable Access Fee Transfers from Other Funds $0.00 $0.00 $0.00 $6,200.00 $748.40 $5,243.20FUND 108 Cable Access Fee FUND 390 Debt Service Relief 390 Debt Service Relief Current Ad Valorem Taxes $0.00 $39.34 $46.88 390 Debt Service Relief Local Government Aid $161,659.00 $0.00 $85,214.50 390 Debt Service Relief Special Assessments $1,000.00 $115.94 $192.17 390 Debt Service Relief Interest Earnings $0.00 $0.00 -$7,027.82 390 Debt Service Relief Transfers from Other Funds $0.00 $0.00 $0.00 $162,659.00 $155.28 $78,425.73FUND 390 Debt Service Relief FUND 490 Capital Outlay FUND FUND Descr SOURCE Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt Page 3 02/01/23 11:05 AM Council Month End Revenue -General Fund STJOSEPH, MN Current Period: December 2022 490 Capital Outlay Current Ad Valorem Taxes $93,500.00 $41,632.71 $92,573.22 490 Capital Outlay Surplus Property $7,000.00 $0.00 $14,850.00 490 Capital Outlay Transfers from Other Funds $0.00 $0.00 $0.00 $100,500.00 $41,632.71 $107,423.22FUND 490 Capital Outlay $4,510,804.00 $1,641,812.41 $4,915,153.20 02/01/23 11:04 AM Council Month End Revenue -Enterprise Funds STJOSEPH, MN Page 1 Current Period: December 2022 FUND FUND Descr SOURCE Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt FUND 601 Water Fund 601 Water Fund Water Meter $3,000.00 $700.00 $25,069.00 601 Water Fund Current Ad Valorem Taxes $0.00 $5.02 -$17.98 601 Water Fund Transfers from Other Funds $186,000.00 $0.00 $6,000.00 601 Water Fund Contributed Revenue $0.00 $0.00 $0.00 601 Water Fund Water Fixed Charge $367,040.00 $41,993.83 $298,003.34 601 Water Fund Penalties and Forfeited Disc $8,000.00 $1,024.89 $7,354.97 601 Water Fund Connection/Reconnection fees $500.00 $339.93 $6,169.51 601 Water Fund Undesignated Funds $0.00 $2,188.01 $4,139.56 601 Water Fund State Grants and Aids $0.00 $0.00 $0.00 601 Water Fund Usage Rate $771,955.00 $81,470.14 $639,040.98 601 Water Fund Water Tower Antenna Lease $41,680.00 $3,463.19 $42,909.55 601 Water Fund Amortization of Bond Premium $0.00 $0.00 $0.00 601 Water Fund State Sales Tax $0.00 $405.13 $472.71 601 Water Fund Interest Earnings $20,000.00 $6,258.79 -$73,515.27 601 Water Fund Special Assessments $500.00 $5,807.75 $9,998.18 601 Water Fund Bulk Water $1,500.00 $471.51 $1,142.12 601 Water Fund MDS Test Fee $18,245.00 $2,011.28 $14,713.39 $1,418,420.00 $146,139.47 $981,480.06FUND 601 Water Fund FUND 602 Sewer Fund 602 Sewer Fund Sanitary Sewer Use Service $771,710.00 $108,803.71 $694,887.63 602 Sewer Fund Contributed Revenue $0.00 $0.00 $0.00 602 Sewer Fund Reimbursement $0.00 $1,449,288.00 $1,449,288.00 602 Sewer Fund Contributions - General $800.00 $0.00 $721.87 602 Sewer Fund Amortization of Bond Premium $0.00 $0.00 $0.00 602 Sewer Fund Interest Earnings $12,205.00 $3,763.32 -$36,131.93 602 Sewer Fund State Grants and Aids $0.00 $0.00 $0.00 602 Sewer Fund Sewer Fixed Charge $562,305.00 $74,177.53 $481,375.03 602 Sewer Fund Transfers from Other Funds $140,000.00 $0.00 $0.00 602 Sewer Fund Special Assessments $500.00 $600.58 -$1,638.97 602 Sewer Fund Penalties and Forfeited Disc $8,500.00 $1,078.75 $7,663.14 $1,496,020.00 $1,637,711.89 $2,596,164.77FUND 602 Sewer Fund FUND 603 Refuse Collection 603 Refuse Collect State Sales Tax $0.00 $1,277.60 -$722.30 603 Refuse Collect Licenses & Permits $34,225.00 $0.00 $33,350.00 603 Refuse Collect State Grants and Aids $0.00 $0.00 $0.00 603 Refuse Collect Refuse Collection Charges $382,275.00 $40,990.08 $290,496.36 603 Refuse Collect Penalties and Forfeifted Disc $3,000.00 $354.96 $3,155.94 603 Refuse Collect Special Assessments $200.00 $0.00 -$563.09 603 Refuse Collect Interest Earnings $5,000.00 $612.09 -$8,340.73 603 Refuse Collect Reimbursement $0.00 $0.00 $0.00 603 Refuse Collect Contributed Revenue $0.00 $0.00 $0.00 603 Refuse Collect Transfers from Other Funds $0.00 $0.00 $0.00 $424,700.00 $43,234.73 $317,376.18FUND 603 Refuse Collection FUND 651 Storm Water Utility 651 Storm Water Special Assessments $200.00 $0.00 $7,263.73 651 Storm Water Transfers from Other Funds $0.00 $0.00 $0.00 651 Storm Water Penalties and Forfeifted Disc $1,500.00 $151.33 $1,372.60 651 Storm Water Storm Water Use Service $209,760.00 $24,828.36 $174,563.06 651 Storm Water Storm Water Develop Fee $6,000.00 $0.00 $33,732.80 FUND FUND Descr SOURCE Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt Page 2 02/01/23 11:04 AM Council Month End Revenue -Enterprise Funds STJOSEPH, MN Current Period: December 2022 651 Storm Water Interest Earnings $4,000.00 $1,161.63 -$12,867.80 651 Storm Water State Grants and Aids $0.00 $0.00 $0.00 651 Storm Water Contributed Revenue $0.00 $0.00 $0.00 $221,460.00 $26,141.32 $204,064.39FUND 651 Storm Water Utility FUND 652 Street Light Utility 652 Street Light U Transfers from Other Funds $0.00 $0.00 $0.00 652 Street Light U State Grants and Aids $0.00 $0.00 $0.00 652 Street Light U Special Assessments $50.00 $0.00 -$91.15 652 Street Light U Interest Earnings $1,000.00 $322.29 -$3,310.65 652 Street Light U Contributions - General $0.00 $0.00 $0.00 652 Street Light U Reimbursement $0.00 $0.00 $0.00 652 Street Light U Usage Rate $90,005.00 $10,611.61 $71,076.15 652 Street Light U Penalties and Forfeited Disc $750.00 $76.99 $508.65 $91,805.00 $11,010.89 $68,183.00FUND 652 Street Light Utility $3,652,405.00 $1,864,238.30 $4,167,268.40 02/01/23 11:52 AM Council Month End Revenue Summary STJOSEPH, MN Page 1 Current Period: December 2022 FUND FUND Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt 101 General $3,788,545.00 $1,582,579.50 $3,923,914.02 102 Employee Retirement Reserve $50,940.00 $16,696.52 $82,075.70 104 COVID-19 Grants $401,960.00 $0.00 $718,071.33 105 Fire Fund $380,675.00 $88,502.41 $424,326.77 108 Cable Access Fee $6,200.00 $748.40 $5,243.20 150 Economic Development $125,605.00 $51,490.47 $113,837.12 153 TIF 4-1 Fortitude Senior Apts $100.00 $35,023.59 $69,166.78 157 TIF 2-1 Millstream $250.00 $17,507.93 $39,922.87 159 TIF 2-3 Bayou Blues/Alley Flat $100.00 $19,955.06 $39,743.26 200 State Collected Sales Tax $1,475,000.00 $62,929.93 $429,493.31 205 Park Dedication $35,750.00 $15,294.00 $120,132.68 215 Charitable Gambling $2,050.00 $51.22 $976.50 220 Lodging Tax $23,800.00 $277.50 $15,212.35 225 DEED CDAP Grant $300.00 $164.28 $11,081.60 250 Revolving Loan Fund $15,885.00 $2,520.04 -$823.58 301 2016 CIP Bonds [govt center] $255,350.00 $116,666.32 $502,255.88 302 2022A GO Abate Bonds[CommCtr1] $0.00 $58,271.38 $396,651.87 303 2017A CIP Bonds [govt center] $36,900.00 $0.00 $200,116.75 304 2016 Street Imp [Field St] $30,345.00 $1,239.91 $17,924.31 305 2017B Street Imp [CBD Alleys] $29,350.00 $12,546.22 $27,111.19 306 2018 Equipment Certificates $56,700.00 $25,667.94 $55,621.59 307 2019A Street Imp [Overlays] $198,500.00 $83,400.48 $170,069.77 308 2019A Street Imp [Ind Park] $328,940.00 $1,719.18 $397,826.90 309 2020A Equipment Certificates $45,100.00 $20,518.67 $43,428.62 310 2020B GO Imp [20th Ave SE] $69,545.00 $31,087.94 $127,699.88 311 2021 Improve [MN St/Overlays] $255,690.00 $61,930.57 $245,593.78 312 2020B CIP Bonds [PW Bldg] $58,100.00 $26,344.77 $56,066.09 313 2020B Refund Bonds [2013 Str.] $37,100.00 $17,679.68 $36,525.38 314 2020C CO Refund [2014 Park Ter $128,350.00 $58,388.51 $122,477.79 315 2022 GO Improvement Bonds $0.00 $6,061.21 $99,966.22 316 2022A GO Equip Cert.[FD truck] $0.00 $5,754.96 $37,380.76 345 2010B Street Imp [16th Ave] $41,500.00 $15,820.34 $167,030.32 351 2015 Street Imp[Clinton/North] $40,100.00 $22,748.58 $186,825.31 353 2015 Abatement [Comm Center] $300.00 $0.00 -$6,097.33 390 Debt Service Relief $162,659.00 $155.28 $78,425.73 402 Community Center phase I $100.00 $0.00 $6,133,691.56 408 2019 Industrial Park Expansion $0.00 $0.00 $25,000.00 411 2021 MN/Alley/18/20/Northland $0.00 $0.00 $251,557.91 415 2022 Street Overlays $0.00 $0.00 $737,647.44 416 Fire Truck Equip Certificate $0.00 $0.00 $692,559.43 490 Capital Outlay $100,500.00 $41,632.71 $107,423.22 501 WAC Fund $180,000.00 $1,787.50 $158,625.00 FUND FUND Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt Page 2 02/01/23 11:52 AM Council Month End Revenue Summary STJOSEPH, MN Current Period: December 2022 502 SAC Fund $140,000.00 $1,787.50 $129,153.20 601 Water Fund $1,418,420.00 $146,139.47 $981,480.06 602 Sewer Fund $1,496,020.00 $1,637,711.89 $2,596,164.77 603 Refuse Collection $424,700.00 $43,234.73 $317,376.18 651 Storm Water Utility $221,460.00 $26,141.32 $204,064.39 652 Street Light Utility $91,805.00 $11,010.89 $68,183.00 $12,154,694.00 $4,369,188.80 $21,358,200.88 FUND FUND Descr SOURCE Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt Page 2 02/01/23 11:04 AM Council Month End Revenue -Enterprise Funds STJOSEPH, MN Current Period: December 2022 651 Storm Water Interest Earnings $4,000.00 $1,161.63 -$12,867.80 651 Storm Water State Grants and Aids $0.00 $0.00 $0.00 651 Storm Water Contributed Revenue $0.00 $0.00 $0.00 $221,460.00 $26,141.32 $204,064.39FUND 651 Storm Water Utility FUND 652 Street Light Utility 652 Street Light U Transfers from Other Funds $0.00 $0.00 $0.00 652 Street Light U State Grants and Aids $0.00 $0.00 $0.00 652 Street Light U Special Assessments $50.00 $0.00 -$91.15 652 Street Light U Interest Earnings $1,000.00 $322.29 -$3,310.65 652 Street Light U Contributions - General $0.00 $0.00 $0.00 652 Street Light U Reimbursement $0.00 $0.00 $0.00 652 Street Light U Usage Rate $90,005.00 $10,611.61 $71,076.15 652 Street Light U Penalties and Forfeited Disc $750.00 $76.99 $508.65 $91,805.00 $11,010.89 $68,183.00FUND 652 Street Light Utility $3,652,405.00 $1,864,238.30 $4,167,268.40 02/01/23 11:03 AM Council Month End Expenditure - General Fund STJOSEPH, MN Page 1 Current Period: December 2022 Description DEPART Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt FUND 101 General General Council $63,340.00 $1,881.43 $67,246.92 General Legislative Committees $4,590.00 $0.00 $1,925.00 General Ordinance & Proceedings $1,550.00 $0.00 $2,068.19 General Mayor $12,475.00 $1,320.12 $10,343.56 General Elections $3,500.00 $6,313.38 $18,556.66 General General Adminstration $305,860.00 $33,386.23 $350,571.06 General Finance $255,830.00 $17,463.67 $235,076.13 General Audit Service $30,500.00 $0.00 $29,900.00 General Assessing $28,250.00 $0.00 $28,026.66 General City Attorney $20,000.00 $5,333.42 $10,468.42 General Information Technology $5,070.00 $3,784.05 $15,900.30 General Planning and Zoning $194,280.00 $50,385.23 $175,925.38 General General Government $27,685.00 $883.89 $31,157.62 General City Offices $49,425.00 $4,487.77 $52,651.77 General Cable Access $4,180.00 $246.31 $2,758.79 General Crime Control & Investigation $1,607,745.00 $159,811.79 $1,428,755.88 General Police Training $16,500.00 $75.00 $6,728.95 General Communication Service $14,430.00 $771.11 $11,799.29 General Automotive Services $38,425.00 $12,828.51 $75,236.76 General Building Inspec. Admistration $96,400.00 $8,500.00 $101,735.19 General Emergency Management $2,340.00 $8.59 $2,523.21 General Animal Control $300.00 $0.00 $0.00 General Street Maintanence $417,015.00 $150,663.31 $443,374.68 General Ice & Snow Removal $161,975.00 $44,826.71 $137,563.16 General Engineering Fee $45,000.00 $4,919.10 $51,974.93 General Street Cleaning $17,845.00 $93.12 $8,801.34 General Skate Park and Ice Rink $6,975.00 $563.04 $4,804.52 General Ball Park $1,750.00 $0.00 $2,182.66 General Maintenance Shop $27,425.00 $4,989.89 $57,062.90 General Park Areas $318,010.00 $17,738.09 $285,353.64 General Recreation Department $31,375.00 $2,064.41 $28,699.60 General Community Center $0.00 $0.00 $244.00 General Other Financing Uses $0.00 $0.00 $37,600.00 General Fire Protection $0.00 $0.00 $0.00 $3,810,045.00 $533,338.17 $3,717,017.17FUND 101 General FUND 102 Employee Retirement Reserve Employee Retirement Reserv General Adminstration $0.00 $11,445.56 $11,445.56 Employee Retirement Reserv Crime Control & Investigation $0.00 $0.00 $28,788.32 Employee Retirement Reserv Street Maintanence $20,595.00 $0.00 $0.00 Employee Retirement Reserv Park Areas $20,595.00 $0.00 $0.00 Employee Retirement Reserv Other Financing Uses $0.00 $0.00 $0.00 Description DEPART Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt Page 2 02/01/23 11:03 AM Council Month End Expenditure - General Fund STJOSEPH, MN Current Period: December 2022 $41,190.00 $11,445.56 $40,233.88FUND 102 Employee Retirement Reserve FUND 103 COVID-19 FEMA Funding COVID-19 FEMA Funding Emergency Management $0.00 $0.00 $0.00 $0.00 $0.00 $0.00FUND 103 COVID-19 FEMA Funding FUND 104 COVID-19 Grants COVID-19 Grants General Adminstration $100,000.00 $0.00 $1,480.00 COVID-19 Grants Finance $0.00 $0.00 $50,630.00 COVID-19 Grants General Government $0.00 $3,776.26 $26,484.47 COVID-19 Grants Crime Control & Investigation $18,300.00 $0.00 $0.00 COVID-19 Grants Fire Fighting $96,000.00 $0.00 $179,227.79 COVID-19 Grants Street Maintanence $40,000.00 $0.00 $40,000.00 COVID-19 Grants Maintenance Shop $0.00 $0.00 $1,349.80 COVID-19 Grants Park Areas $0.00 $0.00 $0.00 $254,300.00 $3,776.26 $299,172.06FUND 104 COVID-19 Grants FUND 108 Cable Access Fee Cable Access Fee Cable Access $0.00 $0.00 $0.00 Cable Access Fee Other Financing Uses $0.00 $0.00 $0.00 $0.00 $0.00 $0.00FUND 108 Cable Access Fee FUND 390 Debt Service Relief Debt Service Relief General Adminstration $10,000.00 $0.00 $12,000.00 Debt Service Relief City Offices $0.00 $0.00 $0.00 Debt Service Relief Crime Control & Investigation $0.00 $0.00 $0.00 Debt Service Relief Automotive Services $22,500.00 $0.00 $22,500.00 Debt Service Relief Fire Administration $10,000.00 $0.00 $15,044.25 Debt Service Relief Emergency Management $0.00 $0.00 $0.00 Debt Service Relief Street Maintanence $4,500.00 $418.80 $2,647.50 Debt Service Relief Maintenance Shop $108,000.00 $0.00 $81,244.03 Debt Service Relief Park Areas $0.00 $0.00 $0.00 Debt Service Relief Community Center $400,000.00 $17,500.00 $245,000.00 Debt Service Relief Other Financing Uses $0.00 $0.00 $242,700.00 $555,000.00 $17,918.80 $621,135.78FUND 390 Debt Service Relief FUND 490 Capital Outlay Capital Outlay General Adminstration $5,750.00 $2,829.66 $2,829.66 Capital Outlay Crime Control & Investigation $9,150.00 $0.00 $2,343.33 Capital Outlay Communication Service $4,950.00 $0.00 $0.00 Capital Outlay Automotive Services $13,150.00 $0.00 $33,494.89 Capital Outlay Fire Fighting $0.00 $0.00 $0.00 Capital Outlay Emergency Management $1,500.00 $0.00 $2,265.00 Capital Outlay Street Maintanence $2,250.00 $0.00 $0.00 Capital Outlay Ice & Snow Removal $25,500.00 $0.00 $0.00 Capital Outlay Street Cleaning $3,000.00 $0.00 $0.00 Description DEPART Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt Page 3 02/01/23 11:03 AM Council Month End Expenditure - General Fund STJOSEPH, MN Current Period: December 2022 Capital Outlay Maintenance Shop -$7,750.00 $0.00 $219.00 Capital Outlay Park Areas $23,000.00 $0.00 $7,200.00 Capital Outlay Community Center $0.00 $0.00 $0.00 Capital Outlay Other Financing Uses $0.00 $0.00 $20,000.00 $80,500.00 $2,829.66 $68,351.88FUND 490 Capital Outlay $4,741,035.00 $569,308.45 $4,745,910.77 02/01/23 11:04 AM Council Month End Expense - Enterprise Funds STJOSEPH, MN Page 1 Current Period: December 2022 Description DEPART Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt FUND 601 Water Fund Water Fund Bond Payment (P & I) $662,525.00 $125.00 $636,005.55 Water Fund Other Financing Uses $9,095.00 $0.00 $46,585.00 Water Fund Power and Pumping $55,800.00 $440.70 $23,810.73 Water Fund Purification-Plant 1 $97,715.00 $3,613.14 $71,792.81 Water Fund Purification-Plant 2 $130,245.00 $8,619.23 $95,468.97 Water Fund Distribution $10,000.00 $11,819.59 $44,752.08 Water Fund Wellhead Protection $8,500.00 $565.75 $6,153.20 Water Fund Storage-Tower 1 $30,280.00 $666.18 $19,557.33 Water Fund Water Maintenance $284,040.00 $30,204.38 $227,880.68 Water Fund Administration and General $28,780.00 $1,708.69 $27,461.08 Water Fund Depreciation Expense $450,000.00 $0.00 $0.00 $1,766,980.00 $57,762.66 $1,199,467.43FUND 601 Water Fund FUND 602 Sewer Fund Sewer Fund Bond Payment (P & I) $141,645.00 $62.50 $103,066.50 Sewer Fund Other Financing Uses $32,250.00 $0.00 $22,320.00 Sewer Fund Sanitary Sewer Maintenanc $262,195.00 $12,887.27 $116,853.53 Sewer Fund Lift Station-Baker Street $7,230.00 $980.09 $9,139.90 Sewer Fund Lift Station-Ridgewood/DBL $5,425.00 $127.32 $1,852.98 Sewer Fund Lift Station-Northland $4,700.00 $92.52 $953.24 Sewer Fund Lift Station-CR 121 $15,275.00 $293.30 $4,659.71 Sewer Fund Lift Station-Main $873,505.00 $66,094.26 $683,575.22 Sewer Fund Administration and General $30,635.00 $1,751.22 $27,750.61 Sewer Fund Depreciation Expense $500,000.00 $0.00 $0.00 $1,872,860.00 $82,288.48 $970,171.69FUND 602 Sewer Fund FUND 603 Refuse Collection Refuse Collectio Waste Collection $428,510.00 $29,061.19 $359,871.31 Refuse Collectio Other Financing Uses $70.00 $0.00 $70.00 Refuse Collectio Depreciation Expense $6,675.00 $0.00 $0.00 $435,255.00 $29,061.19 $359,941.31FUND 603 Refuse Collection FUND 651 Storm Water Utility Storm Water Uti Other Financing Uses $31,045.00 $0.00 $53,365.00 Storm Water Uti Administration and General $17,470.00 $1,021.15 $15,059.17 Storm Water Uti Storm Water Maintenance $82,505.00 $2,030.06 $94,680.88 Storm Water Uti Depreciation Expense $140,000.00 $0.00 $0.00 $271,020.00 $3,051.21 $163,105.05FUND 651 Storm Water Utility FUND 652 Street Light Utility Street Light Utili Street Lighting $92,700.00 $5,991.02 $62,791.68 Street Light Utili Other Financing Uses $0.00 $0.00 $0.00 $92,700.00 $5,991.02 $62,791.68FUND 652 Street Light Utility 02/01/23 11:04 AM Council Month End Expenditure - Summary STJOSEPH, MN Page 1 Current Period: December 2022 FUND FUND Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt 101 General $3,810,045.00 $533,338.17 $3,717,017.17 102 Employee Retirement Reserve $41,190.00 $11,445.56 $40,233.88 104 COVID-19 Grants $254,300.00 $3,776.26 $299,172.06 105 Fire Fund $380,675.00 $27,945.92 $323,192.91 108 Cable Access Fee $0.00 $0.00 $0.00 150 Economic Development $125,605.00 $17,927.50 $102,260.51 153 TIF 4-1 Fortitude Senior Apts $1,055.00 $31,536.75 $64,091.69 157 TIF 2-1 Millstream $1,055.00 $15,650.63 $38,383.55 159 TIF 2-3 Bayou Blues/Alley Flat $1,055.00 $40.05 $20,066.68 200 State Collected Sales Tax $2,020,000.00 $0.00 $25,698.71 205 Park Dedication $359,300.00 $382.00 $86,568.08 215 Charitable Gambling $2,500.00 $0.00 $1,206.89 220 Lodging Tax $23,800.00 $750.00 $17,259.78 225 DEED CDAP Grant $0.00 -$92.00 $782.00 250 Revolving Loan Fund $0.00 $0.00 $0.00 301 2016 CIP Bonds [govt center] $273,770.00 $62.50 $273,605.00 302 2022A GO Abate Bonds[CommCtr1] $0.00 $62.50 $114,437.32 303 2017A CIP Bonds [govt center] $46,845.00 $0.00 $273,427.22 304 2016 Street Imp [Field St] $61,925.00 $62.50 $61,762.50 305 2017B Street Imp [CBD Alleys] $40,090.00 $62.50 $40,067.75 306 2018 Equipment Certificates $56,975.00 $62.50 $57,237.50 307 2019A Street Imp [Overlays] $213,475.00 $62.50 $213,312.50 308 2019A Street Imp [Ind Park] $302,425.00 $62.50 $302,262.50 309 2020A Equipment Certificates $45,790.00 $44,345.75 $45,629.00 310 2020B GO Imp [20th Ave SE] $76,685.00 $62.50 $76,631.50 311 2021 Improve [MN St/Overlays] $391,765.00 $62.50 $391,792.17 312 2020B CIP Bonds [PW Bldg] $73,090.00 $62.50 $73,002.50 313 2020B Refund Bonds [2013 Str.] $47,325.00 $62.50 $47,237.50 314 2020C CO Refund [2014 Park Ter $158,730.00 $62.50 $158,952.98 315 2022 GO Improvement Bonds $0.00 $62.50 $10,578.46 316 2022A GO Equip Cert.[FD truck] $0.00 $62.50 $11,506.20 345 2010B Street Imp [16th Ave] $62,625.00 $0.00 $248,147.50 351 2015 Street Imp[Clinton/North] $66,975.00 $0.00 $252,500.00 353 2015 Abatement [Comm Center] $1,208,160.00 $0.00 $1,381,449.76 390 Debt Service Relief $555,000.00 $17,918.80 $621,135.78 402 Community Center phase I $0.00 $0.00 $11,331.00 407 2019 Street Overlays $0.00 $0.00 $0.00 408 2019 Industrial Park Expansion $0.00 $0.00 $97.50 409 2020 Equipment Certificates $0.00 $0.00 $7,031.73 410 2020 20th Ave Watermain Loop $0.00 $22.00 -$7,394.91 411 2021 MN/Alley/18/20/Northland $0.00 $121,119.20 $273,548.86 415 2022 Street Overlays $0.00 $10,172.82 $664,613.09 FUND FUND Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt Page 2 02/01/23 11:04 AM Council Month End Expenditure - Summary STJOSEPH, MN Current Period: December 2022 416 Fire Truck Equip Certificate $0.00 $0.00 $336,748.00 490 Capital Outlay $80,500.00 $2,829.66 $68,351.88 501 WAC Fund $180,000.00 $0.00 $0.00 502 SAC Fund $140,000.00 $0.00 $0.00 601 Water Fund $1,766,980.00 $57,762.66 $1,199,467.43 602 Sewer Fund $1,872,860.00 $82,288.48 $970,171.69 603 Refuse Collection $435,255.00 $29,061.19 $359,941.31 651 Storm Water Utility $271,020.00 $3,051.21 $163,105.05 652 Street Light Utility $92,700.00 $5,991.02 $62,791.68 $15,541,545.00 $1,018,138.63 $13,500,413.86 Description DEPART Descr 2022 YTD Budget December 2022 Amt 2022 YTD Amt Page 2 02/01/23 11:04 AM Council Month End Expense - Enterprise Funds STJOSEPH, MN Current Period: December 2022 $4,438,815.00 $178,154.56 $2,755,477.16 2022 Capital Expenditures General Fund Capital Equipment Plan ‐ Summary Final adopted December 6, 2021 As of December 31, 2022 Available through 12/31 through 12/31 Project Budget Reserve Transferred/ Spent Budget Remaining Department Account Code Equipment Balance Grant 2022 2022 2022 Balance Election 101-41410-xxx Election Equipment 4,872.31          1,655.00           18,193.28        3,500.00        (8,165.97)         Planning 101-41941-300 Comp Plan Update 18,242.54         ‐                      ‐                     5,500.00        23,742.54         Parks 101-45202-300 Master Park Planning 2,500.00           ‐                      ‐                     1,500.00        4,000.00           Finance 101-41530-300 GASB Updates 250.00              ‐                      ‐                     250.00           500.00               Administration 490-41430-570 Administration Equipment 24,918.34         ‐                      2,491.66          1,500.00        23,926.68         Administration 490-41430-581 Computer Replacement 33,273.10         ‐                      338.00              1,500.00        34,435.10         Administration 490-41430-582 Computer Software 3,422.17           ‐                      ‐                     750.00           4,172.17           Building Inspection 490-42401-550 Vehicle ‐                    ‐                      ‐                     ‐                  ‐                     Cable Access 108-41950-580 Cable Equipment 4,804.63          5,243.20           ‐                     ‐                  10,047.83         EQUIP CERTIFICATE 409-41430-581 Computer Replacement 14,333.26         ‐                      5,432.73           ‐                  8,900.53           Total Administration CEP 106,616.35     6,898.20           26,455.67        14,500.00     101,558.88      Police - General 490-42120-580 Police Equipment 12,187.00        2,159.83           5,741.33          6,650.00        15,255.50         Police-Communications490-42151-580 Communication Equipment 30,494.63         ‐                      ‐                     4,950.00        35,444.63         Police - Automotive 490-42152-550 Police Squads 21,548.10        14,850.00         23,306.97        2,000.00        15,091.13         Police - Automotive 490-42152-580 Vehicle/Equipment 44,667.83         ‐                      6,789.92          7,150.00        45,027.91         Police - Automotive 490-42152-581 Squad Laptops 1,000.95           ‐                      ‐                     1,000.00        2,000.95           Emergency Services 490-42500-580 Emergency Services 6,472.61           ‐                      2,265.00          1,500.00        5,707.61           Police - Building 490-42120-520 Police Garage ‐                    (2,159.83)           ‐                     2,500.00        340.17               EQUIP CERTIFICATE 409-42120-580 Surveillance 3,705.37           ‐                      ‐                     ‐                  3,705.37           FORFEITURE FUND 101-42120-436 Forfeitures 32,233.81        798.60               ‐                     ‐                  33,032.41         Total Police CEP 152,310.30     15,648.60         38,103.22        25,750.00     155,605.68      Streets 101-43120-530 Street Improvements 313,329.15     103,498.00       138,284.59      36,000.00     314,542.56      Streets 490-43120-550 Street Motor Vehicles 9,150.00           ‐                      ‐                     500.00           9,650.00           Streets 490-43120-580 Street Equipment 2,872.58           ‐                      ‐                     1,500.00        4,372.58           Streets 490-43120-582 Street Software 4,440.00           ‐                      ‐                     250.00           4,690.00           Street Sweeping 490-43220-580 Street Sweeping Equipment 2,000.00           ‐                      ‐                     3,000.00        5,000.00           Snow Removal 490-43125-580 Snow Removal Equipment 73,195.06         ‐                      ‐                     25,500.00     98,695.06         Maintenance 490-45201-520 Maintenance Facilities 120,442.29      ‐                      ‐                     2,500.00        122,942.29      Maintenance 490-45201-580 Maintenance Shop Equipment 49,544.89        (17,500.00)       219.00              6,250.00        38,075.89         Parks 490-45202-530 Parks Improvements 27,552.70         ‐                      ‐                     4,000.00        31,552.70         Parks 490-45202-580 Parks Equipment 125,935.54     (2,500.00)          422.94              20,000.00     143,012.60      Parks 490-45202-550 Parks Motor Vehicles 9,104.00           ‐                      ‐                     500.00           9,604.00           Total Public Works CEP 737,566.21     83,498.00         138,926.53      100,000.00   782,137.68      EDA Software 150-46500-582 Computer Software 2,806.74           ‐                      ‐                     500.00           3,306.74           EDA Projects 250/150-46500-588 EDA Programs 377,577.91      ‐                      11,383.78        25,000.00     391,194.13      Total EDA CIP 380,384.65      ‐                      11,383.78        25,500.00     394,500.87      Total General Capital Improvements 1,376,877.51  106,044.80       214,869.20      165,750.00   1,433,803.11   St. Joseph Fire Department Capital Equipment Plan ‐ for Payable 2022 Adopted December 6, 2021 12/31/2021 12/31 Available Grants/ 12/31 Available Purchased Replace Reserve Budget Adjustments Spent Reserve  CIP #Account Code Department Object Year Year Description Funds 2022 2022 2022 Funds FD-1401 105‐42210‐581/582 Fire Administration Computer Hardware/Software 2017-2018 2022-2024 3 Computers 5,330.27         500.00            5,830.27         Total Fire Administration Computer Hardware/Software   5,330.27         500.00            ‐                       ‐                   5,830.27         FD-1402 105‐42220‐580 Fire Fighting Other Equipment annual annual Turnout Gear 44,206.73       4,000.00         12,154.95       36,051.78      Total Fire Fighting Other Equipment 44,206.73       4,000.00          ‐                       12,154.95       36,051.78      FD-1404 105‐42220‐584 Fire Fighting 1996-2005 2019-2026 Extrication Equip 36,562.40       2,300.00         38,862.40      Total Fire Fighting Equipment Reserve 36,562.40       2,300.00          ‐                       ‐                   38,862.40      FD-1403 105‐42220‐585 Fire Fighting Firefighter Equipment 2012 2024 6 Wheeler 5,903.95         1,350.00         7,253.95         FD-1405 105‐42220‐585 Fire Fighting Firefighter Equipment 2012 2022 Rescue Van 259.58             ‐                   259.58            FD-1406 105‐42220‐585 Fire Fighting Firefighter Equipment 2012 2032 Pumper Truck #1 134,323.77     5,000.00         139,323.77    FD-1407 105‐42220‐585 Fire Fighting Firefighter Equipment 2001 2026 Ladder Truck #2 ‐                    15,000.00      15,000.00      FD-2202 105‐42220‐585 Fire Fighting Firefighter Equipment 2023 2043 Pumper/Tanker 226,750.00      ‐                   226,750.00    FD-1408 105‐42220‐585 Fire Fighting Firefighter Equipment 1997 2022 Grass Rig #3 100,000.00     1,500.00         70,000.00          171,500.00    FD-2201 105‐42220‐585 Fire Fighting Firefighter Equipment 2005 2025 Crew Cab #6 ‐                    ‐                    FD-1409 105‐42220‐585 Fire Fighting Firefighter Equipment 1999 2028 Tanker #4 31,501.00       2,500.00         34,001.00      FD-1417 105‐42220‐585 Fire Fighting Firefighter Equipment 2020 2025 Air Packs 6,800.00         1,500.00         8,300.00         FD-1410 105‐42220‐585 Fire Fighting Firefighter Equipment on going on going Replacement 16,958.08       2,500.00         2,447.00            6,012.23         15,892.85      Total Fire Fighting Equipment 522,496.38     29,350.00      72,447.00          6,012.23         618,281.15    FD-1411 105‐42250‐580 Fire Communication Other Equipment 2020 2035 800 MHz Radios 48,356.75       250.00            48,606.75      FD-1412 105‐42250‐580 Fire Communication Other Equipment on going on going Replacement 4,352.22         3,000.00         1,455.00         5,897.22         Total Fire Communications Equipment 52,708.97       3,250.00          ‐                       1,455.00         54,503.97      FD-1413 105‐42270‐580 Medical Services Other Equipment on going on going Replacement 3,153.33         200.00            3,353.33         Total Medical Services Equipment 3,153.33         200.00            ‐                       ‐                   3,353.33         FD-1414 105‐42280‐530 Fire Station & Building Equipment Reserve on going on going Building Repairs 4,500.00         37,500.00      42,000.00      FD-1415 105‐42280‐530 Fire Station & Building Equipment Reserve 2011 2017-2022 Parking Lot 3,000.00         1,000.00         4,000.00         FD-1416 105‐42280‐530 Fire Station & Building Improvements other than Building 2008 2017-2024 Painting 3,500.00         1,500.00         5,000.00         Total Fire Station & Building Improvements other than Building 11,000.00       40,000.00       ‐                       ‐                   51,000.00                Total Capital Equipment ‐ Fire Fund 675,458.08     79,600.00      72,447.00          19,622.18       807,882.90    Note: The fire department is funded by the City of St. Joseph, St. Joseph Township and St. Wendel Township. Proposed Debts FD-1407 105‐42220‐585 Fire Fighting Firefighter Equipment 2001 2026 Ladder Truck #2‐2026 - after down payment + trade in valu FD-1406 105‐42220‐585 Fire Fighting Firefighter Equipment 2023 2043 Pumper/Tanker Truck‐2022 575,000.00    after down payment, Fire Relief to a FD-1409 105‐42220‐585 Fire Fighting Firefighter Equipment 1999 2028 Tanker #4‐2028 - may last longer with new tank FD-1406 105‐42220‐585 Fire Fighting Firefighter Equipment 2012 2032 Pumper Truck #1‐2032 Debt Service Relief Fund/ARPA/FEMA Grant/Other 2022 Capital Expenditures Enterprise Capital Equipment Plan ‐ Public Works Adopted December 6, 2021 12/31/2021 Grants/as of 12/31 2022 Project Project Purchase Replace Reserve Budget Transfers Spent Available Department Account Code Number Equipment Year Year Balance 2022 2022 2022 Balance Water‐601‐49440‐550 PW‐1403 Truck (1/4) 2005/2006  2008/2013  2018/2020 2022  2025/2028  2030/2031   2033 11,517.75     1,000.00   12,517.75     601‐49440‐580 WT‐2103 Utility Locators 2000/2018 2022/2028 ‐                 800.00      1,501.96    2,301.96     ‐                 601‐49440‐580 WT‐2102 Meter Reading Device/Cellular Meter Read Co 2020 2027 ‐                 39,000.00 36,035.50  2,964.50       601‐49440‐581 WT‐2101 Water Dept Computer System 2020 2025 114.15          350.00      464.15          601‐49421‐220 WT‐1403 Replace Plate Settler WTP2 2007 2021 25,250.00      ‐             4,422.62    20,827.38     601‐49420‐530 WT‐1403 Chemical Room adding Sodium Permanganate 2021 520.43           ‐             15,303.67  26,775.16  (10,951.06)    601‐49440‐520ENG‐1503 Klinefelter Bathrooms new 2022 40,000.00      ‐             40,000.00   ‐                 601‐49440‐300 WT‐1805 Water Supply Plan 2019 2029 11,208.75     5,000.00   (14,719.57) 1,489.18       601‐49440‐300 WT‐1805 Water Distribution System Model Study 2006 2021 15,000.00     2,500.00   (1,501.96)   1,200.00    14,798.04     601‐49434‐303 WT‐1805 Wellhead Protection Plan 2013 2023 10,000.00     8,000.00   6,153.20    11,846.80     601‐49440‐303 WT‐2001 Risk Assessment/Emergency Response Plan 2020 2021 10,409.29     250.00      200.00        10,459.29     601‐49490‐300 WT‐1803 Comprehensive Rate Study 2015 2025 3,000.00       1,000.00   3,742.50    257.50          601‐49490‐581 AD-1406 UB Computer Equipment 2020 2025 1,000.00       250.00      1,250.00       601‐49410‐300 WT‐2104 Wells 3‐8 Maintenance on going on going (940.50)         25,000.00 18,391.50  5,668.00       601‐49435‐220 WT‐1712 Water Tower Maintenance 2014 2022 50,000.00     20,000.00 9,900.00    60,100.00     601‐49420‐220 WT‐2105 WTP1 VFD Replacement 2007 2024 ‐                 36,000.00 3,750.00    11,072.25  28,677.75     601‐49420‐580 WT‐2107 WTP 1 Permanent Generator new 2023 ‐                 9,000.00   9,000.00       601‐49420‐580 WT‐1403 WTP 1 Repairs on going on going (7,744.33)      7,500.00   808.33       564.00         ‐                 601‐49421‐220 WT‐2105 WTP2 VFD Replacement 2007/2020 2022/2035 ‐                 18,000.00 18,000.00     601‐49421‐580 WT‐2106 WTP2 Air Compressor 2007 2023 ‐                 2,500.00   2,500.00       601‐49421‐580 WT‐1403 WTP 2 Repairs on going on going 248.04          30,500.00 (1,392.43)   15,412.02  13,943.59     169,583.58  #########3,750.00    #########203,812.87  Sewer‐602‐49450‐550 PW‐1403 Truck (1/4) 2005/2006  2008/2013  2018/2020 2022  2025/2028  2030/2031   2033 10,820.80     1,000.00   11,820.80     602‐49450‐581 WT-2101 Sewer Dept Computer System 2020 2025 114.15          350.00      2,100.00    2,164.35    399.80          602‐49450‐530WW‐1401 Sewer Lining on going on going 87,294.19     20,000.00 (1,501.97)   3,285.28    102,506.94   602‐49450‐520ENG‐1503 Klinefelter Bathrooms new 2022 10,000.00      ‐             10,000.00   ‐                 602‐49450‐580 WT‐2103 Utility Locators 2000/2018 2022/2028 ‐                 800.00      1,501.97    2,301.97     ‐                 602‐49450‐580WW‐1408 Sewer Televising Camera 2021 2028 3,266.54       1,000.00   4,266.54       602‐49450‐580WW‐2102 Jet Truck and Vac 2005 2030 ‐                 30,000.00 30,000.00     602‐49450‐220WW‐2102 Jet Truck and Vac Repairs 2005 2022 ‐                 5,400.00   5,400.00       602‐49450‐300WW‐1408 Root Foaming on going on going 9,000.00       5,000.00   13,700.30  299.70          602‐49450‐300WW‐1805 Comprehensive Sewer Plan 2008/2009 2023 11,948.15     2,500.00   102.50        14,345.65     602‐49490‐300WW‐1803 Comprehensive Rate Study 2015 2025 3,000.00       1,000.00   3,742.50    257.50          602‐49490‐581 AD-1406 UB Computer Equipment 2020 2025 1,000.00       250.00      1,250.00       602‐49480‐300WW‐2101 Tank Removal 1960 2026 ‐                 5,000.00   5,000.00       602‐49480‐580WW‐1402 Sewer Sampler 2016 2021 9,000.00       500.00      9,500.00       602‐49480‐580WW‐1403 Submersible Pumps ‐ Main LS 1987 2022 67,869.73     2,500.00   (2,100.00)   68,269.73     602‐49470‐530WW‐1403 Submersible pumps ‐ Baker St LS 2013 2028 18,400.00     2,500.00   2,871.06    18,028.94     602‐49471‐530ENG‐1522 Stationary Generator ‐Ridgewood LS new 2023 ‐                  ‐              ‐                 602‐49471‐530WW‐1403 Submersible pumps ‐ Ridgewood LS 2019 2039 14,000.00     2,500.00   16,500.00     602‐49472‐530ENG‐1522 Stationary Generator ‐Northland LS new 2027 ‐                  ‐              ‐                 602‐49472‐530WW‐1403 Submersible pumps ‐ Northland LS 1999/2019 2021/2039 9,434.00       2,500.00   11,934.00     602‐49473‐220carryover Concrete Soil Correction ‐ CR121 LS 2008 2022 6,000.00        ‐             6,000.00       602‐49473‐530ENG‐1522 Stationary Generator ‐ CR121 LS new 2025 ‐                  ‐              ‐                 602‐49473‐530WW‐1403 Submersible pumps ‐ CR121 LS 2019 2039 3,739.00       2,500.00   6,239.00       264,886.56  85,300.00 ‐              38,167.96  312,018.60  2022 Capital Expenditures Enterprise Capital Improvement Plan ‐ Public Works Adopted December 6, 2021 12/31/2021 Grants/as of 12/31 2022 Project Project begin complete Reserve Budget Transfers Spent Available Department Account Code Number Equipment Year Year Balance 2022 2022 2022 Balance Stormwater‐651‐49490‐581 AD-1406 UB Computer Equipment 2020 2025 14.15             250.00      264.15          651‐49900‐303 SS‐1712 Update MS4 SWPPP/Permit Compliance 2014 2024 14,153.30     3,000.00   3,529.36    13,623.94     651‐49900‐303 SS‐1805 Pond Maintenance Schedule new 2022 10,902.24     2,000.00   12,902.24     651‐49900‐220 SS‐2101 Outfalls Repairs on going on going ‐                 2,000.00   411.96        1,588.04       651‐49900‐300 SS‐1404 Aerial Mapping 2018 2021 1,227.40       250.00      1,477.40       651‐49900‐530 SS‐1405 Storm Water Development on going on going 8,221.35       10,000.00 45,667.22  (27,445.87)    651‐49900‐580 PW‐1407 Street Sweeper 1997 2020 14,627.50     13,000.00 27,627.50     49,145.94     30,500.00 ‐              49,608.54  30,037.40     Refuse‐603‐43230‐581 AD-1406 UB Computer Equipment 2020 2025 ‐                 250.00      250.00          603‐43230‐510 RF‐2201 Compost Site new 2026 ‐                 5,000.00   5,000.00       603‐43230‐580 PW‐1425 Front End Loader (1/4)2002/2014 2023/2029 14,081.77     3,500.00   17,581.77     14,081.77     8,750.00    ‐               ‐              22,831.77     St. Lighting‐652‐43160‐387 SL‐2101 Holiday Street Lighting on going on going 6,500.00       2,000.00   490.72              8,009.28       652‐43160‐580 PW‐2103 Scissor Lift new 2025 ‐                 750.00      750.00          652‐43160‐530 SL‐1410 Street Lighting on going on going 45,407.25     15,000.00 999.28        59,407.97     51,907.25     17,750.00 ‐              1,490.00    68,167.25     City of St. Joseph Park Board 2022 Capital Improvement Budget Summary Council adopted December 6, 2021 General Funds Balance Park Dedication December 31, 2022 297,744$ (Unaudited, cash balance) Adjustments Starting Balance 297,744$ 2022 General Levy-remaining 336$ Other Revenues-remaining 44,645$ Potential Projects:Potential Proposed Millstream Cottages-phase 2 23,400$ Sunset Ridge-phase 2 - 4 lots 2,000$ Ending Balance for 2022 342,725$ Projects - Budget PY Balance 2022 2023 2024 2025 2026 Total 22-26 PTR-01 (Millstream) -$ -$ -$ 8,000$ -$ 693,000$ 701,000$ PTR-02 (Northland) -$ -$ -$ 300,000$ -$ -$ 300,000$ PTR-03 (Klinefelter) 100,000$ 441,000$ -$ -$ -$ 51,000$ 492,000$ PTR-04 (Wobegon) -$ -$ -$ -$ -$ -$ -$ PTR-05 (Memorial) -$ -$ -$ -$ -$ -$ -$ PTR-06 (Centennial) -$ -$ -$ 25,000$ -$ -$ 25,000$ PTR-07 (Monument) -$ -$ -$ -$ -$ -$ -$ PTR-08 (Hollow) -$ -$ -$ -$ 49,500$ -$ 49,500$ PTR-09 (Cloverdale) -$ -$ -$ -$ -$ -$ -$ PTR-10 (East Park) 23,190$ -$ -$ 630,000.00$ -$ 1,030,000$ 1,660,000$ PTR-14 (Dog Park) 2,958$ -$ 5,000$ -$ 10,000$ -$ 15,000$ PTR-15 (Skate Park) -$ -$ 150,000$ -$ -$ -$ 150,000$ Totals 126,148$ 441,000$ 155,000$ 963,000$ 59,500$ 1,774,000$ 3,392,500$ Projects - Actual Spent 2021 2022 Other 22 Expenses Budget:2022 YTD PTR-01 (Millstream) 5,715$ -$ A-1 Toilets 2,100$ -$ PTR-02 (Northland) -$ -$ PTR-03 (Klinefelter) -$ 85,650$ restroom down pmt 2022 Revenue Budget:2022 YTD PTR-04 (Wobegon) -$ -$ Interest 1,000$ (10,415)$ PTR-05 (Memorial) -$ -$ Round Up 150$ 151$ PTR-06 (Centennial) -$ -$ GF Levy 30,000$ 29,664$ PTR-07 (Monument) -$ -$ Transfer -$ 99,700$ PTR-08 (Hollow) -$ -$ Donations 100$ 1,033$ PTR-09 (Cloverdale) -$ -$ Park Dedic. 4,500$ -$ PTR-10 (East Park) -$ 918$ phase I PTR-11 (West Park) -$ -$ 2016-2022 PTR-14 (Dog Park) 476$ -$ pavers/treats 1,149$ PTR-15 (Skate Park) -$ -$ cash -$ 7,028$ PTR-16 (Comm. Center) -$ -$ thru 12/31/22 Total 6,191$ 86,568$ 22 Dog Park Donation Budget: STAFF MEMO Prepared by: Kayla Klein, City Clerk Meeting Date: Feb. 21, 2023 ☒Consent Agenda Item ☐Regular Agenda Item Agenda Item # 4e Reviewed by: Jeff O’Neill Item: Approval of Application to Conduct Off-Site Gambling ACTION REQUESTED Approve Resolution 2023-006 approving application from the Optimist Club of St. Cloud to conduct off-site gambling at Bad Habit Brewing Company on March 24, 2023. BOARD/COMMISSION/COMMITTEE RECOMMENDATION NA PREVIOUS COUNCIL ACTION No action previously taken on this request REFERENCE AND BACKGROUND The Optimist Club of St. Cloud has submitted an application to conduct off-site gambling at Bad Habit Brewing Company on March 24, 2023. The Council is required to review and approve/ deny off-site gambling applications as they are received. If approved the application is sent to the State of Minnesota. BUDGET IMPACT NA STAFF RECOMMENDED ACTION Motion to approve the application to conduct off-site gambling as requested by Optimist Club of St. Cloud SUPPORTING DATA/ATTACHMENTS Resolution 2023-006 Approval of Application to Conduct Off-Site Gambling Application to Conduct Off-Site Gambling RESOLUTION 2023-006 APPROVING APPLICATION TO CONDUCT OFF-SITE GAMBLING FOR OPTIMIST CLUB OF ST CLOUD WHEREAS, Ordinance 602 of the St. Joseph Code of Ordinances outlines the regulations regarding lawful gambling activities; and WHEREAS, the Optimist Club of St. Cloud has submitted the required application; and WHEREAS, the Optimist Club of St. Cloud has complied with all the requirements of Ordinance 602 of the St. Joseph Code of Ordinances. NOW THEREFORE BE IT RESOLVED: by the City Council for the City of St. Joseph that the application submitted by Optimist Club of St. Cloud to conduct off-site gambling on March 24, 2023, at Bad Habit Brewing Company, 25 College Avenue North, St. Joseph, MN 56374, is hereby approved. Adopted by the City Council of St. Joseph, this 21st day of February, 2023. Rick Schultz, Mayor ATTEST Jeff O’Neill, Interim City Administrator STAFF MEMO Prepared by: Administration/Community Development Meeting Date: 02/21/23 ☒ Consent Agenda Item ☐ Regular Agenda Item Agenda Item # 4f Reviewed by: Interim Administrator Item: Joint Planning Board vacancy ACTION REQUESTED Approve appointment of Jon Hazen to the Joint Planning Board BOARD/COMMISSION/COMMITTEE RECOMMENDATION Planning Commission nominated Jon Hazen to fill the Joint Planning Board open spot at their Feb. 13th meeting. PREVIOUS COUNCIL ACTION Appointments were made at the January 3rd Council meeting however one of the four spots on the Joint Planning Board was left vacant. REFERENCE AND BACKGROUND BUDGET IMPACT N/A STAFF RECOMMENDED ACTION Approval of appointment of Jon Hazen to Joint Planning Board SUPPORTING DATA/ATTACHMENTS Appointment spreadsheet Committee Name Meeting Time & Place Term Length Members Acting Mayor Kevin Kluesner APO Policy Board 2nd Thursday, 5:00PM Mayor [alternate]Kevin Kluesner Building Inspector & Compliance Officer Inspectron Inc Convention and Visitor Bureau 2nd Monday, 3 year term Council non voting liaison Adam Scepaniak 2023-2025 Melissa Blenkush 2023-2025 Mary Bruno 2023-2025 Peter Gilitzer 2021-2023 Aaron Rieland 2021-2023 Carmen Welinski 2022-2024 Ann Riesner 2023-2025 Tracy Smith 2022-2024 Leslie Lane EDA Chair Mayor Schultz Economic Development Authority 3rd Tuesday, 12:00 PM, City Hall 2023-2026 Kevin Kluesner 6 year term, 5 members 2019-2024 Dale Wick 2018-2023 Larry Hosch 2018-2023 Joe Bye 2023-2024 Mayor Schultz EDA Director Nate Keller Emergency Services Director Police Chief Fire Advisory Board 2nd Monday of the following months: Fire Chief Jeff Taufen February, May, August, November Council voting liaison Kevin Kluesner 5:00 PM. Fire Hall City Administrator City Administrator St. Joseph Township Doug Fredrickson St. Wendel Township Scott Volkers Fire Department Officers Fire Chief, 2 year term 2023-2024 Jeff Taufen Assistant Fire Chief, 2 year term 2022-2023 David Salzer Captain, 2 year term 2023-2024 Keith Louwagie Captain, 1 year term 2023 Joe Orcutt Captain, 2 year term 2023-2024 Mike Folkerts Captain, 1 year term 2023 Andrew Kremer Fire Relief Association Mayor Rick Schultz Administrator City Administrator Forester Gary Donabauer Hiring Committee (Department Heads Only)City Council Joint Planning Board 2nd Tuesday, 6:00 PM City Council Bob Loso As Needed Planning Commission Jon Hazen Planning Commission Carmie Mick Planning Commission Mike Osterman Official Depositories Sentry Bank Magnifi Financial RBC Financial PMA 4M 2023 Appointments and Designations All terms are one year in length unless otherwise noted. Terms end December 31st of the cited year. Committee Name Meeting Time & Place Term Length Members 2023 Appointments and Designations All terms are one year in length unless otherwise noted. Terms end December 31st of the cited year. US Bank Oppenheimer & Co. Inc UBS Financial Services Moreton Capital Markets Official Newspaper - Legal Notices St. Cloud Times Park Board 4th Monday 2022-2024 Keith Schleper 6:30PM 2023-2025 Abby Lyon 3 year term 2023-2025 Andy Rennecke 5 members 2023-2025 TBD 2022-2024 Elijah Stenman Director Rhonda Juell Council non voting liaison Kelly Beniek Personnel Committee [Non Dept head]Mayor Schultz Bob Loso City Administrator Planning Commission 2nd Monday, 6:00 PM 2023-2025 Gina Dullinger 3 year term 2021-2023 Mike Osterman 7 members 2022-2024 Mark Thompson 2023-2025 Jon Hazen 2021-2023 Carmie Mick 2022-2024 Keith Louwagie Council voting liaison Bob Loso Properties Number Official City Engineer RSVP Advisory Council Kelly Beniek Safety Coordinator Ryan Wensmann Weed Control Commissioner Mayor [assistant]Eric Poissant Official Depositories Sentry Bank Magnifi Financial RBC Financial PMA 4M US Bank Oppenheimer & Co. Inc UBS Financial Services Moreton Capital Markets Official Newspaper - Legal Notices St. Cloud Times 2023 Designations Designations are required to be approved the 1st meeting of each year STAFF MEMO Prepared by: Nate Keller, CD Director Meeting Date: Feb. 21st, 2023 ☒ Consent Agenda Item ☐ Regular Agenda Item Agenda Item # 4g Reviewed by: Jeff O’Neill, Interim Admin Item: East Park DNR Grant Restriction ACTION REQUESTED Approve resolution 2023-005 DEED Restriction for property 84.53494.0211 BOARD/COMMISSION/COMMITTEE RECOMMENDATION N/A PREVIOUS COUNCIL ACTION Grant agreement was approved and executed by Council on August 15th, 2022 REFERENCE AND BACKGROUND Per the agreement for the DNR Outdoor Recreation grant for East Park the attached DEED restriction is required to be approved and recorded on the DEED of the property. The restriction approved via the resolution is as follows. 