11/23/1987 - City Council SpecialI
EAGAN CITY COUNCIL
SPECIAL MEETING
MONDAY, NOVEMBER 23, 1987
5:30 P.M.
�.Z 3 I. ROLL CALL/ADOPTION OF AGENDA
,•- II. JOINT BURNSVILLE/EAGAN CABLE COMMISSION
ITEMS
�. �r` 0 ✓ III. DISCUSSION OF PROPOSED 1988 UTILITY BUDGET
AND GENERAL FUND BUDGET UPDATE
IV. PROPOSED FEE SCHEDULE CHANGES FOR 1988
,494� rl V. OTHER BUSINESS
VI. ADJOURNMENT
MEMO TO: HONORABLE MAYOR & CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: NOVEMBER 20, 1987
SUBJECT: SPECIAL CITY COUNCIL MEETING
A special City Council meeting is scheduled for 5:30 p.m.,
Monday, November 23, 1987, to discuss the following items: I.)
Joint Burnsville/Eagan Cable Commission Items, II.) Discussion of
Proposed 1988 Utility Budget and General Fund Budget Update,
III.) Proposed Fee Schedule Changes for 1988, IV.) Other
Business.
Our Administrative Secretary, Karen Finnegan, has contacted each
of you indicated that Tom Creighton has a conflict for Monday
evening, however, was available to meet at 5:30 p.m. Please be
reminded that we will provide for a light lunch to be served
realizing that the meeting is occurring during the dinner hour.
I. JOINT BURNSVILLE/EAGAN CABLE COMMISSION ITEMS:
There are three (3) items for discussion under the heading of
Cable. The first item consists of a discussion by Tom Creighton
regarding the formation of a not-for-profit public access
corporation. A second item is to review the proposed 1988 Cable
Commission budget while the third item is to discuss the hiring
of a cable administrator replacement for Ralph Campbell. Both
Tom Creighton and Administrative Assistant Hohenstein, along with
Steve King, Assistant to the City Manager in Burnsville, have
been coordinating day-to-day operations and coordination of Joint
Commission meetings since Ralph Campbell resigned as Cable
Administrator.
Attached are copies of support data that will provide background
information on all three (3) of the aforementioned items.
II. PRESENTATION/DISCUSSION OF PROPOSED 1988 UTILITY BUDGET AND
RECAP OF PROPOSED GENERAL FUND BUDGET:
Enclosed is a copy of the proposed 1988 Utility Budget that
consists of Water, Sewer, and Streetlighting for calendar year
1988. Also enclosed is a recap of the proposed 1988 General Fund
budget. The attached memos provide a full explanation of the
Expenditures and Revenues proposed for the Utility budget and a
review of all final adjustments for the proposed General Fund
budget.
III. PROPOSED FEE SCHEDULE CHANGES
The Director of Finance is coordinating all fee schedule changes
for 1988. A list of those fee schedules will be presented at the
meeting on Monday.
IV. OTHER BUSINESS:
The City Administrator, if time permits, will provide a brief
update on the status of Fire Pension Fund negotiations, contract
negotiations with the Public Works maintenance group, a new
contract offer by the Police Department, and an update on the
status of lawsuits per direction of the City Council at the
November 17 meeting.
Also, as a reminder, the Mayor and all members of the City
Council are invited to the Municipal Legislative Commission
Regional Breakfast to be held on Wednesday, November 25, at the
Decathlon Club at 7:30 a.m. Attached is a copy of the MLC Policy
Statements that will be discussed at the that breakfast meeting.
City Administrator
3
MEMORANDUM
DATE: May 13, 1985 a—
TO: Burnsville/E(n Cable Communications Commission
FROM: Thomas D. Creighton, Legal Counsel
SUBJECT: Public Access Programming
The Commission has requested an analysis and
recommendation with respect to founding and managing a
public access cable effort. There are several alternatives
that must be considered and discussed so as to insure that
the purposes, goals, and proper organization and operation
of such an effort are achieved.
The analysis below begins with the background and
purposes of public access cable programming and our
recommendation as to the optimum entity, organizational
pattern, and management structure available to the
Commission. The discussion thereafter analyzes the major
issues facing the commission and various public access
alternatives and models, the pros and cons of various forms
of organization and management, and the practical
considerations associated with each.
Public Access Programming:
Purposes and Back round
Public access programming systems are created for the
purpose of making facilities and equipment for the produc-
tion of television programs available to the general public
for communication of educational, cultural, and community or
civic programming on channels made available by a commercial
cable company. Public access is guaranteed by the franchise
grant contract between the cable company and the local cable
commission. Programming is available to individuals and
groups who wish to use the public access facilities and
equipment for approved purposes. Advertising material de-
signed to promote the sale of commercial products or ser-
vices and endorsements of candidates for political office
are prohibited on any access channel under Federal Communi-
cations Commission Regulations. The activities of a public
access facility are funded in major part by the cable com-
pany with support from the franchise fee revenues. Addi-
tional sources of operating funds can include donations from
local businesses, as well as support from foundations, ser-
vice fees, and membership dues. Solicitation of monies.from
such sources is oftentimes essential for the facility to
break even on operations and to provide additional funds for
capital acquisitions and educational programs.
2
Public access revenue and support is spent for a number
of purposes. Although franchise grantees are ordinarily
required to provide trained staff and a certain dollar
amount of equipment for access programming, that which is
provided is usually a bare minimum needed to begin.opera-
tions. A workable public access system requires hiring
skilled administrative and program staff, purchase of addi-
tional equipment and providing for other ordinary and neces-
sary business expenses.
Organization Form and Management
Management of a public access facility can be
accomplished by one of four entities: (i) the cable
company, (ii) a local institution such as a library or
school, (iii) the cable commission itself, or (iv) a non-
profit corporation.
Cable Company Operation
Direct operation by the cable company is the least
desirable of the alternatives. The potential for and
appearance of a conflict of interest is unavoidable due to
the opposite purposes of each entity. The stated purpose to
operate and expend funds exclusively for educational,
cultural, community, and civic purposes is unlikely to be
fulfilled where operation of the public access facility is
left solely to the discretion of the commercial entity
contractually responsible for its funding. The Commission's
ability to supervise the operation of the facility would be
secondhand at best and would likely cause it to assume a
potentially adversarial role with the cable company. Such
conflicts are not to the benefit of the parties involved or
the general public, which the Commission and the access
facility seek to serve. Consideration of this issue alone
causes us to recommend against facility management by the
cable company.
Management by Local Institution
If management of the public access facility were
delegated to a local institution such as a library or a
school, the Cable Commission would be put in the difficult
position of monitoring another governmental or quasi -
governmental entity or abandoning its role in public access
programming entirely. Conflicts between the governmental
bodies concerning the use of funds, relations with the cable
company, content of programming, and operation of the access
facility could create a myriad of unintended and unnecessary
complications.
Establishing management responsibility in a governmental
subdivision would subject the public access facility to the
myriad of statutes and regulations which govern their
operation. The governing body would be subject to, among
other things, open meeting laws, the government data
practice act, statutory bidding procedures, and the public
employment labor relations act. Additionally, there would
be the additional burden of expenses imposed by governmental
pension plans or employee union contributions.
While donations to governmental entities are fully de-
ductible to the donor, the public perception of providing
funds to a governmental entity for governmental functions is
unlikely to draw a great deal of financial support. The
public will probably perceive such activities to be properly
supported, and perhaps already supported, by their tax
dollars. As a result, revenue and support from grants,
membership dues, and public contributions could be severely
restricted.
Management by Cable Commission
Direct management by the Cable Commission would assure
that the stated purpose of the public access facility would
be carried out. There would be no need to transfer monies
to another entity and the Commission would have strict con-
trol with respect to management and daily operational
activities. However, employees hired by the Commission to
assist in the operation of the facility would be government
employees and subject to all the benefits of that status.
The Commission management would be an integral part of the
political and governmental process which now governs other
matters within its purview. Additionally, all actions re-
lating to the public access facility would be subject to
governmental rules and regulations. Appeals for donations
from the public to the Commission for operation of the
facility are likely to go unheeded by individual or other
donors for the reasons stated above.
For management, operational, and political purposes, it
is clear that there must be a separation between the Cable
Commission and the public access, effort to insure that the
assigned and prescribed duties and purposes of each, re-
spectively, are achieved. Failure to recognize this dis-
tinction at the.outset could result in a commingling of
functions and purposes to the detriment of the public access
effort and the administrative/regulatory function of the
Commission.
Recommendation:
501(c)(3) Non -Profit Charitable Organization
The optimum organizational form of a public access
facility is one which has the following attributes:
(1) The facility is incorporated under state law
and is a separate and distinct entity from the
cable commission;
(2) the corporation is exempt from state and
federal taxation; charitable contributions or
gifts to the corporation are deductible by the
donor for federal and state income tax
purposes;
(3) such contributions or gifts are deductible at
A maximum percentage rate as allowed by the
Internal Revenue Code (deduction percentages
vary based on the type of donee organization);
(4) management of the corporation is responsible
and accountable to the cable commission;
(5) the corporation is such that members of the
general community can participate in the
public access corporation either as board
members or as donor members, thereby
encouraging broad public support of the
corporation's activities; and
(6) the organizational form minimizes the effect
of political and governmental considerations
and regulations, such as open meeting laws,
under which the organization must operate.
A 501(c)(3) non-profit charitable organization possesses
all of the attributes above, and presents very few func-
tional limitations as an entity separate from, but subject
to the indirect control of, the Cable Commission. Such an
organization is also capable and meant to be a base of broad
public support and community involvement. The stated pur-
pose of such a corporation would be to promote cultural,
educational, community or civic programming for broadcast
via public access channels of a commercial cable company.
The organization will accept applications from individuals
and groups who wish to produce programs for broadcast over
access channels. The corporation may collect a nominal fee
from persons who use its equipment and facilities; however,
every effort shall be made to assure that no application
will be denied because of an applicant's inability to pay.
The organization will receive most of its support from
government and foundation grants and contributions from 'the
general public. The corporation is informally affiliated
with, but does not control and is not controlled by, the
commercial cable television company.
The Internal Revenue Code provides tax exempt status for
so called "charitable" organizations under Section
501(c)(3). In the more precise terms of the statute, this
category of exempt entities includes those "organized and
operated exclusively for religious, charitable, scientific,
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A
literary, or educational purposes...." These entities also
qualify as organizations which allow donors the maximum
allowable charitable contribution percentage. A 501(c)(3)
tion is subject only to the statutory limitations that:
(1) No part of the net earnings of the
organization may inure to the benefit of any
private shareholder or individual;
(2) no substantial part of the activities may
consist of carrying on propaganda, or
otherwise attempting to influence legislation;
and .
(3) the organization may not participate in, or
intervene in, any political campaign on behalf
of any candidate for public office.
Additional limitations imposed by the rulings of the
Internal Revenue Service disallow use of the access facility
for programs that support or oppose specific legislation,
and it is advisable in instances where a particular view-
point is to be advocated, that the organization screen such
applications to insure that the programs will present a full
and fair exposition of the pertinent facts so as to permit
an individual or the public to form an independent opinion
or conclusion.
A charitable organization may also be classified as a
"foundation", and as such may be burdened, without loss of
exemption, with a special excise tax on its investment
income and to excise taxes on certain other transactions.
The distinction between a charitable organization and a
foundation is based on the percentage of revenue and support
provided from the public at large. Based on extensive re-
search, it is our opinion that the public access corporation
can be qualified as a tax exempt charitable organization
which is not a foundation.
Management of the access facility can be assumed by a
Board of Directors made up of the members of the Cable Com-
mission or their designates and additional members appointed
by the Board or the Cable Commission from the general pub-
lic, including the heads of various contributing organiza-
tions and/or individuals with extensive experience in cable
television and the visual arts. One member of the Board
should represent the grantee corporation holding the cable
television franchise. Based on the foregoing, such a Board
would be controlled and accountable to the Cable Commission
in that the majority vote for actions relating to the opera-
tion of the public access corporation could belong to mem-
bers of the Cable Commission. Additionally, the Commission
is affirmatively assisted by the other Board members who
will be able to articulate issues and concerns of the
general public and the franchise holders. As a result, the
Commissioners, in their role as Board members, will be in-
formed and can be directly responsive to the public and
private concerns expressed by its other governing members.
By establishing management responsibility in a Board of
Directors that is not part of a governmental subdivision,
the public access corporation is not subject to the myriad
of statutes and regulations which govern such political
9 -
entities. For example, the Board will not be subject to
open meeting laws, the government data practices act, statu-
tory bidding procedures, or the public employment labor
relations act. Additionally, the corporation will not be
burdened.with additional expenses imposed by government
pension plans or employee union contributions.
Separation of the governmental_ entity from the corporate
entity also serves to broaden the availability of public
support donations from local business, foundations, and the
general public. Donors are more likely to donate to an
independent, non-profit corporation which serves the public
interest rather than to a local government or political
subdivision or commission thereof. As a result, the organi-
zation's support will not be solely dependent on contribu-
tions from the cable company or the Commission and will
serve to involve the public directly in the corporation's
activities. To this end, we recommend that the corporate
structure include a non-voting membership made up of various
corporate and individual contributors similar to that pre-
sently used by the Public Broadcasting System. Membership
appeals can be solicited directly on the public access chan-
nel and by direct mail solicitation.
The foregoing analysis is based on federal and state
nonprofit statutes and regulations thereunder. The pre-
vailing rulings related to public access corporations over-
whelmingly favor non-profit tax exempt status for a corpora-
- 10 -
/3
tion dedicated to providing public access programming to
members of the general public for non-commercial, educa-
tional, cultural, and.community.or civic purposes. Accord-
ingly, the organization is exempt from federal and state
income tax under applicable sections of the Internal Revenue
Code and Minnesota statutes, respectively. Additionally,
because the organization is primarily funded by public con-
tributions, which includes the franchise fee grants in any
form, it will not be classified as a foundation and, as a
result, will avoid severe operating limitations and restric-
tions on the deductibility of donor charitable contribu-
tions.
Analysis of Issues
Funding
The major source of funding for public access
programming comes from the franchise grantee who is
required, among other. things, by contract to provide initial
seed money for start-up costs and continuing yearly grants
for operating expenses. However, it is understood and
anticipated that such funding will not be wholly adequate to
meet the actual costs of operation. Other sources of
financial support must be either earned through operation of
the facility or solicited from outside entities or
individuals. Typical examples include:
1. Local businesses such as large corporations
and professional firms;
2. local foundations or foundations established
to support public access facilities;
3. local, state, or federal governmental grants,
which will fund specific staff positions,
programs, or capital improvements;
4. membership dues;
5. program user fees;
6. contributions from the general public.
Solicitation of funds from business entities or founda-
tions usually requires the donee to submit a written grant
request. Information required to be submitted with the
grant request varies from organization to organization but
will ordinarily require written program descriptions, de-
scription of staff positions, biographies of existing staff,
operating budgets, and an evaluation method which measures.
results and how such will be reported to the grantor organi-
zation. Identifying and soliciting granting organizations
requires a well trained and experienced staff member or an
outside consultant.
