6.1. SR 08-01-2011ITEM 6.1.
MEMORANDUM
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TO: Mayor and City Council
FROM: Tim Simon, Finance Director
DATE: .August I , 20 I I
SUBJECT: 2012 Budget Discussion
Tonight we will continue our budget review with the Administration and Building Safety
budgets. Attached are the department requested budget worksheets for those departments
along with the proposed 2012 department/division goals. At tonight's meeting we will go
through the goals and attached budget sheets. If you would like more detail than what's
provided, please let me know.
I have attached the budget adjustments sheet to reflect the account changes for adding the
Streets laborer position in the budget and the two police line item reductions that the Chief
discussed during the budget review.
The City will not be receiving any local government aid (LGA) in 2011 as well as the Market
Value Credit. All of which were anticipated in developing the 2011 budget. See attached
spreadsheet from the Minnesota Revenue Department. I have also included some
information on the new market value homestead credit calculation that we will review.
I asked the County Assessor if any updates exist to the estimated Net Tax Capacity for 2012
and at this time no updates. We will continue with the negative 6 percent until we get an
update from the County Assessor which we usually receive the end of August or early
September.
Administration Department (requested):
Mayor & Council -The overall budget remains consistent with 2011. Dues &
Subscriptions continues to include the Leagues member ship and historical society. The
miscellaneous line includes the same items as last year including employee recognition event,
and volunteer recognition event.
Cable TV -Office supplies increased due to the replacement of a computer. Equipment
Repair and maintenance increased for Internet circuit and aone-time firewall purchase.
Elections -Includes estimated costs associated with 2012 election.
N:\Public Bodies\City Conncil\Finance\Tim\2011 \budgehnemo0801.docs
Administrative Services -The operating budget is consistent with 2011.
Human Resources -The operating budget changes slightly in the operating supplies line
item to reflect the actual cost of HR software maintenance and cost of supplies in prior
years. Capital outlay request is a Tyler Output Processing software.
Community Development Department (rec~uestedl
Building Safety -The main change in the budget is the increase in office supplies to
replace 3 computers in 2012. In addition, Bob Ruprecht, Building Official, would like to
request putting funds in for uniform allowance. Also, Bob will go over the council request
to .review the City of Ramsey's inspection contract.
NextNext Steys
We will continue budget discussions on August 85` with the Ice Arena, 2012-2016 equipment
replacement fund and preliminary review of 2012 General Fund revenues. In addition, we
will discuss tax impacts of household values fox various levies as we start to prepare for our
adoption of the maximum tax levy on September 12, 2011.
Attachments•
Department of Revenue spreadsheet for 2011 LGA and MVHC
League of Minnesota Cities slides (22-23) - 2012 MVHC
2012 Capital Outlay breakout -requested
2012 requested budget changes
2012 Position requests/unfilled spreadsheet
2012 Budget Summary
N:\Public Bodies\Ciry Council\Finance\Tim\2011\budgetmemo0801.docx
Mayor & Council
2012 Goals
^ Periodic external communication from Council (i.e. newsletter, blo~.
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Cable TV
2012 Goals
^ Expand web-based programming.
^ Establish a "City News" program to keep residents better informed of city programs.
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Elections
2012 Goals
^ Prepare for 2012 primary and general local, state, and national elections.
^ Redistrict Precinct Boundaries after Census.
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Administration
2012 Goals
^ Complete evaluation of Web QA.
^ Periodic internal communication from City Administrator (i.e. email, blog or newsletter, etc.).
^ Increase use of press releases and city-wide marketing materials.
^ Assist Finance Division with expanding the city's ability to accept alternative forms of payment
(credit cards, online payments).
^ Assist Economic Development Division with completing evaluation of social media use for
various departments.
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Human Resources
2012 Goals
^ Update the City's Personnel Policy Manual and any departmental policy manuals that
reference or duplicate the City's manual.
^ Implement electronic timekeeping if not done in 2011 and approved by City Council.
^ Develop Human Resources page of the City website to include FAQs and other items of
interest to job seekers, employees and the general public.
