HomeMy WebLinkAboutCity Council Packet 08-31-2000 Special1.
2.
SPECIAL COUNCIL MEETING
2001 Proposed Budget
August 31, 2000
7:00 PM
Public Safety Training Room
Call to Order
Information Items
A. Street reconstruction analysis for improving overall street conditions
B. Reconstruction financing that reduces level of special assessments
C. Other agency funding
D. General Fund revenue account #4160 -Other License and Contribution to
Plymouth Civic League
E. Salary distribution relating to Public Safety Education budget
F. Opticon signalization of remaining signals
G. Snow removal policy
H. Job Fair location
1. Breakout of Office Equipment Budget within Facilities Management budget
J. Recommendations for Truth in Taxation and adoption hearings
K. New General Fund revenue pages with revised numbers
L. New Recreation Fund revised revenue and expenditures pages with increase in
contribution to Plymouth Civic League
M. New budget memo with revised numbers
3. Adjourn
15udjet Q A Ik i_11 a4i V e__
All City Controlled Roads
2,325,000 Budget with a 6% increase per year for 10 years then a 3% increase per year
for the last 20 years, 3% inflation rate and a $600,000 per year increase from years 11-30.
Reconstruction (77%): $1,800,000 ($0 per year for arterial and collector recon)
Mill and Overlay (14%)- $325,000
Seal Coat and Crack Seal (9%): $200,000
X
Save As Default OK Cancel
Latest Inspection Year: 2000 Plan Start Year 2001
Inflation Rate Y. 3.0 Analysis Period (years) 30 •
2325.0 par year6YearlyBudgetSKI. - U date
Varied Yearly Budget =K 2325.0 in 2001
veer
Yew SK1. 2. 3. 4. 5.
IBudget Allocation For Different Categories 'Priority 2001 2325.00 77 14 9 i ]
1.Major Rehab 4 r 177 (' 2002 2465.00 77 14 9 0 0
2.MajorRepair(-- 14 fq 2003 2612-00 77 14 9 0 0
3.Preventive 4 F9_ F
2004 2769-00 77 14 9 0 0
2005 2935.00 77 14 9 0 0
4.Routine +jf, ( F_ - 2006 3111.00 77 14 9 0 0
r _ I5.Stop Gap -
1r " -
I'
2007 3298-00 77 14 9 0 0 i
2008 3496-00 77 14 9 0 0
XBudgetNO
Year BudgetlK Backlog3K Avg.Cl
2001 2309.30 12956.91
2002 2463.61 18291.30
76
75 1
2003 2611.63 18504.62 74
2004 2765.42 19423.18 73
2005 2927.78 22517.12 71 Scenario Name
2006 3110.16 21465.58 70
2007 3284.94 21578.63 69 J
Budget and Backlog for Each Year
ss cl
1DO
40000
39000-------
0
94000
0
16000
0
8000
0
700L002200DOOM0NWMO9900MS901(2011201 0LAIGOlnolo019901Po19090209]2onM1094209=2aO2710 00251030
LegendTudget$K Bacldog$K
Average Pavement Condition Index:
200 1 =76(G: 78%,F: 12%,P: 10,%), 2005=71 (G: 72%,F: 17%,P: 11,%),
20 1 0=67(G: 60%,F: 23 %,P: 17,%), 2015=65(G:70%,F:II%,P:19,0/o),
2020=66(G: 52%,F: 3 2%,P: 16,%), 2025=70(G:65%,F:21%,P:14,%),
203 0=74(G: 77%,F:13 %,P: 10, %)
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DATE: August 23, 2000
TO: Dwight D. J son, City Manager
FROM: Dale Hahn, Finance Director
SUBJECT: Tax Implications of reducing Street Reconstruction Assessments
The schedule for the street reconstruction program in 2A shows the special assessment
revenue of $360,000 for 2001. If the street reconstruction assessments were to be
reduced from 30% to 20%, this would require an additional $120,000 of tax revenue to
fully fund the plan. The estimated impact to the average homeowner would be
approximately $4.65 per year. In recent years, the assessments have averaged under 20%
due to the high percentage of streets currently needing full reconstruction. Therefore,
staff does not recommend any change in policy pertaining to the 2001 budget.
CITY OF YLYMOUi'H as
g
DATE: August 25, 2000
TO: Dwight Johnson, City Manager
FROM: Laurie Ahrens, Assistant City Manager
SUBJECT: Outside Agency Funding
Attached is a revised spreadsheet recommending revised 2001 funding amounts to
agencies. The overall total of $112,000 for agency contributions is unchanged. Changes
have been made from the first budget study session to fully fund the 2001 PRISM
funding request, with an offset to the HOME Program which is a first year funding
request.
Staff was asked to review the funding levels provided to Interfaith Outreach and PRISM.
Interfaith Outreach serves the area of Plymouth west of I-494, while PRISM serves the
area east of I-494. There are occasions when the agencies provide services to residents
outside of their service areas. One example of this is the CONECT Program which is
administered by Interfaith Outreach. Some of the apartment complexes served by
CONECT are in the PRISM service area.
Both agencies provide an array of services relating to emergency food, transportation,
clothing, homeless prevention, employment, child care, and self sufficiency. Plymouth
residents comprise 50 percent of those receiving all services provided by Interfaith
Outreach, while Plymouth residents rank second in receipt of services of the six cities
served by PRISM. Plymouth residents are well served by both organizations.
Food shelf funding is the statutory authority under which the City supports these
agencies. Last year, Interfaith Outreach provided emergency food services to 406
Plymouth families, while PRISM provided similar services to 520 families. While
PRISM serves more Plymouth families with emergency food, Interfaith Outreach
provides a greater amount of services compared to PRISM when considering all services
provided by the agencies. After considering the factors of population in each service area
and value of services provided by each agency to Plymouth residents, a proposed 60:40
funding ratio is recommended (Interfaith Outreach $15,900 and PRISM $10,000.)
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DATE: August 23, 2000
TO: Dwight D. Johnson, City Manager
FROM: Dale Hahn,Finance Director
SUBJECT: Account No. 4160 -(Other licenses) and Contributions to Plymouth
Civic League
Account No. 4160 -Other Licenses
Upon reviewing the amount in account No. 4160 (Other Licenses), I find that it was a
keying error. The amount as shown, $84,000, should be $8,400. This makes for a loss of
revenue of $75,600. I have been reviewing various other revenue accounts that could
potentially provide additional revenue to make up some of the revenue loss. Since these
revenue projections were made back in June, we are likely going to have two additional
liquor licenses in 2001; one for the Red Robin Restaurant and one for Ruby Tuesdays
Restaurant. Each will generate additional Liquor License revenue. I have estimated
partial year licenses for total additional revenue of $14,000. I am also aware of two
likely antenna rentals on the City's water towers for additional revenue of $17,000.
Contributions to Plymouth Civic League
The Plymouth Civic League (PCL) has requested a contribution of $25,000 for 2001.
The proposed 2001 budget has been amended with an increase in the recreation levy to
include this amount, $4,000.
The PCL requested a contribution of $25,000 for 2000, due to the loss of two major
corporate contributors. The City Council allocated $20,000 to the PCL, with the
understanding the Council would consider an additional $5,000 request to be funded
from contingency if Music in Plymouth ended up "in the red." The 2000 Music in
Plymouth did run an estimated $5,000 deficit; however, the PCL will cover the
shortfall with PCL reserves.
The PCL raises approximately $42,000 from corporate contributions annually;
however, two major contributions were lost in 2000 and at least one additional
corporate sponsor will be lost in 2001. The following contribution amounts have been
made by the City in previous years:
1995 10,000
1996 15,000
1997 17,500 (additional $2,500 for banners)
1998 17,500
1999 17,500
2000 20,000
Tax Implications of changes recommended above
After increasing the line items for liquor licenses and antenna revenue, there will still
need to be an additional tax levy of $44,600 plus and additional $4,000 for the Plymouth
Civic League. The attached schedules show the revised tax implications based upon the
additional tax levy amount. The taxes on the average home will increase by $14.60
2.95%) instead of $12.60, and the taxes on the $1,000,000 business will decrease by
62.04 (-1.79%) instead of $75.64.
TAX ON AVERAGE HOME
2001 Taxes on $231,300 home with 08/01/00 Est.
Market value
1 % portion=
Balance @1.65%=
Tax rate
Mkt value levies:
231,300 @
231,300 @
Total City tax
231,300
76,000 760
155,300 2,562
3,322
14.47%
480.69
0.00413% 9.55
0.00789% 18.25
508.50
2000 Taxes on $212,200 home
Market value
1 % portion=
Balance @ 1.65%=
Tax rate
Mkt value levies:
212,200 @
212,200 @
Total City Tax
212,20a
76,000 760
136,200 2,247
3,007
T.C.