1. The property shall be permanently managed and maintained for public outdoor recreation use. 2. The Grantee shall not at any time convert any portion of the park area to uses other than public outdoor recreation uses without the prior written approval of the State acting through its commissioner of natural resources. BUDGET IMPACT Fees associated with the recording of the document. STAFF RECOMMENDED ACTION Motion to approve resolution 2023-005 SUPPORTING DATA/ATTACHMENTS Resolution 2023-005 is attached. RESOLUTION 2023-005 DEED RESTRICTION FOR PROPERTY: 84.53494.0211 LEGALLY DESCRIBED AS “OUTLOT L OF RIVER’S BEND” This DECLARATION made this 21st day of February 2023 by the city of St. Joseph, MN having an address at 75 Callaway St E; St. Joseph, MN 56374 and hereby known as “Owner” of the subject property. WHEREAS, the Owner is the record owner of all that real property located on Outlot L of River’s Bend plat; and, WHEREAS, the Owner has received a DNR Outdoor Recreation Grant which requires that a DEED restriction be placed on the property per the terms of the grant; and, WHEREAS, the Owner agrees to record this DEED Restriction on the property described in Exhibit A and certifies and declares that the following restrictions are placed on the affected property: In order to comply with the Department of Natural Resources Outdoor Recreation Project Contract OR23- 001, the City of St. Joseph does hereby impose the following restrictions on the property described in Exhibit A. 1. The property shall be permanently managed and maintained for public outdoor recreation use. 2. The Grantee shall not at any time convert any portion of the park area to uses other than public outdoor recreation uses without the prior written approval of the State acting through its commissioner of natural resources. Adopted by the City Council of St. Joseph, this 21st day of February, 2023. Rick Schultz, Mayor ATTEST Jeff O’Neill, Interim City Administrator Document drafted by the City of St. Joseph, MN Exhibit A OUTLOT L of Rivers Bend STAFF MEMO Prepared by: Lori Bartlett Meeting Date: 2-21-23 ☒ Consent Agenda Item ☐ Regular Agenda Item Agenda Item # 4h Reviewed by: Jeff O’Neill, Interim Admin. Item: Performance Measures Survey Questions ACTION REQUESTED Approve conducting a survey of the City’s performance benchmarks with the assistance of LMC establishing the questions discussed. BOARD/COMMISSION/COMMITTEE RECOMMENDATION none PREVIOUS COUNCIL ACTION Council adopted resolution 2011-014 declaring 10 performance measurements as developed by the State’s Council on Local Results and Innovation. The Council accepted the survey results from 2011-2022. REFERENCE AND BACKGROUND The 2010 State Legislature passed Statute §6.91 allowing cities to participate in a standard measures program to provide communication to its citizens on annual basis. The Legislature directed the State Auditor to establish a committee to identify ten (10) standard measurements as the minimum measurements each city should adopt. A copy of the committee’s report can be found on the State Auditor’s website. The City declared the minimum ten (10) performance benchmarks in 2011. The City conducted a survey in May 2022 for reporting year 2022. Staff suggests the next survey to post in March to get feedback at a different time of the year. The March 2023 survey will be for reporting year 2023. The City must conduct a survey and report results of the 10 performance measures before July 1, 2023 to receive the performance aid in 2023. The League of MN Cities will again conduct the survey on behalf of the City at no charge to the City. The 10 basic questions will be asked and the City may opt for 1-3 additional questions. Staff is wondering if Council wishes to modify or add any questions. The survey will go live from March 10-31st. The survey link will be added to the March newsletter, website and social media sites. Participants must live in the City of St. Joseph and can only respond one time to the survey. The results are presented in a report to council for acceptance consideration. Once accepted, the document is sent to the MN Office of the State Auditor. This year’s survey will be presented to council in April. The City of St. Joseph has elected the ten standard questions since the inception in 2011. Council added a question or two a few times to receive feedback on a current project. The survey results have been used by council, staff, boards and commissions on future projects and budget initiatives. One question discusses financial services. Based on survey feedback, the public asked for more transparency. Following the comment, the City was able to invest in ClearGov for budget reporting. This online tool provides interactive reporting and details regarding the City’s budget process and initiative. FYI – State Legislatures are reviewing this program during the Legislative Session. BUDGET IMPACT $0.14 per capita reimbursement, no payable 2024 levy limits. The estimated Performance Measures Aid is $1,000. The aid is received in Dec. Staff time is minimal to put the responses in a report format, State submission and prepare council agendas. Since the time is minimal, the benefit of the aid far exceeds the cost to conduct the survey. STAFF RECOMMENDED ACTION Approve the benchmark performance measures survey questions for a survey in March. SUPPORTING DATA/ATTACHMENTS Resolution 2011-014 Declaring St. Joseph’s Performance Measures Recommended Survey Questions Resolution 2011-014 City of St. Joseph Resolution Declaring St. Joseph's Performance Measurements WHEREAS, pursuant to Minnesota Statute 6.91 cities may elect to participate in the standard measures program established by the Office of the State Auditor; and, WHEREAS, the City of St. Joseph acknowledges performance measurements provide feedback to their citizens, taxpayers, elected officials, staff and other interested parties about the effectiveness and efficiency of services provided by the City of St. Joseph; and, WHEREAS, the City of St. Joseph elects to participate in the State program and declares ten performance measures to review annually by June 15th NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF ST. JOSEPH, MINNESOTA declares the following standard performance measurements: 1. Citizen's rating of the overall quality of services provided by the City of St. Joseph. 2. Percent change in the taxable property market value. 3. Citizen's rating of the overall appearance of the City of St. Joseph. 4. Citizen's rating of the safety in the City of St. Joseph. 5. Citizen's rating of the quality of fire protection services in the City of St. Joseph. 6. Citizen's rating of the road conditions in the City of St. Joseph. 7. Citizen's rating the quality of snowplowing in the City of St. Joseph. 8. Citizen's rating of the dependability and quality of the St. Joseph water supply. 9. Citizen's rating of the dependability and quality of the St. Joseph sanitary sewer service. 10. Citizen's rating of the quality of St. Joseph's recreational programs and facilities (including parks, trails and park buildings). Adopted by the council this 16th day of June 2011. IUL, Rick Schultz, Mayor eyre y Admi istrator 5:4 City of St. Joseph Performance Measures Recommended Survey Questions March 2023 The City will ask the following questions on the 2023 survey: 1. Indicate the number of years you have lived in this city: _______years. 2. Please enter your email address. If you do not have an email simply type “no email”. 3. How would you rate the overall appearance of the city? 4. How would you describe your overall feeling of safety in the city? 5. How would you rate the overall quality of fire protection services in the city? 6. How would you rate the overall condition of city streets? 7. How would you rate the overall quality of snowplowing on city streets? 8. How would you rate the dependability and overall quality of city sanitary sewer services? 9. How would you rate the dependability and overall quality of the city water supply? 10. How would you rate the overall quality of city recreational programs and facilities? 11. How would you rate the overall quality of services provided by the city? 12. How would you rate the fiscal management and health of the city? 13. Comments box. STAFF MEMO Prepared by: Interim City Administrator Meeting Date: 02/21/2022 ☒ Consent Agenda Item ☐ Regular Agenda Item Agenda Item # 4i Reviewed by: Item: Consideration of Accepting Proposals and Selection of DDA for Conducting Pay Equity Study ACTION REQUESTED City Council is asked to accept proposals and consider selecting DDA for conducting a pay equity study. BOARD/COMMISSION/COMMITTEE RECOMMENDATION Personnel Committee recommends that City Council select DDA for conduction of a pay equity study. PREVIOUS COUNCIL ACTION City Council previously authorized execution of an RFP process for the purpose of seeking proposals to conduct a pay equity study and requested that the Personnel Committee consider candidates and provide a recommendation. REFERENCE AND BACKGROUND Staff is pleased to report that the City received 3 proposals, all of which from reputable firms capable of successfully completing the study. Firms submitting included Flaherty Hood, Gallagher and DDA. Taking various factors into account, staff and the Personnel Committee is recommending DDA. DDA provided the most economical proposal at $7,000 and also provided reasonably priced options for continued support over time. Cost to complete the project from the other candidates ranged from $12,000 to $20,000. Additionally, both the Interim Administrator and the incoming City Administrator have worked with DDA on recent pay equity studies for Watertown and East Grand Forks respectively and have found DDA service to be quite satisfactory. BUDGET IMPACT Project cost is $7,000 for the pay equity study with optional additional services to be considered at some point in the future and likely the subject of 2023 budget discussion. Funds for this project to be derived from the 390 fund. STAFF RECOMMENDED ACTION Motion to accept reequests for proposal for conducting pay equity study and select DDA for the project. SUPPORTING DATA/ATTACHMENTS Proposals from DDA, Flaherty Hood, Gallagher RCA Requesting Authorization to Conduct Pay Equity RFP process Minneapolis Office: 5029 Upton Avenue South Minneapolis, MN 55410 612-920-3320 www.ddahumanresources.com CITY OF SAINT JOSEPH Pay Equity Study Submitted by DDA Human Resources, Inc. 2 | Page January 2023 Jeff O’Neill, Interim Administrator City of St. Joseph, MN 75 Callaway St. E St. Joseph, MN 56374 RE: Proposal for Pay Equity Study Dear Mr. O’Neill: We are pleased to be invited to submit a proposal to complete classification and compensation services for the City of Saint Joseph. In the pages that follow, we have briefly provided information about DDA Human Resources, our staff credentials and experience, a detailed description of services to be provided and various levels of project scope. We have included cost for each option for 18 positions as follows: • Option 1: Pay Grid Calibration: $2,500 • Option 2: Pay Grid Calibration, Reclassification and Budget Implementation: $7,000 • Option 3: Ongoing Maintenance: $4,000 annually Three major factors distinguish DDA Human Resources from other providers: • All our employees come with years of public sector experience. We specialize in government, and we know first-hand the challenges of managing public sector compensation. This helps us deliver practical, workable solutions. • We believe that classification and compensation can and should be managed as a practical, common-sense process – not as some theoretical or statistical exercise in regression analysis. We will help you design a compensation system that is technically solid and one you understand. We measure our effectiveness as a consulting firm not by studies completed, but by studies that are actually implemented. • We think a compensation should be actively managed as an ongoing program – not neglected and then fixed with a major compensation study like this. With proper on-going maintenance support, major disruptive and expensive compensation studies are unnecessary. We are pioneers in providing ongoing maintenance solutions. Our firm’s goal is to be known as the best human resources consultant in Minnesota. There is only one way to get there – by delivering exceptional service. We will do our very best to earn your trust, your respect, and your future business. Sincerely, Mark Goldberg, Principal Consultant 3 | Page CONTENTS OF THIS PROPOSAL ■ Our Firm and Qualifications ■ Proposed Services ■ Our Service Team ■ Fees ■ References ■ Our clients ■ Our Philosophy for Classification Studies OUR FIRM & QUALIFICATIONS Our parent company, David Drown Associates, Inc. has provided consulting services to over 450 units of government across Minnesota since 1997. Over these years, DDA staff has gotten to know government well and we continually strive to keep our services practical, useful, and up to date. Our history and corporate culture have grown from an honest desire to serve public sector clients in a practical and common-sense manner. We are not your ordinary consultant, we are: DDA Human Resources, Inc. was formed in 2013 to provide human resource support services exclusively to governmental clients in Minnesota. We currently offer services for executive recruitment, organizational design, and staff an HR Technical Assistance Program for the Association of MN Counties which provides technical advice and assistance to the HR staff of all the State’s 87 counties. Since activating our compensation section in 2016, we have worked with clients as small as 4 employees to as large as 1,500 employees. Our completed studies include: Past Practitioners With staff having practice experience we dliever studies that are technically sound but also practical, useful and understandable. Skilled in a Multi-ScopeApproach We are trained in multiple evluation systems and have created numerous compensation models. We use what works best for the client. Innovative and continue to change based on client feedback We base our business on our clients' needs. We are pioneers in the ongoing maintenance service program. Dedicated to Implementation Our product includes more than a report. We provide budget implementation of possible solutions and work with the client through labor negotiations. TO T A L S T U D I E S 150 CO U N T Y C L I E N T S 39 CI T Y C L I E N T S 80 OT H E R E N T I T I E S 31 4 | Page OUR SERVICE TEAM DDAHR maintains a staff of 10 individuals. We also maintain relationships with several independent consults in key specialty areas. Here is the Team we have assembled for your project: Dr. Tessia Melvin –Department Head Tessia heads the compensation and classification (C&C) services area of DDAHR. Over the past six years, Tessia has served as lead analyst on over 65 separate C&C engagements with Minnesota communities. She brings to the position nearly 13 years of diverse service to city and county government. As a City Administrator in Maple Plain, Minnesota, Tessia drafted five-year budgets, capital improvement plans, infrastructure improvement plans, and led strategic planning program. Working in Dakota County, Minnesota, Tessia provided leadership training, managed their performance management system, and worked with compensation and benefits. Dedicated to local governments and continued learning, Tessia earned her doctorate in Public Administration. Mark Goldberg, MA-HRR – Principal Consultant Mark Goldberg is a Principal Consultant with the firm. Mark’s experience is broad and deep. He has held a variety of compensation leadership positions in media, high tech, manufacturing, local government organizations and the University of Minnesota. In addition, Mr. Goldberg has over 6 years of experience consulting with major public sector organizations around the country with a focus on project in Minnesota such as Koochiching County, the city of Red Wing and the City of Aitkin. He has a Master’s Degree in Industrial and Labor Relations from Cornell University and a Bachelor’s Degree in Human Resource Administration from Muhlenberg College. David Drown – Technical Support David is the founder and owner of DDA. David will lend his technical and statistical expertise to the team to manage the collection and analysis of market data, help calibrate your compensation plan, and calculate budget impacts. David received his undergraduate degree in civil engineering and served in local government as a registered civil engineer early in his career. He also holds an MBA in finance from the Carlson School of Management and has served as a finance and economic development consultant to numerous cities and counties across the State. Kelly Jones – Technical Support Kelly received his Bachelor of Arts degree in Psychology and his Master of Science degree in Industrial and Organizational Psychology from Saint Cloud State University in Saint Cloud, Minnesota. Prior to entering the field of compensation, he served as a project coordinator and talent management specialist for Sleep Number and Robert Half. Kelly has spent the last 3 years as a technical analyst and compensation consultant, while assisting dozens of Cities and Counties across the United States with their compensation and classification needs. His work will be primarily focused on data collection and analysis, while also assisting the DDA team with any ongoing project needs. 5 | Page Tom Blakesley – Technical Support Tom is the newest member of the DDA team. Prior to joining DDA, Tom worked extensively in client/customer relations. He also brings experience in working with and analyzing business data in the private sector. He will be primarily working on data collection and analysis and providing a great deal of the initial groundwork and research for classification and compensation studies. SUPPORTING TEAM MEMBERS (OUR BENCH) Melanie Ault Melanie Ault brings to DDAHR over 20 years of experience leading Minnesota county human resources and labor relations operations with additional experience at the city, regional, and state levels. Melanie joined DDAHR in 2017, after serving as Washington County’s HR Director. You might recognize her by her passion for examining pending legislation and its ramifications for the public sector. Melanie holds BA, MAPA, and JD degrees, with further education in public administration. She is an avid supporter of professional organizations, serving on the state and national levels. She loves making new connections and looks forward to helping you find answers and ideas. Melanie is one of our AMC Human Resources Technical Assistance Program staff. George Gmach George has been doing classification and compensation study work in Minnesota for 30 years. He worked with the Stanton Group for 12+ years with management responsibility for salary and benefit surveys and compensation consulting. His experience has crossed multiple industries and included private, non-private and public sectors. George also worked at Employers Association and its successor for 16 years. During his career, he has designed and conducted several hundred compensation and benefit surveys and has implemented multiple compensation programs in large and small organizations across all sectors. He designed and modified job evaluation systems and implemented them in the public sector. He has worked with the Minnesota Pay Equity Statutes since their inception. In addition, he is a military veteran who served as a combat medic in Vietnam . 6 | Page REFERENCES Reference #1: City of Victoria, Minnesota Contact: Gwen Campbell, Communications and HR Manager 952-443-4230 gcampbell@ci.victoria.mn.us Contract dated: May 15, 2019 – completed October 2019, we continue to provide ongoing maintenance Scope of Services: This was a full-service class and comp study for a rapidly growing suburban community. We updated all job descriptions including several new job titles; classified all job titles using DDA’s JET system, completed a market analysis of 14 benchmark communities (93% participation) and 5 “spotlight communities”, evaluated two alternative salary plans with pay ranges calibrated at 100% of benchmark averages, and provided an implementation plan with employee-by-employee grade/step assignments and a calculation of budget impact. Victoria says they plan to enroll in DDA’s ongoing service program. Reference #2: City of Fridley, MN Contact: Becca Hellegers, Employee Resources Manager, 763-572-3507, Becca.Hellegers@FridleyMN.gov Contract Dated: February 2020 – December 2020, they have entered an ongoing maintenance contract with us Scope of Services: DDA was originally engaged to complete a market study only of wages paid to 97 position descriptions. The work plan was expanded to have us perform a full classification and compensation study for all positions, classifying all jobs and designing a new pay plan for the City. Reference #3: City of Golden Valley, MN Contact: Kirsten Santelices, HR Director 763-593-3989 ksantelices@goldenvalleymn.gov Contract Dated: January 2020 – completed December 2020, we continue to provide ongoing maintenance Scope of Services: All job titles were reclassified using the JET evaluation system, and several employee challenges were reviewed and resolved. Market wage study revealed that the current pay plan wages averaged about 5% below the benchmark average. We developed a new pay plan with expanded steps, reviewed several approaches for implementation, and ultimately arrived at a plan that worked within the City’s limited budget. 7 | Page Reference #4: Rochester, MN Contact: Linda Hillenbrand, HR Director 507-328-2561 lhillenbrand@rochestermn.gov Contract Dated: October 2021 for ongoing maintenance Scope of Services: This is an example of a client engagement with a scope of services looking to maintain their current classification system. We learned a new classification system, their job positions and are able to maintain their pay philosophy, job descriptions and maintain competitive pay without having to complete an entire study. OUR PHILOSOPHY FOR COMPENSATION STUDIES Government is in the service delivery business, and quality service requires quality employees. An effective compensation system will help you attract and keep talented employees. Likewise, an out-of- date or ill-conceived compensation system will produce turnover and hamper efforts to recruit quality replacements. In the real world of limited resources, government is increasingly expected to do more with less. Accordingly, a community’s pay philosophy must strike a reasonable balance between a desire to pay your good employees well to retain their good services, while at the same time controlling costs to keep faith with the taxpayers. Designing a pay system is not easy, every community is different, and a “one size fits all” approach seldom produces a good result. As we work with you to build the best compensation system for your community, we keep four very practical objectives in mind: 8 | Page Compensation and Benefits •Competitive to hire, retain, and motivate qualified employees Internal Equity •Satisfy MN Pay Equity Requirements Positive and Transparent •Be open and fair to employees, managers and unions Customized •Establish a pay philosophy based on your organization We approach compensation study work as a practical, common-sense process – not as some theoretical or statistical exercise in regression analysis. We collect information, analyze it, and communicate our findings in simple understandable ways. Our honest goal is to help you design a compensation system that is technically solid, is one you actually understand, and one that works better than what you have now. We measure our effectiveness as a consulting firm not by studies completed, but by studies that are actually implemented. We do this through customizing your competitive pay philosophy. •Approved benchmarks o We will help create a list that matches your demographics, service level, tax capacity, employee numbers and other factors that fit your organization •Market results that illustrate where you are to the market •Determine a pay philosophy of where you want to be in relation to the market •Adjusting your pay structure •Ongoing maintenance WE CUSTOMIZE YOUR COMPETIVE PAY BY: 9 | Page PROPOSED SERVICES  Project Initiation Meeting: Facilitated by DDA HR with applicable stakeholders as appropriate (1) to address current issues related to compensation, pay structure, policies, philosophies, and strategies, (2) to discuss the strengths and weaknesses of the current compensation system and (3) to identify possible barriers to implementing and maintaining change.  Information Collection: Organization & salary material collected, including an employee roster, detailing key information (salary, job title, pay grade, etc.).  Project Administration: Meeting with Project Team to develop and confirm detailed project schedule and review system history/materials.  Define Communication Strategy: Partner with the City to design a communication strategy that combines best practices in the industry with practical applications and tools.  Employee Orientation Sessions (optional): Conducted virtually, with one session recorded so any employee who is unable to attend can see the information presented.  Job Description Review: We will undertake a general review of your existing job descriptions and recommend changes to assure compliance with ADA and other State and Federal Requirements  Review of Current System: DDA HR will review current job descriptions and provide any comments on any recommended changes.  Position Analysis Questionnaire (PAQ)- DDA will work with you to design a PAQ that reflects your needs. This document is critical to the process as DDA will use it to create the job descriptions and to evaluate all positions.  We will distribute a position analysis questionnaire (PAQ) to all employees and their supervisors, asking them to outline all the important requirements for and duties of the job.  Based upon the information on the PAQs, the job description for each position will be updated or rewritten in standardized format developed with and approved by the Project Team.  Employees and supervisors will be asked to review the new job descriptions, and we will guide a controlled process for employees to appeal the content of descriptions before they are finalized.  Addition job descriptions may be added to provide for internal promotional opportunities, or jobs may be consolidated to make administration easier.  Final job descriptions will be submitted for final approval by department heads, the Project Team and governing board.  Job Description Appeal Process: Once jobs descriptions are completed, employees and supervisors will review. If changes are needed, they will complete a Job Description Appeal form.  DDA will review appeals and work with Project Team and employees to create consistent results. Introduction and Project Orientation (included in all options) Rewrite Job Descriptions (included with On-going Maintenance but we can do jobs as needed for $150/each) 10 | Page Job classification is a series of decisions about how a position is valued within an organization. Each factor requires a decision as to how the job under consideration will be rated using levels that are increasingly complex and of great impact, frequency, or quantity. We look at the job rather than the employee. Jobs are evaluated as they exist, or as the management plan says that they should exist, to meet the needs of the organization. We understand that you are using the Flaherty and Hood system. DDAHR is unique in our willingness and ability to utilize a variety of job evaluation systems used by the various compensation consultants in Minnesota to classify and score your jobs. If you are committed and satisfied with the system you have, we will work with you using your system. If not, we have several options that are described below for the City to consider, • We will assign each position a numeric score, which reflects the relative importance of the job to the organization. • We will work with the Project Team to organize jobs with similar point totals into a series of Grades. • We will provide staff with materials to communicate results to employees. • Our Job Evaluation Tool (JET) identifies and examines the following aspects of all job positions o Experience and Education needed for the position. This includes licenses and certifications. o Decision Making and its impact on the job, division, department, and organization. o Problem Solving and its impact on the organization and budget. We also include 14 aspects of supervision. o Mental and Physical Effort of the Job o Relationships and Communications o Conditions and Hazards of the job • Our Decision Authority Ranking (DAR) is a decision-based model that looks at a job from a different perspective: o This system states that every job, from a mayor to a custodian, needs to make decisions in his/her role and those decisions can be quantified o DAR then examines the complexity of the duties performed compared to other substantially similar positions. o Aspects of the job such as working conditions or certifications can increase the complexity of the evaluation.  Review of Current System: DDA HR will review current job descriptions and provide any comments on any recommended changes.  Job Evaluation: DDA HR will use the existing system to evaluate all jobs using the information Job Evaluation (included with Options 2 and 3 or additional charge per position) 11 | Page gathered from the PDQs.  Appeal of Assigned Grade: DDA HR will partner with the City to design a structure that aligns internally. However, we strongly recommend an appeal process should an employee feel that their position was assigned an incorrect grade. We will provide forms and a process for the City to use for these appeals with all appeal decisions reviewed by Council.  Recommend Changes to Current System: DDA HR will conduct analysis of existing classifications and provide recommendations on any changes to current classification plan, to include recommendation of standard classification and titling conventions.  Review Fair Labor Standards Act (FLSA) Designations: DDA HR will review exempt and non- exempt designations to ensure they are appropriate for classifications and make recommended changes, where appropriate.  MN Data: DDA HR, in collaboration with the Project Team, will (1) confirm the labor market, (2) identify comparable organizations and gather data from various sources including the League of MN Cities, the Association of MN Counties and our roster of data from previous clients. We will work with the Project Team to select a group of benchmarks who you compete for talent, organizations that are similar to your services, and organizations that have similar factors including population, tax capacity, budget, number of employees and others as directed by the Project Team.  We will collect detailed wage information on all jobs that you have in common with these communities – not just a selected list. We plan to utilize the wage survey data that is annually collected in the LMC/AMC wage data base, supplemented by other sources as needed to provide a meaningful set of comparison data. We will organize the results of this analysis using a series of graphs and charts that are designed to clearly show how your current pay ranges and wages compare to those of benchmark entities. This is the information needed to develop of a pay structure that balances both internal and external equity and assures compliance with State Pay Equity Compensation Standards.  Data Analysis: DDA HR will perform the following activities on all data: (1) perform a competitive analysis, (2) conduct a diagnostic review of the current salary structures to identify opportunities for simplification and reduction in pay compression and (3) recommend updates to the existing pay structures or develop pay structures.  We will provide recommendations and options for either an adjustment of your existing compensation plan, or a replacement plan that produces a better match with your compensation philosophy.  We will fine tune the plan to establish fair and equitable compensation relationships within and outside the organization that are workable within a union and non-union environment. Market Analysis (included in Ongoing Maintenance) Pay Grid Calibration (Included in all options) 12 | Page  We will provide system testing to assure that any option proposed will comply with the State’s pay equity standards and Federal requirements.  We will outline transition options and next steps/costs.  We will evaluate the cost/budget implications of up to two (2) alternative implementation strategies that consider your current budget constraints. The objective of this work is to provide you with meaningful, employee-by-employee level information that is useful for your detailed budgeting use.  We will prepare final documents for the plan, including presentation, policy, guidelines, and procedures for administration. Any written and computerized data and supporting information will be submitted as appropriate or requested.  Draft Report and Communications Plan: DDA HR develops draft report and communications plan and discusses report elements with the Project Team  Quality Assurance: DDA HR conducts quality assurance reviews and provides the draft report to the City for review and feedback.  Final Report: DDA HR discusses consolidated feedback from the City and finalizes the report and communications plan.  Guidelines and Policies: DDA HR provides the Project Team with compensation administrative guidelines and policies aligned with the updated/new system for review.  Final Presentation: DDA HR presents study findings and recommendations to officials. Predict Payroll Cost Implementation (included in all options) Final Report (Included in all options) 13 | Page ONGOING MAINTENANCE This exclusive DDA Human Resources, Inc. program is designed to eliminate the need for large classification and compensation study every 4 to 6 years. Services include everything needed to keep a freshly updated compensation plan perpetually current. We find that over half of larger communities who have completed a compensation study with DDAHR have opted to convert to this management approach. Our ongoing maintenance scope generally includes a three-year commitment and includes the following services:  We review, update and reclassify as necessary 1/3 of job descriptions annually.  We annually update a market analysis of wages with benchmark communities and suggestion changes to pay plan as necessary to remain in tune with the market.  For any new jobs or changed jobs, we will write and classify the position for placement in the compensation system.  We will complete and submit a pay equity report every three years or when otherwise required.  If desired, we will handle data input of wage data into the LMC/AMC salar y system We will provide budget support by:  Recommending an adjustment to your Pay Plan for the coming year based upon COLA and market factors.  Preparing up to two (2) analysis of budget impacts of alternatives for wage adjustments.  Making an annual presentation to the staff and/or selected group on the status of your compensation system. 14 | Page PROPOSED FEE FOR SERVICES OPTION 1: PAY GRID CALIBRATION TOTAL: $2,500 OPTION 2: PAY GRID CALIBRATION, RECLASSIFICATION AND BUDGET IMPLEMENTATION TOTAL: $7,000 OPTION 3: ONGOING MAINTENANCE TOTAL: $4,000 EACH YEAR for 3 YEARS For clients who prefer to receive maintenance support in a less rigorous manner, we offer a full range of support services with standard pricing: • Write or update a job description $225 per position • Classify a job description provided by client $175 per position • Market Wage Analysis $125 base fee plus $175 per position Hourly rates: • Professional $250 per hour • Technical Support $150 per hour • Clerical $100 per hour 15 | Page OUR CLIENTS 80 City Classification and Compensation Study Clients Aitkin Audubon Brainerd Breezy Point Brownton Caledonia Cannon Falls Canton Clarks Grove Cold Spring Crosby Deephaven Detroit Lakes Dundas East Grand Forks Eden Prairie Edina Eyota Fairfax Fridley Gaylord Glyndon Golden Valley Granite Falls Hanover Harmony Hawley Henning Howard Lake Kasson Lake City Lake Crystal Lake Elmo Lake Park Lakefield Lanesboro Lafayette Lester Prairie Little Canada Mahnomen Mankato Mantorville Maple Grove Mayer Medford Medina Minneota Minnetonka Minnetrista Mora New Richland New Ulm Nisswa North St. Paul North Mankato Norwood Young America Olivia Paynesville Pequot Lakes Pierz Pillager Plymouth Preston Rochester Rockville Royalton Sartell Spring Valley St. Augusta St. Paul Park Staples Thief River Falls Thomsen Victoria Wabasha Warroad Watertown Waverly Willmar Zumbrota 39 County Classification and Compensation Study Clients Benton County Big Stone County Blue Earth County Brown County Cass County Clay County Cook County Chippewa County Dodge County Douglas County Faribault County Fillmore County Freeborn County Goodhue County Houston County Hubbard County Itasca County Jackson County Kandiyohi County Koochiching County Lac Qui Parle County Le Sueur County Mahnomen County Martin County Meeker County Morrison County Mower County Murray County Olmsted County Polk County Rice County Rock County St. Louis County Swift County Wabasha County Wadena County Waseca County Wilkin County Yellow Medicine County 16 | Page 31 Other Government Classification and Compensation Study Clients Brainerd Utilities Brown County Soil and Water Conservation District Carnelian marine St. Croix Watershed District CJN Dakota County Cook County Soil and Water Conservation District Counties Providing Technology Crow Wing County Soil and Water Conservation District Detroit Lakes Utilities East Regional Development Commission Headwaters Regional Development Commission Metro I-Net Metro Cities Group MN County Attorney’s Association MN Prairie County Alliance MN Multi Housing Authority Mower County Soil/Water Conservation District Murray County Hospital New Ulm Utilities NW MN HRA Pipestone HRA Pope Douglas Solid Waste Management Prairie Lakes Municipal Solid Waste Authority Region 4 Mental Health Rice and Steele 911 Center Sourcewell Southlake Minnetonka Police Department Three Rivers Park District Tri-Cap Tri-County Community Corrections Upper Valley Regional Development Center Washington County Conservation District iii Proposal to City of St. Joseph for Job Classification Study Contact Information: Rachel T. Parker, Human Resources Analyst Ethan T. Rundquist, Data Analyst 525 Park Street, Suite 470 Saint Paul, MN 55103 Phone: (651) 225-8840 Email: rtparker@flaherty-hood.com Website: www.flaherty-hood.com January 27, 2023 h January 27, 2023 Jeff O’Neill VIA EMAIL Interim Administrator City of St. Joseph joneill@cityofstjoseph.com Re: City of St. Joseph Request for Proposals Job Classification Study Dear Jeff: Providing analytical, legal, and lobbying services to primarily greater Minnesota cities, including the City of St. Joseph, has been Flaherty & Hood, P.A.’s primary focus since the firm’s inception over 30 years ago. We are, therefore, pleased to submit this proposal to the City of St. Joseph for a Job Classification Study. We are committed to modeling diversity and inclusion and maintaining an inclusive environment with equitable treatment for all. Why Should the City of St. Joseph Hire Flaherty & Hood? There are many reasons why the City of St. Joseph should hire Flaherty & Hood, P.A. (Flaherty & Hood or firm), including: 1. Customized. Flaherty & Hood has performed extensive job classification and compensation services for the City of St. Joseph, including job points, market survey, compensation structure, and related policies, plans, procedures, and forms. So, Flaherty and Hood will not view the City of St. Joseph as just another client among many; instead, the City of St. Joseph study will be tailored to the City’s circumstances, given high priority, and the timing of the study will be discussed early in order to meet deadlines set by the City. 2. Comprehensive. No other firm offers the same comprehensive services that Flaherty & Hood provides—including labor relations, employment law, human resources, and legal services. For example, Flaherty & Hood developed and utilizes the Flaherty & Hood Job Evaluation System for classification and compensation purposes, including for the city, and Cluster Analysis to identify comparable entities for public sector entities. In addition, Flaherty & Hood advises and represents public sector entities in complying with or claims made by employees under discrimination, disability, and wage and hour laws and labor contract negotiations and grievances, which is valuable in implementing classification and compensation changes. 3. Comprehendible. Flaherty & Hood strongly believes that the advice and work product it provides to clients must be comprehendible. The firm has a proven record of communicating advice and recommendations on complex legal, human resources, and job classification and compensation issues in a manner its clients understand. Flaherty & Hood provides user-friendly electronic documents for public sector entities to review and update job analyses, job descriptions, job evaluation ratings, and the base pay structure. 4. Cost-Effective. Because Flaherty & Hood has dedicated its practice to serving the needs of public entities, we can provide significantly reduced public rates to our clients, while maintaining the highest quality services. Enclosed is Flaherty & Hood’s proposal to conduct a Job Classification Study for the City of St. Joseph. The proposal includes the information requested in the Request for Proposals Job Classification Study. We are confident that Flaherty & Hood will provide the highest quality job classification services to the City of St. Joseph. Should you desire to discuss our services in more detail or need additional information, please contact us. Thank you for your consideration, and we look forward to hearing from you soon. Very truly yours, FLAHERTY & HOOD, P.A. /s/ Rachel T. Parker Rachel T. Parker Human Resources Analyst /s/ Ethan T. Rundquist Ethan T. Rundquist Data Analyst T ABLE OF C ONTENTS Consultant Information………………………...……………………………..... 1 Statement of Methods and Procedures……………………………………….…6 Project Outline……….………………………………………………………….10 Cost of Services…………………………………………………………………13 References……………………………………………………………………….16 Protected Nonpublic Data/Confidential Attachments: Job Analysis Questionnaire Sample.................................................................... Attachment A Job Description Sample....................................................................................... Attachment B 1 C ONSULTANT I NFORMATION Description of Firm With decades of serving Minnesota local governments, including the City of St. Joseph, Flaherty & Hood, P.A. understands public sector’s unique job evaluation, compensation, and organizational needs. Over the years, we have provided labor relations, employment law, and human resource services to numerous public entities serving populations from 1,000 to 300,000. Flaherty & Hood, P.A. is a unique law firm that effectively integrates the disciplines of law, government relations, fiscal and human resources analysis, and communications to provide high- quality, timely and cost-effective services to our clients. Flaherty & Hood, P.A. has 14 attorneys, 3 analysts, and 15 other professional staff who primarily provide legal, analytical, and legislative advocacy services for municipalities. The firm’s labor, employment, and human resources practice area provides related legal, analytical, and representation services. Flaherty & Hood, P.A. is, therefore, uniquely positioned and has the comprehensive knowledge, experience, and tools to provide full service job classification and compensation analysis and implementation strategies for its municipal clients. Job Classification and Compensation System Services With over 30 years in serving governments, Flaherty & Hood, P.A. understands public sector entities’ unique job classification and compensation needs and provides the following services: Job Analysis o Review job classification systems o Conduct incumbent and supervisor interviews o Prepare and analyze job questionnaires o Observe jobs o Draft and update job descriptions o Determine FLSA status and ADA requirements Job Evaluation o Prepare comparisons of jobs to determine job worth using internal and external methods Compensation o Identify market entities and sources utilizing statistical analysis o Conduct market surveys and analyze market data o Draft classification and compensation systems o Establish pay structures and compensation packages o Provide training and user-friendly electronic tools to implement job classification systems Pay Equity o Review, analyze, and recommend changes to ensure legal compliance o Prepare any required pay equity report for the state and/or federal government o Advise and provide representation in any contested matter involving legal compliance 2 To meet the classification and compensation needs of our organizational clients, Flaherty & Hood, P.A.: • Developed and utilizes its own job analysis questionnaires and job evaluation system for job classification purposes and sophisticated statistical methods to identify an organization’s comparable entities and to develop a customized classification and compensation system. • Provides classification and compensation clients user-friendly electronic documents for clients to review and update job analyses, job descriptions, job evaluation ratings, and the base pay structure. • Drafts and provides resolutions, pay and options for implementation outlines, plans, and policies for governing bodies for approval. Labor, Employment Law, and Human Resources Services Flaherty & Hood, P.A. also provides the following related labor, employment law, and human resources services to dozens of public entities: • Labor Law o Contract negotiations o Grievances o Mediations o Arbitrations o Unfair labor practices o Strikes o Labor agency proceedings • Employment Law o Representation and advocacy in state and federal courts, administrative, civil service, mediation, arbitration, and unemployment insurance hearings o Advice on hiring, performance improvement, legal claims, disciplinary matters, and reorganizing o Training seminars for supervisors and employees o Investigations o Legal compliance • Human Resources o Personnel policies and practices o Hiring and disciplinary processes o Performance appraisal systems o Organizational reviews addressing direction and alignment of an organization as a whole, individual departments, employees and the services they provide; work flow processes and organizational structure; workforce staffing, productivity, and retention; workplace environment; and communication, innovation, and collaboration. 