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Home My WebLink About3. Preliminary Discussion of 1994 Operating Budget \�' -, �►: � " � 2�2� O OSe1N�0?�tYt� PHONE (6i2)423-4414 2875•145Yh Street West,Rasemount,Minnesota MAYOR �fiX (6t2)423-5203 Mailing Address: Edward B.McMarmmy � P.O.Box 570,RosemouM,Minnesota 55068-Q510 COUNCILMEMBERS Sheiia Klassen James(Radj Staats Harry Willcox T0: Mayor McMenomy oe��s w��,�,� Councilmembers Klassen, Staats, Willcox, Wippermann noMr�v�sTRnroA scennar�d�u� FROM: Stephan Jiik, City Administrator DATE: July 19, 1993 RE: 1994 General Fund Operating Budget July 26, 1993 Special CounciT Meeting OPERATING BUDGETS In preparation for the budget discussion on July 26th, I have asked the department heads to prepare comments which I hope will assist us in our discussion on the preliminary 1994 Gen�ral Fund Operating Budget. These comments are attached and provide a brief narrative which outlines the work program, for each department, that the proposed budget wili provide. Each department was asked to draft their respective budgets keeping three objectives in mind. Those three objectives were: 1) Increase operating budgets by only 3%, excluding ernployee costs. 2} Provide for no new ernployees in 1994 except at the Community Center. 3) Reflect employee costs for 1994 considering only employees budgeted for in � 1993,�plus a 2.5% increase (budget only) in salaries for 1994. Since salaries are not yet decided for 1993, a 2.5% increase for 1993 was aiso projected. This will be close based on those salaries already settled or almost settled. REVTl'�'LTE The revenue side of the generai government budget is still unsettled and will remain so until August 1 because the information from the state in regarc�s to LGA, HACA, Equalization Aid and Fiscal Disparity payments will not be available until then. �ver�lhing s �omtng l(lG�i Cl�,osemount�� . .. � e. 1 ] Jeff May has put together a preliminary draft of the revenue side of the budget but we should not use it to base decisions on at this point because it could change drastically. The current ad valorem amount does not include an amount for the CIP at this time. This is explained in detail under the heading, "CIP Needs." TAX BASE INCREASE Also, the city has been notified by Dakota County that our valuation as of Apri1 1, 19�3 has increased some 11% over 1993. The county has indieated that 4% of that is due ta increased value in existing property befare new construction. This means that an increase in total levy af 7% could be absorbed by additional valuation brought on by new construction. DEBT SERVICE LEVY The amount of money indicated that we will need for debt service payments in 1994 is set at $819,210. This value may change cansiderably depending on the interest xates we get for our refinancing. The lower the interest rates the less that we will need for payments. This $819,210 will probably be decreased by some $300,000, or close to it, before we set our debt service levy. Jeff will be able to calculate that new figure very shortly. CIP NEEDS Again, the CIP levy need is indicated at zero. This will obviously have to change, and I expect considerably so. The first full draft of the five-year CIP has just been completed and we will be modifying that draft in the next week before I bring it to you for discussion. For now I am not trying to deceive you by not placing a number in the budget for CIP, but felt that any number placed in the budget at this time would be misleading. We can place a number in the CIP as a "ma�cimum available for '94" for calculating - total expenditures, but I believe that we should have some discussion on priorities for spending before we do that. I would hope that on Monday, July 26th we can concentrate on discussing priorities for our work program for 1994 and determining the general level of spending increase you are willing to discuss €or 1994, so that in the following weeks I can work with sta.ff to establish more closely the level and form of the budget you are willing to accept. � a .. Page�OLs � � . � . � . . . . July 3. 1943 . A8VI�TOB SOIIkCS9- � � � . � � � 1993 11DOPT� 1994 PAOYOSSD . r/- � T7�pgg � HQD68T BDDCST DS}PER81iCi PBACIIiT716i . . . I,ocml tiov�rmaat]11d 5296.512 .5379.{85 � $82.973 2�.98t . . . . � � � "�'' �. � {Ineludes BQualisatiou A1d !or 19941 . . : � � � � . . Hoas�stud i Aqricultusal�CzadiC 111ds � . .. � . . � IWb11a Haa� 831G � 50 $21.977 $11.977 � L11 OtL�r 87tG � SO i525,257 . $525,357 � � Iatesawl Aavanss� Gen�rated: . � . . � � � � � . � LScenses aad Pezait� . . 5239.150 $1�8.840 59.900 4.061 � . � � . . . � . . � Iaterqovazamsntal. � $165,000 �i151,000 �($14,000) -8�.46k � � � � . CLargss Eor S�xvic�s � $429,800 ;36l,035 i561,7751 . -16.37k . � . lSaes aad iort�iN ;42,400 � f40,009 (S�,OOOy -4.76�. � � . � � R�araatioaal Fees . 5101,000 $SOS,OOQ $8 0.00} � � . � . 1[iscelianaous Reveauu � 557.SQ0 555.780 � � (i1.720) -2.99k � � � . � Traaslers Zn � �5185,000 SO (5185,000) -100�.00k � � � � � � �ToEal Iaternal Aevsnues $1,]19,450 $964,655 � ($254,�95) �-]0.l9} . � . Levy Sonrcan � � � � � Spacial�Levias � 5613,479 � 4994.631 5382,361 63.45t . . . 6eaersl.Lavy - � � � 83.301,131 5�.187,150 (5113�9813 -4.9Sk � . � � � � Total Lavy � � � SZ.913�.�01 ;3,181,7l1 5168,380 9.21k � : � � � TOTu, Rgyffi7Q; gpIIACig $4,4Z9,363 i5,073,155 ;96,558 .14.53k � _ 1 � . . Pag��T�+o � . � . . � �. � July 2. 1993 � � � 1�tTKDIP6 R84IIIR�TS . , � � � � 1993 11AOAT� 1944 PROPO3� � +/' � �� . � �DBPARTIISIiTS . BIIDCsBT SODGBT DIPFER�iC.B� PSRC�iT7�6E . . � . . .I � . � .. . � � � � . � I ... �Counei]. Eudy�t � =166.747 S1{2.l07 � lE23.940) -1�.D4� � � ]klsinistrati� Dudg�C $22�.60! p234,137 t9.549. i.24�t . . .. . . . ••rI[�rq�d xith Cl�sk��w•• . E1scEioa DndQet � $T,615 �510,5T0 � $2,955 3l.80k � '. � ?iaan�� sudQ�t . . .. . � 1i140.115 5144.945 � i�.6a3 3.4l�� 6�aer�1 tiov�xa��at Budq�t L156,500 i175,550 � � 419,050 13•14k � � � Plaaning Sudg�t � � 5157,983 f165,031 f7,049 4.46t � � � tiovernmaat 8nildiaqs Budg�t 572.600 iT�.�76 53.1�8 3.00� � � � � � Yclic� SudgaL � . � S'194.706 5911.4{y 5116.735 ii�.69k . � . flse D�partsuat Budgat � � $160,162� i166,758 � 56,576 4.11� � . . � Pnb11c Morlu Oyeratiaq Sudg�t . $720,036 5817,863 � 597,845 - 13.584 � � PaTW Street� eudQet . � � ¢83,6�9 Sa5,129 �;2,480 3.00ic � �. . IInpavad Stre�b Sudq�t . � $32�.276 � 533.246 � 5968 3.60� � � � . � �� Ic� i 8aow Dudq�t � 517,413 t17,943 � 5590 3.041 . . � $treat Light� 8udgat � 964,29� 566,324 � ;1,930 3.00t � . . Sigual Light� Eudget . � $6,991 � =7,201 $210 3.00t � � . . . Yark i Rec 8udget-6sneral Op�ratiaq 5521,915 5633,838 5111,913 � 21.44k . � � . Park 4 Ase Hudget-Yavaaue Prodssclsq . 6101,000 �5101,000 50 O.00+k . . . � . Iasuzanca sueqea �� ilse,000 8=10,000 552,000� 32.91k � � TOTAL OP8R7�TIIi6 SIID6ET3 53,585.633 ¢3.998.574 3412.891 11.52� � . . Fiv! (5) Yaar CIP Raquitment � � $171,460 � =0 ($171,460) -100.Q9k � . . . A�tirm�at/Sav�zaac� Yvad i10i Sfi6�.000 880,000 620.000 33�.33+k . . . . . ' - • 1b Hrinq.Total ko BOt + . . . . � � � . Sonded =yd�btada�i� . 5436,8lT 5819,210 5381,323 87•Sli � _ � •Of 1994's. 5103,6�7 for C�C�nC�r• � � � � � . � Certillcat�s o! Ind�btednars � � $50.054 � 54l.Z90 (51.7641 <i0) � . . � 1lrmory Rnticfpatory Lsvy Si2S,329 =127,131 ;1,804 1�.44� � . � � � "595,000 + (�404,639,OOOx.0079l�)• � � � � � (vaiu� u oi 3/91/93F . """-'-"""'-"'--"""""-"-"""""""""' � . . TOTaL lpNDING A=QII2RLl�ITS . 84.429.363 i5.073.155 ��643.792 14.533 � �. �' . .�� . ._.__ � ..... l . . . . . . .. .. _._ _._. ..__ _.__._ .__. _._ ... .. ._. .. ... .. ........ . . _.. . . . . . . .... ...I ; , � Paga TBz�� . . � . . � � �1994 ai7DGST 110R3CSHEST3 � . � � . . � . . . G@7SRAL RYV�7083 � � � � � July 4, 1993 � � � � 1993 OSJECP 1993 199� OEJkCT 199i � � . � � � 1991 1992 � DBTAZL . ]1LOPIBD DEThIL YROYOSm � land � l�ccouat 11 Obj i D��eriptioa AC74AL.� ACTG7�L A1tOUNT SDDfiBT Af�O�NT BOD6iT Co��nti� . � .101 - 34901 --00-�000 Streat, SiMwalk 4 C1irb Aepair(C) . E25 . SO . SO . $0�. . II . 101 - 34301�-00- 000.1 SO $0 � � � 101 - 3f303 -00- 000 ltow Neads(C) 5571 $405 $500 5500 101.- 34303 -00- OOO,l � � SSQO $500 . � � 101 - 34305 -00- OOQ Culv�its a Lccu�ories(C) � 5�;5 ;1,3�6 � SO . . � ¢0 � � 101 - 36305 -00- 000.1 � � . S0� SO . l0i - 34306 -00- �000 . Oth�r�Eiqhray i Street Reveaua(C) $736 � 54,361 � S�.ODO 51,000 � � �� 101�- 34396 -Op- 000.1 � $3,000 . ;1,000 � � � 101.