HomeMy WebLinkAboutCity Council Packet 08-20-1997 SpecialPLYMOUTH CITY COUNCIL
SPECIAL COUNCIL MEETING
1998 PROPOSED BUDGET
WEDNESDAY, AUGUST 20, 1997
5:00 P.M.
PUBLIC SAFETY TRAINING
ROOM
I. Recommendations on How to Avoid a Tax Rate Increase
II. City Council Budget and Conferences/Seminars
A. City Attorney Opinion
B. 1992 Council Expenditures
C. Council Conferences/Seminars — Other Cities Survey
D. City Employee Training and Conferences
III. Ice Arena Budget
A. Outdoor Maintenance Costs
B. Ice Arena Budget Revisions
IV. Capital financing
A. CIF Funding
B. Possible Uses of 1997 Surplus
V. Human Services Agency Funding
VI. Other Items
A. City Taxes on Selected Homes
B. Percent Changes in Revenues and Expenditures
C. Budget Questions from Mayor
D. Sample Truth in Taxation Statement
E. Proportion of Levy Going to City
F. Options for Non—Tax Revenue (from 1996)
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 8, 1997
TO: Mayor and City Council
FROM: Dwight D. Johnson, City Manager
SUBJECT: Recommendations for how the 1998 budget could be amended to not
require any tax rate increase.
Issue. At the August 7 budget study session, it was requested that staff consider how
the budget could be amended so that no tax rate increase would be required for 1998.
Dale Hahn has calculated that this would require a decrease of $249,497 from
recommended tax supported expenditures. This figure is higher than the quick estimate
of $208,000 quoted at the August 7 meeting because a portion of the levy is based upon
market value, not tax capacity value, and this noticeably influences the calculation.
Alternatives. Three realistic options seem to be possible:
1. Eliminate recommended "increased services" expenditures ($237,078)
2. Increase revenue by adopting a surface water utility fee
3. Eliminate most of the capital levy
Discussion. Option 1 would mean the loss of the two park maintenance employees, the
Fire Department's duty crew proposal, the new 10' mower, the new truck with plow,
several desktop computers, the additional voting booths and various items of equipment
for public safety.
Option 2 could not only provide funds for new water quality and drainage projects
emerging from the new Water Resources Plan expected later this year, but could also
fund some existing water quality and drainage related programs such as Street Cleaning
162,103), Drainage Maintenance ($149,587), and the current Water Resources Fund
levy ($153,800) which provides for our share of watershed district costs. However, the
City's new Water Resources Plan is not yet available, the surface water utility fee
would not be tax deductible for the residents, and it was favored by only 46% to 42%
in the last citizen survey conducted by the City. From a financial strategy point of
view, staff also sees merit in retaining this as a future option if levy limits are continued
by the Legislature beyond 1999, which staff believes is a real possibility.
Option 3 would eliminate the surest, most consistent revenue source available for
capital improvements at a time when our available capital fund balances are down to
about $3.5 million and the list of possible needs is over $15,000,000.
The City has completed about seven years of major capital spending on a new fire
station, two new play fields, Parkers Lake Park, West Medicine Lake Park, the Ice
Arena and LifeTime Fitness, remodeling City Hall, upgrading the Council Chambers,
purchasing open space lands, constructing new trails, and adding on the maintenance
building. Considering that many more projects are still ahead of us, the City is now
relatively shorter of capital funds in relation to need than operating funds.
This is the reverse of the situation in 1989, when the City had many more millions of
capital funds on hand, but was rather short of operating funds, especially to hire
adequate numbers of staff. While cutting the capital levy might be the easiest approach
for a single year or two, it would have greater long term consequences in providing for
the overall needs of the City.
The City needs to maintain an appropriate balance between capital and operating
expenditures. Capital expenditures can help support operating expenditures, both
directly and indirectly. For example, constructing a skateboard park might help reduce
nuisance calls to the police department, and long range, might help reduce the crime
rate. Other capital expenditures help maintain the community's quality of life, which
enhances property values tax base for operating costs.
Adding a new revenue source such as a surface water utility fee can technically meet
the challenge of reducing the tax rate to the 1997 level, but is really substituting one tax
for another. We would also lose one of our best options for the future if the
Legislature extends levy limits or decides to completely freeze local taxes for a year or
two (the Senate voted for a freeze as recently as 1996).
