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HomeMy WebLinkAbout10.05.04 Work Session Packet City of Farmington 325 Oak Street Farmington, MN 55024 Mission Statement Through teamwork and cooperation, the City of Farmington provides quality services that preserve our proud past and foster a promising future. AGENDA CITY COUNCIL 2005 BUDGET WORKSHOP October 5, 2004 6:30 P.M. CITY COUNCIL CHAMBERS 1. CALL TO ORDER 2. APPROVE AGENDA 3. DEPARTMENT HEAD PRESENTATIONS . Highlights . Significant Changes . Capital Equipment - Administration - Human Resources/Information Technology - Finance - Community Development - Police - Fire - Public Works - Parks 4. GENERAL FUND 5. SPECIAL REVENUE FUNDS 6. ENTERPRISE FUNDS 7. COUNCIL COMMENTS/QUESTIONS 8. ADJOURN CITY OF FARMINGTON POSITIONS REQUESTED 2005 BUDGET Base General Solid Storm ~..__'.'_M'_ . DeDt Fund . Vl.fcttite _ Water Sewer Water Positions requested - new ._..~.~---_.- ".._,---~-- -. --.----.'....-.-,--,-.-..-- . :. Economic Development Specialist(replace intern} 1035 42,994 fica 3,289 pera 2,378 insurance 8,280 work comp 232 57,172 - - - - Building Inspector (3/4) (replace intern) 1031 36,364 fica 2,782 pera 2,011 work comp 153 41,309 - - - - Police Dispatcher/Admin Spec. (upgrade to full-time) 1050 18,824 fica 1,440 pera 1,041 insurance 8,280 work comp 102 29,687 Total new positions 380,497 48,533 - - Total effect on Personnel Services I I 380,497 T 48,533 T - I - I - ....14"J..U1U ... ~~c--.-t.')J)~..H.ll!..:)UPT~FFrc~ ~._- - {Iv I~J..\U-V.4 lI;lUl~. .14: 4.J J:'~Ak, .ti... - v." . 1~f{"Ui-' --- B. Enrollment Projections The enrollment projections for District 192 are presented in Table 10. These enrollment projections are 'soft'. By this we mean that certain factors not within the control of the school district can dramatically influence these projections. Specifically, our analysis concludes that the housing development that has been occurring within the district will continue at the same levels as in recent history. Since an error in these projections on the conservative side will result in a greater number of students enrolled necessitating that the school district find additional staff members after the enrollment is realized, and, an error in these projections on the liberal side will result in anticipating revenues that will not materialize, we believe that the school district would be prudent in planning staffing and revenues based on the enrollment projections that are contained in the report or slightly less. Conservative planning is necessary when a district is facing financial challenges. Table 10 - Farmington School District #192 Enrollment Projections 2004.05 2005-06 2006-07 2007 -08 2008-09 Kindergarten 506.3 516.2 548.6 566.6 568.3 Grade 1 535.0 526.0 536.3 569.9 588.6 Grade 2 513.9 558.9 549.5 560.2 595.3 Grade 3 481.0 525.9 571.9 562.3 573.3 Grade 4 475.3 487.4 533.0 579.6 569.8 Grade 5 464.8 490.9 503.5 550.5 598.6 Grade 6 446.8 484.1 511.3 524.4 573.4 Grade 7 420.2 452.4 490.2 517.7 531.0 Grade 6 431.6 429.8 462.8 501.4 529.6 Grade 9 408.9 423.1 421.4 453.4 491.0 Grade 10 357.3 398.9 412.6 410.9 442.0 Grade 11 364.2 354.8 395.3 408.8 407.1 Grade 12 262.9 348.6 339.9 377.6 390.1 TOTAL 5668.3 5997.1 6276.1 6583.2 6858.0 Change 294.3 328.8 279.0 307.1 274.8 Percent Chan~e 5.5% 5.8% 4.7% 4.9% 4.2% Grade 12. K Change 216.3 253.3 199.9 226.7 190.8 Change Due to Net Migration 78.0 75.5 79.1 8004 84.0 22 7ne-foiiowin-g-prc>Jectionsareoased on an averageorSOO new fiomesper-yeafatZ.9 residents per household. This level of development will put Farmington at 27,000 residents by 2010 but will not use all available MUSA and is therefore a conservative and staffing estimate. Note: The average staffing level for cities between 10,000 - 25,000 residents is 1.26 officers per 1,000. Avg Staffing Add 3 officers Add 2 officers Year Population 1.26/1,000 per year Ratio per year Ratio 2003 18;300 23 16 0.87 16 0.87 2004 19,000 24 17 0.85 17 0.85 2005 20,500 26 20 0.93 19 0.88 2006 22,000 28 23 1 21 0.95 2007 23,500 29 26 1.13 23 1 *2008 25,000 29 29 1.18 25 1.04 2009 26,000 29 29 1.11 27 1.03 *Note: The average staffing level for cities between 25,000 - 50,000 residents is 1.1 officers per 1,000. This analysis project a population of 25,000 in 2008 at which time the ratio comes down to meet the projected staffing requirements. Adding 3 officers per year as recommended will allow the City to Catch Up to recommended staffing levels in 4 years. If the continues to hire 3 officers per year and the City STOPS growing entirely in 2005 it will still take 3 years (until 2008) to catch up to staffing to population ratios. Longterm Planning Projections This following analysis projects an increase in residential construction