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Home My WebLink AboutCity Council Packet 10-27-2009 SpecialCITY OF PLYMOUTH AGENDA SPECIAL COUNCIL MEETING OCTOBER 27, 20097 5:00 p.m. MEDICINE LAKE CONFERENCE ROOM 1. CALL TO ORDER 2. DISCUSSION TOPICS A. 2010/2011 Budget 3. SET FUTURE STUDY SESSIONS 4. ADJOURN Special Council Meeting 1 of 1 October 27, 2009 I% City of qF Plymouth Memo Date: October 27, 2009 To: Mayor and City Council From: Laurie Ahrens, City Manager, and Calvin Portner, Administrative Services Director Subject: Service Impacts associated with 20 10 proposed Budget This memo describes the workforce changes and service impacts associated with the 20 10 proposed budget. The budget maintains core services at current levels, reduces many non-core services, and protects the investment in public facilities and infrastructure, while reducing the overall city tax burden. Core services that will be maintained at 2009 levels were identified as snowplowing, emergency police response, emergency fire response, water & sewer and elections. Workforce Impact As a service organization, 75 percent of the City's budget correlates to people in the form of city personnel and contractual services. The 2010 budget eliminates 13 full-time positions, in addition to nine positions eliminated in 2009. Three additional retirements are anticipated in early 2010. Most of the positions were eliminated through attrition, but five layoffs were required. The eliminated positions are listed below and service impacts by department are referenced later in this memo. Some service impacts are difficult to estimate. For example, a number of eliminated positions directly relate to construction activity. In the present economy no impact may be felt, however if construction picks up and/or during periods of employee vacations or unexpected illness, there will be some delays in permit processing and inspection services. Customers may experience additional service declines due to the lack of backup support that previously existed. We expect to mitigate the loss of staff and maintain other services through technology investments, reorganization and workload redistribution. Payroll/HR Clerk Finance Office Supervisor IT Network Administrator Assessing Appraiser temp. ($50,000) Park Maintenance Lead Police Officer Police Captain Community Service Officer Associate Planners — 2 Building Inspector Office Support — 5.5 (PR, PW, PD, CD, ADM) Fire Captain Fire Duty Crew Sundays ($50,000) Street Maintenance Lead Sr. Engineering Tech. — 2 Solid Waste Coordinator Park Maintenance Worker Seasonal Park Maintenance Worker Seasonal Forestry Maintenance Worker Mechanic Lead Accountant Code Enforcement Inspector Page 1 Salaries The budget includes no general wage increase for non -represented employees and a 2% increase for the maintenance and clerical -technical -professional employees, as provided under labor contracts. The City was unsuccessful at reopening those contracts to discuss a wage freeze for 20 10. The police officers and sergeants contracts end December 31, 2009, and no wage increase is included in the 2010 budget. There is no increase in the fire paid -on-call hourly wage. Benefits The health insurance increase for 2010 was 7%. The budget splits the increase in cost equally between the City and the employees, as has been the pattern for several years. Recognition Events Recognition events were scaled back for 2010 from a citywide amount of $19,300 to $9,800. This amount covers recognition for the full-time workforce, paid -on-call firefighters, and the police/public recognition event. The annual employee recognition event is eliminated, and we will replace it with a low-cost citywide training event. The police and fire recognition events will be scaled back significantly. The police reserve event is eliminated, and reserves will be invited to attend the public volunteer recognition event. The public volunteer recognition event and board/commission recognition event remain funded. Supplies The City will no longer provide coffee for employees or the public. This is a total reduction of $1,200. Tuition Reimbursement The budget eliminates the employee Tuition Reimbursement Program, which has been a good recruitment and retention tool since its inception in 1994. This is a total reduction of $20,000. Training Training across the organization has been reduced by $ 100,000. Mandatory training, core training, required licensure, certification and safety training were retained. Discretionary training was eliminated. We will attempt to continue some low-cost employee and supervisor training through in-house offerings. Training is important for performance, recruitment and retention. This is a category that we hope to