- 34407 -00- 000� �City SLara o! I[etro�Sac CLgs(C) ;1,149 S�.S59� 51,000 51,500 � � . 101 - 34407 -00- 000.1 51,000 . 51,500 � � � 101 - 34721 -00-�000 8oftball Rw�auastR) �� 524,471 � 534.592 $�4,000�� $4i,060 . � SO1 - 34721 -00- 000.1 � � 544,000 5+4,000 � � � � SO1 - 3173] -OQ- 000 Volleyball Reveauu(R) 510,890 $11,334 � 516,000 � � 516,000 � � SOi - 34722 -00- OOQ.1 � � 516,000 . � 516,000 � � . . 101.- 34743 -00- 000 Flayground Aevsnuae(R) � 5156 514 � . SO � $0 � , 101 - 34713 -00- 000.1 . . . � . � SO . . . .. 101 -�347T4 -00- 000 Taaaia Aavanuee(R) � � . 51,646. � S?92 � � SZ.000 . 53.000 ..301 -.34714 -00- 000.1 � 52.000 � 92,000 - � 301 - 34725 -00- 000 T1ay 1bt Ravanuas(A) � 517�,307 $9,110 � $16,200 516,200 � 101 - 34725 -00- 000.1 � . 516,200 515,100 � 101 - 3i736 -00-�000 Po� Pom R�vaauu(A) � � �53,835 ;3,115 i4,i00 . 54.100 . - � �101 - 34776 -00- 000.1 54.10D . $4,100 � � � � 101 - 3�72� -00- �00 Biald Trip AevwuesfR) 55,321 =4,056 $7,000 57.000 � � �101 - 34727�-00- 000.1 . � 57.000 $7,000 � � 101 - 34728 -00- 000 Hroomball Reveanu(R) =2,109 5��.0�6 $3,100� . $2,100 � 101 - 34728 -00- 000.1 SZ.100� �S7.S00 � � 101 - 34729 -00�-.�OOQ , Skatlag Las�oa Aevaaues(R) $451 ;959 . � 5600 � 5600 101 - 3473�9 -00- 000.1 . . $60G $600 � � � � 101 - 34T30 -00- 000 Tr:ck E Pield Ravanues(A) 5862 $1�,139 $3,000 � � 53,000 � � � � �101�- 34730 -00- 000.1 � � E3,000 53.:000 � � � � � � 101 - 34731 -00- 000 Soccer Ravaauas(&) � . $f00 � $0 53.000 � . E2.000 � � 101. -�34731 -00-.000.1 � . $2.000 � 52,000 . . . . . . . � . 101 - 34732 --00- 000 Lduit 8asketball Raveauestg) � $0 5568 - $1,000 �51�,000 . � � l01 - 34732 -oo- 000.1 � 31,000 � S1,000. � � � � � � . . 101 - 34733 -00- 000 Othez Prograss ReveauatR) � 51,431 � 5757 53.000 . �;3,000 � � . � 101 - 34733 -00- 000�.1 . � �$3,000 ;3�,000 � � 101 -�34790 -00- 000 OtLer Reereatioa Ravaau�s<A) � $0 $30 � SO � SO . 101 - 34790 -00- 000.1 � $0 � 101 - 35101�-00- 000 Court�liaes(F) $47,37T 544,927 � 542,Q00 . 5{0,000 � � .. 101 - 35101 -00- G00.1 lroa�Caunty � � . � 5�2,000 540,000 . . 101 - 34104 -00- 000 OtLer Fiau(F) � � �=0 . SO � . $0� � � $0 � � � . 101 - 35104 -00- 000.1 SO � � 101 - 36103 -00- 000 Priacipal-Sp�cial xs�assmaat�(Z) . $3b,iT4� $37,�720 $5,000 � . SZ.000 � � � 101 - 36101 -00- 000�.1 � $5,000� � . $2,000 . � � � � �P7�6H TOT1�L3 � � � 5180,145 ;154,806 S15i,500 � $151,500 5146,OQ0 � ;146,000� � � f" J Yaga Four � � � 1994 HUDGST 110R8S�8T3 � . . . . . � Gmne4st. ggyIIlQgg . � � . . � � . July S, 1993 � � 1993�OSJYCT 1993 1994 OSJiCP 1994 � � . . � 1991 199Z . DBTAIL 71DOYT� DBTAIL PROPOSED � � � Puad Acconat • Od�j ; Dascriptioa � 11CTVAL . 11C'Y47�L � l�1IOIIt7T HVD6ET 1NtOIINT . SDD68T Co�sat� 101 - 36102 -00- 000 8�aaltiu i Intarmst-S/A(i) � $0 $1,960 Sa .$0 � � � 101 - 36102 -00- 000.1 =0 � � $0 � I01 - 36110 -00- D00 Iatarut�llarniaqs-Iavestm�ate(8) . $]0,057 ;41,432 $18,000 5�0,000 101 - 36210 -00- 000.1 � $16,000 ;20.000 � 101 - 36215 -00- 000 Int�zest Earaiaq�{Y) � 58.335 ;4,66! $7,000 $3,000 � 101 - 36315 -00- 000.1 Ch�ekiaq Accouat � � � � � ;7,000 ;3,000 . 101 - 36220 -00- OQO Aent� 4 Royaltias(Y)� $2,�80 �;2,780 � �S�.S00 � 5=.780 � � 101� - 16220 -00- 000.1 D8 Neit I�nt�aaa A�at $2.500 57,78D 101 - 36230 -00- 000 Coatributioas/Doaatioas(Y} 510,553 132,l78 � � � S� � $0 � � 101 - 36�30 -00- 000.1 � ;0 SO � � 101 - 36360 -00- 000 � Othar Yavanna(lQ . � � 562,507 535,919 � 575,000 . 530,000 � � � 301 - 36260 -00- 000.1 City Ia�uraac� Reluads � � �$15,000 SS5,000 � � .� S01 - 35260 -00- 800.2 Yiac�llaaaous � � .� 510,000 515,006 � � . . 301 - 39101 -00- 000 8al�s o! 6�aaral 11zed 1�ssats(R) ;0 $444 � � $0 SO � � �101 -�39101 -00- 000.1 � SO $0 . 1p1 - 39203 -00- 000 �1Yaaitar troo . (T) 5129�,625 551,697 535,000. . . $0 101 - 39203 -00- 000��.1 1lxaory Aspaymant i2 oi 5 � 535,000 50 . 101 - 39207 -00- 000 1Yaasfar iros Port 1Wthorily.(T) $50,000 SSD,000 �$50,000 80 � l0Y - 39407 -00- 000.1 Rapaymeat !3 ot 3 $50,000 SO � 101 - 39]09 -00- 000 Transi irbs Eoads Paid IIy Puad{T) $265,051 . ;70,592 5100,000 SO � � 101 - 39209 -00- 000.1 � � � 5100,000 .. SO � 101 - 39310 -00- 000 Loaa Procead�fY) � . � �$0 552,500 SO SO � � 101 - 39330 -00-�000.1 � � � � $0 SO � YA08 TOiLL3 SSl6,906 �5314,951 $237,500 �5237.500. 555,780 555,780. � � � � � GR71l1D TOT1J.8. � 51.864,999 ;3,3�9�,855 �3,585,693 $3,SL5,633 53.998,424 $3,998,524 � � . . II�TEBNAL R8VRi083 51,140,862 ;1,]51,212 $1,Z19,450 51,219,450 5984,.645 5964,655 Graad TOGa1�Lass 7�d.Valorem, . � . � . � � .............................................:.....................L�i7�. HAG. Fiscal Disyarity, . � � � i Yobiln Ha�e HLG s: 1 Paga Pirs � � � � 1994 89DGHT IIORICS888T3 � � � � � � � � � 68NSREL RSVSti08$ � � . . � . July 3, 1943 .. . . � 1993 OBJ'SCT 1993 1994 OBJRCT. 1994 � . � � � � 1491� 1992 DBTAIL ADOP'P� D8T71IL PAOPOS� � � Pvad Account •�Obj � Dawziptioa � ALRp11i, 11C'i'pxy . LI[pptit . BIID68T 71MOQNT SIID68T . � Cormeats � SOI - 36108 -00- 004� asaaul 7uad Maia F�a�� :161 - 34108 -00- 000.1 lund 1Wmia3straGivs Pees i0 ;0 558,500 $59,�645 � � 101 - 34108 -00-�OOO.a luad 102 51,125 f1.125 �Paid-Dp D�bt S�sv Eoad��lhwd � � � 101 - 34108 -00- OOO.b 7und R01 � � � ;5,�635 i5,625 Po=t Anthority�luad. � 101 - 34108 -00- OOO�.c �lund 4Q2 � $9,450 � �2,250 S-Yaar CIP Prograa Fuad 101 - 34108 -00- OOO.Q lund 103 $1,125 �1,125 Capital Projects YS71 Puad � � 101 - 34108�-00- OOO.a Pund 204 51,125 =1,135 � Savaraac� i AeEi=emwt htad . � 101 - 34108.-00- 000.! Pund 105 � � . . � g2,250 $2,750 IIazk Iapzovemaat� Tvad � 101 - 34108 -00- OOO.g Puad 320 � =5,625 � SO . Natioaal Gnard 71=mory Project 101 - 34108 -00- OOO.b .Puad 230 � �. ;1,125 $1,1Y5 Diamond Path Proj�et � t01 �- 34108 -00- Q00.1 atwd 301 �;1,115 �. $1,125 � . �G.O. Co�svnity Ceat�r 1491C 101 - 3i108 -00- OOO.j� Fund 303 � � � . � =1,125 t1,125. 6.0. 1psnlciyal aldg� 1486 301 - 3i106 -00- OOD.k Fuad 304 � � �. g1,125 51,125 6.0. 8quip Cart1€icatas 1991C . 101 -.3�108 -00- 0�0.1 �Fvad 321 � . . � . $1,125 � � 81,135 � O.O. . . �Zmpi DonCs 19927� 101 - 34108 -00- 000.1 � Pund ;22 . � $0 � $1,1]S 6.0. Impr.�onds�1993A � 101 - 34108 -00- 004.1� Yvad 3]3 � . �$0 � f1,125 � fi.0. imp Aaivadiag Doads 1993D � 101 - 34108 -00- OOO.m Fuad 324 . � � j1,125 S0 . 6.0�. Imyr Hoads 1955L � � 101 - 3l108 -00- OOO.a Fuad 325 � � � 51,115 E1,125 G.O.�Impr Eoads�19�7A � � � � 101�- 34108 -OQ- DOO.o Fuad 326 . � � ;1,125 E1,125 GA. Tapr aoads�1988D 101 - 3410! -00- OOO.p luad 327 � $1,125 � $1,125 � � . � 6.0. Imys Eoads 19b96 � 101 - 34108 -00- OOO.q Fund 32! � � 51,125 S1,125 � t3.0. Snpr�Epads�199�1R . iDl - 34108 -00- OOO.r tnnd 329 §1,I25 � �51,135 6.O.�Sspr soad� 1891s � � � 101 - 34108� -00- 000.■ Fuad 330 � . 51,125 51,125 6.0. Impr 8onda 1992D . lA1 - 34108 -00- OOO.t Pnnd 381 . � � �$1,125 51,135 G.O. Yuaicipal IIldg 199Z8 201 - 34108 -00- OOO.0 Fvad 3!2 �51,125 . .51,125 6.0.. Tax Znc Londs 19D8h� � 101 - 3f208 -00- OOO.v Fuad 601 _ � � � ;5,645 . $5,625 � ��Nater IItility luad �101 - 36108 -00- OOO.w 8vad 602 . . $5,625 $5,625 S�rer IItility Puad . . 101 -�34108 -00- OOO.x Puad 603 � $5,625 . ;5,625 � . Storn Nater IItiiity lvad 101 - 3d106 -00- OOO.y Fuad 60i . 51,125 � � S1,125 � iiaher c Sewsr CIP YroQram lvad � ioi - suoa -oo- aoo.: Puad 605 $1,125 51,125 XaEer Hook-IIp Core Fnnd � 101 - 34108 -D0- OOO.a� Fuad 606 . 51,125 i1,125 �Sewr 800k-IIp Car�Yuad � . 101 - 3420! -00- OOQ.eb Fund.607 . . ;1,125 � 51,125. Storn Mat�= Coaa�etn�P��s Fuad� . � .101 - 34108 -DO- OOO.aa Puad 612 � $1,1]5 51,125 ci.0. Nat�r Hoads 19l9A 101 - 34108 -AO- 006.ad Puad 613 � � �Q1,125 i1,125 . 6.0. Stoa Natar�Donds 1942D . 