14.47
0.29
0.55
T.C.
15.48
0.00449% 9.53 0.32
0.00888% 18.84 0.63
493.90 16.43
Incr
Over 2000
2.95%
ESTIMATED TAX BURDEN ON A $1,000,000 BUSINESS
2000 ACTUAL TAXES
Business Value -$1,000,000
150,000 @ 2.40000% 3,600.00
850,000 @ 3.40000% 28,900.00
Gross Tax Capacity Value 32,500.00
Less Fiscal Disp.
Less Fiscal Disp.
10,947.79
Net Tax Capacity Value
Net Tax Capacity Value
21,552.21
City Tax Rate
City Tax Rate
15.48%
Subtotal
Subtotal
3,336.28
Mkt Value Levy:
Mkt Value Levy:
1,000,000 @ 0.00449% 44.90
1,000,000 @ 0.00888% 88.80
Total City Tax
Total City Tax
3,469.98
2001 TAX BURDEN WITH
5.00% VALUE INCREASE
Business Value -$1,050,000
150,000 @ 2.40000% 3,600.00
900,000 @ 3.40000% 30,600.00
Gross Tax Capacity 34,200.00
Less Fiscal Disp. 11,520.44
Net Tax Capacity Value 22,679.56
City Tax Rate 14.47%
Subtotal 3,281.73
Mkt Value Levy:
1,050,000 @ 0.00413% 43.37
1,050,000 @ 0.00789% 82.85
Total City Tax 3,407.94
Decrease from 2000 -$62.04 -1.79%
4 -1 --
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 23, 2000
TO: Dale Hahn, Finance Director
FROM: Mike KohnFinancial Analyst
SUBJECT: Salary Distributions For Public Education — Public Safety
The increase in salaries for the Public Education program in Public Safety was the result
of a reallocation of personnel within the Police Department. DARE and school laison
personnel who were previously allocated to Investigations and Patrol were allocated to
Public Education for 2001. The changes are as follows:
2000 Budget 2001 Budget
Patrol (1511) 43.4 FTE's 39.2 FTE's
Public Ed (1513) 5 FTE's 5.8 FTE's
Investigations (15 14) 9.1 FTE's 8 FTE's
Totals 53 FTE's 53 FTE's
POLICY ON SANDING AND THE REMOVAL OF ICE AND SNOW FROM CITY
MAINTAINED STREET SYSTEM
Resolution 97-69
January 22, 1997
Supersedes Resolution 92-30; dated January 6, 1992)
I. GENERAL
The City of Plymouth annually budgets funds for the removal of ice and snow
from the city maintained street system. It is the policy of the City to remove ice
and snow in order to provide for the passage of emergency vehicles and safe
travel for the greatest number of vehicles in a cost effective manner and within the
constraints created by funding, equipment and personnel. The City makes a
reasonable effort to ascertain future weather conditions through contractual
weather reports.
II. POLICY
Each year the Public Works Department, Street Maintenance Division, prepares a
map of the City showing the city maintained street system. The City is divided
into routes in which ice control and snow removal will be performed by City
employees and private firms under contract to the City. The routes are
periodically revised to correspond with budgetary, equipment and personnel
resources available. Within each route, the major streets are defined as well as
areas of steep grades that require extra care. Equipment is assigned for the control
of ice and snow. The start of ice and snow control operations for any storm is
dependent upon immediate and anticipated conditions. The most critical time
periods are weekday morning and evening rush -hours. When feasible, the City
will attempt to remove ice and snow from city maintained major streets prior to
these rush hour periods. Normally major streets and hazardous areas are done
first. Once the priority areas a plowed and opened, the remaining streets in the
residential, commercial and industrial areas will be plowed and sanded.
Under severe conditions or where weather patterns suggest additional ice and
snow, street may not be plowed "full width" and residential areas may be delayed.
Normally within 24 hours after the city maintained street system is opened, the
street maintenance division will proceed with the final plowing and clearing of
residual ice and snow.
III. PROCEDURES
The Superintendent of Public Works and Street Supervisor with the assistance of
the Plymouth Police Department, citizen and employee input will identify
particular street problem areas which may vary from storm to storm and season to
season. Public Work Maintenance employees are then notified in accordance with
the Public Works Department schedule for emergency calls and the removal of ice
and snow will commence.
IV EXCEPTIONS
In the event of equipment failure, extreme snowfall or other unanticipated events
including the necessity of resting snowplow crews, deviation from these standards
may be appropriate.
V. MAILBOXES
In those instances in which the U.S. Postal Service does not provide door to door
delivery, it is necessary for property owners to install mailboxes on city owned
right-of-way immediately adjacent to the street curb. While the installation of
mailboxes on City owned right-of-way is permitted, the mailbox owner assumes
all risk of damage except where a mailbox is damaged through contact by snow
removal vehicles. If a mailbox is damaged due to direct contact by a snow
removal vehicle, the City, at its option, will repair or replace at a cost not to
exceed $50.
If a mailbox is damaged due to indirect contact, including the force of snow
generated by the snow removal vehicle, the City will assume no responsibility.
However, the City will make a $25 payment to the property owner and they will
assume all responsibility for repairs.
VI UTILITY STRUCTURES
Except as otherwise provided in any license or franchise agreement, the City will
only be responsible for damage to utility pedestals and transformers within the
right-of-way resulting from direct contact by City snow and ice removal
equipment. City liability shall be limited to actual costs to repair the damages as
documented by invoices submitted to the City by the utility.
VII LANDSCAPING
Landscaping, including nursery and inanimate materials that are installed or
encroach on City owned right-of-way are permitted but the owner assumes all risk
of damage. The City will assume no responsibility for damages incurred as the
result of snow removal and ice control activities except that the City, at its option,
will repair or replace sod only on City owned right-of-way that is removed as the
result of plowing activities.
VIII LAWN SPRINKLING AND LIGHTING SYSTEMS
The City will assume no responsibility for damage to underground lawn
sprinkling systems, exterior lighting systems, and similar landscaping installed in
City owned right-of-way.
IX SNOW STORAGE
Ongoing snow and ice control efforts require the use of City owned right-of-ways
and easements for storage of plowed snow. Depending upon the volume of snow,
storage within right-of-way could create sight obstruction at intersections, because
it is impossible financially and practically to remove all snow from intersection
corners.
X RESPONSIBILITY
The Superintendent of Public Works and Street Supervisor with the assistance of
the Police Department, will monitor the street conditions to determine the timing
and number of crews and independent contractors necessary to clear the city
maintained public street system.
DATE: February 21, 1997
TO: Mayor Joy Tierney and City Council Members
FROM: Fred G. Moore, P.E., Director of Public Works
SUBJECT: VISIT OF MAINTENANCE BUILDING AND PRESENTATION ON
SNOW AND ICE CONTROL OPERATION
A meeting has been established for Monday, February 24 at 5:30 p.m. at the
Maintenance Building, 14900 - 23'd Avenue for a tour of the Maintenance Facility
and a brief presentation on snow and ice control operation. For council information,
attached is material on our snow and ice control operation which can be reviewed
previous to the meeting.
If there are any questions ahead of the meeting, please do not hesitate to contact me
509-5501) in order that we can have the necessary information.
attachment
cc: Dwight D. Johnson, City Manager
Kathy Lueckert, Assistant City Manager
Tom Vetsch, Public Works Superintendent
a:\FNow ENERALV`f EMOb1FRED\SMW4CE.DOC
1996-1997
SNOWIICE SEASON
Number of Miles of Streets
Number of Cul -de -Sacs
We may be the metro leader in Cul-de-sacs)
Number of times plowed entire City this season
Number of times plow the entire City average winter
Number of Snow/Ice events this year (see attached)
Number of Plow units with contractors
Includes Cul-de-sac plowers)
Number and type of City equipment
2
Graders with wings
Wheeled Loaders with plow and wing 2
Tandem Axel trucks with plow and wing 4
Single Axel Trucks with plow and wing 9
One Ton/ % ton Pick ups 3
Total 20
One spare Single Axel to cover for serious breakdown
Number of employees utilized for total snow removal operation:
This is started after a 2" plus snowfall.
13StreetDivision
Sewer and Water Division 6
Park Division 1
Mechanics 2
There are 17 city routes and the contractor divides his area up into routes also.
Number of employees utilized for less than a 2" snowfall. (8 person routing)
Street Division
Ce/misc\council
280
692
12
8
32
50
Amount of time needed to plow entire city 21'4" snow 7-9 hours
4"-8" snow 8-12 hours
811- plus snow 10-? Hours
The weight of the snow and temperature has a big impact oil time.
