HomeMy WebLinkAbout2.c. Additional Budget Information448'- ROSEM0UNT EXECUTIVE SUMMARY
CITY COUNCIL
City Council Work Session: August 10, 2011
AGENDA ITEM: Additional Budget Information
&rM=N2TCT ON:
PREPARED BY: Dwight Johnson, City Administrator
AGENDA NO.
ATTACHMENTS: See list under "Discussion" below
APPROVED BY:
RECOMMENDED ACTION: Review the additional attached information and staff
recommendations and determine the maximum tax levy to be presented for the preliminary
budget adoption at the September 6, 2011 council meeting.
BACKGROUND
A draft budget for 2012 was presented to the Council around June 1 st and has been previously discussed
at the June 15th and July 13th Council work sessions. At this meeting, staff wishes to discuss a major
change in the State's property tax laws and update the Council with additional requested information on a
number of topics. By September 15th, the Council is required to adopt a preliminary budget and a "not to
exceed" tax levy for 2012. The tax levy can then be reduced before final adoption in December, but may
not be increased over the amount set in September. Based on the Council's normal meeting schedule, we
plan to have the adoption of the preliminary budget and levy on September 6th.
DISCUSSION
At the July 13th work session, staff presented additional information relating to the 2010 list of service
level options, the ice arena budget, total fuel consumption figures, and tax comparisons with other area
cities. At this meeting, staff is providing additional information on the following items:
1. Repeal of State Market Value Homestead Credit program and new market value exclusion
program.
2. List of minor changes in line items recommended by staff
3. Performance Measurement Updates
4. Trends in median home values and overall City valuation
5. Two officer squads (item B -9 in 2010 list of service level options)
6. Front Desk call volumes
7. Health Insurance cost and benefit comparisons with other cities
8. Salary settlement trends for 2012 in other cities
9. List of efficiencies implemented in various departments /divisions of the City
Note: Specific recommendations regarding fire department compensation are planned for later this year.
RECOMMENDATION
The Council should consider the information presented and either determine the maximum levy to be
presented on September 6th or identify any additional information needed and schedule an additional
work session in August.
4ROSEMOUNT
CITY COUNCIL
City Council Workshop Meeting: August 10, 2011
EXECUTIVE SUMMARY
9
AGENDA ITEM: Market Value Homestead Credit
AGENDA SECTION:
PREPARED BY: Dwight Johnson, City Administrator
AGENDA NO.
ATTACHMENTS: League of Minnesota Cities article
APPROVED BY:
RECOMMENDED ACTION: Consider tax levy implications related to repeal of the MVHC.
BACKGROUND
During the recent special legislative session that ended the shutdown of the State government, an
important change was made in state law affecting property taxes. The Legislature repealed the entire
Market Value Homestead Credit (MVHC) program and replaced it with a new market value exclusion
program. Under the old MVHC, most homeowners received a calculated credit on their property tax bills.
Since this had the effect of diminishing the actual tax receipts of cities, the Legislature had a
reimbursement program for cities to offset the loss of revenue. Cities would actually not receive the full
amount that they levied through property tax collections but rather with a combination of property tax
collections and reimbursement from the State (MVHC). Over time, the MVHC program was seen by the
Legislature to be another general state aid to cities program and was cut during recessionary times.
Rosemount has not received funds from MVHC since 2008, and has not budgeted to receive them since
2007. Instead, we have been levying additional taxes to offset the loss of MVHC dollars in the last few
years.
In 2011, the whole MVHC program was repealed. In its place is a new program that excludes some of the
residential value from taxes rather than give a credit for taxes paid. This means that while the City's tax
base will be made artificially smaller than it otherwise would be, the City does not actually lose any dollars.
If we levy $10 million dollars under the new system, we can expect to receive that much. However,
levying the same amount on an artificially reduced tax base would lead to higher tax rates. However, the
prospect of higher tax rates can be offset by the fact that we no longer have to levy for the loss of MVHC
credits paid out of our levy amount. Theoretically, in a City like Rosemount that has been levying the full
amount of lost MVHC dollars on the assumption that we would not receive any, the lower tax levy should
offset the higher tax rate and result in no change in actual taxes paid by a homeowner. In other cities
where they have assumed that at least some MVHC dollars would be received, the higher tax rates will not
be able to be offset by reduced levies, leading to tax increases in those cities.
DISCUSSION
In the June draft budget for 2012, we showed an overall levy that included $509,790.00 to offset the loss
of tax credits paid under the old MVHC program, similar to what we have done the past several years.
However, under the new law, we recommend that this amount be removed from the proposed 2012 levy
because a tax increase on our residents would likely occur if we cannot use this money to offset the higher
tax rates resulting from the lower overall tax base.
How Changes to MVHC Program Will Affect Cities
SIN I ESOTA
CITt ES
How Changes to MVHC
Program Will Affect Cities
The Legislature repealed the market value homestead credit program, effective in 2012, and
created a new market value exclusion for qualifying homes.
(Published Jul 27, 2011)
The recently enacted special session omnibus tax bill includes a number of changes to property tax aid
and credit programs, but perhaps the one change that has generated the most questions from city officials
is the repeal of the existing market value homestead credit (MVHC) system beginning in 2012 and the
new market value exclusion for qualifying homes.
2011 Cuts
Before the MVHC program is eliminated for taxes payable in 2012, MVHC reimbursements due to be
paid this year for cities and counties will be reduced. Essentially, the 2011 cuts in the reimbursement are
an extension of the 2010 MVHC cuts. The language now signed into law states that "the reimbursement
paid to each city and county ... may not exceed the reimbursement payment received by the city or
county for taxes payable in 2010."
Unlike programs such as local government aid (LGA), where the state notifies each city of the precise
amount it will receive (or is supposed to receive) each year, the MVHC credit/reimbursement allocation
to each city, county, and school district is more complicated. Initially, the MVHC credit to the
homeowner is computed as a reduction in the overall total property tax bill. However, that credit amount
is ultimately allocated as a proportional reduction in the city, county, and school district taxes computed
for that homeowner.
For example, if the city's taxes for that homeowner are 30 percent of the homeowner's tax bill, the taxes
paid by that homeowner to the city will be reduced by 30 percent of the total MVHC credit. The state is
then supposed to reimburse the city for that homeowner's reduced tax bill through the MVHC
reimbursement payments.
The allocation of the MVHC reimbursements among the local taxing entities cannot be computed until
the property tax statements are processed each year and, therefore, the reduction in the city's levy for the
credit is not known until well after the levies have been certified in December. In fact, even though tax
statements for 2011 have been distributed and the first half of property taxes have been collected, the
state still does not have complete information from each county on the allocation of the 2011 MVHC
reimbursement to each city, county, and school district. That final information is expected to be
available from the Department of Revenue in the next couple of weeks.
Keep in mind that under the language in the new law, a city cannot receive more MVHC reimbursement
in 2011 than it received in 2010. That is true regardless of whether the original computed reimbursement
for 2011 increases or decreases. The table below illustrates how the computed cut can change from 2010
to 2011, depending on whether the city's allocation of MVHC reimbursement increases or decreases.
Npaw car+
at
csa a �,ott
Oft "XI
aty xatt
%V/Ow t
wj"Voc
P." am
04000
hu "**
rfr
+w "SO
C4V "VK r"m
M0 0M
$110.000
t90 NO
940 fto%W
Y70AM
Sato"
sw,M
In 2010, the example city experiences a $70,000 cut in its MVHC reimbursement under the state -
imposed cut. If that city's reimbursement increases in 2011, the reimbursement remains the same
Page 1 of 3
http://www.Imc.org/page/l/Mvhcrepeal.jsp 08/02/2011
How Changes to MVHC Program Will Affect Cities
($30,000) and therefore the cut increases to $80,000. However, if that city's MVHC reimbursement
decreases to $90,000, the cut would be reduced to $60,000.
For cities, this reduction for 2011 is estimated to total $48 million statewide while reimbursements to
counties will be cut by $56.1 million.
Access estimates of the MVHC and LGA reductions from the Department of Revenue website (Link
to: http ✓ /taxes. state.mn.us/property tax _administrators /Pages/201laid credit reductions.aspx)
Please note that the MVHC reduction was applied to all cities that are still receiving MVHC, and that
even cities under 1,000 in population, which were largely unaffected by the reductions in LGA, will
experience MVHC reductions in 2011. The $48 million cut is in addition to a permanent $25 million
MVHC cut that was enacted for more than 127 cities when Gov. Pawlenty's unallotments were ratified
by the 2010 Legislature. In summary, after the $48 million cut in the special session tax bill and the
permanent $25 million cut to some cities enacted last year, for the 2011 tax year, only about $12 million,
or 15 percent, of the actual reimbursement due to cities will be paid by the state.
As a result of the ongoing cuts to the MVHC program and confusion created when cities did not receive
the amount of levy originally certified for collection, the League and other local government
organizations supported the elimination of the program.
2012 and beyond
As indicated above, the entire MVHC credit and reimbursement program will be eliminated beginning
with taxes payable in 2012. In place of the current MVHC program, homeowners will receive an
exclusion of a portion of the market value of their house from property taxes. The exclusion is computed
in a manner similar to the current market value homestead credit. However, the impact of the repeal of
the existing MVHC program and the new exclusion will vary from community to community, depending
on a number of factors, including tax base of the community and the local tax rate.
For cities and other local units of government, the elimination of the MVHC program will to a degree
simplify and clarify the property tax process. No longer will a city's (or a county's or a school district's)
certified property tax levy be reduced by the allocation of the MVHC credit with a "promised"
reimbursement by the state for the loss of property tax receipts. In addition, the elimination of the
program will also provide cities and counties with a small cash flow advantage. Currently, the first one-
half of the MVHC reimbursement is not paid until Oct. 31 each year. Under the new system with no
MVHC credit and reimbursement, each city will receive those revenues as property tax payments that
will occur with the normal property tax distribution process, which will accelerate the first half of the
payment by as much as three or four months.
For homes valued at less than $76,000, the exclusion is equal to 40 percent of the home's market value.
For homes valued between $76,000 and $413,800, the exclusion is $30,400 minus 9 percent of the value
over $76,000. The table below illustrates how the new market value exclusion compares to the existing
MVHC program.
Now Ma"M V" ftdosim com""d to tit oft MVHC "atram
How Mod* Yaiva $76 ODD $150400 $== $650
ONTO*OWK $Yx $237.60 $102.60 $0
M lvdNoW+ 7F3b.600 $23,740 $10,260 $0
KV MV IWOWon $44.600 $126.X0 $M,760 OStk
The new market value exclusion for homes will mean that beginning in 2012, each city's tax base will
be reduced and the city's tax rate will rise to obtain the same property tax levy. Although the homestead
exclusion is computed in a mathematically similar manner to the repealed MVHC, the new system will
shift taxes among properties within each community, especially to commercial, industrial, apartment,
and other properties that will not receive the benefit of the homestead market value exclusion. Keep in
mind that the current MVHC program, if it was fully funded, would provide $261 million per year in
state -paid homeowner tax reductions. That $261 million is being eliminated to balance the state's deficit,
Page 2 of 3
http:// www .lmc.org/page /1 /mvhcrepeal.jsp 08/02/2011
How Changes to MVHC Program Will Affect Cities
and the tax relief provided to homeowners under the new market value exclusion is in part due to shifts
in property taxes that will occur.
If you have questions on the conversion of the MVHC program to a market value exclusion, please
contact LMC staff members Gary Carlson, Rachel Walker, or Lena Gould using the contact information
at right.
Read the current issue of the Cities Bulletin (Link to: hitp:Irwww.lmc.orglpagelllc ,lies - bulletin- newsletter,lsp)
Your LMC Resource
Contact Gary Carlson
IGR Director
(651) 281 -1255 or (800) 925 -1122
gcarlson@lmc.org (Link to: mailto.gcarlson@lmc.org)
Contact Rachel Walker
Manager, Policy Analysis
(651) 281 -1236 or (800) 925 -1122
rwalker @lmc.org (Link to: mailto:rwalker@lmc.org)
Contact Lena Gould
Policy Analyst
(651) 281 -1245 or (800) 925 -1122
Igould @lmc.org (Link to: mailto:lgoald@lmc.org)
Copyright ®2011 League of Minnesota Cities, 145 University Ave. W, Saint Paul, MN 55103 -2044 Phone: (651) 281 -1200 1 Toll -Free: (800) 925 -1122
Page 3 of 3
http://www.Imc.org/page/l/mvhcrepeal.jsp 08/02/2011
0
C
0
• N
L
3
.
2
V
of
ey
41
w
C
H
h
CA
C
u
V
4A
O
a
0
a
0
O
0
O
0
O
0
O
0
O
0
O
0
O
0
O
0
O
0
O
0
o
0
O
0
o
0
o
0
O
,n
v
r
;
i O
0
O
O
O
O
o
O
O
o
O
O
O
O
O
O
u9
N
ul
N
O
O
O
O
o
O
;
1 pp
O
O
O
m
t0
M
N
u)
O
O
N
W
L
W
L
I�
t t
-O
O
O
O
O
O
O
O
O
O
O
O
O
O
C
O
O
O
O
O
O
pp O
p
$
C
LA
C
O
C
C
C
m
, 00
M
N
O
O
O
t0
N
rrl
Q t
L- U
i N
W
r"
'-i
1-1
r0
t
it
M
00'
ri
00
i
L O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
+' H
; O
O
C
O
O
O
C
O
O
O
C
O
C
O
C
O
u1
N
ui
N
O
O
C
O
p
S
C
01
ri to
N
O
O
to
O
O
O
00
r I
N
w
u1
w
I-
N
C
N
i tD
n
rl
N
ei
M
M
O
N
I�
0�1
O
i
1A
i
t0
rn
L
yt
—
°
C
C
U
a
00
H
w
>
>
O
Cl
v1
u-
C
U-
J
O
C
OJ
_
10
N
_
N
Op
bD
N
tL
of
4+
C
N
F'
C
c
V
L
E
C
@
+1
m
Q
°
?
°
4-1
C
C
H
to
y
>
O
o
u
H
o
a
v
E
V_
V
C o
L
a
Z
u
°
C7
o
j
-p
- O
a
Q
w
a
t7
o�c
z
o O C
c
1
c
c
c
E
;
f6
a>i
u°
a
a
a
a
0.
"
"
v
Y
°
n
n
a
Q
o
M
Q
N
O
N
O
ri
O
M
O
ri
O
it
O
u1
O
M
O
[t
O
O
O
ri
O
M
M
u1
O
u1
o
4
M
tG
m
tG
m
t0
m
tC
O
tG
O
u1
O
01
r4
u1
O
GJ
M
M
M
M
M
M
M
M
M
M
M
D/
Q
O
ri
O
ri
M
A
O
A
O
A
O
ri
O
r-1
O
r-1
O
A
O
A
O
A
O
A
O
�
C
O
O
O
O
O
O
O
O
O
O
A
r-1
N
>
M
tD
ei
1--1
N
M
ei
ei
ei
ri
ri
ri
ri
ri
e-1
r-I
ri
N
ri
N
N
•i
N
ei
O
N
GJ
OC
M
M
r-I
i
ei
Ct
N
i
N
i
N
i
N
i
N
i
N
i
N
i
M
i
M
IT
1A
+ct
U
i
ri
O
r-I
O
r-I
O
i
r-I
O
V-1
O
-
ri
O
N
O
i
r-I
O
r-1
O
i
r-I
O
i
r-I
O
r-I
O
O
=
C
C
ri
ri
e
ei
ri
ri
ri
ri
ri
ri
r
ri
ei
iF
ri
N
M
V1
t�0
n
00
01
r-I
r-I
'�
FUNDING REQUIREMENTS - USES
(INCLUDING FIRE STATION LEVY)
August 10, 2011
Departments
2011 2012
Adopted Proposed
Budget Budget
Difference Percentage
Council Budget
Administration Budget
Elections Budget
Finance Budget
General Government Budget
Community Development Budget
Police Budget
Fire Budget
Public Works Operating Budgets:
Government Buildings Budget
Fleet Maintenance Budget
Street Maintenance Budget
Parks Maintenance Budget
Park & Rec Budget - General Operating
Park & Rec Budget - Steeple Ctr. Operations
Park & Rec Budget - Special Programs
Transfers - Arena Assistance
Total Operating Budgets - General Fund
Transfers - Debt Service Levies
Total Of All Budgets - General Fund
Building CIP Requirements
Street CIP Requirements
Equipment CIP Requirements
Insurance Budget Requirements
Port Authority Operating Levy
Bonded Indebtedness
Bonded Indebtedness - Fire Station Levy
Armory Anticipatory Levy (Value 2/18/10)
"'$2,060,560,350 x.00798% _ $164,433*'
Water Enterprise Fund
Sewer Enterprise Fund
Stone Water Enterprise Fund
Arena Enterprise Fund
Total Funding Requirements
$237,100
$280,800
$43,700
18.43%
516,600
515,900
(700)
-0.14%
22,000
42,000
20,000
90.91%
422,400
425,800
3,400
0.80%
385,100
378,500
(6,600)
-1.71%
929,500
911,500
(18,000)
-1.94%
3,118,500
3,099,100
(19,400)
-0.62%
303,600
377,700
74,100
24.41%
491,900
484,400
569,800
638,700
1,370,100
1,325,100
736,200 772,500
1,072,700 1,095,300
87,500 58,900
102,400 101,600
115,000 115,000
$10,480,400 $10,622,800
362,376 0
$10,842,776 $10,622,800
44,000 24,000
710,000 720,000
439,000 460,000
245,000 245,000
58,600 58,600
168,914 441,327
143,654 0
86,000 86,000
(7,500) -1.52%
68,900 12.09%
(45,000) -3.28%
36,300
4.93%
22,600
2.11%
(28,600)
- 32.69%
(800)
-0.78%
0
0.00%
$142,400
1.36%
(362,376)
n/a
($219,976)
-2.03%
(20,000)
- 45.45%
10,000
1.41%
21,000 4.78%
0 0.00%
0 0.00%
272,413 161.27%
(143,654) - 100.00%
0 0.00%
1,173,000
1,267,300
94,300
8.04%
1,678,100
1,785,800
107,700
6.42%
610,000
610,200
200
0.03%
426,400
454,900
28,500
6.68%
$16,625,444
msaaeasaa
$16,775,927 $150,483 0.91%
asa= easaaa maws= as sa msaame
NOTE: Special Levies include (1)Bonded Indebtedness, (2)Fire Station Levy and (3)Armory Anticipatory Levies.