3 The following qualified and experienced Flaherty & Hood, P.A. personnel would provide classification and compensation services to the City of St. Joseph. Project Manager: Rachel Parker is a Human Resources Analyst with the law firm of FLAHERTY & HOOD, P.A. Rachel compiles, reviews, researches, and develops analysis in the areas of job classification and compensation, labor relations, and employment matters for public sector clients. Rachel has a Bachelor of Science in Speech, Language, and Hearing Science from Minnesota Sate Moorhead University and her Masters of Business Administration, Human Resource Management from Capella University. She is a member of SHRM, Twin Cities Compensation Network, and World at Work Compensation Institute. Work Experience FLAHERTY & HOOD, P.A. St. Paul, Minnesota Human Resources Analyst Conducts job classification and compensation work, including conducting job analyses, drafting job descriptions, assigning job evaluation ratings, conducting salary surveys, and creating compensation structures. Performs organizational studies addressing services, staffing, organization, and reporting structures, surveying comparable entities, and preparing analysis and recommendations. THRIFTY WHITE PHARMACY Plymouth, Minnesota & Remote Human Resources Benefits Specialist Oversaw employees’ benefit forms and Court order forms; processed termed employee’s benefits; supported with audits relating to benefits; and performed E-Verify, COBRA, FMLA, and EEO. ROOF TO DECK St. Paul, Minnesota Human Resources Manager / Accounting Processed payroll system information; assisted with annual benefit processing; onboarding of new employees including new hire paperwork and orientation; maintain employee files and HR filing system, working on productivity reports, general ledgers, entering receipts, and invoices. Education Capella University Masters of Business Administration, Human Resource Management Minnesota State Moorhead University B.S., Speech, Language, and Hearing Science Professional Associations Twin Cities Compensation Network World at Work Compensation Institute Minnesota Society for Human Resources Management 4 Ethan Rundquist is a Data Analyst with the law firm of FLAHERTY & HOOD, P.A. Ethan compiles, analyzes, and communicates data for job analysis, job evaluation, market surveys, compensation, pay equity, and organizational structures. Ethan has a Bachelor of Arts Degree in Finance and Management from The College of Saint Scholastica. He is a member of Society for Human Resources Management, Twin Cities Compensation Network, and World at Work Compensation Institute. Work Experience FLAHERTY & HOOD, P.A. St. Paul, Minnesota Data Analyst Compiles, analyzes, and communicates data for job analysis, job evaluation, market surveys, compensation, pay equity, and organizational structures. FRANDSEN BANK AND TRUST Arden Hills, Minnesota Records Management Specialist Entered data and prepared documents, spreadsheets, reports, and other materials; updated indexes and file data for legal and official documents; set up, optimized and enforced consistent document management policies; maintained files and retrieved information from computer and manual filing systems; and filled out and stored transmittal logs for permanent records. THE COLLEGE OF ST. SCHOLASTICA Duluth, Minnesota REIF Economic Research Project Collected information from business confidence surveys of businesses in the Duluth community; compiled data in Excel for REIF/regional economic forum; and presented via PowerPoint presentation. Education The College of Saint Scholastica Duluth, Minnesota Bachelor of Arts Degree in Finance and Management Certifications Google Data Analytics Microsoft Excel Training Professional Associations Twin Cities Compensation Network World at Work Compensation Institute Minnesota Society for Human Resources Management 5 Brandon M. Fitzsimmons is a shareholder attorney with the law firm of FLAHERTY & HOOD, P.A. Brandon provides legal advice and representation services for public entities in labor relations, employment law, and human resources matters. Brandon has his Bachelor of Arts in Political Science with Distinction, cum laude, from Creighton University and his Doctor of Jurisprudence (J.D.) from William Mitchell College of Law. Brandon is a member of the National and Minnesota Public Employer Labor Relations Associations, SHRM, and MSBA–Labor and Employment Law Section. Work Experience FLAHERTY & HOOD, P.A. St. Paul, Minnesota Shareholder and Associate and Senior Attorney Responsibilities include providing consultation, legal representation, and administrative agency representation for municipal clients before the District Court and state agencies, including the Minnesota Bureau of Mediation Services and Office of Administrative Hearings. HONORABLE RENEE L. WORKE Waseca, Minnesota Judicial Clerk Researched, consulted, and wrote orders and memorandums for Chief Judge and other Third Judicial District judges in south central Minnesota. Ran conciliation court settlement conference hearings and facilitated settlement agreements. Education William Mitchell College of Law St. Paul, Minnesota Juris Doctor Creighton University Omaha, Nebraska B.A., Political Science with Distinction, cum laude Bar Admissions Minnesota Honors and Awards 2013 and 2014 Super Lawyers-Rising Stars Professional Associations National and Minnesota Public Employer Labor Relations Associations Society for Human Resources Management Labor and Employment Law, Public Law and Administrative Law Sections of the Minnesota State Bar Association 6 S TATEMENT OF M ETHODS AND P ROCEDURES Classification and Compensation Systems Flaherty & Hood fully understands the complexities public sector entities need to be aware of and address in their classification and compensation program. Flaherty & Hood, P.A. approaches related studies in an objective, methodical, and customized manner. Background An employer’s success depends on its employees’ performance. To recruit and retain a productive and reliable workforce, public sector entities need to sufficiently compensate employees. In establishing employee compensation, public sector entities must ensure that each job in the organization interrelate to each other so that the entity can: optimize achievement of the organization’s mission, goals, and objectives; determine the relative worth and appropriate pay rate, other pay, and benefits for jobs; and comply with pay equity laws. In order to achieve these objectives, employers need to establish job classification and compensation systems that appropriately value jobs within the organization. In order to achieve these objectives, public sector entities need to establish job classification and compensation systems that appropriately value jobs within the organization. Job Classification Job classification involves the systematic study of jobs to determine which activities and responsibilities they include, the personal qualifications necessary for performance of the jobs, the conditions under which the work is performed, and each job’s relative importance and worth to other jobs internally and externally. Flaherty & Hood developed and utilizes its own job analysis questionnaires and Flaherty & Hood Job Evaluation System for job classification purposes which consistently and equitably measure the skill, effort, responsibility, and working conditions required of each job class. This is the system currently used by the City of St. Joseph to point its jobs. Information collected in the job analysis process is compared using a variety of uniform factors and sub-factors to systematically assign numerical ratings for each job class. In Flaherty & Hood’s Job Evaluation System used by the City of St. Joseph, the following 4 factors broken down into 8 sub-factors are used to measure all of the components of job content for each job class: Factors & Sub Factors Definitions Skill Measured by factors such as the experience, ability, education, and training required to perform a job. Related Experience How much related experience that is needed to do the work. Education How much education that is needed to do the work. 7 Factors & Sub Factors Definitions Effort The amount of physical or mental exertion needed to perform a job that cause physical or mental fatigue or stress are to be considered in determining the effort required for a job. Differences in the kind of effort exerted do not justify a compensation differential if the amount of effort is substantially the same. Complexity How related the tasks are for a specific job class. This will affect the originality and difficulty involved in identifying and performing the work. Responsibility The degree of accountability required in performing a job. Supervision Needed The extent to which the class works without supervision. Supervision Given The extent to which the class exercises supervisory functions. Impact on the Business The impact of the job classes’ job functions on the employer's business. Work Conditions Measured by factors such as surroundings and hazards. Surroundings Takes into account the intensity and frequency of environmental elements encountered in the job, such as heat, cold, wetness, noise, fumes, odors, dust, and ventilation measured in risk. Hazards Takes into account the number and frequency of physical activities, strains and the severity of injury they can cause. Compensation Compensation includes the wages and salary paid by employers to employees in exchange for work (a.k.a. base pay); variable pay in the form of short- and long-term incentives, such as promotions and pay increases; other pay, such as premium pay above regular wages and salary for doing additional work or working additional hours; and the monetary value of benefits. Compensation establishes the standard of living for employees and is the primary indication of the value the organization places on a position within the organization. A compensation system involves establishing how the organization manages compensating employees. Flaherty & Hood, P.A. utilizes sophisticated statistical methods to identify an organization’s comparable organizations and to develop a compensation system. In addition, employers must consider its total rewards. World at Work defines total rewards as: “All of the tools available to the employer that may be used to attract, motivate, and retain employees. Total rewards include everything the employee perceives to be of value resulting from the employment relationship.” These tools include work-life effectiveness, recognition, performance management, and talent development. Flaherty & Hood, P.A. facilitates an employer’s development of its total rewards through developing a policy, plan, and strategy for establishing and modifying, communicating, and implementing such rewards. 8 Flaherty & Hood, P.A. ensures that each organization’s classification and compensation system is: • Internally equitable among all classifications • Compatible with market conditions • Affordable and cost-effective • Legal, defensible, and compliant with pay equity • Understandable • Flexible • Appropriate for the employer • A tool for employee development Communication Given our extensive experience with serving local government entities, we understand the importance of open and honest communication with management and staff regarding classification and compensation issues and will maintain the highest degree of professionalism while working with these groups. Flaherty & Hood will continually consult with management throughout each stage of studying the classification and compensation system. Management We encourage management to give input and ask questions throughout the process. At each step of the process, we will provide the City of St. Joseph with draft documents, recommendations, and alternative actions to address the respective step, considering feedback from the City and best practices. After each step of the process is completed, management will be asked to approve the step before moving to the next step. We find this leads to a better incorporation of the organization’s classification and compensation philosophy. Flaherty & Hood will work with management to ensure that all classification and compensation system projects are completed at the highest quality and in a timely and cost-effective manner. Employees and Employee Groups Involvement Flaherty & Hood, P.A. has a great deal of experience working with public sector workplaces, including those with employee rights to be unionized and/or meeting and conferring on terms and conditions of employment. We allow all parties to have a say in the classification and compensation process while following all applicable laws related to cooperating with unions and employees. We can engage employees in the study through: • Holding “launch” meetings with employees and bargaining units and/or drafting for them an explanation of the study at the start or conclusion of a study so they can become informed of the system and ask any questions. • Having a representative number of employees (both union and non-union) from each job class complete one of our thorough Job Analysis Questionnaires and/or provide feedback on the accuracy and completeness of their job descriptions. By having em ployees participate in this manner, we ensure the most accurate data is obtained. • Providing management with responses to Frequently Asked Questions (FAQs) to use in responding to questions from employees and unions during the process. 9 • Establishing a working group that includes organization management, employees, and bargaining units to provide feedback on the system and/or recommendations for job descriptions, job evaluation points, market entities, and/or compensation structure. • Developing a process for employees to request a review of their position’s job description, job evaluations points and/or placement in the compensation structure if the dispute such components. Flaherty & Hood, P.A. will draft the following communication to incumbent employees explaining the job evaluation points review process: • Timeline outline • Forms • Execution guide for organization management to related communications • Notification for employees • Template responses for organization management Attachment A: Job Analysis Questionnaire Sample Attachment B: Job Description Sample 10 PROJECT OUTLINE Flaherty & Hood, P.A.’s Job Classification and Compensation Study services for the City of St. Joseph will include the following services for around 20 job classifications. Text in bold are deliverables. Text highlighted includes services that the City can assist with that could result in cost savings. Base Services Phase Services Timeline after Start A. Introduction and Project Orientation • Review the City of St. Joseph’s current classification and compensation system components • Prepare PowerPoint and present to incumbent employees explaining the study and answering questions • Draft communication to incumbent employees and bargaining units explaining the Job Classification and Compensation System Study, execution guide,s and responses to FAQs for the City of St. Joseph’s management 0-4 Weeks B. Job Analysis • Draft and distribute job questionnaires to specified incumbent employees addressing the skill, effort, responsibility, and working conditions of the job • Management reviews and comments on completed questionnaires • Review and analyze completed questionnaires and management comments 3-10 Weeks C. Job Evaluation • Establish and draft spreadsheet in Excel that systematically and objectively assigns points for each job using factors and subfactors • Management reviews, comments, and makes any necessary changes on job evaluation system and job specific points 10-14 Weeks 11 Phase Services Timeline after Start D. Updates to Job Descriptions • Evaluate existing job descriptions to ensure they are current, accurate, and complete and provide written evaluation to management utilizing F&H’s Job Description Drafting Guide • Analyze current job descriptions to ensure compliance with Federal and State regulations pertaining to compensation standards, including but not limited to Americans with Disabilities Act (ADA) and FLSA • Determine Fair Labor Standards Act exempt status of jobs 16-18 Weeks E. Classification and Compensation System Structure • Draft proposed modifications to pay structure and schedule and placement of job classifications • Draft other proposed Total Rewards • Draft analysis of City-wide cost and individual employee wage impact of the proposed pay structure in Excel 14-16 Weeks F. Classification & Compensation System/Compliance Testing • Utilizing statistical analysis, ensure proposed job points and pay are internally and externally equitable and pay equity legally compliant • Prepare and submit any pay equity report 16-18 Weeks G. Final Documents and Updated Compensation Policies and Plans • Prepare a final report describing the study results and implementation recommendations • Present on findings and recommendations, including written and/or oral reports to the City of St. Joseph City Council • Draft any updates as warranted to: • Classification and compensation policy(ies) updates • Compensation plan to manage compensation clearly, effectively, consistently, and efficiently, including Total Rewards • Classification and compensation manual and usable samples and electronic spreadsheets in Excel and Word for updating job descriptions, job points, and compensation, including methodology for determining the validity for requests for reclassification and/or compensation changes • Updated performance evaluation forms 16-18 Weeks 12 Phase Services Timeline after Start H. System Implementation • Draft outline summarizing the best possible approach to coordinating the recommended job classification and pay plan with current collective bargaining agreements and wage plans, including timelines for implementation, and communicating it with employees and unions • Draft and present job classification and compensation modifications 16-18 Weeks I. Job Evaluation Point Reviews • Draft process, forms, execution guide, and template responses for job evaluation point reviews requested by employees. • Advise on handling specific requested reviews 20-22 Weeks J. Training on System Maintenance and Updating • Conduct training for the City of St. Joseph’s management on maintaining and updating job descriptions, job evaluation points, and adjusting the pay structure by utilizing the compensation plan, job evaluation and compensation how-to guides and electronic spreadsheets • Review and update 5 job classifications through December 31, 2025 20-22 Weeks 13 C OST OF S ERVICES Base Services Flaherty & Hood, P.A.’s Job Classification and Compensation System Study services for the City of St. Joseph will include the following services billed to the City at the hourly rate of $155 per hour, subject to the not-to-exceed total lump sum fee referenced in the request for proposal (RFP), for around 20 job classifications. Phase Services Est. Cost A. Introduction and Project Orientation $1,000 B. Job Analysis $1,500 C. Job Evaluation $2,000 D. Updates to Job Descriptions $750 E. Classification and Compensation System Structure $1,000 F. Classification & Compensation System/Compliance Testing $750 G. Final Documents and Updated Compensation Policies and Plans $1,750 H. System Implementation $750 I. Job Evaluation Point Reviews $1,500 J. Training on System Maintenance and Updating $1,000 Total Not-to-Exceed $12,000 14 Other City-Wide Services Additional Services for Study Additional Job Classifications or Same Job Classifications Above Base Services after Study Service Total Cost Draft, review, and analyze position questionnaires for incumbent employee, if any, and management addressing the skill, effort, responsibility, and working conditions of the position; draft new or updated job description; and establish internal rating after initial job classification rated $800 Establish points and provide analysis after initial job classification pointed $350 Compile, review, and analyze market compensation data, including wages, wage structure, and health insurance benefits $800 Compile, review, and analyze market compensation data other than wages, wage structure, and health insurance contributions $650 per category Service Total Cost Interview using position questionnaires for incumbent employees addressing the skill, effort, responsibility, and working conditions of their position $3,000 (maximum - billed hourly) Establish and meet in-person three times with a working group that includes city management, employees, and bargaining units to provide feedback on the system and/or recommendations for job descriptions, job evaluation points, and/or compensation structure. $3,000 Draft new job descriptions for all positions in new format (up to 30) $3,000 Market Benchmark and Survey • Establish market entities and sources based on statistical analysis and Market Selection Questionnaire submitted to the City of St. Joseph • Determine benchmark jobs to compare • Compile, review and analyze market compensation data for benchmarked job classifications $4,000 Establish supplemental variable pay system, such as performance pay, merit pay, and/or skills or competency pay $3,000 Compile, review, and analyze organizational or market compensation data other than wages and health insurance $750 per category 15 Fees and expenses incurred by Flaherty & Hood, P.A. in providing all services to the City of St. Joseph will be billed as incurred on a monthly basis. Items in addition to those above or other labor relations, employment law, and human resources services are available to the City of St. Joseph and will be billed at the reduced Coalition of Greater Minnesota Cities’ hourly rates of $145 per hour for first 25 hours of service for attorney and $165 per hour for over 25 hours of service, $145 per hour for analyst, $85 per hour for administrative assistant, one-half of hourly rates for travel, and expenses. 16 R EFERENCES Minnesota Municipal Clients Implemented F&H Compensation System Flaherty & Hood, P.A. encourages you to contact the following Minnesota municipal officials that have implemented and are currently utilizing the compensation system being proposed or a similar system designed, developed, and implemented by Flaherty & Hood, P.A. Entity Services Performed Reference Austin Utilities Implementation Date: 2018 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) drafting of updated and new job descriptions; (3) position classification and job evaluation; (4) conducting salary survey; (5) compensation system/ structure development; (6) compensation system testing for pay equity compliance; (7) preparation and presentation of final results and report; and (8) system implementation. Mark Nibaur 507-433-8886 markn@austinutilities.com Personnel assigned to the project: Karina G. Patino Rachel Parker Brandon M. Fitzsimmons City of Austin Implementation Date: 2019 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) drafting of updated and new job descriptions; (3) position classification and job evaluation; (4) conducting salary survey; (5) compensation system/ structure development; (6) compensation system testing for pay equity compliance; (7) preparation and presentation of final results and report; and (8) system implementation. Craig Clark 507-437-9940 craigc@ci.austin.mn.us Personnel assigned to the project: Karina G. Patino Brandon M. Fitzsimmons City of Bagley Implementation Date: 2016 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) drafting of updated and new job descriptions; (3) position classification and job evaluation; (4) conducting salary survey; (5) compensation system/ structure development; (6) compensation system testing for pay equity compliance; (7) preparation and presentation of final results and report; and (8) system implementation. Sid Michel 218-694-2865 SMichel@bagleymn.us Personnel assigned to the project: Carol Loncar Brandon M. Fitzsimmons 17 Entity Services Performed Reference City of Blue Earth Implementation Date: 2023 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) position classification and job evaluation; (3) conducting salary survey; (4) compensation system/structure development; (5) compensation system testing for pay equity compliance; (6) preparation and presentation of final results and report; and (7) system implementation. Mary Kennedy 507-526-7336 mkennedy@becity.org Personnel assigned to the project: Rachel T. Parker Ethan Rundquist Brandon M. Fitzsimmons City of Goodview Implementation Date: 2019 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) position classification and job evaluation; (3) conducting salary survey; (4) compensation system/structure development; (5) compensation system testing for pay equity compliance; (6) preparation and presentation of final results and report; and (7) system implementation. Dan Matejka 507-452-1630 dmatejka@goodviewmn.com Personnel assigned to the project: Karina G. Patino Brandon M. Fitzsimmons City of Moorhead Implementation Date: 2017 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) position classification and job evaluation; (3) conducting salary survey; (4) compensation system/structure development; (5) compensation system testing for pay equity compliance; (6) preparation and presentation of final results and report; and (7) system implementation. Christina Volkers 651-730-2705 chris.volkers@ci.oakdale.mn.us Personnel assigned to the project: Karina G. Patino Brandon M. Fitzsimmons 18 Entity Services Performed Reference Moorhead Public Service Implementation Date: 2015 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) drafting of updated and new job descriptions; (3) position classification and job evaluation; (4) conducting salary survey; (5) compensation system/ structure development; (6) compensation system testing for MLGPEA; (7) preparation and presentation of final results and report and (8) system implementation. Organizational, Job Classification, and Compensation Study, including: (1) position analysis and review of job descriptions; (2) conducting salary survey; (3) compensation system/ structure update and modification; (4) review the services the utility provides, the utility employees necessary to provide the services, their organization and reporting structures, and the amount of staffing needed; (5) elicit input from the Board of Commissioners regarding the municipal utility’s organization; and (6) determine any appropriate changes to make to its organization; (7) preparation and presentation of final results and report and (8) system implementation. Travis Schmidt 218-477-8084 TSchmidt@mpsutility.com Personnel assigned to the project: Rachel T. Parker Ethan Rundquist Brandon M. Fitzsimmons Karina G. Patino City of Oakdale Implementation Date: 2021 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) position classification and job evaluation; (3) conducting salary survey; (4) compensation system/structure development; (5) compensation system testing for pay equity compliance; (6) preparation and presentation of final results and report; and (7) system implementation. Christina Volkers 651-730-2705 chris.volkers@ci.oakdale.mn.us Personnel assigned to the project: Rachel T. Parker Ethan Rundquist Brandon M. Fitzsimmons Karina G. Patino 19 Entity Services Performed Reference City of Pelican Rapids Implementation Date: 2016 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) drafting of updated and new job descriptions; (3) position classification and job evaluation; (4) conducting salary survey; (5) compensation system/ structure development; (6) compensation system testing for pay equity compliance; (7) preparation and presentation of final results and report; and (8) system implementation. Donald Solga 218-863-7076 pradmin@loretel.net Personnel assigned to the project: Carol Loncar Brandon M. Fitzsimmons City of Plainview Implementation Date: 2017 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) drafting of updated and new job descriptions; (3) position classification and job evaluation; (4) conducting salary survey; (5) compensation system/structure development; (6) compensation system testing for pay equity compliance; (7) preparation and presentation of final results and report; and (8) system implementation. John Chattin 218-368-9316 chattin@paulbunyan.net Personnel assigned to the project: Carol Loncar Brandon M. Fitzsimmons City of St. Charles Implementation Date: 2017 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) drafting of updated and new job descriptions; (3) position classification and job evaluation; (4) conducting salary survey; (5) compensation system/ structure development; (6) compensation system testing for pay equity compliance; (7) preparation and presentation of final results and report; and (8) system implementation. Nick Koverman 651-565-2638 nkoverman@semmchra.org Personnel assigned to the project: Karina G. Patino Brandon M. Fitzsimmons 20 Entity Services Performed Reference City of St. Joseph Implementation Date: 2020 Job Classification and Compensation Review, including: (1) position analysis and review of job descriptions; (2) position classification and job evaluation; (3) compensation system/structure development; (4) compensation system testing for pay equity compliance; (5) preparation and presentation of final results and report; and (6) system implementation. Rick Schultz 320-260-0393 rschultz@cityofstjoseph.com Personnel assigned to the project: Rachel T. Parker Ethan Rundquis Karina Patino Brandon M. Fitzsimmons City of Stillwater Implementation Date: 2016 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) position classification and job evaluation; (3) conducting salary survey; (4) compensation system/structure development; (5) compensation system testing for pay equity compliance; (6) preparation and presentation of final results and report; and (7) system implementation. Donna Robole 651-430-8806 drobole@ci.stillwater.mn.us Personnel assigned to the project: Carol Loncar Brandon M. Fitzsimmons City of Waseca Implementation Date: 2016 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) drafting of updated and new job descriptions; (3) position classification and job evaluation; (4) conducting salary survey; (5) compensation system/ structure development; (6) compensation system testing for pay equity compliance; (7) preparation and presentation of final results and report; and (8) system implementation. Danny Lenz 952-496-8166 dlenz@co.scott.mn.us Personnel assigned to the project: Carol Loncar Brandon M. Fitzsimmons City of Wells Implementation Date: 2018 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) drafting of updated and new job descriptions; (3) position classification and job evaluation; (4) conducting salary survey; (5) compensation system/ structure development; (6) compensation system testing for pay equity compliance; (7) preparation and presentation of final results and report; and (8) system implementation. C.J. Holl 218-936-3560 cj.holl@co.mahnomen.mn.us Personnel assigned to the project: Karina Patino Brandon M. Fitzsimmons 21 Entity Services Performed Reference City of Winona Implementation Date: 2015 Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) drafting of updated and new job descriptions; (3) position classification and job evaluation; (4) conducting salary survey; (5) compensation system/structure development; (6) compensation system testing for MLGPEA; (7) preparation and presentation of final results and report; and (8) system implementation. Deb Beckman 507-457-8232 dbeckman@ci.winona.mn.us Personnel assigned to the project: Rachel T. Parker Ethan Rundquist Lucas Golliet Brandon M. Fitzsimmons City of Winsted Implementation Date: 2015 • Job Classification and Compensation Study, including: (1) position analysis and review of job descriptions; (2) drafting of updated and new job descriptions; (3) position classification and job evaluation; (4) conducting salary survey; (5) compensation system/ structure development; (6) compensation system testing for pay equity compliance; (7) preparation and presentation of final results and report; and (8) system implementation. Raquel Kirchoff 320-485-2366 raquel.kirchoff@winsted.mn.us Personnel assigned to the project: Karina Patino Brandon M. Fitzsimmons Additional Job Classification and Compensation Clients Flaherty & Hood, P.A. has performed, or is currently performing Job Classification and Compensation Studies for the following public entities that included(s): (1) job analysis and review of job descriptions; (2) drafting of updated and new job descriptions; (3) job classification and job evaluation; (4) conducting salary and benefits survey; (5) compensation system/structure development; (6) compensation system testing for pay equity compliance; (7) preparation and presentation of final results and updated plans and policies; and (8) system implementation.: • City of Alexandria (pending) • City of Brainerd (pending) • City of Dilworth • City of International Falls (pending) • City of Lewiston (pending) • Minnesota Valley Transit Authority • City of Park Rapids • City of Princeton (pending) • City of Pueblo (pending) • St. Cloud Area Planning Organization • Village of Los Lunas • Wash. Cnty. Dev’t. Agency Protected Nonpublic Data/Confidential Attachment A Page 1 of 29 Protected Nonpublic Trade Secret Data Job Analysis Questionnaire (Please Type or Print) Employee Name: Employee Telephone Number: Employee Email: Employee Title: Immediate Supervisor Name: Immediate Supervisor Title: Employee Department: Department Head Name: Department Head Title: Employee Bargaining Unit: Comments: Section 1. Background The City of St. Joseph is conducting a job analysis of its employees to: a. Study each position with input from all levels of the organization. b. Create job documentation for each position primarily for comparing each position internally within the organization and for drafting job descriptions. Section 2. Instructions Instructions for Employee Please fill in the box at the top of this page and answer all questions accurately to the best of your ability on the pages that follow in the areas labeled “Employee Response”. You may also include any comments in the areas labeled “Comments”. While filling out this questionnaire, please consider all aspects of your position as they relate to a full calendar year (winter, spring, summer, and fall). If you have any questions about completing this questionnaire, please direct them to [name] at [email address]. When you complete all questions on this questionnaire to the best of your ability, please sign and date this form in section 6 labeled “Acknowledgments” and email (preferred) or hand deliver this questionnaire to your immediate supervisor no later than [date]. Job Analysis Questionnaire Page 2 of 29 Instructions for Supervisor Please review the box at the top of the previous page for accuracy and answer all questions accurately to the best of your ability on the pages that follow in the areas labeled “Supervisor Response”. You may also include any comments in the areas labeled “Comments”. While filling out this questionnaire, please consider all aspects of this position as they relate to the full year (winter, spring, summer, and fall). For your convenience, a checkbox has been included in each of the areas for a supervisor’s response indicating you have reviewed the employee’s response and agree completely with his/her response. If you disagree with any portion of the employee’s response, please complete the section to the best of your ability. If you have any questions about completing this questionnaire, please direct them to [name] at [email address]. When you complete all questions on this questionnaire to the best of your ability, please sign and date this form in section 6 labeled “Acknowledgments”, and email (preferred) or hand deliver this questionnaire to the department head in order for their review to be conducted no later than [date]. Instructions for Department Heads Please review all of the answers given by the employee and supervisor on this questionnaire for this position to ensure accuracy of responses. Please consider all aspects of this position as they relate to the full year (winter, spring, summer, and fall). Please list any comments or concerns on this form in section 4 labeled “Additional Comments by Department Head”. When you finish making any additional comments, please sign and date this form in section 6 labeled “Acknowledgments” and hand deliver or email this questionnaire to [name] at [email address] no later than [date]. Instructions for Completing this Questionnaire Electronically - Preferred To email this document to the individual specified in the instructions above, on a computer, click the “File” button in the top left corner, select “Save & Send” in the left hand column, and then click on “Send as Attachment” on the right side of your screen. If you do not complete this document before emailing it, please save the document on your computer in a nonpublic file so that you can continue working on it until it is completed and emailed. After you have submitted this questionnaire to your supervisor, please delete this document off of y our computer. Instructions for Completing this Questionnaire by Hand If completing this questionnaire by hand, please be sure to write legibly with blue or black ink. When hand delivering this document to the individual specified in the instructions above, please hand this to them personally or place the form into their employee mailbox. Job Analysis Questionnaire Page 3 of 29 Section 3. Questions Subsection A. Supervision 1. Please identify the titles of the positions which you directly supervise, if any. (Please separate positions with commas) Employee Response: Supervisor Response: Same 2. Please identify the title of the position which directly supervises you. 3. Please identify if you have the authority to undertake or effectively recommend to management the following supervisory functions in the interests of the organization. In the box below, please check the boxes of the answers that best exemplify your normal supervisory functions over the course of an entire calendar year. (Please select all that apply) Employee Response: Supervisor Response: Same Employee Response: Hiring of other employees Discharge of other employees Discipline of other employees Transfer of other employees Assignment of other employees Reward of other employees Suspension of other employees Direction of the work of other employees Adjustment of other employees' grievances on behalf of the employer Promotion of other employees Supervisor Response: Same Hiring of other employees Discharge of other employees Discipline of other employees Transfer of other employees Assignment of other employees Reward of other employees Suspension of other employees Direction of the work of other employees Adjustment of other employees' grievances on behalf of the employer Promotion of other employees Job Analysis Questionnaire Page 4 of 29 4. You may include any comments related to the above subsection in the area labeled “Comments” below. Employee Comments: Supervisor Comments: Subsection B. Position Summary 1. Please write 2-3 sentences that describe the major characteristics of your work. Major Characteristics are the most important features or qualities of the work you perform that make your job recognizable, e.g. “performs servicing and mechanical repair work on automatic equipment” or “supervises subordinates who police services for the organization and establish goals policies and schedules…” Employee Response: Supervisor Response: Same 2. Please write 1 sentence that states the overall purpose of the work you perform. The purpose of your position is the goal or intended outcome of the major characteristics (answered in question B-1), e.g. “to maintain the operational status of a vehicle fleet.” Employee Response: Supervisor Response: Same 3. You may include any comments related to the above subsection in the area labeled “Comments” below. Job Analysis Questionnaire Page 5 of 29 Employee Comments: Supervisor Comments: Subsection C. Employee Functions 1. This section is very important to understanding your job duties. Please identify the fundamental job functions of your position in the format that follows on the next page. Provide an in depth description so someone not familiar with your position can understand what you do. Please reference your current job description according to the directions below. The functions listed on your current job description, however, may not best represent what your current job functions are. First, complete the first column in the table entitled “Function Description” in which you will copy or modify each fundamental job function as stated in your job description that you perform at any time within an entire year. Second, please include in the column entitled “Knowledge, skills, or abilities required,” the knowledge, skills and abilities needed to satisfactorily perform the function. According to the National Center for O*NET Development, “Knowledge is sets of facts and principles needed to address problems and issues that are part of a job; a skill is the ability to perform a task well, and is usually developed over time through training or experience; and an ability is an enduring talent that can help a person do a job” (2014). Third, include in the column entitled “Time spent in a full year (%),” the time spent on each function in the form of a percentage (percentages should equal close to but not over 100%). The time spent on each function should be the approximate amount of time you spend on the function as a percent of a 2,080 hour (or your normal) work year. Finally, in the column entitled “Physical activities or working conditions required”, please identify what activities you need to be able to do and working conditions you are subject to, in order to satisfactorily perform the function. You will indicate this by using the corresponding numbers from the “Working Conditions and Activities Bank” at the top of the next page and inserting them into the column labeled “Physical activities or working conditions required”. You may add any working conditions and activities you do not see listed in the three blank boxes at the bottom of the bank of words. Please try to be as concise and specific as possible. An example of text used for a position is included in the chart labeled “Examples.” You may include any comments related to this section in the area labeled “Comments.” The fourth column should only be used by supervisors when they agree with the entirety of the row. Attach additional pages, if necessary. If you are completing this form Job Analysis Questionnaire Page 6 of 29 electronically and need an extra page, you will need to print out one of the provided blank pages to fill out by hand. Please make sure any extra sheets are either scanned and attached to the email or delivered by hand to your supervisor or the division head. Job Analysis Questionnaire Page 7 of 29 Working Conditions and Activities Bank 1. Climb 2. Balance 3. Bend/Stoop 4. Kneel 5. Crouch 6. Squat 7. Crawl 8. Reach above shoulder level 9. Sit 10. Stand 11. Walk 12. Run 13. Push/Pull 14. Lift 15. Carry 16. Finger/ Enter data/ keystroke 17. Feel 18. Talk 19. Hear 20. Smell 21. Repetitive Motions 22. Drive 23. Exposure to inside environmental conditions 24. Exposure to outside environmental conditions 25. Exposure to noise, dust, fumes, gases, chemicals, or oils requiring special mitigating precautions or protective gear 26. Working in narrow aisles or passageways 27. Work around moving mechanical parts 28. Working in close quarters 29. Exposure to extreme heat 30. Exposure to extreme cold 31. Working at unguarded heights 32. Exposure to infectious diseases 33. Work around prisoners or mental patients 34. Work around or handle weapons 35. Work includes defending from bodily harm 36. Exposure to smoke and fire 37. 