Governmental grants may be available through programs
fostering employment or economic development. Substantial
savings of staff cost can be realized through use of pro-
grams such as CETA or the Minnesota Department of Labor's
MEED Program. Additionally, the federal government offers
an array of grants for specific purposes relating to the
performing arts and public programming.
Membership dues can be received from private and public
entities or individuals who wish to be members of the
organization and receive a special benefit from that
status. Typically, membership dues are established at sev-
eral different levels to allow potential contributors to
select the category which best suits their financial
bracket. In return, the member receives periodic reports
about the organization's activities, some recognition of
membership in the form of a certificate or card, or other
premiums which provide incentive for members to join. This
technique has been extremely effective for PBS and other
non-profit organizations.
Any fees charged to the users of public access programm-
ing can be charged on a sliding fee scale, according to
ability to pay. However, the facilities themselves and
associated equipment must be made available to residents for
no charge. Some facilities charge minimal fees for class
instruction so as to insure attendance.
Contributions from the general public, exclusive of
membership dues., can be directly solicited over the program-
ming channel. Rather than appealing for membership, the
entity appeals for contributions to allow it to continue its
activities. Several organizations, such as the Muscular
Dystrophy Foundation and PBS, have successfully used this
technique. Its main advantage is that the organization will
receive monies without having to provide something in re-
turn; thereby reducing the cost of charitable solicitation.
Donations to non-profit charitable organizations and
governmental units are deductible under the Internal Revenue
Code. A donor to one of these two structures may deduct
charitable donations to the maximum level allowed by law.
Donations to foundations are restricted by a percentage
limit. Donations to profit entities are not deductible.
Many foundations are restricted from granting monies to an
entity other than a non-profit organization. The general
public is in part motivated to make charitable contributions
on the basis of tax deductibility. To maximize revenue and
support from the sources outlined above, the access effort
must either be operated by a non-profit corporation or a
governmental unit. For other reasons, specified above, the
non-profit corporation model would seen to be the most de-
sirable.
Expenditures
Although the franchise grantee will provide a great deal
of equipment and staff for access programming, the corpora-
tion cannot depend on such to provide for adequate continu-
ing operation of the facility. The corporation may be re-
quired to spend additional funds for staff, additional
equipment (cameras, lights, studios, editing machines,
etc.), and ordinary and necessary business expenses such as
advertising, educational scholarships, grants, conferences
and seminars, and membership in local programming
associations. As a result, the facility must make careful
use of existing resources and its activities must be closely
monitored and controlled: (i) spending must be adequately
planned through the use of budgets and projections and
reviewed on a regular basis, (ii) the governing body must
establish short and long range plans for current and
proposed operations, (iii) capital expenditures must be
funded on a systematic basis in anticipation of changing
technology, obsolescence, or deterioration of existing
facilities and equipment, (iv) competent and reliable
administrative and program staff should be hired to run day-
to-day operations and to assist the Board and the Commission
in planning and evaluating the activities of the public
access facility, and (v) the actual results of operations
must be periodically compared with those projected.
Expenditures of funds imposes a fiduciary duty on all in
whose custody such funds are entrusted. The public access
facility will be required to be accountable to the
Commission, to state and federal regulatory agencies, its
granting organizations, its membership, and to its
contributors. Based on the foregoing, it is clear that a
public access programming facility must be managed and
controlled in a business -like manner, remain accountable to
its governing and governmental regulatory bodies, and
establish such procedural and administrative controls as
will -enable it to maintain and continue current and future
programming.
Process: Tax Exem t Status
If the Commission chooses to establish a 501(c)(3) tax
exempt, non-profit corporation to manage the public access
facility, the facility will be incorporated under Chapter
317 of the Minnesota Statutes as a non-profit corporation.
The initial Board of Directors will be members of the Cable
Commission. Additional Board members could be added by the
Commission to represent various aspects of the community as
such individuals became identified. By -Laws and appropriate
Board resolutions will be drawn and approved. Thereafter,
an application for exemption from income tax under the In-
ternal Revenue Code will be filed with the Internal Revenue
Service. Preparation of the application and the approval
process will take approximately five months. In the mean-
time, the corporation is allowed to operate as if it had
been granted the exemption and, if the exemption is granted,
exempt status is retroactive to the date of incorporation.
Once tax exempt status is granted by the Internal Revenue
Service, application is made for tax exempt status with the
Minnesota Department of Revenue. Under Minnesota law, tax
exempt status conferred upon a corporation by the Internal
Revenue Service automatically confers such status at the
state level.
M
R.11%F-
For Discussion Purposes
PROPOSED CABLE BUDGET AND
IMPLEMENTATION - POLICY ASSUMPTIONS
1. Franchise fees should only be used for cable -related expenses.
2. The city councils will be the final authority for the definition
of "cable -related expenses" and how franchise fees will be spent.
3. To carry out the purposes of the joint powers agreement, the
activities of the Cable Commission will be supported by adequate
budget appropriations from the franchise fees. For administrative
ease, this appropriation should continue to be shared on a 50% -
50% basis by the member cities.
4. In anticipation of future policy decisions and in recognition of its
unique subject matter, Local Programming expenditures should be dis-
tinguished from Cable Commission support expenditures and be.separ-
ately listed in another budget. Pending future policy decisions by
the city councils, implementation and oversight of this budget would
remain the responsibility of the Cable Commission. For administra-
tive ease, this budget appropriation should continue to be shared on
a 50% - 50% basis by the member cities.
5. Franchise fees not allocated to the joint funding of Cable Commission
or Local Programming budgets should be retained by the member cities
in trust accounts. The member cities could spend these retained
franchise fees on cable -related expenses that are of primary use/
benefit to each member city. Furthermore, cable -related property and
equipment that is for the primary use/benefit of one member city
should be owned, insured, accounted, maintained, and replaced through
that city's accounting and budgeting system.
6. The Cable Commission and Local Programming budgets should be prepared
by methods and in a format that are consistent with -the -practices of
the two member cities. To that end, the cable administrator/staff
member, (with the input and consultation of the Cable.Commission),
should prepare need -based budgets that are submitted.for review/
approval to the city manager/administrator and city councils in the
same time frame and in the same.manner as all other proposed depart-
mental budgets.
7. When preparing need -based Cable Commission and Local Programming
budgets,budgets, dollar amounts included for contingencies/reserve funds
should be consistent with the practices of the member cities.
Similarly, contingency/reserve funds should not be spent as a line
item..but instead, saved for emergency purposes, consistent with the
standards and practices of the member cities. Furthermore, the member
cities should be aware that special circumstances may arise that
necessitate additional appropriations in support of Cable Commission
or Local Programming functions and services.
V'
For- DiscussiOn D�•r hE]�^"�
8. With the councils' approval of the Cable Commission and Local
Programming budgets, the cities should fully fund the budgets at
the beginning of the budget year and rely upon the Cable Commission
to review and approve expenditure items --that are consistent with
the budgets. To bring better consistency with the practices of the
two cities, the preparation and payment of expenditures should be
processed through the city of Eagan's accounting system and be sub-
ject to its standards and procedures.
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11/9/87
Draft
CABLE COMMISSION BUDGET
EXPENDITURES
$ 18,200 PERSONAL SERVICES
t
$ 11,000 Admin. Salary (1/3 of total - balance in local
programming budget)
3,300 Admin. Benefits (1/3 of total)
3,000 City/Staff support wages (1/3 of total)
900 City/Staff support benefits (1/3 of total)
$ 35,650 OTHER CURRENT EXPENSES
$ 1,600 Office supplies
15,000 Professional Services
$ 7,500 Legal
2,000 Audit: General and Franchise Fees
- 3,000 Planning Facilitation
2,500 Other
750 Communication - postage/telephone
50 Advertising/publish (none)
9,150 Insurance
- $ 4,000 Liability insurance
5,000 Deductible for single occurrence
150 Bond
6,100 Travel, Schools,Conf erences,:'Meetings
Expenses (i.e., tuition/fees, travel,
lodging, meals)
$ 200 mileage/parking
5,400 conferences
500 meeting expenses
2,400 Board Member subscriptions
600 Membership dues
$ 300 CAPITAL OUTLAY
$ 300 Office furniture and equipment
$ 15,750 DEBT SERVICE
$ 15,750 repayment of advanced Franchise Fees
$ 3,500 RESERVE CONTINGENCIES
$ 73,400 TOTAL EXPENDITURES
713
11/9/87
Draft
LOCAL PROGRAMMING BUDGET
EXPENDITURES
$ 36,400 PERSONAL SERVICES
$ 22,000 Administrative Salary (2h of total - balance in Cable
Commission budget)
6,600 Administrative Benefits (2/3 of total)
6,000 City/Staff Support wages (2/3 of total)
1,800 City/Staff Support benefits (2/3 of total)
$ 49,100 OTHER CURRENT EXPENSES
$ 500 Tapes
23,000 Professional Services
- $ 7,500 Legal
- 13,000 Promotion/Advertising
- 2,500 Other
50 Legal Advertising/Notices
5,000 Insurance
5,000 Travel, Schools, Conferences, Meeting Expenses
- $ 400 Mileage/parking
3,600 Conferences
1,000 Meeting expenses
150 Membership dues
300 Videotape duplication
5,000 Production labor -municipal programming
100 Publications
10,000 Local Programming Grants/Subsidies
0 CAPITAL OUTLAY
0 DEBT SERVICE
4,300 RESERVE/CONTINGENCIES
89,800 TOTAL EXPENDITURES
2�
MEMORANDUM
TO: TOM HEDGES, CITY ADMINISTRATOR
FROM: JON HOHENSTEIN, ADMINISTRATIVE ASSISTANT
DATE: 11/11/87
SUBJECT: CABLE ADMINISTRATOR REPLACEMENT
Per your request, this memo will outline those issues anticipated
by staff to confront the Joint Cable Commission and its staff in
the immediate future.
In its work with the Cable Commission over the past two months,
it has become apparent to staff that many of the original reasons
for hiring a Cable Administrator have been resolved. For
instance, major portions of the initial service area have been
built, the system has been operational for several years with
relative success and the local studio has begun to produce a
certain amount of quality programming. However, many issues
remain unresolved and I believe that it is beyond the ability of
"part-time" staff to adequately serve the community and
Commission interests within the time available given other
duties.
I suggest this for two significant reasons. First, the system is
still growing apace with the growth of both communities and,
therefore, issues exist and arise related to line extensions,
service delivery, I -Net expansion, governmental programming and
the like. Second, there appears to be one, if not two or more,
major issues which will face the local Cable Commission in the
immediate future. The Company has already indicated that it
intends to request a modification of the current Local Access
function required by the franchise. If and when this matter is
resolved, there is a distinct possibility that the cable industry
may challenge other franchise provisions, including franchise
fees, as a result of federal cable deregulation.
The Local Access issue will likely require protracted
negotiations regardless of the course which the Cities and
Commission may choose. This is because the Hauser organization
is interested in divesting itself as entirely as possible from
local access programming. Therefore, regardless of whether the
Cities were to choose to stand on the franchise, establish a non-
profit organization or opt for municipal ownership, a substantial
time commitment will be necessary.
Hauser representatives would like to conclude negotiations as
early as next summer, but have yet to forward their formal
proposal to any of their commissions. As is the case with such
negotiations, it is probably more prudent to anticipate that they
will extend into the fall if not longer. Further, it will then
be necessary to oversee the early phases of the implementation of
any local access system which may result. Therefore, the Joint
Commission will probably have justifiable reason for full-time
staff for roughly twenty-four months from the receipt of the
Hauser proposal.
7*5
Not the least of the reasons to recommend the hiring of a full-
time Cable Administrator is that the present staff do not
currently have the excess capacity necessary to adequately staff
this function without adversely impacting other responsibilities.
As this situation does not present a problem of resources and
both cities can better apply their resources to other functions,
it is reasonable to consider refilling the Cable Administrator
position at the earliest practical date. If the permanence of
such a decision raises concerns, it may be appropriate to hire on
the basis of a fixed contract or sunset clause. In either case,
there appear to be adequate reasons to hire.
Please let me know if you have any questions in this regard.
Adronistrative Assistant
FM
MEMO TO: HONORABLE MAYOR & CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: NOVEMBER 16, 1987
SUBJECT: PROPOSED 1988 PUBLIC ENTERPRISE BUDGET
(WATER, SEWER AND STREETLIGHTING)
GENERAL COMMENTS
The proposed 1988 Public Enterprise Budget represents an increase
from the 1987 Budget due mainly to a significant increase in the
growth of our utility system. There is a proposal under Capital
in the Water Department Budget to construct a 4,000,000 gallon
reservoir at Lexington Avenue and Diffley Road at a cost of
$800,000.
The main increase in the sewer utility is waste removal which
represents a proposed amount to be paid to the Metropolitan Waste
Control Commission for the treatment of sanitary sewage.
There are two (2) new employees being recommended for the Utility
Division. The Director of Public Works is proposing a
maintenance employee to assist in the ever expanding sanitary
sewer and storm sewer preventative maintenance cleaning program.
This individual is also responsible for providing locations,
adjustments and the relocation of existing utilities as a part of
the increased construction that is occurring within the
community.
The other employee request is a sewer maintenance supervisor.
With the significant increase in the utility system, it is
becoming increasingly difficult to provide efficient daily
supervision, allocation of work assignments and evaluation of
required corrective and preventative measures with the existing
Utility Maintenance Supervisor/Water Treatment Plant Operator
position. According to the Director of Public Works, the
complexities of the Water Treatment Plant and the expansion of
the system with numerous wells, lift stations, pressure reducing
stations, booster stations, reservoirs, etc., has created enough
work load requiring a full-time supervisor/foreman to coordinate
the daily work activities necessary for the sanitary and storm
sewer systems.
The proposed operating budget for the water utility in 1988 is
$1,465,600. In addition to these costs of operation, capital
outlay totaling $938,380 is proposed as is a bond principal
payment of $125,000 and $116,000 for purchase of merchandise for
resale. Total disbursements, therefore, equal $2,644,980.
Projected water operating revenues equal $1,983,000.
The proposed operating budget for the sewer utility in 1988 is
$1,629,380. In addition to these costs of operation, capital
7,7
BUDGET MEMO
NOVEMBER 16, 1987
PAGE TWO
outlay totaling $89,870 is proposed as is a $2,100 charge for
interest due the MWCC. Total disbursements, therefore, equal
$1,721,350. Projected sewer operating revenues equal $2,066,600.
Non-operating revenues total $1,379,650 and $1,713,150 of total
revenues is dedicated to specific uses, therefore, not available
for operations.
WATER UTILITY
Supplies,_Repair and Maintenance:
For the most part, the operating supplies are now coordinated
within the Central Services fund. The reason for an increase in
the chemicals and chemical product account relates directly to
the increased water usage and industry standard application rates
for certain chemicals. The chemicals purchased include KMNO4,
fluoride and chlorine. Also included under Supplies and Repairs
is $5,000 for new landscaping which includes the Lexington Avenue
booster station, Cliff Road booster station, Royal Oaks pump
house and Ashbury Road pump house.
Other Chargesand services:
The professional services entitled "General" is a $2,000
expenditure required for water sample analysis by the Department
of Health. The engineering services include an expenditure for a
water rate study, general assistance, system operations and up-
grading, and a $500 amount for land survey of site expansion.