FUNDING REQUIREMENTS -SOURCES
(INCLUDING FIRE STATION LEVY)
August 10, 2011
Types
Internal Revenue Generated:
Licenses and Permits
Intergovernmental
Charges for Services
Fines & Forfeits
Recreational Fees
Miscellaneous Revenues
Transfers In
Enterprise Revenues
Total Internal Revenues
MVHC Cuts Made Later To Include in Levy
Levy Sources:
Special Levies
General Levy
Total Levy
Loss of MVHC from State Funding
Total Revenue Sources
2011
2012
Adopted
Proposed
+/-
Budget
Budget
Difference
Percentage
360,100
362,300
2,200
0.61%
624,700
634,500
9,800
1.57%
658,400
668,400
10,000
1.52%
125,000
125,000
0
0.00%
252,300
254,900
2,600
1.03%
181,300
186,300
5,000
2.76%
3,500
3,500
0
0.00
3,887,500
4,118,200
230,700
5.93%
6,092,800
6,353,100
260,300
4.27%
429,507
0
398,568 527,327 128,759 32.31%
10,563,583 9,895,500 (668,083) -6.32%
$10,962,151 $10,422,827 ($539,324) -4.92%
$429,507 $0 ($429,507) - 100.00%
$16,625,444 $16,775,927 $150,483 0.91%
NOTE: Special Levies include (1)Bonded Indebtedness, (2)Fire Station Levy and (3)Armory Anticipatory Levies.
2011 GENERAL PROPERTY TAX LEVY PAYABLE 2012
GENERAL LEVY
GENERAL FUND
$8,387,900
BUILDING CIP FUND
$24,000
STREET CIP FUND
$720,000
EQUIPMENT CIP FUND
$460,000
INSURANCE FUND
$245,000
PORT AUTHORITY OPERATING LEVY
$58,600
TOTAL GENERAL LEVY $9,895,500
BONDEDINDEBTEDNESS
G.O. PUBLIC FACILITY BONDS 2001C (Port Authority) (Authorized - $169,675)
$0
G.O. COMMUNITY CENTER REFUNDING BONDS 2001E (Authorized - $93,311)
$0
G.O. IMPROVEMENT BONDS 2003A (Authorized - $86,354) (City Assumed Special Assessments)
$0
G.O. CAPITAL IMPROVEMENT PLAN (CIP) BONDS 2005A (Authorized - $211,486)
$211,486
G.O. IMPROVEMENT BONDS 2006B (Authorized - $267,642)
$0
G.O. EQUIPMENT CERTIFICATES 2007B (Authorized - $108,780)
$0
PUBLIC SAFETY REVENUE BONDS 2007 (Dakota Communications Center) (Authorized - $62,948)
$62,948
G.O. EQUIPMENT CERTIFICATES 2008A (Authorized - $90,913)
$0
G.O. PUBLIC FACILITY REFUNDING BONDS 2010B (Old 2001 C) (Port Authority) (Authorized - $166,893:
$166,893
TOTAL BONDED INDEBTEDNESS $441,327
MARKET VALUE BASED REFERENDUMS
G.O. FIRE STATION REFUNDING BONDS, 2005D (Authorized - $139,488) $0
TOTAL FIRE STATION LEVY $0
PRINCIPAL AND INTEREST ON ARMORY BONDS
ARMORY ANTICIPATORY LEVIES ($2,034,727,200 x.00798% = $162,372) (As of 1/8/11) $86,000
(Authorized - $162,372 - Only Levy Amount Due MSABC)
------------------- - - - - --
TOTAL PRINCIPAL AND INTEREST ON ARMORY BONDS $86,000
GRAND TOTAL 2011 PROPERTY TAX LEVY $10,422,827
Last Updated 813/11
SPREAD LEVY COMPUTATIONAL WORKSHEET
(INCLUDING FIRE STATION LEVY)
(Proposed)
2009 2010 2011 2012
Total Funding Requirements
17,288,034
17,059,244
16,625,444
16,775,927
Less: Internal Revenues
6,210,900
6,332,500
6,092,800
6,353,100
Less: Market Value Based Levy - Fire Station (See Below)
146,084
142,273
143,654
0 (3)
Equals: Revenues Needed
10,931,050
10,584,471
10,388,990
10,422,827
Add Back in State MVHC Cuts to Reflect Actual Levy
350,330
412,575
429,507
0
Levy Certified by City to County Auditor
11,281,380
10,997,046
10,818,497
10,422,827
County Auditor Adjustments (All Subtractions):
Fiscal Disparities Distribution Levy (Metro Area)
1,141,159 1,195,913
1,299,717
1,299,717 (2)
Spread Levy Used to Compute Local Tax Rate
10,140,221 (1) 9,801,133 (1)
9,518,780 (1)
9,123,110
Increase /(Decrease) from Previous Year in Spread Levy
-3.34%
-2.88%
-4.16%
Market Value Based Referendum Levy - Fire Station
146,084 142,273
143,654
0 (3)
(1) Actual Spread Levy Based on Numbers from Dakota County
(2) 2012 Number Provided by Dakota County as of x/xx/11 (Until provided using 2011 number)
(3) Market Value Based Levy for Fire Station - Based on $739,488 Levy Spread to Taxable Market Value on 118111
Last Update from Dakota County 1/8111 Shows the Levy of $139,488 / $2,034,727,200 = $.0686 per $1,000 as our Estimate
(For 2012 No Levy needed so no impact on the taxpayers)
Last Updated - 813/11
0
CITY COUNCIL
The City Council is responsible for establishing the mission and vision for the City of Rosemount.
The Council also establishes community goals and supervises the activities of the City
Administrator.
POLICY DEVELOPMENT
• Provides for the legislative and policy- making activities for all of municipal
government.
• Provides for the planning and control of all City expenditures through the adoption
of the City's annual budget.
• Provides for the definition of the City's tax structure through the levying of taxes and
approval of user fees and rate structures.
• Provides for citizen input to policy- making process by establishing, appointing and
managing advisory commissions, ad hoc committees and community groups.
GENERAL OPERATIONS
• Provides funding for general government projects and needs such as:
City Newsletter
Chamber of Commerce Directory
ADMINISTRATION DEPARTMENT
The Administration Department is responsible for the overall management of all departments within the
City and for assuring that departmental activities are consistent with the goals established by the City
Council.
GENERAL ADMINISTRATION
• Provides overall management administration and coordination of activities in all City
departments including: Community Development, Finance, Fire, Police, Public Works and
Parks & Recreation.
• Provides for preparation and overall management of the City's budgets.
• Provides project management for projects that are unique and therefore not assignable to
any other department.
• Provides overall coordination of City consultants.
• Provides for the execution of all policies as adopted by the City Council.
• Provides administrative and clerical support to the City Council including the preparation,
distribution and maintenance of City Council meeting documents.
RECORDS MANAGEMENT
• Provides for the preparation and maintenance of official records for the City including
Council, Port Authority and Commission minutes.
• Prepares and assures publication and posting of official notices.
• Provides public information on ordinances, contracts and policies.
• Administers the collection, storage and dissemination of data.
• Provides for the maintenance, training and supervision of the digital document
management system.
RECEPTION
• Provides General Government /City Hall reception administration.
ADMINISTRATION DEPARTMENT - Page 2
LICENSING
• Provides for the issuance and renewal of the following licenses:
• Liquor
• Peddlers, solicitors and transient merchants
• Lawful purpose gambling premise permits
• Block party street closures
• Massage therapy
• Arcade parlor, billiard hall and dance club
PERSONNEL ADMINISTRATION
• Administers overall human resources programs and services. Provides services to improve
employee recruitment, retention, safety, training, orientation and relations.
• Administers the City's personnel policies and procedures, assures compliance with union
contract language, as well as state and federal labor regulations.
• Administers employee compensation, insurance, and benefit plans, assuring compliance
with state and federal regulations.
PUBLIC INFORMATION AND MARKETING
• Prepares communications to residents about City government activities.
• Creates and coordinates marketing publications directed to business sectors outside of the
community for economic development.
• Assists in preparing messages and collateral material for internal communications.
ADMINISTRATION DEPARTMENT - Page 3
STAFFING
• For 2012, the department will consist of five positions:
• City Administrator
• Assistant City Administrator
• Communications Coordinator
• City Clerk
• Receptionist
PERFORMANCE MEASURES
2011
n/a
2011
3.9%
(4 Months)
2011
6,521
(6 Months)
n/a — Information Not Available
Worker's Compensation Modification Factor
2006
2007 2008 2009
2010
.78
.83 .82 .86
.85
Turnover Rate of City Personnel
2006
2007 2008 2009
2010
9.0%
2.5% 2.5% 0.0%
2.5%
Average Monthly Unique Views on City Website
2006
2007 2008 2009
2010
4,830
6,683 8,444 6,368
7,005
2011
n/a
2011
3.9%
(4 Months)
2011
6,521
(6 Months)
n/a — Information Not Available
ELECTIONS
The responsible execution of elections is a crucial function of local government. Federal, state and local
elections assure the popular representation of citizens and that the community's mission, vision and goals
are consistent with the wishes of the electorate.
GENERAL / ADMINISTRATIVE
• Provides for conducting all local, state and federal elections.
VOTER REGISTRATION
• Provides for the maintenance and execution of procedures for voter registration.
SUPPLIES & EQUIPMENT
• Provides for the necessary supplies and minor equipment necessary to conduct the
elections.
CONTRACTED SERVICES
• Provides for the maintenance agreements for service and repair of the voter assist terminals
and the ballot counters.
• Provides for continued use of polling locations.
STAFFING
• Provides for the recruitment, appointment, training and supervision of election judges to
carry out Election Day activities at the City's seven precinct polling locations.
• Provides for training of absentee ballot board.
PERFORMANCE MEASURES
Average Number of Registered Voters per Precinct
2006 2007 2008 2009 2010 2011
1,619 1,578 1,671 1,836 1,807 1,869
(5 Months)
n/a — Information Not Available
FINANCE DEPARTMENT
The Finance Department is responsible to work with all departments of the City, especially the
Administration Department, to ensure that all activities of the City are conducted in a fiscally
responsible manner.
GENERAL / ADMINISTRATIVE
Provides for the fiscal management, processing and maintenance of all accounting
transactions for all funds of the City, including budgetary controls, preparation of
interim accounting reports and the Comprehensive Annual Financial Report
(CAFR). Also responsible for all other reporting requirements of the Federal, State,
County and other government agencies in regards to budgets, taxes, financial
statements, TIF Districts and other items.
DATA PROCESSING
• Provides for evaluation of appropriate computer hardware and software on a
continuing basis.
• Coordinates efforts between departments to assure an integrated information system.
• Acts as an in -house consultant providing technical assistance when possible, and if
not possible, coordinating the procurement of outside technical assistance when
needed.
TREASURY
• Fund Management - Collects and deposits revenues and manages the investment of
idle funds.
Budgetary - Compiles historical and current expenditure and revenue data to
facilitate budget preparation.
• Bonding - Assists in the issuance, sale and record maintenance of indebtedness.
• Insurance - Maintains records for property and worker's comp insurance
requirements, handles all property & liability claims and prepares documents for all
yearly renewals of policies.
FINANCE DEPARTMENT - Page 2
PAYROLL
• Receives employee time sheets, coordinates insurance, pay rates and other applicable
payroll information with personnel, prepares payroll checks, prepares all Federal and
State required reports, prepares all employee withheld and employer promised
obligation funds for disbursement to applicable organizations, and prepares all
reports as needed, both internally and externally.
UTILITY BILLING
• Coordinates the automated reading of all City water meters and the mailing and
collection of all utility bills. Handles on the computer system, the preparation of
final bills and the setup of new accounts. Fields and responds to utility billing
questions and complaints. Compiles operating statistical information which is
available to other departments as needed.
ACCOUNTS PAYABLE
• Processes purchase orders prepared by all departments, checking for accuracy and
matching with invoices and all other supporting documentation so payments can be
made in a timely manner. Also, prepares all checks and supporting reports that
accompany each check run. Coordinates the review of bills by Council by providing
applicable reports and supporting documentation.
ACCOUNTS RECEIVABLE / CASH RECEIPTS
• Prepares invoices for all departments for items /services that must be billed to
outside sources. Maintains records that allow for the timely collection of invoiced
items /services. Receipts monies on a daily basis and deposits those monies daily in
designated banking institutions. Maintains a system that allows for the appropriate
reporting of all monies collected within the accounting system.
FINANCE DEPARTMENT - Page 3
FIXED ASSETS
• Responsible for the maintenance of the fixed asset system. This includes all additions,
deletions and changes in fixed assets for the City. It also includes the periodic physical
reinventory of all current fixed assets. Also responsible for the corresponding reporting
requirements that go along with the system, including year -end information, insurance
renewal information and individual department information.
SPECIAL ASSESSMENTS
• Responsible for the maintenance of the special assessments records including the
implementation of our own records system that will be used to ensure that Dakota
County's assessment balances are correct and in agreement with ours. Works with the
Engineering Department for additions to the special assessment system. Responsible for
coordinating all deletions and changes to the system as well as all collections of special
assessment payments not collected through property taxes.
STAFFING
• In 2012, the department will consist of eight positions:
• Finance Director
• Accounting Supervisor
• IT Coordinator
• Payroll Clerk
• Accounts Payable Clerk
• Utility Billing Clerks (2)
• Accounting Clerk (Part -Time)
FINANCE DEPARTMENT - Page 4
PERFORMANCE MEASURES
City Bond Rating
2006
2007
2008 2009
2010
2011
Al
Aa3
Aa3 Aa3
Aa2
Aa2
(10/1/07)
(4/16/10)
GFOA Certificate of Achievement Award Received
2006
2007
2008 2009
2010
2011
Yes
Yes
Yes Yes
(Applied)
n/a
# Of Accounts Payable Checks Processed
2006
2007
2008 2009
2010
2011
n/a
3,098
3,081 3,326
3,179
n/a
# Of Utility Bills Processed
2006
2007
2008 2009
2010
2011
28,767
29,000 (est.)
29,092) 29,160
29,362
n/a
n/a — Information Not Available
GENERAL GOVERNMENT
DUPLICATING & COPYING
• Provides for maintenance agreements and expenses to operate copy machines at all
City facilities. Also provides for digital document management costs.
PRINTED FORMS & PAPER
• Provides for copy paper utilized by all departments and provides for forms utilized
by the Finance Department.
ENVELOPES & LETTERHEADS
• Provides for letterhead utilized by all departments and for various types and sizes of
envelopes.
OTHER OFFICE SUPPLIES
• Provides for general office supplies utilized by all City departments.
EQUIPMENT PARTS
• Provides for the maintenance and repair of general office equipment.
AUDITING & ACCOUNTING SERVICES
• Provides for the annual audit of the City's accounting transactions for all funds of
the City and for the preparation of the Comprehensive Annual Financial Report.
Also provides for other services as required of the City's financial and accounting
consultants.
LEGAL FEES
• Provides for general legal and special legal services provided by the City Attorney or
other law firms utilized by the City for such services.
GENERAL GOVERNMENT - Page 2
OTHER PROFESSIONAL SERVICES
• Provides for the administration costs of the City's code updates, code web fees,
annual updates to the user fee study, preparation of the State building report and
continuing disclosure fees.
TELEPHONE COSTS
• Provides for the costs of the City's telephone system, monthly service fees, long
distance calls and miscellaneous installation costs. Also, provides for fees associated
with the City's e-mail and web services.
POSTAGE COSTS
• Provides for postage costs for all departments and maintenance agreements for the
postage machine and postage allocator.
OTHER TRANSPORTATION EXPENSES
• Provides for two -year renewals of City vehicle license plates, emission fees and
duplicate plates, titles or tags, if needed.
LEGAL & GENERAL NOTICES PUBLISHING
• Provides for the publication of legal documents from all departments except when
publication costs are charged to specific projects.
LEASE AGREEMENTS
• Provides for leasing of copy machines and other office machines at City Hall,
Community Center and the Police Department.
COMMUNITY DEVELOPMENT
OVERVIEW: MISSION, VISION AND GOALS
The Community Development Department plays an important role as the City moves toward its
mission of providing a safe, healthy and pleasant community in a fiscally responsible manner.
The Building Inspection and Planning Divisions play a key role in making Rosemount a safe and
pleasant community. These divisions are also involved in reaching the City Council's goals in
affordable housing and property maintenance.
The Economic Development Division addresses the City's vision statement by fostering
opportunities to live, work and shop. The division helps the City enhance its hometown character
and pride, for example, through downtown redevelopment. The division, along with the
Rosemount Port Authority, plays a vital role in meeting goals of the City Council such as
commercial enhancement and business growth.
BUILDING INSPECTIONS
• Is responsible for providing the services of building permit review, building
inspection, code administration, consultation and review on new and existing
buildings and structures within the City.
• Is responsible for the maintenance and enforcement of city ordinances and codes
relating to building, health, life safety, fire and environmental conditions and to
assure local compliance with county, state and federal regulations relating to the
same activities.
• Is responsible for the successful implementation of all structural development and
assuring regulated and controlled standards within Rosemount.
• Is responsible for monitoring and permitting all individual sewage treatment systems
within the City.
• Is responsible for reports submitted to all appropriate jurisdictions concerning
building activities.
COMMUNITY DEVELOPMENT — Page 2
CODE ENFORCEMENT
• Is responsible for enforcement of city ordinances and codes relating to health, life
safety, environmental, and nuisance conditions and assure local compliance with
county, state and federal regulations relating to the same activities.
• Is responsible for sign ordinance implementation and permitting.
• Is responsible for drafting of code text amendments to carry out Council goals and
City initiatives.
• Is responsible for rental housing inspection and permitting.
• Is responsible for sequential code enforcement program, which is a city initiated
program for resident education and neighborhood code compliance.
PLANNING
• Is responsible for reviewing proposed developments for compliance with the zoning
and subdivision ordinance and coordinating interdepartmental staff review of all
residential, commercial, institutional and industrial developments.
