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HomeMy WebLinkAbout2a. Discussion of Program Budgeting and Financial Forecasting 4ROSEMOUI\I1" EXECUTIVE SUMMARY CITY COUNCIL City Council work session: May 27, 2014 AGENDA ITEM: Discussion of program budgeting and AGENDA SECTION: financial forecasting PREPARED BY: Dwight Johnson, City Administrator AGENDA NO. ."La, ATTACHMENTS: Overview, Dashboard, program budget examples, 10 year forecasts, APPROVED BY: performance measures RECOMMENDED ACTION: Discussion only BACKGROUND. Several council members have attended a National League of Cities conference event which discussed "Priority Based Budgeting" as presented by representatives of the Center for Priority Based Budgeting (CPPB). The presentation discussed organizing City budgets into programs and then incorporating a system for ranking the programs according to priority. Council member Weisensel indicated that the cost of hiring CPPB for consulting help would be $40,000 initially. Staff has some experience with this in the past and offered to show how these supplemental parts of our City's budget might look if organized by programs. In addition,other NLC presentations have emphasized that cities should be looking several years ahead to see the consequences of policy decisions and not merely looking at historical expenditures when developing annual budgets. Accordingly,we are also attaching a number of spreadsheets showing where we currently forecast up to 10 years ahead so we can determine if any major area is not being evaluated properly for the future. Also,we developed in-house a number of performance indicators several years ago to help evaluate our programs and services and these are also included for your information. Finally, council members have expressed interest in a "dashboard" concept where officials and residents can see key City indicators at glance, analogous to looking at the dashboard of your car. A model dashboard that could be incorporated into our web site is included in this packet. DISCUSSION. There are five attachments for review and discussion. 1. Overview. This section shows how the overall City budget might look if reorganized from the traditional department line-item budget approach to a program budget. There are degrees of "purity" in developing a program budget, depending on how much detailed allocation of costs is needed or desired. We have seen some cities that have identified hundreds of programs;we have some concern that too many programs will have the ironic unintended consequence of making ranking of priorities too difficult because of the sheer numbers. Cities on the CPPB system have ranked each program on a 1-4 or 1-5 scale of priority. They then measure how much of their spending goes to each priority level. While this alone is not very useful, there is some belief that if they look for changes over time on the relative amount spent for the various priorities, they may be able to adjust their budgets over time to better reflect the priorities. Wheat Ridge,CO is an example of this and Jeff May's notes of his conversation with them are included. Wheat Ridge emphasized that this is a long term commitment, not a short term fix. 2. Program Budget Examples. In the first section,we showed how the entire City budget might look in program form. This section takes a few specific program areas and shows examples of how they might look in a program budget concept. A program description, budget amount and related performance indicators are all incorporated. 3. Dashboard. This is a simplified way to show key City indicators of both financial and service aspects of the City. We looked at dashboards from about five other cities in the country and combined some ideas from them. This could be placed on our website with a clickable link that would show considerable more detail behind any specific indicator. Staff arbitrarily selected some indicators for demonstration purposes and others could be included. Our goal was to have no more than 10 indicators on the main dashboard, however. 4. 10 year plans. For some time, staff has been doing 10 year projections in a variety of areas relating to buildings,parks,equipment,utilities and many other areas of the City. While the Council has seen some of these, I don't believe we have ever gathered them in one place for you to look at. Many of these are from last year and are now in the process of being updated, so again we are showing these so you can see what types of things we forecast, not to present the latest information. The one new 10 year forecast developed for this report is the 10 year General Fund forecast. It incorporates all large items of revenue and expenditure to see if any long range trends, favorable or unfavorable,can be discerned. It is considered unproductive to try to forecast minor expenditure lines e.g. pencils and paperclips. 