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HomeMy WebLinkAboutItem 05      A B Augu   Pot udg ust       tent get 2       t 25, tial 2015 5, 20   5 0144  1   TABLE OF CONTENTS                             Page    A. Budget Overview            3 ‐ 7    B. Budget Adjustment (since 8‐11‐2014)       8 ‐ 10    C. Response to August 11 questions                   11 ‐ 51    D. New personnel                    52 ‐ 79    E. Tax levy prioritized                     80 ‐ 81    F. Future Agenda items               82       2     M e To:  From:    Date:  Subject:    It’s impo considere but also  months  foundatio the budg and prog the next  As such,  The two platform services,  Our com continue business business  tax base responsiv the reco current a The follo Council d      e mor Mayo Denni Allyn  Augus Budge ortant the b ed by the Ci the long ter and years  on from whi geting proce grams and so several year staff is rec o‐year staffi  from which programing mmunity is g e to grow o es to the c owners app e, but also r ve services.  mmendatio and on‐going owing docum during the A   r and or and Counc is Feller, Fina Kuennen, Int st 25, 2014  et Overview  budget, tax  ty Council, t rm vision for that will re ich to respo ss and assoc often the fin rs requiring g ommending ng plan an h we seek to g, quick and  gradually se out of the G community,  preciate and requires an   We have so ns containe g growth wh mentation a ugust 11th w d u m cil  ance Directo terim City Ad levy and f take into con r our commu equire the  nd.  If the Ci ciated tax le nancial impa gradual incr g a multi‐ye d five‐year  o build that responsive c eeing and e Great Reces attracted  d expect.  Th increase in ome very un d within th hile developi ddresses th work session m r  dministrator five‐year ca nsideration n unity.   Ther City to hav ity Council ta vy it will he act on the p eases in rev ar approach capital imp t foundation customer se xperiencing ssion.  This  by the very his new grow n our capac nique oppor e Five Year  ng a fiscally  e comment while discus r  pital improv not only nea re will be ma ve a strong akes a meas lp avoid sud ublic as the  venue.   h in order t provement  n to maintai rvice, and ov improved new growt y qualities  wth provides city to conti rtunities this r Financial P responsible ts and quest ssing the 20 Cit Finance vement pla ar term issue any challeng g operation sured multi‐y dden change City continu o establish  plan are e n and impro verall financ economic c th brings fa that existin s the benefi inue to pro s year to imp Projections t e budget.  tions receive 15 Potential ty of Lakev e Departm n, that is t es and outco ges in the co nal and fina year approa es to City ser ues to grow that founda xamples of  ove efficient cial integrity conditions a amilies, jobs ng residents t of an incre vide quality plement ma to accommo ed from the l Budget.  ville ment to be  omes,  oming  ancial  ach to  rvices  w over  ation.   that  t City  .  as we  s and  s and  eased  y and  ny of  odate  e City  3 4      OPERATIONS  Residents indicated in the community survey they consider existing services such police, fire,  streets and parks to be a high priority and the community is receiving good value for those  services. Staff recommends the City Council adopt a budget and tax levy which achieves the  following objectives:   Maintain current service levels    Provide resources to serve the new residential and commercial growth  In addition to addressing current resident issues and aging infrastructure, the new residential  and commercial growth results in additional roads, calls for police service, issuance of building  permit, and other services.   In order to maintain current service levels especially with the  increased work volume related to new residential growth the potential budget provides  additional resources and for new staff positions to be added over a two‐year period.    Dept.Position Date Police Patrol  Officer 01/01/15 Inspections Senior Building Inspector 04/01/15 Parks  Maintenance  II 04/01/15 Fire Asst Chief and duty crews 05/01/15 Human Res. Administrative Asst 05/01/15 Finance Senior Accountant 06/01/15 Streets Maintenance II 09/01/15 Planning Code  enforcement 05/01/16 Police Patrol  Officer 08/01/16   As discussed at the August 11th work session, the budget seeks first to identify non‐tax  revenues to finance services such as those of the newly created Operations and Maintenance  Engineering Department.   In the coming months, the City Council will be reviewing all relevant  fee structures to determine which if any should be adjusted.  The staff will also present options  of potential new revenue sources.  In order to provide the financial resources to finance the objectives as discussed above, staff  recommends the Council consider a tax levy at priority level 57 as shown on pages 80 to 81.     The tax levy therefore would be $25,442,848 which is a $1,211,961 increase for operations.    Tax Levy Tax increase due to operations 1,211,961$     % increase over prior year tax  levy, net of  new growth 2.7% Median Value  Home Tax Levy increase on a median value home ($249,200)37$                   The potential $25,442,848 tax levy does not include:  o Any new services such as Urban Reserve study, mowing county boulevards, Kenrick  Avenue round‐about landscaping, community survey, or Highview Heights rink  improvements.    o Park Improvement Fund – facility enhancements ($117,000) such as the Antlers and  Aronson Park facilities.       o Facility Attendant for the Heritage Center / Arts Center.   The Park and Recreation  Director will be submitting a Departmental Business Plan in the near future.   Decisions  related to the new position are deferred until the Council accepts the Business Plan.    STREET RECONSTRUCTION  The largest increase in the potential tax levy is for street reconstruction.   The city share of cost  the 2014 street reconstruction project will result in a $480,165 increase for the coming year.  Tax Levy Tax increase due to street reconstruction 480,165$        % increase over prior year tax  levy, net of  new growth 1.1% Median Value  Home Tax Levy increase on a median value home ($249,200)15$                     INFRASTRUCTURE MAINTENANCE  During the “Great Recession”, the City deferred infrastructure maintenance or financed the  maintenance with one time revenues.   The Five‐Year Financial Projection Report recommended  reliable and consistent revenue sources to be identified and dedicated to long term  5   infrastructure maintenance.   The report also stated that tax levies be implemented with  graduated increases over a period of time.  Staff therefore recommends the Council consider the following tax increases to commence the  process of establish a financial structure for the future.  Parks  ‐ Improvement Fund 233,175$        Equipment acquistions  and replacements 76,000            Facilities  (Police, City Hall, Fire Stations, etc.) 47,600            General  Fund ‐ Parks 39,326            Trails 33,000            Pavement Management 13,800                 Total increase for infrastructure 442,901          Less: reduction in debt for parks (350,175)              Net increase in taxes  for infrastructure 92,726$            Tax Levy Tax increase due to infrastructure maintenance 92,726$          % increase over prior year tax  levy 0.2% Median Value  Home Tax Levy increase on a median value home ($249,200)3$                         TAX LEVY OVERALL  The staff is proposing a total 2015 tax levy of $25,442,848 which is a $1,784,852 increase for  the coming year.  Total Proposed Tax  Levy 25,442,848$        Adjust Increase compared to prior year Increase Unadjust. for Growth Operations 1,211,961$         5.1% 2.7% Street Reconstruction 480,165               2.0% 1.1% Infrastructure 92,726                 0.4% 0.2%       Total  increase 1,784,852$         7.5% 4.0%   6   The median value home in 2015 ($249,200) increased in value by 8.3% over the prior year.   The  net tax impact on the median value home is as follows:  2015 Estimated City property taxes 922 2014 City property taxes 867      Total Increase in City taxes 55$        Increase due  to: Street reconstruction 37 Operations 15 Infrastructure 3      Total Increase in City taxes 55$            At the August 25th City Council work session, we will be referencing not only this document, but  the 2015 Potential Budget document presented at the August 11th work session.    Staff looks forward to obtaining further direction and guidance from the City Council in the  development of the 2015 budget.     7   B.    Changes since August 11, 2014    OPERATIONS  A. Contingency reinstated        $105,000  The General Fund contingency is reinstated as per Council directive at the August 11 work  session.  Financial Source:   Potential Property tax increase (2015) – $105,000    B. Finance – OPEN.GOV software: deleted      ($9,500)  The OPEN.GOV software is deleted from Potential Property Tax increases as directed by the  City Council at the August 11 work session.  Financial Source:   Potential Property tax decrease (2015) – ($9,500)      C. Recreation software – increased cost      $ 9,453    Increased cost of the software based on actual bids received.   The total cost of the software  investment is $24,480.  As a result of the new software implementation, operating costs are  anticipated to decrease by $17,864 per year commencing in 2016; the return on investment  is therefore a very favorable 2.6 years.  Financial Source:   Potential Property tax increase (2015) – $9,453    D. Residential Community Survey           $20,000    The potential Communications Fund budget provided $20,000 for financing the bi‐annual  residential community survey.   Staff is recommending financing from the General Fund  rather than the Communications Fund.   Based on comments received at the August 11  work session, the survey will be considered a low priority.       Accordingly, the transfer from the Communications Fund to the General Fund is increased  by $20,000; as a potential revenue source, the transfer is considered a high priority.  Financial Source:   Communication Fund (franchise fee)     8     E. Fire Relief – Municipal Contribution  reduction     ( $60,000)    Consistent with prior years, the potential budget provided $60,000 for the City share of Fire  Relief pension financing.   The 2013 Legislature increased State Aid financing by more than  $100,000 per year.  The Fire Relief pension fund has an asset to liability ratio of more than  1.24.   Due to the increased State financing and the Fire Relief Fund solvency, the City  contribution could therefore be reduced by $60,000.  Financial Source:   Property tax reduction (2015) – ($ 60,000)    EQUIPMENT  F. Deep tine aerator         $ 24,832    The 2015 – 2019 Equipment Fund Capital Improvement Plan provided for acquisition of a  Deep Tine Aerator in 2016; staff is recommending purchasing the equipment in 2015 rather  than 2016.   The aerator is used accelerate the department efficiencies by improving the  quality of the turf and staff productivity.  The equipment relieves compaction, improves  drainage and turf quality.    Financial Source:   The five year plan takes into consideration the equipment acquisitions;  therefore, there is no change in the equipment financing.    PAVEMENT MANAGEMENT  G. Management Support (Engineering) and Other –delete    ($68,850)  Pavement management support (engineering services) to be performed by newly created  operations and maintenance engineering department.  Financial Source:   Potential Property tax reduction (2015) – ($ 68,850)     BUILDING FUND  H. Fire Station #4 – Heating system       $4,225  Cost increase based on actual bids received and approved by Council on August 18.  9   Financial Source:   The potential 2015 – 2019 Building Fund Capital Improvement Plan  provided a combination of one‐time revenues and an annual $47,600 increase in property  taxes over the five year period.   The $4,225 increase in fire station #4 cost has no significant  impact on long term Building Fund financing.    I. Heritage Center Skylight  The City Council, at its August 18 meeting, tabled award of contract for the Heritage Center  Skylight.  The City Council also directed staff to explore other options in lieu of replacing the  skylight.   Inspect will provide a preliminary overview of the options at a future meeting.      PARK IMPROVEMENT FUND  J. Community Survey – Parks        $ 15,000      The City Council has discussed the possibility of a Parks Referendum in future years.  Staff is  recommending a community survey to assist in providing guidance of the scope of the  improvements to be financed by the referendum.   