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HomeMy WebLinkAbout07.08.19 Work Session Packet City ofFarmington Mission Statement 430 Third Street Though teamwork and Farmington,MN 55024 cooperation, the City of Farmington provides quality services that preserve our proud past and foster a promising future. AGENDA CITY COUNCIL WORKSHOP July 8, 2019 6:00 PM Farmington City Hall 1. CALL TO ORDER 2. APPROVE AGENDA 3. DISCUSSION ITEMS (a) Heritage Preservation Commission (b) Administrative Policies and Procedures Manual - Personal Time Off(PTO) (c) 2020 Draft General Fund Budget (d) Future Projects and Funding 4. CITY ADMINISTRATOR UPDATE 5. ADJOURN - CITY OF 430 Third St., Farmington, MN 55024 FARMFARMINGTON 0 651.280.6$00 FarmingtonMN.gov TO: Mayor, Councilmembers and City Administrator FROM: Tony Wippler, Planning Manager SUBJECT: Heritage Preservation Commission DATE: July 8, 2019 INTRODUCTION Staff is seeking guidance from the City Council on the city's Heritage Preservation Commission[HP C] and the existing code provisions that reference and guide this commission. The city has been without an active HPC since 2017. The City Council, as part of the 2017 budget process, eliminated all funding(including commission stipends and consultant fees)for the HPC. DISCUSSION The city established a heritage preservation program with the adoption of a historic preservation ordinance in 1992. The 1992 ordinance also created the city's first Heritage Preservation Commission. The HPC had historically consisted of 5 members appointed by the City Council and met bi-monthly. According to Section 2-11-3(A), HPC members shall include professionals in the disciplines of history, architecture, architectural history, archaeology, planning, or related disciplines and such other persons as have demonstrated interest or knowledge of historic preservation. Since the early 1990's the HPC had designated 16 local properties as Heritage Landmarks (of which 3 are listed in the National Register of Historic Places). Additionally, 12 other properties have been determined eligible for Heritage Landmark designation. According to Section 2-11-1 of the city code, the function of the heritage preservation program within the community is to: • Safeguard the heritage of the city be preserving the buildings, sites structures, objects, and districts which reflect the elements of the city's historical, architectural, archaeological, or cultural heritage; • To assist in protecting and enhancing the city's appeal to residents, visitors, and businesses; • To foster civic pride in the beauty and notable accomplishments of the city's past; • To promote the preservation,protection and use of historic buildings, sites, structures, objects and districts for the education and general welfare of the people of the city; Another important component to what was the city's heritage preservation program was the federal/state/local government partnerships. In 1980, Congress amended the National Historic Preservation Act to provide for certification of local historic preservation programs by the Secretary of the Interior. To become a Certified Local Government(CLG), a local government program must adopt a preservation ordinance, establish a qualified heritage preservation commission,maintain a system for identifying and evaluating historic properties,provide for adequate public participation in its activities, and perform other functions delegated to it by the State Historic Preservation Officer. CLG's exercise greater autonomy in the National Preservation Program and are eligible for special pass-through grants from certain federal programs. The city's preservation program was certified in 1994. In the past, the HPC was charged with(among other things) carrying out the design review provisions contained in the city's preservation ordinance(Chapter 11 of Title 2 of the city code). This requires mandatory review of applications for certain types of permits affecting significant heritage resources. Property owners would be required to obtain a Certificate of Appropriateness to demolish or move a historic building, and for new construction that affects heritage resources. The HPC was empowered to advise property owners on exterior changes, alterations, and other improvements to designated heritage landmarks. The HPC also worked in conjunction with the city's Planning Commission on development projects that involved heritage resources. The city's recently approved draft 2040 Comprehensive Plan states that the preservation of the community's heritage resources is an important local government responsibility, and that the time, effort, and financial resources that are spent on heritage preservation is a wise community investment. The draft 2040 Comprehensive Plan also states that modest expenditures on research,planning,protective measures, technical assistance, and education can bring multiple benefits to the community, including community character, revitalization, and economic growth. In addition, the adopted Downtown Redevelopment Plan emphasizes the preservation of the downtown area by retaining the historic buildings and features that make the area unique. A guiding principal of the Downtown Redevelopment Plan is 'Preserve and enhance downtown's unique historic character to attract people to gather, visit, shop, work and live downtown." Without funding in place, the HPC has ceased to exist, and by continuing to do nothing with regard to the commission itself or the ordinances that direct the HPC, the city is at risk of not being able to fulfill the responsibilities and duties that are outlined in city code. Staff has consulted the City Attorney and not having made any appointments to the HP C exposes the city to potential challenges for not being able to process certain applications as currently outlined in city code. BUDGET IMPACT If the Council wishes to re-establish the HPC, staff would recommend that this commission meets bi- monthly