^ Design and implement formal processes for new employee orientation and exit interviews
for departing employees.
^ Continue to oversee the volunteer program.
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Building Safety
2012 Goals
^ To remain timely, efficient and professional with plan review, inspections and the issuing of
permits.
^ Conduct energy audits for Elk River residents and suggest ways that they may be able to save
energy and costs.
^ Single family rental licensing began in 2010 and will continue in 2012 to create a safe
environment among the rising number of rental units in the City.
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2011 First Special Session Chapter 7
CITY NAME
TOTALS
LGA LGA LGA
CY 2011 CY 2011 CY 2011
Certified Reduction Paidt
527,100,646 (101,755,298) 425,345,348
61,112
..
. 0 61,112
~
156,373
_.. 0
. 156,373
577,683
~. _ ..~~ (96,736)
. ~~v~.....__.. 480,947
... _ ....
0 0 0
2,812,639 (341,089) 2,471,550
0 0 0
31,062 0 31,062
70,726 0 70,726
0 0 0
228,099 0 228,099
293,365 0 293,365
0 0
_. 0
9,544 0 9,544
32,958 0 32,958
32,799 (3,035) 29,764
404,722 (55,640) 349,082
281,551 0 281,551
29 650
_.~..,.,,.. 0
vr...,, ,,.,,, 29,650
„~,.._..._,r .
686,820 (686,820) 0
283,047
~.. (118,061)
.. 164,986
11,799 0
~
~ 11,799
124,811 0 124,811
161,977 0 161,977
5,281 0 5,281
216,939 0 216,939
24,938 0 24,938
1,872,831 (159,465) 1,713,366
46,672 (26,148) 20,524
0 0 0
80,748 0 80,748
25,909 0 25,909
95,104
... 0
_. 95,104
14,726 0 14,726
119,255 0 119,255
2,349,886 (162,995) 2,186,891
82,985 (82,985) 0
491,074 (68,375) 422,699
452,219
_. (53,273)
_._ 398,946
4,144,397 (422,232) 3,722,165
439,554 (129,428)
._, 310,126
5,449,181 (676,433)
..
. 4,772,748
_ _
0 0 0
1 LGA is paid in two installments (July and Dec.)
2 MV credit is paid in Oct. and Dec.
Final credit amounts will be available in August.
* Ineligible to receive July LGA payment -have not complied with OSA reporting requirements.
Minnesota Department of Revenue
~/zo/zoii
Est. MVC Est. MVC Est. MVC
CY 2011 CY 2011 CY 2011
Preliminary Reduction Paid2
60,246,987 (48,098,479) 12,148,508
7,690 (5,025) 2,665
124,582 (124,582) 0
23,079 (9,942) 13,137
_.
49,120 (38,639) 10,481
27,942 (27,942) 0
216,948 (206,932) 10,016
_ 0 0
~ ~ 0
13,083 (4,946) 8,137
10,887 (6,495) 4,392
1,737 (1,737) 0
.,. ....
39,417 (21,733) 17,684
56,513
~..... ~_ (19,109) 37,404
0
............ 0
_ 0
.._. ....
...
3,510 1,695) 1,815
11,886
.. _._... (4,149) 7,737
....
.... ..
5,245 2,395) 2,850
57,502 (31,504) 25,998
36,135 (28,592) 7,543
6,219 (2,076) 4,143
199,599
..
.. (199,599)
.......
. 0
..._. _
70,817 (70,817) 0
5,688 (1,995) 3,693
33,314 (15,242) 18,072
24,335 (11,282) 13,053
2,999 _ (1179) 1,820
_
26,438 (12,973) 13,465
4,701 (1,860) 2,841
137,764 (77 929) 59,835
28,474 (16,270) 12,204
797 (797) 0
21,791 (7,830) 13,961
6,403 (1,367) 5,036
15,790
_. .. (8,999)
...._. 6,791
...
_. ...
