5.3. SR 11-24-2003TO:
FROM:
DATE:
SUBJECT:
MEMORANDUM
Mayor and City Council
Pat Klaers, City Administrator
November 24, 2003
Consider Enterprise Fund Budgets
Item ~ 5.3.
The city has three enterprise funds under its management. These funds are the garbage
collection/recycling program, municipal liquor store, and the wastewater treatment system (WWTS).
Attached for your review and consideration are the details for these three budgets. Additional
comments on these three city operations are offered below.
Garbage Collection/Recycling Program
The big change with this 2004 budget is the rate increase for the customers that was approved in
October 2003. It is appropriate that the garbage enterprise fund operate on a break-even basis and
only have enough monies in reserve to address cash flow issues. The customer rate increase should
accomplish this objective. Over the past few years, the city had subsidized customer rates in order to
bring down the fund balance. The fund balance got too high due to a refund from the state and a
county grant.
The major activity in this program for 2004 will be the garbage hauler contract renewal. It is possible
that the city will go out for competitive bids as staff has not been entirely satisfied with the customer
service performance from one of the haulers. The length of the new contract and the fee to be paid
to the haulers are two key issues in a new contract.
The 2004 garbage collection budget is up 13.8% from the 2002 actual expenditures. This is an
approximately 6.6% increase per year for t~vo years. This seems reasonable based on the residential
growth we have recently been experiencing.
Last year the City Council approved a recycling rebate program and a compost container giveaway
program. Attached for your information is a memo from Environmental Assistant Rebecca Haug
regarding the status of these programs.
Municipal Liquor Store
The municipal hquor store is a very important £mancial resource for the city. For the past ten years
the city has transferred about $38,000 per year out of the liquor store fund to help finance the 1993
city hall project. This xvill continue until the debt is paid off. Additionally, in 2004, the city will
transfer $195,000 from the liquor store to the general fund to help £mance general municipal
services. This transfer amount was $120,000 in 2002. This is a substantial increase in just two years
and shows in part the financial importance to the city for having the municipal liquor store.
In addition to the contribution to the city hall debt payment and to the general fund, the City
Council has recently used funds from the municipal liquor store for two special projects. One
project was helping with the expenses associated with the gun range in the new pubhc safety
building. This is expected to be about a $120,000 expenditure. The second special project was
helping to fund the new ice rink floor in the Barn. This is expected to be about a $220,000
contribution from the liquor store. Annually, the liquor store makes about $350,000 net profit; so
about one year's annual profit is being spent on these t~vo special projects.
An item which the City Council will need to discuss at some point is the possibility of a second store
which we have generally referred to as Westbound. This issue does not have to be decided at this
time; however, it should be noted that $8,000 is in the 2004 budget for a feasibility study. The last
feasibility study was done in 2002. After evaluation of that feasibility study, the Council decided to
not proceed with the second store. Options for the City Council include doing another study,
foregoing a study and simply doing the project, or leaving well enough alone and waiting to consider
a study or project in 2005 or 2006.
Wastewater Treatment System (WWTS)
One of the highlights of the 2004 WWTS budget is the proposal to add another full time employee.
This need was noted last year ~vhen the 2003 budget was presented. Growth in the system and
additional responsibilities as it relates to lab work and the lift stations is generating the need for this
employee. It is the intent that, with an additional employee added to the department, one employee
will take the lead responsibility in the lift stations program.
In 2003, the city entered into a contract for the hauling of the sludge from the plant to the sludge
spreading site on 165th Avenue. This was an important safety issue for the city and everything went
very well in 2003. The city will continue this program in 2004 and will evaluate expanding this
contract into other sludge related work in the future.
There are two significant capital improvements that are planned in 2004 that are not in the operating
budget. Please see the attached memo from Terry Maurer regarding these two capital improvements.
One item is the digester cover which has been discussed for a number of years and which is in the
CIP. This is an approximately $500,000 expenditure and money for this project is in the WWTS
fund balance. Both Gary Leirmoe and Terry Maurer feel that we should not wait any longer ~vith this
project. The second item is somewhat new. This issue relates to the head works equipment that was
installed in the 1970s. The head works is where the major pipes from the lift stations enter into the
sewer plant. This equipment was not upgraded ~vith the plant expansion in the 1990s as it was still
functioning well. We are now starting to see some sewer flow problems and we need to expand and
upgrade this part of the plant. At this time we are not sure of the scope of the project and we need
the City Council to authorize the project so that a preliminary design report can be completed and
then the Council can decide on the direction that this project should take. This project could be in
the $1 million range and funds for this expenditure are in the WWTS fund balance. Bonding would
need to be considered for a more expensive project.