This includes all streets plowed curb to curb and cul-de-sacs cleaned.
Sand Salt mixture is 2 parts sand, 1 part salt
Salt Cost $31.00 per ton delivered
Sand Cost $3.25 per ton, City Hauls
Amount of Sand/Salt mixture used to date
Amount of Sand/Salt used in typical winter
8000 tons
6000 tons
Contractual Plowing Budget $76,000.00 each year (1996 and 1997) $
162,000.00
Contractual Plowing Service used this season
The preferred time to start a total snow removal operation is at midnight. The crews are
far more effective when they do not have to contend with traffic and parked cars. This also
allows the crews to be 80 to 90 percent complete before the morning rush hour traffic.
When we are in our 118 person routing" (primarily sanding) the work begins at 4 A.M. We
have our major roadways sanded by 6 A.M. and this continues until 10 A.M. in the
residential streets.
After a total snow removal operation our work is not done after the plowing is complete.
We need to work on damaged signs, snow relocation, additional sanding, scraping of some
streets, haul and mix sand, and get the equipment ready for the next snow event.
A 2" plus snowfall is a three day event for plowing crews before we are back to normal.
Ce/misc\council
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: February 21, 1997
TO: Mayor Tierney and Plymouth City Council
FROM: Roger Wenner, Street Supervisor
SUBJECT: STREET DEPARTMENT WINTER DUTIES
I thought that the Mayor and City Council would like to know what the Street Department does
to get ready for the winter months and what we do throughout the winter. In the later weeks of
October, we start installing the wings and sanders on the equipment. We make sure the cutting
edges on the plows and wings are ready to go for the first snow. At the same time we are trying
to get the roads ready for the winter months. In November we continue to work with the
mechanics on the equipment. The Street Department is responsible for delivering and setting up
the Voter Registration Booths. We were lucky this year, it did not snow on the 4`h or 6`h. We
haul sand to mix with salt so we have a large inventory to start with.
If there is snow in the forecast, and it comes during the day on a week day the employees are
here so we will put on as many trucks as needed to sand or plow the main roads. Most of the
time we will keep trucks on the roads through rush hour or 6:00 p.m. By this time we may know
if we are going to plow the whole City with the rest of the City people and contractors. If we
know that we are going to plow the whole City at midnight we will have two employees that are
not regular plowers work from 6:00 p.m. to midnight to help out Public Safety with emergency
calls. Everyone else will be back at midnight to start their routes. It all depends on how much
snow and if it is heavy or light snow to push.
We would like to have the citizen's road in front of their home, or a road close by them, plowed
so they can get to work or school. It is up to myself to get up several times during the night to
check if it has started to snow and how much and to call employees in to start plowing and
sanding. The Police will also call me. After we have plowed the City we keep three to four
employees to sand for three hours after everyone else has gone home. Part of the Street
Department will be up at midnight the next night to sand and clean up. The next three or four
days we'll be sanding and making room for the next snow fall. This year we didn't get a chance
to do this, we were lucky to be able to haul sand and mix to keep our stockpile up.
There are many other things we have to do, so please feel free to ask any questions on Monday.
A
r 1 996=199
DATE CONDITIONS
NOVEMBER
15TH SNOW, RAIN,
SLEET
NOVEMBER
16TH 2" TO 3" SNOW,
HEAVY
NOVEMBER
17TH RAIN, FREEZING,
SLIPPERY
NOVEMBER 20'h SNOW
NOVEMBER 21'` 5" TO 7"
NOVEMBER
22ND
NOVEMBER
23RD SNOW
NOVEMBER 24"' 3" TO 6"
NOVEMBER
30TH LIGHT SNOW
NOVEMBER
31ST LIGHT SNOW
DECEMBER 5TH LIGHT SNOW
DECEMBER
6TH 5" TO 6"
DECEMBER
10TH 1" TO 1'A"
DECEMBER
14TH LIGHT SNOW
DECEMBER
15TH LIGHT SNOW
DECEMBER
16TH 14"
TAJ U•h .,.1
h tib
Rf
4,44. i
EQUIPMENT USED
Started at 3:00 a.m., had 8 men sanding, then
changed over to plowing and sanding mains until
6:00 p.m. One truck stayed until Midnight.
Started to plow City at midnight. Contractors
were called also.
Eight trucks to sand.
Started mid-afternoon, six trucks until 6:00 p.m.
Started at midnight, Plowed City. Contractors
called.
Clean up after Nov. 21 storm.
Started after 3:00 p.m., kept 6 men on until 6:00
P.M., 2 men on until midnight.
Plowed City with contractors.
Ten Street men plowed.
Eight Street men plowed.
Everyone in Street Dept. cleaned up.
Plowed City with contractors.
Six plowed.
Nine men started at midnight.
Plowed City with contractors.
EVE.DOC
City_ply\vol l\MAINT\PUB WKS\STREETS\SNOW\SNOW
19.916 -:.19RTI SNOW EVENTS :_ Page Two
DATE CONDITIONS EQUIPMENT USED
DECEMBER 17"' LIGHT SNOW Eight men plowed.
DECEMBER
18TH LIGHT SNOW Eight men plowed.
DECEMBER
20TH 21/
21'
TO 4" Plowed City with contractors.
DECEMBER
21sT 1 ,/Z» Eight trucks started at 6:00
a.m.,plowed until 2:00 p.m.
DECEMBER
22ND 1 1/
211
Eight trucks started at 6:00 a.m.,
plowed until 2:00 p.m.
DECEMBER 23 3" TO 4" Plowed City with contractors.
DECEMBER
241 6" TO 8" Plowed City with contractors.
JANUARY
4TH RAINED 11/2" , Plowed City
THEN SNOWED 11/2
TO 2"
JANUARY
5TH 8" TO 9" Plowed City
JANUARY
6TH 8" TO 9" Plowed City
JANUARY 23RD 3" T06" Plowed City
JANUARY
27TH 2" TO 3" Plowed City
JANUARY
31sT LIGHT SNOW
FEBRUARY 11" LIGHT SNOW 1" TO
1 1/4"
FEBRUARY
13TH LIGHT SNOW 1"
EV E.DOC
City_ply\vof TNA(.Ig"UBWKS\STREETS\SNOW\SNOW
1905 - 1996 Snow Events
November 1 `' Had 3"-4" of snow. Six trucks out, most of the snow melted.
November 25'" Had 1/2" of snow. Three people sanding.
November 27' Had 3"-5" of snow. Plowed the City with contractors.
December 81 & 91 Had 8"-10" of snow, with 35-50mph winds. Plowed the whole
City.
December 11" Had 1 1/2" of snow during the day. Sanded until 6:00 p.m.,
came back at 3:00 a.m.
December 12"Eight People in at 4:00 a.m., light snow.
December 13" 3"-4" of snow. Started at midnight, rained, hard to push.
Plowed with contractor.
January 1" 1/2 "-1" of snow. Two people came in from 7:00p.m. to
midnight.
January 2 Eight people came in at 3:30 a.m. to 11:30. Sanded.
January 11 "' 7"-8" of snow during the day. Plowed City with everyone.
January 18"' Rained all night, very little snow.
January 29"' 2"-3" of snow. Started at 3:00 a.m.. Plowed whole City. High
winds.
March 4' Started snowing about 8:00 a.m., snow until 1:30 p.m.
March 5" Snowed 1119 about midnight. Six sanders in about 4:00 a.m.
Sanded most of the day.
March 18* Snowed 1/211. Two trucks sanding.
March 19"' 1 " of snow. Eight trucks sanding.
March 23" 2" of snow. Started to plow mains at 3:00 a.m. on the 24k, with
Street People.
March 24* 10 1/2" of snow. Started four people0 p.m.
s.
Everybodyabod
of
else at midnight. Plowed the City with con
blizzard winds, hand to pull trucks off at 2:30 a.m., didn't start
again until 4:30 or 5:00 a.m.
1994 - 1995 SNOW SEASON
11-27 7 Trucks 8:00 a.m. to 9 p.m. Started everybody to plow City - Worked all
nite. 5 - 7" Snow Fall.
11-28 Street Dept. started at midnight doing cleanups.
12-8 6 Trucks worked to 6:30 sanding.
12-9 Started 3:00 a.m. All City. Units plowed City. Contractors plowed cul-de-
sacs.
12-15 Started 8 Street Trucks about 4:00 a.m. Started to plow whole City with
contractor at 7:00 a.m.. 2 - 4 in.
12-16 Started to snow 8:30 a.m. Snowed until about 11:00. 1 1/2 inches.