2,162 (703) 1,459
29,941 (13 740) 16,201
140,233 (76 494) 63,739
5,563 (5,563) 0
50,256 (39,988) 10,268
62,044 (30,506) 31,538
280,394 (246,551) 33,843
38,438
., (38,438) 0
518,737 (424,874) 93,863
..
86,836 (86,836) 0
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2012 CAPITAL OUTLAY -Requested
Funding Source
Requestetl General Waste Liquor Department
Department Item Amount Funtl Waler Fuml Fund Other Tolal
Human Resources Tyler Output Processing (TOP) 4,700 4,700
4,700 4,700
Emergency Mgmt Siren/radio board upgrades 69,000 69 000
69,000 69,000
IT Virtualization Project (Disaster Recovery) 10,900 10,900
10,900 10,900
Planning Mining area study 50,000 50,000
50,000 50,000
Streets/Snow removal GPS salter controllers 20,000 20,000
20,000 20,000
Senior Center Database management system 7,500 7,500
Replace air wndihoning units 10,000 10,000
17,500 17,500
Subtotal General Fund Departments 172,100 172,100 172,100
Ice Arena Floor scrubber 9,500 9,500
Battery for Zamboni 11,000 11,000
20,500 20,500
WWTP Replace rock around tanks & bldgs. with asphaH 15,000 15,000
Phosphorus Monitor 55,000 55,000
Chemical feed pumps 10,000 10,000
River Line abandonment 200,000 200,000
_SI~ 8" Sanitary Sewer Main 70,000 70,000
350,000 350,000
Liquor Stores HVAC 15,000 15,000
Walk-in cooler doors 25,000 25,000
Walk-in cooler refrigeration 15,000 15,000
55,000 55,000
Total _ $597,600 $172,100 $0 $0 $425,500 $597,600
Note: Vehicle and equipment replacement for non-enterprise funds will be reviewed with the 2012-2016
equipment replacement fund.
2012 Budget Adjustments - 9'~l ~l /
Streets on final updated change
101-3120-4101 356,400 379,100 22,700
101-3120-4104 29,950 31,600 1,650
101-3120-4105 29,200 30,600 1,400
101-3120-4107 6,850 7,150 300
101-3120-4108 56,350 65,900 9,550
35,600
Snow Removal
101-3150-4101 92,700 98,350 5,650
101-3150-4104 7,800 8,200 400
101-3150-4105 7,550 7,900 350
101-3150-4107 1,750 1,850 100
101-3150-4108 15,000 17,350 2,350
8,850
Police
101-2110-4201 19,000 14,000 -5,000
101-2160-4217 5,000 3,500 -1,500
-6, 500
Total Change 37,950
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Requested budget analysis snap shot
Scenario's
1 2 3
2010 2010 2011 YTD 2012 2012 2012
Adopted Revised Adopted 06/30/2011 Requested Requested Requested
General Fund Revenues:
Property taxes 9,467,850 9,467,850 9,758,500 3,323,541 9,064,409 9,398,098 9,731,786
MVHC Loss (estimate only) - - (221,100) - (300,000) (300,000) (300,000)
All Other Revenues 2,251,950 2,450,411 2,626,050 1,238,053 2,870,450 2,870,450 2,870,450
Total General Revenues 11,719,800 11,918,261 12,163,450 4,561,594 11,634,859 11,968,548 12,302,236
General Fund Expenditures
General Government:
Mayor & Council 167,650 167,650 177,800 69,770 172,250 172,250 172,250
Cable TV 81,650 81,650 77,800 34,480 85,500 85,500 85,500
Administrative Services 470,500 470,500 473,650 264,768 463,100 463,100 463,100
Human Resources 150,450 150,450 150,750 72,141 164,300 164,300 164,300
Elections 38,100 38,100 - - 38,050 38,050 38,050
Finance 447,400 447,400 454,700 244,519 453,300 453,300 453,300
Information Technology 303,150 303,150 266,600 113,932 243,700 243,700 243,700
Legal 234,000 234,000 240,000 114,456 228,000 228,000 228,000
Community Development 67,150 67,150 67,100 31,674 68,050 68,050 68,050
Planning 299,950 299,950 303,550 136,901 350,600 350,600 350,600