Even if the referendum does not  proceed in an expeditious manner, the survey could provide insights on prioritizing park  improvements.     Financial Source:   No change in financing.   Park projects may need to be reprioritized to  accommodate the survey.    K. Facility Enhancements  The potential 2015 – 2019 Park Improvement Fund Capital Improvement Plan provided for  facility enhancements and replacements including upgrades to Aronson Park building  ($140,000 – 2017) and replacement of the Antlers Park building ($325,000 – 2018).  These  are two potential improvements that could be financed by referendum.   If the Council is  committed to pursuing these two projects in the referendum, the potential tax levy increase  could be reduced by $117,000.   Conversely, financing with debt increases project costs with  interest expense.   If approved, the park improvement projects will need to be reprioritized.      10     C.  Response to August 11, 2014 Council Work Session Questions.    The City Council, at their August 11 meeting, requested staff to respond to the following  questions.   Responses are shown on the pages that follow.    a) How does Lakeville per capita spending – for Operations – compare with Other Cities.    b) Fund balance    c) Fees collected from services provided by volunteers    d) Police – analysis of issues related to traffic unit    e) Police – Revenues – False Alarm Fees    f) Economic Development   i. Commercial‐Industrial market study  ii. Positioned to Thrive report    g) Parks  i. Referendum process   ii. Maintenance records on LOA  iii. Maintenance use of volunteers  iv. Rinks memorandum (issues related to Highview Hts. Park)  v. Demographic information (relating to Playgrounds)    h) Zoning Enforcement Technician           11   a) H O   According current e communi http://www S S B Inve W How does L Other Citie g to the Min expenditures ities.  To find w.auditor.state.m $0 Minneapolis Saint Paul Duluth Ramsey Bloomington Saint Louis Park Rochester South Saint Paul Richfield Brooklyn Park Brooklyn Center Golden Valley Champlin Moorhead Hastings Eden Prairie New Brighton Owatonna Edina Saint Cloud Elk River Shoreview Faribault r Grove Heights Roseville Fridley Winona Austin Minnetonka Chaska Crystal Mankato Maple Grove Northfield Shakopee Plymouth Burnsville New Hope Coon Rapids Chanhassen Maplewood Eagan Rosemount Apple Valley Cottage Grove Oakdale Prior Lake Farmington Lino Lakes Savage Blaine Woodbury Andover Lakeville White Bear Lake Lakeville p s.  nnesota State  in the Twin d out how Lak mn.us/Search/Ci $200 $ per capita s e Auditor’s O n Cities metr keville comp tySearch.aspx. $400 $600 spending – Office, Lakev ro area ranki ares with oth $800 $1, – for Opera ville is ranked ing 54th out  her cities, go ,000 $1,200 ations – co d the 2nd low of the 55 la o to:   $1,400 $1,6 ompare wi west in per c argest metro 00 $1,800 ith  capita  o area  12     b) Fund balance  The Fund Balance Policy states “The City will endeavor to maintain an unrestricted (committed,  assigned and unassigned) fund balance in the General Fund of an amount not less than 40% and  not greater than 50% of the next year’s budgeted expenditures of the General Fund.”  The City  has been within the 40‐50% for the better part of the last six years.    Revenues tend to exceed estimates primarily as a result of development related activities (i.e.  building permits and engineering fees) during periods of strong economic growth; conversely,  revenues fall below estimate during economic recessions.   Expenditure deviations are primarily  related to unusual weather conditions and unanticipated staff resignations/retirements.      0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Actual Expenditures as % of Fund Balance  (1,500,000)  (500,000)  500,000  1,500,000  2,500,000  3,500,000 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Actual to Budget Revenues Expenses 13     c) Fees collected from services provided by volunteers    The Lakeville Police Reserves are sometimes assigned to non‐City events.  The Police  Department staff is recommending charging a fee ($25/hour) to offset the costs  incurred by the City such as uniforms, recruitment, supervision and other costs.      The question is whether or not there is an issue with the City receiving a fee for services  provided by volunteers.  According to the City attorney there are no legal issues with the  City receiving fees for services provided by volunteers.     14   M e To: From: Date: Subject: I was as enforcem utilize th memo. In the pa enforcem focused receive neighbo Our hope in Janua areas” as I do not solution. equipme I would p issues. Th well in ad The syste on comp enforcem emergen manner o e mor Mayo Interim Jeff Lo April 1 Traffi ked at the ment unit. I he resources ast, the Lake ment. That around the tend to ce rhoods, run e is to; again ry or Februa s time allows t see addin . The costs ent and anot propose tha his is a meth ddressing m em would w plaints. Duri ment. They ncy situation other than “   r and r and City C m City Adm ong, Police C 14, 2014 c Enforcem August 11t n this same we have. I h eville Police D officer wou e morning a nter around ning stop si n, dedicate o ary of 2015 s. ng a full-tim s of adding ther car. Thi at we use cu hod that wa multiple com work by pos ing that tim do not ans n. This allo “as available d u m ouncil inistrator Chief ent Unit th City Coun e meeting w have addres Department uld handle a and evening d rush hou gns and driv one officer t . Currently, me officer, g an office s would be urrent office as used whi mplaint areas sting specifi me, their sole swer other ows the po e” to do so. m ncil work se we were aske ssed those is t has tried to as many “c g rush hour urs when p ving in a dis to traffic enf we are aski dedicated t r for this d the easiest s ers, on an ov le I was the s. c hours tha e responsib police calls lice departm ession to ex ed to contin ssues, as it re o dedicate o complaint” a rs. The majo people are stracted fash forcement a ng our offic to traffic en detail woul solution, bu vertime bas Chief of Po t officers wo bility is cond s, unless th ment to tru Cit Police xplore the c nue to find elates to a t one full-time areas as po ority of com speeding, hion. after we beco cers to work nforcement ld include ut not the m sis, to addre olice in Edina ould sign u ducting high ey are very uly address ty of Lakev e Departm costs of a t efficient wa raffic unit, in e officer to t ossible, prim mplaints tha cutting thro ome fully st k our “comp , as a pala salary, ben ost econom ss specific t a. It worked p to work b h visibility t y near an a complaints ville ment traffic ays to n this traffic marily at we ough affed plaint table nefits, mical. traffic d very based traffic active s in a 15   The goal of this program is to remain efficient and not increase our costs significantly, yet address an important community issue. In an attempt to help cities recoup their costs for traffic enforcement, Minnesota State Statute dictates that the city receives two-thirds of the “base fine” from each citation and 100% of parking violation fines. However, that is a bit deceiving. For example, when we issue a citation for 11-14 MPH over the speed limit, the ticket is $130.00. The base fine of the $130.00 is actually $50.00. The additional $80.00 is a general surcharge and Law Library fee. In the end, the city will receive roughly $33.30 for each speeding citation we write, which is two-thirds of the base fine. Continuing with the above example, an officer with 10 years of experience earns $54.48 an hour while on overtime. In order to cover the officer’s salary, and not increase costs to the city, two citations an hour would cover that salary. Of course, quotas are illegal and no set number of citations would be mandated. However, by performance standards, an officer working traffic enforcement would be expected to stop at least 3 cars an hour. With all of that said, Dakota County Communications Center (DCC) charges us approximately $28.00 per incident. Thus, for each traffic stop made, we increase our calls with DCC, which drives up our member fee in future years. While I was in my former agency we did not have these exorbitant dispatch costs. Thus, the traffic unit literally paid for itself. I do believe the same will occur here in Lakeville. However, in full disclosure, I wanted to point out a potential increase in DCC costs due to an increase in CAD incidents with a dedicated traffic unit. Finally, my proposal would include a first year suggestion of $20,000.00 dollars. Based on the officers salary listed above, and knowing some would be higher and some would be lower, the first year cost would allow us 367 hours of traffic enforcement. Although splitting those hours into 12 months would average 30 ½ hours a month, the majority of our hours would be in the months of March – November when the roads are clear and safe. That would allow closer to 40 hours a month of straight traffic enforcement. If we blended our dedicated full-time traffic unit with this new supplemental traffic unit I am certain we would be in a very strong position to tackle many traffic issues. I believe that this memo outlines how we can increase traffic enforcement without increasing costs to the city. For historical purposes, I have attached our traffic fine revenue dating back to 2008. I look forward to discussing this further during the budget process. 16   Traffic Fine Revenue COURT FINES 2008 2009 2010 2011 2012 2013 2014 2014 2015 Actual Actual Actual Actual ACTUAL ACTUAL BUDGET Es tim ate Estimate 4702 Court Fines Administration January 25,186 22,840 22,500 22,118 20,660 21,593 17,786 16,189 21,389 February 23,672 26,940 27,332 23,464 23,375 23,375 21,593 22,037 23,420 March 21,229 31,370 31,084 31,430 22,774 23,577 23,376 17,149 27,102 April 24,390 28,578 26,437 20,347 23,423 18,397 23,577 17,149 21,885 May 19,705 21,305 23,975 24,736 28,200 17,592 23,667 17,149 26,468 June 22,429 20,037 22,432 24,829 20,213 17,431 23,756 17,149 22,521 July 23,979 26,100 26,232 21,157 23,578 15,316 20,243 17,149 22,368 August 22,453 23,677 27,225 31,676 34,737 17,633 30,307 17,149 33,207 September 20,462 25,508 22,383 27,250 21,957 15,365 26,072 17,149 24,604 October 20,628 22,188 21,854 26,097 24,539 17,452 24,969 17,149 25,318 November 16,948 23,579 23,200 22,226 20,636 15,457 21,265 17,149 21,431 December 23,431 25,291 20,842 18,792 17,787 16,347 17,979 17,149 18,290 Total Court Fines 264,512 297,413 295,496 294,122 281,879 219,535 274,590 209,716 288,001 17     M e To: From: Date: Subject: At our Au false alar It was do Our emp suggeste possible. One issue is the rep are also a On a nati Lakeville, to remain that an a very little I have at responde residenti difficult t the fourt The next second a  If w  If re Finally, fo Again, th people a e mor Mayo Jeff Lo Augus Alarm ugust 11 City m responses ocumented a ployees take ed that we lo e that is prob petitive resp a detractor in ional level, st , a brief revie n viable in a alarm billing e incentive to tached three ed to from 2 al and busin to predict th h quarter. two charts larm. One ch f we added a would be app f we did not esidential ala ollowing the he goal is to busing the r   r and r and City C ong, Police C st 18, 2014 m Reduction y Council wo s in the City o at this work great pride ook for “effic blematic, tak onse to false n serving the tudies show ew of data sh any service i structure w o reduce fals e charts to t 2011 – July ess alarms. T e number of show the pr hart show res a $35 fee to f proximately $ bill until the arms and $2, attached ch make sure a esponse pro d u m ouncil Chief n ork session, I of Lakeville. session that in accompli ciencies” that kes up signifi e alarms. Alt e public as th that alarms hows a const ndustry, if 9 will reduce fa se alarms. this memo. T 2014. That c The results d f second and rojected pay sidences and first and seco $14,000 a ye e second fals ,000 from fal harts, I have l larm owners otocol of poli m was asked t t the City of shing our ta t allow us to icant amoun though they hey pull offic are “false”, b tant false ala 9% of the ca alse alarm re The first cha chart also in document th d third alarm ments collec d the other s ond false ala ear. e alarm, we se business isted the ala s are being r ice departme to further “la f Lakeville pr asks with the o do our jobs nts of an offic y may serve a cers away fro between 94 a arm rate of 9 alls were no esponses. Cu art shows the ncludes the at residentia ms in 2014 be cted if we ch shows busine rms for resid would recap alarms. arm response responsible a ents. Cit Police ayout” our pr rides itself o e resources g s in the mos cer’s time, an as a deterren om legitimate and 99 perce 99 percent. It ot real. Natio urrently, in L e number o number of