Two other financial items to note regarding the WWTS budget included a sewer availability charge
(SAC) increase and the rate increase resolution. This rate increase resolution calls for a 3% increase
in the rates for both 2004 and 2005. The city has done this type of rate increase resolution for the
past few years and it is necessary in order to keep up with inflation. The other financial issue is the
SAC increase. The attached memo from Terry Maurer explains the need for this SAC increase.
The 2004 WWTS operating expenditures are actually projected to decrease as compared to 2003.
This is due to the large amount of capital outlay that was in the 2003 budget as compared to 2004.
On the other side of the equation, the 2004 revenues are projected to increase over the 2003 budget.
This revenue increase is entirely in the SAC line item. The SAC projection for both 2003 and 2004
are expected to be conservative, especially if a rate increase is authorized by the City Council for
2004. Any revenues in excess of the expenditures are put into the fund balance to help finance major
plant and equipment expenses.
Recomm enda tion
It is recommended that the City Council approve the following:
· The resolution calling for a sewer rate increase for 2004 and 2005.
· The SAC increase effective January 1, 2004.
· Authorize the advertisement for an additional WWTS employee.
· Authorize work to begin on the digester cover project and the plant head
works project.
· Approve the garbage/recycling, liquor store, and WWTS enterprise fund
budgets.
S:~Council~Pat~Budget~enterprise funds.doc
City
MEMORANDUM
TO:
Mayor & City Council
FROM:
Rebecca Haug, Environmental Technician *~.~
DATE:
November 20, 2003
SUBJECT: Recycling Rebate & Compost Container Update
The City received 129 valid applications for the $15 Recycling Rebate offer. The total
for the rebates will be $1,935.00. The rebate will be paid out of the landfill abatement
fund. The checks will be dispersed sometime in January 2004. Staff would like to
continue to offer the rebate in 2004. In 2003, applications were available at City Hall,
the library and through utility bills. Staff would like to continue advertising at these
locations as well as put the application on the City's website for residents to download.
The rebate will also be advertised in The Current newsletter.
RECOMMENDATION
Staff recommends the following:
1. Make the recycling rebate application available to all residents in January
2004
2. Set the rebate amount at $15.00, money to be paid out using landf'dl
abatement funds
3. Make checks available in January 2005
Regrettably, the University of Minnesota Extension was not able to conduct the
composting workshops in the spring of 2003 due to budget constraints and the
reconstruction of the U of M Extension departments. I will keep you informed if the
status of the workshops change.
MEMOEANDUM
TO:
Mayor and City Council
FROM:
Gary Leirmoe, WWTP Chief Operator
DATE:
November 24, 2003
SUBJECT: Authorization to Advertise for Wastewater Treatment Plant
Operator
The 2004 Wastewater Treatment Plant budget contains funding for an additional
Wastewater Treatment Plant Operator. It is my intention to post the opening in several
newspapers to better our chances of attracting an experienced operator. I would like to
start a new employee as early as possible in 2004.
Action Requested
I am requesting permission to post the job opening in early December 2003 so the
interviewing process could begin in January of 2004.
S:~Council~WWTP~AuthAdvertiseOperator.doc
Howard R, Green Company
November 19, 2003
File: 808750J-0325
Mr. Pat Klaers
City Administrator
City of Elk River
13065 Orono Parkway
Elk River, MN 55330
RE: WASTEWATER TREATMENT PLANT PROJECTS
Dear Mr. Klaers:
As requested, I have prepared this correspondence to give further explanation of the two major
projects that Gary Leirmoe, Chief Operator, and myself have recommended be undertaken at the
Wastewater Treatment Plant (WWTP) in 2004. The two projects, as you will recall, are replacing the
digester cover and reconstructing the head works of the WWTP.
