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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, - 7 - 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. r- 00 00 \ rn \ r --I 44 co $4 A y z co co C% 4) •r1 I •rl 'O .--I i 'o •rl •ri N +) A > 9 1r >~ 4) •rl rn � o X 9:� V PQ 44 -:4 'C 4) O 4) ,z 44 4.1 4-1 4J O 1-.1 0 -4 is (1) •rl I4 0) O O U H 04 44 �n Ia m 3 sa O 44 T 1-r p co U 4) D O PQ ---agab 0 O -Aw to 0) N I-1 •r•1 O 41 � •ri U it O � a � r•a '�, M � W n cd � U N 4) 00 b0 Ca a0 ON O r -i PQ Of --- bo cil CU �4 p 0 b0 J -i O •r1 >4 O P4 a O w O co x 00 U W m O 00 a +j V")- (L) >(L) 00 b0 00 'O r-'1 PQ �4 r -i >4 I N H 41 •r� 'Cf � U X TI b0 44 4J 'O (1) O s~ Q) C: 4a O N r.-1 O ?+ O co 4-) U -i i4 4) •r1 U 4) O r) U d' P+ 44 O zy O M 4) to M W 4) OO 00 rn 0) r4 ca rc m u P4 .. r. p w W ON (ti r -I r -I •ri c0 1) L3 O rA E i v 4a O O 4,+i may; Hw • qO0 �� CV) O ��? O O 9 V �, L , 0 co O\ %0 %0 r-7 ----- - - - - -- C - - - -> O n r� cn• rrr n 00 n N O cO n N O N n �+ O M 00 cn Cl) 44 M NO N Ln G} 1•+ tz n n U p n w 00 G O O 00 4) m 4) I~ 00 0) C% f0. O ON " O ri 0. O M LL z r -I bO •rl .--I O \ •H r-1 O \ •ri •-I 1 4.1 \ 1 -1 r-1 W cu O 4-) Cl) cd O -W M 22 to r -I Cl) N cu \ 0) 4 M N (0 -- 4) ;3 \ d) 4) 15 N 4) 0 \ 4) i= N Ln (1) U IT 0 •ri r-♦ .. (1) u �T 4) •r1 r•1 v W r-4 W r..1 W 1-1 W 4-1 0 1 O 1 0-% 0 1 O I i W 0) U 4) W 4) U 4) W 1.4 rn n rA n .t U) n CA n 04 •ri �,,, 00 rt 9+ C `7 •r -i P, 00 •r•1 D, 00 3 H q m O sr a` v q ON rn 7 u c0 r1 U cd -4 u co -4 u ca -4 co 1r r-1 >4 O \ c0 F� r••1 F4 O\ C7 co F r4 w O\ m E r"1 LI O\ W Ui--i Fr+ U to W U r -I W U c[l Pa zy O M 4) to M W 4) OO 00 rn 0) r4 ca rc m u P4 .. r. p w W ON (ti r -I r -I •ri c0 1) L3 O rA E i v 4a or t 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. 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I 1 1 1 1 1 1 I U 1 1 1 1 7 1 1 O 1 0 C I N I N I 1 1 1 N 1 1 1 1 1 r l 1 1 t I 1 I I 1 1 1 1 I 1 1 1 1 1 I 1 1 I 1 I 1 1 1 1 1 I 1 1 1 I 1 I 1 1 1 1 1 I 1 1 r -I I 1 1 1 I 11 1 Rd. 1 W 1 1 I I 1 1 -0 1 t 1 1 I PG O I W 1 1 1 I S. 1 1 W W I W 1 dl .'z I C I 4-4E-1 1 1 0 1 1 H I Pr. 1 1� 1 O 1 1 W t i. 1 '✓ I H I (% CIS E 1 1 l 1 I O plUj y I E d l H 1 t0 I G I H 1 x l C 1Cd E-I [d I I s