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03.14.16 Work Session Packet
City of Farmington 1M iissian Statement 430 Third Street Though teamwork and Farmington,MN 55024 cooperation,the City of Farmington provides quality services that proserve our proud past and foster a promising future. AGENDA CITY COUNCIL WORKSHOP March 14, 2016 6:30 PM Farmington City Hall 1. CALL TO ORDER 2. APPROVE AGENDA 3. DISCUSSION ITEMS (a) Metro Cities Presentation (b) Farmington Fire Relief Association Pension Request (c) Request for Fire Department at High School Football Games (d) Community Solar Subscriber Collaborative (e) 20 Year Financial Plan and 2017 Budget 4. CITY ADMINISTRATOR UPDATE 5. ADJOURN o�rt►�ii-4► City ofoFarmington Street Farmington, Minnesota 651.280.6800 -Fax 651.280.6899 414.4 , www.cifarmington.mn.us TO: Mayor,Councilmembers and City Administrator FROM: David McKnight, City Administrator SUBJECT: Metro Cities Presentation DATE: March 14,2016 INTRODUCTION As you may recall,Metro Cities reached out to me last year to discuss Farmington possibly rejoining this organization. The city council discussed this issue and requested that Metro Cities staff come and make a presentation on this subject. DISCUSSION Metro Cities was created as the Association of Metropolitan Municipalities in 1974 to represent the interests of metro area cities at the legislature, executive branch and Met Council. The vision of the organization is a strong and economically vibrant metro region that promotes successful communities. The organization provides legislative advocacy on behalf of its member cities to ensure the metropolitan city needs and interests are represented I state and regional policy decisions. Metro Cities Executive Director Patricia Nauman will be in attendance at your March 17,2016 work session to discuss the organization with you. Farmington was a member of this organization for a number of years but membership fees for this organization were removed from the city budget a number of years ago. Other Dakota County cities that are members of Metro Cities include Apple Valley,Burnsville,Eagan,Hastings,Mendota Heights,Rosemount and West St. Paul. BUDGET IMPACT TBD ACTION REQUESTED Hear the presentation from Met Council staff, ask any questions you may have and provide city staff with direction on this issue. ATTACHMENTS: Type Description © Backup Material Metro Cities Information ® Backup Material Metro Cities Letter f ' i ME RO cj IES Association of Metropolitan Municipalities Summer/Fall 2015 $ Dear City Official: ': (3. On behalf of the Metro Cities Board of Directors and staff, thank you for your membership and participation in Metro Cities. lkit Metro Cities' mission is to represent the shared interests of metropolitan area cities at the Legislature and Metropolitan Council. This representation is critical to ensuring that the needs, concerns and perspectives of metro area cities are heard and taken into account in state and regional fiscal '' i decisions and policymaking. \ i Although cities across the metropolitan region vary in needs, characteristics and opportunities, there are many commonalities they share, and these commonalities outweigh their differences. Your membership ensures that your city's interests are represented in the organization's work and objectives. "Metro Cities provides Metro Cities continues to look forward, and to be a strong voice for cities in our value for our city.Through membership on policy i region. Your continued membership is very important and greatly appreciated. committees and other The organization is committed to excellence and value for its members. work groups,cities have a forum to develop the Thank you for your continued support. We look forward to working with organization's legislative you on the issues, challenges and opportunities facing cities in the region policies.Metro Cities going forward. is a key voice for metro communities." Mark Casey, Metro Cities President — Mayor Scott Lund City Manager, Saint Anthony Village City of Fridley '1iit' � z .. ''I'fl I is' 1 T � '�` PP i3 I It*, 44 i i a t - . ..,. .... ... ., ., M i MISSION- CITIES . AND OBJECTI , , ., .,., Metro Cities was created as the Association systems (transit, wastewater, parks) will be of Metropolitan Municipalities in 1974 to released this fall, followed by the submittal represent the interests of metro area cities of local comprehensive plans in 2018. Metro at the Legislature, Executive Branch and Cities will closely monitor these updates and Metropolitan Council. The vision of the policies, as many policies set at the regional organization is a strong and economically level are implemented by municipalities vibrant metropolitan region that promotes through their local comprehensive plans. successful communities. The organization provides legislative advocacy on behalf of In addition to legislative advocacy, Metro its member cities to ensure that metropolitan Cities works to foster communication among city needs and interests are represented in local, state and regional policymakers. The state and regional policy decisions, organization provides regular up-to-date information to its members through an Metro Cities' role in the local government online newsletter and holds periodic forums advocacy community is unique in its and meetings for its members on topics of representation of metro city interests at the interest and concern to metro city officials. Metropolitan Council. In this capacity, Metro Cities advocates on a wide range of issues Metro Cities is committed to the core that include sewer and wastewater charges, values of leadership, integrity, quality, livable communities, inflow-infiltration, stewardship and partnership, as defined in housing, density requirements, and other the organization's long-term strategic plan. regional level policies. Updates to regional +' �'' � � °` '"s • , `Metro Cities p rovides 4 x _ _ " : a � :` insight into the '''j„ T .p y ' .µ r rn w:' challenges facing metro , - > r " - .' . cities and serves as an 1 rP— „�„ _,Aw ,,i .. „ important resource for legislators on << <.' transportation and '.. „. other key issues." " tt, _"!c '�� —Jim Carlson t State Senator ,. ------":"----':-... --:::::::-Irtitiii---z-z--, - 'Orikr--.. -',.----- 1#4,, .,„„, a 1 x= f Metropolitan Mu ip Board of Directors July 2015 - June 2016 Mark Casey Mike Knight President Councilmember, Andover City Manager, St. Anthony Village Melissa Lesch Anne Mavity Sr. Gov't Relations Rep., Minneapolis Vice-President Councilmember, St. Louis Park Kristi Luger City Manager, Excelsior Brad Wiersum Past-President Molly Park Councilmember, Minnetonka Mayor, Sunfish Lake Bryan Bear Candy Petersen City Administrator, Hugo Councilmember, North St. Paul Lisa Bender George Tourville Councilmember, Minneapolis Mayor, Inver Grove Heights Frank Boyles Jim Weygand City Manager, Prior Lake Councilmember, Carver Amy Brendmoen Ady Wickstrom Councilmember, St. Paul Councilmember, Shoreview Mary Gaasch Gene Winstead Councilmember, Lauderdale Mayor, Bloomington Gary Hansen Councilmember, Eagan *One vacancy 201_5 LEGISLATURE/ METROPOLITAN COUNCIL • Metro Cities secured a$1.5 million bonding appropriation for inflow-infiltration (I/I) mitigation during the 2015 legislative session.We also continue to advocate for Clean Water funds for I/I mitigation on private properties. ▪ Metro Cities actively supported statutory modifications to regional water supply processes to increase municipal input, eliminate certain comprehensive plan requirements and to add municipal expertise on water supply issues,which are now law. • Metro Cities initiated legislation to increase local official participation in the process for selecting Met Council members and supported legislation for staggered terms of the Council.These bills did not pass in 2015. N Metro Cities worked with the LMC and other organizations in 2015 to support comprehensive transportation funding, including funding for local roads and bridges and street improvement districts. • Metro Cities supported proposed simplifications to the local government sales tax exemption for construction materials and will continue to support these changes. • Metro Cities opposed enacted legislation that delays the local government sales tax exemption law for joint powers entities and special districts until January 2017. ■ Metro Cities supported funding for contaminated site and development grants,which were funded this year. • Metro Cities supported funding for a range of housing programs, which were funded at$105 million. • Metro Cities supported funding