and consist of 5 members as appointed by Council per Section 2-11-3 of the city code. The annual cost of re-establishing the HPC would be approximately$900($30 stipend for each of the 5 members per meeting with a total of 6 meetings per year). Staff would not recommend additional outside consulting services or costs to be associated with the commission due to the recently approved position in the Community Development department as there will be additional capacity in the department to handle the work load once the new position is hired. If it is the Council's desire to not re-establish the HPC the following code provisions should be amended as outlined below: • Title 2, chapter 11, the Heritage Preservation Commission code will be deleted in its entirety. • Title 4, building regulations code and title 10 zoning code will be amended to delete references to the HPC. With the adoption of such an ordinance amendment, the website will also need to be updated to reflect the current situation. ACTION REQUESTED Provide guidance and direction to staff regarding the Heritage Preservation Commission. CITY OF 430 Third St, Farmington, MN 55024 FARMI GTO © 65,1.280-6800 "" ( FarmingtonMN.gov TO: Mayor, Councilmembers and City Administrator FROM: Jennifer Gabbard, Human Resources Director SUBJECT: Administrative Policies and Procedures Manual-Personal Time Off(PTO) DATE: July 8, 2019 INTRODUCTION The purpose of this memorandum is to provide information regarding the request being made to the Personal Time Office Policy on the City's Administrative Policies and Procedures Manual. The current policy regarding Personal Time Off(PTO), and the proposed policy are attached. DISCUSSION In 2011, the city council approved the use of Personal Time Off(PTO) for all newly hired staff beginning January 1, 2012. PTO is an all-inclusive paid time off program. PTO is intended to be used for a variety of traditional types of time away from work including but not limited to vacation, illness, personal business, medical appointments, family time, and personal holidays. At the time PTO was approved, it was not offered to unions, but it was offered to non-union staff if they wished to change from sick and vacation accruals to PTO accruals. When council approved PTO, the maximum hours that an employee could accrue in PTO was set at 320 hours, which equates to eight weeks of accrued time off. However, at this time we have staff who have been here between five and ten years, who have already accrued the maximum accrual rate. One of the ways in the which the city can continue to be an "employer of choice" in the region is to periodically review policies, procedures and benefits. In my short time here, it is evident that the city needs to raise the maximum accrual rate for those employees who are eligible for PTO. 320 hours is not enough of a balance for an employee to be out for the full term of the Family Medical Leave Act. I am requesting an update to our PTO policy to increase the maximum accrual rate for PTO. An increase in the maximum accrual rate for PTO will be helpful to the city for a number of reasons, most importantly to help retain our current staff. Additionally, allowing our employees to accrue more PTO time will cover them should they need additional time to deal with a family or medical issue. Lastly, raising the maximum accrual rate will make PTO more appealing to potentially bringing bargaining unit members into the PTO system. I reached out to a number of cities regarding their maximum accrual rate for PTO, and I heard back from many of them. Please see the below scale for a comparison of data relating to their maximum accurate hours. You will notice that our current maximum accrual does not reach even the lowest city that responded to my request. Public Entity Maximum Hours Wright County 840 hours Apple Valley 800 hours St. Louis Park 640 hours Lino Lakes 600 hours St. Michael 520 hours West St. Paul 512 hours Maplewood 496 hours I am requesting that the maximum accrual rate for PTO be increased to at least 480 hours, or twelve weeks of accrued time off. This request is being made due to several employees who are already at the maximum, but also because the Family Medical Leave Act (FMLA) provides our employees with benefits. FMLA entitles eligible employees of covered employers to take unpaid,job-protected leave for specific family and medical reasons, and they are area eligible for up to twelve weeks of time off. We allow our employees to be paid during FMLA, depending on their accruaL Our current maximum accrual does not provide enough time to cover FMLA— and as an organization we should provide our employees with an opportunity to accrue at least a maximum balance that equates to what FMLA provides. BUDGET IMPACT There is no initial impact of this change to our budget. The account which holds the funds for all of our accrued time off is currently funded at approximately 65%. Any increases in maximums for any of accrued time off programs will not fund this balance any differently. ACTION REQUESTED The action requested is for council to approve the request to increase the maximum rate of accrual for Personal Time Off(PTO)to 480 hours. ATTACHMENTS: Type Description D Backup Material 20190701 Proposed PTO Policy ci Backup Material Current PTO Policy Section 5.13- Paid Time Off(PTO) Effective January 1, 2012, newly hired employees will receive Paid Time Off (PTO) in lieu of vacation leave and sick leave. Paid time off(PTO) is an all-inclusive paid time off program that will provide income protection for "no fault" time away from work including illness related absences. PTO is intended to be used for a variety of traditional types of time away from work including but not limited to vacation, illness, personal business, medical appointments, family time, and personal holidays. PTO shall be accrued on a bi-weekly basis. PTO increases with years of service in accordance with the following schedule(s) and