• Is responsible for providing recommendations to Planning Commission and City
Council on all deliberations concerning land use, zoning, variances, site plan reviews,
platting and special permits (interim use permits, mining permits, etc.).
• Is responsible for maintaining zoning and subdivision ordinances and the City's
Comprehensive plan in compliance with county, state and federal requirements
(statutes and rules).
• Is responsible for long -range planning and special studies that guide the physical
development of the community.
• Is involved with state and regional activities affecting the City, including, but not
limited to, land use, transportation, mining, housing and environmental services.
Includes active participation by departmental staff in various committees and
organizations.
• Is involved with issuance of development related permits such as grading and
building permits.
COMMUNITY DEVELOPMENT — Page 3
ECONOMIC DEVELOPMENT
• Is responsible for marketing development opportunities within the City and creating
an interest in Rosemount.
• Is responsible for creating and coordinating the establishment of tax increment
districts and other economic incentives.
• Is responsible for creation and expansion of a local Business Retention program.
• Is responsible for coordinating the state, county and local approval processes to
insure the proponent's requests are met in a timely fashion.
• Is responsible for staffing the majority of functions of the Rosemount Port
Authority.
• Is involved with state and regional economic development organizations and
functions.
COMMUNITY DEVELOPMENT — Page 4
PERFORMANCE MEASURES
Planning Application Processed Within 60 Days
2006 2007 2008 2009 2010 2011
79% 86% 87% 86% 92% 95%
Requested Inspections Completed Within One Day
2006 2007 2008 2009 2010 2011
n/a n/a n/a 100% 100% 100%
Residential Plan Reviews Fully Completed Within 10 Working Days
2006
2007
2008 2009
2010
2011
n/a
n/a
n/a 90%
90%
89%
Code Complaints Resolved
2006
2007
2008 2009
2010
2011
n/a
98%
95% 99%
99%
94%
Existing Businesses Visited
2006
2007
2008 2009
2010
2011
n/a
n/a
n/a 31
31
24
n/a — Information Not Available
All 2011 figures are estimates for the first 6 months of the year.
POLICE DEPARTMENT
The Department provides police services through its staff on a 24/7/365 basis. Staffing levels have
grown along with the community and services have been enhanced and expanded as the additional
staffing has been added. Specific functions completed within the Department include:
ADMINISTRATION AND MANAGEMENT
This budget provides for the overall planning, coordination and management of personnel and
administration of activities within the Police Department. This includes the collection, preparation and
filing of crime data and miscellaneous reports with the State of Minnesota; preparation and oversight of
the operating and capital improvements budgets; and strategic planning for the future needs of the
Department and the community.
PATROL
This is the most visible function of the Department. Patrol officers are recognized in the community
because of their uniforms and marked police squads. They also are the first responders to calls for
service — regardless of whether it is a medical response, motor vehicle crash or a crimin act. The
overall goal of the patrol officers is the protection of life and property and the creation of a sense of
security in the community. This is accomplished through visible patrolling, the enforcement of traffic
laws, the arresting of criminal offenders and the delivery of other non - emergency services.
CRIMINAL INVESTIGATION
Patrol officers and detectives are responsible for the investigation of criminal incidents through the
gathering, analysis and presentation of evidence and testimony. Investigations that are more complex
or cross municipal boundaries are coordinated by the detectives. This is accomplished by working
cooperatively with other police agencies, the County Attorney's Office, Child Protection, victim
services and other federal and state law enforcement agencies.
CRIME PREVENTION AND COMMUNITY EDUCATION PROGRAMS
A significant effort is made by the police department to inform residents of crime within the
community, methods that citizens can take to help prevent crimes and building relationships with
community members.
While these objectives are part of each officers' daily responsibilities, there are specific programs that
are frequently associated with community policing and that emphasize the need for the police and
citizens to work together to prevent criminal activity and reduce the opportunities for criminals to
commit crimes.
POLICE DEPARTMENT — Page 2
School Liaison - Officers serve as a liaison to the Rosemount Middle and High Schools.
One officer is assigned full-time to the High School and a second officer spends one -
quarter time at the Middle School. The liaison officers investigate criminal incidents
that occur at the schools or that involve students at the schools. In addition, the
liaisons work with the school staff to enhance the safety and security for both staff and
students. Presentations on a variety of topics are made by the liaison to classes at all
grade levels. The Middle School officer also spends time at each of the elementary
schools, working with staff on any issues and making presentations in classes.
Community Education - In order to work together with the community, police must
share information concerning criminal activity and crime prevention with the
community. Officers are available to make presentations to community groups and
organizations on a variety of topics. In addition, officers provide prevention tips to
persons on a daily basis whom report criminal activity. Several events are also held
throughout the year in an effort to build relationships with the residents and business
persons. These include National Night Out block parties and gatherings,
Neighborhood Watch meetings and Public Safety in the Park events.
• Reserve Officer Program — Reserve officers are volunteers whom supplement the staff
of sworn officers of the Department. The reserve officers are utilized to handle traffic
and crowd control duties during city festivals and celebrations or emergencies, such as
hazardous materials spills or leaks, damage resulting from tornadoes or other severe
weather and major criminal incidents. Reserve officers patrol on some evenings and
handle service calls, for example, assisting stalled motorists and animal complaints. They
are also utilized regularly to provide crime prevention information to citizens at
community events or through other programs.
• Chaplain Program — The Police Chaplains are used by officers to assist in a variety of
situations in which individuals or families are having difficulties. Chaplains are able to
provide support to persons that are experiencing stress as a result of the death of a loved
one, marital or family problems, financial struggles or any other event. By utilizing the
chaplains to console and counsel persons in crisis, police officers are able to get back to
other duties, while the chaplains are able to remain with the persons involved in the
crisis.
ANIMAL CONTROL
The Police Department is responsible for the enforcement of ordinances related to the control and care
of domestic animals. These tasks are mainly handled by Community Service Officers. Their duties
include the licensing of dogs, cats and ferrets, assisting in the handling of stray, lost or injured animals
and other complaints of animals causing a nuisance by barking, howling or being allowed to roam off
the owner's property.
POLICE DEPARTMENT — Page 3
CODE ENFORCEMENT
The Police Department assists the Community Development Department with code enforcement of
City ordinances related to property maintenance and outside storage. The Department's Community
Service Officers primarily handle this effort. Property owners that are observed to be in violation of an
ordinance are notified of the violation and given an explanation of how to remedy the violation. The
enforcement of city ordinances is important to maintain community standards, which help the City
attain its mission of providing a safe, healthy and pleasant community.
EMERGENCY MANAGEMENT
The City has an all- hazards emergency plan and the Chief of Police serves as the City's emergency
manager. The emergency manager is responsible for the development of emergency plans in the event
of a chemical, technical or natural disaster in the community, e.g. tornado, flooding or hazardous
materials release.
PERFORMANCE MEASURES
Number of Licensed Officers per 1,000 Residents
2006 2007 2008 2009 2010 2011
.95 .97 .98 .97 .99 n/a
Number of Non - licensed Employees per 1,000 Residents
2006 2007 2008 2009 2010 2011
.22 .21 .20 .20 .20 n/a
Number of Car Crashes with Personal Injury Resulting
2006 2007 2008 2009 2010 2011
38 33 30 45 30 n/a
POLICE DEPARTMENT - Page 4
Part I Crimes ( * *)
2005 2006 2007 2008 2009 2010
Total # 488 467 428 398 411 334
Reported
Rate per 2851 2578 2196 1860 1872 1513
100,000
Part II Crimes ( **
( * *) — Required Performance Measures for State Program
n/a — Information Not Available
2005 2006
2007 2008
2009
2010
Total #
879 858
1020 952
809
686
Reported
Rate per
5136 4737
5248 4450
3686
3109
100,000
Case Clearance Rate
of Reported Crimes (Percent Solved)
2005
2006
2007 2008
2009
2010
59%
57%
61% 62%
53%
52%
DWI Arrests
2005 2006
2007 2008
2009
2010
Number
128 170
251 236
141
101
of Arrests
Rate per
747 938
1291 1291
642
457
100,000
Night to Unite (National Night Out) Neighborhood Parties
2005 2006
2007 2008
2009
2010
Number
26 34
25 31
36
25
of Events
Response Time
to Priority 1 Calls for Service ( * *)
2005
2006
2007 2008
2009
2010
5.50
6.00
5.97 6.38
6.22
6.24
( * *) — Required Performance Measures for State Program
n/a — Information Not Available
FIRE DEPARTMENT
MISSION / VISION / GOALS
The Rosemount Fire Department's mission is an intricate component of the overall mission of the
City of Rosemount in that the Fire Department is dedicated to the saving of life and property. This
component which the Fire Department provides compliments and provides a necessary service so
that the City may reach its broader mission of providing a safe, healthy and pleasant community in
which to live and work. This service is provided by a paid -on -call department, which is the most
fiscally sound method of delivery at this point in the City of Rosemounes development.
The Rosemount Fire Department enhances the overall vision that is set for the City of Rosemount
in that it provides the opportunity for individuals to demonstrate their pride in the community by
serving on a "volunteer" fire department and assisting their neighbors. The "volunteer" Fire
Department has historically been associated with the kind of small town character that Rosemount is
striving to maintain.
ADMINISTRATIVE / MANAGEMENT
Provides for the overall administration and management of the Fire Department.
Included is the collection, preparation and dissemination of information; the
preparation of operating budgets, Capital Improvement Projects (CIP) budgets and
state reports; and planning for the long and short term needs with respect to training,
fire protection, emergency medical response, facilities, staffing and the acquisition
and maintenance of equipment, along with the coordination of efforts between other
emergency response agencies and those of the City of Rosemount.
FIRE SUPPRESSION / INVESTIGATION
• Provides for the controlling and extinguishing of all types of fires in order to
minimiz injury, loss of life and loss of property within the City of Rosemount, both
to its citizens and visitors.
• Provides for the controlling and extinguishing of all types of fires in order to
minimiz injury, loss of life and loss of property within the contracted areas of
Coates and the University of Minnesota, along with the railroad right -of -ways.
• Provides for the provision of all of these fire services to all the cities of Dakota
County and many of the cities of Washington County via a mutual aid agreement by
which these services can be reciprocated on an as needed basis.
FIRE DEPARTMENT — Page 2
• Provides for the investigation of fires by the local Fire Marshal. Also provides for
the coordination of joint investigations by the local Fire Marshal and the State Fire
Marshal.
RESCUE SQUAD
• Provides for emergency operations pertaining to bodily injury or serious illness
requiring emergency services within the City of Rosemount, both to its citizens and
visitors.
• Provides for emergency operations pertaining to bodily injury or serious illness
requiring emergency services within the contracted areas of Coates and the
University of Minnesota.
• Provides for the provision of all of these emergency operations to all the cities of
Dakota County and many of the cities of Washington County via a mutual aid
agreement by which these services can be reciprocated on an as needed basis.
HAZARDOUS MATERIAL RESPONSE / CONFINED SPACE RESPONSE
• Provides a team of Operations Level, Technician Level and Specialists, trained to
respond to hazardous material accidents, identify, secure and coordinate the efforts
of outside agencies that are trained to contain, mitigate and clean up the spill.
• Trains all firefighters to respond to confined space incidents, evaluate the situation
and mitigate or coordinate the rescue effort.
TRAINING / EDUCATION
• Provides for the necessary monthly and annual training requirements.
• Allows for training in areas above those that are required, in order that fire and
rescue personnel may sharpen existing skills and acquire new skills.
• Allows for training of fire fighters to prepare themselves for the acceptance of a
position of leadership within the Fire Department.
FIRE DEPARTMENT — Page 3
HEALTH TESTING
• Provides for the screening and medical certification of potential new fire fighters.
• Allows for the continuous health monitoring of existing personnel.
• Provides for the protection of personnel from blood -borne pathogens and
communicable disease.
EQUIPMENT / MAINTENANCE
• Allows for the replacement or addition of equipment necessary for fire and medical
response, including both consumable and nonconsumable items.
• Provides for the emergency contracting with outside providers for repairs of fire
vehicles and specialized equipment.
STAFFING
• In 2011, the Fire Department consisted of 43 paid on -call firefighters serving in
various capacities within the department. This number is constantly changing due to
retirements and new additions. We have 6 people who have reached or exceeded
full retirement requirements, but often people retire prior to the full 20 years. We
hope to end 2012 with a department of not less than 50 firefighters.
PERFORMANCE MEASURES
Total Number of Paged Calls
2006
2007
2008
2009
2010
Fire n/a
n/a
229
303
298
Medical n/a
n/a
540
329
332
Average Response Time: High Priority Calls ( * *)
2006 2007 2008 2009 2010
n/a n/a n/a n/a 7:41
FIRE DEPARTMENT — Page 4
Number of Attendances at Outside Training
2006 2007 2008 2009 2010
n/a n/a 10 36 20
Total Number of Fire Fighters
2006 2007
Total 41 41
Added n/a n/a
Net Change n/a n/a
Number of
2006 2007
n/a n/a
2008 2009 2010
43 42 43
4 5 1
2 -1 1
.ustomer Complaints
2008 2009 2010
0 1 0
Insurance Industry Rating of Fire Services (ISO Rating) ( * *)
2007 2008 2009 2010 2011
City 5 5 5 5 (Pending)
Rural 9 9 9 9 (Pending)
( * *) — Required Performance Measures for State Program
n/a — Information Not Available
PUBLIC WORKS
The Public Works Department has a mission to enhance the quality of life through responsive,
efficient, and cost - effective delivery of services consistent with community values. With sound
management, fiscal responsibility and professional care, the Department will preserve and protect
the infrastructure resources of the City, creating a safe, clean and enjoyable environment for
residents and businesses.
The Public Works Department consists of the Engineering and Operations Divisions. The
maintenance personnel maintain the streets, storm drainage, sanitary sewer and potable water
systems, along with all government buildings, parks and all City grounds.
The Department manages its expenditures and revenues through the following four (4) maintenance
funds and three (3) enterprise funds:
Government Buildings
Fleet Maintenance
Street Maintenance
Parks Maintenance
( *) Water Operating
( *) Sewer Operating
( *) Storm Water Operating
( *) Separate Enterprise Fund Budgets from those included here under the
advisement of the Utility Commission of the City of Rosemount.
The Public Works Department currently has a combined permanent work force of 25 positions for
the areas of engineering, buildings, fleet maintenance, streets, parks and the enterprise- funded
utilities. Also, the City employs up to 14 seasonal part-time people to help during periods that
require higher levels of maintenance. The Public Works budget also incorporates the contract for
consulting services currently held to fill the position of the Director of Public Works /City Engineer.
PUBLIC WORKS — Page 2
- RESPECTIVE BUDGETS -
GOVERNMENT BUILDINGS
This budget provides for the management, operation, maintenance and repair of the City's buildings.
This includes City Hall, the MN DOT garage, the Public Works building and garage, and two Fire
Stations. It also includes three (3) park shelters, Steeple Center, the Rosemount Trail Library
(plowing only), and the Family Resource Center. Maintenance and operation of the Community
Center / Ice Arena is not included in this budget.
FLEET MAINTENANCE
This budget provides for the maintenance of all City -owned vehicles and over 250 pieces of large
and small equipment. It provides funding for all fuels, oils, parts, tires, shop supplies, and
contracted vehicle maintenance. The City -owned vehicles include:
• Police Department (11 cars, 3 trucks)
• Fire Department (6 pickup trucks, 7 fire /rescue trucks)
• Parks and Recreation (1 truck, 1 van, 1 car, 1 SUV, 1 ice resurfacer)
• Administration / Community Development (2 cars, 2 trucks,1 van)
• Utility Department (1 Jetter, 1 Vactor, 2 trucks)
• Streets and Parks Maintenance (2 sweepers, 3 tractors, 2 loaders, 2 skidsters, 7 dump trucks,
6 mowers, 13 trucks, 2 compactors, 1 roller, 1 ATV, 4 snow blowers)
• 5 large trailers
STREET MAINTENANCE
This budget provides for the maintenance and preservation of 103 miles of City roads, 86 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.
PARKS MAINTENANCE
This budget provides for the maintenance of over 360 acres of park area in 25 locations, including
13 parks with athletic fields and 12 parks with shelters or pavilions. It includes the maintenance of
all park trails and 10 other municipal areas, including City Hall, two Fire Stations and the
Community Center. It also includes the installation and maintenance of playground equipment,
landscaping projects, ice rink construction and maintenance (4 hockey rinks, 6 pleasure rinks), and
other miscellaneous construction activities.
PUBLIC WORKS — Page 3
PERFORMANCE MEASURES
Average Overall (Network) City Street Pavement Condition Rating ( * *)
2006 2007 2008 2009 2010 2011
n/a n/a n/a n/a 73.83 n/a
Value of Projects Ordered (Contract Amount)
2006 2007 2008 2009 2010 2011 (eso
$8,422,192 $3,160,046 $4,057,030 $1,414,284 $5,400,000 $5,800,000
% Change from Prior Year (Above)
2006 2007 2008 2009 2010 2011 (eso
n/a -62.5% 28.4% -65.1% 282% 7.4%
Average Number of Hours for Full Snow Clearing Event
2006 -07 2007 -08 2008 -09 2009 -10 2010 -11 2011- 12(est)
n/a n/a n/a 7.125 6.80 7.0
% of Mechanics' Time Spent on Repair / Maintenance
2006 2007 2008 2009 2010 2011 Lest
81% * 93% 93% 96% 93% 95%
Park Acres Maintained
2006 2007 2008 2009 2010 2011
130 135 127 133 133 134
Required Performance Measures for State Program
n/a — Information Not Available
* 2006 tracking was done on paper, less accurate than CarteGraph tracking (started in 2007).
PARKS AND RECREATION
The Parks and Recreation Department works together with citizens to provide a
safe, healthy and pleasant community. Parks and recreation are essential
services that can impact health, crime prevention, the environment, the economy
and the quality of life for Rosemount residents.
ADMINISTRATION
• Provides for overall planning, coordination, management of personnel and
administration of activities within the department of Parks and Recreation. This
department provides a diversified range of activities and facilities for the residents of
Rosemount. The long range planning, budget preparation and development of parks
and coordination with other service agencies are ongoing activities. Administrative
services also provide the residents of Rosemount an opportunity to reserve facilities
and register for programs.