s al alarms are ecause the m harged on th esses. The re dential and b pture about e protocols f and to reduc ty of Lakev e Departm rogram to re on running “l given. It was t resourcefu nd is not effic nt for crime, e crime calls ent of the tim t would be t onal studies Lakeville, the f alarms we second and trending up majority com he first alarm esults are: business, the $1,000 from from other ci ce the numb ville ment educe lean”. s also ul way cient, , they . me. In tough show ere is have third p. It is mes in m and e total m false ities. ber of 18   YEAR  Total # of   Residential  Alarms  Residential  Second  Alarms  Residential  third  alarms or  more  Total # of  Business  Alarms  Second  Business  Alarms  Business  third alarms  or more  Total alarm  responses for  Residential and  Business  2011 192 31 12 245 55 61 437  2012 185 23 9 273 62 82 458  2013 219 31 17 305 64 97 524  2014 YTD 160 21 8 140 50 26 300  Projected  2014  274 36 14 240 86 45 514    870 121 52 1063 267 265 1933       Revenue if there were  a  $35 charge on fist  residential alarm  Revenue if there were a $35 charge  only second residential alarms  Increased revenue if we had  billed $35 for first and second  residential alarms  2011 149 = $5,215 31 = $1,085 $6,300  2012 153 = $5,355 23 = $805 $6,160  2013 171 = $5,985 31 = $1,085 $7,070  Projected  2014 224  = $7,840 36 = $1,260 $9,100     Revenue if there were  a  $35 charge on first  business alarm  Revenue if there were a $35 charge  only second business alarms  Increased revenue if we had  billed $35 for first and second  business alarms  2011 129 = $4,515 55 = $1,925 $6,440  2012 129 = $4,515 62 = $2,170 $6,685  2013 144 = $5,040 64 = $2,240 $7,280  Projected  2014 109 = $3,815 86 = $3,010 $6,825    19   Police  Department  Residential Alarm  Fees Residential Additional Fees  Burnsville 1st thru 3rd call = FREE 4th plus calls = $150 per call  Eagan 1st thru 3rd call = FREE 4th plus calls = $100 per call  Apple Valley 1st thru 3rd call = FREE 4th plus calls = $120 per call  Blaine 1st thru 3rd call = FREE 4th thru 6 = $75 per call, add'l increase by $50 for each call  Lino Lakes 1st thru 3rd call = FREE 4th thru 10 = $52.50, 11 plus $105 per call  Maple Grove No charge  Plymouth 1st and 2nd call = FREE 3rd plus calls = $50 per call  Bloomington ** 1st and 2nd call = FREE 3rd call = $125, add'l increase by $50 for each call  **Police response will be suspended after 4 FALSE RESIDENTIAL alarms per calendar year  Lakeville 1st thru 3rd call = FREE 4th = $50 per call, 5th = $100, 6th & subsequent = $150 each       20     M e To: From: Date: Subject: ________ The app Priority N Strategic markets The Strat However commen While th for work Specialis Septemb analysis analysis a As a res 2015 Bud the Budg   e mor Mayo Inter David Augu Strate __________ proved 2014 No. 1 the cre c Initiative u with a speci tegic Work P r, when E ncement of t is item was k to comme st Rick Howd ber. Staff w and determ and if so, wi ult, the pro dget Reque get Summar   r and or and City C im City Adm d L. Olson, C st 19, 2014  egic Plan Go ___________ 4-2016 Strat eation of Hig under this p ial emphasis Program ori Economic D this market a included in nce on this den in late will be work mine wheth ll be attemp posed budg est in the Ec ry. d u m Council, ministrator Community oal for a Tar __________ tegic Plan f gh Skill and priority is to s on higher ginally antic Developme analysis was the propos analysis in July, it is an king with th er an outsi pting to secu get request conomic Dev Comm m and Econom rget Market ___________ for Econom High Wage o conduct a education. cipated beg nt Speciali s delayed. sed 2015 Bu 2014. With nticipated th he EDC to b de consulta ure any nece for this ite velopment munity & Ec mic Develop Study __________ mic Develop jobs (see at a market an ginning work ist Adam udget, it is th h the hiring hat work wi better defin ant will be essary grant em ($50,000 Fund budg Cit conomic D pment Direc ___________ pment has ttached.) Th nalysis to d k on this stu Kienberger he goal of s of Econom ill begin on ne the scop necessary t t funding. 0) can be re get describe ty of Lakev Developm ctor __________ as the Stra he first appr determine ta udy this sum r left in taff and the mic Developm this initiati pe of the m to complete moved from d on page ville ment _____ ategic roved arget mmer. May, e EDC ment ve in arket e the m the 23 of 21       Strategic  Priority  High Skill, H Wage Jobs        Infrastructu Leverage  Opportunit       Business  Retention a Expansion      Incentives a Tools to Ach Success      Enhancing a Business Cli High Densit Housing  Economi Key  Indi High High  ure to  ies  Infras Coun and  Existi Existi Existi and  hieve  New  devel a Pro‐ imate  RE De Existi ty Hous C/I zo ic Develo Outcome  cator (KOI)  quality jobs  structure  ty support  ng businesses  ng businesses  ng businesses  business  lopment  evelopers  ng businesses  ing  oned districts  pment Co Measur New jobs  $60k  Develope Cost shari Square fo of expans Employme growth   Retention Leveraged investmen Satisfactio city proce Business  environm Sites regu high dens C/I district hsg allowe ommissio re Targ   over 200 b 12/31 r need 95% o capac mech meet  ing Count share time otage  ions  500k 1/1/1 ent 300 jo 1/1/1 n  90 %  non‐r busin d  nt  3 new via to btwn  on w/  esses  90% s surve ent  90% g opera locate ided for  ity  12 sca btwn  12/31 ts with  ed  All C/ chang hsg by on Strateg get  btwn 1/1/14‐ 1/16  of time‐ has  city and  hanisms to   needs  ty supports &  es cost 90% of  sq. ft. added  14 – 12/31/16  obs added  14 – 12/31/16  of existing  retail  nesses retained  w businesses  ools/leverage  1/14‐12/16  satisfied‐ ey  good place to  ate, expand,  e  attered sites  1/1/14‐ 1/16  /I zones  ged to permit  y 12/31/16  gic Plan 2 Strategic In a) Conduct mkt mkts.‐ specia b) Develop stra business par job creation  c) Correlate inc skill/high wa strategy  a) Develop deta meet develo b) Explore infra c) Analyze prov partnership/ d) Initiate and p discussions     a) Expand/enha program  b) Analyze expa business con c) Evaluate city requirement opportunitie a) Expand mark alignment w/ current incen b) Establish EDC incentive po priority locat a) Continue and contractors,  b) Develop a co process”  do c) Conduct a pr and statistica every 3 years d) Create “inter market/com internally  a) Adopt city “h b) Develop an e housing strat c) Determine C demand  d) Create a plan housing opti 2014‐2016 itiatives  t. analysis to dete al emphasis ‐ high ategy to leverage  tners, vendors, a centive packages  ge jobs with over ailed infrastructu per needs  astructure financi vider‐city  /relationship opp participate in city ance the busines anded methods f ntacts  y business expans ts for streamlining es  keting strategy to /Lakeville succes ntive policies  C/City Council co licies, assumption tions  d enhance survey developers, and  oncise “developm cument   rofessionally adm ally valid busines s  rnal brand champ municate Lakevil housing goals”  economic develop tegy  C/I high‐density ho n to address expa ons in C/I zoning  6  ermine target  her ed.  existing  lliances for  for high  rall incentive  ure plans to  ing methods  ortunities  y‐county  s outreach  for increased  sion  g  o ensure  s factors and  nsensus on  ns, ROI,  ys of  businesses  ment review  ministered  s survey  pions” to  lle’s benefits  pment  ousing  anded  districts  22       f) Economic Development   ii. Positioned to Thrive status report.  The Economic Development Director will provide a status report on the Position to  Thrive project at a future date.         23     Me To: M In From: B D Date: A Re: P Process Planning resource substant interactio The follo  P  P e m o Mayor and Co nterim City A rett Altergo Dennis Feller August 21, 20 Parks Refere g and impl es and invol tial amount ons. The ref owing is a ge arks Plan Up o Counc ublic Involv o Staff i o Counc o Recru o Comm    o Identi o Comm o Identi o Subst o Identi o ran ouncil Administrato ott, Parks and r, Finance Di 014 endum  ementation lves signific t of staff t ferendum d eneral overv pdate cil approval vement / Ide dentificatio cil approval itment and munity invol Athletic as Neighborh Communi ification of n munity Surve ification of P tantive need ification of P (Park Ded n dum or d Recreation irector n of a Park ant commu ime to res developmen view of the p entification o n of referen of process a appointme lvement - fo ssociations hoods ity Organiza needs. ey Probable Ca ds Probable Fin ication, gran m n Director ks Referend unity involve earch infor t and appro process. of needs (3- dum resour and resourc nt of Parks I orums ations/group pital and Ma nancial Reso nts, commu dum requir ement. The rmation, att oval process -18 months) rce requirem ce commitm mprovemen ps aintenance ources nity, proper City res an inve e process w tend meeti s can take f ) ments ments nt Initiative Costs rty taxes) y of Lakev estment of ill also requ ings and p from 1 – 3 y Committee ville staff uire a public years. 24      Referendum Development (2 – 9 months) o Park Improvement Initiative Committee Report of Findings and Recommendations o Parks Recreation and Natural Resource Committee o Council Approval of Referendum structure.  Information Distribution (3 – 9 months) o Web-site development o Community forums  Athletic associations  Neighborhoods  Community Organizations/groups  Referendum Voting Implementation – if approved If the referendum is approved, implementation will take 1-3 years depending on the scope of work. The following is an overview of the implementation process.  Develop Park Improvement - Implementation Team  Develop plans and specifications  Obtain bids  Award Contracts  Issuance of Debt  Construction / acquisition phase Property Taxes. The first property tax levy will be collected the year following issuance of debt. In other words, the first tax levy will be in 2017 or thereafter depending on the length of time required for the referendum approval process. Municipal tax levies approved by referendum are levied based on Market Value – not tax capacity value. For reference purposes only, the estimated tax impact on a median value home ($240,000) is $3 to $5 for every $1 million of debt depending on timing, structure, interest rates and other factors.   25     M e To: From: Copy: Date: Subject: At the Au replacem for the u MAINTE The LOA a summa April 201 Repairs/ D-rings Spindles Screw/na Child sw Chain-wa Bench Broken B Chain lad Tire ladd Chain on Tire bridg Chain on e mor Mayo Interi Brett A John H Mark K Augus Maint ugust 11th C ment of the nit. NANCE AN is inspected ary of the m 11 through A /Replaceme ail issues ing alk Boards dder der n chain ladd ge n swing   r and r and City Co m City Admi Altergott, Pa Hennen, Par Kruse, Parks st 15, 2014 tenance Reco City Council Land of Am D REPAIRS d once each maintenance August 8th 2 ents er d u m ouncil inistrator arks & Recre k Maintenan Supervisor ords for Land Work Sessio mazement (L h week from e records for 014: m eation Direct nce & Operat d of Amazem on, City staff LOA) play st approximat r the structu No. of Occu 25 4 4 3 3 3 3 2 2 2 1 1 tor tions Mgr. ment ff, Mayor and tructure and tely April – S ure that hav urrences Cit Parks d City Coun d the maint September. ve occurred ty of Lakev & Recrea cil discussed enance req The follow at the LOA ville tion d the uired ing is from 26     Wooden truck 1 Belt swing 1 D e c k i n g 1 Clatter bridge 1 Chain connectors on tire swing 1 There also have been a number of occasions during this time period where staff will receive a call from a user indicating there is an item that is in need of repair. These repairs will be made that day or the next after receiving the call. These repairs are not on this list. ASSESSMENT In March of 2013, a representative from Leathers & Associates completed an assessment of the LOA. The following is a portion of the assessment from the report regarding observations of the system: There are some safety concerns with the playground in its current condition. At a minimum, these should be addressed as soon as possible as budget allows:  The poles are pressure treated wood and in fair condition  The framing is pressure treated wood and in fair to good condition  The decking is pressure treated wood and in fair to poor shape  The hand-rails are pressure treated wood and are in fair to poor condition  The ballasters are pressure treated wood and are in fair to poor condition  The fence (post, rails & pickets) are pressure treated wood and in fair condition  The majority of the equipment is still there and in use; almost all of it require some maintenance work Staff can provide the City Council with the entire report if so desired. MAINTENANCE/REPAIRS BY VOLUNTEERS At the City Council Work Session, it was asked if volunteers could complete some of the maintenance (i.e. sanding) on the structure. A significant number of the wood structure pieces cannot be sanded or repaired but should be replaced. Attached are a few photos depicting some of the current issues on the structures such as:  Chains wearing through wood support structure  Tire cracking/deterioration  Wood structure pieces cracking/splitting  Hood tie catch points  Clatter ladder pinch points 27     28     29     30     31 3 2 3 3 3 4 3 5 3 6 3 7 3 8 3 9 4 0 4 1 4 2 4 3 4 4       v. Demographic information (relating to Playgrounds)    City staff is endeavoring to collect demographic data from the school districts.   