38. 39. Examples: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Measures dimensions and verify level, alignment, or elevation of structures or fixtures to ensure compliance to building plans and codes. Knowledge of building plans and codes Ability to use hand tools and measurement devises 30% 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 13, 14, 15, 16, 17, 19, 20, 22, 24, 25, 26 Monitor project activities to ensure that instructions are followed, deadlines are met, and schedules are maintained using planning forms, calendars, and written and verbal communication Knowledge of planning forms and calendars Written and verbal communication abilities 20% 18, 19, 23 Install or replace machinery, equipment, and new or replacement parts and instruments, using hand or power tools Knowledge of machines and tools, including their designs, uses, repair, and maintenance 15% 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 13, 14, 15, 16, 17, 19, 20, 21, 23, 25, 26, 27, 28 Job Analysis Questionnaire Page 8 of 29 Employee Responses: Supervisor: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Same Job Analysis Questionnaire Page 9 of 29 Employee Responses: Supervisor: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Same Job Analysis Questionnaire Page 10 of 29 Employee Responses: Supervisor: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Same Comments: Supervisor Responses: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Job Analysis Questionnaire Page 11 of 29 Supervisor Responses: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Job Analysis Questionnaire Page 12 of 29 Supervisor Responses: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Comments: 2. In the box below, please check the boxes of the answers that best exemplify your job’s normal duties over the course of an entire year. (Please select all that apply) Employee Response: The principal, main, major, or most important duties of this position include managing the enterprise, or managing a customarily recognized department or subdivision of the enterprise The principal, main, major, or most important duties of this position include the performance of office or non-manual work directly related to the management or general business operations of the organization or the organization’s customers. The principal, main, major, or most important duties of this position include the performance of work requiring advanced knowledge, defined as work which is predominantly intellectual. The primary duties of this position include the exercise of discretion and independent judgment with respect to matters of significance. Supervisor Response: Same The principal, main, major, or most important duties of this position include managing the enterprise, or managing a customarily recognized department or subdivision of the enterprise The principal, main, major, or most important duties of this position include the performance of office or non-manual work directly related to the management or general business operations of the organization or the organization’s customers. The principal, main, major, or most important duties of this position include the performance of work requiring advanced knowledge, defined as work which is predominantly intellectual. Job Analysis Questionnaire Page 13 of 29 The primary duties of this position include the exercise of discretion and independent judgment with respect to matters of significance. Job Analysis Questionnaire Page 14 of 29 Subsection D. Minimum Qualifications Education 1. Please identify the minimum level of education needed to satisfactorily perform all of the functions of your job. Please be sure to describe the level of education (e.g., one year program, associate's, master's, doctoral) in the response box labeled “Level” and the field of education (e.g., accounting, electrical, engineering) in the response box labeled “Field”. Employee Response: Supervisor Response: Same Less than a high school diploma or GED certificate High school diploma or GED certificate Post-secondary education equal to less than a bachelor’s degree Level: Field: Bachelor's degree Field : Graduate school (e.g. master's degree, Ph.D., M.D., J.D.) Level: Field: Less than a high school diploma or GED certificate High school diploma or GED certificate Post-secondary education equal to less than a bachelor’s degree Level: Field: Bachelor's degree Field : Graduate school (e.g. master's degree, Ph.D., M.D., J.D.) Level: Field: Experience 2. Please identify the minimum years of experience related to your job and field of experience needed to satisfactorily perform all of the functions of your job. The “Field of Experience” is the subject matter of the experience required to satisfactorily perform all of the functions of your job. Employee Response: Supervisor Response: Same Years of experience: Years of experience: Field of experience: Field of Experience: Job Analysis Questionnaire Page 15 of 29 Training, Certificates and Licenses 3. Please identify the minimum training, certificates, and licenses that are needed to satisfactorily perform all of the functions of your job and the amount of time (hours/weeks/months/years) required to obtain the training, certificate, or license. (list as many as needed, please separate with commas) Other Qualifications 4. Please identify any qualifications that must be obtained during employment that are needed to satisfactorily perform all of the functions of your job. “Qualifications” are qualities or accomplishments that make an individual suitable for a particular job (e.g., specific training or certifications). (list as many as needed, please separate with commas) Comments 5. You may include any comments related to the above subsection in the area labeled “Comments” below. Employee Comments: Supervisor Comments: Employee Response: Supervisor Response: Same Employee Response: Supervisor Response: Same Job Analysis Questionnaire Page 16 of 29 Subsection E. Desired Qualifications Education 1. Please identify the desired level of education needed to exceptionally perform all of the functions of your job. Please be sure to describe the level of education (e.g., one year program, associate's, master's, doctoral) in the response box labeled “Level” and the field of education (e.g., accounting, electrical, engineering) in the response box labeled “Field”. Employee Response: Supervisor Response: Same Less than a high school diploma or GED certificate High school diploma or GED certificate Post-secondary education equal to less than a bachelor’s degree Level: Field: Bachelor's degree Field : Graduate school (e.g. master's degree, Ph.D., M.D., J.D.) Level: Field: Less than a high school diploma or GED certificate High school diploma or GED certificate Post-secondary education equal to less than a bachelor’s degree Level: Field: Bachelor's degree Field : Graduate school (e.g. master's degree, Ph.D., M.D., J.D.) Level: Field: Experience 2. Please identify the desired years of experience related to your job and field of experience needed to exceptionally perform all of the functions of your job The “Field of Experience” is the subject matter of the experience required to exceptionally perform all of the functions of your job. Employee Response: Supervisor Response: Same Years of experience: Years of experience: Field of experience: Field of Experience: Job Analysis Questionnaire Page 17 of 29 Training, Certificates and Licenses 3. Please identify the desired training, certificates and licenses that are needed to exceptionally perform all of the functions of your job and the amount of time (hours/weeks/months/years) required to obtain the training, certificate, or license. (list as many as needed, please separate with commas) Comments 4. You may include any comments related to the above subsection in the area labeled “Comments” below. Employee Comments: Supervisor Comments: Employee Response: Supervisor Response: Same Job Analysis Questionnaire Page 18 of 29 Subsection G. Complexity 1. Please identify the extent to which this position’s responsibilities are related to one another? (Please check the box of the answer that best exemplifies the normal working conditions of this position). Employee Response: Supervisor Response: Same There is little choice in deciding what to do or how to do it. The level of complexity is low. Tasks involve related steps, processes, and methods that require this position to recognize clear differences in a variety of situations. Processes, procedures, or software vary from one assignment to the next, although assignments are related in function and objective. Work requires many different processes and methods applied to an established professional or technical field. In addition to work that requires many different processes and methods, work also demands great depth of analysis to identify the nature and extent of problems, develop new methods, and deal with many variables including some that are unclear or conflicting. There is little choice in deciding what to do or how to do it. The level of complexity is low. Tasks involve related steps, processes, and methods that require this position to recognize clear differences in a variety of situations. Processes, procedures, or software vary from one assignment to the next, although assignments are related in function and objective. Work requires many different processes and methods applied to an established professional or technical field. In addition to work that requires many different processes and methods, work also demands great depth of analysis to identify the nature and extent of problems, develop new methods, and deal with many variables including some that are unclear or conflicting. Employee Comments: Supervisor Comments: Job Analysis Questionnaire Page 19 of 29 Subsection H. Responsibility 1. Please identify the extent to which you work without supervision? (Please check the box of the answer that best exemplifies the normal working conditions of this position) Employee Response: Supervisor Response: Same This position does not deviate from detailed directions given by the supervisor and guides, e.g., standard operating procedures (SOPs), handbooks, and reference manuals. This position carries out a group of procedures using the general methods and desired results that the supervisor indicates. This position selects from among the most appropriate of several guidelines, makes minor adjustments to methods, and refers unforeseen situations to others for solution. This position either (a) carries out work with minimal supervision (i.e., the supervisor sets only goals, priorities, and deadlines; and the employee uses guidelines that cover most situations); or (b) follows the supervisor's directions on methods and desired results but modifies methods to resolve unforeseen situations and problems. This position both (a) operates under minimal supervision based on overall objectives and available resources; and (b) must make decisions based on inadequate guidelines that require considerable interpretation and force the employee to plan all the phases of the assignment and develop some new methods. This position (a) works with only administrative and policy direction; and (b) must make decisions based on broadly stated guidelines that lack specificity or proven validity, e.g., general policy statements, basic laws, or scientific theory. The employee defines objectives, plans work, and develops new method or hypotheses that have led to recognition as a technical authority. This position does not deviate from detailed directions given by the supervisor and guides; e.g., standard operating procedures (SOPs), handbooks, and reference manuals. This position carries out a group of procedures using the general methods and desired results that the supervisor indicates. This position selects from among the most appropriate of several guidelines, makes minor adjustments to methods, and refers unforeseen situations to others for solution. This position either (a) carries out work with minimal supervision (i.e., the supervisor sets only goals, priorities, and deadlines; and the employee uses guidelines that cover most situations), or (b) follows the supervisor's directions on methods and desired results but modifies methods to resolve unforeseen situations and problems. This position both (a) operates under minimal supervision based on overall objectives and available resources and (b) must make decisions based on inadequate guidelines that require considerable interpretation and force the employee to plan all the phases of the assignment and develop some new methods. This position (a) works with only administrative and policy direction and (b) must make decisions based on broadly stated guidelines that lack specificity or proven validity, e.g., general policy statements, basic laws, or scientific theory. The employee defines objectives, plans work, and develops new method or hypotheses that have led to recognition as a technical authority. Employee Comments: Supervisor Comments: Job Analysis Questionnaire Page 20 of 29 2. Please identify the extent to which this position exercises supervisory functions? (Please check the box of the answer that best exemplifies the normal working conditions of this position) Employee Response: Supervisor Response: Same Low if any coordination of work with other individuals Moderate coordination of work with other individuals (Non- Supervisory) High coordination of work with other individuals, e.g., Project Lead or First level supervisory, or managerial roles in charge of an individual function Coordination of work in multiple but related functions through subordinate supervisors Coordination of work in diverse functions through subordinate supervisors Low if any coordination of work with other individuals Moderate coordination of work with other individuals (Non- Supervisory) High coordination of work with other individuals, e.g., Project Lead or First level supervisory, or managerial roles in charge of an individual function Coordination of work in multiple but related functions through subordinate supervisors Coordination of work in diverse functions through subordinate supervisors Employee Comments: Supervisor Comments: Job Analysis Questionnaire Page 21 of 29 3. Please identify the extent to which this position’s responsibilities impact the overall organization’s business? (Please check the box of the answer that best exemplifies the normal working conditions of this position) Employee Response: Supervisor Response: Same Work relieves others in the unit/ office of simple, repetitive tasks. The work has minimal impact outside of the immediate organizational unit. Work product or service affects the accuracy, reliability, or acceptability of further processes or services. Work affects the overall efficiency and image of the organization on matters of significance. Work affects a wide range of professional projects or administrative activities of the organization, influences internal or external operations, and impacts many people. Work affects the work of other experts, manages important professional or administrative activities of the organization, and impacts the wellbeing of many groups of people. Work relieves others in the unit/ office of simple, repetitive tasks. The work has minimal impact outside of the immediate organizational unit. Work product or service affects the accuracy, reliability, or acceptability of further processes or services. Work affects the overall efficiency and image of the organization on matters of significance. Work affects a wide range of professional projects or administrative activities of the organization, influences internal or external operations, and impacts many people. Work affects the work of other experts, manages important professional or administrative activities of the organization, and impacts the wellbeing of many groups of people. Employee Comments: Supervisor Comments: Job Analysis Questionnaire Page 22 of 29 Subsection I. Physical Abilities 1. Please identify the maximum number of hours doing each of these activities in any single work day throughout the year by selecting the box in the appropriate column. While filling out this subsection, please consider all aspects of your position as they relate to the full year (winter, spring, summer, and fall). Please check one box per horizontal row, and identify the maximum number of steps needed to climb and weight in pounds needed to move if there is an answer blank for that activity. Employee Responses: Hours Supervisor: Activity Never Occasionally (¼-2½ hr) Frequently (2½-5½ hr) Continuously (5½-8 hr) Same Climb steps Balance Bend/Stoop Kneel Crouch Squat Crawl Reach above shoulder level Sit Stand Walk Run Push/Pull lbs. Lift lbs. Job Analysis Questionnaire Page 23 of 29 Employee Responses: Hours Supervisor: Activity Never Occasionally (¼-2½ hr) Frequently (2½-5½ hr) Continuously (5½-8 hr) Same Carry lbs. Finger/ Enter data/ keystroke Feel Talk Hear Smell Repetitive Motions Drive List any other activities you may perform in the area labeled “Comments” below Supervisor Responses: Hours Activity Never Occasionally (¼-2½ hr) Frequently (2½-5½ hr) Continuously (5½-8 hr) Climb steps Balance Bend/Stoop Kneel Crouch Squat Crawl Job Analysis Questionnaire Page 24 of 29 Supervisor Responses: Hours Activity Never Occasionally (¼-2½ hr) Frequently (2½-5½ hr) Continuously (5½-8 hr) Reach above shoulder level Sit Stand Walk Run Push/Pull lbs. Lift lbs. Carry lbs. Finger/ Enter data/ keystroke Feel Talk Hear Smell Repetitive Motions Drive List any other activities you may perform in the area labeled “Comments” below Job Analysis Questionnaire Page 25 of 29 2. You may include any other activities you may perform or any other comments related to the activities you specified performing in question one of this subsection. Employee Comments: Supervisor Comments: 3. Please identify if you use hands for action such as those listed below on any single work day throughout the year. Please check the boxes that best exemplify your normal working conditions over the course of an entire year. (Please select all that apply) Further description can be added in the area labeled “Comments” in question 6 below. Employee Responses: N/A Simple Handling or Grasping Firm Handling or Grasping Fine Handling or Manipulation Supervisor Responses: Same N/A Simple Handling or Grasping Firm Handling or Grasping Fine Handling or Manipulation A. Right B. Left A. Right B. Left 4. Please identify if you use feet for repetitive movements as in operating foot controls on any single work day throughout the year. Please check the boxes that best exemplify your normal working conditions over the course of an entire year. (Please select all that apply) Further description can be added in the area labeled “Comments” in question 6 below. Employee Responses: Yes No Supervisor Responses: Same Yes No A. Right Foot B. Left Foot A. Right Foot B. Left Foot Job Analysis Questionnaire Page 26 of 29 5. Please identify if your job requires any of the following forms of vision on any single work day throughout the year. Please check all boxes that best exemplify your normal working conditions over the course of an entire year. (Please select all that apply) Further description can be added in the area labeled “Comments” in question 6 below. Employee Responses: Yes No Supervisor Responses: Same Yes No Close Vision – Clarity of vision at 20 inches or less Close Vision – Clarity of vision at 20 inches or less Far Vision - Clarity of vision at 20 feet or more Far Vision - Clarity of vision at 20 feet or more Depth Perception - Three-dimensional vision. Ability to judge distances and spatial relationships Depth Perception - Three-dimensional vision. Ability to judge distances and spatial relationships Visual Acuteness - Adjustment of lens of eye to bring an object into sharp focus, required when doing near point work at varying distances from the eye Visual Acuteness - Adjustment of lens of eye to bring an object into sharp focus, required when doing near point work at varying distances from the eye Color Vision - Ability to identify and distinguish colors Color Vision - Ability to identify and distinguish colors Peripheral Vision - Observing an area that can be seen up and down or to right or left while eyes are fixed on a given point Peripheral of Vision - Observing an area that can be seen up and down or to right or left while eyes are fixed on a given point 6. You may include any comments related to the above subsection in the area labeled “Comments” below. Employee Comments: Supervisor Comments: Job Analysis Questionnaire Page 27 of 29 Section 4. Comments by Department Head Only the Department Head fills out this section. If you are NOT the department head please move to Section 6 labeled “Acknowledgments” to sign and date. Department Head Comments: Job Analysis Questionnaire Page 28 of 29 Section 5. Comments by Executive Director Only the Executive Director fills out this section. If you are NOT the Executive Director please move to Section 6 labeled “Acknowledgments” to sign and date. Executive Director Comments: Job Analysis Questionnaire Page 29 of 29 Section 6. Acknowledgments Instructions for Employee, Immediate Supervisor, Department Head, and Executive Director Sign and date this questionnaire below in the appropriate acknowledgment after completion of the review of this questionnaire. If filling this questionnaire electronically, typing your name will count as a signature. Employee I acknowledge completing the appropriate portions of this questionnaire to the best of my ability. Employee Signature Date Immediate Supervisor I acknowledge completing the appropriate portions of this questionnaire to the best of my ability. Immediate Supervisor Signature Date Department Head I acknowledge completing the appropriate portions of this questionnaire to the best of my ability. Department Head Signature Date Executive Director I acknowledge completing the appropriate portions of this questionnaire to the best of my ability. Executive Director Signature Date City of Oz Job Description Sample Protected Nonpublic Data/Confidential Attachment B Position Summary Under the general supervision, this position performs administrative support work for the City, responds to customer or staff requests, and is responsible for establishing office routines and procedures. This position performs utility billing procedures as needed. Job Duties or Essential Functions The essential functions of the position include but are not limited to the following: • Provides support services including word processing, spreadsheet management, transcriptions, and other clerical tasks for various department s. • Greets visitors or callers and handles their inquiries or directs them to the appropriate individual(s) according to their needs. • Answers multi-line phone system and gives information to callers, takes messages, or transfers calls to appropriate individual(s). • Opens and distributes incoming mail or other materials and delivers mail to post office daily for mailing. • Issues and collects payment for various permits, licenses, and city services. • Collects payments and assists customers with utility billing qu estions. • Researches and provides city records and financial information to department heads. • Assists in maintaining city data and files according to Data Retention Schedule. • Collects information and prepares and issues invoices for various businesses and vendors. • Coordinates requests for reservation of City Hall and other facilities. • Responds to requests for information from the public, other municipalities, state officials, or state and federal legislative offices. • Participates in the administration of municipal elections. • Updates website with information from Council, Planning, and other Commission meetings. • Orders office supplies. • Assists with utility billing procedures as needed. • Performs other duties as assigned. Job Title: Division: Administrative Assistant Administration Reports To: Supervises: FLSA Status: City Clerk/Treasurer None Non-Exempt Bargaining Unit: None Effective Date: 20/20/2020 Page 2 of 4 Minimum Qualifications To perform this position successfully, an individual must be able to perform each essential function satisfactorily. The requirements listed below are representative of the formal training and experience required. Education • High school diploma or GED certificate required Experience • Two (2) years of office management or accounting experience including personal computer experience with Microsoft Office applications Desired Qualifications The requirements listed below are representative of the formal training and experience preferred in order to exceptionally perform all of the functions of this position. Education • Associates degree or college courses in accounting, public administration or business administration Experience • Three (3) years of office management or accounting experience Trainings, Certificates, and Licenses • Possess Microsoft Office Specialist (MOS) certification Complexity The overall complexity of this position is moderately high. While performing the normal duties of this job processes, procedures, or software vary from one assignment to the next. Assignments are still related in function and objective. Responsibility Supervision General supervision is provided while performing the normal duties of thi s job. This position exhibits no supervisory responsibilities. Impact While performing the normal duties of this job, this position’s work product or services affect the accuracy, reliability, or acceptability of further processes or services. Page 3 of 4 Required Physical Abilities and Work Conditions The physical demands and work conditions described here are representative of those that must be met by an individual to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Hazards While performing the duties of this job, this position : • May occasionally climb up to 16 steps, push/pull up to 60 lbs., lift and/or carry up to 20 lbs., and smell; frequently bend/stoop, kneel, crouch, squat, reach above shoulder level, stand, walk, and drive; and continuously sit, finger/enter data/keystroke, talk, and hear. • Will use right hand and left hand for simple handling or grasping, firm handling or grasping, and fine handling or manipulation. • Will use right foot for repetitive movements. • Will use close vision, far vision, depth perception, visual acuteness, color vi sion, and peripheral vision. Surroundings While performing the duties of this job, this position will experience exposure to inside environmental conditions, working around moving mechanical parts, and working in close quarters. The above statements are intended to describe the general nature and level of work being performed by individuals employed in this job. They are not intended to be an exhaustive list of all duties and qualifications required of personnel in this job. The employer ma y and reserves its right to change the job description and establish, modify or eliminate job duties and responsibilities and jobs at its discretion with or without notice. Page 4 of 4 Review/Approvals I acknowledge reviewing and approve of this job description. Immediate Supervisor Signature Date Department Head Signature Date Human Resource Coordinator Signature Date City Manager Signature Date Acknowledgement I acknowledge reviewing this Job Description. Employee Signature Date Protected Nonpublic Data/Confidential Attachment A Page 1 of 29 Protected Nonpublic Trade Secret Data Job Analysis Questionnaire (Please Type or Print) Employee Name: Employee Telephone Number: Employee Email: Employee Title: Immediate Supervisor Name: Immediate Supervisor Title: Employee Department: Department Head Name: Department Head Title: Employee Bargaining Unit: Comments: Section 1. Background The City of St. Joseph is conducting a job analysis of its employees to: a. Study each position with input from all levels of the organization. b. Create job documentation for each position primarily for comparing each position internally within the organization and for drafting job descriptions. Section 2. Instructions Instructions for Employee Please fill in the box at the top of this page and answer all questions accurately to the best of your ability on the pages that follow in the areas labeled “Employee Response”. You may also include any comments in the areas labeled “Comments”. While filling out this questionnaire, please consider all aspects of your position as they relate to a full calendar year (winter, spring, summer, and fall). If you have any questions about completing this questionnaire, please direct them to [name] at [email address]. When you complete all questions on this questionnaire to the best of your ability, please sign and date this form in section 6 labeled “Acknowledgments” and email (preferred) or hand deliver this questionnaire to your immediate supervisor no later than [date]. Job Analysis Questionnaire Page 2 of 29 Instructions for Supervisor Please review the box at the top of the previous page for accuracy and answer all questions accurately to the best of your ability on the pages that follow in the areas labeled “Supervisor Response”. You may also include any comments in the areas labeled “Comments”. While filling out this questionnaire, please consider all aspects of this position as they relate to the full year (winter, spring, summer, and fall). For your convenience, a checkbox has been included in each of the areas for a supervisor’s response indicating you have reviewed the employee’s response and agree completely with his/her response. If you disagree with any portion of the employee’s response, please complete the section to the best of your ability. If you have any questions about completing this questionnaire, please direct them to [name] at [email address]. When you complete all questions on this questionnaire to the best of your ability, please sign and date this form in section 6 labeled “Acknowledgments”, and email (preferred) or hand deliver this questionnaire to the department head in order for their review to be conducted no later than [date]. Instructions for Department Heads Please review all of the answers given by the employee and supervisor on this questionnaire for this position to ensure accuracy of responses. Please consider all aspects of this position as they relate to the full year (winter, spring, summer, and fall). Please list any comments or concerns on this form in section 4 labeled “Additional Comments by Department Head”. When you finish making any additional comments, please sign and date this form in section 6 labeled “Acknowledgments” and hand deliver or email this questionnaire to [name] at [email address] no later than [date]. Instructions for Completing this Questionnaire Electronically - Preferred To email this document to the individual specified in the instructions above, on a computer, click the “File” button in the top left corner, select “Save & Send” in the left hand column, and then click on “Send as Attachment” on the right side of your screen. If you do not complete this document before emailing it, please save the document on your computer in a nonpublic file so that you can continue working on it until it is completed and emailed. After you have submitted this questionnaire to your supervisor, please delete this document off of your computer. Instructions for Completing this Questionnaire by Hand If completing this questionnaire by hand, please be sure to write legibly with blue or black ink. When hand delivering this document to the individual specified in the instructions above, please hand this to them personally or place the form into their employee mailbox. Job Analysis Questionnaire Page 3 of 29 Section 3. Questions Subsection A. Supervision 1. Please identify the titles of the positions which you directly supervise, if any. (Please separate positions with commas) Employee Response: Supervisor Response: Same 2. Please identify the title of the position which directly supervises you. 3. Please identify if you have the authority to undertake or effectively recommend to management the following supervisory functions in the interests of the organization. In the box below, please check the boxes of the answers that best exemplify your normal supervisory functions over the course of an entire calendar year. (Please select all that apply) Employee Response: Supervisor Response: Same Employee Response: Hiring of other employees Discharge of other employees Discipline of other employees Transfer of other employees Assignment of other employees Reward of other employees Suspension of other employees Direction of the work of other employees Adjustment of other employees' grievances on behalf of the employer Promotion of other employees Supervisor Response: Same Hiring of other employees Discharge of other employees Discipline of other employees Transfer of other employees Assignment of other employees Reward of other employees Suspension of other employees Direction of the work of other employees Adjustment of other employees' grievances on behalf of the employer Promotion of other employees Job Analysis Questionnaire Page 4 of 29 4. You may include any comments related to the above subsection in the area labeled “Comments” below. Employee Comments: Supervisor Comments: Subsection B. Position Summary 1. Please write 2-3 sentences that describe the major characteristics of your work. Major Characteristics are the most important features or qualities of the work you perform that make your job recognizable, e.g. “performs servicing and mechanical repair work on automatic equipment” or “supervises subordinates who police services for the organization and establish goals policies and schedules…” Employee Response: Supervisor Response: Same 2. Please write 1 sentence that states the overall purpose of the work you perform. The purpose of your position is the goal or intended outcome of the major characteristics (answered in question B-1), e.g. “to maintain the operational status of a vehicle fleet.” Employee Response: Supervisor Response: Same 3. You may include any comments related to the above subsection in the area labeled “Comments” below. Job Analysis Questionnaire Page 5 of 29 Employee Comments: Supervisor Comments: Subsection C. Employee Functions 1. This section is very important to understanding your job duties. Please identify the fundamental job functions of your position in the format that follows on the next page. Provide an in depth description so someone not familiar with your position can understand what you do. Please reference your current job description according to the directions below. The functions listed on your current job description, however, may not best represent what your current job functions are. First, complete the first column in the table entitled “Function Description” in which you will copy or modify each fundamental job function as stated in your job description that you perform at any time within an entire year. Second, please include in the column entitled “Knowledge, skills, or abilities required,” the knowledge, skills and abilities needed to satisfactorily perform the function. According to the National Center for O*NET Development, “Knowledge is sets of facts and principles needed to address problems and issues that are part of a job; a skill is the ability to perform a task well, and is usually developed over time through training or experience; and an ability is an enduring talent that can help a person do a job” (2014). Third, include in the column entitled “Time spent in a full year (%),” the time spent on each function in the form of a percentage (percentages should equal close to but not over 100%). The time spent on each function should be the approximate amount of time you spend on the function as a percent of a 2,080 hour (or your normal) work year. Finally, in the column entitled “Physical activities or working conditions required”, please identify what activities you need to be able to do and working conditions you are subject to, in order to satisfactorily perform the function. You will indicate this by using the corresponding numbers from the “Working Conditions and Activities Bank” at the top of the next page and inserting them into the column labeled “Physical activities or working conditions required”. You may add any working conditions and activities you do not see listed in the three blank boxes at the bottom of the bank of words. Please try to be as concise and specific as possible. An example of text used for a position is included in the chart labeled “Examples.” You may include any comments related to this section in the area labeled “Comments.” The fourth column should only be used by supervisors when they agree with the entirety of the row. Attach additional pages, if necessary. If you are completing this form Job Analysis Questionnaire Page 6 of 29 electronically and need an extra page, you will need to print out one of the provided blank pages to fill out by hand. Please make sure any extra sheets are either scanned and attached to the email or delivered by hand to your supervisor or the division head. Job Analysis Questionnaire Page 7 of 29 Working Conditions and Activities Bank 1. Climb 2. Balance 3. Bend/Stoop 4. Kneel 5. Crouch 6. Squat 7. Crawl 8. Reach above shoulder level 9. Sit 10. Stand 11. Walk 12. Run 13. Push/Pull 14. Lift 15. Carry 16. Finger/ Enter data/ keystroke 17. Feel 18. Talk 19. Hear 20. Smell 21. Repetitive Motions 22. Drive 23. Exposure to inside environmental conditions 24. Exposure to outside environmental conditions 25. Exposure to noise, dust, fumes, gases, chemicals, or oils requiring special mitigating precautions or protective gear 26. Working in narrow aisles or passageways 27. Work around moving mechanical parts 28. Working in close quarters 29. Exposure to extreme heat 30. Exposure to extreme cold 31. Working at unguarded heights 32. Exposure to infectious diseases 33. Work around prisoners or mental patients 34. Work around or handle weapons 35. Work includes defending from bodily harm 36. Exposure to smoke and fire 37. 38. 