HomeMy WebLinkAbout2.g. Budget 2000 CITY OF ROSEMOUNT
EXECUTIVE SUMMARY FOR ACTION
COMMITTEE OF THE WHOLE DATE: July 14, 1999
AGENDA ITEM: Budget 2000 AGENDA SECTION:�
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PREPARED BY: Thomas D. Burt, City Administrator AGENDA NO� �
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ATTACHMENTS: Dept. Head Memos, Lions Club APPROVED BY:
Letter, Cairnslris Brochure
At the meeting I would like to discuss the following items and get clear direction from the City
Council. A number of the following issues have been previously discussed and now is the time to
put costs to these items.
Citizen Survey: The last survey was done in 1997 with a financial contribution from Safety
Kleen. The survey is an important tool for evaluating resident satisfaction and areas we need to
focus more attention on. I have identified this cost as a budget item because I believe it is
important to do this again in 2000. The cost of the survey is $12,000, I have not yet asked for
donations to pay for the survey. If the City Council would like to do the survey, I will request
donations as we have in the past,but I encourage the Council to budget the funds if we are not
successful in our request. If we are able to get a donation we will reduce the general tax
appropriately and have a corresponding increase in other revenues.
Building Division staff needs: The proposed budget has $28,000 for contracted building
inspection. However, upon further review staff is requesting adding one building inspector and a
part time clerical person in lieu of contracted services for building inspection.
ChiePs Car Allowance: An additional $6,000 was budgeted for a car allowance. After further
discussion with the Chief he would prefer that an additional department vehicle be purchased for
the department and his use and that he be treated the same as all other deparhnent heads.If this is
done an additional $22,000 will need to be budgeted for the vehicle in the CIP and the$6,000
can be reduced from the budget. If it is the desire of the Council to give him a car allowance than
a specific amount needs to be identified.
Fire Marshal: The City Council directed staff to look into contracting out this position and it has
been shown in the budget as contracted services. After spending time reviewing what services we
presently receive and the amount we pay, I recommend no change is needed other than moving
the employee from Community Development to the Fire Department where his duties are
i
preformed. If we contract for the position we will receive approximately 10 hours of service.For
the same dollar amount we now receive 20 hours of service.
CairnsIRIS: $11,000 has been budgeted for the purchase of this helmet. The remaining has
been raised through business and community donations. Staff is recommending this needed piece
of safety equipment be purchased.
Contract Custodial Services: Our current custodian is moving and his last day will be the end
of September this year. Staff is recommending that we contract for custodial ser.vices,which will
reduce our cost.
Maintenance Worker: One additional maintenance worker is being requested for the Streets and
Park maintenance divisions. We have not added a maintenance worker to this area for more than
seven years and there are several miles of new road that requires maintenance. Staff strongly
recommends this new position so we can continue to keep up with maintenance.
Parks & Recreation Staffing: I will provide additional information at the meeting for
organizational structure at the meeting. I need direction from the City Council so this budget can
reflect that direction.
National Guard Armory Maintenance. The remaining item which staff needs direction on is
the National Guard has requested the City consider maintaining their space which they will
reimburse the City for. When department heads are involved in the discussion of the budget at
future meetings, this will need to be discussed.
As we review the budget the important date to keep in mind is the proposed levy must be set by
the City Council at the September 7`h meeting.
MEMORANDUM
DATE: July 9, 1999
TO: Mayor& City Council
FROM: Thomas D. Burt, City Administrator
SUBJECT: Protective Inspection Staffing
The following identifies the cost of adding a building inspector and part time clerical.
EXPENDITURES
101 41910 O1 101 Additional building inspector wages &benefits $50,000
101 41910 O1 103.4 Additional part time clerical wages $25,000
REVENUES
101 32210 00 000 Building Permit Revenue $315,000
Because activity is more than doubled, last year revenues are up. Because building permit
revenues are so closely tied to the economy this is not a good permanent revenue source;
however, it is a source of funds to use during our growing years. I am recommending that we
increase the revenues to offset the addition of the building inspector and part time clerical. When
our growth or economy slow down and the need for these positions are no longer needed than the
elimination of these positions will need to be considered.