12-30 Snowed about 1/2 to 1" Sanded all day.
1-2-95 Light snow 2 men in to sand from 12:00 noon to 4 p.m.
1-6-95 Light rain and snow starting 5 a.m.
1-2-95 Light snow.
1-9-95 Light snow 1" 2' 6 men stay until 6 p.m.
1-10-95 Start at 4 a.m. Nine people clean up from 1-9-95.
1-11-95 3 Sand light rain.
1-12-95 6 Sand light rain.
1-17-95 6 Sand start at 3 a.m. at 6:30 10 trucks plowed and sanded slush at 1:30
turned real icy. 10 Trucks worked until 6 p.m.
1-18-95 Started 8 trucks at 4 a.m. worked most of the day from ice storm from 1-17-
95.
1-23-95 1/2" snow 2 trucks sanded.
2-3-95 1/2" snow but wind blew lots of drifts. 4 people started 3:00 am. All Street
Dept. plowed and sanded all day.
2-15-95 1 1/2" snow. 3 Trucks at 3:00 a.m. All City trucks plowed and sanded
from 4:30 to 2 pm.
3-4-95 5" to 6" snow. Started two trucks at midnight. 10 at 4 a.m. Plowing 8
a.m. Plowed whole City.
3-6 & 7 5" 6" snow. Plowed all day on the 6 until 6 p.m. Then came back at
midnight. Plowed whole City most routes done at 7 a.m. to 8 a.m. Kept 3
people to sand until noon.
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SNOW from Bl
Methods of
snow removal
as deferent as
sand and salt
Every city has the same goal
to clear the streets of snow.
But -'not every city does it the
same way'
Sand vs. salt
Although sand is considerably
cheaper than salt — the Minne-
soli;Department of Transporta-
tion,. pays between $2 and $2.50
rora ton of sand and $28 per ton
oCsplt — many communities pre -
ret -salt. Others swear by sand.
And some use calcium chloride,
butsparingly at $200 per ton.
Brooklyn Park, fearing clogged
storm sewer pipes, uses an aver-
age of 3,500 tons of salt per year
but very little sand.
Eagan, by contrast, uses be-
tween 3,000 and 5,000 tons of
sand each year, but only 1,200 to
1,600 tons of salt.
Because sand must be swept
away after the snow melts, salt
may be more cost effective, said
Cordon Surges, Brooklyn Park's
street superintendent.
B4t communities on heavy salt
diet$'may pay in other ways this
year, Due to the unusually high
ambunt of snow, many commu-
nitLes have surpassed their sea-
sonal allotment of salt.
through the first week of Jan-
u y}; Brooklyn Park already had
used 3,000 tons of salt, and
Sutges anticipated that he would
beCf6rced to order more.
The problem Is waiting for
it,r:he said. 'There's salt to be
haQ• but you have to hope It ar-
rives before we get hit with an-
otheY big storm.'
At least one community adds
sand to its salt mix for cosmetic
reasons.
The salt does the work," said
Phil' Hals, Elk River streets and
parks superintendent. "But if the
drivers can't see the brown color
on the street, they're not satis-
fied. They need some visual as-
surance that something's down
there."
N or not N
Some communities, like Edina,
rely primarily on cable TV reports
and radar to predict the weather.
r But 19 metro communities, in- clppding Minneapolis, pay $150
p6r month to a small local service
called Weather Watch, which
uee computer or fax to send de-
tared reports and often alerts
crews about storms in the middle
ol, the night through pagers and
vdi4i-mail.
Amy Rolando, a former
W.C,o.TV meteorologist and
fotinder of Weather Watch, said,
gy : offering a very detailedbreakdownoftheday, in three-
hour segments, the users know
what kinds of materials to use."
I The Minnesota Department of
Ttlansportation, responsible for
plowing state and interstate high- wlys, uses the Burnsville -based
K$vouras Inc. weather service,
which issues forecasts for flights
wprldwide and does a tailored
forecast for the metro area.
The department also has its
o\n radar and its own weather
information service and monitors
rive local TV channels.
Weather is not an exact sci-
ence," said Norm Ashfeld, the de.
partment's highway superinten-
dent for the metro area. "We can
use all the help we can get."
Some communities get extra
help by supplementing crews and
machinery through contracts
with private companies.
Minnetonka uses contractors
to plow out four of its fire sta-
tions. Elk River uses privately
owned plows for cul-de-sacs,
while Chaska hires outsiders to
plow rural areas.
Other communities prefer to
avoid contractors.
With contractors, the service
level decreased... said Brook-
lyn Park's Surges. "They don't
know the area the way our people
do — and the public is not shy
about letting us know it."
Meltdown
As snow levels rise and blood
pressures reach boiling points, a
blizzard of desperate and highly
creative telephone calls to com-
munity snow -removal units often
results.
For example: An Elk River
woman asked that her street be
plowed so she could get to the
grocery store because 'her dog
was tired of eating scrambled
eggs,' Hals recalled.
Surges said: "They tell us,
You've got to plow my street first
because I'm handicapped, I'm
sick, I've got to get to the hospi-
tall, I'm late.' One person called
to complain that we knocked
down a mailbox and then called
back an hour later to complain
that we didn't plow close enough
to the mailbox.
Some complainers should save
their frosted breath: they're call-
ing the wrong offices. Municipal.
county and state plowing units
have responsibility for different
roadways in many communities.
Struve, Eagan's streets opera-
tions manager, said that commu-
nities dealing with parked cars
have difficulty doing efficient
jobs.
The perception is that there's
a fertile crescent in the western
and southern suburbs," Struve
said. 'It's not the (snow-removall
budgets that are so different. It's
the number of two- and three -car
garages, which mean very little
on -street parking.'
But officials say no matter what
they do, residents are more likely
to complain than compliment.
Everyone wants to be the first
to be shoveled out," Surges said.
There are 62,000 people living in
Brooklyn Park, and each one gets
more snow than anybody else.'
Getting rid of snow
Here Is a Ust of some of the resources cities In the metropolitan area
used in 1996 for snow removal
Number of Budget Number
snowtemoval for stow Tone of Toro of of mks
Ctty veNdes removal salt sand plowed'
Chaska 12 $54A00 350 1,800 76
Hastings 11 $230,000 350 3.000 78
Brooklyn 29 $687,235 6,000 400 to 214
Park 500
Mels. 90 $6.4 million 20DW to 18,000 to 1,000
22,000 20.000
DeeDhaven 6 $20,000 120 480 50
St Paul 75 $45 million 21k= 35DW 800
Savage 14 $100.690 550 800 75
Forest Lake 6 $25A00 75 700800 30
Doesm nrkde cutde-sacs and pubk bt&
Sur Trbune grapft
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cae O era 'e aL a
DATE: August 22, 2000 _ Q
TO: Fred G. Moore, Director of Public Works
FROM: George C. Bentley, Acting Transit Administrator
SUBJECT: Job Fair Location
As you know, the "Commute West" Job Fair has been held each year at the Radisson Hotel and
Conference Center in Plymouth. The hotel does not charge a room fee, but does charge for food,
coffee, soft drinks, etc. They also provide excellent service assistance in setting up the ballroom
and the alcove outside the ballroom, including the provision of tables, table covers and skirts,
signs, PA equipment and a host of other services. They also provide a break room, interview
room, and the use of a large part of the lobby for registration.
Shortly after Plymouth Creek Center (PCC) opened I looked it over for possible use as a new
location for the job fair. While the facilities there are excellent (we are using it for the upcoming
Plymouth Business Forum) the space available and the facility layout do not work for the job
fair. The Radisson ballroom is considerably larger than the PCC ballroom, plus when you add in
the additional space required for informational booths, registration, interviews, space for job
seekers to fill out applications, etc. the PCC facility does not meet our needs.
There would probably not be any cost savings at PCC over the Radisson either. The fees
charged by the Radisson for food and beverages, as well as the luncheon in the restaurant, is very
competitive. If we held the job fair at the PCC we would have to pay the private caterer for all of
these things, so the cost savings would be negligible, at best. In addition, we would not have
access to the extensive staff provided by the Radisson that responds immediately to our requests
throughout the day. We would have to recruit a large group of volunteers to work the event.
I strongly recommend that the job fair remain at the Radisson. If you have any questions please
let me know.