39. Examples: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Measures dimensions and verify level, alignment, or elevation of structures or fixtures to ensure compliance to building plans and codes. Knowledge of building plans and codes Ability to use hand tools and measurement devises 30% 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 13, 14, 15, 16, 17, 19, 20, 22, 24, 25, 26 Monitor project activities to ensure that instructions are followed, deadlines are met, and schedules are maintained using planning forms, calendars, and written and verbal communication Knowledge of planning forms and calendars Written and verbal communication abilities 20% 18, 19, 23 Install or replace machinery, equipment, and new or replacement parts and instruments, using hand or power tools Knowledge of machines and tools, including their designs, uses, repair, and maintenance 15% 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 13, 14, 15, 16, 17, 19, 20, 21, 23, 25, 26, 27, 28 Job Analysis Questionnaire Page 8 of 29 Employee Responses: Supervisor: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Same Job Analysis Questionnaire Page 9 of 29 Employee Responses: Supervisor: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Same Job Analysis Questionnaire Page 10 of 29 Employee Responses: Supervisor: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Same Comments: Supervisor Responses: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Job Analysis Questionnaire Page 11 of 29 Supervisor Responses: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Job Analysis Questionnaire Page 12 of 29 Supervisor Responses: Function description Knowledge, skills, or abilities required Time spent in a full year (in %) Physical activities or working conditions required (list number only) Comments: 2. In the box below, please check the boxes of the answers that best exemplify your job’s normal duties over the course of an entire year. (Please select all that apply) Employee Response: The principal, main, major, or most important duties of this position include managing the enterprise, or managing a customarily recognized department or subdivision of the enterprise The principal, main, major, or most important duties of this position include the performance of office or non-manual work directly related to the management or general business operations of the organization or the organization’s customers. The principal, main, major, or most important duties of this position include the performance of work requiring advanced knowledge, defined as work which is predominantly intellectual. The primary duties of this position include the exercise of discretion and independent judgment with respect to matters of significance. Supervisor Response: Same The principal, main, major, or most important duties of this position include managing the enterprise, or managing a customarily recognized department or subdivision of the enterprise The principal, main, major, or most important duties of this position include the performance of office or non-manual work directly related to the management or general business operations of the organization or the organization’s customers. The principal, main, major, or most important duties of this position include the performance of work requiring advanced knowledge, defined as work which is predominantly intellectual. Job Analysis Questionnaire Page 13 of 29 The primary duties of this position include the exercise of discretion and independent judgment with respect to matters of significance. Job Analysis Questionnaire Page 14 of 29 Subsection D. Minimum Qualifications Education 1. Please identify the minimum level of education needed to satisfactorily perform all of the functions of your job. Please be sure to describe the level of education (e.g., one year program, associate's, master's, doctoral) in the response box labeled “Level” and the field of education (e.g., accounting, electrical, engineering) in the response box labeled “Field”. Employee Response: Supervisor Response: Same Less than a high school diploma or GED certificate High school diploma or GED certificate Post-secondary education equal to less than a bachelor’s degree Level: Field: Bachelor's degree Field : Graduate school (e.g. master's degree, Ph.D., M.D., J.D.) Level: Field: Less than a high school diploma or GED certificate High school diploma or GED certificate Post-secondary education equal to less than a bachelor’s degree Level: Field: Bachelor's degree Field : Graduate school (e.g. master's degree, Ph.D., M.D., J.D.) Level: Field: Experience 2. Please identify the minimum years of experience related to your job and field of experience needed to satisfactorily perform all of the functions of your job. The “Field of Experience” is the subject matter of the experience required to satisfactorily perform all of the functions of your job. Employee Response: Supervisor Response: Same Years of experience: Years of experience: Field of experience: Field of Experience: Job Analysis Questionnaire Page 15 of 29 Training, Certificates and Licenses 3. Please identify the minimum training, certificates, and licenses that are needed to satisfactorily perform all of the functions of your job and the amount of time (hours/weeks/months/years) required to obtain the training, certificate, or license. (list as many as needed, please separate with commas) Other Qualifications 4. Please identify any qualifications that must be obtained during employment that are needed to satisfactorily perform all of the functions of your job. “Qualifications” are qualities or accomplishments that make an individual suitable for a particular job (e.g., specific training or certifications). (list as many as needed, please separate with commas) Comments 5. You may include any comments related to the above subsection in the area labeled “Comments” below. Employee Comments: Supervisor Comments: Employee Response: Supervisor Response: Same Employee Response: Supervisor Response: Same Job Analysis Questionnaire Page 16 of 29 Subsection E. Desired Qualifications Education 1. Please identify the desired level of education needed to exceptionally perform all of the functions of your job. Please be sure to describe the level of education (e.g., one year program, associate's, master's, doctoral) in the response box labeled “Level” and the field of education (e.g., accounting, electrical, engineering) in the response box labeled “Field”. Employee Response: Supervisor Response: Same Less than a high school diploma or GED certificate High school diploma or GED certificate Post-secondary education equal to less than a bachelor’s degree Level: Field: Bachelor's degree Field : Graduate school (e.g. master's degree, Ph.D., M.D., J.D.) Level: Field: Less than a high school diploma or GED certificate High school diploma or GED certificate Post-secondary education equal to less than a bachelor’s degree Level: Field: Bachelor's degree Field : Graduate school (e.g. master's degree, Ph.D., M.D., J.D.) Level: Field: Experience 2. Please identify the desired years of experience related to your job and field of experience needed to exceptionally perform all of the functions of your job The “Field of Experience” is the subject matter of the experience required to exceptionally perform all of the functions of your job. Employee Response: Supervisor Response: Same Years of experience: Years of experience: Field of experience: Field of Experience: Job Analysis Questionnaire Page 17 of 29 Training, Certificates and Licenses 3. Please identify the desired training, certificates and licenses that are needed to exceptionally perform all of the functions of your job and the amount of time (hours/weeks/months/years) required to obtain the training, certificate, or license. (list as many as needed, please separate with commas) Comments 4. You may include any comments related to the above subsection in the area labeled “Comments” below. Employee Comments: Supervisor Comments: Employee Response: Supervisor Response: Same Job Analysis Questionnaire Page 18 of 29 Subsection G. Complexity 1. Please identify the extent to which this position’s responsibilities are related to one another? (Please check the box of the answer that best exemplifies the normal working conditions of this position). Employee Response: Supervisor Response: Same There is little choice in deciding what to do or how to do it. The level of complexity is low. Tasks involve related steps, processes, and methods that require this position to recognize clear differences in a variety of situations. Processes, procedures, or software vary from one assignment to the next, although assignments are related in function and objective. Work requires many different processes and methods applied to an established professional or technical field. In addition to work that requires many different processes and methods, work also demands great depth of analysis to identify the nature and extent of problems, develop new methods, and deal with many variables including some that are unclear or conflicting. There is little choice in deciding what to do or how to do it. The level of complexity is low. Tasks involve related steps, processes, and methods that require this position to recognize clear differences in a variety of situations. Processes, procedures, or software vary from one assignment to the next, although assignments are related in function and objective. Work requires many different processes and methods applied to an established professional or technical field. In addition to work that requires many different processes and methods, work also demands great depth of analysis to identify the nature and extent of problems, develop new methods, and deal with many variables including some that are unclear or conflicting. Employee Comments: Supervisor Comments: Job Analysis Questionnaire Page 19 of 29 Subsection H. Responsibility 1. Please identify the extent to which you work without supervision? (Please check the box of the answer that best exemplifies the normal working conditions of this position) Employee Response: Supervisor Response: Same This position does not deviate from detailed directions given by the supervisor and guides, e.g., standard operating procedures (SOPs), handbooks, and reference manuals. This position carries out a group of procedures using the general methods and desired results that the supervisor indicates. This position selects from among the most appropriate of several guidelines, makes minor adjustments to methods, and refers unforeseen situations to others for solution. This position either (a) carries out work with minimal supervision (i.e., the supervisor sets only goals, priorities, and deadlines; and the employee uses guidelines that cover most situations); or (b) follows the supervisor's directions on methods and desired results but modifies methods to resolve unforeseen situations and problems. This position both (a) operates under minimal supervision based on overall objectives and available resources; and (b) must make decisions based on inadequate guidelines that require considerable interpretation and force the employee to plan all the phases of the assignment and develop some new methods. This position (a) works with only administrative and policy direction; and (b) must make decisions based on broadly stated guidelines that lack specificity or proven validity, e.g., general policy statements, basic laws, or scientific theory. The employee defines objectives, plans work, and develops new method or hypotheses that have led to recognition as a technical authority. This position does not deviate from detailed directions given by the supervisor and guides; e.g., standard operating procedures (SOPs), handbooks, and reference manuals. This position carries out a group of procedures using the general methods and desired results that the supervisor indicates. This position selects from among the most appropriate of several guidelines, makes minor adjustments to methods, and refers unforeseen situations to others for solution. This position either (a) carries out work with minimal supervision (i.e., the supervisor sets only goals, priorities, and deadlines; and the employee uses guidelines that cover most situations), or (b) follows the supervisor's directions on methods and desired results but modifies methods to resolve unforeseen situations and problems. This position both (a) operates under minimal supervision based on overall objectives and available resources and (b) must make decisions based on inadequate guidelines that require considerable interpretation and force the employee to plan all the phases of the assignment and develop some new methods. This position (a) works with only administrative and policy direction and (b) must make decisions based on broadly stated guidelines that lack specificity or proven validity, e.g., general policy statements, basic laws, or scientific theory. The employee defines objectives, plans work, and develops new method or hypotheses that have led to recognition as a technical authority. Employee Comments: Supervisor Comments: Job Analysis Questionnaire Page 20 of 29 2. Please identify the extent to which this position exercises supervisory functions? (Please check the box of the answer that best exemplifies the normal working conditions of this position) Employee Response: Supervisor Response: Same Low if any coordination of work with other individuals Moderate coordination of work with other individuals (Non- Supervisory) High coordination of work with other individuals, e.g., Project Lead or First level supervisory, or managerial roles in charge of an individual function Coordination of work in multiple but related functions through subordinate supervisors Coordination of work in diverse functions through subordinate supervisors Low if any coordination of work with other individuals Moderate coordination of work with other individuals (Non- Supervisory) High coordination of work with other individuals, e.g., Project Lead or First level supervisory, or managerial roles in charge of an individual function Coordination of work in multiple but related functions through subordinate supervisors Coordination of work in diverse functions through subordinate supervisors Employee Comments: Supervisor Comments: Job Analysis Questionnaire Page 21 of 29 3. Please identify the extent to which this position’s responsibilities impact the overall organization’s business? (Please check the box of the answer that best exemplifies the normal working conditions of this position) Employee Response: Supervisor Response: Same Work relieves others in the unit/ office of simple, repetitive tasks. The work has minimal impact outside of the immediate organizational unit. Work product or service affects the accuracy, reliability, or acceptability of further processes or services. Work affects the overall efficiency and image of the organization on matters of significance. Work affects a wide range of professional projects or administrative activities of the organization, influences internal or external operations, and impacts many people. Work affects the work of other experts, manages important professional or administrative activities of the organization, and impacts the wellbeing of many groups of people. Work relieves others in the unit/ office of simple, repetitive tasks. The work has minimal impact outside of the immediate organizational unit. Work product or service affects the accuracy, reliability, or acceptability of further processes or services. Work affects the overall efficiency and image of the organization on matters of significance. Work affects a wide range of professional projects or administrative activities of the organization, influences internal or external operations, and impacts many people. Work affects the work of other experts, manages important professional or administrative activities of the organization, and impacts the wellbeing of many groups of people. Employee Comments: Supervisor Comments: Job Analysis Questionnaire Page 22 of 29 Subsection I. Physical Abilities 1. Please identify the maximum number of hours doing each of these activities in any single work day throughout the year by selecting the box in the appropriate column. While filling out this subsection, please consider all aspects of your position as they relate to the full year (winter, spring, summer, and fall). Please check one box per horizontal row, and identify the maximum number of steps needed to climb and weight in pounds needed to move if there is an answer blank for that activity. Employee Responses: Hours Supervisor: Activity Never Occasionally (¼-2½ hr) Frequently (2½-5½ hr) Continuously (5½-8 hr) Same Climb steps Balance Bend/Stoop Kneel Crouch Squat Crawl Reach above shoulder level Sit Stand Walk Run Push/Pull lbs. Lift lbs. Job Analysis Questionnaire Page 23 of 29 Employee Responses: Hours Supervisor: Activity Never Occasionally (¼-2½ hr) Frequently (2½-5½ hr) Continuously (5½-8 hr) Same Carry lbs. Finger/ Enter data/ keystroke Feel Talk Hear Smell Repetitive Motions Drive List any other activities you may perform in the area labeled “Comments” below Supervisor Responses: Hours Activity Never Occasionally (¼-2½ hr) Frequently (2½-5½ hr) Continuously (5½-8 hr) Climb steps Balance Bend/Stoop Kneel Crouch Squat Crawl Job Analysis Questionnaire Page 24 of 29 Supervisor Responses: Hours Activity Never Occasionally (¼-2½ hr) Frequently (2½-5½ hr) Continuously (5½-8 hr) Reach above shoulder level Sit Stand Walk Run Push/Pull lbs. Lift lbs. Carry lbs. Finger/ Enter data/ keystroke Feel Talk Hear Smell Repetitive Motions Drive List any other activities you may perform in the area labeled “Comments” below Job Analysis Questionnaire Page 25 of 29 2. You may include any other activities you may perform or any other comments related to the activities you specified performing in question one of this subsection. Employee Comments: Supervisor Comments: 3. Please identify if you use hands for action such as those listed below on any single work day throughout the year. Please check the boxes that best exemplify your normal working conditions over the course of an entire year. (Please select all that apply) Further description can be added in the area labeled “Comments” in question 6 below. Employee Responses: N/A Simple Handling or Grasping Firm Handling or Grasping Fine Handling or Manipulation Supervisor Responses: Same N/A Simple Handling or Grasping Firm Handling or Grasping Fine Handling or Manipulation A. Right B. Left A. Right B. Left 4. Please identify if you use feet for repetitive movements as in operating foot controls on any single work day throughout the year. Please check the boxes that best exemplify your normal working conditions over the course of an entire year. (Please select all that apply) Further description can be added in the area labeled “Comments” in question 6 below. Employee Responses: Yes No Supervisor Responses: Same Yes No A. Right Foot B. Left Foot A. Right Foot B. Left Foot Job Analysis Questionnaire Page 26 of 29 5. Please identify if your job requires any of the following forms of vision on any single work day throughout the year. Please check all boxes that best exemplify your normal working conditions over the course of an entire year. (Please select all that apply) Further description can be added in the area labeled “Comments” in question 6 below. Employee Responses: Yes No Supervisor Responses: Same Yes No Close Vision – Clarity of vision at 20 inches or less Close Vision – Clarity of vision at 20 inches or less Far Vision - Clarity of vision at 20 feet or more Far Vision - Clarity of vision at 20 feet or more Depth Perception - Three-dimensional vision. Ability to judge distances and spatial relationships Depth Perception - Three-dimensional vision. Ability to judge distances and spatial relationships Visual Acuteness - Adjustment of lens of eye to bring an object into sharp focus, required when doing near point work at varying distances from the eye Visual Acuteness - Adjustment of lens of eye to bring an object into sharp focus, required when doing near point work at varying distances from the eye Color Vision - Ability to identify and distinguish colors Color Vision - Ability to identify and distinguish colors Peripheral Vision - Observing an area that can be seen up and down or to right or left while eyes are fixed on a given point Peripheral of Vision - Observing an area that can be seen up and down or to right or left while eyes are fixed on a given point 6. You may include any comments related to the above subsection in the area labeled “Comments” below. Employee Comments: Supervisor Comments: Job Analysis Questionnaire Page 27 of 29 Section 4. Comments by Department Head Only the Department Head fills out this section. If you are NOT the department head please move to Section 6 labeled “Acknowledgments” to sign and date. Department Head Comments: Job Analysis Questionnaire Page 28 of 29 Section 5. Comments by Executive Director Only the Executive Director fills out this section. If you are NOT the Executive Director please move to Section 6 labeled “Acknowledgments” to sign and date. Executive Director Comments: Job Analysis Questionnaire Page 29 of 29 Section 6. Acknowledgments Instructions for Employee, Immediate Supervisor, Department Head, and Executive Director Sign and date this questionnaire below in the appropriate acknowledgment after completion of the review of this questionnaire. If filling this questionnaire electronically, typing your name will count as a signature. Employee I acknowledge completing the appropriate portions of this questionnaire to the best of my ability. Employee Signature Date Immediate Supervisor I acknowledge completing the appropriate portions of this questionnaire to the best of my ability. Immediate Supervisor Signature Date Department Head I acknowledge completing the appropriate portions of this questionnaire to the best of my ability. Department Head Signature Date Executive Director I acknowledge completing the appropriate portions of this questionnaire to the best of my ability. Executive Director Signature Date City of Oz Job Description Sample Protected Nonpublic Data/Confidential Attachment B Position Summary Under the general supervision, this position performs administrative support work for the City, responds to customer or staff requests, and is responsible for establishing office routines and procedures. This position performs utility billing procedures as needed. Job Duties or Essential Functions The essential functions of the position include but are not limited to the following: • Provides support services including word processing, spreadsheet management, transcriptions, and other clerical tasks for various department s. • Greets visitors or callers and handles their inquiries or directs them to the appropriate individual(s) according to their needs. • Answers multi-line phone system and gives information to callers, takes messages, or transfers calls to appropriate individual(s). • Opens and distributes incoming mail or other materials and delivers mail to post office daily for mailing. • Issues and collects payment for various permits, licenses, and city services. • Collects payments and assists customers with utility billing qu estions. • Researches and provides city records and financial information to department heads. • Assists in maintaining city data and files according to Data Retention Schedule. • Collects information and prepares and issues invoices for various businesses and vendors. • Coordinates requests for reservation of City Hall and other facilities. • Responds to requests for information from the public, other municipalities, state officials, or state and federal legislative offices. • Participates in the administration of municipal elections. • Updates website with information from Council, Planning, and other Commission meetings. • Orders office supplies. • Assists with utility billing procedures as needed. • Performs other duties as assigned. Job Title: Division: Administrative Assistant Administration Reports To: Supervises: FLSA Status: City Clerk/Treasurer None Non-Exempt Bargaining Unit: None Effective Date: 23/23/2023 Page 2 of 4 Minimum Qualifications To perform this position successfully, an individual must be able to perform each essential function satisfactorily. The requirements listed below are representative of the formal training and experience required. Education • High school diploma or GED certificate required Experience • Two (2) years of office management or accounting experience including personal computer experience with Microsoft Office applications Desired Qualifications The requirements listed below are representative of the formal training and experience preferred in order to exceptionally perform all of the functions of this position. Education • Associates degree or college courses in accounting, public administration or business administration Experience • Three (3) years of office management or accounting experience Trainings, Certificates, and Licenses • Possess Microsoft Office Specialist (MOS) certification Complexity The overall complexity of this position is moderately high. While performing the normal duties of this job processes, procedures, or software vary from one assignment to the next. Assignments are still related in function and objective. Responsibility Supervision General supervision is provided while performing the normal duties of thi s job. This position exhibits no supervisory responsibilities. Impact While performing the normal duties of this job, this position’s work product or services affect the accuracy, reliability, or acceptability of further processes or services. Page 3 of 4 Required Physical Abilities and Work Conditions The physical demands and work conditions described here are representative of those that must be met by an individual to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Hazards While performing the duties of this job, this position : • May occasionally climb up to 16 steps, push/pull up to 60 lbs., lift and/or carry up to 20 lbs., and smell; frequently bend/stoop, kneel, crouch, squat, reach above shoulder level, stand, walk, and drive; and continuously sit, finger/enter data/keystroke, talk, and hear. • Will use right hand and left hand for simple handling or grasping, firm handling or grasping, and fine handling or manipulation. • Will use right foot for repetitive movements. • Will use close vision, far vision, depth perception, visual acuteness, color vi sion, and peripheral vision. Surroundings While performing the duties of this job, this position will experience exposure to inside environmental conditions, working around moving mechanical parts, and working in close quarters. The above statements are intended to describe the general nature and level of work being performed by individuals employed in this job. They are not intended to be an exhaustive list of all duties and qualifications required of personnel in this job. The employer ma y and reserves its right to change the job description and establish, modify or eliminate job duties and responsibilities and jobs at its discretion with or without notice. Page 4 of 4 Review/Approvals I acknowledge reviewing and approve of this job description. Immediate Supervisor Signature Date Department Head Signature Date Human Resource Coordinator Signature Date City Manager Signature Date Acknowledgement I acknowledge reviewing this Job Description. Employee Signature Date ©2023 Arthur J. Gallagher & Co. All rights reserved. The City of St. Joseph Job Classification Study February 3, 2023 Mike Verdoorn Managing Principal | Public Sector Gallagher Human Resources & Compensation Consulting 1600 Utica Ave., Ste. 450 St. Louis Park, MN 55416 651.234.0845 Mike_Verdoorn@ajg.com GallagherHRCC.com ©2023 Arthur J. Gallagher & Co. All rights reserved. February 3, 2023 Jeff O'Neill Interim City Administrator We appreciate the opportunity to present this proposal regarding services Gallagher’s Human Resources & Compensation Consulting practice (“Gallagher”) is able to offer the City of St. Joseph (“the City”). Gallagher is highly capable and qualified to work with the City based on our extensive experience with public sector organizations in Minnesota and across the country. It is our understanding that the City is seeking a consultant to review the current classification structure, using the current job descriptions, review internal equity through the current or new job evaluation system and to provide a classification and compensation review as well as train HR staff on the proper administration and maintenance of the system. The purpose of this study is to ensure that the City is competitive to comparable municipalities with a compensation system that is equitable and effective. We have prepared a proposal letter that includes all the aspects included in the RFP. We believe we will provide the City with the most experienced project team of any consulting practice in the country, which enhances the solutions and recommendations we will provide on this engagement. The questions and perspective provided by our team ensure we anticipate any issues the City may face throughout this project, as well as the ongoing management of the updated classification and compensation system. We would consider it a privilege to serve the City in this capacity. We confirm that this proposal will be valid for up to ninety (90) days. 2 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. Thank you for this opportunity to offer our services. Please feel free to contact us at any time if you have any questions or require additional information with contact information below. We look forward to hearing from you soon. * * * * * Sincerely, Mike Verdoorn Managing Principal 651.234.0845 Mike_Verdoorn@ajg.com 3 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. CONSULTANT INFORMATION Gallagher is the largest public sector broker in the country with over 13,500 public entity clients across the Country. Arthur J. Gallagher & Co. opened its doors for business in 1927 and is still “growing strong” because of a practiced ability to help clients think ahead. Founded by its namesake, Gallagher is now one of the world’s largest human capital, insurance brokerage, and risk management services firms. Headquartered in Rolling Meadows, IL, we have operations in 33 countries, and extend our client-service capabilities to more than 90 countries through a global network of consultants. Gallagher Benefit Services, Inc. is a wholly owned subsidiary of Arthur J. Gallagher & Company, a publicly traded company under the symbol AJG. Gallagher Benefit Services, Inc. was incorporated in 1999 in Delaware and founded in 1961. Public Sector Expertise Gallagher’s public sector consulting practice includes extensive experience in developing and communicating a compensation philosophy, designing and implementing market-aligned pay structures, and developing job evaluation methods to maintain internal equity. We conduct benchmark analyses, including conducting custom tailored salary surveys (if needed), and recommend appropriate administrative and procedural guidelines to maintain the compensation system. We ensure that our clients comply with applicable laws and regulations, such as the Fair Labor Standards Act (FLSA), the Americans with Disabilities Act (ADA), and Equal Employment Opportunity (EEO) standards and have pay systems that are appropriate for their organization and market strategy. Over the past 40 years, our personnel have served more than 500 public sector clients. Approach & Methodology We respect the uniqueness of each project and strive to customize our approach to the specific needs of every organization. However, we also recognize that some elements remain constant across all organizations. With Gallagher’s Human Resources and Compensation Consulting team, you will have a partner who understands the strategic, business critical role of human resources. Our intention has always been to be efficient, yet nimble, in order to deliver a customized solution that will drive and ultimately achieve meaningful business outcomes. Our practice has a holistic focus on employee and organizational wellbeing. It is the guiding principle that informs every aspect of Gallagher’s comprehensive approach to benefits, compensation, retirement, employee communications and workplace culture. Our practice is a combination of 4 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. some of the most respected names in human resources and compensation consulting. Bringing together experts from compensation, performance, search, survey, and leadership fields, Gallagher empowers clients with tools for the entire lifecycle of employment management. Our approach to all projects is to establish a partnership with each client, and to deliver work that is: Gallagher will strive to give the City all that you need to be successful and allow your employees to continue to thrive in an inclusive environment. Since our founding in 1927, we have strived for excellence in delivering human resources consulting solutions, risk management, and employee benefits with superior customer service and a focus on ethics and social responsibility. We take pride in being a client-focused organization with a solid record of accomplishment of exceeding client expectations. By choosing Gallagher, the City will join thousands of municipalities from across the country who have found their consulting needs are best served by a consulting team with public sector specialization and private sector insights. As a Gallagher client, you will be served by a dedicated consulting team and backed by the power of a 33,000+ employee organization with 300+ dedicated public sector consulting specialists. Ensuring Project Success We ensure our clients are satisfied with our services, and we overcome potential challenges, through ongoing communication and regular follow-up upon project completion. Practice Leaders are always available to assist clients in the rare circumstance that the project leader is unable to rectify a situation. We use the following five principles to manage consulting assignments to ensure project success: Upfront establishment of project fees that provide a fair value for the work performed and never exceeding fee stimates unless a project is materially changed in scope and new fees are agreed to in writing. On Budget Not only meeting all pre- established deadlines, but doing whatever we can to respond to each client's changing priorities and needs On Time Effective, creative flexible solutions developed and delivered with the highest quality, employing the best practices and research, tailored to meet your specific needs On Point 5 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. 1. Clarifying expectations and planning to meet them. To make sure we meet or exceed your expectations, we start the project by asking the City’s primary stakeholders about their goals and objectives for the project, identify issues to be addressed, and agree upon the timeline and processes. We will then develop a project plan designed to meet those expectations, review the project plan with the primary stakeholders, and provide progress reports throughout the project to mitigate unforeseen outcomes. 2. Using planning meetings to keep the project on track. We use a project management process, which typically includes three or more planning meetings for the entire team to keep work focused, on time, and on budget. 3. Documenting essential tactical details. We keep detailed notes on all interactions with our clients and planning meetings to track issues, document the commitments we make, and focus our efforts on the most important outcomes. 4. Outlining reports. Before drafting our report, we will outline the preliminary observations and recommendations with you. In doing so, we use our project plan and notes to ensure the report remains aligned with your project goals, addresses the issues we were asked to address, and focuses attention on major themes. 5. Ongoing communication. We maintain open communication with management and the City project manager throughout the project. Our approach is to maintain ongoing and satisfying consulting relationships with our clients to develop and maintain lasting strategies that support the entire human resources environment functioning on an effective operational level. Ethical Company Gallagher is proud to announce a new partnership with the National Center for Civil and Human Rights (NCCHR). The NCCHR is an engaging cultural attraction and human rights institution that connects the historic U.S. Civil Rights movement to the global human rights movements of today. As a part of the partnership, Gallagher will sponsor several outreach programs. 6 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. Project Team Gallagher fosters a commitment of excellence, professionalism, integrity, collaboration, and urgency to each of our clients. With each unique client, Gallagher combines these principles to deliver client services customized, specifically to meet your needs. Your Gallagher consulting team has years of experience consulting to public sector clients. Each team member has a back-up so that there would be no loss of momentum should an issue arise with any given staff member. MIKE VERDOORN, MA-HRIR, CCP, IPMA-SCP Managing Principal Project Director 16 years of experience Mr. Verdoorn has been with Gallagher for 16 years and has experience working with public sector organizations across the United States. Mr. Verdoorn has led over 100 similar projects addressing the compensation issues in complex organizations. He has a Master’s Degree in Human Resources and Industrial Relations from the University of Minnesota and has earned his CCP certification from WorldatWork. Prior to joining the firm, he was a compensation analyst at Imation and at the University of Minnesota. Mr. Verdoorn is located in Minnesota. AUGUST ZHU, MA-HRIR, CCP Consultant Project Manager 8 years of experience Mr. Zhu as a Bachelor of Science Degree in Human Resources from Shanghai Jiao Tong University and a Master’s Degree in Human Resources and Industrial Relations from the University of Minnesota. Prior to joining Gallagher, he was a compensation analyst at BASF (China) and an organization development consultant at Bovis Consulting. Mr. Zhu is located in Minnesota. MARIA ZELINSKY, MA-HRIR Associate Consultant Staff Support 3 years of experience Ms. Zelinsky graduated from the University of Minnesota with a Master’s in Human Resources & Industrial Relations and with previous experience as a Product Development Chemist at 3M, Compensation Analyst at United Health Group and HR Generalist at Bridges MN. Ms. Zelinsky is located in Minnesota. 7 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. STATEMENT OF METHODS AND PROCEDURES Our methodology to complete this engagement is shown below: Classification Classification is the process of understanding, verifying, and describing the nature and level of work of each job. We will be using the current job descriptions for our review, and follow-up with Human Resources as necessary to ensure we understand the roles and responsibilities within each job description. Job Evaluation The purpose of job evaluation is to establish the internal worth of all job classes. The basic premise of job evaluation dictates that the more a job is valued internally, the more it should be compensated. We will review the current methodology and internal equity with the City to determine if a new method is necessary. Compensation We will use the recent survey and salary structure conducted by the City in 2022 and recently adopted. The salary ranges will be reviewed through the lens of the new internal equity and adapted as necessary. Following the finalization of the salary structure, Gallagher will ensure compliance with the Local Government Pay Equity Act. 8 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. Project Plan In the project plan below, Gallagher has integrated the scope of work requested by the City into our approach and deliverables ensuring to address the requests of the City. All phases will require that the City’s project team and Gallagher have ongoing project meetings to review the progress of the project, review draft materials, and discuss next steps. PHASE 1: PROJECT INITIATION & STRATEGY DEVELOPMENT  Organization & compensation material collected from the City and reviewed by Gallagher.  Discussion/review of the strengths and weaknesses of the City’s current classification & compensation systems.  Project timetable confirmed.  Employee orientation sessions conducted to explain the study if necessary.  Conduct of meetings with the leadership team at critical intervals to discuss deliverables. PHASE 2: JOB EVALUATION & CLASSIFICATION STUDIES  Review current job descriptions and potential follow-up conversations with City leaders to ensure our understanding.  Provide any updates to the current classification structure for review and discussion with the project team.  Job Evaluation discussion and we will work with the project team to update the current or apply the selected job evaluation system applied to all classifications.  HR and management personnel trained in the use of new job evaluation system.  Draft internal ratings reviewed to ensure organization-wide equity.  Job evaluation ratings finalized with HR after training to ensure understanding of methods and results. PHASE 3: COMPENSATION STUDY Recommended pay structure developed or existing structures updated based on integration of new job evaluation method. (includes 1 revision if requested). Internal review conducted and consolidated feedback provided by the City. The City approves the updates to the pay plan(s) and other recommendations and implementation options. Provide the City with up to three (3) transition options including potential need for phased implementation, recommendations and next steps/ongoing maintenance. 9 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. PHASE 4: PROJECT FINALIZATION, DRAFT & FINAL REPORTS Conduct meetings with the leadership team at critical intervals to discuss deliverables. Provide sample guidelines and policies to support the recommended classification and compensation system. Draft reports and presentations developed. Quality assurance reviews conducted. City review and feedback consolidated. Final report and presentation of study findings and recommendations. 10 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. Training and Plan Maintenance We will train the City in its use of the recommended evaluation, classification and compensation system to ensure the City is able to answer questions and maintain the classification system long-term. Training will be done via PowerPoint presentation to City HR and other management personnel. Maintenance of the plan can be grouped into three segments:  Reclassifications – When conducting job analysis and job evaluation, we recognize that the information is a snapshot in time. Positions evolve over time, and to account for that we recommend utilizing an annual reclassification process. This will allow employees to submit requests for reclassification once per year. If the City implements the recommended job evaluation system, these reclassification requests can be reviewed by the City or by our consulting team in accordance with Gallagher’s re-evaluation fees.  Annual Adjustments – In addition to annual reclassification requests, the pay structure should be updated on an annual basis in accordance with market movement. This typically entails a determined % salary structure adjustment and a market based % actual pay adjustment. Actual salary adjustments greater than salary structure adjustments allow employees to progress through salary ranges.  Salary Study – A comprehensive study similar to this one should be conducted every 3-5 years to ensure overall internal alignment and market competitiveness. – Pay Equity Compliance – In addition to ensuring compliance of the final recommended salary structure with the Minnesota Local Government Pay Equity Act 11 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. WORK SCHEDULE The following is an estimate to complete each phase by month. We will discuss the details of each phase during Phase I and identify specific deadlines for the project at that time. We will conduct frequent conference calls with the City to ensure that the schedule is monitored throughout the project. Given the significance of this project, it is important for City officials to have sufficient time to review and approve the recommendations of Gallagher and to ensure proper communications occur. We have prepared a timeline to ensure the City has the work products in an expeditious manner. The project will take 4 months from start to completion. We are prepared to start work on this project close to the end of March upon receiving a signed contract. In the event that there are not enough responses to the survey to secure a sufficient number of data points and Gallagher will need to data mine comparator data, both parties will need to discuss the impact to project timing. PHASE DECRIPTION MONTH 1 2 3 4 I Project Initiation & Strategy Development II Job Evaluation & Classification Study III Compensation Study IV Project Finalization, Draft, and Final Reports 12 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. COST OF SERVICES Our fees to conduct the classification and compensation study (including out-of-pocket expenses) is outlined below by phase. Phase Fees Project Initiation & Strategy Development Includes virtual meeting and ongoing project management meetings throughout. $5,000 Job Evaluation & Classification Studies Includes training remotely $5,000 Compensation Study and Pay Structure Development Using current pay structure to adapt as necessary, and ensuring compliance with State pay equity requirements. $5,000 Project Finalization, Draft and Final Reports Includes virtual meetings On-site available for additional cost. $5,000 TOTAL COST (inclusive of all Tasks) will not exceed: $20,000 *Should the City request Gallagher to update/write job descriptions, those services will be priced separately since we are unable to determine the number that will be required. Our study costs are directly derived from estimating the number of hours needed to perform th e work and the level of the consultant charged with performing the work. Gallagher typically bills on a monthly flat fee by dividing the total project cost over the length of the project . 13 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. REFERENCES Our firm has assisted several hundred public sector clients throughout the country. These projects have included from less than 100 to more than 100,000 employees. Below are several clients we are currently assisting or have recently assisted. Contact information is listed for each project. These projects are relevant in demonstrating our ability to meet the needs of the City and show considerable experience reviewing and developing classification, compensation and other HR systems. Our references will attest to the timeliness, quality and responsiveness of services we provide, as well as our knowledge of legal issues such as the ADA, EEO, and the FLSA, the classifications under study, and our skill and ability of dealing with organizations of your size and needs. We continue to provide ongoing services for many of our clients identified below. Our parent organization, Gallagher Benefit Services, serves approximately 1,300 public sector clients. In addition to our list of references, here is a partial list of all the organizations in Minnesota our practice has worked with over the past 30 years: Cities  City of Apple Valley  City of Arlington  City of Barnesville  City of Blaine  City of Eden Prairie  City of Farmington  City of Fergus Falls  City of Hopkins  City of Jackson  City of North Branch  City of Northfield  City of Owatonna  City of Plymouth  City of Red Wing  City of Rochester  City of Shakopee  City of Thief River Falls  City of Windom 14 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved. Counties  Becker County  Blue Earth County  Clay County  Crow Wing County  Dakota County  Dodge County  Faribault County  Freeborn County  Hennepin County Medical Center  Hennepin County - Minneapolis  Houston County  Itasca County  Kandiyohi County  Kittson County  LeSueur County  Lake County  Marshall County  Mille Lacs County  Mille Lacs County Soil & Water Conservation Dist.  Mower County  Murray County  Olmsted County - Rochester  Pine County  Pipestone County  Polk County  Ramsey County  Rice County  Scott County  Sherburne County  Stearns County  St. Louis County  Washington County  Watonwan County Colleges 15 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved.  Anoka-Hennepin Technical College  Dakota County Technical College  Hamline University  Macalester College  Northeast Metropolitan Technical College  Southwestern Technical College  University of Minnesota Academic Health Center  University of Minnesota - Minneapolis Public Schools  Albert Lea Area Schools  Albertville School District  Anoka-Hennepin Schools  Austin School District  Barnum School District  Bemidji School District  Big Lake Schools  Bloomington Schools  Blue Earth Area Schools  Braham School District  Brooklyn Center School District  Buffalo Schools  Burnsville School District  Carver-Scott Educational Cooperative  Centennial Schools  Chaska Public Schools  Chisago Lakes School District  Cloquet School District  Columbia Heights Schools  Cook County School District  Crookston School District  Dakota Intermediate School Dist. #917  Detroit Lakes Schools  District 916 Vo-Tech  Duluth Public Schools  East Grand Forks School District  ECSU 16 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved.  Edina School District  Fairmont Public Schools  Faribault School District  Farmington School District  Fergus Falls School District  Foley Schools  Forest Lake Schools  Fridley Schools  Glencoe-Silver Lake Schools  Hennepin Technical School District  Inver Grove Heights Public Schools  Lake Superior School District  Le Sueur-Henderson Public Schools  Litchfield School District  Mahtomedi Schools  Mankato School District  Milaca County School District  Minnesota School Boards Association  Minnetonka Schools  Monticello School District  Moorhead Schools  Mounds View Public Schools  Nay Ah Shing Schools  New Ulm Public Schools  North St. Paul School District  Northeast Metro. Int. School Dist.  Northfield Schools  Ogilvie Public Schools  Orono School District  Osseo Public Schools  Owatonna School District  Pine City Schools  Princeton Schools  Prior Lake School District  Proctor School District  Red Lake Public Schools  Red Wing School District 17 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved.  Richfield School District  Rochester School District  Rush City Schools  Russell-Tyler Schools  Sartell-St. Stephens School District  Sauk Centre Schools  South St. Paul Schools  South Washington School District  Spring Lake Park Schools  St. Anthony-New Brighton Schools  St. Claire Schools  St. Cloud Schools  St. Francis Schools  St. Louis Park Schools  St. Michael School District  Stillwater Public Schools  Wadena-Deer Creek Schools  Waseca Public Schools  Wayzata School District  West Central Educational District  West St. Paul Schools  Westonka School District  White Bear Lake Schools  Winona Public Schools  Worthington Schools Other  Community Action Partnership of Ramsey and Washington Counties  Community Health Board  Dodge Soil & Water Conservation  East Central Solid Waste Com.  Lyon-Lincoln-Murray-Pipestone Public Health Service  Metropolitan Airports Commission  Metropolitan Council  Minneapolis Professional Employees Association  St. Paul Public Housing Authority  Suburban Hennepin Regional Park District 18 | City of St. Joseph, MN | February 3, 2023 ©2023 Arthur J. Gallagher & Co. All rights reserved.  