As a result of increasing the revenue to offset the expenditure this will not have an effect on the
general levy.
101 34101 00 000 Plan Check Fees $165,000
The last time fees were reviewed by Council, staff identified the City is currently not charging
what we are allowed to. If the City were to charge the 65%of value for new home construction
that is permitted and as other Cities do this would increase our revenue by$45,000. Staff is not
recommending any change to the 35%we currently charge on existing homes for plan check fees
on remodeling.
MEMO
City of Rosemount, Minnesota
TO: Tom Burt, City Administrator
FROM: Dan Rogness, Community Development Director
DATE: July 9, 1999 �
RE: Staffing Request--- Building Inspections
I am requesting two new positions in the Community Development Department as part of the
2000 Budget review process. However, due to the current high level of building construction
activity, this request is also for the remainder of this year. The two additional positions include: '
(1) Building Inspector--full time, and (2) Secretary-- part time. The rationale for this additionaf
personnel includes the following:
• Through June of this year, 191 permits have been issued for new housing units, which
compares to 48 during the same time last year. In fact, this June number is higher than
the total for all of 1998 (190 units).
• The current residential lot supply for detached and attached housing units is currently at
525; by the end of this year, the level should be approximat�ly the same with newly
added lots replacing those receiving building permits.
• The number of total inspections through June of this year is approximately 2,600
compared to 2,850 for all of 1998; staff estimates nearly 6,000 total inspections for 1999.
This higher number of inspections translates directly into significantly higher data
processing for the permits and inspection records.
• A rule-of-thumb for inspections is that 12-15 per day is a normal workload, which allows a
combined block of 2-3 hours for office time (plan review, counter assistance, etc.). The
city is currently scheduling over 50 inspections on some days and bringing in outside
consultant help to keep up with the demand.
• Two inspectors are required to perform quality work if the following assumptions are
made: (1) a total of 5,000 inspections per year; (2) an average of 10 inspections per day
per inspector; and (3) 240 actual working days per year. These numbers translate into a
2.1 FTE requirement ... 5,000/(240x10). The building official position is needed in
addition to the two inspectors in order to complete administrative duties as well as plan
review for all commercial, industrial and institutional projects.
• Building permit fees will cover these costs as follows, even from a conservative
(residential-only) estimate: $1,700 fee per new house x 225 homes = $382,500; direct
staffing costs for a building official, two inspectors and 1.5 secretary positions would be
approximately$225,000 per year.
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EXAMPLE #1
BUILDING PERMIT & PLAT COST COMPARISON
. _ 1998 --- $150,000 Value Home �
Fee Category Rosemount� Lakeville Appie V.
-------------------------------------------- ---------------- ---------------- ----------------
A. Standard Bldg. Permit Fees $1,780 $1,950 $1,950
(fee + plan-check + surcharge) .
B. Additional Bidg. Permit Fees:
Metro SAC $1,000 $1,000 $1,000
� City SAC $1,310 $ 805 $ 25Q
City 1NAC _ $1,310 $2,330 $ 510
� City STAC . $ 700 $ -0- $ -0-
. Other $ -0- $ -0- $ 60
$4,320 $4,135 $1,820
Subtotal for Building Permit. . . . . . $6,100 $6,085 $3,770
C. Platting Fees (per unit):
Storm Area Trunk Charge $ 860 $2,020 $1,300
Sanitary Trunk Charge $ -0- $ 265 $ 380
Water Trunk Charge $ -0- $ -0- $ 580
Park Dedication $ 900 $ 900 $ 800
Other $ 50 $ -0- $ -0-
$1,810 $3,185 $3,060
TOTAL ALL FEES . . . . . . . . . . . . . . $7,910 $9,270 $6,830
Percent of Home Value ($150,000) . . 5.3% 6.2% 4.6% � .
