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06.11.18 Work Session Packet
City of Farmington Mission Statement 430 Third Street Through teamwork and Famvngton,MN 55024 cooperation, the City of Farmington provides quality services that preserve our proud past and foster a promising future. AGENDA CITY COUNCIL WORKSHOP June 11, 2018 6:00 PM Farmington City Hall 1. CALL TO ORDER 2. APPROVE AGENDA 3. DISCUSSION ITEMS (a) Solid Waste Operational Changes (b) Solid Waste Service Exception Policy (c) Lighting and Cleaning City Entrance Signs (d) Draft 2019 Budget Review 4. CITY ADMINISTRATOR UPDATE 5. ADJOURN a4�cAR�►►rr City of Farmington 430 Third Street Farmington, Minnesota 651.280.6800 - Fax 651.280.6899 ' ,APROW' www.ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: Katy Gehler, Public Works Director SUBJECT: Solid Waste Operational Changes DATE: June ll, 2018 INTRODUCTION Please see the attached cover memo and related attachments. ATTACHMENTS: Type Description D Cover Memo Item Cover Memo D Exhibit Solid Waste Rate History D Exhibit Rate Scenarios FARM] City of Farmington w Zy 430 Third Street , ' Farmington,Minnesota 651.280.6800 -Fax 651.280.6899 �"mo+`�'o , www.ci.farrnington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: Lena Larson, Todd Reiten and Katy Gehler SUBJECT: Solid Waste Operational Changes DATE: June 11, 2018 INTRODUCTION At the December work session, staff provided an update on operational updates that will need to occur as a result of continued regulatory changes of the solid waste industry. The most notable change relates to an increase in our tipping fees due to requirements to process the waste and change of policy of the facility we delivered the waste to in 2017. As you may recall, the City has had an agreement with the Ramsey/Washington County processing facility. Late in 2017, the managing board announced they were increasing tipping rates for 2018 from $70 per ton to $94 per ton and will no longer accept waste from haulers outside of Ramsey and Washington Counties starting in 2019. Staff worked through viable options for our haulers to dispose of the waste in a manner that meet the requirement of processing (not just landfilling) our wastes. For 2018 we were able to enter into an agreement with Specialized Environmental Technologies (SET) to take our waste and haul it to the Great River Energy processing plant in Elk River. The fee per ton is $97 which is an increase of$27 per ton then what we paid in 2017. Given historical tonnage delivered to the site from Farmington, about 7,700 tons, it is estimated that this will have an impact of roughly $200,000 to the fund expenses. DISCUSSION For 2018 the Municipal Solid Waste Fund is in a position to support the estimated cost increases. However, use of fund balance is not sustainable for 2019 and beyond. The intent of this work session is to explore possible areas to address the increased expenses including review of the solid waste rates or scaling back services that we are not required to provide. Most of the services within the Solid Waste Fund are operational and are required to provide the service. One service area identified that is not required is the Annual Curbside Clean-up Day which the Solid Waste Budget allocates $200,000 each year. At the December work session, we discussed the clean-up day including some of the benefits it has provided our customers, as well as challenges and abuses of this program. In addition, continued regulatory requirements to process wastes, instead of straight landfilling, have continued to either erode the service or increase the costs related to the event. The graph below is for illustrative purposes and shows the history of the event and changes since its inception in 2001. Clean-Up Day Collection Amounts 600 2500 Started Curbside Limited the Number of Tires in Collection in 2001 2007 and Discontinued in 2010 500 2000 Discontinued 400 Mattresses in 2018 1500 u V W W J J J p 300 Su v a {� J 1000 O 200 Discontinued 500 100 Electronics in 2016 Discontinued Scrap Metal in 2011 0 .-t N CO Cr) m Ln lO I- co 0 0 0 CD 0 0 0 CD 0 ti + 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N N N N N N N N N N N N N N N N N N IllimioGarbage(Tons) Electronics(Tons) Scrap Metal(Tons) -Appliances(Total#) Tires(Total#) Clean-Up Day Cost History $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $- 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 For 2019, any carpet picked up will have to be recycled which is the similar issue to what drove the discontinuation of mattresses in 2018 and other materials in the past. Although we have not been provided a firm date, furniture will be in the next few years. Given the continued changes staff has researched options used by other communities. There are many approaches the City could take surrounding clean-up day that include holding a singular drop-off day, scheduled pick-up service, continuing our current method or do nothing. Each has a different service level impact to our customers and budget impact. Staff is recommending the following clean-up day transition. 2018 • We held the annual curbside clean-up day but discontinued mattress pick-up. • Add a mattress drop-off to the Household Hazardous Waste Day in September for a fee of $15 per mattress or box spring. The actual cost of mattress processing is estimated at$30 so the City would support half of the cost. Based on mattress collection experience of our recycling vendors, we anticipate 125-150 mattresses which equates to a cost of around $2,000. This approach is similar to our neighboring communities. 2019 • Hold the annual curbside clean-up day and discontinue collection of Carpet. • At the Household Hazardous Waste Day, arrange for mattress drop-off and carpet drop-off provided there is room and a vendor available. 2020 • In 2020, the city will be renegotiating our contract with our recycling hauler. Add the option of a scheduled pick-up service to this contract and negotiate reduced rates per item. The council could explore reallocating clean-up day costs to "buying down" the rates. BUDGET IMPACT At the heart of this discussion is the increased expenses and need to either reduce them or add revenues (increase rates). Input on potential rate increases would help staff to shape options for future clean-up day services. Rate History Attached to this memo is a history of the Solid Waste Rates which are charged based on the size of the container. Rate increases are highlighted with the last round happening in 2013. More regular increases occurred prior to this date and have ranged from 1-6%. Staff has prepared two rate scenarios that are meant to provide a sense of scale to accommodate the additional $200,000 in expenses. It would be helpful for the council to provide feedback on what level of increase, if any, they could support for 2019 and beyond. Given this feedback, staff will prepare recommended budget and rate adjustment options along with a more foiiiialized clean-up day plan. ACTION REQUESTED Hear the update provided by city staff and offer any direction you feel is appropriate at this time. C "6 P.` m O C o - S 0 N = 0 0 0 0 0 0 LC) 4) LL) 0 0 0 0 0 0 0) c C1 LO LL) LO t V 0- N N LL) O LO O LC 0 LO m Q O 6) 6) (O CD LC) r N- CD N 6) M W N .-- O CO v' LO 00 C) O 00 V Ln O N N co CC V- ) N ea Cfl H3 Cf)C) N M V LO CD O c 09 03 Cfl 03 03 64 69 69 Cf) Cf) 0. 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Percentage Increase Rate Increase 11.0% Current Number Quarterly Annual Quarterly Current of Rate Rate Container Size Rate Annual Rate Accounts Revenue Increase Increase 0 $0.00 38 30 $51.06 $204.24 1475 $301,254.00 $5.06 $20.24 60 $63.27 $253.08 4005 $1,013,585.40 $6.27 $25.08 90 $74.37 $297.48 1842 $547,958.16 $7.37 $29.48 120 $89.36 $357.42 29 $10,365.18 $8.86 $35.42 150 $100.46 $401.82 17 $6,830.94 $9.96 $39.82 180 $112.67 $450.66 43 $19,378.38 $11.17 $44.66 210 $125.99 $503.94 2 $1,007.88 $12.49 $49.94 270 $147.08 $588.30 6 $3,529.80 $14.58 $58.30 300 $178.71 $714.84 65 $46,464.60 $17.71 $70.84 600 $309.69 $1,238.76 27 $33,446.52 $30.69 $122.76 900 $440.67 $1,762.68 7 $12,338.76 $43.67 $174.68 1200 $571.65 $2,286.60 7 $16,006.20 $56.65 $226.60 1500 $702.63 $2,810.52 1 $2,810.52 $69.63 $278.52 Total Paying Accounts 7526 $2,014,976.34 Total Annual Revenue Total Properties 7564 $199,682.34 Additional Revenue from Increase Scenario 2 - Fixed Amount Increase Rate Increase $ 6.75 Per Quarter Current Number Quarterly Annual Quarterly Current of Rate Rate Container Size Rate Annual Rate Accounts Revenue Increase Increase 0 $0.00 38 30 $52.75 $211.00 1475 $311,225.00 $6.75 $27.00 60 $63.75 $255.00 4005 $1,021,275.00 $6.75 $27.00 90 $73.75 $295.00 1842 $543,390.00 $6.75 $27.00 120 $87.25 $349.00 29 $10,121.00 $6.75 $27.00 150 $97.25 $389.00 17 $6,613.00 $6.75 $27.00 180 $108.25 $433.00 43 $18,619.00 $6.75 $27.00 210 $120.25 $481.00 2 $962.00 $6.75 $27.00 270 $139.25 $557.00 6 $3,342.00 $6.75 $27.00 300 $167.75 $671.00 65 $43,615.00 $6.75 $27.00 600 $285.75 $1,143.00 27 $30,861.00 $6.75 $27.00 900 $403.75 $1,615.00 7 $11,305.00 $6.75 $27.00 1200 $521.75 $2,087.00 7 $14,609.00 $6.75 $27.00 1500 $639.75 $2,559.00 1 $2,559.00 $6.75 $27.00 Total Paying Accounts 7526 $2,018,496.00 Total Annual Revenue Total Properties 7564 $203,202.00 Additional Revenue from Increase /004 City of Farmington 430 Third Street Farmington, Minnesota 651.280.6800 -Fax 651.280.6899 fir'•Ar«oo _ www.ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: Katy Gehler, Public Works Director SUBJECT: Solid Waste Service Exception Policy DATE: June 11, 2018 INTRODUCTION Please see attached cover memo. ATTACHMENTS: Type Description D Cover Memo Item Cover Memo. (8- y4 - o�EARH/�► City of Farmington v z 430 Third Street Farmington, Minnesota Ital.'APRO" 651.280.6800 - Fax 651.280.6899 www.ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: Katy Gehler SUBJECT: Solid Waste Exceptions Policy DATE: June 11, 2018 INTRODUCTION Per State Statute 115A.941, cities with a population of 5,000 or more shall ensure that every residential household and business in the city or town has solid waste collection service. Cities may meet this statutory requirement by organizing private haulers through contract or licenses to provide the service,provide the collection service itself, or by passing an ordinance that requires that every household and business has a contract for collection services. The law also provides that a city may exempt a residential household or business in the city from the requirement to have solid waste collection service if the household or business ensures that an environmentally sound alternative is used. Through Section 7-1-2 of the City Code, the City has allowed exemptions. In the mid-2000s there was quite a bit of discussion surrounding the excessive use of exemptions and the City updated both the ordinance language and internal processes to address this issue. DISCUSSION The language of Section 7-1-2 (A) allows the city to exempt service "for extenuating or unusual circumstances". While this language is meant to allow staff flexibility in evaluating special situations on a case-by-case basis, it has also allowed room for personal interpretation. In practice, staff has developed and used a permitting process to collect information related to the individual circumstances and has general criteria that are used to determine appropriate reasons for discontinuation of service: 1) "Snow Birds" are allowed to apply for a temporary 6-month discontinuation of service. There is a$30 administrative fee they pay for the 6-month period. The container is picked up at the start of the discontinuance and then dropped back off when they return. 