RECREATION
• Provides the Rosemount resident a variety of recreational activities serving all ages.
Program offerings are based on the needs of residents as determined and evaluated
by the Parks and Recreation Commission and staff. Coordination with other service
agencies encourages a comprehensive, quality and efficient base of programs.
COMMUNITY CENTER
• 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.
STEEPLE CENTER
• Provides the operations of the Steeple Center which opened in 2010 in the former
St. Joseph's church building at the north end of Downtown Rosemount. The Center
is available for weddings, banquets, meetings, parties and performances. Staff
coordinates the rentals, maintenance and capital improvement projects of the facility.
PARKS & RECREATION DEPARTMENT — Page 2
PERFORMANCE MEASURES
Hours of Use at Community Center
2006 2007 2008 2009 2010
20,060 19,149 22,761 18,151 16,296
Total Community Center Rental Income and % Change from Prior Fiscal Year
2006 2007 2008 2009 2010
Income $109,944 $118,094 $122,315 $111,186 $97,375
% Change n/a +7.0% +3.5% -9.0% - 12.54%
Number of Acres in the Park System and % Change from Prior Fiscal Year
2006 2007 2008 2009 2010
Income 430.84 430.84 430.52 440.24 440.24
% Change +15.35% +0.00% -0.07% +2.4% +0.0%
2009 — Added DCTC Soccer Fields
Percentage of Costs Received for All Recreation Programs
n/a — Information Not Available
2006
2007
2008
2009
2010
Revenues
$136,866
$154,229
$151,378
$124,554
$149,377
Expenses
$122,826
$133,556
$128,292
$107,625
$128,707
Net
$14,040
$20,673
$23,086
$16,929
$20,670
% Change
+10.26%
+13.40%
+15.25%
+13.59%
+22.20%
n/a — Information Not Available
OTHER FINANCING USES - TRANSFERS
This is a transfer set up beginning in 2007 for the assistance from the General Fund to the Arena
Fund for the operations of the arena.
CAPITAL IMPROVEMENT PLAN (CIP)
GENERAL / ADMINISTRATIVE
• Provides for specific funding of items, the nature of which are not considered
"current" in their use or life expectancy. These items are generally of a higher
estimated cost than $5,000 and will have a life expectancy of 3 years or greater.
• The source of funding for these expenditures is typically the general tax levy. In
some instances, other funding is utilized. For example, beginning in 1996, revenues
received from user fees have been designated in the CIP funds for capital equipment
purchases or for street projects such as gravel road resurfacing. If these revenues are
realized, the equipment or project will be completed and if the revenue is not
realized the equipment or project will not be completed. Individual departments are
designated for each item proposed for purchase in this plan.
• Included are three separate funds to isolate and better track the types of capital
improvements being planned for. The following briefly describes each of the three:
Building CIP Fund - This fund is used to account for the on -going capital
improvements and possible additions to government buildings.
Street CIP Fund - This fund is used to account for the on -going street construction
and reconstruction projects within the City and all other major maintenance items
related to both paved and unpaved streets including, but not limited to, street lights,
signal lights, sidewalks and gravel road resurfacing.
Equipment CIP Fund - This fund is used to account for the on -going replacement
of and additions to City equipment.
• The CIP budgets included with this document are for the year 2012 only. As part of
a long -range planning process, a 10 -year CIP working plan has been adopted for the
years 2012 through 2021. This is a working plan only, with the current year (2012 in
this case) being approved as part of the formal budget process.
INSURANCE
GENERAL / ADMINISTRATIVE
• Provides for the funding of the City's Worker's Compensation Insurance and
General Liability Insurance. Currently, both insurances are provided through the
League of Minnesota Cities Insurance Trust. This agency allows the City to have
thorough, yet affordable insurance.
In 1995, we set up a separate Internal Service Fund for insurance purposes. The
amount levied was, and will be, the same as it would have been if the Insurance
budget had been in the General Fund, as it has been in the past. But, this allows us
to build a special fund for insurance purposes that will allow the City to move
towards self - insurance, and ultimately, lower rates. We do not anticipate ever being
totally self - insured, but by raising our deductibles we approach that point and allow
ourselves to save substantially on our annual insurance premiums. Doing so will
allow the City to operate more efficiently and save the taxpayers money without
taking undue risks.
PORT AUTHORITY
GENERAL / ADMINISTRATIVE
• The Rosemount Port Authority is the successor to the Rosemount Housing and
Redevelopment Authority (FM) and the Rosemount Economic Development
Authority (EDA). As such, the Port Authority is responsible for both
redevelopment and economic development activities in the City.
• The Port Authority concentrates much of its activity on the development of the
Rosemount Business Park and on the redevelopment of downtown Rosemount.
• The Port Authority will continue to work on other development and redevelopment
projects related to commercial and industrial development.
DEBT SERVICE FUNDS
GENERAL / ADMINISTRATIVE
• Debt Service Funds are Governmental Funds set up to provide for the repayment of
debt of the City. This debt is normally accomplished through the issuance of bonds
secured by the full faith and credit of the City. Repayment of the debt is usually
accomplished through the collection of special assessments; general levies of the City
collected through property taxes; tax increment funds; core funds; transfers from
Enterprise Funds (Revenue Debt Issues) and transfers from other areas.
WATER OPERATING FUND
This is an Enterprise Fund consisting of revenues from water sales that provides for the operation
and maintenance of the City's wells, towers and distribution system. The City currently has four
water towers and eight wells. This fund covers the operation of 1,300 fire hydrants, 1,600 gate
valves and 122 miles of water main.
PERFORMANCE MEASURES
Operating Cost Per 1,000,000 Gallons of Water Pumped /Produced ( * *)
2006 2007 2008 2009 2010 2011
n/a n/a n/a n/a $1,784.82 n/a
( * *) — Required Performance Measures for State Program
n/a — Information Not Available
SEWER OPERATING FUND
This is an Enterprise Fund consisting of revenues from sewer charges which provides for the
operation and maintenance of 9 lift stations, 90 miles of sanitary sewer lines and 6,350 service
connections for the collection and treatment of sewage. $925,000 covers one line item of the 2012
Sewer Fund budget for the charges paid to the Metropolitan Council for the City's share of the
operations and debt for wastewater treatment plants within the metropolitan area. These charges,
which make up approximately 54% of the Sewer Fund budget, are based on sewage flows into the
Metropolitan Council's Rosemount and Empire treatment plants.
PERFORMANCE MEASURES
% of Sanitary Sewer System Cleaned
2006 2007 2008 2009 2010 2011 est
24.9% 22.0% 31.2% 25.6% 31.7% 30%
Number of Sewer Blockages on City System Per 100 Connections ( * *)
2006 2007 2008 2009 2010 2011
n/a n/a n/a n/a 0.08 n/a
( * *) — Required Performance Measures for State Program
n/a — Information Not Available
STORM WATER OPERATING FUND
This is an Enterprise Fund consisting of revenues from storm water utility charges that provides for
the operation and maintenance of the City's storm water facilities, which includes:
• 7 lift stations
• 3,200 catch basins
• 84 miles of storm sewer
• More than 65 storm water treatment ponds
This fund pays for cleaning storm drain sumps in manholes and catch basins and for ditching in
rural areas. It funds wetland investigations and the assimilation of a wetland inventory for the City.
Most of the remaining operating budget is used to pay for large projects in which debt is issued.
Repayment of this debt is accomplished through fund transfers to the appropriate debt service
funds.
PERFORMANCE MEASURES
Number of Sumps Cleaned
2006 2007 2008 2009 2010 2011 Lest
340 188 149 59 62 60
Note: The number of sumps cleaned has been steadily decreasing since 2005 due to a procedure
change of inspecting all sumps, and cleaning only the ones greater than 50% full.
ICE ARENA
ADMINISTRATION
• The Parks and Recreation Department administer the Ice Arena. Scheduling and
invoicing of ice are the main administrative duties of ice arena operations. The
scheduling of prime time ice is coordinated with Independent School District #196
and Rosemount Area Hockey Association for practices, games and tournament play.
The Parks and Recreation Department provides overall planning, coordination,
management of personnel and administration of ice arena activities.
COMMUNITY USE
• Provides recreational open skating for the residents of Rosemount as well as learning
to skate and figure skating programs.
MAINTENANCE
• Provides ongoing and preventative maintenance of the ice arena building structure
and its mechanical components. Ensures ice is maintained at optimal efficiency.
PERFORMANCE MEASURES
Number of Ice Arena Hours Utilized
2006 2007 2008 2009 2010
2,353 2,456 2,544 2,466 2,577
n/a — Information Not Available
0
0
ea
C
d
0
d
i0
C
c d
L
m
o 0 0 0 0 0 o a o 0 0
C
°
D� N 4) O CA CD O� sT O O
L
N N M N N u7 N N
U
N
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
N C
OD CA 47 CD M O N M CD M V
LO LO
m :m
Dr1 r- N COD N fOD
T
W
a
m00000000000
C
O 1� CD r r CC7 OR N CD
U
00000000000
0 0 0 0 0 0 0 0 0 0 0
N C
W et M N N CD CO C C 4)
m
0 0 N O m O A T co M LO M
m
N N N N N M N
� g
W
a
maEaEa�aEa°
000
C
47 O CD CD CD O er 00 M
°
Jr-
0 0 0 0 0 0 0 (Do 0 p O
N C
0
a0 N O t` O C'M h n
m O
f` 0 O 00 a N C` 0 4) rl. 00
N N N N N N Cl) N
W
IL
�OaEa�000o OaE -R
C
C
G Oo CA MCOOnn
CD , n LR N M Cn a 47
° Z
N CV N O M CV CV M N
U�
4►
OOQOOOooCgoo
c0 0 . �
N C
4 � N cq M 't Oc N Iq
,44)001-MM
m
00 04 0
M M O N O M n a M CC) o cs
N N N N N N N M N N
W
CL
aEa�O a��0 aE�0ae0
M OOO CD CO Cl) 0NN
CDnLOr00 V CA CD — — N
O r r O O O O a r r
V
00
C 0
0 0 0 0 0 0 0 0 p O O
0 0 0 0 0 0 0 0 0 0
N C
CAO V CA OONM CD 01
mpp�
N CA W W 0 M 0 00 0
tt CO N O Cl) 00 h CO CA O
N N N N N N N M N— N
W
a
Oa�O OOaEa°OaE00
A
N O M M O N O o O
f` CD N M 00 O CO
CL) 'i to C6 a 47 CO C: 4) C` CL)
U
G
0 0 p Cl 0 0 0 0 0 0 0 0
� N N M O
N =
0 W 0
gDiorcD4ir�ao
m p
omr
M er O N O M B IC7 u7 D1 O
,p�NNNN'NNNMN
N
W
a
0
00 00000000
00 00000000
N C
00 o V CQ V7 O Cn M V N
m �NN�
V O M C40 LO N N 0 M�
CA NCDMMCO
T
W
CL
C m +� c W
kv
0 1 Oy
m,o
aE af. w > 0 9
fo 0
Qm wu o EJ mix 0)
C
O
!0
w
C
e eve eee eee
_
O M No aa O f 0 M O O
N N n ao M V) M O
� >
tfr 10 1L) aCl 1� V) 10 N N O> CD
} f
e e e v e e e e v e e
"
O V W Of N M N V) O) M
OMM M Oh10nN000
9pr99r1 T1cTTi !9
}
O O f, m 0 cc �N1pp -V
M
D
V) (q CQ N h CIrN
(�
NOG�� N V)
CD CO O n O V) M aD 1q
} FrNOaaONM
M V) N
M
M . te v . -.
�
0000000 O
000
V) �(g V) O)CDMMNNCl !
} FOO
M V N N N 0
v
+
}
N
17 10 n v 17 n D
/D O a
m
7 c
0 o o o o o o o o 0 o
O o 0 0 0 0 0 0 0 0
j0 C
V O
V M A V) M n N a0
m
0 0 0 0 0 0 0 0 0 0 0
W Cl 0 0 Q ac CI
CDMnCO W) Cl Q) ac N
to
> o
� acnoa000iMl:�
V
W aNO aN�
4,6 O) 'd 10 N 06 t'- C-4 V)
O
h Of O Co �c ac 1Vg1 cq
N V T o n O) n a W O! co
q q
> �t 0 0
O) <O O�C n 0 Oa0 (f
N M O CD
7M
V) �O10 ONItCO O
O ' " V
V OO V
A
V AI
>
ac t W 1D O f0 M 10 Of
�(pp macc
10 n CO n V V M V) N N � �
H
V)
{p a0 n Vi
C M O rr 1aQi_ r N n m
O
S O O O O o 0 0 0 0 0
0 0 0 0 0 0 0
n �nn�nornmrn
0 C oa�o
0
OMNNn owmCoN V)
f �'M
f0 n O o n o O
� CD r CO O 1q N
jD CCDM
OM
V) N O I Q L rl � M CO
43f Mn�Ma
> O
�. V
�N
•
7
O O O O O o
o 0 o o 0
O O O O
S O 0
p
r O O V)
O r - M N M 0
> Or
OlM O)n N1D VI 1h
MNnT 0)CD V)
CD tO N V)O)
;;
N aD
NaD n � 10
0 O 06 '- N n N M
Z
v uq 0 1q v 1q a 10 er Co
M V 0 On) a N O N Y
O
M V) NO aonTNrolg n
C' aao nm p o
G7 800 N ) O p
Vj 0)
q t
tOp N N N O n tq M O O
n M N M M V
Ct O0(q n N Orn CO NN
1
a N ' mVT ' M1 20 0NN��
m
O o o o o o 0 o o o
O o 0 0 o 0 0 0
F
C()
a ) O
rn 10 00) 1D ONO
0
we
S S O S 0080000
a �N
n r o of aD N
I(
10 >
C0 o M O W Y N of h o
Of Cq O CD CD O N M ' 1q
F�agou)rnmmlglq0
aD
;C
W
1 0 '- D M 1 1 1 , - 1G N W Co a
V) OM MOM
n O) 1 7
, mw-c
N � V)�av �
9
G
1 O -
> la w
V
m $ °
>> Oy �
a C LC = C > W
q �
7
a ul.1.1
o e e e e v e v e e e
_
O M No aa O f 0 M O O
N N n ao M V) M O
>
c N m 7 1 M N N
e
V
....
f C f n e w f
a�in 10n1gM Vnnlg N
}
nm mNMt n ONNO N E�(1
CONM r tq S R O a N
... > �CO
+F�01gv1VCW
O tO O C A m o
eSSS
N
=1 =1
o o o o 0 0 0 0 0 0 0
�
n"itQ lq o v_ ac 00
o )) M a o O) 0 o ' O t o + ) a °
} FOO
fO Of O)1D
w
iWCCUWVC
m
7 c
0 o o o o o o o o 0 o
O o 0 0 0 0 0 0 0 0
j0 C
V O
V M A V) M n N a0
�vNo��n
aoofofwomvio
nnm�awrn
r M�fDfO aoao N �
N N N a a n N M
Z
N
V) OOCDt01g n �wNN
O O O) O N M N V W
O
h Of O Co �c ac 1Vg1 cq
N V T o n O) n a W O! co
q q
> �t 0 0
V aq �O Cc O f0 V N V1
aD r M wNNrr
f
m
a
0 0 0 0 0 0 0 0 0 0 0
000000
�(pp macc
a0O NOO W rN NO
t t
o G O
)C >
lr
V)
{p a0 n Vi
C M O rr 1aQi_ r N n m
;a
10
NCo O Vi
V) NOaoM V)n MO
M a O� N O N r 0 M
F ='
V N 1D -- M V) - N
m
7 '
0 0 0 0 0 0 0 o o o o
o o o o o o o 0 o o o
jD CCDM
01
> O
�. V
r v co n o co o Of m I- N
O V N^ OD 0) V) MO�
O) v N O) N CD 'q:
�N1C
N �
O/�oN MhMCV M
� 2
'
tp aa
N N M o MV f Of W O W 1
u
a O
v uq 0 1q v 1q a 10 er Co
M V 0 On) a N O N Y
V w
>oorl�aom
N 1
1q n ao 1q m o 1n M 1O m
AVM
N n O M t0 N N
1
m
O o o o o o 0 o o o
O o 0 0 o 0 0 0
-
C()
a ) O
rn 10 00) 1D ONO
0
>Om'NnO
m n o o n 1q o w a
F. �'Ma
n r o of aD N
;C
n Vi Oi N 10 aD 1p N M O! Vf
V7 N O) N O) 1q Of r M CD
W
^
ONO) V) V) tO
'nM`
m C Q i c W W
G
> >CCc C9.2�4�d1
cE
am W ILS C W�N3
w
(Q
C
d
00000
r U C4 Co try O n R (o
+ F
O O r N O r N O C 7 C
+ f
2e � 3E 3e 3° 0 2e e`e 3e
aDn�N MM1(1 N (a (a
o
N V O O N N o h
�+
r O C r O r r 0 0 N �-
+
9 9 T r (01r ITT 99
+
p olo n oD 00(p otnm
V (o N aD O tq r M (a aD
V
M N O N O n o1 t0
+
} F
vO N M n t0 N r N
p
V
r r
r►
o 0 o o o o o o O o
0 0 0 0 0 0 0 0 C C o
_
o ^00^0000^
0000000
Nn a M A
A
+
+
p
O o orN N
V M o N { O
(O NO V sA M N
1p0
u
7
j0 CNh
O o O O O o o O O o o
O O O O O O O O o o
aD N n of (o
>
RcD ML I- oa�� ID
f n N oD n ac of n of
m
7+
_
I.'oav a)v)uion1
( O Z
w) to n V N M^ M v
> o �oi a� rnn
�
cc v a V v1 fD (OO�nM
O t O a0 a o ao H
�N
N non N cm
co W
'
'N(o N of aO to aOr
O of V aD V aD Ol ac It M
i( W o N w N N N
tn�nn wP V O
O NtnN n(a MOO
y
W
0 o o o 0 0 0 0 0 0 0
O O o 0 0 I 0 0 0 0
c% aO �(a aDN a aDN n
thMMMNNM oD of
f
N N w w n O't to
�.��Ch
a
N V �oSrNnof
T M n 0 aD N (o of
l7 w w o0 to 0 0 M to n O
F �NO nr
(o fDNN��
m
7
0 0 0 0 0 0
Moo
o 0 0 0 0 0 0
h(o q gcNl
> V
o W r, N N M oMD M N 01 01
01 aD
F
{gyp aD N N N N o") n M
N O N W
g Z
O V t o Y
cli
10 C
r a
r at _fa
V
N
�wcgc h(�pa
CL z
( (MO .r-
f0 D) n n O 0 o! O � � f0 a0f
a
'
M r"It OOD(a n(O(O'"
�cl
Lo r- vN - NvN
F
W
o o o o o 0 0 0 0 0 0
N o0 O n N M (o Q M r M
A
�x(>
pp0 oD O Oai W NO(D
M
F
(o o (a co M a (o (a N
rontavv Cl) nn(a(o
t0
O A M m u t m om w C,
N A 00 aD M of O M (o n
to W P rco to NNrr
f
'�
C 1
C
P • ow
v
> - E ms..
