Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
City Council Packet 08-23-2004 Special
Agenda City of Plymouth Special City Council Meeting Monday, August 23, 2004 7:00 p.m. City Hall Lunchroom (lower level) 3400 Plymouth Blvd. 1. Call to Order 2. Discuss proposed 2005 budget and tax levies retaining wall budgetport water resources budget report 3. Quarterly Update with City Manager 4. Adjourn DATE: August 26, 2004 TO: Mayor and City Council FROM: Laurie Ahrens, City Manager SUBJECT: Budget Study Sessions Attached is information responding to questions that arose at the first budget study session on August 23. On August 31, the Council is scheduled to discuss the General Fund budget and other Fund budgets. Attachments from August 23rd Budget Study Session 1. Limited Market value 2. S. Paul Street Utilities 3. Proposed Water Resources Rate increases 4. Street reconstruction assessments 5. City tax on various value homes 6. Medicine Lake Surface Water fees 7. Recreation Programs DATE: August 25, 2004 TO: Laurie Ahrens, City Manager FROM: Dale HahnrFinance Director SUBJECT: Limited Market Value on vacant Land Councilmember Hewitt asked about the large amount of limited market value on vacant land and how it will phase out. -Vacant land has a large amount of limited market value because vacant land has inflated in value considerably faster than other property types. Nancy Bye, City Assessor, has stated that most all of the vacant land in Northwest Plymouth has limited market value. The limited market value is being phased out with a 15% increase in 2005 up to a maximum of 25% of the difference between limited market value and full market value. In 2006, the phase out percentage will be 15% up to a maximum of 33% of the difference between limited market value and full market value, and in 2007, the phase out will be 15% up to a maximum of 50% of the difference between limited market value and full market value. For 2008, all properties will be taxed at full market value. DATE: August 25, 2004 TO: Laurie Ahrens, City Manager FROM: Dale Hahn!"Finance Director SUBJECT: St. Paul Street Utilities Mayor Johnson asked what is the St. Paul street utility and how does it work -St. Paul has maintenance assessments for street sweeping, trimming, snow plowing, sidewalk maintenance, and are now looking at street lighting. Most are called right of way assessments and levied based upon front footage. They send out proposed assessment notices in the Fall, let everyone know how much their assessments are going to be, and hold a public hearing to adopt the assessments. Property owners can pay them before November and avoid being assessed on their taxes next year. The street maintenance assessments have been in place since the 70's, and they have been adding additional items over time. They just started the snow plowing, trimming and sidewalk maintenance in 2003, and are planning the street lighting for 2005 @ the rate of $.38 per front foot. The initial setup required a lot of time to determine front footage and street type (Brick, concrete, blacktop, gravel), but isn't that difficult to add additional items later. The street maintenance assessments are based upon the surface type and front footage. Mayor Kelly's 2005 Proposed Saint Paul City Budget: Streetlight Maintenance Assessment What is it? The proposed streetlight maintenance assessment will cover the costs of operating and maintaining the standard lighting system along the city's rights of way. Expenses included in the assessment will include electricity, materials and labor for replacing bulbs and maintaining and repairing light poles. Maintenance assessments for public lighting systems are already in widespread use in other cities, including some in Ramsey County. Saint Paul would join Mounds View, New Brighton, North St. Paul and Shoreview among communities that already use this method to pay for their streetlights. Why is Costs to operate the streetlight system are currently funded out of the City's general fund, the Mayor which is supported largely by property taxes and state Local Government Aid (LGA) proposing payments. With LGA dropping by $3.2 million in 2005 due to state cutbacks, a substitute a streetlight revenue source needs to be found to maintain streetiighting. Compared to the altematives, a maintenance assessment has several advantages: maintenance assessment? it's a fair way to pay for lighting. A maintenance assessment spreads the costs of the lighting system more evenly across more properties—including many that are exempt from property taxes but benefit equally from well -lit streets and sidewalks. The streetlight maintenance assessment will add from $15 to $19 per year to the bill on a typical home—versus an average increase of $26 to $32 if the same amount had to be raised with the property tax levy. Costs will be predictable. Because the assessment is based on streetfrontage, citizens' bills will not fluctuate uncontrollably from year to year due to rising market values. Proposed rates for Saint Paul are comparable to those in suburban areas. Service will be reliable. The maintenance assessment will ensure adequate resources for maintenance and upkeep of the city's public lighting infrastructure. And because the assessments will be unaffected by any future LGA cuts, Saint Paul will never again face the risk of streetlights being shut off to save money during a state budget crisis—as they were in 1982. HOW will Beginning in fall 2005, the current Right of Way Maintenance Assessment rate will be it Work? increased to cover streetlight maintenance costs. As with the existing maintenance assessment, charges may be paid in the fall of 2005, or they can be allowed to roll forward and be billed on the 2006 property tax statement. For more information on the budget, visit http://www.ci.stpautmn.us/mayorlObudget DATE: August 26, 2004 TO: Laurie Ahrens, City Manager FROM: Mike Ko , Financial Analyst SUBJECT: Proposed Water Resources Rate Increases The rate increases utilized in the 2005 Water Resources budget proposal are the same as those utilized in the Surface Water Taskforce report. They are as follows: Year Rate Percent Increase Current 3.25 N/A 2005 3.71 14.15% 2006 4.02 8.36% 2007 4.33 7.71% 2008 4.66 7.62% 2009 5.00 7.30% DATE: August 25, 2004 TO: Laurie Ahrens, City Manager FROM: Dale Hahn' Finance Director SUBJECT: Street Reconstruction Mayor Johnson asked if Plymouth could assess for more than 30% of the cost of street reconstruction -I spoke with Roger Knutson, and he said we can assess whatever will stand up in court. He didn't think much over 30-40% would be defensible. I have attached a survey that Chanhassen completed back in 2002 of what other cities are assessing. After completion of the survey, Chanhassen set their assessment rate at 40%. CITY OF CHANHASSEN ASSESSMENT POLICY SURVEY RESULTS February, 2002 Page I of 9 Yes No (general fund) Yes (area, connection No specific policy. Yes (area, No specific policy. If minor, 100% to developer/property owner. Assessed only once. Andover and lateral charges) If minor, typically connection and typically paid from If part of a larger system a storm Minor repairs and paid from lateral charges) maintenance funds. drainage area charge may be routine replacement is maintenance developed and applied to cover the funded from funds. trunk costs. On state -aid routes maintenance funds. MSA funds will fund storm sewer No specific policy on improvements. Any costs over and replacement of curb above are typically assessed. and gutter. Bloomington Based on land use as Not addressed. Assessed on the Not addressed. Assessed on Not addressed. One-half of the cost of storm sewers 100% follows: adjusted front foot the adjusted is assessed directly to the 1) Single-family and two- basis. Only that front foot basis. properties in an area, with the family land use as based property within 150 Only that remaining half paid out of General on the City Assessor's feet of the street right- property within Obligation funds. records at a rate equal to of -way is considered 150 feet of the 25% of that year's cost on served by and street right -of - residential street pavement assessed for sanitary way is reconstruction projects, sewer and water considered with the remaining 75% laterals. All other served by and paid from city-wide general property — more assessed for property taxes. distant than 150 feet sanitary sewer 2) All other land uses at a from the street right- and water rate equal to 50% of that of -way may be subject laterals. All years cost on residential to "connection other property street pavement charges" or future more distant reconstruction projects, assessments. than 150 feet with the remaining 50% from the street paid from city-wide general right-of-way property taxes. may be subject 3) Any streets not eligible to "connection for surfacing reconstruction charges" or under the Pavement future Management Program assessments. shall be assessed at a rate equal to 70% of the cost of the surfacing. Brooklyn 70% of total project costs Funded by the general 100% Funded by the 100% Funded by the sanitary 100% 100% Park assessed to benefiting fund street maintenance water public utility sewer public utility operating Maintenance funded by the storm properties. The remaining budget. operating and and reserve funds. sewer public utility fund operating 30% will be absorbed by reserve funds. budget. the city. Assessment rates are established annually by Council resolution. Page I of 9 CITY OF CHANHASSEN ASSESSMENT POLICY SURVEY RESULTS February, 2002 Champlin 50% Not addressed 1W% 50% 100% 50% 100% Crookston Crookston reduces the 100% 100% None (property 100% None (property owners pay a Included in street construction. 7152!ided—in reetcosttobeassessedbyownerspayamonthlyO/M charge). contributing $35 per monthly O/M abutting foot of benefited charge). property, and then assesses the balance on a front footage or side street footage basis. In the case of a side street benefit, we spread the cost to be assessed 1/2 way to the next platted street Aside street benefit rate is calculated by dividing the cost to be assessed by the total front footage measured perpendicular usually, depending on the plat layout) away from the improved side street. It doesn't matter if your property is on the comer and is adjacent to 50 percent of the improved street, or if you live 250 feet away from the improved street on the interior of the block adjacent to the improvement. Both pay the same rate per foot which is multiplied times the front footage of your parcel. On a Municipal State Aid street, property is assessed at the flat rete of 30.00 per front foot, re ardless of roect cost. Edina 100% for local streets General Fund 100% Utility Fund 100% Utility Fund 100°k if with development, 100% State Aid: $20Hoot for otherwise out of utility fund residential and $45/foot for commercial Page 2 of 9 CITY OF CHANHASSEN ASSESSMENT POLICY SURVEY RESULTS February, 2002 Farmington 35% 35%? Service lines and 35% Service lines 35% 100% 100% laterals: 100% and laterals: Sealcoating: 50% 100/0 City pays 100% of trunk lines. City pays 100% of trunk lines. Hopkins 70% of total project costs Full -depth 100% No (water utility 100% No No (funded through storm sewer 70% to benefiting to benefiting property milling/overlay and funds) utility) property owners. owners. Single-family pavement reclamation is property is assessed at fully assessable as in 50% of cost of a typical reconstruction. Full - local street for major depth mill can be any MSA) streets. m/o greater or equal to 4" in depth. Hutchinson 100% of direct frontage. 50% 100% (City pays for 100% city cost for 100% 100% city cost except for 100% 100% City pays for intersections oversizing above 8" main line. services (100% assessed). and side yards up to 130' for residential and Services 100% take total project cost over 10" on assessed. divided by 2 times commerciaUndustrial). centerline footage for rate). City also pays for oversizing (depthMridth) on trunk routes. State Aid routes are assessed the same as other routes. Jordan 70% City Generally not assessed. 100% 70% City 100% 70% City Assessed against the benefiting 100% to abutting 30% Property owners Funded through the 30% Property 30% Property Owners parcel on an area basis benefited properties General Fund Owners Mahtomedi 50% 30% 100% No histo 100% None 65% 50% Mankato 59.50/front foot for 15.00/foot includes Actual cost Not assessed — Actual cost by Not assessed — replacement Actual total cost Actual total cost complete replacement underdrain replacement is 7% service area is 7% of monthly rate including drainage, walks, of monthly rate structure trees, curb and gutter structure Maple Grove 50% - 100% of non- None 100% None 100% None 100% for new developments 100% if non -existing existing features Included in street reconstruction costs Page 3 of 9 CITY OF CHANHASSEN ASSESSMENT POLICY SURVEY RESULTS February, 2002 Page 4 of 9 racemelFwaimp mgmmnyfflqAqx1iw;wpn Oakdale Generally assess for street Overlays are assessed Projects initiated by a No (financed out of Projects No (financed out of Utility Projects initiated by property owners Not addressed. reconstructs as the cost to on a similar approach, property owner shall Utility Reserve initiated by a Reserve Fund). shall have their participation Assume included with remove and replace 12 per foot for single require a developer's Fund). property owner determined by land use, contributing new street asphalt on a minimum family, $15 for multi agreement outlining shall require a area and rate of runoff. construction. standard street in a typical family, and $18 for the method of developer's neighborhood. Generally it commercial/industrial. assessment and the agreement is $40 per foot up to the amount of City outlining the minimum lot width as Overlays to postpone participation method of required for the zoning the reconstruction of a authorized by the City assessment district, $55 for multi -family roadway shall be Council. The City's and the amount and $75 for assessed to the abutting share shall be of City commercial/industrial. property owners based financed with participation on land use. water/sewer access authorized by Roadway reconstruction charge (WAC/SAC) the City projects accelerated on Overlays done to assure funds. Council. The account of utility a roadway reaches its City's share replacement projects shall design life shall not shall be be financed through the required abutting financed with Utility Reserve Fund in property participation. water/sewer proportion to the remaining access charge design life of the street. WAC/SAC) funds. Page 4 of 9 CITY OF CHANHASSEN ASSESSMENT POLICY SURVEY RESULTS February, 2002 Owatonna 85% of cost (includes curb gutter) of cost (no curb & utter None 17.85 per front foot a None 20 per front foot None 07 per s7footfor08pers75% 10 per s 7No47.60 per front foot Plymouth Assesses abutting No response No response No response No response No response No response or benefiting property for street reconstruction costs, but not in excess of the special benefit to the property. This policy applies to all streets that are the responsibility of the city. The assessment rate for the reconstruction of previously paved streets shall be determined annually by the city council. It is the goal of this policy that benefited properties be assessed 30% of the cost of the Pavement Management Pro ram. Prior Lake 40% or project costs 40% 100% None 100% None 100% if new, 40% if in conjunction 100% if new street, construction plus 28% with a street reconstruction 40% if in conjunction indirect costs with a reconstruction Page 5 of 9 CITY OF CHANHASSEN ASSESSMENT POLICY SURVEY RESULTS February, 2002 Red Wing 25% of Typical Street None 100% assessed; All services from 100% All services from sanitary 100% assessed to property 100% Reconstruction however, City pays for main to R.O.W. assessed. City sewer main to R.O.W. owner/developer. City will pay for Cost Assessed to property oversizing above 8" assessed to pays for any assessed to property owner. any oversizing to serve beyond owners. Set once a year diameter residential property owner. oversizing to City pays for main development according to Storm by Council Resolution and above what's Must replace if serve beyond replacement. Water Master Plan. regardless of actual needed for particular service is over 50 development. construction cost. Currently development in Years old. No Must pay to set at $18.00A.f. includes industrial/commercial. assessment for extend through curb & gutter. This allows Must extend through main replacement. development. us to communicate costs development. upfront for property owners which seems more acceptable. 