HomeMy WebLinkAboutItem 05
1
Preliminary 2015 Tax Levy
And
Potential 2015 Budget
September 2014
2
Table of Contents
Pages
A. Letter of Transmittal 4 - 6
B. Operations
General Fund (Summary) 8 - 12
Special Revenue Funds
o Communications Fund 14 - 16
o Economic Development 17 - 18
C. DEBT 20 - 24
D. Capital Projects Funds
(Financed by Property taxes and other revenues)
• Transportation
o Pavement Management 26 - 27
• Trails 28 - 30
• Parks 31 - 32
• Facilities 33 - 38
• Equipment 39 - 41
• Tax Increment 42
E. Internal Services – Municipal Reserve 44 - 45
F. Tax Levy 47 - 54
G. Appendix
• Public Education Initiatives 56 - 57
• General Fund
o Statement of Potential Revenues and Expenditures 58 – 68
• Personnel
o Schedule of Employees 69 - 71
o Per capita – comparable Cities 72
• Personnel – Requested/Not Approved
o Summary of Potential 2015-16 New Personnel positions 73
o New Positions (details)
Fire: Asst. Fire Chief and duty Crews 74 - 79
Inspections Building Inspector 80 - 83
Police Patrol officer 84 - 89
Human Res. Administrative Asst. 90 - 92
Parks Maintenance II 93 - 96
Streets Maintenance II 97 - 99
Finance Senior Accountant 100 - 101
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Table of Contents (continued)
Pages
Equipment Fund
Equipment Budgeted 102 - 110
Equipment Non-Financed 111 - 114
o Building Fund
Maintenance Budgeted 115 - 117
Maintenance Non-Financed 118 - 119
Emerging Issues
o Ipava Avenue – Tree replacement 120 – 123
o Playground evaluation 124 – 205
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The preliminary tax levy ($24.9 million) was approved by the City Council on September 15.
City staff is seeking direction from the City Council regarding a 20 15 Budget; the preliminary tax
levy will result in a $35 increase for the median value ($245,000) home. As such, we
respectfully recommend the Council consider the following approach to budget work session
topics.
Schedule of Fees
The Proposed Schedule of Fees will be provided to the City Council for the September 22 work
session. The Report will include fee history, comparison with other cities (or other entities if
appropriate), recommendations and potential budget impact.
Staff will be seeking council direction on which fees to modify and structure of
the modifications.
Budget Discussions
The undesignated portion of the tax levy ($286,811) can be appropriated to the following
purposes or some combination thereof.
infrastructure major maintenance and/or,
services related to residential or business growth and/or,
new services or programs
Property tax reduction
Future debt reduction.
To what purposes does the Council wish to appropriate the undesignated funds?
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Infrastructure Maintenance. All of the Capital Project Funds which finance major maintenance
projects have been modified to show no increase in taxes. The applicable funds are as follows:
Pavement Management
Parks
Trails
Tax Increment
Facilities
Equipment
Within the document is also a list of non-financed major maintenance projects or expenditures.
Does the Council wish to improve efficiencies by moving projects from the non -
financed list to the Budget?
Are there to be any changes in method of financing major maintenance projects
– including but not limited to property taxes, user fees, one -time revenues or
other?
Any non-financed projects to be added to the Budget or 2015 – 2019 Capital
Improvement Plan? If yes, what is the financing source?
Any changes to the schedule of Budgeted projects or expenditures?
Any projects to be removed from the 2015 Budget and/or 2015 – 2019 Capital
Improvement Plan?
What is the long range property tax financing policy for major maintenance and
equipment?
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Operations. (General, Special Revenue and Internal Service Fund). There are no new staff or
projects in the budget.
What is the long range operation plan for services if the City continues to grow at
the rate of 300 – 500 dwelling units per year?
What is the long range financial plan for services if the City continues to grow at
the rate of 300 – 500 dwelling units per year?
Does Council wish to add new staff? If yes, which ones? (Refer to pages 73 to
101)
Does Council wish to add new projects or programs? If yes, which ones?
Are there any existing services Council wishes to reduce or eliminate? If yes,
which ones?
What is the financial plan if there is a minor recession which results in a
degradation of building permit revenues?
Debt.
Does Council wish to appropriate a portion of the tax levy to reduction of future
debt?
Tax Levy
Does Council wish to reduce the final tax levy? If yes, by how much.
Staff looks to the City Council for direction in developing the 2015 Budget and 2015 – 2019
Capital Improvement Plan.
The October work session agenda will include the following budget related topics:
o Liquor Fund budget
o Utility Fund budgets.
o Utility rate analysis.
o Capital Improvement Plan 2015 – 2019.
7
GENERAL
FUND
8
GENERAL FUND
Fund Description
The General Fund accounts for all revenues and expenditures necessary to provide a full
range of services, including general government administration, community and economic
development, public safety, public works, and parks and recreation. The following is a
summary of the potential 2015 budget:
The potential budget does not include any new staff or programs.
2013
Actual
2014
Amended
Budget
2014
Estimate
2015
Potential
Budget
Increase /
(Decrease)
Revenues
General property taxes 15,964,728 16,794,367 16,826,757 17,889,258 1,094,891
Licenses and permits 2,087,937 1,947,676 1,951,991 1,951,491 3,815
Intergovernmental revenues 797,372 608,401 735,034 742,661 134,260
Charges for services 2,037,504 2,156,037 2,170,999 2,654,771 498,734
Court fines 219,535 274,590 209,716 288,001 13,411
Investment income (27,206) 44,413 40,376 40,376 (4,037)
Miscellaneous 93,913 61,461 77,468 46,145 (15,316)
Transfer from other funds 715,297 759,814 757,755 809,935 50,121
Total revenues 21,889,080 22,646,759 22,770,096 24,422,638 1,775,879
Expenditures
General government 4,213,468 4,662,268 4,729,305 4,797,770 135,502
Public safety 10,118,082 10,528,702 10,639,398 11,035,844 507,142
Public works 3,766,947 3,696,285 3,915,694 4,239,812 543,527
Parks and recreation 3,214,191 3,352,244 3,391,609 3,586,534 234,290
Transfer to other funds - - - 727,000 727,000
Total expenditures 21,312,688 22,239,499 22,676,006 24,386,960 2,147,461
Net Increase/(Decrease)576,392 407,260 94,090 35,678 (371,582)
General Fund
Schedule of Revenues, Expenditures and Changes in Fund Balance
Details are provided on pages 58 - 68.
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Uses of Funds
Significant changes in 2015 operations are as follows:
General Government
o Pan-O-Prog: Police overtime
o City Clerk: No elections or referendums
o Information Technology: PCI compliance
o Human Resources: PERA rate increases
o Human Resources: wage adjustments
o Human Resources: heath care premiums
o Facilities: utility increases
o Insurance: Premium increases
Public Safety
o Police: Dakota Communications Center cost increase
o Police: Forensic computer projects
o Police: Police Reserve recruitment
o Fire: rookie volunteer fire fighters
Public Works
o Engineering traffic counts
o Public Works Administration/Engineering re-organization
o Public Works Administration: new Senior Construction Representative
o Streets: snow and ice removal cost adjustments
Parks and Recreation
o Parks: facility and systems maintenance
o Recreation: Software replacement
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Sources of Funds
Property taxes provide the largest revenue source for operations. The following is a summary
of changes:
2015
Potential Increase /
Revenue Sources Budget (Decrease)
General property taxes 17,875,458$ 1,081,091$
Licenses and permits 1,951,491 3,815
Intergovernmental 742,661 134,260
Charges for services 2,654,771 498,734
Court fines 288,001 13,411
Investment income 40,376 (4,037)
Miscellaneous 46,145 (15,316)
Transfer from other funds 809,935 50,121
Total Revenue Sources 24,408,838$ 1,762,079$
Schedule of Fees
The City Council may wish to review of fees to determine whether rate adjustments are
appropriate. In the coming months, staff will provide City Council with information regarding
historical adjustments, comparison with other cities and the cost of providing the service. Fees
to be considered including but not limited to:
Connection Charges and development fees
Engineering fees
o Platting,
o Wetland Conservation fees
o Construction project administration
Liquor related licenses
Licenses: Waste Hauler, massage, taxicab, peddlers, etc.
Park and recreation
o Facility rental fees
o League fees
o Recreation program fees
Heritage Center rental fees
Permits: right of way permits, burning, sign, roofing
Planning and zoning fees
o Platting
o PUD
o CUP
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o Rezoning
o Special Home Occupation
o Administrative Subdivision
o Cost recovery.
Police: towing administration and security
Public Works services fees
Water meters
Water, sanitary sewer, street light and surface water fees
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 fund balance represents the amount of funds required to operate during the first six
months of the year. The City’s most significant rev enue sources – taxes and intergovernmental
revenue – do not provide appreciable revenues until the second half of the year.
A healthy financial position also allows the City to avoid volatility in tax rates; helps minimize
the impact of State funding changes; allows for the adequate consistent funding of services,
repairs and unexpected costs; and can be a factor in determining the City’s bond rating and
resulting interest costs.
Potential
2015
Budget
Revenues and other sources 24,422,638$
Expenditures (23,659,960)
Net 762,678
Transfers to Other Funds (727,000)
Fund Balance, January 1 (estimated)9,760,650
Fund Balance, December 31 (estimated)9,796,328$
Ratio: Fund balance to expenditures 41.4%
The Council may wish to consider transferring $727,000 to the Equipment Fund along with
other potential one-time transfers will facilitate the long-term financing structure for the
Equipment Fund. The General Fund transfer is the result of the 2013 operating results
exceeding budget estimates.
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Major Maintenance – Parks
The following is the five year plan for major maintenance of parks accounted for in the General
Fund:
2015 2016 2017 2018 2019
Routine Maintenance
Tree Trust/Eagle Scout project materials - - - - -
Tree plantings/replacement - - - - -
Picnic table construction 4,175 1,475 4,000 4,000
STS labor 16,225 16,225 16,500 16,500 16,500
McGuire:
Replace rubber floor 1,900
Replace furnace 1,300
Reshingle WH 3,800
Meadows-reshingle roof 3,900
Meadows-WH furnace replacement 1,300
Michaud Park-replace carpet 2,200
Bunker Hill-reshingle shelter 5,000
Orchard Lake-reshingle shelter 3,500
Dakota Heights-WH furnace replacement 1,300
Antlers-privacy fence replacement 8,500
Antlers-reshingle B&C 7,000
Cherryview WH-reshingle 3,800
Dakota Heights-rubber floor replacement 1,900
Meadows-rubber floor replacement 1,900
Prairie Lake-replace carpet w/rubber floor 4,000
Foxborough-ID sign replacement 4,000
Bench replacement 1,200
Replacement - Reconstruction
Resurface basketball/tennis courts 24,350
Casperson-reshingle building/two shelters 13,500
Aronson-safety netting Fields #1-4 17,000
Greenridge-rink end-board replacement 2,000
Cherryview-rink end-board replacement 2,000
Dodd Pointe-overlay BB court 5,000
Oak Shores-BB/tennis court
reconstruction 42,700
Meadows-BB court reconstruction 7,850
Community Partnerships
Field improvements/maintenance 10,000 6,500 6,500 6,500
Total Major Maintenance 59,200 59,200 59,200 59,200 59,200
GENERAL FUND
Parks - Major Maintenance
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SPECIAL
REVENUE
FUNDS
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COMMUNICATIONS FUND
Fund Description
The Communications Fund accounts for franchise fees from cable TV operations.
Expenditures and other financing uses are used to finance the City’s Cable TV and Public
Communications functions, including long-term replacement of equipment.
Uses of Funds
The Communications Fund finances the operations of the Communications Department which
is responsible for the City’s primary sources of information and communication including City
newsletter, City website, and Lakeville Government Television (cable channel 16). The
Communications Department also manages the Lakeville Access Television (cable channel 12).
The department’s mission is to provide information regarding municipal programs and services
in a quality and cost-effective manner that engages the community and enhances the City’s
image locally, regionally, and nationally.
The potential budget is premised on the assumption t he annual net revenues (after finance
current operations) can and will be appropriated to financing services such as streets, police,
fire and parks with franchise fees in lieu of a correspond property tax levy.
Sources of Funds
Franchise fees are the primary source of revenues ($610-655,000 per year) for the
Communications Fund. The fund also collects approximately $54,500 per year of Education and
Government (E.G.) fees annually.
Fund Balance
Restricted Fund Balance. The fund balance related to capital outlay acquisitions financed with
education and government (E.G.) cable franchise fees is classified as “restricted” since is can
only be appropriated to legally authorized purposes.
Committed Fund Balance. The fund balance related to operations financed with cable
franchise fees (non-educations and government) is classified as “committed”. The potential
budget appropriates approximately $495,000 of the Committed Communications Fund balance
to the Equipment Fund.
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The “Committed” portion of the Communications Fund should have adequate balances to
provide working capital for on-going operations. Since the cable franchise fees are received on
a quarterly basis, a balance representing 25-35% of recurring expenditures is recommended.
The Communications Fund also should have adequate balances to finance anticipated capital
expenditures and/or significant outstanding expenditures. As such, a $49 5,000 fund balance is
available for other purposes.
One time revenues, such as use of fund balance, should be appropriated to purposes which are
non-recurring and/or of a capital nature. Appropriation of $49 5,000 from the Communication
Fund to the Equipment Fund is recommended in order to provide a foundation for financing
anticipated significant acquisitions and replacement in next five years in order to mitigate
substantive fluctuations in the tax levy.
2014 2015
2013 Amended 2014 Potential Increase/
Actual Budget Estimate Budget (Decrease)
Revenues
Franchise Fees 639,557 610,915 645,953 652,413 41,498
Franchise Fees - EG fees 27,403 - 65,520 66,175 66,175
Other 54,972 516 516 516 -
Interest on Investments (2,385) 8,689 1,434 2,530 (6,159)
Total Revenues 719,547 620,120 713,423 721,634 101,514
Expenditures
Personnel 324,080 326,866 336,374 337,013 10,147
Commodities 2,983 5,649 3,271 3,286 (2,363)
Contractual 173,249 114,031 296,238 249,402 135,371
Capital outlay 42,632 70,564 66,686 78,451 7,887
Transfer to General Fund 65,237 122,924 123,587 152,933 30,009
Total Expenditures 608,181 640,034 826,156 821,085 181,051
Net Increase/(Decrease)111,366 (19,914) (112,733) (99,451) (79,537)
Transfer to Equipment Fund (495,000) (495,000)
Fund Balance, January 1 782,910 798,469 894,276 781,543 187,092
Fund Balance, December 31 894,276 778,555 781,543 187,092 (387,445)
Fund Balance
Restricted 27,403 - 27,851 15,575 15,575
Committed 866,873 778,555 753,692 171,517 (607,038)
Fund Balance, December 31 894,276 778,555 781,543 187,092 (591,463)
Communications Fund
Schedule of Revenues, Expenditures and Changes in Fund Balances
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Other Financial Information
The Finance Committee, at its July 31 meeting, recommended the unencumbered fund balance
from the Communication Fund be appropriated to purposes which are non -reoccurring and/or
of a capital nature such as the Equipment Fund.
The Finance Committee further recommended City Council adjust the Cable Television
Franchise Rate to more accurately reflect the actual cost of providing the Communication Fund
operating costs only.
The Cable Television Board has historically provided their recommendations to the City Cou ncil
regarding the Cable Television Franchise and Cable Television Franchise Fee rate. Staff
recommends that the Cable Television Franchise Board be provided the opportunity to provide
a recommendation(s).
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ECONOMIC DEVELOPMENT FUND
Fund Description
The administrative fees received from issuance of conduit debt in 2008 and the Minnesota
Department of Trade and Economic Development (DTED) Economic Recovery Grant are
committed to economic development initiatives.
Uses of Funds
Potential uses of the funds include
Annual dues for Metropolitan Consortium of Community Developers ($7,500).
Commercial – industrial market Study ($50,000) as recommended by the Economic
Development Committee. Staff will endeavor to seek grants and other revenue sources
to assist with financing. The study will not be included in the budget until grants have
been identified.
Sources of Funds
The primary sources of annual revenues are conduit debt administration fees ($2,500/year).
Fund Balance
The funds are appropriated to economic development initiatives.