101 - 34108 -00- OOO.ad 1'uad 650 � � $0 � $5,634 . � Go�uaity C�ater tvad� � PLGB.TOTALB � � �0 SO $58,500 SSB,S00 559,625 554,�635 � � � 3 � 1994 CITY COUNCIL OPERATING BUDGET Statement of Work The City Council Budget provides for the generai support to the operational cost of the City Council itself and other general fund responsibilities for certain specific functions which are so general in nature that they are not suited to individual department's cost allocation or that the functions do relate to specific prograrns especiatly suited to cost aliocation of the City Council. These areas are: A. POUCY AND GENERAL OPERATION • Provide for the legislative and policy making activities for all of Rosemount municipal government. � Prouide for the planning and control of atl city expenditures through the review and adoption of the City's annual budget. • Provide for the citizen involvement and input into the decision making process by establishing, appointing and managing advisory commissions, ad hoc committees and community groups. To accomplish this the City Council's budget allows for the payment of councilmembers salaries and meeting expenses. It also provides the payment of costs associated with training opportunities for councilmembers and travel associated with these training opportunities. As part of the City's involvement with other municipalities and association with individual governmental organizations to provide for education, lobbying and legislative efforts the City belongs to the League of Minnesota Cities, the Association of Metropolitan Municipalities and the Northern Dakota County Chambers of Commerce. Fees for mernbership in these organizations is budgeted in this department. B. SPECIAL PROJECTS AND PROGRAMS Also funded out of this budget are the City's involvement in the following -projects and ptograms: • Publication of the "Rosemount City News" • City wide Spring Clean-Up • Annual Firewarks Display at Leprechaun Days • City wide Recycling Program + A Subsidy to #he Senior Citizen Center Program In addition to specifically funded projects and programs, this budget also holds a srnall amount of funds classified as "cantingency" funds. These contingency funds are open for the City Council to authorize for expenditures at speciai times of need throughout the year. 3 � 7994 CITY COUNCIL OPERATING BUDGET - Page 2 In 1993 these programs were fully funded with the approved budget. in 1994 the proposed budget has been reduced by $23,940 from the approved 1993 budget. The major reductions came about because of a shift in the publication costs for minutes and legal notices to the General Gavernment Budget and a reduction in #he estimated costs in certain programs based on actual costs in 1993. This shift in publieation and legal costs amounts to about S 17,000 and the remaining reduction is a cut in estimated costs in 1994. The major areas of reduction carne in our recycling and Spring Clean-up Program with a combined reduction of 514,000 from 1993 to 1994. These reductions came from a expected change in costs for recycling for 1994 because of the City's contract with Knutson and a much lower cost far Spring Clean-up. Neither of these reductions in costs will reduce the programs. I � 1994 ADMINISTRATION DEPARTMENT OPERATING BUDGET Statement of Work The Administration Department budget provides for the support of the general management functions of the City's operations. The Department coordinates activities in all departments and provides for the specific functions of personnel administration which includes contract administration, personnel policies, job descriptions, affirmative action and pay equity programs; economic development; project management for projects not assignable to other departments; and the execution of all City Council policies. Within the department support staff also provides receptionist functions, clerical support to the Port Authority, the City Council, the new Community Center and general administration. Within these roles the department also maintains all City Council minutes, preparation of legal notices for publication and posting, and support for contract administration. The department also provides for the issuance of all Jiquor, cigarette, kennel, and solicitors licenses. The administration budget supports the salaries and benefits of the department's employees with the exception of 50°fo of a secretarial position and 100% of the Economic Development Coordinator's position which are funded by the Port Authority. Training for these employees is also funded out of this budget. The Administration budget is expected to be redueed by 5300 for 1994 because of small reductions in training expenditures. A(I other programs should be retained. t R 1994 ELECTIONS OPERATING BUDGET Statement of Work ln 1994 the City will be conducting the State Primary Election in September and the General Efection in November. In 1993, funds were budgeted to conduct Rosemount's municipaf election. it should be noted that funds used to conduct the fire station referendum were paid from funds encumbered from the 1992 aperating budget. 1994 funds for election judge sataries, social security and medicare cantributions and telephone costs are two times the amount of the 1993 budgeted funds. 1994 funds for miscellaneous supplies, meafs and janitoria! services remain the same or are slightly increased or decreased. Bailot and programming costs are the responsibility of the state an'd county since 1994 elections are for state and county elected officials. There#ors, it was nat necessary to budget for this item. 1994 funds include costs for a two year maintenance agreement contract for service and repair of six ballot counters at the cost of $440 for each counter. ` S y 1994 FINQNCE DEPARTMENT OPERATING BUDGET Statement of Work fINANCE DEPARTMENT - GENERAUADMINISTRATIVE • Pravides 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 Annual Financial Report. For 1993, these duties are being performed at an adequate level. As we continue to grow and reporting requirements change, perforrning at an adequate level continues to became more and more difficult. Long-term planning items, such as an investment policy or a debt management policy, have continually been put on hold as the day to day issues are addressed by our staff. Hopefully, by the end of 1993, we wilf have a fixed asset system in place. This will increase our efficiency for audit reporting requirements and insurance reporting. It will alsa increase our workload to maintain the system. For 1994, I see the Finanee Department continue to get by with what we have, but importanf long-term planning items will probably continue to be put on hold. DATA PROCESSING • Provides for evaluation of appropriate computer hardware and software on a continuing basis. • Caordinates efforts between departments to assure an integrated inforrnation system. • Acts as an in-house consultant providing technical assistance when possibie, and if not possible, coordinating the procurement of outside technical assistance when needed. This area continues to become more and more difficult to handle adequately. As our system continues to grow, so grows the needs of all of the users. The time spent by our department is cutting into other areas of responsibility that we have that rea{ly cannot afford the lost time. With the addition of the Armory for 1994, I do not see how we can continue to operate in this area without additional help, be it someone that is hired in-house or consultants from outside. TREASURY _ • Fund Management - Collects and deposits revenues and manages the investment of idle funds. � Budgetary - Compiles historical and curren# expenditure and revenue data to facilitate budget preparation. • Bonding -Assists in the issuance, safe and record maintenance of deb#. • Insurance - Maintains all records for property and workmen's comp insurance requirements, handles all claims and prepares alt documents for yearly renewals of policies. � , FINANCE DEPARTMfNT - Page 2 For 1993, these areas of responsibility are being handled adequately and will continue that way for 1994. Here again, areas of planning, especially concerning investments and insurance, could be improved if we had more time. PAYROLL • Receives employee #ime cards, coordinates insurance, pay rates and other appGcable payroll information with personnel, prepares payroll checks, prepares all Federal and State required reports, prepares all emplayee withheld and employer pramised obligation funds for disbursement to applicable organizations, and prepares a11 reports as needed both internally and externally. For 1993 and 1994, this area will be handled at an acceptable level. Because of reporting requirements mandated to us, we have no choice. But, as reporting requirements continue to grow, the timeliness of payroll and the accompanying reports will be difficult to maintain. UTILITY BILLING • Coordinates the mailing of all meter cards and utility bills, as well as the collection of both items. Handles on the computer system, final bills and new accounts: Fields and responds to utility billing complaints. Compiles operating statistical information, which is available to other depar#ments as needed. This area continues to grow and the maintenance of the system and responding to the customers becomes more and more difficult. With the addition of our part-time p�rson, hopefully there will be re{ief in this area by the end of 1993 and #or 1994. 