50% break up to first 150 feet on comer or double fronted lots for second street. Robbinsdale 100% 100% 100% No (funded 100% No (funded through sanitary No (funded through stone sewer 100% through water sewer utility fund) utility fund) utility fund Roseville 100% of standard street Not addressed 100% No 100% No 100% Not addressed Received 2 size (7 -ton, 32 -foot wide) responses) Page 6 of 9 CITY OF CHANHASSEN ASSESSMENT POLICY SURVEY RESULTS February, 2002 Roseville upgraamg temporary rvot aaaressea. iuuro Assessea on a iuuio Assessea on a front -rootage Received 2 public roadways: The front -footage basis basis with all types of land responses) following assessment with all types of use and zoning being formulas shall apply: land use and identically assessed. 1. On street paving zoning being projects, at least 25% of identically Added costs for oversizing the cost for the project to assessed. will be subtracted from the be obtained from sources total cost before calculating other than ad valorem Added costs for assessments. taxes. oversizing will be 2. R-1 and R-2 property subtracted from that is not tax-exempt shall the total cost be assessed a minimum of before calculating 22% of the actual cost for a assessments. 7 -ton, 32 -foot wide pavement with concrete curb and gutter and routine drainage. 3. R-1 and R-2 property which is not tax-exempt shall be assessed at a rate of a 7 -ton, 32 -foot wide pavement with concrete curb and gutter and routine drainage, even if the width or strength is greater. 4. All tax-exempt property regardless of zoning classification such as, but not limited to, schools, churches, parks and governmental land, to be assessed on an assessable footage bsis at 100% of the cost of a 7 -ton roadway. 5. All other property not covered in 1-4 above to be assessed on an assessable footage basis at 100% of the cost for the specific type of roadway on which they abut, based on the costs for that segment of the entire project including the roadway Page 7 f 9 25% of the cost of the improvement divided by the number of units being assessed. Paul Assessed based on the width of the lot times the established rate per foot 1990-$28tft; 1996- 35.50/2; 2002-$41/ft). For single-family and duplex residence uses, the maximum amount of footage to be assessed for the frontage along any one street for each parcel shall be 75 feet. No assessments for sideyards of comer lots for single- family and duplex residence uses. Same as reconstruction 1 except established rate per foot is lower, i.e. 1998-$10/ft; 2002- 11/11. Maximum footage to be assessed is 75 feet. CITY OF CHANHASSEN ASSESSMENT POLICY SURVEY RESULTS February, 2002 No assessment if 100% No assessment when done watermain is as part of the sewer replaced as a separation program or street result of defects reconstruction or if the sanitary sewer main is replaced as a result of defects. No Page 8 of 9 CITY OF CHANHASSEN ASSESSMENT POLICY SURVEY RESULTS February, 2002 1. Residential, duplex Overlay projects will be 100% assessed on a No special 100% on a No special assessments No special assessments will be except for properties that levied for construction or residential, parks and other assessed at the same per foot basis assessments except for assessed per foot basis have not been previously reconstruction of storm sewer city owned properties subject to reconstruction rate as reconstructed streets for the overlay properties that assessed for these utilities systems within the City right-of-way calculated on a case -by- as part of the Pavement assessed at a rate of 30% project costs. Overlays have not been case basis). Management Program. However, of the total project cost. are used when called previously assessed for these upgrading or increasing the size of 2. Multiple dwelling land use properties (more than for under the Pavement Management Policy. utilities (calculated the storm sewer systems may involve an area wide assessment on duplex units) assessed at a on a case-by-case a square foot basis t all rate of 40% of the total basis). tcontributingareasatthe City project cost. Council's discretion. In addition, 3. Church, school and any new development or streets other tax exempt land uses may also be subject to an assessed at a rate of 40% assessment at the discretion of the of the total project cost. City Council. 4. State Aid Streets: Residential and duplex residential properties that have frontage on a Municipal State Aid street will be assessed at 75% of the rate for the standard residential rate. All other properties will be assessed at their standard rate. 75% owners 0100% 075 /o owner 100% develo er, unless outfall forP city project75% owners 75% owners 100% developer, with 25% city 25% city city picking up 25% city developer, with 25% city oversizing city picking up Limited oversizin Same as Would be the same as waterrnain; however, as a Assessed on a area basis with limit established, limit tied to ENR index. City assumes cost for None Costs for lateral center 24 feet, remainder is assessed except costs equivalent (8") is assessed on a per assessment when upgrade in service waterrnain normal burial practical matter there is no attributable to additional connection or per occurs, that is 4' depth also upgrade possible. street width/strength assessable foot basis; are being replaced assumed for relative to abutting land additional assessment this has not been lateral use. for trunk system costs done in many equivalent) assessed per acre cases because of limited assessment compared to administration costs. O:pI101255G5511MMBl8U1VBY 1@Sllil.EOI' Page 9 of 9 Not specifically addressed. Assumed the same as new street construction which follows the same formula for new sanitary sewer installations. DATE: August 25, 2004 TO: Laurie Ahrens City Manager FROM: Dale Hahn, Finance Director SUBJECT: City Tax on various valued homes The method of calculating tax capacity on all homesteaded properties under $500,000, is to multiply the market value by 1%. Homesteaded property values over $500,000 are calculated at 1.25%. Therefore, the City tax on various valued homes under $500,000 goes up directly proportionate with the value increases. To demonstrate this, I have attached 3 sample tax estimates for home values of $200,000, $300,000 and $400,000. TAX ON AVERAGE HOME 2005 2004 Taxes on $181,000 home Market value $181,000 1% portion= 181,000 1,810 Balance 0 0 1,810 Tax rate 23.920% 432.95 Mkt value levies: 181,000 @ 0.00346% 6.26 181,000 @ 0.00604% 10.93 Total City Tax $450.15 2005 Taxes on $200,000 home (10.5% increase) Market value 1% portion= Balance Tax rate Mkt value levies: 200,000 @ 200,000 @ Total City tax 200,000 200,000 2000 0 0 2,000 23.800% 476.00 0.00312% 6.24 0.00545% 10.90 493.14 Increase over 2004 $42.99 9.55% TAX ON AVERAGE HOME 2005 2004 Taxes on $271,500 home Market value $271,500 1 % portion= 271,500 2,715 Balance 0 0 2,715 Tax rate 23.920% 649.43 Mkt value levies: 271,500 @ 0.00346% 9.39 271,500 @ 0.00604% 16.40 Total City Tax $675.22 2005 Taxes on $300,000 home (10.5% increase) Market value 1 % portion= Balance Tax rate Mkt value levies: 300,000 @ 300,000 @ Total City tax 300,000 300,000 3000 0 0 3,000 23.800% 714.00 0.00312% 9.36 0.00545% 16.35 739.71 Increase over 2004 $64.49 9.55% TAX ON AVERAGE HOME 2005 2004 Taxes on $362,000 home Market value $362,000 1 % portion= 362.000 3,620 Balance 0 0 3,620 Tax rate 23.920% Mkt value levies: 362,000 @ 0.00346% 12.53 362,000 @ 0.00604% 21.86 Total City Tax $900.29 2005 Taxes on $400,000 home (10.5% increase) Market value 1 % portion= Balance Tax rate Mkt value levies: 400,000 @ 400,000 @ Total City tax 400,000 400.000 4000 0 0 4,000 23.800% 952.00 0.00312% 12.48 0.00545% 21.80 986.28 Increase over 2004 $85.99 9.55% DATE: August 26, 2004 TO: Laurie Ahrens, City Manager FROM: Mike leo' inancial Analyst SUBJECT: Medicine Lake Residents and the Surface Water Fee Since 2003, City of Medicine Lake residents have been paying our surface water fee as an annual payment from Medicine Lake to the City of Plymouth. The City of Medicine Lake resolution outlining their commitment is attached. Per the resolution, Medicine Lake intends to pay Plymouth at the rate of $3.25 per month/per household through 2006. It might be possible to approach them about raising the rate and extending the timeframe, if additional work on Medicine Lake will be done as outlined in the new Medicine Lake Plan. CITY OF MEDICINE LAKE RESOLUTION NO #03-04 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MEDICINE LAKE APPROVING THE ADAPTATION OF THE MEDICINE LAKE AQUATIC VEGETATION MANAGEMENT PLAN WHEREAS, the Medicine Lake Aquatic Vegetation Management Plan (MLAVMP) has been developed by the City of Plymouth Parks and Engineering departments, the Minnesota Department of Natural Resources, the Three Rivers Park District, Bassett Creek Watershed Management Commission, the Association of Medicine Lake Area Citizens (AMLAC), Plymouth Environmental Quality Committee, and the City of Medicine Lake: and, WHEREAS, the MLAVMP is a comprehensive long term plan to provide steady and continuous improvements to the water quality of Medicine Lake: and, WHEREAS, the City of Plymouth has provided funding for the MLAVMP by charging Plymouth households $3.25 per month to fund the plan; and, WHEREAS, the City of Plymouth has adopted the MLAVMP; and, WHEREAS, the City of Plymouth is inviting other participants to help plan, fund and provide representation to the MLAVMP. NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Medicine Lake, of Minnesota: A. Approve the Medicine Lake Aquatic Vegetation Management Plan. B. Authorize the annual commitment of funds at the same rate as Plymouth households, $3.25 per month or $6,552 per year for 169 Medicine Lake households for fiscal years 2003 through 2006. C. Appoint councilmember Leonard to represent the City of Medicine Lake as the city's representative to the MLAVMP committee. The foregoing resolution was moved by Councilmember and seconded by Councilmember The following Councilmembers voted in the affirmative: The following Councilmembers voted in the negative: Attest: City Clerk Date ti Mary Anne Young, Mayor DATE: August 25, 2004 TO: Laurie Ahrens, City Manager FROM: Dale Hahn, Finance Director SUBJECT: Recreation Programs Diane Evans, Recreation Superintendent, has provided a listing of the various recreation programs the City provided during 2003. The listing shows the revenue and direct expenditures associated with each, but does not include allocations for any of the administrative costs. Even though the administrative costs are not distributed to the programs, I believe it clearly shows which programs are tax supported and which are not. 2003 Budget Overview by Program Program Name Program Code Receipts Expenses Net Warming Houses '. 201.1343.001 0.00 15;346.00' _ 415,346.00 Adaptive/Mainstream 201.1341 D03 0.00 23,615.00; 423,615.00 Beaches 201.1341.007 0.00 27,615.00 27,615.00 Playground Program 201.1341.01 l 17,410.00 20,572.00' 3;162.00 Puppet Wagon 201.1341.015 0.00 6,788.00 6;788.00 Community Special Events 201.1341.022 5,948.00 13,373.00' 7,425.00 concerts, parade, chocolate, F&/ Historical Special Events' 201.1341.023 ' 11,71,9.00 10,683.00 1°,036.00 History Fest, Old Fashion chnstmas Holiday Special Events `' 201.1341.024 1,910.00 - 1,774.00; 136.00 New Years, Mothers tea Millennium Garden Specials 201.1341.025 13,179.00 2,774.00 10,405.00 Expo, garden tour Parks Entertainment 201.1341.027 4,400.00 9,302.00' 4;902.00 Arts Festival 201.1341.028 2,009.00 1;497.00 512.00 Seniors Administration 201.1341.030 1,286.00 63;729.00 62,443.00 Seniors Arts & Crafts 201.1341.031 5,950.00 2,802.00 3,148.00 Senior Education 201.1341.033 7,854.00 7,813.00 41.00 Senior Fitness 201.1341.034 8,185.00 2,934.00 5,251.00 Senior Recreation 201.1341.035 11,663.00 11,030.00 633.00 Adult Soccer 201.1341.045 24,193.00 12,874.00 11,319.00 open & league Adult Basketball 201.1341.050 17,721.00 6,906.00 10,815.00 3 -on -3, 5 man, open gym Youth Sports Camps 201.1341.055 49,497.00 26,556.00 22,941.00 Flag football, soccer basketball camps Lacrosse Leagues 201.1341.057 14,396.00 9,856.00 4,540.00 Football Leagues 201.1341.060 2,310.00 951.00 1,359.00 Golf Programs 201.1341.065 36,613.00 26,292.00 10,321.00 Instruction, women's & junior league T-Ball/Baseball/Softball 1201.1341.070 19,031.00 14,373.00 4,658.00 Program Name Program Code Receipts Expenses Net Skyhawks Camp 201.1341.075 52,918.00 41,832.00 11,086.00 Tennis Programs 201.1341.080 15,461.00 4,828.00 10,633.00 Instruction, adu/t & junior league Broomball 201.1341.084 1 $0.00 0.00 0.00 Hockey/In-Line Skating 201.1341.085 3,952.00 3,427.00 525.00 Fall Soccer Programs 201.1341.087 46,595.00 12,387.00 34,208.00 Volleyball Leagues 201.1341.090 4,695.00 2,458.00 2,237.00 Field Rental 201.1341.095 19,450.00 0.00 19,450.00 Renta/ of fie/ds, rinks, basketball courts Softball 201.1341.100 82,088.00 31,384.00 50,704.00 Equipment Rental 201.1341.110 0.00 0.00 0.00 Picnic kit, volleyball & net, broomba// Pre -School Specials 201.1341.111 3,187.00 1,397.00 1,790.00 Facility Rentals 201.1341.1 12 13,615.00 405.00 13,210.00 Parkers, Bass Lake, Canoe Rack, Picnic Jujitsu 201.1341.150 13,826.00 11,499.00 2,327.00 Tai Chi Ch'uan 201.1341.151 0.00 0.00 0.00 Youth Arts & Crafts 201.1341.153 8,768.00 645.00 8,123.00 Drawing, painting, clay, etc. Beach Concessions 201.1341.158 5,593.00 7,987.00 2,394.00 Parkers Lake & Friday popcorn Adult Arts 201.1341.160 1 $2,888.00 1,966.00 922.00 Drawing, painting, clay, etc. Family Arts 201.1341.175 0.00 0.00 0.00 Clubs 201.1341.178 480.00 165.00 315.00 Bridge club, juggling club, open chess Youth Dance 201.1341.185 19,785.00 8,845.00 10,940.00 Ba//et, Tap & danceline Day Camps 201.1341.186 24,381.00 15,202.00 9,179.00 Drama/Performance 201.1341.190 6,305.00 3,475.00 2,830.00 Youth theater, ba//room dance, etc. Firearm & Snowmobile Safety 201.1341.192 260.00 218.00 42.00 Body Conditioning/Yoga 201.1341.193 36,184.00 16,817.00 19,367.00 Youth Advisory Council 201.1341.195 0.00 2,763.00 2,763.00 Program Name Program Code Receipts Expenses Net Teen Programs 201.1341.196 16,926.00 15,000.00 1,926.00 Gymnastics 201.1341.200 18,960.00 12,880.00 6,080.00 Music For Everyone 201.1341.201 18,495.00 16,460.00 2,035.00 Plymouth, Arts 201.1341.205 2,522.00 12,640.00 10,118.00 Middle School Ski Club 201.1341.208 16,348.00 14,054.00 2,294.00 Preschool Education 201.1341.213 12,189.00 9,039.00 3,150.00 Tae Kwon Do 201.1341.216 4,179.00 3,345.00 834.00 Play Pals/ Come out & Play 201.1341.223 4,956.00 2,983.00 1,973.00 Science Explorers 201.1341.225 11,301.00 9,070.00 2,231.00 Water Sports 201.1341.235 1,407.00 1,015.00 392.00 Fitness 201.1341.236 8,509.00 6,085.00 2,424.00 Safety Training 201.1341.250 6,744.00 5,289.00 1,455.00 School Age Activities 201.1341.251 12,520.00 6,106.00 6,414.00 Preschol Fitness 201.1341.254 2,698.00 1,995.00 703.00 Swimming Instruction -East 201.1341.260 25,694.00 21,482.00 4,212.00 New Programs 201.1341.290 0.00 1,394.00 1,394.00 Administration 201.1341.291 =- 488.00 116,296:00 115,808.00 Swimming Instruction -West 201.1341.360 27,372.00 18,789.00 8,583.00 School Year Swim Lessons 1201.1341.460 32,542.00 19,484.00 13,058.00 DATE: August 18, 2004 for the Budget Study Session of August 31, 2004 TO: `Laurie Ahrens, City Manager through Daniel L. Faulkner, P.E., Director of Public Works FROM: Ross Beckwith, Assistant City Engineer SUBJECT: RETAINING WALLS AT JONQUIL/IVES DRAINAGE SWALE CITY PROJECT NO. 1044 BACKGROUND: The Jonquil/Ives drainage swale is located north of Schmidt Lake Road, south of the Canadian Pacific railroad tracks, between Jonquil and Ives Lanes (see attached project location map). The drainage ditch at Jonquil/Ives Lanes was in need of a properly built drainage way for many years. During the summer of 2002, the City hired a contractor to restore proper drainage through the swale. A few of the homeowners were concerned about the steepened side slopes of the swale after it was completed, and asked to bring back discussion of installing a pipe through the swale. As a result, a Special Council meeting was held on October 8, 2002, with the residents living adjacent to the swale and City Engineering staff. At the conclusion of that meeting the City Council directed the City Engineering staff to further explore possible options for the swale. A second Special Council meeting was then held on June 10, 2003, which presented different options to the residents. At the conclusion of that meeting the City Council decided that any work requested to be done in the swale to improve the slope of the backyards would be initiated by the homeowners. Recently, the homeowners at 5115 and 5125 Ives Lane, met with two different contractors to discuss installing a retaining wall behind their homes to get a 3:1 slope in their backyards where the slope is currently steeper than that. The property to the north at 5135 Ives Lane was recently sold and a fence has been installed along the top of the slope, containing the flat portion of their backyard. This new property owner was not part of the original discussions concerning the installation of retaining walls, and has already taken action to remedy the situation. To date, the City has spent $66,607 to construct the swale originally, and an additional $2,500 last summer to add more rip -rap where the storm sewer pipe discharges into the swale. RETAINING WALLS: The homeowners have obtained quotes from Natural Endeavors and Sunram Construction on constructing retaining walls in their backyards. Natural Endeavors 0:\EngineeringTROJECTS\2000 - 2009\1044\Memos\3rdReport_Re[WaIIs1044.doc D SUBJECT: RETAINING WALLS AT JONQUIL/IVES DRAINAGE SWALE CITY PROJECT NO. 1044 Page 2 proposed wooden retaining walls and Sunram proposed modular block retaining walls. Based on the cost estimates and construction materials, Sunram Construction has a better bid package. At staff's request, the contractors were asked to prepare a quote for a wall which would provide a 3:1 slope (considered to be the maximum slope that is maintainable). Sunram bid three different retaining wall heights: a two -foot, four -foot and five-foot high wall, each 140 -feet long at costs of $6,160, $11,200 and $14,000, respectively. The swale and backyards were recently surveyed by City staff. In order to obtain a backyard with no slope greater than 3:1, staff verified that a two -foot retaining wall installed at the top of the slope would provide for a 3:1 slope. This two -foot wall would make up the vertical difference between the desired 3:1 slope and the existing 2:1 slope. A wall greater than two -feet in height would give the resident a flatter and potentially larger backyard, if it were installed closer to the swale, instead of at the top of the existing slope. A wall taller than two -feet would benefit the property owner above and beyond obtaining a 3:1 slope in their backyard. CONCLUSIONS: If the City provided a two -foot retaining wall for the 140 -feet as requested, these two homeowners would have 3:1 slopes in their yards. Due to the critical placement of a retaining wall in this drainage swale, it is recommended that any wall constructed be designed by a registered engineer to avoid the wall being undermined by large rain events. If as the residents are requesting, the wall is higher than four -feet, it must be an "engineered" wall and some type of fence, such as split -rail, must be installed across the top of the wall. Regardless of whether or not a retaining wall is constructed in this 2:1 slope area, some work will need to be done to correct slope failure, which has started to occur in back of 5115 Ives Lane. Either rip -rap or gabion baskets should be installed at the bottom of the slope where erosion and slope failure has taken place. Placing rip -rap or gabion baskets three -feet high for 140 -feet (the length of the wall) would cost approximately $8,000. If a retaining wall were to be constructed, it would be cost effective to add this additional stabilization work to the contract and have it all installed at the same time, by the same contractor. Therefore, a two -foot retaining wall with rip -rap or gabion baskets at the bottom of the slope could be constructed for approximately 14,000. The exact location of the wall, relative to the existing swale, would require further analysis as Sunram's proposal does not have that level of detail. Some fill material will also need to be provided either by City crews or a contractor. City crews could easily deliver fill material, but the residents would be responsible for having it placed and seeded. It is staff s recommendation that if two residents wish to proceed with a retaining wall project, the City would contribute $6,160 toward its installation and pay the cost of bank stabilization estimated to be $8,000. The City should also receive a release from the residents for future maintenance and responsibility of any retaining wall work. Attachment: Project Location Map 0:\EngineeringTROJECTS\2000 - 2009\1044\Memos\3rdReport_Re[Walls1044.doc JN -JI i i•11 1 PROJECT LOCATION MAP FIGURE 1 r-11 i t r l 1 DATE: August 19, 2004 TO: Laurie Ahrens, City Manager FROM: Mike Koen, Financial Analyst SUBJECT: Water Resources Budget On August 6, 2004, the City Council held a study session with the Surface Water Taskforce and requested that staff bring back a proposal to implement the Taskforce's recommendations. In the meantime, staff has begun to prepare its CIP for water resources and has received input from the Medicine Lake Sub -Committee regarding revisions to the Medicine Lake Plan. With these items in mind, staff has reviewed the proposed 2005 Water Resources Budget and is recommending a number of changes. Attached, you will find a revised 2005 Water Resources Fund budget (Exhibit 1) that incorporates all pending committee and task force recommendations, including revenues based upon the rates utilized in the Surface Water Taskforce illustration. Significant changes are as follows: 6002 Temporary Salaries & Wages — An error has been corrected and funding is provided for a 6 month intern (as in the previous year) and two new 3 month interns to conduct a pond inventory. 6003 Overtime — Overtime has been reduced to reflect the proposed change from a leadworker to salaried supervisor. 7705 Subscriptions & Memberships — Subscriptions & Memberships has been reduced to the correct number. 8002 Improvements to Land — Improvements to Land has been increased to include a number of drainage, flooding, and water quality projects that engineering staff feel are important to address in 2005. Overall the new proposed 2005 Water Resources Budget has been increased by $734,561 over what was in the 2005 Manager's Budget which was distributed last week. Also attached is a cashflow projection (Exhibit 2) for the Water Resources Fund. In summary, the cashflow illustrates that with the rate increases outlined in the Surface Water Taskforce report, marginally sufficient funds will be available to fund the 2005 Budget, proposed amended Medicine Lake Plan, and the phase-in of a pond and wetland cleaning program. To accomplish these items, the fund will see a drop from a 2004 beginning cash balance of $3,160,000 to approximately $913,000 in 2012 (staff would like to see the fund maintain a fund balance of at least $1,000,000 at all times). The fund would then see a slowly increasing cash balance and have the capacity to fund unforeseen projects. Additional handouts will also be provided at next Monday's budget meeting regarding the Medicine and Parkers Lake Plans, breakdown of proposed rate increase, and analysis of possible Basset Creek funding. These items have not been included in this packet since they will require extensive verbal explanation and dialog. Exhibit 1 2005 Water Resources Budget 2004 2005 Requests Budoel Budget Description Revenues 4207 Grams From SVCty/Region 850,000 0 4242 Contributions From Other Municipalities 6,500 4338 Utility Penalties 15,500 14,000 4368 Surface Water Utility- Residential 120,000 805,000 4369 Surface Water Utility - Commercial 950,000 1,045,350 4703 Miscellaneous Rewnue 1,000 2,000 4802 Interest On lnwstmens 65,000 72,963 5899 Transfer From Retained Earnin s 1,104,540 1,049,869 Transfer From Fund Balance TOTAL 3,706,040 2,995,662 Expenditures Amount 06,500 14,000805,000 1,045,350 52:000572,963. 1,049,869 2,995,682 Medicine Parkers Camelot Schmidt Laka Plan Lake Plan Laka Plan eke Pte. 6001 Regular Salaries 8 Wages 430,825 466,596 1 FTE Water Resourcaa Engineer 466,596 1 FTE Water Resources Technician W 7 FTE Senior E Ineerin Techniolan 0 6 FTE Environmental Education Coordinator 0 94 FTE Drainage and Street. Su rvisor 0 5.15 FTE'. Maintenance Workers 0 Tote, 9.39 FTE'n 0 6002Tem ore Selena' 8 Wage. 11,500 24,000 1 six month intern 8 2 others for summer months 24,000 6003 Ow.ime Pe 15,700 20,500 20,500 6021 Medicare 6,526 6,9181 6,918 6022 PERA 6023 Soctel Securll 24,647 27,696 26,679 _ _ 28,878 26,679 28,878 8024Deferted Com nnellon 4,186 4,728 4,128 0361 Gfou Life Insurance 1,908 1,701 1,701 6032 Grou Moa flal/Denlal Insurance 58,282 71,592 71,592 6033 on. -term Disabili 63 0 0 8101 OR Su lies 500 500 500 6107 Public Information Materia 1a 80,400 75,400 Environmental Education MP 37,000WaterConservationMP54,500 Med. Lake Education 24,500 24,500 Parkers Lake Education 7,900 7,900 Schmidt Lake Education 1.5001 1 1,500 6205 Safely Equipment 8 Cl ing 2,000 3,000 3,000 6302 Horticultural materials 4,800 8,000 6,000 6309 Lumber 400 3,000 3,000 6310 Concrete 8 As halt 5,000 5,000 5,000 6312 Concrete Dia sal 0 6314 Drainage Materials 15,000 25,000 25,000 6401 Small Tools 1,500 2,000 2,000 6402 Mirror$ ui ment 7012 Public UN' canbact 7013 Other Professional Services 137,500 135,000 Erosion Corrections MP 40,000 Water UM-d'lnwnto MP 20,000 Recreatlon S Wildlife /Water Mane ement Lake Camelot 5,500 5,500 vatic Plant Introduction Plan Item $ II -2e 535,000 35,000 Mad. Lake Rough Fish Remowl II -2a 10,000 10,000 Schmidt Lake natio Psnt harve.tin 5,500 5,500 Small Dreina a Pro s 19,000 7101 Posse 500 500 500 7104 Mobile Tele hone 500 Purchase of 2.5 N.M.I Phone. 500 7502 Weed Control 150,000 131,500 CuA leaf Pondweed Control Parkers Lake 170 6,000 8,000 Aquatic Plant arses an tem :I-1, 47,5 2 , 1000 Cu aaf Control, Chemical Plan Item e: III -4 590,000 90,000 Parkers lake A mW ma emenl an<nwnt /earn in 5,000 5,000 Schmidt Lake Aquatic managementplan/1-tory/sampling$5,500 5,500 Street Cleaning123,000 121,500 Spring street twee I 50,000 Vawum Assist Street Sweeping, C' wide 50,000 Vacuum Assist Street Sweeping,Med. Lake 8,000 8,000 Vacuum Assist Street Swee in , Parkers Lake 5,000 5,000 Vacuum Assist Street Sweeping, Schmidt Lake 3,500 3,500 Fell Maintenance Sweeping of Ci Properties around lakes 55,000 Dralnwa Maintenance 13,000 40,000 Contact Mana ement 40,0007513WaterSamlas95,000 90,000 Ci Wde Teetin 337,500 Med. Lake: Surface Water Ouali Water Monitorin 111-1b 45,000 45,000 Md. Lake E ui ment Re acemenl III -1b 5,000 5,000SchmidtLakeWaterDual' Teadr /Monitonn 52,500 2,500 Rental Private E ui marl 12,000 30,000 Rentin Dralne e E ui ment 30,000 Rental C E ui ment 132,302 137,594 137,594 Em ee Trainin 1,800 1,800 1,800 Conferences8Seminars 800 800 800 Subsch Bons 8 Memberships 221,015 215,221 Basest Creek 169,929 Shin le Creek 38,000 Elm Creek 7,042 Water Resources 250 7711 Laundry 41250 4,250 4,250 7717 Contributions to Other Or_Denlx 11 s 160,000 150J000 Irroenllw Program to Indlvkfual./bwlneua. 25,000 Med, Lske Rein .Men, u IarW 1-2 25,000 25,000 III-3Med. Lake Shoreline Restoration GM 55,000 55,000 management Parkers Lake Shoreline eroaianrestoration Lake Proecta 16,000 16,000 Schmidt Lake: BMP'. CIP WR 16 35,000 35,000 7718 Micallanatus 5,000 Miscellaneous 5,000 7737 Goose Removal 17,000 17,000 Goose Remowl, C Wide 14,000 Lake Gamest 1,000 1,000 Schmidt Lake 1,000 1,000 Parkers lake Gooae Removal 1,000 1,000 80021m rowmenl to Land 1,863,050 1,091,100 Channel Stabilization -Parket. Lake -Nie are 89th 35,000 35,000 P mourn CmIjWest Med Pi Re lacement 60,000 Vel Fo Pond Dralne elm rowmens-flootl related 62000 52nd An Dreina elm rovements-flood related 53,000 BRA Erosion Stud 15,000 Moons Lake Outlet 10,000 Lost Lake Outlet 10,000 Plymouth Ponds Apartments 29,500 Timber Croak Erosion Ccnbol Im roramens 100,000 100,000 Jewel Lane Pi Re lacamenl-flood related 56'600 CR 61/CR 9 Eroabn Site 350,000 350,000 Jon u8/Iws Dreina ewe 20,000 PI mouth Creek Divernbn end Water Qua18 Pond 5275,000 275,000 Outlet for Boulder Rid a Wetland 25,000 8004 Machine 8 Equipment 43,250 41,000 Automatic Wale, Sam lar 4,000 Trench atter 31,$ 8000wCom Seer Camera Wheels (50% at share with 502-1730 000 8302 Data Processin Allonlion 22 179 49,641 549,641 8304 FacFM Mana emenl 9,759 10,418 10,418 8309 Mobile Tele hone AlIc tion 7115 765 General Fd9101Transfertoun 1,5001 15,0001 15,000 9501 Trantter to Water Fund 0502 Tran.br 10 5 -of FunU_ 11 3 10 1,30 10,300 10,300 10,300 10,3001___ TOTAL 3,709,440 3,087,182 $3.087.182 1.047,500 75,900 6.500 54,500 Total PW Maintenance Projects (Does Not Include Salaries) • Total Medicine Lake ...> $1,047,600 Total Parkers, lake-- $75,900 Total Lake Camelot-- $6,600 Total Schmidt lake-= $64,600 2005 Water Resources budget SPreedahest.xls Water Resources Fund Cashflow Projection 8/19/2004 Exhibit 2 Cs&hflsn Pcojatius I.,-, R.- 3.25% 3.75% 4.25 % 5.00% 5W% 500% 5M -A 5.00% 5.00-1. 5.00% 500% 5Ow% 5.00-1. 5.00% 5.00-1. 5.00% 5.00% 1,556,500 2004 2m 20116 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 @ei!innine Bslssa 44,084 7,160,000 2,518,346 1,375,262 1,009,205 1;146,613 1.218.694 1078,829 962,961 919,]]1 913,089 947,047 1,026,098 1,155,040 1,339,034 1,581,613 1,894,804 2,241 237 Ft - Star -Uglily Fas 0.01 1,609,000 1850,350 2,022,473 2,198,384 2,387,44.5 258503 2,689,027 2,]96588 2,908,452 3,024,790 7,145,782 3,271,613 3,402,477 7,538,576 3,680,120 3,790,523 7,904,239 Cmnibmiw Fmw Medicine L ke 66,464 6,500 65m 6,500 6,500 6,500 79,362 81242 84,195 86,720 89,322 9? 002 91,762 T-fm 0.03 35,6M 36,668 37,768 Utility P.Wtics 40,068 14,000 14,000 14,000 14,000 14 000 14,000 14,000 14,000 14,000 14,000 14,000 14,000 14000 14,000 14,000 14,000 14000 Fading From Beset C -k WSD 2901109 850,000 3,051,811 3,130,466 200,000 90200 42,000 1469,398 3,560-580 3,65]497 Endive Bala, 2,518,346 1,375.762 1,009,205 1,146,613 1,218,694 1,038,829 962,961 T..Ier IWMivc 913,089 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2.000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 Imam Fynirsgs 6,846 71247 49,14] 47,154 54,942 53,647 46434 45 530 44,314 97 4 5 52 808 60 441 70 894 81 450 100 489 118 305 ToW Rueeven E.-- 2,558,346 1,944,092 2,094,080 2468,038 2,555087 2,697,250 2,753,461 2,858,118 2,968,]66 3,085,]69 2097, 7 3,,517 3,340,421 7478,918 3,625,471 3,780,569 903],012 4038,544 0-6eaPa&es&1 Smi- 003 652,093 671656 691,805 712,560 733,936 755,955 778,633 801,992 826,052 850,833 876,358 902,649 929,729 957,621 9M349 1015,940 M-uh & Su is 003 E -i -,l Ed ... 6m 37,00078,110 79,257 40,431 41644 42,893 44,180 45,505 46,870 48,277 49,725 51,217 52,753 54,336 55966 57,615 w -C-..