Again, certain expenditures are consolidated into the Central
Services account which includes account number 4371, entitled
"Electricity." The same is true for a portion of the gas service
identified as 4376. The $20,250 amount is required for the
treatment plant and well house heating.
Under Other Equipment Repair is an amount budgeted at $53,000
which includes the overhaul and repair of Well No.3's gas engine,
inspection and repair of Well No.5, replacement of muffler at
Well No.2, and dollars allocated for the repair of watermain
breaks. Building repair at $7,800 includes the reroofing of Well
No.2.
The line item expenditure for Interest in the amount $467,140 is
the City's bond obligation for the treatment plant.
Capital outlay:
Included in the Capital Outlay is a 25% allocation for land
acquisition in the amount of $27,500 for the expansion of the
Public Works maintenance grounds to include property immediately
to the west currently owned by Blue Cross of Minnesota. Also
included in the Capital Outlay is the second year of a five-year
zg
BUDGET MEMO
NOVEMBER 16, 1987
PAGE THREE
repayment schedule for the expansion of the Public Works
Maintenance Facility. As previously discussed, a 4,000,000
gallon reservoir at Lexington Avenue and Diffley Road in the
amount $800,000 is included. A third booster pump will be
required at the Lexington Avenue Station at $30,000. Smaller
equipment including a 3/4 -ton pickup truck, polymer chemical feed
system for the treatment plant (this equipment will allow for the
controlled rate of adding quantities at the treatment plant and
reduce the down time of the filtration/regeneration process.
The last item of equipment is a high -efficiency, general purpose
pump in the amount of $11,333.
SEWER UTILITY
supplies, Repair. and Maintenance:
The Supplies, Repair and Maintenance Account represents a small
expenditure and is essentially used for motor fuels, office
supplies and various cleaning products. The largest expenditures
include a $5,000 amount for the on-going manhole adjustment
program in addition to a history of repairs to existing pumps and
lift stations. Equipment parts and street maintenance materials
are also included for the repair of streets after street surfaces
are dug to correct a sewer line blockage.
other Charges and Services:
The Director of Public Works is proposing to continue a program
of televising a certain number of linear feet of sanitary sewer
line each calendar year. The amount of $6,000 will provide for
the televising of 30,000 linear feet at $.20 per linear foot of
sanitary sewer line. The $3,000 amount identified as engineering
includes $1,500 for a sewer rate study and $1,500 for general
engineering assistance.
The Metropolitan Waste Control Commission has submitted their
estimate for flow projects in 1988 which totals $1,338,428. This
is a proposed increase of $170,196 over the amount budgeted in
1987.
The Director of Public Works has also budgeted for an on-going
root control program, repairs to sewer structures and lift
stations, a new program of sealing infiltration and inflow and
for tree removal over older sewer lines.
Capital_ outlay:
Included in the Capital Outlay is a 25% allocation for land
acquisition in the amount of $27,500 which again represents the
acquisition of Blue Cross property immediately to the west of the
Public Works maintenance garage. Repayment #2 for the Public
z?
BUDGET MEMO
NOVEMBER 16, 1987
PAGE FOUR
Works Facility is budgeted at $39,700, which is the same amount
allocated by the Water Utility budget. Additional capital
requests consist of the Sewer Department's portion of the 3/4 ton
pickup truck and a 6 -inch pump.
STREETLIGHTING
In recent years the City has required the installation of
residential street lighting in all new subdivisions. The City
has an arrangement whereby the developer and utility company
install all streetlight standards as a part of the development
agreement and once the subdivision is turned over to the City for
perpetual maintenance, a bill is received from the power
companies for electricity consumed from residential streetlights.
The City has a policy to bill back the actual cost for the
electrical consumption and a small fee for administration. The
total for streetlighting is estimated at $56,600 in 1988 for this
service.
SUMMARY
In summary, the Water and Sewer Utility budget includes two (2)
new employees: a sewer maintenance supervisor/foreman to be
funded 100% under Sewer Utility and a full-time utility
maintenance employee to be funded 80% Water Utility and 20% Sewer
Utility.
Capital Items include the acquisition of approximately five acres
from Blue Cross, the repayment of consolidated debt obligation
for the new Public Works garage facility, two (2) small vehicles,
a high efficiency, general purpose pump and the largest expense
being a new 4,000,000 gallon water reservoir with pumping station
in excess of $800,000.
A permanent transfer in the Water Utility to the General Fund is
proposed at $215,200 while the transfer in the Sewer Department
is $107,600. This transfer includes an allocation of funds for
the Central Services operation which includes electricity,
cleaning supplies and the general maintenance of the Public Works
garage facility. Also included in the permanent transfer are
salaries for clerical and supervisory employees accounted for in
the General Fund and computer costs for utility billing.
The manpower, capital equipment needs and other operating budget
increases are due to the expansion of the utility system caused
by rapid community growth. The City has added many miles of
infrastructure which require monitoring and maintenance on an on-
going basis.
City Administrate ��
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WATER & SEWER
Personnel 1985 1986 1987 1988
Utility Maintenance Supervisor/
Water Plant Operator 1 1 1 1
Sewer Maintenance Supervisor 1
Maintenance Workers 7 7 g 9
Secretary 1/2
8 8 9 1/2 11
All personnel costs for years 1985 through 1987 were allocated 80% to water
and 20% to sewer for budgeting purposes which approximates actual experience.
In 1988, the secretarial position was transferred to the new Central Services
Maintenance Department in the General Fund. For 1988, the Utility Maintenance
Supervisor/Water Treatement Plant Operator is budgeted 100% in the Water
Department and the Sewer Maintenance Supervisor is budgeted 100% in the Sewer
Department. The nine maintenance workers are again allocated 80% to water and
20% to sewer. Other administrative and supervisory personnel related to the
public utilities are budgeted in the Public Works/Engineering Department.
Maintenance facility clerical personnel are budgeted in the Central Services
Maintenance Department and utility billing personnel are budgeted in the
Finance/City Clerk Department.
3�
CAPITAL OUTLAY - 1988
Water
),s
Maintenance Site Expansion Land
Maintenance Facility Expansion
Lexington Avenue Reservoir
Water Treatment Plant Irrigation System
Lexington Avenue Booster Pump
Chemical Feed System - Treatment Plant
Gas Weed Trimmer
Sewer
Maintenance Site Expansion Land
Maintenance Facility Expansion
3/4 Ton Pick Up Truck
Combined
3/4 Ton Pick Up Truck (2/3 Water & 1/3 Sewer)
6" Pump (2/3 Water & 1/3 Sewer)
E10
$27,500
39,700
800,000
12,500
30,000
7,000
350
$27,500
39,700
12,000
$15,000
17,000
$917,050
$ 79,200
$ 32,000
$1,028,250
41
PUBLIC UTILITIES
COMPARATIVE SUiyMARY OF REVENUES
ACTUAL
ACTUAL
BUDGET
Y.T.D.
BUDGET
1985
1986
1987
9-30-87
1988
OPERATING REVENUES:
61 WATER
Service Charges
$1,259,675
$1,378,920
$1,400,000
$1,308,735
$1,790,000
Connection Permits
11,525
12,710
8,000
7,710
14,400
Penalties
13,166
15,500
14,000
30,303
17,900
Sale of Materials and
Meter Charges
100,335 112,134
92,000
76,110
148,000
Other
8,491
34,942
9,700
11,875
12,700
TOTAL
$1,393,192
$1,534,206
$1,523,700
$1,414,733
$1,983,000
62 SEWER
Service Charges
$1,447,547
$1,631,205
$1,650,000
$1,429,371
$2,030,000
Connection Permits
11,630
12,750
8,000
7,772
14,400
Penalties
19,749
21,656
16,500
15,454
20,300
Other
2,185
3,424
700
2,395
1,900
TOTAL
$1,481,111
$19669,035
$1,675,200
$1,454,992
$2,066,600
63 STREET LIGHTING
Service Charges
$28,583
$42,162
$65,200
$40,572
$56,600
TOTAL
$28,583
$42,162
$65,200
$40,572
$56,600
TOTAL OPERATING
$2,902,886
$3,245,403
$3,264,100
$2,910,297
$4,106,200
REVENUES
=------------------------------------------------------
---------------------------
41
$2,529,894 $2,640,815 $1,486,280 $1,288,196 $1,713,150
ACTUAL
ACTUAL
BUDGET
Y.T.D.
BUDGET
1985
1986
1987
M 1 -
9-30-87
1988
NON -OPERATING REVENUES:
Special Assessments
Interest
$2,215
$6,704
$7,300
$11,306
$12,900
Interest on Investments
572,513
651,612
450,000
0
600,000
Interest on Current Value
and Debt Service Credit
33,139
30,660
29,000
0
28,000
Sale at City Property
1,600
0
0
0
0
Connection Charges 1,137,438
1,214,395
420,000
490,937
540,750
Connection Charge Water
Treatment Plant
370,260
381,325
140,400
215,784
198,000
TOTAL NON-OPERATING
REVENUES $2,117,165 $2,284,696
$1,046,700
$718,027
$1,379,650
GRAND TOTAL REVENUES $5,020,051
$5,530,099
$4,310,800
$3,628,324
$5,485,850
DEDICATED REVENUES - NOT
AVAILABLE FOR OPERATIONS
Connection Charges $1,137,438
$1,039,823
$420,000
$490,937
$540,750
Water Treatment Plant
Debt Service Surcharge
278,528
356,324
250,000
312,969
325,000
Connection Charges
370,260
381,325
140,400
215,784
198,000
Water System Renewal
and Replacement
122,792
134,929
115,570
111,519
130,000
Sewer System Renewal
and Replacement
93,630
93,264
85,910
77,587
95,000
Interest Earnings:
Water Treatment
Plant D.S.
259,465
236,800
250,000
0
200,000
Water System Renewal
and Replacement
66,683
65,558
70,000
0
70,000
Sewer System Renewal
and Replacement
73,098
75,344
75,000
0
75,000
Municipal Garage
Expansion
128,000
100,000
79,400
79,400
79,400
$2,529,894 $2,640,815 $1,486,280 $1,288,196 $1,713,150
PUBLIC UTILITIES
DETAIL OF REVENUES
ACTUAL ACTUAL BUDG*Ty- Y.T.D. BUDGET
1985 1986 1987_ 9-30-87 1988
Operating Revenues
61 WATER
3711
Water Sales
$1,259,675
$1,378,920
$1,400,000
$1,308,735
$1,790,000
3713
Water Connection
$300
$562
$200
0
$100
3719
Permits
11,525
12,710
8,000
7,710
14,400
3712
Water Penalties
13,166
15,500
14,000
10,303
17,900
3716
Sale of Property -
3744
Sewer Customer
Meters
100,290
112,104
92,000
75,863
148,000
3718
Sale of Property -
110
70
0
160
100
3920
Other
45
30
---
247
0
Other
Subtotal
$1,384,701
$1,519,264
$1,514,000
$1,402,858
$1,970,300
3714
Water Customer
3741
Sewer Service
Service Taps
$300
$562
$200
0
$100
3719
Water Turn -Off
Permits
11,630
12,750 8,000
and On Fees
1,587
4,954
3,500
$4,232
5,000
3720
Water Bill
3744
Sewer Customer
Collection Fees
4,525
6,931
5,000
5,489
6,000
3721
Hydrant Permits
110
70
0
160
100
3920
Refunds/Reimbursements-
Other
985
Other
1,969
2,425
1,000
1,994
1,500
Total Other $8,491 $14,942 $9,700 $11,875 $12,700
Total Water Operating
Revenues $1,393,192 $1,534,206 $1,523,700 $1,414,733 $1,983.000
62
SEWER
3741
Sewer Service
$1,447,547
$1,631,205 $1,650,000
$1,429,371
$2,030,000
3743
Sewer Connection
Permits
11,630
12,750 8,000
7,772
14,400
3742
Sewer Penalties
19,749
21,656 16,500
15,454
20,300
3744
Sewer Customer
Svc. Taps
1,000
800 500
200
200
3822
Equipment Rental
200
200 200
200
200
3920
Refunds/Reimbursements-
Other
985
2,424 0
11995
1,500
Total Sever Operating
Revenues
$1,481,111
$1,669,035 $1.,675,200
$1,454,992
$2,066,600
ACTUAL ACTUAL BUDGET Y.T.D. BUDGET
1985 1986 1987 9-30-87 1988
63 STREET LIGHTING
3771 Service Charges $28,583 $42,162 $65,200 $40,572 $56,600
Total Street Lighting
Operating Revenues $28,583 $42,162 $65,200 $40,572 $56,600
Total Operating
Revenues $2,902,886 $3,245,403 $3,264,100 $2,910,297 $4,106,200
NON-OPERATING REVENUES
3812
Interest on Special
$11,306
Assessment
$2,215
3810
Interest on
600,000
30,660
Investments
572,513
3814
Interest on MWCC
33,139
3840
Sale of City
1,214,395
420,000
Property
1,600
3865
Connection
215,784
198,000
Charges
1,137,438
3868
Connection Charge
Water
Treatment Plant
370,260
$6,704
$7,300
$11,306
$12,900
651,612
450,000
0
600,000
30,660
29,000
0
28,000
0
0
0
0
1,214,395
420,000
490,937
540,750
381,325
140,400
215,784
198,000
Total Non -Operating
Revenues $2,117,165 $29284,696 $1,046,700 $718,027 $1,379,650
GRAND TOTAL REVENUES $5,020,051 $5,530,099 $49310,800 $3,628,324 $5,485,850
4�(
PUBLIC UTILITIES
COMPARATIVE SUMMARY OF EXPENSES
ACTUAL ACTUAL BUDGET Y.T.D. BUDGET
1985 1986 1987 9-30-87 1988
61 WATER
Personal Services $203,043 $218,405 $275,450 $160,994 $307,200
Supplies, Repairs, and
Maintenance 70,257 64,775 73,510 48,784 80,480
Other Services and
Charges 907,140 1,074,034 984,550 645,148 1,077,920
Total Excluding
Depreciation Expense
$1,180,440
$1,357,214
$1,333,51.0
$854,926
$1,465,600
Depreciation Expense
331,625
469,015
360,000
0
500,000
Total Including
Depreciation Expense
$1,512,065
$1,826,229
$1,693,510
$854,926
$1,965,600
62 SEWER
Personal Services
$35,832
$55,598
$82,790
$61,167
$115,040
Supplies, Repairs, and
Maintenance
9,827
15,474
14,240
15,850
15,940
Other Services and
Charges
108,971
187,353
129,490
124,352
159,970
Metropolitan Waste Control
Commission Charges
972,670
1,157,446
1,168,230
867,175
1,338,430
Total Excluding
Depreciation Expense
$1,127,300 $1,415,871