United Community Action Partnership  Southeast Service Initiative  West Central Initiative  Three Rivers Park District 2023 Arthur J. Gallagher & Co. All rights reserved Council Agenda Item 10 ______ MEETING DATE: December 5, 2022 AGENDA ITEM: Consideration of Authorization to initiate RFP Process for Selecting Vendor to Update Pay Equity Program SUBMITTED BY: Interim City Administrator BOARD/COMMISSION/COMMITTEE RECOMMENDATION: N/A PREVIOUS COUNCIL ACTION: As reviewed at the previous workshop, staff is seeking formal authorization to request proposals for vendors qualified to update the Pay Equity program. BACKGROUND INFORMATION: The City’s pay equity program is foundational to its compensation program. In order to be effective, it must have credibility within the organization. With recent turnover of multiple City Administrators over recent years, concerns have been expressed by staff members regarding the initial formulation and on-going maintenance of the program. Also, credibility of the ongoing maintenance is affected by a perception that a conflict of interest arises with the labor negotiations consultant also managing pay equity. Given the circumstances about, an updated or rewritten pay equity study involving active staff participation needs to occur. Typically, pay equity studies examining internal equity are conducted in conjunction with compensation studies that compare the base pay scale to the market. In this case, since a compensation study has recently been completed, it will not be part of the study. It is my hope that the compensation study information is sufficient and the consultant will be able to merge an updated pay equity program with the base pay scale proposed for adoption at the Dec 5 Meeting. As you know, staff is seeking approval to conduct the process but no decisions on going forward will be made until proposals are returned and costs understood. It would be my goal to get the process going as soon as possible with hopes for completing the project by June 30th with implementation to be considered at that time. BUDGET/FISCAL IMPACT: Staff time necessary to write and distribute RFP materials. ATTACHMENTS: Example of RFP document for your reference and available for use as a template for St Joseph. REQUESTED COUNCIL ACTION: Motion authorizing staff to initiate RFP process identifying vender and costs associated with completing a pay equity study. STAFF MEMO Prepared by: Police Chief Meeting Date: 02/21/2023 ☒ Consent Agenda Item ☐ Regular Agenda Item Agenda Item # 4j Reviewed by: Jeff O’Neill, Interim Admin Item: Police Officer Hire ACTION REQUESTED: Motion to approve the hire of Madison Honer at Step 1 in the police contract BOARD/COMMISSION/COMMITTEE RECOMMENDATION On 02/13/2023, Councilor Loso, Sergeants Johnson and Luethmers with myself interviewed the top 3 candidates for the open position. It was a unanimous decision to hire Madison Honer starting at step 1 on the wage scale. PREVIOUS COUNCIL ACTION: Council approved the hiring process for a full-time officer REFERENCE AND BACKGROUND Although four candidates seems like a small number, it is important to note that relatively speaking, four good candidates is a pretty good pool. It was reported anecdotally to our Police Chief that a number of area cities currently have had fewer applications, if any, for open positions. We are providing you this information as some evidence that the recent adjustment to base pay scale combined with St Joseph as a great place to work could have combined as factors yielding applications from 4 good candidates. Madison Honer has been given a conditional offer based on successfully completing background, psychological, and pre-employment health screening. It is anticipated Madison will start mid- March and begin field training program. BUDGET IMPACT Budgeted item STAFF RECOMMENDED ACTION Motion to appoint Madison Honer to the position of Patrol Officer subject to background check, psychological screening, and pre-employment health screening. SUPPORTING DATA/ATTACHMENTS NA Ce STAFF MEMO Prepared by: Ryan Wensmann / Rhonda Juell Meeting Date: 16FEB2023 ☐Consent Agenda Item ☒Regular Agenda Item Agenda Item # Reviewed by: Item: Centennial Park basketball court ACTION REQUESTED Approve and award the bid for new concrete basketball court in Centennial Park to Simmons Construction for the amount of$31,100.00. Also approve the bid from ATE Recreation for the striping of the court $3600.00. BOARD/COMMISSION/COMMITTEE RECOMMENDATION Park board recommends approving this project and funding with left over funds from the Klinefelter bathroom project. PREVIOUS COUNCIL ACTION Council approved the park board to move forward and apply for the Bernicks Community Grant in order to obtain funds for this project. Unfortunately, we did not receive any Grant money for the project. REFERENCE AND BACKGROUND Centennial Park basketball court is very small and less than a half court in size. This court is used on a daily basis by children and resident of the community. The Rec director started a 3 on 3 program last summer for teenager and was very successful and grew as time went on. This court is the only one south of county road 75 and simply so small for teenage boys and adults to use. BUDGET IMPACT Utilize $34,6000 from the Klinefelter bathroom project. STAFF RECOMMENDED ACTION Motion to approve the award of bid for $31,000.00 from Simmons Construction for the new concrete basketball court and also award the bid of $3600.00 from ATE Recreations for the striping of the new court . project to be funded from the remaining fund from the Klinefelter bathroom project. SUPPORTING DATA/ATTACHMENTS Attached bids Jeff O'Neill, Interim Admin. 4k STAFF MEMO Prepared by: Lori Bartlett, Finance Director Meeting Date: 2-21-23 ☐ Consent Agenda Item ☒ Regular Agenda Item Agenda Item # 5 Reviewed by: Jeff O’Neill, Interim Admin Item: Consideration of Approving Accounting Services Contract with ABDO ACTION REQUESTED Consideration of Accepting proposal from ABDO for accounting services through April 30, 2023. BOARD/COMMISSION/COMMITTEE RECOMMENDATION none PREVIOUS COUNCIL ACTION none REFERENCE AND BACKGROUND The council approved converting the financial software package from Banyon to Civic Systems using ARPA grant dollars. The conversion began with data collection in January and training on each module began on February 6th. The financial audit was postponed to May to give staff more time to prepare workpapers. While this is helpful, the rollout of the new software will require staff to spend time learning and getting comfortable with the processes. Staff is heavily involved in the training and implementing Caselle resulting in less timely completion of other accounting work assigned to them. To keep the Finance Dept moving, staff is requesting a contract with a CPA firm to assist with the following areas. With limited time available to train a temporary staff in, it is recommended to hire a CPA firm with governmental experience. Some of the items below relate specifically to governments and have complicated calculations. I believe either firm can come in and hit the ground running with little direction. I anticipate eight hours per week through April 30, 2023 will provide the time to complete the tasks, and maybe others that come up the next couple months. Anticipated projects include the following items. 1. Reconcile developer escrow accounts 2. Reconcile forfeiture accounts 3. Enter capital asset budget into ClearGov 4. Update org chart for each dept in ClearGov 5. Assist with daily deposit and accounts payables posting 6. Capital asset updates for 2022 7. Building permit inventory for finance reconciliation 8. Lease inventory for audit 9. Franchise fee reconciliation 10. Lease and notes receivables reconciliation for audit 11. Accounts payables and accounts receivables journal entry for audit 12. Compensated absences reconciliation for audit A few important factors supporting the recommendation to approve: 1. This CPA firm is known for their governmental service work to assist cities, townships, school districts and counties on entry level to financial management level work. ABDO created a division in their firm specifically for governmental accounting services. They are the most well known in Minnesota for this type of work. 2. ABDO has associate-level to partner-level experience with government. CLA’s Controller has vast accounting knowledge, but not as much government (GASB). CLA’s Partner is able to assist on more complicated areas, but at a higher rate than ABDO’s Manager that will assist. 3. With ABDO awarded the contract they will get exposure to the City of St. Joseph finances. This is beneficial to the city for interim succession planning. 4. Interim Administrator O’Neill is familiar with ABDO service performance and unique capabilities for serving Municipal finance and accounting needs of small cities. BUDGET IMPACT The request is unbudgeted for 2023. The funding would come from Fund 390. Estimated impact up to $20,000. STAFF RECOMMENDED ACTION Motion accepting the proposal from ABDO for accounting services through April 30, 2023. SUPPORTING DATA/ATTACHMENTS ABDO Financial Solutions Proposal CliftonLarsonAllen LLP (CLA) Proposal Proposed by Victoria Holthaus, CPA Partner |Abdo victoria.holthaus@abdofs.com P 952.715.3069 February 15, 2023 SERVICE PROPOSAL FOR City of St. Joseph 75 Callaway St E,St. Joseph, Minnesota 56374 abdosolutions.com |Mankato, MN -Edina, MN -Scottsdale, AZ Lori Bartlett,Finance Director City of St. Joseph 75 Callaway St E St. Joseph, Minnesota 56374 February 15, 2023 Dear Lori, Thank you for the opportunity to submit this proposal to the City of St. Joseph, Minnesota (the City) for accounting services. Based on our past experience with cities of comparable size and complexity, we believe our structured contract with defined outcomes offered through Abdo Financial Solutions, LLC (Abdo FS) would provide the City with excellent financial services. We believe our solution will result in the City receiving high-level information, continual improvement of processes and allow the City to keep overall costs stable. Our proposal is based on the needs of the City as laid out in the request for proposal and the experiences we have had working with other cities. This proposal outlines the scope of services we believe will address the needs of the City. The term of this contract shall be from February 22, 2023 through April 30, 2023. An Abdo FS representative will be in the City offices as necessary to perform responsibilities as noted on the Scope of Services page. Services will also be performed remotely as necessary. Investment by the City for services is indicated on the value page.This quote is valid for thirty (30) days. The Firm is independent of the City as defined by auditing standards generally accepted in the United States of America. Abdo FS understands the City has retained an independent registered municipal advisor (IRMA) to advise in the evaluation of information and recommendations relating to the issuance of municipal securities and/or municipal financial products. The engaged IRMA is the recognized municipal advisor (MA) for the City. Abdo FS would like to thank the City for the opportunity to propose on these services. We look forward to exceeding your expectations and developing our long-term, mutually beneficial relationship. Sincerely, Abdo Financial Solutions Victoria Holthaus, CPA Partner |Abdo 1 The Abdo Difference At Abdo, we believe in the importance of relationships. This core value is the foundation of our approach to delivering the best experience and outcomes for our clients. It’s inherent in our people and the way we work. We know that for our clients to be successful, it takes more than having experience and credentials – we take the time to listen to their unique motivations, goals, and challenges. We truly care about their journey and where their path leads. Our process is built around a deep commitment to every client: We light the path forward so you can proceed with confidence. We're the par tner you can trust to help you along the way. We're the catalyst who empowers you to reach your goals. 22 LIGHTING THE PATH FORWARD Based on our ability to provide the requested services, our shared core values, and an understanding of your unique needs, we firmly believe we would be a great par tner for the City of St. Joseph.We have the resources, knowledge, people and services to light the path forward for your city. We have assembled a team with relevant experience who are committed to working with you to ensure success. Each team member is briefly profiled below, and full biographies can be found in Appendix C. Your Team Partner victoria.holthaus@abdofs.com P 952.715.3069 VICTORIA HOLTHAUS, CPA Senior Manager julie.mcmackins@abdofs.com P 952.715.3062 JULIE MCMACKINS 33 Manager karri.thorsten@abdofs.com P 952.939.3214 KARRI THORSTEN Associate debi.stainbrook@abdofs.com P 952.715.3010 DEBI STAINBROOK OUR QUALIFICATIONS •GFOA and MnGFOA Association members •Government operations training •MSRB Municipal Advisor Qualified Representatives (Series 50 and Series 54) •Consulting services for over 100 cities •We’ve assisted many municipalities in preparing for the GFOA’s Certificate of Achievement for Excellence awards in financial reporting You can have confidence in our years of experience performing consulting services, the quality of the accounting services we offer and our understanding of the unique challenges our clients face in the government space. Since 1963, we’ve served cities just like yours. With an unwavering commitment to streamlining processes, training staff, and finding technology-based solutions, we proudly offer excellence in city consulting and auditing. Out of our 180-strong, talented staff, over 40 team members are 100% focused on government clients, which include over 100 cities and other governmental entities. By serving cities across Minnesota, we have become exper ts in the nuances of how to best support your city. Our exper tise affords you a consulting experience that is painless. We do this by communicating up front, coming fully prepared, and being available throughout the year to support you. PROCESS Our methods are centered around incorporating technology to deliver unparalleled solutions for government organizations. In addition to our consulting experience, our firm exper tly performs outsourcing for governments giving us a wealth of experience in a consulting role. We don’t believe in a one-size-fits-all mentality. So together, we’ll focus on the needs that are relevant to your city and provide the right services to meet them with a customized methodology based on your needs. We’re focused on developing creative, customized solutions to help your city mitigate costs and boost efficiency. FOCUS Through continuous training and growth oppor tunities, we’ve established an environment with a focus on serving government entities. We spend more than 100 hours training and onboarding to ensure success for our clients. We truly hope that you partner with us to light the path forward for your organization. Government Experience 4 Government Experience Continued OUR FINANCIAL MANAGEMENT AND CONSULTING SERVICES INCLUDE: •Budget process development •Capital improvement planning •Cash flow analysis •Cost containment processes •Debt management plans •ERP system consulting •Federal and State relations/grant consulting •Finance Director services •Financial management plans •Financial reporting and analysis •Fleet: Operations and replacement rate analysis •Interim accounting and financial services •Internal control evaluation •Long-term strategic planning •Payroll processing •Policy development •Process flows and efficiencies •Project management •Quarterly and monthly reporting to management •Reconciliations •Software implementation •Utility/fee analysis •Year-end audit preparation and financial statement preparation 5 We believe technology should enhance our service offerings, making our work less intrusive, our time with you more productive and everyone’s data more secure. The use of technology in our financial accounting services enables us to streamline our processes and helps to automate certain functions of our work so we are able to spend more time analyzing our results and working directly with you. Through the outbreak of COVID-19, our team has been able to seamlessly move to a completely remote work environment with no loss of productivity, cooperation, or communication. Since March 17, 2020, our staff has been successfully conducting remote financial accounting services using the latest video conferencing and secure file sharing technology. Through Zoom, Microsoft Teams, or whatever technology your city may use, our team will continue to work through normal procedures, including regular meetings with you during the engagement to ensure effective collaboration with your team. We take the security of our client's data - and our own - very seriously. A number of systems are in place to ensure the safety of your city’s data. We operate on a remote distributed infrastructure leveraging Microsoft’s Cloud Platform Azure. This not only allows our staff to securely work from any computer, anywhere, any time, but also provides large- scale, cutting-edge technology and security for your data. Your data is housed in secure data centers that reside exclusively in the U.S. and not on laptops or local servers which could be stolen or misplaced. We continually provide security awareness training to our staff members to ensure they are good digital stewards of your data. In addition to this, we also consult bi annually with 3rd party security exper ts to conduct risk assessments and conduct annual penetration tests. IT ALSO MEANS: All firm staff use dual authentication to ensure that every login to our remote environment is secure and authorized. 6 Technology All data is saved on redundant servers and data centers so if one server fails, another immediately takes over with no data lost. All data is backed up continually which means we always have an extra copy for safe-keeping. All incoming emails, attachments, and embedded links are scanned for viruses prior to landing in our inbox, which allows us to operate with more protection from phishing emails, malware attacks, and other digital threats. Our cloud platform, Azure, is globally trusted by companies and governments and has numerous security compliance standard they adhere to. Reports of these can be provided as requested. Value We at Abdo FS help cities achieve their financial goals. Our fees range from $100 to $445 per hour based upon the experience and level of the individuals to be assigned to perform your work. Fees are also based on the assumption and limitations outlined in the Scope of Services. Below are the fees for our services. Staff Level Hourly Rates Partner $445 Senior Manager $325 Manager $265 Senior Associate $205 - $220 Associate $170 - $185 This quote is valid for thir ty (30) days. Initial invoice will be sent within 10 days of the execution of this agreement. Monthly installment fees will be invoiced throughout the remainder of this contract. The City has requested Abdo allocate eight (8) resource hours per week for accounting services.Services may be performed on-site or remotely. Travel time is invoiced at one-half the hourly bill rate and mileage is per IRS standard mileage rate. Hourly rates are subject to change on September 1st of each year. 77 8 Scope of Services ABDO FS CONTRACT TASK CLIENT RESPONSIBILITY FREQUENCY Reconcile developer escrows Provide access to systems, work papers, and source documentation necessary to complete our work One-time Reconcile forfeiture accounts Make all management decisions and perform all management functions One-time Enter capital asset budget into ClearGov Review and accept our work One-time Update organizational chart for each department in ClearGov One-time Assist with daily deposit Weekly Assist with accounts payable posting Weekly Capital asset updates for 2022 One-time Building permit inventory for finance reconciliation One-time Lease inventory for audit One-time Franchise fee reconciliation One-time Lease / notes receivable reconciliation for audit One-time Accounts payable journal entry for audit One-time Accounts receivable journal entry for audit One-time Compensated absences reconciliation for audit One-time CLIENT REFERENCES One of the things we enjoy most about our work is developing long-term relationships with our clients and watching their city thrive as we help them to evolve and grow. Our clients listed below serve as a sample of references of those we partner with for their financial management services. Additional references are available upon request. What Our Clients Say CITY OF FREEPORT Mike Eveslage Mayor P 320.836.2112 CITY OF CRYSTAL Kim Therres Assistant City Manager P 763.531.1132 CITY OF DUNDAS Jenelle Teppen City Administrator P 507.645.2852 9 Value Added Services When you partner with Abdo, you get access to our entire catalog of services. Below is a selection of the services that we believe could be of great value to your city. If you have need of these services, please reach out to us so we can help! Our additional service offerings can be found at www.abdosolutions.com. FRAUD & FORENSIC SERVICES Fraud can happen when you least expect it.Even a single instance of it can devastate your city’s accounting, not to mention its reputation. With Cer tified Fraud Examiners (CFEs) and forensic accounting experts on staff, we provide a broad slate of solutions to meet your unique needs—as well as those of your counsel and stakeholders. From conducting forensic data analyses of books and records to providing expert witness testimony, our seasoned professionals act swiftly and confidentially to help you maintain business as usual.If you notice signs of fraudulent activity or unethical conduct involving management, employees, or a third party, it’s critical to gather evidence before you plan your next step - we can help. HR & PAYROLL SERVICES We help employers better support their most valuable resource... their people. Having clear and consistent HR practices that best suit the individuality of your city is key, even more so in today’s tight employment environment. And because the right policies are just as important, we lend our HR expertise to help you strategically plan for your future. We help cities with: •Employee management and development •Regulatory compliance •Benefits analysis and administration, including the Affordable Care Act (ACA) and workers’ compensation •HR/Payroll software implementation and management •Advisory services such as specialized labor cost analysis, compensation studies, and HR process development and implementation LONG TERM PLANNING How will you fund your city’s Capital Improvement Plan?Part of establishing a capital improvement program is determining how to pay for it. Will you issue debt? Raise property taxes? Reorganize your capital budget? A long-term plan can help you answer these questions and more.Depending on your needs, our approach to long term planning may include: •Preparing projections to gauge future revenue streams •Conducting a debt management study •Reviewing reserve and fund balance policies •Implementing plans to achieve pay-as-you-go financing 1010 11 PROCESS SOLUTIONS “Because we’ve always done it way” is an easy trap to fall into.But this outdated processes or systems rarely get results. Instead, they often lead to redundancies, unreliable outcomes, and frustrated staff. An ineffective process can become your Achilles heel in a crisis. Our customized process improvement solutions will meet you where you are — and guide you to a better tomorrow. Our Process Solutions Services Include: •Process Mapping Documentation --How do transactions and data flow through your city? •Abdo ProEval --Removing waste in your processes allows your team members to focus on what they were hired to do—and to spend more time on value-added initiatives. •Abdo ProEval - Kaizen --Does the project seem too large, or the change too overwhelming? The Kaizen approach is a pared–down version of our ProEval service. Instead of a full operational review, we’ll focus on one aspect of your operation •Software Inventory & Assessment --Including recommendations for increasing efficiency and, if possible, reducing software-related costs. THIRD PARTY AUDIT PREP & RESPONSE Need help getting ready for your audit?We can help. We are experienced in helping clients get ready for their audit, whether a financial statement audit, IRS audit, or other regulatory audit. TECHNOLOGY & DATA SOLUTIONS Empowering you with advanced data analytics & insights.Data is one of your city’s most powerful assets. Using it to your advantage, however, can be a challenge. Our technology and data solutions are designed to give you the information you need—how, when, and where you need it. Our consultants leverage a powerful mix of technology and tools to support you with the data analytics and insights you need. From creating user-friendly dashboards and reports to managing software implementations, we deliver solutions that work for you. We can help your city with: •Strategic data analytics •Software solutions: evaluation, selection & implementation •Financial reporting solutions •Automation solutions 11 At Abdo, we recognize the need for continuous improvement in diversity, equity and inclusion initiatives throughout our firm and the accounting industry at large. We believe that when we understand each other better, we grow better together. Over the past year, we have increased our efforts to promote diversity, equity, and inclusion within our firm and community through implicit/unconscious bias, anti- harassment, and interview training. Our Diversity, Equity, and Inclusion Committee looks continues to implement new ideas, projects, and initiatives to move our firm forward through learning, understanding, and improving on these issues. We continue to increase our number of women at the highest leadership level. We strive for continued growth in our ability to attract and retain women and people of color within our firm and we are working towards greater equity and diversity for all within our industry. In order to build a more inclusive work environment, the firm has implemented diversity and inclusion education through partnering with expert speakers and trainers. Please let us know if you have any ideas on how we can improve diversity, equity, and inclusion at Abdo. 12 61% of our employees are female 51% of our management level employees are female 23% of our interns this year were people of color Why Partner with Abdo “Listening to our clients’ needs, understanding their challenges, and adjusting how we work together is key to our partnership with the people we serve.” --Steve McDonald, CPA |Managing Partner LIGHTING THE PATH FORWARD In a world of ever-changing complexity, people need caring, empathetic and highly skilled professionals they can depend on to provide the right advice and solutions for them. Our clients seek growth and success, but also want security and confidence. For nearly 60 years, Abdo has provided insights for our clients to help them achieve their goals. That same innovative spirit is also what has earned us the title of being one of the top accounting firms in the Midwest. Abdo is a better firm today because of the efforts we made to support a culture driven by our core values of growth, relationships, and teamwork. With this foundation in place, we have successfully helped our clients identify and break through their own growth barriers. Every challenge they face is an opportunity for us to listen, understand and empower them with solutions and a plan to achieve their goals. It’s fulfilling to serve as the catalyst that helps them overcome obstacles that block their progress. When it comes to our working relationships, we are partners. We’re confidants. We’re the catalyst that sparks true business growth, providing guidance through every challenge and opportunity along the way. ABOUT ABDO Abdo is a full-service accounting and consulting firm that delivers customized strategies and innovative solutions to help businesses, governments and nonprofits succeed. With more than 180 professionals and nearly six decades of experience, Abdo is ranked as one of the top accounting firms in the Midwest. It is a licensed CPA firm with offices located in Minneapolis and Mankato, Minnesota, and Scottsdale, AZ. Abdo’s commitment to its clients is to gain in- depth knowledge of their unique challenges, opportunities, and needs. Through this consultative approach, Abdo partners with organization leaders to light the path forward to confidently reach their goals. 13 Appendix A AGREEMENT FOR FINANCIAL SERVICES 14 Agreement for Financial Services THIS AGREEMENT, is made and entered into on February 15, 2023 by and between the City of St. Joseph, Minnesota (hereinafter referred to as the “Client”), and Abdo Financial Solutions (hereinafter referred to as the “Contractor”). Articles of Agreement & Recitals WHEREAS, the Client is authorized and empowered to secure from time to time certain professional services through contracts with qualified consultants; and WHEREAS, the Contractor understands and agrees that: 1.The Contractor will act as an Independent Contractor in the performance of all duties under this Agreement. Accordingly, the Contractor shall be responsible for payment of all taxes, including federal, state and local taxes and professional/business license fees arising out of the Contractor’s activities; 2.The Contractor shall have no authority to bind the Client for the performance of any services or to obligate the Client. The Contractor is not an agent, servant, or employee of the Client and shall not make any such representations or hold himself/herself out as such; 3.The Contractor shall be the exclusive outsourced accounting service provider for the Client during the term of this Agreement; 4.The Contractor shall perform all professional services in a competent and professional manner, acting in the best interests of the Client at all times. 5.The Contractor shall not accrue any continuing contract rights for the services performed under this Agreement. NOW THEREFORE, in consideration of the mutual covenants and promises contained herein, it is agreed as follows: ARTICLE I INCORPORATION OF RECITALS The recitals and agreement set forth above are hereby incorporated into this Agreement. ARTICLE II LIABILITY INSURANCE Section 1 Liability Insurance:The Contractor shall obtain professional liability insurance, at their expense with liability insurance coverage minimums in the amount of $2,000,000, which Contractor must secure and maintain during the term of this Agreement. Contractor will provide Client with proof of liability insurance coverage under this Agreement in writing upon request by the Client. 15 ARTICLE III DURATION OF THE AGREEMENT Section 1 Duration:This Agreement shall commence upon date of execution by all parties and will remain in effect until April 30, 2023 unless earlier terminated as provided in Sections 2 and 3. Section 2 Client's Termination Rights:The Client may terminate this Agreement upon sixty (60) days written notice in the event the Client determines in its sole discretion that it is not in the Client's best interest to continue using Contractor’s services. The Client may terminate on ten (10) days written notice if the Contractor fails to perform its obligations under this Agreement. Section 3 Contractor’s Termination Rights:Contractor may terminate this Agreement upon thir ty (30) days written notice to Client in the event Client does not pay Contractor compensation as required under Article 5, Section 9 within fifteen (15) days after invoice is received by Client. In the event of non-payment within thirty (30) days, Contractor shall give the Client an oppor tunity to cure the default by giving a notice of such non-payment and an additional five (5) days after the Client's receipt of the notice to remit such payment, prior to giving a notice of termination. Contractor can also terminate the Agreement with thirty (30) days written notice if the Contractor believes it is in its best interests to terminate the Agreement. ARTICLE IV GENERAL Section 1 Authorized Client Agent:The Client's authorized agent for the purpose of administration of this Agreement is the Finance Director.Said agent shall have final authority for approval and acceptance of the Contractor’s services performed under this Agreement and shall further have responsibility for administration of the terms and conditions of this Agreement. All notices under this Agreement shall be sent to the person and address indicated below on the signature lines. Section 2 Amendments: No amendments or variations of the terms and conditions of this Agreement shall be valid unless in writing and signed by the parties. Section 3 Assignability: The Contractor’s rights and obligations under this Agreement are not assignable or transferable. Section 4 Data:Any data or materials, including, but not limited to, reports, studies, photographs, negatives, or any and all other documents prepared by the Contractor or its outside consultants in the performance of the Contractor's obligations under this Agreement shall be the exclusive property of the Client, and any such data and materials shall be remitted to the Client by the Contractor upon completion, expiration, or termination of this Agreement. Further, any such data and materials shall be treated and maintained by the Contractor and its outside consultants in accordance with applicable federal, state and local laws. Further, Contractor will have access to data collected or maintained by the Client to the extent necessary to perform Contractor's obligations under this Agreement. Contractor agrees to maintain all data obtained from the Client in the same manner as the Client is required under the Minnesota Government Data Practices Act, Minnesota Statutes Chapter 13 or other applicable law (hereinafter referred to as the "Act"). Contractor will not release or disclose the contents of data classified as not public to any person except at the written direction of the Client. Upon receipt of a request to obtain and/or review data as defined in the Act, Contractor will immediately notify the Client. The Client shall provide written direction to Contractor regarding the request within a reasonable time, not to exceed fifteen (15) days. The Client agrees to indemnify, hold harmless and defend Contractor for any liability, expense, cost, damages, claim, and action, including attorneys' fees, arising out of or related to Contractor's complying with the Client's direction. Subject to the aforementioned, Contractor agrees to defend and indemnify the Client from any claim, liability, damage or loss asserted against the Client as a result of Contractor's failure to comply with the requirements of the Act. Upon termination and/or completion of this Agreement, Contractor agrees to return all data to the Client, as requested by the Client. 16 Agreement for Financial Services Continued 17 ARTICLE IV - CONTINUED GENERAL (CONTINUED) Section 5 Entire Agreement:This Agreement is the entire agreement between the Client and the Contractor, and it supersedes all prior written or oral agreements. There are no other covenants, promises, under takings, or understandings outside of this Agreement other than those specifically set forth. Any term, condition, prior course of dealing, course of performance, usage of trade, understanding, or agreement purpor ting to modify, vary, supplement, or explain any provision of this Agreement is null and void and of no effect unless in writing and signed by representatives of both par ties authorized to amend this Agreement. Section 6 Severability:All terms and covenants contained in this Agreement are severable. In the event any provision of this Agreement shall be held invalid by any court of competent jurisdiction, this Agreement shall be interpreted as if such invalid terms or covenants were not contained herein, and such holding shall not invalidate or render unenforceable any other provision hereof. Section 7 Contractor Fiscal Decision Waiver: Contractor is responsible for providing the Client with timely and accurate financial recommendations and information that allows the Council the ability to make final financial decisions. Contractor will provide final financial recommendations but is not responsible for the final decisions made regarding financial matters. Section 8 Client Employment of Contractor’s Employees: The Client acknowledges and agrees that Contractor’s workforce, including employees assigned to staff the engagement provided for under this Agreement, constitutes an important and vital aspect of Contractor’s business. In recognition of the foregoing and the harm that Contractor will suffer in the event of the loss of one or more of its employees, the Client agrees that during the Term of this Agreement and for a period of six (6) months following the termination of this Agreement for any reason (the “Restrictive Time Period”) the Client shall not, directly or indirectly, on behalf of itself or any person, firm, corporation, association or other entity, (a) recruit, solicit, or assist anyone else in the recruitment or solicitation of, any of Contractor’s employees to terminate their employment with Contractor and to become employed by or otherwise engaged with or by the Client in any capacity independent of Contractor; (b) hire or engage any Contractor employee; or (c) otherwise encourage or induce any of Contractor’s employees to terminate their employment with Contractor. Notwithstanding the foregoing, Contractor may (but shall not be obligated to) consent to the Client's recruitment, solicitation, employment or other engagement of a Contractor employee otherwise prohibited by this paragraph provided that (a) the Client discloses to Contractor in writing its desire to recruit, solicit, employ or otherwise engage the Contractor employee independent of Contractor before engaging with the Contractor employee regarding any such potential relationship; (b) the Client agrees to pay Contractor a Restrictive Covenant Exception Fee (as hereafter defined) in the event the Contractor employee becomes employed by or otherwise engaged with the Client independent of Contractor; and (c) Contractor provides written consent to the Client to engage with the Contractor employee regarding any such relationship. For purposes of this Agreement, the Restrictive Covenant Exception Fee shall be the greater of: (i) 150% of the annual contracted cost of Contractor’s services under this Agreement in addition to the annual contracted cost paid or due Contractor hereunder; or (ii) 150% of the fees paid or due Contractor for services provided under this Agreement during the twelve (12) month period immediately prior to the termination of this Agreement or, in the event the Agreement has not been terminated, during the twelve (12) month period immediately prior to Contractor’s provision of written consent to the Client to engage in the recruitment, solicitation, employment or other engagement of a Contractor employee otherwise prohibited by this paragraph. Agreement for Financial Services Continued 18 ARTICLE IV - CONTINUED GENERAL - CONTINUED Section 9 Compensation:The par ties agree that the Contractor shall be paid compensation for the services provided hereunder, payable for work performed in accordance with this Agreement, based on the fees indicated on the Value page of this proposal. Additional fees will not be incurred without prior approval of the Client. Initial invoice for anticipated first month fees will be sent within 10 days of the execution of this agreement. Monthly installment fees will be invoiced throughout the remainder of this Agreement. If the Agreement is for an hourly fee basis, invoices will be sent monthly. Section 10 Additional Services:Should the Client request additional services in addition to the Contracted Services, the Contractor will provide the Client with proposed fees for the services to be provided. The Client shall provide a written or electronic confirmation prior to the proposed services implementation. Section 11 Outside Contractors:It shall be the responsibility of Contractor to compensate any other outside consultants retained or hired by Contractor to fulfill their obligations under this Agreement and shall be responsible for their work and Contractor, by using outside contractors, shall not be relieved of its obligations under this Agreement. Section 12 Municipal Advisor:Abdo FS acknowledges the Client has retained an independent registered municipal advisor (IRMA) to assist and advise the Client in evaluating information relating to the issuance of municipal securities and/or municipal financial products. Abdo FS acknowledges the Client will rely on advice from their IRMA.Abdo FS will have no recourse against the Client or its IRMA, regarding action or inaction relating to evaluating, commenting on, or responding to financial projects or information received under this Agreement. Abdo FS acknowledges it is not the registered independent municipal advisor retained by the Municipal Entity Client. ARTICLE V RENEWAL OF THE AGREEMENT Section 1 Renewal Period:Not less than ninety (90) days prior to the expiration of this Agreement, the Client may provide written notice of intent to renew this Agreement for an additional term of up to three years upon terms and conditions agreed upon by both parties to the Agreement. If no such renewal agreement is executed by the parties, the Agreement terminates without further action of either party on April 30, 2023. Agreement for Financial Services Continued Appendix B AGREEMENT FOR THE PROVISION OF PROFESSIONAL SERVICES 19 Agreement for the Provision of Professional Services WHEREFORE, this Agreement was entered into on the date set forth below and the undersigned, by execution hereof, represent that they are authorized to enter into this Agreement on behalf of the respective parties and state that this Agreement has been read by them and that the undersigned understand and fully agree to each, all and every provision hereof, and hereby, acknowledge receipt of a copy hereof. City of St. Joseph 75 Callaway St E St. Joseph, Minnesota 56374 SIGNATURE Lori Bartlett Abdo Financial Solutions, LLC 5201 Eden Avenue, Suite 250 Edina, Minnesota 55436 Victoria Holthaus, CPA Partner |Abdo February 15, 2023 20 Appendix C TEAM BIOS 21 Victoria Holthaus CPA Partner |Abdo Financial Solutions Municipal Advisor Representative (Series 50) Municipal Advisor Principal (Series 54) victoria.holthaus@abdofs.com P 952.715.3069 Vicki aims to simplify the complex for her clients. Her goal is to give them a solid understanding of their finances, so they can confidently plan ahead. She specializes in working with local governments and nonprofit agencies to strategize capital improvements, develop long-range financial plans, and troubleshoot accounting and financial challenges. She also provides process evaluation and process improvement services for nonprofit and private sector clients. Over the past several years, Vicki has helped many organizations with strategic upgrades to technology and software as they navigate new ways of interacting with constituents and customers. Along with the ability to creatively explain technical terms, Vicki has firsthand knowledge of the issues local governments often face. Prior to joining the firm, she served Minnesota municipalities and joint ventures in various finance and administrative roles. EDUCATION •Bachelor of Science in Accounting, National American University •Master of Ar ts in Public Administration, Hamline University •Minnesota Cer tified Municipal Clerk •Continuing professional education PROFESSIONAL MEMBERSHIPS •Minnesota and Arizona Society of Cer tified Public Accountants •American Institute of Certified Public Accountants •Minnesota Clerks and Finance Officers Association •Government Finance Officers Association of the United States and Canada •Minnesota and Arizona Government Finance Officers Association AFFILIATIONS •Hamline School of Business, Accounting Board Member •Arizona Women Leading Government Member QUALIFICATIONS •17 years of experience working with local governments and nonprofits in finance and administration •Experience with budgeting, capital planning, debt management, as well as being the process evaluation and improvement engagement lead •Previous speaker at MCFOA Municipal Clerks and Finance Officers Association, League of Minnesota Cities and has developed newsletter content on automation, long-term planning and process improvements TEAM MEMBER BIO abdosolutions.com |Edina, MN -Mankato, MN -Scottsdale, AZ 22 Julie McMackins Senior Manager |Abdo Financial Solutions julie.mcmackins@abdofs.com P 952.715.3062 Julie joined the Firm in 2021 as a Manager in the Financial Solutions depar tment.Prior to joining Abdo FS, she spent nine years working for the City of Plymouth in Accounting roles, including Accountant, Supervising Accountant and Interim Finance Manager. In these roles, Julie was involved in a wide variety of finance responsibilities. Julie also has four years of experience in accounting and auditing roles. EDUCATION •Bachelor of Science in Accounting, Winona State University ◦Graduated Summa Cum Laude ◦Dean’s List ◦Member of National Society of Collegiate Scholars •Certified Public Accountant (Inactive) •Continuing professional education PROFESSIONAL MEMBERSHIPS •National Government Finance Officers Association QUALIFICATIONS •14 years of experience working with Minnesota municipalities and two years experience in the private sector •Experience in a variety of roles within local government, including, but not limited to: preparation of 10-year financial plan, monitoring cash and investment balances, preparation of biennial budget, preparation of City’s annual financial report, led capital improvement plan