The digester cover project has been on the WWTP's capital improvement program for a number of
years. The existing cover has basically been limping along, and Gary and I believe it is time to
replace it before it fails and we are forced into an emergency repair. The estimated construction cost
of this project is $500,000. There potentially may be slightly more expense as we uncover the
digester structure itself and determine the condition of the piping and concrete vessel. If we find any
infrastructure inside the digester in need of replacement, now would be the time to make those repairs
while the facility is down and the cover is off. It is impossible to project exactly what we will find, but
Gary remembers being in the structure several years ago, and the condition of the pipe was
deteriorating.
The head works replacement is a much larger project. The head works is the point where sewage
flow enters the WWTP. It consists of grit removal and bar screen facilities within a building. The
existing head works is from the plant expansion in the mid-1970's, so it is approximately 30 years old.
Since the East Elk River project, there are now three major lift stations that pump directly into the
WVVTP: the new lift station in East Elk River, the lift station located at Evans Avenue and Main Street,
and the lift station along TH 10 east of the Chamber of Commerce building. There have been a few
occasions where these three lift stations have pumped more effluent into the plant then the head
works could handle, causing isolated flooding problems. As the City continues to develop, this
problem will only continue to get worse. Therefore, we are recommending that the head works be
replaced at this time.
We would recommend a two-step process in the design and construction of the head works. The first
step would be to do a preliminary design, ending in a written report that summarizes the proposed
improvements and provides a much better estimate of construction cost. The head works preliminary
design must accommodate the ultimate WWTP flow. In order to get to this point, we will need the
Ltr-111803~Klaers
1326 Energy Park Drive · St. Paul, MN 55108 · 651/644-4389 fax 651/644-9446 toll free 888/368-4389
Mr. Pat Klaers
November 19, 2003
Page Two
ultimate VVWTP flow from the VVWTP master plan, which is expected to get underway after the
comprehensive plan is adopted. Once we identify the ultimate flow for the WWTP, a preliminary
design can be accomplished to determine how to treat that amount of effluent. Is it possible to build a
large enough structure for the ultimate flow, but only partially equip it for the expected flow in the next
five to ten years, then just add additional equipment in the future? Can the existing building be
expanded, or must it be removed and reconstructed? These are the types of questions that would be
answered by the preliminary design report. Once the preliminary design is complete and the full
scope of the project is known, the final design would begin.
It is possible if we begin now that both of these projects could be bid together and constructed in the
summer of 2004. At this point, the best we can do is provide a fairly large range for the estimated
construction costs. We believe on the Iow end the two projects combined would cost approximately
1.5 million dollars. On the high end, we would estimate 3.5 million dollars. Firmer numbers will not be
available until a preliminary design is complete and the scope of the head works project is known.
If you have any questions or need more information regarding either or both of these projects, please
call.
Sincerely,
Howard R. Green Company
Terry J. Maurer, P.E.
TJM:sw
Ltr-111803-Klaers
Howard R, Green Company
CONSULTING ENGINEER8
Howard R
, Green Company
October 3, 2003
File: 808750J-0325
Mr. Pat Klaers
City Administrator
City of Elk River
13065 Orono Parkway
Elk River, MN 55330
RE: SEWER AVAILABILITY CHARGES
Dear Mr. Klaers:
I am wdting this letter to recommend that the City consider increasing their Sewer Availability Charge
(SAC) for 2004 to $2,000 per residential unit. I am recommending this because I anticipate that the
City will undertake a wastewater treatment plant (WWTP) master planning process in 2004 that will
reach a conclusion that the SAC amount needs to be raised to fund future expansion and capital
improvement projects at the WWTP.
As you are aware, we are anticipating embarking on a WWTP master plan at some point after the City
Council adopts the updated Comprehensive Plan. With that being said, there are a number of issues
we know this master plan will address relative to capital improvements and future expansion needs of
the WWTP. The master plan will also deal with timing, estimated cost and potential financing
methods. Some of these major issues that the master plan will deal with are listed below. I have also
included "ball park" costs and estimated years to give you a feel for future expenditures:
Major Capital Improvement Issues
· Replacement of the digester covers ($500,000 in 2004).
· Replacement of the bar screen and grit removal facilities at the head of the treatment
plantwthis portion of the WWTP is original construction from 1961 ($500,000 in 2004
or 2005).