increases for Local Government Aid (LGA) proposed this session and opposed proposals that reduced LGA for certain cities.These proposals did not pass. N Metro Cities opposed legislation providing for a reverse referendum process for local levy increases.This proposal did not pass. • Metro Cities participated with city officials in Met Council-convened work groups to inform the development of the new Housing Policy Plan. Our input emphasized the need for funding and resources, flexibility and information on available tools/resources, as well as opposition to proposed language that would have exceeded the Council's statutory authority (this language was not included in the plan). • Metro Cities is working with Met Council staff and city officials to review comprehensive plan processes for possible streamlining and efficiencies. "Metro Cities is an effective voice for cities at the Met Council and actively represented metro communities'perspectives as Thrive MSP 2040 and other policy documents have developed." — I Iarry Melander Metropolitan Council,District 12 STAFF CONTACTS Andover Forest Lake Mounds View Shorewood . Metro Cities Anoka Fridley New Brighton South St.Paul Apple Valley Golden Valley New Hope Spring Park Association of Arden Hills Hanover* Newport Stillwater Metropolitan Municipalities Bayport Hastings North St.Paul Sunfish Lake Blaine Hopkins Oak Park Heights Vadnais Heights 145 University Avenue West Bloomington Hugo Oakdale Victoria Saint Paul, MN 55103-2044 Brooklyn Center Independence Orono Waconia PhonePhone: 651 651-215-4 4000 Brooklyn Park Inver Grove Heights Osseo Watertown Fax: : 1 Burnsville Jordan Plymouth Wayzata Carver Lake Elmo Prior Lake West St.Paul www.MetroCitiesMN.org Centerville Lake St.Croix Beach Richfield White Bear Lake @MetroCitiesMN Chanhassen Lauderdale Robbinsdale Woodbury Chaska Lilydale Rogers Patricia Nauman Circle Pines Long Lake Rosemount *=Affiliated Member Executive Director Coon Rapids Mahtomedi Roseville 651-215-4002 Corcoran Maple Grove St.Anthony Village Patricia @MetroCitiesMN.org Cottage Grove Maple Plain St.Francis Crystal Maplewood St.Louis Park Charlie Vander Aarde Dayton Marine on St.Croix St.Michael* :i Government Relations Specialist Eagan Medicine Lake St.Paul 4001 Eden Prairie Mendota Heights St.Paul Park 651-215-4001 Charlie@MetroCitiesMN.org Edina Minneapolis St.Paul Port Authority* Elko New Market Minnetonka Savage Excelsior Minnetonka Beach Shakopee Steven Huser Falcon Heights Minnetrista Shoreview Government Relations Specialist 651-215-4003 Steven @MetroCitiesMN.org In addition to lobbying on behalf of our members at the Legislature and the Metropolitan Council, Metro Cities Laurie Jennings provides the following services: Office Manager 651-215-4004 • METRO CITIES NEWS • BIENNIAL MUNICIPAL Laurie @MetroCitiesMN.org Metro Cities News is the LICENSE AND PERMIT organization's primary FEE SURVEY _ newsletter. It contains the dollar amount "Metro Cities is an • WEBSITE of a variety of different city effective advocate Check us out at licenses, permits and fees. www.MetroCitiesMN.org Member cities receive access for metro area cities online at no charge. on many issues, and • SOCIAL MEDIA • METROPOLITAN For real time updates follow us AREA MANAGEMENT played a key role on on Twitter @ MetroCitiesMN statutory changes to ASSOCIATION (MAMA) • MN LOCAL MAMA provides metro-area water supply policies GOVERNMENT SALARY & city managers with an informal in the 2015 session." BENEFIT SURVEY setting to discuss a variety of Metro Cities works with the important local government — Linda Runbeck LMC and other partners to issues. MAMA meets on the 2nd compile this online extensive Thursday of the month. State Representative survey of salary rates. Members receive access to the survey at no charge. CIETRO CITIES Association of Metropolitan Municipalities . . , . . . , 2015 City Visits . . . . 145 University Ave. W., St. Paul, Mirtnesota 55103-2044 Phone: (651)215-4000 Fax: (651)281-1299 Website: www.MetroCitiesMN.org .„ , , 6IETRO CITIES Association of Metropolitan Municipalities Board of Directors 2015-2016 PRESIDENT VICE PRESIDENT PAST PRESIDENT Mark Casey Anne Mavity Brad Wiersum City Manager Councilmember Councilmember St. Anthony Village St. Louis Park Minnetonka DIRECTORS Bryan Bear Mike Knight Jim Weygand '. City Administrator Councilmember Councilmember Hugo Andover Carver Lisa Bender Melissa Lesch Ady Wickstrom Councilmember Gov't Relation Rep. Councilmember Minneapolis Minneapolis Shoreview Frank Boyles Kristi Luger Gene Winstead City Manager City Manager Mayor Prior Lake Excelsior Bloomington Amy Brendmoen Molly Park Councilmember Mayor St. Paul Sunfish Lake Mary Gaasch Candy Petersen Councilmember Councilmember Lauderdale North St. Paul Gary Hansen George Tourville Councilmember Mayor Eagan Inver Grove Heights 1-Vacancy 145 University Ave W.,St.Paul,MN 55103 Phone:(651)215-4000 Fax:(651)281-1299 www.MetroCitiesMN.org Metro Cities Membership 2015 1. Andover 32. Hopkins 63. Prior Lake 2. Anoka 33. Hugo 64. Richfield 3. Apple Valley 34. Independence 65. Robbinsdale 4. Arden Hills 35. Inver Grove Heights 66. Rogers 5. Bayport 36. Jordan 67. Rosemount 6. Blaine 37. Lake Elmo 68. Roseville 7. Bloomington 38. Lake St. Croix Beach 69. St. Anthony Village 8. Brooklyn Center 39. Lauderdale 70. St. Francis 9. Brooklyn Park 40. Lilydale 71. St. Louis Park 10. Burnsville 41. Long Lake 72. St. Michael * 11. Carver 42. Mahtomedi 73. St. Paul 12. Centerville 43. Maple Grove 74. St. Paul Park 13. Chanhassen 44. Maple Plain 75. St. Paul Port Authority * 14. Chaska 45. Maplewood 76. Savage 15. Circle Pines 46. Marine on St. Croix 77. Shakopee 16. Coon Rapids 47. Medicine Lake 78. Shoreview 17. Corcoran 48. Mendota Heights 79. Shorewood . 18. Cottage Grove 49. Minneapolis 80. South St. Paul 19. Crystal 50. Minnetonka 81. Spring Park 20. Dayton 51. Minnetonka Beach 82. Stillwater 21. Eagan 52. Minnetrista 83. Sunfish Lake 22. Eden Prairie 53. Mounds View 84. Vadnais Heights 23. Edina 54. New Brighton 85. Victoria 24. Elko New Market 55. New Hope 86. Waconia 25. Excelsior 56. Newport 87. Watertown 26. Falcon Heights 57. North St. Paul 88. Wayzata 27. Forest Lake 58. Oak Park Heights 89. West St. Paul 28. Fridley 59. Oakdale 90. White Bear Lake 29. Golden Valley 60. Orono 91. Woodbury 30. Hanover * 61. Osseo .=Affiliated Member Updated 2112/15 31. Hastings 62. Plymouth History of the Association of Metropolitan Municipalities (Metro Cities) Metro Cities had its official beginning in 1966,as the Metropolitan Section of the League of Minnesota Municipalities(LMM),the previous name of today's League of Minnesota Cities. During the early to mid 1960's, it had become apparent to officials that the seven county metro area would grow at an accellerated rate and present issues of significance that were purely metropolitan in nature. At the time, there was a Metropolitan Planning Commission, several sanitary sewer districts and a need for coordinated mass transit planning. Much of the discussion concerned the need for a form of metropolitan governance. The LMM was becoming more involved in legislative activities dealing specifically with metro issues and non-metro city members were concerned that their dues were disproportionately supporting lobbying on metro-specific issues. An LMM Metro Affairs Committee developed a report suggesting the creation of a metro-wide municipal organization. At the 1966 Annual Convention in Rochester,the LMM constitution was amended to allow for creation of the `Metropolitan Section' as a separate organization of LMM cities. The constitution was amended to state that the new organization would have its own bylaws, dues, Board of Directors, and legislative policies, and that the organization's president would serve as an ex officio member of the statewide organization's Board. An informational meeting of metro-area cities was held August 3, 1966 and the organization was officially created on September 29, 1966,under the direction of executive secretary Dean Lund. Policy committees were quickly established, and the new organization began lobbying on the creation of the Metropolitan Council. During the 1967 legislative session,the Metropolitan Council was established to coordinate the planning and development of the metropolitan area. It was empowered to prepare a comprehensive development guide for orderly and economic development including such matters as land use, parks and open space,airports,highways, transit facilities and other public buildings, and to review and comment on local plans. The metropolitan city organization was