partially restore in a future year. Technology The investment into new and improved technology throughout the organization has helped us cut staffing in several areas and will allow us to continue to implement efficiencies. The increased efficiency and more reliable hardware/software has enabled staff to research new technology options to reduce costly scheduled replacements, to renegotiate contracts for service and to experiment with less costly off-the- shelf hardware/software options instead of replacing entire systems. The result is an overall savings of nearly $200,000 which allowed IT to not increase allocations for 2010 and 2011. For further details, please see Administrative Services. Capital Staff and council have reviewed the Capital Improvement Plan and have delayed a number of projects that were previously planned. We have further reduced the scope or eliminated a number of other projects as well as postponed or eliminated the purchase of new equipment items. Page 2 COMMUNITY DEVELOPMENT Associate Planners — (2) Anticipating a slowdown of planning applications and a reduced workload for planners, an Associate Planner position was eliminated in early 2009. The work was picked up by the remaining planners and some of the GIS work related to the position was moved to IT. The second position was recently eliminated. We believe these changes will right -size the division for the maturity level of the community. Office Support Representative — Section 8/HRA The development and building activity slowdown of in late 2008 and early 2009, and an office support vacancy enabled us to eliminate the position and delegate duties to other Section 8 staff and the remaining three support service personnel. Housing Inspector Two housing inspectors perform all code enforcement inspections and follow-up, all rental licensing inspections, and all Section 8 inspections. The work performed doesn't change based on the economy. One Housing Inspector position is eliminated, and the work will be delegated to the remaining housing inspector, the building inspectors, the fire inspectors and the planners. Although no reduction in service is immediately expected, if building permits and associated inspections increase, a delay may be experienced in responding to certain code violation inspections. Building Inspector Currently, the city has seven building inspectors, an Assistant Building Official and a Building Official. These positions completed all plan reviews and inspections for building, plumbing, mechanical and sign permits. Based on union seniority, the eliminated inspector is primarily a commercial plan reviewer but also performs sign permit application review and other inspections during vacations. This work will be delegated to the remaining inspectors, the Assistant Building Official, and the Building Official. Although no reduction in service is immediately expected, if building permits and associated inspections increase, a delay may be experienced in plan review and in responding to inspection requests. PUBLIC WORKS Office Support Representative — Engineering (2) An engineering office support position was eliminated following a retirement. The work was picked up by the department's other office support representative and other engineering staff. Following the vacancy in a second support position, the two positions were merged with the part-time Solid Waste Coordinator position to create a new Solid Waste Coordinator position with differing responsibilities. Solid Waste Coordinator The Solid Waste Coordinator position was changed to a new position which supports engineering, transit and provides primary technical assistance for the recycling program. The position meets the needs of the recycling program as well as providing staff support at a lower cost. Senior Engineering Technician — Development Review With the slowdown of planning applications, the workload of the Senior Engineering Technician responsible for development review was reduced. A Senior Engineering Technician position was eliminated in 2008/early 2009 to right -size for the current economy and for the maturity level of the community. This work is being performed by another Senior Engineering Technician. Some delays could occur when building activity increases. Page 3 Senior Engineering Technician — Erosion Control Inspection With the slowdown of planning applications and building permits, the workload of the Senior Engineering Technician responsible for erosion control inspections was reduced. Although no reduction in service is expected, if building permits and associated inspections increase, a delay may be experienced in responding to erosion control inspection requests. Delays may also occur during vacations. This position