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2014 2015
2013 Amended 2014 Potential Increase/
Actual Budget Estimate Budget (Decrease)
Revenues
Interest on Investments (191) 623 299 276 (347)
Intergovernmental 168,290 - 428,337 - -
Conduit Debt Fee 2,500 2,500 2,500 2,500 2,500
Total Revenues 170,599 3,123 431,136 2,776 2,153
Expenditures
Other 7,500 7,500 7,500 7,500 -
Economic Development 170,017 - 428,337 - 2,500
Total Expenditures 177,517 7,500 435,837 7,500 2,500
Net Increase/(Decrease)(6,918) (4,377) (4,701) (4,724) (347)
Fund Balance, January 1 66,776 60,861 59,858 55,157 (5,704)
Fund Balance, December 31 59,858 56,484 55,157 50,433 (6,051)
Economic Development Fund
Schedule of Revenues, Expenditures and Changes in Fund Balances
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DEBT
SERVICE
FUNDS
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DEBT SERVICE FUND
Fund Description
Debt Service Funds are established to account for the accumulation of resources for the
payment of general long-term principal, interest and related costs also referred to as the
“Government Activities Bonds”. Not included is the debt issued for and serviced by the Liquor
Fund.
2014 2015
2013 Amended 2014 Potential Increase/
Actual Budget Estimate Budget (Decrease)
Revenues
General property taxes 5,348,580$ 5,304,582$ 5,130,245$ 4,804,704$ (499,878)$
Tax increment 669,288 691,447 691,447 370,722 (320,725)
Intergovernmental 919,408 904,639 904,239 906,430 1,791
Charges for services 372,696 403,951 403,951 411,901 7,950
Special assessments 1,091,030 765,271 707,218 674,934 (90,337)
Investment income 56,801 39,818 135,153 196,064 156,246
Donations 95,000 95,000 95,000 95,000 -
Miscellaneous - 480 - - (480)
Total revenues 8,552,803 8,205,188 8,067,253 7,459,755 (745,433)
Expenditures
Principal 5,825,000 5,295,000 5,295,000 6,010,000 715,000
Interest 3,948,740 3,700,592 3,839,594 3,755,420 54,828
Fiscal charges 26,351 23,939 16,362 16,739 (7,200)
Total expenditures 9,800,091 9,019,531 9,150,956 9,782,159 762,628
Other financing sources (uses)
Transfer from other funds 1,408,587 1,603,893 1,582,280 1,520,280 (83,613)
Transfer to other funds (125,500) (63,600) (63,600) - 63,600
Issuance of debt - - 8,520,000 - -
Refunding bonds issued - - 12,660,000 - -
Premium on bonds issued 2,413 - 1,981,519 - -
Refunded bonds called - (10,735,000) (10,735,000) (12,820,000) (2,085,000)
Total other financing sources
(uses)1,285,500 (9,194,707) 13,945,199 (11,299,720) (2,105,013)
Net change in fund balance 38,212 (10,009,050) 12,861,496 (13,622,124) (3,613,074)
Fund balance, January 1 32,787,368 32,420,234 32,825,580 45,687,076 8,244,723
Fund balance, December 31 32,825,580$ 22,411,184$ 45,687,076$ 32,064,952$ 4,631,649$
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Sources of Funds
The debt is repaid from a myriad of revenue sources. Approximately 54% of the debt is paid for
from property taxes with the remaining 46% paid from non-tax sources.
Taxes
54%
Connection Charges
12%
Liquor Revenues
4%
Municipal State Aid
9%Tax Increment
Financing
4%
Other
9%
Special Assessments
8%
Debt Service Revenue Sources
Fund Balance
The fund balance is appropriated to future debt payments.
Other Financial Information
Credit Rating Moody’s Investors Services has affirmed an Aa1 underlying rating on the City of
Lakeville’s outstanding long-term general obligation debt and the Aa3 underlying rating on the
City’s lease revenue debt.
Legal Debt Limits Minnesota Statutes §475 limits the amount of general obligation debt which
is financed solely from property tax levies including Equipment Certificates, Capital
Improvement Bonds, Street Reconstruction Bonds and debt approved by referendum. The debt
cannot exceed 3% of the taxable market value of the City. Debt excluded from limitations are
those for which some other source of revenue is pledged as security including but not limited to
improvement bonds, tax increment bonds, utility revenue bonds and revenue bonds.
Refunding Debt The City issued $22.450 million of (cross-over) refunding debt in July 2012 to
refinance the G.O. Street Reconstruction Bonds 2003 A and G.O. Capital Improvement Bonds
series 2004 A. The refinancing has resulted in a net present value savings of $2.235 milli on over
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the 17-year life of the debt. The refunding bonds, as well as the series 2003 A and 2004 A
bonds, will remain as City obligations until the two refunded bonds are called and fully retired
on or before February 1, 2015.
In July 2014, the City issued $12.660 million of (cross-over) refunding debt to refinance the G.O.
Street Reconstruction Bonds 2005 A and G.O. Capital Improvement Bonds 2007 D. The
refinancing has resulted in a net present value savings of $1.29 million over the 18-year life of
the debt. The refunding bonds, as well as the series 2005 A and 2007 D bonds, will remain as
City obligations until the two refunded bonds are called and fully retired on or before February
1, 2017.
Five Year Financial Plan
The Five Year Financial Plan submitted to the City Council in May, 2014, provided an overview
of the status of the City debt and also provides recommendations regarding financial
management policies and practices. The following is an excerpt of the Financial Policies and
Practices section of the Report.
The City of Lakeville has more
than $300 million invested in
infrastructure such as roads,
water systems, sanitary sewer
systems, parks and buildings.
Proper maintenance of the
infrastructure maximizes the
asset value as well as ensuring
health, safety and quality of life
of Lakeville residents and
businesses. If the assets are
not properly maintained, long
term costs escalate in order to
repair, maintain or replace the
asset.
The City has adopted a pavement management plan which addresses maintenance issues based
on the OCI (Overall Condition Index) of the street. The City has a Street Reconstruction Policy
whereby it finances approximately 60% of the street reconstruction with property taxes.
During the Great Recession, the City Council chose to finance its share of cost by issuance of
debt with the amortization over a ten year period in order to take advantage of the low interest
rate environment and to minimize the tax impact to residents and businesses.
The City share of costs financed with debt (approximately $4 million per year) is repaid with
property taxes over a 10 year period. In ten years the tax levy will be approximately $4.49
million of which $490,000 is for interest.
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
1 2 3 4 5 6 7 8 9 10 11 12
Street Reconstruction Debt
Property Tax Levy
Principal
Interest
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$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
Current Rates 1% Rate Increase
$492,536
$730,405
Street Reconstruction Debt
Annual Interest
Over the 10 year period the
amount of debt retired, which
is repaid with property taxes,
eventually increases to $4.0
million. At that point the City
is issuing debt at the same rate
as it is being retired.
In other words there is not debt
reduction for City share of cost.
In addition, the City is issuing
approximately $2.5 annually
which is repaid with special
assessments.
Interest rates are currently near
historic lows. If interest rates
increase by 1%, the annual tax
levy for interest expense increases to
approximately $730,000 in the 10th
year.
$(6,000,000)
$(4,000,000)
$(2,000,000)
$-
$2,000,000
$4,000,000
$6,000,000
1 2 3 4 5 6 7 8 9 10 11 12
Year
Street Reconstruction Debt
Annual Principal
Retired
Issued
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
1 3 5 7 9 11 13 15 17 19 21
Year
Street Reconstruction Debt
Total Outstanding Principal
Taxes
Total
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The street reconstruction program was accelerated in the 2014 – 2018 Capital Improvement
Plan in order to improve the City wide OCI and reduce the number of miles of streets which are
in failing condition.
Recommendation:
In order to eliminate or minimize tax levy for interest cost s associated with annual street
reconstruction projects,
a) Explore the various financing options, including a discussion of the issues related to
each option, for
* Financing the City share of street reconstruction project costs on a pay-as-you-go
method rather than relying on debt
* Construction Project Reserve Fund to level off the “peaks and valleys” which will
occur from year to year in project costs
* Implementation plan
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CAPITAL
PROJECTS
FUNDS
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PAVEMENT MANAGEMENT FUND
Fund Description
The Pavement Management Fund primary purpose is to account for pavement management
activities. The fund enables the City Council to establish a relatively stable tax levy. The fund
activities account for maintenance costs which would otherwise be accounted for in the
operating budget. The Pavement Management Fund enables the City to establish a long -term
maintenance program and financing plan which, when taken into consideration with the street
reconstruction program, enables the City to develop a consistent long-term financing plan.
Uses of Funds
Changes in the pavement management plan include
Discontinuance of sealcoating streets
Sealcoating of park parking lots to be accounted for in General Fund.
Increased crack sealing, patching, minor overlays and velocity patching.
A comparison of the 2014 budget to 2015 potential budget is as follows:
Increase/
Expenditures 2014 2015 (decrease)
Seal coating 224,973 - (224,973)
Park parking lots 30,512 - (30,512)
Patching & Minor Overlays 569,878 892,673 322,795
Velocity Patching 107,120 170,405 63,285
Crack sealing 59,488 130,000 70,512
Sidewalk 25,000 25,000 -
Conc Curb, Draintile 25,000 25,000 -
County Road Utility Impr. 25,000 25,000 -
Bridge Insp/Repairs 15,000 15,000 -
Safety Improvements 30,000 60,000 30,000
Pavement Mgt Support 30,000 - (30,000)
Other 33,850 - (33,850)
Total maintenance 1,175,821 1,343,078 167,257
Pavement Management Fund
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Sources of Funds
Property taxes and Municipal State Aid (M.S.A.) Street funds are the primary sources of
revenues for financing pavement maintenance activities. MSA funds are proposed to be
reduced to $120,000/year in order to provide the financing for road improvements such as
Dodd Boulevard from 185th to 192nd Street and County Road 50 from 186th Street to Dodd
Boulevard.
Fund Balance
The objective is to provide a beginning fund balance which will finance expenditures until the
City receives its July tax settlement. The fund balance is therefore recommended to be 50% of
expenditures.
The Fund has an excess balance in 2014 of $524,000 which is recommended be transferred to
the Equipment Fund to provide long term financial stability.
2015 – 2019 Capital Improvement Plan
2015 2016 2017 2018 2019
Revenues
Taxes 1,191,550 1,191,550 1,191,550 1,191,550 1,191,550
MSA - Maintenance 120,000 120,000 120,000 120,000 120,000
Total Revenues 1,311,550 1,311,550 1,311,550 1,311,550 1,311,550
Expenditures
Maintenance
Crack sealing 130,000 135,200 140,608 146,232 152,081
Seal coating
Velocity Patching 170,405 170,000 170,000 170,000 170,000
Patching & Minor Overlays 892,673 928,380 965,516 1,004,138 1,044,303
Sidewalk 25,000 25,000 25,000 25,000 25,000
Conc Curb, Draintile 25,000 25,000 25,000 25,000 25,000
County Road Utility Improvements 25,000 25,000 25,000 25,000 25,000
Bridge Insp/Repairs 15,000 15,000 15,000 15,000 15,000
Safety Improvements 60,000 30,000 30,000 30,000 30,000
Total maintenance 1,343,078 1,353,580 1,396,124 1,440,370 1,486,384
Transfer to other purposes 524,000
Net Increase (Decrease)(555,528) (42,030) (84,574) (128,820) (174,834)
Fund Balance, January 1 1,297,814 742,286 700,256 615,682 486,862
Fund Balance, December 31 742,286 700,256 615,682 486,862 312,028
Pavement Management Fund
Statement of Revenue, Expenditures and Changes in Fund Balance
Non-Financed projects
None
28
TRAIL IMPROVEMENT FUND
Fund Description
The Trail Improvement Fund accounts for the long term maintenance, repairs and replacement
of the City trails. The Fund was initially financed with a one-time transfer from the General
Fund.
Uses of Funds
Annual maintenance (such as seal coating), repairs and replacement of trails.
Sources of Funds
The projected source of revenues is an annual $45,200 tax levy
Fund Balance
A fund balance of 50% of the subsequent years budget sho uld be maintained to provide the
reserves during those periods when there are significant “peaks and valleys” in reconstruction
projects and to provide operating capital until the final tax proceeds are received in December
of each year.
Other Financial Information
The Trails Maintenance study prepared by WSB in 2011 stated that the average annual cost to
maintain the City’s trails system is approximately $250,000. The cost may vary from year to
year depending on the scope of work required for major m aintenance and/or replacement.
The average annual cost will increase in future years as the trails system is expanded.
29
2015 – 2019 Capital Improvement Plan
2015 2016 2017 2018 2019
Revenues
Tax Levy 45,200 45,200 45,200 45,200 45,200
Expenditures
Trail sealcoating 60,000 60,000 60,000 57,061 40,200
Trail inspections (1/3 of system)5,000 5,000 5,000 5,000 5,000
N side 165th - Ipava to Kenrick Ave
(reclamation)83,067
E side Ipava Ave - S.M. Park/S entr. to 165th St
(reclam.)46,002
N side 165th - Ipava to Highview Ave
(reclamation)78,236
S side 165th - Hudson to Highview
(reclamation)35,469
Dakota Heights Park Trails (reclamation)16,141
W side Flagstaff Ave - Fontina Path to Dodd
Blvd (reclam.)78,517
N. Creek Trail - E from Flagstaff to N. Creek
MHP (reclam.) 47,035
Dodd Trail trails - Flagstaff to Dodd Blvd
(reclamation)32,434
E side Flagstaff - Fontina Path to Dodd
(overlay)51,914
*E side Pilot Knob - 160th to 170th
(reclamation)41,595
Engineering costs for reclamation/overlay
projects 32,267 32,462 62,874
Total capital improvements 226,336 227,308 379,369 62,061 45,200
Net Increase (Decrease)(181,136) (182,108) (334,169) (16,861) -
Fund Balance, January 1 714,274 533,138 351,030 16,861 -
Fund Balance, December 31 533,138$ 351,030$ 16,861$ -$ -$
Trail Improvement Fund
Statement of Revenue, Expenditures and Changes in Fund Balance
The 5-Year Financial Projection Report recommended that a consistent revenue source be
identified to finance trails major maintenance. The 5 -year facility plan submitted as part of the
proposed budget on August 25 provided for a $33,000 tax levy increase each year for the next
five years in order to provide consistent fun ding for trail reconstruction identified in WSB
Report.
However, if there are no increases in the tax levy for trails maintenance in 2015 and future
years, the fund will cease to have adequate appropriations in 2017 and future years. The
revised Trails five year plan, assuming no increase in financing, as shown above.
At such time as the trails become unsafe due to lack of maintenance, the Council will need to
appropriate funds to remove the trail surfaces. A list of the non-finance projects is shown on
the following page.
30
Non-Financed projects
Project 2018 2019
Aronson Park Trails (reclamation)18,508
Cedar Highlands Park Trails (reclamation)30,295
Hypointe Park Trails (reclamation)9,869
Oak Shores Park Trails (reclamation)46,532
Parkview Park Trails (reclamation)16,281
Quail Meadows Park Trails (reclamation)14,085
*W side Cedar - 190th to 202nd (reclamation)50,148
*N side 160th - Ipava to Interlachen
(reclamation)14,321
*S side 160th - Ipava to Cedar Ave
(reclamation)79,510
Engineering costs 33,893 35,995
Total capital improvements 169,463 179,974
Trail Improvement Fund
NON - FINANCED PROJECTS.
31
PARK MAJOR MAINTENANCE
Fund Description
Other than $59,000 in the General Fund, there is no designated funding for major maintenance
of park facilities or infrastructure.
Playgrounds
The Parks Department staff has provided an evaluation of playgrounds. Refer to memorandum
and supporting documentation on pages 124 to 205.
Non- financed projects
A summary of park improvements with no financing is as follows:
2015 2016 2017 2018 2019
Replacement - reconstruction 106,200 32,050 5,700 11,600 37,500
Community Partnerships 10,000 6,500 6,500 6,500 6,500
Facility enhancements -
replacements - - 260,000 325,000 -
Playground replacements 203,000 300,000 76,500 - 343,750
Total expenditures 319,200 338,550 348,700 343,100 387,750
Details are provided on subsequent page.