The  school districts have not provided the information as of yet.   Staff will forward to City  Council when it becomes available.        45     M e To: From: Copy: Date: Subject: Budget As part o Zoning accomm Factors t  Since withi that t Inspe  Due budg Inspe perm  On M Zonin Enfor hours  The Z direc activ  The Z zonin e mo Allyn Denni Daryl David Gene Augus Zonin Request of the Plan Enforcemen odate efficie to Consider e 2008, whe n the Plann time, the Zo ections, and to increased geted in 20 ections and mit and deve May 5, 2014 ng Enforcem rcement se s/week. Zoning Enfo ct supervisio ities within o Zoning Enfo ng violations   rand Kuennen, In is Feller, Fina Morey, Plann d Olson, Com Abbott, Buil st 20, 2014 ng Enforceme ning Depar nt Technicia ent and effe r n the City st ning Depart oning Enfor Police depa d building p 014 for a p Planning s elopment ac the City Co ment service ervice provi orcement T on of the Pl one departm orcement Te s such as: d u m nterim City A ance Directo ning Directo mmunity and ding Official ent Technici tment budg an position ective Zonin taff person w tment resig rcement act artment staf permit and part-time Zo staff to focu tivities. ouncil appro es to the City ided by W echnician p lanning Dire ment for inc echnician po m Administrato r or d Economic an get for 2015 to full tim g Enforcem who was pe ned, and du ivities were ff. developme oning Enfor us on the in oved a prop y. The $22,0 WSB staff fo position is in ector. This creased effic osition resp or Developme 5, I request me. The re ment activitie rforming Zo ue to signif e dispersed a ent activity, rcement Te ncreased re posal from W 000 budgete or approxim n the Plann consolidate ciency. ponds to cit Cit Planning ent Director ted funding eason for m es year roun oning Enforc ficant budge amongst Pl approximat echnician to evenue gen WSB & Assoc ed amount mately five ning Depart es the Zoni izen compla ty of Lakev g Departm g to increase my request d. cement activ et constrain anning, Bui tely $22,000 o allow Bui erating bui ciates to pro provides Zo months a tment unde ng Enforcem aints concer ville ment e the is to vities nts at lding 0 was lding lding ovide oning at 16 er the ment rning 46      Long grass and weeds  Junk cars  Garbage  Outside storage  The Zoning Enforcement Technician also reviews Zoning Permit applications and plans. Zoning Permits are required for certain buildings/structures that do not require a building permit, such as:  Accessory buildings 120 s.f. or smaller  Fences  Pools  The agreement with WSB to provide Zoning Enforcement services in 2014 was on a trial basis. WSB has indicated that in 2015 the Zoning Enforcement services would need to be provided year round, which would increase the cost from $22,000 to $52,000.  A part-time City employee (no benefits) could fill the Zoning Enforcement Technician position for about half the cost (approximately $26,000); however, when City staff attempted to fill the Zoning Enforcement Technician position in this manner in 2014, no viable candidates applied.  Without additional funding to provide year round Zoning Enforcement Technician services, one of the following scenarios would occur:  Zoning Enforcement activities would once again be dispersed between Planning, Building Inspections, and possibly Police department staff taking those staff away from other vital duties of their respective departments. It should be noted that building permit and residential, commercial and industrial development activity has greatly increased the past two years, creating significant constraints for Building Inspections and Planning staff to devote time to Zoning Enforcement activities.  Zoning Enforcement services would be greatly reduced or not provided at all for part of the year. Attachments Zoning Enforcement Technician Work Log (May 12th-July 11th) Zoning Enforcement Technician Schedule for the week of August 18th 47 In s p e c t i o n s   Co m p l e t e d In s p e c t i o n  Co m p l e t e d  ‐   No   Vi o l a t i o n Re ‐In s p e c t i o n s   Co m p l e t e d 2n d  No t i c e ' s   Se n t Le t t e r s   Se n t P h o n e  Ca l l s  Pl a c e d Fe n c e   Ap p l i c a t i o n s S h e d  Ap p l i c a t i o n s F e n c e  InspectionsShed Inspections 5/ 1 2  ‐   5/ 1 6 4 0 0 0 4 1 7 1 0 0 5/ 1 9  ‐   5/ 2 3 4 1 0 0 2 2 5 1 0 0 5/ 2 6  ‐   5/ 3 0 6 0 4 0 4 10 2 0 6 1 To t a l s : 14 1 4 0 1 0 13 14 2 6 1 Ho u r s  Wo r k e d : 4 8 T o t a l  Is s u e s  Dealt  Wi t 65 In s p e c t i o n s   Co m p l e t e d In s p e c t i o n  Co m p l e t e d  ‐   No   Vi o l a t i o n Re ‐In s p e c t i o n s   Co m p l e t e d 2n d  No t i c e ' s   Se n t Le t t e r s   Se n t P h o n e  Ca l l s  Pl a c e d Fe n c e   Ap p l i c a t i o n s S h e d  Ap p l i c a t i o n s F e n c e  InspectionsShed Inspections 6/ 2  ‐   6/ 6 11 0 3 1 4 12 7 2 0 0 6/ 9  ‐   6/ 1 3 8 1 13 0 7 7 9 4 0 0 6/ 1 6  ‐   6/ 2 0 13 1 6 0 1 3 13 1 1 2 0 6/ 2 3  ‐   6/ 2 7 2 2 13 1 0 13 4 1 0 0 To t a l s : 34 4 35 2 2 4 45 21 8 2 0 Ho u r s  Wo r k e d : 6 4 T o t a l  Is s u e s  Dealt  Wi t 175 In s p e c t i o n s   Co m p l e t e d In s p e c t i o n  Co m p l e t e d  ‐   No   Vi o l a t i o n Re ‐In s p e c t i o n s   Co m p l e t e d 2n d  No t i c e ' s   Se n t Le t t e r s   Se n t P h o n e  Ca l l s  Pl a c e d Fe n c e   Ap p l i c a t i o n s S h e d  Ap p l i c a t i o n s F e n c e  InspectionsShed Inspections 6/ 3 0  ‐   7/ 4 8 3 18 0 1 17 3 0 7 2 7/ 7  ‐   7/ 1 1 6 2 6 0 3 12 8 5 0 0 7/ 1 4  ‐   7/ 1 8 10 2 6 0 3 12 8 5 0 0 7/ 2 1  ‐   7/ 2 5 7 4 3 0 8 19 3 0 5 0 7/ 2 8  ‐   8/ 1 11 0 5 0 1 1 16 2 1 4 0 To t a l s : 42 11 38 0 2 6 76 24 11 16 2 Ho u r s  Wo r k e d : 88 T o t a l  Is s u e s  Dealt  Wi t 246 In s p e c t i o n s   Co m p l e t e d In s p e c t i o n  Co m p l e t e d  ‐   No   Vi o l a t i o n Re ‐In s p e c t i o n s   Co m p l e t e d 2n d  No t i c e ' s   Se n t Le t t e r s   Se n t P h o n e  Ca l l s  Pl a c e d Fe n c e   Ap p l i c a t i o n s S h e d  Ap p l i c a t i o n s F e n c e  InspectionsShed Inspections 8/ 4  ‐   8/ 8 4 0 8 1 2 12 4 0 10 5 8/ 1 1  ‐   8/ 1 5 4 1 9 1 3 15 5 0 2 0 8/ 1 8  ‐   8/ 2 2 8/ 2 5  ‐   8/ 2 9 To t a l s : 8 1 17 2 5 27 9 0 12 5 Ho u r s  Wo r k e d : 72 T o t a l  Is s u e s  Dealt  Wi t 86 * 20 0  Ph o n e  Me s s a g e s  Ta k e n  an d  Re t u r n e d  as  of  7/ 1 1 / 1 4 Zo n i n g  En f o r c e m e n t  Te c h n i c i a n  ‐   Wo r k i n g  Lo g 6/ 3 0 / 1 4  ‐   7/ 1 6 / 1 4 6/ 1 / 1 4  ‐   6/ 2 7 / 1 4 5/ 1 2 / 1 4  ‐   5/ 3 1 / 1 4 6/ 3 0 / 1 4  ‐   7/ 1 6 / 1 4 48 M e To: From: Date: Subject: Letters Se  83  84  16  16  17  19  20 Letters W  N Inspection  63  83  84  16  16  17 e mor Daryl Eric M 18 Aug Schedu Augus ent 374 172nd Stree  Parking 406 169th Cour  Trash n  2 Mattr 6005 Joplin Av  Junk fu 6246 Franchise  Long g 7321 Galle Cou  Long g  Not me 9753 Hazel Nu  Retaini  Change 0638 Helana L  Long g Will Be Sent None ns Completed 325 161st Stree  Fence a 374 172nd Stree  Parking 406 169th Cour  Trash n  2 Mattr 6005 Joplin Av  Junk fu 6246 Franchise  Long g 7321 Galle Cou  Long g  Not me r and Morey Maass gust 2014 ule from the W st 22, 2014 et g on boulevard rt W not in container resses laying o venue urniture piled u e Avenue W grass/weeds urt grass/weeds et landscaping ut Avenue ing walls in eas ed grade of pro Lane grass/weeds et W around pool pr et g on boulevard rt W not in container resses laying o venue urniture piled u e Avenue W grass/weeds urt grass/weeds et landscaping d u m Week of Augu d, plantings aro rs out in backyard up alongside de requirements sements operty re application o d, plantings aro rs out in backyard up alongside de requirements m ust 11 – Augus ound mailbox. d etached garage on-site ound mailbox. d etached garage st 15, and for e e Cit Planning r the Week of ty of Lakev g Departm August 18– ville ment 49  19753 Hazel Nut Avenue  Retaining walls in easements  Changed grade of property  20638 Helana Lane  Long grass/weeds Re-inspections Completed  11311 178th Street W  Trash and Containers outside of home  Citation written  17024 Fairhaven Avenue  Driveway addition – violates 3 city codes  Second letter sent 8/13/14.  Third inspection scheduled for 8/25/14 Inspections Completed – No Letter  None Inspections to be completed  20404 Howland Avenue  Long grass/weeds  17321 Galle Court  Long grass/weeds and landscaping requirements  16246 Franchise Avenue W  Long grass/weeds  9857 Iteri Lane  Fence over property line as part of “landscaping easement”  20654 Helana Lane  Long grass/weeds  179th Street and Flagstaff Avenue  Long grass/weeds  19439 Hilldale Avenue  Long grass/weeds  19753 Hazel Nut Avenue  Grading issues, building retaining walls in easements, stealing dirt, trespassing. Phone Calls to Place  None Phone Calls Placed  Chris (952) 215-2459  Fence around pool question  Duane (858) 883-2070  Property inquiry from Wells Fargo  Steve (612) 310-9532  Shed question  W.T. Willet (952) 469-1397  Concern about duplex at 20404 Howland  Tim Vossen (612) 220-6656  Shed permit question  David Williams (952) 237-0674  17180 Jordan court – copula  Bill Wiggins (612) 296-1954  Shed question 50  Sgt. Jay Castinguay  11311 178th Street – Citation  Roger Johnson (206) 407-4747  Fencing questions  Michelle (618) 660-9086  Fence permit question  Tom Anchor  11311 178th Street W follow up Zoning Applications –  17275 Fieldcrest Avenue  Fence permit  17605 Iberia Circle  Shed permit  19346 Hearth Court  Shed permit  17526 Gage Avenue  Fence permit Final Inspection Requests  16834 Enfield Way  Fence Final  18378 Java Trail  Fence Final  16749 Joplin Way  Fence Final Final Inspections Completed  17395 Goodhue Avenue  Fence Final  6670 175th Street W  Fence Final  17361 Jade Court  Shed Final  17840 Isle Avenue  Shed Final  17360 Idlewood Way  Fence Final  5945 177th Street W  Shed Final Miscellaneous  19753 Hazel Nut Avenue  Grading issues, building retaining walls in easements, stealing dirt, trespassing.  2nd Inspection – 8/22/14 51     D. New Personnel Request  New personnel proposed for the coming two years are as shown below:    2015 2016 2015 2016 Fire Asst. Fire Chief 1/2015 05/01/15 8 12 74,924$          113,890$          Duty Crews 09/01/15 4 12 18,896            56,717              Finance Senior Accountant 1/2015 06/01/15 7 12 49,583            89,859              Furniture and Equip for new position 14,688             Heritage Center Facilities  Manager 04/01/15 9 12 61,980            81,531              Furniture and Equip for new position 2,348               Inspections Senior Building Inspector 04/01/15 9 12 64,234            86,837              Furniture and Equip for new position 4,458               Police Patrol  Officer 01/01/15 12 12 79,813            84,803              Patrol  Officer 08/01/16 5 45,591              Human Resources  AdminIstrative Assistant (28 hrs)05/01/15 8 12 22,270            33,396              Parks Maintenance  II 04/01/15 9 12 52,790            73,489              Streets Maintenance  II 09/01/15 4 12 27,250            73,454              Planning Code Enforcement FT  1/2015 05/01/16 8 45,371              Eliminate Contractual  Code Enf 05/01/16 (22,000)             ‐                   ‐                     TOTAL 473,234$       762,938$          Increase 289,704$         POTENTIAL "NEW" PERSONNEL POSITIONS Number months TOTAL COST     Positions justifications provided by the respective departments on the following pages.     