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HomeMy WebLinkAboutCity Council Packet 08-20-1998 SpecialY PLYMOUTH CITY COUNCIL SPECIAL COUNCIL MEETING 1999 PROPOSED BUDGET THURSDAY, AUGUST 20, 1998 6:00 P.M. PUBLIC SAFETY TRAINING ROOM I. Overview and Discussion of Proposed 1999 Budget II. Questions/Issues for Further Research and Discussion 1999PNvPvSFBBffBfAFr r 1999 PROPOSIN BffBVlT CITY OF PLYMOUTH TAX RATES, 1993 - 1999 1993 18.04 1994 16.67 1995 15.84 1996 14.94 1997 14.53 1998 14.87 1999 16.30 2 aj 1999PNOPOSIBBYBCIT CITY TAXES PAID ON AVERAGE HOME, 1993 - 1999 Year City Taxes 1993 $432.24 1994 $417.75 1995 $417.23 1996 $419.52 1997 $430.15 1998 $425.22 1999 $448.89 3 rp 1999 PROPOSIB B#091T THE BOTTOM LINE CITY TAXES ON SELECTED HOMES 2 1998 INCREASE/ HOUSE VALUE PROPOSED DECREASE 1998/1999 1999 OVER 1998 72,000 / $ 73,400 108 123 15 80,000 / $ 81,600 127 144 17 189,000 / $192,800 425 449 24 200,000 / $204,000 455 480 25 250,000 / $255,000 593 620 27 300,000 / $306,000 730 759 29 2 rl`) 1999 PROPOSIB BYBOIT CITY TAX ON $192,800 HOMES FOR SELECTED CITIES 1998 TAX RATE MORE LESS) 1998 TAX THAN PLYMOUTH BROOKLYN CENTER 40.28 1151.69 726.47 BROOKLYNPARK 34.05 * 973.53 548.31 GOLDEN VALLEY 30.12 861.19 435.97 EDEN PRAIRIE 28.85 * 824.90 399.68 NEW HOPE 28.27 808.28 383.06 CRYSTAL 27.98 799.95 374.73 RICHFIELD 27.72 792.57 367.35 MAPLE GROVE 26.80 * 766.19 340.97 BLOOMINGTON 22.48 * 642.76 217.54 ST. LOUIS PARK 21.32 609.57 184.35 MINNETONKA 19.19 548.64 123.42 EDINA 17.94 * 512.96 87.74 PL X ©UTH;tl 3,Iti 3333 t 14,87 425.22 t 3 PLYMOUTH 1999 16.30 * 448.89 Proposed Includes market value levy 5 941 1999PBOPOSIBBYBRIT MARKET VALUE TRENDS RESIDENTIAL NEW CONSTRUCTION RESIDENTIAL APPRECIATION RESIDENTIAL LAND COMMERCIAL & INDUSTRIAL NEW CONSTRUCTION COMMERCIAL & INDUSTRIAL LAND APPRECL4 TION COMMERCIAL & INDUSTRIAL APPRECIATION TOTAL GROWTH n Payable 1998 94,082,800 61,920,900 46,096,500 44,782,300 25,655,700 95,700,400 368,238,600 Payable 1999 84,768,400 37,833,600 41,772,500 55,681,200 28,058,500 70,798,500 318,912,700 rp 1999 Ffl8poslB ByBorr MARKET SEGMENT COMPARISON RESIDENTIAL COMMERCIAL NEW DWELLING UNITS: Attached and detached) NEW SINGLE FAMILY detached) Payable 1998 2,983,56900 1,153,830,900 4,137,400,500 Payable 1999 3,147,944,100 1,308,369,100 4,456,313,200 1993 1994 1995 1996 1997 837 633 400 547 307 582 376 282 419 226 7 Change 5.5% 13.4% 7.7% 1998 Projected 325 210 U C O aQ U V p t0V ap o o M NO: O U O U O O U U L bA a a O C U C i. O e U U O U O O U C O O U U bA V U CC e V M A Q G U a y C U UU % CS U yq U y o U U O O O C U U ri1 o M M.F. Aq O O O o L 0 00 0 0 o o C N N M W C rMEMO V C 00 O O 00 O 4 cC3 p o 0 op X000 oo o o o o O O U o n 0 Y' 1999PB8P8SfBBffBv1T Total Tax Capacity for Payable 1999 Actual With old Class Rates Real Property: Tax Capacity $86,845,884 $95,132,231 Personal Property: Tax $1,296,564 $1,422,564 Capacity Total Tax Capacity $88,142,399 Fiscal Disparity Contribution ($12,857,716) Tax Increment ($313,882) Total $749970,801 10 96,5545795 14,588,077) 366,217) 8196009501 LYE' 1999PN#P8SFBBffB8fT Estimated Tax Burden on Average Home 1998 versus 1999 1998 with 1998 Class Rates Average home value 189,000 Homestead: 75,000 @ 1 %= 750 114,000 @ 1.85= 2109 Total Tax Capacity 2,859 City Tax Rate 14.56% Subtotal 416.27 Mkt. Value