then heavily involved in shaping and limiting the authority of the Council through and beyond passage of the 1976 Land Planning Act. In 1969,the Metro Section changed its name to the Metropolitan League of Municipalities (MLM). According to Conway Olson,a Board member from Cottage Grove at that time,the purpose of the name change was to eliminate confusion as to the source and support of policy. The new name indicated that the policies supported by the Metro Section of the League were not policy of the state League. Paul Dow was Executive Director at the time, having been hired to replace Dean Lund. In November of 1972, Gene Franchett replaced Paul Dow and remained Executive Director through 1974 when Vern Peterson was promoted from Director of Legislative Affairs to Executive Director commencing January 1975. , (over please) Formation of the AMM Between 1972 and early 1974,the Hennepin County League of Cities,made up of suburban Hennepin County cities but not Minneapolis, attempted to expand itself into the Suburban League in direct competition to the MLM. The new Suburban League drew only one or two cities from outside Hennepin County and in 1974 petitioned to merge with the MLM. On June 6, 1974,the two organizations merged to become the Association of Metropolitan Municipalities and AMM was born. Vern Peterson served as AMM Executive Director from January 1975 through October 1997. Gene Ranieri was then hired and worked from December 1997 through August of 2004 before we hired Louis Jambois who started in November 2004. Louie served as Director until 2008 before he left for the St Paul Port Authority. Patricia Nauman,AMM Government Relations Specialist, was promoted by the Board to the position of Executive Director in January, 2009. Current Relationship with the League of Minnesota Cities AMM is the only metro-wide organization representing cities at the Legislature and the Metropolitan Council. In addition to being physically located within the League of Minnesota Cities(LMC)building and working closely with the League staff,the AMM maintains its unique status as an affiliate organization of the LMC. The AMM has never legally established itself as a separate organization, so for the purposes of things like payroll taxes,the AMM is still part of the League. In addition to paying rent for our offices,AMM contracts with the League to provide our accounting and financial services,payroll and employee benefits. AMM members must be members of the LMC and member dues are calculated as a percentage of LMC dues. Amendments to our bylaws are sent to the LMC Board for review and a two- thirds super majority vote is required for AMM to adopt a legislative policy position that conflicts with one of the League's policy positions. Metro Cities In fall 2006 AMM staff introduced the idea of creating a more understandable and descriptive identity for AMM. Association of Metropolitan Municipalities' is 17 syllables. It's hard to remember and hard to say. Many are unsure what a"municipality" is,or isn't. A common question is,"Do you represent the townships too?"or"Are counties part of your organization"? AMM is a fine acronym. But it can be easily confused with other local government advocacy acronyms—LMC,MLC,RCM, CGMG,AMC,etc. We didn't want to recommend a change that would require a bylaw or legislative amendment, but rather a simple brand and an updated logo. The Board approved the new brand/logo and it was unveiled at the Policy Adoption Meeting on November 16, 2006. We are now called Metro Cities with the logo listing Association of Metropolitan Municipalities as the tagline. Metro Cities Services In addition to our core activity of lobbying on behalf of our members at the Legislature and the Metropolitan Council,Metro Cities provides the following services: METRO CITIES NEWS METRO CITIES NEWS is the organization's primary newsletter,containing information about happenings at the Legislature and the Metropolitan Council,upcoming meetings, decisions made by the Board of Directors and progress reports from our summer policy committees. The newsletter is emailed to member cities on an as-needed basis. During the legislative session and other busy times of the year, members often receive one newsletters per week, while during slower times they might receive it once every-other week. www.metrocitiesmn.org The Metro Cities website is an increasingly important mode of communication with our members and the public. The website contains a listing of our members, Board and staff; the text of our legislative policy positions; access to our bill tracking system and the latest online newsletter;and links to a variety of other sites, including the Legislature and the Metropolitan Council. We also post a variety of issue papers,bill summaries and reports on the website. Twin Cities Metropolitan Area Salary Survey Metro Cities works with the League of Minnesota Cities, the Association of MN Counties to contract with Waters& Company,A Springsted Company to compile this extensive survey of salary rates for • over one hundred public sector jobs. The annual survey is published on-line. Metro Cities' members automatically receive access to the survey at no charge. Municipal License and Permit Fee Survey This survey is conducted every other year. The most recent survey will be published in the summer of 2015. It contains the dollar amount of a variety of different city licenses,permits and fees. Member cities receive access on-line at no charge. Non-member cities are charged a fee for the survey. Metropolitan Area Management Association (MAMA) MAMA provides metro-area city managers with an informal setting to discuss a variety of important local government issues. It fosters communication between colleagues along with bringing in outside speakers. MAMA meets on the third Thursday of every month at 12:00 p.m. Laurie Jennings provides administrative support for the organization,and other Metro Cities staff members regularly attend the meetings as a way of keeping in touch with our city managers. Updated schedule is on the website at: www.MetroCitiesMN.org 10 Good Reasons to be a Metro Cities Member With 91 metro area city members, Metro Cities delivers a comprehensive metro- wide message to the Legislature, Governor and Metropolitan Council Created in 1974, Metro Cities is the only city advocacy organization that monitors the Metropolitan Council Metro Cities' policies cover a broad range of issues ranging from transportation to levy limits to housing and economic development to wastewater treatment, which means greater influence on a wide array of issues Committee members from the core cities, developed suburbs and developing cities create Metro Cities' policies by consensus A 19-member Board comprised of a mix of elected officials and professional managers means balance between important political and practical management solutions to metro area problems Statutory appointing authority to the TAB and TAC mean municipal influence on regional transportation spending exceeding $100 million per year Close ties with the League of MN Cities means coordinated and cooperative legislative platforms and lobbying efforts Low overhead means we can keep dues affordable while providing full attention to member concerns and a maximum return on investment Important services including the License & Permit Fee Survey and the MN Local Government Salary & Benefits Survey mean added value for your membership dues Staff bring over 85 years of combined legislative, local government, community development, and management experience and are courteous, kind, trustworthy, cheerful and thrifty Policy Development Process Metro Cities has four standing committees, which develop the organization's policy positions based on input from representatives of member cities: 1. Housing and Economic Development 2. Municipal Revenue&Taxation 3. Transportation&General Legislation 4. Metropolitan Agencies Officials of any member city may serve on a committee of their choice. Each committee meets approximately four times during the late summer and early fall and then submits policy recommendations to the Board of Directors for review, modification and distribution to the general membership. The general membership meets in November before each legislative session to debate and adopt the official Metro Cities positions for that session. In matters of legislative policy, each member city has one vote,plus one additional vote for each 50,000 population or major fraction thereof above the initial 50,000.Legislative policy requires a two-thirds affirmative vote of the