(� c e V' to
W mrov�v�mmNOOn
F m
€gym W�ic
W
q n . E q �
4m A IL= C JC(g3
00000
o LnW
N � v� N to Q! M an cN7 o
Z>9M
Y N w ( a M 1 Y 9 T
+ f
N T
�+
a
n rO aD C! ( p n(7 a c1(a
`
9 9 T r (01r ITT 99
+
1'- 0o O V (o (O NU v
.,
( w v_ oc r lt
F
N o a r r 0 o N� �
r►
M vi =-. ti a vc .r ..
o ^00^0000^
0000000
O Ili nN ac V MOM aD tp
M to aD O N T M (o N o m
h O N M w 0O a w N N
L q
+
N
a 0(o MNq c c%
V w V a P o -
N M
!O M M r r N N r
m
7+
O O O o o 0 0 0 0 0 0
00M888000
w COOD n nMNM n maf tn
> o �oi a� rnn
�
ri (D tri(6
vaoMNn'mmtn
00 (o N aD N to W n ea (L1
- �Nm m (o
W
E
N oon
N a N n N
MONww
tn�nn wP V O
O NtnN n(a MOO
� n NaDPtO to (G Miff �}
O W (D n M N M M
M
>
N n v -- M ( N N ai
H
m y
a
0 o o 0 o 0 0 0 0 0 0
�N
K
l0 >
(C ISM wONo Oo n0
W aD O O w aD o N N N
ct
ODD ( n o M r M o co W of
nrnq a) N ` tn
F
v�rinrrvi(n. -c
m
7
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
10 C
r a
r at _fa
> QONN raorao
(h(
a0 a
Y nNaD n co w r
X0.1
aD OOf a a p o!g w o n M
cm
R O o t0 O aO v a a�D N O
W
O N (o N T co i( w O n
A
>
of W V a0 � aD T aD � M
n O r o> o n aD o
W co a) N taNN N
N N
f
• m
a�000000000
o O O O o O o o O O O
o
N N aD n(a aD to v o Nn
W a
1! >
N M Pf oaf N N M W
W mrov�v�mmNOOn
F m
o
a N N aD to n O't t0
W
M N 2 V N r W n
n M aD W � f C O M t n
F='N(o
NN r
v
>H W E�7n
c
cE �€ Y =
N
-C m W IL2 CJ19w
K ROSEMOUN T
POLICE DEPARTMENT
M E M O R A N D U M
To: Dwight Johnson, City Administrator
Jeff May, Finance Director
From: Gary Kalstabakken, Chief of Police
Date: August 1, 2011
Subject: Budget Reduction — Two Officer Squad
$4500 - _$5000 Reduction in Fuel Consumption
By assigning two officers to a squad when certain conditions are met fuel consumption will be
reduced. There will also be a reduction in the mileage put on the police squad fleet as a whole,
which will result in a lengthening of time a squad is kept in service. Two officer squads is a
feasible option when there are four (4) officers scheduled between the hours of 7:30 p.m. and
2:30 a.m. This is the staffing levels on Friday and Saturday year round and Thursdays from
April through October based upon historical calls for service records. On other dates there may
be four officers working but many nights there are three officers working due to vacations,
training or other schedule adjustments.
The cost savings is based upon a reduction in miles driven estimated at 200 shifts @ 100 miles
per shift or 20,000 miles. Squads average about 11 miles per gallon, which translates to a
savings of an estimated 1818 gallons of fuel. Estimated cost of $2.75 per gallon equals total
savings of $5000.
While this is a true cost savings of fuel it does not account for other factors. There will indirect
lost opportunity costs that are difficult to measure.
• Reduction of the visibility of marked squads patrolling and a slight increase in overall
response time to calls for service.
• Reduction in traffic enforcement due to reduction in the number of squads patrolling.
While citations are not written for revenue purposes, there will be a reduction in the
number of citations written and corresponding loss of revenue. Based on 1400 hrs. of
two officer squads, revenue could be reduced by as much as $7000. ($100,000 annual
fine revenue with 14 patrol officers. Two officer squad for 200 shifts of 7 hrs. each is
estimated at $5000 - $7000 in lost revenue from citations issued). Range of dollar
amount accounts for possibility of two officer squad observing more violations and
taking more enforcement action than a one officer squad.
I m I
r—
Cy')
N
LO
NO
R
O
U
D
0
k�
O
N
O
r
4)
�o
s
N
co
o'
V)
o
O
o
0
r
V
U
�r
�-QQQ
r
�r
�
r
�r
r
r
OI.
�r
° rte
r �r
r
o
o
O
ri
i
ON
9
o
O
0 0
0
0 0
°
0 Ln
0
0
i
k�
O
N
O
4)
�o
N
co
o'
V)
o
O
o
0
V
U
�-QQQ
k�
!o
A
C�
W
1
<
dam.
d g's
�
� ocr
<
` yb
<
` yb
<
` yb
<
`yb
<
a
<
b �.
tr
O O O O O O O O O
O O O O O O O O O
O O O O O O O O O
O O O O O O O O
co f` CO LO -j c'7 N
V
C.
r
c
S
-I—
r
�r
n �
r
' r
Cl'
r
�r
cn
r
r�
NT
N
o
.-
'rr
N o�
�
�
�
°r
/r �0
N
--
r
O
�r
i
O
'r
U 0 CL
o�.
o�= U
0
0
O �n
0 0 0 0
O �n O �n
0
0
O ��
0
O �n
0
9
0
O O N N
O > > >
�n
�t
17-
m
Q Q Q
V)
O
4
n
W
Q
a
n ^
C)
E
D
O
0
U
L�
T J
J�
d
dam.
s
d�
Y
6�
b�
b�
�
�yb
b�
6`
h
�
b�
C: �
C::
C ?
C:�
0
CD
C:)
CD
CD
Lf�
O
Lf�
O
O
LfD
i
LJO
*
1-o
O
0'
(Y)
N
LO
0
N
LO
o
E
N
°
o
°
co
U
LO
"0
00
0
Ln
O
N
o
N
°
•—
-�—
N
�--
Q
Q
::D
CO
0
0
0
q
°
0
0
C
O �
O N
c p
O
7C) >
°,
o
� •�
� �
N c U
' � U
m p
O D CL w U—
0 0 0 °
N
10
LO N LO
o
N
c c
-
U
E E
E
5
O O
O
Q) a)
Q)
O U
O
cc
C
N M
m
10 N 10
N O •-
C
O
N
.C: C
Q C C Q
p
3 po0
0o Q ��
0 0
p o o o o O
O
p oo�
,
p 1 1 0
0 0 I I I
" 000000000
' ��j0000
Ol--
NM V
70 00
—
( C ' 14000000000
O
0
C
O �
O N
c p
O
7C) >
°,
o
� •�
� �
N c U
' � U
m p
O D CL w U—
0 0 0 °
N
10
LO N LO
8
_0
v
N
C>
cH
ri
N
O
N
N
N
C
O
Q
v
Y
N
c Q
ro G
y/ N
L L
(� b0
� N
• -
Y
N a
O Y
U o
N 0
co v
U �
L
a+ O
U
r
= C
N
� O
OI
E
� O
C
o
A
a
E
� m
n
d�
c
E�
rn ,c
Bi
E
dv
a
- 4
C
y
>
5 p
m
$
U
y
m
U
E
n
n m
m
E
. a
c
m y
U
m -
U)
E
wv v
v
42
c c
a a
d
v
m
E
2.
O
m N
m
=
� U
A A
m
3
y 2'
a
a E
a o
H e
E
fi E
c
'Z u
�'
w m
Q
co
CL
£
E
a o
Y'
o
3- o'
o
c
d�
—
m
F-
Z
.�' $_
°Dorn
b e
o
5 v°
c E
v .n a
m c T
o
d
c «°
m
°
°
m w
cR
d
ai $
E V °
E'
:
o5°s
`a
'o o
O0
. m
9 m
0
fc "y
o
_r E
3
c E
c ?
.o
u b
$
aH
c m L'
�
v
.
3 v
a m
mi.
Y
o N
N
�'�
v
v ;
m
E >
m r
.
_o
m
`m'o
b
N
E
U
y U
n
O
c c
m
y �`
C°
a
w C m
N
m n p�
u�i
= d
f0
O
.
C N
.�
N C
U N
m m@
o
y E
m
o t
8
m
'
m
y g 8
o 'L'
o m
v q
a s
a, d
$
E
N
m >.
.°^rn T Y
m
d E
v
-2
a
o
S 4rn E
a m
m m a
a m
T
w
o
�' $
E
'•'
o ..
i, m
c
€
o
o
a x m
m
E
N
I
c
E
m
n t
3;
3
E
E °
o
"
n °rn
t`E'
m E
d
�E
m
E
�'.o
°
AxN
'a°
w�
m
J
wn
N m
T
O
m n
a
T N
U
m N
T
m
Lj,•
>. C)
( a
` 2
}{ O
tE0
U
U T
U E E n
°
U w v
m U
H a
�_`
U
a°
J Em
>
J
O
Q
C
o
Q
\
O
O
O
O
O
O
O
O
O
O
O
O
M
O
O
V1
O
O
O
++
�j NI
O
O
O
O
O
O
O
O
O
0)
O
O
Ol
O
01
Ot
n
0
0
d A
L
C �
N
p
oR
O
O
O
0
0
�
10
0) 0)
0
m
1,
r
°
o
n
° m
n
v
`I
'£
19
LL
�o
L
d
�
}
z
Z
v
O
N
N
O
N
N
U
>
- O
C
"
C
r
O
C
O
v
x
p_
O
C
L
E
C
O
O
T
m
H
O
W
N
'�O
3>
W
C
O
O
9
Q
QJ
Q
O
Q
m
On
O
co
m
N
U
L
U
L
U
O
U
O
u
D
cn
W
m
W
LL
Y
t0
J
Y
IC
J
N
J
7
J
L
G
m; c
E°
E E tO
E
i m
n m
d E
o d
d aEi T
o E
m
y o
n .
E$
E�
c m
o c
A
N
iS
m
E
go '
go
U
O
m
:2
0
C
O U
C
.0
U
3�§
d
v 12
c o a
' 5 ' 5 d -
a
_m
o
N y
v
T ' T
E
m
N U n
m
E
o —'
$a
„`>
�_
Tag
v `o
N
N S
C
E m
T
o m U
E v
m
E
E
E
d
N °'
y E .
A n
E .
r
A
i
A E m
`o E
m a w`
m
c� va T
U
moo° o°
N d
NE
- d
C
E
�o£s
E
m
t
o
ww
pp d
G 2 3
E
o N T
N
-�
O j
$°
rn
y a 'E
'o
a E E
c
- - m d '� m
N
m
AO °ao� Eo
Z Eo
�.N '� d
OFD
o� E�
U
U to `W
2
fq 5 S rn
iL $ o �p
a � o �pp
�i
GG
GG
l
CC
��pp
�
0
0
0
0
0
0
0
0
0
0
0
O
O
O
O
O
O
M
O
O
O
00
N
0)
Ul
0)
O
0
O
0
O
0
O
0
O
O
V
v
y
�
m
_
L
N
z
O
O
0
0
O
a
Lq
O
O
O
M
0
0
0
0
000
0
0
01
Im
tDD
O
�
U
v
•-,
�
L
E
m
LL
d
a+
N
O
m
C
O
M
L
.
C
-
o
c
O
41
00
Y
c
v
Q1
=
Ol
p
bO
C
"O
O
U
w
'^
m
2
L
d
L
d0
Y
G
3
C
G
G_
O
O
Z
Z
Z
Z
0
=
N
N
N
LA
V1
>
t
Q
O
O
O
ri
I
O
n
C
3
O
Q)
V)
O
w
a)
C
Q O
to :�
a
%
c
0 E
= U a
Q T LL
m t
W c
> O
C
Q o
= 3
C �
= U r
Q Tin
m t
W c
> o
C
o
C c T
�E
a c •a
W c LL
O
U
c
y O
CLs c
W c N
O
U
E T
Z E E
~ LL
a
E
a
~ (n
a
rn
2
0
O
.
N
L a
C
'o
E
Q
m
rn
a
m
0
U
T
Y a
o a
SU
d
Z 0
C
O
N T
x E
U
(L
c m
rn
� C
O a1
m
a
'O
a)
a o 0
E a
Z E m
a)
° m o � v (O v c)
N
O
O
O
O O
a
U')
LO
0) 0)
3 3
3
3
v
N
(D
O O
O
S
N
6D
v
fa [a
T
a
T
a
O
O O
N
3
S] O
N
O O
y (J
Z
Z
a)
D
O
n
$
Cl
u
w
c
O
d
a
v
a)
a
U co
C
O
L
a) 2
a)
co
a)
L L
O
O
>
d
O
7
.0
'=O
a) 7 O
..
W
~=
69 EA
~
O O
-n
N
CA
Cl)
�
L
U
lfl
U
'
7
o
O O
z
O
O
L
C
C
_ _
3
v
o
a7
Q
8 n(a _m
u)
i9
64
69
i9
69
60
i9
( J
U
C Z
2
(-)
c
Z Z
c
U
v
W
v
i9
v
W o) U U m
a J
° O
U
°
O O
- Fo
°
U
o
J
o
U
m
o
v
�; W .� o o w
Q
Q
U
3
Q
U
co
C C
� U
Q
Q
> J
L
a)
y
L¢
O
N Q (n @
000
O
04
O
�
O
O
O
O
O
O
O
O
c
O
N
O O O
M M D)
n
n
�
O
O
Q
U W
n
N a Q
n W
E 2
a)
n
'N
•�
m Q m Q
m
E
a)
n
a)
n
a) 0)
Z
a
U
a
U
a
U
a W
U>
a
U Q
a w= Y (n O
U> Z (n C-) (n
J
a
O
o z af
w Q
O
o
z (n z (n
o U
O
O
L
o
a
a
.- D L
'o m
v L Q @ < 69 (9 x
EL
a
CL (L ?
a J
a
CL
a? a?
° a
a
Q-
69
4)
(D
a) -
a) w
a) = x w x(L CL d
N Q
x
x z 3
x m
x
x
x 3 2 3
in x
=
=
2 m
0)
co
M
O
>
= x
O
O
O
O O
a
U')
LO
0) 0)
3 3
3
3
v
(D
O O
O
O
N
6D
v
fa [a
(a
f0
O
O O
a
C
C C
O O
z Z
Z
Z
O
O O
O
O
O
O O
O
O
a
M
7
L
o O
co
o
N
69
o O
o
oo
0 0
O
N
69
N
69
69 EA
O
O
T
O
Lo
N
6D
O
O O
a
C
C C
O O
O
O
O
O O
O
O
O
O O
O
O
7
L
M 69
69
N
69
N
T
a
7
O
O
O
O
a
-n
Ln
U')
°)
00
00
z
z
O
O
C
C
C
11'7
V
v
v
a7
n
u)
i9
64
69
i9
69
60
i9
69
i9
O
O
(D
o
O
O
O
O
00
0 0
0
0
o
0
C)
o
o
O
0
0 0 0
O
O
O
O
CD
(D
O
O
O
O
O
O
O
O
CA
O
CN
O
O
04
O
O
O
O
O
O
O
O
O
O
O
O
O
O
N
O O O
M M D)
n
n
�
O
O
O
O
N
N
N
N
u7
U')
LO
Lo
LO
to
(D
U) � O
0o
cn
00
64
n
69
n
fA
m
69
0)
69
D)
cA
O
ul�
Z;
a7
6
(0
6
co
W!,
a0
69
co
E9
CD
69
LO
69
00 00 w
69 69 69
69
69
69
O
O
O_
O
O
O
O
M
0)
co
M
O
O
O
O
O
O
n
O O O
_O
O
O
O
O
17
n
ll�
O
O
O
O
O
O
O
N
O O O
t
O
O
O
O
O
O
w
(O
Cl)
O
O
O
O
O
O
O O
M
co
N
co
O
O
O
O
O
N
'a'
M
(O
U')
N
W)
V)
Lo
N
0) O
n
(D
LO
0)
m
O
O)
(0
O
W)
v
O
(O
cD
to
a0
co
Cl)
(O (O c0
69
fA
fn
69
69
69
69
Vl
69
69
69
69
(9
E9
69
69
(n
69
64
69 69 EA
O
O
O
O
O
O
O
O
O
M
O
O
Cl)
M
O
O N
n
N
(0
n
Wn
N
O
O
Q)
N M O
M
O
n
V
M
O
N
00
a
O
O
n
O
n
CD
L6
N
D) U') V
O LO M
M
O
O
O0
c0
M
n
N
Cl)
(3
O
W
(n
M
n
Cl
N
D)
n
(Q
N
M
`V
N
N
O
m
U')
0
(q W
fA
E9
EA
69
69
69
N
(A
69
EA
69
69
69
69
cn
E9
69
69
69
69 69 69
O
O
O
O
O
O
O
O
M
m
00
M
Cl)
O
(0
O
co
Cl)
n
O Cl) O
n
a
O
n
O
O0
n
v
N
ll� N 7
v
v
O
V
v
- V
O
co
c0
M
00
N
N
N
N M O
co
n
00
(D
N
W
O
Cl)
n
W
(D
V)
co
O
(D
N
c0
V
c0
Cl)
v
c0
c0
O
(D
O
O
O
LO
c0
v
U')
N
Cl)
n c0
W) U) LL)
G9
69
EA
E9
!9
69
E9
69
69
69
(n
fn
69
69
(n
(a
69
69
69
(n 69 69
a)
m
O
C
(D
co
(D
(D
(D
w
(D
O
O
O
O
C
a
(n
(n
69
69
w
69
z
6H
69
69
fn
E9
E E
(O
N
m
x
x
x
x
x
x
U
C
C
.E�.Eko
C
7
C
C
7
04
E
E
E
E
E
E
'°
m� v
Et
04
a)
E �. E �
°°
O
N
)i')
in
(n
O
N N
69
._. Y)
`'� ell
GS 69
69
• O C
•°
_
N
N
N
N
N
N
O
)1) 69
M X
N X
W X
`)
N X
N X
9 C
N
Vi
EA
j
U
`
E9
En
EA
64
E9
En
N
C a
n Co
n a
n a
O a
C
C
C
C
C
C
i9 i9
0 E
0 E
0 E
a
0 E
L) E
m o
a
0
E
E
E
m
Co CO
0
m
0
0
0
0
0
0
0
0
(f)
0
0
0
0
0
o
p
O
N
O
N
O
N
O
N
O
N
c
O
O
O
O
O
O
e-
O
W
EA
00
co
N
N
W
00
Y
N
a)
L
a
a
12
a) U
a) U
a) U
0
U
U
0
°-
a)
0
O
a Q
n n
n
v
v
rn
O a
72
a
a
0 0
0
0
°
°
0
0
°
o
O
0
0
0
'O O
- O O
O
0 0
o
o
0
0
0
o o
m
m
o o
a°i
@
m
0
o
a
00
m a
m a
s
0
0
0
0
\ 0
00
0
a
0
0
0o
O
O
OD
O ro
O
O
0
O
o c
0 0
e e
o
O
O
O
O
O
O O
00
O O
O
O
co O
O O
00 O
0
0
(O
(O
(»
(9
O
O
Q
Q
O
o
Q
Q
0
O
O
O
o
0
69
V2
Z
Z
Cl)
U
Z
Z
En
�
c
M»-
Cl)
M u
LO
;�5
N
N
69
69
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
Cl
O
O
O
O
O
O
LO
O
(O
O
00
O
U)
O
Lo
O
LO
00
O
(O
O
O
O
M
O
Cl)
(O
N
LO
N
(O
N
O
v
O
7
O
R
O
V
O
C)
fA
fA
69
fA
69
69
us
Vf
)O
u)
69
69
fA
fA
69
Vf
fA
69
0
0
0
0
0
0
0
o
n
n
o
C.