N:\pw\Engineering\TRANSITVAEMOS\2000\Moore Job Fair Site 8_22.doc
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: August 23, 2000
TO: Dale Hahn, Finance Director
FROM: Mike Kohn, Financial Analyst
SUBJECT: Office Equipment Budget In Facilities Management Fund
The Facilities Management Fund budget, which had previously lumped all capital
expenditures under the heading of Office Furniture & Equipment, has been modified to
more accurately reflect the type of expenditures requested. The attached replacement
page has the requested expenditures broken out into Office Furniture & Equipment
desks, chairs, offices and workstations), Machinery & Equipment (surge suppresser for
UPS), and Buildings (floor finish, enclosed concrete pad, parking lot at station 3, and roof
top air handlers for City Hall).
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49?—V
DATE: August 23, 2000
TO: Dwight D. Johnson, City Manager
FROM: Dale Hahn,' Finance Director
SUBJECT: Truth in Taxation Hearing Dates
The County and school districts have first choice for setting their hearing dates, and the
City has to take what is left. Our hearing dates cannot conflict with any of the dates they
have selected. The best date for our Truth in Taxation Hearing appears to be Monday
December 4`h, with the reconvene date of Monday December I V if necessary. We
would plan to adopt the budget and tax levies at the regular Council meeting on
December 12''.
We will have the resolutions prepared for these dates unless I hear otherwise.
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DATE: August 23, 2000
TO: Mayor and City Council
FROM: Dwight D. Johnson, City Manager
Dale Hahn, Finance Director
Laurie Ahrens, Assistant City Manager
SUBJECT: 2001 Proposed Budget and Tax Levy
We are pleased to present the proposed 2001 Budget for the City of Plymouth. The 2001
budget is designed to make progress toward the City Council's goals and priorities while
limiting the tax impact on residents and businesses. The city taxes on the average valued
home (valued at $231,300 after 9% appreciation) will increase by $14.60 (2.95%). The
taxes on an average business property ($1,050,000 after 5% appreciation) will decrease
by $62.04 (-1.79%). This difference in appreciation rates between residential and
business property will result in a shift toward residential property picking up a bigger
portion of the total tax pie.
The City's overall tax rate is proposed to be 15.31 compared to 16.43 in 2000. This total
rate is comprised of a tax capacity rate of 14.47, plus market value tax rates of .00413%
for the Open Space Bond issue and .00789% for the Activity Center/Field House debt
service.
In December 1998, the City Council adopted an ordinance requiring a two-thirds majority
vote of all members of the Council to adopt a tax levy resolution that increases the City's
tax rate over the prior year. The tax rate means the quotient derived by dividing the
City's tax levy by the City's net tax capacity. Since the tax rate would not increase from
2000 to 2001 under the proposed budget, a simple majority vote would be sufficient for
adoption of the proposed tax levy.
Some of the major initiatives in the proposed 2001 budget include proposals to improve
Fire Department response, increase funding for street reconstruction, increase water
quality education efforts, and to initiate a surface water utility fee to fund water quality
A*
projects and programs. We are also introducing for the first time a budget correction
factor that acknowledges an ongoing statistical job vacancy rate in a time of a general
labor shortage.
I. The 2001 Budget Process
The City Council's goals and priorities are the starting point for the annual budget
process, and several adopted council goals have a major impact on this proposed budget.
The Council's primary goals adopted in early 2000 were identified as follows:
Comprehensive Plan Implementation
Open Space Acquisition
Traffic, Speeding, Pedestrian Safety
Water Resources Plan Implementation
Millennium Garden
Housing
Targeted Redevelopment
The City Council adopted an additional list of priorities:
Conduct Town Meeting
Liquor Compliance Procedures
Citizen Education
E -Government
City Center Streetscape
Fire Station 4
These goals were considered while preparing the proposed budget. The proposed 2001
budget contains significant amounts in several areas to proceed with these initiatives.
Ideas for the 2001 budget also began with input from employees through the annual
budget survey. City employees were asked if they felt their work group has enough
people to provide service, if any new equipment is needed, if there are areas in which cost
savings might be realized, and if there are any new services the City should consider.
Employees identified many ideas which were forwarded to department managers. They
analyzed the requests as the department budgets were developed and new initiatives were
formulated.
As in 2000, we continued a process to streamline the budget preparation process. With
minimal inflation in most areas, staff was encouraged not to adjust every line item, but to
focus only on those needing either an increase or a decrease. Explanations and
justifications were provided for any changes to line items.
2
Areas where significant cost increases have been identified, such as fuel, oil and
employee benefits have been specifically increased in an across-the-board fashion to
ensure consistency. The General Fund continued service budget showed an increase of
2.9%. The continued service spending increase in the General Fund was 4.2% in 2000.
New 2001 budget initiatives included thorough justifications. Department managers
identified requests required to continue existing service levels, as well as those requests
which represent an increase or major improvement in service levels. Department
directors also prioritized all requests for increased services.
Meetings about the 2001 budget submission were held with all supervisors and
department directors. Careful scrutiny was given to the continued service budget before
any consideration was given to requests for increased service. This proposed 2001
budget is the culmination of many hours of discussion and several full budget drafts.
The budget continues our program budget format. Each department submitted its budget
by program, and allocated personnel, material, and other costs to each program. A
departmental summary page shows total expenditures across several years, as well as the
number of employees in each department.
II. Factors influencing the City's tax base and budget
Legislative actions. For the first time in several years, there were no significant tax
reforms or class rate changes enacted by the Legislature in 2000. State mandated
property tax levy limits, which have been in place for all but three of the last 28 years,
expired this year and do not apply to the 2001 tax levy.
Property values and Growth. For taxes payable in 2001, Plymouth's market value is
projected to increase by 11.5%, with 3.0% attributable to new construction and 8.5% to
appreciation. The following table shows 2000 tax capacity value compared to the
projected 2001 tax capacity value:
Total Tax Capacity for Payable 2000 and 2001
The changes in tax capacity have an impact on the actual taxes paid by Plymouth homes
and businesses. For taxes in 2001, the average selling price of a home in Plymouth is
3
2000 2001
Actual Actual
Real Property: Tax Capacity 92,674,414 103,396,650
Personal Property: Tax Capacity 1,317,784 1,301,885
Total Tax Capacity 93,992,198 104,698,535
Fiscal Disparity Contribution 14,189,577) 16,277,388)
Tax Increment 379,690 460,878
79,422,931 87,960,269
The changes in tax capacity have an impact on the actual taxes paid by Plymouth homes
and businesses. For taxes in 2001, the average selling price of a home in Plymouth is
3
231,300. This compares with a 2000 value of $212,200 (adjusted for appreciation of
9%). The table illustrates the differences in the tax capacity and taxes paid by this average
value home.
Estimated Tax Burden on Average Home
2000 versus 2001
2000 2001
850,000 @ 3.40%=
Average home value — $212,200 Average home value — $231,300
32,500
Homestead: Homestead:
Net Tax Capacity Value
76,000 @ 1%= 760 76,000 @ 1%= 760
15.48%
136,200 @ 1.65%= 2,247 155,300 @ 1.65%= 2,562
Mkt. Value Levy
Total Tax Capacity 3007 Total Tax Capacity 3,322
City Tax Rate 15.48% City Tax Rate 14.47%
Subtotal 465.53 Subtotal 480.69
Mkt. Value Levy: Mkt. Value Levy:
212,200 @ .00449% (Open Space 231,300 @.00413% (Open Space
Bonds) 9.53 Bonds) 9.55
212,200 @ .00888% (Activity Center 231,300 @.00789% (Activity Center
Bonds) 18.84 Bonds) 18.25
Total City Tax 493.90 Total City Tax 508.50
The average $1,000,000 business increased in value by 5% in 2000. The following table shows
the difference in 2001 taxes payable:
Estimated Tax Burden on $1,000,000 Business
2000
Business value — $1,000,000
150,000 @ 2.40%= 3,600
850,000 @ 3.40%= 28,900
Gross Tax Capacity Value 32,500
Less Fiscal Disp. 10,948
Net Tax Capacity Value 21,552
City Tax Rate 15.48%
Subtotal 3,336.28
Mkt. Value Levy
1,000,000 @.00449% (Open Space Bonds) 44.90
1,000,000 @.00888% (Act Center Bonds) 88.80
Total City Tax 3,469.98
2001
Business Value — $1,050,000
150,000 @ 2.40%= 3,600
900,000 @ 3.400/6= 30,600
Gross Tax Capacity Value 34,200
Less Fiscal Disp. 11,520
Net Tax Capacity Value 22,680
City Tax Rate 14.47%
Subtotal 3,281.73
Mkt. Value Levy:
1,050,000 @.00413% (Open Space Bonds) 43.37
1,050,000 @.00789% (Act Center Bonds) 82.85
Total City Tax 3,407.94
External Costfactors. For the first time in several years, staff is observing several
unusual increases in certain costs that are becoming noticeable as an influence in the
overall budget and tax levy. First, labor shortages in certain positions caused the City to
agree to or even initiate above average salary and wage increases for those positions.