· Planning for implementation of a phosphorous removal guideline anticipated from the
MPCA in the future ($250,000 in 2008).
Major VWVTP Expansion Plans
· Adding equipment to existing structures to increase capacity from 1.6 million gallons
per day (MGD) to 2.1 MGD ($1,000,000 in 2006).
· Expand capacity at the current site from 2.1 MGD to 3.0 MGD by constructing an
additional sedes of treatment facilities similar to those existing at the WWTP
($5,000,000 in 2012).
· Planning for expansion including additional land acquisition for any required capacity
beyond 3.0 MGD pending the urban service area in the new Comprehensive Plan
(beyond 2015).
Ltr-100103-Klaers
1326 Energy Park Drive · St. Paul, MN 55108 ° 651/644-4389 fax 651/644-9446 toll free 888/368-4389
Mr. Pat Klaers
October 3, 2003
Page Two
I anticipate that the WVVTP master plan will lay out a series of relatively expensive capital and
expansion improvements that need to be undertaken over the next 1 to 15 years. One of the key
components of funding these issues, especially VVWTP expansion, is SAC charges. I am concerned
that if there is no adjustment to the SAC charge in 2004, it will require a more significant increase in
the SAC charge in 2005 and beyond just to catch up. It should also be noted that current SAC fees
are still paying on the bonds for the last VVVVTP expansion.
One final piece of information is the following table that lists SAC fees for surrounding communities as
of September 30, 2002:
SAC
Rogers $3,000
Big Lake $2,800
Monticello $3,250
Otsego $2,435
Zimmerman $3,250
Albertville $4,100
St. Michael $3,935
St. Francis $2,800
Average $3,196.25
Elk River $1,500
Given this background, it would be my recommendation that the City implement a $500 increase in
the SAC rate for 2004, increasing it from $1,500 per residential unit to $2,000 per residential unit in
anticipation of the outcome and recommendations from the VWVTP master plan to be undertaken in
2004.
If you have any questions regarding this recommendation or would like to discuss it further, please
call.
Sincerely,
Howard R. Green Company
Maurer, P.E.
Terry J.
TJM:sw
Ltr-100103-Klaers
Howard R, Green Company
RESOLUTION 03-
A RESOLUTION FOR THE CITY OF ELK RIVER
SETTING THE SANITARY SEWER USER FEES FOR 2004 AND 2005
WHEREAS,
WHEREAS,
WHEREAS,
the costs for providing sanitary sewer services are to be funded
through a user charge; and,
the user charge is to cover ongoing operating expenses and
replacement and expansion expenses; and,
sewer rates need to be adjusted to cover increases in operating
expenses due to inflation that is expected in 2004 and 2005
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Elk River
that sanitary sewer user fees be set as follows:
Charge per 1,000 gallons $3.28 3.38
Minimum Charge 7.60 7.83
Apartment Unit Charge 13.06 13.45
House Unit Flat Charge 17.16 17.67
Passed and adopted by the City Council of the City of Elk River this 24th day of November
2003.
Stephanie Klinzing, Mayor
ATTEST:
Joan Schmidt, City Clerk
S:~RcsolutionsN2003 Resolutions~ Unapproved~ScxvcrUserFees.doc
GARBAGE COLLECTION PROGRAM
This budget includes expenditures for service contracts with haulers for the
collection of the city's garbage and recycling material, payment for disposal of waste
at the Refuse Derived Fuel 0UDF) plant, and for the overall administration of the
program, including coordination with the Elk River Municipal Utilities for customer
billing.
2004 BUDGET COMPARED WITH 2003 BUDGET
The city began the organized residential garbage collection and recycling program in
November 1990. The garbage collection and recycling program deals only with residential
properties of four units or less. The Elk River Municipal Utilities collects the garbage
customer fees for the city. The city makes payments to the garbage collection f~rms for
services and to the RDF plant for disposal. The city is at the end of a five year contract with
Randy's Sanitation and BFI for garbage collection and recycling services. This contract ends
in October 2004. The city has entered into a long-term contract with the county for the
disposal of garbage at the RDF plant. This contract established disposal fees at $45.00 per
ton through April 2008.