52     M e To: City Adm From: Date: Subject: DUTY CR The Lake our depa As a paid normal b normal w The pro incidents preventi items. firefighte would b duty crew As a paid business with tha calls dur when th The duty credit tow The majo hours sh e mo Mayo ministrator Mike M Augus Duty C REWS eville Fire De artment’s da  Ensur  Impro  More d on call de business ho work week. gram would s. The dut on visits, p With the im ers on the d e a supplem w would pro d on call de s day and wh t we have f ring those b e majority o y crew wou ward their c ority of the ifts (8 hour)   rand r and City C Meyer, Fire C st 25, 2014 Crew Progra epartment is aytime respo e adequate ove response efficient use epartment, ours which d also ben ty crew wo re-planning mplementat epartment t ment to maj ovide an imm epartment w here the ma fewer firefig business ho of our calls ld help elim call percenta firefighters d u m ouncil Chief m / Assistan s proposing onse to incid personnel f e times e of volunte the majority in turn give efit our co uld comple of high ris tion of a d to provide a jor incident mediate res we are part ajority of our ghters that h ours. Firefig s occur duri minate some age when th (64%) favo m nt Fire Chief to impleme dents. The for day time eer firefighte y of our fire es us a limi mmunity b ete tasks, su sk facilities, duty crew p a 2 person c ts where a s ponse to th of growing r firefighters have the ab ghters strug ng normal b e of that str hey work a d or duty crew ent a duty cr objective is e responses ers efighters wo ted numbe by providing uch as wee increase fi program, w crew to resp station(s) w at incident. g trend in lim s are at their bility to leav ggle to main business ho ruggle and duty crew. ws. If there Cit Fire rew program to ork fulltime er of respon g faster res ekly equipm re inspectio we would u pond to calls would still be mited perso r fulltime em ve their wor ntain their c ours when t provide an is a duty cr ty of Lakev e Departm m to supplem jobs during nders during sponse time ment checks ons to list a use only cu s. The duty e paged bu onnel during mployment. rk to respon call percent they are at w avenue to rew – 80% s ville ment ment g the g the es to s, fire a few urrent crew ut the g the Also nd to tages work. earn see 4 53     Pros Cons  Staffing M thru F 9‐5 Cost of program will increase department budget,  noted above  Decrease in response times Work hours is limited to 28 hours (FF)  Approx. 80% of daytime calls can be handled by  Duty Crew   Use current staff/POC, could be days when we  have 1 or no FF to fill  Decrease call load on FF that are not available  during workday  This will be a change in our department culture  Avenue to increase inspections/prevention visits   COMPENSATION With a duty program responding to daytime calls, we could reduce the daytime station response by approximately 30% which results in the total cost of pay-for-call costs. Station     Year  Pre ‐ DC  DC    1    2013/1  64  21 33%  2    2013/1  42  18 43%  3    2013/1  45  16 36%  4    2013/1  76  25 33%            227  80 35%  1    2013/2  91  36 40%  2    2013/2  35  17 49%  3    2013/2  50  19 38%  4    2013/2  95  32 34%            271  104 38%  54     There would be no benefits, training or additional equipment costs for the program being we would be using current staff and equipment. The firefighters would be limited to working an average of 28 hours per work week. 1. Reduction a. Paging protocols would be changed; i. Three Station Structure Fires (All Call) ii. Medical Response Charlie thru Delta calls iii. Day time call volume could be reduced iv. Could reduce LPD response to medicals 2. Turnout response by Firefighters a. Structure Fires average (24) b. Medicals average (10)   FD Station Response Percentage Half Station Weekend Day Night Total Weekend % Day % Night % 2010_1H FS1 55 62 39 156 35% 40% 25% 2010_2H FS1 62 69 53 184 34% 38% 29% 117 131 92 340 34%39% 27% 2011_1H FS1 54 75 35 164 33% 46% 21% 2011_2H FS1 54 102 40 196 28% 52% 20% 108 177 75 360 30%49% 21% 2012_1H FS1 48 80 44 172 28% 47% 26% 2012_2H FS1 74 78 42 194 38% 40% 22% 122 158 86 366 33%43% 23% 2013_1H FS1 53 57 37 147 36% 39% 25% 2013_2H FS1 47 91 49 187 25% 49% 26% 100 148 86 334 30%44% 26% 447 614 339 1400 32%44% 24% 2010_1H FS2 48 52 29 129 37% 40% 22% 2010_2H FS2 53 54 32 139 38% 39% 23% 101 106 61 268 38%40% 23% 2011_1H FS2 48 58 38 144 33% 40% 26% Station Year Pre - DC DC 1 2013/1 64 21 33% 2 2013/1 42 18 43% 3 2013/1 45 16 36% 4 2013/1 76 25 33% 227 80 35% 1 2013/2 91 36 40% 2 2013/2 35 17 49% 3 2013/2 50 19 38% 4 2013/2 95 32 34% 271 104 38% 55     2011_2H FS2 44 63 41 148 30% 43% 28% 92 121 79 292 32%41% 27% 2012_1H FS2 44 47 36 127 35% 37% 28% 2012_2H FS2 49 48 28 125 39% 38% 22% 93 95 64 252 37%38% 25% 2013_1H FS2 25 36 32 93 27% 39% 34% 2013_2H FS2 28 35 32 95 29% 37% 34% 53 71 64 188 28%38% 34% 339 393 268 1000 34%39% 27% 2010_1H FS3 35 44 22 101 35% 44% 22% 2010_2H FS3 48 59 35 142 34% 42% 25% 83 103 57 243 34%42% 23% 2011_1H FS3 31 40 38 109 28% 37% 35% 2011_2H FS3 52 60 32 144 36% 42% 22% 83 100 70 253 33%40% 28% 2012_1H FS3 43 46 24 113 38% 41% 21% 2012_2H FS3 38 57 27 122 31% 47% 22% 81 103 51 235 34%44% 22% 2013_1H FS3 28 38 31 97 29% 39% 32% 2013_2H FS3 45 50 32 127 35% 39% 25% 73 88 63 224 33%39% 28% 320 394 241 955 34%41% 25% 2010_1H FS4 35 96 25 156 22% 62% 16% 2010_2H FS4 32 112 34 178 18% 63% 19% 67 208 59 334 20%62% 18% 2011_1H FS4 27 100 27 154 18% 65% 18% 2011_2H FS4 25 140 38 203 12% 69% 19% 52 240 65 357 15%67% 18% 2012_1H FS4 44 104 30 178 25% 58% 17% 2012_2H FS4 30 130 17 177 17% 73% 10% 74 234 47 355 21%66% 13% 2013_1H FS4 18 76 30 124 15% 61% 24% 2013_2H FS4 19 95 21 135 14% 70% 16% 37 171 51 259 14%66% 20% 230 853 222 1305 18%65% 17%           56     ASSISTANT FIRE CHIEF / TRAINING OFFICER The Assistant Fire Chief / Training Officer is being proposed to  Supervise Duty Crews  Volunteer Fire Fighter training  Assist the Fire Chief to define, establish, and attain overall goals and objectives.  Assist with managing department  Eliminate 1 District Chief position (-$5,460) Preparation and readiness is the cornerstone of the firefighting occupation. Successful response to emergencies requires preparing for the unexpected. Firefighters follow established procedures and they are trained to quickly and independently gauge the situation, make a number of assessments, and choose from a variety of actions. It is in our best interest to make sure our current staff of volunteer firefighters are properly trained and supervised to operate under safe conditions. The Assistant Fire Chief/Training Officer position will ensure that our department is meeting all NFPA, OSHA, Federal and State mandated training. As our city continues to grow, our Fire Department encounters new and challenging demands. These challenges create concerns with safety, training, and undue stress on the current volunteer appointed District Chief of Training and the other two District Chief positions. Currently, this officer is managing 80 plus paid on call firefighter’s training requirements. This position as a paid-on-call position requires a minimum of 15 hours per week to manage the training program. This does not include the time necessary to maintain their personal call percentage and training requirements required by all firefighters on the department. The District Chief of Training, as well as the two other District Chiefs, has limited availability during business hours due to their fulltime job obligations plus they have to manage the operations of our department. Due to this limited access, many business items are directed to the Chief because they need to be taken care of in a timely manner. This Assistant Fire Chief/Training Officer would be responsible for developing, coordinating, planning, implementing, and evaluation of a successful department training program for 80+ fire personnel. This Officer will aid in providing leadership to the Fire Department staff and assist the Fire Chief to define, establish, and attain overall goals and objectives of the Fire Department. Additionally, on an emergency scene, the Assistant Fire Chief/Training Officer provides command level leadership directing overall strategies and tactics, individually and as part of a command team. This is an important position to continually improve department conduct, morale, and attendance while meeting the goals and objectives of the department. Our department has reached a critical point of needing a dedicated position to organize, lead, and deliver training as well as being a recognized leader of the department in the Chief’s absence. 57     Cost and Financing The proposed Duty Crews and Assistant Fire Chief position is proposed to be financed with property taxes. Effective 2015 2016 2015 2016 Fire Asst. Fire  Chief 1/2015 05/01/15 8 12 74,924$          113,890$          Duty Crews 09/01/15 4 12 18,896            56,717                         Total 93,820            170,607            Number months TOTAL COST With the start of this position, we will reduce our staff from three District Chiefs to two, which will be a savings of $5,460. 58     M e To: From: Date: Subject: Senior Staff is re position t Factors  B co th zo In ac  A in In co d  A o w n 2 in p O n ta 7 2 e m o City C Interim Gene Augus Senio Plan Exam ecommendi to address th s to consid uilding Insp onstruction he spring, su oning enfor nspections D ccounted fo As shown in t nspections e n addition th ompared to ue to the de Aging permit f aging perm would have b ew housing 011 aging p nspections/i ermit holde Often times t eed to be n akes tremen 45 aging pe 013.   o ran ouncil m City Adm J. Abbott, Bu st 25, 2014 r Plan Exami miner/Buil ng approva he increasing der pectors are a inspections ummer and cement pos Department or approxim the table be each, in 2012 he Building O o the average emand on q ts. Over the mits. An agi been workin g; we were o permits in 20 nspector we er is respons the permit h otified and t ndous amou ermits to res n d u inistrator uilding Offici ner/Building ding Inspe l of an addit g work load able to effec s annually. In fall seasons sition was fi . Zoning enf ately 500 ho elow, field in 2, 3400 insp Official’s ins e. With such uick turnaro e past years w ng permit o ng on 2011 a nly able to r 013 would h ell over the ible for calli holder does these aging nt of corres olve for 201 u m ial g Inspector p ector posi tional Senior especially as tively condu nspections o then the w lled to help forcement f ours of staff nspectors in ections each spections ha h a workload ound service we have bee on average r aging permi resolve 16% have increas manageable ng for and o not call for t permits nee pondence, f 1, 1080 per position ition r Plan Exami s it relates to uct approxim obviously ar inter month alleviate th for the Inspe time each y 2011 condu h and in 201 ave increase d for staff, th e is at risk. en able to c requires 2 in its, however % of those ag sed the 2013 e 3500 inspe obtaining fin the proper i ed to be ins follow-up an mits for 201 Cit Buildin iner/Building o residential c mately 3300 re in higher hs. This sprin e workload ections Depa year. ucted appro 13, 3846 ins ed over the l he quality of lose out on nspections. I r due to the ging permits 3 work load ections per nal approva inspections. spected and nd time. Cur 2 and 1443 ty of Lake g Inspect g Inspector construction 0 – 3500 new demand du ng, a part-ti on the artment oximately 30 pections eac ast three ye f inspections average 80- n 2013, we workload o s. Resolving to 4300 inspector. T l of permits . Permit hold closed out. rrently there permits for eville tions n. w uring me 000 ch. ears s -90% on The . ders This e are 59      Complaints on property maintenance, garbage houses, rental housing and vacant and abandoned homes have increased over the last few years due to our aging homes. The housing stock in Lakeville is aging and we are only going to see increased complaints on these types of issues.  Currently, The Building Official conducts all the commercial/Industrial/multi-family Plan review for the City in addition to the administrative and inspection duties assigned to the Building Official. The proposed position would be responsible for commercial plan review. Staffing History Inspections 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Building Official 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Senior Inspectors 3.0 3.0 2.8 3.0 3.0 3.0 2.0 2.0 2.0 2.0 Building Inspectors 5.0 5.0 4.8 2.7 2.0 2.0 2.0 2.0 2.0 3.0 Senior Administrative Assist. 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Administrative Assistant 2.0 2.0 1.8 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Total 12.0 12.0 11.4 8.7 8.0 8.0 7.0 7.0 7.0 8.0 Year BO Insps All other Insps SF Plan reviews TH Plan reviews All other Plan reviews less zoning Total Plan reviews Insps/Insp Aging permit start (>2 yrs ) 2000 716 21180 439 167 889 1495 4034 2001 2001 1233 23673 382 155 999 1536 4117 2960 2002 730 21838 304 386 1087 1777 3798 1948 2003 405 23290 422 367 993 1782 4050 1472 2004 583 25893 382 524 961 1867 4316 1838 2005 728 22087 237 426 671 1334 3841 1807 2006 660 21338 220 210 683 1113 3711 2912 2007 694 17925 182 119 614 915 2988 1985 2008 494 13817 136 37 679 852 2403 2456 2009 308 10663 126 53 468 647 3047 2582 2010 679 9157 129 11 575 715 3052 1278 2011 1013 8967 118 12 584 714 2989 803 2012 895 10208 279 13 560 852 3403 1018 2013 748 11539 370 28 640 1038 3846 892 2014*514 5190 164 2 425 591 1730 1080 INSPECTIONS DEPARTMENT WORKLOAD REVISED 4/11/2014 *through 6/30/14 60     Position Responsibilities. The position description states that the Senior Plan Examiner/Building Inspector would perform all functions of the Building Inspector/Plan examiners and in addition would perform the following additional duties:  Coordinates activities of department to ensure priorities and procedures are completed as requested by the Building Official including but not limited to:  Assist with training of new employees.  