2) Other vacancy circumstances are allowed using a temporary 6-month discontinuation of service similar to snow birds. Circumstances where this has been allowed are vacancies due to extended home sale (foreclosures), owner death, property fire, structure demo, etc. Outside of these criteria or other exceptions defined in the code, the City requires all property owners to have garbage service through the City. Outside of the snowbird exceptions, there are currently five residential exceptions in the city. City Code 7-1-2: COLLECTION BY CITY: Minnesota Statutes Annotated section 115A.941 identifies requirements regarding the collection of solid waste. All refuse accumulated in the city shall be collected, conveyed and disposed of by the city. No person shall collect, convey over any of the streets or alleys of the city, or dispose of any refuse accumulated in the city, except as follows: (Ord. 006-547, 1-17-2006) (A)Exceptions For Actual Producers: Under this chapter the city may exempt,for extenuating or unusual circumstances, a residential household or business from the requirement of having a solid waste collection service if the household or business ensures that an environmentally sound alternative is used. The city may revoke exception status if it is determined that the property owner is disposing the garbage in a nonenvironmentally sound manner or for any other reason in the discretion of the city administrator or designee. (Ord. 007-568, 1-16-2007) (B)Exception For Outside Collectors: This chapter shall not prohibit collectors of refuse from outside the city from hauling such refuse over city streets;provided such collectors comply with the provisions of this chapter and with any other governing laws. (C)Exception For Construction Projects: This chapter shall not prohibit the removal and/or disposal of refuse produced by a construction project by private haulers. The city building official may restrict the length of time that a container may stay on a construction site and may require its removal if the building official determines that the container is not being used for the purpose of disposing of construction refuse. (Ord. 006-547, 1-17-2006) (D)Exception For Large Commercial/Industrial Uses:An owner of a commercial or industrial business may request contracting collection service from a private hauler if the weekly average output exceeds fifteen (15) cubic yards per week. The city may approve such request upon recommendation of the city administrator or designee. This exception will also be available to restaurants. (E)Exception For Recyclable Materials: The city may allow a private hauler to collect and convey recyclable materials upon recommendation of the city administrator or designee. (Ord. 007-568, 1- 16-2007) (F) Special Wastes:An owner of a commercial or industrial business may request collection service from a private contractor for special waste. (Ord. 006-547, 1-17-2006) From time to time, staff is challenged on the requirement to have garbage service from the City. Generally, these questions come from residents that are new to the community and are unfamiliar with the state statutes all cities operate under and haven't experienced a municipal single hauler community. The intent of this work session item is to provide information to the City Council regarding our internal processes. Staff feels it would be appropriate to develop a formal standard operating procedure (SOP) that could be used as a customer service tool in communicating the requirements of this service. BUDGET IMPACT None ACTION REQUESTED Hear the update provided by city staff and offer any direction you feel is appropriate at this time. 7�1AR,ff{ City of Farmington iy ' 430 Third Street Farmington, Minnesota 651.280.6800 - Fax 651.280.6899 www.ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: Randy Distad, Parks and Recreation Director SUBJECT: Lighting and Cleaning City Entrance Signs DATE: June 11, 2018 INTRODUCTION The City Council held a goal setting retreat on January 12, 2018. During the retreat one of the five priorities identified by the City Council was special projects to complete in 2018. One of the prioritized special projects to complete was to light and clean the five city entrance signs. DISCUSSION In 2008 there was an interest in lighting the five entrance signs. Quotes were then solicited to light the five entrance signs. The low quote in 2008 to light the five entrance signs was $20,360.00. However because funds were not available to cover this cost, lighting of the five signs was not completed. Because of the new interest in lighting the entrance signs, staff solicited quotes to only light the Pilot Knob Road north entrance sign in order to see what the cost would to light one of the entrance signs. Two quotes were solicited, one with solar lights and one with regular electrical service. Attached are the quotes received for both types of lighting. As you can see the cost to install LED lighting using regular electrical service was $385.00 less than the cost to install LED lighting using solar power. Some pros and cons of each type of lighting are as follows: Solar service Pros: • No monthly electrical bill • Utilizes LED lighting • Completely off the electrical grid Cons: • Battery life is 7-10 years and then will be a cost to replace • Requires additional equipment and parts to operate, which over time there will be a cost to repair and replace in order for it to continue to function • Poor location of sign because it has many trees, which would have to be removed • Increases likelihood of damage from storms due to the number of parts and equipment used Regular electrical service Pros: • Utilizes LED lighting keeping electrical costs low • Limited equipment and parts Cons: • Monthly electrical bill • Not off the electrical grid Staff prefers the lighting of the entrance sign through regular electric service for the following reasons: • Fewer working parts/equipment to be installed • Easier to operate • Fewer parts/equipment to maintain and replace in the future • Minimal cost to light the sign through the use of LED lighting In addition, because it was identified as a prioritized special project, park maintenance staff members have been out and cleaned all of five of the city entrance signs and also the Police Station and Fire Station#2 monument signs. BUDGET IMPACT The cost to light the city monument entrance sign on Pilot Knob Road north with solar energy is $5,170.00. The cost to light the sign with regular electricity is $4,785.00. No funds have been budgeted to cover the cost to light the Pilot Knob Road north entrance sign. A funding source will need to be determined if the City Council desires to move forward with lighting the Pilot Knob Road north entrance sign. ACTION REQUESTED The action being requested of the City Council is as follows: • Direction should be given on if the lighting of the Pilot Knob Road north city entrance sign should occur. • If the City Council favors lighting the entrance sign, then direction should be given on what type of lighting should be installed, so a contract can be brought back for approval at a future City Council meeting along with a possible funding source. ATTACHMENTS: Type Description © Backup Material Cost comparison electric lighting and solar powered lighting .a d y E o 0 a' xi Lc; o = u) ti a C a .0 J L co Cl) C 0) ca c CU -C ✓ cn a ▪L C d -J O) W = •- 0 C ++ W C _c a) J U L J •> d 4- m › ✓ o cn 0) C a co L V L I... U .� 4E' wa) L (Q :C (o O) V co = N ct 0 z Rj U 0 Q/ U a) .a W 0 _/ L E -0 U L O 0 W0 460 E 2 °' = Q E 01 z f 0) J II— 74-i i6, City of Farmington 42 ,4(.14, 430 Third Street Farmington, Minnesota 651.280.6800 - Fax 651.280.6899 +r, ,_ www.ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: David McKnight, City Administrator SUBJECT: Draft 2019 Budget Review DATE: June 11, 2018 INTRODUCTION Please see the attached memo and related documents on the draft 2019 budget. ATTACHMENTS: Type Description D Cover Memo 2019 Budget Memo D Backup Material 2019 Budget Summary D Backup Material Attachment A-Construction Permits info D Backup Material Attachment B-Debt Repayment Schedule D Backup Material Attachment C-2019 Personnel Requests © Backup Material Attachment D-2030 Financial Plan Summary © Backup Material Attachment E-2019 Line Item Budgets V1110 AR/1 , City of Farmington 430 Third Street Farmington,Minnesota % AFJP a 651.280.6800•Fax 651.280.6899 •APRO 00 www.ci.farmington.mn.us TO: Farmington City Council FROM: David J. McKnight, City Administrator SUBJECT: Draft 2019 Budget Summary DATE: June 11, 2018 This memo will summarize the attached draft 2019/2020 budget and related information. This memo includes a step by step review of the city's financial status, specific issues of importance, a review of the 2030 financial plan, a review of the overall draft 2019 department budgets and a review of the transfers budget. There are many pieces to the 2019/2020 budget, not all are included with this information as I tried to keep the presentation and discussion at a high level. Additional information on specific pieces of the 2019/2020 budget will be reviewed at future budget work sessions. I am hoping you do not get confused by all of this information, it will make more sense after city staff has an opportunity to go through it with you. Financial Status Community Growth The City of Farmington has continued to experience moderate growth over the past seven years. Since 2013, growth from new construction has added $134 million to the taxable market value of which $54 million or 40% of the growth has occurred in the past three years. The population has grown from 21,086 in 2010 (U.S. Census) to approximately 23,000 as of March 31, 2018, a 9.07% increase. As we add residential, commercial and industrial properties, this also increases the need for services from the city. Preliminary taxable market values have increased 8.9% from 2018 to 2019, of which approximately $21 million is from new construction. Based on the 2018 tax rate, new construction will generate approximately $120,000 in property taxes. This equates to 1.12% of the 2018 property tax levy. Tax Rate The city has continued to see a decline in the tax rate since 2013. As you know, the tax rate is determined by dividing the total tax levy by the total tax capacity. CITY OF FARMINGTON TAX RATE HISTORY 80 70 66.821 65.876 63.093 61.455 59.239 58.76 57.161 60 55.733 -� 49.274 50 40 30 20 10 0 2010 2011 2012 2013 2014 2015 2016 2017 2018 Tax Levy History The city tax levy has continued to increase over the past few years. A summary of the percentage increase per year is listed below. City Tax Levy Percentage Change 2013 $8,565,982 0.00% 2014 $8,730,856 1.92% 2015 $9,164,208 4.96% 2016 $9,613,254 4.90% 2017 $9,996,822 3.99% 2018 $10,494,185 4.98% 2 Fund Balance and Potential Use in 2019 The city has made significant improvements in the fund balance in the General Fund since 2009. Current city council policy calls for between 40% and 50% general fund balance at the start of each year. Fund balance percentages from 2010-2018 are listed below. 