5. Performance Indicators. As with the 10 year forecasts,we do not believe we have ever aggregated them in once place before for your review (they are currently scattered throughout the budget book). These were implemented several years ago again looking at leading cities throughout the country for ideas as well as a couple of cities in Minnesota that have worked in this area. Very few cities, especially of our size,have implemented performance indicators and this is still a new area that is in development nationally for cities. CONCLUSION. Staff has not seen any examples of cities that abandoned their traditional budgeting system and relied completely on a program budgeting system. Rather, they overlay their traditional budgeting system with a program budget and use both. In Minnesota,it would probably be inadvisable to abandon our line item budgeting system because there is a movement in the Legislature to require all cities to use the same "chart of accounts" so that we can all be compared to each other on such line items as salaries,benefits, fuel consumption, etc. Moving toward a program budgeting system is staff intensive, and the Council should determine if the benefits are worth the costs. We also welcome comments on the dashboard model, performance indicators and,perhaps most importantly, any comments on specific areas we are missing for long-range forecasting. 2 BUDGET PROGRAMS 2014 1. City Council $162,600 2. Administration a. General Administration $167,700 b. Records Management $18,120 c. Licensing $18,120 d. Personnel Administration $105,830 e. Public Information and Marketing $159,590 f. Elections $76,240 3. Finance a. General/Administrative $115,655 b. Data Processing $99,604 c. Finance $39,346 d. Accounting $210,195 e. General Insurance $292,300 4. General Government a. Office Supplies, Equipment, General $252,200 b. Auditing and CAFR $62,000 c. Legal $60,000 5. Community Development a. Building Inspections $351,556 b. Code Enforcement $27,771 c. Planning $332,866 d. Economic Development/Port Authority $116,037 e. Fire Marshal $54,063 f. Administration $128,927 6. Police a. Police Administration $336,635 b. Records $317,820 c. Patrol Operations $1,695,265 d. Criminal Investigation $498,535 e. Community Resources $109,700 f. Dispatch $368,200 g. Animal Control $9,385 h. Emergency Management $14,160 7. Fire $437,300 8. Public Works a. Government Buildings $504,600 b. Fleet Maintenance $677,000 c. Street Maintenance $1,348,300 d. Parks Maintenance $833,400 e. Water Operating $1,504,600 f. Sewer Operating $1,874,300 g. Storm Water Operating 660,300 9. Parks and Recreation a. Parks and Recreation $705,957 b. Steeple Center $125,445 c. Senior Center $15,000 d. Recreation Programs $234,560 e. Ice Arena $504,800 f. Community Center $275,828 10. Debt Service $375,622 II ROSEMOUNT MINNESOTA M E M O R A N D U M To: Dwight Johnson, City Administrator From: Jeff May, Finance Director Date: May 12, 2014 Subject: City of Wheat Ridge, Colorado On Friday,May 9th, 2014, I spoke with Nathan Mosley, Management Analyst, for the City of Wheat Ridge, Colorado. You had asked me to speak to someone from Wheat Ridge to get their opinions on the Center for Priority Based Budgeting (CPPB) and the services that they provide. Mr. Mosley and I spent approximately 45 minutes chatting about what their City has done with the program and how their relationship with CPPB has been since they have signed on with them. Wheat Ridge is currently in their 21 d budget cycle using priority based budgeting. Their actual budget documents continue to use (and will continue to do so) line item budgeting for reporting purposes because that is what works with their current financial accounting software. The priority based budgeting is being used as a supplemental part of their budgeting process. This process allows them to categorize and "prioritize" programs to assist in the budgeting process. The first year they had well over 400 "programs" that they prioritized. He said they are hoping to eventually cut that number down to a quarter or a third of that number. The programs are all ranked by a "percentile number" ranging from 1 to 5 with 1 being the most important and 5 being the least important. They also have a sixth category that they use for "general" or "administrative" type functions that are graded differently. Nathan really didn't get into the specifics of the "ranking" or "grading" process. It sounded like CPPB helped them set up a set of criteria to use for this process. Capital projects ate not included as part of this prioritizing process. Many of the current "programs" will eventually become allocated costs. An example he game me was police services —which was a "Percentile 1" —versus police uniforms—which were a "Percentile 4". Police uniforms are an essential part of police services so was initially considered a separate program but he was sure that the uniform part of the equation would eventually become an allocated cost and not a separate program. Nathan said that the whole process is very labor intensive for their department and requires a pretty large time commitment from all of the other departments as well. I asked him if the process had resulted in the elimination of any programs or services and he said that it had not. It allows them to have information available to consider that option if their council 4 ROSEMOUNT MINNESOTA M E M O R A N D U M wants to look at eliminating services or programs. He did agree that even though all of the criteria may suggest that something is in a lower percentile priority but that politically it may be something that wouldn't ever be seriously considered for removal regarding of the prioritization. Overall he felt that the process had some merit. He didn't come right out and say it