E I C I +~ 1 H 1 z I O. m 1 I O W 1 I 1 1 I l I l 1 1 I 1 I d 1 O I s I O O 1 tk 1 6 1 CM N E - I 1* 1 I N nC 126 CTI H 3 q co 00 10 14 eo 1 I N I H I H I H H H H H Cd H .j I H I H I N I I I I I I H I N t 1C. 0 1 0 1 0 1 0 10 10 1 0 to 1 1 1 q 1 1 t0 1 1 0 1 CO 1 1�1 %0 1 1 l o "4 COdO 11 0 1 I 10 110 1 1 1= 1 10 1 1 1 � I 1 1 0 1 Lf\ tT U I 1 tT 1 1 0 1 1 1 I N I C I N 1 I a0 1 1 to 1 1 1 1 U I 1 1 1 1 1 1 1 1 1 I 1 1 1 1 1 1 1 1 1 I 1 1 1 1 I 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 t 1 1 1 m S. 1 H I H I H I H I H I H I N I H I 1 1 1 1 0 1 1 1 1 1 1 t 1 1 1 I 1 I 1 1 1 d tv 1 10 I H 1� 10 1 1 I H I I N CO HCH/] I H 1 1 I H I 10 1 1� 10 I 0 C m d w 1 I C I hO 1 bO 1431 . 1 O 1 C 1 1 1 q cr I I to 1 1 1 N 1 I O I N 1 1 l O l p m 1 0 1 0 1 0 1 0 I r I L 1 1 l 1 0 I 1 1 1 1 I 1 I 1 1� I 1 I 1 1 Lf I o ic�i I v 1 1 1 I 1 1 1 I I 1 ILf, 1 1 U 1 1 1 1 1 1 1 1 1 1 1 1 1 1 I 1 I 1 1 1 H I N I I H 1 1 I H I N 1 1 1 1 N H H 1 1 1 1 1 I t I I I I I I 1 1 1 1 1 I 1 1 1 1 1 1 1 1 1 1 1 1 I I N 1 N 1 I N I 1 1 1 1 I 1 1 1 1 1 I 1 1 ! 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I M I I ti 1 01 I N I 1 1 d 1 I 1 -T 1 t 1 1 I 1 I 1 1 1 1 1 I 1 1 1 1 1 1 1 1 1 1 1 I 1 1 I 1 1 1 1 0 O 1 1 1 I 1 1 1 1 1 1 1 0 d 1 0 1 0 1 0 1 0 O 1 0 1 0 1 l0 d l H 1 0 O l ti N 1 O l CCOO 1"0 I 1 I N 1 1 0 1 Ul 1 lfl t 1 0 1 A m I U 1 IN N t Ln 1 1 Ln I I LIl to 1 !n I 1 10 1 d 1 I 1 m l 1 1 1 11 1 1 lf\ ! 1 I 1 I 1 1 1 1 1 I I 1 1 I 1 1 1 1 b L I I 1 I 1 I 1 1 1 I 1 1 1 1 1 C 0 Y 1 1 1 I L 1 1 1 1 I 1 CE.N v 1 I 1 I 1 1 1 LL y4 60 1 1 I 11 1 1 1 1 1 1 1 C N 1 tb I M I N M 1 CO 1" I M I O I N 1 I N 1 v 71 J I N M I I V) v m H C]. Ill 1 l CC) .J I �[J 1 (b I M 1 I 1 N 1 N to t CO I 1 1 1 1 I M I I Lfl I 01 Ed I 1 N I S I M 1 W a -t 1 1 I 1 1 1 1 I I I I 43 O I 1 1 1 1 1 1 I 1 ! 1 1 1 I 1 1 1 I 1 1 I 1 1 1 1 3 1 1 I 1 I 1 I 1 I I 1 t 1 1 1 1 1 1 1 1 1 I 1 1 1 1 1 La 1 I n 1 1 CC 1 1 I 1 1 1 1 1 1 I 1 0 1 lf1 1r I 1 1 1 1 1 m 1 1 1 H qL N L I 1 1 1 1 y 1 v) 1 1 7., 1 I 1 U 1 H 1 1 1 1 I M I .y 1 W I H I I 4 1 1 W 1 rl l C l I v I W I U I µ� £ 1 1 N H I GU4 1 1 I H II Ip I N I 1 1 U 1 1 1 W I d 1 tx A W 1 I .1 I 1 N nC 126 CTI H 3 q co 00 10 14 eo 3�5 1 I 1 I 1 1 1 Cd H .j I H I H I N I H I H I H I N I H