-4,500 4,635 4,7]4 491752175,065 5,373 5,534 5,]00 5,871 6,048 6,229 6,416 6,608 6,807 7,011 esaOd. Mial&&Supplies 44,300 45,835 47,210 48,626 50,085 51,588 53,175 54,729 56,371 58,062 59,804 61,598 63,446 65,350 67,310 69,330 TOW Mssaisls&Supplies 86000 88,580 91,277 93,975 96,794 99,698 102,688 105,769 108,942 112,210 115,5]] 119,044 122,615 126,294 130,083 133,985 TOW CIP- POM& Dniwge Improvements 771,190 100,000 100000 100,000 200,000 200,000 200,000 200,000 200,000 200,000 200000 200,000 200,000 200,000 2KOW 200000 TaW Capital 1,556,500 772,500 476,000 457,000 669,000 430,000 430,000 430,000 430,000 430,000 430,000 430,000 430,000 430,000 3:0.000 430.000 Clewing POM&Urda Agsmmen[ 0.03 44,084 90,813 140,306 192,687 248,085 255,527 267,193 271,089 279,221 287,598 2%,226 305,113 714,266 33694 333,405 Clewing Other Pads end Wetlands 003 66950 177,917 213,082 292,632 376,764 388,067 399,709 411,700 424,051 476,773 9,876 467,772 47]2]3 491592 506,339 s 9.93 60,924 62,649 64,528 66,464 68,458 70,512 72,627 74,806 050 79,362 81242 84,195 86,720 89,322 9? 002 91,762 T-fm 0.03 35,6M 36,668 37,768 38,901 40,068 41,270 42,508 43,784 45,097 46,450 47,843 49,279 50,]5] 52,280 53 848 55,463 TOW Espensa=> 3,200,000 3,087,182 2,460,136 2,330,631 2483,005 2,877,115 2,829,329 2901109 2,975,"8 3,051,811 3,130,466 7,211,480 3,294924 3,380,872 1469,398 3,560-580 3,65]497 Endive Bala, 2,518,346 1,375.762 1,009,205 1,146,613 1,218,694 1,038,829 962,961 919,771 913,089 94],04] 1026,098 1,155,040 1,339,034 1593,633 1,894,804 2,241237 2,625 284 Water Resources Fund Cashflow Projection (2005 Budgel).ds 820/2004 10:52 AM DATE: August 13, 2004 TO: Mayor and City Council FROM: Laurie Ahrens, City Manage ,___- SUBJECT: Proposed 2005 Budget and Study Sessions Enclosed are some additional materials relating to the proposed 2005 budget: 1. 2004 Salary Census 2. Employees by Fund 3. 2005 Increased Service Requests 4. Budget Summary used for employee meetings in June 5. Employee survey results on 2005 budget 6. E-mail on process for human service funding requests 7. Sun Sailor article on The Tree Trust program 8. Minnesota statute on lawful purpose expenditures for local gambling tax Please keep these materials with your proposed budget as we may refer to them during the budget study sessions. The first budget study session will be held on August 23 at 7:00 p.m. in the lower level of City Hall. We are proposing to do a general overview of the budget and specifically the General Fund, and to get your direction and questions. We plan to spend time at this meeting discussing two specific issues — the Water Resources Fund (Surface Water Fee and specific projects), and Street Reconstruction bonding options. Research on these issues is underway and will be sent out in your packet next Friday. At the second budget study session on August 31, we will respond to questions, cover the General Fund in more detail, and cover all other funds. At the third study session on September 7, we will conclude the budget discussions and review the proposed 2005- 2009 Capital Improvement Program. This is obviously a tentative agenda as issues raised by the Council could change the agenda. Please call me or Dale with any questions as you review the proposed budget. 2004 Salary Census Data as of July 29, 2004 Grade Level Employee/Contract Group 2004 Salary Range No. of Steps Employee Count in Grade Annual Salary by Step Average Annual Salary in Grade by Employee/Contract Group 5C Clerical/Technical/Professional 29,578 - 40,248 8 1 1 -40,248 40,284 6C Clerical/Technical/Professional 31,034 - 42,245 8 29 1 -31,034 40,880 2-36,837 1-38,750 4-39,915 4-41,059 17-42,245 6M Maintenance 34,653 - 43,742 7 45 2-34,653 42,856 1-36,338 1-37,939 1-39,541 1-41,142 2-42,889 37-43742 7C Clerical/Technical/Professional 32,406 - 44,096 8 6 1-36,442 42,820 5-44,096 8C Clerical/Technical/Professional 33,779 - 45,989 8 7 1-37,981 44,339 1-43,451 5-45,989 8NR Non -Exempt, Not represented 34,029 - 46,800 9 2 1 -42,536 44,668 1-46,800 8M Maintenance 38,376 - 45,448 7 3 3-45,448 45,448 83 Non -Exempt Non represented 34,029 - 46,800 9 1 1 -36,171 36,171 10C ClericalfTechnical/Professional 36,483 - 49,650 8 4 2-41,018 45,334 2-49,650 10M Maintenance 42,453 - 46,634 7 6 6-46,634 46,634 10NR Non -Exempt, Not represented 36,774 - 50,565 9 1 1 -50,565 50,565 11 NR Non -Exempt, Not represented 38,397 - 52,790 9 1 1-52,790 52,790 12C Clerical/Technical/Professional 39,686 - 54,018 8 8 1-39,686 48,065 1 -44,616 1-47,070 2-49,546 3-54,018 12NR Non -Exempt, Not represented 39,998 - 55,016 9 1 1 -55,016 55,016 13NR Non -Exempt, Not represented 41,350 - 56,867 9 1 1 -54,288 54,288 14C Clerical/Technical/Professional 42,328 - 57,616 8 3 1 -50,232 53,574 1-52,874 1-57,616 16C Clerical/Technical/Professional 43,659 - 59,426 8 22 1 -50,565 60,194 2-57,845 3-59,530 16-61,214 2004 Salary Census Data as of July 29, 2004 Grade Level Employee/Contract Group 2004 Salary Range No. of Steps Employee Count in Grade Annual Salary by Step Average Annual Salary in Grade by Employee/Contract Group 16P Police Officer 42,515 - 60,611 7 41 3-42,515 55,211 3-45,074 3-47,424 2-51,626 9-55,702 7-57,928 14-60,611 16S Exempt, Not represented 46,116 - 63,409 9 4 1-54,762 60,527 1 -60,527 2-63,409 17C Clerical/Technical/Professional 46,592 - 63,419 8 4 4-63,419 63,419 17NR Non -Exempt, Not represented 47,008 - 64,646 9 1 1-63,170 63,170 17P Police Officer/Investigator 54,018 - 63,024 7 6 1-58,115 60,404 4-60,320 1 -63,024 17S Exempt, Not represented 47,745 - 65,649 9 4 1-59,681 63,784 1-64,157 2-65,649 18C Clerical/Technical/Professional 48,464 - 65,978 8 2 1 -64,147 65,063 1 -65,978 18NR Non-exempt, Not Represented 48,922 - 67,267 9 2 1 -62,691 64,220 1 -65,749 18P Police Sergeants 64,854 - 71,843 4 11 2-64,854 70,230 1 -68,078 8-71,843 18S Exempt, Not represented 49,652 - 68,272 9 12 1-49,652 65,815 3-67,168 1-66,720 7-68,272 20S Exempt, Not represented 57,111 - 78,527 9 9 2-67,819 75,156 1-73,173 2-76,642 4-78,527 21S Exempt, Not represented 60,304 - 82,918 9 5 1-75,380 80,657 1-79,149 3-82,918 22S Exempt, Not represented 64,055 - 88,075 9 2 1-80,068 82,070 1 -84,072 24S Exempt, Not represented 71,427 - 98,213 9 1 1 -93,749 93,749 26S Exempt, Not represented 78,507 - 107,947 9 6 1-98,133 105,922 1-105,483 4-107,947 27S City Manager 82,710 - 114,300 1 1 - 114,288 114,288 2004 Salary Census Data as of July 29, 2004 Grade Level Employee/Contract Group 2004 Salary Range No. of Steps Employee Count in Grade Annual Salary by Step Average Annual Salary in Grade by Employee/Contract Group 30 Computer Support Specialist 40,543 - 58,281 11 1 1 -58,281 58,281 34 Systems Analyst III 52,441 - 75,383 11 4 2-73,745 74,564 2-75,383 36 IT Asst Manager 56,177 - 80,754 11 1 1-70,221 70,221 38 IT Manager 66,416 - 95,473 11 1 1 -95,473 95,473 a. I n z n cn n N v icnm n a aD omm v_-po> a O D Fn m x m O m m D D m m O, 7 m O O Nn W— W W D O O rn D D r z Sn o n' n m 3 u, 3 3 z r' m N p I m m m m v, CD m fD vi. 90 2.0 =' c F D 3 C rn z D C 0 U v. s o 3- i,' Cr Dn N z z Y n c n c X m o 0 CD m D v T c Corn z z m cn z O O z to v 0 m-- v CD D o' ri D m zv m m c v v O m 3 X, o c z c z M z vDmmOC0mzrNO O G7 z v m rn cmrnzcnz Z n z z co Z o n° c cO C)v v 00 N N N O O A O O A T N Ln N A w N V' V tOD A W N O C) O Cb W A cnw Cn N s O O m CA N CO CO 4 wVOCnU1A N A O O A O O W 4 W W W A A N t0 CD N V pOj CD W W O CA OCn N N A r A O CO W NQ) W cn A O A N CO N I w wWW CT Cn Q N NN N A A I O W A W AN(OQN-•-1 MAvW'-I? OA Cn Cnf!t co A y N O A O A N CO O N V wcoIW1CLn N Cn wcn s O W A co Po W N v W A OD A N p N v Ul cn Cn Cn D p v OD N 00 W A W A N N N W CDlaNAv(, n A v CT Cn CD GJcn A O A V OO W A O p W N N N W N CNNNI Cn T Lnn O CTi CD O W O? tD CT W N N N W CN Cn W cn A V W co Cn A WM N Q Cn Ch N N N OOADOCONQ1OSAWWAOW N T W Cn A W Cn CM W Cn CT A M N O O) Cn Cn T W N j N N W N roN CDO OW A O A Cn A 00 N W co W A Cn A w N A O) Ui A T W N N N W NN NO IO O O) O W W O CT W 0) O Cn Cn W N Cn P w Cn D W W Cn M A M IV Cn W Cn r 6.0 7/29/2004 2005 Increased Service Requests Mgr Dept Appvd Priority Det Program Fund Activi Account Amount Description N 2 Admin Cit Council 101 1110 7201 2,000 Business initiative N 3 Admin Administration 101 1110 7701 200 Additional PBC N 1 Admin Human Resources 101 1150 7013 800 Recruitment tracking start u Y 6 CD Planning 101 1220 6001 3,000 Comprehensive Plan Update Salaries Y 6 CD Planning 101 1220 6003 1,000 Comprehensive Plan Update Overtime Y 6 CD Planning 101 1220 7101 1,000 Com rehensive Plan Update Postage Y 6 CD Planning 101 1220 7201 5,000 Comprehensive Plan Update Printing & Publish N 6 CD Planning 101 1220 7018 100,000 Comprehensive Plan Update Y 1 CD Housing Code 101 1232 7201 1,200 1 Costs to publish 100 Housing Maint Code books Y 2 CD Construction Ins 101 1233 7705 100 Membership to MN Assoc B.O. N 3 CD Construction Insp 101 1233 8003 7,000 Laptop wireless computer N 20 Parks Park Administration 101 1310 7013 1,000 Gold metal video consultant Y 12 Parks Park Maintenance 101 1321 6214 3,000 Increased deer control Y 22 Parks Park Maintenance 101 1321 6216 2,500 1/2 of new labor cost for summer program Tree Trust Y Parks Park Maintenance 101 1321 7013 8,000 Additional ICWC - 1 day week - 6 months Y 11 Parks Park Maintenance 101 1321 7104 2,400 12 new phones for parks crew Y 29 Parks Park Maintenance 101 1321 7406 900 Garbage disposal Y Parks Park Maintenance 101 1321 8309 3,672 Mobile Phone Allocation for new phones N 30 Parks I Park Maintenance 101 1321 7507 1,200 Additional dirt work N Parks jPark Maintenance 101 1321 7601 2,250 Mileage for Mark Peterson in lieu of City vehicle N 8 Parks Park Maintenance 101 1321 8004 24,000 3/4 Tonpick-up N 6 Parks Park Maintenance 101 1321 8004 18,000 1/2 Tonpick-up N 31 Parks Park Maintenance 101 1321 8004 15,000 1/4 Share of man lift N 7 Parks Park Maintenance 101 1321 6001 21,320 1/2 Time secretarial position N 1 2 Parks Park Maintenance 101 1321 6002 36,000 3 7 month seasonal positions N 10 Parks Park Maintenance 101 1321 6101 2,000 1/4 share of plotter N 16 Parks Park Maintenance 101 1321 6103 700 Digital camera for supervisor N Parks Trail Maintenance 101 1 1322 6302 2,000 Horticultural materials N 28 Parks Trail Maintenance 101 1322 7603 13,500 Rent an additional plowing machine N 23 Parks Athletic Field 101 1323 6306 2,000 1 Purcha a additional a lime N 24 Parks Athletic Field 101 1323 6322 6,000 1 Purchase additional playground surface material N 25 Parks Athletic Field 101 1323 7013 10,000 Contractual services installing playground surface N 26 Parks Athletic Field 101 1323 7519 5,000 Chain link fence work N 27 Parks Athletic Field 101 1323 8004 23,000 Pick -Up N 18 Parks Athletic Field 101 1323 8004 23,000 Pick -Up N 17 Parks Athletic Field 101 1323 8004 23,000 Pick -Up Y 11 Parks Forestry 101 1330 7104 200 Cell phone for R. Andreen Y 9 Parks Forestry 101 1330 7703 1,500 ISA Conference for Paul Buck Y 11 Parks Forestry 101 1330 8309 306 Mobile Phone Allocation for new phone N I Parks Forestry 101 1330 6002 8,400 Additional labor for boulevard work N 13 Parks Forestry 101 1330 8004 17,200 1/2 Tonpick-up for summer help N 31 Parks Forestry 101 1330 8004 15,000.1/4 Share of man lift Y 21 Parks Plymouth Creek 101 1343 7525 480 E Qualit cleaning services Y 5 Parks Plymouth Creek 101 1343 7747 400 1 SESAC & ASCAP license Y 14 Parks Plymouth Creek 101 1343 8004 5,800 Floor scrubber N 1 1 Parks Plymouth Creek 101 1343 6001 5,000 Upgrade Sheri's position to Rec Supervisor N 34 Parks Plymouth Creek 101 1343 6402 850 Cart for seniors choir music N 32 Parks Plymouth Creek 101 1343 8004 2,250 (3) Security cameras N 33 Parks PI mouth Creek 101 1343 8004 7,600 Man lift N 35 Parks PI mouth Creek 101 1343 8004 3,360 12 Narrow classroom tables N 1 Finance Accounting 101 1410 6001 2,636 6,126 clerical - 3,500 tem /overtime = 2,636 N Finance Assessing 101 1420 8003 7,000 Laptop for govern field appraisal Y Police Police Admin 101 1510 7701 3,500 Additional Professional Development Training Y Police Police Admin 101 1510 1 8304 36,408 Operating cost new public safety building Y 1 Police Patrol 101 1511 6001 83,442 Sergeant hired in January Y Police Patrol 101 1511 6003 25,000 Reduction in overtime if Sergeant is hired Y 1 Police Patrol 101 1511 6209 760 Clothing allowance for 4 new hires @ 760 ea Y 7 Police Patrol 101 1511 7104 1,200 Additional Nextel's 6 Y Police Patrol 101 1511 7104 3,276 Mobile Phone Allocation for 6 new phones Y Police Patrol 101 1511 8304 59,052 O e ating cost new public safety building Y 10 Police Patrol 101 1 1511 9404 60,000 Anticipated 2006 MDC's 1/2 N 2 Police Patrol 101 1511 6001 56,940 Office hired in January N 4 Police Patrol 101 1511 6001 28,470 Officer hired in Jul N 5 Police Patrol 101 1511 6001 28,470 Officer hired in Jul N 6 Police Patrol 101 1511 8004 34,000 Add'I squad if 4 officers N 9 Police Patrol 101 1511 9602 10,000 SWAT Vehicle replacement Y Police Community Service 101 1512 8304 14,421 Operating cost new public safety building Y 9 Police School & Community 101 1513 7104 200 Nextel hone for sergeant Y Police School & Community 101 1513 8304 8,763 Operating cost new public safety building Y Police School & Community 101 1513 8309 546 Mobile Phone Allocation for Sergeant Phone Y Police Investigations 101 1514 8304 19,893 O eratin cost new public safety building Y Police Emergency Management 101 1520 8304 3,961 Operating cost new public safety building Y Fire Fire Operations 101 1530 8304 7,500 Operating cost new public safety building N 2 Fire Fire Operations 101 1530 8004 26,000 1 4 x 4pick-up truck N 1 Fire Duty Schedule 101 1532 6001 51,402 6th Member of Duty Crew Y 4 PW Street Maintenance 101 1610 7104 500 2.5 Cell phones, other 2.5 in water resources Y PW Street Maintenance 101 1610 7601 470 Mileage for Tom Vetsch in lieu of City vehicle Y PW Street Maintenance 101 1610 7603 26,000 Rental of Conveyor for loading atcher Y 3 PW Street Maintenance 101 1610 1 8004 31,000 Conveyor for loading atcher Y PW Street Maintenance 101 1610 8309 765 Mobile Phone Allocation for 2.5 Phones N 1 PW Street Maintenance 101 1610 6310 52,000 More as halt overla N 2 PW Street Maintenance 101 1610 7013 36,000 Spray atcher rental increase N 7 PW IStreet Maintenance 101 1610 8004 15,000 1/4 Man bucket N 5 PW Snow/Ice Control 101 1612 8004 10,000 Anti ficin s stem to be mounted on dump truck N 6 PW Snow/Ice Control 101 1612 1 8004 2,000 1/4 of Plotter N 8 PW Snow/Ice Control 101 1612 8004 217,000 Covered salt storage building Y 15 Parks Volunteer 101 1810 6001 14,366 Increase volunteer coordinator from 32 to 40 hrs Y 3 Police Other 101 1830 7706 4,000 Clerical upgrades Total General Fund Re uests 1,319,029 Y 19 Parks Recreation 201 1341 7707 1,000 Increased need for scholarships Y 3 Parks I Recreation 201 1341 7717 5,356 Increased contribuiton to SCS Y PW Transit 203 1770 6001 44,669 Transit Coordinator Y PW Transit 203 1770 6001 2,464 PERA Y PW Transit 203 1770 6001 2,772 Social Security Y PW Transit 203 1770 6001 110 Life Y PW Transit 203 1770 6001 8,525 Medical and Dental Y PW Transit 203 1770 6021 649 Medicare Y PW Transit 203 1770 7026 39,440 Purchase of Transit Service Y PW Transit 203 1770 7549 15,000 Transit Facilit Maintenance Y PW Transit 203 1770 9606 2,000 Transfer to Information Technology - New Computer Y CD HRA Section 8 250 1251 7605 1,500 Fuel and maintenance on new vehicle Y 1 4 1 CD I HRA Section 8 250 1251 8004 14,500 Mid size sedar for HRA use Y 5 CD HRA General 251 1252 7717 2,000 HRA contribution to Prism & IOCP Y 7 PW Water Production 501 1720 7703 1,050 1/2 AWWA National Conference N 2 PW Water Production 501 1720 6001 29,268 Plant operator starting 7/1/05 N 5 PW Water Production 501 1720 7013 135,000 A uifier storage and recovery stud N 3 PW Water Production 501 1720 7104 440 Nextel phone for plant operator N 4 PW Water Production 501 1720 8004 13,000 Truck for plant operator Y PW Water Distribution 501 1721 7013 13,000 Leak detection b contractual Y 1 PW Water Distribution 501 1721 7526 30,000 Water main repairs Y 7 PW Water Distribution 501 1721 7703 1,050 1/2 AWWA National Conference N PW Water Distribution 501 1721 7601 375 Mileage for Tom Vetsch in lieu of City vehicle N 8 PW Water Distribution 501 1721 8004 1,000 1/8 Plotter printer N 9 PW Water Distribution 501 1721 8004 7,500 1/8 Man bucket N 10 PW Water Distribution 501 1721 8004 1 19,750 Driveway around 101 Water Tower N 11 PW Water Distribution 501 1721 8004 9,500 Grass seed at 101 Water Tower site N 6 PW Water Distribution 501 1721 