Levy: $189,000 @.00474% 8.95 Total City Tax 425.22 Proposed 1999 with 1998 Class Rates Average home value $192,800 Homestead: 75,000 @ 1 %= 750 117,800 @ 1.85 % = 2,179 Total Tax Capacity 2,929 City Tax Rate 14.04% Subtotal 411.23 Mkt. Value Levy: $192,800 @.00477% 9.20 Mkt. Value Levy: $192,800 @.00987% 19.03 Total City Tax 439.46 Proposed 1999 with New Class Rates Average home value — $192,800 Homestead: 75,000 @ 1%= 750 117.800 @ 1.7 %= 2,033 Total Tax Capacity 2,753 City Tax Rate 15.28% Subtotal $420.66 Mkt. Value Levy: $192,800 @ .00477% 9.20 Mkt. Value Levy: $192,800 @.00987% 19.03 Total City Tax $448.89 11 1999PNOPOSIBBYBRIT Estimated Tax Burden on $1,000,000 Business 1998 (with 1998 Class Rates) Business value — $1,000,000 150,000 @ 2.70 % = 4,050 850,000 @ 4.00 % = 34,000 Gross Tax Capacity Value 38,050 Less Fiscal Disp. 12,123 Net Tax Capacity Value 25,927 City Tax Rate 14.56% Subtotal 3,774.92 Mkt. Value Levy: $1,000,000 @.00477% 47.40 Total City Tax 3,822.32 1999 (with 1998 Class Rates) Business Value — $1,090,000 150,000 @ 2.70 % = 4,050 940,000 @ 4.00 % = 37,600 Gross Tax Capacity Value 41,650 Less Fiscal Disp. 13,270 Net Tax Capacity Value 28,380 City Tax Rate 14.04% Subtotal 3,984.55 Mkt. Value Levy: $1,090,000 @.00477% 51.99 Mkt. Value Levy: $1,090,000 @.00987% 107.58 Total City Tax 4,144.12 1999 (with New Class Rates) Business Value — $1,090,000 150,000 @ 2.45 % = 3,675 940,000 @ 3.50 % = 32,900 Gross Tax Capacity Value 36,575 Less Fiscal Disp. 11,653 Net Tax Capacity Value 24,922 City Tax Rate 15.28% Subtotal 3,808.08 Mkt. Value Levy: $1,090,000 @.00477% 53.42 Mkt. Value Levy: $1.090,000 @.00987% 107.58 Total City Tax 3,967.65 1 M I v foq c O O N c U U M CD b4 C,3 O O r bi) En ct• cd N bA NO: V) cd 0 0 crs N N r - -+ O U ct3 U U cd O M I j cn U U O O 00 64 4-j 3o 0 W Cd Cd 11.4 ct Cd CIS m cn bb p Cd N 4-j 4.1 j I yv 1999PROPOSIBBYBRIT MAJOR OPERATING FUNDS GENERAL FUND RECREATION FUND FACILITIES MANAGEMENT TRANSIT FUND HRA WA TER FUND SEWER FUND SOLID WASTE FUND CENTRAL EQUIPMENT FUND RISK MANA GEMENT FUND WATER RESOURCES ACTIVITY CENTER FUND FIELD HOUSE FUND DESIGN ENGINEERING EMPLOYEE BENEFIT FUND ICE CENTER FUND INFORMATION TECHNOLOGY 15 1998 1557315526 933,198 2,749,040 595,720 1,966,933 3,406,905 5,490,564 691,500 1,638,700 659,651 265,800 262,091 1,338,000 570,200 1,154,334 1999 1653265676 965,894 3,007,487 661,116 1,986,430 3,440,782 5,516,688 706,400 1,758,586 514,198 331,753 92,613 32,387 284,574 1,553,500 693,300 1,213,108 Y 1999fizVP8SfBBffBf1T PERSONNEL REQUESTS FOR 1998 New Full Time Tax Supported Positions Street Maintenance (1.5 positions) $47,741 April 1 start date) Building Inspector $3,500 net cost) Patrol Sergeant $55,359 net cost) 16 I I M N p O\ M M W O w W W a 9*4 U a U U U O w N N H N MCI H U w U W IRA 1 M W o Z v Q U N o W o w o U O O N U N U N U a N U O O }' Q o 0 U a 8 I 1 1') 1999PNOPOSAEBBYBRIT CAPITAL EQUIPMENT Continue Equipment Replacement Program includes squad cars, ashphalt roller, meter truck, sidewalk/trail machine, dump truck) Pit Crane Rapid Ram Brine Tanks Opticon Semaphore Controls Information Technology new and replacement computer workstations, CPU upgrade, replace NT server) 19 i:ll 111 15,700 12,000 3,500 30,000 90,000 C) 0 0 0 0 0 0 C) n o s 0 N W o a o O C ooa OF N U OF O U F+ W w 0 N