Recommendation. Staff does not recommend reducing the tax rate to the 1997 levy.
The 1998 levy does not fairly compare with the 1997 levy because of the large-scale
changes in the 1997 tax law. In fact, the tax rate would be dropping over one full point
from 14.53 to 13.47 without the new tax law. However, if the Council decides the levy
should be reduced to that degree, staff believes that the best option for the long term
best interests of the City is Option 1. This option falls $12,419 short of achieving the
objective. The difference could be made up by reducing the 2.5% increase in the
infrastructure levy (for street reconstruction) in half. If this alternative is adopted, we
should work hard to try to find a way to restore one park maintenance worker as we
prepare the final budget in December.
PJ
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 15, 1997
TO: Mayor and City Council
FROM: Kathy Lueckert, Assistant City Manager
SUBJECT: Council Salaries and Benefits
Staff was asked to investigate whether or not changes to council salaries and benefits
can be changed in a non -election year. City Attorney Knutson advises that the council
can adopt an ordinance changing salaries and benefits at any time; however, changes in
salaries cannot become effective until after the next council election. Changes in
benefits can become effective at any time.
3
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MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 15, 1997
TO: Mayor and City Council
FROM: Kathy Lueckert, Assistant City Manager
SUBJECT: 1992 Council Expenditures
Councilmember Spigner asked that staff present information on city council
expenditures in 1992. Attached are copies of the 1995 budget pages which show the
actual expenditures in the city council budget for 1992 and 1993. The appropriate
columns are marked with asterisks.
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MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 15, 1997
TO: Mayor and City Council
FROM: Kathy Lueckert, Assistant City Manager
SUBJECT: Information on Conferences and Seminars Budgets from Other Cities
At the last budget study session staff was requested to poll other cities to see what is
budgeted for conferences and seminars for city councils. We heard from several cities;
this information is attached.
7
8/15/97
Budget Comparison for
City Council Training, Conferences, Travel
Summary Information (detail follows) --
City 1996 Actual 1997 Budget
Apple Valley 19,112 25,300
Bloomington 8,684 16,320
Brooklyn Park
4,742 6,250
Burnsville 5,761 5,641
Chanhassen 6,998 8,000
Coon Rapids 17,111 17,120
Crystal 6,715 10,000
Edina 3,175 3,800
Eagan
0 1,000
Golden Valley 12,308 13,000
Maple Grove
1,733 2,200
Minnetonka 19,493 18,500
New Hope 4,610 4,700
Plymouth 822 2,500
Richfield 1,329 2,000
St. Louis Park
Apple Valley 1996 Actual 1997 Budget
Training 2,184 1,800
Conferences 12,186 17,250
Travel 4,742 6,250
Bloomington 1996 Actual 1997 Budget
Registrations 2,307 4,120
Meals & Travel 2,997 5,150
Lodging 2,173 5,150
Local Meetings 1,207 900
Other 0 1,000
Burnsville 1996 Actual 1997 Budget
Training 1,733 2,200
Conferences 2,528 2,400
Travel 1,500 1,041
Chanhassen 1996 Actual 1997 Budget
Travel & Training 6,998 8,000
IN
8/15/97
Coon Rapids 1996 Actual 1997 Budget
Travel, Schools, Conferences 17,111 17,120
Crystal 1996 Actual 1997 Budget
6,715 10,000
Edina 1996 Actual 1997 Budget
Council Training 0 500
Conferences 3,175 3,300
Golden Valley 1996 Actual 1997 Budizet
Conferences & Schools 12,308 13,000
Minnetonka 1996 Actual 1997 Budizet
Training 1,991 2,500
Conferences & Travel 16,200 14,000
Use of Personal Car 1,302 2,000
New Hope 1996 Actual 1997 Budget
4,610 4,700
Plymouth 1996 Actual 1997 Budizet
Training 214 1,000
Conferences/seminars 608 1,500
Richfield 1996 Actual 1997 Budget
1,329 2,000
17
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 15, 1997
TO: Mayor and City Council
FROM: Kathy Lueckert, Assistant City Manager
SUBJECT: 1998 Proposed Expenditures for Employee Training and
Conferences and Seminars
Listed below are the 1998 proposed expenditures for employee training and
conferences/seminars, by department:
Administration
Employee Training $ 4,600
Conferences and Seminars $ 8,585
Communily Development (includes HRA)
Employee Training $14,700
Conferences and Seminars $11,100
Park and Recreation (includes Recreation and Ice Arena)
Employee Training $ 8,132
Conferences and Seminars $ 5,641
Finance (includes IT, Facilities, Risk Management)
Employee Training $31,270
Conferences and Seminars $13,421
Public Safety
Employee Training $49,795
Conferences and Seminars $ 4,960
Public Works (includes Sewer, Water, Water Resources, Solid Waste, Central Equip.)