8004 8,500 1/2 Truck for senior engineering tech Y 1 PW Sewer 502 1730 7528 20,000 Manhole sealing Y 2 PW Sewer 502 1730 7535 3,430 Generator maintenance contract/Mission Farm Y 5 PW Sewer 502 1730 8004 10,400 1 Mainline reel and cable for sewer camera Y 4 PW Sewer 502 1730 8004 6,000 Sewer camera wheels 1/2 N PW ISewer 502 1730 7601 375 Mileage for Tom Vetsch in lieu of City vehicle N 6 PW ISewer 502 1730 8004 1,000 1/8 Plotter printer N 3 PW Sewer 502 1730 8004 8,500 1/2 Truck for senior engineering tech N 7 PW Sewer 502 1730 8004 7,500 1/8 Man bucket Y 2 PW Solid Waste 503 1740 6107 13,500 HC Grant $13,500 Revenue neutral Y 10 PW Solid Waste 503 1740 6107 800 Advantage design assistance Y 3 PW Solid Waste 503 1740 7013 24,500 HC Grant $24,500 Revenue neutral Y 4 PW Solid Waste 503 1740 7013 4,000 Contract review assistance Y 8 PW Solid Waste 503 1740 7104 200 Mobile telephone Y 7 PW Solid Waste 503 1740 7601 600 Mileage because lack of pool cars Y 5 PW Solid Waste 503 1740 7701 280 Management training Y 1 PW Solid Waste 503 1740 8004 8,000 Site expansion Y PW Solid Waste 503 1740 8309 306 Mobile Phone Allocation for new phone N 6 PW Solid Waste 503 1740 6107 4,000 School outreach N 9 PW Solid Waste 503 1740 8004 2,000 1/4 Plotter printer Y 1 Parks Ice Center 504 1342 6001 7,542 Additional full-time hours needs to be specified) - 3rd sheet Y 1 Parks Ice Center 504 1342 6002 32,000 Additional temp hours needs to be specified) - 3rd sheet of i Y 1 Parks Ice Center 504 1342 6003 300 Additional overtime - 3rd sheet of ice Y 1 Parks Ice Center 504 1342 6021 1 520 Additional Medicare - 3rd sheet of ice Y 1 Parks Ice Center 504 1342 6022 1,907 Additional PERA - 3rd sheet of ice Y 1 Parks Ice Center 504 1342 6023 2,148 Additional Soc Sec - 3rd sheet of ice Y 1 Parks Ice Center 504 1342 6031 50 Additional Group Life Ins Y 1 Parks Ice Center 504 1342 6032 4,500 Additional Health Insurance Y 3 Parks Ice Center 504 1342 6101 100 Office Supplies - 3rd sheet of ice Y 2 Parks Ice Center 504 1342 6203 1,000 Janitorial Supplies - 3rd sheet of ice Y 3 Parks Ice Center 504 1342 1 6204 50 Uniforms - 3rd sheet of ice Y 2 Parks Ice Center 504 1342 6213 500 Park & Rec Supplies - 3rd sheet of ice Y 1 Parks Ice Center 504 1342 6301 2,000 Parts - equipment re air - 3rd sheet of ice Y 1 Parks Ice Center 504 1342 6401 200 Small tools - 3rd sheet of ice Y 1 Parks Ice Center 504 1342 6402 100 Minor equipment - 3rd sheet of ice Y 2 Parks Ice Center 504 1342 6501 5,000 Items for resale - 3rd sheet of ice Y 2 Parks Ice Center 504 1342 7013 600 Game announcer - professional coaches - 3rd sheet of ice Y Parks Ice Center 504 1342 7013 8,000 ICWC - 1 day week - 6 months Y 2 Parks Ice Center 504 1342 7101 50 Posta e - 3rd sheet of ice Y 1 Parks Ice Center 504 1342 7401 60,000 Electricit - 3rd sheet of ice Y 1 Parks Ice Center 504 1342 7404 36,000 Gas - 3rd sheet of ice Y 1 Parks Ice Center 504 1342 7405 6,000 Water/Sewer Y 1 Parks Ice Center 504 1342 7406 300 Refuse Service - 3rd sheet of ice Y 3 Parks Ice Center 504 1342 7525 800 Equality Cleaning Service Y 1 Parks Ice Center 504 1342 7535 2,000 Compressor top end, valves & springs Y 2 Parks Ice Center 504 1342 8004 6,000 Ventless gas water heater Y 4 Parks Ice Center 504 1342 8004 4,200 Carpet center ice room Y 6 Parks Ice Center 504 1342 8004 3,400411 surface cleaning machine Y 5 Parks Ice Center 504 13428004 6,000IBuilding painting Y I Parks Ice Center 504 1342 8101 68,216 1 Principal Payment Y Parks Ice Center 504 1342 8102 78,750 Interest Expense Y Parks Ice Center 504 1342 9603 5,000 Insurance - 3rd sheet of ice Y Parks Ice Center 504 1342 9999 32,534 Reserve for 3rd sheet of Ice Y 2 PW Water Resources 505 1750 6001 5,000 Grade change for water resources tech Y 7 PW Water Resources 505 1750 6309 2,600 Lumber Y 1 PW Water Resources 505 1750 6314 10,000 Draina a materials Y 3 PW Water Resources 505 1750 7104 500 2.5 Mobile phones Y 6 PW Water Resources 505 1750 7736 3,400 More oose removal sites Y 4 PW Water Resources 505 1750 8004 31,000 1 Trench com actor Y 1 5 PW Water Resources 505 1750 8004 6,000 Sewer camera wheels 1/2 Y 8 PW Water Resources 505 1750 8004 4,000 Automatic water sampler N PW Water Resources 505 1750 1 6001 5,000 Reclassify Water Resource Tech Y 1 Parks Field House 507 1344 6002 5,000 Add 10 hr week for cleaning/maintenance Y 3 Parks Field House 507 1344 6402 1,000 Storage cabinet in dome Y 2 Parks Field House 507 1344 8004 3,000 U rade Cushman cart Y PW Central Equipment 602 1760 8004 20,000 Swap loader for single axle Y 3 PW Central Equipment 602 1760 8004 1 5,600 1 On the vehicle brake lathe N PW Central Equipment 602 1760 7601 655 Mileage for Tom Vetsch in lieu of City vehicle N 2 PW Central Equipment 602 1760 8004 10,800 3 Remote grease systems for tandem trucks N 1 PW Central Equipment 602 1760 8004 35,000 Canopy for fuel island N 2 Finance Information Technology 606 1430 8003 400,000 Infrastructure Management Software N 1 Finance Information Technology 606 1430 8003 10,000 Redundant fiber Y Finance Facilities M mt 607 1450 8003 35,000 Floor Sweeper for Public Safety Garage Y 1 Finance Facilities M mt 607 1450 8003 45,000 Routine office replacement Y 2 Finance Facilities M mt 607 1450 8003 52,000 City Hall ice melts stem Y 3 Finance Facilities M mt 607 1450 8003 33,800 Wire Gen Set PIS to City Hall Y 4 Finance Facilities M mt 607 1450 1 8003 10,000 Repair Roof at Fire #3 Y 5 Finance Facilities M mt 607 1450 8003 12,000 Alarm Panel Cit Hall Y 6 Finance Facilities M mt 607 1450 8003 9,000 Re lace Cement Pumps at PW Y 7 Finance Facilities M mt 607 1450 8003 20,000 Re lace Car et Public Works Y 8 Finance Facilities M mt 607 1450 8003 8,000 Re lace Chairs & Tables PW Y 9 Finance Facilities M mt 607 1450 8003 3,000 Software Building Maintenance Y 10 Finance Facilities M mt 607 1450 8003 8,000 D lock Lower Walls Fire #2 Y 11 Finance Facilities M mt 607 1450 1 8003 6,000 Misc Water Damage Fire #3 Y 12 Finance Facilities M mt 607 1450 8003 5,000 Re air Water Problems Fire #2 Y 13 Finance Facilities M mt 607 1450 8003 6,000 Misc Painting Fire #3 Y 18 Finance Facilities M mt 607 1450 8003 20,000 Floor Coating Apparatus Fire #2 Y 16 Finance Facilities M mt 607 1450 8003 6,000 Misc Painting Fire #1 N 14 Finance Facilities M mt 607 1450 8003 2,000 New Sign for Fire #2 N 15 Finance Facilities M mt 607 1450 8003 2,000 New Sign for Fire #1 N 17 Finance Facilities M mt 607 1450 8003 1 2,000 New Sign for Fire #3 Total Other Funds Requests 1,737,931 Grand Total All RequestslRequests 3,056,960 S Budget Summary Employee Meetings June 8 and June 9, 2004 Adding Quality to Life" Types of Budgets Budget — One year comprehensive financial plan for the operations of the City. The budget runs January through December. Capital Improvement Program — A five year capital expenditure plan for the City's streets, water system, sanitary sewer system, park system, water resources, transit system and public buildings. The Budget Process Employee survey and meetings — 6/8 and 6/9 Budget team prepares first draft of continued service budget and distributes to departments Departments review continued service budgets and request increased services — 6/14 through 6/28 Departments meet with budget team — 7/12 through 7/16 The Budget Process (... t, City Manager submits proposed 2005 Budget to City Council — 8/13 Budget Study Session I — 8/23 Budget Study Session II — 8/31 Budget Study Session III and CIP — 9/7 City Council adopts preliminary budget — 9/13 Employee meetings — 9/15 Truth in Taxation Hearings — 12/6 and 12/13 Adopt final budget and tax levies — 12/14 Budget Team Laurie Ahrens Dale Hahn Mike Kohn Bobbi Leitner Jeanette Sobania Pat Qvale Employee Survey Results 2 Work Smart Services More WEB services Increased technology - LOGIS, automated phone system Eliminate paper transactions Imaging of data for the WEB Employee training and employee computer training Changes in Service Processing improvements — how we do things Improved communications between departments Sharing of clerical duties and tasks between departments Contract out work 24 Hour Police service window, longer duty crew hours Greater use of volunteers Budget and Fund Categories 2004 Budget - $56,000,000 in 18 different funds Business Type Funds Water, Sewer, Solid Waste, Ice Arena, Water Resources and Field House — These funds are supported by their own revenues. Internal Service Funds Central Equipment, Information Technology, Facilities Mgmt, Design Engineering, Central Services, Employee Benefits — These funds receive their revenue from other funds for services performed. 9 Categories Levy Supported Funds General Fund, Recreation, HRA General, Capital Projects, and Street Reconstruction — The majority of revenues derived from property tax levy. The levy supported funds receive the most scrutiny from the public since they provide the majority of the basic municipal services that people expect, and have the greatest financial impact through the levy of the property tax. Plymouth Taxes Plymouth has had reasonable taxes despite being at the limit allowed by the State. These are a few of the reasons why: High property values per capita. Growing community which leads to a growing tax base. Substantial commercial and industrial tax base. However, their share is declining. The City of Plymouth is relatively new. Costs will increase as infrastructure ages. Monthly City Costs Based on Average Value Home Police 17.08 Fire 4.04 Parks/Trails/Recreation 10.88 Street Maintenance 9.90 Inspections/Planning 4.27 Support Services/Legal 6.32 Community Services 1.12 Capital Improvements 3.02 Levy for State Shortfall 2.26 Housing & Redevelopment 2.02 Total 60.91 Historical 2000 2001 2002 2003 2004 2005 Estimate Population 65,894 66,675 67,824 68,500 69,200 69,700 Population Increase 2.5% 12% 1.7% 1.0% 1.0% 0.7% Levy Limits Yes Yes Yes Yes Yes No HACAAId 1,851,619 1,852,073 0 0 0 0 Market Value Homestead Cr 0 0 693,763 0 0 711,447 Local Gov't Aid 74,524 74,527 74,570 0 0 0 Revenues 2005 Continued reduced revenues in building permits and park dedication fees Reduced interest earnings Replaced by other sources ? Increase in water, sewer, and water resources utility rates for 2005 What's New in 2005 Tax Supporte&,,'-- Building projects on-going costs Public Safety/City Hall addition Debt service on bonds - $622,400 New operating cost -$150,000 Plymouth Creek expansion New operating cost -$ 25,000 0 What's New in 2005 Personal Services Health insurance increases - Unknown Tails and steps for new 2004 employees - 50,000 Additional risk management funding - 60,000 What's New in 2005 Streets and Squads Street reconstruction levy or new bond issue? 500,000 New laptops to MDT's for squai 150,000 2004 City Council Goals Complete Major Building Projects Plymouth Creek Center lower level Water system improvements wells, storage, and treatment) Public Safety Building expansion Tenth playfield acquisition Plymouth Ice Center third rink 2004 City C Goals Public Safety Initiatives Homeland security LLYMOI Fire staffing Police staffing - increase patrol time and traffic enforcement 2004 City Council Goals Develop Financing Sti Roads Operations Surface Water Quality 2004 y City Counc r. Goals Work Smart Consider operational effectiveness (customer service, process efficiencies, structure, employee development, asset management). As the proposed building expansions are planned, designed and built, changes in these areas should be considered to streamline City services. 2004 City Council Goals Improve Transportation System j Surface Water Address issues with water management organizations, water quality ponds, drainage) Legislative Priorities Budget Focus Issues Overtime (2003 Actual - $428,080) Contractual/Professional Services 2003 Actual - $988,713) Revenues Innovation Other Budget Philosophies Balanced Budget; Revenues = Expenditures Present "Real Budget' to the City Council Budget Calendar and Consistent Working Papers Long-range Approach; Stable; Maintain Service Levels Pay as You Go" Approach vs Bonding Internal Service Funds provide for replacement A Budget Philosophies (c.. d) Use one-time revenues for one-time expenditures Fees/charges — Legally cannot exceed cost of service Look ahead — What do we do when growth ends? Questions? 10 CITY OF PLYMOUTH EMPLOYEE SURVEY RESULTS 2005 BUDGET I .............................................................. The following are results to the 2005 Budget Employee Survey administered on May 19, 2004. 1 ................................. .............................................. ................ - ........... -- .......... ............................ ............................................... CITY WIDE SURVEY SUMMARY THE QUESTION: What would help you to Work Smart (consider operational effectiveness, customer service, process efficiencies, structure, employee development, infrastructure)? RESULTS: Addition of color copier would reduce the time staff in all departments spend printing things on color printers (or in our case running to another department that has the higher end color printers). Also, may help us incorporate more color into our publications that we produce in-house." Web accessed interactive zoning map, so appraisers could check zoning without having to call in." I have wanted to recommend a 'Plan Review Section' that would take all of the plans examiners and have them all trained to do all reviews. This would allow complete coverage when one is out at training or ill. It would also lift the load of sign and grading permits and spread it out a bit." Have the office support staff more thoroughly ask questions before forwarding calls. We often get building code or fire questions that are not planning related. Better use of time and less frustration for the residents." We have Work Smart committee." 