$1,394,750
$1,068,544
$1,629,380
Depreciation Expense
322,204
268,869
350,000
0
350,000
Total Including
Depreciation Expense
$1,449,504
$1,684,740
$1,744,750 $1,068,544
$1,979,380
446
61 WATER
Actual
Actual
Budget
Budget
1985
1986
1987
1988
------------
OPERATING EXPENSES
------------
------------
------------
------------------
Personal Services $ 203,043
$ 218,405
$
275,450 $
307,200
Supplies, Repair & Maint 70,257
64,775
73,510 -
80,480
Other Charges & Services 907,140
------------
1,074,034
984,550
1,077,920
Total Excluding
------------
------------
------------
Depreciation Expense $ 1,180,440
$ 1,357,214
$
1,333,510 $
1,465,600
Depreciation Expense 331,625
------------
469,015
360,000
500,000
Total Including
------------
------------
------------
Depreciation Expense $ 1,512,065
$ 1,826,229
$
1,693,510 $
1,965,600
Account
PERSONAL SERVICES
4110 Salaries & Wages - Regular
-----------------
$ 224,530
4112 Overtime - Regular
19,200
4130 Salaries & Wages - Temporary
7,680
4140 Accrued Retirement Benefits
29,570
4150 Accrued Insurance Benefits
26,220
$ 307,200
SUPPLIES, REPAIR &
MAINT
------------------------
4210 Office Supplies
$ 300
4211 Printed Material
550
4220 Operating Supplies - General
600
4221 Motor Fuels
9,400
4222 Lubricants and Additives
2,700
4223 Cleaning Supplies
200
4224 Clothing & Personal Equip
1,330
4225 Shop Materials
400
4226 Chemicals & Chemical Prod
30,000
4230 Repairs & Maint
18,000
4231 Equipment Parts
7,000
4232 Tires
800
4233 Building Repairs
800
4234 Street Maint Materials
2,000
4235 Landscape Material & Supplies
5,000
4236 Signs & Striping_ Material
600
4240 Small Tools
800
$ 80,480
61 WATER (Continued)
OTHER CHARGES & SERVICES
4310
------------------------
Prof Services - General
$ 2,000
4312
Prof Services - Engineering
8,500
4314
Prof Services - Auditing
3,500
4321
Postage
5,000
4322
Telephone
1,300
4350
General Printing & Binding
500
4360
Insurance
30,380
4375
Electricity-Well/Booster St
250,000
4376
Gas Service
20,250
4379
Waste Removal
200
4381
Auto Equipment Repair
1,000
4382
Other Equipment Repair
53,000
4383
Building Repair
7,800
4384
Streets Repair
3,000
4386
Communication Syst Mtn
600
4393
Machinery & Equip Rental
700
4395
Protection Service Rent
3,500
4410
Miscellaneous
400
4411
Conferences & Schools
2,050
4412
Dues & Subcriptions
1,000
4413
Licenses/Permits/Taxes
800
4415
Reference Material
100
4417
Interest
467,140
4710
Permanent Transfer
215,200
-----------
$ 1,077,920
------------
Total Operating Excluding Depreciation
$ 1,465,600
NON-OPERATING DISBURSEMENTS
---------------------------
CAPITAL OUTLAY
4510
--------------
Land & Land Improvements
$ 27,500
4520
Buildings
839,700
4530
Other Improvements
12,500
4540
Machinery & Equipment
37,000
4570
Other Equipment
350
4580
Mobile Equipment
21,330
$ 938,380
OTHER
2310
Bond Payment (Principal)
$ 125,000
4840
Merchandise for Resale
116,000
-----------
$ 241,000
------------
Total Non -Operating
$ 1,179,380
62 SEWER
Actual
Actual
Budget
Budget
1985
1986
1987
1988
------------
OPERATING EXPENSES
------------
------------
------------
------------------
Personal Services $ 35,832
$ 55,598
$
82,790
$
115,040
Supplies, Repair & Maint 9,827
15,474
14,240
15,940
Other Charges & Services 108,971
187,353
129,490
159,970
Metropolitan Waste Control
Commission Charges 972,670
------------
1,157,446
1,168,230
1,338,430
Total Excluding
------------
------------
------------
Depreciation Expense $ 1,127,300
$ 1,415,871
$
1,394,750
$
1,629,380
Depreciation Expense 322,204
------------
268,869
350,000
350,000
Total Including
------------
------------
------------
Depreciation Expense $ 1,449,504
$ 1,684,740
$
1,744,750
$
1,979,380
Account
PERSONAL SERVICES
-------
4110 Salaries & Wages - Regular
-----------------
$ 78,860
4112 Overtime - Regular
4,800
4130 Salaries & Wages - Temporary
7,680
4140 Accrued Retirement Benefits
10,740
4150 Accrued Insurance Benefits
12,960
$ 115,040
SUPPLIES, REPAIR &
MAINT
------------------------
4220 Operating Supplies - General
$
200
14221 Motor Fuels
2,800
4222 Lubricants and Additives
250
4224 Clothing & Personal Equipment
690
4226 Chemicals & Chemical Prod
500
4230 Repair & Maint Supplies
5,000
4231 Equipment Parts
3,000
4232 Tires
400
4234 Street Maint Materials
2,000
4236 Signs & Striping Material
700
4240 Small Tools
400
$ 15,940
m ig
62 SEWER (Continued)
OTHER CHARGES & SERVICES
------------------------
4310
Prof Services - General
4312
Prof Services - Engineering
4314
Prof Services - Auditing
4321
Postage
4360
Insurance
4374
Electricity - Lift Station
4381
Automotive Equipment Repair
4382
Other Equipment Repair
4384
Streets Repair
4386
Communication System Maint
4393
Machinery & Equipment Rental
4395
Protection Service Rent
4411
Conferences & Schools
4412
Dues & Subcriptions
4413
Licenses/Permits/Taxes
4710
Permanent Transfer
METROPOLITAN WASTE CONTROL COMMISSION
-------------------------------------
4379 Waste Removal
Total Operating Excluding Depreciation
NON-OPERATING DISBURSEMENTS
---------------------------
4510 Land & Land Improvements
4520 Buildings
4580 Mobile Equipment
4417 Interest on MWCC
Total Non -Operating
CAPITAL OUTLAY
--------------
�i
OTHER
6,000
3,000
3,500
4,500
.6, 220
7,000
500
18,000
1,000
400
200
850
1,000
50
150
107,600 $
159,970
$ 1,338,430 $ 1,338,430
------------ ------------
$ 1,629,380
$ 27,500
39,700
22,670
$ 89,870
$ 2,100 $ 2,100
----------- -----------
$ 91,970
63 STREET LIGHTING
OPERATING EXPENSES
------------------
Other Charges & Services
Total Excluding
Depreciation Expense
Depreciation Expense
Total Including
Depreciation Expense
Actual Actual Budget Budget
1985 1986 1987 1988
-------- ------------ ------------ ------------
$ 28,347
$
38,586
$
53,500 '
$
56,600
------------
$ 28,347
------------
$
38,586
------------
$
53,500
------------
$
56,600
------------
$ 28,347
------------
------------
------------
$
------------
------------
38,586
------------
$
------------
------------
53,500
------------
$
------------
------------
56,600
Account OTHER CHARGES & SERVICES
------- ------------------------
4372 Electricity - Street Lights
Total Operating Excluding Depreciation
140
$ 56,600 $ 56,600
----------- -----------
$ 56,600
MEMO TO: HONORABLE MAYOR & CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: NOVEMBER 19, 1987
SUBJECT: RECAP/PROPOSED 1988 GENERAL FUND BUDGET
The General Fund Budget was reviewed by the City Council in
workshop sessions both in August and September with a final
revised 1988 budget for all general fund expenditures established
at $8,652,100. In addition to that amount, the Council agreed to
a one (1) year equipment certificate or a capital equipment
totaling $357,000. The equipment certificate amount includes an
expenditures of $200,000 for the radio communications equipment.
Revenues proposed for 1988 also include an amount equal to
$81,652,100. At the October 61 1987 City Council meeting, the
property tax certification was based on an amount required to
generate dollars for the aforementioned budget amount.
Since the 1988 budget will be ratified at the December 17, 1987,
City Council meeting and this office needs to prepare the final
document, it seemed appropriate to recap the action that was
taken by the City Council at the last work session held on
September 13. The budget amount of $8,652,100 provides for all
the following changes: 1) The space needs analysis study was
reduced from $15,000 to $5,000. 2) The position of Community
Development Director is budgeted for April 1 instead of January
1, 1988, generating a savings of approximate $14,490. 3) The one-
half custodian position was eliminated for 1988, generating a
budget reduction of $8,110. 4) The position of full-time fire
chief was also eliminated for the balance of calendar year 1988
which provided a budget reduction of $29,090. 5) The Clerk
Typist for the Fire Department was increased from half-time to
full-time at a budget increase of $7,220. 6) Capital equipment
that was eliminated by the City Council included a paver/grinder
at $45,000, a sign truck at $26,000 and a street sweeper at
$90,000 for a total budget reduction of $161,000. 7) The
contingency account was increased by $1,470.
In summary, the total budgetary reductions were $214,000.
The Civil Defense/Emergency Preparedness Department has been
combined with the Police Department budget which is recommended
by the City Administrator and concurred with by the City Council.
In summary, enclosed for your review are individual department
budget pages as they will appear in the final budget document.
Also enclosed for your review are budget summaries for
expenditures and revenues. As previously stated, this office
needs to finalize the general fund for purposes of preparing the
final budgetary document for presentation at the December 17,
1987 meeting. If there are any questions that any member of the
51
RECAP MEMO
NOVEMBER 19, 1987
PAGE TWO
City Council has and would like any additional information for
the meeting on Monday evening, please feel free to contact this
office at any time.
City Administra{ or
cc: E. J. VanOverbeke, Director of Finance
TLH/kf
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A
GENERAL FUND
COMPARATIVE SUMMARY OF REVENUE
6V
Budget
1988
$ 4,771,640
61,050
930,130
1,343,470
509,680
74,650
144,000
163,200
654,280
------------
$ 8,652,100
Actual
Actual
Budget
Description
-------------------------
1985
------------
1986
------------
1987
------------
General Property Taxes
$ 2,738,983
$ 3,217,876
$ 3,988,600
Licenses
66,169
70,996
68,140
Permits
914,181
9979566
7839120
Intergovernmental Revenue
1,045,325
1,161,343
1,312,670
Charges for Services
471,380
492,666
434,400
Recreation Charges
479760
549571
56,750
Fines & Forfeits
92,560
112,258
95,000
Miscellaneous Revenues
145,247
268,468
73,900
Refunds & Reimbursements
526,303
592,627
479,050
Transfers
-
-
98,000
TOTAL GENERAL FUND
------------
$ 6,047,908
------------
$ 6,968,371
------------
$ 7,389,630
6V
Budget
1988
$ 4,771,640
61,050
930,130
1,343,470
509,680
74,650
144,000
163,200
654,280
------------
$ 8,652,100
GENERAL FUND
DETAIL OF REVENUES
Actual Actual Budget Budget
----11985 1986 1987 1988
-8---- ------b----- ----------- ---------
GENERAL PROPERTY TAXES
3011
Ad Valorem Taxes -Current
$ 2,571,392
$
2,977,451
$
3,664 400
$
4,340,090
3015
Fiscal Disparities
167,591
------------
240,425
324,200
431,550
$ 2,738,983
------------
------------
$
------------
3,217,876
------------
$
------------
3,988,600
------------
$
------------
4,771,640
LICENSES
3110
Liquor
$ 39,907
$
47,667
$
40,700
$
44,400
3111
Beer
3,098
3,130
2,940
3,040
3112
Cigarette
1,927
950
1,750
1,880
3113
Mechanical
3,350
1,475
3,120
-
3114
Vending
50
-
_
_
3115
Garbage & Rubish Hauling
1,045
940
980
980
3116
Kennel
90
75
100
100
3117
Dog
7,807
9,619
9,200
9,200
3118
Amusement
1,225
1,250
1,750
1,450
3119
Gambling/Bingo/Raffle
45
10
-
-
3120
Contractor
7,600
5,875
7,500
_
3130
Other
25
5
100
_
------------
$ 66,169
------------
------------
$
------------
70,996
------------
$
------------
68,140
------------
$
------------
61,050
PERMITS
3210
Building
$ 684,266
$
663,091
$
603,750
$
700,000
3211
Electrical
92,039
142,891
75,400
91,000
3212
Plumbing
46,576
67,931
37,700
54,000
3213
Mechanical
66,120
94,427
56,400
63,000
3214
Sign
9,209
14,585
2,500
9,000
3215
Trailer
175
125
170
150
3216
Well
40
10
50
50
3217
Cesspool
40
-
50
50
3219
Excavating
9,901
8,850
3,000
6,250
3220
Condition Use/Special Permit
3,625
2,850
2,600
3,130
3221
Water Softener
695
1,341
600
600
3222
Utility
1,170
1,030
600
2,000
3224
Public ROW Constr
40
255
-
400
3230
Other
285
------------
180
300
500
$ 914,181
------------
------------
$
------------
997,566
------------
$
------------
783,120
------------
$
------------
930,130
65
INTERGOVERNMENTAL REVENUE
3340
State Grants
3345
Local Government Aid
3347
Homestead Credit
3348
MSA Maintenance
3351
Police Town Aid
3352
Police Training Aid
3354
Trail Maintenance
3355
Bldg Permit Surcharge Reb
CHARGES FOR SERVICES
3411
Variance Fees
3412
Platting Fees
3413
Rezoning Fees
3414
Property Splitting Fees
3415
Returned Check Fee
3416
I.R.B. Bond Appl Fee
3417
Dog Impound & Kennel Fee
3418
Election Filing Fee
3419
Burglar Alarm Fees
3421
Public Safety Fees
3422
Plan Checks
3423
PD Review
3424
Multi -Housing Rev Bd App
3425
Assessment Search
3426
Engineering Priv Dev Mgmt
3427
Engineering Service
3428
Engineering Sign/Lt Admn
3429
Tax Inc Financing Appl
3430
Sale of Printed Material
3440
Other Fees & Charges
3445
Permit Surchage
3446
Admin Fee on SAC
RECREATION CHARGES
------------------
Recreation Fees
GENERAL FUND
DETAIL OF REVENUES
Actual
Actual
Budget
Budget
1985
-----------
1986
-----------
1987
-----------
1988
-----------
$ -
$ -
$ .-
$ 23,250
281,323
315,094
333,350
332,920
617,122
717,988
810,500
822,000
37,485
37,305
39,000
39,000
72,203
86,825
81,200
122,550
4,075
4,131
3,620
3,750
398
-
-
_
32,719
-
45,000
_
$ 1,045,325 $ 1,161,343 $ 1,312,670 $ 1,343,470
----------- ----------- ----------- -----------
$ 1,350
$ 1,450
$ 1,250
$ 1,750
18,866
24,773
20,600
21,100
2,500
7,702
5,000
5,000
380
_
_
_
18
167
50
300
1,500
-
_
_
29759
2,304
2,500
2,500
35
-
_
_
4,409
7,429
5,000
5,850
2,328
4,975
2,000
3,000