City Hall Maintenance 297,000 297,000 300,850 119,867 302,350 302,350 302,350
Energy City 51,350 95,600 51,650 19,328 56,800 56,800 56,800
Contingency 113,100 113,100 75,000 - 75,000 75,000 75,000
Total General Government 2,721,450 2,765,700 2,639,450 1,221,836 2,701,000 2,701,000 2,701,000
Public Safety
Police 4,251,350 4,251,350 4,288,650 1,838,217 4,384,700 4,384,700 4,384,700
Fire 680,950 680,950 881,850 358,963 861,900 861,900 861,900
Building Safety 465,550 465,550 465,200 215,121 468,500 468,500 468,500
Environmental 52,200 52,200 56,950 25,420 48,300 48,300 48,300
Total Public Safety 5,450,050 5,450,050 5,692,650 2,437,721 5,763,400 5,763,400 5,763,400
Public Works:
Street Maintenance 1,336,950 1,309,400 1,524,450 462,966 1,532,450 1,532,450 1,532,450
Snow Removal 246,550 274,100 262,850 195,475 286,250 286,250 286,250
Equipment Services 246,300 246,300 245,950 101,223 244,550 244,550 244,550
Engineering 178,350 178,350 177,800 54,409 173,100 173,100 173,100
Total Public Works 2,008,150 2,008,150 2,211,050 814,073 2,236,350 2,236,350 2,236,350
Culture & Recreation:
Parks Maintenance 767,150 767,150 790,350 339,456 816,100 816,100 816,100
Recreation 730,700 737,800 756,900 302,293 785,600 785,600 785,600
Sr. Citizen Programs 203,250 203,250 204,450 89,310 224,000 224,000 224,000
Total Culture & Recreation 1,701,100 1,708,200 1,751,700 731,059 1,825,700 1,825,700 1,825,700
Transfers Out 164,050 164,050 205,200 - 135,750 135,750 135,750
Total General Fund Expenditures 12,044,800 12,096,150 12,500,050 5,204,689 12,662,200 12,662,200 12,662,200
General Fund Gap Before Adjustments: (325,000) (177,889) (336,600) (643,095) (1,027,341) (693,652) (359,964)
Use of Fund Balance (41.59'0) 325,000 177,889 336,600 - 339,630 339,630 339,630
Capital Outlay Reserve -capital items 122,100 122,100 122,100
Trunk Utilities Fund -Mining Study 50,000 50,000 50,000
Reduce contigency $75,000-$50,000 25,000 25,000 25,000
Fuel $3.75 to $3.25 43,000 43,000 43,000
Building Permit Revenue (PW building) 77,000 77,000 77,000
NTC shift from -6% to -5°'0
Expenditure offsets
Projected Total Budget Gap After Adjustments - - - (643,095) (370,611) (36,922) 296,766
Notes:
1 =assumption of 6% decrease in NTC and same tax rate of 45.72%
2= assumption of 6% decrease in NTC and a tax rate of 47.18%
3=assumption of 6% decrease in NTC and no change in total levy from 2011, tax rate 48.6%
No Market Value Homestead Credit
No Local Government Aid
Fuel is starting at $3.75 in department budgets, will be adjusted as we get closer to final budget.
Does not include COLA orrequested/vacant positions
N:\Departments\Finance\Finance\BUDGET\Budget Folders by Year\2012 budgets\2012 Summary Budget
MEMORANDUM
ver
TO: City Council
FROM: Bob Ruprecht, Building Official
Tim Simon, Finance Director
Bob Thistle, Interim City Administrator
DATE: August I, 201 I
SUBJECT: Building Inspections
This memo is in response to the City Council's question at the June 13, 2011 Council
meeting. What would the Ramsey inspection contract look like for our City? The subsequent
information shows how a $50 per hour contract inspector would work in the City of Elk
River. Working together, we developed some graphs that account for the building
inspectors' time, wages and workload. Using the years 2005, 2009, 2010 and 2011 through
YTD we show various levels of staffing as well as the amount of construction activity for
comparison purposes.