1 City employees using their calendars for city business regarding appointments, scheduling, resources and other time -date relationship items." Responsibility of employees being on time, prompt and prepared for meetings and appointments scheduled or arranged." All city employees being required to have a minimum of "Good computer and software working skills" to perform their job functions." More organization throughout the city in relation to organizational management. Development of actual procedures for functions and roles in the organization to include a more extensive employee skill cross -training -program." Mentor Programs for employees that want to excel within the organization which currently appear hindered and restricted by current processes." Develop and implement customer user friendly software for citizen inquiries. The phone system should allow customers to navigate to correct person or speak to "real person" or retrieve or leave message." Assessing division may be to the point that they need to consider their own dedicated support staff to answer phones, pull assessing record cards, etc." More space in some of the cubicles. Some cubicles are so cramped that when you open up your file cabinet you have to make sure everything is off your desk. Also in our area, our printer and copier are so packed together that you have to pull the machines out from the walls in order to fill them with paper. They are heavy and cumbersome." When assessors go out to assess property that has had a permit pulled on it that they should assess the whole home at that time and not just the finished basement, new bathroom etc. Citizens have voiced concern when they have already taken time off work to stay home for the assessor for the permit completion to have to set another appointment again within 24 months for a quartile appointment. I would guess that this would save the assessors time also." Faster printers and more printers." Technology could likely be used to assist in handling basic requests for information, finals, etc. by directing people to the internet or an automated phone system. This may make us more efficient but may also be seen as less user friendly." It makes very little sense to take up to 45 minutes out of each working day to pickup the mail, when the Post Office Department will deliver the mail in the afternoon. It can then be sorted after the outgoing mail has been processed, and be ready for distribution to the Departments at 8:00 a.m. the next working morning." We should look into ways of eliminating some of our paper transactions. For example pay stubs should be electronic as should leave slips." Respond to medicals during Duty Crew Hours. We are already at the station and available. It would make sense that the city would use us on a more regular basis for these along with police." Use of paper work orders." Small maintenance building to store the ice center truck and snow blowers—John Deer, etc." More employee training." I would love to have a lap -top computer assigned to me. Often, there are things that I would take home and work on .... but do not because of the time it take to check one out 2 and get your work projects set-up. I believe the City would get more bang for their buck if appropriate personnel were given the opportunity to have a lap -top versus desk -top." Station Open 24/7." Supervisor Development—training and experiential learning." New logis system—work toward a paperless system that is integrated with in -car computers." Create a POP squad with additional personnel to address on-going community problems." Crime pattern analysis." Adding AFIS (automated fingerprinting) into new buildings booking area." More room in the filing/work room. Too crowded. More planning and personnel on job." On call truck that the person on call could take home with them and be able to respond to emergencies quicker. Mobile laptops in at least one vehicle per division, for better customer service and quicker response in emergencies." A better color printer as ours is very "touchy" and doesn't work consistently. Also, having to run up to City Hall to print off plotter seems to be not good use of time. It would be great having one in Maintenance Facility." Grading plans, plat maps, storm sewer, sanitary sewer, and water main maps scanned into the computer and rectified with our aerial photos." THE QUESTION: What two things would you like to see change in your department relating to city services and operations? " RESULTS: I would like to see our department be more welcoming to new residents, educating them on services, classes and the community in general when they come in to file a homestead. Our front desk person may be the resident's only direct link to the city and what services we provide." I would like to see another system for copying packets and outsource grapevine copying." Regular meetings of key staff to share information and build a sense of team and department." Periodic meetings with communications and related functions with the goal being to look for ways that we can better work together, share ideas and create awareness of emerging issues, upcoming events and opportunities for collaboration." Those functions that are not entirely inter -customer based be allowed to have more flexible hours. Plan reviews can be done from 7:00 AM and still provide service to customers at the counter. A lot can be done that first hour (7:00 to 8:00), and there would be minimum impact on service the last hour (3:30 to 4:30)." 3 Simplify planning staff reports to allow more time spent to better assist residents and do more actual planning work." Improve post -approval (after city council) handling of developments—process is awkward and unclear for applicants after they receive their approvals." More automation for routine services such as utility service orders, homesteading to allow residents to complete at home on computers and download or e-mail to us. Freeing time up to deal with problems." Improved communication between departments regarding changes in procedures and problems." I feel that IT has the capability and internal experience to offer greater services to our residences. Knowing cost and budget constraints are of concern, I am positive that a satisfactory business plan and business case could be presented that would allow an expansion of service" to our customer both commercial and residential. This expansion of services could include offerings that would generate revenue for the city, increasing the city base gross revenue, show ROI and provide the ability to maintain our current tax base for several years, putting us farther ahead of many other cities in technology and community service offerings." Organizational communication and support for services instructed to deliver and not backed up upon implementation. " Have mail delivered by post office rather than being picked up by Finance. Use our technology to its fullest—phones, e-mail, computers, etc." Meter reading technology upgraded to radio read technology." Improve response time on meter repairs. We continue to add accounts to the list and it never gets any shorter. Perhaps another part-time staff equivalent should be added to this assignment through public works." Get rid of assessing cards. Isn't all the info on the Govern system? Why are we keeping up two types of data? If we could eliminate them we would have more space in the area." Download info from the county for homesteads instead of manually entering all the info in. Download bank file into "Cayenta" for reconciled checks." Review sharing of clerical duties and tasks between finance and admin." We should look into ways of consolidating software. There are packages that could be reduced or eliminated thus providing a cost savings to the City." Continued growth of online services for citizens and customers." Convert pay stubs and leave requests to online forms." Longer Duty Crew hours (more coverage) weekends? We have proved a quicker response time." Athletic field users/coaches pick up their own teams adhesive tape and orange peels and water bottles." Athletic field restrooms cleaner and brighter." No free meeting rooms. We spend hours to clean and repair these rooms. People need to understand this all costs money."' Small fee to use meeting rooms." Paperwork process review." 4 911 hang-up from payphone response review." Increased service to the apartment dwellings for the Crime Free Multi -Housing Program." An effective crime prevention program for local businesses." A civilian Crime Analyst." 24 hour service window." Greater use of volunteers for crime prevention, best practices, grant management, etc." Plow routes divided evenly." Water breaks/Digs contracted out to allow us to concentrate on preventative maintenance that has been neglected for years." These maintenance programs will minimize the number of digs in the future, thus saving money." Charge more for copies, we are lower than other cities." Charge a fee for city maps now handed out at the counter for free." Don't worry about pink slips (personnel action forms)." Put more personnel on jobs and then move on." Creation of a Superintendent of Water and Sewer." Rename division from Water and Sewer Division to Utilities Division." Keep the transit development and issues in Administration, instead of split between two departments." Fining residents for watering on incorrect days. I don't think we enforce this and when we have to borrow water from another city I think we should penalize offenders." Tool crib attendants for better tracking of vehicles keys, tools, products received." Wetland buffer enforcement creates significant cross-over between Community Development and Public Works. Wetland buffer enforcement is becoming a larger issue as residents sod, rock, plant and fill wetland buffer areas intended to remain natural as part of wetland mitigation." THE QUESTION: What two things would you like to see stay the same in your department relating to city services and operations? " RESULTS: The hiring/application works well however we still need to be able to provide that application process on-line." The information desk/switchboard rotation seems to work well." The maintenance of the web site. Various staff members have different responsibilities — posting agendas, reports, announcements, events, city code, etc. This really helps us stretch resources available to maintain the web." 5 Assignments from elected officials going through the city manager before they come to staff. This helps screen requests and allows the manager to determine whether the request is appropriate and a good use of taxpayer resources." Development Review Committee." Responsiveness to residents is fairly good, even when residents are difficult." Keep existing housing programs—don't reduce funds to HRA." The size of our workforce and the people who make it up. I feel the city has an IT Division group of extraordinary talents that are most often unrecognized." EbVloyee°remcrte-busines's-services"= HOWevei`making if more available to all " employees." Provide the answers to customer question in a positive and friendly manner." Provide services at a reasonable price, not necessarily the cheapest." Current department leadership is very strong." New Years Eve party." Handicap cleaning groups." Shift configuration." Service orientation." The high quality of employees that work beside me." General day-to-day operations." General department structure—I believe that current structure meets the community's and city's needs." Neighborhood Traffic Calming project." Flex Time – I think it has worked out just fine." THE QUESTION: Please list any new services you think the City should consider providing. " RESULTS: We are often asked for License Tab services." Field inspections starting at 7:30 AM during `the construction season' (Mid-May to September) would be a great service to many of our customers, both homeowners and contractors." Continue to work on getting additional info on the web-site. Specifically, zoning info would be helpful." Wireless Services "Hotspots" across the city. First wave offerings to incorporate Public Safety Police and Fire units. Second Wave offerings to the community businesses with possibility of partnerships and/or subscriptions. Third wave offerings to residence through subscriptions and free services in city public owned spaces such as parks and city facilities." City internal employee web site services for employee to employee news, advertisements and events. Availability of this services to employees from home (remote locations)" Motor vehicle licenses? Cost vs. Revenue?" 6 Have a more user friendly voice mail for when a resident terminates or sets -up utility coverage." I don't think that the City should consider providing new services unless they fully pay their own way. We should work on doing our current tasks better and more efficiently." City-wide wireless access of computer applications for police, fire, street crews, etc. for increased efficiency of work flow." EMS with Fire department." More maintenance staff on weekends." City/Resident picnic. Get to know each other party." Rapid notification to merchants regarding possible criminal activity." Continued advancement of e -services on web site." Right of Way Ordinance (in process). Charge people for extra recycle bins, not to make money but cover the cost for the extra. Give the ones at homesteading free then charge for the replacement cost for the rest." We already provide more services than other communities! I was surprised at how many benefits this city has for their residents." The residents are already getting their "monies worth" and then some." More consumer education on the use of water and water quality/quantity." THE QUESTION: Are there any new revenue sources the city should consider? " RESULTS: Charging for street maps and notary fees." Increase the sign permit fees." Increase application fees, especially for more in-depth applications such as plats, re- zoning, etc." Day care service for employees and residents. Drop in or full-time." Wireless Services as previously mentioned." ISP Services Similar to that of Wireless Services." IT Consulting or Training Services to other cities less funded." Review fees for senior programs, including newsletters for seniors, PCC usage and expenses, to ensure that they are paying their fair share. Many seniors in Plymouth have the ability to pay." Maybe we should start charging a fee for when a resident wants two bins or when they lose their recycling bins." Broadband Internet for Residents and Businesses." Wireless Internet Service Provider (WISP) similar to Chaska or Buffalo, serving business and residential customers." Always consider user fees." Selling trees and shrubs make a few dollars and help the residents plant for the future. Everyone loves a tree." 7 Disturbance dispersal fees when there is a large illegal gathering at a residence." COPS grant money for in -car computers." Proactive and preventative maintenance will produce revenue in the future if performed regularly." We hand out too many things for free. Maps—all maps should be charged. At present, we lose money handing out information which some of it could be in revenue." They, should collect on the "Water Ban" violators. It goes on paper and then it stops." Charge a $1.00 or whatever for all the free permits." Charge -a$1 fl0'orwhateve r for`Muich and Compost—no matter what amount is being picked up." Drainage tax for up -keep on systems." Raise tiered rate structure pertaining to water consumption." Right-of-way permit fees." ' Selling mulch and compost at the maintenance facility." Billing the School Districts for staff time, billing residents for drainage related on-site inspections which are not part of the City infrastructure." THE QUESTION: If necessary for budget reasons, what one service/program (we currently provide) would you eliminate? " RESULTS: I would eliminate the little gifts at the counter (pens, paper clips, etc. etc.). Residents often make comments about their tax dollars at work when they see things like that being given away." Eliminate Bachman's plant service to Plymouth Creek Center and change the salt -water tank (which is very beautiful) to a regular tropical fish tank to cut down on the monthly maintenance fees." Child Safety Seat Check -Ups." Reduce funding going to ice center 3rd street—used a lot of park dedication money for it." Staying open late on Tuesday nights till 6:OOPM." Excess Park and Recreation Programs." Overtime—manage personnel and work schedules to accommodate work load. Change schedules as necessary." Recreation programs that have minimal participation or those with a high net city cost." I believe we could greatly reduce the number of outdoor ice rinks maintained. This would eliminate the need for as much year round labor. New park maintenance staff should be seasonal to cover the summer peak." Each working day we have two Fire Department vehicles with duty crews circling the City as they call on Home Depot, Dairy Queen, Culver's, etc. This prematurely wear out and exposes $400,000 plus valued vehicles to accidents and burns fuel in a time of fuel 8 shortages and high costs. It would make more sense to keep the fire vehicles under cover in the Fire Station, and ask the Duty Crews to work on routine matters. I have not observed other Fire Departments engaged in our patterns of vehicle utilization." Eliminate the free meeting rooms. I feel the city should cover their costs for this." Best Practice Alcohol Training—very valuable, but it does take a lot of time." Best Practices training for alcohol and tobacco." I think education is important but I think some of the wetland/water resource training could be cut down. It seems three people in our department are super busy with this area. Maybe just cut out 1 or 2 events or classes. It takes time and money to keep doing so much plus it keep escalating." Recycle area." None." Sprinkler head replacement. They are placed next to the road in city road right of way and I honestly think the city should not have to pay residents for damages done to property in right-of-way." Sump pump permitting." Public Education. Everything except Public Safety." THE QUESTION: Any other comments or budget questions/suggestions are welcome. " RESULTS: When an employee is given a menial job like photocopying, supervisors