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 tha# accompany each check run. Coordinates the review af bills by Council by providing applicable reports and supporting documentation. � As with payroll, this area must be maintained at an acceptable fevel. Bills must be paid in a timely fashion. I see no significant changes in aur procedures and practices for the res# of 1993 and 1994. � , FINANCE DfPARTMENT - Page 3 ACCOUNTS R�CEIVABLE/CASH RECEIPTS • Prepares invoices for alt departments for items/services that must be biiled to outside sources. Main#ains records that altow for the timely collection of invviced items/services. Receipts monies on a daily basis and deposits those manies daily in a designated banking institution. Maintains a system that allows for the appropriate reporting af aU monies collected within the accaunting system. We have made some changes in this area to try to become more efficient in this area in the past year and will attempt to do so for 1994 as we1L Help in this area firom the Administration Department has allowed us to make changes and if this help continues in 1994, performance should remain at an acceptable {eveL DEPUTY REGISTRAR • Maintains an office whieh handles vehicle license renewals, vehicle license transfers and DNR licensing transactions, consistent with'th8 requirements of the State. For the remainder of 1993 and 1994 as well, we anticipate adding hours of operation to include Saturdays. Otherwise, operations will continue as they have in the past. STAFFING For 1993, we added a part-time Deputy Registrar Cterk. With this addition, we now have 5 people(4 full-time and 1 part-time). There is still a prflposed restructuring of our depar#ment that may occur in 1993. This restructuring would include an Assistant Finance Director, an Accountant Il position and an Accountant I position, as welf as the Finance Director and the part-time Deputy Registrar Clerk. � , 1994 GENERAI. GOVERNMENT OPERATING BUDGET Statement of Work The general governrnent operating budget provides for the funding of supplies, aperating costs, professional services, minor equipment and general notice costs for most of the city departments. There will be no increase from 1993 to 1994 for the following budget items: microfiiming and copying costs, copy paper and printed forms such as checks and purchase orders, equipment parts, and miscellaneous supplies. The 1994 budget remains constant for the annual audit and other services pravided by the city's financia! consultant and for the city's portion of the overall funds for the Fire Relief Association's retirement benefits. The budget amounts for envelopes and letterhead, janitorial supplies and miscellaneous office suppfies represents a decrease for each of these three items in the 1994 budget. 1994 telephone and postage budgets were each increased by 51,000 over the 1993 budgets. Increased telephone cost projections are based upon slightly higher leasing costs for equipment, installation eosts and general telephone service eosts. 1994 projected postags costs are based upon greater usage and an increase of rental equipment rates for 1994. Other transpor#ation costs provide for license plates renewals for all city vehictes. License plates renewals are due every two years, thereby causing an increase in the 1994 budgeted amount. Also funds were budgeted to pay for any duplicate licenses, if needed. Two additional line items for 1994 are funds for city maps and city directory, For the past four years, city maps have been available far the citizens. A directory of city services and city government officials and staff and other information would be mailed to all residents and then given to new residents as they move into the community. The cost for publication of legal notices will increase significantly over 1993 costs. This iricrease is due to the City using a different newspaper publisher as the city's official newspaper. Since the cost is quite higher, each department wifl budget for its respective publication costs of legal documents. tt should be noted that atthough this is a significant increase, #he overall costs for the city newsletter, Iegal notices and publication of city council minutes represents a decrease. ln 1993, a specific budget amount was not included for the publication of city ' council minutes. This cost was part of the negotiated contract costs for the city newsletter. When the city contracted with a different publisher to do the newsfetter in April of 1993, the city has been billed separatefy for publication of minutes. Therefore, the projected costs for publication of minutes is identified in the 1994 budget under general notices and public information. . , 1994 PLANNING DEPARTMENT OPERATING BUDGET Statement of Work The Planning Department responsibilities include development review coardination, zoning ordinance administration and enforcement, comprehensive planning, intergouernmental and regional coordination, and geographic system development. These responsibilities are defined on Attachment 1. The department has a staff of three, consisting of the director of planning, a planner, and departmental secretary. fn 1994 the full time staff will remain the same. Overview of Operating Budqet The Planning Department was established during the reorganization that occurred in 1991 . This reorganization divided the functions of the Community Development Department into three different departments of the City. Last year was the first budget year tha# the Planning Department had its own budget. The department has a small operating budget whieh comprises five percent {5%1 of the department's overall budget. The remaining 95 percent covers salaries for staff and the Planning Cammission. Approximately forty percent (40%} of the operating budget is used for staff professional development including professional memberships, books, subscriptions, manuals, legal periodicals, local conferences, and training seminars. Professional development for staff is very important for continued high quality planning in Rosemount. State and federal requirements are continually changing and new ideas are being tried in other communities. This part of the budget helps us to keep on top of these things so that we can keep the Planning Commission and City Council on top of tf�ese things. This part of the budget will be maintained at last year's level. No national conferences or training seminars are budgeted. While this will not c4ver the cost for all materials and training that staff should have, it will allow the department to not fall to far behind in this area. This level should be adequate for another year. Another five percent (5%) of the operating budget supports the prafessional development of the Planning Commissioners through training and materials. This wiil be maintained and it alfows each Commissioner to attend one Government Training Seminar or to receive the APA Planning Magazine. Well tramed, informed _ commissioners enhance the City's professionalism. It would be nice to expand this program, but comrnissioners don't always have the extra time to commit to more training. For next year maintaining the current level of commissioner development will be adequate but more focus on training in future years could save the City money in legal fees, review costs, etc. The remaining 55 percant of the budget covers all expenses related to development review coordination and zoning ordinance administration. The Planning Department's 1993 budget included the following expenses: ordinance upkeep; duplicating of ordinances, forms, handouts, and large mailings; drafting supplies and reproductive services; and specialized computer software utilities and supplies. The expenses to date suggest that the 1993 budget will not meet the needs primarily because most of ` a 1994 PLANNING DEPARTMENT f3PERATiNG BUDGET - Page 2 these items are now taxab{e due to changes in the state sales tax requirements. Keeping within the three percent t3%) budgeting guideline, the entire increase in the Planning Department's budget should be applied to these types of items. The additional 5250 (3% of S8,1Q0) will make up for the lass in buying power due to the