Monitor residential, commercial, industrial and public building plan review to assure uniformity and completion within allotted time.  Coordinate plan review coverage during times of illness of absenteeism of other inspectors.  Assist the Building Official with the creation of department meeting agendas.  Assist the Building Official with the annual budget.  Assist field inspectors with resolution of inspection and plan review problems.  Maintains public information handouts to comply with new building code and zoning ordinance amendments.  Assists the Building Official with commercial/industrial and public building plan review coordination with other City departments  Assist the Building Official with preliminary code review meetings with Architects, Engineers and contractors.  Performs other duties and special projects as apparent or assigned. Cost: Effective 2015 2016 2015 2016 Senior Building Inspector 04/01/15 9 12 64,234$          86,837$            Furniture and Equip for new position 4,458$            ‐$                   68,692$          86,837$            Number months TOTAL COST The position is financed with building permit revenues.     61     M e To: From: Date: Subject: Patrol O   The Polic   As the ne organizat perspect an accura necessar   As part o documen and listen has beco Lakeville  Departm response   Some ba and we c crime sta progress shift tow   I find Lak requestin faceted a examinat number o response departur e mor Mayo Interim Jeff Lo Augus Police Officer ce Departme ew Lakeville  tional struct ive to help d ate picture o ry to make th of my prepar nts, consulte ned to city le ome clear to  have come  ent. I will lat e.   ckground on can simply sa atistics shou ive police ag wards a socia keville uniqu ng 1 addition and will look tion of the r of officers n e times, dedi res from our   r and r and City C m City Adm ong, Police C st 25, 2014 e – Patrol Of ent is hereby Police Chief ture and staf develop our  of our needs he decision o ration for thi ed with othe eaders in ord me over the to expect, a ter explain t n my beliefs; ay that “City ld be the sin gency. The re l services mo e in many w nal patrol of k at several f elationship b ecessary to  icated patro  departmen d u m ouncil inistrator Chief fficer y proposing t f, I have had ffing needs,  personnel r s and to prov of how to be is budgeting ers that have der to grasp e last severa nd apprecia that a police ; I do not sub y X” has 50 o ngle factor d esponsibiliti odel, which  ways and will fficer for the factors and i between po maintain ou ol time and c t.   m to add one f  the advanta with a fresh equests. My vide our city est allocate c g process, I h e previously  p the service  l months tha te, a person officer’s rol bscribe to th officers, so w etermining t es for law en often times  l curtail our  e year 2015.  nfluences. In pulation, tot ur level of se losely exam full time Pat age of exam h set of eyes y goal with th y leaders wit city resource have examin been involve level that th at the reside nalized respo le is no longe he theory th we need 50 a the need for nforcement   has no tie t request bas Our approac n this docum tal number  rvice. In add ined why we Cit Police rol Officer p mining our pe . I have used his memora th the educa es.    ed our past  ed in our bu his commun ents and bus onse by the  er a “Just th at all comm also. Nor do  r personnel  have taken  o crime.   ed on those ch for this re ment you wil of househol dition we ha e have had s ty of Lakev e Departm position.  ersonnel,  d this  ndum is to p tional data  budget  udgeting pro ity desires.   sinesses of  Police  e facts Ma’a unities are a I believe tha in a modern a significant  needs. We  equest is mu ll see an  ds and the  ve looked at several  ville ment paint  cess  It  am”  alike  at  n,  t  are  ulti‐ t our  62       First, I have placed charts on this page that show a snapshot of Lakeville over the last 34 years.   This budget document will make frequent references to that display.  This chart examines  several relationships regarding police services, which will be described in detail.     Snap Shot of Lakeville Since 1980:        YEAR CALLS    POP HOUSEHOLDS PATROL  OFFICERS CALLS  per POP  CALLS  per  OFFICER  CALLS  per HH  1980 9939.00 14790.00 4337.00 10.00 0.67 993.90 2.29  1990 14395.00 24854.00 7851.00 12.00 0.58 1199.58 1.83  1995 18481.00 34900.00 9286.00 22.00 0.53 840.05 1.99  2005 43179.00 51722.00 16853.00 29.00 0.83 1488.93 2.56  2010 38721.00 55954.00 18683.00 31.00 0.69 1249.06 2.07  2011 33881.00 56534.00 18813.00 31.00 0.60 1092.94 1.80  2012 38893.00 57048.00 19046.00 31.00 0.68 1254.61 2.04  2013 33318.00 58242.00 19444.00 31.00 0.57 1074.77 1.71  Future predictions based on calls per population  2014 37888.00 59200.00 19809.00 32.97 0.64 1149.00 1.99  2015 38581.12 60283.00 20254.00 33.58 0.64 1149.00 1.99  2016 39368.32 61513.00 20657.00 34.26 0.64 1149.00 1.99  2017 40131.20 62705.00 21068.00 34.93 0.64 1149.00 1.99  2018 40908.80 63920.00 21486.00 35.60 0.64 1149.00 1.99  Future predictions based on calls per household  2014 39419.91 59200.00 19809.00 34.31 0.64 1149.00 1.99  2015 40305.46 60283.00 20254.00 35.08 0.64 1149.00 1.99  2016 41107.43 61513.00 20657.00 35.78 0.64 1149.00 1.99  2017 41925.32 62705.00 21068.00 36.49 0.64 1149.00 1.99  2018 42757.14 63920.00 21486.00 37.21 0.64 1149.00 1.99    ______________________________________________________________________    Patrol Officers needed to maintain current service levels by a combined average of  household and population  Year  Calls Per  Pop Calls Per HH  Number  of Patrol  Officers  Staffing  Increase Total  sworn  2014 32.97 34.31 33.64 1.00 54.00  2015 33.58 35.08 34.33 1.00 55.00  2016 34.26 35.78 35.02 1.00 56.00  2017 34.93 36.49 35.71 1.00 57.00  2018 35.60 37.21 36.41 1.00 58.00    63     We have been able to establish a direct relationship between the number of residents, the total  number of calls received annually and the staff necessary to handle these calls.     The first relationship we examined relates to the number of police calls per resident (not  household).  The average number of calls received, per resident, since 1980 is .645. The median  is .6356.  We have maintained a ratio very close to the median for 34 years.  To maintain this  level of service, we have proportionately increased the number of patrol officers since 1980 as  the population has increased.  The number of calls per patrol officer annually is an additional factor we looked at.  The average  number of calls handled by each patrol officer has been 1149.12.  The median number of calls  answered is 1146.  This number has also been consistent for 34 years.    The last category defined on this chart is the number of calls per household.  The average  number of calls per household over the last 34 years was 1.99.  Elimination of the one highest  and one lowest year again indicates that as the number of households increase, so does the  demand for resources.     Finally, the lower chart on the previous page projects our needs thorough 2018. Based only on  Lakeville’s historical measurements, there will be a need to add one officer a year through 2018  to maintain the service we have provided over the last 34 years.   I do wish to emphasize one key point that was learned from speaking to those that have  previously worked with our budget. A major change occurred in the way our numbers were  documented after merging with the Dakota County Communications Center. Our officers have  been discouraged from using our computer aided dispatch system due to the cost.  Any  increase in our incidents, equates to an increase in dispatch costs to the city.  Since 2008, the  number of CAD incidents created by officers has been reduced to save money.  This, in effect,  reduces our ability to accurately demonstrate activities performed by our staff.   There are several other factors that we have taken into account to provide a quantitative  approach to staffing.  We often explain at community meetings that our service expectations  are difficult to articulate. If we sold gadgets we could focus on production, sales and profit  margins. However, in law enforcement there has been a clear shift over the last 25 years to  provide a social service based approach to our customers.   It is difficult to quantify the crime,  or calls for service, that we have prevented by working closely in partnership with many  community based organizations.    One indicator that demonstrates this shift relates to the increase in “dedicated” time. To help  adequately monitor our communities need for police department resources, we watch our  “Dedicated” and “Non Dedicated” time. Much of the current research conducted by groups  such as the International City Managers Association (ICMA) cautions us not to focus on crime  numbers, but on the overall workload and response times. Dedicated work time is synonymous  with “reactive policing” or simply responding to calls. Non‐dedicated refers to “proactive  policing” in areas such as parks or enforcing laws.   The research indicates that organizations that are committed to “Community Policing” and  crime prevention should have a 50/50 split during peak times. The suggestion from ICMA is that  64     the month of August be used as peak time examples. For the month of August 2013 in Lakeville,  our dedicated time was at 55%.   This number is concerning for a community that expects pro‐active policing. Due to staffing  issues, the reactive model has been in place since I arrived in January. This model is even more  concerning because we have had four officers resign to take jobs in agencies such as  Bloomington, Edina and the BCA.  This signals stress in the organization.   The common theme as to why people are leaving is to seek more opportunity. Those  opportunities are similar to our positions such as Traffic Officer, Crime Prevention Officer, and  participating in units such as “Street crimes”.   In 2013 our agency experienced a significant number of absences in the patrol division due to  illness, injuries, and family leave requests. These absences are becoming more common in  today’s workplace.  Last year we lost approximately 1.5 FTEs out of the patrol division. That  represents a reduction of patrol resources of approximately 5.2%.     These shortages, which can be expected to continue, have forced us to suspend our  supplemental positions, which are Lakeville’s “opportunities”. Those opportunities are available  elsewhere, which is a luring appeal to young and assertive officers that feel stagnant.     As current policing methods continue to embrace the social service model, time on calls does  increase.     The time we have spent on calls over the last three years is documented below.      Total Minutes on Calls for All Officers     2011: 676, 787    2012: 684,599      2013: 703,547     When there are fewer officers to take calls, and the officers that are on duty are spending more  time on calls, it has been shown to take longer for our officers to respond to calls that do not  require an immediate response.    Our overall response time, for all priority levels, over the past four years is as follows:    2010:  6.36 minutes    2011:  6.34 minutes   2012:  5.57 minutes   2013:  6.59 minutes     Our calls are divided into three priorities labeled 1 – 3. Level one is the least  urgent and level three is the most critical. The above chart merges all three of  those response times together. However, a realistic wait time for calls such as a  theft, would have been over 11 minutes in 2013.   65     This is where my concern is centered for personnel. We are seeing more time required to  complete our calls, our response times are climbing, dedicated time is increasing beyond what  is an acceptable standard, opportunity for employees is declining and officers are leaving. This  is a very real threat to the stability and tradition of our organization.   The potential impacts of not adding an additional officer to the patrol division in 2015 are two‐ fold.      