32
Parks - Major Maintenance
NON-FINANCED (2015 - 2019)
Pr
i
o
r
i
t
y
Routine
6 Parking lot sealcoating 130,470
7 Highview Heights-rink upgrades/repairs 23,250
8 Tree plantings/replacements 50,000
9 Tree Trust/Eagle Scout project materials 50,000
10 Tree Trust labor 7,500
11 Bench replacement 12,500
12 Sign replacement 16,000
18 Dakota Heights-trail/door installation 1,000
19 Meadows-new door & trail to WH 650
291,370
Replacement - Reconstruction
5 Resurface basketball/tennis courts 55,100
16 Quigley-Sime trail extension 15,000
17 Michaud Park-site lighting LED 10,000
80,100
Facility Enhancements - Replacements
13 Aronson-building upgrades 325,000
14 Replacement of Antlers building 140,000
15 Pioneer Plaza-upgrades 120,000
585,000
*Playground Replacements
1 Steve Michaud LOA (2016)300,000
2 Quail Meadows (2015)78,750
3 Oak Shores (2015)76,500
4 Cherryview (2019)76,500
4 Dodd Trail (2015)76,500
4 Highview Heights (2017)76,500
4 Greenridge (2019)73,000
4 Independence (2019)65,500
4 Hypointe Crossing (2019)50,000
4 Bracketts Crossing (2019)50,000
923,250
Total Major Maintenance 1,879,720
* = Programmed to be replaced based on
NON-FINANCED (2015 - 2019)
Pr
i
o
r
i
t
y
33
BUILDING FUND
Fund Description
The Building Fund accounts for the accumulation and disbursement of funds for the
construction or improvement of public buildings.
Uses of Funds
The funds are expended on major maintenance of City facilities. Not included in the Five Year
Capital Improvement Plan are the potential police gun range and a fifth fire station.
Sources of Funds
In an effort to minimize the tax impacts to re sidents and businesses during and since the Great
Recession, all major maintenance projects related to general government facilities (not
including Liquor or Utility) were financed from the Building Fund rather than the General Fund.
All of the facility projects, including minor maintenance, identified in recent Capital
Improvement Plans were accounted for in the Building Fund which is financed primarily with
one-time revenues from Life Time Fitness. There are currently no defined on -going revenue
sources for financing facility maintenance projects from the Building Fund.
Various options were considered in the development of the financing plan including but not
limited to one-time revenues (such as from the Communications and General Fund) and
issuance of debt. One time revenues do not provide a consistent and reliable source of
financing. Issuance of debt increases maintenance costs and defers payment of current
obligations to future generations.
Other Financial Information.
The Finance Committee, at their July 31 meeting, recommended City Council prioritize the
project schedule and re-establish a property tax levy with gradual increases over a 5 -6 year
period.
Subsequent events
Recently there have been several unanticipated events which are adversely affecting the
Building Fund. These events include the following:
34
Fire Station #4 - Roof top unit (heating system) malfunction and replacement
Heritage Center - Skylight replacement
City Hall - Backup generator malfunction and replacement
Central Maintenance Facility – Trench Drains
Central Maintenance Facility – Gate Access Controller
Central Maintenance Facility – Hoist Repair
Financing of these projects is provided by the Building Fund. The Fund has adequate cash
balances in 2014; however, the long term financing of the Fund is affected. The following is
discussion of the projects and financing.
Fire Station #4 - Roof Top Unit (heating system) malfunction and replacement
The heating component of RTU #4, which serves the Fire Administration area of Fire Station #4,
failed in April. The RTU #4 was not programmed to be replaced within the next 10 years.
The heating component on the RTU is a unique on demand tank-less water heater design.
Repair is not an option and there are no replacement components available. The station also
has two other identical RTUs with the same hot water heating component that serve other
areas of the station. Neither of these units will be repairable if they should fail.
While RTU #4 must be replaced immediately, the benefits to replacing all three at the same
time are minimization of mobilization costs, equipment standardization, equipment lead times
and avoidance of potential failure during winter months. Bids for replacement of RTU #4 were
obtained on August 5th; the bids included a bid alternate for replacement of the other RTU’s.
Lead time for installation is approximately 10-12 weeks. Estimated cost of replacing a 3 RTU’s,
including engineering services is approximately $112,000. Award of contract was approved by
the City Council at the August 18th meeting.
Heritage Center - Skylight Replacement.
The main skylights in the Heritage Center are showing signs of delamination and deterioration
thereby resulting in water leaks into the multi-purpose room. Replacement of the skylight
system was originally budgeted at $67,500. Contractors recently indicated the replacement
cost, including engineering, has escalated to approximately $108,000.
Originally it was presumed that the skylight panels could be repl aced on a one for one basis. An
engineering evaluation of the skylights showed that the original panels were framed as
windows and were part of the support structure. These panels are no longer available and
replacing them in the same manner is not an option. The replacement panels will be longer
thereby requiring a different support structure as well as drywall work, modifications to the fire
sprinkler system, and roof work and flashing to the area around the skylights and the gutters.
35
City Hall - Generator Replacement.
The generator at City Hall provides backup power to the computer servers in the event of a
power failure. The IT department also has an uninterrupted power supply as a backup system
to provide power to the servers while the generator picks up the full load. The UPS can provide
approximately 1 hour of power in the event both the electricity and the generator fail.
City Hall recently lost one phase of its electrical power for several hours. When the power
dropped, the uninterrupted power supply (UPS) in the network center picked up the load and
the generator came on automatically. Within a few minutes of its starting, the generator
overheated and shut down. Investigation of the generator failure showed that it had run low
on both coolant and oil causing internal damage to the generator thereby rendering it un -
functional. With the small amount of time remaining in the UPS, the computer system was
shut-down by IT staff.
Because of the critical nature of the backup systems for the servers, staff obtained bids to
replace the generator immediately. Three quotes were obtained with the low being $16, 907.
Replacement of the generator was originally scheduled and budgeted in 2015 for $34,000. The
generator was replaced on in late August and was operational in early September.
Central Maintenance Facility – Trench Drains
In the truck parking area of the Central Maintenance Facility there are three trench drains that
run down the center of the driving lanes. The purpose of these trench drains is to collect snow
melt and water runoff from the trucks and carry it to the storm sewer system.
The concrete holding up the rails that, in turn, hold up the grates was beginning to fail in
several areas. The failing concrete causes the rails to separate from the concrete and bend,
causing the grates to fall into the trench drain. This creates a safety hazard for staff as well as a
driving hazard. In one instance, the grates are being held up with blocks of wood, in other
instances staff has covered the failing areas with sheets of metal. Repairs require that the
concrete around the trench drain be removed, new concrete poured and tied into the existing
floor reinforcing, new rails installed, and the existing grates reinstalled. There will be
approximately 2,800 square feet of concrete removed and replaced.
Cost of the repairs is approximately $36,000. The Building Fund budget provided $33,000 to
seal the floor. Staff is requesting the $33,000 for floor sealing be re-appropriated to the trench
drain repairs with the remaining $3,000 to be appropriated from the Building Fund balance.
Sealing of the floor would be deferred to a future budget. Staff is pursuing additional quotes
for the repair.
Central Maintenance Facility – Hoist Repair
The Central Maintenance Facility has two heavy duty hoists which are used for repair of heavy
equipment such as snow plow vehicles and fire trucks. The concrete around the rails
36
supporting one of the front hoists is deteriorating thus causing the h oist to lean when the
vehicle weight is not evenly distributed such as a plow truck with a wing.
The hoist is not in use and will not be used until the repair is made. Being limited to one heavy
duty hoist does impact the completion of repairs to dump trucks and other heavy equipment.
The staff has only been able to solicit two quotes thus far. The original contractor no longer
installs hoists. One of the prospective bidders declined to bid when staff refused the bidders
request for reimburse of time and mileage to submit a bid. The low bid thus far is $23,113.
Major repairs to the hoist were not anticipated within the five year Capital Improvement Plan.
Central Maintenance Facility – Gate access controller.
After a number of repeated temporary repairs, the memory chips in the CMF gate controller
cannot be replaced. The system has reached the end of its life cycle. If the unit experiences
any catastrophic event, electrical surge, lighting strike, physical confrontation with a moving
vehicle that would cause damage to the board and or chip, the system will not be repairable. If
the system fails, security and access will be a major operational issue.
The staff is seeking quotes for replacement of the gate controller. The low bid thus far is
$13,350. Replacement of the gate controller was not anticipated within the five year Capital
Improvement Plan.
37
2015 – 2019 Capital Improvement Plan
2015 2016 2017 2018 2019
Revenues
Property Taxes
Total revenues - - - - -
Expenditures - Capital outlay
Arts Center 48,575
Central Maintenance Facility 53,367
City Hall 293,500
Fire Station #1 173,000
Fire Station #2 134,500
Fire Station #3 10,700
Fire Station #4 2,400
Heritage Center 94,950
Police Station 4,100 - - - -
Total expenditures 815,092 - - - -
Net change in fund balance (815,092) - - - -
Fund balance, January 1 909,341 94,249 94,249 94,249 94,249
Fund balance, December 31 94,249$ 94,249$ 94,249$ 94,249$ 94,249$
Building Fund
Schedule of Revenues, Expenditures and Changes in Fund Balances
Details relating to each facility are provided on pages 115-117.
The 5-Year Financial Projection Report recommended that a consistent revenue source be
identified to finance facility major maintenance. The 5-year facility plan submitted as part of
the potential budget provide for a $47,600 tax levy increase each year for the next five years.
However, if there are no increased tax levies for facilities in 2015 and future years, the facilities
major maintenance will be on a pay-as-you go basis starting in 2016. In other words, tax levies
will have greater fluctuations from year to year. If the facilities are to be financed on a pay-as-
you-go basis, the projects should be accounted for in the General Fund and thereby eliminating
the Building Fund.
Following pages provide a summary of the non-financed projects listed by facility.
38
Non-Financed Projects
Details relating to each project without long range financing are as follows:
2015 2016 2017 2018 2019
Expenditures - Capital outlay
Arts Center 4,000 6,800 36,000 10,800
Central Maintenance Facility 28,000 33,800 16,000 -
City Hall - 120,000 77,000 55,000
Fire Station #1 20,000 - - -
Fire Station #2 1,800 5,300 - -
Fire Station #3 4,800 - - -
Fire Station #4 10,000 7,200 - 115,000
Heritage Center 95,350 4,000 - 57,400
Police Station - - - - -
Total expenditures - 163,950 177,100 129,000 238,200
Building Fund
Non-financed Projects
Details relating to each facility are provided on pages 118-119.
39
EQUIPMENT FUND
Fund Description
The Equipment Fund accounts for the purchase of public safety, street and park maintenance
equipment. The most significant capital acquisitions are related to replacing vehicles,
machinery, and technology.
Uses of Funds
The City Staff recommended on August 11, a five year program equipment acquisition and
replacements. The funds also takes into consideration (a) equipment which improves
operation efficiencies and (b) takes into consideration additional staffing (such as police and
streets) to accommodate service issues related to growth. However, based on council
comments at the August and September work sessions, all new equipment was removed from
the potential equipment fund. The equipment contained within the fund is only for
replacement of equipment that has reached the end of its useful life. A summary of the revised
equipment fund expenditures is as follows:
Expenditures 2015 2016 2017 2018 2019
Election equipment 26,667 26,667 26,667 - -
Fire 544,729 542,758 135,683 263,750 66,750
Parks 364,972 399,471 194,057 276,642 80,450
Police 308,869 516,720 763,613 675,586 289,007
Streets 637,093 1,074,246 956,163 592,919 1,257,297
Debt repayment - - 64,752 65,000 65,000
Technology 87,926 93,764 233,760 445,130 106,084
Total expenditures 1,970,256 2,653,626 2,374,695 2,319,027 1,864,588
Details relating to equipment are provided on pages 102-110.
Sources of Funds
The primary revenue sources for financing equipment acquisitions during the five year period
are Liquor Fund transfers ($4.3 million), property taxes and sale of assets ($1.1 million). A
number of options were considering in developing a long-term property tax financing structure
including but not limited to use of one-time revenues and issuance of debt. There is no
increase in tax levy for equipment acquisitions and replacements. The potential budget also
includes use of one time revenues from the following sources.
Communications Fund – unencumbered balance. $495,000
General Fund – unencumbered fund balance $727,000
Pavement Management Fund $524,000
40
Fund Balance
2015 2016 2017 2018 2019
Revenues
General property taxes 300,000 300,000 300,000 300,000 300,000
Sale of assets 225,804 248,800 189,975 206,700 233,100
Transfer from:
Liquor Fund 825,812 847,063 868,230 894,306 894,306
Communications Fund 495,000
General Fund 720,000
Pavement Management 524,000
Debt 500,000
Total other financing sources 3,090,616 1,895,863 1,358,205 1,401,006 1,427,406
Expenditures
Election equipment 26,667 26,667 26,667 - -
Fire 544,729 542,758 135,683 263,750 66,750
Parks 364,972 399,471 194,057 276,642 80,450
Police 308,869 516,720 763,613 675,586 289,007
Streets 637,093 1,074,246 956,163 592,919 1,257,297
Debt Repayment - - 64,752 65,000 65,000
Technology 87,926 93,764 233,730 445,130 106,084
Total expenditures 1,970,256 2,653,626 2,374,665 2,319,027 1,864,588
Net change in fund balance 1,120,360 (757,763) (1,016,460) (918,021) (437,182)
Fund balance, January 1 2,137,056 3,257,416 2,499,653 1,483,193 565,172
Fund balance, December 31 3,257,416 2,499,653 1,483,193 565,172 127,990
Equipment Fund - REVISED SEPTEMBER 15
Statement of Revenue, Expenditures and Changes in Fund Balance
Other Financial Information
The Finance Committee, at its July 31 meeting recommended
Prioritization of equipment and acquisitions taking into consideration such factors as
longevity, extended warranties, purchasing used equipment, maintenance costs and
community safety.
Transfer of one-time revenues from Communications, General and Pavement
Management Funds
Lease financing of fire truck over a 5 – 10 year period starting in 2016
Graduated increases in the property tax over a five year period. Council should make
every effort to maintain a levy as is and if needed increases should be gradual.
41
The potential Equipment Fund budget presented on August 11 included not only the
replacement of equipment which was at the end of its useful life but also equipment associated
with new personnel and equipment which would improve operational efficiencies.
With the potential elimination of additional tax levy for equipment acquisition, the Equipment
Fund would be modified to only include replacement equipment. New equipment related to
operational efficiencies would thus been removed. Any equipment acquisitions related to new
positions will be identified with new personnel position when or if they are approved in the
future.
Non-Financed Projects
A summary of non-financed equipment is as follows:
2015 2016 2017 2018 2019
Expenditures
Election equipment - - - - -
Fire 41,003 33,784 - - -
Parks 20,624 125,164 - 17,300 -
Police 77,007 32,380 (133,660) (87,648) 246,700
Streets 462,463 13,826 41,697 252,458 -
Technology - - - - -
Total expenditures 601,097 205,154 (91,963) 182,110 246,700
Details of non-financed equipment is provided on pages 111 – 114.
42
TAX INCREMENT FUND
Fund Description
There are two tax increment projects in the Capital Project Funds that will be expiring in 2014.
Both are redevelopment TIF districts. There are also two tax increment projects in the Debt
Service funds which are expiring in 2014. The City also received the final payment ($2.2
million) on the Southfork Interest Reduction Loan Agreement.
Uses of Funds
Tax Increment fund balances
The tax increment funds can only be expended for purposes authorized by the underlying TIF
authorization. The estimated balances in each respective district are as follows:
Name TIF Authorization Total
TIF district 3 Redevelopment 164,600
TIF district 8 Housing 174,656
TIF district 9 Redevelopment 99,835
TIF district 17 Renewal + Renovation 255,150
Staff will be presenting to the City Council in the fall of 2014 various options regarding use of
the funds for community redevelopment.
The alternative is for the City to refund the balances to the County for redistribution to the tax
jurisdictions; the City share of the redistribution would be approximately $230,000. There are
no restrictions on how the redistribution can be expended.
Southfork Interest Rate Reduction Loan
The $2.2 million Southfork Interest Rate Reduction Loan proceeds can be appropriated to fund
any of the HRA’s authorized purposes, such as blight reduction, housing projects for low and
moderate income housing and related improvements, and other urban renewal projects such
as repair and rehabilitation of buildings, reduction of traffic hazards or other land uses
detrimental to the public welfare, and acquisition of property to remove unhealthful,
unsanitary, or unsafe conditions.
43
INTERNAL
SERVICE
FUND
44
MUNICIPAL RESERVES FUND
Fund Description
The Municipal Reserves Fund is used to account for the City’s risk management program
relating to general liability, excess liability, property and casualty insurance costs which are
charged to other City funds on a cost reimbursement basis.