sales tax. If these demand for these items exceed budget, it is likely that revenues for application fees, zoning ordinances and map sales will increase correspondingly. There will be no money budgeted for outside planning consultant services as in 1993. This money will be shifted into the salary portion of the budget so that the department can hire a summer intern. Because of the cost differential and limited funding available, a summer planning intern (graduate planning student) is being requested for assistance with the zoning ordinance revisions related ta comprehensive plan implementatian. This request is in lieu o# Planning Consultant services that were in previous budgets. This intern is a very cost effective way to assist with the research, investigation and drafting of ordinance changes necessary to irnplement the comprehensive plan. The 1993 budget did not include three line items that should be included in the Planning Department's budget that cannot be incorporated within the 3 percent budget guideline: 1 . Hearing Notices. S 1 ,600. ln the two years these fees were nominal and v�rere handled as part of the City's newspaper contract. Currently a small legal notice costs about 540 and generally the department publishes about 40 per year. The legal notices that were published for the Comprehensive Plan cost 5200 per notiee for the most inexpensive notice. 2. Reeording Fees. 5750. The City records easements, development contracts and agreements and other types of encumbrances at the Recorders Office. Where possible, these costs are past on to the developer, generally by the application fee that is paid for the development review. Due to an aversight during iast years budget this expense was not included in the Planning Budget. 3. Cou�ty Property/Ownership Data Updates. 5500. �'he City utilizes ownership and legal description from the Dakota County Assessors Office as the basis for hearing notice mailings, the GIS parcel ownersh�p database and other programs such as the building permit system and the utility billing system. The County does not charge for the data but does charge for staff time required to provide us the data at a S75 per hour rate. Currently the various city departments update information on an as need basis. This would systemize this process and the planning department would prawide updates to all departments on a quarterly basis through the GIS. . ! I 1994 PLANNING DEPARTMENT OPERATiNG BUDGET - Page 3 1994 Work Pro.gram Focus The Planning Department staff need to be flexibie and adapt quickly to variations in work load in the current planning/development review responsibilities. This is by far the greatest proportion of the department's work program on average consuming nearly 50 percent of the staff time. ln 1994, the department will continue to be responsive with the assistant planner assigned this responsibility as his primary task and with the Planning �irector assisting when work load warrants. Unfortunately this function does not produce a steady predicable work load. For example, some Planning Commission agenda's can have 6 to 1-0 action items (variances, site plan reviews, plats, etc.) and the next ane may have only 3 items. This year I estirnate that under 50 percent of the department's time each week t�n average is devoted to development review coordination. Planning staf# need to be flexible to respond to the development review responsibilities in a timely manner and keep the other tasks moving forward. The main special project focus of the Planning Department in 1994 will be to complete the implementation program outlined in the Comprehensive Guide Plan which consists primarily of zoning and subdivision ordinance amendments. During the past year and a half the staff's focus has been to complete the Comprehensive Guide Plan and guide it successfully to approval at the Metropolitan Council. It appears that this task will be complete in the fall of 1993 and the City will be able focus more on implementation. In the 1993-1994 Major Project programming timeline upcoming major tasks and the timing of those tasks have been identified. This schedule assumes no additional prafessionai staff, other the aforementioned intern. While in a perfect world it would be our desire to complete many of these implementation tasks by the end of the #irst quarter, the department's current staffing levei is not adequate to facilitate completion of al( the ordinance changes suggested by the Comprehensiue Plan in that time frame. Realistically, zoning and subdivisian ordinance adjustments and additions suggested in the Compreh�nsive Plan will require the entire 1994 calendar year to complete, even with the assistance af a summer intern. With no additionaf staff in 1994 it is not anticipated that will be able to strengthen � our code enforcement efforts. Currently we operate entirely on a complaint basis for enforcement action. This can be probtematic especially if we are not able to receive voluntary compFiance. Jf a violation has to go to court, historicatly courts have not viewed complaint based enforcement very favorably. To move to a more enhanced systern will require a new level of effort and it does not appear the financial resources are available to commit to such a program at this time. Euen with the complaint oriented system our current level of staff does not always permit timely action on a complaint. Complaints tend to occur more frequently during our peak times for development review-spring and summer. Often times our response . , 1994 PLANNING DEPAR7MENT OPERATING BUDGET - Page 4 is what I would consider less than acceptable during these times, but without more resources I think it is a reality we have to live with for now. In 1994, it is anticipated that the time allocated to other departmental responsibilities including will be quite similar to the time being allocated in 1993. This is considered the minimum acceptable level of effdrt in order to adequatefy serve these functions. The following table provides a breakdown of the estimated staff time allocated to the various department functions. Percent of Tlime Allocated* Work Program Emphasis RESPONSIBILITY 1993 1994 1994 tw�uvr�N> Development Review Coordination &Assistance 47 47 43 Zoning Ordinance Administration &Enforcement 13 20 27 .............................................................. ................. ......................................... . � Amendmenu 8 15 16 ............................................................. ................. ................ ................................ � finforcement $ 5 12 Comprehensive Planning 15 7 7 Regional&Intergovernmenta! Coordination 11 7 q Geographic Information System Development � � 7 Dept.Operation SuppoR Funciions 7 '] 7 Total 100 100 100 * These allocations are based on averages. During a given week the department's focus may shift depending on deadlines, applications, and directives from the City Council and/or outside agencies. 1994 PLANNING DEPARTMENT OPERATING BUDGET - Page 5 Planning Department Responsibilities 1) Development Review Coordination � Coordinate interdepartmental staff review of all residential, commercial, and industrial developments. Responsible for reviewing for compliance with the Zoning and Subdivision Ordinance. � Provide recommendations to advisory Planning Commission and City Council on alf deliberations concerning zoning, variances, site plan review, pfatting, and special permits l��terim use permits, mining permits, etc.). � Draft all development contracts, in consultation with the Public Works Department and City Attorney. Coordinate execution of all legal documents and permits. Receive all securities and dedication fees. � Provide assistance to City sponsored economic development and building activities pertaining to deveiopment review. 2) Zoning Code Administration and Enforcement � Maintain Zoning and Subdivision Ordinances in compliance with federal, state, and county requirements (statutes and rules). � Draft amendments to Zoning and Subdivision Ordinances to bring them into conformance witfi the Comprehensive Guide Plan and other City policies. � Monitor properties within the City for zoning ordinance compliance. � Review and approve all sign permits. � Investigate complaints regarding code violations. 