Employee Training $11,675
Conferences and Seminars $ 6,700
It,
In addition, the Human Resources budget includes $20,000 for city-wide employee
training on topics such as customer service.
Across all funds, the 1998 budget proposes expenditures of around $193,000 on
employee training and conferences/seminars, or about five tenths of one percent of the
total city budget.
M
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 14, 1997
TO: Dwight Johnson, City Manager
FROM: Eric J. Blank, Director, Parks and Recreation /
SUBJECT: Budget - Ice Center
Outlined below is the estimated cost for the snowplowing and summer maintenance of the ice
center/Life Time Fitness property. Based on this estimate, a 25% charge back to the ice center
would be $4,610.75.
During this first year, we will keep accurate records of the time to plow the lots and care for
the trees and grounds. In developing the 1999 ice center budget, we will have actuals then
from which we can base our budgetary projections. Also, at this time, we are not
recommending that we consider changing the rental rate at the ice center. We have signed
contracts for ice time with both the school districts and the major hockey associations well into
April of next year. If we are going to make an adjustment, we would make that
recommendation in June or July of next summer, before we start contracts with all these major
users.
Snow Plowing
50/hr. x 8 hr. x 20 clearings = $8,000
Misc. snow work and overtime 1,000
9,000
Mowing, trimming, irrigation, tree care
Mowing 30 weeks $5,583
Equipment rental $1,500
Irrigation repair 860
Tree care 500
Misc. 1,000
9,443
Total $18,443
Rink cost x 25 % 4,610.75
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CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 14, 1997
TO: Dwight D. Johnson, City Manager
FROM: Dale Hahn-,I'Finance Director
SUBJECT: Ways to generate additional funds for the Community Improvement
Fund
At the August 7`" Budget Study session, it was asked how we could generate additional
funds for the Community Improvement Fund. Unfortunately the list is short and not
necessarily viable.
1. Decrease the amount of levy dollars from other tax levies such as General
Fund, Water Resources, Capital Improvement, Infrastructure or Recreation
and create a levy for Community Improvement Fund
2. Transfer funds in from General Fund surplus
3. Sell additional improvement bonds and transfer in fund balances at the end
of the bond term. This option is not as good as it used to be, because the
spread on interest rates isn't as advantageous as it was back in the 1980's
I am not aware of any other ways to provide additional revenue sources for this fund.
IT
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 15, 1997
TO: Mayor and City Council
FROM: Kathy Lueckert, Assistant City Manager
SUBJECT: Potential Uses of 1997 Surplus
Attached is a list of possible uses for any 1997 surplus dollars. The second quarter
financial results indicate a possible year-end surplus of around $700,000. However,
this estimate likely will change before the books are closed on 1997.
The possible uses include one-time cost items for specific projects or purchases, as well
as contributions to some of the city's reserve funds. As is our practice, a portion of the
surplus may be earmarked for the city's cash flow requirment.
11
POTENTIAL USES OF 1997 SURPLUS
Purpose
Cash flow requirement for 40% fund balance
Reserve for siren replacement, Information Technology and Tax Canc. & Abatements
Funding for additional Traffic Controller
Provide funding for Recreation losses -1996 & 1997
Purchase additional Opticon Traffic Signal Controller equipment
Hire professional services for City Survey
Hire assistance in updating Subdivision Regulations
Hire professional services for Fixed Asset evaluation
Funding for asphalt overlay program
Funding for Benefit Management software
Funding for Assessing overtime for Appraisal and Land mgm't software
Purchase digital cameras for Assessing staff
Funding for improved police car seats
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 15, 1997
TO: Mayor and City Council
FROM: Kathy Lueckert, Assistant City Manager
SUBJECT: Human Services Agency Funding
Councilmembers Bildsoe and Johnson requested some background information on the
process for funding human service agencies. The city has had a policy since 1984
which guides the contributions of the city to various human service agencies. The
policy was revised in 1992 (a copy is attached), and is used during each budget process.