but I sensed a concern over the size of CPPB and how their response time could eventually lag if they continue to add clients faster than they expand theft staff. I Ie has only ever dealt with 2 people from CPPB and has had to wait for responses at times because those two folks have become spread pretty thin. He has learned to try and request assistance as far ahead of time as possible. He felt that in order to start the process for a budget cycle you almost need to start in the first two months of the year knowing that the first year will be setting a base and that it really is a multi-year process before you have a proper base to work from. PARKS AND RECREATION Community Center Program Description Provides for operation of a multi-purpose Community Center,which offers facilities for recreational programs,banquets,meetings, events,theatrical productions, seminars and exercise. The Community Center provides services in the form of meeting space,gym space for community groups and sponsorship of community events. The Parks and Recreation Department provides ongoing,preventive maintenance and janitorial services of the Community Center and portions of the National Guard facilities. 2014 Budget Total:$275,828 Performance Indicators Total Hours of Use at Community Center 2008 2009 2010 2011 2012 22,761 18,151 18,296 19,390 20,472 Hours of Use at Community Center at No Charge 2008 2009 2010 2011 2012 n/a n/a n/a n/a 11,773* Total Community Center Rental Income and % Change from Prior Fiscal Year 2008 2009 2010 2011 2012 Income $122,315 $111,186 $97,375 $99,829 $89,242 Change +3.5% -9.0% -12.5% +2.5% -10.6% POLICE Criminal Investigation Program Description Patrol officers and investigators are responsible for the investigation of criminal incidents through evidence gathering and analysis,witness and suspect interviews,and court preparation and testimony. Complex investigations or those requiring a multi-jurisdictional or agency involvement are coordinated by the investigator. This is accomplished by working cooperatively with other police agencies,the County Attorney's Office, Child Protection,victim services and other local, state and federal law enforcement agencies. One investigator is assigned to the Dakota County Drug Task Force,a multi-jurisdictional joint powers entity,whose mission is to investigate drug crimes in the City of Rosemount and throughout Dakota County. 2014 Budget Total: $498,535 Performance Indicators Case Clearance Rate of Reported Crimes (Percent Solved) 2007 2008 2009 2010 2011 2012 61% 62% 53% 52% 54% 57% PUBLIC WORKS Street Maintenance Program Description This budget provides for the maintenance and preservation of 105 miles of City roads,92 miles of sidewalks and bike trails,and 20 parking lots. Standard maintenance includes grading,graveling, patching, sealing and overlays. This budget also provides for pavement markings, street signs, street lighting, signal light maintenance and power, snow and ice control,and street sweeping. 2014 Budget Total: $1,348,300 Performance Indicators Average Number of Hours for Full Snow Clearing Event 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14(est) n/a 7.125 6.80 6.92 7.70 7.0 Average Overall (Network) City Street Pavement Condition Rating 2008 2009 2010 2011 2012 2013 n/a n/a 73.83 73.69 n/a n/a 1 K U L lvl �1 1 _ ...- ._` = MINNESOTA =. i'•■ ANN- Government Community Services Economic Development For Residents For Businesses . You are here: Home :Government>Dashboard cwith arrows) View Archived *Home NI Email 4Print Dashboard The Dashboard gives elected officials and citizens a look at the status of indicators measuring the performance of City government.Trend arrows indicate green for positive trends, red for negative, and blue Report a Concern or Illy for neutral. Details are available for each indicator. Leave a Comment Indicator Previous Current Trend Notify Me Ur Crime rate(Details) 4061 3656 Forms and Brochures Community Center Street pavement index,Details;. 80.54 72.70 and other Facilities Bond rating(Details) Aa2 Aa2 CO online Services ` /\ Tax levy per capita(Details) $466 $468 L►� Actual spending vs.budgeted amount,year-to-date(Details) 26% 280,E 0 Average hours to remove snow(Details) 7.7 7.6 0 Building permit values,year-to-date(Details) $12.0 million $19.9 million 0 0 Housing permits issued,year-to-date(Details) 27 26 Water usage in gallons,single-family homes(Details) 91,220 88,413 0 Home *Share Contad Us Site Map Mobile Site Apps Download Wind Power Web Copyright and Polices Accessibility Powered by Cbnd'lus 2 Government Community Services Economic Development • . For Residents For ;1 t ` ff You are here: Home>Government v Dashboard(with arrows) >Crime rate View Archived Cl. A Home IO Email 4 Print Crime rate Statistics are issued by the Minnesota Department of Public Safety(DPS)based on FBI uniform crime reporting standards. Rate is expressed as number of reported crimes per 100,000 population. For more Report a Concern or details on how crimes are classified, see the DPS annual reports. (Updated annually.) Leave a Comment Part I crimes Notify Me Reported crimes that are classified as Part I by the FBI include criminal homicide, forcible rape, robbery,rin Forms and Brochures aggravated assault, burglary, larceny/theft, motor vehicle theft, and arson. Community Center 2000 and other Facilities 1800 Online Services en 1600 1 1400 1200 _-- __ `• 1000 800 M NM — : 600 400 M. . NM ill , 200 _ __- 0 2009 2010 2011 2012 2013 t,,-1t I a_:rittics 3 2009 2010 2011 2012 2013 Part II crimes Reported crimes are classified as Part II if they are simple assaults, fraud, vandalism, drug abuse, driving while intoxicated, and similar offences. 