Also, the overall health insurance premium costs are currently increasing at a double digit
rate. Health insurance costs are shared between the employees and the City. Second,
certain fuel, oil, and natural gas costs increased sharply. Natural gas was increased by 10
percent in all affected budgets. Related costs such as asphalt were also impacted.
4
Asphalt costs were increased more than 15 percent in the 2001 budget. Even though
gasoline prices have moderated somewhat recently, asphalt costs have not.
III. Major Budget Proposals
Fire Service Delivery. The Plymouth Fire Department has experienced difficulty with
adequate daytime response to fires as well as a more general problem with recruiting and
retaining firefighters. An interdepartmental Fire Service Task Force was created and has
been meeting for the past three months to study this issue and provide recommendations.
The proposed budget includes an increased amount of $160,000 for new fire initiatives to
address these staffing issues.
While the final Task Force report is not yet written, several significant changes to Fire
Department operations are recommended in 2001. A major recommendation is to add a
full-time Captain position in the Fire Division as well as a full-time Fire Prevention
Officer in the Community Development Department. Both personnel would be made
consistently available to fill duty crew schedules during weekdays, but would also serve
to increase our efforts in such areas as training, recruiting, fire prevention, and fire pre-
planning.
Other Task Force recommendations include
amending policies and hiring practices for the duty crew
establishing a multi -disciplinary hiring and recruitment team with involvement of a
marketing professional
streamlining the selection process
encouraging employees who are members of other fire departments to respond to
daytime fires
increasing efficiency of training and communications with firefighters through e-mail
accounts and computers in the fire stations
increasing hourly paid -on-call wages based on market
increasing benefits for firefighters (tuition reimbursement and child care)
developing a performance pay system and means of rewarding longevity at 5 -year
tenure
expanding the duty crew to cover the 6 a.m. to 9 a.m. period
renewing the program to reduce false alarms and increase penalties for repeat false
alarms
investigating automatic mutual aid with Minnetonka and West Metro departments
seeking an upgrade of the City's ISO fire rating
studying options for down payment and/or rental assistance for firefighters
including firefighters in City employee recognition events
Street Reconstruction funding. The City Engineering Division, with the help of new
software, recently completed a detailed analysis of the condition of all of the City's
5
streets and modeled the best approach for long-term maintenance and reconstruction of
them. The results indicate that the City should increase the levy for street reconstruction
by $100,000 in 2001 and 6% each year thereafter for the next ten years. An unusual
number of the City's streets were built in the 1980's, our highest growth decade, and just
before the City improved its construction standards. Many of these streets will need
reconstruction during the next decade, and a moderate increase in funding now will help
prevent large increases in taxes or assessments later.
Water Quality programs and funding. Plymouth recently adopted a Surface Water
Management Plan. The plan calls for significant capital expenditures and operating items
to improve the water quality of Plymouth's lakes and streams over the next ten years. As
requested by the City Council, the 2001 budget proposes a new utility fee to fund water
quality programs and projects. The new Surface Water Utility Fee is estimated to cost the
average resident about $1.75 per month and be instituted next summer. The fee would
also apply to commercial, industrial, and other non-residential properties. The fee would
be generally based upon the proportionate amount of runoff from various properties. The
fee is estimated to bring in about $500,000 in revenue in 2001 and $1,000,000 in 2002
when the fee would be in place for the entire year.
For 2001, it is proposed that the $500,000 in new revenue be used to replace the existing
Water Resources fund levy ($328,000), fund new water quality educational efforts
67,000), and provide about $105,000 for future capital projects. The additional funds
to be received in 2002 would also be allocated to a combination of operating programs
and capital expenses.
The Water Resources fund supports such activities as our contributions to the several
watershed districts and drainage maintenance projects. The new water quality education
program follows closely the priorities established by the City's Environmental Quality
Commission and includes brochures, billboards, videos, additional "Environmental
Extra" in the City's newsletter, grants, recognition programs, and other similar activities
as well as an accompanying increase in staff time. Finally, it is anticipated that future
projects for Medicine Lake and Parkers Lake will require more than is currently provided
in the Capital Improvement Budget, and the proposed Surface Water Utility Fee will also
allow the City to accumulate more funding for this purpose.
General Fund Surpluses/Correction Factor
For several years, the City's General Fund has finished with larger than normal surpluses.
Some surplus is beneficial and expected, since the City budgets $150,000 per year in
contingency funds which are normally not needed. Moderate surpluses help the City
maintain our policy of having the equivalent of 40% of our General Fund in cash
reserves. This is necessary since the City does not receive any property tax revenue until
July each year. However, surpluses have significantly exceeded our cash flow reserve
needs for several years. The two main reasons for these surpluses have been building
permit fees exceeding estimates and salary savings due to vacancies in various positions
6
throughout the City. Our strategies for dealing with surpluses next year and in the future
include:
1. Providing a $200,000 expenditure correction in the General Fund to specifically
account for salary savings due to budgeted positions becoming vacant at various times
throughout the year.
2. Increasing the estimated revenues for building permits by 22.6%.
3. Allowing hiring employees in advance of retirements in the Police Division (approved
by Council in July).
It should be noted that Council has also approved a policy this year for the use of any
General Fund surplus revenues that may occur in the future.
IV. Other Budget Proposals
Web Site Redesign. The amount of $25,000 is proposed in the budget for Web site
restructuring and redesign. This would cover costs of a consultant to work with our
Communication, Information Technology, and various department staff members to
restructure the site. Our existing Web site went on-line in 1996, and a significant amount
of information has been added to the site since that time. The site is in need of a
facelift," as well as more significant structural changes for easier navigation by our
customers. In addition to developing new templates and graphics, there is need for
technical expertise to develop internal interfaces which will allow us to automate and
decentralize some Web maintenance and updating of information while still maintaining
City Web design standards.
E -Government. The budget proposes an amount of $25,000 for e -government. This
initiative is largely for research and development to create a long-term Web development
plan. We need to analyze our existing business processes and identify the routes we will
take to add on-line services in the future. Ultimately, this plan will lay the groundwork
for future changes in the way we do business. Our first significant project in this area
will be launched this fall with our on-line Recreation Program Registration. Future
initiatives would include many of the items discussed with the City Council at its June
study session.
Funding for Other Agencies. The attached spreadsheet shows the social service and
arts funding requests and staff recommendations for 2001 funding. The proposed 2001
budget includes funding in the amount of $112,000 for human or social service
agencies, an increase of $9,000. Most of the increase ($8,000) is to support a senior
chore service program as a part of our senior programs offered in the Activity Center.
One program, the West Suburban Mediation Council, would be decreased by $2,000
due to the relatively small number of residents served.. The Plymouth Civic League is
proposed to receive a $5,000 increase due to the loss of corporate sponsors. The Fine
Arts Council and Plymouth Rockers are each proposed to receive a small increase in
funding.
7
Council salaries. The budget includes the increase for Council salaries which was
approved early in 2000 ($15,000). This change is scheduled to become effective
January 1, 2001.
Legal Services. The Legal Services budget has been increased by $30,000 to comply
with a new state mandate requiring one additional court appearance for DWI offenses.
Risk Management Fund/Workers Compensation. The budget proposes charging user
funds $50,000 for anticipated Workers' Compensation losses. Our Workers'
Compensation claims have increased during the last year, and the Fund will not be able
to sustain its fund balance without these charge backs.
V. Budget Overview
A. Estimating the Tax Levy Rate
City revenues from all sources in the General Fund will be $18,662,827, a 6.7% increase
from 2000. Of this amount, $12,943,567 (69%) comes from property taxes. We propose
a 2001 tax rate estimated at 14.47 plus a market value rate of .00413% for the Open
Space Bonds and a market value rate of .00789% for the Activity Center/Field House
bonds, for a total estimated rate equal to 15.31 compared to 16.43 for 2000.