Uses of Funds
Under the Governmental Accounting Standards Board (GASB) Statement No. 10, risk
management activities of a government entity can be accounted for in either the General Fund
or an Internal Service Fund, if one fund is used. The City uses the Internal Service Municipal
Reserves Fund to budget such costs. Under this model, the various City funds receive a charge
from the Municipal Reserves Fund, and all costs (premiums, claims, and related expenses) are
reflected in a single fund. This allows for better accountability and monitoring of the City’s risk
management costs.
Sources of Funds
The primary source of revenue is charges from other funds. In order to maintain the current
funding ratios, the 2015 transfers from other fund is projected to increase 8.9%.
Fund Balance
The fund balance is a reserve for claims exceeding LMCIT coverages or sustained periods where
claims exceed budget estimates.
Other Financial Information
The City does not purchase Excess Liability Coverage insurance.
45
2014 2015
2013 Amended 2014 Potential Increase/
Actual Budget Estimate Budget (Decrease)
Operating Revenues
Charges for services 298,427$ 381,325$ 381,324$ 415,277$ 33,952$
Other 112,636 74,150 74,150 74,150 -
Total operating revenues 411,063 455,475 455,474 489,427 33,952
Operating expenses
Other charges and services 478,310 428,727 430,549 439,415 10,688
Operating income (loss)(67,247) 26,748 24,925 50,012 23,264
Non-operating revenue (expense)
Investment income (charges)(1,235) 3,150 3,729 3,609 459
Transfer to General Fund (47,141) (48,555) (48,555) (50,012) (1,457)
Total non-operating (net)(48,376) (45,405) (44,826) (46,403) (998)
Change in net position (115,623) (18,657) (19,901) 3,609 22,266
Net position, January 1 857,364 831,991 741,741 721,840 (110,151)
Net position, December 31 741,741$ 813,334$ 721,840$ 725,449$ (87,885)$
Municipal Reserves Fund
Schedule of Revenues, Expenses and Changes in Net Position
46
PRELIMINARY
2015
PROPERTY
TAXES
47
PRELIMINARY 2015 PROPERTY TAXES
Property Tax Base
The tax base for 2015 – not adjusted for tax increment or fiscal disparities – will increase
approximately 2.7% as a result of new construction as shown below.
Pay Market New
USG Class 2015 Total Conditions Construct.
A - Residential 46,666,194 5,621,083 4,344,638 1,276,445
B - Commercial 10,164,447 101,415 1,600 99,815
C - Industrial 2,751,232 9,610 (2,510) 12,120
D - Utility 150,132 - -
F - Agricultural 714,179 23,199 14,914 8,285
F5 - Rural Vacant 68,240 4,517 4,517
G - Cabins 8,137 661 661
J - Apartments 1,663,648 195,423 65,515 129,908
K - Railroads 95,944 - -
P - Personal Property 866,854 3,230 3,230 -
Totals 63,149,007 5,959,138 4,432,565 1,526,573
Increase in tax base 2.7%
Tax Capacity Values
Increase/(decrease) due to:
Tax Base
Real Estate & Personal Properties Values
Lakeville also has four tax increment districts which will expire in 201 4 thereby contributing
another $467,301 (.8%) to the tax base.
48
Preliminary 2015 Property Tax Levy
The Preliminary 2015 City property tax is $24.959 million which is a $1.3 million increase over
the previous year. A summary of the preliminary 2015 property tax levy compared to the 2014
tax levy is as follows:
Total
2015 changes
Operations 1,011,569
Street Reconstruction 480,165
Parks and other debt reductions (477,425)
Undesignated - To Be Determined 286,881
Total changes 1,301,190
2014 Tax Levy 23,657,996$
2015 Tax Levy 24,959,186$
Operations. Assuming a continuance of service but no new personnel or increases for major
maintenance, the increase for operations is $1.011 million. The increase provides for extra-
ordinary expenditures including but not limited to: approved new personnel positions,
personnel transitions due to resignations and/or retirements, street department snow and ice
removal, natural gas and electric utilities, fire departme nt rookie class and bunker gear
replacement, liability insurance, workers compensation premiums for volunteer firefighters and
police reserve recruitment. One of the potentially largest expenditures is for health insurance
premiums.
Street Reconstruction The property tax levy for street reconstruction will increase $480,165 to
pay the first year of a 10 year debt re-payment schedule for the 2014 Street Reconstruction
project which was financed with bonds issued in July.
Parks and other debt reductions. The final tax levy for the Park Bonds ($350,175) was in 2014.
There are also a number of other debt issues that had cumulative decreases ($ 127,250) for the
coming year.
Undesignated. The undesignated increase ($286,881) could be appropriated to operations,
new staff, major maintenance, capital improvement projects, property tax reduction or any
combination thereof.
49
Percentage increase in 2015 Tax Levy.
The $24.959 million tax levy results in 5.5% increase ($35 for a median value home) for the
coming year. The tax base for 2015 – not adjusted for tax increment or fiscal disparities – will
increase approximately 2.7% primarily as a result of new residential construction. In addition,
Lakeville also has four tax increment districts which will expire in 2014 thereby contributing
another $467,301 (.8%) to the tax base. In other words, the combined increase due to growth
and tax increment district expirations is 3.5% which will result in the tax levy be spread over a
larger tax base thus lower taxes for existing residents. The preliminary tax levy therefore
results in a net tax levy increase, after adjustments in the tax base, of 2.0%.
Net
Potential
Tax Impact
2015
Tax potential increase 1,301,190
Adjust for TIF expiration (189,184)
Adjust growth due to new construction (2.7%)(638,496)
Net potential tax impact - 2015 473,510$
% tax levy increase - adjusted for growth and TIF 2.0%
Tax Impact - Residential.
The median value home increased by 8.9% from $225,0 00 for property taxes payable 2014 to
$245,100 for taxes payable 2015. The preliminary tax levy will result in a property tax increase
of $35 per year on the median value home
Total Increase
$200,000 710$ 30$
$245,100 903$ 35$
$300,000 1,138$ 42$
$400,000 1,566$ 54$
Market Value
with 8.9%
increase in
value
2015 City Taxes
Residential property taxes are not only affected b y the City tax levy but also market value,
increase in market value, Market Value Exclusion, fiscal disparities distribution and the shift in
tax burden from commercial/ industrial to residential.
50
Undesignated
The undesignated portion of the tax levy ($286,811) can be appropriated to the following
purposes or some combination thereof.
infrastructure major maintenance and/or,
services related to residential or business growth and/or,
new services or programs
Property tax reduction
Future debt reduction
Infrastructure – Major Maintenance.
The following is summary of appropriations for infrastructure major maintenance
recommended by staff but not identified in either tax levy scenario.
Infrastructure - major maintenance Total
Park Improvements (major maintenance)233,175$
Parks (General Fund)39,326
Equipment 76,000
Facilities 47,600
Trails 33,000
Pavement Management 13,800
Total increase for infrastructure - major maint.442,901$
Parks Major Maintenance – non-financed. At the August 25 council work session staff
recommended reducing the tax levy increase for park improvements (major maintenance) to
$233,175. A prioritized list of parks major maintenance projects is shown on page 32.
Parks major maintenance – General Fund. A 5-year General Fund major maintenance plan is
shown on page 12 based on the assumption there will be no future increases for major
maintenance of parks. A list of potential park major maintenance projects for which there is
no designated revenue source is included on page 32.
Equipment. The potential Equipment Fund budget presented on August 11 included not only
the replacement of equipment which was at the end of its useful life but also equipment
associated with new personnel and equipment which would improve operational efficiencies.
51
With the potential elimination of additional tax levy for equipment acquisition, the Equipment
Fund would be modified to only include replacement equipment. New equipment related to
operational efficiencies would thus been removed. Any equipment acquisitions related to new
positions will be identified with new personnel position when or if they are approved in the
future. A summary of the Revised Equipment Fund Budget is shown on page 40; the list of
non-financed equipment is provided on page 41.
Facilities. The 5-Year Financial Projection Report recommended that a consistent revenue
source be identified to finance facility major maintenance. The 5 -year facility plan submitted as
part of the potential budget provide for a $47,600 tax levy increase each year for the next five
years.
However, if there are no increased tax levies for facilities in 2015 and future years, the facilities
major maintenance will be on a pay-as-you go basis starting in 2016. In other words, tax levies
will have greater fluctuations from year to year. If the facilities are to be financed on a pay-as-
you-go basis, the projects should be accounted for in the General Fund and thereby eliminating
the Building Fund.
A detailed list of projects included in the 2015 budget is provided on pages 115-117; a detailed
list of projects non-financed is provided on pages 118 – 119.
Trails. The 5-Year Financial Projection Report recommended that a consistent revenue source
be identified to finance trails major maintenance. The 5-year facility plan submitted as part of
the proposed budget on August 25 provided for a $33,000 tax levy increase e ach year for the
next five year.
However, if there are no increases in the tax levy for t rails maintenance in 2015 and future
years, the fund will cease to have adequate appropriations in 2017 and future years. The
revised Trails five year plan, assuming no increase in financing is shown on page 29; a summary
of trails not financed in 2017 and future years is shown on page 30.
At such time as the trails become unsafe due to lack of maintenance, the Council will need to
appropriate funds to remove the trail surfaces.
New Personnel
Staff provided the City Council, at its August 25 meeting, summary information regarding
services and new staff positions required to address growth and other requirements. New
personnel positions proposed to address residential growth and service requirements not
included or designated in the tax levy or budget are as follows.
52
Dept.Position Date Total Taxes Fees
Fire Asst Chief and duty crews 05/01/15 81,926$ 81,926$ -$
Inspections Senior Building Inspector 04/01/15 68,692 - 68,692
Police Patrol Officer 01/01/15 79,813 79,813 -
Human Res.Administrative Asst 05/01/15 22,270 22,270 -
Parks Maintenance II 04/01/15 52,112 52,112 -
Streets Maintenance II 09/01/15 27,250 27,250 -
Finance Senior Accountant 06/01/15 64,271 64,271 -
Supported By
A description and justification for each proposed position is provided on pages 74 – 101.
Staff recommended deferring action on a new Arts Center - Heritage Center Facility Attendant
position until completion of the Parks and Recreation Business Plan.
53
2015 Potential
tax levy increase
VS. 2014 Actual
Tax Levy
Cummulative Increase/Adjust for
Tax Levy (Dec.)GROWTH
23,657,996$
1 57,361 23,715,357 0.2%-3.3%
2 (62,352) 23,653,005 0.0%-3.5%
5 33,929 23,686,934 0.1%-3.4%
6 81,507 23,768,441 0.5%-3.0%
7 33,025 23,801,466 0.6%-2.9%
8 19,368 23,820,834 0.7%-2.8%
9 (2,000) 23,818,834 0.7%-2.8%
10 13,890 23,832,724 0.7%-2.8%
11 (32,502) 23,800,222 0.6%-2.9%
12 Communications Fund - Transfer (franchise fees)(20,000) 23,780,222 0.5%-3.0%
13 (18,000) 23,762,222 0.4%-3.1%
14 (2,340) 23,759,882 0.4%-3.1%
15 6,927 23,766,809 0.5%-3.0%
16 (18,197) 23,748,612 0.4%-3.1%
17 (1,405) 23,747,207 0.4%-3.1%
18 2,392 23,749,599 0.4%-3.1%
31 14,525 23,764,124 0.4%-3.0%
32 466,791 24,230,915 2.4%-1.1%
33 144,732 24,375,647 3.0%-0.5%
34 8,181 24,383,828 3.1%-0.4%
35 82,167 24,465,995 3.4%-0.1%
36 132,705 24,598,700 4.0%0.5%
37 (60,000) 24,538,700 3.7%0.2%
38 18,500 24,557,200 3.8%0.3%
39 8,000 24,565,200 3.8%0.3%
40 14,720 24,579,920 3.9%0.4%
41 12,000 24,591,920 3.9%0.4%
42 7,862 24,599,782 4.0%0.5%
43 14,719 24,614,501 4.0%0.5%
44 9,453 24,623,954 4.1%0.6%
45 45,611 24,669,565 4.3%0.8%
2015 Potential
tax levy increase
VS. 2014 Actual
Tax Levy
54
2015 Potential
tax levy increase
VS. 2014 Actual
Tax Levy
Cummulative Increase/Adjust for
Tax Levy (Dec.)GROWTH
3 480,165 25,149,730 6.3%2.8%
23 (350,175) 24,799,555 4.8%1.3%
4 (127,250) 24,672,305 4.3%8.0%
286,881 24,959,186 5.5%2.0%
SUBTOTAL : ESTIMATED TAX LEVY 24,959,186$
2015 Potential
tax levy increase
VS. 2014 Actual
Tax Levy
55
APPENDIX
City of Lakeville
Administration
Memorandum
To: Honorable Mayor and City Council
From: Dennis Feller, Finance Director
Date: September 22, 2014
Subject: 2015 Budget and Tax Levy – Public Education Initiatives
The Finance Committee reviewed the Public Education Initiatives relating to the 2015 budget
and tax levy public education initiatives. The following is an overview of staff and Finance
Committee recommendations.
a) Truth in Taxation inserts
The Truth in Taxation statement distributed by Dakota County shows each property
owner what their estimated 2015 taxes are by taxing jurisdiction as well as providing
information regarding the December public hearings. Each of the three jurisdictions
has an opportunity to provide an insert with the Truth in Taxation Statement which
provides summary information of their respective budget and/or tax information.
The City of Lakeville has provided an insert with the Truth in Taxation for approximately
5 previous years. A recent survey of a dozen metro area cities showed that only 2
Hennepin County Cities provide inserts (Minnetonka and Bloomington). In Dakota
County, only Lakeville and Apple Valley provide inserts; Burnsville and Eagan do not
provide inserts.
Examples of last year’s inserts for City of Lakeville, Dakota County and ISD 194 are
attached. The insert cannot exceed 3 ½” x 8 1/2 “in size. Cost of printing is
approximately $540.
The Finance Committee approved a motion not to pursue the Truth in Taxation inserts.
Staff concurs.
b) Web page
Because of the tentative nature of the potential tax levy allocations and budget, a web
page has not been developed. At such time as the structure of the tax levy and budget
is approved by the City Council, the information will be provided on the City web-site.
The information will be located on the City web-page under Departments – Finance.
Click on the tab for “Budget” and “Property Tax Information”.
The “Property Tax Information” tab contains information and links to information
residents may find of interest. The categories include:
56
• Understanding Property Taxes
• Property Tax Relief
• Property Market Values
• Fiscal Disparities
• City of Lakeville preliminary 2015 budget and tax levy (if available)
c) Open House
Due to the low public participation rate at the open house in previous years and the
significant effort required to prepare for an open house, staff does not recommend
pursuing such an event for the coming year.
d) Budget in Brief
Because of the tentative nature of the potential tax levy allocation and budget, a budget
in brief has not been developed. At such time as the structure of the tax levy and
budget is approved by the City Council, a Budget in Brief will be considered.
Please contact me if you have comments, concerns or questions regarding the initiatives.