4000 3500 3000 2500 2000 1500 1000 500 - 0 2009 2010 2011 2012 2013 Total crime rate compared with other cities 2012 data 10000 --------.__ —�9000 — ---- 8000 7000 6000 _- --U1III I — I al al 1111 1111 - * tto o`jot e Q p s ,N. 44,"- o 44 ,c4 � 0 ` F c Q 44.P sc Home +Share Contact Us Site Map Mobile Site Apps Download Wind Power Web Copyright and Policies Accessibility Powered by CMd*IUs 4 MINNESOTA r KR( l �OLI , :� ._A — „ Government Community Services Economic Developments For Residents Fnt rnF inc-,,,0, You are here: Home>Government>Dashboard(with arrows)>Street pavement index View Archived C . 0 Home NI Email Print Street pavement index As part of the Pavement Management Program, one-third of streets maintained by the City are inspected each year to calculate the Overall Condition Index.The scale is zero to 100 (best).The "network"value is a Report a Concern or Olt weighted average of collector and local roadways.These statistics do not include state and county roads. Leave a Comment The City Council has set a goal for an index of 75 for collectors; 60 for local streets; and 65 for the network. Notify Me (Updated annually.) Forms and Brochures M 84 82 Community Center and other Facilities 80 —_ — Online Services 78 s �__._ » 76 ______ - a 2009 74 ._ ■2010 72 -. 70 --- -- 2013 68 ' 66 ' , 64 . Collector Local Network Home +Share Contact Us Site Map Mobile Site Apps Download Wind Power Web Copyright and Policies Accessibility Powered by CivicPius 5 4 R 0 S 1-1:M 0 U I\ T MINNESOTA y' 4ROSEh• a 2 Government Community Services Economic Development # �, g,.J.., , , For Residents For Businesses .N ''f 3Lna 4 0. you are here: Home>Government>Dashboard with arrows)>Bond rating View Archived *Home EC Email 44 Print Bond rating City bonds are rated by Moody's Investors Service, Inc., whenever the City offers news bonds for sale. 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' it .' .,, i : E3 ; ''' 1 , : 4...) ' . w o*. 1 • O , . -' cr , . • 0. ..,..,- ..:, ,,t,...e.,../ ',it I ..it.,. 0 o ' , • n '4 , , n v, . ., ..?„,0 ,3# .../ a , • ' , 1:1 . 5, 0 0 0 ' , a -,. c , ' i PD ' 7 , (4 'Cri; X) 14 4 • 1 , - o cra -*, cu , 0 Z F., Public Works Long-Term Project Schedule Building Maintenance 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Fire.Statien.#1' r. y.✓1C, i i- C'u,ca:ro, x. .. ... .x .*,.%gam .x;,.: a.fr.,..fir v as 1,,,, mar- ,,._ - ...n,`s,. _ w-= .a.?f; Interior paint(2008) $25,000 $25,000 $25,000 Exterior paint(2008) $35,000 $35,000 $35,000 Roof inspection(2010) $500 $700 00 $700 Roof maintenance(replaced 2012) $60,000 Replace HVAC(one In 2012,two in 2014) $18.600 $54,000 Replace Generator Carpet/flooring(2009) $15,000 Fire Stations#2 2006 V36',1: ,i.,,sCl. t .,:r eF rIq. N interior paint(2013) $22,000 $25,000 Exterior paint(2013) $25,000 $25,000 Roof inspection(2011) $500 $700 $700 $700 Roof maintenance $60,000 Replace HVAC $42,600 $40,000 Replace Generator Carpet/flooring $15,000 $20,000 Cit Half `r.,. . .> .. ', 5,, ,, 5:` ^ .4. x ' .. v-_ :Interior paint(2012) ..l r .•.... Exterior.alnt 2009 �.�. �r•�• Roof ins•ection 2013 rr.l l $500 „ $700 Roof re.laced 2014 Roof maintenance-ballasted 2010 1.1111 $25,000 Re lace HVAC 2014 $16,000 $77,000 $36,500 Replace Generator $155,000 Ca et/floorin•(2002 some PD 2009 some CH 2014 $18,371 $65,000 $15,000 $70,000 Public Workff?:south .G.>-r :W €+ r` ;a• rFS.. r, ,,,. Interior aint wood she. -_---- $3,000 ------ $3,000 -- Interior paint north bays(2011) -_-- 1.t 00 Exterior aint 2011) IIIMINIIIMINIMMIIIMEMIM $20,000 $25,000 Roof ins.ection(2013 -_ . -- $500 1111■11■111MINCIIMI■1•1■11•1■11111MIEEINNIMIIMMII■IIINEMMI Roof maintenance lower re laced 2009 _ ■ ■■ ■■■■■ $30.000 ------ Re.lace HVAC 2013 ------------_--- Public W orks-'central;1999 • e< •;a; : +, ki.-4„< ; :;..;..z:;: • � $10,000 1 ,000 $15,000 Interior.aint-truck bas 2010) $15,000 Exterior paint 2010 ��r Roo maintenance t .r 00 __ .. ..0..1 .. 10 Re lace HVAC ---- $29,500 -------- Re*lace Generator • •Interior aint ..: $14.000 -_--_ si 6,000 $18,000 Exterior paint(2008) 1111= $13,000 ------ $16,000 ------ $18,000 Roof inspection(2009) -- t. -- 18 -- .r --- •• -_ r r Roof maintenance replaced 2013'Replace HVAC(2010) --- -------- $19,000 -- Re.ace Generator $50,000 Caret/flood n• 2009 excludi .northeast office t t. �t t $114,471 $88,000 $101,500 $103,000 $78,400 $56,500 $50,000 $75,000 $96,200 ... $50,000 $117,000 $154,200 00. $71,500 .. Average of next 10 years $93,567 $87,120 $90,020 $95,290 $100,690 $100,000 $109,560 Assigned $104,086 $74,015 $71,615 $55,115 $37,115 $43,715 $72,215 $107,215 $117,215 $106,015 $18,415 $53,415 $21,415 $0 $0 $13,500 Budgeted $85,000 $85,000 $85,000 $85,000 $85,000 $85,000 $85,000 $85,000 $85,000 $85,000 $85,000 $85,000 $85,000 $85,000 $85,000 $85,000 Total available for the year $189,086 $159,615 $156,615 $140,115 $122,115 $128,715 $157,215 $192,215 $202,215 $191,015 $103,415 $138,415 $106,415 $85,000 $85,000 $98,500 (101-24429)End of Year Balance $74,615 $71,615 $55,115 $37,115 $43,715 $72,215 $107,215 $117,215 $106,015 $18,415 $53,415 $21,415 -$47,785 -$72,000 $13,500 -$53,800 1 G:12015 Budget1Long Tenn Project Schedule 2015 Public Works Long-Term Project Schedule Park Maintenance 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Birch ..r•. ±..