members present and voting to be adopted. During the legislative session,when the committees are not meeting,the Board of Directors can establish a policy position,with a two-thirds majority vote, in response to pending legislation or agency rules and regulations. This position is then referred to the appropriate committee for review and formal policy development at the earliest possible time. The Housing and Economic Development Committee considers all issues related to economic development and housing, including subsidized housing,affordable housing and proposals of the Minnesota Housing Finance Agency(MHFA). It also develops policy dealing with economic development issues,HRAs,tax increment financing (TIF)and development authorities. The Municipal Revenues Committee considers any matter concerning city revenues, property taxes,and city expenditures; including state aid formulas and dollars, levy limits,property tax assessments and fiscal disparities. The Transportation and General Legislation Committee considers all major issues related to air and surface transportation, including funding sources at all government levels. Metro Cities appointees to the Transportation Advisory Board(TAB)and Technical Advisory Committee(TAC) are encouraged to join,along with other city officials. This committee also considers all major issues that have an impact on (over,please) metropolitan area cities outside the scope of other Metro Cities' committees. This includes issues such as municipal consolidation,pensions,PELRA,pay equity,data privacy,contractor licensing and local control/authority. The Metropolitan Agencies Committee considers legislative issues and other policies related to the Metropolitan Council and metro agencies. It monitors the structure and relationship between the regional and local units of government and reviews amendments to the Metropolitan Development Guide and subsequent policy plans. It has previously developed policy on land use planning,solid waste management and the Met Council selection process. It also reviews the Met Council's yearly budget. i Metro Cities 2015 Legislative Policy Committees ****************************************************************************************** Metro Cities' policy committees annually develop policy recommendations based on input from member city representatives. Committees submit policy recommendations to the Board of Directors for review,modification and distribution to the general membership. The membership meets in November,prior to the legislative session, to debate and adopt Metro Cities' policies. ****************************************************************************************** Transportation & General Government This committee considers all issues related to transportation and transit in the metropolitan area, including funding sources. The committee has developed policies on the metro-wide sales tax, street improvement districts, rental housing ordinances,building codes,and administrative fines to name a few. 1st 2nd 3rd Monday Monday Monday July 13, 2015 August 10,2015 September 21,2015 St.Croix Room St.Croix Room St.Croix Room 11:00 am-1:30 pm 11:00 am-1:30 pm 11:00 am- 1:30 pm Municipal Revenues This committee considers any matter relating to city revenues, property taxes and city expenditures, including state aids and credits, levy limits,property tax relief programs, assessments, fiscal disparities and the state and local fiscal relationship. 1st 2nd 3rd Tuesday Tuesday Tuesday July 14,2015 August 11,2015 September 22,2015 St.Croix Room St.Croix Room St.Croix Room 11:00 am—1:30 pm 11:00 am— 1:30 pm 11:00 am—1:30 pm Metropolitan Agencies . This committee considers issues related to the Metropolitan Council and monitors the structure and relationship between local and regional units of government. The committee has developed policies regarding land use planning, water supply,the sewer availability charge(SAC),the Met Council's selection process,and livable communities.This committee will help shape Metro Cities' response to Thrive MSP 2040 as that work is developed. st 2nd 3rd Wednesday Wednesday Wednesday July 15,2015 August 12, 2015 September 23,2015 St.Croix Room St.Croix Room St.Croix Room 11:00 am—1:30 pm 11:00 am—1:30 pm 11:00 am— 1:30 pm Housing&Economic Development This committee considers all issues related to economic development,redevelopment, and housing. It has developed policies around government's roles in affordable housing,foreclosures and neighborhood stabilization,Met Council's housing goals,and tax increment financing. 1st 2nd 3rd Friday Friday Note:this meeting is on a Thursday July 17,2015 August 14,2015 September 24, 2015 St.Croix Room St.Croix Room St.Croix Room 11:00 am—1:30 pm 11:00 am—1:30 pm 11:00 am—1:30 pm Policy Adoption Meeting This meeting is combined with the LMC/Metro Cities Regional Meeting on November 18,2015 at the Ramada Plaza—Minneapolis Committee sign-up forms—can be found on our website:www.MetroCitiesMN.orq Metro Cities-145 University Ave W.,St.Paul, MN 55103-2044(651)215-4000 METRO CITIES 2015 METRO LEGISLATIVE POLICY COMMITTEE SIGN-UP FORM CITIES Name: Title: City/Organization: Preferred email: (Meeting packets are sent by Email address: Email unless we're notified). This email address is: City Work Personal 2nd email (optional): Email address: This email address is: City Work Personal • Preferred daytime Phone number: telephone: This phone number is: City Work Cell Home 2nd number (optional): Phone number: This phone number is: City Work Cell Home • Mailing address: Mail will be delivered to City Hall unless another address is provided here: Address: City, State & Zip: All Meetings: 11:00 a.m. – 1.30 p.m. (Metro Cities-145 University Ave W., St. Paul MN 55103) Committee Choices (please place an `X'next to your choice(s): Transportation & General Government Mondays (July 13th, Aug. 10th & Sept. 21s9 Municipal Revenue & Taxation Tuesdays (July 14th, Aug. 11th & Sept. 22nd) Metropolitan Agencies Wednesdays (July 15th, Aug. 121h & Sept. 23rd) Housing & Economic Development Fridays (1-Thur.) (July 17t", Aug. 14th & Sept. 24th) Please mail, fax or email completed form to: Metro Cities—Attn: Laurie, 145 University Ave W, St. Paul, MN 55103-2044 Fax: 651-281-1299 Laurie @MetroCitiesMN.org Phone: 651-215-4000 J METRO CITIES Association of Metropolitan Municipalities September 9,2015 Mr.David McKnight City Administrator,City of Farmington 430 Third Street Farmington,MN 55024 Dear Dave: Thanks again for taking the time to meet with me last week. I appreciated the chance to discuss the potential of the city's membership in Metro Cities,and the services that we provide to our member communities. I wanted to follow up to reiterate a few points for your consideration, should the city consider membership. As we discussed,Metro Cities represents cities at the Metropolitan Council and Legislature, based on policies developed through the consensus of our membership. We play a unique role in the local government community as we are the only organization representing cities at the Metropolitan Council—a key reason for the creation of the organization nearly 50 years ago. Metro Cities'policies cover a range of topics on issues such as transportation,economic development/redevelopment,housing,municipal revenues and the regional level policies that are set at the Met Council. As a member,the city would have the opportunity to provide input to and influence the policies of the organization. Metro Cities'mission is to represent the joint interests of cities in the region,and our policies are balanced to reflect the varying needs and challenges of metro communities. Because the organization represents cities from across the seven county metro region,we can leverage the strength of our membership as we work to advance policies that benefit metro communities and to work to mitigate those that adversely impact our members. Our goal is to be a strong and trusted voice for cities in the region. In addition to our work at the Capitol and Met Council,we also provide other services for your dues,including an on-line newsletter containing updated information on our activities at the Legislature and Met Council as well as legislative alerts to keep cities abreast of specific issues and to encourage contact with local legislators on key issues. During the legislative session,we regularly note bills of key interest to metro communities. We also sometimes call upon our member city officials to provide testimony when appropriate,on issues that are of particular significance to the city. Metro Cities also