Several of the agencies to which we contribute are governed by joint powers
agreements. Northwest Hennepin Human Services and Home Free are joint powers
agencies, and the city's contribution to them is determined by a population based
formula. The other contributions are at the city's discretion.
I send out notices to all the contribution agencies in June of each year, requesting that
they provide the information required by the policy, and that they notify me of their
funding request for the coming year. Since 1992, the city has added three "new"
contribution agencies: Teens Alone, Employment Action Center, and in 1998, Family
Hope Services. One agency—Suburban Alliance—was dissolved during 1997, so there
will not be a contribution in 1998. The West Medicine Lake Community Club is
included in the funding list because the city's contribution funds the club rental and
food service for the Plymouth Seniors Club.
When making recommendations for funding, I look at how many Plymouth residents
are served, what dollar amount is requested, and whether or not this request is in line
with the increases proposed for other portions of the budget. In a more subjective
sense, I look at the equity of the city's contributions. Is one agency getting a
disproportionate share of the city's discretionary dollars? Is one client group favored
over another? Are the contribution dollars geographically dispersed, in all areas of the
city?
In addition, the HRA funds some human service activities through CDBG money. This
includes the Greater Minneapolis Day Care Association ($24,000), Westonka
Community Action Network ($7,500), Community Action Suburban Hennepin
7,500), Plymouth Park and Recreation Low Income Scholarships ( $5,000), and
Plymouth's own TRAILS program for Section 8 clients ($7,000).
I look forward to discussing this with you.
al
POLICY RELATING TO CITY FUNDING OF HUMAN SERVICE AGENCIES
Resolution No. 92-31
January 6, 1992 (Supersedes Resolution 84-506, July 23, 1984)
IN GENERAL
The City Council is aware that there are many worthwhile human service agencies serving
metropolitan area residents and that such organizations are supported primarily through public
and private contributions. Contributions to such agencies from the City of Plymouth, when
made, will be distributed in accordance with this policy.
POLICY GUIDELINES
The Plymouth City Council is responsible for periodically determining whether a financial or in-
kind contribution will be made by the City to assist human service agencies. The City Council
will consider the following guidelines in determining which human service agency(ies), if any., receive funding. This policy should not be construed to obligate the City Council to provide •
funding or in-kind human service contributions.
1. Annually as part of the budget cycle, human service agencies will be asked to submit their
funding requests and justification within the deadline. Only those agencies who submit a
written request conforming to this policy within the established timeframe will be
considered for funding.
2. The City Council shall not normally engage in long term (multi-year) funding to anyhumanserviceagency. Instead all funding shall be evaluated for impact and
appropriateness each year.
3. The City Council will normally consider human service priorities established annually by
the West Hennepin Human Services Planning Board and Northwest Hennepin Human
Services Planning Board.
4. Human service agencies will be expected to provide data substantiating the need for their
specific types of service within the Plymouth community. Specific figures on the
Plymouth population(s) served through their efforts, fiscal analysis of cost of delivery of
such services and documentation that their services do not duplicate those of other agencies
serving the Plymouth population
5. The City Council will only consider funding programs or agencies which can demonstrate
that the funds are used solely to provide services to Plymouth residents.
6. The City will give preference to funding human service delivery agencies that act as an
advocate and advisor regarding other available human services for the Plymouth
population
7. Funding requests will normally be considered in relation to existing City human service
commitments and the target populations served.
8. Preference will be given to agencies or programs which:
a) Have taken affirmative efforts to raise funds to support their efforts.
O -
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b) Demonstrate in their budgets that there is a continuing concentration on minimizing
administrative and overhead costs.
c) Cannot be effectively or fully funded through other sources.
d) Sponsor programs which have verifiable benefits to the community at large for
example, programs that put people to work or enhance the effectiveness of City
service delivery programs.
e) Make effective use of volunteer skills and in-kind contributions to reduce the cost
of program/service delivery.