Philosophy Statement
The Elk River Building Safety Departments philosophy is based on our commitment to
customer service, consistent and concise code enforcement, knowledgeable staff, and timely
service. We always try to accommodate customer needs for inspections and are committed
to professional working relationships with contractors as well as the citizens of the City.
Analysis
The City of Ramsey currently contracts for commercial and residential inspections and plan
reviews at $50 hour. We applied this contract with our data from a high revenue year (2005)
and the past several years (2005, 2009-2011 YTD).
Assumptions (Exhibit 1)
• Our historical average on the amount of time for a residential inspection is
45 minutes and 1 and half hours for a commercial inspection. This accounts
for the drive time to and from the location in the City and the complexity of
the inspection.
• The same number of required inspections per the building code that we
currently have completed.
• The average time spent on plan review is 4 hours.
• We also used the $50 per hour rate.
N:\1'ublic Bodies\Ciry Council\Council RCA\Agenda Packet\08-01-2011 \Buildingsaferybudgetv2 (2).doc
s6oo,o0o Exhibit 1 Building Inspection Comparison
$500,000 5484,800
$405,7
$400,000
$300,000 $238,430
$227,288 c?•71,807
$200,000 - $
25,600 -
$100,000
$0
2005 2009 2010
oACtualExpenditures
^ Inspection Contract
f,032 {$50/hr)
101,175 u Plan Review ($50/hr)
4,600
2011 YTD
The City of Ramsey currently has their building official doing a significant percentage of
inspections. In 2010 it was close to 35% of inspections and the majority of the plan review.
In addition, they estimate an average of 30 minutes per inspection. They have been able to
keep for the most part the same contract inspectors which become familiar with the City and
processes. We have also modeled that scenario with the following assumptions. This
scenario simply takes that process and would need further evaluation to determine
practicality.
Assumptions (Exhibit 2)
• Given the volume of our inspections, we modeled 30% of the inspections
being performed by the building official. We have not examined if that is
feasible at this time.
• We used 45 minutes per inspection since the City of Elk River is 44 square
miles and the City of Ramsey is 29.7 square miles.
• We also used the $50 per hour rate.
Exhibit 2- Building Inspection Comparison
300,000
250,000
200,000
150,000
100, 000
50,000
241,806.71
2010
120,031.57
50,794
2011YTD
^ Ramsey Contract
oActual Expenditures
N:APublic Bodies\Ciry Council\Council RCA\Agcnda Packct\08-01-?011 \Buildingsafcrybudgen~2 (2).doc
In 2010, we conducted 3,924 inspections with 768 of those being commercial inspections.
In 2011 YTD we have conducted 1,935 with 763 of those inspections being commercial
inspections. The trend is for commercial projects to continue being the more active sector of
building projects in the City.
The years 2010 and 2011 YTD also include time spent for rental licensing, energy audits,
snow plowing and plan reviews (exhibit 3). The miscellaneous section indicates the block of
time available to answering questions, foreclosure issues, staff meeting etc. In 2010, if you
take the 1,219 misc. work hours / 3 inspectors = 406 hours or 7.81 hours week. In 2011, if
you take the 194 misc. work hours / 3 inspectors = 65 hours or 2.49 hours week. The main
difference is that we are seeing more commercial inspections in 2011 and expect that trend
to continue.
The following commercial projects are anticipated or already in progress.
• Guardian Angels
• Jo-Ann Fabrics
• Ashley Furniture
• Public Works Facility Building Project
• Pizza Ranch
• Spectrum High School
Exhibit 3 -inspection Time Allocation (hours)
6,000
5,000
4,000
N
v
3,000
x
2,000
1,000
e
1,219
1,145
V Misc.
u Audit training
Snow Plowing
^ Energy Audits
® Plan Review
u Rental
o Comm.
® Res.
879
2011 YTD
N:AVublic Bodies\Ciry Council\Council RC~~\:~gcndl Packct\08-O1-?011\Buildingsafcrybudgeh~2 (2).doc
2010
Conclusion
Staff would like discussion on further direction from the Council.