serves as a forum for metro cities to discuss issues of interest to our communities and we regularly host regional forums for our members on pertinent topics.These 145 University Ave W•St.Paul,MN 55103-2044•Phone(651)215-4000•Fax(651)281-1299•www.MetroCitiesMN.org have included forums on water supply,organized waste,the new regional development guide, and others. We also host an annual meeting to elect new members and board officers,and co- host a metro regional meeting with the League of MN Cities each fall,each of which offer important opportunities for city officials to get to know and network with each other. A couple further points for your consideration. As I noted,Metro Cities is the only region wide entity that monitors the work of the Met Council.As such,Met Council staff knows our staff; they seek our advice and pay attention to our communications with our membership about their activities. There is no question we influence their decisions. We push back when we need to, and collaborate with them when we can. Metro Cities is unique among city organizations in that we have statutory appointing authority i for the Met Council's TAB(Transportation Advisory Board)and TAC(Technical Advisory Committee),as well as the regional Water Supply Advisory Committee. These present important opportunities for metro cities to have influence on various policy decisions that affect the entire metro region. We also regularly make recommendations for various legislative and regional boards and task forces. These are other opportunities for the city to have influence on policies and activities that affect your city and cities across the region. As I mentioned in our meeting,the Metro Cities Board of Directors has authorized an introductory membership discount for new members in 2016. If the city were to become a member of our organization next year,the dues would amount to$3,805.00. This figure represents a 50%discount in dues for 2016. In closing,Dave,we believe that Metro Cities provides you with great value for your investment. Please let me know if you have any questions,or would like additional information. I hope to see you again soon. ' • I iCa :uman r i Executiv-Firector. i oEFARAIi , City of Farmington 44. o4 430 Third Street Farmington,Minnesota 651.280.6800 -Fax 651.280.6899 -.,,,,O, www.cifarmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: Jim Larsen,Fire Chief SUBJECT: Farmington Fire Relief Association Pension Request DATE: March 14, 2016 INTRODUCTION The Farmington Fire Department Relief Association seeks an increase to the annual pension contribution. DISCUSSION The Farmington Fire Department Relief Association has not had an increase to the pension contribution since 2007 and lags significantly behind neighboring communities. The members of the Farmington Fire Department are committed to providing exceptional public safety skills to the community and donate hundreds of hours of community service for activities lice fire prevention, public education,National Night Out, station tours, blood pressure checks, school visits and our Fire Prevention Week open house in order to make Farmington such a great place to live and work. These donated community service hours are in addition to the hundreds of unpaid firefighter academy training hours invested in order to become a member of the department. Finally,members of the department respond at all hours of the day and night to protect their neighbors and friends for a small hourly wage. The average Farmington firefighter responded to over 300 emergency incidents last year alone. Members of the Relief Association will present information and discuss this request. BUDGET IMPACT An increase in the annual pension contribution from$4,575.00 annually to $5,500.00 annually. With an authorized strength of 50 members the increase could cost up to $46,250.00 per year. ACTION REQUESTED Listen to the presentation and ask any questions you may have. ,ATTACHMENT • Type Description c, Backup Material Fire Relief Pension Proposal February 25,2016 Mr.David McKnight-City Administrator 430 3rd Street Farmington,MN 55024 Dear Mr.McKnight, As President of the Farmington Firefighters Relief Association I would like to propose a series of modest increases to the annual pension contribution our firefighters are awarded for their years of service beginning January 1,2017. The current benefit is$4,575.00 per year of service and has not been increased since 2009. January 1,2017 from$4,575.00 to$5,500.00 20.22% January 1,2018 from$5,500.00 to$6,250.00 13.64% January 1,2019 from$6,250.00 to$7,000.00 12.00% January 1,2020 from$7,000.00 to$7,500.00 7.14% Please allow me to offer some factors to consider regarding this request and my recommendation: 1. The Benefit of the Pension: In the State of Minnesota nearly 90%of all fire departments are comprised of volunteer or paid on call firefighters.This proud tradition relies upon dedicated members of the community to provide emergency services in time of community need.Here in Farmington we are immensely proud of our 143 years of consistent service to the community using generations of volunteer and paid on call personnel.This kind of community involvement saves a community like Farmington millions of dollars per year in personnel and benefit costs. In comparison to a career firefighter,our paid on call firefighters earn a substantially smaller hourly pay rate and retirement benefit while providing the same services of a career firefighter with the same levels of training and certification requirements. The pension offered through fire relief is critically important to maintain the stability of having senior firefighters and to contribute to the growth of a new generation of firefighters who can provide 20 years or more of service to the City of Farmington.The pension represents a career of service and is a symbol of thanks for the hard work and selfless dedication that members give to the community. A Farmington firefighter begins his or her career by donating hundreds of hours to attend the training academy for no pay whatsoever.The training required for a firefighter is the same whether they are a paid career member or a paid on call firefighter.In addition,your firefighters donate hundreds if not thousands of hours to the community as they represent our fire department at block parties,school tours, parades,and countless public education events throughout every year. As you know,it costs a lot of money to recruit,train and most importantly retain a paid on call firefighter.Volunteer and paid on call fire departments all over the United States are struggling to keep members with all of the increased training and call requirements.A strong annual pension contribution will assist us in attracting and retaining a competent firefighting staff for years to come. Life is busier than ever before and we find it harder and harder to attract members of the community who can give the time and energy to becoming a paid on call firefighter. In order to be competitive we must increase the annual pension contribution.Doing so will help us to retain firefighters who may look at an early out rather than invest in a 20 year career at Farmington. It is my belief that we would retain a larger group of 20 year members if the payout were greater as these members contemplate retirement. 