NOTE:
1. Rosemount's standard building permit fee is lower due to its usage of 50% for
the plan review fee (vs. 65%for other cities). �
2. The platting fees are transferred from an acreage amount to a "per unit" amount
assuming 2.5 dwelling units per gross acre. �
3. "Othe�' includes fees for GIS, water treatment plant, forestry program, etc.
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EXAMPLE #2
BUILDING PERMIT & PLAT COST COMPARISON
1998 --- $150,000 Value Home
Fee Category :Rosemount �inver G.H. Farmington �
-------------------------------------------- ---------------- ---------------- ----------------
A. Standard Bldg. Permit Fees $1,780 $1,950 $1,950
(fee + plan-check + surcharge) �
B. Additional Bldg. Permit Fees:
Metro SAC � $9,000 $1,000 $1,000
City'SAC $1,310 $ 225 $ 350
City WAC � $1,310 $1,345 $ 590
City STAC $ 700 $ -0- $ -0-
Other $ -0- $ 380 $ 110
$4,320 $2,950 $2,050
Subtotal for Building Permit . . . . . . $6,100 : $4,900 $4,000
C. Platting Fees (per unit):
Storm Area Trunk Charge $ 860 $ -0- $1,965
Sanitary Trunk Charge $ -0- $ 910 $ 540
Water Trunk Charge $ -0- $ 910 $ 600
Park Dedication $ 900 $ 850 $ 680
Other $ 50 $ -0- $ 485 �
$1,810 $2,670 $4,270 �
TOTAL ALL FEES . . : . . . . . . . . . . . �$7,910 ;�` $7,570 $8,270
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Percent of Home Value ($150,000) . . 5.3% 5.0% 5.5%
NOTE:
1. Rosemount's standard building permit fee is lower due to its usage of 50% for
the plan review fee (vs. 65% for other cities).
2. The platting fees are transferred from an acreage amount to a "per unitn amount
assuming 2.5 dwelling units per gross acre.
3. "Other" includes fees for GIS, water treatment plant, forestry program, etc.
MEMORANDUM
DATE: July 8, 1999
TO: Thomas D. Burt, City Administrator
FROM: Susan M. Walsh, Assistant to Administrator
SUBJ: Fire Marshal Position
When AFSCME contract negotiations were discussed with the City Council,the Council
directed staff to look into changing the status of the fire marshal position from an employee of
the city to a contract employee. As you know we have met with met Fire Marshal George
Lundy, Community Development Director Dan Rogness and Fire Chief Scott Aker to discuss
this issue. .. , ; t.�;`-:: :; . ,
The above-noted staff inembers provided to us a detailed listing of the duties and responsibilities
performed by the fire marshal position. We felt that a more comprehensive understanding of the
Fire Marshal's duties would help us to analyze this position more thoroughly. We looked to see
if the 20 hours a week currently assigned for this position is appropriate and if some of the duties
could be reassigned to another position. These two,factors are important particularly if we are
going to go on a contract basis. Below is a list of the fire marshal's responsibilities.
Listed below are the key responsibilities of the fire marshal:
1. Plan review for compliance with the Minnesota Uniform Building and Fire Code.
2. Building inspections for compliance.
3. Plan review for fire (truck) department access
4. Plan review for fire hydrant location and placement with water flow calculations
5. Plan review for hazardous material storage
6. Plan review of fire alann systems ,
7. Plan review of fire sprinkler systems
8. Oversees program and maintains key box system for businesses
9. Review of all flammable liquid storage tanks
10. Reviews and submits fire reports to the State
11. Day care inspections
12. Inspection of existing buildings for code compliance
13. Issuing of all recreational and DNR fire permits
14. Responding to fire related complaints
15. Investigation of all fires for cause and determination
16. Works with social services on juvenile fire setting program
17. Day care inspections
18. Training of Fire Deparhnent personnel
19. Maintains file system and prepares correspondence for the fire department relating to
insurance claims, etc.,
20. Responds to front counter inquires at city hall
21. Assists other departmental staff with fire-related issues
We concluded that at least an average of 20 hours a week should be budgeted for this position. It
was also determined that just a few of the duties could be handled by a clerical staff inember but
no determination was made as to which secretarial position at city hall could take on these
additional jobs. The clerical type duties are issuing recreational fire permits, filing, and letters to
insurance companies.
Mr. Lundy informed us that if he entered a contract with the city,his hourly rate would be
approximately$45 an hour. This increase would cover his costs for providing his own
insurance,truck, computer, etc. Based on the$24,000 budgeted for the year 2000,this amount
would only provide for 10 hours/week of Mr. Lundy's time.
The City of Lakeville recently advertised for a part-time fire marshal,which is very similar to
Rosemount's position. They only had 12 people apply and only two that were qualified. With
the current job market and given the fact that this is a very specialized position, it may be
difficult to find a qualified fire marshal if the City and Mr. Lundy could not agree on terms and
conditions of a contract.
In conclusion, the current status of the fire ma.rshal position is the most appropriate. A
contractual agreement would cause an increase to,ihe amount proposed for the year 2000 unless
we reduced the number of hours per week assigned to this position. In addition to the duties
listed above,Mr. Lundy's availability to fire department staff, citizens,business owners and
other staff would be greatly reduced and result in a reduction of city services.
. .:� -.. .,. , .
ROSEMOUNT
LIONS CLUB
Box 115 • Rosemount, Minnesota 55068
May 20, 1999
Mayor Cathy Busho Council Member 7ohn Edwards
Rosemount City Hall Rosemount City Hall
2875 - 145th Street West 2875 - 145th Street West
Rosemount,MN 55068 Rosemount, MN 55068
Council Member Ena Cisewski Council Member Dennis Wippermann
Rosemount City Hall Rosemount City Hall
2875 - 145th Street West 2875 - 145th Street West
Rosemount,MN 55068 Rosemount, MN 55068
Council Member Kevin P. Canoll
Rosemount City Hall
2875 - 145th Street West
Rosemount, MN 55068
Dear Mayor and Council Members:
As you may know, I am a member of the Rosemount Minnesota Lions Club. I have acted as a
Chair of the Rosemount Lions Club Committee to raise funds for the purchase of a CairnsIRIS
fire helmet by the Rosemount Fire Department.
The Lions Club had a Super Bowl Breakfast fund raiser in January, 1999 which generated profits
of$1,250.00 which were donated to the fire department. In addition,the Lions Club contacted
mdividual businesses that have a Rosemount clientele which produced another$2,300.00 m
donations. All of these funds have been given to Rosemount Fire Chief Scott Aker.
Chief Aker informs me that the current funds available towards the purchase of that helmet are
now$16,799.42. This leaves the fire department approximately$8,200.00 short ofthe
$25,000.00 needed to purchase the CairnsIRIS helmet.
I am writing to inform you that I have received some resistance from area businesses in
contnbuting to the purchase of such a helmet on the basis that it should be a project which is
financed by the City through its budgetary process. Other charitable organizations indicated that
they would make a contribution when the fire department is closer to its goal. I am writing you to
inform you of the status of the fund raiser as it has been presented to the Rosemount Lions Club
and inform you of the information I have received from community businesses and organizations.
Page Two
May 20, 1999
Hopefully, the City can look at its current budget and take appropriate action.
Very y yours '
1
�
Michael E. Mo enda
Rosemount Lions Club
CairnsIRIS Chairman
MEM:jlp
cc: Tom Burt, City Administrator
Scott Aker,Fire Chief
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