is allocated accordingly on a bi-weekly basis. Regular part-time employees scheduled to work 24 hours or more per week will accrue PTO leave on a prorated basis based on regular hours worked. PTO Accrual Schedule: a. 0-5 years 5.846 hours per pay period (19 days) b. Start of 6th year 7.385 hours per pay period (24 days) c. Start of 10th year 8.308 hours per pay period (27 days) d. Start of 15th year 9.231 hours per pay period (30 days) The maximum PTO accrual amount for all full-time employees is four hundred and eighty hours (480). three hundred and twenty (320) hours. During the employee's initial probationary period, the employee shall accrue PTO but shall not be eligible for any reimbursement for accrued PTO upon termination or resignation. An employee on unpaid leave status will not accrue PTO. Medical Certification Good attendance is an essential job function for all City employees. If unplanned absences are excessive, a doctor's certification may be required. The physician's certification is to state the nature and duration of the illness or injury and verify that the employee is unable to perform the duties and responsibilities of his/her position. A statement attesting to the employee's ability to return to work and perform the essential functions of the job and a description of any work restrictions may also be required before the employee returns to work. Returning to Work After a Medical Absence After a medical absence, a physician's statement may be required on the employee's first day back to work, indicating the nature of the illness or medical condition and attesting to the employee's ability to return to work and safely perform the essential functions of the job with or without reasonable accommodation. Any work restrictions must be stated clearly on the return-to-work form. Employees who have been asked to provide such a statement may not be allowed to return to work until they comply with this provision. Paid leave may be denied for any employee required to provide a doctor's statement until such a statement is provided. The City has the right to obtain a second medical opinion to determine the validity of an employee's worker's compensation or sick leave claim, or to obtain information related to restrictions or an employee's ability to work. The City will arrange and pay for an appropriate medical evaluation when it has been required by the City. Section 5.13- Paid Time Off(PTO) Effective January 1, 2012, newly hired employees will receive Paid Time Off (PTO) in lieu of vacation leave and sick leave. Paid time off(PTO) is an all-inclusive paid time off program that will provide income protection for "no fault" time away from work including illness related absences. PTO is intended to be used for a variety of traditional types of time away from work including but not limited to vacation, illness, personal business, medical appointments, family time, and personal holidays. PTO shall be accrued on a bi-weekly basis. PTO increases with years of service in accordance with the following schedule(s) and is allocated accordingly on a bi-weekly basis. Regular part-time employees scheduled to work 24 hours or more per week will accrue PTO leave on a prorated basis based on regular hours worked. PTO Accrual Schedule: a. 0-5 years 5.846 hours per pay period (19 days) b. Start of 6th year 7.385 hours per pay period (24 days) c. Start of 10th year 8.308 hours per pay period (27 days) d. Start of 15th year 9.231 hours per pay period (30 days) The maximum PTO accrual amount for all full-time employees is three hundred and twenty (320) hours. During the employee's initial probationary period, the employee shall accrue PTO but shall not be eligible for any reimbursement for accrued PTO upon termination or resignation. An employee on unpaid leave status will not accrue PTO. Medical Certification Good attendance is an essential job function for all City employees. If unplanned absences are excessive, a doctor's certification may be required. The physician's certification is to state the nature and duration of the illness or injury and verify that the employee is unable to perform the duties and responsibilities of his/her position. A statement attesting to the employee's ability to return to work and perform the essential functions of the job and a description of any work restrictions may also be required before the employee returns to work. Returning to Work After a Medical Absence After a medical absence, a physician's statement may be required on the employee's first day back to work, indicating the nature of the illness or medical condition and attesting to the employee's ability to return to work and safely perform the essential functions of the job with or without reasonable accommodation. Any work restrictions must be stated clearly on the return-to-work form. Employees who have been asked to provide such a statement may not be allowed to return to work until they comply with this provision. Paid leave may be denied for any employee required to provide a doctor's statement until such a statement is provided. The City has the right to obtain a second medical opinion to determine the validity of an employee's worker's compensation or sick leave claim, or to obtain information related to restrictions or an employee's ability to work. The City will arrange and pay for an appropriate medical evaluation when it has been required by the City. mow CITY OF 430Farmington, 55024 Third Si, Farmin ton, MN FARMINCTON 65,-280-6$0. FarmingtonMN.gov TO: Mayor, Councilmembers and City Administrator FROM: Teah Malecha, Finance Director SUBJECT: 2020 Draft General Fund Budget DATE: July 8,2019 INTRODUCTION The 2020 and 2021 General Fund budgets were developed with the intent of continuing to provide core city services, align with the city's long-term financial plan, and support the city council priorities. DISCUSSION Staff has worked diligently to create a budget with a 0.00 percent levy. The 