- i K,♦' .iF -:9 .,. .. . ..7 �.. x. .,..-.S 1�+::.. ., x...:.. � -1,;,,,',A,9 ,,,:,;.1-4.x::a . .,:. p _. � ,.; .�. �;: ,�_.. .,.:-:. ,4 ...-., ,.. - _s..-,nY:- �aa a., ,�,•.�.,... . �=y.?� Y.a,..�:#;.•r,. .,w'A a,f„�.. ...F-.,. «-.-h.,. :.tasN .G tu,� s. �sw. "*n. ,r _. _. ., �aF..- N.�- .,: ��..>�fw,-'�4.»�. .. ..�.,.td' h7.., .',� .A ,.. , k ., �R...-,�� FPu<SF�3 fµ1;+c� 'f3'ki 3._C iti�,,�} Basketball court(overlay 2001,striping 2004) rn`4$7;500y26, $3,000 $3,000 Shelter(new 2004,painted 2011) $3,000 - $3,000 Trail Playground equipment(2001) _ $75,000 Playground border(2001) $10,000 Fencing Biscayne,(1999)1f, ., .,. . w - ,.- , - ;.:‘,,,,:;,.4!;:- .,,!•:4:- .:•-.,. , . ,... .,,fr .. _ t.., .41. . ,14:',1;,,::-Ia•,;:,-,-,,ig-vV.,, . • d #-f,..t -_Awl,, 3x;'. Playground equipment(1999) $75,000 Playground border(2011) Fencing Basketball court(resurface 2010) ,,:e:410,0003•6..( $5,000 Ice rink $50,000 - Tennis court(resurface 2010) :',%.$30;000'3:c? _ $10,000 Trail Playground equipment $75,000 Playground border $10,000 Lighting System r Fencing BrockWay:.(2010) s, r r " .;::`, ':°P?. .F ... s, >.7 Y°3.f2 .. k,..e:.t i.v.- t . i° :; 4, ''n otk.,.i..,... Oli'r' S =`.x 2.3,0T:'.s ,c..%?.. '*/ ..r S ..,... ...N,. r 2,2 ,-. ,' i:535''0,9r:i. Basketball court $5,000 ;1cc$10;000„,? Sheller $3,000 I l $3,000 , Trail Playground equipment - Playground border Fencin• Cumfield . ;":`, d.. ..*; ... - t„ ,r , ,.2-' °4c .' 61•:46., .. ..5;,ys .,Y.,t;h'' .fte •, .. #..LTV t ,-;%4 ! l•;.')y.trNa�e:�r t,,.. ..,;V+' 4§,t'-• a.}1 . .. . 6.r.. '..;y ....k.. . 1a;e1Z1-,511W.15:41. . Shelter(2012) $3,000 Playground equipment(2000) - ' _ $3,000 $75,000 Playground border(2000,2010) $10,000 Lighting System Fencing ' Central, . ::F r 1 .. .,.. ."� .,,:f,... .. f ,.::n" ,,,.:rts.J' o. .- - .,n, 3.h. . ;iS ,. _ �:-r ,.a.. --,. x a v,:•z,:-,' is i„ z--i wrs a ,,,,>x,V. _ , ., r £. - �.+ 'Yx Aa is x�5*:5;. .c; r. .. .y,*.-`s ss-1.... aA ... Splash Pad _ $35,000 Shelter(2005)(painted 2013) $5,000 $5,000 Trail(Koch Trail) Playground equipment(1999) $75,000 _ Playground border(1999) .. $10,000 Lighting System T Fencing Tennis court(2 new,2 resurface 2010) $5,000 '..,$'15;000,,,-,- Fencing Basketball court(concrete-pm 1990) Sidewalk _ - - Playground equipment(1996) $75,000 Playground border(1996) $10,000 Lighting System Fencing Tennis court new 2000,colorcoat 2008 ( ) ,,`;$]0,000 : $7,000 Trail Playground equipment(1999) $75,000 _ Playground border(1999) $10,000 Fencing 1 G52015 audge0Loro Term Protect Schedule 2015 Public Works Long-Term Project Schedule Park Maintenance 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 onnema7a.,:-.,:4 d .,�e;,n:.,;-.:�s s..�.....kcA,_fir...�eg>Z,A,�,.. ..r:-r� fl"«. y za r..M � c .":a,..b ..,. �,... °�: .��t c c. x n r- ,�yu.. ..r2"�c .s F.�. :�v r 4 <3� .�.: ..3.� atw .. .. ,. . ,...,r�...:w�' .,.�s..._ .._.x fir=rl� Lr $`.�x�"w.s,;._.s, ,. ,;„.. „ ;4s....,.,r.4. r�....z.,.,..fi_.�::, ,,� wn,��,,x e.Pf7ra.,?::.. ,.s ,�,N.�x..r? .. :.1.-.-,«.,M.�•p:,�..!�,..,<,��w �,�..... a.,.,.:.*,a-.»s�.., ',^�:5•,.<-,aL Shelter(2006)(painted 2013) $5,000 $5,000 Playground equipment(1997) $75,000 Playground border(1997) $10,000 Lighting System _ Fencing Basketball court(resurface 2010 - 'f'.S10,000:aii $5,000 Trail Playground equipment(2001) Playground border(2001) $10,000 Fencing :¢•s:f K,w?'Sa! Shelter(new 1984,roof 2006,painted 2011) _ 53,000 $3,000 Tennis court(new 2014) $15,000 Trail Lighting System Fencing a_ . r .._a. ,,1.,,,. ... � 9,..Y'SJ. r., 54..t ay r.... ,..!t, _._. '� .. '@ �k. 'a, .....e,d•- ... ,.� s svY F .n :. ,. >f;,� .:y., ?� w.Ca 5 Y. Famll.-RespOrcOCenter.1999 i�''....r.,�.�^k... .._.,.... ,. . f'2; .� -. ..a<_.- ,r _y. ... >;..Ct .� ._.« .. ., x.. w ,, - ,..., .. ,.. h .;� ,x .�. ��,+4 n r_d r:. Y, � ( )a -.:. .,.. ..,..w.._.,.,w,�^5.-.. . ,<.,,.a'k ...�.-tea.s. ,.... �9:k.:a�^.. ... *�'L,e�;�t''„,'4`'�-�nu'�> x'._'�.,.,4�.,`Fr. �t-.�,.,Sx'tse`�.,�,,+,.,-�td'�., n...�`.'�-.�,'�,.7'.., ..: .,,......,,. r. �'.,�. ,x�..,,tii3; - y. ,,n ,i,,... ,�,#3..�.:f„ t._ >ea-,a” .ass. ..7,�x p +t^",,' Basketball court Trail Playground equipment(2010) Playground border(2010) Fencing Trail _ Playground equipment(2002) $75,000 Playground border(2002) _ $10,000 Fencing Ice rink-east(2008) $50,000 Ice rink-west(2014) $35,000 _ $50,000 Shelter(carpet 2009) $4,000 $5,000 Trail — Playground equipment(2013) Pia ground border(2013) Lighting System — Fencing T Playground equipment(2000) $75,000 Playground border(2000,2010) $10,000 Fencing Lions Playground equipment(1995) $75,000 Playground border(1995) $10,000 Fencing Basketball court(resurface 2013) _10,000 $5,000 Shelter(painted 2013) r $5,000 $5,000 Trail Playground equipment $75,000 Playground border — $10,000 Fencing Shelter $5,000.. $5,000 $5,000 Trail Playground equipment(1997) $75,000 Playground border(1997) $10,000 Fencing 2 0:12015 eudgetO ong Term Feted Schedule 2015 Public Works Long-Term Project Schedule Park Maintenance 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 �... Sw_,_.t;.. - . ,.e�.,.a.Va s r .N. 3 a..20�.nM.x . ..._ gi. ot,#as. aT a„-r.