We are temporarily operating without our specialty units which are traffic, crime  prevention, and street crimes. Once replacements for the officers who left have been  hired and trained, we will have 29 officers assigned to patrol duty when we re‐establish  the specialty units.  For comparison purposes, our department also had 29 officers  assigned to patrol duty in 2005, shortly before the poor economy had an impact on  staffing.  If we choose to keep the specialty duty officers on patrol, then we will lose a  majority of the benefits associated with those specialties , such as 1,618 self‐initiated  (proactive) activities generated by our traffic unit in 2013. We would also lose the 38  drug arrests made by our street crimes unit, as well as the 32 search warrants served.       Due to our current personnel shortages, and call load, we are operating without our  specialty units, which include our traffic car and street crimes. Once our hiring is  complete and we re‐establish our specialty units, we will have 29 officers assigned to  patrol duty.  For comparison purposes, our department also had 29 officers assigned to  patrol duty in 2005, which was shortly before the poor economy had an impact on  staffing. Additionally, the population was 51,722 in 2005 and 58,242 in 2013.  Without  the added officer, we are looking at options, which include, eliminating one School  Liaison Officer, the traffic car or street crimes.      With the major reconstruction of the County Road 50/County Road 60 interchange that  will be occurring in 2015, we have every expectation that additional patrol resources will  need to be allocated for extended periods of time to address multiple public safety  needs associated with the project.  To do so with the same number of officers increases  the likelihood that response times will continue to increase for routine calls for service.  This construction will also occur during our peak time for service calls.       As stated at the beginning of this document, I have had the opportunity to look at staffing with  a fresh set of eyes. My goal has been to present a realistic picture of why we are requesting the  resources that we are.       This memorandum has documented our past history of resource allocation, why some statistics  might not accurately reflect our demands and how future staffing (or lack of) affects our ability  to attract and maintain the best employees.    I respectfully submit this memorandum and encourage any questions that may clarify the data  noted.          66     Staffing History Police 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Sworn officers Chief 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.8 1.0 1.0 Deputy Chief 0.7 1.0 Captains 2.0 2.0 2.0 2.0 2.0 2.0 2.0 3.0 1.2 Lieutenants 2.8 4.0 Sergeants 8.0 9.0 10.0 10.0 10.0 10.0 9.4 7.5 4.4 5.0 Investigators 6.0 6.0 6.0 6.0 6.0 6.0 5.0 5.0 5.0 6.0 Narcotics Task Force Officer 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Patrol Officers 31.5 32.2 32.8 31.0 31.5 31.9 34.6 32.9 36.0 36.0 Total sworn officers 49.5 51.2 52.8 51.0 51.5 51.9 53.0 50.2 52.1 54.0 Cost and Financing The proposed Patrol Officer position is proposed to be financed with property taxes. Effective 2015 2016 2015 2016 Patrol  Officer 01/01/15 12 12 79,813$           84,803$             Number  months TOTAL  COST 67     M e To: From: Date: Subject: Admin Human R projects. however administ      Health I and our currently working provide c Our con employe family m human r Since it’s processe Wellness program consulta e mor City C Interim Cindi J Augus HR – A istrative A Resources s . Many of t r, we find tration. The  Health In  Recruitm  Compens  Systems A  Professio nsurance. employees y offered. I through IR coverage. sultants ha ees may con members in t resources st s not directl es to insure a s programs m that will b nt to achiev   r and ouncil m City Adm Joosten, Hum st 25, 2014 Administrativ Assistant taff is incre hese projec ourselves s e Administra surance. ent sation Audits nal Develop Health Insu s. Employe n order to h RS regulatio ve provided nduct their r the decision taff. In add ly connecte accuracy. are neede better meet ve a new p d u m inistrator man Resourc ve Assistant asingly relie cts have bee spending m ative Assista pment urance is inc es are now help with th ons, health d us with a research at making pro ition, the so d to our LO d to encou t the needs rogram. W m ces Manager ed upon to en projected most of ou ant would p creasingly b w responsibl hese decisio savings ve access to an home. This ocess. This a oftware is ti OGIS system urage healt of our em Wellness is ex r provide ass d to be com ur time on rovide servi becoming m le for choos ons, staff ha hicles, and n on-line e s encourage also translat ime consum ms, there is m hy behavio ployees, we xtremely im Cit Hum sistance in r mpleted on recruitmen ices related more costly f sing one of as become the variou nrollment s es the invol tes to more ming to buil more need f ors. In ord e’ve begun mportant in ty of Lakev man Resou regular, ong an annual b nt and ben to for both the f the nine p very involve s networks software so vement of o questions o ld and main for regular er to provi working w maintaining ville rces going basis; nefits e City plans ed in that that other of the ntain. audit ide a with a g the 68     cost of health insurance claims; the tradeoff will be the time needed to run the program correctly. Recruitment. The City approved the purchase of NEOGOV, an on-line application process which will assist with recruitment. This data for the program must be built and maintained. Staff has recruited the assistance of IT to build the program and will need to rewrite job descriptions so that they can be uploaded. In the short-term, we plan to add one position at a time. However, with additional staff we would be able to review and update these job descriptions on a regular basis. Compensation. In the past, we worked with consultants to conduct regular market studies in an attempt to maintain competitive wages for recruitment. Staff has been asked to move away from using consultants and complete the work in-house. In addition to wages, various benefits will also be analyzed and a compensation statement will be produced so that employees will be able to see the true cost of their position. Because our benefits software and our payroll software currently do not integrate, we will need to build and maintain a separate database. The market studies and compensation statements will take additional staff hours to complete. Systems Audits. Regular system audits and back-up training should be conducted. In the event of extended leaves or resignation, human resources staff would find it extremely difficult to produce payroll. As our systems become more automated through technology, more knowledge is needed to be well-versed in the use of the systems. Professional Development. In order to insure that our staff is trained and continue to provide effective service, a program for professional development needs to be addressed. Training should be provided annually to all employees and, in addition, a process should be put into place which will determine future leaders and mentor these future leaders to be successful. In order to stay on top of new legislation, maintain current employee relations needs, maintain costs, and provide effective information to employees, staff is requesting the addition of a part-time Human Resources Administrative. Staffing History The Payroll Technician position was reduced to 32 hours per week in 2009 in response to the “Great Recession” budget adjustments. 2006 …2015 Human Resources  Manager 1.0    1.0    Benefits  Specialist 1.0    1.0    Payroll Technician 0.9    0.8    Administrative Asst.‐    0.7          Total 2.9    3.5    69     Cost and Financing The proposed Administrative Assistant position is proposed to be financed with property taxes. Effective 2015 2016 2015 2016  AdminIstrative Assistant (28 hrs)05/01/15 8 12 22,270            33,396              Number months TOTAL COST 70     M e To: From: Copy: Date: Subject: Park Ma Staff is significan field use Park, Fa Since Fe Casperso these six and upg responsi Shelters Athletics Park Ame Turf Main e mor City C Interim Brett A John H Mark Augus Park M aintenance proposing nt increase i as noted be cility & Tra bruary of 2 on Soccer Fie x parks, five grades. In t bilities of th and Buildin s: enities: ntenance:   r and ouncil m City Adm Altergott, Pa Hennen, Par Kruse, Parks st 25, 2014 Maintenance II Position to add one in parks, fac elow and in il Construct 006, six par elds, East Co existing pa total, these he Park Main gs: 3 b 5 s Ve 4 s 4 s Ke Mi 5 p 3 b 1 t 1 b 18 Approxim 5 irrigation d u m inistrator arks & Recrea k Maintenan s Supervisor e II Position e full time ilities, amen the attache tion rks have be ommunity, F rk locations 11 project ntenance Div buildings wit shelters terans Mem softball/little soccer fields nwood Disc racle Field playgrounds basketball co ennis court boardwalk benches / 7 mately 50 acr n systems m ation Directo nce & Operat r Park Maint nities, trails, d Exhibit A. een construc Fieldstone an s received si t sites have vision as foll th restroom morial e league field c Golf Course s ourts 7 grills / 4 bi res of mainta or tions Mgr. tenance II p special even cted which nd Stonebor gnificant fa e increased lows: ms (King, Prai ds e ke racks / 2 ained turf Cit Parks position as nts, athletic include Spy rough Parks cility and am the size an irie Lake, Va drinking fou ty of Lakev & Recrea a result of participants yglass, Chad s. In additio menity addi nd scope o alley Lake) untains ville tion f the s and dwick, on to itions of the 71     Parking Lots: 3 paved 2 g r a v e l Trails: 18 miles of trail (comprising over 17% of the trail system) The above mentioned items then can be further classified into major and minor additions as follows: Along with these additions, the park system is aging which increases the staff time needed to keep the facilities and amenities in safe and usable condition. Special Events, Athletic Play & Tournaments The number and size of special events, athletic games and tournaments has also increased since 2006. Special events such as the Annual Tree & Shrub Sale, Downtown Tree & Park Lighting Ceremony, Lake Marion Triathlon and City/Heritage Center auctions have been added which entails a significant amount of staff time to prepare, set up and take down for the events. (See Exhibit A—Special Event List.) Existing events such as Pan-O-Prog and the Roadside/Watershed Clean-up Day have grown also requiring an increase in work load. Items such as the need for additional picnic tables, trash barrels and set up/take down all increase work load hours. There has also been an increase in athletic field usage as a result of increased participation. For example, field layout/striping schedules have increased from 2009 to 2013 as follows: Field layout/striping 2009 2013 % Increase Summer 57 84 47% Fall 53 68 28% 2006 2014 % Incr. Major Additions: Trail miles 85 103 21% 394 444 13% Playfields 80 88 10% 2 7 350% 71 0 4 3 % Shelters 15 20 33% Playcourts 21 25 19% Playgrounds 36 41 14% Population 52,323 60,283 15% FT Park Maint. Employees 10 11 10% Turf acres mowed Irrigation systems Restrooms/Buildings Minor Additions: 72     Staffing History Parks 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Parks  and Recreation Director 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Parks  Operations  and Maintenance 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Parks  Superintendent 1.0 1.0 1.0 0.2 Parks  Supervisor 0.3 1.0 1.0 1.0 1.0 1.0 1.0 Parks  Lead  Maintenance 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Parks Maintenance II 9.0 9.0 9.0 9.0 9.0 9.0 9.0 9.0 9.0 9.8 Parks  Senior Administrative Assista n 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Parks  Maintenance Administrative A 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Total parks 15.0 15.0 15.0 14.5 15.0 15.0 15.0 15.0 15.0 15.8 Cost Effective 2015 2016 2015 2016 Park Maintenance II 04/01/15 9 12 52,790 73,489 No. of Months Total Cost The position is financed with property taxes. JLH:jl Attachment 73     EXHIBIT A SPECIAL EVENTS  Taste of Lakeville  Pan-O-Prog events  Fourth of July celebration  Farmers Market  DLBA Downtown Holiday Lighting Ceremony  DLBA monthly special events  Lake Marion Triathlon  Relay for Life special event  Arbor Day Observance & Community Tree & Shrub Sale  Fishing contests  Haunted Forest  Heritage Center community auction  Household Hazardous Waste Drop-off Day  Lakeville Art Festival  Memorial Day ceremony  Miscellaneous runs/walks and fundraisers in the parks  Approximately 35-40 youth athletic tournaments, including several youth district/state tournaments  Safety Camp  Heritage Center special events and