2020 draft General Fund budget has accomplished that and is summarized below: 2019 Budget 2020 Proposed Increase Budget (Decrease) Revenues $3,199,486 $3,392,723 6.04% Expenditures 13,007,794 13,623,914 4.74 Fiscal Disparities 2,225,003 2,240,914 0.71 General Fund Levy 7,583,305 7,990,378 5.37 Debt Levy 3,212,460 2,805,387 (12.67) Net Tax Levy $10,795,765 $10,795,765 0.00% Revenues When compared to the 2019 amounts, the 2020 revenue estimates have been increased $193,237. The following explain the major changes: License and Permits The 2020 budget assumes $472,945 in revenue. The majority of the increase is in building permits and plumbing and heating permits. The 2019 budget was lower than previous years based on the low number of available buildable lots. The 2020 budget accounts for recent approvals of three new plats. Intergovernmental Intergovernmental revenue includes the addition of Community Development Block Grant(CDBG) funding received for the RRC and also a state grant for election judge wages for the 2020 primary election. Charges for Services Fire charges have been increased slightly to account for an increase in the contract rates with the surrounding townships. Fines and Forfeitures The fines and forfeitures revenues have been increased based on historical actual revenue. Investment Income Investment income has been increased reflecting the General Funds' strengthening financial position. Miscellaneous Revenue The rental income shows an increase in the 2020 budget to account for the space rented by the USDA. Transfers In A detailed break-down of the transfers in and out of the various funds is included in a separate exhibit in your packet. The transfers in to the General Fund are from the enterprise funds to reimburse the General Fund for human resource and administrative costs which benefit the enterprise funds. Expenditures When compared to the 2019 amounts, the 2020 expenditure estimates have been increased $616,120. Of this amount$707,336 is attributed to human resource costs. The difference is a reduction to the departments budgets within the General Fund. Human Resource Costs All of the budgets include estimated human resource costs based on approved union contracts, an increase in health insurance, and estimates for employee benefits and worker's compensation premiums. The 2020 budget accounts for a full year of the Community Development Specialist and Deputy Fire Chief positions. The 2019 budget included funding for those positions starting July 1, 2019. There was also the addition of two building maintenance positions to replace the contracted cleaning service and an increase to the administrative support at city hall by 0.4 in 2019. The 2020 budget includes funding for a Deputy Police Chief starting July 1, 2020. Information Technology The overall information technology charges have increased $52,879 over the 2019 budget.A portion of those costs are attributed to a vendor that provides the software for many of our departments along with our network connection and security. The remainder of those costs are internal charges that are charged to each department that incurs the cost. For the 2020 budget, all IT costs have been moved from individual department budgets to the IT budget attributing for the majority of the increase.A detailed break-down of the internal IT budget has been included as a separate exhibit in your packet. Transfers Out The transfers out are comprised of LGA and tax levy.A detailed break-down of the transfers has been included as a separate exhibit in your packet. Fiscal Disparities This amount will be finalized in August. The current draft includes $2,240,813 which is an increase of $15,810 over the 2019 budget. The city has historically seen an increase in fiscal disparity revenue each year. Debt Service Funds Levy The Debt Service Funds budget provides funding for scheduled debt principle and interest repayment obligations, as well as ongoing trustee, assessments, arbitrage, and post-issuance compliance fees related to the city's debt. The levy includes both General Obligation bonds and Interfund loans. The net debt levy for 2020 reflects a decrease of$407,073 from the 2019 budget. The 2020 budget does not include a debt levy reduction that was included in the 2018 and 2019 budgets. Additional Notes The proposed tax levy is 0.00 percent. This is less than the amount needed to fund ongoing equipment, vehicle, streets, trails, and building maintenance needs. Those needs are further addressed in a separate memo. BUDGET IMPACT All information is related to the development of the 2020 city budget and tax levy. The 2021 projected budget numbers have had minimal review. Staff will be reviewing those more in depth and bringing them back at a future work session. ACTION REQUESTED Ask questions of the proposed General Fund budget and provide staff with direction for any needed revisions. Department heads will be in attendance at the work session to answer any questions that you may have or provide additional insight into their proposed budgets. ATTACHMENTS: Type Description D Backup Material General Fund Budget Summary D Backup Material General Fund Budget Revenues D Backup Material General Fund Budget Expenditures D Backup Material Operating Transfers D Backup Material IT Budget D Backup Material 2020 Personnel Requests 2019 2020 Budget% 2021 Budget CompanyBudget Proposed Change Proposed Change% Non-Property Tax Revenues Licenses and Permits 396,410 472,945 19.31% 462,480 (2.21)% Intergovernmental Revenue 892,265 908,645 1.84% 903,775 (0.54)% Charge for Service 558,880 561,183 0.41% 568,867 1.37% Fines and Forfeitures 42,000 49,000 16.67% 50,000 2.04% Investment Income 21,900 38,800 77.17% 20,600 (46.91)% Miscellaneous 43,775 54,580 24.68% 55,200 1.14% Transfers In 1,244,2561 1,307,570 5.09%', 1,359,896 4.00% Total Revenues 3,199,486 3,392,723 6.04% 3,420,818 0.83% Expenditures Administration 881,322 907,162 2.93% 1,020,599 12.50% Human