3) Comprehensive Planning � Provide for the development of tong range plans to guide the physical devetopment of the community. � Responsible for overseeing review of local plans by the Metropolitan CounciL � Preparation of special studies as requested by the Planning Commission, City Council or City Administrator. 4� Regional and Intergovernmental Coordination � Monitor federal, state, and other governmental regulations pertaining to development to insure compliance. o Monitor regional activities affecting the City, including but not Iimited to Iand use, transportation, waste management, and sewer services. Includes active participation by departmental staff in various committees and organizations. � Provide staff liaison to the MVTA. � Provide staff Iiaison to Quat Track Airport Planning Process. 5) Geographical Information System � Initiate the development of in-house GIS system capabilities for the City by setecting hardware and software. � Coordinate system development with other departments and the County. � Serve as system data base administrator for the GtS. . . 1994 GOVERNlVIENT BUILDINGS OPERATfNG BUDGET (Exclucies Utility Buiidings & Armory) Statement of Work This budget providesfior rentai space from the University of Minnesota fior equipment sfiorage; refuse coUection from a{I public buildings and parks; electrical and gas utility charges for all buildings; miscellaneous routine maintenance contracts such as elevator and HVAC; and minor unexpected repairs. In 1993, we managed to keep the overhead doors at the Fire Station and Poliee Garage operating, replaced the water heater at the Fire Station and replaced dead or damaged trees and shrubs at City Ha1L A detailed list of needed repairs to the Fire Station, Maintenance Building and City Hall has been compiled. These repairs are estimated at 530,000. None of them have been accounted for in this budget. We are not keeping up with necessary repairs with this budget. We must seriously consider additional commitment to this area or fund a C.I.P. item. There is no Staff budgeted for in this budget category. lf the Armory is to be accounted for in this categary, we will need to allocate appropriate funds. ` , � 1994 POLICE DEPARTMEN7 OPERATING BUDGET Statement of Work The first draft of the 1994 police department budget ref{ects a 3 percent increase in operating costs. This increase of 53,891 .00 wiil be necessary to cover the increased costs of dispatching, monthly rates for phone lines associated with the new radio repeater, and increased monthly charges for the State of Minnesota (CJDN) and ENFORS computer rates. The most significant increase in 1994 will be in the salaries and benefits allotted to police personnel by the union contract. For example, 1994 will 6e the first year additional moniss will have to be planned for payment of overtime such as court appearances and sick time coverage. SecrEtarial functions are currentlybeing performed by one full-time person and one part-time person. Their workload has increased to the extent where it has become necessary to hire an additional pa�t-time person or increase the hours of our current part-time secretary. My recommendation is to increase the part-time hours by two hours daify. 1994 FIRE DEPARTMENT OF�ERATING BUDGET Statement of Work The Fire Department budge#provides for the overaif operation of the Fire Department. Inciuded is the administrative and management tasks, fire suppression, rescue response, hazardous material response, training and education, health testing, and some equipment maintenance. Salaries The Fire Department budget provides for annual salaries for the officers and key people of the department. It provides for hourly compensation for training, rescue response, and fire suppression. It also provides for incentives to participate in training above the required rnonthly training. It covers standby costs. It-covers these costs for 35-40 people for a complete year's time. It also pays the salary of a half time Fire Marshal who works an average of 20 hours each week. Included would also be the associated costs of FICA, Medicare, and PERA for all of these employees. Administrative/Management The budget provides for the costs associated with the use and maintenance of a copy machine, two computers and two printers. It provid8s for the stationery, forms, and assorted office supplies. The annual dues to belong to variaus associated organiza#ion, cellular phone costs, and life insurance are also provided far in the budget. Health Testing The budget pravides for the screening and medical certification of potential new firefighters. It allows for the continuous health monitoring of existing personnel, and pravides for the protection of personnel from blood-borne pathogens and communicable diseases. Training/Education In addition to the monthly training done within the department the operating budget � also provides for additional training for interested peaple. Attendance at vocational school classes, the Minnesota State Fire School, the Minnesota State Fire Department Association Conference, the Minnesota State Fire Chief's Conference, the National Fire Academy, and some special classes brought into the department are among some of the opportunities avaifable. . , 1994 Fire Department Qperat�ng Budget - Page 2 There are also annual recertification and training costs required to maintain our current level of #ire and rescue certification, in addition to the cost of bringing new people up to that level. Equipment The budget allows for the replacement or addition of sma11, short term pieces of equipment necessary for fire, and medicat response, including both consumable and non-consumable items. It provides uniforms and some other non-capital pieces of equipment. Maintenance The budget provides for the annual inspection, maintenance and repair of the SCBA compressor, fire pumps, aeriaf and ground iadders, hydrotesting, and radio repair. It also provides for repairs to vehicles and non-vehicle items that require outside work. Fire Prevention/Training Materials A small portion of the budget goes for fire prevention activities and materials and #or training materials. Most of the items that would be in this portion of the budget come from alternative funding sources. - Summary The fire department budget should remain fairly constant exceptfor costs associated with inflation, or if there were ta be a salary increase. A few exceptions would be such things as health testing, hydrotesting, ladder, and pump testing. These items are done on a rotating basis and require adjustments to the budget annually. . , 1994 PUBLIC WORKS/BUILDING/ENGINEERING OPERATING BUDGET Statement of Work This budget provides for the majority of the Public Works Maintenance Personnel, Building Personnel and Engineering Personnel. It includes the necsssary supplies, equipment and materials to sustain the fleet of vehicles used by all City departments including Eire, Police, Parks and Public Works. It also includes professional services and contracted maintenance work which our existing personnel cannot provide. We have divided the Department into three divisions, namely Maintenance Divisian, Building Division and Engineering Division to more adequately address the speeific budget items. The summaries of those three Divisions are or� the following three pages. In summary, the 1993 budget allowed us to add a second full-time Building Inspector, a second full-time Engineering Technician and an additional Maintenance I persan. These Staff increases were paid for by last year's budget and partially by the Storm Water Utility budget. The majority of the Department's budget is in personnel, with the remainder mainly being spent on maintenance of the existing City fleet of vehicles. The 1993 adopted budget was 5720,038. The personnel portion of that budget amounted to $570,861, leaving 5149,177 remaining for the supplies and equipment maintenance. MAINTENANCE DIVIStON The motor fuets, lubricants and additives portion of our budget is dependent on the oil and gas prices which can be very volati{e. In addition, the propased BTU tax may also effect these prices. This budget also includes refuse disposal including hazardous waste which the Maintenance Divisian picks up fram ditches. The price of hazardous waste disposal is increasing constantly and we need to be cognizant of the fact that this item can be volatile. The 1993 budget allowed the Maintenance Division to keep all City vehicles operating safely and keeping Staff equipped with the proper tools, equipment and training necessary to perform their duties. The 3% increase should allow the Public Works — Department maintain its current level of service to the public, but provides inadequately for upscaled training or continued education, • . 