fundraisers  Watershed Cleanup Day  Who Done it Hike 74     M e To: From: Date: Subject: Senior An addit address summati  T  A  La  D  F  F Approva  C R e  L a a  T a p  F  S e mor Mayo Interim Denni Augus Financ Accounta tional full-tim resource re ion of increa reasury man Antenna leas akeville Are Dakota Comm inance Com ive Year pro l of the prop Comprehens eport is com arly May com ong-term f nd analysis n overview Treasury ma utomated p rocessing ap ees and rat pecial proje   r and r and Counc m City Admi is Feller, Fina st 25, 2014 ce: Senior A ant me Senior A equirements ased resourc nagement: ses. nas (2007) munications mmittee (201 ojections (20 posed Senio sive Annua mpleted the mmencing i financial pla of financial of long-rang anagement payments, pplications te analysis. ects. d u m cil nistrator ance Directo ccountant Accountant i s and achie ce requirem credit card s Center (20 1) 014) or Accountan al Financia first week o in 2016 for f an. Provide issues in co ge outcome t. Impleme automated and purchas m r s proposed ve organiza ents in rece processing 08) nt position i l Report. of June. Th fiscal year en e intermedi onjunction w es. entation of p bank reco sing cards. for the Fina ational obje ent years. and electro is intended The Comp he objective nding 2015 ate and lon with annual processes in onciliations, Cit Finance ance Depart ectives. Th nic funds tra to achieve t rehensive A is to compl reporting pe ng term fina budget in ncluding bu expansion ty of Lakev e Departm tment in ord he following ansactions the followin Annual Fina ete the repo eriod. ncial projec order to pro ut not limite n of credit ville ment der to g is a g: ancial ort in ctions ovide ed to card 75     Finance Department Staffing - Historical Perspective The following is a historical perspective of Finance Department staffing. Proposed 2007 2008 2009 2010 2011 2012 2013 2014 2015 Position Title Finance Director 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Senior Accountants 2.6 2.6 2.6 2.6 2.2 3.0 3.0 3.0 4.0 Accountant II 1.0 1.0 0.9 0.8 0.8 1.0 1.0 1.0 1.0 Accounts Payable Technician 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Finance Senior Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Total general government 6.6 6.6 6.5 6.4 6.0 7.0 7.0 7.0 8.0 Utility fund Utility Billing Technician 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Senior Accountant positions are salaried – exempt from overtime. The positions are currently working in excess of a normal work day. Cost and Financing The proposed Senior Accountant position is proposed to be financed with property taxes. Effective 2015 2016 2015 2016 Finance Senior Accountant 06/01/15 7 12 49,583            89,859                  Furniture and Equip for new position 14,688            ‐                                   Total 64,271$          89,859$            Number months TOTAL COST   The position is financed with property taxes.    76 M e To: From: Date: Subject: Streets Resident systems full-time Job De Performs right-of patching mainten as requir Justific  Incre and 9 miles requi empl  This p Phase  Ongo nece stree This and m  This p remo e mor Mayo Allyn Chris P Augus Street s Maintena tial growth w and other p Streets Mai scription: s routine to ways, sign g and potho ance repairs red to meet cation: easing devel 9.4 lane mil s in 2014, w irements. S loyee for str position sup e II requirem oing mainte ssary to pro ts and perf position wil maintain cu position is im oval operatio r and r and City Co Kuennen, In Petree, Publi st 25, 2014 ts Maintenan ance Posi within the C public infrast ntenance p : o semi-skille s, and stor le repairs, st s. Shall be a the City’s m opment wit les in 2013. which will a Since 2006 t eets mainte pports storm ments, and m enance of C ovide a safe forming pot ll enhance t rrent levels mportant to ons. It meet d u m ouncil nterim City A ic Works Dire nce Position tion City has incr tructure imp osition in or ed work in rm sewer s torm sewer available for maintenance thin the City Continuin dd one plo the City has enance. m sewer insp maintains a s City streets and usable thole repair the ability o of service. o maintainin ts benchma m Administrato ector eased local provements rder to main the mainte system, incl inspections extended w activities. y of Lakeville g growth is w route an added nea pections and storm sewer and other g e road surfa rs has increa of the Street ng the timel rk goals of m Pub or road miles, s such that s ntain existin nance and luding: equ s and repairs workdays, ca e has added s expected t d generate rly 40 street d maintenan r maintenan general stre ace for moto ased 14-pe ts Division t iness and ef maintaining Cit blic Works the numbe staff is propo g service lev repair of th uipment op s, snowplow all backs, and d 8.3 centerli to add an a added stre t lane miles nce as outlin nce database eet mainten orists. Time rcent in the o respond t ffectiveness g an average ty of Lakev s Departm er of storm w osing to add vels. he City’s str peration, as wing, and ge d shift sched ine miles in additional 8 eet mainten s, but less th ned in the N e. nance dutie e spent patc e last two y to multiple s of snow an e of 24 lane ville ment water d one reets, phalt eneral dules 2012 8 lane nance han 1 PDES es are ching years. tasks nd ice miles 77 per snow removal route. It reduces the demand placed on both the Utilities Division and Parks Maintenance staff during winter operations. It allows Public Works and Parks staff to meet the needs of water treatment operations, respond to locate requests, complete priority snow removal from trails, and support ice sheet maintenance.  Responsibilities for this position include assisting in sign maintenance and repair, as well as the replacement and installation of signs. Growth throughout the City and annual street reconstruction projects, which include a street sign replacement component, have increased by 16-percent in the last two years, requiring more staff time to complete the necessary sign maintenance tasks.  This position supports tree trimming operations on both urban and rural streets and roads. Tree trimming promotes the health of the City’s green infrastructure and improves safety for residents, motorists, and staff. Staff time spent tree trimming by district and by special needs has increased30-percent over the last two years. 78 Staffing History Streets 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Streets Superintendent 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Streets Supervisor 0.8 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Streets Maintenance II 10.5 11.0 11.0 10.4 10.0 10.0 10.3 10.3 11.0 11.3 Number of Street lane miles 507.7  510.3  514.1  515.0  516.9  518.7  527.0  536.4  544.4  552.4   Cost: The Street Maintenance position is financed with property taxes. Effective 2015 2016 2015 2016 Streets Maintenance  II 09/01/15 4 12 27,250$          73,454$            Number months TOTAL COST 79 P r i o r i t y 2015 Potential tax levy increase E. TAX LEVY PRIORITIZED Description VS. 2014Actual Tax levy Increase/ Adjust for 2014 Tax Levy 23,657,996$     (Dec.) GROWTH 1 PERA Controlled Rated Increase 57,361 23,715,357        0.2%‐3.3% 2 Elections (62,352) 23,653,005        0.0%‐3.5% 3 2014 Street Improvement Bonds 480,165 24,133,170        2.0%‐1.5% 4 Existing debt (127,250) 24,005,920        1.5%‐2.0% 5 Dakota Communications Center 33,929 24,039,849        1.6%‐1.9% 6 Collective Bargaining Agreements 81,507 24,121,356        2.0%‐1.5% 7 LMCIT - General liability insurance 33,025 24,154,381        2.1%‐1.4% 8 LMCIT- workers compensation - fire fighters 19,368 24,173,749        2.2%‐1.3% 9 Financial reporting - OPEB Study (2,000) 24,171,749        2.2%‐1.3% 10 PCI Compliance (Credit Card Processing)13,890 24,185,639        2.2%‐1.3% 11 Revenues to support taxes (32,502) 24,153,137        2.1%‐1.4% 12 *Communications Fund ‐ Transfer (franchise fees)(20,000) 24,133,137        2.0%‐1.5% 13 Cell phone - "Plan" change (18,000) 24,115,137        1.9%‐1.6% 14 Printer toner cartridges for printer (2,340) 24,112,797        1.9%‐1.6% 15 Police: iPhone service (phone acquisition to equip fund)6,927 24,119,724        2.0%‐1.5% 16 Parks: Seasonal (contract) employees (18,197) 24,101,527        1.9%‐1.6% 17 Streets: Scarcifier rental (1,405) 24,100,122        1.9%‐1.6% 18 Streets: Mobile management - ice control system 2,392 24,102,514        1.9%‐1.6% 19 I Park: facility and systems maintenance 18,575 24,121,089        2.0%‐1.5% 20 I Parks: sealcoat parking lots 20,751 24,141,840        2.0%‐1.5% 21 I Facilities : Building Fund 47,600 24,189,440        2.2%‐1.3% 22 I Trails Maintenance 33,000 24,222,440        2.4%‐1.1% 23 I Debt: Park Bonds (350,175) 23,872,265        0.9%‐2.6% 24 I Park Improvement Fund: Replacement - reconstruction 106,200 23,978,465        1.4%‐2.1% 25 I Park Improvement Fund: Community Partnerships 10,000 23,988,465        1.4%‐2.1% 26 I Park Improvement Fund: Other 30,975 24,019,440        1.5%‐2.0% 27 I Park Improvement Fund: Playground replacements 203,000 24,222,440        2.4%‐1.1% 28 *I Park Improvement ‐ reprioritize ‐ facility enhancements (117,000) 24,105,440        1.9%‐1.6% 29 Contingency (105,000) 24,000,440        1.4%‐2.1% 30 *Contingency 105,000 24,105,440        1.9%‐1.6% 31 Volunteer firefighter: pay for call 14,525 24,119,965        2.0%‐1.5% 32 Non-union personnel 466,791 24,586,756        3.9% 0.4% 33 Approved positions - resignations/retirements/transfers 144,732 24,731,488        4.5% 1.0% 34 Police reorganization 8,181 24,739,669        4.6% 1.1% 35 Utilities 82,167 24,821,836        4.9% 1.4% 36 Commodities and other 132,705 24,954,541        5.5% 2.0% 37 * Fire Relief (60,000) 24,894,541        5.2% 1.7% 38 Police: 10 New Reservist - uniforms 18,500 24,913,041        5.3% 1.8% 39 Police: Forensic Computer Supplies 8,000 24,921,041        5.3% 1.8% P r i o r i t y 2015 Potential tax levy increase 80 P r i o r i t y 2015 Potential tax levy increase E. TAX LEVY PRIORITIZED Description VS. 2014Actual Tax levy Increase/ Adjust for 2014 Tax Levy 23,657,996$     (Dec.) GROWTH P r i o r i t y 2015 Potential tax levy increase 40 Fire: Rookies 14,720 24,935,761        5.4% 1.9% 41 Fire: protective gear replacement 12,000 24,947,761        5.5% 2.0% 42 Pan-O-Prog: Police Overtime 7,862 24,955,623        5.5% 2.0% 43 Recreation - General Fund 14,719 24,970,342        5.5% 2.0% 44 *Recreation - General Fund (Adjust)9,453 24,979,795        5.6% 2.1% 45 Streets: Snow and ice removal 91,611 25,071,406        6.0% 2.5% 46 Streets: Snow and ice removal (46,000) 25,025,406        5.8% 2.3% 47 Fire: Asst Chief and duty crews (5-1 and 9-1-2015)81,926 25,107,332        6.1% 2.6% 48 Inspections: Building Inspector (4-1-2015)- 25,107,332        6.1% 2.6% 49 Police: Patrol Officer (1-1-2015)79,813 25,187,145        6.5% 3.0% 50 Human Resources: Administrative Asst. (PT) (5-1-2014)22,270 25,209,415        6.6% 3.1% 51 Parks: Maintenance(4-1-2015)52,112 25,261,527        6.8% 3.3% 52 Street: Maintenance (9-1-2015)27,250 25,288,777        6.9% 3.4% 53 I Equipment Fund 76,000 25,364,777        7.2% 3.7% 54 Finance: Senior Accountant (5-1-2015)64,271 25,429,048        7.5% 4.0% 55 I MSA Maintenance revenues (120,000) 25,309,048        7.0% 3.5% 56 I Park Parking lots -shift to General Fund (33,512) 25,275,536        6.8% 3.3% 57 *I Pavement management activities 167,312 25,442,848        7.5% 4.0% SUBTOTAL :   ESTIMATED TAX LEVY 25,442,848$      58 Heritage Center - Arts Cntr: Facility Attendant(4-1-2015)68,368 25,511,216        7.8% 4.3% 59 *I Park Improvement ‐ reprioritize ‐ facility enhancements 117,000 25,628,216        8.3% 4.8% 60 Commercial/Industrial Market Study - 25,628,216        8.3% 4.8% 61 Planning: Urban Reserve Area Plan 10,000 25,638,216        8.4% 4.9% 62 Mowing county road boulevards 30,809 25,669,025        8.5% 5.0% 63 Mowing county road boulevards (8,066) 25,660,959        8.5% 5.0% 64 Kenrick Ave/175th landscaping improvements & mntc 6,775 25,667,734        8.5% 5.0% 65 Parks: Ice rinks: Reopen 2 warming houses - close one 9,464 25,677,198        8.5% 5.0% 66 City Hall: Contract plant maintenance 3,750 25,680,948        8.6% 5.1% 67 *Community Survey ‐ residential 20,000 25,700,948        8.6% 5.1% 68 Parks: Highview Park rink major maintenance 23,250 25,724,198        8.7% 5.2% NOTE * Represents changes since August 11, 2014 81     F. FUTURE AGENDAS    a) Schedule of fees  b) 2015 Budget    Liquor Fund   Utility fund   Capital Projects Funds (non‐tax related)  c) Capital Improvement Plan (2015‐2019)  d) Pan‐O‐Prog  e) City Hall Study (WOLD)  f) Tax Increment Financing    Use of excess increments   Tax Increment Financing – Use of $2.2 million  g) Parks Business Plan   Ad Revenue for rinks    82