Resource 336,447 349,226 3.80% 361,870 3.62% Finance and Risk Mgmt 739,736 781,389 5.63% 832,609 6.55% Police 4,480,057 4,677,813 4.41% 5,127,590 9.62% Fire 1,267,885 1,445,410 14.00% 1,602,687 10.88% Community Development 908,890 1,018,418 12.05% 1,062,026 4.28% Engineering 747,170 794,635 6.35% 836,023 5.21% Municipal Services 1,373,556 1,439,078 4.77% 1,515,144 5.29% Parks and Recreation 1,231,593 1,278,576 3.81% 1,349,770 5.57% Transfers Out 1,041,138 932,207 (10.46)% 1,078,292 15.67% Total Expenditures 13,007,794 13,623,914 4.74% 14,786,610', 8.53% Revenues Over(Under)Expenditures (9,808,308) (10,231,191) 4.31% (11,365,792)', 11.09% Fiscal Disparities 2,225,003 2,240,813 0.71% 2,235,003', (0.26)%, General Fund Levy 7,583,305 7,990,378 5.37% 9,130,789 14.27% Debt Levy Bonds 2,550,783 2,222,9501 (12.85)% 2,176,827 (2.07)% 2005C Loan Repay-Storm Water Tr Adv 166,000 166,000 0.00% 275,000 65.66% 2010A Loan Repay-Storm Water Tr Adv 495,677 400,000 (19.30)% 292,253 (26.94)% 2010D Loan Repay-Storm Water Tr Adv 240,000, 16,437, (93.15)% 0 (100.00)% Total Debt Levy 3,452,460 2,805,387 (18.74)%', 2,744,080 (2.19)%. Use of Fund Balance to Lower Debt Levy (240,000) (100.00)%! Net Debt Levy 3,212,460 2,805,387 (12.67)% 2,744,080', (2.19)% Farmington Net Tax Levy 10,795,765 10,795,765 0.00% 11,874,869 10.00% Object 2018 2019 2020 2021 Account Budget Budget Proposed Proposed LIQUOR LICENSES 1 40,700 42,000 41,700 40,700 BEER&WINE LICENSES 1,750 1,750 1,100 1,100 CLUB LICENSES 500 500 500 500 MASSAGE LICENSE 50 150 350 150 GAMBLING LICENSE/PERMIT 200 250 450 450 • OTHER LICENSE&PERMIT1,500 1,700 1,900 1,800 ANIMAL LICENSES 4,000 4,000 4,080 4,080 Licenses 48,700 50,350 50,080 48,780 BUILDING PERMITS 300,000 272,400 330,000 325,000 REINSPECTION FEES 800 1,000 1,000 1,000 CODE ENFORCEMENT FEES 1 1,000 2,600 2,300 PLUMBING&HEATING PERMITS 30,000 35,000 52,500 50,000 SEWER PERMITS 5,000 5,000 5,000 5,000 ELECTRIC PERMITS 14,000 18,000 16,000 16,000 ISTS PERMITS 250 250 300 300 EXCAVATING PERMITS COUNTY SEPTIC FEE UTILITY PERMITS 6,130 6,130 6,420 6,500 SIGN PERMITS 570 570 620 600 BURNING PERMITS 1,710 1,710 1,425 1,500 OTHER PERMITS 3,250 5,000 7,000 5,500 Permits 361,711 346,060 422,865 413,700 Licenses and Permits 410,411 396,410 472,945 462,480 FEDERAL GRANT 0 0 5,000 5,000 LOCAL GOVERNMENT AID 313,640 314,725 314,725 314,725 MSA MAINTENANCE 215,000 215,000 215,000 215,000 POLICE AID 190,400 196,000 198,500 198,000 POST TRAINING 15,371 15,160 15,160 15,160 FIRE AID 134,461 137,910 137,910 142,490 STATE GRANT 0 0 9,000 MARKET VALUE CREDIT 0 0 COUNTY MISCELLANEOUS 17,764 13,470 13,350 13,400 Intergovernmental 886,636 892,265 908,645 903,775 CUSTOMER SERVICES NONTAXABLE 350 250 200 250 ZONING&SUBDIVISION FEES 1,250 2,000 3,050 2,600 ADMINISTRATION FEES-PROJECTS 450 4,000 4,500 4,000 FIRE CHARGES 228,000 225,780 232,553 239,377 POLICE SERVICE CHARGES 75,000 77,000 78,030 79,590 ENGINEERING FEES-PROJECTS 0 EROSION&SEDIMENT CONTROL 12,000 9,900 8,100 8,500 G.I.S.FEES 0 0 0 RECREATION FEES-GENERAL 93,000 90,000 85,000 85,000 RECREATION FEES-SENIOR CTR 1 18,000 18,000 19,000 19,000 MEMBERSHIP FEES-SENIOR CTR 9,000 9,000 8,000 8,000 MOBILE MEALS-SENIOR CTR 0 ADVERTISING 750 750 950 750 ADVERTISING 2,200 2,200 1,800 1,800 FRANCHISE FEE ! 120,000 120,000 120,000 120,000 Charges For Services 1 560,000 558,880 561,183 568,867 COURT FINES 35,000 42,000 49,000 50,000 Fines&Forfeitures 35,000 42,000 49,000 50,000 INTEREST ON INVESTMENTS 31,000 21,900 38,800 20,600 GAIN/LOSS INVEST MKT VALUE 0 Investment Income 31,000 21,900 38,800 20,600 MISCELLANEOUS REVENUE 5,000 5,000 1,500 1,500 CASH OVER&SHORT 0 Page 1 of 2 Object 2018 2019 2020 2021 Account Budget Budget Proposed Proposed RENTAL INCOME-RRC I 22,000 22,000 20,880 22,000 RENTAL INCOME 16,775 16,775 31,700 31,700 DONATIONS 0 0 500 USE OF FUND BALANCE TO LOWER DEBT LEVY 0 0 0 Misc Revenue 43,775 43,775 54,580 55,200 OPERATING TRANSFERS 1,196,376 1,244,256 1,307,570 1,359,896 Transfers In 1,196,376 1,244,256 1,307,570 1,359,896 Total Revenues $3,163,198 $3,199,486 $3,392,723 $3,420,818 Page 2 of 2 Company 2018 2019 2020 2021 Budget Budget Proposed Proposed Expenditures Administration Legislative(1005) 89,379 96,447 87,772 89,915 Historical Preservation(1006) 0 0 0 Administration(1010) 366,550 295,214 302,068 433,592 Elections(1013) 35,821 35,867 44,124 15,585 Communications(1014) 109,341 99,650 108,537 105,971 City Hall(1015) 224,395 354,144 364,661 375,536 Administration 825,486 881,322 907,162 1,020,599 Human Resources 330,831 336,447 349,226 361,870 Human Resource(1011) 330,831 336,447 349,226 361,870 Human Resources 330,831 336,447 349,226 361,870 Finance and Risk Management Finance(1021) 566,015 569,926 611,579 659,469 Risk Management(1022) 166,480 169,810 169,810 173,140 Finance and Risk Management 732,495 739,736 781,389 832,609 Police Police Administration(1050) 850,566 873,339 1,235,377 1,402,182 Patrol Services(1051) 2,750,258 2,738,524 2,538,727 2,789,897 Investigations(1052) 843,859 856,544 892,059 923,861 Emergency Management(1054) 6,650 11,650 11,650 11,650 Police 4,451,333 4,480,057 4,677,813 5,127,590 Fire Fire(1060) 1,188,352 1,267,885 1,445,410 1,602,687 Rescue(1061) 0 0 Fire 1,188,352 1,267,885 1,445,410 1,602,687 Community Development 801,427 908,890 1,018,418 1,062,026 Planning(1030) 433,575 521,062 591,133 626,252 Building Inspection(1031) 367,852 387,828 427,285 435,774 Community Development 801,427 908,890 1,018,418 1,062,026 Engineering Engineering(1070) 568,573 624,587 665,173 702,611 Natural Resources(1076) 136,901 122,583 129,462 133,412 Engineering 705,474 747,170 794,635 836,023 Municipal Services Streets(1072) 1,085,798 1,146,492 1,197,200 1,265,428 Snow Removal(1073) 227,377 227,064 241,878 249,716 Municipal Services 1,313,175 1,373,556 1,439,078 1,515,144 Parks and Recreation Park Maintenance(1090) 653,873 671,357 700,111 735,021 Rambling River Center(1093) 177,225 182,287 190,822 198,936 Park&Rec Admin(1094) 264,004 271,145 287,925 306,436 Recreation Programs(1095) 112,861 106,804 99,718 109,377 Swimming Pool(1097) 74,733 0 Parks and Recreation 1,282,696 1,231,593 1,278,576 1,349,770 Transfers Out 999,744.00 1,041,138.00 932,207.00 1,078,292.00 Transfers Out 999,744.00 1,041,138.00 932,207.00 1,078,292.00 Total Expenditures 12,631,013 13,007,794 13,623,914 14,786,610 s 1 Ft egg " '° g ES •° 2 53EEE ii 41 2 m1m os m g ^ II -11 a F �� II mm m UI II „,,_,„,,.:, .... � se N S • .0 a o - _ _ a • N d vLL 'g v (7U Q_ws 11 Z - 11UJ8UWCe .6,L LL IIIIRill ii .1.