pressure after the Met Council opens more MUSA in 2010 which will be added to unused MUSA from earlier. It projects a flat growth of 2,000 new residents per year. This data is for projection purposes only and is unlikely to remain Avg Staffing Add officers Year Population 1.1/1,000 as needed 2010 27,000 30 Add 1 to = 30 2011 29,000 32 Add 2 to = 32 2012 31,000 34 Add 2 to = 34 2013 33,000 36 Add 1 to = 36 2014 35,000 38 Add 2 to = 38 2015 37,000 40 Add 2 to = 40 2016 39,000 43 Add 3 to = 43 2017 41,000 45 Add 2 to = 45 2018 43,000 47 Add 3 to = 49 2019 45,000 49 Add 1 to = 50 2020 47,000 52 Add 2 to = 52 2021 49,000 54 Add 2 to = 54 Ratio 1.11 1.1 1.09 1.09 1.08 1.08 1.1 1.09 1.13 1.11 1.06 1.1 Add 2 Officers per year 29 31 33 35 37 39 41 43 45 47 49 51 Ratio 1.07 1.06 1.06 1.06 1.05 1.05 1.05 1.04 1.04 1.04 1.04 1.04 Note: The average staffing level for cities between 50,000 - 100,000 residents is 1.2 officers per 1,000. F-arm.ington-----Poi ice D-e-partrrre-nt Performance Indicators Population State Estimate: The Projected population as provided by the Federal Government Local Population Estimate: The popUlation calculated by multiplying building certificates by occupancy rate. Crime Rate: Standardized rate calculations based on a 100,000 population * indicates actual cnesus figures. ** Per Met Council - Actual Population April 1, 1997 *+*+ Highest Clearance Rate in Dakota County Serious Total Total Crime Clearance Crime Crime Rate Rate Rate Reported BCA Est. 149 2889 565 10,958 38% 2,889 10,958 247 4521 718 13,142 37% 79 4,597 13,362 225 4239 805 15,168 43% 67 3,730 12,345 210 3535 688 11,582 49% 63 3,382 11,082 190 3157 618 11,398 42% 84 2,949 9,591 215 3535 643 10,572 52% 117 3,175 9,497 188 2903 608 9,389 48% 260 2,507 8,110 276 4262 793 12,245 55% 309 3.298 9,476 288 4266 948 14,042 59% 350 3,081 10,143 281 4119 901 13,209 60% 245 2.711 8.649 267 3891 1071 15,609 62% 290 2,392 9,596 278 3089 1198 13,554 63% 299 2,318 9.988 298 2832 1253 12.195 65% 430 2,202 9,485 255 2030 1076 8,621 67% 486 1.858 7,838 305 2440 1073 8,585 56% 557 1,882 6,623 251 1997 1068 8,465 *+*+64% 535 1,356 5.773 New kind of ice coming to Duluth this year Page 10f2 ~ ... j) \ Posted on Sat, ~2' 2~~ New kind of ice coming to Duluth this year G;;ler pushed to get Gucci boutique 1 BY PETER PASSI - Duluth News Tribune Gucci's latest boutique has opened in what might seem an unlikely location. As of this week, the tony Italian fashion designer's jewelry line, including diamond-encrusted watches, can be found aglitter in downtown Duluth due to the efforts of Jack Seiler, whose family owns Security Jewelers. "I doubt the people at Gucci even knew Duluth existed until a couple years ago," Seiler said. "But we hounded them to set up this boutique here." Gucci now has about 50 jewelry boutiques nationwide, but Duluth represents the smallest market the company has entered so far. Company representatives did not respond to requests for comment this week. Seiler has received an exclusive franchise to sell the upscale jewelry in Duluth, and he expects big things of the line based on some good initial success selling Gucci watches from his shop. "They started out selling these pieces on the East and West coasts, in places like New York and L.A. They didn't know if they would have a market in the 'backwards' Midwest." Seiler said. "But the line took off here immediately." Seiler wasn't surprised. "Name brands exert a very strong pull in the fashion world," he observed. "These days, everyone is bombarded with magazine advertising, and people know and appreciate high-quality brands." Like other luxury-goods manufacturers, Gucci recently has been working to expand its market by reaching out to customers of more modest means, as well as its traditional clientele - the super-rich. Its product line now contains simple silver bracelets that sell for as little as $85, as well as jeweled watches that sell for $3,600. Nationwide, consumers' appetite for luxury goods seems to be intensifying. Altagamma, an Italian association, reported that Americans spent nearly 28 percent more on upscale goods during the first five months of this year than during the same period last year. Michael Silverstein, vice president of the Boston Consulting Group, said a study showed that companies delivering high-quality, more expensive premium products targeted at middle-market consumers have managed to boost sales an average of 18 percent during the first half of this year, despite relatively sluggish consumer spending in other areas. "This new research reinforces that it's the American consumer's increasing desire and willingness to pay more for quality and something special that provides continued buoyancy for the