0
0
0
0
0
0
0
0
O
N
O
LL)
0
O
0
)L')
O
N
O
(f)
O
0
(L)
V9
6'9
O
�O
O
LO
O
N
O
N
O
N
O
O
O
O
0
O
O
O
(O
N
N
s{
N
N
N
N
N
N
N
N
N
N
EA
64
69
w
69
EA
69
69
69
69
69
69
69
69
EA
V>
69
O
O
O
0
O
O
O
0
0
O
O
O
o
O
o
O
o
O
0
On
(O
(O
N
(O
(
V
a
�
O
O
64
69
O
0
t!!
o
�
O
O
O
12
69
U9
M
(fl
W
O
Cl
69
(fl
O
O
C)
C)
m
O
eq
64
U!)
O
O
O
O
O
O
O
O
O
O
(O
N
(O
N
N
W)
N
u7
O
N
O
N
O
N
C)
N
a1
69
(n
69
(9
69
69
69
69
0
0
0
0
0
0
0
0
0
3
u')
Lo
Lo
LO
Sri
Lo
Lo
0
v
v
N
N
N
N
N
N
N
N
o
0
op
o
N
N
N
N
N
N
N
N
co
v
w
j
o
v)
to
EA
EA
EA
M
to
to
to
to
M
3
(p
o
c
Q
I-
r
r
rr
r
r
v
o
0
° o
° O
° O
co
co
co
cD
co
co
M
9
O
o
(
D
O
00
Lo
CN
C,
co
tf>
EA
_
M
_)
fA
V o
M m
x
o
v,
[O
o
Go
m
u>
(D
w
(O
bo
N
En
v,
c •-
2 0
U m
Q T LL
t
m
W c
>
2
m
o
¢
¢
c
c
Z
Z
Lo o
N Lq
C
Q o
r O
2 �
a
C d
M
W
M
o
.r
o
m
C
¢
¢
M
m
M
�
C
C
_ ( C
N
N
O
C-4
O
r
o
Z
Z
O
O
O
O
t
6
6�1
m
W C
> O
2
M O
C
o
O
m
m
r
r
m
o
o
m
O
O
r
r
r
r
O
(O
v
N
CD CO
r co
C j T O
O
O
v
N
r
V
M
o
m
M
O
O
o0
oD
o
o0
o
ao
r r
L3 E C)
'C
O
O
N
c0
o
co
O
M
(0
O
O
0
(f)
(O
v)
w)
G m (n
E o
O
o
W
v
(O
v
v
c0
o
o
o
r
m
o
M
r
o
r
m
o
to
0
r
o
r
o
r
(o
r
(D
LL
W O tri
(n
w
try
va
w
v>
to
(»
64
w
FA
w
(»
o
(»
(»
U
M
C
(I)
t0
(!7 M
O
T r, d C)
o O
O
N
o
m
O
'7
O
7
p
O
r
O
O
O
O
r
m
r
m
v
O
o
N
r
o0
r
00
r
0
r
o
r
v co
N
CL C m
I
op
N
0))
op
m
Ln
o
W
m
M
r
r
r
r
E C N (C)
W o 69
M
69
M
EA
(0
to
Lo
co
t0
(p
v
01
oo
69
CO
M
tf)
69
m
EA
�
E9
v
4+
(D
EA
o
EA
o
N
cD
69
U
E
N
r
o0
r
(0
(D
O
° +
O
N
CD o
T (M
7-
a
N
M
o
M
m a) +
(fl a) M
o
m
M
m
O
M o
m o o
O E
(D
a
N
(O
O
r
co
(ND
69 d M
M
to n
w
N
N
m
op
v
V
M
(D
O
F d cc N
r
(O
t0
v
to
m
(C)
to
m
r
o
o
N
C)
O m
(D
c:> (o o
o
(O
N
-1
LL
IL
vs
(n
(»
v,
to
�,
»
°(,
�»
v,
v,
(»
�
p c r
'O c vs
O
o
N EA
a N c,
a)
C N
o
Lo
V
o
_
r
O
m
M
U') M
(f)
r
N
m
O
O
(+j
O
m a) 7
m a)
O
O
N
o
O
(f)
(p
O
o
m
o
m
11 0 CD
O E
O
N_
t
O
m
V
CO a 2
Co O-
o0
(D
o
r
r
(D
N
M
(
(O
a M oo
c
C 'o
F
M
M
co
N
to
t0
op
O U
:2
o) m
m
o
O
CO
m
V
M
to
c)
o
m
`
ul
u�
(»
(D
(»
to
(A
v
»
D) n
a L
a
¢
¢
D
�
7 U
69
69
69
U
ca
U
U
'E
.E
C
t o
N
L o
m
N
v
N
(17
N
C
N
(O
N
N
N
N N
EA
M
(A
c O
�
C
a)
M
(A
d
t1
9
tH
(H
b9
a y
(p x
( x
m x
(D
m '
Lo
a)
m
N
n
m
N
(O
N
N
N N
U m
d m
O E
n m
O E
O. m
O E
'�
m
N O
c
a=
m
N
M
o
fA
fA
V�
to
69 =
m
69
M
M
b9
cD
m
° o
a p
o
o
o
O
N
N
N
r
a)
N
a)
a)
N
O
N
a)
N
m
N
a) a)
7 U
0
°°
°
U
7
U
U
U
7
U
U
7
U
7
U
U
7
U
7
U U
7 7
7
°
7
7
"O
7
-
'O
'O
7
-O
i
Q 'O
CD
'D
a)
()
cu
O
N
c
O
'a)
a)
'
a)
D
c
a)
a)
'O
N
'O
e
c
a) N
� U
d
o
O
p
c)
U
`y
O
O
O) N
O
N
N
N
_
N
O
d
O
O
O
N N
m e
rn
x
m
x
x
x
x
x x
� m
0
m
m
m
m
m
m
m
m
m
m
m m
> 0
°
0
0
0
0
0
0
0
0
0
0
0 0
0 0
o
O
O
O
O
Oo
o
O
o
O
O O
U o
C)
o
o
O
O
o
m
o
o
O O
Y A
°
(7
O C
6
O
U
°
¢
¢
¢
o
m
o
o
04
o_
(n
o
M
0
M
J
t,
Z
Z
Z
N
C
tp
(a
to
to
69
to
Z
Lo
C '.0
N
0
to
d T
O
O
O
C)
°
°
°
°
O
O
O
O
O
O
o
O
O
O
O o
Y O
p
p
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
°
°
O
O
O
O
O
O
O
O
o0
O
O
O
O
o O
O o()
V E p
O m °
O
o
O
O
O
O
O
O
O
Lo
O
cc)
Lo
v
O
m
co
to
O
(O
O
co
O
V
o
v
O
to
o
M
O
v
";r
m
m
v v
x
a m `�
O
0
o
o
o
o
o
O
(n
t!
to
(n
o
to
to
o
0
69
u>
o
62
tr
»
69
is (»
w 2 a) O
o
o0
0
oO
o
0
o
o
o
o
0
o
O
o
o
o
0
o
cD
0
o o
O N
m
(O
O
N
(
N
(t7
O
(n
O
v
O
(!7
O
N
N
O �!
�+
C N
m
69
to
69
V>
(A
M
N
N
N
CO
N
N
M
N
N
N N
0 y
m
69
69
69
to
w
69
FA
&I
w
ul
69
W
t9
6q
to
613. (A
o
O
O
O
O
O
O O
N O
O
O
O
O
O
O
O
O
O
O
O
p
O
O
Cl
O
O
O
O O
°
O
O
O
O
O
O
O
O
O
O
O
p
O
o0
m
O
M
O o
- O
V U')
O
O
O
O
O
O
O
O
(n
(n
o
M
(n
M
o
O
°
O
r
tH
v
M
v
O
r
t9
v
En
v
EA
o
c)
v v
69 N
O
O
O
O
O
O
O
o
°
M
fA
°
Lo
to
O
O
O
O
O
o
b9
M
O O
o
(r)
([7
O
O
O
O
O
O
o
O
O
b9
M
O
O
m
O
O
O O
N t()
v
v
m
m
m
m
m
m
m
O
w)
N
N
O
N
O
v
O v
Q N
64
to
tH
Vf
fA
ul
ca
EA
N
(O
N
69
tH
N
N
M
N
N
N N
W.
69
fA
to
69
69
69
69 H
w N
O a) •O
E
z
E
w
E
w
E
w
d
O
D O p to
N
r
.-
r
O
r
rl
vl
rl
c
c
N
o
m
to
c N
N
7 E
Z N
N
N
O
o
M
N
r
V'
—_
¢
C
L
U
>
a
v
=
3
0 y
Q
w w
a
w
-°
W
E
N
D
O
2
c
co
O p
w
w
U
w
>
m
LL
L
r
0
2
2
> 2
°
W
a)
a)
+
U
+
U
U=
m
m
0
O LU
C
-+
r
z z
0
>
C_
m
C
w
w
m
N
3
3
3 3
t»
C o
(n
(n
w
w
w
W
LL
w
—
Z N
w
Z
N
Z
°)
=
c)
N
(n W
N
+
a)
m
c
m
y
a)
.
N a)
m
C7
¢¢¢¢¢¢¢¢
p o
0
p
(n
>
a
a)
c
F
v
L
a a
(°D
a N
(n
(n
(n
(n
(n
(n
(n
(n
.0
m
m
3 W
3
¢
>
¢
>
J
¢
V
> >
EH
W
C
O Y
a)
U
O Ur
(O
m
'D
(n
Lo
m
'O
J
U
Q
m
m
m
m
m
m
m
m
Z N
O
Q
E g
r
E
0•
N>
6
w
a
N >
to
o
>
o•
2
H
O
U
U
U
U
U
O
U
o
z
z
w
v
w W
o
°
°—' W
0
(n
>
q
a)
G a
o
a)
m
a)
m
N
a)
a)
a)
Q d
d S
(L S
d Q
d
d
7
N
7
N
LL
C Q
-
d
D)
N 2
U
LL 2
2;
2 3
2 2
2
2?
(n
(»
2
2
m
(»
O
o
x
o
o
c
O
o
Cl)
m
E
o
E
M
>
(4
n
a
0
0
o
V
o
O
0
C
O
M
O
(?
M)
Q O
Lf)
co
O
O
C
C
(')
(A
N
O
EA
fA
p
p
= 7
69
N
6s
r T
O
O
O
L
L
S O E
O
O
O
O
O
U m
O
O
O
U
U
Q T LL
E
EA
fA
fy
_T
_T
m t
U
U
W C
O
a
O
C
O
C
a)
Q
Q
O
Z
Z
y
c
d
S
O
o
o
m
m
o
Q o
3
0
0
o
E w
E w
_
Lo
o
c c
°
o c
w
a)
7 1J
r m
7 L
o c rn
Q
Q
uo
w
Q
Q
'�
c
c
w
c
Q
S V c
Z
Z
o
Z
Z
a
c °)
m
o p
cO
N
c
Z
>, N
fA
E
U .
N
U
O
w C
T C
m t
W C
U
O
U n
U d
> O
O y
7
O a)
7
C
o
c
E
0 0
0 0
0 0
0 0
(un
d I= > ,
o
O
O
oo
O
O
o
No
o
0
o
o
O
O
o
v
o
O
o
o =
0
0
0
(D
O
o
_oo
�_'
04
CN
o
o
o
O
O
oo
U7
O. E
O)
Q7
V
O
ai
ai
E ("
LL
n
r-
Lo
r
m
rn
a)
rn
rn
w O
V>
v)�
69
69
V)
EA
p
V)
49
6o
b9
U
m
o
0
C
x
x
x
O
�
c m
O
o
o
o
O
rn
N
eo
O
0
o
0>
a)
o
0
O
0
O
0
E
E
E
o
a)
M
O
CL s
ci
m
to
V
o
of
'd
o
o
0
0
° o
°o
V
E N
�
�
m
n
m
° (n )
(
(
ri
W O
(A
vi
vi
69
6%
di
N
e9
69
(A
04
04
n
U
a)
v)
v>
v>
a)
T
O
O
O
O
O
O
O
d
O
N
co
O
O
O
0
0
O
E T
E
�
N
a0
V
M
M
gy m,.
O E E
M
M
O
O
N
(o
r`
ao
N
o
4
r
W
t
O
to
M
V
u7
r`
O
N
( j
O
M
M
u.
CL
69
u9
in
u9
E
o
o
0
o
O
o
+�
+ o
+ o
0
o
O
o
(n
O
Y 7 d
1 7
1 7
1 7
7
7
7
u co
N (n
W o
N
r
M
o
N
01
V
M
O
V
N O
ao o)
(O r
r`
O
V
to
o)
M
V
F d C
N
M
r
oo
o
O
(n
N
(n
(o
oo
V
r- (f)
O i M
co (n
o
o)
O
(p
ao
(n
M
V
M
r-
a
E9
fR
v�
EA
u9
M
oD
v>
EA
d)
»
(o
(n
V
m
E E
E E
y
u) °
M N
O
a)
a)
O
O
O
O
O
N
a
o
O 7 7
E E
O 7 7
o E E
v> C
O
3
i»
vs
vi
in
Z.
v
n
7 o c x
n
7 U E 'x
m w
ci
U
u
C
E
E
�„�
LO
E
C
E
7
N
7-
O
m -
O) c a)
m
O) C(D
7
a)
C N
7
N
7
N
7
C
N
T 69
N
T 69
N
T (9
N
T N
"O
V
(� m E° u)
m a) E 0 (n
"O
C
m o
'O
U
(+O
j
(D
-p
N
O.
m
Q N
m
O- m
m
d m
m
O- N
N
m (� m N
> Z
y(� m N
> Z
mN C
T y
a)
N
r
N
T
d m
u
E
E
E,
E
m
o
UO-o'
N
o
UO-o a) .2
N
m
T
nnn
a
m
m
o f
o
o
...
o
0
c m d
7
c m n
7
o
p >. O
U
o
0
d
0
O
C>
O m>
O m>
O
n
O
O
O
Cl
O
O
co
co
coo
o
0o
oo O C
U m
oo o C
U m
o 0
to
a0
N
r
a)
a)
y
a)
a)
V j
a)
a)
70
YO
C
L
d
L
L
C a) Y
L _
L _
x w d
a) -
m
7
O
U
U
U
U
7
a) U
2)'V o
U
U
m m
E o U
D y
.0 o>
7
7
3
7
m o
3
Q
o
o
a)
o
o
o
o
Ea`o
a) a)
a)
°) o c
o
0
0
m
m
m
m
mi x
m
m
=��
���
>
o
0
m
0
0
N
� E
o
o
>
n
X p
tO
U 0 o
oo
0
° o
° o
0
° o
° o
D n
E
c)
0
o 0
o o .r
o
O
o
o
o
m
aa m
O O
( ° o
(fl
O
O
E .�
U
O
M
o
(')
0
0
o
o
0
O
O
0
O
o
o
=
c 7
0
o
m
m
z v
Vy
N
V
V)
(n
7 v
c9
v)
y
C C
O
N
v'
Q
N
Y T
o
0
0
o
0
0
0
0
o
O
O
O
0
O
o
U
O
u7
O
O
O
O
O
0
O
O
O
O
o
O x m
d m =
u)
(»
u)
QA
V
(»
oo
(»
V
69
(n
(»
V
(n
V
V)
N
(n
O
V7
W
V
O
M
�
(n
-
(('J
e9
w m
o
o
0
o
0
0
0
o
0
0
0
0
o0
0
o
0
0
0 rn
O
N
o
u)
0
N
o
O
0
V
o
(n
O
(n
O
0
O
N_
o
O
O
n
LO
N
C
7
O u)
60
N
vi
N
v)
V
vi
N
(»
N
V)
N
V)
N
69
u9
N
N
V
M
69
41
O
0
O
0
O
cD
O
o
o
O
O
O
M
u)
N
u)
N
O
oo
O
O
N
V
O
O
(A
(A
fA
(A
O
O
H2
2
V
M
W
(O
Cl
'O
o
O
0
O
0
O
0
O
0
O
0
O
0
O
0
O
o
O
o
O
ul
a1
0
u'7
u)
N
N_
(n
N
N
M
V
N
O
V
M
o
N
6a
V)
V)
69
0 d
a) >.