„ § 1I H1 g l' U II T:8 1 111e$ Am II ID 1 a§ • w g r y z LL � m FFIluit ue N A $ I- iLIA s • ire Eil p a _ .. =z§ s N s s 8 m 3 ouLL N a a f o 6 U s m o m L (1 c ¢ E , E ¢ c 7.i.: rig- s . i ' • � ' a i a m Inc,S213dSNV J.m (o4£z) '" "1° ' - 0 '11” “I° ,97,1f.101�l,9 � ,99m § I 1 1 \ \ \ | | \ ! 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The requests received for the 2020 and 2021 budgets included the following. Police Department Chief Rutherford has requested a Deputy Police Chief in 2020 and an additional police officer in 2021. The Deputy Police Chief position would cost an estimated $196,500 in 2020 which includes wages, benefits, a vehicle, other equipment and training. The additional police officer would cost an estimated$109,000 in 2021 which includes wages, benefits, uniforms and equipment and annual training. Fire Department Chief Elvestad has requested two full-time firefighters in both 2020 and 2021. Each firefighter position would cost an estimated$104,388 each which includes wages, benefits,technology, gear and uniforms. The total cost in 2020 would be$208,776 and an additional $208,776 plus inflation in 2021. Liquor Stores Liquor Operations Manager Blair Peterson has requested that the half-time position (four hours per day)that is shared with the Finance Department(four hours per day) be increased to full time at the liquor stores. Adding these hours to the liquor store would cost an estimated $38,850 which includes wages and a transfer of the benefits cost to this position. -1- CITY OF 0 430 Third St., Farmington, MN 55024 FARM I N GTO N 651-280-6800 111°M� FarmingtonMN.gov Administration As you may recall, I talked to the city council about adding an additional position in my department at the end of 2018 for 2019. The city council was supportive of that request. With the creation of the 2020 budget, I have realized that is better to wait until 2021 to add this position. The budget request forms submitted by Chief Rutherford, Chief Elvestad and Liquor Operations Manager Peterson are attached to this memo for your review. It is important for the city council to remember that we added positions in mid-2019 that started mid-year(Deputy Fire Chief and Community Development Specialist)that will need to be fully budgeted with the 2020 budget for the first time. Recommendation After reviewing these requests with each of the department heads and taking the status of the 2020 and 2021 budgets into consideration, I am making the following recommendations: 1. Include the Deputy Police Chief position in the 2020 budget effective July 1, 2020 2. Include the Police Officer position in the 2021 budget for now. 3. Approve the increase in the liquor store position for 2020 and replace the part time position in Finance. 4. Continue to observe the Fire Department response issues with the addition of the Deputy Fire Chief position in 2019 before making any decisions on the inclusion of full- time firefighters in 2021. 5. Include the Administration position in the 2021 budget effective January 1, 2021. My recommendations and the funding associated with these positions are included in the draft 2020 and 2021 budgets. If you have any questions, please let me know. Thank you for your time on this important matter. is -2- BUDGET REQUEST FOR PERSONNEL 2020 AND 2021 BUDGETS POSITION REQUESTED Deputy Chief of Police REQUESTED BY Chief of Police Gary Rutherford DEPARTMENT/BUSINESS UNIT Police Department 1050 Administration REPORTS TO Police Chief REQUESTED START DATE January 1,2020 FULL TIME OR PART TIME Full Time YEARS OF EXPERIENCE DESIRED 10 years overall,5 in a supervisory position IF THERE ISA 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: The Deputy Chief would be responsible for assisting the Chief of Police in all administrative matters and would be a clear second-in-command in the absence of the Chief. In addition to law enforcement specific requirements;this position requires experience in budget,fleet,technology,asset, professional standards,and personnel management principles and concepts. The Deputy Chief would also be the primary facilitator of internal communication processes to ensure the free flow of information both up and down the chain-of-command. Additionally,the Deputy Chief would be responsible for determining appropriate dispositions for internal complaints at the conclusion of any Internal Investigations. This would allow the Chief of Police to be the first layer of appeal in any disputed disciplinary matters. Discuss any services the department or division is currently unable to provide without the requested position: There are a significant number of JPA boards,committees,and workgroups that due to our lack of a second-in-command, require us to send sergeants to as department representatives. The department would be better represented,and its opinions given more weight,were the representative to be a member with command-level rank. Additionally, in the event of an extended absence by the Chief,a sergeant is currently placed in command. Giving one member of a bargaining unit authority over the remainder of the unit is not a good labor/management practice and is placing the assigned member in an awkward and difficult position. 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 demands placed on the Police Chief's time are extensive and growing. More and more police functions are being combined or managed by multiple agencies through JPAs. Every one of them requires that we be represented and the Chief simply can't be our representative on all of them. This KF R \ Ki. ...