2. Reasonable Pension Increase Request: The Farmington Firefighters Relief Association believes the request to increase the annual pension benefit is reasonable and necessary to stay competitive with similarly situated Metro area lump sum relief association benefits. This is a method to retain and motivate firefighters who give considerable commitment to the city.The increase works out to: 2017-$975.00 2018 -$750.00 2019-$750.00 2020-$500.00 It should be noted that this increase is not likely to"cost more".The pension fund is currently overfunded and well managed.In addition,over the past year the department has become a more professional organization with the addition of a full time fire chief and morale is high.There is no expected`Mass exodus"as has happened in the past. The neighboring cities have increased their pension rates and will be continuing to do so in the near future. I have communicated with all of the neighboring communities and their goal is to have a pension rate of$10,000 per year by 2020. At our current rate we will be less than half of their goal. This will put us a major disadvantage for recruiting and keeping our current firefighters. (See Appendix A) 3. The Value of Consistent Community Support of the Pension Benefit: The Farmington Fire Relief Association believes there is a value in consistent community support. The 10-year average for past municipal contributions is$126,366. For the past three years the city has contributed$150,000. This commitment by the city has not gone unnoticed by the firefighters.Knowing that the city is doing what it can to support the firefighters has contributed to increased morale and dedication by the firefighters to make this a great fire department and city to work for. (See Appendix B) 4. Long Tenn Fund Sustainability: The Special Fund investment account managed by the Farmington Fire Relief Association is currently beyond a fully funded status at 146%. It has continued to grow steadily since 2009 after the stock market crash. With the help of a financial advisor our retirement fund has outperformed the state board of investments every year since 2009. (See Appendix C) 5. City Financial Impact: The Relief Association pension portfolio is currently 146%and over funded. With the pension increase to$5,500 it will put the relief association at 129%,and still over funded. Our goal is to stay above 115%and remain over funded at all times. This built in cushion allows for a significant down turn in the stock market and will greatly reduce the possibility of the city being required to contribute to the Farmington Firefighters Relief Association Pension. (See Appendix D) 6. What caused the pension fund to grow so rapidly? We have enjoyed a strong return on our investments over the past year.In addition,we had ten individuals who retired. Several of those members had ten years on the department which only entitles them to 60%of their retirement. Several other members did not complete the required ten years of service to become"vested"and subsequently they did not receive any portion of their retirement. This "extra money"has stayed with the pension fund and helped it grow very rapidly. 7. Future Projections: The future goals of the pension rely upon two income sources to stay the same. The first is an unknown; the stock market. If the stock market continues to grow the funding in the account will grow. The second is the city contribution. We need to maintain the current funding to this account to see additional growth in the fund. We have a number of individuals who will be eligible to retire with 20 years of service in the next year. In addition,we have numerous individuals who have already reached the ten years of service level. If our request is approved,our members are hoping to see a pension rate of$7,500 by 2020. The surrounding fire relief associations are aiming for$10,000 by 2020. This still puts us$2,500 down from what other funds plan to offer,but it shows an effort by the city to support the firefighters without adding additional cost to the city. We believe that conservative,measured and managed pension benefit increases are both reasonable and necessary to maintain an appropriate firefighting force in the City of Farmington. Thank you for the opportunity to provide this information and open a dialogue on this important matter. Sincerely, Jeffrey A. Ilbee-President Farmington Firefighters Relief Association A. • ' Relief Association. 2010 Population ; 2016 i Projected 2020 1 Benefit Level I Benefit Level Farmington 21,086 $4,575 $7,500 Northfield 20,007 .$8,560 $10,00O .., . .. ... ...,. Lakeville 55,954 $6,877 I $10,000. Rosemount 1 21,874 $7400 $10,000 Shakopee i 37,073 $7,500 $10,000 B. Year : Required Contribution :Amount City Paid 2016 • $0 $150,000 2015 $0 $150,000 2014 $0 $150,000 2013 $131,694 $131,694 2012 $154,255 $154,255 2011 $187,713 $187,713 2010 $196,802 $196,802 2009 $0 $0 2008 $0 : $73,200 2007 $0 $70,000 2006 $7,881 $31,250 . . . . C. Year i Portfolio Funded 1 2016 , 146% , . 2615 .__....,. , . . 2014 115% .... ... _ , 2013 93% .••• • • 2012 76% 2011 76% 2010 66% .2009 2008 99% 2007 98% , 8 . .. ..... . 2006. 5% I • - . , Year Rate Amount 1 Stock.Market Stock Market 1 ,. . 1 I Investment Return.0% Investment Return 3% I • • • -t 2017 $5,500 i .126% 130% i i 201g $6,250 1 121% 127% 1 ... .... .. . . _ .... ..... . „...... .. i 2019 $7,000 1 115% 124% ; ........ ... i 2020 1 $7,500 1 101% 121% I AFAR i . City of Farmington 430 Third Street Farmington, Minnesota 651.280.6800 -Fax 651.280.6899 °" .4 a�`' www ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: David McKnight,City Administrator SUBJECT: Request for Fire Department at High School Football Games DATE: March 14,2016 INTRODUCTION A request has been made to discuss a request to have the fire department available at high school football games. DISCUSSION The Intergovernmental Committee has discussed the idea of having the fire department available at the four to five high school football games that are held at Tiger Stadium each fall. Since the fire chief will be in attendance at the work session on March 14, 2016 I thought it would be a good idea to discuss this issue at this meeting. As you are probably aware we usually do have two police officers in attendance for most or all of the games. BUDGET IMPACT TBD ACTION REQUESTED Discuss the request to have the fire department available at high school football games and provide staff direction as you see fit. FAR / City of Farmington 430 Third Street Farmington,Minnesota 651.280.6800 -Fax 651.280.6899 '4 www.cifarmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: Adam Kienberger, Community Development Director SUBJECT: Community Solar Subscriber Collaborative DATE: March 14,2016 INTRODUCTION On June 15, 2015 the city council authorized a non-binding letter of intent be sent to the Metropolitan Council expressing Farmington's interest in subscribing to solar production via a collaborative Request for Proposals (RFP)process. Community solar gardens and community solar subscriptions have recently become a popular topic in Minnesota communities serviced wholly or partially by Xcel Energy. This is due in part to legislation requiring Xcel Energy(as a public utility) to produce via solar energy a percentage of its total retail electric sales to retail customers in Minnesota by 2020. With this mandated production deadline in place, many private companies are actively working to develop solar production facilities and secure customers via community solar subscriptions to take advantage of available energy credits. DISCUSSION The City of Farmington(along with many other communities throughout the Metro)has been approached by several private companies seeking to partner with the city to purchase solar energy. This has the opportunity to reduce a portion of the city's electric utility bills from Xcel Energy. Municipalities tend to be desirable customers due to several factors including consistent energy usage, timeliness of payments, and inability to relocate. Because this is a new and complex topic, there has been a lot of discussion on regional collaboration for producing an RFP to leverage the knowledge of governmental entities that have more resources dedicated to energy management and purchase power agreements. _ The Community Solar Subscriber Collaborative is offering metro area local governments the opportunity to procure solar garden subscriptions from a single RFP process. The collaborative is a joint effort of the Metropolitan Council, Hennepin County,Ramsey County,the City of Minneapolis,the Great Plains Institute, and CERTs. By working together,government entities gain an economy of scale and reduced administrative costs. Community Solar Gardens create a new opportunity for local government entities to support clean energy, save on energy bills for public buildings and plants, and hedge against the future price volatility of electricity. Potential benefits of participating in the collaborative include: • Better subscription pricing enabled by a larger procurement • Faster entry into the solar garden market • Reduced staff time needed to run an RFP process • Eases solar garden developers' task of fmding high-quality subscribers • Creates opportunity for local governments of all sizes • Can hedge against volatile electricity prices Selection Process Summary Five developers proposed subscription opportunities in response to the RFP. All five developers' business terms were deemed acceptable by the selection committee and advanced to negotiation. While the selection committee felt that each of these options was worth consideration, it is ultimately up to each participant to individually evaluate the opportunity. Participants should keep in mind that Metropolitan Council staff negotiated for the best possible terms and contract language, according