O
N
M
o
O
V
O
O
o
N
O
co
a0
N
N
V
N
E O. C
Z E d
d
C
m
T
m
o
L
H
o_
U
U
o
3
2>
m
U
N
a)
O
-
O
O
O
N
3 m
o
L
O
N
N
(q
«
Q
(D
:B
a)
D
oo
'a
U
m
-
Q.
Q
(1)
Q
to
c
N
N
N
a a)
C
m
U
o
U
a
w
o
C)
�
N
u
d Z
C
2
L_
S
L_
2
L_
2
L_
L
L)
Q
U
Q
y 2
3 a) d LIJ
Q
D.
p)
Q
T
-1
U w
m
cL
O
O
z
c
=
_
_
=
O
O c
w 7 o
U
x
S
m T
m m V
?
r
m
D
O
m
a
a m
a a (�, w
a
a
a
X m
X W
m> I
a
S
N 9
U
5
S
S
S
S
1
S
S a
S 0 Q z
x
=
S
a
m a
C C
O
O
O
O
O
O
O
O
O O O O
M
69
EA
EA
(A
Efl
to
b9
II
m
E E E E
N
co
>
O' CL
w w (a
69
C
C
O
(A
U'l
fA
(A
O
Q O
60A T T
N
_=
O O
LO
u')
LO
U
r
Cl) Cl)
c
= 0 m
m m
> >
>1
Q LL
3] D
W C
C C
> O
U U
W W
C)
Un
0
U�
o
in
O
U�
C)
60
0
o
O
°
c
Q O
T _T
° O
N
N
N
N
O
> t0 Q
Cl)
(0
O
O
O
t2
L m m
xa'
�
(n (fl
rnL�w
2 c a) >
m
7F
Cl o a�'i a�'i
Q
c d O
c
x UN
Z
a n
N
wa
w v
Q T
C C
M 'y
W C
U U
Q D O a
N
W W
p 1
c
0
o
O
00 LO
co
00
M
co
s '�
ri ri
v
v
LO
m
n
co
n
o
a
( �°
E m
C
(0 (0 0 0
W O)
o
rn
r�
o
°
r-
co
00
LL
W O
69 vi
v)
f�
v>
Gq
V
c
N
C W
m O
>` j 47
O O O
(O
co
00
(0
Cl)
O
(0
W
N C '= L O
O d
O
c0
M
r`
r�
M
m
W 0 L �•- ... m
E y
( v � r
v
v
v
v
w_ ( n =3 a > =° E
W
64 6q 64
(A
fA
49
1
Q a L N U
V
� c
J
O O O O
M
Q)
N
O
7 T
'-
(L7 (O
O
O
r
N
M
r
n
M
co
co
.� •-
O E E
r- CO Lo
O r ((7 N
O
Cl)
O
O
N
V
to
O
N
O
ono
F d m
00 N M M
O
m
m
r
r
LL
CO
v,
fin
E
o o O
(o
(o
v
(M
N
o
Lq
O to
00
M
uJ
O
H d
-
M 7
�
O
M
N7
r0
N
( r 69
�
't
R
U')
d
u> 69 (n
(n
69
(»
V9
m a> m
O
O
O
U U U
C 3 3 3
U')
U')
U�
U')
N
c
)
E (D a�i m a
C4
o
(n
N
C
.a
V 'O
(O
t0
LO
(O
W)
6
x a) a) a)
N
(A
N
(A
N
(A
N
(H
°
p m
E m m m
O
O
Cl)
10
CD
U
o
_O
N
_)
b9
fA
fA
N
IL
O O O
N O O O
a m a
U U U
a
U
a
U
a
U
o a) 0
U °5
0
°6
a)
06
a) N
°6 N N
o
O
O
E
O 3 3 3
°
3
3
7
( ,N
3 >
'a C c V)
( ,N
>
C c V)
( ,N
>
C o N
>
C o N
O
U
O
Q
m N N
m
a)
m
m a) ° a) C
a) ° a) C
'C `
a) O O C
'C `)
N O N C
' O
C
d
e
c
U 0
O U O
° U O
a a) ° U
a)
O
m O
Im
° m m m
m
a)
m
N C@ O n
C ca O
C N O
C m O
°
= x x
x
=
.n
,C'
,
.L-.
7
m
c m m m
m
m
m
m y 0
C O
Z O
w o
ON
D
>
o 0 0 0
0
0
0
o
.l)
O
O
a
O
0 0 C) o
O
O
O
o C) (6 U ( d
O (O U m G.
O m U N a.
o m U N CL
d
°
a0
m
U
O O O
O
O
O
O N 0_ U Cl U
N O_ U n .
N d V n .
N d .O
C) 7 m O C
O O V U m
(D m m O c
c0 O 10 U m
O 7 0 O C
W O D U m
C) m m O c
O O a U m
Y l
°
p 0
(0
U
o Q
(n
(O
(O
(n
o
M
69 Z
N
Y)
N
69
N
69
N
EA
M
b9
Z U
LO
C =
N
O
Q%
d >�
y
O O o o
O
O
O
O
o
o
O
O
O
O
o
O
o
O
O
0
O
°
O
_
U E
° O
O O '' 7
M
Cl) o
M
m
(�
(�
(O
(O
°
O
LL x w
(A LO N N
(A
fA
EA
(A
(A
(A
EA
fA
(O
w rL m
O
°° 0 0
O
O
O
O
O
O
O
O
O
O
O
O
o o CM 04
O
o
O
O
(O
U)
(O
(O
h
O
N
C
N N (!) ;;
t2
t2 t2
([')
(O
r
N
rl
N
r
N
N
M
(9
O y
(» (»
(n
64
(n
(»
is
to
(A
(»
m
°O 0 0
O
O
O
O
O
O
O
O
O
O
O
O
C
O 7 v
co
Cl)
M
M
O
O
O
O
N
•U
O In N N
4l
69
r
r
b9
fA
to
fA
al
p
O O
(H
.�
C) O O
N N
O
o
O
O
O
O
O
O
O
O
O
O
O
O
°
O
m
Q
LO
N
�2
L ,2
�2
O
(O
O
(O
(O
V)
0
fiq co
Go
(A
(H
fA
(f)
(A
(A
(A
p y .O
�
10
w
�0
m m
d 0 0
N
Cf E
W
r-
r
o
'7
N
r
n
E n
H
m
m
= E m
O
N
N
Z m
M
O
N
U
T
C
T
_m
N
m Q
w
4
N
0
m
9L
O
m > S
c
U)
y
r
N
m
H 3 3
=
a i =
m
m
r
r
w
O
- Q o v
a) a)
3
w 3
a
N
cl
n
m
Z
Y
A
(n p p
m
Q Q
c S~
°_) °) w
a
a s
'�
a
a)
w
m
w
a
m
a
W
(
i)
IL c
a
3 W
3o
Q
o
N a)
c o0 =S a
v
a o�
c
c
c
>
c'a
7 p
U
N O
p
p 0
p
°
o
0
0
CL
L
p
p L C) m m Q
L
L L
n
y L
•O
•O
16
'D
O
O
L
J m
d . 2 ) 0 C) C) x
O
O Lm
m O)
(6
(`
(
m
m
N=
N m
N
=�mmfn
x
x 2a
=
cm
r
t`
O
Cl ?
O
Z
N
M
m
3
C
O
O
O M
Q O
M
M
M
r
T
C
= O
m
U
Q T LL
t
m
W C
> O
O
O
C
O
O
Q O
o
M
h
c
_
r
r
2
co
9
C of
= U
Cl)
%
coi
a
L
m
W C
O
m
C
N O
T r T
r
r
M
O
M
O
M
O
N
N (D
ci
o •�
a._
r
r
co
rn
co
rn
co
rn
ri m
0
M m
LL
W O
o
to
0
b9
C
69
fn
b9
U
O
o
r
O
o
T m
m
M
N
N
N
O Q1
G C
O
O
O
O
6
O
O r
co M
E C N
M
M
M
M M
W O
69
69
69
69 fA
U
O
Un
O
�
M
r
(O
a0
co
�,.�
O
_ T
r
v
V v
O
F d m
O
N
W
O
O
V
a
O
C)
N
LO
N
M N
a LL
-
r
r
fA
fA
69
_
6H fA
O
O
00
E
O
O
r
O
v
N
N
O d
W
O
O
M
r
Cl ?
U�
O O
C
LO
V
M
O
O
N
co M
I y
�N-
69
IL
69 w
d
d
n
n
7
o
-
>
-
>
LO
in
v
c
C
G
N
fA
N
69
V
9
lf)
t[)
In to
d
_
69
w
M
64 w
• V
N
N
69
fA
to
d
e
o
a
O
0
o
0
d
d
d d
c
a
a
a
°
(�
> >
E
Q
0
o
a
:3
a�i
0
0
0
o
a�i
d
o
o
o
0
0
0
0
0
A
m
m
CD
m
m
O
m
°
U
o
o
°
o °
rn
T
Y m
O 0
O
O
O
U
o
O
o
O
. 1
2
_
v
N
V)
N
v
4Y
w
_o
69
C '.0
0
d T
O
O
O
O
O
O O
Y -
u E
O
o
O O
O
o
O
o
O
O
O
O
O
o
O O
O x m
LO
W
CO
a0
N
N
N
N V
IL m w
69
69
N
N
g
g
M
g g
O A
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O O
O O
C
�
N
O
O
O
O
N -V
O • y
(A
69
69
69
M
N
69 M
O
O O
to
co
00
N N
U
7
O
69
ttll
O
N
O
N
O
69
t9 69
O O
m
N N_
d d
d O
N
a
N
O
N
O
E O C
Z d
Q
�
y
3
�
=
2
O o
d
3
3
O o
N v
a
'5
EL
a
C
=
2
0 0
O O
m
N
d
p
y
d
U
}
T
m
T
m
T
m
N
a
Q
o
L
j
0
0
0
(» to
a=
Z
LL
U
a p
U
U
U
a a
2 2
m m
U
m
m
p
0
�n
W
n
w
o
u>
2 2
0�0
a
a
d
o
d
o
0
CL
CL M
N
CO
m >
3:
2'
m
�:
2
d
2
2 2
n
O
7
C1
n
d
!C
N
N
fD
ID
3
CD
7
y
N
O_
N
O
m
y N
o
m w
0 3
w
n
O O
fn
m w
F
'< o
y o
T
o d
a n
w m
0 0
0 0
S O
m
O W
J
3 ui
o 0
F F
0 m
3 m
m c
w j
n D&'
j
n o
m
m
v m
m_
m
�.�
w
n om
= 3
o
N m
n
m
o
m c
g
O d
o m
M
S m
°
m
m
m m
o O
r<
w _
F m
O
> j
y
T
r .»
m
m
J
m°
m
m m
n
m
w
m
y
°' °
m J
O
o
N
m
m
v O
d
o
J
m m
m
-
j
v
c
N ..
N
V O
. W
W
t° O
t° t°
W
al
Z
m
�
O
e
ae
av
a
d
O O
O
\
\
N
n
I
N
N
O
p
O
O
�
m
O
N
T
O
A
N
N
V
o
O
°
O
DO
D �
n
°
a
d
O
O O
\
e
O
o
N
\
0
W
0 0
O O i
0
N
O
0
A
o
0
D �
n
O
m
o
v
�
m
°
J
A
A
O
O
O
O
d
N
O
1
m
0
W
O
O
O
Z
o
c
0
J
O 0
a
�
N
°
O
T
D O
o
N
c°n
v d
O
O
J
m
m
En
A
m
Z
H
m m
m
F
F
m
n
0o
�
o
=
n
o
6 d
J
�
o
O
n <
b
J
d
9l
� N
_
ut
o
-
J
o
Q
O
N
�
N
N
o
n
�
y
N
N
W
ry N
O _
^ J
m
e
o
J
d y
N
S O
T c
N »
N
T
O
N
N
N
J
d
d
3
J
tD
O
T
O
n
O
7
C1
n
d
!C
N
N
fD
ID
3
CD
7
y
N
O_
N
May, Jeff
From: Schultz, Dan
Sent: Monday, August 01, 2011 9:25 AM
To: Johnson, Dwight; May, Jeff
Subject: FW: new efficiencies for 2010
Efficiencies form Lisa
Dan Schultz
Parks and Recreation Director
City of Rosemount
651- 322 -6012
From: Maurer, Lisa
Sent: Thursday, July 28, 20113:24 PM
To: Schultz, Dan
Subject: RE: new efficiencies for 2010
Efficiencies in 2010:
We cut the Parks and Recreation Activities and Information brochure from being offered four times per year to three
times. This cut approximately $8000.00 in spending on the design, postage and printing of one brochure.
With the Steeple Center opening in 2010 and the numerous inquiries made from interested parties wanting to get inside
to see the space, the Parks and Recreation Department provided better staffing efficiencies by providing two evening
open houses per month to accommodate these requests. Full time staff are now spending less time driving back and
forth from facility to facility and taking valuable time to provide tours.
Partnering with other organizations in 2010 created efficiencies. Below are the new initiatives I began in 2010:
The One Book One Rosemount program was a collaborative community effort to promote and support reading as well as
provide cultural and educational activities for all ages. The One Book, One Rosemount program encouraged residents to
connect through a shared reading experience.
The Community Tennis Block Party had been organized by Rosemount High School Tennis Boosters and RAAA in -house
and traveling tennis in the past. In 2010 the Parks and Recreation Department partnered with these organizations to
reach more residents and better promote the sport of tennis. Representatives from each organization are on hand to
answer questions regarding their tennis programs and what opportunities are available for tennis in Rosemount. We
continue to partner with RAAA and the high school to offer this free community event.
The 1 annual Rosemount Photo Contest began in 2010. This partnership with the Rosemount Area Arts Council (RAAC)
and the Rosemount Parks and Recreation Department began last year by teaming up to provide an annual amateur
Rosemount Photo Contest during Leprechaun Days. 95 participants entered photos in first contest. We continue to
partner with RAAC to offer this free community event.
The 1" annual South of the River Recreators (SORR) Little Sweetheart Princess Ball was offered in February of 2010.
SORR is comprised of the communities of Apple Valley, Burnsville, Eagan, Farmington, Lakeville, Rosemount and
Savage. We collaborated on resources, supplies, staff and facilities to offer a series of family oriented dances and special
events to celebrate togetherness (and strengthen the special bond between family members). The Little Sweetheart
Princess Ball was offered to little girls along with their dad's, uncles, grandfathers or other adult male role model to
enjoy dancing and activities planned to create wonderful memories. The banquet room was transformed into a magical
world of sparkles and fantasy. We continue to partner with SORR and many programs and free community events.
The 1 annual South of the River Recreators (SORR) Mother -Son Afternoon of Fun was offered in November of 2010.
Similar to the program above, the Mother -Son Afternoon of Fun had a Super Hero theme. Super Heroes and their
mothers (or aunts, older sisters, grandmothers, caregivers, etc.) were invited to attend a fun - filled afternoon of music,
dancing, games, projects and more. Each couple received a special photo taken by a professional photographer as a
keep sake.
The Community Youth Halloween Costume Exchange & Donation Event began on 2010. The Rosemount Parks and
Recreation Department set up a Children's Halloween Costume Exchange that allowed residents to exchange or donate
their kids used costumes and choose a "new" costume for your child for this season. They also had the option to donate
a costume to be given to a kid in need in Rosemount.
Lisa Maurer
Recreation Supervisor
City of Rosemount
651- 322 -6003
From: Schultz, Dan
Sent: Thursday, July 28, 20111:14 PM
To: Rosemount Park & Recreation
Subject: new efficiencies for 2010
Please forward to any new initiatives that you might have started or been part of in 2010.
Efficiencies might be how supplies were used, the use technology that shortened time spent on a project, use of
electronic files versus paper files, etc, etc.
I need this information by Monday, Aug. 1 at 4:30pm.
Thanks
Dan Schultz
Parks and Recreation Director
City of Rosemount
651 - 322 -6012
May, Jeff
From:
Schultz, Dan
Sent:
Tuesday, August 02, 2011 3:59 PM
To:
Johnson, Dwight
Cc:
May, Jeff
Subject:
P &R efficiencies
New boiler in Steeple Center
New Lights in RCC /Arena
Family Resource Center is getting new sensors for lights, sinks and toilets, plus a high efficiency furnace.
Dan Schultz
Parks and Recreation Director
City of Rosemount
651- 322 -6012
May, Jeff
From: Schultz, Dan
Sent: Monday, August 01, 2011 9:25 AM
To: Johnson, Dwight; May, Jeff
Subject: FW: new efficiencies for 2010
Efficiencies from Lacelle
Dan Schultz
Parks and Recreation Director
City of Rosemount
651- 322 -6012
From: Cordes, Lacelle
Sent: Thursday, July 28, 2011 1:25 PM
To: Schultz, Dan
Subject: RE: new efficiencies for 2010
With the exception of the initial mailing, (summer and fall leagues) all softball correspondents are handled via
email. Standings are posted on the web page.
All this cuts down on paper use.
Also, text messaging is used quite frequently with softball manager regarding rainouts, etc that cut down on
staff time making individual phone calls.
Communications done with umpire assigner is done via email (schedules) and text messaging.
Text messaging is also used when communicating with staff (warming- houses) when reporting time start/end.
Also, schedules are sent via email to staff.
Some park permits are sent via email that.
If I think of more, I will send them to you.
From: Schultz, Dan
Sent: Thursday, July 28, 2011 1:14 PM
To: Rosemount Park & Recreation
Subject: new efficiencies for 2010
Please forward to any new initiatives that you might have started or been part of in 2010.
Efficiencies might be how supplies were used, the use technology that shortened time spent on a project, use of
electronic files versus paper files, etc, etc.
I need this information by Monday, Aug.1 at 4:30pm.