9. Each agency requesting city funding will be advised in writing of the status of their request
and how to receive the contribution(s) once the budget has been adopted by the CityCouncil
Information on Human Service Agencies Receiving City Funding
Each year the City of Plymouth contributes to human service agencies which serve
Plymouth residents. Two of these agencies, Home Free and Northwest Hennepin Human
Services, are joint powers agreements and the funding level from Plymouth is determined
by a population -based formula. Other contributions are discretionary. The 1998 budget
recommends that those agencies which requested a funding increase receive an additional
3% over the 1997 funding level.
PRISM (People Responding in Social Ministry) $6,000 Requested
5,150 Recommended
PRISM provides emergency and supportive services to low income residents on
Crystal, Golden Valley, New Hope, Plymouth, and Robbinsdale. Their clients are
primarily women and children. Over sixty percent of the population served is employed,
but have incomes below the national poverty level. Listed below are the 1995 statistics
for Plymouth residents served by PRISM
Service Provided Number of Persons
Foodshelf 691
Clothes Closet
Holiday Assistance
Transportation (Elder Express)
West Suburban Mediation Service
271
255
247
4,000 Requested
4,000 Recommended
West Suburban Mediation Service provides efficient, fair, alternatives for dispute
resolution. The program is based on the premise that citizens are capable of identifying
and resolving differences. Many of their cases involve neighborhoods, landlord/tenant,
business and consumers, and juvenile issues. The center offers mediation, conciliation,
information and referral, and public education services.
Teens Alone $2,000 Requested
2,000 Recommended
Teens Alone provides emergency shelter, crisis intervention, assessment, counseling,
transitional guidance and support groups to youth who have run away or are at high risk
of running away. Teens Alone works closely with students in Hopkins, Minnetonka, St.
Louis Park and Wayzata high schools. The typical client is 14 - 17 years old, more likely
to be female than male, tends to have truancy problems, experience failure at school, and
21
have difficulties with relationships. During the 1996 - 1997 school year,96 Plymouth
residents were served by Teens Alone. This is an increase of 50% over the previous year.
Northwest Hennepin Human Services Council $10,908 Requested
10,908 Recommended
Northwest Hennepin Human Services Council is the regional human services planning
and coordination agency for the northwest suburbs. It serves primarily northern and
eastern Plymouth. Northwest Hennepin provides research information to aid in decision
making on human services issues. They also provide information and referral services.
Plymouth's contribution is directed by a joint powers agreement with fifteen other
jurisdictions.
Senior Community Services $12,200 Requested
12,200 Recommended
The Senior Outreach Program provides in-house counseling, case management, and
outreach to frail elderly Plymouth residents. Last year, over 211 Plymouth residents were
served by the Outreach program. Plymouth residents over 70 years old number nearly
1,500, or around 2% of the city's population. Most of the clients are frail, low income
women over 75 years old who live alone and have serious disabilities. The program helps
clients identify services which may help them. In addition, the Outreach program uses
Plymouth funding to leverage dollars from other sources. The program makes extensive
use of volunteers.
Northwest YMCA/Detached Worker Program $5,000 Requested
2,920 Recommended
The "detached" in the title of the program refers to workers who go out into the
community to work with and develop relationships with at -risk youth. The program
offers individual, group, and family counseling, therapeutic recreation activities, youth
employment opportunities, and programs for the entire family. The detached worker
program coordinates closely with juvenile officers, school counselors, and probation
officers. Recent statistics (1996) show that 130 Plymouth residents were served at a cost
of $21.80 per client, based on the City's $2,835 contribution.
Interfaith Outreach and Community Partners $20,000 Requested
15,450 Recommended
Interfaith Outreach is a community organization supported by churches, schools,
businesses, governments, and other civic groups. It provides service to Plymouth and
seven other jurisdictions, offering services such as emergency services, transportation,
family and children's programs, jobs service and counseling services. Interfaith Outreach
states that 50.1 % of its clients are Plymouth residents. Listed below are 1996 statistics on
Plymouth resident usage of Interfaith services:
Service Provided Number Served
Foodshelf 3,551
Transportation 506
Housing 265
Utilities 86
Medical 44
Clothing 2,893
Rides 1,263
Home Free 31,945 Requested
33,000 Recommended
Home Free provides emergency shelter for victims of domestic assault. In cooperation
with several other cities, Plymouth funds the Domestic Assault Intervention project. This
program focuses on providing support and safety for victims, increasing legal controls,
offering counseling for assailants, and promoting a non-violent future through community
education. The Plymouth Public Safety Department works very closely with Home Free.