2010-24.6% 2011-24.6% 2012-23.8% 2013-23.0% 2014-28.0% 2015-34.8% 2016-40.1% 2017-41.2% 2018-44.9% As a reminder, the city council elected to use $150,000 in fund balance dollars in 2018 to reduce the tax levy. The 2018 General Fund balance in terms of dollars was $5,666,183. This means the city was $614,000 over the 40% threshold at the start of 2018. Some of the potential uses in 2019 that will be discussed with the draft 2019 budget include: Dollars Used for 2019 Levy Reduction $240,000 USDA City Hall Build Out Project in 2018 $150,000 Dollars Needed to Keep 2019 Level at 40% $171,000 Other Unmet Needs (Trails, etc.) $TBD TOTAL $561,000 Construction Permit Revenue As the city council is aware, staff tracks the revenue associated with construction permits (building permits, plumbing/heating permits, electric permits, utility permits, etc.) on a weekly basis and shares this information with you. As the city council is also aware, and as the attached chart/spreadsheet in Attachment A show, this number can be volatile. This is a revenue number that we take a conservative approach to when developing the annual budget each year. Foreclosures/Notice of Pendency The final item in this section that the city council should be aware of is the monthly foreclosure and notice of pendency information shared with the city by the Dakota County CDA. Farmington's yearly history in each category is as follows: 3 Foreclosures Notice of Pendency 2010 206 346 2011 176 240 2012 123 241 2013 70 112 2014 64 89 2015 44 76 2016 36 77 2017 17 123 2018 (Through April) 9 47 All of this information is provided to show you the economic status of our community. While the economy is improved significantly from a number of years ago, it is not growing at a rate faster than our neighboring communities. This is an issue to be aware of when building the 2019 budget. 4 Specific Issues of Importance Debt Repayment Our 2019 debt budget includes repayment of a significant amount of debt incurred over the past 15 years. The 2019 budget includes $3,452,460 in debt repayments from the tax levy. These debt issues include: Issue Purpose Amount Year Paid in Full 2013B Akin Park and $372,000 2019 Henderson Addition Street Projects 2016C City Hall $530,283 2019 2010D (IFL) Ice Arena Project $240,000 2020 2013A Ash Street, Spruce $684,000 2021 Street and Hill Dee Projects 2010A Police Station $495,677 2021 2005C (IFL) Fire Station #2 $166,000 2025 2016A Elm Street, 195th $351,000 2027 Street and Walnut Street Projects 2016B City Hall and First $125,000 2027 Street Garage Building Projects 2015A 195th Street Project $297,500 2028 2019 Westview Acres $191,000* TBD Street Project TOTAL $3,452,460 The schedule of General Fund debt repayments is included as Attachment B. Personnel Requests I asked department heads earlier this year to consider their staffing requests for the next five years. With all of the CIP's that we have/are creating, it is just as important to plan for our largest and most important asset, our people. With that in mind, department heads made requests for nine new positions in the 2019 budget and two additional positions in the 2020 budget at this point. The positions requested for 2019 included two building maintenance positions (to replace our current contracted cleaning company and a part-time building maintenance position in the police department), a building maintenance supervisor, police captain, police officer, full-time assistant fire chief/inspector, code enforcement position, human resources specialist and an increase in administrative support at the Rambling River Center. 5 At this point the draft 2019 budget includes the two building maintenance positions, the two police department positions, assistant fire chief/inspector, code enforcement and administrative support although it may be moved to another area to help multiple departments. The total cost of the personnel requests included in the 2019 budget is $343,445. This is offset partially with the removal of contracted custodial staff and the elimination of the set aside line item in the Administration budget. The personnel request forms are included with this memo as Attachment C. 6 2030 Financial Plan For the past few years we have worked hard to coordinate all of the financial needs of the General Fund into one large 2030 financial plan. This plan helps show the city council, staff and residents the many needs of the community. At the same time the plan tries to both control future tax levy increases and transition to an approach from paying for large projects from primarily using debt to a combination of debt and cash to one day using almost entirely cash for projects. This transition is ambitious and will take many years to implement. Attached for your review is the summary page of the financial plan that I will review with you at the work session. It is important to note that all of the financial needs of the city are not met in this plan, all of the needs we have today outweigh our resources. The financial plan summary is included as Attachment D. Along with the summary page, the current CIP summaries for future street projects and city equipment needs are attached. These will be reviewed at the work session as well. Overall Draft Budget Summary The first overall draft of the General Fund/debt budgets totaled $17,312,973 with a proposed tax levy of$12,066,662 which represented a 14.98% increase over 2018. Significant changes have been made to the draft budget that are included with this memo. The draft that is being proposed to the city council is a General Fund/Debt budget of $16,512,267. The draft 2019 tax levy is $10,908,733 which represents a 3.95% increase over 2018. The four 2019 budget summary pages are included as Attachment E. Proposed Departmental Budget Summaries Below is my summary of the individual general fund budgets by department. A few notes of importance when reviewing the budgets: 1. There is an estimated cost of living increase on all positions that is reflected in the salary line item of each budget. 2. Increased benefit costs were factored into the budgets at an estimated maximum increase for 2019 and 2020. If we are able to adjust these numbers as we move through the budget process, we will. 3. Assumed increases of 3% were included in the cost of goods that the city purchases for items such as utilities, sand/salt, building rents, etc. 4. Funding for the first bond payment for the 2019 Westview Acres reconstruction project is included in the draft budget that is payable in 2020. 5. Use of$240,000 in fund balance dollars is assumed in the 2019 budget to reduce the levy. Revenues Revenues in the General Fund are budgeted to increase by 1.11% or $35,203 over the 2018 budget. This conservative approach has been successful over the past few years in projecting revenues and keeping the fund balance within the targeted city council goal. Of note in the revenue budget is the $27,600 reduction in anticipated building permits in 2019. This proposed reduction is based on our experience to date in this area in 2018 and the number of available lots for construction we anticipate in 2019. Legislative (1005) This budget funds the city council operations each year. The items of interest include: 8 V Mayor and city council salaries have been increased by 10% from 2018 amounts. The last increase in salaries occurred in 2009. The total dollar impact on the potential salary change for 2019 is $3,903. Administration (1010) There were no significant changes made to this budget. An intern position that had been in this budget in 2018 was transferred to the Community Development budget in 2019 and 2020. These dollars will be used to fund the intern position we have used the past two years for water patrol, engineering projects and code enforcement. At the end of the 2018 budget process there were a few questions on a potential position addition during the year. As a result of that process, $70,000 was placed in the Administration budget as a reserve. These dollars have been removed from the Administration budget in 2019 and 2020. Elections (1013) There are no elections planned in 2019 but we do keep the budgets relatively stable from year to year. This helps us avoid large increases every other year and also provides a funding source for any election equipment we may need to purchase in odd numbered years. Communications (1014) There are no significant changes to the Communications budget for 2019 or 2020. City Hall (1015) This budget includes a significant increase from 2018 to 2019 due to potential staff increases. The budget includes two full-time custodians that are being proposed to take over building cleaning responsibilities from our current contracted company. The 2018 budgets include $52,338 in four different General Fund budgets and $9,453 in four other funds. In addition, the Police Department budget includes $24,295 in part time personnel costs that are used to hire an individual to clean the police department facility. This is a total cost of$86,096 that we currently budget for facility cleaning. The quality of work that we have received from our contracted cleaning approach has been subpar for a number of years. City staff believes now is the time to transition to cleaning by city staff members for a variety of reasons. The projected cost of hiring two custodial/building maintenance staff is $115,160. The use of the dollars currently used for contracted cleaning in addition to the some of the $70,000 that was removed from the Administration budget placeholder can cover the cost of this potential increase. If the city council is in support of this change, city staff may want to discuss implementing this idea in 2018 as well. 9 Human Resources (1011) There are no significant changes to this budget for 2019. The change of note in this budget is the inclusion of the costs for our citywide training, employee assistance program, HRA fees, ICMA deferred compensation program trust fees, ACA fees and our safety program in the HR budget. These costs were previously paid for out of our employee expense fund. Finance (1021) There are no significant changes to the Finance budget for 2019 or 2020. Risk Management (1022) This is the budget that pays for the property/casualty insurance premiums each year in the General Fund. We increase this budget slightly each year to stay ahead of assumed premium increases in the next year. The increase for 2019 totals $3,330 or 2%. Police Administration (1050) This budget includes the addition of a Captain position starting in July 2019. The 2018 legislative session produced increases to the retirement contributions to the PERA Police and Fire Plan. This plan includes all of our police officers and our fire chief. The employer increases for 2019 and 2020 are 0.75% per year