Plymouth's overall tax levy will increase by 3.87% in 2001. This compares to an
increase of 7.1 % in 2000, 9.7% in 1999 and 5.9% in 1998. The City's overall proposed
tax rate will decrease by 1.12 to an estimated 15.31. Even though the City's proposed tax
rate is expected to decrease, new legislation was passed that requires cities to pass a
resolution if their tax rate would increase based upon the tax base for the previous year
2000). For Plymouth, that hypothetical tax rate would be 13.92, or approximately
508,828 less than is proposed to be levied for 2001. Hennepin County has indicated that
practically all cities will need to pass this resolution. The resolution must be adopted and
filed with Hennepin County by October 20th
The following table compares the tax levy by fund for 2000 and 2001:
8
SPECIAL LEVIES
1995 Open Space Bonds 218,700 0.32%
2001 2001
Act. Center/Field House Bonds
2000 2000 Tax Proposed Proposed Tax
HRA
Tax Levy Capacity Rate Tax Levy Capacity Rate
GENERAL PURPOSE LEVIES
25,735 0.03% 25,735 0.03%
General Fund 12,150,549 15.30% 12,943,567 14.72%
General Fund HACA 740,243) 0.93% 762,904) 87%
Infrastructure 1,139,373 1.43% 1,240,000 1.41%
Infrastructure HACA 538,658) 0.68% 789,169) 0.90%
Recreation Fund 435,283 0.55% 471,638 0.54%
Capital Improvement Levy 300,000 0.38% 300,000 0.34%
Capital Improvement HACA 300,000) 0.38% 300,000) 0.34%
Act. Center/Field House-Oper 148,000 0.19% 0.00%
Water Resources Fund 272,718 0.34% 0.00%
Water Res Fund HACA 272,718) 0.34% 0.00%
Total General Purpose 12,594,304 15.86% 13,103,132 14.90%
SPECIAL LEVIES
1995 Open Space Bonds 218,700 0.32% 224,175 0.29%
Act. Center/Field House Bonds 432,083 Z) 0.63% 428,261 4) 0.55%
HRA 464,344 0.58% 483,178 0.55%
HRA HACA 25,735 0.03% 25,735 0.03%
Total Special Levies 1,089,392 1.51% 1,109,879 1.36%
TOTAL ALL LEVIES 13,683,696 17.37% 14,213,011 16.26%
LESS:
Fiscal Disparity (714,965) -0.90% 806,761) -0.92%
Fiscal Disparity 25,833 -0.03% 28,046 -0.03%
12,942,898 16.43% 13,378,204 15.31%
TAX CAPACITY VALUE $79,422,931 87,960,269
MARKET VALUE $4,863,051,500 5,422,290,800
Equals Market Value Rate of .00449% (2)Equals Market Value Rate of .00888% (3)Equals Market
Value Rate of.00413%-Est. (4) Equals Market Value Rate of.00789%-Est
9
B. Proposed Expenditures
The 2001 budget proposes total General Fund expenditures of $18,662,827. This
represents an increase of 6.7% over the 2000 adopted budget. The chart below lists
proposed expenditures in all major operating funds:
C. Recommended New Staff
The 2001 budget recommends the addition of several new positions. These positions are
needed to keep pace with the City's growth or to meet key City goals. The City's
permanent work force would increase by 6 full-time positions and four additional full-
time positions would be created by adding hours to existing employees or consolidating
temporary salaries. Several of the positions have offsetting revenue or contractual cost
reduction.
Proposed New Full -Time Positions
Building Inspector. The budget recommends the funding of an additional building
inspector at an annual cost of $43,390. This division has had record numbers of permits
during the last two years, with more growth forecast for the next several years. The
division has had some problems maintaining its customer service standards. This
position is budgeted to begin on March 1, 2001.
Systems Administrator. An additional Systems Administrator position is included in the
proposed budget in the Information Technology Division. This position will help support
the web page update and the e -government initiatives. The annual cost of this position is
67,908. This position is budgeted to begin on April 1, 2001.
10
2000 2001
General Fund 17,493,824 18,662,827
Recreation Fund 1,029,835 1,097,038
Transit Fund 3,407,140 3,454,601
Facilities Management Fund 713,753 793,388
HRA Funds 2,308,888 2,846,630
Water Fund 3,200,569 3,559,956
Sewer Fund 5,567,117 5,441,616
Solid Waste Fund 709,500 777,232
Risk Management Fund 540,109 582,927
Central Equipment Fund 2,237,414 1,933,626
Water Resources Fund 369,718 578,000
Field House Fund 246,000 270,000
Design Engineering Fund 315,000 315,928
Employee Benefit Fund 1,666,500 1,775,000
Ice Center Fund 793,000 836,400
Information Technology Services Fund 1,257,177 1,525,364
C. Recommended New Staff
The 2001 budget recommends the addition of several new positions. These positions are
needed to keep pace with the City's growth or to meet key City goals. The City's
permanent work force would increase by 6 full-time positions and four additional full-
time positions would be created by adding hours to existing employees or consolidating
temporary salaries. Several of the positions have offsetting revenue or contractual cost
reduction.
Proposed New Full -Time Positions
Building Inspector. The budget recommends the funding of an additional building
inspector at an annual cost of $43,390. This division has had record numbers of permits
during the last two years, with more growth forecast for the next several years. The
division has had some problems maintaining its customer service standards. This
position is budgeted to begin on March 1, 2001.
Systems Administrator. An additional Systems Administrator position is included in the
proposed budget in the Information Technology Division. This position will help support
the web page update and the e -government initiatives. The annual cost of this position is
67,908. This position is budgeted to begin on April 1, 2001.
10
Forestry Maintenance Worker. A new maintenance worker is proposed in the Forestry
division. This position will be primarily assigned to assist with the many median
plantings occurring throughout the City as well as the new Millennium Garden. The
annual cost of the position is $28,072, with the position slated to begin on May 1, 2001.
Recreation Program Coordinator. A Program Coordinator is proposed to be added in the
Recreation division at an annual cost of $41,070. This will be offset by a reduction of
14,400 in temporary salaries. A modest increase in recreation revenue ($7,500) is also
anticipated for 2001 related to this new position. The position would be hired on July 1,
2001. Recreation program participation has increased by 85 percent over the past 11
years, and during that time no new full-time staff has been added. This position will
likely be assigned to coordinate teen programming, existing and new special events, and
new growth areas in recreation.
Fire Captain. A full-time administrative position of Fire Captain is proposed to provide
assistance to the Fire Department in training, duty crew scheduling, recruitment, and
allow for some expansion of the duty crew concept. The Fire Captain will be expected to
help fill the daytime duty crew schedule on a regular basis to assist with daytime
response. The exact salary costs have not yet been identified.
Fire Prevention Officer. A full-time Fire Prevention Officer is proposed to be funded
beginning May 1, 2001. This person would be assigned to the Community Development
Department as a part of our Building Inspection division, which also includes fire
inspection. This individual would also be expected to be assigned regularly to daytime
duty crew shifts, and would conduct fire prevention and pre -planning visits to Plymouth
business properties. Pre -planning leads to an advance plan to fight a fire in a major
commercial or industrial building and can help the Fire Department quickly implement a
sound, prepared strategy at a fire scene to save lives and property.
New full-time positions resulting from consolidations or increased hours.
Environmental Officer. It has been determined that an additional 24 hours of staff time
per week is needed to accomplish the water quality education functions proposed by the
Environmental Quality Commission. It is likely that we will combine these duties with
an existing part-time position to create one new full-time position.
Activity Center Maintenance Worker. A full-time maintenance worker is proposed for
the Plymouth Creek Center at an annual cost of $42,108. The current budget funds 70%
of a full-time position Twenty percent of this position will be charged to the Field House
8,422).
Street Maintenance Worker. An additional street maintenance worker is proposed at an
annual cost of $31,455. This full-time position will replace current seasonal workers and
will be offset by a reduction in temporary salaries of $27,000. We are finding that it is
11
becoming increasingly difficult to hire seasonal employees, and the net cost of this new
position is $4,455.
Ice Arena Maintenance Worker. It is proposed that an existing, experienced 32 hour per
week employee be made full-time.
Other personnel recommendations. An intern for the Design Engineering unit is also
proposed, and a proposal to add an administrative position in the sewer division is still
under review. Any recommendation for this position would not impact the tax levy, and
would be proposed to you as a part of the final budget in early December.
E. Overview of Other Funds
The 2001 budget makes recommendations in funds other than the General Fund. These
include:
Recreation Fund. General tax support of the Recreation Fund will increase by $36,355,
primarily due to the new Program Specialist beginning on July 1. The Plymouth Fine
Arts Council will make decisions on expenditures for arts groups.
Transit Fund. This budget includes a $282,000 increase for additional transit routes and
service.
Facilities Management Fund. This fund is an internal financing fund similar to the
Central Equipment Fund. Major expenditures planned for the Facilities Management
Fund include reconstructing the parking lot at Fire Station 3 ($72,000), concrete pad with
security for Fire Dept. training ($12,000), floor finish at the maintenance garage
17,300), and replacement rooftop air handling equipment at City Hall ($90,000).
Housing and Redevelopment Fund. The 2001 HRA budget contains no significant
changes affecting the tax levy, but shows a large increase in overall spending due to the
porting in of Section 8 clients into the City.