MEMO CITY OF PLYMOUTH 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447 DATE: August 20, 1998 TO: Mayor and City Council FROM: Dwight Johnson, City Manager SUBJECT: 1998 Salary Allocation Resolution 94 -400 established the Salary and Benefit Administration policy. This policy mandates that the City Manager provide the City Council with a report on the salary allocation of all employees in relation to their respective ranges. A spreadsheet detailing this allocation as of July 23, 1998 is attached for your review during the budget process. The salary figures for some supervisors also include the value of life insurance. The resolution also specifies that the City Manager report on the value of employee benefits. In 1999, the dollar value of benefits provided to employees is $1,553,000. This number represents the total cost of the value of all employee benefits; much of this cost is offset during the year by the payments employees make for their benefit choices. It also includes the value of vacation time accrued beyond certain limits, a liability that must be shown "on the books" according to government accounting standards. Please call Kathy Lueckert or me should you have questions about the salary allocation spreadsheet. Data as of July 23, 1998 Grade Level Employee /Contract Group 3C Clerical /Technical /Professional 5C Clerical/Technical /Professional 6C Clerical/Technical /Professional 6M Maintenance 8C Clerical/Technical /Professional 8NR 8M 10C 10M 10NR 11NR 12C 12NR 14C 16C Non - Represented Non - Exempt Maintenance Cie rical/Technical /Professional Maintenance Non - Represented Non - Exempt Non - Represented Non - Exempt Clerical/Technical /Professional Non - Represented Non - Exempt Cie ricaI/Technical /Professional Clerica[/Technical/ProfessionaI 1998 Salary Census 1998 Salary No. of Employee Range Steps Count in Group Grade 25,324 1-26,374 22,194 - 29,973 8 4 24,523 - 33,114 8 21 25,750 - 34,757 8 12 28,163 - 35,152 7 38 28 -038 - 37,856 8 6 28,038 - 38,563 9 1 31,325 - 36,587 7 4 30,305 - 40,892 8 2 34,819 - 37,565 7 6 30,285 - 41,662 9 1 31,637 - 43,493 9 1 32,968 - 44,512 8 5 32,968 - 45,323 9 1 35,194 - 47,507 8 3 37,398 - 50,481 8 20 1 Average Annual Salary Annual Salary by in Grade by Step Employee /Contract Group 2-23,587 25,324 1-26,374 1-27,747 2-24,523 29,503 2-26,062 3-27,602 4-29,120 3-30,659 1 - 31,574 5-32,409 1 -33,114 2-25,750 31,864 2-28,974 2-33,155 3-34,112 3-34,757 5-28,163 33,035 2-30,909 1 -32,282 3-33,654 27-35,512 1 - 31,554 35,172 1 -33,300 3-36,108 1 -37,856 1 -38,563 38,563 1 -31,325 35,272 3-36,587 1 -30,305 36,282 1 -40,892 6-37,565 37,565 1-41,662 41,662 1 -43,493 43,493 3-42,432 43,097 1 -43,680 1 - 44,512 1 -45,323 45,323 1 - 43,472 45,129 1 -45,302 1 -46,613 4-42,057 47,207 1-44,408 4-46,737 3-48,152 4-49,545 4-50,481 1998 Salary Census Data as of July 23, 1998 Grade Level Employee /Contract Group 1998 Salary Range No. of Steps Employee Count in Grade Annual Salary by Step Average Annual Salary in Grade by Employee /Contract Group 16P Police Officer 35,256 - 49,857 9 37 4-35,256 44,515 4-37,294 1 -39,228 2-42,619 3-44,366 8-46,550 9-47,611 1 -49,088 5-49,857 16S Supervisors 37,390 - 51,411 9 5 1 -47,906 49,774 2-49,073 2-51,411 17C Clerical/Technical /Professional 38,729 - 52,291 8 5 2-49,878 51,134 1 -51,334 