for the employer and 0.5% for the employee. This will impact the 2019 budget by an estimated $19,000. All three police budgets and the fire budget are impacted by the PERA change. Police Patrol (1051) This budget includes the addition of a new police officer starting in August 2019. The 2018 legislative change to PERA contributions also impacts this budget as noted above. Other items of note in the budget include: ✓ $10,000 for the Vitals app is included in this budget. This is an item the city council will need to provide direction on during budget discussions this year. Police Investigations (1052) There are no significant changes to the Police Investigations budget for 2019 or 2020. Emergency Management (1054) The main purpose of this budget over the years has been the maintenance and operation of our outdoor warning sirens. New for 2019, the budget includes $5,500 for Dakota County to assist us with our emergency response plan and our annual exercise 10 costs. This is an area where I believe we need to invest some additional time and money to prepare for the inevitable emergency that the city will face in the future. Fire (1060) The 2019 and 2020 fire department budgets have some increases of note included at this point. The items of note include: ✓ The wages for our paid on-call staff have been increased by $54,995. This line item is traditionally a year behind in the actual amount needed due to the varying amount calls and training firefighters respond to and are paid for. In 2017 we paid $210,071 in part time wages to our fire fighters. In 2018 we increased the wages for our firefighters. In addition, the maximum number of allotted fire fighters for the department is 60. In my time here we have never reached the 50 fire fighter level, but with the most recent recruitment efforts we will soon be starting 12 new firefighters which will put us at 57 members. These are all reasons the wage line item was increased significantly. ✓ With the addition of 12 new firefighters, the budget to outfit these new members needed to be increased. You will find increased funding in the uniforms and clothing line item and training and subsistence line items due to the increased number of firefighters. ✓ I would like to discuss compensation for the duty chief program that was put in place in 2017. ✓ Chief Elvestad has also required funding for an additional full-time assistant chief position. The reasoning for this request is included on the personnel request form attached with this memo. Planning (1030) This budget has two significant changes for 2019. The first is one additional position request for next year that will focus on code enforcement. The reasoning for this request is included with the personnel request form. In addition, partial funding for the Highway 3 Corridor Study is included in this budget. Potential funding for this study is included in the Planning and EDA budgets but is being based off of additional potential funding through the CDA. While we anticipate this funding coming through, we will not know for sure until the end of August 2018. At this point we thought it best to keep this funding in the budget until we know about the CDA funding. Building Inspections (1031) There are no significant changes to the Building Inspections budget for 2019 or 2020. Engineering (1070) 11 There are no significant changes to the Engineering budget for 2019 or 2020. Natural Resources (1076) There are no significant changes to the Natural Resources budget for 2019 or 2020. Streets (1072) The one item of note in this budget is the inclusion of$20,000 for sidewalk replacements. This is becoming a more prevalent issue in the city, especially in the East Farmington area. This is a line item that should probably be much higher as we look at the maintenance and replacement needs of our sidewalks and trails in the community. The 2018 budget for this work is $7,000. Snow Removal (1073) This budget pays for the overtime costs, fuel, vehicle maintenance and street materials (salt/sand) for snow removal each winter. This budget has experienced significant fluctuation over the past four years, with three of those years being under budget and one (2018) being over budget. The 2019 budget includes an almost 10% increase in overtime costs and 3% increase in street material costs. This is one of our most difficult budgets to predict due to weather and due to the plowing season being split between the first four and final two months of the year. Park Maintenance (1090) This budget has one item of note. The inclusion of the basketball court work at Westview Park is included in the 2019 budget as well as the Farmington Preserve Park in 2020. Rambling River Center (1093) The one item of note here is the inclusion of a 0.6 FTE staff person to make the current 0.4 FTE administrative support position full-time. While this is still included in the budget, city staff needs to have some additional discussion on this potential addition and the best use of these dollars. Park Administration (1094) There are no significant changes to the Park Administration budget for 2019 or 2020. Recreation (1095) 12 This budget is used to pay for our recreation programs offered in the city. The two main line items in this budget are the part-time wages used to pay our seasonal staff and the contractual services we use to pay for program providers. There are no significant changes to the Recreation budget for 2019 or 2020. The line item budgets for General Fund revenues and for each of the individual budgets are included as Attachment E. 13 Transfers The Transfers budget tracks individual projects that extend over a number of years or projects that the city is intending to save money to complete. The revenue for the projects in the Transfers budget comes from either the tax levy or Local Government Aid dollars. The proposed transfers budget for the next five years is proposed below: Tax Levy 2019 2020 2021 2022 2023 EDA Transfer $25,000 $0 $0 $0 $0 Fire Engine $72,568 $0 $0 $0 $0 Purchase Arena Capital $0 $20,000 $20,000 $20,000 $20,000 Projects Police Equipment $51,000 $51,000 $40,725 $30,725 $30,725 CIP Fire Equipment $91,545 $91,545 $91,545 $91,545 $111,545 CIP Pavement $400,000 $400,000 $600,000 $500,000 $400,000 Management Trail Maintenance $0 $0 $60,000 $0 $30,000 CIP Township Road $3,000 $3,000 $3,000 $3,000 $3,000 Maintenance Employee $13,022 $13,022 $13,022 $13,022 $13,022 Expense Fund Property/Casualty $10,000 $10,000 $20,000 $20,000 $20,000 Deductible Park $0 $15,000 $20,000 $20,000 $20,000 Improvements Total Tax Levy $666,135 $603,567 $868,292 $698,292 $648,292 LGA 2019 2020 2021 2022 2023 Fire Engine $177,432 $0 $0 $0 $0 Purchase City Vehicle CIP $90,000 $0 $0 $0 $0 Building $21,208 $86,607 $151,607 $156,607 $136,607 Maintenance EDA Transfer $25,000 $40,000 $40,000 $40,000 $40,000 Emerald Ash $0 $10,000 $10,825 $10,000 $10,000 Borer Trail Maintenance $0 $60,000 $30,000 $50,000 $60,000 Pavement $0 $117,033 $81,208 $57,053 $67,033 Management Total LGA $313,640 $313,640 $313,640 $313,640 $313,640 Total Transfers $979,775 $917,207 $1,181,932 $1,011,952 $961,932 14 A number of the items in the Transfers budget are tied to CIP's including police and fire equipment, city vehicles, trail maintenance, building maintenance and more. These CIP's are not included with this memo but can be reviewed at a later date if the city council desires. Summary All of the information included with this memo and the attachments hopefully gives you a good picture of what city staff has proposed at this point for the 2019 budget and tax levy. The ultimate direction and approval of these two items is up to the city council. To summarize the most important items in the draft budget: ✓ $240,000 in fund balance dollars are proposed to be used to help reduce the proposed tax levy. ✓ The first payment of the Westview Acres reconstruction bond is included in the draft budget. ✓ A number of new positions are included in the budget that start in the second half of the year. All of this information is meant to provide you a draft 2019 budget and tax levy and lead into city council discussion and questions on this most important project each year. 15 City of Farmington Budget and Tax Levy 2018 Budget,2019 Proposed and 2020 Proposed 2018 2019 Budget% 2020 Budget Company Budget Proposed Change Proposed Change% Non Property Tax Revenues i Licenses and Permits 410,411 396,410! (3.41)%] 396,9151 0.13% intergovernmental Revenue 886,636 891 1801 0.51%! 898,470 0.82% Charge for Service 560,000 558 8801 (0.20)%' 549,7631 (1,63)%1 Fines and Forfeitures 35,000 42,000! 20.00% 44,000; 4.76%! investment Income 31,000, 21,9001 (29.35)% 11,900; (45.66)%1 Miscellaneous 43,7751 43,7751 0.00% 44,2751 1.14%! Transfers In 1,196,376! 1,244,256; 4.00% 1,294,0261 4,00% Total Revenues 3,163,1981 3,198,401! 1.11%1 3,239,349 1.28%1 Expenditures • I Administration 825,486! 871,3221 5.55%1 994,424! 14.13% Human Resource 330,831. 336,447 1.70%1 439,589 30.66% Finance and Risk Mgmt ! 732,4951 737,996 0.75%! 770,839. 4.45%! i Police 4,451,333; 4,596,466 3.26% 4,694,501 2.13%! Fire 1,188,352 1,267,885 6.69%1 1596,290. 25.90%? Community Development 801,427 893,185 11.45%! 979,906 9.71% Engineering 705,474; 747,1701 5.91%1 781,26114.56%1 Municipal Services 1,313,175 1,373,556; 4.60%1 1,441,8121 4.97%! Parks and Recreation 1,282,6961 1,256,0051 (2.08)%1 1,301,6411 3.63% Transfers Out 999,7441 979,775; (.2.00)%1 895,999 (8.55)% Total Expenditures 12,631,013 13,059,807! 3.39%1 13,896,2621 6.40% Revenues Over(Under)Expenditures (9,467,815)1 (9,861,406) 4.16%1 (10,656,913)• 8.07% Fiscal Disparities 2,187,003; 2,165,1331 (1.00)%1 2,143,482 (1.00)%1 General Fund Levy 7,280,812! 7,696,2731 5.71%; 8,513,4311 10.62% I Debt Levy Bonds 3,058,3731 3,046,460 (0.39)% 2,593,000! (14.88)%i 2005C Loan Repay-Storm Water Tr Adv j 166,0001 166,000; 0.00% 166,000; 0.00%1 2010D Loan Repay-Storm Water Tr Adv 139,000! 240,000; 72.66%; 16,500; (93.13)%] Total Debt Levy i 3,363,373! 3,452,460 2.65%1 2,775,500! (19.61)%! Use of Fund Balance to Lower Debt Levy (150,000) (240,000) 60.00% 0,' (100.00)% Net Debt Levy ! 3,213,3731 3,212,4601 (0.03)%1 2,775,500; (13.60)% Farmington Net Tax Levy 10,494,1851 10,908,733; 3.95% 11,288,9311 3.49%' Location: Documents\FARMINGTON\Budget 2019-202011 General Fund Budget Summary Page 2018 Base 6/5/2018 1:49:18 PM General Fund Detailed Non-Property Tax Revenue Summary 2017 Budget,2018 Budget, 2019 Proposed and 2020 Proposed Object 2017 2018 2019 2020 Account Budget Budget Proposed Proposed LIQUOR LICENSES 29,6001 40,7001 42,000 42,000 BEER&WINE LICENSES 2,2001 1,7501 1,750 1,7501 CLUB LICENSES 500; 5001 5001 __ -_ _5001 ARCADE LICENSE 540 01 01 1 MASSAGE LICENSE 100 _--50'• 15011 1_.__..._...__GAMBLING LICENSE/PERMIT 200; 2001 250.___..__.._......2501 OTHER LICENSE&PERMIT 1,200'__ 1,500' 1,7001 _ 1,700 ANIMAL LICENSES 4,0001 4,0001 4,0001 4,000 Licenses 38,340148,7001 50,3501 50,3501 - BUILDING PERMITS 301,0751300 0001 272,4001 272,4001 REINSPECTION FEES 6001 8001 1,000] 1,0001 CODE ENFORCEMENT FEES I1 I 1,00011,0001 PLUMBING&HEATING PERMITS 30,0001 30 ,000; 35,0001__ 35,0001 SEWER PERMITS 5,0001 5,0001 5,00011 ELECTRIC PERMITS 12,0001 14,0001 m000l 18,0001 ISTS PERMITS 3501 2501 2501 2501 EXCAVATING PERMITS IIL_._...