was also responsible for mediating drainage disputes and reviewing drainage concerns. This work will be performed by maintenance staff or other Engineering Technicians and may not be as timely. Street Lead Worker This position was eliminated in 2009 due to budget constraints. The planning and work direction performed by this position is now done by two Street Maintenance Workers. Although the reduction in service may not be immediately noticeable, there are concerns about not having a person in a supervisory capacity to assist the Street Maintenance Supervisor with maintenance planning and to assist with major events. We may need to replace this street maintenance position in a future year and/or adjust the pay of an existing maintenance worker for performing work well beyond their pay classification. Transportation In 2009, the city reduced and adjusted Plymouth Metrolink routes to save money, to increase the ridership of certain bus routes and in response to declining transit revenue. The city has operated with transfers from fund balance for the past few years and due to legislative action and the current economy a number of greater challenges are on the horizon. Transit will no longer receive supplemental MVST funding due to legislative changes and the poor economy. Further, we also expect a decrease in other state funding in 2010 and 2011, requiring further use of fund balance to continue the program. The Council will need to discuss transit and seek solutions for a stable funding source in order to maintain a service that is very important to the community. Solid Waste The Solid Waste budget, much like the Transit Budget, has operated with transfers from fund balance for the past few years due to an increase in prices for the extended contract and a reduction in the value of recycled commodities related to the current economy. The contract ends in 2010 and the next contract is expected to be more expensive and not include revenue sharing on recycled materials. The 2010 budget reflects a $19,000 decrease in education and public outreach as an effort to reduce the fiscal impact, however, that reduction could be counterproductive to increasing recycling participation. The Council will need to discuss recycling and seek solutions for an adequate funding source in order to maintain a service that is not only mandatory but also important to the community. FIRE DEPARTMENT Duty Crew Hours The 2009 budget had included expansion of the Fire Duty Crew operations to include Sundays. Due to budget constraints, this did not occur. Our current staffed station program provides a consistent and predictable level of response. Non -duty crew response results in longer response times and possibly inconsistent staffing. Fire Captain The success of the Duty Crew program is attributable to the ftill-time supervision assigned specifically to oversee the program. The 2009 budget included an additional full-time fire captain to supervise the duty crew and to begin a shift rotation to provide coverage for overnight (non -duty crew) response. Page 4 PARKS & RECREATION Office Support Specialist (Recreation) The position was eliminated following a retirement and duties were assumed by the other two office personnel. In addition, some CLASS registration functions will be moved to Accounting. Park Maintenance Lead This position was eliminated following a retirement. Like the Street Lead position, impacts will not be immediately seen. However, future park maintenance planning and supervision issues could arise. Park Maintenance Worker — Ice Center The facility management and work direction duties (50 temporary employees) of an eliminated Ice Center Park Maintenance Worker will be assumed by the remaining 3 -FT staff. We believe this can be sustained for some time, but the nature of this facility (7 days -a -week, 18 hours per day for portions of the year) may result in a need for increased staffing in the future. The Parks and Recreation Department is proposing additional changes, program eliminations, and cost recovery proposals equating to a $245,450 budget reduction: ACTIVITY/SERVICE: WINTER WARMING HOUSE PROGRAM SERVICE PROVIDED: During the winter months (Dec. 20 - Feb. 16.), six warming house locations are typically open (Bass Lake, Oakwood Playfield, Parkers Lake, Plymouth Creek Playfield, Ridgemount Playfield and Zachary Playfield). PROPOSAL: Reduction of service (from $15,600 to $6,000) COMMENTS/IMPACT: The Warming house program will be reduced to 4 locations. Warming house facilities will not be available at Bass Lake and Oakwood Playfield, based on the previous year's attendance and community location. There will also be a reduction of hours of operation (1-2 hours per day) at all locations. ACTIVITY/SERVICE: CONCESSIONS AT PARKERS LAKE SERVICE PROVIDED: City operated concessions at Parkers Lake Park during the summer beach season. PROPOSAL: Elimination of service ($ 10,000) COMMENTS/IMPACT: The concessions operation provides a nice service to the community, but is not necessary as residents can bring picnic lunches and snacks to the park. ACTIVITY/SERVICE: PUPPET WAGON PROGRAM SERVICE PROVIDED: During the summer, the puppet fun -mobile travels around the community providing a variety of stories and songs for the community. PROPOSAL: Elimination of service ($6,530) COMMENTS/IMPACT: The puppet fun -mobile employs several seasonal staff and makes approximately 35 stops each week throughout the community. In 2008, approximately 5,000 residents attended. It is also important to note that this vehicle is near the end of its useful life and would need to be replaced if this service is continued. Page 5 ACTIVITY/SERVICE: ADAPTIVE SERVICES CONTRACT (REACH) SERVICE PROVIDED: The City contracts with REACH for resources to provide adaptive recreation opportunities to residents. In 2008, 82 Plymouth residents (58 adult/24 youth) participated in 308 REACH programs. PROPOSAL: Elimination of service ($17,000) COMMENTS/IMPACT: Services are provided through the Wayzata and Robbinsdale School Districts. The Courage Center in Golden Valley also provides program opportunities. This will eliminate some service duplication. ACTIVITY/SERVICE: RECREATION ACTIVITIES GUIDE (LEISURE TIMES) SERVICE PROVIDED: Leisure Times recreation activities guides with advertising of recreation opportunities and services are published and bulk mailed three times annually to residents. PROPOSAL: Reduction of service (from $58,000 to $44,000) COMMENTS/IMPACT: Considering a variety of efficiencies, including reduce page count (document size), type of print process and quantity of guides printed to reduce this service by $14,000. As a result of the reduction, some program information will be eliminated from the guide, as well as athletic association listings and Music in Plymouth thank you page. ACTIVITY/SERVICE: RECREATION TAX SUBSIDY SERVICE PROVIDED: Property Taxes are utilized to help support recreation programs and services. PROPOSAL: Reduction of Property Taxes (from $678,497 to $628,497) COMMENTS/IMPACT: Will work to generate additional program revenue to accommodate for the property tax reduction. The budget also includes transfer of funds from retained recreation program earnings if needed to balance the budget. ACTIVITY/SERVICE: REFORESTATION SERVICE PROVIDED: Forestry maintains a healthy park property tree population, including planting. PROPOSAL: Elimination of service ($37,000) COMM ENTS/I M PACT: Dramatically decreased tree planting within parks. Will continue to remove dead trees as they occur, but may not replant new ones as quickly. Staff will supplement with Tree Preservation Restitution Funds as available. ACTIVITY/SERVICE: PARK CLEAN-UP SERVICE PROVIDED: Staff contracts with the State of MN to provide 4-5 adults with handicaps to do park work. The crew picks up litter throughout the parks and weeds the playground areas. The crew includes a supervisor and provides their own transportation. PROPOSAL: Eliminate Contractual Cleaning ($5,000) Page 6 COMMENTS/IMPACT: Reduced playground maintenance and frequency of inspection. Park mowing will be reduced as there may be more litter cleaning before they can mow. ACTIVITY/SERVICE: SEAL COATING SERVICE PROVIDED: Asphalt repairs and seal coating of either paths or parking lots. PROPOSAL: Elimination of service ($33,000) COMMENTS/IMPACT: Will limit repairs and resurface work performed on trails and parking lots. ACTIVITY/SERVICE: SEASONAL PARK EMPLOYEES SERVICE PROVIDED: Seasonals perform many of our park maintenance tasks such as mowing, pick up trash, set out and maintain soccer goals, put up and take down wind screens and outfield fences, groom/repair ball fields, assist with building cleaning & maintenance, landscape, lay sod, clean benches, provide services for tournaments, etc. PROPOSAL: Elimination of 7 -month position (I position - $15,000) COMMENTS/IMPACT: The reduction of approximately 1,050 maintenance hours requires the elimination of special tournament maintenance for athletic associations including additional trash pickup. Park buildings will not be cleaned as often (floors/restrooms). ACTIVITY/SERVICE: SEASONAL FORESTRY EMPLOYEES SERVICE PROVIDED: Seasonal employees are the backbone of the Forestry work force, providing services such as; reforestation, tree removal, landscape maintenance, etc. PROPOSAL: Elimination of 7 -month position (I position - $15,000) COMMENTS/IMPACT: General maintenance cycles for weeding & watering will increase resulting