The funding request is based on a formula.
CONECT $15,000 Requested
7,725 Recommended
CONECT is a collaborative program involving the City of Plymouth, Wayzata schools,
Ridgedale YMCA, Interfaith Outreach, and the Regency Pointe and Lakeview Commons
Apartments in Plymouth. The purpose of the program is to encourage apartment
management, residents, and the community to work cooperatively to improve the quality
of life. The amount recommended in 1998 ($7,725) represents a slight increase in the
overall city contribution.
3
Employment Action Center 3,000 Requested
3,000 Recommended
The Employment Action Center (EAC) provides employment and job development
services to low income Plymouth residents. Services will be delivered in conjunction
with Interfaith Outreach and the CONECT program. In 1997, EAC provided service to
26 Plymouth residents.
Family Hope Services 7,500 Requested
3,000 Recommended
Family Hope Services is a community based organization providing services to "at risk"
youth (11 - 18 years) and their families. Family Hope Services sponsors the TreeHouse
Outreach program at no cost to participants. The focus of the TreeHouse program is
teaching coping skills through a balance of educational, recreational, and service
activities. Family Hope Services also teaches parenting skills. This is a new funding
request in 1998.
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MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 15, 1997
TO: Mayor and City Council
FROM: Kathy Lueckert, Assistant City Manager
SUBJECT: Additions to Information on City Taxes on Selected Value Homes
At the August 7 study session you asked that we revise the overhead which showed the
impact of taxes on various values of homes. A lower valued category was added, as
well as a higher value category. The revised overhead is attached.
1998PROPOSIBB#BRIT
THE BOTTOM LINE
CITY TAXES ON SELECTED HOMES
HOUSE VALUE PROPOSED
1997/1998 1997 1998
72,000 / $ 74,400 106 112
80,000 / $ 82,700 128 133
184,000 / $190,300 430 429
200,000 / $206,800 477 474
250,000 / $258,500 622 616
300,000 / $310,200 766 757
INCREASE/
DECREASE
OVER 1997
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 15, 1997
TO: Mayor and City Council
FROM: Kathy Lueckert, Assistant City Manager
SUBJECT: Percent Changes for Revenues and Expenditures
Staff was asked to identify the percent change from the 1997 budget to the 1998
Proposed budget for revenues and expenditures. This report is attached.
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1
IT01 - 6-1
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 14, 1997
TO: Dwight D. ohnson, City Manager
FROM: Dale Hahn, inance Director
SUBJECT: Budget questions from Mayor
I am responding to the questions received from Mayor Tierney.
Question 1. What did we do with the surplus money from 1996?
Answer: $339,085 was needed for cash flow to maintain 40% of the
General Fund budget, $431,000 went to the new Capital Improvement
Fund, $28,000 went to the Ice Arena Fund for salaries and benefits until
the Arena opened, $26,000 went for Opticon Semaphore Controllers and
30,000 went for Comprehensive Plan Update. These were all approved
by City Council on March 19, 1997.
Question 2. Who on the Council currently carries health insurance with the
City?
Answer: Councilmembers Preus and Johnson carry family Health and
Dental, and Councilmember Spigner carries single Dental.
Question 3. Explain the unusual numbers in the Employee Benefits Fund
on page 605-1, line item 4604, why the differences in the budgeted and
estimated allocation numbers.
Answer: This is one of the cases where our new budgeting software
doubles some of the numbers. The correct number for the 1997
budgeted revenue should be $1,067,000. It will be corrected in the next
version of the budget.
Question 4. What does the proposed Truth in Taxation Statement look like
for this year?
Answer: Attached is a sample Truth in Taxation Statement.
Question 5. What are the percentages of taxes levied by jurisdiction for
the last five years?
Answer: Attached is a chart showing the percentages of taxes levied
by jurisdiction.