2-52,291 17P Investigators 45,115 - 52,083 6 7 2-45,115 48,867 1 -48,776 2-49,836 1 -51,313 1 -52,083 17S Supervisors 38,732 - 53,256 9 3 1 -49,624 51,642 1 -52,045 1 -51,705 18P Police Sergeants 52,740 - 57,600 3 9 1-52,740 57,060 8-57,600 18S Supervisors 40,303 - 55,416 9 8 1 -50,377 53,526 1 -51,638 1 -52,896 3-54,156 2-55,416 20S Supervisors 46,446 - 63,863 9 9 2-60,960 62,956 1-62,412 6-63,864 21S Supervisors 49,076 - 67,480 9 5 3-65,946 66,560 2-67,480 23S Supervisors 55485 - 76,291 9 2 1 -72,822 73,690 1-74,557 26S Supervisors 63,746 - 87,651 9 6 2-83,668 86,323 4-87,651 27S City Manager 68,052 - 100,000 1 1 -94,415 94,415 1998 Salary Census Data as of July 23, 1998 Grade Level Employee /Contract Group 1998Salary Range Steps No. of Employee Count in Grade Annual Salary by Step Average Annual Salary in Grade by Employee /Contract Group 30 Computer Support Specialist 33,400 - 52,188 9 2 1 -37,575 39,900 Systems Analyst 1 1 -42,224 32 Systems Analyst 11 39,200 - 61,250 9 1 1 -49,000 49,000 34 Technical Services Coordinator 42,889 - 67,014 9 1 1 -51,638 51,638 36 IT Asst Manager 45,966 - 71,823 9 1 1 - 59,519 59,519 38 IT Manager 55,760 - 85,000 9 1 1 -72,823 72,823 MEMO CITY OF PLYMOUTH 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447 DATE: August 20, 1998 TO: Mayor and City Council FROM: Kathy Lueckert, Assistant City Manager yyr SUBJECT: 1997 — 1998 City Council Goals and Priorities Update Attached is an update of progress made on the goals and priorities you established in 1997. We believe that significant work has been accomplished on many of the goals and priorities. Those items in the workplan which are completed have shaded lines. Please review the update, and if you have questions staff will be happy to respond at the August 26 study session. v 3 P T C n 6H 3 0 C 0 0 n M $_ C 4 z v C v a 00 O O cq ti) 5 w y OCO O C CA C v m :. O o cC c bD cli o a ca Q J+ 5 ;a y S, b bib moU c bA N' O ' 2 ^ N C13O A tL u '. cz C Y E S F C[. Y tL U C7, CN h bA a U 00 00 r- ON a a ICY M a a c c. ti a o 01 tx QUC) U,v' kil MuN N y v b per' w E QtY T3 bbfY r3 r- O i 0. i cC caca U a" U W U t> v 3 P T C n 6H 3 0 C 0 0 n M $_ 1 O o. w ti C O ti v V V 61 O U C O o Q O U O c Q. o U C CA i O L Q% 0. U U iC6 00 C bn to a r p N >:.. veU «:. v CID Y C n U J L" T bn v C. N Z v Ga Q Jn rn Z -- r- c bD r•- r- ice- oA a s a s a c0Ol d 0 d r as a ac5cn c0 Y c Q W r c cz E arr'. 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N L o 0 E a y r U C] U cg CQ CR N o t 0 CZ ci L V v U 3 h Xz 4 O I-I 3 O 1 y L U U bL dv+0 c 0 a M xa U 7O Yc v U s 'o 0 0 O b O w O V 0 c. 3 P 0 o r 0 E V VI a 06a, a` c a w s 3 onc 3 on c 'DC L1. O vUi U 00 00 a as fn c a. o E U C] C CR N t 0 ci0 0 0 U bL dv+0 c o a yan L Qn 0 U 3 3 V^ LU ro N U U U i1: Q d 0 a M xa U 7O Yc v U s 'o 0 0 O b O w O V 0 c. 3 P 0 o r 0 E V VI a C 0 O 4 Cti C O ti C V V c a E E 0 U c 0 Q o U c 0 v a A., o U c aio 0 Cr cn a i MEMO CITY OF PLYMOUTH 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447 DATE: June 25, 1998 TO: Dwight D. Johnson, City Manager FROM: l \ Craig C. Gerdes, Director of Public Safety SUBJECT: THIRD TRAFFIC OFFICER REQUEST At the May 27, 1998 meeting, Councilmember Bildsoe asked us to look at the possibility of adding another police officer to the traffic unit for 1999 along with the 1999 