Water Fund. Contractual meter reading has been increased ($8,000), and new utility
billing software is proposed for implementation in 2001 ($14,000).
Sewer Fund. This fund contains half of the increase in contractual meter reading
8,000), as well as half of the new utility billing software ($14,000), both mentioned
with the Water Fund.
Solid Waste Fund. The 2001 budget contains no significant changes in proposed
expenditures from the previous year. Bids have been received for a new recycling
contract which indicate only a small price increase. No change in the recycling fee on the
utility bill is proposed.
12
Risk Management Fund. The budget includes the continuation of the Employee Wellness
program and the Employee Fitness Incentive Program. Increased workers compensation
costs will be recovered from other operating funds as indicated above.
Central Equipment Fund. Expenditures of $888,080 are recommended for replacement
equipment according to the master schedule for replacement.
Water Resources. The 2001 budget proposes a new primary funding source for water
resources -- the Surface Water Utility Fee. This new fee is anticipated to generate about
1 million annually ($500,000 in 2001), and the water resources levy would be
discontinued.
Design Engineering. This unit manages the annual street reconstruction program in-
house, and continues to generate a surplus each year. The surplus is transferred to the
street reconstruction fund to offset the cost of future projects. The 2001 budget proposes
the addition of an intern ($11,831).
Ice Center Fund. This fund is again projected to be self-supporting with fees and rental
charges, and will again provide its share of the outdoor maintenance costs. The budget
proposes increasing an Ice Center maintenance position from 32 to 40 hours per week, at
an increased cost of $10,045. An amount for retained earnings which will be reserved for
future building renovation and equipment replacement is also projected.
Information Technologies Fund. The budget proposes a capital outlay of $332,700 for
moving to "Enterprise Data Storage". In the past year our data storage has grown to
nearly 500 GB primarily because of increased digital photography, imaging and GIS.
This technology allows storage of all data on one device and not stored on multiple
servers as has been the case. It will allow for higher performance, highly reliable storage
and redundancy, and ease of backup. The City is also moving to the "Thin Client"
technology. This will be a move from robust workstations to robust servers. In the
future, major upgrades will take place at the server level, and not require the level of
workstation upgrades that we have seen in the past. It will provide faster response times,
and easier ongoing upgrades. It will also allow more remote access to City systems. The
proposed capital outlay is for planned upgrades, and funds are available within the
reserve account.
Activity Center Fund. The proposed 2001 budget incorporates this program into the
General Fund.
Field House Fund. The operating costs of the field house are anticipated to be fully
covered by rental revenue.
13
VI. Conclusion
We believe that the 2001 budget makes significant progress on the City's key needs,
especially for fire department response, street reconstruction, and water quality programs
as well as other goals identified by the City Council earlier this year. The tax impact on
residents will be less than the rate of inflation and most businesses should see a slight
reduction in City taxes. We hope the Council and the citizens will agree that we continue
to be good stewards of the City's resources, meeting the needs of the City while being
mindful of the ability of taxpayers to pay for them.
Attachments:
2001 Human Service Funding Requests and Recommendations
Department Employee Summary
Salary Allocations, Value of Employee Benefits, and Annual Leave
Carryover
14
Dummy
DATE: August 28, 2000
TO: Mayor and City Council
FROM: Dwight D. Johnson, City Manager
SUBJECT: Budget Issues from August 21" Budget Study Session
A number of budget questions or issues were identified during our discussions of the
proposed 2001 budget on August 21". Staff has evaluated the items over the last week
and has responses and recommendations attached. Here is a summary of the issues and
staff's recommendations for each attachment.
2 a and b. Street Reconstruction Funding -analysis of improving the quality of the
streets over time and/or decreasing the required assessments. Staff presented a
proposal to increase the levy by $100,000 in 2001 and an estimated 6% per year for the
next 10 years thereafter to prevent a long-term deterioration in the quality rating of the
City's streets. An inquiry was made about the costs and benefits of establishing a policy
to increase the current average rating of our streets.
In 1987, when the Pavement Management Program was initiated, 62% of the City's
streets were rated good. Currently, 78% are rated good and the average street quality
index rating in our new software program is 76, possibly due to the number of new streets
added each year for many years. Despite the proposed increase in levy in the 2001
budget, the quality rating would gradually drop over the next 20 years to a low of 59 as
many streets come due for work, but eventually increase again to finish at an average
rating of about 67 in the year 2030 (See Budget E graph and chart). Further evaluation
shows that the addition of about $200,000 per year in funding now would raise the long
term rating about 7 points, so the low rating in 2020 would be 66 and the end rating in
2030 would be 74. (See Budget D graph and chart). These facts are worth additional
consideration for future budgets, but need further review and analysis. The current
budget proposal accomplishes the goal of mitigating and eventually turning around a
projected downard trend in pavement quality.
Assessments are currently designed to pay about 30% of all street reconstruction costs.
The question was raised about reducing or eliminating the need for assessments. The
City's current policy calls for about 30% of all project costs to be assessed on the
average. A reduction to 20% would cost about $120,000 per year, which would increase
the City's levy by almost I%. This is a goal worth considering over the next several
years, but staff believes that the first priority for the 2001 budget is adequate funding for
the program.
2c. Funding of Outside Agencies. Council members expressed interest in finding the
proper balance between PRISM and Interfaith Outreach (IOCP) funding, and also not
exceeding the current $112,000 total recommendation. In addition, there was a request to
further consider the Civic League funding request which is in the Recreation budget.
PRISM and IOCP account for such things as overhead and donated supplies differently,
and have somewhat different areas of emphasis. The two agencies are difficult to
compare. Based upon a review of various factors including overall benefit to Plymouth
citizens and population served, a 60-40 ratio seems justified. An additional increase of
2,000 for PRISM would achieve this ratio and, coincidentally, meet their full request for
funds. This $2,000 could be subtracted from the HOME chore program allocation, since
the funding formula among the cities is still undermined and other outside sources might
yet assist them. The Civic League has requested a contribution of $25,000 for 2001 due
to the loss of several corporate sponsors. Staff supports this increase of $4,000 from our
previous proposal in the Recreation budget and levy.
2d. General Fund Revenue -Account 4160 -Other Licenses. Staff was asked to re-
check this revenue number which supports the General Fund. The draft budget showed
revenue of $84,000 which should have been $8,400. The Finance Department found
some new mitigating revenues not known two months ago, which leaves a net revenue
loss of $44,600 in the General Fund. When this revenue loss is combined with the
additional $4,000 for the Civic League noted above, the total tax increase on the average
home will be 2.95% instead of the previous estimate of 2.55%.
2e. Salary Distribution -Public Safety Education budget. Staff was asked to re -check
the salary distributions in Public Safety, since the amount allocated to Public Safety
Education increased substantially. The allocations have been re -checked and are correct.
DARE and school liaison officers are now allocated to Public Safety Education instead of
Patrol or Investigations.
2f. Opticon signalization of remaining intersections. Fifteen intersections remain that
have not been updated. The estimated cost of updating all of them is $150,000 to
225,000. All remaining intersections are at the edges of the City and will not
significantly help police, fire, or ambulance response. Staff believes that these signals are
a low priority and does not recommend a budget amendment to fund them before they
would ordinarily be replaced over time.
2g. Snow Removal Policy. Council requested a report from several years ago showing
equipment, policies, and costs relating to show removal. Since that time several changes
have been made, including:
0 Additions of equipment and personnel
Assigning two more routes to in-house personnel
Adopting a practice of starting before midnight to help assure that 100% of the City is
done by morning
Adopted a practice of removing snow above 2", not 2%2."
Experimenting with the workers on better and faster ways to call them out.
Our annual snow removal planning meeting is Wednesday of this week, and we will
discuss with you any new plans and procedures resulting from the meeting.
2h Job Fair Location. The question was asked about whether or not to re -located the
Metrolink Job Fair to the Plymouth Creek Center. Staff's response is to recommend that
we continue to have the event at the Radisson. The Plymouth Creek Center is not
equipped or staffed for exhibit or trade -show style events, such as the setting up and
taking down of partitions and booths. Also, other events for seniors and other groups
might be disrupted, and no cost would likely be saved since the Radisson donates much
of the cost.
2i Facilities Management Budget -change line item designations. The proposed
budget showed a variety of office, equipment and capital costs all under a single,
misleading, line item of Office Furniture and Equipment. These expenses have now been
broken out into three line -item accounts for greater clarity.
Staff has also suggested dates for the Truth in Taxation hearing. Monday, December 4I',
appears to be the best available date. New budget pages and a revised budget memo have
also been included.