in a more weeds. Trail trimming cycles may also increase due to less manpower. ACTIVITY/SERVICE: PARKS SUPPLIES SERVICE PROVIDED: Miscellaneous supplies are used to for daily park facility maintenance. Expendable supplies replace wom out and broken items and items to improve our park system. PROPOSAL: Reduction of line item (from $136,300 to $122,300) COMMENTS/IMPACT: The reduction of supplies will mean items may not be replaced as often. ACTIVITY/SERVICE: PLYMOUTH CREEK CENTER SALT WATER FISH AQUARIUM SERVICE PROVIDED: Located just outside of the Fireside Room at the Plymouth Creek Center, the aquarium is a nice addition to the relaxing atmosphere of the space. PROPOSAL: Elimination of service ($4,800) COMMENTS/IMPACT: Service contract to provide fish and to perform maintenance/upkeep of the aquarium. Page 7 The aquarium is proposed to be replaced with a low maintenance terrarium. ACTIVITY/SERVICE: PLYMOUTH CREEK CENTER NON-PROFIT GROUP USER FEES SERVICE PROVIDED: One free meeting/month is provided to Plymouth nonprofit civic groups and homeowners associations. In 2008, there were 250 free meetings (avg. of 5/wk). Meetings have grown in size and are using classroom space versus conference rooms. PROPOSAL: $5,000 cost recovery. Nonprofit Plymouth civic groups are allowed I conference room meeting/mo. (Mon. —Thurs.) at a discounted rate of $ 1 0/hr with a 2- hr min. COMMENTS/IMPACT: Currently rented at $30/hr with a 2 -hour minimum. Minimizing use to the conference room reduces set-up costs and maximizes building use for other users and groups. ACTIVITY/SERVICE: PLYMOUTH CREEK CENTER JANITORIAL SERVICE (e -QUALITY) SERVICE PROVIDED: eQuality provides weekday building cleaning assistance (lower level bathrooms, sweeping, mopping, vacuuming), class room set-ups and ballroom set-ups. In addition, they assist with field house operations (i.e. inflatable's and golf equipment). PROPOSAL: Reduction of service (from $8,800 to $5,280) COMMENTS/IMPACT: Reduces the contract from 5 to 3 days/wkto assist with general building cleaning and set-up. Retaining the eQuality contract for 3 days is important to maintain building cleanliness goals and to adequately handle room turnovers and setups. ACTIVITY/SERVICE: PLYMOUTH CREEK CENTER SENIOR ADMISTRATIVE FEE SERVICE PROVIDED: The PCC provides approximately 2,000 hrs of free meeting room/large activity space, coffee and/or administrative assistance to approximately 24 senior groups or 1,000 plus residents and non-residents (i.e. cards, wood carvers, men's club, etc.) each year. PROPOSAL: $10,000 cost recovery. Staff recommends two possible cost recovery options: 1) $ 8/year for residents ($ 10 non-residents) for the first 2 groups or clubs. Additional participation in 3 or more groups is charged at a rate of $4/year. Estimated cost recovery is $10,600 2) Charge fees based on building usage. Groups who meet 4-5 times/mo and/or involve a higher level of administrative assistance (copies, calls, mailings) charged 9/year for each resident participant ($1 1/year non-residents). Groups who rarely meet or need little administrative support would be charged $6/year for each resident participant ($8/year non-residents). A maximum charge of $24 for those who participate in as many as 4+ groups. Estimated cost recovery is $10,700 COMM ENTS/IMPACT: Neighboring cities (i.e. Maple Grove, Crystal) charge a membership/ administrative fee to senior clubs and aroups. Page 8 POLICE The Police Department has implemented a variety of new technology and best practices over the past several years which has increased efficiencies and positively impacted staffing. The Department has also aggressively sought grant funding and developed key collaborations during this timeframe to become more effective in its service delivery. Through these and other initiatives, the Department is far more proactive, efficient with its resources and connected to the community. Office Support Rep. (1.5) Implementation of technology has allowed us to eliminate 1.5 office support positions. Police Captain A Police Captain position was eliminated and replaced with a police officer for a savings of $25,000. The duties of the Captain were divided among the remaining command staff, with some duties going to the part-time Desk Officers. Police Officer — DARE One police officer position was eliminated for a savings of $89,600. This was accomplished by changing from a full-time officer dedicated to the DARE program to four officers each working in the schools only one day a week out of the patrol division. Police Officer — Crime Free Multi -Housing and Crime Prevention The Crime Free Multi -Housing officer was reduced to a 0.8 position. Community Service Officer A Community Service Officer position was