Budget request. The estimated cost for a new officer, salary and benefits is $46,528. Additional equipment cost associated with a new officer is $1,325 for a total increased service request of $47,853. A copy of the fines and forfeitures updated through May of 1998 is attached for your information. You will note from looking at this information, that the amounts reached their peak in 1996 and then began leveling out. Although it is only a projection, we believe the increase in fines and forfeitures received from this additional officer would only cover fifty percent (50 %) of the costs of the officer. For the 1999 Budget, the Finance Department has already projected the fines and forfeitures to be received in their revenue projections. Their projection for 1998 was 700,000, but when fines for 1997 leveled off at just under 686,000, the project for 1999 was decreased to 650,000. This amount of the monies are already committed toward projected revenues for the year and we would need to make more than that to cover the costs of an additional officer. There are many items that impact fines and forfeitures, including the fact that since the peak in 1996, we have continually been down between two and three police officers due to retirements and having new and replacement officers in the field training program. During this period, the new officer works with an existing officer on basic training issues. Because of the training process, the traffic enforcement productivity of both officers is reduced. This reduces the overall impact of fines and forfeitures received for the entire department. When we are able to achieve full strength of trained officers on the street, there may be an increase in the fines and forfeitures received, but turnover now is almost a continual process. The Police Department formed the current two officer traffic unit in 1995. The unit was tasked with the following responsibilities: 1. Traffic Enforcement - primary responsibility to increase the level of traffic law compliance throughout the city with priority to areas which would address citizen complaints and/or accident reduction. To interact with concerned citizens to demonstrate our concern and ensure their needs are appropriately addressed. 2. Specialized Accident Investigation - the officers respond to and investigate fatal, serious personal injury, or specific property damage accidents which might assist them in developing a reduction strategy. 3. Truck Enforcement - when involved in accidents, commercial vehicles tend to create serious injuries. The traffic unit enforces commercial vehicle compliance regulations. 4. Emergency Support - while the officers assigned to the unit do not respond to routine calls for service, they are available for emergencies such as major medicals or crimes in progress. The proposed addition of a third police officer in the unit would also be used to meet these goals. The traffic unit has been a very successful program. The addition of a third officer would allow for additional flexibility and enhancement to the program, and should be considered in relationship to overall budget needs of the City. Traffic enforcement/education has been and will remain one of the primary responsibilities of the entire patrol division during available, non - committed time.