�:NV+ Trail <.. Fencing Basketball court(colorcoat 2011) R $10 000%`: $5000 Trail _ Fencing Playground equipment(1998) $75,000 Playground border(1998) $10,000 Park Maintenance Totals $47,500 $180,000 $102,000 $145,000 $226,000 $168,000 $208,000 $190,000 $177,000 $33,000 $105,000 $46,000 $93,000 $23,000 $0 $0 Average of next 10 years $147,650 $153,400 $140,000 $139,100 $126,900 $104,300 $87,500 Assigned $70,544 $158,044 $128,044 $178,044 $181,044 $105,044 $87,044 $29,044 $0 $0 $47,000 $22,000 $56,000 $43,000 $100,000 $180,000 Budgeted $135,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 Total available for the year $205,544 $308,044 $278,044 $326,044 $331,044 $255,044 $237,044 $179,044 $150,000 $80,000 $127,000 $102,000 $136,000 $123,000 $180,000 $260,000 (101-24430)End of Year Balance $158,044 $128,044 $176,044 $181,044 $105,044 $87,044 $29,044 -$10,956 -$27,000 $47,000 $22,000 $56,000 $43,000 $100,000 $180,000 $260,000 3 0:12015 e,,dgelllang Term Project Schedule 2015 Public Works Long-Term Project Schedule Parking Lot Maintenance 2014 _ 2015 2016 2017 2018 _ 2019 2020 2021 2022 - 2023 2024 2025 2026 2027 2025 2029 City Parking Lots - Community Center-east(new 1993,sealcoat 2004)• 111 $9 _ $17,000 _ f//t J" _ % ,$off/i �S/ Community Center-south/west(new 1993,sealcoat 2002) "'n$0 $27,000 /"r,+;t'/, 27/.0',e./' /�1,�/, Fire Station#1(new 1997,sealcoat 2008) ..:?' $36 500;i $8,000 '/ /)A�/ / /11,M9// Fire Station#2(new 2006,sealcoat 2010) j// ,��//� l// igty//j i,-$53,000 � $12,000 %AMY///, Park&Ride(sealcoat 2008) %/////AIWA. /1 $13 000 ., $3,000 ///✓ 9%0 _ Public Works(overlay 1998,sealcoat 2008) MAW 4:,-.-$874000: ti% _ $17,000 %/�,$��:3pp;��jS/$////, Upper City Hall(overlay 1998,sealcoat 2008) 1/:$6;000 ,/ $1,500 }%%WA't/%,, Lower City Hall/PD/Central Park(sealcoat 2003) ',$57 000•<„14 $12,000 . i4' ,//,/, "QJ1/// %//,�;fojff%/0, - Bloomfield Park(new 2003,sealcoat 2010) %/$ $(Q$lf%// /:)) i, ;,$22000:n i $5,500 Brockway Park/Disc Golf(new 2010) f//2$81W%A %///6 ,fff///7 7,e;:$17r000' $5,000 Connemara Park(sealcoat 2003) ;,$17,500.;,, _ $4,000 _ %////sPjSfb'///// �/�$$1J,%//� Erickson Park(new 2012) _ $6,000 %�h$5,(10,M, 4060,000,1t, Family Resource Center(sealcoat 2008) ///,$$$¢'/)iV .+r$4 500 ;; - $1,500 ✓� // Innisfree Park(new 2002,sealcoat 2009) ///� $$/'// :1,0,11$8,00021,1:. $2,000 f Jaycee Park(sealcoat 2008) ,s,;437;000,/:•::. $9,000 b 7,07/4100x/4_ 1/// Y,r F3///, Meadows Park(new 2006,sealcoat 2010) '/////,$j�1Jd%//4 ///i$$,Qg7/// W4516)20010- $4,000 Schwarz Park(recon 2008,sealcoat 2012) 7/ {i4 1;7/7/$7,8 ‘21;14$47;0000,1 $10,000 Winds Park(new 1999,sealcoat 2009) .%/MjQ'%//. ''c$$8 200.'n, $3,500 ////,$7,t'$t tt /////,$7,0'/// City Parking Lot Totals $58,900 $75,500 $69,300 $49,150 $93,000 - $11,700 $21,000 $35,000 $55,400 $21,000 $48,700 $59,000 $7,250 $73,950 1 $18,200 $1,200 Average of next 10 years $48,995 $47,975 $46,325 $40,120 $42,600 $35,120 $34,070 ■ Assigned $62,389 $68,489 $47,989 $33,689 $39,539 $1,539 $29,839 $48,839 $48,839 $28,439 $42,439 $28,739 $4,739 $32,489 $0 $11,800 Budgeted $65,000 $55,000 $55,000 $55,000 $55,000 $40,000 $40,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $30,000 $30,000 Total available for the year $127,389 $123,489 $102,989 $88,689 $94,539 $41,539 $69,839 $83,839 $83,839 $63,439 $77,439 $63,739 $39,739 $67,489 $30,000 $41,800 (101.24454 and 101-24459)End of Year Balance $66,489 $47,989 $33,689 $39,539 $1,539 $29,839 $48,839 $48,839 $28,439 $42,439 $28,739 $4,739 $32,489 -$6,461 $11,800 $40,600 Community Center Mill&Overlay Estimate For parking lot improvements: (not included in long-term funding) _ reg crack seal,sealcoat&striping 1.1,80LE/11119 surface mill&overlay I replace Nat'l Guard share=$129,170 "VistriPe%/,striping City share=$262,255 Total Cost=391,425 1 G 12015 Bucger4Dng Term Project Schedule 2015 Arena CIP (updated May 2014) Item/Year 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Total Ceiling Painting $85,000 Skate Sharpener $15,000 $20,000 Ice Edger $8,000 $10,000 Zamboni Batteries $15,000 Scoreboards $40,000 Ice Resurfacer $145,000 Skate Tile $90,000 Compressors $60,000 Chiller Barrel $55,000 Cooling Tower $75,000 Refrigeration/Rink System $450,000 Restroom Rehab $30,000 $25,000 Totals $90,000 $145,000 $115,000 $8,000 $65,000 $55,000 $15,000 $450,000 $60,000 $120,000 $1,123,000 Note:Other items such as concessions equipment,benches,etc.will be replaced,as needed,through line item expenses of the operating budget. BUILDING CIP FUND AMENITIES SCENARIO Beginning Other Public Works Council Comm Center Steeple Steeple Senior Exercise Senior Year Balance SKB Revenue Revenue Tax Levy Building Splash Pad Chambers Roof Center Blinds Center HVAC Equipment Center 2013 $0 $0 $0 $0 $0 $0 2014 $2,372,961 $850,000 $1,500,000 $24,000 $24,000 $1,050,000 $250,000 $20,000 $91,000 $1,200,000 2015 $1,526,961 $850,000 $0 $24,000 $24,000 $400,000 2016 $871,961 $850,000 $0 $24,000 $24,000 2017 $581,961 $850,000 $0 $24,000 $24,000 2018 -$68,039 $850,000 $0 $24,000 $24,000 2019 $631,961 $850,000 $0 $0 $0 2020 -$18,039 $850,000 $0 $0 $0 2021 $831,961 $850,000 $0 $0 $0 2022 $181,961 $850,000 $0 $0 $0 2023 $1,031,961 $850,000 $0 $0 $0 2024 $381,961 $850,000 $0 $0 $0 2025 $1,231,961 $850,000 $0 $0 $0 SKB Revenue Distribution TOTAL General Fund Building