__.._.._._ _I COUNTY SEPTIC FEE I UTILITY PERMITS 5,500' 6,130; 6,1301 6,4201 SIGN PERMITS 500; 570! 570T 620; BURNING PERMITS 1,0001 1,710] 1,7101 1,8751 OTHER PERMITS 3,2501 3,250; 5,0001 5,0001 Permits 359,2751 361,7111 346,0601 346,5651 •Licenses and Permits ..397,615' '4'(0 411 396;410:'::,:;:,i`396,915; FEDERAL GRANT 01.. OI 01 0 LOCAL GOVERNMENT AID 287 4321 313,6401 313,640 I 313,6401 1 MSA MAINTENANCE 220,0001 215,000 215,0001 215,0001 POLICE AID180 0001 190,4001 196,0001 198,5001 POST TRAINING 17,00011 15,3711 15,1601 15,3701 FIRE AID 127,0001134,4611 137,9101 142,4901 STATE GRANT 01 0r 01 OI MARKET VALUE CREDIT 0' D1 STATE AID MISCELLANEOUS II I ] COUNTY MISCELLANEOUS 16,000; 17,764] 13,4701 13,470 Intergovernmental 847,432` '886,636 691,1,80 ` ••898,4701 1 -CUSTOMER SERVICES NONTAXABLE 01 3501 2501 3601 BONING&SUBDIVISION FEES OI 1,250; 2,0001 2,750; ADMINISTRATION FEES-PROJECTS 0 I 450i 4,0001 4,0001 FIRE CHARGES 212,000! 228,0001 - 225,7801 232,5531 POLICE SERVICE CHARGES !75,000; 75,000: 77,000; 1 78,0001 ENGINEERING FEES-PROJECTS 1 01 0' EROSION&SEDIMENT CONTROL 12,000: 12,0001 9,9001 12,1501 G.IS.FEES 01 0i-._._ - 0 - _O{ PUBLIC WORKS MISC CHARGES D; a 01 01 • RECREATION FEES-GENERAL 93 000193,000. 90,0001I 90,000 1. POOL ADMISSIONS 37,000; 0; 0' 0 '- SWIM LESSON FEES 11,0001 0; 01 01 CONCESSIONS 11,000; 01 01 01 RECREATION FEES SENIOR CTR --r.19,000; 18,0001 18,0001 1 19,0001 MEMBERSHIP FEES-SENIOR CTR 9,000' 9,0001 9,0001 8,000 ADVERTISING 7501 7501 7501 7501 ADVERTISING2,2001 2,2001 2,200; 2,2001 FRANCHISE FEE 120,0001 120,0001 120,0001 100,000] Location: Documents\FARMINGTON\Budget 2019-2020\1.1 Genii Fund Revenue Summary 2018 Base Page 1 of 2 General Fund Detailed Non-Property Tax Revenue Summary 2017 Budget,2018 Budget, 2019 Proposed and 2020 Proposed Object 2017 2018 2019 2020 Account Budget Budget Proposed Proposed Charges For Services _.....: ` 601 950 560 000 ': 558,880 549 763 COURT FINES 40,0001 35,0001 42,0001 44,0001 Fines&Forfeitures 40,000 35,000 42,000 44,000:. INTEREST ON INVESTMENTS 23,005; 31,0001 21,9001 11,900; GAIN/LOSS INVEST MKT VALUE 0 ...__... 01 Investment Income 23005 ;;31,000. 21;900 11;900; MISCELLANEOUS REVENUE 5,0001 5,0001 5,0001 5,000] . CASH OVER&SHORT 1 � 0 0 RENTAL INCOME-RRC 21,000 j 22,000 j 22,000! 22, 000 RENTAL INCOME-POOL 2,2001 O......... 01 0 i RENTAL INCOME19,185 16,775, 16,7751 17,275 i DONATIONS Cu01 0 0' i . USE OF FUND BALANCE TO LOWER DEBT LEVY 01 150,0001 240,000 0 Misc Revenue 47;385. 193 775 .:: 283,775 .44,27$ OPERATING TRANSFERS 1,150,3501 1,196 376; 1,244,2561 1,294,0261 Transfers In 1,150,350 1'196376 1,244,256 1,294,026; Total Revenues $3,107,737:; $3,313,198 ;$3,438,401 $3,239,349: Location: Documents\FARMINGTON\Budget 2019-2020\1.1 Genii Fund Revenue Summary 20'18 Base Page 2 of 2 General Fund Expenditure Detail Summary 2017 Budget,2018 Budget 2019 Proposed and 2020 Proposed Company 2017 2018 2019 2020 Budget Budget Proposed Proposed Expenditures 11 1 Administration I Legislative(1005) 90,1211 89,3791 96,4471 99,3051 I .. Historical Preservation(1006) , 0 01 0' 01 Administration(1010) i 295,408 366,5501 295 2141 304 9681 Elections(1013) 1 34,3701 35,8211 35,8671 36,8681 Communications(1014) 1 109 0721 109,3411 99,6501 102,431i City Hall(1015) 1.,_12E1,1___22'_ ,3951 344,1441 450,852; Administration 726,999'. 825,486 871,322 994,4241 Human Resources 1 294,1761 330,8311 336,4471 439,5891 Human Resource(1011) 1 294,1761 330,8311 336,447, 439,5891 Human Resources 294,176 330,831 336,447 439,589 Finance and Risk Management 1 1 1 j Finance(1021) 563,802 566,0151 568 1861 598,8391 Risk Management(1022) 1 176,3001 166,4801 169,8101 172,0001 Finance and Risk Management 740,102? 732,495 8737,996, 770,839 Police 1 1 1 Police Administration(1050) 1 823,9921 850,566 951 4101 1,085,418 Patrol Services(1051) 1 2,680,4191 2,750,258 2,776,8621 2,718,666 Investigations(1052) 1 820 9231 843,859i 856 5441 878,767, Emergency Management(1054) 1 4,9003 6,6501 11,6501 11,6501 Police 4,330,234 4,451,333 4,596,466, 4,694,501; Fire : Fire(1060) 1 1,145,4041 1,188,3521 1,267 8851 1,596,2901 Rescue(1061) 01 0 1 1 Fire 1,145,404 1,188,352 1;267 885: 1,596,290. Community Development 725,0211 801,4271 893,1851 979,906. Planning(1030) 1 420 9141 433,5751 505 3571 577,6701 Building Inspection(1031) 304,1071 367,8521 387,8281 402,2361 Community Development 725,021 801,427 893,185.' 979,906 Engineering 1 1 Engineering(1070) 1 543,7571 568,5731 624,5871 653,2011 Natural Resources(1076) 1 142,151 1 136,901 1 122,5831 128,0601 Engineering 685,908 705,474 747,170 781.,261. Municipal Services 1 Streets(1072) 1,047,993 1,085,7981 1,146 4921 1,202,1961 Snow Removal(1073) 230,539 227,3771 227,0641 239,6161 Municipal Services 1,278,532 1,313,175 1,373,556:. 1,441,812 Parks and Recreation 1 Park Maintenance(1090) 631,2131 653,873 671,3571 702,4601 Rambling River Center(1093) 171 3581 177,225' 206,6991 210,1321 Park&Rec Admin(1094) 271,040 264,0041 271,1451 278,923; Recreation Programs(1095) 113,822 112,8611 106 8041 110,126i Swimming Pool(1097) 137,3391 74,733; 1 Parks and.Recreation 1,324,772:: 1,282,696 1,256,005 1,301,641 1 Transfers Out : 952,342.00. 1 .-__. . . . _ ...9.. 999,744.00 j 979,775.001 j 895,99.00 Transfers:Out 952,342.00 999,744.00 :;979,775.00 .895,999.00: Total Expenditures 12,203,490 12,631.i013 .13,059,807. 13,896,2621 6/5/2018 1:51:47 PM Page 1 of 1 L a - co 0 0 0 o 0 < N N N N N C ■ ■ ■ ■ ) 1 4i c _ W O O V i Cf) Ow o CO m t LL M Lii' vi oo rri VT 1. ri V? V? 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V} V} iZ iR -LA ti (C) CITY OF FARMINGTON BUILDING PERMIT REVENUE BY MONTH 2012 2013 2014 2015 2016 2017 2018 JAN $6,455.20 $26,968.73 $47,156.87 $23,481.76 $14,309.40 $11,208.39 $62,210.49 FEB $33,238.78 $32,791.05 $11,096.16 $14,895.15 $14,393.31 $27,883.31 $10,293.43 MAR $25,998.09 $26,969.00 $50,430.27 $28,363.41 $38,146.07 $61,784.88 $20,712.89 APR $38,169.37 $53,014.26 $39,509.71 $37,111.03 $58,164.05 $24,139.28 $39,619.88 MAY $37,529.96 $63,468.00 $46,113.48 $30,203.96 $46,447.20 $70,564.75 $25,440.16 JUNE $33,696.70 $109,291.00 $70,303.82 $51,046.58 $114,692.73 $36,185.48 $5,912.12 JULY $45,510.58 $80,118.47 $47,447.08 $49,938.66 $56,598.81 $41,550.26 AUG $40,626.95 $61,828.10 $60,481.85 $18,888.13 $110,064.23 $34,305.67 SEPT $29,050.67 $67,968.64 $33,177.18 $26,500.80 $45,378.63 $13,219.87 OCT $34,639.44 $46,690.03 $35,712.39 $13,494.12 $44,511.58 $14,080.23 NOV $29,221.88 $33,726.62 $19,439.34 $11,505.27 $25,316.31 $15,259.90 DEC $26,356.00 $22,568.00 $5,834.85 $25,074.00 $38,390.00 $13,312.40 ACTUAL $380,493.62 $625,401.90 $466,703.00 $330,502.87 $606,412.32 $363,494.42 $164,188.97 BUDGET $447,550.00 $326,348.00 $359,275.00 $361,710.00 73.85% 185.82% 101.17% 45.39% 6/5/2018 Construction Permits 01 0 o 4/1. 0 vii 1I N N 111111110 M M enM 0111111 11111111 rn CA VOl O K1 M N a 41 4" OOIII VY 111111 I1H1III ! 111111 CD 0 O O O61 11111 e O 10f1 V! 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M V1 at t0 01 O ei .--t 00 .-a N wF .-+ ..a .--I rn r� tio+ o� BUDGET REQUEST FOR PERSONNEL 2019 AND 2020 BUDGETS POSITION REQUESTED Captain REQUESTED BY Police Chief Lindquist DEPARTMENT/BUSINESS UNIT Police 1050 REPORTS TO Police Chief REQUESTED START DATE ASAP FULL TIME OR PART TIME Full Time YEARS OF EXPERIENCE DESIRED Internal posting, must hold rank as sgt IF THERE ISA GRANT FOR THE POSITION,WHAT No IS THE TERM OF THE GRANT ANALYSIS Provide a brief overview of the responsibilities of the position requested: 1. Investigate complaints and recommend action. 2. Leadership level between sergeants and chief. (Direct report) 3. Maintain all training records 4. Budget responsibility 5. Depart liaison to several multi-agency meetings, i.e. MAAG, Drug Task Force, Electronics Crime Unit, Civil Disturbance Group,Safe and Sober,and more... 6. Help coordinate social media releases and events 7.Coordinate agency promotions 8.Second in charge during my absences Discuss any services the department or division is currently unable to provide without the requested position: See attachment 1 Discuss any alternative solutions you have researched to meet current service shortfalls. (This could include schedule adjustments,eliminating the service,overtime,consultants,contracted work,seasonal or temporary employees,etc.) No alternative exists for this position Estimated Budget Impact Wages and Benefits(Contact City Administrator $Position difference in pay for this amount) l'154—)1 351 Technology(Computer,Telephones,Software, $N/A Etc.) Other $N/A TOTAL $ 1 11 3 J ci Equipment/Furniture Vehicle $ Desk $ Chair $ Other $ TOTAL $ No current equipment needs Other Costs Annual Training $2500.00 Memberships $500.00 Overtime $0 Other $0 3, O d d TOTAL COST TO ADD TO THE BUDGET $3000.00 157, 351 Revenue/Funding Sources-Identify the specific funding sources needed for this position request. Budget increase for pay increase Summarize the pros by bullet points for adding the requested position: • . Coordinate, expand, and control the department community policing efforts. • . Internal affairs investigations. • .Assuming command of the department in the absence of the Chief of Police. • . Conducting performance evaluations for assigned personnel. • . Participating in preparing the department's annual budget. Summarize the cons by bullet points for not adding the requested position: • .The Chief does not have a second in command to assist with labor and management issues. • .Continued difficulty providing direct input to patrol operations.Chief is spread too thin BUDGET REQUEST FOR PERSONNEL 2019 AND 2020 BUDGETS POSITION REQUESTED Police Officer REQUESTED BY Police Chief Lindquist DEPARTMENT/BUSINESS UNIT Police 1051 patrol REPORTS TO Directly,patrol Sgt. REQUESTED START DATE 2019 FULL TIME OR PART TIME FT YEARS OF EXPERIENCE DESIRED Preferred minimum,3 IF THERE IS A GRANT FOR THE POSITION,WHAT N/A IS THE TERM OF THE GRANT ANALYSIS Provide a brief overview of the responsibilities of the position requested: Responsible for law enforcement and all related duties. Enforce the laws and ordinances of the state and city. Provide emergency assistance to those in need. Participate in matters involving the department and the community. Meet annual training standards.Adhere to all city and department policies and directives. Discuss any services the department or division is currently unable to provide without the requested position: This position would supplement or backfill the promotion of a sergeant to captain, an officer to sergeant, leaving an opening in patrol. Discuss any alternative solutions you have researched to meet current service shortfalls. (This could include schedule adjustments,eliminating the service,overtime,consultants,contracted work,seasonal or temporary employees,etc.) This additional officer would keep the department at current patrol staffing numbers.Other options, part-time officers for example,tend to costs as much due to continued training costs and schedule availability. Estimated Budget Impact Wages and Benefits(Contact City Administrator $AS of 1-1-18 current starting salary °9' for this amount) Does not include benefits fol 1 ba Technology(Computer,Telephones,Software, $Currently in place Etc.) Other $0 TOTAL $ Equipment/Furniture Vehicle $ No additional needed Desk $ No add.needed Chair $ No add.needed Other $ Uniforms and duty equip. 