1994 PUBLIC WORKS/BUILDING/ENGINEERING OPERATING BUDGET -Page 2 BUILDING DIVISION (Inc{udes Fire Marshal Dutiesl The Building Divisian portion of the budget covers permitting, inspections, code enforcement, staffing and all operations in conjunction with-within the City. The Building Division of the Public Works Department is currently staffed with two combination building inspectors, a building official and one support staff position. The City fire marshai also works out of this division, however, the annual salary of thi� position is paid for from the Fire Department budget. For 1994 there is no new staff planned or budgeted far in this division. In 1992 there were 15+D3 permits issued compared to 1232 in '!991 . The total valuation of work done in 1992 was $49,267,149.58 compared to 520,553,801 .72 in 1991. Of fihe permits issued in 1992 there were approximate{y 4789 inspections completed (not including fire marshal inspections). So far in 1993 we've completed 1809 inspections. There are also numerous unscheduled inspections done every day. For a single family housing activity report the following statistic apply. 1990 , 1991 199'2 Currently 1993 184 200 234 78 The City of Rosemount Building Division took in $453,473.78 total in all permit and plan cheek fees in 1992. Other than the general product fee increases on supplies (3-5%), state tax and a few other budgeted items a 3% increase for the Building Division budget should be adequate. 1994 PUBLIC WORKS/BUiLDINGiENGINEERING OPERATING BUDGET - Page 3 ENGtNEERING DIVISION The Engineering Division portion of the Public Works budget includes the City Engineer, two Engineering Technician positions, all mapping, coordinating and administration of construction projects and speciatized studies as appropriate. In the construction year from June 1, 1992 to June 1, 1993 the Engineering Division coordinated and administered the contracts for fifteen (15) private and public improvement projects inciuding watermain, sanitary sewer, storm sewer and street improvements. These projects totaled approximately 53.7 miliion in construction costs not including the grading for subdivisions which was accomptished under private cantracts. !n addition, the Engineering Division p�t together plans and speci#ications for two park trail projects, one street improvement project and assisted in the administration of the crack sealing and seal-coating prograrns. The Division personnel made approximately 1,380 large maps in 1993 from January to present. In addition, we have received over 400 parcel identification searches plus 130 assessment searches in that same time period. The Division-personnel assisted ather departments for mapping duties and assisted the Maintenance Department in updating utility maps and street surveys. The Engineering Division accomplished bituminous pavement management survey of approximately 45 miles and a gravel roads survey of approximately 19 miles in 1993. We have received and investigated over 200 miscellaneous inquiries mainly due to storm sewer and grading problems. During 1993 we have totally revised our filing systern from easements, improvement projects, mapping and property identification resources which will assist us in future - response time. In 1994 the Engineering Division is stiJl planning to add a srtorm water/wettands person who can assist the Department in dating storm water management plan, answer inquiries regarding wetlands, storm water quality and grading. In addition this person wilt be charged with Grant application for future starm water projects. The 3% increase will not adequately maintain our level of service due to the increase in population and signi#icant inquiries and demands made of the Engineering Staff. Therefore we will request that the additional Staff member be approved in the Storrn Water budget. - PAVED STREETS Statement of Work This budget provides for street repairs to asphalt roads. This is accompiished with bituminous patching and repairs to potholes due to winter thawing and freezing conditions. It also provides for traffic marking, seal coating, street sweeping and landscaping materials for boulevards. Bituminous prices are very volatile and any increase in prices reduces the quantity of material which we can purchase. Garbage that is being dumped into City ditches has also increased, and is becoming a real budget concern. A 3% increase in 9 994 will not allow us #o provide the same tevel of service. The City has added 3 miles of paved street surface in 1992 plus approximately 1 .1 miles sch8duied for 1993. . , UNPAVED STREETS Statement of Work This budget provides tor gravef road maintenance, chloride application, landscape materials for road ditches and garbage pick-up from the road sides. Not budgeted for in this account is cutting edges for the grader. Also, the price of gravel and chloride increases every year. A 3°/a increase does not allow the City to maintain its present level of service, ICE CONTROL - SNOW REMOVAL Statement of Work This budget provides for ice and snow removal fior all City streets, parking fots and bike paths. It also includes rental for trucks and equipment to remove and haul snow from the downtown areas. Salt prices in 1993 were $28.00 per ton. In 1994 sait prices will be 530.00 per ton, a #2.OQ per ton increase. A 3% increase does not allow the City to maintain its present leve! o# service. � a STREET LIGHTINGJSIRENS Statement of Work This budget provides for electric utilities �For street lights, sirens and maintenance of the existing lights and sirens. We have added over 50 lights to the system in 1992 and 1993 which we must provide the electricity for and pay for the maintenance. Electricity costs are expected to increase in 1994. The City presently owns and is totally responsible for the maintenance of approximately 75 lights in the residential areas and the downtown area. Staff is investigating the possibiGty of N.S.P. taking over the residentiai area (ights so that the City can get out of the maintenance of those lights. The proposed 3% increase will not allow the City to maintain the present level af service. . . SIGNAL LfGHTS AND SIGNS Statement of Work The budget provides for electrical utiiities, sign repair and replacement and bulb and lens replacement. Today regulatory signs cost approximately $150 each for a single post sign. Sign costs are increasing faster than the rate of inflation. We can only replace one additional sign with this budget increase, without a rate increase for electricity. The proposed 3% increase will not allow the City to maintain the present levei of service. t t i .E .� . . . .. � . 1994 PARKS AND RECREATI4N OPERATING BUDGET STATEMENT OF WORK "The purpose of the Rosemount Park System is to provide in as cost effective manner as possibie, a comprehensive, balanced, welt maintained system of parks, natural open spaces, trails and leisure orientated activities/programs for city residents to use and enjoy." There are three areas of accounts that my staff and I refer to within the Parks and Recreation Department. They are "Recreationai" (teisure and athletics), Parks Maintenance, and Generai Department". This breakdown is true for both the general operating accounts as well as the CIP accounts. !. /A. RECREATION (LEISURE AND ATHLETiC SERVICES) PROGRAMMING: This account area includes the materials, equipment, and staffing required to provide a variety of quality programs to our community. The materials and equipment in this departrnent area differ from the park aspects. The difference centers around the "life" expectancy of the item. ie: short life expectancy: bases for ball #ields, nets for goals, et�. would be in this area versus longer term life expectancy: backstops, goals, play equipment, etc. being in the parks section. Due to the staffing requirements of the department many hours of over time have been required. An increase in the demand for staff will be added to this due to the programming that we are being called upon to complete at the new community center. The fotlowing section identifies the staffing changes requested in the recreationai area. I. /B. RECREATION (LEISURE AND ATHLETIC SERVICESj