337,531
323,263
301,250
350,000
525
136
250
380
1,000
_
_
_
13,291
36,143
15,000
20,000
18,088
51,405
38,000
69,500
38,418
-
22,500
_
7,327
9,033
6,750
13,000
500
_
_
_
6,278
8,837
5,000
6,000
615
1,226
1,000
1,000
1,555
2,010
1,250
1,300
12,107
------------
11,813
7,000
9,000
$ 471,380
------------
------------
$ 492,666
------------
------------
$ 434,400
------------
------------
$ 509,680
------------
$ 47,760 $ 54,571 $ 56,750 $ 74,650
------------ ------------ ------------ ------------
$ 47,760 $ 54,571 $ 56,750 $ 74,650
------------------------------------------------
FINES & FORFEITS
----------------
3610 Court Fines & Forfeits
MISCELANEOUS REVENUES
3810
Interest on Investments
3811
Special Assmt-Principal
3812
Interest on Assessments
3821
Building Rent
3823
Land Rent
3840
Sale -of City Property
3842
Lapel P -ins
3843
History/City Celebration
3847
Clocks
3848
History Books
3849
Lone Oak Tree
3850
Contributions & Donations
3880
Other Revenue
REFUNDS & REIMBURSEMENTS
3910 Proj Administration
3911
Central Services Mtn - PU
3912
Water Administration
3913
Sewer Administration
3914
Insurance
3915
Planning Fees
3916
Engineering Fees
3917
Legal Fees
3918
Cable TV
3920
Other Reimbursements
TRANSFERS
3980 Transfers In
TOTAL GENERAL FUND
GENERAL FUND
DETAIL OF REVENUES
Actual
1985
$ 92,560
------------
$ 92,560
------------
$ 89,193
843
137
4', 705
20,000
6,725
264
9,803
592
6,010
265
6,710
$ 145,247
$ 254,341
144,000
72,000
1,488
193
2,432
822
27,267
23,760
$ 526,303
------------
------------
Actual
1986
$ 112,258
------------
$ 112,258
------------
$ 143,355
619
84
10,095
109,188
66
450
1,119
10
375
3,107
------------
$ 268,468
------------
$ 287,134
150,000
75,000
58
70,018
10,417
------------
$ 592,627
------------
------------
------------
Budget
1987
$ 95,000
------------
$ 95,000
------------
Budget
1988
$ 144,000
------------
$ 144,000
------------
$ 50,000 $
122,000
10,900
12,200
10,000
25,000
1,000
1,000
2,000
3,000
------------ ------------
$ 73,900 $
163,200
$ 140,000
157,000
79,000
101,050
2,000
------------
$ 479,050
------------
$ 98,000
------------
$ 98,000
------------
$ 200,000
75,000
165,200
82,600
129,480
2,000
$ 654,280
------------
------------
------------
$ 6,047,908 $ 6,968,371 $ 7,389,630 $ 8,652,100
s7
GENERAL FUND
COMPARATIVE SUMMARY OF EXPENDITURES
1.. r
Actual Actual
1985 1986
------------ ------------
GENERAL GOVERNMENT
01
Mayor & Council
02
Administration
03
Data Processing
05
Finance/Clerk/Elections
06
Legal
07
Community Development
10
Cable TV
PUBLIC SAFETY
11 Police
12 Fire
16 Ambulance Service
PUBLIC WORKS
$ 35,176
340,710
393,172
129,628
482,797
------------
$ 1,381,483
------------
$ 1,697,136
318,059
33,088
------------
$ 2,048,283
------------
21 Public Works Engineering $ 324,098
22 Streets & Highways 701,015
24 Central Services Maintenance -
------------
$ 1,025,113
------------
PARKS & RECREATION
----- - ----------
31 Parks & Recreation $ 654,589
32 Forestry 40,287
------------
$ 694,876
------------
OTHER
41 Contingency
------------
------------
TOTAL GENERAL FUND EXPENDITURES $ 5,149,755
$ 33,478
268,979
505,245
184,017
658,652
46,772
$ 1,697,143
$ 1,866,024
343,698
37,804
------------
$ 2,247,526
------------
$ 403,528
946,740
------------
$ 1,350,268
------------
$ 812,046
37,008
------------
$ 849,054
------------
Budget
1987
$ 48,280
321,050
140,340
429,370
175,000
803,230
98,150
$ 2,015,420
$ 2,136,540
518,130
------------
$ 2,654,670
------------
$ 388,510
1,186,100
------------
$ 1,574,610
------------
$ 958,410
74,600
------------
$ 1,033,010
------------
$ 111,920
------------
$ 111,920
------------
$ 7,389,630
Budget
1988
------------
$ 74,140
355,420
189,980
549,260
185,000
1,153,400
121,580
$ 2,628,780
$ 2,588,470
577,170
------------
$ 3,165,640
------------
$ 512,970
846,000
254,110
------------
$ 1,613,080
------------
$ 1,158,620
74,080
------------
$ 1,232,700
------------
$ 11,900
------------
$ 11,900
------------
$ 8,652,100
GENERAL FUND
EXPENDITURE BREAKDOWN BY MAJOR OBJECT CLASSIFICATION
Actual Actual Budget Budget
1985 1986 1987 1988
------------ ------------ ------------ ------------
GENERAL GOVERNMENT
------------------
01 Mayor & Council
-------------------
Personal Services $
Other Charges & Services
02 Administration
31,023
$ 31,165
$ 31,750
$ 36,740
4,153
2,313
16,530
37,400
--------
35,176
--------
------------
$ 33,478
------------
------------
$ 48,280
------------
------------
$ 74,140
------------
Personal Services
$ 192,675
$ 196,202
$ 208,000
$ 254,410
Supplies, Repair & Maint
19,262
1,431
1,300
1,450
Other Charges & Services
124,460
59,908
76,370
98,060
Capital Outlay
4,313
11,438
3,050
1,500
124,278
------------
$ 340,710
------------
------------
$ 268,979
------------
------------
$ 288,720
------------
------------
$ 355,420
------------
03 Data Processing
Personal Services $ - $ - $ 32,330 $ 44,230
Other Charges & Services - - 98,280 103,000
Capital Outlay - - 42,060 42,750
------------ ------------ ------------ ------------
$ - $ - $ 172,670 $ 189,980
------------ ------------ ------------ ------------
05 Finance/Clerk/Elections
Personal Services
$
235,925
$
294,668
$
308,950
$
407,410
Supplies, Repair & Maint
Other Charges & Services
22,617
193,605
27,358
297,240
23,000
14,893
27,000
Other Charges & Services
173,410
124,278
------------
$ 4.82,797
------------
180,271
------------
$ 803,230
------------
94,170
112,800
Capital Outlay
10,352
2,948
3,250
2,050
------------
$
393,172
------------
$
505,245
------------
$
429,370
------------
$
549,260
06 Legal
------------
------------
------------
------------
Other Charges & Services
$
129,628
$
184,017
$
175,000
$
185,000
------------
$
------------
129,628
------------
$
------------
184,017
------------
$
------------
175,000
------------
$
------------
185,000
07 Community Development
Personal Services
$ 276,112
$ 409,222
$ 481,460
$ 658,300
Supplies, Repair & Maint
16,755
18,395
27,150
24,450
Other Charges & Services
175,037
193,605
258,170
297,240
Capital Outlay
14,893
37,430
36,450
173,410
------------
$ 4.82,797
------------
------------
$ 658,652
------------
------------
$ 803,230
------------
------------
$ 1,153,400
------------
69
GENERAL FUND
EXPENDITURE BREAKDOWN BY MAJOR OBJECT CLASSIFICATION
Actual Actual Budget Budget
1985 1986 1987 1988
------------ ------------ ------------ ------------
10 Cable TV
Personal Services
Supplies, Repair & Maint
Other Charges & Services
Capital Outlay
TOTAL GENERAL GOVERNMENT
PUBLIC SAFETY
11 Police
Personal Services
Supplies, Repair & Maint
Other Charges & Services
Capital Outlay
12 Fire
Personal Services
Supplies, Repair & Maint
Other Charges & Services
Capital Outlay
16 Ambulance Service
---------------------
Other Charges & Services
TOTAL PUBLIC SAFETY
$ 1,401,362
97,742
122,960
75,072
------------
$ 1,697,136
$ 185,731
30,714
96,410
5,204
------------
$ 318,059
------------
$ 33,088
------------
$ 33,088
------------
$ 2,048,283
$ 40,178
12
6,331
251
------------
$ 46,772
------------
$ 1,697,143
$ 1,544,992
98,494
119,343
103,195
------------
$ 1,866,024
------------
$ 204,832
37,241
83,903
17,722
------------
$ 343,698
------------
$ 37,804
------------
$ 37,804
------------
$ 2,247,526
$ 38,350
59,800
------------
$ 98,150
------------
$ 2,015,420
$ 1,721,680
116,850
164,950
133,060
------------
$ 2,136,540
------------
$ 224,540
36,420
116,670
140,500
------------
$ 518,130
------------
$ 41,760
79,820
------------
$ 121,580
------------
$ 2,628,780
$ 2,063,560
125,920
177,350
221,640
------------
$ 2,588,470
------------
$ 304,100
53,770
120,520
98,780
------------
$ 577,170
------------
GENERAL FUND
EXPENDITURE BREAKDOWN BY.MAJOR OBJECT CLASSIFICATION
Actual Actual Budget
1985 1986 1987
------------ ------------ ------------
PUBLIC WORKS
------------
21 Public Works/Engineering
Personal Services
Supplies, Repair & Maint
Other Services & Charges
Capital Outlay
22 Streets & Highways
Personal Services
Supplies, Repair & Maint
Other Services & Charges
Capital Outlay
Transfers
24 Central Services Mtn
Personal Services
Supplies, Repair & Maint
Other Services & Charges
Capital Outlay
TOTAL PUBLIC WORKS
PARKS & RECREATION
------------------
31 Parks & Recreation
Personal Services
Supplies, Repair & Maint
Other Services & Charges
Capital Outlay
Transfers
Other
$ 287,966
6,221
21,379
8,532
------------
$ 324,098
------------
$ 294,087
125,555
194,337
37,036
50,000
------------
$ 701,015
------------
$ 398,190
73,691
89,027
43,681
50,000
------------
$ 654,589
------------
$ 309,051
6,787
64,152
23,538
------------
$ 403,528
------------
$ 363,276
152,417
246,173
134,874
50,000
------------
$ 946,740
------------
$ 476,326
86,927
113,681
134,612
500
------------
$ 812,046
------------
�L
$ 325,410,
6,300
42,900
13,900
------------
$ 388,510
------------
$ 404,570
160,050
234,680
386,800
------------
$ 1,186,100
------------
$ 566,430
155,350
130,990
104,640
1,000
------------
$ 958,410
Budget
1988
------------
$ 445,020
5,500
53,450
9,000
------------
$ 512,970
------------
$ 356,790
168,400
224,260
96,550
------------
$ 846,000
------------
$ 118,880
8,500
55,230
71,500
------------
$ 254,110
------------
$ 1,613,080
$ 750,790
166,550
154,530
81,750
5,000
------------
$ 1,158,620
GENERAL FUND
EXPENDITURE BREAKDOWN BY MAJOR OBJECT CLASSIFICATION
Actual Actual Budget
19851986 1987
------------ -- I y ---------------
32 Forestry
Personal Services
Supplies, Repair & Maint
Other Services & Charges
Capital Outlay
TOTAL PARKS & RECREATION
OTHER
41 Contingency
---------------
Other
TOTAL OTHER
TOTAL GENERAL FUND
$ 16,282
2,077
4,832
17,096
------------
$ 40,287
------------
$ 694,876
$ 26,879
1,830
1,435
6,864
------------
$ 37,008
------------
$ 849,054
$ 5,149,755
$ 6,143,991
�'-L
$ 48,740
3,000
1,960
20,900
------------
$ 74,600
------------
$ 1,033,010
$ 7,389,630
Budget
-----1988---
$ 56,120
3,950
1,510
12,500
------------
$ 74,080
------------
$ 1,232,700
$ 8,652,100
01 MAYOR & COUNCIL
Personal Services
Other Charges & Services
Account
Actual
1985
------------
$ 31,023
4,153
------------
$ 35,176
4130 Salaries & Wages - Temporary
4140 Accrued Retirement Benefits
4150 Accrued Insurance Benefits
4332 Use of Personal Auto
4360 Insurance
4410 Miscellaneous
4411 Conferences & Schools
4412 Dues & Subscriptions
Actual
1986'
�
----31�.�.65-
2,313
------------
$ 33,478
Budget
1987
------------
$ 31,750
16,530
------------
$ 48,280
PERSONAL SERVICES
-----------------
OTHER CHARGES & SERVICES
-------------------------
63
Budget
1988
------------
$ 36,740
37,400
------------
$ 74,140
$ 23,400
680
12,660
$ 100
34,280
500
2,500
20
$ 36,740
37,400
$ 74,140
02 ADMINISTRATION
Personal Services
Supplies, Repair & Maint
Other Charges & Services
Capital Outlay
Account
Actual
1985
------------
$ 192,675
19,262
124,460
4,313
------------
$ 340,710
4110
Salaries & Wages -
Regular
4130
Salaries & Wages -
Temporary
4140
Accrued Retirement
Benefits
4150
Accrued Insurance
Benefits
4210 Office Supplies
4220 Operating Supplies - General
4310
Prof Services - General
4318
Prof Services - Medical
4321
Postage
4322
Telephone
4332
Use of Personal Auto
4341
Employment Advertising;
4350
General Printing
4360
Insurance
4382
Other Equipment Repair
4411
Conferences & Schools
4412
Dues & Subscriptions
4415
Reference Materials
4430
Other Contractual Services
4560 Office Furnishings & Equipment
Actual
1986.
$ 196,202
1,431
59,908
11,438
$ 268,979
Budget
1987
------------
$ 208,000
1,300
76,370
3,050
------------
$ 288,720
PERSONAL SERVICES
-----------------
SUPPLIES, REPAIR & MAINT
------------------------
OTHER CHARGES & SERVICES
------------------------
CAPITAL OUTLAY
--------------
Budget
1988
------------
$ 254,410
1,450
98,060
1,500
------------
$ 355,420
$ 194,620
18,520
23,320
17,950 $ 254,410
$ 1,150
300 1,450
$ 3,500
650
150
450
5,750
5,300
10,750
5,790
1,100
5,100
15,970
750
42,800 98,060
$ 1,500 1,500
----------- -----------
$ 355,420
03 DATA PROCESSING
Actual Actual Budget Budget
1985 1986, 1987 1988
------------ --------- ------- ------------
Personal Services $ - $ - $ 32,330 $ 44,230
Other Charges & Services - - 98,280 103,000
Capital Outlay - - 42,060 42,750
------------ ------------ ------------ ------------
$ - $ - $ 172,670 $ 189,980
------------------------------------------------
------------------------------------------------
Account
4110 Salaries & Wages - Regular
4140 Accrued Retirement Benefits
4150 Accrued Insurance Benefits
4382 Other Equipment Repair
4394 Electronic Data Processing
4430 Other Contractual Services
4560 Office Furnishing & Equipment
PERSONAL SERVICES
-----------------
OTHER CHARGES & SERVICES
------------------------
CAPITAL OUTLAY
--------------
M6
$ 35,980
4,230
4,020 $ 44,230
$ 6,000
95,000
2,000 $ 103,000
$ 42,750 42,750
----------- -----------
$ 189,980
05 FINANCE/CLERK/ELECTIONS
Personal Services
Supplies, Repair & Maint
Other Charges & Services
Capital Outlay
Account
Actual
1985
------------
$ 235,925
22,617
124,278
10,352
------------
$ 393,172
4110
Salaries & Wages - Regular
4130
Salaries & Wages - Temporary
4140
Accrued Retirement Benefits
4150
Accrued Insurance Benefits
4210 Office Supplies
4211 Printed Material
4220 Operating Supplies - General
Actual
1986
--
$ 294,6A'8 b.