6-8,000 TOTAL $3F8000 Other Costs Annual Training $2,000 Memberships $0 Overtime $ Unk Other $ 91666 TOTAL COST TO ADD TO THE BUDGET $ 1091 d a� Revenue/Funding Sources-Identify the specific funding sources needed for this position request. This would be a budget increase Summarize the pros by bullet points for adding the requested position: • .Keep patrol at current staffing levels • Continue to operate at the highest possible efficiency rate with staffing numbers • .Allows the department to continue involvement in Drug Task Force • .Continued availability to provide an SRO to the schools without additional strain to the dept. • • Summarize the cons by bullet points for not adding the requested position: • .Patrol would be minus one body, causing a need for increased OT to cover short periods. • .Potential for a higher burnout rate amongst patrol officers asked to work extended hours • .Will be increasingly more difficult to cover vacations,sick time,training and court visits. • What we should be doing but aren't: • Coordinated daily roll call briefing o Uniform patrol briefing across all shifts o Investigative updates and assistance requests o Daily roll call training subject • Assist with developing and instituting a 3-5 year strategic plan o Important to maintain consistent message about what we're doing o Also important to identify emerging concerns or issues and get out ahead of any potential problems • Top to bottom training program review o It is difficult to keep up with, let alone review and improve the program, while maintaining all the other duties of a patrol sergeant o Improve lesson plan development, training record documentation,etc. o Review and evaluate performance of all instructors and FTOs ■ Anyone in the department that is assigned to a supplemental specialty assignment(instructors,FTOs, MAAG, SOT, CNT, etc) should be required to maintain an overall rating of`Exceeds Expectations' on their annual performance review. ■ `Exceeds Expectations' should also be required for initial appointment to such positions • There should be one person to contact during a critical incident. As it stands now, if no sergeant is working,patrol officers have to decide for themselves if waking someone up is warranted. Then they have to pick and choose who to call or make multiple calls. • Investigating complaints or misconduct reports against sergeants should NOT be the chief's responsibility. The chief should be acting on someone else's investigative results. • We should have someone ensuring that everyone, including the sergeants, are all on the same page,accomplishing department goals, and generally pulling in the same direction. What could we be doing but aren't: • We could be taking better advantage of and even improving upon our social media footprint. As it stands now, it is under-utilized. • We could be soliciting input from department personnel regarding community outreach projects they think will work. We have some very talented people. We should listen to them and they shouldn't have to go to the chief with ideas and sergeants don't have the juice to simply approve a good idea. • We could be maximizing our National Night Out efforts to better effect. We could utilize it to coordinate food drives, school supply drives,etc,for better PR effect. What areas are over looked: • The most significant area currently being over looked is awards, recognition, and commendations. We don't have any type of formal,written, employee recognition policy or protocol. We do an OK job of recognizing exemplary performance,but not nearly good enough. o It is absolutely critical that we focus on catching people at their best. Holding employees accountable for poor performance is important,but recognizing the high performers is essential as well. o I view this as our most significant issue in need of immediate attention. • Another area that is being over looked or at least under emphasized is the importance of quality performance evaluations. While it's certainly true that is has no real bearing on compensation,performance evaluations can valuable in any number of other ways. o Being appointed to or maintaining an auxiliary assignment o Promotional considerations • Exploration of potential grants What efficiencies would the department experience: • See grant funding above • Increased inter-departmental communication as identified in the McGrath report. This was identified as a problem by a significant number of our personnel and needs to be addressed. I say that as a night shift supervisor with what I'd like to think is pretty good access to the chief. I generally have no idea of the Mon-Fri goings on in the department that typically take place during the day. While the day shift supervisor certainly gives me an update in passing at shift change,its only patrol information. I don't find out what's going on internally unless I make the effort to stop in during the day and speak with the Chief,the Admin Sergeant, or the Investigations Sergeant. That effort only seems to go one direction. Increased levels and quality of information sharing and communication will certainly result in better delivery of services. • While I have faith in and trust all of our Sergeants, everyone is doing their own thing. Someone needs to provide some direction and get everybody working towards the same goals. As it is now, we all simply do what we think is best to get through our shift. And don't get me wrong, I get it. You're busy with Chief stuff But that doesn't negate the need for us to have some direction. That's why you need a second in command. Countywide Staffing to Population City Population Sworn Non-Sworn Investigators Apple Valley 52-53000 53 14 8(includes DTF, ECU) Burnsville 62,000 75 18 13 (Includes ECU) DCSO 23000 80 102(includes jail) 15 (Includes 2 non-sworn ECU) Eagan 66428 75 16 14(includes DTF,SRO) Farmington 23000 24 3 3 Hastings 23000 28 7 (includes 3 PT) 4(Includes DTF and SRO) Inver Grove Hts 35077 40 6 5(includes DTF) Lakeville 60000 59 15 8(includes DTF) Mendota Hts. 12,000 20 4 1 Northfield 20300 22 5 3 (includes DTF) Rosemount 24295 25 5 4(includes DTF) S.St. Paul 20,300 30 8(includes 4 PT) 4(includes DTF) W.St. Paul 20061 32 7 5(includes DTF) Apple Valley 1.Total Sworn 53 2.Total Non-sworn 14,8 Records,4 CSOs, 1 Property Room, 1 Crime Prevention 3.Total Investigators 8,6 detectives, 1 DTF, 1 Electronic Crimes Unit 4. Population 52,000-53,000 Burnsville 1. Total Sworn 75 2. Total Non-sworn 18(includes 5 csos) 3. Total Investigators 13 (includes ECU) 4. Population 62,000 DCSO 1. Total Sworn:80 2. Total Nonsworn: 102.5 FTE(of which 76 are correctional deputies. 12-15 part time park rangers make up 7.5 FTE of nonsworn. Remainder are support/records staff) 3. Total Investigators: 15 (includes 2 nonsworn in ECU) 4. Population: Roughly 23,000 in patrol area Eagan 1. Total Sworn 2018: 73 2019: 75 2. Total Non-sworn 16 Includes 2 part-time clerical 3. Total Investigators 12(this includes drug task force and SRO's(1.5) 2 Detective sergeants Total: 14 Assigned to Investigations 4. Population As of 2016:66,428 Farmington 1. 24 2. 3 3. 3 4. 23,000 Hastings 1. Sworn:28 2. Non-Sworn: 7(Include 2 PT receptionists, 1 PT Property Room Tech,.and 4 FT Records Staff) 3. Investigators:4(Includes DTF and SRO) 4. Population: 23,000 IGH 1. Total Sworn:40 2. Total Nonsworn:6 FTE 3. Total Investigators:5(Includes DTF officer) 4. Population:35,077 Lakeville 1. 59 sworn 2. 15 non-sworn ( Records Manager,four Clerks in our Records Dept, 1 Chiefs Admin Ass't, 1 Crime Analyst, 1 Property Room Clerk,7 CSO's) 3. In the spring, summer&fall we add 5 seasonal CSO's for a total of 20 non-sworn. 4. Eight Total Investigators(Six Detectives based here, 1 Lt. oversees division, and 1 at the Drug Task Force) 5. Population 60,000 Northfield 1. Total Sworn 22 2. Total Non-sworn 5 (One CSO, One Evidence Tech,Three Secretarial/Records) 3. Total Investigators 3 (One Sgt,One Inv, One DTF Inv) 4. Population 20,300(Includes approximately 4500 students at the 2 colleges) Rosemount 1. Total Sworn 25 Chief, 6 Sgts and 18 Officers 2. Total Non-sworn 5 Records Supervisor, 2 Records Clerks and 2 CSOs 3. Total Investigators 41 Core Detective, 2 Rotational Detectives and 1 Rotational DTF Detective 4. Population 24295 2018 this is not counting Dakota County Technical College. South St. Paul 1. 30 2. 8(4-Part Time CSOs,4 full time clerical(effective 9/2018, 3.5 current) 3. 4(One assigned to DTF) -plus 2 SROs 4. 20,300 West St. Paul 1.Total Sworn—32 FTEs(Authorized) 2.Total Non-sworn—6.9 FTEs 3.Total Investigators—5 FTEs(includes drug task force) 4. Population—West St. Paul, 19,540+Sunfish Lake,521=20,061 !o BUDGET REQUEST FOR PERSONNEL 2019 AND 2020 BUDGETS POSITION REQUESTED Community Development Specialist/Code Enforcement REQUESTED BY Adam Kienberger DEPARTMENT/BUSINESS UNIT Community Development REPORTS TO Adam Kienberger REQUESTED START DATE As soon as approved FULL TIME OR PART TIME Full Time YEARS OF EXPERIENCE DESIRED 2-5 IF THERE IS A GRANT FOR THE POSITION,WHAT NA IS THE TERM OF THE GRANT ANALYSIS Provide a brief overview of the responsibilities of the position requested: This position would be responsible for day-to-day planning tasks along with being the primary code enforcement staff. Duties include code enforcement(complaint through resolution authority), conditional use permit applications,variance requests,zoning questions,general planning assistance(fences,lot coverage etc.),and community development related special projects(RFPs, contract management,zoning ordinance revisions etc.). Discuss any services the department or division is currently unable to provide without the requested position: Having only a single planner on staff forces the department to function in a reactionary manner to daily planning and zoning inquiries,code complaints,and general walk-in traffic.As development continues to increase,the planning manager's time will continue to be stretched and critical review details potentially missed which can cause long-term development impacts or inconsistencies. Time is limited to fully explore and provide guidance to the planning commission and city council on trending industry topics(breweries,food trucks,tiny homes,affordable housing, regulatory changes etc.). With only a single planner on staff, response time to planning inquiries is sometimes longer than expected.This also limits valuable training opportunities due to a desire to complete tasks and responds to inquiries in a timely manner. Discuss any alternative solutions you have researched to meet current service shortfalls. (This could include schedule adjustments,eliminating the service,overtime,consultants,contracted work,seasonal or temporary employees,etc.) With the recent prioritization of code enforcement,we have implemented the temporary solution of utilizing an engineering technician to follow up on the increasing level of code enforcement complaints.A seasonal intern has been hired to relieve a portion of this burden, but by definition this is another temporary solution to a year-round service need.Even with these temporary solutions in place,the planning manager is still responsible for reviewing and finalizing all code enforcement notices and follow up complaints from the recipients.A dedicated staff person with a planning background will be used to handle this workload along with providing a critical redundant skillset,succession planning,and cross-training opportunities. Estimated Budget Impact Wages and Benefits(Contact City Administrator $TBD Per HR/Administration 1 ,127 for this amount) Estimated approx.