57
2014 2015
2013 Amended 2014 Potential
Actual Budget Estimate Budget
Revenues
General property taxes 15,964,728$ 16,794,367$ 16,826,757$ 17,889,258$
Licenses and permits 2,087,937 1,947,676 1,951,991 1,951,491
Intergovernmental 797,372 608,401 735,034 742,661
Charges for services 2,037,504 2,156,037 2,170,999 2,654,771
Court fines 219,535 274,590 209,716 288,001
Investment income (27,206) 44,413 40,376 40,376
Miscellaneous 93,913 61,461 77,468 46,145
Total revenues 21,173,783 21,886,945 22,012,341 23,612,703
Expenditures
General government
Mayor and Council 91,761 97,021 97,071 97,411
Committees and Commissions 56,606 62,794 66,013 71,096
City administration 347,280 409,435 432,675 414,285
City Clerk 114,304 186,347 199,761 127,401
Legal counsel 72,033 82,351 82,351 82,351
Planning 361,156 433,534 420,943 430,145
Community and econ. development 293,513 300,021 299,834 300,526
Inspections 840,837 861,258 902,770 856,852
General government facilities 401,024 420,461 443,493 433,123
Finance 612,903 637,796 637,287 646,027
Information systems 460,185 495,188 490,644 530,931
Human resources 334,446 355,179 357,611 356,202
Insurance 227,420 289,075 289,075 322,100
Public safety
Police 8,648,351 9,018,274 9,057,586 9,189,367
Fire 1,469,731 1,438,168 1,559,677 1,552,740
Public works
Engineering 666,090 911,918 740,415 720,315
Streets 3,100,857 2,759,539 3,167,341 3,406,647
Parks and recreation
Parks 2,135,103 2,251,780 2,245,504 2,329,575
Recreation 562,675 589,769 607,668 608,476
Heritage Center 90,419 79,311 97,569 104,516
Arts Center 425,994 408,390 433,828 448,505
Other - 151,890 46,890 631,369
Total expenditures 21,312,688 22,239,499 22,676,006 23,659,960
Excess (deficiency) of revenues
over expenditures (138,905) (352,554) (663,665) (47,257)
Other financing sources (uses)
Transfer from other funds 715,297 759,814 757,755 809,935
Transfer to other funds (2,401,607) - - (727,000)
Total other financing sources (uses) (1,686,310) 759,814 757,755 82,935
Net change in fund balance (1,825,215) 407,260 94,090 35,678
Fund balance, January 1 11,491,775 9,666,560 9,666,560 9,760,650
Fund balance, December 31 9,666,560$ 10,073,820$ 9,760,650$ 9,796,328$
Ratio: Fund balance to expenditures 45.4%45.3%43.0%41.4%
General Fund
Schedule of Revenues, Expenditures and Changes in Fund Balances
For the Year Ending December 31, 2015
CITY OF LAKEVILLE, MINNESOTA
58
2014 2015
2013 Amended 2014 Potential
Actual Budget Estimate Budget
Function
General government 4,213,468 4,630,460 4,719,528 4,668,450
Public safety 10,118,082 10,456,442 10,617,263 10,742,107
Public works 3,766,947 3,671,457 3,907,756 4,126,962
Parks and recreation 3,214,191 3,329,250 3,384,569 3,491,072
Contingency - 151,890 46,890 631,369
21,312,688 22,239,499 22,676,006 23,659,960
- - - -
Classification
Personnel services 15,186,343 16,016,481 16,220,462 17,090,232
Commodities 1,938,689 1,626,533 1,831,556 1,766,251
Other charges and services 4,150,267 4,382,922 4,487,068 4,603,609
Capital outlay 37,389 108,563 136,920 94,868
Contingency - 105,000 - 105,000
21,312,688 22,239,499 22,676,006 23,659,960
- - - -
59
2014 2015
2013 Amended 2014 Potential
Actual Budget Estimate Budget
General property taxes
Ad valorem taxes - current 13,946,037$ 14,631,396$ 14,730,171$ 14,730,171$
Ad valorem taxes - current 1,068,292
Ad valorem taxes - delinquent 144,599 178,840 118,950 118,950
Market value homestead credit 2,969
Fiscal disparities 1,784,432 1,904,664 1,904,664 1,904,664
Penalties and interest 16,156 14,800 16,156 16,156
Manufactured home tax 51,068 45,200 47,825 47,825
Gravel tax 19,467 19,467 8,991 3,200
Total general property taxes 15,964,728 16,794,367 16,826,757 17,889,258
General Fund
Schedule of Revenues and Other Financing Sources (Uses)
60
2014 2015
2013 Amended 2014 Potential
Actual Budget Estimate Budget
Licenses and permits
Licenses
Tobacco 450$ 9,600$ 9,600$ 9,600$
Trash removal 3,750 3,750 3,750 3,750
Dog 16,420 15,487 15,487 15,487
Signs 5,750 5,100 5,750 5,750
On-sale liquor 119,400 122,200 129,100 129,100
Sunday liquor 4,200 4,200 4,200 4,200
Club license 500 500 500 -
Non-intoxicating liquor on 1,200 1,550 1,200 1,200
Non-intoxicating liquor off 975 975 975 975
Wine 2,000 2,000 2,000 2,000
Tree removal 1,155 1,275 1,275 1,275
Fireworks 1,900 1,550 1,900 1,900
Massage 2,675 1,875 1,875 1,875
Miscellaneous 5,575 2,550 2,550 2,550
Total licenses 165,950 172,612 180,162 179,662
Permits
Plan review fees 418,673 399,178 399,178 399,178
Building 1,118,995 1,018,205 1,018,205 1,018,205
Plumbing 85,223 78,685 78,685 78,685
Water/sewer 38,584 36,843 36,843 36,843
Mechanical 99,298 84,834 84,834 84,834
Grading/filling 525 450 450 450
Excavating/gravel 1,775 1,775 1,775 1,775
Driveway 2,250 700 700 700
Zoning 4,740 3,800 3,800 3,800
Right-of-way 41,419 44,600 41,420 41,420
Fire burning 1,050 1,050 1,050 1,050
Electrical 108,616 104,444 104,444 104,444
Miscellaneous 839 500 445 445
Total permits 1,921,987 1,775,064 1,771,829 1,771,829
Total licenses and permits 2,087,937 1,947,676 1,951,991 1,951,491
General Fund
Schedule of Revenues and Other Financing Sources (Uses)
61
2014 2015
2013 Amended 2014 Potential
Actual Budget Estimate Budget
Intergovernmental
State-aid police 378,812$ 349,747$ 378,820$ 386,105$
State-aid fire relief 313,364 213,067 314,365 314,365
State-aid pensions 21,303 21,303 21,303 21,303
State POST Board grant 17,771 17,604 17,784 18,126
State Drug Task Force grant 3,160 - - -
State performance aid - - - -
Dakota County Gun Range Cleanup 11,044 - - -
State gun range environmental grant - - - -
State Police protective vests grant 5,687 2,100 2,100 2,100
State fire training grant 13,320
State ski trail grant 462 - 462 462
State snowmobile trail maint. grant 200 200 200 200
Federal traffic safety project 21,018 - - -
Federal DWI enforcement 10,984 - - -
Fed. CDBG community development - - - -
Federal, State FEMA - - - -
Other grants 247 4,380 - -
Total intergovernmental 797,372 608,401 735,034 742,661
General Fund
Schedule of Revenues and Other Financing Sources (Uses)
62
2014 2015
2013 Amended 2014 Potential
Actual Budget Estimate Budget
Charges for services
General government
Rezoning fees 1,500$ 1,500$ 1,500$ 1,500$
Platting fees 9,950 10,000 9,000 9,000
Variance fees 3,000 1,500 1,500 1,500
PUD application fees 1,000 1,500 1,000 1,000
CUP fees 4,900 4,600 4,600 4,600
Home occupation fees 300 200 200 200
Planner fees 30,784 40,000 34,000 34,000
Reimspection fees - - 7,000 7,000
Inspection department fees 19,506 22,265 19,165 19,165
General government service charge 6,246 2,248 2,248 2,248
Tree escrow fund administration 458 500 500 500
Lodging tax fee 8,787 8,770 8,963 9,142
Fiscal Agent - Dakota Comm. Ctr.63,504 64,945 64,452 65,741
Fiscal Agent - Arenas 32,000 32,000 32,000 32,000
Investment management fees 28,220 30,000 28,200 28,200
Sale of maps/copies 633 700 700 700
Sale of printed materials -
Sales tax refund 27,455
Finance charges 1,443 595 595 610
Total general government 239,686 221,323 215,623 217,106
Public safety
Police department charges 158,832 148,591 150,009 185,865
SRO - ISD 194 contributions 165,652 172,023 169,642 173,035
Animal pickup 3,297 3,525 3,363 3,363
Animal storage 6,494 7,738 6,200 6,200
Animal rabies 2,693 2,700 1,930 2,700
Restitution 420 200 200 200
Forfeiture - sale of assets 25,060 42,000 42,000 42,000
Fire contracts 35,270 36,250 36,250 36,975
Fire department charges 877 600 600 600
ALF Ambulance - admin. charge 4,646 4,691 4,691 4,738
Total public safety 403,241 418,318 414,885 455,676
General Fund
Schedule of Revenues and Other Financing Sources (Uses)
63
2014 2015
2013 Amended 2014 Potential
Actual Budget Estimate Budget
Charges for services (continued)
Public works
Engineering platting - preliminary 29,266$ 20,870$ 22,850$ 22,850$
Engineering platting - final 6,873 8,000 6,580 6,580
Engineering plan review 2,186 7,000 2,660 2,660
Engineering drawing/base map prep - - - -
Engineering developer insp. fees 2,988 18,000 3,000 3,000
Engineering developer cont. admin.327,730 352,000 352,000 352,000
Engineering Imp. Proj. design variable 73,915 112,922 94,066 108,234
Engineering Imp. Proj. const. inspect.122,090 127,037 105,824 121,764
Engineering street reconstruction projects 110,366 160,000 227,571 603,679
Engineering G.I.S. fees 30,225 24,000 28,500 28,500
Special assessment admin. charge 63,588 66,688 66,688 70,684
Special assessment searches 1,675 1,500 1,560 1,560
Document/map sales 112 250 330 330
Bid plan/spec. deposits 152 100 150 150
Street department charges 19,869 14,450 14,450 14,450
Credit River - Judicial Road maint.3,192 2,700 2,700 2,700
Developer street signs installation 20,090 14,000 18,740 18,740
Total public works 814,317 929,517 947,669 1,357,881
Parks, recreation and arts center
Brochure advertising 9,050 8,050 9,900 9,900
Youth activities 91,601 115,817 101,167 101,922
Youth sport surcharge 31,140 34,000 32,000 32,600
Youth special events 12,179 14,845 16,357 16,357
Youth special events donations 3,094 1,400 1,400 1,400
Adult activities 56,129 71,752 64,776 64,023
Puppet wagon donations 2,000 3,870 3,500 3,500
Safety Camp 1,540 2,560 2,562 2,560
Safety Camp donations 1,050 1,100 1,000 1,100
Senior Center donations 2,515 1,500 1,500 1,500
Senior Center Brochure Ad Revenue 5,575 - 5,825 5,825
Senior Center excursions 26,334 20,000 21,200 21,200
Ritter Farm Park ELC 14,316 8,818 11,678 11,678
Excursions 12,978 7,920 10,000 7,920
Tennis lessons 13,468 7,056 13,500 13,500
Total recreation programs 282,969 298,688 296,365 294,985
Park rental/maint./tournament fees 30,579 27,231 27,231 27,231
Tree sales (net)3,533 3,100 3,100 3,100
Boulevard mowing -
Senior Center membership surcharge 20,660 21,200 20,500 21,000
Senior Center Punchcard - 5,700 5,676 5,700
Senior Citizen Club Fundraising 8,864 4,000 4,000 29,327
Senior/Heritage Center rentals 11,782 10,000 13,000 14,365
Total parks and recreation 358,387 369,919 369,872 395,708
General Fund
Schedule of Revenues and Other Financing Sources (Uses)
64
2014 2015
2013 Amended 2014 Potential
Actual Budget Estimate Budget
Charges for services (continued)
Parks, recreation and arts center (continued)
Arts center program fees 74,447$ 72,250$ 72,250$ 74,850$
Arts center on-sale - 3,400 3,400 3,000
Arts center rental/event admissions 147,426 141,310 147,300 150,550
Total arts center 221,873 216,960 222,950 228,400
Total parks, recreation and arts center 580,260 586,879 592,822 624,108
Total charges for services 2,037,504 2,156,037 2,170,999 2,654,771
Court fines 219,535 274,590 209,716 288,001
Investment income (27,206) 44,413 40,376 40,376
Miscellaneous
Disposal of assets 6,928 8,875 7,040 7,040
Park rental farming - 100 - -
Donations 35,501 5,500 8,500 8,500
Antenna site leases 50,608 46,986 61,928 30,605
Other 876 - - -
Total miscellaneous 93,913 61,461 77,468 46,145
Other financing sources (uses) - Transfers
Special Revenue
From Communications Fund 65,237 122,654 123,317 152,933
Capital Projects
To Improvement Construction Fund - - - -
To Equipment Fund (1,811,607) - - (727,000)
To Building Fund (590,000)
Enterprise
From Liquor Fund 162,488 159,323 157,820 165,173
From Utility Fund 440,431 429,282 428,063 441,817
Internal Service
From Municipal Reserve Fund 47,141 48,555 48,555 50,012
Total other financing (net)(1,686,310) 759,814 757,755 82,935
General Fund
Schedule of Revenues and Other Financing Sources (Uses)
65
2014 2015
2013 Amended 2014 Potential
Expenditures Actual Budget Estimate Budget
Mayor and Council
Personnel services 46,444$ 49,740$ 49,776$ 49,776$
Commodities - 50 50 50
Other charges and services 45,317 47,231 47,245 47,585
Total 91,761 97,021 97,071 97,411
Committees/Commissions
Personnel services 46,370 49,884 52,451 57,336
Commodities 1,475 1,530 1,530 1,530
Other charges and services 8,761 11,380 12,032 12,230
Total 56,606 62,794 66,013 71,096
City administration
Personnel services 333,559 394,878 396,187 395,760
Commodities 540 1,052 734 734
Other charges and services 12,077 13,505 35,754 17,791
Capital outlay 1,104 - - -
Total 347,280 409,435 432,675 414,285
City Clerk
Personnel services 101,468$ 114,347$ 115,067$ 104,429$
Commodities 88 1,686 1,686 282
Other charges and services 12,748 70,314 79,208 22,690
Capital outlay - - 3,800 -
Total 114,304 186,347 199,761 127,401
Legal counsel
Other charges and services 72,033 82,351 82,351 82,351
Planning
Personnel services 347,116$ 411,930$ 380,490$ 406,215$
Commodities 1,114 2,573 1,974 2,584
Other charges and services 12,334 17,086 38,479 21,346
Capital outlay 592 1,945 - -
Total 361,156 433,534 420,943 430,145
Community and economic development
Personnel services 262,090$ 265,548$ 265,983$ 266,506$
Commodities 232 192 192 192
Other charges and services 31,191 34,281 33,659 33,248
Capital outlay - - - 580
Total 293,513 300,021 299,834 300,526
Inspection
Personnel services 645,754$ 659,283$ 680,510$ 674,114$
Commodities 13,118 11,901 11,963 12,185
Other charges and services 159,290 167,614 187,003 169,303
Capital outlay 22,675 22,460 23,294 1,250
Total 840,837 861,258 902,770 856,852
(continued)
General Fund
Schedule of Expenditures
66
2014 2015
2013 Amended 2014 Potential
Expenditures (continued)Actual Budget Estimate Budget
General government facilities
Personnel services 191,568$ 199,695$ 203,633$ 204,108$
Commodities 12,111 22,339 21,859 22,084
Other charges and services 196,920 197,652 218,001 206,931
Capital outlay 425 775 - -
Total 401,024 420,461 443,493 433,123
Finance
Personnel services 547,910$ 560,975$ 559,556$ 563,509$
Commodities 2,676 4,024 4,409 5,034
Other charges and services 62,317 72,797 73,322 74,004
Capital outlay - - - 3,480
Total 612,903 637,796 637,287 646,027
Information systems
Personnel services 298,042$ 311,917$ 305,696$ 311,448$
Commodities 6,047 5,847 6,366 5,847
Other charges and services 156,096 177,424 178,582 213,636
Capital outlay - - - -
Total 460,185 495,188 490,644 530,931
Human resources
Personnel services 256,922$ 268,870$ 271,381$ 271,923$
Commodities 1,379 1,609 1,719 2,577
Other charges and services 76,145 82,099 81,910 81,122
Capital outlay - 2,601 2,601 580
Total 334,446 355,179 357,611 356,202
Insurance
Other charges and services 227,420 289,075 289,075 322,100
Police
Personnel services 6,687,966$ 7,041,490$ 7,035,813$ 7,110,133$
Commodities 352,933 347,025 377,918 374,205
Other charges and services 1,603,328 1,629,759 1,643,855 1,705,029
Capital outlay 4,124 - - -
Total 8,648,351 9,018,274 9,057,586 9,189,367
Fire
Personnel services 1,091,666$ 1,051,015$ 1,159,586$ 1,111,468$
Commodities 129,792 132,484 138,272 154,253
Other charges and services 248,273 254,669 261,819 287,019
Capital outlay - - - -
Total 1,469,731 1,438,168 1,559,677 1,552,740
(continued)
General Fund
Schedule of Expenditures
67
2014 2015
2013 Amended 2014 Potential
Expenditures (continued)Actual Budget Estimate Budget
Engineering
Personnel services 545,865$ 752,936$ 578,539$ 612,813$
Commodities 8,450 10,542 9,956 9,029
Other charges and services 111,775 69,652 87,242 86,891
Capital outlay - 78,788 64,678 11,582
Total 666,090 911,918 740,415 720,315
Streets
Personnel services 1,704,869$ 1,693,264$ 1,867,866$ 2,172,135$
Commodities 1,107,228 787,830 945,372 846,810
Other charges and services 288,478 278,445 318,941 336,702
Capital outlay 282 - 35,162 51,000
Total 3,100,857 2,759,539 3,167,341 3,406,647
Parks
Personnel services 1,482,546 1,525,215$ 1,595,055$ 1,616,595$
Commodities 259,211 254,394 263,827 275,311
Other charges and services 392,754 470,177 386,622 437,669
Capital outlay 592 1,994 - -
Total 2,135,103 2,251,780 2,245,504 2,329,575
Recreation
Personnel services 330,903 341,517$ 372,136$ 348,735$
Commodities 21,625 26,404 24,062 25,146
Other charges and services 208,911 221,848 211,470 215,096
Capital outlay 1,236 - - 19,499
Total 562,675 589,769 607,668 608,476
Heritage Center
Personnel services 28,307 28,592$ 31,772$ 32,779$
Commodities 4,158 1,846 5,222 12,388
Other charges and services 51,595 48,873 53,190 56,892
Capital outlay 6,359 - 7,385 2,457
Total 90,419 79,311 97,569 104,516
Arts Center