I 1C. 1 1 I I 1 1 1 1 0 0 I I v l o 0 1 I I 1 1 0 1 0 1 Lf\ I 1 tT 1 1 0 1 1 1 I N I C I N 1 I a0 1 1 to 1 1 1 1 I LV I 1 I 1 1 1 1 1 1 1 I 1 1 1 1 1 1 I 1 1 1 1 1 1 1 1 1 1 1 1 t 1 1 1 m S. 1 1 1 1 1 1 1 1 1 0 I 1 al d tv 1 N I H I N 1 I H 1 I H I I N 1 I H I H 1 1 I H I 1 1 I O 0 C l a I C I hO 1 bO 1431 1 1 1 1 I t 1 1 I O l O l p 1 0 1 0 1 0 1 0 1 0 1 1 I L 1 1 1 0 I N 1 0 I 1 to N 1 1 tT I 1 Lf I o ic�i I v 1 W I I 1'D 1 ILf, 1 1 U 1 1 1 1 11 N 1 I 1 I 1 1 1 1 I 1 I 1 1 t 1 1 1 1 1 1 1 1 I t I I I 1 1 1 I 1 N I N 1 N 1 I N I N l t (cm, I 1 1 1 1 I 1 1 ! 1 1 1 1 1 1 1 1 H I N I H I N I H I H I H I N I N I 1 1 1 1 1 I 1 1 1 1 I 1 1 1 I 1 1 1 t 1 1 I 1 1 1 t 1 1 1 I 1 1 1 1 I 1 I I 1 1 1 I I 1 1 1 1 0 1 0 1 C0 I CD 1 O+ 1 0 1 a+ 1 0 1 0 1 1 1 I, 1 N 1 ICNLn 1 I I 1 1 1 1 1 I^ I I t 1 1 I N. 1 1 1 1 1 1 1 I I 1 1 I 1 I 1 1 1 1 1 1 1 1 I 1 1 t 1 1 I 1 I 1 I 1 1 t 1 1 1 1 1 1 1 1 1 1 I 1 1 1 1 1 1 1 1 1 1 1 1 I 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 1 0 1 0 1 Lf\ 1 1� 1 1 0 1 N I.- IN I00 IN I 1tn 1 10 1 I 1 I I I 1 1 1 1 1 1 I 1 I 1 1 1 1 1 I I 1 1 I 1 1 1 1 1 1 I I 1 I 1 I I 1 I 1 1 1 1 I 1 1 1 1 1 1 I 1 I 1 1 1 I 1 1 I 1 1 I O 1 1 tT N 1 tb I M I N 1 I N Ln 1 0+ I t0 1 1 0 1 I 1 1 1 I S I 1 1 1 1 1 1 1 1 1 I I I 1 1 1 1 1 I 1 ! 1 1 1 I 1 1 1 I 1 1 I 1 1 1 1 1 1 1 I 1 1 I 1 t 1 1 1 1 1 1 1 1 1 I 1 1 1 1 1 1 1C', 1 I n 1 1 CC I 1 tb 1 1L 1 I M 1 I M 1 I 1 0 1 lf1 1r I I M l r- 1 1 Ln 1 I I N N I 11: m 1 I 1 I I 1 1 I 3�5 ,-, 0 F, r, 1 I 1 I 1 1 1 Cd L I I 1 1C. I I I 1 I O I N I I v l 1 0 O I t .r'1 I 1 C] I 1 1 1 I 1 .0 1 1 1 1 1 rl 1 1 r -I 1 I td l 0/ 1 1 p I I Ld I 1 C 1 N O 1 . 1 r -t I 1 1 t 1 1 6 1 14 m S. I v l 7 1 I 10. l I 0 al d tv 1 1 ) V) a L I I t» I v 1 1 1 I O 0 C l a I C I hO 1 bO 1431 r-4 1 I W 1 U U J.1 a1 I L 1 H 1 .,H I C 1 rl1� 1� 1 I L I O I L I to 1 y 1 CL 1 13 1 o J.o ice° is iv ic�i I v 1 1 1 1 iai 1 U 1 1 I 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 I 1 t 1 I o N I N 1 N I N I N I N l t (cm, ,-, 0 F, r, 1 H 1 H 1 H 1 H I H I H I H I H 1 H 1 H I H I H I H I H I H I H I H I H I 1 1 I 1 1 I 1 1 1 1 1 1 I 1 1 1 1 I 1 1 1 I 1 0 1 0 1 0 1 0 1 0 1 0 1 0 10 ! O I O 1 1 0 I 1 1 1 0 1 0 1 0 ! 