to Council policies. Metropolitan Council recently held a"lottery"to give cities the opportunity to enter into contracts with these selected solar garden developers. Farmington was selected to participate with the vendor SolarStone Community LLC. We have received draft contracts and are proposing to move forward with a subscription load of 600 kW (three gardens at 200 kW each). A breakdown of estimated subscriptions for specific municipal facilities is attached. Because this is a new and complex topic I have attempted to highlight some key points of consideration. Knowns: • This initiative has the potential to save the city money on its current utility bills from Xcel Energy • This would be a 25 year commitment(rates are based on expected life of the equipment) • Proposed costs per kW/h($0.122/kWh) • Proposed annual escalator(1%) • Estimated potential savings ($388,000 NPV over 25 years)—see attached calculator Unknowns: • The future of energy technology and future energy prices (alternative methods may be developed at lower costs) • Exact amount of potential savings • If the selected vendor will even be able to construct a solar garden(s) to meet demand in our region (as regulated by the PUC) Assumptions: • Farmington will continue to grow and municipal services will see in increased demand for electricity from Xcel Energy facilities • Traditional energy production prices will continue to increase(2.65% annually based on past 13 years of Xcel Energy rate data) BUDGET IMPACT See calculator for estimated savings over 25 years. ACTION REQUESTED Review the above information and discuss the city's interest in formally moving forward with solar subscription agreements with SolarStone Community LLC. The City Attorney has reviewed the contract and is comfortable with the language and procurement process. ATTACHMENTS: Type Description o Backup Material Savings Calculator o Backup Material Subscription Load Table o Backup Material Star Tnbune Article 3-3-16 Community Solar Subscriber Collaborative Table for calculating desired subscription load Instructions: Please use the table below to identify the facilities and corresponding subscription loads you'd like to enter into the lottery for solar garden subscriptions. Add rows as necessary. The "maximum desired subscription load" at bottom should match the load indicated in your Letter of Intent. Send this table, along with your Letter of Intent, to Jason Willett at the Met Council. Please contact Trevor Drake at tdrake @gpisd.net or 612-767-7291 with questions. Entity Name: City of Farmington Date: 3/14/2016 Required Required Required Annual Desired Facility Name Premise# Address County Load Subscription (kWh) Load (kWh) # 14/15avg at 90% 1 Farmington City Hall 304118365 430 Third Street Dakota 360,500 324,450 2 Rambling River Center 302839042 325 Oak Street Dakota 68,500 61,650 3 Ice Arena 302488137 114 Spruce Street Dakota 456,000 410,400 4 5 6 7 8 TOTAL 885,000 796,500 9 10 1,649 kWh/1 KW 483 KW 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Maximum desired subscription load: 796,500 kWh (This number should match the load indicated on your Letter of Intent) r QC -C ( " o -o 8 ' CC a , (0 - W m E o Q " Subscription payment Vi c J •N IA W C W 0) c O . I a cc use Ch 9i � •,IJS i ca(N/N 9� t1 -_ oe s CO. L a. 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C`1 a M y O N N N n O M ba 6 0 �5F' F+ W 4, Q 8 0 O 0 h g g. G) O N N O U c a� 0 laa ) H 2 CU a cn 0 — 0 c3 o � v o o a Y $ C ›` � v .a o s.w i o a) 4 y b w c A v v o W U mo c • t ccn n I 71 O a O O O o A O - t i 4 t.) 44.4 v) a ,o •a a a) A o 0 0 cu a, cd tV1V a.., o a M ;� o �c � . u my op � � b � a � .� � .. 0 . b .� o cd cd 2' °° fib w E ti) °' _ a, ° 4› ,(2. ' ''IHO o c.) a) .o u .g >. o t; = 0 4+-I .8 ("1 o "51 .6, bp i_. g o .4 13 cu -a . ow .0 c) .,.., 0 .q 0 ,__, 0 , 4-2 "5 O M N 0 ,> O 4, M ,094, City of Farmington g 430 Third Street Farmington,Minnesota o 651.280.6800 -Fax 651.280.6899 *4•A +4 www.ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: David McKnight, City Administrator SUBJECT: 20 Year Financial Plan and 2017 Budget DATE: March 14,2016 INTRODUCTION City staff has continued work on a 20 year financial plan over the past year and is ready to update the city council on this issue. The financial plan will be a guiding document for future city budgets, including the 2017 budget. City staff will present the financial plan at the work session. DISCUSSION As you may recall, city staff presented the first version of the financial plan to the city council in 2015. At that time,while the city council laced the idea of developing a long-term plan,you had concerns with some of the potential tax levy increases included in the plan, among other issues. City staff started work on this issue a number of years ago for a variety of reasons. Staff continues to stress the importance of comprehensive financial planning for the following reasons: 1. We need to ensure that we have the resources to continue service delivery for our residents. 2. The city council has expressed the desire to pay down our current debt and to reduce our reliance on debt financing for future projects. 3. The city council has expressed a desire to move to "pay to as we go" (cash)as much as possible when it comes to paying for street projects and large equipment purchases. 4. The city council has demonstrated over a number of years that they are willing to take the necessary steps to become a city of fiscal excellence. 5. The city desires to ensure transparency in all of our CIP plans and how we proposed to fund them. With these goals in mind, capital improvement plans (CIP's)were developed for a number of areas. These CIP's will be explained in this memo and the financial implications are included in the spreadsheets for each plan. A summary sheet for all of this information is included as an attachment for your review. Summary Sheet The summary sheet shows you the cost of our projected operating budgets,the different CIP's, our projected revenues in each year including fiscal disparities,our known and projected debt costs and the estimated levy increase that will be needed each year. Almost all of the costs listed on the summary page are associated with a CIP that is linked to the summary page and attached for your review. We needed a"starting point" for the operating budget. To determine that we took the 2016 expenditures ($14,769,073)and subtracted our 2016 debt($2,970,848)to give us our base 2016 operating levy number of $11,798,225. The operating budget includes all of the people, supplies,utilities, etc. costs that fall outside of the CIP approach used with this plan. To move these costs forward in the plan, the base number was increased 3% for 2017, 3%for 2018 and 5%for 2019. This approach is repeated every three years. These costs are projected to cover increases in costs to labor, etc.with the third year increase of 5%assuming we have growth in staffing. This was the approach we developed;it is not based on science,but rather out best guess as to potential cost increases. I will review the summary sheet in detail at your work session to make sure you understand the plan. Transfers Out Budget Over the past few years you have seen the development and growth of the Transfers Out Budget. This is the line item where we have placed multi-year projects, ble sealcoating,that carry over their balance from year to year. In addition, this is the area where we track the projects we fund with our Local Government Aid dollars. All of these transfer dollars are included in the base levy number,but it is important to understand that these projects are included. As you will see from the attached spreadsheet,we have our LGA dollars committed through 2019. In 2020, approximately$150,000 per year will become available for other uses. Assuming LGA funding is not discontinued as it has been in the past,possible uses could include use for the purchase of city equipment, funding for building maintenance or possibly looking at costs associated with projects ble the emerald ash borer issue you recently discussed in a work session. These dollars will remain undesignated at this point,but it is important to remember that we will have unforeseen issues we will need to address. Fire Department Vehicle CIP As the city council is well aware,the fire department has had a separate CIP for their vehicles in place since 2013. This plan was put in place to speed up the process of replacing a number of vehicles in the department that had fallen behind their original replacement schedule. The fire department CIP has been updated a