need to consider how much the city is actually paying "per hour" for such jobs to be done. Why not hire someone on a part-time basis rather than pay office support salary or more to do tasks like photocopying and minute taking." Eliminate meals for council functions. Also eliminate pop, bottled water and snacks and replace iced tap water in pitchers. The pop/snack machines are available for all in the lunchroom." Flower fund for death of a parent or parent in law, brother, sister or child." Other areas to reduce budget in the organization is to reduce waste in many areas such as the following: o Printed – Copied paper waste: excessive and unnecessary printing is a huge expense for the city, not to include all of the space we use up to store boxes and cabinets of paper. All required retention method concerns have been addressed by the government and the IRS; there is an alternate solution for all that we do here. Printing also is an environmental concern for every tree we lose. We are in 9 the times of the "Digital Age"; we have the capabilities to save a tree, let's start an example of what we boast of our environmental concerns and programs. o Buying and Bidding — Through recent research, it has been found that in many cases we pay two to three times more for the contract work we pay for because "it is easier to use who we have always been using". Many of the supplies we purchase we are paying twice every day market value for... Why? Let's get someone internal to become the buyer/bidder for the city and lets start saving huge here." o . "Employee. functions:. L.feel the,city should allow, the return of employee functions back as an employee incentive. Design and structure the program to encompass a fee for the events as in the past without requiring city funds to support them. Attempts to maintain extravagant events are the reason for past public digression. Make the events simpler and enjoy,life a little more." Need some morale boosters—potlucks, ice cream socials, etc." Continue to look at new and efficient ways to do business. Change is often good, don't just do it that way because we always have." The work smart program may need to include the use of a professional consultant at some point to provide and outside view on issues the city identifies and is unable to resolve on its own." I think overtime should be controlled more tightly. I think there are a number of cell phones that could be eliminated. We should look at getting more fuel efficient vehicles in our fleet." As a new citizen, the financial information provided in the Financial Extra was of great interest. Thank you for the opportunity to share our ideas!" Postage stamps for personal use should be purchased at the Post Office rather than from the City cashier. I do not believe this service should be offered. It not only wastes the cashier's time, but also the person who has to keep us supplied." Stop Duty Crews from driving large fire trucks all over town using fuel, wear and tear and potential for accidents. Have Duty Crews respond from fire stations and do maintenance instead of driving around." A real city center would be nice. Something like Maple Grove ." Rolling recycling bins would be very nice." A number of cities have the rolling recycling bins—I think more people recycle more because it's easier." Due to budget cutbacks during the past couple of years, funds previously allocated for the Charitable Giving Campaign were eliminated. The Charitable Giving Campaign is an important effort to raise donations for organizations that benefit our local community and the greater Twin Cities at large. For this reason, I believe the campaign is worthy of funding assistance from the city and would like to see a budget allocation for the campaign reinstated." Budget for more staff in Engineering. The staff / resident ratio is not at pace with current demands. It's almost impossible to discuss work related issues with Mangers due to their workload. Add a Traffic Engineer at a higher pay rate than is currently advertised." 10 Page 1 of 1 Laurie Ahrens To: Council Members Subject: human service funding requests For several years, the City Council has expressed interest in simplifying the review process for social service agencies' funding. As you know, a variety of social service agencies receive funding from the City General Fund and/or Community Development Block Grant (CDBG), which are federal dollars. Because the funding years differ between the City and the federal government, we have historically run two separate processes for receiving applications, ranking, and recommendation to the HRA and Council. This results in a duplication of effort by staff and the agencies when submitting requests. Earlier this year, I asked Pat Qvale and Jim Barnes to recommend how and when we can more effectively consider social service funding requests through a single process. Pat and Jim have suggested a joint application and review process which would follow the federal funding process. Applications would be sent out in December and submittals due in January. A review process would be held, followed by recommendations for funding going to the HRA and City Council in March. Funds would subsequently be distributed to agencies. There would be benefits for the agencies that may not quality for one program, but could for the other. Also, agencies will no longer have to complete two applications to request funding from both programs. The only downside is that some agencies could not plan with as much certainty on the amount of their allocation. While this is true for some agencies, the uncertainty already exists for many of our agencies that have financial cycles different than the City's fiscal year. The City Council approves General Fund allocations in December. Several of our agencies have April -March year; or July -June year, so they face this situation each year of receiving the allocation after their budgeting process. The new process may simply shift that to different agencies that have not faced it before, but it will also be an improvement for other agencies. We were also told by one of our major agencies that the uncertainty of the funding is more common for them than not, so this would not be a huge change. We have notified social service agencies of the proposal because this is the time period in which we would previously have received applications for General Fund. Pat Qvale has notified them of the schedule and indicated to them that staff will be recommending the same overall level of dollars in the 2005 general fund budget. We also are indicating that we will be recommending that the allocations remain relatively the same, with only minor adjustments or perhaps reallocation from City to federal dollars, for the initial year of the new program. These are obviously only staff recommendations, as the City Council has entire authority to establish the overall funding level, as well as the allocations, just as in the past. We have always in the past notified the agencies of the staff recommendations on overall funding and their recommended allocation. This year we have done the same, only without their specific recommended funding. Let me know if you have any specific concerns about the new process so that we can consider that as we go through the first year. Thanks. Laurie 8/2/2004 newspapers Select a Town: Select a Town +' Local News Local News Community Education Calendar Opinion Public Safety Seniors Obituaries Legals Election News Graduation News Local Sports Sports -_News Sports._Briefs Events/Scores MNSun HomePage. Archive Classifieds Finance Calc Nutrition Calc Weather Contact_Us How to Advertise Jobs _At Sun Special Sections Bride's Guide Forms In_Memory_Of Let It_Be_Known. Sport -Shots Stork. Report Private Party Ad Form Search The Web Powered by: rr Marc K; Local_Forecast Monday, Aug. 9, 2004 0:. Click Here MM PLYMOUTH Local News Building trust, one park at a time By Kathryn Droullard Sun Newspapers Intern Created 8/5/2004 3:33:34 PM) On the edge of Lake Camelot, a few feet from a bank of bright black-eyed Susans, Anthony Nunn squatted on a red cooler and swigged a well-earned bottle of water. A Tree Trust crew, including Tom Moua, 15, of Brooklyn Center, constructs a floating boardwalk at Lake Camelot Park in Plymouth. The project will be completed by mid-August. Tree Trust groups are working in Hopkins, Minnetonka, Plymouth, St. Louis Park and other Twin Cities suburbs this summer. (Craig Lassig/Sun Newspapers) Some days it's hard, man," he said. "It's hot and sunny. That's the hardest thing." Nunn, a ninth -grader at Northview Junior High School in Minneapolis, is sweating away his summer for cash and a good cause. He and 15 other kids are building a floating boardwalk and several swinging benches at Lake Camelot Park in Plymouth. The crew is part of Tree Trust, a nonprofit Minnesota organization dedicated to improving communities by investing in people. Each summer Tree Trust hires youth with special needs or difficult backgrounds to work on park landscaping projects throughout the Twin Cities. There are two kinds of investment from the summer program," said Dorothy Dahlenburg, the development director at Tree Trust. "The most important investment is in the young people who often need some extra help to grow and be independent adults. The job skills they learn help them find jobs in the future." 7. ncitEes.c om Part of the TwinCities.com Network Clot 500 Full Cot" Post Cards Of Your Website For Only 95 The second investment of the program is in the parks improved by the projects, she said. The cities provide the project materials out of their park budgets. Tree Trust covers the rest of the costs with federal and state job funding and grants from corporations. The projects the youth do are projects that the cities would have difficulty doing themselves," Brummer said. "Over the years, almost every park in Hennepin County has had a project done by Tree Trust youth." Working hard for the money Tree trust crews work in two groups of eight, each group working alternate days under the supervision of a crew leader. Each crew member starts at a salary close to minimum wage and has opportunities to earn raises. The projects started in mid-June and will run though mid- August. This year there are 19 crews working in Hennepin, Dakota, Ramsey and Washington counties. Among the crews in Hennepin County this year are several in Plymouth, Minnetonka, Hopkins and St. Louis Park. The second Plymouth crew is landscaping at the Plymouth Ice Center and building a timber staircase near Parker's Lake. One Minnetonka crew is building a modular brick wall and another is constructing a retaining wall at Big Willow Park. The Hopkins crew is reconstructing bridge abutments at Nine Mile Cove, and the St. Louis Park crew is doing maintenance at Westwood Hills Nature Center. It beats flipping burgers Many of the Tree Trust workers at Lake Camelot Park said the work was hard, but many also said they felt like they were doing something worthwhile. I like working with tools," crew member Nunn said. "I learned how to build my house. I like doing it for the community. Makes me feel good. People can come outside on a beautiful night, enjoy the park, bike ride, something like that." Travis Keiderling, a tenth -grader at Osseo Senior High, said he enjoys being outside and active. And I'm doing something for the community instead of McDonald's or a gas station," he said. One practical skill taught by the projects is good communication, said Tina Heyroth, a tenth -grader at Maple Grove Senior High. You have to make sure you understand what you're doing so you don't get something wrong," she said. Besides teaching job skills and giving kids a meaningful way to spend their summer, Tree Trust projects are important because they can help erase stereotypes, said Jodi Brummer, the Lake Camelot crew leader. For the community to see the kids come out here — with different ethnic backgrounds — it's good for them to see them working hard," Brummer said. "People might have stereotypes. The community might have stereotypes about the kids, and the kids might have stereotypes about the people out here. This makes them mesh and understand each other more." Despite the sun, despite the long hours, the deeper impact of the Tree Trust projects makes them worthwhile, crew member Heyroth said. At first I'm like, it's just a job," she said, pausing in her chore of picking construction litter out of the grass. "Later on I saw it getting finished, and I was like, this is pretty cool." Tree Trust Fast Facts Tree Trust is a nonprofit organization dedicated to improving communities through investment in people. The organization was founded in 1976 to help repair the ravages of Dutch Elm disease. The project has provided job training to more than 27,000 youth and 6,800 adults. Thousands of parks in the metro area have benefited from Tree Trust projects. This year 19 crews of 16 members are working throughout Hennepin, Dakota, Ramsey and Washington Counties. Tree Trust is funded by federal and state job -training funding, as well as corporate grants and individual donations. The cities provide the materials for the projects from their park budgets. For more information on Tree Trust, call 651-644-5800 or visit www.treetrust.org. This site and its contents ©2000 - 2003. Sun Newspapers Main Office: 952-829-0797 webinfo@mnsun.com - Created and maintained by Quantum Digital Interactive jcorbo@quanturnsite.com MEMO r NNW CITY (F PLYMQLTTH z err / ME 3Ir 30LTE'RT1, PLvYMO,N 5544?e DATE: August 13, 2004 TO: Mayor and City Council FROM: Laurie Ahrens, City Manager SUBJECT: Gambling Fund Earlier in the year, we indicated that the 10% Gambling Tax Fund would be discussed as part of the budget. The City's gambling ordinance provides that organizations contribute 10% per year of their net profits derived from lawful gambling to a fund administered and regulated by the City for disbursement for: "lawful purposes" (statute attached), or police, fire, and other emergency or public safety-related services, equipment, and training. The funds are maintained in a separate account, and there is currently a $10,000 balance. At this point, we have not included any expenditures in the proposed 2005 budget relating to this fund. The Council could direct that the funds be allocated for a specific purpose or allow the fund to continue to grow. There is no deadline for the Council to consider this issue. The budget just seemed like an opportune time for an initial discussion. If the Council wants to spend the funds and agrees on the type of expenditure, staff could develop options for spending. Or, the issue could be put on a future study session list for additional discussion. Minnesota Statutes 2003, 349.12 Subd. 2 =deal net. "Ideal ne " means the p 1 -tab or tipboard 1's ideal gross, as defi d under subd'vision 22, i.ess the total p edetermined prize amount available t be paid ou When the pri is not entirely a mone ry one, th ideal net 50 percent o he ideal gross. Subd. 4. Lawful g ling. "Lawful gambli " is the) operation, conduct or sal of bingo, raffles, pa ewheels, tipboards, d pull -tabs. Subd. 25. Lawful purpose. (a) "Lawful purpose" means one or more of the following: 1) any expenditure by or contribution to a 501(c)(3) or festival organization, as defined in subdivision 15a, provided that the organization and expenditure or contribution.are in conformity with standards prescribed by the board under section 349.154, which standards must apply to both types of organizations in the same manner and to the same extent; 2) a contribution to an individual or family suffering from poverty, homelessness, or physical or mental disability, which is used to relieve the effects of that poverty, homelessness, or disability; 3) a contribution to an individual for treatment for delayed posttraumatic stress syndrome or a contribution to a program recognized by the Minnesota Department of Human Services for the education, prevention, or treatment of compulsive gambling; 4) a contribution to or