STAFFING Staffing changes for 1994 include the employment of a full time programmer for _ athletic services and a second part time secretary at 33 fiours per week. The other change requested is that the hours of the present part time secretary or 24 hours per week be changed to 33 hours per week. The Programmer for Athletic Services will be responsible for the athletic programming that is added due to the community center functians as well as take over the majority of alt other athletic programming within our department. J� � . � � � . � � � � . Additional secretarial services are needed at this time. The need will increase for those services with the community center programming that we will be taking on in 1994. For that reason the hours of the present part time secretary would be increased from 24 hour per week to that of 33 hours per week and an additional part time secretary for 33 hours per week would be included in the department's staffing. Programming and department operation in 1993 require many hours of over time by staff inembers. With the identified staffing in the 1994 budget the present prograrnming would be available to the residents as well as coordinated leisure and athletic programming within the community center. This woufd also allow for less over time required of the present staff inembers. Staff of the department are not identified specificaNy for the community center or for non community center functions. Their role is to work together for the programming of the over all city recreation areas. II. PARKS MAINTENANCE This account area is designated tawards the upkeep and maintenance of the park facilities. In 1993 basic maintenance was able to be done with the funding available, Additional general upgrades are not abie to be completed in areas such as Shannon Park with the presen# budge# and staff. Working with the Tree Trust did help us in our maintenance efforts this season. Over the past years the addition of park facilities, fields, play equipment, trails, roadways to be mowed, etc. have caused a strain on staff work loads. Staff have been able to keep up in most areas. Work with trees in the nursery and in the parks requires additional time. Work to maintain the areas around the play equipment also demands more of our time. The 1994 budget reflects our intent to work within the guidelines of a 3% increase limit. There is no request for an additional full time employee at this time, however, an additional part time staff inember is included in the present budget draft for 1994. 111. GENERAL DEPARTMENT This area of the Parks and Recreation Department includes over all accounts that deal with both parks and recreational aspects. Funds for seminars, advertising , physicals, etc. are a part of this section. One increase in this section of S 10,000 for 1993 is a result of dollars coming in from the account that was used in another department for the newspaper. Our department had stopped producing brochures when we used the newspaper for promotions. Now that the newspaper is no {onger part af city operations, some of that funding was put back into the Parks and Recreation accounts for brochures. y , � � , Another area where an inerease is identified is the salaries for the Parks and Recreation Committee. It has increased from 53,500 to 510,000. This increase is due to the increased number of ineetings. We had be�n paying for only the general monthly mee#ing. With the payment now scheduled for all meetings at 535.00 each this increase is needed in funding. j y 1994 COMMUNITY CENTER BUDGET Statement of Work The Comrnunity Center Manager officially started working for the City on June 2, 1993. Budget preparation was an immediate task, beginning with researching staff organizations, budget, and scheduling of other ice arenas in the area. Another area that received immediate attention was determining the guidelines which the Community Center Department and the Park & Recreation Department will serve under in the same facility. A key component in the development of a 1994 budget recommendation will be the development of an agreement with the National Guard regarding the operation of the facility. Will we share cleaning costs? Will we share groundskeeping and snow removal costs? Will we contract for these services or manage it-in house? An agreement with Rosemaunt High School is another unanswered piece of the puzzle. It is difficult to recommend a budget for 1994 without resolving these issues. This report wi!! address some o# these issues and give the reader a feel for where the Community Center budget stands at tMis point in time. It appears the Community Center will not require a subsidy from the generat fund for 1994. The Community Center Manager has visited five ice arenas including Brooklyn Park, Bumsville, Apple Valley, Wacota, and Cottage Grove. While each ice arena appeared unique in itself, some patterns emerged with all. There is a definite need to have a supervisor present in the arena at all times. The Maintenance Technician for the arena should have a strong background and proven track record in ice maintenance. The part-time arena staff should be crass trained to combine duties when need be such as concessions, tickets, ice guard, and cleaning. Each arena seemed to differ regarding concessions, vending, and scheduling, -Brooklyn Park Community Center was most like ours in that both facilities feature ice, banquet facilities, gymnasium, and armory. After careful study of these_arenas, a:�entative staff organization for the Rosemount Center has been developed. A tentative plan has been developed regarding the relationship between the Community Center Department and the Parks & Recreation Department. This plan is outlined below: 1 . The Community Center budget is an enterprise fund in nature, supported by revenues from facility rental fees which offset operational costs and debt service. 2. The underlining principle of the fee structure is A fee shall be charged for use of all facilities within the Community Center And National Guard Armory which are owned and/oY scheduled by the City. 3. The Community Center Department will oversee all schedu{ing of the Center. The Park & Recreation Department shall request use of the facility through a central scheduling system and receive a facility use permit. The Community Center Manager will approve all facility use permits. � - , � 1994 COMMUNITY CENTER BUDGET - Page 2 4. The Park & Recreation Department will administer all programs within the Center. Fees and expenditures of programs will be charged to the parks & recreation budget. Examples of programs are: aerobic classes, gymnastic classes,volleybatl leagues &tournaments, basketball leagues & tournaments, afterschool programs, creative preschool classes, babysitting ctinics, youth fitness classes, senior trips, bridge, figure skating lessons. 5, The Community Center Department will administer all facility open time and events. Examples of open time and events are: open skating, open hockey, open gym, open fitness room, open rollerblading, banquets, theatrical, hockey & ringette tournaments, hockey & ringette clinics and camps, arena shows, conferences, meetings, and gatherings. 6. The Park & Recreation Department will be charged for use of the facility. Facility usage fees will be based on a yet to be determined percentage of the total fee collected by each program. An exception to this guideline is the use of ice, of which the going rate would be charged. Since both departments will share common space, costs related to snow removal, groundskeeping, and office & computer maintenance could be used to offset the park department's fee for facility use. Agreements with the National Guard are in process at this time. Areas to negotiate inciude scheduling, grounds maintenance & snow removal costs, cleaning costs, and other iterns which fall under commonality between the Community Cer�ter and the Armory. Agreements with the Schoof District regarding scheduling and the sharing _ of equipment are in process at this time also, - " Until these �tems can be completed, a final budget cannot be completed. Since the � v Community Center will operate as an enterprise #und and require no subsidy, no effect on the general tax levy is foreseen. Development of this budget will therefore take place in the normal timeline as other enterprise funds which are approved by the City Councii in December.