CIP Street CIP Equipment CIP I - 2012 $1,100,000 $425,000 $550,000 $125,000 $0 2013 $1,500,000 $425,000 $1,080,000 $125,000 $0 2014 $1,500,000 $525,000 $850,000 $125,000 $0 2015 $1,500,000 $525,000 $850,000 $125,000 $0 2016 $1,500,000 $525,000 $850,000 $125,000 $0 2017 $1,500,000 $525,000 $850,000 $125,000 $0 _ 2018 $1,500,000 $525,000 $850,000 $125,000 $0 2019 $1,500,000 $525,000 $850,000 $125,000 $0 2020 $1,500,000 $525,000 $850,000 $125,000 $0 2021 $1,500,000 $525,000 $850,000 $125,000 $0 2022 $1,500,000 $525,000 $850,000 $125,000 $0 2023 $1,500,000 $525,000 $850,000 $125,000 $0 2024 $1,500,000 $525,000 $850,000 $125,000 $0 2025 $1,500,000 $525,000 $850,000 $125,000 $0 BUILDING CIP FUND AMENITIES SCENARIO DCTC/YMCA Neighborhood Jaycee Park Shade Canopies FH Fields/ Erickson Erickson Police Offices Steeple Ctr Comm Center Recreation Amenities Batting Cage for Dugouts New Projects Park Building Playground Remodel Ext Rehab Remodel Ending Balance $0 $0 $0 $0 $500,000 $25,000 $22,000 $30,000 $40,000 -$32,000 $1,526,961 $1,000,000 $75,000 $30,000 $871,961 $1,000,000 $40,000 $100,000 $581,961 $1,500,000 -$68,039 $150,000 $631,961 $1,500,000 -$18,039 $831,961 $1,500,000 $181,961 $1,031,961 $1,500,000 $381,961 $1,231,961 $1,500,000 $581,961 Multi-Year Projection of Major General Fund Categories --- 2014 2016 0 5 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 REVENUES ��--��---�--- Property tax(GF) 8,688,800 8,862,576 9,039,828 9,220,624 9,405,037 9,593,137 9,785,000 9,980,700 10,180,314 10,383,920 10,591,599 10,803,431 11,019,499 Building Permits 280,000 285,600 291,312 297,138 303,081 309,143 315,325 321,632 328,065 334,626 341,318 348,145 355,108 Franchise Fees 202,000 206,040 210,161 214,364 218,651 223,024 227,485 232,035 236,675 241,409 246,237 251,162 256,185 Police State Aid 143,000 145,860 148,777 151,753 154,788 157,884 161,041 164,262 167,547 170,898 174,316 177,803 181,359 !SD 196 Liaison reimbursement 64,700 65,994 67,314 68,660 70,033 71,434 72,863 74,320 75,806 77,322 78,869 80,446 82,055 Plan Check Fees 90,000 91,800 93,636 95,509 97,419 99,367 101,355 103,382 105,449 107,558 109,709 111,904 114,142 Admin fees construction 70,000 71,400 72,828 74,285 75,770 77,286 78,831 80,408 82,016 83,656 85,330 87,036 88,777 SKB funds(all GF lines) 525,000 525,000 525,000 525,000 525,000 525,000 525,000 525,000 525,000 525,000 525,000 525,000 525,000 Court fines 125,000 127,500 130,050 132,651 135,304 138,010 140,770 143,586 146,457 149,387 152,374 155,422 158,530 Recreation fees(all) 253,600 258,672 263,845 269,122 274,505 279,995 285,595 291,307 297,133 303,075 309,137 315,320 321,626 Interest 85,000 86,700 88,434 90,203 92,007 93,847 95,724 97,638 99,591 101,583 103,615 105,687 107,801 Total 10,527,100 10,727,142 10,931,185 11,139,309 11,351,595 11,568,127 11,788,989 12,014,269 12,244,054 12,478,435 12,717,504 12,961,354 13,210,081 ��---�� EXPENDITURES -------���-- Salaries&Benefits 6,880,000 7,038,240 7,200,120 7,365,722 7,535,134 7,708,442 7,885,736 8,067,108 8,252,652 8,442,463 8,636,639 8,835,282 9,038,493 Council designated 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Audit 62,000 63,240 64,505 65,795 67,111 68,453 69,822 71,219 72,643 74,096 75,578 77,089 78,631 General Legal 60,000 61,200 62,424 63,672 64,946 66,245 67,570 68,921 70,300 71,706 73,140 74,602 76,095 Prosecution 62,500 63,750 65,025 66,326 67,652 69,005 70,385 71,793 73,229 74,693 76,187 77,711 79,265 Dispatch 354,700 362,858 371,204 379,742 388,476 397,411 406,551 415,902 425,467 435,253 445,264 455,505 465,982 Fire Pension 171,000 138,000 140,760 143,575 146,447 149,376 152,363 155,410 158,519 161,689 164,923 168,221 171,586 Electric bills 77,000 79,310 81,689 84,140 86,664 89,264 91,942 94,700 97,541 100,468 103,482 106,586 109,784 Gas bills 55,000 56,650 58,350 60,100 61,903 63,760 65,673 67,643 69,672 71,763 73,915 76,133 78,417 Motor fuel 215,000 221,450 228,094 234,936 241,984 249,244 256,721 264,423 272,356 280,526 288,942 297,610 306,539 Equipment Parts 145,000 147,900 150,858 153,875 156,953 160,092 163,294 166,559 169,891 173,288 176,754 180,289 183,895 Chemicals-Street Maintenance 100,000 102,000 104,040 106,121 108,243 110,408 112,616 114,869 117,166 119,509 121,899 124,337 126,824 Street Lights-electric 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 Crack Sealing-streets 60,000 61,200 62,424 63,672 64,946 66,245 67,570 68,921 70,300 71,706 73,140 74,602 76,095 Ice Arena subsidy 115,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 Workers Compensation 110,000 113,300 116,699 120,200 123,806 127,520 131,346 135,286 139,345 143,525 147,831 152,266 156,834 Other Insurance 150,000 154,500 159,135 163,909 168,826 173,891 179,108 184,481 190,016 195,716 201,587 207,635 213,864 Total 8,887,200 9,063,598 9,265,325 9,471,786 9,683,091 9,899,355 10,120,696 10,347,235 10,579,094 10,816,400 11,059,281 11,307,870 11,562,302 Difference 1,639,900 1,663,544 1,665,859 1,667,523 1,668,504 1,668,772 1,668,293 1,667,034 1,664,960 1,662,036 1,658,223 1,653,484 1,647,779 Assumptions: 1.. Health Insurance nsurance increases 5%per year 2. Gas,electric,and motor fuels increase 3%per year --- 3. SKB funds are flat for General Fund;will vary in the CIP --- -_ 4. Ice Arena projection based on separate analysis 5. Fire Pension reduced based on study but then increases by