Personnel services 236,978 248,495$ 252,075$ 254,081$
Commodities 16,512 13,205 14,445 16,010
Other charges and services 172,504 146,690 167,308 173,974
Capital outlay - - - 4,440
Total 425,994 408,390 433,828 448,505
General Fund
Schedule of Expenditures
68
2012 2013 2014 2015
Position Title Actual Actual Estimated Estimated
General government
City Administrator 1.0 1.0 0.7 1.0
Assistant to City Administrator 0.5 0.0 0.0 0.0
Administrative Services Manager 0.0 0.4 1.0 1.0
Executive Administrative Assistant/Deputy Clerk 1.0 1.0 1.0 1.0
Communications Manager 1.0 1.0 1.0 1.0
Communications Specialist 1.0 1.0 1.0 1.0
Video Production Specialists 2.0 2.0 2.0 2.0
City Clerk 1.0 1.0 1.0 1.0
Planning Director 1.0 1.0 1.0 1.0
Associate Planners 1.5 1.3 2.0 2.0
Code Enforcement 0.0 0.0 0.0 0.7
Planning Administrative Assistant 0.5 0.5 0.5 0.5
Community and Economic Development Director 1.0 1.0 1.0 1.0
Economic Development Specialist 1.0 1.0 0.9 1.0
Community and Economic Dev. Admin. Assistant 0.5 0.5 0.5 0.5
Building Official 1.0 1.0 1.0 1.0
Senior Inspectors 2.0 2.0 2.0 2.0
Building Inspectors 2.0 2.0 2.0 2.0
Building Senior Administrative Assistant 1.0 1.0 1.0 1.0
Building Administrative Assistant 1.0 1.0 1.0 1.0
Facility Maintenance Coordinator 1.0 1.0 1.0 1.0
City Hall Receptionists 1.6 1.6 1.6 1.6
City Hall Administrative Assistant 0.4 0.4 0.4 0.4
Finance Director 1.0 1.0 1.0 1.0
Senior Accountants 3.0 3.0 3.0 3.0
Accountant II 1.0 1.0 1.0 1.0
Accounts Payable Technician 1.0 1.0 1.0 1.0
Finance Senior Administrative Assistant 1.0 1.0 1.0 1.0
Information Systems Manager 1.0 1.0 1.0 1.0
Information Systems Network Specialist 1.0 1.0 1.0 1.0
Information Systems Technician 1.0 0.9 1.0 1.0
Human Resources Manager 1.0 1.0 1.0 1.0
Benefits Specialist 1.0 1.0 1.0 1.0
Payroll Technician 0.8 0.8 0.8 0.8
Administrative Assistant 0.0 0.0 0.0 0.0
Total general government 35.8 35.4 36.4 37.5
CITY OF LAKEVILLE, MINNESOTA
Number of City Employees (Full Time Equivalent)
69
2012 2013 2014 2015
Position Title Actual Actual Estimated Estimated
CITY OF LAKEVILLE, MINNESOTA
Number of City Employees (Full Time Equivalent)
Public safety
Police
Sworn officers
Chief 1.0 0.8 1.0 1.0
Deputy Chief 0.0 0.0 0.7 1.0
Lieutenants 0.0 0.0 2.8 4.0
Captains 2.0 3.0 1.2 0.0
Sergeants 9.4 7.5 4.4 5.0
Investigators 5.0 5.0 5.0 6.0
Narcotics Task Force Officer 1.0 1.0 1.0 1.0
Patrol Officers 34.6 32.9 36.0 36.0
Total sworn officers 53.0 50.2 52.1 54.0
Business Manager 0.0 0.0 0.5 1.0
Evidence Technician 1.0 1.0 1.0 1.0
Community Service Officers 3.8 3.1 3.1 4.1
Animal Control Officer 1.0 1.0 0.4 0.0
Records Supervisor 1.0 1.0 0.5 0.0
Records Specialist 0.0 0.0 0.5 1.0
Records Administrative Assistants 5.4 5.4 4.4 4.7
Total police 65.2 61.7 62.5 65.8
Fire
Fire Chief 1.0 1.0 1.0 1.0
Assistant Fire Chief 0.0 0.0 0.0 0.0
Fire Marshal 1.0 1.0 1.0 1.0
Fire Inspector 1.0 1.0 1.0 1.0
Fire Senior Administrative Assistant 1.0 1.0 1.0 1.0
Fire Administrative Assistant 0.6 0.6 0.6 0.6
Total fire 4.6 4.6 4.6 4.6
Total public safety 69.8 66.3 67.1 70.4
Public works
Engineering
City Engineer 1.0 1.0 1.0 1.0
Assistant City Engineer 1.0 0.6 0.5 1.0
Development/Design Engineer 1.0 0.0 0.0 0.0
Civil Engineer 0.0 0.4 1.0 1.0
Senior Construction Representative 1.0 1.0 1.0 0.0
Engineering Technician 0.0 0.0 1.0 1.0
Engineering Administrative Assistant 1.0 1.0 1.0 1.0
GIS Supervisor 1.0 1.0 1.0 1.0
GIS Technician 1.0 1.0 1.0 1.0
Total engineering 7.0 6.0 7.5 7.0
70
2012 2013 2014 2015
Position Title Actual Actual Estimated Estimated
CITY OF LAKEVILLE, MINNESOTA
Number of City Employees (Full Time Equivalent)
Public works (continued)
Streets
Operations and Maintenance Engineer 0.0 0.0 0.5 1.0
Streets Superintendent 1.0 1.0 1.0 1.0
Streets Supervisor 1.0 1.0 1.0 1.0
Streets Lead Maintenance 1.0 1.0 1.0 1.0
Senior Construction Representative 0.0 0.0 0.5 2.0
Fleet Supervisor 0.0 0.0 0.3 1.0
Fleet Service Technician Lead 1.0 1.0 1.0 1.0
Streets Maintenance II 10.3 10.3 11.0 11.0
Fleet Service Technicians 4.0 4.0 4.0 4.0
Streets Administrative Assistant 1.0 1.0 1.0 1.0
Total streets 19.3 19.3 21.3 24.0
Total public works 26.3 25.3 28.8 31.0
Parks and recreation
Parks
Parks and Recreation Director 1.0 1.0 1.0 1.0
Parks Operations and Maintenance Manager 1.0 1.0 1.0 1.0
Parks Supervisor 1.0 1.0 1.0 1.0
Parks Lead Maintenance 1.0 1.0 1.0 1.0
Parks Maintenance II 9.0 9.0 9.0 9.0
Parks Senior Administrative Assistant 1.0 1.0 1.0 1.0
Parks Maintenance Administrative Assistant 1.0 1.0 1.0 1.0
Total parks 15.0 15.0 15.0 15.0
Recreation
Recreation Supervisor 1.0 1.0 1.0 1.0
Recreation Program Supervisor 1.0 1.0 1.0 1.0
Recreation Administrative Assistant 1.0 1.0 1.0 1.0
Senior Center Coordinator 1.0 1.0 1.0 1.0
Senior Center Administrative Assistant 0.7 0.7 0.7 0.7
Total recreation 4.7 4.7 4.7 4.7
Heritage Center
Heritage Center Facility Attendant 0.0 0.9 0.9 0.9
Facilities Manager 0.0 0.0 0.0 0.0
Total Heritage Center 0.0 0.9 0.9 0.9
Arts Center
Arts Center Manager 1.0 1.0 1.0 1.0
Arts Center Administrative Assistant 1.0 1.0 1.0 1.0
Arts Center Facility Attendant 1.5 1.5 1.5 1.5
Pottery Manager 0.2 0.2 0.2 0.2
Total arts center 3.7 3.7 3.7 3.7
Total parks and recreation 23.4 24.3 24.3 24.3
Total general/special revenue fund employees 155.3 151.3 156.6 163.2
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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
73
City of Lakeville
Fire Department
Memorandum
To: Mayor and City Council
City Administrator
From: Mike Meyer, Fire Chief
Date: August 25, 2014
Subject: Duty Crew Program / Assistant Fire Chief
DUTY CREWS
The Lakeville Fire Department is proposing to implement a duty crew program to supplement
our department’s daytime response to incidents. The objective is to
Ensure adequate personnel for day time responses
Improve response times
More efficient use of volunteer firefighters
As a paid on call department, the majority of our firefighters work fulltime jobs during the
normal business hours which in turn gives us a limited number of responders during the
normal work week.
The program would also benefit our community by providing faster response times to
incidents. The duty crew would complete tasks, such as weekly equipment checks, fire
prevention visits, pre-planning of high risk facilities, increase fire inspections to list a few
items. With the implementation of a duty crew program, we would use only current
firefighters on the department to provide a 2 person crew to respond to calls. The duty crew
would be a supplement to major incidents where a station(s) would still be paged but the
duty crew would provide an immediate response to that incident.
As a paid on call department we are part of growing trend in limited personnel during the
business day and where the majority of our firefighters are at their fulltime employment. Also
with that we have fewer firefighters that have the ability to leave their work to respond to
calls during those business hours. Firefighters struggle to maintain their call percentages
when the majority of our calls occur during normal business hours when they are at work.
The duty crew would help eliminate some of that struggle and provide an avenue to earn
credit toward their call percentage when they work a duty crew.
74
The majority of the firefighters (64%) favor duty crews. If there is a duty crew – 80% see 4
hours shifts (8 hour)
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%
75
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%
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%
76
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%
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%
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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.
78
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.
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.
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Page 1
City of Lakeville
Building Inspections
Memorandum
To: City Council
Interim City Administrator
From: Gene J. Abbott, Building Official
Date: August 25, 2014
Subject: Senior Plan Examiner/Building Inspector position
Senior Plan Examiner/Building Inspector position
Staff is recommending approval of an additional Senior Plan Examiner/Building Inspector
position to address the increasing work load especially as it relates to residential construction.
Factors to consider
Building Inspectors are able to effectively conduct approximately 3300 – 3500 new
construction inspections annually. Inspections obviously are in higher demand during
the spring, summer and fall seasons then the winter months. This spring, a part-time
zoning enforcement position was filled to help alleviate the workload on the
Inspections Department. Zoning enforcement for the Inspections Department
accounted for approximately 500 hours of staff time each year.
As shown in the table below, field inspectors in 2011 conducted approximately 3000
inspections each, in 2012, 3400 inspections each and in 2013, 3846 inspections each.
In addition the Building Official’s inspections have increased over the last three years
compared to the average. With such a workload for staff, the quality of inspections
due to the demand on quick turnaround service is at risk.
Aging permits. Over the past years we have been able to close out on average 80-90%
of aging permits. An aging permit on average requires 2 inspections. In 2013, we
would have been working on 2011 aging permits, however due to the workload on
new housing; we were only able to resolve 16% of those aging permits. Resolving
2011 aging permits in 2013 would have increased the 2013 work load to 4300
inspections/inspector well over the manageable 3500 inspections per inspector. The
permit holder is responsible for calling for and obtaining final approval of permits.
Often times the permit holder does not call for the proper inspections. Permit holders
need to be notified and these aging permits need to be inspected and closed out. This
takes tremendous amount of correspondence, follow-up and time. Currently there are
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Page 2
745 aging permits to resolve for 2011, 1080 permits for 2012 and 1443 permits for
2013.
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
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Page 3
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
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
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Page 4
• 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.
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City of Lakeville
Police Department
Memorandum
To: Mayor and City Council
Interim City Administrator
From: Jeff Long, Police Chief
Date: August 25, 2014
Subject: Police – Patrol Officer
Patrol Officer
The Police Department is hereby proposing to add one full time Patrol Officer position.
As the new Lakeville Police Chief, I have had the advantage of examining our personnel,
organizational structure and staffing needs, with a fresh set of eyes. I have used this
perspective to help develop our personnel requests. My goal with this memorandum is to paint
an accurate picture of our needs and to provide our city leaders with the educational data
necessary to make the decision of how to best allocate city resources.
As part of my preparation for this budgeting process, I have examined our past budget
documents, consulted with others that have previously been involved in our budgeting process
and listened to city leaders in order to grasp the service level that this community desires. It
has become clear to me over the last several months that the residents and businesses of
Lakeville have come to expect, and appreciate, a personalized response by the Police
Department. I will later explain that a police officer’s role is no longer a “Just the facts Ma’am”
response.
Some background on my beliefs; I do not subscribe to the theory that all communities are alike
and we can simply say that “City X” has 50 officers, so we need 50 also. Nor do I believe that
crime statistics should be the single factor determining the need for personnel in a modern,
progressive police agency. The responsibilities for law enforcement have taken a significant
shift towards a social services model, which often times has no tie to crime.
I find Lakeville unique in many ways and will curtail our request based on those needs. We are
requesting 1 additional patrol officer for the year 2015. Our approach for this request is multi-
faceted and will look at several factors and influences. In this document you will see an
examination of the relationship between population, total number of households and the
number of officers necessary to maintain our level of service. In addition we have looked at our
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response times, dedicated patrol time and closely examined why we have had several
departures from our department.
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
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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
86
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
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
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• 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.
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.
88
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.
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
89
City of Lakeville
Human Resources
Memorandum
To: City Council
Interim City Administrator
From: Cindi Joosten, Human Resources Manager
Date: August 25, 2014
Subject: HR – Administrative Assistant
Administrative Assistant
Human Resources staff is increasingly relied upon to provide assistance in regular, ongoing
projects. Many of these projects have been projected to be completed on an annual basis;
however, we find ourselves spending most of our time on recruitment and benefits
administration. The Administrative Assistant would provide services related to
Health Insurance.
Recruitment
Compensation
Systems Audits
Professional Development
Health Insurance. Health Insurance is increasingly becoming more costly for both the City
and our employees. Employees are now responsible for choosing one of the nine plans
currently offered. In order to help with these decisions, staff has become very involved in
working through IRS regulations, health savings vehicles, and the various networks that
provide coverage.
Our consultants have provided us with access to an on-line enrollment software so that
employees may conduct their research at home. This encourages the involvement of other
family members in the decision making process. This also translates to more questions of the
human resources staff. In addition, the software is time consuming to build and maintain.
Since it’s not directly connected to our LOGIS systems, there is more need for regular audit
processes to insure accuracy.
90
Wellness programs are needed to encourage healthy behaviors. In order to provide a
program that will better meet the needs of our employees, we’ve begun working with a
consultant to achieve a new program. Wellness is extremely important in maintaining the
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.
91
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
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
92
City of Lakeville
Parks & Recreation
Memorandum
To: City Council
Interim City Administrator
Brett Altergott, Parks & Recreation Director
From: John Hennen, Park Maintenance & Operations Mgr.
Copy: Mark Kruse, Parks Supervisor
Date: August 25, 2014
Subject: Park Maintenance II Position
Park Maintenance II Position
Staff is proposing to add one full time Park Maintenance II position as a result of the
significant increase in parks, facilities, amenities, trails, special events, athletic participants and
field use as noted below and in the attached Exhibit A.