$80,000 w/benefits Technology(Computer,Telephones,Software, $Standard PC/phone/MS Office/GIS license Etc.) Other $Supplies(vest,fuel,cards etc.) TOTAL $ 3, b d d Equipment/Furniture Vehicle $ Dedicated code enforcement vehicle(anything but the maroon squad). Desk $ Existing work space Chair $ Existing if available Other $ TOTAL $ Other Costs Annual Training $500 Memberships $350 American Planning Association MN Overtime $ NA Other $ 15d TOTAL COST TO ADD TO THE BUDGET $TBD based on position description 'a Pi 515 Revenue/Funding Sources-Identify the specific funding sources needed for this position request. General Fund Summarize the pros by bullet points for adding the requested position: • Dedicated code enforcement staff to provide consistent enforcement and communication • Dedicated time to dealing with planning inquiries and applications • Cross-training opportunities to provide continuous planning service and responses • Succession planning and coverage during both planned or unplanned absences • Experience-based collaboration on planning practices and processes Summarize the cons by bullet points for not adding the requested position: • Inconsistent code enforcement due to daily priorities • Lack of new ideas and expertise gained through additional training • Lack of redundant skillsets for unplanned absences or job transitions • Limited long-term strategies due to reacting to daily crises 9 BUDGET REQUEST FOR PERSONNEL 2019 AND 2020 BUDGETS POSITION REQUESTED Facility Supervisor REQUESTED BY Randy Distad DEPARTMENT/BUSINESS UNIT Park and Rec/City Hall/Arena REPORTS TO Randy Distad REQUESTED START DATE March 2019 FULL TIME OR PART TIME Full Time YEARS OF EXPERIENCE DESIRED 5+years IF THERE IS A GRANT FOR THE POSITION,WHAT No grant IS THE TERM OF THE GRANT ANALYSIS Provide a brief overview of the responsibilities of the position requested: Manage cleaning, operation and maintenance of all city facilities. Supervisor custodial and building maintenance staff. Prepare and monitor City Hall and Arena annual expense and revenue budgets. Prepare capital budget requests. Manage building improvement projects. Prepare plans and specifications for projects and solicit quotes and/or bids from vendors for the projects. Discuss any services the department or division is currently unable to provide without the requested position: The city used to have a separate facility maintenance supervisor and park maintenance supervisor. Currently there is one person supervising park maintenance and facility maintenance. Because the city has aging facilities and because the park and trail system has seen growth and will be experiencing growth in the next few years splitting the current parks and facility maintenance supervisory positions is necessary. This is so the proper time can be devoted to both of these vital functions of the city,so maintenance of both parks and facilities can be done on a timely and proactive basis and not on a reactive basis. Proper oversight cannot be given the way the current structure is set up. This position will especially be needed to oversee the cleaning of city buildings if the city moves in the direction of hiring its own custodial/cleaning staff. Discuss any alternative solutions you have researched to meet current service shortfalls. (This could include schedule adjustments,eliminating the service,overtime,consultants,contracted work,seasonal or temporary employees,etc.) There are no alternative solutions. It is a fact that we continue to grow as a city and as a result,the park and facility maintenance supervisor position is being pulled in many directions rather than being able to focus the time and attention to either parks or facilities. The city can continue to contract for cleaning services,but the results have been less than desired. Estimated Budget Impact Wages and Benefits(Contact City Administrator $ ��� $?O for this amount) Technology(Computer,Telephones,Software, $1000 Etc.) Other $ TOTAL $ i 10 0 d Equipment/Furniture Vehicle Use existing to start and then add one vehicle at $25,000 Desk $0 it already exists at either city hall,arena or maintenance facility Chair $0 it already exists at either city hall,arena or maintenance facility Other $0 TOTAL $0 2.5, and Other Costs Annual Training $500 Memberships $300 Overtime $0 proposed exempt position Other $0 jr o 1 TOTAL COST TO ADD TO THE BUDGET $ 1I ) i b p-c) Revenue/Funding Sources-Identify the specific funding sources needed for this position request. 50%from the General Fund funding through the city hall annual operations budget or create a new building facility maintenance budget Arena budget could support 50%of the cost Current park and facility supervisor position has 50%of his salary covered in the arena budget,so this amount would have to be switched and covered entirely by the park maintenance budget. Summarize the pros by bullet points for adding the requested position: • more oversight and supervision of building maintenance and cleaning because the position will be dedicated to facilities • . more attention to facility cleaning details • .more attention to the grounds and landscaping around city buildings • .opportunity to have some repairs and maintenance of city mechanical systems and the building shells done in-house to potentially save some cost on hiring a service company to perform repairs and maintenance of the mechanical systems and/or the building shells Summarize the cons by bullet points for not adding the requested position: • .city facilities will continue to not be given the time and attention needed because current staff are spread in many different directions • . may miss opportunities for equipment maintenance and repairs to be completed in house • . landscaping around city buildings will continue to be given attention on an as-needed basis rather than a proactive basis BUDGET REQUEST FOR PERSONNEL 2019 AND 2020 BUDGETS POSITION REQUESTED Building Service Worker(2 positions) REQUESTED BY _ Randy Distad DEPARTMENT/BUSINESS UNIT Park and Rec/City Hall/other department budgets having a facility REPORTS TO Randy Distad or Facility Supervisor position if it is reinstated and funded REQUESTED START DATE March 2019 FULL TIME OR PART TIME Full Time YEARS OF EXPERIENCE DESIRED 2+years IF THERE IS A GRANT FOR THE POSITION,WHAT No grant IS THE TERM OF THE GRANT ANALYSIS Provide a brief overview of the responsibilities of the position requested: Clean and sanitize City Hall,Rambling River Center,Fire Station#1 and#2, Maintenance Facility and Police Department buildings. Ensure spaces are prepared for the next day by emptying trash and recycling, tidying furniture, and dusting/wiping up surfaces. Sweep and mop floors and vacuum carpets. Clean, sanitize and stock bathrooms.Notifies supervisor or department director of repairs and assists building maintenance personnel with minor repairs including painting, replacing broken switches, fixing door handles, etc. Discuss any services the department or division is currently unable to provide without the requested position: Utilize contracted cleaning staff currently. Cleaning is inconsistent. Hiring city custodial staff provides an opportunity to take immediate corrective action if there are cleaning issues. Taking corrective action with contracted cleaning staff takes time,is cumbersome with the number of communication steps that have to be taken,is out of the direct control of city staff and cannot be accomplished immediately. The contracted cleaning staff do not clean snow from entrances,sweep entrance areas of leaves and debris,and clean up landscaped areas around the buildings. If the city hires custodial staff these types of work items could be completed by city custodial staff as part of their duties. Discuss any alternative solutions you have researched to meet current service shortfalls. (This could include schedule adjustments,eliminating the service,overtime,consultants,contracted work,seasonal or temporary employees,etc.) The alternative solutions is to continue to contract the cleaning services,but the city has learned over the years that it is receiving less than the desired results. The city buildings currently experiencing contracted cleaning directly reflects the poor workmanship provided by the contracted cleaning staff. Estimated Budget Impact Wages and Benefits(Contact City Administrator $ ba, 7 341 ,per po5,"A'at..‘ for this amount) Technology(Computer,Telephones,Software, $0 Etc.) Other $ TOTAL $ l5, '- , Equipment/Furniture Vehicle $0 can use existing park and rec vehicles or old squad cars if needed Desk $0 there is a desk available in city hall back by the loading dock area Chair $0 there is a chair available in city hall back by the loading dock area Other $0 TOTAL $0 Other Costs Annual Training $200 Memberships $100 Overtime $0 unless emergency requires it Other $0 3pc) TOTAL COST TO ADD TO THE BUDGET $ 125, 7(,Y Revenue/Funding Sources-identify the specific funding sources needed for this position request. 