�.*'/ BUDGET REQUEST FOR PERSONNEL 2020 AND 2021 BUDGETS POSITION REQUESTED Police Officer REQUESTED BY Chief of Police Gary Rutherford DEPARTMENT/BUSINESS UNIT Police 1051 Patrol REPORTS TO Patrol Sergeant REQUESTED START DATE 2021 FULL TIME OR PART TIME FT YEARS OF EXPERIENCE DESIRED Entry Level IF THERE ISA 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: Entry level Patrol Officer responsibilities as outlined in the existing job description. Discuss any services the department or division is currently unable to provide without the requested position: Our current authorized strength for Patrol Officers is 13. Calls for service in 2018 increased by over 1,500 calls vs.2017. When you add the significant increase in calls to the existing and likely growing volume of authorized leave time(an average of over 300 hours per year per officer in 2016)to include vacation,sick,bereavement,comp time,required training,etc.,it becomes clear that we'll need to add an officer by then. Without the additional position,we will have to consider a reduction in non- essential services. 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 only two realistic alternative solutions would a reduction in non-essential services or reducing the optimal amount of time we try to target for preventative patrol from 33%of an officers'time to something less. Neither solution is desirable. Dedicating one third of an officers'time to preventative patrol allows them ample time to interact with the public, be a visible deterrent to crime,and engage in other community outreach opportunities. Cutting non-essential services is almost a non-starter in my opinion. Those services are often public outreach related or services the citizens appreciate and need(fingerprinting for example). BUDGET REQUEST FOR PERSONNEL 2020 AND 2021 BUDGETS POSITION REQUESTED Firefighter/Administrative Support/Fire Inspector(2) REQUESTED BY Justin Elvestad DEPARTMENT/BUSINESS UNIT 1060 REPORTS TO Deputy Fire Chief REQUESTED START DATE January 2020 FULL TIME OR PART TIME Fulltime YEARS OF EXPERIENCE DESIRED 3 IF THERE IS A GRANT FOR THE POSITION,WHAT Federal SAFER grants could be available,grant IS THE TERM OF THE GRANT period for 2020 is closed ANALYSIS Provide a brief overview of the responsibilities of the position requested: This position will be responsible for responding to all fire and medical emergencies during the daytime hours.Responsible for station duties,equipment maintenance,overseeing pump testing, ladder testing,and hose testing.Weekly equipment checks and maintenance as needed.Assist Fire Chief and Deputy Chief with state reporting and training records.Assist Deputy Chief with annual life safety inspections.Provide fire,life safety and CPR training to business within the community. Participate in weekly fire prevention/public education activities at schools and daycares. Discuss any services the department or division is currently unable to provide without the requested position: Currently equipment checks are done on a monthly basis,this would allow paid on call firefighters more time for required training.We provide fire prevention and education when requested by the community;this position would allow us to develop a public education program that is proactively meeting with the schools and daycares.We cannot insure a minimum staffing level of paid on call firefighters during the day.No fire,life safety and CPR training is being provided to the business community.No fulltime administrative support is budgeted through the fire budget. 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 are currently surveying firefighters on their availability to staff a daytime duty crew.Although many of the firefighters work another fulltime job during the daytime hours.Filling daytime shortages with current or future fulltime city staff could be discussed.Several staff members at city hall assist with administrative support when asked. 1 I would like to advocate for Cindy McMillen to become a full time management assistant to the liquor operations manager in Farmington. As you know,the liquor stores have been growing a lot year by year.With all that growth,it is necessary to have more support behind the scenes.Cindy currently works four hours a day at the liquor store.This is simply not enough time to get everything done that needs to be accomplished on a daily basis. Some of the things Cindy currently works include: She has taken on the account task of scanning and coding of all liquor,wine and beer invoices. This new job task can take up most of the four hours due to the work involved in the process. Once it is completed,and checks are run there is the task of verifying that all invoices are paid and in laser fiche. Cindy also verifies the statements on all liquor accounts,works with the accounting departments at liquor vendors to clear up all discrepancies,which is a timely process. Wine Club memberships have grown at the liquor stores,with the membership numbers getting bigger, the process for sending out renewal notices,wine club event invites and getting the information out to the membership regarding events has grown also. It takes more time to complete the tasks. Cindy has been increasing our exposure on the social media platform,as this grows,so does the marketing of products,creating events,etc. increase. Our social media,marketing and advertising has grown in the last year.The position just keeps growing with new tasks. Farmington Liquors would like to increase the presence of the stores with more events, and store functions. There is so much we can work on and plan if this position was full time and continue to grow this business. If Cindy cannot get all tasks/duties done in the four hours, it falls back on Blair and Dave to try and get it completed, but that is not always feasible due to their other responsibilities. Thank you for this consideration.The liquor operation is proud to of service to the city and the community and would like to do even more and grow in the future. I feel that this position is essential to the continued growth of the operation. Thank you, Blair Peterson, Liquor Operations Manager. 