1 0 I 1 0 1 1 0 I 1 1 0 1 co G 1 O O I O 1 C 1 0 I S 1 I I O I p 1 0 I ti I O I I� 1 t Ol 1 0 O 1 0 1 C 1 0 1 0 1 1 Ul I In 1 I N 1 1 0 1 1 I I 1 a W O 1 1 1 I 1 t .. I 1 1 .. 1 1 I .. I .. 1 1 N 1 . O 1 . I =+ t� I t11 t 1 I S F W I U'1 I M I I 1 I 1 I N I 1 I Ul l � I M I M I� 110 11,- 1 M H PG 1 .8 1 1 I 1 1 1 1 1 I 1 1 .- 1 1 1 t 1 1 to I. 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I I 1 . 1 N � 1 1 r 1 1 1 1 1 1 I 1 1 I I 1 1 1 1 1 1 0 1 0 1 0 1 1 I 1 1 1 1 1 I I 1 I 1 I 1 1 1 I 1 I I 1 1 1 1 1 1 1 1 I I 0 1 0 1 OI 1 0 1 0 1 0 100 1=3- I N 1 O I O 1 0 I O ! O 1 0 1 Lc%o d I I I t0 1 1 1 to I 1 1 tP I I 1 1 1 I I 1 1 1 1 1 I N I I U I Obi H 1 I 0 1 O 1 1 t I r V 1 1 I 1 1 1 I 1 d I 1 1 1 1 I 1 1 1 1 1 C 1 1 1 1 1 1 1 1 w l 1 1 1 1 1 I 1 1 1 1 1 1 I r l I 1 1 1 1 1 1 1 1 1 I 1 I 1 1 1 1 1 1 1 1 1 1 1 I 1 1 I t41 1 1 W 1 1 1 1 1 1 1 I 1 1 I 1 1 1 l y l 1 I I 1 1 1 1 1 1 1 W 1 1 1 1 I 1 37 H I H I H I 1 1 I 1 1 0 1 0 1 O � 1 10 t M 1 w I w l 0 1 0 1 N r l 1 w l 1 1 I t I r I 1 1 I I 1 H I H I H I t I OI O 1 O O 1 C, 1 O o 1 N 1 t0 O I O I N I 1 r I [ I 1 1 I I 1 r 1 t I H I H I H I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 I t 1 I 1 1 00 1 co 1 ti I Q1 1 C 1 kD 1 1 co 1 A 1 Ol 1 01 I 1 O I 1 1 I I 1 r I 1 I I 1 I I 0 1 0 1 O O 1 0 1 co 0 1 0 1 C 1 1 ON 1 42,, 1 1 = I 1 I I 1 I I 1 I I 0 1 0 1 a 0 1 0 1 co O 1 C 1 1- 1 I w l lf1 1 t!� 1 In N I N 1 N I r l r l ? I 1 I I 1 1 •- I t I I t 1 I I I I 0 1 0 1 O O t 0 1 A I 1 I I c0 1 �D 1 r I 1 M 1 O I r l N I t 1 r I I I I H 1 1 1 1 1 I I 1 1 1 1 1 I N I I U I I 1 I 1 1 I 1 Q 1 1 1 1 1 1 1> 1 I t41 1 1 W 1 1 1 1 1 1 l y l l a 1 y1 1 1 I 1 1 I Iq 1 1 1 0 1 W I N I I C I 1 1 1 O I I 1 >d 1 H I to 1 pJ 1 N 1 g I W 1 d 1 16 I C I N 1 a 1 I 1 1 H I p I W IC I K I cd I I I 1 I yl I ,.] 1 H 1 H 1 q l L 7 1 r1 1 C I q I IU I I p t O I H l 1 hp 1 O I 1 1 CN I O. I U I I C 1 rl1 1 H 1 t U 1 1 I L I O I x I H 1 I rl I ,-1 1 I U 1 d� 1 17 I I I 0 I I H 1 7 1> 1 I to 1 (y F 1 H 1 p 44 0 1 43 1 0 1 0 11 1 I 1 y in, 1 1 I O I .0 y C I w 1 I N 1 to I v! 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I 1 I I 1 1 •- I t I I t 1 I I I I 0 1 0 1 O O t 0 1 A I 1 I I c0 1 �D 1 r I 1 M 1 O I r l N I t 1 r I I 1 1 1 I 1 I fl. I I 1 I 1 1 I 1 I t41 1 1 1 I 'tl i i i i Iva l 1 1 0 1 W I N I 1 O I C 4 1 l y l y I C 1 1 I ri 1 W I to 1 4a m I L I 1 0 1 H I to 1 pJ 1 N 1 g I W 1 d 1 16 I o1 1 } 1 4 Ct 1 [I. 1 0. 