50%from the General Fund funding through the city hall annual operations budget or create a new building facility maintenance budget Remaining 50%equally funded through the various city department budgets that would utilize the custodial staff to clean the RRC, Fire Station#1 and#2, Maintenance Facility,and Police Department buildings Current park and facility supervisor position has 50%of his salary covered in the arena budget,so this amount would have to be switched and covered entirely by the park maintenance budget. Summarize the pros by bullet points for adding the requested position: • more oversight and supervision of building maintenance and cleaning because the position will be dedicated to facilities • . more attention to facility cleaning details • . more attention to the grounds and landscaping around city buildings • .opportunity to have some repairs and maintenance of city mechanical systems and the building shells done in-house to potentially save some cost on hiring a service company to perform repairs and maintenance of the mechanical systems and/or the building shells • Summarize the cons by bullet points for not adding the requested position: • .city facilities will continue to not be given the time and attention needed because current staff are spread in many different directions • . may miss opportunities for equipment maintenance and repairs to be completed in house • . landscaping around city buildings will continue to be given attention on an as-needed basis rather than a proactive basis • , • oEEARf// BUDGET REQUEST FOR PERSONNEL 2019 AND 2020 BUDGETS POSITION REQUESTED Rambling River Center Program Assistant REQUESTED BY Randy Distad DEPARTMENT/BUSINESS UNIT Park and Rec/Rambling River Center REPORTS TO Randy Distad REQUESTED START DATE February 2019 FULL TIME OR PART TIME Part time 20 hours a week YEARS OF EXPERIENCE DESIRED 1+ IF THERE ISA GRANT FOR THE POSITION,WHAT No grant IS THE TERM OF THE GRANT ANALYSIS Provide a brief overview of the responsibilities of the position requested: Perform general duties such as ordering supplies, set-up facilities for various programs and events, and assist patrons as needed.Assist with the day to day operations of the senior center to include sell and track general and fitness center memberships, inspect and troubleshoot fitness and safety equipment, sell newsletter ads, sales transactions, balance cash register and prepare daily deposits. In consultation with the Recreation Supervisor plan, facilitate and evaluate programs, events, and services including driving the senior center bus for programs that occur away from the senior center. Discuss any services the department or division is currently unable to provide without the requested position: This position was eliminated a couple of years ago and the duties were combined as a 16 hour a week position in the Administrative Support Technician position. Because the current position is split between Building Inspections and the Rambling River Center it is difficult when people are on vacation,at training,or at meetings to find city staff coverage of the building. We are relying a lot on volunteers to backfill the coverage/supervision of the building when staff are pulled out of the building for other things. We have been finding because we are relying on volunteers more to help cover the building,we are seeing a shortage in the number of people willing to volunteer to provide the needed coverage in the building. Would like to reinstate and fill with a person dedicated just to the Rambling River Center. In addition to having this person help cover the day to day operations of the building,it is equally as important to reinstate this position to help with fundraising events and activities that occur on weekends. Discuss any alternative solutions you have researched to meet current service shortfalls. (This could include schedule adjustments,eliminating the service,overtime,consultants,contracted work,seasonal or temporary employees,etc.) Currently utilize staff from Building Inspections to provide 16 hours of coverage. Because development is starting to pick up,there will become more pressure to spend more time at City Hall to accommodate the building inspections part of the position. Estimated Budget Impact Wages and Benefits(Contact City Administrator $ ?9' a.' for this amount) Technology(Computer,Telephones,Software, $ Etc.) Other $ TOTAL $ 911 Equipment/Furniture Vehicle $0 it already exists Desk $0 it already exists Chair $0 it already exists Other $0 TOTAL $0 Other Costs Annual Training $200 Memberships $100 Overtime $0 Other $0 Sud TOTAL COST TO ADD TO THE BUDGET $ all 515 Revenue/Funding Sources-Identify the specific funding sources needed for this position request. General Fund funding through the RRC annual operations budget Summarize the pros by bullet points for adding the requested position: • . reduce stress and need to rely on aging and dwindling number of volunteers to cover the RRC • .spreads out the workload for fundraisers and events • .dedicated position that is permanently at the RRC • . 16 hour position is already in place at the RRC for the admin support tech position • Summarize the cons by bullet points for not adding the requested position: • .continues the stress and reliance on aging and dwindling number of volunteers to cover the RRC • . 16 hours would have to be added back into the Community Development Dept. budget BUDGET REQUEST FOR PERSONNEL 2019 AND 2020 BUDGETS POSITION REQUESTED Assistant Fire Chief REQUESTED BY Justin Elvestad DEPARTMENT/BUSINESS UNIT Fire Department/1060 REPORTS TO Fire Chief REQUESTED START DATE February 2019 FULL TIME OR PART TIME Full Time YEARS OF EXPERIENCE DESIRED 5 IF THERE IS A GRANT FOR THE POSITION,WHAT SAFER Grants period is currently closed IS THE TERM OF THE GRANT ANALYSIS Provide a brief overview of the responsibilities of the position requested: This position would be responsible for responding to emergency scenes,especially during daytime hours,and operate as incident commander. In absence of the Fire Chief act in its capacity.Conduct routine fire and life safety inspection of all existing commercial and multi-unit residential buildings, proactively working with property owner and tenants to gain compliance of codes. Develop and maintain relationships with local businesses to foster a teamwork environment for fire safety within the business community. Develop standard operating guidelines for code enforcement and fire prevention programs. Investigate complaints to determine whether city or fire code violations exist. Conduct plan review for fire code and fire service features and permitted inspections. Coordinate social media education and outreach regarding fire safety topics,fire prevention week with local schools,and Fire Department Annual Open House. Conduct basic fire investigation as necessary. Discuss any services the department or division is currently unable to provide without the requested position: Today no routine fire and life safety inspections of existing buildings are being performed. No position in the fire department is currently available or assigned to perform plan review and permitted inspections. Currently during the day only one incident commander is available,if the fire Chief is out of the city for any reason there may not be paid on call command staff available in the city. Discuss any alternative solutions you have researched to meet current service shortfalls. (This could include schedule adjustments,eliminating the service,overtime,consultants,contracted work,seasonal or temporary employees,etc.) Currently all permitted fire alarm and sprinkler work is contracted with the City of Lakeville.New licensed day care inspections are conducted by the Fire Chief. Fire Investigations are performed by paid-on call personnel if they are available. Estimated Budget Impact Wages and Benefits(Contact City Administrator $ 112 6941 for this amount) Technology(Computer,Telephones,Software, $4,000 Etc.) Other $ TOTAL $ 114,) 0 9 Li Equipment/Furniture Vehicle $50,000 Desk $500 Chair $ 150 Other—Turn out gear/uniform $4,000 TOTAL $54,650 Other Costs Annual Training $3,500 Memberships $ 500 Overtime $ N/A Other $ TOTAL COST TO ADD TO THE BUDGET $ 1-11-1, "74-11 Revenue/Funding Sources-Identify the specific funding sources needed for this position request. The City could charge an inspection fee to commercial and multi-unit building to offset the cost of the position. In 2017 fire permit revenues were approximately$11,000 Summarize the pros by bullet points for adding the requested position: • Added daytime fire response. • Proactive approach to working with businesses for compliance of the code. • Internal plan review will streamline the process for new businesses. • Added fire prevention activities. • Second incident commander during daytime hours. Summarize the cons by bullet points for not adding the requested position: • No follow through on false alarms to reduce being paged for nuisance alarms. • Inconsistent enforcement of the fire code. • Plan review turnaround time could increase as commercial development increases in Farmington and Lakeville. 111044, BUDGET REQUEST FOR PERSONNEL 2019 AND 2020 BUDGETS POSITION REQUESTED HR Assistant REQUESTED BY Brenda Wendlandt DEPARTMENT/BUSINESS UNIT Human Resources REPORTS TO HR Director REQUESTED START DATE 1/1/2019 FULL TIME OR PART TIME Full-time YEARS OF EXPERIENCE DESIRED 2+ IF THERE IS A GRANT FOR THE POSITION,WHAT n/a IS THE TERM OF THE GRANT ANALYSIS Provide a brief overview of the responsibilities of the position requested: 1. Performs HRIS(Laserfiche)data entry and personnel file maintenance, 2.assists with the hiring process including managing seasonal hiring,employment testing and background check processes. 3.conducts new hire orientations, 4.assists with benefit administration including tracking hours for ACA purposes, leave management assisting with open enrollment and wellbeing initiatives 5.completes salary surveys, 7.assists with safety compliance 6.assists with HR projects;and assists with responding to data requests. Discuss any services the department or division is currently unable to provide without the requested position: Some of the tasks above are currently being done by the HR/Payroll Administrative Support position. However,the payroll function continues to grow leaving less and less time to provide the HR support needed.The HR Director often has to take care of those functions which means other things don't get done.So,things that aren't priority either don't get done or wait(i.e.—tracking time for ACA,salary surveys,wellbeing initiations).Other things that don't get done on a regular basis are policy updates,succession planning and citywide training. Discuss any alternative solutions you have researched to meet current service shortfalls. (This could include schedule adjustments,eliminating the service,overtime,consultants,contracted work,seasonal or temporary employees,etc.) We have created a JPA with other cities to help manage our safety program, have limited our role in the seasonal hiring process, have and will continue to automate processes through 2018,and have used consultants and temporary employee for various projects in the past. Estimated Budget Impact Wages and Benefits(Contact City Administrator $80,000.00 for this amount) Technology(Computer,Telephones,Software, $3000.00 Etc.) Other $ TOTALO SF3,o U Equipment/Furniture Vehicle $ Desk $ Chair $350.00 Other $ TOTAL $ 3'5c Other Costs Annual Training $ 500.00 Memberships $ 200.00 Overtime $ Other $ 'TOCi TOTAL COST TO ADD TO THE BUDGET $84,050.00 Revenue/Funding Sources-Identify the specific funding sources needed for this position request. Budget increase Summarize the pros by bullet points for adding the requested position: • Adding this position would alleviate HR Director's workload so she could spend more time on strategic issues. • The city would further limit its risk in legal compliance areas(ACA, FMLA, benefit plan reporting,etc.). • It would also allow for quicker response time to both internal and external requests for information and/or assistance. • It would allow for cross training in a number of areas to ensure continuity of service and to address other internal control issues. • Summarize the cons by bullet points for not adding the requested position: • Limited time spent on strategic issues such as succession planning,organizational development, retention strategies. • Slower response times to requests for assistance and/information. • Lack of cross training and the transfer of knowledge. • Increased risk of"missing something"regarding the ever changing area of legal compliance and employment law. fV °U O1 ;4 d' t\ '. 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