27,358
180,271
2,948
------------
$ 505,245
Budget
1987
------------
$ 308,950
23,000
94,170
3,250
------------
$ 429,370
PERSONAL SERVICES
-----------------
SUPPLIES, REPAIR & MAINT
------------------------
Budget
1988
------------
$ 407,410
27,000
112,800
2,050
------------
$ 549,260
$ 305,040
31,970
38,650
31,750
$ 21,000
3,000
3,000
CAPITAL OUTLAY
--------------
4560 Office Furnishings & Equipment $
2,050
$ 407,410
27,000
112,800
2,050
$ 549,260
OTHER CHARGES & SERVICES
4310
------------------------
Prof Services - General
$ 1,000
4314
Prof Services - Auditing
18,300
4315
Prof Services - Fin Non -Audit
3,000
4321
Postage
11,000
4322
Telephone
10,300
4332
Use of Personal Auto
600
4350
General Printing & Binding
800
4351
Publishing Legal Notices
8,600
4360
Insurance
11,340
4382
Other Equipment Repair
16,600
4393
Machinery & Equipment Rental
2,900
4410
Miscellaneous
1,500
4411
Conferences & Schools
3,730
4412
Dues & Subscriptions
1,250
4413
Licenses/Permits/Taxes
3,240
4415
Reference Materials
300
4421
Tuition/Books Reimbursement
500
4430
Other Contractual Services
4,400
4437
Election Judges
13,440
CAPITAL OUTLAY
--------------
4560 Office Furnishings & Equipment $
2,050
$ 407,410
27,000
112,800
2,050
$ 549,260
06 LEGAL
Other Charges & Services
Account
Actual
1985
------------
$ 129,628
------------
$ 129,628
4311 Prof Services - Legal
Actual
1986
------------
$ 184,017
------------
$ 184,017
Budget
1987
------------
$ 175,000
------------
$ 175,000
OTHER CHARGES & SERVICES
------------------------
;7
Budget
1988
------------
$ 185,000
------------
$ 185,000
$ 185,000 $ 185,000
$ 185,000
07 COMMUNITY DEVELOPMENT
Personal Services
Supplies, Repair & Maint
Other Charges & Services
Capital Outlay
Account
Actual
1985
------------
$ 276,112
16,755
175,037
14,893
------------
$ 482,797
4110
Salaries & Wages -
Regular
4130
Salaries & Wages -
Temp
4140
Accrued Retirement
Benefits
4150
Accrued Insurance
Benefits
Actual
1986
------------
$ 409,222
18,395
193,605
37,430
------------
$ 658,652
Budget
1987
------------
$ 481,460
27,150
258,170
36,450
------------
$ 803,230
PERSONAL SERVICES
-----------------
Budget
1988
------------
$ 658,300
24,450
297,240
173,410
------------
$ 1,153,400
$ 487,030
46,850
63,110
61,310
Mf
$ 658,300
24,450
SUPPLIES, REPAIR & MAINT
4210
------------------------
Office Supplies
$ 1,000
4211
Printed Material
2,500
4220
Operating Supplies - General
5,500
4221
Motor Fuels
4,500
4222
Lubricants and Additives
750
4223
Cleaning Supplies
2,000
4224
Clothing & Personal Equip
1,300
4225
Shop Materials
200
4229
Comm Systems Parts
100
4230
Repairs & Maint
2,200
4231
Equipment Parts
1,000
4232
Tires
400
4233
Building Repairs
2,500
4240
Small Tools
500
OTHER CHARGES & SERVICES
4313
------------------------
Prof Services - Planning
$ 8,000
4316
Prof Services - Electr Insp
72,800
4317
Prof Services - Bldg Insp
126,800
4319
Prof Services - Instructors
1,000
4321
Postage
800
4322
Telephone
300
4332
Use of Personal Auto
3,.200
4333
Parking Fees
100
4350
General Printing & Binding
1,350
4360
Insurance
17,140
Mf
$ 658,300
24,450
07 COMMUNITY DEVELOPMENT (Cont.)
Account
4371
Electricity
4376
Gas Service
4379
Waste Removal
4381
Auto Equipment Repair
4382
Other Equipment Repair
4383
Building Repair
4386
Communication Syst Mtn
4393
Machinery & Equip Rental
4395
Protection Service Rent
4411
Conferences & Schools
4412
Dues & Subcriptions
4413
Licenses/Permits/Taxes
4415
Reference Material
4430
Other Contractual Service
32,000
9,000
650
800
800
7,700
700
100
100
6,200
1,400
300
700
5,300
(a 5
297,240
173,410
$1,153,400
CAPITAL OUTLAY
4520
--------------
Buildings
$ 78' 400
4530
Other Improvements
12,000
4540
Machinery Equipment
60,000
4550
Furniture & Fixtures
1,500
4560
Office Furnishing & Equipment
6,750
4570
Other Equipment
760
4580
Mobile Equipment
14,000
(a 5
297,240
173,410
$1,153,400
10 CABLE TV
Personal Services
Supplies, Repair & Maint
Other Charges & Services
Capital Outlay
Account
4110
4140
4150
4321
4322
4430
Salaries & Wages - Regular
Accrued Retirement Benefits
Accrued Insurance Benefits
Postage
Telephone
Other Contractual Services
Actual
1986
------------
$ 40,178
12
6,331
251
------------
$ 46,772
Budget
1987
------------
$ 38,350
59,800
------------
$ 98,150
PERSONAL SERVICES
-----------------
OTHER CHARGES & SERVICES
------------------------
76
Budget
1988
------------
$ 41,760
79,820
------------
$ 121,580
$ 33,840
3,980
3,940 $ 41,760
$ 200
100
79,520 $ 79,820
---------- ----------
$ 121,580
11 POLICE
71
Actual
Actual
Budget
Budget
1985
1986
1987
1988
Personal
------------ ------------
Services $ 1,401,362 $
1,544,992
------------
$ 1,721,680
------------
$ 2,063,560
Supplies,
Repair & Maint 97,742
98,494
116,850
125,920
Other Charges & Services 122,960
119,343
164,950
177,350
Capital
Outlay 75,072
103,195
133,060
221,640
------------ ------------
$ 1,697,136 $
------------------------
1,866,024
------------
$ 2,136,540
------------
------------
$ 2,588,470
------------
Account
PERSONAL SERVICES
4110
-----------------
Salaries & Wages - Regular
$1,538,830
4112
Overtime - Regular
20,000
4130
Salaries & Wages - Temporary
118,360
4140
Accrued Retirement Benefits
201,570
4150
Accrued Insurance Benefits
184,800
$2,063,560
SUPPLIES, REPAIR & MAINT
4210
------------------------
Office Supplies
$
51500
4211
Printed Material
4,500
4220
Operating Supplies - General
9,650
4221
Motor Fuels
53,150
4222
Lubricants and Additives
250
4223
Cleaning Supplies
450
4224
Clothing & Personal Equipment
22,000
4225
Shop Materials
300
4229
Communication System Parts
1,000
4230
Repair & Maint Supplies
1,000
4231
Equipment Parts
21,520
4232
Tires
5,300
4233
Building Repairs
1,000
4240
Small Tools
300
125,920
OTHER
CHARGES &
SERVICES
4310
------------------------
Prof Services - General
$
4,880
4318
Prof Services - Medical
21900
4319
Prof Services - Instructors
500
4321
Postage
1,600
4322
Telephone
35,000
4324
Teleprocessing Equipment
5,000
71
11 POLICE (cONT.)
Account
4332
Use of Personal Auto
4350
General Printing & Binding
4360
Insurance
4381
Automotive Equipment Repair
4382
Other Equipment Repair
4386
Communication System Maint
4393
Machinery & Equipment Rental
4410
Miscellaneous
4411
Conferences & Schools
4412
Dues & Suberiptions
4413
Licenses/Permits/Taxes
4415
Reference Materials
4421
Tuition/Books Reimburse
4430
Other Contractual Service
4433
Towing Charges
4435
Kennel Charges
4520 Buildings
4560 Office Furnishing & Equipment
4570 Other Equipment
4580 Mobile Equipment
CAPITAL OUTLAY
400
550
49,300
12,000
5,930
10,000
1,000
4,000
28,560
1,500
230
1,000
4,000
2,000
500
6,500
$ 26,550
12,250
25,000
157,840
177,350
221,640
$2,588,470
12 FIRE
73
Actual
Actual
Budget
Budget
1985
1986.E
1987
1988
------------
----------1-4-------------
------------
Personal
Services $ 185,731
$ 204,832 $
224,540
$
304,100
Supplies,
Repair & Maint 30,714
37,241
36,420
53,770
Other Charges & Services 96,410
83,903
116,670
120,520
Capital
Outlay 5,204
17,722
140,500
98,780
------------
$ 318,059
------------ ------------
$ 343,698 $
518,130
------------
$
577,170
Account
PERSONAL SERVICES
4110
Salaries & Wages - Regular
-----------------
$
18,220
4130
Salaries & Wages - Temporary
190,000
4140
Accrued Retirement Benefits
2,140
4145
Fire Relief Pension
91,160
4150
Accrued Insurance Benefits
2,580
$ 304,100
SUPPLIES,
REPAIR & MAINT
4210
------------------------
Office Supplies
$
3,200
4220
Operating Supplies - General
5,400
4221
Motor Fuels
6,500
4222
Lubricants and Additives
700
4223
Cleaning Supplies
850
4224
Clothing & Personal Equipment
20,000
4225
Shop Materials
700
4229
Comm System Parts
2,000
4230
Repair & Maint Supplies
2,000
4231
Equipment Parts
9,000
4232
Tires
1,800
4240
Small tools
1,620
53,770
OTHER CHARGES & SERVICES
4318
------------------------
Prof Services - Medical
$
1,700
4319
Prof Services - Instructors
1,300
4321
Postage
50
73
12 FIRE (Cont.)
Account
4322
Telephone
4332
Use of Personal Auto
4350
General Printing & Binding
4360
Insurance
4371
Electricity
4376
Gas Service
4379
Waste Removal
4381
Automotive Equipment Repair
4382
Other Equipment Repair
4383
Buildings Repair
4386
Communication System Maint
4393
Machinery & Equipment Rental
4410
Miscellaneous
4411
Conferences & Schools
4412
Dues & Subscriptions
4415
Reference Materials
4430
Other Contractual Service
4510 Land
4550 Furniture & Fixtures
4560 Office Furnishing & Equipment
4570 Other Equipment
4580 Mobile Equipment
CAPITAL OUTLAY
2,000
1,700
4,500
24,320
10,280
13,200
550
12,800
920
20,000
4,000
100
3,000
9,800
1,500
6,500
2,300
$ 31,245
1,500
1,010
28,845
36,180
120,520
98,780
$ 577,170
21 PUBLIC WORKS/ENGINEERING
Actual
1985
------------
Personal Services $ 287,966
Supplies, Repair & Maint 6,221
Other Charges & Services 21,379
Capital Outlay 8,532
$ 324,098
Account
4110
Salaries & Wages -
Regular
4130
Salaries & Wages -
Temporary
4140
Accrued Retirement
Benefits
4150
Accrued Insurance
Benefits
Actual
1986 ). t
$ 309,051
6,787
64,152
23,538
------------
$ 403,528
Budget
1987
------------
$ 325,410
6,300
42,900
13,900
------------
$ 388,510
PERSONAL SERVICES
-----------------
Budget
1988
------------
$ 445,020
5,500
53,450
9,000
------------
$ 512,970
$ 340,830
23,400
41,830
38,960 $ 445,020
5,500
53,450
SUPPLIES, REPAIR & MAINT
4210
Office Supplies
------------------------
$ 1,600
4211
Printed Material
400
4220
Operating Supplies - General
400
4221
Motor Fuels
1,800
4231
Equipment Parts
600
4232
Tires
500
4240
Small Tools
200
OTHER CHARGES & SERVICES
4310
Prof Services - General
------------------------
$ 2,000
4312
Prof Services - Engineering
20,000
4321
Postage
500
4322
Telephone
80
4332
Use of Personal Auto
700
4350
General Printing & Binding
1,200
4360
Insurance
7,460
4381
Automotive Equipment Repair
1,000
4382
Other Equipment Repair
1,000
4410
Miscellaneous
150
4411
Conferences & Schools
3,100
4412
Dues & Suberiptions
800
4413
Licenses/Permits/Taxes
130
4415
Reference Materials
300
4430
Other Contractual Service
20
4433
Towing Charges
10
4440
Watershed M,mt Assmt
15,000
-----
5,500
53,450
21 PUBLIC WORKS/ENGINEERING (Cont.)
Account
4550 Furniture & Fixtures
4560 Office Furnishing & Equipment
4570 Other Equipment
CAPITAL OUTLAY
--------------
7�
$ 1,000
1,150
6,850 9,000
----------- -----------
$ 512,970
22 STREETS & HIGHWAYS
Personal Services
Supplies, Repair & Maint
Other Charges & Services
Capital Outlay
Transfers
Account
Actual
1985
------------
$ 294,087
125,555
194,337
37,036
50,000
$ 701,015
4110
Salaries
& Wages -
Regular
4112
Overtime
- Regular
4130
Salaries
& Wages -
Temporary
4140
Accrued
Retirement
Benefits
4150
Accrued
Insurance
Benefits
4210
4211
4220
4221
4222
4224
4225
4230
4231
4232
4234
4236
4240
4321
4350
4360
Office Supplies
Printed Material
Operating Supplies General
Motor Fuels
Lubricants & Additives
Clothing & Personal Supplies
Shop Materials
Repair & Maint Supplies
Equipment Parts
Tires
Street Maint Materials
Signs & Striping Materials
Small Tools
Postage
Printing & Binding
Insurance
Actual
1986,
-----------4 s
$ 363,276
152,417
246,173
134,874
50,000
------------
$ 946,740
Budget
1987
------------
$ 404,570
160,050
234,680
386,800
------------
$ 1,186,100
PERSONAL SERVICES
-----------------
SUPPLIES, REPAIR & MAINT
------------------------
OTHER CHARGES & SERVICES
------------------------
77
Budget
1988
------------
$ 356,790
168,400
224,260
96,550
------------
$ 846,000
$ 247,540
20,000
15,600
33,880
39,770
$ 400
300
3,000
26,000
2,000
2,000
2,200
3,000
37,000
3,000
75,000
12,000
2,500
$ 100
200
27,110
$ 356,790
168,400
22 STREETS & HIGHWAYS (Cont.)
Account
4372
Electricity - Street Lights
4373
Electricity - Signal Lights
4374
Electricity - Lift Station
4381
Automotive Equipment Repair
4384
Streets Repair
4386
Communication System Maint
4393
Machinery & Equipment Rental
4411
Conferences & Schools
4412
Dues & Subscriptions
4413
Licenses/Permits/Taxes
4415
Reference Materials
4430
Other Contractual Service
4433
Towing Charges
4570 Other Equipment
4580 Mobile Equipment
CAPITAL OUTLAY
IV
18,000
23,000
29,000
5,000
99,000
200
3,000
4,100
200
650
500
14,000
200
$ 19,550
77,000
224,260
96,550
$ 846,000
24 CENTRAL SERVICES MAINTENANCE
4520 Buildings
4530 Other Improvements
4550 Furniture & Fixtures
4560 Office Furnishing & Equip
4570 Other Equipment
CAPITAL OUTLAY
--------------
19
$ 30,000
25,000
6,000
3,000
79500 71,500
----------- -----------
$ 254,110
Actual
Actual Budget
Budget
1985
1986 1987
1988
Personal
------------
Services $ -
------------ ------------
$- j y $ -
------------
$
118,880
Supplies,
Repair & Maint -
- -
8,500
Other Charges & Services -
- -
55,230
Capital
Outlay -
- -
71,500
------------
$ -
------------
------------
------------ ------------
$ - $ -
------------------------
------------------------
------------
$
------------
------------
254,110
Account
PERSONAL SERVICES
4110
Salaries & Wages - Regular
-----------------
$
94,290
4140
Accrued Retirement Benefits
11,090
4150
Accrued Insurance Benefits
13,500
$ 118,880
SUPPLIES, REPAIR & MAINT
4210
Office Supplies
------------------------
$
2,500
4220
Operating Supplies - General
2,000
4223
Cleaning Supplies
2,000
4233
Building Repairs
2,000
8,500
OTHER CHARGES & SERVICES
4322
Telephone
------------------------
$
3,000
4360
Insurance
4,030
4371
Electricity
10,000
4376
Gas Service
20,000
4379
Waste Removal
3,000
4382
Other Equipment Repair
19200
4383
Buildings Repair
1,000
4386
Communication System Maint
3,500
4393
Machinery & Equipment Rental
1,000
4410
Miscellaneous
500
4432
Janitorial Services
8,000
55,230
4520 Buildings
4530 Other Improvements