Park, Facility & Trail Construction
Since February of 2006, six parks have been constructed which include Spyglass, Chadwick,
Casperson Soccer Fields, East Community, Fieldstone and Stoneborough Parks. In addition to
these six parks, five existing park locations received significant facility and amenity additions
and upgrades. In total, these 11 project sites have increased the size and scope of the
responsibilities of the Park Maintenance Division as follows:
Shelters and Buildings: 3 buildings with restrooms (King, Prairie Lake, Valley Lake)
5 shelters
Veterans Memorial
Athletics: 4 softball/little league fields
4 soccer fields
Kenwood Disc Golf Course
Miracle Field
Park Amenities: 5 playgrounds
3 basketball courts
1 tennis court
1 boardwalk
18 benches / 7 grills / 4 bike racks / 2 drinking fountains
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Turf Maintenance: Approximately 50 acres of maintained turf
5 irrigation systems
Parking Lots: 3 paved
2 gravel
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%
7 10 43%
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:
94
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 Manager1.0 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 Assistant 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Parks Maintenance Administrative Assistant1.0 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
95
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
96
City of Lakeville
Public Works Department
Memorandum
To: Mayor and City Council
Allyn Kuennen, Interim City Administrator
From: Chris Petree, Public Works Director
Date: August 25, 2014
Subject: Streets Maintenance Position
Streets Maintenance Position
Residential growth within the City has increased local road miles, the number of storm water
systems and other public infrastructure improvements such that staff is proposing to add one
full-time Streets Maintenance position in order to maintain existing service levels.
Job Description:
Performs routine to semi-skilled work in the maintenance and repair of the City’s streets,
right-of ways, signs, and storm sewer system, including: equipment operation, asphalt
patching and pothole repairs, storm sewer inspections and repairs, snowplowing, and general
maintenance repairs. Shall be available for extended workdays, call backs, and shift schedules
as required to meet the City’s maintenance activities.
Justification:
Increasing development within the City of Lakeville has added 8.3 centerline miles in 2012
and 9.4 lane miles in 2013. Continuing growth is expected to add an additional 8 lane
miles in 2014, which will add one plow route and generate added street maintenance
requirements. Since 2006 the City has added nearly 40 street lane miles, but less than 1
employee for streets maintenance.
This position supports storm sewer inspections and maintenance as outlined in the NPDES
Phase II requirements, and maintains a storm sewer maintenance database.
Ongoing maintenance of City streets and other general street maintenance duties are
necessary to provide a safe and usable road surface for motorists. Time spent patching
streets and performing pothole repairs has increased 14-percent in the last two years.
This position will enhance the ability of the Streets Division to respond to multiple tasks
and maintain current levels of service.
This position is important to maintaining the timeliness and effectiveness of snow and ice
removal operations. It meets benchmark goals of maintaining an average of 24 lane miles
97
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.
98
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
99
City of Lakeville
Finance Department
Memorandum
To: Mayor and Council
Interim City Administrator
From: Dennis Feller, Finance Director
Date: August 25, 2014
Subject: Finance: Senior Accountant
Senior Accountant
An additional full-time Senior Accountant is proposed for the Finance Department in order to
address resource requirements and achieve organizational objectives. The following is a
summation of increased resource requirements in recent years.
Treasury management: credit card processing and electronic funds transactions
Antenna leases.
Lakeville Arenas (2007)
Dakota Communications Center (2008)
Finance Committee (2011)
Five Year projections (2014)
Approval of the proposed Senior Accountant position is intended to achieve the following:
Comprehensive Annual Financial Report. The Comprehensive Annual Financial
Report is completed the first week of June. The objective is to complete the report in
early May commencing in 2016 for fiscal year ending 2015 reporting period.
Long-term financial plan. Provide intermediate and long term financial projections
and analysis of financial issues in conjunction with annual budget in order to provide
an overview of long-range outcomes.
Treasury management. Implementation of processes including but not limited to
automated payments, automated bank reconciliations, expansion of credit card
processing applications and purchasing cards.
Fees and rate analysis.
Special projects.
100
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.
101
Description 2015 2016 2017 2018 2019
2015 2016 2017 2018 2019
Description
Precinct Tabulators 26,667 26,667 26,667 - -
EQUIPMENT - BUDGETED
DEPARTMENT: City Clerk
Year
102
Description 2015 2016 2017 2018 2019
Computer Replacement 15,499 47,925 57,510 57,510 5,000
Servers - - - 218,828 20,568
Switches - - 130,381 130,381 -
Copy machines 9,986 - - - -
Telephone replacements 18,900 19,264 19,264 19,264 19,264
Data backup & recovery server storage 34,092 - - - -
Other 13,249 26,575 26,575 19,147 61,252
Total Capital Improvement 91,726 93,764 233,730 445,130 106,084
EQUIPMENT - BUDGETED
DEPARTMENT: Technology
103
Description 2015 2016 2017 2018 2019
Community Service Officer
2012 Ford F-150 - 27,783 - - -
2013 Ford SUV - - 30,000 - -
2012 Compact Van - - 27,000 - -
2013 Ford F-150 - - - 27,387 -
2014 Ford SUV - - - - 30,000
Lieutenant Shared Vehicles
2005 Sedan - - 27,595 - -
2008 Sedan - - - 25,000 -
Investigations
2005 Taurus - 35,625 - - -
2005 Ford Taurus - 27,595 - - -
2007 Nissan Murrano - - 27,595 - -
2005 Taurus - - 27,595 - -
2007 Chev Impala - - 27,000 - -
2008 Chevy Equinox - - - 25,000
Patrol - Marked
2002 Jeep 35,625 - - - -
2011 Crown Vic 35,625 - - - 30,000
2011 Crown Vic 35,625 - - - 30,000
2011 Crown Vic 35,625 - - - 30,000
2011 Crown Vic 35,625 - - - 30,000
2005 Ford Taurus 24,399 - - - -
Squad Car - - - - -
2011 Crown Vic - 37,000 - - -
2013 Ford SUV - 30,000 - - 31,668
2013 Ford SUV - 30,000 - - 31,668
2013 Ford SUV - 30,000 - - -
2013 Ford SUV - 30,000 - - -
2013 Ford PI - 30,000 - - -
2013 Ford SUV - - 30,000 - -
2013 Ford SUV - - 30,000 - -
2014 Ford SUV - - 30,000 - -
2013 Ford SUV - - 30,000 -
2014 Ford SUV - - - 30,000 -
2014 Ford SUV - - - 30,000 -
2014 Ford SUV - - - 30,000 -
2014 Ford SUV - - - 30,000 -
2014 Ford SUV - - - 30,000 -
Squad Car - - - - 30,000
2014 Ford SUV - - - - 26,600
EQUIPMENT - BUDGETED
Year
DEPARTMENT: Police
104
Description 2015 2016 2017 2018 2019
EQUIPMENT - BUDGETED
Year
DEPARTMENT: Police
Patrol - Un-marked
2014 Ford PI - - - 30,000 -
Patrol - Other
iphones 21,018 - - - -
AEDs 19,032 - - - -
Radar Unit 14,475 9,000 6,000 3,000
Light Bar and siren control 12,145 40,000 30,000 30,000 -
Voice Recorder App 11,000 - - - -
Computer equipment - - - - -
Toughbook 6,085 - - - -
Emergency vehicle preemption 4,975 7,000 7,000 - -
Body Bunkers/Ballistic Shields 3,600 - - 2,480 -
Less Lethal Launcher 2,613 - - - -
Training software 2,500 - - - -
Weapon lights 2,240 - - - -
Patrol bicycles - - - - -
CSU Cameras 1,397 - 1,071 1,071 -
PBTs 837 1,071 1,071 4,500 1,071
Toughbooks - 136,526 71,526 - -
AR15 Rifle and Equip - 22,000 - - -
Taser - 17,465 - - 18,000
In-Car Video 22 Marked Squads - - - - -
Glock handgun - 5,155 - - -
Oxygen Regulators - - - - -
Tint Meters - 500 - - -
800 mhz Portable radios - - 347,160 174,148
MAAG Rifles - - 9,000 - -
Laser - - 4,000 - -
Squad Radios - - - 200,000 -
John Deere Broom - - - 3,000 -
Taser - - - - -
Office Cubicles (6)- - - -
- - - - -
Total 304,441 516,720 763,613 675,586 289,007
105
Description 2015 2016 2017 2018 2019
Fire Engine E-2 (8282) 535,000 - - - -
Station 1 Training Room, Tables & Chairs 7,304 - - - -
Thermal Camera for Ladder Trucks (2) - - - - -
Toughpad Keyboards & Mount - - - - -
Multi- Gas Monitors 2,425 - - - -
Intake Valve - - - - -
70 Inch Interactive Whiteboard (FS 2) - - - - -
Hydrant Valve - - - - -
Firefighting Nozzles - - 3,933 - -
Gear Dryer (3) - - - - -
Laserfiche/Mobile Device Licenses for Asst Fire Chief - - - - -
Sparky Outfit - - - - -
Fire Engine E-1 (8184) - 535,000 - - -
Firefighting Nozzles - 3,933 - - -
60 Inch Interactive Whiteboard (FS 3) - - - - -
Rechargable Scene Lights - 3,825 - - -
Ram Air Gear Dryer (1) - - - - -
Lucas 2 CPR Device - - - - -
Toughbooks - - 65,000 - -
Replacement Radios - - 66,750 - -
Dist Chief 5 Staff Vehicle (8190) Ford Expolrer 2010 - - - 44,000 -
Dist Chief 4 Staff Vehicle (8191) Ford Expolrer 2010 - - - 44,000 -
Fire Inspector Vehicle (8397) Chevy 1/2 Ton Truck 2007 - - - 44,000 -
Rescue Tools (Update 4 Sets of Cutters) - - - 65,000 -
Replacement Radios - - - 66,750 -
Replacement Radios - - - - 66,750
544,729 542,758 135,683 263,750 66,750
EQUIPMENT - BUDGETED
DEPARTMENT: Fire
Year
106
Description 2015 2016 2017 2018 2019
Maintenance Vehicles
2005 1 Ton 4x4 Truck & Plow 74,393 - - - -
2006 1 Ton 4x4 Pick-Up & Plow - 81,832 - - -
2002 1 Ton 4x4 Pick-Up & Bucket - - 153,339 - -
2007 1 Ton 4x4 Pick-Up & Plow - - 84,064 - -
2005 1/2 Ton 4x4 Pick-Up - - 33,239 - -
2006 3/4 Ton 4x4 Pick-Up - - - 37,866 -
2006 1/2 Ton 4x4 Pick-Up - - - 34,121 -
2006 3/4 Ton 4x4 Truck - - - 34,121 -
2009 1 Ton 4x4 Pick-Up & Plow - - - - 89,272
2006 3/4 Ton 4x4 Pick-Up - - - - 35,298
Heavy Duty Trucks
Sterling Dump Truck 196,893 - - - -
Sterling Dump Truck 196,893 - - - -
Sterling Dump Truck (New Plow Route)- - - -
Medium Duty Truck with Sign Body & Crane - - - -
Mobile Resource Management System (GPS)- - - -
Sterling Dump Truck - 216,475 - - -
Sterling Dump Truck - 216,475 - - -
Sterling Tandem Dump Truck - - 245,929 - -
Sterling Dump Truck - - 222,378 - -
Sterling Dump Truck - - - - 222,378
Sterling Tandem Dump Truck - - - 252,458 -
Tandem Truck w/Plow (New Plow Route)- - - -
Sterling Dump Truck - - - 228,282 -
Sterling Dump Truck - - - - 236,154
Sterling Dump Truck - - - - 236,154
Sterling Dump Truck - - - - 236,154
Special Use Equipment
Kubota ATV 68,519 - - - -
Tenant Floor Scrubber 64,360 - - - -
Inspection Camera System 9,204 - - - -
Turf protection mats - - - -
Shouldering disk - - - -
Sweeper - Pick-up - 179,266 - - -
Sweeper - Pick-up - 179,266 - - -
Sidewalk Maintainer - 154,083 - - -
CAT 938 Loader - - 208,892 - -
Mower for Tractor - - - - 87,242
CAT Mini-Excavator - - - - 67,966
CAT Skid Loader - - - - 42,658
EQUIPMENT - BUDGETED
DEPARTMENT: Streets
Year
107
Description 2015 2016 2017 2018 2019
EQUIPMENT - BUDGETED
DEPARTMENT: Streets
Year
Trailers
High speed impact attenuator - - - -
Hot Patch Trailer - 23,963 - - -
Towmaster Trailer - - 7,634 - -
General Equipment
Copier 9,005 - - - -
Interactive whiteboard - - - -
Sidewalk grinder - - - -
Line Striper 5,489 - - - -
Traffic control devices 5,068 - - - -
Gas detector & charging station 3,768 - - - -
Mobile Wheel lift - - - -
Multiple diagnostic interface - - - -
Parts room shelving - - - -
Impact wrench 840 - - - -
Wheeled battery charger 731 - - - -
Pole Saw 650 - - - -
Chain Saw 640 - - - -
Chain Saw 640 - - - -
G Rupp Water Pump-6” - 19,447 - - -
Iron Worker - - - - -
Air Compressor - 1,826 - - -
Chop Saw - 1,393 - - -
Billy Goat Blower - 220 - - -
Mobile Heavy Duty Vehicle Hoist - - - - -
Stihl Weed Whip - - 688 - -
Wkr Water Pump-3"- - - 2,927 -
Wkr Water Pump-2"- - - 1,984 -
Honda Generator - - - 1,160 -
Sprayer - - - - 3,775
Blower - - - - 246
- - - - -
637,093 1,074,246 956,163 592,919 1,257,297
108
Description 2015 2016 2017 2018 2019
Maintenance Equipment
2005 1 Ton 4X4 Pick-up & Plow w/lift-gate 82,099 - - - -
2001 1 Ton 4X4 Pick-Up 68,436 - - - -
2002 Kawasaki 4x4 Mule 54,115 - - - -
2007 Riding mower w/sweeper 42,600 - - - -
2006 3/4 Ton 4x4 Pick-up & Plow w/lift -gate 37,031 - - - -
2005 3/4 Ton 4x4 Pick-up & V-Plow 34,023 - - - -
2002 1/2 Ton 4x2 Pick-up - 26,812 - - -
2003 1/2 Ton 4x2 Pick-up - - 26,812 - -
V-Plow & lift-gate existing vehicle 3,503 - - - -
Soil conditioner (skid loader attachment)- - - - -
Trencher (skid loader attachment)- - - - -
2008 Riding mower - 96,000 - - -
1999 1 Ton 4X4 Pick-Up - 74,912 - - -
1992 JD 2355 Tractor - 64,000 - - -
2000 Kromer Striper - 40,000 - - -
2006 3/4 Ton 4x4 Pick-up & V-Plow - 34,023 - - -
2006 3/4 Ton 4x4 Pick-up & Plow - 26,812 - - -
2003 3/4 Ton 4x2 Pick-up - - - 26,812 -
3/4 Ton 4X4 Pick-up - - - - -
Riding mower - - - - -
Riding mower - - - - -
Paint mixing station - 8,800 - - -
Turbine blower (skid mount)- - - - -
Post Auger & bits (skid loader attachment)- 3,800 - - -
2011 Riding mower - - - 96,000 -
2001 1 Ton 4X4 Pick-Up - - 70,000 - -
2010 Riding mower w/snow blower - - - 38,000 -
2007 3/4 Ton 4x4 Pick-up & V-Plow - - 34,200 - -
2007 Kubota ATV - - 24,500 - -
2005 Versa vac - - - 30,000 -
2007 Top dresser - - - 30,000 -
2006 Kromer Striper - - - 19,500 -
Ice resurfacer - - - - -
Turf roller - 7' wide - - - - -
2013 Riding mower - - - - -
2013 Riding mower - - - - -
2011 Toolcat w/blower - - - - 65,000
Trailers
2000 Tandem Trailer (mowers) 20' & 3'12,220 - - - -
2000 Tandem Trailer (mowers) 20' & 3'12,220 - - - -
2004 Trailer - 12,710 - - -
Tandem Trailer (mowers) 20' & 3'- - - - -
2006 Tandem Trailer (mowers) 20' & 3'- - - 13,000 -
2004 Tandem Trailer 16' (Kromer striper)- - - - 9,500
Specialized Equipment
Deep tine aerator - - - - -
1991 Seeder 16,900 - - - -
Slope laser - - - - -
EQUIPMENT - BUDGETED