expenditure on a public or private nonprofit educational institution registered with or accredited by this state or any other state; 5) a contribution to a scholarship fund for defraying the cost of education to individuals where the funds are awarded through an open and fair selection process; 6) activities by an organization or a government entity which recognize humanitarian or military service to the United States, the state of Minnesota, or a community, subject to rules of the board, provided that the rules must not include mileage reimbursements in the computation of the per diem reimbursement limit and must impose no aggregate annual limit on the amount of reasonable and necessary expenditures made to support: i) members of a military marching or color guard unit for activities conducted within the state; ii) members of an organization solely for services performed by the members at funeral services; or iii) members of military marching, color guard, or honor guard units may be reimbursed for participating in color guard, honor guard, or marching unit events within the state or states contiguous to Minnesota at a per participant rate of up to $35 per diem; 7) recreational, community, and athletic facilities and Page 4 of 9 http://www.revisor.leg.state.mn.us/stats/349/12.html 5/4/2004 Minnesota Statutes 2003, 349.12 activities intended primarily for persons under age 21, provided that such facilities and activities do not discriminate on the basis of gender and the organization complies with section 349.154; 8) payment of local taxes authorized under this chapter, taxes imposed by the United States on receipts from lawful gambling, the taxes imposed by section 297E.02, subdivisions 1, 4, 5, and 6, and the tax imposed on unrelated business income by section 290.05, subdivision 3; 9) payment of real estate taxes and assessments on permitted gambling premises wholly owned by the licensed organization paying the taxes, or wholly leased by a licensed veterans organization under a national charter recognized under section 501(c)(19) of the Internal Revenue Code, not to exceed: i) for premises used for bingo, the amount that an organization may expend under board rules on rent for bingo; and ii) $35,000 per year for premises used for other forms of lawful gambling; 10) a contribution to the United States, this state or any of its political subdivisions, or any agency or instrumentality thereof other than a direct contribution to a law enforcement or prosecutorial agency; 11) a contribution to or expenditure by a nonprofit organization which is a church or body of communicants gathered in common membership for mutual support and edification in piety, worship, or religious observances; 12) payment of the reasonable costs of an audit required in section 297E.06, subdivision 4, provided the annual audit is filed in a timely manner with the Department of Revenue; 13) a contribution to or expenditure on a wildlife management project that benefits the public at -large, provided that the state agency with authority over that wildlife management project approves the project before the contribution or expenditure is made; 14) expenditures, approved by the commissioner of natural resources, by an organization for grooming and maintaining snowmobile trails and all -terrain vehicle trails that are (1) grant-in-aid trails established under section 85.019, or (2) other trails open to public use, including purchase or lease of equipment for this purpose; 15) conducting nutritional programs, food shelves, and congregate dining programs primarily for persons who are age 62 or older or disabled; 16) a contribution to a community arts organization, or an expenditure to sponsor arts programs in the community, including but not limited to visual, literary, performing, or musical arts; 17) an expenditure by a licensed veterans organization for Page 5 of 9 http://www.revisor.leg.state.mn.us/stats/349/12.htm1 5/4/2004 Minnesota Statutes 2003, 349.12 payment of water, fuel for heating, electricity, and sewer costs for a building wholly owned or wholly leased by and used as the primary headquarters of the licensed veterans organization; 18) expenditure by a licensed veterans organization of up to $5,000 in a calendar year in net costs to the organization for meals and other membership events, limited to members and spouses, held in recognition of military service. No more than 5,000 can be expended in total per calendar year under this clause by all licensed veterans organizations sharing the same veterans post home; or 19) payment of fees authorized under this chapter imposed by the state of Minnesota to conduct lawful gambling in Minnesota. b) Notwithstanding paragraph (a), "lawful purpose" does not include: 1) any expenditure made or incurred for the purpose of influencing the nomination or election of a candidate for public office or for the purpose of promoting or defeating a ballot question; 2) any activity intended to influence an election or a governmental decision-making process; 3) the erection, acquisition, improvement, expansion, repair, or maintenance of real property or capital assets owned or leased by an organization, unless the board has first specifically authorized the expenditures after finding that (i) the real property or capital assets will be used exclusively for one or more of the purposes in paragraph (a); (ii) with respect to expenditures for repair or maintenance only, that the property is or will be used extensively as a meeting place or event location by other nonprofit organizations or community or service groups and that no rental fee is charged for the use; iii) with respect to expenditures, including a mortgage payment or other debt service payment, for erection or acquisition only, that the erection or acquisition is necessary to replace with a comparable building, a building owned by the organization and destroyed or made uninhabitable by fire or natural disaster, provided that the expenditure may be only for that part of the replacement cost not reimbursed by insurance; (iv) with respect to expenditures, including a mortgage payment or other debt service payment, for erection or acquisition only, that the erection or acquisition is necessary to replace with a comparable building a building owned by the organization that was acquired from the organization by eminent domain or sold by the organization to a purchaser that the organization reasonably believed would otherwise have acquired the building by eminent domain, provided that the expenditure may be only for that part of the replacement cost that exceeds the compensation received by the organization for the building being replaced; or (v) with respect to an expenditure to bring an existing building into compliance with the Americans with Disabilities Act under item ii), an organization has the option to apply the amount of the board -approved expenditure to the erection or acquisition of a replacement building that is in compliance with the Americans with Disabilities Act; Page 6 of 9 http://www.revisor.leg.state.rim.us/stats/349/12.html 5/4/2004 Minnesota Statutes 2003, 349.12 4) an expenditure by an organization which is a contribution to a parent organization, foundation, or affiliate of the contributing organization, if the parent organization, foundation, or affiliate has provided to the contributing organization within one year of the contribution any money, grants, property, or other thing of value; 5) a contribution by a licensed organization to another licensed organization unless the board has specifically authorized the contribution. The board must authorize such a contribution when requested to do so by the contributing organization unless it makes an affirmative finding that the contribution will not be used by the recipient organization for one or more of the purposes in paragraph (a); or 6) a contribution to a statutory or home rule charter city, county, or town by a licensed organization with the knowledge that the governmental unit intends to use the contribution for a pension or retirement fund. Su . 25a. Linked bin game. "Li ked bingo game" means a ingo game played at wo or more cations where licensed ganizations are aut rized to co duct bingo, where there is a ommon prize pool an a common se ction of numbers or symbols c ducted at one locate n, and w\he results of selection re transmitted to al participat g locations byhe tellite, tel hone, or other means y a linked Ingo game r ider. S 25b. L\ dial-up bingo game provid "Linked ingo game p vider" meaperson who provid the means o link bingo pr zes in a bingo game, who pro ides linked bingo paper she s to thicipating organizatio , who prov es linked bin prizeement, and who provide the linked ingo game system. Subd. 25c. Li o game system. "Linke bingo game system" me squi ent used by the linked ingo provider to condu smi and track a linked bin o game. The system must beed b the board before its us in this ate and it must ial-up r other capability to p rmit the bo rd to monitor iation r otely. Su d. 25d. Linked bingo priz pool. "Linked bingo ze ol" means the to al of all ize money that each ticip ting organizatio has contri :ted to the linked x e priz No participat g organiza ion may contribute t, $300 r bingo occasio to a linke bingo prize pool. S d. 26. Manufacturer. "Manufactu r" means a person r entit who assembles rom raw ma rials or subparts a complet\ the gambling equi ment, and o sells or furnishqui ment for resal or for use in the state. The term inper on who convert modifies, dds to, or removesr a p tion from an 'tem, device, or assembly to furtherotion, sale, or use s gambling a ipment in this sterson o y adding or odifying pro tional flares the publ'c of the pre s available, the rules of playconsidera 'on required 's not a manufacturer. Page 7 of 9 http://www.revisor.leg.state.mn.us/stats/349/12.html 5/4/2004 CIP TOTALS -RECONSTRUCTION Year District Total Project Cost Assessment City Cost Assessed 2005 73 West 1,859,586 876,363 983,223 47.13% 2006 5 South 2,076,892 623,068 1,453,825 30.00% 2007 76 2,369,029 1,143,757 1,225,272 48.28% 2008 78 1,273,561 595,068 678,493 46.72% 2009 10 1,712,746 513,824 1,198,922 30.00% TOTAL 7,389,734 9,291,814 3,752,080 5,539,734 CIP TOTALS -MILL AND OVERLAY Year Area Total Project Cost City Cost City Cost 2005 Gleason Lake Dr 250,000 0 250,000 2006 Pineview Ln 400,000 0 400,000 2007 10th Ave, Nathan Ln 400,000 0 400,000 2008 Undetermined 400,000 0 400,000 2009 Undetermined 400,000 0 400,000 TOTAL 1,144,648 1,850,000 0 1,850,000 Total 5 Year reconstruction and mill and Overlay 9,846,400 7,389,734 OTHER PROJECT COST ESTIMATES District Total Project Cost Assessment City Cost Assessed 16 1,785,514 535,654 1,249,860 30.00% 34 1,328,527 501,760 826,767 37.77% 35 2,442,534 943,997 1,498,537 38.65% 61 2,250,033 675,010 1,575,023 30.00% 73 895,144 368,990 526,154 41.22% South Shore Dr. 1,144,648 502,384 642,264 43.89% TOTAL 9,846,400 3,527,795 6,318,606 REMAINING "RED STREET" TOTALS Not including CIP or Other Projects) Total Cost $30,067,071 Cost does not include cost for storm sewer or curb & gutter ANNUAL STREET RECONSTRUCTION IN OTHER CITIES Maple Golden Grove Wayzata Minnetonka Valley Annual construction amount $4-5,000,000 $700,000 $2,000,000 $5-6,000,000 Percent of residential streets 4% 8-10% 2% 6 Miles W 00 -IT N'T IT U)0M"tMMMNT—I-U7MI`OO N I T I- M T M CO I- M N CO O I,- N N CO M N'-- N I` U') CO CO I` CO O O I` LO CO (D T M O O O M lq' CO Cn CA CO 1- 00 In C3) Il rl P- CO I` CO CA "- N 1-7 d' O T p I-mI- 70CAC O)CACI C C C Ci mmCD00000 N CO CO 00 OO 00 00 00 00 00 00 00 00 00 CO M M M O M M T T T T T T T T T T T T T T T T T T T T T C{} O O O O O O O O O O O O O O O O O O O O O N N 69- O O O O O O O O O O O O O O O U O O O O O O O O O O O O O O O N 0 CT C5 CT u" am ui ui vi 0 0 0 In O maw Cn 'IT CO co CO N N N N N N N N N N N Q V--7 T--7 V--7 O N 60. tt CUO f tC) lf) 00 t C) N CO O I N N CO O) N T N Crj M O (O M M O O O LO M CO T M O O C) 'It O ICT 0-) 00 V CO CO r- 00 , N M N i CO N T V v T T O M M M M O M O O O O O O O T T T T N CO CO LO U-) U-) U") M LO CO M Cfl CO CO CO CO CO O CO CO co O O Cn T I- N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 K} T Cfl O CO I- O N (fl C) N I` 00 N I- Il- (O V) LO T T T T T O co O I- LO O O N co 00 C) OD LO LO M -r-- It r -- r- T CA CO 00 I` ti I U 4-+ N CQ M M M CO 00 M d' d' 0 0 0 0 0 0 0 0 0 0 0 O CU N CL (/) i Cf C N ON O I T 00 O N C6 CA G O G O *-• n C/ JO p"O 00 V N O- O O E mQ J p — 69 X CVR M O O L F- N E O N 60. tt CUO f tC) lf) 00 t C) N CO O I N N CO O) N T N Crj M O (O M M O O O LO M CO T M O O C) 'It O ICT 0-) 00 V CO CO r- 00 , N M N i CO N T V v T T O M M M M O M O O O O O O O T T T T N CO CO LO U-) U-) U") M LO CO M Cfl CO CO CO CO CO O CO CO co O O Cn T I- N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 K} T Cfl O CO I- O N (fl C) N I` 00 N I- Il- (O V) LO T T T T T O co O I- LO O O N co 00 C) OD LO LO M -r-- It r -- r- T CA CO 00 I` ti F N M CO M O I` M ti CO 0 0 0 0 0 0 0 0 0 0 Cl L MCO CO NOTONCAT IT m 00 N Il- O O I— Cn 't C Ocr 00NON000000r- 0 V CO N N M N CM N N N N T O LO Mqjr- I` O O O O O O O O O O O O O O C Il- CO M N O LO N QU " O O W T I` N M O C) CB C Il- (O T N N I— T O Q- Q- :3 d V) LO CO CO 00 V O f n CV N N N N N N U-) CO I,- M M O T N M 14- U) CO I` M M O T N M ,q- 0 O O O O O O T T T T T T T T T T N N N N N CD CD CD CD CD CD CD CD CD CD NI N N N N N N N N N Cl O N N N N N N N N N N N r 0 N CQ M M M CO 00 M d' d' 0 0 0 0 0 0 0 0 0 0 0 N M M O S LO M CO N T M N C N M In O LO M O LO LO M ON O I T 00 O N C6 CA G O G O *-• n CD 00 V T T T T T T T T T T 69 F N M CO M O I` M ti CO 0 0 0 0 0 0 0 0 0 0 Cl L MCO CO NOTONCAT IT m 00 N Il- O O I— Cn 't C Ocr 00NON000000r- 0 V CO N N M N CM N N N N T O LO Mqjr- I` O O O O O O O O O O O O O O C Il- CO M N O LO N QU " O O W T I` N M O C) CB C Il- (O T N N I— T O Q- Q- :3 d V) LO CO CO 00 V O f n CV N N N N N N U-) CO I,- M M O T N M 14- U) CO I` M M O T N M ,q- 0 O O O O O O T T T T T T T T T T N N N N N CD CD CD CD CD CD CD CD CD CD NI N N N N N N N N N Cl O N N N N N N N N N N N r 0 C hN 0000 0000 O 00 p ID t- 0\ 00 00 l- p 00 et M N U h M N MO 00 N h v a, O N h u CD0000 to o c L 00 Rn N O OQNNN7 py i 00 r 4A N y O N 0 O O y u p t00 o 0000 0 vii n o O 0\ e of M N O O L Ol O et lcO O N N N N N N V0 0ON V'f 0 N D\ 0 01 N y A a ci oo" oo ao Con o u o L 0. MQD A ri h O d O A i Qr 00 N In O 00 M 0 00 M o 00 lc h N V'1 00 O V1 A o ON rn o 0 0 r- r- a o to o o C v v v va O l MM - i r, M 00 N rl ONO0! O > w C a s N M N N N w 00 00 O CDO M N M O Oa"iy 00 00 asV1 V7 V'1 V1 Q 4111 Ccc O vNi N N Otn 00 C O v1 N C N 00 C ai O 0 l- 0\ 00 00 t06 NN 00 0% I'0 O U M r M N i RnO O t— O 00O O O N N N N N N N N yL 7 o- u ON N wl O ^ Vtn1 N N tn O M M N N M N O l- N O T M N U 00 M V1 n O NO O O N 00 yam„ O W) O M C i^ M N O N O b '00 kn 000 vNi kn H O b N ON O O o h o n Cuvio o o 0 0OCC r. N N N N N N 00 Nv°Oi vii ON OOi A w 10 V] v'bV1 Mll - O b C u o y M00 aA ri V7 C> u u kn A L a 00 N C OHO l00 I N n 01 O n o a, ON o 0 0a .a O O O O O OO y O O O O O O O OZ v v v v v y O O I- O vi M O\ R p W M N 00 C w0 O a 0000 0 a Cli 00 t7 C N N en 00 00 qtt q O M O O 00 M O O Q y M00 r- 00 Nb fir O\ tn to OV1 OV) Q du C O N 00 Q M R O N N N Cl) bU ,Q 0 oo0 N UM M N N N y et V'1 O 00 O O O O O O O O NN NN N N N N o- wu q 00 v eq R veli W00000000 t OM lw M R V1 Io in Y1 U y DD M r- 00 O P aoR. o O r- N O 7 O OMpM00OM10o O rr N N N N M M O O C C O O O O O O O O O N o y y o 00 ol: C4 v0i n o 0 p hcs IC a% M O O N O N. O >.' v tl o O O N N N N m H 0 00 00 IC Rt as 00 O en N y OMi O A e ON cv 00 00 rq c 00 o; I i. Fi to O W) r*-n r- t- n 000 a 2 rn O C $i d C u 0 0 Orr' v o Q jd M N Q"i N pOA RH oCD 4oI.y w u u A L v1 a Q l6 00 M UC U•"• f0 n N V-1 000 O V01 G> c A a o a as o 0 0 00 tn kn 1.0 0 tn 00 00 d o 0 0 0 0 0 0 0CDo000000 N oaItt c 4 IT It It 0 0 O my„ O O t. O\ t en0001 N R OO v 1 M N n 0 O O L R y a s C 0000 asV1 v1 o00 v1 t- MW Rt N It vi rn a0 O N S yWi Q en 00 00 It 0 C> O 10M ICIC o t O C1400 O O M N T M O OG) y n00 00 to V1 Q du C nC4OvN1000 O N o R O V7 o 0 o0 t` C Q: C oo 000 O LR ON N N NN N N eq