1 CITY oF 430 Third Si, Farmington, MN 55024 FARMINCTON 651-280-6800 FarmingtonMN.gov TO: Mayor, Councilmembers and City Administrator FROM: David McKnight, City Administrator& Teah Malecha, Finance Director SUBJECT: Future Projects and Funding DATE: July 8, 2019 INTRODUCTION Please see the attached memo. DISCUSSION NA BUDGET IMPACT NA ACTION REQUESTED NA ATTACHMENTS: Type Description D Cover Memo 2020 Budget and Future Projects CITY OF O 0430 Third St., Farmington, MN 55024 FARM I N GTO N © 651-280-6800 cp, FarmingtonMN.gov Date: June 27, 2019 To: Farmington City Council From: David McKnight, City Administrator RE: 2020 Budget and Future Projects The 2020/2021 budget and the 2019 city council priorities both require the city council to provide guidance on some potential projects for 2020 and beyond. This memo will serve as a reminder of the projects, estimated costs and likely funding sources for the projects. Projects Ice Arena Projects Phase One-Zamboni/Concession Stand Relocation $360,000 Phase Two-Locker Room Upgrades $1,650,000 Phase Three-Second Sheet of Ice $6,000,000 Rambling River Center Rambling River Center Plaza $800,000 Downtown Sidewalk Repair $750,000 Fire Department Ladder Truck(2021) $1,100,000* Engine One (2026) $1,100,000* *These are the costs estimated today to purchase the vehicles in 2021 and 2026. Jim Bell Park and Preserve Phase One Development $6,000,000 Liquor Stores Relocated Downtown Store (Misc. Costs) $100,000 Build New Pilot Knob Store $1,500,000 -1- i Public Works Fuel Station $150,000 Salt/Sand Storage Facility $250,000 Pavement Management Increased Street Maintenance Funding $300,000* Increased Trail Maintenance Funding $403,000* *In addition to what is included in the 2020 draft budget Building Maintenance Increased Building Maintenance Funding $264,000* *In addition to what is included in the 2020 draft budget General Fund Vehicles Increased General Fund Vehicle Funding $640,000* *In addition to what is included in the 2020 draft budget There may be other projects that are not included on this list that the city council may wish to include in future budgets. These can be discussed and added as a part of the 2020/2021 budget development process. Recommendations Based on the current financial position of the city and the city administrator's 2020 tax levy goal,the following recommendations are proposed for projects in 2020 and beyond. 1. Ice Arena ✓ Phase One-Complete in 2020. ✓ Funding sources: o $300,000 from Liquor Store Profits o $35,000 from the Arena Capital Fund o $25,000 from the Farmington Youth Hockey Association ✓ Phase Two-Complete in 2021 ✓ Funding Sources: o $1,650,000 from bonded debt o This would add approximately$198,000 in debt repayments to the tax levy each year for ten years (2021-2030) CITY OF 0 430 Third St., Farmington, MN 55024 FARM I NGTON © 651-280-6800 FarmingtonMN.gov ✓ Phase Three-TBD ✓ This project should be put to the voters in a future referendum 2. Rambling River Center ✓ This project should be scaled back to a parking lot renovation project in 2021 ✓ Funding sources: o $150,000 from the tax levy 3. Downtown Sidewalks ✓ This project is becoming more and more evident that something must be done. City staff is looking for guidance on this project. 4. Fire Department ✓ Ladder Truck-Purchase in 2021 with a combination of cash and debt. ✓ Funding sources: o $100,000 from Liquor Store Profits in 2021 o $120,000 from the tax levy in 2021 o $880,000 from debt issues in 2021 ✓ Engine One-Purchase in 2027 and start collect cash for the purchase in the years 2022-2027. ✓ Funding sources: o $220,000 from the tax levy each year from 2022 through 2027. 5. Jim Bell Park and Preserve ✓ Phase one development of the park should be discussed by the city council as a possible future referendum question. 6. Liquor Stores ✓ Staff recommends continuing to plan for a new future downtown location -3- ✓ Staff recommends hiring an architect to help develop the cost to build a future Pilot Knob store. 7. Public Works ✓ Complete the fuel station project in 2020 ✓ Funding source: o $150,000 from the Cable Franchise Fee Fund ✓ Complete the salt/sand storage project in 2021 ✓ Funding source: o $250,000 from the Cable Franchise Fee Fund 8. Pavement Management ✓ Continue to increase street maintenance funding in the annual budget from the tax levy and local government aid dollars. ✓ The 2020 draft budget includes$517,033 for pavement maintenance projects, up from $400,000 in 2019. The annual goal is around $810,000 in 2020 dollars. ✓ Continue to increase trail maintenance funding in the annual budget from the tax levy and local government aid dollars. ✓ The 2020 draft budget includes$110,000 for trail maintenance projects, up from $61,363 in 2019. The annual goal is around $510,000 in 2020 dollars. 9. Building Maintenance ✓ Continue to increase building maintenance funding in the annual budget from the tax levy and local government aid dollars. ✓ The 2020 draft budget includes$86,607 for building maintenance projects, up from $21,208 in 2019. The annual goal is around $350,000 in 2020 dollars. 10.General Fund Vehicles ✓ Use the revenue in the General Fund balance that is excess of the 40%goal at the end of 2018 to purchase General Fund vehicles in 2020. This is approximately $640,000 ✓ Future budgets need to work to get to an annual funding amount of approximately $650,000 to maintain our fleet and avoid bonding for larger scale purchases like fire engines. These are city staff recommendations,we look to the city council for discussion and direction on all of these items as a part of the 2020/2021 budget process.