1 1 rl 1 t t]. t CL 1 F I L F I C 1 1 ty I H 1 q l L 7 1 r1 1 C I C Z 1 IT 1 N 1 t V 1 yt I L I I H I I y I W 1 C I W 1 1 CN I 1 H 1 N I W 1 1 I N 1 H 1 t U 1 I ll 1 I cd 1 x I H 1 1 1 .0 1 I 1 2 I 0 I I 1 0 1 F I 44 ..1 F 1 H 1 44 0 1 43 1 0 1 0 11 1 I 1 y in, 1 1 I O I I 1 I 1 I 1 1 O 1 It= 1 1! 1 I - I 1• 0 I t7p 1* 1 O f f I* 1 d l H I Ln 1 tt\ 1 lr 1 t 1 ? r ? i f*i i [O -1 rn F a. w C] OD OD 00 H w H = U a. N O WM 0,a Oa d J m D 01 U d a tc%d a0 5 � U d to L' O m O O LIl (v1 l[1 ' � II to I 0 M I I I I f✓ x I M I w I 00 I N I 38� 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 CV) M O N (1) -ID uo r -I m EO) in N O0 N O Cd d1 N .t Ln 00 N N O r -I }1 N v r♦ m U S-� G � Cn to ri H N O A O 00 M W 11 d N M N ^ N 11 ON lO co kv Ln no ro r1 H O b 04 N m r- lm H' O r -I 00 r -I rH E -F O W —4 Ln rn O r -I fs7 - •rl L y �7 N %�D ON' 00 O r-4 4 mON N Op CD LA D G tr) m O ko H Cl) O - t. M 1J to tm M m Ui •d G 00 N M ON O �s 01 RJ OO LM y O 1- - 1. N P-0 try un pq t/} <10 - a a a rZ4 z O A w � ca O co 00 n a Q\ N O H V3 a E� M d r -- C14 O r --I O ra ON m 00 N It M r - N O ON r4 O -4 rn rn 00 N co cn co v L w v Ln M O N tU N n O EO) in N O0 N O Cd td ON n N N O r -I Sa �4 00 m r- m U U G to Cn to ri H A O O 00 M O J.J N N N ^ N 4J O kD Ln no ro r1 H O 0 P! M r r O r -I 00 � ^ ai -4 Ln lD r -a M •r -I M �7 N %�D ON' 00 r-4 O N Op Ln 00 r1 o � N OO N tf1 N b Ln CN "4 to fn O r -I td H Ll Pq - a a rZ4 z O A w � ca O co 00 n a Q\ N O H V3 a E� M d r -- C14 O r --I O ra ON m 00 N It M r - N O ON r4 O -4 rn rn 00 N co cn co v L w v Ln M 0o r -I N 00 M u5 in N O M ON n ^ O r -I 00 m r- m co N Cn to ri r, O Ih m p r1 H p r r O r -I 00 O 00 co Ln M �7 N %�D ON' 00 r-4 N Op Ln 00 r1 O\ %D N OO N tf1 N as <r� r -I - td tt't N to U N to N •rl •rl JJ y �+ •r1 G to w •N •rOl A W A N td O 1J vel to V z 1-4 .7 W 1J p; 4a •r1 ,I r] r4 �O pq N W A •r1 td r-1 r -I ri E4 pq td w aJ E a 4) Ea H W'0 ted•a u•A \D O M N 44 O U v! Cd 4) p U G 41 .a r r4 N r4 d J-1 d O p W a N 41 ro N 4J }4 N JJ 44 cd JJ G N 4JJ .d ui Q O z A v] U) r4 z H 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