4550 Furniture & Fixtures
4560 Office Furnishing & Equip
4570 Other Equipment
CAPITAL OUTLAY
--------------
19
$ 30,000
25,000
6,000
3,000
79500 71,500
----------- -----------
$ 254,110
31 PARKS & RECREATION
Actual
Actual
Budget
Budget
1985
------------
1986,
------------
1987
1988
Personal
Services $ 398,190
------------ ------------
$ 476,326 $
566,430
------------
$
750,790
Supplies,
Repair & Maint 73,691
86,927
155,350
166,550
Other Charges & Services 89,027
113,681
130,990
154,530
Capital
Outlay 43,681
134,612
104,640
81,750
Transfers 50,000
-
-
-
Other
-
500
1,000
5,000
------------
$ 654,589
------------ ------------
$ 812,046 $
958,410
------------
$ 1,158,620
Account
PERSONAL SERVICES
4110
Salaries & Wages - Regular
-----------------
$
479,350
4112
Overtime - Regular
9,000
4130
Salaries & Wages - Temporary
130,000
4140
Accrued Retirement Benefits
73,410
4150
Accrued Insurance Benefits
59,030
$ 750,790
SUPPLIES, REPAIR & MAINT
4210
------------------------
Office Supplies
$
1,200
4211
Printed Material
350
4220
Operating Supplies - General
7,500
4221
Motor Fuels
13,500
4222
Lubricants and Additives
1,800
4223
Cleaning Supplies
2,400
4224
Clothing & Personal Equipment
2,400
4225
Shop Materials
800
4227
Turf Maint Supplies
36,500
4230
Repair & Maint Supplies
3,800
4231
Equipment Parts
11,500
4232
Tires
2,200
4233
Building Repairs
4,800
4234
Street Maint Materials
39,500
4236
Signs & Striping Materials
4,000
4237
Recreation Equipment Supplies
15,000
4238
Athletic Field Supplies
9,500
4239
Paths & Play -Area Supplies
8,000
4240
Small Tools
1,800
166,550
31 PARKS & RECREATION (Cont.)
Account
OTHER CHARGES & �tRVICES
------------------------
4310
Prof Services - General
4312
Prof Services - Eng
4319
Prof Services - Instructors
4321
Postage
4322
Telephone
4332
Use of Personal Auto
4340
General Advertising
4350
General Printing & Binding
4360
Insurance
4371
Electricity
4376
Gas Service
4377
Heating Oil
4379
Waste Removal
4381
Automotive Equipment Repair
4382
Other Equipment Repair
4383
Building Repair
4386
Communication System Maint
4392
Building Rental
4393
Machinery & Equipment Rental
4410
Miscellaneous
4411
Conferences & Schools
4412
Dues & Subcriptions
4413
Licenses/Permits/Taxes
4415
Reference Materials
4421
Tuition/Books Reimbursement
4430
Other Contractual Service
4530 Other Improvements
4550 Furniture & Fixtures
4560 Office Furnishing & Equipment
4570 Other Equipment
4580 Mobile Equipment
4840 Merchandise for Resale
CAPITAL OUTLAY
--------------
SI
OTHER
$ 8,000
4,000
40,470
1,000
4,300
1,600
200
6,000
24,020
12,000
4,000
1,750
1,200
3,500
2,000
3,000
1,000
3,500
1,500
700
4,390
1,300
500
400
200
24,000
$ 15,000
13,200
4,650
9,500
39,400
154,530
81,750
$ 5,000 5,000
----------- -----------
$1,158,620
32 FORESTRY
4530 Other Improvements
4570 Other Equipment
CAPITAL OUTLAY
--------------
�2
$ 7,500
5,000 12,500
----------- -----------
$ 74,080
Actual
Actual
Budget
Budget
1985
1986
1987
1988
Personal
------------
Services $ 16,282
------------ - ------------
$ 26,879 $
48,740
- -----'----
56,120 6 120
Supplies,
Repair & Maint 2077
1,830
3,000
3,950
Other Charges
& Services 4,832
1,435
1,960
1,510
Capital
Outlay 17,096
6,864
20,900
12,500
------------
$ 40,287
------------ ------------
$ 37,008 $
74,600
------------
$
74,080
Account
PERSONAL SERVICES
4110
Salaries & Wages - Regular
-----------------
$
36,550
4112
Overtime - Regular
800
4130
Salaries & Wages - Temporary
8,000
4140
Accrued Retirement Benefits
6,070
4150
Accrued Insurance Benefits
4,700
$ 56,120
SUPPLIES,
REPAIR & MAINT
4210
------------------------
Office Supplies
$
50
4220
Operating Supplies - General
400
4221
Motor Fuels
1,300
4222
Lubricants and Additives
100
4224
Clothing & Personal Equipment
500
4229
Communication System Parts
200
4230
Repair & Maint Supplies
100
4231
Equipment Parts
200
4235
Landscape Materials & Supplies
800
4240
Small tools
300
3,950
OTHER CHARGES & SERVICES
4321
------------------------
Postage
$
20
4350
General Printing & Binding
200
4360
Insurance
640
4382
Other Equipment Repair
100
4393
Machinery & Equipment Rental
100
4410
Miscellaneous
100
4411
Conferences & Schools
300
4412
Dues & Subscriptions
50
1,510
4530 Other Improvements
4570 Other Equipment
CAPITAL OUTLAY
--------------
�2
$ 7,500
5,000 12,500
----------- -----------
$ 74,080
41 CONTINGENCY
Actual
1985
------------
Other
------------
Account
4720 Transfer to Reserves
Actual
1986 !
------------
------------
m W,
OTHER
Budget
1987
------------
$ 111,920
------------
$ 111,920
Budget
1988
------------
$ 11,900
------------
$ 11,900
$ 11,900
$ 11,900
$ 11,900
M E M O R A N D U M
TO: MLC Operating Committee Members
FROM: Bob Renner, Jr.
RE: 1988 MLC Policy Statements
DATE: November 13, 1987
Please find enclosed a copy of the Draft 1988 Policy
Statements which will be discussed at the three regional
breakfast meetings. As a reminder, these meetings will be held:
WESTERN REGIONAL MEETING
Friday, November 20
Quality Inn Plymouth
Cities: Brooklyn Park, Eden Prairie, Maple Grove,
Minnetonka, Plymouth
SOUTHERN REGIONAL MEETING
Wednesday, November 25
Decathlon Club, Bloomington
Cities: Bloomington, Burnsville, Eagan, Edina,
Inver Grove Heights
NORTHEAST REGIONAL MEETING
Friday, December 4
Shoreview Plaza
Cities: Maplewood, Roseville, Shoreview, White
Bear Lake, Woodbury
All council members, mayors, and managers are invited to
attend. Please make copies of these draft policy statements for
your council and mayor. The property tax handbook will also be
distributed at these meetings.
Also find enclosed a copy of two newspaper clips concerning
Maplewood .and Eagan and a letter from the AMM declining an
invitation to join the Minneapolis, St. Paul,and Outstate City
project.
RGR:mjb
Enclosures
. 0
�L
LEGISLATIVE
COMMISSION
1500 Northland Plaza
3800 West 80th Street
Bloomington, Minnesota 55431
(612) 893-6650
MESSERLI & I MAMgn
DRAFT
V�a�/6 1 19zj
' MUNICIPAL LEGISLATIVE COMMISSION
1988 POLICY STATEMENTS
a
MUNICIPAL LEGISLATIVE COMMISSION MEMBERS
Bloomington
Brooklyn Park
Burnsville
Eagan
Eden Prairie
Edina
Inver Grove Heights
Maple Grove
Maplewood
Minnetonka
Plymouth
Roseville
Shoreview
White Bear Lake
Woodbury
It S
INTRODUCTION
FSS
4 k9
�� 19
r9
The Municipal Legislative Commission (MLC), a coalition 05
Twin Cities suburbs, was formed in December 1983 to advocate a
suburban viewpoint at the Minnesota Legislature. With over
550,000 people residing in our cities, the MLC is becoming a
major political and economic force in Minnesota.
Each year the member cities of the MLC develop a legislative
program which is presented to the Legislature on behalf of their
constituents. Before drafting specific legislation, general
philosophy and policy statements are developed, discussed by our
mayors, council members and city managers, and adopted by the
Board of Directors. These statements of philosophy and policy
help the reader understand that the MLC is a unique organization
with unique problems and unique solutions.
8�
4e5,5`~L� 6; h
®� 844f, -
GENERAL PHILOSOPHY STATEMENT
The 15 suburbs that comprise the MLC share commo ,19
demographic, property and tax characteristics. They also
experience unique problems associated with suburban communities
such as high demands for new infrastructures, schools, and city
services. Due to our common characteristics and common problems,
we, as an'organization, also have developed a common philosophy.
The MLC believes that local units of government play a
critical role in providing essential services to residents. We
also believe that, in general, decisions are best made at the
level closest to the people whom are affected.
State government also fulfills an important role in providing
services to Minnesotans. However, as state government's revenues
have increased, its dominance has also increased to the point
where the dominance has a major influence on the decision making
role of local units.
The MLC believes that this increased dominance has occurred
due to the large increase in state transfer payments to local
governments during the past 15 years.
Many cities have become dependent on transfer payments such
as local government aid and homestead credits. Associated with
this dependence is a reduction in local accountability and an
increase in state mandated programs.
Although a transfer payment system is necessary and needed in
the complex relationships between state and local units of
government, the MLC believes that the current transfer payment
V
-2-
®� vicR
system has become unbalanced. Cities must reduce rathe-l&han
increase their reliance on state payments in the future, and the
state must reduce rather than increase its total tax burden.
Therefore, the MLC will support legislation which lessens the
dependence of state dollars to operate our cities. We are well
aware that this may result in an increase in local property
taxes. However, it will also result in an increase in local
accountability. Because the state currently appropriates over 70
percent of its budget to transfer payment programs, it would be
unwise to drastically reduce these programs over a short time
period. However, as the state budget grows, the MLC would
support a policy which reduces the total percentage of state
dollars which are appropriated in the form of transfer payments
to cities.
Since the MLC believes that cities should not become
dependent on local government aids as a major source of revenue,
it would support a freeze on the total appropriation level of
local government aid dollars in order to reduce the reliance on
state government payments over time.
In order to mitigate the effects of fewer state dollars, the
MLC will also support legislation which provides local units of
government with additional revenue options.
PROPERTY CLASSIFICATIONS
The MLC supports the actions of the 1987 Legislature which
reduced the number of property classifications from approximately
ATOER
1 "' A T
ck, 1 l
119 _L7
70 to 5. This change, which becomes effective in 1989, will
reduce confusion, improve accountability, and result in a more
simple and understandable property tax system in Minnesota. The
MLC believes that stability in our property tax system is
crucial. Accordingly the MLC believes, in order to gain public
understanding and acceptance, that the new classification system
should be given an opportunity to function for a reasonable
period of time.
ASSESSMENT RATIOS
The MLC understands and acknowledges the basic philosophy
behind the concept of ability to pay. The Legislature
implemented the philosophy of ability to pay when it enacted the
policy of split assessment ratios which taxes property at a
higher rate as the value increases.
Homes in 1989 will be assessed at 370 on the first $68,000 of
market value and 60% on value over $68,000. Therefore, a home
with a market value of $68,000 would have an assessed value of
$25,160, but a home with a market value of $136,000 (100% more
expensive than $68,000) will be assessed at $65,960 (162% higher
assessed value than the assessed value on $68,000).
The MLC can support a two -split assessment policy on
homeowners and other property classifications. However, the
Legislature has compounded the split -assessment effect by
enacting transfer payment formulas which use split assessment
rates to arrive at an aggregate assessed value. Local Government
IFo
-4-
r I Q ArAPo
oR
AFT
Aid (LGA) Homestead Replacement Aid, and School Aids are all
distributed based on formulas driven by split assessment rates.
The resulting distributions carry the concept of ability to pay
to an extreme which is unacceptable to the MLC. The MLC
therefore believes the current policy should be examined and
changed. Because of split assessment rates, MLC taxpayers have
artificially inflated assessed values on their homes and
therefore pay more initial property taxes. Because of these
artificially inflated assessed values, their cities receive less
Local Government Aid and School Aids, which results in a higher
mill rate. A higher mill rate translates into higher property
taxes. The MLC will therefore support changes in state
distribution formulas which eliminate the use of split assessment
ratios.
The MLC also believes that the current ratios should not be
substantially changed by the 1988 Legislature. Stability in our
property tax system enhances understanding and accountability,
two goals which the MLC believes are important and necessary to
gain public acceptance.
INCOME—BASED HOMESTEAD CREDIT
The MLC will strongly oppose any homestead credit program
which is based on a taxpayer's income. Minnesota's property tax
system currently employs progressivity by subjecting higher
valued homes to higher assessment rates. Other formulas which
currently "equalize" property taxes are local government aids,
school aids, homestead credit maximums, and fiscal disparities.
q�
-5-
MESSERLI & cKidA��
®R�'i1' R
79 -s
Historically, income taxes have been based on a progressive
schedule in Minnesota. A progressive rate on top of a
progressive rate makes an income -based homestead credit
unreasonable. Therefore, the MLC does not believe this policy of
progressivity should be incorporated into the homestead credit
program. Many of the property tax payers residing in our cities
already pay an effective rate of more than 2%, which is 56%
higher than the statewide average for all homeowners. An income -
based homestead credit program will increase the disparities
between homeowners which will lead to increased confusion, less
accountability, and unfair taxing policies.