Currently, the city has approximately 5232 customers. The customer breakdown of the
program by type of container shows: 3498 ninety-gallon containers, 878 sixty-gallon
containers, 518 thirty-two gallon containers, and 198 thirty-two gallon (picked up bi-weekly)
containers. Additionally, 140 customers have t~vo 90-gallon containers that are picked up
weekly. Recycling material is picked up weekly except for the households that have bi-weekly
garbage service.
Over the past few years the city has used its garbage collection fund reserve to subsidize the
customer rates and to balance the operating budget. The purpose of this subsidy was to
bring down the amount of money which the city had in the fund balance. This has been
accomplished and in October 2003 the City Council approved a rate increase for all of the
garbage collection customers. This rate increase should allow the garbage collection program
to operate on a break-even basis.
The city will be renegotiating its contract with the haulers. At this point, it is uncertain as to
the length of the next contract, the contract amount, and if any additional customer service
requirements will be included in the new contract. Some rate increase is anticipated. Going
out for new, competitive bids is being evaluated.
The 2004 garbage collection and recycling program budget is proposed in the amount of
$952,950. This is an $113,700 or 13.5 percent increase over the adopted 2003 budget. The
large increase in this budget is due to the high rate of residential growth which the city is
experiencing and due to a low projection being used for 2003. The garbage hauler payment
and the waste disposal fees amount to 96 % of the total budget. This percentage is consistent
with previous years. The garbage hauler payment is based on actual customer counts and the
waste disposal fee is based on RDF plant tonnage figures. Other expenditures to note
include the $26,500 payment to the Elk River Municipal Utilities for billing and collection
services and the $6,850 for city staff time that is necessary to manage this program.
GARBA GE COLLECTION
REVENUE ANALYSIS
2001 2002 2003 2004
ACTUAL ACTUAL ADOPTED PROPOSED
INTERGOVERNMENTAL
CHARGES FOR SERVICES
OTHER REVENUE
TOTALREVENUES
USE OF RESERVES
TOTALSOURCES OFFUNDS
6,640 $ 5,393 $ 4,400 $ 5,700
710,243 752,104 786,000 940,000
7,173 3,667 13,500 13,000
$ 724,056 $ 761,164 $ 803,900 $ 958,700
0 0 35,800 0
$ 724,056 $ 761,164 $ 839,700 $ 958,700
INTERGOVERNMENTAL
SpecialAssessments
5,700 $ 5,700
CHARGES FOR SERVICES
Garbage Customer Charges
OTHER REVENUE
Interest Income
Customer Penalties
TOTAL REVENUES
940,000 940,000
............................................... 2,000
............................................... 11,000 13,000
$ 958,700
EXPENDITURE ANALYSIS
2001 2002 2003 2004
ACTUAL ACTUAL ADOPTED PROPOSED
PERSONALSERVICES
OTHER SERVICES AND CHARGES
TOTAL
$ 3,969 $ $ 3,750 $ 6,850
793,324 837,373 835,950 946,100
$ 797,293 $ 837,373 $ 820,750 $ 952,950
PERSONAL SERVICES
Regular Salaries
Employee Pensions
Employee Insurance
............................................. $ 5,450
............................................... 650
............................................... 750 $
6,850
OTHER SERVICES & CHARGES
Billing Services
Legal Services
Other Professional Services
Postage
Hauler Contracts
Solid Waste
............................................... 26,500
............................................... 1,500
............................................... 100
............................................... 638,000
............................................... 280,000
946,100
$ 952,950
LIQUOR STORE
Provides for the total operation of the Elk River Municipal Liquor store as
authorized by Minnesota State Law and the Elk River City Council.
2004 BUDGET COMPARED WITH 2003 BUDGET
The 2004 municipal liquor store operating budget is proposed in the amount of $998,200.
This is a $61,200 or 6.5 percent increase over the adopted 2003 budget. A majority of this
increase is in the transfers out category ~vhereby an additional $50,000 is being transferred
into the general fund. The total transfer into the general fund in 2004 is proposed in the
amount of $195,000. The only other additional expense of note in this budget is a $14,400
increase in personal services. This increase is necessary for general cost of living and
employee step increases as stated in the wage plan. The 2004 budget also includes an $8,000
line item for other professional services. This expense relates to a market feasibility study for
Westbound. Another item to note that over 3% of the operating budget is for credit card
fees and this is simply the "price of doing business" in today's economy. It should further be
noted that the dues paid to the Minnesota Municipal Liquor Association is projected to go
down in 2004. A good share of the dues paid to the Association is to help educate the public
and the legislators regarding the wine in grocery store issue.