eliminated for a savings of $56,723, and the duties were assumed by an existing Office Support Representative and volunteer reserve officers. Deer Count The annual aerial deer count will be eliminated for a $1,600 savings. Best Practices Program The Best Practices Program for alcohol and tobacco is eliminated for a savings of $5,400. Compliance checks will continue, and the City remains committed to eliminating access to tobacco and alcohol by underage youth. The city will also increase revenue by $35,000 with the discontinuation of discounted licenses. Animal Licensing The budget eliminates animal licensing for a savings of $1,000. Minority Recruitment A specific minority recruitment line -item is eliminated for a savings of $3,000. These efforts will continue through the normal recruitment activities. Bike Patrol Uniforms for the bike patrol have been eliminated for a $ 1,000 savings. Page 9 ADMINISTRATIVE SERVICES Accounting Clerk - Payroll/HR Payroll has experienced increased efficiencies as the result of the new financial management software which allowed elimination of an Accounting Clerk position. The duties related to Finance were absorbed by the existing Finance staff. Payroll responsibilities including data entry, cross checking entries, and miscellaneous processing functions were moved to the payroll clerk. Accountant An accountant position will not be refilled following a retirement in early 20 10. The responsibilities of this position will be absorbed by existing finance positions. It is anticipated that payroll will gain efficiency with the future rollout of eSuite timesheet software. With a tremendous decrease in data entry, the additional time saved will be available for some of the accountant responsibilities. Office Support Rep An upcoming retirement in 2010 will allow for the elimination of an office support position. Software improvements for financial management and anticipated improvements in our land management software reduced the need for the extra office support. System Administrator The IT Network Administrator position was vacated in 2008 and all tasks were absorbed by the Systems Administrator and the IT Manager. This was possible because of our IT system enhancements. Projects for this position were previously focused on improving systems availability and an investment to update the core infrastructure. Appraisal - Seasonal Council approved an increase in expenditures of $30,000 for 2009 from the previous allocation of 20,000. The position was held open for 2009 and programmed for elimination in 2010. Thedecreasein new building construction and home remodeling due to the economy as well as process improvements and the assistance of a skilled volunteer have allowed for temporary savings. With expected expansion into Northwest Plymouth, an uptick in new housing starts and the resurgence of home improvements, future temporary appraising assistance may be needed. Information Technology Reduced Server Farm — The investment in VMware (Virtualization Server Software) and in the Storage Area Network (SAN) enabled the city to retire 13 Hewlett Packard servers from service to date and discontinued the need to purchase 20 additional servers. We will retire 4 other services by mid -20 10. The SAN and VMware servers reduced hardware service calls, administration cost and dramatically reduce system downtime should a failure occur. The increased reliability enabled staff to work on other projects, and the eventual opportunity to eliminate two IT positions. The SAN\VMware are significantly more energy efficient than the old servers and enabled us to turn off one of the air conditioning units in the computer room saving energy and reducing our carbon footprint. Govern Upgrade — A negotiated agreement with our primary land management software provider permits, appraisal, planning and utility billing) allowed for a transition from an unsupported Oracle installation to MS SQL on more reliable and increasingly compatible servers. With all users on the newest version of the software, updates and patches can be completed remotely; the software is supported by Govern allowing for additional troubleshooting support; and the life of the software has been extended, thus reducing replacement costs and giving us additional time to prepare for the utility billing migration to Page 10 New World Systems. The saving of nearly $1 million in capital costs at this time is very significant and allows for a better programmed integration with NWS. New World Systems Migration — Numerous efficiencies were gained with the new financial system such as centralized asset management, ease of report writing, enhanced security, employee and vendor self- service. NWS has also saved staff time with the