inflation 6. Background inflation rate assumed to be 2%per year. nlu line items of$50,000 or more are shown 8 Insurance nsurance rateto s assumed to go up 3%per year. 9. Property taxes assumed to go up 2%per year. 10. Only items not already subject to 10 year forecasts included -- OVERVIEW OF PERFORMANCE INDICATORS POLICE Number of Licensed Officers per 1,000 Residents 2007 2008 2009 2010 2011 2012 .97 .98 .97 .99 .99 .99 Number of Non-licensed Employees per 1,000 Residents 2007 2008 2009 2010 2011 2012 .21 .20 .20 .20 .20 .20 Number of Car Crashes with Personal Injury Resulting 2007 2008 2009 2010 2011 2012 33 30 45 30 23 46 Part I Crimes 2007 2008 2009 2010 2011 2012 Total# 428 398 411 334 336 270 Reported Rate per 2196 1860 1872 1513 1469 1180 100,000 Part II Crimes 2007 2008 2009 2010 2011 2012 Total# 1020 952 809 686 719 659 Reported Rate per 5248 4450 3686 3109 3143 2881 100,000 Case Clearance Rate of Reported Crimes (Percent Solved) 2007 2008 2009 2010 2011 2012 61% 62% 53% 52% 54% 57% DWI Arrests 2007 2008 2009 2010 2011 2012 Number 251 236 141 101 106 119 of Arrests Rate per 1291 1291 642 457 463 520 100,000 Night to Unite (National Night Out) Neighborhood Parties 2007 2008 2009 2010 2011 2012 Number 25 31 36 25 33 34 of Events Response Time to Priority 1 Calls for Service (**) 2007 2008 2009 2010 2011 2012 5.97 6.38 6.22 6.24 6.75 6.24 n/a—Information Not Available ADMINISTRATION Worker's Compensation Modification Factor 2008 2009 2010 2011 2012 2013 .82 .86 .85 .90 .88 n/a Turnover Rate of City Personnel 2008 2009 2010 2011 2012 2013 2.5% 0.0% 2.5% 5.2% 2.6% 2.6% (4 Months) Average Monthly Unique Views on City Website 2008 2009 2010 2011 2012 2013 8,444 6,368 7,005 6,555 7,423 6,893 (4 Months) Average Number of Registered Voters per Precinct 2008 2009 2010 2011 2012 2013 1,671 1,836 1,807 1,871 2,186 1,949 FIRE Total Number of Paged Calls 2008 2009 2010 2011 2012 Fire 229 303 298 288 351 Medical 540 329 332 402 373 Average Response Time: High Priority Calls 2008 2009 2010 2011 2012 n/a n/a 7:41 7:24 6:52 Number of Attendances at Outside Training 2008 2009 2010 2011 2012 10 36 20 28 46 Total Number of Fire Fighters 2008 2009 2010 2011 2012 Total 43 42 43 44 44 Added 4 5 1 5 3 Net Change 2 -1 1 1 0 Number of Customer Complaints 2008 2009 2010 2011 2012 0 1 0 1 0 Insurance Industry Rating of Fire Services (ISO Rating) 2008 2009 2010 2011 2012 City 5 5 5 4/5 4/5 Rural 9 9 9 10 10 n/a—Information Not Available PUBLIC WORKS Average Overall (Network) City Street Pavement Condition Rating 2008 2009 2010 2011 2012 2013 n/a n/a 73.83 73.69 n/a n/a Value of Projects Ordered (Contract Amount) 2008 2009 2010 2011 2012 2013(est) $4,057,030 $1,414,284 $5,400,000 $5,462,900 $4,193,954 $4,300,000 Change from Prior Year (Above) 2008 2009 2010 2011 2012 2013(est) 28.45% -65.1% 282% 0.1% -23.2% 2.5% Average Number of Hours for Full Snow Clearing Event 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14(est) n/a 7.125 6.80 6.92 7.70 7.0 of Mechanics'Time Spent on Repair / Maintenance 2008 2009 2010 2011 2012 2013(est) 93% 96% 93% 97% 92% 95% Park Acres Maintained 2008 2009 2010 2011 2012 2013 127 133 133 134 134 134 Operating Cost Per 1,000,000 Gallons of Water Pumped/Produced 2008 2009 2010 2011 2012 2013(est) n/a n/a $1,132 $1,392 $1,193 $1,350 % of Sanitary Sewer System Cleaned 2008 2009 2010 2011 2012 2013(est) 31.2% 25.6% 31.7% 31.3% 26.7% 33% Number of Sewer Blockages on City System Per 100 Connections 2008 2009 2010 2011 2012 2013 n/a n/a 0.08 0.0 0.1 n/a Number of Sumps Cleaned 2008 2009 2010 2011 2012 2013(est) 149 59 62 411* 167 100 FINANCE City Bond Rating 2009 2010 2011 2012 2013 2014 Aa3 Aa2 Aa2 Aa2 Aa2 Aa2 (4/16/10) GFOA Certificate of Achievement Award Received 2009 2010 2011 2012 2013 2014 Yes Yes Yes Yes (Applied) n/a # Of Accounts Payable Checks Processed 2009 2010 2011 2012 2013 2014 3,326 3,179 3,263 3,138 n/a # Of Utility Bills Processed 2009 2010 2011 2012 2013 2014 29,160 29,362 29,563 30,019 n/a PARKS AND RECREATION Total Hours of Use at Community Center 2008 2009 2010 2011 2012 22,761 18,151 18,296 19,390 20,472 Hours of Use at Community Center at No Charge 2008 2009 2010 2011 2012 n/a n/a n/a n/a 11,773* Total Community Center Rental Income and% Change from Prior Fiscal Year 2008 2009 2010 2011 2012 Income $122,315 $111,186 $97,375 $99,829 $89,242 % Change +3.5% -9.0% -12.5% +2.5% -10.6% Number of Acres in the Park System and% Change from Prior Fiscal Year 2008 2009 2010 2011 2012 Income 430.52 440.24 440.24 467.24 467.24 % Change -0.07% +2.4% +0.0% +6.8% +0.0% 2009—Added DCTC Soccer Fields 2011 —Added UMore Ball Fields Percentage of Costs Received for All Recreation Programs 2008 2009 2010 2011 2012 Revenues $151,378 $124,554 $149,377 $134,981 $128,233 Expenses $128,292 $107,625 $128,707 $113,336 $107,994 Net $23,086 $16,929 $20,670 $21,645 $20,239 COMMUNITY DEVELOPMENT Planning Application Processed Within 60 Days 2008 2009 2010 2011 2012 2013 87% 86% 92% 83% 65% 18% Requested Inspections Completed Within One Day 2008 2009 2010 2011 2012 2013 n/a 100% 100% 100% 100% 100% Residential Plan Reviews Fully Completed Within 10 Working Days 2008 2009 2010 2011 2012 2013 n/a 90% 90% 86% 78% 76% Code Complaints Resolved 2008 2009 2010 2011 2012 2013 95% 99% 99% 99% 100% 72% Existing Businesses Visited 2008 2009 2010 2011 2012 2013 n/a 31 31 24 16 2