Thanks
Community Development Efficiencies
Code Enforcement: Program Administration to clerical, frees up inspector time; restructure electronic
files
Fire Marshall: Complete knox box updates for commercial properties; keep program current
Building Inspection: Institute commercial plan review tracker
Building Inspection: Change scanning process for large commercial plan sets
Planning: Scan planning files and port authority and planning commission packets for quicker retrieval
May, Jeff
From:
Kalstabakken, Gary
Sent:
Thursday, July 28, 2011 1:30 PM
To:
Johnson, Dwight
Cc:
May, Jeff
Subject:
RE: List of Efficiencies
Technology
• Purchased software and hardware upgrade to automate the storage of squad video files. The system also
automated the creation of DVDs of selected video to be used as back up copies and to provide copies to the
prosecutor. This was purchased with federal grant dollars.
• Upgraded the hardware for the interview rooms that are used to record audio and video recordings of suspect,
witness and victim statements. The upgrade greatly simplified the process to save files and to make DVD
copies.
Gary Kalstabakken . Chief of Police
City ofRosemount • Police Department
2875 145th Street West . Rosemount, MN 55068 -4997
Voice 651 - 322 -2010 . Fax 651- 423 -4485 • www.ci.rosemount.mn.us
From: Johnson, Dwight
Sent: Thursday, July 28, 2011 10:23 AM
To: Kalstabakken, Gary; Aker, Scott; Schultz, Dan; Lindquist, Kim
Cc: May, Jeff
Subject: List of Efficiencies
This is a reminder that Jeff and I need your list of efficiencies implemented within your department by early next week,
since this will be part of the packet for the August 10 budget work session. As a guideline, we are going back to the
beginning of 2010. They may be operational efficiencies, new technology and need not be large scale items. Jeff, Andy
and Emmy have already responded. Thanks.
Dwight Johnson
City Administrator
City of Rosemount
651 - 322 -2006
dwieht .iohnsonC@ci.rosemount.mn.us
May, Jeff
From: Johnson, Dwight
Sent: Wednesday, July 27, 2011 10:40 AM
To: May, Jeff
Subject: FW: Public Works Department Efficiencies
Public Works efficiencies.
Dwight Johnson
City Administrator
City of Rosemount
651- 322 -2006
dwieht .iohnson @ci.rosemount.mn.us
From: Brotzler, Andy
Sent: Monday, July 25, 20112:39 PM
To: Johnson, Dwight
Cc: Cook, Rick; Koslowski, Jim; Watson, Christine
Subject: Public Works Department Efficiencies
Dwight —
In follow up to your request at last week's staff meeting, I am sending a list of efficiencies implemented within Public
Works since January 2010.
• In 2010 added a tandem axle trailer to the fleet to trailer two riding mowers and weed whips to city sites. This
allows a 2 -man mowing crew to travel to sites with weed whips for mowing and maintenance; reducing travel time
and wear and tear on riding mowers and eliminating the use of a 2 nd vehicle to travel to sites for weed whipping.
• Web link connection /access for GIS to Laserfische, etc.
• Online Public Works comment/request form
• Contracted mowing (I would view this as more of a cost effective solution for our current staffing situation rather
than an efficiency but we'll list it)
• Switched water meter tickets from paper to Cartegraph
• Switching cul -de -sac plowing in 2011/12 to plow to the center
• Reduced areas for mowing
• Tracking sump inspections /cleaning in Cartegraph beginning in 2010; previously tracked with an Excel
spreadsheet.
• All Fire Dept. maintenance and repair requests for buildings and equipment routed through Chris W. for inputting
to Cartegraph to track and ensure completion in a timely manner.
• Added maps to web page (plow routes, construction projects, etc.)
Let me know if you have any questions.
Thanks, Andy
Andrew J. Brotzler, P.E. I Director of Public Works / City Engineer I City of Rosemount
2875 145th Street West I Rosemount, MN 55068
Direct: 651.322.2025 1 Fax: 651.322.2694 1
May, Jeff
From:
Johnson, Dwight
Sent:
Thursday, July 28, 2011 9:56 AM
To:
May, Jeff
Subject:
FW: efficiencies?
Emmy's "efficiency" nominations with comments from me.
Dwight Johnson
City Administrator
City of Rosemount
651 - 322 -2006
dwieht .iohnsonC«@ci.rosemount.mn.us
From: Johnson, Dwight
Sent: Tuesday, July 19, 2011 11:19 AM
To: Foster, Emmy
Subject: RE: efficiencies?
Thanks. Don't forget also that Alan found a cheaper way to stream council meetings (free). On your first three items,
did we do anything new or better on these things than in the past? I also put the adoption of laserfiche filing into this
category, which Amy had a lot to do with.
From: Foster, Emmy
Sent: Tuesday, July 19, 2011 11:07 AM
To: Johnson, Dwight
Subject: efficiencies?
I'm not if any of these fit the description of efficiencies since Jan of 2010, not sure of the timing of some of these or if
they'd be considered efficient or not. Thought I'd throw out a few and if any stick, great. If not, feel free to discard.
Reduced watering at City Parks /Property
A/C cycling or other energy efficient operations
Recycling of bulbs, paper, etc
Reduced herbicide and fertilizer apps, fewer water runs for dust control
Reduced City newsletters (from 5 to 3) and Park Brochures (from 4 to 3)
Front Reception coverage from internal sources
HiPP subcommittees to explore shared resources /partnering opportunities
Finance Department — Increases in Efficiency /Effectiveness (2010 — 2011)
Greatly increased the use of Laserfishe for record access and retention:
• Older permanent documents have been scanned, which allows for:
o faster record searches and retrieval
o elimination of large amounts of paper records in storage
• All Accounts Payable vendor payments (check stubs, purchase orders and invoices) are
scanned
• faster record retrieval
• ability to e-mail records to staff or auditors
• elimination of year -end records filing and paper storage
• electronic review for sales & use tax (avoids staff time for photocopying and
duplication of paperwork in two files)
• electronic notation of records to allow fast searches for things like fixed assets,
insurance claims or coverage, TIF records, G/L entries, etc.
• Expansion of records stored
o current and older payroll records
o General Ledger reports
o purchase order tracking /assignment sheets
o all processing reports for Accounts Payable, Payroll and General Ledger
o older carbon checks (A/P and payroll)
• Move toward paperless audit system — very successful in 2011 (for 2010 audit)
o Accounts Payable sampling
o Payroll sampling
o many checklist items
o documentation requests
• Plans for moving other job function records to Laserfishe include:
• older TI F records
• Special Assessments
• Fixed Assets
• Allows for even costs of document shredding. Since we can generally dispose of paper
copies after the annual audit is complete, we will no longer have massive projects every
few years to stay on top of the records retention schedule when clearing out boxes of
outdated records.
Utility Billing:
• Currently reviewing new Utility Billing software
• convert to more efficient processing system
• greater reporting capabilities
• will allow on -line access to residents for viewing account information and paying
bills
• will fully integrate with our General Ledger software for automatic posting of all
transactions
• will be fully SQL -based for integration with GIS, Laserfishe, Cartegraph, and any
other SQL -based software used by other departments
• Using a different mail merge process for certification letter completion that saves several
staff hours each time the process is run (two times per year)
• Creating work orders in Cartegraph as of June, 2011
o for all final meter readings, meter repairs, installs, water shut -offs and turn-ons
• eliminates redundancy of handling written information (creating written meter
tickets; then sorting, filing and retention after processing)
• allows for easier electronic storage and better search capabilities
Special Assessments:
• Developed spreadsheet tracking system of all current assessments to verify balances
with Dakota County (including current year installments, remaining balances and green
acres deferred balances)
o assists with Audit tie -outs
o more efficient for providing information for assessment inquiries
Insurance:
• Moved to an on -line insurance renewal application method in 2010
• Using access to Cartegraph for tracking work orders associated with claims. This
access will also be efficient for physical re- inventory searches to compare with our fixed
asset system.
• Developed claims tracking system reflecting the move to a large aggregate deductible
Office Supplies:
• Currently reviewing bids to switch office supply vendors for overall cost savings
Cross - Training:
• After the close of the Deputy Registrar office, we have been able to cross -train staff to
now have regular support for the Accounts Payable function and have divided up the A/P
process to reduce overtime
• Now have very competent cross - training in major task areas of utility billing, payroll,
accounts payable, assessments, insurance and fixed assets
INFORMATION TECHNOLOGY EFFIENCY UPDATES
Server Virtualization-
Consolidated 8 power consumer servers down to 2 physical servers in which the two new
physical servers meet the EPA standard for servers. Reducing energy and cooling costs by 40% in the
server room alone.
Added Virtualized SAN for City data for redundancy, reliability and scalability, this improves the
data access speeds for every single user in the City and providing instant restore capability in the case
that someone accidentally deletes a file.
Virtualizing the servers reduces IT downtime and user downtime. In the case of a physical
server crash the Virtual machines will automatically move to the other host. That host will handle
serving the clients and IT can fix the down physical server with very minimal interruption to the end
user. Once the physical host is fixed and turned on, the Virtual machines will go back to the original
host.
Network Improvement-
All switches at City Hall and Park and Rec have been upgraded from 100mbps to lgpbs. This
allows faster communication server to server and computer to server.
Dual Monitors-
"Microsoft researchers haven't perfected the genie, but they've found a tool that can increase your
productivity by 9 to 50 percent and make your work day easier. And you can begin using it right away."
IT has begun upgrading end users to use two monitors to increase efficiency. This is one of least costly
upgrades to increase efficiency. Users have dual monitors in Administration, Building, Engineering,
Finance, Park and Rec and Utilities. Dual monitors will become the normal operating procedure in the
coming years for the City of Rosemount.
I'll Never Go Back!
"Give someone a second monitor, let them use it for a while, and then try to take it away. It just isn't going to happen. They'll
never go back to a mono display. Researchers in the Visualization and Interaction for Business and Entertainment group (VIBE),
found that increasing a computer user's display space made it easier for them to complete their tasks."
Public Wi -Fi-
City hall and the Community Center offer free Wi -Fi to the public. With the constant need for
Internet access for Contractors, Reporters, Volunteer workers, and outside vendors this helps reduce
the need for IT staff to facilitate the access for these individuals.
Fire Station 1 and 2 Tear and Run-
CAD Tear and Run has been implemented at both Fire Stations. When the Fire Department gets
a call, LOGIS will send a quick report to the printer at both Fire Stations. It includes things like Time of
Call, Address, Type of Call, etc.
Police-
Squad laptops have all been upgraded from 5 year old laptops to new laptops. They are all
running Windows 7 which is far more reliable, secure, and efficient and will handle the Premiere One
Upgrade coming this fall.
Software Projects 2011
GIS server upgrade
We are moving to ArcGis 10 in the next month or so. The server is built and we are just waiting
for WSB and myself to finish the work. This project should be completed in the next month.
Exchange Server upgrade
This project is solely on the IT Coordinator to finish. This is slotted to be done this year
sometime. A good estimate is to be finished by October so that everything is finished by the time we
start moving the Police and Fire to PremierOne.
Utility Billing
This project could be finished in the next month or so. I have the quotes ready. Roxie
and Denise will be touring some other cities to make sure the software the city purchases will meet the
City of Rosemount UB needs. Front runners are Incode and Clarity.
PremierOne
This project will be a huge undertaking and the go live date will be November for the City of
Rosemount. Logis technicians will be doing most of the hands on work down here. I will be
coordinating the server access and various other things like that. This work has begun already and we
are in a testing phase for Jean and her team. More updates to follow.
Phone System Update to SU12
CIT is testing this update on their phone system first and will be updating the City of
Rosemount in the next month or so. This update will deliver more features to our end users and should
give us the ability to place some server redundancy in place in the near future.
LaserFiche Workflow Module
Amy is facilitating this and I will be helping out as needed.
Projects being looked at:
Building and Fire getting a tablet(iPad) for Fire Inspections and Building Inspections
Fire Dept getting Toughbooks for Fire Trucks
Software Projects 2012
We will be moving the Police and Fire to a Cloud type computing environment on the
next computer replacement plan. This will allow the city to save on hardware costs, maintenance costs
and maintenance time and save energy. See attached presentation.
N
M
d7
C6
i
N
J
cn
4-0
o
E
O
L
O
4-0
0
L
O
E
co
_0
c�
U
O
a� O
a� o
N
E E
O O
CL
� O
O�
E
. O
c E
r� d-
N
O
U)
4-0
U �
L
W
U
O T
L O
� to
nL1 nx,
CLS � O
U. O
� U �
O O
• O — L
.—
E E —
0
N to >
� O O
E
W
d
V
R
C
d
i
d
s
� O
O CL O
0
L
O C U
U) O U
m O
O
O O
U)
O O
0
O O cy)
C U
(� • — M
L
L Q
O -
O
L
O O O
U m to
_0
O
�U
O
L
L
O
O
E
4-a
O
O
-f-j
L
O
L
W
U
CCS
O
ry
L
O
C�3
O
cn
O
C`•
O
O
U
E
O �
r1
� O
O
L
O Uj
_ O
� � O
O O
_0
U � O
FD
O O
■
OP
N
7 CL
O
V
R
a
d
4-j
n r �
W
W
U
F
0
U
O �
� O
O �-
U) - - L- p
4-a
O
— — O
- E cn
4-a O
O
00
ry Z
i
o
� o �
aD
N O
O
C:
C)
CCS � o O � O O . C
O Q� �•— >�
OE CacnN�� F=
6
C`0 n ir-f
0 " 0 00 E o V) -
O (1) C-ta O O >, A--j 0
0 C: C:) >1 a) > Lo
"-c M4- M- E E
M, -�-j O - 0 Q) o
O
M. O
O 0 c to 0� 0) 3:
■� C6C�00 �+ -
M � — � O
.
c��� c m
� � -0
a) O
N O co O >
■ fir— LO _0 U) 4-0 CCS
0 �
cn O C- G m m m O
U) _0 CCU L7- (n -C -C }+
d
ea
i
of
CL
3
0
d
V
.
L O
W
C�
L
fl�
m
I m
N
U
Ca
Q
N
V J
I
4--
4-0
M
O
L
O
3:
O
4 --- , j
W
0
O
E
4)
U
C�
Q
a�
L
D �
ca
2 IL
O
N
Ir-
1
L
C�
O
L
0
0
•
•
owl
5
�J
O
C6
4-j
(n
9
L
O
L
CCS
U
0
a�
0
W
L
O
W
L
W
O
L
O O
r1
O O
O �
O
I
L� L
b9- �
I
_ o
CCS L
0
■
1
d
C
3
m
L-
0
4-+
O
Q
U
o
N CL
E
p 0 O
CO
O �
U _0
CO Z . -
_ C� I— >
W
0
a�
L
L
cz
O
W
gm
A-4
0
Li.
II
N
cr)
C
of
i
d
C
LU
N
O
CDL
W
L
O
CCS
N �
L
---j
O
0
4)
O
E
O
U
L
O
0
O
O
CDL
E
O
U
W
C�
O
L
C�
L
O
E
O
U
L
O
L
C�
O
L
O
> O
co m
w ca
U
L �
O
O
O �
O >�
.
E CCU
O �
U C:
� O
O O
L
cn
O ?'
O m
N 0
-I
O
O
4�
O
L O
m O
O �
� L-
C� O
L O
4D 4-
> O
O (n
4-0
�--+ >
_> M
O
>
C�
3
O
V
O
W
U �
O --
L
Q
O �
L
O O
� O
O �
- — L
U �
o �
L r1
O i
O
Q cn
^ L
W
O
O
. O
- N
c�
O
a�
c�
C�
C�
n
W
O
L
O
O
0
c�
. 0
C�
_^ nn,,
� O
U
70
Q Cz
O
-�–' O
� U
O >,
(J) 0)
L i-
O O
> cz
L
(3) U)
U
Z3
•— O
> L
O
L r1
O _ O
L
O — c)
> � O
-- O
■c O O
0
O �
4m L O ^,
p - -
� �
U O
-
— E
O �- --
■� Co
• .-.
N CL c� >
O W -Q 0
L L
■� > L
O O Co
� N �
cn U)
Cv
� O
C�
n , L
L
O E
LL O
. U
O
O co
> 2 L :3
O
-�--� CIO
O
L
Q C�
E r1
•— U
L
� O
O
cn
O O
4-j
rf
O �
L
W O W
� O
O .N •—
c �4•
R
3
a+
i
A
s
3
_U)
O
O
m
O
O
O_
U
�
QL
�
Q
O
Q
U
O
-
O
W
Se
^U,
(
^�1
r1
O
W
W
0
E
O
.-
C/
d
a
x
LLI
am
0
14W
mx
N
d
D
L
r
J
L
O
O
LI
4—
O
O
-1
/1
O
�
O
U
co
�.
0 -
�
U
�
O
O
-
-
cn
O
-Ne
c�
to
L
O
O
LI
d
a
0
N
9
L
O O O
n , E
W 4-a
v, — r
O L
4) O cz O Co
C
>, o E O cn
- z3 .�
4 --j
� � C6
CL
's
N
L
O
O
V
3
0
J
m �i
(n
OU
c�
O
U U
O
C
U
O
—'
Q
Q
cn
(B
(n
N
(� (B
w
U)
U
w
01
W
C
0
>,
0:
'� m
O
L
O
>
O
�
O
O (n
E
O
N
CO
m
't
m
00 O
U
w > C
M
r
C
r cn
C
C
%
O t- >
3:
O
O
.�
C
,� cn
C
_..
.
�_
C
i
C O M
O C
U
O
C C
!E
U
•
C O O
Q)
"
�=UU
>;
aD
— F-
o
o
Q�
O
O
cn U
O
U
3
O
U) CD
U
O
O
O
—
N
O o O
O
O
J
N
13
R
d
V
O
a
d�
C
i
d
d
d IL
O
p U O
Q �_ N
Q _� Q m N N
O O O
Om O— N
U C � 0
Q �- O U N
O cn p O U
a- O > cz
O O O 4-0 N
Q � _ N �
> E L > = O cn
N •� _O cn
U) = O
4-0
cz
>, O N c6 O �
a�
CD
a-- C6
T " 3: 7D N
O T 7D 4— i N
70 — O O O
O 0
(6 —
Q c U n UX U) �U � � m