Total revenues for the liquor store are projected in the amount of $1,187,500 for 2004. This
is a $100,850 or 9.3% increase over the 2003 budget. While this appears to be a large
increase, it should be noted that the 2004 projections for total revenues are only 4.7% more
than the actual amount received in 2002. Total revenues are anticipated to exceed total
expenditures by $189,300 in 2004.
The liquor store operation includes the liquor store manager plus 4 full time employees and
anywhere between 4 and 7 part time employees depending upon the season.
LIQUOR STORE
2001 2002 2003 2004
ACTUAL ACTUAL ESTIMATED ESTIMATED
SALES
COST OF SALES
GROSS PROFIT
OTHER REVENUE:
INTEREST INCOME
MISCELLANEOUS
TOTAL
3,981,509 4,072,018 4,128,400 4,150,000
2,962,968 2,997,847 3,090,250 2,997,000
1,018,541 1,074,171 1,038,150 1,153,000
60,412 52,294 45,000 30,000
4,032 7,706 3,500 4,500
1,082,985 1,134,171 1,086,650 1,187,500
Gross Profit
Liquor
Beer
Wine
Other Sales
Freight
Other Revenue
Interest Income
Miscellaneous
REVENUE ANALYSIS
Cost of Gross
Sales Sales Profit
..................... $ 1,250,000 $ 925,000
..................... 2,100,000 1,533,000
..................... 600,000 402,000
..................... 200,000 120,000
..................... 17,000
4,150,000 2,997,000 $ 1,153,000
............................................................... 30,000
............................................................... 4,500
TOTAL REVENUES 1,187,500
LIOUOR STORE
2001 2002 2003 2004
ACTUAL ACTUAL ADOPTED PROPOSED
PERSONAL SERVICES
SUPPLIES
OTHER SERVICES AND CHARGES
CAPITAL OUTLAY
DEBT SERVICE
TRANSFERS OUT
TOTAL
$ 310,017 $ 332,310 $ 349,650 $ 364,050
10,604 28,345 18,000 12,500
182,039 185,262 196,150 197,950
4,809 9,875 -
140,960 193,975 189,900 190,400
148,300 158,300 183,300 233,300
$ 796,729 $ 908,067 $ 937,000 $ 998,200
PERSONAL SERVICES
Regular Salaries
Overtime Salaries
Part Time Salaries
Employee Pensions
Employee Insurance
SUPPLIES
Operating Supplies
Uniforms
OTHER SERVICES & CHARGES
Audit
Other Professional Services
Telephone
Postage
Advertising
Repair & Maintenance
Rug & Laundry Services
Utilities
Insurance
Conferences & Schools
Dues & Subscriptions
Depreciation
Licenses & Taxes
Bank Charges & Uncollectible Debt
CAPITAL OUTLAY
Furniture & Equipment
DEBT SERVICE
Principal
Interest
TRANSFERS OUT
General Fund
City Hall Debt Service
EXPENDITURE ANALYSIS
230,550
1,500
65,000
34,850
32,150
10,000
2,500
4,000
8,000
3,300
5O
22,000
6,000
4,000
27,000
12,000
2,000
2,700
70,000
900
36,000
155,000
35,400
195,000
38,300
$364,050
12,500
197,950
190,400
233,300
$ 998,200
WASTE WATER TREATMENT SYSTEM
Provides for the administration, operation and maintenance of the sanitary sewer
system, laboratory and lift stations for the sanitary treatment of household,
commercial and industrial waste deposited into the sanitary sewer system.
2004 BUDGET COMPARED WITH 2003BUDGET
The 2004 wastewater treatment system (WWTS) budget calls for expenditures in the
amount of $1,328,150. This represents a $140,150 or 10% decrease from the 2003 budget.
The WWTS department includes four full time employees plus one summer seasonal
employee.
The main reason for the budget decrease is a reduction in the capital outlay expenditures.
The 2003 budget included a $250,000 expenditure for a jet/vacuum truck. Overall, the
capital outlay expenditures in 2003 were approved in the amount of $290,200. The total
2004 capital outlay proposal is $61,000. Most of this expense is for work on lift stations.