implementation of eSuite Services which allows employees to update their own personnel records, eliminated the printing, folding, stuffing and distribution of paycheck stubs and is expected to save numerous hours of human resources time to enroll employees in benefit programs during open enrollment. Going forward, we expect to implement paperless timesheets and electronic time collection reducing redundant data entry (16 hours of staff work per pay period) and improved reliability. GIS — Following the elimination of a planner in 2009, it was recognized the individual had GIS skills that were beneficial to most of the departments. The GIS Tech has saved staff time by building a central mapping resource, removing dated and unneeded maps from servers that used a lot of storage memory and introduced new map products and processes that were proven to be helpful during our last major storm event. This position will also assist with routine helpdesk requests as time allows. Copy Machine Contract Consolidation — The development of a copy machine replacement plan and a negotiated contract for a citywide price per copy has resulted in the decrease in the number of copy machines, allowed for the transition to the electronic storage of documents and a significantly reduced the cost per copy. The renegotiated copier service contact includes a flat rate per copy for all copiers and reduced service and maintenance cost by $2 1,000 over the life of the three-year contact. Line -of -Sight Internet connection — Staff deployed a campus wireless network between water towers and the water treatment plants to connect all elements of the SCADA monitoring system, Voice over Internet Phones (VoIP), and video surveillance systems. The equipment costs have a return on investment of less than one year over the costs of connecting with fiber, T I line and typical telephone lines. The system also allowed for the deployment of low-cost security cameras and DVRs to increase security in and around water/sewer infrastructure. During the next few months this low cost wireless network will be added to service Fire #1 and the Hwy 55 Park & Ride reducing the combined data and voice expenses for these sites by $500 per month. Police Department Technglogy — the new technology implemented within the Police Department decreases the need for IT staff support. A transition from DataLux to Panasonic Toughbooks, as the main computers in squad cars saved the city over $ 100,000 in programmed replacement costs and provided improved connectivity to operate squad -based applications for ticket writing, Records Management and dispatch. CaMpus surveillance — The city uses a system called NICE for closed circuit campus security. IT oversaw the placement of additional security cameras in the main lobby area, council chambers and updated Police Department security cameras and data collection through off-the-shelf AV equipment, thus extending the lifespan of NICE and potentially creating a reliable system that can be replaced as equipment fails for a fraction of the NICE replacement costs. Page 11 City of Plymouth179) Memo Date: October 27, 2009 To: Mayor and Council From: Calvin Portner, Administrative Services Director Subject: Tax Scenarios At the past two budget discussion meetings, the City Council has requested a tax scenario in which the average home did not receive an increase for taxes payable in 20 10. As you may know, we get updated property valuation information throughout the year as tax court settlements occur, as we receive negotiated settlements and as property values that were appealed to the Local Board of Equalization are completed. Attached is the most current tax scenario based on the updated tax capacity figures; as well as the updated Tax Increment and Fiscal Disparity information received by the County in October. Based on the preliminary levy approved on September 8, 2009, the impact to an average sale price home of $366,800 would now reflect an annual decrease of $3.04 or -0.32% in their city property taxes for 2010. The median valued home of $279,400 would see an annual decrease of 3.11 or -0.45%. In comparison to 2009, the net tax capacity is lower which results in a higher tax rate overall. However, with declining valuations and a lower levy amount, the impact to the average home is a reduction in taxes payable for 2010. Page 12 Total City Tax Capacity Levy Fis.Dis. Distrib(tax $) Tax Levy To Be Spread Total Tax Capacity Fis.Dis. Contribution (tx cap TIF Net Tax Capacity City Tax Rate levy spread/net tax cap) Market Valued Tax Levy To Be Spread Market Value Personal Real Estate Real Estate(tx cap. < 1%) Total Market Value Mkt Val Tax Rate levy/mkt value) Tax Rate per Henn Cty Total City Tax Rate Total Levy ffm mm