3-?-
Your Proposed Property Tax for 1998
This is Not a Bill • Do Not Pay -
Owner(s): John J. and Mary A. Johnson
123 Spruce Street
Spruceville, Minnesota 55555
The taxable market values to the right are final and are not a
subject for the upcoming budget hearings. They were discussed
at the local board of review and the county board of equalization
hearings held earlier this year. The final taxable market values may
reflect a reduction under the limited market value law. If the above
property is a qualifying homestead, the final taxable market values
may exclude improvements you made to the property.
Property: Lot 1, Block 1, Spruce Acres Subd.
Taxable Market Value: For Taxes Paid in:
75,000 1997
82,500 1998
Effect of Proposed Local Budgets on Your Property Taxes
The table below shows the effect on your property taxes of
local government budget and spending decisions
the state determined school levy
your property's change in market value
Column (1) below shows your actual 1997 property taxes.
Column (2) below shows the amount of increase/decrease
in tax due to local government spending changes.
Column (3) below shows the amount of increase/decrease in tax due
to changes in your property's market value, changes in state aid,
and other miscellaneous factors.
Column (4) below shows what your 1998 property taxes will be if your
local jurisdictions approve the property tax amounts they are now
considering (the state determined school levy has already been set).
Any upcoming referendums, legal judgments, natural disasters, and
special assessments could result in increasing these amounts.
The amounts shown below for other special taxing districts
such as watershed districts - are the totals for all other
special taxing districts in which your property is located. No
meeting is required for these districts.
Your county commissioners, school board, city council
if you live in a city over 500 population), and metropolitan
special taxing districts will soon decide on the amount of their
property taxes for 1998. They will hold public meetings to
discuss their 1998 budgets. (The school board will discuss the
1997 budget.) You are invited to attend these meetings to
express your opinion. The meeting places and times are
listed on the bottom of the page.
1) (2) (3) (4)
1997 Increase/Decrease Increase/Decrease Proposed 1998
Property Tax Due to Spending Due to Other Factors Property Tax
County of Spruce: S 317.24 $ 10.30 15.08 S 342.62
City of Spruceville: 188.11 5.64 6.25 200.00
School District 999:
State determined levy: 248.96 0.00 37.86 286.82
Voter approved levies: 99.78 5.98 4.00 109.76
Other local levies: 119.15 4.71 7.20 131.06
Metro. Spec. Tax Dists.: 25.94 0.46 0.50 26.90
Other Spec. Taxing Dists.: 3.77 0.04 0.19 4.00
Tax Increment Tax: 58.04 0.00 5.74 63.78
Fiscal Disparity Tax: 0.00 0.00 0.00 0.00
Total 1,060.99 $ 27.13 76.82 1,164.94
Percent change (proposed 1998 tax over 1997 tax) 9.8%
t
1:l
TAX CAPACITY RATE BREAK DOWN
Payable 1993-1997
City of Plymouth
281/Robbinsdale
School 61.807 64.401 67.197 64.762 63.757
County 35.389 37.441 37.454 37.270 35.515
City&HRA 14.77%-18.040 13.36%-16.674 12.5%-15.856 12.3%-14.937 12.1%-14.222*
Special Taxing 6.372 6.278 5.592 6.135 5.894
District
TOTAL 122.058 124.794 126.099 123.104 119.388
uy iviainVL v aluc lcVy 11UL ill tULal
39
DATE: August 9, 1996
TO: Mayor and City Council
FROM: Dwight D. Johnson, City Manager
SUBJECT: Budget Flexibility for Loss of State Aid or Growth Revenues
The budget memorandum indicated that providing flexibility to meet the real possibility of
a major loss of state aid was a top priority in preparing the 1997 proposed budget. This
memorandum outlines the strategies that could be employed to meet either this challenge
or a sharp drop in growth revenues.