HOMESTEAD REPLACEMENT AID
The state's homestead credit program provided property tax
payers a credit of 54% of their gross property taxes up to a
maximum of $700. This program, which was repealed by the 1987
Legislature, increased local governments' reliance on state
dollars and reduced local accountability. The MLC commends the
Legislature for repealing this program which rewarded local
spending.
The new homestead replacement aid, which in the future will
not be based on cities' expenditures, reverses the "dependence
policy" of the past two decades. It also raises some concerns;
however, the MLC believes that this new program should be given
an opportunity to function. Therefore, the MLC will support
retaining the Homestead Replacement Aid Program during the 1988
session. �
-6--f
&1ESSEr L1
DRkRAN1ER
SFT
�,e,
—� ,19
However, one major problem the MLC has with this program is
that no consideration is given to cities which experience large
population growths. A provision should be enacted which provides
additional financial support for these special cities.
LOCAL GOVERNMENT AIDS
Minnesota's Local Government Aid Distribution Formula should
not include factors which reward spending. The MLC believes that
a weighted per capita formula is equitable. People create
demands for city services. The more people, the more demands;
the more demands, the more services required. Therefore, any new
formula should take into consideration several demographic
factors which create special problems for city budgets.
LEVY LIMITS
Levy limits are an infringement on local accountability
MLC strongly urges the Legislature to repeal levy limits and
restore local government accountability.
FISCAL DISPARITIES
Fiscal disparities was implemented during the early 1970's
when significant disparities between commercial -industrial
property wealth existed among cities within the seven -county
The
metropolitan area. As this area developed and matured during the
past 15 years, the initial fiscal disparity formula has remained
basically intact. The MLC believes that it is now time for the
93
MESSERU & K
®� P,gM�r
R
AFT
79 _R
formula to take into consideration some of the changes that have
occurred during the past decade and one half. Therefore, the MLC
supports the policy changes developed by the Association of
Metropolitan Municipalities. (AMM).
These formula changes include:
1. A phase in of all pre -1971 commercial and industrial
property value at 5% per year over the next 20
years.
2. A reduction in the contribution percentage from 40%
to 30%. This would be phased in at 2% per year
over a five-year period.
3. Exempting the value in pre -1979 tax increment
financing districts until the debt is retired.
However, any new value which creates debt should be
subject to the fiscal disparities formula.
4. Exempting the value of all vacant land, regardless
of its zoned classification, from contribution.
5. Equalizing a contribution value at 85%.
The MLC will work with the AMM in supporting these changes at
the Legislature.
MANDATES
The MLC opposes any additional state mandates unless the
Legislature provides adequate funding to implement the law. New
mandated programs cause serious financial problems for cities.
If a new program or policy is mandated by the Legislature,
IWESSEnLI & K
RAMcR
DRAFT
revenues or alternative revenue producing mechanisms, other tFian
the general property tax which is subject to levy limits, should
accompany these programs or policies.
SCHOOL FINANCE
The MLC will not be actively involved in the complex area of
school finance. Because we are a city -oriented organization, we
will be concentrating on Local Government Aids and other property
tax programs which affect city levies. However, the MLC is
strongly opposed to a provision which was enacted by the 1987
Legislature which "recaptures" locally levied property taxes. If
a school's property wealth is sufficient to place it "off the
formula," then a district should be permitted to levy fewer
school mills rather than be required to levy the maximum number
of mills, which.will generate excess revenues that will be
recaptured and redistributed by the State.
Star Tribuhe"�
Thursday
November 12/.1987,
MleStar
apwood
Trash
Tribune/Thursday/November 12/1987 MEP 9
consid
i �Trash Continued from page 1Y
er.ing
i,:"i vi,;t
No
the city. Each would serve the same
homes, but in designated
tr -ash
"Everyone knows it is cheaper to
collect trash from 40 homes in one
continuing the current, s3gi
having the city handle trash
number of
areas. The city would bill customers,
block than it is to collect from 40
tion or hiring one hauler to do a"Ift-li
hauling
with each homeowner - paying the
-isameamount for garbage'pickup.
homes throughout the city."
work.
Andi
plan
'McGuire said cities benefit from or-
McGuire said a- move
By Anthony Lanetiee Chuck Kutter, president of Minne-
Resource, Inc., a of 39
ganized collection because it makes it
easier to carry out recycling and com-
toward organized collection ike
request ti
would be limited to a reque
Staff Writer apolis group
with
haulers working under contract wi
posting, which in turn reduces the
-member citizens' committee!
seven 1
Maplewood is considering hiring a . city. of Minneapolis, said orga-
n.zed collection benefits haulers be-
amount of waste hauled from com-
munities to landfills and other dis-
begin an in -depth study on potenti
and operating
costsprocedures'V
group of garbage haulers to collect
trash and recyclables , i - - - ..: C ause they have fewer operating
posal sites.
- _. . . 11 — %". - - I I . .
4-L
Haulers also would take part in t!
costs.
-'The City Council also -is expected to-,.-
S ,
study,- according to tatelaw.
City Manager Michael McGuire said
"It's really very basici"',Kutter said.
discuss three other -options Monday
rg
a citizens' committee has urged thae
City Council to organized . pursue o
trash collection to reduce the amount
of waste hauled from Maplewood to
landfills and other disposal. sil:!S,.
The system, which has operated in
Minneapolis since 1971,',will be dis-1
cussed at a public hearing irt Maple-
wood City Hall at 7 p.m. Monday. j
Mc 6uir'e' said Maplewood is consid-`
ering organized collection because of.
a state law ordering metropolitan;
area cities to decrease the amount of
waste collected by at least 16 percent
in 1990.
The pian_ would mean' Maplewo- Od!
homeowners might see a change in I
who collects their garbage.That-,,
could draw opposition. "I. think most
people would like to leaveitas it is
but that Aoesn't seem to be a good
i
option," McGuire said. '.We'll have -i
to do something to meet that goal of
16 percent."
0
Under the plan, haulers now doing'
business in Maplewood would form al
ith
consortium that would contract. with-
Trash continued on page 9Y
i�
.School
l• {Continued from page 1A
',twice- the cost of the last Twin Cities
r , i n H �' ' high school
■ How innovative? The architects say .
i the school will look more like a high
J going.tech corporate ;research center. That'
r will beappropriate, they say,' for a.
o extra ;school with its own satellite dish and
mainframe computer, a school where
!pnvate industry is expected to play a
ecial bigger role than ever before in Min-
sp
`nesota public education.
h .
;Little wonder, then, that Wilson is
3y Conrad def.iebre the envy of fellow principals.
Staff Writer
"It's:everybody's dream to build your
Despite all the 12 -hour work days Town place, spec it out and start it Tom Wilson
:.ie's been putting in lately, Tom Wil- l'up," fhe said. "And this -is going to be
on is the envy of high school princi- something at the. cutting edge of edu- bridges across the Minnesota River
7als m -Minnesota -`kation" � - have helped it become the state's
His school doesn't exist yet, except i
.he minds of Wilson and a few others
:onnecied with the Rosemount-Ap
ale Valley School District. But the
ire well on their way toward making
he new Eagan High School the bi
;est, costliest, -most innovative an
)erhaps ' most remarkable loca
;drool in the state:
Star Tribune/Thursday/November 12/1987
t fastest-growing city. It has more than
m Wilson hopes to wire all 80 class- 40,000 residents but no high school,
,rooms in the two schools for a new meaning that some Eagan teen-agers
-generation of teaching aids: ceiling- ride a bus 14 miles one way to classes
Y, mounted projectors that can beam in Rosemount.
g-�videotapes' or computer programs
onto a big screen. .
d
I "You've got'to think bigger than you
know, Wilson said. "A lot of this
:stuti hasn't been invented yet."
when earthmovers begin scraping', k
;he Eagan landscape near.Diffley Rd. fThe:cost of all this is unknown, but
ind Lexington Av: next week, it willWAson hopes that much'of it can be
mark the start of construction of the obtained through a partnership with
Twin Cities area's first new public; a `Minnesota, technology company..
nigh school in eight years. - : Unisys, Cray . Research and North=
west Airlines have large facilities in
end when- Eagan :High and the ad-i•Eagan, and Wilson has already
coining Dakota Hills Middle School sought their help, as well as from 3M,
:)pen in 1989, state education offi-Honeywell, Apple and others.
,ials say, about 2,400 students will
step into a 10 -acre learning environ -f He hopes a company will design and'
;hent unlike any seen before in Min- install much of the classroom tech-
iesota. �Aology free or for a bargain price.
How big is it? It's. the first school in ."We're trying to appeal to both their
:he 'state to require an environmental business sense and their sense : of
assessment, something usually pre i neighbor," he said. "So far nothing is
dared only for major commercial and;"certain, but we've .gotten some very,
aidustrial projects. ,positive reception"
:-low costly? At an estimated $37.5"The chance for a public-spirited cor .
pillion, it took the biggest locati poration to show off its wares in a
school bond issue in state history toy major new high school may not come
finance it' The cost of Eagan High again soon
alone is $20.8 million, more than''
(About 20 Twin Cities -area high
school continued on page 9A schools were built from 1969 until
the last one,. Eden Prairie, began con-
struction in 1979 at a cost of $9.5
-million. Since then, however, nine
-high schools in Minneapolis and its
first -ring suburbs have been closed
because of declining enrollments. .
lately, though, a boom has taken
hold in Eagan, as three new freeway
Meanwhile, Rosemount High, which
less than 50 years ago graduated a
senior class of 11, is bursting with
2,575 students in a building designed
for 2,000. The district's other high'
school, Apple Valley, is 450 students
over its capacity of 1,800..
To alleviate this crowding, district
voters. authorized. a $47.5 million
bond issue in March. Besides the
Eagan high school -middle' school
complex, the money will go to build-
ing a 13th elementary school, reno-
vating the Rosemount Middle
School, expanding the football stadi-
um and buying land for future
schools.
According to the Minnesota Depart-
ment of Education, enrollment in the
district grew 54 percent. to almost
16,000 in the last ' 10 years and is
expected to increase another 54 per-
cent to more than 24,000 by the year
2000. --At that .rate, the department
said, the district fills a new elemen-
tary school every two years, a new
middle school every seven years and
a new high school every 13 years.
With that in mind, Eagan High is
being designed to expand from its
original capacity of 1,200 to 2,000
when the need arises.
Design work by the architectural firm
of Hammel Green and Abrahamson
Inc. will continue even as site grad-
ing, foundation work and steel fram-
ing are being completed.
t
"Overlapping of design and constru
tion is something you just don't do i
public work," said Ted Rozeboor
the- project's managing architec
"Most government bodies don't wai
to take that kind of risk. This scho
board won't know the final cost i
this project until: the last contract
let in May, but they're so' far behir
that they don't have much choice."
Although. plans are not final, Roz
. • boom said the school building, wi
look ." much less institutional _, ar
more corporate; it will have 'muc
more'glass and less brick.".,
That's part 'of the reason for a pr
jected cost of $72 per square 'foc
which state officials say is about I
percent above the average for,Twi
Cities school construction r'QA *
The district, however, saved -on son
land costs by locating the schools c
a 93 -acre site - next to, a- dity par
where it will build tennis courts
part of an intergovernmental partne
ship.
Inside the schools, semi -open flare
walled classrooms will allow. shai ii
among teachers, Rozeboom . saii
There also will be some sharing i
faculty members and facilities°;,b
tween the 1,200 -student ,midd
school and the high school, althoul
Wilson said children in the two leve
will seldom encounter each other
The major exception will be wh(
gifted students in grades six throul
.eight take certain high schoi
courses, he said.
That's just one feature of a uniqi
teaching plan that has impress(
state officials.
"They're trying to integrate technc
ogy and content right from the begi
ning," said Go Valdez, manager
instructional design for the state ed
cation department. "It's part of tl
structure, not something that has
be brought in.".
The same goes for- the new hil
school's teachers. Wilson already h
'recruited many teachers from the di
trict's existing: schools and .broug
them into the planning of Eag,
High.
That means the teachers will 1
eager to work with the new classroo
technology rather, than having
forced on them, Valdez said.. -
"The idea is to make education mo
like real life," he said. "It empowe
students to prepare for change. I.
stead of waiting for the future
happen, they're creating it in Fagan,
po.
it
4 � �
Board of Directors association of
President I I Cetroolitan
NeilPeterson pie onic parties
Bloomington � ! e V II f
Vice President
Gary W. Bastian
Maplewood
Past President October 29, 1987
Robert D. Thistle
Coon Rapids
Directors
Mentor Addicks, Jr.
Minneapolis
Karen Anderson Dear Mayors Fraser, Laufenburger, and Latimer:
Minnetonka The Association of Metropolitan Municipalities is in receipt
Larry Bakken of your letter of October 9, 1987 describing the coalition of
Golden Valley CGMC, St. Paul, and Minneapolis for joint research of
Mark Bernhardson Property tax reform. We very much share your concerns in
Orono this area and thank you for your offer to participate in this
research venture. As you know the AMM has policy committees
SthPaul established that study various issues each year and our
Revenue Committee has and will continue discussing, among
Walter Fehst other significant problems, that of property tax. As the
Robbinsdale process continues from now through the legislative gislative time
Edward Fitzpatrick frame, the AMM will react, possibly propose, and definitely
Fridley be involved in this issue. Minneapolis and St. Paul as AMM
Kevin Frazell member cities directly and actively participate in our
Mendota Heights deliberations and thus will certainly help shape the AMM's
Carol Johnson posture in property tax reform discussions.
Minneapolis
Although we appreciate the invitation to join your effort, we
Sharon Klumpp must respectfully decline your invitation. Due to the time
St. Louis Park constraints established in your letter it would be impossible
Gerald Marshall to have a fair and indepth discussion of the merits with our
Brooklyn Park diverse membership. In addition the cost would represent an
Craig Mattson increase in our budget which has been established and adopted
Oakdale by the organization but more importantly it would represent a
Donald
significant increase in our dues which have already been
Maple Grroveove d general levy certified within the of our member cities for
y
1988.
William Saed
Inver Grove Heights We again thank
g you for this opportunity and the sharing of
Benno Salewski your plans. We do look forward to seeing the results of your
St. Paul efforts and discussing whatever proposals you may initiate.
Leslie C. Turner
Edina
Executive Director /1
Vern Peterson 9
183 university avenue east, st. paul, minnesota 55101 (612) 227-5600
You may be assured that through our process we will carefully
peruse the coalition proposals and comment as appropriate.
If we can be of any assistance or be participative in some
other manner, please do not hesitate to contact us through
myself or our staff.
Respectfully-,-
Nei-, Peterson
AMM President
cc: Tim Flaherty, Briggs & Morgan
Diane Lynch, St. Paul
Duke Addicks, Minneapolis
Robert Renner, MLC
91y