HRA Tax Levy To Be Spread Tax Capacity add back Fiscal Disparity Distribution Tax Capacity Net Tax Capacity for HRA HRA Tax Rate Pay 2009 Adopted 27,648,293 1,754,641) 25,893,652 122,832,617 15,262,955) 1,202,261) 106,367,401 24.3436% 699,273 so 9,987,567,200 9,987,567,200 0.00700% 24.35% 28,347,566 Pay 2010 Proposed 27,482,986 0.60% 1,994,714) 25,488,272 117,389,462 16,078,643) 1,505,888) 99,804,931 25.5381% 4.9% 709,334 so 9,338,720,500 9,338,720,500 0.0076% 25.55% 28,192,320 0.55% 551,277 106,367,401 99,804,931 7,666,539 8,185,794 114,033,940 107,990,725 0.483% 0.510% Page 13 Tax Impact - max levy - no market value credit special levy or add'I bond levy lResidential Property I Average Home Sale Value Tax Capacity at 1 % Combined City Tax & Market Value Tax Rate Total City & Market Value Property Tax HRA Tax Capacity Rate HRA Property Tax Total Property Tax Market Value Credit Total Net Property Tax Estimated Estimated % 2009 2010 Increase Increase 3,94.400 366,800 3,844 3,668 24.351% 25.546% 936.04 $937.02 0.483% 0.510% 18.58 $18.72 954.62 $955.74 am 0.14 1.12 6.94) ($11.10) ($4.16) 947.68 $944.64 -$3.04 -0.32% Page 14 Tax Impact - max levy - no market value credit special levy or add'I bond levy lResidential Property I Median Value Tax Capacity at 1 % Combined City Tax & Market Value Tax Rate Total City & Market Value Property Tax HRA Tax Capacity Rate HRA Property Tax Total Property Tax Market Value Credit Total Net Property Tax Estimated Estimated Percentage 2009 2010 Increase Increase 293,100 2,931 24.351% 279,400 2,794 25.546% 713.72 $713.75 0.483% 14.17 0.03 0.510% 14.26 $0.09 727.89 $728.01 $0.12 28.51) ($31.75) ($3.24) 699.38 $696.26 -$3.11 Page 15 0.45% Atndt-u r / The preliminary budget adopted by the City Council in September eliminated the proposed $100,000 in athletic field maintenance fees. This amount needs to be eliminated from expenditures, We recommend the following: Eliminate Park Maintenance Seasonal employee Reduce Athletic Playfield Lighting Eliminate Park Sealcoating Eliminate Neighborhood Park Spraying Eliminate funding for NW Hennepin Human Services Sr. Leadership Council Eliminate Employee Tuition Reimbursement Program Reduce Internal Service Fund Allocations for Fleet and Facilities 15,000 10,000 23,000 16,000 1,500 15,000 20,000+/- Estimated Cost to City for Athletic Fields Maintenance Used by Associations Irrigation Labor Full Time Equipment Parts Contractual Services Sub Total Grooming Labor Full Time Equipment Parts Contractual Services Sub Total Field Painting Labor Full Time Equipment Supplies (paint, etc.) Sub Total Horticultural Repairs Fertilizer/Weed Control Sewer & Water Aglime Materials Contractual Sub Total Sub Total 80% City Charge Sub Total Field Lights Repairs, Parts & Electrician Electrical Power Sub Total Refuge Afternoon Shift Maintenance Oversight Portable Toilets Labor Full & Part Time Tippm'g Fee Sub Total Labor Full Time Labor Seasonal Sub Total Park Supervisor Park Superintendent Equipment Sub Total TOTAL 27,250 5,000 4,000 3,500 39,750 27,200 79,200 20,000 8,000 134,400 43,450 13,900 21,000 78,350 15,000 31,000 463000 24 750 24,750 26,400 26,400 42,750 64,400 107,150 19,000 7,000 261000 39,200 20,150 59 350 5,000 2,500 800 8,300 13,900 13,900 COSt Of MOWiDg Fields Labor Fult Timc $65,200 Labor Seasonal $85,550 Equipment ReDtal $73.000 TOTAL SL-2 2 37 5 0 0 0 C) CL Q C) 2.T- 4F) - 0 m LL 0 CD V C) M N o r 0 CD N m L- m CD LL C 0 0 r.L 0 CL w co a 0 E a) r_ 0 Q E m 0 C406F), LL 0 C) r— CA 0:)- C) C) c5 tp 0C) Lo VE), 0 U) 0 C) 0 I- CD w n D CO 0 E C) co E LO co T 3 C) CD Lr) z C\j Lr) C> U') Lo C) It C) C) 0 0 m 6 6 6 L co U'Y A 'E m cD co Lo o L no 0. 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Currently, the communities of Brooklyn Park, Golden Valley and Maple Grove will be continuing with REACH for Resources service in 2010 -2011, The current intentions of the following communities is as follows: Crystal — dropping from the consortium and shopping for an inclusion service contract. New Hope — dropping from the consortium and shopping for an inclusion service contract. Robbinsdale — dropping from the consortium. Plymouth — dropping from the consortium, x x x Continue with adaptive & inclusion service k 1: C -e-K, o_ jyryl,- pnt x x Continue with adaptive & inclusion servicer. x xf:l 7 A. Kv 'Ni dley' 1'1 6111de`fif, Va x x Continue with adaptive & inclusion service P), x x T2 A t I PT - x x cF e, r x Continue with adaptive service The current intentions of the following communities is as follows: Crystal — dropping from the consortium and shopping for an inclusion service contract. New Hope — dropping from the consortium and shopping for an inclusion service contract. 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