economy," Silverstein wrote in a report the consulting group issued in September. Pam Danziger, founder of Unity Marketing Online, a Pennsylvania firm that tracks luxury spending, said higher-end retailers seem to have discovered Midwestern customers in recent years. "It used to be that luxury products were really big on the coasts, but they didn't have much of a presence in flyover land, with the exception of a few places such as Dallas and Chicago," she said. "That has changed." Danziger said people living in the Midwest often have more disposable income than their counterparts on the coasts due to the lower cost of living. And the Midwestern appetite for premium goods has been growing. http://www.twincities.com/mld/pioneerpress/news/local/9814945.htm ?template=contentM... 10/4/2004 New kind of ice coming to Duluth this year Page 2 of2 In a national survey of luxury consumers - defined by Danziger as households with annual incomes of at least $75,000 - Unity found they spent about 72 percent more on luxuries during the second quarter of this year than they did during the first three months of the year. Gucci has been among the beneficiaries. During the second quarter of this year, it reported $80 million in profits - more than twice as much as it captured during the same period last year. Northland shoppers apparently have been equally willing to splurge, to hear Seiler describe the market. "No question. We do still have a strong sense of Scandinavian reserve up here in Minnesota," he said. "People do look for value. But when it comes to buying a gift for someone, they want something high quality that sends the right message. " Security Jewelers won't be relying exclusively on walk-in business, however. Seiler also expects to sell Gucci online through his store Web site, www.securityjewelers.com. "There's only so much you can sell in a town of 85,000," Seiler said. He estimated that 25 to 30 percent of his business' sales now come from the Internet. Peter Passi covers business. Call him at 218-279-5526 or 800-456-8282 or e-mail himatppassi@duluthnews.com. iO 2004 St. Paul Pioneer Press and wire service sources. AU Rights Reserved. http://www.twincities.com http://www.twincities.com/mldJpioneerpress/news/local/9814945.htm ?template=contentM... 10/4/2004 .. . ....... QUESTIONS ASKED AT MAYORAL CANDIDATES' FORUM ON SEPTEMBER 28.2004 1. What are your top 3 priorities for expanding the commercial tax base in Farmington? What steps would you take during the next 4 years to ensure a significant progress is made for those priorities? 2. Do you believe in the use of Tax Increment Financing? Who should get it? How should it be decided for that entity and why would you think it is necessary or needed? 3. What are some of your specific accomplishments that would make you the best choice for Mayor? 4. What do you see as some ofthe greatest challenges in the future of Farmington? 5. Decisions made by the City Council have short and long term effects on our property taxes and values. To each of you, do you own real estate property in Farmington that you pay taxes on? Yes or No? 6. Who should have the ultimate decision on what commercial developments should be allowed to develop in Farmington? What criteria specifically would you use? 7. How would you handle resident or business complaints regarding City staff? 8. What is your plan to market the area to commercial development? 9. If you were elected Mayor and a vacancy on the Council occurred during any part of your term, what method would you use to fill that position? 10. How will you gauge the appropriate number of single- family homes being built within City limits? Do you see the need or reason to slow residential growth and how or why would you do this? 11. Please describe the commitment you've shown during your term on the Councilor any offices you've held in the past. (Example: attendance at meetings, workshops, etc.) What commitment do you bring to the office of Mayor for the next 4 years? 12. How will each of you support and promote current existing businesses? What measures will be taken to ensure the survival oftoday's existing Farmington businesses? 13. What is your plan for interaction between the City and the School District? 14. If the Community Center Feasibility Study demonstrates that the City of Farmington residents are interested in expanded recreation facilities and are willing to help pay for them would you be willing to put a bond referendum before the voters in 2005 to build a community center? 15. What is your plan in keeping the historical character of the City while improving the City's retail and commercial areas? 16. Do you personally feel that key staff or personnel should live in Farmington? Why or why not?