Accordingly, the capital outlay budget category is down $229,200 in 2004 as compared to
2003.
Excluding this decrease in the capital outlay expenditures, the balance of the WWTS budget
is actually up $84,050. Over half of this increase is due to an additional employee being
included in the 2004 budget. The balance of the increase is spread throughout various
budget line items.
The WWTS revenues are projected in the amount of $1,440,000. This is a $35,000 or 2.5%
increase over the adopted 2003 budget. All of this increase is in the Sewer Availability
Charge (SAC). Part of the 2004 SAC projection is based on a $500 increase in the SAC fee
to a total of $2,000 per unit. The $290,000 SAC fee projection equates to 145 single-family
home building permits being issues in 2004. This may be conservative but any excess
revenues over expenditures will remain in the WWTS fund balance.
It should be noted that two major capital improvements are planned for the plant in 2004.
These items are not in this operating budget but are identified in the capital improvement
program. These two items are the replacement of the digester cover and replacement of the
head works part of the treatment plant.
WASTE WA TER TREATMENT SYSTEM
CHARGES FOR SERVICES
OTHER REVENUE
TOTAL REVENUES
USE OF RESERVES
TOTALSOURCE OF FUNDS
2001 2002 2032 2003
ACTUAL ACTUAL ADOPTED PROPOSED
$962,902 $1,026,879 $1,075,000 $1,075,000
551,595 409,272 330,000 365,000
$1,514,497 $1,436,151 $1,405,000 $1,440,000
0 0 0 0
$1,514,497 $1,436,151 $1,405,000 $1,440,000
CHARGES FOR SERVICES
Customer Charges
OTHER REVENUE
Sewer Connection Charges
Interest Income
TOTAL REVENUES
Use of Reserves
REVENUE ANALYSIS
.............................................. $1,075,000 $1,075,000
290,000
75,000 365,000
$1,440,000
$o
TOTAL SOURCE OF FUNDS $1,440,000
WASTE WA TER TREATMENT SYSTEM
2001 2002 2003 2004
ACTUAL ACTUAL ADOPTED PROPOSED
PERSONAL SERVICES
SUPPLIES
OTHER SERVICES AND CHARGES
CAPITAL OUTLAY
DEBT SERVICE
TRANSFERS OUT
TOTAL
$222,332 $238,906 $248,500 $302,900
49,284 57,214 55,250 59,500
514,586 634,631 506,300 524,050
255,107 11,102 290,200 61,000
351,205 341,977 339,150 347,200
24,438 24,230 28,900 33,500
$1,416,952 $1,308,060 $1,468,300 $1,328,150
PERSONAL SERVICES
Regular Salaries
Overtime Salaries
Part Time Salaries
Employee Pensions
Employee Insurance
SUPPLIES
Office Supplies
Operating Supplies
Motor Fuels & Lubricants
Equipment Parts
OTHER SERVICES & CHARGES
Engineering Services
Audit
Other Professional Services
Telephone
Postage
Printing & Publishing
Repair & Maintenance
Insurance
Solid Waste
Utilities
Cleaning Services
Contractual Services
Uniform Rental
Depreciation
Conferences & Schools
Dues & Subscriptions
Licenses & Taxes
CAPITAL OUTLAY
Buildings
Improvement Project
Equipment
DEBT SERVICE
Principal
Interest
TRANSFERS OUT
General Fund
Debt Service
EXPENDITURE ANALYSIS
................................................. $214,500
................................................. 17,500
................................................. 6,000
................................................. 27,650
................................................. 37,250
................................................. 31,800
................................................. 4,000
................................................. 23,000
................................................. 30,000
................................................. 3,500
................................................. 10,950
................................................. 2,250
................................................. 250
................................................. 29,800
................................................. 10,000
................................................. 3,000
................................................. 99,350
................................................. 500
...... ........................................... 20,000
................................................. 2,200
................................................. 300,000
................................................. 3,200
................................................. 150
................................................. 8,450
................................................. 53,000
................................................. 8,000
205,000
142,200
................................................. 15,000
................................................. 18,500
$302,900
59,500
524,050
61,000
347,200
33,500
$1,328,150