number of times over the past few years and will remain separate from the city vehicle CIP until 2020. At that time the fire department vehicle needs will be rolled into the citywide vehicle CIP. After 2016 the only remaining vehicle in this CIP is a new engine that will be purchased in 2019. Dollars for this purchase are being set aside during 2017,2018 and 2019 in order the pay cash for this vehicle. Firefighter Equipment One of the areas that the city has tried to become more proactive in planning for is the purchase and/or replacement of large scale and more costly equipment in our public safety departments. In this case equipment does not include vehicles,those future costs are addressed in different CIF's. The fire department has made progress in this area by being able to include the cost of turnout gear and SCUBA equipment in their operating budget. To incorporate the additional needs they have in this area we initially took the proposed equipment CIP that was developed in 2011 and update it for this financial plan. We added the"additional costs" item to the summary page to begin to account for the cost of this equipment. The fire department has proposed a plan that over the length of the financial plan can be accounted for financially,but has more of the purchases focused towards the beginning of the plan. I have asked the department to rework their plan to fit within the financial framework of the overall financial plan. We will continue to perform this work while the financial plan is discussed. Police Equipment • Much like the fire department,the police department has equipment needs that we are planning for. Again, this equipment plan does not include vehicles as those are accounted for in a separate CIP. The equipment in this plan is very straightforward and has a predictable replacement schedule. Some of this equipment is already included in the annual operating budget. The line included on the summary sheet for police equipment reflects the increased costs for this equipment. Trail Maintenance CIP The city council approved the trail maintenance CIP in 2014. The city currently has approximately 44 miles of trail located throughout the city. The trails, much like our city streets,need to have preventive maintenance in order the extend the life of the investment and keep them in operating condition. The transfers out budget has included$30,000 per year for this work since 2014. Some of the work that is performed includes fog sealing and cracking sealing. The trail maintenance plan calls for increased funding for this plan starting in 2017. The summary sheet includes a line item that includes the"increased" funding amount. The original$30,000 per year funding is included in the transfers out budget. The CIP requires additional funding to pay for some of the larger maintenance projects in the future including overlays and reconstruction. Building CIP The city council has discussed the issue of dollars that are/will be needed to maintain our city facilities. We currently have$30 million in city facilities according to our insurance documents. Starting in 2014 we began setting dollars aside in the transfers out budget for building maintenance needs. The 2016 budget includes $15,000 from the tax levy and$36,607 from LGA for building maintenance needs. Industry standards typically call for 2% of your building value to be set aside each year for building maintenance and replacement needs. If you take this approach we should be setting aside$600,000 per year for our building maintenance and replacement needs. City staff realizes that this number is not realistic,but at the same time we understand that only budgeting$51,000 per year for these needs which started just a few years ago is also not realistic. The summary sheet includes a line item for a building CIP. There is no detail for the work associated with this CIP at this time. It was included in the plan so we start to address this very important issue. The numbers that were included in future years we selected because they fit into the levy that is proposed for those specific years. This is an issue that needs more discussion for a number of reasons. The most important of which is we have needs in our facilities today that need to be addressed. City Vehicle CIP City staff has spent significant time developing a replacement schedule for city vehicles and equipment that are included in the General Fund. This includes the vehicles and related equipment we use in building inspections, engineering,police, fire, streets and parks. The vehicles used in our other funds are not included in this plan since they are not paid for through the tax levy. The city vehicle CIP is not scheduled to start until the year 2020. There are two exceptions to this schedule. The first is the fire department CIP that you have separately approved. Second,we have been setting aside some dollars each year as a band aid to cover these vehicles until the start of this plan in 2020. The cost of these vehicles and related equipment is included on the summary sheet under the"plus debt levy" and"plus pay as we go levy." Most of these vehicles are purchased with cash. The exceptions are the five larger fire department purchases proposed starting in 2023. These proposed purchases will need to be discussed with the city council. Current Debt/Future Debt/Street CIP This spreadsheet should be considered the guts of the entire plan. This spreadsheet includes a number of pieces that I will go through at the work session. The first section is a summary of our current debt split between the Road and Bridge Fund and Non-Road and Bridge Fund projects. Our current debt includes 12 debt issues which we are making payments on in 2016. These 12 issues will be paid in full in the year 2027. The second section is a summary of the proposed street CIP projects. As you recall you have already completed the first three street CIP projects over the past three years. The next project is proposed for 2019 and the plan includes nine other projects in addition to "multiple" and "TBD" areas. Below the projects section is the proposed financing plan for these projects. As you will see we are proposing a combination of tax dollars used as cash,bonded debt and individual fund contributions to pay for these projects. The most important thing to remember in this area is that we are moving to pay for a portion and ultimately all of these projects with cash which significantly reduces the cost to taxpayers. The third section of this spreadsheet is a summary of the vehicle CIP by department and the proposed financing of these purchases. Most of the purchases in the vehicle CIP are funded through the tax levy and paid for with cash as we go as previously mentioned. The exception to this approach are the five fire department vehicles that are proposed that we would need to issue debt to purchase, listed as bonded debt in this section. The final section of this spreadsheet is a summary of the dollars needed to fund these projects. The bottom portion of the spreadsheet shows the different dollars we need to collect to both pay our debt payments and collect as cash to pay as we go. This information is transferred to the summary sheet and listed as "plus debt levy" and"plus pay as we go levy." I understand there is a lot of information included in this spreadsheet and it can be very confusing. I am confident that once we present this information to you at the work session you will be able to follow along and understand it better. BUDGET IMPACT TBD ACTION REQUESTED There is a significant amount of information included in the financial plan. City staff will take as much time as is needed to review all of the information and ensure that you all understand what we are discussing. I do not expect any action or direction at your March 14, 2016 work session. I fully anticipate that this issue will be discussed at your April 11, 2016 work session and potentially the April 15,2016 goal setting session. I will have paper copies of all of the spreadsheets available at the work session. Having larger paper copies of this information can make your review of the information a little easier. ATTACHMENTS: Type Description ® Backup Material Summary Sheet © Backup Material Transfers Out Budget D Backup Material Fire Department Vehicle CIP ® Backup Material Firefighter Equipment ® Backup Material Police Equipment CIP © Backup Material Trail Maintenance CIP © Backup Material City Vehicle CIP D Backup Material Current Debt/Future Debt/CIP w . k888' C G py� $ �p ! a i V. 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