processes, preparation of utility rate studies and cash flow analyses, preparation and submission of financial information for external reporting agencies, •Experience in supervising and leading staff in the finance division in performing accounts payable, billing, cash receipts, payroll and general ledger accounting •Experience in implementation of financial software, billing and payment options for utility billing, as well as acted as a liaison between staff and the Information Technology division TEAM MEMBER BIO abdosolutions.com |Edina, MN -Mankato, MN -Scottsdale, AZ 23 Karri Thorsten Manager |Abdo Financial Solutions karri.thorsten@abdofs.com P 952.939.3214 Karri joined the Firm in 2022 with the Financial Solutions department. She has over 25 years of finance experience in governments and nonprofit organizations. Most recently Karri was the Director of Finance and Operations for the Foley Public Schools, monitoring budgets, revenues, managing day-to-day operations, completing monthly and quarterly accounting procedures, and working closely with financial policies and accounting procedures according to GAAP. Karri also service as the Benton County Auditor-Treasurer for 6 years. EDUCATION •Bachelor of Science in Accounting, St. Cloud State University PROFESSIONAL MEMBERSHIPS •LEAN Certification, Minnesota Association of Counties QUALIFICATIONS •25 years of finance experience with governments and nonprofit organizations •6 years of experience as a Auditor-Treasurer for a County in Minnesota •Experience monitoring budgets, revenues and expenditure trends •Experience with calculations collections and disbursements of taxes •Experience in managing a finance department, and ensuring accurate and timely completion of finance tasks •Extensive knowledge of compliance in financial policies and accounting procedures according to GAAP TEAM MEMBER BIO abdosolutions.com |Edina, MN -Mankato, MN -Scottsdale, AZ 24 Debi Stainbrook Associate |Abdo Financial Solutions debi.stainbrook@abdofs.com P 952.715.3010 Debi joined Abdo Financial Solutions in 2023, after having previously served as the City Auditor for the City of Pembina, North Dakota. In her previous position, she had involvement and experience in administration, training and auditing. As a member of the Abdo Financial Solutions team, Debi has experience in payroll, bank reconciliation, fund accounting and utility billing. Debi enjoys working with local governments to help make things as easy as possible for City staff, and support clients in making sound decisions to give opportunities for the betterment of their community. EDUCATION •Bachelor's in Business, Capella University ◦Leadership and Management ◦Organizational Leadership •Continuing professional education QUALIFICATIONS •1 year of experience in local government, providing training, auditing and administrative services •Experience in payroll, utility billing, fund accounting and bank reconciliation TEAM MEMBER BIO abdosolutions.com |Edina, MN -Mankato, MN -Scottsdale, AZ 25 CLA (CliftonLarsonAllen LLP) City of St. Joseph Proposal to Serve Outsourced Accounting Services Anticipated Project-Based Services • Reconcile developer escrow accounts • Reconcile forfeiture accounts • Enter capital asset budget into ClearGov • Update org chart for each dept in ClearGov • Assist with daily deposit and AP posting • Capital Asset updates for 2022 • Building permit inventory for finance reconciliation • Lease inventory for audit • Franchise fee reconciliation • Lease/Notes Receivables reconciliation for audit • AP and AR journal entry for audit • Compensated Absences reconciliation for audit Billing Rates: • Billing rates guaranteed through December 31, 2023: ­ Controller $142-148/hour ­ Government Industry Principal $350/hour Expected Hours: • Controller ­ Available immediately for duration to be determined by client 8 hours per week • Government Industry Principal ­ As needed If Desired All professional fees are subject to additional 5% technology and client support fee. STAFF MEMO Prepared by: Interim City Administrator Meeting Date: 02/21/2023 ☐ Consent Agenda Item ☒ Regular Agenda Item Agenda Item # 6 Reviewed by: Interim Administrator Item: Consideration of Approving AFSCME Agreement and Memorandum of Understanding for 2023-2025 ACTION REQUESTED Motion Adopting Resolution Approving AFSCME Agreement and Memorandum of Understanding for 2023-2025 BOARD/COMMISSION/COMMITTEE RECOMMENDATION Negotiations team worked with Union Representatives in establishing terms which were subsequently approved by union membership. PREVIOUS COUNCIL ACTION The pay scale proposed for AFSCME mirrors the recently approved LELS agreement as summarized below: 2022 Base pay scale to be adjusted for 2023 as follows. • Drop two steps and add one step – go from 8 to 7 step • Shift the entire scale up 4% to equalize for 2022 • Additional 3% Jan 1 2023 to keep pace for 2023 • Future adjustments - 2024 3%, 2025 3% REFERENCE AND BACKGROUND In accordance with general direction by the City Council, the negotiations team consisting of Bob Loso, Kelly Beniek, Jeff O’Neill, Lori Bartlett and Brandon Fitzsimmons, with Bob Loso absent, conducted negotiations with AFSCME and Union representatives and requests City Council consideration of approval of the agreement and memorandum of understanding as submitted. If approved by the City Council, it is proposed that back pay be provided to January 1, 2023 At the time of preparation of this memo, the version of the agreement and memorandum of understanding was same as the tentative agreement that the union voted on. However, we do not have a signed agreement or memorandum of understanding at this time, so if when the meeting occurs, a signed agreement is not in place, or another the TA version is changed, the City Council may have to pull this item of consideration from the agenda. BUDGET IMPACT As noted and account for in the 2023 budget process, the overall cost of implementation of the compensation study, which includes compensation for all employees is $1,310,694. The AFSCME employee wages adjustments are included in this amount. STAFF RECOMMENDED ACTION Motion approving Resolution 2023-008 Approving Labor Agreement and Memorandum of Understanding between the City of St. Joseph and (AFSCME). SUPPORTING DATA/ATTACHMENTS Resolution 2023-008 Signed Agreement and Memorandum of Understanding CITY OF ST. JOSEPH RESOLUTION 2023-008 APPROVING LABOR AGREEMENT AND MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF ST. JOSEPH AND AMERICAN FEDERATION OF STATE, COUNTY, AND MUNICIPAL EMPLOYEES (AFSCME) COUNCIL 65 WHEREAS, AFSCME is the exclusive representative for certain City of St. Joseph employees; and WHEREAS, the current labor agreement between the City of St. Joseph and AFSCME expired on December 31, 2022; WHEREAS, the City of St. Joseph and AFSCME met and negotiated over the terms of the new labor agreement between the parties; WHEREAS, the parties reached a tentative agreement of the terms of the new labor agreement, along with a memorandum of understanding (MOU); and WHEREAS, the Public Employment Relations Act requires that the City of St. Joseph execute a labor agreement and any MOU and implement it in the form of a resolution. NOW, THERFORE, BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL AS FOLLOWS: 1. The Labor Agreement between the City of St. Joseph and AFSCME for January 1, 2023 through December 31, 2025 is approved. 2. The MOU between the City of St. Joseph and AFSCME is approved. 3. The City of St. Joseph’s Mayor and City Administrator shall execute the agreement and MOU. 4. The City of St. Joseph shall implement the agreement and MOU. PASSED by the City of St. Joseph’s City Council on this ____ day of _______, ________. ATTEST Interim City Administrator City Mayor Labor Agreement between the City of St. Joseph and American Federation of State, County, and Municipal Employees (AFSCME) Council 65 January 1, 2023 – -December 31, 2025 This page intentionally left blank Table of Contents Article 1 Purpose of the Agreement 1 1.1 Purpose of the agreement - Interpretation 1 1.2 Purpose of the agreement - Terms and conditions 1 Article 2 Recognition 1 2.1 Union as exclusive representative 1 2.2 Employer to not enter into any agreements conflicting with agreement 1 2.3 Employer to recognize Union as the representative 1 Article 3 Definitions 1 3.1 Union 1 3.2 Employee 1 3.3 Regular employee 1 3.4 Probationary employee 1 3.5 Employer 1 Article 4 Employer Authority 2 4.1 Employer retains right to manage the employees 2 4.2 Employer authority for terms not in agreement 2 Article 5 Employee Security 2 5.1 Union to designate and make Employer aware of stewards/negotiators 2 5.2 Discrimination 2 5.3 Payment of union dues 2 5.4 Employer to make space available for union announcements/notices 2 5.5 Union representative to have access to Employer to conduct union business 2 5.6 Union Indemnify Employer 2 Article 6 Employer Rights and Grievance Procedure 3-5 6.1 Definition of a grievance 3 6.2 Procedure 3-4 6.3 Arbitrator’s Authority 4-5 6.4 Waiver 5 6.5 Expenses 5 6.6 Exclusive Remedy 5 6.7 Choice of Remedy 5 Article 7 Hours of Work 5-6 7.1 Employer to determine work schedules 5 7.2 Normal workweek 5 7.3 Work Schedules to be posted 5 7.4 Breaks 5-6 7.5 Lunch periods 6 7.6 Lunch periods to be scheduled 6 Article 8 Overtime and Premium Pay 6 8.1 Amount of overtime 6 8.2 Non-exempt Employee and overtime compensation 6 8.3 Employees returning to work after their work day 6 8.4 Overtime as Compensatory time 6 8.5 Election Pay 7 Article 9 Holidays 6-8 9.1 Paid Holidays 6-7 9.2 Holiday falling on a Saturday/Sunday 7 9.3 Christmas Holiday 7 9.4 Employees working on a holiday 7 9.5 Maintenance Employees working on a holiday 7 9.6 Holiday fall’s on individual day off 7 9.7 Personal Holiday 7-8 9.8 Part-time employees 8 Article 10 Vacations 8-9 10.1 Eligible Employees 8 10.2 Regular Employees 8 10.3 Vacation Hours to be credited 8 10.4 Vacation Hours taken 8 10.5 Maximum vacation allowed 8 10.6 Unpaid leave >30 days 8 10.7 Holidays falling during a vacation period 8 10.8 Employees leaving employment 8-9 10.9 Amount to carry over 9 10.10 Vacation preferences 9 10.11 Emergency 9 10.12 Part-Time Employees 9 Article 11 Sick Leave 9-11 11.1 Eligible employees 9 11.2 Sick leave earned 9 11.3 Maximum sick leave accumulation 9 11.4 Sick leave increments 9 11.5 Purpose of sick leave 10 11.6 Sick leave >30days 10 11.7 Retirement/Termination 10 11.8 Sick leave and allowed absences 10 11.9 Medical certificate required after 3 days 10 11.10 Requirement to notify supervisor 10-11 11.11 Cause for disciplinary action 11 11.12 Sick leave and workers compensation 11 11.13 Sick leave donation 11 Article 12 Funeral Leave 12 12.1 Immediate Family 12 12.2 Extended Family 12 12.3 Friends and other relatives 12 Article 13 Bone Marrow 12 13.1 Entitlement to time off 12 Article 14 Jury Duty 12 14.1 Employee to report for jury duty 12 Article 15 Military Leave 12 15.1 Employees called to training or active duty 12 Article 16 Unpaid leaves of absence 13 16.1 Written request to be made 14 days prior 13 16.2 Requested leaves to be granted at discretion of the City Council 13 16.3 No compensation or benefits to be earned 13 Article 17 Health Benefits 13-15 17.1 Employer to provide health and dental insurance 13 17.2 Health insurance options 13-14 17.3 Dental insurance 14 17.4 Termination and COBRA 14 17.5 Retirement and continuation 14 17.6 Life insurance 14 17.7 Long term disability 14 Article 18 Post Retirement Health Care Savings 14-15 18.1 Establishment of VEBA 14 18.2 Severance pay 15 18.3 Contribution – Unused sick leave 15 18.4 Administrative fee 15 Article 19 Probationary Periods, Seniority and Resignation 15-18 19.1 Six month probationary period for new employees 15 19.2 Completion of probationary period 15 19.3 Seniority to govern in the event of a layoff or recall 15 19.4 Intent to resign 15-16 19.5 Employees laid off 16 19.6 Employees to be recalled based on seniority 16 19.7 Employees recalled to a lower job classification 16 19.8 Employees eligible for recall 17 19.9 Seniority defined 17 19.10 Minimum notice of layoff 17 19.11 Seniority list to be provided to Union 17 19.12 Loss of seniority 17-18 Article 20 Vacancies, New Positions and Promotions 18 20.1 New positions and vacancies to be posted 18 20.2 Senior employee to be offered a vacant position 18 20.3 Qualification determination 18 20.4 Employee refusing a promotion 18 20.5 Employee requirements before any transfers/promotions 18 20.6 Approvals for promotion to be made by Employer 18 20.7 Authority to hire temporary staff in the event of vacancy 18 Article 21 Discipline 18-19 21.1 Forms of discipline 18-19 21.2 Suspensions, demotions and discharges to be in written form 19 21.3 Employees and Union to receive copies of all written notices 19 21.4 Employees to examine their personnel files 19 21.5 Investigation of disciplinary action 19 21.6 Grievances to be initiated by Union 19 Article 22 Wages 19 22.1 Employees to be paid in accordance with Schedule “A” 19 22.2 Employees to move on wage scale at anniversary date 19 22.3 Deductions 19 22.4 Wages for employees taking a lower classification 19 Article 23 Uniforms 19-20 23.1 Uniforms to be provided for maintenance employees 20 23.2 Safety shoes required 20 Article 24 Reimbursements 20 24.1 Meal reimbursement 20 24.2 Mileage 20 24.3 Lodging 20 24.4 Parking fees 20 24.5 Commercial transportation 20 24.6 School license reimbursement 20 Article 25 Retirement Contribution 20-21 25.1 Employer and Employee to contribute to PERA 20-21 Article 26 Personnel Policy Manual 21 26.1 Collective bargaining agreement shall govern over the Personnel Policy 21 Article 27 Waiver 21 27.1 All prior agreements, etc. to be suspended 21 27.2 Agreement to be opened only upon consent of both the Employer and Union 21 Article 28 Savings Clause 21 28.1 Provisions to be voided if contrary to law 21 Article 29 Duration 21 29.1 Agreement to be automatically renewed annually unless desire to modify 21 Appendices 23-25 Seniority Listing by Job Classification 23 Memorandum of Understanding (On-Call) 24-25 1 ARTICLE 1 PURPOSE OF THE AGREEMENT This agreement is entered into between the City of St. Joseph, herein after called the "Employer," and the American Federation of State, County and Municipal Employees, AFL-CIO herein after called "Union." It is the intent and purpose of this agreement to: 1.1 Establish procedures for the resolution of disputes concerning this Agreement's interpretation and/or application; and 1.2 Place in written form the parties' agreement upon terms and conditions of employment for the duration of this Agreement. ARTICLE 2 RECOGNITION 2.1 The Employer recognizes Union as the exclusive representative for all employees of the Employer who are both public employees within the meaning of Minnesota Statute 179A.03, Subd.14 and work for the Employer more than 67 days in a calendar year, excluding supervisory, confidential, Police Chief, and employees employed in the City of St. Joseph Police Department who are represented by another exclusive representative. 2.2 The Employer shall not enter into any agreement with the employees coming under this jurisdiction, either individually or collectively which in any way conflicts with the terms and conditions of this Agreement. 2.3 The Employer recognizes the Union as the representative for all employees identified in 2.1 and will negotiate wages for all new bargaining unit positions. ARTICLE 3 DEFINITIONS 3.1 Union: American Federation of State County and Municipal Employees, AFL-CIO. 3.2 Employee: An individual employed by the City of St. Joseph included in the appropriate unit represented by the Union. 3.3 Regular Employee: Employee who has completed the probationary period. 3.4 Probationary Employee: Employee who has not completed the probationary period. 3.5 Employer: City of St. Joseph 2 ARTICLE 4 EMPLOYER AUTHORITY 4.1 The Employer retains the full and unrestricted right to operate and manage all manpower, facilities, and equipment; to establish functions and programs; to set and amend budgets; to determine the utilization of technology; to establish and modify the organizational structure; to select, direct, and determine the number of personnel; to establish work schedules, shifts, and hours; to contract for goods or services; to make and enforce reasonable rules and regulations; to hire, promote, assign, and transfer Employees; to lay off Employees; to assign duties, tasks, jobs, hours, shifts, and overtime to Employees and to perform any inherent managerial functions not specifically limited by this agreement. 4.2 Any term and condition of employment not specifically established or modified by this Agreement shall remain solely within the discretion of the Employer to modify, establish or eliminate. ARTICLE 5 EMPLOYEE SECURITY 5.1 Union may designate employees from the bargaining unit to act as stewards, negotiators and alternates and shall inform the Employer in writing of such choice and changes in the position of steward and/or alternate. 5.2 There shall be no discrimination, by the Employer or AFSCME against any employee because of age, sex, race, color, disability, religious or political belief, or membership, or non-membership in AFSCME. 5.3 For such employees as authorized in writing, the Employer shall deduct from the first pay check of each employee per month an amount equal to the regular monthly Union dues, certified in writing by the Union, and any other Union and employee approved deductions, and shall be remitted to the Union as directed by the Union. 5.4 The Employer shall make space available on the employee bulletin board at the unions' expense for posting Union notice(s) and announcements. 5.5 Union representatives shall have access to the premises of the Employer at reasonable times and subject to reasonable rules in connection with official Union business. 5.6 The Union agrees to indemnify and hold the Employer harmless against any and all claims, suits, orders, or judgments brought or issued against the Employer as a result of any action taken or not taken by the Employer under the provisions of 5.3. 3 ARTICLE 6 EMPLOYEE RIGHTS - GRIEVANCE PROCEDURE 6.1 DEFINITION OF A GRIEVANCE - A grievance is defined as a dispute or disagreement as to the interpretation or application of the specific terms and conditions of this Agreement. 6.2 PROCEDURE - Grievances, as defined by Section 6.1, shall be resolved in conformance with the following procedure: Step One An employee claiming a violation concerning the interpretation or application of this agreement shall, within 14 working days after such alleged violation has occurred, present such grievance in writing to their supervisor, meet and discuss it with their supervisor and attempt to resolve it with their supervisor. Maintenance and utility employees shall provide such grievance to the Public Works Director, clerical employees shall provide such grievance to the Finance Director and Police Administration support staff employees will provide such grievance to the Police Chief. The Supervisor will discuss and give an answer to such Step 1 grievance within seven (7) working days after receipt and the meeting and discussion. Step Two If a grievance is not resolved in Step 1 and the Union desires to appeal it to Step 2, the Union shall within seven (7) working days after the supervisor’s submission of his or her final Step 1 answer place the appeal in writing setting forth the nature of the grievance, the facts on which it is based, the provisions of the Agreement allegedly violated, the remedy requested, and present the written grievance to the City Administrator, meet with the City Administrator and attempt to resolve the grievance. The City Administrator will discuss and give an answer to such Step 2 grievance within ten (10) working days from the date of the 2nd step grievance meeting and discussion. Step Three If a grievance is not resolved in Step 2 and the Union desires to appeal it to Step 3, the Union shall within seven (7) working days after the City Administrator’s submission of his or her final Step 2 answer, place the grievance in writing setting forth the nature of the grievance, the facts on which it is based, the provisions of the Agreement allegedly violated, remedy requested and present the written grievance to the City Administrator. The Union shall thereafter meet with the City Council, or their 4 representative, and attempt to resolve the grievance on a date mutually agreeable to the Union and City Council, or their representative. Within ten (10) working days of the meeting, the City Council, or their representative, shall issue a written answer to the grievance. Step Four If a grievance is not resolved in Step 3 and the Union desires to appeal it to Step 4 the Union shall submit the matter to the State of Minnesota, Bureau of Mediation Services, subject to the provisions of the Public Employment Labor Relations Act, Minnesota Statutes Chapter 179A. By mutual agreement the Employer and the Union may waive Step 4 and proceed directly to Step 5, arbitration. Step Five If the grievance is not resolved in Step 4, mediation, and the Union desires to appeal it to Step 5 the Union shall, within ten (10) working days after the completion of mediation as designated by the mediator, present written notice of its intent to request for arbitration to the City Administrator. Within ten (10) working days after presenting such notice, the Union must provide a written request for a list of seven arbitrators to the Minnesota Bureau of Mediation Services with a copy to the City Administrator. The selection of an arbitrator shall be made in accordance with the rules established by the Minnesota Bureau of Mediation Services. 6.3 ARBITRATOR’S AUTHORITY 6.3.1 The arbitrator shall have no authority to amend, modify, nullify, ignore, add to, or subtract from the provisions of the Agreement. The arbitrator shall consider and decide only the specific issue(s) submitted in writing by the Employer and the Union, and shall have no authority to make a decision on any other issue not so submitted. The arbitrator shall be without power to make decisions contrary to, or inconsistent with, or modifying or varying in any way the application of laws, rules, or regulations having the force and effect of law. The decision shall be binding on both the Employer and the Union and shall be based solely on the arbitrator’s interpretation or application of the express terms of this Agreement and to the facts of the grievance presented. 5 6.3.2 The arbitrator’s decision shall be submitted in writing within 30 calendar days following the close of the hearing or the submission of briefs by the parties, whichever is later, unless the parties agree to an extension. 6.4 WAIVER - If a grievance is not presented within the time limits set forth above, it shall be considered waived. If a grievance is not appealed to the next step within the specified time limit or any agreed extension thereof, it shall be considered settled on the basis of the Employer's last answer. 6.5 EXPENSES - Any costs or expenses incurred in conjunction with mediation or arbitration procedures shall be borne equally by the Employer and the Union, with each paying one-half of the costs or expenses incurred. Each party shall be responsible for their own attorney fees with regard to any grievance procedure. If either party desires a verbatim record of the proceedings, it may cause such a record to be made, providing it pays for the record. If both parties desire a verbatim record of the proceedings the cost shall be shared equally. 6.6 EXCLUSIVE REMEDY - This procedure shall be the sole and exclusive means of processing a grievance. 6.7 CHOICE OF REMEDY - If the event giving rise to a grievance is appealed to any procedure other than the grievance procedure in this article, at any time, the grievance is not subject to this grievance procedure nor arbitration under such procedure. ARTICLE 7 HOURS OF WORK 7.1 The Employer shall be the sole authority in determining the work schedules. 7.2 The normal workweek shall consist of five (5) days, eight (8) hours per day, Monday through Friday, and totaling 40 hours. The normal work year shall consist of 2080 hours. 7.3 Work schedules shall be posted one (1) week in advance, subject to change due to emergency circumstances. "Emergency" circumstances relate solely to health and safety issues. 7.4 An employee working eight (8) hours or more in a workday shall be granted two (2), fifteen (15) minute rest breaks each day. Employees working a minimum of four (4) hours in a workday shall receive one fifteen (15) minute rest break each day. Rest 6 breaks will be scheduled in mid-morning and mid-afternoon. Break/rest periods shall not be combined to compensate for late arrivals or early departures. 7.5 If an employee works longer than four (4) hours, they will be given a minimum of one- half hour unpaid lunch period. The time when lunch periods are scheduled varies among departments, depending on the needs of each department. 7.6 An employee is expected to take their allotted time for lunch. They are requested not to perform any work during their regularly scheduled lunch period, unless specifically requested to do so by the supervisor. In that event, the lunch will be rescheduled. ARTICLE 8 OVERTIME AND PREMIUM PAY 8.1 So far as possible, Employees working in the same department doing the same general responsibilities shall receive approximately the same amount of scheduled overtime in any one year. 8.2 If a "non-exempt" employee performs overtime work, they will be paid one and one- half 1 ½ ) times their regular hourly wage for anytime over eight (8) hours per day or 40 hours per week that an employee works. If during that week, they were away from their job because of a job- related injury, jury duty, scheduled vacation, paid sick leave, paid holiday or funeral leave, those hours not worked will be counted as hours worked for the purpose of computing eligibility for overtime pay. 8.3 If an employee is requested to return to work after they have concluded work for that day the employee will be paid at a minimum rate of two hours, calculated at one and one-half (1 ½) times the employee’s base hourly wage. 8.4 An Employee may elect to receive compensatory time in lieu of overtime pay under 8.2.. It may be taken in hourly or half hour increments. Employees may accrue up to a maximum of 80 hours and carryover a maximum of 40 hours. Hours accumulated over the maximum of 40 hours as of the final day of the final full pay period of the calendar year will be paid out on the payday for that payroll period. 8.5 Employees required to work on Elections shall be paid at the following rates: 1 – 8 hours straight time; 8.01 to 12 hours at time and one-half (1 ½) 12.01 hours and up at double time (2x). ARTICLE 9 HOLIDAYS 9.1 The following days shall be paid holidays for employees 7 New Year’s Day January 1st Martin Luther King Day 3rd Monday in January Presidents Day 3rd Monday in February Good Friday ½ day plus ½ day floating Memorial Day Last Monday in May Independence Day July 4th Labor Day 1st Monday in September Veterans Day November 11th Thanksgiving Day 4th Thursday in November Day after Thanksgiving 4th Friday in November Christmas Eve December 24th Christmas Day December 25th Personal Holiday Floating 9.2 If the holiday falls on Saturday, the holiday will be observed on the preceding work day; if the holiday falls on a Sunday, the holiday will be observed on the next work day. 9.3 If Christmas falls on a Saturday, Sunday or Monday the Christmas Eve holiday and Christmas holiday will be observed as follows: If Christmas falls on: Christmas Eve is Christmas is observed on: observed on: Saturday Thursday Friday Sunday Friday Monday Monday Friday Monday 9.4 Employees required to work on a holiday shall be paid one and one half times their base hourly wage for all hours worked on the holiday. 9.5 Maintenance Employees scheduled to work on a holiday that work on the holiday shall be paid at time and one-half (1 ½) and will be paid a minimum of two hours. In addition, the employee shall be allowed to bank holiday hours equal to the actual hours worked. The holiday hours must be used within 60 days of the holiday or they will be forfeited. 9.6 Maintenance employees whose scheduled day off falls on a holiday will receive another day off with pay. This day must be used within 60 days of the holiday or the hours will be forfeited. 9.7 Each regular employee shall receive a Personal Holiday to be used at the discretion of the employee upon approval of the immediate supervisor. The Personal Holiday hours may not be taken in increments and will be equal to the hours worked on a typical 8 work day. Personal Holiday hours not used before December 31 of any calendar year shall be forfeited. 9.8 Part time employees working 30 hours per week or more and are regularly scheduled to work Monday – Friday shall earn five personal holidays. The hours shall be equivalent to the average work day (i.e. an employee working 6 hours per day shall earn five personal days equaling 30 hours). An employee using a Personal Day the day before or the day after a holiday shall not be entitled to the holiday pay. ARTICLE 10 VACATIONS 10.1 Full time employees are eligible for paid vacation. Vacation accrues from the first day of employment. 10.2 Regular full time employees shall earn vacation benefits annually as follows: Full Months of Service Hours 0 Through 23 months 80 24 months through 59 months 120 60 months through 119 months 160 120 months and onwards 200 Employer may credit an employee that begins employment with employer for months of service for purposes of this section based on their experience. 10.3 Vacation hours will be credited each pay period, prorated on the schedule in section 10.1. 10.4 Vacation hours may be taken in increments of not less than one half hour. 10.6 If an employee is on an approved unpaid leave of absence for less than a thirty (30) day time period, their vacation accrual will not be affected. If the unpaid leave is over a thirty (30) day time period, vacation time will not continue to accrue. 10.7 If a City paid holiday falls during a scheduled vacation period, an employee will not be charged a vacation day for that holiday. 10.8 Employees leaving employment in good standing after giving proper notice of termination shall be compensated for vacation leave earned and unused to the date of separation by lump sum payment or may request to use vacation accrued as time off. 9 An employee leaving employment prior to the completion of their probationary period shall not receive compensation for any accrued vacation. 10.9 Employees are allowed to carry forward into the next calendar year, a maximum of one hundred (100) vacation hours. All vacation hours in excess of 100 hours for an employee as of the last pay date of the calendar year shall be forfeited. 10.10 Vacation preferences shall be designated by March 30 of each calendar year, and seniority shall govern in the case of conflict. Vacation requests made after March 30 are subject to approval by the Employer. 10.11 An employee deprived of a vacation scheduled or any part thereof due to working on their scheduled vacation day at the request of the Employer, shall be compensated in pay for the vacation time lost, or be allowed the vacation time taken at a later date on approval of the Employer, at the Employer’s discretion. If the vacation time deprived occurs after December 15 and the employee cannot reschedule the time before the end of the year, up to 40 hours may be carried forward to the next calendar year (above the maximum carry over in section 10.8). These additional hours must be used no later than February 15 of the following calendar year. 10.12 Regular part time (not temporary or seasonal) employees shall earn vacation benefits on a pro rata basis (must work a minimum of 30 hours per week). ARTICLE 11 SICK LEAVE 11.1 Full time employees are eligible to earn sick leave. Sick leave accrues from the first day of employment. 11.2 Sick leave with pay shall be earned by each regular employee on the basis of eight (8) hours for each month of service. 11.3 Sick leave may be accumulated up to a maximum of nine hundred and sixty (960) hours. When an employee has reached the maximum accumulation of sick days, s/he will be paid for eight hours each month that sick leave is earned and not used. Such payment will be contributed to the employee’s deferred compensation or health savings account. 11.4 Employees may use their sick leave in increments of not less than one hour at any one time. 10 11.5 Sick leave may be granted for the purposes of doctor, dentist, or other care provider appointments in their offices, or a personal illness or injury either of which necessitate an absence from work. Up to 160 hours of sick leave may also be used due to the illness or injury of an employee’s relatives for reasonable periods of time as the employee’s attendance may be necessary. The 160 hours limit does not apply to illness or injury of an employee’s non-adult child. For purposes of this section, relatives include spouse, child, adult child, parent, sibling, mother-in-law, father-in- law, grandchild, grandparent, or step-parent. 11.6 If an employee is on an approved unpaid leave of absence for less than thirty (30) days, an employee’s sick leave accrual will not be affected. Should the leave extend beyond thirty (30) days; sick leave time will not continue to accrue. 11.7 Upon separation from employment due to retirement or termination in good standing employees shall be compensated for unused sick leave based on the following table: Years of Service Compensation 00 – 03 Years Employee shall not receive compensation for unused accumulated sick leave. 04 – 09 Years Employee shall receive 50% of their unused accumulated sick leave. 10 – 19 Years Employee shall receive 100% of their unused accumulated sick leave up to 720 hours. 20 – 24 Years Employee shall receive 100% of their unused accumulated sick leave up to 840 hours. 25 + Years Employee shall receive 100% of their unused accumulated sick leave up to 960 hours. The foregoing compensation will be paid as provided in Article 19 of this Agreement. 11.8 Sick leave may be granted for absence from duty due to death in the employee’s immediate family. “Immediate family” shall be a spouse, child, parent or sibling living in their home. 11.9 If sick leave is used for more than three (3) days in duration, a medical certificate may be required. 11.10 In order for an eligible Employee to receive sick leave, the employee must notify the employer prior to scheduled work to the appropriate supervisor the reason for a proposed absence from duty, and keep the appropriate supervisor informed of his or 11 her condition of the absence daily. An exception to this notification is a sufficient multi-day justification for use of sick leave from the doctor submitted prior to the leave. 11.11 An employee using sick leave for reasons not specified in 11.5, except as otherwise provided by this Article, may be cause for disciplinary action, including suspension, demotion or dismissal. 11.12 An Employee may supplement benefits received under Workers Compensation with sick leave up to an amount equal to the difference between such benefits and the employee’s normal pay. Employees who receive Workers Compensation while being paid sick leave by the Employer will be obligated to report those check amounts to the Employer. 11.13 Sick Leave Donation – The Employer supports its employees’ desire to assist each other in times of need. As a result, employees will be allowed to donate sick leave to other employees in need under the following guidelines: a) Employees will be allowed to donate a maximum of five (5) days of sick leave per calendar year. b) The donation of time will be to a specific individual in need to be used for the duration of their own particular illness or to provide for the care of a child, spouse or parent who is ill. c) A maximum amount of time equivalent to no more than a total of 90 days may be donated to any individual in coordination with leave policies. Donated leave may not be used during the time period for which an employee is receiving long term disability benefits from the Employer’s group long term disability plan. d) Employees will only be allowed to use donated leave time once they have exhausted all of their own paid leave. f) Only employees who have been employed for at least one year will be eligible to receive this leave. g) Participation in Leave Donation is voluntary. h) Donation and acceptance of donated leave must be approved by the City Administrator. 12 ARTICLE 12 FUNERAL LEAVE 12.1 An Employee shall be granted a maximum of five (5) consecutive days leave with pay in the event of a death in the immediate family (spouse, children, step/foster children, grandchildren, father, mother, legal guardian, brothers and sisters). 12.2 An Employee shall be granted three (3) consecutive days leave with pay in the event of a death of a mother-in-law, father-in-law, grandmother, or grandfather. 12.3 An Employee may take up to one day without pay to attend funerals of other relatives and friends. Vacation time may be used for this purpose. Employees may only use funeral leave twice in one calendar year for this purpose. ARTICLE 13 BONE MARROW 13.1 An Employee, working an average of 20 hours or more per week, shall be entitled to a paid leave of absence when undergoing a medical procedure to donate bone marrow. The combined length of leave of absence to complete the procedures shall not exceed 40 work hours, unless the employee specifically agrees to a greater leave. The employer may require verification by a physician of the purpose and length of each leave requested by the employee to donate bone marrow. Employees shall be entitled to bone marrow donation leave in accordance with the law. This article is not subject to Article 6. ARTICLE 14 JURY DUTY 14.1 It is an employee’s civic duty as a citizen to report for jury duty whenever called. If an employee is called for jury duty, the City will permit them to take the necessary time off. The Employer will reimburse an employee for the difference between their jury pay and their regular pay, not to exceed eight (8) hours per day for a maximum of ten (10) business days. ARTICLE 15 MILITARY LEAVE 15.1 Employees shall be entitled to military leaves of absence and reinstatement in accordance with the law. This section is included simply to make city employees and employers aware of the fact that the State Law applies. This article is not subject to Article 6. 13 ARTICLE 16 UNPAID LEAVES OF ABSENCE 16.1 In the event it is necessary for an employee to be absent from work for reasons other than sick leave, funeral leave, vacation, jury duty or family and medical leave, a written request for an unpaid leave of absence must be made at least fourteen (14) calendar days prior to the effective date of the leave of absence. 16.2 Requested leaves of absence will be granted only when such leave would not affect the services provided by the Employer, is recommended by the City Administrator, and is approved by the City Council. The approval of such requests is discretionary with the City Council. 16.3 During an unpaid leave of absence employees will earn no compensation or benefits except as expressly provided in this Agreement. ARTICLE 1 7 HEALTH BENEFITS 17.1 The Employer shall offer group health and dental insurance to full time regular and part time regular (those working 32 hours per week or more, prorated based on hours worked; i.e.: If an employee works 35 hours, the Employer would pay seven eighths of the employer contribution). The health insurance offered shall contain major medical, medical health care coverage and dependents health care coverage. 17.2 Health Insurance. For employees enrolled in Employer’s group health insurance, The Employer will provide a High Deductible Health Plan (HSA), with the maximum employer contribution, to both the premium and Health Savings Accounts (H.S.A.) in 2023, 2024, and 2025 are as follows: Family Coverage YEAR PREMIUM H.S.A. 2023 $1,450.00/month $2,300.00/year 2024 $1,600.00/month $2,350.00/year 2025 $1,750.00/month $2,400.00/year Single Coverage YEAR PREMIUM H.S.A. 2023 $600.00/month $1,150.00/year 2024 $650.00/month $1,200.00/year 14 2025 $700.00/month $1,250.00/year In conjunction with the first pay period of the calendar year, the Employer will deposit one half (1/2) of the employer deduction contribution to each employee’s individual HSA account. The second one half (1/2) of the Employer’s contribution shall be deposited into each employee’s individual HSA account on the pay period closest to and after July 1 of each calendar year. 17.3 Dental Insurance: The Employer shall provide dental insurance for both the employee and dependents. The Employer will pay 80% of the dental insurance premium with the employee paying 20%. 17.4 In the event of termination of employment with the Employer or loss of eligibility to remain covered under the City group health insurance program, the employee and their eligible dependents shall be allowed to continue coverage as provided under law, with the employee paying the associated costs at their own expense. 17.5 Upon retirement, employees may continue coverage under the Employer group health insurance program at their own expense. 17.6 Life Insurance: The Employer shall provide all eligible regular full time employees group life insurance with accidental death and dismemberment. a) The amount of life insurance provided shall be at least $ 25,000. b) The Employer will pay 100% of the premium. Spousal and dependent coverage shall be provided if the coverage is part of the policy covering the employee. 17.7 Long Term Disability: The employer shall provide all eligible full time regular employees long-term disability insurance. The Employer shall not be liable to an employee for the insurer’s failure to pay a claim. The Employer shall provide all eligible employees with disability insurance as per current policy which includes spousal disability at no cost to the employee. Disability Insurance shall become effective 60 days after the date of hire. ARTICLE 18 POST RETIREMENT HEALTH CARE SAVINGS 18.1 Establishment of VEBA. The Employer will establish an Employer-sponsored Post- Retirement Health Care Savings Plan (HCSP) as provided for in the Laws of MN 2001, Chapter 352.98, for participation of regular full time employees. 15 18.2 Severance Pay. Upon separation of employment in good standing, the employee shall be entitled to his or her severance provided in 11.7 of this Agreement. Payment shall be determined on the basis of the employee’s rate of pay in the pay period in which the employee separated from employment. 18.3 Contribution – Unused Sick Leave. Within sixty (60) days of the effective date of separation of employment, the Employer shall deposit into the individual HCSP account 100% of the severance payment provided in 11.7 of this Agreement. Employees will not be entitled to receive this amount in the form of taxable cash compensation. 18.4 Administrative Fee. Annual investment fee charges and administrative fees to administer the Plan are deducted from the employee HCSP Account. ARTICLE 19 PROBATIONARY PERIODS, SENIORITY, AND RESIGNATION 19.1 All newly hired regular employees shall serve a six (6) month probationary period. During their probationary period, employees may be terminated at the sole discretion of the Employer. Termination during probation is not a grievable action. 19.2 Upon completion of the probationary period, employees shall become regular Employees with the meaning of this Agreement and shall have seniority dating from the beginning date of their continuous employment. 19.3 In the event of a layoff or recall, classification seniority shall govern provided that no regular Employee shall be laid off while probationary employees are employed. If an employee in a classification has their classification position eliminated, that employee may bump the employee in another classification with the least Department seniority in that classification provided they have the minimum requirements for the position they are bumping into and have greater overall Department seniority than the employee they desire to bump. The bumping process may occur again until the Department employee with the least Department seniority is laid off or the employee laid off does not have the minimum qualifications to bump into another position. Employees may only bump to a lower classification and they may not bump an employee from a higher classification. 19.4 The employee shall provide at least fourteen (14) calendar days’ written notice of an intent to resign, specifying the termination date, and reason for resignation. Failure to 16 provide such notice may mean loss of termination benefits due under this Agreement, excluding the event of death, illness and/or disability. An unauthorized leave of more than three (3) working days shall be deemed to be a resignation without notice, excluding the event of death and illness and/or disability. 19.5 If an employee was a regular employee and was laid off, they will be considered a regular employee upon return to work, provided that they were not on layoff for longer than two years. Employees who are laid off shall be placed on a recall list for a period of eighteen (18) months. If there is a recall, employees who are still on the recall list shall be recalled, in the inverse order of their layoff, provided they are presently qualified to perform the work in the job classification to which they are recalled. 