DEPARTMENT: Parks
Year
109
Description 2015 2016 2017 2018 2019
EQUIPMENT - BUDGETED
DEPARTMENT: Parks
Year
2002 Generator 999 - - - -
Compound miter saw 826 - - - -
2000 Sod cutter - 5,252 - - -
1997 Irrigator - - - - -
1997 Irrigator - - - - -
2002 Aerovator - - 8,000 - -
1990 Drum aerator/corifier - - 7,400 - -
1995 Generator - - 7,000 - -
2006 Flail mower - - 5,500 - -
2001 Rear Blade - - 2,500 - -
2003 Bronco tiler - - 1,750 - -
2008 Water Pump - - 775 - -
2007 Dirt Pulverizer - - - 14,000 -
Generator - - - 7,000 -
2000 Irrigator - - - - -
2000 Irrigator - - - - -
1987 Planer - - - - 3,000
General Equipment
1990 Mower - 3,500 -
Split-shaft w/sweeper/hedge/line trimmer - 750 - - -
Weed Whip - 350 - - -
Weed Whip - 350 - - -
Weed Whip - 350 - - -
Weed Whip - 350 - - -
Weed Whip - 350 - - -
Weed Whip - 350 - - -
Weed Whip - - - - -
Weed Whip - - - - -
2006 Push mower - - 1,375 - -
Chain Saw - - 1,200 - -
Pole Saw - - 845 - -
Chain Saw - - 800 - -
Chain Saw - - 800 - -
Hedge Trimmer - - 600 - -
Pole Saw - - - 870 -
Chain Saw - - - 800 -
Hedge Trimmer - - - 660 -
Chain Saw - - - - 800
Blower - - - - 375
Blower - - - - 375
Weed Whip - - - - 350
Weed Whip - - - - 350
Weed Whip - - - - 350
Weed Whip - - - - 350
Blower - - - - -
Total 364,972 399,471 194,057 276,642 80,450
110
Description 2015 2016 2017 2018 2019
Investigations
2005 Taurus 35,625 (35,625) - - -
2005 Ford Taurus 27,595 (27,595) - - -
Patrol - Marked
Squad Car - 65,000 - 65,000 -
Patrol - Other
iphones 26,318
iphones - revised estimate (21,018)
Computer equipment 6,642 - - - -
Patrol bicycles 1,845 - - - -
AR15 Rifle and Equip - 4,000 2,000 -
Taser - 2,000 8,000
In-Car Video 22 Marked Squads - 10,000 10,000 10,000 10,000
Glock handgun - - 900 900 900
Oxygen Regulators - 600 600 600 600
800 mhz Portable radios 196,000 235,200
800 mhz Portable radios revised estimate (347,160) (174,148)
Office Cubicles (6)- 20,000 - - -
Total 77,007 32,380 (133,660) (87,648) 246,700
EQUIPMENT - NON-FINANCED
Year
DEPARTMENT: Police
111
Description 2015 2016 2017 2018 2019
Thermal Camera for Ladder Trucks (2) 12,190 - - - -
Toughpad Keyboards & Mount 7,231 - - - -
Intake Valve 2,800 - - - -
70 Inch Interactive Whiteboard (FS 2) 7,995 - - - -
Hydrant Valve 3,080 - - - -
Firefighting Nozzles 5,162 - - - -
Gear Dryer (3) 1,815 - - - -
Laserfiche/Mobile Device Licenses for Asst Fire Chief 730 - - - -
Sparky Outfit - 4,003 - - -
60 Inch Interactive Whiteboard (FS 3) - 7,995 - - -
Ram Air Gear Dryer (1) - 7,145 - - -
Lucas 2 CPR Device - 14,641 - - -
41,003 33,784 - - -
EQUIPMENT - NON-FINANCED
DEPARTMENT: Fire
Year
112
Description 2015 2016 2017 2018 2019
Heavy Duty Trucks
Sterling Dump Truck (New Plow Route)196,893 - - - -
Medium Duty Truck with Sign Body & Crane 187,419 - - - -
Mobile Resource Management System (GPS) 11,234 - - - -
Tandem Truck w/Plow (New Plow Route)- - - 252,458 -
Special Use Equipment
Turf protection mats 9,200 - - - -
Shouldering disk 8,531 - - - -
Trailers
High speed impact attenuator 27,176 - - - -
General Equipment
Interactive whiteboard 7,829 - - - -
Sidewalk grinder 5,856 - - - -
Mobile Wheel lift 3,550 - - - -
Multiple diagnostic interface 2,660 - - - -
Parts room shelving 2,115 - - - -
Iron Worker - 13,826 - - -
Mobile Heavy Duty Vehicle Hoist - - 41,697 - -
- - - - -
462,463 13,826 41,697 252,458 -
EQUIPMENT - NON-FINANCED
DEPARTMENT: Streets
Year
113
Description 2015 2016 2017 2018 2019
Maintenance Equipment
V-Plow & lift-gate existing vehicle 7,210 - - - -
Soil conditioner (skid loader attachment)6,801 - - - -
Trencher (skid loader attachment)4,618 - - - -
3/4 Ton 4X4 Pick-up - 26,812 - - -
Riding mower - 26,300 - - -
Riding mower - 26,300 - - -
Turbine blower (skid mount)- 8,000 - - -
Ice resurfacer - - - 10,300 -
Turf roller - 7' wide - - - 7,000 -
Trailers
Tandem Trailer (mowers) 20' & 3'- 12,220 - - -
Specialized Equipment
Deep tine aerator - 24,832 - - -
Slope laser 1,995 - - - -
General Equipment
Weed Whip - 350 - - -
Weed Whip - 350 - - -
Total 20,624 125,164 - 17,300 -
EQUIPMENT - NON-FINANCED
DEPARTMENT: Parks
Year
114
BUDGETED
Arts Center 2015 2016 2017 2018 2019
Water proof basement - Changing room 27,000
Re-carpet auditorium with carpet tile 11,000
Lobby & elevator with carpet tile 4,800
Replace carpet on stairs 4,000
Heat tape in gutter & down spout behind manager's
office 1,100
Track lighting lower level upgrade 675
TOTALS 48,575$ - $ - $ - $ - $
Central Maintenance Facility 2015 2016 2017 2018 2019
Fog seal bituminus areas 17,000
Replace gate controller 12,717
Painting wash bay 7,300
Welding bay floor recoating 5,500
Parks racking 5,000
Fleet supervisor office door to library 4,100
Hydrant Painting 800
Hose reels 950
TOTALS 53,367$ -$ -$ -$ -$
City Hall 2015 2016 2017 2018 2019
Parking lot reclamation 204,000
Replacement of rooftop S3 67,000
Replacement of generator
Council chambers - replace carpeting 12,000
Electronic sign - LNHS (Ipava/50) software upgrade 8,500
Wood doors repairs refinish 2,000
TOTALS 293,500$ -$ -$ -$ -$
FACILITIES CAPITAL IMPROVEMENT PLAN
115
BUDGETED
FACILITIES CAPITAL IMPROVEMENT PLAN
Fire Station #1 2015 2016 2017 2018 2019
Parking lot reclamation 136,000
Sealing or painting concrete floor in bay area 13,000
Paint walls bay area 8,000
Smartstruxure system integration hardware and
software updates 4,800
Front entrance pillars block work entrance, block
work by door #5 4,200
Upstairs conference room LED lighting dimming
controls 3,100
South window replacement 2,000
Fogged south windows 1,900
- - - - -
TOTALS 173,000$ -$ -$ -$ -$
Fire Station #2 2015 2016 2017 2018 2019
Parking lot reclamation 116,000
Painting walls and ceilings 7,400
Sealing or painting concrete floor in bay area 5,900
Training room carpet tile 3,200
Replace 30 fogged windows on doors 2,000
- - - - -
TOTALS 134,500$ -$ -$ -$ -$
Fire Station #3 2015 2016 2017 2018 2019
Smartstruxure system integration hardware and
software updates 5,200
Sealing or painting concrete floor in bay area 5,500
- - - - -
TOTALS 10,700$ -$ -$ -$ -$
Fire Station #4 2015 2016 2017 2018 2019
Front entrance block and pillar repairs 2,400
TOTALS 2,400$ -$ -$ -$ -$
116
BUDGETED
FACILITIES CAPITAL IMPROVEMENT PLAN
Heritage Center 2015 2016 2017 2018 2019
Rear parking lot reclamation 80,000
Lighting upgrade using dimmable LED lights -
better control Heritage room 3,100
Senior center coord office door & front reception
area door change 4,400
Ice machine 3,400
Front lobby lighting 1,650
North wall packs (2)1,200
Vault 800
New outlets for lobby vending machines 400
- - - - -
TOTALS 94,950$ -$ -$ -$ -$
Police Station 2015 2016 2017 2018 2019
Cottonwood filters G & B environmental 4,100
ADA modifications - - - - -
TOTALS 4,100$ -$ -$ -$ -$
117
NON-FINANCED
Arts Center 2016 2017 2018 2019
Painting - auditorium 4,000
Smartstruxure system integration hardware &
software updates 6,800
Re-roof area C & D 36,000
Replace electric water heater 1,300
New stage drapes 9,500
ADA modifications - - - -
TOTALS 4,000 $ 6,800 $ 36,000 $ 10,800 $
Central Maintenance Facility 2016 2017 2018 2019
CMF space needs study 20,000
Fill station for water trucks hook up 3" or 4"3,000
Clean walls in parking garage area 3,000
Clean walls in fleet shop area 2,000
Fleet Shop flooring recoating 28,500
Carpet administrative area 4,200
Carpet Offices (3) and conference room 1,100
Replace both hotsy 16,000
ADA modifications - - - -
TOTALS 28,000$ 33,800$ 16,000$ -$
City Hall 2016 2017 2018 2019
New high efficiency boilers 120,000
Re-roof area D new addition 62,000
Smartstruxure system integration hardware and
software updates 15,000
Re-roof area C metal roof 55,000
ADA modifications - - - -
TOTALS -$ 120,000$ 77,000$ 55,000$
Fire Station #1 2016 2017 2018 2019
Re-roof area B & metal entrances 20,000
ADA modifications - - - -
TOTALS 20,000$ -$ -$ -$
FACILITIES CAPITAL IMPROVEMENT PLAN
118
NON-FINANCED
FACILITIES CAPITAL IMPROVEMENT PLAN
Fire Station #2 2016 2017 2018 2019
New unit heater in apparatus room 1,800
Smartstruxure system integration hardware and
software updates 5,300
ADA modifications - - - -
TOTALS 1,800$ 5,300$ -$ -$
Fire Station #3 2016 2017 2018 2019
Fog seal & seal coat bituminous areas 4,800
ADA modifications - - - -
TOTALS 4,800$ -$ -$ -$
Fire Station #4 2016 2017 2018 2019
Fog seal & seal coat bituminous areas 10,000
Smartstruxure system integration hardware and
software updates 7,200
Re-roof areas A & B 115,000
ADA modifications - - - -
TOTALS 10,000$ 7,200$ -$ 115,000$
Heritage Center 2016 2017 2018 2019
Rooftop unit 5 replacement 30,000
Rooftop unit 6 replacement 30,000
Security camera system 24,000
Packaged rooftop units economizer 7,500
Coffee bar roll up door 3,850
Water heater gas 4,000
Smartstruxure system integration hardware and
software updates 7,400
Rooftop unit 3 replacement after 20 years of
service 22,000
Rooftop unit 4 replacement after 20 years of
service 28,000
ADA modifications - - - -
TOTALS 95,350$ 4,000$ -$ 57,400$
Police Station 2016 2017 2018 2019
ADA modifications - - - -
TOTALS -$ -$ -$ -$
119
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2
0
1
2
1
1
2
2
1
2
3
124
125
126
Not ADA Accessible / no entrance (ASTM 8.1) 127
Entanglement on top at swing beam (ASTM 6.4.2) 128
Protective surfacing – sand 9” deep provides a max fall height of 4’. A 2” x 2” flat
area is designated a play surface; 112” high play surface (Table 2 CPSC) 129
Cracked and bulging slide at bottom support, replace 3 person slide 130
Protective surfacing – sand 9” deep provides a max fall height of 4’. A 2” x 2” flat
area is designated a play surface; 102 inch high play surface (Table 2 CPSC)
131
Protective surfacing – sand 9” deep provides a max fall height of 4’. Fall height to
sand is 52 inches (Table 2 CPSC) 132
Sharp edges cut into side of curved slide 133
No signage for age groups (Sec 12 CPSC) 134
135
No handles to help get up or down the ladder (ASTM 7.2.6.1) 136
Not ADA accessible; no entrance (ASTM 8.1) 137
Worn out rubber protector 138
Broken structure “mast”, part of structure and platform is supported on broken post.
139
Entanglement on top of swing beam (6.4.2 ASTM) 140
Worn protective coating on teeter toddler seat 141
Worn wood on side rails of slide 142
Protective surfacing – sand 9” deep provides a max fall height of 4’, Fall height to
sand surface is 60 inches (Table 2 CPSC) 143
No entrance to playground tripping hazard 144
Protective surfacing – sand 9” deep provides a max fall height of 4’. A 2” x 2” flat
area is designated a play surface; 102” high play surface (Table 2 CPSC) 145
Older metal slide “gets very hot” – no shading 146
Entanglement hazard – too much gap (ASTM 6.1.4) 147
Worn and splintering wood 148
Worn protective coating on cables 149
Entanglement gap at top of the slide (ASTM 6.1.4) 150
Worn protective coating on steps 151
Entanglement gap too wide at front of the ship (ASTM 6.1.4) 152
Protective surfacing – sand 9” deep provides a max fall height of 4’. A 2” x 2” flat
area is designated a play surface; Fall height to sand is 98” high (Table 2 CPSC) 153
Worn hardware at slide transition 154
Uneven slide transition, 22 ½” center and 28” at side edge. (ASTM 7.5)
155
Worn platform coating – broken mast 156
Worn side panel 157
Worn wood “slivers” on all support beams and rails 158
Entanglement gap too large at all connection corners on top railing (ASTM 6.1.4) 159
No signage for age group pre-school 2-5, school age 5-12 or toddlers 6 mon. – 23
months (Section 12 CPSC) 160
161
Broken panel at top of slide 162
Entanglement between the slide and the hood (ASTM 6.1.4) 163
Cracked and worn rubber coating on platform 164
Cracked panel on side panel 165
Missing slide connector plugs 166
Poor fit at connector points 167
Wrong bolt – not stainless or tamper proof 168
S hooks on D rings not closed to .04 gap (ASTM 6.4.5.1) 169
Rubber coating on chain climber is worn 170
Too much thread exposed on bolt (ASTM 6.4) 171
Burn hole on top of slide towers creating sharp plastic edges 172
Cracked and peeling rubber coating on stairs 173
Glider bearings are worn out 174
End stop and bolt are worn out on glider 175
Platform bolts repositioned in new holes due to age, wear and tear of structure. 176
Poor fit on steps not level 177
D-ring header bar almost worn thru – needs replacement 178
Hand rail non-compliant, does not extend to bottom of clatter bridge as a barrier
(ASTM 7.2.6.1) 179
Pinch points on clatter bridge and no signage for age groups (Sect 12 CPSC) 180
181
Large gap on top of the swing beam – entanglement (ASTM 6.4) 182
Broken and splintered wood 183
Tree roots everywhere tripping hazard 184
Transfer deck 19 inches (ASTM 7.5.7.1) 185
Transfer deck 19 inches (ASTM 7.5.7.1) 186
Metal slide “hot” and side rails should be 4” (CPSC 5.3.6.3.4) 187
Transfer deck 24” (ASTM 7.5.7.1) 188
Metal slide possible entanglement (ASTM 6.1.4) 189
Pinch points on clatter bridge (ASTM 6.5) 190
Wide gaps between tires 7 inches 191
Chain climber – tripping hazard, potential entanglement 192
Possible slide entanglement (ASTM 6.1.4) 193
Metal slide “hot”, no shade 194
Worn wood “sharp edges” 195
Protective surfacing – sand 9” deep provides a max fall height of 4’. Tire climb is
78” to the sand surface (CPSC 2.4) 196
Protective surfacing – sand 9” deep provides a max fall height of 4’. Track ride 68”
to the sand (CPSC 2.4) 197
Protective surfacing – sand 9” deep provides a max fall height of 4’. D-rings 75” to
the sand surface (CPSC 2.4) 198
Protective surfacing – sand 9” deep provides a max fall height of 4’. A 2” x 2” flat
area is designated a play surface; Beam is 93” to sand surface (CPSC 2.4) 199
Protective surfacing – sand 9” deep provides a max fall height of 4’. Rope swing is
45”to sand surface (CPSC 2.4) 200
Metal slide “hot” 201
Large gaps – entanglement on large swing (ASTM 6.4.1) 202
Footings exposed on large swing 203
Exposed footings 204
No signage for age groups (Sec 12 CPSC) 205