The maximum realistic risk we face in 1997 is a complete loss of state aid funding (HACA
funds) beginning with the start of the State's new fiscal year on July 1, 1997. State aid has
been funded through that time at existing levels. While there have been several recent
occasions where the Legislature has cut state aid during the City's fiscal year (calendar
year), they have not cut state aid they approved during their current fiscal year. The City
receives $1.84 million in state aid per year. The other significant source of state aid is
Minnesota State Aid (MSA funds) which come from the state gas tax. The City uses only
a small portion of these funds for operating expenses, so the possible loss of these funds is
not worth any significant study. The maximum that could reasonably be expected to be
lost is one-half of the $1.84 million, or about $920,000 during 1997. Nevertheless, the
following scenario shows how the City could plan for the loss of the entire amount. Since
all growth related permit fees total $1,500,000 per year, many of the strategies outlined
below also apply to a possible reduction in growth fees. The City has a combination of
both expenditure reduction and revenue increase options.
Expenditure Reductions (listed in the general order staff would consider them)
1. Do not expend any of the general contingency funds budgeted $100,000
2. Do not spend any of the newly proposed Capital Improvement Fund $400,000
3. Limit General Fund related spending to the "Continuation Budget" $500,000
Note: The above three items, totaling $1.0 million, would be sufficient to offset the
maximum reduction reasonably possible in 1997. However, if further measures were
needed, the following additional strategies could be employed:
4. Reduce the street reconstruction budget by the amount of HACA aid
lost in that budget $500,000
5. Eliminate the new water quality levy introduced in 1997 $130,000
6. Freeze spending at 1996 levels for all operations $450,000
The combination of all six expenditure reduction strategies would save $2,080,000, or
about $230,000 more than needed to offset a complete elimination of state aid for all of
1997, an unlikely event. If these strategies are needed, it is likely that some of them would
be used partially or in combination with others, rather than implemented in the strict order
presented above.
REVENUE OPTIONS: These items have not been studied in detail and the potential
revenue estimates are only rough estimates.
1. Surface Water Utility. A number of cities have implemented this fee on their
utility bills once their water management plans have been completed. Typically, the
fee pays for capital projects relating to drainage and water quality identified in the plan
and often pays for operating costs also related drainage maintenance and water quality.
Street sweeping is an example of a water quality activity currently paid for with
general tax dollars. It could also replace the water quality levy shown above. This fee
is one of the so-called "green" taxes since people pay for water quality solutions in
proportion to how much runoff they are creating. Estimated revenue could be
500,000 per year.
2. Utility Franchise Fees. About a dozen cities in the metro area charge a franchise fee
on electric and/or gas consumption. The franchise fee is legally related to the fact that
the utility companies use the rights-of-way owned by the City. Current city franchise
agreements allow up to a 5% fee on gross revenues. Minnetonka is actively
considering a utility franchise fee, but would dedicate the revenues to converting
power lines from overhead to underground. A utility franchise fee would be a stable
source of revenue, would tax properties now tax exempt, would be easy to administer,
and has much revenue potential. It is also a "green" tax because it tends to discourage
energy consumption. However, studies have shown it to be more regressive than the
property tax. Also, it is not tax deductible, and is often very controversial when
considered for adoption. Possible revenue may be $2,500,000 per year for both
electric and gas franchise together.
9I
3. Bond for street reconstruction. Currently, we pay the City's 70% share of street
reconstruction costs on a pay-as-you-go basis. Some cities bond these costs through
429" special assessment bonds. If more than 20% of the project is assessed, as ours
normally are, then the City can issue bonds without an election. In the first year of
bonding, the City could save $870,000 on a $1,000,000 project by deferring the costs
to future bond payments. Of course, each year, the bond payments would increase
and eventually, the City would be paying $295,000 more per year than it is now,
because of mounting interest payments. However, this strategy could allow the City
to gradually absorb a major loss of state aid and spread the problem over 10 years.
4. Raise property taxes. An increase of $1.84 million in City property taxes would
increase the City tax rate from 14.59 to 17.13. This would have the effect of raising
taxes on the typical Plymouth home by $71 per year. This would amount to an
increase in the overall taxes (for all jurisdictions) for a typical homeowner of 2.1%.
Raising property taxes by this amount is currently a legal option, since there are no
state mandated levy limits. However, any tax reform package adopted by the
Legislature may include new levy limits, such as the freeze proposed by the Senate last
year.
Overall, the City has up to $6 million in identified revenue and expenditure options, other
than raising property taxes. All of them have costs or drawbacks that may make them
unacceptable in current circumstances. But if a major loss of state aid or City growth
revenue occurs, each could reasonably be considered as an option.