19.6 When the Employer has determined that recall will be made and the number of employees to be recalled, the Employer will recall employees in the order of seniority. Employees who refuse a recall from layoff to the position he/she held at the time of layoff will be removed from the recall list. Employees may refuse a recall to a different job within the City and such employees will then only be recalled to their original position. If an employee cannot be promptly reached, the Employer’s representative shall send a certified letter (return receipt from addressee only required) to the employee’s address of record. If said employee does not report for work within ten (10) working days of receipt of such notice, such an employee will be considered as having voluntarily terminated. 19.7 If an employee is recalled to a position in a lower rated job classification or to a part- time or a seasonal position, he/she shall have the right to return to the job classification he/she held prior to being laid off in the event it subsequently becomes available within eighteen (18) months of the date on which the employee was laid off. If an employee is recalled to a lower rated job classification or to a part-time position which is less that 75% full time, the employee shall have the right to refuse the recall and remain on the recall list. The Employer shall not hire new employees in bargaining unit positions as long as there are still employees on the recall list who are presently qualified to perform the work in the affected job classification and who are willing to be recalled to said classification. 17 19.8 Employees who are eligible for recall shall be given ten (10) calendar days’ notice of recall and shall be sent to the employee by certified or registered mail with a copy to the Union. The employee must notify the Employer of his/her intention to return within five (5) working days after receiving notice of recall. The employee must be willing to report and to return to work within ten (10) working days following receipt of the notice of recall. The Employer shall be deemed to have fulfilled its obligations by mailing the recall notice by registered mail, return receipt requested, to the mailing address provided by the employee. It is the obligation and responsibility of the employee to provide the employer with his/her latest mailing address. If the employee fails to comply with the conditions herein, he or she shall be removed from the recall list. 19.9 Seniority for full time employees shall be defined as an employee’s length of continuous service within the bargaining unit since his or her most recent date of hire. Part time employees’ seniority shall be determined by continuous hours worked within the bargaining unit based on his or her most recent date of hire. 19.10 In the event of a layoff, a minimum of a two week notice must be provided. 19.11 The seniority list on the effective date of this Agreement, shall show the names of all employees of each department (City Office, Police Department, and Public Works) entitled to seniority. The employer will provide the Union with an up to date copy of the seniority list upon request. 19.12 An employee shall lose his seniority for the following reasons only: a) He/she resigns. b) He/she is discharged, and the discharge is not reversed through the procedure set forth in this Agreement. c) He/she is absent for three (3) consecutive working days or four (4) calendar days without notifying the employer, unless the employee is mentally or physically unable to notify the employer. Upon return to work, the Employee shall be required to show proof of such inability to notify the employer. After such absence, the employer will send written notification to the employee at his/her last known address that she/he has lost her/his seniority and her/his employment has been terminated. If the disposition of such case is not satisfactory, the matter may be referred to the grievance procedure. 18 d) If she/he does not return to work when recalled from layoff as set forth in the recall procedure. ARTICLE 20 VACANCIES, NEW POSITIONS, and PROMOTIONS 20.1 New positions and vacancies shall be posted on the employee’s bulletin board in each department, and employees shall have seven (7) calendar days in which to apply. 20.2 An employee applying under 20.1 who meets the qualifications as determined by the Employer may be offered the position taking into account merit, ability, and seniority. The Union acknowledges it is the City’s right to determine job descriptions and qualifications for the positions. If Employer does not offer the position to the most senior employee who applied under this section, written reasons will be provided to such employee for not being offered the position. The Union shall not have the right to grieve or arbitrate job descriptions or qualifications for the positions or the written document itself referenced in the preceding sentence. 20.3 Qualification determinations will include satisfactory attendance and prior satisfactory job performance. 20.4 If an employee refuses to accept a promotion to the job classification as he/she requested, that employee will no longer be considered for promotion or transfer for that job classification until he/she has resubmitted a request form. 20.5 Employee must have been in his/her current position for a period of no less than six (6) months before any transfer/promotion is approved. 20.6 All approvals for promotion are to be approved by the City Council. 20.7 When a vacancy occurs, the Employer has the authority to hire temporary employees or temporarily transfer current employees while a search for replacement employees is being conducted. ARTICLE 21 DISCIPLINE 21.1 The Employer will discipline employees for just cause only. Discipline shall be in one of the following forms: a) oral reprimand b) written reprimand c) suspension d) demotion, or 19 e) discharge 21.2 Suspensions, demotions and discharges will be in written form. 21.3 Written reprimands, notices of suspension and notices of discharge, which are to become part of an employee’s personnel file, shall be read and acknowledged by signature of the employee. Employees and the Union shall receive a copy of such reprimands and/or notices. 21.4 Employees may examine their own individual personnel files by appointment with the Clerk/Administrator in the presence of a Union Steward. 21.5 Employees will not be questioned concerning an investigation of disciplinary action unless the employee has been given an opportunity to have a Union representative present at such meeting. 21.6 Grievances relating to this Article and involving suspension, demotion or discharge shall be initiated by the Union in Step 2 of the Grievance Procedure, under Article 6. ARTICLE 22 WAGES 22.1 In calendar years 2023, 2024, and 2025, respectively, employees will be paid the base pay as provided in Employer’s base pay schedule for the respective calendar year. 22.2 Employees shall move to their next step on the wage schedule on their anniversary date of employment as long as their performance evaluation indicates they are meeting or exceeding expectations. Annual performance evaluations are to be conducted by the immediate supervisor within thirty (30) days of the employee’s anniversary date. Increases will be effective on the actual anniversary date of the employee. 22.3 Employer shall make deductions available under I.R.C. Section 125. 22.4 If an employee takes a position in a lower classification, through the process identified in section 20.3 of this agreement, the employee shall be placed on the step closest to their current rate of pay, without a reduction. In no case shall the rate of pay exceed the top rate of pay for the new classification. ARTICLE 23 UNIFORMS 23.1 All Employees of the Maintenance Department shall be provided uniforms and laundry of such. Any necessary uniform items will be discussed with the Employer’s safety 20 committee or similar group. These items shall be replaced upon approval by the supervisor. 23.2 All Employees of the Maintenance Department shall be required to wear safety shoes. Employees shall be provided an annual and safety shoes allowance of $200.00 per calendar year. Employees shall be allowed to carry forward into the next year any unused portion of the allowance. However, at no time shall an employee have an accumulation of greater than $ 300.00. The employee may use any amount of the entire unused portion they have accumulated and each employee can purchase up to one pair annually. ARTICLE 24 REIMBURSEMENTS 24.1 Meal Reimbursement – The Employer shall reimburse any employee of the Employer meal expenses incurring while conducting authorized business. Receipts must accompany all reimbursement requests. The rate for reimbursement will be equal to the total allowed under IRS guidelines. 24.2 Mileage – The Employer shall reimburse any employee of the Employer for mileage expenses at the current IRS rate. 24.3 Lodging – The Employer shall provide lodging expenses provided that the meeting/conference is more than one day in duration as approved by the Employer. 24.4 Parking Fees – The Employer shall reimburse employees for parking fees and toll fees provided that a receipt is submitted as approved by the Employer. 24.5 Commercial Transportation – The Employer shall reimburse an Official for commercial transportation (air, taxi, rental car, etc. ) when needed to attend an authorized meeting, conference, workshop out of the area as approved by the Employer. If air transportation is required the most reasonable flight pattern will be arranged. First Class travel will not be reimbursed. 24.6 School License Reimbursement. The City shall reimburse employees for licenses required to perform their essential job functions. License reimbursement shall be limited to the cost of the Commercial Driver’s License endorsement and required State Certifications to operate the City utility systems (Water/Sewer). ARTICLE 25 RETIREMENT CONTRIBUTIONS 25.1 The Employer shall contribute to PERA for each employee as required by Statute; the 21 Employees shall contribute as required by Statute. The Article is not subject to Article 6. ARTICLE 26 PERSONNEL POLICY MANUAL 26.1 Where this Agreement conflicts with the Personnel Policy Manual, this Agreement shall govern. Otherwise the Employees shall be subject to the terms and conditions of the Personnel Policy Manual. ARTICLE 27 WAIVER 27.1 Any and all prior agreements, resolutions, practices, policies, rules and regulations regarding terms and conditions of employment to the extent inconsistent with the provision of the Agreement, are hereby superseded. 27.2 All agreements and understandings arrived at by the parties are set forth in writing in this Agreement for its specified term. The Employer and the Union agree that only upon consent of both parties may this agreement be opened during its life for purposes of negotiations on terms and conditions of employment covered by this Agreement or those not specifically referred to or covered by this Agreement. ARTICLE 28 SAVINGS CLAUSE 28.1 The Agreement is subject to the laws of the United States, the State of Minnesota and the Employer. In the event any provisions of this Agreement shall be held contrary to law by court of competent jurisdiction from whose final judgment or decree no appeal has been taken within the time provided, such provisions shall be voided. All other provisions of this Agreement shall continue in full force and effect. The voided provisions may be renegotiated at the written request of either party. ARTICLE 29 DURATION 29.1 This Agreement shall be effective as the 1st day of January, 2023 and shall remain in force and effect until the 31st day of December 2025. [Signature Page Follows] 22 IN WITNESS WHEREOF the parties hereto have set their hands and seals this , 2023. CITY OF ST. JOSEPH AMERICAN FEDERATION OF COUNTY STATE AND MUNICIPAL EMPLOYEES By: By: Its Mayor Its President By: By: Interim Administrator Its Union Steward By: Its AFCSME Labor Representative 23 Seniority Listing by Job Classification AFSCME As of January 1, 2023 Date of Hire Promotion Date Lead Worker Jim Marthaler 03/15/77 03/15/08 Utility Lead Worker 09/28/92 10/20/20 Mike Sworski Mechanic Derrick Dirkes 07/11/22 Utility Worker Randy Torborg 08/18/03 04/06/07 Maintenance Worker Gary Donabauer 12/24/99 Mike Johnson 12/17/03 Erik Poissant/Joe Pekarek 10/22/07 (same seniority ranking as agreed upon by the City and AFSCME) Account Technician Vicky Granite 09/22/20 Finance Technician Debbie Kulzer 10/24/22 Records Specialist Mary Beth Munden 09/08/03 Police Clerk Candi Vought 10/11/21 Administrative Assistant Melissa Bauer 09/12/22 24 MEMORANDUM OF UNDERSTANDING Between AMERICAN FEDERATION OF STATE, COUNTY AND MUNICIPAL EMPLOYEES COUNCIL 65 and CITY OF ST. JOSEPH (On Call) This Memorandum of Understanding, hereinafter “MOU” made and entered into by and between the City of St. Joseph, hereinafter referred to as the “Employer” and American Federation of State, County and Municipal Employees, Council 65, hereinafter referred to as “Union”. WHEREAS, the Employer and the Union are parties to a Labor Agreement for the period January 1, 2023 through December 31, 2025 and WHEREAS, the parties desire to clarify certain components of being on call for bargaining unit employees; NOW THEREFORE, in consideration of the mutual covenants and agreements to be performed, as hereinafter set forth, the parties agree as follows: 1. The Employer will schedule employees in the Lead Worker, Maintenance Worker, and Utility Worker job classifications to be “on call” on a rotating basis weekly, Wednesday through Tuesday, by seniority, except when a switch may occur as discussed in #4 below. 2. If an employee is “on call” on an actual holiday, that day will be the employee’s observed holiday regardless of any Labor Agreement provision. 3. If an employee works a weekly “on call” schedule, the employee will receive the Thursday and Friday immediately following the schedule as days off. 4. Employees may switch the weeks they are “on call” with each other so long as the affected employees notify the supervisor of the switch at least seven calendar days in advance of the first affected week and the supervisor approves the switch. 5. To facilitate the work schedule, the pay date will remain every other Wednesday with the pay period starting on Saturday and ending on the Friday prior to the pay day. 6. The Employer will pay the employee “on call” $ 30.00 for each day on call. 7. The terms of this MOU and any related communications or negotiations among the parties are not nor can they be construed as an acknowledgment that the Employer was required to meet and negotiate with or get agreement from the Union on all of the matters addressed in this MOU or that the Employer waived or relinquished its right to take any action it could take without meeting, negotiating or getting agreement from the Union except for anything it was required by law or contract to meet, negotiate and get agreement from the Union. The City does not waive or relinquish and expressly reserves its right to take any related actions it can take without meeting and negotiating with or getting agreement from the Union except as otherwise expressly waived or relinquished by law or contract. 8. This MOU is not executed until and is effective the latest date affixed to the signatures in this MOU. 25 9. This MOU and related components of it shall expire and no longer be in force or effect, effective on the date the CBA in effect on the date this MOU executed is no longer in force or effect. IN WITNESS WHEREOF the parties hereto have set their hands and seals this day of_____ , __________2023. CITY OF ST. JOSEPH AMERICAN FEDERATION OF COUNTY STATE AND MUNICIPAL EMPLOYEES By: By: Its Mayor Its President By: By: Its Interim Administrator Its Union Steward By: Its Labor Representative Memorandum of Understanding between City of St. Joseph and AFSCME Page 1 of 2 MEMORANDUM OF UNDERSTANDING This Memorandum of Understanding (“MOU”) is made by and between City of St. Joseph, Minnesota (“Employer”) and American Federation of State, County, and Municipal Employees, (AFSCME) Council 65. (“Union”). WHEREAS, the Union is the exclusive representative for certain employees of the Employer in the appropriate unit (“Bargaining Unit Employees”); WHEREAS, the City and Union are parties to a Labor Agreement, effective January 1, 2023 through December 31, 2025 (“Labor Agreement”); WHEREAS, the Employer may desire to take certain actions with terms of employment for Bargaining Unit Employees involving provisions in Sections 7.2 and 8.2 of the Labor Agreement requiring meeting and negotiating; and WHEREAS, Employer and Union desire to reopen and meet and negotiate over such provisions of the Labor Agreement if and when Employer submits notice of its intent to take such action requiring meeting and negotiating. Now, therefore, all parties hereto understand as follows: Article 1. Reopener If and when Employer notifies Union of intent to take actions involving provisions in Sections 7.2 and 8.2 of the Labor Agreement that require meeting and negotiating, such sections of the Labor Agreement will be reopened and parties will meet and negotiate over such sections of the Labor Agreement. Minnesota Statutes, sections 179A.15 and 179A.18 do not apply to this reopener. Article 2. Entire Understanding This MOU constitutes the entire understanding among the parties hereto. No representations, warranties, covenants, or inducements have been made to any party concerning this MOU, other than the representations, covenants, or inducements contained and memorialized in this MOU. This MOU supersedes all prior negotiations, oral and written understandings, policies and practices with respect thereto addressing the specific subject matter addressed in this MOU. Article 3. Limitations This MOU is intended for the sole and limited purpose specified herein. This MOU cannot be construed to be nor does it constitute or establish any admission of the Employer, precedent, past practice or otherwise place any prohibition or limitation on any management right of the Employer except as otherwise prohibited or limited by the express terms of this MOU. This MOU cannot be used in any contested proceeding, except in a proceeding related to enforcing the specific terms of this MOU, as evidence that the Employer waived or restricted its management rights related to the subject matter of this MOU. The Employer expressly reserves the right to exercise all of its management rights without limitation unless otherwise prohibited or limited by this MOU. Memorandum of Understanding between City of St. Joseph and AFSCME Page 2 of 2 Article 4. Amendment or Modification This MOU or any of its terms may only be amended or modified by a written instrument that: (1) expressly states it is amending or modifying the MOU; and (2) is signed by or on behalf of all of the parties hereto or their successors in interest. Article 5. Voluntary Understanding of the Parties The parties hereto acknowledge and agree that this MOU is voluntarily entered into by all parties hereto as the result of arm’s-length negotiations during which all such parties were represented. Article 6. Effective Date This MOU is effective on the latest date affixed to the signatures below. Article 7. Expiration This MOU will expire and no longer be in force or effect, effective the date that the Labor Agreement expires and is no longer in force or effect. IN WITNESS HEREOF, the parties hereto have executed this MOU on the latest date affixed to the signatures below. CITY OF ST. JOSEPH AMERICAN FEDERATION OF STATE, COUNTY STATE AND MUNICIPAL EMPLOYEES, COUNCIL 65 By: ________________________ By: ___________________________ Its Mayor Its President By: ________________________ By: ___________________________ Its City Administrator Its Union Steward Date: ________________________ By: ___________________________ Its AFSCME Labor Representative Date: ________________________ STAFF MEMO Prepared by: Interim City Administrator Meeting Date: Fe. 21, 2023 ☐Consent Agenda Item ☒Regular Agenda Item Agenda Item # 7 Reviewed by: Interim Administrator Item: Consideration of Appointing David Murphy to the Position of City Administrator and Approval of Contract. ACTION REQUESTED Motion to appoint David Murphy to the Position of City Administrator along with approval of Contract. BOARD/COMMISSION/COMMITTEE RECOMMENDATION NA PREVIOUS COUNCIL ACTION With the departure of Therese Haffner, City Council hired Charlene Stevens of Gov HR to assist with hiring its next City Administrator. REFERENCE AND BACKGROUND Working with Council and Staff, Stevens completed an inventory of desired skills and capabilities and prepared recruitment materials accordingly. At the same time, a new base pay scale was established via a related compensation study. With new pay scale in play, the position was advertised throughout Minnesota and the United State via various outlets. In addition, GOV HR contacted many potential candidates directly. City Council reviewed a slate of potential finalist then narrowing it down to two candidates that were introduced to the community via and open house, met with City Staff and interviewed on February 9th. As a result of the candidacy and interview process, City Council in a unanimous vote directed Charlene Stevens to offer and negotiate terms for employment with David Murphy, current City Administrator. I am pleased to report that David Murphy has accepted the position per the terms noted in the agreement. The salary is proposed to start at step 6. Starting high in the step system is suggested due to the years of service and level of experience possessed by Murphy. Even at step 6, Murphy will experience a slight reduction in pay. It should be noted to that the City’s health insurance benefit for experienced and more senior employees result in an added cost for Murphy and family. These were important factor in establishing the recommended wage. Also, you will note a starting date of April 23rd 2023. It was hoped that David could start in late March, but his previous employer requires a 60 day, not 30-day notice. Please note the contract is fairly standard but it is good practice to have it reviewed by the City Attorney. It is hoped that the City Attorney’s comments will be available in time for the meeting on Tuesday. David will be invited to attend the meeting but unsure at this time if he will be able to attend. A big thanks to Charlene Stevens for a job well done and to everyone that helped with the selection process. BUDGET IMPACT The salary as proposed can be accommodated within the annual budget as adopted by the City Council. STAFF RECOMMENDED ACTION Motion to appoint David Murphy to the position of City Administrator and approve the contract as submitted subject to final review by the City Attorney. SUPPORTING DATA/ATTACHMENTS Contract between City of St Joseph and David Murphy. STAFF MEMO Prepared by: Kayla Klein, City Clerk Meeting Date: Feb. 21, 2023 ☐ Consent Agenda Item ☒ Regular Agenda Item Agenda Item # 8 Reviewed by: Jeff O’Neill, Interim Admin. Item: Consideration of Adoption of Ordinance 2023-001 Amending Ordinance 701 increasing the amount allowable for off-sale of a micro-distillery from being able to sell one 375 ml bottle per customer per day to up to 750 ml per customer per day. ACTION REQUESTED Motion adopting Ordinance 2023-001, Amending Ordinance 701 increasing the amount allowable for off-sale of a micro-distillery from being able to sell one 375 ml bottle per customer per day to up to 750 ml per customer per day. BOARD/COMMISSION/COMMITTEE RECOMMENDATION NA PREVIOUS COUNCIL ACTION: The council approved various amendments to the liquor ordinance following the law changes that took effect in 2022. This item was missed at that time. REFERENCE AND BACKGROUND: The legislature passed a law that made changes to liquor licenses and rules regarding the sale of certain types of liquor. That law went into effect on May 23, 2022. One of the changes included increasing the amount that a micro-distillery could sell for off-sale to one customer per day; going from 375 milliliter bottle per customer per day up to 750 milliliters per customer per day. BUDGET IMPACT: NA STAFF RECOMMENDED ACTION Motion to Adopt Ordinance 2023-001, Amending Ordinance 701 increasing the amount allowable for off-sale of a micro-distillery from being able to sell one 375 ml bottle per customer per day to up to 750 ml per customer per day SUPPORTING DATA/ATTACHMENTS Amending Ordinance 2023-001 ORDINANCE NO 2023-001 AN ORDINANCE AMENDING SECTION 701.09 MICRO-DISTILLER OFF-SALE LICENSE IT IS HEREBY ORDAINED BY THE COUNCIL OF THE CITY OF ST. JOSEPH MINNESOTA: That Ordinance 701 is hereby amended as follows: Section 701.09: MICRO-DISTILLER OFF-SALE LICENSE. A microdistiller off-sale license may be issued to a state-licensed microdistillery for sales of distilled spirits produced on- site. To be eligible for an off-sale license, the microdistillery must process and distill at least 50% of the licensee’s annual production on the premises of the microdistillery. A microdistillery off-sale license authorizes off-sale of one 375 milliliter bottle the sale of up to a total of 750 milliliters per customer per day of product manufactured on-site provided the product is available for distribution to wholesalers. This ordinance becomes effective from and after its passage and publication. Passed by the City Council of St. Joseph, Minnesota this 21st day of February, 2023. Rick Schultz, Mayor ATTEST Jeff O’Neill, Interim City Administrator This amendment was published on , 2023. STAFF MEMO Prepared by: Kayla Klein Meeting Date: Feb. 21, 2023 ☐ Consent Agenda Item ☒ Regular Agenda Item Agenda Item # 9 Reviewed by: Jeff O’Neill, Interim Admin. Item: Consideration of Appointment of members to the Park Board and Human Rights Advisory Board ACTION REQUESTED Motion to approve appointment of Jeff Buersken to Park Board and Tamara Hennes-Vix to the Human Rights Advisory Board. BOARD/COMMISSION/COMMITTEE RECOMMENDATION NA PREVIOUS COUNCIL ACTION Council discussed the appointment process at a previous work session and the following steps were established as a result of that discussion: 1. Vacancy on board/commission 2. Advertise opening and associated deadline to submit applications 3. Applications are collected by City Clerk and are forwarded to Mayor 4. Mayor contacts/interviews applicant 5. Selected applicant is presented to the council for appointment REFERENCE AND BACKGROUND The appointment process steps were followed for both board vacancies. As a result, one application was received for Park Board and one was received for the Human Rights Advisory Board. Both applicants were contacted and the recommendation is to appoint Jeff Buersken to Park Board and Tamara Hennes-Vix to the Human Rights Advisory Board. BUDGET IMPACT NA STAFF RECOMMENDED ACTION Motion to approve appointment of Jeff Buersken to Park Board and Tamara Hennes-Vix to the Human Rights Advisory Board. SUPPORTING DATA/ATTACHMENTS 2023 Appointments Buersken Application Hennes-Vix Application Committee Name Meeting Time & Place Term Length Members Acting Mayor Kevin Kluesner APO Policy Board 2nd Thursday, 5:00PM Mayor [alternate]Kevin Kluesner Building Inspector & Compliance Officer Inspectron Inc Convention and Visitor Bureau 2nd Monday, 3 year term Council non voting liaison Adam Scepaniak 2023-2025 Melissa Blenkush 2023-2025 Mary Bruno 2023-2025 Peter Gilitzer 2021-2023 Aaron Rieland 2021-2023 Carmen Welinski 2022-2024 Ann Riesner 2023-2025 Tracy Smith 2022-2024 Leslie Lane EDA Chair Mayor Schultz Economic Development Authority 3rd Tuesday, 12:00 PM, City Hall 2023-2026 Kevin Kluesner 6 year term, 5 members 2019-2024 Dale Wick 2018-2023 Larry Hosch 2018-2023 Joe Bye 2023-2024 Mayor Schultz EDA Director Nate Keller Emergency Services Director Police Chief Fire Advisory Board 2nd Monday of the following months: Fire Chief Jeff Taufen February, May, August, November Council voting liaison Kevin Kluesner 5:00 PM. Fire Hall City Administrator City Administrator St. Joseph Township Doug Fredrickson St. Wendel Township Scott Volkers Fire Department Officers Fire Chief, 2 year term 2023-2024 Jeff Taufen Assistant Fire Chief, 2 year term 2022-2023 David Salzer Captain, 2 year term 2023-2024 Keith Louwagie Captain, 1 year term 2023 Joe Orcutt Captain, 2 year term 2023-2024 Mike Folkerts Captain, 1 year term 2023 Andrew Kremer Fire Relief Association Mayor Rick Schultz Administrator City Administrator Forester Gary Donabauer Hiring Committee (Department Heads Only)City Council Human Rights Advisory Board Tamara Hennes-Vix Joint Planning Board 2nd Tuesday, 6:00 PM City Council Bob Loso As Needed Planning Commission Jon Hazen Planning Commission Carmie Mick Planning Commission Mike Osterman Official Depositories Sentry Bank Magnifi Financial RBC Financial 2023 Appointments and Designations All terms are one year in length unless otherwise noted. Terms end December 31st of the cited year. Committee Name Meeting Time & Place Term Length Members 2023 Appointments and Designations All terms are one year in length unless otherwise noted. Terms end December 31st of the cited year. PMA 4M US Bank Oppenheimer & Co. Inc UBS Financial Services Moreton Capital Markets Official Newspaper - Legal Notices St. Cloud Times Park Board 4th Monday 2022-2024 Keith Schleper 6:30PM 2023-2025 Abby Lyon 3 year term 2023-2025 Andy Rennecke 5 members 2023-2025 Jeff Buersken 2022-2024 Elijah Stenman Director Rhonda Juell Council non voting liaison Kelly Beniek Personnel Committee [Non Dept head]Mayor Schultz Bob Loso City Administrator Planning Commission 2nd Monday, 6:00 PM 2023-2025 Gina Dullinger 3 year term 2021-2023 Mike Osterman 7 members 2022-2024 Mark Thompson 2023-2025 Jon Hazen 2021-2023 Carmie Mick 2022-2024 Keith Louwagie Council voting liaison Bob Loso Properties Number Official City Engineer RSVP Advisory Council Kelly Beniek Safety Coordinator Ryan Wensmann Weed Control Commissioner Mayor [assistant]Eric Poissant * Amended 2/21/23 ADMINISTRATION REPORT TO: HONORABLE MAYOR AND CITY COUNCIL DATE: February 21, 2023 SUMMARY • Legislative initiatives o Contract was completed and executed with Chris DeLaforest. o On Friday, at the Senate Tax Committee meeting, Mayor Schultz reviewed the City Council resolution requesting the opportunity to conduct a referendum on establishing a one/cent sales task. The Committee was supportive and indicated and good understanding of the request. o DeLaforest looked into steps needed for extending the $ 4. Community Center Bond. Subsequently, we learned from Chris that the allotment under the program is locked in place through 2025 with no action requesting an extension required until then. o The elimination of sales tax on City purchases state wide is under consideration by the Legislature. o The request for bonding for the Gateway utilities project was not included in the original bonding bill submitted by the Democrats, however sufficient time exists for our local legislators to submit the St Joseph request. The bond amount proposed as noted at our workshop to increase from 2021/22 $4 to 6.1 Million. o Rick will likely add to the summary with his report as he has been actively working with our Legislators on items noted above. • Upcoming workshop item 2/28 - The Community Center/YMCA Agreement is not on the agenda for approval 2/21 as hoped, but progress had been made. At the regular workshop scheduled for Tuesday, February 28th, staff and Greg Gack will be presenting concepts forming the basis of the draft agreement. City Council discussion and feedback will to set the direction for finalization of the agreement to follow. • Upcoming workshop item, 2/28, Staff will be seeking feedback and direction from the City Council on approach toward maintaining order and public safety during large public gatherings. As directed, last week staff reviewed existing statutes and discussed limitations or need for additional authority or licensing. As a result of this discussion, staff will be presenting the possibility of amending an existing statue and will be presenting and enforcement strategy as well as a basis for CC discussion and direction. • Lastly on 2/28 we would like City Council to learn about feedback from a community organization on the Millstream Park Reservation Process and cost ($200). Specifically, we would like to visit the “Grandfather” policy for reserving the facility and ask Council if it wished to establish exemption criteria for pay the $200 rental fee. Jeff O’Neill INTERIM CITY ADMINISTRATOR 75 Callaway Street East St Joseph, MN 56374 joneill@cityofstjoseph.com • Granite Table. The request for a $3,000 contribution to the Granite Table organization remains postponed pending gathering of additional information on topic by area City Administrators. The goal is to consolidate questions and answers so each community can respond to the same set of information when determining interest in participating on a financial basis. • Computer system transition. Reminder from previous update, the transition from Bayon to Civic Systems is in full swing through March. Even though Civic Systems is highly experienced in shifting from Banyon, the process requires a considerable amount of effort. The effort will be well worth it in the end, but for the next few months staff be stretched, so thanks for your patience if service levels are affected during this period. • Regional Fire Study remains in progress. Chief Taufen will provide an update at our meeting on Tuesday. • The annual meeting of the GSDC’s was held on February 16, 7:30 – 9:30 a.m. at Capital One in downtown St. Cloud. Mayor Schultz is likely to report on the event at the meeting on Tuesday. • Adam Orientation Update. Thank you, Adam, and everyone for continued effort toward getting our new councilmember up to speed! After Tuesday, two sections remain including one four hour visit with Ryan featuring a tour of Public Works and a two hour session reviewing road and utility system infrastructure – planning and financing with Randy Sabart, Nate and Ryan. NATE KELLER, AICP COMMUNITY DEVELOPMENT DIRECTOR 75 CALLAWAY STREET EAST ST. JOSEPH, MN 56374 nkeller@cityofstjoseph.com COMMUNITY DEVELOPMENT REPORT To: HONORABLE MAYOR AND CITY COUNCIL DATE: February 14th, 2023 ECONOMIC DEVELOPMENT • Feb. 21st EDA discussion on: JR Mobile, review of Comprehensive Plan – Economic Development goals/strategies. • I have had a handful of inquires in regards to interest in the Boutique hotel concept. PLANNING Planning Commission: • PC took action on the Northland Business Center Third Addition plat + vacating easement applications (recommended approval 6-0) and reviewed drafted language for outdoor wood boilers, and nomination of a member to the Joint Planning Board (Jon Hazen). The Northland Business Center Third Addition plat and vacation of easements will be forthcoming to Council March 6th. • I have conducted new member orientations with Mark Thompson and Jon Hazen OTHER • Feb. 13th - CVB had discussion on their Strategic Plan • There are many bills moving through the State Legislature. I’m doing my best to track applicable bills tied to: funding, grant programs, Planning/Zoning, Community Development. • I anticipate being out of Office late April till early June due to a family leave of absence. I’m working with SEH and other Planning Firms to see what their capacity is to provide Community Development Department coverage while I am out of office. We will utilize the money we budgeted for an intern to provide this “gap” coverage. I have been working with Jeff in coordinating these activities. Goal is to get an agreement/proposal to Council in March. MEETINGS & EVENTS • Jan. 19th – discussion with potential applicant on Revolving loan fund. • Jan 23rd – discussion with Tammy from Northland regarding TIF/Abatement • Jan 23rd – monthly development meeting with Dept. heads • Jan 23rd – EDA tour of Obbink Distillery • Jan. 24th – Agenda meeting with dept. heads • Jan. 27th – Zoom call with Xcel • Jan. 30th – Special City Council meeting • Feb. 6th – JR Mobile hearing • Feb. 6th – Training on the new Civic systems • Feb. 7th – Agenda meeting with dept. heads • Feb. 7th – Training on Civic systems for building permits • Feb. 8th – Site Plan review meeting for “Joetown Apts”. Proposed apt located off College Ave and across from River’s Bend Townhomes • Feb. 9th – Community Development orientation with Adam Scepaniak • Feb. 13th – CVB • Feb. 13th – PC • Feb. 14th and 15th – Civic System training on Building permits • Feb. 16th – GSDC annual investor meeting • Feb. 16th – Metro Bus open house • Feb. 21st – Agenda meeting with dept. heads • Feb. 21st – EDA • Feb. 23rd – bike share discussion with Waite Park and Public Works • Feb. 27th – monthly Development meeting with dept. heads Depiction of apartments proposed off College Ave NATE KELLER FINANCE DEPARTMENT REPORT TO: HONORABLE MAYOR AND CITY COUNCIL DATE: February 16, 2023 SUMMARY Finance Software Conversion: The Finance Dept, and anyone involved in a module for the new software, Caselle, through Civic Systems has been providing information for the conversion and starting training on Feb. 6th. Each module will roll out on separate days. At least two staff attend each module to ensure there is a backup for processing. The City purchased the following Caselle modules: General Ledger, Utility Billing, Cash Receipting, Accounts Payables, Payroll, miPayOnline for timekeeping, Special Assessments, Business Licensing, Building Permits and Capital Assets. Training on the conversion is planned through mid-April. Fire Contract: Sue is working with Jeff and Lori to finalize the contract draft with St. Joseph Township and their attorney. YMCA Lease Agreement: Jeff, Lori, Greg Gack and both attorneys are finalizing the draft lease agreement for council review. It is expected that the agreement will be the subject of an upcoming work session. Developments: Provided input on development applications received by the City. Met with Goodin Company regarding their proposal and 24th Ave NE future construction/assessments. Audit: BerganKDV completed some preliminary audit work on Jan 26-27. The main fieldwork is planned in mid-May, after the software conversion. Capital Campaign: Lori and Jeff met with the Capital Campaign committee. The committee approved the pledge agreements, identified additional people to ask to join the committee, appointed co-chairs. Members needed to look at responsibilities before committing to co-chair position. 2023 Street Improvements/Bonds: Engaged Northland Securities and Taft Law for the 2023 bond issue relating to the 2023 street improvement project. Pay Equity Study: Reviewed RFPs and provided comment to Jeff. Employee Insurance Matters: 1. Short-Term Disability: Worked with UNUM to finalize the policy and invoicing procedures. 2. Health Insurance: Worked with Medica and Omann Insurance to correct enrollment issues. 3. Provided information to GovHR on employee benefits for new City Administrator STAFF Lori met with Development Team regarding potential developments. Lori met with brokers to review investment activity and cash flows. LORI BARTLETT FINANCE DIRECTOR 75 Callaway Street East St Joseph, MN 56374 lbartlett@cityofstjoseph.com Lori reached out to accounting firms to inquire about accounting services during the software conversion Vicky and Lori worked with Civic Systems regarding schedules and documents for conversion. Vicky, Nate and Inspectron met to review building permit and rental licensing processes. Lori attended City Administrator interviews. Councilmember Scepaniak orientation: Lori met with Adam to review financial matters. UPCOMING MEETINGS & EVENTS Feb 16 – Jeff and Lori to meet with Peter Omann to review insurance matters Feb 23 – Bike Share meeting with Waite Park Intensive for software conversion training for the next couple months. -LORI MEETING DATE: February 21st , 2023 AGENDA ITEM: Fire Chief’s Report 1. Call Volume - 2023 - Chart shows emergency Calls from 1-1-2023 – 2-15-2023 48 Medical Emergency 7 Car / Truck Accident Fire Alarm 2 CO Alarm Structure Fire 1 Gas / Fuel Leak 1 Car / Truck Fire Grass Fire Other (Assist PD) Total = 59 2022 we were at 93 at this time 2. Membership Update - 4 of the new members are in their FF1/FF2/Hazmat classes and will go until beginning of June - Working on getting 2 new members through paperwork – tentative start date of 3-14-23 - Still at 28 out of a possible 30 for members. - Always looking for new members. 3. The Pumper/Tanker Update # 8 - Chassis has moved into next step of production - Working on ordering Tools, hose, equipment, ect for this truck - Completion of the truck has been pushed back to April/May 2023 because of production issues. 4. Grass Rig # 3 Replacement Update - No new updates - May not see the chassis until August of 2023. Truck could be ready by September of 2023 5. Fire Study - Verbal 6. Grants - We continue to look for grants/donations to help offset some of our department cost needs. 7. Other 8. Questions from the council? Thank you, Jeff Taufen SJFD Fire Chief PUBLIC WORKS REPORT TO: HONORABLE MAYOR AND CITY COUNCIL DATE: February 16, 2023 SUMMARY • Snow removal • WHPP • Equipment pricing/replacement • New check valves at Northland lift station STAFF • Street maintenance • Flushing sanitary sewers • Reading/repairing water meters • Storm sewer maintenance • Park maintenance • Maintain and operation of five lift stations, two water plants, and storm water system • Customer concerns, questions, requests • Hydrant repairs • Water shut offs • Equipment repair and maintenance UPCOMING MEETINGS & EVENTS • Water/waste water continuing Education • Weekly staff meetings • Ongoing Civic systems TNG • CMWEA 23 Feb 2023 • Bike share discussion with Waite Park 23 Feb 2023 • Monthly development meeting 27 Feb 2023 • Park board 27 Feb 2023 • Stearns county EM flood management meeting 6 Mar 2023 • Council workshop 6 Mar 2023 • MRWA conference 7 Mar 2023 • Development meeting 23 Jan 2023 -Ryan RYAN WENSMANN PUBLIC WORKS DIRECTOR 75 Callaway Street East St Joseph, MN 56374 rwensmann@cityofstjoseph.com  POLICE  POLICE DEPARTMENT REPORT TO: HONORABLE MAYOR AND CITY COUNCIL DATE: February 16, 2023 SUMMARY • On Monday, Councilor Loso, Sergeants Johnson and Luethmers, along with myself interviewed the top 3 candidates for patrol officer. The group unanimously selected Madison Honer to be the next police officer. We will work on getting Madison backgrounded, equipment and trained to hopefully be on the road and training for spring activities. • Body Cameras- Body Cameras are still waiting on the policy to become revised and approved. We are also waiting in MNIT for the state to finish the I.T. portion on the back end. Finally, our sales person for the actual camera portion has been reassigned to CO and WY territory so we are meeting with the new salesperson to finalize equipment so we hopefully will be ready to purchase the necessary equipment once all the pieces are in place. • Verkada Cameras-The payments have continued to be processed for Computer Repair Unlimited to continue installing cameras on city buildings now that the weather seems to be improving in temperature. • Continuing to work on language and updates regarding spring gatherings and crowd control with the College, Staff, and Attorney’s office. Once it is all figured out we will meet with landlords and tenants of properties that have been known for past activities and large gatherings, as well as notifying all landlords upon relicensing. STAFF UPCOMING MEETINGS & EVENTS DWIGHT PFANNENSTEIN POLICE CHIEF 75 Callaway Street East St Joseph, MN 56374 dpfannenstein@cityofstjoseph.com RECREATION DEPARTMENT REPORT TO: HONORABLE MAYOR AND CITY COUNCIL DATE: February 16, 2023 SUMMARY • Klinefelter Restroom project is complete • Open Gym/Pickleball at Kennedy Sundays 11-2 (about 8-10 people), Mondays 6-9:00 (20people), Tuesdays 6-9:00 (20 people) • Skating Lessons from the St Cloud Figure Skating Club (12people) • Snowfest: Medallion Hunt- found in Cloverdale Park; Activities- 8 volunteers from Magnify Financial, 2 from Women of Today, 2 from St Cloud Figure Skating Club. 11-2 sledding and snow painting 12 people, 0 ice skaters, it was really cold (St Cloud Figure Skating will bring skates next year), 2 snowshoers; 3-6:00 Game Crawl at Jupiter Moon, Sal’s, The Middy, and The LaPlayette had 45 participants and the Mayfield family won the drawing for the $225 collected. Dogsledding on Sunday had about a dozen families come out for a ride, Solid Results Dog Training did demos, Doggy Yoga enjoyed by some college students, Doggy Photography, and No Dog Left Behind dog rescue adoptable dogs were there • Snowshoe Club goes out each Saturday in January and February. We have been to Klinefelter Park, Millstream Park, Centennial Park, St Johns, Rivers Edge in Waite Park so far. We plan to go back to St Johns to do the other side of the woods, Quarry Park, Wildwood Park and Mississippi Park. • Park Board has been looking over the needs of the parks and prioritizing them • Planning Movie in The Park for May • Bingo on Feb 15 had 75 participants UPCOMING MEETINGS & EVENTS • Free Bingo Wednesdays February 15, 22 and March 1. Prizes donated by Target • Snowshoeing at St Johns and Wildwood Park • “Clue” at Klinefelter Park • February Park Board meeting is on Monday, February 27, 2023 -RHONDA RHONDA JUELL RECREATION DIRECTOR 75 Callaway Street East St Joseph, MN 56374 rjuell@cityofstjoseph.com