Attachments
• Exhibit 1 (Building Inspection Comparison)
• Exhibit 2 (Building Inspection Comparison)
• Exhibit 3 (Inspection Time Allocation)
• Exhibit 4 (Building Safety Responsibilities)
N:\Public Bodies\City Council\Council RCA\Agenda Packet\08-O1-?011\Buildingsafetybudgete2 (2).doc
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®epartnnent ®f i3uilding Safety Resp®nsibilities
• Conduct all commercial and residential plan review and 'rnspections.
• Administer single family rental license program.
• Issue permits and inspect sanitary sewer and water hookups.
• Issue permits and inspect private storm water hookups.
• Erosion control inspections and training per state requirements.
• Review and issue permits for R.O.W. construction i.e. cable TV or fiber optic installs.
• Review plans and issue sign permits.
• Issue permits and inspect private septic system installs and repair.
• Conduct home energy audits.
• Fill in at various city departments when needed i,e. -snow plowing or hydrant flushing.
Assistant City Administrator/Human Resource Director
The purpose of this position is to serve as the Assistant City Administrator, Human Resource
Director, Safety Coordinator, and Communications Coordinator for the City.
Essential Functions
Administration
C c, ~-~,.~.~-
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~~~~~~
• Assist with the day-to-day administration of the City
• Stays abreast of all city activity to be able to serve as the City Administrator in his/her
absence
• Maintains regular contact with the City Manager to keep him/her apprised of situations and
issues.
• Assists the City Administrator with the development, interpretation, and enforcement of
effective management policies
• Provides administrative guidance to departments as needed and as directed
• Provides the City Administrator with accurate and timely information to support decision-
making and policy direcrion
• Participates in development of the City's budget
• Represents the City at various meetings and participates on various boards and commissions,
outside government agencies, various non-profits, and other groups.
• Participates in resolution of complaints.
• Provides effective professional leadership, positioning the City to meet the community`s
current and future needs through appropriate technologies and services.
• Advocates for the advancement and promotion of an organizational culture that meets the
needs of internal and external customers.
• Meets with the City Manager and staff to discuss issues and objectives, determine strategies
and approaches, and discuss current activities and challenges.
• Assists in the oversight of activities and special projects of various departments to ensure
that they support and are in accordance with City goals and objectives.
• Communicates regularly with appropriate internal staff and external clients to maximize the
effectiveness and efficiency of interdepartmental operarions and activities.
Human Resources
• Recruitment and selection for department head positions
• Benefit design and selection
• HIPAA compliance
• Personnel issues
• Ensures compliance with labor laws
• Manages pay structure -new positions and requests fox re-evaluation
• Employee Communications -Inside Citywide Articles
• Pay Equity Reporting
• Maintains updated Personnel Policy Manual, HIPAA Manual, Flexible Beneifts Plan
Document
• Union Negotiations
• Supervise Payroll Clerk (HR Rep provides technical direction) and HR Representative
• Stay abreast of legislati~=e changes such as Health Care Reform
• Develops Policies
• Serves on Department Head Team
• Identifies, evaluates, and resolves human relations, employee morale, work performance, and
organizational productivity concerns.
• Develops staffing strategies
• Prepares budget
• HR for Elk River Municipal U tilities
Safety Coordinator
• Ensures compliance with required safety and OSHA training
• Addresses safety concerns
• Directs the City='s employee safety programs
• Leads the safety committee meetings and activities
• Enforces safety policies and procedures, addresses safety concerns
• Recommends safety policies
• Recommends safety equipment and supply purchases
Communications
• Coordinates with all divisions to ensure the City is communicating a unified message as
determined by the Ciry's branding initiative
• Development and implementation all programs, policies, and procedures for
communications functions for the city
• Oversees all publications and materials used for corr~rnunications, public relations, and
general information
• Oversees and coordinates cable television programming including supervision of staff
• Oversees and coordinates city web activities
• Media/Marketing Coordination